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CITY OF LAREDO ANNUAL BUDGET WORKSHOP M2005-W-003 CITY COUNCIL CHAMBERS 1110 HOUSTON STREET LAREDO, TEXAS 78040 AUGUST 8, 9, & 10, 2005 5:30 P.M.
I. CALL TO ORDER
With a quorum present, Mayor Elizabeth G. Flores called the meeting to order. II. ROLL CALL
In attendance:
Elizabeth G. Flores, Mayor Alfredo Agredano, Council Member, District I Hector Garcia, Council Member, District II John C. Galo, Council Member, District III Johnny Amaya, Council Member, District IV Johnny Rendon, Council Member, District V Gene Belmares, Council Member, District VI Jose A. Valdez, Jr., Mayor Pro Tem, District VII Juan Ramirez, Council Member, District VIII Gustavo Guevara, Jr., City Secretary Larry Dovalina, City Manager Cynthia Collazo, Deputy City Manager Jaime Flores, City Attorney
III. PLEDGE OF ALLEGIANCE
Mayor Elizabeth G. Flores led in the Pledge of Allegiance. IV. COMMUNICATIONS
None.
V. DISCUSSION AND POSSIBLE ACTION REGARDING THE PROPOSED FISCAL YEAR 2005-2006 ANNUAL BUDGET.
A. Introduction of the budget by City Manager Larry Dovalina, including budget process, vision and goals, and reorganizational changes.
Laredo Mission Statement
Ensuring the prosperity of the community by maximizing Laredo’s preeminent position as the largest inland trade hub of the Americas.
City of Laredo 2005 Strategic Planning Session
Riverfront Redevelopment Downtown Revitalization Diversification of the economy Clean City of Laredo Social Infrastructure Inland Port Trade & Cross Border Issues Government Services Public Safety City of Laredo Goals
Economic Prosperity: Create a trade-based economic model which fosters economic weather.
Safety & Health: Promote an environmentally sustainable community that is the safest and healthiest in Texas with the latest technology and quality services.
Quality of Life: To be the most livable city in Texas by fostering education, promoting sustainable neighborhoods through ample cultural entertainment and adequate recreational space.
Organizational Infrastructure: Provide progressive organization support by being innovative in best practices, technology and resource creation, development and allocation.
Part One: Strategic Environment
Stakeholders Services Trends SWOT Analysis Strengths, Weaknesses, Opportunities, Threats Target Markets Key Success Factors
Part II: Organizing for Success
Mission Statement 2005 Goals and Objectives 2003 Key Areas 2005 Goals Coordination Matrix Proposed Organizational Chart
Stakeholders
1. Residents (including business/NPO’s/Landowners) 2. Government (City, State, & Federal) 3. Mexico/Frontera 4. Visitor/Tourists
How do we (City Staff) Create Value for Stakeholders
1. Help create peace of mind 2. Provide accountability 3. Improve quality of life 4. Render services 5. Create/maintain a comfortable environment 6. Identify/create opportunities for jobs; wealth creation 7. Maintain Trust 8. Provide for life, liberty & pursuit of happiness
1. Economic Development Infrastructure Utilities Transportation (Bridges, Airport, Transit) 2. Public Safety (Police & Fire) 3. Public Health Solid Waste Environmental Protection 4. Quality of Life Education Cultural/Recreation/Leisure Affordable Housing 5. Governmental Operations Financial Accounting Information/Open Government Perception Legislative Services
Increasing demand for services & resources. Aging and very young population; demand on health & social infrastructure. Trade growth and security requirements resulting in costly, unfounded mandates. Increased demand for educational infrastructure – Economic development needs, low Unemployment/dramatic employment growth. Increasing interest in entertainment venues – a need to build resources.
Key Opportunity
Dominant Trade Center of Americas where opportunities will drive the development of infrastructure, education, quality of life and economy.
Key Weaknesses
1. A need for more investment in the educational infrastructure. 2. Need for a clear message (goals) internal & external. 3. Need for a positive perception. 4. Need for more public participation in capital improvement process.
Key Strengths
1. Laredo is the most technologically efficient trade processing land-port of the Americas. 2. Laredo is strategically located and provides the shortest route from Canada to the tip of South America. 3. Laredo has a multicultural community that provides a greater likelihood for unity of purpose. 4. TAMIU offers the only international trade graduate program in the United States.
Target Markets
1. Legislative ignorance of border dynamics. 2. Increased negative image do to heightened International crime. 3. Lack of adequate funding. 4. Keeping up with infrastructure demand. 5. Lack of adequate education. 6. Lack of Public Awareness of City Governance role. 7. Lack of Unity among all levels of Government.
Key Success Factors
We must provide a safe and secure community for our families and all people residing, conducting business, and visiting in our community.
To be successful, the city must be a catalyst for economic development through education, job training, and financial investment.
Must provide or seek partnerships to provide the amenities targeted to individual enrichment and/or recreation.
Key Success Factors/Trade
I. Increase output per lane
A. Technology B. Standardization C. U. S. Mexico Relationships
II. Increase Rail/Air Cargo
Establish an internal unit dedicated to the marketing & facilitating of trade.
III. Increase Tourism
Goal 1.
Economic Prosperity
Create a trade-based economic model which fosters economic wealth.
Objectives:
A. identify trade market & define needs. B. Offer solutions to customers’ needs. C. Implement a unified marketing effort to promote trade. D. Maintain necessary resources to address future growth.
Goal 2. Safety and Health
Promote an environmentally sustainable community that is the safest and healthiest in Texas with the latest technology and quality services.
Objectives:
A. Fire: Respond to any fire emergencies promptly, and educate citizens on ways to prevent fires.
B. Police: Protect and serve the citizens of the community be enforcing the law, by criminal apprehension, and crime deterrence.
C. Environmental: Protect natural resources from environmental degradation through community involvement and education.
D. Solid Waste: Maintain and promote a clean city through waste reduction and proper disposal.
E. Health: Provide disease control through health education, promotion, surveillance, and responsiveness.
F. Traffic & Public Works: To provide safe and efficient traffic movement within the city through implementation of intelligent transportation system technologies by aggressively implementing the City’s thoroughfare plan.
Goal 3. Quality of Life
To be the most livable city in Texas by fostering education, promoting sustainable neighborhoods, providing ample cultural entertainment and adequate recreational space.
Objectives:
A. Education: Create an environment where education is valued. Provide materials and programs, utilize various media; partner with state and local agencies.
B. Sustainable neighborhoods: Beautification programs; rehab/revitalize neighborhoods, address high cost of land.
C. Cultural entertainment: Support cultural events; build facilities that preserve and educate.
D. Recreation/Space: Provide adequate green and open spaces; provide affordable entertainment.
Goal 4. Organizational Infrastructure
Provide progressive organizational support by being innovative in best practices and technology; and by resource creation, development and allocation.
Objectives:
A. R & D: Development of a more efficient workplace through exposure to innovative practices and technology.
B. Communication: Develop internal and external communication to foster stewardship among employees and elected officials.
C. Moral: Instill pride and team unity by recognizing employees for innovative ideas and practices at all levels.
D. Intergovernmental Function: Continue to improve intergovernmental relationships.
E. Resources: Develop innovative financial and budgetary techniques and practices to fund new infrastructure and future operational growth.
Goal 5. Safety and Health Promote an environmentally sustainable community that is the safest and healthiest in Texas with the latest technology and quality services.
Objectives:
A. Fire: Respond to any fire emergencies promptly, and educate citizens on ways to prevent fires. B. Police: Protect and serve the citizens of the community by enforcing the law, by criminal apprehension, and crime deterrence. C. Environmental: Protect natural resources from environmental degradation through community
B. Ad-valorem tax rate.
Elizabeth Martinez, Tax Collector/Assessor gave the following presentation:
Current Year Collection Rate with Original Roll
Tax year Collection Rate % Increase 2004 (est.) 97.00% .02% 2003 96.98% 1.68% 2002 95.37% (.56%) 2001 95.91% .87%
Prior Year Collection Rate with Original Roll
Tax Year Collection Rate % Increase 2004 41.65% 2.19% 2003 39.46% 7.15% 2002 32.31% 1.83% 2001 30.48% 1.44%
Truth in Taxation
A Guide for Setting Tax Rates
The Texas Constitution and the Property Tax Code embody the concept of truth-in-taxation to require taking units to comply with certain steps in adopting their tax rates.
Four Principals in Truth in Taxations
Right to know of increases in property value and estimated taxes that could result from the new value.
Most taxing units must publish effective and rollback rates before adopting an actual tax rate.
Most taxing units must publish special notices and hold a public hearing before adopting a tax rate that exceeds the lower of the rollback rate or the effective tax rate.
If a taxing unit adopts a rate that exceeds the rollback rate, voters may petition for an election to limit the rate to the rollback rate.
Effective Tax Rate
The effective tax rate is a calculated rate that would provide the taxing unit with about the same amount of revenue it received in the year before, on properties taxed in both years.
The Rollback Tax Rate
The rollback rate is calculated maximum rate allowed by law without voter approval.
It provides the taxing unit with about the same amount of tax revenue it spent the previous year for day to day operations, plus an extra 8 percent for those operations, and sufficient taxes to pay its debts in the coming year.
Preliminary Effective & Rollback Tax Rate comparisons
(Final calculations expected later this week)
Tax year 2004 Tax Year 2005 Effective Tax Rate .605067 .602735 Rollback Rate .638270 .645241 Adopted Tax .637000 .637000 (Proposed) City of Laredo Tax Rate History
Tax year Rate Increase/Decrease from Prior 2005 .637000 .000000 2004 .637000 (.004761) 2003 .641761 .011227 2002 .630534 .054176 2001 .576358 .000000
C. Personnel issues, including proposed employee pay plan and employee health and benefits plan.
Dan Migura, Administrative Services Director, gave the following presentation:
Proposed Pay Plan
2.5% (COLA) Cost of living adjustment
Effective Date 09-25-05 – Except unless otherwise addressed in a Collective Bargaining Agreement.
