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Home My WebLink About09-05-1995 • V e i i CITY COUNCIL AGENDA PACKET 9-5-95 iI I I i 1 r I v o • • • AGENDA CITY OF D£NTON CITY COUNCIL September 5, 1995-~ Closed Meeting of the City of Denton City Council on Tuesday, September 5, 1995 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 CLOSED MEETING AT ANY TIME REGARDING ANY ITEM FOR WHICH IT IS LFGALLY PERMISSIBLE. 5:15 p.m. 1. Closed Meeting: A. Legal Matters Under TEX. GOVT CODE Sec. 551.071 S. Real Estate Under T:X. GOV'T CODE Sec. 551.072 C. Personnel/Board Appointments Under TEX. GOVT CODE Sec. 551.07' 1. Hold a discussion regarding the duties and evaluation of the Municipal Judge. Work Session of the City of Denton City Council on Tuesday, j September 5, 1995 at 6:00 p.m. in the City Council Chambers of City Hall, 215 E. McKinney, Denton, Texas at which the following items will be considered: NOTE: A Work Session is used to explore matters of interest to one or more City Council Members or the City Manager for the purpose of giving staff direction into whether or not such matters should be placed on a future regular or special meeting of the f Council for citizen input, Ci~v Council deliberation and formal City action. At a work sessi-n, the City Council generally receives informal and preliminary reports and information from City staff, officials, members of City committees, and the individual or organization proposing council action, if invited by City Council or City Manager to participate in the session. Participation by individuals and members of organizations invited to speak ceases when the Mayor announces the session is being closed to public input. Although Work Sessions are public meetings, and citizens J have a legal right to attend, they are not public hearings, so • citizens are not allowed to participate in the session unless invited to do so by the Mayor. Any citizen may supply to the City Council, prior to the Yeginning of the session, a written report regarding the citizen's opinion 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 available to all citizens ' prior to the regular meeting at which citizen input is sought, The • • purpose of this procedure is to allow citizens attending the regular meeting the opportunity to hear the views of their fellow citizens without having to attend two meetings. 6:00 P.M. 1. Consider nominations to the Economic Development Transition Committee, • 0 • 0 • City of Denton City Council Agenda September 5, 1995 Page 2 _S 2. Consider appointments to the Blue Ribbon CIP Committee. 3. Consider an appointment to the Community Justice council. 4. Hold a discussion and give staff direction regarding the 1995- 96 fiscal year budget. A. General Fund 1. General Fund Reserve Level 2. Revenues a) Sales Tax - #C to Reduce Property Taxes b) Sales Tax - One Percent General Purpose Tax C) Property Tax d) Cable Television e) Miscellaneous Fees 3. Pay Plan Adjustments 4. Benefit Adjustments a) Health Insurance b) Retirement (T.M.R.S.) 5. Positions 6. Fire Department a) Scenario 1 b) Scenario 2 c) Scenario 3 7. Combination Fire Squad S. Fire Reser,9 Fund 9. City Hall Renovations 10. Other Agency Contributions • 11. Tax Exemption for Persons over 65 12. Vehicles 13. Citizens Newsletter D 14. Municipal Judge's Budget Requests ' • • 15. Additional Officers Through COPS Grant 16. Drapes for the MLR Recreation Center 17. After School Action Site Program and City Supported Day Care Centers. h 0 • 0 • City of Denton City Council Agenda September 5, 1995 Page 3 i B. Utilities l 1. Electric a) Rates - no rate change except for a 3.9% reduction for the small commercial rate structure Energy Cost Adjustment = 1.9C per kilowatt hour b) New Positions c) New Division 2. Water a) Rates - 24 increase b) New Positions ( 3. Wastewater a) Rates - 2% increase b) New Positions C) Cap on Return on Investment 4. Solid Waste a) Rates - Residential 8.35% increase commercial 9.1% average increase Landfill $1 per cubic yard b) New Positions 5. solid waste Master Plan C. Economic Development Program 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 , 1995 at `o'clock (a.m.) (P.m.) CITY SECRETARY NOTE: ^_'HE CITY OF DENTON CITY COUNCIL CHA1MFERS IS ACCESSIBLE IN ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT. THE CITY WILL PROVIDE SIGN LANGUAGE INTERPRETERS FOR THE HEARING IMPAIRED IF REQUESTED Ar LEAST 48 HOURS IN b 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. A00002B4 C O e e DENTON 4 i i ~OQaoD~opU000 000 ° ~ov O. o 0 0 ~ 0 ~oQ eV r o 0000 N . ~ 0000 ~ vao,~ooaoo t CITY COUNCIL fi • 1- ,ago -D 3d- ' CITY of DEMONr TEXAS MUNICIPAL BUILDING ~ 215 WKINNEY • DENTON, TEXAS 76201 ` (817) 566-8200 DFW METRO 434.2529 I MEMORANDUM DATE: August 30. 1995 TO: Mayor and City Council Members FROM: Lloyd Harrell, City Manager j SUBJECT: Economic Nvelopment Transition Committee An item has been placed on the September 5. 1995. Council Agenda to consider nominations to the Fconomic Development Transition Committee. Per your motion on August '42,1995, each Council Member may make up to three nominations. Appointments will be made at the September 19 meeting, allowing Council two weeks :o review the list of nominees. Pleasc let me know if you have any questions. I-lo-,d Harrell City Manager • • f .00 "Dedicated to Quality Senice" • v I DENTON OSV000Gpp00 000 D F 000 000 DO O . o d G ~ 0 i b d o M a Q o 0 00 °oDO r o N o0 r CIn;r COUNCIL v a } t p • 4PWAE -6:4 CITY OF DENTON, TEXAS MUNICIPAL BU!LDiNG DENTON, TEXAS 76201 • TELEPHONE 817.566~M9 oHke e1 the City Secrefary M E M O R A N D U M TO: Mayor and Members of the City Council FROM: ,nnifer Walters, City Secretary DATE: August 16, 1995 RE: Council Appointments to the Blue Ribbon CIP Committee The following appointments to the Blue Ribbon CIP Committee were made 'ay Council at the August 15, 1995 meeting: Council Member Cott Gail and Glenn Garcelon Lois and Byron Woods Frenchy Rheaul.t Terry Schertz Dianne Edmondson Council Member Brock Kent Miller Ronnie Beasley Jim Engelbrecht Charldean Newell. Ruby Cole Fred Patterson Mark Burroughs Council Member Miller Joanne Ballantine Roberta Donsbach Rudy Rodriguez Eric Billips Tom Judd Sandy Kristoferson Bennie Snider • Mayor Castleberry Fred Connell ' • • Mark Hanna Gene Gamble George Hopkins Margaret Smith Donna and Lawrence McClendon 'Oedicatrd ro Quality Service" a Mayor Pro Tem Biles Carol Ann Ganzer 9-S -1l•SJ Rick Woolfolk Art Sealy Betty Powell Rob Rayner Larry Collister Lew Taylor Council Member Young Joe Mulroy Rick Salazar Troy LaGrone Fred Hill Bullitt Lowry Herman Wesley David Caswell Council. MemL*r Krueger Herb Schaake Spunky Adams Jerry Falbo Fran Miller Ken Moran Robert Gentile 1 1 • e . i f DENTON oooaoaaaaooooo 0 0 ~ o D ; 00 ~ ~ ~ t DODO CITY COUNCIL ~ , • • ':.i::.IFI(T C9UPf'; F UENTON CJLIN,v Z, ~pM6aN~.. X0 3p ? t h D 1'; r r 1 l: . 1 DU r t yR+~j .!-.Y JcY1N Nr,F'.';tJil; FI'JLtlF VMS 1F,In D: ,I Court ~~tN [rlstrlct Court L. DBE -I1IPMak (11,VIU WRAF :717,1 E11:!r1ct. loin! . 2nd D1•_trt~_t Court na,or, BoG Ca=I!Eberrv x'15 E. Ilcklrlne, tl i;dr 173'1'01" Ld S!.I2b£r I'r: J l~:ult Ot the c11 aye r:I hill b'y tNe tfr71:13TUr~, m1 _n3ni, 1r, cur ci lmindr I i I ICf_- sy`:!em 4, 01me .eJ Jar '~J pt Pm~'`,: ' :11T rF,yr P,d_Cr Cti?;j,,s I,a_ lyd, pl ved 11, L l ri+.r C.r ;c )f Cim Pillnlt r' u3 iC~ Clr r'. tIuri fOr certdlrr :.11 eT JFI'. irr ~ _;I't;ll 111 r, IrJ'd C''UIt rl that each ;ud1CIa1 d11, tf1Cl N3'JE' ~ r lmin!; Ju-71r~ Ffan Irr birI,,r to receive 5!Jtn aid, mhlch rh'7 ilrW 12i 1 X1!1': Or Fr pr am5 ..I._,!I1~7 t1lltla. ;,r ]r1 to nt lrrli..Pr 4j .r ,r'1!-P V~u.^1-"~~ CLrI!I:IC t'. rc ulreJ r IE'.. t' '1 Jl It C1 rnra1l a targe'c- level 01 3ltr r t.:.t lt• :rtr1 ,,r~.; i. L{ f tJ~i`. u! lmr%I eTri gr lt F' o. e';.r. tisr; _ .rtllig ~rcyramc~ Jrvr atlrr lni r1?t l_'1 re7il Lr.'ct C,..rhi, b•l, lrli. lCr11 d CmmL'f,ltt lC[ r11r,, ,.,ce1v to nds to, any n1t t 71 T r 1' ~'!1 :,Iln l7 I tp EJ`I'_1.' 3 cIt!' r0u rl_lt mr,vtr or rr. area [ctVE-1} Jr, , J 1.7 .:li {C 'Jf 1d C1 F2"I 1'. ri lorl!)e • • O • [r. f ;.U W211 'rrr7 ;;a~lo? wnicr ,ou are rv cdBt.ydwc~.__ V-lrs r;t, n rh.^ hgtl:.~t tc nic jt Carr Ull tpurts 1u22.11 r,c7. !R1 J, {~~I-, 11 rat ~r. TE r3~ ",~G] by 'rptemLC~ Triarlk y0U ?err y7,Lir Ir, erc, ITI irl2'. Er? IA Community LCrrEC- IIJ'r_. YOJrS ?fUty ^ Lee Gabriei /J I • • d U;:1LCT FOR ThE COMMUNITY JU':IICE CGUNCIL tr~-y F OR )NF ( 1 hhVON. He ~A'' I.t cl l l;v i ! JERKv i uiT JEr'f Fl UEi:ER + Jo h nILICG !I ( I U~1VIU ilIll:`1 i UiRL W Idl. T, UN', . I ) NR. LUi 1!4E EikUi N. ICI 3 1 f ° I i 26 %2--~3 4_..,~ 11 City of Denton City Council Minutes September 29, 1992 Page 2 - would provide an estimated savings of over $54,000 over a five year period. McKean reviewed a chart indicating the impact of $1 million increase in valuation with the PACCAR grant agreement which was included in the agenda back-up. An overhead was shown indicating the jobs which would be created and the sales t:,x revenue generated by the Peterbilt relocation. Dick Bangert, Director of Real Property Resources for PACCAR, stated that PACCAR was here because the Moore Building met their needs. If it had not been available, PACCAR might not have made the decision to relocate ac this time. Incentives were also very important. in the long run, the City and the County would receive more than PACCAR did with the move. It made a difference to them what the cities and counties would provide as an incentive. Council Member Perry asked if there were any additional reasons why PACCAR decided to locate in Denton. Bangert replied that ever since PACCAR made the first decision to come to Denton it had wanted to move the engineering section to an area closer to a manufacturing site. Denton was the newest plant in the Peterbilt area. The main reason was to get the engineering staff closer to the plant. The market was another reason to move to Denton as it was more concentrated in this part of the country rather than in other areas. 2. The Council convened into Executive Session to discuss legal matters (considered intervention in Dallas County Park Cities Mgniciral Utility District v City of Dallas and City of Grapevine, real estate, and personnel/board appointments (considered appointments to the Downtown Advisory Board, the Electrical Code Board, and the Animal Shelter Advisory Board). 3. The Council considered an appointment to the Community Justice Council. Miller motioned, Chew seconded to nominate Council Member Perry to the Community Justice Council. Consensus of the Council was to appoint Ccuncil Member Perry. 4. The Council received a report and held a discussion on the electric rate study and the proposed electric rates and gave staff direction. • Bob Nelson, Executive Director for Utilities, stated that there was 0 0 a proposed 5.1% reduction in electric rates. i 1 • 0 • 26 - laity of Denton City Council Minutes September 29, 1992 J - v Page 2 would provide an estimated savings of over $54,000 over a five year period. McKean reviewed a chart indicating the impact of $1 million increase in valuation with the PACCAR grant agreement which was included in the agenda back-up. An overhead was shown indicating the jobs which would be created and the sales tax revenue generated by the Peterbilt relocation. Dick Bangert, Director of Real Property Resources for PACCAR, stated that PACCAR was here because the Moore Buil"ing met their needs. If it had not been available, PACCAR might not have made the decision to relocate at this time. Incentives were also very important. In the long run, the City and the County would receive more than PACCAR did with the move. It made a difference to them what the citicz and counties would provide as an incentive. Council Member Perry asked if there were any additional reasons why PACCAR decided to locate in Denton. Bangert replied that ever since PACCAR made the first decision to come to Denton it had wanted to move the engineering section to an area closer to a manufacturing site. Denton was the newest plant in the Peterbilt area. The main reason was to get the engineering staff closer to the plant. The market was another reason to move to Denton as it was more concentrated in this part of the country rather than in other areas. 2. The Council convened into Executive Session to discuss legal matters (considered intervention in Dallas County Park Cities Municipal Utility District v. City of _ DgIlas and City of Grapevine), real estate, and personnel/board appointments (considered appointments to the Downtown Advisory Board, the Electrical Code Board, and the Animal Shelter Advisory Board). ~3. The Council considered an appointment to the Community Justice Council. • Miller motioned, Chew seconded to nominate Council Member Perry to the Community Justice Council. Consensus of the Council was to appoint Council Member Perry. 