A Huge Local Government Expense Not Being Disclosed

Hold off on shooting me with the GASB Gun for a minute. Let’s go back to Accounting 101. There is a principle that says you should not record the Net of items that should be separately disclosed. For instance, if you buy a big piece of equipment for $250,000 and get $25,000 for the trade-in or sale of the old piece of equipment, you shouldn’t record the piece of equipment at $225,000. There were two transactions or events. You record the piece of equipment for $250,000 and the sales or trade-in of the old piece of equipment at $25,000.

Two different pieces of information.

Another example where the separation is distinguished is with property tax collections. You record your property tax revenues as a revenue and the cost of tax collections as an expense: sound accounting with a focus on the expense side of things. If you netted the expense into the revenue, you might never see the cost of the contract.

You get a grant for police overtime and record the revenue separately from the overtime expense.

This is pure accounting logic.

Then We Fly Off The Cliff

The State Comptroller collects the sales taxes for every local government in the state. There are 1,658 Cities, Counties, Transit Districts and Special Districts. The Comptroller charges a “fee” of 2% for this service. In the fiscal year ending September 30, 2018, the fees collected totaled $183,421,882.77. One year!

So, please show me where any of the 1,658 entities are showing $183,421,882.77 in their budgets or audited financial statements. They are out of the spotlight. And so the years roll by with the expense amounts rolling up. The last 10 years alone, this expense has been $1,471,718,694.39.

Or to take a page out of the Legislative Playbook, accentuated with the obligatory gasp and deer-in-the-headlights look, Local Governments have paid a “fee” that has increased 53.9% in just 10 years. Where is the outrage?

Is This Really a Fee?

A service fee is supposed to bear some resemblance to the the cost of the service. A tax does not. So how much is the cost of service for collecting and distributing sales taxes to local governments? Well, that’s not easy to tell. You can take a look here in an attempt to find out. In all fairness, the cost of service (the numerator) should include all of the direct costs of collecting sales taxes plus administrative overhead and facility costs. Heck, it could even include some kind of return, a few percentage points.

But the denominator should be the 8.25% with 6.25% being borne by the state and 2.00% being paid by the Local Governments. If this is a fee.

The next logical test is that if Local Governments are being charged $183,421,882.77, then are there $756,615,266.43 ($183,421,882.77 / 2% x 8.25%) in sales tax collection costs involved here? I don’t see it in the link above. Not by a long shot.

So, Isn’t It Really a Tax?

Sure looks like it to me. And a huge one! Wow! Talking about ironies. This tax has increased 53.9% in the past ten years. It’s staggering and flies in the face of all the ultra-conservative rants about egregious spending.

What Should We Do?

From everything I can tell, State Comptroller Glenn Hegar is the fairest and most professional state elected official in Texas. In fact, I understand he is assembling local government officials to provide him with feedback on the sales tax processes October 10th in Austin. There should be a plea for him to put the service fee on a true fee basis. Ask him to conduct a cost of service study to show the full costs of collecting and distributing sales tax checks, including the audits.

Then allocation to Local Governments a 2.00% / 8.25% share.

The difference should be refunded to Local Governments.

Or there could be an alternative. Local Governments are spending $millions to hire consultants to find missing or mis-allocated sales taxes. In today’s GIS technology, there is no reason the Comptroller couldn’t provide detailed maps that show that every payer within the boundaries of a local government is being credited to the correct Local Government. It is insane to be paying $183,421,882.77 to the Comptroller and not be able to reduce the extra outside consultant expense of paying for zero-sum overall work. A consultant finds my money being paid to adjacent city, and then finds my city getting money from an adjacent city. That’s nuts.

There is so much more that the Comptroller could do. If a Local Government wants to see their confidential data, and have not requested the data in the past, they can only get the current calendar year plus the previous calendar year. They can’t even pay for the older data, although they could have more than ten years’ worth if they had requested all along. There simply is no excuse for not having access to that data given Local Governments paid the Comptroller $1,471,818,694.39 for services over the past ten years.

