HomeMy WebLinkAboutMIN JAN 30 2001 M I N U T E S - CITY OF BEAUMONT
Lulu L. Smith DAVID W. MOORE, MAYOR Guy N. Goodson, Mayor Pro Tom
Andrew P. Cokinos PARTNERSHIP IN GOVERNANCE Becky Ames
Bobbie J. Patterson January 30,2001 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 30, 2001, at the Tyrrell Park Garden Center, 6080
Babe Zaharias Drive, Beaumont, Texas, at 11:30 a.m.
Council present at the meeting were: Mayor Moore, Mayor Pro Tern Goodson, Councilmembers
Smith, Goodson, Cokinos,Ames, and 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; Maurine Gray, Library Director; Beverly
Hodges, Finance Officer; Marie Dodson, Human Resources Director; Kirby Richard, Central
Services Director; Tom Warner, Public Works Director; Ingrid Holmes, Health Director; Luke
Jackson, Parks&Recreation Director;John Labrie,Clean Community Director Tom Scofield, Police
Chief; and Michel Bertrand, Fire Chief. Facilitators were Vicki Holloman, Human Resources
Manager for Exxon/Mobil Oil Corporation,and Dr. Robert Swerdlow,Associate Dean for the College
of Business at Lamar University. Reporter Jeorge Zarazua with The Enterprise was also present.
Lunch was served at 11:30 a.m. Exxon/Mobil Oil Corporation Human Resources Director Vicki
Holloman began the first session by administering a survey of personal styles to Council entitled,
"I-Speak Your Language,"as shown in Exhibit"A"and reviewing the history of the Exxon/Mobil Oil
merger at 12:20 p.m. She compared the anatomy of their merger,two strong companies combining
to become great, the adjustments to the strengths and weaknesses of each, and all facets of
transition to potential changes in city government. After presenting characteristics of an effective
team, Ms. Holloman directed Council through an analysis of the "I-Speak Your Languate" survey
taken at the beginning of the session that illustrated their management styles and approach to
governing and how they compliment each other indecision making . Ms. Holloman guided Council
through inspection of their self evaluations of key responsibility areas taken in 1999 and
2001 specifying improvements and growth areas (Exhibit "B").
After a short break, Dr. Robert Swerdlow resumed the session by defining Beaumont's role as the
center city of the county and metropolitan area and moderating discussion of strategic issues facing
the City of Beaumont. Council surveyed the strengths, weaknesses, opportunities, and threats of
future development. Further discussion included funding capital improvement projects,maintaining
financial stability, prioritizing issues to pursue, in-lieu payments, development and revitalization,
retaining Amtrack service, and a stormwater utility program (shown in Exhibit "CI).
The Partnership in Governance seminar adjourned at 4:11 p.m.
David W. Moore, Mayor
Barbara Liming, City Cler
I-SPEAK Your Language' A
INSTRUCTIONS:
It is not possible to get right or wrong answers on this questionnaire. Basically,this is a survey that enables
you to describe the underlying strengths you use in your relationships with others.You will be presented
with a number of self-descriptive statements,each of which will be followed by four different endings. You
are to indicate the order in which you feel each ending is characteristic of yourself. On the answer sheet to
the right of each ending, fill in the number(4,3,2 or 1)according to which alternative is most like you. Use
number 4 for the ending most like you;3 next most like you;2 next most;and number 1 least like you.
PLEASE FILL IN THIS EXAMPLE:
When I think about a job problem,I usually:
think about concepts and relationships between events. ❑
analyze what preceded it and what I plan next. ❑
remain open and responsive to my feelings about the matter. ❑
concentrate on reality—on things as they are right now. ❑
Please use each number only once and number all endings. Even if two choices seem equally like you,or two
others seem equally unlike you,please rank them anyway.Write all of your answers on the answer sheet.Please
do not leave any blank. Thank you.
For further information about the uses of
I-SPEAK YOUR LANGUAGEO or for re-order, contact:
DBM PUBLISHING
A Division of Drake Beam Morin, Inc.
