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CITY COUNCIL AGENDA PACKET'
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AGENDA AQdRQl~
CITY OF DENTON CITY COUNCIL
September 6, 1994 3
Executive Session of the City of Denton City Council on Tuesday,
September 6, 1994 at 5:15 p.m. in the Civil Defense Room of City
Hall, 215 E. McKinney, Denton, Texas, at which the following items
will be considered:
NOTE: THE CITY COUNCIL RESERVES THE RIGHT TO ADJOURN INTO
EXECUTIVE SESSION AT ANY TIME REGARDING ANY ITEM FOR WHICH IT IS
LEGALLY PERMISSIBLE.
5:15 p.m.
1. Executive Session:
i
A. Legal Matters Under TEX. GOVT CODE Sec. 551.071
B. Real Estate Under TEX. GOVT CODE Sea. 551.072
C. Personnel/Board Appointments Under TEX. GOVT CODE
j Sec. 551.074
j Special Called Session of the City of Denton City Council on
Tuesday, September 6, 1994 at 6:06 p.m. in the Council Chambers of
City Hall, 215 E. McKinney, Denton, Texas at which the following
{ items will be considered:
1. Consider approval of a resolution supporting legislative
eation to make a technical correction to the Texas Open
Mastings Law to authorize governmental bodies to consider the
appointment of board and commission members in closed session.
2. Hold a discussion and give staff direction regarding the 1994-
95 fiscal year budget.
A. General Fund
1. General Fund Reserve Level
2. Revenues
f a) Sales Tax - 14 General Purpose Tax
b) Sales Tax - 1/2 cent to Reduce Property Tax
c) Property Tax
3. Pay Plan Adjustments I
4. Benefits Adjustments
a) Health Insurance
yt3- ! b) T.M.R.S.
5. Positions
b' a) Police Jailers
b) Library Staff for Denton Public Library South
e) Facilities Management Part-Time Janitor
d) Parks Maintenance Light Equipment Operator and
Grounds Keeper at South Lakes
k o) Animal Control Clerk j
f) Building Inspections Plans Examiner
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City of Denton City Council Agenda Q"Wo,--
September 6, 1994 gendalte
Page 2
Oata
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g) Engineering - Eliminate Street Supervisor
Eliminate Engineer
Add Engineering Technician II
h) Police Officers - To Be Hired In January
i) Cable Television Administrative Intern
Legal Part-Time Prosecutor
6. Other Agency Contributions
7. Transportation
S. Tax Exemption for Persons Over 65
9. Reserve Fund
a) Fire Reserve Fund
b) Hotel/Motel Occupancy Tax Reserve Fund
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3 10. Street Improvements
11. Consulting Assistance
12. Cable Television
13. Senior Center Doors
14. Space Expansion - City Hall west
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15. Space Expansion - City Hall
16. Juvenile Diversion Task Force I
17. TTRIPS Funding
f 18. Visual Arts Center - Fans E
19. Fire Station Location j
20. Fire Station Manning
21. Ambulance Transfers
22. Additional Part-Tine Help at MLK
r 23. Tax Exemption for Disabled Persons
B. Working Capital
1. Warehouse Courier
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City of Denton City Council Agenda 4~pw;aNO
S3ptember 6, 1994
Page 3 AgendaNe
C. Utilities
1. Electric
a) Rates - 13 Base Rate increase/11 ECA rate
increase
b) Positions
2. Water Rates - 2t increase
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3. Wastewater
a) Rates - 8t increase j
= b) Positions
4. Sanitation
a) Rates - Residential - 7.67%
Commercial - 8%
Landfill - $1.00/cubic yard increas3
b) Positions
D. Other Budget Issues
C E R T I F I C A T E
I certify that the above notice of meeting was posted on the
bulletin board at the City Hall of the City of Denton, Texas, on
the day of , 1994 at o'clock (a.m.)
I
CITY SECRETARY
NOTEt THE CITY OF DENTON CITY COUNCIL CHAMBERS 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
SECRFTARYOS OFFICE AT 566-8309 OR USE TELECOMMUNICATIONS
DEVICES FOR THE DEAF (TDD) BY CALLING 1-800-RELAY-TX SO
THAT A SIGN LANGUAGE INTERPRETER CAN 9E SCHEDULED THROUGH
THE CITY SECRETARY'S OFFICE.
ACC00208
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City of Denton City Council Agenda@ndaN4
September 6, 1994
Page 3 A9 odal(@ r..
08
C. Utilities
1. Electric
a) Rates - 14 Base Rate increase/1t ECA rate
increase
b) Positions
2. Water Rates - 2% increase
3. Wastewater
a) Rates - 8% increase
F b) Positions
4. Sanitation
a) Rates - Residential - 7.671
Commercial - et
3 Landfill - $1.00/cubic yard increase
b) Positions
D. Other Budget Issues
C E R T I F I C A T E
I certify that the above notice of meeting was posted on the
bulletin board at the City Hall of the City of Denton, Texas, on
the day of , 1994 at o'clock (a.m.)
CITY SECRETARY 3 1
NOTE: THE CITY OF DENTON CITY COUNCIL CHAMBERS IS ACCESSIBLE IN
ACCORDANCE WITH THE AMERICANS WITH DISABILITPES ACT. THE
CITY WILL PROVIDE SIGN LANGUAGE INTERPRETI3RS FOR THE
HEARING IMPAIRED IF REQUESTED AT LEAST 48 HOURS IN
ADVANCE OF THE SCHEDULED MEETING. PLEASE CALL THE CITY
SECRETARY'S OFFICE AT 566-8309 OR USE TELECOMMUNICATIONS
DEVICES FOR THE DEAF (TDD) BY CALLING 1-800-RELAY-TX SO
THAT A SIGN LANGUAGE INTERPRETER CAN BE SCHEDULED THROUGH
THE CITY SECRETARY'S OFFICE.
ACC00208
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RESOLUTION NO. _
A RESOLUTION SUPPORTING LEGISLATIVE ACTIOI,TO MAKE A TECHNICAL COR-
RECTION TO THE TEXAS OPEN MEETINGS LAW 70 AUTHORIZE CAVERNMENTAL
BODIES TO CONSIDER THE APPOINTMEN'C OF BOARD AND COMMIS11ION MEMBERS
IN CLOSED SESSION; AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, the City Council supports the principles which led to
the passage of the Open Meetings Act (the Act) and remains com-
mitted to abiding by the Act's requirexents to ensure that public
business remains open to the public; end
WHEREAS, the Act authorizes a governmental bode t13 meet in
closed session to deliberate upon the appointment, employment,
evaluation, reassignment, duties, discipline, or dismissal of a
public officer or employee; and
WHEREAS, in 1992, the Attorney General issue!. art opinion,
Opinion No. DM-149, which determined that the exemption under 42(g)
of the Act is not applicable to the appointment of members to the
Fire Protection Personnel Advisory Copmittes and the 7olvnteer Fire
Fighter Advisory committee; and
WHEREAS, prior opinions of the Attorney General, specifically #
Attorney General Opinion H-1045 (1137)), have stated that "the pri-
mary interest protected by section 2(g) . . . is that in avoiding
( possible unjustified harm to the reputation of the individual C
officer or employee under consideration"; and
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WHEREAS, the City Council finis that the current statutory ;
interpretation of the Act provides f'or treatment of City employees
in the appointment process differ,intly than volunteers who are
appointed to serve on City boards, that this treatment is inequita-
ble and it is more equitable to treat members of advisory nom-
mittees, who are volunteering their time and service to the City,
in the same manner as other City employees and members of decision-
making committees; and
WHEREAS, the Council also finds that extending the section
2(g) exemption to the appointment process of members to advisory
boards and commissions would avoid possible unjustified harm to the
reputations of individuals under consideration for appointment to
City boards and commissions; NOW, THEREFORE;
L THE COUNCIL OF THE CITY OF DENTON HEREBY RESOLVES:
r !i SECTION 1. That the City Council hereby supports the intro-
duction and passage of legislation which would authorize a govern-
mental body to deliberate, if it so chooses, upon the appointment
of members to advisory boards and commissions in closed sessions;
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forward cam ghat the City Secretary is hereby directed to
Senator Jane tRepreventativehis
HornatRepresentatinicipal
Denney, Representative Ben Campbell, Don Walker, Texas Municipal
League Region 8 District, and Frank Sturzl, Executive Director of
the Texas Municipal League] and
SECTION 2ii That this resolution shall become effective
! immediately upon its passage and approval.
