HomeMy WebLinkAbout05-23-1989
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CITY OF DENTON CITY COUNCIL
May 23, 1989
Work Session of the City of Denton City Council on Tuesday. May
23, 19119, at 5:30 P.M. in the Civil Defense Room of City Hall,
215 E. McKinney, Denton, Texas at which the following items
will be considered:
5:30 p.m.
1. Receive a report regarding the telephone study from
Doug Arnold and Associates.
Receive a report regarding regulations governing the
2 consumption of alcoholic beverages in City parks.
3. Receive an update regarding the Domino Club.
q, Receive a report regarding the After School Action
Site Program.
5, Receive a report regarding a proposed transportation
study.
6. Receive a report regarding the proposed 9-1-1 budget.
7. Hold a discussion regarding auditors for the 1988-89
fiscal year.
8. Executive Session:
A. Legal Matters Under Sec. 2(e), Art. 6252-17
V.A.T.S.
B. Real Estat9 Under Sec. 2(f), Art. 6252-17
V.A.T.S.
C. Personnel/Board Appointments Under Sec. 2(g),
Art 6252-17 V.A.T.S.
1. Hold a discussion regarding ppointments to
various Boards and Commissions of the city
` of Denton.
1 2. Consider appointments to a joint
City-County-School Board Task Force on
economic development.
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of Denton City Council Agenda r
City
May 23, 1989
page 7
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3, Consider appoitltments to the Bicentennial
Count Task Force,
Census Complete
appointment to the Board f s of tthe he
DENCO Area 9-1-1 and
Beautification Task Force.
h C E R T I F I C A. T E '
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that the above notice of meeting was posted on the
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bulletin board at the City Nall of 19B9 CatY °fDenton, o clock
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CITY SECRETARY
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TELECOMMUNICATION FEASIBILITY REPORT
FOR
CITY OF DENTON
APRIL 74p 1939
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PREPARFL BYI DOUG ARNOLD i ASSOCIATES INC.
15330 L.H.J. PREENAYo SUITE 301
MESQUITEO TEXAN 73150
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TABLE OF CONTENTS
SECTION
1.0 Executive Summary
2.0 Review of Present Telephone System
2.1 Outline of Existing System
2.2 Problems with Existing System
3.0 Optimum System Design
3.1 Introduction
3.2 City Hall Complex
3.3 Service Center Complex
3.4 Power Plant Complex
3.5 other City facilities
3.6 Maintenance i Management of the Telephone Systems
4.0 4.1 Pu rchaselorsLeAvailable to the ase/Purchase Now CStatetofgthenArt
PBX System
4.2 Lease of CentraNet Service from GTE
4.3 Upgrade and Expand Existing System
4.4 Retain the Existing System and Postpone Any
Changes
5.0 Financial Comparison of Options
5.1 Present Communication costs
5.2 Costs Based on new PBX System
5.3 Costs Based on CentraNet Service from GTE
5.4 Upgrade and Expand Existing System
5.5 Make no Changes
6.0 Recommendations
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1.0 Executive Summary
Doug Arnold i Associates, ino. (DATA) was authorized by
the City of Denton to conduct a study of the
telecommunications systems currently serving the City of
Denton and to outline the options that are available for
improving service.
The present system, because of its age and overall
design, is no longer capable of providing an acceptable ,
level of service at a reasonable cost. Also since the
system is being leased from the serving telephone company
(GTE), it is subject to ever increasing tariff rates.
Furthermore the system, as installed, has reached its
capacity and the City is suffering from a shortage of
station lines, For the above reasons it is very appropriate
j at this time to consider replacing the present system.
We have met with various department heads to determine
their present and future telecommunication requirements. we
also have inventoried all telephone equipment currently in
use. The following report outlines our findings and the
options available to the City of Denton.
Our recommandt.tion, outlined in Section 7. is that the
_ City of Denton proceed in the solicitation of firm proposals
from qualified vendors based on the system design we have
outlined in this report. This basic design would be
expanded and definitizod an that the resultant Request For
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Proposal (RFP) will be the source of highly competitive
bids. The City of Denton will then be in a position to
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select t},e option that best meats its needs based on all
pertinent factors.
DAiA is ready to assist the City of Denton in preparing
the detailed RFP specification, evaluating proposals,
negotiating contracts and overseeing implementation of a new 1
system.
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2.0 Egl'iew of Present Telephone System
2.1 gAL„ial_of Existing System
The City of Denton is currently leasing a Rolm CBX from
General Telephone Company of the &outhwect (GTE). This
system was installed in 1979 and has not been modified to
` keep pace with the evolution of the Rolm CBX. Also the
f system has reached its capacity and cannot be enlarged
without a major equipment upgrade. The Rolm CBX is
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installed in the basement of the City Hall and all
facilities not in the City Hall campus are being served as
off Premise Extensions (OPX).
In an effort to provide additional flexibility a large
number of key systems are being based at the various
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' outlying facilities. These key systems are primarily leased
from GTE, however in the past several years, the City of
Denton has purchased several ko!- systems to provide improved
service in specific areas.
2.2 Problems with Existing System
The Rolm ChX was originally introduced around 1977.
Accordingly the system serving the City of'Denton, which was
installed in 19790 is one of the early models of this
system. Since that time Rolm Corporation has introduced
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many improvements. However the system serving the city of
Denton has not been upgraded.
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Also the system as installed had a maximum size that it
could reach without major additions. This limit was reached
several years ago and since that time additional City growth
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has been handled with key systems utilizing the same number
of basic station lines. This of course places an overload
on the system and causes a decrease in the level of service
provided to the City.
The telephone instruments are also showing evidence of
an increased failure rate duo to their age and heavy usage.
Ten years of service is approaching the normal lifo span of
a telephone instrument in this environment. Users are
experiencing difficulty in tranuforring calla, calls are
often cutoff, circuits are noisy and constituents are j
experiencing increased difficulty in reaching City employees i
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f With the current system long distance charges are not
j accurately billed to the parson and department oric nating
the call. This results in a proration of charges ')y
department not necessarily based on actual usage. Also
department heads do not have the necessary tools for
policing long distance usage w.tthin their departments. 1
" These are just a few of the problems that have been
experienced by the City of Denton employees.
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3.0 optimjim, System Deaign
3.1 Introduction
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Bared on the problems that are currently being J
experien:ed with the telephone system, the logical {
conolurion would be to replace the present system with a now
all digital PBX which can provide many new features while r
eliminating most, if not all, of the existing problems, in
addition it is quite possible that the change can be made
without incurring any additional expense. And finally, the
new system could be easily maintained by City personnel thus
decreasing the significant moves and changes charges impr..,ed
by GTE.
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The new system can also be equipped with many of the
new features that would benefit the City of Denton, it's
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features include such improvements as Automatic Call J
Distribution for Customer Service, Call Detail Analysis for j
itemization of long distance charges and allocation of these
charges to the proper department, Automatic Route Selection
for reduction of long distance charges through proper usage
of facilities and Voice Mail for elimination of telephone
tag.
The system as envisioned would consist of three main
PBX switches located at City Hall, Service Center, and the
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Power Plant. These switches to be interconnected with high
speed digital carriers (T1) utilizing microwave or fiber
optic links ( See Figure I on Pagel).
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1. City Hall
2. Service Center
Power Plant
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3.2 city Hall Complex
The main PBX would be located in the City Hall.
I' All trunks from the GTE central office would be terminated
in this switch. The following locations would be connected
to this switch (See Figure 2 on Page 9):
Police Building
Fire Station 11
Data Processing/[personnel
t Service Center
Library
` Senior Citizen
Municipal Pool
with only minor exceptions all stations would be
j connected to the PBX on a digital basis utilizing digital
telephones. By making the system all digital, data
terminals and/or Personal Computers could be connected to
any telephone outlet without changing equipment in the PBX.
in addition, a separate pair of wires serving the telephone
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would be connected to a second jack for the possible use of
a separate data LAN Local Area Network) system. This
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4 wiring scheme would give the City great flexibility, both
now and in the future, for tranai,ission of various forms of
I voice and data.
