HomeMy WebLinkAboutJune 13, 2000 Agenda AGENDA Agand. N0 (~)t~
CITY OF DENTON CITY COUNCIL Agenda[tam,
A~er detm m~mng ~at a quo~ ~s present ~d convemng m ~ Open Meeting, the C~ty Co~ml
will conve ~e m a Closed Meetmg of~e Cxty of Denton C~ty Co~ml on Tuesday, J~e 13, 2000
at 5 15 p r x m the Cz~ of Denton Comml Work Sessmn Room, Denton City Hall, at 215 East
Mc~ey, Denton, Tex~ to conmder specffic ~toms when these ~tems ~e hsted below ~der the
Closed M~ ,etmg section of th~s ag~da ~en ~tems for consideration ~e not hsted ~der the
Closed M~ ,etmg sectmn of tho agenda, the C~ty Co~c~l will not conduct a Closed Meeting at
5 15 p m ~md wall convene at ~e t~me hsted below for ~ts regul~ or spemal called meeting The
C~ty Co~ cd rescues ~e n~t to adjoin ~nto a Closed Meeting on ~y ~tem on ~ts Open
Meetmg a, onda consistent w~ Chapter 551 of the Texas Gowment Code, as mended, as set
fogh belo~
1 ClOsed Mee~ng
, [**Before the Denton C~ty Councd may dehberate, vote, or t~e final action on
each of ~e agenda xtems posted as a competmve matter m a Closed Meeting
~d~ the promsmns of TEX GOV'T CODE Section 551 086(c), ~e Cxty
Co.cH must first m~e a good faith detemmat~on, by majority vote of ~ts
members, ~t the pm~culg agenda ~tem ~s a competitive matter that satisfies the
reqmrements of Section 551 086(b)(3) The vote shall be t~en dmng ~e Closed
Meeting ~d shall be included m ~e cegffied agenda of the Closed Meeting If
the C~W Co~cd fmls to detemme by a majority vote that the p~cul~ agenda
~tem satisfies the requ~ements of Section 551 086(b)(3), the C~ty Council may not
dehberate or t~e ~y ~er action on that agenda ~tem ~n the Closed Meeting ]
A Dehberat~ons Reg~d~ng Ce~mn Public Power Utd~tles Competitive
Matters --- Under TEX GOV'T CODE Sectmn 551 086 **
(1) Receive competitive ~nfomat~on ~om Staff peammng to several
elecmc semce con~act, cegfficat~on, ~d str~ded cost ~ssues reg~dmg
· e present md ~e cost-effective operation of Denton M~m~pal
Electric, ~d d~scuss, dehberate, conmder, ~d prowde Staff w~th d~rect~on
respectmg such ~ssues
~ F~ ~ ACTION, DECISION, OR VOTE ON A ~TTER DELIBE~TED ~ A
CLOSED MEET~G ~LL O~Y BE T~N ~ AN OPEN MEET~G THAT IS HELD
COMPLL~CE ~TH TEX ~V'T CODE CH 551 THE CITY CO~CIL ~SERVES
T~ ~G HT TO ~JO~ ~TO A CLOSED MEET~G OR EXECUTIVE SESSION AS
AUTHOYlZED BY TEX GOV'T CODE SEC 551001, ET SEQ (TEXAS OPEN
MEET~SS ACT) ON ~ ITEM ON ITS OPEN MEET~G AGE~A OR TO
~CO~ E~ ~ A CONT~ATION OF THE CLOSED MEET~G ON THE CLOSED
MEET~ ITEMS NOTED ~OVE, ~ ACCO~CE ~TH THE TEXAS OPEN
MEET~ JS ACT, ~CL~G, ~THOUT LIMITATION SECTIONS 551 071-551 086 OF
THE OP~ N ~ET~GS ACT
Work Scs non of the C~ of Denton C~W Co.cH on Tuesday, J~e 13, 2000 at 6 00 p m ~n the
Co~cxl lork Session Room m C~ty Hall, 215 E McK~ey S~eet, Denton, Texas at whmh the
followmgl ~tems will be considered
City of Denton City Council Agenda
June 13, 2000
Page 2
NOTE A Work Session ~s used to explore matters of ~nterest to one or more C~ty Council
Members or the City Manager for the purpose of giving staff direction ~nto whether or not such
matters should be placed on a future regular or special meeting of the Council for c~tlzen ~nput,
C~ty Council dehberatlon and formal City actxon At a Work Session, the C~ty Council generally
receives ~nformal and prehm~nary reports and lnformatmn from C~ty staff, officials, members of
C~ty committees, and the m&wdual or orgamzat~on proposing council action, ~f ~nvtted by C~ty
Council or C~ty Manager to partm~pate m the session Partm~pat~on by ~nd~wduals and members
of organizations invited to speak ceases when the Mayor announces the session ~s being closed to
pubhc ~nput Although Work Sessions are pubhc meettngs, and mt~zens have a legal right to
attend, they are not public hearings, so c~tlzens are not allowed to participate m the session
unless ~nvited to do so by the Mayor Any c~t~zen may supply to the C~ty Council, prior to the
begtnmng of the session, a written report regarding the C~tlzen's op~mon on the matter being
explored Should the Council direct the matter be placed on a regular meeting agenda, the staff
will generally prepare a final report defining the proposed action, which will be made avtulable
to all c~t~zens prior to the regular meeting at which c~t~zen input ~s sought The purpose ofth~s
procedure ,is to allow C~tlzens attending the regular meeting the opportunity to hear the views of
their fellow citizens without having to attend two meetings
1 Receive a presentation from D~versffied Utility Consultants, Inc regarchng Electric
Utility Rate Design
2 Receive a report, hold a &scusslon, and g~ve staff d~rectlon regarding EMS bflhng
revenues
3 Receive a report, hold a d~scusmon, and g~ve staff d~rect~on regarding small reties EMS
contract
4 Receive a report, hold a discussion, and g~ve staff d~rect~on regarding fire revenues
5 Receive a report, hold a d~scusmon, and g~ve staff dlrectmn regarding a paperless agenda
6 Receive a report, hold a dlseusmon, and give staff direction regar&ng the proposed
preparation and enactment of a Site Design Standards and Enwronmental Standards Overlay
Ordinance
7 Receive a report, hold a chscuss~on, and g~ve staff d~rect~on regarding proposed procedural
changes to be ~mplemented by the C~ty Development Review Committee
CERTIFICATE
I certify that the above not,ce of meetang was posted on the bulletin board at the C~ty Hall of the
City of Denton, Texas, on the day of ,2000 at, o'clock (a m )
(pm)
CITY SECRETARY
C~ty of Denton C~ty Coune,1 Agenda
June 13, 2000
Page 3
NOTE THE CITY OF DENTON CITY COUNCIL WORK SESSION ROOM IS
ACCESSIBLE IN ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT
THE CITY WILL PROVIDE SIGN LANGUAGE INTERPRETERS FOR THE HEARING
IMPAIRED IF REQUESTED AT LEAST 48 HOURS IN ADVANCE OF THE SCHEDULED
MEETING PLEASE CALL THE CITY SECRETARY'S OFFICE AT 349-8309 OR USE
TELECOMMUNICATIONS DEVICES FOR THE DEAF (TDD) BY CALLING 1-800-
RELAY-T)[ SO THAT A SIGN LANGUAGE INTERPRETER CAN BE SCHEDULED
THROUGH THE CITY SECRETARY'S OFFICE
^o-**,,o, 00-C 7
~ll;nd; It;m, /
AGENDA INFORMATION SHEET
AGENDA DATE June 13, 2000
DEPARTMENT Electmc Utility
ACM. Howard Martin, 349-8232
SUBJECT
Receive a presentation from Diversified Utility Consultants, Inc regarding Electric Utlhty Rate
Design
BACKGROUND
Th~s ~s the tlurd ~n a series of several educational programs designed to provide the City Council
vath a better understanding of the concepts and issues related to rate design Th~s presentation
will prowde the Council w~th the necessary tools to evaluate and make decisions regarding
elecmc rates ~n a deregulated market
OPTIONS:
None
RECOMMENDATIONS:
None
Respectfully submitted
Sharon Mays, D~r~ctoJ
Electric Utlhty
NEW RATE DESIGN THEORY
FOR A COMPETITIVE MARKET
MARGINAL AND INCREMENTAL COST PRICING
This as the thtrd an a senes of presentations by Diversified Utility Consultants, Inc
("DUCI") on the topic of cost of service, allocation, and rate design transmon to a competmve
market
The two prevmus presentations addressed rate level The end product in the previous
discussions addressed the total revenue reqmrement of a pubhc utflaty In flus dascussion we began
the development of the rate structure In other words, the deternunatlon of the specific rates that
will yield the requu'ed revenues
The development of competltaon has and continues to reqmre utilities to abandon thetr
tradatlonal, prmmg pohmes, as rates will be forced towards costs with competitive pressures In the
last dlscussaon, we saw some of thas w~th uttht~es presenting the PUCT new and dafferent rate
desagns in the UCOS (unbundled cost of service) filings Presentation of demand rates and
ehmanataon of class dastmctaons in favor of level of service are just a few of the changes we are
seeing developed These competitive pressures and changes will further reqmre service providers
to rethink proper pncang prlncaples as the competltrve market evolves in Texas
CRITERIA FOR RATE STRUCTURE
There are 8 cntena's for a sound and desirable rate structure
1 The rate design must be practmal with attributes consisting of simplicity,
understandability, pubhc aeceptabthty, and feasibility in application
2 The rate design must be easily interpreted w~th only one proper lnterpretataon
3 The rates desagned must be effective an collecting total revenue requirements
4 The rate design should produce revenue stability from year to year
5 The rates themselves must be stable not causing senous adverse impacts on
mlstomers
6 The rates should reflect a fatr apportionment of costs among the various users
7 The rates designed should avoid undue disenmlnaUon
8 The rates designed should avoid wasteful use but still promote all justified uses and
consumption
MARGINAL COST
Under eon&tlons of equilibrium of pure competition the price consumers are willing to pay
for the last unit of service or eonuno&ty is equal to the cost of producing that umt, the marginal
cost
There is a substantial leap between theory and practlco in terms of marginal cost Imclng
F~rst, one needs to establish the proper time frame for marginal cost pricing, in other words, short-
mn versus long-mn marginal costs The short-mn refers to the period of time m which some inputs
to production are fixed Thus, only variable costs unpact the calculation of short-mn marginal
costs
A theoretical variant of the marshal cost pnnciple which has greater practical application is
the Long Run Incremental Cost pricing ("LRIC") approach LKIC pricing is being used to price
competitive services m the telephone industry Tlus is especially tree in the pncmg of Unbundled
Network Elements in the telephone industry This concept, LRIC, recogmzes that facilities in the
utility industry are added in discrete units For example, for production costs the annualized
lncremantal cost of a gas peaking umt may be considered
A second issue is that revenue requirements and marginal cost rates must be reconciled In
other words, the pricing mechanism must collect all the costs associated with providing service
Many times the marginal or incremental cost must be adjusted so that revenue requirements are
collected Tins leads to the obvious question of whether the "adjusted" marginal cost pnce is the
appropnete price signal
ALTERNATIVE LRIC PRICING FOR
T&D SERVICES IN DENTON
I-hstoneal rate design, even rate designs proposed for unbundled T&D services is on a
bastoncal or embedded cost approach and does not recover the higher incremental cost of growth
absent some rate change
One way to collect the costs associated with T&D capital expansion is through a rate rider
designed to recover from new customers the incremental costs of capital expansion Such a rider
would develop an additional surcharge added to the bill of new customers that caused the
expansion of all costs of expansion For example, if a new annual investment of $10 million is
added then all costs associated w~th the investment carrying costs and amort=atlon of the capital
recovery would be developed and added to the customers fixed charge Alternatively, all customers
could be charged if the City elected to apply incremental pricing to all customers rather than only
new customers
3
The incremental charge would be in addition to existing base rates charged Such current
recovery sends an appropriate price signal, keeps utility costs down, and hmlts the need for rate
proceedings These incremental pnmng rate riders are being employed in the gas industry for local
gas dlstrlbl~tmn company ("LDC's") to fund new investment
OTHERFACTORS
As the Ctty of Denton approaches th~s transition to eompetltlon and the opemng of electnc
markets to competition, any rate design must consider eompetltors and the roles of competmon
Included as Attachment I ts the Unbundled Cost of Serwce Rate Fthng package from the PUCT
Tbas document and the rewsed Pubhc Utthty Regulatory Act sets forth guldehnes and approaches
that will influence the ultimate rate des~gu m competition and the transmon
4
Agenda itcn~ ~-
oat,
AGENDA INFORMATION SHEET
AGENDA DATE: June 13, 2000
DEPARTMENT: F~re Department
CM/DCM/ACM' Jon Fortune, Assistant C~ty Manager
SUBJECT:
Receive a report, hold a d~scusslon, and g~ve staff direction regarding EMS b~lhng revenues
BACKGROUND.
