2020 Concern #3: Availability of Jobs / Sufficient Wages.

City a Paradox of Poverty and Prosperity.
By Aaron Nelsen/The Brownsville Herald
October 21, 2007


Sandra Zera would like nothing more than to remain in Brownsville, but without a viable job offer the chances of her staying seem unlikely.

The 22-year-old is a year away from completing her Master’s in Business Administration at the University of Texas at Brownsville and Texas Southmost College’s School of Business. Last December she earned a bachelor’s degree in government and immediately began sending resumes to local businesses and banks. It’s mid-October and she’s still waiting for a single response.

Now, Zera believes her only shot at finding the sort of work her education’s prepared her for is by leaving behind her hometown, even though an April 2007 Forbes magazine report ranked Brownsville the 184th best city in the country in which to start a career or business.
Click Here for the Rest of the Story.

City Leaders Swallow Grades with Grain of Salt

Constituent feedback for a “City Commission Report Card” published last Sunday was mixed, as was the commission’s response to the grades’ usefulness or importance.

The online and newspaper survey asked respondents to rate the commissioners and mayor on attendance, conduct, keeping platform promises and addressing constituent concerns, including the results of a Brownsville 2020 survey. While individual members’ grades ranged between A’s and F’s, they averaged a high C for their first 100 days together.

The grades were compiled from 481 online and paper cards. The survey results are available online at Brownsville2020.com. Click Here for the Rest of the Story.

2020 Review Panel and Raw Data

Multiple calls for community participation in the 2020 City Commission Report Card card were made, both by print and by email. Ultimately, four hundred and eighty-one citizens participated in the report card, 452 used the online ballot, and 29 used mail-in ballots. For a direct link to the data from the 452 online participants in the 2020 Report Card, please click here. The 29 mail-in ballots are being safeguarded for viewing by community members upon request.

Further, a small group of community residents (shown below in alphabetical order), were invited to participate as a special Brownsville 2020 panel. These individuals were asked to participate because they have shown to be active in civic engagement, community events or issues, and informed about the activities of city government. Not all that were invited participated. The 2020 panelists invited were:

Rachel Benavidez
Josh Caldwell
Father Jerry Frank
Dalilah Garcia
Tad Hasse
Bro. Charles Imbergamo
Alex Meade
James Odabashian
Fernando Perez
Robert Wightman-Cervantes
Melissa Zamora
Joseph Zavaletta, Jr.

Commission earns C+ for First 100 Days Together

‘Average resident’ concerns sometimes sidelined for arts, animals, appointments

Despite a charged atmosphere with some political needling and behind-the-scenes trouble making, the City Commission has achieved some solidarity in the last 100 days.

More than 90 percent of their decisions have been made unanimously in the months since a new mayor and commissioners were seated June 26.

They have patted employees on the back and passed a stream of proclamations recognizing sound and good causes.

They’ve agreed on long lists of land use requests that allow for further growth. They were unanimous in requiring developers to set aside land for parks and or schools, unanimously approved this fiscal year’s budget, and recently took a unified stand against a proposed border fence.

Still, there are plenty of sparks and short fuses. Click For Rest of Story.

2020 Concern #3: Jobs and Wages. A Comparison of MEDC and BEDC

Below is an email exchange between “Anonymous” and Brownsville2020 that hopefully provides useful information for our readers. Anonymous’s email is posted first, with the 2020 responses after each point, each beginning with [BOLD BRACKETS]

[ANONYMOUS: I just wanted to point out that your comparison of GBIC/BEDC (4A) and MEDC (4B) is completely erroneous and misleading. Please educate yourselves before you confuse more people. Allow me to point out why this analysis is wrong:

[2020 RESPONSE: First, thank you for taking the time to respond with a very informative and thoughtful response to the 2020 site. You are obviously well-informed and already civically engaged. Our goal is certainly not to misinform or mislead. We started the research by comparing the missions of the GBIC/BEDC and MEDC (which are remarkably similar) and then read relevant portions of the Texas Attorney General's Handbook of Economic Development for Local Government http://www.oag.state.tx.us to understand what the differences were between 4A and 4B.

Here are the missions of the MEDC (4B) and GBIC/BEDC (4A):

MEDC stands for the McAllen Economic Development Corporation. It is a not-for-profit corporation under contract with the City of McAllen to create jobs for McAllen by attracting new industry and helping existing companies to expand. The MEDC team works with prospective industrial clients, handles marketing and public affairs, and provides corporate support to existing manufacturing and supplier companies. Industrial clients are individuals who represent companies or industries looking for a site to expand or relocate their plant or service operation. They include the full realm from suppliers to manufacturers.

The Brownsville Economic Development Council (BEDC) is a publicly-funded organization created in 1992 to help companies establish or expand operations in the Brownsville area. The 6-person BEDC staff offers companies the financial, job training and site location assistance they need to be successful here. BEDC guides a prospective firm through the process of acquiring permits and zoning, identifying potential suppliers, making contacts with other businesses and meeting community leaders.

And here are summaries of the 4A and 4B taxes from the Attorney General's Economic Development handbook:

The Section 4A tax is generally considered the more restrictive of the two taxes in terms of authorized types of expenditures. The types of projects permitted under Section 4A include the more traditional types of economic development initiatives that facilitate manufacturing and industrial activity. For example, the Section 4A tax can be used to fund the provision of land, buildings, equipment, facilities, expenditures, targeted infrastructure and improvements that are for the creation or retention of primary jobs for projects such as manufacturing and industrial facilities, research and development facilities, military facilities, including closed or realigned military bases, recycling facilities, distribution centers, small warehouse facilities, primary job training facilities for use by institutions of higher education, and regional or national corporate headquarters facilities. The Section 4A sales tax may also fund business-related airports, port-related facilities, and certain airport-related facilities 25 miles from an international border, as well as eligible job training classes, certain career centers and certain infrastructural improvements which promote or develop new or expanded business enterprises.

