After finishing excavating silt from under the Kingwood Drive Bridge over Ben’s Branch, City crews are now doing the same under the bridge over the Diversion Ditch near the fire station on Kingwood Drive.
Before excavation began. Looking south at the Kingwood Drive Bridge over the Diversion Ditch in August.
Bridges are often chokepoints during floods because of their supports that reduce and sometimes slow the flow of water and contribute to sediment buildup.
Closer shot of same bridge, still looking south. Note sediment buildup. Also note how bridge supports catch debris.
The City of Houston is responsible for excavation under the bridges because the bridges are City property.
On Ben’s Branch, Harris County Flood Control District (HCFCD) had excavated both north and south of the bridge at Kingwood Drive. Then the City did its part.
Pictures of Work in Progress At Kingwood Drive.
However, at the Diversion Ditch Bridge, HCFCD has not yet begun excavation. CoH went first.
Dan Monks, a Kingwood resident, captured work in progress last week and gave ReduceFlooding.com permission to use his photos.
Photo By Dan Monks shows excavation in progress under east side of Kingwood Drive Bridge over Diversion Ditch.The City is stacking the dirt on the bank, letting it drain and then hauling it off. Another shot courtesy of Dan Monks. There’s still more work to do on the western side, but that should happen soon. Photo courtesy of Dan Monks.
The Second of Many Such Projects
According to Mayor Pro Tem Dave Martin’s office, the City’s Public Works Department will also be investigating other bridges in the Kingwood area to see if they too need to have silt removed from under them. These projects aren’t glamorous, but they are necessary to restore conveyance of area ditches. HCFCD’s Kingwood Area Drainage Analysis showed that some area ditches were down to a 2-year level of service. That means they were so constricted that they would flood in a two-year rain.
Bridges along Kingwood Drive and Northpark Drive can least afford flooding. They are vital links in crucial evacuation routes.
Thanks to the folks in the District E Council Office and the Public Works Department for addressing these issues.
It’s not yet clear when HCFCD plans to start excavation of the Diversion Ditch in this area.
If you have photos you would like to share with the public, please submit them through the Submissions Page of this website.
Posted by Bob Rehak on 10/10/21
1503 Days since Hurricane Harvey
https://i0.wp.com/reduceflooding.com/wp-content/uploads/2021/10/20211006_154127.jpg?fit=1200%2C583&ssl=15831200adminadmin2021-10-10 20:41:252021-10-10 20:50:41CoH Excavating Silt from Diversion Ditch at Kingwood Drive
One of the more alarming facts that came out of Thursday’s City Council meeting is that Houston’s Housing and Community Development is spending far more on disaster relief than it gets back in reimbursements. In the case of one program, Economic Development, the ratio between costs and reimbursements to date was actually 1100 to 1, even higher than the headline indicates ($3,596,821 spent vs. $3,260 reimbursed).
The program’s purpose: to help small businesses damaged by Harvey. But the City launched the program just this year. And four years after the storm, those who needed assistance the most have already gone out of business. Most small businesses can’t survive that long after losing essential equipment. Is this program chasing business applicants that no longer exist? It’s hard to tell without more information. (The City’s most recent pipeline report, published just yesterday, doesn’t even mention the Economic Development Program.)
Regardless, the Economic Development Program isn’t the only area where expenses seem out of whack. This raises the questions, “Should the City even be in the disaster-relief business?” And “Can others do it better?”
Disaster Relief Costs Exceed Reimbursements and Budgets in Multiple Areas
Temika Jones, the Department’s new Chief Financial Officer and Assistant Director showed the chart below as part of her presentation. She has one year on the job. Before that, she served as an auditor for a major accounting firm. Her presentation spotlighted two giant problems: Costs exceed reimbursements. And costs exceed budgets – so some may never be reimbursed.
In the chart above, focus on the last two columns in the Total row. They show that the City is incurring disaster relief costs that average 2.3X higher than reimbursements – across the board.
Also focus on the big red numbers at the bottom of the slide. They show budgets that have already been exceeded.
Now compare Columns 3 and 6 in Line 1. The City has already overspent its four-year budget for administration in the first year of its contract with the GLO by $1+ million. Oops. The budget was $15 million. But the City already spent $16 million and has only had draws approved for $1.2 million.
Finally, compare Columns 3 and 5 on Line 4: The Homeowner Assistance Program. The department budgeted only $8.2 million for project delivery, but has already spent $30.6 million – almost quadruple. That means they have no budget remaining to finish the program. Worse, reimbursement for $22.3 million could be in jeopardy.
City Operating Outside of Its Core Competencies
There are several reasons for the problems discussed above:
HUD and the GLO operate on a reimbursement basis. The City can give money to flood victims and expect reimbursement, but then have the victim’s application refused for some reason – often missing forms or incomplete data.
The City’s accounting systems don’t handle disaster relief programs well, so the problems lack visibility.
Disaster relief just doesn’t seem to be one of the City’s core competencies.
The City is operating waaaaay outside of its areas of expertise. Police. Fire. Water. Streets. Trash. Those are the things people expect from the City and what the City should focus on. In business, any time you tread outside of your core competencies, your costs and risks escalate exponentially. That takes money away from flood victims.