The locations shown above would be connected to the
City Hall via buried cable. Because of the short distances
h involved these other locations would have available all of
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1. City Nall
Civic Center
3. Public Library
I 4. Senior Citizen
S. Police Department
6. Fire Department
7. Data Processing/Personnel
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/ the features available to those loca,ed in the City Hall
Building.
Since Police, Fire and other critical cervices would'be
on this switch, great pains would be taken to assure loot
reliability of this system. The switch itself would have
redundant CPU's (Central Processing Units). Thus if the
main computer in the switch would fail, the second would
J take over with no loss of service. The system itself would
be served by batteries which would eliminate any short term
power outages or spikes in the incoming power. The
rectifiers serving these batteries would also be redundant.
Finally the normal AC power would be backed up with ar
emergency engine generator in case of an extended power
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outage (over 8 hours).
Automatic Call Distribution (ACD) would be provided to
Customer Service. This will include a recorded message if
all lines are busy and will initiate music while the
caller's waiting for the next available agent. A
supervisory position will be available to monitor the
functioning of the various customer service representatives.
All long distance calls can be handled by merely
dialing a single digit access code and then the long
distance number. The system will automatically route the
call to a metro line if it is in the DFw area or over one or
more long distance carriers if the destination is elsewhere.
At the same time detailed information on the call will be
collected by the switch. This detailed information will be
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summarized on a monthly basis to the department that
originated the call. Thus each department will be charged
for only these calls originating in that department.
Voice !Sail is another feoture that has many possible
usages. In a city government it is primarily used as an
administrative tool to disseminate information to department
heads, council members or other key officials. It also has
other more specific uses in such areas as law enforcement,
personnel and even library service.
3.3 Service Center Complex
The Service Center Complex is the second largest group
of telephone stations. It also will be served by a smaller
f ~ version of the same type of switch used at the City Hall.
The manufacturer will, of course, not be known until after
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bids have been solicited frov, qualified :dndors.
This switch will basically serve those activities
located within the perimeter of the Service Center Complex.
The stations will be equipped in the same manner as the City
Hall complex and the same features will be available to
these users.
It is the intention to have all inter-building cabling
buried to reduce risk of damage.
3.4 Power Plant
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The Power Plant and the Water Treatment facility
collectively will be served by a third PBX. This switch
will be similar in size and configuration as the one serving
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the Service Center. All facilities within the Power Plant
complex will bo served by this switch.
3.5 other City Facilities
The other city owned facilities such as the Recreation
Centers, Sewage Treatment Plant, Animal Control Center,
other Fire Stations, etc. will be served as Off Premise ,
Extensions (OPX) from one of the three switches. The City
currently has some City owned cable serving some of these
facilities. If pairs are available these cables will be I
used first for the OPX requirements, otherwise pairs will be ,
leased from GTE.
Where there is a requirement for a number of
instruments at any of these locations, the City would
purchase state-of-the-art key systems. The City currently
owns some of these key systems. Since they are located at
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the Service Center and the Power Plant facilities they will
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become spare and can be reused at some of the other
locations requiring key systems.
3.6 Maintenance i Hanaaement of the Tglephone Systems
With a new system, the user has the ability to greatly
decrease maintenance costs by performing most moves and
changes with City personnel. Also, since all telephones as
well as line cards are plug-in units, it is quite simple to
replace a detective unit with a spare and return the
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detective part to the vendor for repair. In addition, with
a Facilities Management software program, it is possible to
keep an accurate inventory of the entire system on a
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personal computer. Each department can be advised of all
costs they incur which would simplify budgeting procedures.
With Call Detail Recording equipment, it is possible to give
each department a breakdown of long distance calls by
individual.
To accomplish all of the above will require a {
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significant amount of time for a City employee. we would
f recommend that a person be selected and trained to handle
the above items.
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4.0 Teleohon Options Available to the City of Denton
The City of Denton has actually several options
regarding its telecommunication system, they are;
1) Replace existing System with City owned state-
of-the-art PBX System.
2) Replace existing system with a leased
CentraNet service from GTE.
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3) Upgrade present system to increase its
capacity.
4) Retain present system as it currently exists.
Following is a description of each option along with
advantages and disadvantages of each.
I~ 4.1 Purchase or Lease/Purchase New State-of-the-Art
I PBX System
This option related to the system design as outlined in
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Section 7. The system would consist of 3 switches. The
City would not only own those systems but also all of the
telephone instruments and key systems at the outlying
locations.
The system would be designed to increase the number of
stations so that, for all practical purposes, each station
could have its own separate line. All now, modern digital
instruments would be provided. Some sets would be equipped
with digital readout to identify incoming calls. others
would have built-in speakerphones and/or multi-buttons for
single button access to features or stations.
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The System would also be sized to accommodate a
• significant increase in stations before reaching capacity.
All now wiring would be used within the buildings to
help insure trouble free operation.
City owned personnel could be trained to make all moves
and changes thus greatly reducing the dependency on the
vendor and thus improving the scheduling.
As outlined in Section 3, redundancy in computers and
rectifiers, battery backup, and standby engine-generator ;
would for all practical purposes remove any power problems.
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4.2 Ids.3
E Centranet is a relatively recent service offering from ,
GTE. Basically it is an upgraded version of Centrex service
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that has been available for years. With this service each
station line is wired directly to the GTE central office and
the switching system itself is located in the central
office.
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The basic difference between Centranet and Centrex is
that the former is designed to give many of the modern 1
digital features offered by on-premise PBX systems.
With Centranet the city would be required to buy all of
the telephone instruments and then lease the station lines
j and features from GTE. Thus while having a significant
outlay of money for instruments, they would still not own
the system.
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An advantage of this service ie thst it basically
eliminates the requirement for oPX (Off Premise Extension)
line charges. Each station line, while carrying a mileage
charge, would be less than the oPX charge. Offsetting this
advantage somewhat is that the city owns some cable serving
these facilities which could be used in lieu of GTE cable
pairs. This of course could only be used if the City owned
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the PBX systems.
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Another disadvantage of Centranet is that a good many
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of the features that make it comparable to an on-site PBX,
have not yet been released,
1.3 Upgrade and Expand xistina su m
It is also possible to request that GTE expand the
existing system in order to make more station lines
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and addi0 on of equipment. With this accomplished the City
would still have to contend with an outdated system and with
telephone instruments that are at about the end of their
useful life. While this could be tolerated as a temporary
fix for a short period of time it would do little to
alleviate many of the problems that exist today. Also, when
the system is eventually replaced, the money spent in
C upgrading the system now would be lost. Finally the present
system is being leased under tariff rates that can and do
increase on a regular basis.
4.4 Aa_tain the Existing svstem and Post~ona Anv
Changes
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The biggest problem with this option is that the City
has all the available station lines in service and growth is
impossible. service will continue to deteriorate and city
residents as well as City employees will continue to express
dissatisfaction with the service.
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5.0 Einancial_Comparison of Available Ontions
5.1 Present Coidmunication rostj
The City of Denton is currently spending over $16,000 1
per month for telecommunication services. This includes not
only the costs for the basic PBX services but also such
ancillary services as private lines, off-premise extenz.wjs
(OPX) and trunk charges. Since all of these charges are
tariff regulated, they will continue to increase as the
Public Utility Commission (PUC
) grants rote increases. Some
j of these charges, such as trunk lines, directory listings
and some private lines will continue to be required even if ,
a new system is purchased. others, such as off-premise
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? extension (OPX) mileage charges, will be reduced with the j
installation of the three switch network.
