AUGUST 8, 9, & 10, 2005

5:30 P.M.


I.          CALL TO ORDER


            With a quorum present, Mayor Elizabeth G.  Flores called the meeting to order.

II.        ROLL CALL


            In attendance:


            Elizabeth G.  Flores,                                                                 Mayor

            Alfredo Agredano,                                                                    Council Member, District I

            Hector Garcia,                                                                          Council Member, District II

            John C.  Galo,                                                                          Council Member, District III

            Johnny Amaya,                                                                         Council Member, District IV

            Johnny Rendon,                                                                        Council Member, District V

            Gene Belmares,                                                                        Council Member, District VI

            Jose A.  Valdez, Jr.,                                                                 Mayor Pro Tem, District VII

            Juan Ramirez,                                                                           Council Member, District VIII

            Gustavo Guevara, Jr.,                                                               City Secretary

            Larry Dovalina,                                                                         City Manager

            Cynthia Collazo,                                                                       Deputy City Manager

            Jaime Flores,                                                                            City Attorney




            Mayor Elizabeth G.  Flores led in the Pledge of Allegiance.







            A.  Introduction of the budget by City Manager Larry Dovalina, including budget

                  process, vision and goals, and reorganizational changes.


                  Laredo Mission Statement


Ensuring the prosperity of the community by maximizing Laredo’s preeminent position as the largest inland trade hub of the Americas.


City of Laredo

2005 Strategic Planning Session


     Riverfront Redevelopment

     Downtown Revitalization

     Diversification of the economy

     Clean City of Laredo

     Social Infrastructure

     Inland Port

     Trade & Cross Border Issues

     Government Services

     Public Safety

City of Laredo



Economic Prosperity:  Create a trade-based economic model which fosters economic weather.


Safety & Health:  Promote an environmentally sustainable community that is the safest and healthiest in Texas with the latest technology and quality services.  


Quality of Life:  To be the most livable city in Texas by fostering education, promoting sustainable neighborhoods through ample cultural entertainment and adequate recreational space.


Organizational Infrastructure:  Provide progressive organization support by being innovative in best practices, technology and resource creation, development and allocation.


     Part One:  Strategic Environment





     SWOT Analysis

                 Strengths, Weaknesses, Opportunities, Threats

     Target Markets

     Key Success Factors


     Part II:  Organizing for Success


     Mission Statement

     2005 Goals and Objectives

     2003 Key Areas

                 2005 Goals Coordination Matrix

     Proposed Organizational Chart







1.      Residents (including business/NPO’s/Landowners)

2.      Government (City, State, & Federal)

3.      Mexico/Frontera

4.      Visitor/Tourists


          How do we (City Staff) Create Value for Stakeholders


1.      Help create peace of mind

2.      Provide accountability

3.      Improve quality of life

4.      Render services

5.      Create/maintain a comfortable environment

6.      Identify/create opportunities for jobs; wealth creation

7.      Maintain Trust

8.      Provide for life, liberty & pursuit of happiness


1.  Economic Development



                       Transportation (Bridges, Airport, Transit)

     2.  Public Safety (Police & Fire)

     3.  Public Health

                      Solid Waste

                      Environmental Protection

     4. Quality of Life



                     Affordable Housing

     5.  Governmental Operations

                     Financial Accounting

                     Information/Open Government


                     Legislative Services


     Increasing demand for services & resources.

     Aging and very young population; demand on health & social infrastructure.

     Trade growth and security requirements resulting in costly, unfounded mandates.

     Increased demand for educational infrastructure – Economic development needs, low       

     Unemployment/dramatic employment growth.

     Increasing interest in entertainment venues – a need to build resources.


     Key Opportunity


Dominant Trade Center of Americas where opportunities will drive the development of infrastructure, education, quality of life and economy.




Key Weaknesses


1.      A need for more investment in the educational infrastructure.

2.      Need for a clear message (goals) internal & external.

3.      Need for a positive perception.

4.      Need for more public participation in capital improvement process.


     Key Strengths


1.      Laredo is the most technologically efficient trade processing land-port of the Americas.

2.      Laredo is strategically located and provides the shortest route from Canada to the tip of South America.

3.      Laredo has a multicultural community that provides a greater likelihood for unity of purpose.

4.      TAMIU offers the only international trade graduate program in the United States.


     Target Markets


1.      Legislative ignorance of border dynamics.

2.      Increased negative image do to heightened International crime.  

3.      Lack of adequate funding.

4.      Keeping up with infrastructure demand.

5.      Lack of adequate education.

6.      Lack of Public Awareness of City Governance role.

7.      Lack of Unity among all levels of Government.


     Key Success Factors


We must provide a safe and secure community for our families and all people residing,      

 conducting business, and visiting in our community.


To be successful, the city must be a catalyst for economic development through     

education, job training, and financial investment.


Must provide or seek partnerships to provide the amenities targeted to individual enrichment and/or recreation.


Key Success Factors/Trade


I.  Increase output per lane


A.  Technology

B.  Standardization

C.  U. S. Mexico Relationships


           II.  Increase Rail/Air Cargo


                 Establish an internal unit dedicated to the marketing & facilitating of trade.


           III.  Increase Tourism


                   Goal 1.


            Economic Prosperity


             Create a trade-based economic model which fosters economic wealth.




            A.  identify trade market & define needs.

            B.  Offer solutions to customers’ needs.

            C.  Implement a unified marketing effort to promote trade.

            D.  Maintain necessary resources to address future growth.


            Goal 2.  Safety and Health


Promote an environmentally sustainable community that is the safest and healthiest in Texas with the latest technology and quality services.




A.  Fire:  Respond to any fire emergencies promptly, and educate citizens on ways to

      prevent fires.


B.  Police:  Protect and serve the citizens of the community be enforcing the law, by

      criminal apprehension, and crime deterrence. 


C.  Environmental:  Protect natural resources from environmental degradation through

      community involvement and education.


D.  Solid Waste:  Maintain and promote a clean city through waste reduction and proper



E.  Health:  Provide disease control through health education, promotion, surveillance,

      and responsiveness.


F.  Traffic & Public Works:  To provide safe and efficient traffic movement within the

      city through implementation of intelligent transportation system technologies by

      aggressively implementing the City’s thoroughfare plan. 


            Goal 3. Quality of Life


To be the most livable city in Texas by fostering education, promoting sustainable   

neighborhoods, providing ample cultural entertainment and adequate recreational space.




A.  Education:  Create an environment where education is valued.  Provide materials and

      programs, utilize various media; partner with state and local agencies.


B.  Sustainable neighborhoods:  Beautification programs; rehab/revitalize

      neighborhoods, address high cost of land.


C.  Cultural entertainment:  Support cultural events; build facilities that preserve and



D.  Recreation/Space:  Provide adequate green and open spaces; provide affordable



            Goal 4.  Organizational Infrastructure


Provide progressive organizational support by being innovative in best practices and technology; and by resource creation, development and allocation. 




A.  R & D:  Development of a more efficient workplace through exposure to innovative

      practices and technology.


B.  Communication:  Develop internal and external communication to foster stewardship

      among employees and elected officials.


C.  Moral:  Instill pride and team unity by recognizing employees for innovative ideas

      and practices at all levels.


D.  Intergovernmental Function:  Continue to improve intergovernmental relationships.


E.  Resources:  Develop innovative financial and budgetary techniques and practices to

     fund new infrastructure and future operational growth. 


            Goal 5.  Safety and Health  Promote an environmentally sustainable community that is

             the safest and healthiest in Texas with the latest technology and quality services.




     A.  Fire:  Respond to any fire emergencies promptly, and educate citizens on ways to

           prevent fires.

     B.  Police:  Protect and serve the citizens of the community by enforcing the law, by

           criminal apprehension, and crime deterrence.

     C.  Environmental:  Protect natural resources from environmental degradation through



            B.  Ad-valorem tax rate.


     Elizabeth Martinez, Tax Collector/Assessor gave the following presentation:


      Current Year Collection Rate with Original Roll


      Tax year                                         Collection Rate                         % Increase

      2004 (est.)                                     97.00%                                                  .02%

      2003                                              96.98%                                                1.68%

      2002                                              95.37%                                                (.56%)

      2001                                              95.91%                                                  .87%


                  Prior Year Collection Rate with Original Roll


                  Tax Year                                       Collection Rate                                  % Increase

                  2004                                              41.65%                                                2.19%

                  2003                                              39.46%                                                7.15%

                  2002                                              32.31%                                                1.83%

                  2001                                              30.48%                                                1.44%


                  Truth in Taxation


                  A Guide for Setting Tax Rates


The Texas Constitution and the Property Tax Code embody the concept of truth-in-taxation to require taking units to comply with certain steps in adopting their tax rates. 


Four Principals in Truth in Taxations


Right to know of increases in property value and estimated taxes that could result from the new value. 


Most taxing units must publish effective and rollback rates before adopting an actual tax rate.


Most taxing units must publish special notices and hold a public hearing before adopting a tax rate that exceeds the lower of the rollback rate or the effective tax rate.


If a taxing unit adopts a rate that exceeds the rollback rate, voters may petition for an election to limit the rate to the rollback rate.


Effective Tax Rate


The effective tax rate is a calculated rate that would provide the taxing unit with about the same amount of revenue it received in the year before, on properties taxed in both years.


The Rollback Tax Rate


The rollback rate is calculated maximum rate allowed by law without voter approval.


It provides the taxing unit with about the same amount of tax revenue it spent the previous year for day to day operations, plus an extra 8 percent for those operations, and sufficient taxes to pay its debts in the coming year.




Preliminary Effective & Rollback Tax Rate comparisons


(Final calculations expected later this week)


                                                                  Tax year 2004                        Tax Year 2005

Effective Tax Rate                          .605067                                   .602735

Rollback Rate                                             .638270                                   .645241

Adopted Tax                                              .637000                                   .637000


City of Laredo Tax Rate History


Tax year                           Rate                                        Increase/Decrease from Prior

2005                                  .637000                                   .000000

2004                                  .637000                                   (.004761)

2003                                  .641761                                   .011227

2002                                  .630534                                   .054176

2001                                  .576358                                   .000000


            C.  Personnel issues, including proposed employee pay plan and employee health and         benefits plan.


                  Dan Migura, Administrative Services Director, gave the following presentation:


                  Proposed Pay Plan


                  2.5% (COLA) Cost of living adjustment


      Effective Date 09-25-05 – Except unless otherwise addressed in a Collective

      Bargaining Agreement. 


      Retain the current merit pay plan.