It appears that the City was so eager to get its hands on hundreds of millions of dollars in disaster relief money that no one asked whether the City even should be in that business. Or whether the City should just have let the GLO handle disaster relief – as it did so well in 48 other counties.
As of the end of last year, the GLO had reimbursed 2961 homeowners; Houston reimbursed 119.
And while the GLO reconstructed 2500 homes, the City reconstructed only 117.
Increasing the Pace, But Falling Father Behind
The City has accelerated its pace this year, but Jones’ presentation also shows that the City is still sitting on top of applications worth $114 million that have yet to be filed. That’s almost triple the previous year’s number. Meanwhile, expenses have more than tripled.
That brings us full circle. The City’s Economic Development Program has spent more than $3 million to get $3 thousand approved. It makes one wonder whether the purpose of pursuing HUD money was to create employment in Housing and Community Development or to help flood victims.
Turfing this to the GLO could have helped many more flood victims much faster at a lower cost.
The City put a third bureaucracy between money in Washington and the flood victims who need it. Two could have done the job faster, easier, and better.
Posted by Bob Rehak on 10/9/2021
1502 Days since Hurricane Harvey
The thoughts expressed in this post represent opinions on matters of public concern and safety. They are protected by the First Amendment of the US Constitution and the Anti-SLAPP Statute of the Great State of Texas.
https://i0.wp.com/reduceflooding.com/wp-content/uploads/2021/10/Screen-Shot-2021-10-09-at-12.45.15-PM.png?fit=1918%2C1448&ssl=114481918adminadmin2021-10-09 18:49:242021-10-10 10:10:47Should City Be in Disaster Relief? For One Program, It Spent $3 Million to Get $3 Thousand
Since Harvey, Houston’s Housing and Community Development Department has been criticized severely by HUD, the GLO, media, and flood victims alike for poor performance and non-performance in flood assistance efforts. Thursday, Keith Bynam, the Interim Director of the Department, and Temika Jones, the Department’s Assistant Director and Chief Financial Officer, informed city council members about other issues: severe and repeated budget overages in their department.
Their explosive testimony drew sharp questions and raised many more about the department’s management and oversight by the City.
Eight Main Recommendation to Improve Disaster Assistance
Bynam and Jones made eight recommendations as part of their Corrective Action Plan for flood assistance.
Reduce future Admin spending and forecast Admin dollars needed to execute programs.
Restructure reporting lines to other city departments in consultation with Central HR.
Re-evaluate all staffing decisions approved by the former director, Tom McCasland.
Align future expenditures with program spending.
Implement strike teams to focus on GLO submissions
Timely submission of draw requests to GLO (within 90 business days)
Continue operating successful programs (such as Multifamily, Public Services)
Ensure new CDBG-DR 2017 (Harvey) programs are implemented successfully (Economic Development, Small Rental, Single Family)
Flood Assistance: A Multi-level Problem
The meeting yesterday focused on fixing the negative financial impact to the City. But the impact to flood victims caught up in this bureaucratic miasma needs to be considered simultaneously.
During my business career, I found it hard to go wrong if you structured your organization around clients’ needs. In this case, there are two sets of clients: the GLO and HUD on one hand. And flood victims on the other. Both have one primary need: speed.
Some victims are still struggling to fix their homes or recover from the financial devastation caused by Harvey.
The GLO needs to use the money appropriated by Congress and HUD or lose it when program deadlines expire.
One program (Home Repair) has already expired. And 1501 days out from Hurricane Harvey, hundreds of millions in funds remain to be distributed – despite overspending on administrative expenses, such as employee salaries and computer expenses, by 400% last year.
City Council needs to look at the flood assistance from their clients’ perspectives and start there. How can they speed up the assistance?
Insights from Former Employees, the GLO, and Flood Victims
Not wanting to rely solely on Bynam and Jones recommendations, I also talked to former employees of the department, the GLO, as well as flood victims who described several problems:
An accounting system that can’t recognize liabilities incurred on behalf of the federal government in reimbursement programs
Featherbedding (keeping and protecting political friends on a payroll, often by stretching out work)
Personnel with lack of experience who don’t know what to do
Inadequate management and training
Refusing help from the GLO
Turnover in managerial ranks (five managers in the Home Repair program alone since Harvey, according to Bynam)
No one from the Mayor on down ever asking the questions, such as “Why are we in this business? Do we want to stay in it?”
It’s amazing how closely these comments map back to the recommendations made by Bynam and Jones. The two lists closely parallel each other, though they are not identical.
Ten People to Pay Two Bills?
In her testimony yesterday, Ms. Jones, who joined the department a year ago, said that, shortly after arriving, she discovered that, “We had 10 people paying bills in accounts payable and two people requesting reimbursements. That change was made immediately.” She said, “The GLO compliments us at least weekly on the progress we are making, but we have a long way to go.”
Friends in the media who have covered the department for decades describe persistent problems that previous mayors and city councils found convenient to ignore.
