The wife of a 40-year-old Kingsland man killed by Llano County deputies in 2022 filed a federal civil rights lawsuit on April 11 against the county, the Sheriff’s Office, Sheriff Bill Blackburn, and deputies Bryon Cervantez and Randy “Ty” Shaw. It is the fifth lawsuit that Llano County now faces in U.S. District Court for the Western District of Texas, Austin Division, and the second dealing with excessive force by the sheriff’s office.

Harrod v. Llano County et al. was filed by Kaplan Law Firm on behalf of Jillian Harrod, wife of the late Justin Harrod. The suit charges the Sheriff’s Office with excessive use of force in violation of Justin Harrod’s civil rights as outlined in the Fourth Amendment to the U.S. Constitution, which protects against unreasonable searches and seizures.

Officers were called to the Harrod home on Eula Lane in Kingsland on Oct. 23, 2022, by Jillian Harrod, who reported her husband was drunk and possibly suicidal. According to footage from a body camera worn by one of the deputies, Justin Harrod was found passed out face down on his front lawn with his hands on each side of his head. He was lying on top of a gun. 

“The police told Mr. Harrod to both ‘Get away from the gun,’ but also instructed him to not move, instructions that directly conflict with each other and would therefore be impossible to follow,” reads the complaint. 

The situation lasted for 18 minutes with five deputies shouting at the prone, intoxicated man. When Justin Harrod yelled back, he was hit with a taser, according to the plaintiff’s original complaint.

“The moment the taser was deployed, Defendant Cervantez and Defendant Shaw knowingly and intentionally shot Mr. Harrod multiple times with their service weapons with the intent to kill,” the complaint continues. “Defendant Cervantez and Defendant Shaw shot and killed Mr. Harrod even though he never pointed a weapon in their direction.” 

Justin Harrod was then handcuffed and loaded into an ambulance. A helicopter was deployed to take him to an Austin hospital, but he died before it arrived, LCSO Chief Deputy Brian Evans told DailyTrib.com in 2022. 

Kaplan Law Firm claims the Llano County Sheriff’s Office is liable for failing to train its deputies, citing Monell v. Department of Social Services of the City of New York as established law in the area. 

The plaintiff is seeking actual, compensatory, and exemplary damages, court costs, attorney fees and expenses, and any further relief the court “deems proper and just under the circumstances.” 

suzanne@thepicayune.com

The Lower Colorado River Authority recently broke ground on a second peaker unit in Caldwell County that will double the energy production available during times of high demand.  

“When (power) grid demand is at its peak, peaker plants like this facility can quickly span up to ensure that the grid remains strong, even as we set new demand records every summer,” said Texas Gov. Greg Abbott, who attended the April 9 groundbreaking. “These plants will provide Texans with the power they need for their homes and businesses and help ensure we have the resources needed to power a bigger, better Texas.”

The new unit joins one already under construction on a 51-acre site in Maxwell near San Marcos. Together, the two units will provide 380 megawatts of power and create 300 new jobs in the area. The first unit is expected to be completed in 2025; the second in 2026.

A name for the new facility was announced at the groundbreaking: Timmerman Power Plant, after current LCRA Board of Directors Chair Tim Timmerman, an Austin real estate investor/developer who has served in that position since 2011. He has been on the board since 2008.

“This is a great project for LCRA and a great project for the state of Texas,” Timmerman said at the groundbreaking. “I had no idea about the name until today, and I’m speechless. I’m honored beyond what words can express.”

While announcing the name, LCRA General Manager Phil Wilson said Timmerman has played a key role in expanding LCRA’s power portfolio to include the new plant.

“Tim Timmerman has been a champion of these peaker units from the beginning, and naming this plant in his honor is a fitting legacy to the strong vision and leadership he has displayed since he joined the LCRA board 16 years ago,” Wilson said.

Each of the two units can supply up to 190 megawatts of dispatchable power to the state grid. When operating at full capacity, the Timmerman Power Plant will be able to supply enough electricity to power more than 100,000 homes during periods of peak demand.

editor@thepicayune.com

A Llano City Council candidates forum is 6 p.m. Tuesday, April 16, in the Llano Independent School District Community Room, 1400 Oatman St. Six candidates are vying for three places on the council in the May 4 election.

Early voting runs April 22-30.

The forum will consist of a moderated question-and-answer session followed by a meet-and-greet with the candidates.

Incumbent Laura Almond is running for re-election. Current councilors Wayne DeCesaris and Eugene Long chose not to run as their terms are expiring. Candidates Kelli Tudyk, Shaden Allen, Melissa Baugus, Julie Ireland, and Les McDaniel are also on the ballot. The top three vote-getters will be seated on the council. 

dakota@thepicayune.com

Board candidates for the Llano school district and Kingsland Utility Municipal District talked about the issues and connected with voters during an April 12 forum hosted by the League of Women Voters Hill Country chapter at the Kingsland Library.

Election Day is May 4. Early voting is April 22-30.

“We are trying to do our best to take care of democracy and to help you make informed decisions,” said chapter President Janice Zitelman at the outset of the forum.

The League of Women Voters is an unbiased voting advocacy group founded over 100 years ago. The Hill Country chapter covers Llano, Gillespie, Blanco, Kerr, Kendall, and Bandera counties.

All candidates were given three minutes to introduce themselves and three minutes for closing remarks. Each had one minute to answer questions, all of which came from the audience.