      Cost of Living Adjustment Summary


      2005-2006             2.5% Proposed COLA

      2004-2005             2.3%

                  2002-2003             2.8%

                  2001-2002             3.0%


                  Entry Level Wages of Index Cities


                  San Antonio                                   $8.75                           Laborer

                  El Paso                                           $8.57                           Laborer

                  McAllen                                         $8.30                           Laborer

                  Corpus Christi                                $7.60                           Laborer

                  Laredo                                           $7.48 (7.67*)               Laborer

                  Brownsville                         $7.43                           Laborer

                  Harlingen                                        $7.31                           Laborer


                  Average hourly salary $7.99


                  *  Proposed for 9-25-05


                  Entry level Wages of Local Entities


                  Location                                                     Title                                          Salary


                  Webb County                                             Custodian                                 $8.25

                  TAMIU                                                      Custodian                                 $8.05

                  City of Laredo                                            Custodian                                 $7.48 (7.67*)

                  U. I. S. D.                                                  Custodian                                 $6.70

                  L. I. S. D.                                                   Custodian                                 $6.51

                  L. C. C.                                                     Custodian                                 $6.40


                  Average hourly salary $7.18

                  Proposed for 9-25-05


                 Merit Distribution


                 Percentage of Increase                     Evaluation Score                       Evaluations Processed


                  0%                                                 2.5 or Less Below                    5



                 1%                                                  3.0 – 3.49                                34

                                                                        Occasionally below


                 2%                                                  3.5 – 3.99                                118

                                                                        Meets all Standards


                 3%                                                  4.0 – 4.49                                363

                                                                        Occasionally Exceeds  


                 4%                                                  4.5- 5.0                                    476

                                                                        Consistently Exceeds


                 Motion to instruct City Manager to implement recommended pay plan.


                 Moved:  Cm.  Garcia

                 Second:  Cm.  Amaya

                 For:     8                                          Against:  0                                            Abstain:  0




Escalating medical and prescription cost trends continue to deplete the City’s health and benefits funds. 


Since the plan was implemented in 1989 the following modifications have occurred:


1991 Rate Adjustment

1996  $10.00 Physician office co-payment introduced

October 2000 – 10% Rate Increase

October 2001 – 20% Rate increase and plan modification

October 2002 – 10% Rate Increase

October 2003 – 5% Rate Increase and plan modification

October 2004 – 5% rate Increase


Current employee health benefits plan adjustments last year


Increased medical contribution rate by 5%


Options considered


·        Increase deductible

·        Increase out of pocket maximum

·        Change prescription plan

·        Increase medical contribution rate

·        Introduce the core benefits medical plan with a reimbursement/savings

·        Establish maximum amount to be paid for multiple births; resulting from fertility treatment


Proposed Employee Health Benefits Plan


·        Increase medical contribution rate by 10%

·        Increase deductible from $250 to $500

·        Increase out of pocket from $1,000 to $3,000

·        Increase mail order for brand name prescription from $20 to $30

·        Implement the core benefit medical plan with a reimbursement/savings


      Proposed Dependent Medical Contribution


                                                Current                       Proposed                     Adjustment

      Regular Employee               $114.42                       $125.86                       $11.44


      Bi-weekly Deduction          $102.95                       $113.25                       $10.50


      Medical Claims


                                    Actual                          Budget Amount                       

      01-02                     $6,512,473                  $6,612,500                              +$100,027

      02-03                     $6,798,080                  $6,804,375                              -$    6,295

      03-04                     $9,690,796                  $9,027,338                              -$663,458

      04-05                     $8,566,787                  $8,036,017                              -$650,770


      05-06 $7,704,803 Proposed





      Prescription Claims


      01-02                     $1,175,257                  $1,127,646                              -$   47.611

      02-03                     $1,330,969                  $1,480,384                              +$149,415

      03-04                     $1,415,797                  $1,537,467                              +$121,670

      04-05                     $1,420,464                  $1,588,514                              -$   18,050


      05-06         $1,328,707 Proposed


      Stop Loss


      01-02                     $938,477                     935,126

      02-03                     $946,718                     $1,068,629

      03-04                     $897,195                     $   903,165

      04-05                     $913,528                     $1,020,982


      Proposed – 05-06  $1,463,910  Proposed


      Motion to wait on action recommendations until after a City Council Workshop.


      Moved:  Cm.  Belmares

      Second:  Cm.  Amaya

      For:     8                                         Against:  0                                            Abstain:  0


            D.  Proposed General Fund highlights.


      Martin Aleman, Budget Director, gave the following presentation:


      Consolidated Budget Total Available $469,568,491


      Permanent Fund                             $         62,273

      Enterprise Funds                             $180,948,048

      General Fund                                  $123,829,204

      Special Revenue                             $  80,186,773

      Debt Service                                  $  30,323,953

      Internal Service                               $  27,529,334

      Capital Improvements                     $  25,812,246

      Other Programs                              $       865,660


      Consolidated Operating Revenues  $354,248,255


      Debt Service                                  11%

      Bridge                                            11%

      Water                                              6%

      Transit System                                5%

      Solid Waste                                     5%

      Health & Benefits                           4%

      Sewer                                            4%

      Health                                            3%

      Other                                             3%

      Parks Capital Grant                        3%

      Airport                                           2%

      Police Program                               2%

      Community Development                2%

      Fleet                                               2%

      Risk                                               2%

      Sports & Community                      2%

      Hotel Motel                                    1%

      General Fund                                  31%


      Consolidated Operating Expenditures  $384,308,589


      Debt Service                                  10%

      Bridge                                            10%

      Water                                             6%

      Sewer                                            6%

      Transit System                                6%

      Solid Waste                                    5%

      Other                                             5%

      2005 Co                                        4%

      Health Benefits                               4%

      Health                                            3%

      Parks Capital Grant                        3%

      Special Police Programs                 2%

     Community Development                 2%

      Risk                                               2%

      Fleet                                               2%

      Airport                                           1%

      General Fund                                  29%


      General Fund Revenue


      Taxes                                             57.6%

      Charges for Service                        25.5%

      Franchise Fees                               5.4%

      Licenses & Permits             5.4%

      Fines and Forfeits                           2.5%

      Rents & Royalties                           1.2%

      Reimbursements                               0.6%

      Fees & Collections               0.6%

      Other Financing Sources                   0.6%

      Intergovernmental                0.04%


      General Fund Major Revenues


                                                            FY02-03                      FY03-04                  *FY04-05

      Property Taxes (M & O)                $25,326,758                $29,235,657          $33,423,414

      General Sales & Use Tax                $18,037,788                $19,552,556          $20,947,598

      Bridge Transfer                               $16,218,753                $16,578,708          $16,541,046

      Electric System Franchise Fee         $  3,907,595                $  3,904,908           $ 4,185,717


      *    Estimated


      Tax Rate History

                                    FY02-03                      FY03-04          FY04-05          FY05-06

      Debt                       0.145776                     0.141113         0.128323         0.125231

      M & O                   0.484758                     0.500648         0.508677         0.511769


                  Tax Collection Rate on Original Levy


                  FY02-03                            FY03-04                      FY04-05                      FY05-06

                  95.37%                              96.98%                        97.00%                        97.50%




                  FY02-03                            FY03-04                      FY04-05*                    FY05-06*

                  $5,553,035,309                 $6,084,943,926           $6,759,761,224           $7,436,736,008


                  Sales Tax Trend History


                                                            FY02-03          FY-3-04           FY04-05*        FY05-06*

                  Arena’s Allocation  $  4,509,447    $  4,822,212    $  5,230,348    $  5,662,179

                  Transit’s Allocation $  4,331,368    $  4,690,014    $  4,915,856    $  5,161,649

                  City’s Allocation                 $18,037,788    $19,552,556    $20,947,598    $22,728,147




                  General Fund Expenditures by Activity


                  Traffic                                             3.6%

                  General Government                       12.2%

                  Cultural & Recreational                     9.3%

                  Other Financing Uses                      10.7%

                  Public Works                                   6.3%

                  Health & Welfare                             0.4%

                  Public Safety/Police/Fire                 57.5%


                  General Fund Expenditures by Category


                 Debt Service                                   0.04%

                 Capital Outlay                                 0.31%

                 Other Charges                                 1.76%

                 Materials & Supplies                       5.25%

                  Intergovernmental Transfers            5.78%

                  Contractual Services                     12.94%

                  Personnel                                     73.92%





                                                            FY02-03          FY03-04          FY04-05*        FY05-06*


                  Engineer/Public Works       $  3,867,169    $  4,056,282    $  4,294,274    $  4,892,133

                  Cultural & Recreation         $  5,150,024    $  5,703,290    $  5,946,548    $  6,922,607

                  General Government           $  7,655,020    $  8,565,490    $  9,471,028    $10,538,462   

                  Public Safety                      $49,162,062    $53,279,827    $54,851,922    $59,089,759


                  Time Equivalents

                  General Fund Only FY02-03          FY03-04          FY04-05*        FY05-06*

                  Engineering/Publicworks         117.00         118.50             105.50             105.50

                  Culture & Recreational           199.56         202.67             199.18             199.18

                  General Government               192.34         205.34             199.79             207.37

                  Public Safety                          767.50         766.25             761.42             775.42


                  FTE History

                  (All Funds)             FY02-03          FY03-04          FY04-05*        FY05-06*

                  Transit System                       189.25          181.31                179.31             179.31

                  All Other                            1,005.03          992.99             1,104.21          1,082.65

                  General Fund                      1,276.40          1,292.76          1,265.89          1,287.47


                  Consolidated Closing Balance  $85,259,902


                  General Fund                                  15.76%

                  Special Revenue Funds                   25.49%

                  Debt Service                                    6.21%

                  Enterprise Funds                             51.30%

                  Internal Service Funds                      1.15%

                  Permanent Funds                              0.07%

                  Other Programs                                0.02%

                  General Fund                                  15.76%


                  General Fund

                  Closing Balance History


                  02-03                                 03-04                           04-05                           05-06

                  10,020,026                        10,327,107                  13,433,977                  13,433,977


            E.  Engineering/Public Works Department funding and operations, and status of           

                  construction projects.


      Rogelio Rivera, City Engineer, gave the following presentation:


      Mission Statement:


To plan and implement City infrastructure, and to provide quality control/inspection of construction.