4. The Council received a report and held a discussion on the electric rate study and the proposed electric rates and gave staff direction. e Bob Nelson, Executive Director for Utilities, stated that there was • • a proposed 5.1% reduction in electric rates. • O • . r DENTON O~°o00 00FOO Ooo OF D F DOQO E oo°~ 00 00 . CZ3 po ~ O O OOOF~ Opp ~ O~OO T 0 N oO0 °~~aaaoao~°° CITY COUNCIL r • G • Ap"NO of nets f-.6, CITY of DENTON, TEXAS MUNICIPAL BURDING • DEN TON. TEXAS 76201 • TELEPHONE (817) 588.8307 Office of the Cify Manager MEMORANDUM TO: Mayor and Members of the City Council FROM. Lloyd V. Harrell, City Manager DATE: September 1, 1995 SUBJECT: Fire Equipment Options for the Central Fire Station As Council is aware, the city administration previously recommended the purchase of two pieces of fire equipment if the Council desired to open Station #1. Those pieces of equipment were a quint and a squad. Per my discussion with you on Tuesday, this equipment recommendation was predicated upon hiring six firefighters to 1 reopen Central. By your previous action, you have now authorized twelve firefighters which allows other equipment options to be considered. Per Council Member Biles' request, I have listed advantages and disadvantages for purchasing a quint or an engine for Central. This fire station information supplements f'hief Cook's attached memorandum. ALTERNATIVE - Purchase a Quint as part of the 1995/96 Budget Advantages • 1) "his purchase would allow the delivery of a second af.rial unit for the department approximately three to six months earlier than would be the case if one waits for the February CIP election. 2) This option would allow new technology to be introduced into the department at the earl-e9t • possible date. 3) This alternative would allow the City to place into service an aerial device with the possibility of the existing snorkel being replaced with CIP funds. ~-Y!)rdfrurrJ rv Quuliq' Servirr" • • Mayor and Members of the City Council September 1, 1995 Page 2 Di.9advantaaes 1) The purchase of a quint would cost approximately twice as much as a traditional engine ($500,000 vs. $250,000). 2) The purchase of a quint would almost necessitate that the second vehicle purchased for Central Fire Station be a squad rather than an ambulance. This decision is predicated because of the weight, of the quint and need to limit "wear and tear°' on the vehicle because of its relatively high price (see Major Budget Issue Report). 3) By excluding a quint and/or snorkel from the CIP process, a very apparent needed piece of fire equipment may not be part of the overall CIP package which could diminish voter interest and support. ALTERNATIVE - Traditional engine purchased from 1995/96 budget funds Advantages 1) The purchase of an engine would allow Central Fire Station to be equipped a~ the least required cost thus retaining as many funds as possible in the Fire Reserve Fund in order to help meet the 1996/97 fire staffing shortfall of approximately $300,000. 2) The purchase of an engine would allow debate to occur by the CIP Committee as to whether a quint or a -norkel should be recommended to the voters for purchase as part of the CIP proposal. • 3) An engine purchase would allow the new Fire Chief to have input as to the desirability of purchasing squads as opposed to traditional ambulances. • Lloyd Harrell • City Manager LVH:bw kVyN,006C0 i • A • c~ • i i MEMO 1195-078R i TO: Mr. L. Harrell, City Manager Mr. M. Jos, Executive Director of Emergency services FROM: J. L. Cook, Jr., Fire Chief DATEt 31 August, 1995 RE: Response to Questions from the 29 August, 1995 City Council Mestinq QUESTION ONE: How m+lch down time are we experiencing Frith the snorkel? The snorkel is the City's only aerial device and is a 1974 American LaFrance 75 ft. elevating or articulating platform. Snorkel is the name of the manufacturer of the boom. According to the 1995 Fleet Utilization Study, the snorkel was purchased in 1974 for $79,748. Since that time, approximately $57,363 (71.91 of the purchase price) has been spent on maintenance and repairs. During the past twenty-four months, the snorkel has been out of service a total of 74.5 days (10.2% of the time period). Fifty-two of the days have been since January 1995. When the snorkel is out of service, a reserve engine is used. OUESTION TWO: If the purchase of a replacement vehicle for the snorkel was included as a portion of the upcoming CIP, how long would it be before the new vehicle was in service? i Ms. Dubose has indicated that given recent changes in legislation, it would be possible for us to develop specifications and bid the quint prior to the bond election which is scheduled for 24 February, 1996. With bond approval, Council could approve the intent to sell bonds at the 6 March, 1996 meeting. we could order tha vehicle by using the fund balance. When the bonds are sold, the fund balance could be reimbursed via a mechanism known as a • "Reimbursement Resolution". ! Therefore, there are two delivery alternatives. First, if Council desires to develop specifications and bid the equipment, we might be able to accept delivery as early as March 1997. Second, another more quick alternative is to purchase the ® equipment from a vender's rolling stock rather than developing • specifications. Provided a vendor has available stock, the equipment could be ordered and delivered within a few oontho of approval (approximately May of 1996). The disadvantage of this • O • c, • Memo #95-07aR 7 Page 2 of 3 S- alternative is that the City has no choice in the specifications of the equipment. Choices are limited to the vendors existing stock. QUESTION THREE: Why is staff now recommending that an engine be purchased in lieu of a quint. J Staff is not recommending that an engine be purchased in lieu of a quint. The Fire Chief was asked by the Manager to provide a number of alternatives for the City Council to consider in making their final decision. The alternatives were discussed in Memo 195- 077 (24 August, 1995) and were developed within the context of the City's ability to fund the purchase of new apparatus and the impact on future budget years. 99 Each alternative has its own share of merits and any of them t would work. obviously, some alternatives provide more advantages { than others. The issue is how much you want to spend and how much bang you get from your buck. The key is the flexibility afforded the Department by being able to hire twelve additional personnel. This makes the job of deployment much easier, thus the additional alternatives. The first alternative was a proposal by Council Member Miller to approve the Staff Recommendation to purchase a Quint and a Squad to open Central. With the additional personnel and apparatus, Central would be opened 1 April, 1996. The Quint would provide the City with a second aerial device and allow the Department to either place the snorkel in reserve or staff both companies. Obviously, having two aerial devices and an additional fire company provides a number of advantages. The Squad would allow the company at Central to use a smaller, less expensive vehicle to make 75% of their alarms. This would mean less wear and tear on the Quint and lower the long term maintenance costs. A number of cities are beginning to provide alternate vehicles for EMS calls due to the large number of calls and the rising costs of engines and ladders. A squad would provide an additional fire suppression capability in case central's crew was dispatched to a • fire call while returning from a medical call. The larger crew cab would also accomodate a four member crew. If our crew sizes were increased to four members we could explore different ways to respond to medical calls which might improve our response time by keeping more companies in service. The larger crew cab also would provide additional capacity to transport additional patients or family members on EMS calls. The second option simply delayed the delivery of Cie n++int and • ~ squad which would reduce the impact on the budget. The advantages listed above would still apply. The disadvantage would be the delay in the delivery of the equipment. • 0 • C~ • w Memo /95-07dR y- 3 c~3~ Page 3 of 3 The third alternative would be to purchase an engine in lieu of the quint and defer the purchase of a quint to the CIP. The advantage to this option iu that an engine would cost about one half as much as a quint and we still could open Central according to the Council's schedule. Another advantage would be that if a quint were purchased in the CIP, the new engine could be used to replace our 1970 model reserve engine when the quint was delivered. The fourth alternative would be to buy the engine and a traditional ambulance in lieu of a squad. The only advantage is the cost. There a number of disadvantages, however, due to design If of a traditional ambulance. • • r • 0 1 a DENTON a ooa°°~~Q°aQOO QQQa o D 4v ov, Is o Q ~ 0 0 ° 0 i o 0 O Qp0 00~ o N ~ e QQQO ~~DUUaaaO~O ~ CITY COUNCIL 1 • w • 4_G•31-1995 15:52 CITY CF DENTON El? 566 8325 P.02/02 OFFICE OF THE MUNICIPAL JUDGE MEMORANDUM T10: KATHY DUBOSE, DIRECTOR OF FINANCE FROM: SANDRA H. WHITE, MUNICIPAL JUDGE SUBJECT: 1993-96 Budget Request for Courv3siliff Car DATE: August 31, 1995 As you are aware, the Court submitW a Budget request to lease a car for the Court Bailiff in FY 93-%. During discussions with yourself and Chief Mike Jes, I indicated that I would be willing to compromise on this issue. Certainly If the Court could obtain a new vehicle prior to June 19% that would be preferable. In reviewing this car question again after our conversation, I was Informed that some of the Court Clerk Personnel are responsible for transporting the daily Court generated revenues to City Hap in their personal vehicle. In addition, they go to the bank sevens times a week in their personal vehicles to obtain a "change" reserve fund for the Court. In addition, personal vehicles are used to perform check runs several times per week. It would appear to me that the delivery or transporting of Court revenues and checks could, and possibly should, be a fuoctlon of the Court Bailiff, so that at least some measure of security surrounds the funds being transported. With this security function in mind, it might be feasible for the Court to lease a vehicle if sufficient funds will east in the projected Security Fund. I hope this information bas been helpful and if the Courts' needs rannot be accommodated in any other manner, then of course, the compromise would be preferable to no vehicle. f Sandra H. White { SHW:czm TOTrL P.02 to • CITY of DENTONf TEXAS MUNICIPAL BUILDING • 215 E MCKINNEY • DENTON, TEXAS 76241 (817) 566.8200 • DFW METRO 434-2529 MEMORANDUM DATE: August 25, 1995 TO: Honorable Mayor and Members of the City Council FROM: Kathy OuBose, Executive Director of Finance SUBJECT: BUDGFT REQUEST - MUNICIPAL JUDGE At your direction, Judge White, Chief Jez and I met yesterday to discuss the budget request she presented to you on Tuesday, August 22°. As we worked through each issue, we agreed upon the following recommendations to City Council. 1995-96 Budget Impact Our first recommendation is that the additional Boil-ff,Wanant Officer ~e added mid fiscal year (April, 19961. Chief Jez will continue to cover any additional time necessitated by the court schedule until that time. 417,500 The second recommendation is that when replacement police vehicles are delivered in April or May of 1996, that one retired vehicle to be auctioned would instead be retained for court use. in the interim, Chief Jai will make whatever procedural cnanges necessary to ensure that a vehicle be available for the court. Fiscal impact would only be the loss' of salvage value of the retained vehicle 111,500 to $2,0001. Chief Jai will cover the r,u:essary C&M and fuel custs for 95-96. This would cause the police fleet to be ` imreased by one vehicle. 2,000 1 Third, we recommend that funds be allocated for building renovation and slow time for i the Judge to meet with the Municipal Court Advisory Committee to consider uptions and determine the best scenario to address concerns, 13,500 I Recent tegistation has provided the assessment of a $3 fee for each conviction of the court (see attached memol. 8ased on current trends, this fee would generate approximately $40,000 per year, Any revenue produced must be designated to fund security expenses including the cost of a bailiff. As we discussed the security issue, we agreed that the court should install a metal • detection device due to the concealed handgun law. Several other security measures should also be examined. We estimated an additional $7.000 would be needed to fund • • these items, 7,000 i Finally, we recommend that the City Council consider implementing the $3 fee to provide funding for the above expenditures. Judge White could have an ordinance implementing the fee prepared for the September 12" council meeting, (40`l 1 -0- 'Dedicated to Quality Service" • 0 i • 1 ~ • Memo to Mayor and City Council Members August 25, 1995 Page 2 As you can see our recommendations would not heve a fiscal impact on the budget and could be self supported. If you have any questions, Sandra, Mike or 9 would be happy to discuss, them with you. .ce AFF^W V j{71 I 1 i • o s ` s. 0 DENTON k i 0000000qooo oO F D ~oo° 4 oo; 000 © p Q CM 4 s OOO ~ Oq ~ ~ e ~ ODO OOOQ r o No o°ana 00000 ~aor~ CITY COUNCIL ~ . J • r 4QNId1NQ - ~aucca~, CITY OF DENTON, TEXAS DEPARTMENT OF POLICE M E M O R A N D U M TO: Chief Michael W. Jez FROM: Lt. Joanie Housewright DATE: august 31, 1995 REF: Projected COPS Grant Funding The following is a projection of federal and local expenditures for three additional officers under the COPS Universal Hiring Program based on a three year grant period. The calculations are based on the grant provision of $75,000 per officer over the life of the grant for a total of $225,000 and include projected salary and step increases. lim FY 1996 FY 1997 FY 199. Federal Contribution $ 79,655 75,301 70,044 Local Contribution 40.000 53:534 70.044 Total $119,655 128,835 14(x,088 • nie Hou fight L' utenant Office of Professional Standards 601 E. HICKORY STREET SUITE E DENTON, TEXAS 18295 DUTY OFFICER (817) 56&04-1 FAX (817) 363.7966 • A . 