LLANO ISD BOARD

Llano Independent School District trustees serve staggered three-year terms on a seven-place board. Places 1 and 5 are up for election on May 4. Trustees vote on LISD policies and budgets.

PLACE 1

Incumbent Rob Wilson and challenger Pamela Huston are running for Place 1. Huston was not present for the forum and did not provide responses to questions from the league.

Wilson is an attorney who has lived in Llano County for 22 years. He has three children attending Llano High School and has spent nine years on the LISD board. He also has over 20 years of experience representing foster children and Child Protective Services in the legal system.

“What I want to do is build on the success that we’ve got and find new and innovative ways to give the children and the students the future that they deserve,” he said.

PLACE 5

Incumbent Dean Campbell and challengers Reed Norman and Penny Wimberly are running for Place 5. Campbell responded to questions from the league but was not present at the forum. Norman and Wimberly attended and took questions from the audience.

Norman graduated from Llano High School, served on the Marble Falls City Council for over 13 years, and describes himself as an entrepreneur with a mind for numbers. He coached student golfers and establish golfing programs at schools across the Highland Lakes.

“I failed the second, the third, the fourth, the fifth (grades), I was failing the sixth grade, and then I came to Llano and the teachers believed in me,” he said. “It still haunts me at 66 years old that I can’t spell and my grammar is bad, but I thank the Lord that I went to Llano Junior High and high school and I had teachers that pulled me out.”

Wimberly has lived in Llano County for over nine years, has taken in over 30 children through the foster care system, and is a court-appointed special advocate for CASA of the Highland Lakes Area. Her children went to Packsaddle Elementary School in Kingsland. She also served as a substitute teacher at Llano Junior High School and Llano High School.

“I will advocate to strengthen programs and resources for struggling students to help them reach their full potential,” she said. “I was that at-risk student and was blessed to be surrounded by a supporting community. Together, we can make a positive difference in the lives of our students.”

The LISD trustee candidates were asked 11 questions from the audience. DailyTrib.com staff chose to feature just four of the questions and the candidates’ responses in this story.

QUESTION 1

What do you think is the most serious or urgent issue facing Llano ISD in the next 10 years?

WIMBERLY: “I think growth is something that we’re really going to need to think about.”

Growth is coming, she said, especially in Kingsland. She mentioned that more planning and foresight would be required to prepare the district for a future Class 4A designation. Llano is currently in Class 3A.

WILSON: “It’s hard to predict 10 years out, but sustaining our success is what’s really on my mind.”

Wilson also named growth in the district, especially in Kingsland, as LISD’s greatest challenge. He noted that he and the other trustees have been addressing that growth through a $37 million bond passed in 2023, $15 million of which will go to improving Packsaddle Elementary.

NORMAN: “We need to stop paying the hierarchy and give that money to the teachers.”

Norman wants to make sure teachers can afford to work for LISD. He also said that the growing Hispanic population of Llano County would require bilingual teachers, and the district will have to plan for that.

QUESTION 2

What are your ideas for attracting new teachers to Llano ISD?

WILSON: “We are staffed up. We have had our superintendent for, I think, seven years now. Mason down the road is on their fourth superintendent in three or four years, but we’re stable. We take care of our teachers. We give them a raise every single year.”

Wilson believes the district is doing a good job of retaining teachers and attracting new ones. He also noted it has worked to place teachers in affordable housing and give them more days off.

Norman admitted it was difficult to give a strong answer to this question without seeing the numbers, but he did say providing teachers with district-owned housing was dangerous and could open a Pandora’s box of other public servants wanting the same accommodations.

He suggested tax incentives be used to attract new teachers, but that the district would have to be mindful of “pay compression,” which is when new hires are paid equal to or more than experienced employees.

Wimberly said, in her research, she saw that LISD teachers with five years of experience only made $1,000 per year more than teachers with one year of experience. She also said more bilingual teachers would be needed and that teachers living within the district should work in it and not travel to outside districts for employment.

QUESTION 3

What programs and actions will you push to address the needs of at-risk students?

WILSON: “LISD as a whole has around 65 percent of its students as what we call ‘economically disadvantaged.’ We’re well aware of those kids, and we take care of them every day.”

Norman said “at-risk” students were treated differently in the Marble Falls Independent School District and he would advocate for LISD’s at-risk students in similar situations.

Wimberly saw herself as an at-risk student while in school and said the teachers who believed in her made a big difference.

“I had teachers and staff at the school that took an interest in me and gave me grace and helped me through,” she said. “Our teachers need training that’s specific for these at-risk populations.”

QUESTION 4

Texas House Bill 900 requires sexually explicit materials be removed from school libraries. What policies and procedures can be enacted locally to ensure compliance?

Wilson said the district is already working to put policies in place by the measure’s January 2025 deadline. He noted that, to his knowledge, LISD school libraries did not have any material that falls under the “sexually explicit” description in the bill.

NORMAN: “If elected, I will go in there and find (any sexually explicit books) myself, and if they’re in there and if they’re not, I’m going to let Llano know.”

Norman said it was difficult to judge the situation without seeing for himself firsthand if LISD libraries contain sexually explicit books, but they should be removed if present.

WIMBERLY: “Our school board policy states that each work has to be reviewed in its entirety. We can streamline the process.”

Wimberly suggested removing books not routinely checked out by students that fit the description in HB 900. She also said the district could form a library book purchasing review committee that includes parents to ensure explicit books don’t end up in the libraries in the first place.

