(City council, school board, planning commission, county commissioners – these groups and several others represent us. They do the day to day work of running our community. It is our responsibility to keep informed about their work so that we can help them represent us effectively. “Civic Insights” by Jeffrey Vitarius is a regular feature of Act Locally Waco. Its purpose is to help us understand decisions that shape our community so that we can participate effectively as informed, engaged residents of Waco. – ALW)
By Jeffrey Vitarius
Back in September, we began this series with a broad look at what an impact fee policy is. Two weeks ago, we focused on the legal process for establishing an impact fee. This week we will be taking a look at pipe-related details of the report that serves as the basis for any impact fee policy in Waco. Next week, we’ll take a look at the roadside of things. Then we will wrap up on the 23rd, by looking at the policy the City will be considering on the 20th.
The goal of this report (developed by Freese and Nichols, Inc) is to calculate the maximum impact fees that could be applied under Chapter 395 of the local government code. As we discussed two weeks ago this involves projecting what kind of development will occur, what the demands of that development will be, what projects will be needed to meet that demand, and how the cost of those projects can be divided up amongst the new developments (steps 2 and 4 of the legal process). How these calculations are conducted for pipes and roads are slightly different so we will take a look at each separately, but both follow a similar pattern of calculations. We will be addressing each step in detail below:
- Determine a service area
- Identify a way to connect demand for service to supply for service
- Calculate increased demand for services
- Review existing supply for services
- Determine and cost projects needed to meet increased demand
- Identify service unit to divide costs amongst projects
- Calculate maximum impact fees
Let’s start with the Pipes:
1. Service Area
Service areas are the geographic boundaries of the impact fee policy. All the new demand, all the projects, and all the fees should be contained within the service areas. Chapter 395 provides guidance on what these areas can be or must be. For pipes, the service area is fairly straightforward. It includes the city limits of Waco along with Waco’s extraterritorial jurisdiction (ETJ). An ETJ can be thought of as a “buffer” around the city where the city can exercise certain kinds of authority. For Waco, the ETJ extends approximately five miles beyond the city limits unless there is another city in the way. For example, Woodway is not in the City of Waco’s ETJ since it is its own city.
2. Connecting Demand and Supply
Here we need to find some measurement to connect a new house or business park (demand) to the existing system and potential projects (supply). The measurement needs to be scalable to the variety of demands that will come from new development and be measurable for distinct projects and supply systems. For pipes that measure is millions of gallons per day (MGD). So, for a new housing development, MGD measures the millions of gallons of water needed each day and the millions of gallons of wastewater produced each day.
Water systems have a unique difficulty in that they are not used consistently over days and years. This makes sense if you think through your personal use of the water system. In hot dry summers you are more likely to be watering a lawn than in cold or wet winters. You are unlikely to be using the water system at 1:00 am, but you are likely to be washing your clothes, or taking a shower, or washing your hands sometime in the early morning or afternoon (for those interested these daily patterns are also called “diurnal patterns”).
Due to these daily and annual changes, looking at average MGD does not give a full picture of the demands placed on the water system. Instead we have to look at maximum MGD as well. That is the maximum number of millions of gallons used on any one day during the year. Interestingly, the report uses a “maximum day to average day” ratio of 1.7 meaning it anticipates that on average a maximum day consumes 1.7 times as much water as an average day.
Finally, to calculate increased demand over time the report calculates average MGD per resident and employee (for water its 135 gallons per day per resident and 115 gallons per day per employee). There are some additional complications to the wastewater system, but the process is largely the same.
3. Increased Demand
Above we were able to tie increased demand for pipes to increases in population and employment. Now we need to figure out what that increase actually is and how it is geographically spread out (this impacts the specific projects that will need to be undertaken).
As we touched briefly on two weeks ago, we have to start with a broad look at how much Waco will grow in terms of population and employment into the future. To do that, the study begins with a look at the past. Between 1960 and 2010 Waco’s population grew on average 0.49% per year (the technical metric for those interested is compound annual growth rate). Between 2010 and 2020 the population grew by 1.11% per year. Additionally, the number of jobs in Waco was on average between 45-48% of the total population. So, for about every two people there was about one job. Due to this ratio being fairly constant, jobs can be considered to have grown at approximately the same rate as population.
Freese and Nichols then (in consultation with the Waco Capital Improvements Advisory Committee) took a look at a number of different growth rate scenarios and ultimately determined that 1.2% seemed like the most reasonable projection of population and employment growth in Waco for 2020-2040. Additionally, they noted growth was likely to be substantially greater in the ETJ (as there is more room for development in this area). For the ETJ they projected between 4.9% and 5% population growth and 4.06% and 5.74% employment growth. Now that we have general growth rate numbers, we need to understand how that growth is spread out geographically.
To divide growth geographically, the report uses “traffic analysis zones” (TAZs). These are geographic units used by the Waco Metropolitan Planning Organization (a good topic for a different time) for demographic analysis due to their internal similarity (areas within TAZs are similar to each other) and traffic generation. Here is a map of some of the TAZs within Waco. This map does not come from the impact fee study,but should give some understanding to what TAZs are.