i
j PASSED AND APPROVED this the
f day of , 1994.
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808 CASTLEBERRY, MAYOR
ATTEST:
JENNIFER WALTERS, CITY SECRL'TARY !
1 By l
APPROVED AS TO LEGAL F'ORMs
DEBRA A. DRAYOVITCH, CITY ATTORNEY
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Agenldal
I Summary of Responses to auestioate
on the 1994-95 Proposed Budget
August 9, 1994 (Topics)
1) Certified ad valorem tax roll
2) Citizen complaint survey
3) Vision project
4) North Central Texas Council of Governments
6) Cable television
6) Incentive pay program
71 Juvenile Diversion Task Force report
j 8) Contract customers at the Landfill
9) Disabled tax exemption
10) Health Insurance providers
11) Municipal charges survey
August 16, 1994 (Toplcs)
12) Visual Arts Center air conditioning
August 23, 1994 Supplements (Topics)
13) Cable television - Radio audience
14) ADA compliance procedures
16) Sprinkler systems and buildings on the square
i i 8) Senior Center door bid analysis
f 17) Space expansion - City Hall West and City Hall
18) Juvenile Diversion Task Force update
19) Drainage concerns at 3011 Santa Monica Dr. - Mrs, George Huhbard
20) Visual Arts Center air conditioning options
21) Health insurance rates
22) TTRIPS funding j
23) Street lighting
24) '95.99 Capital Improvement Program
26) Municipal Cost Survey
26) Fire Station relocation analysis
27) Fire Department staffing options
n e a n n e e= e e n n a v e c a e o o. c a e e e o c e a rs ~ c c c c o a c
' August 30, 1994 Supplements lToples)
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- 281 Municipal Cost Survey
r, 28) Ad Valorem tax rate options
Y J 30) Expansion of City Hall West - smoke alarm
31; s I 31) Fire Department analysis
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CITY of DENTON# TEXAS MUNICIPAL BUILDING / 216 E. McKINNEY / DENTON, TEXAS 76201
MEMORANDUM
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T0; Kathy Dubose, Acting Executive Director of Finance
FROM, Darren A. Asher, Administrative Assistant II
l DATE: September 11 1994
SUBJECT: CITIES' CRARGES SURVEY PER COUNCIL# REQUEST
Per Council request on August 300 1994, the attached graph includes
the following information:
• Residential. market values of $69,992 based on Denton's average
using each city's 1994-95 proposed tax rate;
I • Summer water, sewer, and solid waste rates for each city based
on a standard consumption of 8,500 gallons for water and 7,500
gallons for sewer. Solid waste is a flat rate plus sales tax.
Each city was contacted in order to collect the appropriate
E information necessary to conduct the survey. All information was
j calculated using the same formula to determine each city's cost. 4
If I may be of further assistance, please advise. I
Attachment
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8171568.8200 D/FW METRO 434'2629
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CITIES"COST
(Avg. Municipal Charges)
City 1994.95 Proposed Property Tax Rates
Gainsville
Richardson
Mesquite Irving
Garland
Dallas
DENTON
I Carrollton
Plano
Arlington ti
McKinney
Fort Worth
Lewisville
$500 $700 $900 $1j100$1,300$1,500
Dollars
* Residential Value of $69,992
Wator consumptlon: 8,600 Avg. Cost
Sewer consumption: 7,600
Includes Property Tax, Water, Sanitation
i and Sewer fees.
,100
.
CIP:W tit
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CI'T'Y of DE'NTON, TEXAS MUNICIPAL BUILDING / 215 E. McK1NNEY / DENTON, TEXAS 76201
MEMORANDUM
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TO: Lloyd Harrell, City Manager
FROM: Kathy DuBose, Acting Executive Director of Finance f
DATE: August 31, 1994
SUBJECT: TAX RATE OPTIONS
I've attached an outline of tax rate options for the Council's consideration. For each
i option I've indicated the associated percent reduction from the current tax rate and ;
E the respective revenue each rate would generate over that Included In the proposed
estimate.
If you have any questions, please let me know.
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8171566.8200 DIFW METRO 434-2S29
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TAX RATE OPTIONS 17
1994-95 BUDGET
Rate per % Reduction Associated
$100 from Current Revenue over
Valuation Rate $.7479 proposed Sst.
$.5860 ,220
Maximum Rate (3% over Eff. Rate) $ ~ 221896 $568,442
1 Rate Reduced by Sales Tax Only $5689 23.93% $320,266
24.52% $236,910
Effective Tax Rate $.5645 j
Proposed Tax Rate $,6609 25.0096 $168709
25% Tax Reduction 26.19% Vol
Break Even Rate $'5520
• Maximum rate pose-big witbout publishing notices and bolding g public heating (3% mar Etfectfve Tex Rate}
• • Rate requtred rokly by the S.16591$100 valuallOn generated by~t lc t oaks tax
• Rate requlrod to generate revenue equal to proposed budget
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CITY of DENTON$ TEXAS MUNICIPAL BUILDING / DENTON, TEXAS 76201 / TELEPHONE (817) 566-8307
Office of the City Manager
MEMORANDUM
i
TOt Jon Fortune, Management Services Administrator
FROM: Rick Svehla, Deputy City Manager
DATSt September 2, 1994
for Smoke netector System for City Hall West
SQBJSCTI Costs
Bruce Henington has provided some information c;n the smoke detector
{ s for City Hall West. He has estimated that cost to be
ysteximately $19,000. As we indicated last Tuesday, Chief Cook
i approm
and I estimated the cost of the sprinkler system for that building
1 to be between $45,000 and $50,000. After talking with Chief Cook,
the sprinkler system is much more reliable and, obviously, it not
only provides an alarm, but also puts out the fire. Staff would
certainly recommend the sprinkler system because of those things.
This recommendation is further enhanced by the ranking of our grant
application for sprinklers at City Hall West, We rank 10th out of
\ 185 projects in the Intermodal Surface Transportation Efficiency
Act (ISTEA) Enhancement Program. I think we stand a very good
chance of receiving that grant. Therefore, we would continue to
recommend sprinklers.
If there are any further questions, I would be happy to try and
answer them at your convenience.