Engineering/Public Works Department


Performance Measures


2004-2005 Construction Projects


Babe Ruth Baseball Field Fencing

Zacate Creek Linear Park III, IV & V

Farias Community Center

Landfill Parking Lot

Ejido Ave.  Extension

Santa Rita Park

El Metro Bus Bays

Los Obispos Phase 1

Arkansas Ave./ Clark Blvd. Reconstruction

San Eduardo Ave. / Sanchez St.  Reconstruction

Market/Bartlett Intersection Reconstruction

CDBG Sidewalks Projects (25 thru 30)

Highlighted projects assigned to Public Works for 2004-05 are the following:


Eastwood Park Phase 2

Cielito Lindo Blvd.  Access

Villa del Sol Resurfacing (45 blocks)

Lyon St.  Paving Project

McPherson Widening (Villa/Mahogany)

Shiloh/Orange Blossom Drainage and Paving

San Lorenzo Paving Project

City Wide Resurfacing Project

McPherson Acres Drainage Improvements

Chacon Creek Tributary Drainage Improvements

Gale Street Drainage Improvements

El Metro – Transit Sidewalks

Ejido Sidewalks


2004-05 Projects Designed In-House


McPherson Widening – villa to Mahogany

Farias Recreation Center Si9te Drainage Improvements

DD Hachar Recreation Center Site Drainage Improvements

Bridge 5 Concept Plans

Eastwood Park Parking Lot Grade Modifications

Lyon at Tilden Intersection Reconstruction

Springfield Hillside Intersection Reconstruction

Springfield at San Pedro Intersection Reconstruction

Springfield at Ash Intersection Reconstruction

Springfield at Mann Rd.  Intersection Reconstruction

Springfield (San Pedro – Olive) Curb Realignment and Sidewalk improvements

Iturbide/San Agustin Parking Lot Conceptual

Iturbide/Santa Ursula Parking Lot Conceptual

El Metro = Transit Projects

Ejido Sidewalks



Surveying Work

                                                                  10 Month                                 12 Month

                                                                  Subtotal                                    Projected

Boundary Surveys                                      39                                            48

Construction Surveys                                  65                                            78

Street Closing Surveys                                12                                            15

Misc.  Surveys                                            42                                            50

Total                                                          158                                          191


2004-2005 Infrastructure Improvements


178            Construction Projects               $100,364,971

Prof.  Service Contracts                              $    8,312,448

Total Number of subdivisions                                      106

Total Sub. Improvements                            $  53,387,278

Street Cut Permits Issued                                         3,442

Paving                                                        915 Blocks

Sidewalks                                                   797 Blocks

Storm Sewer                                              53,026 LF

Sanitary Sewer                                           210,232 LF

Water                                                         223,400 LF

Lots (Subdivision)                                       4,186 Lots

Acres (Subdivisions)                                   1,263 Acres

Buildings                                                     75,653 SF


Subdivision Growth


FY2000 –  73

FY2001 – 55

FY2002 – 56

FY2003 – 80

FY2004 – 113

FY2005 -   106


$6.0 M  Transit Sales Tax Projects Status


Bartlett/Saunders intersection – Prelim Plans. – pending Row Acq.

Calton Road Reconstruction

·        San Francisco – San Dario:  Complete P.W.

·        Sta.  Ursula – 800’ West of San Bernardo:  Award Feasibility Contract

Hillside/McPherson Intersection:  Prelim.  Plans/ Pending ROW Acq.

Market/Bartlett Intersection:  Construction Contract Awarded

Sidewalk/Malinche Intersection:  100% P. W.

Santa Maria – Industrial to Del Mar:  Plans 90%

Gustavus/Tapeyste Intersection:  100% P. W.

Springfield Intersections:  P.W.

Hillside:  50%

San Pedro:  100%

Ash:  100%

Frost:  0%

Gustavus:  0%

Corpus Christi:  100%

Mann Road:  100%

San Eduardo-Sanchez:  Construction Contract Awarded

McPherson Widening

Villa/Mahogany 2200 l.f. 30% P.W.

Mahogany – Shiloh:  0%

Bartlett Sandman-Hillside:  Preliminary Plans, Pending ROW Acq.

Bus Bay US 83 @ Cielito Lindo:  Deferred

Arkansas/Clark Interseciton:  Construction Contract Awarded

Concord Sub. @ Hwy 359 Entrance:  80% PW


Bond 2005 – 2006 Projects


Maryland/Taylor Drainage Improvements

Flecha lane Drainage Improvements

Zacate Creek Upper Reaches Concrete Channelization


Goals & Objectives


To complete 2004-2005 Projects

To Implement 2005 – 2006 C. I. P’s


Public Works FY2004-2005



                  The following presentation was given by John Orfila, Public Works Director.


                  Projects Completed


                  Sidewalk Projects                                                     8

                  Paving Projects                                                       43

                  Drainage Improvements Projects                             15

                  Curb & Gutter Projects                                            6

                  Velley Gutter Projects                                               5

                  Mic.  Construction Projects                                    46


                  Total                                                                      123


                  Performance Measures


                  Street Paving Projects                                             187 Blocks

                  Storm Drainage Maintenance                                  1,348 Inlets

                 Creek Maintenance                                     156 Acres

                  Building Maintenance                                              1,450 Work Orders

                  Street Maintenance – Pro Patchers             10,921 Pot Holes

                  Street Cleaning – Sweepers                                    18,720 Lane/Miles

                  Right of way Maintenance                           101 Miles

                  Branch Collection                                                   6,485 Tons

                  Martingale Drainage Improvements

                  Martingale Drainage Improvements

                  Upper Zacate Creek Drainage Improvement

                  Texas/Santa Clara (Tinaja Creek) Drainage Improvements

                  Rancho Viejo Drainage Improvement

                  Rancho Viejo Drainage Improvements

                  Chacon Tributary Drainage Improvement

                  Chacon Tributary Drainage Improvement

                  Calle Del Norte Culverts

                  Springfield/Mann Road Concrete Project

                  Springfield/Mann Road Concrete Project

                  Concord Hills Concrete Project

                  Laredo Animal Shelter Concrete Project

                  Malinche/Stewart Street Resurfacing Project

                  Malinche/Stewart Street Resurfacing Project

                  San Lorenzo Street Resurfacing Project

                  Preston Street Resurfacing Project

                  San Bernardo Street Resurfacing Project

                  Lyon Street Resurfacing Project

                  Esperanza Drive Street Resurfacing Project

                  South Malinche Street Resurfacing Project

                  Gustavus/Buena Vista Street Resurfacing Project

                  Edgewood/Winrock Street Construction Project

                  4600 Springfield Sidewalk Project

                  3600 Juarez Sidewalk Project

                  South Ejido Sidewalk Project

                  Springfield/San Pedro Widening Project

                  McPherson Widening Project

                  Eastwood Park Project

                  Milmo/Pierdra China Special Project

                  El Portal Industrial Park Sara/Gato

                  Unitec Industrial Park South Unitec/Carriers

                  Santa Maria/Zarazoza Parking Lot

                  Airport Viewing Area Parking Lot

                  Airport Long Term Parking Lot

                  Downtown Maintenance

                  Street Cleaning Sweeper

                  Street Maintenance Pro-Patcher

                  Laurel Street Speed Humps

                  Creek Maintenance

                  Right-of-Way Maintenance

                  Operation Clean-Up

                  Branch Collection

                  Curb Maintenance

                  Fire Station # 3 Building Rehabilitation

                  Emergency Response





            F.  Police Department funding and operations.


                  Agustin Dovalina, Police Chief, gave the following presentation:






                  Laredo Police Department Budget Presentation


                  Mission Statement


      It is the mission of the Laredo Police Department to enhance the quality of life

      in Laredo by establishing a partnership with the community in an effort to preserve life,

      protect property, and enforce the law. 


      Uniform Services

      Accident Reconstruction

      Report Writing


      Support Services


      Bomb Unit


      Community Services

      Community Relations Unit

      1,300 Laredo Area Children received toys at Christmas from the Blue Santa


      911 Dispatch Center


      New Department Advances


      Establish of first ever Laredo Bomb Unit

      Continued issuance of high powered weapons, lighter ballistic vests, and higher

      retention holsters to all of our police officers.

      Further expansion of crime intelligence gathering capabilities.


      Police Department Outlook


      The acquisition of Digital Trucking and modernization of our communication system.

      To receive 2.4 million dollars from state grants for Digital Trucking system.

      Increase Sworn Personnel to meet Laredo’s growing needs.           


      Performance Measures


      Traffic Citations


      2003-2004          93,316

      2004-2005          95,526


      Violent/Property Crime




      Violent Crime                     1,107

      Property Crime                 11,771




      Violent Crime                       1,360

      Property Crime                   13,772




      Violent Crime                       1,087

      Property Crime                   15,458


      Statistics are from the Uniform Crime Report of 2004


      Emergency/Non-Emergency Calls


                                                2001                2002                2003                2004

      Emergency             111,810           124,068           118,153           111,923

      Non-Emergency                 355,742           310,483           313,200           307,748




      2002          7,137

      2003          8,432

      2004          7,678


      Murder Rate


      2001          9

      2002          7

      2003          29

      2004          15       

      2005          15  (As of August 2, 2005)


      Laredo Police Officers


      Laredo’s Population – 201,139

      Number of Officers – 410 (FTE)

      Laredo’s Officers per one Thousand population – 2.0

      Recommended National Standard Officer per Thousand Population – 2.3


      Motion to adjourn.




      Moved:  Cm.  Agredano

      Second:  Cm.  Amaya

      For:     8                                         Against:  0                                            Abstain:  0


            G.  Fire Department funding and operations, including Fire Prevention and

                  Suppression, EMS & ambulance service, and the Laredo International Fire and

                   Law Enforcement Training Facility.


                  Fire Chief Sosa gave the following presentation:


                  Major Accomplishments fiscal year 2004-2005


Ground Breaking and construction initiated for Fire Station # 14 Cielito Lindo.  Completion slate for late November.


Replaced Fire Engine # 9 on Mines Road.

Remodeled and expanded the Airport Fire Station.

Received a new ambulance for Fire Station # 9.

Ordered a new ambulance for Fire Station # 14.

Negotiated and finalized training center contract with TEEXS.

Activated Aerial Truck # 3 at Fire Station # 12, Bob Bullock Loop.

Revised and implemented standard operating procedures for all civilians.


Significant Performance Measures


 EMS Responses


01/02                     15,575

02/03                     15,419

03/04                     16,734

04/05                     17,500 (estimated)

05/06                     18,500 (projected)


Total patients


                  01/02                     19,727

                  02/03                     20,529

                  03/04                     19,271

                  04/05                     21,900 (estimated)

                  05/06                     22,700 (projected)


                  Fire Responses


                                                EMS               FIRE


                  01/02                     5,721               9,837

02/03                     5,278               10,949

03/04                     5,218               11,543

04/05                     5,974               13,662 (Estimated)

05/06                     6,300               14,200 (Projected)


Hazardous Materials Emergencies


01/02                     15

02/03                     10

03/04                     9

04/05                     5          Estimated

05/06                     5          Projected


Fire Inspections


                                          02/03               03/04               04/05               05/06

Fire inspections                   3300                2,385               2,196               2,500

Fire Investigation                224                  203                  224                  200

Plat/Plan Reviews               344                  675                  628                  770


Laredo Int’l Fire/Law Enforcement Training Center


Due to regulation and standard a set forth by the Texas Commission on Fire Protection and the Texas Department of health, an instructor/student ratio of (1:10) must be observed at all times.


To comply with these regulations the Fire Department must utilize both in house and international training staff members to conduct mandatory early continuing education classes in multiple fire service disciplines. 