I also recommend that Local Governments record the money paid to the State Comptroller as an expense, along with a ten-year history in the Statistical Section of the CAFR. Okay, holster your GASB Gun, and just think through this sizable expense that nobody sees. It’s just not right. LFM

 

TOP 100 SERVICE FEE PAYERS
ENTITY FY 2018 LAST 10 FY
HOUSTON MTA $15,361,118.74 $128,778,118.43
HOUSTON $13,834,219.14 $119,675,201.80
DART $12,102,684.18 $96,457,914.20
SAN ANTONIO $7,123,770.08 $55,973,579.44
DALLAS $6,174,655.08 $50,817,283.63
AUSTIN MTA $4,912,997.85 $37,947,647.15
AUSTIN $4,501,162.52 $35,435,387.02
FORT WORTH $3,170,699.72 $25,015,008.73
SAN ANTONIO MTA $3,076,589.76 $24,641,435.31
ARLINGTON $2,219,554.11 $19,104,724.93
EL PASO $1,822,050.20 $15,694,629.71
PLANO $1,825,602.08 $14,654,342.83
CORPUS CHRISTI $1,601,425.38 $14,375,510.67
AMARILLO $1,556,903.62 $13,866,968.91
ROUND ROCK $1,652,458.97 $13,633,749.50
FRISCO $1,760,066.77 $12,449,367.34
FORT WORTH MTA $1,581,857.22 $12,234,380.67
LUBBOCK $1,423,145.53 $12,083,596.67
MCALLEN $1,256,629.69 $11,975,359.06
FORT WORTH CRIME CTRL DIST $1,498,063.00 $11,509,551.40
IRVING $1,368,553.42 $11,343,913.50
SAN ANTONIO ATD $1,393,679.69 $11,247,208.26
MIDLAND $1,343,112.17 $10,880,266.43
SUGAR LAND $1,064,268.06 $9,296,012.76
GRAND PRAIRIE $1,158,254.94 $9,060,253.59
EL PASO COUNTY $984,366.81 $8,419,147.39
MCKINNEY $1,090,433.95 $8,286,018.26
ABILENE $929,552.21 $8,076,564.57
ODESSA $1,333,220.96 $7,956,553.78
MESQUITE $895,256.60 $7,843,212.97
EL PASO CTD $897,755.60 $7,784,597.54
BEAUMONT $893,369.08 $7,708,526.39
TYLER $872,384.49 $7,702,418.21
GRAPEVINE $858,074.78 $7,617,770.02
LAREDO $847,208.61 $7,588,217.27
CONROE $983,471.07 $7,551,793.18
ECTOR CO HOSP DIST $1,055,593.34 $7,234,169.75
BROWNSVILLE $776,629.29 $6,992,229.32
MIDLAND COUNTY $1,135,900.69 $6,964,687.15
WACO $797,908.34 $6,638,438.31
ALLEN $807,651.79 $6,490,283.11
LONGVIEW $653,952.04 $6,189,432.57
CORPUS CHRISTI MTA $684,638.60 $6,058,247.70
LEWISVILLE $786,461.53 $6,025,063.44
WICHITA FALLS $639,148.79 $5,892,314.81
RICHARDSON $752,399.61 $5,885,538.19
PASADENA $693,306.84 $5,797,550.16
CARROLLTON $800,454.13 $5,711,078.50
COPPELL $781,511.52 $5,546,727.18
DENTON $748,902.86 $5,394,389.41
JEFFERSON COUNTY $614,518.93 $5,128,554.10
PEARLAND $671,736.32 $5,104,639.21
NEW BRAUNFELS $636,155.25 $4,972,018.84
SAN MARCOS $696,280.24 $4,884,031.36
SAN ANGELO $569,693.76 $4,861,878.87
VICTORIA $509,933.03 $4,846,560.21
GARLAND $581,891.15 $4,809,790.45
BRAZORIA COUNTY $683,020.36 $4,693,231.84
COLLEGE STATION $558,512.89 $4,591,624.75
THE WOODLANDS TOWNSHIP $566,894.72 $4,451,978.93
HARLINGEN $515,516.14 $4,319,363.18
DENTON CTA $568,921.08 $4,295,995.78
LOVING COUNTY $501,889.91 $4,167,991.23
KILLEEN $473,129.85 $4,142,585.33
SOUTHLAKE $585,815.19 $4,025,304.40
TEXAS CITY $461,344.06 $3,999,540.80
CEDAR PARK $583,660.03 $3,936,826.55
GEORGETOWN $523,324.40 $3,785,135.05
TEMPLE $443,364.36 $3,785,106.83
GALVESTON $427,354.93 $3,746,206.02
EDINBURG $450,221.71 $3,670,199.59
ROCKWALL $474,143.35 $3,637,845.13
MANSFIELD $467,429.37 $3,604,736.31
THE WOODLANDS TOWNSHIP EDZ $469,257.78 $3,601,842.03
SHERMAN $438,472.36 $3,546,488.54
SMITH COUNTY $373,708.72 $3,296,506.95
BELL COUNTY $391,111.34 $3,289,384.68
LEAGUE CITY $474,237.27 $3,283,983.43
BRYAN $406,889.80 $3,251,463.72
BAYTOWN $441,180.82 $3,196,052.66
WEBB COUNTY $345,070.07 $3,152,808.70
STAFFORD $339,895.96 $3,145,208.76
WEBSTER $359,497.34 $3,074,961.16
HURST $326,454.61 $3,063,773.43
GREGG COUNTY $316,354.01 $3,037,652.00
BURLESON $367,294.36 $3,032,756.95
MCLENNAN COUNTY $367,618.37 $2,981,097.38
TEXARKANA $332,270.03 $2,980,873.77
EULESS $367,093.16 $2,957,350.90
ROSENBERG $405,017.66 $2,935,111.20
THE COLONY $573,739.85 $2,917,157.71
MISSION $308,031.87 $2,916,947.54
PORT ARTHUR $314,769.35 $2,915,125.13
PHARR $372,817.34 $2,871,553.92
BRAZOS COUNTY $364,087.63 $2,834,916.46
HAYS COUNTY $417,860.60 $2,817,597.20
FLOWER MOUND $373,709.84 $2,768,979.25
NORTH RICHLAND HILLS $309,456.92 $2,739,693.78
FARMERS BRANCH $291,967.84 $2,709,455.24
CEDAR HILL $303,371.39 $2,668,111.18