The Section 4B tax also can be used to fund the provision of land, buildings, equipment, facilities, expenditures, targeted infrastructure and improvements that are for the creation or retention of primary jobs for projects such as manufacturing and industrial facilities, research and development facilities, military facilities, including closed or realigned military bases, transportation facilities, sewage or solid waste disposal facilities, recycling facilities, air or water pollution control facilities, distribution centers, small warehouse facilities, primary job training facilities for use by institutions of higher education, regional or national corporate headquarters facilities, eligible job training classes, certain career centers and certain infrastructural improvements that promote or develop new or expanded business enterprises. However, the Section 4B tax can additionally fund projects that are typically considered to be community development initiatives. For example, authorized categories under Section 4B include, among other items, land, buildings, equipment, facilities, expenditures, and improvements for professional and amateur sports facilities, park facilities and events, entertainment and tourist facilities, and affordable housing. Also, the Section 4B tax may be expended for the development of water supply facilities or water conservation programs. However, in order to undertake a water supply facility or water conservation program, the facility or program has to be approved by a majority of the qualified voters of the city voting in an election called and held for that purpose.12 As of September 1, 2005, certain Section 4B development corporations are allowed to do projects that promote new and expanded business development, which could include retail projects.13

As you can see there is much overlap in both the missions of MEDC and BEDC/GBIC and the statutory purposes of the 4A and 4B. Responses to your specific points in your email below are found with the blue brackets.]

[ANONYMOUS: Point #1. You cannot compare 4A and 4B programs. Rules on how sales tax proceeds can be utilized are different between 4A and 4B programs. A brief explanation can be found in the following link from the State Comptroller’s Office that explains the difference between 4A and 4B programs: http://www.window.state.tx.us/taxinfo/taxpubs/tx96_302.html. If you want to compare McAllen’s 4B economic development program, then you would have to compare it with Brownsville’s 4B program. These funds are administered by the Brownsville Community Improvement Corporation (BCIC) headed by Dr. Delina Barrera at the city. McAllen does not have a 4A economic development program, and the BEDC or GBIC have nothing to do with 4B funds.

[2020 RESPONSE: We disagree. You can compare a 4A (GBIC/BEDC) with a 4B (MEDC) when their missions are virtually identical, and when Texas law allows both 4A's and 4B's to engage in economic development, including retail, by recruiting companies that create jobs and provide job training. The legislature has blurred the lines between 4A's and 4B's, so that 4B's like the MEDC can engage in economic development activity just like Brownsville's 4A GBIC/BEDC. Regretfully, even though BEDC's mission includes job training, State Comptroller's records show BEDC has spent $0.00 during the past six years on that program. To address your concern, McAllen's 4B and Brownsville's 4B are not alike because our 4B--unlike McAllen's--is limited to "quality of life" projects such as parks (although it can and should do much more real economic development). However, both our 4B's are similar in the sense that both are housed under their respective City Managers at City Hall, which some have opined elsewhere should happen with our 4A as well.]

[ANONYMOUS: Point #2. The BEDC derives its operating funds from an annual contract with GBIC. The BEDC does not have access to the entire funds collected by GBIC. BEDC’s annual budget is actually around $500,000. The city, and more specifically, the Planning Department, actually administer GBIC funds. The city also takes a portion of GBIC funds for administrative purposes. Your study does not mention this.

[2020 RESPONSE: We compared line by line with official records submitted by GBIC and MEDC to the State Comptroller. No politics involved. Apples to apples. Of course we haven't fully researched the reasons for the differences in debt, incentives, marketing, capital, costs, etc. Where is the “portion” of 4A funds found in the new City 08 budget?]

[ANONYMOUS Point#3. I am sure you tried to get a copy of MEDC’s budget. And I am also sure you got nowhere. MEDC is actually funded directly from a grant from the City of McAllen; however, the larger majority of their budget, which surpasses BEDC’s budget by far, is derived from its revenues from the McAllen Foreign Trade Zone. Grants and membership probably round off their budget.

[2020 RESPONSE: We did not inquire about the MEDC budget. As mentioned previously, we researched the Texas State Comptroller's official records and the Attorney General’s Economic Development handbook. Query: why DON'T we have a Brownsville Foreign Trade Zone to start deriving more revenues from all the trucks and cargo moving across our streets everyday? That sounds like a great project for the 4A and 4B to work on together - work with DHS to create a safe, secure, international, multi-model facility that could handle and coordinate cross-border cargo by rail, air, trucks, and ships that could provide many new jobs and training.]

[ANONYMOUS Point# 4. An apples to apples comparison would mean that you would have to compare the Brownsville Community Improvement Corporation (4B) and the Development Corporation of McAllen.

[2020 RESPONSE. We disagree, for reasons mentioned above. The apples are on the table and being compared, year by year. The results of the efforts of MEDC and BEDC speak for themselves. Does anyone know how many jobs are STILL in existence in Brownsville since GBIC started operating in 1992? In other words, what sustainable economic development have our millions in tax dollars brought to us? There is some benefit, but it seems McAllen is doing economic development a lot better than we are. We wonder why, especially when we have more natural assets and a more strategic location than McAllen. In our view the future of Brownsville is not call centers and maquiladoras which are always in the process of being outsourced. If we don't begin to move in new directions, we will loose our best computer, engineering, and business students to other cities with high-wage, high tech jobs.]

Brownsville's "Untouchable" Patrimonio

Joseph A Zavaletta, Jr.
Brownsville 2020

When was the last time you called a travel agent to book a flight? Or drove to a library to search for something? Or used an online 'shopping cart'?

In his #1 best-selling book The World is Flat (2006) Pulitzer prize-winning author and New York Times columnist Thomas L. Friedman argues that recent technological advances such as broadband, digitization, VOIP, instant messaging, and videoconferencing have created a seamless integration of individuals, companies, communities, and even nations, to create a "flat" world that has forever changed the way we will live and work.

In this brave new flat world, whatever can be automated, digitized, or outsourced, will be. For example, workers at telephone call centers in Bengalore, India answer calls from Alabama-USA computer owners with a southern drawl to help their callers feel at ease. Our children's education is no longer limited to local school district teachers—-children are now being educated and tutored online by the best educators in the world. And in a few years China will have gone from “designed and manufactured in the USA, sold in China” to “designed in the USA, manufactured in China” to “designed and manufactured in China, sold in the USA.”