JRi Sve a
Deputy City Manager
RS:bw
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"Dedicated ro Quafiry Service"
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MEMO 194-095 ~~b r
TOS Mr. R. 8vehla, Deputy City Manager
BROMs J. L. Cook, Jr., Fire Chief A
DATBs 2 September, 1994
RE: Resource Allocation FY 1994-95
•
This document was prepared and forwarded to you in response to
the concerns expressed by the city Council during their meeting of
30 August, 1994 about the adequacy of fire protection in the
downtown area.
Let me prstace my remarks by saying, that it is unfortunate that
the debate thus far has been so narrowly focused. Fire protection
is not the only mission of the Department. Approximately 75
percent of the emergency responses made by the Department are for
medical calls. Only five percent of the total call volume is for
structure fires, which seems to be the primary focus of the
downtown merchants.
Furthermore, the adequacy of fire protection in any given
E community is a much larger issue than the numbers of fire fighters,
fire engines, and stations, while these items are extremely
important, there are other factors that must be considered which
are of equal importance. For example, the adequacy and reliability
of the water supply and distribution system, building and fire
codes, building construction practices, an,1 the personal habits of
our citizens are all vital factors in the total equation.
It should also be remembered that fire protection is not the
exclusive responsibility of government. Fire protection is an
individual responsibility and is the responsibility of business and
industry as well. Unfortunately, no amount of public or private
protection can compensate for individual apathy or the
unintentional or willful violation of a known safety practice. For
example, there is little a fire department can do for the person
who removes the battery from their smoke detector and then
continues to smoke in bed.
£ If fire protection is viewed in this larger context, one must
I conclude that the level of fire protection afforded to the downtown
area is comparable to most other parts of the City. There arc,
however, a number of other areas in the City where the level of
fire protection is far less than that afforded to downtown.
There large areas of the City that lack fire hydrants and water
mains. There are areas where strip annexation has caused our
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MEMO 194-085
PAGE Z OF 9
response times to exceed nationally accepted norms. There are
areas where substandard housing place inhabitants at risk. There
are areas where we can not enforce our codes and building heights
and size far exceed the capabilities of all but the largest of
metropolitan £ira departments.
On the otherhand, there are the Peterbilt's, the safety Kleen's,
and our two malls where building construction, fire alarms and fire
sprinkler systems combine with risk management programs to greatly
reduce the probabilities that a fire will occur, and assure that if
one does occur, the extent and damage will be minimal.
Finally, please permit me to point out that in the hue and cry of
alarm over Central, much of the progress of the last seven and one
half years has been overlooked. For example, consider the number
of substandard buildings which have been demoliEhed or
rehabilitated by the CDBG program. Consider the current and future
impact that our sprinkler ordinance will have. Response times
through out the City have been improved by the construction of two
new fire stations and the number of fire prevention inspections has
increased significantly.
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Ktles of water mains have been replaced, and even now a major
pipeline is underconstruction in the downtown area that will
greatly improve the fire flow. A new lake has been impounded and
new water plants are planned. New streets have been built and old
ones repaired which have improved not only traffic movement, but
the response times of emergency vehicles ac well. In addition, a
number of major intersections have been equipped with traffic
signal pre-emption devices which allow emergency vehicles to
control the traffic lights.
In lees than eight years, all five engine companies have been
J equipped with new apparatus with fully-enclosed cabs which
increases the safety of our personnel. We have changed response
patterns to both fire and medical calls. The Council has funded
bettoir protective clothing and uniforms for the fire fighters.
Rebab and safety policies and procedures have been implemented as
wo I
So the picture isn't as dark as it seems. Of course, all is not
perfect. Do we have all the resources we need? No! Could it be
better? Yes. Therefore, let me now attempt to answer the
' Council's questions. I will address three specific areas of
concerns fire stations, staffing and operations, and non-emergency
ambulance service.
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MEMO 094-095 ~yv~nia~~
PADS 3 of 9
Fire stationst
For the City Council's annual budget retreat, I prepared an
analysis of the Department's current and future space needs (Memo
094-036/ 13 June, 19941 attached). A major portion of that report
focu3ed upon the issue of the Central Fire Station. Several
alternatives for the use of the building were discussed which are
germane to the current debate over Centrals future.
one of the options presented to the Council was to simply
maintain the status quo. The Department would continue to operate
at present staffing levels from five fire stations. Central would
continue to be used for administration, training, and maintenance.
Repair work would be postponed indefinitely and the reserve fund
would be preserved.
This would be the least expensive option available to the {
Council. If, however, they decided to reactive Central, a second
alternative would be to use the $200,000 reserve fund to make the
most critical repairs to the building. These items would include
replacement of the roof, replacement of the rear driveway, and
replacement and repair to the building's mechanical, plumbing, and
HVAC systems.
i
As you may recall, the estimate to completely repair Central
ranges from $359,000 to $500,000. Liss critical repair items could
be deferred until the next budget year. At that time the council
could reassess the situation.
A third option would be to move into Central on a temporary basis
until a final decision could be made about the future use of the
building. A temporary occupancy would not require any major repair
work to be done. A few minor repairs
some additional furniture would need to build need to be made and
the useable items were moved to other stationsa when since
central muchwas
closed. This should cost less than $25,000.
It may be more cost effective, however, to construct a new fire
station in the Downtown area rather than repairing Central. If
this option were considered, the reserve fund could be used to
acquire a more suitable site for a fire station and the issue could
be placed before voters during the next CIP election. If the
majority of the voters favored relocating central, bonds could be
sold to fund the construction of a new building.
` There a several advantages to this option. First, at some point
in the future we are going to have to address the issue of station
closure/relocation again, if and when we are required to build a
fire station at the airport. An airport station's response
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MEMO 194-065
PAGE 4 OF 9 /
district would overlap most of the western portion of Station 3's
first response district.
Unfortunately, an airport station would be too far away from
downtown to serve both the airport and downtown. Another station
would be required to serve downtown and the eastern fringes of UNT.
The construction of a new station between Central and 13 would
allow the City to relocate a station at the airport and would limit
the number of personnel that would have to be added.
I
i This new station might satisfy the concerns of the downtown
merchants about response times. It would then be unnecessary to
repair Central. Unlike Central, Station Three is in sound
condition and would be suitable for use as a maintenance and/or i
training facility.
Summary of Station options
I 1. Status Quo: Continue to operate Stations 20 31 4, 50 & 6
at no additional cost.
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2. Reactivate Central: Use $2000000 reserve fund to make the
most critical repairs and spend $20,000 on furniture,
{ etc. The remaining repairs to be made as we can afford
them. Potential total cost could be $500,000.
30 Reactivate Central on a temporary basis. Do not make
repairs, but spend approximately $20,000 on furniture.
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4. New Station: Use reserve fund to purchase new site and
place the issue on the next GIP ballot. Potential cost.,
$200,000 for a site and $750,000 for a station.
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F.
Btaffina and Opgrations:
Historically, the proper staffing for fire suppression has been
based upon nationally promulgated standards. To this end, the Fire
Prevention and Engineering Bureau of Texas surveyed the City
in 1990 for the purpose of establishing an ISO Class Designation.
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c This rating is used to determine fire insurance rates for non-
residential At that ti
properties. me the Bureau
reclassified the
City from a Class 5 to a Class 4 City (The Scale is from 1 to 10
with, 1 being the best. The best rating in Texas is Class 3).
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MEHO 194-o8S ~t
PAGE 5 e8 9
The Bureau's survey recommended that the City staff a minimum of
Six Engine Companies and One Truck Company with a minimum on-duty
force of four fire fighters per company or twenty-eight fire
fighters per shift. The Bureau does not assess EMS staffing
requirements.