 

Job Needed: Information Ombudsperson

Recently, I was telling a group of City Managers about a job description I wrote several years ago. An attendee asked to receive a copy, which I could not find, so here is my recollection. I hope to someday get all of my articles and essays moved to this blog site. Perhaps I can enlist a granddaughter to help in the future.

The job title, updated to reflect the times, came from me wanting to play off the Input/Output (I/O) computing term. However, the position is much more than IT even though I’d give a full 50% of the necessary skill set to computing sector.

Where do I suggest this position be placed? The Budget Office would be my first choice. This is where data should be directly married to management intellect. I believe the I/O could also be within the City Manager’s Office (CMO), probably reporting to an Assistant City Manager (ACM). Many ACMs reach the CMO via the Budget Office these days. And most City Managers, if honest, would say the ACM position is the best job in the House.

The I/O must be able to speak the language of management and to think like a manager. They must be politically savvy yet not be political. They should also be able to think like a crook.

The I/O must be able to transform operating data into management data. I’ve witnessed software systems being purchased over the last four decades on the basis, hope and promise of management data, analyses and reports. In fact, many if not most software systems produce operating data that in turn generate slightly higher level operating data. But not managerial data.

Operating data include registers, ledgers and details ad infinitum. Management data includes summaries, exceptions, graphical representations and the ability to slice and dice that information in multiple ways. Implied in the transformation of operating data into management data is the need to gobble tons of data in a way that makes sense such that the data can form the basis to support a decision.

Free to Stay in the Research & Development mode

If there is tragedy in data analysis, it is due to a lack of freedom to get into and stay in the R&D mode. If you try to use process people with a full plate to advance into data analytics, then forget it. Process people are budget analysts or accountants or just about anybody dedicated (or trapped) by operating cycles that allow no breathing room to think, explore and develop a skill-set. Even Project people with a full annual schedule of duties are unlikely to be able to take on and advance/excel in data analysis. And there is nothing worse than stop-start situations where one cannot remember where they left off once they pick up an old analysis effort.

The Tools

Obviously the first tool to reach full potential as a data analyst is Excel. To go way beyond basics, the I/O must master some of the more powerful features of Excel that can lead to super models and analyses. The first thing that might come to mind are the use of Excel micros. However, there are many more tools that need to precede macros, and I could make an argument that you can make quantum leaps in number crunching without macros.

The single most powerful tool in Excel is the ability to build pivot tables. This blog is not capable of focusing on the details of Excel features, but the easiest and most powerful tool is the ability to build a pivot table so that a large amount of data can be analyzed with built-in drill-down features to go from high summaries to the lowest detail with ease.

Excel can also import data from a number of sources, such as SQL Server. SQL is how most databases are constructed and stored for everything from your accounting and utility billing systems to building permitting.

