BCAD Proposed Budget 2016-2017

COUNTY OF BEXAR
PROPOSED ANNUAL BUDGET
FISCAL YEAR 2016-17

OCTOBER 1, 2016 SEPTEMBER 30, 2017
COMMISSIONERS COURT
NELSON W. WOLFF
County Judge
SERGIO CHICO RODRIGUEZ
Commissioner, Pct 1
KEVIN WOLFF
Commissioner, Pct 3
PAUL ELIZONDO
Commissioner, Pct 2
TOMMY CALVERT
Commissioner, Pct 4
PREPARED BY THE OFFICE OF THE COUNTY MANAGERBUDGET DEPARTMENT

DAVID SMITH, COUNTY MANAGER/BUDGET OFFICER
ANTONIO ANGUIANO
HEDEI ARIAS
ANA BERNAL
JOHN BOWNDS
KRISTINA BRUNNER
ALLEN CASTRO
AUDREY CAVAZOS
SYLVIA DIAZ
ALEJANDRO FABELA
LAURON FISCHER
TANYA GAITAN
JIM GONZALEZ
MANUEL GONZALEZ
PATRICK GRABIEC
CATHERINE GRUENBURG
JANET GUADARRAMA
VALERIE GUERRA
THOMAS GUEVARA
PEARL JAUREGUI
LAURA JESSE
MANUEL LEAL
GERARD LOBOSCO
RYAN MARTINEZ
IAN MAURER-STOTHERT
SETH MCCABE
JAMES MCCLELLAND
STEPHANIE MORALES
ADRIENNE NUNEZ
MONICA RAMOS
REVENUES PREPARED BY THE AUDITORS OFFICE

SUSAN YEATTS, COUNTY AUDITOR
AIMEE REYES
ROBERTA ROCHA
NANCY SOTO
PEGGY SCOTT
TINA SMITH-DEAN
NELDA TANAKA
JOSE TOSCANO
KATHRYN WHITCOMB
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BEXAR COUNTY
FY 2016-17 PROPOSED ANNUAL BUDGET
This budget will raise more revenue from property taxes than
last year's budget by an amount of $22,773,771, which is a 6.3
percent increase from last years budget, and of that amount
$10,975,490 is tax revenue to be raised from new property
added to the tax roll this year.
INDEX OF DEPARTMENTAL SUMMARIES

GENERAL FUND
Agrilife
Bail Bond Board
Bexar Heritage and Parks
Administration
County Parks and Grounds
BiblioTech
Budget
Central Magistration
Criminal District Courts
District Clerk
Civil District Courts
Community Resources
Administration
Community Programs
Veterans Services
Child Welfare Board
Community Supervision and Corrections Department
Constable Precinct 1
County Auditor
County Clerk
County Courts at Law
County Manager
Criminal District Attorney
District Clerk
DPS - Highway Patrol
Economic Development
Elections
Emergency Management Office
Facilities Management
Administration
Adult Detention Center
County Buildings
Energy
Forensic Science Center
Juvenile Institutions
Fire Marshal
Human Resources
Information Technology
Judge/Commissioners Court - Administration
Judicial Services
Pre-Trial
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INDEX OF DEPARTMENTAL SUMMARIES (Continued)

Crime Lab
Department of Behavioral and Mental Health Medical Examiner
Medical Examiner
Mental Health Initiative
Jury Operations
Justice of the Peace Precinct 1
Juvenile
Child Support Probation
Institutions
Probation
Juvenile District Courts
Management and Finance
Non-Departmental
Probate Courts
Public Defenders Office
Public Works
Animal Control Services
Environmental Services
Purchasing
Sheriffs Office
Adult Detention Center
Law Enforcement
Support Services
Small, Minority, and Women Owned Business Enterprise
Tax Assessor Collector
Trial Expense
4th Court of Appeals
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OTHER FUNDS
Road Funds
Public Works Division - County Road and Bridge Fund
Public Works Division - County Road and Bridge Fund Multi-Year Projects
TxDOT and Advanced Transportation District Multi-Year Projects
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Other Operating Funds

Justice of the Peace Security
Family Protection Account
Records Management - County Clerk
Records Management - Countywide
Records Management - District Clerk
Courthouse Security
District Clerk Technology
Parking Facilities
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INDEX OF DEPARTMENTAL SUMMARIES (Continued)

Environmental Services Storm Water Mitigation
Law Library
Drug Court
Fire Code
Juvenile Case Manager Fund
Dispute Resolution
Domestic Relations Office
Justice of the Peace Technology
District and County Court Technology Fund
Court Facilities Improvement
DA M.I.L.E.S Program Fund
DA Pre-Trial Diversion Fund
Fleet Maintenance
Technology Improvement
Capital Lease Projects
Fleet Acquisition Fund
Community Infrastructure and Economic Development Fund
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Grant Funds
Grants-in-Aid
HOME Investment Partnership Program
Community Development Block Grant
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Capital Improvement Funds

November 2003 Bond Referendum
Flood Control Projects M&O
Flood Control Projects Capital
County Buildings Capital Improvement
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Debt Service Funds

Debt Service
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Venue Project Fund

Community Venue Program
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Enterprise Funds
Self-Insurance Fund - Health and Life
Self-Insurance Fund - Workers Compensation
Records Management Center
Other Post Employee Benefit
Facilities and Parks Management - Firing Range
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Office of the County Manager

Paul Elizondo Tower, Suite 1021
101 West Nueva
San Antonio, Texas 78205
To the Honorable Commissioners Court

Bexar County, Texas
BUDGET MESSAGE
INTRODUCTION
I am pleased to submit for your consideration the Bexar County FY 2016-17 Proposed Budget. Based on
certified appraised property values reported by the Bexar Appraisal District, values will increase by
nearly 9 percent, or $12.2 billion. Property values on existing properties are projected to increase by $8.4
billion, and new construction will generate $3.8 billion in additional value.
Given the growth in property values over the past two years, I am proposing that the Commissioners
Court adopt a lower tax rate this year of $0.30895 per $100 valuation. This rate represents 6 percent
growth in property tax revenues for FY 2016-17. Although the Court may adopt a higher tax rate,
capping property tax revenue growth at 6 percent lessens the burden on the taxpayer while at the same
time providing funding to meet service demands.
The Proposed Budget totals $1.828 billion for all funds, including $555.8 million in Operating
Appropriations, $814.5 million in Capital Projects, $134.4 million for Debt Service, and $323.5 million
for contingencies and reserves, most of which is carry forward funding for multi-year capital projects.
The FY 2016-17 Proposed General Fund operating budget totals $426.7 million compared to last years
operating budget of $412.6 million, or an increase of $14.1 million.
MAINTAINING A STRONG FINANCIAL POSITION

The County continues to maintain triple-A bond ratings from all three major rating agencies, which has
resulted in estimated savings of $46 million in debt service payments for the County. Communication
with bond rating agencies is key to ensure the County continues to meet the high standards necessary to
maintain our triple-A bond ratings. One of the most significant factors is the healthy cash reserve balance
Commissioners Court has approved over the last several budgets. This years Proposed Budget includes a
General Fund Balance of $65 million, or 15 percent of expenditures, which is a level consistent with
rating agency guidance.
In addition to achieving savings associated with triple-A bond ratings, this year Bexar County took
advantage of low borrowing costs and refunded $360 million in outstanding bonds. This refunding
resulted in a savings of just over $40 million in debt service payments over the life of the refunded bonds.
EMPLOYEE COMPENSATION AND BENEFITS
Based on available revenues and rapid growth in healthcare costs, nominal across-the-board salary
increases are proposed for employees in FY 2016-17.
Health Insurance
Health insurance costs increased significantly in FY 2015-16, going up by $7.2 million when compared to
FY 2014-15 expenditures. The increase is attributable to several factors, including an increase in the
number and cost of high-cost claims (those claims over $50,000), the addition of almost 500 new plan
members and increases in prescription drug costs. If this trend continues, the additional cost to the
County to maintain our current plan structure would be over $9 million in FY 2016-17 alone. The
increase in health care costs is not financially sustainable therefore, the FY 2016-17 Proposed includes $7
million in savings to the Health Insurance Fund.
Options to achieve the $7 million in savings will be presented to Commissioners Court during budget
deliberations prior to adoption of the budget. Options will include changes to premiums (for both
employees and retirees under the age of 65, out-of-pocket expenses, and plan design and coverage.
These recommended changes will unfortunately come in a year when employee compensation will not
rise as robustly as in previous years; however it is important to note that there have been no plan changes
to our health insurance for employees in four years. For future years, I would recommend that
Commissioners Court consider making plan changes annually to lessen the year-to-year impact to covered
employees. Also, I would recommend that the County use the next 12 months to explore partnering
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opportunities with other public sector entities, in particular the University Health System. With the
Countys close working relationship with UHS, we should investigate pooling our work forces under a
single set of shared plans, or even having the County utilize UHS as a plan provider for County
employees. I hope to be able to report back to the Court on the potential partnering opportunities during
or before next years budget process.
Livable Wage Initiative
In FY 2014-15, Commissioners Court began implementation of a multi-year plan to increase the Countys
livable wage. At the time, Bexar Countys minimum wage was $11.66 per hour for County employees.
The FY 2015-16 Adopted Budget included funding to raise the minimum wage to $13.00 per hour, as
well as address issues of wage compression. Funding in the amount of $1.6 million is proposed to raise
the minimum wage to $13.50 per hour in FY 2016-17. This will result in an average pay increase of 1.54
percent for 2,108 employees.
Cost of Living Allowance
Funding in the amount of $1.4 million is proposed to fund a one percent cost of living allowance for
employees on the Exempt and Executive Pay Tables, as well as for those employees on the Non-Exempt
Pay Table who will not receive at least a one percent increase as a result of raising the minimum wage to
$13.50 per hour.
Collective Bargaining
The collective bargaining agreement between Bexar County, the Sheriff and the Deputy Sheriffs
Association of Bexar County (DSABC) expired on September 30, 2015. Negotiations for a new contract
began in April 2015 and have continued through FY 2015-16. In FY 2015-16, funding in the amount of
$3 million was adopted for the collective bargaining agreement under the assumption that an agreement
would be executed in January 2016, providing for an 5.5 percent increase in base wages for all DSABC
members. Funding in the amount of $5 million is included in the FY 2016-17 Proposed Budget,
representing the full years cost of a 5.5 percent increase in base wages, as well as other negotiated
allowances and incentives included in the Countys current wages and benefits proposal.
BEXAR COUNTY INFORMATION TECHNOLOGY STRATEGIC PLAN
In late FY 2015-16, Bexar County contracted with IBM to conduct a thorough review of the Bexar
County Information Technology (BCIT) Department and to develop a 5-year Strategic Plan. The study
included a review of the physical safety of the Countys IT infrastructure, the Countys potential
migration of software and hardware services to the Cloud, IT policies, procedures, and management
practices, as well as recommended resource and staffing allocations. IBM presented and Commissioners
Court approved a Strategic Plan in January 2016.
IBMs study focused on key elements of BCIT, including people, processes and technology. Specifically,
the study recommended an organizational structure to improve collaboration, communication and service
results. The first phase of this recommendation was implemented in FY 2015-16 and included the
creation of the Chief Information and Technology Officer (CITO). The new CITO was hired in July 2016
and will spearhead implementation of IBMs recommendations.
The CITO has already initiated his initial reorganizing effort to implement the IBM study
recommendations, including the creation of Project Management, Enterprise Strategic Services, IT
Infrastructure Services, and Enterprise Business Solutions divisions. The cost of this reorganization is
offset by a reduction in currently funded, vacant positions, for a net cost of $492,717.
Another key finding of the IBM study was that the Countys Enterprise Data Center (EDC) needed to be
moved to a more secure site and facility. Next fiscal year, the CITO will work with a consultant to
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develop an action plan, risk assessment analysis, and master plan for the EDC move. As part of this
process, the County should reduce dependency on mainframe and on-site server based solutions and
instead move appropriate workloads to hosted cloud solutions. Cloud-based technology offers increase
flexibility, reduces risk and optimizes delivery of IT services. The Proposed Budget includes $20 million
in capital funds to accomplish the data center relocation and modernization.
The IBM study also recommended an operational budget of approximately $4.8 million for the first year
of the five year transition plan. These operational appropriations provide funding to allow for hiring and
reorganizing to an optimal departmental structure, while continuing to staff and operate our current BCIT
systems. IBM also recommended this funding to help the County move from a capital-based I.T. strategy
(i.e. County-owned and operated servers and software) to a cloud based, out-sourced solution. Because
of budgetary constraints, I am only able to recommend funding about half that amount, or $2.4 million, in
General Fund contingencies. Should additional funds become available, I would recommend that
Commissioners Court consider restoring the contingency funding to the full amount recommended by
IBM to allow faster implementation of the needed reorganizing and cloud-sourcing solutions identified
in the study.
CHILD ABUSE AND NEGLECT
Over the past few years, several initiatives have been implemented to help improve outcomes for children
in Bexar County who are victims of abuse and neglect. In FY 2014-15, Bexar County created the Child
and Family Court Division of the Civil District Courts. The objective of this Division is to decrease the
time to disposition of child abuse and neglect cases through active management of the court dockets. This
redesign of the case management process decreased the time to disposition of these cases, enabling these
children to reach a safe environment more quickly.
Also in FY 2014-15, a Family Based Safety Services (FBSS) pilot program was implemented. As part of
the pilot program, a new screening tool is being utilized to identify families most at risk of
revictimization, repeat participation in FBSS and moving on to the legal system for removal of the
children. Families identified are given Family Service Plans tailored specifically to their family,
rehabilitative services, including substance abuse treatment, and other support services.
Currently, Bexar County contracts with the Texas Department of Family Protective Services (TDFPS) for
child abuse and neglect case management and adoption services for children in Bexar County. The total
cost associated with these contracts is $2.6 million. Commissioners Court is currently working with the
TDFPS, the Civil District courts, the Criminal District Attorney, the Child Welfare Board, the
Community Resources department, and others to identify alternative methods of providing these services
that will result in better outcomes for the children being served. Therefore, this funding is proposed in the
Non-Departmental contingency budget for FY 2016-17. Once a new strategy is identified, funding will
be allocated to the appropriate budget(s).
JUSTICE OF THE PEACE AND CONSTABLE REDISTRICTING
In November 2013, the Justice of the Peace (JP) and Constable Precinct lines were redistricted to mirror
Commissioner Precinct lines. The population distribution and associated workload between the Precincts
was notably out of balance, causing County-wide inefficiencies amongst the Justice of the Peace and
Constable Offices. Based upon the new population in each Precinct, a new overall workload was
estimated for each Precinct and personnel were redistributed accordingly.
In addition to redistricting, Bexar County reached an agreement with the City of San Antonio (City) to
establish the new Uniform Truancy Case Management Program. Effective October 1, 2014, the County
waived its exclusive original jurisdiction and transferred all truancy cases to the City. The transfer of
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these cases to the City has resulted in a decrease in the overall number of cases that are filed with the
Justice of the Peace Courts.
Since redistricting and the Uniform Truancy Case Management Program were implemented, total
workload for the Justices of the Peace has decreased and workload distribution has changed. As the
Constables workload is heavily driven by Justice of the Peace workload, the same is true of workload in
the Constables Offices. Based on this change in workload, the Proposed Budget includes program
changes in the JP and Constable staffing, namely the reduction of 10 clerk positions in the Justice of the
Peace courts, and 17 deputy constable positions, as well as the deletion of 3 part-time Justices of the
Peace, for a net savings to the County of $1.39 million. A budget worksession will be scheduled before
adoption of the budget on September 13, 2016 to allow for Commissioners Court deliberation and
direction on this issue.
ECONOMIC DEVELOPMENT
San Antonio for Technical Economic Competitiveness (SA-TEC) is a taskforce created to address
industry-driven and focused mitigation strategies to address a deficit in middle skills jobs in San Antonio.
Middle-skills jobs are jobs with qualifications requiring more than a high school diploma, but less than a
Bachelors degree. SA Works is an initiative focused on connecting private sector employers with youth,
high school and college graduates and other special populations to clarify and emphasize career pathways
that are the most valued by employers, and of greater interest to the student. In addition to these two
initiatives, the San Antonio Economic Development Foundation (EDF) had been collaboratively
implementing its own strategic plan, which included a prominent workforce development element.
As all three initiatives progressed in establishing their mission, goals and objectives, it became clear that
the three organizations were largely seeking to solve the same problem, so SA-TEC, SA Works and the
EDF have merged their efforts, retaining the SA Works name. This merger will result in a single, holistic
home for the communitys strategic workforce development initiatives.
BIBLIOTECH
BiblioTech, the worlds first all-digital public library, continues to enhance services for visitors across
Bexar County. In May 2016 BiblioTech and the Alamo Colleges partnered to offer (Network+) I-BEST
courses that will help students 18 years or older develop the skills and knowledge base needed to apply to
Rackspaces Open Cloud Academy and/or seek employment opportunities. BiblioTech will also have a
presence in the recently opened Bexar County Reentry Service Center, a one-stop resource center for
inmates being released from the Adult Detention Center and other detention facilities.
BiblioTechs success has also resulted in several grant opportunities, including a $25,000 grant from
Google Fiber to provide digital education to residents at several San Antonio Housing Authority projects
and a $100,000 grant from the Kronkosky Charitable Foundation to expand the librarys digital
collection.
In February 2016, Commissioners Court approved a lease agreement with Wheatley Family I, Ltd, a
housing project on the east side of San Antonio, and is located within the Citys eastside Promise zone
area. A new BiblioTech branch will be housed at 1203 North Walters Street. Once completed, the 4,200
square foot storefront location will include a reading room and lounge area, group study rooms and other
amenities for visitors to access digital resources and learn.
Finally, as a way to attract and serve transit system patrons, BiblioTech and the VIA Metropolitan Transit
Authority will launch a new partnership, Ride and Read, in the summer of 2016. BiblioTech will
provide freestanding, branded library kiosks at six VIA transit centers while VIA provides Wi-Fi access
for patrons to connect to the librarys digital collection and resources. Plans for potential expansion to
additional transit centers will be looked at in 2017.
MAJOR LEAGUE SOCCER
This year Bexar County, the City of San Antonio, in conjunction with Spurs Sports and Entertainment
(SSE), created a partnership to pursue bringing a Major League Soccer franchise to our community.
Major League Soccer is currently looking at expanding the league, potentially creating 3 to 4 new MLS
teams. Both the County and the City contributed $9 million to purchase Toyota Field Soccer Stadium, the
new home of the SSE owned and operated San Antonio Football Club, which currently plays in the
United Soccer League. San Antonio FC leases Toyota Field from the County and City, and is now
conducting a study to determine how the stadium can be expanded and improved to accommodate a MLS
franchise. SS&E will also build the case to illustrate that the San Antonio area has the fan base to support
a MLS team. Once these efforts are complete, the County plans to bring forward a bond referendum
requesting voter approval of funding to pay for modifications to the stadium needed for a MLS team.
BEXAR COUNTY HISTORY AND CULTURE
Nuestra Historia and Presidio Gallery
In 2016, Bexar County hosted a new exhibit titled "Nuestra Historia, Our History: Spain in Bexar
County." This exhibit features documents from the General Archive of the Indies in Seville, Spain, which
was the launching point of Spains exploration and expansion of the northern frontier of their new
territory. In 2017, Bexar County will open Presidio Gallery, an exhibit of Spanish colonial maps and
documents prepared by the explorers and settlers who tell the story of the beginnings of Bexar County.
Daughters of the Republic of Texas Alamo Archives
Also in 2016, Bexar County executed an agreement with the Daughters of the Republic of Texas (DRT)
and Texas A&M-San Antonio to house and safeguard a historical library collection that was previously
housed in the Alamo. The collection consists of 17,000 book titles, all written about Texas history,
genealogy, politics and government, art, natural history and science, religion, folklore, and fiction. The
collection will be curated in a climate controlled archival vault in the Countys Courthouse South Annex
building (formerly the Federal Reserve San Antonio Branch building) with office spaces, meeting spaces,
and a museum quality showcase area on the first-floor gallery.
Bexar County Spanish Archives
In March 2006, Bexar County opened a small exhibit on the first floor of the County Courthouse. The
exhibit includes artifacts dating back to the 18th and 19th centuries when the County was under Spanish
and Mexican rule, with records from the 18th and 19th centuries. It is a valuable resource used by people
seeking a better understanding of Texas early life. The most valuable document in the collection is a
marriage contract with the father of Ursula Beramendi, signed by James Bowie in 1831. Other items
include original Spanish and Mexican land grants, jail records, and voting records. The Spanish Archives
will move from the Courthouse to be co-located the Daughters of the Republic collection next year.
Bexar County Tricentennial Celebration
On May 19, 2015, Bexar County Commissioners Court passed a resolution recognizing the enduring
significance of the Heritage of Bexar County and its citizens and descendants, and the 300th
Anniversary of its Spanish Colonial founding in 2018.
Additionally, the Court authorized several special events to recognize and celebrate this historic
anniversary. A citizen Commission, appointed by Commissioners Court, was joined together with a
group appointed by the City of San Antonio to develop programs and celebratory events, activities
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and projects that will be organized and sanctioned to mark the occasion. Activities will take place
through the year in 2018.
CAPITAL IMPROVEMENT PROJECTS
Adult Detention Center Campus
In FY 2015-16, Commissioners Court adopted a plan to improve the Adult Detention Center Campus.
Due to historically low jail population and concentrated re-entry and non-recidivism programs, the plan
includes the re-allocation of currently empty bed capacity for other use, renovation of the existing Adult
Detention Center Annex, construction of one additional main jail tower and creating a 140 unit Work
Release Center. Major benefits of these capital projects include enhanced security, more efficient inmate
management and in the long term, reduce recidivism and therefore, jail population. Funding in the
amount of $32.4 million was approved in FY 2015-16 to implement the plan.
Patrol Substations
Work continues on design and construction of two new Sheriff Patrol Substations. The substations will
be located in the east and west sides of Bexar County in areas determined to be high call Response Areas.
Both facilities will be 12,000-14,000 square feet in size and will house patrol and investigations
functions. These projects are anticipated to be complete in July 2017.
San Pedro Creek
Over the past 12 months, the Countys engineering and design team has continued to work towards
completion of the 100 percent design documents. As part of that effort, the County hired Grupo Deseno
Urbano, a world reknowned landscape architectural firm based in Mexico City, to enhance the creek
design, particulary in the northern most phase of the project. Incorporation of these changes has delayed
the completion of the 100 percent design documents, but the design team is working with our
Construction Manager-at-Risk to identify construction strategies to make up for some or all of this lost
time. The goal of the County is to have Phase 1 of the project open for the public in time for the Countys
Tricentennial celebration in May 2018.
Associated with the San Pedro Creek project, the County has commissioned a tricentennial commorative
art installation. An international call to artists to submit their qualifications for this project was met with
over 100 responses from artists all over the world, and from these responses a shortlist of three or four
artists will be recommended to Commissioners Court this month. When complete, this tricentennial
artwork will be permanently installed along San Pedro Creek, near the original founding site of Bexar
County and San Antonio.
During FY 2015-16, the County was approached by the Opera Piccola founder Mark Richter and historian
John Phillip Santos, who had an idea to write and peform a short operatic work themed around the
founding of Bexar County along the banks of San Pedro Creek. This summer, Commissioners Court
approved the funding for the first part of a three part opera, titled Las Fundaciones de Bejar. The score is
being written by acclaimed composer Joseph Julian Gonzalez (composer of Misa Azteca), and will feature
performances by the San Antonio Symphony Orchestra, the Opera Piccola, the San Antonio Opera, the
San Antonio Ballet, and others. Las Fundaciones de Bejar will hold its world premier as part of the San
Pedro Creek project groundbreaking in September of this year.
New Capital projects
New funding in the amount of $94.4 million is proposed for capital projects. Major projects include a
County/Center for Health Care Services Mental Health Facility ($22 million), Adult Detention Center
Systems Replacement ($14.4 million), Enterprise Data Center Relocation ($20 milion) and a Public
Works Headquarters Facility. Funding is also proposed for $14.2 million in smaller facility
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improvements and equipment purchases, $4.67 million for new technology and $2.5 million for park
improvements.
ROAD PROJECTS
New funding in the amount of $12.75 million is proposed for roads in FY 2016-17. Projects included in
FY 2016-17 are: Grosenbacher Schematic/ROW Strip Map ($3,000,000), Candlewood Phase II
($3,000,000), Traffic Safety Improvements ($2,000,000), Drainage Improvements ($1,000,000), and
Rehabilitation Improvements ($1,500,000). Also included is $700,000 to design street improvements in
the Highland Oaks subdivision.
In addition to the projects budgeted in the Countys budget, it should be noted that the Alamo Area
Regional Mobility Authority (AARMA), in conjunction with Bexar County, began the design process for
$179 million in roads projects countywide. This road program is not reflected in the Countys budget,
however, the AARMA, with Commissioners Court approval, is undertaking $100 million in major new
road projects, funded through a $10 per year fee on annual vehicle registrations in Bexar County. Planned
within the $179 million include Fischer Road Phase II ($4.1 million), Old FM 471/Talley Road ($10.5
million), Talley Road Phase I ($13.5 million), Watson Road Phase II ($3.8 million), West Military Drive
($3 million), Blanco Road Phase II ($7.3 million), Evans Road Phase I ($10.1 million), Evans Road Phase
II ($9.7 million), Candlemeadow ($4.9 million), Foster Road Phase III ($10 million), Loop 1604 South
($10 million), FM 471 ($10.5 million), FM 1516 ($11.75 million) and Loop 1604 West ($70 million).
PROPOSED PROGRAM CHANGES
Based on available revenues and significant growth in health care costs, for many offices and department
the Proposed Budget will be a maintenance of effort budget. The FY 2016-17 Proposed Budget
recommends program changes in all funds, which include 18.5 net new positions, 73 reclassified
positions, for an overall cost of approximately $2.4 million. The program changes in the General Fund
include a net of 11.5 new positions and 67 reclassified positions. The annualized cost of these
recommendations is $1.96 million. The program changes in Other Funds include a net addition of 7
positions and 6 reclassified positions for an annualized cost of about $435,000.
CONCLUSION
The FY 2016-17 Proposed Budget provides a realistic financial and operating plan for the County, and
will allow Bexar County to provide services to our growing community. I want to thank Commissioners,
Elected Officials, Department Heads and especially my staff for working with me to develop this
Proposed Budget. I would especially like to thank the staff of the Budget, Finance and Human Resources
Departments for their dedication and commitment.
Respectfully,
David L. Smith
County Manager/Budget Officer
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BUDGET HIGHLIGHTS
The Proposed Budget totals $1.828 billion for all funds, including $555.8 million in Operating
Appropriations, $814.5 million in Capital Projects, $134.4 million for Debt Service, and $323.4 million for
contingencies and reserves, most of which is carry forward funding for multi-year capital projects. The
FY 2016-17 Proposed General Fund operating budget totals $426.7 million compared to last years
operating budget of $412.6 million, or an increase of $14.1 million.
EMPLOYEE COMPENSATION AND BENEFITS
Based on available revenues and rapid growth in healthcare costs, nominal across-the-board salary
increases are proposed for employees in FY 2016-17.
Health Insurance
Health insurance costs increased significantly in FY 2015-16, going up by $7.2 million when compared to
FY 2014-15 expenditures. Options to achieve the $7 million in savings will be presented to
Commissioners Court during budget deliberations prior to adoption of the budget. Options will include
changes to premiums (for both employees and retirees under the age of 65, out-of-pocket expenses,
and plan design and coverage.
These recommended changes will unfortunately come in a year when employee compensation will not
rise as robustly as in previous years; however it is important to note that there have been no plan
changes to our health insurance for employees in four years.
Livable Wage Initiative
In FY 2014-15, Commissioners Court began implementation of a multi-year plan to increase the Countys
livable wage. At the time, Bexar Countys minimum wage was $11.66 per hour for County employees.
The FY 2015-16 Adopted Budget included funding to raise the minimum wage to $13.00 per hour, as
well as address issues of wage compression. Funding in the amount of $1.6 million is proposed to raise
the minimum wage to $13.50 per hour in FY 2016-17. This will result in an average pay increase of 1.54
percent for 2,108 employees.
Cost of Living Allowance
Funding in the amount of $1.4 million is proposed to fund a one percent cost of living allowance for
employees on the Exempt and Executive Pay Tables, as well as for those employees on the Non-Exempt
Pay Table who will not receive at least a one percent increase as a result of raising the minimum wage to
$13.50 per hour.
PROGRAM CHANGE SUMMARY
Based on available revenues and significant growth in health care costs, for many offices and
department the Proposed Budget will be a maintenance of effort budget. The FY 2016-17 Proposed
Budget recommends program changes in all funds, which include 18.5 net new positions, 73 reclassified
positions, for an overall cost of approximately $2.4 million. The program changes in the General Fund
include a net of 11.5 new positions and 67 reclassified positions. The annualized cost of these
recommendations is $1.96 million. The program changes in Other Funds include a net addition of 7
positions and 6 reclassified positions for an annualized cost of about $435,000.
Based upon the new population in each Precinct, a new overall workload was estimated for each
Precinct and personnel were redistributed accordingly. In addition to redistricting, Bexar County reached
an agreement with the City of San Antonio (City) to establish the new Uniform Truancy Case
Management Program. Based on this change in workload, the Proposed Budget includes program
changes in the JP and Constable staffing, namely the reduction of 10 clerk positions in the Justice of the
Peace courts, and 17 deputy constable positions, as well as the deletion of 3 part-time Justices of the
Peace, for a net savings to the County of $1.39 million. A budget worksession will be scheduled before
adoption of the budget on September 13, 2016 to allow for Commissioners Court deliberation and
direction on this issue.
GENERAL GOVERNMENT
The General Government service area includes BiblioTech, County Auditor, County Clerk, Elections,
Facilities Management County Buildings, Information Technology, Purchasing, and the Tax Assessor
Collector.
General Government
Change
New
Amount
Positions
$158,552
4.5
BiblioTech
County Auditor
Reclassified
Positions
0
$64,810
County Clerk
($23,826)
-8
Elections
County Buildings
($7,352)
-1
$129,918
$492,718
0.5
Purchasing
$49,147
$178,188
$1,042,155
22
-9
TOTAL
Deleted
Positions
0
BiblioTech Funding is provided for an addition of a Technical Support Specialist II, BiblioTech
Branch Manager, BiblioTech Assistant Branch Manager, a Technical Center Assistant, and the
converts a part-time Technical Center Assistant to a full-time Technical Center Assistant.
County Auditor Funding is provided for the addition of an Accountant II.
County Clerk Funding is provided for the addition of an Office Assistant IV, salary adjustment
and title change for two Court Services Supervisor to Court Services Coordinator, the addition of
a Government Relations Advisor, the deletion of County Courts Manager, the addition of five
Data Clerks, and the deletion of six Indexing & Verification Clerk, and the deletion of one Lead
Indexing & Verification Clerk.
Elections Funding is provided for the addition of a Program Analyst, reclassification of one
Operations Coordinator to Supervisor of Operations, and the deletion of one E-Government
Developer.
Facilities Management Funding is provided for the addition of a Lead Maintenance Technician
and the additional of a Lead Life and Safety Technician.
Information Technology Funding is provided for the addition of Director of Enterprise Strategic
Services, the addition of Program Manager, the addition of Enterprise Architect, the addition of
Process Excellence Manager, the addition of Director of PMO, the addition of two IT Program
Manager, the addition Director of IT Infrastructure, the addition of Solution Architect, the
addition of Director of Enterprise Business Solutions, the addition of Solutions Architect, the
deletion of a Director of Technology Innovations, deletion of Analyst Programmer, deletion of
Analyst Programmer II, deletion of CHRIS Support Specialist, deletion of Communications
Technician, deletion of Computer Operator, deletion of Database Analyst, deletion of two
Systems Programmers, deletion of Systems Programming Administrator, and the deletion of
Technical Support Specialist III.
Purchasing Funding is provided for the addition of a Receptionist and reclassification of one
Lead Fixed Asset Specialist to Fixed Asset Supervisor.
Tax Assessor-Collector Funding is provided for the addition of four part-time Title and
Registration Processor I, the addition of a Lead Title and Registration Processor, the additional of
a Property Tax Supervisor, and the additional of an Account Clerk.
JUDICIAL
The Judicial service area includes the County Courts at Law, Criminal District Attorney, District Clerk,
Judicial Services, Jury Operations, Justice of the Peace Courts, Probate Courts, and Public Defenders
Office.
Judicial
Change
New
Amount
Positions
$36,938
1
$792,506
-1
45
District Clerk
Judicial Services Pre-Trial
$13,698
$109,021
2
2
-2
0
11
0
Jury Operations
$47,221
Justice of the Peace, Pct. 1
$49,898
($184,038)
-3.5
($154,930)
-4.5
($110,293)
-3.5
Probate Courts
$13,200
-1
Public Defenders Office
$3,449
$616,670
15
-16.5
57
TOTAL
Deleted
Positions
-1
Reclassified
Positions
0
County Courts at Law Funding is provided for the addition of Court Coordinator and the
deletion of County Court Administration Clerk.
Criminal District Attorney Funding is provided for the reclassification of forty-five
Misdemeanor Prosecutors, the addition of two Prosecutor IV, the addition of four Investigators,
the addition of an Office Assistant II, and the deletion of a Word Processing Specialist.
District Clerk Funding is provided for the reclassification of three Court Order Clerks to Records
Clerk, the reclassification of eight Criminal Assignment Clerk II to Criminal Operations Clerks, the
addition of two Lead Criminal Court Clerks, and the deletion of two Criminal Court Clerks.
Judicial Services Funding is provided for the addition of a Pre-Trial Supervisor and a
Receptionist.
Jury Operations Funding is provided for the addition of an Assistant Jury Bailiff.
Justice of the Peace, Pct. 1 Funding is provided for the addition of a Court Clerk.
Justice of the Peace, Pct. 2 Savings includes the deletion of three Assistant Court Clerks, and
the deletion of a part-time Justice of the Peace.
Justice of the Peace, Pct. 3 Savings includes the deletion of two Assistant Court Clerks, the
deletion of two Court Clerks, and the deletion of a part-time Justice of the Peace.
Justice of the Peace, Pct. 4 Savings includes the deletion of three Assistant Court Clerks and
the deletion of a part-time Justice of the Peace.
Probate Courts Funding is provided for the addition of an Associate Judge for mental health
services and the deletion of an Associate Judge.
Public Defenders Office Funding is provided for the reclassification of an Office Supervisor to
Administrative Assistant.
PUBLIC SAFETY
The Public Safety service area includes the Constables, Facilities Management Adult Detention Center
Maintenance, Facilities Management Juvenile Detention, Judicial Services Crime Lab, Judicial Services
Medical Examiner, Office of the County Manager Fire Marshal, and the Sheriffs Law Enforcement.
Public Safety
Change
New
Amount
Positions
$47,193
1
Constable, Pct. 1
Deleted
Positions
0
Reclassified
Positions
0
Constable, Pct. 2
($347,337)
-6
Constable, Pct. 3
($317,196)
-6
Constable, Pct. 4
($275,842)
-5
Facilities ADC
Facilities Juvenile Detention
Judicial Services Crime
Laboratory
Judicial Services Medical
Examiner
Fire Marshal
Sheriff-Law Enforcement
($82,502)
$65,109
5
1
-6
0
0
0
$51,240
$76,459
$3,666
$996,085
15
-2
TOTAL
$216,874
24
-25
Constable, Pct. 1 Savings includes the addition of an Administrative Clerk II.

Constable, Pct. 2 Savings includes the deletion of six Deputy Constables.
Constable, Pct. 3 Savings includes the deletion of six Deputy Constables.
Constable, Pct. 4 Savings includes the deletion of five Deputy Constables.

Facilities ADC Funding is provided for the addition of a Lead Maintenance Technician, the
addition of Lead Life and Safety Technician, the deletion of Life Safety Supervisor, the deletion
of Jail Superintendent, the addition of three Maintenance Mechanic II, and the deletion of four
Maintenance Mechanic I.
Facilities Juvenile Detention Funding is provided for the addition of Lead Maintenance
Technician.
Judicial Services Crime Laboratory Funding is provided for the addition of a Forensic Scientist
I.
Judicial Services Medical Examiner Funding is provided for the addition of a Senior Medical
Investigator.
Office of the County Manager Fire Marshal Funding is provided for the reclassification of a
Public Safety Communications Supervisor.
Sheriff Law Enforcement Funding is provided for the addition of a three Deputy Sheriff Law
Enforcement Sergeant, the addition of two Extradition Coordinators, the additional of a Deputy
Sheriff Law Enforcement Lieutenant Special Projects, the addition of five Deputy Sheriff Law
Enforcement Officers, the addition of two Public Safety Communications Supervisors, the
addition of a Terminal Agency Coordinator, the deletion of a Public Safety Operator, the
addition of an Office Assistant III, the deletion of a Office Assistant II, the reclassification of four
Public Safety Communications Supervisors, and the reclassification of a Public Safety
Communications Assistant Manager.
EDUCATION AND RECREATION

The Education and Recreation service area includes Bexar Heritage and Parks Administration, and
Office of the County Manager AgriLife Extension.
Education and Recreation
Change
New
Amount
Positions
Bexar Heritage and Parks Administration
AgriLife Extension
TOTAL
Deleted
Positions
Reclassified
Positions
$0
($20,078)
-1
($20,078)
-1
Bexar Heritage and Parks Administration Funding includes the reclassification of the Parks
Section Chief.
Office of the County Manager AgriLife Extension Funding includes the addition of a Health
and Wellness Educator and the deletion of a Health and Wellness Program Specialist.
FACILITIES MAINTENANCE
The Facilities Maintenance service area includes Facilities Maintenance Administration.
Facilities Maintenance
Change
New
Amount
Positions
Facilities - Administration
TOTAL
$143,829
$143,829
1
1
Deleted
Positions
Reclassified
Positions
0
0
0
0
Facilities Administration Funding is provided for the addition of a Division Chief.
HEALTH AND PUBLIC WELFARE

The Health and Public Welfare area includes Public Works Animal Control Services.
Health and Public Welfare
Change
New
Amount
Positions
Public Works Animal Control
Services
TOTAL
Deleted
Positions
Reclassified
Positions
$72,768
$72,768
Public Works Animal Control Services Funding is provided for the addition of an Animal Shelter
Manager.
OTHER FUNDS
The Other Funds with program changes includes DA Pre-Trial Diversion Fund, Public Works Storm
Water Fund, Facilities Capital Projects, Fire Code Fund, Road and Bridge Fund and Sheriffs Office
Capital Projects.
Other Funds
Change
New
Amount
Positions
DA Pre-Trial Fund
Public Works Storm Water Fund
Facilities Capital Projects
Fire Code Fund (positions counted in
Fire Marshal GF)
Road and Bridge Fund
Sheriffs Office Capital Projects
TOTAL
Deleted
Positions
$160,803
$316,259
($170,140)
3
6
1
0
0
-2
Reclassified
Positions
0
6
0
$87,261
($128,333)
$62,197
$328,047
0
0
11
-3
0
-5
0
1
7
DA Pre-Trail Fund Funding includes the addition of three Pre-Trial Bond Officer I.
Public Works - Storm Water Fund Funding includes the reclassification of six Equipment
Operator II to Pesticide Operator.
Facilities Capital Projects Funding is provided for the addition of Project Manager, the
deletion of Senior Construction Coordinator, and the deletion of County Architect.
Fire Code Fund Funding includes the addition of two part-time Deputy Fire Marshal and the
reclassification of a Public Safety Communications Supervisor.
Road and Bridge Fund Funding includes the addition of three Mechanic II, the addition of three
Office Assistant III, and the deletion of three Administrative Clerk II.
Sheriffs Office Capital Projects Funding is provided for the reclassification of a Public Safety
Analyst Programmer II.
ROADS
New funding in the amount of $12.75 million is proposed for roads in FY 2016-17. Projects included in
FY 2016-17 are:
Grosenbacher Schematic/ROW Strip Map $3,000,000

Candlewood Phase II $3,000,000
Traffic Safety Improvements $2,000,000
Drainage Improvements $1,000,000
Rehabilitation Improvements $1,500,000
Also included is $700,000 to design street improvements in the Highland Oaks subdivision
CONTRIBUTIONS TO OUTSIDE AGENCIES

Bexar County Commissioners Court partners with various non-profit organizations (also known as
Outside Agencies) to help address gaps in services these agencies can provide to the citizens of Bexar
County. Funding these agencies provide important social and environmental services, education
programs, economic development initiatives, and other services for Bexar County citizens.
Outside Agencies
Beat AIDS
Bexar County Arts Internship Program
Boysville
Catholic Charities
Chamber Orchestra of San Antonio
ChildSafe
Christian Senior Services
Chrysalis Ministries
City/County Seniors
Communities in School
Family Service Association
Health Collaborative
Jefferson Outreach for Older People
JOVEN
Madonna Neighborhood Center
$27,600
38,500
30,000
25,000
32,000
30,000
62,572
59,430
6,500
26,460
30,000
20,000
10,000
15,000
25,000
Outside Agencies
MLK March
Musical Bridges Around the World
National Alliance on Mental Illness (NAMI)
Northeast Senior Assistance
Our Lady of Mt. Carmel
Peace Initiative
Project MEND
Project Quest
Public Concert Series
San Antonio Cultural Arts
San Antonio Fighting Back
San Antonio Food Bank
San Antonio Metropolitan Ministry
San Antonio OASIS
Seton Home
Southeast Community Outreach for Older People
Southwest Community Outreach for Older People
St. Vincent de Paul
The Fund
The Magik Theatre
The SA Clubhouse
The Winds and Words of War Exhibit
Urban 15
YMCA of Greater San Antonio
Youth Orchestras of SA
YWCA of San Antonio
TOTAL
$5,000
5,000
20,000
10,000
25,000
50,000
40,000
80,750
50,000
15,000
20,000
60,000
25,000
15,000
10,000
10,000
10,000
6,000
35,000
10,000
17,574
75,000
11,000
25,000
6,000
22,000
$1,096,386
Bexar County, Texas

Consolidated Fund Balance Summary
Fiscal Year Ending September 30, 2017
All Funds
FY 2015-16
Estimate
FY 2014-15
Actuals
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
911,248,789
1,003,289,691
911,497,965
911,248,789
1,003,289,691
911,497,965
$
$
$
$
$
$
$
$
$
$
$
$
$
$
346,869,799
39,277,472
26,142,792
2,088,854
84,111,096
42,596,428
6,676,103
23,489,660
11,677,816
973,366
433,829,002
11,570,918
43,273,406
1,072,576,712
$
$
$
$
$
$
$
$
$
$
$
$
$
$
387,944,672
40,909,417
26,214,968
2,490,466
44,311,858
42,754,662
6,790,689
23,245,486
11,757,506
1,293,577
496,297,132
11,466,306
45,053,917
1,140,530,656
$
$
$
$
$
$
$
$
$
$
$
$
$
$
411,455,450
40,907,160
25,500,000
2,231,000
54,663,005
42,276,525
5,968,500
21,717,418
11,470,000
955,570
207,086,965
9,143,769
45,898,085
879,273,447
$
$
24,180,770
1,096,757,482
$
$
117,648,385
1,258,179,041
$
$
37,428,850
916,702,297
2,008,006,271
2,261,468,731
1,828,200,262
$
$
$
$
$
$
$
$
$
$
$
$
$
145,288,297
92,238,328
183,927,869
3,048,691
668,906
92,652,806
28,021,526
104,685,559
328,619,522
979,151,504
25,565,076
$
$
$
$
$
$
$
$
$
$
$
$
$
168,293,408
96,511,261
188,714,297
4,129,988
2,544,842
32,441,403
18,055,649
60,919,967
132,268,270
102,080
527,690,250
1,231,671,415
117,667,513
$
$
$
$
$
$
$
$
$
$
$
$
$
166,126,186
97,563,680
189,106,152
4,525,899
1,589,054
134,833,452
23,470,132
39,080,033
83,055,166
22,759,854
134,416,833
896,526,441
35,886,763
TOTAL OPERATING APPROPRIATIONS
1,004,716,580
1,349,338,928
932,413,204
Appropriated Fund Balance
1,003,289,691
912,129,804
895,787,057
TOTAL APPROPRIATIONS
2,008,006,271
2,261,468,731
1,828,200,262
Total Beginning Balance

Revenue
Property Taxes
Other Taxes
Venue Taxes
Licenses and Permits
Intergovernmental Revenue
Fees on Motor Vehicles
Commission on Ad Valorem Taxes
Service Fees
Fines and Forfeitures
Proceeds from Sales of Assets
Proceeds from Debt
Other Revenue
Insurance Premiums Revenue
Subtotal
Interfund Transfer
Total Revenues
TOTAL AVAILABLE FUNDS
APPROPRIATIONS
General Government
Judicial
Public Safety
Capital Projects
Highways
Intergovernmental Expenditures
Capital Expenditures
Contingencies
Debt Service
Subtotal
Interfund Transfers
Bexar County, Texas

General Fund
FY 2015-16
Estimate
FY 2014-15
Actuals
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
80,957,049
77,989,285
76,959,524
80,957,049
77,989,285
76,959,524
$
$
$
$
$
$
$
$
$
$
$
$
$
$
269,268,262
23,598,853
1,954,189
23,672,626
26,889,808
6,676,103
4,383,706
11,316,908
588,612
5,686,049
374,035,116
$
$
$
$
$
$
$
$
$
$
$
$
$
$
294,698,459
25,385,569
2,270,249
22,777,182
26,517,945
6,790,689
4,633,830
11,405,538
866,453
4,848,992
400,194,906
$
$
$
$
$
$
$
$
$
$
$
$
$
$
312,655,000
25,547,160
2,026,000
22,471,389
26,076,525
5,968,500
4,689,993
11,120,000
752,000
3,813,950
415,120,517
$
$
- $
374,035,116 $
- $
400,194,906 $
415,120,517
454,992,165
478,184,191
492,080,041
$
$
$
$
82,544,704
87,411,494
179,582,335
3,048,030
$
$
$
$
90,009,147
92,220,621
186,132,982
4,129,988
$
$
$
$
88,958,131
92,566,843
185,867,349
4,525,899
$
$
$
$
$
$
$
$
6,634,349
7,285,558
366,506,470
10,496,410
$
$
$
$
$
$
$
$
7,501,215
7,697,984
387,691,938
13,532,729
$
$
$
$
$
$
$
$
8,423,453
5,656,390
22,672,593
408,670,657
18,086,174
377,002,880
401,224,667
426,756,831
77,989,285
76,959,524
65,323,210
454,992,165
478,184,191
492,080,041

Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds from Debt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
Judicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Bexar County, Texas

FY 2014-15
Actuals
Special Revenue Funds

FY 2015-16
FY 2016-17
Estimate
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
36,203,527
44,435,450
36,323,310
$ 36,203,527
$ 44,435,450
$ 36,323,310
$
$
$
$
$ 27,615,175
$
$
$ 14,822,746
$
360,487
$
3,852
$
$
515,438
$
$ 43,317,698
$
$
$
$
78,150
$
8,415,035
$
$
$ 14,833,434
$
351,968
$
$
$
474,053
$
$ 24,152,640
$
$
$
$
75,000
$ 20,971,616
$
$
$ 13,747,150
$
350,000
$
$
$
361,150
$
$ 35,504,916
$
1,035,001
$ 44,352,699
$
864,047
$ 25,016,687
$
722,981
$ 36,227,897
$ 80,556,226
$ 69,452,137
$ 72,551,207
$
6,279,626
$
4,826,834
$
3,519,684
$
$
234,157
$
$ 19,855,875
$
$
424,240
$
$
$ 35,140,416
$
980,360
$ 13,309,138
$
4,290,639
$
2,581,315
$
$
1,233,377
$
$ 10,357,665
$
$
92,968
$
102,080
$
$ 31,967,183
$
1,161,644
$ 15,151,773
$
4,996,837
$
3,238,803
$
$
371,784
$
$ 17,813,743
$
$
182,100
$
87,261
$
$ 41,842,301
$
2,493,110
$ 36,120,776
$ 33,128,827
$ 44,335,411
$ 44,435,450
$ 36,323,310
$ 28,215,796
$ 80,556,226
$ 69,452,137
$ 72,551,207

Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds from Debt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
Judicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Bexar County, Texas

FY 2014-15
Actuals
Capital Projects Funds

FY 2015-16
FY 2016-17
Estimate
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
626,402,799
671,045,295
601,672,644
626,402,799
671,045,295
601,672,644
$
$
$
$
$
$
$
$
$
$
$
$
$
$
11,636,403
15,678,619
134,665
18,816,920
15,706,620
893,743
339,146
150,983,945
97,793
214,287,854
$
$
$
$
$
$
$
$
$
$
$
$
$
$
127,455
15,523,848
142,067
10,203,943
16,236,717
549,829
15,904
101,128,577
452,941
144,381,281
$
$
$
$
$
$
$
$
$
$
$
$
$
$
80,450
15,360,000
130,000
5,220,000
16,200,000
400,000
3,570
207,086,965
175,500
244,656,485
$
$
- $
214,287,854 $
89,374,440
233,755,721
$
$
1,500,000
246,156,485
840,690,653
904,801,016
847,829,129
$
$
$
$
$
$
$
$
$
$
$
$
$
2,261,550
778,650
661
434,749
86,018,457
880,093
65,182,892
155,557,052
14,088,306
$
$
$
$
$
$
$
$
$
$
$
$
$
1,354,763
1,311,465
24,940,188
60,919,967
111,628,850
200,155,232
102,973,140
$
$
$
$
$
$
$
$
$
$
$
$
$
1,632,361
1,217,270
126,409,999
39,080,033
69,108,149
237,447,812
15,307,479
169,645,358
303,128,372
252,755,291
671,045,295
601,672,644
595,073,838
840,690,653
904,801,016
847,829,129

Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds from Debt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
Judicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Bexar County, Texas

Debt Service Funds
FY 2015-16
FY 2016-17
Estimate
Proposed
FY 2014-15
Actuals
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
50,695,263
31,967,770
39,246,730
50,695,263
31,967,770
39,246,730
$
$
$
$
$
$
$
$
$
$
$
$
$
$
65,965,134
150,000
10,875
207,635,057
5,157,857
278,918,923
$
$
$
$
$
$
$
$
$
$
$
$
$
$
93,118,758
395,168,555
5,064,047
493,351,360
$
$
$
$
$
$
$
$
$
$
$
$
$
$
98,720,000
4,758,149
103,478,149
$
$
9,852,329
288,771,252
$
$
15,304,334
508,655,694
$
$
17,313,910
120,792,059
339,466,515
540,623,464
160,038,789
$
$
$
$
$
$
$
$
$
$
$
$
$
307,498,745
307,498,745
-
$
$
$
$
$
$
$
$
$
$
$
$
$
501,376,734
501,376,734
-
$
$
$
$
$
$
$
$
$
$
$
$
$
108,878,852
108,878,852
-
307,498,745
501,376,734
108,878,852
31,967,770
39,246,730
51,159,937
339,466,515
540,623,464
160,038,789

Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds from Debt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
Judicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Bexar County, Texas

FY 2014-15
Actuals
Internal Service Funds

FY 2015-16
FY 2016-17
Estimate
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds from Debt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
3,825,754
7,656,827
1,376,636
3,825,754
7,656,827
1,376,636
$
$
$
$
$
$
$
$
2,089,465
$
421
$
30,881
$
$
53,573
$ 43,273,406
$ 45,447,746
$
$
$
$
$
$
$
$
1,928,393
$
$
411,220
$
$
292,437
$ 45,053,917
$ 47,685,967
$
$
$
$
$
$
$
$
1,580,275
$
$
200,000
$
$
10,020
$ 45,898,085
$ 47,688,380
$ 13,293,440
$ 58,741,186
$ 12,105,564
$ 59,791,531
$ 17,891,959
$ 65,580,339
$ 62,566,940
$ 67,448,358
$ 66,956,975
APPROPRIATIONS
General Government
Judicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
$ 53,241,690 $ 61,465,703 $ 58,387,906

$
- $
- $
$
47,200 $
- $
$
- $
- $
$
- $
- $
$
- $
- $
$
- $
- $
$
- $
- $
$
1,621,223 $
3,974,180 $
3,764,917
$
- $
- $
$
- $
- $
$ 54,910,113 $ 65,439,883 $ 62,152,823
$
- $
- $
-
$ 54,910,113
$ 65,439,883
$ 62,152,823
$ 62,566,940
7,656,827
2,008,475
$ 67,448,358
4,804,152
$ 66,956,975
Bexar County, Texas

Community Venue Project Fund
FY 2014-15
FY 2015-16
FY 2016-17
Actuals
Estimate
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
113,164,397
170,195,064
155,919,121
113,164,397
170,195,064
155,919,121
$
$
$
$
$
$
$
$
$
$
$
$
$
$
26,142,792
13,856,375
1,300,000
75,210,000
60,208
116,569,375
$
$
$
$
$
$
$
$
$
$
$
$
$
$
26,214,968
2,915,698
1,300,000
333,836
30,764,502
$
$
$
$
$
$
$
$
$
$
$
$
$
$
25,500,000
6,000,000
1,300,000
25,000
32,825,000
$
$
- $
116,569,375 $
- $
30,764,502 $
32,825,000
229,733,772
200,959,566
188,744,121
$
$
$
$
$
$
$
$
$
$
$
$
$
960,727
37,457,204
21,120,777
59,538,708
-
$
$
$
$
$
$
$
$
$
$
$
$
$
2,154,657
16,572,272
26,313,516
45,040,445
-
$
$
$
$
$
$
$
$
$
$
$
$
$
1,996,016
10,000,000
25,537,981
37,533,997
-
59,538,708
45,040,445
37,533,997
170,195,064
155,919,121
151,210,125
229,733,772
200,959,566
188,744,121

Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds from Debt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
Judicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
GENERAL FUND
Bexar County, Texas

General Fund Summary
FY 2014-15
ACTUAL
FY 2015-16
BUDGET
FY 2015-16
ESTIMATE
FY 2016-17
PROPOSED
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
$
$
80,957,049
80,957,049
$
$
71,327,822
71,327,822
$
$
77,989,285
77,989,285
$
$
76,959,524
76,959,524
Revenue
Ad Valorem Taxes
Other Taxes
Service Fees
Revenue From Use of Assets
Other Revenue
$
$
$
$
$
$
$
$
$
$
269,268,262
23,598,853
1,954,189
23,672,626
26,889,808
6,676,103
4,383,706
11,316,908
588,612
5,686,049
$
$
$
$
$
$
$
$
$
$
296,520,000
24,237,160
2,044,000
23,483,086
27,180,075
6,507,000
4,689,993
11,195,000
1,092,700
4,507,550
$
$
$
$
$
$
$
$
$
$
294,698,459
25,385,569
2,270,249
22,777,182
26,517,945
6,790,689
4,633,830
11,405,538
866,453
4,848,992
$
$
$
$
$
$
$
$
$
$
312,655,000
25,547,160
2,026,000
22,471,389
26,076,525
5,968,500
4,689,993
11,120,000
752,000
3,813,950
374,035,116
401,456,564
400,194,906
415,120,517
454,992,165
472,784,386
478,184,191
492,080,041
$
$
$
$
$
$
$
$
$
82,544,704
87,411,494
179,582,335
3,048,030
6,634,349
7,285,558
366,506,470
10,496,410
$
$
$
$
$
$
$
$
$
88,494,265
89,853,297
183,977,871
4,033,899
7,446,264
8,158,311
17,075,469
399,039,376
13,607,052
$
$
$
$
$
$
$
$
$
90,009,147
92,220,621
186,132,982
4,129,988
7,501,215
7,697,984
387,691,938
13,532,729
$
$
$
$
$
$
$
$
$
88,958,131
92,566,843
185,867,349
4,525,899
8,423,453
5,656,390
22,672,593
408,670,657
18,086,174
377,002,880
412,646,428
401,224,667
426,756,831
77,989,285
60,137,958
76,959,524
65,323,210
Target Fund Balance
Difference
$
$
$
454,992,165
37,700,288
40,288,997
$
$
$
472,784,386
41,264,643
18,873,315
$
$
$
478,184,191
40,122,467
36,837,057
$
$
$
492,080,041
42,675,683
22,647,527
Total Revenues
APPROPRIATIONS
General Government
Judicial
Public Safety
Facilities Maintenance
Contingencies
Subtotal
Interfund Transfers
Bexar County, Texas

General Fund - Departmental Summary
FY 2014-15
ACTUAL
FY 2015-16
BUDGET
FY 2015-16
ESTIMATE
FY 2016-17
PROPOSED
General Government
Judge/Commissioners
County Clerk
County Auditor
Economic Development
Elections
Tax Assessor - Collector
Purchasing
Facilities Management - County Building Maintenance
Budget
Management and Finance
Human Resources
BiblioTech
Total General Government
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1,838,368
7,271,905
4,620,593
650,563
3,134,493
14,930,249
10,945,260
1,233,104
4,130,706
1,181,390
604,094
693,939
1,024,016
1,527,806
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1,855,006
7,421,574
4,642,563
676,594
3,489,387
18,646,475
11,383,663
1,297,694
4,295,112
1,162,836
736,019
677,864
1,109,186
2,019,865
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1,887,226
8,042,805
4,673,519
672,918
3,403,469
19,418,106
11,803,958
1,229,995
4,242,493
1,057,242
725,245
679,071
1,107,484
1,929,689
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1,900,703
7,842,967
4,825,451
706,768
3,475,074
18,631,452
11,931,048
1,300,315
4,418,837
1,103,557
782,730
648,076
1,205,209
2,118,698
53,786,486
59,413,838
60,873,220
60,890,886
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
28,814,990
1,528,208
8,136,566
1,622,437
9,304,223
2,672,949
1,196,310
1,943,333
1,005,162
1,442,228
1,222,153
1,295,768
10,911,038
2,893,148
7,090,541
5,346,703
60,041
88,848
101,609
735,239
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
30,482,104
1,468,166
8,205,914
1,626,466
9,257,480
2,842,060
1,212,872
1,765,678
1,124,146
1,404,342
1,154,607
1,293,768
10,832,470
2,989,894
7,459,408
5,517,400
62,698
84,301
93,925
975,598
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
31,586,178
1,718,228
8,837,415
1,723,800
9,146,309
2,886,677
1,228,486
1,793,328
1,163,098
1,471,037
1,200,436
1,340,706
11,369,259
2,916,387
6,966,662
5,639,504
65,217
83,663
98,331
985,903
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
32,143,964
1,722,802
8,802,574
1,742,912
9,314,427
2,313,878
1,271,142
1,675,976
1,274,672
1,299,575
1,103,430
1,272,357
11,243,462
3,020,218
7,085,910
5,895,404
63,619
84,326
99,783
1,136,412
87,411,494
89,853,297
92,220,621
92,566,843
Judicial
Trial Expense
District Clerk
Jury Operations
Central Magistration - Criminal District Courts
Central Magistration - District Clerk
Probate Courts
Justice of the Peace - Precinct 1
Juvenile District Courts
Civil District Courts
Judicial Services
Bail Bond Board
4th Court of Appeals
DPS - Highway Patrol
Public Defender's Office
Total Judicial
Bexar County, Texas

General Fund - Departmental Summary
FY 2014-15
ACTUAL
FY 2015-16
BUDGET
FY 2015-16
ESTIMATE
FY 2016-17
PROPOSED
Public Safety
Sheriff - Law Enforcement
Sheriff - Adult Detention
Sheriff - Support Services
Facilities Management - Adult Detention
Facilities Management - Juvenile Institutions
Facilities Management - FSC Operations
Juvenile Office
Juvenile Probation
Juvenile Institutions
Child Support Probation
Judicial Services
Medical Examiner
Criminal Investigation Laboratory
Community Supervision/Corrections
Fire Marshal
Office of Emergency Management
Constable - Precinct 1
Total Public Safety
$
$
$
60,338,937
61,116,754
2,284,341
$
$
$
62,346,439
61,316,406
2,297,677
$
$
$
63,358,513
61,334,009
2,439,135
$
$
$
63,812,541
60,746,417
2,465,572
$
$
$
2,872,139
1,729,833
430,663
$
$
$
3,151,767
1,788,115
508,510
$
$
$
2,846,913
1,796,482
464,141
$
$
$
3,083,366
1,957,626
469,865
$
$
$
13,740,454
17,620,863
601,819
$
$
$
14,734,753
17,538,475
608,461
$
$
$
16,378,677
16,960,717
492,453
$
$
$
15,950,547
17,500,354
546,660
$
$
$
$
$
$
$
$
$
5,156,364
2,509,076
859,291
1,194,387
882,211
1,821,031
2,189,612
2,032,420
2,202,140
$
$
$
$
$
$
$
$
$
5,421,099
2,660,545
1,052,866
1,252,607
942,289
1,817,288
2,266,416
2,007,236
2,266,922
$
$
$
$
$
$
$
$
$
5,589,083
2,621,634
1,084,148
1,263,184
945,707
1,893,712
2,182,726
2,137,950
2,343,799
$
$
$
$
$
$
$
$
$
5,692,718
2,754,679
1,266,437
1,267,949
905,211
1,908,997
1,907,100
1,672,238
1,959,072
179,582,335
183,977,871
186,132,982
185,867,349
$
$
$
2,291,736
756,294
-
$
$
$
2,295,261
837,082
901,556
$
$
$
2,436,596
789,619
903,773
$
$
$
2,915,312
789,184
821,402
3,048,030
4,033,899
4,129,988
4,525,899
$
$
458,407
6,175,942
$
$
1,053,940
6,392,324
$
$
936,460
6,564,755
$
$
2,169,772
6,253,681
6,634,349
7,446,264
7,501,215
8,423,453
$
$
$
$
$
$
$
$
$
478,397
530,878
385,492
509,482
459,701
372,739
2,675,298
306,518
1,567,053
$
$
$
$
$
$
$
$
$
494,272
578,746
429,145
657,369
735,899
406,635
2,823,974
294,021
1,738,250
$
$
$
$
$
$
$
$
$
416,584
494,518
434,314
632,947
541,223
313,385
2,823,974
302,210
1,738,832
$
$
$
$
$
$
$
$
$
489,231
572,951
459,842
633,810
681,821
730,002
328,417
1,760,315
7,285,558
8,158,311
7,697,984
5,656,390
$
$
$
$
$
39,254,628
28,758,218
10,496,410
377,002,880
$
$
$
$
$
59,762,948
29,080,427
13,607,052
17,075,469
412,646,428
$
$
$
$
$
42,668,656
29,135,927
13,532,729
401,224,667
$
$
$
$
$
68,826,011
28,067,244
18,086,174
22,672,593
426,756,831

Bexar Heritage - County Parks & Grounds
AgriLife Extension Services
Bexar County Heritage
Total Education and Recreation
Facilities Management - Administration
Facilities Management - Energy
Total Facilities Management
Community Resources - Administration
Community Resources - Community Programs
Judicial Services - Mental Health Initiative
Small Business & Entrepreneurship
Public Works - Environmental Services
Public Works - Animal Control Services
Community Resources - Child Welfare Board
Community Resources - Veterans Services
Judicial Services - Behavioral & Mental Health
Total Health and Public Welfare
Non-Departmental
General Government
Interfund Transfers
Contingencies
TOTAL
Fund: 100
APPROPRIATED FUND BALANCE

Program Description:
The FY 2016-17 Proposed Budget includes $59,555,279 as an appropriated

fund balance for the General Fund. This amount will be held as an operating reserve. Because the
County can only spend funds that are actually appropriated in the adopted budget, it is in the Countys
best interest to appropriate all of the anticipated fund balance. This makes these funds available for use
if some extraordinary event would require the expenditure of these funds. The County has a policy not
to use the Appropriated Fund Balance except for some unforeseen, catastrophic event.
Appropriations:

Total
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
$77,989,285
$76,959,524
$65,323,210
$77,989,285
$76,959,524
$65,323,210
Program Justification and Analysis:

Commissioners Court has set a policy to maintain a General Fund operating reserve equal to one-tenth
of annual operating expenses. This represents Bexar Countys commitment to maintain strong financial
reserves.
The FY 2016-17 Proposed Appropriated Fund Balance decreases by 15.1 percent when compared to the
FY 2015-16 Estimates. This is a difference of about $11.6 million when compared to the FY 2015-16
estimated Appropriated Fund Balance, which is due to an increase in expenditures.
The FY 2016-17 Proposed Budget includes an ending fund balance of $65,323,210 that meets the
requirement to protect the Countys excellent bond rating and maintain financial stability.
FUND: 100
ACCOUNTING UNIT: 5102
AGRILIFE EXTENSION SERVICES

Mission:
Improve the lives of people, businesses, and communities across Texas and beyond through
highquality, relevant education.
Vision:
To be the premier provider of relevant continuing education developed through grassroots

issue identification, with stakeholder involvement in planning and delivery.
Goals and Objectives:
Feeding Our World

Ensure a sustainable, profitable, and competitive food, fiber, and green industry in
Texas.
Protecting Our Environment.
Protect and conserve the natural resources of the State through educational programs
for consumer groups.
Improving Our Health
Improve the health, nutrition, and economic security of Texas families.
Enriching Our Youth
Prepare Texas youth to be productive, positive, and equipped with life skills for the
future.
Growing Our Economy
Support community resources and economic development through educational
programs for community leaders, businesses, the workforce, and tourism industry.
The Texas AgriLife Extension Service Division offers the knowledge

resources of the land-grant university system to educate Bexar County residents for self-improvement,
individual action and community problem solving. The Texas AgriLife Extension Service Division is a
statewide educational agency and a member of the Texas A&M University System (TAMUS), linked in a
unique partnership with the nationwide Cooperative Extension System and Texas County governments.
The Texas AgriLife Extension Service Division values and promotes principles of citizen and community
involvement, scientifically-based education, lifelong learning and volunteerism. It provides access to all
citizens and works cooperatively with other TAMUS parts, County departments and external agencies
and organizations to achieve its goals.
Performance Indicators:
FY 2014-15
Actual
Workload Indicators:
Number of people (adults & youth) reached
by group educational programs
Number of youth reached by educational
group programs
Educational programs conducted by staff
1-1
FY 2015-16
Estimate
FY 2016-17
Proposed
308,825
374,046
430,153
191,937
184,232
211,867
2,569
2,638
3,034
FY 2014-15
Actual
Efficiency Indicators:
Average attendance per educational program
Average hours of work accomplished per volunteer
Percent of master volunteers fulfilling commitment of
volunteer service
Effectiveness Indicators:
Value of information and program provided by the
extension (5.0 = extremely valuable)
Overall satisfaction with extension activities (5.0 =
completely satisfied)
Percent who would recommend the extension activity to
others
FY 2015-16
Estimate
FY 2016-17
Proposed
119
51
79%
141
56
83%
141
56
87%
4.63
4.68
4.78
4.67
4.72
4.77
98%
98%
99%
Appropriations:
FY 2014-15
Actual
Personnel Services
Travel, Training, and Remunerations
Operational Expenses
Supplies and Materials
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$575,596
18,024
151,451
11,223
$622,112
23,500
178,538
12,932
$608,835
18,333
152,553
9,898
$615,871
26,000
155,609
11,782
$756,294
$837,082
$789,619
$809,262
Program Change
($20,078)
Total
$756,294
$837,082
$789,619
$789,184
The FY 2016-17 Proposed Budget remains relatively flat when compared to FY 2015-16 Estimates.
The Personnel Services group increases by 1.2 percent when compared to FY 2015-16 estimates
due to an increase in the Countys retirement contribution rate as determined by the Texas
County and District Retirement System.
The Travel, Training, and Remunerations group increases significantly when compared to FY
2015-16 Estimates. Funding is proposed for staff to attend additional district 4-H events,
livestock shows, and conferences.
1-2
The Operational Expenses group increases by 2 percent when compared to FY 2015-16

Estimates. Funding is proposed for the purchase of curriculum guides and an anticipated
increase in the cost of the alarm services contract.
The Supplies and Materials group increases by 19 percent when compared to FY 2015-16
Estimates. Funding is proposed in the Vehicle Fuel and Oil account to be used gas costs
associated with travel by staff to provide additional nutritional and conservational educational
programs to schools, businesses, and communities.
The FY 2016-17 Proposed Budget includes one program change for a cost savings of $20,078.
One program change proposes to delete one Health and Wellness Program Specialist (E07) and add one Health and Wellness Educator (E-02). The purpose of this program
change is to better align the job description with the duties required by the Department.
This new position will focus on educating families, individuals, and youths instead of
developing and coordinating educational activities and events.
Authorized Positions:
Department Head/County Extension Director

Agricultural Program Technician
County Extension Associate - 4-H
County Extension Associate - Agriculture
County Extension Associate - Family & Consumer Science
County Extension Associate - Water and Natural Resources
County Extension Associate - Horticulturist
Health and Wellness Educator
Health and Wellness Program Specialist
Office Assistant IV
Office Supervisor
Receptionist
Youth Gardens Coordinator
Youth Outreach Educator
Total AgriLife
1-3
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
1
0
1
3
1
0
1
1
1
1
1
1
1
1
1
0
1
3
1
1
1
1
1
1
1
1
1
1
1
1
0
3
1
1
1
1
14
15
15
FUND: 100
BAIL BOND BOARD

Mission:
To provide regulation of bail bond companies within the appropriate State statutes and
local bail bond rules and ensure the citizens of Bexar County receive fair and equitable service,
protection, and treatment.
Vision:
To ensure the citizens of Bexar County are receiving credible and honest service and that the
citizens have a government office that is accountable and responds to their needs and concerns.
Ensure compliance by bail bond sureties with State statutes and local rules.
Provide an accessible government office to citizens needing information.
Provide cooperative relationships between bail bond sureties and interested persons.
Be proactive in practicing prevention and early intervention on any complaints or problems
regarding bail bond sureties.
The Bail Bond Board exists in all counties with a population of 110,000 or
more as directed by Texas State Statute, Chapter 1704, Occupations Code, Regulation of Bail Bond
Sureties. The Board is composed of ten members who are elected officials or appointed persons
representing the elected official. The Board administers the Code, supervises, and regulates all phases of
the commercial bonding business and enforces the Code. The Bail Bond Board also conducts hearings,
investigates, and makes determinations with respect to the issuance, refusal, suspension, or revocation
of licenses to bondsman. The Board requires applicants and licensees to appear before the Board,
examines witnesses, and compels the production of pertinent books, accounts, records, documents, and
testimony by the licensee and others. The Board employs a Bail Bond Administrator who performs all
functions directed by the Board and the Code.
FY 2014-15
Actual
Applications for New License
Applications for Renewal of License
Employee Verifications
Number of Bail Bond Sureties Monitored per FTE
Percentage of Bail Bonds Licenses Submitted on Time
2-1
FY 2015-16
Estimate
FY 2016-17
Proposed
3
11
140
2
22
155
3
16
160
41
41
41
100%
100%
100%
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
Travel, Training and Remunerations
$56,653
991
1314
1,083
$56,794
1,300
1,429
3,175
$60,057
716
1,405
3,039
$60,189
1,350
1,405
675
Subtotal
$60,041
$62,698
$65,217
$63,619
Program Changes
$0
Total
$60,041
$62,698
$65,217
$63,619
The FY 2016-17 Proposed Budget decreases by 2.5 percent when compared to FY 2015-16 Estimates
as described below.
The Personnel Services group remains relatively flat when compared to FY 2015-16 Estimates. All
positions are fully funded for FY 2016-17 Proposed Budget.
The Travel, Training and Remunerations group increases significantly when compared to FY 2015-16
Estimates. In FY 2015-16, the Bail Bond Board was subject to an audit, which did not allow the Bail
Bond Administrator to travel as often. Funding is provided for mileage to and from bail bond
companies for random audits and continuing education for the Bail Bond Administrator.
The Operational Expenses group remains flat when compared to FY 2015-16 Estimates. Funding is
provided for telephone and internet service, and the annual purchase of toners.
The Supplies and Materials group decreases significantly when compared to FY 2015-16 Estimates
due to funding of a one-time purchase for office furniture in FY 2015-16.
There are no program changes in the FY 2016-17 Proposed Budget.
FY 2014-15
Actual
Bail Bond Administrator
Total Bail Bond Board
2-2
FY 2015-16
Estimate
FY 2016-17
Proposed
FUND: 100
BEXAR HERITAGE DEPARTMENT ADMINISTRATION

Mission: The Bexar Heritage Department Administration Division is a community-driven approach and
set of programs that identifies the unique natural, cultural, and historical heritage and values of Bexar
County, Texas. The program will develop tools to conserve and be good stewards of these resources and
maximize the economic benefits of them, through public-private partnerships and develop and implement
strategies to educate the public regarding the Countys heritage.
Vision: All generations of the Countys citizens will have knowledge of and appreciate their heritage and
use this to inform decisions that determine the Countys future.
Establish and open the Bexar County History Center and all of its initial programs
Establish a 5-year program of public events that celebrate the history of Bexar County
Organize a partnership group to complete a feasibility study required to establish a National
Heritage Area
Apply for heritage project grants
Operate and develop uses and programs to optimize the public ability to use the historic Double
Height Courtroom
Formulate a public outreach and education/marketing program that conveys and interprets Bexar
Heritage and supports local efforts to impact the economy positively
FY 2014-15
Actual
Workload/Output Measures:
Special Projects Planned
Capital Improvement Projects Planned
FY 2015-16
Estimate
FY 2016-17
Proposed
N/A
10
4
6
6
25
Efficiency Measures:
Special Projects Managed
Capital Improvement Projects Managed
N/A
10
4
6
6
15
Effectiveness Measures:
Special Projects Completed
Capital Improvement Projects Completed
N/A
4
4
6
6
10
3-1
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$0
0
0
0
0
$707,918
15,000
155,788
22,850
0
$695,980
15,051
171,467
21,275
0
$696,177
8,950
186,244
15,100
0
$ 0
$901,556
$903,773
$906,471
0
Program Change
($85,069)
0
Total
$ 0
$901,556
$903,773
$821,402
The FY 2016-17 Proposed Budget decreases by 9.1 percent when compared to FY 2015-16 Estimates as
described below.
The Personnel Services group remains relatively flat when compared to FY 2015-16 Estimates. All
positions are fully funded in the FY 2016-17 Proposed Budget.
The Travel, Training, and Remunerations group decreases significantly when compared to FY 201516 Estimates. This is due to one-time funding for the Bexar Heritage Director to attend the World
Heritage conference in Spain. Funding is provided for staff to attend the UNESCO - World Heritage
conference and the National Parks Service Conference.
The Operational Expenses group increases by 8.6 percent when compared to FY 2015-16 Estimates.
Funding is provided for Geographic Information System (GIS) mapping of historical landmarks
throughout Bexar County, which will record and display locations of historical buildings, landmarks,
and event locations associated with the founding of Bexar County.
The Supplies and Materials group decreases significantly when compared to the FY 2015-16
Estimates. This is due to one-time funding for furniture purchased in FY 2015-16.
The FY 2016-17 Proposed Budget includes one program change for a total savings of $85,069 to the
Bexar Heritage Budget. The net cost of the program change is $0, as the position will be transferred
to the Parks Budget.
The first program change transfers one Parks Section Chief (E-07) to the County Parks and
Grounds Department. The transfer of this position will allow for more transparency, as the
County Parks and Grounds Budget will reflect the true cost of operating the Countys Parks
program.
3-2
FY 2014-15
Actual
Bexar Heritage Program Coordinator

Building Use & Permit Coordinator
Construction Coordinator
Curator
Director of Cultural & Historic County Assets
Maintenance Section Chief
Office Assistant IV
Parks Section Chief
Project Manager
Project Finance & Department Administrative Lead
Total - Bexar Heritage Department Administration
3-3
FY 2015-16
Estimate
FY 2016-17
Proposed
0
1
1
0
1
1
2
0
0
1
1
0
0
1
1
0
2
1
1
1
1
0
0
1
1
0
2
0
1
1
FUND: 100
BEXAR HERITAGE DEPARTMENTCOUNTY PARKS AND GROUNDS

Mission:
The mission of the County Parks and Grounds Department is to provide for the health and
welfare of the Countys citizens through passive outdoor recreational opportunities and community
gathering places that are representative of the natural scenic and cultural heritage of Bexar County for an
annual visitation of 2.2 million citizens.
The Countys recreational system consists of eleven parks and three civic centers. The County Parks and
Grounds Division is responsible for the operation and maintenance of County parks and grounds around
County-owned facilities. The division is responsible for landscaping, construction, maintenance, and repair
of park structures and building grounds. Furthermore, park staff is responsible for arranging services for
events in all parks, including handling citizen inquiries and coordinating security services.
Vision: County Parks and Grounds Department is a community-driven approach and set of programs that
identifies the unique natural, cultural, and historical heritage and values of Bexar County, Texas. The
program will develop tools to conserve and be good stewards of these resources and maximize the
economic benefits of them, through public-private partnerships. This project will engage consultants to
execute a feasibility study on the creation of a Bexar County Regional or National Heritage Area and
provide an economic impact study for the Bexar region. It will establish the geographic boundaries,
coordinate efforts by historians and preservationists, and provide a plan for gaining the desired
designation.
Become involved with parks and recreational professional industry groups such as the National
Recreation and Park Association
Certify staff as Certified Playground Safety Inspectors
Bring awareness to our cultural and heritage landmarks
Streamline fees and rents charged to Bexar County Citizens
Provide updated Parks for all to enjoy
FY 2014-15
Actual
Number of Reservations
Total Number of Acres Maintained
Number of Park Visitors
Acres of Maintenance Coverage per FTE
Reservations per FTE
4-1
FY 2015-16
Estimate
FY 2016-17
Proposed
2,987
481
2,157,028
3,011
481
2,200,000
3,200
481
2,300,000
10.93
67.9
10.93
68.4
10.93
72.7
Average Yearly Hours Spent Maintaining Building Grounds

per FTE
Average Yearly Hours Spent Hosting Events per FTE
Revenue from Park Reservations & Filing Fee
Percentage Increase/Decrease of Park Visitors
Percentage Increase/Decrease of Park Reservations
Percentage of Inspections Completed within 7 Days
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1,515
544
1,515
544
1,515
544
$363,102
2%
0%
98%
$388,036
4%
2%
98%
$370,000
1%
1%
100%
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$1,876,763
3,007
189,522
222,444
0
$1,861,952
6,200
204,505
222,604
0
$1,972,917
2,588
237,908
223,183
0
$2,042,848
4,000
289,700
227,445
266,250
$2,291,736
$2,295,261
$2,436,596
$2,830,243
0
Program Change
$85,069
0
Total
$2,291,736
$2,295,261
$2,436,596
$2,915,312
The FY 2016-17 Proposed Budget for the County Parks and Grounds Department increases by 19.6
percent when compared to FY 2015-16 Estimates as described below.
The Personnel Services group increases by 3.5 percent when compared to FY 2015-16 Estimates.
This is due to employee turnover that occurred in FY 2015-16, which is not anticipated to occur in FY
2016-17.
The Travel, Training, and Remunerations group increases significantly when compared to FY 201516 Estimates. This is due to a one-time expense for the Parks Section Chief to travel to Canada
during FY 20616-17 to verify the specifications for a portable stage the County will be purchasing.
Funding is also provided for membership dues for the National Recreation and Parks Association.
The Operational Expenses group increases by 21.8 percent when compared to FY 2015-16
Estimates. This is primarily due to additional funding for Pest Control and Garbage Disposal Services.
An increase in park reservations has increased garbage disposal expenses and County Parks will
contract pest control services to eradicate pests. Additionally, funding exists for various repairs on
4-2
fences, HVAC units, kitchen vents and picnic tables. Funding for the maintenance of oak tree wilt
and tree removal services is under Contracted Services in the amount of $50,000.
The Supplies and Materials group increases by 1.9 percent when compared to FY 2015-16 Estimates.
Funding is provided for the purchase of minor equipment related to the upkeep of the parks and
grounds.
The Capital Expenditures group provides funding to replace two compact tractors used for
maintaining walking trails and transporting materials within the parks and grounds in the amount of
$43,500. Funding is also proposed for renovations to Raymond Russell Park #2 and #3 in the amount
of $78,000, renovations to Comanche Park #2 in the amount of $66,500, the installation of County
Wide Park area lighting in the amount of $41,750, and renovations for an existing pump house and
to provide a tool shop in the amount of $36,500.
The FY 2016-17 Proposed Budget includes one program change for a net cost to the General Fund of
$0.
The program change transfers the Parks Section Chief (E-07) and funding in the amount of
$85,069 from the Bexar Heritage Administration to the County Parks and Grounds
Budget. This transfer is being proposed to ensure that the County Parks and Grounds
Budget reflects the true cost associated with management and maintenance of Bexar
Countys parks. Additionally, the Parks Section Chief is being reclassified from an E-07 to
an E-08 at no cost.
FY 2014-15
Actual
Parks Section Chief

Assistant Park Foreman
Field Maintenance Worker
Gardener
Maintenance Mechanic I
Parks and Ground Foreman
Supply Clerk I
Utility Foreman
Total County Parks and Ground Department
4-3
FY 2015-16
Estimate
FY 2016-17
Proposed
0
1
29
1
4
9
1
1
0
1
30
1
5
9
0
1
1
1
30
1
5
9
0
1
46
47
48
FUND: 100
ACCOUNTING UNIT: 6900, 6901, 6902, TBD
BIBLIOTECH
Mission: Provide all Bexar County residents the opportunity to access technology and its applications
for the purposes of enhancing education and literacy, promoting reading as recreation and equipping
residents of our community with the necessary tools to thrive as citizens of the 21st century.
Vision: BiblioTech will serve as a driving force for the advancement of traditional and digital literacy in
Bexar County.
Provide public library services delivered in digital format, including a quality collection of
recreational reading materials, resource materials and databases
Provide educational programs for all ages designed to meet the growing technology
needs of our residents
Actively pursue community engagement through partnerships with various public and
private organizations in fulfillment of its mission
Support local schools through the provision of digital resources and electronic devices
Serve as a bridge for the digital divide that exists in Bexar County
Program Description: At its anchor locations at 3505 Pleasanton Road (BiblioTech South), 2003 S.
Zarzamora (BiblioTech West) and satellite branch in the Central Jury Room of the Bexar County
Courthouse, BiblioTech provides full digital library services, including e-reader circulation. BiblioTech
digital library maintains an extensive collection of e-books, audio books, magazines, graphic novels,
movies, and music, all in digital downloadable format. In addition to these materials, BiblioTech also
makes available to patrons educational databases, software education, genealogy and language learning
systems. At our anchor locations, extensive technology in the form of desktop computers, tablets and
laptops is available for on-site patrons. Additional adaptive technology is available for visually impaired
patrons, including braille display hardware and magnification and scanning software. E-readers for
adults and children are available for external circulation. Trained staff is engaged in direct interaction
with patrons for technology, research, and reading instruction. Programming, including digital
journalism, classes, childrens robotics teams, and tutoring are provided by community partners.
BiblioTech staff conducts regular classes onsite, including Tiny Techolotes (childrens story time), and
technology classes in both English and Spanish. Future BiblioTech expansion includes a new anchor
facility, BiblioTech East, in the Wheatley Courts in the federally designated Promise Zone.
5-1
FY 2014-15
Actual
Number of E-books Checked Out
Number of E-readers Circulated
Number of Computer Hours Logged
Number of On-Site Patrons (Foot Traffic)
Number of Waitlisted Books
Number of Wish Listed Books
Average Computer Wait Time
Number of Total Patrons Registered (Cumulative)
FY 2015-16
Estimate
FY 2016-17
Proposed
116,882
5,087
49,410
124,620
116,829
4,920
52,505
153,769
185,010
5,936
81,328
222,598
27,115
2,463
< 10 mins
28,155
2,532
< 10 mins
29,205
2,685
< 10 mins
74,281
97,855
127,212
Appropriations:
FY 2014-15
Actual
Personnel Services
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$794,980
12,944
663,873
56,009
0
$1,139,285
20,572
719,660
125,348
15,000
$1,118,886
24,490
656,511
114,802
15,000
$1,165,258
19,200
661,788
111,400
2,500
Subtotal
$1,527,806
$2,019,865
$1,929,689
Total
$1,527,806
$2,019,865
$1,929,689
$1,960,147
0
$158,552
0
$2,118,698
Program Changes
The BiblioTech FY 2016-17 Proposed Budget increases by 9.8 percent when compared to FY 2015-16
Estimates as described below.
This is due to fully funding all authorized positions for the fiscal year. In addition, continuing
funding is provided for twenty-two temporary Technical Center Assistants (NE-04) to be hired
throughout the fiscal year to address seasonal adjustments in the use of multiple facilities by the
public. Funding is also provided for four months for eight temporary Technical Center Assistants
to assist in the new BiblioTech East facility.
5-2
The Travel, Training, and Remunerations group decreases by 21.6 percent when compared to FY
2015-16 Estimates. Funding has been provided for travel and training for technology innovation
exposure, national exposure of BiblioTech, and mileage for employees. Continuing education is
required to obtain accreditation from the Texas Library Association.
The Operational Expenses group remains relatively flat when compared to FY 2015-16 Estimates.
Funding is provided for four months for the operations of the new BiblioTech East location.
Funding is proposed for additional e-readers, marketing, and digital content. Funding is also
provided for the replacement of inventory of loaned e-readers, as well as replacement of faulty
or destroyed hardware, as necessary.
The Supplies and Materials group decreases by 3 percent when compared to FY 2015-16
Estimates. This is due to the transfer of funding for marketing materials to the Operational
Expenses group.
The Capital Expenditures group includes funding in the amount of $2,500, for the installation of
parking signage and a bicycle rack at BiblioTech, Precinct 2.
The FY 2016-17 Proposed Budget includes five program changes for a total cost of $158,552, as
described below.
The first program change adds one Technical Support Specialist II (NE-08) to BibliotechAdministration for a total cost of $61,964, which includes salary and benefits, and $690
for technology. This position will assist the Network Architect I with programming and
troubleshooting Bibliotech-related software and hardware throughout the County.
The second program change converts one part-time Technical Center Assistant (NE-04)
to a full-time Technical Center Assistant (NE-04) in Bibliotech, Precinct 1 for a total cost
of $18,448, which includes salary and benefits, and $299 for technology. During FY
2015-16, the Department transferred one part-time Technical Center Assistant from
BiblioTech, Precinct 1 to BiblioTech, Precinct 2. The reclassification of this position will
allow the department to have the same number of full-time Technical Center Assistants
in both locations.
The third program change adds one BiblioTech Branch Manager (E-08) for the BiblioTech
East Branch for a total cost of $31,026, which includes salary and benefits, and $690
for technology. Funding is provided for the last four months of FY 2016-17, when the
new location is scheduled to open. This position will manage the day-to-day operations
of BiblioTech East and organize a program of services for the constituents.
The fourth program change adds one BiblioTech Assistant Branch Manager (E-06) for
the BiblioTech- East Branch for a total cost of $25,648 which includes salary and
benefits, and $690 for technology. Funding is provided for the last four months of FY
2016-17, when the new location is scheduled to open. This position assists in managing
day-to-day operations, execution of programs and services, and enforces the centers
policies and procedures.
5-3
The fifth program change adds one Full Time Technical Center Assistant (NE-04) for the
BiblioTech- East Branch for a cost of $21,465, which includes salary benefits, and $299
for technology. Funding is provided for the last four months of FY 2016-17, when the
new location is scheduled to open. This position will act as a staff lead for the temporary
Technical Center Assistants and provide a management succession solution for
BiblioTechs daily operations.
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Administration
Administrative Supervisor
BiblioTech Administrator
BiblioTech Head Librarian
BiblioTech Community Relations Coordinator*
Network Architect I
Technical Support Specialist II
Total Administration
1
1
1
1
1
0
5
1
1
1
1
1
0
5
1
1
1
1
1
1
6
Precinct 1
BiblioTech Branch Manager
BiblioTech Assistant Branch Manager
Technical Center Assistant **
Total Precinct 1
1
1
1.5
3.5
1
1
1
3
1
1
1.5
3.5
Precinct 2
Technical Center Assistant**
Total Precinct 2
1
1
1
3
1
1
1.5
3.5
1
1
1.5
3.5
East Branch
Technical Center Assistant
Total Precinct 3
0
0
0
0
0
0
0
0
1
1
1
3
Grand Total
11.5
11.5
16
*On December 10, 2015, the Department requested for a position to be re-titled from BiblioTech Community
Relations Liaison to BiblioTech Community Relations Coordinator.
**One part-time Technical Center Assistant was transferred from Precinct 1 to Precinct 2 on March 9, 2016.
5-4
- FUND: 100
BUDGET DEPARTMENT
Mission: Serving Bexar County, adding value, delivering results.
Vision: Our customers will see the Budget Department as a valued partner in making Bexar County the
government of choice. We will be leaders in providing budget monitoring and financial analysis.
Create and support an environment focused on planning, strategic and innovative thinking,
practical solutions, and accountability.
Strengthen Bexar Countys financial position.
Continuously improve business practices.
Attract, develop, motivate, and retain a productive and diversified workforce.
Accomplish goals in the most cost-effective manner for Bexar County citizens.
The Budget Departments functions include preparing and presenting the

annual County operating budget for approval by Commissioners Court. It has responsibility for
monitoring offices and departmental appropriations and expenditures and preparing fiscal
assessments/notes and budgetary transfers as required. The Budget Department is responsible for
monitoring the performance measures submitted by County Offices and Departments to evaluate
effectiveness and efficiency of programs. The budget staff ensures that its recommendations are based
on accurate information and analyses by maintaining a strong emphasis on validation of data between
the County Financial Management System, the County Human Resources Information System, and data
generated by County Offices and Departments. The Budget Department is also responsible for
coordinating the development of the Countys Long Range Financial Forecast and providing quarterly
updates to Commissioners Court regarding current year expenditures, as needed.
FY 2014-15
Actual
Number of Fiscal Notes Written
Number of Budgets Monitored
Special Budget Projects Completed
Number of Budget Transfers
Budgetary Dollars Monitored per Analyst
Average Number of Budgets Monitored per Analyst
Budget Transfers Prepared per Analyst
Fiscal Notes Written per Analyst
6-1
FY 2015-16
Estimate
FY 2016-17
Proposed
57
105
10
142
51
105
10
84
50
105
10
80
$142,449,037
18
24
10
$113,381,136
18
13
9
$116,782,570
18
13
9
FY 2014-15
Actual
Percent Change of General Fund Budget
Percent Change of Total County Budget
Percentage Difference of Actuals versus Estimates
4.5%
16.6%
1.0%
FY 2015-16
Estimate
6.4%
-2.7%
-1.4%
FY 2016-17
Proposed
8.5%
-4.2%
-1.0%
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2014-15
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$580,587
9,123
6,641
7,743
$704,611
13,000
8,408
10,000
$697,329
10,226
8,495
9,195
$751,322
13,000
8,408
10,000
$604,094
$736,019
$725,245
$782,730
Program Change
$0
Total
$604,094
$736,019
$725,245
$782,730
The FY 2016-17 Proposed Budget increases by 7.9 percent when compared to FY 2015-16 Estimates
as described below.
The Personnel Services group increases by 7.7 percent when compared to the FY 2015-16
Estimates. All authorized positions will be fully funded for FY 2016-17.
The Travel, Training, and Remunerations group increases significantly when compared to the FY
2015-16 Estimates. Although this appropriation increased, the proposed amount remains flat
when compared to FY 2015-16 Budget amount.
The Operational Expenses group decreases by 1 percent when compared to the FY 2015-16
Estimates due to one-time expenses within the Copier Usage account in FY 2015-16.
The Supplies and Materials group increases by 8.8 percent when compared to the FY 2015-16
Estimates. Although this appropriation increased, the proposed amount remains flat when
compared to FY 2015-16 Budget amount.
6-2
FY 2014-15
Actual
Analyst*
Assistant County Manager
Data Analyst - Compliance
Data Programs Administrator
Budget Coordinator
Budget Director
Budget Manager
Senior Analyst
4
0.25
1
1
1
1
0
2
FY 2015-16
Estimate
3
0.25
1
0
0
1
1
4
FY 2016-17
Proposed
2
0.25
1
0
0
1
1
4
Total
10.25
10.25
9.25
*This position was reported in the Budget Departments authorized position list and will now be reported
in the Management and Finance Department.
6-3
FUND: 100
CENTRAL MAGISTRATION CRIMINAL DISTRICT COURTS

Mission:
Central Magistration envisions itself as implementing the procedures and processes

necessary to facilitate the timely and orderly magistration of individuals arrested and charged with
misdemeanor or felony offenses and the protection of the community that we serve. Central
Magistration strives to work closely with the District and County Courts, the other County Departments
and the City of San Antonio, while insuring that justice is carried out in the most efficient and effective
manner.
Vision: To provide the most efficient and effective magistration process, to provide support to the
District and County Court Judges and to provide assistance to the citizens of our community.
Provide 24 hour magistration.

