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HomeMy WebLinkAboutMIN JAN 15 2002 M I N U T E S - CITY OF BEAUMONT Lulu L. Smith DAVID W. MOORE, MAYOR Guy N. Goodson, Mayor Pro Tern Andrew P. Cokinos PARTNERSHIP IN GOVERNANCE MEETING Becky Ames Bobbie J. Patterson January 15, 2002 Audwin Samuel Lane Nichols, City Attorney Stephen J. Bonczek, City Manager Barbara Liming, City Clerk The City Council of the City of Beaumont, Texas, met in a special Partnership in governance session with administration on January 15, 2002, at the Tyrrell Park Garden Center, 6080 Babe Zaharias Drive, Beaumont, Texas, at 1:30 p.m. Council present at the meeting were: Mayor David W. Moore, Mayor Pro Tern Guy N. Goodson, Councilmembers Lulu L. Smith, Andrew P. Cokinos, Becky Ames, Audwin M. Samuel, and Bobbie J. Patterson. City staff present were: Stephen J. Bonczek, city manager; Lane Nichols, city attorney; Barbara Liming, city clerk, Kyle Hayes, executive assistant to the City Manager/economic development director; Steve Richardson,planning division manager;Maurine Gray, community services director; Andrea Deaton, budget officer; Marie Dodson, human resources director; Kirby Richard, central services director; Tom Warner, public works director; Ingrid Holmes,public health director;John Labrie,clean community director;Tom Scofield,police chief; and Michel Bertrand, fire chief. Citizens and reporters were present in the audience. Lunch was served at 11:30 a.m. At 12:15 p.m., Mayor Moore called the meeting to order and City Attorney Lane Nichols gave the invocation. Mayor Moore served as moderator for the following Strategic Issues (shown in Exhibit"A") after introduction by the City Manager for discussion: 1.) Maintaining financial stability through alternative revenues and/or reduced expenditures- anticipated FY2003 spending levels/funding requirements 2.) Annexation 3.) Funding for Capital Improvement Projects 4.) Stormwater Utility 5.) Downtown Revitalization and Riverfront Development 6.) Future Use/Development Fair Park After thorough discussion of each item, directives received from Council included: 1.) to further explore possible implementation of suggested sources or methods of maintaining financial stability such as institutional sponsorships, outsourcing services, pursue additional grant funding, institute free swim instruction with a nominal fee for leisure swimming and other activity programs, review establishment of a City Impound Facility and return to Council at a workshop, and ATM installation at the Civic Center and Municipal Court; 2.) develop a study to determine the value that the City of Beaumont would receive from annexation in contrast to infrastructure and utility costs that would be incurred by such action; 3.) consensus approval that FY2002 priority projects should be Twenty-Third Street-College to Washington, Virginia- Mercantile to Avenue A, and Main Street-Calder to Blanchette; possible consideration of adding the Delaware Street Extension because of federal funding uncertainties and Old Dowlen Road because of increased development in the area; and possible consideration of a bond issue; 4.) a consensus not to arbitrarily eliminate the street user fee that is successfully assuring proportional street repairs and to further explore a methodology for instituting an equitable stormwater utility fee; an article written by Tabitha Chancellor of the Denton Record- Chronical regarding stormwater drainage fee (Exhibit "B") was distributed; 5.) consensus to maintain momentum and move forward in support of downtown revitalization efforts that could be the catalyst to future Riverfront projects; and 6.) direction given to ardently pursue viable entertainment venues for future Fair Park uses that would include horse shows, circuses/carnivals, and festivals; utilize our own CVB to market Fair Park and to promote attractions, and keep open to future prospect of a state or federal program such as the Texas Veteran's Home. The City Manager reviewed results of the Council self-evaluation regarding goal setting, policy making, budgeting, council meetings, advisory boards and committees, relationships with staff, Council relationships, and relationship with the City Manager (shown in Exhibit "A"). Suggestions were made to consider forming a Sunset Committee to review status of boards and commissions regarding relevance and need and investigate an exchange agreement with TxDot to maintain mowing and cleanup of Interstate 10 and Cardinal Drive in an effort to present a cleaner environment to travelers through Beaumont. Staff shared expressions of this Partnership in Governance being more beneficial, positive, and instructive than those of the past and indicated a preference to an in-house moderator to expedite direction of the meeting. Council members concurred with staff assessment of the meeting and expressed appreciation to staff for their cooperation in helping them meet the challenges of their offices. The Partnership in Governance seminar adjourned at 4:05 p.m. David W. Moore, Mayor Barl5ara Liming, City Cler Partnership in Governance Minutes January 15,2002 Page 2 Partnershi in Governance Ip ^a_ t, P A R'i 1 1 c a r d Mayor City Council Left to lignin:Councibnerriber Dr.Lulu Smith-Ward 1,CouncilrrwNnber Guy Goodson-Mayor Pro-Teml Ward 2, CAmricbriern,ber Andrew P.Cokinos-At Large,Mayor David W.Moore,Councr�ber Bei*y,Ames-At Large, CounCHrrrerrrber Audvmmr M.Samuel-Ward 3,Courtciltnerrrber Bobbie J.Patterson Want 4 V__ Lane Niehoh Stephen J.Boncuk Barbara I Aming CSty Attorney My Manager CSRy Ckrk i "Working Together for a Better Beaumont" Central Services:Building Services*Convention Facility*Fieerinformafion Services*Ai rport*P u rc h as i ng Clean Community: Neighborhood Services*Solid Waste Collection s*Waste Disposal Community Services:Public Libraries*Literacy Program*Sister Cifies*RecO*n .- Economic Development: Housing*Convention&Visitors Bureau"Grants ;%fining Finance:Cash Management`Customer Service*Financial Services' z Fire Communications*Fire Museum*Prevention*Safety House*Suppresslgik3caining Human Resources:Benefits*Employment Opportunities;*Workers'CompeneaEion } Police:Administration*Criminal Investigations*Field Operations Public Health:Animal Control*EMS*Environmental Health*Pr og rams*WIC ,. Public Works:Building Codes*Parks*Engineering*Streets*Transportation*1Nafer January 15,2002 tU79j City of Beaumont, Texas Mission Working Together for a Better Beaumont � � � � � 11� Providing our community with quality service through courteous and dedicated employees. Guiding Principles Integrity Doing the right thing all of the time Communication Sharing information with each other and those we serve Accountability Being responsible for our actions Respect Treating each other with dignity and valuing our diversity Empowerment Having the ability and commitment to act in the public interest "Creating value in public service" PARTNERSHIP IN GOVERNANCE TUESDAY, JANUARY 15, 2002 11:30 A.M. - 5:00 P.M. TYRRELL PARK GARDEN CENTER CITY COUNCIL David W. Moore, Mayor Guy Goodson, Mayor Pro-Tern/Ward II Andrew P. Cokinos, At Large Becky Ames, At Large Dr. Lulu Smith, Ward I Audwin Samuel, Ward III Bobbie J. Patterson, Ward IV ADMINISTRA TION Stephen J. Bonczek, City Manager Lane Nichols, City Attorney Barbara Liming, City Clerk Kyle Hayes, Economic Development Director Maurine Gray, Community Services Director Marie Dodson, Human Resources Director Kirby Richard, Central Services Director Tom Warner, Public Works Director John Labrie, Clean Community Director Ingrid Holmes, Public Health Director Tom Scofield, Police Chief Michel Bertrand, Fire Chief PAR TNERSHIP IN GO VERNANCE MISSION This meeting is planned to provide a forum for the Mayor/City Administration to develop a more effective relationship and achieve consensus on strategic policy issues facing the community in FY2002 and then for Council to provide direction to the Administration in preparing the FY2002 Strategic Action Plan. ROLE OF MAYOR AND COUNCIL The Mayor and Council will discuss issues of concern and work on bringing the discussion to an agreed upon closure. This closure will provide the Administration with the basis for a positive and productive relationship with Council and policy direction on the strategic issues for FY2002. ROLE OF ADMINISTRATION The City Manager and Department Directors are present for the purpose of providing the Mayor and Council with information when required, to clarify discussions and to participate in the dialogue as appropriate. ROLE OF FACILITATOR The Mayor will function as facilitator providing a brief introduction of the issue resolution process, then direct discussion along the lines of the agenda stimulating participation from the members of Council and the Administration while assisting in bringing the discussion to closure. 