4. i 1 DENTON i r ppapp00000 00 Op0-~ F 4p Op00 oOG ~ o ~ o q © o d a 2 000 ~ O~ 000 ~ T o ~ ~ pp0 OOp N , OpO~ ~aQa~aao~ CITY COUNCIL ~ 1 f &a f No w . AOindai 00 MY of TEXAS MUNICIPAL 9'J1LDING @215E, MCKINNEY• DFNTON, TEXAS 76201 16171566.8200 • DFW METRO 434.2529 MEM012A4V E)UM DATE: August 31, 1995 TO: Mayor Bob Castleberry and Members of the City Council FROM: Ed Hodney, Director "L Parks and Recreation Department RE: Curtain for Martin Luther Ring, Jr. Center Multi-Purpose Room At the City Council meeting on August 29th, Council Member Miller asked that a curtain for the multi-purpose room at MLK Recreation Center be considered for funding in the FY 95-96 budget. The Parks and Recreation Department has developed a supplemental request to purchase a ceiling-to-floor, wall-to-wall curtain to cover existing mirrors in the multi-purpose room at an estimated cost of $3,900. This room is frequently used by the general public, as well as City of Denton departments for rentals and formal programs. The mirrors are distracting and need an aesthetic covering when not in use. Several alternatives are available, including aluminum mini-blinds estimated at $1,200. A lower quality curtain was also priced at $2,800. However, the higher grade curtain (costing $3,900) would f be more durable for the heavy usage at a recreation center. As a interim measure, staff has been instructed to use a room set- up with the speaker opposite or to the side of the mirrors. This set-up can be continued if the curtain is not funded. This supplemental package was not recommended for funding as part , e of the City Manager's FY 1995-96 budget. • f 153 "Dedicated to Quality Service" • e 0 4. I DENTON O~spooo uu 000 po~ 4- 9 o 0 0 0 Q t ° ° o OOOF~ ~~ppp 0000 r o N e ppp °~aaflooaao°o i CIA I COUNCIL I • • • Gv • t+pa~~t No CITY of DENTON, TEXAS MUNICIPAL BUfL DING • 215 E. McK1NNEY • DENTON, TEXAS 76201 (817) 566.8200 • DFW METRO 434.2529 Memorandum Dare: August 31, 1995 To: Mayor Bob Castleberry and Members of the City Council From: Ld Jlodney, Director Parks and Recreation Department J'ubjecr: Council Question on After School Action Site Program th s memo is in response to a question from Council Member Jeff Krueger regarding After School Action Sile. This memo discusses the rrussion and history of the program, its impact on the General Fund budget. its impact on private sector day care and if the program could be run by a private sector day care MISSION The After School Action Site (ASAS) program is managed by the Parks and Recreation Department, whose mission it is to provide equitable access to quality leisure services, programs and opportunities that meet the needs, interests and desires of the citizens of Denton, This mission includes providing service to all citizens regardless of their race, ethnicity, gender, age, religion, abilities, economic or social status„ Because ASAS is recreational in nature and is offered to the community as a whole, this activity meets the department's role of providing leisure services in the community, The ASAS program is net specifically targeted to law income groups, althnugh they are • encouraged to take advantage of the program. Scholarships are available at all sites, and the ASAS at the Martin L King, Jr. Recreatiou Center receives full funding through the Community Development Block Grant program, Full scholarships are provided at this site to qualified participants. HISTORY, From an initial pilot program at one elementary school in 1981, the program expanded • to six sites in 1983, in response to a human needs study conducted by community agencies in Denton • • that identified after school care as a critical concern of parents. In addition, the Denton Independent School District (DISD) had voiced concerns to the aepartmeni about the latchkey problems in the cily. Under a joint use agreement (attached) e,~-;uted in 1983, DISD provided the facilities at no cost, and the city provided staff and supplies. In 1984 the program expanded to all elementary "Dedirared to Quality Sendce" • O f • • _ t 1 Page 2 f , S After School Action Site schools and to date operates at all 10 elemenlary school sites with strong support from the DISD Currently, the program is iicensed as a child care provider by the State of Texas for up to 450 children The program is operating at 97°-o capacity, with waiting lists at 8 sites In comparison to private day care providers, ASAS provides on-site care at the school the child attends Working parents appreciate the safe secure environment of the schools and that it is not necessary to transport their children to another location 'k he program is also popular with the children who are able to stay with schoolmates and friends at school. The ASAS program emphasis is on leisure skills devrlopmenl which includes continuous introduction to organized Sames and activities, an enrichment program (providing an education component), fields trips and some structured sports competition FUNDING The ASAS program is totally self-supporting and receives no General Fund dollars That means that revenues from participant fees recover all costs related to the program The ASAS hudgei is in the Recreation Fund and provides for all full-time and part-time stair, supplies and j marketing costs Participants pay S7 10 per school year in registration and monthly fees. For FY I 1994-95, it is estimated that ASAS will generate $245,792 in revenue and pay out $217,265 in expenditures The balance of $28,527 ravers the 26 partial scholarships provided each year totalling $9,520 and marketing fees totalling 55,142 In addition, a portion of the revenue recovered in the Recreation Fund is returned to General Fund The Recreation Fund is required to return 5'0 of its ' overall revenue to the General Fund to offset the cost of administrative services provided by other city departments The ASAS program will return an estimated S 12,290 to General Fund for FY I994- 95 In addition, a $3 50 per participant administrative fee is added to each registration, which generates an estimated $1,575 for General Fund to offset administrative services provided by the Parks and Recreation Department The City is also proposing funding to two other day care facilities in Denton. The City County Day Care Center has a proposed allocation of $21,000, and the Fred Moore Day Nursery has a proposed allocation of S35WI from the General Fund budget as recommended by the Human Services Committee IMPAC J ON PRIVATE DAY CART The ASAS program is intended to supplement, not compete • with day care providers in the city And because this program is provided in cooperation with DI SD, it would be at their discretion to determine whether or not they should enter into a contract with a pr vate ptmader. If another entity took over this role, the School District might have to charge a rental ti-e, thereby increasing the cost of the program to the participant CONCLUSION This program fail- within the mission of the Parks and Recreation Department and e has au outstanding reputation for providing quality programming for the citizens of Denton. And ' f • hcxause the ASAS program has no negative impact on the General Fund , it is recommended that the Parks and Recreation Department continue to operate the After School Action Site program in cooperation with the Denton Independent School District, Attachment NI'n ng4~S IS kc~i. J • O • G~ i THE STATE OF TEXAS f KNOW ALL R=. BY "fSEFRESENTSt'~/f COUNTY OF DENTON S } ! This Agreement is entered into this -L, day of ~(^J~i~rL✓~ 1983, between the City of Denton, Texas, a Municipal Corporation, herein referred to as "City', and the Denton lhdependant School District, herein referred to as 'School District', to provide for the shared use of City and School District property on the terms and conditions herein stated: WITNESSETH: WHEREAS, the governing bodies of the City and the School District are mutually interested in an adequate program of educational and leisure related activities which can best serve the citizens of Denton most effectively and economically; and WHEREAS, full cooperation between the City and the School X District is necessary to achieve the best service with the least 7a possible expenditure of public funds; NOW, THEREFORE, in consideration of the promises, said City and said School District do now agree to cooperate with each other in carrying out the above purposes, and to that end do agree as follows: 1. The School District will make available to the City for community leisure activities all school areas and facilities which are suitable for community leisure activities; these areas and facilities are to bt selected by the City Manager, or his designee, subject to the approval of the Superintendent of the School District, or his designee. 2. The City will make available to the School District for school events, activities and/or programs all City parks and recreational facilities which are suitable for said events, activities and/or programs. The areas and facilities are t:+ bi selected by the Superintendent of the School District, or his designee. 3. All aren or facility rules and regulations will apply to the user of the area or facility. i 1. A schedule of dates for the use of City areas or facilities will be worked out in advance by the School District, and tnis schedule will be submitted to the City for review on an annual basis, or more frequently, so that conflicts are avoided between City and School District usage. In the scheduling of City areas and facilities the City will have first priority, school events and programs will have second priority and other groups or ' agencies will have third priority. 5. A schedule of dates for the use of School District areas or facilities will be worked out in advance by the City, and this schedule will be submitted to the School District for review on e 0 • ~ co • 17 an annual basis, or more frequently, sR tb4t conflicts are avoided between School District and City usage.'-Ir-tt7m scheduling of School District areas and fAO_-U,tiLs_the School District will have first priority, City events and p-Ff7T wi/i have second priority and other groups or agencies will have theri priority. 6. The user of an area or :acility will furnish and supply all expendable materials and supplies necessary for carrying out the program. 7. Non-expendable equipment or supplies can be arranged for use through the area or facility manager. S. The City and the School District will reimburse each other for any property damages arising out of the joint use of facilities provided for in this agreement. 9. The agencies agree to only those charges as listedi (a) A charge for utilities which will be factored on the approximate cast of the utilities used in the area or facility due to the program or event. (b) A charge for a person who is an employee of the agency supplying the area or facility to be there during the use to supervise the area or facility, if that person was not normally scheduled during that time. 10. Maintenance, custodial and clean-up costs for the area or facility will not be charged unless the area or facility was subjected to other than normal usage and wear or if the facility was used at a time when custodial services were not available and it was determined the facility needed custodial attention because of the use. 11. Cancellation notice of areas or facilities by the owner agency will be provided to the user agency not less than four (4) weeks nor more than ten (10) weeks in advance of the use. 12. Both agencies agree that all future land acquisition for parks or school sites will be discussed jointly as those needs arise so that cooperative development ~:an occur. Final determination of the a^__*.cc1 citc rest; with the School District. Final determination of the City site rests pith the City. 17. Both agencies shall cooperate to make information about their respective and joint programs available to the public. ! 14. It is agreed that the City and the School District shall continue to search far now areas of cooperation and to that end shall most regularly together, along with interested community groups and appropriate City and School District administrative officials. 