However, it isn’t long before the capacity of Excel is challenged even though you can have 1 million rows and 15,000 columns of data in Excel. SQL Server has virtually no capacity limits. Along with database management, there are power SQL query and analytical tools. Yes, now you are stepping into computer program language territory, but one should not fear in light of the results one can get from SQL. However, you cannot dabble in that the skill-set comes with practice, practice, practice. I understand that some business schools and accounting programs now require multiple courses in SQL. There is a reason that is so. One leaps into a broad and powerful world of data analysis with SQL.

The Data Warehouse

Watch the face of your IT Manager when they learn you want to tap into “their” SQL databases. They have a right to be concerned, but they should not be if they are proactive. A tell-tale sign of assistance and cooperation is when you want a data analyst to have access to accounting and other data systems and get a roadblock as opposed to a suggestion to use a data warehouse. In essence, you want to be able to play with the data yet not touch the live systems. For instance, if you wanted to take a deep dive into your A/P system or your Utility Billing system, a data warehouse would include a download of the live system to a separate location as of the night before. Or it could be refreshed upon demand throughout the day. What’s the problem if I am not touching the live data?

Examples

I want to look at the details of our p-card spending by person by vendor for the past five years. I want an aging of our water meters, including the number of meters with over 1 million gallons of water in our system. How many batteries have been replaced in our fleet by vehicle over the past three years? How much overtime is being used in the past 10 years as employees approach retirement and might be spiking their pay? How much salary lag have we accumulated in the system so far this year? Are our water loss and unaccounted for numbers getting better or worse?

I can think of hundreds more, and you could, too.

The Danger Ahead

Several things have been happening over the past decade or so. More elected officials work for organizations where management data is derived from operating data and being made available to them in their operating and executive capacities. They often are appalled at the questions they want answers to that are met with, “we don’t know” or “we don’t have access to that information.” WHAT??? We have $millions invested in information systems and can’t get these logical questions answered?

If you haven’t noticed, the news media have been adding in-house talent or have been contracting with third-parties to analyze massive amounts of public data. So, they ask for a download of your utility bills or your check registers (already online) and then produce an exception report that is placed back into your hands as a story you should already know.

And the local complainers and watchdogs, many retired with analytical skills, can have a field day doing as I have explained.

Conclusion

In this day of forensic audits, you cannot be caught with someone outside your organization telling you something about your business you should already know. But this is not simply a plea for a defensive posture I am talking about here. It’s a plea for professional management.

I often open up a presentation with a statement like “while you are listening to me for the next few minutes, somebody is stealing from you this very minute.”

What I do know is that when something blows up, nobody gets thanked for the lean and mean staffing that also may equate to a lack of oversight where it should be.

But here’s the good news. Take one good analyst and give him or her three things. The right tool set; the authorization to explore any and all systems other than the confidential police data; and the time to be left alone to explore and build queries that can be run to look for exceptions.

I predict the payoff will be big. It will be in the form of trends you otherwise didn’t see happening or heads up to explore yellow flags. It wouldn’t be long before the organization fully realized that everything from operating statistics to revenue performance to spending is under healthy scrutiny. LFM

 

What Does This Troll Have to do with Managerial Problem Solving?

 

Troll

This Troll is located under a bridge in Seattle, Washington several miles from Bill & Melinda Gates’ $68 million home. I saw it on a bus tour on Saturday. It is visited night and day by kids, families and sightseers. How could you resist the invitation to go look for the troll hiding under a bridge? You can see the pedestrian bridges coming down both sides. That’s a full-size VW in his left hand. The hubcap resides in his left eye. There is a road in front of the troll to see it by driving under the bridge.

But this is end the of a story. Let’s work our way back to the beginning. The troll is the product of a neighborhood contest. A group was formed to come up with an artsy idea, and this was the result. A grant was provided to construct this attraction. Great idea, right?

Yet the motivation wasn’t to support the arts. The purpose of this troll was to solve a problem. A very ugly problem. This was the site for nightly drug use at the height of heroin addictions in Seattle. Police detectives were being called to this location almost nightly to deal with overdose problems. If detectives were called, then you know this was a death-related call – the kind that sends a team of people seeking the cause of death and another team seeking the drug dealer or murderer, either the direct or indirect cause of death.

Let’s Enumerate the Team

At the risk of stating the obvious, let’s count off the people who might be involved in just one case like this. I’m sure I’m leaving some group out, but this is from memory.