Staff ~s requesting d~rect~on coneermng a change ~n the current ordinance which determines
fees charged for emergency ambulance servmes Section 27-102 of Article IV of Chapter 27
of the C~ty's Code of Ordinances on "Vehicles for H~re" governs the use o four emergency
ambulances Staffwould hke to propose a new ordinance which would change our ex~st~ng
fees as well as add some new ones
The c~ty presently promdes four (4) front line emergency ambulances from Fire Stations 2, 3,
5 and 6 Two F~refighter Paramedics staffeach ambulance Reserve ambulances are
stationed at F~re Stattons 1 and 4 as back ups m cases where our front line ambulances are all
on emergency calls and the C~ty receives another call for emergency medical services
ReserVe ambulances are staffed by the engine company crew from the nearest fire station to
the call
The C~ty responds to certmn areas of the unincorporated County under an agreement w~th
Denton County The C~ty also responds to several small cities (Argyle, Krum, Ponder, and
Sanger) ~n the County under lnterlocal agreements and ordinances whmh are approved each
year by the City Council setting the terms and conditions of the agreements Until April,
2000,,the City also prowded an ~nterlocal agreement for EMS to the Lake Crees (Connth,
Hickory Creek, Lake Dallas and Shady Shores)
In the C~ty, an emergency medical request for service receives the closest engtne company
and the nearest paramedic ambulance company The fire engine responds with at least three
firefighters as "first responders" to quickly stabd~ze the patient until the amval of the
ambulance Normally, the fire engine wall also have paramedics on it as first responders
Nearly 75% of all our firefighters are also certified paramedics The remmmng 25% are
cemfied Emergency Mechcal Techmc~ans (EMT's)
Outside the City, an emergency medical request for service receives only the nearest
paramedm ambulance company The first responders must come from the jurisdiction
requesting our assistance In most cases, th~s ~s a local volunteer fire department
In 1999, the Fire Department responded to a total of 9,671 emergency calls for assistance
Ofthose, 6,590 were emergency medmal calls Usmg thls data shows that 68 l%oftheFlre
Department's business is EMS The City's four front line ambulances respond to all EMS
calls as well as some fires In 1999, the ambulances responded to a total of 7,222 emergency
lnclder~ts The EMS workload for an ambulance was therefore 91 25% (6,590/7,222) In
1999, the ambulance transport rate was 58 2% of our total EMS calls
What ~s the Cost tO Provide Emergency Medical Services?
Determlmng the exact costs to prowde EMS is difficult to establish due to the fact that there
are many variables Do you cost out the first responders9 Or just the ambulances? A quick
estimation of the City's cost to provide EMS can be determined as follows
Total Bud~]et 9,744,530
m~nus F~re Prevention Dwls~on ($403,232)
m~nus Revenues ($1,131,594)
F~re Department Operational Costs $8,209,704
City Overhead ~200,000
TOTAL FIRE DEPARTMENT COSTS $8,409,704
EMS Portion (68 1% total Calla) $5,727,008
This table shows that it costs $5,727,008 dollars to provide the current level of emergency
medical services
Accorchng to an EMS Cost Analysis m the updated 2000/2001 Fire Department Strategic
Plan completed m June, 2000, in this fiscal year, FY1999/2000, each ambulance company
costs $666,843 Of that total ambulance cost, the estimated EMS use cost equals $608,494
($666;843 X 91 25%) Since each ambulance averaged 1,648 EMS calls in 1999, the total
ambulance EMS cost could be figured as $369 per each EMS request for services ($608,494
/1,648) Unfortunately, since each ambulance only transports 58 2% of their EMS responses,
the cost per transport equals $634 ($608,494 divided by [1,648 X 58 2%]) Keep in mind
that these are for the ambulance only and do not include the first responder costs
THERE ARE SEVERAL REASONS FOR A CHANGE IN ORDINANCE 98-213:
1 The last chance of emergency ambulance fees was in 1998'
Our current emergency ambulance service fees are determined by Ordinance No 98-213
(attached) wluch was passed by the City Council on July 28, 1998 It sets a basic
transportation rate of $250 00 and also establishes various charges for certmn medications,
disposable goods and activities and a mileage fee of three ($3 00) dollars per mile In
addition, it sets a $300 basle transportation charge for non-residents of the City of Denton
2 Our costs to provide emergency medical services have increased substantially
The first fiscal year (FY1997/1998) that this ordinance became effective, the Fire
Department's budget was $7,418,991 However, our ex~stlng budget (FY1999/2000) is now
$9,744,530 Since the last ordinance was adopted in 1998, our budget has increased 31%
percent While our costs have increased substantially, our charges for our emergency
ambulance services have not increased since 1998 The budget for next fiscal year will most
likely continue this upward trend
An EMS Cost Analysis in the updated 2000/2001 Fire Department Strategic Plan completed
in June, 2000, determined it costs the City of Denton $369 00 for every emergency medical
ambulance call for service This does not take into account the cost of the first responders,
only the ambulance Neither does the $369 00 consider that the City only transports 58 2%
of those requests for services Flgtmng just the costs for the number of transports, the actual
cost would be $634 00 per transfer
Staff proposes to rinse our basra emergency ambulance transport fee from $250 00 to
$300 00 which is a 20% increase
3 Remnm competitive with other area emergency medical services providers'
Attached to tins report is a current survey of area EMS providers and the fees they now
charge
4 Maintain our present Health Care Finance Admlmstration methodology
The Health Care Finance Admlmstratlon (HCFA) establishes the hmlts on charges that will
be paid out by Me&care which ultimately results ~n what rates insurance companies will pay
out for emergency ambulance services The HCFA uses four methods ofbllhng for
emergency ambulance services The HCFA mandates that all emergency ambulance
providers state formally which method they will use and the providers must then use only
that method These methods were introduced in January, 1995, and reflect how a prowder
bills for their services
~ HCFA Method 1' This method is a simple, all inclusive charge, reflecting all services,
supplies and mileage using one code
~' HCFA Method 2. This method is one charge, reflecting all services and supplies, with
separate charge for mileage
~ HCFA Method 3 This method is one charge for all services and mileage, with a
separate charge for supplies
This was HCF/I method used by the City of Denton previous to the ordinance change
tn 1998.
~ HCFA Method 4: This method uses separate charges for services, mileage and supplies
This is the current HCFA method used by the City of Denton
At a recent conference on ambulance bdhng, a nationally recognized expert m ambulance
billing,stated that all providers should be usxng method 2 or 4 for the most cost effective
recovery of actual costs
5 Increase several current fees
In addltlon to an increase ~n the basic emergency ambulance transportation rate, staff requests
increases m several current charges
} Increase the Non-Resident basra transportation from $300 00 to $375 00 As shown
previously, emergency ambulance services cost more than the amount recovered This
means that City of Denton tax payers partially subsidize this valuable pubhc safety
service Tlus fee charges non-residents, or non-taxpayers in the mty of Denton, a shghtly
higher fee than someone who ~s already paying taxes for quality emergency medmal
services The survey of other emergency ambulance providers shows that charging non-
residents a h~gher fee is a common occurrence
~ Update our hst ofdmposable goods and medications Costs of several medications have
increased substantially s~nce 1998 In addition, our new medical protocols add several
expensive new drugs (list attached) which are not on our current list In addition, staff
recommends that we consider adding a 25% additional charge to the actual costs This
fee ~s currently used throughout the country varying from 25% to 75%
~ Charge for some operational charges not ~ncluded on current ordinance which are now
approved by our medical protocols
~' Increase fee for mileage from $3 00 per mile to $6 00 This fee is based on the cost of the
velucle and the fuel and mmntenance costs to the ambulances The m~leage is figured
from the scene of the emergency to the receiving hospital Each front line ambulance
currently averages about 40,000 miles per year Ambulances average about 8 miles per
gallon fuel use A new ambulance costs $125,000 along with $50,000 worth of
specmhzed eqmpment At 40,000 miles per year, the useful servme life of the City's
ambulances extends to only three (3) years Tlus rmleage charge helps recover the costs
of operating our ambulances and the excessive wear and tear caused by responding to
over 6,590 medical emergencms per year
~. Increase the Standby Charge for special events to $76 00 per hour with a four (4) hour
mimmum The current ordinance establishes a rate of $68 00 per hour for the use of a
Clty ambulance at specml events with a two-person crew and mandates a four (4) hour
m~mmum The $68 00 per hour cost was determined in an Emergency Medical Services
Cost Analysis m July, 1998 However, that cost ~s now $76 per hour based on
FY1999/2000 costs T~me must be spent checking out the ambulance prior to the event,
dnvmg to and from the event and then cleaning the ambulance after the event Th~s
charge ~s for the standby of the ambulance only If an emergency happens at the event
and a patient is transported, all other charges that are ~ncurred by the patient are billed
aceordmg to the ordinance
6. New fees are proposed:
~ Medical forms release admlmstrat~ve processang fee of $25 which would recover the cost
of staff time and copy charges to release ambulance records for court cases, thas ~s a
standard fee which many crees and doctor's offices charge for this servace
~' A Non-Transport charge of $50 00 for pataents who are assessed and treated but refuse
transport or are transported by another emergency transportation source, such as
Careflaght Tlus fee would recover the labor hours, fuel and maintenance cost of
emergency medical services pmvaded on scene whach do not require transport to a
mecheal faelhty Staff proposed this fee ~n 1998, but the Caty Councd decided not to
charge for non-transport at that tame Staffwould hke to revaslt th~s issue for Councd
dlrectaon
~ Non-transport supply fee of the cost of drugs and supplies used in non-transports These
fees would cover drugs administered and supplies used on scenes m cases where a
transport is refused or not necessary This wall help recover some of our costs for
dasposable goods and drugs A good example as a patient w~th an emergency eondmon
who has an IV set up and then as the patxent feels better, refuses transport The mty
provides on-scene semces to approximately five (5) dmbetm patients per month whmh
requires that drugs be admmxstered, but the patient does not reqmre a transport In
adthtmn to using supphes that cost the Caty money, the staffing and eqmpment also cost
the Caty money as well as puts the umts out of service and unavmlable to others needing
emergency assastance for an extended period of nme
FISCAL INFORMATION:
This new orthnance wall enable the C~ty to recover a greater pomon of the actual costs of
prowdmg emergency ambulance services
RR~ltted ~
F~re Chaef
Attachments:
Emergency Ambulance Service Provider Survey
New Medication List, January 1, 2000
City Council Presentation Slides
Existing Ordinance 98-213
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Denton Fire Department
New Medication List
January 1, 2000
NAME FOR COST / DOSE
AMIODARONE CPR / V-FIB $190 00
CLONIDINE HYPERTENSION
EPINEPHRINE PEDIATRIC CPR $ 6 63
( MULTI-DOSE )
GLUCAGON DIABETIC EMERGENCIES $ 72 55
( UNSTABLE )
HALDOL VIOLENT PATIENTS $ 18 80
( PSYCHOTIC )
MORPHINE CONGESTIVE HEART FAILURE $ 12 00
CHEST PAIN ( M I )
& INJURY PAIN
NORCURON INTUBATION $ 26 49
( PARALYTIC )
PHENERGAN UNCONTROLLED VOMITING $ 4 50
( PEDIATRIC )
SUCCINYLCHOL1NE INTUBATION $ 4 12
( PARALYTIC )
THIAMINE ELECTROLYTE IMBALANCES $ 1 25
VERSED SEIZURES & INTUBATION $ 23 00
O IN CE NO _q ta
AN ORDINANCE OF THE CITY OF DENTON, TEXAS, ESTABLISHING FEES TO BE
CHARGED FOR EMERGENCY AMBULANCE SERVICES AND STANDBY EMERGENCY
AMBULANCE SERVICES IN THE CITY AS PROVIDED FOR IN SEC 27-102 OF
ARTICLE IV OF CHAPTER 2'/"VEHICLES FOR HIRE" OF THE CODE OF ORDINANCES
OF THE CITY OF DENTON, TEXAS, REPEALING ALL ORDINANCES IN CONFLICT
HEREWITH, AND PROVIDING FOR AN EFFECTIVE DATE
WHEREAS, the City of Denton has analyzed and studied its fees for emergency
ambulance sel'VlCeS~ and
WHEREAS, the City of Denton should operate a cost-effective and efficient emergency
medical service, and
WHEREAS, the City of Denton desires to change tis Heslth Care Finance Administration
(HCFA) Method from HCFA Method #3 to HCFA Method #4, NOW, THEREFORE,
THE COUNCIL OF THE CITY OF DENTON HEREBY ORDAINS
~ That fees are hereby established for emergency ambulance services in the
City provided pursuant to Sec 27-102 of thc Code of Ordinances as follows
I A basic transportation fee of two hundred fifty dollars ($250 00) will be charged each patient
who is a ~resident of the City of Denton transported from the scene of an emergency to a City
of Denton or Denton County hospital In addition, a fcc of three dollars ($3 00) per mile
from the incident location to the receiving hospital will be charged
2 A baste transportation fee of three hundred dollars ($300 00) will be charged each patient
who is a ~ of the City of Denton transported from tile scene of an emergency to a
City of Denton or Denton County hospital In addition, a fee of three dollars ($3 00) per mile
from thc incident location to the receiving hospital will be charged
3 Additional fees, if incurred, shall be charged as f°ll°ws
$25 00 fee for bandagmg/sphntmg
$25 00 fee for cardiac monitoring
$30 00 fee for cardioversion
A $50 00 fee for admmistenng Cardio Pulmonary Resuscitation (CPR)
e A $30 00 fee for defibrillation
f A $30 00 fee for diagnostic 12-lead EKO
~i~k~, g A $10.00 fee for glucometer, blood sugar
h A $30 00 fee for pacing, non-mvasive
A $25 00 fee for carrying a patient down stairs