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Long distance charges can probably be reduced somewhat
t through better utilization of metro lines and the possible
addition of a Texas long distance carrier. The Least Cost
Routing feature of a new switch will guarantee a more
effective use of long distance facilities.
5.2 Stt s Based on a New PBX_Svstem
In order to make a realistic comparison of costs 1
associated with a new system versus present charges we
j requested budgetary pricing on a new system as we?.1 es a
seven year lease/purchase cost factor to determine monthly
payments. We used the system design as shown in Section 3.
This called for a total of 450 stations and 450 telephones.
{ It compares with about 300 stations and 400 telephones in
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use at the present time. The increase is due to the serious
shortage of station lines that exists today.
Based on the above configuration the new system monthly
charge, using a seven year lease purchase rate, would be
roughly equivalent to current charges. This is bused on a
worst case projection and includes all of the new features
as outlined in section 3.
In addition there would be significant savings if the
city elects to perform its own maintenance as well as
addition, moves and changes.
5.3 Costa Based on entraNet Sarvica tram •TL f
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We were unable to obtain figures on CentraNet service
in time for this report. This was primarily due to the fact
that all CentraNet services larger than 100 lines require a
special tArlff filing with the PUC. Should the City decide
to proc*64 with the solicitation of bids for a new system,
we will xegt!ast that GTE develop cpst figures for
comparison.
5.4 Uoarade and .xaand Existing ay ax
To upgrade the system in order to provide more station
lines and better service would require the addition of
cabinets and equipment. It is estimated that costs could
run at least $50,000, would not clear many of the present
problems and could only be looked at as a stop-gap measure.
5.5 Maka no Changes
While this approach is possible it is not practical. ~I
At a minimum it would require the purchase of additional key
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equipment as well as the lease of a number of direct
business lines to specific phones and departments in order
to handle critical needs.
6,0 Recommendations
it is DA W s recommendation that the existing telephone
system be replace with a new system that will handle the
City of Denton0s telephone and data needs for at least the
next 10 years. It is further recommended that DA6A be
E authorized to prepare a Request for Proposal (RFP) and
I~ solicit bids from qualified vendors. All options would be
i closely considered and a technical and financial comparison
f will be made on all bids received.
Based on the results, DA&A would recommend the system
j that best meets the requirements of the City of Denton.
{ Provided with these facts the City of Denton would then be
prepared to make the necessary decision on how best to
proceed.
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CITY of DEN ON, TEXAS Civic Center/ 321 E. MCKinney/ Denton, TX 7e2o t
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TO: Debra brayovitch, City Attornrv
FROM: Steve Brinkman, Director of Parks and Recreation
i DATE: May 17, 1989
SUBJECT: Restriction of Alcohol In Park Areas
f f,
I The Park Board at their May 15, 1989 meeting toted to restrict alcohol from
f all neighborhood parks. At, this time, that would Include the following areas:
Avondale Park
M ! Bowling Green Park t
I Brlercliff Park
Fred Moore Park
Joe Skiles Park
( Martin Luther King, Jr, Park
McKenna Park
Milam Park
? Bette Schultz Park
Phoenix Park
Teasley Lane Park
They would also like f,o control alcohol at. commimlt
areas that are strictly fn; f park areas where we have
I youth sports. At this time, that would include
I I the following areas:
Evers Park (north of Windsor Drive oniy)
Denia Oark
Thank you for your assistance with this matter, and l would be happy to
discams this at your coil% nIence, Lloyd has asked me to make a report to
Council at their meeting next Tuesday and give them a status re
are trying to do, putt of what we
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Steve Brinkman ~tK`r ~s~s
ADM01003 CITY
OF DENTON '
• ~tt~a~cl ~~8kd?~~T,;1 f s
DsntonParks anditersaNon / Denton, Toxas 19r7)0ee•6470
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Survey of ordinances Regulating
the tlsscontainerslin park AreasooftSelected Of Glass
Rettoples Cities
use of Glass containers use of Ainoparks Beverages
Cit in Parks
restrictions No alcoholic beverages in
1. Arlington No parks - two parks do allow
alcohol
No restrictions No alcoholic beverages in
2. Carrollton parks
alcoholic beverages
2, Dallas a No restrictions within ZS test of any
structure
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L. Desoto No ordinance restrictions, in alcoholic beverages
signed for no glass parks
containers in parks
No glass containers in No alcoholic beverages
S. Duncanville parks in packs
No restrictions No alcoholic. beverages in
parmers Branch parks
No restrictions, No alcoholic beverages
7, port worth concessir,' +greemant at athletic fields or
requites l:+ms be posted park .rasa
dispensed in paper
containers
No glass containers in No alcoholic beverages
0. Garland parks in packs
If - No restrictions No alcoholic beverages in
9, Grand Prairie parks
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No restrictions No restrictions
10, Hurst
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park areas for
osing ban a The city of Dallas rr esowherealargeonumbersoof!people gathereforpapecial
parks that have events and performances,
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use of Glass containers use of Alcoholic Beverages
city in Parks in Parka
11. Irving No restrictions ao alcoholic wbeveragesciin erty
sponsored athletic league
event is occuring (applies
only while event is in
progress)
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12. Lewisville No glass containers at beverages
or
in parka
witHin 15 feet of a
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13. Mesquite No restrictions No alcoholic beverages to
parks between lopm and
Sam, no alcoholic
beverages upon or adjacent
to athletic fields at
which league games are
played
11. Plano No restrictions No alcoholic beverages in
i parks
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No restrictions so alcoholic -beverages in
1S. Richardson park:
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1166 DENTON CODE 1 161
using natural or artificial baits. All nets and seines are
prohibited.
(1959 Code, Art. 12.06; Ord. No. 77.50, 1 1, 9.20.77; Ord. No.
83.31, 11 It, V. V1, 3.15.83)
Now-See the editor's note if 1 1&9.
See. M. Conpumption of alcoholic beverages prohibited J
in parking areas. 1
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Within the limits of any public park witWn the city, It shall be
unlawful for any person to consume any alcoholic beverage in a
puking lot or area when such parking lot or area to adjacent to a
recreation cantor or facility. "Recreation center" or "hcility, " as
used herein, shall mean a public building, structure or improved
area used for any type of recreational activity, and shall include,
but not be limited to, swimming pools, beskotball courts and
tennis centers. (Ord. No. 7&73,1 1, 12.6.78; Ord. No. 79.26, 11,
3.20.79; Ord. No. 8331, 11 0, VII, 34683)
Now-See the editor's nou to 1 16-2.
Crow refernwe-Akoholie bewnpe, Ch. 34.
Bea. M& City park closed during certain hours.
The city parks shall be closed to the public between the hours
of 10:00 p.m. and 6:00 a.m. on the following day, and it shall be
unlawful for any person to enter or be found in city parks be-
tween such hours, except for events approved or scheduled by the
parka and recreation department or city council. (1969 Code, Art,
12.08; Ord. No. 83.31, 1 1X, 3.1843)
94Mr's meta-Former 1 166, prohibiting disorderly conduct In Paris and
plsygrouede, and derived item 1961 Code, AA. 12.07, +w deleted by Ord, No.
nil, l Viri, enwW Harsh 15. Section IX of Ord. No. Wt renumbered
farmer 1 I6.9 w 11164 and amandad said provulow w read w nt out above.
sec. 1". Penalty. ~
The violation of any provision of this chapter shall be doomed
an offense sad be punishable by a fine not to exceed two hundred
dollars (8200.00) and each violation thereof shall be and is hereby
doomed to be a dbttnct and separate offense and punishable sa
such. (Ord. No. 7760, 11. 9.24.77; Ord, No. 83.31, in X, 34M)
4 [The asst pap is 6091
Sapp. No. 10 a9t
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CtrY of DENTON, TEXAS Civic Center/ 321 E. McKinney/ Denton, Tx 18201
M E M 0 R A H D U M
Tor Betty McKean, Executive Director for Municipal Services
and Economic Development
f PROM: Steve Brinkman, Director of Parke and Recreation
DATE: May 19, 1989
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SUBJECT: Domino Club
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Debra Drayovitch and I met with Lee Holland rnd other representatives from the
Domino Club on May 18, 1989. They indicated at that meeting that they had a
{ concern about the City sub-leasing to them as individuals primarily because of
the liability concerns, They asked us to consider treating them like any
t other co-sponsored group and allow them to use the facility under our
j co-eponsorehip agreement.