1 PARTNERSHIP IN GOVERNANCE EVENTS Lunch Introduction -Mayor/Council Expectations • Concepts of Consensus Building Focus • Discuss Strategic Issues for FY2002 • Identify alternative courses of action for addressing issues • Provide direction to the Administration for the preparation of the FY2002 Strategic Action Plan • Develop an effective Council/Administration working relationship PRIMARY EVENT Strategic Issues: The Future is Now! 1. Maintaining financial stability through alternative revenues and/or reduced expenditures-anticipated FY2003 spending levels/funding requirements 2. Annexation 3. Funding for Capital Improvement Projects 4. Stormwater Utility 5. Downtown Revitalization and River&ont Development 6. Future Use/Development Fair Park SECONDARY EVENT Partnership in Governance- The Council Administration Relationship • Roles and responsibilities • Communication and cooperation • Sharing of concerns and solutions 2 • Meeting the challenge of change • Renewal of commitment to shared leadership and achievement Strategic Action Plan • FY2002 Strategic Issues • Strategic Directions- commitment to action FORMAT Dress: Casual Participants: Mayor/City Council, City Manager and Department Directors Invited Guests: Chairperson of each Advisory Board, Chamber of Commerce President, Union Presidents and News Media 3 STRATEGIC ISSUES - THE FUTURE IS NOW ! • PARTNERSHIP IN GOVERNANCE STRATEGIC ISSUES -THE FUTURE IS NOW! There are strategic issues of major impact facing the City of Beaumont as we begin the new year of 2002. The City is positioned to take advantage of existing resources and infrastructure, including a political commitment and diverse community ready to meet the challenge ofcreating a positive future -now. The City is recognized for being strategically located in Jefferson County,having significant resources to address important community needs and be a major economic force in Southeast Texas. * The Administration is committed to managing for results through an improvement process in the departments and service areas of the City. The commitment to quality improvement focuses on empowering employees in self-directed quality teams to analyze efficiency in service delivery issues and solve those issues at the lowest possible organizational level. The effort requires reaching out to the those customers both internal(in the organization) and external (in community) to determine exactly what the service expectations are and then planning to consistently meet or exceed these expectations. * In an effort to empower all segments of the community to create a shared vision for Beaumont,a citizen-based strategic planning process will be initiated. The purpose of this process is to address strategic issues that are critical to realizing an ideal future for the City. It is also a method to build consensus among diverse segments ofthe community and leverage limited resources to have a sustainable city. * Initiatives are needed to continue creating a positive image and perception of Beaumont by improving the physical appearance of the community. * The process of community involvement through the neighborhood groups in important policy and financial decisions concerning services and allocation of resources will be continued. The FY2003 budget process will continue to involve citizens at the neighborhood level in the allocation of resources and evaluation of programs and services. * An important initiative for economic development is the preparation of a Downtown Revitalization plan as a major element of the city's comprehensive master plan The activation of the Beaumont Economic Development Committee (BEDC) will facilitate the strategic planning process. 5 WHATis ECONOMIC DEVELOPMENT? Economic development is improving your local/regional economy by creating wealth through new jobs(primary and secondary),business retention and expansion, increasing the tax base or recruiting new business. by Edward J. Blakely Planning Local Economic Development, Theory and Practice, Second Edition, 1994 Thousand Oaks:Sage Publications THE W'S OF ECONOMIC DEVELOPMENT WHO? • Population loss • Are you willing to work for your community? • Money flowing out of the community • Do you know if others are already working on economic • Low income levels and poverty development in your community? Do you know who they • Tax base too low to provide services are,and have you communicated with them? • Downtown declining • Are there other volunteers? • Community dependent on one or two large businesses or • Are paid professionals and organizations available and industries committed to working on economic development? • Loss of large employer • What is the interest level of your work force? • Base industry is declining while population wishes to remain • Do you expect to encounter resistance? in community WHAT? • Strong local economy that you would like to keep • What kind of economic development needs to be initiated? Adapted from the Texas Department of Agriculture Rural Economic • Are your development ideas acceptable and feasible for the Development Guide community as a whole`' EeoNamte DEvELopmEw. WHEN? ASTRATmc PLAN • Successful economic development projects should have time I. Community assessment and economic analysis 2. Mission statement lines! 3. An internal and external assessment of community strengths WHERE? and weaknesses • Are there other communities nearby who have similar needs 4. Realistic, attainable goals with time lines and strategies to as yours?There may be opportunities to partner and/or create make effective use of limited resources regional alliances to develop an area as well as the 5. Identified opportunities for growth and development communities and economies in that area 6. Identification of target industries WHY? 7. Marketing strategy for your community These are some of the issues your community may need to g• Business recruitment strategy consider when assessing the need for an economic development 9. Business retention strategy program: 10.Continuous community improvement strategy • Loss of jobs 11.Constant evaluation of results and re-evaluation of the • High unemployment and underemployment program and strategic plan • Population growth but no new jobs being created TDA Rural Economic Development Guide 6 MAINTAIN STABILITY/ALTERNATIVE REVENUES/COST CONTROLS AND REDUCTIONS Maintaining the current service levels, an adequate fund balance and the ability to fund increasing expenditures within the current revenue structure is increasingly difficult. During the last fiscal year many revenue sources were reviewed and increased when appropriate.The following fees/rates were created or increased in FY 2001: • Building Permits • Public Health Fees • Water/Sewer Rates • Solid Waste Transfer • Water Utilities Transfer The identification of alternative revenue sources and ways to reduce the cost of government continues to be a priority of the administration. The FY 2002 Budget provided for the use of$1.5M of fund balance in the General Fund to balance the budget. The comprehensive review and subsequent implementation of a number of revenue generation and cost reduction strategies in FY 2002 makes the challenge for FY 2003 even greater. It is expected that the deficit will exceed FY 2002 levels. Currently one cent of the property tax generates $380,000, therefore each $1M would require approximately three cents. The following areas will be reviewed for feasibility to fund future needs: • Institutional Sponsorship(i.e. Miller Library, Hibernia Room) • Elimination of Low Priority Services • Transfer/Outsource Services • Eliminate Positions through Attrition • Sell/Lease City Assets(land, building or equipment) • Acquire Additional Federal/State Grants • Increase in Property Tax Rate • Use of Fund Balance • Leisure Activity Program Fees • Creation of a Stormwater Utility • Establish a City Impound Facility with Contractual Operation • ATM Installations Are there existing City services/programs that provide limited value? If so, should the City continue to fund those services/programs? What priority order should be considered for implementing proposed revenue alternatives and cost reductions? 