Fees for additional supplies, medication and/or disposal goods administered to each
patient will be charged and billed in accordance with the schedule of prices and charges
attached to and made a part of this ordinance for all purposes as Exhibit "A"
SECTION II, That the City shall charge an emergency ambulance standby fee of sixty
eight doliars ($68 00) per hour with a four (4) hour minimum for the use of any City of Denton
emergency ambulance for standby at special events such as football games, rodeos, concerts, etc
If any patient is transported, the other fees in the ordinance shall be charged as incurred
~ECTION IlL That a copy of this schedule of fees and the annual medication and
disposal Of goods schedule of fees shall be maintained on file in the office of the City Secretary
~ That all ordinance or parts of ordinance in force when the provisions of
this ordinance become effective which are inconsistent or In conflict with the terms or provisions
contained In this ordinance are hereby repealed to the extent of any such conflict
~ That ir any section, subsection, paragraph, sentence, clause, phrase, or
word In this ordinance, or application thereof to any person or circumstance is held invalid by
any court of competent jurisdlctlon, such holding shall not affect the vahdity of the remalmng
portions of this ordinance, the City Council of the City of Denton hereby declares that they
' t
would have enacted such remaining portions despite any such lnvahdl y
~ That this ordinance shall become effective immediately upon its passage
and appr. oval ~
PASSED AND APPROVED this the ~ day of ,, 1998
JAC~ISLLER, MAYOR
P~e 2
ATTEST'
JENNIFER WALTERS, CITY SECRETARY
B Y )1~-~/~
7'7 ' J' OAL~O~
.~'r ~. ?~OOTY, C~Y A'rrOP~Y
/×
Pa~e 3
EXHIBIT "A"
ACTIDOSE CHARCOAL -- $13 64
-~ADENOCARD 6MG ~-$5t 00
--ALBUTEROL ~-$1 20
t--AMMONIA CAPS $t 50
075
ASPIRIN 81MG 5 25
ATROPINE IMG $5 00
BENADRYL $0MG 7 06
BRETYLIUM 500MG $1 50
CAPOTEN 25MG 6 14
DEXTROSE 50% 25GM 22 23
DOPAMINE400MGI250DSW 5 82
EPINEPHRINE 1MG 1 t,000 6 14
EPINEPHRINE IMG 1 10,000 $4 75
LASlX 40MG 5 54
LIDOCAINE 1GM/250DSW
$11 4O
LIDOCAINE t00MG 58 06
MAZlCON 0 5MGI2ML $3 60
MORPHINE $5 10
N S IRRIGATION 250ML $18 85
NARCAN tMGI2ML $3 00/DOSE
NITROSPRAY $25 00
NITROUS OXIDE $3 §0
NORMAL SALINE IV 1000ML
$1500
OXYGEN 3 32
SODIUM BICARB 50mEq 5 68
TETRACAINE 112% SOL $12 30
VALIUM 10MG INJ
BANDAGING/SPLINTING $25 00
$25 00
CARDIAC MONITORING $30 00
CARDIOVERSION $50 00
CPR ADMINISTERED $30 00
DEFIBRILLATION $30 00
*DIAGNOSTIC 12.LEAD EKG $10 00
GLUCOMETER, BLOOD SUGAR $30 00
PACING, NON.INVASIVE $25 O0
PT CARRIED DOWN STAIRS
BODY SUBSTANCE ISOLATION $7 50
LEVEL2 PERCAREGIVER
LEVEL 3 PER CAREGIVER $10 00
DISPOSABLE GOODS EEE~
AIRWAY, NASAL, ANY SIZE $4 80
EXHIBIT "A"
AIRWAY, ORAL, ANY SIZE 0 42
AMBU-BVM, CAPNO-FLO $37 50
BANDAGE, TRIANGULAR $2 IO
Band-Aid, ANY SIZE $0 50
896
BLANKET, YELLOW I 26
CATHETER, IV BUTTERFLY 21 64
CATHETER, IV INTRAOSS $22 50
CATHETER, IV MEDIPORT 15 86
CERVICAL COLLAR, ANY SIZE 1 68
COLD PACK 9 24
E T TUBE, ANY SIZE $2 30
ELECTRODES, ANY SIZE
EMISIS BASIN/BAGS $0 75
ENDO-LOCK 16 27
075
EYE PAD $2 50
EYE SHIELD $0 50
GAUZE, 4X4, SINGLE 3 18
GAUZE, PETROLEUM 1 68
GAUZE 4X4 '10 PACK TUB
$2 00
GLOVES, STERILE $6 60
HEAD BED 6 46
HEAD ON BLOCKS $1 70
HOT PACK 1 42
KLING, SOF, STERILE 4"
$12 O0
OB KIT $4 00
OXYGEN DELIVERY DEVICE
PACING PAOS, NON.INVASIVE $61 O0
24 07
PILLOW, DISPOSABLE '10 54
SHEET, BURN $2 50
SHEET, DISPOSABLE 6 16
SOLUTION SET, IV, MINIDRIP 5 34
SOLUTION SET, IV, REGULAR 10 72
SPLINT, PADDED, ANY SIZE 5 54
~ SUCTION CANISTER, ANY
rSUCTION DEVICE, ANY $5 50
17 46
,. SUCTION, V.VAC, CARTRIDGE
~"SWAOOLER, SILVER $11 90
0 75
TAPE, ANY APPLICATION $0 80
-VENIGARD
EMS Billing Council Work Session 6/13/00
NORMAL EMS RESPONSE
EMS BILLING REVENUES
C;ty Couno. I Work Session
June 13, 2000
COST OF EMS COST OF EMS
9,671 Emergency Response. in 1999 Each Ambulance averaged 1,648
6,690 wsm EMS calla (68 1%) EMS calls in 1999
Ambulanue. responded to 7,222 call. Each EMS request for services
EMS workload per ambulance was cost $369 for the Ambulance
91 26% (6,590/'/,200) ($608,494/1,648)
I Ambulance Company costa In 1999, transportation rate was
$666,843 ;n FY1999/2000 58 2%
EM6 costa per Ambulance equals Cost per transport equals $634
6608,494 ($666,843J91 26%) ($608,494X58 2%)
Why Change the Existing Last Change in 1998
Emergency Ambulance
Ordinance? Transportation rate from $200 to
Last change was 1998 $260
EMS cost. have increased Transportation rate for Non-
Remain competitive with other EMS Res;dents of $300
providers Fees for various drugs and
Maintain present Health Cars Finance disposable goods
Administration methodology
Increase current fees
NeW fees
EMS Billing Council Work Session 6/13/00
Our Costs Have
Last Change in 1998 Increased
M,leaga charge of $3 00 per mile F,re Department budget in
Fees for some special,zed FY1997/1998 = $7,418,991 ~
operations
Standby charge of $68 per hour for
speGiel event8 F~re Department budget in
FY1999/2000 = $9,744,530
+31%
Our Costs Have Our Costs Have
Increased Increased
Based on the current number of Based on our 68 2% transport
emergency medical calls for rate, it actually costs $634
service, it costs $369 for each for each call by one
cell by one ambulance ambulance
Remain Competitive with Remain Competitive with
other EMS Providers other EMS Providers
Average transportation rate from Average trensportetmn rate for Non
· .wey= $267 Residents from survey = $340
High of $475 end Iow of $226
Hiflh of $616 and Iow of 8160
EMS Billing Council Work Session 6/13/00
Increase Current Fees
Maintain Present HCFA
Method 4 Methodology Se.e Rate from $250 to $300
Non-Resident Rate from $300 to
$375
, Charges for servioos Update list of disposable goods and
. Charge8 for mileage medlaation
. Charges for supplies Operatmnal oherges
Mileage uhurge from $3 O0 per mile
to $6 O0 per mile
Standby Charge from $68 per hour to
$76 per hour
New Fees
Mad.eel forms fee of $26 O0
N~n-Transport =harge of $50 O0
N~n-transport supply fee of the
oust of supplies and
medioatlons
A~lendt NO
Agenda Iterq
AGENDA INFORMATION SHEET
AGENDA DATE June 13, 2000
DEPARTMENT' Fire Department
~\/
CM/DCM/ACM: Jon Fortune, Assistant C~ty Manager \~
SUBJECT'
Receive a report, hold a dlscusmon, and give staff d~rect~on regarding small c~t~es EMS
contracts
BACKGROUND.
Staffwould hke to recewe d~recUon from the C~ty Councd regarding the amount we charge
the Small Cities for EMS Even though our a~reements w~th these crees wall not expire untd
September, 2001 and the rates were already locked m by the C~ty Council m 1998, Staff
would hke to g~ve these c~hes ample notice of what the rates will be after October 2001
Interlocal Agreements for emergency medical servmes (EMS) between the C~ty of Denton
and the C~t~es of Argyle, Connth, H~ckory Creek, Lake Dallas, Ponder, Sanger and Shady
Shores began ~n 1980 These agreements provide for emergency ambulances staffed by
paramedms for these small reties w~thln our servme area Each year new agreements and
ordinances are approved by the Denton City Council for the next fiscal year setting the fee
the C~ty w~ll charge per capita Currently, the C~ty ~s charging $8 00 per capita for the small
reties wtnch is scheduled to ~ncrease to $10 00 per capita on October 1, 2000
COSTING EMERGENCY MEDICAL SERVICES FOR THE SMALL CITIES~
The C~ty presently provides emergency medmal services (EMS) to several small c~tles ~n
Denton county These roues are Argyle, Krum, Ponder and Sanger The City responds a
paramedic ambulance ~nto these crees when called for medmal problems The first response
~s by the local fire departments, normally volunteer departments The crees of Connth,
H~ckory Creek, Lake Dallas and Shady Shores dropped out of the Small C~t~es EMS program
in April of 2000 They now receive this service from the Lake Cities F~re Department
Over the past several years d~fferent rates have been charged The rate has been deterrmned
usmg,a cost per capita The removal of the Lake C~tles form the EMS program wdl have an
adverse ~mpact on the rates the C~ty should charge to recover our costs Th~s amounts to a
population loss of 20,600 (revenue loss of $8 00 per capita = $164,800 m FY2000/2001) and
apprommately 675 emergency calls per year
In July 1998, the C~ty Counml approved a three-year phased ~n increase for the per capita
rates charged to the Small C~t~es for EMS The first year (FY1998/1999) increased from
$5 75 to $6 50, the second year (FY1999/2000) ~ncreased to $8 00 and the third year
SmallCmesEMSAgendaInfoSheet2000 doc 1
(FY2000/2001) increased to $10 00 The following exhibit shows the per capita EMS rates
for Small Cities lnterlocal agreements since 1989
Per
Capita
Fiscal Year Charge
1989-1990 $2 75
1990-1991 $2 75
1991-1992 $2 75
1992-1993 $2 75
1993~1994 $3 50
1994-1995 $4 50
1995-1996 $5 75
1996-1997 $5 75
1997-1998 $5 75
1998-1999 $6 50
1999-2000 $8 00
2000-2001 $10 00
DETERMINING THE PER CAPITA COST OF PROVIDING EMS TO DENTON
COUINTY SMALL CITIES:
Historically, the cost to the City of Denton to prowde EMS to the small cities has been more
than the cost recovered by the per capita rate charged To more accurately decide what rate
should be charged for this service, the following methodology should be used
Step 1: Determine the proportionate share of one ambulance:
The Small C~tles EMS costs should be based on one ambulance, since no other C~ty
of Denton Fire Department apparatus responds un medical calls As determined m
the updated 2000/2001 Fire Department Strategic Plan, the EMS cost of one
ambulance is $608,494 The Fire Department's revenues were deducted out when
estabhshmg the operating costs of services Th~s means that the expected revenues
generated by ambulances transporting patients from the small c~tles have already been
accounted for and has no beanng at this point m the determmatmn of the cost per
capita
In 1999, the City responded to 6,590 emergency medical calls for service The four from line
ambulances thus responded to an average of 1,648 calls per unit The Small Cities' share of
these calls for service equaled 745 responses The proportion of the use of the ambulance
can be determined by d~wdmg the 1,645 calls per ambulance by the 745 Small Cities' calls
for service
SmallCtttesEMSAgendalnfoSheet2000 doc 2
745/1,648
Small Cttes' proporttonate share of ambulance = 45.2%
Step 2: Determine the Small Cities' annual share of the EMS ambulance cost:
This can now be determined by multiplying the EMS cost ($608,494) t~mes the percentage of
proportionate use by the Small Cities (45 2%)
$608,494 X45 2%
Annual Cost of Ambulance to Small Ctttes= $275,039
Step 3: Determine the per capita cost to the Small Cities
The true per capita cost to the Small Cities can now be determined by dtvtdmg the total
cost ($275,039) by the total Small Ctttes population (10,050)
$275,039/10,050
True per capita cost of 1 ambulance to Small Cities = $27.37
The following exhibit illustrates some of the relationships of the Small Cities and the cost of
emergency medical sarvmes m their junsdmt~ons
Full Cost Current
~.999 Cost Recovery ($8 00)
($27 37)
EMS Pop % of based on per charge
SMALL CITIES Calls :[/2000 calls % of use Cap~ta per Capita
Argyle ~.73 2,250 22 4% $61,609 $6:[,583 $12,07b
Krum 129 2,000 19 9% $54,733 $54,740 $~.0,350
Ponder 73 500 5 0% $$3,752 $6,053 $2,588
Sanger 370 5,300 52 7% $~44,946 $57&63 $24,438
745 ~.0,050 ~.00 0% $275,039 $275,039 $80,400
Small CRies EMS Costs
FUTURE SMALL CITIES RATES FOR EMS:
Over ,the years, the C~ty of Denton has provided quahty EMS ambulance response to the
Small C~tles for less than the actual cost to provide that service The philosophy was that this
contract prowded revenues to offset the City's EMS Program even though there was not total
cost recovery Since the loss of the four Lake Crees, the actual cost to provide thru servme
will actually increase to the remoamng cities In 1998, a similar analysis ldentffied the actual
per capita cost to the Small Cities to be $13 45 using the same steps The actual cost to
SmallClt~esEMSAgendalnfoSheet2000 doc 3
provide the service was lugher because of more emergency responses increasing the
proportionate share of an ambulance However, the rate was less because the population
was much more Obviously, losmg the population of those for reties impacts what the other
cities would need to pay for the C~ty to recover full costs
The City Council once again will be asked to set the policy of what to charge the Small Cities
for EMS responses The options are as follows
1 Charge a rate ($27 37) to achieve full cost recovery
2 Charge a rate between $10 00 and $27 37
3 Get out of the contract EMS business to other jurisdictions
Charging $27 37 would not be practical or acceptable to those remaining cities I'm not sure
any of the cities could afford to pay those costs Therefore, Staffwould propose another
three (3) year phase m of increased per capita fees to the Small Cities as follows
FY2001/2002 $12.00
FY2002/2003 $14.00
FY2003/2004 $16.00
FISCAL INFORMATION:
Staff estimates that the current agreements based on a per capita charge of $10 00 for the
next fiscal year w~th 10,050 people covered will provide $100,500 m revenues an
FY2000/2001 Increasing the rates m the future three years in addition to the increasing
populations of those cltaes will substantially mcrease the revenues to the City However, full
cost reoovery wall not be aebaeved at these rates
No other program or department ~s affected, however, w~thout these agreements the City
would have to stop emergency ambulance services to these small c~ties
ZQ~~Y~Sclbmltted~
Fare Chief
Attachments'
City Councd Presentation Shdes
SmallCltlesEMSAgendaInfoSheet2000 doc 4
Small Cities EMS Council Work Session
6/13/OO
NORMAL EMS RESPONSE TO
SMALL CITIES EMS SMALL CITIES
CONTRACTS
City Council Work Session ~ Paramedic Driver
June 13, 2000 ~ Paramedic Ftreflehter
Rates for Small Cities COST OF EMS TO
SMALL CITIES
EMS Par Capita
Determine Proportionate 9hare of
~997~? ~ . ~75 calls for EMS Eaoh of our
~9~ $~ ambulances averaged 1,648 EMS
~a~ ;~ 745/1,648 = 45%
COST OF EMS TO COST OF EMS TO
SMALL CITIES SMALL CITIES
Determine the 8mall C,tiss annual Determine the per capers uost to the
share of the EMS ambulance uosts Small C,t,es
~#ltlply the EMil ooBt ($608~484) Divide the total cost ($275,03g) by
~e (48 2%) bythe 6mall CI~PleCs the total 8mall Cities population
6608,484 X 46.2% = $276,039/10,060 = $27 37
$275,039
Small Cities EMS Council Work Session
6/13/OO
SMALL CITIES COST OF EMS Futura Rates for Small
Cities?
