HomeMy WebLinkAbout03-24-2001 Workshop Meeting•
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MARCH 24 COUNCIL RETREAT
AGENDA
8:15- 9:00am
I. Receive report on Major Transportation Projects.
9:00 - 9:30 am
I1. Discuss proposal from Port of Houston on Beatititication Plan for BarbOLlrs Cut
Blvd.
9:30 - 9:40
Break
9:40 — 11:00
III. Northside Comprehensive Plan Discussion
A. Empowerment Zones
B. Neighborhood Community Development Corporation
C. Residential lot development (SETT I. 1labitat for Humanity)
11:10 — 12:30
IV. Discuss Hotel Conference Center proposal for Sylvan Beach.
Break for Lunch
1:1--5 to 1:45 pm
V. Discuss rental of old library by Nei,,hborhood Centers
2:00 — 3:01) pm
VI.
A. Sister City Program
B. Youth attending National Conference
COUNCIL WORKSHOP
0 MARCH 24, 2001
TABLE OF CONTENTS
1. MAJOR TRANSPORTATION PLAN Pa<�e
• Background and Terminoloov
• State Highway 146 South of Fairmont Parkway 1-4
• State Highway 146 MIS Study — Schedule of Events 1-�
Fairmont Parkway Grade Separation at Union Pacific Railroad 1-7
Special Concerns: Fairmont Parkway Overpass Project 1-9
• Special Concerns: Fairmont Parkway Improvements From 1-1
State Highway 146 to 16"' Street
• Special Concerns: Fairmont Parkway Rcfu��e/Turnin(, Lanes 1-14
• Special Concerns: Bay Area Boulevard From Fairmont Park%yav1-17
To West Main (Spencer)
• Other Thoroughfares Often Discussed 1--)0
• Summary
?. PORT OF' HOUSTON BEAUTIFICATION PLAN
• Overview ?-1
• Map-4
• Cost Estimate ?->
• Landscape Development Cover Letter 2-7
• Landscaping Installation and Maintenance Agreement (Draft) --8
3. NORTHSIDE COMPREFIFNSIVE PLAN
Empowerment Zones:
• Northside Community Neighborhood Plan 3-1
• Northside Nei�ohborhood Plan Actions 3-3
Neighborhood Community Development Corporation
• Letter from the Chairman and President 3-8
• IIouston Chronicle Article —Terrific Investment..." 3-13
• Houston Chronicle Article "Business" 3-14
• Local Initiatives Support Corporation (LISC) 3-1
Residential Lot Development (SETH. Habitat for Humanity)
• Overview 3-18
Delinquent Tax Property List 3-19
• Map of Northside Area 3-- I
TABLE OF CONTENTS
Page 2
4. HOTEL CONFERENCE CENTER PROPOSAI.
• Executive Summary prepared by Ilorwath Horizons 4-1
5. NEIGHBORHOOD CENTERS. INC.
• Discussion of Rental of Old Library (Exhibits) ;-1
• Letter of Agreement to Any; ela Blanchard-1 1
• Notice of Termination of Lease Agreement Letter ;-16
• Letter from Linda Barley - Request for Usc of Vacated Clinic Space ;-17
• Letter to Mr. Herrera - Use of l--ditli 'A llson Library BuildinI-I 5-118
• Letter tiom Mayor and Council to Mr. Tom Sanders ;-20
6. SISTER CITY PROGRAM
• Memo from Martha Gillett 6-1
Memo and Overview of Sister City Pro(-Yram 611,
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March 24, 2001
Presentation to City Council
Current Activity
City of La Porte
Thoroughfares
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Background a Terminninav,
� Many major transportation projects use Federal �
funds.
� Federal transportation funds are passed to the
regional/local level through Metropolitan
Planning Organizations (MPO's).
� The MPO for the Houston -Galveston region is
the Houston Galveston Area Council (HGAC).
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� HGAC's Transportation Policy Council (TPC) is
responsible for selection of projects using Federal
funds.
� To accomplish this, HGAC prepares a Metropolitan
Transportation Plan.
� This plan is further broken down into 3 sub areas
❑ 3-Year Transportation Improvement Plan
(TIP 2000-2002)
❑ Short Range Projects (2002-2008)
❑ Long Range Projects (2008-2020)
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FAIRMONT PARKWAY
TURNING LANES
EASTBOUND - LEFT TURN
1. LUELLA BLVD.
2. BROOKWOOD DR.
3. WILLMONT
4. FARRINGTON BLVD.
5. DRIFTWOOD
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D
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N. 16th ST.
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I N T.S.
LEGEND
OVERPASS
TURNING LANE
ACTIVE PROJECTS:
PRELIMINARY INVESTIGATION/
ENGINEERING
NO DEFINITIVE ACTIVITY/
SCHEDULE
PRESENTATION TO LA PORTE
CITY COUNCIL MARCH 24, 2001
CURRENT ACTIVITY
CITY OF LA PORTE THOROUGHFARES
WESTBOUND - RIGHT TURN
BAYPARK
R:`,C1 Y MAPS\OFFICIAL CITY MAPSVCITY-MAP-CRY=TAL.DVJG
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State Highway 146 youth o
::) Is currently in HGAC's long-range plan (2008-2020).
:z Area cities requested TxDOT to accelerate the planning •
for improvements to SH146. TOOT agreed to and
authorized a Major Investment Study (MIS) (required
before additional spending by TOOT).
:z The MIS will evaluate transportation options for SH146
from Fairmont Parkway to 1-45 and; •
� Provide an opportunity for TOOT and participating
agencies to determine the most cost efficient solutions
for addressing long-term needs.
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SH 146 MIS StudyPr
Schedule of Events
� August 2000 — Study purpose, process, and •
objectives.
� Fall 2000 — Results of screening process and
alternatives that will advance into further
analysis. •
:) Spring 2001 — Detailed analysis results and
locally preferred alternative.
SH146 MIS Study
:)The last SH146 MIS Steering Committee meeting 0
was January 10, 2001 in the La Porte City Hall
Council Chambers.
:) TxIDOT Website: www.dot.state.tx.us
Look for SH146 under Major Investment Studies
updates on public meeting schedules and locations.
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Fairmont Parkway Grade Separation
at Union Pacific Railroad
�z This project is in HGAC's 3-year 2000-2002 TIP.
:z Presently, $4 million dollars in Federal funds are �
programmed for this project.
� Prior to April 2000, the City of La Porte was the sponsor
(at HGAC) of this project.
� At Harris County I s request (Precinct 2), the City agreed
that Harris County would take over as project sponsor
at HGAC. •
Note: Harris County was already planning roadway
improvements to Fairmont Parkway. It was felt that
with Harris County as sponsor of the grade
separation, the two projects could be more efficiently
J planned.
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:) Harris County authorized the engineering firm of
T.S. Chang (already retained for the Fairmont
Parkway project) to prepare a preliminary cost
estimate for the overpass.
� Special concerns are drainage, pipeline
relocations, and the overpass configuration.
� Cost expectations are between $5 and $11
million dollars and are heavily dependent on
necessary drainage improvements.
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Special Concerns
Fairmont Pkwy. Overpass Project.
� City has expressed to Harris County the need to
accelerate this project so the access to Federal
funds ($4 million) will not be lost. We met with
Harris County on February 13 to reiterate these
concerns.
� Harris County had reservations about TxDOT's
approval of the overpass configuration (number
of lanes, limits of the project, etc.)
�z City met with TxDOT and Harris County on
February 22 to resolve these issues.
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� Harris County is also concerned with their
consultant's report that the three current
roadway projects (Fairmont Parkway, the
overpass, and Bay Area Boulevard) along with
future Sens Road improvements will require
additional detention (estimated 20 acres at $3.5
million)to drain the roadway.
� Staff recently learned of this concern and is
scheduling meetings with Harris County Flood
Control District and Harris County to review the
consultant's findings and look for alternatives.
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� To some degree, this drainage issue is keeping •
Harris County from viewing the overpass as a
stand along project. We are encouraging the
County to move forward with the Preliminary
Engineering Report which requires TxDOT's
approval of the scope of work.
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Fairmont Parkway Improvements
from SH146 to 16th Street
� Harris County's bond program proposed
improvements to Fairmont Parkway from SH146
west to 16t" Street.
� Under the County I s plan, Fairmont Parkway
remained a 4-lane divided roadway with
intersection improvements.
� Because of increased commercial development
in the area, the City has agreed to participate in
upgrading Fairmont Parkway to 6 lanes between
SH146 and 16t" Street.
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:)The preliminary engineering report has been
completed. The estimated cost of improvements
are:
❑ Harris County
❑ City of La Porte
❑ Total
$2.96 million
$ .27 million
$3.23 million
� Further
progress
on this project
has been
delayed
until
key
decisions are
made regarding
the proposed Fairmont Parkway grade
separation at Union Pacific Railroad.
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� Fairillo"I arkwnv �
Refuge/Turning Lanes
� La Porte requested Harris County to consider installation of turning
lanes at various locations on Fairmont Parkway.
� Harris County retained a traffic engineering firm to evaluate the �
need for the turning lanes.
� The consultant recommended turning lanes at the following
locations.
❑ Eastbound at Luella, left turn
❑ Eastbound at Brookwood, left turn
❑ Eastbound at Wilmont, left turn
❑ Eastbound at Farrington, left turn
❑ Eastbound at Driftwood, left turn
❑ Westbound at Baypark, left turn
� Harris County and La Porte agreed to fund these
improvements on a 50/50 basis, with the
exception of Luella Boulevard.
� La Porte has asked the County to fund the �
turning lane at Luella Boulevard.
� The City's share was previously estimated to be
$2001000.
:)A recent preliminary engineering report provided
cost estimates for the proposed turning lanes, �
which were substantially higher than originally
projected. The City's share is now projected to
be $400,000.
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::) The City responded to Harris County on
January 10, requesting the turning lane at Bay
Park Road be deleted.
� This reduces the City's estimated participation to
approximately $262,000.
:) Final design will proceed once the City Council
and Harris County execute the interagency
agreement covering the level of funding and the
intersections to be included. • •
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Bay Area Boulevard from Fairmont
Parkway to West Main [Spencer Highway)
:) Harris County and the City have agreed to fund
this project on a 50/50 basis.
� Harris County plans to use bond funds and the
City will use proceeds from the voter approved
4B sales tax fund.
� A preliminary watershed study, important for
future improvements to Bay Area Boulevard,
Sens Road and Fairmont Parkway was
completed in December 1998.
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� Harris County has retained Wayne Smith and
Associates to prepare a preliminary engineering
report.
� The report estimates the roadway improvements to
cost between $5.3 million & $7.8 million (excluding
right-of-way) depending on the amount of drainage
improvements programmed into the project.
:z La Porte needs to secure additional right-of-way
from landowners (PPG, Bryan and David Moore,
and DuPont La Porte Employees Federal Credit
Union).
:: Commissioner's Court will consider authorizing the
consultant to proceed with the final design at their
.- March meeting.
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S• N z2s
N.T.5.
\` N . 16th ST.
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o-- '------- --
r--------------------
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f� SENS ROAD LEGEND
'. (26th ST.) h
--= �IIi ■ OVERPASS
i ,- ;�-? j; .•' \� TURNING LANE
l= t - - t ! II.,�,. x a' ACTIVE PROJECTS:
-
PRELIMINARY INVESTIGATION
FAIRMONT�� ENGINEERING /
BAY AREA BLVD. PARKWAY'
._ .` - NO DEFINITIVE ACTIVITY/
id
SCHEDULE
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CANADA ROAD S. BROADWAY
FAIRMONT PARKWAY OVERPASS i
TURNING LANES ' /� GAL`JFSTCN BAY
EASTBOUND -LEFT TURN --'
POWELL ROAD
1. LUELLA BLVD. PRESENTATION TO LA PORTE
2. BROOKWOOD DR. S. 16th ST.) CITY COUNCIL MARCH 24, 2001
3. WILLMONT e_1+l, CURRENT ACTIVITY
4. FARRINGTON BLVD. CITY OF LA PORTE THOROUGHFARES
5. DRIFTWOOD S.H. 146
WESTBOUND - RIGHT TURN
BAYPARK tom:=iZ'.j,
R:ACITY MAPSVOFFIQAL CITY MAPS \UTY-MAP-CRYSTAL.DWG
F-'
Other Thoroughfares Often Discussed
� The following roads (and others) are also part of
La Porte's Thoroughfare Plan. They do not have �
a defined approach, schedule, or identified
funding source at this time.
❑Sens Road (26th Street) from West Main
(Spencer Highway) to SH225 •
—Preliminary Drainage Recommendations
are complete.
—This project is on HGAC's Long Range
Plan (2008-2020).
❑ Powell Road (So. 16th Street) from Fairmont
Parkway South, then East to Weems
Boulevard and SH146
—Activity could be accelerated depending on �
success of La Porte TIRZ #1.
❑ South Broadway from Fairmont Parkway to
Weems Boulevard �
—This project is on HGAC's Long Range
Plan (2008-2020).
—Activity could be accelerated depending on
success of La Porte TIRZ #1.
Canada Road from West Main (Spencer Highway) to
Fairmont Parkway
— Right-of-way to align this intersection with East
Boulevard has been acquired, additional right-of-way
is necessary. •
— City Council has funds budgeted to review right-of-
way needs and design intersection improvements.
— Staff has negotiated an agreement with
Walsh/Freese and Nichols to prepare a summary
report with cost estimates for this project.
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❑ North 16th from Barbour's Cut to SH 146
— Previous negotiations with SPRR (now UPRR)
provided for a realignment of North 16t" Street.
— The new alignment will connect with SH146 feeder
, road at a proposed crossover.
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Active Projects
Preliminary
Summary
nvestigation/Engineering
Est. Cost (millions)
:) SH 146 south of
Fmt. Pkwy. (MIS)
:) Fmt. Pkwy.
(SH146 to 16t" St.)
Fmt. Pkwy. grade
separation @ UPRR
Bay Area Blvd.
::� Fmt. Pkwy.
turning lanes
Total
Future Projects
No Definitive Activity/Schedule
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$201 million Sens Road from W. Main to SH225
� Powell Road from Fairmont
Parkway south, then east to
$3.23 million Weems Boulevard and SH146
:z So. Broadway from Fairmont
$5-11 million Parkway to Weems Boulevard �
� Canada Road from West Main to
$5.3- 7.8 million Fairmont Parkway
$.8 million � No. 16'h from Barbour's Cut to
SH146
$220+ million
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FAIRMONT PARKWAY
TURNING LANES
EASTBOUND - LEFT TURN
1. LUELLA BLVD.
2. BROOKWOOD DR.
3. WILLMONT
4. FARRINGTON BLVD.
5. DRIFTWOOD
WESTBOUND - RIGHT TURN
BAYPARK
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'/l "I--
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SN. 16th ST.
------------------
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LEGEND
(�f ■ OVERPASS
TURNING LANE
ACTIVE PROJECTS'
PRELIMINARY INVESTIGATION/
ENGINEERING
NO DEFINITIVE ACTIVITY/
SCHEDULE
err
GALVESTON BAY
41,
PRESENTATION TO LA PORTE
CITY COUNCIL MARCH 24, 2001
CURRENT ACTIVITY
CITY OF LA PORTE THOROUGHFARES
P.,.,C1 Y t4AP-')Ml-;GL CM MAos`;CITY-MAP-CRYSTAL.CWG
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• Port of Houston
Beautification Plan
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Port of Houston
Beautification Plan for
Barbour's Cut Boulevard
Overview
The Port of Houston has authorized the firm of Vernon Henry and Associates to prepare a
Beautification Plan for Barbour's Cut Boulevard (see attached map).
Note: a larger plan will be available at the workshop.
> The proposed project limits are from SH146 easterly to the turn -a -round at the Portof
Houston.
> In general, the plan features the following:
Two rows of palm trees along Barbour's Cut Boulevard.
Special signage areas at SH146 and North Broadway.
> Areas of special emphasis which will receive additional plantings at SH146, North
Broadway, and entrance to Port facilities.
A beamed area along the north right -of --way line of Barbour's Cut Boulevard with
plantings and shrubs. (Where the adjacent Port property provides additional depth for
berms and landscaping).
Additionally, a walking trail within the city limits of Morgan's Point. (If built, the
ownership and ongoing maintenance will be responsibility of Ivtorgan's Point.)
> The consultant's current estimate for the project is $906,930.
Prior to moving forward with this project, the Port of Houston has asked La Porte and
Morgan's Point to consider a joint agreement for the installation and ongoing maintenance of
the landscaping (letter attached).
The draft agreement states that the Port of Houston will fund up to $1,000,000 for the
project. If the costs exceed $1,000,000 the cities are to share the excess amount equally.
It has been suggested that one maintenance contract providing the ongoing care of the
landscaping would be preferable to the three entities providing different levels of
maintenance at different times.
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0 Proposed Maintenance Agreement
Prior to requesting the Port Commission's authorization to proceed, the Fort statt has
requested La Porte and Morgan's Point to participate in the annual maintenance costs.
➢ The Port of Houston has asked La Porte and Morgan's Point to consider splitting the annual
maintenance costs in the following manner:
Port of Houston 40%
City of La Porte 30%
City of Morgan's Point 30%
To test the reasonableness of the proposed split, staff estimated the "project area" within each
entity and found the following percentages.
Port of Houston 40%
City of La Porte 30%
City of Morgan's Point 30%
> The table below estimates the annual maintenance costs for each entity using 1) The Port of
Houston's proposal and 2) using the above calculated percentages.
➢ Per the proposed agreement, the actual maintenance costs will be determined by an annual
competitive bid plus a 15% contingency. Additionally, if the Port determines this amount is
insufficient, the cities will deposit additional funds.
Barbour's Cut Landscaping Project
Estimated Annual Costs
Estimated Annual Maintenance Cost $169,020. t
Port of Houston Request
Based on Area within each entity2
Port of Houston 40%
$ 67,608
Port of Houston 40%
$ 67,608
City of La Porte 30%
$ 50,706
City of La Porte 24%
$ 40,565
City of Morgan's Point 30%
$ 50,706
City of Morgan's Point 36%
$ 60.847
100%
$169,020
100%
$169,020
' The estimated annual maintenance cost is based on information provided by the Port's consultant, Vernon, Henry,
and Associates.
2 Where a street right-of-way line is the city limits, the city (or Port of Houston) that is beyond the right-of-way line
was apportioned the landscaped area.
Other Considerations
If Council is interested in agreeing to an annual maintenance fee, staff suggests amendments
to the proposal regarding irrigation water.
0 ➢ Of the projected $169,020 in annual maintenance $17,000 of that is for water.
➢ Currently, the Port of Houston has a multi -year (thru December 31, 2016) take or pay water
contract with Morgan's Point. The Port pays for 200,000 gal/day (6 million gal/month) of
water whether they use it or not.
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Q➢ According to Morgan's Point the Port does not come close to using this amount of water.
The average monthly usage for the past 2 years is 2.5 million.
Therefore, we could request the Port of Houston absorb this cost since they are not using
their contracted amount.
➢ For the long term, we suggest that consideration be given to using effluent from the
Morgan's Point sanitary sewer treatment facility.
If Council wishes to participate in the annual maintenance, there are other
clarifications/additions we would propose to the maintenance agreement.
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CITY LIMIT LINE
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Romove m&t a!!Rhalt & base
Uio" Wit concrete & bass
Omove exist. trees & shrubs
'%M js laike tips w/ heiWc1de
Site moWim & edKint
berm &
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after
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COST Is- IT, I ESTIMATE
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BARMOURS OUT ML.-V13p
Final - Revised
112/20100
$2,000.00
$4,400.00
$6,000.00
$1,500.00
$800.00
2
6
$20,000.60
$11800.00
$40,000.00
PUMA
12,682
3,791
$10.00
$15.00
$126,820.00
$56'865.00
1,000
CY
$12.00
$12,000.00
�0476.
$1.05
$74,880.60
30 gallon -420
Rall 45 on
a ....
-
12
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$150.00
-073,06
$250.00
$1,206.00
$74,900.60
$3,000.00
5 pHon
57
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$20,00.
$1,140-00
Ytrk
1
$100.00
$100.00
5' trk
60
-$200.-00
$12,000.00
6' A
—7
$240.00
$1,680.00
8' trk
433
$320-00
$138,560-00
10'trk
5.
$500.00
A2,50.06
IX trk
3
$580.00
$1,740600
14'trk
5 gallon
2
1,310
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$66Q.00
$18.04
$1,32*0100-
$24,894-00
1 gallon
7 14—
- $5.5,0
$20,427.00-
4" pot
41' Pot--Z652
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$2.00
$1.85
$4,568.00
$4,006,16'
25-0,000
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$0,04
$10,000-00 "
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57,975
365
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af
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$7$.00
$0,01
$30-00
$450.00
$570.75
$10,950.00
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Daduct'TiDOT cast sharing:
n . g:
Continaency,p 5%
TOTAL; $904,930-08
q. Henry And Amclm.!", Inc. aig Post Oak Blvd., Sub 20$ Houston. Tome 77027 , I
2-5
GRAND TOTAL WIT PTION #2: $893,272.97
Annual seasonal flower replacement cost 2 changes 5,400 _ $1.85 $9,990.00
Annual maintenance cost: mow, edge, trim, etc. 998,260 sfly $0.12 $119,791.20
Annual mulching (first several years) _ $15,000.00
Sub -total - Maintenance (including 5% contingency): $152,020.26
Annual water cost: 30gallonslsflyr
Area within City of La Porte ® city rates _ $5,000.00
Area within Morgan's Point @ city rates $12,000.00
Total Continuing Annual Costs: $169,020.26
Vernon G. Henry And Associates, Inc. ° ° 515 Post Oak Blvd., Suite 205 ° ° ° Houston, Texas 77027 - 2
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EXECUTIVE OFFICES: I I EAST LOOP NORTH • HOUSTON, TEXAS 77029-4327
MAILING ADDRESS: P.O. BOX 2562 • HOUSTON, TEXAS 77252-2562
TELEPHONE: (713) 670-2400 • FAX: (713) 670.2448
STEVEN H. DEWOLF, P.E.
Chief Engineer
(713) 670-2466
BY MESSENGER
February 1, 2001
Mr. Robert T. Herrera
City Manager
City of La Porte
604 West Fairmont Parkway
La Porte, TX 77571
�aoUsron,gGy
r
A
y �7'0N.ZE�P
File No: 2000-0033
Subject: Landscape Development of Barbours Cut Boulevard
Dear Mr. Herrera:
Transmitted herewith is a draft (90 percent complete)
set of Plans and Specifications along with the draft of the
Landscaping Installation and Maintenance Agreement for the above
subject project for your review and comments. Please note that
the work will require an agreement or permission from the
property owner at the northeast quadrant of the Barbours Cut
Boulevard/SH 146 intersection.
Your prompt review and comments will be appreciated so
that the Plans and Specification and the Installation and
Maintenance Agreement can be finalized so that the project can
move to the bidding phase. If you have any questions on this
matter, please feel free to contact Mr. Rashid Neyaz, P.E. of my
staff at (713) 670-2470.
Yours very truly,
4�0 d' 0 14
Chief Engineer
SHD/kd:rj
Attachment
c: Mr. James Carroll Kell - Vernon G. Henry Associates
Mr. Jimmy Jamison - Port Authority
Mr. Rashid Neyaz, P.E. - Port Authority
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DRAFT
January 25, 2001
LANDSCAPING INSTALLATION AND MAINTENANCE AGREEMENT
This Landscaping Installation and Maintenance Agreement (the "Agreement") is entered into and
is effective as of this day of , 2001 by and between the PORT OF
HOUSTON AUTHORITY OF HARRIS COUNTY, TEXAS ("PHA"), a political subdivision of the State of
Texas created by the Texas Legislature and operating pursuant to special statute, Acts of the 55th
Legislative Regular Session, Chapter 117, the CITY OF LA PORTE ("La Porte"), a home -rule
municipality, and the CITY OF MORGANS POINT ("Morgans Point"), a home -rule municipality (La Porte
and Morgans Point are collectively referred to as the "Cities").
RECITALS
PHA is the owner and operator of the Barbours Cut Terminal facility located within the corporate
limits of Morgans Point and adjacent to the corporate limits of La Porte.
State Highway 146 and Barbours Cut Boulevard provide the entrance to the Barbours Cut
Terminal facility, and State Highway 146 and a portion of Barbours Cut Boulevard are within the corporate
limits of La Porte.
The Barbours Cut Terminal and a portion of Barbours Cut Boulevard are within the corporate
limits of Morgans Point.
The Parties desire to install landscaping and a related irrigation system on State Highway 146
and Barbours Cut Boulevard to provide for the general beautification of the Cities' streets and boulevards
and the Barbours Cut Terminal.
PHA is willing to install the landscaping and irrigation facilities at a cost not to exceed $1,000,000
and the Parties are willing to be jointly responsible for the maintenance of the landscaping and operation
and maintenance of the irrigation facilities.
AGREEMENT
For and in consideration of the premises and the mutual obligations, covenants, and benefits set
forth in this Agreement, PHA, Morgans Point and La Porte agree as follows:
ARTICLE I
PROJECT DESIGN AND INSTALLATION
Section 1.1: The Proiect. The "Project" consists of the design and installation of the
Landscaping (the "Landscaping") and the Irrigation Facilities (the "Irrigation Facilities") as described in the
plans and specifications attached to this Agreement as Exhibit A and incorporated herein for all purposes
and including the installation of two signs as depicted in Exhibit A.
Section 1.2: Design of the Proiect.
(a) PHA has designed the Project after consultation with the Cities and has incorporated the
Cities' preferences with respect to the Project in the plans arld specifications set forth in Exhibit A.
(b) Prior to PHA's final approval of the Project design, PHA will present the plans and
specifications to the Cities for final review and comment.
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(c) After each Cities' review and comment on the final Project design, PHA will approve the
plans and specifications for the Project and prepare all appropriate documents and notices to solicit
competitive bids for the construction of the Project.
(d) PHA will bear all costs associated with the design and competitive bidding of the Project.
Section 1.3: Installation of the Proiect.