Retain the current merit pay plan.
Cost of Living Adjustment Summary
2005-2006 2.5% Proposed COLA 2004-2005 2.3% 2002-2003 2.8% 2001-2002 3.0%
Entry Level Wages of Index Cities
San Antonio $8.75 Laborer El Paso $8.57 Laborer McAllen $8.30 Laborer Corpus Christi $7.60 Laborer Laredo $7.48 (7.67*) Laborer Brownsville $7.43 Laborer Harlingen $7.31 Laborer
Average hourly salary $7.99
* Proposed for 9-25-05
Entry level Wages of Local Entities
Location Title Salary
Webb County Custodian $8.25 TAMIU Custodian $8.05 City of Laredo Custodian $7.48 (7.67*) U. I. S. D. Custodian $6.70 L. I. S. D. Custodian $6.51 L. C. C. Custodian $6.40
Average hourly salary $7.18 Proposed for 9-25-05
Merit Distribution
Percentage of Increase Evaluation Score Evaluations Processed
0% 2.5 or Less Below 5 Standard
1% 3.0 – 3.49 34 Occasionally below
2% 3.5 – 3.99 118 Meets all Standards
3% 4.0 – 4.49 363 Occasionally Exceeds
4% 4.5- 5.0 476 Consistently Exceeds
Motion to instruct City Manager to implement recommended pay plan.
Moved: Cm. Garcia Second: Cm. Amaya For: 8 Against: 0 Abstain: 0
FACTS
Escalating medical and prescription cost trends continue to deplete the City’s health and benefits funds.
Since the plan was implemented in 1989 the following modifications have occurred:
1991 Rate Adjustment 1996 $10.00 Physician office co-payment introduced October 2000 – 10% Rate Increase October 2001 – 20% Rate increase and plan modification October 2002 – 10% Rate Increase October 2003 – 5% Rate Increase and plan modification October 2004 – 5% rate Increase
Current employee health benefits plan adjustments last year
Increased medical contribution rate by 5%
Options considered
· Increase deductible · Increase out of pocket maximum · Change prescription plan · Increase medical contribution rate · Introduce the core benefits medical plan with a reimbursement/savings · Establish maximum amount to be paid for multiple births; resulting from fertility treatment
Proposed Employee Health Benefits Plan
· Increase medical contribution rate by 10% · Increase deductible from $250 to $500 · Increase out of pocket from $1,000 to $3,000 · Increase mail order for brand name prescription from $20 to $30 · Implement the core benefit medical plan with a reimbursement/savings
Proposed Dependent Medical Contribution
Current Proposed Adjustment Regular Employee $114.42 $125.86 $11.44
Bi-weekly Deduction $102.95 $113.25 $10.50
Medical Claims
Actual Budget Amount 01-02 $6,512,473 $6,612,500 +$100,027 02-03 $6,798,080 $6,804,375 -$ 6,295 03-04 $9,690,796 $9,027,338 -$663,458 04-05 $8,566,787 $8,036,017 -$650,770
05-06 $7,704,803 Proposed
Prescription Claims
01-02 $1,175,257 $1,127,646 -$ 47.611 02-03 $1,330,969 $1,480,384 +$149,415 03-04 $1,415,797 $1,537,467 +$121,670 04-05 $1,420,464 $1,588,514 -$ 18,050
05-06 $1,328,707 Proposed
Stop Loss
01-02 $938,477 935,126 02-03 $946,718 $1,068,629 03-04 $897,195 $ 903,165 04-05 $913,528 $1,020,982
Proposed – 05-06 $1,463,910 Proposed
Motion to wait on action recommendations until after a City Council Workshop.
Moved: Cm. Belmares Second: Cm. Amaya For: 8 Against: 0 Abstain: 0
D. Proposed General Fund highlights.
Martin Aleman, Budget Director, gave the following presentation:
Consolidated Budget Total Available $469,568,491
Permanent Fund $ 62,273 Enterprise Funds $180,948,048 General Fund $123,829,204 Special Revenue $ 80,186,773 Debt Service $ 30,323,953 Internal Service $ 27,529,334 Capital Improvements $ 25,812,246 Other Programs $ 865,660
Consolidated Operating Revenues $354,248,255
Debt Service 11% Bridge 11% Water 6% Transit System 5% Solid Waste 5% Health & Benefits 4% Sewer 4% Health 3% Other 3% Parks Capital Grant 3% Airport 2% Police Program 2% Community Development 2% Fleet 2% Risk 2% Sports & Community 2% Hotel Motel 1% General Fund 31%
Consolidated Operating Expenditures $384,308,589
Debt Service 10% Bridge 10% Water 6% Sewer 6% Transit System 6% Solid Waste 5% Other 5% 2005 Co 4% Health Benefits 4% Health 3% Parks Capital Grant 3% Special Police Programs 2% Community Development 2% Risk 2% Fleet 2% Airport 1% General Fund 29%
General Fund Revenue
Taxes 57.6% Charges for Service 25.5% Franchise Fees 5.4% Licenses & Permits 5.4% Fines and Forfeits 2.5% Rents & Royalties 1.2% Reimbursements 0.6% Fees & Collections 0.6% Other Financing Sources 0.6% Intergovernmental 0.04%
General Fund Major Revenues
FY02-03 FY03-04 *FY04-05 Property Taxes (M & O) $25,326,758 $29,235,657 $33,423,414 General Sales & Use Tax $18,037,788 $19,552,556 $20,947,598 Bridge Transfer $16,218,753 $16,578,708 $16,541,046 Electric System Franchise Fee $ 3,907,595 $ 3,904,908 $ 4,185,717
* Estimated
Tax Rate History FY02-03 FY03-04 FY04-05 FY05-06 Debt 0.145776 0.141113 0.128323 0.125231 M & O 0.484758 0.500648 0.508677 0.511769
Tax Collection Rate on Original Levy
FY02-03 FY03-04 FY04-05 FY05-06 95.37% 96.98% 97.00% 97.50%
Valuations
FY02-03 FY03-04 FY04-05* FY05-06* $5,553,035,309 $6,084,943,926 $6,759,761,224 $7,436,736,008
Sales Tax Trend History
FY02-03 FY-3-04 FY04-05* FY05-06* Arena’s Allocation $ 4,509,447 $ 4,822,212 $ 5,230,348 $ 5,662,179 Transit’s Allocation $ 4,331,368 $ 4,690,014 $ 4,915,856 $ 5,161,649 City’s Allocation $18,037,788 $19,552,556 $20,947,598 $22,728,147
Estimated
General Fund Expenditures by Activity
Traffic 3.6% General Government 12.2% Cultural & Recreational 9.3% Other Financing Uses 10.7% Public Works 6.3% Health & Welfare 0.4% Public Safety/Police/Fire 57.5%
General Fund Expenditures by Category
Debt Service 0.04% Capital Outlay 0.31% Other Charges 1.76% Materials & Supplies 5.25% Intergovernmental Transfers 5.78% Contractual Services 12.94% Personnel 73.92%
FY02-03 FY03-04 FY04-05* FY05-06*
Engineer/Public Works $ 3,867,169 $ 4,056,282 $ 4,294,274 $ 4,892,133 Cultural & Recreation $ 5,150,024 $ 5,703,290 $ 5,946,548 $ 6,922,607 General Government $ 7,655,020 $ 8,565,490 $ 9,471,028 $10,538,462 Public Safety $49,162,062 $53,279,827 $54,851,922 $59,089,759
Time Equivalents General Fund Only FY02-03 FY03-04 FY04-05* FY05-06* Engineering/Publicworks 117.00 118.50 105.50 105.50 Culture & Recreational 199.56 202.67 199.18 199.18 General Government 192.34 205.34 199.79 207.37 Public Safety 767.50 766.25 761.42 775.42
FTE History (All Funds) FY02-03 FY03-04 FY04-05* FY05-06* Transit System 189.25 181.31 179.31 179.31 All Other 1,005.03 992.99 1,104.21 1,082.65 General Fund 1,276.40 1,292.76 1,265.89 1,287.47
Consolidated Closing Balance $85,259,902
General Fund 15.76% Special Revenue Funds 25.49% Debt Service 6.21% Enterprise Funds 51.30% Internal Service Funds 1.15% Permanent Funds 0.07% Other Programs 0.02% General Fund 15.76%
General Fund Closing Balance History
02-03 03-04 04-05 05-06 10,020,026 10,327,107 13,433,977 13,433,977
E. Engineering/Public Works Department funding and operations, and status of construction projects.
Rogelio Rivera, City Engineer, gave the following presentation:
Mission Statement:
To plan and implement City infrastructure, and to provide quality control/inspection of construction.