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1 We have developed an option for supporting the group. It is based on
volunteer supervision of the new facility, and Debra has indicated a concern
about volunteer supervision as it might affect our liability, it also asks
the group to put their funds in a city rotary fund that would be jointly
controlled by the city and the club during the rental period, This would, in
effect, act as a deposit to cover any unforeseen cost that may come up. I
have forwarded a copy of the option to the City Manager and City Attorney for
J { their comments.
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9 Steve Brinkman
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OPTIONS FOR DOMINO CLUB
OPTION: Treat the Domino Club as a co-sponsored group and provide them space
at the Mack Place for their operation under the following conditions.
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1) Supervision: with the concurrence of the City Attorney and Risk
Manager, the Parke and Recreation Department could recommend the
following regarding the supervision of the facility6
a) The final authority on the operation of the building will be the
supervisor of the Denton Senior Center (Diana Perez). Any problems
or concerns will be forwarded immediately to Diana at 566-8280&
b) Diana or a staff member will inspect the facility daily to .a
determine if the facility is abiding by all rules and regulations.
C) The facility will be opened, closed, aid supervised by volunteer
building attendants. A volunteer building attendant must be
present during hours of operation. 1.,hese attendants will be
required to attend a volunteer orientatio,i which will present an f
overview of the department, They will also be trained in the area 1
of customer service, specifically addressing telephone skills and
addressing customers' needs, volunteer building attendants will
also require CPR certification and Basic First Aid skills. This
training will be provided by the deptrtment, volunteer building
` attendants will report directly to Richard Brewster and be y
scheduled at all hours that the building is open. {
d) The club directors will serve as the liaison between t.ie Domino
Club and the Denton Parke and Recreation Department. It will be
the responsibility of the directors to encourage observation of
facility rules and regulations by participants. The directors will
( also turn in a monthly report to the Adult Program Specialist
reflecting attendance figures and any other special activities that
occurred '.Oithin the past month.
e) A first aid kit will be provided by the Parks and Recreation
Department and kept stocked by Richard Brewster. Emergency
- telephone numbers will be posted by the phone. In case of
emergency, the directors or the volunteer building attendant will
call the police or fire department and them call the Senior Center
Supervisor to notify her of the situation. An accident or incident
report must be filled o,lt by the individual handling the emergency
within 24 hours. This report is then turned in to the Center
f supervisor.
f) If the facility is not opened by the volunteer building attendant,
it iz the responsibility of the president or another club officer
to notify Richard Brewster so that he can oven the building and
investigate the problem. At that time another building attendant
will be assigned.
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g) A file will be kept on each Domino club participant which will
include emergency contacts, doctor's name, choice of hospital,
medication being taken, and any rther pertinent information.
21 Operation: The operation of the facility will be guided by our
co-sponsorship agreement, and all decisions on days, hours, rules and
regulations, and other guidelines will be the responsibility of the
Parks and Recreation Department with Input and recommendations from the
club. The operation will abide by all City ordinances, laws, and
policies regarding the operation of a city facility,
3) Pinancial Responsibility: This group will be responsible for paying for
1 the following items:
1) Insurance on the contents of the building.
2) Telephone service.
3) Custodial service,
4) Renovation costs,
3) Other general costs associated with the operation of the club,
The Club agrees to deposit their funds in a Domino club fund controlled
by the City and the Club to cover those and other operating costs that
may arise. The club will also be permitted to maintain an independent
account to pay for the costs that are listed above, and a copy of their
statement should be sent to the Department on a monthly basis.
Transfers betveen the fund and the account would need to be agreed upon
by both parties,
4) Maintenance: The Club will be responsible for the daily custodial
cleaning necessary to provide a gV&lity environment for the public. The
City will assume other repair and maintenance costa at the same level
provided in previous years at the Rayzor Building,
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CITY COUNCIL REPORT FORMAT
'COL Major and Membere of the City Council t t
FROM. Lloyd Harrell, City Manager
SUBJECT: Telephone Study
RRCOMMENDATION: Receive report from Doug Arnold and Associates on
Telephone needs study.
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SUMKARY: To be presented in work session.
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study and tariff audit is being m1bmitted.
Phase I of the telephone Report has been Prepared by ~I
I The T+019=1danication Feasibility Repo
Doug Arnold and Associates, ;W.
eeeaL'QDRPARTMEM OR GROUPS A PEC EDt All Departments within City
1
Organization.
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FI5CA4 IT $40000 that is a portion of the funds recovered from GTE by
the Tariff Audit.
Rasp ully gµ
Lloy Harrell
Prepared by., City Manager
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Gar Collins
Director f Data Processing
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THE STATE OF TEXAS 9 AGREEMENT BETWEEN THE
CITY OF DENTON AND
COUNTY OF DENTON 9 -
This Agreement is entered into this day of
, 198 , between the City of enton Texas, a I
Minn ciol corporation, herein referred her a refeity," and
. ein red to as
Organ zat on, to prow a or the s i red use of facilities on
the terms and conditions herein stated:
4ITNESSETH:
WHEREAS, the City and the Organization are mutually
interested in an adequate program of leisure-related activities
which can best serve the citizens of Denton most effectively and
economically; and
WHEREAS, the Organization has submitted a request for
sponsorship by the City's Parks and Recreation Department and
the Department has determined that it shall assist the.
Organization;
NOW, THEREFORE, in consideration of these premises, said
City and said Organization do now agree to cooperate with each
i other in carrying out the above purposes,. and to that end to
agree as follows:
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1. The organization shall have specific written operatin
} policies and/or a written set of organizational bylaws. All
operating policies and bylaws shall be approved by the Parks and I;
Recreation Department.
2. A Department staff member shall serve as an advisor to
the organization.
3. The organization shall be capable of functioning with
minimal supervision and assistance from the Parks and Recreation
Department.
4. The organization shall comply with all Department
policiees as well as all policies and ordinances established by
4 the City of Denton.
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5. The Department may set requirements for maximum and
minimum membership size of the organization.
6. The organization must serve primarily residents of the
City of Denton or the Denton Independent School District.
Non-residents may be permitted under the following conditions.
(1) facility space is available to accommodate them and (2)
their participation will not exclude Denton residents due to
membership size limits.
7. City's Parks and Recreation Department will provide or
assist in obtaining facilities for the organization's meetings,
practices, and other related functions. These facilities will
be provided on a space available basis according to programming {
priorities established by the Department. City does not
guarantee that the same facilities and the same days/times will
always be available; special activity groups will generally not
be scheduled in prime facilities during prime time when usage
will conflict with mass participation activities.
8. The organization will keep the Department representative {
aware of any scheduled meeting changes.
9. The organization shall comply with all applicable
building usage regulations.
10. The Department will provide certain equipment and,
accommodations for the group's use such as tables, chairs,
restrooms, projectors, etc., when needed and available.
11. The organization will provide all of the expendable
supplies and equipment used by the organization.
12. The organization will be held responsible for its own
financial matters.
13. The Department may provide national affiliation for the
1 club upon its discretion.
14. The Department may a: times purchase larger equipment
and/or supplies for the organization to use. This material must
be requested and will remain the Department's property.
-1 15. The Parka and Recreation Department will assist the
organization in publicizing its programs and will include
information about the organization in the Department's brochure.
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16. The Department will permit its phone number to be used
as a contact point for obtaining information about the
organization.
