[{"_1":2,"_99":-5,"_100":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6519027,"mediaKeyId","5381968-fcbb918f4d891c7915131ff0e802e627","parentId",5381968,"title","Clute police and fire detail equipment needs and seek grants for license-plate readers, generators and training","audioSeconds",1894,"startMs",7665000,"endMs",9559000,"viewUrl","/Search/View?dp=1&key=5381968-fcbb918f4d891c7915131ff0e802e627&start=7665&end=9559","thumbnailUrl","https://assets.pipeline.soar.com/5381968-fcbb918f4d891c7915131ff0e802e627/thumbnail_7665000.jpg","articleUrl","/articles/6519027/Clute/Brazoria-County/Texas/Clute-police-and-fire-detail-equipment-needs-and-seek-grants-for-license-plate-readers-generators-and-training","mediaUrl","https://secure.pipeline.soar.com/6519027-c7ea450bbd7727efd3873c7826faf635/orig.mp4?Expires=1770437851&Signature=ArDocjWh5DIqpJnBAtNL0lXZroOmtrD6U-KXoj8Y89jy-TBM7y-QeIRRY-Bsl0o4SssKhb1YiKo2QBmKu3xM~b9~nrMctCvQVOhQORaQHjAOwGN7a9a3~VD0bgD3LWM4-VxFXxBhjH99StnymQTuieSlEd~TW87SbF-8p5~KJ8yPY-KImXi7FbZtGQRRzndSWi6qJOtQ6Assz7q0FCpx5Tpk~EvDsQqQW9ZqD0GhYKnKrDKj6byWww1BepD4JusHJddoy~y79~wtkK8gWSac0FscVf8I8NTezVto0RE87lQ5yM~IBnDJxuGukoUNC1RbCGEygPH6ZZK8xQLKrvd0mw__&Key-Pair-Id=KUT5TJCACFTXG","author","Clute","date","2025-07-12T00:00:00Z","article","Police and fire leaders used the budget workshop to highlight personnel and equipment needs and to describe grant-seeking efforts aimed at offsetting costs.

Police priorities and grant pursuit

Police leadership reported improved recruitment and retention over the last year and requested three replacement vehicles to retire older, maintenance-prone SUVs. The police chief asked council to permit staff to seek alternate funding where possible; he said he will pursue grant funding for license-plate readers (LPRs) and related software and that he expected the department to apply for a state grant shortly. The LPR package described to council includes five fixed readers at major entrances and one mobile trailer with cameras; staff said some neighboring agencies use compatible systems, which would allow regional information-sharing.

The chief also described non-capital items he hoped to fund from forfeiture or grant sources (radars, SWAT equipment and automated traffic-monitoring units) and emphasized that several items are force multipliers rather than routine budget additions.

Fire and EMS needs

The fire chief described requests for updated turnout/bunker gear replacements, SCBA and replacement battery packs for modern battery-powered extrication tools (noting that battery modules and chargers can be expensive). Fire staff also asked for minor facility upgrades at Station 2 (training/meeting space and HVAC/ceiling finishes) and for portable power/lighting equipment. EMS reported stable staffing and said it will hold off on adding full-time positions for now, relying on a mix of full- and part-time paramedics.

Shared resources and donations

Staff announced a pending donation of a mobile command trailer from a local industrial partner and said BASF has pledged funding to outfit the trailer; city staff described the trailer as a shared asset for public-safety incident response and major events.

Grant strategy and next steps

Police and fire leaders asked council to support grant applications for the LPR system and other equipment. The police chief indicated he would proceed with a grant application and return with details if the award is successful. Council did not take a formal vote on any of the equipment requests during the workshop but directed staff to pursue grant funding where feasible and to bring any recommended purchases forward for formal budget approval.

Ending: chiefs said they will prioritize items that improve officer safety and investigative capacity, pursue outside funding where possible, and return with detailed purchase requests and funding sources.","mediaType","Video","parentTitle","Clute - City Council Budget Workshop - Jul 12, 2025","oneSentenceSummary","Police and fire leaders briefed council on personnel stability and a list of equipment requests: replacement police vehicles, mobile and fixed license-plate readers (grant application pending), updated firefighting batteries and portable tools, and a proposal for a shared mobile command trailer supported by local industry partners.","taxTitle","Clute, Brazoria County, Texas","taxId",64454,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6519032,"Clute council weighs future of city trash service — keep, automate or outsource",3196,4200000,7396000,"/Search/View?dp=1&key=5381968-fcbb918f4d891c7915131ff0e802e627&start=4200&end=7396","https://assets.pipeline.soar.com/5381968-fcbb918f4d891c7915131ff0e802e627/thumbnail_4200000.jpg","/articles/6519032/Clute/Brazoria-County/Texas/Clute-council-weighs-future-of-city-trash-service-keep-automate-or-outsource","https://secure.pipeline.soar.com/6519032-7c58b1e2ff75f2028b9835fcc1015d8b/orig.mp4?Expires=1770437851&Signature=mEE-Bf-~M5E-rsaoCpxMl1r9Da14x4J9GKJS1ntlG8lf01kV2avUuu7VrhSCWzJUdbfLnEbsZyiif6XR7XMyDDyu1zMiBt6MmxjvZz1-Tohglp6XsDKBT9AVQWXyAgBgCfWBdqwn~X9vcS9B2C1nzOcNI70OMGmxyTl0OBnVvZWOGgf33zZmctI44O5gBpXLBTzUeWxgDD-~nLXq2EDEQ9HiyChxgxYfHKY3QxpE5NynDlKUl-1FdqrDzH7bTyt2TXKyvfTKHUyArQaxIanR6UqGkgV3pdpn5tJo8B0-ARs3J60UQ~B647t7fWcMVHq7TpkZCyOmMiwdjNn1Dx6xMA__&Key-Pair-Id=KUT5TJCACFTXG","City staff presented a multi-hour review of Clute’s solid-waste operations, laying out four paths forward and asking the council for direction: (1) continue the current, city-run, manual collection model and invest in replacement trucks and staff; (2) move to semi-automated collection with canisters, reducing labor intensity but changing resident service; (3) consolidate and take over commercial dumpster collections to try to turn commercial pickup into a revenue center; or (4) outsource collection to a private contractor and retain only brush/cleanup crews.