Engineering/Public Works Department
Performance Measures
2004-2005 Construction Projects
Babe Ruth Baseball Field Fencing Zacate Creek Linear Park III, IV & V Farias Community Center Landfill Parking Lot Ejido Ave. Extension Santa Rita Park El Metro Bus Bays Los Obispos Phase 1 Arkansas Ave./ Clark Blvd. Reconstruction San Eduardo Ave. / Sanchez St. Reconstruction Market/Bartlett Intersection Reconstruction CDBG Sidewalks Projects (25 thru 30) Highlighted projects assigned to Public Works for 2004-05 are the following:
Eastwood Park Phase 2 Cielito Lindo Blvd. Access Villa del Sol Resurfacing (45 blocks) Lyon St. Paving Project McPherson Widening (Villa/Mahogany) Shiloh/Orange Blossom Drainage and Paving San Lorenzo Paving Project City Wide Resurfacing Project McPherson Acres Drainage Improvements Chacon Creek Tributary Drainage Improvements Gale Street Drainage Improvements El Metro – Transit Sidewalks Ejido Sidewalks
2004-05 Projects Designed In-House
McPherson Widening – villa to Mahogany Farias Recreation Center Si9te Drainage Improvements DD Hachar Recreation Center Site Drainage Improvements Bridge 5 Concept Plans Eastwood Park Parking Lot Grade Modifications Lyon at Tilden Intersection Reconstruction Springfield Hillside Intersection Reconstruction Springfield at San Pedro Intersection Reconstruction Springfield at Ash Intersection Reconstruction Springfield at Mann Rd. Intersection Reconstruction Springfield (San Pedro – Olive) Curb Realignment and Sidewalk improvements Iturbide/San Agustin Parking Lot Conceptual Iturbide/Santa Ursula Parking Lot Conceptual El Metro = Transit Projects Ejido Sidewalks
Surveying Work 10 Month 12 Month Subtotal Projected Boundary Surveys 39 48 Construction Surveys 65 78 Street Closing Surveys 12 15 Misc. Surveys 42 50 Total 158 191
2004-2005 Infrastructure Improvements
178 Construction Projects $100,364,971 Prof. Service Contracts $ 8,312,448 Total Number of subdivisions 106 Total Sub. Improvements $ 53,387,278 Street Cut Permits Issued 3,442 Paving 915 Blocks Sidewalks 797 Blocks Storm Sewer 53,026 LF Sanitary Sewer 210,232 LF Water 223,400 LF Lots (Subdivision) 4,186 Lots Acres (Subdivisions) 1,263 Acres Buildings 75,653 SF
Subdivision Growth
FY2000 – 73 FY2001 – 55 FY2002 – 56 FY2003 – 80 FY2004 – 113 FY2005 - 106
$6.0 M Transit Sales Tax Projects Status
Bartlett/Saunders intersection – Prelim Plans. – pending Row Acq. Calton Road Reconstruction · San Francisco – San Dario: Complete P.W. · Sta. Ursula – 800’ West of San Bernardo: Award Feasibility Contract Hillside/McPherson Intersection: Prelim. Plans/ Pending ROW Acq. Market/Bartlett Intersection: Construction Contract Awarded Sidewalk/Malinche Intersection: 100% P. W. Santa Maria – Industrial to Del Mar: Plans 90% Gustavus/Tapeyste Intersection: 100% P. W. Springfield Intersections: P.W. Hillside: 50% San Pedro: 100% Ash: 100% Frost: 0% Gustavus: 0% Corpus Christi: 100% Mann Road: 100% San Eduardo-Sanchez: Construction Contract Awarded McPherson Widening Villa/Mahogany 2200 l.f. 30% P.W. Mahogany – Shiloh: 0% Bartlett Sandman-Hillside: Preliminary Plans, Pending ROW Acq. Bus Bay US 83 @ Cielito Lindo: Deferred Arkansas/Clark Interseciton: Construction Contract Awarded Concord Sub. @ Hwy 359 Entrance: 80% PW
Bond 2005 – 2006 Projects
Maryland/Taylor Drainage Improvements Flecha lane Drainage Improvements Zacate Creek Upper Reaches Concrete Channelization
Goals & Objectives
To complete 2004-2005 Projects To Implement 2005 – 2006 C. I. P’s
Public Works FY2004-2005 Accomplishments/Operations
The following presentation was given by John Orfila, Public Works Director.
Projects Completed
Sidewalk Projects 8 Paving Projects 43 Drainage Improvements Projects 15 Curb & Gutter Projects 6 Velley Gutter Projects 5 Mic. Construction Projects 46
Total 123
Performance Measures
Street Paving Projects 187 Blocks Storm Drainage Maintenance 1,348 Inlets Creek Maintenance 156 Acres Building Maintenance 1,450 Work Orders Street Maintenance – Pro Patchers 10,921 Pot Holes Street Cleaning – Sweepers 18,720 Lane/Miles Right of way Maintenance 101 Miles Branch Collection 6,485 Tons Martingale Drainage Improvements Martingale Drainage Improvements Upper Zacate Creek Drainage Improvement Texas/Santa Clara (Tinaja Creek) Drainage Improvements Rancho Viejo Drainage Improvement Rancho Viejo Drainage Improvements Chacon Tributary Drainage Improvement Chacon Tributary Drainage Improvement Calle Del Norte Culverts Springfield/Mann Road Concrete Project Springfield/Mann Road Concrete Project Concord Hills Concrete Project Laredo Animal Shelter Concrete Project Malinche/Stewart Street Resurfacing Project Malinche/Stewart Street Resurfacing Project San Lorenzo Street Resurfacing Project Preston Street Resurfacing Project San Bernardo Street Resurfacing Project Lyon Street Resurfacing Project Esperanza Drive Street Resurfacing Project South Malinche Street Resurfacing Project Gustavus/Buena Vista Street Resurfacing Project Edgewood/Winrock Street Construction Project 4600 Springfield Sidewalk Project 3600 Juarez Sidewalk Project South Ejido Sidewalk Project Springfield/San Pedro Widening Project McPherson Widening Project Eastwood Park Project Milmo/Pierdra China Special Project El Portal Industrial Park Sara/Gato Unitec Industrial Park South Unitec/Carriers Santa Maria/Zarazoza Parking Lot Airport Viewing Area Parking Lot Airport Long Term Parking Lot Downtown Maintenance Street Cleaning Sweeper Street Maintenance Pro-Patcher Laurel Street Speed Humps Creek Maintenance Right-of-Way Maintenance Operation Clean-Up Branch Collection Curb Maintenance Fire Station # 3 Building Rehabilitation Emergency Response
F. Police Department funding and operations.
Agustin Dovalina, Police Chief, gave the following presentation:
Investigations Homicides Shootings
Laredo Police Department Budget Presentation
Mission Statement
It is the mission of the Laredo Police Department to enhance the quality of life in Laredo by establishing a partnership with the community in an effort to preserve life, protect property, and enforce the law.
Uniform Services Accident Reconstruction Report Writing
Support Services S.W.A.T. Bomb Unit
Community Services Community Relations Unit 1,300 Laredo Area Children received toys at Christmas from the Blue Santa
911 Dispatch Center
New Department Advances
Establish of first ever Laredo Bomb Unit Continued issuance of high powered weapons, lighter ballistic vests, and higher retention holsters to all of our police officers. Further expansion of crime intelligence gathering capabilities.
Police Department Outlook
The acquisition of Digital Trucking and modernization of our communication system. To receive 2.4 million dollars from state grants for Digital Trucking system. Increase Sworn Personnel to meet Laredo’s growing needs.
Performance Measures
Traffic Citations
2003-2004 93,316 2004-2005 95,526
Violent/Property Crime
2002
Violent Crime 1,107 Property Crime 11,771
2003
Violent Crime 1,360 Property Crime 13,772
2004
Violent Crime 1,087 Property Crime 15,458
Statistics are from the Uniform Crime Report of 2004
Emergency/Non-Emergency Calls
2001 2002 2003 2004 Emergency 111,810 124,068 118,153 111,923 Non-Emergency 355,742 310,483 313,200 307,748
Arrests
2002 7,137 2003 8,432 2004 7,678
Murder Rate
2001 9 2002 7 2003 29 2004 15 2005 15 (As of August 2, 2005)
Laredo Police Officers
Laredo’s Population – 201,139 Number of Officers – 410 (FTE) Laredo’s Officers per one Thousand population – 2.0 Recommended National Standard Officer per Thousand Population – 2.3
Motion to adjourn.
Moved: Cm. Agredano Second: Cm. Amaya For: 8 Against: 0 Abstain: 0
G. Fire Department funding and operations, including Fire Prevention and Suppression, EMS & ambulance service, and the Laredo International Fire and Law Enforcement Training Facility.
Fire Chief Sosa gave the following presentation:
Major Accomplishments fiscal year 2004-2005
Ground Breaking and construction initiated for Fire Station # 14 Cielito Lindo. Completion slate for late November.
Replaced Fire Engine # 9 on Mines Road. Remodeled and expanded the Airport Fire Station. Received a new ambulance for Fire Station # 9. Ordered a new ambulance for Fire Station # 14. Negotiated and finalized training center contract with TEEXS. Activated Aerial Truck # 3 at Fire Station # 12, Bob Bullock Loop. Revised and implemented standard operating procedures for all civilians.
Significant Performance Measures
EMS Responses
01/02 15,575 02/03 15,419 03/04 16,734 04/05 17,500 (estimated) 05/06 18,500 (projected)
Total patients
01/02 19,727 02/03 20,529 03/04 19,271 04/05 21,900 (estimated) 05/06 22,700 (projected)
Fire Responses
EMS FIRE
01/02 5,721 9,837 02/03 5,278 10,949 03/04 5,218 11,543 04/05 5,974 13,662 (Estimated) 05/06 6,300 14,200 (Projected)
Hazardous Materials Emergencies
01/02 15 02/03 10 03/04 9 04/05 5 Estimated 05/06 5 Projected
Fire Inspections
02/03 03/04 04/05 05/06 Fire inspections 3300 2,385 2,196 2,500 Fire Investigation 224 203 224 200 Plat/Plan Reviews 344 675 628 770
Laredo Int’l Fire/Law Enforcement Training Center
Due to regulation and standard a set forth by the Texas Commission on Fire Protection and the Texas Department of health, an instructor/student ratio of (1:10) must be observed at all times.
To comply with these regulations the Fire Department must utilize both in house and international training staff members to conduct mandatory early continuing education classes in multiple fire service disciplines.
Revenues: International Training (Fee schedule) $100,000 College Revenue (Continuing Ed) – Inactive TEEX Cooperative Agreement - $49,000
Mandatory Continuing Education:
Fire Suppression 24 Hours EMS 40 Hours Hazmat 20 Hours Fire Prevention 20 Hours ARFF 44 Hours Arson Investigators 20 Hours
Cadet Recruit Training
1,917 Hours of Training
Progress Report for the International Training Facility
01/02 18,716.00 02/03 161,790.00 03/04 111,315.00 04/05 143,000.00 (Estimated) 05/06 143,000.00 (projected)
Training Impact Fees
The Training Center has helped the Laredo Fire Department in saving monies for the city by conducting out own in-house training sessions for our personnel.