The implications of Friedman’s book on the future plans and operations of our local government and education institutions are clearly beyond the scope of this article. But in this new flat world, Friedman notes there are “untouchables” that will always be exempt from outsourcing because they are “anchored” goods and services that fall into three-broad categories: high-end work such as dentists, vocational work such as plumbers, and low-end work such as housekeepers.

In addition to these untouchables, Brownsville has at least three strategic untouchables that cannot be automated, digitized, or outsourced away. These untouchables, based on our geographic location, are natural resources endowed by the Creator and are Brownsville’s patrimonio (inheritance) forever: renewable energy (the sun and wind), international logistics (convergence of trucking, rail, bridge, port, and airport), and bio-diversity (natural vegetation, birds, and butterflies).

These strategic untouchables could form the foundation of a new ASSET-based (rather than a need-based) economy that is robust, sustainable, and relatively impervious to fluctuations in the peso, as well as the vagaries of local and (inter) national politics. If responsibly developed and marketed, these virtually unlimited natural resources could create new jobs and wealth for all residents, including the 40% of our residents who are living below the poverty line. Educational programs in renewable energy, international logistics, and eco-tourism could be created to help develop these resources, as well as focused recruitment and renewable energy incubators (such as the one at UT Austin http://www.cleanenergyincubator.com/). A 2007 white paper by the Austin Technology Incubator at UT Austin’s School of Business, (http://www.ati.utexas.edu/) forecasts the creation of nearly 125,000 new high-wage, renewable energy research, design, and manufacturing jobs in Texas by 2020. Click Here for the Press Release: http://www.utexas.edu/opa/news/2007/06/solar29.html?AddInterest=1286 And Texas is already the national leader in wind energy.

Here's how renewable energy helps everyone: Brownsville-produced renewable energy --> means lower utility bills for tax-funded institutions--> which lowers our taxes --> giving us more spending money during the year --> so we buy more goods and services --> which increase sales tax revenues --> giving City more money to fix and maintain our infrastructure.

What will Brownsville be like in 2020? That depends on whether we can go from a city who has historically had its “hat in its hand” (need-based, dependent on external resources) to a city with its “hat on its head” (asset-based, less dependent) that understands it has much more to offer its residents, the great State of Texas, and the new flat world of Thomas Friedman.

2020 CONCERNS #1 & 2: City Cuts Street Funding in ‘08 Budget

Sidewalks, pet projects, arts money grows
BY EMMA PEREZ-TREVIÑO — The Brownsville Herald, September 22, 2007

Sulema Guerrero Abete commanded attention at last Tuesday’s City Commission meeting, voicing a concern shared by many in the community. “I want to be heard,” she told an attentive commission and complained of a lack of sidewalks in the city and her neighborhood. “It’s a shame,” she said. Abete lives on McDavitt Street and owns property on West Madison Street.

She came to City Hall to speak on behalf of all residents, particularly the elderly that reside on the 12 blocks between East Fronton Street to East Harrison Street, near the federal courthouse. There are poor sidewalks or none at all in this area, she said, few walking trails and debris from the removal of railroad tracks litter the ground amid growing weeds. The streets are uneven and pedestrians must navigate between potholes and brush.

The city will allocate more funds for sidewalks in the new fiscal year budget approved this week. Money for sidewalk construction was upped slightly, from $513,838 to $579,816. “I am pretty sure they can work something out. They can afford it,” Abete said Friday. “What I’m asking for is not out of this world. ... It would benefit everyone. It’s for the city.” Click For Full Story.

Texas Receives "F" in Financial Stability

Our Grade Is In: Texas Receives "F" in Financial Stability

When it comes to our ability to achieve financial success, Texas residents are falling behind the rest of the country, according to a report released today by the national Corporation for Enterprise Development (CFED). According to the 2007-2008 Assets and Opportunity Scorecard, Texas was just one of five states that earned an "F" based on poor performance in the following areas: Financial Security, Business Development, Homeownership, Health Care, and Education.

The report finds that Texans have among the nation's lowest rates of household net worth (45th); home ownership (44th overall); and savings (42nd in interest-bearing accounts) and among the highest uninsured rates (49th in employer-sponsored insurance and 51st in low-income children and parents without insurance). Texans are also far more likely to use high-cost lending products (ranking 43rd in subprime loans). Learn more at http://www.cppp.org/research.php?aid=709.



900 Lydia Street | Austin, Texas 78702
(p) 512-320-0222 | (f) 512-320-0227

Brownsville Ranks Poorest in the Nation

By Chris Mahon/The Brownsville Herald, August 28, 2007 - 11:46PM

The Census Bureau ranks Brownsville as the most impoverished city in the nation, according to the bureau’s 2006 American Community Survey released on Tuesday. More than 40 percent of the city’s 171,000 residents live below the poverty line, the bureau’s figures show. The bureau’s poverty threshold for an individual is a $10,294 annual income. For a family of four it is $20,614.

Despite the last-place standing, there are slight gains being made in this area. In 2005, the poverty level was 42.6 percent, compared to 40.6 percent in 2006. Median household income in Brownsville, the fourth lowest in the nation, is also inching north — $26,017 last year, compared to $24,207 in 2005. “We’ve got to get people’s attention on this,” said Traci Wickett, president of United Way of Southern Cameron County. Click Here for the Rest of the Story.

Center for Public Policy Priorities on Poverty and Health Data

CPPP on Census' New Income, Poverty, and Health Data

August 28, 2007

CPPP on Census' New Income, Poverty, and Health Data
Poverty Backgrounder
Poverty 101 - Revised

For an economy in its fifth year of recovery, the new Census Bureau figures paint a disappointing picture nationally and in Texas. The poverty rate in Texas is unchanged at 16.3 percent in 2005-06, while median income edged up to $44,922, leaving Texas about where it was when the recession bottomed out in 2001. "Despite five years of economic growth, Texas' poverty rate has stagnated," said Frances Deviney, Senior Research Associate at the Center for Public Policy Priorities. "While it's encouraging that conditions haven't gotten worse, it's discouraging that we still have 3.7 million Texans living in poverty."