KMUD BOARD

Kingsland Municipal Utility District directors serve staggered four-year terms on a five-member board. Places 1 and 2 are up for election on May 4. Directors manage the policies and budgets of the district, which provides wastewater and other community services to a large portion of Kingsland.

Incumbent David Travers and challengers Lewis Young and Joshua Caropepe are running for Place 1. Place 2 incumbent Dianne Wolfington is running unopposed.

The KMUD candidates were asked nine questions from the audience. DailyTrib.com chose to profile the candidates by combining their introductions and their responses.

PLACE 1

Travers is a 25-year resident of Kingsland and has served on the KMUD board for nearly two years. He has a background in corporate leadership and worked for USAA for decades. He spent seven years as the chief operating officer of Farmers Insurance. 

“I have a strong background in finance, project management, strategic planning, and operations and have managed teams large and small throughout my professional career,” he said. “I feel good about where (KMUD) is going. I’m asking you to consider me to continue serving on this board, not because of who I am as an individual but because of the contribution I make to the team that is driving KMUD right now.”

He said KMUD’s greatest strength is its stable finances.

“I can assure you that (KMUD) is well capitalized, it has no debt, and it is efficiently run,” Travers said. “The growth that we’re facing is going to demand that we’re going to have to make significant investments to keep pace.”

Young has over 40 years of experience in utility infrastructure with an emphasis on the transportation and distribution of wastewater. He said his extensive knowledge of project management and Texas Commission on Environmental Quality guidelines make him uniquely qualified to sit on the KMUD board.

A large part of Young’s platform is promising that KMUD employees are well taken care of and the district’s customers are treated with respect.

He talked about how the Kingsland community came together after the 2018 flood that washed away the RM 2900 bridge. He was working for KMUD at the time and this event inspired him to run for the board.

Caropepe is a lifelong Kingsland resident who has worked in insurance and owns a boat rental company. He is married to Packsaddle Elementary School Principal Jennifer Caropepe, and their children attend the school. He said his experience managing his business and interacting with customers as well as his long-term relationships within the community make him an ideal candidate.

“I aim to leverage my leadership skills to guide strategic decisions, foster accountability, and preserve Kingsland’s traditions while ensuring its continued prosperity,” he said.

dakota@thepicayune.com

Petco opens for business on Wednesday, April 17, at 3108 U.S. 281 North in Marble Falls. The 12,000-square-foot pet supplies chain store has been under construction for over six months between Walmart and Lowe’s.

A Petco Family Fest to celebrate the grand opening is from 10 a.m.-3 p.m. Saturday, April 20. Plans include food, music, games, and more. Guests are encouraged to bring their furry friends.

Petco Animal Supplies Inc. operates more than 1,500 locations across North America.

nathan@thepicayune.com

Fresh Air & Food Park, a new food truck park and community space at 4350 Cottonwood Drive in Cottonwood Shores, is set to open by mid-May. It will offer four artisan food trucks, pickleball courts, a dog park, a children’s play area, and a wine bar built out of welded shipping containers.

“You can have a glass of wine, let the kids play, and bring your dog,” owner Bob Eveleth said of the new operation. “It’s going to be a cool place to hang out.”

Food trucks on the park’s roster include Pizzapocalypse, OinkMobile, Little House of Cheese, and Skye’s Ice.

“We wanted specialty things that aren’t already along Restaurant Row in Cottonwood Shores,” Eveleth said. 

Restaurant Row is a string of eateries off of FM 2147, including LeStourgeon Seafood Company and Julie’s Cocina.

Eveleth has one mission for the park.

“Fresh Air & Food will be all about the community,” he said.

Visit the Fresh Air & Food Facebook page to stay updated on developments.

nathan@thepicayune.com

Sunrise Beach Village voters will choose among two candidates for mayor and three candidates for two seats on the City Council in the May 4 election. Early voting is April 22-30.

The mayoral race is wide open as current Mayor Chellie Steward did not file for re-election. Running for the position are current councilors Rob Hardy and John Schwin.

Three candidates are vying for two council seats: Mayor Pro-tem Dan Gower is the only incumbent in the field. Also running are Frank Donnell and Jeff Cook. The top two vote-getters win.

DailyTrib.com asked each of the candidates four questions, which were compiled by the editorial staff. Their written responses are below, grouped by question, beginning with the mayoral race.

Each candidate also spoke to KBEY 103.9 FM Operations Manager Ben Shields. Mayoral candidate interviews will be aired on KBEY at noon on Tuesday, April 16. The three city councilor race interviews will air at noon on Wednesday, April 17. 

MAYORAL RACE

QUESTION 1

What are the biggest challenges currently facing Sunrise Beach Village?

ROB HARDY: Challenges facing Sunrise Beach are no different than those facing other communities in Texas. Infrastructure, specifically water, and roads, are some of the most mentioned concerns. In addition, making sure our quality of life is maintained and sustainable is paramount, which includes some of the crown jewels of our City—our parks. 

I will pledge to never consider the sale or transfer of our parks and believe that we can enhance these resources through public and private partnerships. After all, we moved out here for a reason! 

Finally, we must continue to build on our relationships with other local municipalities, counties, and state officials. We are all interconnected, but must never let outside influences dictate how we manage Sunrise Beach.

JOHN SCHWIN: Our public water system is a major challenge now, as it requires a significant investment to upgrade to current standards and overcome the effects of aging pipelines and equipment. More on that in the response below. Other challenges we face are open government, road issues, and development of our five waterfront parks.