ARFF live burns @ DFW: $32,035 ARFF CE Training @ DFW $16,500 Fire Suppression CE (20 hours) $42,875 Hazmat CE Training (20 hours) $ 6,250 Texas A & M Fire Academy $133,876
Fire Suppression Training Total Savings Cost $221,535
Progress Report for Fire & EMS Grants Fire EMS 02-03 157,000 18,197.00 03/04 1.2 Million 18,784.00 04/05 1.4 Million 15,062.25 05/06 1.1 Million 42,000.00
Personnel History
Laredo Fire Department Personnel (Uniformed)
99/00 259 00/01 271 01/02 278 02/03 332 03/04 332 04/05 333 05/06 333
Laredo Fire Department personnel (Civilians)
97/98 6 98/99 6 99/00 6 01/02 8 02/03 8 03/04 8 04/05 8 05/06 8
Major programs proposed for FY05-06
Completion of the Cielito Lindo Fire Station, Sta. # 14 Activate Engine # 14 (Fire Pumper) Activate RQ # RQ # 9114 (MICU Ambulance)
Motion to leave additional funds in the Fire Department for future purchases in case there are monies available from the contract between the Fire Department and Webb County.
Moved: Mayor Pro Tem Valdez Second: Cm. Belmares For: 8 Against: 0 Abstain: 0
H. Solid Waste Department funding and operations including sanitation and land fill operations.
Mission Statement:
Maintain and promote a clean city through waste reduction and proper disposal.
Number of Households – Refuse Collection
2000 – 2001 43,498 2001-2002 44,514 2002-2003 45,421 2003-2004 46,874 2004-2005 49,977
Transition to Automation
Route to Improvements (Reduced form 31 to 24)
Transition to Automation
Route improvements (reduced from 31 to 34) Zip code system for pickup Recycling and lawn clipping crews GPS Tracking
119,000 Pounds of recycling in Blue Bags collected per week in 2004 Over 10,000 lawn clipping bags are collected each week.
The GPS Truck Route History will help make trucks fuel efficient.
Dramatic Safety Improvement
Solid Waste Department Workers Comp Cases by Year
00/01 67 Cases $291,074 01/02 36 Cases $282,670 02/03 54 Cases $284,141 03/04 33 Cases $128,879 04/05 15 Cases $87,022
Reduction in Refuse Collector Positions
01-02 87 02-03 84 03-04 79 04-05 62 05-06 56
Landfill Operations
Passed TCEQ Inspection on July 12 & 13, 2005 Processed over 344,700 Tons Served over 116,500 Customers
Landfill Waste Processed by Year
2001 268,148 tons 2002 320,820 tons 2003 324,023 tons 2004 344,769 tons 2005 379,246 tons
Working Face Disposal Operations
Leachate Management Methane Gas Management Posi-Shell Used as alternate daily cover and slope erosion control White Goods Recycling Used Tire Collection Yard Waste and Branch Recycling
2005-2006 Major Projects
Complete Stormwater Perimeter Channels Surrounding Landfill Continue Methane Gas Mitigation Construct Composting Facility Perform Complete Survey and Site Life Study Begin Construction on Cell No. 17 Construct Citizen Drop-Off Center
Citizens Drop Off Center Concept
Solid Waste Department Functions
Residential and Business Refuse Downtown Trash (Store and Pedestrian) Recycling Blue Bags – Residential and Business Yard Waste (Bush and lawn clippings) Used Oil & Filters Dead Animals on Public Right of Way Tires at Special Collection Events
Recyclables Collected 2002 2003 2004 Blue Bag Tonnage Collected 3854 2989 3095 Recycled materials Processed for Sale 922 1596 1718 Recycle Materials Land filled/Trash 2926 1393 1376
Monthly Initiatives to Promote Recycling
Contests – Earth Day Posters, Aluminum cans Collection events Recycling presentations Arts and Craft recycling demonstrations Recycling Presentations at schools Recycling Presentations at Recreation Centers Contest among the Recreation Centers Library Arts and Craft Demonstrations with Recyclables Phone Book Drives
Solid Waste Department Community Outreach Events
Cash for Tires Distribution of Cans Hazardous Material Events Annual Paisano Rest-stop Event Collection of Christmas Trees Used Antifreeze, Appliance and used Oil Recycling Event Washington’s Birthday Parade Events The Jamboozie Event Branch Clean-Up collection Home and Garden show Dia de los Ninos Avenida San Bernardo Event Seven Flags – Seven Culture Festival Distribution of Flyers for Water and Recycling Pick-up changes
I. Traffic Department funding and operations.
Roberto Murillo, Traffic Director gave the following report:
Mission Statement:
To effectively administer the maintenance and operation activities of the Traffic Safety Department ensuring that all traffic safety related citizen concerns are carefully analyzed and addressed in a timely manner and that all traffic control devices throughout the City are property maintained to minimize accident risks to vehicles and pedestrians.
Traffic Safety Department:
General Fund 101
2610 Traffic Administration 2611 Engineering 2613 Signals 2614 Signs 2622 Markings 2650 Street Lighting
Traffic Safety Department
Major Maintenance Responsibilities:
225 Traffic Signals 110 School Flashing Beacons 23 Intersection Flashing Beacons 700,000 Linear Ft. Pavement Markings 650 Crosswalks and RR X-ings
Other Major Responsibilities:
Oversee speed hump installation program Develop and implement traffic signal timing programs Conduct traffic signal and traffic sign studies Design and install new and upgraded traffic signals Administer the operation and maintenance of over 9,500 street lights citywide Design and implement pavement markings and traffic sign plans Review road construction and subdivision plans Oversee the utility Coordination Committee
Major Projects FY04-05
District VI McPherson Road/Sterling Loop completed District II Saunders/Paul Young Driveway 75% Complete District VI Del Mar Blvd/Winfield-Alexander 95% Complete District VI McPherson Rd./Country Club 10% Complete District III/IV Corpus Christi/Meadow – Seymour – Cedar 60% Complete District IV Springfield Ave./Clark – Gustavus 40% Complete All Districts Speed Hump Installations – 17 Inquiries, 14 locations studied, 9 qualified
All Districts Traffic Signal Mast Arm – Street Name Sign Replacement
ITS – Intelligent Transportation System
ITS Master Plan for the City of Laredo completed January 2005. Added six traffic signals to the central computer traffic control system. Installed two wireless cameras for traffic surveillance.
Proposed Projects
Traffic Signal (Wood pole to Steel Pole) Upgrades (3 Intersections) $150,000 Traffic Signal Controller/Cabinet upgrades (Six Intersections) 100,000 Initiate ITS Project Implementation
J. Health Department funding and operations.
Doctor Gonzalez presented the following video:
Video Segment of Participant saying “Thanks for the services of the Health Department.” For more than 60 years, the City of Laredo Health Department has been the leader in the prevention of disease, the improvement of health status, the prolonging of life, and the promotion of conditions conducive healthful living.
The Health Departments divisions and programs focus on the prevention of diseases through education and direct community involvement. Our staff consists of over 200 experts in their fields who serve their families and their friends on a daily basis.
Why Health Department Services are important to them.
The Preventive Health Divisions Immunizations, Tuberculosis Elimination, and HIV/AIDSS Prevention Programs are at the front line of issues concerning preventable diseases.
The Adults and Children Immunization Program provides age appropriate immunizations to city and county residents to prevent vaccine preventable diseases. For the past two years, this program has achieved 100% coverage in children 12 – 35 months of age as per the Department of State Health Service’s CASA survey. The Adult Immunizations program provides Flue and Pneumonia preventive vaccinations to eligible adults as well as basic immunizations of tetanus and measles. Low cost quality care has always been the characteristic of the Health Department.
The Tuberculosis Elimination Program works to reduce the incidence of Tuberculosis among the residents of “Los Dos Laredos”. The rate of TB along the Texas-Mexico Border is three times that of the rest of the state.
The HIV/AIDS program is comprised of several components which carry out the functions of educational counseling and/or treatment of this infection.
Direct patient care is provided through the Patient Care Division’s Dental health Services, Perinatal Care, Well child, Family Planning Clinic, and the La Familia Primary Care Services.
The Dental Health Clinic provides comprehensive dental health services to indigent children from 4 to 18 years of age with a focus on preventive dentistry and education. New this year is the dental clinic for adults. This new service will also focus on preventive dentistry and education.
Dr. Trevino “Talking about patients in need” The Well-child Clinic provides assessments and developmental screenings for any eligible child from birth to the age of 21. The Family Planning Clinic provides quality medical/health services to women of childbearing age while assisting in planning pregnancies.
The La Familia Primary Care Service offers comprehensive primary care and preventive Health services to patients with diabetes, high cholesterol, and high blood pressure.
LAB Services
Working behind the scenes to provide the data necessary to combat preventable disease, the CLHD’s Laboratory has successfully participated in several proficiency testing program, such as the American Association of Bioanalysts, Bayer Urinalysis Performance Check Program and Lab Proficiency EPA Performance Testing Program for water microbiology testing.
Emergency preparedness is a priority for the laboratory. Renovations are underway to accommodate new equipment that will pave the way for a Biosafety Level 3 Certification.
Laboratory services report an average of 11,400 tests performed per month. Clients are referred from providers such as Gateway Community Health Center and private physicians in both Laredo and Nuevo Laredo.
The laboratory perform proficiency testing in urine, chemistry, urine pregnancy syphilis serology, gram stain, urine cultures, and water bacteriology.
The largest in terms of caseload and manpower if the Nutrition Services Division. This division, through the Women, Infants, and Children Program, serves over 20,000 participants monthly. The WIC Program is designed to detect nutritionally “at risk” women, infants, and children and provide assistance to promote healthy lives.
In addition to basic WIC Services, the WIC Program sponsored its first Kids Summer Camp. The Camp provided nutrition education, healthy snack preparation, and physical activity for over 120 children ages 4 – 11.