275 Broad Hollow Road, Suite 305
Melville, N.Y. 11747
800-345-5627
Fax 516-394-3080
I-SPEAK Your Language and [-SPEAK are registered marks of Drake Beam Morin,Inc. EXHIBIT "A"
Copyright n 1998 by Drake Beam Morin,Inc.All rights reserved.
I-SPEAK Your Language'
• • • Reminder:
4=most like you.
1=1east like you.
1. I am likely to impress others as:
practical and direct
emotional and somewhat stimulating
objective and logical
conceptual and creative
2. In the way I approach my work, 1:
want it to involve meaningful experiences with others
prefer work that is systematically or logically organized
like to see the tangible benefits that result from my expenditure of time and energy
prefer novel work or problem-solving that is innovative and advances knowledge
3. In communicating with others, I tend to:
show less interest in thoughts and ideas that show little or no originality
become impatient with people who make leaps of logic or do not express ideas completely
gravitate toward people who express their feelings about an issue or topic
focus more on the here-and-now, rather that the future
4. When circumstances prevent me from doing what I want, I find it most helpful to:
objectively review the logic of my approach and modify it accordingly
re-think all that has happened and develop a new hypothesis or model for action
review all the facts, identify the key obstacles, and proceed in a manner that is close to the original plan
analyze the motivations and concerns of others in order to develop a new awareness of the situation
5. I may appear to others as being:
sometimes too emotional or sensitive
sometimes too logical or aloof
sometimes overly concerned with details and specifics
sometimes too concerned with ideas and concepts
6. When I write to an individual I'do not know, I usually try to:
clarify the reasons for the contact and relate this to my purpose in writing
highlight in plain language what I want, need,or expect of the other person
show how my main points fit into a broader perspective
reveal some aspect of myself and my style
PLEASE TURN TO THE NEXT PAGE AND PROCEED
I-SPEAK Your Language Reminder:
4=most like you.
1=1east like you.
7. When confronted by others with a different point of view, I can usually make progress by:
getting one or two specific commitments on which we can build later
trying to put myself in someone else's place
keeping my composure and helping others to see things simply and logically
relying on my basic ability to conceptualize and pull ideas together
8. When acting on a decision, I tend to focus first on:
the consequences of what I'm doing as it pertains to its impact on others
making sure that my actions are consistent and part of a systematic progression
the here-and-now implications of any actions I take
its long range significance and how it relates to future actions or conditions
9. I tend to respond more favorably to social interactions with individuals who:
can contribute ideas and challenge my thinking
come across as being tough-minded but fair
are comfortable sharing their feelings on a given issue
are realistic,practical,and know how to get things done
10. When speaking to a group with whom I have little regular contact, I would likely give the impression
of being:
a systematic thinker who can analyze the kind of problems the particular group is concerned about
an individual capable of making some innovative contribution
•pragmatic and resourceful individual who could help the group define its concerns and who could
assist in solving their problems
• lively and effective individual who was sensitive to their moods and needs
11. In stressful interactions with others, I may occasionally:
be too open,expressing feelings that might have been better left unsaid
ignore the other person's experience of the situation and hold my own position
become so concerned with a given facet of the interaction that I fail to see other less obvious ways to
resolve things
become distracted by the many possible consequences produced by the interaction
12. If I am not careful, others may at times feel that I am:
unemotional and inclined toward being impersonal or detached
superficial or self-centered
snobbish,superior, or condescending
moody, excitable, or unpredictable
PLEASE TURN TO THE NEXT PAGE AND PROCEED
Reminder.
4=most like you.
I-SPEAK Your an • • • • 1=1east like you.