I applaud Jones and Bynam for having the courage to air dirty laundry in public. That is the only way these problems will ever get fixed. Departments like Housing and Community Development cannot become fiefdoms for featherbedding, or as one former employee put it “a receptacle for misfits and castoffs from other departments.”
Some Unsolicited Advice: Restructure Around “The Right Five”
I had a highly successful information technology (IT) client for 30 years that did government as well as private-sector work. They believed that for their clients to be successful, IT systems had to deliver the “right five”:
The right information
In the right form
For the right people
In the right place
At the right time
Example: a successful airline must juggle equipment availability, maintenance, reservations, pricing, baggage, seating, staffing, gate availability, check-in, air traffic control, weather, seating and other variables…for each flight, thousands of times a day.
For the system to work efficiently, customers, employees, and vendors see only what they need, when they need it, where they need it, in a form that lets them do the task at hand. Software guides them through each step.
It’s safe to say that Houston’s Housing and Community Development Department does not have “the right five.” I say that based on the testimony we heard yesterday, from City Council reactions, from former employees, and from the persistent criticisms offered by HUD, the GLO, and flood victims.
Checking the “Flight Status” of Flood Applications
And part of the fix will require managing the information so that low-wage employees can perform their individual roles in a very complex process.
The whole notion of “trying” to file paperwork within 90 business days feels repugnant to me. But with the “right five,” filing those applications in real time with a fraction of the people could happen automatically.
If the City were a private business, it would not be trying to figure out how to timely file flood assistance applications right now. It would be filing for bankruptcy. We seriously need to fix this.
Posted by Bob Rehak on 10/8/2021
1501 days since Hurricane Harvey
The thoughts expressed in this post represent opinions on matters of public concern and safety. They are protected by the First Amendment of the US Constitution and the Anti-SLAPP Statute of the Great State of Texas.
https://i0.wp.com/reduceflooding.com/wp-content/uploads/2018/04/IMG_3456.jpg?fit=640%2C480&ssl=1480640adminadmin2021-10-08 21:28:242021-10-08 21:38:27How to Speed Up Flood Assistance
Weeks ago, Mayor Sylvester Turner said he would provide a complete explanation for allegations of interference in a $15 million contract that would have benefitted his former business partner. Many people thought that would happen today at a joint meeting between the Budget & Fiscal Affairs and Housing & Community Development Committees. But it didn’t.
The Mayor didn’t appear. His representative didn’t speak. And Tom McCasland, the fired director of Housing & Community Development wasn’t even invited. Instead of explanations, we got more bombshells and even bigger, more troubling questions that pointed to what Mayor Pro Tem Dave Martin called “a train wreck” that was years in the making.
The Longest Three Hours Ever
Keith Bynam, the department’s Interim Director, and Temika Jones, Assistant Director and Chief Financial Officer (also a former auditor) sat in the hot seats for three hours. They gave a presentation about the department’s finances.
The meeting almost ended before it started. Council members received the presentation from Bynam and Jones less than an hour before the start of the meeting. The members had so little time to prepare that several wanted to postpone. Based on their initial review, some also called the presentation a “diversion.” The acrimonious discussion about whether to adjourn the meeting consumed the first 33 minutes and set the tone for the rest of the day. One council member, Mike Knox, walked out.
While the presentation was certainly not what council members expected, it also wasn’t a “diversion.” It more closely resembled open heart surgery on an entire city department in front of live TV…using hand grenades instead of scalpels.
Most of the presentation focused on budget shortfalls in the department, and who knew what about those shortfalls when.
Sadly, Bynam and Jones had planned to talk about a “corrective action plan” for the department, but never got to their recommendations because of persistent interruptions from council members whose jaws were scraping the floor.
At the end of the meeting, the City Attorney said the internal investigation that the Mayor assigned to him had been turfed to outside counsel – former US attorneys. He knows a hot potato when he sees one!
If this presentation was an attempt to support the mayor (who was reportedly at an Astros game), it backfired. Bynam and Jones spent half their time fielding questions from council members about why they didn’t turn whistleblower years ago. They claimed: 1) that they repeatedly raised spending issues with McCasland, 2) that McCasland supposedly discussed them with the Mayor, and 3) that they weren’t really sure if he ever did.
Bombshell Revelations
Among the bombshells:
The department’s annual administrative budget for ongoing HUD Community Development Block Grant (CDBG) programs (separate from Harvey programs) went over budget during the last fiscal year by 175%. It budgeted $3,987,480 and spent $11,084,775.
TIRZ (tax increment reinvestment zone) money made up the difference, but by law TIRZ money is supposed to be spent within the zone where the tax increment is collected.
During the last 5 fiscal years combined, the department overspent its admin budget by 143%. It budgeted $21,088,015 and spent $51,322,491 on admin.
Admin expenses for the Harvey CDBG fund exceeded the four-year budget of the program by 14% in the first year of the program.
For the department’s Homeowner Assistance Program (HoAP), the department incurred $70 million in expenses as of the end of the third quarter, but has only had reimbursements approved and/or paid that totaled $12,475,085. They missed that one by almost 6X. As a result, they are now $22 million short in their project delivery funds.
Only one of nine programs in the Harvey fund is on track to meet its performance benchmarks by the end of the year.