Freese and Nichols along with City Staff analyzed each TAZ. They looked at current development (what is already there), the potential for development (is there a big open field?), projected land use, and any specific projects that were known to be in the pipeline. Based on this analysis they were able to project growth in employment and population within specific TAZs. Here is an example of the result:
A quick side note, the land use assumptions used in this analysis come from Waco’s Comprehensive Plan 2040. This was the same plan that identified the impact fee policy as critical.
Now we know: a) expected new residents and employees in each TAZ and b) expected new pipe usage based on new residents and employees. Combining the two we know how much water/wastewater will be needed and where it will be needed.
4. Existing Supply & 5. New Projects
Now that demand is known geographically, Freese and Nichols along with City Staff were able to identify where the existing system would need to be upgraded to meet with the projected demand (this process involved a review of other recent studies focused on the subject). The result is a list of twenty-three water projects and seventeen wastewater projects. Here are some examples: a 16-inch water line at Peach Street, a 1.0 MG ground storage tank at the airport, a wastewater treatment plant in China Spring, and a lift station expansion at TSTC. Costs for each of these projects were calculated based on the rules established by Chapter 395 (which is fairly specific about what kinds of costs may or may not be included).
Since impact fees cannot be used to support existing development or development that will take place over 10-years from now, the report takes each of these projects and determines what percentage of the project’s capacity would be used right now, and what percentage would be used in 2030. For example, the 16-inch water line at Peach Street would be used at 25% capacity today and 60% capacity in 2030. That means 35% of the project cost can be considered to be the cost of new development between 2020 and 2030.
Combining all the allowable costs together, the report then applies a 50% credit to the costs. This credit is meant to represent the future tax revenues that will come from the increase in development. Essentially it represents how the new development will “pay” for these improvements through the regular tax process rather than the impact fee.
At the end of this process we have the total eligible impact fee cost – the total cost of increased capacity due to new demand after consideration of a credit for future taxes (water – $23,013,034, wastewater – $45,587,622). But how do we divide those costs up so that individual developments pay for them as they come into existence?
6. Service Unit
Chapter 395 calls for the establishment of a “service unit.” It defines “service unit” (in broad terms) as a standardized measure of consumption. Since it would be virtually impossible to determine the exact number of residents or employees a development would have, we cannot use the same metric we used to connect demand and supply (MGD per resident and MGD per employee).
Ultimately, for this study the connection of a single-family residence was used as the base service unit. The study then measures all other kinds of water and wastewater connections on the scale of single-family residence equivalents (on the basis of average flow). For an example a business park connection might be considered equivalent to ten single-family residences since ten times the amount of water flows through it (this is not a number used in the study, but rather a nice round one for an example).
7. Maximum Impact Fee
Knowing our service unit and our total eligible costs, the final step can be taken. A projection is made of the total new service units anticipated by development (in much the way step 3 proceeded). In the case of water and wastewater that number is 12,753. That is, the study anticipates that 12,753 “single-family resident connection equivalents” will be added to the water and wastewater system over the next ten years. With that number in hand, it is a simple matter of division to determine the maximum impact fee. The chart below completes the process.
Here we see that after all these steps the maximum impact fee allowable by law for water is $1,804 and for wastewater is $3,574. These numbers are the final product of that could process we discussed at the very beginning of all of this. Whatever the outcome of the should process is, the impact fees cannot exceed these amounts for a single-family residence connection equivalent.
Jeffrey Vitarius has been actively local since early 2017. He lives in Sanger Heights with partner (JD) and his son (Callahan). He helped found Waco Pride Network and now serves as that organization’s treasurer and Pride Planning Chair. Jeffrey works at City Center Waco where he helps keep Downtown Waco clean, safe, and vibrant. He is a member of St. Alban’s Episcopal Church and graduated from Baylor in 2011.
The Act Locally Waco blog publishes posts with a connection to these aspirations for Waco. If you are interested in writing for the Act Locally Waco Blog, please email [email protected]for more information.
By Olivia Evans
More and more jobs are requiring a technical certificate or a college degree. To meet the demands for a more skilled workforce, McLennan Community College offers a variety of classes and programs to help adults in the Waco community develop skills to match the jobs available in the area. These free classes served over 900 adult students in the 2019-20 academic year. MCC’s Adult Education and Literacy (AEL) program offers various pathways and classes including:
- High School Equivalency (HSE) Preparation Classes (formerly GED) improve basic skills in preparation for the High School Equivalency Test.
- English as a Second Language (ESL) Classes equip English language learners with the skills needed to advance in their careers and participate fully in their communities.
- Transition Classes help students improve their workplace and/or college preparedness skills.
- Career Pathway Classes provide college and workplace readiness in an in-demand career field.
In the midst of the COVID-19 pandemic, the AEL program has continued its commitment to help the Waco community achieve their educational and career goals by making swift changes to adjust to the new circumstances. “Within three weeks, our small staff completely switched to remote classes using the Zoom platform,” said AEL Instructor Margie De Laurell.