Provide efficient procedures for the magistration and release of arrested individuals.
Provide efficient and effective procedures for the dissemination of information to the public.
Handle the administrative duties for Central Magistration.
Provide information to the magistrates concerning legal and administrative changes that impact
central magistration.
Provide information to other departments and agencies integral to the effective performance of
central magistration.
Provide efficient and effective processes that affect interaction and cooperation between
departments, agencies and personnel.
On November 1, 2007, Bexar County assumed responsibilities associated

with the magistration of County arrestees. All County arrestees are first brought to Central Magistration
where they are magistrated and also go through the commercial and personal bonding process. If an
arrestee does not bond out from the Central Magistration facility within a reasonable amount of time,
they are then transferred to Bexar County Adult Detention Center. The Central Magistration facility is
shared with the City of San Antonio and located at the Frank Wing Municipal Court Building. Each year,
the County is responsible for paying to the City half of the operational costs for the Central Magistration
facility.
FY 2014-15
Actual
Total Number of Persons Magistrated
Number of Offenses Magistrated
Number of Misdemeanor Offenses Magistrated
Number of Felony Offenses Magistrated
67,786
80,509
52,355
28,154
7-1
FY 2015-16
Estimate
57,770
69,372
42,532
26,840
FY 2016-17
Proposed
57,192
68,678
42,106
26,572
FY 2014-15
Actuals
Number of persons Magistrated by:
Full-Time Magistrates
Part-Time Magistrates
Percent of Misdemeanor/Felony Offenses
Magistrated
Misdemeanors
Felonies
Percent of Individuals Magistrated and Released
from CMAG
FY 2015-16
Estimates
FY 2016-17
Proposed
36,976
30,810
29,614
28,156
29,318
27,824
65.0%
35.0%
61.3%
38.7%
65.6%
34.4%
36.2%
37.6%
45.7%
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$627,794
0
2,043,706
1,449
0
$649,758
3,600
2,160,420
28,282
0
$677,845
0
2,180,550
14,969
13,313
$666,187
3,600
1,642,591
1,500
0
Subtotal
$2,672,949
$2,842,060
$2,886,677
$2,313,878
Program Change
$0
Total
$2,672,949
$2,842,060
$2,886,677
$2,313,878
FY 2016-17 Proposed Budget decreases by 20 percent when compared to FY 2015-16 Estimates due
to a decrease in the Operational Costs group as described below.
The Personnel Services group decreases by 1.7 percent when compared to FY 2015-16
Estimates. The decrease is due employee changes in health insurance plans selected during FY
2015-16. Full funding is provided for all authorized positions in FY 2016-17.
Funding is proposed within the Travel, Training and Remunerations group at the same levels
7-2
allocated in FY 2015-16. Funding is provided for staff to attend annual Judicial Continuing Legal
Education Training.
The Operational Expenses group decreases by 24.7 percent when compared to FY 2015-16
Estimates. Half of the cost of the contract associated with the Countys share of CMAG
Operational costs is budgeted in the Non-Departmental Contingencies General Fund Proposed
Budget for FY 2016-17 pursuant to the Policy Consideration below.
The Supplies and Materials group decreases significantly when compared to FY 2015-16
Estimates. The decrease is due to the one-time expense of replacing the video conference
system in FY 2015-16.
No funding is proposed for the Capital Appropriation group for FY 2016-17.
Policy Consideration:
The Countys magistration process is conducted in the Frank Wing Municipal Court Building. The facility
is owned by the City of San Antonio; however, the County occupies approximately half of the building.
Facility improvements, with the end goal of creating a more efficient process, are funded within the
Capital Improvement Budget. As the City of San Antonio owns the facility, discussions regarding facility
improvements have evolved into bigger discussions between the City and the County regarding
ownership, operations, staffing and responsibilities. The end result of these discussions may result in a
significant change to the current magistration process. Therefore, half of the cost of the contract
associated with the Countys share of CMAG Operational costs is proposed in Contingencies.
FY 2014-15
Actual
Magistrate
Magistrate (Part-time )
Presiding Magistrate
Total CMAG Criminal District Courts
7-3
FY 2015-16
Estimate
FY 2016-17
Proposed
2
4.5
1
2
4.5
1
2
4.5
1
7.5
7.5
7.5
FUND: 100
CENTRAL MAGISTRATION DISTRICT CLERK

Mission:
The District Clerks mission is to fulfill statutory duties as records custodians for the
Magistration Office by providing the County Magistrate Court and the public with information and
support using the most technologically advanced methods possible at a reasonable cost.
Vision: The District Clerk envisions the Magistrate Office setting an example of a collaborative effort
between the City of San Antonio and Bexar County by working together to streamline the magistration
process.
To perform functions and duties as mandated by law.

To incorporate record management principles in imaging information and technology sources.
To provide the support and resources for the County Magistrate for Bexar County.
To provide the support and resources necessary for employees to perform their duties and
responsibilities.
To be customer-friendly and responsive to the customers need for service and information.
To work cooperatively with the City of San Antonio to facilitate the magistrate process.
The Magistrate Court operates in a cooperative effort with the City of San
Antonio to magistrate arrested persons. The office operates out of the City facility, the Frank Wing
Municipal Court Building. The District Clerks responsibilities include:
Provide support services to the County Magistrate.

Serve as clerk of the court for the County Magistrate.
Serve as custodian of records for records pertaining to a person arrested and brought to the
Magistrate facility on Class B offenses and above.
Provide legally authorized information to the public concerning arrested persons brought to the
facility to be magistrated.
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Number of Persons Magistrated
Number of Phone Calls
Number of Records Maintained
67,786
108,040
10,791
57,770
115,772
10,712
57,192
119,268
10,504
Number of Persons Magistrated (Intake) per FTE
Number of Phone Calls per FTE
4,027
108,040
3,470
115,772
3,441
119,268
8-1
FY 2014-15
Actual
Average Amount of Time to Intake an Arrested
Person (minutes)
Average Response Time to Deal with a Difficult
Situation (hours)
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
14
14
14
2.5
2.5
FY 2015-16
Estimate
FY 2016-17
Proposed
$1,152,179
12,097
32,034
$1,170,026
16,846
26,000
$1,184,397
16,001
28,088
$1,229,774
15,868
25,500
$1,196,310
$1,212,872
$1,228,486
$1,271,142
Program Change
$0
Total
$1,196,310
$1,212,872
$1,228,486
$1,271,142
FY 2016-17 Proposed Budget increases by 3.5 percent when compared to FY 2015-16 estimates as
described below.
This is primarily due to changes in the type of health care plans selected by employees and
employee turnover experienced in FY 2015-16 that is not anticipated to occur in FY 2016-17.
The Operational Costs group remains relatively flat when compared to FY 2015-16 Estimates.
Funding is proposed for the purchase of three laser printers for FY 2016-17.
The Supplies and Materials group decreases by 9.2 percent when compared to FY 2015-16
Estimates. This is due to the one-time purchase of a timestamp machine that occurred in FY
2015-16 within the Repairs and Maintenance Office Equipment and Furniture account.
8-2
FY 2014-15
Actual
Central Magistrate Court Clerk
Central Magistrate Operations Clerk
CMAG Supervisor
Criminal Assignment Clerk III
Division Chief CMAG
Lead Central Magistrate Clerk
Office Assistant IV
Supervisor Central Magistrate
Total CMAG District Clerk
8-3
FY 2015-16
Estimate
FY 2016-17
Proposed
9
0
3
6
1
0
5
0
9
6
0
0
1
3
0
5
9
6
0
0
1
3
0
5
24
24
24
FUND: 100
ACCOUNTING UNITS: 3700, 3903, 3910
CIVIL DISTRICT COURTS

Mission:
The Civil District Court Administrations mission is to provide Judges and staff with the
support necessary to most efficiently conduct Court business.
Vision: The Civil District Courts vision is to provide user-friendly and prompt information about the
Civil District Courts to participants in the Court process and the general public.
Conduct courts that are open to every person injured in their lands, goods, person or reputation so
they will have a remedy by due course of law.
Grant to all parties due process and a fair opportunity to be heard at a meaningful time, place and
manner.
Correctly apply the rules, statutes, common law, and Constitutions of Texas and the United States.
Duly and fairly administer the administrative duties of the District Courts.
Civil District Courts Administration provides administrative and liaison

support to the fourteen Civil District Courts, two Child Support Associate Judges (Title IV-D), and two
Childrens Court Associate Judges. Administration assists with the functions of the Presiding Court, Jury
Monitoring Court and the Alternative Dispute Resolution Court and assists in overseeing the official
court reporters for the Civil District Courts and Associate Judges. Administration also assists the Local
District Court Administrative Judge and Civil District Judges on the Juvenile Board with legal and
administrative tasks and is responsible for case flow management, research, budget preparation and
oversight, advisory services, and dispute resolution, as well as supporting the Childrens Court and the
Family Drug Court Treatment Program, and providing ancillary assistance to the Domestic Relations
Office.
FY 2014-15
Actual
Workload Indicators (Civil & Family Law):
Number of Cases Pending at Beginning of Year
New Cases Filed During the Year
Other Cases Reaching the Docket
Disposition of Cases
Number of Cases Pending at the End of the Year
Court Appointed Attorney Expense per Hearing
9-1
FY 2015-16
Budget
FY 2015-16
Estimate
42,874
43,190
1,182
42,435
44,039
44,428
36,410
936
34,622
47,081
47,081
39,799
1,058
38,528
45,740
$307
$310
$301
FY 2014-15
Actual
Clearance Rate All Cases Civil and Family
Clearance Rate Civil Cases other than Family
Clearance Rate Family Cases
96.8%
98.3%
95.3%
FY 2015-16
Budget
94.7%
94.6%
94.8%
FY 2015-16
Estimate
95.1%
96.2%
94.3%
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Administration (3700)
Personnel Services
Court-Appointed Attorney Costs
$4,059,541
23,148
331,715
53,208
2,622,929
$3,708,023
27,000
326,554
61,575
0
$3,793,873
22,295
276,078
56,387
(150)
$3,834,386
28,825
271,226
56,200
0
Total
$7,090,541
$4,123,152
$4,148,483
$4,190,637
Family Drug Court (3903)

$0
0
0
$6,000
41,981
8,100
$6,000
41,981
8,300
$7,050
35,323
8,100
Total
$0
$56,081
$56,281
$50,473
Children's Court Division (3910)

Personnel Services
$0
0
0
0
0
$389,951
6,000
23,724
10,500
2,850,000
$384,688
6,000
21,158
9,458
2,340,594
$402,323
7,000
27,477
8,000
2,400,000
Total
$0
$3,280,175
$2,761,898
$2,844,800
9-2
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Civil District Courts Total

Personnel Services
$4,059,541
23,148
331,715
53,208
2,622,929
$4,097,974
39,000
392,259
80,175
2,850,000
$4,178,561
34,295
339,217
74,145
2,340,444
$4,236,709
42,875
334,026
72,300
2,400,000
Subtotal
$7,090,541
$7,459,408
$6,966,662
$7,085,910
Program Changes
Grand Total Civil District Courts
$0
$7,090,541
$7,459,408
$6,966,662
$7,085,910
as described below.
The Personnel Services group increases by 1.4 percent when compared to FY 2015-16
Estimates. The increase is due primarily to changes in employees' selections of health
insurance, which impact the county's contribution to the health plan. All authorized positions
are fully funded in FY 2016-17.
The Travel, Training, and Remunerations group increases by 25 percent when compared to FY
2015-16 Estimates. Funding is provided for judges and their staff to attend various legislative
seminars, professional training, and continuing judicial/legal education. Increased travel is
anticipated due to the 85th Legislative Session, which will occur in FY 2016-17.
Estimates. This is due mostly to one-time technology funding in FY 2015-16 for the Civil District
Courts staff.
Estimates. This is due mostly to one-time furniture expenses that occurred in FY 2015-16.
The Court-Appointed Attorney Costs group is flat when compared to FY 2015-16 Estimates. The
recent Children's Court reorganization has resulted in savings on court-appointed attorney
costs. Therefore, the FY 2016-17 Proposed Budget was adjusted to align more closely with
recent actual expenditures.

9-3
FY 2014-15
Actual
Judge
Alternative Dispute Resolution Attorney
Associate Judge
Chief Trial Assignment Clerk
Civil District Court Manager
Civil District Court Staff Attorney
Court Reporter
Court Support Specialist
District Court Coordinator
District Court Staff Attorney
General Administrative Counsel
Senior Court Support Specialist
FY 2015-16
Estimate
FY 2016-17
Proposed
14
1
2
1
1
1
16
1
1
2
1
1
14
1
2
1
1
1
16
1
1
2
1
1
14
1
2
1
1
1
16
1
1
2
1
1
42
42
42
1
1
2
1
1
1
2
1
1
1
2
1
Total Children's Court Division
Grand Total Civil District Courts
47
47
47
District Court Coordinator
Family Court Administrator
Family Court Manager
Senior Data Analyst
9-4
FUND: 100
COMMUNITY RESOURCES
ADMINISTRATION
Mission:
To facilitate significant change in Bexar County through the investment of appropriate
resources.
Vision:
To change lives and communities through the careful, deliberate use of appropriate tools and
resources. Our mission will be accomplished by:
Developing and implementing comprehensive planning, quality program administration, and

the efficient coordination of projects/activities to effect change for the citizens of Bexar
County through a comprehensive array of services.
Identifying and maximizing resources in the community that will support the needs of
our targeted populations including, but not limited to, the elderly, disabled, mentally ill,
persons living with HIV/AIDS, children of all ages and the impoverished.
Developing comprehensive strategies based on analysis and evaluation of community
and program data
Refining program designs to improve and expand the delivery of services.
Reviewing, analyzing and evaluating program and community data to measure the impact of
the County, local, State and Federal financial contributions to programs that serve our
targeted populations.
Consistent monitoring of agencies and programs funded by grants or general fund to
ensure compliance and attainment of contractual goals.
Developing and maintaining strong partnerships with other governmental agencies, educational
institutions, healthcare systems and community based organizations.
To design and implement programs based on sound public policies that improve the quality of
life for County residents.
To form productive partnerships internally and with other governmental and non-governmental
entities that will expand services to County residents.
To ensure that quality services are being provided to Bexar County residents through effective
program evaluation, monitoring and outcome measurement.
To conduct resource development that will lead to service expansion.
To coordinate community outreach and education events on issues that affect our
targeted populations.
To support Commissioners Court through the implementation of their mandates and initiatives.
The Administration Division of the Department of Community Resources

(DCR) identifies community needs and priority/target populations and coordinates the delivery of
service, while ensuring compliance with funding regulations. The Administration Division also manages
the day to day operations of the department. Additionally, the Division develops working partnerships
with other County departments and external agencies that impact the County at a service level.
Identifying opportunities to share resources that could impact issues of interest to Bexar County is a
10-1
priority for this Division. The Division participates in several executive committees and taskforces
developed to address County issues in order to ensure that the public and service delivery partners are
fully informed about available services and eligibility requirements. Identification of qualified and
capable community partners so that the departments ability to meet the basic needs of County
residents is important to the Division. Finally, the Division prepares plans and negotiates agreements for
service delivery of assistance programs ensuring that eligibility criteria is fair, equitable and complies
with funding regulations of public agencies and community partners.
Dollar Amount of General Fund, and Grant Funds
administered
Number of program plans, designs, grant applications
FY 2014-15
Actual
FY 2015-16
Estimate
$23,139,908
$29,967,486 $31,379,901
Number of external monitoring to be completed by
Community Programs, CDH & Ryan White Programs
Number of agency contracts executed by Community
programs, CDH and Ryan White Programs
Number of programs in compliance with funding
regulations
Number of audit findings during monitoring
Appropriations:
FY 2014-15
Actual
FY 2016-17
Proposed
50
122
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$430,888
11,236
30,383
5,890
$444,882
11,840
31,400
6,150
$368,786
12,176
26,950
8,672
$442,251
11,535
29,195
6,250
Subtotal
$478,397
$494,272
$416,584
$489,231
Program Changes
$0
Grand Total
$478,397
10-2
$494,272
$416,584
$489,231
as described below.
The Personnel Services group increases by 20 percent when compared to FY 2015-16 Estimates. This
is due to employee turnover, including the Executive Director of Community Resources, during FY
2015-16.
The Travel, Training and Remunerations group decreases by 5.3 percent when compared to FY 201516 Estimates. Funding is provided at a level that is consistent with previous budgeted amounts.
The Operational Costs group increases by 8.3 percent when compared to FY 2015-16 Estimates. This
is due to lower expenditures in Copier Rental & Expense and Telephone and Internet Service in FY
2015-16.
The Supplies and Materials group decreases by 28 percent when compared to FY 2015-16 Estimates.
This is due to a one-time expenditure in Computer Supplies provided for the new Executive Director
of Community Resources hired in FY 2015-16.
FY 2014-15
Actual
Executive Director
Client Services Manager*
Special Projects Coordinator
Intake Worker**
Office/Contract Supervisor
Office Assistant IV
FY 2015-16
Estimate
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
*The Client Services Manager is 50 percent General Fund and 50 percent CEAP Grant Fund.
**The Intake Worker is 50 percent General Fund and 50 percent CEAP Grant Fund.
10-3
FY 2016-17
Proposed
- FUND: 100
COMMUNITY RESOURCES
COMMUNITY PROGRAMS
Mission:
resources.
Vision:
To change lives and communities through the careful and deliberate use of appropriate tools
and resources. We will:
Identify and maximize all available resources in the community.

Work cooperatively with other governmental agencies, organizations, and institutions to
provide planned, comprehensive services for our customers and avoid duplication of services.
Refine program and service delivery designs to identify additional opportunities for effective and
efficient delivery of services.
The development and implementation of a comprehensive plan, administration of the program
and coordination of projects/activities to effect change for the citizens of Bexar County with a
comprehensive array of services and improvements.
To design and implement programs, based on sound public policies, that meet the basic needs
of County residents.
To form productive operational partnerships with other governmental and non-governmental
entities that expands services to County residents.
To ensure that quality services are being provided to Bexar County residents through effective
program evaluation and outcome measurement.
To provide resource development to enhance and/or expand the services provided by the
division, County boards, commissions, and community partners.
To coordinate community events that educate citizens on issues related to children, seniors,
economically disadvantaged populations, and County program services.
To promote community involvement and development activities.
The Community Programs Division is responsible for providing

operational/administrative support, coordination, monitoring, preparation of reports, and oversight of
diverse constituent services, and functions delivered by internal departments and external agencies that
include the following:
Bexar County Child Welfare Board

Child Death Review Team
Friends of the Child Welfare Board Heart Gallery
Joint City/County Commission on Elderly Affairs
Elder Domestic Violence Taskforce
South Alamo Regional Alliance for the Homeless (SARAH)
United Way Emergency Food and Shelter Program Board
11-1
2016 Ending Veteran Homelessness
The Community Programs Division staff supports the Executive Director of Community Resources by
making policy and service delivery program recommendations for constituent services. The Community
Programs Division also negotiates contracts and has monitoring responsibilities for several outside
agencies that receive funding from the County to meet specific needs of citizens.
FY 2014-15
Actual
Dollar Amount of Contracts Administered
# of Agencies Receiving an on-site Monitoring Visit
Number of Board & Commission Meeting Facilitated
Percentage of Monitoring Visits Conducted
per Risk Assessment
Percentage of Contracts Monitored via Desk top
Percentage of Invoices Processed and Sent to Auditor
within Two Weeks of Receiving Invoice
Percentage of Invoices Returned for Questioned Costs
Contracts Executed within 90 days of the Fiscal Year
Board Satisfaction Rating
FY 2015-16
Estimate
FY 2016-17
Proposed
$5,800,000
23
115
$6,200,000
19
70
$6,200,000
35
75
80%
50%
80%
20%
35%
20%
90%
85%
90%
1%
80%
80%
.05%
20%
85%
.05%
95%
85%
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$512,697
6,528
8,984
2,669
560,746
8,655
6,395
2,950
$477,332
6,273
7,963
2,950
$554,262
6,643
9,096
2,950
$530,878
$578,746
$494,518
$572,951
Program Changes
$0
Grand Total
$530,878
11-2
$578,746
$494,518
$572,951
as described below.
Estimates. Employee turnover was experienced during FY 2015-16, which is not anticipated to
occur in FY 2016-17.
The Travel and Remunerations group increases by 5.9 percent when compared to FY 2015-16
Estimates. Funding is provided for training and conference fees for the Community Programs
staff.
Estimates. This is primarily due to costs associated with a new online grant management system
that will allow Community Programs to improve the annual Outside Agency funding request
process.
The Supplies and Materials group remains flat when compared to FY 2015-16 Estimates. Funding
is provided for Office Supplies and Postage needs.
FY 2014-15
Actual
Child and Family Support Liaison
Community Programs Director
Community Programs Management Analyst
Forensic Interview Specialist
Data Analyst
Office Assistant IV
Total Community Programs
11-3
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
2
2
1
1
1
1
2
2
1
1
1
1
2
2
1
1
- FUND: 100
COMMUNITY RESOURCES
VETERANS SERVICES
Mission:
To serve as an advocate agency that assists Veterans, their dependents, and survivors in
obtaining local, state and federal benefits earned through service to their country. Through strong
partnerships, responsible stewardship and proactive engagement with the community, the Bexar
County VSO will work towards ensuring the needs of those who have served are met.
Vision:
To ensure all Bexar County Veterans and their dependents are aware of and have access to
benefits and services earned through service in the United States Armed Forces.
To provide top quality customer service to Bexar County Veterans and their families.
Form productive, operational partnerships with other governmental and nongovernmental entities that will expand services to community residents.
To identify and maximize use of all available resources to the Veteran community.
To work cooperatively and in collaboration with other recognized service organizations,
governmental agencies, and institutions to provide planned, comprehensive services for our
Veterans and eligible dependents.
To refine program and service delivery designs to identify opportunities for delivering the
best services with available resources.
Expand capacity of service through strong partnerships with the public, private, military and
non- profit sector.
Educate and empower Veterans through effective use of technology, outreach and advocacy.
Veterans Services staff provides assistance to veterans, dependents and

survivors in filing claims for U.S. Department of Veterans Affairs (DVA) compensation, pensions, death
benefits, educational assistance, home loans, insurance, hospitalization, and outpatient care. They also
provide assistance with applying for military discharge upgrades, requesting military records, and other
documents required to complete claims for benefits. They maintain and store military discharge
documents (Department of Defense Form 214) for veterans that have a Bexar County mailing address
upon discharge. Veterans Services staff also maintains benefit claim files for veterans, their dependents,
and survivors.
12-1
FY 2014-15
Actual
Number of Interviews Conducted
Claims & Support Statements Issued
Number of Community Outreach Events
Home Visits
FY 2016-17
Proposed
3,331
1,775
96
47
3,350
2,000
24
83
3,960
3,100
48
156
29
4
12
39
4
15
39
4
18
3,556
N/A
N/A
4,312
N/A
$2,528,672
4,822
862
$3,557,556
Number of Calls Taken Per Day
Resource/Referral Services Provided Per Day
Number of Interviews Conducted Per Day
Number of Veterans Receiving Assistance
Number of Veterans Referred to External Agencies
Total in VA Payments Awarded to Claimants
FY 2015-16
Estimate
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
Operational Costs
$248,004
9,619
23,196
25,699
$268,699
9,871
11,451
4,000
$275,301
9,871
13,084
3,954
$296,538
10,217
17,962
3,700
Subtotal
$306,518
$294,021
$302,210
$328,417
0
Program Changes
Grand Total
$306,518
$294,021
$302,210
$328,417
as described below.
This is primarily due to fully funding a part-time Assistant Veterans Service Officer, which was
approved during FY 2015-16.
12-2
The Travel, Training, and Remunerations group increases by 3.5 percent when compared to FY
2015-16 Estimates. This increase fully funds training and travel expenses for the Veteran
Services Officers who are required to complete annual certification training conducted by the
Texas Veterans Commission.
The Operational Costs group increases significantly when compared to FY 2015-16 Estimates.
This is primarily due to an increase in Contracted Services to allow the Veterans Services Office
to host an annual event that is designed to be a "one stop shop," allowing for on the spot
submission of applications for Veterans and Survivor benefits and services.
Estimates. This is primarily due to a decrease in Postage funds needed in FY 2016-17 as
requested by the Department.
FY 2014-15
Actual
Veterans Service Officer
Assistant Veterans Service Officer*
Office Assistant IV
Total Veterans Services Office
FY 2015-16
Estimate
FY 2016-17
Proposed
1
3
1
1
3.5
1
1
3.5
1
5.5
5.5
*In FY 2015-16, an out-of-cycle request was authorized for a part-time Assistant Veterans Services Officer position.
12-3
- FUND: 100
COMMUNITY RESOURCES
CHILD WELFARE BOARD
Mission: The
Bexar County Child Welfare Board ensures that appropriate services are provided to
abused, neglected, and at-risk children in Bexar County.
Vision: The Bexar County Child Welfare Board is a proactive voice for abused, neglected, and at-risk
children and families in Bexar County.
Interpret the services of the Texas Department of Family and Protective Services to the
community and the Commissioners Court.
Coordinate the use of federal, state, and local funds for foster care and treatment and the
expansion of the full range of Childrens Protective Services (CPS).
Communicate needs and priorities of the community to the Commissioners Court and Childrens
Protective Services staff.
Review the quality of services being rendered by the CPS units.
Prepare and present an annual budget to the Commissioners Court and authorize spending
County funds for appropriated purposes.
The Bexar County Child Welfare Board is composed of Bexar County

Commissioners Court appointees. The Board advocates for the protection of children from abuse and
neglect. The Board serves as a conduit between the Texas Department of Family and Protective Services
(TDFPS) and the community to increase public awareness of child welfare program polices and needs.
TDFPS contracts with Bexar County and the Child Welfare Board to facilitate implementation and
administration of the Childrens Protective Services Program. The Board develops policies involving
payment to non-custody foster care providers, clothing for foster children, funds for in-home services
(Family Based Safety Services) and adoption services. The Board also promotes fund raising activities.
Through these policies and the Boards role in the community, the effectiveness of TDFPS programs for
child protection is increased.
FY 2014-15
Actual
CPS Cases/Custody
Legal Cases
New Cases Filed
Number of Children
FBSS Cases/Non-Custody
FBSS Families Served
FBSS Children Served
13-1
FY 2015-16
Estimate
FY 2016-17
Proposed
798
1,506
898
1,632
898
1,632
1,334
3,335
2,414
3,965
1,586
3,965
FY 2014-15
Actual
Adoptions
Number of Project Swift Adoptions
CPS Cases/Custody
Number of Clothing Requests Processed
Number of FBSS Family Contacts per FTE
Number of FBSS Caseworker
Adoptions
Average Number of Months from Termination of
Parental Rights to Consummation (Project Swift)
CPS Cases/Custody
Number of Children Dismissed from Conservatorship
Number of Adoptions Consummated
Percent of Children Remaining at Home as a Result
of FBSS Services
FY 2015-16
Estimate
FY 2016-17
Proposed
854
718
725
407
407
407
286
39
163
33
163
33
11
10
10
1,855
900
1,495
703
1,495
703
98%
98%
99%
FY 2015-16
Budget
FY 2015-16
Estimate
Appropriations:
FY 2014-15
Actual
Subtotal
FY 2016-17
Proposed
$0
2,603,398
71,900
$200
2,751,789
71,985
$200
2,751,789
71,985
$0
0
0
$2,675,298
$2,823,974
$2,823,974
$0
Program Changes
$0
Total
$2,675,298
$2,823,974
$2,823,974
$0
Funding associated with Bexar Countys contracts with the Texas Department of Family Protective Services
(TDFPS) is proposed in the Non-Departmental contingency budget for FY 2016-17. Bexar County is
currently working with the TDFPS and other agencies to identify alternative methods of providing child
abuse and neglect and adoption services that will result in better outcomes for the children being served.
Once this process is complete, funding will be allocated to the appropriate budget(s).
13-2
FUND: 100
COMMUNITY SUPERVISION/CORRECTIONS
(ADULT PROBATION)
Mission:
To achieve the rehabilitation and social reintegration of offenders by utilizing communitybased sanctions and/or services at all times through the partnerships with professional resources and
services within our community.
Vision:
To promote safety and provide protection throughout the community at all times by reducing
the incidence of criminal activity of the offenders placed under community supervision.
Develop professional working relationships with community organizations and agencies to

promote continued effective dialogue with the Bexar County Community Supervision and
Corrections Department (CSCD) in order to maximize the quality and quantity of services offered
to the offender.
Develop regional offices within the Bexar County CSCD boundaries for closer proximity to the
offender's home environment which will enable ease of supervision and accessibility for
offenders.
Increase community involvement in establishing quality intervention programs that will meet
the objective of reducing recidivism and make neighborhoods safer.
Develop quality sentencing alternatives for County and District Courts, which satisfies both the
community and the needs of the specialized offender.
Evaluate the efficacy of programs by utilizing data collection methods and to continuously
analyze results for the validation of program design.
To pursue an increase in restitution collection for victims by encouraging compliance with courtordered victim restitution through the use of available incentives.
Maintain the misdemeanor and felony revocation rate below the statewide benchmark.
Maintain the technical revocation rate for felony and misdemeanor cases below the statewide
benchmark.
Maintain accountability for case management and fiscal accountability low audit risk score.
The 10 Regionalized Regular Supervision units are comprised of 10

probation officers for each unit who each supervise 100 or more misdemeanor and felony offenders.
The caseloads are divided into Driving While Intoxicated (DWI) offenders, High Risk Offenders, and
Regular Probation. The offenders are supervised under standards based on the individual risk level.
Officers work to address the criminogenic need of offenders to assist them to become law abiding
individuals. The three geographical units include the West, Northeast, and Central Regional Units.
The Mentally Impaired Offender Facility (MIOF) provides treatment for mentally ill offenders who have
been court ordered to participate as a result of a Motion to Revoke Probation or as a result of a new
offense. Mentally impaired offenders will first be stabilized in the jail and then released to the Bexar
County Mentally Impaired Offender Facility. The maximum capacity is 60 offenders and the average
length of stay will be 60 to 90 days. The most salient program feature is the establishment of a
14-1
continuum of care beginning with mental health treatment while incarcerated, transitioning to the
Facility and then to the Mentally Impaired Caseload unit after release.
Substance Abuse Treatment Facility (SATF) provides substance abuse education/rehabilitation. It has the
capacity to house up to 200 male and female offenders at a time. The SATF uses cognitive behavioral
therapy to help offenders recognize situations, and how to cope more effectively with the problematic
negative behaviors.
Intermediate Sanction Facility II is a residential treatment facility that diverts nonviolent youthful
offenders from the overcrowded jail and prison system and provides adequate and sufficient supervision
to promote community safety and reduce crime and/or violations of community supervision conditions
through the swift certainty of sanctions. Intermediate Sanction Facility II is designed as a 40-bed maleonly facility.
Mental Impairment Caseload provides funding for Case Managers to serve felony offenders described
under the mental impairments priority population which is defined as individuals diagnosed with (1)
schizophrenia, (2) major depression or (3) bipolar disorder or (4) who are seriously impaired in their
functioning due to a mental condition and a Global Assessment Functioning level of 50 or below.
Sex Offender Management Unit supervises all sex offenders who meet the definition of a sex offender
under Article 62.01(5) Code of Criminal Procedure. The program addresses the criminogenic needs of
the offenders with a maximum caseload of 45 cases. The unit monitors treatment compliance and
conducts field visits on all assigned offender.
High Risk Gang Caseload targets high risk/high needs felony offenders who have been identified as gang
members. The program encompasses an intensive supervision plan that addresses criminogenic needs
of each offender in the program.
The Intermediate Sanctions Program serves offenders who are in risk of revocation for technical noncompliance with the conditions of probation. The program is a phased plan to intensively supervise
these offenders with the goal of sending into regular supervision.
Felony and Misdemeanor Drug Courts were implemented to target high risk/high needs felony or
misdemeanor offenders who are referred to the Drug Courts. They integrate substance abuse treatment
with the justice system through a continuum of treatment, rehabilitation and related services. Other
specialized treatment Courts include the following Courts with assigned specialized probation officers:
Mental Health Court, Prostitution Court, Veterans Court, and DWI Court.
High/Medium Reduction Caseload was established with the goal of reducing probation revocation. The
program utilizes a combination of progressive sanctions, incentives, increased supervision and
monitoring.
The Substance Abuse Aftercare Caseload program is designed to reduce the number of violators going to
prison due to substance abuse. Offenders exiting substance abuse facilities are placed in a caseload
that is capped at 60 probationers.
Treatment Alternatives to Incarceration Program (TAIP) provides screening, assessment, evaluation, and
referral services to the courts for individuals committing felony and misdemeanor crimes who have drug
14-2
or alcohol problems. The TAIP provides referral to residential treatment facilities or to outpatient drug
and alcohol treatment program provided within the department.
The Pre-Sentence Investigation unit completes a presentence report for all felony offenders prior to
sentencing. The unit utilizes evidence-based assessment tools to provide recommendations to the
Courts for conditions of community supervision.
The Court Liaison Officer Unit provides an assigned Probation Officer to each Court in Bexar County. The
Officer processes offenders into probation, prepares court documents, and represents the Department
in judicial proceedings.
The Intake unit provides initial in-processing to all offenders. The unit ensures each offender is
presented with their conditions of probation, conducts evidence-based assessments, collects DNA
samples as required by law, and enters all legal and financial information into the Departments
databases.
The Field Unit conducts visits in the offenders residence or place of employment. The Field Officers
ensure that offenders are compliant with ignition interlock requirements, GPS/electronic monitoring
units, curfews, and not in possession of firearms.
FY 2014-15
Actual
Number of Defendants Directly Supervised
Felony
Misdemeanor
Number of Cases in Specialized Units
Number of Cashiering Transactions
Residential Beds Available
Misdemeanor Placements Annually
Felony Placements Annually
Average Caseload per Officer
Regular Supervision
Specialized Supervision
PSI Completed per Officer
Total Offenders Revoked Monthly
Felony
Misdemeanor
14-3
FY 2015-16
Estimate
FY 2016-17
Proposed
19,541
11,634
7,906
2,469
505,000
300
9,192
4,573
20,157
11,434
8,723
2,500
495,000
300
10,044
4,517
20,500
11,500
9,000
2,500
475,000
300
10,500
4,600
132
45
180
129
45
165
120
45
140
1.1%
1.7%
1.2%
2.1%
1.1%
2%
FY 2014-15
Actual
Percentage of Early Termination
Felony
Misdemeanor
Technical Revocations as a Percentage of Total
Revocations
Felony
Misdemeanor
Appropriations:
FY 2014-15
Actual
Subtotal
FY 2015-16
Estimate
FY 2016-17
Proposed
12.4%
9.2%
11.6%
8.3%
12%
9%
42.3%
69.7%
47.6%
73.6%
42%
70%
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$555,350
55,031
248,910
$871,003
35,000
146,863
$886,032
51,253
146,863
$1,164,988
44,184
57,265
$859,291
$1,052,866
$1,084,148
$1,266,437
Program Changes
$0
Total
$859,291
$1,052,866
$1,084,148
$1,266,437
as described below.
Estimates. This is primarily due to a full year funding of Rental Expenses to be used for the
southeast satellite office, which is expected to begin operations in FY 2016-17.
Estimates. This is primarily due to one-time expenditures for Office Supplies and Office Furniture
related to the move into new satellite offices during FY 2015-16. Similar expenses will be
incurred when Adult Probation moves into the fourth and final satellite office. Funds for those
expenditures are proposed in Non-Department Contingencies Budget.
There are no Capital Expenditures budgeted in the FY 2016-17 Proposed Budget. One-time
capital expenditures related to the move into additional satellite offices (including Machinery &
Equipment, Communication & Security Equipment, etc.) was budgeted during FY 2015-16.
Similar expenses will be incurred when Adult Probation expands into the fourth and final
satellite office. Funds for those expenditures are proposed in Non-Departmental Contingencies
Budget.
14-4
During FY 2014-15, Adult Probation expanded its operations (which

previously were only downtown) to two satellite offices, one located in the northwest area of the
County and one located in the northeast area of the County. The purpose of this expansion was and
continues to be to move the majority of Adult Probations operations into four satellite offices that are
strategically located throughout the County to be more convenient for probationers to meet their
reporting requirements. Adult Probation plans to continue moving its remaining operations into two
additional satellite offices in the southeast and southwest area of the County during FY 2016-17.
Funding related to the continued expansion into the fourth and final satellite office, southwest satellite
office, is placed in Non-Departmental Contingencies in the FY 2016-17 Proposed Budget pending the
approval of their plans and finalization of the associated costs. Adult Probations FY 2016-17 General
Fund Proposed Budget is comprised of funding to support their current operations only, including the
two existing satellite locations and the southeast satellite location, which is expected to begin
operations in November 2016.
14-5
FUND: 100
CONSTABLE, PRECINCT 1
Mission:
To provide a safe living and working environment for the citizens of Precinct 1 and to
effectively serve and protect the community in a professional manner that promotes an environment
that is safe for citizens at home and work.
Vision:
To serve the Precinct 1 community by providing a model neighborhood law enforcement

department with properly trained and equipped Deputy Constables who serve the community in a
professional and sensitive manner.
Provide the Justice of the Peace Court with trained officers to ensure the safety and security of
all court personnel, and all those having business with the Justice Court.
Increase the efficient delivery of civil process papers in a timely manner.
Actively improve the execution of criminal warrants, while minimizing any adverse effects for
those persons we serve including those arrested.
Bexar County has four Constables elected to four-year terms by the

residents of their respective precincts. Under Texas law, Constables and their Deputies must execute
and return any process, civil or criminal, issued to them by a lawful official. This includes any warrant,
citation, notice, subpoena, or writ in Bexar County, or in certain cases, contiguous counties. Locally,
Constables serve civil and criminal process originating in the Justice of the Peace Courts, District Courts
and County Courts-at-Law. By State statute, Constables are mandated to attend to the Justice of the
Peace Courts in their respective precincts, to include providing security services, transporting prisoners,
and summoning jurors.
FY 2014-15
Actual
Warrants Received
Civil Process Issued
Total Papers Issued
Warrants Served per FTE
Civil Process Served per FTE
Total Papers Served per FTE
Warrants Served
Civil Process Served
Total Papers Served
15-1
FY 2015-16
Estimate
FY 2016-17
Proposed
11,466
7,374
18,840
40,561
8,049
48,610
40,000
8,000
48,000
799
354
1,153
908
344
1,251
908
344
1,251
15,975
7,085
23,060
19,059
7,215
26,273
19,059
7,215
26,273
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$1,616,170
3,759
88,853
79,072
33,177
$1,641,466
3,000
86,668
83,979
2,175
$1,728,078
2,092
87,318
74,546
1,678
$1,688,048
2,405
80,901
90,450
0
Subtotal
$1,821,031
$1,817,288
$1,893,712
$1,861,804
Program Changes
$47,193
Total
$1,821,031
$1,817,288
$1,893,712
$1,908,997
The FY 2016-17 Proposed Budget remains relatively flat when compared to FY 2015-16 Estimates
as described below.
Estimates. This is due an increase in temporary salary expenses in FY 2015-16, as well as
unbudgeted payouts to Deputy Constables who accrued overtime hours in excess of the
maximum balance allowed by the Fair Labor Standards Act (FLSA). There is not funding
proposed for temporary salary expenses in FY 2016-17 in accordance with the program
change described below.
The Travel, Training, and Remunerations group increases by 15 percent when compared to FY
2015-16 Estimates. This is due to an increase in funds provided for the Constable and Deputy
Constables to attend various trainings and law enforcement seminars.
Estimates. This is due to the purchase of technology equipment in FY 2015-16.
The Supplies and Materials group increases by 21.3 percent when compared to FY 2015-16
Estimates. This is due to increases in funding for vehicle fuel and body armor for deputies and
office furniture for administrative staff in FY 2016-17.
There is no proposed funding for the Capital Expenditures group for FY 2016-17. Funding for
training room audio and visual upgrades was expensed in FY 2015-16.
15-2
The FY 2016-17 Proposed Budget includes one program change for a total cost of $47,193 as
described below.
The program change adds one Administrative Clerk II (NE-02), for a total cost of $47,193,
including salary and benefits. Since the end of FY 2014-15, the workload distribution has
shifted significantly across the Constable precincts, and Precinct 1 has a higher workload
relative to the other precincts. Increased full-time administrative staff will help maximize
efficiency. As a result of this program change, funding for one part-time, temporary
Administrative Clerk II position is removed from FY 2016-17 proposed budget, in the amount
of $19,005.
Policy Consideration: In November 2013, the Justice of the Peace and Constable precinct lines
were redistricted to align with those of County Commissioners. Prior to the redistricting process, the
countywide population distribution and associated workload between the Precincts was notably out of
balance. Based upon the new population in each precinct, a new overall workload was estimated for
each precinct and authorized positions were redistributed accordingly.
In addition to redistricting, Bexar County reached an agreement on Addendum (A-11) with the City of
San Antonio (City) to the Master Interlocal Agreement which commenced on October 1, 2013. The
Addendum established a Uniform Truancy Case Management Program. Effective October 1, 2014, the
County waived its exclusive original jurisdiction and transferred all cases to the City involving juveniles
12 years or older who were charged with offenses related to truancy. The transfer of truancy cases to
the City caused a decrease in the overall number of new cases filed with the justice courts.
The workload impacts of both redistricting and the truancy agreement have been significant. However,
under Commissioners Court direction, the Budget Department refrained from making any workloadrelated personnel changes in Constable Offices in the FY 2015-16 Adopted Budget until the full effects
of these recent changes could be realized and it could confidently be determined that the new
workload distribution has largely stabilized. Workload impacts were reviewed for Constables and
Justices of the Peace during FY 2015-16 and the appropriate recommendations are made in the FY
2016-17 Proposed Budget.
FY 2014-15
Actual
Constable
Administrative Clerk I (Part-time)
Administrative Clerk II
Chief Deputy Constable
Criminal Warrants Processor
Deputy Constable
Office Assistant IV
Senior Deputy Constable
Total Constable, Precinct 1
15-3
FY 2015-16
Estimate
FY 2016-17
Proposed
1
0.5
2
1
0
18
1
2
1
0.5
2
1
1
18
1
2
1
0.5
3
1
1
18
1
2
25.5
26.5
27.5
FUND: 100
Mission:
The mission of the Constables Office, Precinct 2, of Bexar County is to promote a safe and
responsible local community by enforcing Court orders, supporting and practicing prevention and early
intervention, working in complement with other law enforcement agencies while avoiding duplication of
services and reducing the number of traffic accidents in Precinct 2.
Vision:
The vision of the Constables Office, Precinct 2, is to collaborate with all law enforcement
agencies and communities, to maintain safety for the citizens of Bexar County, while adapting
to challenging times and new technology.

FY 2014-15
Actual
Warrants Received
Total Papers Issued
16-1
FY 2015-16
Estimate
FY 2016-17
Proposed
18,085
9,463
27,548
13,519
10,825
24,344
8,953
12,187
21,140
838
408
1,246
814
442
1,256
908
344
1,251
FY 2014-15
Actual
Warrants Served
Total Papers Served
19,277
9,379
28,656
FY 2015-16
Estimate
18,725
10,160
28,885
FY 2016-17
Proposed
15,428
5,840
21,269
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$1,777,021
9,054
300,062
103,475
0
$1,813,027
10,000
305,804
119,626
17,959
$1,769,527
9,605
289,840
95,881
17,873
$1,881,195
10,560
266,382
96,300
0
Subtotal
$2,189,612
$2,266,416
$2,182,726
$2,254,437
Program Changes
($347,337)
Total
$2,189,612
$2,266,416
$2,182,726
$1,907,100
The FY 2016-17 Proposed Budget decreases by 12.6 percent when compared to FY 2015-16
Estimates. This is due to turnover experienced during FY 2015-16, which is not anticipated to
2015-16 Estimates. Funding is provided at the FY 2015-16 budget level for various law
enforcement seminars and training for the Constable and his staff.
Estimates. This is due mostly to a decrease in lease expenses for the facility occupied by the
Constable.
16-2
The Supplies and Materials group remains relatively flat when compared to FY 2015-16
Estimates. The budgeted amounts for vehicle fuel and various other supplies line items are
adjusted to more closely align with estimated expenditures.
There is no proposed funding for the Capital Expenditures group for FY 2016-17. The FY 201516 budget included the purchase of Tasers.
The FY 2016-17 Proposed Budget includes one program change for a total savings of $347,337 as
described below.
This program change deletes six Deputy Constables for a total savings of $347,337, including
salary and benefits. Since the end of FY 2014-15, the workload distribution has shifted
significantly across the Constable precincts, and Precinct 2 has a lower workload per deputy
compared to the countywide benchmark. Average workload per deputy is expected to be
more evenly distributed amongst the precincts following this program change.
In November 2013, the Justice of the Peace and Constable precinct lines
16-3
FY 2014-15
Actual
Constable
Deputy Constable
Office Assistant I
16-4
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
17
2
5
1
1
1
17
3
5
1
1
1
11
3
5
27
28
22
FUND: 100
Mission:
It is the mission of Bexar County Constable, Precinct 3 Office to serve the citizens of this
precinct and Bexar County in a professional, courteous, educated, and respectful manner. This office will
execute all legal documents delivered to this office in an efficient, timely, and professional manner, as
well as make all returns promptly and accurately. Included in this mission is a mandate to show respect
to all persons that this office contacts and to have compassion for those in need of our aid and services.
To accomplish the mission of Bexar County Constable, Precinct 3 Office, we will strive to educate
ourselves in all areas of law enforcement, cultural diversity and sensitivity, racial profiling, use of force,
and protection for all citizens.
Vision:
The vision for the Constables Office encompasses working with the Justice of the Peace
Courts to: improve efficiency, ensure that civil process is efficient and cost-effective for the taxpayers,
vigorously enforce traffic laws to minimize deaths and injuries, and maximize the safety level of the
motoring public in Bexar County.

FY 2014-15
Actual
Warrants Received
Total Papers Issued
17-1
FY 2015-16
Estimate
FY 2016-17
Proposed
11,232
7,062
18,294
11,601
7,768
19,369
11,970
8,474
20,444
486
387
908

Warrants Served
Total Papers Served
FY 2014-15
Actual
304
790
FY 2015-16
Estimate
327
714
FY 2016-17
Proposed
344
1,251
10,200
6,391
16,591
8,124
6,877
15,001
13,613
5,153
18,767
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$1,634,511
3,419
231,460
163,030
0
$1,638,202
8,840
214,966
135,514
9,714
$1,780,878
4,652
227,817
114,889
9,714
$1,709,711
7,800
179,023
92,900
0
Subtotal
$2,032,420
$2,007,236
$2,137,950
$1,989,434
Program Changes
($317,196)
Total
$2,032,420
$2,007,236
$2,137,950
$1,672,238
Program Justification & Analysis:
The Personnel Services group decreases by 4 percent when compared to FY 2015-16 Estimates.
This is due to unbudgeted payouts in FY 2015-16 to Deputy Constables, an Administrative Clerk,
and an Office Assistant who accrued overtime hours in excess of the maximum balance allowed
by the Fair Labor Standards Act (FLSA). These costs are not budgeted in FY 2016-17.
2015-16 Estimates. Funding is provided for various law enforcement trainings and seminars.
Estimates. This is due mostly to a decrease in rental expenses, in accordance with the lease
agreement.
17-2
Estimates. This is due mostly to a decrease in funding for vehicle fuel. All Constable offices are
budgeted the same amount of fuel per uniformed officer in FY 2016-17.
There is no proposed funding for the Capital Expenditures group for FY 2016-17. Funding was
provided in FY 2015-16 to replace internet wiring in the facility.
described below.
This program change deletes six Deputy Constables for a total savings of $317,196, including
compared to the countywide benchmark. Average workload per deputy is expected to be more
evenly distributed amongst the precincts following this program change.
In November 2013, the Justice of the Peace and Constable precinct lines
17-3
FY 2014-15
Actual
Constable
Administrative Clerk I
Deputy Constable
Office Assistant III
17-4
FY 2015-16
Estimate
FY 2016-17
Proposed
1
2
1
1
16
1
5
1
2
1
1
16
1
5
1
2
1
1
10
1
5
27
27
21
FUND: 100
Mission:
To enforce all court orders.

To support and practice crime prevention and early intervention activities.
To work in complement with other law enforcement agencies and local school districts while
avoiding duplication of service.
Vision:
To continue to provide cost effective civil process service for our customers and the taxpayers.
To have fewer school age children on the streets during school hours, resulting in less juvenile
crime and fewer dropouts.
To develop a close working relationship with the Justice of the Peace and Juvenile Court systems
to increase efficiency.
To promote less crime in neighborhoods through the use of prevention and early intervention
programs identified and supported by the community.
To continue to work with all law enforcement agencies in an effort to be a viable force to solve
community problems and avoid duplication of services.

FY 2014-15
Actual
Warrants Received
Total Papers Issued
19,575
12,824
32,399
18-1
FY 2015-16
Estimate
11,729
12,529
24,258
FY 2016-17
Proposed
12,000
12,234
24,234
FY 2014-15
Actual
Warrants Served
Total Papers Served
FY 2015-16
Estimate
FY 2016-17
Proposed
373
468
840
326
498
824
908
344
1,251
7,826
9,819
17,645
6,851
10,456
17,307
14,521
5,497
20,018
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$1,711,593
3,781
324,592
94,446
67,728
$1,756,443
5,100
332,503
108,689
64,187
$1,853,566
4,802
323,751
97,523
64,157
$1,829,064
5,740
318,210
81,900
0
Subtotal
$2,202,140
$2,266,922
$2,343,799
$2,234,914
Program Changes
($275,842)
Total
$2,202,140
$2,266,922
$2,343,799
$1,959,072
Estimates. During FY 2015-16, one Deputy Constable position was transferred from the Grant
Fund to the General Fund as the grant expired. Full funding is provided for positions on the
authorized position list in the FY 2016-17 Proposed Budget.
The Travel, Training, and Remunerations group increases by 19.5 percent when compared to
FY 2015-16 Estimates. Additional funding is provided for the Constable and his staff to attend
various law enforcement training and seminars.
18-2
Estimates. This is due to a decrease in rental expenses in accordance with the lease
agreement, as well as a decrease in funding for one-time technology purchases.
The Supplies and Materials group decreases by 16 percent when compared to FY 2015-16
Estimates. This is due to unbudgeted and unanticipated expenditures for safety supplies
during FY 2015-16.
There is no proposed funding for the Capital Expenditures group for FY 2016-17. Funding was
provided in FY 2015-16 to purchase an X-ray machine to be used for building security, as well
as Tasers for deputies.
described below.
This program change deletes five Deputy Constables for a total savings of $275,842, including
compared to the countywide benchmark. Average workload per deputy is expected to be
more evenly distributed amongst the precincts following this program change.
18-3
FY 2014-15
Actual
Constable
Deputy Constable*
Senior Deputy Constable*
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
2
18
1
3
1
1
1
2
19
1
3
1
1
1
2
14
1
2
27
28
22
*One Deputy Constable was added without authorization in November 2015. As a result, one
vacant Senior Deputy Constable position is deleted in the FY 2016-17 budget.
Note: Correction was made to authorized position list to exclude three Deputy Constables who were
grant-funded.
18-4
FUND: 100
COUNTY AUDITOR
Mission: To be an independent and progressive organization recognized for professionalism
in carrying out the County Auditors duties and responsibilities. To provide timely, accurate and
meaningful financial information on the fiscal affairs of County government and to provide
ancillary support to the Commissioners Court, other elected officials, department heads and the
general public.
Vision: Create and maintain an environment of sound fiscal management and efficient
financial operations at all levels of county government, through aggressive support, increased
interactive collaboration and communication to assure efficient collection and reporting of
revenues and legal compliance with budget expenditures.
PROFESSIONALISM To set and meet quality professional standards in carrying out the duties
and responsibilities of the County Auditors Office.
INDEPENDENCE To maintain an appropriate level of independence in order that the Auditors
Office may freely question and investigate County programs and issues.
INNOVATION/PRODUCTIVITY To encourage and promote innovative and productive
approaches to current programs and processes both in the Auditors Office as well as
other Bexar County Offices and Departments.
PERSONAL GROWTH AND ENRICHMENT To provide quality training as well as open

communications to develop job skills, personal growth, professionalism, and an environment
which encourages innovation and positive attitudes.
The Auditors Office is organized into three divisions: Administrative

Division, Accounting Division, and Internal Audit Division.
The Administrative Division is headed by the First Assistant County Auditor and includes the
Executive Administrative Assistant to the County Auditor, contract monitoring, retirement
counseling, and Payroll sections. Reporting to the Executive Assistant is the receptionist, and
the accounting aides (interns). The division is responsible for ensuring that support is available
for the County Auditor as needed, that departmental operations function smoothly, that all
contracts are read and approved as appropriate, that all county personnel requiring retirement
assistance and counseling receive the proper information, and that all county personnel are
paid properly and timely. In addition, this division fields and responds to internal and public
open record requests for County financial information.
The Accounting Division is under the direction of the Director of Accounting and is comprised
of the following functions: financial accounting and reporting, grant accounting and reporting,
banking services, revenue accounting, revenue forecasting, accounts receivable, accounts
19-1
payable, and capital project accounting. The Accounting Division is responsible for major annual
projects that include the preparation of the Comprehensive Annual Financial Report (CAFR),
and the County Wide Revenue Forecast Certification.
The Internal Audit Division of the Bexar County Auditors Office conducts internal reviews,
automated system reviews, and special projects for the Auditor and other County offices and
departments. Internal Audit Technical Support also functions as a point of contact for assisting
County offices and departments with financial system troubleshooting, answering questions
from how to record and enter transactions to fielding requests for security profile and system
access changes. The Audit Division is also responsible for assisting the County Auditor in
adopting and enforcing regulations consistent with the law needed for the speedy and proper
collecting, checking, and accounting for the receipt of funds that belong to the County or to a
person for whom a district, county or precinct officer has made collection and the officer holds
the funds for their benefit. The Internal Audit Division conducts regular audits of cash on hand
at all county offices.
Additional Goals of the Internal Audit Division are to:
1. Safeguard county assets and revenues.
2. Safeguard public funds not belonging to the county.
3. Safeguard public funds in the control of the county, district and precinct officials.
4. Find ways to increase revenue and reduce costs.
5. Protect the County from unnecessary liability while maintaining efficient delivery of
services.
The County Auditor is required to follow the Local Government Code to enforce regulations,
prescribes the Countys prescribing system, maintain oversight of the books and records of the
collection of money, investigate the correctness of County accounting, and examine public
funds that are subject to the control of any precinct, county, or district official.
FY 2014-15
Actual
Work Load Indicators:
Number of Internal Audit Special Projects
Number of Payroll Distributions
Number of Invoices Processed
Number of Grants Monitored
Number of Financial/Cashiering System Trainings
Number of Deposit Warrants Processed (Revenue)
19-2
16
125,512
106,553
129
38
9,427
FY 2015-16
Estimate
17
127,869
105,519
128
42
9,984
FY 2016-17
Proposed
17
125,000
105,625
129
42
10,050
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Average Status Form Change per FTE
Average Personnel Status Changes by spreadsheet per
FTE
Average Number of Payments Processed per FTE
Average number of Invoices Processed per FTE
Average number of Grants Monitored per FTE
Average Number of Deposit Warrants per FTE
Percentage of Audit Reports Issued to Audits
Scheduled
Length of Time to Process Invoices
Amount of Potential Revenue Identified by Internal
Audit
3,169
3,425
3,333
3,510
2,358
5,920
32
3,142
2,184
2,317
5,862
32
3,332
2,333
2,342
5,868
32
3,350
90%
9.5 min.
92%
9 min.
93%
8.5 min.
$50,271
$97,709
$110,000
FY 2015-16
Estimate
FY 2016-17
Proposed
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
$4,498,226
21,125
53,699
47,543
$4,510,073
25,985
57,459
49,046
$4,545,790
22,182
56,079
49,468
$4,635,009
22,950
55,136
47,546
$4,620,593
$4,642,563
$4,673,519
$4,760,641
Program Changes
$64,810
Grand Total
$4,620,593
$4,642,563
$4,673,519
$4,825,451
as described below.
The Personnel Services group increases by 2 percent compared to FY 2015-16 Estimates. This is
primarily due to turnover that occurred in FY 2015-16.
The Travel, Training and Remunerations group increases by 3.5 percent compared to FY 2015-16
Estimates. Funding is provided at a level that is consistent with last years expenditures.
19-3
Estimates. This is primarily due to one-time purchases of technology in FY 2015-16 that will not
The Supplies and Materials decreases by 3.9 percent when compared to FY 2016-17 Estimates.
This is primarily due to one-time purchases of office furniture in FY 2015-16 that will not occur in
FY 2016-17.
The FY 2016-17 Proposed Budgeted includes one program change for a total cost of $64,810, as
described below.
One program change adds one Accountant II (NE-09) position for a total cost of $64,810,
including salary and benefits. This position is recommended in the Accounting Division to
address the increase in County T-Card and P-Card transactions. These transactions must be
processed weekly so that the County can take advantage of rebates on expenditures.
FY 2014-15
Actual
Executive
County Auditor
Executive Assistant
First Assistant County Auditor
Technical Support Manager
Total Executive
Accounting
Accountant I
Accountant II
Accountant III
Accountant IV
Accountant V*
Accounting Clerk
Accounting Clerk II
Accounting Clerk III
Accounting Division Director
Assistant Manager of Payroll Operations
Manager of Accounts Payable
Manager of Banking Services
Manager of Capital Improvements & Contracts
Manager of Financial Accounting
Manager of Grants
Manager of Payroll Operations
19-4
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
7
4
1
3
2
1
3
1
1
1
1
1
1
1
1
2
7
4
1
3
2
1
3
1
1
1
1
1
1
1
1
2
8
4
1
3
2
1
3
1
1
1
1
1
1
1
1
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
2
1
1
1
1
2
1
1
1
2
36
36
37
Audit
Director of Audit Division
Manager of Audit Services
Staff Auditor II
Staff Auditor IV
Staff Auditor V**
1
1
2
2
1.5
1
1
2
2
1.5
1
1
2
2
1.5
Total - Audit
7.5
7.5
7.5
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
53.5
53.5
54.5
Manager of Retirement & Payroll Administration

Staff Auditor I Payroll
Staff Auditor II Payroll
Supervisor of Operations
Total Accounting
Special Projects
Director of Special Projects
Manager of Special Projects
Financial System Functional Lead
Financial System Assistant Functional Lead
Cashier System Coordinator
Total - Special Projects
Grand Total - County Auditor
* One Accountant V is paid 100 percent out of the General Fund but reimbursed 30% from RMA funds.
** One Staff Auditor V is paid 50 percent from grant funds and 50 percent from the General Fund.
19-5
FUND: 100
COUNTY CLERK
Mission:
To provide the County government and the general public with the efficient handling of
documents, and to insure that records are provided for public use in a manner that is consistent with
the highest standards of law.
Vision:
The County Clerks Office is more than just a keeper of records: it is a distributor of them. To
fulfill this vision, we will continually seek to expand the use of technology in our operations, striving to
keep pace with the needs of a growing public and an increasingly complex County government.
To efficiently record, index and make publicly available all documents filed with the Office.
To provide the necessary levels of support for the County Courts-at-Law, Probate Courts and
Commissioners Court operations, and to establish a cooperative, collaborative working
relationship with all other branches of the County government.
To assist with mental health operations in the County; to protect the welfare of the community
by removing persons who are a danger to themselves or others; to ensure that the health and
rights of individuals within the system are safeguarded.
To manage all current operations with fiscal and operational accountability and to focus
planning efforts on expanding and improving services to meet future needs.
To develop and maintain a highly trained, dedicated and informed staff and to ensure that all
staff members have the tools and equipment necessary to perform their tasks.
To provide a pleasant and safe working environment for employees and members of the public.
To provide the highest level of service in daily interaction with the public and to treat every
person with courtesy and respect.
To adhere to all statutory requirements as prescribed by State and County law; to vigilantly
safeguard the records under custodianship and to uphold the rights of individuals and the
public.
The County Clerk is the official record keeper for Bexar County. As such, the
County Clerks Records Division indexes, copies, exhibits, preserves, and protects all land and personal
official records of Bexar County and its citizens. Records include deeds, deeds of trust, abstracts of
judgment, Uniform Commercial Code (UCC) documents, prenuptial agreements, military discharges,
hospital liens, mechanic liens, federal tax liens, marriage licenses, and assumed business names. The
Deeds Unit of the County Clerks Record Division maintains historical records dating from 1699 through
1836. These records are preserved as the Spanish Archives. The County Clerk also maintains records
dating from 1836 through the present, maintaining a complete chronological record for Bexar County.
The Vital Statistics Unit maintains business name records and marriage records from 1836 to present,
birth and death records prior to 1967, school records, cattle brands, and warehouse bonds.
The Treasury Division invests, monitors, and disburses over $4 million in minors trust funds generated
from the settlement of lawsuits, proceeds from estates, eminent domain funds, and bonds.
20-1
The County Clerk is also the Clerk of the Commissioners Court. The Administration Division of the County
Clerks Office records and preserves all the records of Commissioners Court hearings and public meetings.
The County Clerk is the statutory Clerk for Bexar Countys thirteen Criminal County Courts at Law. The
Criminal Courts Division manages the County Courts at Laws daily caseload to ensure an expedient flow of
cases through the judicial system. This Division records and maintains records of criminal Class A and B
misdemeanors and bond forfeiture cases.
The Civil Courts Division, created in FY 2007-08, combines all of the County Clerks civil judicial
responsibilities into one Division. These areas of responsibility include Civil Courts, Mental Health activities
and the Probate Courts.
The Civil Courts Division manages the daily caseload of two Civil County Courts at Laws to ensure an
expedient flow of cases through the judicial system. This Division records and maintains records of civil suits
up to $100,000. The Probate Section files, prepares, and preserves as permanent record all wills,
administrations, guardianships, condemnations, and related matters for Bexar Countys Probate Courts, as
well as staffing dockets cases, posting notices, and preparing case files for hearing dates in addition to
Probate Court cases, involuntary mental health commitment cases, and 4th Court of Appeals transcripts and
case documentation. The Mental Health Section serves Bexar County and a thirty-county area by assisting
with all mental health patient activity with referring county, public, and private healthcare facilities. Mental
Health Section staff files and maintains records and docket hearings related to probable cause,
commitment, chemical/substance abuse, and mental retardation cases. Unlike other County hearings,
these are held away from the Courthouse at alternative locations for the patients benefit. Mental Health
Section staff provides support for and attends these hearings. They also handle direct patient and out-ofarea billing.
The Licensing and Vital Statistics Section is responsible for issuing marriage licenses (formal and informal),
issuing applications and certified copies for incorporated, un-incorporated, and abandonment of assumed
names, as well as beer & wine licenses. This section is also responsible for the recording and the
custodianship of the following documents: marriage licenses, informal marriage licenses, DD214s, birth
certificates, death certificates, assumed names, cattle brands, oaths of office and bonds, personal financial
statements of county officials and county judicial officers, county financial records, UCCs, and deputations.
The County Clerk is elected Countywide for a term of four years.
FY 2014-15
Actual
Number of Cases Filed (Criminal)
Number of Cases Filed (Probate)
Number of Cases Filed (Civil)
Number of Cases Filed (Mental Health)
33,087
4,890
43,190
4,464
20-2
FY 2015-16
Estimate
36,000
5,000
36,410
4,638
FY 2016-17
Proposed
38,000
5,100
39,799
4,870
FY 2014-15
Actual
Cases Filed per FTE (Criminal)
Cases Filed per FTE (Bond Forfeiture)
Cases Filed per FTE (Probate)
Cases Filed per FTE (Civil)
Amount of dollars deposited into the Treasury per FTE
Percentage of Records Filed Electronically
Percentage of Cases Filed and Ready for Disposition
(Bond Forfeiture)
Percentage of Daily Public Inquiries Satisfied
Percentage of Available Cases Set (Civil)
Percentage of Fees Collected (Mental Health)
FY 2015-16
Estimate
2,363
2,571
374
395
445
454
632
650
$170,617,259 $173,333,333
FY 2016-17
Proposed
2,714
400
464
667
$175,000,000
64%
68%
68%
75%
75%
75%
98%
97%
85%
98%
97%
85%
98%
97%
85%
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$6,910,706
4,472
168,663
188,064
$7,040,287
12,235
160,552
208,500
$7,679,039
5,236
149,947
208,583
$7,453,323
15,215
174,755
223,500
$7,271,905
$7,421,574
$8,042,805
$7,866,793
Program Change
($23,826)
Total
$7,271,905
$7,421,574
$8,042,805
$7,842,967
as described below.
Estimates. The decrease is due to employees separation payouts that occurred in FY 2015-16,
which are not budgeted in FY 2016-17.
20-3
The Travel, Training and Remunerations group increases significantly when compared to FY
2015-16 Estimates. Funding is proposed for travel associated with the upcoming 85th Session of
the Texas Legislature, which will begin January 10, 2017. Funding is also proposed for required
certifications and continuing education for the County Clerk and staff.
Estimates. This is primarily due to an increase in the Repairs and Maintenance Office
Equipment and Furniture account as requested by the County Clerks Office. Funding will cover
any increases in the annual maintenance agreements for the coin counter and currency
counters, typewriter maintenance, and the time clock.
The Supplies and Materials group increases by 7.2 when compared to FY 2015-16 Estimates.
Funding is proposed for the purchase of new furniture for the Criminal Division of the County
Clerks Office.
The FY 2016-17 Proposed Budget includes five program changes for a total cost savings of $23,826
as described below.
The first program change proposes to add one Office Assistant IV (NE-05) in the Administrative
Division for a total cost of $55,888, including salary, benefits, and technology. The position is
proposed to provide customer service functions in the new Spanish Archives Center to be
located in the Federal Reserve Building.
The second program change proposes two salary adjustments and title changes for two Court
Services Supervisors (NE-09) to Court Services Coordinators (NE-09) in the Criminal Courts
section. The cost of this program change is $10,911, including salary and benefits. The salary
adjustments will compensate these two employees for performing job duties associated with
the County Courts Manager (E-09) position, which is proposed to be deleted in FY 2016-17.
The third program change proposes to add one Government Relations Advisor (E-09) in the
Administration division and to delete one County Court Manager (E-09) in the Criminal Courts
division. This program change results in a savings of $30,202, including salary and benefits. The
position is proposed to assist the County Clerk with legislative issues.
The fourth program change proposes to add five Data Clerks (NE-05), delete one Lead Indexing
& Verification Clerk (NE-03), and delete six Indexing & Verification Clerks (NE-03) in the Records
division. This program change results in a savings of $60,423, including salary and benefits. Due
to the complexity of new software that will be implemented in FY 2016-17, the tasks of the
newly proposed positions will require additional expertise in computer operations. The positions
will correct database issues, and verify and index both microfilm and digital reproduction of
permanent real property records. The new positions will also be responsible for updating the
Official Public Records database and maintaining a GIS foreclosure map web application.
20-4
Administration
Administrative Assistant
Archivist (Part-time)
Chief Deputy County Clerk - Operations
Chief Deputy For County Clerk
Commissioners Court Coordinator
County Clerk
Executive Assistant
Government Relations Advisor
Human Resources Analyst
Office Assistant IV
Senior Analyst - Planning and Policies
FY 2014-15
FY 2015-16
FY 2016-17
Actual
Estimate
Proposed
1
0.5
1
1
1
1
1
0
1
0
1
1
0.5
1
1
1
1
1
0
1
0
1
1
0.5
1
1
1
1
1
1
1
1
1
8.5
8.5
10.5
Total Criminal Courts
1
33
0
2
15
2
53
1
33
0
2
15
2
53
0
33
2
0
15
2
52
1
8
3
5
2
1
8
9
37
1
8
3
5
2
1
10
9
39
1
8
3
5
2
1
10
9
39
Criminal Courts
County Courts Manager
Court Clerk
Court Services Coordinator
Court Services Supervisor
Court Operations Clerk
Lead Court Operations Clerk
Civil Courts
Civil Courts Manager
Court Clerk
Court Services Supervisor
Mental Health Clerk
Lead Court Operations Clerk
Lead Mental Health Clerk
Senior Court Operations Clerk
Probate and Estates Clerk
Total Civil Courts
20-5
FY 2014-15
Actual
Licensing and Vital Statistics
Licensing Clerk
Licensing and Vital Statistics Manager
Recording and Operations Clerk
Recordings Services Supervisor
Vital Statistics Clerk
FY 2015-16
Estimate
FY 2016-17
Proposed
0
1
10
2
0
7
1
0
2
3
7
1
0
2
3
13
13
13
0
0
0
0
2
0
19
0
4
1
0
0
4
6
1
0
1
0
7
4
1
2
5
4
0
0
0
1
0
7
4
1
2
26
26
24
4
1
1
1
4
1
1
1
4
1
1
1
Total Treasury
Total County Clerk
144.5
146.5
145.5
Total Licensing and Vital Statistics

Records
Data Clerks
Deeds Records Clerk
Indexing and Verification Clerk
Lead Indexing and Verification Clerk
Lead Recording Operations Clerks
Lead Recording Services Clerks
Recording and Operations Clerk
Recording Services Clerk
Recordings Services Supervisor
Recordings Manager
Records Center Clerk
Total Records
Treasury
Treasury and Court Registry Clerk
Treasury and Bookkeeping Services Supervisor
Registry Funds Accountant
Treasury Manager
20-6
FUND: 100
ACCOUNTING UNITS: 3400-3415
COUNTY COURTS-AT-LAW
Mission:
County Courts-at-Law will provide current required levels of case dispositions while
positioning the Courts to address the challenges of the future.
Vision:
The Bexar County Courts-at-Law are leaders in providing the citizens of Bexar County with
professional, efficient, and compassionate court services. The Judges and staff work hard to achieve the
proper balance between the requirements of the law, the needs of the people, and the fiscal ability of
the County government.
Provide the highest level of court services to the citizenry commensurate with available
resources.
Conduct continuous reviews of the court systems ability to serve the community.
Encourage development of improved methods for achieving improved efficiency.
Review and monitor court collections to identify and resolve problem areas.
The County Courts-at-Law provide legal resolutions in both criminal

misdemeanor and civil cases. There are fifteen statutory courts and one Auxiliary Jail court in the Bexar
County system. Two of the County Courts-at-Law give preference to civil cases in which the matter in
controversy exceeds $500 but does not exceed $100,000. They provide adjudication in suits of debt,
negligence, personal injury, delinquent taxes, and eminent domain. The remaining thirteen statutory
County Criminal Courts have general jurisdiction and provide adjudication in misdemeanor criminal
cases where the punishment, upon conviction, may be a fine not to exceed $4,000 or a jail sentence not
to exceed one year. Three courts are were created by the 81st Legislature. The Auxiliary Court #1 (Jail
Court) handles misdemeanor cases involving jailed defendants and is located within the Adult Detention
Center. The use of this Court results in faster case dispositions and in significant savings to the County in
terms of reducing the number of nights inmates spend in jail awaiting court hearings and minimizing the
transportation of inmates between the jail and the Justice Center or Courthouse.
FY 2014-15
Actual
Pending Cases on Docket on Oct 1
New Cases
Other Cases Reaching Docket
Dispositions
Cost per Disposition
Average Indigent Defense Cost per Appt
21-1
FY 2015-16
Estimate
FY 2016-17
Proposed
35,137
29,573
21,446
37,759
34,603
25,390
19,608
34,616
31,070
29,138
22,267
37,148
$144
$104
$31
$95
$96
$98
FY 2014-15
Actual
Clearance Rate
Cases Disposed within 90 days
FY 2015-16
Estimate
79%
40%
FY 2016-17
Proposed
106%
38%
93%
39%
Appropriations:
FY 2014-15
Actual
Personnel Services
Total
County Court 1 (3401)
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$675,098
4,966
68,931
25,891
4,845
$705,925
5,000
60,750
43,545
0
$751,154
4,090
65,916
42,532
0
$732,252
5,000
65,691
32,000
0
$779,731
$815,220
$863,692
$834,943
$406,104
158
202,713
$401,845
1,000
192,500
$381,451
158
172,503
$408,224
1,000
185,000
$608,975
$595,345
$554,112
$594,224
$405,167
1,474
186,462
$413,282
1,000
192,500
$410,220
1,474
172,310
$419,528
1,000
185,000
$593,103
$606,782
$584,004
$605,528
$376,857
190
$410,562
0
$407,298
0
$416,944
0
$377,047
$410,562
$407,298
$416,944
21-2
FY 2014-15
Actual
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$397,039
2,013
196,882
$401,968
1,000
192,500
$403,869
2,013
185,145
$408,276
1,000
185,000
$595,934
$595,468
$591,027
$594,276
$390,978
756
194,516
$395,244
1,000
192,500
$400,754
2,491
162,383
$405,129
1,000
185,000
$586,250
$588,744
$565,628
$591,129
$404,962
690
240,161
$400,758
1,000
192,500
$408,137
690
207,281
$408,459
1,000
185,000
$645,813
$594,258
$616,108
$594,459
$381,278
767
168,394
$376,929
1,000
192,500
$386,307
767
181,955
$382,659
1,000
185,000
$550,439
$570,429
$569,029
$568,659
$404,595
369
207,093
$382,538
1,000
192,500
$385,607
369
169,910
$388,142
1,000
185,000
$612,057
$576,038
$555,886
$574,142
$395,293
263
204,160
$400,332
1,000
192,500
$408,546
263
167,809
$417,330
1,000
185,000
$599,716
$593,832
$576,618
$603,330
21-3
FY 2014-15
Actual
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$359,063
588
$386,104
0
$386,696
588
$384,407
0
$359,651
$386,104
$387,284
$384,407
$399,823
536
213,837
$399,427
1,000
192,500
$392,572
536
183,640
$405,198
1,000
185,000
$614,196
$592,927
$576,748
$591,198
$382,049
620
207,977
$396,974
1,000
192,500
$395,067
2,634
159,464
$402,749
1,000
185,000
$590,646
$590,474
$557,165
$588,749
$390,681
3,420
177,174
$385,901
1,000
192,500
$385,170
3,420
191,850
$391,318
1,000
185,000
$571,275
$579,401
$580,440
$577,318
$419,833
3,204
199,791
$389,722
1,000
192,500
$389,456
3,204
189,090
$395,479
1,000
185,000
$622,828
$583,222
$581,750
$581,479
21-4
FY 2014-15
Actual
Personnel Services
Total
Total
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
$401,148
757
194,657
$385,174
1,000
192,500
$385,750
3,447
190,323
$390,704
1,000
185,000
$596,562
$578,674
$579,520
$576,704
$6,589,968
4,966
84,546
25,891
4,845
2,594,007
$6,632,685
5,000
73,750
43,545
0
2,502,500
$6,678,054
4,090
87,970
42,532
0
2,333,663
$6,756,798
5,000
78,691
32,000
0
2,405,000
$9,304,223
$9,257,480
$9,146,309
$9,277,489
Program Changes
Grand Total County Courts-at-Law
FY 2016-17
Proposed
$36,938
$9,304,223
$9,257,480
$9,146,309
$9,314,427
as described below.
This is a result of savings from turnover experienced in FY 2015-16 that is not anticipated to
2015-16 Estimates. Funding is provided at the FY 2015-16 budget level for judges to attend
conferences and seminars.
Estimates. Most operational line items are budgeted at the same level they were in FY 2015-16,
including transcription services. The decrease in the budget compared to the estimate is due
primarily to higher than expected transcription services expenses in FY 2015-16, in County Courts
5, 12, 14, and 15.
Estimates. This is due to unbudgeted and unanticipated expenses for Books and Periodicals in FY
21-5
2015-16, which are not anticipated to occur in FY 2016-17.
The Court-Appointed Attorney Costs group increases by 3.1 percent when compared to FY 201516 Estimates. Court-appointed attorney costs are budgeted at a higher level than FY 2015-16
Estimates to accommodate a slight increase in caseload.
The FY 2016-17 Proposed Budget includes two program changes for a total cost of $36,938, as
described below.
The first program change deletes one County Court Administration Clerk (NE-01) and adds one
Court Coordinator (E-05). This would allow for an additional Court Coordinator for the County
Courts-at-Law to provide coverage. This program change results in no additional cost as the
incumbent is currently filling in as a Court Coordinator and is already being compensated at the
proposed salary.
The second program change adjusts the salary of the General Administrative Counsel for the
County Courts-at-Law to be equivalent to the General Administrative Counsel positions
authorized in the District Courts. The total cost of this adjustment including salary and benefits is
$36,939.
FY 2014-15
Actual
Judge
Attorney II
County Court Administration Clerk
Court Coordinator
Court Reporter*
Total County Courts-at-Law
FY 2015-16
Estimate
15
1
1
2
16
15.5
1
1
15
1
1
2
16
15.5
1
1
15
1
1
1
17
15.5
1
1
52.5
52.5
52.5
*One Court Reporter is a part-time position for the Auxiliary Jail Court.
21-6
FY 2016-17
Proposed
FUND: 100
OFFICE OF THE COUNTY MANAGER

Mission:
To provide effective, efficient, responsive and quality services to the citizens of Bexar
County and to all the Offices and Departments of the Bexar County government.
Vision:
The Office of the County Manager strives to deliver quality service with integrity and
dedication to ensure trust and confidence in Bexar County. Our customers will see Bexar County as the
government of choice.
Decrease costs and streamline operations in support of all County Offices and Departments;
Provide services to Bexar County citizens in an efficient manner;
Exercise authority in accordance with applicable Federal and State laws, and applicable County
policies, regulations and orders;
Strengthen Bexar Countys financial position; and
Create and support an environment focused on planning, strategic and innovative thinking, practical
solutions and accountability.
On July 12, 2011, Bexar County Commissioners Court approved a county reorganization plan of all
departments reporting directly to Commissioners Court and appointed a County Manager. At the
discretion of the Commissioners Court, the Manager serves as the chief administrator of those activities
that report to the Commissioners Court. The Manager supervises and coordinates these activities of the
County departments for the Commissioners, seeing that all orders and policies are carried out. As the
statutory Budget Officer and Chief Investment Officer of the County, the Manager is responsible for the
preparation of the annual budget and capital program for all Offices and Departments.
FY 2014-15
Actual
Amount of the Countys Investment Portfolio
Number of Special Projects/Performance Reviews
Number of Agendas/Public Hearings
Total Full-Time Equivalents per 1,000 Citizens
Average Budget Expenditures per Resident
Number of Service Requests from Elected/Appointed Officials
Completed
22-1
FY 2015-16
Estimate
FY 2016-17
Proposed
$1.1B
10
30
$900M
10
30
$860M
20
42
2.65
$554
2.84
$534
2.83
$506
120
135
150
Countys Bond Rating by Fitch, Moodys,
and Standard and Poors
Percent of Service Requests Finished within 10 Business Days
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2014-15
Actual
AAA
98%
FY 2015-16
Budget
FY 2015-16
Estimate
AAA
99%
FY 2015-16
Estimate
FY 2016-17
Proposed
AAA
100%
FY 2016-17
Proposed
$1,101,829
41,000
34,528
4,033
$1,088,230
30,000
33,956
10,650
$992,025
20,270
37,954
6,993
$1,017,951
41,000
33,956
10,650
$1,181,390
$1,162,836
$1,057,242
$1,103,557
Program Change
$0
Total
$1,181,390
$1,162,836
$1,057,242
$1,103,557
The FY 2016-17 Proposed Budget increases by 4.4 percent when compared to FY 2015-16 Estimates,
as described below.
The Personnel Services group increases by 2.6 percent went compared to FY 2015-16 Estimates.
Staff turnover was experienced during FY 2015-16 and, as a result, savings was realized in the
Personnel Services group. Turnover is not anticipated in FY 2016-17.
2015-16 Estimates. Funding is proposed for travel expenses associated with the 85th Texas
Legislature Session in Austin, Texas, which will take place 2016.
Estimates. Funding for this group is proposed at the previous years budgeted amount.
The Supplies and Materials group increases significantly when compared to FY 2015-16
Estimates. Funding for this group is proposed at the previous years budgeted amount.
22-2
FY 2014-15
Actual
Aide to the County Manager
Assistant to the County Manager*
Assistant Public Information Officer**
Chief of Staff to the County Manager
County Manager/Budget Officer
Government Relations Manager
Office Assistant IV
Office Supervisor
Public Information Officer
Total - Office of the County Manager
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
*The Assistant to the County Manager Position is funded 50 percent from Capital Funds and 50 percent General
Fund.
**The Assistant Public Information Officer is funded 25% in the Office of the County Manager and 75% from the
Alamo Regional Mobility Authority.
Note: Corrected authorized position list to move a Contract Analyst to the Capital Improvement Fund.
22-3
FUND: 100
CRIMINAL DISTRICT ATTORNEY

Mission:
The Criminal District Attorneys Office seeks to perform its many duties mandated by the
Texas Constitution and State laws by investigating, preparing, prosecuting and appealing all criminal
cases except Class C misdemeanors, preparing and litigating civil suits filed against the County, and
representing the County in all of its legal dealings.
Vision:
The Bexar County District Attorneys Office is a team of dedicated prosecutors committed
to aggressively seeking justice and the protection of the family, person and property of all the
citizens of our community.
To seek justice, not merely convictions, in all cases in which a citizen is accused of a criminal offense.
To investigate thoroughly, effectively, and efficiently in order to provide all needed facts and
background for criminal prosecution.
To promote the well-being of families and children through prosecution and intervention.
To reduce the trauma to victims of crime by clearly and effectively communicating with them
throughout the judicial process.
To seek compensation for victims of crime through significant efforts to make perpetrators of
crimes pay restitution.
To aggressively develop contacts within our community to create or support existing initiatives to
prevent crimes against families, persons, and property.
To provide the County and its Officials and Departments with sound legal advice and representation
in civil matters.
The Criminal District Attorney has many duties mandated by the Texas
Constitution and State laws. The emphasis is on areas of criminal prosecution, which best promotes a
safe environment within the community and is responsive to law enforcements needs. The Criminal
District Attorney is responsible for the preparation of cases to be presented to the Grand Jury and jury
filed information and indictments. The Office also is responsible for trials and appeals of criminal cases,
except those Class C misdemeanors filed in San Antonio Municipal Court. The Criminal District Attorney
also collects physical evidence and prepares the evidence for trial exhibits. The Office interviews victims
and witnesses prior to trial to minimize trauma that may be caused by the judicial system by providing
them with support, such as assisting them with court proceedings, as well as adopts procedures within
the Office, which give effect to victims rights laws. Training is also provided for law enforcement
agencies. The Office provides sound legal advice and representation to the County and its Elected
Officials in civil actions in State and Federal courts. The Office also develops and maintains contact
within the community regarding prevention and intervention in crime.
23-1
In addition, the Criminal District Attorneys Office provides staff in the Family Justice Center, which is a
collaborative effort of over forty on-site and off-site partners that provide comprehensive legal, medical,
mental health, employment, law enforcement, housing, child care, chaplain, and case management
services to victims of domestic violence and their children, in one centralized location.
FY 2014-15
Actual
Number of Cases Opened
Number of Crime Victims Accompanied to Court
Number of Community Outreach Projects Supported
Number of Contracts Reviewed
Number of Major Projects
Number of Legal Research Projects
Number of Civil Cases Opened
Percentage of Theft/Check Restitution Returned to the
Community
Number of Applicants for Protective Orders Filed in
Domestic Violence Cases
Number of Felony Cases per Prosecutor
Number of Misdemeanor Cases per Prosecutor
Number of Investigation Cases per Investigator
Number of Open Records Requests processed
Total Felony/Misdemeanor (including juvenile) Cases
Disposed Of
Number of Expunctions Processed
Number of Nondisclosures Processed
Number of Personal Contacts Made with Victims by
Advocates
Average Number of Services Utilized by an Individual
at the Family Justice Center
23-2
FY 2015-16
Estimate
FY 2016-17
Proposed
56,946
2,661
600
466
44
473
422
56,000
3,000
800
602
58
490
460
57,500
3,100
1,000
620
61
500
490
100%
100%
100%
407
337
2,092
1,539
435
350
1,900
1,302
450
360
1,975
1,337
351
400
420
57,055
825
365
56,279
875
420
57,760
925
500
9,080
8,500
8,600
Appropriations:
Personnel Services
Subtotal
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$27,931,949
88,287
472,299
322,455
$29,619,146
95,000
479,313
288,645
$30,671,241
95,816
520,624
298,497
$30,529,584
95,000
436,874
290,000
$28,814,990
$30,482,104
$31,586,178
$31,351,458
Program Change
$792,506
Total
$28,814,990
$30,482,104
$31,586,178
$32,143,964
as described below.
The Personnel Services group remains relatively flat when compared to FY 2015-16 Estimates.
The FY 2016-17 Proposed Budget includes funding for overtime for prosecutors working
overnight at Central Magistration and State longevity pay for district attorneys.
The Travel, Training, and Remunerations group remains relatively flat when compared to FY
2015-16 Estimates. Funding is provided for mandated training for attorneys and investigators in
order to meet licensing requirements.
Estimates. This is due to renovation and moving expenses incurred during FY 2015-16, which
are not anticipated in FY 2016-17.
Estimates. This is due to funding for the purchase of radio equipment for newly approved
Investigator positions hired during FY 2015-16. These expenses will not be needed in FY 201617.
The FY 2016-17 Proposed Budget includes four program changes for a total cost of $792,506 as
described below:
The first program change reclassifies forty-five Misdemeanor Prosecutors from E-08 to E-09
for a total cost of $240,492, which includes salary and benefits. The reclassification and the
corresponding salary increase will allow for enhanced recruitment and retention of entrylevel prosecutors in the District Attorneys Office.
23-3
The second program change adds two Prosecutor IV (E-12) positions in the amount of
$208,830, which includes salary, benefits, office equipment ($2,030), and furniture ($1,915).
The District Attorney's Office currently has one Attorney handling the Civil Probate/Mental
Health caseload in the Intake Division. Mental health hearings take place at the San Antonio
State Hospital (three days a week) and the existing attorney has had difficulty making
hearings due to logistical issues. This division also has recently been required to handle
Department of Aging & Disability hearings and Adult Protective Service (elder removals)
hearings. Workload has increased significantly over the last 3 years and these positions will
assist in handling the additional workload.
The third program change funds four Investigators (NE-11) in the amount of $343,184,
which includes salary and benefits, technology ($4,344), furniture ($7,660), weapons
($2,000), and minor equipment ($22,800). There are currently 13 Criminal County Courts at
Law. Two of the thirteen courts are family violence courts and both of those courts have
assigned Investigators. The remaining eleven misdemeanor courts do not currently have
their own assigned investigators. Under the current system in place, if the misdemeanor
attorneys have an investigative request, they have to go to their felony sister court and
ask the felony investigator assigned for assistance. These positions will assist prosecutors in
the Criminal County Courts at Law with investigative work on misdemeanor cases in order to
increase the effectiveness of the prosecution and relieve Investigators assigned to the
felony courts.
The fourth program change adds one Office Assistant II (NE-03) and deletes one Word
Processing Specialist (NE-03) at no cost. This is due to internal restructuring of job duties
and will better align the duties and responsibilities with those of the actual position.
FY 2014-15
Actual
Accounting Clerk
Advocate*
Advocate Supervisor
Aide to the District Attorney
Attorney II
Attorney III
Bond Forfeiture Coordinator
Chief Administrative Attorney
Communications Officer^
Community Outreach Strategist^
Courier
District Attorney Administrator
Criminal District Attorney Chief Investigator
Division Chief - DA's Office
Evidence Technician
1
36
1
1
8
12
1
1
0
1
1
1
1
1
6
1
23-4
FY 2015-16
Estimate
1
36
1
1
9
12
1
1
1
0
1
1
1
1
6
1
FY 2016-17
Proposed
1
36
1
1
9
12
1
1
1
0
1
1
1
1
6
1
FY 2014-15
Actual
Evidence Technician II
File Clerk
First Assistant District Attorney
Government Relations Advisor^
Human Resource Manager
Human Resources Technician
Human Resources Technician II
Interns**
Investigations Coordinator
Investigations Team Leader
Investigator - District Attorney
Legal Secretary
Major Crimes Chief
Misdemeanor Prosecutor
Office Assistant I*
Office Assistant II^
Office Assistant IV
Office Supervisor*
Paralegal
Prosecutor III
Prosecutor IV
Prosecutor V
Purchasing Clerk
Technical Support Specialist III
Victim Services Coordinator
Word Processing Specialist
FY 2015-16
Estimate
FY 2016-17
Proposed
0
5
1
0
1
1
0
9.5
1
4
33
3
1
44
12
16
9
4
7
7
44
33
36
1
1
1
1
11
1
11
1
1
1
0
1
9.5
1
4
39
2
1
45
12
17
9
4
7
8
45
34
36
1
2
1
1
11
1
11
1
1
1
0
1
9.5
1
4
43
2
1
45
12
18
9
4
7
8
45
36
36
1
2
1
1
10
359.5
379.5
385.5
2
1
1
1
1
1
2
1
1
1
1
1
2
1
1
1
1
1
Subtotal - Family Justice Center
Total Criminal District Attorneys Office
366.5
386.5
392.5
Subtotal - Criminal District Attorneys Office

Family Justice Center (FJC)
Crime Victim Liaison
Executive Director
Office Assistant II
Office Supervisor
Programs Manager FJC
Senior Information Technology Project Manager
23-5
*One Advocate, one Office Assistant I, one Office Supervisor are frozen.
** All positions are part-time.
Ôut of Cycle
Added Communications Officer (E-09) and deleted Community Outreach Strategist (E-09) in May 2016.
Added Government Relations Advisor (E-09) and deleted Office Assistant II (NE-03) in May 2016.
23-6
FUND: 100
CRIMINAL DISTRICT COURTS

Mission: To provide immediate, accurate, and beneficial support to the ten Criminal District Courts,
Criminal Law Magistrate Court, Drug Court, Central Magistration, Impact Court, and citizens who request
assistance.
Vision:
The Office of Criminal District Courts Administration is the leader in developing and
maintaining innovative, state-of-the-art support, and assistance for the criminal district courts and the
citizens of Bexar County that they serve. The office strives to promote quality communication between
our Courts and all other County departments, while insuring that justice is carried out in the most
effective and efficient manner possible.
Provide high quality staff-support.