15. It is agreed that the terms of this agreement may be altered upon mutual consent of the City and the School District. , ® 16. It is further understood and agreed that either • • party to this agreement may at any time terminate this agr a anent upon giving, in writing, to the other party twelve (12) months notice of its intention to terminate same. - - PACE 2 • O p • 17. This agrsement supersedes all prior s4acJLfty agre 4 -1 31 now in effect. EXECUTED this the ,R'_ day of -Ae ~ CITY OF DENTON, TEXAS DENTON INDEPENDENT SCHOOL. DISTRICT BYE .SSE - A~HARD , 4 ~ ATTESTi ATTESTS CITY SECRETARY CITY OF DENTON DENTON INDEPENDENT SCHOOL DISTRICT APPROVED AS TO LEGAL FORMS C. J. TAYLOR, JR., CITY ATTORNEY CITY OF DENTON, TEXAS BY i i • PAGE 3 • 0 • HANDOUT TO COUNCIL 9/5195 PROPOSED BUDGET ADJUSTMENTS Budaet Item rApact 'on audaAk INCOME: f- i1) Increase projected sales tax growth s Staff recommendation is 3% ($315,000) s Increase to 3.5% ($367,500) + $ 52,500 (2) Increase projected property ta.x collection percentage to 9~.5t : Staff recommendation is 98.5% + $110,000 (3) Include increased revenue estimates [Tab 281 + $195,000 i4) Begin curbside recycling pri-atization j,- annual contract revenue of $60,000 s contract start lil%96 + $ 45,000 (5) Do not implement Cable TV fee for add'1 city cable producer [tab 1; p.175] s revenue/'expenditure neutral s see item 42 under expenditures - $ 23,133 (61 Include GTF franchise fee income [p.127] s 95-96 budget should include 6 mos. add'1 revenue from Metro calling plan > assames settlement of suit or compromise for pymnt of franchise fees + $140,000 Total increase in Revenue + $519,367 ' EXPENDITURES I) Co nc,t implement add'l recycling programs as proposed [tab 22; p. 4251 see item #4 under Revenues - $374,000 2i Cc not adQ city cable TV producer [tab 1; p.175] s revenue/expenditure neutral D. see item #5 under Revenues - $ 23,133 iii Purchase ambulance instead of squad [p. 2831 > replacement vehicle in proposed budget j* 6 mos: Squad $13,848; ambulance $9,500 - $ 4,348 (4) Do not implement newsletter direct mail Itab 19; p. 173] ♦ s keep in Pa-ks a Rec publication in DRC - $ 7,185 s also saves $21,000 in Utility fund (5) Uecrease bad debt expense [p.292) > 94-95 budget: $45,000 actual: $20,000 s from $45,000 to $30,000 - $ 15,000 [6i ecrease refunds of prior year revenue [p.292] N s 94-95 budget: $15,000 actual: $5,000 , s from $15,000 to $10,000 - $ 5,000 Total decrease in Expenditures - $428,666 Total impact on 95-96 Budget $948,031 Equal to 8.68% reduction in property tax s Equal to 4.69C per $100 valuation • 0 0 HANDOUT TO COUNCIL 9/5/95 r rptft EVENUE PROJECTION FOR FISCAL 199K-96V_ J--- TT08 LY PR OJECTED COLLECTIONS SASEO UPON b TEAR AVEV" OF Y COLLICrICIN 1990-91 1991-92 --1992-93 ~ 1!709-la4 ,-__1~-Y6 1994-96 VARIAtiCE YEAR YEAR YEAR YEAR YEAR YEAR ACTUALTO ~-UONTH ACTUAL ACTUAL ACTUAL ACTUAL BUDGETED ACTUAL BUDGET OCTOBER* 555,274, W.294. 610 . - - 596 713 988 . 421 e4 - 74_,3 3>8.._ 1 182, NOVEMBER 363659_ 342612, ♦12 727 __418, _ _.517,172 _ ~gffi 984. 188792. DECEMBER 354,884, 3B8 798 382,185 __488,178~ 208+ 74466 214, x _ JANUARY 706,635 8971548 811 974 _ _816 806 _ 3~60~024 112621982, (2D FEBRUAPY•• 342,331 3861289,62 788 --5031714' 774,004 863~914, (1~ MARCH 347,282. 40¢1302, 4ED,820 448 95 726 261 825 775; 97,514, - s, ! rYf APRIL 543 859 552948 898 138 _ _ . _ 736 1 , .233_L-+ _J~619`T7 (148,627 4611 MAY 411,593 402,529, 4W 1101 732 DOB 673.008 JUNE 390,095, 406898, 462L802 X310 778.726 $99.298' JULY 554,972, 571~372, 681 732 741,2961- _ 1,229 862 ! 11089. f 86 ----(160 1P27 AUGUST 379,189 415 "9- 424 b07 886} 886 794 - 753 807 _ (112,10J SEPTEMBER 393 082 399,678 i 193 642 510,406 927 772 0 =5,342,795_ ---151538 8W` ~W3f 1,1114 _ $0,902,3171 __$10.417.4231 ,190,267 - As of October 1994, an additional half cent sales tax went into effect. The new fate is 7.75 cent. Febnlary'95 allocation is down due to five (5) filers reporting decrees" In salesfrom PY Preliminary totalling approximately $94,000. Two major filers missed the repofty deadll a (approximal" r. $40,000) will be remitted in March '95 O • 0 • • T t T is Schedule bokm Is formatted for WYS6 WG. _ d 0X96 THE 19OW YEAR TO DATE 06-S&P-96 SALES TAX REPORT TO THE WY WJAAOM T • Y f < d 1994-95 4994-fib VARIANCE CY ACTUAL/ 11999-94 VAFjA11CE ; r ACTUAL/ ; 3 YEAR YEAR ACTUAL TO CY PROJECTFO YEAR ACTUAL TO F'. ACTUAL } MONTH BUDGETED ACTUAL BUDGET % VARIANCE ACTUAL PRIOR YEAR %VARIANCE 2 _ OCTOBER - - 5 t - _ 29 9 300Y 4.1-2% NOECEMBER 746,214 208, VEMBER ,172, _6743 85 984`.. _ - 18 81-792 -3264% _ 7M6_.418____ 2~O~t 59.4>i!K 206 30. 408,1761 038 ,0,024, 1,252.902F___.-- 435.3_16+--_---__-- 59.45%1 JANUARY 135 FEBRUARY 777'4,004 659 944 _ 2D,050 714. _150 230+ 29.8 % 07 514 19.99%- 410 964 970 811 Y _ - MARCH 728,281 B25 775._. 1 1 L- - 47.73% J APRIL 1,233,461, 1,085 094 _ (146,521~ 11.88% 735,769 _ _961.165 i M - 4252%1 JULY AY 732,008, 8731008+ ~WL000 5.05% 1,229,862' 1 069, 165 467i728 215 290 47 JUNE _ 778725 899,998 10.20% - _490 310 _-----2081-095 _ 1 t _(18o 89 -13.07% 741,205 327 8 56 734 70 -44.29% AUGUST "6,734- 763,6 ► _ 12.1 -12.9x3% 607055 SEPTEMBER 927,772 246721 U 0.00% 616,406 - - 0 0.00%1 :/0,417,423 _691( 90L287 _ M.3641 -3.15% -----~By982~917 8441366 44.52% • (Total to Dale) (Y-T-D VwWrm) (Y-T-D VW Wm*) • 0 • p • r/,5 CifTY Of DENTON, TEXAS MUNICIPAL BUIL DING • 215 E. MCKINNEY DENTON, TEXAS 76201 (817) 566-8200 • DFIN METRO 434.2529 MEMORANDUM DATE: August 18, 1995 TO: The Honorable Mayor and Members of the City Council t FROM: Jon Fortune, Chief Finance Officer I , (1Y SUBJECT: RESPONSES TO QUESTIONS ON TH 1995-9$ PROPOSED BUDGET Please find attached responses from staff to various council members questions from previous budget hearings. A table of contents is provided to help you find specific topic areas. Each week during budget deliberations staff will provide additional responses as necessary. Please insert additional responses in the three ring binder provided. I hope this information is helpful. If I may be of any assistance, please advise. Thank you. 1 Afl3,hmenH AFFDDEED • "Dedicated to Quality Service" • f ° • ADenda No~~~i_( Agpdaltem~_~ U-' SUMMARY OF RESPONSES Date_ S_ TO QUESTIONS ON THE 1995-96 PROPOSED BUDGET - July 11, 1995 (Topics) r 1) Cable television subscription fee 2) Day care permit fee 3) Alternative fuel program 4) Fire equipment 5) Health insurance increase 6) Half 1'1/7) cent sales tax to reduce property tax 7) 1995 tax levy August 4, 1995 (Topics! 8) Universal hiring program - Police August 8, 1995 (Topics) 9) Fire department staffing - Volunteer Fire Fighters 10) Police Department - Individual Assigned Vehicle Program 0AVP) 111 Neighborhood Associations 121 Summer Youth Program (JTPA) 13) Turnover rate for employees hired less than 30 days 14) Part-time employee benefits t 15) Motor Pool issues 16) Water tank painting 17) Impact fees August 18, 1995 (Topics) 181 Fee for best selling book service 19) Citizen newsletter 20) Street sweeper/street sweeping 21) 1995.96 budgeted consulting services 22) Recycling alternatives 23) Administrative transfers • 24) Satellite storage of park equipment 25) Fire Department Smoke detector program Combination squad specs Additional volunteer fire fighter information 26) Privatization of street patching b 27) City Hall renovation - Feasibility of phase construction • • 28) General Fund rel- sues 29) Municipal Court staffing bailiff 30) Preliminary alternatives for late night programing at recreation centers. AFF Xq Ec • c• • Aped;, Nu~ 3 L Date.1 -=-1 - AD k, ciryof DENTON, TEXAS MUNICIPAL BUILDING / DENTON, TEXAS 7620E ! TELEPHONE (817) 5669200 MEMORANDUM r DATE: August 17, 1995 T0, Lloyd V. Harrell City Manager FROM: Eva Poole Director of Library Services SUBJECT: FEES FOR BESTSELLER BOOK SERVICE l I have been asked by Councilman Cott whether our public library may charge a user fee to patrons checking out a bestselling book leased through the McNaughton Book Service. I have discussed this question with Edward Seidenberg, Director of the Library Development Division at the Texas State Library for an interpretation in the delivery of this service. According to the rules of the State Library and Archives Commission (13 Texas Administrative Code 1 .72); Library services shall be provided without uharge or deposit to all persons residing in those political subdivisions which provide monetary support to the library. These library services Include the dissemination of materials or information by the library to the general public during the hours of operations of all library facilities. In this context, library services include the circulation of any type of materials, reference services, (locating and interpreting information), and admissions to the facility or any programs sponsored or conducted by the library. • • f Aaenda No Agen a ilbm Dale. Lloyd V. Harrell August 17, 1995 Page 2 therefore prohibits the library from charging fees to its users and reserves hi of all Denton County citizens to have unrestricted access to all library a. A library that violates this rule would lose its membership in the Texas L,o dry System, and be ineligible for state or federal grants from the State Library. Leasing books from the McNaughton Book plan is the most cost effective means to meet high customer demand for bestselling titles. A thorough analysis shows that leasing: • eliminates freight, cataloging and processing fees • provides free replacement of defective books • provides immediate availability of popular titles in unlimited quantities • guarantees fixed pricing for one year, and • replaces books that are lost at no cost. In addition to these benefits, we can return, at no cost to the library, all copies that we no longer need, want, or have space for in our permanent book collection. Please let me know if I can provide further clarification or information. Eva Poole i • EP:dI A HH0072A • e • • 0 0 • Q • Agenda No) tr! i 4genP t1Em ~ 0i) Date _155 CITY of DENTON, TEXAS MUNICIPAL 8U)L DING 215 E MCKlNNEY • DENTON, TEXAS 76201 1617) 566-8200 a DFW METRO 434.2529 MEMORANDUM DATE: August 17, 1995 TO: Mayor and Members of the City Council FROM: Richard Foster, Public Information Officer SUBJECT: CITIZEN NEWSLETTER In response to several questions raised at the August g, 1995, City Council meeting concerning the supplemental budget package for a direct-mail citizen newsletter: Currently, the Deport Focus newsletter is produced three times per year and included, on colored paper, in the center of the Parks and Recreation PLAY brochure. This brochure is distributed on a Wednesday early in the months of January, May, and September as an insert in the Denron Record-Chronicle. The Wednesday paper is distributed fine to all households in the City and to some addresses in nearby outlying areas, i write the newsletter, Mary Collins' people in Administrative Services do the layout, and I deliver a camera-ready copy to Parks and Recreation. They send it to the printer and the Record-Chronicle handles the distribution. The additional cost for paper and printing to the Parks and Recreation Department for including the newsletter in the PLAY brochure is approximately $5,325. The PLAY brochure is the only item, other than utility bills, that I am aware of which is • distributed to all Denton citizens. 1 Members of the City staff have periodically discussed separating the citizen news!etter from the PLOY brochure to increase its visibility and readership. Making the newsletter a stand-alone item would help us communicate more effectively with our citizens. Many people who are not specifically interested in parks and ;ec programs may not even open the brochure. We felt a , direct-mail piece would greatly enhance our efforts to put information in front of the public. • • The $7,195 cost to the general fund for a direct-mail newsletter is offset, to a degree, by a S5,325 savings to the Parks and Recreation Department, yielding a net cost to general ,dicaeed ru Qualirv Serswe" O • • Agendi NC~1 Citizen News!etter Agenda item l A August 17, 1995 dare Page 2 government of $1,860. Remember also that the proposed direct-mail newsletter represents a 33% increase in service level since there would be four each year instead of three. Also, the Public Utilities Board has discussed strategies for improving communication with utility customers. The utility department currently uses paid advertisements, news releases, a literature rack at City Hall, the cable TV bulletin board, and bill stuffers to communicate policies and procedures and to promote utility programs. The PUB considered having the utility staff produce a separate utility newsletter. However, the Board ultimately decided to develop a partnership with the public information office to produce a combination Ci,y/utility quarterly newsletter. The utility department offered to pay 75 % of the newsletter's cost and to have their public information specialist write the utility articles and do the layout of the newsletter. When the PUB approved funds for the newsletter, they commensurately decreased the utility department's advertising budget by approximately $8,875. Therefore, the net cost to the utility department for a direct-mail newsletter is $21,555 minus $8,",75, or $12,680. In addition to the PLI Y brochure, the City also sends utility bills to nearly all of our citizens. Approximately $3,635 of general fund monies (postage) could be saved by including the newsletter with the utility bills. However, inserting a four-page newsletter into the envelope with the utility bill would cause the weight of the envelope and its contents to increase from under one ounce to over one ounce. This would increase the cost of sending out each bill by f $.23 (from $.258 to $.488). We send out approximately 30,000 bills each month. The $.23 l increase multiplied by 30,000 amounts to $6,900. Four mailings a year would add up to $27,600, nearly as much as the entire cost of a direct-snail newsletter. An additional disadvantage 'o inserting the newsletter with the utility bills is that it would preclude, four months per year, the insertion of any other bill stuffers, which are, themselves, a popular and effective medium of communication with citizens. I have been unable to identify any "economies of scale" associated with combining the newsletter itself, or its distribution, with any other newsletters which the City produces. The other City newsletters I have identified are: 1. Senior Center newsletter; eight pages; produced monthly; 500-600 copies are mailed to a subscription list; subscribers pay $5 per year which helps pay postage costs. • 2. After School Action Site newsletter; four pages; produced monthly; approximately 400 copies are distributed through the elementary schools and at the MILK, Jr. Recreation Center. 