Mayor ‘Imagines’ a Different Approach to Master Planning

No fiscal earmark made for ‘Imagine Brownsville!’ in present budget

BY EMMA PEREZ-TREVIÑO — The Brownsville Herald, August 30, 2007 - 12:04AM

A $870,000 contract to develop a “comprehensive master plan” is a luxury our city can’t afford, the mayor said this week while still recognizing the need for planning at a more reasonable cost. Mayor Pat M. Ahumada Jr. said that he supports the plan’s concept, but, “right now, as we speak, we have a (projected) budget deficit.” About 60 percent of the city’s roughly $113 million budget goes to public safety, 13 percent to pay debts, leaving 27 percent for operations and to meet “quality of life” issues, such as new recreation venues. Click Here for the Rest of the Story.

Commission Denies Bonds to VBMC Hospital To Refinance Debt, Renovate and Expand

BY EMMA PEREZ-TREVIÑO The Brownsville Herald September 2, 2007 - 3:10PM

Valley Baptist Medical System felt the push of its peers this week when it was denied permission to secure bond money for improvements to its Brownsville hospital, via city-sanctioned financing. Valley Baptist asked the city to authorize the Brownsville Health Facilities Development Corp., a financing mechanism for nonprofits to expand and improve local health care. Valley Baptist sought to secure $94 million in bonds to refinance debt, renovate and expand the operating room, telemetry and surgical patient units at Valley Baptist Medical Center-Brownsville. Click Here for the Rest of the Story.

Prioritize: Community Groups Can Improve Area by Reducing Demands on Government

EDITORIAL. The Brownsville Herald. September 1, 2007 - 11:17PM

Municipal government works best when the community is involved. Officials’ jobs are made easier when the people make their wants and needs known — assuming, of course, that those officials are responsive to the wishes of those who elected them.

The public forums held this past week as part of “Imagine Brownsville” should give our civic leaders more information on what direction residents want to take when mapping out the city’s future. Such public forums have been held periodically; indeed, a similar effort Brownsville 2020, has been under way for some time, and, in like fashion, collected public comments regarding their needs and wants. Other forums were held when the Brownsville Community Improvement Corp. was established to utilize one-fourth of a cent of the city’s tax revenue for community improvement projects.

Click Here for the Rest of the Story.

I Recommend a Roadmap When Navigating This City

By Rachel Benavidez, Editor, Brownsville Herald. September 1, 2007 - 11:20PM

You said it, Tony. You said Tuesday what a lot of us have been thinking for weeks. A the Aug. 28 City Commission meeting, Commissioner Anthony P. Troiani pointed out that since this commission — including new additions Mayor Pat M. Ahumada Jr. and Troiani — was seated, it has addressed few substantive issues. Instead, it has spent time addressing “special interests,” Troiani pointed out, and was soon cut off in the muddle of other mouths with microphones that sit on the bowed panel each week, interrupting and trampling over each other’s words.

Put seven bulls inside a small room with red curtains, shut the door and cut them loose. The resulting chaos, headbutting, snorting and stomping would give you an idea of how City Commission meetings have been run lately. So it was during one of these little outbursts, and in a mixed tone of frustration and disappointment, that Troiani made his probably unpopular but truthful observation and prompted me to wonder: What has this City Commission actually accomplished? Click Here for the Rest of the Article.

City Leaders Should Seek More ‘Town and Gown’ Pairings

By Joseph A. Zavaletta Jr., Brownsville Herald, September 1, 2007 - 11:21PM

I believe Brownsville’s future hinges on a dynamic collaboration between the city and UTB-TSC that would provide innovative low- or no-cost solutions to our community’s pressing issues. In one of the poorest cities in the nation, the need for this “town and gown” partnership is urgent. Indeed, just this past week Mayor Pat Ahumada, citing budget concerns, signaled the need for a partnership “with the University of Texas at Brownsville-Texas Southmost College to develop the (comprehensive master) plan in exchange for $100,000 in scholarships from the city.”

A town-gown partnership is the ultimate civic engagement project because it strategically aligns city departments and the enormous human and social capital of a university’s faculty, staff, and students to work together to solve our city’s problems. The benefit to the community is low—or no—cost services, the benefit to faculty is scholarship and service for their portfolios, and the benefit to students is experience in solving real-world problems.

The UTB-TSC Center for Civic Engagement (www.civicengagement.com) has been creating innovative community collaborations for the past four years. In 2003, for example, the Center initiated Kids Voting USA-Brownsville (KVB) whose purpose is simple: to give students the opportunity to become informed and responsible adult voters by practicing democracy and citizenship while they are still in school. Since its inception, more than 115,000 students have voted in national, state and local elections, and 25 KVB clubs have been created at various schools around the city.

Brownsville2020 (www.brownsville2020.com) is another example of the Center’s ability to form an innovative partnership, this time with The Brownsville Herald. Click Here for the Rest of the Article.

Joseph A Zavaletta Jr. is the director of the UTB-TSC Center for Civic Engagement, an associate professor, member of the Texas bar, and appointed by Gov. Rick Perry to the OneStar Foundation’s National Service Commission Board of Directors.

BISD By the Numbers

By Aaron Nelson Brownsville Herald August 14, 2007
49,775 to 50,275: The projected enrollment for the 2007-08 school year, based on historical data and enrollment trends. In the 2006-07 school year, BISD hit peak enrollment in November with 48,391 students.

7,030: Number of BISD employees, including 3,166 teachers, 2,229 auxiliary staff, 873 educational aides, 537 professional support staff, 194 campus administrators and 31 central administration staff.

$479 million: The budget approved for the 2007-08 school year, including $263 million for instruction.

No. 51: Ben Brite Elementary opened in 2006, pushing the district just over the 50-campus mark.

$38,000: Salary offered to first-year BISD teachers that hold a bachelor’s degree. Teachers with one year experience are offered $38,500. Teachers with a master’s degree and at least 27 years experience can earn $59,720.

22,000 and 42,000: The number of breakfasts and lunches served daily by Food and Nutrition Services last school year.

27: The number of TEA recognized schools in the district for 2006-07, 10 more than in 2005-06.

2 million: The number of miles BISD school buses traveled last year, transporting more than 27,000 students on regular routes.