The former director’s wife owns a company that was doing business with the department to reduce “duplication of benefit” (DOB) gaps for HoAP applicants. But the company actually increased the gap for each applicant, according to the GLO. To cover the difference, the department will have to reduce each homeowner reimbursement request.
The GLO capped Relocation Assistance at $6,000 per applicant, but the department is spending $8 to 10K.
Change orders were not accounted for properly.
Virtually all city council members appeared to be surprised by the revelations.
12 Bigger Questions Remain
Compared to his role in one dubious financial transaction, Mayor Turner now has many bigger questions to answer.
Did the Mayor provide proper oversight to the Housing and Community Development Department?
Why did he continue to back McCasland when management issues arose years ago? HUD and the GLO had warned him. The problems were widely reported in the media.
Are the numbers reported today accurate and complete, or are there more surprises waiting?
How could admin expenses swell so much? Previous GLO and HUD audits suggested that the department was understaffed. And McCasland claims he held admin expenses below 13%. And typically, first-year admin startup costs for a new program run about 20-30% of the total allocated for the entire program. They don’t consume 4+ years of budget in one year.
Does the City’s accounting software need improvement? The City doesn’t even recognize liabilities incurred to HUD and the GLO. It only covers the general fund.
Were these numbers being timely reported to the Mayor? Bynam and Jones say they reported them to McCasland every month, and that McCasland supposedly discussed them with the Mayor. But Bynam and Jones claim McCasland kept them out of meetings with the Mayor. So they don’t know what McCasland told the Mayor.
Did McCasland make the Mayor aware of the overages?
What is McCasland’s side of the story?
How is it possible that the City Controller was writing checks and these overages did not show up on a balance sheet?
The City’s general fund advances cash to complete projects in anticipation of reimbursements from the GLO once the work is approved. Are there audited financials that show more detail on how these funds were spent AND additional liabilities which may be accruing?
Why did the City sue the GLO to keep these programs last year if they were losing so much money?
Rule #1
Rule #1 in business is that when you’re in a hole, stop digging. Evidently, NO ONE at the City got that memo.
Posted by Bob Rehak on 10/7/2021
1500 Days after Hurricane Harvey
The thoughts expressed in this post represent opinions on matters of public concern and safety. They are protected by the First Amendment of the US Constitution and the Anti-SLAPP Statute of the Great State of Texas.
https://i0.wp.com/reduceflooding.com/wp-content/uploads/2021/06/20210626-RJR_8687.jpg?fit=1200%2C800&ssl=18001200adminadmin2021-10-07 22:05:122021-10-08 10:52:11Bombshells in Council Meeting Raise More and Bigger Questions about Housing and Community Development
The agenda is scant. It entails a Housing and Community Development “Financial Update” with three speakers:
Keith Bynam, Deputy Director, Housing and Community Development
Temika Jones, Chief Financial Officer, Housing and Community Development
Andy Icken, Chief Development Officer, Mayor’s Office
I asked Mayor Pro Tem Martin for more detail. He replied, “Fiduciary update on City of Houston Housing, specifically CDBG and DR-17, and the status of the investigation from the City Attorney regarding his decision to bring in outside Firms and appropriate resources to ensure independence and completeness.”
Turner Vigorously Denies Allegations
The last part about the City Attorney refers to a self-investigation Mayor Sylvester Turner launched in the wake of explosive allegations by Tom McCasland, Housing and Community Development’s former director. Turner fired McCasland two weeks ago after McCasland accused the Mayor of improperly influencing the award of a housing grant. The Mayor skipped over the top seven recommendations by McCasland’s department to pick the eighth ranked project. The Mayor’s selection would have delivered one quarter of the affordable housing for basically the same price as the four projects recommended by the Department of Housing and Community Development. It just happened to turn out that the Mayor’s former law partner, Barry Barnes, is also a stakeholder in the eighth ranked project.
I spent the better part of the day reviewing complex documents in this case. I will post them below with some brief comments for those who like to refer to original source materials.
The 110-page contract between the GLO and City of Houston for $835 million. This is a subset of the $1.2 billion original contract that became the subject of a lawsuit between the same two parties last year. It lays out the expectations for each party, allocates totals to each program, sets performance goals for each, and lists deadlines. The Mayor signed it on Page 104.
The agenda for a review and a list of requested documents. Some of the acronyms in this may be puzzling. MQA stands for “Monitoring Quality Assurance.” MFRP stands for Multi-Family Rental Program. Page 4 lists the purpose of the review. Page 5 lists the scope. Page 11 lists the items that the City had not yet supplied as of 9/30/2021. Page 12 explains regulations that could penalize the City if it fails to provide the requested records.
The 40-page 2021 Notice of Funding Availability (NOFA) refers to Round 3 of the Disaster Recovery (DR-17) and Multifamily Program. It lays out the ground rules and selection criteria for the controversial Clear Lake apartment complex preferred by the Mayor. This was the “report card” for companies submitting proposals. It told them how they were going to be graded – i.e., what would increase or decrease their chances of success. It includes such factors as “flood resilience,” “experience,” “project readiness,” “cost reasonableness,” “disaster-recovery construction standards,” “location relative to the floodway,” and more.