(a) The Cities will dedicate, if necessary, landscape and sign easements to PHA on any
right-of-way that the Cities own.
(b) PHA will administer the contract for the installation of the Project (the "Installation
Contract") in accordance with the approved Project plans and specifications. PHA shall provide
supervision of the Project installation through completion.
(c) PHA will bear all costs associated with the Installation Contract up to $1,000,000. If the
Installation Contract costs exceed $1,000,000, the Cities will reimburse PHA the amount in excess of
$1,000,000. Any reimbursement will be paid not later than 45 days after PHA finally accepts the
Installation Contract as complete. As between the Cities, any excess amount will be shared equally.
ARTICLE II
MAINTENANCE AND OPERATION
Section 2.1: Landscaping and Irrigation Facilities Maintenance Costs.
(a) The Parties will share the maintenance and operation costs of the Landscaping and
Irrigation Facilities jointly in the following proportions:
(i) PHA=40%;
(ii) Morgans Point=30%; and
(iii) La Porte= 30%.
(b) Within 30 days after the final completion of the Installation Contract, PHA will
competitively bid a contract for the maintenance of the Landscaping and Irrigation Facilities for the
remainder of the calendar year. Upon receipt of the bids, PHA will provide notice of the successful bid to
the Cities. The -bid amount plus 15% contingency will be the "Annual Budget" for the remainder of the
calendar year.
(c) On or before each September 1, 2001 and each September 1 thereafter, PHA will
competitively bid a contract for the maintenance of the Landscaping and irrigation Facilities for the
subsequent calendar year. Upon receipt of bids each year, PHA will provide notice of the successful bid
to the Cities. The bid amount plus 15% contingency will be the "Annual Budget" for the subsequent
calendar year.
(d) After the Annual Budget for any year is established, and after PHA provides notice of the
Annual Budget to the Cities, the Cities shall pay to PHA their pro-rata share of the Annual Budget not
later than the December 31st prior to the beginning of that calendar year.
(e) PHA will deposit its pro-rata share of the Annual Budget and the Cities' pro-rata share of
the Annual Budget in an account called the "Barbours Cut Landscaping Account" and will separately
maintain this account solely for the purposes of maintaining the Landscaping and Irrigation Facilities.
PHA will provide the Cities with an annual accounting of the'expenditures from the account.
' (f) If during the calendar year, PHA determines that the amount deposited in the account is
insufficient to meet PHA's obligation to maintain the Landscaping and Irrigation Facilities, PHA shall give
the Cities notice of such deficiency and the estimated amount required to maintain the Landscaping and
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. Irrigation Facilities through the end of the calendar year. Within 30 days of the receipt of such notice, the
Cities will deposit their pro-rata share of that amount with PHA.
(g) If any party fails to timely tender any monies due under this Agreement, an interest
penalty of 12% shall apply from the date such payment was due.
Section 2.2: Maintenance of the Landscaping. PHA shall be responsible for contracting for
the maintenance and upkeep of the Landscaping in all regards, including, but not limited to, fertilizing,
trimming, mulching, weeding, insect control, and pruning. PHA shall exercise reasonable care for
maintaining the Landscaping.
Section 2.3: Operation and Maintenance of the Irrigation Facilities.
(a) PHA shall be responsible contracting for the operation and maintenance of the Irrigation
Facilities in all regards. The contractor for the PHA shall operate and maintain the Irrigation Facilities in
good condition and shall promptly repair any leaks or breaks in the Irrigation Facilities.
(b) Ordinary repairs to the Irrigation Facilities (defined as any repair costing not more than
$5,000) will be paid from the Annual Budget.
(c) Extraordinary repairs to the Irrigation Facilities (defined as any repair costing in excess of
$5,000) will be invoiced directly to the Parties and will not be paid for from the Annual Budget. The Cities
shall pay PHA their pro-rata share of extraordinary repairs within 30 days of such invoice. PHA shall not
undertake any extraordinary repairs without first providing written notice to the Cities.
Section 2.4: Water Supoly.
(a) During the Term of this Agreement, Morgans Point shall provide water to PHA solely for
use in the portion of the Irrigation System within Morgans Point's corporate limits. Morgans Point will
supply this water without charge and at a pressure not less than 50 psi.
(b) During the Term of this Agreement, La Porte shall provide water to PHA solely for use in
the portion of the Irrigation System within La Porte's corporate limits. La Porte will supply this water
without charge and at a pressure not less than 50 psi.
ARTICLE III
HIKE AND BIKE TRAIL
Section 3.1: Hike and Bike Trail. The "Hike and Bike Trail" consists of the design and
installation of an all -asphalt, general purpose hike and bike trail as described in Exhibit A.
Section 3.2: Design of the Hike and Bike Trail.
(a) PHA has designed the Hike and Bike Trail after consultation with Morgans Point and has
incorporated Morgans Point's preferences with respect to the Hike and Bike Trail into the plans and
specifications set forth in Exhibit A.
(b) Prior to PHA's final approval of the Hike and Bike Trail design, PHA will present the plans
and specifications to Morgans Point for final review and comment.
(c) After Morgans Point reviews and comments on the final Hike and Bike Trail design, PHA
will approve the plans and specifications for the Hike and Bike Trail and prepare all appropriate
documents and notices to solicit competitive bids for the construction of the Hike and Bike Trail.
(d) PHA will bear all costs associated with the design and competitive bidding of the Hike
and Bike Trail.
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Section 3.3: Installation of the Hike and Bike Trail.
Morgans Point will dedicate if necessary,
(a) Mor g a temporary access easement for the Hike and
Bike Trail to PHA on any right-of-way that Morgans Point owns.
(b) PHA will administer the contract for the installation of the Hike and Bike Trail in
accordance with the approved Hike and Bike Trail plans and specifications. PHA shall provide
supervision of the Hike and Bike Trail installation through completion.
(c) PHA will bear all costs to install the Hike and Bike Trail up to $80,000. If the installation
costs exceed $80,000, Morgans Point will reimburse PHA the amount in excess of $80,000. Any
reimbursement will be paid not later than 45 days after PHA finally accepts the Hike and Bike Trail as
complete.
Section 3.4: Ownership: Maintenance of the Hike and Bike Trail.
(a) Upon PHA's final acceptance of the Hike and Bike Trail, ownership of the Hike and Bike
Trail will transfer to Morgans Point.
(b) Upon transfer of ownership, Morgans Point will be solely responsible for the operation
and maintenance of the Hike and Bike Trail and PHA shall have no further duties and obligations for the
Hike and Bike Trail.
ARTICLE IV
MISCELLANEOUS PROVISIONS
Section 4.1: Term. Unless sooner terminated pursuant to Section 3.2 or by mutual agreement
of the Parties, this Agreement shall continue in force and effect until December 31, 2011. After the initial
term, this Agreement shall automatically renew each January 1, for successive one-year terms. After the
initial term, any party may terminate this Agreement by providing notice to the other Parties on or before
July 1 of the year prior to termination. Termination shall be effective January 1 of the following year.
Upon termination of this Agreement, ownership of all Landscaping and Irrigation Facilities located within
La Porte's corporate limits will transfer to La Porte and ownership of all Landscaping and Irrigation
Facilities within Morgans Point's corporate limits will transfer to Morgans Point. Ownership of all
Landscaping and Irrigation Facilities within PHA's property will transfer to PHA. Upon termination of this
Agreement, PHA will have no further obligation for the operation and maintenance of the Landscaping
and Irrigation Facilities.
Section 4.2: Default, Notice, Cure. Should any of the Parties fail to perform any obligation
under this Agreement, written notice shall be given to the non -performing party as to the details of such
non-performance. If the allegedly non -performing party does not perform its obligations within 30 days of
receipt of said notice, or commence performance of its obligations with 30 days and diligently continue to
complete such obligation, the notifying party may terminate this Agreement or may seek any other
remedy at law or in equity.
Section 4.3: Applicable Law. This Agreement shall be subject to all applicable, local, state,
and federal laws and regulations. The provisions of this Agreement shall be construed in accordance
with the laws of the State of Texas.
Section 4.4: Modification. This Agreement shall be subject to change or modification only
with the mutual written consent of the Parties.
Section 4.5: Construction of Agreement. Construction of Agreement shall not be construed in
favor of or against any party on the basis that the party did or did not author this Agreement.
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Section 4.6: Addresses and Notices.
10 (a) The addresses of the Parties are as follows:
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Port of Houston Authority of Harris County, Texas
P.O. Box 2562
Houston, Texas 77252-2562
Attn: Barbours Cut Terminal Operation Manager
and the Chief Engineer, Engineering Department
City of La Porte
P.O. Box 1115
La Porte, Texas 77252-1115; and
Attn: City Manager
City of Morgans Point
P.O. Box 839
Morgans Point, Texas 77252-0839
Attn: City Manager
(b) All notices required or permitted to be given under this Agreement from one party to the
other shall be given in writing and shall be served by depositing the notice in the United States mail,
postage prepaid, addressed to the party to be notified or manual delivery of the notice, or by facsimile.
Notice given by mail shall be effective three (3) days after deposit in the mail; notice given by any other
manner shall be effective upon receipt. The Parties have the right from time to time and at any time to
change their respective addresses, and each shall have the right to specify any other addresses by
providing at least fifteen (15) days' written notice to the other party.
[EXECUTION PAGES FOLLOW]
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IN WITNESS WHEREOF, the Parties to this Agreement have caused this Agreement to be duly
executed in multiple copies, each of equal dignity as of the date on the first page of this Agreement.
PORT OF HOUSTON AUTHORITY OF
HARRIS COUNTY, TEXAS
ATTEST:
Martha T. Williams
General Counsel
Pursuant to Minute No.
(SEAL)
ATTEST:
By:
Name: Martha Gillett
Title: City Secretary
(SEAL)
ATTEST:
Name: Jenny Key
Title: City Secretary
By:
Name: H. T. Kornegay
Title: Executive Director
THE CITY OF LA PORTE, a home -rule municipality
By:
Name: Norman Malone
Title: Mayor
THE CITY OF MORGANS POINT,
a home -rule municipality
Bv:
Name: Russell Applebe
Title: Mayor
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EXHIBIT A
LANDSCAPING AND IRRIGATION
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• Northside Comprehensive
Qm
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0 Empowerment Zones
Northside Community
Neighborhood Plan
On November 13, 2000, Council approved the Northside Community
Neighborhood Plan.
➢ Since then, staff met with civic club leaders and shared an outline
(attached) that gave a status report on plan recommendations that were
underway.
The outline also suggested some follow-up actions by both the City and
civic club.
➢ Two specific recommendations that will ultimately require policy
direction from Council are:
o Discuss creation of an empowerment zone.
o Discuss the creation of a Community Development Corporation.
➢ An empowerment zone is a recent economic development tool offered by
the State (bill is attached).
➢ The major actions/activities offered by an empowerment zone are:
o Waive or adopt fees related to the construction or inspection of
buildings in the zone (for La Porte - estimated at approximately
$1,630/site)
o Sales tax refunds/abatements of municipal sales tax on sales made in
the zone (less than 10 year period)
o Abating municipal property taxes (subject to duration limits)
o Establish performance standards that encourage the use of alternative
building materials that address the environment, building costs,
maintenance/energy consumption.
➢ We have asked Hawes, Hill, and Associates if they know of any active
empowerment zones. Unfortunately, being such a new law they aren't
aware of any. However, we are still looking for cities with experience in
this area.
➢ Creation of a Community Development Corporation was also a
recommendation contained in the plan (see attachment)
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Since we have no experience in this area, we have invited Marshall
Tyndall and Carolyn Semones of LISC (Local Initiative Support
Corporation) to the workshop as a resource with experience in working
with CDC's. Included in your package is some background information
and articles about LISC.
➢ After a short presentation by L.I.S.C. we suggest an open discussion of
CDC's.
➢ Staff will invite members of the Northside Plan Steering Committee to
attend and participate in this discussion.
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Northside Neighbodkd Plan Actions
Februar*01
Status of Actions Already Initiated
Recommendation
Status
Level 1
-
Priority 4
Install street lighting !Street
lighting plan developed 40 additional streetlights
HL&P given authority to proceed on October 13, 2000
HL& P began work on or about January 17, 2-001
Expected completion March 16, 2001
Priority 6
Secure "no trespassing" affadavits
i Mailing list developed using tax rolls
Letters mailed on October 18, 2000
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14 affidavits have been received (see attached map)
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Provide affidavits to Police Department
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Develop a follow up plan for securing more affidavits (Civic Club & City)
Priority 9
+Reward people who keep their property clean & tidy
Only recognition in place is the Northside Annual Clean up
Develop a follow up plan (Civic Club)
Other Actions Underway
Level 2
1st Preference
Fill vacant positions in Police Department
All positions are filled
Priority 6
8 are in Field Training Officer program
3 out in February
1 out in March
1 out in April
2 out in May
- -
1 is in Police Academy
Level
3rd Preference
(Funds for park improvements are in FY 00-01 Budget
Priority 1
Attactive low fencing to children's park at Tyler/4th St 7Develop action plan (City) and visit/share with Civic Club
Level 2
3rd Preference
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Priority 5
Beautify Barbours Cut Boulevard
Port's consultant is 90% complete with drawings
Port's legal department is working on maintenance agreement
City will have to workshop this project
Level 2
w 4th Preference
w Priority 3 I Install fire hydrants where required
5 fire hydrants were budgeted in FY 00-01 budget -
Locations were selected by La Porte Fire Department
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IFire hydrants ordered and received in January 2001
Installation began January 31 - finish in 2 weeks weather permitting
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Northside Neighboad Plan Actions
FebruarW01
Moving_ Forward February 1, 2001
Level 1
Priority 1 'Promote repair of deteriorating residences-, seek financial assistance
Initial Action Plan
Meet with SETH and Harris County Community Development Agency
Find out what programs are in place
Secure handouts, brochures etc. that explain their programs and standards for qualifications
'Circulate information around community
!Invite
SETH and Harris County Community Development Agency to present their programs at a community meeting
Learn more about other outreach programs and how to qualify and obtain services (Some industries have community outreach
(programs)
Note: If a CDC is organized they could take on these activities
Level
Priority 3
Promote through City's Dangerous Buildings Program (and other means) removal of dilapitated, unoccupied structure
Initial Action Plan
City to have Dangerous Building Committee focus on review of unoccupied structures on the Northside
I If buildings qualify, City and Civic Club help secure owner's permission for demolition (required until legal issues regarding
Idangerous building programs are resolved) - -
Develop an action plan for voluntary removal (and funding) for dilapidated structures that don't qualify for City's dangerous building
program
]Consider
Harris County Community Development Agency as a potential funding source (Grant)
Level 1
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Priority 5
----------- -----
Promote "E" Street as a buffer between residential and commercial zoning districts - City
Initial Action Plan
Civic Club requests City's consideration/action (optional)
City staff provide Planning & Zoning with recommendation and ask that their future actions consider the desire to buffer the
residential areas
City staff to prepare for Council's consideration an ordinance (or resolution) that promotes"E" Street as a buffer and protects it from
street closing requests.
Civic Club may ask City to consider overtime developing plans for other uses (i.e. walking trail, etc.)
Level 1
Priority 7
]Draft
a plan for sidewalk locations
Note: The City does not have a new sidewalk installation program. There is a sidewalk replacement program). Council would need
to provide policy direction and authorization.
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Northside Neighboad Plan Actions
Februa4V01
Level 1
Priority 8 J Consider creation of a CDC to work on jobs, training, housing business development etc.
Initial Action Plan
Ask City Council to participate in a discussion with La Porte Community Civic Club and other interested community leaders regarding
CDC's _
Their purpose/mission
How to create and fund
How to sustain
Invite active sucessful CDC's and other recognized experts in this field to make presentations and participate in the meeting
Potential Invitees
CDC Association of Greater Houston
Fifth Ward CDC
Gulf Coast Community Development, Inc.
Other/Miscellaneous
Get on list of United Way and Community Development Block Grant for grant announcements
In advance, consider topics for grant application (City, Civic Club)
Ask City of La Porte to consider creation of an Empowerment Zone (Civic Club, Main Street Association)
Invite homebuilders to consider building programs (City, Civic Club)
Meet with representative at PSI Homesavers (formally) Private Sector Initiatives - See article in Houston Chronicle
INote: If a CDC is organized they could take on these activities
Get and circulate copies of the Winnable War to City, Civic Club, community leaders
w
u�
u
/ 6(R) HB 313 Enrolled versio*111 Text Pagel of 2
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AN ACT
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relating to the creation and powers of a neighborhood empowerment
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zone.
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BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF TEXAS:
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SECTION 1. Subtitle A, Title 12, Local Government Code, is
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amended by adding Chapter 378 to read as follows:
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CHAPTER 378. NEIGHBORHOOD EMPOWERMENT ZONE
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Sec. 378.001. DEFINITION. In this chapter, "zone" means a
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neighborhood empowerment zone created by a municipality under this
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chapter.
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Sec. 378.002. CREATION OF ZONE. A municipality may create a
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neighborhood empowerment zone covering a part of the municipality
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if the municipality determines the creation of the zone would
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promote:
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(1) the creation of affordable housing, including
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manufactured housing, in the zone;
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(2) an increase in economic development in the zone;
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(3) an increase in the quality of social services,
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education, or public safety provided to residents of the zone; or
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(4) the rehabilitation of affordable housing in the
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zone.
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Sec. 378,003. ADOPTION OF ZONE. (a) A municipality may
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create a zone if the governing body of the municipality adopts a
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_resolution containing:
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(1) the determination described by Section 378.002;
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(2) a description of the boundaries of the zone;
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(3) a finding by the governing body that the creation
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of the zone benefits and is for the public purpose of increasina
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the public health, safety, and welfare of the persons in the
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municipality; and
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(4) a findinq_by the governing body that the creation
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of the zone satisfies the requirements of Section 312.202, Tax
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Code.
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(b) A municipality may create more than one zone and may
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include an area in more than one zone.
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Sec. 378.004. MUNICIPAL POWERS. In addition to other powers
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that a municipality may exercise, a municipality may:
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(1) waive or adopt fees related to the construction of
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buildings in the zone, including fees related to the inspection of
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buildings and impact fees;
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(2) enter into agreements, for a period of not more
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than 10 years, for the purpose of benefiting the zone, for sales
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tax refunds or abatements of municipal sales tax on sales made in
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the zone;
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(3) enter into agreements abating municipal property
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taxes on property in the zone subject to the duration limits of
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Section 312.204, Tax Code; and
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(4) set baseline performance standards, such as the
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Energy Star Program as developed by the Department of Energy, to
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encourage the use of alternative building materials that address
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concerns relating to the environment or to the building costs,
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maintenance, or energy consumption.
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SECTION 2. The importance of this legislation and the
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crowded condition of the calendars in both houses create an
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emergency and an imperative public necessity that the
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constitutional rule requiring bills to be read on three several
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days in each house be suspended, and this rule is hereby suspended,
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and that this Act take effect and be in force from and after its
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passage, and it is so enacted.
President of the Senate Speaker of the House
I certify that H.B. No. 313 was passed by the House on April
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•
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76(R) HB 313 Enrolled versio•Bill Text • Page 2 of 2
21, 1119, by the following vote: Yeas 131, Nays 1, 1 present, not
voting.
Chief Clerk of the House
I certify that H.B. No. 313 was passed by the Senate on May
17, 1999, by the following vote: Yeas 30, Nays 0.
Secretary of the Senate
APPROVED:
Date
Governor
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0 Neighborhood Community
Development Corporation
11
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� Letter from the
Chairman and President
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Robert E. Rubin, Michael Rubinger
It isn't often that philanthropy
and government come up with a
fundamentally new and better way
of meeting some public challenge.
Land-grant colleges were one
example in the 19th century; Head
Start and early childhood develop-
ment programs were among those of
the 20th. That sort of breakthrough
isn't just rare, it's subtle: Most of the
time, the inventors have only the
vaguest idea what they have set in
motion, and the real potential of
their idea takes decades, or longer,
to prove itself.
Former Secretary of the Treasury
So with community
Robert E. Rubin became Chairman
development corporations —
a joint creation of ordinary
of the LISC board in September
people in lower -income and
1999, the fourth since LISC was
distressed communities,
founded 20 years .ago. In July
alongside local and national
institutions of philanthropy,
1999, Michael Rubinger became
business, and government.
LISC's third President and CEO,
It was only after a dozen or
having served as chief operating
so years of experimentation
(and a few memorable
officer since June 199Z
mistakes along thg�way)
that major foundations and
corporations and the
Federal government recognized the
extraordinary potential that the first
handful of CDCs represented. What
had once seemed like the inexorable
decline of older neighborhoods and
isolated poor communities was
instead promising to be surprisingly
reversible — with economic and
social benefits for wider regions an
the country as a whole.
LISC was born, two decades ago,
because of that recognition. And
LISC, in turn, has spent its first two
decades steadily testing and widening
the boundaries of what its early
architects barely suspected might be '
possible. The result has been an
explosion in new investment,
confidence, and vitality in places
once despairingly cordoned off as
"the Other America."
In 1979 few fully grasped the idea
that LISC — a national intermediary
pooling financial and technical
resources for local development —
might make a real difference in the
way American neighborhoods and
rural communities redevelop. Fewer
still imagined that LISC and CDCs
could tap national markets, enlist
leadership and investment from
private industry, and help change
the way whole business sectors deal
with lower -income communities.
At the time, maybe a few hundred
people across the country — in Los
Angeles, Boston, and Chicago, in th,
Mississippi Delta and coastal Maine,
and a very few other places — were
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Wing to suggest, place by place,
that These things were possible.
B;. were regarded as exceptional,
the inspiring but isolated stories of a
few remarkable people.
Today, the remarkable people number
in the high thousands — the great
majority of them working with capital
11 finical support from LISC.
A: neir work is no longer
t
hypothetical and speculative.
Community development constitutes
specialty disciplines in public policy,
finance, architecture, management,
even the arts. Leaders from every
-it study and replicate it.
The point is not just that we've
e a long way. The point is that
meaning not just LISC, but
community developers of every kind
in every part of the national map —
',ave done something fundamentally
nt, and almost wholly unfore-
seen. Together, we've revitalized
places that the wider market had
written off as lost (as a few contrarians
continue to do, to this day). We've
done it well. We're constantly
finding ways to do it better, and at
greater scale. And none of this, or
almost none of it, seemed all that
likely when LISC took its first small
steps 20 years ago.
One reason such phenomenal
growth has been possible has been a
surge of private capital: the formation
of huge national investment pools
for housing development, and more
recently, a return to lower -income
communities by some industries
(notably retail and € nancial services)
opening new stores and offices on a
scale not seen in decades. The visible
effects of this capital infusion are
now everywhere, and the ripple
effect is transforming whole areas at
a pace that once seemed impossible.
But just as important to the effective-
ness of this industry has been a body
of sustained work that has not
attracted that kind of large-scale
investment, at least so far.
Community development has thrived
not on development alone, but on
community, and on the kinds of
community -building that encourage
people to take a stake, and contribute
personal effort, as well as capital, in
local revitalization. Block clubs and
crime -watch programs; schools,
youth activities, and recreation:
child care and employment services
— the mortar of social cohesion —
have been indispensable to CDCs _
and to LISC since our earliest days.
You don't read nearly as much about
this as you do about new houses,
stores, and buildings. That's partly
because it's largely intangible: How
do you measure (or photograph, or
broadcast) the fact that residents
increasingly care whether there's
graffiti on Main Street walls, tall
weeds in the local park, or kids
hanging out idly on street corners?
Yet a growing body of experience
3-9
0
•
•
•
and scholarship increasingly confirm
what CDCs knew from the outset:
That degree of caring and involve-
ment will save neighborhoods —
and without that, nothing else will
save them.
LISC's mission has always included
helping communities shore up that
so-called "social capital" But our
financial success in bricks -and -
mortar activities has sometimes
overshadowed our work in helping
to build the other fundamentals of
community. As a result, too many
observers of CDCs (including many
enthusiastic supporters) continue to
believe that their success somehow
derives from construction alone.
Our greatest challenge in the next 20
years — right along with sustaining
and growing the housing investment
engines of the 1990s — will be finding
a way to create and sustain a
corresponding boom in economic
and social investment. That will be
harder, almost certainly. But it's
strategically indispensable to the
community revitalization industry.
The strong national economy of
recent years has made this economic
and social environment particularly
timely, and has opened opportunities
that seemed merely speculative a
decade ago. A resurgence of retail
investment in inner cities and lower -
income communities, for example, is
no longer a matter of economic
theory. It's a tangible reality on
Main Streets and commercial areas
that previous economic booms had
passed by without so much as a nod.
Why is this suddenly happening now,
rather than 10 or 20 years ago?
The sustained effort of CDCs, in
rebuilding neighborhoods and
restoring public order and
community cohesion, is
surely one big part of the
explanation. The challenge
for CDCs, and for LISC
along with them, will be to
sustain that achievement
through the inevitable eco-
nomic downturns ahead.
The activities that round
out the full community
development agenda —
public safety, business
assistance and promotion, child care
and youth development, employment
training, welfare -to -work services,
and the rest — don't yet offer financial
incentives for private
d
investment remotely
!� comparable to those
for housing. That can
change, with some
smart public policy and
continued innovation
by us and our CDC partners. But for
a long while, at least, it will continue
to require substantial grants and
favorable lending from the founda-
tions and corporations that have
built and sustained us so far.
Fortunately, this industry has a great
deal to show for our supporters'
confidence in us, and we have yet
to test the limits of what CDCs can
do with additional resources and
technical support. We remain
confident that the cautious, modest
idea born two decades ago can
continue producing benefits that are
yet many multiples of what we've
accomplished thus far.
-7A_f _�. (��,
Robert E. Rubin
Chairman
w4yP4`11
Michael Rubinger
President
3-10
Who We Are,
What We Do
LISC channels grants, investments, and loans
to community development corporations
(CI)Cs) across the United Stales — the non-
profit local organizations that develop
housing; and bring; in new businesses,
strengthen the local economy, perform
essential neighborhood services, and assemble
whole communities out of the individual
energies of residents, entrepreneurs,
volunteers, and government agencies.