• •
13. 1 feel satisfied with myself when I:
get more accomplished than I planned
understand the underlying feelings of others and react in a helpful way
solve a problem by using a logical or systematic method
develop feasible new thoughts or ideas
14. 1 find it easy to be convincing when I am:
sensitive to my own feelings and those of others
logical, patient, and forbearing
practical and direct
intellectually in control of things and take all relevant factors into account
15. At my best, others may see me as:
a gifted and creative person
a decisive and disciplined person
a thoughtful and compassionate person
a dependable and reliable person
16. When things are not going well,I tend to:
trust my ability to maintain objectivity and pursue a logical course of action
trust my instincts and feel that there are a variety of ways in which I can respond
concentrate on accomplishing what needs to be done according to the plan in use
seek the support of others and freely express my thoughts and concerns to them
17. When others pressure me,I tend to:
become overly emotional, impulsive, or inclined to let my feelings get in the way
become too analytical and critical of them
become too concerned with proving myself by taking immediate action
become involved in creating a variety of ways to respond
18. When approaching difficult situations, I can sometimes become overly involved:
in intellectual arguments based on logical principles
in sticking to the current issues and getting done what needs to be done now
in analyzing how each situation relates to other things that must be considered
in analyzing and responding to the feelings of others
PLEASE TURN THE PAGE TO THE ANSWER KEY
AND FOLLOW THE SCORING DIRECTIONS
I-SPEAK Name Date
Your Language' SECTION FC
l T F S = A + B + C
�- ❑ ❑ ❑
DIRECTIONS FOR SCORING: ❑ ❑
< ❑ ❑ ❑
There are two sections,Favorable
Conditions (FC) and Stress —� ❑ ❑ ❑
Conditions (SC) to be scored-each one
separately.The scoring procedures for
both sections are identical.
Add horizontally your answers for ❑ ❑ ❑
A, B,and C and place the sum on the ❑ ❑ ❑
blank line to the left (under I,T, F
or S columns, respectively). ❑ ❑ ❑
When you have completed adding ` ❑ ❑ ❑
horizontally for Section FC,add the
columns I,T,F and S vertically and
place the totals in the Sub-Score boxes. El El El
Score Section SC in exactly the same
manner. < ❑ ❑ ❑
Interpretation of the scores can I ❑ ❑ ❑
be found in the I-SPEAK®Manual. r �_ ❑ ❑ ❑
SUB-SCORES
FC
SECTION SC El
❑ ❑ ❑
TO CHECK THE SCORING:
Add the totals of the Sub-Score boxes.
<— El El El
They should add up to 90. If 90 is not ❑ ❑ ❑
obtained,please check additions.
Make certain that a 1,2,3 and 4 appear
on each 4-box unit.
❑ ❑ ❑
�- ❑ ❑ ❑
❑ ❑ ❑
❑ ❑ ❑
SUB-SCORES
SC I - T- F - S -
PARTNERSHIP IN GOVERNANCE
COUNCIL EVALUATION
*1999 Results
2001 Results
GOAL SETTING
1. Are established Council goals realistic within the time frame stated?
(*) Almost always 4 Sometimes 3 Never 0
(�) 6 1 0
2. Do Councilmembers participate sufficiently in implementing goals once they are
established?
Almost always 2 Sometimes 5 Never 0
5 2 0
3. Is the public adequately informed about Council goals?
Almost always 2 Sometimes 4 Never 1
5 2 0
POLICY MAKING
1. Are Council positions and policies effectively communicated?
Almost always 4 Sometimes 3 Never 0
1 6 0
2. Does the Council make hard choices and politically unpopular decisions when
necessary?
Almost always 5 Sometimes 2 Never 0
4 3 0
EXHIBIT "B"
BUDGETING
1. Does the Council clearly understand the City's financial resources and make sound
decisions on prioritizing public spending?
Almost always 4 Sometimes 3 Never 0
5 2 0
2. Is there adequate encouragement of broad public participation in the budgeting
process?
Almost always 1 Sometimes 5 Never 1
6 1 0
3. Does the Council avoid unbudgeted appropriations?
Almost always 3 Sometimes 4 Never 0
2 5 0
4. Does the Council consider the budget "their budget" as opposed to thinking of it as
the "staff's budget?"