The presentation emphasized long-standing pressures: significantly aging collection trucks, relatively low residential rates compared with the cost of replacement equipment, rising landfill tipping fees controlled by private operators, difficulty recruiting and retaining back-of-truck staff, and competition from private haulers that already collect commercial dumpsters in Clute.

Why it matters: solid-waste operations have direct effects on residents’ bills, city staffing, and the level of service (how much the city will collect, bulky-item policies and enforcement). Staff told the council that choices now will determine capital needs (new trucks and containers), employee relocations or layoffs, and customer expectations for years.

Options explained to council

- Option 1 — Status quo (city-run): Continue hand-loaded residential pickup (concierge-level service). Requires capital investment to replace trucks (staff estimated a multi-truck replacement program). Staff modeled the operational cost pressure but said the city would maintain its current high-touch service.

- Option 2 — Semi-automated collection: Move to standardized canisters and mechanical side-loader trucks. This reduces labor demands and long-term operating cost but changes the resident experience (residents must use city-issued canisters) and would require a phased capital rollout.

- Option 3 — City takes over commercial dumpster service: Staff noted several commercial customers moved to private haulers; reclaiming commercial dumpsters could be a revenue source but would require new equipment and trucks capable of picking larger containers and likely a multi-million-dollar capital program.

- Option 4 — Outsource (\"nuclear option\"): Contract out residential and commercial collection to a private company while retaining the city’s brush crew. Staff noted private companies often offer competitive initial bids but may increase prices over time; staff also said third-party providers typically do not match the city’s current service level and that complaints would still come to city hall.

Rates and modeling

Staff proposed modeling rate increases to show the financial impact of each path. Measures discussed in the workshop include: a baseline modeled residential increase of 15% (raising the monthly residential charge from about $24.24 to roughly $27.71), a break-even residential rate estimated at about $34 per month under the current city-run model, and sensitivity runs at 30–40% to show the capital needed if the city remains the operator and must replace multiple trucks. Staff said a typical regional solid-waste contract averages about $1.5 million per year.

Operational concerns and enforcement

Council and staff discussed illegal dumping, unmetered or unbilled commercial dumpsters, heavy-trash collection for noncity customers, and the difficulty of enforcing existing ordinances; staff reported instances where dumpsters stayed on-site but accounts were not billed. Several council members urged stricter enforcement, more routine audits of dumpster accounts, and charging for heavy-trash pickup when customers use private haulers.

Direction given

Council asked staff to run financial models at several rate points (staff said they would provide scenarios at 15%, 30%, 35% and 40% residential increases) and to return with a phased plan for capital investment, staffing impacts and potential franchise/licensing changes for commercial customers. Near the end of the discussion one council member said there was a consensus in the room to retain the city’s sanitation operation for now; staff will return with the requested financial models.