1~ P0p~la~,l ~0f CQot0, IRe;onnr Charge a rate for Full Cost
Reoovery = $2737 per cepnta
A~yle 173 2;~r ~4~ ~l,~ ~3 Charge a rate between $10 O0
K~ ~, 2~ ~9~ ~4~7~3 ~740 ~0 and $2737
Ponder ~3' ~ 5~ ~,7~2 ;]~ ~ Get out of the contra=t EMS
,;a,pr , ~1~0 ~5~ ~7~1~'~[ ~5~;95~'~H .~A~'~ business to other lur;sdmtmns
Future Rates for Small
Cities?
STAFF PROPOSAL
$12 O0 FY2001/2000
$14 O0 FY2001/2000
$16 O0 FY2001/2000
Agenda Item
AGENDA INFORMATION SHEET
AGENDA DATE. June 13, 2000
DEPARTMENT' F~re Department
CMfDCM/ACM: Jon Fortune, Assistant City Manager
SUBJECT'
Receive a report, hold a d~scusslon, and g~ve staff direction regardang fire revenues
BAC GI~_G~OUND:
Staff requests C~ty Council's d~reetmn on a cost-recovery proposal to estabhsh a non-remdcnt
Motor Vehmle Accident fire engine response fee Thc F~re Department currently has a
mechanism ~n place to recover the cost of the c~ty's emergency ambulance transport servme,
however, we have had no eqmvalent means by which to recover the costs associated w~th fire
engine calls We were recently provided a cost-recovery proposal by F I R E, Inc (attached)
which describes a plan for bflhng the auto ~nsurance compames of non-residents who are
revolved m a motor vehicle acmdent (MVA) w~th~n the Denton mty hm~ts Th~s company
has been in the business of fire servme bflhng mnce the early 1990s and serves mummpal and
volunteer fire departments m Texas and other areas of the Umted States
Here zs a brief summary of how a non-remdent MVA engine response fee would work
· An accident mvolvmg a motor vehmle occurs and an engine is d~spatched to the scene for
assistance or clean-up
· On-scene fire or pohce personnel determine resident or non-resident status of drivers
revolved
· If non-resident, an mmdent report ns completed which captures auto insurance
mformat~on and other pertinent detads
· These forms are transmitted to the bflhng service and a ball is sent to the ~nd~vadual's auto
~nsurance All bflhng and follow-up correspondence are conducted by the bflhng service
(Bills are not sent d~rectly to ~nd~v~duals, only the auto insurance provtder)
· The mty recewes 85% of the amount collected an a monthly check
One of the supporting ~deas for estabhshment ora fee of th~s kind is that ~nsurance pohc~es
often have built-in prows~ons for recovery fees which go unused because fire departments do
not have a way to bill for these servmes In add~taon, the serwces prowded by fire and
emergency crews help insurance companies reduce the seventy of injury and damage to
mdaviduals and property These services have long been prowded to tnsurance compames
free of charge
FISCAL INFORMATION.
Attached ~s a worksheet which provides a breakdown of the potentml costs recovered ~n a
one-year period once the program has been estabhshed We have been advised that the
F~reRevenuesAgendalnfoSheet2000 doc 1
collection process ~s s~gnlficantly tuded by the existence of a c~ty ordinance or resolution
supporting fees for calls of this type Based on the current estimate of non-resident MVA
calls which require an engine response, approximately $171,360 would be recovered in a full
year of operation
ReSubmitted ,,
Ross Crhadw~ck-
Fire Chief
Attachments'
Posstble Revenue Spreadsheet
Ctty Counctl Presentatton Slides
F~reKevenuesAgendaInfoSheet2000 doc 2
Non-resident MVA call fee worksheet
Date 6~2000
1999 April May June TOTAL
Denton F~re Department
MVAs 233 250 205 688
non-resident 140 145 116 401
engine response 203
% of MVAs w~th engine response 30%
non-resident MVAs w~th engine response 30% of 401 = 120 3
120 MVAs w~th engine response per quarter x 4 = 480
average $600 per call x 480 = $ 288,000 00
$288,000 x 70% collection rate = $ 201,600 O0
$201,600 x 15% coliecbon fee = $ 30,240 00
Total proJected coat.recovery for Implementation year $171,360 00
Numbers above were derived from pohce records and CAD reports
on engine response to MVA calls Currently, wntten reports are not
filed by F~re personnel when an engine responds to an MVA call
A CostRecove Pro ram
For
Paid and Volunteer Fire Departments
Presented by:
Mike T Barton
Account Representative
and
stay ov F.LR.E., ~co~o~TED
Financial
Invoicing
gesolirces
Engaged
sl~ns rl~ w~t~ F.I.R.E., ~c.~
Toll Free 1 888 640-4550
TABLE OF CONTENT
Mission Statement
Introduction
References
BnefI-hstory ofF I.R E Ine
How Cost Recovery Works
How Cost Recovery Works (continued)
Facts and Quesuons
Facts and Questions (continued)
Common Asked Questions, Answers, and Comments
Sample Charge Lzst
Mutual Aid Bdling
Sample Ordinance
Sample Resoluuon
Sample Inetdent Report
A Letter From the President
Sample Provtston From Pohcy
Sample Check
How to S~gn On W~th FI R E Inc
FIGHTING FIRE with F.I.R.E. INC.
Our Mission
We at EI.R.E Inc. have set our course to dehver leaderslup and
serwce m cost recovery to the local frae and rescue compames. We
w~ offer outstanding semce and support to assmt compames in
meeting then: fmancxal goals and objectxves through cost recovery.
The vehicle to aclueve tlus goal m cost recovery The purpose, to
allow local frae and rescue compames the ab~hW to dehver lugher
qualxty servtce to the commumW by increasing the capitol
available for equipment, training, and mater~al To allevAate the
pressures of ratsmg 100% of operating funds from the local
compames allowing them to focus on them core competency frae
and rescue
INTRODUCTION
At Fmanmal Invotcmg Resources Engoged Inc, we realtze the destre within
all fire deparh~lents to provide the best posstble fire protection and rescue
efforts to thetr commumty along with tho~e tmvehng through tt To
accomphsh tlus, they need the proper eqmpment, training, protectxve clottung,
and operating revenue
In many commumties, fire departments must operate on lmuted amounts of
revenue Some have to get by on much less than some of the larger
departments providing the same service Tlus can be dangerous for the fire
fighters and costly for the commumty
Our assomat~on with the insurance industry has played a major role m
developing this program for fire departments to recover thetr cost of
operations Our program helps fire departments and reties to overcome the
lack of revenue that ~s essential for proper operations around the clock at the
best possible level of readiness This program will help assure they can pay
them expenses wlule prowding this necessary servtce to them commumty
That ~s why F I R E Inc. feels that turning to the insurance industry ts the
long awaited answer In add~tinn to saving the insurance compames nulhons
of dollars each year, fire deparhaents have long provided a serwce free of
charge when all along there has been prowsons m pohces to pay for tins
servxce Still, many deparhnents continue to struggle on lmuted revenue,
whtch jeopardizes the safety of their members and the commumtes they serve
A Cost Recovery Program can help fire departments gain the revenue
necessary to operate effictently around the clock We at F I R E Inc beheve
that by recovering thc cost of fire deparhnent response, we can strengthen the
fmancml stabd~ty of the fire department to do their job more effectMy for
many years to come and at the same ttme save the tax payer money
REFERENCES
The following is but a re nt tlve hn of accounts F.I.R E., INC represents It ~s our policy to
protect the confidenttahty of our fire and rescue entities and it ~s requested that reformation prowded
hereto is not used for pubhc consumption
Boyd Volunteer Fire Department, W~se County, Texas
City of Saginaw Fire Department, Tarrant County, Texas
$
City of Roanoke Fire Department, Denton County, Texas
Oak Trail Shores Volunteer Fire Department, Hood County, Texas
Godley Fire Department, Johnson County, Texas
Lake Cities Fire Department, Denton County, Texas
Justin Fire Volunteer Fire Department, Denton County, Texas
City of AIvarado Fire Department, Johnson County, Texas
Bellevue Volunteer Fire Department, Clay County, Texas
Peaster Fire Volunteer Fire Department, Parker County, Texas
Reno Volunteer Fire Department, Wise County, Texas
Wichita West Volunteer Fire Department, Wichita County, Texas
Corrigan Volunteer Fire Department, Polk County, Texas
City of Crockett Fire Department, Houston County, Texas
Bexar-Bulverde Volunteer Fire Department, Bexar County, Texas
Eustace Area Volunteer Fire Dept, Henderson County, Texas
City of Ranger Fire Department, Eastland County, Texas
Latexo Volunteer Fire Department, Houston County, Texas
F.I.R.E., [NC amstmg Ftre and Rescue Entities with cost recovery
A Brief History ofF. I.1LE., INC
During the early 1990's It became very evident that the methods of financing fire and rescue efforts were
quickly falling short of adequate It became apparent that unless an alternate means of finance became
readily available, many fire departments would become a part of history rather than progressing into the
future
This became all too real to an insurer of fire departments Being an msurunco provider to scores of fire
departments caused C Bran Hlgbee, CIC AM, to see that an unmedmte solution was essent,al Several
years ago, when Brian wsited fire departments that he insured, he found that several were faced vath
budgets strained to the Ix)mt of not having the premium for msuranco Although these fire companies were
putting hard effort into fund rinsing, there still was not enough money to make budget even though a
greater demand was being placed on the volunteer members for their tune and labor Because of the s~e
of Brian's company and [us desire to work vath fire compames, Brian was able to wart until the finances
earne m Tins was the short term answer However, the long term sohitlon was not m the tools used m the
After an exerucxatmg amount of research and hundreds of hours of scrutiny and exploration, a real solut,on
surfaced Recovenng cost through the bflhng, not of the auto or homeowner, but of their insurance
company became the pess~le means of finance that could assist fire departments vath thexr fiscal dilemma
Billing an msuranco company for a service that has been enjoyed at no cost previously held a true
challenge Holding two separate professional deslgnat~ons m insurance brought Brian un educational
advantage Being revolved vath adJuSting thousands of clmms for fire departments and mumc,pahties by
owning and managing a sueeeasful property and casualty msuranco brokerage firm brought the experience
needed to enter into this arena.