7 ANNEXATION The City of Beaumont is developing an annexation plan that will direct annexation activity over the next several years. To determine what areas will be suitable for annexation,the City is considering areas that will increase the tax base and the City's population. In addition, the City is identifying areas to be considered of high growth potential in order to control the quality of development in those areas. The ability and costs to serve these areas with city services will also be considered. State law requires that an area in an annexation plan may be annexed only on or after the third anniversary of the date the area is placed in the plan. In addition, each property owner within each area must be notified of the proposed annexation. The following area is being considered for inclusion into an annexation plan: From the existing westerly city limits to: - Pine Island Bayou; to - West of Northwest Forest and Reins Road;to -North of Moore Road (north);to - West of Moore Road (south);to - South of Sour Lake Road;to - West of Meeker Road;to - West of South Pine Island Road;to - South of Walden Road; to - West of Major Road;to - Smith Road;to - East of Fannett Road. The area proposed for annexation totals approximately 35.11 square Wailes. Of that area, approximately 19.5%of the area is residential(6.84 sq. mi.),6.6%is industrial/commercial(2.3 sq. mi.) and 73.9% is vacant(25.97 sq. mi.). Does City Council wish to proceed with the annexation of these areas? 8 4 . and ti� rr oL M. n' F , �._k •. mom' � . � ` '_ .`...r J : [AL on w. E$ n o T. e d y I ANNEXATION STUDY � ' � ��� � � � _---=�, •,� Aso of Development in Potential Annex Areas ,.�k - . � ,. Primarily Residential 19.5,6 Primarily Industrial/Commercial 6.6% Primarily Vacant 73.9% • Significant Commercial/Industrial Use Existing Boundaries and Features r� �l f Beaumont City Limits ---- - Other City Limits R � • nz. ,' Beaumont ETJ Line -' " - fi •;* � } Ping streets base map jeff enty.shp ' --- Ping jeff rail.shp Prepared by the Planning Division 01/2002 9 FUNDING CAPITAL IMPROVEMENT PROJECTS Funding for capital projects is provided on a"cash flow" basis. Debt is issued to generate enough cash to pay the actual expenditures during the year for both ongoing and new projects. Historically, funding has been provided by the sale of general obligation debt, Community Development Block Grant and various State agencies. Ongoing projects in the current fiscal year are as follows: • Major Drive • Concord Road Phase II and III • Neches River Hike& Bike Trail • Walden Road • Folsom Road • Downtown Improvements • Playground Renovations • Perlstein Park • Mclean Park • Roberts Park • Theodore R. Johns Library • Charlton Pollard Park • Airport Improvements • Miller Library Expansion Priority Projects for FY 2002: • Twenty-Third Street - College to Washington • Virginia- Mercantile to Avenue A • Main Street- Calder to Blanchette Funding of$2.6M is needed to complete ongoing projects. An additional $6M is required to fund high priority projects. Funding needs total$8.6M. The current ad valorem tax rate of$0.635 is apportioned$0.325 to debt service and$0.31 to general operations. Two cents of the tax rate was shifted from the General Fund to the Debt Service Fund in FY 2001 and 2002. Fund balance as a percent of debt service requirements is estimated at 18%for FY 2002,slightly below the current policy guideline of 20%. An additional debt issue of$9M in the summer of 2002 would have a minimal impact on this ratio. Should these priority projects be initiated? Should the City issue bonds to fund these projects? Should the remaining scheduled and planned public works improvement projects totaling in excess of$28M be funded through: a voter approved bond issue supported by a tax increase? the implementation of a stormwater utility fee? the"cash flow" method currently being utilized on prioritized projects? 10 STORM WATER UTILITY The 1987 amended Clean Water act requires municipalities of 100,000 or more to establish storm water management programs. A storm water utility provides a community with a cost-effective alternative to address storm water management programs. The basis for establishing most storm drainage service charges and rates is the degree to which a customer uses or contributes runoffto the storm drainage program/system.The degree of use is typically related to the property's contribution of storm water to the drainage system owned,operated and maintained by the jurisdiction.The need for comprehensive approaches toward storm water management stems from the alteration of natural storm water conditions and from the development of"impervious area."Thus the degree or amount of use,and therefore the size or amount of the charge, is in proportion to magnitude of the property owner's contribution to the total volume of storm water runoff. A properly established storm water utility: 1. Generates a steady flow of revenue into an enterprise fund for maintenance and capital improvements to the storm water drainage system. Typical maintenance activities include ditching, street sweeping, ditch mowing, pipe replacement and pipe flushing. 2. Provides for an equitable or"fair share"method ofrevenue collection under a structured user fee.The residential community,along with the business community,will both contribute their proportional share in service fees based on their proportional share of the problem. 3. Creates a semi-autonomous entity that has the ability to borrow funds. This separate and dedicated enterprise fund also improves a community's eligibility for federal and state funding. Should the City establish a Storm Water Utility and implement a fee structure effective January 2003? Should operational and capital costs be included the Storm Water Utility Fee? Should the City proceed to contract with an engineering consultant to determine impervious surface for non-residential property? 11 ENVIRONM NT Finding the Funds for Runoff Costs A FINANCING IDEA from the 1970s is property. Property owners who create the taking current stormwater management most runoff are charged the most money. by, well, storm. A business with a large, paved parking lot, Localities in a growing number of states for instance, pays more than a business are setting up stormwater utilities. Instead with a lot of grassy areas on its property. of relying on the property tax to finance "It's more like a user fee and less like a stormwater systems—and forcing runoff general tax," says Dan Thompson, exec- services to compete with schools and other utive director of the Wisconsin League of community needs for money—the locali- Municipalities. "It's a fairer way of paying ties set up utilities that collect a fee tied to for a needed service." the amount of impervious ground on a The reason-for the rise of the fee approach is the mounting costs of manag- ing runoff. "In the old days when we didn't do anything significant, the cost was so modest that it didn't matter who paid," Thompson says. "Now that the cost has increased, that has caused municipal offi- cials to revaluate paying by property tax." The cost increase is due in part to increased urbanization and agricultural development,but also_to heightened con- cern for stormwater's ability to add to environmental distress. Rainwater runoff, for instance, can pick up a wide variety of pollutants, ranging from silt and animal