As the city’s population has evolved and more part-time residents have transitioned to full-time, our traditional volunteer army has also begun to “age out.” There is now more interest than ever in our government and how we get things done. Rightly so, the residents are demanding to see deliberation and decisions from their elected officials. This challenge can be solved with the right leadership setting the example.

Simply put, our roads are deteriorating. In the words of one resident, they are “melty and crumbly.” And, while we have excellent property in our waterfront parks, we have not developed their potential to encourage and invite our residents’ use. We can begin work on these important challenges with the creation of a Master Plan, vetted through public hearings and refined to create a blueprint for future development on a dedicated timeline.

QUESTION 2

How would you prioritize those challenges and what can the council do to meet the one you placed at the top of the list?

HARDY: To me, all of these issues relate to each other. We do have issues with our Water Department, largely as the result of aging infrastructure. However, we are fortunate that these concerns have begun to be addressed through the foresight of City leadership and dedicated staff. It is paramount that we continue to inform the residents as to plans for continuous improvement, and involve citizens in the execution, and more importantly rationale, for the necessary improvements required for the maintenance of this system.

SCHWIN: By a wide margin, the city’s biggest challenge is our public water infrastructure. The system currently does not meet the minimum standards set by the Texas Commission on Environmental Quality for storage and pumping capacity. In addition, the city’s supply and distribution lines consist of piping of various sizes, materials, and ages. Locations of buried lines are approximate and are typically “field-discoverable” during the process of leak detection and repair. With the system’s current condition, the city is experiencing increased failures and loss of processed water.

I have been an advocate for a focus on the water system and was the primary author of the solicitation for professional engineering assistance to guide the design and implementation of water system improvements. As the plan for the water system has progressed, it has now become clear that the city council will need to discover adequate funding for this large project. As mayor, I will maintain the emphasis on this project and ensure adequate attention to budget control, while directing multiple grant applications to keep the project affordable.

QUESTION 3

Where do you see the city in 10 years and how can you, as a member of the council, contribute to that vision?

HARDY: After living in Travis and Williamson counties for most of my adult life, I have seen firsthand what happens when folks choose to ignore the future. The Texas Hill Country is a beautiful place to live and raise a family, which means that we will continue to grow. A flexible Master Plan that encompasses not just citizen input, but direction and guidance, is a critical piece of our community’s future. This plan must be reviewed continuously by leadership, staff, and most importantly, the residents. 

Plans will outlive current City leadership, and as such must incorporate the ability to take into account possible unforeseen circumstances. We will continue to grow, which means working with community leaders in Sunrise Beach and in the greater Llano and Hill Country is a never-ending endeavor. I would foresee an emphasis on nurturing other sources of tax and other revenue needed for infrastructure and other improvements to be a critical piece in the sustainability of this growth. It’s not a matter of if, but when.

SCHWIN: I see a vibrant, active retirement community, welcoming guests to our award-winning parks and getting there on decent roads! The lake is an obvious draw for our city, and we need to capitalize on that great resource with the community’s input. What does the community as a whole want to see in these parks? How do we pay for the development and maintenance of roads and parks? Should we include roadside walking paths? 

These questions and more can be answered in a Master Plan. We need to approach this with professional assistance to make sure we get it right and that it reflects the entire community’s input, not special interest groups.

As mayor, I will seek to appoint a citizen-led Master Plan Commission, backed by a beneficial budget. The commission will collaborate with a consultant to collect community input and translate it into conceptual ideas for review. I envision public hearings on competing proposals to let the citizens decide which concept best suits our community. Once we have a firm plan, we can then move forward with financing, scheduling, and completing beneficial development for Sunrise Beach. I am ready to get it done!

QUESTION 4

What do you see as the greatest strengths of the city? What are its greatest weaknesses?

HARDY: I am seeking this position to help those folks who make the community the wonderful place that it is, the residents, visitors, and city staff, a voice in the future of Sunrise Beach. These are absolutely the greatest strengths of our City, a City full of volunteers. 

The weakness we might have, like many other cities that are blessed to be in Texas, is complacency. I am here, once again, in a support role, and pledge to always listen. I have no agenda, except to reflect the community. The true measure of a man or woman is how they treat those around them, and I will always strive to make that the guiding principle in my life.

SCHWIN: The strength of Sunrise Beach lies in its people and its location along the banks of Lake LBJ. Comprised of mainly retirees, the community boasts a healthy per capita income, allowing most residents to enjoy a comfortable lifestyle.

These are active and energetic retirees, enjoying many outdoor activities and events. Even more impressive is their interest and ability to volunteer for all kinds of civic and charitable events. From feeding and clothing the needy to checking on home-bound neighbors or cleaning up county roads, it is not hard to find a Sunrise Beach volunteer!

While the community is considered affluent by national standards, it is also considered rural. And this rural quality creates some challenges of its own. 

The biggest issue would be infrastructure—roads and the public water system. With a small rural population, it is difficult to afford the high fixed costs of road construction and maintenance as well as the cost of a public water system. Consequently, the infrastructure has created a drain on the city’s property tax revenue with some necessary maintenance being deferred. We will fix these infrastructure problems with the right plan and the right mayor!

CITY COUNCIL, TWO SEATS

QUESTION 1

What are the biggest challenges currently facing Sunrise Beach Village?

