Our Home. Our Decisions.

That’s the theme of a Texas Municipal League campaign the City Council has endorsed voicing concern about state government overreach into issues and decisions that are best determined at the local level.

The message is straightforward and sensible: Citizens should have a voice in matters that impact us, our neighbors and our community. Texas is far too large and too diverse for politicians gathered in Austin to decree one-size-fits-all solutions for Frisco and Laredo and San Angelo.

We confronted just such an issue two years: short-term rentals. You may recall this debate pitted the view that San Angeloans should be able to rent their homes for brief periods while they are away versus the argument that such rentals diminish the quality of life in residential neighborhoods.

About the same time Austin was also wrestling with concerns about short-term rentals. In each instance, the respective City Councils forged compromises that didn’t make everyone happy, but seemed to have served their communities well.

So, no one could reasonably argue the issue of short-term rentals demanded a state solution. And yet, into that fray the state is wading.

The state attorney general has sought to have Austin’s short-term rental ordinance overturned in court. A Texas legislator last year tried to pass a state law regulating short-term rentals; another such effort is expected once lawmakers convene in January.

During the upcoming legislative session, other pre-emption laws are expected regarding plastic bags, payday lending, tree ordinances … and, believe it or not, chickens. (The Texas Senate in 2017 passed a bill that would require cities to allow homeowners to allow up to six chickens in a backyard.)

The most worrisome proposition is artificially capping the property tax revenue a city can generate. Proposals have ranged from 2.5 percent to 6 percent of what was collected the prior year.

On the surface, that’s an appealing idea. But it would surely spark unintended consequences. For example, cities could be forced to end property tax abatements as an incentive to lure private investment and jobs.

Even more vitally, revenue caps would hamper public safety efforts.

More than 52 percent of the City of San Angelo’s general fund budget is dedicated to our police and fire departments; the property tax accounts for 46 percent of the general fund’s revenue. In essence, every penny of property tax collected is spent providing and supporting police officers and firefighters.

Over the past two years, the City has added 10 officers and 16 firefighters. Those additions will translate into quicker response times and greater protection. Had San Angelo been subject to an artificial revenue cap, adding first-responders might not have been possible.

This effort to reduce the local property tax burden is, frankly, misguided. Texans pay far more in school taxes than city taxes. That’s because state lawmakers have gradually shifted the burden of funding schools from the state to the local level. If the Legislature is earnest in reducing the local tax burden, it will reverse the trend and fund schools to a greater extent.

Another troublesome proposal calls for mandatory elections to issue certificates of obligation, which are a financing tool.

San Angelo is using CO’s to fund $80 million in street projects … without raising the property tax rate. Keeping in mind that all of our property taxes are essentially devoted to public safety and the state wishes to cap revenue, imagine how we would otherwise fund those street improvement efforts. (We couldn’t.)

In short, the most important decisions we make as a community involve the sorts and levels of services we want and how much we are willing to pay for them. That decision can best be made here in San Angelo, not in Austin.

The City is fortunate to have a collaborative working relationship with state Rep. Drew Darby, whose efforts at the state capitol have benefited our community immeasurably. Unlike some of his colleagues, Rep. Darby has never sought to handcuff locally elected officials. Perhaps that is because he is a former San Angelo City Council member and better understands the plight of local government.

Others in state government have expressed interest in pre-empting local regulations, calling state oversight a superior approach. We disagree.

Like all Texans, San Angeloans don’t want to be told we must conform to one way of thinking or one way of living – regardless of whether that comes from Washington or Austin. Neither do we care whether our neighbors in Frisco and Laredo make decisions that differ from ours.

As our friends at the Texas Municipal League point out, whether it’s burnt orange or maroon, sweetened or unsweetened, or red salsa or green … there’s no one way of being Texan. That said, there is one thing we can all agree upon: We want to continue making our own decisions about our hometowns. And that’s especially true here in San Angelo.

Daniel Valenzuela is San Angelo’s city manager. Contact him at 325-657-4241 or daniel.valenzuela@cosatx.us.

State of the City 2018

The City Manager serves as the chief executive officer for San Angelo's municipal government and is the staff liaison to the City Council and to the Downtown Development Commission.

Daniel Valenzuela, City Manager

Daniel Valenzuela celebrated his sixth anniversary as San Angelo’s City Manager this past October. Since joining the City, he has been at the forefront of efforts to secure more water, improve streets and other infrastructure, streamline development processes, make pay more competitive for City employees, and increase the number of first-responders.

His administration has secured water rights to the Hickory Aquifer and pursued an expansion of its wellfield. That has positioned San Angelo to eventually have the capacity to pump, transport and treat up to 12 million gallons per day from the groundwater source. The City is now working toward a reuse project that would yield another 7 million gallons of water daily. Both efforts will diversify San Angelo’s water portfolio, making it more drought resistant and less dependent upon surface supplies.

Valenzuela was also the architect for an eight-year cycle to maintain every City street. At the same time, his team has guided the rebuilding and repaving of San Angelo’s worst streets under an $80 million, 10-year commitment made by the City Council. These accomplishments have been made while maintaining a constant property tax rate throughout his tenure.

Prior to joining the City of San Angelo, Valenzuela worked four years as the City Manager of Eagle Pass. From 2003 to 2007, he was the city manager in his hometown of Fort Stockton. Valenzuela served a tour in the U.S. Army and earned an MBA from Texas Tech University. He is the father of three grown children.

Michael Dane, Assistant City Manager

Michael T. Dane was  promoted to  Assistant City Manager in October 2012 following a nine-month stint as interim city manager. He was hired as the City’s Finance Director in August 1998 and is regional co-director of the Government Finance Officers Association of Texas and an advisory board member for the Texas Municipal Retirement System. Dane worked for the City of Lubbock as an Accountant, Senior Accountant and Senior Auditor from 1993-98, the First National Bank of Clovis in Clovis, N.M., from 1987-90, and the accounting firm of Bender, Burnett & Co. in Clovis from 1990-93. A Certified Public Accountant and Certified Government Finance Officer, he earned his bachelor’s degree in accounting and business administration from Eastern New Mexico University.  

Rick Weise, Assistant City Manager

Rick Weise was named Assistant City Manager in March 2005 after serving as the Assistant to the City Manager since October 1998. He joined the City of San Angelo as a Planner in June 1994. Weise is a 1993 graduate of Texas A&M University, is designated as a Certified Public Manager through Texas Tech University, and is certified by the Texas Division of Emergency Management as an Advanced Incident Commander. He is a member of the Texas City Management Association, the International City Management Association, the National Recreation and Park Association, and the Texas Recreation and Parks Society, having served on that organization's state board of directors.

Becky Dunn, Executive Office Coordinator 

Becky Dunn was promoted to Executive Office Coordinator in January 2013. She is responsible for overseeing and coordinating the day-to-day administrative operations of the City Manager’s Office. Dunn joined the City in 1993 as a clerk typist in the Police Department’s Administration Division. She worked in Police Administration for 14 years, also serving as a bookkeeper and administrative technician. She transferred in 2007 to the Finance Department, where she worked as an accounting technician, an accounting specialist and senior administrative assistant prior to her move to the City Manager’s Office.

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