waste to sewage and oil. Regulations from the U.S. Environ- mental Protection Agency, which have previously been fairly lax, are expected to become much stricter and that is likely to push up the costs further. Anya Sostek 12 Subject McKinney: two-part stormwater drainage fees being :considered Monthly fees for water improvements reviewed 10/26/2001 By IAN McCANN / The Dallas Morning News McKinney City Council members this week reviewed a proposal to charge property owners monthly fees to pay for storm-water drainage improvements and repairs at 18 lakes in the city. Homeowners throughout the city would pay up to $4 a month. Owners of other developed property would be charged a rate proportional to their property's "impervious surface area" - the amount of land covered by buildings, parking lots, and driveways. A second fee for lake repairs would be charged only to residents living near the lakes. Council members were generally supportive of the proposal during a work session on Monday. A public hearing and vote on final approval are expected Dec. 4, and Assistant City Manager Regie Neff said the city would begin charging the fee in January. City officials said that McKinney needs to begin charging the fee now to take care of immediate drainage needs and to start building a reserve to address future problems. "Not every penny is going to the dams, " said council member Brad Wysong. "we've done bonds to pay for all kinds of infrastructure. But at the same time, we've got problems on Industrial Boulevard and all around the city caused by bad drainage. " The city estimates the fees would bring in about $1.25 million every year. It would pay for a five-person crew to maintain creeks, storm-water channels, and other parts of McKinney's drainage system. Erosion repairs and other drainage improvements would be funded, as would studies on flood control lakes. A portion - about $500,000 a year - would be set aside for dam repairs at the lakes. Mayor Don Dozier suggested on Monday that the city set a two-tiered fee to allow people with smaller homes - presumably, he said, those with lower incomes - to pay less. The cutoff has not been set, but those below it would pay $2 per month, and those above it would pay $4. School district and city property would be exempt from the fees. "There are a lot of people on fixed incomes here that don't have three, or even two, dollars they can spare, " Mr. Dozier said. "If you impose a demand on people that they can't meet, it'll go unpaid, and we're back where we started." To add to the money available to repair the dams and remove silt from the lakes, the city has proposed a second set of fees. The additional fees, which have not yet been determined, would be charged to people who live in the drainage basins of 18 flood-control lakes within city limits and McKinney's extraterritorial jurisdiction. The earthen dams, built in the late 1940s to the 1960s, were designed to keep silt from flowing downstream and to control potential floods. Some of the dams are nearing the end of their expected 50-year life, and several lakes are filling with silt. Ms. Neff is asking the council to approve the fee structure now but set the fees later. The city has explored several options for paying for dam improvements, including federal and state grants, but has been unsuccessful so far. Ms. Neff said on Monday that the revenue from the fee could be used to sell bonds for the improvements. Mayor Pro Tem Thad Helsley said on Monday that it's important to remember that the dams and the silt are two separate issues. "Dams are a public safety and protection issue, and siltation is more of an aesthetic one," he said. "What we do with these fees is we've taken the two and separated them from each other." 13 A committee appointed by the council studied the lakes and presented a plan this summer for improvements to be made. Clayton Myhre, the committee's chairman, said that the upgrades are important to him as a property owner. "Streams behind people's houses that feed the lakes are getting silted up, " he said. "There are mosquitoes and algae in the water, and it stinks. Do we want lakes, or do we want these shallow settling ponds that smell and attract mosquitoes?" Also, he said, the city uses the lakes as part of its flood control system, so the dams need to be upgraded and the silt should be removed. "We're breaking ground in addressing this problem in our city, " Mr. Myhre said. "We're trying to take care of the problems that are already there, but we're trying to address problems before they happen at the 12 lakes that don't have anything developed around them." 14 DOWNTOWN REVITALIZATION The public improvements to complement the Crockett Street Entertainment District are approximately 50%complete. The City of Beaumont will spend an estimated$650,000 brick paving Crockett Street between Main and Pearl, brick paving the alley behind the historic buildings,brick paving sidewalks on Crockett Street and the surrounding block from Main to Bowie to Pearl to Crockett. Decorative lighting, landscaping and gateway arches are also included in the improvements. The City Council approved the use of$500,000 in Certificates of Obligation in FY 2001 for downtown improvements. The City also had$350,000 in the Tax Increment Finance Fund. The remainder of the funds is estimated to be $200,000 which will be available for improvements on Orleans Street. The Administration is working with The Goodman Corporation to receive a"Letter ofNo Prejudice" (LONP) from the Federal Transit Administration (FTA) which would protect and secure local investments made on downtown street improvements for future leverage of federal funding. The Goodman Corporation's efforts to secure a LONP for the Crockett Street improvements did not materialize due the City's need to award construction contracts for the Crockett Street improvements in a time frame that did not allow for processing of the LONP request. The Goodman Corporation is in the process of submitting a request to the FTA for an LONP focusing on future City investment in pedestrian/transit improvements on Orleans Street between Fannin and Liberty. The future investment in these three blocks, when protected through a LONP,will enable the City to leverage future federal funds for improvements within a 1,500 foot radius of the Dannenbaum Station. If the City Council issues additional Certificates of Obligation for downtown improvements,the City will use the funds for the match requirement for any federal funds the City receives which will enable the City to continue sidewalk, lighting and landscaping improvements throughout the downtown area. Is the City Council supportive of the issuance of future Certificates of Obligation in the amount of $750,000 - $1,000,000 to further revitalization efforts in downtown Beaumont specifically to make sidewalk, landscaping and lighting improvements on Orleans between Liberty and Wall and on Fannin Street in front of the Jefferson Theatre? 