3. Main Street newsletter; one page (on both sides); produced periodically; ' f approximately 200 copies are faxed to members, a few are mailed, others are distributed by hand • • to City offices and downtown merchants. 4. Denia Neighborhood newsletter; produced monthly; approximately 400 copies are distributed by hand to neighborhood residents. 0 O • • AarMdr Me~✓' I~~~ Citizen Newsletter Agenda Ite = August 17, 1995 Date Page 3 5. Community Development newsletter; produced quarterly; approximately 250 copies are mailed to clients, committee members, funded agencies, contractces, and Council members; other copies are distributed by hand to City employees and office visitors. 6. Keep Denton Beautiful newsletter; produced quarterly; approximately ;W copies; most are mailed to donors, volunteers, members, and Adopt-A-Spot groups and individuals; sponsors cover most printing costs. 7. Planning Department Growth newsletter; produced quarterly; approximately 90 copies are distributed by hand to Council members, board and commission members, the development community, and City Nall offices. As you can tell, these newsletters are produced in limited quantities for fairly specific interest groups. While the citizen newsletter can, and does, include articles on some of the same topics, it needs to be a general-interest newsletter for all our citizens. If you desire additional information on this subject, I will be happy to assist. Richard Foster WP AAAOMA ~I 1 • • • w • Apeo6a No _f - ' v Aper Item 40 Date. 'r l CITY OF DENTON MUNICIPAL UTILITIES 901-A TEXAS STREET DENTON. TEXAS 76201 MEMORANDUM TO: MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: R. Nelson, Executive Director of Utilities DATE: August 18, 1995 SUWECT: RZSPONSR TO QVRSTION REGLUDINO TRZ STRERT SNSSPSR AND ASSOCIATID SSRVICBS Please find attached the answer to the question regarding the street sweeper and associated services to private businesses. If you need additional information, or additional explanation to the answer 3iven, please contact me at ext. 8232. R. E. Nelson, Executive Director of Utilities • "Dedicated to Ouaiiry Service" • o • Agends No Agenda llcm9p.-Li Date 1:~==~__ What Is the total coot a occiated with the addition of the proposed street swoop or Can the addition of one new sweeper adequately keep the City of Denton street swept? Can the City provide sweeping services to private businesses? The following cost information is based on a Johnson 600 Series sweeper: Total Capital Costs $145,000 a FY 96 Budget Expenditures (Based on 6 months) Annual Motor Pool Replacement Costs $ 17,549 Estimated Annual Maintenance Costs $ 2,200 Estimated Annual Fuel Costs $ 2,500 Radio Installation/Maintenance $ 3.350 Total $ 22,049 Average Annual Expense Over Life Of Equipment (5 yr pay out) Annual Motor Pool Replacement Costs $ 35,100 Estimated Annual Maintenance Costs $ 6,000 Estimated Annual Fuel Costs 5.000 Total $ 46,100 The challenge that the drainage department continues to experience is related to equipment downtime and available manpower. Equipment downtime continues to be very high. Through the first nine months of FY 1995, the street sweeper has averaged 30% to 351 dcwntime. with projects such as Ranch Estates, Bent Oaks, East McXinney and other customer/special projects that require substantial resources, scheduled drainage system C&M and street Sweeping activities are compromised. The Light Equipment Operator package for sweeping (not proposed for funding), is located on page 25 in the Major Budget 35sues Peport and identifies the costs for the position (including benefitsl. The City of Denton currently tries to maintain 50 curb miles of thoroughfare swept once per week and 375 curb miles of residential streets swept once per month for a total of 7,100 curb miles per year (approximately 22 curb miles per 8 hr dayr The FY95 costs for street sweeping are projected to be about $110,000. Based on the actual number of miles swept (4,324) for FY95, costs for sweeping are approximately $25 per curb mile. The City of Lewisville currently runs one sweeper (Johnson 3000) . This sweeper averages approximately 10 curb miles per day. They sweep thoroughfares quarterly and residential street annually, They handle special requests for streets similar to Denton but they do not provide sweeping services for private business parking lots. Apprcximatel- a year ago, the City of Lewisville bid street sweeping activities and based on their schedule, received bids of around $82.00 per curb mile for residential and $35.00 to $40 00 per curb mile for thoroughfares. The Council asked whechar the City could take on and charge for sweeping private • parking lots as a way to help fund a new or additional street sweeping machine and operator? The City Council and Staff have followed a general policy of not providing such services since there are several private firms in Denton providing that service at present. The City would most likely ne suh3tct to substantial criticism from existing private street sweeping contractors and probably the public in genera if the Drainage Department were to staff up to go into competition with the private sector in the parking lot sweeping business. ® it is r?ported that one 35 acre retail store parking lot in Denton pays • • approximately si,000 to $1,2c0/mo. for six night: per week.swee,.ing. This represents a fee of approximately $40 per night. This leaves a very small margin of profit cor:.ar:'.ering variable maintenanc fuel and labor costs are in the $1= to $181hr ra::ge and a sweeper can only efEPCtn-ely cover about 4 acres per hour. • • Agenda No,q'! Agenda Item ® Date~~' _ CITY OF DENTON MUNICIPAL UTILITIES • 901-A TEXAS STREET DENTON. TEXAS 76201 MEMORANDUM TO: MAYOR AND MEMBERS OF TAE CITY COUNCIL PROM: R. E. Nelson, Executive Director of Utilities DATE: August 18, 1995 SUBJECT: RESPONSE ':O QUESTION REGARD,-N0 RSCYCLINO Please find attached the answer to the question regarding recycling. If you need additional information, or additional explanation to the answer given, please contact me at ext. 8232. IZ. E. Nelson, Executive Director of Utilities 'Dedicated to Quality Serv:,)" • c~ • Agenda Nc,9s Apend~ Item~~~_! _ DA n31e. ----l- Ls-.._ CITY Of DENTGN, TEXAS MUNICrFAL BUILDING • 215 E McKJNNEY • DENTON, TEXAS 76201 MEMORANDUM (5 r /J 566.3200 • DFIN METRO 434.2529 DATE: August 17, 1995 TO: Honorable Mayor and Members 0 the City Council y FROM: Jon Fortune, Chief Budget Officer SUBJECT: RESPONSES TO COUNCIL QUESTIONS During the August 8, 1995 City Council budget hearings a questions was asked regarding the total amount of money proposed strictly for consulting services in 1995-96. The General Fired includes two items: Departr tent Purpose Cost Customer Service Study Customer Information Systems $35,000 Planning Update Denton's Development Plan $ 7,500 The following is a list far budgeted consulting services in Utility Funds: Department Purpose Cost Electric AdminStudy Dispatch Center & Automation $75,000 Electric Production Fower Supply Review $70,000 F Water .Admin. Water Rate Review $5,000 Water Production Study to Compiy with Safe `Hater $10,000 Drinli,ing Act or to Review O&M Procedures at Existing Facility Water Engineering Enviroi mental Studies _ $2,000 Regulatory Compliance Studies $1,500 • • Wastewater Adrnin. Wastewater Rate Review $5,000 I ho-,a this information 's heloful, If you need additional information please advise. Thank you. " "Dedirared ro Qualiry Sertiee" • O i p Ape Ada NO l- A~enda Item ~j What impact on the FY 96 budget would a public/private relationship have on recycling activities identified in the proposed Solid Waste Master Plan? Across the industry, a curbside collection programs represent approximately $1.50 to $2.Ou per month per residential customer depending on the number of customers and the frequency of collection. In the City of Allen, Tx, residential recycle material collection is contracted out to Browning-Ferris Industries in Pldno. Allen solid waste customers (approximately 7,500 customers) are charged $2.00 per month for recycle material pickup one time per week. The City experiences 53W participation rate in the recycle prograrti. The City .uf Allen retains 58 ($0.10 per customer) of the revenue colt cted and pays BFI $1.90 per customer. BFI processes and markets the recycle materials for the City. BFI's actual processing costs are subtracted from the material sales revenues and the remaining revenue is split 50-50 with the city. The City of Allen receives a rebate from BFI that averages $1,500 per month ($0.20 per customer). In the City of Lewisville, Tx, residential recycle material collection is contracted out to Texas Waste Management. Lewisville solid waste customers (approximately 13,000 customers) are charged $1.40 per month for recycle material pickup one time every two weeks. Lewisville averages between 43 and 431 percent participation in their recycling l program. Lewisville does not retain any revenue collected from the customer. Texas Waste Management processes and markets the recycle materials. They also subtract processing costs from material sales revenue and split the remaining revenues with the City of a 50-50 basis. For June, the City received a rebate from Texas Waste Manayement for $6,273 or about $0.48 per customer. The City of Denton costs identified in the FY96 budget for residential recycling, cardboard processing, woodwaste processing and IPC design are as follows: Proposed Programs FY1996 Budget A. Cardboard Processing $ 56,167 B. Woodwaste Processing $ 61,632 C. Master Plan Programs 1) Residential Recycling $146,000 2) Commercial $104,000 D. IPC Design ($200,000) $ 6,600 Total $374,399 • A • Ag4nda No.`~ S -3 1 Agenda Inm 1 Do to 9:Ls~ C-- In the FY 1996 budget, the residential rate that includes funding for recycling programs is $13.00 per month (8.35% increase). Commercial rates that also support the master plan programs are projected to average $140.74 per month (9.11% increase). Landfill rates ere proposed to increase from $6.00 to $7.00 per cubic ;-ard (16.7%). The impact that the various recycle and associated master plan programs have on the FY 1996 rates are indicated below. Rate Currant Cancel Cancel Cancel Cancel Cancel Proforma A B C A,B A,B,C Res. $13.00 $13.00 $12.80 $12.25 $13.00 $12.15 1 Inc. 8.35• 8.35% 6.71 2.101 8.35% 1.3% Avg Comm $140.93 $140.93 $139.51 $135.70 $140.93 $137.94 % Inc. 9.11% 9.11% 8.11% 5.00% 9.11% 7.0% Cash Inc $72 ($17) $66 $69 $45 $7J JE1000) • 1 • r • s • • 17, agenda No Apenda Hen `1tL1- c C i AD it of VEW^ TEXAS MUNIOPAL BUILDING s 215E We INNEY • DENTON. TEARS 76201 (817) 566.6200 • DFW METRO 434.2529 MEMORANDUM DATE: August 16, 1995 TO: Honorable Mayor and Members of the City Council FROM: Kathy DuBose, Executive Director of Finance SUBJECT: ADMINISTRATIVF TRANSFERS FOR COST ALLOCATION On an annual basis, David M. Griffith and Associates perform an independent cost allocation study for the City. That study identifies all direct and indirect costs for services provided by central services departments to the utility operations. Direct costs are allocated based on the most appropriate method for each function (see attached Summary of Allocation Basis). Methodologies include number of customers served, number of associated transactions, worker hours/payroll actually spent providing service, number of vehicles, percent of revenues collected, etc. Indirect costs are allocated on a"step down" approach and include benefits received by one central service department from another central service department (example: data processing services benefiting customer service operations). These methodologies have been consistently applied in conformity with Generally Accepted Accounting Principles and are based on the current year's budget (94-95 fiscal year). A total dollar value is allocated to each utility for its respective • administrative transfer. The Budget Department then takes the total dollar value based on the current year's budget and calculates an associated percentage to allocate that value among the central services departments for the upcoming budget (95-96 fiscal year). In prior years we allocated to departments the total dollar values based on o percentages which included direct and indirect costs. For the 95.96 and subsequent years' budget documents, we will use departmental percentages based on direct • costs. indirect cost percentages will be reflected as general resources. Although this does not affect the total administrative transfer amount from each utility, we felt it was a more appropriate presentation for the budget document. "Dedicated to Quality Service" • ' a • Agenda No Agenda Item. Cate 2 Memo to Mayor and Council Members August 16, 1995 Page 2 Also, as we discussed, the amounts reflected for contributions to human services agencies were in error and will be corrected in the adopted budget. If you have any questions, please let me know. K D. if Aftx:h,nent AFFoDF27 ~y ft~ I • s