Revenues:  International Training (Fee schedule) $100,000

                   College Revenue (Continuing Ed) – Inactive

                   TEEX Cooperative Agreement - $49,000


      Mandatory Continuing Education:


      Fire Suppression                       24 Hours

      EMS                                        40 Hours

      Hazmat                         20 Hours

      Fire Prevention             20 Hours

      ARFF                                      44 Hours

      Arson Investigators                   20 Hours


      Cadet Recruit Training


      1,917  Hours of Training


      Progress Report for the International Training Facility


      01/02                 18,716.00

      02/03               161,790.00

      03/04               111,315.00

      04/05               143,000.00  (Estimated)

      05/06               143,000.00  (projected)


      Training Impact Fees


The Training Center has helped the Laredo Fire Department in saving monies for the city by conducting out own in-house training sessions for our personnel.


ARFF live burns @ DFW:                    $32,035

ARFF CE Training @ DFW                 $16,500

Fire Suppression CE (20 hours)            $42,875

Hazmat CE Training (20 hours) $  6,250

Texas A & M Fire Academy                $133,876


Fire Suppression Training Total Savings Cost $221,535


Progress Report for Fire & EMS Grants

                        Fire                              EMS

02-03               157,000                       18,197.00

03/04               1.2 Million                    18,784.00

04/05               1.4 Million                    15,062.25

05/06               1.1 Million                    42,000.00


Personnel History


Laredo Fire Department Personnel (Uniformed)


99/00               259

00/01               271

01/02               278

02/03               332     

03/04               332

04/05               333

05/06               333


Laredo Fire Department personnel (Civilians)


97/98               6

98/99               6

99/00               6

01/02               8

02/03               8

03/04               8

04/05               8

05/06               8


Major programs proposed for FY05-06


Completion of the Cielito Lindo Fire Station, Sta.  # 14

Activate Engine # 14 (Fire Pumper)

Activate RQ # RQ # 9114 (MICU Ambulance)


Motion to leave additional  funds in the Fire Department for future purchases in case there are monies available from the contract between the Fire Department and Webb County


Moved:  Mayor Pro Tem Valdez

Second:  Cm.  Belmares

For:     8                                               Against:  0                                Abstain:  0


            H.  Solid Waste Department funding and operations including sanitation and land fill           operations.


                  Mission Statement:


                  Maintain and promote a clean city through waste reduction and proper disposal.


                  Number of Households – Refuse Collection


                  2000 – 2001          43,498

                  2001-2002             44,514

                  2002-2003             45,421

                  2003-2004             46,874

                  2004-2005             49,977


                  Transition to Automation


                  Route to Improvements (Reduced form 31 to 24)


                  Transition to Automation


                  Route improvements (reduced from 31 to 34)

                  Zip code system for pickup

                  Recycling and lawn clipping crews

                  GPS Tracking


                  119,000 Pounds of recycling in Blue Bags collected per week in 2004

                  Over 10,000 lawn clipping bags are collected each week.


                  The GPS Truck Route History will help make trucks fuel efficient.


                  Dramatic Safety Improvement


                  Solid Waste Department Workers Comp Cases by Year


                  00/01         67 Cases          $291,074

                  01/02         36 Cases          $282,670

                  02/03         54 Cases          $284,141

                  03/04         33 Cases          $128,879

                  04/05         15 Cases          $87,022



                  Reduction in Refuse Collector Positions


                  01-02         87

                  02-03         84       

                  03-04         79       

                  04-05         62

                  05-06         56


                  Landfill Operations


                  Passed TCEQ Inspection on July 12 & 13, 2005

                  Processed over 344,700 Tons

                  Served over 116,500 Customers


                  Landfill Waste Processed by Year


                  2001          268,148 tons

                  2002          320,820  tons

                  2003          324,023  tons

                  2004          344,769  tons

                  2005          379,246  tons


                  Working Face Disposal Operations


                  Leachate Management

                  Methane Gas Management

                  Posi-Shell Used as alternate daily cover and slope erosion control

                  White Goods Recycling

                   Used Tire Collection

                   Yard Waste and Branch Recycling


                  2005-2006 Major Projects


                  Complete Stormwater Perimeter Channels Surrounding Landfill

                  Continue Methane Gas Mitigation

                  Construct Composting Facility

                  Perform Complete Survey and Site Life Study

                  Begin Construction on Cell No.  17

                  Construct Citizen Drop-Off Center


                  Citizens Drop Off Center Concept


                  Solid Waste Department Functions


                  Residential and Business Refuse

                  Downtown Trash (Store and Pedestrian)

                  Recycling Blue Bags – Residential and Business

                  Yard Waste (Bush and lawn clippings)

                  Used Oil & Filters

                  Dead Animals on Public Right of Way

                  Tires at Special Collection Events


                  Recyclables Collected

                                                                                                2002                2003                2004

                  Blue Bag Tonnage Collected                                   3854                2989                3095

                  Recycled materials Processed for Sale                    922                  1596                1718

                  Recycle Materials Land filled/Trash             2926                1393                1376


                  Monthly Initiatives to Promote Recycling


                  Contests – Earth Day Posters, Aluminum cans

                  Collection events

                  Recycling presentations

                  Arts and Craft recycling demonstrations

                  Recycling Presentations at schools

                  Recycling Presentations at Recreation Centers

                  Contest among the Recreation Centers

                  Library Arts and Craft Demonstrations with Recyclables

                  Phone Book Drives


                  Solid Waste Department Community Outreach Events


                  Cash for Tires

                  Distribution of Cans

                  Hazardous Material Events

                  Annual Paisano Rest-stop Event

                  Collection of Christmas Trees

                  Used Antifreeze, Appliance and used Oil Recycling Event

                  Washington’s Birthday Parade Events

                  The Jamboozie Event

                  Branch Clean-Up collection

                  Home and Garden show

                  Dia de los Ninos

                  Avenida San Bernardo Event

                  Seven Flags – Seven Culture Festival

                  Distribution of Flyers for Water and Recycling Pick-up changes


            I.  Traffic Department funding and operations.


                 Roberto Murillo, Traffic Director gave the following report:


                 Mission Statement: 


To effectively administer the maintenance and operation activities of the Traffic Safety Department ensuring that all traffic safety related citizen concerns are carefully analyzed and addressed in a timely manner and that all traffic control devices throughout the City are property maintained to minimize accident risks to vehicles and pedestrians. 


Traffic Safety Department:


General Fund 101


2610           Traffic Administration

2611           Engineering

2613           Signals

2614           Signs

2622           Markings

2650           Street Lighting


Traffic Safety Department


Major Maintenance Responsibilities:


225             Traffic Signals

110             School Flashing Beacons

23               Intersection Flashing Beacons

700,000      Linear Ft.  Pavement Markings

650             Crosswalks and RR X-ings


Other Major Responsibilities:


Oversee speed hump installation program

Develop and implement traffic signal timing programs

Conduct traffic signal and traffic sign studies

Design and install new and upgraded traffic signals

Administer the operation and maintenance of over 9,500 street lights citywide

Design and implement pavement markings and traffic sign plans

Review road construction and subdivision plans

Oversee the utility Coordination Committee


Major Projects                  FY04-05


District VI               McPherson Road/Sterling Loop                        completed

District II                 Saunders/Paul Young Driveway                        75% Complete

District VI               Del Mar Blvd/Winfield-Alexander                     95% Complete

District VI               McPherson Rd./Country Club                           10% Complete

District III/IV           Corpus Christi/Meadow – Seymour – Cedar    60% Complete

District IV               Springfield Ave./Clark – Gustavus                     40% Complete

All Districts  Speed Hump Installations – 17 Inquiries,

                               14 locations studied, 9 qualified


All Districts  Traffic Signal Mast Arm – Street Name Sign Replacement


ITS – Intelligent Transportation System


ITS Master Plan for the City of Laredo completed January 2005.  Added six traffic signals to the central computer traffic control system.  Installed two wireless cameras for traffic surveillance.



Proposed Projects


Traffic Signal (Wood pole to Steel Pole) Upgrades (3 Intersections) $150,000

Traffic Signal Controller/Cabinet upgrades (Six Intersections) 100,000

Initiate ITS Project Implementation


             J.  Health Department funding and operations.


      Doctor Gonzalez presented the following video:


      Video Segment of Participant saying “Thanks for the services of the Health  

      Department.”  For more than 60 years, the City of Laredo Health Department has been

      the leader in the prevention of disease, the improvement of health status, the prolonging

      of life, and the promotion of conditions conducive healthful living. 


The Health Departments divisions and programs focus on the prevention of diseases through education and direct community involvement.  Our staff consists of over 200 experts in their fields who serve their families and their friends on a daily basis. 


Why Health Department Services are important to them.


The Preventive Health Divisions Immunizations, Tuberculosis Elimination, and HIV/AIDSS Prevention Programs are at the front line of issues concerning preventable diseases.


The Adults and Children Immunization Program provides age appropriate immunizations to city and county residents to prevent vaccine preventable diseases.  For the past two years, this program has achieved 100% coverage in children 12 – 35 months of age as per the Department of State Health Service’s CASA survey.  The Adult Immunizations program provides Flue and Pneumonia preventive vaccinations to eligible adults as well as basic immunizations of tetanus and measles.  Low cost quality care has always been the characteristic of the Health Department.


The Tuberculosis Elimination Program works to reduce the incidence of Tuberculosis among the residents of “Los Dos Laredos”.  The rate of TB along the Texas-Mexico Border is three times that of the rest of the state.


The HIV/AIDS program is comprised of several components which carry out the functions of educational counseling and/or treatment of this infection.


Direct patient care is provided through the Patient Care Division’s Dental health Services, Perinatal Care, Well child, Family Planning Clinic, and the La Familia Primary Care Services. 


The Dental Health Clinic provides comprehensive dental health services to indigent children from 4 to 18 years of age with a focus on preventive dentistry and education.  New this year is the dental clinic for adults.  This new service will also focus on preventive dentistry and education.


Dr.  Trevino “Talking about patients in need” The Well-child Clinic provides assessments and developmental screenings for any eligible child from birth to the age of 21.  The Family Planning Clinic provides quality medical/health services to women of childbearing age while assisting in planning pregnancies.


The La Familia Primary Care Service offers comprehensive primary care and preventive Health services to patients with diabetes, high cholesterol, and high blood pressure. 


LAB Services


Working behind the scenes to provide the data necessary to combat preventable disease, the CLHD’s Laboratory has successfully participated in several proficiency testing program, such as the American Association of Bioanalysts, Bayer Urinalysis Performance Check Program and Lab Proficiency EPA Performance Testing Program for water microbiology testing.


Emergency preparedness is a priority for the laboratory.  Renovations are underway to accommodate new equipment that will pave the way for a Biosafety Level 3 Certification. 


Laboratory services report an average of 11,400 tests performed per month.  Clients are referred from providers such as Gateway Community Health Center and private physicians in both Laredo and Nuevo Laredo.