Through hundreds of CI)Cs in 38 program
areas, plus 66 rural communities, LISC helps
communities create safe, attractive environ-
ments where markets can function effectively,
and families find the goods and services they
need close to housing they can afford.
LISC is an intermediary — it pipeline
through which corporations, foundations,
individual investors, and government deliver
capital and technical expertise to CI)Cs and
their communities. Its programs and
affiliates collectively ensure that resources go
efficiently to the organizations and projects
where tile\, are needed and where they will
produce community assets of lasting value --
homes and shops, safe sheets and parks,
credit and employment programs. and durable
inslilLit ions that preserve and enhance the
local environment.
Several affiliated organizations supplement
LISC's work by attracting additional private
capital for CI)C.,. tailored to particular
investment goals:
• The National Equity Fund organizes limited
partnerships to purchase equity in community -
based housing; development that qualify
investors for the Low-income Housint;
Tax Credit.
• The Community Development Trust is a Real
Estate Investment Trust that channels private
capital into affordable housing and other
community development projects.
F1
Am
A
A
• The Local Initiatives Managed Assets
Corporation is a national secondary market
for affordable -housing and economic -
development loans.
• The Retail Initiative manages it commercial
equity fund to help CI)Cs develop large-scale
retail developments, anchored by major super-
markets, in which those funds can he invested.
"Through each of its local program offices, and
with the concentrated effort of several national
initiatives. LISC targets particular resources
toward critical elements of the community
development process. These include:
Program Areas
A Rural Program Areas
A
A
r
-
A
e
AtA
Economic Development: The 38 local programs
and Rural LISC help CDCs develop their local
economy, train and place neighborhood residents
in jobs, and develop child-care options for work-
ins; parents. The national ~lain Streets program
and the Community Investment Collaborative for
Kids reinforce these efforts with additional
financial and technical resources.
Neighborhood Safety: LISC programs, hacked by
I national Community Security initiative, help
communities organize anti -crime efforts and
form more effective relationships with local police.
Community -Building: LISC helps CRCs tackle a
broad range of human issues at the community
level - enhancing the Ioc;ll tlualitV of lilC with
11CHcr hellth Cal C, hark;, and youth dCyell)p-
lnellt pro�rdlll�, thl"IIU��}1 pl"o�'ralll; sUill ,l;
the Nltional Fnuthall LeagUCs Cumnitlnity
Foolhall Fields PI-01—ra111.
Organizational Development: I;yLV
prugrinl. IIIcII Ind national, ainl; 111011V .It
shcngthenin0 the productiVC clpacitV Of
CI)Cs. Our Ord;,mizational I>eyclllpm�nt
Illitl:ltlyC,;IklllllOf hull;i mall;l�`Clllint
consulting team. supports that mission with
training Intl prohlenl-solyin_; 1e;M1rcc;
® ;lyail;Ihle nalionwidc.
Rural Development: The five -veal -old Rurll
AL
LISC program has led I national nlohiliiatiun
® of capital and technical support to tits 1 ur;11
CI)Cs in 37 states.
home Ownership: Much of thr Ill(wdahlc
housing till -It CDCs develop with HSC•s hcli)
is for sale, helping residents Ill rCot eyL'lopin
are,u htlild their MVI1 Issets sold invest in
their comnulnity's "YOWlh. LISC; 110V
Ccntcr for Iconic Ownership adv.ulcc; th;il
agenda with national 1e;ource; :Intl
technical assistance.
Public Housing Reform: CDC: and LISC are
taking -ul c\panding role in ihr Illst;)l Ii turn
(round of PUNK Ilnusing \ulhurities acre<;
the countl_V.:A nelV I lousing .Authority
1 ..
1
Resource Centel- helps erclliye managrr;
of Puhlic housing cooperale wiIII IW Y
surroundinlo ncighhorhoods in proiccls t1;11
improve file whole conununity.
Cultivating New Leadership: HSC• niter
training Ind Iclrnin!.l (Ipportunilies to the
stiff Ind leadership of CI)Cs nitionwidr.
.And its:Amcricorps proglaln. I p;u-tncl-dhip
with the Corporation for �aliunll Service.
places .AmcriCorps nlenlhcl-s in challrn in
positions throughout the connnunil�
development industry.
•
•
•
•
Houston Chronicle
Sunday, May 9, 1999
Terrific investment for boomtown Houston
OUSTON loves being a boom-
town.
By and large, its citizens
love everything about a boom. They
love seeing money flowing, big build-
ings filling, wheeling and dealing and
all kinds of develop-
ment.
That makes it a
special shame so
few Houstonians
know about an ab-
solutely, flat-out ex-3
citing kind of devel-
opment going on
about town. That is
the community
building being done
under the auspices
of the Local Initia- Jane
tives Support Corp. Ely
To your average
citizen, something
named LISC hardly sounds exciting.
And the eyes of most folk almost in-
stantly glaze over at the mere mention
of quote community development un-
quote. Indeed, LISC's own defined mis-
sion can seem pretty boring if you see
only its words, and not its results.
Those words read: "LISC has as its
mission to assist nonprofit Community
Development Corporations (CDCs) in
their efforts to transform distressed
neighborhoods into healthy commum-
ties by providing CDCs with organiza-
tional development assistance, techni-
cal assistance for projects and project
funding."
To simply list the accomplishments
of LISC during its 10 years in Houston
can sound equally dull. So what if
there now are 30 or so active CDCs in
a dozen -plus neighborhoods? So what
that LISC has invested more than $21
million in those neighborhoods?
So what if, beyond 2,500 new and af-
fordable homes, LISC-supported CDCs
have built everything from clinics to
schools to shopping centers to finan-
cial centers to a conference center?
So what?
So, more than ever can be described
on paper. Listing the accomplishments
almost demeans them. They are not
items to be recorded. They are lives to
be better lived. They are more pros-
perous neighborhoods, new businesses
that grow from the days they open.
They are people building and doing
what they want - not what some
grand organization or charity or gov-
ernment thinks would be best.
They are CDCs, which are as good
as the neighbors in them make them
- with the aid and'guidance of LISC.
LISC does not exist to build build-
ings. It exists to help CDCs do what
needs to be done - to build capabili-
ties and confidence and resources so
neighborhoods can meet their goals.
As a matter of fact, LISC is so good
at organizing and arranging, it has
worked with the city to create the
Neighborhood Impact Program, a new,
integrated process to target city re-
sources for community revitalization
and redevelopment. In other words -
and to his credit - Mayor Lee Brown
told all the city departments to get
their acts together, figuratively and lit-
erally, to aid and abet CDCs.
Houston's LISC-supported CDCs are
so many things of worthwhile merit.
But of all they have built, all they have
the plans to build and all the many
projects they dream of building, prob-
ably their greatest accomplishments
are the houses they build so the poor,
too, can own their homes.
Most of these homes wouldn't begin
to fill the square footage of most
Houston houses. They are small, but
they are affordable - not only in ini-
tial price, but in upkeep.
They may not have many rooms, but
these houses contribute to the pride of
ownership, the general upgrading of
their neighborhoods and, most of all,
to making home ownership a reality
for some who once only could dream.
The CDC projects are built to reflect
the architectural style of the usually
inner-city neighborhoods around them.
If most of the area houses are frame,
so are the new ones. If brick, brick
Marshall Tyndall, the former bank
executive who now is Houston LISC's
senior program director - and pretty
much its heart and soul - notes with
low-key pride that already some who
got the financing for the first little
houses are thinking bigger. That, says
Tyndall, is part of the LISC design.
It is Tyndall's generally fulfilled in-
tent that LISC will stay in the back-
ground. It exists to help the CDCs and
the neighborhoods in and for which
they are established. It may be one
heck of a support organization, but
LISC and Tyndall seek no credit -
only results.
When you figure how significantly
some of these programs already have
upgraded the neighborhoods they
serve and you see the pride of those
associated with these developments, it
sounds like a terrific investment for
boomtown Houston.
How about this: "Corporate and
foundation support is the critical link
for Houston LISC to ensure CDCs con-
tinue in their healthy community
transformation quest. The value of this
support is evidenced by the fact each
dollar invested through LISC in Hous-
ton CDC projects by our funders is be-
ing leveraged 39 times."
Clearly, that was written by a
banker. It also, however, was written
by a guy who drives through neighbor-
hoods which LISC has supported and
trades waves with most he passes.
No matter how background modest
LISC in the form of Tyndall tries to be,
that manner does not change the ter-
rific excitement of this special kind of
self -generated and self -supported com-
munity development.
Sly is a Houston Chronicle columnist.
Qane.ely@chron.com)
3-13
BUSINESS
Real Estate & Energy
Houston Chronicle It's the merged effort of two groups —
Seetion D ** the national Local Initiatives Support Cor
Sunday, Oct. 11, 1998 poration, which operates in 42 cities, and
a local group, New Foundations for Neigh-
borhoods, which was started by Houston's
United Way.
The combined group known as LISC
helps neighborhood organizations in
-�-. eluding many churches — set up non-
profit Community Development Corpora-
J i m bons. There are 30 active development
' Barlow corpwrations operating in Houston today.
LISC delivers expertise, advises about
seeking government grants, provides
loans and seed capital, and helps the
community corporations market federal
income tax credits they generate.
The community corporation is in turn
funded by corporate donations. The ma -
Two groups lead jority of help comes from financial institu-
tions — which are under pressure from
inner city revival the federal Community Reinvestment Act
to serve poor neighborhoods.
Since 1992, LISC has put $23 million
into Houston neighborhoods. It has seen
OUSTON, LIKE every other big 1,914 units of affordable housing com-
city, has seen its inner city mi- pleted, 2,088 more units in the construc-
nority areas decline. tion pipeline and a number of small and
In the days of segregation, those neigh- large commercial buildings built or refur-
borhoods saw city funds for streets, sew- bished by the community corporations.
ers and other infrastructure go to where
the power was — in white neighborhoods. Homeowners inspired
The end of segregation and the rise of Stephen A- Fairfield, the executive di -
minority voting largely solved that prob- rector of the Fifth Ward community corpo-
lem, while bringing another. Segregated ration, says on average for each new
housing had kept African Americans — house his nonprofit corporation builds,
and to a lesser extent Hispanics — living thr-ee other homeowners are inspired to
together in the same neighborhoods, re- fix up their homes.
gardless of income levels. Its end meant The community corporations do more
the majority of the middle-class blacks than build houses. They locate potential
and Hispanics who could afford to move
to better housing did, usually in the sub homeowners, and help low-income people
urbs qualify for loans to build and remodel
That movement was intensified by houses.
Houston's real estate bust in the 1980s. And while these groups are nonprofit,
Suburban housing become more afford- they are a training ground for minority
able. Left behind were the old and the entrepreneurs. Fairfield says the Fifth
very poor. Ward group has launched tlu-ee people
That movement especially hit black into the for -profit home building business.
neighborhoods. In Hispanic ones, continu- The slowly revitalizing neighborhoods
ing immigration from Mexico brought in are attracting members of the minority
new life. In black neighborhoods, the exo- middle class to move back to areas where
dus of the middle class set off a spiral of they still have ties — usually through
lower property values. membership in churches.
The loss of the middle class and the Neighborhoods that look better also at -
ending of segregation also caused the tract businesses. While overall incomes in
death of many businesses located in those these neighborhoods are low, that doesn't
neighborhoods -- accelerating their de- mean people don't have money to spend.
clines and increasing depopulation. Aban- Ask Erwin McGowan. He worked for
doned housing brought further problems. years as a claims adjuster for State Farm
Insurance. Several years ago he set up a
Changing neighborhoods State Farm sales center on Lyons Avenue
in the Fifth Ward in a building the com-
But things are changing. City spending munity corporation constructed to house
on infrastructure is bringing more neigh- neighborhood financial services.
borhoods to standard. Large projects such In only a few years, McGowan found
as the one in the Fourth Ward to build enough demand there to make his office
hmndreds of houses are on the verge of one of State Farm's top 50 producers.
takeoff after years of assembling property Of course, the community corporations
and overcoming bureaucratic delays. will not solve all of the problems of the
Almost unnoticed, a privately backed ini- inner city. But they are, in the words of
tiative is quietly transforming many of the old hymn, brightening the corner
Houston's inner city neighborhoods. It where they are.
doesn't seek a single grand solution to all To voice comments, telephone 713-220-
problems. Instead, it's eating its elephant 2000 and dial in code 1000. Send e-mail to
one bite at a time. jim.barlow@chron.com.
3-14
0 •
LOCAL INITIATIVES SUPPORT CORPORATION
0 HOUSTON
•
DID YOU KNOW ..........
• That Local Initiatives Support Corporation (LISC) is a national nonprofit organization
that has a dream of revitalizing distressed neighborhoods and transforming them into
thriving communities. It is a dream of giving a person what we often take for granted
... a home to return to when the day is done, a safe environment for our children to
play in, and the ability to walk the streets of our neighborhood at night without fear.
It is a dream of replacing drug houses with day care facilities. It is a dream of
bringing back something as simple as a supermarket to an area where commercial
development has long since fled? And we are here in Houston..........
• That "today, LISC is perhaps the most powerful force in America shaping the future
of inner cities". Governing magazine, July 2000 And we are here in Houston.........
• That former Treasury Secretary Robert Rubin's "first decision when I returned to
private life was to become chairman of LISC's board of directors". And we are here
in Houston .......
• That at the heart of most of the serious revitalization efforts are effective grass -roots
organizations. Nonprofit Community Development Corporations '(CDCs) succeed
where others have failed because CDCs earn the confidence of residents and outside
partners, they do what works, they have a long-term commitment, and they strengthen
the community's social fabric. And they are here in Houston .............
• That there are more that 2,500 nonprofit Community Development Corporations
nationally that have created nearly 500,000 affordable homes`? That the nonprofit
Houston Local Initiatives Support Corporation has worked successfully to transform
Houston, the fourth largest city in the United States, from an environment where
CDCs were nonexistent just a decade ago to one where there is a vibrant CDC
community today?
• That the Houston nonprofit Local Initiatives Support Corporation helps nonprofit,
community -based Community Development Corporations work to change their
neighborhoods from the "inside -out" and the results have been quite phenomenal?
That in the "Bloody Fifth" Ward, for example, total crime decreased by 27% between
1997 and 1999, and violent crime decreased by 34% between 1996 and 1999?
3-15
0 •
• That today, there are nonprofit Community Development Corporations (CDCs)
actively working in all of the most distressed neighborhoods throughout Houston?
That these CDCs have completed more than 3,150 affordable single-family and multi-
family homes throughout the city? That CDC projects extend far beyond affordable
housing? That the total investment created by tangible CDC real estate projects in
their distressed Houston communities exceeds $143 million? That in support of this
effort, the nonprofit Houston Local Initiatives Support Corporation has committed
more than $23 million in area CDCs and the neighborhoods in which they work?
• That in addition to quality affordable housing, the nonprofit Houston Local Initiatives
Support Corporation supported nonprofit Community Development Corporations
(CDCs) projects range from two charter schools, health clinics, a CDC owned
shopping center to a 100,000 square foot multi -faceted
commercial/healthcare/educational complex. CDC projects also include early
childhood centers with PreK & K classes through a partnership with the Houston
Independent School District, child care and child abuse centers, a
commercial/financial center, a mixed use residential/retail village, and a community
nature center?
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
Community Development Corporation, Tejano Center for Community Concerns has
established and runs a charter school with 600 "high risk" students that has a 97%
attendance rate and where 95% of the parents volunteer a minimum of 36 hours per
year?
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
AAMA Community Development Corporation created and owns the first new
affordable apartment complex developed in the East End in 40 years?
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
Fifth Ward Community Redevelopment Corporation and the Pleasant Hill
Community Development Corporation have created and own a commercial/financial
center with State Farm as the lead tenant, a 165 unit complex for seniors, and 24 four
bedroom townhomes with 10,000 square feet of retail space along Lyons Avenue in
what was known as the "Bloody Fifth" Ward? That the Fifth Ward Community
Redevelopment Corporation also has built 167 homes for new homeowners in that
neighborhood?
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
Self Sufficiency Thru Housing & Economic Development turned an abandoned motel
used by drug addicts into a renovated 120 unit transitional housing complex for the
homeless?
0 3-16
9 •
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
Avenue Community Development Corporation takes homes that are about to be torn
down in Montrose, Bellaire, and West University moves them to the First Ward and
Near Northside areas of Houston, renovates them and then makes them available as
affordable housing to new homeowners?
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
Hispanic Housing & Education Corporation has created a partnership with the
Houston Independent School District to create early childhood development centers
on the premises of two affordable apartment complexes, totaling 602 units, owned by
the nonprofit organization?
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
Uplift 4`" Ward Community Development Corporation has turned an abandoned,
historic boarding house into a renovated eight unit complex for Fourth Ward seniors?
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
Neighborhood Recovery Community Development Corporation and MacGregor Area
Community Development Corporation acquired and renovated a shopping center in
the Third Ward that now has a very successful HEB grocery store as its lead tenant?
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
Third Ward Community Development Corporation acquired and renovated an
abandoned 72 unit apartment complex right across the street form Jack Yates High
School? That these vacant buildings across from the high school had broken
windows and, while surrounded by barbed wire, provided an open invitation for the
undesirable?
• That the Houston nonprofit Local Initiatives Support Corporation supported nonprofit
Pyramid Community Development Corporation is creating a new mixed income 450
home subdivision in the South Post Oak Road area of Houston where 80% of the
homes to be acquired by new home owners will be in the affordable range for low and
moderate income families?
0 3-17
0
E
•
0 Residential Lot Development
0
0
•
Ll
•
Residential Lot Development
(SETH, Habitat for Humanity)
➢ The attached list and map reference tax delinquent properties that are
available in the Northside area and are zoned residential.
➢ The Northside Neighborhood Plan noted that citizens are eager to attract
new affordable housing for the community.
It was suggested that the City look at properties with delinquent taxes as
an opportunity for "matching up" with builders, SETH, or Habitat for
Humanity, etc.
In conversation with SETH, staff learned that they are applying for funds
to acquire and construct affordable housing. If they are successful, they
would be able to also utilize previously approved grant funds for down
payment assistance.
3-18
0
r�
•
•
Delinquent Tax Properties Available - Northside La Porte/Zoned Residential
P028 HCAD Account Number — 023-209-000-0027 Suit #98-29647
Legal Description — Lots 27-28, Block 90, La Porte
Description — This property vacant land located at 423 N Fifth Street
HCAD Appraised Amount — $5,000
Minimum Bid: $5,000
HCAD Map Facet # 6254-C
P033 HCAD Account Number—023-208-088-0009
Legal Description — Lots 9 — 12, Block 88 La Porte
Description — This property is vacant land located in the 400 block of N fourth
HCAD Appraised Amount — $10,000
Minimum Bid: $10,000
Cause # 98-29654
P053 HCAD Account Number — 023-208-088-0008
Legal Description — Lot 8 Block 88 Town of La Porte
Description — Vacant property in the 400 block of N Fourth Street
HCAD Appraised Amount — $3,800
HCAD Map Facet #6254-C
Minimum Bid: $3,800
Cause # 98-29662
P056 HCAD Account Number — 024-044-075-0008
Legal Description — Lots 8-9, Block 375 Town of La Porte
Description — Vacant property at 908 N First Street
HCAD Appraised Amount — $1,600
HCAD Map Facet 46254-B
Minimum Bid: $1,600
Cause # 98-29655
P062 HCAD Account Number — 023-196-063-0030 & 023-196-063-0022
Legal Description — Lots 21-23, Block 63 La Porte
Description — 207 N. Second Street
HCAD Appraised Amount — $20,700 I M P R
HCAD Map Facet 96254-C
Minimum Bid: $20,700
Cause # 97-21647
P083 HCAD Account Number — 023-195-000-0003
Legal Description — Lots 3 & 4 Block 62 Town of La Porte
Description — Vacant property at 216 N Second Street
HCAD Appraised Amount — $5,000
HCAD Map Facet 96254-C
Minimum Bid: $5,000
Cause 91998-33068
3-19
0 0
P088 HCAD Account Number — 023-169-031-0010
Legal Description — Lots 9 & 10 Block 31 Town of La Porte
Description — 213 S Sixth Street
HCAD Appraised Amount — $6,100
HCAD Map Facet #6253-A
Minimum Bid: $6,100
Cause # 1998-29648
P 105 HCAD Account Number — 023-206-084-0009
Legal Description — Lot 9 & 10 Block 84 La Porte
Description — Vacant property located at 312 North First Street
HCAD Appraised Amount — $5,000
HCAD Map Facet 46254D
Minimum Bid: $5,000
Cause #1999-24575
PI 10 HCAD Account Number — 023-208-089-0017
Legal Description — Lot 17 & 18 Block 89 La Porte
Description — Vacant property located in the 400 Block of North Fourth Street
HCAD Appraised Amount — $5,000
HCAD Map Facet 46254C
Minimum Bid: $5,000
Cause # 1999-35127
PI 12 HCAD Account Number — 023-202-077-0029
41 Legal Description — Lots 29 & 30 Block 77 La Porte
Description — Vacant Property located in the 300 Block of North Seventh Street
HCAD Appraised Amount — $3,100
HCAD Map Facet 96254C
Minimum Bid: $3,100
Cause 91999-13136
Pill HCAD Account Number — 023-170-000-0021
Legal Description — Lots 21 & 22 Block 33 La Porte
Description — Vacant property located at 218 North Third Street
HCAD Appraised Amount — $6,300
HCAD Map Facet #6253A
Minimum Bid: $6,300
Cause 41999-03271
•
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• Hotel Conference Center
Proposal
•
CITY OF LA PORTE
INTEROFFICEM MEMORANDUM
0
November 29, 2000 ✓��� w� l
mY`
TO: Mayor and City Council
FROM: Robert T. Herrera, City Manager
SUBJECT: Hotel Study — Executive Summary
For vour review, I have attached a draft copy of a findings report prepared by
Horwath Horizon, Hospitality Advisors, LLC.
Please read this positive report when you have an opportunity. I will forward a copy of
the completed report when I receive it.
I would like to schedule a workshop in January 2001 on this topic, and I will invite
Benchmark Corporation to participate. Depending on the direction received from
Council, I will meet with Commissioner Fonteno and other Hams County officials.
RTH: cjb
Attachment
c John Joerns
Burt Cabanas
4-1
11 -d%00 WED 14:43 FkX 70- -19982
• Zoo]
•
•
FAX TRANSMITTAL
Date:
November 29. 2000
To:
Bob Herrera
Company:
City of La Porte
Fax Number:
(281) 470-7650
From:
Geoff Kirkland
Subject:
Project Executive Summary
Pages: 12 (including cover page)
HORWATH HORIZON
HOSPITALITY ADVISORS, LLC
Charlotte OtIIce:
Bannington Place, Suite 100
6408 Bannington Drive
Charlotte, North Carolina 28226
Telephone: (704)752-9661
Telefax: (704) 752-9982
E-Mail: norwatnciteact.com
Bob,
The attached Executive Summary will give a comprehensive picture of our conclusions and
recommendations. I anticipate that the full report will be completed by tomorrow.
I look forward to your comments and questions.
Best regards,
Geoff
If there are any problems with this transmission, please call (704) 752-9661.
4-2
11 _, 00 WED 14:43 FAX 704-529982 � 2002
0
• DRAFT
EXECUTIVE SUMMARY
The proposed Sylvan Beach Hotel and Conference Center {the Resort} represents a significant
opportunity to provide a first-class, dedicated conference facility in an attractive, resort -suburban
setting. This should provide the City of La Porte with a top-quality hotel and meeting facility. This
venture would provide the City with the full service, up -scale hotel accommodations that have
been lacking in the past. This, in turn, will support the City's efforts to present an attractive
meeting facility to draw groups from outside the city's confines to La Porte, thus creating
significant positive economic impact.
The Hotel & Conference Center is expected to attract a balanced set of market segments, with the
two most significant market segments being the meetings segment and the leisure segment. The
commercial segment will likely provide a modest additional source of demand. This overall
balance should provide a level of economic security against the potential that a significant
economic downturn affecting any one market segment would have an extraordinary impact on the
performance of the Hotel.
The market dynamics that will affect the success of this project include the significant local
presence of the petrochemical industry, an industry whose profitability, and therefore its proclivity
•
4-3
I I: 29; 00 WFD 14:44 FAX 729982 � 200,3
EXECUTIVE SUMMARY II-2
DRAFT
to use outside facilities for meetings, is heavily dependent on fluctuations in world oil prices.
Fortunately for the La Porte conference center project, the potential cyclical nature of the
petrochemical industry can be offset by the extensive and much more diverse economy of the
nearby Greater Houston market area.
Based on the extensive effort to update prior market studies conducted for this and similar
initiatives at Sylvan Beach, it is clear that there are a set of circumstances and/or conditions that
must be assumed in order to justify the project from an economic perspective. Among these
factors are the following key issues:
• Access on a preferred basis for the guests of the resort project to the City -owned Bay
Forest Golf Course and the City -owned community recreation facilities, including the
recreation center, the snorts fields and wave pool;
• inclusion of a resort shuttle system to provide ease of access for the resort guests to
these off -site facilities;
• Significant upgrading of the Sylvan Beach infrastructure, including the development of
an attractive sand beach (on the hotel site), upgrading of the waterfront in general and
upgrading of the arrival experience at Sylvan Beach Park;
• Inclusion of an appropriately sized marina, with the possible need for initial funding of
the infrastructure for this project element by the City of La Porte;
• Provision of a water -taxi service from the Resort to the popular retail facilities and
restaurants of Kemah, approximately eight miles south by water from Sylvan Beach.