However, unless the fire departments could be reached and semeed wah a professional and expenencod
team, tlus real solution would ~11 far short of tis potentml to md fire departments throughout the Umted
States Fortunately, Bran was able to network with w~th Scott Kear Scott has a background vath HMO
and regional team development throughout the Southeast U S This background has given tuna vast
expenanee w~th insurance eompames through bas ownership of a qmckly expanding and successful
insurance agency
Dr Glen Ledbetter, M D Internal Medicine, ts the third member of the management team He brings a
tremendous amount of experience wnh regard to medical bflhng This is due to his development of an
extremely successful medical faethty m the Dallas-Fort Worth area Dr Ledbetter is responsible for
planning and developing systems for medical billing m a large volume medical environment
F.I.R.E., [NC assisting F~re and Rescue Enttt~es w~th cost recovery
4
How Cost Recovery Works
Briefly described, we bill the insurance company of the mdtxadual or business requesttng sermces We then
recetve the payment fi.om the insurance company and forward the recovered cost to the fire department for
the services they have rendered Below are the details oft[mt process
The Incident Report
As we all know, every fire and rescue entity completes an incident report for each call for assmtance We
utthze ttus report as the core of the b~mg mformat~on (At the end ofttus proposal ts a sample F I.R.E.,
INC mmdent repor~ ) Our goal ts to make tbas process as stream[reed and effortless as poss~le We
accompksh tbas by
· prowdmg a toll flee fax [me,
· providing custom mmdent reports containing all necessary reformation,
· only requmng the most xqtal mt'ormat~on.
At'~er the mcdent report ts completed, ~t ts then foxed, toll free, dtrectly to our billing headquarters m
southwestern Pennsylvama
The Bdl
As soon as the mcdent report is faxed to our billing staff; ~t ts unme&ately downloaded and a bill ts sent
v~a our automated bil[mg system. Most of the reformation on the bdl will come fi.om the incident report
However, hourly rates are determined for each pteea ofeqmpment before the first bill ts sent The hourly
rates are based on the mformatmn you pm,nde and are agreed upon by you Perishables such as flares,
foam, absorbent material, etc are charged based on a cost of replacement basis All bills contain the fire
department mformatmn, mctdent report number, insured name and Ix)hey number along wrth other
mfom~at~on reqmred by insurance eompames Each fire department's bfl[mgs are kept separate and
mdepondent fi.om other fire departments
Second Bdhng and Follow-up Calls
It ts usual and necessary to follow-up the sent bill w~th several calls and second and third billings
Experienced bdlmg ~taffmust do tbas Often, clmms adjusters will either deny based on anproper
mformatlon or will try to stonewall the payment of the cost recovery All bilhng must be done according to
each company's own procedures and roles
F.I.ILE., INC asslsttng Ftre and Rescue Entlt~es with cost recovery
How Cost Recovery Works
Second Biihng and Follow-up Calls (continued)
We prowde a service to the claans adjusters that d~reet them to the clause w~thm their parttcular pohcy that
prowdes coverage for the charges recurred Insurance compames pay
must
cls~-tls
to
stay
m
business
If
a
clam~ person can see that the billing ~s vah~ covered wttlun thetr pohcy, reasonable, and ~ on a
standard, they wtll pay the claim wtthout dfl~culty To do anything less m couslderad had ~th.
Receipt of Payment
When we receive payment fi.om the insurance company, our accounting department photocoptes the check
and dtreets payment to your fire department Accounts are pa~d every thn'ty days and are never held more
than thirty days Ail moneys are held m a fiducmry account No moneys are co-mingled All accounting
separate for each fire department Because each fire department ~s ~dent~fied separately by our staffand the
insurance compames, the potent~ for confusing accounts ~s extinguished
Cost to You
All faxes and phone calls are toll flee During 1998, there have been no setup charges We are considenng
an uutml setup charge for new accounts m late 1998 However, currently any new fire department will not
have a setup charge Again, our goal ~s to make flus process as effortless for the fire department as
possible
When we receive payment fi.om the insurance company on incidents that occur after the date our contract
hegms, we charge15% of the amount we collect The only btll for wluch we charge ~s the bill on which
that we reeelve payment There are no additional charges for postage, phone calls, pnnted materials, ere
The only cost to you ~s as noted above
Commitment
We ask that ffyou cornnut to our cost recovery, you conumt for one year However, because of the way
that our contract ~s structured, you may choose to stop sending mordent reports ffyou beheve that we are
not exceeding your expectatmas We only ask that you do not hegm to btll nor allow any other bflhng until
the end of the contract We fully anticipate that your expeetaUous ~ be exceeded We are looking to
build long lasting relatlonslups w~th fire and rescue eompames To do that, we reahze we must exceed
your expeetauons
F. LILE., [NC ass~stmg Ftre and Rescue Enut~es vnth cost recovery
Facts:
· There are over 4,000 insurance compames hcensed to sell insurance vnthm the Umted States
· There are over 68,000 fire ent~tics m the U S
· Tins leaves a possibfllty of over 272,000,000 combinations of potential clam'ts situations
· Insurance compames will not pay clmms unless vahd, covered w~thm the pohcy, reasonable, and
constant w~th some standard
Solution:
~t~lmCaUse of our involvement w~th so many fire compare?, we are setting the standard Cons~..ency m
g not only provides an insurance company with mfonnatlon to winch it can respond, but it also allows
compames more efficiently thoroughly When you streamhne operations for
In$urtnlce
to
adjust
and
the insurance company, you will get a faster and more consistent turnaround on bdls submated
Questions
· Does cost recovery through billing jeopardize our non-profit status?
No~ A non-profit entity can recover costs for As
biffing
prmlmy
exRmple,
exumllle
the
EMS
mdustry Throughout the Umted States, non-profit EMS entrees are recovenng their costs for
sermces provided
· If we receive moneys from our mumclpahty, can we still recover costs?
Yes~ We lughly recommend an ord,n~nce fi'om your local govemment Th~s~snot
mandatory buy wiff merease the effectiveness of our efforts
* Are we able to tailor cost recovery to suit your department or company needs?
Yes~ There are three levels of biffing We are able to custom:~e the cost recovery
program for each fire department
· Do you recover costs directly from individuals or insurance companies?
As noted obove, you can tmlor tlzs program to suit your particular department
needs We can either biff the insurance compames directly or biff the insurance
company through the mdlv~dual or business
· If we are volunteer firemen, how can bill for servlces'~
we
our
We do not bill for the time of volunteers We only recover costs through billing for
equipment tune and expendables But, yes a volunteer entity can recover costs
departments may recover costs as well
Paid
F. LR.E, INC asslstmg Fire and Rescue Entities w~th cost recovery
Questions (continued)
What are the three levels of cost recovery available to a fire or rescue entlty'~
I The first level of cost recovery ~s recovering cost through bflhag non-residents Th~s is almost
always MVA type mcdents and we will only bill non-residents Ttus level ~s utthzed by only a
fraction of the fire departments The bdl ts sent d~ectly to the insurance company If there Is
no insurance, then the fire company chooses ffthey want to pursue the individual
2 The second level of cost recovery ts bdlmg residents and non-residents ahke Ttus includes
businesses, MVA's, structure mcflents, etc As w~th level 1, the bill ts sent d~rectly to the
insurance company If there ts no insurance, then you must decide whether to bill the tnd~vmdual
or business directly Ttus ~s the recovery level that the most fire compames choose
3 The tbard level of cost recovery ~s to bill restdents, non-residents, business owners and other
ent~hes within the fire dk~tnct dtrectly They may choose to either pay dtrectly or pass the bill to
their insurance company Either way, they are responsible for the bill Only several fire entitles
have chosen this method It ~s suggested that a local or county ordinance he m place when
choosing tbas option
Are we able to btll for incidents that have occurred prior to signing up w~th F.I.R.E., Inc. *
Yest We are able to bill for incidents that have occurred up to one year prior to the date of the
contract Tlus will reqture a supplemental contract Because of the additional tune and effort
re. qua'ed, we must charge 35% for the collection of these incidents Recovering for me,dents prior
to the date of contract m an optmn that many fire departments choose ~ ts an option and ~s not
rexlmred
COMMON ASKED QUESTIONS, ANSWERS, AND COIVlME~
Ques~oa Why are fire departments now btlhng for the use of their eqmpment9
Answer. Billing for the use of fire equipment has been impeded by hundreds of years, of
tradition Paid and Volunteer Fire departments have been performing these
duties at no cost and sometimes w,th little or inadequate equipment With this
reason and the dvandhng tax dollar !o some areas, fire departments are turmng to
those that they have saved mdhons of dollars, for some many years, the insurance
companlesl
Comment. Today, the high cost of operating a fire department, the lack of vohintcers, along
with less tax dollars, creates the need to collect when appropriate Fire Fighters
deserve the best to perform the most dangerous job in the world If the funds are
available from the insurance industry, why not use
Question What law says fu'e departments can invoice for the use of their eqmpment9
Answer Nene~ There ~s no law that say's that fire departments cannot invoice
Comment. If invoicing were an illegal [ssuc, insurance companies would not pay~
Quesaon Why will insurance compames pay for our service?
Answer- If the claim Is valid, covered vnthm policy, reasonable, and coos~stent w~th some
type ofstandardlzatlort, they wall usually pay This ts what their business ~s about
Quest~oq Wdl billing for tho uses of our equipment on fire response incidents cause
someone's insurance to go up or be dropped9
Answer' No The mc~dent that has occurred, past citations, past claims, and hailstorms
. are what usually cause insurance premiums to increase or poh¢les to he dropped
A fire department will only be one of many claim's paid when an mordent occurs
Comment- For residential and commercial pohc~es, most premium rates are determined by
the ISO rating given to a community By building a stronger fire department for a
community will cause prcnnums to decrease over a per~od of time
Question Can we bdl for grass and brush fires?
Answer Only if your department knows who ~s responsible for the fire and there ts
someone to invoice Generally, there must first be an insurance claim with a
responsible parry of the fire Most claims will be filed on motor vehicle
accidents, residential and commercml structure fires
COMMON QUESTIONS, ANSWERS, AND COMMENTS (continued)
Question If'we receive funding from our mumclpahty to purchase equipment, can we
still recover the cost?
Answer- Yes However, we lughly recomm~d you request your local government to pass
an ordmanca or resolution to allow your department to mvolee This will help
enhance the collection process
Question If.our department invoices for cost recovery and we are financed by our city,
where does the funds go once paid?
Answer. This Is between your city and department If th~ govern what you do and how
you do it, you may want to contact them and work out these issues
Comment. Invoicing for your service can relieve some of.the financial burden offyour city
Or, It call increase your department revenue above what the city g~ves your
department Most departments consider cost recove~ recouping their expense of'
using their equipment and are not effected by the governing entity
Quesaon What If insurance refuses to pay the invoice for our service?
Answer:. This can happenT Most insurance will pay if the invoice ~s valid, standardu~ed, and
covered within their policy In some cases, the adJusters will research their
polices and find that the claun should be paid
Question. Can we invoice for past Incidents prior to signing on with F I
A~swer:. Yes, we can go back one year from signing on. However, because of the addrtlonal
time and effort required, we must charge more for the process The cost of this
35% Instesd of the usual 15%
Comment The contract has this provision written into it Iftbe fire department has
. records for calls one year back from the date on the contract for
billing, F [ R E [nc will mvolco for those calls This protons very beneficial It
g~ves a department an ~mmediate boost m their finances
Question Is there hmlts to what we can do w~th the revenue we bring m through bdhng9
Answer No~ There Is a cost of'your response regardless &tbe type of'department you are
One way or the other, fuel, repairs, operations, and other items must be pa~d for
Your department can do what they want with the revenue just as you would any
other revenue
Fire Revenues Council Work Session 6/13/00
MVA Enaine ResPonse Fee
FIRE REVENUES MVA response by e hre eng,ne
Non-Residents of the C,ty of
City Council Work Sesmon Denton
June 13, 2000
Incident report completed w~th
needed ,nformat~on for b,lling
MVA Enaine ResDonse Fee MVA En.ine ResPonse Fee
Forms trensm;tted to bdhng Estimated Full Year Revenues
service and bill sent out by estimated to be $171,360
servlee to ind~viduel's euto
City fete,yes 85% of the amount
collected
AGENDA INFORMATION SHEET
!