15 FUTURE USE/DEVELOPMENT OF FAIR PARK Approximately 60 acres in the city's north end is known as Fair Park. Although the property is referred to as a park, City Clerk records indicate that the site was never officially dedicated. The grounds are best recognized as the home of the South Texas State Fair, presented by the Young Men's Business League(YMBL). For twenty-nine days a year, the City leases the property to the YMBL to conduct the annual fair. The lease agreement with the City provides for the YMBL to invest $50,000 or 45% of the prior year's revenues from midway shows and rides, whichever is greater, in Fair Park improvements. Improvements are to be approved by the City. During the twenty-nine-day lease period,the YMBL has full use of all facilities and buildings located on the site. This agreement expires on December 31, 2036. The City also has a 4,400 square foot-ground lease with the organization to provide space for their office building. According to YMBL members, the organization has executed an agreement with Jefferson County to conduct the annual fair at the new entertainment complex located on Interstate Highway 10. Beginning with the 2003 fair,the event will be held at the new facilities. There are other agreements to be finalized between the County and the YMBL, such as an office space lease and provisions for the annual YMBL Rodeo, prior to the organization's move. With the move of the South Texas State Fair to the new entertainment complex,the City is no longer obligated to reserve Fair Park for the YMBL. If the YMBL lease is terminated,the real estate and the facilities located on the property, which include North and South Exhibit Buildings,three barns containing more than 79,000 square feet of covered area,a 31,250 square foot arena(Coliseum)and the Harvest Club may be used for any purpose or development that the City desires. There is a separate lease with the Beaumont Art League for an art museum building which will have to be considered when determining the property's best use. The property is currently zoned General Commercial Manufacturing District (GCMD). If the YMBL lease is terminated, should the City: Require the YMBL to fund the demolition of existing structures used primarily for fair purposes? Actively solicit and promote other fair or carnival opportunities which may be interested in the facility? Actively solicit equestrian organizations to use the facilities and commit the majority of the complex to equestrian type events? Engage a consultant, as opposed to planning staff, to formulate a best use plan for the Fair Park facility? Seek federal and state programs (e.g., Texas Veteran's Home) in which the City can use the property as a contribution? Dedicate and keep the property as a City park, even though Magnolia Park is across the street? 16 PARTNERSHIP IN GOVERNANCE THE COUNCIL/ADM MSTRATION RELATIONSHIP As City Manager, I recognize that any success achieved in local government is dependent upon a positive working relationship with the elected body. In the role of employee,I am hesitant to offer you advice because of risks identified by Oscar Wilde— "All advice is dangerous; good advice is fatal." Effective and productive Council/Administration relationships do not occur by accident. As in any good "marriage," they are nurtured and sustained through the conscious efforts of Council members and Administrators who: • Communicate openly and honestly to identify problems, discuss solutions, develop plans, resolve conflicts, and praise good work. • Value each other as individuals. • Conduct interactions in a professional and caring way. • Develop true partnerships in which all parties understand their roles and responsibilities. • Work diligently to establish and maintain professional trust and teamwork. This opportunity in a special meeting will assist Councilmembers and Administration in their continuous efforts to develop and sustain effective working relationships. Partnerships are based on the following assumptions: • Both the Councllmember and the City Manager are equally important In the equation. To quote an old cliche, it takes two to tango. And it takes both the Councilmember and the City Manager to operate effectively and productively in the Council/Manager form of government • Relationships require continuous effort over time. Problems that occur will reoccur if not addressed because conflicts do not fade away. And everyone must stay engaged and involved if relationships are to remain effective and productive. 17 • Honesty Is not more valuable than diplomacy and courtesy. Often "telling it like it is" actually is thinly disguised hostility or gamesmanship. Professionals pride themselves in their ability to say difficult things with grace and style and still make their points understood • People must have Information In order to accomplish goals, fulfill their roles and carry out their responsibilities. This means that everyone must share information without using a hidden agenda. Political gamesmanship eventually makes a loser out of even the most skilled player. • People are almost never tolerant enough and need to be reminded that different Is not worse, just different. We often tend to believe that our position on the totem pole gives us the best view. Maybe, maybe not. But you can be sure that if we listen more, make fewer quick judgements, ask more questions, and stop assuming, we will find out how our particular point of view can be broadened • Fishbowls are nice for fish, but difficult places to develop meaningful relationships. But that is where Councilmembers and Administrators "live." It comes with the territory. Rather than complain, we need to find constructive ways to cope with what can often be an uncomfortable situation. Councilmembers and Administrators face difficult decisions and situations in their service to the public. As communities grow more complex and as problems are magnified, team work becomes critical to the effective functioning of local government. This part of the . program is designed to help us as elected and appointed officials refine our abilities to work together effectively in the public interest. In the end,the way we work together affects our ability to meet the needs of the community — and that should be the bottom line for any municipality. 18 PARTNERSHIP IN GOVERNANCE CHARACTERISTICS OF AN EFFECTIVE TEAM 1. Clear Purpose. The vision, mission, goal or task of the team has been defined and is now accepted by everyone. There is an action plan. 2. Informality. The climate tends to be informal, comfortable and relaxed. There are no obvious tensions or signs of boredom. 3. Listening. The members use effective listening techniques such as questioning, paraphrasing and summarizing to get out ideas. 4. Civilized Disagreement. There is a disagreement,but the team is comfortable with this and shows no signs of avoiding, smoothing over or suppressing conflicts. 5. Consensus Decisions. For important decisions, the goal is substantial but not necessarily unanimous agreement through open discussion of everyone's ideas, avoidance of easy compromises. 6. Open Communication. Team members feel free to express their feelings on the tasks as well as on the group's operation. There are few hidden agendas. Communication takes place outside of meetings. 7. Clear Roles and Work Assignments. There are clear expectations about the roles played by each team member. When action is taken, clear assignments are made, accepted and carried out. Work is fairly distributed among team members. 8. Shared Leadership. While the team has a formal leader,leadership functions shift from time to time depending upon the circumstances, the needs of the group and the skills of the members. The formal leader models the appropriate behavior and helps establish positive norms. 9. External Relations. The team spends time developing key outside relationships, mobilizing resources and building credibility with important players in other parts of the organization. 10. Self-Assessment. Periodically,the team stops to examine how well it is functioning and what may be interfering with its effectiveness. 