18,719: Students in BISD’s bilingual program (39 % of all students)

20,547: BISD students labeled Limited English Proficient (43% of all students)

5,679: BISD students in special education (12% of all students)

45,673: BISD students that come from economically disadvantaged families (95% of all students)

1,439: Migrant students enrolled with the district. (3% of all students)

$135 million: Amount in bond projects committed to build a high school, middle school and three elementary schools. Bond money will also pay for classroom wing additions at Faulk and Stell Middle Schools and Pace High School, a new kitchen at Hanna High School, renovations at Lincoln Park School, a new synthetic turf at Sams Stadium, the repaving of Eagle Drive. Construction projects are expected to break ground in December or January 2008.

Brownsville Herald business editor Aaron Nelsen compiled these figures from BISD information.

Study: Even those above poverty level can’t pay for basic needs

August 30, 2007 - 11:33PM
AUSTIN — Families in the Rio Grande Valley routinely earn less than what they need to buy life’s basic necessities, a report released on Thursday found.

The study from the Center for Public Policy and Priorities, www.cppp.org an Austin-based nonprofit that advocates for working families, studied what it takes to live in 26 metropolitan areas in Texas. Click Here to Read the Study.

It found that in Texas, a family with two parents and two children must earn between $9,000 and $25,000 above the federal poverty level of $20,650 to stay on top of life’s routine bills.

“There’s a big gap between what people are earning and what it really costs to live,” said Frances Deviney, co-author of the study and a senior research associate with CPPP.

The cheapest place to live in Texas is the Brownsville-Harlingen area, requiring $29,982 to make ends meet, the study found. But half of Brownsville households make less than $26,000, leaving many without enough money to live with stability.

The McAllen-Edinburg area is more expensive, about $35,000, primarily because housing is slightly more expensive than in Brownsville, Deviney said. Census data shows the median household income in McAllen is $28,660.

The most expensive area to live is Texas was Fort Worth, costing $45,770 a year, the study found.

Just because it’s cheaper to live in the Valley doesn’t mean it’s easier for those with low incomes, Deviney said.

“When wages correspond to the cost of living, you’re actually no better off,” she said

Preliminary attempts to compare statewide Census data with the study have found that the median incomes, on average, are slightly higher than the salaries the study determined to be necessary, Deviney said.

“Probably over half the families are making what they need, but there’s a good chunk who are not,” she said.

Deviney said the study’s authors used conservative figures. They assumed families would buy food in bulk, buy little meat and never eat out. Housing costs were figured based on the fair market rate of public housing, which is often less than what families pay for apartments.

The authors also assumed families have health insurance on par with those of a state employee, which is often not the case.

The study did not figure that families might want to save for college, a home or retirement. It did not account for unforeseen expenses like a car accident or extra school supplies, Deviney said.

“When you’re living hand to mouth, on a monthly basis, you’re never going to have the opportunity to get ahead,” Deviney said. “You’re kind of on a hamster wheel.”

Becky Sanchez has a good idea of the feel of that wheel. The 36-year-old mother of two from San Juan earns $10 an hour as a teacher’s aide at a charter school. She would like to work full-time, but the school doesn’t have those positions open right now, she said.

To get by, she sometimes relies on help from her mother or her church, she said.

On Thursday the 1992 Buick Sentry she had driven for six years caught fire on U.S. Highway 281. Now she’ll have to think about a car payment in addition to household bills and credit-card debt, she said.

The single mother has no health insurance. Her children, ages 12 and 14, are on Medicaid, which she says “is a blessing.”

“Sometimes I deal one day at a time,” Sanchez said.

Although the Valley has some of the poorest communities in the state, the study found low-income workers statewide face the same problems.

Deviney cited the decline of the real value of wages in recent years, less employer-sponsored health care and regressive tax policies as reasons for the gap between wages and what it takes to live.

To close the gap, the state should increase access to community college, make sure families have government aid until they are self-sufficient and attach economic development aid for companies with workforce training for workers, she said.

A report released Thursday by a group that advocates for middle and low-income Texans found that, to pay for basic living costs, a family with two parents and two children in
Brownsville and Harlingen must earn $29,982.
A family in the McAllen and Edinburg area must earn $34,624.
Source: Center for Public Policy Priorities

GBIC Needs to fund VIDA

Again, let me state that I too agree job training for higher-paying jobs should not only be a priority but should be codified into the mission statement and budget bylaws of the GBIC. The convenient acquiescence of the GBIC board to funding VIDA should not appease those community leaders who sought to amend the governing charter of the GBIC. I also think that a board appointed by the city commission should answer to the city commission who can be held accountable through the election process. That could also be something that can maybe be amended through the petition process; something to think about. Anyways, I just feel that as we demand more from GBIC, we don't need to do so by dismissing the new T-Mobile center, which will undoubtedly have a positive impact to those who may not be thinking about going to college but want to move up from a lower paying job.

Patricia

Don't Dismiss T-Mobile Jobs

I think the previous post comparing the new T-Mobile center to a maquila underestimates the positive impact these new jobs could have in the local economy as a whole and individually in each employee's life.


I agree that more money needs to be used for job training and that there should be more accountability from the GBIC as mentioned in the second post that compares BEDC with MEDC. However, we should not dismiss any job. I've worked as a customer service rep at Convergys and is not anything akin to a maquila job. It requires computer skills, problem solving skills, social skills, and a certain type of temperament.


Yet, not everyone that applies is hired and not everyone that is hired lasts. All you have to do is think back to the last time you had to dispute a charge on a bill or had a problem with a service to realize how important it is to have a competent person on the other end of the line. Nonetheless, it is a job that doesn't require a college or vocational degree and so it's likely to attract more of the less educated, as the poster stated. It is also why you are not going to get a very high starting wage, though $9/hr is higher than most starting wages down here.


The reality remains that we do have a great number of residents with limited education and in the immediate they need jobs. As far as the type of people that will work at this center, there will be singles, single-parent, married without kids, married with kids, etc. You cannot tailor wages to people's personal circumstances and you cannot base your starting wage on the most difficult of these home situations. That would weaken the incentive to move up the educational and employment ladder and it would remove consequences from choices. A lot of these employees were those students who were consumed by dating and social events and had no curiosity for academics.