The Healthy Learning Center is a new addition to the Nutrition Services Division. The center promotes healthy lifestyles though hands-on-cooking classes and nutrition education.
Perhaps the most visual of the Health Department divisions is the Environmental Health Services Division. This division is charged with protecting our environment in the areas of food sanitation, general sanitation, and rabies protection.
In Food Sanitation, sanitarians monitor 1,275 permanent and 600 temporary food service establishments. The division coordinates food handler and food service manager certification program. Sanitarians also coordinate the inspection program for Septic Tanks, Subdivision Development, Tattoo and Body Piercing establishments.
In Animal Control, wardens are tasked with preventing rabies from spreading from our wild animal population into our domestic population. Wardens operate through the city and county capturing loose stray animals and enforce state pet vaccination laws. Animal Control Wardens, like sanitarians, inspectors, nurses, and preparedness staff respond to calls 24 hours a day.
Leading the way in prevention, the Public Health Education and Promotion Division works to implement, promote, and sustain community-based health education and health promotion activities.
The Buena Vida program provides a health awareness screening for the community which consists of a CHEM 24 blood test. This screening includes fasting glucoses, lipid profile, minerals, plus liver and kidney functions. About 500 persons per month go to the Buena Vida Clinic to be screened using the CHEM 24 blood test.
The Children’s Health Insurance Program provides health insurance for children 0 – 18 years of age at a price that fits the family’s budget. In addition to CHIP education, the “promotoras” also provide Medicaid orientation, facilitate enrollment, and provide health education on key public health services as well as provide information on how to access health care services. During 2004, 6,554 children from three counties were enrolled by the CHIP staff.
Working to better our community through preparedness for the unexpected, the Public Health Preparedness, and Epidemiology Division covers Webb, Jim Hogg, Zapata, and Duval counties. The mission of this Division is to detect public health threats as early as possible through widespread surveillance, to control the spread of harmful diseases, and to provide public health disease prevention strategies. This division has worked with fire, police, state, and federal agencies on both sides of the border to prepare our communities on how to respond to acts of terrorism.
Finally, the Office of Vital Statistics Program has received the exemplary 5 Star Vital Registration and excellence award from the Texas Department of Health seven years in a row.
So whether it is: Public Health Preparedness and Epidemiology Vital Statistics Nutrition Animal Control Environmental Services Health Education Laboratory Services Maternity Services Immunizations HIV/AIDS Prevention Dental Services La Familia Services TB Elimination The Health Department is here to serve you!
You have just seen an overview of your Health Department which meets its responsibility in disease control, wellness, and preparedness for current public health threats and plans for the future against new, and emerging diseases. Your health department partners and serves as a liaison with several providers locally, statewide and nationally to assure health care and health care access.
The Health Department funding sources are numerous. The major portion of our revenues 58% comes from the State and 26% is from general revenue and the rest comes from other sources. As in the past, with the City’s support, no services have been eliminated. In the future, we will look to general revenue for additional support.
A comparison for use of both General revenue and State/grant funds show the majority of general revenue supports Environmental/Food inspectors, animal control, laboratory, and patient care as well as support operations.
Our Operational Budget indicates a steady increase since FY 2003, and it also indicates a proportionate increase in the General Fund transfer in.
Public Health and, in turn, the Health Department have many health challenges which we prepare to train and plan for. This year the Health Department developed a strategic plan to assure we are ready to meet our current and future challenges through specific objectives and activities.
The City of Laredo Health Department’s strengths and opportunities are evident in the procedures of “best practice” models, new initiatives, disease investigations and partnerships for research.
As in the past, the Health Department continues to work in collaboration with our sister city on various joint health isues which we address through binational cooperation of the Los Dos Laredo Binational Council and by hosting Binational meetings such as United States Mexico Border Health Association (USMBHA) annual meeting.
Your Health Department is being proactive and innovative in seeking resolutions to our many challenges. Some of our stellar efforts are our National Institute of Health partnership, WIC’s Children’s Summer Camp Nutrifit, and our new Healthy Learning Center which is used for nutritional food class preparation.
Public Health Structure
Where our Funds come from: FY06 Revenues
DSHS Grants DSHS/Clinic Fees City General Fund Other Governments Services Fees Inkind (LISD)
Health Challenges
Chronic Diseases/Tuberculosis West Nile & Dengue Fever Lead Environmental/Occupational Exposures Children: Asthma, Poisoning, Lead, Sanitation Women: Dose Response Occupational: Industrial & Agricultural Biological/Chemical Threats
Strengths & Opportunities
Surveillance and Reporting Prompt Intervention by Highly Trained Staff Appropriate Equipment, Diagnostic, and Laboratory Planning and Simulations Research and Solutions Partnerships
Los Dos Laredos Binational Council
Obesity, Cardiovascular Disease and Diabetes Tuberculosis, HIV/AIDS and Hepatitis B & C Emerging diseases Environmental Health and Vector Control Bioterrorism and Preparedness Adolescent health & Maternal Child health
K. Airport Department funding and operations.
Jose Flores, Airport Director, gave the following presentation:
2000 2001 Down by 8% 2002 Up by 8% 2003 Down by 1% 2004 Up by 10% 2005 Up by 18% (Estimated)
Air Cargo Activity – Gross Landed Weight (GLW) in Pounds
2001 Down by 51% 2002 Up by 22% 2003 Up by 4% 2004 Up by 35% 2005 Up by 15% (estimate) 2006 Up by 15% (estimate)
Highlights: Fed Ex upgrade to Airbus 310 DHL upgrade to DC-9 La Ventures – New Cargo Facility UPS
Advancing Mayor’s and Council’s Strategic Plan to Develop a Regional Medical Center.
Public Land Sale – Ernest Health, Inc. 34,730 Sq. Ft ROW
Gateway Community Health Center, Inc.
Projects Completed in FY 2005
Airport Rescue Firefighting Facility Station No. 6 Improvements include: New roof Enlarged bay doors New training room ETC.
Funding Local: $58,060 Federal: $409,195 Total: $467,255
Passenger Terminal Landscaping Project
Landscaping project consisted of planting 134 Live Oak trees, 213 Crape Myrtles, 40 Wild Olive trees on ground immediately in front of the passenger terminal.
Funding:
Local: $195,370 Federal: $ 0 Total: $195,370
Baggage Cart System
The Baggage Cart System was implemented in March 2005, allowing customers to rent a Baggage cart for $2 and receiving a reward for return of $0.50.
Aircraft Viewing Area
Improvements include: Paved parking lot Security lighting FM Transmitter – FM 89.5 Relocated Fence
Funding Local: $24,600 Federal: -0- Total: $23,600
Rehab Taxiway G
Improvements include a 50’ Wide x 1,200’ long section replaced asphalt surface with 6” cement treated base and 15” of Portland Concrete.
Funding: Local: $ 79,387 Federal: $714,480 Total: $793,867
Rehab Taxiway A
Improvements include 50’ wide x 3,000’ long section replaced asphalt surface with 6” cement treated base and 15” of Portland concrete.
Funding:
Local: $ 63,158 Federal $1,200,000 Total $1,263,158
Airport Access Road
Improvements include 4.6 miles of access road along the inside perimeter of the airport.
Funding:
Local: $123,492 Federal: $1,111,429 Total: $1,234,921
Automated Weather Sensors System
AWSS automatically collects, measures, processes, and broadcast local weather conditions and runs 24/7 and can be accessed by dialing (956) 712-8640.
Funding: Local: $-0- Federal: $600,000 Total: $600,000
Precision Approach Path Indicator (PAPI)
The PAPI provides the pilot with a safe and accurate glide slope on final approach to the runway.
Funding:
Local: -0- Federal: $160,000 Total: $160,000
Completed Projects – Funding Summary:
Local Federal Total
543,067 4,195,104 4,738,171
Rehab Taxiway D
Improvements include 50’ wide x 2,000’ long section replaced asphalt surface with 6” cement treated base & 15” of Portland concrete.
Funding:
Local: $1124,140 Federal: $2,358,662 Total: $2,482,802
Rehab Portion of G. A. Apron (Phase I)
Improvements include reconstruct a portion (400’ x 450’) of the vintage 1943 General Aviation Apron with 6” inch cement treated base & 15” inches of Portland concrete.
Funding:
Local: $110,241 Federal: $2,094,580 Total: $2,204,821
Rehab Portion of Runway 17R
Improvements include reconstruct approximately 150’ wide x 1,900’ long replaced the asphalt surface with 6” cement treated base & 15” Portland Concrete.
Funding:
Local: $ $185,757 Federal $ $2,529,379 Total: $ 3,715,136
Rehab Taxiway B
Improvements include 50’ wide x 550’ long section replaced asphalt surface with 6” cement treated base & 15” of Portland concrete.
Funding:
Local: $ 35,309 Federal: $670,880 Total: $706,189
Nose Tether for Airbus 310
The Nose Tether consist of a thick slab of concrete with an anchor to weight down the front (Nose) of the Airbus 310 aircraft while aircraft is being loaded and off-loaded.
Funding:
Local: $31,404 Federal: $ -0- Total: $31,404
Demolition Project
Asbestos abatement and demolition of 11 buildings including the former LPD Building.
Funding:
Local: $547,310 Federal $ -0- Total: $547,310
Engineering Materials Arresting System (EMAS)
Improvements include materials placed at end of runway 35L (Approximately 363’ long x 170’ wide) that will predictably and reliably crush under the weight of an aircraft traveling off the runway and bringing the aircraft to a safe stop within the confines of the overrun area.