Significantly, in the last document, the City’s Chief Procurement Officer, Jerry Adams, promises, “Bid proposals will be reviewed, underwritten and scored to select awardees based on a predetermined set of criteria outlined in the NOFA.”
Is There a Contract?
Yes and No.
No, in that a contract has not been signed with the Mayor’s hand-picked developer. The developer has not been paid any money. GLO has not even received a recommendation yet as to the developer. Everything blew up on the launching pad before things got that far.
However, the GLO and HUD contend that the NOFA is a contract. It obligates the City to solicit proposals according to criteria that have been agreed to beforehand.
The documentation calls into question whether bypassing seven higher scoring proposals in favor of a lower scoring project might violate the NOFA and federal procurement process regulations.
Here are some important federal requirements listed in the Code of Federal Regulations under 2 CFR Part 200:
Appendix I to Part 200 – Full Text of Notice of Funding Opportunity: “The intent is to make the application process transparent so applicants can make informed decisions when preparing their applications to maximize fairness of the process.” (E. Application Review Information)
§ 200.319 Competition: “All procurement transactions for the acquisition of property or services required under a Federal award must be conducted in a manner providing full and open competition consistent with the standards of this section and § 200.320.
From that perspective, there was and is a contract. As this controversy plays out, the contract question will likely play a central role. Don’t be fooled if someone says, “There was no contract.” Clarify what that means.
The thoughts expressed in this post represent opinions on matters of public concern and safety. They are protected by the First Amendment of the US Constitution and the Anti-SLAPP Statute of the Great State of Texas.
https://i0.wp.com/reduceflooding.com/wp-content/uploads/2021/10/20210520-RJR_6964.jpg?fit=1200%2C800&ssl=18001200adminadmin2021-10-06 21:52:062021-10-07 08:15:30Special City Meeting Thursday At 2 PM Will Address Multi-Family Housing Flap
The Houston Chronicle and Ted Oberg, ABC13’s investigative reporter, both filed new stories Tuesday about the controversy surrounding Houston Mayor Sylvester Turner and the City’s troubled Housing and Community Development Department. The story blew up on September 22 and immediately triggered a fraud investigation by the Texas General Land Office and the US Department of Housing and Urban Development. According to today’s stories, Harris County District Attorney Kim Ogg has also opened an investigation into the multi-family housing deal at the heart of the controversy.
Mayor Recommends Deal with 4X Less Bang for Bucknbg
Tom McCasland, the former department head, accused the Mayor in an open City Council Meeting of unduly trying to influence the outcome of a grant. The Mayor promptly fired McCasland. The deal favored by the Mayor would have sent millions of dollars in business to the Mayor’s former law partners although McCasland explicitly said he was not accusing the Mayor of fraud.
In the “what was he thinking department,” the Mayor also asserted that it was his right to award the project to the firm of his choice and overrule McCasland’s recommendation even though four times more affordable housing units could have been built for the same amount of money had Turner followed the recommendations of McCasland’s department.
Ogg Investigation Reportedly Looks Back into Old Deals Too
Allegedly, the investigation is widening. Oberg’s story said, “13 Investigates has also learned the District Attorney is asking for more – and this time far more detailed information – about contracts, agreements, invoices and all available payment information related to payments to Barry Barnes and Associates in 2018 and 2019.”
Mayor Turner’s office said in a statement, “The City has received no notice of an investigation. The DA asked through an informal request for all city policies and procedures related to procurement and the letting on contracts.” The mayor denies having done anything wrong.
McCasland declined to comment, as did Ogg. “Out of fairness to all involved, we neither confirm nor deny potential investigations into any matter until and if a charge is filed,” said Dane Schiller, Ogg’s spokesperson.
In separate news, the City’s Housing Committee will reportedly hold a hearing Thursday, October 7, at 2 pm on this matter and broadcast the meeting on its internet site. The Mayor is expected to tell his side of the story at that time.
More news to follow.
Posted by Bob Rehak on 10/5/2021
1498 Days since Hurricane Harvey
The thoughts expressed in this post represent opinions on matters of public concern and safety. They are protected by the First Amendment of the US Constitution and the Anti-SLAPP Statute of the Great State of Texas.
https://i0.wp.com/reduceflooding.com/wp-content/uploads/2019/03/Turner.jpg?fit=1500%2C1125&ssl=111251500adminadmin2021-10-05 21:22:402021-10-05 22:13:41Chronicle, ABC13 Report Harris County District Attorney Opens Investigation into Mayor
Mr. Kelley employs a narrative approach in writing this book. It literally represents a six year voyage of discovery for him that started with a recreational journey down the Ohio River in a small boat. Before the book ends, Kelly takes us along the route of Lewis and Clark up the Missouri River to the Dakotas and Nebraska. He also takes us down the Mississippi from Illinois to to Louisiana and the Netherlands. And on a jaunt through history with the Army Corps of Engineers, French explorers, Mark Twain, William Faulkner, Thomas Jefferson, and Ulysses S. Grant.