Almost always 3 Sometimes 1 Never 2
2 4 1
COUNCIL MEETINGS
1. Does the Council encourage adequate public input at Council meetings?
Almost always 7 Sometimes 0 Never 0
7 0 0
2. Does each Councilmember effectively participate in Council meetings?
Almost always 6 Sometimes 1 Never 0
5 2 0
3. Does the staff have adequate opportunity for input before the Council makes decision
on an issue?
Almost always 5 Sometimes 2 Never 0
6 1 0
4. Is Council meeting time well utilized?
Almost always 1 Sometimes 6 Never 0
5 2 0
5. Are there items discussed by the Council that should be more properly handled to
allow for public and/or staff input?
Almost always 1 Sometimes 6 Never 0
1 6 0
6. Are relevant facts and opinions expressed before decisions are made or Council
position stated?
Almost always 4 Sometimes 2 Never 1
5 2 0
7. Is direction given to staff clear and concise?
Almost always 2 Sometimes 5 Never 0
3 4 0
ADVISORY BOARDS AND COMMITTEES
1. Is there adequate public participation in board and/or committee member selection?
Almost always 3 Sometimes 4 Never 0
2 5 0
2. Are board/committee members selected based upon ability to serve the community
rather than personal friendships?
Almost always 2 Sometimes 5 Never 0
1 6 0
3. Does the Council place sufficient emphasis on balancing board/committee
membership in order to assure the total community is represented?
Almost always 5 Sometimes 2 Never 0
2 5 0
4. Does Council give appropriate consideration to board/committee recommendations?
Almost always 5 Sometimes 2 Never 0
1 6 0
RELATIONSHIPS WITH STAFF
1. Does the Council provide a reasonable time frame for staff to accomplish
assignments?
Almost always 6 Sometimes 1 Never 0
6 1 0
2. Does the Council take the impact on staff time into consideration when changing its
priorities?
Almost always 2 Sometimes 5 Never 0
6 1 0
3. Does the Council give adequate consideration to staff recommendations?
Almost always 5 Sometimes 2 Never 0
6 1 0
4. Do Councilmembers use the established chain of command when dealing with
administrative issues?
Almost always 5 Sometimes 2 Never 0
5 2 0
COUNCIL RELATIONSHIPS
1. Allowing for differences of philosophy or opinions on given issues, do
Councilmembers respect one another's opinion?
Almost always 2 Sometimes 5 Never 0
4 3 0
2. Does the Council function as a team?
Almost always 4 Sometimes 3 Never 0
3 4 0
3. Do individual Councilmembers unduly consume Council meeting time?
Almost always 4 Sometimes 2 Never 1
1 6 0
4. Do Councilmembers deal with issues openly?
Almost always 3 Sometimes 4 Never 0
4 3 0
5. Do individual Councilmembers excessively politicize the public process?
Almost always 4 Sometimes 2 Never 1
1 5 1
6. Do Councilmembers' attitudes and actions reflect a sense of public service rather
than personal interest?
Almost always 3 Sometimes 4 Never 0
4 3 0
RELATIONSHIP WITH THE CITY MANAGER
1. Is the relationship between Councilmembers and the City Manager open and
honest?
Almost always .3 Sometimes 3 Never 1
4 3 0
2. Does the Council function as a unit in giving direction to the City Manager?
Almost always 0 Sometimes 7 Never 0
4 3 0
3. Is there mutual respect between the Council and City Manager?
Almost always 2 Sometimes 5 Never 0
5 2 0
4. Is there adequate opportunity for the City Manager to offer input into the decision-
making process?
Almost always 5 Sometimes 2 Never 0
6 1 0
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
Characteristic (+) (-) (n
1. Evidence of community pride 6 0 1
2. Emphasis on quality in business and community life 7 0 0
3. Willingness to invest in future 5 0 2
4. Participatory approach to community decision-making 4 0 3
5. Cooperative community spirit 4 0 3
6. Active economic development program 6 0 1
7. Sound and well-maintained infrastructure 2 1 4
8. Careful use of fiscal resources 1 5 0 2
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.