w • • DMG/MGCS 11 f CITY OF JM, TEAAS wu ry page 20 0411B/95 FT 1995 BLADUT FULL COST PLAN • conaotideted Schoduta E.001 SLw%arY of Ntocatlon Buis FISCAL 1995 Department Basis of Ailocatlon .7 BUILDING JSC CHARGE r S.UO4 CITr HALL USABLE SQUARE FEET OF SPACE OCCUPIED 1.005 DEATON MUN CTR USABLE SQUARE FEET OF SPACE OCCUPIED l 1.006 CIVIC CENTER USABLE BOWE FEET OF SPACE OCCUPIED 1,007 VISUAL ARTS CIA DIRECT ALLOCATION TO VISUAL ARTS CENTER EQUIPMENT USE CHARGE 1 2.004 EQPT USE CHARGE DEPARTMENTAL EQUIPMENT COSTS, fT 1994 t MISCELLANEOUS 1 4 3.004 ANNUAL AUDIT a Cf 'r AMSACTIOM4, FT 1994 J 7.905 UMEMPLOT INSUR ACTUAL C-A'HS PAID, fT 1994 ~ 3.00: COST STUDY R OF HOURS L :FNDED BY CONSULTANT i 3.OCT' INSUAANCE BUDGETED GENERAL !'AWD LIABILITY PREMIUMS, FT 1995 3.005 LONG TERM VISAS M Of OR '-rNERAL FUND DEPfS, FT 1994 3.OC9 DUES, PICNIC B Of wFlr 1944 3.C'O TUITION REIMS SPAI FALL 94 REIMBMSMENTS ALLDJED 3.011 BANK DEPOSIT % OF REVENUE COLLECTED, FT 1994 3.012 BLDG RENTAL SOWRE FOOTAGE OF GEN FUND DEPTS OCCUPYING SERVICE CTR 1 Y FACILITIES MANAGEMENT t 4.004 CITY MALL USABLE SQUARE FEET OF SPACE OCCUPIED +.005 SERVICE CENTER USABLE SQUARE FEET OF SPACE OCCUPIED 4.006 DENTON MUM CTR USABLE SQUARE FEE' OF SPACE OCCUPIED { • 4.007 FIRE 123456 DIRECT ALLOCATION TO FIRE • 4.006 VISUAL ARTS CTR DIRECT ALLOCATION TO VISUAL ARTS CENTER 4.009 CHILLER SQUARE FOOTAGE ^8 SLOGS USING THE CHILLER BLDG 4.010 RECREATION CTRS DIRECT ALLOCATION TO PARK LEISURE SVCS 4.011 LIBRARY DIRECT ALLOCATION TO LIBRARY 4,012 OTHER BLDGS SQUARE FOOTAGE OF BLDGS 4,013 BLDG RENTAL SQUARE FOOTAGE OF GEN FWD DEPT$ DCCUPYING SERVICE L71 a a 1991.1995 Dood V. Griffith A Aswlataa, Ltd. l - wl • o ROB s f p • • gl DMG/MGCS 11 CITY ON TEKAS unmry PaPO 21 84/16195 F1 1995 BUDGET FULL COST PLAN • consolidated Schadule E.002 ,t Summary of Ai Location Basis FISCAL 1995 (continued) Department Basis of Allocation t t 4.014 SVCCTR/ EK WLP USABLE SO FT OF SPACE (EXCL. WIAERME I PURCHASING) 4.015 CUSTODIAL PURCM DIRECT ALLOCATION TO PURCHASING WORMTION SERVNC£S 1 S.DO4 COMPUTER OPEN DATA PROCESSING CHARGES, FY 1994 j 5.005 ADMEN SVCS DIRECT ALLOCATION TO ADMINISTRATIVE SERVICES 1ao 5.006 GIS EQUAL ALLOCATION TO DEPTS MAINTAINING SYSTEM 5.007 ACCTING DIRECT ALLOCATION TO ACCOUNTING 5.006 PAYROLL DIRECT ALLOCATION TO ACCOUNTING/PAYROLL S 5.009 UTILITIES DIRECT ALLOCATION TO CVSYOWR SERVICE 5.010 MUM COURT DIRECT ALLOCATION IC MUNICIPAL COURt-CLERKS 1 5.011 TAX DIRECT AL LOCAT IOM 10 1AN J 5.012 LIBRARY DIRECT ALLOCATION TO LIBRARY ADMIN 5.013 MOTOR POOL DIRECT ALLOCATION TO MOTOR POOL 3.L:4 LR/STS SFTVRE EOIIAL ALLOCATION 10 ALL DEPARTMENTS GENERAL GOVERNMENT ADMIN ; 6.004 DEPUTY CITY MGR REMAINING TIME ALLOCATION TO ADMEN OF DEPTS _ 6.005 GEM CITY ADM:4 B OF POSITIONS, FT 1994 _ MUNICIPAL SVCS 7.004 DEPT ADMIN REMAINING TIME ALLOCATION TO ADMIN OF DEPTS 7.005 ECONOMIC DEY DIRECT ALLOCATION TO ECONOMIC DEVELOPMENT e LEGAL y °o P 6.004 LEGAL COUNSEL SALARIES EKPLNDEO IN OEPTL CYA)NSEL, FT 1994 n n • ADNIMSIRATIVE SERVICES 9.004 WAD PROCESSING M OF PAGES PRODUCED, F1 1994 0 11x91-1995 David M. Griffith I Ana Nataa, Ltd. 1 • • DMG; wGCS 11 \ CITY OF D(. .4, TEXAS a-.mmry page 22 04!18/95 FT 1995 BUDGET FULL COST PLAN • consolidated Schedule E.OC3 Sur ry of Allocation Basis FISCAL 1995 u (contlnued) ,I Dep►rternt bafa Of Allocation HUMAN RESOURCES 10.004 PERSONNEL SVCS R OF POSITIONS, FT 1994 f A FINANCE ADMINISTRATION 11.004 FINANCE ADMIk 0 OF POSITIONS IN DEPT$ SUPERVISED 11.005 "GET DIRECT ALLOCATION 10 ACCOUNTING BUDGET FUNCTIONS 11.006 RISK MGMT TOTAL RISK RETENTION 1 ACCOUNTING/SUCCET 12.004 ACCTINL B OF ACCOUNTING TRANSACTIONS, FY 1944 { 12.005 UTILITY ACCTINL B OF ACCOUNTING TRANSACTIONS, FY 1994 { 1 12.006 PAYROLL M OF PAYCHECKS ISSUED (JAN-SEPT), FT 1494 Y t 12.007 TIME SHEETS M OF PAYCHECKS ISSUED, EXCL. ELECTRIC (JAN-SEP7), FY1994 { 12.00E BUDGET R OF APPROPRIATION LINE ITEMS (EXCL. ELECTRIC), FT 1994 12.009 BUDGET/ ELEC M OF APPROPRIATION LINE ITEMS, FT 1994 i 12.010 ACCTS PAYABLE N OF PAYMENT VOUCHER TRAVSACTIMAS, FY 1994 12.011 TRAVEL TRAVEL EXPENDITURES FOR 11 MONTHS, FY 1994 12.012 TAX DIRECT ALLOCATION TO TAX • 12.013 GRANTS ADFIN HOURS PER MONTH ADMINISTERING GRANTS S PURCHASING 13.0% TURCHASING N OF "CHASE DOCUMENT TRANSACT;ONS, FT 1994 COSIOMER SERVICE o u a e S 14.004 COST BILLINGS % OF REVENUE COLLECTED, FT 1994 e°, ° • 14.005 CS/ELEC N B W e OF CUSTOMER BILLINGS, FT 1994 f o ac 14.006 CS/SOL1o 4A6TE X OF REVENUE COLLECTED, FT 19,4 r 14,007 COLLECTION X OF REVENUE COLLECTED, FY 1994 1 A I 0 1991.1995 David M. Griffith i AtSoCiatea, Ltd. • • • rl f A ,,~~$$1rr DMG/NGCS II CITY OF D( .4. TEXAS N' ty Page 27 04/10/95 FY 1995 BUDGET FULL COST PLAN • consolidated $cNedda E.00: Sulmary of Allocation Basta FISCAL 1995 ,V (cont l -viPC) Departs nt Basis of Allocation 77 TREASURY 7 )jY 15. D04 UTILITY CASHIER B OF CUSTOMER BILLINGS, F1 1994 15.005 OTHER CASHIER I OF CREDIT TRANSACTIONS, FY 1994 15.006 INFO DESK M OF POSITIONS, FY 1994 15.007 FLINICIPAL COURT DIRECT ALLOCATION 70 MUNICIPAL COURT-CLERKS 15.008 RISK MGMT DIRECT ALLOCATION TO RISK MGMT FUNCTION IN FINANCE ADM 15.009 CUSTOMER SVC DIRECT ALLOCATION TO CUSTOMER SERVICE 15.010 MOTOR POOL DIRECT ALLOCATION TO MOTOR POOL MUNICIPAL COUNT CLERKS 16.004 CASHIER ADMIN DIRECT ALLOCATION TO TREASURY { j INTERNAL AUDIT 1 17.004 GASB/ GF 0 OF ACCOUNTING TRANSACTIONS, FY 1994 'E 17, ODS GAS81 UTIL a OF ACCOUNTING TRANSACTIONS, FY 1994 + 17.DOe FIX ASSTS VAL FIXED ASSETS BY DEPARTMENT 3 17.007 GENERAL AUDIT ACTUAL AUDIT HOURS 17,008 MOTOPOOL CAFR ♦ OF VEHICLES F • ENGINEERING 3 Y 18.004 EASEMENT ACOUIS LEVEL OF EFFORT BASED ON HOURS, FY 1994 PLANNING • 19.004 DEPT ADMIN 0 OF ROURS IN ADMINISTERING DEPT, ry 1994 ? • 19.005 UTILITY PLAN N OF HOURS OF SERVICE PROVIDED TO UTILITIES, FT 1994 FLEET SERVICES 1 3 0 20.004 EOPT SVC$ VEHICLE MAINTENANCE BILLiNOS LABOR ONLY r+ a 1991-1995 David M. Griffith B Associates, Ltd. • Q • • • DMG/NGCS II CITY OF 01 j11, TEXAS iwrry y9e 2: 61/18/93 FY 1995 IUDGET FULL COST PLAN • Comolldatad sCMduLR F Sumry of At toot Ion /aala FISCAL 1095 (eont l weld) D"rtm t Batis of Allocation MACHINE SHOP 21.004 MACHINE SNOB DIRECT LABOR CHARGES WAREHOUSE 22.004 WARENOUSE DIRECT BILLINGS TO DEBTS PARTS 1 FUEL 23.001 PARTS S FUEL PARTS i FUEL CHARGES MOTOR FOOL 21.001 MOTOR POOL B Of VEHICLES l , 0 1901.1995 DRvid M. Griffith i ASSOClat0s, Ltd. • c~ • I ¢ Fyrnda pu Cl _ 4pu„~ ItertL1 ~ / S fate f ,s r i CITY of DENTON, TEXAS MUNICIPAL 80 0 NG 9 215 E MCMNNEY • DEN TON, TEXAS 7t201 (817, 5E8.8200 • DFW METRO 434.2524 e r MFMORANI)LJM ' i i DATE: August 17, 1995 TO: Mayor and City Council Members s. FROM: Ed Hodney, Director C, T Parks and Recreation Department RE: Remote Storage for Park Mowing Equipment In the budget work session on August 15th, Council Member Young asked if the Parks and Recreation Department had considered establishing remote equipment storage sites in order to reduce the wear and tear on park maintenance equipment. Many cities have decentralized their park maintenance functions by establishing satellite service centers. Generally, these centers e serve as fueling stations and crew reporting sites, as well as locations for secure overnight equipment storage. The satellite centers are typically located to minimize travel time and distance between the center and various job sites. The Parks and Recreation Department staff have occasionally considered the need for a satellite service center. We have determined, however, that it is not necessary to decentralize • equipment storage at this time for the following reasons: 1. The present service center at 901 Texas is centrally located. Travel distances are no more than 3 miles between the service center and our mowing sites. This distance is not considered to be excessive. As Denton's park system grows, and distance from the service increases, the construction of satellite e facilities should be considered. • 2. At present, the cost of constructing and operating another service renter would outweigh any savings that might accrue from shortened travel distance for our mowing equipment. Such a facility would not be cost effective. "Ordicated to Quelin• Service" • ACenda No A,c-nda Item - Date2-5__ Status Report on Teasley Lane and University Drive Projects July 18, 1995 Page 2 Although there is no present need for an additional service center at this time, the Parks and Recreation Department will continue to explore ways to improve lost effectiveness in its operations through its strategic planning process. c: Lloyd Harrell, City Manager Betty McKean, Executive Director Municipal Services/Economic Development Kathy DuBose, Executive Director Finance 1 • 2039 • O s a • Agenl: No. V Agenda Itam L Date - A1EA10 66-070 TOs Mr. L. Harrell, City Manager Mr. M. Jez, Executive Director of Emergency Services PROMt J. L. Cock, Jr., Fire Chief DATEt 18 August, 1995 RE: RESPONSE TO COUNCIL BUDGET QUESTIONS Smoke Detector PrQqraQ: It is estimated that there are in excess of 29,000 residential occupancies within the City. If a door-to-door campaign was conducted to ensure that each residence was equipped with a smoke detector, we would discover that approximately forty percent of the City's residential units do not have a smoke detector if we are consistent with the national average. Because of the City's demographics, the majority of the residences without smoke detectors would probably be rental units. By code, a rental unit has to be equipped with a smoke detector. Therefore, the majority of these units could be taken care through the voluntary compliance of the landlords or by 199jing citations. If we assume that as many as ten percent of the City's dwelling units without a smoke detector are owner occupied, we would need to purchase approximately 3,000 smoke detectors. Given this large quantity, the price for a battery operated smoke detector would be approximately $5.00 each. The total cost for this project would be approximately $15,000.00. 't might be possible to lower this cost if we ware to actively solicit donations. If the detectors were purchased, the fire fighters would then be in a position to visit each residence in the City and provide a smoke detector to anyone that did not have one. We should be able to obtain the assistance of volunteer groups and civic clubs for 0 such a massive project. Information on the Squad: We have attached drawings of the unit which provide further details on the size and construction of the unit. As can be seen from the drawings, the vehicle is primarily an ambulance. The crew 0 compartment, however, has been enlarged from two to four seats in order to carry more fire fighters and to allow for the r transportation of non-critical patients and family members. ~ O } • A • Agenda No 0 / .demo 195-070 Agenda Item Date Paae 2 of 3 The Squad would also be equipped with a 300 gallon water tank, a small pump, a foam system, and a minimum compliment of hose and fire fighting tools. The unit would be capable of extinguishing small fires or making an initial attack on a larger fire while waiting for additional assistance. It is not designed to be a "stand alone" fire engine. While, similar vehicles are available from a number of canufacturers, the pioneer in this market is Emergency One. Their representative is compiling a list of the Departments that have bought similar units to the one we have proposed. The Vendor is also trying to arrange to have a demonstration unit brought to Denton for the Council to view. I will have to get back to you when this information becomes available. Information on Volunteers: In the absence of specific instructions, I have included a cost summary for two scenarios. The first scenario involves the recruitment of approximately forty-two volunteers to staff a single medic unit from 19:00 hrs. to 07:00 hrs. seven days a week and from 07:00 hrs. to 19:00 hrs. on Saturday and Sundays. Each medic unit is staffed by two personnel. A paid crew would be used to staff the medic whenever volunteers were not available. Forty-two volunteers were selected because we would need to cover 8,760 hours with volunteers. If each volunteer worked one twelve hour shift every three weeks, it would require forty-two volunteers to cover the two medic positions. We could provide EMT training in-house and overall supervision of the program by adding one addition position and with some minor overtime expenditures. The annual salary for the full-time position with benefits would be $57,739.00. If classes were conducted four nights a week, it would take approximately ten weeks to cover the classroom portion of the training. Since ambulance attendants are required by the Department to be certified as paramedics, the volunteers would still be required to go to paramedic school. Paramedic training V would have to been conducted by a contract trainer or sending folks outside the Department. The 726 hour program would cost $1,359 per student plus meals and transportation costs. j It would also be necessary to furnish worker's compensation and health insurance. Uniforms might cost as much as $100 per volunteer. Therefore, the start-up cost for this program would be • $118,639.00, plus insurance costs. The second scenario would train twenty volunteers as fire fighters only. Twenty was selected because under the rules of the old key rate schedule it was necessary to have twenty members • O • • w Nemo 095-070 AM* Page 3 of 3 before a volunteer fire department could be recognized for credit. C If rovid With the volunteers were cast in a traditional role they wouldver additional manpower e was needed val would upon standby. WheneJbe they respond. It is difficult to predict page then and the success thatuwe might enjoy with this approach. It is doubtful that we could depend upon a substantial response during the day. We should see some improvement at night and on weekends. It would be necessary to hire one additional staff person to train the personnel and manage the program. This person would be a Captain at an annual cost of $57,73It would take a minimum of thirty-eight weeks to train the volunteers if classes were conducted four nights a week. Protective clothing and uniforms would cost approximately $a00 per volunteer or $16,000. Workeral compensation and insurance would also have to be provided, pagers would also be necessary at approximately $400 per volunteer or $8,000. Therefore, the first year's cost would be approximately $81,739.00 plus insurance. I hope that this information has been helpful. I will forward additional information to you as it becomes available. Please do not hesitate to contact me if r may be of further service. xc: Mr. J. Fortune, CFO C i i • +S i v • 0 • • f[I.T YtCTON LL. SISILM NrCLEN NAM" V"5 p.)1]- 0 C, 1 04, E AN) film- m c _ ~ L I _ _ L3 O _ - 'T - - 109' / R~ 1M U1 Ipt¢ r _-.4- Act I1 ~ I 1 W.TE. Tun W! MDSE O sFokli~+ io r,wa 1 .Un...NE. SrORACIE :4idu,l E.