JEFF COOK: Our biggest challenges include improving our infrastructure such as our water system, our roads, and our parks, but at the same time, keeping taxes as low as possible. Our water storage and delivery systems need updating. We have five incredible parks that, with a little improvement could be the envy of the area. Being able to manage projects and operations costs within our budget is the key to meeting these challenges.

FRANK DONNELL: 

ANSWER: 1. The water system needs to be updated, reworked, and some components replaced.

2. Staying aware of the changing state laws and the effect they will have on private property uses.

3. Upgrading parks, continued maintenance, and initiated boat launch fees for non-residence use.

4. Keeping the tax rate down while allowing growth in our community.

5. Encouraging growth that will enhance the city while keeping the community feel we all love.

6. Keeping our streets and roadways maintained.

DAN GOWER: Inflation eats away at our limited tax-base funds. The State limits increases in property taxes, yet we must still support our great city employees and repair roads and our aging water system. 

Operating within the statutory limits imposed on municipalities for taxation in the face of rising costs is our greatest challenge. We must improve our water system and then consider road redesign and improvements. City parks are key and essential to the character of our city and are in need of some changes and added capabilities. 

Keeping our citizens informed so that they trust in our efforts is another challenge. Each of these priorities brings unique problem-solving challenges all the while saving the character and culture of Sunrise Beach Village. 

QUESTION 2

How would you prioritize those challenges and what can the council do to meet the one you placed at the top of the list? 

COOK: Certainly, our water system should be at the top of the list. The city has already begun a process to meet this challenge by hiring an engineering firm to conduct a study to identify specific areas that need immediate attention, plus address the need for a long-term solution. Then, a comprehensive plan can be developed to address the issues and lay out a blueprint to resolve the issues over the long run.  As with any other project, a plan is vital to identify the needs, set goals to meet those needs, and set a schedule to complete them.

As with any infrastructure project, this project will be expensive. The council will need to work together to identify funding sources such as grants, low interest and/or no-interest loans over a long period of time. My goal on council would be to exhaust all options in an effort to keep our taxes as low as possible. 

DONNELL:

A: 1. The water system.

2. State laws and the effect they will have on private property uses.

3. Keeping tax rate down.

4. Encouraging growth that will enhance the city while keeping the community feel we all love.

5. Upgrading parks, continued maintenance, and initiated boat launch fees for non-residence use.

6. Keeping our streets and roadways maintained.

GOWER:

1. Water system. Currently, the city is in the process of executing a project to add another water storage tank as required by the Texas Commission on Environmental Quality using a cost-sharing grant from the American Recovery Act Program. Analysis of the infrastructure has shown many needed upgrades to support this project beyond the simple addition of a new tank. The council must consider additional funding beyond the initial estimated $603,000 price tag. 

2. Roads. Our roads resemble the small lakeside community established originally in the late 60’s early 70’s. In some areas, they are virtually one-lane while in others they are a comfortable two-lane road. Upgrading the road infrastructure will be costly beyond our current maintenance budget and right-of-way and property lines pose significant challenges beyond simply paving over the existing surfaces. It is unwise to begin costly and significant upgrades until our water system is completely documented, repaired, and upgraded. 

QUESTION 3

Where do you see the city in 10 years and how can you, as a member of the council, contribute to that vision?

COOK: One of the biggest reasons I’m running for council is to do everything I can to keep Sunrise Beach Village the safe, quiet, community-oriented city that it is. Those of us who are fortunate enough to live here, love this place and I want our children and grandchildren to enjoy the city as we currently do. So as a member of the council, I would always keep that in mind when considering any proposals brought before the council that would tend to change our current way of life as a city. 

DONNELL:

A: 1. The water system completed.

2. A backup water supply system.

3. Additional police officers on the streets.

4. The ESD system complete.

5. The parks updated, and hike and bike trails in place.

6. Several more commercial businesses. As a member of the council, I would work as a team member with the other members of the council, the city staff, and the voters to achieve the goals that we all would like to see.

GOWER: It’s my desire that in the coming 10-year period the city of Sunrise Beach would mature in our governance, oversight, and planning while retaining the “lake-side-attitude” of friendly neighbors and volunteerism. I do, however, foresee that we will, by necessity, accept some debt necessary to meet those challenges mentioned above. 

I know that I do not have all the answers to how, when, and what funding sources will be used. What I do know is that progress of the nature our citizens desire will take teamwork, planning, and careful decision-making. I am more than willing to sit down with anyone at any time and listen, gather the facts, analyze those facts, and then develop well-thought-out plans for the good of the whole. 

QUESTION 4

What do you see as the greatest strengths of the city? What are its greatest weaknesses?

COOK: Sunrise Beach Village has an incredible police department, volunteer fire department, and city staff. The men and women of these departments are the reasons I mentioned this city is safe and quiet. I further believe our greatest strengths lie within our citizens. Neighbors helping neighbors. We also have the most incredible volunteer organization, the Citizens for Community Action Association “whose mission is to address concerns and promote a sense of community by providing social and community service events.” This group holds fundraising events for funding such things as a pickleball court, walking trails, park improvements, and repairs to the civic center, plus social events like holiday parties and game day. Our people are our strength.

I wouldn’t consider our city has a weakness.  What I would like to see is a bit more small business interest in the city to give the residents more amenities. We currently have a convenience store/gas station that is undergoing a vast remodel.  We also have great citizens running businesses such as a restaurant/bar, a home decor shop, a boat dock builder, several storage units, a hair salon, a massage therapist, a women’s health clinic, and a marina. I would propose a citizens group to get together some ideas for any other small business for the city for the citizens to enjoy. I would also try to work with the postal service to see if we can get our post office back in the city.