Along the way, we learn about dikes, dams, diversions, cutoffs, and other flood-control measures superimposed on the American landscape in a well-intentioned effort to foster commerce and protect people.
Mr. Kelley has a gift for explaining complex engineering projects in down-to-earth ways that non-technical people can easily understand. And he describes those projects through the eyes of hundreds of interviewees whose lives have somehow been affected. It all underscores the difficulty of flood mitigation at the intersection of engineering, politics, and geology.
Unintended Consequences
From oystermen in Louisiana whose catches have been affected by fluctuating salinity to Sioux in Nebraska forced to relocate villages, first due to dam construction and then again due to sediment build up. Kelley’s stories about sediment buildup behind dams reminded me of the challenges faced by Lake Houston Area residents after Harvey living downstream from 20 square miles of sand mines.
Other Parallels
The beauty of Kelley’s book is that even though the lessons learned come from other watersheds, many of those lessons can be applied to our own. As I read it, I found myself thinking back to stories I had reported during the last four years.
One of Kelley’s more gripping stories was about an Army Corps commander being forced to decide whom to flood during a major storm – the town upstream or the farmers downstream – and the political uproar that ensued. Remind anyone of the Lake Conroe release?
Another gripping story pitted the people on one side of the Mississippi with those on the other. Armed residents on each side patrolled dikes during a major storm, fearing sabotage from someone on the other side. Letting floodwaters escape through one dike would take pressure off the other and thereby prevent flooding on the other side.
Ounce of Prevention Worth a Half Billion $ of Cure
Then there were the stories about the hundreds of millions spent to mitigate flooding when damage to property could have been avoided for free just by building homes in less flood-prone areas. Alas, that would have required some private properties to be conserved for the public good – which led to a discussion of the political will (or lack thereof) to exercise eminent domain.
Those hundreds of millions, of course, turn into a tax on children and grandchildren over time. But expedience being the better part of re-election campaigns, it’s easier for politicians to say, “We’re going to fix it,” rather than “We’re going to take your property to save your neighbors.”
Relocating Problems
But the most tragic parts of this book were the stories about trying to outmuscle Mother Nature and how flood-control efforts in one area often simply relocated problems to another after a while. It made me thankful that one of Harris County Flood Control District’s core values is not flooding one area to save another. Time and again, throughout the pages of this book, you saw that scenario play out.
If you’re looking for insight into the dilemmas that engineers face everyday, this book is for you. It will help you understand the agonizing tradeoffs that professionals often have to make.
Posted by Bob Rehak on 10/5/2021 based on a book by Tyler Kelley, with thanks to Beth Leggieri for the recommendation
1498 Days since Hurricane Harvey
https://i0.wp.com/reduceflooding.com/wp-content/uploads/2019/08/766866365_e2000a2d1c_o.jpg?fit=475%2C575&ssl=1575475adminadmin2021-10-05 18:38:492021-10-05 18:45:46Recommended Reading: “Holding Back the River” by Tyler J. Kelley
Since my last update, Kingwood Middle School (KMS) reconstruction has progressed nicely despite heavy rains and a tropical storm in the last month. My rain gage, a few blocks away recorded more than 11 inches of rain in the last 30 days – almost triple the average for September.
My last update on August 20 showed that contractors had erected most of the structural steel, but large parts of superstructure were still open. Today, almost the entire roof is on and most of the structure has been walled or glassed in.
Photos Showing Status of KMS Reconstruction as of 10/3/21
Here are pictures of KMS reconstruction taken this afternoon with a drone.
KMS reconstruction as of 10.3.21. Looking SE from over Woodland Hills Blvd.
Looking N across roof of old KMS. Woodland Hills Blvd on left. Note how left (western) part of building is already bricked in. When new KMS is complete, the old one will be torn down.
Plans call for reconstructing the athletic fields on the site of the old school and building a permanent, larger detention pond where the circular drive in the foreground is.
It’s hard to tell from this angle, but temporary detention pond had barely emptied from yesterday’s deluge.Only one small section in lower left remains without roof. The new KMS will go up instead of out to create the needed capacity for studentsAs construction moves in phases from NW to SE, you see different degrees of finish.
For this round of funding, the TWDB selected 19 sub-applications from local government entities. After screening, FEMA eliminated 6 and identified 13 “for further review.”
Here’s a summary from the TWDB of what they will vote on.
Harris County Drainage Project in Bear Creek Village
Bear Creek Village is located on the west side of the Addicks reservoir near Highway 6. This is an $11.3 million project of which the federal government would pay $8.5 million.
The Harris County project would mitigate 1,421 structures. The current storm sewer system is designed for a 3-year event and is inadequate to collect and drain extreme event runoff. The proposed drainage improvements are intended to provide an additional flow path, so that excess storm water is contained within street right-of-way to an outfall. The project will incorporate a combination of channel construction, street regrading, and enhancement of outfalls. The project has a positive Benefit-Cost Ratio of 1.09.
Harris County Flood Control District Single-Family Home Acquisitions
Total cost = $16.7 million with federal government paying $14.7 million.