• Implementation of the City's plan to expand the golf course to 27 holes; -
• Inclusion of all back -of -house food and beverage facilities (kitchen facilities and
storage) in the conference center portion of the project; and
4-4
HORWATH HORIZON HOSPITALITY ADVISORS
1
MARKET STUDY
FOR A PROPOSED
HOTEL AND CONFERENCE CENTER
AT SYLVAN BEACH
LA PORTE, TEXAS
NOVEMBER 2000
INTRODUCTION AND EXECUTIVE SUMMARY
1 Proposed
and C
•
1
1
1
INTRODUCTION
' Horwath Horizon Hospitality Advisors, LLC was retained jointly by the City of La Porte, Texas and
Benchmark Hospitality to update the market study for a proposed resort hotel and conference
' center ("the Center") as part of a community development to be located at Sylvan Beach Park on
the shore of Galveston Bay in La Porte, Texas. Due to the historical significance of Sylvan Beach,
' in appropriate places throughout this report, the term "Sylvan Beach Hotel and Conference
Center' is used to refer to the overall project.
Our conclusions and recommendations have been prepared based on a survey of potential users
including corporations, associations and government agencies, interviews with meeting planners
and competitive facility representatives, our evaluation of the area's ability to attract different types
' of group meetings and the current trends in the meetings market. Two focus groups conducted at
the La Porte City Hall that included tours of the Sylvan Beach Park and Pavilion, the Lake Forest
' Golf Club and the other recreational facilities of the City of La Porte played an important role in the
development of our conclusions.
and Co
•
ction
The scope of this study included, but was not necessarily limited to, the following:
' A market demand analysis, including an investigation of the local and regional meetings
market and identification of the markets that offer the greatest potential use of the Center;
• Surveys of associations, corporations and government agencies that were considered
' representative of major users of existing meeting facilities;
' • Development of a summary of the characteristics of the meetings market in terms of size,
frequency, duration, occupancy characteristics, purpose, cost considerations, timing and
services required. This also included indications of preferences for external and internal
amenities of both the meeting center and lodging accommodations, service requirements,
1 standards requirements and demand for additional services.
I
In addition to the above major tasks, the following activities were accomplished:
' an evaluation of directly and indirectly competitive properties in terms of rate structure,
size and scope of facilities and services, occupancy characteristics and degree of success
' in the market;
• an analysis of the site and surrounding area with regard to appropriate resort
hotel/conference center location criteria;
• an evaluation of the transportation systems in the region to determine the degree to which
transportation access may affect marketability of the proposed facility; and
• an analysis of facilities and services which would be required to attract and accommodate
identified demand sources.
' Additionally, we developed estimates of overall occupancy and market mix for the first five full
years of operation. Included are recommended rate structures for the various elements of the
' demand. Finally, we have prepared a detailed prospective financial analysis for the first five years
of operation.
1 1-2
Proposed Sylvan Beach Hill and Conference Center 0 Introduction
0
P
On the basis of this study, we arrived at the conclusions and recommendations as summarized on
the following pages and detailed in various sections of this report.
Major Assumptions
Our findings, conclusions and recommendations are based, in part, on the following assumptions:
• The proposed resort hotel and conference center will be developed in time to enable
commencement of operations in January 2003;
• The Center will be operated in a competent, professional manner by Benchmark
Hospitality, an experienced resort conference center operating company which has the
ability to capitalize on the marketing strength of multiple properties;
• A significant renovation program will be undertaken for the Sylvan Beach Pavilion to be
completed prior to or in conjunction with the opening of the Center;
• An aggressive program of advertising and promotion will be instituted at least one year
prior to the Center's opening and maintained throughout the period of the estimates;
• The Center's physical plant and appointments will be of high quality, and an adequate
program of periodic maintenance and replacement of property and equipment will be
instituted to assure the presentation of quality guest facilities at all times; and
• Our assessment of the economic environment within the market area and anticipated
growth in demand for conference and meeting facilities will be realized.
Other key assumptions that are incorporated into our analysis and conclusions are listed in the
Executive Summary of the report.
1
1-3
Proposed Sylvan Beach All and Conference Center •
LI
P
1
EXECUTIVE SUMMARY
The proposed Sylvan Beach Hotel and Conference Center (the Resort) represents a significant
opportunity to provide a first-class, dedicated conference facility in an attractive, resort -suburban
setting. This should provide the City of La Porte with a top-quality hotel and meeting facility. This
venture would provide the City with the full service, upscale hotel accommodations that have been
lacking in the past. This, in turn, will support the City's efforts to present an attractive meeting
facility to draw groups from outside the city's confines to La Porte, thus creating significant
positive economic impact.
The Hotel and Conference Center are expected to attract a balanced set of market segments,
with the two most significant market segments being the meetings segment and the leisure
segment. The commercial segment will likely provide a modest additional source of demand. This
overall balance should provide a level of economic security against the potential that a significant
economic downturn affecting any one market segment would have an extraordinary impact on the
performance of the Hotel.
The market dynamics that will affect the success of this project include the significant local
presence of the petrochemical industry, an industry whose profitability, and therefore its proclivity
IProposed Sylvan Beach H111 and Conference Center • Executive Summary
' to use outside facilities for meetings, is heavily dependent on fluctuations in world oil prices.
Fortunately for the La Porte conference center project, the potential cyclical nature of the
petrochemical industry can be offset by the extensive and much more diverse economy of the
nearby Greater Houston market area.
Based on the extensive effort to update prior market studies conducted for this and similar
' initiatives at Sylvan Beach, it is clear that there is a set of circumstances and/or conditions that
must be assumed in order to justify the project from an economic perspective. Among these
' factors are the following key items:
• Access on a preferred basis for the guests of the resort project to the City -owned
Bay Forest Golf Course and the City -owned community recreation facilities, including the
' recreation center, the sports fields and wave pool;
1 • Inclusion of a resort shuttle system to provide ease of access for the resort guests to these
off -site facilities;
• Significant upgrading of the Sylvan Beach infrastructure, including the development of an
attractive sand beach (on the hotel site), upgrading of the waterfront in general and
' upgrading of the arrival experience at Sylvan Beach Park;
• Inclusion of an appropriately sized marina, with the possible need for initial funding of the
infrastructure for this project element by the City of La Porte in order to attract desirable
' private -sector developers and tenants;
• Provision of a water -taxi service from the Resort to the popular retail facilities and
restaurants of Kemah, approximately eight miles south by water from Sylvan Beach;
'• Implementation of the Cit's plan to expand the golf course to 27 holes;
' Inclusion of all back -of -house food and beverage facilities (kitchen facilities and storage) in
' the conference center portion of the project; and
11-2
ed Sylvan Beach Hi
•
P
1
• Inclusion of an upgraded Sylvan Beach Pavilion as part of the facilities of the Conference
Center.
It is reasonable to assume that the inclusion of all the recommended upgrades of existing facilities
and the development of a new hotel and conference center will provide a major catalyst for
additional private sector development in the immediate area of the Resort. With the bay front
resort location, we believe the most likely new businesses to be attracted include resort -oriented
retail businesses, in particular restaurants and other food and beverage outlets, similar to what
has occurred in Kemah.
The likely primary target market for the Hotel and Conference Center from a segmentation
standpoint is the group meeting segment. This is a result of a substantial number of Fortune 1000
corporations in the greater Houston area and more specifically along the Houston Ship Channel
and within the two major business parks located in La Porte. It is also reflective of the potential to
attract state association meetings to a new resort complex that offers very attractive price options,
compared to the majority of meetings -oriented resort properties in the State of Texas.
The other two significant target markets are expected to be the commercial transient segment and
the leisure segment. The commercial segment will be attracted primarily from the major
businesses in the two business parks in La Porte, and secondarily from the eastern/southeastern
sector of Houston extending from the Houston Hobby Airport to Galveston Bay. The lack of a first
class, full -service hotel in this sector of the metropolitan area away from the Hobby Airport
provides a situation where the proposed hotel will be able to capture a substantial portion of the
' existing and projected commercial demand, especially that which is location -sensitive to the
eastern edge of the market sector.
The leisure segment will likely consist of a combination of weekend get -away vacations, golf
outings and other social demand related to family reunions, weddings, bar mitzvah, Latin debuts,
etc.
I The anticipated rims market for the Conference Center is determined by the reach of the
P primary
' marketing programs aimed at the various potential user groups and the overall scope and nature
of the recommended facilities at the Center. For corporate demand, the primary market area is
' expected to be the greater Houston metropolitan area, with an emphasis on the eastern and
' Proposed Sylvan Beach A and Conference Center 0 Executive Summary
southeastern sectors of the city. A moderate secondary market is expected to come from the
remaining parts of the state and the surrounding states.
The competitive environment for the hotel portion of the Project will consist of a combination of
full -service hotels in the identified primary market area of east/southeast Houston from Houston
Hobby Airport eastward. Another significant element of the competitive environment will come
' from the conference/resort oriented facilities in the region surrounding Houston, extending from
Lake Conroe and The Woodlands to the north, to the Southshore Harbor/Kemah area to the
' southeast. The operational success of these hotels and conference centers and the overall size
of the competitive market suggests a significant opportunity for the proposed hotel and
' conference center.
' The competitive hotels are primarily those with significant amounts of reasonable quality meeting
space. These hotels currently accommodate the great majority of off -premise corporate and
' association meetings held in the defined market. The Sylvan Beach Hotel and Conference Center
should have both a local and a near -in regional competitive advantage compared to these hotels
' based on its planned facilities, pricing and resort environment. This should enable its positioning
as one of only two bona fide conference centers to the southeast of Houston.
The anticipated result is the presentation of a high quality meeting center within the City of
La Porte, which should attract substantial demand from outside of the local area. This in turn will
support the operations of the hotel, thereby justifying a more comprehensive and higher quality
overall facility, and justifying additional City investment in infrastructure that will support the
' project.
' Interviews and survey research of executives and full-time meeting planners of potential corporate
and state association demand sources were conducted for this engagement, with a strong focus
' on organizations located in or near the La Porte area and southeastern Houston for corporate
demand, and within Houston for state association demand.
' Amon the identified sources of demand the following are the rims findings, many of which
g 9 primary 9
I
support similar findings in prior market studies of this project:
• Frequent lack of exposure to and understanding of the conference center concept;
IProposed Sylvan Beach Ifel and Conference Center 0 Executive Summary
I
• A heavy reliance on the use of standard full -service hotel meeting facilities for off -premise
meetings, because of their availability;
' Variations in the level of meetings activity from year-to-year based on economic conditions
and other internal factors, with a general long-term trend to increasing demand for meeting
' space;
1 Meeting groups ranging from small (i.e., less than 15 persons) to over 300 persons.
Although many organizations conduct meetings for much larger groups, such groups were
not considered in our analysis. Typical group sizes ranged from 25 to 60 persons and
generally required an adequate number of breakout rooms to divide general sessions into
I
smaller groups of 10 to 15 persons.
IAdditional key findings of this updated study include the following:
• The Greater Houston meeting planning community in general has a perception that
La Porte has little to offer in the way of ease of access and high quality options for a resort
and/or meeting destination. In the case of accessibility, this is a significant mis-perception.
A unanimous conclusion of the participants in two focus groups, who actually visited the
site and the available recreation opportunities offered by the City of La Porte, was that this
' location and bayfront site was easy to reach and is a hidden jewel. Further, these groups
concluded that the Resort would be very attractive to the meetings industry, if properly
developed, marketed and operated.
1 • There is a reportedly wide -spread notion among meeting attendees at resort -oriented sites
in eastern Texas that they are tired of going to the same places all the time and are eager
' to have new options. This collective opinion, in concert with the indicated attractive ease of
access to La Porte from inside the Houston beltways should provide a relatively strong
competitive position for the Sylvan Beach Resort.
1 The selected site on Sylvan Beach, adjacent to the Sylvan Beach Pavilion, should provide an
outstanding location for the planned project. The immediate surrounding environment is excellent
' for the establishment of a suburban resort, semi -retreat -like atmosphere that has proven to be
Proposed Sylvan Beach Rel and Conference Center 0 Executive Summary
11
1
0
1
attractive to meeting planners and attendees. This assumes the improvements to the beachfront
site mentioned above. At the same time, the site is sufficiently convenient to the recently
significantly improved and excellent highway system that provides access to the market area, so
that it should not be perceived by the market place as being remote.
The availability of the nearby Bay Forest Golf Course, with which the Center reportedly will be able
to establish a strategic alliance for the provision of golf packages, significantly enhances the
marketing potential of the Center as a resort, thus providing support for the weekend periods
which are typically the slowest periods of demand in the competitive hotel market.
Based on our analysis of the various factors affecting the project, considered in conjunction with
site attributes provided by the tie-in with Sylvan Beach Park, we recommend and upscale full -
service hotel with approximately 250 guestrooms and suites. A concierge or executive level floor
should be considered which provides an additional level of ambiance for the less price -sensitive
elements of the different market segments. The meeting facilities in the table on the following
page are recommended, encompassing a total of approximately 20,000 square feet of net usable
meeting space, over and above the facilities at the Sylvan Beach Pavilion.
In support of the non -banquet aspects of the market, a full -service restaurant with approximately
250 seats should be included in the hotel, preferably with a waterfront location. In addition a lobby
lounge and a recreation pub are recommended.
Additional recreational facilities on site should include two hotel -exclusive tennis courts (in addition
to the tennis courts at Sylvan Beach Park) and an indoor/outdoor swimming pool, including a
surrounding outdoor reception area with a tropical landscape theme.
11-6
' Proposed Sylvan Beach Nei and Conference Center • Executive Summary
Sylvan Beach Hotel and Conference Center
Recommended Conference Facilities
Approximate Approximate
Capacity Square Feet
' Quantity/Space (Classroom Style) Total
1 Ballroom, divisible into
' three to four sections 250 - 300 5,000
1 Large conference room
' divisible into two sections 100 - 120 seats 2,400
1 Amphitheater 85 seats 2,600
1 Conference room 75 - 80 seats 1,800
2 Medium-sized meeting
rooms 50 - 60 seats each 2,700
2 Meeting rooms 30 - 40 seats each 1,600
' 8 Breakout rooms 12 - 18 seats each 3,000
1 Boardroom �'� 25 - 30 seats 900
' Total 20}000
Note 1. Space includes an anteroom of approximately 200 square feet.
It is assumed that the Conference Center will be operated in conjunction with the Sylvan Beach
' Park Pavilion, with the same operating company having responsibility for the entire complex. The
Pavilion, which is scheduled for renovation, will provide the necessary large ballroom space
required by the market, therefore eliminating the necessity to duplicate this space within the
Conference Center.
Based on the above factors and recommended facilities, and assuming the execution of a well -
funded, professional marketing and sales effort, combined with a Complete Meeting Package
pricing approach for the conference demand segment, the operating results presented below
have been estimated for the Center based on an assumed opening date in January of 2003:
J
11-7
n
•
I
H
Sylvan Beach Hotel and Conference Center
Estimated Occupancy
Ill and Market Mix
Total
Occupied Rooms
Occupied
Occupancy
Year
Group
Leisure
Commercial
Rooms
Percent
2003
28,000
19,600
8,400
56,100
62%
2004
35,300
19,500
6,100
60,800
67%
2005
39,200
19,600
6,500
65,300
72%
2006
40,300
20,200
6,700
67,200
74%
2007
40,300
20,200
6,700
67,200
74%
Notes:
1. All occupied room figures rounded to nearest hundred.
2. The comments and assumptions contained in this report are an integral part of these
estimated results.
Sylvan Beach Hotel and Conference Center
Estimated Averaae Room Rates Ill
Combined Avg
Combined Avg
Segment Average Room Rates
Room Rate
Room Rate
Year
Conference
Leisure
Commercial
2000 Dollars
Inflated Dollars
2003
$116.75
$100.00
$81.25
$ 98.00
$107.00
2004
$124.25
$108.75
$88.25
$106.25
$119.50
2005
$126.75
$111.00
$90.00
$108.50
$125.75
2006
$126.75
$111.00
$90.00
$108.50
$129.50
2007
$126.75
$111.00
$90.00
$108.50
$133.25
Notes:
1. Rounded to the nearest $.25.
2. The comments and
assumptions contained in
this report are an integral
part of these
estimated results.
Based on the above operating results, the following are the estimated cash flows from operations
before debt service for the Sylvan Beach Hotel and Conference Center for the first five years of
operation.
11
11-8
7
el and Confer,
40
r�
Sylvan Beach Hotel and Conference Center
Estimated Cash Flow before Debt Service and Income Taxes
Expressed in Thousands of 2000 and Inflated Dollars
Cash Flow
Year 2000 Dollars
Inflated Dollars
2003 $ 675
$ 738
2004 $2,129
$2,397
2005 $2,824
$3,273
2006 $3,090
$3,690
2007 $3,090
$3,800
Note: The comments and assumptions and conditions contained in the full report are an integral
part of these estimated results.
11-9
1
L
1
H
11
PROPOSED SYLVAN BEACH HOTEL AND CONFERENCE CENTER Exhibit A
LA PORTE, TEXAS
ESTIMATED STATEMENTS OF CASH FLOW FROM OPERATIONS
BEFORE DEBT SERVICE AND TAXES ON INCOME
(expressed in thousands of 2000 dollars)
2003
2004
2005
2006
2007
Occupancy
61%
67%
72%
74%
74%
Average Rate
$88.53
$99.33
$101.29
$101.30
$101.30
Amount
Percent
Amount
Percent
Amount
Percent
Amount
Percent
Amount
Percent
Revenues:
Rooms
$5,392
43.7%
$6,614
45.0%
$7,258
45.3%
$7,475
45.3%
$7,475
45.3%
Food
3,717
30.1%
4,243
28.9%
4,590
28.6%
4,719
28.6%
4,719
28.6%
Beverage
949
7.7%
1,052
7.2%
1,128
7.0%
1,159
7.0%
1,159
7.0%
Conference
1,366
11.1%
1,718
11.7%
1,907
11.9%
1,964
11.9%
1,964
11.9%
Telephone
159
1.3%
170
1.2%
180
1.1%
186
1.1%
186
1.1%
Minor Operated
209
1.7%
242
1.6%
261
1.6%
268
1.6%
268
1.6%
Other
M
4.4%
00
4A%
712
4.4%
Lu
4.41a
M
4A%
Total
12,334
100.0%
14,690
100.0%
16,037
100.0%
16,504
100.0%
16,504
100.0%
Department expenses:
Rooms
1,648
30.6%
1,714
25.9%
1,776
24.5%
1,804
24.1%
1,804
24.1%
Food & beverage
3,613
77.4%
3,913
73.9%
4,089
71.5%
4,175
71.0%
4,175
71.0%
Conference
888
65.0%
945
55.0%
992
52.0%
982
50.0%
982
50.0%
Telephone
105
66.0%
109
64.0%
114
63.0%
117
63.0%
117
63.0%
Minor operated
178
85.0%
206
85.0%
221
85.0%
228
85.0%
228
85.0%
Other
LN
23.9%
141
21.7%
154
21.1%
15A
21.1%
15A
21.1%
Total department expenses
6,561
53.2%
7,029
47.8%
7,342
45.8%
7,460
45.2%
7,460
45.2%
Department profit
5,773
46.8%
7,661
52.2%
8,695
54.2%
9,044
54.8%
9,044
54.8%
Undistributed operating expenses:
Administrative and general
1,289
10.4%
1,317
9.0%
1,334
8.3%
1,339
8.1%
1,339
8.1%
Marketing
1,168
9.5%
1,176
8.0%
1,181
7.4%
1,182
7.2%
1,182
7.2%
Energy
475
3.8%
489
3.3%
498
3.1 %
521
3.2%
521
3.2%
Property operations & maintenance
BN
5.6%
712
4.8%
723
4.5%
M
4.4%
725
4.4%
Total undistributed expenses
3,628
29.4%
3,694
25.1%
3,735
23.3%
3,768
22.8%
3,768
22.8%
Gross operating profit
2JO
17.4%
3"
27.0%
4"
30.9%
5an
32.0%
5 277
32.0%
Fixed charges:
Property taxes
598
4.8%
598
4.1%
598
3.7%
598
3.6%
598
3.6%
Insurance
88
0.7%
88
0.6%
88
0.5%
88
0.5%
88
0.5%
Management fees
416
3A%
566
3.9%
649
4.0%
676
4AJ*A
Sib
4A%
Total fixed charges
1,101
8.9%
1,251
8.5%
1,334
8.3%
1,362
8.2%
1,362
8.2%
Net operating income before
replacement reserve
1,045
8.5%
2,717
18.5%
3,626
22.6%
3,915
23.7%
3,915
23.7%
Replacement reserve
374
3.0%
588
4.0%
802
5.0%
825
5.0%
825
5.0%
Cash flow from operations
before debt service
j5
5.5°/
2 t
14.5%,$
17.6
Notes: Department expenses and profits are shown as percentages of appropriate department revenues;
all other items are stated as percentages of total revenues.
The comments and assumptions contained in this report are an integral part of these estimated statements.
1
u
1
Occupancy
Average Rate
Revenues:
Rooms
Food
Beverage
Conference
Telephone
Minor Operated
Other
Total
Department expenses:
Rooms
Food & beverage
Conference
Telephone
Minor operated
Other
Total department expenses
Department profit
Undistributed operating expenses:
Administrative and general
Marketing
Energy
Property operations & maintenance
Total undistributed expenses
Gross operating profit
Fixed charges:
Property taxes
Insurance
Management fees
Total fixed charges
Net operating income before
replacement reserve
Replacement reserve
Cash flow from operations
before debt service
PROPOSED SYLVAN BEACH HOTEL AND CONFERENCE CENTER Exhibit B
LA PORTE, TEXAS
ESTIMATED STATEMENTS OF CASH FLOW FROM OPERATIONS
BEFORE DEBT SERVICE AND TAXES ON INCOME
(expressed in thousands of inflated dollars)
2003
2004
2005
2006
2007
61%
67%
72%
74%
74%
$96.73
$111.79
$117.43
$120.96
$124.59
Amount
Percent
Amount
Percent
Amount
Percent
Amount
Percent
Amount
Percent
$5,892
43.7%
$7,444
45.0%
$8,414
45.3%
$8,926
45.3%
$9,194
45.3%
4,062
30.1%
4,775
28.9%
5,321
28.6%
5,634
28.6%
5,803
28.6%
1,037
7.7%
1,184
7.2%
1,308
7.0%
1,384
7.0%
1,425
7.0%
1,493
11.1%
1,934
11.7%
2,211
11.9%
2,345
11.9%
2,416
11.9%
174
1.3%
192
1.2%
209
1.1 %
222
1.1 %
229
1.1 %
228
1.7%
272
1.6%
302
1.6%
320
1.6%
330
1.6%
50
4A%
Lu
4.4%
an
4.4%
M
4.4%
9.42
4.4%
13,478
100.0%
16,534
100.0%
18,591
100.0%
19,707
100.0%
20,298
100.0%
1,801 30.6%
3,948 77.4%
970 65.0%
115 66.0%
194 85.0%
IQ 23.9%
7,169 53.2%
6,309 46.8%
1,408 10.4%
1,276 9.5%
519 3.8%
zu 5.6%
3,964 29.4%
2,345 17.4%
1,929
25.9%
2,059
24.5%
2,154
24.1%
2,218
24.1%
4,404
73.9%
4,740
71.5%
4,985
71.0%
5,134
71.0%
1,064
55.0%
1,150
52.0%
1,173
50.0%
1,208
50.0%
123
64.0%
132
63.0%
140
63.0%
144
63.0%
232
85.0%
257
85.0%
272
85.0%
281
85.0%
JU
21.7%
1M
21.1%
JH
21.1%
tW
21.1%
7,911
47.8%
8,512
45.8%
8,908
45.2%
9,175
45.2%
8,623 52.2% 10,079 54.2% 10,799 54.8% 11,123 54.8%
1,482
9.0%
1,547
8.3%
1,599
8.1%
1,647
8.1%
1,323
8.0%
1,369
7.4%
1,412
7.2%
1,454
7.2%
550
3.3%
577
3.1%
622
3.2%
641
3.2%
842
41%
an
4,5%
M
4.4%
D2
4A%
4,157
25.1%
4,330
23.3%
4,499
22.8%
4,634
22.8%
4,466 27.0% 5,749 30.9%
6,301 32.0% 6,490 32.0%
653
4.8%
673
4.1%
693
3.7%
714
3.6%
735
3.6%
96
0.7%
98
0.6%
101
0.5%
104
0.5%
108
0.5%
454
3.4%
fin
3106
yu
41%
M
4A%
$32
4.1%
1,203
8.9%
1,408
8.5%
1,546
8.3%
1,626
8.2%
1,675
8.2%
1,142
8.5%
3,058 18.5%
4,203 22.6% 4,675 23.7% 4,815 23.7%
404
0%
M 4.0%
M um 90 I-Q% tm 5.11%
&M
5.5%
Notes: Department expenses and profits are shown as percentages of appropriate department revenues;
all other items are stated as percentages of total revenues.
The comments and assumptions contained in this report are an integral part of these estimated statements.
00 WED 14:45 FAX 7047529982 � �004
•
a EXECUTIVE SUMMARY II-3
DRAFT
• Inclusion of an up -graded Sylvan Beach Pavilion as part of the facilities of the
Conference Center.
It is reasonable to assume that the inclusion of all the recommended upgrades of existing facilities
and the development of a new hotel and conference center will provide a major catalyst for
additional private sector development in the immediate area of the Resort. With the bay front
resort location, we believe the most likely new businesses to be attracted inciude resort -oriented
retail businesses, in particular restaurants and other food and beverage outlets, similar to what
has occurred in Kemah.
The likely primary target market for the Hotel and Conference Center from a segmentation
standpoint is the group meeting segment. This is a result of a substantial array of Fortune 1000
corporations in the greater Houston area and more specifically along the Houston Ship Channel
and within the two major business parks located in La Porte. It is also reflective of the potential to
attract state association meetings to a new resort complex that offers very attractive price options,
compared to the majority of meetings -oriented resort properties in the State of Texas.
The other two significant target markets are expected to be the commercial transient segment and
the leisure segment. The commercial segment will be attracted primarily from the major
businesses in the two business parks in La Porte, and secondarily from the eastemisoutheastern
sector of Houston extending from the Houston Hobby Airport to Galveston Bay. The lack of a first
class, full -service hotel in this sector of the metropolitan area away from the Hobby Airport
provides a situation where the proposed hotel will be able to capture a substantial portion of the
existing and projected commercial demand, especially that which is location -sensitive to the
eastern edge of the market sector.