Facilitate the functions of other court staff to assist in their productivity.
Handle the administrative duties of the courts in an effective manner.
Disseminate and communicate all information integral to the effective and efficient
performance of the courts.
Process writs within the time deadlines specified by statute.
Prepare legally correct jury instructions in a timely manner.
Program Description: District Courts are created by the State Legislature and are led by Criminal
District Judges, which are elected for four-year terms. The Texas Legislature has authorized ten Criminal
District Courts for Bexar County. Criminal District Courts have original jurisdiction over all criminal
matters. The Court Administration provides Spanish interpreters, auxiliary court reporters, visiting
judges, and substitutions for court personnel when needed. The Court Administration also coordinates
all capital murder cases, prepares and indexes pages for court reporters, assists in processing court
appointments of defense attorneys for indigent defendants under a court appointed attorney system,
updates monthly lists of eligible investigators for court appointments, and holds training or refresher
courses for court clerks. The division assists Administrative Judges for the District Courts with their
administrative tasks, distributes monthly statistics to the courts, and assists Judges in legal research and
drafting of documents and administrative matters. The Administration prepares writ applications and
writ orders for the Judges. The review of appellate court opinions and updates of jury charges based on
the law is also a responsibility of the Administration. The Administration also assists citizens needing
public information about cases in the Criminal District Court.
24-1
FY 2014-15
Actual
Jury Charges Prepared
Writ Applications Processed
Motions and Other Legal Documents Processed
Number of Court Reporter Assignments
Number of Vouchers Reviewed
FY 2015-16
Estimate
FY 2016-17
Proposed
1,122
186
2,242
1,633
476
818
258
2,432
1,610
432
1,000
250
2,400
1,650
450
Jury Charges Prepared per FTE
Writs Processed per FTE
Motions and Legal Documents processed per FTE
Average recommended savings per voucher
Savings Recommended by Voucher Review Committee
748
74
897
$293
$139,634
545
103
973
$214
$92,237
667
100
960
$250
$112,500
Number of Writs returned by Court of Criminal Appeals
Net Savings due to VRC review
1
$110,134
0
$66,237
1
$84,500
Appropriations:
FY 2014-15
Actual
Personnel Services
Total
144th District Court (3601)
Personnel Services
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$2,233,807
17,202
244,475
41,712
29,775
2,945
$2,310,990
20,000
198,091
72,900
26,782
0
$2,291,612
17,132
219,808
67,381
13,313
2,201
$2,544,034
23,700
61,569
63,900
0
0
$2,569,916
$2,628,763
$2,611,447
$2,693,203
$229,633
17,728
708,678
$229,303
25,000
570,000
$233,142
17,365
684,129
$237,570
25,000
600,000
$956,039
$824,303
$934,636
$862,570
24-2
FY 2014-15
Actual
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$248,059
18,673
587,098
$232,652
25,000
570,000
$222,477
43,790
644,614
$208,245
25,000
600,000
$853,830
$827,652
$910,881
$833,245
$220,636
32,253
588,918
$227,387
25,000
570,000
$232,188
26,936
659,885
$233,700
25,000
600,000
$841,807
$822,387
$919,009
$858,700
$231,025
17,684
618,686
$222,132
25,000
570,000
$226,571
17,261
609,680
$223,830
25,000
600,000
$867,395
$817,132
$853,512
$848,830
$228,216
10,346
483,378
$229,702
25,000
570,000
$233,602
11,289
486,441
$237,330
25,000
600,000
$721,940
$824,702
$731,332
$862,330
$201,901
11,684
474,348
$245,201
25,000
570,000
$248,817
7,266
489,750
$251,650
25,000
600,000
$687,933
$840,201
$745,833
$876,650
24-3
FY 2014-15
Actual
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
$224,543
11,446
666,055
$229,778
25,000
570,000
$216,413
33,363
696,137
$235,001
25,000
600,000
$902,044
$824,778
$945,913
$860,001
$210,469
25,655
641,915
$228,452
25,000
570,000
$219,914
34,980
629,688
$230,827
25,000
600,000
$878,039
$823,452
$884,582
$855,827
$200,447
22,134
572,692
$201,721
25,000
570,000
$205,945
23,265
746,350
$216,529
25,000
600,000
$795,273
$796,721
$975,560
$841,529
$206,466
11,969
618,387
$207,379
25,000
570,000
$211,878
31,983
612,693
$225,577
25,000
600,000
$836,822
$802,379
$856,554
$850,577
$4,435,202
17,202
424,047
41,712
29,775
5,963,100
$4,564,697
20,000
448,091
72,900
26,782
5,700,000
$4,542,559
17,132
467,306
67,381
13,313
6,261,568
$4,844,293
23,700
311,569
63,900
0
6,000,000
$10,911,038
$10,832,470
$11,369,259
$11,243,462
Program Changes
Grand Total Criminal District Courts
FY 2016-17
Proposed
$0
$10,911,038
24-4
$10,832,470
$11,369,259
$11,243,462
Estimates. Full funding is provided for all authorized positions in FY 2016-17. The primary
reason for the increase is due to the transfer of expenses associated with freelance court
reporters from the Operational Expenses group to the temporary salary line item, following
guidance from the Internal Revenue Service.
2015-16 Estimates. Additional funding is provided for judges and staff to attend trainings and
continuing education seminars.
The Operational Expenses group decreases significantly when compared to FY 2015-16

Estimates. This is the result of transferring freelance court reporter expenses from the
Operational Expenses group into the Personnel Services group, as explained above.
Estimates. Several one-time furniture purchases were budgeted and expensed in FY 2015-16,
and those costs are not budgeted at the same level in FY 2016-17.
There is no proposed funding for the Capital Expenditures group for FY 2016-17. One-time
funding was allocated in FY 2015-16 for the purchase of a video teleconferencing system to be
used for visual presentations during court proceedings.
The Court-Appointed Attorney Costs group decreases by 4.2 percent when compared to FY
2015-16 Estimates. These expenses were higher than anticipated in FY 2015-16 due to the
number of capital cases.
24-5
Judge
Capital Case Monitor
Chief Staff Attorney
Court Interpreter*
Court Reporter
Court Support Specialist*
Criminal Law Magistrate
District Court Coordinator*
Drug Court Magistrate
Drug Court Coordinator
Legal Intern (Part-Time)
Supervisor
FY 2014-15
Actual
10
1
1
1
3
15
1
1
12
2
1
1
1
1.5
1
FY 2015-16
Estimate
10
1
1
1
3
15
1
1
12
2
1
1
1
1.5
1
FY 2016-17
Proposed
10
1
1
1
3
15
1
1
12
2
1
1
1
1.5
1
52.5
52.5
52.5
Total Criminal District Courts
*Correction was made to authorized position list to reflect program changes in FY 2014-15.
24-6
FUND: 100
DISTRICT CLERK
Mission:
To provide the Judicial System and the public with information and support using the most
technologically advanced methods possible at a reasonable cost by:
Fulfilling our statutory duties as record custodians and fee officers to the best of our abilities;
Fostering an environment for our employees that encourages the development of new ideas
and the willingness to improve productivity;
Implementing our goals and objectives with a team approach and decision making at all levels of
the organization; and
Striving to be a leader and example to other County and State agencies.
Vision:
The District Clerk envisions the Bexar County District Clerks Office as becoming a leader and
example, not only in Bexar County, but throughout the State of Texas, by providing constant training
and education of the workforce; by acquiring and implementing the latest in information technology
services, such as imaging technology for the storage and retrieval of case record information; and by
implementation of electronic technology for exchange of information through the Internet.
To perform functions and duties as mandated by law.

To incorporate record management principles in imaging information and technology sources.
To provide the support and resources for all District and Special Courts of Bexar County.
To provide the support and resources necessary for employees to perform their responsibilities
and duties.
To monitor/verify all receivables and fees charged.
To safely deposit receivables in a timely manner.
To be responsive to the customers need for service and information.
To encourage all employees to be customer friendly and service oriented.
To provide information and quality services to all at a reasonable cost.
The District Clerk, elected countywide for a term of four years, is an

integral part of the District Courts system in Bexar County, providing support services to all Criminal,
Juvenile, and Civil District Courts. The Office is divided into six divisions: Administration, Courts, Civil
Filings, Court Support, Operations and Records. The District Clerk records the acts and proceedings of
the Courts, enters all judgments of the Courts, and records all issued executions and returns on
executions. The District Clerk also prepares an annual written statement of fines and jury fees received,
and operate the Register of the Court. The District Clerk serves as the official custodian of District Court
records by indexing and carefully maintaining the Court records and assisting the Courts and the public
in accessing those records. The District Clerk also provides support services to many County Offices and
Departments, in particular to the Criminal District Attorneys Office, the Constables Offices, the Sheriffs
Office, the Dispute Resolution Center, Juvenile Probation, and the Texas Attorney Generals Office.
25-1
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed

Civil Cases filed
Juvenile Cases filed
Number of Criminal Cases Filed
Number of Documents Imaged
35,589
2,133
12,249
7,383,231
36,820
2,018
12,052
7,472,630
36,452
2,155
12,134
7,926,357
6,098
6,125
90,730
6,137
6,026
92,194
6,198
5,929
93,682
$319,862
$316,420
$12,059,505 $14,955,750
$313,015
$15,000,000
Civil Cases Filed per FTE
Criminal Cases Filed per FTE
Civil Hearings Held
Bond Forfeiture Revenue Collected
Civil Court Costs Collected
Appropriations:
Personnel Services
Operational Costs
Subtotal
FY 2014-15
FY 2015-16
FY 2015-16
FY 2016-17
Actual
Budget
Estimate
Proposed
$7,729,612
4,767
126,143
263,545
12,499
$7,842,521
5,298
95,845
262,250
0
$8,473,566
5,298
87,654
270,897
0
$8,347,311
6,598
97,917
279,850
57,200
$8,136,566
$8,205,914
$8,837,415
$8,788,876
Program Change
$13,698
Total
$8,136,566
25-2
$8,205,914
$8,837,415
$8,802,574
The FY 2016-17 Proposed Budget remains relatively flat when compared to FY 2015-16 Estimates as
described below.
Estimates. The decrease is due to employee separation payouts and anticipated employee
turnover savings, which was not realized during FY 2015-16.
The Travel, Training and Remunerations group increases by 25 percent when compared to FY
2015-16 Estimates. Funding is proposed for continuing education for the District Clerk and staff
as well as travel associated with the upcoming 85th Session of the Texas Legislature.
The Operational Costs group increases by 11.7 percent when compared to FY 2015-16
Estimates. This increase is primarily due to an increase in the technology improvement fee
account. Funding is proposed for the purchase of two printers for the Civil Filings and Presiding
Areas and two commercial Lite LED Backlit LCD TVs for the Presiding Office and one for the Civil
Filings Division. These monitors will display information to the public, such as which Judge is
presiding this month, who is monitoring Judge, and the date of the next dismissal docket.
Estimates. The increase is due to an increase in the Office Furniture account. Funding is
proposed for a customer bench and replacement desks and chairs for staff.
The Capital Expenditures group proposes a total of $57,200 for the purchase of replacement
scanners for the Juvenile and Civil Operations Sections. These new scanners will be used in the
Presiding Court Offices, Juvenile Section, and in the Criminal Operations Section to support the
District Clerks goal of going paperless.
There are six proposed program changes in the District Clerks Office for FY 2016-17, for a total
cost of $13,698, including salary and benefits. These program changes are part of the District
Clerks re-organization of the Office that began in FY 2015-16. The purpose of the reorganization is to achieve internal standardization of positions within District Clerks Office. In FY
2015-16, the positions within the Civil Section were standardized. These proposed program
changes will standardize positions within the Criminal Section of the District Clerks Office.
The first program change proposes to reclassify two Court Order Clerks and one parttime Court Order Clerk (NE-02) to Records Clerks (NE-03) in the Records and Finance
section. The cost of this program change is $2,220, including salary and benefits.
The second program change proposes to reclassify seven Criminal Assignment Clerk IIs
and one part-time Criminal Assignment Clerk II (NE-02) to Criminal Operations Clerks
(NE-03) in the Criminal section. The cost of this program change is $6,212, including
salary and benefits.
25-3
The third program change proposes to retitle five Criminal Assignment Clerk IIIs (NE-03)
to Criminal Operations Clerks (NE-03) in the Criminal section. There is no cost associated
with this program change.
The fourth program change proposes to reclassify one Office Assistant II (NE-03)
position to a Criminal Operations Clerk (NE-03) in the Criminal section. There is no cost
associated with this program change.
The fifth program change proposes to add two Lead Criminal Court Clerks (NE-05) and
delete two Criminal Court Clerks (NE-04) positions in the Criminal section. The cost of
this program change is $5,266, including salary and benefits.
The sixth program change proposes to retitle the Criminal Court Clerk (NE-04) position
to Juvenile Court Clerk (NE-04) in the Criminal section. There is no cost associated with
this program change. The purpose of the program change is to accurately reflect the
duties of the position, as this position is assigned to the Juvenile Courts.
FY 2014-15
Actual
Administration
District Clerk
Chief Deputy
Executive Assistant*
Government Relations Advisor

Human Resource Technician
Human Resources Analyst
Office Assistant IV
Purchasing Clerk
Senior Analyst Policies and Planning
Senior Division Chief
Civil Operations
Civil Court Clerk
Civil Filing Supervisor
Division Chief - Civil Operations
Lead Civil Court Clerk
Lead Civil Operations Clerk
Senior Civil Operations Clerk
Supervisor - Civil Operations
Total Civil Operations
25-4
FY 2015-16
Estimate
FY 2016-17
Proposed
1
0
1
1
1
1
0
1
1
2
1
1
1
1
1
1
0
1
0
1
2
1
1
1
1
1
1
0
1
0
1
2
1
10
10
10
22
2
1
7
6
16
2
22
0
1
7
6
16
4
22
0
1
7
6
16
4
56
56
56
FY 2014-15
Actual
Criminal Operations
Criminal Assignments Clerk II
Criminal Assignments Clerk III
Criminal Court Clerk
Criminal Filing Supervisor
Criminal Operations Clerk
Division Chief - Criminal Operations
Juvenile Court Clerk
Juvenile Court Clerk Supervisor
Lead Criminal Assignments Clerk
Lead Criminal Court Clerk
Lead Criminal Operations Clerk
Lead Juvenile Court Clerk
Office Assistant II
Supervisor - Criminal Operations
Total Criminal Operations
Records & Finance Division
Accounting Clerk
Court Order Clerk
Court Registry Clerk
Data Control Clerk
Division Chief - Records & Finance
Finance Clerk
Lead Accounting Clerk
Lead Finance Clerk
Lead Recordings Clerk
Lead Records Clerk
Lead Registry Clerk
Optical Scanning Clerk
Records Clerk
Recording Clerk
Registry/Cashier Supervisor
Senior Civil Operations Clerk
Senior Finance Clerk
Senior Records Clerk
Supervisor - Records & Finance
Supervisor - Records
Supervisor - Finance
25-5
FY 2015-16
Estimate
FY 2016-17
Proposed
7.5
5
24
1
0
1
9
1
1
8
0
0
1
2
7.5
5
24
0
0
1
8
0
0
8
1
1
1
4
0
0
21
0
13.5
1
9
0
0
10
1
1
0
4
60.5
60.5
60.5
5
2.5
2
1
1
0
1
0
2
0
1
8
0
10
1
1
0
0
2
0
0
0
2.5
0
0
1
5
0
2
0
2
0
0
16
0
0
1
2
3
0
2
1
0
.5
0
0
1
5
0
2
0
2
0
0
18
0
0
1
2
3
0
2
1
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Total Records & Finance Division
37.5
37.5
37.5
Total District Clerk
164
164
164
*The Executive Assistant was created out of cycle during FY 2014-15.
25-6
- FUND: 100
DPS - HIGHWAY PATROL

Mission:
The Department of Public Safety Highway Patrol Division provides staff support for the
surrounding Highway Patrol Troopers and Bexar County citizens allowing the release of troopers to
perform enforcement activities on the rural roadways of Bexar County. Specifically, troopers address
enforcement in the following areas: 1) traffic enforcement of all vehicles; 2) regulation of commercial
and for hire traffic; 3) the preservation of the public peace; 4) the investigation of highway accidents;
5) the investigation of criminal activity; 6) the arrest of criminals and wanted people; 7) assistance in
emergency management during disaster functions for Bexar County providing manpower and public
inquiry assistance; and 8) assisting as State liaison clerks between the city, county, and state during
emergency functions.
To assist the Courts of Bexar County with the creation of a smooth flow of information between
the Courts and the Texas Highway Patrol. This smooth exchange of information will create an
atmosphere of increased accountability for Bexar County.
To increase the apprehension of Bexar County residents wanted by the Justice Courts of Bexar
County.
To release the troopers of Sergeant Area 3B01 for increased routine patrol devoted to the public
safety of the citizens of Bexar County. Increased routine patrol will allow for safer roadways and
increased apprehension of law violators and criminals in Bexar County.
To interact directly with the citizens of Bexar County through public telephone inquiries to assist
the citizens in the following areas:
o Highway patrol/criminal law inquiries
o Reporting of dangerous situations
o Various public complaints
o Outstanding violations/warrants
o General information
o Employment opportunities available with the Texas Department of Public Safety
Bexar County established the Department of Public Safety (DPS) Highway

Patrol Division to centralize the handling and distribution of all criminal cases filed by Highway Patrol
Troopers of the area and surrounding counties. The Highway Patrol Division coordinates misdemeanor
and felony cases between District Courts, County Courts and Justice of the Peace Courts. Highway Patrol
Division personnel assemble and forward felony criminal cases to the District Courts of the County and
misdemeanor criminal cases to the Justice of the Peace Courts and County Courts at Law.
Highway Patrol Division personnel provide administrative support and report the dispositions of all
criminal cases issued by Sergeant Area 3B01 to the Texas Department of Public Safety-Austin. Staff
prepares complaints and probable cause affidavits for the issuance of warrants by the Justice Courts of
the County in all highway patrol citations issued by Sergeant Area 3B01. Upon receiving warrants lists
from the Justice Courts of Bexar County, Highway Patrol Division personnel establish telephone contact
and prepare written correspondence with the named violators on the warrants to obtain voluntary
compliance with the court order.
26-1
Highway Patrol Division personnel utilize the Countys computer network to check violators compliance
with the phone/written contacts and for the reporting of dispositions. Highway Patrol Division works for
all Justice Courts utilizing the County computer network to enter citations into the Justice Court System.
Highway Patrol Division also acts as liaison between area troopers and the court systems of Bexar
County. Highway Patrol Division interacts directly with the citizens of Bexar County through public
telephone to address questions concerning State law and other pertinent public issues. The functions
performed by the Highway Patrol Division allow for an increased presence of troopers on routine patrol
in Bexar County to increase public safety for the citizens of Bexar County.
FY 2014-15
Actual
Total Traffic Stops
Citations Entered
Criminal Arrests
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2016-17
Proposed
21,372
6,300
940
22,000
6,400
1,000
23,000
6,500
1,100
7,760
3,241
940
8,248
3,600
1,000
10,925
3,445
1,100
$1,017,315
$1,117,315
$1,125,065
Citations Delivered to Courts
Criminal Arrests Maintained
DVDs Delivered to District Attorney
JP Court Revenue from Citations
FY 2015-16
Estimate
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$101,609
$93,925
$98,331
$99,783
$101,609
$93,925
$98,331
$99,783
Program Changes
$0
Total
$101,609
$93,925
26-2
$98,331
$99,783
as described below.
The Personnel Services group increases by 1.5 percent when compared to FY 2015-16 Estimates. The
increase is primarily due to changes in the selection of healthcare plans by employees.
FY 2014-15
Actual

Office Assistant IV
Total DPS Highway Patrol
26-3
FY 2015-16
Estimate
FY 2016-17
Proposed
2
0
0
2
0
2
FUND: 100
ECONOMIC DEVELOPMENT
Mission: To strengthen Bexar Countys economic well-being and expand employment opportunities
by collaborating with the private sector, public sector stakeholders, and local communities to create an
environment that encourages business retention, expansion, creation and relocation.
Vision:
To be an economic development leader recognized for working with local partners by

developing and capitalizing on opportunities to grow the Bexar County economy.
Encourage the healthy expansion of the local economy through growth in existing business
enterprises, by reducing attrition of jobs, and by attracting external business enterprises in
targeted industries to locate, relocate, or expand in the local economy.
Collaborate with local external agencies in activities designed to promote and sustain Bexar
Countys economy.
Create and promote economic development incentives that will stimulate development in
specified areas of the County.
Leverage Federal investments made in Bexar County.
Conduct and review financial analysis of economic development projects to determine

investment feasibility and economic impact.
Administer, manage and oversee contract development and implementation.
Develop and maintain partnerships with external agencies, the business community and
community organizations to promote incentives for economic development initiatives
undertaken by the business sector.
Leverage the communitys investment in the AT&T Center and Arena Venue to improve the
economic activity and quality of life in the Arena Venue District.
Actively participate in the development and implementation of community-wide planning

efforts aimed at integrating and optimizing local workforce and economic development efforts,
including San Antonios Strategic Plan for Economic Development (Deloitte study); Brookings
Institution Global Cities Initiative; SA2020; and the Committee of Six for Workforce SolutionsAlamo.
The Economic Development Department enhances the focus on issues

affecting Bexar Countys economy and provides a variety of business development resources to help the
County remain at the forefront of economic development. The Economic Development Departments
goal is to strengthen Bexar Countys economic well-being and expand employment opportunities by
27-1
collaborating with the private sector and local communities to create an environment that encourages
business expansion, creation, and relocation.
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Tax Abatements - Active
Incentive Grants - Active
Innovation Fund Projects - Active
52
9
N/A
62
10
10
63
10
15
13,600
N/A
$276 million
13,600
20
$276 million
14,000
40
$188 million
50:1
50:1
41:1
$409
$409
$330
N/A
$20,800
$25,000
Jobs Created - Active Tax Abatements
Innovation Fund Jobs Created
Annual Company Investment - Active Tax Abatements
County Investment to Company Investment - Active

Tax Abatements
Tax Abatements & Incentive Grants County
Investment per Job Created
Innovation Fund Projects County Investment per Job
Created
Appropriations:
Personnel Services
Subtotal
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$604,100
4,088
38,758
3,617
$586,128
12,000
72,216
6,250
$605,279
11,286
52,094
4,259
$620,020
8,000
72,200
6,548
$650,563
$676,594
$672,918
$706,768
Program Change
$0
Total
$650,563
27-2
$676,594
$672,918
$706,768
as described below.
Full funding is provided for all authorized positions in FY 2016-17.
The Travel, Training, and Remunerations group decreases significantly when compared to FY
2015-16 Estimates. Funding is provided for staff to attend various conferences and workshops
related to local workforce development.
This is primarily due to funding provided in FY 2016-17 for website-design and advertisements
associated with a workforce strategy to promote labor participation in the region funded.
The Supplies and Materials group increases when compared to FY 2015-16 Estimates. Additional
funding is provided for computer supplies.
Executive Director of Economic Development

Deputy Director - Economic Development
Economic Development Manager
Office Supervisor
Senior Analyst Economic Development
Total Economic Development
27-3
FY 2014-15
FY 2015-16
FY 2016-17
Actual
Estimate
Proposed
1
1
1
1
1
1
1
1
1
1
1
1
1
1
FUND: 100
ELECTIONS
Mission:
To plan and conduct Federal, State, County, and contract elections and to provide voter
registration services to the citizens of Bexar County efficiently, accurately, and in accordance with
established laws, regulations, and governmental policies.
Vision:
To conduct Federal, State, County, and contract elections and to provide voter registration
services to the citizens of Bexar County in a timely, accurate, efficient and customer-oriented way. The
Elections Department will be responsive and accountable to the individual citizens we service dedicated to meeting their needs through the use of sound business practices and improved technology;
accurate application of established laws, regulations and policies; and an absolute commitment to
quality customer service.
To plan and conduct Federal, State, County, and contract elections for all County political
subdivisions.
To provide information and guidance to voters and organizations regarding election issues.
To maintain accurate voter registration records and to provide resources for voter registration
activities.
To maintain election histories for elections conducted in the County.
To receive and file campaign and expenditure reports for candidates and officeholders.
To communicate with the Secretary of State and the U.S. Department of Justice regarding
regulatory and legislative issues.
To provide a technologically improved and professional environment.
To be Help America Vote Act (HAVA) compliant on both the Election and Voter Registration
Divisions.
Train all election officials and Volunteer Deputy Voter Registrars.
The Elections Department conducts County, State, and Federal elections

and holds contract elections for political subdivisions within Bexar County as authorized by the Texas
Election Code. The Elections Department prepares ballots, furnishes election equipment and supplies,
and coordinates all logistical and managerial components involved with conducting an election. These
components involve staffing all polling facilities during the early voting period and, on Election Day,
securing and retrieving ballots from the polling facilities ensuring all elections are conducted according
to the Election Code. The Department conducts early voting both by personal appearance and by mail
and canvasses election returns. The Department also compiles and maintains the record of all elections.
The Elections Administrator serves as the County Voter Registrar and is responsible for maintaining
accurate and up to date voter registration records, conducting voter registration drives, and maintaining
accurate precinct/boundary maps and address records.
28-1
FY 2014-15
Actual
Elections Held Including Run Off and Special:
Funded by Bexar County
Funded by Other Entities
Number of Early Voting Election Sites
Number of Election Day Voting Sites
Number of Workers per Early Voting Site
Number of Workers per Election Day Site
Number of Mail Ballots Processed per FTE
Number of Voter Registration Maintained per FTE
Percentage of Early Voting Results Available by
7:15PM
Percentage of Election with Results Available 3 hours
after receipt of all Ballots
Percentage of Errors in Voter Registration Data
Submitted to the Secretary of State/TEAM
Percentage of Increase/(Decrease) in Registered Voters
FY 2015-16
Estimate
FY 2016-17
Proposed
3
41
100
1,129
8
41
147
1,932
3
38
100
1,129
6
7
1,125
12,320
6
7
1,840
15,889
6
5
1,125
14,122
100%
100%
100%
95%
95%
97%
1.90%
-8%
1.90%
-8%
1.90%
23%
Appropriations:
FY 2014-15
Actual
Personnel Services
Operational Costs
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$1,408,435
1,889
1,529,749
122,777
71,643
$1,531,290
1,750
1,504,844
436,503
15,000
$1,584,009
1,973
1,385,057
405,781
26,649
1,562,129
3,000
1,697,347
219,950
0
$3,134,493
$3,489,387
$3,403,469
$3,482,427
Program Changes
($7,352)
Total
$3,134,493
28-2
$3,489,387
$3,403,469
$3,475,074
The FY 2016-17 Proposed Budget increases by 2 percent when compared to FY 2015-16 Estimates as
described below.
The Personnel Services group decreases by 1.4 percent when compared to FY 2015-16 Estimates.
This is primarily due to decreased funding for temporary employees. Temporary employees were
hired in FY 2015-16 to prepare mass mail outs of voter registration cards in time for voter
registration deadlines associated with the upcoming Presidential election.
The Travel, Training and Remunerations group increases significantly when compared to FY 2015-16
Estimates. This is due to an anticipated increase in travel and training requirements for the
upcoming Presidential election.
The Operational Costs group increases by 22.5 percent when compared to FY 2015-16 Estimates.
This is primarily due to increased funds for Election Workers Wages and Special Services for FY 201617 required for the upcoming Presidential election.
The Supplies and Materials group decreases significantly when compared to FY 2015-16 Estimates.
This is due to a decrease in Postage costs in FY 2016-17. During FY 2015-16, mass mail outs of voter
registration cards and certificates were conducted in preparation for the upcoming Presidential
election.
There are no Capital expenditures in the FY 2016-17 Proposed Budget.
The FY 2016-17 Proposed Budget includes three program changes for a total cost savings of $7,352
as described below.
The first program change adds one Program Analyst (E-05) position for a total cost of $52,534,
including salary and benefits. This position has been grant funded through the Electronic
Absentee System for Elections (EASE) grant, which will expire in November 2016. This position
ensures that the Elections Department complies with the Military and Overseas Voter
Empowerment (MOVE) Act and is responsible for the election ballot process.
The second program change reclassifies one Operations Coordinator (NE-09) to Supervisor of
Operations (NE-11) for a total cost of $7,951, including salary and benefits. There have been
notable changes in the job scope and responsibilities of the position and this reclassification
ensures that the position is graded and titled correctly as a result. New responsibilities include
supervising employees and overseeing security protocols before the transportation of election
equipment to the voting site.
The third program change deletes one e-Government Developer (E-07) for a total savings of
$67,837, including salary and benefits. The Elections Department will seek to contract with a
vendor to update and maintain the Elections Department webpage. State law requires the
Elections Department webpage to include certain information specific to the administration of
elections.
28-3
FY 2014-15
Actual
Database Coordinator
e-Government Developer
Elections Administrator
Elections Coordinator
Elections Inventory Clerk
Election Liaison
Elections Training Coordinator
Executive Assistant
GIS Technician
Operations Coordinator
Program Analyst
Senior Voter Registration Processor
Supervisor of Operations
Technical Support Specialist IV
Voter Registration Coordinator
Voter Registration Processor
Total Elections
28-4
FY 2015-16
Budget
FY 2016-17
Proposed
2
0
1
1
2
2
1
1
1
1
0
1
0
3
1
3
2
1
1
1
2
2
1
1
1
1
0
1
0
3
1
3
2
0
1
1
2
2
1
1
1
0
1
1
1
3
1
3
20
21
21
FUND: 100
OFFICE OF EMERGENCY MANAGEMENT

Mission:
The Office of Emergency Management (OEM) coordinates the Bexar County emergency
management program to prepare, prevent, plan, respond and recover from all-hazard events. The OEM
develops, maintains and implements the ability to direct, control, manage and coordinate emergency
operations in cooperation with local, State and Federal governmental and private sector agencies.
Vision:
Building a safer future through effective partnerships with local government, emergency
services, private sector, and volunteer agencies and the citizens of Bexar County to save lives, protect
property and reduce the effects of disasters through preparedness, prevention, planning, response, and
recovery activities.
Coordinate the County inter-jurisdictional emergency management plan and activities.

Provide professional services, support, and oversight to the volunteer fire departments under
contract with Bexar County in the areas of Hazardous Materials, Weapons of Mass Destruction,
and Community Emergency Response Training.
Provide citizen training through the Community Emergency Response Training (CERT) program.
Coordinate Community/Private organization response during emergency situations.
Program Description: The Office of Emergency Management provides coordinated management
and utilization of resources during both natural and man-made emergencies. The Office of Emergency
Management is housed with the City of San Antonios Emergency Management Division at Brooks City
Base as the Emergency Operations Center (EOC). The EOC is a project that was voted on by the Citizens of
Bexar County during the 2003 City/County Bond Election.
FY 2014-15
Actual
Number of All-Hazards Responder Training Classes
Number of Community/Volunteer Training Classes
Average Number of Community Partners/Volunteers
Trained per Class
Average Number of Responders Trained per Class
Total Number of Community Partner/Volunteers
Trained
Total Number of Responders Trained
29-1
FY 2015-16
Estimate
FY 2016-17
Proposed
40
12
40
12
40
12
22
22
22
15
15
15
350
900
350
900
350
900
Appropriations:
FY 2014-15
Actual
Personnel Services
Travel. Training and Remunerations
Operational Expense
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$488,397
8,217
128,706
256,891
$497,785
10,000
204,504
230,000
$529,798
9,733
196,773
209,403
$519,934
10,000
170,277
205,000
$882,211
$942,289
$945,707
$905,211
$0
Program Change
Total
$882,211
$942,289
$945,707
$905,211
Overall, the FY 2016-17 Proposed Budget decreases by 4.3 when compared to FY 2015-16 Estimates
as described below.
Full funding is proposed for all authorized positions for FY 2016-17.
The Travel, Training and Remunerations group increases by 2.7 percent when compared to FY
2015-16 Estimates. The FY 2016-17 Proposed Budget funds travel and training required to update
and maintain certifications and licenses for staff.
The Operational Expense group decreases by 13.5 percent when compared to FY 2015-16
Estimates. The decrease is due primarily to the Contracted Services account, which funded a
vendor to develop and coordinate a Hazard Mitigation Plan (HMP) for Bexar County and other
municipalities. This expense is not anticipated to occur in FY 2016-17.
Estimates. Funding is proposed to decrease within the Vehicle Fuel and Oil account primarily due
to the lower cost of fuel.
There are no proposed program changes in the FY 2016-17 Proposed Budget.
29-2
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Assistant Emergency Management Coordinator

Bexar County Weapon of Mass Destruction/Hazmat
Team Coordinator
Citizen Corps Council Coordinator
Emergency Management Coordinator
Emergency Management Specialist
Volunteer Services Specialist
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Total Emergency Management Office
29-3
FUND: 100
ACCOUNTING UNIT: 5000, 5027
FACILITIES MANAGEMENT ADMINISTRATION AND

FACILITIES IMPROVEMENT MAINTENANCE PROGRAM
The Facilities Management Department oversees the County Capital

Improvement Projects and provides services for other areas including the maintenance for the Adult
Detention Center, County Buildings, Forensic Science Center, and Juvenile Institutions. Facilities
Management also manages building grounds and the Energy Services division. The Administration
Division of the Facilities Management Department provides for the general welfare of the citizens of
Bexar County by managing the construction and maintenance of all County Facilities.
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Number of Capital Projects Managed (less than $1 million)
Number of Capital Projects Managed ($1-5 million)
Number of Capital Projects Managed ($5-10 million)
Number of Capital Projects Managed (over $10 million)
40
12
2
0
47
15
2
4
57
15
1
5
Average Number of Change Orders per Project
Average Percent Increase in Budget for a Project
Average Percent Decrease in Budget for a Project
1.5
5%
0%
1
5%
0%
5
2.5%
0%
Number of Capital Projects Completed on Schedule
Number of Capital Projects Completed within Budget
54
54
68
68
78
78
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$296,695
21,386
116,420
13,914
9,992
$476,694
7,225
440,960
68,906
60,155
$570,901
7,225
250,520
68,102
39,712
$626,273
8,935
173,947
101,885
627,215
$458,407
$1,053,940
$936,460
$1,538,255
Program Changes
$631,517
Total
$458,407
30-1
$1,053,940
$936,460
$2,169,772
The FY 2016-17 Proposed Budget increases significantly when compared to FY 2015-16 Estimates as
described below.
The increase is primarily due to turnover that occurred in FY 2015-16.
2015-16 Estimates. The increase is primarily due to additional funding for project management
staff to complete project management testing and training.
Estimates. This is year funding for the Facilities Improvement Maintenance Program (FIMP) is
proposed in other appropriation units.
Below is a list of FIMP projects proposed for FY 2016-17 in the Operational Costs Group:
Door & Key Replacement
Exterior Cleaning of Courthouse Campus
Veterans Service Office Carpet Replacement
45th District Court - Repair of Witness Stand
150th District Court - Light Covers in Jury Room
288th District Court - Fix Water Leak in Ceiling in Judge's Chambers
Total
Estimates. Funding in the amount of $96,360 is proposed for one FIMP project in the FY 2016-17
Proposed Budget.
ADC & Video Visitation Center (7) Key Watcher 16 Key Small Module Cabinets
ADC & Comal Building (7) Key Watcher 16 Key Small Module Cabinets
ADC (3) Key Watcher 1 MOD 16 Main Cabinets
Total
12,983
108,000
3,993
5,000
5,000
5,000
$139,976
43,645
24,800
27,915
$96,360
The Capital Expenditures group provides FIMP funding in the amount of $627,215. Below is a list
of proposed FIMP Projects in the FY 2016-17 Proposed Budget.
ADC Front Entrance Beautification
ADC Increase Cameras
ADC Public Entrance
ADC Day Room Sinks
ADC Seal Pipe Penetrations
ADC S. Annex - AHUs
ADC Underground Hot Water Line
$18,000
105,300
35,100
43,875
77,500
54,990
40,950
30-2
Gillette Building - Capital Improvement

JDC Repair Intake Roof
JDC Backflow Preventer
JDC Security Wall
Justice Center Hallway Benches
Vista Verde 2nd Floor Flooring
Total
70,000
60,000
68,000
18,000
20,000
15,500
$627,215
At the end of FY 2014-15, the County Manager hired a new Facilities Management Director. Over
the course of the past year, the Director has overseen the Department and has developed a staffing
plan that will allow for more efficient and effective facilities management practices. The
reorganization requested by the Director is included in the proposed budget, with details described
in several budget narratives included in this document. The total cost associated with the
reorganization is $86,085, which is spread over the General Fund and the Capital Improvement
Fund. Ten positions are proposed to be added and eight positions are proposed to be deleted,
resulting in a net increase of 2 new positions. The program changes associated with the County
Buildings Division of the Facilities Management Department are described below:
The first program change adds one Division Chief (E-13) for a total cost of $143,829, including
salary and benefits. This position will oversee a new division in the department proposed to
focus on Detention facilities, as maintenance and management of these facilities can be more
complex and require more time and attention. Aside from day to day facility operations, this
position will be responsible for compliance with Facilities Preventive Maintenance program,
TCJS and TJJD compliance, condition assessments for buildings and equipment, long-term capital
planning, and management of small capital projects. Additionally, the County is expected to
open up new county facilities within the next couple years, thus increasing the number of
buildings to maintain and operate.
The second program change transfers the Information Technology Departments Mail Room
Division to the Facilities Management Department. The Mail Room positions include one
Mailroom Supervisor (NE-08), two Mail Courier II (NE-02), and two Mail Courier (NE-01)
positions. There is no cost associated with this program change as it is a transfer from one
department to another.
The third program change transfers two positions from the Information Technology Department
into the Facilities Department. The Video Conferencing Systems Manager (E-09) and the Court
Technology Support Specialist (NE-10) will better assist with the audio
visual
requirements
needed in county-owned facilities. There is no cost associated with this program change as it is a
transfer from one department to another.
Facilities Management (Capital Projects Division)

The FY 2016-17 Proposed Budget includes two program changes within the Facilities Capital Projects
Division, for a total cost savings of $170,140. The first program change is the addition of one Project
Manager (E-07) and the deletion of one Senior Construction Coordinator (E-06). This program change is
recommended so that the job description is more aligned with actual duties of the position. The total
cost savings associated with this program change is $26,245, including salary and benefits.
30-3
The second program change is the deletion of one County Architect (NE-12). The new Facilities
Management Director does not require an architect on staff. The total cost savings associated with this
program change is $143,917, including salary and benefits. The list below represents the authorized
positions after recommendations within the Facilities Capital Projects Division are implemented:
One Capital Projects Manager (E-11)

One Project Manager (E-07)
One Project Manager (E-07)
One Assistant Project Manager (E-6)
FY 2014-15
Actual
Court Technology Support Specialist

Division Chief
Executive Assistant
Facilities Management Director
Lead Electronic Technician*
Mailroom Supervisor
Mail Courier
Mail Courier II
Office Assistant
Technical and Contracts Compliance Manager
Video Conferencing Systems Manager
Total Facilities Management Department
FY 2016-17
Proposed
0
1
0
1
1
0
0
0
0
1
1
0
0
1
1
1
1
1
0
0
0
1
1
0
1
2
1
1
1
1
1
2
2
1
1
1
15
*Audio Visual Technician was re-titled to Lead Electronic Technician in FY 2015-16.
30-4
FY 2015-16
Estimate
- FUND: 100
FACILITIES MANAGEMENT
ADULT DETENTION CENTER
Program Description: The Facilities Management Department - Adult Detention Center Division is
responsible for the operation, maintenance and repair of the Countys Adult Detention Facilities.
Included are the Adult Detention Center and the Adult Detention Center Annex with a total of 4,800
beds, the Sheriffs administrative office spaces, a detached 96-bed portable detention housing unit
located adjacent to the Adult Detention Center Annex, and the ADC South Annex. Responsibilities
include a complete maintenance program to include pest control services, repair and minor remodeling
of the facilities and upkeep of grounds and surface parking lots. Preventive, corrective, diagnostic, and
demand maintenance programs are regularly performed on all equipment, machinery and systems,
(including heating, ventilation, air conditioning, mechanical, electrical, plumbing, life safety and critical
electronic equipment) to support the safe and efficient operation of the facilities.
This division maintains the facilities 24 hours per day, seven days a week. Contracts developed,
implemented and overseen include janitorial services, elevator maintenance, recycling and waste
disposal services, pest control services, uninterrupted power supply systems, water treatment and other
service contracts. Economic effectiveness, efficient services and the application of best building
engineering practices to ensure the reliability and effectiveness of all building mechanical/electrical
equipment and utility systems are part of our Facilities Maintenance Section responsibilities. The
efficient functioning of these systems helps to ensure the Countys compliance with regulatory
requirements of State and local agencies, and limits the County's liability. In addition to maintaining
compliance with applicable codes and regulations, this section is also responsible for the jail facility
maintaining compliance with the Texas Commission on Jail Standards (TCJS) and passing both, annual
and periodic TCJS inspections
FY 2014-15
Actual
Number of Work Orders (Demand Generated)
Number of Work Orders (Preventive Maintenance)
Building Square Footage Maintained
Average Number of Days to Complete Demand and
Generated Work Orders
Average Number of Days to Complete Preventative
Maintenance Work Orders
Number of Work Orders (Demand Generated) per
FTE
per FTE
31-1
FY 2015-16
Estimate
FY 2016-17
Proposed
39,000
4,600
817,801
39,743
4,744
817,801
40,000
6,000
817,801
10
1,300
1,419
2,222
84
86
109
FY 2014-15
Actual
Percentage of Work Orders Completed (Demand
Generated)
Percentage of Work Orders Completed (Preventive
Maintenance)
Number of Favorable Audits by Outside Agencies
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Estimate
FY 2016-17
Proposed
100%
100%
100%
93%
2 out 2
96%
2 out of 2
96%
2 out of 2
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$1,657,770
4,268
904,081
306,020
$1,728,237
13,150
1,035,958
374,422
$1,608,528
11,500
847,521
379,364
$1,900,547
12,150
918,642
334,529
$2,872,139
$3,151,767
$2,846,913
$3,165,868
Program Changes
($82,502)
Grand Total
$2,872,139
$3,151,767
$2,846,913
$3,083,366
as described below.
Estimates. This is due to turnover experienced in FY 2015-16 and can also be attributed to an
increase in Health Insurance elected by the employees.
2015-16 Estimates. Funding is provided for various training for staff in order to learn the latest
technologies and techniques regarding safety, repairs, and maintenance of buildings.
Estimates. The increase is primarily due to an increase in Contracted Services, such as elevator
service contracts. Contracting with vendors allows for monthly maintenance inspections and
other preventative services which will lessen the likelihood of the equipment failing and
breaking down unexpectedly.
Estimates. The decrease is primarily due to lower costs anticipated in Tools & Hardware as a
31-2
result of contracting with vendors for various repairs and maintenance of County buildings. The
Department is increasing funding on preventative maintenance contracts as explained in the
Operational Expenses appropriation.
resulting in a net increase of 2 new positions. The program changes associated with the Adult
Detention Center Division of the Facilities Management Department are described below:
The first program change adds one Lead Maintenance Technician (NE-09) position for a total
cost of $65,106, including salary and benefits. This position will provide supervision and
oversight in order to work order process. This position will have the authority to correct work
orders and move work orders through the process in a timely manner.
The second program change adds one Lead Life and Safety Technician (NE-09) and deletes one
Life Safety Supervisor (NE-10) for a total cost savings of $22,157 including salary and benefits.
This position is proposed in order to standardize the staffing across all divisions of the Facilities
Management Department. Each division will now have four Life and Safety positions, one of
which will be a Lead position.
The third program change deletes one Jail Superintendent (E-10) for a total cost savings of
$98,906, including salary and benefits. Under the re-organization of the Department, this
position will be redundant within the management structure with the proposed addition of a
Division Chief in Facilities Management Administration.
The fourth program change adds three Maintenance Mechanic II (NE-06) positions and deletes
four Maintenance Mechanic I (NE-03) positions for a total cost saving of $26,547, including
salary and benefits. These technicians can, by themselves, perform repairs with limited
supervision, thereby allowing resolution of work orders more quickly.
FY 2014-15
Actual
Carpenter
Electrician
Electronics Technician I
Electronics Technician II
Exterminator
Facilities Maintenance Supervisor
HVAC and Controls Technician
FY 2015-16
Estimate
1
1
3
2
1
1
1
31-3
FY 2016-17
Proposed
1
1
3
2
1
0
1
1
1
3
2
1
0
1
FY 2014-15
Actual
HVAC Technician
Jail Facilities Specialist
Jail Superintendent
Life and Safety Supervisor
Life and Safety Technician
Lead Life and Safety Technician
Lead Maintenance Technician
Maintenance Mechanic II
Office Assistant IV
Plumber
Welder II
Total Adult Detention Center Division
31-4
FY 2015-16
Estimate
FY 2016-17
Proposed
1
0
1
1
4
0
0
14
4
1
2
1
1
1
1
1
4
0
0
14
4
1
2
1
1
1
0
0
4
1
1
10
7
1
2
1
39
39
38
FUND: 100
COUNTY BUILDINGS
The Facilities Management Department - County Buildings Division is

responsible for the operation, maintenance, and repair of all County judicial and administrative facilities.
These facilities include the Courthouse, Justice Center, Courthouse Annex, Fire Marshals building, the
Community Supervision and Corrections Department building (Adult Probation), Vista Verde Plaza, the
Fleet Maintenance Facility, the Records Management and Training Center, the Elections and Purchasing
Building the Paul Elizondo Tower, the Adult Detention Center South Annex Facility (formerly known as
Toudouze), the Constable, Justice of the Peace, Biblotech and Tax Office in Precinct 1, Bibliotech in
Precinct 2, and the Federal Reserve Building.
This division is responsible for the maintenance, pest control services, repair, and minor remodeling of
these facilities. Preventive, diagnostic, and demand maintenance programs are regularly performed on
all equipment, machinery, and systems. The facilities maintained by this division generally operate five
days a week, at least eight hours per day with after hour on-call maintenance support services. This
division also monitors the following contracts for proper compliance: janitorial services, elevator
maintenance, waste disposal, recycling program, water treatment, un-interruptible power supply
systems (UPS), cafeteria concession services, contracted security services, ATM services, uniform
services, and contracted correctional facility services. The proper functioning of these systems helps to
ensure the Countys compliance with state mandates and limits any liability concerns.
FY 2014-15
Actual
Number of Work Orders (Demand and Generated)
# of Work Orders (Demand and Generated) per FTE
# of Work Orders (Preventive Maintenance) per FTE
Percentage of Work Orders Completed (Demand and
Generated)
Maintenance)
32-1
FY 2015-16
Estimate
FY 2016-17
Proposed
38,525
3,000
1,384,702
39,000
3,100
1,384,702
40,00
4,000
1,384,702
5
1,937
150
5
1,950
155
5
2,000
1200
100%
100%
100%
96%
2 out 2
96%
2 out of 2
99%
2 out of 2
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$1,515,271
10,999
2,429,744
169,568
5,124
$1,187,623
9,501
2,851,762
246,226
0
$1,319,840
9,500
2,656,541
256,612
0
$1,326,005
12,380
2,730,888
219,646
0
$4,130,706
$4,295,112
$4,242,493
$4,288,919
Program Changes
$129,918
Grand Total
$4,130,706
$4,295,112
$4,242,493
$4,418,837
as described below.
Funding is proposed based on FY 2015-16 expenditure estimates.
2015-16 Estimates. Funding is provided for various training opportunities to keep staff updated
on new technologies and techniques regarding safety, repairs, and maintenance of buildings.
Estimates. Funding is provided for Contracted Services, which will reduce the cost associated
with repairs and maintenance of County buildings. Contracting with vendors allows for monthly
maintenance inspections and other preventative maintenance services, which will lessen the
likelihood of the equipment failing and breaking down unexpectedly.
Estimates. The decrease is primarily due to a one-time expenditure in Safety Supplies for AEDs
that were purchased in FY 2015-16 and installed at various County buildings.
32-2
resulting in a net increase of 2 new positions. The program changes associated with the County
Buildings Division of the Facilities Management Department are described below:
The first program change adds one Lead Maintenance Technician (NE-09) position for a total
cost of $65,108, including salary and benefits. This position is proposed to provide staff
supervision that will improve the management process of the Department and improve the
process of correcting and managing work orders.
The second program change adds one Lead Life and Safety Technician (NE-09) for a total cost of
$64,810, including salary and benefits. The job duties of this position are proposed to include
the inspection and maintenance of the fire alarm and sprinkler systems in various County
buildings.
FY 2014-15
Actual
Building Monitor
Carpenter
Electrician
Electronic Technician II
Exterminator
HVAC and Controls Technician
Life & Safety Technician
Lead Life and Safety Technician
Maintenance Helper
Office Assistant II
Painter
Plumber
Senior HVAC Technician
Total County Buildings Division
32-3
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
2
1
1
0
0
2
5
5
1
0
1
1
1
1
1
1
1
2
1
1
0
0
2
4
5
1
1
1
1
1
1
1
1
1
2
1
1
1
1
2
4
5
1
1
1
1
24
24
26
- FUND: 100
ENERGY SERVICES
The Energy Management Program (EMP) was created by Commissioners

Court in early 2004 to reduce the Countys overall energy consumption and cost. The goal of the EMP is
to maximize available energy-efficient conservation technologies, while utilizing sustainable materials
and approaches in design, construction and operations. The EMP also aims to ensure compliance with
the Energy Conservation and Recycling Policy approved and adopted by the Bexar County
Commissioners Court on October 23, 2007.
FY 2014-15
Actual
Total Electricity Consumption (kWh)
Total Natural Gas Consumption (CCF)
Total Water Consumption (Gallons)
Building Square Footage
Number of Buildings
FY 2015-16
Estimate
FY 2016-17
Proposed
54,488,660
609,137
63,348,982
2,515,008
28
55,737,158
590,000
64,509,952
2,635,000
29
56,294,530
595,900
65,155,052
2,705,000
30
Consumption of Electricity (kWh) per Square Foot
Consumption of Natural Gas (CCF) per Square Foot
Consumption of Water (Gallons) per Square Foot
21.67
0.24
27.18
22.16
0.23
25.64
22.16
0.23
25.64
Percent Increase/Decrease in kWh per Square Foot
Percent Increase/Decrease in CCF per Square Foot
Percent Reduction in Gallons per Square Foot
0.78%
-4.2%
-3.3%
2.3%
-4%
-5.7%
0%
0%
0%
Appropriations:
FY 2014-15
Actual
Personnel Services
Operational Costs
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$124,203
300
6,050,813
626
$49,155
0
6,343,169
0
$46,313
0
6,518,442
0
$42,995
0
6,210,686
0
$6,175,942
$6,392,324
$6,564,755
$6,253,681
Program Changes
$0
Total
$6,175,942
33-1
$6,392,324
$6,564,755
$6,253,681
The FY 2016-17 Proposed Budget decreases by 6 percent when compared to FY 2015-16 Estimates
as described below.
Estimates. This decrease is due to changes in the selection of health insurance plans by
employees.
The Operational Costs group decreases slightly when compared to FY 2015-16 Estimates. Electric
and Gas Service and Water and Sewer Service is anticipated to remain relatively flat for various
County buildings in FY 2016-17.
There are no program changes for the FY 2016-17 Proposed Budget.
FY 2014-15
Actual
Data Tracking Specialist
Energy Manager*
Total Energy Services Division
*The Energy Manager position is frozen.
33-2
FY 2015-16
Estimate
FY 2016-17
Proposed
0
1
1
1
1
1
FUND: 100
FORENSIC SCIENCE CENTER
Mission:
The mission of the Facilities Management Department - Forensic Science Center Facility
Maintenance Division is to provide the tenants of the Center (and agencies of the Criminal Justice
System) with reliable, cost-effective, and professional facility services and a comfortable working
environment.
Vision:
The Bexar County Forensic Science Facility Maintenance Division is committed to providing
quick and reliable solutions to maintain a comfortable and safe environment for all tenants and visitors
who come to the facility. The Division will constantly strive to adopt new and innovative solutions that
will increase the expediency of our work product, decrease costs and decrease the time necessary to
accomplish our tasks. We will maintain excellent relations with the public and members of the Criminal
Justice System.
Promote public safety and well-being.

Maintain Americans with Disabilities Act and Occupational Safety and Health Administration
standards in the Forensic Science Center.
Automate as many functions as possible to increase the efficiency of the office, without
affecting the quality of services provided.
Maintain a short turnaround time for all services provided by continuously keeping up with the
demands of the tenants.
Encourage enhancements to the Centers service delivery system through continuous
improvement and innovations, including utilization of technological solutions to improve
operations.
The Forensic Science Center Facility Division is responsible for scheduling

and overseeing building interior and exterior maintenance; coordinating special projects related to
space planning, cost reductions and analysis of supplier performance; coordinating utility shutdowns to
cause the least disturbance to tenants; and adhering to compliance issues of various local, State, and
Federal governing entities. Other responsibilities include: addressing the Criminal Investigation
Laboratory and Medical Examiners Office accreditation requirements in regards to facility issues;
implementing and communicating facilities policies and procedures; and monitoring compliance with
procedures throughout the facility.
FY 2014-15
Actual
34-1
400
150
49,200
FY 2015-16
Estimate
448
200
49,200
FY 2016-17
Proposed
500
250
49,200
FY 2014-15
Actual
Maintenance Cost per Square Foot without utilities
Percentage of Work Orders Completed (Demand and
Generated)
Maintenance)
Percentage of Cost Increase/Decrease to Maintain
Square Footage
FY 2015-16
Estimate
FY 2016-17
Proposed
$5.83
$5.83
$6.00
100%
100%
100%
100%
100%
100%
1 out 1
1 out 1
1 out 1
14.6%
3%
0%
Appropriations:
FY 2014-15
Actual
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$424,131
6,532
$498,883
9,627
$454,741
9,400
462,365
7,500
$430,663
$508,510
$464,141
$469,865
Program Changes
$0
Total
$430,663
$508,510
$464,141
$469,865
Program Justification & Analysis:
The FY 2016-17 Adopted Budget increases by 1.2 percent when compared to FY 2015-16 Estimates
group as described below.
The Operational Costs group decreases by 1.7 percent when compared to FY 2015-16 Estimates.
This decrease is due to lower costs anticipated in Buildings Repairs and Maintenance as a result
of a decrease in the cost of contracts with various vendors that provide annual maintenance
services.
Estimates. This decrease is due to a reduction in the budgeted amount for Vehicle Fuel and Oils,
which reflects the decrease in the cost of gasoline.
There are no program changes for the FY 2016-17 Proposed Budget.

34-2
- FUND: 100
JUVENILE INSTITUTIONS
The Facilities Maintenance Department Juvenile Institutions Division is

responsible is responsible for the operation, maintenance, and repair of the Juvenile Detention and
Administration facilities located at the Bexar County Juvenile Detention Center Mission Road, Cyndi
Taylor Krier Juvenile Correctional Treatment Facility, the Frank Tejeda Juvenile Justice Center, the
Juvenile Probation Building, the Fire Arms Training Center and Training Academy located on Farm Road.
Responsibilities for the Juvenile Maintenance Division include maintenance, pest control services, repair
and minor remodeling of the facilities. Preventive, corrective, diagnostic, and demand maintenance
programs are regularly performed on all equipment, machinery and systems, (including heating,
ventilation, air conditioning, mechanical, electrical, plumbing, life safety and critical electronic
equipment) to support the safe and efficient operation of the facilities. This division also manages the
following contracts for proper compliance: janitorial services, elevator maintenance, waste disposal,
recycling program, food services, un-interruptible power supply services, pest control services, and
water treatment. The Juvenile facilities operate 24 hours per day; seven days a week and the
administrative related buildings operate ten hours a day, five days a week.
In addition to maintaining compliance with applicable codes and regulations, this section is also
responsible for maintaining compliance at both complexes with the Texas Juvenile Justice Department
(TJJD) and passing both, annual and unscheduled TJJD inspections as it relates to the physical plant.
Economic effectiveness, efficient services and the application of sound engineering practices to ensure
the reliability and effectiveness of all our equipment and utility systems are part of our Facilities
Maintenance Division Goals.
FY 2014-15
Actual
Maintenance Cost per Square Foot
Number of Work Orders (Demand Generated) per
FTE
per FTE
35-1
FY 2015-16
Estimate
FY 2016-17
Proposed
17,942
13,607
422,386
17,942
13,607
422,386
17,950
13,607
422,386
$4.19
$4.30
$4.30
854
854
854
647
647
647
FY 2014-15
Actual
Percentage of Work Orders Completed (Demand
Generated)
Maintenance)
Percentage of cost increase/decrease to maintain
square footage
Appropriations:
FY 2014-15
Actual
Personnel Services
Operational Costs
Subtotal
FY 2015-16
Estimate
FY 2016-17
Proposed
100%
100%
100%
100%
1 out of 1
100%
1 out of 1
100%
1 out of 1
-0.7%
-0.7%
1%
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$1,011,156
260
621,351
97,066
$1,009,426
1,000
670,726
106,963
$1,081,629
260
616,298
98,295
$1,124,963
3,180
661,268
103,107
$1,729,833
$1,788,115
$1,796,482
$1,892,518
Program Changes
$65,108
Grand Total
$1,729,833
$1,788,115
$1,796,482
$1,957,626
The FY 2016-17 Proposed Budget increases by 9 percent when compared to FY 2015-16 Estimates as
described below.
The Personnel Services group increases by 4 percent when compared to FY 2015-16 estimates.
This is due to turnover experienced in FY 2015-16 that is not anticipated in FY 2016-17.
2015-16 Estimates. Funding is provided for various training opportunities to learn about the
latest technologies and techniques regarding safety, repairs, and maintenance of buildings.
The increase is primarily due to funding proposed for Contracted Services. The County will
contract with a vendor to provide preventative maintenance for juvenile facilities.
The Supplies and Materials group increases by 5 percent when compared to FY 2015-16
Estimates. The increase is primarily due to additional funding proposed in Minor Equipment and
Machinery for one-time expenditures on equipment.
35-2
resulting in a net increase of 2 new positions. The program changes associated with the Juvenile
Institutions Division of the Facilities Management Department is described below:
The program change adds one Lead Maintenance Technician (NE-09) position for a total cost of
$65,108 including salary and benefits. This position is proposed to provide staff supervision that
will improve the management process of the Department and improve the process of correcting
and managing work orders.
Electronic Technician II
HVAC Technician
Life & Safety Technician
Plumber
Total Juvenile Institutions
35-3
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
3
2
2
1
0
10
2
1
3
2
2
1
0
10
2
1
3
2
2
1
1
10
2
1
21
21
22
FUND: 100
FIRE MARSHALS OFFICE

Mission: The mission of the Bexar County Fire Marshal (BCFM) is to develop, foster, and promote
methods of protecting the lives and property of the citizens of Bexar County from fires, both natural and
man-made hazards, and other significant events through direct coordination and action with other
public safety, private, and business communities. BCFM coordinates with Federal, State, and other local
governmental agencies with a focus on reducing the vulnerability to all natural and man-made hazards
by minimizing damage and assisting in the recovery for any type of incident that may occur.
Vision:
The BCFM acts in accordance with the highest standards of professionalism, efficiency,
integrity and accountability in order to support the mission and goals of Bexar County. We affirm that
the responsibility for providing safety from fire and related hazards must be a cooperative effort, and we
approach our activities in a genuine partnership with fire service, local governments, other Bexar County
departments, regulated fire service industries and the public which we serve. We assure the public and
regulated communities that we are service-oriented and always strive to fulfill the needs of our
customers in a fair and sensible manner. We provide equal opportunity for all employees and quality
services which are accessible to all.
To ensure safety in commercial and public buildings by conducting annual inspections to identify
and reduce fire hazards.
To reduce the incidence of fire loss of life through public fire safety education.
To address concerns of County residents by investigating and addressing complaints related to
fire and life safety issues.
To determine the origin and cause of fires.
To assist in the prosecution of individuals when warranted.
To monitor and provide technical and professional assistance to the volunteer fire departments
under contract with Bexar County.
To provide emergency response dispatching and communication support to volunteer fire
departments.
The Bexar County Fire Marshals Office (BCFM) performs the following
functions:
Public Fire Prevention and Education

Public Fire Safety Inspections
Investigation of Fire Safety Complaints
Explosive and Blast Permitting
Fire and Building Code Compliance
Building Plans Review and Permitting
Fire Origin and Cause Determination
Fire/Arson Investigation
Volunteer Fire Department Contract Administration
Coordinate all County Volunteer Department Activities
36-1
Oversee emergency communication dispatching for the Volunteer Fire Departments

Coordinate and facilitate mutual aid agreements with emergency services districts, volunteer
fire departments, municipalities, and the military.
Number of Annual Fire Inspections
Number of Cases Filed with the D.A. Office for
Prosecution
Number of Emergency Service Requests Received at
Dispatch
Number of Inspections per Fire Inspector
Number of Investigations per Investigator
Number of Dispatcher Calls per Dispatcher
Percentage of citizen complaints closed within 24
hours
Average Number of emergency calls dispatched per
month
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1,162
1,805
2,700
25
18
24
30,606
31,000
31,500
550
16.8
7,515
451
21.8
7,515
900
26
5,600
90%
100%
100%
2,191
2,482
2,600
Appropriations:
FY 2014-15
Actual
Personnel Services
Operational Costs
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$938,963
21,404
158,041
73,968
2,011
$952,591
19,385
195,831
83,300
1,500
$994,943
19,385
158,877
89,229
750
$1,007,194
20,000
156,339
80,750
0
$1,194,387
$1,252,607
$1,263,184
$1,264,283
Program Change
$3,666
Total
$1,194,387
36-2
$1,252,607
$1,263,184
$1,267,949
Overall, the FY 2016-17 Proposed Budget remains relatively flat when compared to FY 2015-16
The Personnel Services group increases by 1.2 percent when compared to FY 2015-16 estimates
due to an increase in the countys retirement contribution rate as determined by the Texas
County and District Retirement System and changes in the health care plans selected by
employees in FY 2015-16.
2015-16 Estimates. The FY 2016-17 Proposed Budget funds additional travel and training
required to update and maintain certifications and licenses for staff. This includes staff
attending the Texas Fire and Arson Seminar, the State Fire Marshals Conference, and the
International Association of Arson Investigators.
The decrease is primarily due to the Mutual Fire Aid account, which provides funds to volunteer
fire departments in Bexar County. The Camelot Volunteer Fire Department is now part of the
Bexar County Emergency Services District #11 and, as a result, does not qualify to receive
funding under the Mutual Fire Aid agreements.
Estimates. The decrease is primarily due to the lower cost of fuel.
No funding is proposed in the Capital Expenditures Appropriation Group for FY 2016-17.
The FY 2016-17 Proposed Budget includes one program change for a cost of $3,666.
One program change proposes to reclassify one Public Safety Communications Supervisor
from an E-05 to an E-06. The purpose of this reclassification is to make this position equal to
the Sheriffs Office Public Safety Communications Supervisors, which are also proposed to
reclassified to E-06. The cost of this program change is $3,666, including salary and benefits.
Chief Fire Investigator
Deputy Fire Marshal
Fire Marshal
Office Assistant I
Office Supervisor
36-3
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
0
1
10
1
1
1
1
1
10
1
1
0
1
1
10
1
1
0
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Public Safety Communication Supervisor

Public Safety Dispatcher I
1
6
1
8
1
8
Total Fire Marshals Office

*Two Public Safety Dispatcher I positions are part-time.
21
23
23
Authorized Position Funding Allocations:
(1) Administrative Assistant funded 45 percent Fire Marshal Office, 45 percent Emergency
Management, and 10 percent Fire Code Fund
(1) Chief Fire Investigator funded 87 percent Fire Marshal Office and 13 percent Fire Code Fund
(5) Deputy Fire Marshal funded 87 percent Fire Marshal Office and 13 percent Fire Code Fund
(5) Deputy Fire Marshal funded 50 percent Fire Marshal Office and 50 percent Fire Code Fund
(1) Fire Marshal funded 37.5 percent Fire Marshal Office, 37.5 percent Emergency Management,
and 25 percent Fire Code Fund
(8) Public Safety Dispatcher I funded 75 percent Fire Marshal and 25 percent Fire Code Fund
(1) Public Safety Communications Supervisor funded 75 percent Fire Marshal and 25 percent Fire
Code Fund
36-4
FUND: 100
HUMAN RESOURCES
Mission: Serving Bexar County, adding value, delivering results.
Vision:
Our customers will see Human Resources (HR) as valued partners in making Bexar County the
government of choice. We will be leaders in providing human capital services.
Create and support an environment focused on planning, strategic and innovative thinking,
practical solutions and accountability.
Strengthen Bexar Countys financial position.
Continuously improve business practices.
Attract, develop, motivate and retain a productive and diversified workforce.
Strengthen Bexar Countys Civil Service processes to ensure quick and equitable resolution to
employee grievances.
Accomplish goals in the most cost-effective manner for Bexar citizens.
The Human Resources Division is responsible for the development and administration of County
personnel policies and procedures to assure compliance with the federal and state laws and County
regulations. The HR division: 1) oversees Employee Relations activities; 2) administers Bexar County
employee health insurance, including the Employee Wellness Clinic, Family and Medical Leave Act, sick
leave pool, and County-wide training; and 3) oversees the recruitment, examination, and certification
process for employment candidates and administers the Countys Civil Service Program, including
providing direct support to the Bexar County Civil Service Commission and the Sheriffs Civil Service
Commission.
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Training events provided
Number of applications reviewed
Number of clinic pre-employment physicals
89
55,992
688
73
72,269
709
75
75,882
710
Number of new hires processed per FTE
Number of applications reviewed per FTE
196
17,905
202
18,800
212
19,740
Percentage of increase/decrease of employee clinic visits
Percentage of attendees for training
-0.50%
82%
1%
84%
1%
86%
37-1
Appropriations:
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
$936,391
3,075
62,302
22,248
$943,482
10,000
110,804
44,900
$941,339
5,138
130,006
31,001
$994,505
10,000
155,804
44,900
$1,024,016
$1,109,186
$1,107,484
$1,205,209
Personnel Services
Subtotal
FY 2014-15
Budget
$0
Program Change
Total
$1,024,016
$1,109,186
$1,107,484
$1,205,209
as described below.
The Human Resources Department experienced turnover during FY 2015-16. Full-year funding is
provided for all authorized positions in FY 2016-17.
2015-16 Estimates. Funding is provided for staff to attend the Texas County & District
Retirement System conference, a Benefits conference, and an American with Disabilities Act
Conference.
Estimates. Additional funding is provided for County-wide background and fingerprint services.
This service was previously provided by the Sheriffs Office but will now be performed by an
outside vendor.
Estimates. The increase is due to providing full funding for office supplies that was not spent
during FY 2015-16.
37-2
FY 2014-15
Actual
Analyst Human Resources
Human Resources Director
Human Resources Manager
Human Resources Technician I
Human Resources Technician II*
Office Assistant II
Senior Analyst Human Resources
Total - Human Resources
FY 2015-16
Estimate
FY 2016-17
Proposed
3
0.25
1
1
3
0.5
1
3
3
0.25
1
1
3
0.5
1
3
3
0.25
1
1
3
0.5
1
3
12.75
12.75
12.75
*The Human Resources Technician II is funded 50% in the Human Resources Department and 50% in the SelfInsurance Health & Life Fund.
37-3
FUND 100
ACCOUNTING UNIT: 4800, 4802 & 9907
INFORMATION TECHNOLOGY
Mission:
Provide high quality technology infrastructure, enterprise business solutions, and

technical services to enable an efficient, effective, and innovative County government.
Vision:
To be recognized as a leader in providing technological excellence and innovation.
Establish service levels in collaboration with customers and deliver upon commitments.
Manage the County technology hardware and software assets responsibly.
Manage operations and technology investments with a focus on fiscal responsibility.
Improve quality processes that result in higher-quality technology outcomes.
Increase process improvement efforts that focus on efficiency and cost savings.
Strengthen business intelligence/analytics through a focus on enterprise information systems.
Enhance content management and workflow to streamline manual processes.
Strengthen project portfolio management resulting in better project outcomes.
Strengthen enterprise architecture, strategic planning, and multi-year technology roadmaps.
Protect data from unauthorized access and misuse and ensure regulatory compliance.
Protect all IT network and data assets against cyber-attacks and vulnerabilities.
Improve disaster recovery efforts resulting in a redundant and resilient infrastructure.
Strengthen resource capacity planning and enhance technology skillsets.
Focus on voice of the employee and creating an innovative work environment.
Measure BCIT operational and strategic progress and be transparent with results.
Aim for achieving world-class IT operations in all divisions and benchmark against others.
Bexar County Information Technology (BCIT) is responsible for the architecture, design, development,
implementation, security, maintenance, and support of the technology infrastructure, enterprise
information systems, and end-user computing resources across all Bexar County Offices and
Departments. BCIT enables efficiency and effectiveness through the use of various technology
solutions across all Offices and Departments. BCIT continually researches new technical developments
that may help enhance and optimize business processes for Bexar County. This involves a
concentrated focus on developing a culture of learning and innovation in support of the BCIT mission
and vision. BCIT ensures alignment to County goals and objectives through a focus on strategic
planning, enterprise architecture, and project portfolio management best-practice approaches. This
includes developing a multi-year technology roadmap in collaboration with Offices and Departments
in support of their operational needs and strategic plans.
38-1
FY 2014-15
Actual
Applications Development
Legacy Software Defects (Fixes)
Enterprise Data Center
Number of Processed Mainframe Jobs
E-Services/ Geographical Information Systems
Number of GIS Service Visits
Technical Support
Number of Help Call Tickets
Legacy Software Defects (Fixes) completed
Number of 24/7 Support Calls Taken per FTE
Average Number of Inquires per Visit
Technical Support
Number of Voice/Data Service Calls Closed per FTE
Percent of Legacy Software Defects (fixes
completed)
Percentage of Security calls closed
Percentage of GIS System Availability
Technical Support
Percentage of Calls Resolved by Help Desk Staff
38-2
FY 2015-16
Estimate
FY 2016-17
Proposed
1,284
1,266
3,072
213,076
241,260
283,644
215,000
200,000
291,000
5,148
6,000
3,810
1,335
1,266
2,918
1,392
1,294
12,230
20,000
20,000
60,000
1,287
956
476
100%
100%
100%
98.5%
99.9%
99.9%
99%
99%
99%
97%
98%
98%
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$8,731,663
101,321
5,728,515
329,522
39,228
$8,916,983
132,317
9,059,575
441,900
95,700
$9,492,531
103,792
9,308,226
417,857
95,700
$10,827,090
127,700
8,370,073
423,800
182,640
$14,930,249
$18,646,475
$19,418,106
$19,931,303
Program Change
($1,299,851)
Total
$14,930,249
$18,646,475
$19,418,106
$18,631,452
The FY 2016-17 Proposed Budget decreases by 4 percent when compared to FY 2015-16 Estimates
as described below.
The Personnel Services group increases by 14 percent when compared to FY 2015-16

Estimates. During FY 2015-16, several new positions were created in accordance with
recommendations included in the 5-Year IT Strategic Plan conducted by IBM. These positions
are fully funded for FY 2016-17.
The Travel, Training and Remunerations group increases by 23 percent when compared to FY
2015-16 Estimates. Funding is proposed for cloud computing training, as recommended by the
IBM 5-Year IT Strategic Plan developed for the Information Technology Department.
The Operational Expenses group decreases by 10 percent when compared to FY 2015-16

Estimates. During FY 2015-16, the County paid Microsoft for three years of True-Up Costs
associated with the software licenses used by county employees in the amount of $2,456,238.
The payment for FY 2016-17 is anticipated to be significantly lower.
Estimates. Funding for the tools and hardware account, and computer supplies are proposed
at the same levels that were budgeted in FY 2015-16. The proposed funding will allow BCIT to
purchase items needed to repair technology, as needed.
The Capital Expenditures group increases significantly when compared to FY 2015-16

Estimates. Funding is proposed for countywide ImageNow licenses, scanners and the purchase
of software to provide additional security for the users of the Bexar County Public Information
Network (BCPIN).
38-3
The FY 2016-17 Proposed Budget includes four program changes resulting in a net savings of
$1,299,851, as described below.
The first program change transfers Countys Mail Room to the Facilities Departments
Administration Budget. The Mail Room positions include one Mailroom Supervisor (NE-08),
two Mail Courier IIs (NE-02), and two Mail Couriers (NE-01). There is no cost associated
with this program change as these positions are being transferred to another Department.
The second program change transfers two positions from the Information Technology
Department to the Facilities Management Department Administrative Division. The Video
Conferencing Systems Manager (E-09) and the Court Technology Support Specialist (NE-10)
work closely with facilities management staff. Therefore, the transfer of these positions will
result in better and more efficient communication. There is no cost associated with this
program change as these positions are being transferred to another Department.
The third program change proposes to delete one Director of Technology Innovations (EX01) to be effective April 1, 2017. This position was authorized to implement technology
innovation projects in Bexar County. Those projects are anticipated to be complete in
March 2017. This savings associated with this program change is $81,506, including salary
and benefits.
The fourth program change proposes to delete 9.5 positions for a cost savings of $730,656.
This proposed program change is consistent with recommendations included in the IBM 5Year Strategic Plan. The proposed positions to be deleted are:
One Analyst Programmer (E-7) from the Applications Development Division for a
total cost savings of $72,669, including salary and benefits.
One Analyst Programmer II (E-9) from the Applications Development Division for a
One CHRIS Support Specialist (E-07) from the Enterprise Resource Planning Division
for a total cost savings of $72,669, including salary and benefits.
One Communications Technician (NE-08) from the Technical Support Division for a
One Computer Operator (NE-07) from the Technical Support Division for a total
cost savings of $57,900, including salary and benefits.
One Part-time Database Analyst (E-08) from the Database and Security Division for
a total cost savings of $77,306, including salary and benefits.
Two Systems Programmers (E-08) from the Enterprise Data Center for a total cost
savings of $154,612, including salary and benefits.
One Systems Programming Administrator (E-09) from the Enterprise Data Center
for a total cost savings of $82,887, including salary and benefits.
One Technical Support Specialist III (NE-10) from the Technical Support Division for
a total cost savings of $68,540, including salary and benefits.
38-4
FY 2014-15
Actual
Administration
Chief Information and Technology Officer
Chief Information Officer
Deputy Chief Information Officer
Director of Technology Innovations
Total - Administration
Application Development
Applications Development Manager
Analyst Programmer I
Analyst Programmer II
Database Analyst
Data Security Analyst
Senior Technology Business Analyst
Technology Business Analyst
Web/Print Graphics Designer
Total - Application Development
CJIS
Application Development Coordinator
Application Development Program Aid
Database Administrator
Project Manager
Network Security Administrator
Senior Software Engineer
Senior Technical Training & Support Specialist
Software Engineer
Total - CJIS
Database and Security
Database Analyst
Data Security Analyst
Database & Security Manager
Total - Database and Security
38-5
FY 2015-16
Estimate
FY 2016-17
Proposed
0
1
1
1
1
1
0
1
1
1
0
0
1
8
14
0
1
1
2
1
1
6
13
1
0
1
2
0
1
5
12
1
0
1
2
0
28
24
22
2
2
1
1
1
1
1
1
2
1
2
2
1
1
1
1
1
1
2
1
2
2
1
1
1
1
1
1
2
1
13
13
13
0
0
0
0
0
2
1.5
1
1
1
2
1
1
1
1
6.5
FY 2014-15
Actual
Enterprise Business Solutions
Director, Enterprise Business Solutions
Solutions Architect
Total - Enterprise Business Solutions
Applications Development Coordinator
Asset Control Analyst
Computer Operator
Data Control Clerk
Data Control Supervisor
Database Analyst
Database Administrator
Enterprise Data Center Manager
Executive Assistant
Lead Computer Operator
Mail Courier
Mail Courier II
Mailroom Supervisor
Media Librarian
Office/Contracts Supervisor
Operations Shift Supervisor
Production Control Analyst
Systems Programmer
Systems Programming Administrator
Total - Enterprise Data Center
E-Services/Geographical Information Systems
E-Government Developer
GIS Database Systems Coordinator
GIS Manager
GIS Senior Analyst
Senior Technical Training & Support Spec
Technology Training & Support Specialist
Webmaster
Total - E-Services/Geographical Information Systems
38-6
FY 2015-16
Estimate
FY 2016-17
Proposed
0
0
1
1
1
1
1
1
3
1
1
2.5
1
1
1
0
3
2
2
1
1
1
3
1
3
1
1
2
3
1
1
0
0
0
1
1
3
2
2
1
1
1
3
1
3
1
1
2
2
1
1
0
0
0
1
1
3
0
0
0
1
1
3
1
1
0
30.5
28
19
2
1
1
1
1
2
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
FY 2014-15
Actual
Enterprise Resource Planning
ABAP Programmer
BASIS Administrator
CHRIS Support Specialist
IT Financial Systems Manager
Total - Enterprise Resource Planning
Enterprise Strategic Services
Director, Enterprise Strategic Services
Project Manager, Strategic Management
Enterprise Architect
Process Excellence Manager
Total - Enterprise Strategic Services
E-Services & Innovative Technology
Analyst Programmer I
E-Government Developer
GIS Database Systems Coordinator
GIS Manager
GIS Senior Analyst
Senior Technical Training & Support Spec
Technology Training & Support Specialist
Web/Print Graphics Designer
Webmaster
Total - E-Services & Innovative Technology
IT Infrastructure Services
Director, IT Infrastructure Services
Solutions Architect
Total - IT Infrastructure Services
Technical Support
Communications Coordinator
Communications Supervisor
Communications Technician
Court Technology Support Specialist
Executive Assistant
Lead Communications Specialist
Lead Communications Technician
Network Architect I
38-7
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
3
1
3
1
2
1
0
0
0
0
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
2
2
1
1
1
1
2
1
1
2
2
1
1
1
1
2
1
1
12
12
0
0
1
1
1
1
1
1
3
3
1
1
1
4
1
1
3
3
0
1
1
4
1
1
2
2
0
1
1
4
FY 2014-15
Actual
Network Architect III
Technical Support Coordinator
Technical Support Manager
Video Conferencing Systems Manager
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
1
28
27
23
Total Project Management Office
BCIT - TOTAL
117.5
130.5
113
Total - Technical Support

Project Management Office
Director, Project Management Office
IT Project Manager
38-8
FUND: 100
ACCOUNTING UNITS: 1000, 1010, 1011,
1012, 1013, 1014
JUDGE/COMMISSIONERS COURT
Mission: Our mission is to improve the quality of life for the citizens of Bexar County by providing
services that are appropriate, effective, and responsive in a fair and equitable manner.
Vision: Commissioners Court is committed to providing services with excellence. The people of Bexar
County are our customers and we will treat them with dignity and respect. We will continuously strive to
keep their trust and maintain our credibility. We will empower and support a competent, stable,
motivated workforce dedicated to excellence. We will be accountable to our customers and responsive
to their needs. We will protect and preserve our diverse cultural heritage. We will explore innovative
ideas and services and be accessible to all.
Provide quality services which are accessible to all.

Manage the publics resources with efficiency and integrity.
Promote public safety and well-being.
Encourage flexibility and accountability in all Offices and Departments.
Create an environment that encourages continuous improvement, innovation, and
communication in County operations.
Use technological solutions to improve operations.
Promote diversity in the workforce.
Value every employee and treat them with respect and fairness.
Develop a highly qualified and dedicated workforce.
Preserve the history and heritage of Bexar County.
Improve community relationships and communications.
Program Description: The Commissioners Court, which is composed of the County Judge and four
Commissioners, is the overall managing/governing body of Bexar County. The County Judge is the
presiding officer of the Bexar County Commissioners Court as well as the spokesperson and ceremonial
head of the County government. The County Judge is elected Countywide for a term of four years. The
Commissioners are elected from four precincts within the County for four year staggered terms. The
Court is responsible for budgetary decisions, tax and revenue decisions, and all personnel decisions
except for certain positions that are either elected or appointed by the judiciary or other statutory
boards and commissions.
39-1
FY 2014-15
Actual
Number of Contacts
Number of Meetings Attended
Number of Speaking Events Conducted
Percentage of Constituency Responded to in 14
Days
Percentage of Special Projects Completed in 14
Days
Number of Meetings attended per week
(staff/official)
Effectiveness/Outcome Indicators:
Percentage of Constituency Responded to
Special Projects Completed/Implemented
FY 2015-16
Estimate
FY 2016-17
Proposed
8,300
1,230
120
8,342
1,250
121
8,384
1,270
122
93%
94%
95%
93%
94%
95%
25
26
27
97%
525
97%
528
97%
531
Appropriations:
FY 2014-15
Actual
County Judge's Office
Personnel Services
$451,830
$2,013
$10,589
$4,465
FY 2015-16
Budget
$456,356
$2,600
$8,735
$3,104
FY 2015-16
Estimate
$464,627
$1,905
$7,794
$3,502
Program Changes
FY 2016-17
Proposed
$472,141
$2,600
$8,735
$3,104
$0
Subtotal
Commissioner Precinct 1
Personnel Services
$468,897
$470,795
$477,828
$486,580
$338,583
$1,088
$10,750
$3,789
$337,800
$2,500
$9,797
$3,519
$346,712
$1,088
$9,129
$3,288
$353,461
$2,500
$9,797
$3,519
Program Changes
$0
Subtotal
$354,210
39-2
$353,616
$360,217
$369,277
FY 2014-15
Actual
Personnel Services
$288,036
$0
$968
$635
FY 2015-16
Budget
$290,505
$500
$1,000
$1,007
FY 2015-16
Estimate
$299,186
$500
$780
$1,267
Program Changes
FY 2016-17
Proposed
$302,634
$500
$1,000
$1,007
$0
Subtotal
Personnel Services
$289,639
$293,012
$301,733
$305,141
$340,804
$0
$2,527
$3,367
$362,177
$6,936
$3,083
$1,735
$376,268
$6,166
$2,196
$1,446
$368,994
$2,700
$3,083
$1,735
Program Changes
$0
Subtotal
Personnel Services
$346,698
$373,931
$386,076
$376,512
$351,485
$5,010
$3,745
$2,881
$335,278
$5,100
$3,600
$2,774
$332,362
$5,010
$5,671
$2,492
$334,819
$5,100
$3,600
$2,774
Program Changes
$0
Subtotal
Commissioners Court Administration

$363,121
$346,752
$345,535
$346,293
$13,884
$1,919
$13,900
$3,000
$13,918
$1,919
$13,900
$3,000
Program Changes
$0
Subtotal
$15,803
39-3
$16,900
$15,837
$16,900
FY 2014-15
Actual
Judge/Commissioners Court
Personnel Services
$1,770,738
$8,111
$42,463
$17,056
FY 2015-16
Budget
$1,782,116
$17,636
$40,115
$15,139
FY 2015-16
Estimate
$1,819,155
$14,669
$39,488
$13,914
Program Changes
FY 2016-17
Proposed
$1,832,049
$13,400
$40,115
$15,139
$0
Grand Total
$1,838,368
$1,855,006
$1,887,226
$1,900,703
Overall, the FY 2016-17 Proposed Budget remains relatively flat when compared to FY 2015-16
The Personnel Services group is flat when compared to the FY 2015-16 Estimates.
The Travel, Training, and Remunerations group decreases by 8.7 percent when compared to
the FY 2015-16 Estimates. Funding in this group allows for Bexar County Commissioners to
meet mandatory continuing education requirements.
The Operational Expenses group increases by 1.6 percent when compared to the FY 2015-16
Estimates. Funding is provided for LexisNexis services, report development services, printing
and binding, telephone and internet, and copier rental.
The Supplies and Materials group increases by 8.8 percent when compared to the FY 2015-16
Estimates. Funding remains flat to the previous years budgeted amounts for this group.
39-4
FY 2014-15
Actual
County Judge's Office
County Judge
Assistant to the County Judge
Chief of Staff
Constituent Services Director
Special Assistant to the County Judge
FY 2015-16
Estimate
FY 2016-17
Proposed
Subtotal
1
1
1
1
1
5
1
1
1
1
1
5
1
1
1
1
1
5
County Commissioner
Executive Assistant to the Commissioner
Neighborhood Outreach Specialist
Senior Executive Assistant
Subtotal
1
1
1
1
4
1
1
1
1
4
1
1
1
1
4
Subtotal
1
1
2
4
1
1
2
4
1
1
2
4
County Commissioner
Subtotal
1
1
1
1
4
1
1
1
1
4
1
1
1
1
4
County Commissioner
Subtotal
1
1
1
1
4
1
1
1
1
4
1
1
1
1
4
Grand Total - Judge/Commissioners Court
21
21
21
County Commissioner
39-5
- FUND: 100
ACCOUNTING UNIT: 4900, 4902, 4909, TBD
JUDICIAL SERVICES
Mission:
It is the mission of the Judicial Services Department to coordinate and collaborate with
County stakeholders to focus on initiative aimed at improving efficiency in the criminal justice process.
Vision:
To expedite the pre-trial and post-trial release and supervision of eligible defendants and
streamline processes in order to reduce the time to indictment and the time to disposition without
compromising community safety.
To provide the Judiciary with needed information and to facilitate the releases of defendants
under appropriate conditions.
To provide supervision strategies that respond appropriately to the risks and needs posed by
released defendants.
To implement and maintain viable cost recovery procedures through the collection of
authorized fees.
To provide a timely process for defendants requesting court appointed counsel in accordance
with the law.
To continue to analyze the Countys Indigent Defense Program, identifying improvements or
alternatives and making recommendations to the Criminal District Courts, the County Courts
and Commissioners Court.
To review the status of detained defendants on an ongoing basis to determine if there are any
changes in eligibility for release options.
To provide in-house appellate representation for all qualified indigent appellate cases.
Provide support to the Specialty Courts to ensure the courts are a humane and cost-effective
method to prevent offenders with substance abuse and mental health problems from reentering the criminal justice systems.
The reentry council initiative is to provide support to individuals reentering Bexar County after
incarceration. The goal of the council is to find safe and effective ways to reduce recidivism.
Provide County leadership with a systematic process to continually assess the needs for mental
health services in the community and prioritize the best investment of County funds to meet
those needs.
Advocate on the mental health issues and programs in the County. Negotiate contracts for
mental health services paid to outside agencies with County general fund or grant funds. Track
performance measures and program compliance metrics and monitor the effectiveness of
treatment providers.
40-1
The Judicial Services Department consists of eleven divisions:

Administration, Court Collections (CCS), Criminal Investigation Laboratory, Dispute Resolution Office,
Medical Examiners Office, Mental Health Department, Mental Health Initiative, Population Impact
Control Unit (PICU), Pre-Trial Services Office (PTSO), Specialty Courts, and Re-entry Services. The Judicial
Services Director provides overall direction to the departments to include general administrative
support, planning, budgeting, training, and coordination of the daily operations. In addition to the
supervision of the departments, the Director is responsible for coordination and collaboration with the
Criminal District Courts, the County Courts at Law, Court Administration, the Community Supervision
and Corrections Department (CSCD), and the Texas Department of Criminal Justice.
The following Departments are include within the Judicial Services Department. The Pre-Trial Services
Office (PTSO) is comprised of the Intake Section, which is staffed twenty-four hours a day/seven days a
week, located at the Central Magistration (CMAG) facility and the Adult Detention Center (ADC). The
Intake Section interviews individuals eligible for Personal Recognizance (PR) Bonds and provides the
results to Magistrate assigned to the CMAG for release decisions. The section also processes defendants
requesting court appointed counsel. The supervision section provides supervision to those individuals
released on PR Bond and monitors compliance with court ordered conditions on Surety and Attorney
Bonds. Those conditions include Domestic Violence, Ignition Interlock Orders, Drug Testing, Drug
Treatment, Special Needs Unit, Regular Reporting, and Global Positioning Satellite (GPS). The Pre-Trial
Collection Section provides cashiering and collection services for Pre-Trial fees to include bond fees,
drug testing, GPS, and Ignition Interlock
The Population Impact Control Unit (PICU) reviews, researches, and troubleshoots jail population listings
to identify inmates ready or eligible for release. The unit will coordinate releasing processes with the
Sheriffs Office, develop and maintain tracking systems to monitor jail population and review all
defendants that were not released on a daily basis to determine if their eligibility status has changed.
The Court Collections Services (CCS) division assists defendants through the post-trial process to collect
fees and set up payment plans. The section aims to increase collections, reduce the number of warrants
issued and the associated costs and, to decrease default rates. They also maximize the collections of
court costs and fines. The program is mandated and monitored by the Texas Office of Court
Administration.
FY 2014-15
Actuals
Pre-Trial Services
Number of Defendants Interviewed for Personal Bond
Number of Defendants Interviewed and Released on
PR Bond
Number of Defendants Supervised but Released on
Bond Other Than PR Bond
Total Supervision Files Closed
40-2
FY 2015-16
Estimate
FY 2016-17
Proposed
11,598
9,356
10,759
5,721
5,260
6,049
4,522
3,420
3,933
11,656
9,892
11,376
FY 2014-15
Actuals
Number of Defendants Closed out due to adjudication
Number of Defendants with Warrants for Failure to
Appear that were under Supervision of Pre-Trial
Services Office
FY 2015-16
Estimate
FY 2016-17
Proposed
8,430
7,266
8,356
880
786
796
$324,944
$221,260
$1,142,545
$423,725
$250,440
$891,276
$487,284
$288,006
$1,024,967
Court Collections
Number of Defendants Interviewed for Payment Plans
County Courts
Justice of the Peace
13,423
3,714
8,836
873
13,574
3,792
9,172
610
14,929
4,171
10,087
671
Number of Defendants per FTE
Number of Defendants Contacted through AutoDialer
Revenue Collected Upfront per FTE
1,495
38,462
$28,752
1,508
37,582
$35,940
1,659
41,340
$39,534
$1,072,882
49%
$1,120,471
52%
$1,352,000
52%
Total Bond Fees Waived
Total Bond Fees Collected
Total Fees Collected and Deposited
Total Court Costs and Fines Collected
Collection Rate
Appropriations:
Personnel Services
Subtotal
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$4,556,974
7,231
717,344
65,154
$4,658,398
10,507
771,457
77,038
$4,814,486
10,563
751,110
63,345
$4,989,677
15,451
707,538
73,717
$5,346,703
$5,517,400
$5,639,504
$5,786,383
0
Program Changes
$109,021
0
Total
$5,346,703
40-3
$5,517,400
$5,639,504
$5,895,404
as described below.
This is due to savings from turnover experienced during FY 2015-16, and partial funding provided
in FY 2015-16 for two Re-Entry specialists, which were added mid-year. All authorized positions
are fully funded in the FY 2016-17 Proposed Budget.
2015-16 Estimates. Funding is provided for the Judicial Services Director and staff to travel to the
Standards for Health Services in Jails Conference, the Annual Texas Association of Pre-Trial
Services Conference, and to Sam Houston University for Criminal Justice Planners meetings. This
travel will enable the Judicial Services Director to stay up-to-date with the latest best practices
and jail diversion methods across the nation. In addition, funding is provided for Re-Entry
personnel to attend the Annual Travis County Vision summit, the Annual Re-Entry Task Force
Committee and Statewide Re-Entry Annual Conference in Austin, TX.
The Operational Expenses decreases by 5.8 percent when compared to FY 2015-16 Estimates.
This is primarily due to the transfer of funding for the Pre-Trial Assessment and Improvement
Project Phase III from the Pre-Trial Services General Fund budget into Non-Departmental for FY
2016-17. Phase I and II of the Pre-Trial Assessment and Improvement Project were funded in PreTrial Services in FY 2015-16.
Estimates due to full year funding for the newly opened Re-Entry Service Center in FY 2016-17.
The FY 2016-17 Proposed Budget includes three program changes for a total cost of $109,021, as
described below:
The first program change adds one Receptionist (NE-01) to the Judicial Services - Re-Entry
Services Center for a total cost of $47,463, which includes salary and benefits, and $1,086
for technology items. This position will assist with the daily operations of the Re-Entry
Services Center, direct clients and providers to the designated area for scheduled services,
and handle the clerical duties associated with being at the front desk.
The second program change adds one Pre-Trial Supervisor (E-04) to the Judicial Services
Pre-Trial Services for a total cost of $61,558, which includes salary and benefits and $1,622
for technology items. This position will assist in supervising Pre-Trial Bond Officers that are
working cases for the DAs Pre-Trial Diversion Program. An increase in caseload has
necessitated the addition of Pre-Trial Bond Officers, which has resulted in the need for a
supervisor.
The third program change re-titles two Re-Entry Specialists to Re-Entry Technicians. This retitle is recommended to standardize position titles associated with the Re-Entry Center
Countywide.
40-4
Administration
Adult Drug Court/DWI Court Manager
Criminal Justice Research Coordinator
Judicial Services Deputy Director
Judicial Services Director
Office Assistant IV
Pre-Trial Programs Manager
Senior Data Analyst
Pre-Trial
Collections Officer
Lead Pre-Trial Supervisor
Mental Health Clerk
PICU Coordinator
PICU Manager
Pre-Trial Bond Officer I
Pre-Trial Bond Officer II
Pre-Trial Bond Officer III
Pre-Trial Manager
Pre-Trial Supervisor
Total - Pre-Trial
Court Collections
Cashier Clerk
Collections Officer (Part-Time)
Collections Specialist
Collections Supervisor
Court Collections - Judicial Service Manager
Total - Court Collections
40-5
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
1
1
3
1
15
17
15
1
4
1
2
2
1
1
3
1
15
17
15
1
4
1
2
2
1
1
3
1
15
17
15
1
5
63
63
64
1
1
6
0
1
1
1
0.5
6
1
1
1
1
0.5
6
1
1
1
10
10.5
10.5
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Total Re-Entry Services
1
0
0
0
1
1
2
0
0
3
1
0
2
1
4
Total - Judicial Services
82
84.5
86.5
Re-Entry Services
Re-Entry Program Manager
Re-Entry Specialist
Re-Entry Technician
Receptionist
40-6
FUND: 100
JUDICIAL SERVICESCRIMINAL INVESTIGATION LABORATORY

Mission: The mission of the Bexar County Criminal Investigation Laboratory is to provide the citizens
of Bexar County and our customers with comprehensive, impartial, reliable scientific analysis of
evidence by experts skilled in the latest technology in Forensic Science as cost effective and timely as
possible without jeopardizing the quality of work, the integrity of the laboratory, or the principles of
justice.
Vision:
To be recognized as a leader among Criminal Investigation Laboratories in providing expert

scientific analysis of forensic evidence to support public safety and further the goals of justice.
Present impartial scientific findings and opinions to the customer and the Courts.
Provide analytical reports in a timely manner.
Provide cost effective scientific services.
Provide outstanding customer service.
Provide quality services.
The Criminal Investigation Laboratory is part of the Judicial Services

Department. The laboratory provides technical and analytical expertise in drug identification, firearm
examination, tool mark examination, forensic serology, DNA profiling, and microscopical and chemical
analysis of trace evidence. The Criminal Investigation Laboratory conducts scientific examinations and
analyses on a wide variety of specimens submitted by police agencies and the District Attorney, such as
drugs, firearms, bullets, documents, blood, hair, and fibers. The Criminal Investigations staff maintains
proficiency, audits, certification, and financial reports and information to ensure operational efficiency
and quality assurance. The Forensic Scientist conducts scientific tests, attends criminal court and
testifies. The Director monitors the time it takes to complete a case and prepares, monitors and
approves financial reports. The Quality Assurance Manager monitors proficiency tests, audits the
sections and writes operational procedures.
FY 2014-15
Actual

Number of Requests Completed
Number of Scientific Examinations Completed
Number of Hours Testified
Cost per Exam Completed
Cost per Hour Billed
41-1
FY 2015-16
Estimate
FY 2016-17
Proposed
7,800
40,596
297
7,754
40,460
522
7,600
40,500
350
$62
$76
$66
$85
$68
$87
FY 2014-15
Actual
Productivity (hours billed/total hours)
Number of cases per FTE
Average Days to Complete Submissions
Trace Evidence Section
Drug ID
Firearms-Tool marks
Forensic Biology/DNA
FY 2015-16
Estimate
FY 2016-17
Proposed
66%
266
63%
311
61%
295
62
19
30
44
79
13
22
46
60
13
25
55
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
$2,140,300
28,028
112,454
228,294
$2,250,898
31,903
131,529
246,215
$2,238,126
29,574
119,000
234,934
$2,287,588
23,027
152,124
240,700
$2,509,076
$2,660,545
$2,621,634
$2,703,439
00
Program Change
$51,240
00
Total
$2,509,076
$2,660,545
$2,621,634
$2,754,679
as described below.
This is due to employee turnover experienced at the beginning of FY 2015-16. All authorized
positions are fully funded in the FY 2016-17 Proposed Budget.
2015-16 Estimates. This is due to lower costs to attend conferences and seminars in FY 2016-17.
Funding is also provided for Forensic Scientist proficiency testing, Crime Lab required
accreditation, and an FBI Quality Assurance Standards audit being conduct in FY 2016-17. The
Crime Lab Director will attend The Texas Association of Crime Lab Directors and Texas Forensic
Science Commission Meetings.
41-2
The Operational Expenses group increases significantly when compared to FY 2015-16

Estimates. This is primarily due to an increase in the cost of maintenance contracts for lab
equipment and new technology equipment required by the Department.
Estimates, primarily due to an increase in Medical & Lab Supplies. The Department did not incur
significant expenses for DNA kits and test related materials during FY 2015-16. It is anticipated
that these expenses will increase in FY 2016-17.
The FY 2016-17 Proposed Budget includes one program change for a total cost of $51,240.
The first program change adds one Forensic Scientist I - Drug ID (E-05), for a total cost of
$51,240, including salary and benefits. The part time, temporary Forensic Scientist in the
Drug ID section will be retiring from the Department in FY 2016-17. The part time employee
currently completes about 20% of the workload in the Drug ID Division. The new position
will enable the Department to continue with current productivity level.
FY 2014-15
Actual
1
1
3
1
13
4
1
1
Crime Laboratory Director

Assistant Crime Lab Director
Crime Lab Specialists
Crime Lab Specialist Supervisor
Forensic Scientist
Forensic Scientist Supervisor
Forensic Technician
Quality Assurance Manager
Total - Criminal Investigation Laboratory
41-3
25
FY 2015-16
Estimate
1
1
4
1
13
4
1
1
FY 2016-17
Proposed
1
1
4
1
14
4
1
1
26
27
FUND: 100
ACCOUNTING: 4705
JUDICIAL SERVICES
DEPARTMENT OF BEHAVIORAL AND MENTAL HEALTH
Mission:
Act as Commissioners Court advocate, expert and clearinghouse on community mental

health issues and programs. This Department will be the leader in planning, coordinating, advocating
and organizing community behavioral health stakeholders in activities to continually improve the
availability of services in this community.
Vision: Transforming Bexar County to be a model community of behavioral health.