Currently, all 30 classes offered are held virtually. Despite these unprecedented times, the AEL staff is dedicated to ensuring that individuals in Waco, who are looking to advance themselves in their careers and education, are able to do so. Student success includes adjustments and additional learning not just from students but from instructors as well. “English-language learners and many of our instructors learned how to use their devices like never before! Digital literacy has always been part of the curriculum, but thanks to the pandemic, we all got a crash course,” said De Laurell.
AEL classes are free and open to anyone over the age of 18. There is no cost to community members other than time and dedication. All of the AEL students are extremely hardworking and exemplify the work ethic and positive mental outlook that is required to succeed under very challenging circumstances, including a global pandemic.
“As instructors, we are constantly inspired and motivated by our learners’ perseverance, courage, and resourcefulness,” said De Laurell.
For more information about registration AEL programs, call (254) 299-8777 or visit www.mclennan.edu/adult-education-programs/.
Olivia Evans is an intern in McLennan Community College’s Marketing and Communications office. She is a senior at Baylor University studying Public Relations and Corporate Communications. Olivia is a Houston, Texas native and plans to work in sports and entertainment digital marketing.
The Act Locally Waco blog publishes posts with a connection to these aspirations for Waco. If you are interested in writing for the Act Locally Waco Blog, please email [email protected]for more information.
By Jack Hill
I recently completed poll working training in anticipation of working Early Voting and Election Day sites. I was shocked to learn that, although Waco has mask requirements in place for all restaurants and bars, masks will not be required for anyone who votes, neither during Early Voting nor on November 3rd. Rather, signs will be posted outside voting sites stating only that “masks are recommended.”
Gosh, I wanted to help out, but it is too risky to do so given the lack of safeguards for poll workers in Texas. According to the CDC, three factors especially facilitate the spread of Covid-19: being in
- crowds,
- enclosed spaces with others with limited ventilation and,
- an enclosed space with persons who are not wearing masks.
Evidence indicates that Covid-19 is primarily spread by aerosols—microscopic particles produced when we cough, talk loudly, yell or sneeze. Aerosols may remain in the air long after persons who emitted them have left the vicinity. They may also travel well beyond six feet.
To work in any enclosed space, virtually non-stop for 5-12+ hours, for the 18 consecutive days of Early Voting —in which individuals are permitted to come and go without wearing masks—is not only unnecessary from a public health standpoint, it is like playing Russian roulette—you may not get the bullet, but then again, you may.
Several states, such as Colorado, have state-wide mask mandates in place. Texas is not one of them
The nonpartisan organization, Mi Familia Vota, together with the Texas NAACP, have filed a lawsuit to protest the state of Texas’ decision to tolerate voters who refuse to wear a mask on Election Day. But even in states, like New York, which also do not require masks, it is recommended that each polling site have an isolated area where poll workers in special protective gear can assist voters who are unwilling to wear a mask.
This is a state-level decision. Come on fellow Texans, call Governor Abbott (512- 463-2000). We can do at least as well as New York!
Jack A. Hill is a political activist and Emeritus Professor of Religion and Social Ethics at TCU, where he taught for the past two decades. Prior to coming to TX, he resided in the Caribbean, the Fiji Islands and Southern Africa for 15 years of an international teaching career. He was the first U.S. born Christian Church (Disciples of Christ) Partner in Mission to be ordained by a church overseas—the Jamaican Disciples of Christ (April 8, 1980). He has written eight books, including Ethics in the Global Village: Moral Insights for the Post 9-11 U.S.A. and I-Sight: The World of Rastafari. He was a Fulbright Scholar (Distinguished Chair) in Scotland and served as President of the American Academy of Religion in the Southwest. He has two daughters and six grand-children. Dr. Hill resides in Waco with his wife, Katherine Logue.
By Alicia Jallah
These are challenging times we are currently in. There have been significant changes that we all have had to make to our lifestyles in order to adapt to the COVID-19 pandemic. Even with these changes many in our community are still struggling to meet basic needs such as housing, food and utilities because of unemployment, underemployment and/or trying to catch up on bills that accrued during the shelter-in-place order.
At Caritas we are grateful that we are able to stand in the gap and help those who are having to make difficult decisions during this season.
Do you need assistance or know someone who does? Here is how we can help.
Veterans Case Management
- Veterans receive specialized assistance through a grant provided by the Texas Veterans Commission. Our case manager Mr. Harris, assists with financial needs such as housing, utilities and childcare. He can be reached at 254-753-4593 ext. 233 or [email protected].
COVID Case Management
- Those that have been personally affected by COVID due to layoffs, diagnosis, etc. can receive financial assistance funded by the COVID-19 Community Response Fund created by the Waco Foundation and United Way of Waco-McLennan County. To receive more information about qualifications you can call Ms. Ramon at 254-753-4593 ext. 226 or [email protected].