From what I remember at Convergys, a lot people were fired for chronic tardiness. I actually sat through a group meeting in which the employees actually tried to convince someone from management to let them stay in the conference room for the day since there weren't that many calls. The senior supervisor, who was from out of town, had to explain to them that they weren't in high school and that they were getting paid for that time. It was an appropriate comparison since it reminded me so much of those times when as students we all at one point or another tried to convince a teacher to keep talking off-topic so we didn't have to go back to the lesson. It was embarrassing, but sadly, it was also a reflection of a certain immaturity some of these employees still displayed even years after leaving high school. Fortunately, some were in fact beginning to think about getting ahead and going back (or for the first time) to college and the human resources office at Convergys try to accommodate them when scheduling shifts. I can only hope that T-Mobile has the same policy. Also, as T-Mobile continues to add jobs every year until they reach their target, they will promote a certain number of those who began as customer service reps to supervisory positions. So while this is not the ideal job, it does allow those that want to move on to something better the opportunity to do so.


Now, as far as the calculations go, they may seem revealing but the impression they leave is misleading. The $ 3.5 million in incentives will be conditional and it's a one-time grant distributed over five years. That is an average of $ 700,000/ year for five years. There are roughly 100,000 spending adults. This comes out to about $7 per spending adult per year for five years; or, another way of putting it, each spending adult will contribute on average about 1 cent/year for five years per employee; or, each will contribute 5 cents total per employee; or, each spending resident will pay a total of $35 total for all 700 positions. Furthermore, the statement that these are really $7.50/hr jobs is the result of an exercise in symbolism and erroneous logic. For this to be true, it would mean that the $5000 per employee was actually paid for by the specific sales tax contributions of those 700 people; and even then, it would be paid off in the first five years. Of course, that is not actually true because, as I explained earlier, the one-time, finite burden of the incentive package will be spread over a spending, citizen base of over 100,000 people and the wages would be indefinitely concentrated in only 700 people.


Remember, a wage is what will be available to an employee for his or her use. $ 7.50/hr will not be the physical reality for these employees, $9-12/hr will, for a total of almost $15 million/year in wages once all positions are filled. The city puts up a one-time payment of $3.5 million over five years and T-Mobile pays out $ 15 million/year for as long as it's located in Brownsville. This is not a bad deal at all. Is this the best deal? No. Do kids grow up wanting to be customer service representatives? Of course not. However, through a complicated mix of failures on the part of our educational institutions and personal choices by parents and students, this is the situation we find ourselves in and these 700 jobs will help alleviate it.

Patricia

BEDC: Time for a Paradigm Change

In my travels around town, I invariably hear the mantra "Brownsville is different" when attempting to benchmark Brownsville to peer cities. The mantra is used as an intellectual gavel that usually ends all further discussion of the subject. So, for example, one cannot compare the performance of the Greater Brownsville Incentives Corporation/ Brownsville Economic Development Council (BEDC) with the McAllen Economic Development Corporation (MEDC). Why? We are different. After all, MEDC is a 4B and BEDC is a 4A. We are apples, McAllen is oranges. Why are utilities cheaper in McAllen(http://www.medc.org/cost_living.php ) ? Well, Brownsville has a city-owned utility. Why does McAllen have nine professional engineers on its staff and Brownsville only one? Well, we have a different city management. Why do McAllen's streets have fewer potholes? Brownsville has different soil composition. On and on it goes...

Let's take one of these and see if the mantra withstands scrutiny: MEDC vs. BEDC. Based on official reports filed with the State Comptroller's Office(
https://ecpa.cpa.state.tx.us/edcr/EdcrSearch.jsp), MEDC and BEDC are BOTH APPLES (although admittedly different kinds: granny smith and red delicious apples). A summary of the self-generated reports at the Comptroller's website indicates:

1. MEDC is a "4B" corporation, GBIC/BEDC is a "4A" corporation.
2. Both have the same #1 economic development objective: job creation/job retention.
3. Both indicate essentially all their revenues is from sales taxes. (McAllen $ 13,362,264 vs. Brownsville $ 4,178,561.4).

4. The only real difference: McAllen spent $ 951,000 on job training.

BEDC's most recent "success", the T-Mobile Call Center, as posted elsewhere, will provide 700 near poverty-level jobs. The truth is that the board of GBIC needs to change its mission and shift their paradigm from viewing Brownsville as a border "maquila" town recruiting low-paying jobs for a cheap workforce, because China and India are always going to be cheaper. They also need to come under the authority of the Brownsville City Commission---like the 4 B "Quality of Life" Brownsville Community Incentives Corporation does --and let our elected representatives (not appointees) decide in open session what projects will be funded with our tax dollars. Not that it matters, but that is what state law requires.

To paraphrase what kids like to say today, maquilas are soooooooo last century. We can -- we must-- do better.

New T-Mobile Call Center Perpetuates Last Century's "Maquila" Model

Recently, City and BEDC leaders celebrated the arrival of the new T-Mobile call center with wages of $9-12/hour. (see http://www.brownsvilleherald.com/articles/brownsville_76761___article.html/mobile_company.html). On first blush that sounds like good news. But let's look a little deeper.

According to the most recent data from the Census/American Fact Finder (factfinder.census.gov) the average Brownsville family has four (4) people with a median income of $24, 207/year, just above the poverty level for a family of four at $20,650/year (according to the 2007 HHS Poverty Guidelines).

The T-Mobile wages of $10/hour = $20,800/year. Assuming that a call center employee is the sole provider in his/her home, that home is still essentially at or below the poverty level. What that means is most likely there will have to be public assistance for that family, or both parents will have to work, or get a nanny for the children. Moreover, after deducting the $5,000 per T-Mobile job that Brownsville residents will pay in sales tax incentives from BEDC ($3.5 million of incentives divided by 700 jobs created) the city is actually getting jobs at $7.20/hour ($15,000/year) -- right around the new minimum wage.

Realistically, what kind of residents will work at the T-Mobile call center? If Convergys is any indication, they will be single (or single-parent), less-educated residents. What's the implied message the City is sending to UTB students? That, after spending tens of thousands of dollars and working for six years towards their bachelors degree, they can look forward to making maybe $12/hour?

Make PUB Obsolete

Why all the fuss about PUB rates, impact fees, developers vs. ratepayers??? Why not propose something that could unite the city, transcend the pettyness and create real wealth for the community? Why not take advantage of the WIND that blows by our city everyday, 365/24/7?