17. The organization must include the DPARD logo on any 1
flyers, newsletters, etc., distributed by the organization. 1
18. The organization must obtain Departmental approval for
all publicity materials including news releases, posters,
flyers, brochures, etc., in advance of their release.
19. The Department will provide some of the services for
newsletters and flyers. The amount of publicity tasks will be
decided by the organization, Department representative, and
- -1 publicity specialist.
20. The organization will confirm other sponsors for events
with the Department before planning an activity.
21. Discontinuation of Parks and Recreation Department
sponsorship of a special activity organization may occur for any
of the following reasons:
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j A. Upon determination by the Department that it is no
longer in the best interest of the Department to continue
sponsorship;
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B. Upon determination by the Department that insufficient
community interest exists to continue the program;
C. Upon determination by the Department that the goals of
the organization have become incompatible with the
Department;
D. Upon failure of the organization to comply with the
provisions of this policy; or
E. Upon written notice from the organization, signed by
two-thirds of its active members, of its intent to
disassociate itself from the Department.
22. If the Parks and Recreation Department discontinues
sponsorship of an organization, for whatever reason, all privi-
leges of Department sponsorship granted to the organization
shall cease. This shall include use of City facilities and
equipment. Furthermore, all organization memberships and sup-
plies purchased by the Department shall remain with the Depart-
ment and will be utilized to benefit other Department programs.
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23. The organization will reimburse the City for any
property damages arising out of the joint use of facilities
provided for in this agreement.
24. It is agreed that the terms of this agreement may be
amended upon mutual consent of the City and the Organization.
Executed this the day of 198
CITY OF OENTON9 TEXAS ORGANIZATION
BY:_ BY:
ATTEST: ATTEST:
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CITY of DENTON, TEXAS Civic Center/ 321 E. McKinney/ Denton, TX 7620 t
M. E M O R A N D U M
T0: Betty McKean, Executive Director for municipal services
and Economic Development
FROM. Steve Brinkman, Director of Parka and Recreation
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DATE: May 10, 1989
SUBJECT: After School Action Sites
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The YMCA has asked if we would like to turn the operation of the after school
program over to them to operate. We feet that at this time it is being run ,
both efficiently and effectively by our staff and can see no benefit in
turning this operation over to them. There are numerous reasons why we feel
the City is tho optimum manager for this program and these follow:
1) Cost of the Program - At this time, the after school program is
completely sett-co porting. The Denton independent school District
provides the facility at no coat, and the monthly fee we charge
covers all staff, supply, and equipment coats. We have one
full-time staff member who coordinates this program, and her salary
Is completely paid for out of these fees. She is certified by the
State Department of Human Services to oversee and manage the nine
sites that are in operation.
2) Why do we run this program? - After a Human Needs Study in 1983
indicated that the number two issue in Denton was a concern about
the availability of after school care, and after some concern about
latchkey problems was brought to us by DISD, we started a pilot
program to try to address the problem, first at one school site and
then at three. Since it proved to be popular, we expanded to all
k elementary schools in the fall of 1984. At the time we started
this, their was no one else providing after school care except day
1 care/nursery schools, and they all had long :,siting lists for after
school care. There were also concerns from parents about not
wanting to have their children transported from their school to
another site for after uchool care. At about this same time, DISD
constructed the activity rooms onto their elementary schools, and
they became available for after school use, our joint use
C agreement with DISD allows us to use these facilities at no charge.
• ~~Yrrlinfr«~ ~°olr~~~lt~rla-l r:~llaatll ~~G~t-~te2
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Denton Parka and Recreation / Denton, Texas / (817)666-8270
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3) Mission - Because this activity is recreational and is offered to
the community as a whole, we feel that this activity meets our role
of providing leisure services in the community. AJI
4) Children's Program Area - our children's Program specialist is a
position that is responsible for a wide range of children's IIII
programs and activities. The position, as mentioned, generates its
salary from the fees and charges of a variety of programs. This
position also coordinates all of our summer day camps and an
assortment of special events. If the after school program were
given up, this person would not have enough revenue generated by
the other programs, and we would lose a coordinator for our other
children's activities and camps. This would then increase the cost
of the other activities or make them cost prohibitive.
5) DISD/City Cooperation - The after school program is an excellent
example of two public agencies working together to provide a
critically needed program at a reasonable cost to the community.
We are able to get the facilities at no cost because of the joint
use agreement between the City and the School District. We also
provide DISD with city facilities at no charge, If another entity J
1 took over this role, the School District might have to charge a
rental fee, thereby increasing the cost of the program.
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6) State Licensing - The Children's Program Specialist has to be able
to be licensed by the State Department of Human Services. They
also have to make sure all of our sites meet the State guidelines
I and limitations, Another coordinating agency would be hard pressed
to keep up with these guidelines. We have numerous years of
experience working with the State of Texas in this area.
7) Evaluation - All of our past evaluations hLre indicated that the
parents of the participants felt that the City was doing an
excellent job running this program. Since it took a year or two to
work nut all the bugs in the program, we feel that a transfer to
another agency would create start-up problems that we will not have.
8) Resources - Because this is a City program, we do allow these
participants to use numerous City recreational facilities at no
charge. After school participants also use gymnasiums and athletic
fields for tournaments, etc„ at no charge. The YMCA does not have
our span of facilities and would be hard pressed to offer these
activities without a charge for their use. The city also has
numerous vans for transportation so these kids can take field trips
and attend special events.
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j 9) Cost ComQarison - We have a $50 monthly charge for our program, and
it it is offered at nine locations. In comparing our program cost to
other YMCA managed programs in the metroplex, we como out much less
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expensive, We feel that there would be a large number of people
who could not afford these increased rates.
Dallas YMCA $106.00 per month Jli
Dallas YMCA (scholarship) $ 60.00 per month
Richardson YMCA $112,00 per month
Fort Worth YMCA $100.00 per month
City of Denton/DISD $ 50.00 per month
City of Denton/DISD
(scholarship) $ 30.00 per month.
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10) Registration - We schedule our registration In the spring of each
year which allows a person to sign up for the program approximately
four months before it starts. They then have a commitment from the
City which guarantees their child a spot in the program for the
entire school year. An unlimited number of children on the free
school lunch program are elig'.'+le to sign up at this time at the
normal fee. Even after the normal registration, we reserve five
additional spots at each locaticri for children on the free lunch
program. These spots are t')n held open for one more week, and
j anyone who qualifies for the free lunch program is eligible to
register up until that later date, again at the normal fee. We do
allow individuals on the free lunch program to sign up at the
normal registration, and we hold these additional five spots to
assure that anyone on the program who misses the registration has
an additional week to sign up. This is an availability a$aurance
issue.
)
11) Scholarships - The department is very open to the needs of those
who are economically disadvantaged. There are people who receive
reduced scholarships (S20 per month off) once the minimum
enrollment of 270 students has been met. This number is the
minimum we need to generate our budget and has never been a problem
- because we usually exceed this minimum and have waiting lists at
numerous sites. After the initial registration, we fill
scholarship requests as they are needed and as they are available.
we are only limited by the number of spots the state allows per
site. If a site fills up during registration, we hold it open an
extra week for free school lunch participants. We then fill the
slots from a waiting list. if there are slots still open after the
waiting lists have been exhausted, we can award scholarships after
our minimum is achieved. The Dallas YMCA has a $60 per month
charge for scholarship students which is still higher than our
normal rate to the public and $30 more than our scholarship rate,
one option which we will present at budget time will be a
f scholarship fund that would allow numerous scholarships to be
awarded before the registration process takes place, This
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would make it easier for those individuals with special economic
needs, it would also make it possible
where the participant would pay no fee at all.
The Park Board at its meeting of April 11, 1989, recommended that the
department continue to manage this program in cooperation with DISD. Attached
are minutes from that meeting and a report on the program.