“I lost my job due to Covid-19, I was in panic mode and unemployment was a mess. I applied and it took months before I even heard from someone. I am a single mom with two kids, it was really rough. I called Caritas and was connected with a Caritas case manager that day and she answered all of my questions immediately. Caritas was able to pay my utility and mortgage bills. It gives me hope to have an organization like Caritas in our community.” — Sabrina, Caritas Client
Utility Assistance
- When funds are available we are able to assist with utilities call the main line at 254-753-4593, to hear more information about qualifications and current assistance.
Food
- Our drive-thru food distribution occurs Monday- Friday from 8:30-11:00 and 1:00-2:00 (weather permitting). The drive-thru line is on the front side of the building facing Mary street and wraps around 15th street. The food will only be loaded into the trunk. Please, make sure that trunks are empty before getting in line. Households can come twice a month and will be asked for a photo id.
Employment Case Management
- We work directly with employees to find and maintain employment. Our case manager, Ms. Tyler can help employees with financial assistance for transportation, housing and child-care. She can be reached at 254-753-4593 ext. 234 or [email protected].
Hidden Treasures
- Our Hidden Treasures thrift stores offer low cost options for our community. They carry household essentials, clothing, furniture and more. Our stores are located at 3912 Bosque Blvd and 3016 Bellmead Dr and are open Monday-Friday, 12:00-6:00 and Saturday, 10:00-6:00.
SNAP
- We offer enrollment assistance for state and federal programs. Clients are individually guided through the application process online or with paper applications. Ms. Morales can be reached at 254-753-4593 ext. 204.
Those who would like to join us in the fight against poverty and food insecurity can do so in various ways. Join us by volunteering your time in the distribution line by loading the food into the trunks of our clients. We need a lot of food to meet the needs; individuals, business and organizations can host food drives for us. Our common needs are pop-top cans of soup and proteins, grains such as noodles and oats and kid-friendly items like applesauce, mac-n-cheese and granola bars. Those who would like to be financial supporters can do so on our website caritas-waco.org or mail checks to 300 S. 15TH St. Waco, Tx 76701.
We could not do this without the continued support of our community and donors. Even during these challenging times, we have seen the best of humanity come together to support those who have been affected the most.
We hope that you and your family stay safe and well!
After earning her Masters of Arts from Denver Seminary, Alicia Jallah, entered the non-profit world to act on her calling of providing dignity and respect to those struggling in poverty. She currently has the privilege of serving as Co-Executive Director at Caritas of Waco. When she is not working you can find her in the glorious outdoors with her husband and son.
he Act Locally Waco blog publishes posts with a connection to these aspirations for Waco. If you are interested in writing for the Act Locally Waco Blog, please email [email protected]for more information.
(press release)
When COVID-19 forced the cancellation of Family Abuse Center’s annual fundraising event, Dancing with the Waco Stars, two donors committed to match up to $40,000 of all donations given before December 1.
The fundraiser, which is live online as Donating with the Waco Stars, has already raised over $8,000 in donations for the Waco shelter.
“The annual fundraiser is crucial for Family Abuse Center because the donations are used to fund expenses that aren’t covered by grants,” Executive Director Kathy Reid said. “Expenses like gas to drive survivors to medical appointments or work clothes for a survivor who is starting a new job.”
In 2018, 211 Texans were killed by their intimate partners.1 According to the National Coalition Against Domestic Violence, one in three women and one in four men have experienced some form of physical violence by an intimate partner.2
Lisa and Larry Jaynes, the donors responsible for the match, said among other reasons, they support Family Abuse Center because it provides a desperately needed service to its community.
“The many programs offered [at Family Abuse Center] are available to hundreds of individuals in our area to help them start a new life without being exposed to the constant abuse of themselves and their children,” Lisa Jaynes said.
Join Family Abuse Center in the fight against domestic violence by donating today and doubling your impact at FamilyAbuseCenter.org/Donate.
To learn more about Donating With the Waco Stars, visit https://www.familyabusecenter.org/dwtws2020/.
For more information about Family Abuse Center, email [email protected] or call 254-772-8999 for more information.
About Family Abuse Center – For 40 years, Family Abuse Center has worked to eliminate domestic violence in Central Texas by sheltering victims of domestic violence and by preventing abuse from occurring through intervention and education. If you or someone you know is at risk, please call Family Abuse Center’s 24-hour hotline at 800-283-8401.
Happy fall, y’all! I hope everyone is enjoying the cooler weather as much as I am.
The fruit I will feature in this blog is often mistaken as a vegetable, an all-time favorite the pumpkin. Pumpkins bring forth a bit of nostalgia, thinking of my late grandmother who would give us sun-toasted pumpkin seeds. I enjoy observing the anticipation and excitement of all things pumpkin spice.
Did you know eighty percent of our United States pumpkin supply is available in October? Let’s not forget our pumpkin patches, fall décor, children’s activities, and oversized sweaters. I look forward to all the new and creative ways individuals and communities will embrace the season while practicing social distancing.