`CNOEO EJN.C. „ r.000NNCr-T MUD lMS lY CENT. WELL 967TERY SrO.CCIN[ STORAGE EC'I.t W bl C3 343TAt J I,EF"r SIDE EXTERIOR " ~y ({'1 ' ~Enurr:ro 11GURti atsmN.n q'l jt kgTf.71 7NM000II DIIItN~IUNi Y+. ? l! J~ {f N- t Pi. %a} c • 3 1 • m • c • c` A/C W UJ I It I I I I I ff'~~ ~ j 1 1 I 1 11 I \ I O l- n o I ~ 1 I j Fs,1J.~ 1 _ 1 j { r ff~ I I ` / I ~•7'..^.~ 150 GALLON 1 TANK I j j i Li 1 / LEFT' SIDE INTERIOR • JAR± 'V41 f~ . o'- TRIDENT - - _ 1•IL11 orc I71' 11/[ 1 v~N+~ /Mh •7111 • A • • a e o o A/C ! I o e o i IN1ERfSSERICIR CIRYCEN CII1iLET (CIPIICINAL> it La ur r L=SLLLS "ol I ,o f,Ar lON r - - Bio vA°sT[ . ~T _ ~_..T•T - IAMK i RIGHT SIDE INTERIOR • wmv M 1994 TRIDEN UC n7t I vn~+il pan ~>M~ • • • I Hill 111 I ELECT p COWT 2~ S i 2 Ali t I I i 1 , . 1 i ~ I 1 ~ ij R! FORWARD INTERIOR • M Mt "Wa M 1994 ~i TRID N :AM 1 !VL UP IMt I ViN'ut ~IMII ~tMl .'i ~ -i~±cti•~+~+ A Mir'., • _ o • • .1! suss ! '111 M i M IODINE I I - - - ~m4 ! -4 it a y :nni 313=7 ~QQ~I I pN. ~ 36 ~ 1 I i. _ AA. A }il AA K j~ I I 1A r i1 I PLAN VIEW • M • M I.V 1~ ~ ""rpm. WIN 1994 OWN mmonow ■ wwa wmnr rww n m rn~r w TRIDENT 1~I►V AVG 1,7 t" f y,.. 41111,1, 4NO i • to • ApenAa Na Apenda Item Date - C I N T E R MEMO O F F I C E To: John Fortune, Chief Financial Officer From: Jerry Clark, P E < 0"1- Subject: Privatization of Street Patching Date: August 17, 1495 The issue of privatizing the street patching operations of the City of Denton would need to consider the following factors The City of Denton has I I people in street patching and allocates %bout $400,000 of the $820,000 budgeted for materials and equipment to patching operations The patching crews are divided into two areas to deal with specific types of failures or repairs The two areas are potholes and cutouts. Potholes are generally smaller and limited to one spot or location Multiple potholes should be fixed by repairing an entire area. Cut outs are the repairs that are necessary to fix utility cuts, alligatored areas, rutting, or base failures, The entire area is cut out, the base repaired, or a thick patch is placed to bridge the problem area if the ditch or base stabilization has not worked. { Potholes are worked in two ways First, the need for repair is immedia a and the hole has to be filled or the street barricaded off Cold mix or Ah1Z material is usually placed in these cases to hold material in the hole until a permanent path can be installed flue response time to these has to be immediate so the contractor would have to kave a "ready crew" at all times. Mobilization is also a big cost and time factor to contractors. Mobilization charges for Dustrol range from $250 to $1,000 These don't include any repairs but just getting the crew and the major piece of machinery to the job site Contractors generally like to perform certain minimum work sizes based on tonnage They would most likely have to be paid to be on standby. CUtOU15 are worked on a priority basis using factors that include the type road(arterial, collector, or residential) that the failure or utility work has occurred in. Priorities change daily based on input from citizens, management, and council Contractors would find this political environment frustrating and would state it increases overhead and mobilization costs In the past when contractors patched the utility ditch lines, they always wanted to pave in one process These cutouts, which can be patched in groups of three to eight per day depending on the size, require constant mobilization and flexibility Finally, the quality of the patch is very important because the public is exposed in any and all • defects. Contracting out this work would require that it be inspected for quality, barricading and • • to determine pay quantities, We strongly feel the patches installed by our street crews are of much J better quality than those that just meet the minimum specifications by contractors. In suimnary, the primary reasoning for keeping our street patching operation is that we have been • 0 • O • F Agenda No. Apanda Item Date - John Fortune,Chief Financial Officer Page 2 August 17, 1995 providing a quality product at reasonable cost. Contractors generally like larger, finite jobs that can be accurately estimated and then built to their field estimates so that their profit margin is pro!ected. The issues of mobilization, priority changes, on-call or standby status, and the Lack of ability to preplan the repair place their profit margins at risk. All cities handle their own basic street repairs and put their capital improvement projects out for bids because contractors have historically shown greater interest in those projects that have a higher profit margin. We use a local asphalt plant for all our hot mix, cold mix, and even to lay some of our larger overlay repairs. We are not aware of any cities in the Metroplex that contract out street patching The local comractor . have always expressed interest in our bond projects and overlays but not the patching of potholes and cutouts. Please advise if you need further information. .1 ILI • - o • Agenda No. Agenda item oat, _ CITY ofDENTON, TEXAS MUNICIPAL BUILLING / DENTON, TEXAS 76201 / TELEPHONE (817) 566-8100 MEMORANDUM TO: Betty McKean, Execut?ve Director Municipal Services/Economic Development FROM: Bruce Henington, Facilities Manager DATE: August 17, 1995 SUBJECT: City Hall Renovation Project Update As mentioned in our monthly report for July, we presented the City Hall Renovation Project to City Council during the Planning Session oa July 21, 1995. I have been wo- king diligently on a method to address Mr. Krueger's request. I ha urned this project upside down trying to reduce the first year's project by 50 percent. Without having technical layout/prints, an electrical schematic, an HVAC layout and a final design, I find it very difficult to plan a realistic reduction of the project. Naturally, these will not be avai..able until after we hire an architect and complete the design phase. I feel the first phase needs to stay intact and be completed in one year instead of splitting it into 2 years. As construction cost rise Each year, the overall project cost will increase with time and additional phasing. City funding capabilities, construction cost escalation and scope of phasing should be carefully evaluated to conclude the City's most favorable option(s). :f you have any questions please call me at 8134. • truce HeningtoN ;5M • 1945.FM , • a • 4UG-17-1995 15:13 FROM CORG44 X50. INC iO 1,17566Ltda NMa a7 Agenda Item 16 August 1995 Ms. Betty McKean Executive Director City of Denton 215 East McKinney I Denton, Texas 76201 ; Re: City Hall Remodeling Dear Betty: As we discussed, this letter is to outline the steps that we recommend be taken in order to evaluate the capital expenditures on the City Hall renovations. As you know, the evaluation of the presented scope of work has been studied and analyzed for over two years. It is an extremely complicated project from a pro4ramrning, technical, and wrhiteeturai scope. In order to assure the City is receiving the best value it rrmains in the City's best interest to bid the many components of this intricate project as a complete package. We have done a cursory analysis to make this determination. In order to be extremely definitive, it would regwre a complete technical evaluation involving Multi pie subcontractors and, if feasible, a substantial amount of additional consultants time to reconfigure and replan this project. Should the Council desire to move in that direction, the following need to be addressed: I. The AN and Technical additions planned for the Council Chamber and briefing room; 2 ific programming for staff areas; 3. nstruction cost projections and scheduling for the scope of remodeling of the total project. These studies will require time and effort to perform the proper analysis and make proper recommendations to the City. We roiea this could take 3-4 weeks and a cost {includin N of approximately 32j 500. Without this study, it would be extre y difficult to 'guesstimate' the feasibility and cost; • risking an inappropriate budget number or unfilled City expectations later. We would be pleased to discuss in more detail the specifics of this letter or provide additional informnion you might require in order to move ahead with this challenging project. Please let us know how we an be of service to you. Sincerely, • • A-a NWQAM INC ren $al"sTarrr Principal aAll. . 7113 76202 ri ni ty 2000 MX 21163! zees • O - • a • A~enQa No. DAL Apanr t Item Date _ CITY of DENTON, TEX4s MUNICIPAL BURDING a 215 E MCKINNEY a DENTON, TEXAS 76201 (817) 566.8200 a DFW METRO 434.2529 MEMORANDUM DATE: August 17, 1995 TO: Honorable Mayor Members of the City Council FROM: Kathy DuBose, Executive Director of Finence. SUBJECT: GENERAL FUND REVENUE ESTIMATES As we continually review and analyze revenues, I believe several areas warrant updated estimates for the current fiscal yea:. Estimates used in the proposed budget document were developed using income through May, 1995. I've attached a listing of increases in revenue estimates using income through August 17, 1995. Current ad valorem tax revenue has increased substantially in the past two months. Swimming pool and ambulance service fees are somewhat seasonal and peak in the summer months. Both revenue sources have shown a higher trend than previously estimated. LINT police fine revenue continues to increase well above the prior year. Building permits and development fees, while leveling off in the winter and spring, have picked up in the past few months and are anticipated to continue at the hiuoer level. Although interest rates were lower for the first half of the fiscal year, they have increased in the past quarter and are almost 1'h % higher than rates at this time last year. That yield, coupled with a higher fund balance to invest, allows an increase in • anticipated interest income. Hopefully, these revised estimates can help offset some of the losses caused by the drop in the certified tax roll and sales tax. If you have any questions, please let me know. ' • KD of • • I Attachment 1 1FF00F2C "Dedieared to Quality Service" • 0 1 • Agenda No. Agenda Item We 1995-98 BUDGET Increase In Revenue Estimates 8-17-95 11 Current ad valorem $ 55,000 ' 2) Swimming Pool 5,000 3) Ambulance Service Fees 15,000 4) UNT Police fines 5,000 5) Building Permits 10,000 6) Development fees 5,000 7) interest income 100, Q $195,000 AFFOOF22 • 1 I t W 4~ ~,yF b• • A a .nr'Aw'^.A'.M:TN.4t4C•~4'Y-i: j,R Ape" A CITY OF DENTON, TEXAS DEPARTMENT OF POLICE TO. Lloyd Harrell FROM: Capt. Jim Dotson DATE: August 17, 1995 It has been our practice when the Municipal Court Bailiff is not here, for any reason, one of the Warrant Officers covers the Bailiff duties. If the court hours are extended we will have to pay over- time. Our Warrant Officer's overtime, if we were to have to pay him overtime, is $27.02 per hour. Most of the time that I am aware of we have adjusted the Warrant Officer's schedule to cover the Bailiff's duties. The Warrant Officers attend arraignments, transport prisoners to county jail and go out of town to pick up prisoners that are being C held on our warrants. When the Warrant Officer is covering for the Bailiff an on-duty officer is pulled off the street to handle the Warrant officer's duties. When the Bailiff has needed a vehicla to serve a summons he has been getting a vehicle out of our pool, if available. When he needs a vehicle, we have been supplying it. ZCa . Jim Dotson ,Copport Services • 6019. HICKORY STREET SUITE E DENTON, TEXAS 76205 DUTY OFFICER (617) 5664161 FAX (617) 353.7966 r • 0 • ~q~n„s No. Agenda Item Date D CITY of DENTON, TEXAS MUNICIPAL BUILDING • 215 E. MCKINNEY • DENTON, TEXAS 76201 (617) 566-8200. D W METRO 434.1529 Memorandum Dale: August 18, 1995 To: Mayor and Members of the Council Prone: Ed Hodney, Director Parks and Recreation Department Subject': Preliminary Alternatives for Late