DONNELL:

Greatest strengths: Our community works together to make all feel welcomed and included. Our city employees go above and beyond to make this city run smoothly. Our public safety system is one of the best I’ve ever seen in action. Our police department keeps this community safe and secure 24/7 and is very helpful when called upon. Our volunteer fire department is very well trained and has many years of combined experience within its members to handle the situations that arise.

Greatest weaknesses: Some of our infrastructure is out of date and in need of repair. Repairs and upkeep were not performed on a regular basis as it should have been. 

GOWER: The greatest strength of this city is now and has been for the 22 years I’ve lived here the volunteerism of its citizens. Our Volunteer Fire Department is first-class. Our Citizens for Community Action organization pulls together willing workers to solve problems by developing solutions with a spirit of collaboration. 

I hesitate to state that we have weaknesses, although we have areas we can improve upon like any other group of people. Our greatest challenge, in my opinion, is to avoid “single-interest” mindsets. By that, I mean having a passion for one single program to the exclusion of understanding or even acknowledging other competing priorities. We must keep our minds open to others. 

editor@thepicayune.com

The city of Meadowlakes has three contested races on the May 4 ballot, one for mayor and two for seats on the council. Early voting is from April 22-30.

Mayor Mark Bentley is being challenged in his re-election bid by Aaron Codispoti. Place 1 is an open seat sought by Don Wheeler and Mike Barry. In Place 3, incumbent Jerry Drummond faces challenger Carolyn Richmond. 

Wheeler opted out of answering DailyTrib.com questions. 

“Thank you for extending an invitation to participate but as always I feel these are issues best discussed within the Meadowlakes community and not in a general public forum or publication so I respectfully decline,” he replied in an email to Editor Suzanne Freeman. 

Challenger Barry’s responses are below.

Richmond was out of town and did not receive the questions in time to answer by the deadline. Drummond chose not to answer. 

Those who did reply also came into the KBEY 103.9 FM Radio Picayune studio to talk to Operations Manager Ben Shields about the issues facing their community. Those interviews will air at noon on Monday, April 15. 

MAYORAL RACE

QUESTION 1

Voters in Meadowlakes recently approved a bond to fund renovations to the city’s clubhouse and pool. Did you support this bond initiative? Why or why not?

MARK BENTLEY: Yes I definitely supported the bond initiative. The facilities that we are replacing were built in the early 1970s on the cheap. It became obvious to the city when we bought the facilities in 2008 that they needed to be replaced sooner rather than later. 

Moreover, this is a beautiful city, and its homeowners are conscientious about keeping up their homes and property. The city should do the same. We should have facilities that our citizens can be proud of. 

The timing was key. We knew in 2022—and even before that—that we were going to pay off the 2008 bond in September 2023 and we envisioned a seamless move into a new bond that would not cost taxpayers any more than they had been paying. 

It turns out that cost increases and interest rates kept us from accomplishing that goal, but the calculations show that a homeowner of an average-priced Meadowlakes home will pay only in the range of $100 to $125 per year more than they were paying for the 2008 bond, depending on where interest rates land when we sell the bonds.

AARON CODISPOTI: I am a strong proponent of the bond initiative. Our infrastructure is aging, and we need to invest if we want Meadowlakes to remain the wonderful place that it is. 

We live in one of the nicest cities in all of hill country. We have a beautiful 18-hole golf course, tennis/pickleball courts, restaurant, pool, and a lake. Many families can only dream of living in such a friendly community. New homeowners choose Meadowlakes for its amenities and its safe and friendly atmosphere. 

I believe we must continue to modernize our facilities to ensure this city continues to be the gem it is. The golf course, restaurant and courts bring revenue and visitors to the city, but to keep our standing as an excellent place to live and play, it requires investments and future improvements. We need to continue to improve on what we have. We all benefit from this.

QUESTION 2

Demographics have shifted in Meadowlakes since the town’s inception as more young families join what was once mostly a community of retirees. How should the city manage this shift in the city’s population?

BENTLEY: I believe that the seismic shift toward a lower median age is a blessing for Meadowlakes. But as the question implies the recreation facilities now in place were not geared toward younger families, we are taking a giant first outreach step by seeking funding for the planned new swimming pool as part of the bond, which should include areas for small children and toddlers. 

It is important to understand that the POA is in charge of all the city parks, which many residents may not be aware of. In their meetings, the POA has discussed such things as basketball goals, and other recreational amenities in the parks. However, there are occasional headwinds as a few residents living around parks point out that noise inevitably accompanies added park facilities. 

I personally favor additional recreational facilities in our parks. The adolescent-aged crowd currently uses Lakeside Park consistently during the summer. The lake itself is the attraction. 

One additional point is that as mayor, I would like to encourage the involvement of younger families in civic activity. Their unique perspective would go a long way toward better decisions by city leadership.

CODISPOTI: I have heard this since I moved to Meadowlakes, and that is why I am running for Mayor. I am the middle generation of the community and I want to see more people my age and younger get involved, take on leadership roles, and fully enjoy the benefits of our facilities. Bringing new voices and getting our younger families involved is good for our community. It brings diversity and innovative ideas, and ultimately, those families become more devoted to our common goals—a thriving community where people want to live.