Select pumpkins that are firm and heavy. Look for those with a one to two-inch stem, those with small stems will decay faster. Avoid those with soft spots or blemishes. Pumpkins may last up to two months when stored in a cool, dark, and dry location.
Canned pumpkin is also an option. Pumpkins can also be purchased canned and are safe to consume past the expiration date so long as the can is free of dents, swelling, or rust. For decorative purposes, keep in mind lopsided pumpkins are not necessarily bad.
Pumpkins are 90% water. They’re low in calories, fat free, cholesterol free, saturated fat free, sodium free, high in vitamin A, and a great source of vitamin K.
Get the Facts!
Wash your hands as recommended by the CDC, and clean contact surfaces often.
The U.S. Department of Agriculture MyPlate provides recipes, tips, and resources to guide you in creating a healthy eating plan. Start simple, download the MyPlate App, an easy-to-use app that will help guide you and track your progress.
Enjoy the tasty recipes below:
Pumpkin Smoothie in a Cup
Prep Time: 5 minutes
Serving: 1 cup
Ingredients:
2/3 cups low-fat vanilla yogurt or 1 six ounce container
¼ cup canned pumpkin
2 teaspoons brown sugar
¼ teaspoon cinnamon
1/8 tea spoon nutmeg (optional)
Instructions:
Combine ingredients in a bowl or blender
Mix until smooth
Serve or refrigerate within 2 hours
Enjoy!
Additional suggestions:
Add granola
Excess canned pumpkin can be frozen
Low-Fat Pumpkin Bread
Prep Time: 15 minutes
Cooking Time: 1 Hour
Serving: 20 Slices
Ingredients:
1 ½ cup of whole wheat flour
1 1/3 cup all-purpose flour
2 teaspoons baking powder
1 teaspoon of baking soda
½ teaspoon salt
1 teaspoon of cinnamon
½ teaspoon of grown cloves
¼ teaspoon of ground ginger
¼ teaspoon nutmeg
4 eggs
1 cup canned pumpkin
1 cup applesauce
¾ cup packed brown sugar
¾ cup sugar
Directions:
Preheat the oven 350 degrees
Lightly coat an 8 ½ x 4 ½ inch loaf pan with cooking spray oil and set aside
Combine flours, baking powder, baking soda, cinnamon, salt, cloves, ginger and nutmeg in a medium bowl (dry ingredients)
Combine eggs, pumpkin, applesauce, brown sugar and sugar in a separate bowl and mix (wet ingredients)
Combine wet and dry ingredients. Careful not to over mix
Pour batter onto pan and spread into the corners
Bake for approximately 60 minutes or until a wooden pick comes out clean when inserted in the middle
Remove from oven and cool for 10 minutes
Remove loaf from pan and slice
Wrap and freeze leftovers for up to one month
Enjoy!
Paula Solano is a Master in Public Health student at Baylor University, a certified Community Health Worker, and is volunteering at the Texas A&M AgriLife Extension Service. A Waco native, she is passionate about serving her community, particularly the underserved and underrepresented.
Due to the continued spread of COVID-19 and the challenges it poses to communities across Texas, Texas A&M AgriLife Extension and many others continue to practice public health recommendations. Whether we are communicating online or face-to-face know that program content will always be research-backed to help individuals navigate decisions for themselves and their families. For information on resources, ideas, and programs for yourself and family visit Texas A&M AgriLife’s HUB.
USDA is an equal opportunity provider and employer. This material was funded by USDA’s Supplemental Nutrition Assistance Program — SNAP. To learn more about the Supplemental Nutrition Assistance Program (SNAP) or to apply for benefits, visit www.yourtexasbenefits.com
References:
Food Hero (2020) Recipes. Retrieved from: https://foodhero.org/recipes/pumpkin-smoothie-cup
Texas A&M AgriLife Extension (2020) Vegetable Fact Sheet Guide. Retrieved from: https://mail.google.com/mail/u/0/?tab=wm#search/lindsey/FMfcgxwJXLmlTmrsWggKBbBkJgmzwHJC?projector=1&messagePartId=0.5
U.S. Department of Agriculture (2020) Pumpkins. Retrieved from: https://snaped.fns.usda.gov/seasonal-produce-guide/pumpkin
University of Illinois Extension (2020) Pumpkins and More. Retrieved from: https://web.extension.illinois.edu/pumpkins/selection.cfm
City of Waco
Strategic Communications Workgroup
MEDIA RELEASE
Ten Waco organizations are partnering with Heart of Texas MHMR to promote free, confidential mental health services available to all Central Texans. Mental health needs have risen with COVID-19, and these organizations want community members to know there is help available at no cost to the recipient.
Heart of Texas MHMR is participating in the Texans Recovering Together Crisis Counseling Program that provides short-term interventions to help people impacted by COVID-19. The program is available to anyone impacted by COVID-19 and is designed to reduce stress and provide emotional support, as well as connect folks with other agencies that can help in the recovery process. All services are free, anonymous, confidential, and available by virtual visit.