AGENDA DAT~: ~une 13) 2000
DEPARTMENT: C]ty Man~gj's 7ce
CM' M~ke Jez~
SUBJECT Receive a repo~, hold a d~scuss~on ~d g~ve staff d~rect~on reg~dmg a paperless
agenda
BACKGROUND Councd Member Durrance asked that thru item be placed on the Work
Sessmn for an update on where the City was in th~s process Due to the length of the Work
Session on May 23, 2000, the ~tem was postponed to the June 13, 2000 meeting
In March, a comrmttee was formed to study the agenda process and detenmne the best way to
proceed with a paperless agenda The goal statement demgned by the Committee ~s to "develop
an efficient and affordable agenda process, to provide d~g~tal mformat~on w~thout extending
submission deadhnes or adding addmonal work for the orgamzatlon" The Committee deemed
that the City Secretary and a representative from Technology Services would ~nterv~ew the major
contributors of the agenda to develop an overall work flow chart That chart would be used to
evaluate the current agenda process and to assist m formulating the best method to mass-produce
a paperless agenda To date, four of the s~x major contributors have been Interviewed
ESTIMA~TED SCHEDULE OF PROJECT It is estimated that the ~nterv~ews with the major
contnbutgrs wall be completed w~thm the next three weeks with another two to three weeks to
complete the charting of the agenda process The committee would then evaluate the work flow
chart to determme a process to begin a paperless agenda That process, once deemed, would
have to be tested over a number of weeks to ensure that a quahty product was being sent out to
Council The estimated completion date of the project is the start of the new fiscal year
RECOMMENDATION Staff requests that Councd make a determination on whether or not it
desires tol have a paperless agenda rather than a paper agenda It is felt that ~f the majority of the
Cotmcd decMes that a paperless agenda is preferred, only one type of agenda be produced rather
than a c0mbmatlon of paper and paperless agendas m order to meet the goal statement's
objective of not adchng addmonal work for the organization
Respectfully submitted
Agenda No
,
AGENDA INFO~ATION SHEET
AGENDA DATE' June 13t~, 2000
CM/DC~ACM: Dave Hill, 349-8314 ~~
SUB.CT
Receive a r~o~, hold a d~scuss~on, ~d give staff direction reg~dlng ~e Development Code
Rewrite project including, but not hm~ted to, the consulter scope of work, project schedule, pubhc
involvement process, ~d role of the Code Co~ee including the possible reduction of the number
needed for a quo~
BACKGROUND
At the C~ty Co~cfl's J~e 9th l~cheon wtth Jo~ Fregonese, several issues were discussed related to
· e Development Code ~d Process ~ven the d~scuss~on, we ~e bnnglng these issues fo~d ~d
seeking d~rect~on on
· ~DEF~D SCHED~E ~ PROCESS FOR THE DEVELOPMENT CODE ~OPTION
The eonsuR~t Jo~ Fregonese Is nemng ~e completion of the dra~ Development Code,
mcludmg st~d~ds ~d maps by ~e original due date of July 24th With this impending
completion, st~f believes there is m oppogmty to refocus on the pubhc rewew ~d adoption
process (A schedule will be pmwded on Tuesday )
It is impo~t at ~as stage to detml the pubhc rewew process ~d the role of the Code
Co~lttee
The goal would be to prowde a pubhc review document ~at will not ch~ge until the end of the
process w]~ all eo~ents from all st~eholders We beheve ~at this will reduce ~e coniston of
multiple doc~ents ~d, ehmmate ~e public hawng to deal w~th a mowng t~get
ROLE OF THE CODE COMMITTEE ~ Q~O~ ISSUES
At their scheduled meeting of J~e 8th, a quo~ agmn w~ not met ~d ~erefore the
Co~]~ee was not able to proce~ w~th their rewew Because of this ~d the upcoming
Developm~t Code completion, we would reco~end that ~e Co~]~ee's role be reexm]ned
Given ~e remmmng time on ~e schedule, we beheve the process should not be a hne~ process
but a p~allel process ~e input of~e Com]ttee has been invaluable ~d lmpo~t, but m order
to mamtmn the schedule, we must ente~mn a p~allel process
The Co~l~ee's role would to conanue ~ts work rewewmg the draR Development Code, along
w~th other special interest groups ~d ~e pubhc at l~ge All comments would then be founded
to ~e CaW Co.ell
Also, we believe having a quorum of eight members hampers the Committee's ability to move
through the process in a timely manner We recommend lowenng the quorum to six so they will
have less trouble meeting the legal requirements for a meeting
And finally, on Friday there was a discussion at the luncheon about holding a joint meeting
with the Committee and council members Staff asks for guidance regarding this issue
· ADOPTION OF SITE DESIGN STANDARDS AND ENVIRONMENTAL STANDARDS
OVERLAY ORDINANCE
As &scussed previously, there are several impediments to adopting these regulations on a
interim basis Smee our last discussion, staff has looked at those issues and beheve that they would
take too much time and effort away from the actual Development Code
Combined with the entire Development Code upcoming completion, staff recommends that we
not proceed with the interim overlay ordinance
OPTIONS
· Direct staff to move forward in prepanng the Overlay Ordinance
· Direct staff to move forward as recommended, and to prepare revised process detmls for Council
review on June 27th
ESTIMATED PROJECT SCHEDULE
On Tuesday, June 13th, staff will have a rewsed schedule avmlable for the City Council that outlines
the general process and proposed schedule
FISCAL INFORMATION
In August 1999, the city contracted with Fregonese Calthorpe Associates for $262,575 to include
services related to the new development code The consultant is prepanng a contract addendum to
carry the project through completion which will be avmlable at the June 27th Council meeting
Respectfully submitted
D~rector of Planmng & Development
2
Agenda Item
AGENDA INFORMATION SHEET Date. ~_.-~- I~
AGENDA DATE: June 13, 2000 nt~
DEPARTMENT. Planmng Departme
CM/DCM/ACM: Dave Hill, 349-8314"'~-~
SUBJECT - Development Rewew Committee (DRC)
Receive a report, hold a discussion, and give staff direction regarding proposed procedural
changes to be implemented by the City Development Review Committee (DRC)
BACKGROUND
In an effort to provide better customer service, staff has lmt~ated a number of operational
changes and is in the process of implementing some procedural changes to the Development
Review Committee (DRC) The DRC was established in 1983 (Ordinance No 83-70), and is
described in Section 34-6 of the City Code
A development review committee ts hereby estabhshed composed of not more than seven
(7) members The city manager ts hereby authorized to appoint the members of the
development review committee (DRC) composed of key staff members revolved tn
development review and assistance and to designate a chairperson of such committee
which chairperson shall be responsible for coor&nattng and estabhshtng committee
procedures The purpose ts to provide centrahzed techmcal review of city development
regulations and pohctes and provide centrahzed staff interpretations and
recommendations to the utdtttes board, planning and zoning commission, city councd
and any other city board charged with the authority for review and approval of
development matter of the city
The primary departments represented in DRC are Planning & Development, Transportation &
Englneemag, Water / Wastewater Utilities, Drainage, Electric Englneenng, Fire, and Parks &
Recreat~o~a Other departments typically involved, but to a lesser extent, are Police, Library,
Building Department and Economic Development Also, school &strict representatives are
~nwted to attend DRC when specific agenda items are of particular interest The current DRC
chmrperson appointed by the City Manager IS Larry Relchhart, Assistant Director of Planmng &
Development The DRC meets w~th development applicants every Thursday in accordance with
a posted agenda, and, due to recent growth, a typical DRC agenda starts at 9 00 am and runs
right up to 5 00 pm The primary activity of DRC ~s to work with development applicants ~n a
coordinated manner dunng one meeting Written comments are always provided by staff, as can
be seen m the attached example (Attachment #1)
A Council request was made, asking that DRC roles and procedures be discussed dunng a work
sessaon Several changes have been amplementod recently, as outhned below
> A wntten set of rules has been drafted and as now an effect (See Attachment//2) These
rul~s have been an effect since Apnl and are antended to adentafy the roll of the DRC
parhcapants wath regard to attendance, project remew, conducting meetings and plan
approval These rules have helped to provade better darectaon for the partacapants of DRC
The amplementataon of the new regulations, antenm regulations, the lmpendang development
code, and the increasing complexaty of projects, reqmre not only increasing amounts of
anformatmn, but typacally more techmcal mformataon to be provided sooner an the process In
order to receive adequate mfonnataon and to have suffiment time to revaew and comment on the
anformatac}n provaded, addataonal procedural changes need to be implemented The changes
include
~' Chan~,m~, the subnusslon date and reamrements Currently, apphcataons are required to
be submatted by 10 AM eaght (8) days pnor to a DRC meeting Regardless of the quahty
of the submassaon, the apphcatlon m scheduled for DRC The current proposal as to
reqmre submlssaons ten (10) days prior to DRC (Mondays at 10 AM) Prior to being
placed on a DRC schedule, plans wall be reviewed for completeness and content For
example, af a drmnage plan/report reqmred, staff checks first to see af the plan has been
submatted, and then checks for completeness and proper usage of city revaew standards
and cntena If the apphcataon as not complete or does not have the reqmred anformahon,
the apphcant wall be reformed, and the apphcataon will not be forwarded to DRC The
apphcant can then make the reqmred correctaons and resubmat for a future DRC meetmg
Check Lasts Check lasts, prepared by each department, wall be ~ncluded w~th DRC
apphcataons and wall be used to determine the appropriate level of anformataon reqmred
fo~ each type of apphcat~on The check hsts will not only allow for easaer and more
efficaent revaew on the reties part, but they will provide the apphcant w~th all the reqmred
lnformataon needed and assuming they are followed should save the apphcant tame and
money
Pr0vadan~, mformat~on to the anphcant Prior to a few months ago, applicants receaved
DRC comments as thear case was being reviewed Watlun the past month, case managers
have been forwarding DRC comments to apphcants one day prior to the meetmg Thas
allows the apphcant tame to rewew the comments, and to be prepared to ask spemfic
questtons Thas allows staff to use our hmated tame at DRC efficiently
Setting strict schedules for revasaons After an appllcataon as revaewed at DRC, at least
minor remsmns are typacally reqmred If major revls~ons are reqmred, the apphcant may
be requared to rasubmat plans for another DRC rewew Normally, only a few of the
departments have to rewew the proposed revisions and the apphcant ~s allowed to work
andavadually wath those departments A great deal of confusmn arises as to when
remsaons are reqmred to be submitted so that plans will be forwarded to the Planmng &
Zonmg Comm~ssmn or to Caty Council In response, changes have been made on two
levels The first level apphas to pubhc hearings Due to notaficataon reqmrements,
2
applications reqtunng pubhc heanngs must be 100% complete prior to being placed on
an agenda and the stamng the pubhc notification process The second level involves
non-public heanng ~tems (typically plats) Required revisions must be submitted prior to
placement on the draft agenda, and if all rews~ons are complete, the ~tem wall remain on
the final agenda These rules allow the apphcant ample t~me to rewse the plans, prowde
the applicant assurance that ff all the revisions are addressed, their case wall be scheduled
for formal action expeditiously, and more importantly, allow staff the ability to schedule
rewew t~me wtthout the constant pressure from applicants to make last minute additions
to agendas
It should be noted that m April of flus year, staff conducted a survey of recent DRC participants
(See Attachment #3) The results of that survey ~nd~cated that the current DRC process ~s
working and that only minor changes or suggestions were mentioned The proposed changes are
intended to make DRC more efficient and far to all participants By providing the apphcant w~th
concise roqmrements pnor to submissions, the right amount of energy, tame and money can be
utilized and the apphcant will know that if those requirements are met, there plan will be
processed m a timely manor It is our intent to monitor the ~mpact these changes and to
continually analyze and improve the process as necessary to prowde the best service possible
ATTACHMENTS
1 Example - DRC Comments
2 DRC Rules
3 DRC Survey, w/results
Respectfully submitted
DRC Chmrman
ATTACHMENT 1
Development Review Committee
March 9, 2000
Present from Staff Larry Re~chhart, Chalrman/Planmng, P S Aurora, WaterANastewater,
Hcc!t'..".;, Dra;~;; J;,\;-, ,~i;;J._'~-_'., Fire, Don McLaughhn, Electric Eng~neenng,
Engineering, Thomas Gray, Planmng, Deborah V~erra, Planning, Beth Hudson, Planmng, M~ke Grace,
Planmng, Lon Shelton, Economic Development, Bob Tickner, Parks
Ap~hcant / Case Representa'tlves
PLANNED DEVELOPMENT - LIIIian Miller South
This Item was approved by the Development Rewew Cornm~ttee on ,2000 with the
following conditions
Larry Re/chhart
Development R~wew Committee Chairman
Detailed Plan Comments
Development Review Committee
Meeting Date March 9,2000 Case Number. Z-99-092
Revision:
ProJect Name' W~ldwood Inn
Acreage ?
Number of Lots' Residential Open Space ~ NonresldentEal 1 Total 1
Proposed Use: bed & breakfast facility Zomng PD-87
Interim Regulations are applicable Relief request ~s pending
Development Review Committee Representatives.