Provide County leadership with a systematic process to continually assess the need for mental
health services and substance abuse services in the community and prioritize the best
investment of County funds to meet those needs.
Lead behavioral health stakeholders in pursuing strategies that create a seamless, integrated
system of care and safety net services for the mentally ill; improving access to service by
providing multiple points of entry to the system of care; coordinating programs, providers and
services by continued dialogue with all community mental health and substance abuse stake
holders
Continue the work of the Bexar County Mental Health Consortium to further the Strategic Plan
to: Create a community behavioral health coordinating structure; raise awareness in the
community and with public policy leaders and impact legislation; facilitate training, recruitment
and retention of mental health professionals; and ensure a coordinated system of care in the
community.
Establish a partnership with the Center for Healthcare Services to ensure that gaps, needs and
services identified by the Consortium and other mental health/substance abuse stakeholders
are formalized and incorporated in the Centers service delivery plan.
Be Commissioners Court expert and advocate on behavioral health issues and programs in the
County. Negotiate contracts for behavioral services paid to outside agencies with County
General Fund or grant funds. Track performance measures and program compliance metrics and
monitor the effectiveness of treatment providers.
Identify and coordinate county, state, and federal monies to expand services for mental health
and substance use programs.
Program Description: The Mental Health Department reports to the Judicial Services Director,
with a staff of professionals specializing in the issues of mental health and substance abuse, who can
devote their exclusive attention to developing, implementing and coordinating policy and
community wide strategies to address mental health and substance abuse concerns. This
Department will pursue these strategies by building and acting in partnerships with judges, public
42-1
safety officials, attorneys, mental health/substance abuse service providers, agency administrators,
school officials, family members, and consumers either collectively in the Mental Health Consortium
or individually. The Department also has responsibility for negotiating contracts for mental health
services paid to outside agencies with County General Fund or grant funds and tracking performance
measures and program compliance metrics for these services.
FY 2014-15
Actual
Coordinate Meetings with Consortium Stakeholders
Coordinate Strategic Meetings with Lead Mental
Health Stakeholders
Provide Public Information Awareness to the
Community and/or to Governmental/Legislative
Officials
Develop Coordinated Approaches and Collaborations
Regarding Leveraging Resources with Grant Funding
Number of Public Information Awareness Meetings/
Legislative Meetings Conducted/Attended
Number of Grants Written and/or Grant
Collaborations regarding Mental Health Services
Number of Monitoring Visits Conducted
Number of Monitoring Visit Findings
Percentage of Targeted Public Information Awareness
Meetings/ Legislative Meetings
Conducted/Attended
Percentage of Targeted Number of Grants Written
and/or Grant Collaborations Regarding Mental
Health Services Awarded
Percentage of Monitoring Visit Findings That are
Corrected Within 90 Days
42-2
FY 2015-16
Estimate
FY 2016-17
Proposed
10
10
10
10
10
20
30
1
2
2
2
5
2
4
6
2
100%
200%
100%
100%
200%
100%
100%
100%
100%
Appropriations:
FY 2014-15
Actual
Personnel Services
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$300,502
5,955
1,253954
6,642
$284,377
6,700
1,442,173
5,000
$285,669
7,038
1,441,352
4,773
$305,798
7,275
1,442,642
4,600
Subtotal
$1,567,053
$1,738,250
$1,738,832
Total
$1,567,053
$1,738,250
$1,738,832
$1,760,315
0
$0
0
$1,760,315
Program Change
as described below.
The Personnel Services group increases by 7 percent when compared to FY 2015-16 Estimates.
This is due to turnover experienced during FY 2015-16. All positions are fully funded in the FY
2015-16 Estimates. Funding is provided for travel to the NACO Legislative meeting, attendance
to the National Council for Behavioral Health Conference, and Moral Reconation Therapy
training in FY 2016-17.
The Operational Expenses group remains relatively flat when compared to FY 2015-16
Estimates. Included in this appropriation is $1,437,000 related to the Center for Health Care
Services contract, which provides mental health, substance abuse, and support services
necessary to divert mentally-ill persons in need of treatment and care from the Magistrates
office and from the Bexar County Adult Detention Center.
Estimates. This is due to expenses in Postage for FY 2015-16, which are not anticipated in FY
2016-17.
42-3
FY 2014-15
Actual
Director
Program Coordinator
Senior Program Analyst
Total Mental Health Department
42-4
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
1
1
1
JUDICIAL SERVICES MEDICAL EXAMINER
FUND: 100
Mission:
The mission of the Medical Examiner's Office is to provide the citizens of Bexar County with
accurate scientific determinations of the cause and manner of death of all individuals dying violently,
suddenly or unexpectedly in Bexar County.
Vision:
The Bexar County Medical Examiner's Office is committed to providing quality service in the
investigation and certification of deaths falling under the jurisdiction of the Office. The Office will
constantly strive to adopt new scientific methods that will increase the quality of our work, decrease
costs and decrease the time necessary to accomplish our tasks.
Provide state of the art, expert and impartial forensic pathology and toxicology services to the
citizens of Bexar County.
Maintain national accreditation in the rapidly changing field of forensic pathology and forensic
toxicology.
Automate as many functions as possible to increase the efficiency of the Office, without
affecting the quality of services provided.
Provide services in the most expeditious time frame possible without compromising quality.
Maintain a highly qualified, dedicated workforce.
The Medical Examiners Office investigates the deaths of all individuals in

Bexar County who die suddenly, violently or unexpectedly to determine the cause and manner of death.
The Medical Examiners Office conducts scene investigations and interviews witnesses, attending
physicians, relatives, and police. Based on the information gathered, a decision is made as to whether
the case is a Medical Examiners case and, if so, whether an autopsy needs to be performed.
Whether an autopsy or an external examination is conducted, the Medical Examiner directs that body
fluids and tissue be removed from the body and analyzed by the Toxicology Unit to determine the
presence or absence of poison, drugs or other chemicals.
FY 2014-15
Actual
Cases Handled by Investigations
Cases Accepted
Autopsies Performed
External Examinations Conducted
Efficiency Indicator:
Number of Cases Handled Per Doctor
Number of NAME Autopsy Equivalents per Doctor
Number of Cases Handled Per Investigator
Number of Cases Transcribed Per Transcriber
43-1
FY 2015-16
Estimate
FY 2016-17
Proposed
12,418
2,583
1,623
834
13,144
3,096
1,628
996
13,801
3,406
1,661
1,096
517
333
1,035
818
619
326
1,095
760
619
336
1,062
919
Average Days to complete an ME Case from onset to
completion, except for toxicology results
Average Days to complete the Toxicology Report for an
ME Case
Average Days to Transcribe Cases
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
24
35
30
33
17
33
23
31
14
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$4,242,982
37,123
527,205
254,188
94,866
$4,589,192
45,470
500,087
286,350
0
$4,741,772
45,508
511,371
290,433
0
$4,718,108
47,587
535,096
288,504
26,965
$5,156,364
$5,421,099
$5,589,083
$5,616,260
00
Program Change
$76,459
00
Total
$5,156,364
$5,421,099
$5,589,083
$5,692,718
as described below.
All authorized positions are fully funded for FY 2016-17.
2015-16 Estimates. Funding is provided for various continuing education certifications and
multiple accreditation requirements of the Medical Examiners Office.
Estimates. This is due to an increase in the amount budgeted for the transportation of bodies.
This is due to an increase in the number of deaths. The cost for maintenance of the Medical
Examiners equipment has also increased. .
Estimates. Funding is provided for various medical and lab supplies used to conduct
examinations and safety supplies to prevent contamination while examining bodies.
43-2
The Capital Expenditures group provides funding to replace the Morgues floor scale, the
Mireles Technologies Mantis Elite dissecting microscope, and to update the Vertiq Coroners and
Medical Examiners software, for a total cost of $26,965.
The FY 2016-17 Proposed Budget includes one program change for a total cost of $76,459.
The program change adds one Senior Medical Investigator (NE-11) for a total cost of
$76,459, including salary and benefits, and $3,531 in technology equipment. This is a
support position that will help address the corresponding increase in workload in the
Investigations section, the increase of cases that have needed to be further investigated to
determine the cause of death, and to have a Supervisor on-site 24/7.
FY 2014-15
Actual
Chief Medical Examiner
Chief Medical Investigator
Chief Toxicologist
Deputy Chief Medical Examiner
Forensic Technician
Forensic Transcribers
Medical Examiner
Medical Investigator
Morgue Specialist
Morgue Supervisor
Office Assistant IV
Office Assistant II
Records Analyst
Senior Medical Investigator
Senior Morgue Specialist
Senior Toxicology Chemist
Toxicology Chemist
Total Medical Examiners Office
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
3
5
11
7
1
1
2
1
0
2
1
2
6
1
1
1
1
1
1
3
5
11
9
1
1
2
1
1
2
1
2
6
1
1
1
1
1
1
3
5
11
9
1
1
2
1
1
3
1
2
6
48
51
52
* On December 16, 2015, the department requested to have the position re-titled from Forensic
Technician to Toxicology Technician.
43-3
FUND: 100
JUDICIAL SERVICES MENTAL HEALTH INITIATIVE

Mission:
The Mental Health Advocacy Initiative facilitates significant change in Bexar County through
the investment of appropriate resources.
Vision:
To change lives and communities through the careful, deliberate use of tools and resources.
Early identification of mentally ill inmates that are incarcerated.

Identification and facilitation of entrance to mental health treatment, transportation, housing
and support services for mentally ill inmates.
Ensure that clinically appropriate services are provided to the mentally ill and that effective
program evaluation and outcome measurements are used to gauge the effectiveness of the
program.
Collaborate and establish productive operational partnerships with other entities that will
expand the availability of services and resources.
Coordinate and participate in community and professional events that will educate others on
the Mental Health Initiative program.
Program Description: The Mental Health Advocacy Initiative Program conducts early identification
of mentally ill persons incarcerated at the Bexar County Adult Detention Center and who are brought
before the Magistrates Office. The Initiative ensures that mental health screenings are conducted in the
shortest time possible and facilitates the coordination of mental health treatment and implementation
of treatment plan goals with contract providers and County staff. In addition, case management
services, information/referrals, and coordination of services for families and persons responsible for the
programs participants are also provided by the Initiative. The Initiative facilitates staffing for the Mental
Health Court and educational presentations in the community.
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Number of Referrals Per Year
Number of Mental Health Court Cases Heard
Number of Persons Enrolled in Mental Health Court
4,548
1,240
99
1,420*
1,260
86
1,500
1,300
100
Number of Cases Reviewed at Group Staff Meeting
Number of Persons Who Reoffend
2,023
13
1,754
8
2,000
8
44-1
FY 2014-15
Actual
Number of Successful Completions of Mental Health
Court Program
Recidivism Rate 1 Year Post Program
FY 2015-16
Estimate
FY 2016-17
Proposed
36
50
60
5%
5%
5%
*A change has been applied in the process of how Mental Health Court receives referrals. The process
eliminates referrals that do not meet legal program criteria and expedited the referral process as well.
** Efficiency indicator Number of Mental Health Court Group Staff Review Meetings has changed to
Number of Cases Reviewed at Group Staff Meeting
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$242,566
1,143
138,527
3,256
$254,022
1,200
170,623
3,300
$261,264
1,350
168,798
2,902
$277,616
3,511
176,615
2,100
$385,492
$429,145
$434,314
$459,842
0
Program Change
$0
0
Total
$385,492
$429,145
$434,314
$459,842
as described below.
This is due to changes in health insurance plans by employees during FY 2015-16. All positions
are fully funded for FY 2016-17.
2015-16 Estimates. Funding is provided for two employees to attend the National Association of
Drug Court Professionals in Maryland.
Estimates. This is due to an increase in contracted services for Crystal Counseling, which
provides mental health services, and Lifetime Recovery Treatment, which provides services to
certain high risk clients. Additionally, the cost associated with the contract with the
44-2
Community Supervision and Corrections Department for assigned Probation Officers will
increase in FY 2016-17.
Estimates, as requested by the Department.
The FY 2016-17 Proposed Budget has no program changes.
FY 2014-15
Actual
Mental Health Court Manager
Mental Health Case Manager
Office Assistant IV
Total Judicial Services - Mental Health Initiative
44-3
FY 2015-16
Estimate
FY 2016-17
Proposed
1
2
1
1
2
1
1
2
1
FUND: 100
JURY OPERATIONS
Mission:
To summon and welcome jurors in the most courteous manner and make their experience
as pleasant as possible, therefore providing the Courts with the best legally qualified juror, as well as to
assist jurors by phone or by mail.
Vision:
The Jury Operations is committed to creating a safe and welcoming environment to all
potential jurors. This Department will continue to strive to make the jury summons process better and
efficient by adopting new and innovative solutions that will keep this Department up to date with the
latest technology. With these solutions, Jury Operations hopes to reduce cost and decrease time,
therefore increasing jury participation and providing the Courts with the best legally qualified juror.
To provide high quality staff support

To provide information either in person, by phone, by mail or by email regarding qualification,
disqualification and excuses and general information with respect to jury duty
To provide jurors to court in a timely manner.
To mail summons, checks, and letters in a timely manner in accordance with the statue
To process jurors as quickly as possible for courts
To be up to date with the latest methods and technology with respect to jury summons and
responses.
Fulfill administrative duties as well as keep up with SB 1704, HB 1271 and GC 62.014.
Submit to the Auditor the required documents for Juror reimbursement from the State
Comptroller.
Submit to Municipal Court for Juror reimbursement.
Utilize the i-jury in order to reduce costs related to paper and postage.
Jury Operations coordinates and administers the qualifications,

notifications, exemptions, excuses, selection, service, and compensation of selected Bexar County
jurors. The Department consolidates payroll of jurors and processes jury pools for seven Justice of the
Peace Courts, three Juvenile Courts, twenty-four District Courts, fifteen County Courts-at-Law, two
Probate Courts, one Magistrate Court, and six City Municipal Courts. Bexar County provides jurors to the
City of San Antonios Municipal Court System on an as-needed basis; all additional costs incurred by
Bexar County, including the $6 juror fee for the first day and $40 thereafter, and expenses associated
with the transport of jurors, are reimbursed by the City on a monthly basis. Juror services sometimes
include room and board for selected jurors.
45-1
FY 2014-15
Actual
Number of Jurors Summoned
Number of Calls Received
Number of Panels Ordered Petit and JP
Number of Jurors Appeared
Mailed Received/Mail out per FTE
Number of Panels Ordered Petit and JP FTE
Number of Jurors Appeared FTE
Percentage of Pool Utilized
Average Time to Deliver Panel to Court (min)
Juror Appearance Rate
FY 2015-16
Estimate
FY 2016-17
Proposed
252,931
68,097
1,841
73,924
253,510
69,345
2,098
75,564
256,045
70,732
2,355
77,075
20,848
614
18,481
19,529
699
18,891
18,916
785
19,269
97%
15
30%
115%
15
30%
115%
15
35%
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$412,035
2,974
1,059,317
148,111
$415,873
4,540
1,066,709
139,344
$435,562
2,974
1,163,302
121,962
$435,519
4,540
1,112,482
143,150
Subtotal
$1,622,437
$1,626,466
$1,723,800
$1,695,691
Program Changes
$47,221
Total
$1,622,437
$1,626,466
$1,723,800
$1,742,912
as described below.
Full funding is provided for all authorized positions in FY 2016-17.
45-2
2015-16 Estimates. Funding is provided at the FY 2015-16 budget level for staff to attend jury
management training.
Estimates. Actual expenses for Jury Pay increased in FY 2015-16 due primarily to capital trials.
These expenditures are not anticipated in FY 2016-17.
Estimates. The Bexar County Information Technology Department now prints envelopes for jury
summons mailings, which increases the need for purchasing envelopes and other office supplies.
described below.
The program change adds one Assistant Jury Bailiff (NE-02) for a total cost of $47,221 including
salary and benefits. The overall number of jury panels ordered has been increasing, as has the
juror appearance rate, warranting this additional position.
FY 2014-15
Actual
Chief Central Jury Bailiff
Assistant Jury Bailiff*
Deputy Jury Bailiff
Total Jury Operations
FY 2015-16
Estimate
FY 2016-17
Proposed
1
6.5
1
1
6.5
1
1
7.5
1
8.5
8.5
9.5
*One Assistant Jury Bailiff is added in the FY 2016-17 due to increasing workload. One part-time
position is included in this count.
45-3
FUND: 100
JUSTICE OF THE PEACE, PRECINCT 1

Mission:
To provide litigants of Bexar County with professional, courteous, timely, and high quality
service.
Vision: To demonstrate to the citizens of Bexar County the overall efficiency and effectiveness of a welloperated and organized County government office.
To create policies and procedures that maximize the quality of service to Bexar County citizens.
To provide accurate oral and written information to litigants and defendants in a professional,
dignified, and courteous manner.
To provide efficient and effective court docket management.
To create a healthy and stable work environment that provides opportunities for training and
promotes employee development.
To utilize efficient and effective means to collect fines and fees owed to Bexar County.
The Justice of the Peace is an Elected Official. Justice of the Peace Precinct 1
has two Justices, Places 1 and 2. The Place 1 Justice of the Peace is a full-time Judge and the Place 2 Justice
of the Peace is a part-time Judge. Both Judges are elected to four-year terms with Places 1 and 2 serving
concurrently.
The Justice of the Peace presides over the Justice Court and Small Claims Court. The Justice of the Peace
also sits as a magistrate for juvenile warnings, felony warrants, and examining trials. The Courts
jurisdiction includes civil disputes and small claims of $10,000 or less, criminal cases on Class C
misdemeanors of $500 or less, and sanction power on certain Class C cases (alcohol, tobacco, and
education codes). Class C misdemeanor cases include traffic violations, minors in possession of alcohol, and
disorderly conduct. The Justice of the Peace handles forcible detainers (evictions), drivers license
suspension hearings, animal cruelty cases, disposition of stolen property matters, and nuisance cases. The
Justice of the Peace also presides over hearings on deed restrictions. The Office is responsible for collection
of fees of the Court, warrant issuance, various types of civil processes, issuance of summons, assignment
and monitoring of community service, and monitoring compliance of mandatory drug and alcohol
rehabilitation classes. In addition, the Justice of the Peace conducts hearings, performs marriage
ceremonies, and serves as a notary public.
FY 2014-15
Actual
Number of Civil Cases Filed
Total New Cases Filed
50,155
6,802
56,957
46-1
FY 2015-16
Estimate
60,084
7,486
67,570
FY 2016-17
Proposed
60,084
7,486
67,570
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Cases Filed per FTE
Warrants Issued per FTE
Cases Disposed per FTE
3,560
632
3,052
3,378
2,074
4,287
3,218
1,975
4,083
Warrants Produced
Cases Disposed
Disposition Rate
10,118
48,837
86%
41,470
85,742
127%
41,470
85,742
127%
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$949,305
3,850
31,519
20,488
$1,066,363
5,678
25,299
26,806
$1,120,505
3,585
16,826
22,182
$1,177,446
6,100
18,966
22,262
Subtotal
$1,005,162
$1,124,146
$1,163,098
$1,224,774
Program Changes
$49,898
Total
$1,005,162
$1,124,146
$1,163,098
$1,274,672
The FY 2016-17 Proposed Budget increases by 9.6 percent when compared to FY 2015-16
Estimates. There were savings in FY 2015-16 due to turnover in various positions.
2015-16 Estimates. Additional funding is provided for Judges and staff to attend various
legislative and training seminars.
46-2
Estimates. Funding for telephone and internet service was adjusted in the FY 2016-17
Proposed Budget based on the previous year's actual expenditures.
Estimates. The FY 2015-16 included funding for one-time purchases of office furniture for
judges and staff, and this budget amount is reduced in FY 2016-17.
The FY 2016-17 Proposed Budget includes one program change for a total cost of $49,898, as
described below.
This program change adds one Court Clerk (NE-04), for a total cost of $49,898 including salary
and benefits. Since the end of FY 2014-15, the workload distribution has shifted significantly
across the Justice of the Peace precincts, and Precinct 1 has a higher workload relative to the
other precincts. Increased full-time administrative staff will help maximize efficiency.
Policy Consideration: In November 2013, the Justice of the Peace and Constable precinct lines were
redistricted to align with those of County Commissioners. Prior to the redistricting process, the countywide
population distribution and associated workload between the Precincts was notably out of balance. Based
upon the new population in each precinct, a new overall workload was estimated for each precinct and
authorized positions were redistributed accordingly.
In addition to redistricting, Bexar County reached an agreement on Addendum (A-11) with the City of San
Antonio (City) to the Master Interlocal Agreement which commenced on October 1, 2013. The
County waived its exclusive original jurisdiction and transferred all cases to the City involving juveniles 12
years or older who were charged with offenses related to truancy. The transfer of truancy cases to the City
caused a decrease in the overall number of new cases filed with the justice courts.
During the FY 2014-15 Budget process, the effects of both redistricting and the anticipated transfer of
truancy cases on overall workload distribution between the Precincts were analyzed. However, because
not a sufficient amount of time had passed to accurately assess the effects of redistricting and the transfer
of truancy cases had not yet occurred, no action was taken in the FY 2014-15 Adopted Budget. The Budget
Department analyzed workload during FY 2014-15 and presented recommendations to Commissioners
Court in the FY 2015-16 budget process. Those recommendations included personnel changes for Justices
of the Peace based on the workload analysis, which were accepted by Commissioners Court in the FY
2015-16 Adopted Budget. The workload analysis continued in the same manner for Justices of the Peace
and Constables during FY 2015-16, and the appropriate recommendations are made in the FY 2016-17
Proposed Budget.
46-3
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1.5
6
1
7
1
3
1.5
6
0
10
1
4
1.5
6
0
11
1
4
19.5
22.5
23.5
Justice of the Peace*

Assistant Court Clerk
Case Manager
Court Clerk**
Court Manager
Lead Court Clerk
Total Justice of the Peace, Precinct 1
*One Justice of the Peace is part-time.
46-4
FUND: 100

Mission: To provide the citizens of Bexar County with a
sense of confidence and open access to our

Judicial system in connection with all cases under the jurisdiction of the Court.
Vision: To create a team of well trained, professional staff that will provide uncommon public service
to our citizens and to have an extremely efficient court by use of proactive case management
techniques and the use of technology to expedite our caseload, while providing outstanding service to
our citizens.
Open Access: create policies and procedures that facilitate our court being more accessible to
our litigants
Increase training for staff, by investing in our staffs education to increase the quality of service
we provide to our citizens and litigants
Continued use of technology to increase efficiency and productivity
Reduce time from case filed to final disposition/judgment
Increase disposition rate by utilizing proactive case management techniques
Maintain a safe and secure environment for our citizens, litigants and staff
Continue a barrier-free communication environment with all County Offices and Departments
Maintain a work environment that promotes employee development and growth
Participate in programs within our community whose goals coordinate or overlap with Bexar
County goals.
Continue to participate and be a resource for new legislation and collaborative efforts for
Justices of the Peace Courts to improve our judicial process.
The Justice of the Peace presides over the Justice Court and Small Claims
Court. The Justice of the Peace also sits as a magistrate for juvenile warnings, felony warrants, and
examining trials. The Courts jurisdiction includes civil disputes and small claims of $10,000 or less,
criminal cases on Class C misdemeanors of $500 or less, and sanction power on certain Class C cases
(alcohol, tobacco, and education codes). Class C misdemeanor cases include traffic violations, minors in
possession of alcohol, and disorderly conduct. The Justice of the Peace handles forcible detainers
(evictions), drivers license suspension hearings, animal cruelty cases, disposition of stolen property
matters, and nuisance cases. The Justice of the Peace also presides over hearings on deed restrictions.
The Office is responsible for collection of fees of the Court, issuance of warrants, various types of civil
processes, issuance of summons, assignment and monitoring of community service, and monitoring
compliance of mandatory drug and alcohol rehabilitation classes. In addition, the Justice of the Peace
conducts hearings, performs marriage ceremonies, and serves as a notary public.
The Justice of the Peace is an elected official. Justice of the Peace Precinct 2 has two Justices, Places 1
and 3, both being full-time Judges. Both Judges are elected to four-year terms with Places 1 and 3
serving concurrently.
47-1
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
31,275
9,409
40,684
26,869
9,993
36,862
26,869
9,993
36,862
Cases Filed per FTE
2,543
817
2,940
2,168
657
2,489
2,633
798
3,023
Warrants Issued
Cases Disposed
Disposition Rate
13,077
47,046
116%
11,174
42,318
115%
11,174
42,318
115%
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$1,070,209
5,923
337,899
28,197
$1,045,382
5,678
324,782
28,500
$1,111,530
4,352
327,355
27,800
$1,154,116
6,100
290,897
32,500
Subtotal
$1,442,228
$1,404,342
$1,471,037
$1,483,613
Program Changes
($184,038)
Total
$1,442,228
$1,404,342
$1,471,037
$1,299,575
as described below.
Slight savings occurred in FY 2015-16 due to staff turnover.
47-2
The Travel, Training, and Remunerations group increases significantly when compared to FY 201516 Estimates. Funding is provided for judges and their staff to attend various legislative and
training seminars.
Estimates. Rental expenses decreased beginning in August 2016 due to the terms of Precinct 2's
lease.
Estimates. Funding is provided for new and replacement furniture.
The FY 2016-17 Proposed Budget includes three program changes for a total savings of $184,038 as
described below.
The first program change deletes three Assistant Court Clerks (NE-01) for a total savings of
$106,755. Since the end of FY 2014-15, the workload distribution has shifted significantly across
the Justice of the Peace precincts, and Precinct 2 has a lower workload per clerk compared to the
countywide benchmark. Average workload per clerk is expected to be more evenly distributed
amongst the precincts following this program change.
The second program change deletes the part-time Justice of the Peace Place 2 position, for a total
savings of $77,719. In the years since redistricting, the workload distribution between the
precincts has shifted significantly. Justice of the Peace, Precinct 2's workload has decreased
relative to the other precincts. The savings resulting from this program change represents nine
months of savings, as this change is proposed to take effect on January 1, 2017.
The third program change increases the salary of one Court Clerk who was promoted, but soon
after took a voluntary demotion. The demotion caused her salary to decrease to be lower than it
was prior to the promotion. This results in a total cost of $436.
47-3
not a sufficient amount of time had passed to accurately assess the effects of redistricting and the
transfer of truancy cases had not yet occurred, no action was taken in the FY 2014-15 Adopted Budget.
The Budget Department analyzed workload during FY 2014-15 and presented recommendations to
Commissioners Court in the FY 2015-16 budget process. Those recommendations included personnel
changes for Justices of the Peace based on the workload analysis, which were accepted by
Commissioners Court in the FY 2015-16 Adopted Budget. The workload analysis continued in the same
manner for Justices of the Peace and Constables during FY 2015-16, and the appropriate
recommendations are made in the FY 2016-17 Proposed Budget.
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
2
4
2
1
9
3
2
4
0
1
9
4
1
1
0
1
9
4
21
20
16

Case Manager
Court Manager
Court Clerk
Lead Court Clerk
*During FY 2013-14, one Justice of the Peace position was authorized as a part-time position. The
incumbent is set to serve out the current term as a full-time judge, a term which is set to end on
December 31, 2017.
47-4
FUND: 100

Mission:
To be the leading Bexar County Justice of the Peace Court by providing professional,
courteous, and prompt customer service to the citizens of Bexar County, while also furnishing a safe,
equitable and rewarding work environment to our court employees.
Vision: To provide excellent service to the citizens of Bexar County in all matters of the justice system
at the Justice of the Peace level.
Provide professional, efficient, and courteous customer service.

Provide citizens and litigants accessibility to information and resources.
Provide a safe and secure environment for citizens and staff.
Provide proficient court docket management.
Effectively process, adjudicate, and dispose of cases in a timely manner.
Continue to utilize technology to improve efficiency.
Utilize recovery and collection.
Enhance employee training and career development.
and 2. The Place 1 Justice of the Peace is a full-time Judge and the Place 2 Justice of the Peace is a parttime Judge. Both Judges are elected to four-year terms.
48-1
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
29,253
6,902
36,155
19,001
7,387
26,388
19,001
7,387
26,388
Cases Filed per FTE
2,127
559
2,362
1,649
672
2,129
2,199
896
2,838
Warrants Issued
Cases Disposed
Disposition Rate
9,503
40,151
111%
10,746
34,059
129%
10,746
34,059
129%
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$1,001,901
3,960
190,160
26,132
$931,910
5,678
185,760
31,259
$977,953
5,678
181,548
35,257
$1,026,909
6,100
194,092
31,259
Subtotal
$1,222,153
$1,154,607
$1,200,436
$1,258,360
Program Changes
($154,930)
Total
$1,222,153
$1,154,607
$1,200,436
$1,103,430
as described below.
Turnover during FY 2015-16 resulted in savings.
48-2
2015-16 Estimates. Funding is provided for judges and their staff to attend various legislative
and training seminars.
Estimates. Increased funding is proposed for building maintenance and repairs.
Estimates.
There is no proposed funding for the Capital Expenditures group for FY 2016-17. Funds were
provided in FY 2015-16 to install public wireless internet in the courtroom.
The FY 2016-17 Proposed Budget includes two program changes for a total savings of $110,293, as
described below.
The first program change deletes two Court Clerks (NE-04) and two Assistant Court Clerks (NE01) for a total savings of $154,930, including salary and benefits. Since the end of FY 2014-15,
the workload distribution has shifted significantly across the Justice of the Peace precincts, and
Precinct 3 has a lower workload per clerk compared to the countywide benchmark. Average
workload per clerk is expected to be more evenly distributed amongst the precincts after this
program change.
The second program change deletes the part-time Justice of the Peace, Place 2 position, for no
savings in FY 2016-17. In the years since redistricting, the workload distribution between the
relative to the other precincts, resulting in a lower caseload per Justice. The term of the existing
part-time judge will expire at the end of 2018; therefore no savings will be realized in FY 201617.
48-3
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1.5
5
2
10
1
2
1.5
5
0
8
1
3
1.5
3
0
6
1
3
21.5
18.5
14.5

Case Manager
Court Clerk
Court Manager
Lead Court Clerk
48-4
FUND: 100

Mission: To provide the public with efficient and effective case management through professional
and quality customer service.
Vision: Justice of the Peace, Precinct 4 has a vision to provide the community and professionals
with professional and expedient service. Our vision is to utilize technology and community
resources to better assist the public in a timely and efficient manner and ensure quality customer
service.
To enter, process, adjudicate, and dispose of cases filed in an efficient, effective, timely, and
lawful manner.
To enhance the development and growth of all staff members through training and leadership
workshops.
To utilize current technology and expand services provided to the public to increase efficiency
and productivity and ensure prompt customer service.
To continue working with programs, citizens, and professionals within the community whose
goals coordinate or overlap with Bexar County goals.
To work together with other agencies to better utilize effective means of collecting revenue.
To utilize staff, information handouts, and web-site for customer accessibility to efficiently
obtain information.
To effectively and efficiently process and collect revenue on a daily basis.
and 2. The Place 1 Justice of the Peace is a full-time Judge and the Place 2 Justice of the Peace is a parttime Judge. Both Judges are elected to four-year terms.
49-1
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
27,894
8,938
36,832
21,024
10,414
31,438
21,024
10,414
31,438
Cases Filed per FTE
2,302
1,239
2,649
1,965
732
2,482
2,418
901
3,055
Warrants Issued
Cases Disposed
Disposition Rate
19,821
42,376
115%
11,713
39,718
126%
11,713
39,718
126%
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$966,747
7,876
296,252
24,893
0
$959,426
5,841
287,964
33,537
7,000
$1,007,754
5,855
284,160
35,937
7,000
$1,051,819
6,100
289,031
35,700
0
Subtotal
$1,295,768
$1,293,768
$1,340,706
$1,382,650
Program Changes
($110,293)
Total
$1,295,768
$1,293,768
$1,340,706
$1,272,357
as described below.
Turnover during FY 2015-16 resulted in slight savings.
49-2
2015-16 Estimates. Funding is provided for judges and their staff to attend various legislative and
training seminars.
Estimates. This includes funding for building maintenance and repairs.
The Supplies and Materials group remains relatively flat when compared to FY 2015-16 Estimates.
There is no proposed funding for the Capital Expenditures group for FY 2016-17. Funds were
provided in FY 2015-16 to install public wireless internet in the courtroom. There are no capital
expenses budgeted in FY 2016-17.
The FY 2016-17 Proposed Budget includes two program changes for a total savings of $110,293 as
described below.
The first program change deletes three Assistant Court Clerks (NE-01), for a total savings of
$110,293 including salary and benefits. Since the end of FY 2014-15, the workload distribution
has shifted significantly across the Justice of the Peace precincts, and Precinct 4 has a lower
workload per clerk compared to the countywide benchmark. Average workload per clerk is
expected to be more evenly distributed amongst the precincts following this program change.
The second program change deletes the part-time Justice of the Peace, Place 2 position, for no
savings in FY 2016-17. In the years since redistricting, the workload distribution between the
relative to the other precincts. The current term of the part-time judge will expire at the end of
2018; therefore no savings will be realized in FY 2016-17.
49-3
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1.5
4
2
10
1
2
1.5
4
0
9
1
3
1.5
1
0
9
1
3
20.5
18.5
15.5

Case Manager
Court Clerk
Court Manager
Lead Court Clerk
49-4
- FUND: 100
JUVENILE CHILD SUPPORT PROBATION

Mission: To promote the rehabilitation and well-being of offenders and their families by redirecting
behavior with an emphasis on individual responsibility and the protection and safety of the community.
Vision:
We envision the Bexar County Juvenile Probation Department as a leader in promoting the
rehabilitation and well being of offenders and their families. The Juvenile Probation Department vision is
to be in the forefront of redirecting behavior with an emphasis on the protection and safety of the
community and the well-being of the child.
Improve staff to juvenile ratio in the Mission Road Detention Center and the Cyndi Taylor Krier
Treatment Center.
Create a database to evaluate the performance of agencies/programs with whom we contract.
Aggressively seek new sources of funding, public and private, to fund new, creative programs
and initiatives.
Increase, at Intake, the use of advice, counsel and release options, when appropriate, in order to
decrease the number of cases referred to other Early Intervention Units.
Increase the school attendance rate of youth served through the School Based Unit.
Increase the percentage of child support probationers making regular payments.
Electronically transmit information required by Texas Juvenile Probation Commission.
Develop a plan to obtain an alternative information system that would integrate all
departmental applications and maintain an interface with the Juvenile Information Management
System (JIMS).
Develop and/or revamp the current JIMS to provide better information to the department and
other officials.
The Bexar County Juvenile Child Support Probation Division monitors and
enforces child support payment responsibilities of individuals referred to the division by the courts.
Counseling regarding personal responsibility and employment is provided during orientation classes and
monthly in person reporting. The division reports payment compliance to the courts and the State
Attorney Generals Office. Partial funding for the division is provided by the State Attorney Generals
Office through an annually negotiated contract with the County being paid a flat fee per case.
FY 2014-15
Actual
Total Number of Probationers Reports by Case
Number of Probationers Assigned to Attend
Orientation Class 1
1
FY 2015-16
Estimate
FY 2016-17
Proposed
4,275
4,403
4,447
138
238
240
FY 14-15: Based on 11 Orientation classes. The 6/2015 class was cancelled and FY 15-16 Oct, Nov, Dec 2015 significantly
higher than average referral numbers.
50-1
FY 2014-15
Actual
Monthly Child Support Probation Caseload
Supervised
FY 2015-16
Estimate
FY 2016-17
Proposed
1,163
1,157
1,169
210
356
231
367
233
371
23
25
26
68%
68%
69%
67%
66%
68%
67%
69%
68%
Average Caseload Per Child Support Probation
Officer Per Month
Average Number of Probationer Reports By Case 2
Average Number of Court-Ordered Probation
Cases Opened Per Month
Percent of Probationers Making A Child Support
Payment
Percent of Probationers Who
Attended/Completed Orientation Class
Percent of Child Support Funds Collected
Appropriations:
FY 2014-15
Actual
Personnel Services
Operational Costs
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$600,741
1,078
0
$604,153
3,858
450
$490,547
1,456
450
$542,352
3,858
450
$601,819
$608,461
$492,453
$546,660
0
Program Change
$0
0
Total
$601,819
$608,461
$492,453
$546,660
The FY 2016-17 Proposed Budget increases by 11 percent when compared to FY 2015-16 Estimates
as described below.
Estimates. This is due to turnover experienced throughout FY 2015-16. Funding for this
appropriation is based on the Departments FY 2016-17 budget request and personnel actions
approved by the Juvenile Board.
FY 15-16 Anticipate larger number of reports due to decreased utilization of Min Supervision.
50-2
This is due to lower costs in Copier Rental Expenses in FY 2015-16.
The Supplies and Materials group remains flat when compared to FY 2015-16 Estimates. Funding
is provided for the purchase of office supplies at the same level as FY 2015-16 budgeted
amounts.
FY 2014-15
Actual
Assistant Supervisor
Child Support Probation Officer
Supervisor - Child Support Probation
Program Assistant - Child Support Services
Senior Probation Officer - Child Support Services
Total - Juvenile - Child Support Probation
Note:
FY 2015-16
Estimate
FY 2016-17
Proposed
1
5
1
1
4
1
5
1
1
4
1
5
1
1
3
12
12
11
The Juvenile Board approved personnel actions as requested by the Juvenile Probation Department. These
changes included re-classifications, position status changes, and title changes.
50-3
FUND: 100
ACCOUNTING UNIT: 4113 & 4114
JUVENILE - INSTITUTIONS
Mission:
Our mission is to create and maintain a safe and secure atmosphere in which to provide a
program that is healthy for the body, mind, and spirit of each child in our care.
Vision:
rehabilitation and well-being of offenders and their families. The Juvenile Probation Departments vision
is to be in the forefront of redirecting behavior, with an emphasis on the protection and safety of the
Increase juvenile compliance with the treatment level system.

Improve staff to juvenile ratio in compliance with the Texas Juvenile Probation Commission
(TJPC) standards.
Develop reality-based training curriculum.
Decrease the number of serious incidents by 5 percent.
Decrease the number of physical restraints by 5 percent.
The Bexar County Juvenile Probation Institutions Division is comprised of

two facilities: one pre-adjudication facility, the Bexar County Juvenile Detention Center, and one postadjudication facility, the Cyndi Taylor Krier Juvenile Correctional Treatment Center.
The Juvenile Detention Center, located at 600 Mission Road, has the responsibility of maintaining a safe
and secure environment for youth placed in the facility. As indicated in the Mission Statement, emphasis
is placed on providing an educational program that will assist the youth in continuing their education
upon release, a medical program that addresses medical, dental, and mental health needs, nutritious
meals, and physical recreation to improve their health, access to counseling and religious services. The
Detention Center has 278 beds separated into twenty dorms and five multiple occupancy housing areas.
Residents detained at the Center complete an orientation process to determine the dorm in which they
can best function. Supervision of residents is provided by certified Juvenile Detention Officers. Detention
Officers ensure that residents are safe and secure, that they participate in Center activities, and that
structure and guidance is provided for residents during their stay in Detention.
The Krier Center is a secure, long-term, post-adjudication residential treatment facility. It has a capacity
of 96 beds separated into eight individual units with twelve beds each. The facility is unique in the
manner in which it combines treatment, correctional, educational and medical components to provide
residents a comprehensive array of services. Individual, group, and family counseling is provided by
eight licensed, masters level counselors. Each counselor is assigned a unit of 12 youth as their caseload.
Probation officers, counselors, treatment officers, teachers, medical staff, the youth and their families
take part in the creation and development of individual treatment programs. The treatment component
is managed by the Centers Clinical Director. Psychiatric consultation is provided through a contract with
psychiatrists with the University of Texas Health Science Centers Division of Child and Adolescent
Psychiatry. They provide medication management and valuable input regarding treatment plans.
51-1
The Juvenile Institutions Department is overseen by the Juvenile Board. The Board establishes a juvenile
probation department, employs a chief probation officer who meets the standards set by the Texas
Juvenile Justice Department, and adopts a budget and establishes policies, including financial policies,
for juvenile services within the jurisdiction of the board. The Board may also establish guidelines for the
initial assessment of a child by the Juvenile Probation Department.
FY 2014-15
Actual
Mission Road
Number of Juveniles Detained
Average Daily Population
Peak Population
FY 2015-16
Estimate
FY 2016-17
Proposed
2,338
138
171
2,094
123
153
2,157
127
158
Number of Total Incidents
Number of Violent Incidents Juvenile to Staff
Number of Visits
4,625
539
18,187
3,478
322
17,262
3,582
331
17,780
Percent Change in Juveniles Detained
Percent Change in Total Incidents
Percent Change in Visits
-15.6%
-33.7%
-9.8%
-10.4%
-24.8%
-5.1%
3.00%
3.00%
3.00%
96
55
69
130
74
88
168
95
96
1,560
194
2,110
3,117
545
2,896
3,117
545
3,724
-17.64%
0%
-12.00%
180.8%
5.00%
0.1%
Krier
Number of Juveniles Placed
Average Daily Population
Peak Population
Number of Total Incidents
Number of Violent Incidents Juvenile to Staff
Number of Individual Counseling Sessions
Individual Counseling Session
Percent Change in Violent Incidents Juvenile to Staff
51-2
Appropriations:
Personnel Services
Subtotal
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$15,987,133
0
1,078,801
554,929
$15,648,485
0
1,377,763
512,227
$15,229,248
127
1,229,473
501,869
$15,610,364
0
1,377,763
512,227
$17,620,863
$17,538,475
$16,960,717
$17,500,354
0
Program Change
$0
0
Total
$17,620,863
$17,538,475
$16,960,717
$17,500,354
The FY 2016-17 Proposed Budget for Juvenile Institutions increases by 3.2 percent when compared
to FY 2015-16 Estimates as described below.
Funding for this appropriation is based on the Departments requests for FY 2016-17 and the
personnel actions as approved by the Juvenile Board.
The Travel, Training, and Remunerations group decreases significantly when compared to FY
2015-16 Estimates. The Department did not request funding for this group for FY 2016-17.
Estimates. The increase is due to maintaining previous budget levels as requested by the
Juvenile Probation Department.
Estimates. The increase is due to maintaining previous budget levels as requested by the
Juvenile Probation Department.
FY 2014-15
Actual
Mission Road Center
Assistant Facility Administrator Juvenile Detention
Center
Assistant Supervisor - Institution Services
DCPO-Clinical Services Institutions
51-3
FY 2015-16
Estimate
FY 2016-17
Proposed
9
0
9
0
9
1
Detention Recreation Coordinator

Facilities Administrator - Juvenile Detention Center
Juvenile Detention Officer I
Juvenile Detention Officer II
Juvenile Detention Officer III
Juvenile Detention Shift Supervisor
Laundry Worker
Main Control Technician
Office Assistant IV
Shift Team Leader
Supervisor
Total Juvenile Institutions - Mission
FY 2014-15
Actual
0
1
118
60
7
4
3
13
0
0
1
217
FY 2015-16
Estimate
0
1
118
60
7
4
3
13
0
0
1
217
FY 2016-17
Proposed
2
1
118
60
7
0
0
13
1
1
9
223
1
7
1
1
8
1
7
1
1
8
1
0
0
1
2
Krier Center
Assistant Facility Administrator - Krier Center
Assistant Supervisor -Institution Services
Coordinator - MRC Clinical Services
Facility Administrator - Krier Center
Counselor II - Krier Center Counseling
Facilities Administrator - MRC/Clinical Director
Institutions
Program Manager - Krier Center Counseling
Technician - Information Resources
Residential Placement Officer
Residential Treatment Officer I
Residential Treatment Officer II
Residential Treatment Officer III
Supervisor Institution Services
Total Juvenile Institutions - Krier
1
1
18
86
27
8
5
165
1
1
18
86
27
8
5
165
0
0
0
86
27
8
0
125
Total - Juvenile Institutions
382
382
348
Note:
51-4
FUND: 100
ACCOUNTING UNIT: 4100 4108 & 4115
JUVENILE PROBATION
Mission:
To promote the rehabilitation and well-being of offenders and their families by redirecting
behavior with an emphasis on individual responsibility and the protection and safety of the community
and to support the Juvenile Courts under Title III of the Texas Family Code.
Vision:
rehabilitation and well-being of offenders and their families. The Juvenile Probation Departments vision
is to be in the forefront of redirecting behavior with an emphasis on the protection and safety of the
Create a database to evaluate the performance of agencies/programs with whom we contract.

Aggressively seek new sources of funding, public and private, to fund new and creative
programs and initiatives.
Ensure that available resources are used effectively and efficiently.
Increase, at Intake, the use of advice, counsel and release option, when appropriate, in order to
decrease the number of cases referred to other Early Intervention Units.
Increase the school attendance of youth served through the School Based Unit.
Increase the percentage of child support probationers making regular payments.
Electronically transmit information required by the Texas Juvenile Probation Commission.
The Bexar County Juvenile Probation Department is comprised of three

divisions performing functions to meet the departmental goals.
The Administration Divisions responsibilities include Community Service Restitution, Victims Assistance,
Volunteers in Probation, and the Ropes/Challenge programs. These programs provide resources and
support to help juvenile offenders to complete their court-ordered probation conditions or deferred
prosecution contracts.
The Probation Services Division consists of general field units and specialized units. The field units are
responsible for performing pre-adjudication and post-adjudication services to juveniles who have been
arrested and/or referred to the Juvenile Probation Department for Intensive Supervision (Felony and
Specialized). The specialized units deliver a broad array of programs including the Diversion, Rural
Youth/School Based Units, and Residential Services. These units are responsible for providing early
intervention services to juveniles who have been arrested and referred to the Bexar County Juvenile
Probation Department. Generally, the younger, first-time offenders receive services in a diversion
setting.
The Administrative Support Services Division is the overhead function of the Bexar County Juvenile
Probation Department. In addition to senior management this division includes the Human Resources
Office, Clerical, Records Management, Information Management, Fiscal Office, Reimbursement Office,
and Facilities Management Services.
52-1
FY 2014-15
Actual
Number of Referrals
Number of Children Placed on Formal Probation
Number of Children Placed in Contract Care
Number of Texas Youth Commission Commitments
Number of Successful Releases from Contract Care
Average Aftercare Case Load
Percent of Youths Completing Field Probation
Percent of Juveniles Successfully Released from
Contract Care and not Readjudicated (6 months)
Number of Cases which Successfully Completed
Deferred Prosecution
FY 2015-16
Estimate
FY 2016-17
Proposed
4,868
602
95
4,693
698
80
4,834
725
82
35
72
65
64
44
62
55
52
77
28%
26%
25%
66%
71%
71%
906
906
925
Appropriations:
Personnel Services
Subtotal
FY 2014-15
Actual
$11,415,106
316,027
1,613,241
396,045
35
FY 2015-16
Budget
$12,274,108
325,650
1,808,629
326,366
0
FY 2015-16
Estimate
$13,581,121
317,378
1,553,532
361,585
565,061
FY 2016-17
Proposed
$13,489,902
325,650
1,808,629
326,366
0
$13,740,454
$14,734,753
$16,378,677
$15,950,547
0
Program Changes
$0
0
Total
$13,740,454
$14,734,753
$16,378,677
$15,950,547
The FY 2016-17 Proposed Budget for Juvenile Probation decreases by 2.6 percent when compared to
FY 2015-16 Estimates, as described below.
Funding for this appropriation is based on the Departments FY 2016-17 budget request and the
approval of personnel actions by the Juvenile Board.
52-2
2015-16 estimates. Funding for this appropriation is based on the Departments request and is
allocated at the same level of funding that was adopted in FY 2015-16.
Estimates. This increase is primarily due to an increase in the Residential Child Care account,
which provides temporary placement of children that require specialized care.
Estimates. This is primarily due to one-time expenditures in FY 2015-16 for office furnitureand
Level II Ballistic bulletproof vests.
The FY 2016-17 Proposed Budget has no program changes.
Administration
Clerk - Juvenile Records
Coordinator - Employment and Vocational Services
Coordinator - Internship Services
Coordinator - Victim Services
Coordinator - Volunteer Services
Juvenile Programs Specialist
Lead Specialist - Community Service Restitution
Manager - Education Services
Office Assistant I
Office Assistant II
Office Assistant IV
Program Aide
Program Assistant
Psychology Resident - Mental Health Assessment and
Triage
Specialist - Community Resource
Specialist - Education Services
Specialist - Post Adjudication Substance Abuse
Specialist- Community Service Restitution
Supervisor - Post Adjudication Substance Abuse
Victim Services Specialist (20 hrs.)
52-3
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
4
1
1
1
1
1
1
1
3
12.5
2
3
0
5
4
1
1
1
1
1
1
1
3
12.5
2
3
0
5
5
1
0
1
1
0
1
1
3
12.5
2
2
1
5
4
1
1
1
5
0
0.5
4
1
1
1
5
0
0.5
4
0
1
1
5.5
1
0.5
49
49
48.5
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Probation
Accreditation & Training Officer
Assistant Supervisor - Probation Services
Challenge/Ropes Program Officer
Coordinator - Detention Transition Services
Coordinator - MRC Clinical Services
Coordinator - Substance Abuse Services Program
Development
Coordinator - Substance Abuse Services
Counselor II - Krier Center Counseling
Counselor - Substance Abuse Services
Juvenile Probation Officer
Laundry Worker
Probation Officer
Program Manager - Krier Center Counseling
Program Manager - Mental Health Assessment and Triage
Residential Placement Unit Supervisor
Senior Probation Officer
Specialist - Volunteer Services Program
Supervisor - Probation Services
Supervisor - Residential Services Contract Care
Supervisor - Residential Services Krier
Supervisor - Sex Offense Intervention
Supervisor - Substance Abuse & Family Enrichment
Total - Probation
Administrative Support
Analyst - Fiscal Services
Analyst - Information Resources
Analyst- Institutions
Analyst - Standard Compliance and Investigations
Assistant - Human Resources
Attorney - Contract and Legal Support
Chief Juvenile Probation Officer
Clerk - Reimbursement Services
Coordinator - Enrichment Services
Coordinator - Information Resources
Contract Coordinator
52-4
2
18
0
1
0
2
18
0
1
0
0
18
1
1
1
1
1
0
1
0
0
31
0
1
0
29
0
11
1
0
0
0
1
1
0
1
0
0
31
0
1
0
29
0
11
1
0
0
0
0
1
6
1
8
3
32
1
1
1
47
1
7
1
1
1
1
97
97
134
1
1
0
2
1
1
1
1
1
1
0
1
1
0
2
1
1
1
1
1
1
0
1
3
1
2
1
1
1
1
1
1
1
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Deputy Chief Probation Officer (DCPO) - Probation Services

DCPO - Mental Health Services
Deputy Chief Probation Officer Institutions Services
Director - Finance and Administrative Services
Executive Assistant
General Counsel
Investigator - Standards Compliance and Investigations
Lead Clerk - Reimbursement Services
Manager - Accreditation and Training
Manager - Information Resources
Manager - Standards Compliance and Investigations
Project Manager
Specialist - Contract and Grants
Specialist - Fiscal Services
Specialist - Human Resources
Specialist - Information Resources
Specialist - Reimbursement Services
Specialist - Supply and Fixed Asset
Supervisor - Records Office
Supervisor - Reimbursement Services
Supervisor - Information Resources
Technician - Information Resources
Training Officer - Accreditation and Training
2
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
3
2
1
1
0
0
1
2
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
3
2
1
1
0
0
1
2
1
1
1
1
1
1
1
1
1
1
1
1
1
3
0
3
2
1
1
0.5
1
2
Total - Administrative Support
37
37
42.5
Total - Juvenile Probation
183
183
225
Note:
52-5
FUND: 100
JUVENILE DISTRICT COURTS

Mission:
The Juvenile District Courts will fairly administer justice in all cases that properly come
before them, while disposing of cases in a timely and efficient manner. The staff will provide immediate,
accurate, and beneficial support to the Juvenile District Courts, and citizens who request assistance.
Vision: Juvenile District Courts are leaders that provide all citizens of Bexar County who are involved in
the Juvenile Justice system with efficient, appropriate, and equitable court services. The administrative
staff is devoted to developing and maintaining innovative, state-of-the-art support and assistance for
the Juvenile District Courts and the citizens of Bexar County whom they serve. The Courts strive to
promote quality communication between our courts and all other County departments, while insuring
that justice is carried out in the most effective and efficient manner possible.
Provide high quality staff-support.

Facilitate the functions of other court staff to assist in their productivity.
Handle the administrative duties of the courts in an effective manner.
Disseminate and communicate all information integral to the effective and efficient
performance of the courts.
Prepare legally correct jury instructions in a timely manner.
Provide the highest possible level of court services to juveniles and other interested parties.
Protect the rights of victims of crime.
Dispose of cases in a timely manner.
Program Description: The Juvenile District Courts have three statutorily mandated Juvenile District
Courts. The Courts function with three Judges and three full time Associate Judges. These courts
adjudicate all cases involving juveniles under 17 years of age who are charged with felony or
misdemeanor offenses. The staff processes court appointments of defense attorneys for indigent
juvenile respondents, schedules interpreters, prepares jury charges, and distributes legal notices to all
necessary parties. In addition to determining if juveniles are in need of supervision or have committed
delinquent conduct, the juvenile courts also may certify juveniles for transfer to adult criminal court. The
Courts also receive and respond to orders directed to the Juvenile District Courts from the Court of
Criminal Appeals. The staff also prepares the budget for the Juvenile District Courts while providing
proper and efficient case flow management for the Courts.
FY 2014-15
Actual
Number of New Cases Filed
Number of Cases Disposed
Detention Hearings Conducted
Number of Families Interviewed for Indigence
2,513
2,487
5,744
2,235
53-1
FY 2015-16
Estimate
2,607
2,626
5,700
2,434
FY 2016-17
Proposed
2,766
2,810
6,770
2,962
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Average Number of Cases Pending per month
Average Number of Dispositions per month
Families Interviewed per FTE
400
207
745
423
219
608
494
234
650
Number of reversals for charge preparation error
Percentage of cases disposed within a year
Percentage of cases disposed within 90 days
0
98%
60%
0
98%
70%
0
98%
70%
Appropriations:
Personnel Services
Total
Personnel Services
Total
Personnel Services
Total
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$575,309
12,529
10,586
25,612
1,000
$613,058
13,400
11,925
29,300
0
$592,081
12,491
9,521
25,950
0
$652,672
13,400
10,070
27,300
0
$625,036
$667,683
$640,043
$703,442
$519,287
186
219,520
$496,723
4,666
266,668
$507,092
1,068
259,573
$513,824
3,000
250,000
$738,993
$768,057
$767,733
$766,824
$514,249
315
249,212
$517,662
4,666
266,666
$527,171
528
225,632
$535,024
3,000
250,000
$763,776
$788,994
$753,331
$788,024
53-2
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$490,930
1,633
272,780
$492,494
6,000
266,666
$503,282
0
251,998
$508,928
3,000
250,000
$765,343
$765,160
$755,280
$761,928
$2,099,775
12,529
12,720
25,612
0
742,512
$2,119,937
13,400
27,257
29,300
0
800,000
$2,129,626
12,491
11,117
25,950
0
737,203
$2,210,448
13,400
19,070
27,300
0
750,000
$2,893,148
$2,989,894
$2,916,387
$3,020,218

Personnel Services
Total
Total
Personnel Services
Subtotal
Program Changes
$0
Grand Total
$2,893,148
$2,989,894
$2,916,387
$3,020,218
The FY 2016-17 Proposed Budget increases by 3.6 percent when compared to FY 2015-16
Estimates. Savings resulted from turnover during FY 2015-16, and that position is fully
budgeted for FY 2016-17.
FY 2015-16 Estimates. Funding is provided at the FY 2015-16 budget level for judicial
seminars and conferences.
Estimates. This is due to estimated savings in transcription services in FY 2015-16 that is not
anticipated to occur in FY 2016-17.
Estimates. Additional funding is provided for office supplies and other various supplies line
items.
53-3
The Court-Appointed Attorney Costs group increases by 1.7 percent when compared to FY
2015-16 Estimates. Funding is adjusted to more closely align with court-appointed attorney
costs over the past three years.
FY 2014-15
Actual
Judge
Associate Judge
Court Coordinator
Court Interpreter I
Court Reporter
Office Assistant II
Total Juvenile District Courts
53-4
FY 2015-16
Estimate
FY 2016-17
Proposed
3
1
3
3
1
6
1
1
1
3
3
1
3
3
1
6
1
1
1
3
3
1
3
3
1
6
1
1
1
3
23
23
23
-FUND: 100
MANAGEMENT AND FINANCE

Mission:
To strengthen the Countys strategic and financial position through debt management,
revenue maximization, strategic planning, business-process improvement and risk management.
Vision: Our customers will see the Management and Finance Department as valued partners in making
Bexar County the leader and best practice model for management and financial services.
To provide efficient and effective administrative services to all offices and departments.
To effectively manage the Countys Debt and Investment Portfolio to ensure opportunities for
savings and increased investment revenue.
To coordinate the successful issuance of bonds or other financial instruments used to fund
projects and programs.
To actively promote workplace safety, prevent injuries, and protect the Countys assets.
The Management and Finance Services Department is responsible for cost

analyses, debt service schedules, economic analyses, investment plans, and risk management. The
Department makes recommendations to management on appropriate courses of action to improve
organizational performance and increase operational efficiency. This Department is called upon in a
consultative capacity to assist County managers in exploring and seeking new opportunities to reduce
operating costs and increase revenue generation. In addition, the Department will continue to provide
special studies/projects including conducting organizational reviews, jail population analyses, and
management studies as directed by Commissioners Court. Finally, the Department administers the
Countys risk management program to include managing the Countys insurance programs, workers
compensation and workplace safety.
FY 2014-15
Actual
Investment Portfolio
Number of New Debt Issuances
Average Number of Trades Executed per Quarter
Countys Bond Rating
Percentage of Investment Income to General
Fund Revenue
54-1
FY 2015-16
Estimate
FY 2016-17
Proposed
$1.1B
5
$900M
4
$860M
2
35.3
AAA
36
AAA
36
AAA
0.70%
0.70%
0.70%
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2014-15
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$655,538
6,491
18,585
13,325
$637,611
6,000
18,953
15,300
$646,104
6,617
19,964
6,386
$607,823
6,000
18,953
15,300
$693,939
$677,864
$679,071
$648,076
Program Change
$0
Total
$693,939
$677,864
$679,071
$648,076
The FY 2016-17 Proposed Budget decreases by 4.6 percent compared to FY 2015-16 Estimates as
described below.
This is due to the transfer of positions between the Management and Finance Department and
the Budget Department. Full funding of all authorized positions is provided for FY 2016-17.
2015-16 Estimates. Training funds proposed are consistent with FY 2015-16 budgeted amounts.
The Operational Expenses group decreases by 5.1 percent compared to FY 2015-16 Estimates.
Funding is provided for Telephone and Internet, public notices, and other various operational
accounts.
Estimates. Funding is provided for office supplies consistent with previous budget levels.
54-2
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
0
1
0.25
1
1
1
1
1
0
1
0.25
1
1
1
1
1
1
1
0.25
1
1
1
1
1
Analyst*
Administrative Services Coordinator
Grants Compliance Coordinator
Grants Manager
Office Assistant IV
Risk Management Coordinator
Senior Analyst
Total
6.25
6.25
7.25
*One position was reported in the Budget Departments authorized position list and will not be reported
in the Management and Finance Department.
54-3
- FUND: 100
ACCOUNTING UNIT: 9906, 9908, 9910, & 9999
NON-DEPARTMENTAL
GENERAL FUND
Program Description: The expenses in the Non-Departmental budget all share a basic similarity-
they represent expenses that benefit multiple Offices and Departments throughout the County. This
budgetary approach also serves to streamline the budget and financial accounting processes. Each of
the groups of expenditures shown in this budget is described in detail below.
Appropriations:
FY 2014-15
Actual
Personnel Services
Interfund Transfers
Debt Service Expenses
Contingencies
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$275,374
5,526
28,239,409
220,609
10,496,410
0
17,300
0
$269,135
5,000
28,557,391
224,995
13,607,052
6,505
17,401
17,075,469
$239,143
5,000
28,643,259
225,121
13,532,729
6,003
17,401
0
$257,700
15,000
27,626,305
150,739
18,086,174
0
17,500
22,672,593
$39,254,628
$59,762,948
$42,668,656
$68,826,011
Overall, the FY 2016-17 Proposed Budget increases significantly when compared to FY 2015-16
Proposed expenditures in the Personnel Services group include:
The Personnel Services group provides funding in the amount of $12,000 for employee fidelity
bonds. These funds are used to purchase public official bonds for various countywide elected
and appointed officials in order to guarantee the public that the elected or appointed official will
faithfully perform the duties of their Office.
The VIA Bus Pass Program is funded in the Personnel Services group in the amount of $179,760,
which is an increase when compared to FY 2015-16 Estimates. Last years expenditures were
lower as a result of credits to the County by VIA for previous overpayments. This program is a
transportation initiative for the VIA Bus Big Pass Program that offers free bus rides to County
55-1
employees who present a County Identification Card, a one-day Bus Pass for Jurors, and vanpool
subsidies.
The Employee Assistance Program is also funded in the Personnel Services group in the amount
of $65,940, which is flat when compared to FY 2015-16 Estimates. The program provides
employees with short-term counseling services and referrals for longer term care. Services also
include emergency response counseling provided when an employee is involved in a critical
incident.
The Travel, Training, and Remunerations group increases significantly when compared to FY 2015-16
Estimates. Additional funding is proposed in FY 2016-17 for travel and training for countywide Public
Safety Communications personnel. In FY 2015-16, this funding was budgeted in the Supplies and
Materials group.
The Operational Expenses group decreases by 3.6 percent when compared to FY 2015-16 Estimates,
as described below:
Bexar County houses federal detainees at the Laredo Street Detention Facility. The GEO Group
provides the labor and materials for operating the facility on behalf of Bexar County. Bexar
County compensates the GEO Group, Inc. at a rate of $50.60 per day. Bexar County receives
compensation from the United States Department of Justice (USDOJ) for housing their federal
detainees in the amount of $64.95 per day per detainee. For FY 2016-17, Bexar County is
estimated to receive net revenues in the amount of $3,000,000.
A total of $2,570,890 is provided for County liability insurance within the Risk Management
Accounting Unit. Of this amount, a total of $1,245,890 is for annual liability insurance premiums.
The remainder will be used to pay for the Countys liability for vehicle accidents, lawsuits or
other legitimate claims against the County.
A total of $1,919,354 is provided for appraisal fees to the Bexar Appraisal District. The Bexar
Appraisal Districts 2017 Proposed Budget set the fees for all governmental entities that its their
services.
Funding in the amount of $779,617 is provided within the Repairs and Maintenance Computer
Software account as follows:
Alamo Region Public Safety System (ARPSS) $650,000: ARPSS provides mission
critical, data communications to the public safety users of the City of San Antonio
(COSA), Bexar County, and the City of Schertz. ARPSS is hosted by the COSA;
however, Bexar County and the City of Schertz are responsible for paying percentage
shares towards annual operational and maintenance expenses. The percentage
shares fluctuate annually based on use of the system.
Rocket Remote Configuration Management (RCM) and AVaiL Web SaaS $86,752:
The Sheriff's Office and the Fire Marshals Office use Utility Rockets to increase the
performance of the AT&T wireless data system and help minimize and eliminate the
wireless data coverage gaps within Bexar County. There are currently 137 Rockets
55-2
deployed with another 100 planned for deployment by the end of FY 2014-15.
Funding is provided for annual support and maintenance of the 237 Rockets (230
Sheriffs Office and 7 Fire Marshals Office) that are in use.
MCM Technology CommAsset360 Radio Management Application Support &
Maintenance $6,300: MCM's CommAsset360 is a land mobile radio (LMR) centric
asset management system. Radio Services personnel currently use CommAsset360 to
manage all radio equipment countywide. The funding is for annual software
maintenance and support, which includes patches and version upgrades.
NetMotion Diagnostics $20,565: NetMotion Diagnostics collects detailed analytics on
device performance and location, while also providing an interface for initiating
diagnostics and displaying the results.
Datamaxx Omnixx Enterprise Platform / Force Mobile Support & Maintenance
$16,000: The Datamaxx Omnixx Enterprise Platform and Omnixx Force Mobile
provide Bexar County and connected agencies the ability to search local, State, and
Federal criminal justice databases.
Funding for Security Services in County-owned facilities that do not house courtrooms is
provided by armed and unarmed guards for a total cost of $954,498.
BiblioTech, the Countys all-digital library, works to bridge literacy and fill technology gaps in
Bexar County by establishing a community presence at physical locations as well as an online
presence through digital collections and resources. Membership to the library is free to all Bexar
County residents and access to the digital collection is available 24/7. In addition to providing
this service to all County residents, Bexar County pays the City of San Antonio (COSA) to provide
Bexar County Citizens access to libraries owned by COSA. Since 2000, Bexar County has paid $47
million to COSA for offering these services to the residents of the unincorporated area of Bexar
County. In FY 2015-16, Bexar County paid $3,484,028 to COSA for library services. For 2016-17,
the annual cost will be $3,184,028, which is a $300,000 decrease when compared to FY 2015-16.
The inter-local agreement details the annual cost paid by the County to the City for the next two
years. For the next two fiscal years, the annual amount owed to the City will decrease by
$300,000. The decrease is due to the Countys increased investment in library services for the
community through BiblioTech.
For FY 2016-17, Bexar County provides funding in the amount of $135,000 for a contract with
COSA for animal control services provided to the County. In anticipation of the opening of the
new animal shelter within the City of Kirby, funding for this contract is only proposed for three
months of the fiscal year.
Funding for the third year, of five years total, is proposed for a community and economic
development program to stimulate business and commercial activity in Balcones Heights.
Funding in the amount of $300,000 is budgeted within the Grant Expenditures account.
A total of $385,000 is provided within the Pauper Burials account.
55-3
Various agreements are budgeted within the Contracted Services account. The City of San
Antonio and Bexar County jointly own a radio system; Bexar County's ownership interest is 20
percent, or $357,000, as it relates to system infrastructure. A total of $378,452 is budgeted for
the annual operating costs for the Emergency Operating Center (EOC), which is 20 percent of
the operating expenses of the EOC. These amounts are paid to the City of San Antonio. In
addition, a total of $333,333 is budgeted for Haven for Hope of Bexar County for their Jail
Release Program, which provides shelter and case management services for homeless
individuals that have been released from jail on bond. Finally, a total of $227,457 is for Catholic
Charities, which provides legal guardianship services to clients residing in Bexar County.
A total of $297,910 is provided within the Membership Fees account. Membership fees are
proposed for FY 2016-17 as follows:
Membership Fees:
Alamo Area Council of Governments
Amount
$133,809
American Institute of Architects
$819
American Public Human Services Association
$3,090
Conference of Urban Counties
$45,144
County Judges and Commissioners Association of Texas
$4,326
Government Finance Officer Association
$4,913
Greater Austin-San Antonio Corridor Council
$15,450
International Facility Management Association
$184
National Council of Elected - Precinct 3
$17,662
National Association of Counties
$33,000
San Antonio Mobility Coalition
$36,050
Northeast Partnership for Economic Development
$258
South Texas Judge and Commissioners Association
$309
Texas Association of Counties
$2,575
Texas Board of Architectural Examiners

Total:
$321
$297,910
The Legal Services account remains flat when compared to FY 2015-16 Estimates. Funding is
proposed for outside attorneys working on pending civil litigation and for collective bargaining
agreement (CBA) negotiations with the Deputy Sheriff Association of Bexar County (DSABC). The
current CBA with the DSABC expired September 30, 2015, with a new agreement currently in
negotiations. Funding for legal services is provided in the amount of $340,000.
The Professional Services account includes the cost of promotional testing for employees in the
Sheriffs Office. A total of $118,700 is provided for professional services in FY 2016-17.
A total of $232,500 is provided within the Lobby Fees account to promote the interests of the
taxpayers and the County for the upcoming 85th Texas Legislative Session.
55-4
Funding for Banking Fees is provided in the amount of $367,480. Banking institution fees vary on
a monthly basis. The banks provide lockbox services for the Countys Tax Assessor-Collector and
depository services for the County.
A total of $190,000 is provided within the Tuition Reimbursement account. The Tuition
Reimbursement Program reimburses employees for education expenses for courses that are
directly related to their employment with Bexar County.
A total of $190,000 is provided within the Audit Services. The County pays an outside consultant
to provide a Single Audit Report and a Report on Conduct of Audit as mandated by the Texas
Local Government Code. Also included in this amount is funding for an outside audit of the
Countys registry accounts as required by the Texas Legislature. The cost of this service has
remained the same since FY 2013-14.
Funding in the amount of $132,000 is allocated for Financial Advisor Services.
A total of $55,000 is funded in anticipation of the acceptance of credit cards by County Offices
and Departments. This is the estimated cost that the County will pay for merchant fees
associated with credit card transactions for service by the County.
The Non-Departmental Budget provides funding in the amount of $1,096,386 for Contributions
to Outside Agencies. The FY 2016-17 Proposed Budget funds contributions to 41 outside
agencies that provide important social and environmental services, educational programs,
economic development initiatives, and other services for Bexar County citizens.
FY 2016-17
Proposed Budget
$27,600
$38,500
$30,000
$25,000
$32,000
$30,000
$62,572
$59,430
$6,500
$26,460
$30,000
$20,000
$10,000
$15,000
$25,000
$5,000
$5,000
$20,000
Outside Agency
Beat AIDS
Bexar County Arts Internship Program
Boysville
Catholic Charities
Chamber Orchestra of San Antonio
ChildSafe
Christian Senior Services
Chrysalis Ministries
City/County Seniors
Communities in School
Family Service Association
Health Collaborative
Jefferson Outreach for Older People
JOVEN
Madonna Neighborhood Center
MLK March
Musical Bridges Around the World
National Alliance on Mental Illness (NAMI)
55-5
Outside Agency
Northeast Senior Assistance
Our Lady of Mt. Carmel
Peace Initiative
Project MEND
Project Quest
Public Concert Series
San Antonio Cultural Arts
San Antonio Fighting Back
San Antonio Metropolitan Ministry
San Antonio OASIS
Seton Home
Southeast Community Outreach for Older People
Southwest Community Outreach for Older People
St. Vincent de Paul
The Fund
The Magik Theatre
The SA Clubhouse
The Winds and Words of War Exhibit
Urban 15
YMCA of Greater San Antonio (the Y)
Youth Orchestras of SA
YWCA of San Antonio
Grand Total
FY 2016-17
Proposed Budget
$10,000
$25,000
$50,000
$40,000
$80,750
$50,000
$15,000
$20,000
$60,000
$25,000
$15,000
$10,000
$10,000
$10,000
$6,000
$35,000
$10,000
$17,574
$75,000
$11,000
$25,000
$6,000
$22,000
$1,096,386
The Supplies and Materials group decreases significantly when compared to FY 2015-16 Estimates.
Funding is provided for all countywide radio equipment maintenance costs in the amount of
$150,239. These funds support operational and maintenance expenses for subscriber equipment,
such as control stations, mobiles, and portables, and accessory equipment.
The Debt Service group remains relatively flat when compared to FY 2015-16 Estimates. Funding is
provided in the arbitrage rebate tax account in the amount of $17,500.
55-6
The Interfund Transfers group increases by 33.6 percent when compared to FY 2015-16 Estimates.
The increase is due to a significant increase in the transfers from the General Fund to the Health
Insurance and Other Post-Employment Benefits funds to cover medical claims. Additionally, the
transfer for the purchase of vehicles has increased significantly. The total amount proposed for interfund transfers is $18,086,174 as shown below.
Interfund Transfers
$8,025,721 for the Other Post-Employment Benefits (Fund 506)
$4,113,683 for the Self Insured Health and Life (Fund 501)
$3,706,074 for the Fleet Acquisition (Fund 703)
$1,324,765 for the Debt Service (Fund 400)
$339,597 for the Courthouse Security (Fund 203)
$220,576 for the Firing Range (Fund 512)
$64,344 for the Dispute Resolution (Fund 214)
$63,745 for the Law Library (Fund 210)
$62,374 for the Fleet Maintenance (Fund 504)

Grant Cash Matches
$119,600 for the Texas Indigent Defense Commission grant.
$38,615 for the Housing and Urban Development Continuum of Care grant.
$3,733 for the OJJ Civil District Court grant.
$3,347 for the Felony DWI Court grant.

Contingency funding in the amount of $18,472,593 is provided for the following in the FY 2016-17
Proposed Budget:
Funding in the amount of $5,077,082 is provided for the pending collective bargaining
agreement with the Deputy Sheriff Association of Bexar County. This represents the full
year cost of a 5.5 percent increase in base wages, as well as other negotiated allowances
and incentives included in the Countys current wages and benefits proposal.
Funding in the amount of $3,112,535 is placed in contingencies pending direction from

Commissioners Court regarding the Child Welfare Board.
In late FY 2015-16, Bexar County contracted with IBM to conduct a thorough review of
the Bexar County Information Technology (BCIT) Department and to develop a 5-year
Strategic Plan. The study included a review of the physical safety of the Countys IT
infrastructure, the Countys potential migration of software and hardware services to the
Cloud, IT policies, procedures, and management practices, as well as recommended
resource and staffing allocations. Funding in the amount of $2,405,401 is allocated for
costs associated with implementation of the first year recommendations in the IT 5-Year
Strategic Plan.
A total of $2,380,970 is provided for lease and operational costs associated with the
Adult Probation West and Southwest satellite stations, East and West Law Enforcement
substations, Fire Marshals Office, Gillette Sheriffs Academy and Patrol Headquarters,
and the Video Visitation Center. Adult Probation located and moved into two satellite
55-7
stations during FY 2014-15. It is anticipated that Adult Probation will relocate two
additional satellite offices during FY 2016-17.
Funding in the amount of $1,600,000 is placed in contingencies to adjust the Countys

livable wage from $13.00 an hour to $13.50 an hour.
Funding in the amount of $1,400,000 is placed in contingencies for a one percent cost of
living adjustment for all employees on the Exempt table and Non-Exempt employees who
will not receive a salary adjustment from livable wage increase.
Under an Inter-local agreement, Bexar County pays for half of the total operating
expenses at the Central Magistration Facility. The City of San Antonio pays the other half
of the expenses and owns the facility. Discussions between the City and the County
regarding ownership, operations, staffing and responsibilities of this facility may result in
significant changes to the current Magistration process. Therefore, a total of $725,880 is
provided for 6 months of operating expenses for the Detention area of the Central
Magistration Facility.
A total of $300,000 is allocated for court appointed attorney fees for the judicial courts.
Funding will be transferred into the appropriate budgets, if necessary.
Funding in the amount of $286,758 is allocated for Elected Official Salary increases.
Funding in the amount of $269,010 is allocated for five Pre-Trial Bond Officer positions
within the Judicial Services Department. Funding for these positions is contingent on an
increase in caseload related to the District Attorneys Office Pre-Trial Diversion program.
A total of $250,000 is provided for temporary Sheriffs Office Detention Officers. These
temporary officers may be hired to decrease the amount of overtime worked by full-time
officers in the jail.
Funding in the amount of $250,000 is allocated for an anticipated administration fee to

be paid to GEO, pending contract negotiations.
Funding in the amount of $180,000 is allocated for maintenance of software for the
Sheriffs Office related to a new human resource and time keeping management. The
implementation of this contract may not occur in FY 2016-17 therefore, funding is
recommended in the Contingency Appropriation.
Funding is provided for the Council of State Governments Justice Center to conduct
Phase III of the review of the Bexar County Pretrial Services program in the amount of
$60,000.
As a result of a Public Safety Dispatcher Study, funding in the amount of $56,489 is

provided for a Career Ladder Program for the Countys Dispatchers and Operators funded
in the Sheriffs Office and the Fire Marshals Office.
55-8
A total of $106,848 is provided for the Constable Career Ladder Program.
A total of $11,620 is provided for the Crime Lab Career Ladder Program.
The FY 2016-17 Proposed Budget includes $4,200,000 in Undesignated Funds, which represents
1 percent of the total operating budget. Undesignated funds are used to address unanticipated
expenses during the fiscal year.
55-9
FUND: 100
PROBATE COURTS
Mission: To provide appropriate, effective and responsive court services and judicial supervision to
probate, estate administration, guardianship, mental health and eminent domain proceedings, in a fair
and equitable manner, complying with the Texas Probate Code, Texas Trust Code, Texas Property Code,
Texas Mental Health Code, the Code of Judicial Conduct and all other laws of the State of Texas and the
United States.
Vision: To be the forum for the efficient administration of decedents estates and for the resolution of
any issues or litigation incident to a decedents estate; oversight and protection of incapacitated persons
through creating and monitoring guardianships of the person and/or estate; protection of the
constitutional rights of persons for whom court ordered mental health services are sought; and oversee
the orderly acquisition of private property for a public purpose in eminent domain proceedings.
To provide an accessible and equitable justice system that is responsive to the citizens appearing
before the court and to the community in general.
To promote public safety and well-being.
To oversee the administration of the estates of deceased and incapacitated persons.
To protect individual rights and provide justice to all citizens, particularly the mentally ill,
incapacitated persons and the heirs/devisees of deceased persons.
To provide quality service to all citizens appearing before these courts.
Program Description: Probate Courts 1 and 2 are Statutory Probate Courts as defined in the Texas
Probate Code. A Statutory Probate Court has jurisdiction over all matters or proceedings relating to the
estate of a decedent. These courts hear all applications, petitions and motions filed in connection with
the administration of decedents estates including (but not limited to) admitting wills to probates,
oversight of dependent administrations, heirship proceedings, review and approval of inventories,
annual accounts and the distribution of estates. Probate Courts also hear applications, petitions and
motions filed in connection with the administration of guardianships of incapacitated persons and
minors, including (but not limited to) annual accounts, annual reports on condition and well-being of the
ward, and sales of real and personal property. These Courts preside over matters involving interviews,
testamentary or charitable trust including contests, trust modification and/or termination. All cases
involving civil commitments including warrants, orders for protective custody, orders for commitment
and administration of medication are heard in the Probate Courts, as well as all non-jury and jury trials
involving any of the aforementioned applications, motions or petitions. Probate Courts also preside over
all lawsuits appertaining and incident to estates (descendants and guardianships) including any type of
civil litigation such as will contest, personal injury lawsuits, suits for property damage, forcible entry and
detainer, wrongful death, breach of fiduciary duty, divorce, custody determination and adoption. In
addition, the Probate Courts appoint commissioners in eminent domain proceedings and preside over
eminent domain appeals.
In FY 2014-15, the Bexar County Probate Courts created the Enhanced

Guardianship Pilot Program. The purpose of the Pilot Program is to protect persons that do not have the
56-1
capacity to make their own decisions due to a mental or physical condition. Another major objective is
to protect individuals from abuse, neglect, self-neglect, exploitation, and provide care and the
appropriate management of their property. Furthermore, the Pilot Program should result in a decrease
in the number of incapacitated people in the San Antonio State Hospital, Bexar County Jail, and the
homeless population.
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
Number of Guardianships Filed
Number of Mental Health Cases Filed
342
4,464
327
4,638
345
4,870
Probate Hearings per year
Mental Health Hearings per year
4,182
3,811
4,391
4,001
4,610
4,200
275
100
290
110
305
125
Show Cause Orders Issued
Court Initiated Guardianships
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$1,825,470
115,112
2,751
$1,651,092
111,086
3,500
$1,684,183
106,703
2,442
$1,553,160
107,116
2,500
$1,943,333
$1,765,678
$1,793,328
$1,662,776
Program Changes
$13,200
Total
$1,943,333
$1,765,678
$1,793,328
$1,675,976
Estimates. This is the result of two Attorney IIs assigned to mental health and protective
custody cases being transferred to the Public Defender's Office during FY 2015-16.
56-2
Estimates. Medical expenses, court-appointed attorney costs, and court costs are the major
line items budgeted in this group.
Estimates. Sufficient funding is provided for office supplies in FY 2016-17.
described below.
The first program change deletes the existing Associate Judge position for a total savings of
$149,892. The termination of this position is permitted under Section 54A.206(d)(2) of the
Government Code. Funds will not be appropriated to pay the salary for this position in Fiscal
Year 2016-17 beginning October 31, 2016.
The second program change adds an Associate Judge to preside over the proceedings for
court-ordered mental health services, pursuant to Section 574.0085 of the Texas Health &
Safety Code. The total cost of this position, including salary and benefits, is $163,092. The
difference in cost for this position compared to the one in the previous program change is
$13,200, which is the amount budgeted for health insurance associated with the new position.
FY 2014-15
Actual
Judge
Associate Judge
Attorney II*
Court Investigator
Court Investigator II
Court Reporter
Probate Court Administrative Assistant
Probate Court Auditor
Probate Court Staff Attorney II
Total Probate Courts
FY 2015-16
Estimate
FY 2016-17
Proposed
2
1
2
1
1
2
2
4
2
2
1
0
1
1
2
2
4
2
2
1
0
1
1
2
2
4
2
17
15
15
*Two Attorney IIs were transferred from Probate Courts to the Public Defender's Office in FY 2015-16.
56-3
FUND: 100
BEXAR COUNTY PUBLIC DEFENDERS OFFICE

Mission:
The mission of the Bexar County Public Defenders Office is to zealously protect and defend
the rights of our clients through compassionate and inspired legal representation of the highest quality,
in pursuit of a fair and unbiased system of justice for all. The Public Defenders Office is authorized by
the Bexar County Commissioners Court to represent indigent persons, to include those defendants
identified with treatable mental health issues, charged with offenses in the misdemeanor courts and on
appeal from misdemeanor, felony, and juvenile courts in Bexar County. The office receives its cases by
appointment from the Judges.
Create a basis of institutional knowledge and consistency within the indigent criminal defense
community in parity with the District Attorneys Office.
Provide trial and appellate representation to indigent clients charged with crimes in
misdemeanor courts.
Provide appellate representation to indigent clients convicted of crimes in misdemeanor,
juvenile, and felony courts.
Act as a resource and support private defense counsel appointed to represent indigent persons
at trial and on appeal.
Provide trial counsel and support services to indigent clients who are acutely mentally ill or are
mentally disabled and are charged with a crime in the Countys misdemeanor courts.
Improve the provision of services to mentally ill misdemeanor defendants.
Utilize performance measures of indigent defense services to provide evidence of effectiveness.
Expand the role of the Public Defenders Office to provide representation to indigent clients in
misdemeanor, felony, and juvenile courts.
The Public Defenders Office consists of three units: Appellate, Mental Health, and a new Misdemeanor
Trial unit which began operation in August 2015. The Public Defenders Office represents indigent
individuals as appointed by trial courts to include misdemeanor trial cases and felony, misdemeanor and
juvenile appeals. The Public Defenders Office also represents mentally ill and mentally disabled clients
in misdemeanor cases. In addition, the Office assists trial courts and the private bar in researching case
law and working on suggested jury charge language. The Public Defenders Office is monitored by an
oversight board and the Office of the County Manager. Its budget is controlled by Bexar County
Commissioners Court.
Appellate Division
The Public Defenders Office is appointed by the judges of the courts of Bexar County to represent
indigent defendants in seeking post-conviction relief.
Mental Health Criminal Division
Attorneys in this division represent indigent accused persons who have been deemed to suffer from a
mental illness. This division provides criminal defense to this population of clients in the misdemeanor
courts of Bexar County in accordance with the local indigent defense plan.
57-1
Misdemeanor Trial Division

Created in 2014, this division provides criminal defense to indigent clients accused of a misdemeanor
offense.
Mental Health Civil Division
This division represents proposed patients who are the subject of civil orders of protective custody
and/or commitment proceedings in the Probate Courts of Bexar County. This division is appointed
pursuant to Texas Health and Safety Code 574.003.
Central Magistration Division
The Central Magistration was created in 2015 through a grant from the Texas Indigent Commission. This
division provides representation to indigent arrested persons suffering from a mental illness at their
initial bail hearing pursuant to Texas Code of Criminal Procedure 15.17.
Appellate Section
Number of Appointments
Number of Substantive Filings 1
FY 2014-15
FY 2015-16
FY 2016-17
Actual
Estimate
Proposed
105
83
80
50
90
75
36
41
30
35
36
40
43
40
35
$4,241
$3,650
$3,250
Mental Health- Criminal Division

Number of New Cases Opened
Number of New Cases Closed
N/A
N/A
1000
800
600
500
Time to Disposition (Average days)
Average Caseload per Attorney
N/A
N/A
45
250
60
300
Number of Closed Cases
Substantive Filings per Attorney (Average)
Number of Days between completion of record and
filing of brief (Average)
Cost per Case Appointed 2
Substantive Filings includes briefs on the merits, reply briefs, PDRs, writ responses and/or writs of mandamus.
Cost per closed case is calculated by adding personnel costs for Appellate staff and attorneys and assignment of a
portion of operating costs and dividing by cases appointed.
2
57-2
Percentage of Cases Disposed Within 90 Days
Percentage of Cases Disposed Within 180 days
Percentage of Cases with Positive Defense Outcome 3
FY 2014-15
FY 2015-16
FY 2016-17
Actual
Estimate
Proposed
N/A
N/A
N/A
85%
98%
30%
90%
98%
30%
N/A
N/A
300
250
600
500
N/A
N/A
45
250
60
300
Percentage of Cases with Positive Defense Outcome
N/A
N/A
N/A
85%
99%
30%
90%
98%
30%
Misdemeanor Trial Division

N/A
N/A
300
250
600
500
N/A
N/A
45
250
60
300
Percentage of Cases with Positive Defense Outcome
N/A
N/A
N/A
85%
99%
30%
90%
98%
30%
Mental Health Civil Division

Number of OPCs Opened4
Number of Committed Proceedings
N/A
N/A
3,800
550
3,800
550
Average Cases per Attorney
N/A
N/A
30
1,900
30
1,900
Positive Defense Outcomes include; no bill by a grand jury, no filing of complaint, dismissal, charge reduction,
acquittal, deferred adjudication or reversal on appeal.
4
OPCs are orders of protective custody
57-3
FY 2014-15
FY 2015-16
FY 2016-17
Actual
Estimate
Proposed
Percentage of OPCs Won/Dismissed/Discharged
N/A
83%
83%
Central Magistration Division

Number of Cases Reviewed
N/A
6,000
6,000
Cases Presented to Magistrate
N/A
360
400
Cases Release to treatment on Mental Health Bond
N/A
65%
70%
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$677,001
6,456
27,329
24,453
$923,673
14,300
18,975
18,650
$942,066
14,300
18,113
11,424
$1,080,504
16,185
20,140
16,134
$735,239
$975,598
$985,903
$1,132,963
0
Program Change
$3,449
0
Total
$735,239
$975,598
$985,903
$1,136,412
as described below.
Estimates. During FY 2015-16, two Attorneys II were transferred to the Public Defenders Office
from Probate Courts. All authorized positions are fully funded in the FY 2016-17 Proposed
Budget.
2015-16 Estimates. This is due to an increase in local mileage for travel to and from Central
57-4
Magistration. Funding is also provided for travel to conferences such as the Rusty Duncan
Advanced Criminal Law Conference, the American Bar Association Summit on Public Defense,
and the Conference on Criminal Appeals.
Estimates. This is due to an increase in fees for use of case management software utilized by the
Public Defenders Office.
The Supplies and Materials group increases significantly when compared to the FY 2015-16
Estimates. This is mainly due to additional funding provided for toners for existing printers.
The FY 2016-17 Proposed Budget includes one program change for a total cost of $3,449, as
described below.
The Office Supervisor (NE-08) is proposed to be reclassified to an Administrative

Assistant (E-04) and receive a salary adjustment for a total cost of $3,449, including
salary and benefits. This position now performs administrative activities related to
preparation of the budget, compiles and maintains financial information, and assists the
department head with preparation for meetings, conferences, and workshops.
Chief Public Defender

Assistant Public Defender I
Assistant Public Defender II
Assistant Public Defender III
Attorney II*
Office Supervisor
Office Assistant IV
Total - Public Defender's Office
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1
3
2
1
0
0
1
1
1
1
3
1
2
2
0
1
1
1
1
3
1
2
2
1
0
1
1
10
12
12
*Two Attorney IIs were transferred from Probate Courts to the Public Defender's Office on May 9, 2016.
57-5
FUND: 100
PUBLIC WORKS ANIMAL CONTROL SERVICES

Mission:
The mission of the Public Works- Animal Control Services Department is to protect Public
Health and Safety by administering and enforcing the Bexar County and State of Texas Animal Control
and Rabies Control Laws and by educating Bexar County residents on animal control and rabies control
issues.
Vision:
We envision the Public Works Department as the leader in developing and maintaining
County bridges, and roads. The Public Works Department strives to ensure environmental compliance,
fire safety, good working relationships, and high standards of professional management for Bexar
County. The management and staff of our Department are facilitators in achieving a balance between
diverse priorities and finite resources, by providing the public and other County offices, a thorough
analysis, expert advice, prompt, reliable services, and open, honest communications related to the
responsible allocation and utilization of Public Works Department services personnel and resources.
Quickly and completely investigate animal bites to humans that may involve rabies transmission.
Pick up and quarantine animals who have bitten humans.
Impound strays and aggressive stray domestic animals and cruelty animals.
Accomplish these goals in an efficient, cost-effective manner.
The Bexar County Animal Control Services Department provides animal

control services to residents living in the unincorporated areas of Bexar County. Employees of the
Department will humanely capture, restrain, and transport loose and/or dangerous animals. The Animal
Control Services Department also responds to animal cruelty cases.
On July 21, 2015 Bexar County Commissioners Court approved the Inter-local Agreement between City
of Kirby and Bexar County regarding the construction and operation of a combined animal care facility in
the City of Kirby expected to be operational during FY 2016-17. The County contributed funding towards
the construction of the animal shelter and agreed to provide a kennel manager, pay a pro-rata share of
the cost of staffing and operations of the facility, and annual rabies quarantine for the facilities. The city
will provide land for the construction of the shared facility, all necessary trade permits and required city
inspections, access to public roads, utilities, and parking area, and the necessary staff to operate the
shared facility. It is anticipated that the construction and operations of this animal care facility will
eventually lead to reduced operational costs for Bexar County for Animal Control Services.
FY 2014-15
Actual
Number of Reported Aggressive Animals
Number of Reported Strays
165
2,211
58-1
FY 2015-16
Estimate
210
2,300
FY 2016-17
Proposed
230
2,400
Number of Reported Bites

Cost per Reported Aggressive Animal
Cost per Reported Stray
Cost per Reported Bite
Percentage of Reported Aggressive Animals
Impounded
Percentage of Reported Strays Impounded
Percentage of Reported Bites Investigated
FY 2014-15
Actual
238
FY 2015-16
Estimate
250
FY 2016-17
Proposed
275
$325
$390
$715
$330
$400
$710
$275
$300
$475
85%
95%
95%
43%
100%
50%
100%
75%
100%
Appropriations:
FY 2014-15
Actual
Personnel Services
Operational Costs
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$191,705
3,074
119,477
12,482
46,001
$164,864
3,910
197,180
30,680
10,001
$160,142
3,910
132,704
16,629
0
$170,472
5,052
466,360
15,350
0
$372,739
$406,635
$313,385
$657,234
0
Program Change
$72,768
0
Total
$372,739
$406,635
$313,385
$730,002
The FY 2016-17 Proposed increases significantly when compared to FY 2015-16 Estimates, as

described below.
The Personnel Service group increases by 6.5 percent when compared to FY 2015-16 Estimates.
This is due to turnover experienced during FY 2015-16. All positions are fully funded in the FY
2015-16 Estimates. Funding is proposed for employees to attend State of Texas required
training, training to get employees familiarized with equine handling, and training on the various
aspects of dog handling.
58-2

Estimates. Funding is proposed to provide the Animal Control Services Division with the
appropriate resources to respond to animal cruelty calls. Additionally, funding is proposed for
the operational expenses of the animal care facility in the City of Kirby expected to be
operational at the beginning of FY 2017 in Precinct 4 as stated in the Inter-local Agreement with
the City of Kirby. The cost for the Animal Care Facility expected to open in January 2017 is
$336,600.
Estimates. One-time funding was allocated in FY 2015-16 for mounting equipment for a
technicians truck.
described below:
The program change adds one Animal Shelter Manager (E-07) for a total cost of $72,768,
which includes salary and benefits. This position will oversee the City of Kirby Animal Shelter
as stipulated in the Inter-local Agreement. This position will be responsible for managing the
shelter staff, shelter programs, physical facilities, and humane treatment of sheltered
animals.
FY 2014-15
Actual
Animal Control Services Officer
Animal Cruelty Officer
Animal Shelter Manager
Senior Animal Control Service Officer*
Total Public Works Animal Control Services
FY 2015-16
Estimate
FY 2016-17
Proposed
3
1
0
0
3
0
0
1
3
0
1
1
* On February 8, 2016, the department requested to have the position re-titled from Animal Cruelty
Officer to Senior Animal Control Service Officer.
58-3
FUND: 100
PUBLIC WORKS ENVIRONMENTAL SERVICES
Mission: The mission of the Public Works Department is to preserve all County resources by providing
efficient, cost effective services which ensures the safety, health and welfare of our customers and
improve their quality of life.
Vision:
We envision the Public Works Department as the leader in developing and maintaining
County bridges and roads. The Public Works Department strives to ensure environmental compliance,
fire safety, good working relationships, and high standards of professional management for Bexar
County. The management and staff of our Department are facilitators in achieving a balance between
diverse priorities and finite resources, by providing the public and other County offices, a thorough
analysis, expert advice, prompt, reliable services, and open, honest communications related to the
responsible allocation and utilization of Public Works Department services personnel and resources.
The Environmental Services Department identifies and addresses

environmental compliance issues (planned or unplanned), which may present a potential hazard to the
County. These issues may include, but are not limited to, management and disposal of hazardous waste
streams generated by County facilities, remediation of contamination at facilities, management of
underground fuel storage tanks, health inspections, environmental assistance on capital projects, and
representation of the County on local and civic environmental committees.
This division acts as an Authorized Agent of the Texas Commission on Environmental Quality (TCEQ) to
regulate, permit, and inspect installation of private on-site sewage facilities (OSSF) in Bexar County. In
addition, this division administers and enforces the Nuisance Abatement Court Orders by investigating
public complaints, properly notifying offenders, and monitoring removal of public nuisances.
Environmental Services represents and promotes the Countys position on air and water quality issues,
including implementation of control strategies in response to the non-attainment-deferred designation
given by the Environmental Protection Agency (EPA). This division also represents the County on the
Texas Clean Air Working Group.
The Environmental Services Division implements EPA Phase II Storm Water rules for Bexar County to
include development of the Storm Water Management program. It represents Bexar County on the
Alamo Area Council of Governments Resources Reclamation Committee and the City of San Antonio
River Quality Committee. This division reviews all proposed subdivision plats utilizing On-Site Sewage
Facilities within Bexar County (including the City of San Antonio and suburban cities) to ensure the
protection of public health and safety by determining suitability.
In FY 2014-15, Bexar County contracted with the City of San Antonio to conduct the Camelot II Municipal
Solid Waste (MSW) Pilot Program. For the past eight years, Bexar County had implemented various
programs in an attempt to solve the illegal dumping problem in the Camelot II area. However, State Law
prohibits a County from conducting a mandatory MSW program within a citys Extraterritorial
Jurisdiction. In effect, the City of San Antonio offered to partner with Bexar County to conduct the
Camelot II MSW Pilot Program for the next three years. In the first year, the City of San Antonio, through
an Inter-local agreement, provided initial cleanup of the existing illegally dumped materials, 4 Dial-aTrailer events, and a three person crew to allow for collection of materials outside of the cart. The
second and third year of the Camelot II Pilot Program the services and rate provided under the
59-1
agreement are to be equal to City of San Antonio residents. The City of San Antonio provided waste
collection once a week, curbside collection of brush and bulky materials twice a year, and access to the
City of San Antonios brush and bulky collections and household hazardous waste drop off sites.
FY 2014-15
Actual
Nuisance Complaints
Number of OSSF Inspections
Number of Nuisance Inspections
Cost per Nuisance Complaint
Cost per OSSF Inspection per FTE
Cost per Nuisance Inspections
Percentage of Nuisance Complaints Resolved
Average Inspects Per Resolved Complaint
Percentage of OSSF Inspections Successfully
Installed
Percentage of OSSF Successfully Installed
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Estimate
FY 2016-17
Proposed
2,171
2,598
5,245
2,050
2,300
5,650
2,000
2,400
5,700
$78
$53
$53
$75
$55
$55
$75
$55
$55
91%
7.5
100%
92%
8
100%
95%
7
100%
100%
100%
100%
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$266,034
946
174,469
18,252
$265,180
1,500
449,524
19,695
$273,388
1,500
249,755
16,580
$274,646
1,225
388,900
17,050
$459,701
$735,899
$541,223
$681,821
0
Program Change
$0
0
Total
$459,701
$735,899
$541,223
$681,821
The FY 2016-17 Proposed Budget for increases significantly when compared to FY 2015-16
Estimates, as described below.
Full funding is provided for all authorized positions in the FY 2016-17.
59-2
2015-16 Estimates based on the Departments request. Funding for training and mileage is
provided to allow staff to receive their certifications from the Texas Environmental Health
Association, Texas On-Site Wastewater Association, and attend the Environmental Illegal
Dumping Conference in Austin Texas.