While many organizations are working together to promote a safe, healthy environment during the COVID-19 pandemic, mental health can’t be overlooked. The uncertainty brought on by the virus coupled with job loss, financial burdens, education complexities, and health concerns has led to an increase in stress, anxiety, and other mental health needs across the county. Texans Recovering Together is here to help our community get through this crisis.
The organizations participating in the campaign include McLennan Community College, United Way of Waco-McLennan County, Prosper Waco, Baylor University, Cen-Tex Hispanic Chamber of Commerce, Cen-Tex African American Chamber of Commerce, Greater Waco Chamber of Commerce, Waco Foundation, the City of Waco, and McLennan County.
Each participating organization will promote a series of social media posts on specific days in an effort to widely spread messaging about mental health assistance. The Communications Co-op, co-funded by the City of Waco, Greater Waco Chamber of Commerce, and Waco Foundation, will provide grants to each organization for social media promotion of the mental health campaign.
The Strategic Communications Workgroup is one of four committees established by Mayor Kyle Deaver in an effort to provide accurate information to all residents of Waco and McLennan County.
For more information, contact Natalie Kelinske, director of communications & donor services for Waco Foundation, at [email protected] or 254-754-3404.
(Press Release) An orangutan, a duck, a mammoth and a bear — the 2020 Act Locally Waco T-shirt shows off the wild side of Waco! Designed by local artist Hanna Braud, the shirts are on sale now! Order yours today and proudly show the world you are “Wild about Waco!”
Here are some fun facts about the animals on the shirt:
Razak – Razak is the youngest member of Cameron Park Zoo’s group of Bornean orangutans. He was born January 12, 2017 in Waco, Texas. He shares the orangutan habitat with his parents, Mei and Kerajaan (KJ); his aunt, Kutai; and Mukah, the other adult male orangutan at Cameron Park Zoo. You can see a statue of Razak and his Aunt Kutai at the University Parks entrance to Cameron Park Zoo. The name “Razak” means “protector.”
Wise Elephant – The Bubble blowing elephant on the top of the bridge is our nod to “Wise Elephant” one of the sculptures in the Waco Sculpture zoo. The sculpture zoo is a collection of 28 animal-based artworks along the Brazos River trail between downtown Waco and the Pecan Bottoms entrance to Cameron Park Zoo. (Find out more at the Creative Waco website.) Wise Elephant was created by artist Trevor O’Tool. It is a humorous take off on the famous Rodin sculpture “The Thinker.” Wise Elephant is life-sized, so you can sit beside him and see how big you are compared to an elephant!
Waco Mammoth – The Waco Mammoth National Monument preserves the nation’s first and only discovery of a nursery herd of Columbian mammoths. Columbian mammoths were up to 14 feet tall and weighed as much as 20,000 pounds. More than twenty-four Columbian mammoths have been found at Waco Mammoth National Monument…and counting! The Waco mammoth fossils are organized by letters of the alphabet. Staff fondly refer to Mammoth “Q” as Quincy and Mammoth “W” as Wanda.
Baylor Bear – Baylor has had a live bear mascot since 1918. The first bear, Ted, was donated to Baylor by the 107th Engineers of the Army’s 32nd Division. They were stationed at Camp MacArthur in Waco during WWI. The bears live in a special bear habitat on Baylor campus which is currently licensed by the USDA as a Class C Zoo. Since 1974, all of the bears have been named “Judge” in honor of Judge R.E.B. Baylor and Judge Abner McCAll who was president of Baylor from 1961 – 1981. The current bears are Judge Joy and Judge Lady. They are named after the wives of two former Baylor presidents. Judge Joy and Judge Lady are biological sisters and have lived at Baylor since they were cubs.
Ducks & Heron – The ducks and the blue heron represent some of the abundant wildlife, especially birds, in the Waco area. The Great Blue Heron is a huge bird with a wingspan of 5 1/2 to 6 1/2 feet! They are frequent visitors to the Brazos River and the Lake Waco Wetlands. It’s also fun to see how many different kinds of ducks come to swim on the Brazos River. Some you may see are the Black-bellied Whistling Duck, the Mallard, and the Pied-billed Grebe.
By Kelly Palmer
Affordable housing, economic development, and COVID-19 are three of the most pressing issues our District IV City Councilmember must prioritize. More than ever, we need trustworthy leaders who listen to their constituents’ needs and are well equipped to address the complex issues our city faces.
Issue 1: Affordable Housing
The rising cost of housing in our community is one of the concerns I have heard repeatedly voiced by District IV residents. Since 2015, the cost of property taxes and housing in Waco has skyrocketed while wages have mostly stayed stagnate. Nearly half of our city’s residents are “housing burdened” and spend more than 30% of their monthly income on housing. As housing costs continue to surge, folks have to move further and further from the city’s core, where many of Waco’s highest paying jobs are located. Housing is an issue where we see poverty and race significantly intersect, in everything from disproportionate homeownership rates to redlining in communities of color.