In 1990, the City's mimimum staffing allowed the operation of
five engines and one truck with three fire fighters per company
(eighteen total). The staffing level has not changed since then.
In addition, there are four personnel per shift that staff two
ambulances.
i
In order to comply with the ISO's minimum staffing standards, it
would be necessary to hire an additional thirty-six fire fighters #
( 28 - 16 a 10 x 3 x 1.25 - 36). At a minimum cost of $36,000 per
fire fighter, the annual cost would approach $1.3 million dollars.
Obviously, such a move should vastly improve the Department's
capabilities. It would not, however, guarantee that staffing would
be adequate for every contingency. The issue of staffing is much
more complex, because of the difficulty in quantifying the
effectiveness of a fire department and what influence, if any, the
! r number of fire fighters have in limiting fire loss. Traditionally,
such factors as the number of fires, the annual fire loss, fire
insurance rates, the numbers of injuries and deaths, and response
times have been the benchmarks by which fire departments are
judged.
It has been suggested that Council could consider hiring a few 1
_J fire fighters to impprove staffing. If less than three fire f
fighters are hired it will be impossible to increase minimum
staffing, If the traditional practice of placing fire fighters on
24 hour shifts in continued, it will be necessary to hire at least
three fire fighters. At an annual cost of $36,000 each, three fire
fighters would cost $108,000. Ideally, if only three fire fighters
are approved, some additional funds should be allocated to the
overtime budget to cover sick leave, vacations, etc.
The journey to improved staffing must begin somewhere.
Therefore, the Department would welcome the addition of three new
fire fighters provided that the council did not expect our mode of
operations to substantially change. Additionally, the council
should be aware that it may be as late as July 1995 before any new
personnel would be sufficiently trained to be placed on shift.
If the Council wants to reactivate Central, at least twelve
additional personnel should be added. If they expect us to open
Central with existing staffing some thought should be given to the
impact of such a decision on the level of services provided to our
citizens.
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MEMO 194-ohs ~t9
f 4A(?E 6 OF 9
Given current apparatus and staffing, the only possible personnel
available to relocate to Central would be the snorkel crew at
Station Three. If they are moved to Central, we would be required
to place them on one of our reserve engines (1977 model). The
Snorkel -ould have to be placed out of service because it is not
equipped with a fire pump or a water tank.
This would mean that if we needed to provide an elevated master
stream or rescue someone fram a multi-story building there would be
a significant delay in our response. It would be possible to
correct this deficiency by purchasing a Quint (a ladder truck with
a pump and water tank). To lease purchase such a unit would
require an annual expenditure of $60,000 to $72,000 depending upon
the type of unit purchased.
The greatest impact, however, would be upon our ability to
provide ambulance service. The snorkel crew currently staffs an
ambulance in Station 3's district. Moving their crew would
eliminate our busiest ambulance and increase the workload on the
two remaining units. In 1993, Medic 3 responded to 1,531 calls.
Through 31 July, 1994 Medic 3 responded to 1,001 incidents and was
a close second to Medic 2 which had made 1,016 responses.
If we were not forced to staff in the traditional way, an
alternative would be to add personnel to cover the medic unit
formerly staffed by the snorkel crew during the peak demand hours.
1 This would preserve the three medic units during peak hours while
1 providing an additional fire company. During non-peak hours the
two remaining medic units should be adequate to provide coverage.
Minimum staffing would not decrease during non-peak hours, but
would increase to twenty-four during peak times.
At least two fire fighters are required to staff an ambulance.
If staffed around the clock, at least six personnel would be
required at yearly cost of $216,000. Peak time staffing, however,
would only require two fire fighters for a portion of the day. A
minimum of four full-time personnel would be required to staff a
unit every day for eight to twelve hours. This cost would be
$144,000 for a full year. If these personnel were added in January
the cost would be reduced to $108,000 for the first year.
If the Council wanted to open Central immediately, overtime could
be used until the new personnel were available. For six months the
overtime costs would be approximately $75,000 for two personnel
twelve hours per day or $52,000 for two personnel for eight hours
per day. Total cost for the first option would be $183,000
($106,000 + $75,000), for the second $160,000 ($103,000 + $52,000).
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MEMO 194-085 hip k
PAGE 7 OF 9
A final note on staffing. While the debate has centered upon
fire protection personnel, it should be noted that since 1987 fire
calls have remained fairly constant. on the other hand, EMS calls
have increased significantly. Figure one, below, provides a
comparison.
EMERGENCY RESPONSES
1987 to July 1994
's
5000
40001,
3000
2000
1000
1987 loss 1989 logo loot 1992 1903 1994
Year
wfife GEMS
i
The increasing EMS workload is not only placing a strain upon the
Department's ability to deliver EMS, it reduces our ability to
rPSpond to fire alarms. EMS responses require that both an engine
and a. medic unit respond with a minimum of five personnel. Two
simultaneous EMS calls would require a total of ten personnel.
This would reduce available personnel to twelve (22 - 10 a 12). !i
Departmental safety standards require a minimum of fourteen
personnel to safely combat an average structure fire. Therefore, i
same to two
a Department to
fire at the respond
structure adequately
isn't calls possible and for
medical time.
During periods of peak demand such a scenario isn't that uncommonb
of course, if these three situations ocmplet(ely depleted. the
resources of the Department would be
~s of nC,~Q~rat{Ons SllmmarY
i. Status Quo: Maintain current staffing and operations. No
cost.
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2. Meet ISO Standard: $1.3 million annually.
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- MEMO 094-085
PAGE 8 OF 9
3. Open Central immediately with current staffing by
transferring Snorkel crew and reducing EMS service. No
cost. (Add $60,000 to $72,000 per year if a quint is
purchased).
4. Maintain current operations, but increase minimum
staffing from 22 to 23 by adding three fire fighters in
January: $81,000 first year. To add six and increse to
24: $162,000. Should also increase overtime by $10,000.
In second year reduce costs by $60,000 due to retirement
of remaining Battalion Chief.
E
5. Maintain current operations, add one fire fighter in
January: $27,000. Two: $54,000.
6. Open Central immediately with the snorkel crew and staff E~
an ambulance during peak hours. Cost: $160,000 fox eight
` hours and $183,000 for twelve hours for the first year.
I{ For the second year, it would cost $144,000 plus $10,000
overtime. Add $60,000 to $72,000 for a quint. (For the
cost of six full-time it is possible to add four and a f
Quint.)
~)($,(j~~~iont Trane[ere
During the course of budget discussions, the subject of non-
emergency patient transfers was raised by a citizen as a source of
funding for additional iire fighters. In th-, past, all non-
emergency ambulance service has been provided by the private
sector. Like the staffing issue, this is a controversial subject.
J Considerable debate has occurred about the possibility that the
health care reform being considered by Congress could result in a
takeover by the private sector of all ambulance services. If this
did occur, the result would be devastating given the amount of
revenue currently generated by providing emergency EMS. +
Reliable sources have indicated that at least 3,000 non-emergency j
transfers occur within the city limits each year. The majority of.
the transfers occur on a scheduled basis and normally take place
Monday through Friday between 07:00 and 17:00 hours. In order to
see if this is a viable option, it has been suggested that the
Department enter into the business on a trial basis.
s
A possible scenario would be to use revenues from transfers to
pay overtime to personnel during this trial period. If the
Department entered into the basineas on a corpetitive basis and
charged as little as $100 per call, given a 90% collection rate, it
would be possible to generate the revenues indicated in Table One,
below.