Instead of spending $40 million on stock in a coal-fired plant in Oklahoma (and more in the future), why not propose a city bond to build a "Wind Farm" here in our area (on the way to the Island or by ITECC/old mall) that would be owned and operated by the city?

This wind farm, powered by 300 foot tall windmills, could provide multi-megawatts of free, renewable energy to most of the city for the rest of our lives. Imagine BISD, the CITY, the UTB, all with free energy. We could sell the extra energy, and/or use the savings to hire a staff of professional engineers, teacher raises, new schools, etc.

Here's a recent story in the Herald about this:
http://www.brownsvilleherald.com/articles/wind_76162___article.html/texas_birds.html


And read about Texas renewable energy here:
http://www.infinitepower.org/projects.htm

We need to REALLY INNOVATE ideas, direction, and leadership, because there is so little creativity at city hall.

City's Website is Amateurish.

Our city website has an amateurish look and feel. It provides a lot of information but it’s not well designed. It is like a poorly written textbook and it doesn’t serve as an adaptable tool to interact with citizens. We should be able to pay bills, fines, overdue library fees, renew books, print major reports and studies, such as the coming impact fee study, and submit suggestions and input on issues. We should be able to report a crime, request a street be reviewed for repair, or search an online code of ordinances. Instead, some links are visually cluttered, some are lacking information, and some functions, such as the search engine, don’t work.

Think about how professional and beautiful a website for a historic and interesting city such as Brownsville could be. Take a look at the city websites for McAllen and Corpus Christi. It’s frustrating to think that the best we can hope for in Brownsville is always following in the footsteps of other valley cities. I think not only can we match them but our website can exceed them. A well designed, comprehensive website can also serve as a tool to teach civics to high school students. There could be a more detailed but clear explanation of how our local government works and then they can explore the rest of the website to learn about the specifics of each department. Maybe the Center for Civic Engagement can get together with social studies teachers and develop lesson plans that utilize the website. For example, students can read the descriptions and responsibilities of the boards and write about which board they would like to serve on and why. They could come up with an idea for a business and then have to find out which departments they will have to deal with. I’m sure others can come up with more interesting ideas for activities, but you get the point. However, judging from the limited number of Brownsville related sites and the poor quality and lack of upkeep of the ones that do exist, it’s clear that most elected leaders and local business people still see the internet as an add-on. Well, for those cities that are thriving, internet-based services and communities are no longer add-ons but integral parts in improving government efficiency, encouraging civic participation, and providing important information to the public. Everyone should check out some of the cities listed at http://www.centerdigitalgov.com/surveys.php?survey=cities and then navigate our own city website.

When promoting Brownsville, our city website may be what makes the first impression on a prospective Winter Texan or a business looking to relocate. The same goes for other websites such as BISD, BND, and the airport. We should invest in a professionally designed website and the training for its maintenance. I know that in a city with so many low-income people and still limited access to the Internet, it may not seem worth it to spend money on this. However, we are growing rapidly and the role of technology is also increasing. Before they start adding more administrative positions, the city should try to improve efficiency through online services. Maybe a new website can be a way to promote the new Imagine project and they can increase awareness by having a contest to design a new city logo to be revealed during the launch of the new website. I hope the new mayor has the vision to not only implement the Imagine project but also to actively improve our image.

We Need A First Class Airport!

You have neglected to view The Brownsville Airport as one of the most important transportation aspects of the city of Brownsville Texas.

You need a first class airport to compete with not only Harlingen and McAllen, but the rest of Texas. The city or someone should take over and have a serious upgrade to the airport or face more business leave Brownsville for Harlingen. Freight business comes to mind.
You expect the Feds to give you money for the airport improvements. Slow and at the mercy of the feds. Wake up and smell the jet fumes. You need to have a professional airport manager and appropriate money for a new modern terminal and expand the runway to at least 10,000. Then and only then will you have cargo to make the airport viable and have more than one airline.

Talk is cheap about trying to get a second airline, but do what you did for Continental.

Hire A Whole Staff of In-House Professional Engineers.

I just caught the last 2 items of tonight's city commission meeting. The second to last item dealt with the proposed multi-modal bus terminal. During this item, Paul Calapa, the City's Purchasing Director recommended that the Commission delegate the task of Construction Management to the design consultant Carter and Burgess of Fort Worth. The total design and construction inspection fee is projected to be $1.3 million dollars. How much of that is for a construction manager? Although I am not against professional oversight, I just wonder how much the City would save if it had a professional, in house, that could manage this project. How much are they paying Spaw Glass to oversee the construction of the new sports park?

During the last item, the Mr. Calapa mentioned a change to the professional services contract governing the City Landfill. Mr. Calapa stated that due to the stricter rules handed down by the EPA and the TCEQ, the City would need to expand this year's contract to RGR (not sure about the exact name) Engineers of Houston. He recommended that the Commission approve a $169,000 change to the contract because of the new rules and monitoring requirements for air and water quality.

Again, I am not against bringing in experts, but.... why not hire a couple of engineers who can handle, or at least administer part of this work. It would pay for itself! Finally, Mr. Calapa informed the Commission that the estimates for this contract over the next four years will be 2 million dollars. That's 500,000 dollars per year. That's just for the landfill! We are spending our City budget away by hiring professional engineering consu! ltants.

Why not just hire a whole staff of competent in house engineers? All that money could then stay in Brownsville. Right now it's pretty much all going to pay for salaries of residents of Houston and Ft. Worth. It's boosting their economies! Brownsville loses again!

Both items were voted on, unanimously, without any discussion or questions from the commissioners. Who's looking out for you?????

Is There Criteria For City Management?

Can you please find out the criteria the City uses to find new executive level employees? It seems very rare that they recruit new talent. They seem to always shift employees around.

My question is, do they actively advertise outside of Brownsville? Do they ever advertise on sites such as the Texas Municipal League, of which Brownsville is a member? Do they seek out talent from smaller cities, such as Harlingen, or Kingsville? Do they seek out top level assistants from larger cities, such as San Antonio, to fill the Director positions here? What is the process? It seems to me, that with there are very few "outsiders" working for the City. These people bring ideas. These people bring experience. These people bring connections to other cities, and other legislators. Most big businesses have people from different backgrounds.