While there are several ways to address housing-related issues, I believe we will not see meaningful change enacted until housing is a priority in our city’s budget — which ultimately reflects the city’s values. In reviewing the city of Waco’s budget from the past three fiscal years, I was surprised to learn that housing and community development are consistently the least funded budget category. Year after year, housing has made up only 1% of the city’s annual budget. By allocating greater resources to housing, we can invest in solutions that will help alleviate this significant area of need in our community. If elected to the council, I would advocate for both for the development of mixed-income housing, which the data suggests can significantly benefit both communities and residents, in addition to pursuing policies that prevent gentrification and displacement of families from generational homes.
Issue 2: Equitable Development
Waco has experienced a significant economic boom over the past several years, and yet, 44% of District IV residents make under $25,000 a year. While Waco’s growth has undoubtedly benefited some segments of our community, many of our neighbors have not shared in the prosperity or growth. As the city continues to expand in the coming years, the development we pursue must be sustainable and rooted in equity.
Equitable Development is a framework that encompasses economic and community development goals, in which community members are actively engaged in the decision-making process. If elected, I would pursue economic development initiatives that seek to improve the quality of life for all Wacoans, focusing particularly on our residents experiencing financial insecurity. One way I will do this is by championing jobs that provide our residents with a living wage and supporting our local workforce development programs. Through my work with Communities In Schools, I have seen firsthand the impact that workforce development programming can have on someone’s life by equipping them with an employable skill set that opens the door to financial security.
I look forward to reinforcing partnerships like this within our city, bringing together schools, non-profit organizations, and businesses to train our residents with the specialized skill sets needed to access high paying jobs available within the Greater Waco area.
Issue 3: COVID-19 Management & Recovery
COVID-19 continues to pose a real threat to the security and wellbeing of our community. While the virus has had broad sweeping adverse effects on all of our residents, it has significantly hit our communities of color. Our Black and Latinx populations have been disproportionately affected by COVID-19, as evidenced by the positivity and morbidity rates among these demographic groups. Addressing racial disparity as it relates to the novel-coronavirus is an issue of critical importance.
While there are no quick fixes or easy answers, our city council members must continue to provide thoughtful leadership throughout the duration of this crisis. Getting up-to-date, accurate information to our residents will continue to be an important area of focus. Finding ways to access hard-to-reach populations and populations at heightened risk of contracting the virus is also vital. We need city leaders who can strategically mitigate and respond to the wide range of effects COVID-19 has on our community. Even after a vaccine has been created and widely distributed, we will likely face the virus’s ramifications for months, if not years to come. As a city, we must be thoughtful as we develop plans for the long-term multi-tiered recovery we will need.
I commend Mayor Deaver, Judge Felton, and our extensive network of local healthcare providers for the decisive actions taken since March to flatten the curve and minimize the transmission of COVID-19 in our community. The road ahead of us is long, but we can weather the storms of this virus together. My experience working on the frontlines of a humanitarian aid crisis in 2015 and 2016 has equipped me with the skills needed to effectively prioritize competing values and lead during times of collective crisis.
2020 has been a challenging year, but there is hope for a brighter tomorrow. Our community is resilient and resourceful; we will get through this together. Collectively we can build a healthy future for all Wacoans – one where our neighbors have access to needed resources, our local economy is strong, and our community thrives. As a social worker and educator, I have the tools and expertise necessary to get us there. I have been on the frontlines, showing up for our community for years, and I’m ready to serve District IV residents as their next city councilwoman.
Biographical information for Kelly Palmer
Kelly Palmer is a licensed social worker and educator running for Waco City Council, District IV. She has called Waco home since 2013, when she moved to here to pursue her Masters in Social Work for Baylor University. Kelly is running for public office to further serve the community she loves by promoting greater equity and justice through public policy and city funding. Kelly’s campaign priorities are housing, COVID-19 leadership, and economic development with a focus on impacting our most financially insecure neighbors. When she’s not working, you can usually find Kelly volunteering with a local non-profit, on a walk with her husband, or nose deep in a book from the library.
(City council, school board, planning commission, county commissioners – these groups and several others represent us. They do the day to day work of running our community. It is our responsibility to keep informed about their work so that we can help them represent us effectively. “Civic Insights” by Jeffrey Vitarius is a regular feature of Act Locally Waco. Its purpose is to help us understand decisions that shape our community so that we can participate effectively as informed, engaged residents of Waco. – ALW)
By Jeffrey Vitarius
Two weeks ago we tackled breaking down a sentence about the City Council’s Community Development Block Grant (CDBG) public hearing. During the course of the City Council’s review of that item, Council Member Sabio raised a question regarding this map of CDBG eligible areas:
It was noted at the meeting that the borders included above come from the federal government and are based on census information. I thought it might be interesting to find out the how and why behind this map. Let’s jump right in.
The CDBG program was created by the Housing and Community Development Act of 1974 (HCDA). Section 104(b)(3) of the act identifies the three “national objectives” of the program:
- Benefiting low- and moderate-income persons,
- Preventing or eliminating blight, or
- Meeting an urgent need (this one is a little complicated)
CDBG funding has to go towards achieving one of these objectives.