QUESTION 3

City Manager Johnnie Thompson is retiring after serving the city in various leadership capacities since 1978. The retirement will trigger the city’s first search for a city manager since 2006, when Meadowlakes incorporated and hired Thompson. What is the ideal skill set for the position? What would you tell the new city manager that their priorities should be?

BENTLEY: Johnnie is an indispensable resource who has served the city with more dedication than anyone should expect. The question presupposes that the entirety of his skills cannot be fully replaced. In my brief time as mayor, the most important priority that Johnnie brings to the table, and his successor must have, is knowledge of municipal government procedures, deadlines, and protocols as well as being able to prepare and defend the annual budget. 

This not only involves delegating, but also seizing the keyboard and making the entries into the budget software. We are not a big city that can afford to hire an administrative assistant who can do what others may consider trivial stuff. Johnnie does, and his successor will be required to do the little things that have to be done for a successful budget process.

CODISPOTI: First, I want to thank Mr. Thompson for his years of service to our community.

A new city manager should quickly learn and understand how Meadowlakes operates and have a good understanding of the community and its employees. He or she must develop a strategic vision for the future of the city. As a leader, rules and decisions need to be administered consistently and the concerns of the citizens ought to be addressed with thoughtfulness.

Priorities should focus on how to best apply the bond to modernize our facilities, address concerns about our aging sewer and water systems, and find creative ways to guarantee that our golf course, restaurant, and courts are profitable. If not profitable, how do we continue to invest to make sure Hidden Falls is the top place to live and visit?

QUESTION 4

If elected, what will be your top priorities? Why?

BENTLEY: First, I believe that performing all duties in an ethical manner consistent with state law should be paramount. Just as important as ethics is safety. The city must ensure that our workers are given the tools to work safely as well as to work effectively. 

The city’s facility upgrade project has stimulated public interest, and it is vital that the job be completed on time and within budget. I have been hands-on in promoting this initiative and will continue to be deeply involved. This project will benefit the city for the next 50 years and should be viewed through a long-term lens.

CODISPOTI: I want to see the community come to an agreement on the proposed improvements to the golf course, tennis courts, restaurant, pool, and pro shop. Moving forward on this initiative is extremely important and will make our community a better place to live. I know some people believe that the building plans are excessive and there are others that feel we are not doing enough. Either way, we need to agree that something needs to be done to address the buildings that are over 50 years old.  

We need to modernize and plan for the future. As Mayor, my priority will be to build facilities that will last well into the future and bring people from all over the state and beyond to enjoy our facilities and aspire to become homeowners in this great city.

CITY COUNCIL PLACE 1 

Don Wheeler opted not to answer the questions for this open seat. Candidate Mike Barry’s answers are below.

QUESTION 1

Voters in Meadowlakes recently approved a bond to fund renovations to the city’s clubhouse and pool. Did you support this bond initiative? Why or why not?

MIKE BARRY: I support the residents of our community. Five hundred and fifty-five of our voters approved the $7.5M Certificate of Obligation, and I support that vote.

One of the most important of the several issues involved in the community vote was the construction or remodeling of our community clubhouse, restaurant, and golf shops.

The swimming pool has been an ongoing issue for years. This project has been discussed to be a phase of the new Certificate of Obligation. Now is the time to move forward on the construction of a new community pool.

The need for restructuring our golf course irrigation system has been discussed for years. The distribution of the effluent collected is critical, and our current system was outdated long ago. We should not try to continue to patch problem areas as they develop. The entire system is dangerously delinquent.

I believe these major issues can be addressed within the $7.5M budget. Determining where, when, and how to commit to this Certificate of Obligation is a major issue facing the City Council.

QUESTION 2

Demographics have shifted in Meadowlakes since the town’s inception as more young families join what was once mostly a community of retirees. How should the city manage this shift in the city’s population?

BARRY: One of the major issues facing our City Council is to carefully analyze the metrics of our residents. There are young families moving into Meadowlakes, however, there is also a multitude of seniors and older families who have lived here for years.

One of the first and most important steps to be taken by our City Council is to determine effectively what are the present dynamics of our population in Meadowlakes. There are several factors that can determine these most important criteria in establishing an objective analysis for us.

Instead of constantly discussing these issues with no factual data, the City Council should employ an outside agency to collect and analyze the diversity that exists in our community.

QUESTION 3

City Manager Johnnie Thompson is retiring after serving the city in various leadership capacities since 1978. The retirement will trigger the city’s first search for a city manager since 2006, when Meadowlakes incorporated and hired Thompson. What is the ideal skill set for the position? What would you tell the new city manager that their priorities should be?

BARRY: How do you replace a legend?

The ideal “skill set” for this position is a female or male who has served an appropriate internship or paid position in a governmental entity that functions with tax dollars and other governmental grants and/or aid.

Questions should be asked of the applicants to determine their leadership skills in the following areas: People, Resources, and Time. The priorities upon accepting the leadership of our community would be dealing with our people, our resources, and the individual’s time constraints.

This position requires a person with honesty, strong morals, an upbeat and friendly personality, and the ability to listen.

QUESTION 4

If elected, what will be your top priorities? Why?

BARRY: My top priority would be to listen without having any preconceived or “set in stone” absolutes. There is always a learning curve with any new undertaking, however, interacting with our community and other elected Council Members is a necessity.