Harris County Flood District seeks to mitigate 61 structures: 23 Severe Repetitive Loss structures, 17 Repetitive Loss structures, and 21 at risk of continual future flooding. HCFCD would acquire and demolish structures, then convert the land to open green space. The project has a positive Benefit-Cost Ratio of 1.09.
Harris County Flood Control District Commercial Acquisition
This is a $3.7 million buyout with the federal government picking up the whole tab.
Harris County Flood Control District wants to buy out a hotel on the east freeway with a severe repetitive loss history. HCFCD would demolish the property and convert the land to open green space. The project has a positive Benefit-Cost Ratio of 1.84. The grant application notes that since 1979, FEMA has paid out $8 million in NFIP claims on this property.
City of Houston Single-Family-Home Elevation Project
Total Cost $1.5 million (all paid by federal government) to elevate 5 severe-repetitive-loss homes ($300,000 each). All would be elevated at least 2 feet above the 500-year floodplain. That would hopefully reduce or eliminate future NFIP claims. The project has a positive Benefit-Cost Ratio of 1.1.
Jersey Village Single-Family-Home Elevation Project
Total Cost $4.9 million with federal government covering $400,000.
Jersey Village seeks elevate 16 structures: 10 are Severe Repetitive Loss, five Repetitive Loss and one at risk of continual future flooding. Elevation will raise structures one-foot above Base Flood Elevation per the City’s freeboard requirements. The project has a positive Benefit-Cost Ratio of 1.32.
Montgomery County Single-Family-Home Acquisition and Demolition
Total Cost = $12.6 million with federal share of $12.4 million.
Montgomery County seeks to mitigate 40 flood prone structures (31 Severe Repetitive Loss and 9 Repetitive Loss structures) by acquisition, demolition, and the conversion of land to open green space. The project has a positive Benefit-Cost Ratio of 1.36.
Tammy Gunnels’ Home in Porter is an example of a Severe Repetitive Loss Home. It flooded like this 13 times in 11 years and was bought out yesterday as part of another Montgomery County grant.Before the buyout, it cost FEMA more than 3 times its fair market value and would have continued flooding had nothing been done.
Pearland Single-Family-Home Elevation Project
Total Cost $500,000, all covered by federal government.
The City of Pearland seeks to mitigate two Severe Repetitive Loss structures by elevation one-foot above the Base Flood Elevation per the City’s freeboard requirements. The project has a positive Benefit-Cost Ratio of 1.08.
Taylor Lake Village Single-Family-Home Elevation Project
Total Cost $2.77 million with federal government covering $2.75 million.
Taylor Lake Village wants to elevate eight Severe Repetitive Loss structures and one Repetitive Loss structure one foot above the 100-year flood level. The project has a positive Benefit-Cost Ratio of 3.1.
In each of the projects above, the owners have all voluntarily committed to the elevation or demolition of the structures.
Recommendation of TWDB Staff
The Executive Administrator of the TWDB recommends that his board approve all these grants. This program meets the agency’s objectives of providing financial assistance to communities to reduce or eliminate the long-term risk of flood damage and to become more flood resilient.
https://i0.wp.com/reduceflooding.com/wp-content/uploads/2018/12/Gunnels_01_01.jpg?fit=1500%2C844&ssl=18441500adminadmin2021-10-02 21:19:082021-10-02 21:19:12TWDB To Vote on Accepting $63.6 million in FEMA Flood Mitigation Assistance Grants
I first interviewed Tammy Gunnels and her husband Ronnie almost three years ago. They had flooded ten times at that point even though they weren’t in a flood zone. The Gunnels are devout people and prayed for a buyout. Friday, their prayers were answered. Here is the story of how their faith and persistence paid off in the long run. This interview also included Morgan Lumbley, the Disaster Recovery Manager for Montgomery County who guided the Gunnels through the application process.Ironically, the skies unleashed torrential rains just before the closing. But this time, everyone was smiling instead of worrying.
Ronnie Gunnels (left), Morgan Lumbley (middle), Tammy Gunnels (right) at Chicago Title in Montgomery for closing.
Early Frustration
Bob: You flooded 13 times in 11 years. Tell me how you finally got the buyout offer.
Tammy: After Harvey, one of my cleaning clients who’s an attorney vowed to find a way to get us a buyout. She put me in touch with the Office of Emergency Management for Montgomery County. Initially, they told me there were no open programs available.
Tammy: That was in 2017. Then in May of 2019, we flooded twice – on May 3rd and again on May 7th. Once more, I contacted their office and went to commissioners meetings, begging for a buyout. But nothing happened. After we flooded a third time that year during Imelda, I called their office just to scream and holler and cry into the phone. But this time, Morgan answered. I told her our story and by the end of the conversation, she was crying and promising that she was going to do everything she could.
Patience Finally Pays Off
Bob: And she wrote a beautiful note.
Tammy: She put it on her computer where it stayed until today. It says, “No one before Miss Tammy. Number one priority.” Later, she called back and said, “Look, I’ve found a couple programs. Which do you want to go with?” I said, “I don’t care. The quickest. Just get us out of this house.”
When Morgan Lumbley came to the Gunnels’ closing today, she brought the note she wrote during her first phone call with them.