The laboratory perform proficiency testing in urine, chemistry, urine pregnancy syphilis serology, gram stain, urine cultures, and water bacteriology. 


The largest in terms of caseload and manpower if the Nutrition Services Division.  This division, through the Women, Infants, and Children Program, serves over 20,000 participants monthly.  The WIC Program is designed to detect nutritionally “at risk” women, infants, and children and provide assistance to promote healthy lives.


In addition to basic WIC Services, the WIC Program sponsored its first Kids Summer Camp.  The Camp provided nutrition education, healthy snack preparation, and physical activity for over 120 children ages 4 – 11.


The Healthy Learning Center is a new addition to the Nutrition Services Division.  The center promotes healthy lifestyles though hands-on-cooking classes and nutrition education.  


Perhaps the most visual of the Health Department divisions is the Environmental Health Services Division.  This division is charged with protecting our environment in the areas of food sanitation, general sanitation, and rabies protection.


In Food Sanitation, sanitarians monitor 1,275 permanent and 600 temporary food service establishments.  The division coordinates food handler and food service manager certification program.  Sanitarians also coordinate the inspection program for Septic Tanks, Subdivision Development, Tattoo and Body Piercing establishments.


In Animal Control, wardens are tasked with preventing rabies from spreading from our wild animal population into our domestic population.  Wardens operate through the city and county capturing loose stray animals and enforce state pet vaccination laws.  Animal Control Wardens, like sanitarians, inspectors, nurses, and preparedness staff respond to calls 24 hours a day. 


Leading the way in prevention, the Public Health Education and Promotion Division works to implement, promote, and sustain community-based health education and health promotion activities.


The Buena Vida program provides a health awareness screening for the community which consists of a CHEM 24 blood test.  This screening includes fasting glucoses, lipid profile, minerals, plus liver and kidney functions.  About 500 persons per month go to the Buena Vida Clinic to be screened using the CHEM 24 blood test.


The Children’s Health Insurance Program provides health insurance for children 0 – 18 years of age at a price that fits the family’s budget.  In addition to CHIP education, the “promotoras” also provide Medicaid orientation, facilitate enrollment, and provide health education on key public health services as well as provide information on how to access health care services.  During 2004, 6,554 children from three counties were enrolled by the CHIP staff.


Working to better our community through preparedness for the unexpected, the Public Health Preparedness, and Epidemiology Division covers Webb, Jim Hogg, Zapata, and Duval counties.  The mission of this Division is to detect public health threats as early as possible through widespread surveillance, to control the spread of harmful diseases, and to provide public health disease prevention strategies.  This division has worked with fire, police, state, and federal agencies on both sides of the border to prepare our communities on how to respond to acts of terrorism.


Finally, the Office of Vital Statistics Program has received the exemplary 5 Star Vital Registration and excellence award from the Texas Department of Health seven years in a row.


So whether it is:

Public Health Preparedness and Epidemiology

Vital Statistics


Animal Control

Environmental Services

Health Education

Laboratory Services

Maternity Services


HIV/AIDS Prevention

Dental Services

La Familia Services

TB Elimination

The Health Department is here to serve you!


You have just seen an overview of your Health Department which meets its responsibility in disease control, wellness, and preparedness for current public health threats and plans for the future against new, and emerging diseases.  Your health department partners and serves as a liaison with several providers locally, statewide and nationally to assure health care and health care access.


The Health Department funding sources are numerous.  The major portion of our revenues 58% comes from the State and 26% is from general revenue and the rest comes from other sources.  As in the past, with the City’s support, no services have been eliminated.  In the future, we will look to general revenue for additional support.


A comparison for use of both General revenue and State/grant funds show the majority of general revenue supports Environmental/Food inspectors, animal control, laboratory, and patient care as well as support operations.


Our Operational Budget indicates a steady increase since FY 2003, and it also indicates a proportionate increase in the General Fund transfer in.


Public Health and, in turn, the Health Department have many health challenges which we prepare to train and plan for.  This year the Health Department developed a strategic plan to assure we are ready to meet our current and future challenges through specific objectives and activities.


The City of Laredo Health Department’s strengths and opportunities are evident in the procedures of “best practice” models, new initiatives, disease investigations and partnerships for research.


As in the past, the Health Department continues to work in collaboration with our sister city on various joint health isues which we address through binational cooperation of the Los Dos Laredo Binational Council and by hosting Binational meetings such as United States Mexico Border Health Association (USMBHA) annual meeting.


Your Health Department is being proactive and innovative in seeking resolutions to our many challenges.  Some of our stellar efforts are our National Institute of Health partnership, WIC’s Children’s Summer Camp Nutrifit, and our new Healthy Learning Center which is used for nutritional food class preparation.


Public Health Structure


Where our Funds come from:  FY06 Revenues


DSHS Grants                                 DSHS/Clinic Fees                    City General Fund

Other Governments                        Services Fees                           Inkind (LISD)


Health Challenges


Chronic Diseases/Tuberculosis

West Nile & Dengue Fever


Environmental/Occupational Exposures

Children:  Asthma, Poisoning, Lead, Sanitation

Women:  Dose Response

Occupational:  Industrial & Agricultural

Biological/Chemical Threats


Strengths & Opportunities


Surveillance and Reporting

Prompt Intervention by Highly Trained Staff

Appropriate Equipment, Diagnostic, and Laboratory

Planning and Simulations

Research and Solutions



Los Dos Laredos Binational Council


Obesity, Cardiovascular Disease and Diabetes

Tuberculosis, HIV/AIDS and Hepatitis B & C

Emerging diseases

Environmental Health and Vector Control

Bioterrorism and Preparedness

Adolescent health & Maternal Child health


            K.  Airport Department funding and operations.


                 Jose Flores, Airport Director, gave the following presentation:



                 2001           Down by 8%

                 2002           Up by 8%

                 2003           Down by 1%

                 2004           Up by 10%

                 2005           Up by 18% (Estimated)


                 Air Cargo Activity – Gross Landed Weight (GLW) in Pounds


                 2001           Down by 51%

                 2002           Up by 22%

                 2003           Up by 4%

                 2004           Up by 35%

                 2005           Up by 15% (estimate)

                 2006           Up by 15%  (estimate)



                 Fed Ex upgrade to Airbus 310

                 DHL upgrade to DC-9

                 La Ventures – New Cargo Facility



                 Advancing Mayor’s and Council’s Strategic Plan to Develop a Regional Medical Center.


                 Public Land Sale – Ernest Health, Inc.  34,730 Sq. Ft ROW


                 Gateway Community Health Center, Inc.


                 Projects Completed in FY 2005


                 Airport Rescue Firefighting Facility Station No. 6

                 Improvements include:

                 New roof

                 Enlarged bay doors

                 New training room




                 Local:                      $58,060

                 Federal:                   $409,195

                 Total:                       $467,255


                 Passenger Terminal Landscaping Project


Landscaping project consisted of planting 134 Live Oak trees, 213 Crape Myrtles, 40 Wild Olive trees on ground immediately in front of the passenger terminal.




Local: $195,370

Federal:  $  0

Total:  $195,370


Baggage Cart System


The Baggage Cart System was implemented in March 2005, allowing customers to rent a Baggage cart for $2 and receiving a reward for return of $0.50.


Aircraft Viewing Area


Improvements include:

Paved parking lot

Security lighting

FM Transmitter – FM 89.5

Relocated Fence



Local:          $24,600

Federal:       -0-

Total:           $23,600


Rehab Taxiway G


Improvements include a 50’ Wide x 1,200’ long section replaced asphalt surface with 6” cement treated base and 15” of Portland Concrete.



Local:          $  79,387

Federal:       $714,480

Total:           $793,867


Rehab Taxiway A


Improvements include 50’ wide x 3,000’ long section replaced asphalt surface with 6” cement treated base and 15” of Portland concrete.




Local:          $    63,158

Federal        $1,200,000

Total           $1,263,158


Airport Access Road


Improvements include 4.6 miles of access road along the inside perimeter of the airport.




Local:          $123,492

Federal:       $1,111,429

Total:           $1,234,921


Automated Weather Sensors System


AWSS automatically collects, measures, processes, and broadcast local weather conditions and runs 24/7 and can be accessed by dialing (956) 712-8640.



Local:                      $-0-

Federal:                   $600,000

Total:                       $600,000


Precision Approach Path Indicator (PAPI)


The PAPI provides the pilot with a safe and accurate glide slope on final approach to the runway.




Local:  -0-

Federal:  $160,000

Total:     $160,000


Completed Projects – Funding Summary:


Local                                              Federal                                               Total


543,067                                          4,195,104                                            4,738,171


Rehab Taxiway D


Improvements include 50’ wide x 2,000’ long section replaced asphalt surface with 6” cement treated base & 15” of Portland concrete.




Local:          $1124,140

Federal:       $2,358,662

Total:           $2,482,802


Rehab Portion of G. A. Apron (Phase I)


Improvements include reconstruct a portion (400’ x 450’) of the vintage 1943 General Aviation Apron with 6” inch cement treated base & 15” inches of Portland concrete.




Local:          $110,241

Federal:       $2,094,580

Total:           $2,204,821


Rehab Portion of Runway 17R


Improvements include reconstruct approximately 150’ wide x 1,900’ long replaced the asphalt surface with 6” cement treated base & 15” Portland Concrete.




Local:          $          $185,757

Federal        $          $2,529,379

Total:           $          3,715,136


Rehab Taxiway B


Improvements include 50’ wide x 550’ long section replaced asphalt surface with 6” cement treated base & 15” of Portland concrete.




Local:                      $ 35,309

Federal:                   $670,880

Total:                       $706,189


Nose Tether for Airbus 310


The Nose Tether consist of a thick slab of concrete with an anchor to weight down the front (Nose) of the Airbus 310 aircraft while aircraft is being loaded and off-loaded.




Local:                      $31,404

Federal:                   $ -0-

Total:                       $31,404


Demolition Project


Asbestos abatement and demolition of 11 buildings including the former LPD Building.




Local:                      $547,310

Federal                    $  -0-

Total:                       $547,310


Engineering Materials Arresting System  (EMAS)


Improvements include materials placed at end of runway 35L (Approximately 363’ long x 170’ wide) that will predictably and reliably crush under the weight of an aircraft traveling off the runway and bringing the aircraft to a safe stop within the confines of the overrun area.