Funding:
Local: $265,000 Federal: $5,035,000 Total: $5,300,000
Ongoing Projects – Funding Summary:
Total Local Federal Total $1,299,161 $13,688,501 $14,987,662
Projects FY05-06
Land acquisition · RPZ · Development · Compatibility Phase 2 of NE Cargo Apron Phase 2 Rehab of GA Apron Construct Federal Inspection Service Facility for GA and Air Cargo Environmental Assessment · Runway 17L Extension · New ILS FAR Part 150 Noise Abatement Complete Airport Master Plan Complete FAR part 150 Noise Study Update 60,000 Square foot Air Cargo warehouse by LA Ventures
Landing Fees
Item Current Fees Proposed Fees Projected
Landing Fees $0.60 Signatory $0.75 $70,000 0.90 Non-Signatory $0.90 No Change
$1.20 Non-Signatory $50,000 Landing Fees
Airport Signatory Non-Signatory McAllen $0.90 $0.80 Harlingen $0.76 $0.92 Corpus Christi $1.22 $1.53 San Antonio $1.09 $1.09 El Paso $1.39 $1.74 Brownsville $0.52 $0.68
Fuel Flow Fees
Item Current Fees Proposed Fees Projected Fuel Flowage Fee $0.055/gallon $0.06/gallon $35,000
Airport Fuel Flow Fees McAllen $0.0600 Harlingen $0.0400 Corpus Christi $0.0625 San Antonio $0.0500 El Paso $0.0600 Brownsville $0.0600
Passenger Facility Charge
Item Current Fees Proposed Fees Projected
Pax Facility $3.00 $4.50 $140,000
Airport PAX Facility Change Corpus Christi $4.50 Brownsville $4.50
Motion to authorize the City Manager to implement new landing fees, fuel flow fees, and a passenger facility charge.
Moved: Cm. Garcia Second: Mayor Pro Tem Valdez For: 7 Against: 1 Abstain: 0 Cm. Galo
L. Transit/El Metro funding and operations, including capital improvements.
Ron Moore, General Manager, gave the following report:
Mission Statement: To provide a safe, reliable, cost effective, efficient public transportation system that meets the changing needs of a growing community.
El Metro Fleet
Fixed Route
(16) 1992 Diesel engines (14) 1997 CNG engines (8) 1998 CNG engine (3) 2000 CNG engine (6) 2003 CNG engine
(1) 1996 Diesel Trolley (1) 1998 Diesel Trolley
(18) 2002 Diesel vans
Statistical Information
Did you Know???
El Metro….
Serves almost 4 million passengers annually Has 22 Fixed Routes Covers 1,830,000 annual miles Has over 1,200 bus stops throughout City
Facility maintenance 12 Administrative 20 Drivers 116 Mechanics/Service Person, 24 Supervisors 15
187 Total Employees
Fixed Route Ridership
FY’02 3.18 FY’03 3.21 FY’04 3.66 FY’05 3.82 FY’06 3.94
Fixed Route Demography Breakdown
Free 26.76% Students 0.09% Elderly & Disabled 5.70% Children 2.89% Adults 58309%
* Free consists of Elderly/Disables (off peak hours), Children under age of 5, transfers, and employees/family members.
Lift ParaTransit Ridership
FY02 48,100 FY03 48,263 FY04 51,965 FY05 51,989 FY06 52,000
Fixed Route Operations
Passenger Revenues
(Fixed-Route Program)
(In millions)
FY02 $2.20 FY03 $1.94 FY04 $2.41 FY05 $2.45 FY06 $2.48
Operating Expenses Fixed-Route Program In Millions
FY02 $ 7.20 FY03 $ 7.91 FY04 $ 8.80 FY05 $ 9.24 FY06 $10.21
El Lift Paratransit Operations
Passenger Revenues (El Lift Van Program)
FY02 $29,593 FY03 $30,578 FY04 $30,168 FY05 $30,292 FY06 $30,316
Operating Expenses El Lift Van Program (In millions)
FY02 $2.00 FY03 $1.89 FY04 $1.51 FY05 $1.57 FY06 $1.72
Contribution of Expenses
Contractual Svcs. ($1,400,478) 12% Other (70,000) 1% Personnel (8,631,492) 7% Materials & Supplies (1,835,046) 15%
Division Categories
Maintenance ($3,097,488) 26% Administration ($1,286,547) 11% Operations ($7,553,181) 63%
Operational Categories
ParaTransit 11% Administration/Other 15% Fixed Route 74%
Accomplishments
Will construct three blocks of sidewalks per district in all eight districts Constructing bus pullouts at McPherson @ Wyoming and Del Mar @ Country Club Continuance of street improvements on existing but routes using 2004 C. O. proceeds. Concord Hills Mann/Springfield Continued success with advertising contracts. Advertising revenues have increased more than 115% prior to bus wrap contracts. Implemented New Transit Watch Program When it comes to our safety we can always use an extra pair of eyes. Look Around and Be aware. If something does not look right, let us know. Personnel Issues Reduced worker’s compensation claims by 60% from 33 in FY04 to 13 in FY05. Reduced overtime by more than 20% from the previous fiscal year.
Capital Projects FY2006
(7) 35ft CNG engine buses ($2 million) Expected delivery by end of year. Bus Maintenance and Operations Facility ($7.5 million in federal earmarks) Bus Shelters ($25,000) Continue working on projects using 2004 C. O. proceeds (McPherson Widening)
Motion to adjourn. 10:16 p.m.
Moved: Cm. Rendon Second: Mayor Pro Tempore Valdez For: 8 Against: 0 Abstain: 0
M. Bridge Department funding and operations.
Revenue Comparisons
Revenue Comparison
Budget to Actual as of July 31, 2005. Budget Actual $28,334,857 $27,628,421
End of Year Budget to Actual Revenue Comparison
FY2004-2005 Budget Estimated $33,944,977 $33,154,105
8 Year Revenue Comparison
1998 $21,917,138 1999 $26,147,205 2000 $28,748,477 2001 $28,547,940 2002 $31,363,301 2003 $32,437,506 2004 $33,157,416 2005 $33,154,105
Revenue Comparisons
FY03-04 $33,157,416 FY04-05 $33,154,105 FY05-06 $38,578,021 *
Includes the proposed .50 per axle rate increase for Non-Commercial of $4,753,030
Non-Commercial AVI Usage
Non-Commercial Daily Traffic Bridge I & II 19,000 Non-Commercial Daily AVI Usage 7.4%
Traffic comparisons
Commercial
FY02-03 1,296,851 FY03-04 1,451,928 FY04-05 1.481,607 FY04-05 1,472,831 (Estimated) FY05-06 1,487,560 (Projected)
Non-Commercial
FY02-03 7,009,912 FY03-04 7,025,725 FY04-05 6,789,944 FY05-06 6,789,944
Pedestrian
FY02-03 4,028,299 FY03-04 4,133,170 FY04-05 4,030,951 FY05-06 4,030,951
AVI Status Report
AVI Tag Analysis as of July 2005
Commercial Tags 60% Non-Commercial Tags 40%
Present & Future Bridge Projects
El Portal
42% Complete Total Project Cost $20,000,000
Santa Ursula Connector Total Project Cost $5,000,000
Colombia Solidarity Bridge Total Cost $3,000,000
El Portal Retail Space Contract 32,542 sq. ft.
Bridge II Widening & Sentri Lane Total Cost $1,200,000
AVI Tag Upgrade with Interoperable System Total Project Cost $1,200,000
Allegro Tag $35.00 Sticker Tag $ 9.00
Motion to authorize an increase in the bridge toll rate schedule for non-commercial traffic not utilizing the Automatic Vehicle Identification System (A.V.I.) or Colombia Solidarity Bridge.
Moved: Cm. Rendon Second: Cm. Belmares For: 8 Against: 0 Abstain: 0
N. Environmental Services Department funding and operations, including NPDES And Hazmat operations.
Riazul Mia, P. E., Environment Director, gave the following presentation:
Mission Statement: To provide a better quality of life by promoting a healthy and safer environment through community involvement and education as well as to protect the natural resources from environmental degradation for the citizens of Laredo by ensuring compliance with the federal, state, and local environmental laws.
Challenges in Laredo
Illegal dumping Litter Inadequate drainage Compliance with federal/state laws Traditional construction Lack of enforcement by state/federal International community Local ordinances Lack of awareness about environment
Storm Water Management NPDES/TPDES Permit Compliance Water Quality Monitoring Ordinance Enforcement Inlet/Manhole Cleaning Environmental Education Hazmat Permit/Inspection Collection of Haz-Waste E-Waste Collection GIS Keep Laredo Beautiful
Environmental Complaints Investigation
1995 120 1996 150 1997 140 1998 200 1999 352 2000 350 2001 569 2002 932 2003 808 2004 1896
Inlet/manhole cleaning
Yearly Reports
Inspections Tons 2002 2111 237 2003 1205 174 2004 1182 141 2005 3360 175
E-Waste Collected
May 03 21,407 October 03 41,145 May 04 56,217 February 05 42,963 May 05 50,472 August 05 20,100
CESQG Hazwaste Disposal Program
Total Hazardous Waste Total 221,270
39% Whses. With no Haz-Waste 10% Haz-Waste returned to provider 18% Haz-Waste left in Whses. 17% Haz-Waste disposed at CESQG Event 16% Haz-Waste disposed due to Enforcement
Departmental Education in Schools
Childcare facilities Elementary Schools Secondary Schools Binational Effort Eco-TV Program (Public Access) Media Advertisements
We are looking for a few good kids to be ECO-DEPUTIES
2005 Environmental Excellence Award Chacon Creek Re-vegetation project Chacon Creek Restoration Project
Solids, Total Suspended (TSS)
2000-2001 39,984.79 2001-2002 28,849.69 2002-2003 27,419.11 2003-2004 24,622.27 2004-2005 7,147.01
Nitrogen, total Kjeldahl as N
2000-2001 270.61 2001-2002 157.16 2002-2003 88.55 2004-2005 71.03
Biochmical Oxygen Demand
2000-2001 4102.82 2001-2002 1058.96 2002-2003 1313.52 2003-2004 584.33 2004-2005 537.50
Water Quality
2000-2001 2.78 2001-2002 1.94 2002-2003 1.11 2003-2004 0.54 2004-2005 0.48
O. Parks & Recreation Department funding and operations, including Civic Center/Mercado operations.
Horacio De Leon, Jr., Parks Director, gave the following report:
To deliver services that enhance the quality of life of all citizens through recreational programming and effectively maintain and develop Laredo’s park system.