Steve Brinkman
Attachment
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AD800094
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AFTER SCHOOL ACTION SITE PROGRAM
REDUCED AND FREE LUNCH PROGRAM PARTICIPANTS
1988-89
Rediced Pree Lunch
Borman Elementary School 0 0
Evers Elementary School 3 0
Ginninp Elementary school 0 1
Hodge Elementary Scho,)l 3 0
:4ouston Elementary School 0 0
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Lee Elementary School 1 0
j McNair Elementary School 0 2
j Rayzor Elementary School 0 1
Nilson Elemenk.r.ry School 0 1
TOTAL 7 5
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$cVeoi%32} E. McKlrtney1 Denton, TX 162f1I
CITY of DENTON, TEXAS Civic Conte j
CITY OF DENTON
PARKS AND RECREATION BOARD MEETING
MONDAY, APRIL 17, 1989 J
' .a
~ 5:36 P.M. SENIOR CENTER
Carl Anderson, Chairman
MEMBERS PRESENT: Dalton Gregoryr Vice Chairman
Catherine Bell
Rita Pilkey
F,oy Appleton III
Bob Gorton, Ex Officio Member j
Steve Brinkman, Director of Parka and Recreation
STAFF PRESENT: Joy Beach, Senior Secretary
j I, MEETING CALLED TJ ORDEA ~
was r.alled to order by Carl Anderson, Chairman.
The meettzg
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II. APPROVAL MIN'~TES FROM LAST MEETING
Dalton Gregory, second of ,its Pilkey, the minutes of the
An a motion by were approvedb
meeting of March 20, 1989,
ITI. OLD BUSINESS
Southview: Bass
e of the
Carl reported that Ack Bascom, a representativ ed
Brothers, had declined to meet with theDepartmen wcompletesits
for another meeting after the Planning ark site,
review of the proposed donation of land for a school/p
2, Adult Sports:
Carl said that because of some concerns by softball participants,
the department is trying to decide the best courae of action: (a the form an adult sports aesoctatLement,(bHelsaid thataDaveiaLewis an
on o
the sports league with the depa
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'A#011at', oldt et»see.8970 '
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Denton Parks rid Recrestl0n n, Texsa
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Parka and Recreation Board Meeting
April 17, 1989
Page - 2
interested participant, had met with Betty McKean and Steve
Brinkman to discuss the potential of an association taking over the
management of the leagues, possibly in the fall. Ln response to a
question about the department's role if an association is
instituted, Steve said the department would provide oversight,
ongoing training, collection of any fees, etc.
Steve said that Bob Tickner is arranging a meeting with the sports
associations regarding field maintenance to help make
recommendations about budget requests.
3. 12 Recreation Centers /
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Steve gave an update about locations for the next recreation center
In northeast Denton. He said soil tests will be performed on four
locations in the Kings Row-Loop 288 area on properties owned by
virgil strange and J. D. Brown. Eventually, a neighborhood meeting
will be scheduled to get input about the new center from the area
residents.
4. Senior Center Expansion:
The pre-bid meeting was held on April 120 1989, with the bids due
back in two weeks, Be said the Purchasing Department will go to w
j Council with the lowest and beat bid with construction etarting,
hopefully, in may.
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5. Domino Club:
Steve said the First state Bank had offered a reduced rental rate
to the club for space in Mack Place on East McKinney. The rent for
the new building will be $500 per month for a total of $6,000 for a +
year plus $4,200 for utilities. We spent approximately $8,400
during the last 12 months at the Rayzor Building for both the
Domino Club and the Food Bank so our cost would Increase by i
approximately $1,800 per year to pay for this rental. The Club has
indicated that they can handle the custodial costs and insurance on
the contents of the building, and the bank has agreed to provide
coverage for the whole structure. The City would try to negotiate
a long-term lease, and at the end of the lease, a review would be
made of the situation at that time. The county has also committed
to picking up the utility cost for the Food Bank at their new
location.
Dalton said he had noticed a sign at the Domino Club that the Club
was open to members only, He felt that if the City is financing
the ClIib, it should be open to all, Steve said the Club would be
open to all.
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Parke and Recreation Board Meeting
April 17, 1989
Page - 3
Dalton moved that the Board recommend that the City enter into an
agreement for a one year lease. At the end of that time, the Club
will be offered space in the Senior Center. Roy seconded the
motion. The motion passed unanimously.
IV. NEW BUSINESS
1. After School Actic-, Sire:
Steve said the YMCA had offered to take over the program. He
distributed a memo that he had written to Betty McKean explaining
the reasons why the program should remain with the Parks and
Recreation Department.
After discussion, Dalton moved that the Board recommend that the
program remain with the Parks and Recreation Department. Roy
seconded the motion, and the motion was passed unanimously.
20 Library Issue:
This item was tabled until the next meeting.
3. Deposit Issue:
Steve said there had been a recommendation by the Martin Luther
King, Jr. Center Advisory Board that the $100-$200 building deposit
be retained for building rentals but that non-profit groups not be
charged the deposit. Steve explained' about the Pacility
Checklist. He said there had been concerns about the wording of
this checklist which made it appear as if the renter needed to
clean the restrooms, mop the floor, and empty trash. This
checklist has now been modified to better reflect the renter's
responsibilities and will now be used as a part of the rental
packet. Steve Johnson, the center supervisor, will make sure each
renter understands their responsibilities when they schedule their
rental.
Rita moved that the Board concur with the recommendation of the
Martin Luther King, Jr. Center Advisory Board th5t the deposits of
$100 or $200 should be retained except for non-profit groups and
than the fee should be waived. The motion died due to the lack of
a second.
' After more discussion, Roy moved that the Board should support the
recommendation of the Martin Luther King, Jr. Center Advisory Board
allowing no deposits to groups with legal non-profit status.
Dalton seconded the motion. The motion was passed with a vote of
four for the motion and one against and will take effect at all
recreation centers.
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parka and Recreation Board Meeting
April 170 1989
page - 4
he staff make a special point of communicating
Dalton moved that t
co-sponsor opportunities to all recreation center advisory boards.
Rita seconded the motion. The motion was passed unanimously,
Benefit League Funds:
Steve reported that the Benefit LelaUehad equipment 1aeCidepartment
S12,500 for the purchase of p y9ro
park. He asked for guidance from the Board on whether we should
continue to make those kinds of requests for our park areas.
Board felt that since budget dollars were very tight for park
development funds that our solicitation of funds was appropriate
and suppoctnd by the Board.
S, Consider an ordinance Regarding Motorized Vehicles on City Park y
Bodies if Water:
Copies of two ordinances for the information of the Board were
distributed.
V. ADJOURN the meeting was
on a motion by Roy Appleton, second of Catherine Bell,
adjourned,
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DENTON PARKS AND RECREATION DEPARTMENT'S
AFTER SCHOOL ACTION SITE PROGRAM
I. Introduction
A. Recreation Programming:
Denton Parks and Recreation Department's After School Action Site
Program offers after school recreational programming to kindergarten and
elementary age children at each of the nine elementary schools in the
city of Denton. It operates Monday through Friday from 3pm to 6pm,
according to the school calendar. This program fosters leisure and
recreational education and development. Children are given the
opportunity to develop, experience, and expand their interest in arts,
crafts, music, outdoors, drama, sports, and the community in whirh they
live, all in an atmosphere in which a child ^an participate in making
choices about his or her own level of involvement.
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B. Latchkey Children:
The Denton Parks and Recreation Department's After School Action Site 1
Program also addresses a national concern of the 'latchkey child'.
Latchkey children are children who go home or elsewhere after school to
an unsupervised environment. The typical 'latchkey' child comes from a
white middle class home where neither parant Is available from 3pm to
6pm to supervise his/her children.