Local:          $265,000

Federal:       $5,035,000

Total:           $5,300,000


Ongoing Projects – Funding Summary:


Total           Local                            Federal                         Total

                   $1,299,161                  $13,688,501                $14,987,662


Projects FY05-06


Land acquisition

·        RPZ

·        Development

·        Compatibility

Phase 2 of NE Cargo Apron

Phase 2 Rehab of GA Apron

Construct Federal Inspection Service Facility for GA and Air Cargo

Environmental Assessment

·        Runway 17L Extension

·        New ILS

FAR Part 150 Noise Abatement

Complete Airport Master Plan

Complete FAR part 150 Noise Study Update

60,000 Square foot Air Cargo warehouse by LA Ventures


Landing Fees


Item                        Current Fees                Proposed Fees             Projected


Landing Fees           $0.60 Signatory            $0.75                           $70,000

                               0.90 Non-Signatory      $0.90 No Change        


                                                                   $1.20 Non-Signatory    $50,000

Landing Fees


Airport                                            Signatory                                  Non-Signatory

McAllen                                          $0.90                                       $0.80

Harlingen                                         $0.76                                       $0.92

Corpus Christi                                 $1.22                                       $1.53

San Antonio                                    $1.09                                       $1.09

El Paso                                            $1.39                                       $1.74

Brownsville                          $0.52                                       $0.68


                 Fuel Flow Fees


                 Item                                    Current Fees                Proposed Fees             Projected

                 Fuel Flowage Fee                $0.055/gallon               $0.06/gallon                 $35,000


                 Airport                                                        Fuel Flow Fees

                 McAllen                                                      $0.0600

                 Harlingen                                                     $0.0400

                 Corpus Christi                                             $0.0625

                 San Antonio                                                $0.0500

                 El Paso                                                        $0.0600

                 Brownsville                                      $0.0600


                 Passenger Facility Charge


                 Item                        Current Fees                            Proposed Fees             Projected


                 Pax Facility $3.00                                       $4.50                           $140,000


                 Airport                                PAX Facility Change

                 Corpus Christi                     $4.50

                 Brownsville              $4.50


Motion to authorize the City Manager to implement new landing fees, fuel flow fees, and a passenger facility charge.


Moved:  Cm.  Garcia

Second:  Mayor Pro Tem Valdez

For:     7                                         Against:  1                                            Abstain:  0

                                                      Cm.  Galo


            L.  Transit/El Metro funding and operations, including capital improvements.


                  Ron Moore, General Manager, gave the following report:


Mission Statement:  To provide a safe, reliable, cost effective, efficient public transportation system that meets the changing needs of a growing community. 


El Metro Fleet


Fixed Route


(16) 1992 Diesel engines

(14) 1997 CNG engines

(8)  1998 CNG engine

(3)  2000 CNG engine

(6)  2003 CNG engine


(1) 1996 Diesel Trolley

(1) 1998 Diesel Trolley


(18) 2002 Diesel vans


Statistical Information


Did you Know???


El Metro….


Serves almost 4 million passengers annually

Has 22 Fixed Routes

Covers 1,830,000 annual miles

Has over 1,200 bus stops throughout City


Facility maintenance                        12

Administrative                                 20

Drivers                                           116

Mechanics/Service Person, 24

Supervisors                                    15


187 Total Employees



Fixed Route Ridership


FY’02                    3.18

FY’03                    3.21

FY’04                    3.66

FY’05                    3.82

FY’06                    3.94


Fixed Route Demography Breakdown


Free                                   26.76%

Students                               0.09%

Elderly & Disabled 5.70%

Children                             2.89%

Adults                                58309%


*  Free consists of Elderly/Disables (off peak hours), Children under age of 5, transfers, and employees/family members. 


Lift ParaTransit Ridership


FY02         48,100

FY03         48,263

FY04         51,965

FY05         51,989

FY06         52,000


Fixed Route Operations


Passenger Revenues


(Fixed-Route Program)


(In millions)


FY02         $2.20

FY03         $1.94

FY04         $2.41

FY05         $2.45

FY06         $2.48


Operating Expenses Fixed-Route Program In Millions


FY02         $ 7.20

FY03         $ 7.91

FY04         $ 8.80

FY05         $ 9.24

FY06         $10.21



El Lift Paratransit Operations


Passenger Revenues  (El Lift Van Program)


FY02                     $29,593

FY03                     $30,578

FY04                     $30,168

FY05                     $30,292

FY06                     $30,316


Operating Expenses El Lift Van Program (In millions)


FY02                     $2.00

FY03                     $1.89

FY04                     $1.51

FY05                     $1.57

FY06                     $1.72


Contribution of Expenses


Contractual Svcs.               ($1,400,478)                12%

Other                                 (70,000)                         1%

Personnel                           (8,631,492)                    7%

Materials & Supplies          (1,835,046)                  15%


Division Categories


Maintenance                       ($3,097,488)                26%

Administration                    ($1,286,547)                11%

Operations                         ($7,553,181)                63%


Operational Categories


ParaTransit             11%

Administration/Other           15%

Fixed Route                        74%




Will construct three blocks of sidewalks per district in all eight districts

Constructing bus pullouts at McPherson @ Wyoming and Del Mar @ Country Club

Continuance of street improvements on existing but routes using 2004 C. O. proceeds.

      Concord Hills


Continued success with advertising contracts.  Advertising revenues have increased more than 115% prior to bus wrap contracts.

Implemented New Transit Watch Program

When it comes to our safety we can always use an extra pair of eyes.  Look Around and Be aware.  If something does not look right, let us know.

                  Personnel Issues

                        Reduced worker’s compensation claims by 60% from 33 in FY04 to 13 in FY05.

                        Reduced overtime by more than 20% from the previous fiscal year.


                  Capital Projects FY2006


                  (7) 35ft CNG engine buses ($2 million) Expected delivery by end of year.

                  Bus Maintenance and Operations Facility ($7.5 million in federal earmarks)

                  Bus Shelters ($25,000)

                  Continue working on projects using 2004 C. O. proceeds (McPherson Widening)


                  Motion to adjourn.                                                                          10:16 p.m.


                  Moved:  Cm.  Rendon

                  Second:  Mayor Pro Tempore Valdez

                  For:     8                                         Against:  0                                            Abstain:  0


            M.  Bridge Department  funding and operations.


                   Revenue Comparisons


                  Revenue Comparison


                  Budget to Actual as of July 31, 2005.

                  Budget                               Actual

      $28,334,857                      $27,628,421


      End of Year Budget to Actual Revenue Comparison



      Budget                               Estimated

      $33,944,977                      $33,154,105


      8 Year Revenue Comparison


      1998                      $21,917,138

      1999                      $26,147,205

      2000                      $28,748,477

      2001                      $28,547,940

      2002                      $31,363,301

      2003                      $32,437,506

      2004                      $33,157,416

      2005                      $33,154,105


      Revenue Comparisons


      FY03-04                $33,157,416

      FY04-05                $33,154,105

      FY05-06                $38,578,021 *


      Includes the proposed .50 per axle rate increase for Non-Commercial of $4,753,030


      Non-Commercial AVI Usage


      Non-Commercial Daily Traffic Bridge I & II                       19,000

      Non-Commercial Daily AVI Usage                         7.4%


      Traffic comparisons




      FY02-03                1,296,851

      FY03-04                1,451,928

      FY04-05                1.481,607

      FY04-05                1,472,831        (Estimated)

      FY05-06                1,487,560        (Projected)




      FY02-03                7,009,912

      FY03-04                7,025,725

      FY04-05                6,789,944

      FY05-06                6,789,944




      FY02-03                4,028,299

      FY03-04                4,133,170

      FY04-05                4,030,951

      FY05-06                4,030,951


      AVI Status Report


      AVI Tag Analysis as of July 2005


      Commercial Tags                60%

      Non-Commercial Tags       40%


      Present & Future Bridge Projects


      El Portal


      42% Complete                                           Total Project Cost $20,000,000


      Santa Ursula Connector                              Total Project Cost $5,000,000


      Colombia Solidarity Bridge                         Total Cost $3,000,000


      El Portal Retail Space Contract                               32,542 sq. ft.


      Bridge II Widening & Sentri Lane               Total Cost $1,200,000


      AVI Tag Upgrade with Interoperable System

      Total Project Cost                                                  $1,200,000


      Allegro Tag            $35.00

      Sticker Tag $  9.00


Motion to authorize an increase in the bridge toll rate schedule for non-commercial traffic not utilizing the Automatic Vehicle Identification System (A.V.I.) or Colombia Solidarity Bridge


Moved:  Cm.  Rendon

Second:  Cm.  Belmares

For:     8                                         Against:  0                                            Abstain:  0


            N.  Environmental Services Department funding and operations, including NPDES

                  And Hazmat operations.


                  Riazul Mia, P. E., Environment Director, gave the following presentation:


Mission Statement:  To provide a better quality of life by promoting a healthy and safer environment through community involvement and education as well as to protect the natural resources from environmental degradation for the citizens of Laredo by ensuring compliance with the federal, state, and local environmental laws. 


Challenges in Laredo


Illegal dumping


Inadequate drainage

Compliance with federal/state laws

Traditional construction

Lack of enforcement by state/federal

International community

Local ordinances

Lack of awareness about environment


Storm Water Management

NPDES/TPDES Permit Compliance

Water Quality Monitoring

Ordinance Enforcement

Inlet/Manhole Cleaning

Environmental Education

Hazmat Permit/Inspection

Collection of Haz-Waste

E-Waste Collection


Keep Laredo Beautiful



Environmental Complaints Investigation


1995          120

1996          150     

1997          140

1998          200

1999          352

2000          350

2001          569

2002          932

2003          808

2004          1896


                  Inlet/manhole cleaning


                  Yearly Reports


                                                Inspections                 Tons

                  2002                      2111                            237

                  2003                      1205                            174

                  2004                      1182                            141

                 2005                       3360                            175


                  E-Waste Collected


                  May 03                  21,407

                  October 03                        41,145

                  May 04                  56,217

                  February 05           42,963

                  May 05                  50,472

                 August 05                20,100


                 CESQG Hazwaste Disposal Program


                  Total Hazardous Waste  Total 221,270


                  39% Whses. With no Haz-Waste

                  10%  Haz-Waste returned to provider

                  18%  Haz-Waste left in Whses.

                  17%  Haz-Waste disposed at CESQG Event

                  16%  Haz-Waste disposed due to Enforcement


                  Departmental Education in Schools


                  Childcare facilities

                  Elementary Schools

                  Secondary Schools

                  Binational Effort

                  Eco-TV Program (Public Access)

                  Media Advertisements


                  We are looking for a few good kids to be ECO-DEPUTIES


                  2005 Environmental Excellence Award

                  Chacon Creek Re-vegetation project

                  Chacon Creek Restoration Project


                  Solids, Total Suspended (TSS)


                  2000-2001             39,984.79

                  2001-2002             28,849.69

                  2002-2003             27,419.11

                  2003-2004             24,622.27

                  2004-2005               7,147.01


                  Nitrogen, total Kjeldahl as N


                  2000-2001             270.61

                  2001-2002             157.16

                  2002-2003             88.55

                  2004-2005             71.03


                  Biochmical Oxygen Demand


                  2000-2001             4102.82

                  2001-2002             1058.96

                  2002-2003             1313.52

                  2003-2004             584.33

                  2004-2005             537.50


                  Water Quality


                  2000-2001             2.78

                  2001-2002             1.94

                  2002-2003             1.11

                  2003-2004             0.54

                  2004-2005             0.48


            O.  Parks & Recreation Department funding and operations, including Civic      

                  Center/Mercado operations.