Listening to others and discussing items that are important to everyone in our community should be our first priority. Badgering or snapping at each other should never be tolerated. Being able to “disagree agreeably” is a powerful tool and is very important to me. It is the first step in being able to come to a positive outcome.

The two very important responsibilities of the new City Council will be to hire a new City Manager and to make critical financial decisions in connection with the $7.5 million Certificate of Obligation. I would like very much to be a voice of experience and careful consideration in making these decisions. The goal is always to strive to have a unanimous vote in which everyone has been heard.

editor@thepicayune.com

Four places are up for election on the Granite Shoals City Council, but only one drew an opponent. Place 6 incumbent Phil Ort will face Catherine Bell on the May 4 ballot. Early voting runs April 22-30.

Unopposed incumbents who will serve another two years are Place 1 Councilor Brian Edwards, Place 2 Councilor Mike Pfister, and Place 4 Councilor Steve Hougen. 

DailyTrib.com asked each of the Place 6 candidates four questions, which were compiled by the editorial staff. Their written responses are below, grouped by question. Each also spoke to KBEY 103.9 FM Operations Manager Ben Shields. Their interviews will air at noon on Friday, April 19.

QUESTION 1

The city of Granite Shoals has generated a lot of negative headlines in the past two to three years, including city manager, mayoral, and council member turnovers and problems balancing the city budget in time for tax levies. What can you, as a member of the council, do to turn that around?

PHIL ORT: I believe the current council has the interests of our residents at heart and this should end the turmoil. Leaders, by definition, are type A personalities and when you get a group of type A’s together sometimes conflict arises. I and three other council members have backgrounds in business. This should help as the city needs to be run like a business. 

CATHERINE BELL: I will work with other council members and the city manager to ensure that the city’s business is handled professionally and positively. Morale in the city has changed for the better over the past several months. I believe the City has the right people in the right places to continue to move the City in a positive direction. My professional public service background has prepared me to understand budgets, planning, and finances. These are important skills for a member of the city council, which sets the city’s policies to be implemented by the city manager and city staff.  

QUESTION 2

How can the council rebuild confidence with residents who question the ability of city leadership to adequately manage the city’s finances?

ORT: Financially, the city is in dire straits. For years the city leaders have ignored the financial issues the city is facing. During last year’s budget meeting, Councilman Flack stated that the city’s finances are “unsustainable.” This is a point I’ve made for years and yet, every year the council kicks the can down the road and avoids making the hard choices required to put the city on a sustainable path. 

Every year, the city takes 90 percent of the money that the residents have paid for upgrades and repairs to our water system to pay for the massive costs of salaries, benefits, and equipment. The total costs of the city’s personnel, benefits, and equipment exceed the amount of tax dollars that the city receives so the city neglects the water system to pay the difference. 

If you’ve ever wondered why our water is the way it is, now you know. The money that the city takes from the water department should be going to improve our water system. Now, to do that, we have to get bonds for any major repairs. This is essentially charging the residents twice for any water system upgrades or repairs. I am devoted toward treating the city’s financials as a business rather than the current spending.

BELL: I believe it will take time with the changes that have been made so far and the citizens will see this and begin to feel the change. It is important that city council members act with transparency and professionalism rather than grandstanding.  

QUESTION 3

What can the city do immediately to improve the condition of the roadways and the water system? What does the future hold in terms of a wastewater system?

ORT: To “immediately,” improve the roads and water would require trimming the huge financial burden the city has due to our massive personnel expenditures. This pipe dream of attracting businesses to Granite Shoals is a fantasy that might make a difference in 10 years but it will not happen soon enough to save the city’s eroding infrastructure. 

As for the water system, if the city didn’t take 90 percent of the money from the water system, the water system could be “immediately” repaired. Unfortunately, that would require trimming our departments to the average amount of employees for a city our size and no one seems to have the courage to do this. 

If the city allocated $1 million a year for the roads it would take 22 years to pave them all and obviously, we need more than that each year to make a difference. Last budget cycle, the council had to raise the tax rate to the upper limit that we could and still avoid a mandatory vote just so we could pay the remaining $500,000 to pave Kings Circle. This spending must end and the city must live within its means in order for our city to stop the rapid decline of our infrastructure. 

BELL: Economic development is the answer to improving the city’s road and water infrastructure, but the city should look at financing options to determine if shorter-term solutions are available. We also need to continue to increase the road paving budget.   

All reports indicate that the city’s water system produces safe drinking water for its citizens. My understanding is that the city’s staff is currently taking steps to further improve the drinking water testing protocols. These steps will allow the city to test water weekly instead of just the quarterly tests currently required by TCEQ. As a council member, I will make it a priority to stay on top of this. The city needs to continue to seek grants to improve water distribution lines.

I support efforts to provide sewer service in the 1431 corridor which will drive business and economic development to the city. This is an expensive endeavor that will likely require partnering with other public entities, and private partners, and seeking grants to help move this project forward.  

QUESTION 4

What will be your top priority as a member of the City Council? 

ORT: My “Top Priority,” is to protect the property rights of our residents from any draconian or HOA-style restrictions or ordinances. There are many who want to turn Granite Shoals into another Austin or pass HOA-style rules to mold our city into their vision. This is not what the majority of the people in Granite Shoals want. Property rights are absolute in my opinion and they are not open for negotiation. I view it as my duty to protect those rights.

BELL: To listen to the citizens and their concerns. Further, I want to bring economic development to the city, which will help fund the roads, water, and other infrastructure needs.

editor@thepicayune.com