19 PARTNERSHIP IN GO VERNANCE COUNCIL EVALUATION In an effort to enhance the ability of the Council to function effectively as a team, a self- evaluation is again provided on key responsibility areas for a legislative body. This essentially becomes an internal review by Councilmembers of your perceptions on how well you work together. The following Council evaluation form is provided from the ICMA Elected Officials Handbook I-Setting Goals forAction(third edition),foryour consideration. The active involvement of the Mayor/Council and City Manager in the self-evaluation will enhance understanding and further the important political relationship that exists. The evaluation process defines those areas that may be an impediment to the Council functioning as a participative team. Political ambitions and factionalism among elected bodies can easily occur. This can hinder effective decision making and formulation of City policy. A difference of opinion for whatever reason is certainly an important part of the democratic process. The key factor to be considered is that the Council continues to make decisions based on a honest perception of what is in the best interest of citizens from all segments of the community. GOAL SETTING 1. Are established Council goals realistic within the time frame stated? Almost always Sometimes Never 2. Do Councilmembers participate sufficiently in implementing goals once they are established? Almost always Sometimes Never 3. Is the public adequately informed about Council goals? Almost always Sometimes Never 20 POLICY MAKING 1. Are Council positions and policies effectively communicated? Almost always Sometimes Never 2. Does the Council make hard choices and politically unpopular decisions when necessary? Almost always Sometimes Never BUDGETING 1. Does the Council clearly understand the City's financial resources and make sound decisions on prioritizing public spending? Almost always Sometimes Never 2. Is there adequate encouragement of broad public participation in the budgeting process? Almost always Sometimes Never 3. Does the Council avoid unbudgeted appropriations? Almost always Sometimes Never 4. Does the Council consider the budget"their budget"as opposed to thinking of it as the"stall's budget?" Almost always Sometimes Never COUNCIL MEETINGS 1. Does the Council encourage adequate public input at Council meetings? Almost always Sometimes Never 2. Does each Councilniember effectively participate in Council meetings? Almost always Sometimes Never 21 3. Does the staff have adequate opportunity for input before the Council makes decision on an issue? Almost always Sometimes Never 4. Is Council meeting time well utilized? Almost always Sometimes Never 5. Are there items discussed by the Council that should be more properly handled to allow for public and/or staff input? Almost always Sometimes Never 6. Are relevant facts and opinions expressed before decisions are made or Council position stated? Almost always Sometimes Never 7. Is direction given to staff clear and concise? r Almost always Sometimes Never ADVISORY BOARDS AND COMMITTEES 1. Is there adequate public participation in board and/or committee member selection? Almost always Sometimes Never Z. Are board/committee members selected based upon ability to serve the community rather than personal friendships? Almost always Sometimes Never 3. Does the Council place sufficient emphasis on balancing board/committee membership in order to assure the total community is represented? Almost always Sometimes Never 4. Does Council give appropriate consideration to board/committee recommendations? Almost always Sometimes Never 22 RELATIONSHIPS WITH STAFF 1. Does the Council provide a reasonable time frame for staff to accomplish assignments? Almost always Sometimes Never 2. Does the Council take the impact on staff time into consideration when changing its priorities? Almost always Sometimes Never 3. Does the Council give adequate consideration to staff recommendations? Almost always Sometimes Never 4. Do Councilmembers use the established chain of command when dealing with administrative issues? Almost always Sometimes Never COUNCIL RELATIONSHIPS 1. Allowing for differences of philosophy or opinions on given issues, do Councilmembers respect one another's opinion? Almost always Sometimes Never 2. Does the Council function as a team? Almost always Sometimes Never 3. Do individual Councilmembers unduly consume Council meeting time? Almost always Sometimes Never 4. Do Councilmembers deal with issues openly? Almost always Sometimes Never 2' S. Do individual Councilmembers excessively politicize the public process? Almost always Sometimes Never 6. Do Councilmembers' attitudes and actions reflect a sense of public service rather than personal interest? Almost always Sometimes Never RELATIONSHIP WITH THE CITY MANAGER I Is the relationship between Councilmembers and the City Manager open and honest? Almost always Sometimes Never 2. Does the Council function as a unit in giving direction to the City Manager? Almost always Sometimes Never ` 3. Is there mutual respect between the Council and City Manager? Almost always Sometimes Never 4. Is there adequate opportunity for the City Manager to offer input into the decision- making process? Almost always Sometimes Never r 24 Community Strengths and Weaknesses The following is a list of characteristics found among thriving communities, based on research conducted by the Heartland Center for Leadership Development. The Heartland Center found that thriving communities will tend to possess a variety of these characteristics. Based on our community,please rate each characteristic as a strength (+),a weakness(-), or as neutral (n. Characteristic 1. Evidence of community pride 2. Emphasis on quality in business and community life 3. Willingness to invest in future 4. Participatory approach to community decision-making 5.'Cooperative community spirit 6. Active economic development program 7. Sound and well-maintained infrastructure 8. Careful use of fiscal resources 25 Council and Staff Have Different Needs City Staff are both servants of the general public and of the councilmember. The staff s role is to serve the city, the organization, the council and the public. The councilmember is a public servant because he/she is elected by the citizens to serve the common good. An important responsibility of any staff is to support councilmembers in this public servant role. In order for councilmembers to be successful,they need staff help that comes with a broad set of expectations. Likewise,the staff has certain expectations of members of the council. Many tunes these expectations are unwritten and unspoken and therefore not well communicated. Staff members and councilmembers need to explain their expectations of each other.There are expectations that are recognized as important to both groups. Expectations of council for staff • Do not speak, write, or act in a way to cause public embarrassment to elected officials. • Be non-political in the partisan sense. • Help make the council's job easier. • Give councilmembers accurate and current data. • Leave personal bias out of reports; arguments should stand on their merit. • Provide guidance when requested to do so. • Provide short,well-written reports. • Provide several options when suggesting possible solutions to a problem. • Present requested information in a timely manner. • Show councilmembers how to avoid known pitfalls of recurring issues. • Be accessible to councilmembers. 26 • Be respectful regardless of how you feel personally. • Keep all councilmembers equally informed Do not show favoritism toward one or more councilmembers. • Provide historical continuity where appropriate. Expectations of staff for council • Be fair in your dealings with staff. Do not assume automatically that staff is wrong and a citizen is right when there is a disagreement. • Read the material the staff has prepared. Ask questions. • Examine all the facts on a given issue and make the best possible decision. • Give criticism privately when it is appropriate. • Give public thanks and praise when and where it is appropriate. • If you make a decision based on politics,somehow help the staff to understand that fact. If both groups communicate about these issues, there will be few staff-council problems. This topic requires two-way,face-to-face communication on at least an annual basis. This section adapted from article by Cole Hendrix published in the Virginia Town and City, July 1996. 