  1. Police call takers and dispatchers.
  2. Police patrol squad.
  3. Police Detective Investigators.
  4. EMS.
  5. Public Hospital Staff.
  6. City Morgue.
  7. Pauper Burials.
  8. Crime Scene and Crime Lab Personnel.
  9. Jail Facilities and Personnel.
  10. County Criminal Court Facilities & Staffing.
  11. District Criminal Court Judge and Administrative Clerks.
  12. Two Criminal Bailiffs for Court.
  13. Two Criminal Bailiffs for Criminal Transport.
  14. A Court Reporter.
  15. Two Criminal District Attorneys & Investigative Staffs.
  16. Two Court Appointed Defense Attorneys.
  17. The Jury Fees & Lost Time for Jurors.
  18. Expert Testimonies.
  19. Prison Facilities & Personnel for Decades, perhaps.
  20. Probation Officers & Support Staff.

Back when I was the Dallas County Budget Officer in my early career, I priced out the cost of just one trial. It was staggering back then, so I can only image the sticker shock today.

May I remind you that I mentioned the calls for overdoses and murders were routine. And it was just for this one location.

So, what if this wasn’t such an easy place to do drugs? Oh, and did I mention this problem in turn was creating a blighted area well beyond the spot in question as do all neglected areas where crime is left to move in?

That’s what the City in general and this neighborhood in particular wanted to address.

There is always the conventional alternative, and that is to keep adding costs triggered by one murder multiplying into 20 different areas of specialty – all at premium costs. Can you imagine the General Fund budgets for the City and County governments bloating up? Much worse, the money would grow as the problem grew, but not a thing would necessarily be done to solve the problem.

How do you stop that one murder from happening?

Lights, people and traffic motivated to come see an attraction was their answer. An investment instead of an expense. Hey, the protective shelter for Mr. Troll was already there! And imagine this – an art project investment turns into an economic development stimulator as the immediate area was reclaimed without corporate welfare!

Comments & Conclusion

If your first response is that all this did is to move the drug users and dealers to another location, then you have just revealed something about yourself. You are worthless as a problem solver.

Here is what I do know. The tax caps and cuts that are coming are real and will likely be severe, especially as they become cumulative over a period of a few years and then compounded by an economic downturn where real losses cannot be restored politically.

It’s. Going. To. Happen!

Here is a companion comment and a few questions. How many people working for you right now would be hired/re-hired today knowing what you know about them and their productivity right now? For each one of them, what are you doing to train/re-train, mentor, motivate, discipline or terminate? How many of them have 1 year’s of experience 20 times vs 20 years of continued growth in responsibility and contribution?

How many are good people, but they have just become way too expensive as the numerator has climbed with raises and generous benefits while the denominator has diminished with extra holidays, vacation days and sick leave days?

More than once in my career I have had city managers and department heads yelp like they had their legs chopped out from under them from a cutback – only to tell me privately that it was one of the best things that could have happened to make them step up to earn that part of their paycheck that includes making hard decisions they had been hesitating to make.

On The Other Hand

If your first response from the Troll story is that the demand side of your workload has got to be addressed, especially for services that require 24x7x365 coverage, then I apologize for scolding and only wish to provide encouragement.

I don’t like the way things are going with citizens and elected officials caring less about who gets hurt, that there is only one priority – cut taxes. I am working hard to provide analyses to show the fiscal impact for every city, county and school district in Texas. You should have already seen my report.

But you know what? They don’t care about facts. And I hear that nothing sets them off like being threatened with the consequences to public safety. I’ve even heard that one State Senator responds to that threat with “sometimes a few people may have to die.”

Here’s the deal. There are only a dozen or so ways to balance a budget. Improving Productivity is the first and Raising Property Taxes is last. LFM

Budget Balance Options

(I’m writing a more complete blog on these alternatives as soon as I can)

  1. Improve Productivity. $Impact: High.
  2. Defer Needed Spending (kick the can down the road, compounding costs) $Impact: High.
  3. Trim Expenditures. $Impact: Low.
  4. Reduce Program Service Levels. $Impact: Medium.
  5. Eliminate Programs Altogether. $Impact: Usually High.
  6. Don’t Start New Programs Requested by Citizens. $Impact: High.
  7. Refuse Unfunded Mandates. $Impact: Medium to High.
  8. Use One-Time Solutions (i.e. Reduce Reserves). $Impact: Medium.
  9. Shift the Burden (ie. To employees or another government). $Impact: Medium.
  10. Charge New Fees for Service. $Impact: Low to Medium.
  11. Increase Existing Fees for Services. $Impact: Low to Medium.
  12. Raise Property Taxes. $Impact: Medium to High.