As noted in the Department of Housing and Urban Development (HUD)’s Guide to National Objectives and Eligible Activities for CDBG Entitlement Communities benefiting low- and moderate income persons “is usually spoken of as the most important national objective of the CDBG program because of the related requirement that the vast majority of CDBG expenditures must be for activities that meet this objective.” Translation, most programs are directed towards the benefiting low- and moderate-income persons objective. Also, as an FYI, entitlement communities are local governments that develop CDBG programs and receive funding to implement them (like the City of Waco).
The question then becomes how does an “entitlement community” establish that a particular program or project is benefiting low- and moderate-income persons. HUD has outlined four different ways to meet this goal. A program can simply serve a limited clientele. If a particular program only or mostly provides services to low- and moderate-income folks, then it can easily be said to be fulfilling the national objective.
But what if a program or project doesn’t serve specific people? What is the “clientele” of a park? This is where the “area benefit” criteria comes into play. For this method the “entitlement community” identifies the service area of a program or project. If most of the residents (defined as 51%) in that service area have a low- or moderate-income the project can be considered to fulfill the national objective.
This possibility opens up a host of other questions. What income level makes a resident a low- or moderate-income? How do you determine a service area? What data can be used to determine if an area has low- or moderate-income residents? We’ll tackle each of these questions in more detail below. But first let’s take one quick sidestep to the remaining two criteria. Housing development and job creation programs are unique enough to warrant their own criteria. We do not have the space this week to delve into those criteria, but it’s worthwhile to know they are out there.
Back to our questions.
What income level makes a resident a low- or moderate-income?
Section 102 of the HCDA defines low- or moderate-income as 80% of the median income in the area. So first you determine an area’s “median family income.” This is the income you would find at the exact middle of Waco’s income distribution (for the math folks, we are looking at median here rather than mean or average). If you put all the family incomes from Waco in order it would be the one at the middle of your list. HUD identifies this as $65,700 in Waco. 80% of that number is approximately $52,550. Once you scale this for family size (larger families have a higher income threshold), you can determine if any given resident is low- or moderate-income. More details on these thresholds can be found at this useful tool put together by HUD.
How do you determine a service area?
Service area is the kind of idea that makes a lot of sense in theory and is really hard to define in practice. If you think back to our park example, you can probably imagine what the area served by that park might be, but if you had to sit down and draw it out on a street grid, it would get difficult fast. How far away is walking distance? Do we consider residents who can drive? Do busy streets separate “service areas” from one another?
As a result of this complexity HUD has placed the responsibility of determining service areas on “entitlement communities.” The guide I noted above states that “HUD will generally accept a grantee’s determination unless the nature of the activity or its location raises serious doubts about the area
claimed by the grantee.” Basically, as long as the service area doesn’t “look fishy” HUD will likely accept it as reasonable.
The range of what is or isn’t reasonable is very broad here. Based on the information in the City’s consolidated and annual plans (see this previous post for more info on what those plans are) it looks like Waco focuses on “block groups.” These are the smallest geographic units used by the census. You can think of them as literal groups of city blocks. According to the census, block groups typically have between 3,000 and 6,000 residents. The map at the beginning of this post breaks down Waco into these “block groups.”
What data can be used to determine if an area has low- or moderate-income residents?
So thinking of a “typical” block group of 5,000 residents. We now know that it is considered a low- or-moderate income service area if 2,550 (51%) of those residents reside in families (the distinction between families and households is interesting, but complicated and out of our reach here) that make less than 80% of median income for Waco. So how do we actually know if that is the case?
There are two ways HUD has endorsed for a community to accomplish this. The first is to use HUD’s own data (the Low Moderate Income Survey Data [LMISD]). The second is to conduct their own survey of residents following certain HUD guidance and minimum standards. Waco uses HUD’s data. That data can be found using this GIS application provided by HUD. On that application you can draw out service areas or just take a look at block groups and see which ones clear the 51% threshold (HUD provides a useful video introduction to the application here).
If we look at Waco’s consolidated five-year plan we find a section focused on geographic distribution (AP-50). In that section the city notes:
The City allocates infrastructure and facility improvements (not related to special needs populations [remember our limited clientele option]) within the CDBG Target Areas — those census block groups with 51% or more low to moderate-income residents.
This brings us back to the map at the top. There we find all of the block groups in Waco where at least 51% of the residents make less than 80% of Waco’s median income. These areas are the focus of much of Waco’s CDBG funding. Over time, as income levels move and data changes, this map will change too.
Jeffrey Vitarius has been actively local since early 2017. He lives in Sanger Heights with partner (JD) and his son (Callahan). He helped found Waco Pride Network and now serves as that organization’s treasurer and Pride Planning Chair. Jeffrey works at City Center Waco where he helps keep Downtown Waco clean, safe, and vibrant. He is a member of St. Alban’s Episcopal Church and graduated from Baylor in 2011.
The Act Locally Waco blog publishes posts with a connection to these aspirations for Waco. If you are interested in writing for the Act Locally Waco Blog, please email [email protected]for more information.