Thomas B Gr~ly w~ll be your case manager The following contacts are provided to assist you m reaching
the appropriate representative with any questions you may have regarding comments or requests made by a
department If you have any questions, please feel free to contact the appropriate representative
Department Representative ~ Telephone q~ E-mail Address
Planning and Development Larry Reichhart (940) 349-8350 Icre,chh@c~tyofdenton com
Planmng and Development Thomas Gray (940) 349-8504 tbgray@c~tyofdenton com
Engineering & Transportation Dawd Salmon (940) 349-8358 dwsalmon@c~tyofdenton com
Water/Wastewater Ut~hties Muhammad Ayub (940) 349-7191 mxayub@cltyofdenton com
Water/Wastewater Ut~libes Dale Hoelting (940) 349-7180 dehoelt~@c~tyofdenton com
Electric Engineering Don McLaughl~n (940) 349-7119 dlmclaug@cityofdenton corn
Fire John G~ilette (940) 349-8159 jkg~llet@c~tyofdenton com
Building Inspections Nona Munc~e (940) 349-8360 nemuncle@c~tyofdenton com
Parks & Recreation Bob T~ckner (940) 349-8275 rkt~ckner@c~tyofdenton com
Economic Development Lor~ Shelton (940) 349-8305 Idshelto@c~tyofdenton corn
Denton lSD Todd Parton (940) 387-6151, 228 tparton@denton ~sd tenet edu
Detailed Plan - The detailed plan shall contain the following information'
1 ) Acreage The acreage ~n the plan as shown by a survey, certified by a registered surveyor
Comments Total acreage of project needs to be noted
2) Land Uses, Permitted uses, specified in detail as determined by the department, and the acreage for
each use
Comments Provide a note stating that entire sltelacreage Is for bed and breakfast use
Wif(trWOOd Irm DPta/lod Plan Revised 2/22/00
3) Off-site Information Adjacent or surrounding land uses, zoning, streets, drainage faclhtles and other
ex~st~ng or proposed off-site ~mprovements, as specified by the department, sufficient to demonstrate the
relabonshlp and compat~bihty of the district to the surrounding properbes, uses, and fac~hbes
Comments Noloff-alte Information Is shown Label adjacent land uses and zoning districts Locate
and label all utilities necessary to serve the development
4) Traffic and transportation The location and s~ze of all streets, alleys, parking lots and parking spaces,
loading areas or other areas to be used for vehmular traffic, the proposed access and connection to
ex~st~ng or proposed streets adjacent to the d~stnct, and the traffic generated by the proposed uses
Comments See transportation department comments
5) Buildings (Nonre$ldent~al) The location of the building(s) footpnnt, maximum square footage,
maximum Ihe~ght, minimum setbacks for all buildings, and the maximum total floor area Also, the
m~n~mum parking standards for each general land use
Comments Need to provide note stating maximum helght, setbacks and floor-area ratio Provide a
note stating that building size la a maximum
6) Residential development The number, location, and d~mens~ons of the lots, the m~mmum setbacks, the
number o~ dwelhng units, and number of units per acre (density) A table demonstrating the total lots by
block needs to be provided The informat~on should indicate Lot #, square feet, and acreage Also,
show the maximum height of buildings, maximum building coverage, and m~n~mum parking standards
Comments These requirements not applicable to nonresidential development
7) Trees and landscaping Tree inventory and a landscape plan as required by the landscape ordinance
Comments Landscaping Information needs to be provided
8) Open Space The approx~mata location and size of greenbelt, open, common, or recreation areas, the
proposed use of such areas, and whether they are to be used for pubhc or private use
Comments Provide a note stating the total area of the opens space Note whether open space ~s for
public or private uae,
9) Screening The location, type, and s~ze of all fences, berms, or screening features proposed between
d~fferent land uses or adjacent properties
Comments Acceptable
10) Signs Locabon, type, and size of all signs regulated by the c~ty's s~gn ordinance
Comments Provide slgnage detalia,
11) S~dewalks and b~ke paths S~dewalks or other ~mproved ways for pedestrian or bicycle use
Comments Sidewalk along LIIIlan Miller needs to be shown If there are any walks or trails on the
Interior of the property, they need to be shown as well
Wildwood Inn Dot,)/lod P/an Revised 2/22/00
~r, regulations that apply)
Planning and Development Department'
· Th~s review ~s being prowded under the assumpbon that the applicant will receive rehef from the
~ntenm nonresidential development regulations
Engineering Department
· See attached comments
Water and Wastewater Department
· See attached comments
Electric Engineering Department
· See attached comments
Fire Department
1 F~re hydrants are required every 600 feet ~n res~denbal properties and 300 feet ~n
commercial properties
2 On-site hydrant w~ll be required because when any portion of the fac~hty or building
protected ~s ~n excess of 150 feet from a water supply on a pubhc street as measured by
an approved route around the exterior of the building
3 F~re lanes will be needed added Fire lanes are required so we can reach all exterior walls
w~thin 150 feet of a spnnklered building They are not less than 20 feet w~de and has no
dead.ends longer that 150 ft They are marked "F~re Lane-No Parking"
Building Inspection
· No comment at th~s time
Parks & Recreation
· No comment at th~s bme
Economic Development
· No comment at this t~me
Denton lSD
· No comments
7
W/Idwc,~d Inn Detailed Plan Revised 2/22/00
CITY OF DENTON
MUNICIPAL UTILITIES
WATER/WASTEWATER DEPARTMENT
DRC COMMENTS
Review LILLIAN MILLER SOUTH (WILDWOOD INN)
Predesign
File 2118
Date March 9, 2000
General
Requirements
a) Sec 34-119 Water Utility Standard Basle Policy Sub-Division Rules
and Regulations
b) See 34-119 Sewer Utility Standard Basic Policy Sub-Division Rules
and Regulations
c) All water and wastewater lines shown on the City of Denton utility
maps are in accordance with the best information and are believed to
be true and correct However, the City does not guarantee the exact
accuracy of each line size or relative location
d) Water and sewer services are required for each platted lot
e) All developments are subject to water/wastewater impact fees
f) Need to provide WaterAVastewater Englneenng Division with a digital
copy of approved Final Plat or e-mini the digital file to
anthonv.earanna(~e~vo fdenton.com
g) All water/wastewater improvements shall follow City of Denton Sewer
and Water design cntena manual
h) Developer shall provide water meter boxes for all meters below 2-in
$1Z¢
WATER
a) Existing 30-m City of Denton UTRWD waterline on eastern side of
Lflhan Miller Parkway
b) There is an existing 8-1neb waterline that runs along some portion of
frontage of the property on Lflhan Miller Parkway
c) 8-meh waterline extension will be required along the frontage of the
waterline with connection to the waterline at the intersection of
Southndge Drive and Lflhan Miller Parkway
SEWER
a) Existing 8-tach gravity sanitary sewer running through the southern
portion of the property m an easement
b) Extension will be reqmred from th~s 8qnch samtary sewer to prowde
service to the development
FIRE I-IYDRANTS
F~re hydrant required at 300-ft spamng for commercial developments
EASEMENT
20-ft utility easement along Lllhan Miller Parkway
DRAINAGE
a) A port,on of the property contains Flood Zone AE If any port~on of
the floodplmn ~s to be reclmmed, a flood study and CLOMR
doctanentmg proposed modfficatlons shall be submitted to C~ty prior
to approval ofprehminary plat Issuance of CLOMR from FEMA will
be required prior to acceptance of final plat If any reclamation ~s to
be done, a final flood study shall be submitted to document as-bmlt
condlttons Th~s study shall be submitted to the C~ty prior to
acceptance of subdtv~s~on
b) All areas of the 100-year floodplain that are not reclaimed shall be
eontamed ~n a drainage easement and labeled w~th metes and bounds
description on the final plat
c) Reclamation of the 100-year floodplmn m subject to C~ty's rewew and
approval
d) Mm~mum finished floor for all lots adjacent or ~n the floodplain shall
be md~cated on prehmmary and final plat M~mmum fimshed floor
shall be at least 18" above fully encroached 100-year floodplain 0 e
100-year floodway) water surface elevation or 2 5 feet above the base
flood elevation
e) Preliminary dramage study ~s needed for prehm~nary plat The
drmnage study shall show all ex~st~ng storm sewers surrounding the
property ~ncludmg channels, storm sewer p~pe or boxes, and culverts
Show all ex~stmg and proposed dramage easements on plat
f) Any increases in storm water runoffas a result of this development
will reqmre a letter ofperm~ssmn from the offs~te property owner 0f
appheable) If the letter cannot be obtmned, detention of storm water
to reduce flows to ex~st~ng conditions will be necessary Calculations
for detention as per Drmnage Design Criteria shall be prowded
g) Drmnage ~mprovements shall follow City of Denton Subd~wsion and
Land Regulations, Drainage Design Criteria and Comprehensive
Master Drmnage Plan
h) Prehm~nary drmnage study ~s needed for prehm~nary plat The
drainage study shall show all ex~stmg storm sewers surrounding the
-- 9
property ~nclu&ng channels, storm sewer pipe or boxes, and culverts
Drainage area map and runoff calculations shall also be shown Show
all ex~stmg and proposed drainage
Denton Municipal Electric
Development Review Committee March 9, 2000
Zoining -- The Wildwood Inn
Location -- Lflhan Miller Parkway and Southndge Boulevard
ID -- 1330 Acres -- 4 315 Lots -- 1
Description: Proposal is to construct a 16 bedroom Bed and Breakfast The project will include
necessary parhng areas, a swimming pool and a maintenance famhty
Reviewer: Donald L McLaughhn (940) 349-7119 or dlmclaug(~_,mee ore
Comments are In regards to future construction not zoinlng
Sttucco Fence must be west of existing electric utilities
Request for Digital File of Site Plan
Electric Eng~neenng staff requests an AutoCAD DWO file or DXF file of the site plan to prepare construction
drawings Electric Engmeenng is currently using AutoCAD Release 2000 Please send files to
dlr0claue~eee ore
Electric Equipment Locations
Denton Municipal Electric will work with you to decide where to put electric utility equipment to serve the
development The ex~stmg electric famlmes are underground adjacent to Lflhan Miller rights-of-way The
new electric service vail be single-phase 120/240 volts
Easements
Denton Mummpal Electric request the following easements
· 20 foot public utility easement next to Lflhan Miller
· 16 foot easement to loop the primary cable to the transformer prowdmg service to the Bed and Breakfast
Typical Electric Service Comments
The Customer is Responsible for The Following
$ Secondary conduits and conductors
Surveying as needed for City construction
$ Installation of metenng prows~on
$ Coordination with Cfly Electric Metering Department (940) 349-7173
Coordinataon vath city electric crews and electric engineenng staff
$ Proper permitting from building inspection
Account with customer servmce
Denton Municipal Electric is responsible for the following
$, Provl&ng electric meter base
Installing transformer, primary conduit, and primary cable
$ All terminaUon's in the transformer
Denton Munwtpal Electrw wdl make final comments when the customer submits bml&ng plans
Coordination
Developers need to coordinate with Denton Municipal Electric on his construction schedule Denton
Munmpal, Electric must install crossings before developer paves streets Denton Mumeipal Electric must use
its equipment and people efficiently, which, it cannot do without coordination vath developers
Electric iMarkotlng Program
Denton MUnicipal Electric offers lncenhvcs to promote installation of energy efficient HVAC equipment
Contact Bill Bunselmeyer, Manager of Marketing Servmes, at (940) 349-7328 for more mformat~on on the
EnergySave Program
Engineering and Transportation Comments David Salmon
Development Review Committee 940 - 349 - 8358
Meebng Date March 7, 2000 DWSALMON@cltyofdenton com
Project Name: Wildwood Inn
Predesign Comments
1 Lflhan,Mfller is constructed to Clty Standards, no additional perimeter pavement improvements
will be necessary
2 S~dewalks ex~st along the frontages of Lfll~an Miller and Southndge R~ght-of-way needs to be
expanded to encompass all of the s~dewalk
3 Lflhan Miller ~s designated as a secondary arterial Southndge ~s classified as a collector street
The ex~stlng PD permits one drave approach on Lflhan Miller at the point d~rectly across from
Shenandoah Eng~neenng rewew the driveway opuons Two one-way curb cuts may be
acceptable
Page 1
12.