 

 

 

 

 

 

 

The McKinney Elephant NOT in the Room

Let’s keep this simple:

  • Commercial and Industrial taxpayers cost less to serve than Residential.
  • The tax rates in cities that have a high Residential to Non-residential ratios are generally higher.
  • McKinney has a relatively high R:NR Ratio. And it has grown significantly higher in the last two decades as we have added many, many residential rooftops.
  • Just about everybody running for McKinney City Council in recent years have had a big plank in their platform acknowledging everything I’ve said up to this point AND pledging that they are going to do something about it to lower taxes.
  • Now comes the issue of raising the tax exemption for homeowners over 65 from a gigantic $60,000 to an even larger $65,000. Who can resist the opportunity to lower property taxes for the voting class, especially those over 65? Exactly nobody.
  • But here’s the catch. Every exemption for one taxpayer is a tax increase for another taxpayer. In most cases, the burden is added to the Non-Residential class + Apartments + Renters.

Watch the video from the Council meeting of June 19. Mayor Fuller tried to make the points outlined above. I don’t think he used the word “irony” in his comments, but that was the centrality of his message. The plea was to no avail. In the drama of a patriot explaining why he or she would die for their country, it was clear that most council members were going to vote to raise the exemption. So, Mayor Fuller makes the motion to approve the exemption increase himself. Good for him.

Where’s The Frigging Elephant in the Room?

There was not a single member of the business community there to explain the irony and the issue of making it attractive for businesses to come to McKinney. Wait, before you shoot me with the gospel gun, I know that there are many reasons for a business wanting to locate to any particular city. I can list them all. Fair treatment to the business community is just one of the signals that we want everybody to be part of the family here.

We spend a lot of money giving economic incentives to attract new businesses. Where was the McKinney Economic Development Corporation Board to at least make the points the Mayor was trying to make?

Thanks a lot big talkers who go to Chamber luncheons to make each other feel like you’re important and to talk about prosperity in McKinney. Thanks a lot MEDC for letting the Mayor twist in the wind while he was trying to keep a good balance between Residential and Business tax burden.

Oh, I forgot. You want somebody else to put their name and reputation on the line while you raise a glass to McKinney today and look only for opportunities to help YOU. If being on the MEDC Board is a stepping stone for being elected to the Council someday, why would you want to speak up for the McKinney headed for more imbalance in the decades ahead? The two-year vision you have while serving on the Board is quite revealing.

We stand behind you, Mayor! Waaaaayyyyy behind you. I expect there might have been a few from the Chamber or MEDC who called the Mayor after the meeting to pat him on the back for trying. You are of the most cowardly and selfish people walking the streets of McKinney.

Business Community, MEDC: you got what you deserved. And there will be more shifted to you in the future. The new guys will get incentives for coming. You will get shafted for staying quiet. LFM

Why Do We Wait for Animal Control to Reach a Crisis Before We Act?

Actually, I could have replaced “Animal Control” with a blank since this question applies to hundreds of situations in government.

But today I want to focus on just animal shelters in particular. As most of you know, I read from a few hundred (246 to be exact) Texas newspapers and their suburban editions each day. I look for stories that are of interest to city officials, city managers and mayors in particular.

I have known for decades that few topics consistently make the Top 5 as often as animal control issues. I live in McKinney, a city of 180,000 people, meaning just about that many people have an interest or downright big investment in pets.

In recent years, there is one common topic that pervades the Texas headlines. It is the overcrowding of animal shelters. On most days I can point you to at least 10 stories about animal shelters waiving fees and going to extra lengths to incentivize residents to make a permanent home for a pet in order to keep them from being euthanized, the ugly alternative.

While there are usually two primary ways to deal with challenges like animal control, programming and larger facilities, it is always programming that should be given resources even though that means physical space, too. Spay and neuter efforts are foremost, of course. That goes without saying. And adoption endeavors need a robust and unrelenting dedication from staff and volunteers.

But the facilities need to be sufficient, and that is where I want to place an emphasis with my comments today. My main point is to not be surprised at this need. I rarely go to our animal shelter or any shelter. The reason is simple. Although my wife and I have four pets, I am positive a visit for any reason would result in us adding to our fur family. But the last time I visited the Collin County Animal Shelter, it was organized chaos. I’m sure the pet inventory was over-crowded, but I had to work my way through the people (some bringing pets, some taking one home) and volunteers to talk to the person I went to see.