Estimates. The increase is due to an increase in Contracted Services. Funding is provided for
health inspections in the unincorporated area of the County to be performed by a contract
vendor and for the second year of trash collection for the Camelot II Pilot Program by the City of
San Antonio in the amount of $150,696.
Estimates. This is due to the decrease in prices for vehicle fuel during FY 2015-16. Funding is
provided for vehicle fuel and uniform replacements for employees.
FY 2014-15
Actual
Environmental Engineer*
Environmental Services Inspector
Sanitarian I
Sanitarian II
Total Public Works Environmental Services
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
2
1
1
1
2
1
1
1
2
1
*The Environmental Engineer (E-11) position is funded 25% from the General Fund and 75% from the
Storm Water Mitigation Fund.
59-3
- FUND: 100
PURCHASING
Mission:
The Purchasing Department will pursue superior customer service and ensure customers
know we have provided value and met or exceeded all their expectations and business requirements.
Leadership within the Purchasing Department is committed to providing encouragement and support to
each individual in the Department, to increase their knowledge of Purchasing best practices and
continually striving to improve upon customer service provided and always representing Bexar County in
a professional manner.
Building customer relationships is vital to achieving the Purchasing Department goals. Goals are
achieved by ensuring the customer is thoroughly supported, kept informed at all times, understanding
expectations, meeting those expectations and managing the acquisition process.
Vision:
The Bexar County Purchasing Department is recognized for our exceptional results of
collectively utilizing our knowledge of best practices in procurement, cost effective purchasing, value
added service which leverages the Countys spending power and common work practices to deliver the
best total value of acquisition and superior supplier performance.
Purchase the proper goods and services to suit the business need.
Obtain the best possible price for goods and services.
Have goods and services available when and where they are needed.
Insure a continuing supply of needed goods and services.
Guard against any misappropriation of assets produced by Purchasing.
Insure responsible bidders are given a fair opportunity to compete for Bexar Countys business
by following statutory requirements for competitive bids and proposals and by Bexar Countys
internal purchasing procedures.
Insure public funds are safeguarded by confirming the best value is received for the public
dollar.
Insure public spending is not used to enrich Elected Officials or government employees, or to
confer favors on favored constituents.
Insure historically underutilized businesses (small, minority, and women-owned) have an equal
opportunity in the contract awards process.
The Purchasing Agent, appointed by the Purchasing Appointment Board,

supervises all purchases made by the County through competitive bids or proposals, and directly
procures all supplies, equipment, and services, except real property and professional services. The
Purchasing Agent also maintains the County's fixed assets inventory, transfers supplies, materials and
equipment as necessary within the County, and disposes of surplus property by auction or competitive
bid. An annual report is prepared and submitted to the Purchasing Appointment Board, which consists
of three District Judges and two members of Commissioners Court. The Board has also designated the
Purchasing Agent as the Countys Disadvantaged Business Enterprise (DBE) Coordinator. Planning and
coordinating the purchase of furniture, fixtures and equipment for major capital projects is the
Purchasing Departments responsibility, as well.
60-1
FY 2014-15
Actual
Requisitions
Purchase Orders Issued
IFB/RFP Solicitations Issued
Contracts Processed (New & Extended)
Fixed & Controlled Assets Inventoried
Purchasing Card Transactions
Number of Days to Process Informal Requisitions
Number of Days to Process Formal Requisitions
Assets Transferred
Purchase Dollars
Purchasing Card Dollars
Revenue (Auction & Rebates)
Cost Avoidance with Asset Transfers
FY 2015-16
Estimate
FY 2016-17
Proposed
13,897
11,206
47
72
61,578
4,081
13,248
10,204
60
85
63,493
4,702
13,000
9,286
65
100
65,192
5,419
5
122
1,874
4
120
2,469*
4
120
2,000
$257,159,350
$651,046
$0
$1,087,740
$336,865,414
$969,619
$0
$1,546,133*
$441,293,692
$745,382
$20,000
$1,200,000
*A large number of assets transferred from the AT&T Center due to the renovations that occurred during FY 2014-15.
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
$1,180,514
4,899
26,670
21,021
$1,134,072
33,163
109,715
20,744
$1,076,307
31,113
102,315
20,260
$1,147,131
11,999
73,278
18,760
Subtotal
$1,233,104
$1,297,694
$1,229,995
$1,251,168
Program Changes
$49,147
Total
$1,233,104
60-2
$1,297,694
$1,229,995
$1,300,315
The FY 2016-17 Proposed Budget increases by 5.6 percent when compared to FY 2015-16 Estimates as
described below.
This is primarily due to turnover within the Purchasing Department that occurred during FY 201516.
The Travel, Training and Remunerations group decreases significantly when compared to FY 201516 Estimates. This is primarily due to a one-time expense that was required during FY 2015-16 to
pay off the countywide Travel Card balance from various Offices and Departments.
The Operational Expenses group decreases significantly when compared to FY 2015-16

Estimates. In FY 2015-16, the Purchasing Department moved into a new facility and made onetime purchases of technology to be used in the training room.
Estimates due to one-time purchases of Office Supplies and Computer Supplies in FY 2015-16.
There are three program changes in the FY 2016-17 Proposed Budget for a total cost of $47,774 as
described below.
The first program change adds one Receptionist (NE-01) position for a total cost of $46,377,
including salary and benefits. The Purchasing Department moved into a new facility, which has a
receptionist area at the entrance of the building. This new position is proposed to staff the
reception area and provide customer service to incoming visitors.
The second program change reclassifies one Lead Fixed Asset Specialist (NE-06) to Fixed Asset
Supervisor (NE-07) for a total cost of $2,770, including salary and benefits. There have been
notable changes in the job scope and responsibilities of the position and this reclassification
ensures that the position is graded and titled correctly as a result. New responsibilities include
supervising employees and coordinating all auction activities associated with surplus property.
The third program change retitles three Procurement Data Analyst (NE-07) positions to Buyer
(NE-07) at no cost. A new Purchasing Agent was hired in FY 2015-16. As a result, the new
Purchasing Agent requested that the position titles of these three employees match the job
duties being performed, which consists primarily of processing purchase orders.
60-3
FY 2014-15
Actual
Buyer
Buyer/Contract Specialist
Contract Manager
Fixed Asset Specialist
Fixed Asset Supervisor
Lead Fixed Asset Specialist
Procurement Card Specialist
Procurement Data Analyst
Purchasing Agent
Purchasing Assistant Project Lead
Purchasing Project Lead
Receptionist
Senior Contract Specialist
Total Purchasing Department
60-4
FY 2015-16
Estimate
FY 2016-17
Proposed
0
4
1
2
0
1
1
3
1
1
1
0
1
0
4
1
2
0
1
1
3
1
1
1
0
1
3
4
1
2
1
0
1
0
1
1
1
1
1
16
16
17
- FUND: 100
ACCOUNTING UNIT: 2500-2503, 2505-2508, 2598, 2599
SHERIFF - ADULT DETENTION

CENTER
Mission: To deliver detention services and conduct operations to maintain the proper well-being of
incarcerated men and women, provide a safe environment to the staff, inmates and public within the
facility, and remain fiscally responsible and accountable to the citizens of Bexar County. To provide an
environment for incarcerated persons in which correction of behavior is possible if the individual so
desires, through innovative programs. Such an environment shall include the protection of the
incarcerated person from victimization within the facility. To provide an environment for incarcerated
men and women that maintains the appropriate due process and constitutional level of confinement.
To set and uphold professional standards for all staff by the recruitment, development and retention of
a competent, stable, and motivated workforce dedicated to excellence. To provide information to the
courts, upon request, to ensure proper decisions are reached during the sentencing phase.
Vision:
The Bexar County Adult Detention Center envisions a fully staffed modern system consisting of
a multi-complex 4,563 bed facility compliant with Federal and State mandates; providing innovative
programs to incarcerated men and women; a safe and secure environment for staff; the incarcerated,
volunteers, and general public, through the efficient management of resources implementation of
technology and continuous assessment of operational processes to maintain effectiveness and fiscal
responsibility and accountability.
To provide a safe and secure environment for inmates, staff and public.
To maintain compliance with the Texas Commission on Jail Standards.
To efficiently operate and staff 4,563 rated bed capacity multi-complex facility.
To aggressively recruit, retain, and train staff.
To expand inmate visitation hours through the implementation of remote video visitation.
Program Description: The Bexar County Sheriff is the chief law enforcement officer of the county
and responsible for leading the organization and properly managing resources for the custodial care of
incarcerated men and women. The Sheriff appoints a Jail Administrator to supervise, direct, and control
the daily operation of the adult detention system that includes a Main Jail and Annex facilities rated with
a combined 4,563 bed capacity. The Detention Division operates 24 hours per day, 365 days per year
and administers services in accordance with the Texas Commission on Jail Standards (TCJS). Functions
and activities include providing a safe and secure environment for all incarcerated men and women,
staff, and the public, fingerprint, photograph, and processing all inmates in accordance with State
mandates. Properly store and account for all inmate property for safekeeping. Provide trained and
certified staff to administer proper supervision of all inmates within the facilities. Provide nutritious
meals, sanitary clothing, bedding and living environment to all incarcerated men and women. Provide a
law library, rehabilitative programs, and recreation to incarcerated men and women. Deliver privileged
and non-privileged inmate correspondence. To utilize an effective classification system that maximizes
the utilization of inmate beds to make the appropriate housing assignments while maintaining the safety
and security of the facilities. Manage work programs that reduce the costs associated with maintaining
the detention facilities. Provide incarcerated men and women the opportunity to retain employment to
61-1
meet financial obligations related to child support and court fines. Maintain standards in accordance
with the Prison Rape Elimination Act (PREA). Provide cost avoidance services through Jail Industries
using inmate labor to work on County owned properties.
FY 2014-15
Actual

Total Number of Inmates Booked
Total Number of Inmates Released
Authorized Bed Capacity
FY 2015-16
Estimate
FY 2016-17
Proposed
56,267
56,513
4,563
54,000
54,300
4,563
56,879
56,795
4,563
Average Daily Inmate Population
Average Daily Number of Bookings
Average Number of Daily Releases
3,807
154
155
3,574
147
148
3,678
156
156
TCJS Citations for Non-Compliance
Appropriations:
Personnel Services
Travel and Remunerations
Operational Expense
Subtotal
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$55,131,182
36,589
4,249,214
1,411,414
288,355
$54,983,587
34,285
4,150,812
1,812,947
334,775
$55,093,689
34,297
4,067,522
1,810,747
327,754
$54,888,188
36,669
4,305,729
1,449,124
66,707
$61,116,754
$61,316,406
$61,334,009
$60,746,417
Program Change
$0
Total
$61,116,754
$61,316,406
$61,334,009
$60,746,417
The FY 2016-17 Proposed Budget remains relatively flat when compared to the FY 2015-16
The Personnel Services group remains relatively flat when compared to FY 2015-16 Estimates. In
FY 2016-17, $250,000 is budgeted for overtime per the Collective Bargaining Agreement with
the Deputy Sheriffs Association of Bexar County.
61-2
The Travel and Remunerations group increases by 6.9 percent when compared to FY 2015-16
Estimates. Training funds are provided for certifications, professional development, and
conferences related to jail management.
The Operational Expense group increases by 5.9 percent when compared to FY 2015-16
Estimates. The increase is primarily due to an anticipated increase in the amount budgeted for
inmate meals. This cost is driven by inmate population in the Adult Detention Center, which for
FY 2016-17 is estimated to average 3,678 per day, an increase of 2.9 percent when compared to
FY 2015-16.
Estimates. Funding was provided for the purchase of clear mattresses and covers in FY 2015-16,
which will not be required in FY 2016-17.
The Capital Expenditures group provides funding for the replacement of one soft mount washer
and two natural gas dryers in the amount of $66,707.
The FY 2016-17 Proposed Budget includes two program changes at no cost.
The first program change re-titles one MATCH/PATCH Technician to Re-Entry Technician.
This re-title is recommended to standardize position titles associated with the Re-Entry
Center Countywide.
The second program change re-titles one MATCH/PATCH Coordinator to Re-Entry

Coordinator. This re-title is recommended to standardize position titles associated with the
Re-Entry Center Countywide.
FY 2014-15
Actuals
Adult Detention
Assistant Jail Administrator^
Clerk
Deputy Chief - Administration & Accreditation Standards^
Deputy Chief Assistant Jail Administrator^
Deputy Chief Jail Administrator
Deputy Sheriff - Detention
Deputy Sheriff - Detention Corporal
Deputy Sheriff - Detention Sergeant
Deputy Sheriff - Detention Lieutenant
Deputy Sheriff - Detention Captain
Deputy Sheriff - Detention -Mail Courier
Deputy Sheriff - Detention -Special Management Escort
Deputy Sheriff - Detention Lt. -Special Operations Unit
61-3
1
1
1
0
1
650
131
58
14
7
1
5
1
FY 2015-16
Estimate
0
0
0
2
1
650
131
55
17
7
1
5
1
FY 2016-17
Proposed
0
0
0
2
1
650
131
55
17
7
1
5
1
..............
...............
FY 2014-15
Actuals
FY 2015-16
Estimate
FY 2016-17
Proposed
G.E.D. Instructor*
Inmate Booking Clerk
Inmate Disciplinary Technician
Inmate Human/Education Services Supervisor
Jail Programs Manager
Jail Support Services Supervisor
Librarian
Library Clerk
Mail Courier^
Mailroom Supervisor
Manager of Jail Services & Programs
MATCH/PATCH Coordinator
MATCH/PATCH Technician
Office Assistant II
Office Assistant IV
Paralegal Librarian
Prison Rape Elimination Act Coordinator
Processing Clerk^
Re-Entry Coordinator
Re-Entry Technician
Security Monitor
Security Monitor II*
Senior Administrative Supervisor
Services & Programs Supervisor
Video Visitation Supervisor^
Subtotal - Adult Detention
2
2
1
2
1
0
1
2
4
1
0
1
1
2
1
4
1
1
4
0
0
10
2
1
0
0
915
2
2
1
0
0
1
1
2
4
1
1
1
1
3
1
4
1
1
4
0
0
10
2
0
1
1
915
2
2
1
0
0
1
1
2
4
1
1
0
0
3
1
4
1
1
4
1
1
10
2
0
1
1
915
Inmate, Banking, & Laundry

Banking Supervisor
Business Office Operations Supervisor
Clothing/Property Supervisor
Clothing/Property Technician
Inmate Banking Clerk
Laundry Supervisor
Laundry Technician
Senior Clothing/Property Supervisor
Subtotal - Inmate, Banking, & Laundry
5
1
3
15
13
1
5
0
43
5
1
3
15
13
1
5
1
44
5
1
3
15
13
1
5
1
44
Grand Total - Sheriff's Adult Detention Center
958
959
959
61-4
*One GED Instructor and one Security Monitor II is frozen.

Ôut of cycle program changes:
Added one Video Visitation Supervisor in May of 2016.
Retitled Assistant Jail Administrator and Deputy Chief - Administration and Accreditation Standards to
Deputy Chief Assistant Jail Administrator in FY 2015-16.
61-5
FUND: 100
ACCOUNTING UNIT: 2001, 2002, 2006, 2007, 2010, 2012,
2013, 2099, 2101, 2199, 2200,
2205, 2300, 2400, 2401, 2406
SHERIFFS OFFICE - LAW ENFORCEMENT

Mission:
To ensure the public safety and security for the citizens of Bexar County. To accept, register
and thoroughly investigate all complaints of alleged misconduct by all Sheriffs Office employees, and to
provide equal and fair investigations. To support the Bexar County Sheriffs Office and its duties by
providing timely, accurate and transparent communications to the citizens of Bexar County. To conduct
competent investigations in order to enforce the law efficiently and impartially while protecting lives,
property, and the rights of all people and developing strong community partnerships to improve the
quality of life for the citizens of Bexar County and those entrusted in our care. To maintain the highest
standards of vigilance in security matters and integrity in daily practices and provide a professional,
trained, skilled, effective, and compassionate response to the execution of mental health related court
ordered processes. To work as an equal partner with the community to reduce crime and the fear of
crime, reduce fatality crashes, protect children in school zones, combat gang violence, and to improve
the quality of life in our community. To serve as the critical communications link between the citizen
and public safety services. To provide training and education to the full-time and reserve deputies and
civilians of the Sheriffs Office, supported by the administrative policies and procedures necessary for
the Bexar County Sheriffs Office to meet its mission of ensuring public safety and security for the
citizens of Bexar County. To provide superior, efficient and cost effective service to all State Criminal
Courts, County Criminal Courts, Magistrate Courts and Probate Courts and to pursue and apprehend
fugitives from justice in Bexar County, across the State of Texas and the United States of America. To
provide prompt delivery of civil process from the State District Courts, County Courts, Probate Courts
and all other courts in Bexar County, Texas.
Vision:
To be the benchmark agency for professional, efficient and effective law enforcement,
detention and jail services. To ensure employees of the Bexar County Sheriffs Office are held to a high
standard of conduct and integrity in order to preserve the essential relationship of trust and confidence
within the community. To maintain a professional communications organization, which provides timely,
effective and transparent communication with the citizens of Bexar County, Sheriffs Office employees,
and other stakeholders. To provide the citizens and law enforcement of Bexar County access to publicly
available Sheriffs Office Records, in a professional and efficient manner while protecting and storing all
records. To provide the highest quality of investigative services to the community and other law
enforcement agencies. To incorporate training and technology to prepare for incidents in and around
County facilities for which it is responsible for and will decrease further by securing transportation of
prisoners to court, with greater comfort and dignity. Committed to the prevention of crime and the
protection of life and property, the preservation of peace, order and safety, the enforcement of laws,
and the safeguarding of constitutional guarantees. Use information and communications technology
effectively to advance the Public Safety Communications Centers (Dispatch/911 Emergency) business
vision and to enable and support flexible, responsive, and innovative public service. To be the
benchmark Sheriffs Office Training and Policy Division within the State of Texas. To work in conjunction
with all law enforcement agencies to apprehend the individual whom is wanted for a crime and make
our community a safer place to live. To provide professional and expedient civil process to the court
system and citizens of Bexar County.
62-1

Administration:
Provide vigorous preventative and enforcement activities
Provide a safe and secure environment for inmates, staff and public
Maintain compliance with the Texas Commission on Jail Standards
Ensure requests for service from citizens are dispatched promptly and that public safety
responders are provided the necessary tactical and operational support to carry out their
assigned duties
Ensure safety and security of the civilians, judges, employees, and inmates within the County
Courts-at-Law, District Courts, Presiding Courts, Magistrate Courts and Juvenile Courts of the
Courthouse, Justice Center and Juvenile Justice
Professional Standards and Integrity:
Receive complaints and concerns regarding Officers
Ensure all citizen complaints are handled in all alleged misconduct
Promote employee excellence by investigation of alleged misconduct
Promote community confidence in the Sheriffs Office
Ensure fair, impartial, and equal investigation of alleged employee misconduct
Communications and Public Information:
Provide information to the public regarding the Sheriffs Office activities
Inform Sheriffs Office employees with news and helpful information to help them better
understand the mission and goals of the Sheriffs Office and to do their jobs
Assess and manage issues that will affect the reputation of the Bexar County Sheriffs Office and
advise on strategies and tactics
Records Management:
To preserve and protect all Sheriffs Office documents required for archive
Provide 24 hour turn around for criminal history and photographic (mug shot) requests from
outside agencies, (i.e., District Attorneys Office, Texas Department of Criminal Justice Parole
Division, Untied States Adult Probation Department)
Provide one hour turnaround for requests for criminal histories and photographs (mug shots) for
law enforcement agencies
Provide immediate response for telephone requests for inmate information
Provide 48 hour turnaround for data entry of offense and assignment reports generated by Patrol
and Detention Division staff into the County mainframe computer
Criminal Investigations Division:
Commitment to service and providing the highest quality of investigative services to the
community and other law enforcement agencies
Recognize the individual needs of people: conduct investigations efficiently and impartially while
protecting lives, property and the rights of all people
62-2
Be responsive to community needs by implementing strong community partnerships through

enforcement, educational and crime preventive programs to improve the quality of life for the
citizens of Bexar County
Efficient utilization of resources by providing quality services in the most efficient and cost
effective manner
Meeting the challenges of the future by providing the highest quality of service with the use of
technological advancements, continued training and efficient use of resources
Commitment to employees by providing good working conditions, proper training and
resources to perform their assigned duties
Court Services Division:

To ensure safety and security of the civilians, judges, employees, and inmates within the County
Courts-at-Law, District Courts, Presiding Courts, Magistrate Courts and Juvenile Courts of the
Courthouse, Justice Center and Juvenile Justice
To apply proactive crime prevention procedures to deter crime at all Bexar County Judicial
Buildings.
Maintain officer readiness availability to respond to any incidents that may jeopardize security
and safety at all County facilities
Maintain security of 1.5 detention holdover in the Justice Center for the protection of inmates
Provide safe and secure transportation of inmates to and from court in the Justice Center,
Courthouse, Juvenile Justice Center, Federal Courts, and City Magistrate Courts
Provide immediate law enforcement response to incidents and calls of service to any incident
occurring at facilities or properties controlled or owned by Bexar County in the inner city
Assist the public in and around the Bexar County facilities in a manner as to reflect the highest
professionalism and compassion possible
Provide the courts with the conduit through which to process service and paperwork to and from
the Sheriffs Office
Through the use of technology and training, develop a security plan to be put in place in the
event of emergencies or disaster
Maintain an efficient "Emergency Response Team (E.R.T.) team capable of responding to any
emergency situation that threatens the security of the Judges, employees, civilians and inmates
of all County facilities
Oversee daily operating and activities of the Mental Health Unit
Patrol:
Providing vigorous preventative and enforcement activities
Providing quality and equitable services in the most efficient and cost effective manner and by
treating each citizen with the highest respect and courtesy
Obtaining community cooperation by establishing and maintaining a meaningful and productive
partnership with citizens to resolve community problems and improve the quality of life
Recognizing that our neighborhoods/communities must be involved to control crime
Public Safety Communications:
Answering 9-1-1, non-emergency, and other calls for service from citizens in the most
professional manner possible while doing so as effectively as possible
62-3
Ensuring that requests for service from citizens are dispatched promptly and that public safety
responders are provided the necessary tactical and operational support to carry out their
assigned duties
Ensuring that criminal justice information is entered, validated and safeguarded through the
training of staff, development of policies, and by using appropriate physical and technical security
Providing responsive user, hardware, and system support for deployed public safety
communications platforms such as but not limited to the City of San Antonio / Bexar County
Radio System, CAD System, and Mobile Data Systems
Providing public safety communications technology training to empower users, improve business
processes, and reduce operational downtime
Acting as an internal technology consultant to Executive Staff to identify public safety
communications technology internal / external dependencies as they independently develop and
implement their respective operational / business plans
Improving short term and long term public safety technology strategic planning to enhance
business process automation and reduce technology stagnation
Training and Policy:

Provide well-trained and effective Detention Officers, law enforcement Deputies, and
Telecommunicators to the Sheriffs Office
Provide well-written and defensible policies and procedures for the Sheriffs Office
Provide efficient and dignified Honor Guard support to the Sheriffs Office
Provide a well-trained and effective Sheriffs Reserve Division to the Sheriffs Office
Meet or exceed all standards and requirements of the Texas Commission on Law Enforcement in
regards to the training and education of peace officers, detention officers, and
Telecommunicators employed by the Sheriffs Office
Judicial Services and Warrants:
Track, locate and arrest violent and non-violent criminal fugitives from justice
Provide services to the courts by entering active fugitive warrants into local, state and national
databases expeditiously, accurately and efficiently
Providing cost-effective extradition services for fugitives apprehended outside of Bexar County
and the State of Texas
Conduct research on fugitives to reduce man-hours and provide a higher arrest rate when
tracking individuals
Civil:
To improve the services (delivery) of civil documents
To use manpower effectively and efficiently
To expand on Civil process service during yearly in-service and continuing training
To allocate the resources available and utilize them to maximize performance
Administration:
Provides leadership and direction to operational and support units to effectively and efficiently achieve
the mission and objectives of the Sheriffs Office.
62-4
Professional Standards and Integrity:

This section investigates all citizen complaints and alleged charges of misconduct, assists public with
general information, articulates to citizens when alleged misconduct is proper conduct per Policy and
Procedure, investigates all complaints from Inmates of the Detention Facility, reports findings to the
Sheriff and Division Administrators, initiate investigations, serve Administrative Orders (e.g.,
Administrative Leave, Proposal for Dismissal, Order of Dismissal, Fitness for Duty, etc.), coordinates with
Federal Authorities on any activity identified as a Civil Rights Violation being investigated by them,
coordinates and works with Patrol and other Divisions during emergency situations, operates and
oversees random drug testing under the Collective Barging Agreement, prepares case jackets for open
records requests, District Attorney and Subpoena Duces Tecum, and maintains personnel records such
as attendance and workers compensation.
Communications and Public Information:
This section provides information to the public regarding Sheriffs Office activities. This division informs
Sheriffs Office employees with news and helpful information to help them better understand the
mission and goals of Sheriffs Office. This section monitors and responds to all inquiries from the public
regarding Sheriffs Office activities and distributes the inquiry to the appropriate division. This section
also produces an Annual Report to the citizens of Bexar County. This section also provides content and
maintains the Sheriffs Office public website and social media channels.
Central Records:
This section responds to requests for offense, assignment, and crash reports from the public and
criminal justice agencies, as well as requests for criminal histories and inmate photographs (mug shots)
from media outlets and criminal justice agencies. This section operates and manages the LiveScan/AFIS
(Automated Fingerprint Identification System) and all arrest reporting systems. This section responds to
telephone requests for inmate information from all customers. This section performs data entry and
archives offense and assignment reports generated by the Patrol and Detention. It also produces and
disseminates the mandatory Uniform Crime Report to the Texas Department of Public Safety. This
section processes fingerprints for all internal and external departmental applicants (i.e. general public, in
house volunteers, contractors, and medical staff). This section provides after-hours and weekend
warrant creation and support. This section also investigates claims of Identity Theft and report findings
to the District Attorney and the Texas Department of Public Safety. This section also processes
background checks for applicants.
Criminal Investigations:
This section is responsible for the initiation and follow-up investigation of crimes committed against
persons and property to the unincorporated areas in Bexar County. Criminal Investigations include
Homicide, Burglary, Auto Theft, General Investigations, Polygraph, Crime Scene, Property/Evidence
Storage, Automated Fingerprint Identification System (AFIS), Computer Crimes, Special
Crimes/Intelligence, Sex Offender Registration, Narcotics, and Asset Seizure. The investigative section is
responsible for on-scene investigation, interviewing witness and suspects, working with other law
enforcement and social agencies, case preparation for prosecution, and testifying in court. The other
specialized operations include surveillance and covert activity, tracking habitual offenders, tracking sex
offenders, undercover and covert operations, and evidence collection, handling, and storage.
Court Services:
This section assigns Deputies as mandated by State statute, transports all inmates from the Adult
Detention Center to all courts as mandated by court orders, operates the 1.5 detention holdover cell in
62-5
an efficient, safe manner that complies with the Texas Commission on Jail Standards, maintains the
Communications Dispatch Center for the Court Services Division, summons all Bexar County Sheriffs
Office Deputies for court appearance, administers the security surveillance monitor initiative at all
entrances to judicial buildings, and provides basic law enforcement services in the central sector of the
inner city.
Patrol Services:
This section is the largest Law Enforcement division, both in terms of staffing and operational
responsibilities, in the Sheriffs Office. Patrol is responsible for basic law enforcement services including
aggressive traffic /DWI enforcement to residents in the unincorporated areas of the County, developing
community programs designed to reduce crime, developing effective coordinated enforcement
strategies to curb alcohol related offenses and working with the community to develop lasting, working
relationships to improve quality of life issues. Patrol uses innovative technological solutions to enhance
responsiveness to the community, gathers meaningful quantitative data to identify trends and patterns
useful in the reduction of traffic accident fatalities, implements strategic partnerships with local
intervention programs to better help victims of crime, trains citizens to be the eyes and ears of law
enforcement. Patrol also develops coordinated strategies with other public safety agencies to identify
and combat homeland security issues.
Public Safety Communications:
This section provides quality customer service to citizens calling for assistance, uses innovative
technology solutions to enhance our responsiveness to the community, gather meaningful quantitative
data to identify trends and patterns useful in deployment of operational resources, trains all personnel
accessing the Texas Crime Information Center (TCIC), National Crime Information Center (NCIC), Texas
Law Enforcement Telecommunications System (TLETS), National Law Enforcement Telecommunications
System (NLETS) systems in their use as well as TCIC/NCIC policy and procedures, enters all Protective
Orders, Missing Persons, Stolen Vehicles, and Guns into Texas Crime Information Center (TCIC) and
National Crime Information Center (NCIC) and performs all Wanted Person/Stolen Vehicle Hit
Confirmations, validates monthly all Protective Order, Missing Person, Stolen Vehicle, and Gun Record,
provides Tier 1 and limited Tier 2 support for all public safety communications and technology hardware
platforms in use within the Sheriffs Office 24/7, manages, monitors, maintains, and troubleshoots
multiple systems not directly supported by Bexar County Information Technology such as but not limited
to the City/County Radio System, (CAD), and Mobile Data Systems, develops and manages E-Sheriff
initiatives, improves technical support and planning services by informally drafting subject matter
experts with appropriate technology skills to provide direct support to specialized projects within their
respective Division/Section.
Training and Policy:
This section includes four branches, which include Sheriffs Academy, Policy and Plans, Sheriffs Honor
Guard, and Sheriffs Reserve. The Sheriffs Academy provides initial licensing training for all newly hired
Detention Officers, Patrol orientation, initial licensing training for Telecommunicators, and continuing
education courses for employees. The Policy and Plans Branch collaborates with other division leaders
to establish goals, objectives and policies for the management of the Sheriffs Office and
implementation of these policies and plans. The Sheriffs Honor Guard represents the Sheriffs Office
and County of Bexar at major ceremonial events at the local, State, and National level and presents the
colors at governmental and memorial events and other community-based events, adding dignity and
ceremony to events. The Sheriffs Reserve provides a highly-trained and well-equipped group of
licensed peace officers who volunteer hours of service to augment various Sheriffs Office functions,
62-6
provides Deputies other sections to conduct extraditions, warrants, transports, and other law
enforcement functions.
Judicial Services and Warrants:
This section pursues and apprehends all criminal fugitives by arrest or extradition from other law
enforcement agencies, transports fugitives in a safe and cost-effective manner back to Adult Detention
Center to await disposition by the court, enters and researches fugitive warrants issued by the courts
into local, state and national databases, provides validation of warrants already entered into the
databases to insure that the most current information on the fugitive is available to law enforcement
agencies, and returns executed warrants to the court for disposition.
Civil:
This section of the Sheriffs Office services the courts of Bexar County to serve all civil process. This
includes citations, executions, orders of sales, writs, child attachments, Commissioner Court sales,
subpoenas, tax sales, Attorney General documents. The section maintains an accurate maintenance of
attempted service as well as documents served. All civil process is performed and served by professional
Law Enforcement Deputies of the Sheriffs Office.
Number of Patrol CAD Incidents
Number of Minor Complaints PSI
Number of Media Requests for Information
Number of Criminal History Processed (Bookings)
Number of Offenses CID
Number of Inmate Transports Court Services
Number of Emergency Detentions
Total 9-1-1 Calls Answered - PSCC
Number of Basic Jailer Course (courses/students)
Number of Fugitive Warrants Executed
Number of Subpoenas Received
Number of Total Emergency Detention Transports
Average Response Time Emergency Incidents
(Minutes)
Minor Complaints Handled per PSI Investigator
Number of Cases Carried Over CID
Percentage of Total Emergency Detentions
Completed
Average Speed of Answer 9-1-1 Calls (Seconds)
Percentage of Detention Cadets Graduating
(Target-90%)
Fugitive Warrants entered per Clerk (8)
Average Subpoena Served per Deputy (25)
62-7
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
196,425
327
9,324
62,758
41,905
62,434
279
157,792
6/144
5,302
22,788
20
211,704
268
9,324
61,903
43,581
66,180
306
162,526
8/155
5,553
21,513
30
226,523
308
9,400
60,756
45,324
64,307
319
178,526
9/180
5,553
21,513
33
11:36
65
21,601
10:40
54
22,681
10:35
62
23,815
100%
100%
100%
13
12
11
98%
5,107
912
98%
4,883
861
98%
4,883
861
FY 2014-15
Actual
Percentage of Patrol CAD Incidents Deputy Initiated
Activity
Percentage of Investigations Completed within
Collective Bargaining Agreement 180 Day Period
Request for Criminal History Data (Turnaround)
Percent Change in Cases Carried Over CID
Number of Adult Inmates/Defendants Transported
per Deputy
Percentage of 9-1-1 Calls Answered <10 seconds
Percentage of Extradited Fugitives
Percentage of Subpoenas Served
Appropriations:
Personnel Services
Subtotal
FY 2015-16
Estimate
FY 2016-17
Proposed
46%
49%
50%
100%
24 hours
-
100%
24 hours
-3%
100%
24 hours
5%
4,458
53%
100%
51%
4,729
63%
100%
50%
4,593
66%
100%
50%
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$54,783,333
412,082
2,693,614
2,137,259
312,649
$56,157,089
446,042
2,561,376
2,531,247
650,685
$57,500,381
397,715
2,717,819
2,103,478
639,120
$57,115,424
470,353
2,579,050
2,195,931
455,698
$60,338,937
$62,346,439
$63,358,513
$62,816,456
Program Change
$996,085
Total
$60,338,937
$62,346,439
$63,358,513
$63,812,541
The FY 2016-17 Proposed Budget remains relatively flat when compared to FY 2015-16
The Personnel Services group remains relatively flat when compared to FY 2015-16
Estimates. Full funding is provided for all authorized positions within Law Enforcement
Division.
FY 2015-16 Estimates. Funding is provided for public safety training and other required
training for each division within Law Enforcement, with most of the funding being provided
for Court Services, Mental Health, Patrol, CID, and Warrants.
62-8
Estimates primarily due to a decrease in the Technology Improvement Fee and Repairs and
Maintenance for Computer Hardware accounts. These decreases were requested by the
Sheriffs Office.
Estimates, which is primarily due to vehicle fuel, ammunition, and uniforms. Although gas
prices have remained low in FY 2015-16, it is anticipated fuel costs will increase slightly in the
upcoming fiscal year. Uniforms for cadets, which were previously budgeted in the Adult
Detention Center Division, are also now funded in the Law Enforcement Division.
The Capital Expenditures group decreases significantly when compared to FY 2015-16

Estimates. Funding is provided for replacement of vehicle attachments ($73,424), the
replacement of handheld metal detectors ($2,000), two Lektriver cabinets ($89,868), 184
Tasers ($203,929), 25 SERT vests ($22,650), and 25 body armor vests ($63,827).
The FY 2016-17 Proposed Budget includes nine program changes for a total cost of $996,085
as described below:
The first program authorizes and funds three Deputy Sheriff Law Enforcement
Sergeant (LE-06) for the Patrol Section for a total cost of $314,868, which includes salary
and benefits, technology ($1,935), and equipment ($19,581). These positions will
provide additional supervisory coverage in the Patrol Section, specifically increasing the
number of Sergeants on the second shift from four to six. This will improve the span of
control for each Patrol District.
The second program change authorizes and funds two Extradition Coordinators (NE-08)
for the Warrants Section within Judicial Services for a total cost of $110,801, which
includes salary and benefits. The addition of two civilian Extradition Coordinators will
allow the Sheriffs Office to reassign two uniformed officers, who currently handle desk
duties, back to the Fugitive Apprehension Unit as a second shift Pick-Up Team.
The third program change authorizes and funds fifty percent of one Deputy Sheriff
Law Enforcement Lieutenant Special Projects (LE-08) for the Patrol Section for a total
cost of $59,794, which includes salary and benefits, technology ($1,290), and equipment
($6,527). The Sheriffs Office currently has a Patrol Lieutenant assigned part-time to
overseeing and implementing special projects including but not limited to fleet, body
camera implementation, and Records Management System implementation. This new
position will take over the incumbents responsibilities related to Patrol, and allow the
current Lieutenant to handle special projects full-time. The remaining fifty percent of
the position will be funded in the Capital Improvement Fund for a total cost of $51,977.
The fourth program change authorizes and funds five Deputy Sheriff Law Enforcement
Officers (LE-03) in the Public Safety Communications Center for a total cost of $340,447,
which includes salaries, benefits, and equipment ($5,900). These positions will provide
security for the Bexar Metro Quarry Run Regional Emergency Operations Center (REOC),
which will now house Bexar Countys Public Safety Communications Section. Bexar
62-9
County entered into a contract with Bexar Metro 911 stipulating that, in lieu of rent and
maintenance and operational costs, Bexar County would provide 24x7x365 security for
the facility. These positions will fulfill that requirement.
The fifth program change authorizes and funds two Public Safety Communications
Supervisors (E-06) in the Public Safety Communications section, for a total cost of
$140,763, which includes salary, benefits, and technology ($3,067). These positions
supervise the Public Safety Communications Dispatchers and Operators. These new
positions will add additional supervisory coverage in the Dispatch Center and begin to
provide coverage during the weekend, which is currently handled by Dispatcher IIs.
The sixth program change adds one Terminal Agency Coordinator (NE-06) and deletes
one Public Safety Operator (NE-05) in the Public Safety Communications section, for a
total cost of $4,022, which includes salary and benefits. The Terminal Agency
Coordinator will be the single point of accountability for all communication and
compliance issues with respect to TLETS/NLETS dependent TCIC/NCIC access privileges.
The seventh program change adds one Office Assistant III (NE-03) and deletes one Office
Assistant II (NE-02) in the Training, Planning, and Policy Section for a total cost of
$2,831, which includes salary and benefits. In addition to current duties, this position
will now be assigned with budget preparation, assisting with special projects, verifying
invoices and authorizing vendor payments.
The eighth program change reclassifies four Public Safety Communications Supervisors
from an E-05 to an E-06 for a total cost of $18,136, which includes salary and benefits.
This program change is necessary to alleviate salary compression issues resulting from
livable wage adjustments to the Non-Exempt Pay Table and career ladder changes
approved in recent fiscal years.
The ninth program change reclassifies one Public Safety Communications Assistant
Manager from an E-06 to an E-07 for a total cost of $4,423, which includes salary and
benefits. This program change is necessary to alleviate salary compression issues
resulting from livable wage adjustments to the Non-Exempt Pay Table and career ladder
changes approved in recent fiscal years.
FY 2014-15
Actuals
Administration
Chief Deputy
Deputy Sheriff - Detention Lieutenant
Deputy Sheriff - Law Enforcement
1
1
1
1
62-10
FY 2015-16
Estimate
1
1
1
1
FY 2016-17
Proposed
1
1
1
1
FY 2014-15
Actuals
Office Assistant II*
Office Assistant IV
Sheriff
FY 2015-16
Estimate
FY 2016-17
Proposed
Subtotal - Administration
2
1
1
8
2
1
1
8
2
1
1
8
Professional Standards & Integrity (PSI)

Deputy Sheriff - Law Enforcement Sergeant PSI
Deputy Sheriff Law Enforcement Sergeant
Deputy Sheriff - Law Enforcement Lieutenant
Office Assistant IV
Subtotal - PSI
2
3
1
1
7
2
3
1
1
7
2
3
1
1
7
Subtotal - PIO
1
1
1
3
1
1
1
3
1
1
1
3
Central Records
Clerk
Digital Imaging Specialist
Fingerprint Examiner*
Manager ID & Records
Records/Identifications Clerk*^
Records/Identifications Supervisor
Subtotal - Central Records
2
2
12
1
41
5
63
2
2
12
1
41
5
63
2
2
12
1
41
5
63
Criminal Investigations
Crime Intelligence Analyst
Deputy Chief - Criminal Investigations
Deputy Sheriff LE Investigator
Evidence Receipt Clerk
Latent Print Examiner
Office Assistant I
Subtotal - Criminal Investigations
1
0
1
30
3
9
45
3
1
1
4
98
1
1
1
30
3
9
47
3.5
1
1
4
101.5
1
1
1
30
3
9
47
3.5
1
1
4
101.5
Public Information Office (PIO)

Change Management Specialist
Chief Communications Officer
62-11
FY 2014-15
Actuals
FY 2015-16
Estimate
FY 2016-17
Proposed
Court Services
Deputy Sheriff - Law Enforcement^
Deputy Sheriff -Law Enforcement Sergeant
Office Assistant IV
Security Monitor
Subtotal - Court Services
126
1
5
2
1
135
128
1
6
2
1
138
128
1
6
2
1
138
Patrol
Deputy Chief - Patrol
Deputy Sheriff - Law Enforcement Captain
Deputy Sheriff - LE Lieutenant Special Projects**
Evidence Receipt Clerk
Fleet Technician
GIS Analyst
Records/Identifications Clerk
Subtotal - Patrol
1
223
3
8
0
19
1
0
1
2
1
259
1
223
3
8
0
19
0
1
1
2
1
259
1
223
3
8
1
22
0
1
1
2
1
263
Public Safety Communication Center (PSCC)

Administrative Clerk I
Operations Supervisor - Patrol Division
Public Safety Communications Manager
Public Safety Communications Supervisor
Public Safety Dispatcher I
Public Safety Dispatcher II*
Public Safety Operator
Terminal Agency Coordinator
Subtotal - PSCC
2
0
1
1
4
21
11
11
2
0
53
2
0
1
1
4
21
11
16
2
0
58
2
5
1
1
6
21
11
15
2
1
65
1
2
1
1
1
2
1
1
1
2
1
1
Training, Policy & Planning

Deputy Chief - Training, Plans & Standardization
Deputy Sheriff - Detention
Deputy Sheriff - Detention - Instructor
Deputy Sheriff - Detention Corporal
62-12
FY 2014-15
Actuals
Deputy Sheriff - Law Enforcement Sergeant
Office Assistant II
Office Assistant IV
Subtotal - Training, Policy & Planning
FY 2015-16
Estimate
FY 2016-17
Proposed
2
11
1
1
0
1
21
2
11
1
1
0
1
21
2
11
1
0
1
1
21
Subtotal - Cadets
50
50
50
50
50
50
Judicial Services
Deputy Chief - Court Security & Judicial Services
Deputy Sheriff - Law Enforcement Captain
Deputy Sheriff - Law Enforcement Sergeant
Extradition Coordinator
Office Assistant II
Office Assistant IV
Office Supervisor
Records/Identifications Clerk
Subtotal - Judicial Services
5
1
64
1
1
4
0
1
8
1
2
1
89
5
1
64
1
1
4
0
1
8
1
2
1
89
5
1
64
1
1
4
2
1
8
1
2
1
91
Grand Total - Sheriff's Law Enforcement
786
797.5
810.5
Cadets
Deputy Sheriff - Detention Cadet
*Two Office Assistant II (Administration), one Fingerprint Examiner (Central Records), five
Records/Identifications Clerks (Central Records), one Public Safety Dispatcher II (PSCC) are frozen.
** The Lieutenant Special Projects is funded 50% General Fund and 50% Capital Improvement Fund
Ôut of cycle program changes:
Added two Deputy Sheriff - Law Enforcement MHU in Court Services.
Note: A Security Monitor II was corrected to be authorized in Adult Detention Center.
62-13
- FUND: 100
ACCOUNTING UNIT: 2702-2706
SHERIFFS OFFICE - SUPPORT SERVICES

Mission: To support Public Safety through effective oversight and implementation of human resource
services to the Bexar County Sheriffs Office. To be progressive in their abilities to provide superior
service, increase productivity, implement procedures that are cost effective, and provide leadership in
the allocation and disbursement of county funds. To provide professional delivery and professional
management of all requested supplies, to manage effectively, and to meet and exceed the challenges of
an ever changing supply environment. To improve staff efficiency and increase productivity through the
research, planning, acquisition, implementation and support of applicable technologies and to support
Public Safety through effective oversight and implementation of human resource services to the Bexar
Countys Sheriffs Office.
Vision:
To excel in service and support to all Sheriffs Office Division, County entities and the public while
persistently pursuing innovative and cost effective methods to reduce costs and increase efficiency. To
be a good stewards of Sheriff Office resources and to support to those who protect and serve by
ordering and delivering what is needed. To increase the transparency of the technology layer and
respective components to support the organizations automated business processes and to blend
technology with the other significant business process components (human resources, best business
practices, policies, etc.) to meet or exceed ever-increasing citizen expectations.
Personnel:
To provide leadership by promoting a broad set of principles and standards of conduct, which
will govern the employer/employee relationship and enable the Sheriffs Office to successfully
provide for public safety
To facilitate the implementation of plans and procedures that address the resource needs of the
Sheriffs Office
To provide quality services accessible to all employees
To limit possible litigation by promoting Human Resources principles which enable the Sheriffs
Office to function in an effective manner
Business Office:
Process, reconcile and deposit all funds, cashier reports and deposit warrants to County Auditor
and Treasury within three business days
Collect, distribute, bills of cost, capias, Justice of the Peace administrative fees, and other
miscellaneous transactions on a daily basis
Process all bond types, surety, Personal Recognizance Bonds, Out of County, and Capias
Prepare and type manual check for Civil Division which include refunds and disbursements
Process all requisitions for all services within a 24-hour period in the Lawson Financial System
Ensure equipment service call for fax/copier are completed in a timely manner to prevent work
delays
Process and maintain extradition funds to ensure travel expenditures are processed timely in
order to replenish the funds on hand
63-1
Staff will effectively cross train in all areas within the Business Office on in-house processes and
procedures to ensure effectiveness
Collect and cashier bond forfeitures timely and effectively on a daily basis
Process refund, disbursement checks, and ensure check stock is maintained
Warehouse:
Receive, safeguard and effectively dispense all supplies and materials ordered and required of
the Bexar County Sheriff Office
Monitor and process all requisitions effectively and efficiently
Review and reduce all excessive ordering
Conserve all available resources
Ensure that operations in the Warehouse are timely and 100% accurate
Communicate effectively with all internal and external customers on supplies utilization
Train all personnel on being good stewards of resources and be financially conservative
Support all operations of the Bexar County Sheriff Office by planning for, storing and delivering
all required items
Implement and use technology to reduce waste and improve efficiency and accountability
Technical Services:
Minimize business process downtime resulting from a failure of any technology component
Improve technical support and planning services by informally drafting subject matter experts
with appropriate technological skills to provide direct support to specialized projects within their
respective division/section
Position a transition towards a managed competition environment including service charge back
and transfer of managerial responsibility
Continue the migration of technological infrastructure from mainframe to client/server: robust
enterprise server, database backend licensing, with the objective being to completely replace
our infrastructure
Aggressively develop and manage our E-Sheriff efforts by empowering citizens and staff through
the provision of information via our public Internet presence and the development of our
organizational Intranet
Personnel:
This section supports employment and human resource functions for the Sheriffs Office including, but
not limited to recruitment, job postings, rehires, processing pre-employment assessments, and military
leave. Personnel is also responsible for all timekeeping transactions, tracking of military leave, payroll
submittals including shift, duty, and supervisory differentials, detention and law enforcement step pay
plans, education incentives, uniform and parking allowances, law enforcement and jailer proficiency
certification pay, and overtime and compensatory time. Another function is the license management of
the Texas Commission on Law Enforcement (TCOLE) for their employees. The section also provides
discipline management support for detention, law enforcement, and civilian employees. This section is
also involved with the employee grievance processes and hearings with Bexar County Sheriffs Civil
Service Commission. The Personnel section also processes transfer orders, promotions, demotions, and
the overall organizational structure. Any employee medical or injury related events that involving longterm absences, Family Medical and Leave Act (FMLA) requests, workers compensation, and/or light
63-2
duty are processed in the Personnel section. This section also handles occurrences with resignations
and Equal Employment Opportunity Complaints (EEOC) compliance or complaints.
Business Office:
This section processes and ensures all account payables are paid accurately and in timely fashion and
ensures all receivables are received and recorded accurately. This section collects, audits, and deposits
payments for the Civil Division to include, Order of Sales, Executions, Tax Suit, as well as, other various
fees. This section also processes inmate restitution payments from the Banking Section and from the
courts. The Business Office collects, verifies, cashiers, and deposits funds for Cash Bonds and Capias
Profine on a daily basis. This section also prepares and processes extradition trip vouchers and ensures
requisitions are processed timely to replenish extradition funds. This section also processes all service
and reimbursement requisition in Lawson. The Business Office maintains records, archives annually and
prepares annual reports on all transactions performed. This section is also responsible for cashiering all
quantities of cash, business checks, and money orders for the Sheriffs Office and resolves any inquiries
pertaining to Business Office transactions and various procedures. This section creates and tracks
collection letters for Bond Forfeitures and tracks inventory for in and out of county transactions while
also collecting, processing and distributing all Surety bonds, Capias Profine, and out of county bonds
daily. This section also maintains and distributes receipt books to various locations within the Sheriffs
Office.
Warehouse:
This section provides internal and external customer service for 44 Departments within the Sheriffs
Office. All funds that are utilized are accounted for through the Warehouse section. This section trains
customers on the requirements of processing requisitions and processes customer supply requests
within 48 hours of receipt. This section is also responsible for reviewing requisitions for accuracy and
appropriateness of supply issuance including available funding within each section. The Warehouse
section also researches available vendors to fill required orders and identifying the most cost-effective
vendor. This section also receives and accounts for all fixed assets received. All repairs for cleaning and
heavy duty equipment, as well as all printers are managed by this section. This section is also
responsible for receiving all shipments at the central loading dock area. The Warehouse section opens
any incoming correspondence and disseminates to the appropriate desk/area for continued processing.
This section receives, safeguards, and dispenses all supplies and materials ordered and required of the
Bexar County Sheriff Office
Technical Services:
This section provides direct responsibility for the complex mainframe environment comprised of several
hundred zero-client machines and printers requiring intimate familiarity with the complex technology
layer and infrastructure that supports the unique mission-critical and life safety business processes,
which includes security access for several thousand users (Bexar County, multiple local, regional, State
and Federal law enforcement agencies) for the Computer Assisted Dispatch System (CADS), Inmate
Management Information Systems (IMIS) and several subsystems with the Criminal Justice Information
System (CJIS). This section also manages the staffs access to the National Law Enforcement
Telecommunications System (NLETS), National Crime Information Center (NCIC), Texas Crime
Information Center (TCIC) and several San Antonio Police Department systems. This section also
provides direct responsibility of the complex computer environment that is comprised of several
hundred workstations, multiple servers and a variety of network components including: fiber optic
cabling, switches, routers, etc. The staff is the first level responder to every mainframe related issue
63-3
while coordinating with the Countys Information Technology Department. This section is also
responsible for the Sheriffs Office mobile data network and implementations of new third-party
systems along with outside agencies.
FY 2014-15
Actual
Number of Employee Personnel Files Maintained
Number of Surety, Cash Bonds, Capias Collected
Number of Supply Items Ordered
Number of Support Call Requests
Number of Records Maintained per FTE
Number of Monthly Bail Bond Fees Deposited
Average time to process a Requisition in Lawson
(minutes)
Average Time per Support Call Resolved
Mainframe (minutes)
Percentage of Labor Relation Lawsuit Activity per
Size of Workforce
Number of Surety bonds, cash bonds, capias collected
Percentage of Requisitions Processed in 24 hours
Percentage of Support Calls Resolved - Mainframe
Appropriations:
Personnel Services
Subtotal
FY 2015-16
Estimate
FY 2016-17
Proposed
6,778
54,414
1,538,872
22,500
6,868
47,798
1,600,000
25,200
7,000
50,179
1,600,000
26,460
392
3,089
468
3,243
500
3,305
15
12
12
10
10
10
3%
794
80%
100%
3%
849
85%
100%
2%
909
85%
100%
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
$2,139,810
9,609
104,940
29,982
0
$2,103,483
21,350
114,268
38,576
20,000
$2,243,907
21,350
109,371
44,507
20,000
$2,213,441
34,551
168,269
49,311
0
$2,284,341
$2,297,677
$2,439,135
$2,465,572
Program Change
FY 2016-17
Proposed
$0
Total
$2,284,341
63-4
$2,297,677
$2,439,135
$2,465,572
as described below.
The Personnel Services group decreases by 1.4 percent when compared to FY 2015-16 Estimates
and represents full funding of all current authorized positions. The decrease in funding is related
to changes in health insurance plans selected by employees.
2015-16 Estimates. Funding is provided for various computer training programs, leadership, and
human resource workshops.
The Operational Expenses group increases significantly when compared to FY 2015-16 Estimates
due to an increase in technology upgrades at the request of the Office, recruitment services, and
contracted services related to the maintenance of keycard security systems.
Estimates. The increase is due to additional funding provided for First Aid Kits and badges and
credential cases for uniform staff.
The FY 2016-17 Proposed Budget does not include funding for Capital Expenditures.
The FY 2016-17 Proposed Budget includes one program change at no cost.
The first program change re-titles three Pre-Employment Specialists to Human

Resource Technicians. This re-title is recommended to standardize position titles
associated with human resource duties Countywide.
Personnel
Archivist
Chief Administrative Officer
Employee Disciplinary/Grievance Tech
Grievance & Appeals Specialist
Human Resources Technical Support Specialist
Human Resource Analyst
Human Resources Manager
Human Resource Supervisor
Office Assistant II
Open Records Specialist
63-5
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
0
1
1
1
1
1
1
0
0
3
2
1
1
1
0
0
1
0
0
3
4
2
0
1
1
1
0
0
1
0
0
3
7
2
0
1
Personnel Supervisor
Pre-Employment Coordinator
Pre-Employment Specialist
Worker's Comp/Light Duty Coordinator
Subtotal - Personnel
FY 2014-15
Actual
1
1
2
1
17
FY 2015-16
Estimate
0
0
3
1
17
FY 2016-17
Proposed
0
0
0
1
17
Network Architect II
Software Engineer
Technical Services Manager
Subtotal - Information Technology
1
1
1
1
1
5
1
1
1
1
1
5
1
1
1
1
1
5
Business Office/Warehouse
Business Manager
Business Office Supervisor
Chief Financial Officer*
Lead Accounting Clerk
Office Assistant II
Office Assistant IV
Supply Clerk I
Subtotal - Business Office/Warehouse
1
1
1
1
2
2
3
2
13
1
1
1
1
2
2
3
2
13
1
1
1
1
2
2
3
2
13
Total - Sheriff's Support Services
35
35
35
* In FY 2014-15, position was titled Director of Grants and Public Information
63-6
- FUND: 100
SMALL BUSINESS AND ENTREPRENEURSHIP

DEPARTMENT (SB&E)
Mission: The Countys Department of Small Business and Entrepreneurship (SB&E) embodies the strong
partnership between economic development and entrepreneurship. The Department of Small Business and
Entrepreneurship (SB&E), which is charged with the responsibility of administrating the Small, Minority, &
Women Owned Business Enterprise (SMWBE) Program, Disadvantaged Business Enterprise (DBE) Program
and coordination for US DOT Title VI Regulations as applied to Bexar Countys Federal Highway (FHWA)
funded projects, seeks to establish innovative programs that involve new or existing businesses.
Through the Department of Small Business and Entrepreneurship (SB&E), we seek to encourage County
Offices, Departments, funded agencies and potential primary contractors to have in place or develop an
aggressive outreach and recruitment program that reaches minority and female populations to encourage
participation in their opportunities.
Vision: To increase small, minority and women owned business participation in Bexar County projects and
procurements through the integration of public, non-profit and private sector efforts and resources.
Establishing procedures for the implementation of policies.

Developing and implementing educational programs to assist SMWBEs to compete effectively for
County contracts.
Making recommendations to the Commissioners Court to further the objectives of Bexar County
Administrative Policies 8.0, 8.2 and Title VI.
Compiling a written quarterly report reflecting program statistics and the progress in attaining the
County goals.
Receiving and reviewing all internal and external complaints and recommendations regarding the
implementation of the Title VI, SMWBE and DBE policies.
Auditing compliance with the SMWBE policy on all purchases after award, during the performance
of the contract, and after completion.
Reviewing, developing and providing access to a directory of certified SMWBEs and those in the
South Central Texas Regional Certification Agency (SCTRCA) certification process.
Establishing outreach activities and materials to provide information and needed assistance to
SMWBEs to increase their participation in the Countys procurement, contracting and certification
process.
Providing staff support for the SMWBE Advisory Committee.
Serving as Bexar County's liaison to the State of Texas Historically Underutilized Business (HUB)
Program and the U.S. Small Business Administration (SBA).
Working with Offices and Departments to identify SMWBEs for use in the purchase of professional
and personal services.
Establishing efforts to build and maintain partnerships with other public and non-profit agencies
and private enterprise organizations for the purpose outlined in this policy.
Contacting bidders who fail to submit the requisite SMWBE and DBE documentation.
64-1
In order to fully implement the intent and goals of the program, the
Department of Small Business and Entrepreneurship (SB&E) is designated as the office responsible for the
implementation, monitoring, and general operations of the SMWBE and DBE policy requirements. The Small,
Minority and Woman-Owned Business Enterprise (SMWBE) and Disadvantaged Business Enterprise (DBE) staff
coordinates with the designated liaisons of all County offices, funded entities and facilities to assure
compliance with the Countys goals. The Department of Small Business and Entrepreneurship (SB&E) is
responsible for the overall administration of the Countys SMWBE/DBE/Title VI Policies.
Number of referrals to/by SMWBE/DBE Program for
County procurement
Number of users trained on the County automated
vendor system
Number of SMWBE/DBE Program contacts
Number of vendor renewals for certification or
renewal
Number of SMWBE/DBE contacts per FTE
Number of partnerships and agency relationships
developed and maintained per FTE
Number of vendor records maintained or developed
for applications, certification, or training
Percent of SMWBE/DBE contacts obtaining County
procurement information
Percentage of SMWBE/DBE contacts utilizing County
bid process
Percentage of SMWBE/DBE awarded prime contract
Work on County Projects (Target 20%)
Percentage of SMWBE/DBE awarded sub-contract
Work on County Projects (Target 20%)
Average Percentage of SMWVBE/DBE awarded prime
or sub-contract work on other county reported
agreements, funded entities, facilities or agencies
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
16,000
19,000
20,000
280
360
500
66,000
75,000
80,000
3,200
4,200
4,700
17,000
16,000
20,000
42
48
55
92,000
95,000
98,000
75%
75%
80%
40%
45%
50%
N/A*
N/A*
20%
N/A*
N/A*
20%
27%
23%
20%
*Data not collected during this time.
Appropriations:
FY 2014-15
Actual
Personnel Services
$327,776
3,547
141,008
64-2
FY 2015-16
Budget
$345,861
5,650
263,358
FY 2015-16
Estimate
$324,685
5,342
263,684
FY 2016-17
Proposed
$354,895
6,350
230,365
FY 2014-15
Actual
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
37,151
42,500
39,236
42,200
$509,482
$657,369
$632,947
$633,810
Program Changes
$0
Total
$509,482
$657,369
$632,947
$633,810
The FY 2016-17 Proposed Budget remains flat when compared to FY 2015-16 Estimates as described
below
This is primarily due to turnover that occurred during FY 2015-16. Full year funding is provided for
all authorized positions in the FY 2016-17 Proposed Budget.
2015-16 Estimates. This is primarily due to an increase in the local mileage line item to allow staff
to conduct outreach efforts.
This is primarily due to a decrease in Contracted Services funds as requested by the Department.
Estimates. This is primarily due to additional funding provided for a one-time expenditure for
Payment Data Certification Status Verification Reports that will assist the Department in collecting
data relating to small businesses.
FY 2014-15
Actual
Analyst SMWBE
Compliance Contracts Specialist
Office Assistant I
Senior Data Analyst
SMWBE Program Manager
Total - SB&E
64-3
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
TAX ASSESSOR - COLLECTOR
FUND: 100
ACCOUNTING UNIT: 3300, 3302
3310, 3313
Mission:
The Tax Assessor-Collector's office is responsible for calculating ad valorem property tax
levy, administering collections, centrally providing remittances and reporting to all taxing jurisdictions,
and also functioning as an agent for the Texas Department of Motor Vehicles in providing vehicle
registration and titling services. The Tax Assessor-Collector collects motor vehicle special inventory
taxes and also collects funds for the permitting of beer and liquor sales in Bexar County.
Vision:
To be the number one Tax Assessor-Collector's Office in the State of Texas by providing
enhanced and innovative programs and the best customer service possible for the citizens and
businesses of Bexar County; and to also strengthen our community by "Helping keep Families in their
Homes with an emphasis on helping our senior citizens, our disabled, our Veterans, and ultimately our
children.
Provide an environment where all citizens and businesses are treated fairly, with respect, and
with the best customer service possible.
Provide taxing jurisdictions with easy, secure, and seamless access to tax assessing and
collection information and data for their area
Provide incentives and reduce barriers to the public to support improved tax assessing,
collecting, and vehicle titling services, i.e., "one stop" services
Serve as a model for other county agencies or offices by providing good management and
maintaining effective internal control.
Minimize waste of government assets and taxpayer monies.
Develop an efficient process for remitting payments to taxing jurisdictions.
Support, fund, and participate in pilot programs and prototypes to quickly assess
emerging technologies and approaches to cash management, tax assessment and
collection, and vehicle titling.
Assume a greater and more active leadership role to identify and resolve issues.
Foster a learning organization with a supportive management team, where all employees can
acquire the knowledge, skills, and tools to succeed, and a work environment where all
employees are valued and respected for their shared contributions.
The Tax Assessor-Collector is elected Countywide for a term of four years.

The Tax Assessor-Collector has three primary areas of responsibility: calculation and collection of ad
valorem taxes and the registration and titling of motor vehicles, and the issuance of liquor license
permits. The Tax Assessor-Collector also acts as an agent for the Texas Department of Motor Vehicles,
Texas State Comptroller of Public Accounts and Texas State Beverage Commission to collect beer and
liquor license fees.
Ad Valorem Taxes The Tax Assessor-Collector is responsible for the assessment and collection of
current and delinquent ad valorem taxes on real and personal property for Bexar County and forty-five
other taxing units. Included in the collection of taxes is the mailing out of a combined tax statement.
Consolidation of all tax collection with the Tax Assessor-Collector yields savings in cost of tax collection
65-1
for all taxing entities, and therefore the County citizens. Bexar County and all other taxing units have
designated the Tax Assessor-Collector as the official who calculates the annual effective tax rate.
Motor Vehicle Registration and Titling, and State Comptroller The Tax Assessor-Collector acts as an
agent for the Texas Department of Transportation of Motor Vehicles Titles and Registrations and the
State Comptrollers of Public Accounts in registering, licensing, titling, and collecting sales tax on motor
vehicles in Bexar County.
The Tax Assessor-Collector operates three branch offices located in highly populated areas of the
County. These satellite locations provide the citizens of Bexar County convenient access to services
provided by the Office of the Tax Assessor-Collector.
FY 2014-15
Actual
Incoming/Outgoing Mail
Motor Vehicle Registrations Processed
Title Transfers Processed
Tax Statements Mailed
Percentage of Calls Answered
Title and Register Vehicles per Day, Per FTE
(Including In Person, Franchise Dealers and
Title Services)
Mail Sorting Accuracy
Train Clerks Regarding Current Laws and
Procedures for State of Texas within 10
Days
Hearing Held Once a Month and Rejections
Corrected on a Daily Basis to Ensure 100%
Accuracy
65-2
FY 2015-16
Estimate
FY 2016-17
Proposed
560,016
1,5130,135
491,927
869,062
571,216
1,560,738
501,766
872,973
559,792
1,591,952
511,801
881,220
91.0%
93.1%
92.1%
108
110
112
96.7%
96.9%
97.0%
98%
98%
98%
100%
100%
100%
Appropriations:
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
Personnel Services
Operational Costs
$9,552,086
26,541
615,351
715,046
32,236
$9,896,388
30,200
700,917
738,158
18,000
$10,376,757
22,430
642,416
751,545
10,810
$10,290,164
27,000
652,184
714,353
69,159
Subtotal
$10,945,260
$11,383,663
$11,803,958
$11,752,860
Program Changes
$178,188
Total
$10,945,260
$11,383,663
$11,803,958
$11,931,048
The FY 2016-17 Adopted Budget increases by 1.1 percent when compared to FY 2015-16 Estimates,
as described below.
2015-16 Estimates. The FY 2016-17 Proposed Budget funds travel for the annual Texas
Association of Collector/Assessors conference and funding is also provided for certification
classes.
This is primarily due to an increase in Rental Expenses as a result of building improvements for
the northeast substation.
Estimates. This is primarily due to a decrease in Postage funds in FY 2016-17 as requested by the
Department.
The Capital Expenditures group increases significantly when compared to FY 2015-16 Estimates.
This is due to funding in the amount of $59,159 for security camera upgrades for the three
substation locations. This upgrade will improve security measures and accountability associated
with monetary transactions between employees and customers.
The FY 2016-17 Proposed Budget includes four program changes for a total cost of $178,188, as
described below:
The first program change adds four part-time Title and Registration Processor I (NE-03) positions
for a total cost of $13,684, which includes salary and benefits. This program change converts
temporary funding to permanent part-time positions. One part-time Title and Registration
65-3
Processor position will be located at each Tax Office location to assist the public with correct
documentation regarding taxes, title transfers, and registrations. As a result, this will improve
customer service to the public.
The second program change adds one Lead Title and Registration Processor (NE-05) position for
a total cost of $52,531, including salary and benefits. This additional position is proposed due to
a new rule changes from the Texas Department of Motor Vehicle requiring the Tax AssessorCollectors Office to conduct additional audits of Title Services Deputies (full service deputies)
and Limited Service Deputies and Dealer Deputies (a newly created category of deputy) who
issue titles or register vehicles on behalf of Bexar County.
The third program change adds one Property Tax Supervisor (E-05) position for a total cost of
$63,864, including salary and benefits. Due to an increase in workload, the Training and
Development Specialist was temporally reassigned to assist in the Property Tax Division. The
additional position will allow for the temporarily reassigned employee to return to the original
duties and adequate supervision in the Property Tax Division.
The fourth program change adds one Account Clerk (NE-03) position for a total cost of $48,108,
including salary and benefits. There has been an increase in Point of Sales transactions for both
the Property Tax and Motor Vehicle Divisions, and an increase in daily ACH transactions for
Webdealers. The additional position will allow the division to achieve the daily deadline of
reconciling deposits.
Administration
Aide to the Tax Assessor Collector
Chief Deputy of Administration
Chief Deputy of Operations
Human Resource Technician
Office Assistant II
Training and Development Specialist
Project Director
FY 2014-15
Actual
Communications Support
Archive & Research Processor
Information Clerk
Information Clerk II
Lead Clerk Information Center
Office Supervisor
Public Information & Support Manager
Purchasing Clerk
65-4
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
1
1
1
1
10
1
1
1
1
1
1
1
1
1
1
10
1
1
1
1
1
1
1
1
1
1
10
1
12
0
1
1
1
1
1
10
2
1
1
1
0
1
10
2
1
1
1
0
Support Services Clerk

Support Service Lead
Support Services Supervisor
Total - Communications Support
FY 2014-15
Actual
1
0
1
19
FY 2015-16
Estimate
1
1
1
19
FY 2016-17
Proposed
1
1
1
19
Financial Reporting
Accounting Assistant I
Account Clerk
Financial Reporting Manager
Financial Reporting Supervisor
Lead Account Clerk
Lead Vault Cashier
Office Assistant II
Refund Audit Clerk
Vault Cashier
Vault Cashier II
Total - Financial Reporting
4
6
1
1
2
1
1
2
2
2
22
4
6
1
1
2
1
1
2
2
2
22
4
7
1
1
2
1
1
2
2
2
23
Motor Vehicle Registration

Beer/Liquor License Processor
Downtown Station Manager
Lead Inventory Clerk
Lead Title & Registration Processor
Motor Vehicle Inventory Clerk
Motor Vehicle Registration Director
Motor Vehicle Training Instructor
Office Assistant II
Senior Vehicle Inventory Clerk
Substation Manager
Title & Registration Processor I
Title & Registration Processor II
Title & Registration Supervisor
Total - Motor Vehicle Registration
1
1
0
6
2
1
1
1
1
3
66
16
6
105
1
1
1
6
2
1
1
1
0
3
66
20
6
109
1
1
1
7
2
1
1
1
0
3
68
20
6
112
Total - Property Tax
5
1
1
20
11
3
4
4
49
5
1
1
24
15
3
0
0
49
5
1
1
24
15
4
0
0
50
Total - Tax Assessor-Collector
205
209
214
Property Tax
Lead Property Tax Processor
Office Assistant II
Property Tax Director
Property Tax Processor I
Property Tax Processor II
Property Tax Supervisor
Tax Processor I
Tax Processor II
65-5
FUND: 100
TRIAL EXPENSE
The Trial Expense budget allocates funding for various costs directly related
to trials and appeals, including expenses for prosecution, defense, and adjudication of cases. These costs
include: travel expenses associated with cases requiring a change of venue and payment for appeals
cases argued before the Court of Criminal Appeals; psychiatric evaluations, which may be done at the
request of either the State or defense; and professional testimony for both defense and District
Attorney experts. Funding is also provided for court costs, which include freelance court interpreters,
the breath test program, required AIDS and STD testing, and a fee to fund the 4th Administrative Judicial
Region. Investigation services, which are considered a cost of indigent defense, are also funded in the
Trial Expense budget.
Appropriations:
FY 2014-15
Actual
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$1,341,770
186,438
$1,272,984
195,182
$1,530,314
187,914
$1,527,620
195,182
$1,528,208
$1,468,166
$1,718,228
$1,722,802
as described below.
Estimates. This includes an increase in rates paid for freelance Spanish language interpreters,
which was offset by a reduction in the budget for Pro Tem Prosecutors for misdemeanor and
felony cases.
Estimates. This includes funding for breathalyzer supplies at the same budget level as FY 201516.
66-1
FUND: 100
4TH COURT OF APPEALS

Program Description: The 4th Court of Appeals has intermediate appellate jurisdiction in both civil
and criminal cases appealed from the District Courts and the County Courts-at-Law. The jurisdiction
covers a 32-county geographical region surrounding San Antonio. The 4th Court of Appeals hears cases
that have not yet been submitted to the Supreme Court of Texas or the Court of Criminal Appeals. Cases
decided by County Courts-at-Law involving amounts of $100 or less are excluded. By statute, the 4th
Court of Appeals consists of one Chief Justice and six Justices elected within the 32-county district for
staggered six-year terms.
Appropriations:
FY 2014-15
Actual
Personnel Services
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$87,395
1,453
$82,301
2,000
$82,007
1,656
$82,726
1,600
$88,848
$84,301
$83,663
$84,326
as described below.
Pursuant to Section 31.001 of the Government Code, the Commissioners Court in the county of
each court of appeals may pay additional compensation in an amount that does not exceed the
limitations of Section 659.012 to each of the Justices. Funding is provided at the same level as
last year.
Estimates. This is due to a slight decrease in the amount budgeted for telephone and internet
service to align more closely with expenses in previous years.
Chief Justice
Justice
Total 4th Court of Appeals
67-1
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
1
6
1
6
1
6
ROAD FUNDS
Bexar County, Texas

County Road and Bridge Operational Budget 207
FY 2014-15
Actuals
FY 2015-16
Estimate
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
$14,271,414
$14,271,414
$13,469,704
$10,412,127
$13,469,704
$10,412,127
Revenue
Property Taxes
Other Taxes
Service Fees
Other Revenue
Subtotal
Total Revenues
$787
360,000
134,665
376,022
15,706,620
893,743
59,023
13,405
$17,544,265
$17,544,265
$450
360,000
142,067
246,204
16,236,717
549,829
13,548
73,745
$17,622,560
$17,622,560
$450
360,000
130,000
300,000
16,200,000
400,000
1,000
50,500
$17,441,950
$17,441,950
$31,815,679
$31,092,264
$27,854,077
$17,365,433
814,461
$18,179,894
$166,081
$18,112,922
2,266,418
$20,379,340
$300,797
$19,392,901
1,381,000
$20,773,901
$0
$18,345,975
$20,680,137
$20,773,901
$13,469,704
$10,412,127
$7,080,176
$31,815,679
$31,092,264
$27,854,077
APPROPRIATIONS
Highways
Subtotal
Interfund Transfers
68-1
FUND: 207
PUBLIC WORKS - COUNTY ROAD AND BRIDGE FUND

Mission:
The mission of the Public Works Road and Bridge Division is to provide for the safe and
efficient movement of people and commerce over County roads and bridges; to assist in improved air
and water quality and land development through administering environmental regulations and
subdivision development standards; and to efficiently and effectively manage the resources of the Public
Works Department.
During FY 2010-11 the County Road and Bridge Fund was created by
consolidating the Farm to Market and Lateral Road Fund (096) and the Special Road and Bridge Fund
(280). The two funds were merged due to declining from vehicles sales tax revenues that were
reallocated to the general fund per the legislative statute. The County Road and Bridge Fund continues
to provide construction and maintenance of County roadways and bridges. It also continues to combine
funding for major road improvement projects to be performed by the County, including all operational
costs (personnel, operational, supplies, and capital expenditures) related to completing those projects.
Revenue sources for this fund are generated from vehicle registration fees and fees on the sale of motor
vehicles and are augmented by funds from the State based on road miles maintained. During the 83rd
Texas legislative session, state officials approved the option for Commissioners Court to collect an
additional $10 motor vehicle registration fee to be used and collected by the Regional Mobility Authority
for long-term transportation projects. The FY 2016-17 Proposed Budget includes the authorization for
Bexar County to exercise its option at collecting the fee. Construction and maintenance of the farm to
market road system is coordinated with the Texas Department of Transportation and is currently carried
out by staff in three Public Works service centers. All operational expenses for the Countys Public
Works service centers are included in this fund. Also included are costs for plat reviews, subdivision
construction plan reviews, traffic engineering, right of way management and acquisition services,
construction inspection and monitoring, capital project design review, capital project management, and
limited in-house design.
Number of Work Orders for Traffic Maintenance
Number of Work Orders for Road Maintenance
Number of Road Center Lane Miles Maintained
Number of Permit Applications Made
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
6,021
3,507
1,270
4,006
6,100
4,000
1,310
3,580
6,200
4,200
1,350
4,250
20.63
$3,137
2,772
23.53
$2,750
2,500
24.71
$2,619
3,000
Number of Road Maintenance Work Orders Processed per FTE
Cost per Work Order for Maintenance
Number of Permits Inspected per FTE (Inspector)
68-2
Percent of Work Orders Completed Traffic Maintenance

Percent of Miles of Roads Resurfaced
Percent of First Submittal Plat Reviews Completed in 7 Days
FY 2014-15
Actual
98%
8%
98%
FY 2015-16
Estimate
98%
8%
98%
FY 2016-17
Proposed
98%
8%
98%
Appropriations:
FY 2014-15
Actual
Personnel Services
Operational Costs
Interfund Transfers
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$10,535,209
23,197
2,713,268
4,056,330
851,890
166,081
$10,366,177
37,110
3,265,580
4,789,172
2,633,532
300,797
$10,706,716
34,190
3,145,301
4,226,715
2,266,418
300,797
$11,224,242
37,110
3,808,425
4,451,354
1,381,000
0
$18,345,975
$21,392,368
$20,680,137
$20,902,131
Program Changes
($128,230)
Total
$18,345,975
$21,392,368
$20,680,137
$20,773,901
Overall, the FY 2016-17 Proposed Budget for the County Road and Bridge Fund increases by 0.5
percent when compared to FY 2015-16 Estimates. The increase is due primarily to increased
expenditures in the Personnel Services and Operational Costs appropriation units as described
below.
The Personnel Services group increases by 4.8 percent when compared to FY 2015-16 Estimates. The
FY 2015-16 Proposed Budget provides sufficient funding based on historical turnover trends. The
personnel appropriation continues to include costs associated with two full-time positions and 8
salary supplements for positions that dedicate a portion of work time to the Alamo Regional
Mobility Authority (RMA). The cost associated with these positions will be reimbursed by the Alamo
RMA throughout the fiscal year.
The Operational Costs group increases by 21 percent when compared to the FY 2015-2016
Estimates. The FY 2016-17 Proposed Budget includes $1,100,000 in funding for resurfacing various
roads. This appropriation continues to fund recurring operational costs, such as maintenance of the
Countys heavy fleet, garbage disposal services, which are required for neighborhood trash cleanup,
professional or contracted services related to data collection, and G.I.S. services.
68-3
The Supplies and Materials group increases expenses by 5 percent when compared to the FY 201516 Estimates. The FY 2016-17 Proposed Budget provides funding for vehicle fuel and oil,
construction materials and supplies, expansion of heavy fleet maintenance operations, and other
supply costs associated with operating the Service Centers.
The Capital Expenditures group decreases significantly when compared to FY 2015-16 Estimates; this
decrease is due a large capital expenditure in FY 2015-16 for the service centers. Capital
Expenditures included in the FY 2016-17 Proposed Budget allow for annual equipment replacement,
as well as previously budgeted funds needed to complete various improvements to the Vista Verde
Building and the Service Centers.
The FY 2016-17 Proposed Budget includes the following program changes for a net cost of $174,165:
The first program change adds three Mechanic II (NE-06) positions to the Heavy Fleet
Division. These Mechanic IIs are recommended based on the Mercury Fleet Management
and Utilization Study. Adding these positions should eliminate 3,240 hours of unnecessary
equipment downtime. It also positions the heavy fleet division for future maintenance
expansion and greater scope of responsibilities. The total cost of the proposed program
change is $165,885.
The second program change provides for the addition of three Office Assistant III (NE-04)
positions and the deletion of 3 Administrative Clerk II (NE-02) positions. The increased
duties and responsibilities of the positions have evolved over time. The total cost of the
proposed program change is $8,280.
The third program change deletes six Equipment Operator II w/ Pesticide Licenses (NE-05)
from this fund. They are being transferred to the Storm Water Protection Fund. There is
no cost associated with this program change.
68-4
FY 2014-15
Actual
Administration
Asset Manager
Attorney III
Capital Projects Engineer
Civil Engineers
Civil Engineering Assistant
Construction Administration Engineer
Construction Inspector I
Construction Inspector II
County Engineer
Development Services Engineer
Division Chief Public Works
Engineering Services Manager
Engineering Technician II
Fiscal and Administrative Services Manager
GIS Analyst
Inventory Control Technician
Office Assistant IV
Office/Contracts Supervisor
Operations Project Coordinator
Paving Crew Foreman
Public Works Operations Manager
Right of Way Specialist
Safety Program Supervisor
Senior Construction Inspector
Subdivision Technician
Survey Crew Chief
Survey Crew Worker
Survey Instrument Operator
Traffic Safety Coordinator
68-5
1
0.5
1
1
2
7
1
5
4
1
1
1
0.5
2
1
1
1
0
4
1
1
1
0
1
0
1
1
1
1
1
1
1
46
FY 2015-16
Budget
1
0.5
1
1
2
7
1
5
4
1
1
1
0.5
2
1
1
1
1
3
1
1
1
0
1
0
1
1
1
1
1
1
1
46
FY 2016-17
Proposed
1
0.5
1
1
2
7
1
5
4
1
1
1
0.5
2
1
1
1
1
3
1
1
1
0
1
0
1
1
1
1
1
1
1
46
FY 2014-15
Actual
Southeast Service Center
Concrete Crew Foreman
Equipment Operator I
Equipment Operator II
Equipment Operator II w/Pesticide Licenses
Public Works Assistant Superintendent
Public Works Superintendent
Senior Equipment Operator
Tire Service Worker
Welder I
Total Southeast Service Center
Northeast Service Center
Pavement Marking Operator I
Pavement Marking Operator II
Public Works Superintendent Traffic
Traffic Control Fabricator I
Traffic Control Fabricator II
Traffic Counter I
Traffic Counter II
Traffic Maintenance Supervisor
Traffic Sign Technician I
Traffic Sign Technician II
Total Northeast Service Center
68-6
FY 2015-16
Budget
FY 2016-17
Proposed
1
1
30
8
2
19
0
3
1
10
1
1
1
1
30
8
2
19
0
3
1
10
1
1
0
1
30
8
0
19
1
3
1
10
1
1
77
77
75
1
19
6
2
11
0
1
2
2
1
0
3
1
1
1
1
1
3
3
1
19
6
2
11
0
1
2
2
1
1
3
1
1
1
1
0
3
3
0
19
6
0
11
1
1
2
2
1
1
3
1
1
1
1
0
3
3
59
59
57
FY 2014-15
Actual
Northwest Service Center
FY 2015-16
Budget
FY 2016-17
Proposed
1
18
6
2
13
0
1
1
3
1
18
6
2
13
0
1
1
3
0
18
6
0
13
1
1
1
3
45
45
43
1
0
0
1
7
3
1
1
1
0
7
3
1
1
1
0
7
6
Total Public Works Fleet Maintenance
12
13
16
Alamo Regional Mobility Authority