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PAGE 9 OF 9
It would cost approximately $32.00 an hour to staff a transfer
unit. Even at two hours, the Department would still turn a profit
of $36 per call. The use of overtime would allow the Department to
maintain minimum staffing and would provide a financial incentive
j to personnel to participate in the experiment.
Table One
Potential Patient Transfer Revenues
Daily Trans era Annual Total Market Share Net income
i
1 260 8.7% $ 230400
• 2 520 17.3% 46,800
3 780 26.0% 70,200
4 1,040 34.7% 93,600
11.5 31000 100.0% 270,000
If the service proved to be successful, then full-time personnel
and additional equipment could be added as funding was available.
The service could reviewed on a regularly scheduled basis to ensure
that it was self-sufficient.
Summary of Patient Transfer Optigns
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1. Status quo= Do not enter business. No cost.
2. Enter business (competitive) on trial basis using
overtime. Break even to slight profit.
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crrr o~ nENroN, rExAS MUNICIPAL BUILDING / DENTON, TEXAS 76201 / TELEPHONE (817) 56$•8307
MEMORANDUM Office of the City Manager
TOi Mayor and Members of the City Council
FROMt Lloyd V. Harrell, City Manager
DATRi September 6, 1994
SUBJECPt Additional Budget Information Regarding Fire Department
Manning
As of this date, Council Member Miller asked that we prepare a
concise statement as to the cost of hiring three firefighters in
January and three firefighters in July of this year. This resp !
assumes that two of the three firefighters hired in July will
replace the one Battalion Chief who we anticipate will retire
during the Spring of this year.
Three Fire Fighters in January, 1995 $ 81,000 July 1995
Three Fire Fighters in July, 1995
(One new hire/Two to replace Retiring $ 9,000 January 1996*
` Battalion Chief)
If Overtime for Minimum Manning
.J $ 10J000
Payment of Accumulated Benefits for $ 18,000 {
Retiring Battalion Chief J
'DOTAL
$118,000
* Assumes availability of Fire and EMS schools.
If the Council would authorize this increase in manpower as part of
the budget, no manning changes could occur before July, 1995.
Although this delay is unfortunate, it would provide the Fire Chief
sufficient time to have a thorough dialogue with his management
staff and return to the City council with hie suggestions as
ccYI; best deployment of this additional manpower. to the
~j L oy V, Harre
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CITY of DENTONi TEXAS MUNICIPAL BUIWING / DENTON, TEXAS 76201 / TELEPHONE (817) 566.8307
Office of the City Manager
MEMORANDUM
T0l Mayor and Members of the City Council
FROMI Lloyd V. Harrell, city manager j!
DATBt September 6, 1994 i
SVSJSCTi Budget Questions Regarding Re-Opening Central Fire
station on a Temporary Basis
r
Council Member Miller requested that a number be provided for re-
opening Central Fire Station on at least a temporary basi3. If no
major improvements are made to the building, the Fire Chief
estimates that such could be accomplished with approximately
to $20,000. It should be
the Central nStati noonvarpermanent basis Fire Department 4subs ntial outlay of city /resources.
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MEMORANDUM
05; R'JS ? 1 FA 4 03
To: Lloyd Harrell - City Manager
From: Tom Kiinck - Director of Human Resources
Date: August 30, 1994
Subject: Harris Methodist Health Insurance - 1995 Renewal
Lloyd, as was outlined to you in my August 25th memo
concerning the renewal of our employee health insurance
program by Harris, there are two options:
I
1 Option $1 - Current plan design, no changes, to both the
Preferred (HMO Only) and Preferred Plus (HMO + Indemnity)
employee alternatives - Kg rate increase. E
Option $2 - Preferred (HMO Only) and Preferred Plus (HMO + I
IndemniW programs with a $5/$10 split co-payment on '
prescription drugs Z_qlg decrease.
The resultant funding differences in the
p
1994/95
roposed are shown by fund in Attachment I andaresummarized
below:
Option I1 - no rate increase; lower estimated cost in
1994/95:
- General Fund - $66,503
- All Funds - $110,340
Option !2 - 2.5% rate decrease; lower estimated cost in
1994/95:
- General Fund - $87,285
- All Funds - $1449822
I The Employee Insurance Committee (EIC) discussed the split
$6/$10 cc-payment for prescription drugs and the major
differences between the two options. The members present
also reviewed the changes in prescription coverages and the
2.5% reduction in premium rates for employees. Most of the
members present have recommended that a rate reduction with a
minor change in prescription drug co-payment is the best
option. Some members preferred the current plan with no
tia~,f premium rate changes.
The renewal options have been discussed with the Executive
fir' ? Committee, It is the staff's recommendation that the City
accept the Harris renewal Option N2 providing for a premiuas
rate reduction of 2.5% effective January 10 1995. This would
also involve a minor change in the prescription drug program
with a split $6/$10 co-payment and other changes in
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August 30, 1994
Memo to L. Harrell - 1995 Harris Plan Renewal Proposals
Page 2
prescription drug coverage. These changes would be discussed
and explained in detail to employees during enrollment
meetings prior to the new plan year beginning January 1,
1995.
This new prescription drug program, if approved, would not
cover smoking cessation patches and other physician
prescribed methods to stop smoking. Harris has indicated
that their experience with these programs are that in over
80% of the attempts, the patient returns to their former
smoking patterns. The City has implemented a strong emphasis
program on health and wellness. Continuing to support the 1
employees who are contributing their part toward lower health
insurance costs is important. Thus, it is recommended that a
small portion of the anticipated differences in funding E~
because of the decrease in health insurance costs, be set €
aside to assist employees who wish to attempt smoking
cessation after January 1, 1995.
The cost of smoking cessation of prescribed gum or patches
would be shared with the employee on a 50/50 cost split, on a
one-time basis, and limited to six months assistance. The
employee would be required to present a prescription from
his/her physician and receipts for the items purchased.
Payments would be monitored and administered by the Human
Resources Department.
It is estimated that approximately 20% of the employees are
smokers. The cost of a smoking cessation "
one month is approximately "patch" supply 1100. If funding were yet aside
to cover about one-third (1/3) of the employees wl. smoke for
one-half the cost, a 53,000 estimated fund would reasonably
cover employees who desire to attempt smoking cessation
during the 1995 health insurance plan year.
With the City Council's authorization, we will proceed to
communicate with Harris the acceptance of their 1995 renewal
proposal with a 2.5% premium rate reduction and prepare for
open enrollment meetings with em 1
December, 1994, p oyeea in November and
Please let me know it you need additional information.