The leisure segment will likely consist of a combination of weekend get -away vacations, golf
outings and other social demand related to family reunions, weddings, bar mitzvah, etc.
The anticipated primary market for the Conference Center is determined by the reach of the
marketing programs aimed at the various potential user groups and the overall scope and nature
•
4-S
11 29;00 IVED 14:46 FAX 7047529982 Oo'5
•
EXECUTIVE SUMMARY II-4
0 DRAFT
of the recommended facilities at the Center. For corporate demand, the primary market area is
expected to be the greater Houston metropolitan area, with an emphasis on the eastern and
southeastern sectors of the city. A moderate secondary market is expected to come from the
remaining parts of the state and the surrounding states.
The competitive environment for the hotel portion of the Project will consist of a combination of
full -service hotels in the identified primary market area of east/southeast Houston from Houston
Hobby Airport eastward. Another significant element of the competitive environment will come
from the conference/resort oriented facilities in the region surrounding Houston, extending from
Lake Conroe and The Woodlands to the north, to the Scuthshore Harbor/Kemah area to the
southeast. The operational success of these hotels and ccnference centers and the overall size
of the competitive market suggests a significant occortunity for the proposed hotel and conference
center.
The competitive hotels are primarily those with significant amounts of reasonable quality meeting
space. These hotels currently accommodate the great majority of off -premise corporate and
association meetings held in the defined market. The Sylvan Beach Hotel and Conference Center
should have both a local and a near -in recional competitive advantage compared to these hotels
based on its planned facilities, pricing and resort environment. This should enable its positioning
as one of only two bona fide conference centers to the southeast of Houston.
The anticipated result is the presentation of a high quality meefing center within the City of La
Porte, which should attract substantial demand from outside of the local area. This in turn will
support the operations of the hotel, thereby justifying a more comprehensive and higher quality
overall facility.
Interviews and survey research of executives and full-time meeting planners of potential corporate
and state association demand sources were conducted for this engagement, with a strong focus
on organizations located in or near the La Porte area and southeastern Houston for corporate
demand and within Houston for state association demand.
•
4-6
11 29,'00 wED 14:47 FAX 7047-,99982
• 2006
EXECUTIVE SUMMARY II-5
DRAFT
Among the identified sources of demand, the following are the primary findings, many of which
support similar findings in prior market studies of this project:
• Frequent lack of exposure to and understanding of the conference center concept;
• A heavy reliance on the use of standard full -service hotel meeting facilities for off -
premise meetings, because of their availability;
• Variations in the level of meetings activity from year-to-year based on economic
conditions and other internal factors, with a general long-term trend to increasing
demand for meeting space;
• Meeting groups ranging from small (i.e., less than 15 persons) to over 300 persors.
Although many organizations conduct meetings for much larger groups, such groups
were not considered in our analysis. Typical group sizes ranged from 25 to c0
persons and generally required an adequate number of breakout rooms to divide
general sessions into smaller groups of 10 to 15 persons.
Additional key findings of this updated study include the following:
• The Greater Houston meeting planning community in general has a perception that !-a
Porte has little to offer in the way of ease of access and high quality options for a
resort and/or meeting destination. In the case of accessibility, this is a significant mis-
perception. A unanimous conclusion of the participants in two focus groups, who
actually visited the site and the available recreation opportunities offered by the City of
La Porte, was that this location and bay -front site was a hidden jewel. Further that
would be very attractive to the meetings industry, if properly developed, marketed and
operated.
• There is a reportedly wide -spread notion among meeting attendees at rescrt-oriented
sites in eastern Texas that they are tired of going to the same places all the time and
0
4-7
11. 29,'00 WED 14:48 FAX 7047582 • �J0 0
EXECUTIVE SUMMARY II-6
DRAFT
are eager to have new options. This collective opinion, in concert with the indicated
attractive ease of access to La Porte from inside the Houston beltways should provide
a relatively strong competitive position for the Sylvan Beach Resort.
The selected site on Sylvan Beach, adjacent to the Sylvan Beach Pavilion, should provide an
outstanding location for the planned project. The immediate surrounding environment is excellent
for the establishment of a suburban resort, semi -retreat -like atmosphere that has proven to be
attractive to meeting planners and attendees. This assumes the improvements to the beach -front
site mentioned above. At the same time, the site is sufficiently convenient to the recently
significantly improved and excellent highway system that provides access to the market area, so
that it should not be perceived by the market place as being remote.
The availability of the nearby Bay Forest Golf Course, with which the Center reportedly will be
able to establish a strategic alliance for the provision of golf packages, significantly enhances the
marketing potential of the Center as a resort, thus providing support for the weekend periods
which are typically the slowest periods of demand in the competitive hotel market.
Based on our analysis of the various factors affecting the project, considered in conjuncticn with
site attributes provided by the tie-in with Sylvan Beach Park, we recommend and upscale full -
service hotel with approximately 250 guestrooms and suites. A concierge or executive level floor
should be considered which provides an additional level of ambiance for the less price -sensitive
elements of the different market segments. The meeting facilities in the table on the following
page are recommended, encompassing a total of approximately 20,000 square feet of net usable
meeting space.
In support of the non -banquet aspects of the market, a full -service restaurant with approximately
250 seats should be included in the hotel, preferably with a waterfront location. In addition a lobby
lounge and a recreation pub are recommended.
0
11, 29,'00 WED 14:49 FAX 70471299S2
i
zoos
•
•
EXECUTIVE SUMMARY 11-7
DRAFT
Additional recreational facilities on site should include two tennis courts (in addition to the tennis
courts at Sylvan Beach Park) and an indoor/outdoor swimming pool with a surrounding outdoor
reception area with a tropical landscape theme.
Recommended Conference Facilities
Proposed Sylvan Beach Hotel and Conference Center
Approximate Approximate
Capacity Square Feet
Quantitv/Space (Classroom Style) Total
1 Ballroom, divisible into
three to four sections 250 - 300 5,000
1 Large conference room
divisible into two sections
1 Amphitheater
1 Conference room
2 Medium-sized meeting
100 - 120 seats
2,4CC
85 seats
2,600
75 - 80 seats
1,800
rooms 50 - 60 seats each 2,700
2 Meeting rooms 30 - 40 seats each 1,600
8 Breakout rooms 12 - 18 seats each 3,000
1 Boardroom 03 25 - 30 seats 900
Total 20.000
Note 1. Space includes an anteroom of approximately 200 square feet.
It is assumed that the Conference Center will be operated in conjunction with the Sylvan Beach
Park Pavilion, with the same operating company having responsibility for the entire complex. The
Pavilion, which is scheduled for renovation, will provide the necessary large ballroom space
required by the market, therefore eliminating the necessity to duplicate this space within the
Conference Center.
Based on the above factors and recommended facilities, and assuming the execution of a well -
funded, professional marketing and sales effort, combined with a Complete Meeting Package
11 29,00 WED 14:49 FAX 7047529952
•
Zoo9
EXECUTIVE SUMMARY I1-8
DRAFT
pricing approach for the conference demand segment, the operating results presented below
have been estimated for the Center based on an assumed opening date in January of 2003:
Sylvan Beach Hotel and Conference Center
Estimated Occupancy 1'1 and Market Mix
Total
Occupied Rooms Occupied
Occupancy
Year Group Leisure Commercial Rooms
Percent
2003 28,000 19,100 38,100 56,100
62%
2004 35,300 18.700 41,100 60,800
67%
2005 39,200 18,4C0 42,900 65,300
7 2 %
2006 40,300 18,200 43,500 67,200
74%
2007 40,300 18,200 43,500 67,200
740,,o
Notes:
1. All occupied room figures rounded to nearest hundred.
2. Includes leisure and commercial segments.
3. The comments and assumptions contained in this report are an
integral part of these
estimated results.
Sylvan Beach Hotel and Conference Center
Estimated Average Room Rates 01
Combined Avg
Combined Avg
Segment Average Room Rates
Room Rate
Room Rate
Year
Conference
Leisure
Commercial
2000 Dollars
Inflated Dollars
2003
$116.75
$100.00
$81.25
$ 98.00
$107.00
2004
$124.25
$108.75
$88.25
$106.25
$119.50
2005
$126.75
$111.00
$90.00
$108.50
$125.75
2006
$126.75
$111.00
$90.00
$108.50
$129.50
2007
$126.75
$111.00
$90.00
$108.50
$133.25
Notes:
1. Rounded to the nearest $.25.
2. The comments and assumptions contained in this report are an integral part of these
estimated results.
•
4-10
11 29, 00 wFD 14:50 FAX 7047529982 • �010
•
0 EXECUTIVE SUMMARY II-9
DRAFT
Based on the above operating results, the following are the estimated cash flows from operations
before debt service for the Corporate Education and Conference Center for the first five years of
operation.
Sylvan Beach Hotel and Conference Center
Estimated Cash Flow before Debt Service and Income Taxes
Expressed in Thousands of 2000 and Inflated Dollars
Cash Flow
Year 2000 Dollars Inflated Dollars
2003 $ 675 $ 738
2CC4 $2,129 $2,397
2005 $2,824 $3,273
2006 $3,090 $3,690
2CC7 $3,090 $3,800
Note: The comments and assumptions contained in this report are an integral part of
these estimated results.
•
•
4-11
11 2s; 00 IVFD 14: 51 FAX 70475299 2
• zoll
•
•
DRAFT
PROPOSED SYLVAN BEACH HOTEL AND CONFERENCE CENTER
LA PORTE, TEXAS
ESTIMATED STATEMENTS OF CASH FLOW FROM OPERATIONS
BEFORE DEBT SERVICE AND TAXES ON INCOME
(expressed In thousands of 2000 dollars)
Exhibit A
2003
2004
2005
2006
2007
Occupancy
61%
67/e
72%
74%.
74%<
Average Rate
$88.53
$99.33
$101.29
$101.30
$101.30
Amount
Percent
Amount
Percent
Amount
Percent
Amount Percent
Amount
Percent
Revenues:
Rooms
55,392
43.7%
$6,614
45.0%.
$7,258
45.3%.
$7,475
45.3%
$7,475
45.3%
Food
3,717
30.1%,
4,243
28.3%
4,590
28.6%
4,719
28.6%
4,719
28.6%
Beverage
949
7.7/,
1,052
7.2%
1,128
7.0%
1,159
7.0%
1,159
7.0%
Conference
1,366
11.1 %
1,718
11.7%,
1,907
11.9%
1,964
11.9%
1,964
11.9%
Telephone
159
1.3°/
170
1.2%
180
1.1 %
186
1.1 %
186
1.1
Minor Operated
209
1.7 %
242
1.6 %
261
1.6%
268
1.6 %
268
1.6°:
Other
543
4.4%
65.4
4 4%
711
4.3 a
733
AA!la
LU
4,4-%
Total
12,334
1C0.0°/
14,690
100.0%
16,037
100.0%
16,504
100.0%
16,504
100.0%
Department expenses:
Rooms
1,643
30.5%
1,714
25.9%
1,776
24.5%
1,804
24.1%
1,804
24.1;0
Food & beverage
3,613
77.4%.
3,913
73.9%
4,C89
71.5%
4,175
71.0%
4,175
71.0':
Conference
ass
65.0%
945
55.0%
992
52.0 %
982
50.0 %
982
50.0°1:
Telephone
105
66.0%
109
64.0%
114
63.0%
117
63.0%
117
63.01,e
Minor operated
173
85.0%
206
85.0%
221
85.0%
228
$5.0%
228
35.0? o
Other
LU
23.9%
1AJ
21.7%
154
21.1%
1,54
21.1%
i54
21.1%
Total department expenses
6,561
53.2%
7,029
47.8%,
7,342
45.3%,
7,460
45.2%
7,460
45.2!4
Department profit
5,773
46.8%,
7,661
52.2%
8,695
54.2%
9,044
54.8%
9,044
54.3`0
Undistributed operating expenses:
Administrative and general
1.289
10.4%
1,317
9.0%
1,334
8.3%,
1,339
8.1%,
1,339
8.1%
Marketing
1,168
9.5%
1,176
8.0%
1,181
7.4%
1,182
7.2%
1,182
7.2%
Energy
475
3.8%
489
3.3%
498
3.1 %
521
3.2%
521
Property operations & maintenance
616
5.5%,
zi2
4.3%
M
4.5 %
725
4.4%
Z
4.4%
Total undistributed expanses
3,828
29.4%
3,694
25.1%
3,735
23.31/
3,768
22.8%
3,768
22.3`-e
Gross operating profit
2.145
17.4%
3368
27.0%,
4.364
30.9%
5.2ZZ
32.0%
5.277
32.0%
Fixed charges:
Property taxes
598
4.8 %
598
4.1%
598
3.7%
598
3.6%
598
3.6%
Insurance
88
0.7%.
88
0.6%
8s
0.5 %
88
0.5 %
88
0.5 %
Management fees
416
3.4%,
566
i91,
M
4S.L/r
UE
4-IN
5111
3yn
Total fixed charges
1,101
8.9%
1,251
8.5%
1,334
8.3%
1,362
8.2%,
1,362
8.2%
Net operating income before
replacement reserve
1,045
8.5%
2,717
18.5%
3,626
22.6%
3,915
23.7%
3,915
23.7%
Replacement reserve
M
3.0%
Sas
4.0%
892
5.0%
s25
S.C%
825
5.01/1
Cash flow from operations
before debt service
5675
c;.,�
�1.51A
s
14.5%
C2 R74
176°,
sn Q9Q
18.71.
0,090
19_'D;
Notes: Department expenses and profits are shown as percentages
of appropriate department
revenues;
all other Items are stated as percentages
of total revenues.
The comments and assumptions contained in this report are an integral part of these estimated statements.
4-12
99%00 WFD 14:52 FAX 70475�83
• Z 0 1 2
•
•
•
PROPOSED SYLVAN BEACH HOTEL AND CONFERENCE CENTER Exhibit B
LA PORTE, TEXAS
ESTIMATED STATEMENTS OF CASH FLOW FROM OPERATIONS
BEFORE DEBT SERVICE AND TAXES
ON INCOME
(expressed
in thousands of inflated dollars)
2003
2004
2005
2006
2007
Occupancy
61%
671e
72%
74%
74%
$96.73
$111.79
$117.43
$120.96
$124.59
Average Rate
Amount
Percent
Amount
Percent
Amount I
Percent Amount
Percent
Amount
Percent
Revenues:
Rooms
$5,892
43.7%.
$T,444
45.0°6
$8,414
45.3 %
b8,926
45.3%
S9,194
45.3% k
Food
4,062
30.1%
4,775
28.9 %
5,321
28.6%
5,634
28.6%
5,803
28.6%
Beverage
1,037
7.7%
1,184
7.2%
11308
7.0%
1,384
7.0%
1,425
7.0%
Conference
1,493
11.1 %
1,934
11.7 %
2,211
11.9 %
2,345
11.9%
2,416
11.9%
Telephone
174
1.3%
192
1.211.
209
1.1%
222
1.1%
229
1.1%
Minor Operated
229
1.7 /e
272
1.6%
302
1.6%
320
1.6%
330
1.6%
Other
593
4-4Yq
M
4.4y',
U6
9 4%
M
4AN
342
4 4°!'
Total
13.478
100.0%
16,534
100.0%
18,591
100.0%
19,707
100.0%
20,298
100.0%
Department expenses:
Rooms
1,301
30.6 %
1,929
25.9%
2,059
24.5 %
2.154
24.1 %
2,218
24.1 N
Food & beverage
3,943
77.4%
4,404
73 9%
4,740
71.5%
4,985
71.0%
5,134
71.0'14
Conference
910
65.0%
1,064
55.0%
1,150
52.0%
1,173
50.0%
1,208
50.01/.
Telephone
115
66.0%
123
64.01,1u
132
63.0 %
140
63.0 %
144
63.0",
Minor operated
194
85.0%
232
85.0%
Z57
85.0%
272
8S.0 %
281
85.01.11
Other
142
23.9 %
M
21.7%
1Z4
21.1 %
1E4
21.1 %
194
2 1. 1 °6
Total department expenses
7,169
53.2'/
7,911
47.3%
8,512
45.8%
8,908
45.2 %
9,175
45.2%
Department profit
6,3D9
46.3%
8.623
52.2%
10,079
54.2%
10,799
64.3%
11,123
54.3%
Undistributed operating expenses:
Administrative and general
1,408
10.4%
1,482
9.0%
1,547
8.3%
1,599
8.1%
1,647
8.1%
Marketing
1,276
9.5%
1,323
8.0%
1,369
7.4%
1,412
7.2%
1.454
7.2%
Energy
519
3.8 %
550
3.3 %
577
3.1 %
622
3.21,:
641
3.2%
Property operations & maintenance
M
LEN
892
41%
818
4.51a
U&
4.4%
32Z
4.3°G
Total undistributed expenses
3,964
29.4%
4,157
25.1 %
4,330
23.3%
4,499
22.8%
4.634
22.31/6
Gross operating profit
2,345
17.4%
4,466
27.0 %
5,749
30.9%
6,301
32.0%
6,490
32.0%
Fixed charges:
Property taxes
653
4.8 %
673
4.1%
693
3.7%
114
3.61,16
735
3.6%
Insurance
96
0.7 %
98
0.6%
101
0.5%
104
0.5%
108
0.5%
Management fees
454
3.4%
fl3Z
3.2%
LU
40%
848
4.1.lc
932
4-1-!/1
Total fixed charges
1,203
8.9%
1,408
8.5%
1,546
8.3%
1,626
8.2%
1,675
3.2%
Not operating income before
replacement reserve
1,142
8.5%
3.058
18.5%
4,203
22.6 %
4,675
23.7%
4,815
23.7 /o
Replacement reserve
40A
aim
651
4.0%
930
sa%
MA
SS. ye
1.015
5.712
Cash flow from operations
before debt service
S2.337
14.5
S3.273
17.5%
53.529
d11<7°a
S3 900
18 =a
Notes: Department expenses and profits are shown as percentages of appropriate department revenues,
all other items are stated as percentages of total revenues.
The comments and assumptions contained In this report are an integral part of these estimated statements.
4-13
BENCHMARK
H O S P I T A L I T Y
BURT CABANAS
Chairman and Chief Executive Officer
March 22, 2001
Mr. Robert T. Herrera
City Manager
City of La Porte
604 West Fairmont Parkway
La Porte, Texas 77571
VIA FEDERAL EXPRESS
Dear Bob:
I am sorry that my schedule will not allow me to attend the City Council meeting this
Saturday. The annual conference of the International Association of Conference Centers
begins Saturday here in The Woodlands, and my time is committed to that through next
Tuesday.
With the revised market demand study from Geoff Kirkland of Horwath Horizon
Hospitality Advisors, the outlook is still good for the conference center/hotel project we
have been working on for Sylvan Beach. Everyone at Benchmark is proud that you have
chosen us as your partner in this endeavor, and we are committed to assisting the City in
every way possible to make this dream become a reality.
Bob, I would appreciate your having Geoff Kirkland speak about the market situations
today as it relates to the financing of conference hotels. Conditions are changing daily, and
I am sure the City Council members would appreciate the update.
During the latter part of next week I will call you to set up a time for you, Jeff, Dennis and
I to address our next step in the development plan.
Sincerely,
61-7-�
rt Cabanas
10 Rjm/
RESORTS • CONFERENCE CENTERS • HOTELS
2170 BUCKTHORNE PLACE THE WOODLANDS, TEXAS 77380-1719 . TEL: (281) 367-5757 • FAX: (281) 367-1407
. CITY OF LA PORTE •
INTEROFFICE MEMORANDUM
March 23, 2001
TO: Mayor and City Council
FROM: Robert T Herrera, City Manager
SUBJECT: Neighborhood Centers Inc. (NCI) — La Porte
During the Saturday session, one of the items Council will discuss is establishing a rental rate for the above
organization. NCI is a non-profit organization that has a long and positive history with the City. This organization
provides much needed social service programs to our residents who ace less fortunate than others, due to circumstances
over which they have little or no control.
Currently NCI pays $.12 per square foot or $350.00 monthly. We had an appraisal performed on the proposed site.
The appraisal suggested a $.65 per square foot cost.
If asked, staff would recommend the following:
♦ that the rate per square foot remain the same at $.12 per square foot but that the agreement have a CPI index
built into the lease.
♦ that City Council considers crediting, against the yearly lease fees, the value amount of any approved capital
improvements NCI would make to the building that preserve or enhance the structure.
♦ that if improvements exceed the lease fees, a credit will be carried forward for as long as NCI leases the
building. IfNCT leaves the location, any remaining credit would disappear. For example:
Year 1
City leases 5,057 square feet at $.12 per square foot, which equals:
$ 606.84 monthly lease fee
$7,282.08 yearly lease fee
Let us say that during the year NCI installs, with our approval, a new air conditioning / heating unit that costs them
$10,000.00.
Year 2
NCI then will receive a credit of:
$2,717.92 to be applied to the following year's contract, which equals:
$10,000.00 (value of improvements) minus:
$7,282.08 (yearly lease fee)
Thus, NCI's rent for the following year would be reduced to:
$4,564.16 for their yearly lease payment ($7,282.08 yearly lease fee minus $2,717.92 credit for improvements)
Staff also would recommend a 10-year lease term with 5-year options thereafter. By following this proposal. NCI
would have an incentive to stay at this location if they invest funds into preserving and enhancing the building with
capital improvements.
RTH:cjb
c John Joerns
Knox Askins
• Neighborhood Centers, Inc.
•
NEIGHBORHOOD CENTERS INC.
City Council Workshop
March ?-I. 2001
At the July 12, '000, City Council meeting,, Council approved a lease agreement for
Neighborhood Centers Inc. (NCI) to lease additional space at their existing location, until the
current library is vacated by Harris Countv for the move to the new community library
Background
Over the past few years. ACI Board members and representatives have approached the City of
La Porte as this organization Is programs have increased, which has created a need for additional
facility space.
In July of 2000, the lease agreement Council approved allowed NCI to incorporate
approximately I ?000 square feet of additional space (for a total of =3,000 square feet) when
Harris Count, Health Clinic relocated its facility At that time. the Citv arreed not to increase
the monthly lease of 53�0.00 collected from \CI As a component of this agreement. NCI
would be permitted to paint and perform simple remodeling of the office space solel, at their
expense. including new tile and carpet in various areas, changing doorways.
Staff Follow up
As a follow- up to the approved lease agreement. City staff met with \CI staff to discuss NCI's
current and future needs for program space. and \CFs possible relocation to the building
occupied by Harris County Public Library. A letter was sent to NCI outlining proposed
responsibilities of NCI and the City (Exhibit "D").
The Cite then hired a professional appraiser to provide an appropriate lease value for the existing
library building, ygiven current market conditions. Based on current market rates in La Porte. the
appraiser recommended a lease amount of 5.65 per square foot (Exhibit "B").
The recommended lease amount of S 65 per square foot (S31_287 per month for
=�.000 square feet of space) appears high, but is not out of order. However, it would be difficult
to recommend that Council establish this market rate for \CI's lease because of its history with
the community. Council may wish to consider a value less than 5.65 per square foot but `Treater
than the current rate of S.12 per square foot. Currently, NCI is leasing their present location for
S 1, per square foot (5350.00 per month for =3.000 square feet of space).
Exhibits.
Exhibit -Aaerial map of the library area
Exhibit "B" Rent Study from Consolidated .-appraisal Services. Inc.
Exhibit "C Demographics of local \CI service area
Exhibit '-D" Letter of proposed responsibilities for NCI and City of La Porte
Exhibit "E" General correspondence between the \CI and City of La Porte
5-1
• 0
Exhibit "B"
Consolidated Appraisal Services, Inc.
Real Estate appraisers and Consultants v1ti V.HntIstnfls.tnPruis,?r.COM
14200 Gulf Freewav, Suite 102 Houston, Texas 77034 t2811 0„-0000
December 5. 2000
%lr. Robert T. Herrera
City Llana2er
Cite of La Porte
P.O. Box 1 1 15
La Porte. Texas 775 72- 1115
Re: Rental Study of the library facility located at 526 San Jacinto Street. La Pore.
Countv, Texas. (Juh :;-88)
Dear Herrera:
[n accordance with your request I visited the abo%e referenced propert-, and
stud-, of rental rates in the La Porte market.
The subject is the existing library facility, which is comprised of a 2-5.000 square foot tract
of land (Lots 11-14 and 15-13, Block 242, Town of La Porte) which is improved with a single
story, brick building containing approximately 5.057 square feet of rentable area. An
asphalt paved parking area that is sufficient in which to accommodate 9 vehicle -parking
spaces serves the building. This provides for a parking ratio of 1.78 cars per 1.000 square
foot of area. which is minimally adequate. According to the Planning Department. the
buddtna should have approximately 19 spaces. While shared parking presentl-,
accommodates parking across the street: I have considered the subject as a separate units
to itself.
5-3
Rent Study Report
•
The Highest and Best Use of the subject is for professional offices. Rental Rates of
offices in the La Porte market commonly range from $0.50 to $1.15 per square foot.
Considering the age, location and limitation on parkin`, I have estimated market rent at
$0.65 on an industrial gross lease scenario. Based on the building size. this would equate
to a monthly rental rate of $3.287 per month with the tenant paying utilities and interior
maintenance and the landlord paying structural maintenance. real estate taxes and property
insurance. Lender a industrial gross lease scenario, the tenant would pay any increases in
real estate taxes and property insurance after year one.
CERTIFICATION
I herebv certih- that.
1. The statements of fact contained in this report are believed to be true and correct.
The reported analyses. opinions, and conclusions are limited only by the reports]
assumptions and limiting conditions. and is our personal. unbiased professional
analyses. opinions and conclusions.
I have no present or prospective interest in the propert% that is the subject of tills
report, and I have no personal interest or bias with respect to the parties involved.
4. My fee is not contingent on an action or event resulting from the analyses. opinions. or
conclusions in. or the use of this report. Additionally, neither this appraisal assignrrient
nor my employment was based on a requested minimum valuation, a specific valuation
or the approval of a loan.
5. My analyses, opinions, and conclusions were developed, and this report has been
prepared, in conformity with the Uniform Standards of Professional .-appraisal
Practice.