27 Can't We All Just Get Along ? How to Reduce Conflict Effectively Aden Hogan ,, roject completion—or the lack of it—is a common source of conflict between elected officials and staff. Elected officials often have different per- spectives and motivations than staff members do. While councilmembers may strive to respond to their constituents quickly, staff often is focused on maintaining daily opera- tions and ongoing major projects. People will have their own expectations based on their own perspectives. Add to this fact the inevitable special projects that arise, and you have a recipe for frustration. It is normal and expected for elected officials to hold dif- ferent priorities from those of staff.The friction occurs when there is a gap between expectations and accomplishments, and this can fuel real conflict. The bottom line is that both elected officials and staff want to get things finished. Doing a good job up-front to evaluate what needs to be done, and placing projects in the proper priority, are critical to helping local governments deliver completed projects to their citizens. This success can do a lot to reduce potential conflict between elected officials and staff and, in the end, can help us". . . all just get along." One tried and true way to set priorities has been to 28 The Staff Connection quantitative Staff also should play an active distribute a list of proposed projects role in the process. Staff rep- and ask everyone to rate them from 1 to Aapproach also resents the professional, manage- s, with 1 being the most important. In ment side of the equation and light of the demands felt in most locali- is more easily often understands the day-to-day ties today, this approach might yield a logistics, realities, and barriers list with all 1's and 2's, and an occa- defended against better than the elected officials. sional 3. Nearly everything is rated After all, these are what staff are "important" In an environment of lim- claims of favoritism paid to deal with. ited resources—money, staff, equip- After a joint brainstorming ment,time,and so on—if all tasks are a or pet projects. effort with elected officials, staff priority, all are equal, and nothing is a members might present the true priority. council with a list of priorities they This also is true if the community's have developed as a starting point major projects list looks more like the member of a goals-setting team may for the process. This will help space shuttle owner's manual. Pursuing have a different perception of what a 2 factor in all the necessary re- more than eight or 10 major projects at is. Without common definitions, the sources, logistics, design, and a time can lead to the same lack of a true seeds of frustration are planted before other elements. priority as a failed rating system. Both you begin. Staff could develop their own causes can make projects drag on for- So the first order of business should set of filtering criteria for this step. ever, with nothing ever seeming to get be to write a set of definitions for the The prioritization process finished. rating scale that everyone can agree should be a joint effort between upon. Don't stop here! Once this task is the council and the staff, with the "Perception Is Reality" completed, an important component of council making the final decisions. the priority-setting process still is miss- In this way,the necessary expertise Nowhere is this statement more im- ing:evaluative criteria. and information are included in portant to understand than in setting Why has something been rated a 1,2, the process. organizational priorities. Consider the 3,4,or 5?What has made one item more old 1-through-5 rating system. Each or less important than another? This is the role evaluative criteria play in the priority-setting process.A set of relevant Priority-Setting Tool: Evaluative Criteria criteria used as a filter to assign a prior- ity rating to a project, task, or goal will Criteria Definitions make the result more effective. Of Benefit/impact: Promotion of well-being and quality of life. Significant or course,these criteria will differ with the major,positive effect.The"biggest bang"for the resources invested.Outweigh- political, economic, and cultural ing negative impacts to make positive projects. Making a difference for the makeup of each community. better. Determining the criteria to use is dif- ficult, but these standards are critical to Window of opportunity:A limited or optimal time in which an event can occur. successful prioritization.Without them, (The opportunity will be lost by waiting,and doing such projects will have op- there will be less discussion and evalua- tion and, in the end, a less stable set of portunity costs,both positive and negative.) priorities. If good criteria aren't used to Urgency:Time limit or constraint.A need to do a task immediately because of set the priorities, there will be an in- mandated,legal,or contractual requirements;the need for immediate coordina- evitable pressure to change the poor tion with other entities;or maintenance of cash flows. ones being used,thus destroying the pri- oritization effort and wasting the re- Importance:Great worth,community value,or high positive significance. sources used in the process. At its annual winter retreat in Jan- Timing/pace:A rate of movement or activity on a given course of action,taking uary 2000, the Parker(Colorado) Town into account the precise moment for beginning or accomplishing something to Council developed and adopted a set of maximum effect. (Does a project's schedule fit with those of other projects and rating definitions and five evaluative cri- priorities?) teria. There are many ways to make use of these types of prioritization tools. 29 Priority-Setting Tool: Rating Scale Rating Examples orities becomes fairly simple.To develop Very High (1) a set of priorities for a specific time 1.An emergency that's a threat to life and/or property,or a condition in frame, each team member considers which there will be a large monetary loss. each proposed project, task, or goal on 2.Any condition or situation that could hurt the quality of life of a majority its own merit. Individually, each group of citizens. member evaluates each item against the 3.A condition in which action must be taken or a decision must be made criteria established by the group and as- immediately,or the condition will escalate in severity. signs it a priority rating according to 4.Potentially great harm to a function critical to the fulfillment of the each criterion. The criteria ratings for organization's mission. each item are then averaged to arrive at a 5.A mandate by the federal or state government that needs to be met composite rating for this item. immediately. Finally, all the ratings from each group member are averaged together for High (2) each item, coming up with an overall, 1.A condition or situation that requires prompt attention because delays prioritized list of projects. will cause a service delivery failure in a high-priority activity. The decision-making group should 2.A circumstance involving a citizen issue that could have safety or cost come back together one more time to go implications for the community at large. over the results of the process and to 3.An action that would benefit the vast majority of the community. reach an agreement on the final list of 4.Fulfillment of one or more goals,and/or benefit to a large segment of the prioritized projects. From here, it be- community. comes an issue of matching resources to 5.A mandate by the federal or state government that needs to be met within the top priorities. a specific period of time or within the current budget year. Outside of a true emergency,it is crit- ical to operational success to stick to this Normal-Operations Priority(3) list of priorities.Making changes during 1.A need to accomplish a task at a regular,programmed pace and to follow the term of the priorities list will raise standard operational protocols. the chance that one or more priorities 2.A benefit to any segment of the community and contribution toward won't be met. An organization is more fulfilling one or more goals. effective if it keeps the list of major pro- f.Action item contained in the biennial budget. jects for any given year to no more than 10, if possible. A number between five Low(4) and eight is even better. 1.A condition or situation that has limited citizen and/or low council support Remember, the more projects you and that is not related to safety. give a high priority, the less important 2.A situation in which there will be little impact if action is delayed or can each item in the list becomes.The objec- be performed on a future date,when time or money is available. tive is to finish major projects.If you get 3.A circumstance that does not directly relate to the fulfillment of a goal some task done early, you can always and that benefits only a small segment of the community. move up the next project in the queue. 