Remember when at the May 14th Town Council Meeting, the $330,000 Fire Engine through a grant through USDA was discussed? Based upon a $330,000 Fire Engine, the USDA Rural Development Grant would assume 75% of the total cost while the Town would be responsible for the remaining 25%. The amount the Town would be responsible for would be in the form of a low-interest loan like the Town paid off the last loan payment of $9,416 for the brush truck and when one of the councilors asked whether a more reasonable fire engine could be purchased, this is the information I took down:
The Fire Engine cost is $330,000 with $10,000 paid in Legal expenses. That means we would have a Loan payment of $180,000 for 15 years at 4.25% interest at a loan amount payable of $16,476 annually.
If we lowered the cost of the new fire engine so that our payments were reduced from $16,476 our loan amount for 15 years would be $11,899 for $130,000; for $140,000 it would be $12,815; for $150,000 it would be $13,730.
My question is this: When did the Council decide what could be afforded for the Fire Engine because this week Stacy Tebo will be working on the paperwork? Obviously we are going to ask for the maximum of $330,000 in our application which is due.
This all started when our manager Stacy Tebo advised the council that she wished authorization for Vice Mayor McKenzie to sign the application Ms. Tebo is completing, not Helen Miller, the Mayor. Of course this motion was made and carried. Mayor Miller made no objection.
Under our Charter, and we know how Ms. Tebo loves to mention the charter when something is considered favorable for her, but not when it is favorable for someone else, she will not follow or mention what the Charter states. This is what is stated:
(1) Presiding Officer. The Mayor shall be the presiding officer of the Town Council and shall conduct all meetings in accordance with Roberts Rules of Order. The Mayor shall vote on all matters as a regular member of the council.
(2) Official Head. The Mayor shall be recognized as the official head of the Town by the courts; by the Governor for the exercise of military law and for all ceremonial services.
Why is it then that when every other Mayor signed all resolutions and ordinances as well as applications for grants, our Mayor Helen B. Miller was not allowed to do so? Was this bias on the part of Ms. Tebo again or was it because Mayor Miller was the only councilor not voting on securing the grant because our town cannot afford it? Tebo is a piece of Work and again it is a strike against her performance of duties. Remember when Tebo got upset because another person in DeBary signed paperwork that she the Town Clerk should have signed. She raised a riot about it, called the councilors called the attorney and would not believe the attorney or Dan Parrot and made it an issue in her EEOC and Legal documents. I guess Tebo is above the Law, right?
Of Course there was Walter McKenzie whose face lit up like a Christmas Tree; he has always been the bridesmade (Vice Mayor) but never the bride (Mayor) and he so wants to be Mayor. What a joke. If this is an ongoing thing by Ms. Tebo who did not give an explanation as to why the Official Head of the Town was not allowed to signed paperwork, this is another reason to let Tebo go. We do not need people like her since the Manager has all the authority and the Council very little. This is how the Florida Municipal Manual stipulates our form of Government: You will note that the Town Manager is supposed to be efficient, handle administration and competently perform her duties as well as being non-political but that is not what happens in White Springs. The Council needs to terminate her employment so that we can make White Springs Great Again with a new Fire Department, a police department that is not neutered and hire a Manager who knows how to handle money and not make the Town of White Springs broke and near bankruptcy. Shame on you Walter for not saying the Mayor should sign. But of course Mayor Miller would find discrepancies whereas you don’t follow the law and wouldn’t even catch a discrepancy if you tried.
D. COUNCIL-MANAGER FORM
One of the key elements in 20th-century municipal reform has been the proposition that a strong
and non-political executive offi ce should be the administrative centerpiece of municipal government.
This concept has been implemented in thousands of American cities in the 20th century by the adoption of the council-manager form of government. This form parallels the organization of the business
corporation: voters (stockholders) elect the council (board of directors), including the mayor (chairman
of the board), which, in turn, appoints the manager (chief administrative offi cer). Unlike the two councilmayor forms, where the emphasis is on political leadership, the prevailing norms in the council- manager form are administrative competence and effi ciency.
Under the council-manager form, the manager is the chief administrative offi cer of the city. The
manager supervises and coordinates the departments, appoints and removes their directors, prepares
the budget for the council’s consideration, and makes reports and recommendations to the council. All
department heads report to the manager. The manager is fully responsible for municipal administration.
The mayor in a council-manager form is the ceremonial head of the municipality, presides over
council meetings, and makes appointments to boards. The mayor may be an important political fi gure,
but has little, if any, role in day-to-day municipal administration. In some council-manager cities, the offi ce of mayor is fi lled by popular election; in others, by council appointment of a council member.
5 l 2013 – Chapter 2
The council-manager plan, fi rst used in 1908 in Staunton, Va., received nationwide attention six
years later when Dayton, Ohio, became the fi rst sizable city to adopt it. Thereafter, the plan’s popularity
enjoyed steady but not spectacular growth until after World War II. At that time, many municipalities
were confronted with long lists of needed services and improvements that had backlogged since the
Depression years of the 1930s. Faced with such challenges, many municipalities adopted the councilmanager form. The plan has been especially attractive to small- and medium-sized localities. It is used
in a majority of American municipalities with populations of 25,000 to 250,000. It has been strongly
promoted since the 1920s by the National Civic League.
The council-manager form is widely viewed as a way to take politics out of municipal administration. The manager himself is expected to abstain from any and all political involvement. At the same
time, the council members and other “political” leaders are expected to refrain from intruding on the
manager’s role as chief executive. Of course, the manager, who is hired and fi red by the council, is subject to the authority of the council, but council members are expected to abstain from seeking to individually interfere in administrative matters, including actions in personnel matters. Some city charters
provide that interference in administrative matters by an elected city offi cial is grounds for removal of
the elected offi cial from offi ce.