6. I have personally visited and viewed the subject property.
7. No one provided significant professional assistance to the person(s) signing this report.
S. '.1vIv analyses. opinions, and conclusions were developed. and this report has been
prepared, in conformity with the requirements of the Code of Professional Ethics and
the Standard of Professional Practice of the Appraisal Institute and the National
Association of Real Estate Appraisers.
9. The use of this report is subject to the requirements of the Appraisal Institute and the
National Association of Real Estate Appraisers relating to review of its duly
authorized representatives.
10. The values expressed in this report are not based in whole or part upon race, color, or
national origin of the current; prospective owners or occupants, or upon the race.
S-4
Rent Study Report
•
•
color, or national origin of the present owners of the property or properties bein`a
appraised.
Special assumptions/Limiting Conditions
The value estimates within this appraisal are contingent upon the subject property. as well as the
adjoining properties, being free and clear of anv toxic or hazardous waste materials. It should be noted, a
potential purchaser of a property with hazardous waste or dangerous materials may assume financial
liability for removal of such materials. The appraisers inspected the subject property: however, hazardous
waste products or dangerous materials may not be found by a visual inspection. The appraisers hiuhi%
recommend an inspection by qualified professionals to ensure there are no hazardous waste materials on
the subject. The values assume the site to be free of any soil contamination. also the values contained
herein do not include anv value conclusion for inventory, personal proper^,. or equipment unless
specifically stated.
This letter is to transmit the attached report, which reflects m,, reasor in,-, for the value
conclusions reached. Please call if I may be of further assistance, in this matter.
ry Truly Yours
Lames %lcFer,)n. Presi�ent
C ONSCLIDATED .-\PPR.A[S.AL SERV ICES. IM-.
State Certified General Real Estate .-appraiser
Environmental assessment Consultant
5-5
Rent Study Report
General Assumptions and Limiting Conditions
Proprietorship: This appraisal report was prepared at the request of and for the exclusive use of the
client to whom the appraisal is addressed. No third part- shall have any right to use or rely upon this
appraisal for any purpose. Neither all nor part of the contents of this report, or cope thereof. shall be
convened to the public through advertising, public relations. news. sales or any other media without .kritten
consent and approval of the appraiser. Nor shall the appraiser. Firm or professional organization of which
the appraiser is a member be identified without the consent of the appraiser. Possession of this report, or a
coPy thereof, does not carry with it the right of publication.
Use of the :appraisal Report: Use of this appraisal is for no other purpose than property yaivation ar,d
the appraisers are not attempting to go beyond that narrow scope. Before making any decision based .gin the
information and analysis contained in this report. it is critically important to read this entire section to
understand these limitations. Also, the distribution of the total valuation in this report between land and
improvements applies only under the reported highest and best use of the proper,,. The a!locatiens o
value for land and improvements must not be used in conjunction with am other appraisal and ire in%illd �t
so used.
Legal Description and Survey: The legal description used in this report is assumed t,, be :,,rre.:_ T !�e
appraiser has made no survey of the property and no responsiblhty is assumed in connection with such
matters. In situations when current staked surveys have not been Dro%ided to the appraiser, a reas�,nabie
inquiry is made of maps and other records to obtain estimates of the dimensions of the property bcun�ar%
and area, however, these are estimates only and should not be construed as a survey. It is assumed that the
utilization of the land and improvements is within the boundaries or property lines described and that there
is no encroachment or trespass unless noted in the report.
Title: No responsibility is assumed for the legal description provided or for matters pertaining_ to tit!e or
title considerations. No responsibility is assumed for matters of a legal nature effecting title to the subiec;
property nor is an opinion of title rendered. Title to the subject is assumed to be good and marketabie.
Drawinas and Sketches: Any sketches in this report are included onl% to assist the reader in visua!1zim_
the property and should not be construed for their exactness unless otherwise stated.
Property Inspection: In conducting our appraisal, any inspection of building improvements is made
under a cursory method only. Some items such as conditions behind walls, above ceilings, behind locked
doors, or under the _round are not exposed to casual vie%and were therefore, not inspected. This
appraisal should not be considered as a report on the physical items that are a part of the property.
.Although the appraisal may contain information about the ph%sical items being appraised (including their
adequacy and/or condition), it should be clearly understood that the information should be used onl.. as a
general guide for property valuation.
Property Condition: The values are based on all mechanical equipment being in good working order.
Latent Defects: It is assumed that there are no hidden or imperceptible conditions of the propert,, sub-
soil. or structures. which could render it more or less valuable. No responsibility is assumed for such
conditions or for engineering, which may be required to discover them.
Data Reliability: The information obtained from others is assumed to be true, correct, complete and
reliable. A reasonable effort has been made to veritti such information: however, the appraiser assumes no
responsibility for its accuracv.
5-6
• 0'
Rent Study Report
•
•
Environmental: An incidental inspection of the subject was made by the a raisers unless �w
P J PP �) ss othe. I_..
noted. This incidental screening is based on a cursory inspection and is not in an investigative format. In
the event that environmental issues are of siumficant concern. it is necessary to understand that our
inspection is in no way performed as an environmental investigation and should not. in anL fashion. be
construed as such. Unless otherwise stated. the value estimates within this appraisal are contingent upon
the subject property. as well as the adjoining properties, being free and clear of anv toxic or hazardous
waste materials. It should be noted that a potential purchaser of a property with hazardous waste . r
dangerous materials may assume financial liability for removal of such materials. The values assume t;~e
site to be free of any soil contamination.
Title and Survev: Unless otherwise noted. we have not been provided .Lith a title report or surve'. .) "--:
subject property and the value conclusions are based on the absence of anv adverse restrict ,-,' -r
easements effecting the subject properties.
Wetlands: The values herein contained are based on the premise that none of the subject prope--..
been determined as wetlands. The Arm% Corps of En`71neers and the Fish and `.L i!dlue Vie- ice
primarily establishes the determination of wetlands. In the event am concerns exist. we hip*hi% recor--re-,d
the en_a�--ement of a wetlands consultant.
Americans with Disabilities act: The %clues herein contained are ako subject "'C anL
improvement being_ in compliance with the terms and condui"ns Ai-rerican, D
IADAI which was enacted on July 26. 1990, and am, amendments thereto.
5-7
0
Rent Study Report
E
•
E
•
Professional Licenses:
Texas Real Estate Broker - ? 192960
Association titembershi
National Assn. of Real Estate Appraisers
Qualifications of James 1NI. McFeron
Texas Certified General Real Estate appraiser - TX-1 1741
National Soeiet% of Environmental Consultants
Desianations
CREA (Certified Real Estate Appraiser) Member ?44688. National association of Real Estate ,appraisers.
EAC (Environmental Assessment Consultant) =2507. National Soeiet- of Environmental Consultants.
Frinc-atinn
L niyersity of Houston (Continuing Education Center
Real Estate Principle and Practices. Real Estate BrokeraLze.
Real Estate Law, Real Estate appraisal.
Real Estate Finance. Real Estate ManaLement
National Association of Realtors
Certified Commercial Investment Member - C-Io I
Graduate of the Realtors Institute -10 =:
American Institute of Real Estate Appraisers
Capitalization Theory& Techniques Part A (8y)
Appraisal Institute
Basic Valuation Procedures (92)
Advanced Income Capitalization Part B
Condemnation: Legal Rules and Appraisal Practices (u2 )
Wetlands Analysis (94)
Highest and Best Use and Market Analysis (98)
Standards of Professional Practice Pt A (9(-))
Experience
Present - 1991 President Consolidated .appraisal Services Inc.
1990 - 1991 Michael J. Urban Real Estate Appraisers & Consultants........... Real Estate appraiser
1989 - 1990 Rutherford & Smitherman. Inc .................................................. Real Estate appraiser
1986 - 1989 Decker McKim Inc. Realtors ..........Commercial & industrial sales. & residential dvlmt.
1983 - I985 James McFeron Inc.. Realtors .............. Development of retail & commercial properties.
1981 - 1983 Sun Realty Corporation..................................................... Land sales to developers.
1980 - 1981 U.S. Home Corporation . .............................................. Construction superintendent .
1980 - 19 -1 Decker eKim. Inc. Commercial sales manager.
1977 - 1973 Criss% McFeron and Associates . ..................... Residential sales in southeast Houston.
Clients have included the following:
Bank One
Citizens National Bank
First Bank
Fulbright & Jaworski L.L.P.
Lone Star Bank
NCNB Texas
PPG Industries
Texas Commerce Bank
Wells Fargo Bank
Banc Plus
City of LaPorte
First Community Bank
Harris Count% Right -of -Way
Merchants Bank
Park National Bank
Resolution Trust Corp.
Texas Dept of Trans.
Velasco Land Company
Chase Mortgage
FDIC V
First Interstate Bank
Lockwood Bank
NationsBank Trust Dept
Prime Bank
Sterling Bank
University Savings
Woodforest National Bank
Ml
0 0
•
C, J
0
TEXAS APPRAISER LICENSING AND CERTIFICATION BOARD
BE IT KVO WV TK4 T
JANIES NIONROE MCFERON
H,VVI.VG PROVIDED SATISFACTORYEVIDEVCE OFTI?E CUALIFICATIO.',S REQUIR-D 3".
THE T E.YAS APPR 41SER LICENSING .4.ND CERTIFi C; `i 0.`. .:C7,
ARTICLE 6573a.2, VER.VO,V'S T C4S C11,77— S!'A S.
IS AUTHORIZED TO USE 7WE T17ZE
STATE CERTIFIED
GENERAL REAL ESTATE APPRAISER
Debra S. Runyan, Chair
Benjamin E. Barnett
L. W. (Wayne) Mayo
Number: TX- 13217.11-G
Date of Issue: December 15. 1999
Date of Expiration: Dec=m -,cr 3 1, 'On I
In Witness Thereof
James M. S,,naerske, V;ce-Chair Jactiuelme G. Hu:nphre .
David Gloier Eduardo A. Lopez
Roben A. Seale, Jr. Aneie V. Whtte
S—g
•
1-1
Exhibit "C"
DEMOGRAPHICS OF LOCAL NCI SERVICE AREA
YE,aR 2000
Accordin-, to Linda Barley of NCI, some client numbers are duplicated as NCl serves the
same clients on a daily, weekly. and monthly basis.
Total Clients 30.747
Total Families 7.800
Total Families living within La Porte 7,644 981 o of total
Total Families living in other cities 156 —o of total (approximate)
5-10
•
•
Exhibit "D"
are i
1 j I LJ
December 11. ?GUO
GIs. Linda Barlev
La Pone Neiuhborhood Centers Inc.
91 1 South 8` Street
La Porte. Texas -� 7'
City of La Porte
RE Request for Use off"acated Space - E-:istin J ibrar FaciiitV
Dear Ms Bar!el✓
This letter responds to issues discussed at the September 'OCO. meeting attended vcu.
Kay Barbour of tiCL Counciimember Peter Grirfiths. and Carol Buttler.
The meetings purpose was to discuss Neighborhood Center's (NCI, current and iu ure needs `er
program space. and NCI's possible relccatic'n to the buiidina Currently occupied b� the Har.;s CcLrr-,
Public Librar-
:after meeting with staff, I propose the following:
1) The City of La Pone will offer NCI the option to lease the library faclity once it is connpietei
vacated by Harris Countv Library (possible mid to late Mav) The contractor has re,.ised t o
anticipated completion date for the new librar: s construction.
,I tiCI would be responsible for any remodeling of the interior required to accommodate ICI
programs, and any painting or preparation to make the space usabie to NCI staff. Eti-,ensiye
renovation and expansion of the restrooms will be necessary to compiv with _-DA
requirements.
3) NCI would be responsible for obtaining any permits and meeting all codes required by the
City. The City would waive permit fees.
9 N,ts. Barley
December 11, 2000
Pa_e 'I of,
-4) NCI would be responsible for any and all maintenance and repairs to the interior of the
buiidinu. The City would remain respensibie for anv grounds maintenance and maintenance
of structural as well as cosmetic repairs for the exterior of the building ( Including roof.
windows). The City also will be respensibie `or repairs to the HVAC system.
�) NCI would be responsible for payment of all utility bills. (eie ric, uas. vvater. and phures;.
"vIonthly use averages approximately So'OO.Oi) for electricir✓. S60.00 forgas. 560.00 for water.
and S3 5.00 to S45.00 for phones.
6) NCI .vould be responsible for payment of the cur-ent security system. �,,hich is connected :c
the La Porte Police Department. titenthiv use costs of this s�.stem are approximately
per year The City would be responsible for rrepairs :elated tc the 5zcur,t�: S, stem
') Currently, the City owns the phone system. which includes three(3) drones with^•�o
(one is a rollover) but no maintenance a(greement.
9) NCI would continue to be responsible for aritorial services
9) The Citv anticipates negotiating a monthly rental rate based on current per -square -foot
market rates for commercial buildings.
_ki`ter you have revie�,ved the above proposai, please respond to me in wr,ting within :he nest
thirty (30) days, notifying the City whether or not NCI intends to proceed with arrangements to lease
the existin« library facility. Please note that a lease aureement bet,.veen the Cite and NCI wiil require
a presentation to City Council for consideration and approval.
Sincerely.
Robert T. Herrera
City Manager
RTH: cib
c '*vIavor and City Council
John Joerns, :assistant City Manager
Aritzela Blanchard, CEO - NCI
5-12
•
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• Exhibit "E"
rM
NEIGHBORHOOD
CENTERS INC.
LaPorte/ Bays hore
July 26. 1999
Mr. Pobert Herrera. City ManaQer
V♦
"ty La Porte
�.11�
P.O. Box 1115
Dear Mr. Herrera and City Council members.
On behalf of Nelaahborhood Centers Inc. %�C'.could life 'ur appre .at �r. a�. thanl;�
for your consideration and decision to grant us use of additional sr,ace of the forn:er Harris
Countv Clinic facility.
'Vlth the addition of expanded space. tieighborhood Centers Inc. «ill be better equ=ed to ser<
our community with training classes and other needed services.
tiel2hborhood Centers Inc. recognizes your commitment and because of this generosity. is abie
to invest their own resources at the La Porte,,Bayshore Center location.
We also look forward to additional expansion in the future vyhen the present Libra-. building_
becomes available at the completion of the new librar}- building_.
Thanks for all you do to make La Porte a better place to lire. , ork and play.
Sincerely,
Linda Barley. Program Coordinator Susan Parastar. Advison- Board Chair
c: An,ela Blanchard. President and CEO
911 South 8th Street LaPorte, Texas 77571 (281) 471-18Z4 (281) 471.1850
A United Wav Agencv
5-13
•
17-�
E
• 0
CITY OF LA PORT E
July 1, 1999
Ms. Angela Blanchard
President/CEO
Neighborhood Centers, Inc.
P.O. Box 271389
Houston, TX 77277-1339
Dear Ms. Blanchard:
CCnf?rming our recent d'_-cuss _CnS, t.e r'_tl%c f La pr pcseS
amend the existing lease between the C_ ,:•r of La Porte and
Neighborhood Centers, Inc., on the lease space at 91-
Street, as follows:
1. The lease space would be expanded to include approximate'_%
2,500 square feet of floor space, on t."_e first story of the
building at 911 South 8t:: Street, La Porte, Texas, which space
is currently occupied by the Harris County Health Department
facilities.
2. The monthly rental of $350.00 per month, would remain
unchanged.
3. Neighborhood Centers, Inc., may make whatever improvements it
desires, to the lease space, at its sole cost and expenSe.
These improvements would include such matters as painting,
cleaning, and changing of doorways.
4. The ter::: of the lease shall continue until the City of La
Porte has completed its move to its planned new library
building building on South Broadway Street in La Porte, and vacated the
present Edith Wilson Library bui ldin�-- on San Jacinto Street in
La Porte. The Citv of La Porte and Neighborhood Centers,
Inc., wi'_1 enter into negotiations at that time, as to the
terms and provisions of a lease agreement between the City cf
La Porte and Neighborhood Centers, Inc., on the San Jacin'zo
Street library building. This move should take place by
January 2001. If the move has not occurred, this lease will
be extended at that time.
5-14
•
•
•
Neighborhood Centers, Inc.
July 1, 1999
Page 2
If this letter accurately states your understanding of the
agreement between the City of La Porte and Neighborhood Centers,
Inc., please sign and return a copy of this letter, retaining a
copy for your files. I will then present this letter agreement to
the La Porte Cit-v Council and ask for their approval.
Yours very truly,
CITY Or LA PORTE
7-.
Robert T. Herrera
Manager
ACCEPTED AND AGREED:
NEIGHBORHOOD CENTERS, INC.
By:
Ange a Blanchard
President/CEO
RTH: sw "'
MICHAEL YANCEY, AIA ,,T T� 1310 Prairie. Suite 1330
Houston. Texas 77002
Director
(713) 7� - 091
Facilities & Properw Management
June ?8, 1999
Mr. Robert T. Herrera
City Manager, City of La Porte -
P.O. Box I I 1
La Porte, Texas 77572-1 11
Re911 South 8 ;1 Street, rtLa Poe Texas; 'notice of Te—rination of Lease a n2te :ent
between Hams County and the City of La Porte; Precinct
Dear fir. Herrera:
Harris County (County) currently leases from the City of La Porte approximate'.y '_ 5C"O square
feet of office space at 911 South 8`h Street that is used as a Harris Counts Health Clinic. The
current lease has expired and the County has been occupying the space on a day to da,; tenanc,:.
which could be terminated by either pa ty at am' time. The County has recently located an
alternative site for this clinic and is preparing for the relocation of these offices. Mr. Jason Hall of
the Facilities and Property Management Department has been coordinating with Mr. Jim Stanley
of the Public Health & Environmental Services Department to begin the move on the second
weekend in July. Mr. Hall has also been corresponding by phone with Is. Carol Butler of your
office and keeping her updated on the plan to relocate the clinic.
Please let this letter serve as official notice of termination of the current day to day tenancy
agreement between the County and the City of La Porte for the office space mentioned above
effective July 15, 1999.
Thank you for your assistance with this matter. If you have any questions or if more information
is needed, please contact 'Mr. Jason Hall at (713) 7; 5-8184.
Sincerely,
Michael Yancey, AIA
Director
MWD R.'J gh
PC- Commissioner Jim Fonteno, Precinct
Dr. Thomas Hyslop, NI.D., NI.P.H., PHES
fir. Jim Stanley, PHES
Mr. Dan Reissig, FP%I
5-16
Fax.Vumbers: Administration (-13) '5j-8802 0Real Estate (71:) `- 804
F
L • •
M City of La Porte
TEXA9
May 26, 1999
Ms. Linda Barley
La Porte Neighborhood Centers Inc.
911 South O Street
LaPorte, Texas 77571
RE: Request for Use of Vacated Space - Harris County Ciini
Dear %Is Barley
-
I am in receipt of your Llay 13, 1999, letter asking the City of La Porte to allow your organization
use of the space currently allotted to the Hams County Clinic.
The City has not been advised, formally, that the Harris Count,; Clinic is scheduled to move.
However, if they do I would propose, in lieu of an increase in rental rates for that additional space,
that Neighborhood Centers, Inc. in La Porte be allowed to use the vacated space as is, and that your
organization agree to clean, paint, and make the necessary improvements you may require with this
additional space.
If this proposal meets with your agreement, please let me know so I can have the current lease
agreement amended to include this concept. Once the agreement is rewritten, I will then need to take
the entire proposal to City Council and seek their approval. When this occurs, I would like your
attendance at the Council meeting.
Sincerely,
Robert T. Herrera
City tifanager
5-17
RTH:cib
c Mayor and City Council
Angela Blanchard, CEO, NCI
P.O. Box I I t5 • La Pore, Texas 1 I ,� • ('�'. )-"'t-;o10
6_1
rM
NEIGHBORHOOD
CENTERS INC.
LaPorte/Bayshore
Mav 13. 1999
Mr. Robert Herrera. Clty Manager
City, of La Porte
P.O. Box 1 11
La Porte. TX 7 7 � _ l 11
Dear Mr. Herrera:
Thank you for our response re, ardin�g our re iuest tc us th.e 1 !... `�� il��'a L'cr _
once it becomes vacant.
It has come to our attention that the space adjacent to our present facility %gill become a,. al'!
very soon with the planned move of the Harr.s Count, Clinic. would like t0 re: west theis ase
of that adjacent space without increase in rental rates during the interim time until the Librar,
building becomes available.
•
The use of this space (in addition to our present location) would instantl% relleV e ;'ur cro .vded
classrooms and client assistance programs. It would be very handy and accessible to our pr�_sent
location during this interim time.
Neivhborhood Centers Inc. strives to provide services that will enhance the development and null
potential of local clients of our community.
NVz- appreciate your support and interest and look forward to your reply.
Sincerely,
Li a Barley
Program Coordinator. NCI
cc: Mayor and City Council
Angela Blanchard, CEO, NCI
Susan Parastar
Advisory Board President
5-18
911 South 8th Street LaPorte, Texas "7571 (281) 471•I824 (281) 47 1-18 40
A Urured Way agency
City,, of La -"Porte
April 28, 1999
Ms. Susan Parastar
La Porte Advisory Board Chair
Neighborhood Centers Inc.
911 South 8" Street
LaPorte, Texas 77571
RE: Edith Wilson Library Building
Dear Ms. Parastar:
Thank you for sharing with me your thoughts about werlcing out a partnership with the City for use
of the Edith Wilson Library building, once it becomes vacant.
Neighborhood Centers certainly is an asset to the La Porte community. The public service you
provide is greatly needed and appreciated.
A decision permitting your organization to use the Edith Wilson building is a policy dew sien t,`mt can
be made only by the La Porte City Council. I support your organization and will recommend to the
City Council that they look faverabiv at your request.
If I can be of further service, please do not hesitate to call on me.
Sincer elv,
Robert T. Herrera
City Manager
RTH: cjb
c Mayor and City Council
John Joems
Jeff Litchr eld
5-19
CJ
•
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C
NEIG14BORHOCD
CEti ERS INC.
LaPorte/ Bayshore
April 8, 1999
Mr. Robert Herrera. City %Ianauer
City of La Porte
P.O. Box 1 1 1
La Porte. TX _ -11 1
Dear Mr. Herrera:
r\
On behalf of the La Porte .advisory Board of Neighborhood Centers Inc., the Executive Committee
would like to request that the Ciry grant us the use of the existing Edith Wilson Library buildin`, upon
completion of the new library facility, which is now in the planning stage. If. in the interim. the Harris
County clinic space adjacent to our present location is vacated. we would certainly appreciate the
opportunity to expand into that until such time as the library facilit-. becomes available.
As you ,know. we have sigmiticanti% increased our program structure this past .ear to include such Lire
Skills classes as GED Preparatory. English as a Second Language. Conversational Spanish. Computer
Job Skills. Parenting. Women's Support Group and the (JTPA) Job Training Partnership :-act trainin , "or
youth. ages 16-21.
This increase in our agenda has been dictated b: the needs of our community, but it has not been .� ithout
difficulty'. Because of the sparseness of available space in our current location, we have relied on
corporate entities and neighbors to house some or our expanded activities. The abilin to douse our
activities under one roof would certainly provide a more efficient operation for our communit- as bell as
allow continued arowth of our program.
Upon a favorable reply b% the eat`, we will be happy to meet with you and discuss necessary details.
Sincerely, 1
/Susan Parastar
Board Chair
v�
Cherie Black
Se � tarp
Bob Pizzitola
Ex Officio Chair
cc: Angela Blanchard. CEO. NC(
%lavor Norman Malone. Cir, of La Porte
E%eI%n Ke6ned,, L
Board ice Cl air
Bill Love
Treasurer
Linda Barley
Program Coordinator. NCI (La Porte)
!o Carcedo. Senior Vice Pres.. `Cl
Council Members. Cir. of La Porte
911 Souch 8rh-Street LaPorte, Ta-czs 77571 (281) 47, 1-1824 ('-81) 4; 1.18; 5-20
A I,:niced Wiv Agene:
r
NEIGHBORHOCD
CENTER` INC.
LaPorte/ Bays hore
September S. 1998
Mr. Robert Herrera. City Mariaiitr
Cite of La Porte
P.O. Box 1115
La Porte. TX 7- 7 7 1
Dear Bob:
Since :,our last mec[ln-_ %\ ILli E% el� 11 'L\_1I:n11ed"
belm-, used L)% the Harris Count% Health Department. our 10C,111 Ad% ISOF. heard 'I.S101-I'l that I
Co r,, i I-
% OU to lall% request that upon the I far-'s Count,. I
he .zranted the use of their present raci I Ii 'L', at)! 1 South F1'='i I ril
La Porte Nel�_Yhborhood Center is in desperate Ficeu, '_ ) i"Id'Liltio (ILI! space. Our 1,0t, i.
Early Childhood Center did not materialize and our need f,)r lif-, Skills class ;pace and
programs space is uruentl, needed.
Our board would like to me -It %%Ith vou to discuss :1'.e Specific< of the space
before nneetinL, %pIth Neighborhood Centers Inc main office. We �%ould aprrecine a repl% to tI-ii<
request no later than Septs�-nher '5. 11)0.
--
Please fe 1 free to Col"ILLICI me at',our Cal'I"Iest comel.ience at (-I " 1, -)54-0,11-
Robert C. Pizzitola
RCP:lb
0
911 South Sch street LiPorte, Texas 7757 1 (Z 8 1 , 4 71 1 '4 471 jizC
A United %kav Agencv
5-21
C�
City of La Porte
ra X A5
July 17. 1997
Nei_,hhorhood Centers, Inc.
Tom Sanders, Chair NCI Board of Directory
P.J. Box 271389
Houston, Texas 771- 7 7-1389
Dear fir. Sanders:
The Citv of La Porte is wntin_ on hchalt of Nci_hFvrhood Ccntcrs [nc. �,r La P,)rtc. C!nzcns i)f L-i
have henctited from this program since I9�Z'. �L:In" fami!ie, in Lhe mlm:nit. n 'he
programs and servics provided by the Center. City Council "Vi.1 tr, kccP the La P>r'c
facility open due to the communities limited resource, to provide the mein- <er. ice< Lur entl.: r,ricred
this a ,cncv. The City has no mean, of i-rplacin_ thC:c <cr,; <.