16
1. 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 and those expected to commence in the current
fiscal year are as follows:
• Major Drive
• Neches River Hike and Bike Trail
• Concord Road
• Folsom Road
• Perlstein Park
• Airport Runway Extension
• Fuel Farm Replacement - Municipal Airport
• Miller Library Addition
• T R Johns, Sr. Branch Library
Other Scheduled Projects
• Phelan Boulevard
• Caldwood Outfall
• Frontage Roads -Entertainment Center
• Moore Street Relief
The current ad valorem tax rate of$0.635 is apportioned$0.305 to debt service and$0.33 to general
maintenance.Two cents of the tax rate was shifted to debt service in the FY2001 Budget. It will be
necessary to shift a minimum of three cents in the FY2002 Budget to maintain a prudent level of
fund balance in the Debt Service Fund.
Funding of$6.5M is needed to complete ongoing projects.An additional$6.6M is necessary to fund
scheduled projects. The total funding needs exceed$13M for this fiscal year.
Should these projects be initiated or completed? Should the City establish funding criteria?
Should the City issue bonds to fund these projects?
How should the increase in debt service be repaid?
• Property Tax
• Stormwater Utility Fee
EXHIBIT "C"
33
2. Maintain Stability/Alternative Revenues/Cut Costs
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 FY2000:
• Building Permits
• Public Health Fees
• Civic Center Rental Fees
• Fire Service Fees
• Alarm Permit Renewal Fees
• Water/Sewer Fees
• Solid Waste Transfer
• Recreation Fees
The identification of alternative revenue sources and ways to reduce the cost of government
continues to be a priority of the administration.The FY2001 Budget provided for the use of$2.1M
of fund balance in the General Fund to balance the budget. Early projections identify a funding
shortfall for the FY2002 Budget of$3M which equates to an increase of$.08 in property taxes.The
following areas will be reviewed for feasibility to fund future needs:
• Institutional Sponsorship (i.e., Miller Library, Hibernia Room, Enron Field)
• Increase in Municipal Transit Fees
• Reduce Inventory Levels,Fleet
• Creation of a City Impound Facility with contractual operation
• Creation of a Stormwater Utility
• Elimination of Low Priority Services
• Transfer/Outsource Services
• Elimination of Vacant Positions
• Sell/Lease City Assets (land, building or equipment)
• Acquire additional Federal/State Grants
• Increase in Property Tax Rate
• Use of Fund Balance
• Utility Bill Collection Service
• Leisure Activity Program Fees
• Library Collection Delinquent Services
• Library Fines
• Analyze Cost/Benefit of Adding Full Time Employees to Reduce Overtime
• ATM Installations
Are there existing City services/programs that provide limited value?Should the City continue
to fund those services/programs?
What priority order should be considered for the proposed revenue alternatives/cost
34
3. Industrial District In Lieu Of Contracts
Currently the City has "In Lieu Of' contracts with fourteen industries located within the extra-
territorial jurisdiction of the City. These contracts provide"property tax-like"payments to the City
in lieu of annexation. The City agrees to provide certain municipal services to the industries and
agrees not to annex the property under contract for the term of the contract.These contracts generate
in excess of$11M in General Fund revenue which is equivalent to$0.30 in ad valorem taxes at the
current tax rate.
The existing contracts were negotiated when the city contemplated raising the ad valorem rate up
to 5 cents over the life of the contract. This rate increase was not realized and the effect was less
growth in this revenue stream than was originally projected.
These contracts were last negotiated in the Summer/Fall of 1994 and will be renegotiated beginning
in March 2000. The management team negotiating for the City will consist of the City Manager,
Finance Officer and Economic Development Director.
Should the City continue to negotiate Industrial District In Lieu of agreements?
Should the City continue to base these agreements on assessed valuation?
Should the management team project a tax increase in the negotiations?