Office Assistant IV
Operations Engineer
Total Alamo Regional Mobility Authority
1
1
2
1
1
2
1
1
2
241
242
239
Total Northwest Service Center

Public Works - Fleet Maintenance
Automotive Part Clerk
Automotive Service Writer
Fleet Maintenance Superintendent
Equipment Maintenance Coordinator
Mechanic I
Mechanic II
TOTAL COUNTY ROAD & BRIDGE FUND
68-7
FUND: 700
PUBLIC WORKS - COUNTY ROAD

AND BRIDGE MULTI-YEAR PROJECTS
The FY 2016-17 Proposed Budget recommends a total of $12,750,000 for new and existing road projects.
The narrative below details the amounts allocated to each project and through which phase the project
is funded.
The following new project is funded through design only: Highland Oaks ($750,000). The following new
project will be funded through design and construction: Sanctuary Subdivision ($1,500,000)
Additional funding is proposed for the following existing projects for construction: Grosenbacher Road
Extension Phase IA ($3,000,000) and Candlewood Phase II ($3,000,000)
The FY 2016-17 Proposed Budget also recommends the following Countywide Projects: Traffic Safety
Improvements ($2,000,000), Drainage Improvements ($1,000,000), and Rehabilitation Improvements
($1,500,000).
The following Projects have been completed: Binz Engleman Sidewalks ($57,135), Boerne Stage Road
Phase I ($87,294), Bulverde/Evans Intersection ($168,362), Galm Road Phase I ($44,013), Galm Road
Phase II ($86,246), Macadona ($779,059), TPC Signals ($2,760), and West Military Road Bridge
($179,307). This proposed budget also recommends closing the following projects: Drainage
Improvements FY 2015 ($56,374), Rehabilitations Improvements FY 2015 ($48,120), and Traffic
Safety Improvements FY 2015 ($625,922)
Below is a list of all active multi-year road projects, including the newly adopted projects:
Project
Babcock Road Phase V (also in Flood)
Big Country V
Binz Engleman Sidewalks
Boerne Stage Road Phase I (also in Flood)
Borgfeld Road Phase I
Borgfeld Road Phase II
Bridgewood Subdivision
Bulverde Pedestrian Amenities
Bulverde Phase V (also in Flood)
Bulverde Road Phase IV (MPO)
Bulverde/Evans Intersection
Candlewood Phase I
Candlewood Phase II
Donop (Baker-Hughes)
Drainage Improvements - FY 2015
FY 16-17 Budget
Proposed
$1,189,535
4,762,073
500,000
745,000
6,376,134
11,837,773
8,000,000
2,520,000
7,123,796
10,349,461
1,000,000
5,330,000
3,600,000
4,817,475
1,000,000
1,000,000
69-1
Activity to Date
$1,181,754
4,043,224
442,865
657,706
6,366,725
11,616,960
942,395
6,597,788
1,821,382
831,638
4,584,523
491,700
943,626
-
Remaining
$7,781
718,849
57,135
87,294
9,409
220,813
8,000,000
1,577,605
526,008
8,528,079
168,362
745,477
3,600,000
4,325,775
56,374
1,000,000
FY 16-17 Budget
Proposed
Project
Evans Road Phase I
Fischer Rd Phase I
Fischer Rd Phase II
Galm Road Phase I
Galm Road Phase II
Galm Road Phase III (MPO)
Glen Mont Drive (MPO)
Grosenbacher Schematic/ROW Strip Map
Highland Oaks
Macdona
Marshall Road
Old CC Rd (Baker-Hughes)
Old Corpus Christi Rd Phase II (Alcoa)
Old FM 471 & Talley
Palm Park Drainage
Precinct 2 Pavement Restoration
Rehabilitation Improvements - FY 2015
Roft Road
San Antonio Ranch Rehab Phase I
Sanctuary Subdivision
Shaenfield Place Subdivision
Steubing Rd
Talley Road Phase I
TPC Signals
Traffic Safety Improvements - FY 2015
Walzem
Watson Rd Phase I (MPO)
West Military Road Bridge
WT Montgomery Road Phase I
Totals:
Activity to Date
$1,000,000
500,000
2,192,400
608,475
6,374,713
5,500,000
9,921,853
9,970,657
5,000,000
750,000
3,268,113
4,176,000
3,604,185
253,000
1,580,000
840,589
2,755,062
1,500,000
1,500,000
1,500,000
3,100,000
1,000,000
1,500,000
3,500,000
3,000,000
2,075,000
420,000
2,000,000
2,000,000
2,000,000
8,148,896
6,619,033
2,020,000
6,223,953
$
176,553,176
69-2
Remaining
$467,316
321,561
526,100
6,330,700
5,413,754
548,225
9,604,226
2,489,054
562,010
448,400
653,527
72,301
1,451,880
586,353
424,048
-
$1,000,000
32,684
1,870,839
82,375
44,013
86,246
9,373,628
366,431
5,000,000
750,000
779,059
3,613,990
3,155,785
253,000
926,473
768,288
2,755,062
48,120
913,647
1,500,000
2,675,952
1,000,000
1,500,000
3,253,978
2,839,894
11,020
2,760
625,922
1,710,341
2,000,000
826,246
6,619,033
179,307
72,139
246,022
160,106
2,063,980
417,240
1,374,078
289,659
7,322,650
1,840,693
6,151,814
$
90,287,983
86,265,193
Bexar County, Texas

ATD & TxDOT Fund Company 701
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
$ 54,697,721
$103,343,776
$114,745,130
$ 54,697,721
$103,343,776
$114,745,130
$ 15,318,619
$ 9,071,130
$ 15,000,000
$ 4,900,000
$ 73,248,639
$ 15,163,848
$ 8,234,183
$
101,128,577
$
277,537
$
124,804,145
$
124,804,145
$127,946,360
$228,147,921
$134,745,130
$ 15,431,921
$
$ 15,431,921
$ 9,170,663
$ 6,810,481
$ 60,919,967
$ 67,730,448
$ 45,672,343
$
$
$
$
$ 24,602,584
$113,402,791
$ 67,404,610
$103,343,776
$114,745,130
$ 67,340,521
$127,946,360
$228,147,921
$134,745,130
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Other Taxes
Proceeds from Debt
Other Revenue
Subtotal
Total Revenues
$ 48,782,000
$
76,890
$ 73,248,639
$
$
100,000
$ 20,000,000
$ 20,000,000
APPROPRIATIONS
Highways
Subtotal
Interfund Transfers
70-1
13,017,098
39,080,033
52,097,131
15,307,479
FUND: 701
TEXAS DEPT. OF TRANSPORTATION AND ADVANCED

TRANSPORTATION DISTRICT MULTI-YEAR FUND
The Texas Department of Transportation and Advanced Transportation District Multi-Year Fund includes
the following roadway improvement projects:
Loop 1604 Lower Seguin Road: The improvements will expand Loop 1604 from its existing two-lane
configuration to a four-lane divided roadway. The improvements will also include bridge structures
crossing the Salitrillo Creek floodplain, new traffic signalization at Autumn Run Road, and flashing
beacons at Graytown Road. (Pass-Through Financing Agreement with TxDOT and the Advanced
Transportation District)
Culebra Road FM 471: The improvements will widen Culebra Road from its existing two-lane
configuration to a four-lane divided roadway with anticipated bicycle and pedestrian amenities. The
project will increase roadway capacity to allow for projected growth, increase safety with the
continuation of the existing section east of FM 1560 and added bicycle amenities will enhance regional
mobility. (Pass-Through Financing Agreement with TxDOT and the Advanced Transportation District)
Potranco Road (S.H. 211) FM 1957: The improvements will expand the existing two-lane rural
roadway section to an urban roadway section consisting of one 11-foot and one 14-foot travel lane in
each direction with a 14-foot raised center median within an 80 ROW (Minimum). There are three cross
drainage structures within these project limits located within the existing 100-year floodplain. The
project will relieve traffic congestion by increasing capacity and will enhance regional mobility. (PassThrough Financing Agreement between TxDOT and Westside 211 Public Improvement District)
US 281 Improvements: The improvements will expand US 281 to a freeway section with frontage roads,
general purpose lanes, and one high occupancy vehicle lane in each direction from Loop 1604 to Stone
Oak Parkway. The project will relieve existing traffic congestion by increasing capacity and enhance
regional mobility. (TxDOT 825 Plan)
Loop 1604 Improvements: The improvements will expand Loop 1604 to an eight-lane expressway with
the addition of two lanes in each direction from FM 1957 (Potranco) to FM 471 (Culebra) and US 90 to
FM 1957 (Potranco). (TxDOT 825 Plan)
Project
Loop 1604 Lower Seguin Rd.
FM 471 Culebra
FM 1957 (S.H. 211) Potranco
US 281 Improvements
Loop 1604 Improvements
Total
Project Budget
$30,702,000
18,080,000
55,600,000
48,000,000
52,000,000
$204,382,000
70-2
Activity to Date
$28,890,621
18,077,294
42,314,179
8,919,967
52,000,000
$150,202,061
Funds Available
$1,811,379
$2,706
13,285,821
39,080,033
0
$54,179,939
OTHEROPERATINGFUNDS
BexarCounty,Texas
JPSecurityFund112
FiscalYearEndingSeptember30,2017
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$371,869
$422,223
$465,641
TotalBeginningBalance
$371,869
$422,223
$465,641
Revenue
ServiceFees
OtherRevenue
Subtotal
$68,900
$1,594
$70,494
$62,124
$2,397
$64,521
$60,000
$1,500
$61,500
TotalRevenues
$70,494
$64,521
$61,500
$442,363
$486,744
$527,141
Judicial
Subtotal
$20,140
$20,140
$21,103
$21,103
$40,000
$40,000
TOTALOPERATINGAPPROPRIATIONS
$20,140
$21,103
$40,000
AppropriatedFundBalance
$422,223
$465,641
$487,141
TOTALAPPROPRIATIONS
$442,363
$486,744
$527,141
TOTALAVAILABLEFUNDS
APPROPRIATIONS
711
FUND:112
JUSTICEOFTHEPEACESECURITYFUND
In 2005, the 79th Texas Legislature created the Justice of the Peace Security Fund, supported by the
collection of a $4 fee assessed to defendants convicted of misdemeanor cases in Justice of the Peace
Courts.Ofthemoneycollected,$3isdepositedintheCourthouseSecurityFund,and$1isdepositedin
theJusticeofthePeaceSecurityFund.Thisfeemayonlybeusedtoprovidefundsforspecificsecurity
enhancementsforjusticecourtsincluding:metaldetectors,identificationcardsandsystems,electronic
lockingandsurveillanceequipment,courtsecuritypersonnel,signage,confiscatedweaponsinventory,
locks or other security devices, bulletproof glass, and education for court security personnel.
CommissionersCourtapprovesthisfundsbudgetinaccordancewithChapter102oftheTexasCodeof
CriminalProcedure.
Appropriations:
FY201415
Actual
OperationalExpenses
Subtotal
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$20,140
$40,000
$21,103
$40,000
$20,140
$40,000
$21,103
$40,000
ProgramChange
$0
Total
$20,140
$40,000
$21,103
$40,000
ProgramJustificationandAnalysis:
The FY 201617 Proposed Budget provides $10,000 for each Justice of the Peace Precinct for the
purchaseofsecurityupgradesasrequirementsareidentified.
712
BexarCounty,Texas
FamilyProtectionFee(Fund121)
FY201415
FY201516
FY201617
Actuals
Estimate
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
ServiceFees
OtherRevenue
Subtotal
InterfundTransfers
TotalRevenues
TOTALAVAILABLEFUNDS
$18,693
$0
$0
$18,693
$115,699
$40,155
$118,462
0
0
$115,699
$114,000
0
$118,462
$0
$114,000
$0
$115,699
$40,155
$0
$118,462
$115,699
$114,000
$137,155
$154,155
APPROPRIATIONS
Judicial
Subtotal
$97,006
$97,006
$97,000
$97,000
$97,006
$97,000
$18,693
TOTALAPPROPRIATIONS
721
$154,155
$40,155
$115,699
$154,155
$154,155
$0
$137,155
$154,155
FUND:121
FAMILYPROTECTIONACCOUNT
ProgramDescription:Section51.961oftheTexasGovernmentCodeprovidesforthemandatory
collectionofa$15.00feebytheDistrictorCountyClerkwhenapetitionfordivorceisfiled.Thestatute
providesthatthemoniescollectedthroughthisfeearetobedepositedintoaspecialrevenueaccount
calledtheFamilyProtectionAccount.OnAugust10,2010,CommissionersCourtapprovedtheuseofthe
FamilyProtectionFeeforcostsassociatedwiththepreventionoffamilyviolenceandchildabuse.Dueto
thelimitedamountofrevenuegeneratedbythefee,onlyaportionofthesecostscanbefundedinthe
FamilyProtectionAccount.Theremainderofthecostswillbefundedinadiscretionaryfundmanaged
by the District Attorneys Office. The Family Protection Fee was previously collected in the General
Fund.
Appropriations:
OperationalExpenses
Subtotal
FY201415
Actual
FY201516
Budget
FY201516
Estimate
$97,006
$112,000
$97,000
$154,155
$97,006
$112,000
$97,000
$154,155
ProgramChange
FY201617
Proposed
$0
Total
$97,006
$112,000
$97,000
$154,155
FundingisprovidedintheOperationsgroupforrentalexpensesassociatedwiththeFamilyJustice
Centerfacility.Allfundingprojectedtobegeneratedbythefeeisallocatedforthesecosts.
722
BexarCounty,Texas
CountyClerkRecordsManagement(Fund200)
FY201415
Actuals
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
ServiceFees
OtherRevenue
Subtotal
InterfundTransfers
TotalRevenues
TOTALAVAILABLEFUNDS
APPROPRIATIONS
GeneralGovernment
CapitalExpenditures
Subtotal
InterfundTransfers
TOTALAPPROPRIATIONS
$15,132,303 $19,336,061 $17,093,711

$15,132,303 $19,336,061 $17,093,711
$5,337,540 $5,390,062 $4,904,000

68,409
$5,405,949
91,329
$5,481,391
70,000
$4,974,000
$0
$5,405,949
$14,400
$5,495,791
$20,538,252 $24,831,852 $22,067,711
$1,085,353
17,307
$1,102,660
$99,531
$7,603,976
34,634
$7,638,610
$99,531
$8,524,537
0
$8,524,537
$214,531
$1,202,191
$0
$4,974,000
$7,738,141
$8,739,068
$19,336,061 $17,093,711 $13,328,643
$20,538,252 $24,831,852 $22,067,711
731
FUND:200
ACCOUNTINGUNIT:3100
RECORDSMANAGEMENTCOUNTYCLERKFUND
ProgramDescription: ThemainpurposeoftheRecordsManagementCountyClerkFundisto
providefundingtomaintainandpreservetheessentialpublicrecordsoftheCounty.TheCountyClerk
uses these funds to preserve the history and the heritage of Bexar County by providing records
managementandpreservationservicesafterfilingandrecordingdocumentsintherecordsoftheOffice
of the County Clerk. The County Clerk is responsible for maintaining historical records filed from the
year1699topresent.Activitiesincluderecordspreservation,storageandretrievalaswellasdisaster
preparedness. The main functions funded in the Records ManagementCounty Clerk Fund include
storagecostsandtheimagingcontractcostsfortheCountyClerksOffice.
PerformanceIndicators:
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
WorkloadIndicators:
Numberoffilespulled
Numberoffilesreturned/refiled
NumberofPermaBoxesHandled
8,755
47,300
51,311
8,755
47,300
51,311
8,755
47,300
51,300
EfficiencyIndicators:
NumberoffilespulledperFTE
Numberoffilesreturned/refiledperFTE
NumberofPermaBoxeshandledperFTE
2,918
15,766
17,103
2,918
15,766
17,103
2,918
15,766
17,103
3HOURS
5HOURS
4HOURS
3HOURS
5HOURS
4HOURS
3HOURS
5HOURS
4HOURS
EffectivenessIndicators:
Averagedailyresponsetime(pulled&delivered)
Averagetimeneededtopickupandrefile
AveragetimeneededtohandlePermaBoxes
Appropriations:
FY201415
Actual
PersonnelServices
Travel,TrainingandRemunerations
OperationalExpenses
SuppliesandMaterials
InterfundTransfers
CapitalExpenditures
Subtotal
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$14,710
6,987
1,017,987
45,669
99,531
17,307
$0
21,730
8,346,272
155,500
99,531
0
$0
8,344
7,477,954
117,678
99,531
34,634
$0
19,525
8,349,512
155,500
214,531
0
$1,202,191
$8,623,033
$7,738,141
$8,739,068
732
ProgramChange
FY201415
Actual
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$0
Total
$1,202,191
$8,623,033
$7,738,141
$8,739,068
TheFY201617ProposedBudgetincreasesby13percentwhencomparedtoFY201516Estimates
asdescribedbelow.
TheTravel,TrainingandRemunerationsgroupincreasessignificantlywhencomparedtoFY
201516 Estimates. Funding in the amount of $19,525 is proposed to cover mandatory
training for the County Clerk and training for key personnel. Funding is also proposed for
attending various conferences hosted by the National Association of Counties and the
InternationalAssociationofClerks,Recorders,ElectionOfficialsandTreasurers.
The Operational Expenses group increases by 11.7 percent when compared to FY 201516
Estimates. Funding is proposed for imaging services in the amount of $7,967,639. The
remainingfundingisforprofessionalservicesrelatedtothepreservationofdocumentsand
theprintingandbindingaccount.
The Supplies and Materials group increases significantly when compared to FY 201516
Estimates. This is due to funding for tools and hardware and minor equipment and
machineryfortheCountyClerksarchivesbasedonpreviousbudgetedlevels.
The Interfund Transfers group increases significantly when compared to FY 201516

Estimates. The transfer is for the cost of storage space and preservation of records in the
Records Management Center for the County Clerks Office. Additionally, on July 14, 2016,
the County Clerk authorized a total of an additional $100,000 for various Offices and
Departmentsimagingprojectsand$15,000fortheinstallationofacarportat the Records
StorageCenter.
FundingisnotproposedwithintheCapitalExpendituresgroupintheFY201617Proposed
Budget. Expenses that occurred in FY 201516 were associated with the replacement of a
vanthatwasinvolvedinanaccident.
733
BexarCounty,Texas
CountywideRecordsManagement(Fund201)
FY201415
Actuals
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
ServiceFees
OtherRevenue
Subtotal
TotalRevenues
TOTALAVAILABLEFUNDS
APPROPRIATIONS
$61,982
$117,992
$108,604
$61,982
$117,992
$108,604
$401,378
10,105
$407,093
1,203
$411,483
$408,296
$400,000
600
$400,600
$411,483
$408,296
$473,465
GeneralGovernment
Judicial
PublicSafety
Subtotal
TOTALAPPROPRIATIONS
$526,288
$214,095
89,702
51,676
$355,473
$417,684
$117,992
741
$402,000
$108,604
$473,465
$402,000
$402,000
0
0
$417,684
$509,204
$417,684
0
0
$355,473
$400,600
$107,204
$526,288
$509,204
FUND201
RECORDSMANAGEMENTCOUNTYWIDEFUND
ProgramDescription: TheRecordsManagementCountyWideFundwascreatedtoaccountfor
revenuesgeneratedbyfeesfordefendantsconvictedofanoffenseinaCountyorDistrictCourtandthe
issuance of certain certificates. In 1999, the Legislature increased the fee from $10 to $20, effective
September 1, 1999. This revenue may only be used for records management and preservation or
automationpurposesforanyOfficeorDepartmentintheCounty.GovernmentCodeSection25.0171(b)
(1999)mandatescountiestocreateaseparatefundfortheserevenues.Thesefundsaregenerallyused
formicrofilmingofrecords,digitalimagingofrecords,andcostsrelatedtorecordstorage.
The mission and goal of the Countywide Records Management Fund is to provide funds and resources
that can be used to microfilm/image records stored by County Offices and Departments in the
Courthouse or at an offsite records facility in order to better utilize office space and preserve County
records. Microfilming/imaging provides 97 percent savings in storage space. County Offices and
Departments use this funding to facilitate the storage of their records at the County offsite storage
facility. Currently, the Records Management Center is able to provide some microfilming services to
County Offices and Departments; however, most microfilm work is outsourced to private service
companies.
WorkLoadIndicators:
RecordsStorageSpaceRecoveredinSquareFeet
RecordsStorageProjectsCompleted
BuildingSquareFeetMaintained
NumberofSquareFeetUtilizedforStorage
NumberofCountyOfficesUsingRecordsCenter
NumberofCountyOfficesDestroyingPaperRecords
ExpiredorImaged
Ratioofstoredspaceusedtoreusedspace
PercentofofficesusingRecordsCenter
PercentofOfficesDestroyingPaperRecordsExpired
orImaged
742
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
1,700
3
72,000
1,500
3
72,000
1,600
5
72,000
58,000
44
58,000
46
58,000
39
25
25
10
96%
86%
96%
87%
98%
90%
80%
80%
75%
Appropriations:
FY201415
Actual
FY201516
Budget
$355,473
$439,388
$417,684
$402,000
$355,473
$439,388
$417,684
$402,000
OperationalExpenses
Subtotal
FY201516
Estimate
ProgramChange
FY201617
Proposed
$0
Total
$355,473
$439,388
$417,684
$402,000
TheFY201617ProposedBudgetincreasesby3.8percentwhencomparedtoFY201516Estimates
asdescribedbelow.
The Operational Expenses group decreases by 3.8 percent when compared to FY 201516
Estimates due to reducing the transfer amount for the Records Storage Center Facility
operational cost, which is proposed at $100,000 for FY 201617. This includes utilities,
maintenanceandrepairs,andotherexpensesnecessarytooperatethefacility.InFY201516,a
totalof$229,388wastransferredforoperationalexpensestotheRecordsStorageFacilityFund.
The transfer amount is based on the annual operational needs of the Records Storage Center
Facility.
The Operational Expenses group also includes funding in the amount of $302,000 for other
imagingprojectscountywideforFY201617.InFY201516,atotalof$210,000wasallocatedfor
countywideimagingprojects.TheRecordsCommitteemetonJuly14,2016andrecommended
thefollowingfundsbeappropriatedaccordingly:
Office/Department
AuditorsOffice
CriminalInvestigationsLaboratory
DistrictAttorneysOffice
DistrictClerksOffice
ElectionsDepartment
JusticeofthePeace,Precinct1
PurchasingDepartment
SheriffsOffice
TaxAssessorCollector
Total
743
FY201617
ProposedBudget
$14,950
$19,436
$59,802
$67,277
$14,950
$22,426
$22,426
$16,446
$14,950
$26,911
$22,426
$302,000
BexarCounty,Texas
DistrictClerkRecordsManagement(Fund202)
FY201415
Actuals
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
FinesandForfeitures
ServiceFees
OtherRevenue
Subtotal
TotalRevenues
TOTALAVAILABLEFUNDS
$155,359
$155,359
$118,089
$118,089
$203,972
$203,972
$162
359,274
754
$360,190
$0
355,328
1,143
$356,471
$0
$350,150
700
$350,850
$360,190
$356,471
$350,850
$515,549
$474,560
$554,822
$397,460
$397,460
$270,588
$270,588
$400,000
$400,000
$397,460
$270,588
$400,000
$118,089
$203,972
$154,822
$515,549
$474,560
$554,822
APPROPRIATIONS
Judicial
Subtotal
TOTALAPPROPRIATIONS
751
FUND:202
ACCOUNTINGUNIT:3200
RECORDSMANAGEMENTDISTRICTCLERKFUND
ProgramDescription:Revenuesgeneratedbya$5recordsmanagementandpreservationfeeon
each document filed by the District Clerk as approved in 2003 by the 78th Legislature (HB 1905) are
depositedintheDistrictClerkRecordsManagementFund.Thefeemayonlybeusedwithapprovalofa
budgetsubmittedbytheDistrictClerktoCommissionersCourtinaccordancewithChapter111ofthe
TexasLocalGovernmentCode.
WorkLoadIndicators:
NumberofImagedDocumentsprocessedbyCivil
NumberofImagedDocumentsprocessedbyCriminal
NumberofImagedDocumentsprocessedbyAdoptions
NumberofDocumentsImagedperFTEinCivil
NumberofDocumentsImagedperFTEinCriminal
NumberofdocumentsprocessedperFTEinAdoptions
AverageTimetoFileaCase(civil)
AverageRetrievalTimeforaCourtRequest(civil)
TotalamountofbackloggedboxesforQualityAssurance
(adoptions)
FY201415
Actuals
505,066
980,004
64,227
FY201516 FY201617
Estimate
Proposed
509,238
512,835
1,659,660
1,750,000
28,080
12,277
82,680
163,334
32,114
79,004
276,610
14,040
75,491
350,000
12,277
12minutes
45minutes
356
12minutes
45minutes
296
12minutes
45minutes
296
Appropriations:
FY201415
Actual
OperationalExpenses
Subtotal
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$397,460
$350,000
$270,588
$400,000
$397,460
$350,000
$270,588
$400,000
ProgramChange
$0
Total
$397,460
752
$350,000
$270,588
$400,000
The FY 201617 Proposed Budget increases by 47.8 percent when compared to FY 201516
Estimatesasdescribedbelow.
FundingisproposedintheOperationalExpensesgrouptopayforimagingservicesfortheDistrict
Clerk Records Division. Funding is also proposed for first year of a twoyear project for the
preservationof122volumesofthehistoricalrecordsfrom1838to1922.
753
BexarCounty,Texas
CourthouseSecurityFund(Fund203)
FY201415
Actuals
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
ServiceFees
OtherRevenue
Subtotal
TransfersIn
TotalRevenues
TOTALAVAILABLEFUNDS
$1
$1
$694,753
1,264
$696,017
$551,695
$1,247,712
$1,247,713
$213,089
$213,089
$676,171
1,207
$677,378
$127,751
$805,129
$1,018,218
$33,897
$33,897
$640,000
1,200
$641,200
$339,597
$980,797
$1,014,694
APPROPRIATIONS
Judicial
Subtotal
TOTALAPPROPRIATIONS
$1,034,624
$1,034,624
$1,034,624
$213,089
$1,247,713
761
$984,321
$984,321
$984,321
$33,897
$1,018,218
$1,014,694
$1,014,694
$1,014,694
$0
$1,014,694
FUND:203
COURTHOUSESECURITYFUND
ProgramDescription:InOctober1993,CommissionersCourtestablishedtheCourthouseSecurity
Fund to account for revenue generated by security fees authorized by the 73rd Texas Legislature. In
1997,the74thTexasLegislatureaddedJusticeofthePeaceCourtsecurityfees.A$5feeforsecurityis
collected at the time of filing for each civil case filed in District Courts or County CourtsatLaw. The
County also collects $5 from defendants convicted of a felony offense in a District Court and $3 from
those convicted of a misdemeanor offense in any court. In addition, the County receives $1 for every
documentfiledthatisnotsubjecttothe$5securityfee.Thelegislaturecreatedthefeestohelpfund
securityservicesinbuildingshousingCourts,suchastheBexarCountyCourthouse,theCadenaReeves
JusticeCenter,theJuvenileJusticeCenterandtheTejedaJusticeCenter.Thesefundsarealsoutilizedto
help pay the cost of the communication and law enforcement services provided by the Bexar County
Sheriffs Office. The Sheriffs Office provides security using security monitors and law enforcement
officersdeployedatentrancestomanyCountybuildingshousingcourts.Constablesprovidesecurityfor
theJusticesofthePeacecourts.
Appropriations:
FY201415
Actual
FY201516
Budget
$1,034,624
$1,002,851
$984,321
$1,014,694
$1,034,624
$1,002,851
$984,321
$1,014,694
PersonnelServices
Subtotal
FY201516
Estimate
ProgramChange
FY201617
Proposed
$0
Total
$1,034,624
$1,002,851
$984,321
$1,014,694
TheFY201617ProposedBudgetincreasesby3.1percentwhencomparedtoFY201516Estimates.
This represents full funding for all current authorized positions. Turnover occurred in FY 201516
thatisnotanticipatedinFY201617.
ThisfundwillcontinuetorequireaninterfundtransferfromtheGeneralFundduetotheincreasein
costofpersonnelservicesasdescribedabove.Aninterfundtransferisproposedintheamountof
$339,597toprovidesufficientfundingforthefundthroughthefiscalyear.
762
AuthorizedPositions:
FY201415
Actual
DeputySheriffLawEnforcement
SecurityMonitor
TelecommunicationsSpecialist
TotalCourthouseSecurityFund
763
FY201516
Estimate
FY201617
Proposed
2
14
6
2
14
7
2
14
7
22
23
23
BexarCounty,Texas
DistrictClerkTechnology(Fund205)
FY201415
Actuals
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
ServiceFees
OtherRevenue
Subtotal
TotalRevenues
TOTALAVAILABLEFUNDS
APPROPRIATIONS
GeneralGovernment
Subtotal
TOTALAPPROPRIATIONS
$79,897
$79,897
$90,602
$90,602
$257,070
861
$257,931
$257,931
$348,533
$258,880
661
$259,541
$259,541
$339,438
$248,836
$248,836
$248,836
771
$290,000
$290,000
$290,000
$48,533
$339,438
$294,233
$300,000
$90,602
$245,700
$245,000
700
$245,700
$300,000
$300,000
$48,533
$48,533
$4,233
$348,533
$294,233
- FUND:205
ACCOUNTINGUNIT:3200
DISTRICTCLERKTECHNOLOGYFUND
Program Description: State law requires District Clerks to maintain a large number of court
recordsonapermanentbasis.Inordertopreserveandmaintainthesedocuments,officesarestoring
documentselectronicallyorinadigitalformat.Statelawandstatelibraryrulesdictatethatthefilmand
digitalimagesbemaintainedpermanentlywithastorageplantosecurethefuturetransitionofdigitized
recordstonewmediathatallowsaccesstotheserecords.Transitioningpaperrecordstodigitalformats
can be costly for counties that do not have inhouse computer service departments, as contracted
vendors often maintain proprietary controls. While current statute allows District Courts to assess
recordsmanagementfees,theDistrictClerks'officesdonothavecontroloverthefundingandcounties
canusethemoniesforothermethodsofrecordspreservation.
Senate Bill 1685 from the 81st Legislature authorizes the Commissioners Court of a county to adopt a
DistrictCourtRecordsArchiveFeeofnotmorethan$5forthefilingofasuit,includinganappealfrom
aninferiorcourt,oracrossaction,counterclaim,intervention,contemptaction,motionfornewtrial,or
thirdpartypetition,inaDistrictCourtinthecounty.Itrequiresthatthefeebesetanditemizedinthe
county'sbudgetaspartofthebudget preparationprocessandbeapprovedinapublicmeeting.This
feeisforpreservationandrestorationservicesperformedinconnectionwithmaintainingDistrictCourt
records.
Appropriations:
FY201415
Actual
FY201516
Budget
$248,836
$300,000
$300,000
$290,000
$248,836
$300,000
$300,000
$290,000
OperationalExpenses
Subtotal
FY201516
Estimate
ProgramChange
FY201617
Proposed
$0
Total
$248,836
$300,000
$300,000
$290,000
TheFY201617ProposedBudgetdecreasesby3.3percentwhencomparedtoFY201516Estimates
asdescribedbelow.
TheOperationsExpensesgroupdecreasesby3.3percentwhencomparedtoFY201516Estimates.
Fundingisproposedforthefirstyearofatwoyearprojecttopreserve122volumesofthehistorical
recordsfrom1838to1922.
772
BexarCounty,Texas
ParkingFacilities(Fund206)
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
$1,310,604
$1,310,604
$1,362,070
$1,362,070
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$1,177,737
$1,177,737
Revenue
ServiceFees
OtherRevenue
TotalRevenues
$1,354,011 $1,224,408 $1,040,000

9,420 16,668 4,000
$1,363,431
$1,241,076 $1,044,000
TOTALAVAILABLEFUNDS
$2,541,168
$2,551,680
$2,406,070
$662,258
118,306
$780,564
$450,000
$739,610
0
$739,610
$450,000
$719,051
0
$719,051
$450,000
APPROPRIATIONS
GeneralGovernment
CapitalExpenditures
SubTotal
InterfundTransfers
$1,230,564
$1,189,610
$1,169,051
$1,310,604
$1,362,070
$1,237,019
TOTALAPPROPRIATIONS
$2,541,168
$2,551,680
$2,406,070
781
- FUND:206
FACILITIESMANAGEMENT
PARKINGFACILITIESFUND
ProgramDescription:
The mission of the Facilities Management Parking Facilities is to operate and provide convenient
parking for Bexar County citizens and members of the community, to enforce public safety, and to
providethebestcustomerservice.
Vision:
TheBexarCountyParkingDivisioniscommittedtoprovidingsafeandreliablesolutionsinaneffortto
providesufficientparkingspacesandsafeenvironmentforemployeesandvisitorsutilizingtheparking
facilities. The Division strives to adopt new and innovative solutions that will provide credit card
payment methods, increase accessibility to parking, maintain parking rates, promote safety, and
maintainacleanparkingenvironment.
GoalsandObjectives:
PlanforfutureneedsofparkingspacesthatsupportCountyBuildings
PlanandmaintainAmericanswithDisabilitiesActandOccupationalSafetyandHealth
Administrationstandardsinparkingfacilities
Planandimplementmaintenanceprogramsforallparkingstructuresandparkinglots
Developandtrainemployeestoprovidefriendlyandexcellentcustomerservice
Maintainasafeandinvitingparkingenvironment
AccomplishandmeetdepartmentgoalsinthemostcosteffectivemannerforBexarCounty
citizens
ProgramDescription:
The Facilities Management Parking Facilities Fund was established to account for the collection of
revenuesfromparkingfeesandexpendituresforthedailyoperationandmaintenanceoftheCountys
parking facilities. The fund also contributes revenue to the Debt Service Fund to pay a portion of the
principalandinterestduesemiannuallyontheoutstandingbondsissuedfortheconstructionofBexar
Countyparkinggarages.
TheParkingFacilitiesprogramisresponsibleforthesafe,efficient,andcosteffectiveparkingofpublic
and private vehicles with an emphasis on providing parking for the Bexar County Justice Center, Paul
Elizondo Tower, the Courthouse, and the Courthouse Annex. The County opened the fivestory, 668
parking space garage in June 1988 as part of the Justice Center development. The new Flores Street
ParkingGarageopenedinAugust2011andhousestheHumanResourcesDepartmentonthefirstfloor.
Contract parking is available to County employees and other downtown customers. Some reserved
space is also available for County elected and appointed officials and other personnel. In addition,
discountedparkingisavailableforthosesummonedforjuryduty.
TheParkingDivisionisresponsiblefortheFloresStreetParkingGarage,ComalStreetParkingGarages,
and several County parking lots, such as the lots located at the Adult Probation Building, Juvenile
782
Building, Cindy Krier Detention Center, Adult Detention Center South Annex, Courthouse Annex,
Precinct1PleasantonRoad,FireMarshalsOffice,JusticeofthePeace,Precinct1,andtheVistaVerde
Building.
FY201415
Actual
415
140
43,220
Workload/OutputMeasures:
NumberofMonthlyRateCustomers,FloresSt
NumberofMonthlyRateCustomers,ComalSt
NumberofJurors
EfficiencyMeasures:
AverageNumberofDailyCustomers,FloresSt
AverageNumberofDailyCustomers,ComalSt
DailyAveragePercentofDailyCapacity,FloresSt
DailyAveragePercentofDailyCapacity,ComalSt
EffectivenessMeasures:
RevenueGeneratedonDailyRateSpaces,FloresSt
RevenueGeneratedonDailyRateSpaces,ComalSt
SpecialEventsRevenue(Fiesta)
FY201516
Estimate
450
441
45,000
425
190
98%
20%
$1,050,000
$397,797
$95,500
409
229
97%
24%
$1,008,587
$433,432
$40,260
FY201617
Proposed
450
110
45,000
425
190
98%
20%
$1,050,000
$300,000
$95,000
Appropriations:
PersonnelServices
Travel,TravelandRemunerations
OperationalExpenses
InterfundTransfers
CapitalExpenditures
Subtotal
FY201415
Actual
FY201516
Budget
$333,803
1,000
294,795
32,660
450,000
118,306
$299,052
3,905
387,329
28,550
450,000
199,631
$1,230,564
$1,368,467
$323,772
3,905
381,540
30,393
450,000
0
$1,189,610
$0
$1,230,564
$1,368,467
$1,189,610
$1,169,051
ProgramChange
Total
783
FY201516
Estimate
FY201617
Proposed
$320,995
3,055
369,351
25,650
450,000
0
$1,169,051
asdescribedbelow.
The Personnel Services group remains relatively flat when compared to FY 201516 Estimates.
Fullyearfundingisproposedforallauthorizedpositions.
TheTravel,TrainingandRemunerationsgroupdecreasesby21.8whencomparedtoFY201516
Estimates.Thisisprimarilyduetobudgetingforoneconferenceandcertificationcoursesatthe
amountrequestedbytheDepartment.
TheOperationalCostsgroupdecreasesby3.2percentwhencomparedtoFY201516Estimates.
ThedecreaseisduetoaprojecteddecreaseinthecostofElectricandGasServices.
The Supplies and Materials group decreases by 15.6 percent when compared to FY 201516
Estimates.ThisisprimarilyduetoadecreaseinOfficeSuppliesandToolsandHardwarefunds
proposedinFY201617asrequestedbytheDepartment.
An Interfund Transfer in the amount of $450,000 is proposed for FY 201617, which will be
transferred to the Debt Service Fund to pay debt service associated with construction of the
parkingfacilities.
TherearenoprogramchangesproposedforFY201617ProposedBudget.
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
ParkingGarageAttendant
ParkingOperationsManager
6
1
6
1
6
1
TotalParkingFacilitiesFund
784
BexarCounty,Texas
StormWaterMitigationFund209
FY201415
Actuals
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$6,910,562
$6,910,562
LicensesandPermits
ServiceFees
OtherRevenue
InsurancePremiumsRevenue
Subtotal
$0
$2,064,442
$30,423
$2,094,865
TotalRevenues
$2,094,865
TOTALAVAILABLEFUNDS
$9,005,427
APPROPRIATIONS
GeneralGovernment
Subtotal
InterfundTransfers
$1,848,491
$1,848,491
$86,457
$1,934,948
$7,070,479
TOTALAPPROPRIATIONS
$9,005,427
791
FY201516
Estimate
$7,070,479
$7,070,479
$78,150
$2,198,462
$41,265
$2,317,877
$2,317,877
$9,388,356
$2,529,337
$2,529,337
$70,412
$2,599,749
$6,788,607
$9,388,356
FY201617
Proposed
$6,788,607
$6,788,607
$75,000
$2,100,000
$30,000
$2,205,000
$2,205,000
$8,993,607
$2,563,870
$2,563,870
$1,590,000
$4,153,870
$4,839,737
$8,993,607
FUND:209
ACCOUNTINGUNIT:5042
PUBLICWORKSENVIRONMENTAL
SERVICESSTORMWATERMITIGATION
Program Description: The Public Works Environmental Services Storm Water Mitigation
programimplementsandmanagestheBexarCountyStormWaterQuality(BCSWQ)program,whichwas
mandatedbytheEnvironmentalProtectionAgency(EPA)andtheTexasCommissiononEnvironmental
Quality (TCEQ) MS4 Phase II Storm Water rules. This program is responsible for developing and
presentingeducationalprogramstoinformthepubliconthepropermanagementanddisposalofused
oil, antifreeze, paints, and/or hazardous or toxic materials typically found in the residential
environment.Theprogramalsoconductsoutreachactivitiestoprovidereasonablehouseholdhazardous
wastecollectionandassistwithneighborhoodcleanupactivitiesandeventsdesignedtoreduceorlead
tothereductionofthedischargeofpollutantsintostormwater.Itmonitorsandinspectstodetectand
eliminate illicit discharges to reduce pollutants from entering storm water conveyances. The program
reviews plats, construction plans, andpermit applications of new development and redevelopment to
insure compliance with appropriate best practices controls for storm water runoff during and post
construction.Duringandafterconstruction,theprogramisresponsibleformonitoring,inspecting,and
enforcing construction sites to ensure the quality of storm water runoff. This program also enforces
pollution prevention by County operations through education and monitoring of good housekeeping
techniquesbyCountypersonnelduringCountyoperations.ThisprogramactsasanAuthorizedAgentof
theTCEQtoinspect,administer,andregulatestormwateractivitieswithintheunincorporatedareasof
BexarCounty.
In June 2003, HB 2031 (78th Legislature) granted Bexar County the authority to implement a Storm
Waterprogram.InDecember2003,CommissionersCourtapprovedtheBexarCountysproposedStorm
WaterMitigationProgram.InJune2007,SB1932waspassedallowingentitiesflexibilityindevelopinga
fundingmechanism.TCEQfinallyapprovedageneralpermitonAugust13,2007,allowingentitieslike
BexarCountyPhaseIIcoverage.
FY201415
Actual
1,832
431
1,426
Workload/OutputMeasures:
NumberofStormWaterInspections
NumberofComplaints
NumberofComplaintInspections
EfficiencyMeasures:
CostperStormWaterInspection
CostperComplaint
CostperComplaintInspection
EffectivenessMeasures:
PercentofSitesthatareCompliant
PercentofComplaintsInspected
$52
$139
$68
92%
99%
792
FY201516
Estimate
2,012
545
1,495
$55
$135
$65
95%
95%
FY201617
Proposed
3,000
600
1,495
$55
$135
$65
95%
100%
Appropriations:
FY201415
Actual
PersonnelServices
Travel,Training,andRemunerations
OperationalExpenses
InterfundTransfer
CapitalExpenditures
Subtotal
FY201516
Budget
$608,335
8,838
408,018
23,368
86,457
799,932
$599,799
9,455
1,011,849
93,892
90,000
1,462,710
$1,934,948
$3,267,705
ProgramChange
Total
$1,934,948
$3,267,705
FY201516
Estimate
FY201617
Proposed
$621,157
9,265
561,372
24,833
70,412
1,312,710
$2,599,749
$3,837,611
00
$316,259
00
$2,599,749
$4,153,870
$628,986
10,618
1,086,765
371,242
1,590,000
150,000
TheFY201617ProposedBudgetincreasessignificantlywhencomparedtoFY201516Estimatesas
describedbelow.
The Personnel Services Group increases by 1.3 percent when compared to FY 201516
Estimates.TheincreaseisduetoslightturnoverexperiencedduringFY201516.Allpositionsare
fullyfundedintheFY201617ProposedBudget.
TheTravel,Training,andRemunerationsgroupincreasesby14.6percentwhencomparedtoFY
201516 Estimates. Funding is provided for additional training and certification seminars for
personneltomaintainjobknowledgeandstaterequiredlicenses.
The Operational Expenses group increases significantly when compared to FY 201516

Estimates. This increase is mainly due to carrying over funding for the Freeman Coliseum
drainage repair project in the amount of $342,940. Funding is also provided for the Southern
EdwardsPlateauHabitatConservationplanmanagementandlegalcosts,annualcontractsthat
helpkeephazardouswasteoffCountyroadsandditches,maintenanceforCountyownedwater
quantityandqualitybasins,andyearlyriverassessmentrequiredbytheEPA.
Estimates. The increase is due to funding proposed for photographic equipment for evidence
gathering of contamination violators. Funding is also provided for pesticide supplies and
materialsforthePesticideOperatorsbeingtransferredfromtheRoad&BridgeFund.
TheInterfundTransfergroupincludesfundingintheamountof$90,000fortherequiredlocal
match for the Southern Edwards PlateauHabitat Conservation Plan (SEPHCP) grant. The SEP
HCPgrantisforthedevelopmentofahabitatconservationplantoprotectendangeredspecies
habitat within Bexar County thereby allowing the continued development of Bexar County in
compliancewithFederalFishandWildlifelaws.FundingisalsoprovidedfortheBrooksCityBase
793
Mission Reach in the amount of $1,500,000. Brooks Development Authority broke ground on
The Greenline urban linear park that links Brooks City Base to the Mission Reach of the San
Antonio River. Through the Greenline Project the ecosystem of the San Antonio River will
continue to restore the storm water channel into a functioning habitat that will reestablish
ecologicalfunctionslostaftertheoriginalchannelization.
The Capital Appropriation group decreases significantly when compared to FY 201516

Estimates.ThedecreaseisduetoaonetimeexpenseinFY201516fromStormWaterFundsto
the DoSeum in the amount of $740,000, for expenses associated with improving storm water
runoffquality.FundingisprovidedintheFY201617ProposedBudgetforthecompletionofthe
LIDdemonstrationproject.
TheFY201617ProposedBudgetincludesoneprogramchangeforatotalcostof$316,259,as
describedbelow.
TheprogramchangetransferssixEquipmentOperatorIIwithPesticideLicense(NE05)
positions to the Storm Water Fund from the Road and Bridge Fund at no cost. In
addition,thepositionisreclassifiedtoaPesticideOperator(NE06)forareclassification
costof$15,625,includingsalaryandbenefits.Thesepositionswillhelpaddresstheneed
forreducingwaterborne,mosquitodiseasesintheCountysunincorporatedareasand
willhelpreducethepopulationofmosquitoesthatspreaddiseasessuchasZika,West
NileVirus,Chikungunyavirus,yellowfever,andotherknowndiseasesincentralTexas.
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
CivilEngineerAssistant
1
1
1
OfficeAssistantIV
2
2
2
PesticideOperator
0
0
6
SeniorInformationTechnologyProjectManager
1
1
1
SeniorStormWaterInspector
1
1
1
StormWaterQualityInspectorI
1
1
1
StormWaterQualityInspectorII
2
2
2
TotalStormWaterMitigationFund
8
8
14
Note: The Environmental Engineer (E11) position is funded 75% from the Storm Water Fund and 25%
from the General Fund. The authorized position can be found within the General Fund Public Works
EnvironmentalServicesDivision.
794

BexarCounty,Texas
LawLibrary(Fund210)
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$4
$110,539
$106,364
$4
$110,539
$106,364
Revenue
ServiceFees
ProceedsfromSalesofAssets
OtherRevenue
Subtotal
$519,354
613
105,028
$624,995
$514,747
0
100,758
$615,505
$518,000
0
90,800
$608,800
TransfersIn
TotalRevenues
$263,034
$888,029
$226,456
$841,961
$63,745
$672,545
TOTALAVAILABLEFUNDS
$888,033
$952,500
$778,909
Judicial
Subtotal
$777,494
$777,494
$846,136
$846,136
$778,909
$778,909
$777,494
$846,136
$778,909
$110,539
$106,364
$0
TOTALAPPROPRIATIONS
$888,033
$952,500
$778,909
APPROPRIATIONS
801
FUND:210
LAWLIBRARY
Program Description: The Bexar County Law Library is housed on the fifth floor of the Bexar
County Courthouse along with the San Antonio Bar Association (SABA). The Law Library provides
reference books and guides that total approximately 80,000 bound volumes. The Law Library Fund
receivesrevenuesfromcourtfinesandfromchargesforcopiesmade.SABAhasrenovatedmuchofthe
areaforthe4thCourtofAppeals.Thespaceincludesseveralconferenceroomsavailableforattorney
conferencesandacourtroomusedforvarioushearingsandfunctions.
The Library is available to all Judges, attorneys and the general public. The staff continually maintains
the Law Library collection through the acquisition of new books and supplemental materials.
Increasingly,theLawLibraryisprovidingaccesstolegalresourcesthroughelectronicmeanssuchasCD
ROMs and electronic data services. It also has video equipment available for all the courts. The Law
Library houses the copier for library customers as well as all patrons of the County Courthouse and
JusticeCenter.
Appropriations:
FY201415
Actual
PersonnelServices
OperationalExpenses
Subtotal
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$267,597
318,184
191,713
$260,544
362,550
216,630
$268,563
361,268
216,305
$276,853
340,377
161,679
$777,494
$839,724
$846,136
$778,909
ProgramChanges
$0
Total
$777,494
$839,724
$846,136
$778,909
The FY 201617 Proposed Budget decreases by 7.9 percent when compared to FY 201516

The Personnel Services group increases by 3.1 percent when compared to FY 201516
Estimates.FullfundingisprovidedforallauthorizedpositionsinFY201617.

TheOperationalExpensesgroupdecreasesby5.8percentwhen comparedtoFY201516
Estimates. This includes a decrease in funding for online services with Thomson West,
which provides judges and patrons with access to digital legal content. The reduced cost
wassetwhenthecontractwasrenewedinJune2016.
802
The Supplies and Materials group decreases significantly when compared to FY 201516
Estimates.ThisisduetoadecreaseincostsforbooksandperiodicalsrequiredbytheLaw
Library.ThereducedcostwassetwhentheThomsonWestcontractwasrenewedinJune
2016.

Due to declining revenues within the Law Library Fund, the Proposed Budget includes an
interfundtransferof$63,745fromtheGeneralFund.
TherearenoprogramchangesintheFY201617ProposedBudget.
FY201415
Actual
CopyMachineOperator
LawLibraryAdministrator/Librarian
LawLibraryClerk
Library/AccountClerk
OfficeAssistantIII
Receptionist
TotalLawLibraryFund
803
FY201516
Estimate
FY201617
Proposed
1
1
2
1
1
1
1
1
2
1
1
1
1
1
2
1
1
1
BexarCounty,Texas
DrugCourtFundSummary(Fund211)
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$250,879
$226,929
$167,526
$250,879
$226,929
$167,526
Revenue
ServiceFees
OtherRevenue
Subtotal
$94,006
1,042
$95,048
$94,722
1,117
$95,839
$95,000
900
$95,900
TotalRevenues
$95,048
$95,839
$95,900
$345,927
$322,768
$263,426
Judicial
Subtotal
$118,998
$118,998
$155,242
$155,242
$194,437
$194,437
$118,998
$155,242
$194,437
$226,929
$167,526
$68,989
TOTALAPPROPRIATIONS
$345,927
$322,768
$263,426
TOTALAVAILABLEFUNDS
APPROPRIATIONS
811
FUND:211
DRUGCOURTFUND
Program Description: The Drug Court Fund provides resources to be used exclusively for the
developmentandmaintenanceofdrugcourtprogramsoperatedwithintheCounty.TheBexarCounty
Felony and Misdemeanor Drug Court program directs eligible, nonviolent substance abusers into a
completeprogramofdrugtreatmentandrehabilitationservices.Thegoaloftheprogramistobreakthe
cycleofdrugsandcrimebysubstitutingjailorprisonwithaneffectivetreatmentalternative.TheDrug
Court changes theway nonviolent drug addicted defendants are handled by treating the participants
fortheaddiction,whichisusuallythereasonfortheirinvolvementwithinthecriminaljusticesystem.It
is built upon a unique partnership between the criminal justice system andthe drug treatment
community.However,italsoincludesthepersonalinvolvementoftheDrugCourtJudge.Thisfeethat
supportsthisfundisauthorizedbytheTexasCodeofCriminalProcedure,Chapter102,SubchapterA,
Article102.0178andequatestoa$60feefordrugcases.ThisfeewasinstitutedonJune15,2007.
Appropriations:
FY201415
Actual
PersonnelServices
OperationalExpenses
Subtotal
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$46,324
72,674
$36,203
116,652
$155,242
0
$194,437
0
$118,998
$152,855
$155,242
$194,437
ProgramChanges
$0
Total
$118,998
$152,855
$155,242
$194,437
The FY 201617 Proposed Budget increases by 25.2 percent when compared to FY 201516
The Personnel Services group increases significantly when compared to FY 201516 Estimates.
This is due to several outofcycle personnel changes that occurred during FY 201516. In
December 2015, two Case Managers who were previously grantfunded were moved into the
Drug Court Fund. In July 2016, partial funding for one Veterans Court Case Manager position
was removed from the Drug Court Fund due to new grant funding from the Texas Veteran's
Commission.InAugust2016,duetoaneliminationofgrantfundingfromtheTexasDepartment
ofTransportation,fundingforoneDWICourtIntakeSpecialistandpartialfundingforanAdult
DrugCourt/DWICourtManagerpositionwereaddedtotheDrugCourtFund.
812
FY201415
Actual
CaseManager*
IntakeSpecialist*
TotalDrugCourtFund
FY201516
Estimate
FY201617
Proposed
0
0
2
1
2
1
*Outofcycleadjustmentsandpartialfunding:
InDecember2015,twoCaseManagers(ProblemSolvingCourtsandCriminalDistrictCourts)
becamefullyfundedintheDrugCourtFundasthegrantexpired.
ForpartofFY201415andFY201516,oneAdultDrugCourt/DWICourtIntakeSpecialistwas
fundedat20%intheDrugCourtFund,andtheremainderwasfundedbyagrantfromtheTexas
DepartmentofTransportation(TxDOT).BeginningAugust2016,thatpositionisfullyfundedinthe
DrugCourtFundduetoaneliminationofTxDOTgrantfunding.
ForpartofFY201415andFY201516,oneVeteransCourtCaseManagerwasfundedat43%in
theDrugCourtFund,andtheremainderwasfundedbyaTxDOTgrant.InJuly2016,theposition
becamefullyfundedbynewgrantfundingfromtheTexasVeteransCommissionandwastherefore
removedfromtheDrugCourtFund.
BeginningAugust2016,oneAdultDrugCourt/DWICourtManagerisfundedat12%intheDrug
CourtFundand88%intheGeneralFund.Previously,the12%portionofthepositionwasfundedby
aTxDOTgrant.
813
BexarCounty,Texas
FireCode(Fund212)
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$3,659,706
$3,659,706
Revenue
ServiceFees
RevenueFromUseofAssets
TotalRevenues
$1,769,418
15,844
$1,785,262
TOTALAVAILABLEFUNDS
$5,444,968
APPROPRIATIONS
PublicSafety
CapitalExpenditures
Contingencies
Subtotal
InterfundTransfer
$1,010,541
123,706
0
$1,134,247
$231,666
$1,365,913
$4,079,055
TOTALAPPROPRIATIONS
$5,444,968
821
$4,079,055
$4,079,055
$1,803,262
22,661
$1,825,923
$5,904,978
$1,229,708
31,500
102,080
$1,363,288
$231,666
$1,594,954
$4,310,024
$5,904,978
$4,310,024
$4,310,024
$1,600,000
15,000
$1,615,000
$5,925,024
$1,125,382
5,000
87,261
$1,217,643
$231,666
$1,449,309
$4,475,715
$5,925,024
FUND:212
FIRECODEFUND
Program Description: The Fire Marshals Office is responsible for reviewing plans for new
commercialconstructionandinspectingbuildingsforcompliancewithBexarCounty'sFireandBuilding
Codes.Revenuesaregeneratedfromfeeschargedfortheseservices.Statelawmandatesthatcounties
establish a separate fund for these revenues. State law also mandates that revenues in this fund be
expendedonlyforadministrationandenforcementoftheFireCode.
ThisfundwasestablishedinSeptember1993andthefeeswereinstitutedinMay1994.
WorkLoadIndicators:
NumberofAnnualFireInspections
NumberofFireEducationEvents
NumberofEmergencyServiceRequestsReceivedat
Dispatch
NumberofInspectionsperFireInspector
AverageNumberofFireEducationEventsperMonth
NumberofDispatcherCallsperDispatcher
Percentageofcitizencomplaintsclosedwithin24
hours
Codecomplaintsinvestigatedwithin24hoursof
receivingcomplaint
Averagenumberofemergencycallsperdispatcher
permonth
822
FY201415
FY201516
FY201617
Actual
Estimate
Proposed
1,162
16
1,805
10
2,700
4
30,606
31,000
451
2
7,515
31,500
100%
100%
100%
100%
100%
100%
2,191
2,482
2,600
550
4
7,515
900
1
5,600
Appropriations:
PersonnelServices
Travel,TrainingandRemunerations
OperationalExpenses
CapitalExpenditures
InterfundTransfers
Contingency
Subtotal
FY201415
FY201516
FY201516
FY201617
Actual
Budget
Estimate
Proposed
$798,277
16,956
93,279
102,029
123,706
231,666
0
$829,028
33,413
122,854
118,906
31,500
231,666
102,080
$1,365,913
$1,469,447
ProgramChange
Total
$1,365,913
$1,469,447
$841,952
37,583
238,369
111,804
31,500
231,666
102,080
$1,594,954
$1,594,954
$852,315
33,963
120,198
118,906
5,000
231,666
0
$1,362,048
$87,261
$1,449,309
Overall,theFY201617ProposedBudgetdecreasesby9.1percentwhencomparedtoFY201516
Estimates.
Estimates.FullfundingisprovidedforallauthorizedpositionsinFY201617.
TheTravel,TrainingandRemunerationsgroupdecreasesby9.6whencomparedtoFY201516
Estimates. Funds will allow staff to attend the continuing education classes by International
Code Council, the State Fire Marshals Office Conference and trainings conducted by the
AlamoAreaCouncilofGovernments.
The Operational Expenses group decreases significantly when compared to FY 201516

Estimates. Funding was estimated but not expensed to cover the cost of the case
management system in FY 201516. The Fire Marshals Office is examining new case
managementsystemsthatwouldbettersuittheneedsoftheOffice.
The Supplies and Materials group increases by 6.4 percent when compared to FY 201516
Estimates. The increase is due to the vehicle fuel and oil account. In FY 201516, expenses
werenotchargedtothisaccountandwereerroneouslyexpensedtotheFireMarshalsOffice
General Fund budget. These expenses will be corrected and expensed to the appropriate
budget.
FundingisproposedintheInterfundTransfergroupforFY201617.Thefundswillbeusedfor
debtserviceonbondsissuedtopayforanewFireMarshalsOfficebuilding.
823
The Capital Expenditures group decreases significantly when compared to the FY 201516
Estimates.OnetimefundingwasallocatedinFY201516fortheinstallationandpurchaseof
rocketmodemsfortheFireMarshalvehicles,whichisasignaldevicethatenhancestheability
toutilizeradioandcomputersinareasofthecountywhereradiosignalscurrentlyareweak.
Fundingisproposedforvehicleattachmentsasneeded.
TheFY201617ProposedBudgetincludesthreeprogramchangesforatotalcostof$87,261as
describedbelow.
The first program change proposes two parttime Deputy Fire Marshal (NE11) positions.
These positions will work in the office to conduct plan reviews and intake duties from
individuals applying for permits. Additionally, there are over 4,000 annual fire inspections
thatmustbecompletedannually.Theadditionofthenewtwoparttimepositionswillallow
otherDeputyFireMarshalstoincreasethenumberofannualsafetyinspections.Thecostof
this program change is $55,639, including salary and benefits. Included in the program
changeamountis$2,062forthepurchaseoftechnologyforthesepositions.
ThesecondprogramchangeproposesoneTemporaryFulltimeAdministrativeClerkI(NE
01)toassistwiththebacklogofpurchasingrequestsfromtheFireMarshalsOfficeandthe
Emergency Management Office. The Bexar County Information Technology Department is
assessing and recommending the implementation of technology for the Fire Marshals
Office, which will relieve the workload of the Administrative Assistant. Therefore, this
position is proposed for oneyear of funding. The cost of this program change is $30,400,
includingsalaryandbenefits.
The third program change proposes to reclassify one Public Safety Communications
Supervisor from an E05 to an E06. The purpose of this reclassification is to make this
position equal to the Sheriffs Office Public Safety Communications Supervisors, which are
also proposed to be reclassified to an E06. The cost of this program change is $1,222,
includingsalaryandbenefits.Thispositionisfunded25percentoutoftheFireCodeFund
andcanbefoundintheFireMarshalsOfficeGeneralFundAuthorizedPositionList.
FY201415
Actual
ChiefFireInspector
DeputyFireMarshal*
OfficeAssistantII
1
5
1
TotalFireCodeFund
FY201516
Estimate
FY201617
Proposed
1
5
1
*includestwoparttimepositions
AuthorizedPositionFundingAllocation:
(1)ChiefFireInvestigatorfunded87percentFireMarshaland13percentFireCodeFund
(5)DeputyFireMarshalfunded100percentFireCodeFund
(1)OfficeAssistantIIfunded100percentFireCodeFund
824
1
6
1
8
BexarCounty,Texas
JuvenileCaseManagerFund213
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$349,745
$6,299
$0
$349,745
$6,299
$0
Revenue
ServiceFees
OtherRevenue
Subtotal
$395,692
318
$396,010
$361,397
467
$361,864
$340,000
400
$340,400
TotalRevenues
$396,010
$361,864
$340,400
TOTALAVAILABLEFUNDS
$745,755
$368,163
$340,400
GeneralGovernment
Subtotal
$739,456
$739,456
$368,163
$368,163
$340,400
$340,400
$739,456
$368,163
$340,400
$6,299
$0
$0
$745,755
$368,163
$340,400
APPROPRIATIONS
TOTALAPPROPRIATIONS
831
FUND:213
JUVENILECASEMANAGERFUND
In2005,the79thTexasLegislaturecreatedtheJuvenileCaseManagerFundallowingtheassessmentofa
feeofupto$5todefendantsconvictedoffineonlymisdemeanorcasesinJusticeofthePeaceCourts
andCountyCourtsatLaw.BexarCountyCommissionersCourtapprovedthecollectionofthe$5feein
2006. This fee may only be used to provide funds for salary and benefits of Juvenile Case Managers
employedtoprovideservicesincasesinvolvingjuvenileoffenders.
In2013,the83rdTexasLegislatureapprovedthecollectionofanadditional$2feeonallmisdemeanor
convictions(otherthanthoserelatingtoapedestrianortheparkingofamotorvehicle)inJusticeofthe
Peace Courts to fund a newly created State Truancy Prevention and Diversion Fund. This new funds
purpose is to expand the scope of Juvenile Case Managers statewide to include prevention and
intervention services to juveniles prior to involvement with the criminal justice system. The County
keeps $1 of the $2 fee to fund Juvenile Case Managers, with the remaining $1 going to the States
TruancyPreventionandDiversionFund.
Appropriations:
FY201415
Actual
OperationalExpenses
Subtotal
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$739,456
$360,300
$368,163
$340,400
$739,456
$360,300
$368,163
$340,400
ProgramChanges
$0
Total
$739,456
$360,300
$368,163
$340,400
Fundingintheamountof$340,400inOperationalExpensesisproposedforFY201617.Pursuantto
the Uniform Truancy Case Management Agreement that was entered into with the City of San
AntonioinFY201314,theCountywillcontinuetotransferthebalanceoffundsintheJuvenileCase
Manager Fund to the City on a quarterly basis to support the communitys Uniform Truancy Case
ManagementProgram.ThedecreasewhencomparedtotheFY201516estimateisduetodeclining
revenueprojectionsforFY201617.
832
BexarCounty,Texas
DisputeResolution(Fund214)
FY201415
Actuals
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$540,237
220
$540,457
$126,902
$667,419
$44,113
$584,570
$667,419
APPROPRIATIONS
Judicial
Subtotal
$639,988
841
$618,526
$24,032
$667,419
TOTALAPPROPRIATIONS
$618,526
$618,526
$615,956
$55,418
$618,526
$615,956
$615,956
$612,001
$64,344
$594,494
$612,001
$612,001
$24,032
$24,032
$530,000
150
$530,150
$55,418
$540,084
433
$540,517
TOTALAVAILABLEFUNDS
TransfersIn
TotalRevenues
FY201617
Proposed
$55,418
$0
Revenue
ServiceFees
OtherRevenue
Subtotal
FY201516
Estimate
$0
$0
$639,988
$618,526
FUND:214
ACCOUNTINGUNIT:4711
DISPUTERESOLUTIONFUND
Mission: The Bexar County Dispute Resolution Center (BCDRC) is committed to providing timely,
effective,andcaringservicestoeachpersoninneedofourassistance.
Treatourclientswithdignityandrespect,strivingtoearntheirtrustandmaintainourcredibility.
Provide our clients with a forum in which to resolve their problems and disputes in a peaceful and
expedientmanner.
Utilize every opportunity to educate the citizens of Bexar County about our services, promoting, and
encouragingtheuseofmediationasameansofresolution.
Recognize the immense contributions volunteer mediators make to our success and our ability to
conductthebusinessoftheCenter.
Strive to maintain the leading edge in mediation in the State of Texas and to sustain the Center as a
modeltobeemulatedstatewide.
Vision: ThevisionoftheBexarCountyDisputeResolutionCenteristoprovideBexarCountyresidents
with direct access to mediation (through the utilization of volunteer mediators) as an alternative
approachtoresolvinginterpersonal,family,businessconsumer,andcommunitydisputesandtoassist
thecourtsintheexpedientresolutionofcivildisputes,therebyrelievingunduecourtcongestion,costs
anddelays.
GoalsandObjectives:
Provide Bexar County residents with direct access to alternative methods and resources for
resolvingdisputesofalltypes.
ProvidedisputeresolutionservicestoassistBexarCountyresidentstoresolvedisputesinafair,
expeditious,andinexpensivemanner.
Provide information and referral services for disputes that can best be served by other
community,governmental,and/orsocialserviceagencies.
Assistthecourtsintheresolutionofbothciviland criminal disputes,thereby,relievingundue
courtcongestion,costs,anddelays.
Provide the public school systems of Bexar County with a peer mediation system which will
enablestudentstoresolvetheirownproblemsinapeacefulmanner.
Increase the publics awareness and knowledge of the use of mediation as an appropriate
meansofdisputeresolution.
Encourage enhancement of the Centers service delivery system through continuous
improvements and innovations, including utilization of technological solutions to improve
operations.
Seek new projects and innovative applications for mediation in various arenas, which will
enhanceBexarCountyDisputeResolutionCentercontributionstothecommunity.
Recruit, train, and utilize community volunteers as mediators, intake workers, and presenters.
842
Program Description: The Bexar County Dispute Resolution Center has three primary functions:
mediation, information/referral, and community education. The Center offers mediation services to
Bexar County residents as an alternative method of resolving citizens' disputes in a peaceful and
expeditious manner, therebyavoiding judicialaction.TheCenter'smediationservicesinclude multiple
programs: CommunityBased Mediation, CourtOrdered Litigation Mediation, Family Mediation,
Childrens Court Mediation, Mediation in the Justice of the Peace Courts, Multiparty Public Policy
Dispute Resolution, San Antonio Housing Authority Hearings, and Neighborhood Mediation at San
AntonioPoliceDepartmentssubstations.TheCenteroffersaninformationandreferralservice,which
assists citizens with problems or disputes that can best be addressed by other community,
governmental, or social service agencies. The Center also conducts community education activities
through the Centers Speakers Bureau. These activities promote the use of mediation and conflict
management as alternative means of dispute resolution. Speakers Bureau activities include:
presentations,lectures,conferences,programexhibits,andconflictmanagementtrainingseminars.The
Centerprovidespeer mediationtrainingprograms totheschoolsystemsofBexarCountythrough the
Amigos in Mediation (AIM) program. In addition, the Center conducts Advanced Mediation Training
forvolunteermediators.
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
WorkloadIndicators:
DisputeResolutionServices
NumberofClientsServed
CasessetforMediation
NumberofCommunityAwareness&Education
Activities
6,226
3,093
PeerMediationServices
SchoolCompletingPeerMediationTrainings
StudentsTrainedasPeerMediators
PeerMediationProgramsSupportedbyAIMProgram
6,200
2,900
774
6,200
2,900
700
95
2,050
158
80
2,000
148
80
2,000
148
26
514
196,460
26
470
200,000
24
480
200,000
834
1,736
99%
850
1,750
98%
900
1,750
98%
700
AveragenumberofdaystoprocessaCase
AverageNumberofActivecasesperMonth
PeopleReachedThroughCommunityOutreach
PeerMediationServices
StudentMediationsConducted
NumberofDisputantsParticipatinginMediation
PeerMediationAgreementRate
843
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
PercentofCasesResolved
CasesDivertedfromCourt
HoursofWorkContributedbyVolunteers1
DollarValueofVolunteerSupport
EstimatedSavingstoBexarCountyfromCasesCourt
OrderedtoMediation2
84%
73%
5,992
$381,680
$2,395,000
PeerMediationServices3
PercentofReportingParticipantsStatingMediation
PreventedInappropriateAction
PercentofReportingParticipantsStatingTheyWould
UseMediationAgain
PercentofReportingSchoolsStatingTheyWould
RecommendtheProgram
83%
99%
100%
80%
70%
5,550
$400,000
$2,440,000
90%
97%
100%
80%
70%
5,575
$415,000
$2,480,000
95%
98%
100%
Appropriations:
FY201415
Actual
PersonnelServices
OperationalExpenses
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$561,546
22,371
17,708
10,376
$566,137
23,705
15,548
10,300
$568,223
23,645
14,188
9,900
$568,234
23,590
15,844
10,858
Subtotal
$612,001
$615,690
$615,956
$618,526
00
$0
ProgramChange
00
Total
$612,001
$615,690
$615,956
$618,526
Hoursincludetimecontributedbyvolunteersasmediators,communityspeakers,intakeassistantsand
mediationtrainers.
2
Estimated savings are based upon cost not encumbered for court costs and ad litehy6ms due to the successful
mediationofthesecases.
3
Percentsincludeonlythoseparticipantsand/orschoolsrespondingtothemeasure.
844
TheFY201617ProposedBudgetremainrelativelyflatwhencomparedtoFY201516Estimatesas
describedbelow.
The Personnel Services group remains relatively flat when compared to FY 201516 Estimates.
FullfundingisprovidedforallauthorizedpositionsintheFY201617.
TheTravel,Training,andRemunerationsgroupremainsrelativelyflatcomparedtoFY201516
Estimates. Funding is provided for volunteer stipend payments as requested by the Center to
assistvolunteerswithtravelandparkingexpenses.
The Operational Expenses group increases by 11.7 percent when compared to FY 201516
Estimates.Thisisduetofundinganewprinter,toner,andAdobeProsoftwareforFY201617.
The Supplies and Materials group increases by 9.7 percent when compared to FY 201516
Estimates.Thisisprimarilyduetoincreasedfundingforbooksandperiodicalstoobtainupto
dateTexasCodes.
FY201415
Actual
DisputeResolutionCenterDirector
IntakeCoordinator
Intake/MediationManager
MediationCoordinator
OfficeAssistantII
OfficeAssistantIV
PeerMediationCoordinator
TotalDisputeResolutionFund
845
FY201516
Estimate
FY201617
Proposed
1
2
1
2
2
1
1
1
2
1
2
2
1
1
1
2
1
2
2
1
1
10
10
10
BexarCounty,Texas
DomesticRelationsOffice(Fund215)
FY201415
FY201516
FY201617
Actuals
Estimate
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
ServiceFees
OtherRevenue
Subtotal
TransfersIn
TotalRevenues
TOTALAVAILABLEFUNDS
$97,978
$97,978
$68,949
$68,949
$89,949
$89,949
$355,450
764
$356,214
$351,968
391
$352,359
$350,000
250
$350,250
$21,655
$374,014
$442,963
$0
$350,250
$0
$356,214
$454,192
$440,199
APPROPRIATIONS
HealthandPublicWelfare
Subtotal
InterfundTransfer
$378,330
$378,330
$6,913
TOTALAPPROPRIATIONS
851
$385,243
$346,102
$346,102
$6,913
$353,015
$416,383
$68,949
$89,949
$23,816
$454,192
$442,963
$440,199
$409,470
$409,470
$6,913
FUND:215
ACCOUNTINGUNIT:4102
DOMESTICRELATIONSOFFICEFUND
ProgramDescription: TheDomesticRelationsOffice(DRO)Fundismaintainedbya$15feepaid
upon filing of a civil suit. The DRO is located on the third floor of the Bexar County Courthouse and
providessocialservicestoBexarCountycitizens.Specifically,theDROprovidessocialandmentalhealth
services support, supervised visitation and neutral exchanges, cooperative parenting group classes,
visitation enforcement program, and low cost social study program to the citizens of Bexar County
involvedinfamilylawmatters.TheDROisastatutorilyestablishedoffice(TexasFamilyCodeChapter
203)administeredbytheBexarCountyJuvenileProbationDepartment.
Prior to 2000, the DRO was known as an Enforcement Office, and as an extension of the District
Attorneys office enforced child support orders. In the summer of 2000, the Juvenile Probation
Department initiated an agreement with the Office of Attorney General (OAG) to transfer its
enforcement function to the OAG and consolidate the county enforcement function into one entity
undertheOAG.ThetransferbecameeffectiveAugust1,2000.In2001,theJuvenileBoardapprovedthe
formationofcontractsforsupervisedvisitationandneutralchildexchangeservices.InDecember2001,
theJuvenileBoardChairmanAndyMirelesappointedanAdvisoryBoardtotheDRO.TheDROAdvisory
BoardhasassistedtheBexarCountyJuvenileBoardindevelopingthecurrentservicesoftheDRO.
FY201415
Actual
WorkLoadIndicators:
NumberofNonCustodialParentsServed
AverageNumberofCasesOpenperMonth
NumberofIntakeInterviewsConducted
121
90
588
NumberofNonCustodialParentswithIncreased
ParentingTimeAnnually
NumberofNeutralExchanges
Numberofhoursofsupervisedvisits
PercentageofClientsReportingImprovedSafetyfor
Children
PercentageofClientsReportingReducedConflict
orViolencewithOtherParentwhenExchanging
Children
PercentageofClientswithIncreasedParentingTime
Visitation
852
81
1,334
2,820
FY201516
Estimate
96
90
779
72
1,452
2,534
FY201617
Proposed
130
90
1,028
81
1,455
2,540
99%
90%
90%
91%
90%
70%
90%
67%
72%
Appropriations:
FY201415
Actual
PersonnelServices
OperationalExpenses
FY201516
Estimate
$242,621
0
135,617
92
$207,324
0
138,078
700
$271,216
2,000
135,554
700
6,913
6,913
6,913
6,913
$385,243
$419,526
$353,015
$416,383
00
$0
00
$353,015
$416,383
ProgramChange
Total
FY201617
Proposed
$274,359
2,000
135,554
700
InterfundTransfer
Subtotal
FY201516
Budget
$385,243
$419,526
TheFY201617AdoptedBudgetincreasesby18percentwhencomparedtoFY201516Estimates,
asdescribedbelow.
ThePersonnelServicesgroupfundingincreasesby30.8percentwhencomparedtoFY201516
EstimatesduetosavingsfromturnoverinFY201516.Fullfundingisprovidedforallauthorized
positionsintheFY201617.
TheTravel,Training,andRemunerationsgroupincludesthesameleveloffundingasallocatedin
theFY201516BudgetasapprovedbytheJuvenileProbationBoard.
Estimates. Funding for this group is provided at the same level as the FY 201516 Budget as
approvedbytheJuvenileProbationBoard.
TheSuppliesandMaterialsgroupremainsflatwhencomparedtoFY201516Estimates.
TheInterfundTransfergroupprovidesfundsfortheAccessCoordinatorposition,whichisgrant
funded. TheDomesticRelationsOfficereceives$59,918annuallyfromtheAccessandVisitation
grant program. The Access Coordinator works directly with noncustodial parents to resolve
visitationissues.
TheFY201617ProposedBudgetincludesnoprogramchanges.
853
FY201415
Actual
FY201516
Estimate
DomesticRelationsOfficeDirector
OfficeAssistantIII
ProgramSpecialist
StaffAttorney
TotalDomesticRelationsOfficeFund
854
FY201617
Proposed
1
1
1
1
1
1
1
1
1
1
1
1
BexarCounty,Texas
JusticeofthePeaceTechnologyFund300
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$234,375
$285,641
$214,454
$234,375
$285,641
$214,454
Revenue
ServiceFees
OtherRevenue
Subtotal
$275,301
1,061
$276,362
$247,325
1,224
$248,549
$249,000
800
$249,800
TotalRevenues
$276,362
$248,549
$249,800
TOTALAVAILABLEFUNDS
$510,737
$534,190
$464,254
Judicial
Subtotal
$225,096
$225,096
$319,736
$319,736
$244,450
$244,450
$225,096
$319,736
$244,450
$285,641
$214,454
$219,804
TOTALAPPROPRIATIONS
$510,737
$534,190
$464,254
APPROPRIATIONS
861
FUND:300
JUSTICEOFTHEPEACETECHNOLOGYFUND
In 2001, the 77th Texas Legislature created the Justice of the Peace Technology Fund (JP Tech Fund)
fundedbytheassessmentofafeeofupto$4todefendantsconvictedofmisdemeanorcasesinJustice
ofthePeaceCourts.BexarCountyCommissionersCourtapprovedthecollectionofthe$4feein2001.
The County collected the fee for approximately two months, but it was suspended due to pending
litigation.AjudgmentwashandeddownJune30,2003dismissingthelitigation.OnSeptember9,2003,
CommissionersCourtreauthorizedthecollectionofthe$4fee.Thisfeemaybeusedtoprovidefunds
for technological enhancements for justice courts including: computer systems, computer networks,
computer hardware, computer software, imaging systems, electronic kiosks, electronic ticket writers,
and docket management systems. In accordance with article 102.0173 of the Texas Code of Criminal
Procedure,thestatuteliststechnologicalenhancementsthatmaybepurchasedfromthefund;however
theenhancementsarenotlimitedtotheitemsonthelist.CountyCommissionersCourtdeterminesand
approveswhatitemsmaybepurchasedfromthefund.
Appropriations:
FY201415
Actual
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
PersonnelServices
OperationalExpenses
CapitalExpenditures
$156,453
0
40,000
28,643
$12,500
3,000
301,651
0
$15,086
3,000
301,650
0
$0
0
244,450
0
Subtotal
$225,096
$317,151
$319,736
$244,450
ProgramChanges
$0
Total
$225,096
$317,151
$319,736
$244,450
The FY 201617 Proposed Budget decreases by 23.5 percent when compared to FY 201516
There is no proposed funding for the Personnel Services group for FY 201617. One fulltime
employee was transferred out of this fund at the end of FY 201415, but was paid a small
amountinFY201516duetothetimingofpayperiodsattheturnofthefiscalyear.Additionally,
fundingwasprovidedduringFY201516fortemporaryworkers.Nosuchfundingisbudgetedfor
FY201617.

862
ThereisnoproposedfundingfortheTravel,Training,andRemunerationsgroupforFY201617.
DuringFY201516,abudgettransferwasprocessedtoallowJusticeofthePeacePrecinct2to
useaportionoftheirtechfundallocationtopayfortechnologyrelatedtraining.Thisuseofthe
JusticeofthePeaceTechnologyFundispermittedbythestatutegoverningthistypeoffund.

The Operational Expenses group decreases by 19 percent when compared to FY 201516
Estimates.ThisisdueadecreaseinthefundingproposedforasoftwarecontractintheJPTech
FundforFY 201617.TheCountysagreementwithCourtView JusticeSolutionsisbudgetedin
the Justice of the Peace Technology Fund for a total amount of $164,450 for FY 201617.
CourtView will provide software support and maintenance for the Justice of the Peace case
managementsystem.Morespecifically,CourtViewwillmaintainthecasemanagementsystem
and implement periodic software updates as needed to ensure that the system operates in
conformitywithallperformancestandardsandfunctionalrequirementsprovidedbytheCounty.
Additionally, $20,000 in Technology Improvement funding is allocated to each precinct within
theJusticeofthePeaceTechnologyFund.