Here is what I was left wondering, and I think about this every time I read yet another “Code Red” adoption story across the state in my daily readings. Why would we not realize that the companion story to the daily rah-rah about Texas’ hyper-growth in population has the same direct correlation to animal population management?

To know that any city’s population that has grown 5-20% in the last five years, and is likely to be on that same path for many more years – and to not have an animal shelter program and facility expansion in lockstep – is to have one’s head stuck in the sand.

There was a new story in the Amarillo news media this morning. A dog in labor was euthanized. I’m having difficulty even imagining how that could happen. But I do know  there are some basic management principles at play. There is an intake rate and an outflow rate. When the former grows at levels that some would have no problem describing as “massive,” then the inventory (facility) can only expand so far until the outflows have to increase: Pets have to be adopted, shipped to another facility (shifting the burden) or else the animal has to be euthanized put to death.

But those inventory and processing steps – called animal shelter programming and facility capacity – need to be sized commensurate with the population growth. Otherwise, city and county leaders can expect mistakes and regretful decisions from staff and volunteers. To turn one’s back to this problem is irresponsible.

C’mon folks, these animal shelters need some help – and kind-hearted adopters who already have too many pets cannot be the only solution. LFM

 

Stadium Cracks, Forensic Investigation and Bureaucratic Sedation at McKinney ISD

You can’t make this stuff up. MISD has known since January 2018 that the new stadium, in the race for the most expensive high school football stadium in Texas – or is it the world?, had problems with cracks. A forensic firm has been hired to figure out what to do. Months ago. And apparently it was not the contractor and engineer who found the cracks.

It’s too much to restate here, and you might not even believe me.  See the video. You can see more than you can hear since the Board Chair doesn’t have the sense to ask key speakers in the audience to step up to the microphone. Oh by the way, I can only see about a dozen humans sitting there to witness this giddy gathering.

But so far there is a bigger story here I see. Watch the video and how calm (and rehearsed?) the Board and staff are. There is a lead up to the official news unveiling at the meeting. No, it is not somber. It is all but a lead in to a Bruce Springsteen concert. The praises for the construction firm and engineering firms drip like syrup. I thought the staffer was going to choke up as he spoke of the privilege to be working with such a fine group.

Then the revelation. It’s a dry, boring, evenly paced announcement delivered like Ben Stein talking – after he’s had an extra dose of muscle relaxers.

Then comes the softball questions from the Board. Well trained to defend the bureaucracy, they grind up the strength to ask a question or two. They even award an attaboy at the end for “vetting” the problem.

One speaker even chunked in the obligatory word “transparency” to emphasize the honesty in the room. Kumbaya, my Lord! Someone is crying. And it’s the taxpayers. Or will be. No wait. A handful voted for these Board members and for The Stadium. And they are getting their full worth from MISD.

Holy cow! Look back over my blogs about MISD at http://www.citybaseblog.net. The Elected and the Bureaucrats want to lull us into acceptance of anything and everything they say once again.

Not me! LFM

Assertions, Exaggerations and Anecdotal Evidence

Last Wednesday night at the Special Meeting of the McKinney City Council, the Censure of La’Shadion Shemwell ended with a pleasant surprise. The public spoke, followed by individual Councilmembers speaking, saving Mr. Shemwell for last. I thought the monologues were more scrambled eggs than insight until the very end. Councilman Shemwell made the motion to approve his own censure. It was better than the ending I was hoping for as explained in my last blog. Like a professional, statesman and gentleman, he let his fellow Councilmembers off the hook.

But that wasn’t the biggest takeaway from the evening. Mayor Fuller was making notes of the public speakers’ comments. Then he led off the council comments with a response. He made a point of the way many people brought forth complaints to the City Council, including an illustration of how one of his closest friends and campaign volunteers had claimed an incident occurred. It was also recorded. The Mayor was quite blunt. The video provided a rebuttal of the events told to  him by a trusted friend. The event didn’t happen the way he was told. The Mayor stopped short of saying the friend was a bald-faced liar. He didn’t need to. We all got the point.