If the La Porte Center closes, the community would he ne_arlve!v Impacted in mane sreas inc udin_
Crime, drtP' ahuse and financial ,CrVICe,. The de'.:I.,ion 'Lo .:I,»e mils t '.gill als,; impac' enCr�:
6av Area. Local Churches and :1vic leaders are arcu'L this ,T;a t'C; and in,: ukI
life for our citizen, without the social scr-,,'iccs prodded by the La P�,rte fac!ht'.. Pri,_rarri� fro %'ided
reach all a, -,es in our community. If the,.-- ,ervlces are Z:11mimitcd, mangy' . iriz--ns v.,itl have no resour.es
to meet their daily need, to survive.
The community has hacked The Nci_hhorhrod Centcrs from it, It i, our understandin_ that
throughout the years, the local Communiti, has prinid:d _encrnu, ,h�nation, an 1 to the \C;
Board for further dc%z lopmcnt.
City Council strc,scs the importance of the pro_,ram> in La P,>rte and 'hc need ri,r :cncinucd �'Urri)r' tr
the citizens of La Porte and the Bay Area .:ommunitics. Ncighhorhood Centcr In.. of La Porte is a vital
link to our uOMMUnity', well heing.
Sincerely.
Jj
N rinan L. Malone. JMayor
A
-,%)h MCI- 4n. At-Larve, P�.�. A!ton Portcr. At-Lar_e. P.,,. B.
�., —`.
Ge —it her Di<trict I Chuck En_cik�:n. Dottie:
C/
Howard Ehow. District Dei,n, Gay. Di,tnet 1
ck Maxwcll. D . irict 5 District b
NL�1/ucl� I
•
•
0 Sister City Program
•
0
•
C�
CITY OF LA PORTE
CITY SECRETARY'S OFFICE
INTEROFFICE MEMORANDUM
March 8, 2001
TO: Robert T. Herrera, City Manager
FROM: Martha A. Gillett, City Secretary',,,
SUBJECT: Sister City Program
Per your request, I have researched the Sister City Program through the Texas Municipal Clerks
Association (TMCA), City of McAllen and City of Pasadena. TMCA referred me to the City of
McAllen because they have had a successful program in place for several years. The City of
McAllen and the City of Pasadena offered the following information:
BUDGET:
McAllen - the City and Chamber share in a total annual cost per Sister City of $2,500. They
currently have thirteen (13) sister cities.
Pasadena - the City budgets from $10,000 to $20,000 per year depending on travel for that year.
They currently have two (2) sister cities. Citizen committee members traveling to visit a sister city
pay for their own travel expenses. The City pays for elected officials and staff members.
GUIDELINES:
McAllen - the City, Chamber and Sister City share in setting the guidelines and adopt by
Resolution. Once adopted the City program is in place forever unless agreed upon to cancel.
Pasadena — the City and a citizen committee of 15-20 people oversee their program.
AUTHORITY:
McAllen - the program is shared with the Chamber spearheading and working closely with Mayor,
Council and City staff members. Citizens from the community serve on an International
Committee and often are part of the group visiting another City.
Pasadena — the City and a citizen committee of 15 — 20 people handle the program.
CRITERIA: both cities based their program on the same criteria and objectives. The program
consists of exchanging ideas and cultures with other countries such as China, Mexico and Canada.
6-1
0
Sister City Program — Page 2
PROGRAM AGENDA: both cities programs were similar. When the City visits they take a tour
of the City including City buildings and programs. They are provided with lunch, dinner, banquets
and goodie bags. Some Cities request to attend Council meetings as part of their visit. The visits
can last from one to five days. Gifts exchanges are very popular with foreign countries.
POSITIVE POINTS: Great way for Cities to share ideas and learn about new cultures and
business ventures of other parts of the world. Some citizens serving on the committees have
benefited by marketing their business products to other countries.
NEGATIVE POINTS: Large number of requests by other Cities to add them as a Sister City.
The City of McAllen has had to stop adding cities because they were up to thirteen. It is a very time
consuming program on the part of the Chamber of Commerce, citizen committees and the cities.
There has been some criticism that this is a way for people to get trips paid for to visit other
countries.
/mg
•
11
6-2
•
•
•
0 Sister City Program
0
CITY OF LA PORTE •
•
0
•
INTEROFFICE MEMORANDUM
January 22, 2001
TO: Peter Griffiths, Councilmember
FROM: Robert T. Herrera, City Manager
G��
SUBJECT: Sister Cities
Attached for your overview is some information on the above subject you requested.
Call me after you have received it.
RTH:cr
Attachments (2)
1. Overview of Sister Cities Program
2. Sister Cities International Newsletter -Dec 2000
Cc: City Council
John Joerns
Martha Gillett
c
A Millennium Opportunity for SCI Members
Sister Cities International anti the World Scholar-,4thlete Games
are delighted to announce their cooperative partnership,
and invite the entire SCI network to participate in the
World Scholar -Athlete Games, June 22 — July 1, 2001.
The Partnership
Sister Cities International (SCI) and the World Scholar -athlete Games (WSAG) share the same goals of building
international bridges throu`_h cultural and educational programs. To support these joint objectives. SCI and the % SAG
have joined in a cooperati\ e partnership to promote the 22001 World Scholar -athlete Games.
Conceived by the Institute for International Sport in 1990, and first administered in 1993. the World Scholar athlete
Games utilizes sport and the arts as a means for fostering international understanding and friendship. The suC,:ess of two
previous World Scholar -athlete Games has proven that academics. athletics and culture can be uniting forces. thus
enabling these young participants to become ambassadors of goodwill and sportsmanship.
The Games
More than 2.000 of the %wrld's future leaders kkill come together in Rhode [sland. June 22 — Jul' 1. 200 i. fCr the third
%Lorld Scholar -Athlete Games. one of the most unique international youth events in the �korld.
Y0un11 people. ages 15-19 (h, Jul% I. _'001.. ), from oer 160 :ountrie, and ;tit 50 states %%ill participate in otic of spoils
iBaseball. Basketball. Chess. Field Hocke%, Golf. Lacrosse. Ru`gb%. Soc.-cr. Softball. S%%iminin *. Tennis. Track Field j
and Volleyball). or in one of seven cultural -arts programs (.art. Choir. Clllinar% arts. Dance. S%mphon�. Theater. i
`kvritin_ Poetr%I. In a�,Jdition. the scholars %kill take part in educational -ii�eme Dais on Ethics and Sportsmanship.
jiiii-&Lobal En\, ironment. 'A orld Peace and %\ orld Health. Homier and \utr111011.
TTi e In vitation
SCI and the %k SAG inv ite all sister city partnerships to participate in the 2001 World Scholar -Athlete Games.
Coml7lllnities should consider incorporating the World Scholar .athlete Games into their 2001 %oath exchange program
schedule, and are encouraged to sponsor scholar -athletes and scliolar-artists from their American city as \�ell as their
international sister city. Be a part of histor,, and make a special statement about the strength of "Sister Cities Scholars."
To Learn :llore
Complete and fax back this form.
Call the WSAG enrollment office at (800) THE-WSAG or (401 1 8-4-5088 and ask to speak with Trac% Jones.
❑ Visit the 2001 IVSAG %%ebsite at «wlv.international sport.com.
❑ Write to the WSAG c o International Scholar -Athlete Hall of Fame: The Feinstein Building; University of Rhode
Island: 304; Kingsto%�n Road: P.O. Pox 104: Kingston. RI 02881-010-t.
I \yould like to recei,-e a phone call from someone with the WSAG. Please call me at the number belov,.
Z Yes, I would like to be a part of the 2001 World Scholar -Athlete Games!
Fair this form to (401) 4-4-4334
Please send general information to the address below regarding hov, I can participate in the
-'001 World Scholar athlete Games as a scholar athlete. coach. instructor or volunteer.
`rime
Sweet A,kire)s
Sister City Pro .-im
Suter Cla Affiirattonts)
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SEEKING SISTER CITIES
Sister City, County, or State Relationships l Difference Between Sister and Friendship City l Developing a
Partnership l Non US Cities Developing a Partnership l What Makes a Successful Program? l SCI Affiliations
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SISTER C
'9\1TE R N A T
� e1_L' 1bC7 2 � ��
IVIES
1 Q N A L
61'ws
BUILDLNG ALLIANCES, ONE REGION AT A TDAE
Sister Cities International (SCI) recogni:es the growing interest in regional and
ouncn•-specific alliances of sister cities. During the upcoming SCI annual Conference,
'.lh''7-2S, 'CC I, many of these associations will convene to creatively addre;; the is;Ue;
entral to specific geographic areas.
Sister cin• volunteers are committed to ;upportin, region-ba;,:] and
aitiacives. These coalitions build upon SCI'; fundamental ubjectil c . while pro idin, a
_eeper regional focus through cListomi:ed project; and �onfeCCflec;. L.L�R.i bClt�l� ,lCc
samples of the active and rowing SCI regional a;;ocnuions.
U.S.-Africa Sister Cities Foundation
FowlLil:d, Inicic [L:J: Conceived in 199C;
incorrorated ,n _CCC.
;erg es as un
advocare ur,ani_atiun addre;sin, the
must pressim, issues affective African
communities. includin; health,
edL -acion, economics and rechnologv.
s.Cunjerenc,:s: Annualh', with
fuurrh hell in :-Erica.
Washington. D.C. — + 25-'S, '-001.
A tiiiations: lC3 U.S. and 97 African.
Cunt,zet: Shirlev Rivens Smith at
'o4-3336 or srs-usascC rcn.com.
1.Y'6sire: www.usasc.org
L.S.-Mexico Sister Cities :association
F 10ZL1cl 111MLttc1(: lob_
NIl: sinti: L.S-NI:NIU' opt `rt
humanitarian and vouth proicccs and
;erves as a clearinghouse for information.
`Ic:caCl�S i. onf rcliccs: Three annLlalk.
Santa Barbara. CA C1;
i
Oxnard. CA — I C 1: YLicar,in. Mexico —
i
4 Cl.
�,itiiicuiuns: l i 3 U.S. and 13C %lexicLin.
C11?1tL1cc: Ed Halstead ar ISC31 ba' ' C�
or ent761 @ cs.com.
U.S.-Korea and U.S.-Japan — .ire nra
forililn__ Cxp10ra10n cominiuee;. Pie:i,e
contact Dou,la; Henkc (bored) at (13C D
i 39-6954 or dhenke@qci.aurora.co.us:
and Su;.in Radcliffe (Japan) at (31C)
519-1 5 _4 or izitkoL earthlink.net for
more ultornwcion.
conunucJ on pa""!
DULUTH EARNS PRAISE FOR GRASS -ROOTS SISTER CITIES EFFORTS
Nlav or Gary Dote traveled co
?ecru:avodsk earlier this year and was
-novel ro tears. At an orphana;e in this
Russian town, where children are waiting
'.n mostly futile hope for families to adopt
,hem. 11-year-old Nadia caught Mavor
Don'; eve. As he hu;ged her goodbye, she
;aid, without uttering a word, "Please help
,is. And so, without hesitation, Mayor
Dun. said. "Yes.'.
In cooperation with the Duluth
Ninnesoca) Sister Cities Commission,
Mavor Don, and his wife, Marcia, helped
establish the "aunties and Uncles"
^.
%vherebv Northlanders (including
and ;urroundin- towns in northern
,Minnesota and Wisconsin) can "adopt" an
orphan, wes 5- t 1 , in one of four
orphanages in Pecro=avudsk. Duluth's sister
cin•. By sending a small amount of money
D,,tN Itcipnt, iris 'nta \.;.i;.t.:1� : "t tect
hair I Jt, o :n .t oj,n,;:-
(S60 a year or 1`5 a month), as well as
exchangine letters, a discernible difference
will be made in these orphans' lives.
More rhan 170 people have ;it,ned up to
be a part of the pro;ram, with a ,oal of
reachin, all 4CC orphans in Perro:avodsk.
"[This prouani] gives people in the
re,ional area the opportunity' cis experience
international exchanges," says Am% -
Weidman, director of the Duluth Sister
Cities Commission. "The.• can extend
their warnith and conipassion ro a child in
another countn•."
DLIILI[11'; ston- is not only about the
Perro=avodsk orphanages. Ic is about a
perceptive mayor and a dedicared group of
volunteers who have joined together to
make their CUn1nlUllin and world a better
place. "True undersrandin, berween people
continual un PLt,e 6
6-10
SISTER CITIES
1 NTE R NATIONALO
�771 s
FRavf CHL� STOKKE,
PRESIDENT, BOAR OF DIRECTORS
Published by Sister Cities International r6
(The Tuwn Affiliation .Assn ctanun or the U.S.. Inc.`,
Direct comments, .Iue<tions. arricle. phow
suhmission and address changes us:
Sister Cities International
14'4 K Street. NW: Suite 6CC
Washingrnn. DC 20CC5
Telephone: (_C') 347•663C
Facsimile: (_'C_r) 393-o5'4
into<d.sister-cities.org
www.sister-cities.org
Suter Cities Internattnnai (SCI) is the national
menthersiup associarion which officially certgies
links between U.S. :tries, :nunues and states with
mternarumal )urudictunu. SCI's miss; m is to
n.aease giohal :ooperarion ar the municipal ietel.
by promoting cultural LLnderstandiu, and
stimulaung ecnnonttc ,letelopment. The SCI
nettt-ork inuolt'eS ?•5CC:0rtlln:LT11tLeS in 13T
L:nuntries woridwide.
SCI is a non-profit ,,rQur.Lzaunn. !xenipt;rnm
;rderal inanru: taxes un,i<:r Sec:lon =C1(c)(3) of
the Internal Revenue :ode.
Edirjr
Juliette'Iarchicli
Creative Service;
`lark -worth Crearne Arhn,rrn, VA
?CC l promises to be a great year for Sister
Cities International and the incredible
network of communiry volunteers who turn
their vision into realinv through innovative
sister ciry programs. \Ye have accomplished
a great deal within the past \•ear, and the
best is vet to come.
One of the most exciting events of 'CC I
will be our .-annual Conference in Atlanta.
We want this year's conference to be trul\
international in scope, and we have a
practical suggestion to help accomplish tilts
goal. Consider asking \Our Cin; Council or
Councv Commission to declare the week or
Jule ? 1-'S. 'CC I as "International Sister
Cities Week." InVIte \our sister cities co
visit your community, and then attend the
conference togerher in Atlanta.
"International Sister Cities Week- and
the proclamation announcing, it i�, an
excellent way to focus attention upt,n the
growing importance of rile sister :Inc,
mU\'enienC in ROur Q`Rimunit\'. and I� a
positive torte for bnn_tn,, in tie.\
volunteers. For more lilhorniatlon on Chi
initiative, contact Deanira H,,1Lir.i ar
(_C') 347-8635 or dhollandCsister-
cities.org.
The theme of this year's AIlnital
Conference is "Sister Cities International —
YOUr Communitv's Pissporr to the
The re,,ional ruruni�, and workshop \\ill be
practical and hands-on. and will t*icu• uron
three substantive ,areas — Parnlersruli•
Innot•ettion and Execilence — which are the
guiding principles or SCI.
Please mark the dares of the conterence
itself. Jui\ _3 - 'S, _:CI, in \Our calendar.
Included with tills newsletter a
conrerence bn,ci ire which rrter�
ConsiJeraHe <av in_- Jri VOLIr reL'i•i'„C, n
tee. Please re;isrer n,nt ro,r this iniptr _u:r
and valuaHc ev env.
Oil behalt of �ard, "Ir
Execuu e Direcn,r an.l staff. I w;,i. ,cur
I11CI11bCr�, �uppor-Cr- avid rriell,:> a
r
vv,gr.�!ernli ri,,li�iav5�:,<g,n. .-�n�I [want .all
r ;I r,: •.ce!c. me ... I \e%
r ,11,1>es uniimire i , rp, rrur.Ines trr he
`1`7Cr CIC% raililk and CRC inC.- .JIblC
lc riA'iri e� which bCCaU,e of %our
ertrrs and �upprrr.
0 FROM TLvf HONEY, EXECUTI`'E DIRECTOR
The most important factor in
strengthening the sister city network
around the world is communication.
Timelv, accurate, relevant and accessible
information must be available to the
thousands of community volunteers who
form the foundation of the sister cities
program. Too many of our volunteers do
not have the most current information
about successful fundraising techniques,
innovative programming, successful
partnerships between city hall and Citizen
committees, and more. SCI's primary goal
for 2CC1 will be to significantly enhance the
sister city communications network to
ensure that the best possible information is
easily accessible to our dedicated
community volunteers and to the local
government officials who support their
efforts.
Our database is our link to you. We must
have current information about kev
i hviduals who should be receiving the
*p"blications. This must include the
, city manager chief administrative
officer, the president of the local sister city
or,ani_ation, the chairs of each or the surer
cit<: committees, and the protession:il Mart
who work with the sister cite progsisterram.
Please ask the president chair of %our
city program to e-mail or fax the most
current and accurate information to the
national office. Please do this as soon as
possible, and direct your correspondence
via e-mail to infoC sister- cities .org, or via
fax to (202) 393-6524. 15
The information contained in our
publications should also be communicated
to the volunteers who serve on the various
sister city Committees. If your community
has nor established a method for
distributing this information, please
consider one of the following: inserting
important SCI information in your own
newsletters; providing additional copies of
SCI publications for members at your
meetings; reminding \•our members that for
330,year, an SCI individual membership
ensures that publications will be sent
directly to the member's address; or visiting
our website and downloading our
publications directly.
y�e are doing our best co keep ,or
members inturnied Chrorl,h a %wrier of
inn,,\•,u,\ e techntylie,, :ind are <rri\ in_t t,,
broaden our communication channels co
Include rile rhoucands of sister cary
volunteers who -Ire nut currenrlv
connected with the SCI network. We _i>k
for \Our help, and \our suggestions in
achieving our goal. lour mission at SCI Is
to provide our members with the best
pussible information and services, and
therebv help strengthen the capacit\ within
your own communin- Co achieve \our sister
city goals.
Final[\', we ask that g:ou keep its infunied
regarding \•our sister city activities. Wlien
You sign a new sister can• agreement. fax us
a copy; when %ou'\e created a parriculark
innovative project, send us \-our newspaper
articles and photographs. Through greater
communication, the national office serves
its role as a national clearinghouse or
Information. and keers the entire network
current on rile \ ariet< and scope of sister
city activities.
6-11
SCI PIONEER RicBew OAnAi-N-D: ROLE MAL FOR US ALL
Richard "Dick" Oakland, SCI supporter
and resident historian, has over the years
aced his heart and soul to Sister Cities
national (SCI). In the words of Board
e President, Thelma Press, "Dick has
been, and remains, the 'glue' rhat holds SCI
together."
On the I Cth anna,ersare „f :he cuter Lutes program.
Septemi•er l:-I». lU60 (L-Rl: Patrick Heai.. Exeautre
Direc:or, \',irl"Mil Lea;tte ^t Cities: Prest,!ent Dttt,itt D
E.)enhtnter: \lark i3„rtnaut. C,iuta,, Calc C mntar_
People-tn•Peopie: Rtchari Oak!anj. Drcector ,f Tact
Arpih mats („r the \',aiorui i,I C ;tie.5.
Dick's involvement with SCI coincides
with its beginnings in the mitt 1950's, when
he was working for the National League of
Cities and the Town affiliation association
kofficial name) was just one of its Civic
mittee5. Dick became SCI's first staff
member in 1961 and served in a variety of
positions, including Director of Member
Services and associate Director until his
retirement in 1993.
Above and beyond his "official" roles.
Dick served as SCI's photographer and
reporter (covering White House
conferences, in which the back of his head
was featured quite prominently on the
evening news) and publications editor
(producing the finest of newsletters and
public relations campaigns for SCI).
Even after his retirement, Dick's
dedication to SCI has remained steadfast,
through his regular contributions to SCI
publications, involvement as South
Dakota's State Coordinator, and his
sustained graciousness while guiding SCI
staff and membership through the
wonderful, and sometimes perplexing world
of sister cities.
Ray Schult_, himself a sister cities legend,
having served as SCI Board Vice President
for over :.0 years, refers to Dick as the
"mainstay of SCL" He goes on to say, "I
remember Dick as the quiet, humble man
behind the scenes; the one who was always
very calmly and brilliantly getting all the
work done and never taking the credit."
"I can personally arrest that the success
of manv sister city programs was due
entirely to Dick's guidance and advice. It
has been my pleasure and honor to be a
friend of Dick's for 35 years."
Former SCI Director of Lfernber
Services, Carol Hardman, remembers Dick
as a "menial archaeologist who could recall
every person and cite ever involve, with
SCI. He has an inescapably contagious
laugh, is deeply compassionate and highly
intuitive. Dick taught me all I know about
what the 'customer' considers valuable in
terms of services from a national
association, and most of all, he taught me
about the value of volunteers and how
important they are to the success of sister
city programs."
Peter Loan, former Director of Grant
Programs at SCI, has fond memories of
Dick as a "terrific mentor, someone who
has an extraordinary commitment and
belief in the potential for SCI to promote a
real peace that is routed in friendships
among people." He recalls Dick's
"wonderfully wry wit which he uses to
teach valuable lessons of life."
Dick's devotion to SCI, and the wealth of
knowledge he shares with enormous
enthusiasm, continues to enlighten
members of the sister cities network. In
particuiar. SCI's history, captured in
countless publications, press clippings and
photo2raehs. has been preserved through
Dick's service as SCI's unofficial archivist.
In addinon. Dick compiled an historic epic
for SCFs 4Crh anniversan- in 1996; his
"Four Decades of Progress and
achievement" is as-ailable at the national
office .ir.d on our websire.
Dick new resides in Rapid Cin,
Dak.Ita
«ith his
w ate. Treva,
and is „nick
to ins foe
friends to
visit the
beautiful
Black Hills
close by.
Still active
in Rapid
Cin-'s sister city programs, slowed only
slightly ]ue to a recent illness, he continues
to share his wisdom with all who ask.
Thank you, Dick, for all that you have
done and continue to do. SCI and its
extraordinan- network would not be where
it is today without you. We wish you all the
best.
South
Building :alliances, One Region � r
at a Time... cnnanuea front page 1 1 U.S.-Cuba Sister Cities association L.S.-Poland Sister Cities Council
F d a I 1 149Q F i' I ,1 P d 1900.
L.S.-China Sister Cities Council
Foun,lted.Initzated: Conceived in 1995;
official -:,Cl affiliate in 1995.
Minion: The China Council addresses
important issues of concern among local
assvci:uiuns, and strengthens support for
current and future u.S. China sister Lin-
proizrams.
Me.tvi,s Ctm,rerences: annualh, at the
0 Conference.
liations: l 66 U.S. and 13C Chinese. i
Loritact: Sandra Mamnnev at (2C6) 3_9-
9494 or sandymarC u.washington.edu.
W,!bsiw: www•.sci-chinacouncil.we;o.com
Oltll e : Tllnate.. -
Lfission: To help L.S. and Cuban
communities build sustainable sister city
relationships that transcend politics.
Meerings/Conferences: Several each year.
,-affiliations: 9, with many pending.
Contact: Lisa Valanti at (412) 563-1519
or uscscala aol.com.
Website: w%vw.uscsca.org
`Note: Satcc SCI ,noes riot recognize affiliations
torh countries wirhnut 1pinntatic ties to the
L.S.. tune of the L.S.•Lllba sister city
agreements are fornnalk, recognized by SCI.
However, in the spirit of the sister cz.ry movement.
it is hoped that such agreentairs will lead to
,greater internalunnal tuttlentanding.
01011 L! ! Mtla[C' . ropose
Memoranduni of understanding j
pending with the national office.
ij
Mission: To provide a Polish -focused
nerworking organisation to strengthen
Iocal pn ;rams and their relationships
with their Palish counterparts.
�leetins Con/�renct:s: annualh, at the
SCI Conference.
Affiliations: 3b U.S. and 35 Polish.
Column::: Jeffrey Portko at (blb) 456-
5 353 or adwokatCaa hotmail.com.
We ,ore hf 'periti char SCI mentt,ers goal supporters
tctil cep ;ortcanl to help these groups grow. if there
are am ''It emerging region -specific associations,
please iet as knuu so tce can Mjllde -YOU nl the
rlautta C: MJerenee.
6-12
Tempe, Arizona Assists in
Reforestation and Water Supply
0 jects in Timbuktu, Mali
empe Sister Cities Corporation has
.mplemented an environmental project
,vith its sister city', Timbuktu, Mali. Severe
droughts in recent vears prompted the
"Garden of Peace" project, which will
zoncribute to the reforestation effort
through the donation of trees by Tempe
citi_ens.
In addition, Tempe has assisted in the
construction of four wells in and around
Timbuktu, and is currencIv working to
secure the donation of the funds necessan-
to build a fifth at a local school.
Contacr. Site Lofo en
Telephone: (48C 96i -C 181
Facsimile: (480) 736-Z868
E mail: slofgrenCearthlink.net
`X'ebsite: www.tempe.gov/sister
Recogaze-NationaIly
Marilyn Brain . has been 'named a
regional winner in the "Women at Their
Best Awards," a nation-wide competition
sponsored by Saturn and Glamour
magazine. Ms. Braun directs the
Cincinnati-Kharkiv (Ukraine) Sister City
Project's "Community Connections"
program, a State Department -funded
initiative which brings visitors from
Kharkiv to study how their professional
fields function in free enterprise and
democracy.
,Ms. Braun is listed as an award winner
in the December 2000 issue of Glamour.
She received a donation in her name to
the Cincinnati- Kharkiv Sister Cir:
Project.