Initially, we thought the buyout was going to be done in early 2020. But it kept dragging out. Red tape. Then COVID hit. That changed everything. I would email Morgan nights, weekends, whenever it rained, asking “When?” But never once did she get irritated or say, “I’m doing the best I can.”
All throughout biblical scripture, it says we do not understand His ways or His timing or His plans. If we had been bought out before now, no way would we have gotten the offer we got.
We got full current market value. We hoped the county would pay off the mortgage, which was about $60,000 but FEMA covered full market value…$250,000.
Bob: How did you find these programs, Morgan?
FEMA’s Flood Mitigation Assistance Program
Morgan: There are a couple funding programs for buyouts. The one we got the Gunnels in is FEMA’s Flood Mitigation Assistance Program. It is a “cycle funding” opportunity – available every year. But it’s a competitive grant. So, we have to fill out an application that names the homes you want to buy out – and their values – on the front end. The county collected data for “severe repetitive loss” homes. And when we won the grant, those were the people who got offers.
But buyouts are probably the slowest of all the mitigation processes. So, sometimes people drop out before deals close. And when they do, that opens up room for others.
Bob: Is that how Tammy and Ronnie got in?
Morgan: Yes. Tammy and Ronnie could also have qualified through a HUD program, but we focused on FEMA’s, because they had a current National Flood Insurance Program (NFIP) policy. It was also based on their flood losses. They were considered a “severe repetitive loss.”
Active Flood Insurance Key to Buyout
Not counting our own personal funds, NFIP spent three quarters of a million on that property. They could have bought us out five times.
Tammy Gunnels
Tammy: People said we should just walk away. But we literally had no place to go. When you flood, yeah, you get insurance. But the lien holder on your home gets the money. The lien holder releases it in increments so that you make the repairs. And they inspect the repairs before releasing the next payment. There IS no walking away. Most people don’t understand that. You don’t have money to go anywhere.
We had already drained Ronnie’s 401K and every bit of savings we had. We’re at the age that we’re supposed to be looking forward to retirement. But we don’t. I have nothing left from my kids from when they were growing up. The childhood memories – all those silly little pictures they make for you in birthday cards – I have none of that left. The floods took everything. This has aged us physically and mentally by years.
Ronnie and Tammy as they sign the last of the closing papers.
Ronnie: When we first got insurance, it was fairly cheap and then once we flooded, it skyrocketed. We were just going to handle the losses ourselves. But our neighbor said, “If you’re not insured, you can’t be on any buyout list. That woke us up. We said, “We’ve got to get back on insurance.”
The 13th Time is the Charm
Bob: So Morgan, put this in perspective for me. Flooding 13 times. Where does that rank?
Morgan: 13 is a lot.
Bob: Is it a record?
Morgan: Of those that have come across my desk, it definitely is! Five or six is pretty common, maybe even seven. But 13 is a lot. I think that’s what got me the most. To hear that someone has flooded that many times!
Tammy: Morgan says she’s the low person on the totem pole, but she’s on a throne in my heart forever.
Home Will Be Demolished and Lot Turned to Green Space
Bob: What will Montgomery County do with the home you just bought?
Morgan: Demolish it. The land will be regraded and then it becomes green space to restore the natural flood function. Nothing else. Another residential structure cannot be built on that land.
“I just want to be a normal person again!”
Bob: Tammy, where do you go with your life from here?
Tammy: I don’t think we’ve even thought about it. For the last 13 years, we haven’t been able to plan anything.
Ronnie: We’re just hoping we don’t freak out every time it rains.
Tammy: I just want to go to sleep at night without pacing the floor, wondering when the next flood will hit, and whether the water will come in through the front door, the back door or the patio. I just want to be a normal person again.
Advice for Home Buyers: Research, Ask Right Questions
Bob: What advice would you give people looking for a home to buy?
Morgan: Research! Research is the biggest thing. Diligent research. Too many people take information at face value. They look at the seller’s disclosure. And it asks, “Has the home flooded?” But it doesn’t say when. And it doesn’t say how many times. And no one has to tell you that. Also, the damage amount is not indicated anywhere. And no one has to disclose that either.
If you’re looking at a house, go over to the neighbors. Knock on doors and ask, “Did you flood? Do you know if that house flooded? How high did the water get in your yard? Those are questions that you want to ask.
Ronnie: I’m guilty. I didn’t ask the right questions.
Morgan: A lot of people, when they go looking for their forever home, they’re looking at granite countertops. Is the backyard big enough for the kids? But the questions they really need to ask are, “Am I near a flood plain? Has this house been flooded? How many times? How high? Those kinds of things.”
Tammy: She is exactly right. EXACTLY.
Posted by Bob Rehak on October 1, 2021, based on an interview with Tammy and Ronnie Gunnels, and Morgan Lumbley
1494 Days since Hurricane Harvey
https://i0.wp.com/reduceflooding.com/wp-content/uploads/2021/10/20211001-RJR_8842.jpg?fit=1200%2C741&ssl=17411200adminadmin2021-10-01 20:39:192021-10-02 10:02:38MoCo Couple That Flooded 13 Times in 11 Years Finally Gets a Buyout