Thomas W. Clinck
tkmem9435.tk
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HINS958.wKi 1994/95
HEALTH INSURANCE BUDGET BY FUNDS"
2S-Aug-94 9 MONTHS BUDGET (JANUARY 1995 TO SEPTEMBER 1995)
08:07 AM RENEWAL COST OPTIONS
,
' COST DECREASE. TO BUDGET• ; TOTAL
' DIff i
EMPLOYEEa-_ B 00% FY 94/95 8,00% 4 ------2.60% ESTIMATE i
,
FUND ~ i 9 MONTHS , TOTAL
PARTICIPATION , 3 MONTHS i TO ,
' BY FUND OCT-DEC 94 ;JAN-SEP 95 ; BUDGET* ; NO CHANGE PRSSCPT CHNO BUDGET
, i »sssz:sze , ::sa::a:sz:: , se::s:sss ~
' z:sss::zs:z::ssx:a: , a:::::z::a i sa s :ce:::.,...---_--^- ,
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~ ,198,403 66,593 209762 $79286
' • ;
GENERAL (100) - 490 , 282,975 ~ 915,428 1
RECREATION (261) 3 1,733 5,605 ' 7,33T ; 407 lo 127 01 534 ;
'
125 ; 12,188 ; 233,528 305,715 ; 16,965 ; 5,302 i 22,261
ELECTRIC (610)
WATER (620) 69 ; 399848 128,901 ; 168,735 ; 9,365 ; 2,926 ; 12,221
,
' 48 ; 27,720 89,675 111,395 60515 ; 21036 ; 81550
WASTE WATER (626)
16
51 , 29,453 95,279 124,732 8,922 20163 1 91085 i
SANITATION (630)
wKING CA. (710) 20 11,550 31,364 48,914 2,114 846 30663 1
i
MOTOR POOL (720) 1 578 1,668 2,446 136 42 #o 17e i
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GRANTS (219) S ~ 2,888 9,341 12,229 679 212 891
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OTHER FUND (247) 678 , 1,869 2,445 136 42 178
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TOTAL 813 , 469,508 ; 1,61e,883 1,988,370 110,340 34,481 144,822
s::ass:e:ase:: , :.::ss:ss::siz:a:z::sass , :_::s:::sessscsxszexez:saa:zszes:e:ases , eeseetsez
NOTES: Current base rate 1s $18830 per employee per year
Includes Womployea/month for health ins. consulting contract
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*Cost Decrease:
e% in proposed 1994/95 baseline budget; with no rate change;
"
these funds will not be expended.
Additional funding not expended with 2.6% decrease In rates
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CITY of DItNTOM, TLrXAS MUNICIPAL BUILDING / 215E MCKiNNEY / DENTON, TEXAS 76201
M E M O R A N D U M
a p a a a a v a i a
DATE: SEPTEMBER 61 1994
i
TO: LIAYD HARRELL, CITY MANAGER
FROM: EVA POOLE, LIBRARY DIRECTOR
SUBJECT: FUNDING FOR DENTON PUBLIC LIBRAF,Y - SOUTH
Completion date of the new Denton Public Library - South branch
facility has been scheduled for February 1995.
The new branch library will with an opening day collection of
open , 158000 volumes. Under the proposed budget for FY 1994-95, we will
have funds allocated to purchase new and children at a coat of $50,000 and new circulating books at adcost
of $24,000.
At average costs of $30.00 per book for adult titles and $15.00 for
I children's titles, we will be able to purchase approximately 2,500
new circulating books.
In order to reach the 15,000 volumes, it would then be necessary to
transfer approximately 120000 volumes from both the adult and
children's colleotions at Emily Fowler Public Library to Denton i
Public Library - South to accomplish our opening day collection
goal.
As you know, the Friends of the Emily Fowler Public Library would
like to open the branch library stocked with new furniture as
opposed to tranofarring existing furniture from the Emily Fowler
Public Library for this purpose. To data, they have raised
S approximately $35,551 towards their goal of 5200,010 ($130,00 for
j furniture and $70,000 for now books).
Unless the Friends reach their fundraising goal of $130,000 for new
" furniture by October 1994, it will be necessary to transfer
existing furniture from the Emily Fowler Public Library.
° 8171666.8200 D/FW METRO 434.2629
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CITY O/ DENTON, TEXAS MUNICIPAL BUILDING / 216 E, McKINNEY / DENTOA', TEXAS 76201
I
MEMORANDUM
DATE: September 6, 1994
i
TO: The Honorable Mayor and Members of the City Council
FROM: Jon Fortune, Management Services Administrator
SUBJECT: ELIMINATION OF MANAGEMENT/SUPERVISORY POSITIONS OVER THE
PAST THREE YEARS
For your Information, I have summarized the eliminated man agement/supervisory
positions over the past three years. Since 1993 thrre have been eleven (12)
managerial or supervisory positions eliminated from the budget. See detail explanation
below.
1992-93 Eliminated Adult Athletic Supervisor
Eliminated Library Service Manager
Eliminated Customer Service Manager position
Eliminated two Electric Foreman positions
I
1993.94 Eliminated three Fire Battalion Chiefs (two complete/one scheduled)
Eliminated one Police Captain
Eliminated a Water Construction Manager position
r' Eliminated Director of Community Services position
j 1994-96 Eliminated Streets Superintendent position
' I hope this Information Is helpful. Please advise if you have any questions.
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8171666.8200 D/FW METRO 434.2629
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CITY of DENTON, TEXAS MUNICIPAL BUILDING / 215 E. McKINNEY / OENTON, TEXAS 76201
MEMORANDUM
DATE: September 6, 1994
TO: The Honorable Mayor and Members of the City Council
,
FROM: Jon Fortune, Management Services Administrator
SUBJECT: ELIMINATION OF MANAGE W,CNT/SUPERVISORYPOSITIONS OVER THE
PAST THREE YEARS
For your Information, I have summarized the eliminated management/supervisory
positions over the past three years. Since 1993 there have been eleven (12)
managerial or supervisory positions eliminated from the budget. See detail explanation
below.
1992.93 Eliminated Adult Athletic Supervisor
Eliminated Library Service Manager
Eliminated Customer Service Manager position
Eliminated two Electric Foreman positions
1993-94 Eliminated three Fire Battalion Chiefs (two complete/one scheduled)
Eliminated one Police Captain
Eliminated a Water Construction Manager position
Eliminated Director of Community Services position
1994.95 Eliminated Streets Superintendent position
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I hope thin Information is helpful. Please advise if you have any questions.
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CITY of DENTON, TEXAS MUNICIPAL BUILDING / 215 E. MCKINNEY / DENTON, TEXAS 76201
MEMORANDUM
DATE: September 6, 1994
TO: The Honorable Mayor and Members of the City Council
FROM: Jon Fortune, Management Services Administrator
SUBJECT: City Hall West/City Hall Construction Budget
During 1994-95 budget deliberations, several items related to the renovation of City 1
Hall West and City Hall were discussed. On August 23, 1994 Betty McKean provided
Council a memo detailing the construction budget for City Hail West ($222,6011 and a
City Hall ($224,025). These construction budgets do not Include funding to install 4a
sprinkler or smoke alarm systems.
i On September 2, 1994 Rick Svehla provided Council a memo that indicated the cost ('s
I of installing a smoke alarm system In City Hall West would be approximately 919,000
and the cost of Installing a sprinkler system would be around $60,000. The cost of
placing a smoke alarm or sprinkler system in City Hall is approximately $12,000 and
$65,000 respectively.
Several options exist to finance the cost of installing either a smoke alarm system or
sprinkler system in City Hall West and City Hvd.
City He# Won
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Option I f" ce money in the 1994 95 budget on reserve to be used as needed for
. construction.
4 4/
u- ~ Option H Sell Certificates of Obligation (CO's) to pay for the smoke slum or
sprinkler system. The cost to sell CO's for an issue amount less than
81.0 million is approximatety $50,000. However, the cost to piggyback
F + " the smoke alarm cr sprinkler CO's onto another issue will be
v approximately three (396) porcent of the lasue.