35
4. Downtown/Waterfront Revitalization
The City of Beaumont,Port of Beaumont, Jefferson County, Entergy and Tom Flanagan partnered
to share the costs of hiring the Goodman Corporation of Houston to facilitate the revitalization
efforts in downtown Beaumont and the development of the riverfront. The Goodman Corporation
has been successful in helping the City of Galveston,The Woodlands with revitalization efforts.
Three representatives of the Goodman Corporation were in Beaumont on December 13 and 14 to
meet with stakeholders to explore alternatives and priorities. On December 13,2000,approximately
40 people met at the Port of Beaumont at 8:00 a.m.to provide basic direction and create a vision for
waterfront development. At 12:00 p.m., the group met again to clearly define alternatives. The
consensus of the group was to develop restaurants and retail areas along the Neches River at the
location of the Port of Beaumont interchange yard. Riverfront Park would eventually be enlarged
by acquiring additional property toward Interstate 10. The consensus of the group was to also have
a full-service hotel on the waterfront. A meeting was held at 4:00 p.m. to review and discuss the
days activities.
On December 14, approximately 30 people met at 8:00 a.m. and 12:00 p.m. to discuss downtown
priorities and projects. There was consensus among the attendees to bring water either from the
Neches River into the downtown or create waterways by taking existing streets and excavating them
to hold water at possibly a four to six foot depth. Oklahoma City dug out existing streets and created
a waterway that has spurred the construction of housing units,restaurants,retail and new businesses.
The group also discussed the idea of relocating city hall to the First City Bank Building on Orleans
or another location downtown to allow for further redevelopment on the riverfront and bringing large
numbers of people to the heart of downtown. There was also consensus to construct beautiful
fountains in strategic locations downtown. Other ideas which will be analyzed included moving the
Convention and Visitors Bureau to a more visible location such as the corner of Willow and Calder
or the comer of Willow and Liberty;constructing a waterway to M.L.K. and relocating the Amtrack
station downtown.
The Goodman Corporation will collect data and conduct further analysis in January and will
schedule a meeting in February with the stakeholders to create a shared vision of revitalization.
The Public Works Department is currently in the design phase for improvements which will be made
by the City of Beaumont on Orleans,Fannin and Crockett Streets. The sidewalks will be brick paved
and decorative lighting and landscaping will be installed. The improvements will complement the
Municipal Court Building, Jefferson Theatre, Hotel Beaumont and Crockett Street Project.
The City anticipates borrowing$1.2 million from a local bank and repaying the debt over a ten-year
period with annual revenue received through the Tax Increment Finance(TIF)Fund. The City also
has a balance of approximately$250,000 available in the TIF Fund for the improvements. The City
plans to go out for bid on the Orleans Street improvements in March or April of 2001.
Is the City Council supportive of the City continuing to work with the Goodman Corporation
to facilitate the revitalization efforts in downtown Beaumont and the development of the
riverfront?
36
5. Creation of Stormwater 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 runoff to 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. A
properly established storm water utility:
• 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.
• Provides for an equitable or "fair share" method of revenue 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.
• 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.
• A storm water utility fee would replace approximately$4 million in general fund
expenditures that could be used to pay for other services and provide financial
stability.
The City's consultant has completed the Storm Water Utility Feasibility Analysis Study. The
approach that represents the best blend of equity and the ability to meet program needs is the utility
and service charge approach. Just as the water and sewer systems are rate supported, the Storm
Water Management Program would also be supported through it s own dedicated revenue.
A Citizen' Storm Water Management Advisory Committee has been established to provide a link
with the community and to involve impacted interest groups in Beaumont's Storm Water
management program. The goal of the committee is to ensure that the Storm Water Management
Program,including financing alternatives,reflects the needs,priorities and concerns of Beaumont's
citizens and impacted organizations. This group will also help educate the community and
individual constituencies with respect to drainage related problems, needs and solutions.
• Should the Administrative continue the stormwater utility public education
program through the advisory committee, neighborhood meetings and other
presentations to affected groups?
37