Why does Brownsville not seek out the best? Why don't we taxpayers deserve the best? I think it's great that they consider existing employees when hiring directors, but.... do they compare them against a pool of outside applicants and then make the best decision??? Then, when they move these "insiders" up to the top, how do they fill the voids they leave at the lower level? Do they hire new, inexperienced employees to fill their shoes? Do they spend years training these new guys? Or do they go out to other smaller cities to recruit the lower level talent? Probably not, if they don't do it for the executive positions? Please investigate this process!!!

PUB Installment Plan

In larger cities the utility company allows customers to opt-in to a billing "installment" plan. Here's how it works: the company adds the previous year's worth of bills, divides by 12, and then bills the customer a monthly "installment" equal to 1/12th of the previous year's total bill. This helps the customers BUDGET their utility bills which, as we all know, go up and down during the year. At the end of the year, if there is an amount owing, the customer pays the 1/12th plus the balance, or if there is a credit, he can either receive a refund or credit it to the next month's payment.

Example: if my 2006 total utility payments were $3,180, my monthly bill during 2007 would be a "flat" $265 per month. The extra "work" involved at PUB could be easily offset by charging customers a nominal fee, such as $2.00/month for this service which should be enough to hire one person to manage this entire operation.

PUB

Will you make an effort to bring PUB under the P.U.C. jurisdiction, so PUB can be regulated and comply with State regulatory regulations and laws. This is the only major city in Texas where the electric company does not accept partial payments, yet Brownsville is ranked in the top 10 in the nation in lowest income per captia.

Rey

Traffic Fines

Will you insist that the Municipal Court Judges not fine ALL traffic tickets the Maximum allowable by the state? Will you insist that the Judges more compassionate towards their fellow citizens?

RM

The Diabetes Crisis in Brownsville

Diabetes: An immanent danger directly affecting Brownsvillians and the RGV.

Type 2 Diabetes mellitus is now being designated as a world wide epidemic with increasing prevalence in the United States and causing great concern. Before we start, first I want the people of Brownsville to fully understand what diabetes is. Before any efforts to improve care and prevention, we first need to understand the disease with a consensus in a local community setting (Brownsville and the cities of the RGV).

Diabetes is a complex disease in which blood glucose (sugar) levels are higher than normal. When we eat, blood sugar levels increase because our body immediately starts chemically converting our food into sugar and furthermore into energy. The pancreas is a specialized organ that makes a hormone called insulin. Insulin is a hormone that helps your body cells take up that sugar and then normalize your blood sugar. With diabetes your body can not make insulin (Type 1,genetic) or your body cells are insensitive to insulin (Type 2). What does this mean? If you have diabetes, when you eat your blood glucose (sugar) will rise and rise and either you do not make insulin or do not respond to insulin so sugar builds up in your blood. Diabetes can cause serious health complications including heart disease, blindness and glaucoma, kidney failure, and leg down amputations.

The LRGV including (Cameron,Hidalgo, and Starr Counties) have some of the highest prevalence rates of Type 2 diabetes and diabetes related deaths in Texas. It is estimated anywhere from 40-50% of adults over the age of 40 have diabetes or prediabetes. Diabetes prevalence in valley residents (Brownsville-Harlingen and PSJA-McAllen areas) of all ages has been estimated to be as high as 21% including children and teenagers.

Facing the problem not just walking away: Even with some of the highest prevalence rates of diabetes in the state, emphasis here in Brownsville is strictly on treatment and NOT PREVENTION. Preventive measures are taken and implemented only when the patients are already diagnosed with diabetes and only to slow down progression of the disease. It is time to start facing the facts and statistics, Brownsvillians are overweight and obese, well most of us. Our immediate area needs immediate attention.

How to help: Diabetes experts recommend changes in the US health care system, including an great increase in attention to diabetes prevention and obesity. Obesity has a direct link with diabetes and most of the local community is overweight or obese. As a Brownsville citizen, I would like to see our politicians and city leaders help our community. How can they help: First of all they can start conversations with Texas Department of Health officials in trying to get a diabetes prevention center here in Brownsville. Not only do we need a diabetes education and prevention center, but we need to built a center to house and care for diabetics. Thousands and Thousands of Brownsville citizens have diabetics. Prevention of diabetes is very important but, we can not forgot the Brownsville citizens that are already experiencing the wrath of the disease. Our city leaders should be trying to get funding by state and government diabetes organizations to bring an exclusive Diabetes Treatment center for the citizens of Brownsville and the RGV. I strongly believe that if we implement prevention at young ages and if we offer the best available treatments to our public, our battle with diabetes will favor our community. Now, if our city leaders and politicians do not pay attention to this subject of extreme importance, then this will be a disease that will progress and continue killing our friends and family.

BY THE YEAR 2020, AN ESTIMATED 60-70% OF BROWNSVILLE's POPULATION OVER THE AGE OF 40 WILL BE DIABETIC AND WE WILL NOT HAVE THE HEALTH RESOURCES TO PROVIDE FOR OUR OWN. IF WE DO NOT BEGIN TO AGRESSIVELY ACT TODAY, BROWNSVILLE IN 2020 WILL BE A HEALTH AND ECONOMICAL DISASTER. THIS CAN BE PREVENTED, WE NEED TO ACT TODAY. ALL THE RED FLAGS HAVE BEEN RAISED, IT IS UP TO YOU AND ME TO MAKE A CHANGE.

Resources
Dr. Willie Teo Ong (Endocrinologist with sub specialty in Diabetes) Dr. Teo Ong specializes in treating alot of the diabetics in Brownsville

UTB/TSC Professor Dr. Saras Nair (Diabetic Geneticist) Dr. Nair has alot of recognition in diabetes research as you works with minority populations

UTB/TSC Professor Dr. Gerson Peltz (Nutrition, Cancer and Diabetes) Dr. Peltz is leading research in an obesity gene called leptin in the Mexican American population.

Online sources
http://www.cdc.gov/diabetes/ (National Center for Chronic Disease Prevention and Health Promotionwww.diabetes.org American Diabetes Association