Attachment 2
DRC RULES
April 6, 2000
The following rules apply to the individuals assigned by their respective departments to
partacipate m DRC A list of such designees, and alternates as reqmred to be kept up to date by
submittal to DRC chmrman These rules are intended to ensure an efficient review process
These rules will be enforced, and the anabahty to meet these roles wall not be tolerated In the
event that any ofthase rules are broken the immediate supervisor will be notafied, af needed
ACM's wall be brought Into the process
I ATTENDANCE
1 Attendance at DRC as mandatory, unless prior approval by DRC Chmrman as made
2 Meetings will start on time, and participation is reqmred for the entire meeting
II REVIEW
1 All remews wall be completed at scheduled times
2 All reviews will be forwarded to case manager by 4 PM the day praor to DRC (Case Manager
wall forward comments to applicant prior to the meeting)
3 Controversml items and/or review reqmrements, that are not code related, but will effect the
scheduling and/or approval, must be dmanssed with DRC Chmrman prior to reports beang
finahzed or returned to the apphcant
III MEETINGS
1 Prior to apphcants being brought into meetang, staff will review the case
2 Deal Makers - If answers to questions can't be made at DRC, the apphcant wall be given a
tame when they wall be notffied of decisions - Chairman wall be notified of decasaon before
the applicant
3 DRC Chairman must be informed of non-DRC meetings and/or correspondence that may
effect the outcome of a project Summary reports, of smd meetings, should be mmntmned by
the inrhvadual departments
IV PLAN APPROVAL
1 As plans are remewed and approved at DRC, the chmrman will keep track of what
departments need to sign-off on the plan before at wall be forwarded to P&Z or City Councal
Plans,will not be forwarded to P&Z and/or City Council until all appropriate staff/department
approvals are obtained An e-marl or a memo of approval forwarded to the case manager
will be required as proof of approval (a phone message wall not constatute approval) It wall
be the apphcant's responsibIlaty (not the case manager) to pursue approvals outside of DRC
13
ATTACHMENT 3
April 21, 2000
SUBJECT: Development Review Committee
Dear DRC Customer
You or your firm has recently been through our Development Review Committee (DRC)
process We are writing to you in an effort to receive feedback regarding our DRC process
Your responses to the following two questions will be helpful to use as we analyze the current
DRC process and determine If any changes are warranted
· What, if any, problems or ~ssues did you have w~th our current DRC process?
· What, if any, suggestions do you have to improve the current DRC process9
Your ~nput is Invaluable to us as we continually strive to offer the very best costumer service we
can Written responses (via letters, fax or e-mall) are preferred, but a phone call or a meeting
will also work In order to incorporate changes in a t~mely manner, please respond by May 8,
2000 The fine-tumng of DRC will be an on-going process and responses received at any t~me
wall always be welcomed
S~ncerely,
Lawrence C Relchhart
Assistant Planning Director
14
RICHARD H. KELSEY
ANN E. KELSEY
206 RIDG[CRI ~1CIRCI I
DENTON, TF\A~ 7620~
(940)382-9370
May I, 2000
Mr. Lawrence C. Reichhart
Assistant Planning Director
C~ty Of Denton
221 North Elm Street
Denton, TX 76201
Re: DRC Evaluation Request
Dear Larry
I received your letter of April 21, 2000, regarding feedback to the DRC process
Before we get to the process, I want to personally thank you, Deborah. Brian, and Nons
~n particular, and all of the DRC department representatives for the help, courtesy, and
professionalism winch you have extended to Ann and me We are complete neophytes at th~s
bus~ness We did not have any idea what was necessary to get a cerhfieate of occupancy We
have learned a great deal about the zomng and platting process I am still not sure we understand
~t all, but at least we have a much better grasp of the process
We s~gned the purchase contract on January 15, 2000 The contract provided for ninety
days to effect rezonmg We had no idea that it would take closer to slx months The first four
months were tied up because of the unsettled status of the ex~stmg ordinances We certainly
understand that the staff does not have anything to do d~rectly with the eyastence of the
ordinances However, the delay has been very painful to us We had to close the contract
spending ~ major pomon of our savings on a house, which we did not want or need We need
offices and not a personal residence Based upon your informal analysis and encouragement, we
went ahead with the purchase We will be m a world of hurt ff we cannot get it rezoned
However, I based upon my observatmn of the City Council and staff, everyone recognizes that
office use3s a compatible use with the ne~ghburhood, pamcularly since it ~s our goal to make the
offices as imce as possible We do not believe there will be any other office development wluch
has a meet layout
Inlregard to the process itself, I do not know a better way to educate the developer as to
the reqmrements of the urdmances and the interpretation of the ordinances by the various
departments I appreciate the written analys~s since we cannot write down everything fast
enough, particularly when we do not understand what ~s going on and the voeahulary words
bemg used
Mr Lawrence C l~o|chhart
~a¥ I, 2000
Page 2 of ~
As a matter of observation, I think it is important for the City to realize that every
requirement, interpretation, or decision made by the City in the process has a direct and perhaps
very significant financial impact on the landowner I think every developer has to anticipate a
certain amount of administrative expense in the planning and platting process I would like to be
able to afford the best experts available However, our available funds limit what we can do
For example, a two-story office is more expensive to build, may require very expensive
elevators, ADA facilities, and is more difficult to rent Every dime we borrow bears interest
Every dime we spend of our own funds depletes our savings We really do not want to spend
any more money on engineers, architects, land planners, and landscape architects than is
mimmally necessary We are equally concerned about trying to make the development
aesthetically pleasing I agree with the statement made at the City Council meeting dunng the
first consideration of the interim ordinances that all criteria should be objective and not
subjective It is impossible for us to deal with sub3ecuve criteria such as whether the
development will be "pretty" or "compatible" and similar nonspecific words It is my personal
belief that once the zomng, platting, and building ordinances are met to an objective standard, the
nature and type of the actual construction should be left to the owner's discretion smee the owner
bears the economic consequences of those decisions I agree with the concept that the City and
all of its citizens are better off with quality development, adequate green area, proper access and
utihties However, I believe that the design of the structures, their color scheme, and other
similar matters should be left to the sole discretion of the owner I realize that the staff recelvas a
lot of pressure from the members of the City Council in regard to these matters Although I have
no objection to the staff members making observations or recommendations regarding these
matters, the ultimate decision of what to build should not have anything to do with the process of
the DRC
The only other observation is that I had the impression that some lnthvldual department
representatives on the DRC had not been out to the site or looked at the site and were making
requirements or recommendations which really made no sense as applied to the individual site
Of course the ordinances must be observed However, where there are vinous ways of
complying with the ordinances, requirements should not be made unless the person making the
reqmrements has determined that they are feasible I also understand that each member of the
DRC staff is probably overworked and certainly underpaid
All in all, we found the DRC members and staff to be extremely cooperative, courteous,
and helpful We certainly appreciate the "can do" attitude which helped us pass some potential
roadblocks and expedited the process We understand and appreciate that you and Deborah
personally have done all that you can do to get us to the stage where we can put the request for
zomng before P & Z and the Council I am sure we will be back in touch with you for additional
guidance
Mr Lnwrence C Relchhnrt
Mny 1, 2000
Pnge 3 of 3
Thank you ngmn
Very truly yours,
DOWDI~, ANDERSON AND ASSOCIATES, INC
CIVIL ENGINEERS
5225 VILLAGE CREEK DRIVE SUITE 200
PLANO, TEXAS 75093
(972) 931-0694 FAX (972) 931-9538
Apn128, 2000
Mr Lawrence C Reichhart
Assistant Planning Director
C~ty of Denton
221 N Elm
Denton, Texas 76201
RE Response to DRC Review Process
Dear Larry
In response W your inquiry of the City of Denton's review process I have the following two points
to make
1 The w,0ten DRC comments w~th respective department, contact name, phone
number, and emafl address listed ~s fantastic I vflsh more crc~es would follow
your example
2 The DRC meeting would be more productive and streamlined if the written
comments wore ready for the apphcent/owner/developer to review prior to the
meeting The wntte~ comments are currently avadable 30 minutes prior to the
scheduled rewew tzme 30 minutes (at C~y Hall) is hardly enough tune for a
project's team to review and properly prepare for a DRC meeting Most c~cles
provlda two to slx days to prepare Some reties simply prowda the written
comments/marked-up plans and the applicant is responsible for mahng rewslons
and a DRC meeting is only set ffthe applicant requests one Cmos w~hout a
formal DRC meeting make ~t the applicant's responslbthty to set up m&wdual
meetings with dspartment(s) where appheat~on ~ssuos eyast
Havmg processed davelopment appheatlonS m numerous Metroplex crt~es for the past 12
years, I~d recommend you talk vflth Coppoll, Frisco, Plane, and Southlake about their
processes
Thank you for asking tho development commumty for their opmwn
Sincerely,
05/~2/O0 FRI l§ ~4 FAX 9403877731 BEVERLY STEPHENS
PMB 21 l
2,13(; $ 135 F, Stole 376
Denton, IQ( 76205-4900
DATE 5/12/00
~I~O~:~ Beverly Stephens PIIONEfFAX 9~0-387-7731
SHADOW BROOK PLACE
TO:. La~ry Relehhsrt FAX#: 940-349-7707
COMPANY: c/.ty of Denton TOTAL NO. OF PAGES:
Mr Reichhart,
I received your letter regarding Dexelopment Re,sew Commdtee feedback when I got back In town earher th~s week, but on
t~ymg to call you found out you were out until 5/15
I am lea~ng 5/13 and won't be beck untd 5/19 but wanted to take the epportumty to respond to your letter and thank you and
your staff for the help you gave us throughout our zoning process We got caught m delays, mtenm requirements, etc , and ~t
was wdh your help and that of your staff that we worked through it to get the sarong and we appreciate your efforts - both wdh
US and at the meebng wtth our neighbors We would have preferred "soma" water along our property, even ff shallow Th~s
summer, after as pretty es it was there wdh water last fall, our neighbors may rethink their decision but we needed to move
forward, water or no water
Wa have contracted for the re-breacll of the dam area and the grading work on the overflow area and are told it has been
completed as per d~rect~ons dudng the few dry spells we ha~ had 1 have asked Mr Coulter for an inspection He Indicated
he would be sending Dale Hoelting out th~s next week to Inspect
Our engineers are about to present our preliminary plan to the City (hopefully early next week) and we would appreciate your
re~ew and comments I have asked Mr Cou~ter to immed~ately notify us d the grading is not complete so that we can find a
dry period and get d appro~d without ~t delaying appro,mt of our plat l wffi ,,e~y much apprecmte your staying m touch w~th
the situation I will be back In town on 5/19, and then for most of the summer In the meanhme I have someone taking my
calls and momtoring my faxes
Thanks agam
Beverly Stephens
19.
Larry Re~chhart - DRC Process Comments Pag~ ~-
From Robert Jebavy <rjebavy@bddeng com>
To <lcre~chh@cltyofdenton com>
Date Fn, May 5, 2000 8 11 AM
Subject DRC Process Comments
Larry,
We appreciete the opportunity to prowde you feedback on our experiences
w~th the DRC rewew process Rod and I discussed thcs and we could
think of only a couple of things that might make the process better from
our standpoint Providing the staff comments prior to the meebng for
our rewew would be helpful W~th pnor knowledge of the comments, the
developer Or h~s consultant could ask specific questions rather than
most of the'allotted brae being used by the staff reading their comments
to us The other th~ng that m~ght help is to schedule a longer period of
bme to d~scuss the larger projects The larger and more complex
projects obviously require more d~scussion than a restaurant pad s~te
I would hke, to compliment the City of Denton's staff on their
wlllingnesslto help us and their accesmbility You wouldn't beheve
some of the problems we have trying to work w~th the staffs ~n some of
the c~t~es around the metroplex
If you have any questions or need any additional ~nformabon, please let
me know
Robert Jebavy
CC Rod Z~elke <rz~elke@bddeng com>
PACCAR
/~w D~p~mee~
Aprzl 28, 2000
Mr La~rence C Re,chart
Assistant Plsnnzn~ Dzrector
City of Denton
221 N Elm
Dentor, TX 7620]
Re Your letter of April 21-DRC
D=sr Mr Relchazt
Th~s responds to your letter of April 21 concern~n9 oar views about
~he C~Uy's DRC process
As you know, Peterbzlt has just recently filed to revzse ~ts ex~stlng
80 acre plat to ~nclude 20 acres of ad]acent bare land purchased last
year from the Rayzozs
When we f±nlsh th~s pro~ess we ma/ ~deed have comments about how well
the DRC ~'proces9" functions an clzcumstances sach as ours Until then
It would be premature for as to comment on such matters
Very~ruly Yours,
Corporate Real Property Manager
Cc R E Bangezt II
,,.~ j-c~ ~%! ~. ~r
PO Box 1518 Bellevue Wash ~gton 98009 Telephone 425 468
PACCAR Bu~ld,ng 777 106t._h Avenue f' /ue Washtegton 98004 Facs~mde 425 468 8228
21
Rpr ~? O00Z'4Ep John & Sue Du~ 940-566-1950 p I
ANN KELSEY
206 Rtdgecrest C~rcle
Demon, Texas 76205
940-382-9370
FAX 940-287-9553
May 3, 2000
Mr Lawrence C Re~chhart
Assistant Planning D~rector
City of Denton, Plaunmg and Development
221 N Elm
Denton, TX 76201
Re Development Rexnew Comrmttee
Dear Larry
In response to the questiormatre regarding the DRC process, I have nothing but
compliments for the staff and the way they work I found each helpful, available,
responsive to my calls and mqutrles, encouraging, supportive, patient, courteous, and
professional Most oftbo staffI did not work w~th personally, but those I did (You,
Deborah, Nona, and Brmn) are all of the above
My only suggestion is that the apphcants have avatlable to them a handbook of
definitions and/or calendar laying out the steps and requtrements for each for a rezonmg
request For beginners tins would be very helpful and perhaps keep staff from having to
repeat the same tnformation over and over until we "get it"
Thanks to all staff for all you have done for us tn regard to th~s project
Sincerely,
Ann Kelsey
- 23.