Parks and Recreation Divisions
Parks & Recreation Department Parks Administration Civic Center/Mercado Cemetery Recreational/Veterans/Aquatics Parks Maintenance Recreation Centers
Parks & Recreation Department Budget History
2001-2001 $5,306,765 2002-2003 $5,360,745 2002-2004 $6,046,072 2004-2005 $6,388,676 2005-2006 $6,657,715 *Proposed
Department Functions
Maintenance of 55 Parks or 592 Acres Maintenance of 4 Plazas Maintenance of 20 Little League Fields and Soft Ball Fields Maintenance and Operations of 6 Swimming pools Maintenance and Operation of Veterans Field Operation of Civic Center facilities Rental of Pavilions and Pools Operation of 7 Recreational Centers Operation of 8 Summer Program Sites Recreational Programming CIP Project Management Operation of City Cemetery
New Grounds Maintenance Areas FY 2001-05
Inner City Park 3.90 Acres Mario Tijerina Park 3.89 Acres El Cuatro Park 1.81 Acres George Washington Park .51 Acres Sta. Rita Park 22.14 Acres Loma Alta Park 6.50 Acres Eistetter Park 3.50 Acres Tree Farm 2.60 Acres Zacate Creek Linear Park 12.00 Acres Eastwood Park 4.16 Acres Fa. Mc Naboe Babe Ruth Fields 6.00 Acres Lafayette & Farias Spray Parks .36 Acres Farias Community Center .50 Acres Seven Flags Park 6.80 Acres
Total Additional Acreage - 74.67 Acres
Parks Department Then & Now
2001 2005 Variance Department Reorganization Personnel 120.6 159.28 38.68 Parkland acreage 348 590 +244 Rec. Centers 5 7 +2 Pools 5 6 +1 Splash Parks 0 2 +2
Limited Manpower & Equipment Start of $25 Million CIP’s
Coming Attractions - $26 Million – Proposed Bond Projects
North Central park: 05 Father McNaboe Phase II 05 Northwest Recreations Center 05 -07 -08 El Eden Recreation Center 06-07 Eastwoods 06 Slaughter Soccer Complex 06 Baseball Sports Complex 06 Chacon Improvements 07 – 09 Indian Sunset 07 Market Resurfacing 07 Vaquillas Regional Park 07 -09 River Vega Acquisition 08 Municipal Golf Course 09 Water Park 09
Parks Department
Impact on Operations
Challenges/Opportunities
Operations and Maintenance Administration/Project Management New Personnel Financial Impact Cooperative Partnerships Effective Management
Department Efficiencies
ü Joint Use Agreement LISD on Parks ü Interlocal Agreement with Webb County ü Environmental Maintenance Contract ü Civic Center and Library maintenance agreements ü $ 3,885,612 current Grant Funds ü Parks and El Metro bus pass collaboration ü Parks Workforce more Efficient and Effective
P. 911 Regional Communications funding and operations including fleet management And parking meters.
Jessica Hein gave the following presentation:
FY 2005-2006 Budget Workshop
• Parking • Traffic Permits and Vehicles for Hire • Fleet Management • 9-1-1 Regional Administration
Parking
• Performance Measures • Revenues • Capital Improvements
Parking Enforcement Officer FTEs – Parking Tickets
FY03 7 FY04 7 FY05 7 FY06 7
% of Parking Citations Collected
FY03 – 28% FY04 – 36% FY05 – 41% FY06 – 42%
Parking Revenues – Parking Tickets
FY03 – 228,002 FY04 – 250,357 FY05 – 275,000 FY06 – 280,000
Parking Revenues – Meter Collections
FY03 – 574,779 FY04 – 595,503 FY05 – 600,000 FY06 – 600,000
Parking Revenues – Parking Lots
FY03 – 526,800
FY04 – 571,586 FY05 – 599,579 FY06 – 611,570
Parking Lot Revenue Impacts
Closing of Bridge I Parking lot for El Portal construction A reduction of 70 parking spaces Partial closing of Riverfront Parking Lot for El Portal construction A reduction of 140 parking spaces Openng of Santa Maria/Zaragoza Parking Lot Phase I An addition of 110 parking spaces
Capital improvements Proposed for FY 2005
Santa Maria/Zaragoza Parking Lot Phase II
Acquisition of four lots remaining Additional 40 spaced to be constructed
Santa Ursula/Iturbide Parking Lot Shared parking with Bridge employees Additional 20 spaces
Traffic Permits and Vehicles for Hire
Performance Measures and Revenues
Permits and Vehicles for Hire FTE’s
FY03 – 3 FY04 – 3 FY05 – 3 FY06 – 3
Permits Issued
· Taxi Permits · Taxi Driver’s Licenses · Oversize Permits · Overload Permits · Bridge Use Permits · Escort Permits · Escort Driver’s Licenses · Residential Parking Permits · Permanent Visitor Permits · Temporary Visitor Permits
Traffic Permit Revenues – Oversize and Overload
FY03 FY04 FY05 FY06 Overload 183,616 163,681 161,156 165,000 Oversize 158,821 151,805 154,996 155,000
Fleet Management
Performance Measures Utilities RFP
Fleet – FTE History
FY02 FY03 FY04 FY05 FY06 47 43 43 43 43
Number of Unites in Fleet
FY03 FY04 FY05 FY06
1038 1133 1220 1250
Fleet Management – Personnel Requests
A Request for Proposal has been initialized by the Utilities Department for outsourcing of fleet management services for all units.
If Utilities fleet, then . . . Reclassification of vacant Automotive Mechanic I to Diesel Mechanic I ($4,555) Addition of one (1) Diesel Mechanic I (25,896)
9-1-1 Regional Administration
Program Overview FY2004 and 2005 Accomplishments FY2006 – 2007 Goals
9-1-1 Regional Statistics
Number of Counties: 4 Number of Incorporated Cities 5 Number of PSAPs in Plan 8 Population of Region: 275,222 Area (Sq. Miles) of Region: 6,713
Organizational Chart
Executive Assistant to the city Manager 9-1-1- Program Manager 0-1-1 Program Specialist 9-1-1 Mapping and Database Maintenance Specialist Administrative Assistant I
9-1-1 Program Manager
• 9-1-1 Program Manager – Administer 9-1-1 Program for South Texas Region; supervise, plan, schedule, and assign work to subordinates; develop and implement the strategic plan; develop and monitor program and administrative budgets; negotiate and oversee Interlocal Agreements; serve as 9-1-1 Coordinator and represent region at meetings. • 9-1-1 Program Specialist – Perform PSAP site visits; conduct quarterly monitoring; address technical problems; oversee equipment replacements; coordinate telco requests and repairs; assist in preparation of quarterly reports, interlocal agreements, strategic plan, etc • 9-1-1 Mapping and Database Maintenance Specialist – Oversee database maintenance function of coordinators in Zapata, Starr, and Jim Hogg Counties • Administrative Assistant I – Oversee training, public education, inventory, and contract management programs; serve as office manager and assistant to the 9-1-1 Program Manager
911 Program
• On June 6, 2005, the Commission on State Emergency Communications classified the City of Laredo’s 9-1-1 Administration Program for the South Texas Region as low risk—a two step jump from high risk the previous year. • On July 21, 2005, CSEC approved the 2006-2010 Strategic Plan and approved funding for the next biennium (FY 2006, 2007) – Baseline budget for new proposed budget is $1,124,461 • An increase of $263,444 each in 06/07 over 04/05.
FY2006 – 2007 FY2006 FY2007 Administrative Budget Personnel $137,240 $147,387 Fringe Benefits $49,379 $53,030 Travel $10,309 $10,309 Training $4,400 $$4,400 Dues and Subscriptions $690 $690 Communications and Postage $1,800 $1,800 Supplies $12,955 $12,955 Contract Services $-0- $-0- Building and Maintenance $18,220 $18,200
Total Administrative Budget $234,993 $248,790
• Level I – Network, Wireless, Database, Equipment Lease, Language Line, Equipment Maintenance • Level II – Database Maintenance, MIS, Mapped ALI, PSAP Room Prep, Training, Public Education • Level III – Network Diversity, PSAP Supplies, Ancillary Maintenance and Repairs • Level IV – Use of Revenue (only applicable to PSAP’s in largest county)
Additional Charts are on file at the City Secretary’s Office.
Q. Planning Department funding and operations including building and planning operations.
Planning and Zoning Department
Departmental Overview
Permits Issued: 19,736 Inspections Completed: 29,900 Zone Cases Processed: 110 Plat Applications: 235 Citations Issued: 278
Personnel within City Manager’s Proposed Budget: ; Two Plans Examiners. One Code Inspector.
Summary of Valuations
Const. Category Existing Valuation National Standard Proposed Valuation Educational $73 $125 $88 Storage $38 $56 $46 Residential $48 $85 $58 Restaurant $62 $98 $74
Existing Permit Fee Schedule for Single Family Residential Based on a Valuation of $48 per square foot
1,500 2,083 3,125 San Antonio $356 $ 523 $ 586 McAllen $180 $ 238 $ 342 Brownsville $460 $ 600 $ 850 Corpus Christi $336 $ 598 $ 808 Lubbock $150 $ 196 $ 280 El Paso $746 $1,446 $1,796 Laredo $299 $ 360 $ 460 Mean $369 $ 581 $ 762
Proposed Permit Fee Schedule for Single Family Residential Based on a Valuation of $58 per square foot
Building Size Existing Proposed Deviation
1,500 sq. ft. $299 $321 -$47 2,083 sq. ft $360 $402 -$179 3,125 sq. ft $460 $524 -$302
Motion to direct staff to initiate the procedures to increase valuations by 20% for the determination of building permit fees.