Night Programming BACKGROUND: At the direction of City Council, staff has developed a program outline to address the need for alternative activities for teens and young adults. Staff has researched various programs offered in other cities, surveyed a random cross section of teens and young aduhs, and held two meetings with local service providers. The following preliminary alternatives are outlined for late night programming at the recreation centers as a result of this work. Afler open discussions with staff and other local agencies a need for youth and adult programming was clearly supported, All agreed that the need was growing and would require a collaborative response from the community. This was obvious from the numerous programs underway or about to begin. These progrL-.. include the Teen Net and Communities in Schools (DISD), IMAGINE, Alternative Avenues, Teen Advisory Boards, and Friday Nite Live (PARD), Community Policing • (DPD), Juvenile Court and joint grant proposals with Boys Club at Fred Moore (Juvenile Crime Interagency Coalition). Although these programs will help address the need, other alternatives for adults and program hours are still needed. It was the consensus at the meetings that for teens, summer programs should be provided. This type of program would provide a safe and supervised atmosphere, with the focus on "fun" rather than education. For adults, discussion was primarily on a year-round program which , • • would focus on vocational activities, social service availability, with recreatiord activities being a secondaryfocus Further it was agreed that ■ to ;since grtt to ensure a safe, positive environment for the participants. Secure wacussed in detail, later in this report. "Dedicated to Quality Service" • O _ • - W • r Agenda Na, Agenda Item Dale Page 2 C Late Night Programming In the two meetings held with other agencies, it was suggested that any proposed programming target two distinct age groups 'I here are middle school ages 12 - 17, and young adults ages 18 - 25, both male and female. In addition, a pilot program was recommended at one location that could be expanded if needed. fhe following gecwn outlines the goals and objectives for the teen and adult programs. In general, the teen program will be seasonal, primarily in the summer so that it will not conflict with school activiti- The adrJt prograrm in contrast will be a year-round program. It is strongly suggested that before any program is implemented, targeted populations are brought together in a public forum to discuss their needs and express suggestions for this program. PmZram Coal & Objectives &Qgwm t:oril - Self Improvement through Rc-c eation/Education/Job Training I seen Pru>tram W ierrmes - Recreation - Tlris will be the primary focus of the teen program. It should offer a variety of activities to allow participants the power to choose what they want to do, including volleyball and basketball tournaments, dances, lock-ins, game room activities, special events, celebrity appearances etc. Education - Mentors, tutoring, life skills, value clarification, conflict resolution, physical & mental health, teen pregnancy, etc The education aspect can be done in collaboration with local agencies. Job Training - Career exploration, job preparation skills. computer training, job application & interview skills. l he jub training aspect can be done in collaboration with local agencies. Adult l'rWAM A"1 kJ L Job Training - This will be the primary focus of the adult program, The job training aspect can be done in collaboration with local ageixies to provide job training and placement, career assistance, career exploration, application and interview techniques, trades fair for non-college bound adults. • Education - The education aspect can also be done in collaboration with local agencies to provide family and parenting classes, value clarification, conflict resolution, physical and mental health, local services referrals, etc. Recreation - The secondary focus of the adult program is leisure activities, which could inciuAe basketbalVvoileyball leagues and/or tournaments. In order to participate in the recreation aspect, • participants would be required to attended educational and job training classes and workshops ' • i l • r- a f , +sgentia lie. 1lgands Item Data Page 3 Late Night Programming Prswram Implantation - For discussion purposes, staff has developed four distinct programs to address youth and adult needs. Any of the programs may be implemented singly or in combination with any or all of the remaining programs. Each of the programs will require additional funding beyo..d levels currently allocated in the proposed FY 95-96 budget These new funds are required to cover additional staff hours, supplies and services. The program bwigets are based on a nine month operation, beginning in January 1996. This start date will allow the department to hire program staff, refine and promote the programs. MLK Recreation Center has been chosen as the location for this pilot program due to its size and location. If desired, any of the four programs can be expanded to the other recreation centers with additional sources PROGRAM 01 - TEEN SATURDAY NIGHT SPECIAL EVENTS- One element of the teen program will be held at the MIX Recreation Center beginning in January 1996. This will provide an ever*W event, one Saturday pcr month, year-round. The programs would operate from 8:00 p.m.- midnight 9 Month Staffing S 577 Part-time Program Coordinator (10 hrslmonth) 415 Building Attendants Security 720 Supplies ISO Services 900 Utilities 96 PROGRAM COST $2,888 • ✓ ~ j 1 s a • r , ~glnda No. AQIPdi 111m Page 4 r Late Night Programming PROGRAM 112- TEEN SUMMER PROGRAM - This second element of the teen program will provide programming five nights a week for ten weeks in the summer at the MLK Recreation Center 9 Month Staffing $7,465 Professional Program Staff (1/4 position) 1,283 Program Aide 865 Building Attendant Security 1,000 Supplies 500 Services 1,500 Utilities 134 Cleaning 225 PROGRAM COST S12,107 PROGRAM M3 - ADULT YEAR ROUND PROGRAM- The adult program will be offered year C round in conjunction with volleyball and basketball leagues. This program will operate up to three nights per week from 8:00 p.m -1:00 a.m at the MLK Recreation Center only, beginning in January, W9& Staffing and associated costs for FY 1995-96 are detailed as follows: 9 Mon j Staffing $14,930 Professional Program Staff (1/2 position) i 5,403 Building Attendants Security 14,040 Supplies 600 Services 7,300 Utilities 1,254 Cleaning 675 • PROGRAM COST $44,202 0 i, w •~w ~U1 Y~,K?~I~Q S>~~Lw, 1:F>NJ sF~ • a • Agenda No Agenda Item Ogle Page 5 Late Night Programming PROGRAM #4 - EXTENDING HOURS OF OPERATION TO SUNDAY - One additional ahernative is increasing Recreation Center Hours at MLK on Sundays from 1 00 p.m. -5,00 p.m. It could be easily coordinated with the Peen Summer Program or the Adult Year Round Program using professional staff to work the additional hours, 7 he following cost would be in addition to other programs. 9 Month Staffing $7,465 Professional Program Staff (1/4 position) 1,801 Building Attendants Security 3,120 Utilities 418 PROGRAM COST S 12,804 Staffing and Security - Recruiting and hiring mature professional staff who are experienced in working with teens and adults is essential. In developing this outline, it became obvious that the department is expanding its mission in bringing social services into the recreation center. In doing so, the responsibilities and expertise required have expanded beyond current staff. The required job skills will include the ability to mentor and counsel with men and women, build trust and respect of the neighborhood, network, coordinate and recruit local service agencies, plan and coordinate recreational activities. Curt. staff at MLK Recreation Center is already stretched to maximum hours of programming and beyond. This is evident in a buildup of significant compensatory time for the MLK staff. In addition to expanding hours of operation in April 1995 (which were absorbed by professional staff scheduling), there has been a positive growth of programs at MLK. This directly relates to professional staff who not only are expected to develop, schedule and manage their programs, but they often serve as instructors, referees, and security on a regular basis. In addition, they are often • called on to handle situations outside the building, in the parking lots and park area at MLK that reduces their ability to do their job effectively inside the building, For discussion purposes, the staffing of Programs 2, 3 and 4 are based on the salary of a Recreation Specialist position A person at this level should possess the education, planning and coordinating skill, and the experience needed for social service work, However, two important observations need • to be made. While the year-round adult program (Program #3) indicates a 1/2 time position, it may • • be unrealistic to expect that we will be able to hire and tslain qualified staff. Should Program #3 be implemented by itself and should staffing prove difficult, it may be necessary to upgrade the salary or to hire a jttll-limn Recreation Specialist. This, of course, will not bean issue if a comprehensive { • r- o • Agenda No. Agenda Item Dais Page 6 Late Night Progrrrnming approach is adopted by Council and Programs 1,2,3, and 4 otre implemented simultaneously. In that case, the Recreation Specialist will manage all of these efforts. The implementation of Programs #2 and #4 might be accomplished with staff at a lower grade than a Recreation Specialist. Should Council opt to implement either of these program singly or in tandem, we will explore specific staffing options further. Security has also recently become a growing concern to patrons as well as staff at the center. Over the past several months, pwwpantss have attacked staff and other participants, destroyed public and personal property, and threatened staff with physical violence. The department has also received complaints from staff, citizens and participants regarding security at the center. Therefore, in ,;xpanding program hours, funds for off-duty police officers have been included in the recommendations. CONCLUSION - While with the City of Fort Worth, l was involved in the formulation and the implementation of an extensive We night program with objectives quite similar to those articulated in this report. Hundreds of other cities have adopted similar strategies to address youth crime, vocational training and the C delivery of social services. Based on my personal observations and knowledge, I believe these programs could be a proper role for local govemmaas. Although success may be difficult to measure in social services delivery, the Paris and Recreation staff and the other agencies who are cowmang with us believe that there is a need for us to expand our mission to include such services. However, I also can predict certain failure if we try to implement these programs without adequate staffing and security. These dements have been critical for the success of the programs in Fort Worth and other cities. If all four programs are implemented in January 1996, the total cost would be $72,001 (annualized • cost = $93,729). At this tines, staff is seeking the City Council's direction in this nutter. i . Y", F • A . ApMEs ~ Apwda Item 0a1e Page 7 .ate Night Programming TYPICAL MONTHLY SCHEDULE FOR TEEN (T) AND ADULT (A) PROGRAM SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY JAN - Center (A) 9p-Iam (A) 9p-1am (A) 9p-lam (C)Spm-12 MAY Closed monthly JUNE Center (A)9p-lam (A)9p-Iam (A)9p-lam (T)8pm-12 SEPT Closed (T) 7-10pm (T) 7-10pm (T) 7-10pm (T) 7-10pm (T) 7-10pm monthly TEEN PROGRAM - Year round monthly special events on Saturdays Spm-12 midnight. Summer, 5 days per week 7pm - IOpm ADULT PROGRAM -Year round, 3 days per week, 9 pm - I am Education component until 10pm, organized leagues until closing Table I C • Q • HANDOUT TO COUNCIL 8/22/95 PROPOSED FIRE DEPARibfENT STAFFING AND FUNDING Apenaa nom pale The following provides for the addition of twelve firefighter/EMS personnel and the reopening of fire station number l on a phased-in basis. Six firefighter/EMS personnel would be approved as of October I, :995 to increase staffing in existing stations. Six Arefighter/EMS personnel would be approved as of April I, 1996, along with the cecessary apparatus, to staff and reopen station number I. W Y"( 9o 2nd vur chat 1 bu_get dated 70196 a $s 6 frefigehtteer/ EGA personnel se. of 10/1/95.) Perponelf servioes $2178 ,,x¢ $ 217,824 V09rmp 12, 0 Training _0 Total X237,324 X217 824. 2. Reopen fire station Number 1 April 1, 1996 or as soon thereafter as possible. To accomplish this, hire 6 additional firefighter/ [MR personnel and lease required equipment. (Per scenario 2, page 9 and 10, proposed bud get dated 7/7/95.) Personal services $ 108,912 $ 217,824 Uniforms 12,000 0 Training 7,500 3 Apparatus (quint 8 squad lease/purchase) 53,500 107,00 Furniture ~50.Ob0 - 0 1 1 Total $ 231,912 X3241624 0 FUNDING FOR REOPENING STATION NUMBER 1: Use $231,912 of fire reserve fund balance of $243,000. (See section 8, page 12, proposed budget dated 7/7195.) Fire reserve fund as of 0 10/1/95 $ 193,000 Portion of proposed fund addition in 1995.1996 / budget - 39.912 Total $ 231,912 Now fire reserve fund balance :_11,OEQ • t~ a 1 i i I 1 • - l1 I I Lm EE I • o