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Memo to Mayor and Council Members
September 6, 1994
Page 2
City Hall
Option I Place money in the 1994.95 budget on reserve to be used as needed for
construction. j
Option 11 Sell CO's to pay for the smoke alarm or sprinkler system. The cost to sell
CO's for an issue amount less than 81.0 million is approximately
$50,000. However, the cost to piggyback the smoke alarm or sprinkler
CO's onto another issue will be approximately three 13961 percent of the
issue.
Option Ill Postpone the renovation of City Hall for several months then address
funding in the 1995-96 budget,
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Denton Fire Fighters Association
lofts I International Association of Fire Fighters i
Local 1291
P.O. Box 2534 Denton, Tx 76202
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Septemter 5, 1994
t
The Honorable Bob Castleberry, Mayor
City of Denton
Municipal Bldg.
Denton, TX. 76201
Dear Mayor Castleberry,
As professional firefighters, our concern with adequate staffing is
based primarily on safety. When staffing levels are too low, we are
the ones who get injurad or killed. There is a direct correlation
between on the Job injuries and crew size.
~ Inadequate staffing is a fire
only the downtown area, protection problem that affects not
but all of Denton. It's essential to keep
our eye on that target. A simple shortage of fire fighters is easy
to entangle in a variety of other questions. The
be minimum staffing levels for fire protection, prime focus must
A tremendous amount of documentation has already been provided
describing in some detail Suet how for below all recognized
standards the Denton Fire Department has become over the
Fire protection is a separate and distinct years.
Issue from cited standards will not include ambulances. EMS services deand the
livery
issues are in addition to fire protection needs.
Related to the staffing issue is the question of fire station
location and number. However, without adequate staffing, it only
serves as a distraction at this time. Ve cannot open any more fire
' stations without more firefighters. Adding fire stations to the
budget discussions simply adds coat to the solution. This increases
the chances that a vital issue will be seen as too expensive.
A similar problem is associated with the question of fire apparatus
and deployment. No matter what configuration we can draw up. we
still don't have the proper number of firefighters. New apparatus,
like new buildings, greatly increase the cost of a solution.
Radical departures from proven delivery systems are often proposed
as experimental alternatives that avoid adding firefighters. We
rz know what. works because we can see it in thousands of other
=7,>" communities across the country.
Non-emergency ambulance service adds another level of complication.
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There is a potential for some 6500 additional calls per year. That
would more than double our call volume. The private providers keep
four ambulances on the street during peak hours. Before the Fire
Department considers providing an additional non-emergency service
of this magnitude, it must be able to first provide the basic s
emergency services the citizens need. A new service would require
a substantial influx of new firefighters over and above what we
already need to provide adequate fire protection. If not handled j
properly, an entanglement between emergency and non-emergency
operations could easily lower the level of service in both areas. 4
For this reason, we continue to stress minimum staffing levels for
emergency services.
There's no question that we need a minimum of 30 firefighters to
meet the standards. But the huge budget impact of hiring all thirty
at once has often been used as Justification to do little or
nothing. Ttat flawed strategy is part of the reason we find
ourselves in this predicament. An incremental approach at least
will slow our fall. Once we begin to stabilize, we can look at the
related issues of fire stations and transfer ambulances.
No matter how these budget deliberations come out, it's time for a
citizen's task force on fire protection. We need to know with some
3 precision Just what level of fire protection the citizens want.
t What level of protection are they willing to pay for? Tax
abatements for sprinkler systems may or may not be widely
supported. The decision on Central Fire Station reopen_ng or
relocating will affect the entire city. Should we outlaw private
` ambulance companies duet because they are lucrative? Can we co,apete
with private services when their wage scales are substantially
e lower?
These issues, and others, are worthy of citizen input. We have
citizen committees on any number of topics. Fire protection is a
vital service of this city and an obvious concern to a number of
residents. It's time for a task force.
We have provided a series of options on the addition of six
firefighters to the department. Six firefighters were already
included in your budget information, but they failed to receive
enough priority from the staff. If this package were given a higher
priority, we could add these fire fighters without increasing
taxes.
The first three options build upon proven strategies to provide the
maximum fire protection possible with 24 firefighters per shift. We
did not elaborate on the numerous possibilities associated with the
purchase of a Quint to replace the aging and limited Snorkle. And
we failed to restate the obvioub costs related to. reopening Central
Station, even if only on a temporary basis. Option four is a bad
p' idea. We provide it to demonstrate one of the many pitfalls that
seem too good to be true.
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We urge the Council to attempt to address our staffing needs if j
only in small increments. The citizens rely on us for fire 6
protection. Please give us the resources we need to do that Job.
S
J
Sincerely,
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E Ken Gold, President
Denton Fire Fighters Association
P.O. Box 2534
Denton, TX. 78202
[H; 387-?801
[W] 588-8103
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CURRENT DEPLQYMEN•r (09-01-94),
t~
FIre on No. 5 re St 4
ENO MED rE ME D
5 5 4
3Mo [2FFAI m[ IRes.I
5 FPs ' 3 FFs
k
ClOSfO #
ENO MED
2 2
No FFs (3 FFs
I [ 2 FF.
5 Fr s
ENO TRK 1
J MED
3 3
(FFs 131Fs)
ENO MED
6 FFs 6 6
3 I3FF~]
[Rea. )
j 3 Frs
J' 5 Threo-man Engine Companies
2 Front-line Ambulances
1 Three-man Truck/Medic Company
No Central Fire Station
R ,
The current system is inadequate overall. However, the most glaring
shortfall is the lack of a true third ambulance and a true truck
v-
company.
Current deployment is based on minimum staffing of 22 firefighters
F
per shift.
Options 1 - 4 on the following pages are based upon minimum
f staffing levels of 24 per shift. This would require 6 additional
firefighter positions.
a; ,
OPTION ONE:
Fire St RrA '"2ti
ENO MED ENO MED 5
F 5 4 4
(4FFs) )2FF,) (sere) IRes.I
6 Frs 3 FFs `
e
'r e
~ f
ClOW ENO MED €
2 2 1
NO FFS t
) [2tre)
ENO MED 6 Frs i
3 3
[ 4FFe J [ 2 FFs )
6 FF's ENO MED
6 6
13 FFs ) I Res. J
3 Frs
3 Front-line Ambulances
3 Four-man Engine Companies
2 Three-man Engine Companies
No Truck Company
U No Central Fire Station
.6
y '
Four man engine companies are more than 50% more ffeotive than
~SJid three-man companies.
~Y
A third front-line ambulance provides an increased level of service
through better ree
pones times and more equalized workloads.