Background Information
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Ae Need:
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1) Human Services Needs Study
in 1983, the City of Denton corducted a Human Services Needs study
that identified a critical need for after school care in the
community for children under the age of 14 who were left
unsupervised after school. Residents surveyed stated they were (a)
unaware of after school programs, (b) unable to use after school
programs, or (c) had problems in using after school programs. i
B. Pilot Program:
1) The After School Program was developed in response to the 1983
Human services study. Earlier, a pilot program called Leisure
After School Site Opportunities (LASSO) had begun in 1981-82.
Following the survey, the program was renamed ASAS and increased
from the one elementary school in 1981-82 to three elementary
schools in 1982-83, to six sites in 1983-84, and finally to nine
ASAS sites in 1987-88.
C. Cooperative Agreement Between City of Denton and Denton Independent
School Distrtet:
The City of Denton and the Denton Independent School District signed a
cooperative agreement to share City and School District property on
December 20, 1983. The major purpose of this agreement was to provide
Id' low
wadequate of education and leisure related ac letaivities that
expenditure of public funds. under this joint use agreements an thethschiol
District provided the facility for the ASAS program,
provided the staff and supplies.
111. Statement of After School Action Site Program/Goals
A. For the Child:
1) provide a safe, professionally supervised environment after school.
2) provide quality recreational experiences and enhancement of leisure
skills,
k4 Develop the ability t^ express thoughts and feelings through
activities such as art and drama,
4) Develop physical skills and coordination through games and sports
activities.
4 S) Develop basics self-reliance skills and decision making skills
through opportunities for choice.
6) Provide opportunities to have fun.
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1) provide opportunities to experience socialization and democratic
living process.
9, For the Parenti
1) Keep the monthly fee affordable.
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p) Provide a scholarship program for those unable to pay for the
service.
Ensure to each parent the safety of their child.
y) Ensure quality leisure service experiences for their child.
C. For the School District:
1) Keep the cost of their co-sponsorship to a minimum,
Y) Open up public facilities during non-school use.
D4 For the Parka and Recreation Department:
1) Promote recreation,
basis,
2) Run the program on a self-supporting
Develop attitudes for future adults which support quality of life
issues, i.e. leisure, open spaces bond programs, etc.
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IV. After School Action Site Program
A. To meet the goals and objectives of ASAS, the program is planned to
include a variety of structured activities and program enhancements.
Weekly program plans are developed by Leader It's and Leader I's and
submitted for review to the Area Coordinator.
Each program day is divided into 'beginnings, middles, and endings`.
Weekly calendars for each site reflect the unique characteristics and
interests of the children attending the site and the interesta, skills,
and knowledge of the two staff leading the program at each site.
On-site and off-site programming have included:
1) Arts and Crafts Activities:
ASAS participants have entered the Children's Pages art contest.
Selected art work appeared in the book.
In 1988, a grant request was made for $10,000 to the Texas
commission on the Arts to fund the puppetry program for ASAS sites.
2) Organi+ed games.
3) Sports.
4) Drama.
S) Music.
`i 6) Dance.
7) Special Theme Weeks:
Chinese New Years Animal Antics (speakers from Animal Control),
Dinosaurs, Indicns, Space, Hawaii, Animal Pet Parade, Insect Week,
Olympic Week, Vacation Week.
8) Nature/Outdoor Activities.
9) Holiday Parties.
10) The 'I Can Do It, Too' Program offered by Camp Fire, Inc.
11) Courthouse stocking Project - Children made stockings to hang on
the staircase at Denton County Courthouse. The project Was
coordinated with the Denton County Historical museum.
12) Carpet Rides - Cultural arts program presented at the Center for
4 Visual Arts$ co-sponsored by Parke and Recreation and the
University of North Texas International Student Association,
13) Vagabond Marionettes - The Atlanta-based marionette company
presents live entertainment. The productions most recently brougnt
to Denton by Parka and Recreation were 'Jack and the Sean Stalk's
•pinocchio', and 'Aladdin'. This year's production is 'Cinderella'.
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14) field Trips - Each site may take one field trip each month using
the department's vans/vehicles. Trips have included visits to
Gainesville Zoo, Center for the Visual Arts Meadows Gallery, Denton
County Historical Museum, T-Off Golf, Brunswick Bowling, Spinning
Wheels Skating Rink, Godfather's pizza, and Domino's pizza to make
their own pizza, Swensons, Tandy Leather Company, Avondale Park,
Martin Luther King, Jr. Recreation Center, North Lakes Recreation
Center, and Denton Airport.
15) Field Days - Sites will visit other sites to participate in field
day activities.
16) Handicapped Awareness Week - The focus and handicapped people and
includes film and visits with handicapped
17) Martial arts demonstrations.
18) Visits to retirement homes and other intergenerational activities.
V. Standards
A. Texas Department of Human Services:
1) The ASAS is licensed by the Texas Department of Human Services and
meets state requirements for child care. Each year it is required
to meet requirements of standards that address the following:
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h+ a) Organization and administration of the program.
b} Personnel: Director qua1lficatlone, staff qualifications, j
training, staff-child ratio.
c) Building, grounds, and equipment.
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4 d) Fire, sanitation, and safety4
e) Physical health.
8. Parke and Recreation Department/City of Denton Standards:
1) In addition, it is required to meet safety and program standards as
set by the City of Denton and the Parks and Recreation Department.
In many instances, these standards are higher than those set by
^ TDHS. For instance, the Texas Day Care Center Minimum Standards
l~ require a staff ratio of 1 to 24. Parks and Recreation requires a
msximum ratio of two staff to 34/35 children at each site. Each
site has two leaders signed to work at the site regardless of the
number of children actually registered or attending the site for
any specific day of the week. Field trips will c.`ten require three
staff.
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2) ASAS Licensing: Each site is licensed for either 34 or 35
;hildren. The number is determined by room size, space, outdoor
play space, and the number of lavatories and toilets at the site.
ASAS Site Maximum Number of Children
Evers 35
Denia/Borman (meets at Denia Recreation
Center) 35
Houston 35
McNair 34
Raynor 34
Lee 35
Wilson 34
G£nnings 34
^1 Hodge 34
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Vi. Staffi~
Salaries/wages for all staff directly related to the After School Action Site
program are paid by fees generated by the program. All part-time seasonal
staff havit had a minimum of one year of college plus experience in working
with children. Texas Woman's University and the University of North Texas
both offer curriculums in recreation in the undergraduate and graduate
level. Many of the ASAS staff are students enrolled in the recreation
programs at UNT or TWU or are students in the fields of education or early
childhood development. There are 23 part-time positions and one full-time
{ professional position in the ASAS program.
A. Children's Program Specialist (Recreation Specialist I):
The After School Action Site Program is under the supervision of a
full-time Recreation Specie list/Children's Program Specialist. This
professional position was approved for the 1966-87 budget year and was
filled for the first time in January, 1987. The Children's Program
Specialist is listed as the director of the ALAS with TDMS and must meet
all educational and w..r% experience requirements as set by TDHS.
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I Area Coordinators:
Two Area coordinators work 21 plus hours each week. Each Area
Coordinator is responsible for specific sites. Daily, they visit eac',
" -1 site, review programs, assist with hiring and training, help to plat,
1 staff meetings, provide supplies, monitor time sheets, receive payments
from Leaders I and II, prepare reports, communicate with staff/parents
as necessary, and ensure standards are being met.
C. ASAS Bookkeeper:
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One ASAS bookkeeper works 10 hours weekly and is responsible for al
posting of payments in administration office, preparing collection
reports, preparing monthly revenue/expenditure report, and monitoring
parent payments.
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D. Leader It:
Each site is under the direct supervision of a Leader II, There are
nine Leader It positions. They work approximately 17 hours each week
including attending a once a oleek staff meeting.