Moved: Cm. Belmares Second: Cm. Rendon For: 8 Against: 0 Abstain: 0
R. Utilities Department funding and operations, including water and wastewater operations and capital improvements.
John Hatchel, Utilities Director, gave the following presentation:
Mission of the Utilities Department
Provide the community with safe drinking water, on demand, and in sufficient quantity; and to remove and dispose of wastewater and its by-products in an environmentally sound manner.
Major Accomplishments FY 2004-05
Ø Calle Del Norte 12” Sanitary Sewer line. Ø Colonias Los Corralitos on FM 1472. Ø Unitec Wastewater Treatment Plant Permit amendment. Ø North Laredo WWTP Permit amendment. Ø Colonias Work Order # 5, Ground Storage Tank & Booster Station. Ø Colonias Work Order # 6, Elevated Storage Tank. Ø Bridge of Americas lift station relocation. Ø TxDOT Utilities Relocation Hwy 59 widening. Ø CIP Projects.
Major On-Going Projects
Ø Colonias project on SH-359 & FM 1472. Ø Design of plant expansion for South Laredo WWT Plant. Ø Design of plant expansion for Unitec WWT Plant. Ø Chacon trunk line extension. Ø Santa Clara Wastewater line extension. Ø McPherson lift station relocation and expansion. Ø Effluent water reuse agreement. Ø TAMIU 2 million gallons elevated storage tank. Ø 18” Water Transmission Line MHOC to McPhearson. Ø 18” Water Transmission Line McPherson to TAMIU. Ø MHOC pump upgrade.
Colonias Groundbreaking December 7, 2004
Work Order No. 2 includes the construction of a water transmission line (approximately 28,000 linear feet) and booster pump station along and within FM1472 and FY 3338 right-of-way.
Performance Measures
Miles of Water Mains 626 Water Average Daily Production 33.5 MGD Water Plant Capacity 65 MGD Miles of Sanitary Sewer 424 Sewer Daily Average Treatment 17.8 MGD Number of Sewer Treatment Plants 5 Maximum Capacity of Sewer 21 MGD Number of Lift Stations 75
Water Accounts
2002 49,084 2003 50,735 2004 54,970 2005 54,466 Sewer Accounts
2002 47,035 2003 48,510 2004 49,581 2005 51,657
Water Rights
2002 45,679 2003 46,038 2004 46,043 2005 46,265
Water Rights Pending Owner Municipal Ac/ft Transactions Presidio Valley 2,000 Westbrook South 1,600 A ac/ft – 325,000 gallong
Metered Water Sales
FY01-02 $13,443,764 FY02-03 $13,347,952 FY03-04 $13,625,863 FY04-05 $13,786,558 FY05-06 $14,062,289
Rainfall Statistics
FY00-01 20 FY01-02 18 FY02-03 25 FY03-04 31 FY04-05 13
Sewer Services Charges
FY01-02 $11,769,991 FY02-03 $12,654,358 FY03-04 $12,269,179 FY04-05 $12,645,664 FY05-06 $12,898,576
Water Capital Improvement Program FY2005 – 2006
1. TAMIU 2.0 MG EST $3,394,000 2. Transmission Line MHOC to McPherson $1,200,000 3. Transmission Line McPherson to TAMIU $1,650,000 4. Water Treatment Plant 5 MG Clearwell Installation $2,500,000 5. Replacement Filter Media 1 to 8 then all @ Jefferson $ 630,000 6. Filter to waste Modifications $ 400,000 7. Rehab Lower filters, media, valve $ 250,000 8. Old Raw Water intake $ 250,000
Capital Improvement Program FY 2005 – 06
1. North Laredo WWTP 2.9 MGD Expansion $1,650,000 2. Unitec Wastewater Treatment Plant $1,500,000 3. Wormser Ranch Trauck Line Extension $1,126,000 4. Santa Rita Interceptor $1,800,000 5. Link Ranch Extensions $ 542,459 6. South Laredo Wastewater Treatment Plant $ 450,000 7. Laredo – Columbia WWTP Expansion $ 300,000
S. Funding and operations of the Mayor and City Council Department, City Manager’s Department, Administrative Services Department, Budget Department, City Attorney’s Department, City Secretary’s Department, Community Development Department, Financial Services Department, Laredo Public Library, Municipal Court Department, MIS Department, Convention and Visitors Bureau Department, and Tax Department.
The Mayor thanked the tax payers for giving the Council the opportunity to hold the workshops which allowed them the opportunity to do great things for the community. She continued to thank the citizens for having confidence in the Council. She noted that each department head gave a great presentation and added that the City staff is well prepared.
Larry Dovalina, City Manager, gave the following report “As we have said before, and I said at the beginning, at the very beginning… our success we owe to the community. We also owe to yourself Mayor, and the Council for putting the tools that we need in order to do the work. We understand that we have room for improvement. Some of the things that you have heard Department Directors talk about are technological advantages or advances that they want to see in order to bring that efficiency to the community. You have heard public safety, fire, police, traffic safety, talk about all the improvements that they are currently doing. The ear marks that are currently being received at both the state and federal level. You have talked about new programs that you have seen that are coming forward things such as 800 megahertz trunking and the opportunities that it represents for the community as a whole not just the city of Laredo but the Metro area as a whole. Earlier today we had a meeting with folks with the County where we were trying to explain to them what opportunities would be there for them should they wish to piggy back on to the system that we are currently looking at to where there is a saving to deal with the overall community because you don’t need to duplicate the effort that is there. You basically build a radio highway that has an opportunity to carry all the radio traffic of the communities for instance. So we are looking at ways to do things better, we are always looking at doing reanalysis of how we function and how we process and we believe that we have done or need to do some additional reorganization within the our organization as a whole. Within this current budget, we have listed an additional Assistant City Manager and we currently have a position as an Assistant City Manager that we are recruiting for. I expect to select and individual by next week for that current vacant position. I expect to select an additional Assistant City Manager in the first month of the fiscal year. We are looking at threats. You saw the Bridge Manager come up and indicate that we had some challenges. He showed you the difference between commercial and non commercial; the drops in the things that are occurring; and certainly the threats to the economics will be in the community. We believe that in some of those efforts we have been not strong enough, we have been weak, and we need to address those issues as well. We believe that closer supervision,. in some particular departments and how they are aligned, will bring us better results. Better results than we had had in the past. As we do the re structuring, one of the areas that we want to make sure we outline and we enhance in the alignment that will occur, is that the position that we create in October will be for an Assistant City Manager in charge of economic and resource development. They will constantly be looking at ways to develop more resources and for the City and constantly looking at investors and other groups that come into the economy to do business and being able to align the departments that produce revenues that are tied to the enterprises that the city runs in placing them in one division in that particular area. The other Assistant City Manager would align all he departments that have quality of life issues. It will include all the departments that have a service that is lent or given to the community in order to enhance the quality of life that we are currently seeing. I think that it was very indicative when some of the folks came up and started suggesting that the Capital Improvement Plan that has been laid out before you that you as a Council and Mayor have adopted a five year plan that includes $70 Million dollars worth of improvements over five years. That is something that we have not be able to do before and that includes $26 million plus of Parks and Recreational activities that you are getting ready to do. Another additional amount of money that is related to drainage and not only drainage in the sense that you go out and buy a piece of land and all of the sudden you end up with a ditch but drainage in a since where you are conscientious of what it is that you are buying and conscientious of what you need to preserve but at the same time having the good sense to be able to have a duel purpose that we are not only serves as a drainage area but it also serves as a passive or inactive recreational space that you are able to do in the future. I know that I have spoke to several of you where I discussed visiting a city in Colorado recently and I was amazed that they have taken a tax within their budget in the sole purpose of the tax was to create clear space. Their issue was that they wanted to be able to see the mountains so what they did they went over board in one particular direction and bought 40 thousand acres around their city and basically strangled themselves in the process, I believe, economically. It was interesting enough to sit there and listen to the presentations that were done about that particular city because it is a lesson to be learned where you need to balance everything that you do and you need to balance the different activities that you control within the community in order to enhance the future of the community. The Deputy City Manager, in this particular organizational chart, will continue to administer the administrative services and the administrative functions of all the city departments. Primarily the ones that reside at the City Hall with several functions, one being Police still reporting directly to the Deputy City Manager and Fire still reporting directly to my office. All of the others will be realigned and there will also be evaluations and assessments of all the department directors and their functions and how they have functioned, and in some instances, there may be some cross training that will occur at different levels in order to continue to more effectively and more efficiently continue the process and we will finalize the structure as it would be presented in your budget book and I will include it in your Friday packets. I know that for you Mayor and for some of the Council Member today this represents your last budget from staff and I want to make sure that I thank all of you that are here looking at your last budget for the fact that you have given staff the respect that you have for listening to some of the presentations because I think that what we end of doing by listening and showing respect is we end up respecting ourselves and I think that the progress that has been shown through your administration and through the administration of the different Council members that are completing the eight year terms that are testament to the things that you have shown as a Council and that you have shown as a Mayor where there has been a political stability and a political will to do the right thing. When we go to New York and we go to different areas and we talk to other people, the first thing that they ask is “Is there the political will to follow this program through”? I think that the testament is in all the projects that you saw presented tonight. Even some of the ones that we didn’t present tonight because you know they are going to be done and they are in the process of being done and that is even a more exciting thing because you know that the effort that it took to put it on the table. The effort that it took to take the hits to make it happen and only you know. But your children and our children will be able to enjoy in the future.”
VI. EXECUTIVE SESSION
The City Council hereby reserves the right to go into executive session at any time during this public meeting, if such is requested by the City Attorney or other legal counsel for the City, pursuant to his or her duty under Section 551.071(2) of the Government Code, to consult privately with his or her client on an item on the agenda, or on a matter arising out of such item.
VII. ADJOURNMENT
Motion to adjourn 8:26 p.m.
Moved: Cm. Agredano Second: Mayor Pro Tempore Valdez For: 8 Against: Abstain: 0 |