One very articulate woman made the claim that the City had done nothing to improve race relations since the ugly pool party incident three years ago. The Mayor rebutted that her statement couldn’t be further from the truth. He then enumerated the things the City had put in place. Another equally impressive speaker from the delivery standpoint asserted that if the Council thought Mr. Shemwell had done wrong, then just wait, he was going to reveal the very next day the number of shady deals that had occurred by past and current Councilmembers. The Mayor didn’t flinch. He all but deputized the speaker to bring those charges forth and said it was his duty to reveal such actions. Again, put up or shut up!

The Warning Shot for Future Speakers

It happens all the time and not just in McKinney. Speakers get up to register a complaint. Then to authenticate their assertion, they make an outlandish statement. “My taxes have doubled in the last three years!” Whoa! Hold it right there. Is that a true statement? I doubt it. The good thing is that the facts are obtainable. And should be. That would not be a smart move with the McKinney City Council. Most people of reasonable intelligence know when a story has been embellished. You will get nailed here.

In most cases the staff is obligated to check into assertions and complaints made by the public. Can you imagine the hours spent researching faulty statements? Not a problem if the claim is true and something needs to be done to rectify the findings. Most of the time, the Council is informed that the claim was in error with the facts documented made available to them.

I would like to see a follow-on report made public, just as the false or embellished claim was made public. Especially when made to feed an anti-government audience.

Stay on Track

Oh my gosh, watch the video of last Wednesday’s meeting. Some of the speakers started on one path and then veered off like one of those crazy race car video games. The facts in this meeting are very clear and simple to enumerate. But somehow some speakers wanted to throw in stories and extraneous information that would have rendered the Council playing Whack-a-Mole if they had tried to respond. Even Mr. Shemwell’s mother made a passionate statement that took us back to his childhood, one of terror and extreme odds to overcome. I was touched. There was only one problem. It had nothing to do with Mr. Shemwell speeding, refusing to sign a ticket and then getting arrested.

Anecdotal Evidence

One of the speakers I mentioned started her comments by yelling out that McKinney has a racial problem. If so, then let’s dig into it and prove or disprove her assertion. What I do know is that all 180,000 people in McKinney have seen or experienced a problem of some kind. We could all stand up and say McKinney has a pothole problem, a high-weed problem, a junk car problem, a leaning street sign problem or a littering problem. And I don’t want to downplay any of these. But there is a big difference between anecdotal evidence and a widespread problem.

There is also a distinction that needs to be made between now and the past. If McKinney had a racial problem a decade ago and has made great strides to address and correct the problem, where do we get credit for the improvement? Almost any statement about anything the City tries to fix is tempered with an obligatory comment: But we have room to improve, and we won’t be satisfied until we are better than we are now. Professional city management and good governance will never be able to sit on its laurels.

Then comes a companion issue. Let’s not be bashful when it comes to cost. On some things, response time and capacity are realities. If we were to fix every single pothole the instant it is spotted, and I’m talking 100%, that could be possible. But it would be an exorbitant expense, meaning taxes would have to be raised to pay for it.

If every ounce of our energy was spent to eliminate even a tinge of racism, that would be a different issue where the cost is more than just dollars. And dollars wouldn’t be the solution. Hey, I would like that. I bought in to every word the Chicago Bishop said at the recent Royal Wedding. Did you?

I thought it was interesting at last Wednesday’s meeting that a couple of white speakers used anecdotal evidence to make a point about racism. They have a friend or someone important in their life who is black. Yeah, that won’t cut it either. It works both ways. Alone, that doesn’t prove or disprove racism.

But where is the evidence that McKinney has a racial problem? I haven’t looked at the government required police racial profiling report where there is more than anecdotal evidence revealed. Yes, I know not one single piece of information would tell the entire story.

So, how do you prove McKinney has a racial problem? Or, how do you prove that McKinney does not have a racial problem?

And just exactly where and how is it manifested? And if it is rampant, point that out to me. And if existed but is improving, where would I find the people standing up to say it’s better or, someday, almost non-existent?

A Recommended Requirement

The Mayor reads a statement at the beginning of each meeting that basically enacts a decorum mandate for speakers and the audience, such as to address the entire Council and not single out an individual person.

I think he should add a similar note ahead of the Public Comments portion of Council meetings:

“We are genuinely interested in public comments. You are being asked to identify yourself and to provide contact information on your speaker’s card. We also want you to know that in almost all cases we will seek to answer your question or respond to your need. Please be factual and accurate with any assertions you make regarding your situation. We do not want to embarrass you or put anybody on the spot. However, as your comments are public, we will make our responses to you public at a later date. Thank you for assisting in the decorum of these chambers.”