FY201415
Actual
FY201516
Estimate
FY201617
Proposed
1
1
0
0
0
0
AnalystProgrammerII
TechnologyBusinessAnalyst
TotalJPTechFund
863
BexarCounty,Texas
DistrictandCountyCourtsTechnologyFund301
FY201415
Actual
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$92,247
$125,388
$154,039
$92,247
$125,388
$154,039
Revenue
ServiceFees
OtherRevenue
Subtotal
$32,662
479
$33,141
$34,976
751
$35,727
$30,000
450
$30,450
TotalRevenues
$33,141
$35,727
$30,450
$125,388
$161,115
$184,489
GeneralGovernment
Subtotal
$0
$0
$7,076
$7,076
$10,000
$10,000
$0
$7,076
$10,000
$125,388
$154,039
$174,489
TOTALAPPROPRIATIONS
$125,388
$161,115
$184,489
TOTALAVAILABLEFUNDS
APPROPRIATIONS
871
FUND:301
DISTRICTANDCOUNTYCOURTSTECHNOLOGYFUND
ProgramDescription:Article102.0169oftheTexasCodeofCriminalProcedureprovidesforthe
mandatory collection of a $4 fee by a defendant convicted of a criminal offense in a County Court,
statutoryCountyCourt,orDistrictCourt.ThefeeshallbedepositedinafundknownastheDistrictand
CountyCourtTechnologyFund.Thefundshallbeusedtocovertheexpensesassociatedwithcontinuing
education and training for County Court, statutory County Court, or District Court judges, and clerks
regardingtechnologicalenhancementsforthosecourts.Thesefundsmayalsobeusedforthepurchase
andmaintenanceoftechnologicalenhancementsforaCountyCourt,statutoryCountyCourt,orDistrict
Court.
TheDistrictandCountyCourtTechnologyFundshallbeadministeredbyandunderthedirectionofthe
CommissionersCourtoftheCounty.
Appropriations:
FY201415
Actual
Total
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$0
$29,775
$7,076
$10,000
$0
$29,775
$7,076
$10,000
The Supplies and Materials group includes $10,000 in funding for technological improvements for
CountyCourtatLawcourtroomsandjuryrooms.
872
BexarCounty,Texas
CourthouseFacilitiesImprovement(Fund306)
FY201415
FY201516
FY201617
Actual
Estimate
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$216,205
$216,205
$571,340
$571,340
$1,061,602
$1,061,602
$517,977
2,079
$520,056
$512,601
4,495
$517,096
$500,000
2,100
$502,100
$736,261
$1,088,436
$1,563,702
$164,921
$164,921
$177,100
$177,100
$164,921
$26,834
$26,834
$26,834
$571,340
$1,061,602
$1,386,602
TOTALAPPROPRIATIONS
$736,261
$1,088,436
$1,563,702
Revenue
ServiceFees
OtherRevenue
TotalRevenues
TOTALAVAILABLEFUNDS
APPROPRIATIONS
CapitalExpenditures
Subtotal
881
$177,100
FUND:306
COURTHOUSEFACILITIESIMPROVEMENTFUND
The Courthouse Facilities Improvement Fund is a Bexar County Operating Fund created as a result of
legislationpassedbythe81stSessionoftheTexasLegislature.Thelegislationallowstheassessmentofa
fee of up to $15 for each civil case filed in the court. The fees collected may be used for the
construction,renovation,orimprovementofthefacilitiesthathousetheBexarCountyCivilandCriminal
Courts.ThisfundisbudgetedbyapprovaloftheCommissionersCourtinaccordancewithSection51.706
oftheTexasGovernmentCode.
Appropriations:
FY201415 FY201516
FY201516
FY201617
Actual
Budget
Estimate
Proposed
CapitalExpenditures
$164,921
$365,000
$26,834
$177,100
Total
$164,921
$365,000
$26,834
$177,100
Overall, the FY 201617 Proposed Budget increases significantly when compared to FY 201516
TheCapitalExpendituresgroupproposesfundingintheamountof$117,100asfollows:
Replacement of an air conditioning unit located in the Bexar Courtly Courthouse for a
totalcostof$58,500.
ReplacementofanAHUhandler,ductwork,andadditionaldualzonecontrol.Replacing
the ductwork and adding the zone control will improve energy savings at the Bexar
CountyCourthouseforatotalcostof$93,600.
Funding for repairs and replacement of the existing roof of the Bexar Courtly
Courthouseisproposedintheamountof$25,000.
882
BexarCounty,Texas
DistrictAttorneyM.I.L.E.S.Program(Fund332)
FY201415
Actuals
FY201516
Estimate
FY201617
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
ServiceFees
OtherRevenue
Subtotal
TotalRevenues
TOTALAVAILABLEFUNDS
APPROPRIATIONS
GeneralGovernment
Subtotal
InterfundTransfers
TOTALAPPROPRIATIONS
891
$188,244
$188,244
$27,400
191,081
$218,481
$218,481
$406,725
$303,068
$303,068
$54
0
$54
$54
$303,122
$103,657
$103,657
$0
$103,657
$303,068
$406,725
$0
$0
$303,122
$303,122
$0
$303,122
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
$0
$0
- FUND:332
D.A.MILESFUND
Program Description: The M.I.L.E.S. (Meaningful Intervention Leading to Enduring Success)

ProgramwascreatedbytheDistrictAttorneysofficeinSeptember2014underArticle102.012ofthe
TexasCriminalCodeofProcedure.Theprogramisforfirsttimeoffendersbetweentheagesof17and21
charged with certain misdemeanor offenses and offers them an opportunity to have their charge
dismissed following successful completion of a six month supervisory term and full payment of
restitution and other fees. The opportunity provides a path for first time offenders that meet certain
qualificationstoconcludetheircriminaljusticeinvolvementwithoutaconvictionontheirrecord.Courts
willreducethenumberofdefendantsontheirdocketsandthejailadministratorcouldseelessjailbeds
utilized in the future if the recidivism of these defendants is reduced. The application fee for the
program is $50 and if accepted, the program fee is $350 for participants charged with a Class B
Misdemeanorand$450forparticipantschargedwithaClassAMisdemeanor.
TheDistrictAttorney'sofficeconsidersthefollowingfactorsbeforeplacingaclientintheprogram:
Victim'sinputwillbeconsideredbeforeplacinganindividualintheprogram,ifapplicable.
Restitutionamount,ifapplicable,willbeconsiderediftheamountishigherthananamounta
personcouldreasonablybeexpectedtopayduringthelengthoftheprogram.
Anyotherfactorsnotedintheapplicationmaterials.
PreTrialServicessupervisesparticipantsforthreemonths,unlesstheperiodofsupervisionisextended
tosixmonthsbecausethedefendantisnotinfinancialcomplianceattheendofthreemonths.
Appropriations:
FY201415
Actual
PersonnelServices
OperationalExpenses
InterfundTransfers
Subtotal
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$87,217
14,260
2,180
0
$0
0
0
312,433
$0
0
0
303,122
$0
0
0
0
$103,657
$312,433
$303,122
$0
ProgramChange
$0
Total
$103,657
$312,433
$303,122
$0
In FY 201516, the D.A. PreTrial Diversion program replaced the D.A. MILES program. Therefore,
therearenoexpendituresorrevenuesproposedforFY201617.
892
BexarCounty,Texas
DAPreTrialDiversionProgram(Fund333)
FY201415
Actuals
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
ServiceFees
FinesandForfeitures
OtherRevenue
InsurancePremiumsRevenue
Subtotal
InterfundTransfers
TotalRevenues
TOTALAVAILABLEFUNDS
$0
$0
$0
1,116
11
34,400
$35,527
$0
$35,527
$35,527
FY201516
Estimate
FY201617
Proposed
$33,270
$33,270
$34,933
0
0
140,770
$175,703
$303,122
$478,825
$512,095
$330,169
$330,169
$32,000
0
0
141,000
$173,000
$0
$173,000
$503,169
APPROPRIATIONS
Judicial
Subtotal
TOTALAPPROPRIATIONS
$2,257
$2,257
$2,257
$33,270
$35,527
901
$181,926
$181,926
$181,926
$330,169
$512,095
$302,899
$302,899
$302,899
$200,270
$503,169
FUND:333
DISTRICTATTORNEYS
PRETRIALDIVERSIONFUND
During 2015, the District Attorneys Office implemented a PreTrial

Diversion (PTD), a program which will replace the former MILES Program. This program was created
under Article 102.0121 of the Texas Criminal Code of Procedure. The participation is expected to
surpass 800 participants. The opportunity provides a path for firsttime offenders, meeting certain
qualifications, to conclude their criminal justice involvement without a conviction on their record. In
addition to the reduction in the number of defendants on the court dockets, the District Attorneys
Officeanticipatesareductioninjailbeddays,asthesedefendantswillnowbesupervisedratherthanbe
incarcerated.TheJudicialServicesDepartmentwillsuperviseandtailorconditionstomeetandaddress
thespecificissuescontributingtoanindividualdefendantcommittingcrimes.
Appropriations:
FY201415 FY201516 FY201516 FY201617
Actual
Budget
Estimate
Proposed
PersonnelServices
Subtotal
$2,257
$146,480
$181,926
$142,096
$2,257
$146,480
$181,926
$142,096
ProgramChange
$160,803
Total
$2,257
$146,480
$181,926
$302,899
The FY 201617 Proposed Budget increases significantly when compared to the FY 201516
Estimatesasexplainedbelow.
The Personnel Services group decreases by 21.9 percent due to the one time funding for three
temporaryPreTrialBondOfficerIpositionsduringFY201516fortheimplementationoftheDistrict
AttorneysPreTrialDiversionProgramwiththeJudicialServicesDepartment.
The FY 201617 Proposed Budget includes one program change for a total cost of $160,803, as
describedbelow.
902
TheprogramchangeaddsthreePreTrialBondOfficerI(NE05)positionsforatotalcostof
$160,803,includingsalary,benefits,andtechnologyequipment($3,258).ThePreTrialBond
Officers will supervise and tailor conditions to meet and address the specific issues
contributing to an individual defendant committing crimes. Of the three PreTrial Bond
Officers,twowillbeassignedtothemisdemeanorcaseloadandonewillbeassignedtothe
felonycaseload.
Paralegal
PreTrialBondOfficer
TotalDAPreTrialDiversionProgramFund
903
FY201415
FY201516
FY201617
Actual
Estimate
Proposed
0
0
3
0
3
3
BexarCounty,Texas
FleetMaintenanceFund504
FY201415
Actuals
FY201516
Estimate
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$365,275
$365,275
Revenue
ServiceFees
OtherRevenue
Subtotal
$760,658
1,968
260
$762,886
TransfersIn
TotalRevenues
$0
$762,886
TOTALAVAILABLEFUNDS
$1,128,161
$337,749
$337,749
$750,000
0
110
$750,110
$0
$750,110
$1,087,859
$141,791
$141,791
$725,000
0
0
$725,000
$62,374
$787,374
$929,165
APPROPRIATIONS
GeneralGovernment
Subtotal
$790,412
$790,412
$790,412
$337,749
TOTALAPPROPRIATIONS
FY201617
Proposed
$1,128,161
911
$946,068
$946,068
$946,068
$141,791
$1,087,859
$929,165
$929,165
$929,165
$0
$929,165
FUND:504
ACCOUNTINGUNIT:5050
PUBLICWORKSFLEETMAINTENANCEFUND
ProgramDescription:ThePublicWorksFleetMaintenanceFundwasestablishedtoprovidefor
thesafetyandextendedlifeoftheCountyslightvehicles.TheFleetMaintenanceDepartmentistasked
with providing County vehicles with periodic preventive maintenance, evaluating and recommending
vehicles for replacement based on maintenance and operational cost analyses, developing
specificationsforcontractrepairs,andservingastechnicaladvisortootherOfficesandDepartmentsin
developing special equipment and vehicle bid specifications. The Fleet Maintenance Director is the
ChairoftheBexarCountyVehicleReplacementCommittee.
GoalsandObjectives:
Provide safe and mechanically sound vehicles to our customers, especially those who drive
emergencyvehiclesthatprovideforpublicsafetyforBexarCountyCitizens.
Reduce the number of unscheduled repairs by providing an aggressive and methodical
preventivemaintenanceprogramforallBexarCountyvehiclesandequipment.
Assist all Offices and Departments in having the proper vehicle or piece of equipment to
performtheirmissions.
AssistingettingthebestreturnforallBexarCountyvehiclesatthetimeofsale.
EstablishaworkatmospherethatpromotestheeffectiveandefficientmanagementofBexar
Countyresources.
Establish a work center atmosphere that promotes the effective and efficient management of
Countyresources.
FY201415
Actual
WorkloadIndicators:
TotalNumberofLightVehiclesinFleet
NumberofMaintenanceServicesPerformedon
PatrolVehicles
NumberofMaintenanceServicesPerformedon
TrafficVehicles
910
1,216
1,124
1,004
550
505
.18
.14
132
98%
97%
98%
505
97%
97%
98%
912
992
.16
.11
142
PercentageofDaysAvailablePatrolVehicles
PercentageofDaysAvailableTrafficVehicles
PercentageofDaysAvailableLightVehicles
FY201617
Proposed
991
MaintenanceCostperMile(Patrol)
MaintenanceCostperMile(Traffic)
RatioofVehiclesperMechanic
FY201516
Estimate
.20
.16
130
98%
97%
98%
Appropriations:
FY201415
Actual
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$688,667
0
72,515
29,230
$790,678
3,100
124,401
61,876
$769,567
3,100
87,145
86,256
$797,885
3,100
82,880
45,300
Subtotal
$790,412
$980,055
$946,068
$929,165
00
$0
PersonnelServices
OperationalExpenses
ProgramChange
00
Total
$790,412
$980,055
$946,068
$929,165
asdescribedbelow.
ThePersonnelServicesgroupincreasesby3.7percentwhencomparedtoFY201516Estimates.
This increase is due to savings from turnover experienced during FY 201516. Full funding is
providedforallauthorizedpositionsintheFY201617.
The Travel, Training, and Remunerations group remains flat when compared to FY 201516
Estimates.FundingisprovidedfortheFleetManagertotraveltotheGovernmentFleetExpo&
Conferencetokeepupwiththelatestbestpracticesinfleetmanagement.
Estimates.ThisisduetotheonetimefundingforrenovationsofthefacilitiesduringFY201516.
Funding is provided in FY 201617 for the new Fleet Management Information System, which
willimproveturnaroundtimeforvehiclesenteringtheshop.Additionalfundingisalsoavailable
for data lines associated with the recent installation of wireless internet at the Fleet
Maintenance facility, which will allow for better customer service. Funding is also provided in
the Repairs & MaintenanceBuildings account for minor facility upgrades, including the
installationofsolarlightsintheparkinglotandsecuritycamerasforthefacilities.
The Supplies and Materials group decreases significantly when compared to FY 201516
Estimates.Thisisprimarilyduetotheonetimepurchaseofofficefurnitureforimprovementto
the customer service area and office workspaces for FY 201516. Funding is provided for the
purchaseofminorequipmentsuchasatiremachine,transmissionflusher,andairconditioner
machineinFY201617.
TheFY201617ProposedBudgethasnoprogramchanges.
AninterfundtransferfromtheGeneralFundisproposedintheamountof$62,374toprovide
913
supplementthefundthroughFY201617.
AutomotiveJourneyman
AutomotiveMechanic
AutomotivePartsClerk
AutomotiveServiceWorker
AutomotiveServiceWriter
FleetMaintenanceOperationsManager
FleetMaintenanceSuperintendent
FleetTechnician
MaintenanceController
OfficeAssistantIII
TotalFleetMaintenanceFund
914
FY201415
Actual
2
5
1
2
0
1
1
1.5
0
1
FY201516
Estimate
2
4
1
2
1
1
1
1
1
1
FY201617
Proposed
2
4
1
2
1
1
1
1
1
1
14.5
15
15
BexarCounty,Texas
TechnologyImprovementFund565
FY201415
Actual
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
FY201516
Estimate
FY201617
Proposed
$376,835
$376,835
Revenue
ServiceFees
OtherRevenue
Subtotal
TransfersIn
TotalRevenues
$1,768,877
$1,768,877
$1,098,962
$42,525
$1,141,487
$2,247,220
$2,247,220
$932,938
$0
$932,938
$739,275
$0
$739,275
$1,811,482
$2,952,969
TOTALAVAILABLEFUNDS
$1,234,748
$2,167,686
$3,329,804
APPROPRIATIONS
GeneralGovernment
Subtotal
$3,936,563
$1,560,927
$1,560,927
TOTALAPPROPRIATIONS
921
$2,479,720
$2,247,220
$3,329,804
$2,479,720
$2,479,720
$1,689,343
$1,768,877
$4,535,495
$1,689,343
$1,689,343
$1,560,927
$1,549,000
$2,288,275
$2,055,755
$3,936,563
$4,535,495
FUND:565
TECHNOLOGYIMPROVEMENTFUND
Program Description: The Technology Improvements Fund was established in FY 199899 as a

result of a performance review of the Bexar County Information Technology Department (BCIT). The
outside consultant, MGT of America, made recommendations designed to improve the Countys
technologyplanningandservices.Thisfundfacilitatesthepurchaseofcomputerrelatedequipment.Itis
designedtosatisfythedepartmentalrequirementforaninternalinformationtechnologybudget,while
maintainingcentralizedcontrolofthepurchasingprocesstomaintaincountywidetechnologystandards.
The goal is to maintain the highest level of performance for each departments unique needs, while
maintainingoverallconnectivitybetweensystems.
Prior to FY 199899, the technology improvements were expensed either in the BCIT budget or
appropriatedinthecapitalexpenditurelineitemofindividualofficesanddepartments.Thisbudgeting
approachmadeitdifficulttotrackandcontroltheCountysinvestmentsintechnology.
ThesystemofallocatingallthecostsoftechnologyimprovementstoCountyOfficesandDepartments
moreaccuratelyassessesthetruecostsoftheoperationoftheseofficesanddepartments.Thissystem
also places managerial control of these costs within each organization. Once transferred to the
Technology Fund, the funding for each Office and Departments technology needs are tracked
separately to ensure that the contributions made by each are used only to purchase their technology
equipment recommended in the budget process. In turn, this system also gives County Officials and
Department heads better cost information with which to assess their Offices or Departments
performance.
PerformanceIndicators:(SeeInformationTechnology)
Appropriations:
FY201415
Actual
PersonnelServices
OperationalExpenses
Subtotal:
FY201516
Budget
FY201617
Proposed
$91,522
0
1,469,405
$139,477
0
943,950
$140,560
58,515
1,490,268
$160,935
0
2,288,275
$1,560,927
$1,083,427
$1,689,343
$2,449,210
$1,689,343
$2,479,720
ProgramChanges
Total
FY201516
Estimate
$1,560,927
922
$1,083,427
$30,510
TheFY201617ProposedBudgetincreasessignificantlywhencomparedtoFY201516Estimatesas
describedbelow.
Estimates.ThisisduetoturnoverexperiencedinFY201516.Fullyearfundingisprovidedforall
authorizedpositionsinFY201617.
NofundingisproposedwithintheOperationalExpensegroupforFY201617.DuringFY2015
16,onetimefundingwasusedtopurchasetwoserversandadditionalvideorecordingstorage
spaceforsurveillanceofcountyfacilities.
Estimates. Funding is proposed for the purchase of new technology items for Offices and
Departments. Funding in the amount of $1,549,000 is proposed for the Countys personal
computerandnotebookreplacementprogram.
The FY 201617 Proposed Budget includes a total of $30,510 in technology needs which will
supportrecommendedprogramchangesforvariousofficesanddepartmentsasshownbelow.
TechnologyforProposedProgramChanges
BibliotechAdmin
BibliotechEast
BibliotechSouth
CountyClerk
DistrictAttorney
DistrictAttorneyPretrialFund
FacilitiesAdmin
FacilitiesAdultDetentionCenter
FacilitiesCountyBuildings
FacilitiesJuvenileInstitutions
FireCodeFund
JudicialServicesAdmin
JudicialServicesCrimeLab
JudicialServicesMedicalExaminer
JudicialServicesPretrial
JudicialServicesReEntry
SheriffLawEnforcement
TotalCost
923
Cost
$690
$1,679
$299
$2,707
$4,060
$3,258
$2,525
$299
$299
$299
$3,093
$1,616
$1,086
$1,535
$1,622
$1,086
$4,357
$30,510
FY201415
Actual
NetworkArchitectI
NetworkArchitectII
TotalTechnologyImprovementFund
FY201516
Estimate
FY201617
Proposed
1
1
1
1
1
1
2
Appropriations:
The FY 201617 Proposed Budget includes a total of $739,275 in technology needs for
CountywideOfficesandDepartmentsasshownbelow.
ProposedTechnology
Amount
Office/Department
Agrilife
$2,279
Auditor
$7,795
BailBondBoard
$700
BexarHeritageandParks
$2,106
Bibliotech
$274
Budget
$5,000
CentralMagistrationCriminalDistrictClerk
$3,528
CentralMagistrationCriminalDistrictCourts
CivilDistrictCourts
$2,549
$9,326
CivilDistrictCourtsChildren'sCourt
$1,553
CivilDistrictCourtsFamilyDrugCourt
$362
CommunityResourcesCommunityPrograms
$1,175
CommunityResourcesDirectClientServices
$295
CommunityResourcesVeteransServices
$2,171
CommunitySupervisionandCorrections
$33,334
ConstablePrecinct1
$2,601
ConstablePrecinct2
$6,814
ConstablePrecinct3
$3,560
ConstablePrecinct4
$1,547
CountyClerk
$53,657
CountyCourtsAtLaw
$13,391
CriminalDistrictCourts
$8,029
DisputeResolution
$1,377
924
Office/Department
ProposedTechnologyAmount
DistrictAttorney
$42,724
DistrictClerk
$14,242
EmergencyManagementOffice
$36,812
FacilitiesAdministration
$6,513
FacilitiesAdultDetentionCenter
$5,607
FacilitiesCountyBuildings
$5,607
FireCodeFund
$63,748
HumanResources
$5,077
InformationTechnologyApplicationDevelopment
$2,600
InformationTechnologyTechSupport
$20,000
JudicialServicesCourtCollections
$9,999
JudicialServicesCriminalInvestigationsLab
$11,922
JudicialServicesMedicalExaminer
$8,078
JudicialServicesMentalHealthInitiative
$1,754
JudicialServicesPretrialServices
$6,918
JuryOperations
JusticeofthePeacePrecinct1
JuvenileProbation
JuvenileServicesAdministration
LawLibrary
Management&Finance
MentalHealthDepartment
PublicDefendersOffice
PublicWorksStormWater
SheriffAcademy
SheriffADC
SheriffAdultDetentionCTRAnnex
SheriffAdultDetentionCTRComal
SheriffArchives
SheriffCentralRecords
SheriffCivil
SheriffCommunications
SheriffDispatch/Communications
SheriffHumanServices
SheriffIntake/Release
$2,200
$20,000
$20,000
$20,000
$20,000
$5,086
$1,275
$3,289
$9,000
$469
$295
$4,950
$20,122
$35,185
$1,992
$10,555
$650
$1,867
$1,955
$7,762
$28,649
$11,222
$825
925
Office/Department
ProposedTechnologyAmount
SheriffMentalHealth
SheriffPatrolSubstations
SheriffPersonnel
SheriffSupportServicesAdmin
SheriffWarrants
SheriffWorkRelease
TaxOfficeFinancialReporting
TaxOfficePropertyTax
TaxOfficeTaxAdministration
Total
$3,500
$9,424
$9,923
$69,463
$5,893
$55
$1,710
$4,270
$2,665
$739,275
926
FUND:700
CAPITALLEASEPROJECTSFUND
ProgramDescription:TheprojectsinthisfundwerefundedthroughMasterLeaseAgreementsupuntil
200809.ThisfundingmechanismallowedtheCountytomatchthetermoftheliabilitytothelifeofthe
asset being financed at competitive rates. Upon expiration of the Master Lease Agreements, the
remaining cash balance in the Capital Lease Projects Fund was reprogrammed to establish the
Efficiencies and Innovations Project. The following are the current projects created to enhance daily
business operations and create efficiencies to include the automation of business processes. The
remainingEfficienciesandInnovationsProjectbalanceisalsoreflectedinthelistbelow.
Project
ProjectBudget ActivitytoDate FundsAvailable
KOVISLicenses
$261,868
$17,316
$244,552
AMSFinancialManagementMaintenance
135,027
67,514
67,513
MedicalExaminerImagingProject
70,000
25,000
45,000
HROnlineOpenEnrollment
200,000
199,999
0
EfficienciesAndInnovationsProject
720,709
0
720,709
Total
$1,387,604
$109,830
$1,277,774
931
BexarCounty,Texas
FleetAcquisitionFund703
FY201415
Actuals
FY201516
Estimate
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
Revenue
FinesandForfeitures
OtherRevenue
Subtotal
InterfundTransfers
TotalRevenues
TOTALAVAILABLEFUNDS
$0
$0
$1,494,229
$1,494,229
$411,220
$200,000
$4,395
$415,615
$200,000
$3,106,161
$3,135,495
$2,532,403
$2,948,018
$3,706,074
$3,906,074
$4,442,247
$4,537,913
$3,810,408
$3,810,408
$0
$0
$3,740,317
$3,740,317
$3,810,408
$3,740,317
$631,839
$797,596
$4,442,247
$4,537,913
$3,135,495
APPROPRIATIONS
GeneralGovernment
PublicSafety
CapitalExpenditures
Subtotal
TOTALAPPROPRIATIONS
$20,591
$47,200
$1,573,475
$1,641,266
$1,641,266
$1,494,229
$3,135,495
941
$631,839
$631,839
$421
28,913
$29,334
FY201617
Proposed
FUND:703
FLEETACQUISITIONFUND
ProgramDescription:TheFleetAcquisitionFundwascreatedintheFY201415AdoptedBudget
to provide a more transparent vehicle acquisition process. These funds are used to purchase new
vehicles, as well as replacement vehicles as recommended by the Bexar County Vehicle Replacement
CommitteeandapprovedbyCommissionersCourt.
The Fleet Acquisition Fund will receive its revenue from budgeted funds in the appropriate funding
source(CapitalFund,RoadandBridgeFund,GeneralFund,etc.)establishedbytheBudgetDepartment.
Oncetransferredtothisfund,thefundingforeachOfficeandDepartments vehiclepurchaseswillbe
trackedseparatelytoensurevehiclesrecommendedinthebudgetprocessarepurchased.
Appropriations:
FY201415
Actual
GeneralGovernment
PublicSafety
CapitalExpenditures
Total
FY201516
Budget
FY201516
Estimate
FY201617
Proposed
$20,591
47,200
1,573,475
$0
0
2,693,490
$0
0
3,810,408
$0
0
3,740,317
$1,641,266
$2,693,490
$3,810,408
$3,740,317
TheFleetAcquisitionFundincludesanInterfundTransfertotaling$3,706,074fromthegeneralfund
forreplacementvehicles.Theremaining$34,243willbetransferredfromtheAppropriatedFund
Balance.
The table below reflects vehicle replacement costs for each Office or Departments, as well a new
vehicleforAgrilifeExtensionServicesfortransportingmaterialsandsuppliesforprogramoutreach.
Office/Department
AgrilifeExtensionServices
ConstablePrecinct1
ConstablePrecinct2
ConstablePrecinct3
ConstablePrecinct4
FacilitiesManagement
FireMarshal
JuvenileProbation
PublicWorks
Sheriff'sOffice
Total
942
Amount
$34,243
42,469
47,500
360,000
190,000
37,262
40,000
27,492
389,850
2,492,000
$3,740,317
BexarCounty,Texas
CommunityInfrastructureandEconomicDevelopment(Fund815)
FY201415
FY201516
FY201617
Actuals
Estimates
Proposed
AVAILABLEFUNDS
BeginningBalance
UndesignatedFunds
$2,839,759
$5,987,326
$3,719,961
$2,839,759
$5,987,326
$3,719,961
$4,223,101
0
$14,448
0
$0
0
$4,223,101
$14,448
$0
$4,223,101
$14,448
$0
$7,062,860
$6,001,774
$3,719,961
CapitalProjects
$1,075,534
0
$1,177,222
1,104,591
$2,042,241
170,409
Subtotal
$1,075,534
$2,281,813
$2,212,650
$1,075,534
$2,281,813
$2,212,650
$5,987,326
$3,719,961
$1,507,312
$7,062,860
$6,001,774
$3,719,961
Revenue
IntergovernmentalRevenue
OtherRevenue
Subtotal
TotalRevenues
TOTALAVAILABLEFUNDS
APPROPRIATIONS
GeneralGovernment
TOTALAPPROPRIATIONS
951
FUND:815
COMMUNITYINFRASTRUCTURE
ANDECONOMICDEVELOPMENTFUND
ProgramDescription:
Pursuant to the Texas Constitution Article III, 52a and Chapter 380 of the Texas Local Government
Code,aCityisauthorizedtoestablishandprovidefortheadministrationofoneormoreprogramsfor
making grants of public money to promote state or local economic development and to stimulate
business and commercial activity in and around the municipality. Using this Code, the City of San
Antonio(COSA)createdaprogramforthepurposeofmakingloansandgrantsavailableforeconomic
developmentprojectsmeetingcertaincriteria.
TheCityownedelectricityservice,CPSEnergy(CPSE)developedafundtosupporttheseefforts.As
partofitscurrentcorporatepolicytoassistpoliticalsubdivisionswithinitsservicearea,CPSEreserves
onanannualbasisonepercent(1%)ofretailelectricitysaleswithinthepoliticalsubdivisioninescrow
for use by the political subdivision for Community Infrastructure and Economic Development projects
(CIEDFunds).
Bexar County has demonstrated the need to use the available and uncommitted City CIED funds
reserved by CPSE for use to support Countyidentified economic development projects that meet the
requirementsofChapter380oftheTexasLocalGovernmentCode,butthatmayfalloutsidethescope
ofCPSEsCIEDFundPolicy.Becauseofthis,COSAhasagreedtoallowtheCountyaccesstoavailableand
uncommittedCIEDfundsthrougha381grantagreementwiththeunderstandingthatCountywoulduse
these funds for economic development projects. Parameters to be met to be considered for use of
thesefundsare:
The economic development project supports the attraction, retention or expansion of

companiesintargetedindustries,asdefinedintheapprovedCityorCountyTaxAbatement
Guidelines.
The economic development project supports development at or around military bases,

educationalinstitutionsorothernongovernmentalinstitutionswhichresultsinjobcreation
orretentionintargetedindustries.
Theeconomicdevelopmentprojectpromotescommercialormixedusedevelopmentinthe
CitysInnerCityReinvestmentandInfillPolicyarea.
The economic development project includes public improvements, training, property

acquisition, site development, and facility construction or improvements that support a
targetedindustry.
Theeconomicdevelopmentprojectmayincludestudiesorplanningactivitiesthatpromote
growthintargetedindustriesoreconomicdevelopment.
952
BelowaretheprojectallocationswithinthisFund:
FY201415
Actuals
Projects
EDFContribution(SAEDF)
MAPETCO
381Grants
InnovationFund
WorkforceInitiative
EconomicDevelopmentProgramming
EconomicDevelopmentCapitalProjectsRoads
$535,000
40,000
349,621
0
0
150,913
0
GrandTotal
$1,075,534
FY201516
Estimate
$535,000
40,000
322,222
150,000
0
130,000
1,104,591
$2,281,813
FY201617
Proposed
$535,000
0
432,241
850,000
100,000
125,000
170,409
$2,212,650
EconomicDevelopmentFoundation(EDF)Contribution
TheCityofSanAntoniobeganlookingatopportunitiestoimprovecorporateretentionandrecruitment
inthesummerof2008.Asaresult,severalissueswereidentifiedwhichincludedanassessmentofthe
strengths and weaknesses of the communitys overall retention and recruitment processes. The
corporate retention and recruitment subcommittee has worked over the past year to acquire
informationandinterviewstakeholdersintheeconomicdevelopmentcommunity.Thecommitteealso
evaluatednationaleconomicindustrytrendsandbestpracticesfromothercities.Therecommendations
will help the local economic development community refocus economic development efforts on
attracting and retaining new businesses. The subcommittees recommendations have three main
components: 1) create a longrange vision and strategic plan, 2) establish a process and structure for
economic development in San Antonio, and 3) improve resource utilization. A part of their
recommendationsincludeestablishingfundingfortheSanAntonioEconomicDevelopmentFoundation
fromtheCityofSanAntonioandtheCountyofBexarinanamountof$535,000fromeachentity.ForFY
201617 funding in the amount of $535,000 has been allocated towards the EDF pending contract
negotiations.
381GrantAgreements
Fundingintheamountof$432,241isappropriatedfortheCountysvarious381grantagreements.
InnovationFund
Innovation in the Cyber/IT industry and its ecosystem aligns well with central city revitalization and
growth in the desired highwage/ highskilled economic activity. To develop this industry, the County
hasestablisheda$1,000,000InnovationFundinFY201516thatwillbeusedfordirectincentivesand
othersupportprograms.Fundingintheamountof$850,000isavailabletocontinuetheprogramforFY
201617.
WorkforceInitiative
In the FY 201516 Adopted Budget, $100,000 was allocated to San AntonioTalent for Economic
Competitiveness (SATEC) to assist with providing dedicated staffing support to the SATEC board.
Subsequently,SATECmergedintotheSanAntonioWorksprogram.SAWorks,whichcurrentlyoperates
within the San Antonio Chamber of Commerce, was created to grow and enhance the existing career
and technology programs currently in place throughout the community to meet specific highskill
workforce needs. The SA Works program is now transitioning to the San Antonio Economic
DevelopmentFoundation.Fundingintheamountof$100,000isappropriatedforWorkforceInitiatives.
953
EconomicDevelopmentProgramming
Fundingintheamountof$125,000isprovidedforsupportofvariousprofessionalservicesagreements
and sponsorships within the local and regional geographic area to assist Economic Development in
performingitskeyfunctionsofjobretentionandjobgrowth.
954
GRANT FUNDS
Bexar County, Texas

Grants-In-Aid (Fund 800)
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Other Revenue
Subtotal
Interfund Transfers
Total Revenues
$4,398,863
$3,943,840
$0
$4,398,863
$3,943,840
$0
$21,126,740
$2,744
$40,497
$21,169,981
$7,777,276
$0
$45,126
$7,822,402
$18,257,483
$0
$600
$18,258,083
$93,370
$21,263,351
$126,550
$7,948,952
$255,295
$18,513,378
$25,662,214
$11,892,792
$18,513,378
$301,946
$1,452,056
$2,457,467
$234,157
$17,166,955
$21,612,581
$105,793
$166,070
$798,631
$1,351,607
$128,786
$9,447,697
$11,892,791
$0
$259,674
$1,248,768
$2,113,422
$201,375
$14,690,140
$18,513,378
$0
$21,718,374
$11,892,791
$18,513,378
$3,943,840
$0
$0
$25,662,214
$11,892,792
$18,513,378
APPROPRIATIONS
General Government
Judicial
Public Safety
Capital Projects
Subtotal
Interfund Transfers
96-1
Fund: 800, 808, 809, 810,

811, 812, 814, 816
GRANTS-IN-AID FUND
Bexar County uses grants to supplement annual budget allocations in

support of services provided by County Offices and Departments. Grant funds also serve as potential
seed money for new programs and/or services, particularly within County priority areas of concern,
identified gaps in service, and other service needs.
By policy Commissioners Court approves, in advance, Office and Department applications for
discretionary grant funding. Programs and services funded by grant monies are authorized only for the
term of the grant. Likewise, positions that are funded by grant resources are authorized only for the
term of the grant and employees who seek to fill these positions are notified of this condition of
employment. Grants appearing in this fund vary from year to year as some expire and others become
active. Currently, all grants budgets appear under this fund, including grants received that were not
anticipated at the time that the budget was prepared. The County's cash matches for grants, if required,
are appropriated in the Non-Departmental budget. Estimates are based on the best available data at the
time the budget is prepared.
Each grant includes performance indicators particular to its service

and/or program activities. These indicators become part of the grant submission and award. Bexar
County Offices and Departments which are awarded grant funds are responsible for adhering to all
grantor requirements, including but not limited to grant certifications, training, submission of regular
progress reports, maintenance of written policies and procedures and other documentation supporting
grant activities, and notifying the grantor agency of grant changes. Performance reports are reviewed by
the County in recommending support for grant renewal or continued service funding through other nongrant means.
Appropriations:
County grants are listed with the total grant budget, expenditures to date, and the
remaining funds available. Each Grant is listed by funding source. Many of the grant years are different
than the Countys fiscal year. Therefore, a significant amount of funds can be carried forward each year,
depending on the term of each grant.
Due to various grant applications and terms, grant appropriations and authorized positions are
approximate and may fluctuate throughout the Fiscal Year.
96-2
Grant Authorized Positions:
FY 2014-15
Actual
Adult Probation
JAG Adult Drug Court JA1605390101
Probation Officer
Texas Veterans Commission MS1612470603 &
MS1612470604/CJ16
Probation Officer
Juvenile Probation
Early Intervention CJ1528411, JJ161501
Program Asst-Sub Abuse & Family Enrich.
Senior Juvenile Probation Officer
Program Manager
CJD Juvenile Drug Court CJ1519410101
Child Access and Visitation Grant JM162201
Access Coordinator
JAG - Project Sentry JA1504410102
Senior Probation Officer
Early Intervention CJ1418410102
Misdemeanor Prosecutor
Victim Empowerment (COSA)
MS1632133001, MS1622133001
Licensed Professional Counselor
Community Resource Manager
Office Assistant IV
Justice Assistance Grant JA1607130001, JA1607130002
Advocate
Human trafficking CJD Grant CJ1621410101
Prosecutor III
Civil District Court
JAG - Family Drug Treatment Court JA1605370001
Family Support Monitor
Family Drug Court Manager
CJD - Family Drug Court Program CJ1508370002,
CJ5408370001
96-3
FY 2015-16
Estimate
FY 2016-17
Proposed
1
2
1
0
0
1
1
1
0
1
1
1
1
1
1
1
1
1
0
1
1
1
0
1
1
0
0
1
0
1
FY 2014-15
Actual
Civil District Court
Family Drug Court Monitor
Hidalgo Foundation Early Intervention Program
Family Support Monitor
Manager
Adult Drug Court Grant CJ1406390103
Case Manager (Felony)
Data Tracking Specialist
SAMSHA - Adult Treatment Court SA1644390101
Case Manager
Re-Entry Program Income MS1220390101
Case Manager
Sheriffs Office
ReAct Grant MS1504230001
Sheriff Deputy Law Enforcement Investigator
Judicial Services
Veterans Court CJ1607470601&TVC
Veterans Treatment Court Manager
Veterans Treatment Court Project Director
Texas Veterans Commission
Veterans Court Case Manager
BC Adult Treatmt Crt Collabor - Fund 211
Problem Solving Courts-Case Manager
DWI Grant / Fund 211
Intake Specialist - Problem Solving Court
Case Manager - Problem Solving Court
Adult Drug Court/DWI Court Manager
Prostitution Prevention Program CJ1409470401
Case Manager - Criminal District Court
CMAG Diversion Program CJ1405470406
Pre-Trial Bond Screening & Assessment
Public Defenders
MS1665401
Assistant Public Defender I
Office Assistant IV
96-4
FY 2015-16
Estimate
FY 2016-17
Proposed
0
0
2
1
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
1
1
0
1
1
3.5
0
0
3
1
3
1
FY 2014-15
Actual
Community Resources
Comprehensive Energy Assistance Program CEAP16
Client Services Supervisor
Client Services Manager
Intake Worker
Office Assistant I
Office Assistant IV
SARAH Continuum of Care MS1656470401, MS1647470401
Continuum of Care Planning Coordinator
Office Assistant IV
Child Welfare Strategic Alliance JA1607471401
Forensic Interview Specialist
Ryan White AR169900001, AM169900001, BS169900001,
AS169900001
Accountant III - Grants
Staff Auditor V
HIV Fiscal Monitor
HIV Contract Analyst
HIV Planner
HIV Planning Council Liaison
HIV Analyst
HIV Coordinator
Lead Fiscal Monitor
Office Assistant IV
Community Health Manager
Clerical Office Supervisor
Grants-in-Aid Total
FY 2015-16
Estimate
FY 2016-17
Proposed
1
0.5
5
1
2
1
0.5
7
1
2
1
0.5
7
1
2
1
1
0
0
0
0
1
0.5
2
1
1
1
1
1
1
1
1
1
1
0.5
2
1
1
1
1
1
1
1
1
1
1
0.5
2
1
1
1
1
1
1
1
1
1
63
68
68.5
Appropriations:
Activity Code
CEAP14
CEAP15
Grant Title
CEAP-2014*
CEAP-2015
CEAP16
ESG15
ESG16
HI02
HI0301502001
HI0301502002
CEAP-2016
Emergency Solutions Grant
Emergency Solutions Grant
HIDALGO FOUNDATION-2002
SBS Technology Updates
Children's Drug Court
HI0301502003
Historical Furniture Restoration
96-5
Budget
7,669,409
6,471,682
Activity
to Date
7,406,868
5,794,953
Funds
Remaining
262,541
676,729
5,408,268
168,132
185,671
257,799
903,995
320,000
1,139,457
2,311
2,769
47,712
-
4,268,811
165,821
182,902
210,087
903,995
320,000
4,583
4,583
Budget
400,009
202,973
Activity
to Date
50,000
-
Funds
Remaining
350,009
202,973
350,000
148,530
381,600
709,083
634,084
661,658
32,097
148,382
381,090
711,667
629,863
623,436
317,903
148
510
(2,584)
4,221
38,222
JAG Program-2016
Juvenile Justice Alternative Education Program-2011*
Juvenile Justice Alternative Education Program-2015
604,223
5,776,130
1,678,080
1,662,679
1,391,609
1,323,072
507,393
4,871,536
1,398,035
1,390,248
1,298,313
1,158,417
96,830
904,594
280,045
272,431
93,296
164,655
JJ16
JM11
JM12
JM13
JM14
JM15
Juvenile Justice Alternative Education Program-2016

Juvenile Prob-Miscellaneous Grants 2011
Juvenile Prob-Miscellaneous Grants 2012*
Juvenile Prob-Miscellaneous Grants 2013*
1,225,537
1,814,077
835,477
936,804
1,896,850
66,576
936,692
690,033
710,799
860,144
1,344,696
64,382
288,845
1,124,044
124,678
76,660
552,154
2,194
JM16
JP14
JP15
JP16
AM14
AM15

TJJD-2014*
TJJD-2015
TJJD-2016
Ryan White Part A-MAI 2014*
Ryan White Part A-MAI 2015
66,576
10,649,065
10,065,955
9,798,673
472,848
470,836
36,076
9,451,689
9,348,148
6,984,786
454,068
461,245
30,500
1,197,376
717,807
2,813,887
18,780
9,591
AM16
AR14
AR15
AR16
AS14
AS15
Ryan White Part A-MAI 2016

Ryan White Part A 2014*
Ryan White Part A 2015
Ryan White Part A 2016
Ryan White Part A-Supplemental 2014*
Ryan White Part A-Supplemental 2015
466,156
2,998,941
3,142,285
3,170,862
1,438,559
1,458,931
114,901
2,947,694
3,104,209
482,118
1,438,274
1,458,931
351,255
51,247
38,076
2,688,744
285
-
AS16
BH14
BH15
BH16
BS14
BS15
Ryan White Part A-Supplemental 2016

Ryan White-Hopwa 2014*
Ryan White-Hopwa 2015
Ryan White-Hopwa 2016
Ryan White Part B-State Service Delivery 2014*
Ryan White Part B-State Service Delivery 2015
1,545,038
245,968
163,106
159,497
1,801,720
1,710,630
76
242,240
163,106
53,771
1,750,061
1,687,695
1,544,962
3,728
105,726
51,659
22,935
BS15A
BS16
SR14
SR15
Ryan White Part B - Admin Supplemental Award

Ryan White Part B-State Service Delivery 2016
Ryan White Part B-State Services 2014*
Ryan White Part B-State Services 2015*
714,219
184,879
746,330
688,944
682,910
21,854
733,647
725,743
31,309
163,025
12,683
(36,799)
Activity Code
HI05
HI0901370001
Grant Title
HIDALGO FOUND-2005
Celebrating Family Drug Court
HI16
HLS13
HLS14
JA13
JA14
JA15
Hidalgo Found: Early Intervention

State Home Land Security Prg-2013*
State Home Land Security Prg-2014
JAG Program-2013*
JAG Program-2014
JAG Program-2015
JA16
JJ11
JJ12
JJ13
JJ14
JJ15
96-6
Budget
563,197
342,508
Activity
to Date
411,968
328,607
Funds
Remaining
151,229
13,901
Ryan White Part B-Supplemental 2016

Central Magistration Diversion*
Adult Drug Court*
Veterans Court*
Family Drug Treatment Court*
Prostitution Prevention Program*
71,000
86,986
274,284
130,596
209,671
150,000
12,276
63,848
258,109
115,474
208,709
150,000
58,724
23,138
16,175
15,122
962
-
CJ1418
CJ1419
CJ1420
CJ1421
CJ1505
CJ1506
Early Intervention*
Juvenile Drug Court*
New Life Project*
Human Trafficking Unit Program*
Central Magistration Diversion
Adult Drug Court Grant
236,485
110,607
81,175
84,556
165,215
296,227
234,710
91,680
80,407
84,556
88,238
195,611
1,775
18,927
768
76,977
100,616
CJ1507
CJ1508
CJ1509
CJ1519
CJ1520
CJ1521
Veterans Court
Family Drug Treatment Court
Prostitution Prevention Prgm
BC Juvenile Drug Court
New Life Project
Human Trafficking Unit Program
140,026
222,251
195,447
108,739
72,191
224,869
174,908
155,983
119,648
46,808
23,579
73,237
(34,882)
66,268
75,799
61,931
48,612
151,632
CJ1524
CJ1525
CJ1526
CJ1527
CJ1528
DJ1601
BCWMD/Hazmt Rgnl Rspn Team Air

Sustn Rgnl CC Prg: Outreach Sv
Rgnl Typ4 Incd Mgt Tm:Incd/Mlg
Drug Interdiction Unit
Proj Connect @ Lanier H.S.
MIND Court - Travel
50,000
50,000
70,000
52,530
91,446
249,980
32,490
17,332
27,600
52,529
51,415
6,356
17,510
32,668
42,400
1
40,031
243,624
DJ1602
DJ1603
DT1501
DT1518
DT1526
DT1531
PREA Prevention
Felony DWI Court FY15-17
Texas Traffic Safety-Click it or Ticket*
Texas Traffic Safety-S.T.E.P.*
No-Refusal Initiative (DWI)*
Texas School Safety Ctr - Tobacco
250,000
200,000
19,324
499,985
206,217
54,450
14,870
41,266
19,324
492,473
104,994
45,900
235,130
158,734
7,512
101,224
8,550
DT1550
DT1618
DT1626
DT1631
DT1650
SA1544
DWI Court (CC#6)*

TX Traff Sfty-S.T.E.P: Ovrtime
No-Refusal Initiative
TX State Schl Sfty Ctr:Tobacco
TTS DWI Crt: Intake Specialist
Adult Treatment Court Collaborative
125,000
500,000
104,259
38,325
137,501
399,798
93,504
293,221
36,639
25,561
87,633
364,322
31,496
206,779
67,620
12,764
49,868
35,476
SA1644
MS0501230001
MS0502230001
MS0503230001
Adult Treatment Court Collaborative

OCDETF -Overtime
FBI - Overtime
DEA - Overtime
325,000
75,917
56,209
58,750
117,496
143,061
78,674
93,699
207,504
(67,144)
(22,465)
(34,949)
Activity Code
SR16
SS15
Grant Title
Ryan White Part B-State Services 2016
Ryan White Part B-Supplemental 2015*
SS16
CJ1405
CJ1406
CJ1407
CJ1408
CJ1409
96-7
Budget
78,932
111,903
Activity
to Date
253,022
137,213
Funds
Remaining
(174,090)
(25,310)
111,607
122,478
1,451,549
7,407
159,633
24,760
99,485
120,782
1,430,878
5,155
117,861
-
12,123
1,696
20,671
2,252
41,772
24,760
PCT#3 off duty patrol UTSA

Bulletproof Vest*
Federal Voting Assistance Program
K-9 Donation*
Bulletproof Vest (2012)*
ReAct Grant*
18,576
135,212
466,939
32,084
250,294
165,567
134,506
193,693
31,997
250,103
163,637
18,576
706
273,246
87
191
1,930
MS1415471101
MS1429230001
MS1431230001
MS1442690101
MS1449220001
MS1449990001
SA Bar A Donation 2013-2014*

Bulletproof Vest (2014)*
Texas School Safety Ctr - Tobacco*
Hidalgo BiblioTech Donation
2013 ESG Award-TBRA*
2013 ESG Award - Administration*
19,821
198,728
60,630
640,725
103,022
8,353
18,677
39,999
48,830
559,360
103,022
8,353
1,144
158,729
11,800
81,365
-
MS1450
MS1453490201
MS1458410101
MS1504230001
MS1512470601
MS1522133001
TxDOT DWI Court*

B.C. Prostitution Prevention P*
UTHSCSA-Sex Education Prgm*
ReAct Grant*
Veteran Texas Commission*
Family Justice Cntr Found-OAIV
179,832
150,000
9,000
177,488
75,000
42,350
104,237
55,114
176,383
74,929
40,534
75,595
94,886
9,000
1,105
71
1,816
MS1524133001
MS1532133001
MS1532133002
MS1547470401
MS1556470401
MS1557101301
Allstate Foundation Grant*

Victim Empowerment COSA Grant
Dream Center COSA Grant
SARAH Continuum of Care*
BC Planning Grant-SARAH
TX State University-Tobacco Grant*
48,342
47,667
58,416
94,388
121,647
12,000
29,667
28,506
59,696
82,097
60,227
-
18,675
19,161
(1,280)
12,291
61,420
12,000
MS1559
MS1604230001
MS1605470301
MS1615471101
MS1622133001
MS1624133001
Community Back to School - Education Fairs

ReAct Grant
SAWS:Von Ormy Street Drainage
SA Bar A-Donation FY15-16
Family Justice Cntr Found-OAIV
AllState Foundation
8,471
79,947
153,821
8,051
44,170
1,630
59,057
1,785
20,699
36,112
6,841
20,890
153,821
6,266
(20,699)
8,058
MS1632133001
MS1632133002
MS1656470401
MS1657101301
Victim Empowerment COSA Grant

Dream Center COSA Grant
BC Planning Grant-SARAH
TX State Unvrsty-Tobacco #3
47,667
58,416
105,463
12,000
29,917
36,293
-
17,750
22,123
105,463
12,000
Activity Code
MS0504230001
MS1001230001
Grant Title
US Marshals-Overtime
Immigration/Customs-Overtime
MS1008510001
MS1008510002
MS1014504101
MS1122200101
MS1214470201
MS1214470202
Lackland AFB Joint Land Use Study*

Lackland Trainin Light Study*
SEP-HCP
National Night Out*
Prescription Discount Card-Gen
Prescription Discount Card-FM
MS1216300301
MS1229230001
MS1234110301
MS1235
MS1329230001
MS1404230001
96-8
Activity Code
MS1665
MS1666
Grant Title
TX Indigent Defense Commission
Projct Dove:Crime Vict Liaison
Budget
302,379
99,879
Grand Total
$109,733,945
Activity
to Date
153,169
24,459
$84,494,335
Funds
Remaining
149,210
75,420
$25,239,610
*The term of these grants have ended or are expected to end during FY 2015-16.
Pending Grants:
Below is a list of pending grants Commissioners Court has authorized staff to submit applications for
during FY 2015-16. Bexar County is in the process or has submitted applications for the following grants
and is pending acceptance of the grant award:
Activity
Code
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
Pending Grants
Texas Attorney General District Attorney VINE Agreement
Texas Department of Transportation BCSO STEP Grant
Texas Department of Transportation District Attorney No Refusal Initiative
Texas Veterans Commission Texas Veterans Court Grant
Office of the Governor, Criminal Justice Division - Prostitution Prevention Program
Office of the Governor, Criminal Justice Division - Family Drug Court
Office of the Governor, Criminal Justice Division - Veterans Treatment Court
Office of the Governor, Criminal Justice Division - Adult Drug Court
Office of the Governor, Criminal Justice Division - CMAG Pre-Trial Diversion
Office of the Governor, Criminal Justice Division - Body Cameras
Office of the Governor, Criminal Justice Division District Attorney Border
Prosecution Unit Program
Office of the Governor, Criminal Justice Division Early Intervention Program for
225th Civil District Court
Office of the Governor, Criminal Justice Division Violence Against Women
(Pearls Court)
Office of the Governor, Criminal Justice Division Juvenile New Life Program
Office of the Governor, Criminal Justice Division Bexar County Sheriff Critical
Response Tactical Equipment
Office of the Governor, Criminal Justice Division Bexar County Sheriff PREA
Office of the Governor Defense Economic Adjustment Assistance Grant (DEAAG)
Substance Abuse and Mental Health Services Administration (SAMHSA)
Cooperative Agreements to Benefit Homeless for Pre-Trial and CMAG (3 year
grant application)
Substance Abuse and Mental Health Services Administration (SAMHSA) - Flexible
Treatment
Substance Abuse and Mental Health Services Administration (SAMHSA) ReCAST
Civil Unrest Recovery Program
96-9
Budget
$88,080
600,000
44,584
200,000
280,071
252,062
144,226
401,066
194,503
700,000
113,212
203,334
97,013
47,120
126,281
200,000
4,712,500
800,000
975,000
5,000,000
Activity
Code
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
Pending Grants
U.S. Department of Justice Second Chance Act - Co-Occurring Reentry Center
Program (3 year grant application)
U.S. Department of Justice and Mental Health Collaboration - CMAG Diversion
Program for Treatment
U.S. Department of Justice Felony DWI Court (2nd year)
U.S. Department of Justice Adult Felony Court (3 year grant application)
U.S. Department of Justice and Substance Abuse and Mental Health
Administration (SAMHSA) - Adult Drug Court Collaborative (3 Year grant
application)
U.S. Office of Violence Against Women Pearls Court (3 year grant application)
U.S. Office of Violence Against Women Juvenile Justice Safe Havens
Collaborative (3 year grant application)
Texas Indigent Defense Commission - CMAG Public Defenders (2nd year)
Texas State University - Tobacco Enforcement Program (Bexar County Sheriff)
Texas State University Tobacco Enforcement Program (Constable, Precinct 3)
Office of Juvenile and Delinquency Programs Family Drug Court (3 year grant
application
Budget
650,000
250,000
100,000
300,000
1,375,000
361,525
599,995
195,443
61,950
12,600
400,000
Total $19,632,312
96-10
Bexar County, Texas

HOME Program (Fund 802)
FY 2014-15
Actuals
FY 2015-16
Estimate
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
$5,888
($18,627)
$0
$5,888
($18,627)
$0
$172,284
$172,284
$398,845
$398,845
$533,384
$533,384
$172,284
$398,845
$533,384
$178,172
$380,218
$533,384
$196,799
$196,799
$380,218
$320,218
$533,384
$533,384
$196,799
$380,218
$533,384
($18,627)
$0
$0
$178,172
$380,218
$533,384

Revenue
Subtotal
Total Revenues
APPROPRIATIONS
Subtotal
Interfund Transfers
97-1
FUND: 802
COMMUNITY RESOURCES
HOME INVESTMENT PARTNERSHIP FUND (HOME)

Mission:
To provide Bexar County residents with a comprehensive array of services to encourage selfsufficiency skills and allow recipients to maximize their talents resulting in an improved quality of life
which positively impacts the Bexar County community.
Vision:
To develop the human and physical infrastructure of Bexar County through the Administration
of public service programs with the provisions of local, state and federal funding and HOME funding for
new construction, rehabilitation, and acquisition of single family, multi-family and transitional living
facilities. The Community Resources Department oversees the day to day operations of local Contractors
or Sub-recipients to ensure the delivery of quality services that will benefit the low and moderate
income persons and neighborhoods having a particular housing need or down payment assistance
within Bexar County Jurisdictional areas. (Federal Register, 24 Section 92.205)
To maximize available resources

To provide educational programs
To provide access to entitlement benefits
To provide financial assistance
To provide information and referral
To provide community development activities
The United States Department of Housing & Urban Development (HUD) program requirements state
that agencies involved in the planning, application and performance reporting related to the receipt of
federal funds from the Community Development Block Grant (CDBG) and the HOME Investment
Partnership Act (HOME) must complete a Consolidated Plan.
The Consolidated Plan is a 5-year strategic planning document. More information regarding the
Consolidated Plan process may be viewed in the Community Development Block Group (CDBG)
narrative.
For purposes of CDBG and HOME programs, housing is defined as an activity carried out for the purpose
of providing or improving permanent residential structures which, upon completion, will be occupied by
low and moderate income households. This could include the acquisition, new construction,
reconstruction or rehabilitation of non-luxury housing with suitable amenities, including real property
acquisition, site improvements, conversion and demolition. Other expenses may include financing costs,
relocation expenses of any displaced persons, families, businesses or organizations. Tenant-based rental
assistance may also be used with HOME funding, to include security deposits, payment of reasonable
administrative planning costs and payment for operating expenses of community housing development
organizations. The housing must be permanent or transitional. (Federal Register, 24 Section 92.205)
97-2
The HOME Investment Partnership Program goals are to effectively and

efficiently allocate the supply of decent, safe and affordable housing for low-to-very low income
residents within the Bexar County unincorporated areas. The Programs ensure compliance with the HUD
regulations and the Office of Management and Budget (OMB) circulars.
A Community Housing Development Organization (CHDO) is a private nonprofit, community-based,
service organization that has staff with the capacity to develop affordable housing for the community it
serves. A portion of HOME funding is allocated for Community Development Housing Organizations
within Bexar County, for FY 2015-16 no funding is allocated for this purpose.
On July 12, 2016, Commissioners Court approved the final selection of the FY 2016-17 HOME Projects
which are outlined below. A One Year Action Plan describing the use of funds for these projects and the
amount of funding allocated for each project was submitted to HUD on August 15, 2016.
FY 2016-17 will be the twenty-fifth year that Bexar County has received HOME funding; the County will
receive $533,384.
FY 2014-15
Actual
HOME Pre-Application Evaluated Per Year
HOME Applications Evaluated Per Year
Tax Credit Applications Evaluated Per Year
HOME Contracts Executed
TBRA Contracts Executed
Projects Completed
Monitoring/Site Visits Completed
Met HUD Expenditure Ratio by Quarter
Number of Audit Findings by HUD
Percent of Projects Monitored with Audits
Completed and Findings Resolved within 90
Days
Low to Moderate Income Individuals Affected
97-3
FY 2015-16
Estimate
FY 2016-17
Proposed
0
6
6
2
20
0
6
14
1
30
2
2
19
1
30
10
10
100%
15
10
100%
15
40
100%
100%
100%
100%
230
470
470
HOME Funding:
FY 2016-17
Total
FY 2016-17
Proposed
$533,384
$533,384
Total
FY 2016-17
Proposed
$80,007
400,039
53,338
$533,384
Funding Source
HOME Funding
Funding Allocation
Available for Community Development Housing Organization (CHDO)
Available for FY 2016-17 HOME Projects
Available for HOME Administration
The fiscal year for HOME is October 1, 2016 September 30, 2017. Funding may be carried over from one
year to another. HOME authorized positions and reclassifications are contingent upon available HOME
grant funding. Authorized positions for HOME are listed on the CDBG narrative.

HOME PROJECTS:
Approved Projects Fiscal Year 2016-17
Amount
Habitat for Humanity of San Antonio Lenwood Heights Single Family Homes (CHDO)
Administration
Total
$533,384
Amount
Habitat for Humanity of San Antonio, Inc. Hope Village

Franklin Development Artisan at Judson Park
Bexar County Community Development & Housing - Tenant Based Rental Assistance
Administration
Total
97-4
$480,046
53,338
$200,000
100,000
138,741
48,748
$487,489
Amount
The NRP Group, LLC Eagles Rest Project

Housing Authority of Bexar County Tenant Based Rental Assistance
Neighborhood Services of San Antonio Converse Gardens Phase II
Administration
$250,000
125,000
27,670
80,533
53,689
Total
$536,892
Amount
Housing and Community Services - TG 106, Inc.(CHDO)
Neighborhood Housing Services - First Time Home Buyer Program
Administration
Total
$276,909
77,269
109,440
51,513
$515,131
Amount
Bexar County Community Development & Housing

Housing and Community Services - TG 106, Inc.(CHDO)
Administration
Total
$200,000
124,900
36,100
$361,000
Amount
Housing and Community Services (CHDO)

Bexar County Tenant Based Rental Assistance
National Alliance on Mental Illness
Administration
$87,386
136,935
300,000
58,257
Total
$582,578
Amount
Housing and Community Services (CHDO)

Haven for Hope Multi Family Housing
Bexar County Tenant Based Rental Assistance
Administration
$99,391
400,000
96,951
66,206
Total
$662,548
Note: The above amounts represent total allotted allocations for previous years. Not all allocations will
be spent in the fiscal year in which they were approved; therefore, total operating appropriations may
be different.
97-5
Bexar County, Texas

CDBG Program (Fund 803)
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Other Revenue
Subtotal
Total Revenues
($20,076)
($40,817)
$0
($20,076)
($40,817)
$0
$2,093,050
0
$2,093,050
$224,466
0
$224,466
$2,180,749
0
$2,180,749
$2,093,050
$224,466
$2,180,749
$2,072,974
$183,649
$2,180,749
$2,113,791
$2,113,791
$183,649
$183,643
$2,180,749
$2,180,749
$2,113,791
$183,649
$2,180,749
($40,817)
$0
$0
$2,072,974
$183,649
$2,180,749
APPROPRIATIONS
Subtotal
98-1
FUND: 803
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)

Mission:

resources. This will be accomplished by: identifying and maximizing all available resources in the
community; working cooperatively with other governmental agencies, organizations and institutions to
provide planned, comprehensive services for our customers that avoid duplication of services; refining
program and service delivery designs to identify additional opportunities for effective and efficient
delivery of services; developing and implementing a comprehensive plan, administration of the program
and coordination of projects/activities to effect change for the citizens of Bexar County with
comprehensive array of services and improvements.
Vision:
To change lives through careful, deliberate use of tools and resources available to the
department. This will be accomplished through effective administration of the following: Public Service
Programs throughout Bexar County with resources from local, state and federal funding at sites
accessible to the citizens of the County; Community Development Block Grant resources to advance the
environment through construction of water, sewer, drainage, road, street and sidewalk projects and
other public facilities; Community Development Block Grant and HOME program resources to provide
housing by providing new construction, rehabilitation and acquisition of single family, multi-family and
transitional living facilities to help stabilize families lives.
Provide quality services and client satisfaction through the timely and cost effective expenditure
of resources
Enhance access to and delivery of entitlement benefits through Bexar County
Provide and promote quality information and referrals to other resources
Promote community involvement and development activities
Maintain complete and accurate project records to avoid HUD non-compliance findings
Every five years, Bexar County is required to conduct comprehensive assessments of housing and
community development needs as well as identify strategies and goals to meet these needs. Bexar
County's Consolidated Plan fulfills these requirements to enhance the quality of life for Bexar County
Residents.
CDBG Regulations: Definitions of Priorities

Public Service Providing funding to sub recipients for those concerned with employment, crime
prevention, child care, health, drug abuse, education, fair housing counseling, energy conservation,
welfare, homebuyer down payment assistance or recreational needs.
Housing An activity carried out for the purpose of providing or improving permanent residential
structures which, upon completion, will be occupied by low and moderate income households. This could
include the acquisition or rehabilitation of property, new housing construction or conversion of
nonresidential structures.
98-2
Public Facilities Acquisition, construction, reconstruction, rehabilitation or installation of public facilities

and improvements carried out by the recipient. Such facilities could include shelters, halfway houses for
run-away children, drug offenders or parolees, group homes for mentally challenged persons and
temporary housing for disaster victims.
Infrastructure Acquisition, reconstruction, rehabilitation and installation of distribution lines and facilities
of privately-owned utilities, provided such activities meet a national objective. A grantee may use CDBG
funds to pay the costs of placing underground utilities, such as gas or telephone lines. A grantee may be
able to install water and sewer lines to be owned and operated by a private utility.
Economic Development Eligible activities are extensive and include acquisition, construction,
reconstruction, rehabilitation or installation of commercial or industrial buildings, structures and other real
property equipment and improvements, including railroad spurs or similar extensions. Additionally, private
for profit businesses may receive grants, loans and other forms of support for any activity where the
assistance is appropriate to carry out an economic development project. Lastly, in connection with eligible
economic activities, developers must outreach to market available forms of assistance, screen applicants,
review and underwrite applications, screen, refer and place low to moderate income applicants for
employment opportunities generated by a CDBG eligible economic development activity.
The CDBG Divisions goals are to effectively and efficiently allocate the supply
of CDBG funding for all eligible projects for eligible residents and areas of Bexar County. The Bexar County
Community Development Block Grant (CDBG) ensures compliance with the U.S. Department of Housing &
Urban Development (HUD) regulations and the Office of Management and Budget (OMB) circulars.
Beginning in the month of January, five public hearings were held throughout Bexar County to solicit
funding requests from the general public, service organizations and participating cities for the CDBG,
HOME, and ESG funding. For FY 2016-17, a total of 20 requests for funding were submitted.
The preliminary selection of CDBG, HOME, and ESG projects was reviewed by Commissioners Court on
June 7, 2016 and published in the San Antonio Express-News. Thereafter, a required publication of public
notice, followed by a 30-day public comment period, was conducted. Commissioners Court is required by
regulation to review all public comments received and then approve or make changes to the final
selection of projects to be funded with CDBG, HOME, and ESG funding for the current year.
On July 12, 2016 Commissioners Court approved the final selection of the FY 201617 CDBG, HOME, and
ESG Projects as shown in this budget narrative after the Authorized Positions Listing and in the HOME
services section of this budget document. A One Year Action Plan describing the use of funds for the
projects selected and the amount of funding allocated for each project was developed and submitted to
Housing & Urban Development (HUD) by August 15, 2016.
In conjunction with the One Year Action Plan, a Five Year Consolidated Plan (Con Plan) for CDBG, HOME,
and ESG funding must be submitted to HUD by August 15th. The Consolidated Plan is a HUD program
requirement which allows Bexar County to identify the housing and community development needs of its
residents. The plan covers the Urban County jurisdiction and is comprised of the Balance of Bexar
(participating incorporated cities and unincorporated areas). During the CDBG, HOME, and ESG public
hearings in the months of January and February every year, citizens are asked (along with public and
private agencies that provide housing, health services and social services) to participate in the
98-3
identification of housing and non-housing community needs in the Urban County jurisdiction. FY 2016-17
is the fourteenth year of Bexar Countys participation in the CDBG program.
FY 2014-15
Actual
Pre-Applications Evaluated per Year
Applications Evaluated per Year
Monitoring/Site Visits Completed
Projects Completed
CDBG Contracts Executed by January
Percent of Projects Monitored with Audits
Completed and Findings Resolved within 90
days
Number of Audit Findings with HUD
Low to Moderate Persons Served
FY 2015-16
Estimate
FY 2016-17
Proposed
0
36
170
7
0
36
145
18
20
15
100
15
15
16
15
100%
100%
100%
0
7,984
0
9,218
0
15,906
CDBG Funding:
FY 2016-17 Proposed
Funding Source
*U.S. Department of Housing & Urban Development (HUD)
Total
* Funding year is October 1, 2016 September 30, 2017
Funding Allocation
15% available for Public Service Projects
20% available for Administration Costs
Total available for all other FY 2016-17 CDBG Projects
Total
FY 2016-17
Proposed
$2,180,749
$2,180,749
FY 2016-17
Proposed
$235,580
436,149
1,509,020
$2,180,749
All Public Service funding must be expended within the program year and not more than 15
percent of the current years allocation can be expended for public service funding.
Not more than 20 percent of the current years allocation can be expended for
administration.
98-4
CDBG funding can be carried over to the next year, excluding public service and administration costs. If all
public service and administration costs cannot be expended during the budget year, the additional funding
may be used for eligible CDBG project with budgetary short falls during the budget year. CDBG authorized
positions and reclassifications are contingent upon available CDBG grant funding.
FY 2014-15
Actual
Community Development and Housing Manager

Intake Worker
Housing Rehabilitation Inspector
Community Development and Housing Senior Analyst
Community Development and Housing Analyst
Office Assistant IV
FY 2015-16
Estimate
1
0
1
1
2
1
1
1
0
1
2
1
FY 2016-17
Proposed
1
1
0
1
2
1
Total
6
6
6
*Full funding for authorized positions in FY 2016-17 will come from a combination of Community
Development Block Grant (CDBG) funding, HOME funding, and Emergency Shelter Grant (ESG) funding.
Community Development Block Grant Funded Projects:

FY 2016-17
Public Service
Somerset Senior Citizens Center
Joven, Inc
Parent/Child, Inc
Boys and Girls Club of San Antonio
Greater Randolph Area Services Program
Greater Randolph Area Services Program
Society of St. Vincent de Paul
Amount
Total Public Service Projects
$27,715
$30,000
$32,865
$40,000
$30,000
$25,000
$50,000
$235,580
Infrastructure and Public Facility

City of Balcones Heights Glenarm Place Street Reconstruction Phase I
City of Converse Fair Meadows Street Reconstruction Phase II
City of Kirby Pageland/Theodor Street Reconstruction
City of Leon Valley Conestoga Water and Sewer Replacement Project
City of Universal City Parkview Estates Storm Drainage Phase XII
City of Somerset Sixth Street Reconstruction Phase 5
Total Infrastructure Projects
$300,000
$250,000
$280,000
$160,992
$218,028
$300,000
$1,509,020
Total Administration Costs
$436,149
Total FY 2016-17 CDBG Approved Budget
$2,180,749
98-5
PAST CDBG FISCAL YEARS:
Fiscal Year 2015-16

Kirby John Sterling Park Improvements
Boys & Girls Clubs of San Antonio
Communities in Schools of SA
Daughters of Charity Services of SA
GRASP Northeast Senior Congregate Meal Program
GRASP Rental Assistance Program
New Hope Church
Parent Child Incorporated
Somerset Senior Citizens Center, Inc. Senior Program Support
Somerset Senior Citizens Center, Inc. Senior Program Transportation
St. Vincent de Paul
City of Balcones Heights Leisure Street Construction Phase II
City of Converse Fair Meadows Street Reconstruction Phase II
City of Helotes Leslie Road ADA Curb Cuts
City of Leon Valley Timberhill Drive & Huebner Drainage Improvement Project
City of Sandy Oaks Infrastructure Master Plan
City of Somerset Sixth Street Reconstruction Phase IV
City of Von Ormy Quarterhorse Road Improvements Phase II
City of Universal City Parkview Estates Storm Drain Phase XI
Administrative
Amount
$44,241
$35,000
30,014
35,000
55,000
30,000
25,000
10,000
32,865
28,363
7,400
27,336
250,000
200,000
25,000
175,000
75,000
200,000
200,000
200,000
421,304
$2,106,523
Fiscal Year 2014-15

ASSIST, Inc. Basketball Court
Casa Helotes Phase III Sprinkler System/Outside Security Lighting
GRASP Senior Citizens Center Parking Lot Improvements
Boys & Girls Clubs of San Antonio
Communities in Schools of SA
Daughters of Charity Services of SA
Food Bank
GRASP
New Hope Church
Somerset Senior Citizens Center, Inc. Senior Program Support
Somerset Senior Citizens Center, Inc. Senior Program Transportation
St. Vincent de Paul
City of Balcones Heights Leisure Street Construction
City of Kirby Telegraph/Rutledge Reconstruction
City of Somerset Sixth Street Reconstruction Phase III
City of Von Ormy Quarterhorse Road Improvements
City of Universal City Parkview Estates Storm Drain Phase X
Administration
Amount
$17,115
160,000
129,501
30,000
30,000
30,000
50,000
25,000
36,000
30,418
34,915
9,000
20,000
227,200
198,668
180,000
250,000
208,575
416,598
$2,082,990
98-6
Fiscal Year 2013-14
City of Schertz (Pickrell Park)

New Hope Church
Greater Randolph Area Service Provider
St. Vincent De Paul
Project MEND
San Antonio Family Endeavors
Project QUEST
Boys and Girls Club
City of Universal City - Parkview Estates Storm Drainage Phase IX
City of Somerset - 6th St. Reconstruction Project Phase II
City of Kirby - Alan Dean Drive Street Reconstruction
Macdona - Street Reconstruction
City of Balcones Heights - Hanch Drive Street Reconstruction
Administration
Fiscal Year 2012-13
JOVEN Losoya Area After School Youth Program
Casa Helotes Senior Citizens Center
ASSIST, Inc. (Somerset)
New Hope Church
Greater Randolph Area Service Provider
Project MEND
San Antonio Family Endeavors
Bexar County Detention Ministries
Boys and Girls Club
City of Universal City
City of Live Oak
City of Kirby - Priority # 1
City of Converse
City of Somerset - Priority 1
City of Balcones Heights
Administration
Amount
$61,884
38,125
33,125
53,125
31,272
33,125
38,125
30,418
30,000
23,125
200,000
322,398
216,000
209,961
335,000
413,920
$2,069,603
Amount
$30,000
34,435
99,716
30,000
20,000
30,000
30,000
30,000
29,107
30,000
30,000
194,000
29,084
167,325
145,500
105,730
187,226
305,177
98-7
$1,527,300
Fiscal Year 2011-12

JOVEN Losoya Area After School Youth Program
Bexar County Utility Assistance Program
San Antonio Family Endeavors After School and Summer Camp Program
St. Vincent De Paul Rental Assistance Program
Project MENDDurable Medical Equipment
San Antonio Food Bank Food Distribution Services
Boys and Girls Club of San Antonio Youth Services
Casa Helotes Senior Citizens Center
City of SomersetCity Park Improvements Phase I
City of Von Ormy Park Improvements
City of Somerset Street Repairs
Universal City Parkview Estates Storm Drainage Phase VII
Balcones Heights Beryl Drive Street Reconstruction and Design
City of Converse Fair Meadows Phase I
City of Von Ormy Infrastructure Improvements
Administration
98-8
Amount
$30,000
63,775
30,000
30,000
25,000
30,000
30,000
200,000
88,804
50,000
99,875
170,000
76,016
150,000
200,000
318,367
$1,591,837
CAPITAL FUNDS
FUND: 700
NOVEMBER 2003
BOND REFERENDUM FUND
Program Description: The 2003 Bexar County Bond Election consisted of four separate propositions:
Proposition 1 (Juvenile Probation, Adult Probation and Jail Improvements); Proposition 2 (Road and
Bridge Improvements); Proposition 3 (Parks and Recreation Improvements); and Proposition 4
(Emergency Operations Center and Senior Citizens Facilities Improvements). The projects total cost is
$100.2 million. A commitment was made that the Countys ad valorem tax rate would not increase to
pay for the bonds associated with these projects. Bexar County partnered with the City of San Antonio
on several of the bond projects to bring Bexar Countys one million plus residents more City-County
collaboration and more streamlined delivery of services. These projects include: an Emergency
Operations Center, a Senior Citizens Multi-purpose Facility in the Medical Center area and a Historic
Museum. All projects have been completed except the Thelma Area Senior Community Center. Bexar
County has issued all bonds associated with this fund.
PROPOSITION 1
Juvenile Probation, Adult Probation and County Jail Improvements
Funding in the amount of $47,981,948 was allocated for Proposition 1, including $16,425,225 for an
Adult Probation Facility, $1,151,154 for a Sheriff's Automated Fingerprint System, $28,506,495 for (5)
Juvenile Probation improvements, $1,249,503 for completion of an upgrade to the Jail Electronic Lock
System, and $649,571 for Public Safety Radio System Enhancement. This proposition consisted of a total
of 9 projects, all of which are now completed.
PROPOSITION 2
Road and Bridge Improvements
Funding in the amount of $40,581,000 was been allocated for Proposition 2, which provided for the
reconstruction of roads in areas of high growth to support existing and proposed schools, improved
driving conditions and safety, as well as supports economic development for Bexar County by leveraging
funds through partnerships. This proposition consisted of a total of 12 projects, all of which are now
completed.
PROPOSITION 3
Parks and Recreation Improvements
Funding in the amount $6,958,007 has been allocated for Proposition 3 which provides for the purchase,
acquisition, construction and equipping of parks and recreation improvements and venues in Bexar
County. The proposition also includes cultural and educational facilities. Seven of the 13 projects will
leverage $4,775,000 towards earlier investments or public partnerships including parks, a historic
center, recreational facilities and community centers. This proposition consists of a total of 14 projects,
of which 13 are complete. The Thelma Area Senior Community Center project has not been completed.
PROPOSITION 4
Emergency Operations Center and Senior Citizens Multi-purpose Facilities Improvements
A total of $4,750,000 was allocated for Proposition 4, which represented Bexar County's share of the
costs as a result of the partnership with the City of San Antonio: $4,000,000 for an Emergency
Operations Center, and $750,000 for a Senior Citizens Multi-Purpose Center (Medical Center Area). This
investment leveraged a combined City and County investment in the amount of $27 million for facility
development. Both projects have been completed.
99-1
Bexar County, Texas

Flood Control M&O Company 208
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
$63,057,642
$63,057,642
$73,273,004
$73,273,004
$13,864,599
$13,864,599
Revenue
Property Taxes
Other Revenue
Subtotal
Total Revenues
$11,635,616
15,567
279,708
7,286
$11,938,177
$11,938,177
$127,005
26,803
2,356
101,659
$257,823
$257,823
$80,000
20,000
2,570
25,000
$127,570
$127,570
$74,995,819
$73,530,827
$13,992,169
$1,288,066
434,749
$1,722,815
$0
$1,354,763
1,311,465
$2,666,228
$57,000,000
$1,632,361
1,217,270
$2,849,631
$0
$1,722,815
$59,666,228
$2,849,631
$73,273,004
$13,864,599
$11,142,538
$74,995,819
$73,530,827
$13,992,169
APPROPRIATIONS
General Government
Capital Projects
Subtotal
Interfund Transfers
100-1
FUND: 208
FLOOD CONTROL M&O FUND

Mission:
The mission of the Public Works Department is to preserve all County providing efficient,
cost effective services which ensure the safety, health and welfare of our customers and improve the
quality of life. We envision the Public Works Department as the leader in developing and maintaining
County roads, bridges, vehicles, equipment, parks, and facilities. The Public Works Department strives
to ensure environmental compliance, fire safety, good working relationships, and high standards of
professional management for Bexar County. The management and staff of our department are
facilitators in achieving a balance between diverse priorities and finite resources, by providing the public
and other County Offices a thorough analysis, expert advice, prompt, reliable services, and open, honest
communications related to the responsible allocation and utilization of Public Works personnel and
resources.
The Flood Control Fund was established to account for the accumulation of
ad valorem tax revenue collected for flood control projects including payments to the San Antonio River
Authority (SARA) pursuant to the amendatory contract. The County collects a set ad valorem property
tax rate for the operation and maintenance of the flood control operation. Prior to FY 2004-05, Bexar
County collected taxes dedicated solely for flood control purposes and transferred a significant portion
of the revenue to the San Antonio River Authority (SARA) to pay for debt service associated with flood
control projects that SARA engineered, designed, constructed, operated and maintained. In FY 2004-05,
Bexar County started collecting this tax revenue. This tax revenue supports the Countys projected costs
for flood control components of the San Antonio River Capital Improvement Project, as well as provides
additional funding for projects in other watersheds. The Public Works Department, Flood Control
Division, manages the fund. Personnel and Capital costs associated with these projects are also
appropriated within this fund.
The Floodplain Management provides policy and procedural guidance for floodplains. It also supports
staff in review of floodplain development issues. It enforces, identifies, and issues floodplain violation
notices to property owners who violate Bexar Countys Flood Damage Prevention Court Order. The
division also receives, investigates, and responds to drainage and flooding concerns.
FY 2014-15
Actual
Number of Capital Projects in Planning Phase
Number of Capital Projects in Design Phase
Number of Capital Projects in Construction
Number of Capital Projects Managed per FTE
Average Time to Complete the Design Phase (Years)
Average Time to Complete in Construction Phase
(Years)
Number of Capital Projects Completed
100-2
FY 2015-16
Estimate
FY 2017
Projection
2
26
12
0
17
19
0
7
17
6
2.5
6
2.5
6
2.5
14
10
Appropriations:
FY 2014-15
Actual
Personnel Services
Operational Costs
Interfund Transfer
Capital
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-2017
Proposed
$812,494
3,022
467,656
$843,202
8,635
519,260
$807,221
6,200
529,023
$885,201
4,125
733,785
4,892
12,066
12,319
9,250
0
434,749
57,000,000
2,000,000
57,000,000
1,311,465
0
1,217,270
$1,722,815
$60,383,163
$59,666,228
$2,849,631
The Flood Control Maintenance and Operations FY 2016-17 Proposed Budget decreases significantly
when compared to FY 2015-16 Estimates. The main reason for this decrease is due to the one-time
interfund transfer to the Flood Control Capital Fund that occurred in FY 2015-16.
The Personnel Services group increases by 9.6 percent when compared to the FY 2016-17 Estimates.
This is primarily due to turnover experienced in FY 2015-16 that is not anticipated in FY 2016-17.
The Travel and Remunerations group funds all required certification and continuing education for
Flood Control personnel.
This is the result of additional funding for maintenance costs associated with the installation of HighWater Alert Life-Saving Technology (HALT) units throughout the County, as more locations at low
water crossings have come online.
The Supplies and Materials group decreases when compared to FY 2015-16 Estimates. This is due to
a decrease in the budgeted amount for vehicle fuel due to lower fuel prices and a reduction in
usage.
The Capital Appropriation remains relatively flat compared to FY 2015-16 Estimates. The following
cash-funded Flood Control Projects are funded in the capital appropriation:
Local Project This project provides funding for analysis and design of small flood control
projects within the County.
County Parks Flood Control This project provides funding for analysis and design of flood
control and erosion mitigation for Comanche and Pletz Parks.
Espada Flood Mitigation This project provides funding for real estate and land acquisition in
the Espada area. It includes appraisal services, relocation services, and any other expenses
incurred for acquiring property in the area.
100-3
Project
Local Project
County Park Flood Control
Espada Flood Mitigation
Total:
Budget
$431,211
350,000
5,549,980
$6,331,191
Activity to Date
$175,004
5,964
5,478,446
$5,659,414
FY 2014-15
Actual
Asset Manager
Capital Projects Engineer
Civil Engineer
Civil Engineering Assistant
Engineering Services Manager
GIS Technician
Infrastructure Services Coordinator
Office Assistant IV
Real Estate Specialist
Total Public Works - Flood Control
100-4
Funds Available
$407,424
344,036
465,810
$1,217,270
FY 2015-16
Estimate
FY 2016-17
Proposed
.5
1
2
2
.5
1
1
1
1
.5
1
2
2
.5
1
1
1
1
.5
1
2
2
.5
1
1
1
1
10
10
10
Bexar County, Texas

Flood Control Capital Projects Fund 702
Project
Budget
Activity to date
Funds Available
Babcock Phase V
$6,716,949
6,458,032
258,917
Calaveras 10 Dam
3,591,140
3,591,140
CB 09 - Cimarron Subdivision
4,101,562
1,149,400
2,952,162
Confluence Park
1,000,000
1,000,000
High Water Detection Phase III
6,200,000
3,071,221
3,128,779
750,000
750,000
11,346,800
1,156,489
10,190,311
5,780,900
5,213,416
567,484
12,145,638
12,145,266
372
4,349,495
4,100,857
248,638
41,690,494
41,578,492
112,002
LC 18 - Boerne Stage Rd
9,908,802
9,902,013
6,789
LC 19 - Local Projects - Whisper Creek (Pct 3)
1,916,246
1,662,293
253,953
LC 23 - French Creek Trib NWWC - Environmental
5,382,889
4,988,862
394,027
LC 26 - FCDS - Verde LWC
3,235,000
2,771,350
463,650
LC 27 - Old Fredericksburg Road
1,528,846
1,363,964
164,882
Martinez Dams
5,316,060
5,316,060
MR 11 - Pearsall Road Bridge at Elm Creek
5,445,000
736,569
4,708,431
MR 30 - Grosenbacher Rd South of Madrona
1,514,341
1,499,345
14,996
MR 31 - Elm Forest at Turtle Cross
2,544,971
2,147,104
397,867
MR 32 - Medio Creek NWWC Sunset Subdivision
9,404,000
871,464
8,532,536
MR 33 - North Talley Road LWC
4,800,000
210,826
4,589,174
Program / Project Management FY 13-17
19,220,865
16,076,679
3,144,186
SA 02 - Laddie Place RSWF Phase III
27,491,524
27,333,168
158,356
SA 03 - Barbara Drive
9,200,000
9,151,670
48,330
SA 06 - Rock Creek NWWC/Outfall Phase I
3,400,000
3,163,225
236,775
SA 17 - Real Road
1,727,605
1,550,342
177,263
SA 22 - San Pedro Phase III
2,523,912
2,346,649
177,263
SA 34 - Elmendorf Lake
7,500,000
7,500,000
28,588,748
6,907,736
21,681,012
SA 45 - Cacias Road LWC
1,444,640
1,444,640
SA 46 - Kirkner Road LWC
2,026,080
1,699,650
326,430
SA 47 - Henze LWC
2,821,974
2,742,406
79,568
19,975,000
2,123,028
17,851,972
$250,000
250,000
Jefferson HS Drainage
LC 05 - FCDS - S. Hausman
LC 06 - FCDS - Prue Rd. at French Creek
LC 09 - Hausman Drainage Project Phase I (1604 to Babcock)
LC 15 - Huebner Creek RSWF
LC 17 - Huebner Creek Enhanced Conveyance NWWC
SA 43 - Six Mile Creek Drainage Improvements
SA 55 -Woodlawn @ 36th St. Drainage

Salado Creek
101-1
Project
Budget
Activity to date
Funds Available
$127,931,074
38,329,018
$89,602,056
SC 04 - Knoll Creek
9,860,700
9,775,577
85,123
SC 05 - Mid Beitel Channel Improvements
2,816,645
1,807,572
1,009,073
SC 09 - Perrin Beitel Bridge Expansion
11,215,775
1,663,583
9,552,192
SC 15 - Rosillo Creek RSWF
10,416,372
10,264,038
152,334
SC 18 - Roland Ave Bridge
7,773,979
7,572,052
201,927
SC 27 - Bulverde and Jung Mud Creek Trib A
4,033,573
3,982,521
51,052
SC 41 - Salado Creek Tributary D @ Ira Lee
4,204,068
3,330,336
873,732
Seeling Channel Phase II
4,000,000
4,000,000
Toutant Beauregard LWCs
6,450,000
1,695,614
4,754,386
$463,541,667
$275,143,667
$188,398,000
SARIP - San Pedro Creek Restoration
Total
101-2
FUND: 702
FLOOD CONTROL CAPITAL PROJECTS FUND

This fund consists of multi-year capital improvements projects funded from the Countys Flood Control
tax. Below is a list of all active projects with an overview of the scope of work to be performed:
Babcock Road Phase V This project consists of improving existing cross drainage structures within
these project limits located within the 100-year flood plain. Four bridges and one bridge class culvert
will ensure a no rise water surface elevation solution while passing the 100-year runoff. The
estimated cost of this project is $6,716,949.
Calaveras 10 Dam Rehabilitation - This project provides for the rehabilitation for Calaveras Dam.
The dam is owned and operated by the San Antonio River Authority (SARA). The improvements
follow the Federal Natural Resource Conservation Service (NRCS) standards. SARA is the project
manager. The total estimated cost of this project is $3,591,140.
CB 09 Cimarron Subdivision The purpose of this project is to remove ten homes from the 100-year
floodplain of West Salitrillo Creek in the Cimarron Subdivision. The estimated cost of this project is
$4,101,562.
Confluence Park As part of the Urban Waters Federal Partnership, the estimated $10 million
Confluence Park project will be an environmentally sustainable, education green space located in
the southern urban core of San Antonio at 310 W. Mitchell. The park will include an educational
pavilion, a large scale water catchment system, ecotype demonstration areas and will be a
destination for hiking and biking along the Historical Mission Reach portion of the San Antonio
River. Commissioners Court has committed $1,000,000 to the San Antonio River Foundation for
enhancements at Confluence Park in memory of Sally Buchanan.
Elmendorf Lake This project will provide for water quality improvements to the lake, as well as
flood control enhancements in the portion of the lake between 24th and Commerce Streets adjacent
to Elmendorf Lake Park. The project will result in shoreline restoration along with water quality
improvement. This project is intended to complement the San Antonio River Authoritys Westside
Creeks Restoration project, which is focused on environmental restoration and recreational
opportunities. The total estimated cost of this project is $7,500,000.
High Water Detection System Phase III This project provides for additional installations of the high
water detection systems at various locations around the County. The systems warn drivers of high
water at selected locations. This is a continuation of the Bexar County Flood Control Phase II project.
Approximately 121 units will be installed through the County and City limits. The total estimated
cost of this project is $6,200,000.
Jefferson H.S Drainage - This project is located at the SAISD Thomas Jefferson High School in
southwest Bexar County. The project scope included improvements to components of the new site
work in order to provide regional flood relief for the surrounding area. The installation of new site
work drain lines and asphalt paving portions of the proposed improvements provided surface
capture and conveyance of potential flood water into the underground drain system and surface
detention facilities. The project is being managed by SAISD. The total cost of this project is $750,000.
LC 5 S. Hausman Road LWC This project provides for the construction of a culvert and a bridge on
S. Hausman Road between Prue Road and Baumberger Trail. There are currently two low water
101-3
crossings on S. Hausman Road. This will also include improvements to S. Hausman Road north and
south of the two structures. The proposed upgrade will increase public safety for this area. The total
LC 6 Prue Road LWC at French Creek This project provides for the construction of a bridge at
French Creek over Prue Road. The existing multi-barrel box culvert is undersized and must be
replaced with a bridge. This also includes improvements east and west of the bridge. The total
LC 9 Hausman Drainage Project Phase I - This project replaces three low water crossings with
bridges and downstream channel improvements to provide unflooded access during the 1 percent
chance storm event along Hausman Road between Babcock and Huntsman. This also includes
buyouts downstream of the three crossings in the existing Valley View Subdivision for mitigation and
channel improvements purposes. The estimated cost of this project is $12,145,638.
LC 15 Huebner Creek at Prue Rd RSWF This project will alleviate flooding downstream of Prue
Road and provide a Regional Storm Water Detention Facility to reduce flow rate by approximately
10 percent. Prue Road crossing has been constructed as an all-weather crossing at Huebner Creek.
This project requires obtaining regulatory permits such as United States Army Corps of Engineers
permits, local floodplain permit, and a potential dam permit. The estimated cost of this project is
$4,349,495.
LC 17 Huebner Creek Enhanced Conveyance This project includes the analysis of Leon Creek
starting at Loop 410, and following Leon Creek to Huebner Creek just upstream of Bandera Road.
This study will determine the possible channel improvements and the alternatives to reduce
structural flooding for Leon Valley and the City of San Antonio. The project will be divided into three
phases. Phase I will be from Loop 410 upstream to Ingram Road. Phase II will be from Ingram Road
upstream to the city limit line between Leon Valley and San Antonio. Phase III will be from the city
limit line between Leon Valley and San Antonio upstream to Bandera Road. A Cost Benefit Study,
coordination with Leon Valley, City of San Antonio, San Antonio River Authority, Corps of Engineers,
and possible buyouts are part of this project. The total estimated cost of this project is $41,690,494.
LC 18 Boerne Stage Road This project provides un-flooded access (25 year storm event) to area
residents and businesses. Reconstruction includes raising the roadway, improvements to the
pavement section, increasing roadside bar ditch capacities, and drainage system improvements. The
total estimated cost of the flood portion of this project is $9,908,802, and construction has been
completed. There is also a budgeted road component that improves the roadway and shoulder
lanes. The total road project budget is $745,000 and can be found in the County Road and Bridge
Multi-Year Road Projects Fund.
LC 19 Whisper Creek This project is located on Huebner Creek downstream of Hollyhock Street in
northwest Bexar County and in the northwest area of the City of San Antonio. Bexar County
proposes to alleviate flooding in the Whisper Creek subdivision during an Ultimate Development
(UD) 100-year storm event by constructing a concrete drainage wall and a concrete channel. The
total estimated cost of the project is $1,916,246, and construction has been completed.
LC 23 French Creek Tributary NWWC Environmental This project will remove multiple residential
properties from the floodplain located in the Cedar Springs Subdivision and the Evans Valley
Subdivision. Improvements to existing low water crossings in Evans Valley Subdivision and the
intersection of Diamond K and Bar X Trail will also be considered. The estimated cost of this project
is $5,382,889.
101-4
LC 26 N. Verde Road LWC This project provides for the construction of a bridge at French Creek
over North Verde Road. The existing culvert is undersized and needs to be replaced. This will also
include improvements to North Verde Road and west of the bridge. North Verde Road is the only
way in or out of the existing residential subdivision during flood events. The construction of this
bridge will increase public safety for this area. The total estimated cost of this project is $3,235,000.
LC 27 Old Fredericksburg Road LWC This project will replace the current low water crossing near
Old Fredericksburg Road and Lost Creek Gap Road with a structure capable of withstanding a100year storm event. The total estimated cost of this project is $1,528,846, and construction has been
completed.
SARIP - San Pedro Creek Restoration - This project will widen and deepen the San Pedro Creek
channel, increasing its carrying capacity. This project will remove 41.8 acres and 38 adjacent
structures from the 100-year flood plain. This project also replaces a network of unsightly drainage
with approximately 22 acres of parkland, hiking and biking trails, and other recreational amenities.
The following are the project limits and estimated costs: Villa Lagunilla (Inlet to Travis), Salon De
Alameda (Travis to Alameda Theatre), Agua Antigua (Alameda Theatre to Dolorosa), El Merodeo
(Dolorosa to Cesar Chavez), Canal Principal (Cesar Chavez to Guadalupe), Campo Abajo (Guadalupe
to South Alamo), and Alamo Street to Confluence. The total estimated cost of the project during FY
2014-15 was $174,600,000. The County has identified $127,931,074 as its portion of the project.
Additional funding will need to be identified.
Toutant Beauregard LWC - This project is located along Toutant Beauregard in northeast Bexar
County. The project will replace two low water crossings on Toutant Beauregard near Anaqua
Springs Road and west of Lost Valley Road with bridges or culverts capable of passing the 100-year
storm. Channel grading upstream and downstream of the culverts will also be required as part of
this project. Improvements to these three low water crossings will allow un-flooded access to
approximately 320 homes. The total estimated cost of this project is $6,450,000.
Martinez Dams - This project provides for the rehabilitation of three Martinez Creek Dams. The
dams are owned and operated by the San Antonio River Authority (SARA). The improvements will be
to Federal Natural Resource Conservation Service (NRCS) standards. SARA is the project manager.
The estimated cost of this project is $5,316,060.
Medio Creek NWWC Sunset Subdivision This project provides for the channelization of Medio
Creek upstream of Ray Ellison Drive for additional storm water conveyance. The approaches to Ray
Ellison Road bridge crossing will be upgraded, if needed and the viability of a detention pond near
this location will be studied. The results of this project will remove over 100 homes in the Sunset
Subdivision from the floodplain. The total estimated cost of this project is $9,404,000.
Pearsall Road at Elm Creek This project provides for the replacement of the inadequate existing
multiple box culvert with a bridge capable of withstanding a 1 percent chance 100-year storm event.
There is currently a curve in the road that will be straightened to accommodate the proposed
bridge. The total estimated cost of this project is $5,445,000.
MR 30 Grosenbacher LWC - This project will provide improvements for two low water crossings on
Grosenbacher Road. This project will increase the size of the culvert and look at drainage channel
improvements to improve flow through the culvert and avoid damage to residences upstream and
downstream of the crossing. The total estimated cost of this project is $1,514,341, and construction
has been completed.
101-5
MR 31 Elm Forest at Turtle Cross Street - This project provides for improvements to the low water
crossing at the entrance to the subdivision. It will also provide additional capacity at several
inadequate drainage outfalls to Medio Creek. The total estimated cost of this project is $2,544,971.
MR 33 North Talley Road LWC - This project is located along Cartwright Trail and Talley Road in
northwest Bexar County. There are two Talley Road low water crossings southeast of the Geronimo
Village Subdivision and the Cartwright Trail Street entrance to this subdivision. These two crossings
will be upgraded to be able to pass a 100-year flood event. There are also two low water crossings
along Cartwright Trail that are undersized and will be replaced to allow the residents within these
subdivisions access to Talley Road. Improvements to these four low water crossings will allow unflooded access to approximately 300 homes. The total estimated cost of this project is $4,800,000.
Project Management (FY 2013-2017) - These funds will cover all program management expenses
through the completion of the flood control program. The total estimated cost is $19,220,865.
Salado Creek - This project includes master planning efforts for a new County park on an
approximately 200 acre site located on Southton Rd. south of Farm Rd. The total estimated cost of
this project is $250,000.
SA 2 Laddie Place RSWF This project is located between Fredericksburg Road and Gardina St. The
purpose of this project is to remediate flooding at and downstream of the Northwest Center by
constructing a regional storm water detention pond. It will remove over 30 structures from the 100year floodplain. The total estimated cost of this project is $27,491,524, and construction has been
completed.
SA 3 Barbara Drive Drainage This project replaces the concrete lined open channels between
McCullough and the confluence of the box culverts located approximately 800 feet east of
McCullough. This project will also reconstruct McCullough Street from Barbara to Sharon Street with
an underground storm sewer system with curb inlets to eliminate the low water crossing at Barbara
Drive and McCullough. The total estimated cost of this project is $9,200,000 and is coordinated
through a joint effort with the City of San Antonio.
SA 6 Rock Creek Outfall Improvement This project is located between Rock Creek at Interstate
Highway 10 and Dudley Drive. The project removes 16 structures from the 100 year floodplain and
improves the outfall at confluence with Olmos Creek. Improvements will be made to the Rock Creek
waterway, between IH-10 and Dudley Drive, from a natural, rocky channel to a more engineered
flood conveyance waterway. The wider, grass-lined channel will have the general effect of lowering
the 100 year floodplain elevation. Stabilization of the channel slopes from approximately 800 feet
upstream of Callaghan Road to IH-10 will also be considered. The project does not include any
roadway repairs or relocations. The total estimated project cost is $3,400,000, and construction has
been completed.
SA 17 Real Road This project will replace the existing low water crossing at Real Road and
Chupaderas Creek with a structure capable of withstanding a 100-year storm event. Real Road will
be reconstructed with bar ditches and the channels upstream and downstream will all be re-graded.
The total estimated cost of this project is $1,727,605, and construction has been completed.
SA 22 San Pedro Huisache Phase III This project is the third phase of the San Pedro Huisache
project. This phase is intended to construct a storm drain system east of San Pedro between Agarita
101-6
Street and Elsmere Place. The intent of this project is to prevent San Pedro Avenue from flooding
and to keep the neighborhoods on both sides of San Pedro Avenue safe from flooding. The total
estimated cost of this project is $2,523,912, and construction has been completed.
SA 43 Six Mile Creek Drainage Improvements This project constructs a Regional Storm Water
Facility on Six Mile Creek to reduce flow in the existing channel. The intent is to place a detention
pond or ponds along the creek to reduce the flows and reduce the draft digital Flood Insurance Rate
Map (DFIRM) floodplain in the residential area between S. Flores Street and W. Petaluma Blvd. The
total estimated cost of this project is $28,588,748.
SA 45 Cacias Road LWC This project will replace the two low water crossings on Cacias Road with
culverts capable of withstanding a 25-year storm without overtopping the road. Both culverts are to
be replaced with multiple box culverts with headwalls upstream and downstream. Channel grading
will be done upstream and downstream of these two culverts. Right-of-way (drainage easements)
will have to be obtained to accommodate the drainage channels. The estimated cost of this project
is $1,444,640.
SA 46 Kirkner Road LWC This project will improve the four low water crossings on Kirkner Road
between Zigmont Road and Stuart Road in eastern Bexar County. This location will also receive a
High Water Detection System. The total estimated cost of this project is $2,026,080.
SA 47 Henze Road LWC This project will improve the existing low water crossing at Henze Road in
South Bexar County to meet a 25-year storm event. The project will replace the existing low water
crossing, where there is no culvert, with appropriate culverts with parallel wing walls upstream and
downstream of Henze Road. The total estimated cost of this project is $2,821,974, and construction
has been completed.
SC 4 Knoll Creek This project involves a drainage study to determine the best option for improving
Knoll Creek. The goal is to remove homes from the 100-year floodplain just downstream of Classen
Road without adversely impacting commercial properties downtown. The total estimated cost of
this project is $9,860,700.
SC 5 Mid-Beitel Creek Channel Restoration - This project provides for the design of the
channelization of a section of Beitel Creek. Beitel Creek has been channelized from N.E. Loop 410
upstream to an area just south of Garden Court East Subdivision. The project will also include
construction of an earthen channel from the existing channel, upstream approximately 4,000 feet.
The channel will be adjacent to the Garden Court East Subdivision within the City of San Antonio.
The project cost is estimated at $2,816,645.
SC 9 Perrin Beitel Bridge Expansion This project includes the design and construction to elevate
the roadway and bridge on Perrin-Beitel Rd at Beitel Creek. The improved bridge on Perrin-Beitel
will withstand a 100 year storm event and minimize flooding in the Briar Glen subdivision. Some
channel improvements and re-grading will be required. The total estimated cost of this project is
$11,215,775.
SC 15 Rosillo Creek RSWF This project will alleviate flooding on the tributary to Rosillo Creek
downstream of F.M. 78 in the City of Kirby. It will provide runoff control and reduce the floodplain
along one tributary to Rosillo Creek. The total estimated cost of this project is $10,416,372.
SC 18 Roland Avenue Bridge The project will raise Roland Avenue above the 100-year water
surface elevation crossing over Salado Creek. It also provides two separate bridges and 1,450 feet of
101-7
roadway approaches. Roland Avenue will be re-aligned to improve the sharp curves through the low
water crossing. The total estimated cost of this project is $7,773,979, and construction has been
completed.
SC 27 Bulverde and Jung Mud Creek Trib A This project provides improvements to the low water
crossing at Bulverde Rd and Jung Road at Tributary A to Mud Creek. The total estimated cost of this
project is $4,033,573.
SA 41 Salado Creek Tributary D at Ira Lee This project includes 800 feet of earthen channel
improvements just north of Garner Middle School. The Ira Lee low water crossing will be improved
and 20 facilities will be removed from the 100 year floodplain. The total estimated cost of this
Seeling Channel Phase II - This project is an extension of the City of San Antonios Seeling Channel II
bond project and includes improvements to the channel further upstream. These additional channel
improvements will remove approximately 48 homes as well as Morning Glory and W. Mulberry
streets from the floodplain. The total estimated cost of this project is $4,000,000.
Woodlawn at 36th Street Drainage This project consists of the construction of two barrels of
culverts at Woodlawn and 36th Street. These two culverts will take the flood waters that currently
flood the adjacent subdivision west of the two streets into the existing St. Marys University
drainage channel. There are currently 134 homes in the floodplain adjacent to this project. The total
101-8
Closed Projects
The following is a list of Flood Control projects that have been completed by Bexar County, transferred
to the City of San Antonio for completion, or not recommended for construction. The total amount
expended can be found in parentheses next to the project name. In some cases the project was not
recommended for completion or alternative sources of funding were used, therefore, the amount
expended is zero.
Benton City Road Low Water Crossing ($540,038)
Bulverde Road Phase V ($2,200,000)
CB 18 Smithson Valley LWC ($166,625)
CB 19 Schaefer Road Drainage Phase I ($8,967,844)
CW 00 Project Management ($16,126,423)
CW 01 High Water Detection System ($852,808)
CW 05 Program Controls System ($355,140)
Galm Road Phase I ($2,257,360)
Helotes Creek RSWF ($0)
High Water Detection System Phase II ($3,000,000)
LC 10 Hausman Road Phase II ($8,408,659)
LC 14 Chimenea Creek RSWF ($269,990)
LC 22 French Creek Drainage Study ($167,676)
LC 8 Ingram Road LWC ($9,572,879)
Medina Lake Dam ($3,000,000)
Mid-Beitel Creek Channel Restore Phase II ($100)
Millrace and Mulberry ($1,100,000)
MR 8 Shepherd Rd at Elm Creek & Black Hill Branch
($3,316,675)
MR 13 Live Oak Slough Quintana to I-35 ($327,058)
MR 27 Live Oak Slough Overflow ($308,112)
MR 28 Briggs Road ($141,906)
MR 29 Luckey Road ($362,224)
MR 9 Robert Glen at Live Oak Slough ($302,856)
SA 14 Science Park ($376,782)