                  Horacio De Leon, Jr., Parks Director, gave the following report:


                  To deliver services that enhance the quality of life of all citizens through recreational

      programming and effectively maintain and develop Laredo’s park system.


      Parks and Recreation Divisions


      Parks & Recreation Department

      Parks Administration

      Civic Center/Mercado



      Parks Maintenance

      Recreation Centers


      Parks & Recreation Department Budget History


                  2001-2001             $5,306,765

                  2002-2003             $5,360,745

                  2002-2004             $6,046,072

                  2004-2005             $6,388,676

                  2005-2006             $6,657,715      *Proposed


                  Department Functions


                  Maintenance of 55 Parks or 592 Acres

                  Maintenance of 4 Plazas

                  Maintenance of 20 Little League Fields and Soft Ball Fields

                  Maintenance and Operations of 6 Swimming pools

                  Maintenance and Operation of Veterans Field

                  Operation of Civic Center facilities

                  Rental of Pavilions and Pools

                  Operation of 7 Recreational Centers

                  Operation of 8 Summer Program Sites

                  Recreational Programming

                  CIP Project Management

                  Operation of City Cemetery


                  New Grounds Maintenance Areas FY 2001-05


                  Inner City Park                                           3.90 Acres

                  Mario Tijerina Park                                    3.89 Acres

                  El Cuatro Park                                           1.81 Acres

                  George Washington Park                              .51 Acres

                  Sta. Rita Park                                             22.14 Acres

                  Loma Alta Park                                          6.50 Acres

                  Eistetter Park                                              3.50 Acres      

                  Tree Farm                                                  2.60 Acres

                  Zacate Creek Linear Park                           12.00 Acres

                  Eastwood Park                                           4.16 Acres

                  Fa. Mc Naboe Babe Ruth Fields                6.00 Acres

                  Lafayette & Farias Spray Parks                  .36 Acres

                  Farias Community Center                           .50 Acres

                  Seven Flags Park                                        6.80 Acres


                  Total Additional Acreage -              74.67 Acres


                  Parks Department Then & Now


                                                2001                                        2005                            Variance

                  Department Reorganization

                  Personnel               120.6                                       159.28                         38.68

                  Parkland acreage    348                                          590                              +244

                  Rec. Centers             5                                               7                                  +2

                  Pools                         5                                              6                                   +1

                  Splash Parks          0                                              2                                  +2


                  Limited Manpower & Equipment                            Start of $25 Million CIP’s


                  Coming Attractions - $26 Million – Proposed Bond Projects


                  North Central park:                        05

                  Father McNaboe Phase II              05

                  Northwest Recreations Center        05 -07 -08

                  El Eden Recreation Center  06-07

                  Eastwoods                                     06

                  Slaughter Soccer Complex  06

                  Baseball Sports Complex                06

                  Chacon Improvements                    07 – 09

                  Indian Sunset                                  07

                  Market Resurfacing                        07

                  Vaquillas Regional Park                  07 -09

                  River Vega Acquisition                   08

                  Municipal Golf Course                    09

                  Water Park                                    09


                  Parks Department


                  Impact on Operations




                  Operations and Maintenance

                  Administration/Project Management

                  New Personnel

                  Financial Impact

                  Cooperative Partnerships

                  Effective Management


                  Department Efficiencies


ü      Joint Use Agreement LISD on Parks

ü      Interlocal Agreement with Webb County

ü      Environmental Maintenance Contract

ü      Civic Center and Library maintenance agreements

ü      $ 3,885,612 current Grant Funds

ü      Parks and El Metro bus pass collaboration

ü      Parks Workforce more Efficient and Effective


            P.  911 Regional Communications funding and operations including fleet management

                 And parking meters.


                 Jessica Hein gave the following presentation:


                  FY 2005-2006 Budget Workshop



         Traffic Permits and Vehicles for Hire

         Fleet Management

         9-1-1 Regional Administration




         Performance Measures


         Capital Improvements


Parking Enforcement Officer FTEs – Parking Tickets


FY03         7

FY04         7

FY05         7

FY06         7


% of Parking Citations Collected


FY03 – 28%

FY04 – 36%

FY05 – 41%

FY06 – 42%


Parking Revenues – Parking Tickets


FY03 – 228,002

FY04 – 250,357

FY05 – 275,000

FY06 – 280,000


Parking Revenues – Meter Collections


FY03 – 574,779

FY04 – 595,503

FY05 – 600,000

FY06 – 600,000






Parking Revenues – Parking Lots


FY03 – 526,800


FY04 – 571,586

FY05 – 599,579

FY06 – 611,570


Parking Lot Revenue Impacts


Closing of Bridge I Parking lot for El Portal construction

      A reduction of 70 parking spaces

Partial closing of Riverfront Parking Lot for El Portal construction

      A reduction of 140 parking spaces

Openng of Santa Maria/Zaragoza Parking Lot Phase I

      An addition of 110 parking spaces


Capital improvements Proposed for FY 2005


Santa Maria/Zaragoza Parking Lot Phase II


Acquisition of four lots remaining

Additional 40 spaced to be constructed


Santa Ursula/Iturbide Parking Lot Shared parking with Bridge employees

Additional 20 spaces


Traffic Permits and Vehicles for Hire


Performance Measures and Revenues


Permits and Vehicles for Hire FTE’s


FY03 – 3

FY04 – 3

FY05 – 3

FY06 – 3


Permits Issued


·        Taxi Permits

·        Taxi Driver’s Licenses

·        Oversize Permits

·        Overload Permits

·        Bridge Use Permits

·        Escort Permits

·        Escort Driver’s Licenses

·        Residential Parking Permits

·        Permanent Visitor Permits

·        Temporary Visitor Permits


      Traffic Permit Revenues – Oversize and Overload


                                    FY03               FY04               FY05               FY06

                  Overload                183,616           163,681           161,156           165,000

                  Oversize                 158,821           151,805           154,996           155,000


                  Fleet Management


                  Performance Measures

                  Utilities RFP


                  Fleet – FTE History


                  FY02         FY03               FY04               FY05               FY06

                  47              43                    43                    43                    43


                  Number of Unites in Fleet


                 FY03          FY04               FY05               FY06


                  1038          1133                1220                1250


                  Fleet Management – Personnel Requests


A Request for Proposal has been initialized by the Utilities Department for outsourcing of fleet management services for all units.


If Utilities fleet, then . . . Reclassification of vacant Automotive Mechanic I to Diesel Mechanic I ($4,555)

Addition of one (1) Diesel Mechanic I (25,896)


9-1-1 Regional Administration


Program Overview

FY2004 and 2005 Accomplishments

FY2006 – 2007 Goals


9-1-1 Regional Statistics


Number of Counties:                       4

Number of Incorporated Cities       5

Number of PSAPs in Plan               8

Population of Region:                      275,222

Area (Sq. Miles) of Region:            6,713





Organizational Chart


Executive Assistant to the city Manager

9-1-1- Program Manager

0-1-1 Program Specialist

9-1-1 Mapping and Database Maintenance Specialist

Administrative Assistant I


9-1-1 Program Manager


         9-1-1 Program Manager

        Administer 9-1-1 Program for South Texas Region; supervise, plan, schedule, and assign work to subordinates; develop and implement the strategic plan; develop and monitor program and administrative budgets; negotiate and oversee Interlocal Agreements; serve as 9-1-1 Coordinator and represent region at meetings.

         9-1-1 Program Specialist

        Perform PSAP site visits; conduct quarterly monitoring; address technical problems; oversee equipment replacements; coordinate telco requests and repairs; assist in preparation of quarterly reports, interlocal agreements, strategic plan, etc

         9-1-1 Mapping and Database Maintenance Specialist

        Oversee database maintenance function of coordinators in Zapata, Starr, and Jim Hogg Counties

         Administrative Assistant I

        Oversee training, public education, inventory, and contract management programs; serve as office manager and assistant to the 9-1-1 Program Manager


      911 Program


         On June 6, 2005, the Commission on State Emergency Communications classified the City of Laredo’s 9-1-1 Administration Program for the South Texas Region as low risk—a two step jump from high risk the previous year.

         On July 21, 2005, CSEC approved the 2006-2010 Strategic Plan and approved funding for the next biennium (FY 2006, 2007)

        Baseline budget for new proposed budget is $1,124,461

         An increase of $263,444 each in 06/07 over 04/05.


                  FY2006 – 2007                                         FY2006                                   FY2007

                  Administrative Budget                                

                  Personnel                                                   $137,240                                 $147,387        

                  Fringe Benefits                                            $49,379                                   $53,030          

                  Travel                                                         $10,309                                   $10,309          

                  Training                                                      $4,400                                     $$4,400

                  Dues and Subscriptions                               $690                                        $690

                  Communications and Postage                      $1,800                                     $1,800

                  Supplies                                                     $12,955                                   $12,955

                  Contract Services                                       $-0-                                         $-0-

                  Building and Maintenance               $18,220                                   $18,200


                  Total Administrative Budget                        $234,993                                 $248,790


         Level I

        Network, Wireless, Database, Equipment Lease, Language Line, Equipment Maintenance

         Level II

        Database Maintenance, MIS, Mapped ALI, PSAP Room Prep, Training, Public Education

         Level III

        Network Diversity, PSAP Supplies, Ancillary Maintenance and Repairs

         Level IV

        Use of Revenue (only applicable to PSAP’s in largest county)


      Additional Charts are on file at the City Secretary’s Office. 


            Q.  Planning Department funding and operations including building and planning



                  Planning and Zoning Department


                  Departmental Overview


                  Permits Issued:                   19,736

                  Inspections Completed:       29,900

                  Zone Cases Processed:            110

                  Plat Applications:                     235

                  Citations Issued:                      278


Personnel within City Manager’s Proposed Budget: ; Two Plans Examiners.  One Code Inspector.


Summary of Valuations


Const. Category     Existing Valuation         National Standard         Proposed Valuation

Educational $73                              $125                            $88

Storage                  $38                              $56                              $46

Residential              $48                              $85                              $58

Restaurant              $62                              $98                              $74


Existing Permit Fee Schedule for Single Family Residential Based on a Valuation of $48 per square foot


                              1,500                           2,083                           3,125

San Antonio           $356                            $   523                         $   586

McAllen                 $180                            $   238                         $   342

Brownsville $460                            $   600                         $   850

Corpus Christi        $336                            $   598                         $   808

Lubbock                $150                            $   196                         $   280

El Paso                   $746                            $1,446                         $1,796

Laredo                   $299                            $   360                         $   460

Mean                     $369                            $   581                         $   762


Proposed Permit Fee Schedule for Single Family Residential Based on a Valuation of $58 per square foot


Building Size                     Existing                       Proposed                     Deviation


1,500 sq. ft.                        $299                            $321                            -$47

2,083 sq. ft             $360                            $402                            -$179

3,125 sq. ft             $460                            $524                            -$302


Motion to direct staff to initiate the procedures to increase valuations by 20% for the determination of building permit fees.