Lack of a truck company is a serious shortcoming
example, calls for two in a town our size. However, , with our
w , inadequate manpowee
the ability to
provide companies can help offset this limitation to some degreen engine
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OPTION TWO:
71ENGMJE =ENGMMEEDD,
5 FF9 3 FFs e
1`4
1
CLOSED 7ENG., MED {
2
Wo FFs (2 FFr J
5 FFs
ENO TRK MED
3 3 3
3 r SFFr 2Wo ENG MED
8 HIS 6 6
(Wi l (Res. }
j
3 FFs
i
3 Front-line Ambulances
5 Three-man Engine Companies
1 Three-man Truck Company
No Central Fire Station
1
,
A three-man truck company could provide specialized services at the
water a streams. rescue, ventilation of
elevated additional
fire scene, iandncludinj
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A third front-line ambulance provides an increased level of service i
through better response times and more equalized workloads.
as !I a _
' a p+ j -4
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OPTION THREE:
7
Fire Stat on No. 5 ERG MED ENO MED
5 5 1 1
13 Fro f [7FFi) [7tFi) [Res.}
5 FF's 3 FF's
ENO TRK
Fire an No..2-
1 J
' f i
ENO MED i
f 7 rr.) [ Res. ) 2 2
3 Frs (3 irs J 12 FFS )
r
5 FF's
ENO MED
3 3
13tPs) 12Fro) ENO MED
5 FFs 6 G
[ 3 M) I Res, )
r., 3 FF'9
i
Central Fire Station Open
[ 3 Front-line Ambulances
E s
6 Three-man Engine Companies
No Truck Company 1
r
1
5
A political move to open temporarily Central Station meet be
followed up with additional firefighters in short order. The lack
r< 4 of a truck company and no four-man engine companies is a serious
obstacle to effective fire fighting. This is offset to some degree
{ by a 'centrally located engine company which can respond more
quickly to many parts of town..
A third front-line ambulance provides an increased level of service
through better response times and more equalized workloads.
L`.
Lack of a truck company is a serious shortcoming. The Key Rate, for
example, calls for two in a town our size.
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N ira,.
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OPTION FOUR:
fire Station No. 5 F1f a 51=n P40- 4 B
ENGIMED ENGIMED
5 4
4 FPs 4 FPS
r
We SlaMn No- I
ENGIMED FIre Station No. 2
i ENGIMED I
4 FPS 1
Fire Staflon No. 4 FPS
ENGIMED
3
IELD
4FFs ENGIMED
6
4 FF's
Central Fire Station Open
Combination Fire/EMS Crew and Apparatus
No true Front-line Engine Companies
6 Four-man Ambulances*
(6 Four-man Engine Companies)*
No Truck Company
Transfer Ambulance: 8am - 6pm
r F
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This unorthodox approach has many variations, but they all are
unacceptable. This version attempts to provide the illusion of
four-man engine companies, while actually creating four-man
z, ambulances. We don't help fire protection by having four
s, firefighters transport a patient to the hospital on every call.
R' Central Station could operate two transfer ambulances during peak
hours and transform into an "Engine Company" during slow times.
1'¢ Please don't fall for radical quick-fix solutions. Ask yourself,
who else does this?
Jb
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CITY of DENTON, TEXAS MUNICIPAL BUri01NG r DENTON, TEX S 76?Oi / TELOHCe o►Btne C ty ti anage,
MEMORANDUM
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TOs Lloyd V. Harrell, city Manager 1
FROMt Rick Svehla, Deputy City Manager
DATBs June 24, 1994
SUBJSCTs Decisions Made on Central
There has been some question about the decisions made cor._err.-:g
al of th-.e
the Centrl
decisiorisawerermadeain open session, byte council. indicated, Thelfollow:sg
is a point by point history of the activities concerning Station a6
from its inception in the bond issue to its ultimate staffs,^.g•
decision on station 6 ultimately led the Council to the decis:.^
the Central Station 1811 also-
• July 1986 - Initial strategy begins on the
bond issue
j • September 1986 - council appoints a Blue
# Ribbon Committee by Resolution
0 December. 13, 1986 - Voters approve all bond
propositions including Proposition 4 which
contains $500,000 for a fire station and
$206,000 for equipment
{
4 • January 17,1989 . Bonds were sold for the
fire station and equipment
2, 1991 - Council begins discussion on
i • July
Staton g~ issue discussed
opening of issues
aaso the Budget
o Station projected to open in October
of 1992
o plan was to hire new employees in
April to allow for training
"beQimred to QuaQy Sen•ke"
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:.Ioyd V. Rarreil
June 24, 1994
Page 2
o Major issue included $190,000 to
hire eight fire fighters for part of
t}e year
e July 23, 1991 - Council rece.ved a report
regarding results of PTI fire station location
study
o Test results showed with six
stations operating, one more fire
zone would be included in 1 1/2 mile
radius, five minute response time
scenarios
o Three other scenarios were reviewed
- closing Station 1; closing Station
3; and combining Stations 1 and 3
and closing existing Stations 1 and
3
o Information sent to Council
indicating a savings of $100,000 to
$200,000 if one of the stations were
closed '
$ o Council asked for development of
further options keeping Station 3
open and operating with only five
stations
M
e August 6, 1991 Firi Department budget was
presented which included an Option IV.
o Included in option IV was the
closing of Station 1 commiserate
with the opening of Station 6.
Personnel would be redistributed
E amoggy#~ations 2,.. 3 s 41 5 and 6
E o Nine new fire fighters would be
employed and distributed to existing
stations
p
e August 21, 1991 - Budget items were discussed.
' Fire station 6 options were discussed
including three original options plus the
P fourth option
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.;une 24, 1134
?age 3
o Motion was made by Council member
Hopkins secondeC by Council Member
Chew to proceed •:.ith Option IV which
included opening Station 6 and
closing Station 1 simultaneously and
ultimately hiring nine fire fighters
- motion carried.,unanimously
(Those nine positions were 1 EMS
Coordinator; 3 fire fighters hired
outright; and five fire fighters to
be hired as the three Battalion
Chiefs retired and those positions
were phased out.)
i ese major points show you the chronological order of
decisions made related to Fire station 6 and 1. It should be n::_e;
that originally the station was slated to be closed in December
16932.' It was actually closed in September of 1993 due tc
c.nstr-action problems with Station 6. Chief Cook has provided yon
and the: Counc;:l with further information on the call volumes and
the response times. We would be happy to provide other information
if their are questions by you or the Council.
Ric Sveh d
r
} Deputy City :Manager
`---J ) RSibw
AMM004FS
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Major Budget Issues Report to Mayor and City Councit
June 29, 1992
Department/ Full-Time
Positkm/Net Savings Division Equivalent Comnwmts
Fire Staffing Fie 4 During 1991.92, provision was
(157,809 Is net made to hire nine rew firefighters,
after restoring critical effective in the summer of 1992.
programs identified by Coupled with the sitnuhaneous
the Fire Chief, less the opening of Station 6 and closing of
4 ffefghter positions.) Station 1, these additional
emp"as would slow for a
significant manpower increase on
our truck companies. Unfortu-
nately, budget constraints make
such an increase in service levels
impossible. The nine new positions
have been reduced to seven with
one of those being assigned to EMS
program Manager. Two of the
seven positions would be Mid
vacant and filled upon the
retirement of two Battalion Chiefs
which is anticipated sometime
during 1992-93. Thereafter, the
8attar*n cttlef positions would be
eliminated.
AhVflWdwa for position reductions are:
t. Maintain the positions. This would require 1116,364 of additional
revernws or servic4 cuts In 1M budget
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2. Elkninato the positions.
Rooommenwown: Staff's recommendstion is to exnttnete #0 positions.
6. SERVICE REDUCTIONS -in addition to cutting positions and salary freezes, balan*Q tho
j 1992-93 budget rt qukW numerous cute in aervke levels. AmxV the most "We not noted In other
sections of NA resort we the following:
ppxgnsrttl Servke
Nat ~Savings Rea. Taxation Del "nt The City is required to notify taxpayers twice
'111.3191 Notices before turning delknquent mounts over to a tax
colioc on firm. As a courtesy, tM City has two i
extra mailing notice, March APA,,, to narnind
taxpayers of the deWOWICY This
be ON.
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