4.Item off "wish list"for projects,programs,or tasks. Using this type of quantitative ap- proach also is more easily defended Very Low (5) against claims of favoritism or pet pro- f.A condition or situation that is not safety-related and/or has little or no jects.Importantly,it generates a priority support from staff,citizens,or council. list that is a product of the entire elected 2.Benefit to only a tiny portion of the community,on which action could body. It also helps remove some of the be deferred without any noticeable negative impact. emotion from the mix, making it easier 3.The"last thing you would do,"if you could do everything. for us all to get along. Aden Hogan, Jr., is town administrator, To maximize a system's effectiveness, criterion.The criteria can be weighted if Parker,Colorado. use at least three and no more than five desired. It is essential that the group set- priority ratings and no more than five or ting the priorities agrees on the criteria, Thu article is reprinted with permission from the December 2000 issue of Colorado Municipalities six criteria. Using more of either tool the ratings,and their definitions. magazine, published by the Colorado Municipal tends to dilute the value of each rating or With these tools in hand,setting pri- League,Denver. 30 ' nci / ' sh r 71 No Individual City Council Member or city Council Subcommittee has Authority over the Executive Director. i �f r erall Executive Limitation T The City Manager shall not cause or allow any practice , activity, decision or organizational circumstance which is either illegal, immoral, imprudent, or in violation of commonly accepted business and professional ethics . Do We Just Have to Trust the City Manager? Executive Limitations Reasonable Interpretation Monitoring Why the Council M onitors 1 :, To determine progress I ,iTo examine results i Why Does the Staff Welcome Moni* tori* n = To Justify Means. ;i To Demonstrate Competencies. • M 9 onitorin e ,� xecu tl v ► tl. Limitations ;iEnds j ;iCity C s - -----— _ ..::L1iA fYi�•==�'�•:ff.._' .. �sw.:.._:..r:.:.�'>:.'-.. n.':'....5•,rtl:��^fl+. oni t oring Development Process Rim � City Council develops the Ends ;i Staff develops Means to achieve v Ends ;i Staff develops Monitoring methodologies or indicators ;i City Council Monitors Ends and Executive Limitations ouncil ' s Role in M onitoring TDevelop the Ends Decide on Method Direct, External, City Manager Report AJudge the Results Reasonable Interpretation TProgress Pri cip le 7i The Power of the Council 717'The City is as a Group. Council ;i Encourage diversity among the viewpoints Speaks with brought to the Council. � Respect Differences. One Voice or 71 Once the vote is taken, Not at All. the Council has spoken ! P rinciple 71 The City A Boundary Setting Council 's Best Behavior. Control Over Don 't tell Staff how Staff Means is to do their job . t o Lttnit, Not A Tell them what you Prescribe. will not put up with Principle Ends 71 What Good, for Whom at What Cost ! Determination A What Difference Do is the Pivotal You Make? Duty o)f ;i What are the Governance. outcomes You Desire? Principle ;i The City Council 7, The most important Must Forge a relationship ! Linkage with the 71 The City Manager N City Manages that must accomplish the is Both Ends, and Em powering and Not violate the Executi Safe. ve Limitations. Principle T The City A What the City Council Must Council Expects of _ Itself. EXPIiCitlY 7i What is our job? Design Its Own „ Delegation to the Products and City Council Chair. Process. a Code of Conduct. Principle Monitor the City Manager a Set the criteria. ;I Check performance ` Rl"gorously., against the criteria. but Only � If you haven 't said Against Policy how it ought to be, Criteria. don' t ask how it is ! ,Action Plan Strategy Action Steps Responsible By When? Key Patty Players n Subject Denton: council unanimously passes stormwater :drainage fee Council passes drainage fee 01/09/2002 By Tabitha Chancellor / Denton Record-Chronicle Staff Writer The Denton City Council voted unanimously Tuesday to begin collecting drainage fees to help finance system improvements, without granting an exemption for the school district or universities. Council members said they chose the drainage fee option because it is the most equitable way to fund about $45 million in needed improvements. Under the drainage fee schedule, the city would calculate the square footage of a property that creates runoff. The fee paid by a property owner is based on the amount of impervious surface covering the land. Under this system, a business with a large concrete parking lot would pay more than a resident with a driveway. The school district and the University of North Texas both had asked the city to grant them exemptions from the fee. The council discussed the possibility of exempting the school, the two universities or other tax-exempt structures from the fees, but decided against that because it would be difficult to grant an exemption for one and not another. Local businesses don't like the new fee, said council member Perry McNeill, but they agreed to support the fee as long as "everyone contributes equally." The new fee means a bill of about $100,000 for the school district, said school board president Rick Woolfolk. That, he said, is the equivalent of three teachers' salaries. The council and board discussed the fees at a joint meeting last month. "We're already at our maximum operations ability to tax. It actually puts us in jeopardy of having to cut back programs," Mr. Woolfolk said. "We wanted them to know how serious the situation is for us." The board's position, he said, is that because the district encompasses 100 percent of the city, the two share the same taxpayers. "The taxpayer is going to be paying the bill through us to the city and our comment was if the city has a need to address the drainage, then they need to do it at their level and not have us as a taxing entity collect it only to turn it back around to them," he said. Council member Mike Phillips said that after discussing the fee with city employees he had concluded that the pay structure is the best the city could EXHIBIT "B" do at this time. Mr. Phillips had stated throughout discussions that the Denton school district should be exempt. Gus Myers, who represented the University of North Texas at the meeting, said that the school had been "caught by surprise" because the person who had been following the issue for UNT had retired. He said the fee will cost the university about $140, 000 a year, and because the Legislature sets the school' s budget, the money wasn' t included in the budget. "If possible, we'd like a delay or a phase-in on the bills," he said. Fred Pole, the vice president for administrative affairs at the University of North Texas, said Tuesday afternoon that he thought the university would be exempt from the fee. If not, he said, it "would be a very, very hefty amount from us. " "It would be a severe impact on the university and we certainly would want to, and respectfully want to, discuss it with them if our interpretation of being exempt is not correct, " he said. Brenda Floyd, vice president of finance and administration at Texas Woman's University, said that the fee would increase the school's utility bills and officials are "taking that into consideration in our future budgets." "We are aware that there will be an increase in utilities based upon this drainage fee, " she said. "We have known about it for some several months. " Council member Mark Burroughs said that the city has no choice but to make the drainage improvements. Denton, like other cities, is required to meet "an unfunded mandate" related to the Clean Water Act passed by the federal government, which is intended to clean up water that ends up in drinking supplies. "We have not heard of a better approach from anyone, " Mr. Burroughs said. Powered by List Builder To unsubscribe follow the link: http://lb.bcentral.com/ex/manage/subscriberprefs?customerid=11869&subid=lAF498 619556C8D6&msgnum=3436