SA 22 San Pedro Phase II ($10,741,295)
SA 33 Olmos Dam ($5,991,128)
SA 38 Balcones Heights RSWF ($184,221)
SA 4 Shane Road LWC ($2,131,920)
SA 40 Calaveras Dam 6 ($1,000,000)
SA 41 Calaveras 8 Increase Detention ($1,661,370)
SA 42 Broadway Drainage Improvements ($911,900)
SA 44 VFW Boulevard Drainage ($9,981,045)
SA 48 Concepcion Creek Drainage ($447,240)
SA 6 Rock Creek Outfall Phase II ($540,587)
SA 8 S. New Braunfels LWC ($1,254,397)
SARIP Eagleland Reach Plunge Pool ($763,253)
SARIP Eagleland Reach ($3,123,292)
SARIP Mission Reach ($175,410,032)
SARIP - Museum Reach ($10,681,187)
SC 12 Menger Road LWC ($379,179)
SC 2 Evans Road LWC ($3,825,488)
SC 28 Jones Maltsberger at Elm Creek ($1,318,174)
Sixmile Creek Drainage CCR 2 and Bridges ($0)
St. Marys University Drainage ($1,735,789)
Trainer Hale LWC ($428,842)
Wilderness Oak Bridge ($1,400,000)
101-9
Bexar County Capital Improvement Program

FY 2016-17
Project
Budget
Financial Management System

Juvenile Justice Academy Improvements
Park Improvements Rodriguez Park
Central Magistration Improvements
Criminal District Courts - Video Teleconferencing
Camp Bullis Easement
Activity to Date
Available
$7,188,841
$7,025,100
$163,741
1,501,637
2,088
1,499,549
75,634
41,874
33,760
4,813,860
2,044,535
2,769,325
187,491
187,491
1,000,000
1,349
998,651
Automated Fingerprint Identification System (AFIS)
400,000
262,406
137,594
Juvenile Campus Improvements
197,352
180,475
16,877
Enterprise Data Center Power Upgrade
386,415
364,096
22,319
Elections Equipment - Battery Replacement
244,038
185,064
58,974
County Parks - Parking Lot Overlay
558,126
172,502
385,624
Courthouse South Annex (Federal Reserve Building)
10,000,000
8,702,854
1,297,146
Alameda Theatre Renovations
12,500,000
1,138
12,498,862
Law Enforcement Substations
17,551,048
4,804,685
12,746,363
Bexar County History Center
2,000,000
485,106
1,514,894
County Parks - Restroom Renovations
103,500
101,452
2,048
Adult Detention Center - Cell Renovations
537,108
367,483
169,625
1,406,896
1,036,314
370,582
Interactive Voice Response (IVR) System
150,000
26,665
123,335
CHRIS Hardware Refresh
250,000
162,258
87,742
23,600,000
25,360,912
(1,760,912)
BCIT - zServer Tape Upgrade
Bexar County Integrated Justice System (CIJS)

CIJS E-Discovery System
600,000
548,492
51,508
CIJS District Attorney Case Management
8,000,000
7,951,269
48,731
CIJS Jail Management System
7,000,000
2,751,265
4,248,735
800,000
744,399
55,601
2,000,000
329,598
1,670,402
67,019
67,000
19
CIJS Peripherals
647,693
52,422
595,271
Courthouse Office Relocation
637,417
347,025
269,392
Justice Center Courtroom Suite Renovations
3,050,000
2,887,332
162,668
South Flores Parking Garage Improvements
1,000,000
995,565
4,435
County Facilities Fiber Upgrades
1,537,941
876,922
661,019
20,633
20,633
Automated Fingerprint Identification System
2,700,000
2,616,420
83,580
Hot Wells Interpretive Center and Public Park
4,469,066
568,008
3,901,058
Adult Detention Center Systems Replacement
18,445,000
1,613,407
2,386,593
738,300
547,351
190,949
Justice Center/PET Improvements
3,525,250
418,440
3,106,310
Federal Reserve Building - Child Support Courts
4,435,500
69,928
4,365,572
CIJS Jury Management System

CIJS Juvenile Case Management System
CIJS Storage
Court Kiosks System
Courtroom Restoration - FY 2013-14
102-1
Project
Budget
Precinct 1 Facility Upgrades
Activity to Date
Available
$608,000
$80,770
$527,230
350,000
350,000
4,500,000
2,992,168
1,507,832
Orion System - Sheriff Time and Attendance Software
500,000
348,495
151,505
Wireless Infrastructure
947,485
947,485
Countywide Technology System Upgrades
99,185
74,708
24,477
Digital Signage
69,306
44,215
25,091
9,909,600
839,189
9,070,411
County Parks - Portable Stage and Equipment

Law Enforcement Records Management System
Radio System Infrastructure and Equipment Upgrade

Voice Infrastructure Upgrade
790,775
790,775
Infor Financial System Upgrade
754,083
754,077
Google Search Appliance - Law Enforcement
225,000
225,000
1,009,375
135,614
873,761
Bexar County Facility ADA Improvements
100,000
86,131
13,869
Krier Center - Weatherproofing & Repair
237,600
15,624
221,976
County Office and Department Relocation
173,282
27,433
145,849
Bexar County Park Master Plan
157,500
1,187
156,313
County Parks - Restroom Modifications
146,750
135.188
11.562
Bexar County Civic Centers - HVAC replacement
122,500
90,546
31,954
Juvenile Tejeda Courts Program
290,675
290,670
10,005,000
2,333
10,002,667
3,500,000
3,402,726
97,274
736,500
287,141
449,359
82,000
82,000
820,500
820,499
1,880,000
1,239,039
640,961
Fleet Facility Improvements
265,000
11,802
253,198
Fleet Management Information System
217,473
217,473
Criminal Laboratory Equipment - FY 2015-16
323,044
291,343
31,701
Criminal Laboratory - Compliance Management System
37,840
37,840
Medical Examiner - Telephone System Upgrade
95,422
91,221
4,201
150,000
12,500
137,500
Bexar County Precinct 3 Facility
7,132,216
3,286,215
3,846,001
Bibliotech East
1,657,431
46,890
1,610,541
Fire Marshal & Emergency Management Facility
4,879,050
385,880
4,493,170
18,250,000
2,009,428
16,240,572
Bexar County Precinct 4 Facility
5,000,000
5,000,000
Public Safety Communications Center
2,061,220
365,673
1,695,547
Law Enforcement Vehicle - Digital Video Cameras - Phase II
818,623
702,815
115,808
SAS Upgrade
335,127
335,127
87,000
87,000
Adult Detention Center - Main Jail Elevator Replacement
Tobin Performing Arts Center - Parking Garage

Menger Creek Linear Park
Bexar County Security Enhancements
Law Enforcement Radio Upgrades
Bexar County - City of Kirby - Animal Control Center
County Park Equipment & Improvements
Tax Office - Vista Verde Modifications
Bexar County Public Works Facility
Workstation Software
102-2
Project
Budget
Bexar County Wireless Network Access
Activity to Date
Available
$1,250,000
$377,845
$872,155
Infor System Enhancements
580,000
580,000
Bexar County Credit Card & Tokenization
710,000
25,200
684,800
2,787,087
330,292
2,456,795
Courthouse Basement and Corridor Restoration
590,000
590,000
Courthouse Children's Court Technology Improvements
375,000
375,000
Courthouse Courtroom Technology Improvements
267,500
267,500
Bexar County Downtown Signage
214,000
102,807
111,193
Bexar County Facility Improvements
250,000
250,000
Forensic Science Center - Emergency Generator Replacement
750,000
750,000
Juvenile - Krier Center Master Control Improvements
311,000
311,000
Firing Range Improvements & Deck Separator
160,727
96,726
64,001
Vista Verde Improvements
365,000
25,000
340,000
190,000
41,255
149,645
4 Court of Appeals Build Out
180,488
171,012
9,476
Paul Elizondo Tower Elevator #4
248,680
248,678
10,000,000
9.217.912
782,088
Family Service Center Association - Facility Acquisition
1,500,500
1,500,000
JBSA Mission Preparedness Initiative
4,500,000
4,500,000
900,000
900,000
32,396,730
5,141,144
27,255,586
3,000,000
3,000,000
22,000,000
22,000,000
1,850,000
1,850,000
Raymond Russell SAWS Connection & New Restroom
600,000
600,000
Tree Replacement & Oak Wilt Defense
100,000
100,000
Sheriff Equipment & Machinery
396,685
396,685
20,000,000
20,000,000
1,750,000
1,750,000
I.T. Security Software
357,122
357,122
County Network Hardware Refresh
650,000
650,000
Countywide Video Surveillance Refresh
490,000
490,000
Microsoft Automated Digital Evidence Ingestion System
813,000
813,000
DNA Technology Upgrade Phase II
102,920
102,920
Bexar County Public Works Facility
16,050,000
16,050,000
Tax Office Veteran Memorial
770,000
770,000
Tax Assessor South Side Drive-Thru
695,000
695,000
Facilities Management & Security Software
605,000
605,000
Adult Detention Center Improvements and Modifications
rd
Courthouse 3 Floor Childrens Court Renovations

th
Toyota Field
Commemorative Tricentennial Artwork

Adult Detention Center Annex Conversion
CentroMed Facility
County/Center for Health Care Services Mental Health Clinic
County Park Improvements & Renovations
Data Center Relocation

Centralized/Dense Computing Environment
102-3
Project
Budget
Firing Range Enhancements FY 2016-17
Activity to Date
Available
$603,750
$0
$603,750
415,000
415,000
55,000
55,000
UPS Replacement
265,000
265,000
Justice Center Maintenance & Improvements
183,500
183,500
Adult Detention Center Maintenance & Improvements
2,900,600
2,900,600
Juvenile Detention Center Maintenance & Improvements
1,075,000
1,075,000
Juvenile Probation Maintenance & Improvements
460,000
460,000
BCSO Move to Adult Probation
400,000
400,000
CIVIQ Touch Screen Kiosks
498,977
498,977
Botanical Garden Expansion
500,000
500,000
1,500,000
1,500,000
$361,263,593
$100,844,291
$236,258,395
Courthouse Renovations
th
166 District Court Renovations
Brooks City Base Mission Reach Portal

Grand Total
102-4
FUND: 700
BEXAR COUNTY CAPITAL IMPROVEMENT

FUND
Program Description: The County Buildings Capital Improvement Fund is used to fund improvements to
County buildings as well as major capital equipment and information technology purchases. Examples of
major projects that have been budgeted in this fund include the Historic DoubleHeight Courtroom, the
Elections and Purchasing Facility, and the Adult Detention Center Annex Conversion project. Funding for
these projects is derived from a number of revenue sources, to include property tax revenue and
parking garage revenue.
During the budget process, Offices and Departments submit capital project requests to the Budget
Department. Each County Office and Department requesting an appropriation of capital funds is
responsible for preparing a project application on a standardized form, which includes a general project
description and justification of its importance or need.
Program Justification and Analysis: The FY 2016-17 Proposed Budget appropriates a total of
$95,931,268 for the following projects:
Center for Health Care Services Facility - $22,000,000

County Park Improvements & Renovations - $1,850,000
Raymond Russell SAWS Connection & New Restroom - $600,000
Tree Replacement & Oak Wilt Defense - $100,000
Sheriff Equipment & Machinery - $396,685
Data Center Relocation - $20,000,000
Centralized/Dense Computing Environment - $1,750,000
I.T. Security Software - $357,122
County Network Hardware Refresh - $650,000
Countywide Video Surveillance Refresh - $490,000
Microsoft Automated Digital Evidence Ingestion System $813,000
DNA Technology Upgrade Phase II - $102,920
Bexar County Public Works Facility - $16,050,000
Adult Detention Center Systems Replacement - $14,445,000
Law Enforcement Substations - $3,246,998
Bexar County Precinct 3 Facility - $2,152,216
Tax Office Veteran Memorial $770,000
Tax Assessor South Side Drive-Thru $695,000
Facilities Management & Security Software - $605,500
Firing Range Enhancements FY 2016-17 - $603,750
Courthouse Renovations - $415,000
166th District Court Renovations $55,000
UPS Replacement - $265,000
Justice Center Maintenance & Improvements - $183,500
Adult Detention Center Maintenance & Improvements - $2,900,600
Juvenile Detention Center Maintenance & Improvements - $1,075,000
102-5
Juvenile Probation Maintenance & Improvements - $460,000

BSCO Move to Adult Probation - $400,000
CIVIQ Touch Screen Kiosks $498,977
Botanical Garden Expansion $500,000
Brooks City Base Mission Reach Portal $1,500,000
Ongoing Projects
The following is a list of all active Bexar County Projects.
Financial Management System: A new financial management system has been implemented to meet
the Countys growing needs specifically in the areas of financial accounting, purchasing and budgeting.
It enables County users to have access to better management information through reports and queries
regarding requisitions, financial cost and accounting information, and the impact on annual budget
appropriations. The FY 2010-11 Adopted Budget included an additional $888,841 for implementation of
the financial management system. The total estimated cost of this project is $7,188,841.
Juvenile Justice Academy: This project provides for a contribution to the Juvenile Probation Department
for infrastructure and equipment related to the Bexar County Juvenile Justice Academy. The total
Park Improvements - Rodriguez Park: This project provides funding for the provision of playground
equipment and perimeter fencing. This project replaced outdated playground equipment with
equipment that meets ADA, Federal, and local guide lines for safety and security. The replacement of
the perimeter fence is to ensure security of the park after hours. Also included is funding for the
renovation of restrooms. The total estimated cost for this project is $75,634.
Central Magistration Improvements: This project provides for upgrades and renovations to the existing
Central Magistration Facility that will accommodate an open booking process. An assessment of the
existing facility was conducted. New process flow improvements were identified by all stakeholders and
this project will integrate those requirements as it relates to building improvements. The estimated cost
of this project is approximately $4,813,860.
Criminal District Courts - Video Teleconferencing: The Criminal District Courts have requested three
video teleconferencing systems. These systems will be portable units located on each of the three
Justice Center floors where Criminal District Courts preside. The estimated cost for this project is
$187,491.
Camp Bullis Easement: The purpose of this project is to study the easements of Camp Bullis for the
Habitat Conservation Plan. Habitat Conservation Plans (HCPs), also known as Regional Habitat
Conservation Plans (RHCPs), can be designed to cover one or more endangered species for portions of
the county, entire counties, or multiple counties. The estimated cost for this project is $1,000,000.
Automated Fingerprint Identification System (AFIS): This project enhances and speeds up the
identification of individuals processed and placed in custody at the Adult Detention Center, Central
Magistration and Courthouse Booking Station. This project provides the capability to aid in the
identification of offenders at crime scenes. This total estimate project cost is $400,000.
102-6
Juvenile Campus Improvements: This project provides for the following improvements to the Juvenile
Campus. The total combined budget for this project is $197,352:
Washer and Dryer Set for Juvenile Detention
Livescan Unit for Juvenile Probation
Juvenile Courts A/C Chiller
Smoke Control System Replacement
Enterprise Data Center Power Upgrade: This project will upgrade the power in the Enterprise Data
Center in order to meet existing demands and provide for future demands. This upgrade is based on a
Power Infrastructure Upgrade Assessment done by Cleary Zimmerman Engineers. The estimated cost of
Elections Equipment Battery Replacement: This project funds the replacement of approximately
2,400 batteries for the iVotronic Machines that are used during elections. The total estimated cost will
be $244,038.
County Parks Parking Lot Overlay: This project provides for the re-asphalting and re-striping of the
parking lots at Raymond Russell County Park, Rodriguez County Park, Comanche County Park, Pletz Park,
Mission County Parks I, II, Padre Park, as well as certain County facilities. The total estimated cost of this
project is $558,126.
Courthouse South Annex - Federal Reserve Facility: This project provides for the purchase of the
Federal Reserve Facility located south of the Bexar County Courthouse and for improvements to the
facility. The total estimated cost of this project is $10,000,000.
Alameda Theater Renovations: This project provides for the design and construction of renovations
planned for the Alameda Theatre. The total estimated cost of this project is $12,500,000.
Bexar County Law Enforcement Substations: A total of $1,500,000 was appropriated during FY 2012-13
to study and provide preliminary design for law enforcement substations in Bexar County. The goal of
the project was to determine the best location and design of substations to provide the most efficient
and effective law enforcement services to Bexar County citizens. The FY 2014-15 Adopted Budget
appropriated funding to purchase property and construct substations on the East and West side of Bexar
County. The FY 2016-17 Proposed Budget appropriates funding to install utilities at the East side location
for a total estimated cost of $3,246,998. The total estimated cost of the project $17,551,048.
Courthouse History Center: This project provides funding for the construction of a Bexar County History
Center for displaying exhibits and artifacts. The total estimated cost of this project is $2,000,000.
County Parks - Restroom Renovations: This project will renovate and construct restroom facilities at
Comanche and Raymond Russell parks. The restroom facilities require new partitions and ADA
compliance renovations. The total estimated cost of the project is $103,500.
Adult Detention Center Cell Renovations: During FY 2011-12, the following projects were approved
for improvements to the Adult Detention Center. The total combined cost of this project is $537,108:
Adult Detention Center Communications Room A/C System $123,000
Adult Detention Center Door Slot and Bunk Storage Renovations: $102,503
102-7
Adult Detention Center Cell Renovations: $254,474

Adult Detention Center Booking Break Room: $18,208
Adult Detention Center Washing Machine: $38,923
BCIT - zServer Tape Upgrade: This project will upgrade the existing tape management system. The
upgrade will deliver increased application productivity and data availability. A total of $530,000 was
allocated during FY 2011-12. The FY 2012-13 Budget provided an additional $1,100,000 for components
related to the overall Z-Server Upgrade. Savings from this project were reprogrammed during FY 201314 for other County capital projects. The new budget for this project is $1,406,896.
Interactive Voice Response (IVR) Solution: This project provides for the implementation of interactive
voice response technology in County offices and departments. The system will provide specifically
tailored information to callers such as directions, hours of operation, court dates, etc. The total
estimated cost of this project is $150,000.
CHRIS Hardware Refresh: The project provides for the replacement of CHRIS hardware to include
servers, SANs, and switches. The total estimated cost of this project is $250,000.
County Justice Information System: The new justice information system will replace an outdated legacy
system that has been in service for approximately 30 years. It will allow users to instantly update and
exchange information and will have the flexibility to adapt to the changing needs of the County. During
FY 2008-09 the cost of this project increased from $18,000,000 to $23,450,000. This amount includes
the cost for the Central Magistration component and the Master Name Index component. The total
estimated cost of this portion of the project is $23,600,000
Bexar County Integrated Justice System: The following components are to be implemented as part of
the County Integrated Justice System: E-Discovery System ($600,000), District Attorney Case
Management System ($8,000,000), Jail Management System ($7,000,000), Jury Management System
($800,000), Juvenile Case Management System ($2,000,000), CIJS Storage ($67,019), and CIJS
Peripherals ($647,693). The total cost of these components is $19,114,712.
Courthouse Office Relocation: Due to the renovation of the Double-Height Courtroom and Gondeck
demolition, the relocation of staff in the courthouse is necessary. This project provides funding for office
relocation costs associated with improving existing and vacated areas. The total estimated cost of this
Justice Center Courtroom Suite Renovations: This project provides for renovations to the courtrooms
that were not recently constructed in the Cadena Reeves Justice Center. A total of 16 courtrooms
require improvements. This project provides for 4 of the courtrooms to receive renovations beginning in
FY 2012-13. The plan is to phase in courtroom renovations until all 16 have been completed. The total
estimated cost for the four courtroom renovations is $762,500. The FY 2013-14 Budget appropriated an
additional $2,287,500 to complete the project. The total estimated cost of this project is $3,050,000.
South Flores Parking Garage Improvements: This project provides for the replacement of public
elevators at the South Flores Parking Garage. The project also includes exterior improvements such as
signage, and resealing/recladding the surfaces. The total estimated cost is $1,000,000.
102-8
County Facilities Fiber Upgrade: This project provides for the upgrade of fiber network for various Bexar
County Facilities. Savings from this project were reprogrammed during FY 2013-14 for other County
capital projects. The new budget for this project is $1,537,941.
Court Kiosks System: This project provides for the purchase of a kiosk system to allow self-service
capabilities in the courts system. This project allows for the purchase of one system as a pilot program.
The total estimated cost of this project is $20,633.
Automated Fingerprint Identification System: This project provides for upgrades and hardware
replacement for the existing system. These enhancements will expand the existing database and replace
critical hardware (servers, workstations, FastID, and MobileID). The total estimated cost of the project is
$2,700,000.
Hot Wells Interpretive Center and Public Park: This project redevelops the ruins at the site of the
Historic Hot Wells Hotel and Bath House. The area will be re-purposed as a public park and historic site
on the river trail of the Mission Reach of the San Antonio River. The total estimated cost of this project is
$4,469,066.
Adult Detention Center Systems Replacement: This project provides for the replacement of critical
building systems including doors, cameras, mechanical, plumbing, and electrical systems at the Adult
Detention Center Main Jail and Annex. The project will also address the long term plans and renovations
requirements for Master Control. In FY 2016-16, funding was provided to cover the costs of construction
documents including cost estimates and the preparation of a bid package. The FY 2016-17 Proposed
Budget appropriates funding in the amount of 14,445,000 for the construction phase. The total
Courtroom Restoration - FY 2013-14: This project restores two Historic Courtrooms located in the Bexar
County Courthouse. The Courtrooms, known as rooms 2-6 and 2-7, will be restored following the 5-Year
Courthouse and Justice Center Restoration Master Plan. The budget for this project is $738,300 and will
cover the costs of design only.
Justice Center/PET Improvements: The following list of items is included within the scope of this
project. The total combined cost is $3,525,250.
Renovation of the 4 public elevators in the Cadena Reeves Justice Center, modifications to the
tunnel ceiling, and improvements to the restrooms to meet new ADA requirements.
Painting Common Areas: This project includes repainting the common public areas of the Paul
Elizondo Tower.
Duct Detector Access: This project provides for safe access to duct detectors by way of a small
lift and reconstruction of current double height ceilings to be lowered at the duct detector
access points.
Replacement of the existing entry vestibule doors to the first floor and basement of the Paul
Elizondo Tower with new electronic mechanized sliding glass doors.
Replacement of existing entry vestibule doors to the First Floor and Basement of the Cadena
Reeves Justice Center as well as the connecting doors that access the Second thru Fifth floors of
the Paul Elizondo Tower with new Electronic Mechanized Sliding Glass Doors.
Installation of a sidewalk drain outside the Paul Elizondo Tower
102-9
Federal Reserve Building - Child Support Courts: This project provides for the construction of two Child
Support Courts on the second floor of the former Federal Reserve Building. The project will
accommodate staff from the State Attorney Generals Office, Child Support Probation Staff, two new
courtrooms, Judges chambers, support staff, and waiting/conferring areas. The total estimated cost of
Precinct 1 Satellite Office Upgrades: This project provides for upgrades to the HVAC controls, access
card system and exterior improvements to properly secure the ground mounted units. This will also
include the purchase and installation of an emergency generator for the facility. The total estimated cost
of these improvements is $585,000. This project also provides for the construction of a corridor which
connects the existing Tax Office and Justice of the Peace/Constable areas. The total estimated cost for
this corridor is $23,000. The combined project total is $608,000.
County Parks - Portable Stage and Equipment: This project provides for the purchase of sound
equipment and a mobile stage unit for use at County Parks. The total estimated cost of this project is
$350,000.
Law Enforcement Records Management System: This project provides for the purchase and
implementation of an enterprise-wide system allowing for storage, retrieval, retention, manipulation,
archiving, and viewing of information, records, documents, or files pertaining to law enforcement
operations. The total estimated cost of this project is $4,500,000.
Orion System - Sheriff Time and Attendance Software: This project provides for the purchase and
implementation of time and attendance software for the Sheriffs Office. The total estimated cost of this
Wireless Infrastructure: This project provides for the purchase and implementation of wireless network
capabilities for all Bexar County buildings. This network will allow for both public and private access. The
budget for this project is $947,485.
Countywide Technology System Upgrades: This project provides for the purchase of 12 units of RAM for
the existing 12 SAN servers. The total estimated cost of this project is $99,185.
Digital Signage: This project provides for the purchase and installation of digital displays at County
Facilities. The signage will disseminate information pertinent to the specific location. The budget for this
project is $69,306.
Bexar County Radio System: This project provides for the purchase of radio replacement equipment
including the Bexar County P25 Radio System upgrade. The total estimated cost of this project is
$9,909,600. Overall, the County and City of San Antonio have invested $43 million towards the purchase
and implementation of this new Radio System.
Voice Infrastructure Upgrade: This project will fund the upgrade of the existing phone network
infrastructure for Bexar County. The new network infrastructure will be designed to communicate with
multiple and different SIP entities and to normalize those communications to the digital infrastructure,
resulting in annual savings of approximately $100,000 for voice circuits and $90,000 for leased data
lines. The total estimated cost of this project is $790,775.
102-10
Infor Financial System Upgrade: This project provides for the upgrade of the Countys financial system
from the existing software, Infor 9.0, to Infor 10.X. The Infor 9.0 software expired in May of 2016. The
total estimated cost of this project is $754,083.
Google Search Appliance Law Enforcement: This project will replace the current ROAM system which
is the foundation for the BexarClaw law enforcement application. The new search appliance tracks mug
shots, evidence, warrants, active and closed cases, data from the Fusion Center, and extends its use to
complete complex crime analytics and profiling for ongoing criminal activity and cold cases. The total
ADC - Main Jail Elevator Replacement: This project provides for the replacement of three passenger
elevators and one freight elevator inside the ADC Main Jail. The replacement includes new driving
machines or hydraulic pump units, power and logic controllers, conduit and wiring, hoist ropes, traveling
cables, new cab enclosures car frames and platforms, door operators, and entrance doors and frames.
Contracted work will include all engineering, labor, materials, tools, equipment, testing permits,
inspections and commissioning. The total estimated cost of this project is $1,009,375.
Bexar County Facility ADA Improvements: The results of a consultant study identified areas within
Bexar County that require improvements for ADA compliance. This project provides funding to address
the highest priority issues. The total estimated cost of this project is $100,000.
Krier Center - Weatherproofing and Repair: This project provides for the replacement of window
caulking, weather stripping and other components that have worn out or failed on all windows in the
Krier Juvenile Treatment Facility. The total estimated cost of this project is $237,600.
County Office & Department Relocation: This project provides for the relocation/purchase of office
furniture, adding electrical and data connections, carpeting, furniture purchases, installation of access
card readers, door hardware, and the installation of ceiling tile for Countywide projects. The total
Bexar County Parks Master Plan: This project will evaluate the current conditions of Bexar County Parks,
and update the 2006 Bexar County Park Master Plan. This is a requirement for submitting grant
proposals. The total estimated cost of this project is $157,500.
County Parks - Restroom Modifications: This project provides for the renovation of two restrooms at
Raymond Russell Park. The project will replace fixtures, update handicap accessible partitions, and
reseal the restroom floor. The total estimated cost of this project is $146,750.
Bexar County Civic Centers - HVAC replacement: This project will provide for a new HVAC and
ventilation system at the South San and Harlandale Civic Centers. It will include the appropriate controls
for efficient environment control and the replacement of the ceiling grid. The total estimated cost of this
Juvenile Tejeda Courts Program: This project establishes funding to improve the space and security
needs of the 436th District Courtroom located at 600 Mission Road. The total estimated cost of this
102-11
Tobin Performing Arts Center Parking Garage: This project provides funding for a portion of the total
cost to construct a parking garage at the Tobin Performing Arts Center. The total estimated cost of this
project is $10,005,000.
Menger Creek Linear Park: Bexar County has appropriated $3,500,000 toward the Menger Creek Linear
Park amenities that will eventually be tied into the City of San Antonio's Menger Creek Drainage project.
This investment will help create a natural destination park for the EastPoint community and provide
opportunities for recreation and physical fitness activities for healthier lifestyles. Potential amenities
include fitness stations, multi-use trails and a group pavilion. Bexar County is also in discussions with
Union Pacific Rail Road in an effort to enhance the footprint of the linear park by acquiring additional
right of way.
Bexar County Security Enhancements Phase I: This project provides for an initial plan of action to
resolve deficiencies identified by a security consultant The total estimated cost of this project is
$736,500.
Access Control - Employee Entrance Turnstile $125,000
Electronic Card Migration $150,000
Elevator Modifications Courthouse $411,500
Door Core & Electronic Striking Improvements $50,000
Law Enforcement - Radio Upgrades: This project upgrades the 800 MHz and VHF radios in all Office of
Emergency Management related vehicles and equipment. The total estimated cost of this project is
$82,000.
Bexar County - City of Kirby - Animal Control Shelter: Bexar County was approached by the City of Kirby
regarding the possibility of providing animal shelter services. Under the terms of the proposal, Bexar
County would build an animal care shelter within the City of Kirby to be operated by the City of Kirby.
The County and the City of Kirby would each pay its share of operational costs. The facility will include
approximately 100 kennels large enough to an additional 2,400 animals per year. The total estimated
cost of this project is $820,500. Operational costs are currently projected to be $470,000, annually but
will not be required until FY 2017 when the facility has been constructed.
County Park Equipment & Improvements: This project funds the following equipment and
improvements for County Parks for a total estimated cost of $1,880,000.
County Parks - ADA Improvements: This project will address the highest priority ADA compliance
issues at Bexar County Parks. During FY 2014, a consultant conducted an assessment and
provided areas that needed to be corrected. These improvements will include the installation of
ramps and accessible amenities such as picnic tables and restroom facilities. The total estimated
cost of this project is $300,000.
County Parks - Fall Zone Material Phase III: This project provides for fall zone material to be
installed throughout Bexar County Parks. Previous phases of this project have replaced the areas
at MacArthur and Rodriguez Park. This new funding will be used to address other parks requiring
upgrades. The total estimated cost of this project is $300,000.
County Parks - Playscape Replacements: This project provides funding for the design, purchase,
and installation of playground equipment throughout Bexar County Parks. The total estimated
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County Parks - Signage Phase II: This project will consist of the design, fabrication, and
installation of new countywide park signage. Phase I included Mission County Park and Bullis
Park. This new funding will be used to address the remaining County Parks. The total estimated
County Parks - Basketball Court Improvements: This project provides funding to renovate,
replace or repair damage to several basketball courts in various County parks. The total
County Parks - Specialty Vehicle and Equipment: This project provides for the purchase of a
truck-mounted bucket lift. This specialty equipment will allow Parks personnel to handle issues
(tree-trimming, light fixture changing, etc.) that were previously contracted to vendors. The
total estimated cost of this equipment is $155,000.
Fleet Facility Improvements: This project will address and correct issues at the Light Fleet Facility
regarding the removal of exhaust fumes in administrative areas and expand the existing design to allow
for up to 5 additional mechanic bay areas. The total estimated cost of this project is $265,000.
Fleet Management Information System: This will provides for the purchase and implementation of
software that will capture, store, and analyze data on all fleet management activities, such as fleet asset
management, maintenance and repair management, and parts management. The implementation of
this system was one of the highest priorities of a fleet study performed during 2014. The total estimated
Criminal Laboratory Equipment - FY 2015-16: This project provides funding to purchase new and
upgraded equipment related to the Federal DNA Indexing System used by the Countys Criminal
Laboratory. The total estimated cost of this equipment is $323,044.
Criminal Laboratory - Compliance Management System: This project provides funding to acquire a
compliance management system that will serve to maintain and track documents, process corrective
actions, maintain training records, and prepare discovery packets. The total estimated cost of this
software is $37,840.
Medical Examiner - Telephone System Upgrade: This project will upgrade the Medical Examiners Office
telephone system that is currently obsolete. The telephone system is a critical component to fielding
calls by the general public and businesses. The total estimated cost of this equipment is $95,422.
Tax Office - Vista Verde Modifications: This project provides funding for modifications to the restrooms
for a wellness initiative established by the Tax Assessor-Collector. This project will also include
improvements to vacated office area and the expansion of the break room. The total estimated cost of
Bexar County Precinct 3 Facility: This project provides funding for the purchase of property and
construction of improvements for a Justice of the Peace and Constable Precinct 3 Facility. In FY 2014-15,
funding in the amount of $4,980,000 was provided for the facility. The FY 2016-17 Proposed Budget
appropriates funding in the amount of $2,152,216 to complete construction of the facility. The total
estimated cost of the project is $7,132,216.
Bibliotech East: This project provides funding for the construction of a Bibliotech Facility in Precinct 4
located at the Wheatley Heights. The total estimated cost of this project is $1,657,431.
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Fire Marshal and Emergency Management Office Facility: This project provides for the construction of a
new facility for the Fire Marshal and Emergency Management Office. The total estimate cost of this
Public Safety Communication Center: This project provides funding for required furniture, technology,
and equipment needed to build out and support a new Bexar County Public Safety Communications
Center. The new Center is located within a brand-new, state-of-the-art, Regional Emergency Operations
Center that is in the process of being built by the Bexar Metro 9-1-1 Network District. The FY 2014-15
Adopted Budget appropriated $500,720 to address the initial costs associated with the facility. An
additional amount of $1,560,500 was appropriated in FY 2015-16 to facilitate the completion of the
project. The total estimated cost of the project is $2,061,220.
Law Enforcement Vehicle - Digital Video Cameras - Phase II: This project provides for the purchase of
digital video cameras for the Sheriffs Office vehicles. This includes 190 vehicle units and 15 motorcycle
units. The total estimated cost of this project is $818,623.
SAS Upgrade FY 2015-16: This project provides for an upgrade to the existing SAS software. The funds
will be used to implement a development environment for use by the Bexar County Information
Technology Department and purchase necessary hardware upgrades. Staff training and development
assistance was requested and funded within the Information Technology General Fund. The total
Workstation Software: This project provides funding for software that will replace the Mocha 3270
Mainframe Access. After several decades the software requires a replacement to access the historical
data and this project will provide an enhanced and secure connection to maintain and access the data.
Bexar County Wireless Network Access: This project provides funding to continue deploying Wi-Fi
throughout the county. This would expand Wi-Fi access to other county-owned facilities and areas
providing wireless access to both the county private network for employees and public access as a
general use offering. The total estimated cost of this project is $1,250,000.
Infor System Enhancements: This project provides for the following software enhancements to the Infor
System for an estimated cost of $580,000:
Asset Management: This project will allow the County to integrate the asset management
process into the procurement processes. The total estimated cost of this project is $130,000.
Contract Management (Punch Out): This project will centralize all County contracts and its
related information onto the existing system digitally. The total estimated cost of this project is
$150,000.
Purchasing and Travel Cards: This project will automate processes and procedures related to the
P-Cards and T-Cards, including tracking and making payments. The total estimated cost of this
Supply Order Management: This project will make supplier management fully electronic,
providing suppliers and purchasing access to accounts, invoices, purchase orders, etc. via the
Infor System. The total estimated cost of this project is $150,000.
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Bexar County Credit Card & Tokenization: This project is a continuation of the original credit card
implementation program that was piloted with the Adult Probation Department. This will expand the
credit card access to other areas of cashiering to the County. The tokenization aspect is required for
processing credit card voids and refunds. The total estimated cost of this project is $710,000.
Adult Detention Center Improvements and Modifications: The following projects are budgeted within
the ADC Improvements and Modifications project with a combined estimated cost of $2,787,087:
Electrical Improvements: This project provides funding to address electrical modifications or
improvements to the Motor Control Center. The total estimated cost is $250,000.
Plumbing Improvements: This project provides funding to address plumbing systems
improvements at the Main Jail (B & C Towers) and Subbasement Kitchen areas. The total
estimated cost is $440,000.
Security/Electrical Improvements: This project provides for the installation of replacement
access control systems in units BC & BD. The total estimated cost is $360,000.
Parking Lighting: This project provides funding to properly light the perimeter parking area of
the ADC. The total estimated cost is $525,000.
Annex Security Improvements: This project provides for the installation of razor wire at the
Annex Facility. The total estimated cost is $25,000.
Cell Renovations: This project provides for the replacement of cell window covers. The total
Window Covers: This project removes all blinds from double pane windows at the Main Jail. The
total estimated cost is $35,000.
Living Unit Improvements: This project will replace sinks and cabinetry with detention grade
units. The total estimated cost is $65,000.
Flooring Improvements: This project will replace the flooring area of Match/Patch Program. The
total estimate is $15,000.
Storage Modifications: This project will construct wire cages and partitions for the areas of Jail
Industries and Main Jail Kitchen to properly store kitchen items and tools. The total estimated
cost is $26,000.
Roof Replacement: This project will re place the Jail Industry Workshop Roof. The total
Low Risk - ADA Upgrade: This project provides for ADA improvements to the Low-Risk Medical
Unit area. The total estimated cost is $60,000.
Flooring Improvements: This project will replacement the flooring areas of booking. The total
Laundry Equipment: This project will replace one washer unit. The total estimated cost is
$36,187.
ADC Campus Improvements: This project will establish speeds bumps on Comal Street and
provide ADA Striping and allow for repairs to curbs and walkways near the entrances of the
Facilities. The total estimated cost is $180,000.
Secure Door Replacement: This project provides funding to replace the secure doors located
inside the basement of the Main Jail. The total estimated cost of this project is $67,900.
Courthouse Basement and Corridor Restoration: This project provides funding to refurbish the existing
terrazzo flooring, install new terrazzo flooring at the south half of the corridor, refurbish and replace
wall finishes to match, clean up abandoned utilities above ceiling tile, replace ceiling tiles and grid, and
new lighting fixtures and air diffuser devices. The total estimated cost of this project is $590,000.
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Courthouse Children's Court Technology Improvements: This project provides funding to upgrade the
analog video system at the Childrens Court. During 2012, the audio systems were replaced and the
video system has not been upgraded since 2003. The total estimated cost of this project is $375,000.
Courthouse Courtroom Technology Improvements: This project will upgrade antiquated video systems
in the Courthouse Courtrooms. The total estimated cost of this project is $267,500.
Bexar County Downtown Signage: This project provides funding to study and install directional and ADA
compliant signage to the County Downtown Campus. The total estimated cost of this project is
$214,000.
Bexar County Facility Improvements: This project provides for the renovation, modification, or repurposing of existing spaces in every County-owned facility to comply with state and federal legislation
requiring a secure space for breast-feeding. The total estimated cost of this project is $250,000.
Forensic Science Center - Emergency Power Generator Replacement: This project provides funding for
the replacement of the Emergency Power Generator located at the Forensic Science Center. The new
generator will be capable to support the needs of the 24/7 operations by the Medical Examiner and
Criminal Laboratory Departments. The total estimated cost is $750,000.
Juvenile - Krier Center Master Control Improvements: This project provides for an upgrade to the
electrical and secure systems of Master Control at the Krier Center. The system was installed more than
20 years ago and requires an update. The total estimated cost of this project is $311,000.
Firing Range Improvements & Deck Separator: This project will add a walled-off separation between
two shooting decks to provide safe operation between both decks. This modification will prevent a
person from crossing into the adjacent facility. This project will also complete certain maintenance
requirements at the facility to include the replacement of a backstop area, installation of lighting
electrical panels, repair of emergency electrical systems, installation of a lightning protection system,
and the repair of security cameras. The total estimated cost of this project is $160,727.
Vista Verde Improvements: This project provides funding for renovations to the first floor areas of the
Tax Office to include cabinetry and electrical system installations. This project also includes ADA
improvements necessary in the areas. The total estimated cost of the project is $365,000.
Courthouse 3rd Floor Childrens Court Renovations: This project will renovate and remodel space on the
3rd floor of the Courthouse to accommodate Childrens Court staff and Special Program staff for a total
estimated cost of $190,000. The renovations will include wall constructions, HVAC modifications,
painting, and carpet.
4th Court of Appeals Build Out: This project will build out new offices for the 4th Court of Appeals located
in the Justice Center for a total estimated cost of $180,488. The scope of work includes the construction
of walls, modifications to file shelving, installation of data/phone lines, and modifications to lighting,
sprinkler, and electrical systems.
Paul Elizondo Tower Elevator #4: This project will repair and modernize elevator #4 at the Paul Elizondo
Tower for a total estimated cost of $248,680.
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Toyota Field: This project provides funding for the Countys contribution for the purchase of Toyota
Field for a total estimated cost of $10,000,000.
Family Service Center Association - Facility Acquisition: This project provides funding for the purchase
of a facility for the Family Service Center Association for a total estimated cost of $1,500,000.
JBSA Mission Preparedness Initiative: This project provides funding to acquire certain properties in and
around Randolph Air Force Base for Joint Base San Antonio (JBSA) for a total estimated cost of
$4,500,000. The properties to be acquired are located at the end of two runways on the Base. Once
acquired, the County will prevent development of the areas, thereby creating a safety zone around
the two runways.
Commemorative Tricentennial Artwork: This project provides funding for the procurement and
installation of public art along San Pedro Creek to commemorate the Countys upcoming Tricentennial
Anniversary Celebration for a total estimated cost of $900,000.
Adult Detention Center Annex Conversion: This project will fund the required renovations needed to
reallocate available bed capacity at the Adult Detention Center (ADC), enhance detention operations
and re-entry initiatives, and allow for a more efficient use of downtown facilities. The project will
accomplish the following for a total estimated cost of $32,396,730.
Vacate and reallocate space in the one-story ADC Annex
Renovate the two-story portion of the ADC Annex to house female inmates
Create 512 Program focused beds at the ADC
Consolidate laundry and kitchen services
Create a secure campus perimeter
Create a 140-bed Work Release Center adjacent to the Re-Entry Center
Relocate Sheriffs Administration staff
New Projects FY 2016-17
County/Center for Health Care Services Mental Health Clinic: This project will fund the Countys
contribution to the Center for Health Care Services for construction of an Inner City Center for
$22,000,000. The debt service for the construction of facility will be paid by the Center for Health Care
Services.
County Park Improvements & Renovations: This project funds the following improvements and
renovations to County Parks for a total estimated cost of $1,850,000:
ADA Improvements Phase II: This project will continue to address ADA compliance issues at
Bexar County Parks. During FY 2014, a consultant conducted an assessment and provided areas
that needed to be corrected. This project will continue the work that was started with ADA
Improvements Phase I and will include the installation of ramps, parking lot striping, and
accessible amenities such as picnic tables and restroom facilities. The total estimated cost of this
Pletz Park Restroom Improvements: This project will construct restroom entry ramps that are
ADA-compliant as well as make certain needed renovations in the interior of the restrooms. Two
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out of the three restrooms are currently within the flood plain and these improvements will
minimize the impact of flooding events. The total estimated cost of this project is $540,000.
Parks Signage Phase III: This project will fund the installation of monolithic signs at Raymond
Russell, Rodriguez, and Commanche County Parks. The total estimated cost of this project is
$300,000.
Mission County Park Restroom Renovations: This project will renovate the restroom at Mission
County Park #2. The restroom is in need of new fixtures, handicap accessible water fountains,
and new partitions. The total estimated cost of this project is $460,000.
Low Water Crossing Shoring: This project will provide for the shoring up of low water crossings
at Pletz, Raymond Russell, and Commanche County Parks. Current water crossings are failing
during flooding events and it is a patron safety issue. The total estimated cost of this project is
$250,000.
Raymond Russell SAWS Connection & New Restroom: This project will construct a new restroom at
Pavilion #1 at Raymond Russell County Park as well as install the necessary infrastructure to connect to a
new SAWS utility line. SAWS will be extending a sewer line adjacent to the park, giving the County an
opportunity to permanently resolve certain sewer violations that are ongoing while at the same time
replacing a restroom that has outdated infrastructure. The total estimated cost of this project is
$600,000.
Tree Replacement & Oak Wilt Defense: This project will provide funding for the planting of new trees as
part of the effort to comeback Oak Wilt within the County. Trees currently affected by Oak Wilt will be
removed and new trees will be planted in their place. The total estimated cost of this project is
$100,000.
Sheriff Equipment & Machinery: This project funds the following equipment and machinery for the
Sheriffs Office for total estimated cost of $396,685.
Touchprint Livescan 5900 Upgrade: This project will replace four fingerprint scanning machines
that are out of warranty for a total estimated cost of $186,698.
Mobile Data Computer Mounts: This project represents Phase I of funding to replace mobile
data computer mounts in the Sheriffs Office vehicles. The existing mounts are no longer
compatible with new replacement vehicles that are purchased. The total estimated cost of this
Court Services X-Ray Machines: The project will replace two HI-Scan 6040C X-Ray Inspection
systems that are non-operational for the Court Services Division for a total estimated cost of
$94,987.
Data Center Relocation: This project will fund the relocation of the Countys Data Center. Pursuant to
the recommendations set forth in the IBM Study that was conducted during FY 2015-16, all current and
in-development workloads will be relocated to locations outside of the current data center facilities.
This will include relocation of certain workloads to the Cloud where support is available. The total
Centralized/Dense Computing Environment: This project will design and build a simplified, manageable
core infrastructure for the Countys network in order to improve Countywide performance and establish
firm and visible security. Older and decentralized hardware exposes the County to certain security risks.
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I.T. Security Software: This project will fund the following Information Technology Security Software for
a total cost of $357,122:
Citrix: This software will replace the dial-up modems and laptop software that is currently used
for BCPIN. The software will allow BCPIN users to bypass the old modem polls and connect by
way of a URL. This will provide additional security by preventing users from screen printing or
saving information to hardware that is accessed from BCPIN. The total estimated cost of this
software is $175,532, not including maintenance and support, which will be funded in
Information Technologys General Fund.
Fire Eye Endpoint Security: The software will extend the protection to the Countys endpoints
that currently exists for the Countys perimeter. This software will isolate compromised devices
and prevent the spread of an attack from that particular endpoint. The total estimated cost of
this software is $101,760.
Shavlik: This software will provide for automated desktop and server patching solution that will
address security vulnerabilities, fix bugs in the code, and enhance the overall security of the
Countys environment. The total estimated cost of this software is $79,830.
County Network Hardware Refresh: This project will replace over 150 of the Countys endpoints that
have reached their end-of-life with new hardware and proper cabling. The total estimated cost of this
Countywide Video Surveillance Refresh: This project will replace twenty six older security cameras
Countywide to ensure that these cameras can be supported and serviced on a standardized basis
moving forward. The total estimated cost of this project is $490,000.
Microsoft Automated Digital Evidence Ingestion System: This project will fund an agreement with
Microsoft for the purchase of software development services to build an automated ingestion system
for digital evidence, as well as funding for the increase in data storage that will result. The automated
ingestion system will allow law enforcement agencies to submit digital evidence into the District
Attorneys VeriPic digital evidence manager. Currently, law enforcement agencies must deliver all
needed evidence to the District Attorneys Office. This solution will provide a mechanism by which
evidence is automatically imported from a repository (provided by the County) to the VeriPic system.
DNA Technology Upgrade Phase II: This project will fund the purchase of a second DNA Analyzer for the
Crime Lab. The first Analyzer was already purchased and the laboratory requires a second for use in
regular casework. The two Analyzers are replacing older versions that are technologically outdated. The
total estimated cost of this project is $109,920.
Bexar County Public Works Facility: This project provides funding for the construction of a new Public
Works facility located along the San Antonio River in the amount of $16,050,000. Funding for the
purchase of property and the design of the facility was provided for in FY 2015-16. Including
construction, the total estimated cost of the facility is $18,250,000.
Tax Office Veteran Memorial: This project will design and construct a Veteran Memorial in front the Tax
Office located on Pleasanton Road. The total estimated cost of the project is $770,000.
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Tax Assessor South Side Drive-Thru: In FY 2014-15, funding was provided for the installation of a pilot
program for vehicular drive-thru service and a feasibility study to determine the value that is provided
by drive-thru service. The FY 2016-17 Proposed Budget provides $695,000 in funding for the design and
construction of a drive-thru window at the Pleasanton Road Tax Office location.
Facilities Management & Security Software: This project provides funding in the amount of $605,000
for the following software:
Archibus: This software will provide the Facilities Department with new facilities management
software for space management, work orders, preventative maintenance, move management,
energy management, and capital projects in one solution. Currently, a limited work order
system is being utilized and the new system will allow the Facilities Department to better
control County spaces and track costs related to each facility. The FY 2016-17 Proposed Budget
appropriates $355,500 for Phase I of this project.
IP Camera Video Management System: This project will convert the Countys security and
access systems to a Hirsch system for a total estimated cost of $250,000. This upgrade will
provide the County with an updated and more secure video management system.
Firing Range Enhancements FY 2016-17: This project provides funding for the following improvements
to the Firing Range for a total estimated cost of $603,750:
Steel Range & Scheduling Software: This project will install a steel range and implement
scheduling software for a total estimated cost of $115,000.
Classrooms and Armory: This project will construct a building with two training classrooms, two
restrooms, and a secure armory with ammo storage, work benches, and an office for the range
master. The total estimated cost of this project is $488,750.
Courthouse Renovations: This project will complete the following projects at the Courthouse for a total
estimated cost of $415,000.
Restroom Renovations: This project will renovate four public restrooms for a total estimated
cost of $235,000. The renovations will ensure the restrooms are ADA-compliant, updgrade
plumbing fixtures, and install auto-flush.
4th Court of Appeals Renovations: This project will fund renovations to the 4th Court of Appeals
Courtroom located on the 5th floor to include the build out of a temporary ADA-complaint jury
box, a witness stand, and a Court Reporter station, as well as the relocation of historic benches.
166th District Court Renovations: This project will fund improvements to the 166th Civil District Court to
include the replacement of chairs with benches, repair/repainting of the witness stand, addition of a
new jury box, and repair/replacement of damaged wood on the walls. The total estimated cost of this
project is $55,000.
UPS Replacement: This project will replace old and obsolete universal power systems (UPS) through the
County for a total estimated cost of $265,000.
Justice Center Maintenance & Improvements: This project funds the following projects at the Justice
Center for a total estimated cost of $183,500:
Justice Center Central Plant Commissioning: This project will commission the central plant in
order to gain full control of central plant chiller pumps and valves to allow for automated
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control of their efficiency. This will save allow the County to better control energy usage
efficiently. The total estimated cost of this project is $58,500.
5th Floor Air Handling Units This project will replace the motor and motor starters for two
suspended air handling units. The total estimated cost of this project is $125,000.
Adult Detention Center Maintenance & Improvements: This project will fund the following
maintenance and improvements at the Adult Detention Center (ADC) for a total estimated cost of
$2,900,600:
Relocate Utility Pole: This project will relocate an existing CPS high line from its current location
on Comal Street to the adjacent San Marcos Street for a total estimated cost of $585,000. This
will allow for construction of additional facilities in conjunction with the Adult Detention Center
Annex Conversion project.
Kitchen Drains: This project will repair over thirty broken down floor drains at the Main Jail for a
total estimated cost of $355,000. The amount of water that is generated by these leaking drains
causes soil erosion and pest infestation.
Air Compressors: This project will remove and replace three pneumatic air compressors (one
each for Towers A, B, & C) that operate security doors for a total estimated cost of $146,250.
The current compressors are original equipment that have reached the end of their life cycle.
Transfer Switches: This project will replace a transfer switch for Towers B and C that is 15 years
old and nearing the end of its life cycle for a total estimated cost of $292,500.
Refrigerant Detection System: This project will install a refrigerant detection system at the Main
Jail for a total estimated cost of $115,000. The detection system is needed to monitor for leaks
on central plant chillers, which can release highly toxic chemicals.
Copper Pipe Replacement: This project will repair plumbing at various locations inside the Main
Jail for a total estimated cost of $438,750. Existing copper lines are vulnerable to failure due to
corrosion.
Chiller Replacement: This project will replace two chillers with more energy efficient models, in
in Tower A and one in Tower B. The total estimated cost of this project is $465,000.
Cooling Tower Replacement: This project will remove and replace cooling towers at Towers B
and C as well as perform maintenance repairs on the walkways and internal structures. The total
Juvenile Detention Center Maintenance & Improvements: This project will fund the following
maintenance and improvements at the Juvenile Detention Center for a total estimated cost of
$1,075,000:
Replace Relays: This project will replace an old PLC programmable logic controller and G71 relay
at the B Building for a total estimated cost of $1,075,000.
Upgrade HVAC Controls: This project will replace the existing HVAC controls system at Building B
with a new DDC HVAC system as well as replace the existing smoke evacuation control system in
Building B with a stand-alone fire alarm control system. The total estimated cost of this project
is $442,000.
Emergency Generator: This project will replace the emergency generator and transfer switch at
Building A for a total estimated cost of $236,000.
Mission Road Lighting: This project will upgrade the lighting in Buildings A and B of the Juvenile
Detention Center for a total estimated cost of $100,000. The existing lighting is insufficient and
does not provide adequate lighting in the housing units.
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Juvenile Probation Maintenance & Improvements: This project will fund the following improvements
and modifications for Juvenile Probation for a total estimated cost of $460,000:
Krier Chiller Replacement: This project will replace an inoperative chiller at the Krier Center for a
total estimated cost of $125,000.
Krier Lightning Protection System: This project will install a lightning protection system at the
Krier Center for a total estimated cost of $260,000. Recurring storms or heavy thunderstorms
can cause panels to short circuit and affect the master control system.
Krier Center Pavilion Project: This project will provide for the purchase and installation of an allsteel single roof square pavilion at the Krier Center for a total estimated cost of $75,000.
BCSO Move to Adult Probation: The Sheriffs Office is relocating Administrative and Law Enforcement
offices to the Adult Probation Building on the same street. This project will fund this move of required
assets (furniture, PCs, etc.) for a total estimated cost of $400,000.
CIVIQ Touch Screen Kiosks: This project will fund the installation of four outdoor touch screen kiosks as
part of a pilot program to showcase various smart technology applications and their benefits to the
community. In addition to other features, these devices will bring high-speed municipal WiFi to Bexar
County residents, small businesses, and visitors. The total estimated cost of this project is $498,977.
Botanical Garden Expansion: This project will fund the Countys contribution of an 8-acre expansion of
the Botanical Garden for a total cost of $500,000.
Brooks City Base Mission Reach Portal: Brooks Development Authority broke ground on The Greenline,
a $10 million, 43 acre urban linear park that links Brooks City Base to the Mission Reach of the San
Antonio River. Currently a flood channel, the project will transform the area stretching from Southeast
Military Drive southward to the San Antonio River bringing recreational amenities while adding flood
control improvements. Brooks is partnering with the San Antonio River Authority to extend the project
from Old Corpus Christi Road, where Brooks jurisdiction ends, to the river. The Countys contribution to
Closed Projects
The following is a list of projects that have been completed or reprogrammed. The total amount
expended can be found next to the project name. In some cases the project was not recommended for
completion or alternative sources of funding were used, therefore, the amount expended is zero.
Flores Street Parking Garage Addition $15,116,218
ADC Heat Recovery System Replacement $319,131
County Building Roofing Improvements $1,476,089
ADC Electrical Power Supply Modifications $1,450
Re-Entry Facility $1,051,400
Forensic Science Equipment & Facility Repairs $433,757
ADC Inmate Recreation Area Flooring $15,816
WOW Project Phase II $193,683
County Parks Signage Phase I $292,750
Video Visitation ADC South Annex Facility $5,718,066
FSC Repairs and Maintenance $5,530,345
DT Central Control - Relocation & Expansion $87,460
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Elections and Purchasing Facility $9,978,954

WebCRD System $89,910
Courtroom Technology $169,960
Forefront Identity Manager Enhancements $63,288
ADC Kitchen & Laundry Equipment $311,345
Law Enforcement Technology Upgrades $164,996
Mission Road Campus Functional Program $85,853
County Park - Bullis SAWS Water Extension $199,409
County Parks - Fall Zone Material Phase II $345,467
Inmate Mgmt System - Handheld Devices $249,688
Sheriff Tactical Equipment $610,486
L.E. Vehicle - Digital Video Cameras - Phase I $296,024
Sheriff's Technology Upgrades $292,910

Omnixx Force Web System $147,850
Bexar Business Continuity $1,376,860
PC Replacement 2012 through 2014 $4,191,213
Countywide Storage - 2 Petabytes (Tier 3) $346,062
Tax Office Equipment and Improvements $150,895
Countywide Data Storage $499,424
Notebook Tech Upgrade 2015 $569,748
Constable Precinct 3 - LPR System $39,750
Criminal Laboratory Equipment $278,550
ADC - Sewer and Grease Line Replacement $135,614
Southton Road Building Abatement $262,298
Central Jury Room Renovation $214,277
Sheriffs Office Training Academy Program $3,042
ADC - Roof Accessibility Modifications $0

Juvenile Campus - Tejeda Courts Entry Mod. $61,789
Pleasanton Precinct 1 Facility Improvements $68,597
Sheriff Vehicles and Equipment - FY 2015 $609,281
Tax Office Drive-Thru Study $70,000
Sheriff Program Change Vehicle Upgrades $512,420
Bibliotech - San Juan Gardens $721,017
Juvenile - Mission Rd Campus Improvements $244,359
Juvenile - Krier Dormitory Modifications $95,000
JP 1- Conference and Training Room $27,888
District Clerk - Paperless Project $232,582
Medical Examiner Equipment - FY 2016 $299,483
Public Safety Portable Radio Equipment $100,000
Comal Parking Garage Glass & Frame $19,866
Personnel:
The following is a list of capital-funded personnel:
Facilities and Parks Management (Capital Projects Division)
The FY 2016-17 Proposed Budget includes two program changes within the Facilities Capital Projects
Division for a total cost savings of $170,140. The first program change is the addition of one Project
Manager (E-07) and the deletion of one Senior Construction Coordinator (E-06). The total cost savings of
this program change is $26,245, including salary and benefits. The second program change is the
deletion of one County Architect (NE-12). The total cost savings of this program change is $143,917,
including salary and benefits. The FY 2016-17 Proposed Budget funds the following positions from
various capital projects for the Facilities Capital Projects Division.
One Assistant Project Manager (E-6)
One Capital Projects Manager (E-11)
Two Project Managers (E-7)
County Manager
The FY 2016-17 Proposed Budget funds the following positions from various capital projects:
One Senior Analyst (E-7)
One Contract Analyst (E-5)
One Assistant to the County Manager (EX-1), of which 50% is funded from the County Capital
Improvement Fund and 50% is funded from the County General Fund. This position can be
found in the County Manager Authorized Position list.
Sheriffs Office
The FY 2016-17 Proposed Budget funds the following positions to assist with capital projects to include
fleet projects, body camera implementation, records management system implementation, and Adult
Detention Center (ADC) projects.
One Public Safety Analyst Programmer II RMS (E-9)
One Deputy Sheriff Detention Captain (DT-09)
One Deputy Sheriff Detention Sergeant (DT-05)
102-23
One Deputy Sheriff-Law Enforcement Lieutenant (LE-08), of which 50% will be funded from the
County Capital Improvement Fund and 50% will be funded from the County General Fund. This
position can be found in the Sheriff Law Enforcement Authorized Position list.
FY 2014-15
Actual
Assistant Project Manager

Capital Projects Manager
County Architect
Public Safety Analyst Programmer II RMS
Project Manager (Facilities)
Senior Analyst
Senior Construction Coordinator
Contract Analyst
Deputy Sheriff Detention Captain
Deputy Sheriff Detention Sergeant
Total Capital Improvement Fund
102-24
1
1
1
0
1
1
1
0
0
0
6
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
1
0
1
1
9
1
1
0
1
2
1
0
1
1
1
9
DEBT SERVICE FUNDS
Bexar County, Texas

Debt Service Company 400
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
$ 50,695,263
$ 50,695,263
$
$
31,967,770
31,967,770
Revenue
Property Taxes
Proceeds from Debt
Other Revenue
Subtotal
Interfund Transfers
Total Revenues
$ 65,965,134
$
150,000
$
10,875
$ 207,635,057
$ 5,157,857
$ 278,918,923
$ 9,852,329
$ 288,771,252
$
$
$
$
$
$
$
$
93,118,758
395,168,555
5,064,047
493,351,360
15,304,334
508,655,694
$339,466,515
$ 540,623,464
$ 160,038,789
Debt Service
Subtotal
$ 307,498,745
$ 307,498,745
$ 307,498,745
$ 501,376,734
$ 501,376,734
$ 501,376,734
$ 108,878,852
$ 108,878,852
$ 108,878,852
$ 31,967,770
$ 339,466,515
$ 540,623,464
$
$
39,246,730
39,246,730
$ 98,720,000
$
$
$
$
4,758,149
$ 103,478,149
$ 17,313,910
$ 120,792,059
APPROPRIATIONS
103-1
39,246,730
51,159,937
$ 160,038,789
FUND: 400
DEBT SERVICE FUND

The Debt Service Fund accounts for the accumulation of ad valorem taxes
collected for the purpose of paying principal and interest on long-term and short-term debt. The County
issues General Obligation Bonds, Certificates of Obligation, Flood Control Certificates of Obligation, PassThrough Revenue Bonds, Refunding Bonds, and Limited Tax Road Bonds. The proceeds from the
issuance of these instruments fund capital improvement projects such as road construction, flood
control projects, county buildings, improvements to county facilities, and countywide technology. The
County sells bonds once Commissioners Court approves the issuance of bonds or after the successful
completion of a General Obligation Bond Election. The bonds are purchased by investors and the funds
generated from the sale are allocated to support specific projects or to pay debt service on existing
bonds at lower interest rates.
It should be noted that this fund does not include revenue bonds issued by the County to fund the
design and construction of the Visitor Tax Projects (described later in this document). The bonds issued
for those projects are Venue Project Revenue Bonds and are supported solely by Hotel/Motel
Occupancy Tax and Motor Vehicle Rental Tax revenues. No other County revenues are pledged to
support those revenue bonds.
The budgeted appropriation amounts reflect the actual principal and interest payments on all
outstanding debt. Other funding sources, such as parking revenue and fire code fees, support the Debt
Service Fund.
Appropriations:
FY 2014-15
Actual
Debt Service
Bond Issuance Costs
Refunding Payment
Banking Administrative Fees
SARA Requirements
Total
FY 2015-16
Estimate
FY 2016-17
Proposed
$96,524,866
2,604,219
205,501,225
22,027
2,846,408
$103,302,125
2,565,116
392,499,089
16,900
2,993,504
$104,478,253
1,319,479
0
0
3,081,120
$307,498,745
$501,376,734
$108,878,852
The FY 2016-17 Proposed Budget for all debt service payments totals $107,559,373 (banking fees
not included). These payments include the debt service for bonds issued by the San Antonio River
Authority (SARA), which is a contractual requirement between Bexar County and SARA. Prior to FY
2004-05, funding for these debt service payments was forwarded to SARA and the debt service
payments were made directly by SARA. Because these payments reflect actual debt service paid by
103-2
Bexar County, they are more accurately reflected in the Debt Service Fund as payments required by
Bexar County. The FY 2016-17 SARA debt service requirement is $3,081,120.
The Countys credit rating of AAA by Fitch, Aaa by Moodys, and AAA by Standard and Poors was
reaffirmed in FY 2015-16. During FY 2014-15, the County was upgraded to AAA by Standard and
Poors. Maintaining these ratings will continue to allow the County to borrow at favorable interest
rates based on its credit rating level. The County has a true AAA credit rating from all three major
credit rating agencies.
Debt service payments scheduled in FY 2016-17 include:
A payment of $3,081,120 for the FY 2016-17 SARA debt service requirements.
Payments totaling $22,648,687 to pay for General Obligation Bonds and Limited Tax Bonds.
Payments totaling $3,268,388 for Unlimited Taxable Road Bonds.
Payments totaling $45,440,605 for Certificates of Obligation.

o A total of $5,100,298 is included for payments to Build America Bonds. The federal
government subsidizes approximately 33 percent, or $1.7 million, towards repayment of
these bonds.
Payments totaling $17,813,094 for Flood Control Certificates of Obligation.

o A total of $3,355,094 is included for payments to Build America Bonds. The federal
government subsidizes approximately 33 percent, or $1.1 million, to the County towards
repayment of these bonds.
Payments totaling $15,307,479 for Pass-Through Revenue Bonds.
103-3
VENUE PROJECT FUNDS
Bexar County, Texas

Community Venue Company 507 (Cash Basis)
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
$113,164,397
$170,195,064
$155,919,121
$113,164,397
$170,195,064
$155,919,121
Revenue
Venue Taxes
Service Fees
Proceeds from Debt
Other Revenue
Subtotal
Total Revenues
$26,142,792
13,856,375
1,300,000
75,210,000
60,208
$116,569,375
$116,569,375
$26,214,968
2,915,698
1,300,000
333,836
$30,764,502
$30,764,502
$25,500,000
6,000,000
1,300,000
25,000
$32,825,000
$32,825,000
$229,733,772
$200,959,566
$188,744,121
$960,727
37,457,204
21,120,777
$59,538,708
$0
$2,154,657
16,572,272
26,313,516
$45,040,445
$0
$1,996,016
10,000,000
25,537,981
$37,533,997
$0
$59,538,708
$45,040,445
$37,533,997
$170,195,064
$155,919,121
$151,210,125
$229,733,772
$200,959,566
$188,744,121
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
APPROPRIATIONS
General Government
Debt Service
Subtotal
Interfund Transfers
104-1
- FUND: 507
COMMUNITY VENUE PROGRAM OFFICE

Mission: The Community Venues Program Offices (CVP) mission is to oversee and implement the four
Initiatives approved by Bexar County Citizens during the May 2008 election. The CVP Office will provide
quality oversight, effective quality control and responsive service to all 24 approved projects, the Bexar
County citizens and Commissioners Court in a fair and equitable manner.
Vision: The CVP Office is committed to providing oversight of planning, construction and stability for
all 24 projects to insure fiscal responsibility, quality management, and provide advice for continued
success. The Office strives to develop trust within the community, while expanding convention and
tourism activity, through timely completion and successful longevity of projects.
Provide oversight on planning and hiring of CVP projects.

Provide quality control throughout the construction phase.
Ensure fiscal responsibility of the CVP Office and all projects.
Provide leadership and insight into the sustainability of projects.
Restore and enhance the San Antonio River to its natural habitat and flow.
Enhance local arts and culture.
Increase quality of life for Bexar County Citizens.
Create first class facilities.
Enhance tourism activity.
Program Description: The CVP Office serves as the Countys point of contact regarding the venue
projects that were approved by voters on May 10, 2008. The Director will oversee the development of
contracts and inter-local agreements as well as oversee the development and implementation of all 24
contracts. The Bexar County Commissioners Court unanimously approved 24 agreements with various
organizations to develop athletic, performing arts, cultural arts, and San Antonio River projects.
The Community Venues project are funded by the visitor tax which is a combination of a 1.75% levy on
hotel rooms and a 5% levy on short-term car rentals, and are divided into the following funding and
initiatives:
PROPOSITION 1
San Antonio River Improvements:
Improvements to the San Antonio River were allocated $125 million. Of that amount, $70 million in
flood control taxes was allocated to advance-fund the Federal share of costs associated with the project.
In 2009, the project received $25.3 million in stimulus funding as part of the American Recovery and
Reinvestment Act and of that amount $10 million was allocated to reduce the Countys commitment to
advance the Federal share.
This reduction has allowed for a small amount of additional capacity in the Visitor Tax Finance Plan and
the additional capacity will be used to pay for costs associated with constructing portals from the river
to the new Performing Arts Center with no impact to any other Visitor Tax projects. The FY 2011-12
Budget included funding for the Veterans Plaza / Performing Arts Center and for the County / City
History Center in the Briscoe Heritage Museum. The budget includes $8 million for the Veterans Plaza
Portal and $2 million for the County / City History Museum, for a total of $10 million.
104-2
These improvements will connect the river from Brackenridge Park to Mission Espada. Other aspects of
these projects will restore the natural course of the river south of downtown to Mission Espada and
restore the natural ecosystem by planting thousands of native trees and grasses. In addition, hike and
bike trails, pedestrian footbridges, recreational amenities and river access points will be added to the
river.
PROPOSITION 2
Amateur Sports Facilities:
Funding in the amount $80 Million has been allocated for Proposition 2 which provides for the purchase,
acquisition, construction and equipping of Youth and Amateur Athletic Facilities in Bexar County. This
proposition consisted of a total of 13 projects. All projects are now complete.
PROPOSITION 3
Community Arenas and Grounds
$100 Million has been allocated for Proposition 3. Bexar County residents own the Freeman Coliseum,
the AT&T Center, and the Exhibition and Stock Show Facilities. The goal of this Proposition is to be a
responsible landlord, good community leader, and keep these facilities up-to-date and viable for our
tenants and citizens.
Freeman Coliseum
Improvements include replacing the lower seating section, upgrading to Americans with
Disability standards, heating, ventilation and air-conditioning upgrades, a new sound system and
stage, and other building improvements. The total project budget is $10,000,000. This project is
now complete.
Exhibition and Stock Show Facilities
This project will enable the facility to be renovated into a multi-purpose and climate controlled
agricultural facility. The total project budget is $15,000,000. This project is now complete.
AT&T Center
This project will enhance the arenas technology and mechanical systems and will provide for
expanded/increased flexible meeting space to allow the building to compete for and attract
more events and functions. The total project budget is $75,000,000. This project is now
complete.
PROPOSITION 4
Performing Arts Facilities
$111 Million has been allocated for three projects to construct and improve Performing Arts Facilities in
Bexar County. The following two projects remain, as the Briscoe Western Art Museum has been
completed.
Alameda Theater
This project includes renovation, restoration, and expansion of The Alameda. This is part of the
Alameda National Center for Latino Arts and Culture. The total project budget is $7,000,000.
Performing Arts Center
This project included a 1,700 seat, 180,000 gross square foot multiple purpose, variable acoustic
hall with a double pit lift, a 350-seat capacity, multiple purpose, multiple form, acoustically
sound Studio Theater, a 3,000 square foot rehearsal hall, lobby space that allows for 8-10 square
feet per person, an educational facility, and administrative and resident company offices. The
total project budget is $100,000,000. The project is now complete.
104-3
Appropriations:
FY 2014-15
Actual
Personnel Services
Operational Costs
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$203,208
0
757,516
3
$205,236
500
2,001,500
500
$209,072
0
1,939,443
6,142
$211,166
0
1,784,350
500
$960,727
$2,207,236
$2,154,657
$1,996,016
Overall, the Community Venue Fund FY 2016-17 Proposed Budget decreases significantly when
compared to FY 2015-16 Estimates as described below.
The Personnel Services group maintains funding for the Program Director and salary supplements
for two attorney positions who work on contracts associated with Venue Projects.
The Operational Costs group decreases slightly when compared to FY 2015-16 Estimates. Funding is
appropriated for facility usage and performance costs associated with venue facilities. Additionally,
$1,000,000 in funding is proposed to support capital improvements at the Witte Museum.
The Supplies and Materials group includes a nominal amount of funding for supply needs
throughout the fiscal year. The large amount included in the FY 2015-16 Estimates was for
expenses related to moving furniture from the AT&T Center during its renovation.
FY 2014-15
Actual
Director
Attorney III*
Total - Community Venue Program Office
FY 2015-16
Estimate
FY 2016-17
Proposed
1
2
1
2
1
2
*The two Attorney III positions receive a salary supplement for the services they provide to the Venue
Program. Their regular salaries and benefits are paid for from the General Fund. Once the program is
complete they will no longer receive the salary supplement provided by this fund.
104-4
ENTERPRISE FUNDS
Bexar County, Texas

Self-Insured - Health and Life (Fund 501)
FY 2014-15
Actuals
FY 2015-16
Estimates
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Other Revenue
Subtotal
Interfund Transfers
Total Revenues
$1,616,948
$3,724,843
($85,295)
$1,616,948
$3,724,843
($85,295)
$0
39,083,237
$39,083,237
$276,696
40,312,073
$40,588,769
$0
41,099,458
$41,099,458
$3,249,511
$42,332,748
$2,997,205
$43,585,974
$4,113,683
$45,213,141
$43,949,696
$47,310,817
$45,127,846
$40,224,853
$40,224,853
$47,396,112
$47,396,112
$42,595,849
$42,595,849
$40,224,853
$47,396,112
$42,595,849
$3,724,843
($85,295)
$2,531,997
$43,949,696
$47,310,817
$45,127,846
APPROPRIATIONS
General Government
Subtotal
105-1
FUND: 501
SELF-INSURED HEALTH AND

LIFE FUND
Program Description: Self-Insurance is an alternate financing system in which an employer remits
only a portion of the conventional premium to an insurer to cover the cost of administering the benefits
program and of providing specific and aggregate stop-loss insurance. The employer, usually referred to
in this case as the self-insured, funds a "bank account" that the insurance company draws upon for the
payment of claims. Employee and County contributions as well as payments from retirees and COBRA
participants are deposited into the account.
Each year Bexar County examines the health insurance plans offered to employees to determine if the
benefits plans offered are consistent with those being offered by other employers in Bexar County, if the
premiums required of employees is competitive and financially responsible, and if the overall cost of the
plan meets the demands of the Countys budgeting requirements. The County also provides life
insurance that is equal to the employees annual salary up to a maximum of $200,000. There is a double
indemnity accidental death and dismemberment clause, which provides for additional coverage equal to
the employees annual salary with a maximum of $200,000 in the event of the employees accidental
death.
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$271,046
39,953,807
$294,642
42,651,471
$284,663
47,111,449
$295,761
42,300,088
$40,224,853
$42,946,113
$47,396,112
$42,595,849
Program Change
$0
Total
$40,224,853
$42,946,113
$47,396,112
$42,595,849
The Self-Insured Health and Life Fund Proposed Budget for FY 2016-17 decreases by 10.1 percent
when compared to FY 2015-16 Estimates as described below.
105-2
The Personnel Services group increases by 3.9 percent when compared to FY 2015-16 Estimates
due to turnover experienced during FY 2015-16. Full year funding is provided for all authorized
positions.
Estimates. The FY 2016-17 Proposed Budget includes $7 million in savings to the Health
Insurance Fund. Options to achieve the $7 million in savings will be presented to Commissioners
Court during budget deliberations prior to adoption of the budget. Options will include changes
to premiums (for both employees and retirees under the age of 65), out-of-pocket expenses,
and plan design and coverage. This appropriation also includes expenses associated with the
Countys Third-Party Administrator and Stop Loss Insurance premiums. Stop Loss insurance
limits the Countys total liability for health insurance claims. Should the Countys liabilities
exceed a specified amount, the County is refunded the amount over the Stop Loss ceiling. The
current Stop Loss ceiling is $350,000 per claimant.
FY 2014-15
Actual
Assistant County Manager*
Benefits Coordinator
Human Resources Administrator
Human Resources Technician I
Human Resources Technician II**
Total-Health and Life Fund
FY 2015-16
Estimate
FY 2016-17
Proposed
0.25
1
1
1
0.5
0.25
1
1
1
0.5
0.25
1
1
1
0.5
3.75
3.75
3.75
* This position is 25% General funded in each of the following departments: Human Resources, Budget,
Management & Finance, and 25% funded out of Fund 501 Self-Insured Health and Life.
** This position is 50% General funded in Human Resources and 50% funded out of Fund 501 Self-Insured
Health and Life.
105-3
Bexar County, Texas

Self Insured - Workers Comp (Fund 502)
FY 2014-15
Actuals
FY 2015-16
Estimates
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Service Fees
Subtotal
Total Revenues
$835,325
$486,925
$222,753
$835,325
$486,925
$222,753
$15,750
1,745,946
$1,761,696
$16,067
2,209,655
$2,225,722
$16,000
2,222,443
$2,238,443
$1,761,696
$2,225,722
$2,238,443
$2,597,021
$2,712,647
$2,461,196
$2,110,096
0
$2,110,096
$2,375,142
114,752
$2,489,894
$2,509,526
0
$2,509,526
$2,110,096
$2,489,894
$2,509,526
$486,925
$222,753
($48,330)
$2,597,021
$2,712,647
$2,461,196
APPROPRIATIONS
General Government
Subtotal
106-1
FUND: 502
SELF INSURED WORKERS COMP

The goal of the Workers Compensation Self-Insurance Program is to ensure

that employees who are injured or disabled on the job are provided with adequate monetary
compensation, eliminating the need for litigation. The Bexar County Management and Finance
Department administers the Countys Workers Compensation Program. Numerous measures to control
workers compensation related expenses have been established. The Workers Compensation Program
will continue to increase the review of outstanding workers compensation claims and to monitor
decisions regarding claims. Strong support from adjusters, supervisors, and managers working with the
staff of Management and Finance, employees, and medical groups has created a team approach to
manage workers compensation. Early intervention assists employees in returning to work more quickly
either through modified duty programs or full duty return to work.
Several years ago the Workers Compensation Program was expanded to provide increased training for
employees and supervisors in an effort to prevent accidents resulting in workers compensation claims.
Classes are conducted in CPR and first aid, ergonomics, back lifting, defensive driving, fire extinguisher
training and fire evacuation procedures. Workers compensation training is also offered to supervisors
and employees. The Sheriffs Office, Public Works and Facilities Management Department have provided
modified duty jobs that have resulted in reduced indemnity and medical claims. Workstation evaluation
has resulted in minimized occupational repetitive motion trauma and has helped reduce high cost claims
for upper extremities. Education and evaluation continues with all offices and departments. Early
intervention by case managers has resulted in returning injured employees back to work often in less
than seven days. This has also reduced indemnity and medical costs.
All lost-time cases are assigned case managers who work directly with the employee and the medical
provider to provide the best quality medical attention and assist the employee in returning to work in a
more timely fashion. Through open discussions with offices and departments, the Third Party
Administrator and staff have developed better understanding of work requirements, causes of injuries,
and remedies. Peer reviews are utilized to challenge cases taken to the Workers Compensation
Commission, making it more difficult for one medical provider to keep an employee off work
unnecessarily.
106-2
Appropriations:
Personnel Services
Subtotal
FY 2014-15
Actual
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$72,713
0
2,034,065
3,318
0
$73,385
1,000
2,334,636
6,000
125,000
$74,552
500
2,294,914
5,176
114,752
$75,276
500
2,427,450
6,300
0
$2,110,096
$2,540,021
$2,489,894
$2,509,526
Program Change
$0
Total
$2,110,096
$2,540,021
$2,489,894
$2,509,526
The FY 2016-17 Proposed Budget remains relatively flat when compared to FY 2015-16 Estimates as
described below.
Full funding is provided for the authorized position in this budget.
The Travel, Training, and Remunerations group provides $500 for training costs related to
Workers Compensation laws.
Estimates due to contract requirements associated with the Bexar County Health Clinic and an
estimated six percent increase in workers compensation claims.
Estimates. This is primarily due to additional funding in the Tools and Hardware and Office
Supplies account for the Bexar County Health Clinic.
The FY 2016-17 Proposed Budget does not include funding for Capital Expenditures. Capital
Expenditures for FY 2015-16 included funding for the remodeling of existing space in the
County-owned Flores Parking Garage for the relocation of the Employee Health Clinic. This
fund will no longer be paying rental fees for leased space.
106-3
Offices and departments are charged a workers compensation fee for each of their employees. The
standard fee is $400 per employee. Offices and departments with higher than average workers
compensation claims are charged a higher rate. Below is a table reflecting the rates for those offices
and departments.
Office/Department
County Parks
Juvenile Detention
Road & Bridge
Sheriff LE
Sheriff Detention
Premium
$450
$500
$450
$500
$500
FY 2014-15
Actual
Workers Compensation Specialist
Total Workers Compensation Fund
106-4
FY 2015-16
Estimate
FY 2016-17
Proposed
Bexar County, Texas

Records Management Center (Fund 505)
FY 2014-15
Actuals
FY 2015-16
Estimates
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
$397,496
$397,496
$335,677
$335,677
$246,158
$246,158
Revenue
Service Fees
Subtotal
$214,095
$214,095
$229,388
$229,388
$100,000
$100,000
$99,531
$313,626
$99,531
$328,919
$214,531
$314,531
$711,122
$664,596
$560,689
$327,697
47,748
$375,445
$369,418
49,020
$418,438
$358,739
24,600
$383,339
$375,445
$418,438
$383,339
$335,677
$246,158
$177,350
$711,122
$664,596
$560,689
Interfund Transfers
Total Revenues
APPROPRIATIONS
General Government
Subtotal
107-1
FUND: 505
RECORDS MANAGEMENT CENTER FUND

Mission:
The Records Management Committee will provide leadership through the Records Facility
Manager in the development, allocation and management of resources to meet County office records
storage and document conversion needs while securing and preserving the records of Bexar County in
accordance with the Local Government Records Act of 1989.
Vision:
We envision the Records Management Committee to have a state-of-the-art Records

Management Facility that will meet the records storage needs of all County offices and departments, be
in compliance with the Local Government Records Act of 1989 for the preservation and maintenance of
local government records, and provide convenient access and retrieval of County records to County
offices and the general public.
The Records Management Facility Fund is an enterprise fund created to

provide space to County offices and departments for the storage of records. The facility, located at 232
Iowa Street, allows the County to consolidate all its records in one facility. In the future, the facility will
also become a records technology center where records currently stored on paper can be microfilmed for
storage or imaged into an appropriate format so they can be electronically delivered to the offices or
departments requesting them.
FY 2014-15
Actual

Daily Training Room preparation
Number of daily phone calls
Number of Training classes held
Monthly Bulletin board preparation
Weekly Requisition Creation
Daily P-Card balance and paperwork
Daily entry of data into computer
Daily Security Monitor
Daily interoffice copies
107-2
FY 2015-16
Estimate
FY 2016-17
Proposed
2
17
156
2
16
160
2
10
185
12
3
6
14
12
3
6
15
12
4
7
16
100%
100%
100%
100%
100%
100%
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$182,181
449
140,609
4,458
47,748
$187,636
760
152,858
23,470
25,577
$193,546
449
153,126
22,297
49,020
$195,717
2,000
152,908
8,114
24,600
$375,445
$390,301
$418,438
$383,339
Program Change
$0
Total
$375,445
$390,301
$418,438
$383,339
The FY 2016-17 Proposed Budget decreases by 8.4 when compared to FY 2015-16 Estimates
primarily due to the Supplies and Materials group and the Capital Expenditures group as
described below.
Estimates. Full funding is proposed for all authorized positions within this fund for FY 201617.
2015-16 Estimates. Funding is proposed for attending continuing education courses on
managing electronic records and emergency preparedness.
The Operational Costs group remains relatively flat when compared to FY 2015-16
Estimates. Funding for electricity and gas services is proposed in this group.
Estimates. During FY 2015-16, a one-time expenditure to purchase a floor scrubber was
expensed and is not anticipated for FY 2016-17.
The Capital Expenditures group decreases significantly when compared to FY 2015-16

Estimates. Funding was provided for facility renovations in order to obtain a certificate of
occupancy and meet other City of San Antonio and Fire Marshals Office building
requirements codes. The work began in FY 2014-15, but was not completed until FY 201516. Funding is proposed for the installation of a carport at the Records Storage Center.
107-3
FY 2014-15
Actual
Records Management Center Manager
Office Assistant II
1
1
1
Total Records Management Center Fund
107-4
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
3
Bexar County, Texas

Other Post Employment Benefit (OPEB) (Fund 506)
FY 2014-15
FY 2015-16
FY 2016-17
Actuals
Estimates
Proposed
$233,873
($523,384)
($1,402,205)
$233,873
($523,384)
($1,402,205)
$10,284
2,444,223
$2,454,507
$10,427
2,532,189
$2,542,616
$10,000
2,576,184
$2,586,184
Interfund Transfers
$4,812,102
$5,064,408
$8,025,721
Total Revenues
$7,266,609
$7,607,024
$10,611,905
$7,500,482
$7,083,640
$9,209,700
$8,023,866
$8,023,866
$8,485,845
$8,485,845
$9,288,097
$9,288,097
$8,023,866
$8,485,845
$9,288,097
($523,384) ($1,402,205)
($78,397)
$7,500,482
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Other Revenue
Subtotal

APPROPRIATIONS
General Government
Subtotal
108-1
$7,083,640
$9,209,700
FUND: 506
OTHER POST EMPLOYEE BENEFIT FUND

Program Description: GASB Statement 45 was issued in 2004 as a result of a growing concern that
state and local governments were not recognizing the liability of post-employment benefits, such as
retiree health benefits, in their annual financial statements. The Statement requires that these liabilities
now be reported. Bexar County is required to recognize other post-employment benefits (OPEB) earned
by employees during the time they were actually employed. In order to comply with GASB 45, Bexar
County has established an OPEB fund.
Appropriations:
FY 2014-15
Actual
Retiree Medical Expenses
Retiree Administration Fees
Total
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$7,652,445
371,421
$7,576,893
302,400
$8,220,424
265,421
$9,009,405
278,692
$8,023,866
$7,879,293
$8,485,845
$9,288,097
The total budget represents an overall 9.5 percent increase when compared to FY 2015-16
Estimates. This increase is due to an anticipated 10 percent increase in healthcare costs associated
with retirees and a 3 percent increase in retiree administration fees.
108-2
Bexar County, Texas

Firing Range (Fund 512)
FY 2014-15
Actual
FY 2015-16
Estimate
FY 2016-17
Proposed
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Other Revenue
Subtotal
Interfund Transfers
Total Revenues
$2
$2
$31,911
$31,911
$6,214
$6,214
$504
$504
$809
$809
$20
$20
$214,653
$215,157
$177,269
$178,078
$220,576
$220,596
$215,159
$209,989
$226,810
$183,248
$183,248
$203,775
$203,775
$226,810
$226,810
$183,248
$203,775
$226,810
$31,911
$6,214
$0
$215,159
$209,989
$226,810
APPROPRIATIONS
General Government
Subtotal
109-1
FUND: 512
FIRING RANGE FUND
The Bexar County Firing Range Facility serves Deputies and Officers from
the Bexar County Sheriff, Constable, Fire Marshal, and Probation Offices. This multi-purpose, multiyardage facility is designed to support existing and future firearm (handgun and shotgun) training
requirements for day or night scenarios. The facility is also equipped with a roof to support training
during inclement weather. Facilities and Parks Management is responsible for the operation of the
facility. The Firing Range facility is available for use by other law enforcement entities. Revenues
collected from these entities will be deposited into this fund to pay the costs associated with the
operations of this facility.
Appropriations:
FY 2014-15
Actual
Personnel Services
Subtotal
FY 2015-16
Budget
FY 2015-16
Estimate
FY 2016-17
Proposed
$117,505
1,217
62,825
1,701
$112,745
1,000
84,319
12,198
$117,712
1,000
75,743
9,320
$120,182
1,000
94,528
11,100
$183,248
$210,262
$203,775
$226,810
Program Change
$0
Total
$183,248
$210,262
$203,775
$226,810
The FY 2016-17 Proposed Budget increases by 11.3 percent when compared to FY 2015-16 stimates
as described below.
The increase is due to changes in the selection of health care plans by employees in FY 2015-16.
The Travel, Training and Remunerations group remains at the same funding when compared to
FY 2015-16 Estimates. Funding is provided at a level that is consistent with previous budgets.
Estimates. This is primarily due to an increase in Janitorial Services and Security Services as a
result of new contract agreements in FY 2015-16.
109-2
Estimates. This is primarily due to Safety Supplies which is funded at a level that is consistent with
previous budgets.
FY 2014-15
Actual

Rangemaster
Total Firing Range Fund
FY 2015-16
Estimate
FY 2016-17
Proposed
1
1
1
1
1
1
One existing Maintenance Mechanic II position is funded 75 percent from the General Fund and 25 percent
from the Firing Range Fund. This position can be found in the authorized positions list of the General Fund
Juvenile Institutions Maintenance Division.
109-3

BCAD Proposed Budget 2016-2017

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BCAD Proposed Budget 2016-2017

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COUNTY OF BEXAR

PROPOSED ANNUAL BUDGET

FISCAL YEAR 2016-17

PREPARED BY THE OFFICE OF THE COUNTY MANAGERBUDGET DEPARTMENT

REVENUES PREPARED BY THE AUDITORS OFFICE

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INDEX OF DEPARTMENTAL SUMMARIES

INDEX OF DEPARTMENTAL SUMMARIES (Continued)

Other Operating Funds

INDEX OF DEPARTMENTAL SUMMARIES (Continued)

Capital Improvement Funds

Debt Service Funds

Venue Project Fund

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Office of the County Manager

To the Honorable Commissioners Court

MAINTAINING A STRONG FINANCIAL POSITION

Tax Assessor Collector

County Courts at Law

Criminal District Attorney

Justice of the Peace, Pct. 1

Justice of the Peace, Pct. 2

Justice of the Peace, Pct. 3

Justice of the Peace, Pct. 4

Public Defenders Office

Constable, Pct. 1 Savings includes the addition of an Administrative Clerk II.

Constable, Pct. 4 Savings includes the deletion of five Deputy Constables.

EDUCATION AND RECREATION

Facilities Administration Funding is provided for the addition of a Division Chief.

HEALTH AND PUBLIC WELFARE

Grosenbacher Schematic/ROW Strip Map $3,000,000

CONTRIBUTIONS TO OUTSIDE AGENCIES

Bexar County, Texas

TOTAL OPERATING APPROPRIATIONS

Appropriated Fund Balance

Total Beginning Balance

Bexar County, Texas

TOTAL OPERATING APPROPRIATIONS

Appropriated Fund Balance

Total Beginning Balance

Bexar County, Texas

Special Revenue Funds

TOTAL OPERATING APPROPRIATIONS

Appropriated Fund Balance

Total Beginning Balance

Bexar County, Texas

Capital Projects Funds

TOTAL OPERATING APPROPRIATIONS

Appropriated Fund Balance

Total Beginning Balance

Bexar County, Texas

TOTAL OPERATING APPROPRIATIONS

Appropriated Fund Balance

Total Beginning Balance

Bexar County, Texas

Internal Service Funds

$ 53,241,690 $ 61,465,703 $ 58,387,906

TOTAL OPERATING APPROPRIATIONS

Appropriated Fund Balance

Bexar County, Texas

TOTAL OPERATING APPROPRIATIONS

Appropriated Fund Balance