Ending: staff will provide modeled rate scenarios and capital plans and will present an implementation plan that shows staffing impacts and transition costs for the various options.","Council heard a lengthy staff presentation on the city’s solid-waste operation and three options for the program: retain and invest in the city-run service, move to semi-automated collection, or outsource to a private contractor; staff will model rate scenarios (baseline 15% and larger increases) and report back.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6519036,"Clute council reviews FY2025–26 budget as FEMA reimbursements, rising health costs and large capital projects shape options",7399,194000,7593000,"/Search/View?dp=1&key=5381968-fcbb918f4d891c7915131ff0e802e627&start=194&end=7593","https://assets.pipeline.soar.com/5381968-fcbb918f4d891c7915131ff0e802e627/thumbnail_194000.jpg","/articles/6519036/Clute/Brazoria-County/Texas/Clute-council-reviews-FY202526-budget-as-FEMA-reimbursements-rising-health-costs-and-large-capital-projects-shape-options","https://secure.pipeline.soar.com/6519036-6d7d754aaa5d0daa3cc013754bc51a60/orig.mp4?Expires=1770437851&Signature=Pr3-BkUYdAmdJY2tjHNcdNdQGUfBEeRu7WF33id4QGMXZBygEH2DDUmTfTmeiZW4oihetRctguSYcJU32-cy-GW0whrhxpSQopsFU17eEYoxdKB6HVFPbxGt9~Ph7unK0KZKAlu~iJMzQhGghWyKPYLc66aTFrgmeAfJ-RvmQKeKfG8nbZViiweTgQIocGophvDcCXb5-~Jo2FCmXskhp8IMOTJ9VJRgN8YcOkz-JuERQ-sInpXgkOU58nrJxocyZkGR1TSEfAfFT9Sku4G3VlxY-Xl6WBihFRWScXDUi-a~OcIrahgbp3xLCkicjIZP8nSsmIvC38F--eoB7oPPoQ__&Key-Pair-Id=KUT5TJCACFTXG","City staff presented a draft fiscal year 2025–26 budget at a July budget workshop that projects citywide revenues of roughly $12–13 million but cautioned the numbers depend on still-pending FEMA reimbursements and policy choices by the council.

The administration’s proposal includes a 4% cost-of-living adjustment for staff, an anticipated 3.5% baseline increase in ad valorem revenues, and an assumption that the city will adopt a property tax rate that increases revenue without triggering a rollback election. Staff said the city has seen an unexpected uptick in sales tax receipts but is still waiting for large FEMA Category B reimbursements that could materially improve the bottom line.

Why it matters: city leaders told the council the budget balances competing needs — personnel costs, a growing deferred capital program and rising operational costs — while preserving reserves if reimbursements arrive. If FEMA money is delayed or denied, staff said the city would face deeper draws on fund balance and would need either spending cuts or revenue increases.

Key elements and assumptions

- Revenues: staff told the council they expect between $12 million and $13 million across funds, with a general-fund reserve that begins the year around $4.72 million. The proposal assumes a modest increase in sales tax and a 3.5% increase in property-tax collections compared with the current budget year.

- FEMA reimbursements: staff reported only limited cash from FEMA so far (a small reimbursement described in the meeting as roughly $8,000) and said significant reimbursements remain outstanding; the budget therefore presents a “with reimbursement” and “without reimbursement” scenario.

- Personnel and benefits: the draft includes a 4% COLA for employees. Staff warned that health insurance renewals produced a proposed increase of roughly 43% from the city’s broker; to limit exposure staff proposed exploring a membership-based primary-care program (Next Level Healthcare’s \"Prime Solution\") at $60 per member per month that would be paid fully by the city and is estimated at about $88,000 annually if taken up by all employees and dependents.

- Capital and CIP: the budget packages multiple capital programs across funds (general fund, enterprise/water & sewer, streets/drainage/CIP, EDC). Staff emphasized an aggressive year-1 CIP and noted more than 50 miles of sewer lines that are past their expected life. Major line items discussed include a $1.5 million reconditioning of Lakeleton Road, a $900,000 enhancement of Kyle West to a concrete curb-and-gutter profile, and several GLO-funded drainage projects (see clarifying details). A roughly $1.2 million transfer from the EDC back to the general fund was included to account for a prior mortgage payoff.

- Debt service: staff flagged an upcoming spike tied to a 2017 bond/loan structure that will substantially increase annual debt service for several years, then fall off; that peak will constrain enterprise fund capacity in the near term.

Utilities and enterprise fund highlights

City staff said the enterprise (water/sewer) fund projects roughly $8.7 million in revenues and plans a base water-rate increase model that includes a 7.5% base increase and an overall average revenue increase of about 11% tied to both consumption and rate structure changes. Staff described the net revenue from rate changes as closer to 7% after accounting for the city’s contract purchase of water from the Brazos/other water authority (referred to in the meeting as BWA), which reduces the city’s retained share of a rate raise.

Staff also briefed the council on an AMI/AMI-compatible meter replacement program and said the full AMI rollout would likely be done in phases over multiple years; they budgeted roughly half the expected AMI cost in the enterprise fund for the coming year and proposed auditing the existing system first to identify lower-cost fixes.

Council direction and next steps

Council members asked staff to prepare alternate scenarios (including different property-tax rate choices and a range of utility-rate models) and to bring back refined options. Staff asked for direction on the amount of rate pressure the council will accept and said they will return with versions of the budget that reflect the presence or absence of the FEMA reimbursements and different rate-increase scenarios.

Ending: staff said work on the FY2025–26 budget will continue over the coming weeks and that they will return with updated financial models and supplemental information requested by council members.","City staff presented a draft FY2025–26 budget showing steady overall revenues but significant downside risk tied to outstanding FEMA reimbursements and rising insurance and utility costs; the plan includes a 4% staff COLA, proposed utility rate increases and a long CIP that draws on reserves.","actionData","errors"]

Article not found

Clute police and fire detail equipment needs and seek grants for license-plate readers, generators and training

Clute council weighs future of city trash service — keep, automate or outsource

Clute council reviews FY2025–26 budget as FEMA reimbursements, rising health costs and large capital projects shape options