Contact: Jan Sherbin
Telephone: (513) 231-3590
E-mail: glasnostCa worldnet.art.net
�Xebsite: www.queencity.corn/kharkir
Bloomington, Indiana Heals Hearts and
Rebuilds Homes in Posoltega, Nicaragua
More than one hundred people of all ages have traveled from Bloomington, Indiana
Oltega, Nicaragua since 1988, building a sister city relationship that has enriched
res of those in both communities in extraordinary ways.. The Bloomington
Committee supports the efforts of the
_ Nicaraguan people to realize sustainable
development in healthcare, nutrition and
_ education, and focuses principally on the needs
of children in Posoltega.
_ In the past two years alone, the Committee
has contributed $150,000 in aid to assist
Posoltega as it heals and rebuilds following the
devastation wrought by Hurricane Mitch in
A child carrying home a bucket of prmsions, 1998. The relief efforts have included
(powdered rink, sardines, pass, cooking oil, nutritional assistance for malnourished children,
cof fee, sugar, soap and ble=h). monthly supplies of food and other provisions,
instruction in stress reduction techniques, and the purchase of forty acres of the total
180 needed for the development of Santa Maria, a survivor's resettlement community.
In addition, the Committee sponsors a university scholarship program which
recently graduated its first four Posoltegan students from Nicaraguan universities. The
students earned degrees in mathematics and pediatric nursing, and 30 more students
are currently enrolled in a variety of academic programs under the joint auspices of
Nicaraguan universities and the Bloomington-
Posoltega Committee.
Bloomington continues many support
activities, including ongoing programs in health
awareness, literacy and sewing instruction.
Jikse visit Bloomington's website at
.bloomington.in.us/--sci-pos for more
ormation.
Contact: Barbara Seitz de Martinez
Telephone: (812) 335-0851 Barbara Se= de Mar6vz working? with children
E-malt: seitzb@indiana.edu on a literacy project.
Chicago, Illinois Conducts
Biotechnology Trade Mission to
Paris, France
V
y
�p$wCh mwwn 4s,:rrc hi,,,'d plum,,
r :uL 'It V11 nnr.
The Chicago Sinitr Cities International
Program rCcentl conducte_l a fig e da
trade mission t,, Parr ,%ith leaden of
Chicag��s biotechn,�lo,�mdurtn. Tnis
trip %%,Ii made F,:aib!c 'r.. public and
prig ace tundin., tram the Illinois
Departn;Cnt , tG. n,merc: ind
�ttairs, DCloltte and Touche, L"niced
.airliner and \ lL:Dunnell i , Chnen HulbCrt
& Ber;hott, and sou;ht to promote
Chicago as a major
in North America.
The dele,acion, comprised of
representatives of 13 area companies.
connected indusm- leaders with access to
European markets, 2loh:il partnering and
necnsorlking opportunities, and the latest
innovauons in research, cechnolom and
international biotechnology facilities.
"The impact of this trade mission will be
to increase jobs, growth and economic
development for the Cin of Chicago," said
Mayor Richard '\,l. Dale:. "It is just One
example of our successful sister cities
etfores chat are spearheading economic
benetics for the arhole cirC'
Chic.i_o and Paris ha%e been sister cities
since 190b, and conduct cultural,
educational and municipal exchanges, in
an effort co stimulate economic growth in
both ,:icier.
Coruacc: Elizabeth Ha;er
Telephone: (312) 744-9181
Facsimile: (31 _') 144-' 1,,78
E-mail: ehagerCeityofchicago.org
\X�bsire: www.cityofchicago.org/
cevsisterCities
6-13
SPOTLIGHT ON ...
10 THE PORTLAND-KHABAROVSK SISTER CITY
ASSOCIATION'S SOLID WASTE NIANAGEMENT INITIATIVE
In the Soviet era, citi=ens of Khabarovsk,
Russia were required co recover precious
recvclables whenever possible, an
environmental ethic practiced for decades.
But when Russia opened her doors to free
market economies, recycling and many
other social programs in Khabarovsk
crumbled. As a result, the garbage
generated by the city's growing population
has threatened to overwhelm the cin•'s
solid waste collection and disposal systems.
Russian ream ar P,rrLmd -Icrrn Transfer Stannn. Ocrnher
' (LR). Tnn Wart. St mwi ManaZI!r: Tau,au
*,theta. Rus>ian fnt,:rpraer: kalenrina Si,lnn,t.t. Vic.
,r, Khaharnt'sk Terrirnm Cmin,::I of Narun
Cr, [ClariniC .Anau'IN Oss,»k,,c. Kh,ihan,t,k Ca%
Communal Seruccs.
Khabarovsk's sister city, Portland,
Oregon is itself a recogni:ed leader in
community recvcling. Beginning in 1997,
uth`
oor
the
oral
ate,
sect'
esc
scientists, environmental educators and
city officials first traveled berveen both
cities under the 5cace Deparrmenc-funded
"Communin- Conncccions" program for a
first hand look at how both manage land,
air and water safer• issues.
In 1999 the Portland -Khabarovsk Sister
City Associarion (PKSCA) was invited by
SCI co propose a joint project under the
Municipal and Commun)n Problem
Solvin, Program (.\ICPSP) II.
Khabarovsk•s Mayor, Pavel Filippov
identified his cir', most urgenr need as
support for their Target Program on Solid
Waste. Four members „f the Portland SCA
Board of Directors, fed by Donna Seirer,
President, and Thomas Benke, Managing
Member of The Ent irn.,nmencal
Compliance Organi_am,n, fornied a t,:am
to develop whar has beconie the PKSCA
Solid Waste Management Inmacive. This
team will develop a comprehensive solid
waste management program t.cr the Cir" of
Khabarovsk with emphasis on cirywide
recycling programs and improving solid
waste collection and disposal methods.
The PKSCA Initiative has leveraged
funding from SCI to generate more than 14
times that amount in in -kind contributions
t�mtuiti46e for partnerships chat serve the
'weeds of the schools. -
EARN will work closely with the
network of U.S.-China sister cities
programs and other partners to recruit,
select and rank 25 U.S.-China secondary
school partnerships that, pending
additional Federal funding, will conduct
reciprocal thematic student and
educator exchanges. The pilot
exchange will involve 22 U.S. and
Chinese students and educators from
-two high schools in Phoenix, Arizona
-, and Chengdu, China, sister cities since
from government and environmental
consulting firms in Russia and the L:.5.
Ti, L
New p;lrrne7shic, are R`r ill:i „ . i1[-k
between the A n_,ciacion Or Oregon
Rccvclen and the Kha'r:lr, y k Terrlt,,n'
CounCil or
implc:ncnc neichb,`rilo�`d rec.",;!in�
pro ;rams in Khabarovsk. Far.ire es ;z.,eces
will address issues such as nuisance
abatement at the cin landfill. plannin for
material recover flciliries in Khabar�`t"sk,
and market development for recyclable
commodities including ,lass, metal.
cardboard, textiles, pager and plastic.
Please visit the PKSCA websice at
www.pksca.org for more information.
suburban . and aura
racaland ethnic'mi
of varying levels
competition ' wiE &
schools with:: e5d
partnerships
community "support,
chance of bein. '1 eia
February Z0d
summer For moirr'
David Porter with i]
2693, (2 T2) 870.
dpotter@iearn.org.
6-14
Duluth Earns Praise...
continued from page I
and nations is nur sonie[him; rhat can h
brokered by utficials or legislated b
16liricians. It begins with individua
\olvement, iays Ma\ r Dan'. "[Oil
sister cin•l relationships treat
opportunities hir gras,roots citi_e
pnr[icipants - people like us - co experienc
and explore other cultures. and tasters a
atmosphere in which economi
development, trade, tourism, educaciu
art, hisron% foreign languages, internariona
relations and global understanding ca
flourish."
Indeed, Dulu[h's partnerships with i
blur sister cities have genernced more tha
310 million in direct revenue for the cif
over the last few Fears. a scary that h
captured national acclaim and was feature
recently in The Nete Y'Ork Times. Reflecti\
of sister cities' roles in the ,lubal econonl
these relariomships, which bean as Pure
cultural links, are shifting more prod
centered enterprises. while [l
programs with Perro=av�udsk and Thund
Ba\�, Canada rennlin largel\ culniral, ti
g n
Eli
I
4axjo, Sweden and Ohara. Japan models
e now also business -oriented.
The relationship with Vaxjo, in an ettort
e to brink_ investment opportnities to the
y region, has led to the creation of 'Soft
I Center Duluth. It is a "school -to -\work"
r paradigm for the information-rechnolog,
e indusrnv, which will brin_ ro,ether tOC
n high-[echnolo, v businesses, branches of
m
e t1CadelC institultlUnS, profe!,sor5 w'orkiR`, aJ
n research and development consultants, and
c students Elkin,- classes and ;erving
n, intermhip�, all under one roof.
I %lodeled afrer the :original campus in
n Ronneb\, weden. loft Center Duluth has
atrracred \ isicor• and potentialn ceanrs
is front the n
L'K, France. \o\,i\", W'e c Arica.n
n Canada and man\ Parrs of the L*. . With
\ an initial im esrnienc of 5:4 million, the
as hope is that this cenrer %\ill enc.`url_e Che
d deyelopnlent of DUIUrh into a m.ijor part
e city of information rechnulo n.
\. The Ohara parrner<hip.
mc1 nsi,ler n_ a
vsimilar b urine<t� cup. i• nrvy exr hrr._ -Ile
[- Idea of arkCltl_ e'dt'lnll, Aac,lri� •n�. The
1e tie, lar_el\ cultural un[il recenrf, dare
er back Co chc Anik:rican
in [he LO_L , s %\hell ,1 :nc iiC%.11
le ,ong was "claimed" by Amerilarl
rs, and Chen after lengthy ne'uciacions,
returned to its ri_hrfuil owners in 1951. In
,ritirude. [he Japanese delivered a full-
scale replica of the _un_ to Duluth, which
now sits in Enger Park.
The Duluth sister cities pro_ram
continuel- tl1 s[llnd as a �Iunin_ eN,Unple Alt
how 'iscer cin relationships can brin,,
Illeasllrable belleflrs Cl) the C0111111r1111C1Cs
invoked- While pnividin_ a deeper
underncandin_ of new :LlIIUres and
promoring economic developnienr
opportunule,, these P lrrnrrships al o unite
,:in. hall 111,1 ClCI=eR iroUn l a Cominon
C,WU e, Chin per\'ill_ .,s .l CCsCilllenC C,, the
SCreIL`'CIl ��t Ci`Innlrlllir'�-��C1Ci1GL'd i'C��IeCt�.
To learn more ab ut DuIlICl1 • :11an�
pro_rinls. Please Tit rile C_IluCil
ww•w•. duluthsistercities.org, or contact
Am\- %Veidnlan at (2 l �) 7 = i i 7 1_� i.
('_IS) 723-3o37 It;lx) or aw•eidnaan(u
ci.duluth.mn.us.
To read more stories speciticatIv about
[Ile ".-unties and Uncles' pri _r:ull, please
visit [he BiiJ1,2r,: r \ :r \e!- to at
ww-w.duluth.com.
044 STONES AC ITACROSS THE OCEAN" SCULPTURE UNITES DULUTH AND OHARA
Talented sculptor Louis Detilartinu
*embarked on the project of a lifetime, a
project to create a lasting symbol of [he
vibrant sister city partnership between
Duluth, Nlinnesora and Ohara, Japan. In a
Collaborative venture between the Duluth
'Sister Cities Commission and the Duluth
Public :arts Commission. an international
colllpeticion was held to choose a sculptor
Co create an artwork as a specl,ll ,Ift for
Ohara. Mr. De`lartino's sculpture
proposal of symbolical)\ unifin; the n\o
cities with one indigenous stone fruna each
countn' was the winning enm.
Working with black granite tram
Llinnesoca, and native green marble from
Japan, Mr. DeMartino cut and titred the
two lar,e scones togerher in a circle of
stainless steel rings, and then bound them
by a large :vlindrical pin that pierced both
of the stones. The stones were chosen to
represent the Japanese concept of LikaruSa
(friendliness and cheerfulness) and the
rings cu represent k\oochoosei
(cooperation).
Mr. DeNlartino describes "Harmony" as
his favorite commission, and is currentiv
extending his "Stones .cross the Ocean"
sculpture series to other sister city
partnerships. The work3 of art are designed
to symbolix coupera[iun and international
friendship, and are a rangible symbol of the
special bond the communities share.
If \our ciC\" L Interested in coniniis>ionin,.'
a sculp(ure, please conclCr Mr. DeNt,irinic
at 1`"1��) 16)-1315, l9C9) 1(3-236_ )fax) or
louis((-t louisdemartino.com.
This page, which will become a re,tlar feature in Sister Cities News, is dedicated to You, oter members, to help ,ou learn more about international
exchanges and vour sister city parrners. \X� will provide practical information on protocol, special member benefits, and general "tips and tools"
CO building international bridges.
........................................
Protocol
When traveling on a sister city
exchange, it is always appropriate to
: bring a gift for your host. :
International gift giving protocol :
varies greatly from country to
country, and the importance of :
actually exchanging gifts varies
among cultures.
For instance, Asians place high
importance on gift giving, which :
serves to communicate respect,
: friendship and appreciation;
however, gift exchange in Australia,
: Canada, Europe and the U.S. is seen
as a nice gesture, but is rarely
expected.
Regional gifts, such as handmade :
products and food, are always a
thoughtful option. For example,
Native American arts and crafts are
always popular; or if Wisconsin is
your home state, you might bring
some cheese - unless, of course,
you're going to China, where cheese
is not a pan of the diet!
In addition:
*In Asia, always offer your wrapped
: gift with two hands, giving special
consideration to the color of the
paper (some Asian cultures consider
brightly colored paper too flashy).
*In Western Europe, bring flowers or
chocolate to your host, but never
lilies, chrysanthemums or a wreath,
which signify death.
*Consider gifts of silver, precious :
: stones, cashmere, crystal or porcelain
: in the Middle East, but never alcohol =
or leather products made of pigskin,
which are offensive to Muslims.
*At business meetings in Australia or
Canada, small items with your
company's logo are usually sufficient.
*Fine liquors, wine, candies and
jeans (only in some countries) are
appropriate gifts in Latin America, as
are flowers, but not red roses, which
are a symbol of courtship.
..........................................:
Featured Member Benefit
International secondan- school students, when traveling to the U.S. for academic
study, must have a J- I visa in order to enroll in their designated high .school and
complete t_' months of study. SCI continues to process IAP-66 applications, which
are the forms required for approval and issuance of the J-I visa. The cost is S_CC, a
rate Of K"o less than other companies. This benefit is only open to dues -paving
members of SCI.
"Cl requires a minimum of 60 days for full processing of applications. This alloys
enough time to process the forms and send them to the student, as well as for the
student to apply in person at the American Embassy;Consulate before traveling co
the U.S. for their exchange.
It is important to note that possession of the IAP-66 forms .foes not aucoma ticalk
guarantee that the U.S. Embassy. Consulate will issue the J-1 visa, and unfortunate(,:
there is nothing SCI can do to reverse this decision. However, SCI reviews all
applications for program mer:r and viability• before issuing the fAP-66 forms, and has
"A Guide ror Youth Exchange," which can help your sister city committee understand
the responsil ilitie� and requirements of this R•pe of exchange. Please direct sour
quesrion> ro HerE Th,,n ,as at i'C_1 34 -663-2 or hthomasCsister- cities. org.
The `Visa Story
SCI has a detailed list or the
mane different visa categories.
This analysis was compiled by
David L'Heureux, President of
the Rockville (Maryland)
Sister Cities Program and a 44-
year State Department
veteran. Please visa our
website or contact the national
office for your copy.
Keeping In Touch With Your Embassies
NViether you're traveling on a grant -related exchange, or simply making a friendly
visit to your sister city friends, keeping your U.S. embassy informed of your sister city
program activities is important, and can be very valuable in the success of your
relationship. All embassies appreciate information regarding what work is being done
in their area, and telling them about the creative programs your sister city
partnerships are involved in is a great way to maintain the sister cities reputation.
Embassies are a tremendous source of information and can offer:
✓ Details about other organizations working in the area
✓ Help in coordinating efforts and resources
✓ Funding opportunities
✓ The latest political, cultural and economic news
✓ Assistance in the event of an emergency or disaster
All government agencies encourage non -profits to keep in contact with their
embassies. If possible, try to arrange meetings at the embassy during the time of your
stay. Please visit www.usembassy.state.gov for embassy contact information.
6-16
NEWOf ILLENNIUM PASSPORT PA*I'NERS
As of December 15, 2000
CITIZEN AMBASSADORS ($2,500 OR ;MORE)
Robert & Martha Atherton - Des Plaines, IL
M The Adams Ltark Hotel - Denver, CO
Bidgov.com - Des Muines, IA
Northern States Power Compam• - Eau Claire, W'I
Pitnev Bowes, Inc. - Shelton, CT
The University of Wisconsin -Stour - Menomonie, W'I
The City of Menomonie, WI
CITIZEN DIPLOMATS ($1,000 - $2,500)
National League of Cities - Washington, DC
United States Conference of Mavors - W'ashingron. DC
National Association of Counties - W'ashington, DC
International Ciry/County Management .-association -
W'ashington, DC
All Nippon Airways, Inc. - Tokco, Japan
Cedar Corporation - Menomonie, W'I
Gunderson Lutheran Hospital - LaCrosse, WI
Horizons Unlimited - Rockville, MD
Institute for International Sport - Kingston, RI
NORCAL Sister Cities - Northern CA
Ketrerina Sister Cities Association - Kettering, OH
City of New York, NY
City of San Antonio, TX
Nancy Eidam - Santa Cruz. CA
Dr. Stelle Feuers - Los Angeles, CA
Jim & Parky Forrester - Bellevue, WA
John Henry Fullen - Toledo, OH
Roxana Goin - Santa Cruz, CA
ercer Island. WA
Pleasant Hill, Ci
ion -(es -Gains, France
Mem, fon, Turks;
Austin, TX
Culver City, C2
Orin, Nigeria
Yanji Cry, Chute
Seattle, WA
:a
State of Iota-'
wukville, Cambodia
Uertero Region, Im
Gary, IN
Pittsburgh, PA
Lagos, Nigeria
Donetsk, Ukrain
Cleburne, TX
Irving, TX
vnfor Gu_ajuato`
- Espoo, Finland'
Glenn Gray - Juneau, AK
Patricia Simonson Hale - Bellevue, WA
The Honev Family - Takoma Park, MD
David Lisk - Roanoke, VA
Thelma & Lou Press - San Bernardino. CA
Frederick & Javne Quellmal: - Des Plaines, IL
Ethelda Singer - Los Angeles, CA
Brian Smith & Kim McClain - Glastonhun CT
Chuck & Lu Stokke - Menomonie, WI
Michael & Sue Srokke - Eden Prairie, MN
Tom & Su:anne Ten Hoeve - Holland, MI
jean Van Buskirk - Baltimore, NtD
Paula West - Phoenix, AZ
PARTNERS FOR EXCELLENCE (UNDER S1,000)
%'RR Environmental Services. Co. - Eau Claire, W-I
Friends of Sister Cities (FSC) - Santa Cruz, CA
Organization Promoting Everlasting Neighhur< (OPEN)
Newton, [A
Bellevue Sister Cities Asscciarntn - Bellevue, WA
Hilde Berg - RocktCrJ, IL
Georgiana McLeod - Hunringam Beach, CA
The Honorable Charles Nckon - W'asllin_t,`n, LAC
Florine Postell - Cincinnati. OH
Crispin A. Simonsen - Bellevue. WA
Brian Smith - Glastonhun•. CT
Steve & Rosie Vassallo - Madison. MS
Dorothy' & Arthur Webb - Bellevue. WA
R'11-11 C 11su1
Ka<prn k. \Lip„r Tern Lucer(I and cirt.
otticiak frrnl Bri,ht,n1. Colorado and
Ziel-icu, PAind .ii the ie.lic.irion of r!1,:
sister cities monument in Benedict P.irl.
in Brighton. Ziei-`ice ar.J Bri,h[on h,n
a ver% <tn0n; ,'uth �xchan;e E�n,_,r.im
and are their fire-ve:ir
anni%"ersan thi< %-ear.
®In support of our mission. SCI prints all newsletters on recycled paper
and coordinates madhouse efforts through Central Fairf,LY Sersices
(CFS), an or;anization that emplo-vs people with disabilities.
Sister Cities International
141.4 K Street, Nam; Suite 6CC First Class
Washington, DC 20007- _-_ _ —. - U.S. Postage
PAID
n II'' t = ,-- , Permit 5615
Rocer, T Herrera ,; r— Merrifield, VA
C,ty Manger j 1
C;t` of La PofLeJAN U^
60-1 West Fairmcn; P4'rk%. ay i
La Pore TX '_S-'': L ,�
1 C; F;cc
6-17
0 0
•
2001 SO COtiFEBENCE REGISTRATION FOR -NI
Title First
Natlle rO Appear O!1 11dd'_'C
Joh PO,lriOI1 Tirlc
Or,aniz,lrion Ati-iliarion
AdLiress
Cin-
Telephone )_
arrival Date and T1111e
First Lan`*ua`,c Spokcn
iddlc I111rlI! Las
State Province
Fax ( ,
Please contact Dc'anira Holland ar (202) ,347-86,35
ZiD PO,ral C,Ude
F-n1ail
1).:rc .11!Li Tit;lc
Conference Fees — Please check appropriate box:
(includes all morksbops watc-7171s, eyilbits, Opt'r11111T IlCic�7r:r)11. I1t;:4ra'.' L:lrli%JCO11..l(a'.'Nl'j Rcceptton. .-llt':rr'ds LI;1L/)c011, Tolclio
Reception, and Closl;iq Event)
❑ S315 - US Membcr'hlrcrnarional "Early" t expires 3 16 01 5360 - US Non Mcnlbcr "Earle" ( expires 3r 16 01)
Z] S3 90 - US cillber hIM-11.lrion,ll "ALk,ulce" 1 3, 16 - _ 02 01 :1 5423 - US Non Mcmbcr "Advance" (3 ' 16 - 7, 02, 01 )
:1 S463 US Member Imcl iariollal "On -Sire" Z3 S500 - (_'S Non Member "On -Sire"
ZI S295 A'_'C ] 1225 - YOUrh A_'c
:1 S 123 Wednesd I Urtly Z) S 13-0 - ThUrs,11y 0711" :1 S I -3 Frid a\ Urli
\urc: Day Only _Sclecriolls c117111Ur Je:07111J(JIct1 I IWI arll' orhC:- e:Cecpr 111t117'Idllal I1c�['t�il;'clltrses.!
Event :attendance — Please check the events that you plan to attend tilcSc CTCWs a;'c illiluded in tLc fill) ;'c(Tistratiun fee;
❑ International ReuW11.11 Work.shop. I and Interested in the in`, Rc`,ioM s
Z) Opening Rcccpriun (WCdnCsuiay) :1 I_ltllc11eO11 : Thursd \ I D avor's Receprion (Thursday)
AW111s l.11I1C11COI1 Friday Z) Toledo Rcccpticm Friday? :I Closing, Event (S,1[llrd.1l')
Special Dietan' Needs: ❑ Vi__,ctari.ln :1 Lusher :1 Other
Individual Event Tickets for Friends/'Family — Name
Z) S30 - Luncheon. Thu, July 26 :1 S3 S - awards Lunc!eon, Fri fuly _'- :1 S30 - Closin Event, Sat July 28
Payment Information (Re;Ristr•ation will not be processed rvitlwret acconrpanviirq registration payment in fit11):
Ti)ral A1110unr Due S (All tees nlu.sr be in US dollars.)
Method of P.1ylncnc: ❑ \Ioncv Order Z1 Check _ ( Checks money orders payable to Sister Cities International)
:1 Credit Card: Number Expires_
Name on Card Cardholdcr's Si,nanire
.Mail form with payment to: SCI 2001; c/o ESL'; P.O. Box 32862; Baltimore, NID 21282
Fax form with credit card information to: (410) 339-2217
Telephone Registration and other questions: (800) 937 -8-28, 9 am - 3 pm EST, IMondav through Friday
Re(ister on-line with credit card payment at: www.sister-cities.org E-mail: infoC vesevents.com
For hotel rescn .lrions conracr the Hyart Rc,cncy Hotel at i 404I 3 1 _'34. To receive the conference race, idenrih- yourself
As an ,lrtcndcc of the Sister Cities lnrcrnarion.11 Colltel-CI1CC. lie sure co make your resenarions by June 28, 2001.
6-18
0
•
0
SCI Conference Schedule at a Glance
• International Regional Forums including US, Africa,
US/China, US/Japan, CSi:�Iexico, and US; Poland.
These day -tong forums will im•olve participants
from around the world (Wednesdav)
• Concurrent workshops which focus on practical
information for developing and strengthening sister cin,
programs at the ;rassroots level (Thursday - Saturdavi
• State Meetings
• SCI Leadership S; Business Nleerings
• Mayor's We!come Reception
• SCI's 45d, Ariniversary Celebration
• SCI Awards Luncheon
• Toledo 2002 Conference Reception
.Meet and work with:
• Citizens and cin- and government officials from
across the country who are providing leadership and
global engagements for their sister rift, programs
• Locall program staff members
• Newcomers to Sister Cities International
• International sister city colleagues who wish to
strengthen the global sister cities network
Return with new tools and techniques for:
• Establishing partnerships with schools, colleges,
businesses, service clubs and other organizations
committed to building international bridges
• Creating innovative sister cin, programs which
promote "thinking globally and acting locally"
• Fostering excellence in your entire sister cin program
For additional information, please contact
Deanita. Holland, Conference Director
Phone: (202) 347-8630 Fax: (202) 393-6524
E-mail: dhofland@sister-cities.org
Visit SCI online at wwwsistcr-cities.org
SISTER CITIES
INTERNATIONAL
YOUR CONLNIUNITY'S
PASSPORT TO THE WORLD
Developing 21st Century
sister city programs through
Partner ship, Innovation
and Ewellence
The SCI Annual Conference is roar
opportunin, to learn from and network with
hundreds of other dedicated sister cin,
Volunteers, elected officials, professionals
Mid international collea1-2uCs.
TAKE ADVANTAGE OF
T1�E EARLY" RATE!
Register by March 16, 2001
and save $100.00 '
(with conference coupon). t
6-19