Moved:  Cm.  Belmares

Second:  Cm.  Rendon

For:     8                                         Against:  0                                            Abstain:  0


            R.  Utilities Department funding and operations, including water and wastewater  

                  operations and capital improvements.


                 John Hatchel, Utilities Director, gave the following presentation:


Mission of the Utilities Department


Provide the community with safe drinking water, on demand, and in sufficient quantity; and to remove and dispose of wastewater and its by-products in an environmentally sound manner.


Major Accomplishments FY 2004-05


Ø      Calle Del Norte 12” Sanitary Sewer line.

Ø      Colonias Los Corralitos on FM 1472.

Ø      Unitec Wastewater Treatment Plant Permit amendment.

Ø      North Laredo WWTP Permit amendment.

Ø      Colonias Work Order # 5, Ground Storage Tank & Booster Station.

Ø      Colonias Work Order # 6, Elevated Storage Tank.

Ø      Bridge of Americas lift station relocation.

Ø      TxDOT Utilities Relocation Hwy 59 widening.

Ø      CIP Projects.


      Major On-Going Projects


Ø       Colonias project on SH-359 & FM 1472.

Ø      Design of plant expansion for South Laredo WWT Plant.

Ø      Design of plant expansion for Unitec WWT Plant.

Ø      Chacon trunk line extension.

Ø      Santa Clara Wastewater line extension.

Ø      McPherson lift station relocation and expansion.

Ø      Effluent water reuse agreement.

Ø      TAMIU 2 million gallons elevated storage tank.

Ø      18” Water Transmission Line MHOC to McPhearson.

Ø      18” Water Transmission Line McPherson to TAMIU.

Ø      MHOC pump upgrade.


      Colonias Groundbreaking December 7, 2004


Work Order No. 2 includes the construction of a water transmission line (approximately 28,000 linear feet) and booster pump station along and within FM1472 and FY 3338 right-of-way.


Performance Measures


Miles of Water Mains                                626

Water Average Daily Production                33.5 MGD

Water Plant Capacity                                 65 MGD

Miles of Sanitary Sewer                             424

Sewer Daily Average Treatment                 17.8 MGD

Number of Sewer Treatment Plants            5

Maximum Capacity of Sewer                     21 MGD

Number of Lift Stations                              75


Water Accounts


2002         49,084

2003         50,735

2004         54,970

2005         54,466

Sewer Accounts


2002         47,035

2003         48,510

2004         49,581

2005         51,657


Water Rights


2002         45,679

2003         46,038

2004         46,043

2005         46,265


Water Rights Pending                                Owner                          Municipal Ac/ft

Transactions                                  Presidio Valley                         2,000

                                                     Westbrook South                     1,600

A ac/ft – 325,000 gallong




Metered Water Sales


FY01-02               $13,443,764

FY02-03               $13,347,952

FY03-04               $13,625,863

FY04-05               $13,786,558

FY05-06               $14,062,289


Rainfall Statistics


FY00-01               20

FY01-02               18

FY02-03               25

FY03-04               31

FY04-05               13


Sewer Services Charges


FY01-02               $11,769,991

FY02-03               $12,654,358

FY03-04               $12,269,179

FY04-05               $12,645,664

FY05-06               $12,898,576


Water Capital Improvement Program

FY2005 – 2006


1.  TAMIU 2.0 MG EST                                                               $3,394,000

2.  Transmission Line MHOC to McPherson                                  $1,200,000

3.  Transmission Line McPherson to TAMIU                                 $1,650,000

4.  Water Treatment Plant 5 MG Clearwell Installation                   $2,500,000

5.  Replacement Filter Media 1 to 8 then all @ Jefferson    $   630,000

6.  Filter to waste Modifications                                                     $   400,000

7.  Rehab Lower filters, media, valve                                              $   250,000

8.  Old Raw Water intake                                                              $   250,000


Capital Improvement Program FY 2005 – 06


1.  North Laredo WWTP 2.9 MGD Expansion                              $1,650,000

2.  Unitec Wastewater Treatment Plant                                          $1,500,000

3.  Wormser Ranch Trauck Line Extension                         $1,126,000

4.  Santa Rita Interceptor                                                               $1,800,000

5.  Link Ranch Extensions                                                  $   542,459

6.  South Laredo Wastewater Treatment Plant                               $   450,000

7.  LaredoColumbia WWTP Expansion                         $   300,000






            S.   Funding and operations of the Mayor and City Council Department, City

Manager’s Department, Administrative Services Department, Budget

Department, City Attorney’s  Department, City Secretary’s Department,

Community Development Department, Financial Services Department, Laredo

Public Library, Municipal Court Department, MIS Department, Convention and Visitors Bureau Department, and Tax Department.


The Mayor thanked the tax payers for giving the Council the opportunity to hold the workshops which allowed them the opportunity to do great things for the community.  She continued to thank the citizens for having confidence in the Council.  She noted that each department head gave a great presentation and added that the City staff is well prepared.    


Larry Dovalina, City Manager, gave the following report “As we have said before, and I said at the beginning, at the very beginning… our success we owe to the community. We also owe to yourself  Mayor, and the Council for putting the tools that we need in order to do the work.  We understand that we have room for improvement.  Some of the things that you have heard Department Directors talk about are technological advantages or advances that they want to see in order to bring that efficiency to the community.  You have heard public safety, fire, police, traffic safety, talk about all the improvements that they are currently doing.  The  ear marks that are currently being received at both the state and federal level.  You have talked about new programs that you have seen that are coming forward  things such as 800 megahertz trunking and the opportunities that it represents for the community as a whole not just the city of Laredo but the Metro area as a whole. Earlier today we had a meeting with folks with the County where we were trying to explain to them what opportunities would be there for them should they wish to piggy back on to the system that we are currently looking at to where there is a saving to deal with the overall community because you don’t need to duplicate the effort that is there.  You basically build a radio highway that has an opportunity to carry all the radio traffic of the communities for instance.  So we are looking at ways to do things better, we are always looking  at doing reanalysis of how we function and how we process and we believe that we have done or need to do some additional reorganization within the our organization as a whole.  Within this current budget,  we have listed an additional Assistant City Manager and we currently have a position as an Assistant City Manager that we are recruiting for.  I expect to select and individual by next week for that current vacant position.  I expect to select an additional Assistant City Manager in the first month of the fiscal year.  We are looking at threats.  You saw the Bridge Manager come up and indicate that we had some challenges.  He showed you the difference between commercial and non commercial; the drops in the things that are occurring; and certainly the threats to the economics will be in the community.  We believe that in some of those efforts we have been not strong enough, we have been weak, and we need to address those issues as well.  We believe that closer supervision,. in some particular departments and how they are aligned, will bring us better results.  Better results than we had had in the past.  As we do the re structuring, one of the areas that we want to make sure we outline and we enhance in the alignment that will occur, is that the position that we create in October will be for an Assistant City Manager in charge of economic and resource development.  They will constantly be looking at ways to develop more resources and for the City and constantly looking at investors and other groups that come into the economy to do business and being able to align the departments that produce revenues that are tied to the enterprises that the city runs in placing them in one division in that particular area.  The other Assistant City Manager would align all he departments that have quality of life issues.  It will include all the departments that have a service that is lent or given to the community in order to enhance the quality of life that we are currently seeing.  I think that it was very indicative when some of the folks came up and started suggesting that the Capital Improvement Plan that has been laid out before you that you as a Council and Mayor have adopted a five year plan that includes $70 Million dollars worth of improvements over five years.  That is something that we have not be able to do before and that includes $26 million plus of Parks and Recreational activities that you are getting ready to do.  Another additional amount of money that is related to drainage and not only drainage in the sense that you go out and buy a piece of land and all of the sudden you end up with a ditch but drainage in a since where you are conscientious of what it is that you are  buying and conscientious of what you need to preserve but at the same time having the good sense to be able to have a duel purpose that we are not only serves as a drainage area but it also serves as a passive or inactive recreational space that you are able to do in the future.  I know that I have spoke to several of you where I discussed visiting a city in Colorado recently and I was amazed that they have taken a tax within their budget in the sole purpose of the tax was to create clear space.  Their issue was that they wanted to be able to see the mountains so what they did they went over board in one particular direction and bought 40 thousand acres around their city and basically strangled themselves in the process, I believe, economically.  It was interesting enough to sit there and listen to the presentations that were done about that particular city because it is a lesson to be learned where you need to balance everything that you do and you need to balance the different activities that you control within the community in order to enhance the future of the community.  The Deputy City Manager, in this particular organizational chart, will continue to administer the administrative services and the administrative functions of all the city departments.  Primarily the ones that reside at the City Hall with several functions, one being Police still reporting directly to the Deputy City Manager and Fire still reporting directly to my office.  All of the others will be realigned and there will also be evaluations and assessments of all the department directors and their functions and how they have functioned, and in some instances, there may be some cross training that will occur at different levels in order to continue to more effectively and more efficiently continue the process and we will finalize the structure as it would be presented in your budget book and I will include it in your Friday packets.  I know that for you Mayor and for some of the Council Member today this represents your last budget from staff and I want to make sure that I thank all of you that are here looking at your last budget for the fact that you have given staff the respect that you have for listening to some of the presentations because I think that what we end of doing by listening and showing respect is we end up respecting ourselves and I think that the progress that has been shown through your administration and through the administration of the different Council members that are completing the eight year terms that are testament to the things that you have shown as a Council and that you have shown as a Mayor where there has been a political stability and a political will to do the right thing.  When we go to New York and we go to different areas and we talk to other people, the first thing that they ask is “Is there the political will to follow this program through”? I think that the testament is in all the projects that you saw presented tonight. Even some of the ones that we didn’t present tonight because you know they are going to be done and they are in the process of being done and that is even a more exciting thing because you know that the effort that it took to put it on the table.  The effort that it took to take the hits to make it happen and only you know.  But your children and our children will be able to enjoy in the future.”




            The City Council hereby reserves the right to go into executive session at any time during             this public meeting, if such is requested by the City Attorney or other legal counsel for the             City, pursuant to his or her duty under Section 551.071(2) of the Government Code, to             consult privately with his or her client on an item on the agenda, or on a matter arising out           of such item.




            Motion to adjourn                                                                                             8:26 p.m.


            Moved:  Cm.  Agredano

            Second:  Mayor Pro Tempore  Valdez

            For:     8                                               Against:                                                Abstain:  0