E. Leader I:
Each site is assigned a Leader I to assist the Leader II and work with
children at the site. They work 16 hours each week plus attending a
once a month staff meeting,
P. Leader I Rovers:
Two Leader I Rovers substitute at sites as needed. They are permanently
assigned to a site but report to the Civic Center each day for current
assignments. They work 16 hours each week plus attending weekly staff
3 meetings.
0, General Fund support for the ASBS includes supervision provided by the
Leisure Services administrator, publicity and marketing support by the
Publicity Specialist, and clerical support by the Administrative staff.
(See attached chart).
VII. Training
A. CPR/First Aid:
1 All ASAS Site leaders are required to be certified in CPR and First
Aid. The department coordinates training programs twice yearly to
assist staff in retaining current certification. All fees, if any, are
j paid by Parks and REcreation. This year, the Utilities Department,
coordinated by Mark Boyd, has provided CPR training in September and
again to January.
Be Orientation/Basic Training:
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All staff attend a two-day basic orientation and training session in the
fall. New staff hired after this date are required to attend a three to
four hour orientation.
C. on-going Training:
Staff participate in both weekly and monthly on-the-spot training where
new games and arts and crafts activities are introduced. Special
training with outside speakers and tapes such as 'Positive Discipline
Early Childhood' by MA Training Productions are purchased and used
whenever possible. The ASAS director (Children's Program specialist)
participates in off-site training per requirements by TDHR.
D. All staff that are designated drivers for any field trips must have
completed the defensive driving course offered by the City.
VIII. Participation
A. Yearly Participation:
Yearly participation in 1985-86 with seven sites was 32,153. in
1987-880 participation jumped to 400679. Children served are in
kindergarten through sixth grade.
a. Mainstreaming:
Several children with disabilities have been mainstreamed into different
sites throughout the past years. Any child with disabilities who is to
be placed into a site must be assessed by the Therapeutic Recreation
Specialist and recommender for placement, ASAS has provided after
school services for children with visual and hearing impairments and for
children with developmental disabilities.
C. Reserves Spices for Children Eligible for Fcee Lunch Program:
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In October, 1984, the parks and Recreation Advisory Board approved the
i following policy for spaces at the After School Action Site Program:
E 1) Five spots at each site will be held for families whose children
i are eligible for the free lunoh program at their elementary
j school. These spots to be reserved for low income families should
be held open for seven days and will be filled by qualified
individuals on a first come, first serve basis.
's) These five spots will not be increased in the f,:ture.
31 This process will be used only for this ASAS program.
4) This policy should be printed in the depa:tmer,tal schedule of
activities.
The policy was later approved by the Citv Council. The need for the
policy was in answer to day care center owners within Denton who
requested that the ASAS pr,)gram not be expanled.
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I%. Funding
The hudget for the operation of the 1988-69 ASAS in well over $100,000. All
direct expenditures are pail from the revenue generated from monthly fees and
the one-time registration fee, Annual expenditures irv,lude Texas Department
I of Human Services licensing fee, all personnel costs (professional (1) and
(23) temporary/seasonal), supplies and equipment, training fees, gas
r inspectio,: fees, fees for accident insurance for the participants, medical
supplies, office supplies, uniforms, and publicity costs. Originally,
subsidization by the City's general fund allowed the department to offer ASAS
at a very low cost to participants. in the 1986-87 school year, the program
became self-supporting and continues to remain so. It is funded out of the
department's special rotary recreation fund.
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A, Pees:
Pees for the 1988-89 year are based on a minimum of 270 participants at
the nine sites. Also, parents am charged an annual $15 registration
fee per child to offset licensing feed, medical insurance, and publicity
costs.
The following chart shows the increase in fees as the department was
directed to recover costs of the program:
Total Fees
School Year Fees Monthly Fees/Annual Per Semester
Pall 1984 $10 540
Spring 1985 $10 $50
Pall 1985 $20 $eO
Spring 1986 $30 $150
j Pall 1986 $36 $4 $148
Spring 1987 $36 $4 $184
Fall 1987 $45 $205
i Spring 1988 $45 $225
Fall 1988 $50 $15 $205
except for $40
in December
String 1989 $50 $15 $240
except for $43 charged only if
in March first-time to
register for
1988-89 school
year
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*Pall semester has four months and Spring semester has five months.
B. Scholarships:
In 1986-87, the Parks and Recreation Department allocated $2,100 for
scholarships in ASAS. Eleven scholarships were awarded for the year
with two at Evers, four at Lee, three at Rayzor, and two at Wilson. In
1987-88, nineteen ASAS scholarships were awarded to children attending
Rayzor 14), McNair IS), Lee (1), Evers (2), Houston il), and Hodge (6)
Action Sites. Total scholarship value was $7,280 and was given in $120
grants for a nine month period to the 19 karticipants. All children
receiving scholarship qualified for the free lunch or reduced lunch
program with DISD. In 1988-89, six applications were received
requesting scholarship assistance. Requests were made for three
scholarships at Rayzor, one at Housto and two at Evers. All three of
the sites were full with waiting lists by the end of the special
registration in Nay, and no scholarships could be awarded in 1988-89.
We do have parents getting reductions of their payments in special
situations when they indicate they have payment problems, To insure
that low Income participants could get signed up at the time our
registration Is undertake: and not have to wait for unused spots, it is
possible to create a Scholarship fund of $2,000 to $3,000 per year from
the General Fund through our budget process and be able to provide
guaranteed scholarship up front for this program.
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C. Accident Insurances
The Parks and Recreation Department carries Day Care Accident Med!cal
insurance coverage for up to 310 children enrolled in the After School
Action Site Program. The policy is issued by the western Heritage
Agency through industrial Life Insurance Company. The premium is $10
per child.
Me Surve s
The Parks and Recreation Department is very proactive in assessing community
and participant needs. The department conducts a comprehensive public
opinion survey every two years. Participant surveys are also administered on
a regular basis to identify program strengths as well as to obtain {
suggestions for program modification. The survey results have enabled the
department to remain responsive to community child care needs. %
4 A. 1988 Survey
in February, 19880 parents were surveyed to determine satisfaction with
the after school program. Fifty surveys were returned. (See attachment
for sample and resulte.l {
xI. Marketing
As PublLcLty - Locals
marketing the program is extremely important. The department's 4
Publicity Specialist coordinates these activities which include a
seasonal brochure, flyers, participant newsletters, newspaper
advertisements, news releases, slide presentations, promotions at local
shopping malls, community bulletin boards, and presentations at the
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universities.
Be State Recognitions j
The After School Action Site has served as a model in Texas for other
parks and recreation departments as well as communLty agencies
throughout the state. in March, 1985, an article highlighting the Parks
and Recreation Department's ventures with the Denton independent school
District was printed in TRAPS, the Texas Park and Recreation society's
state publication. Numerous requests •se made for information about the
touts, ASAS program, on-site and
conferences. Department staffhavepresentedatsessions regional LoASAE anatstthe
following conferencess
1 Texas Recreation and Parke Society, Regions V S 'VI Conference, Longview,
October, 1986. Presenters Nancy Buryanek, Community Education
Specialist/ Rich Dlugase Superintendent of Leisure Services.
Association of Physical Education, Recreation, Sealth and Dance State
Conference, 1987. Presenters Anne Lawler, children's program
specialists
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Texas Recreation and Parke Society Annual Conference, Austin, March,
1988. Presenter: Beth Stribling, Leisure Services Administrator.
Texas Recreation and Parke Society Regions V I VI Conference, Grapevine,
October, 1968. Presenter: Anne Lawler, Children's Program Specialist.
XII. Asks Summary
Finding after school child care is an urgent dilemma for working parents.
Denton Parks and Recreation has responded to that need with the After School
Action Site Program by providing conveniently located, fun, recreational
programming for elementary aged children. Innovative leadership and
multi-agency support has resulted in a successful child care program that
provides supervision designed around the needs of working parents and helps
prevent a latchkey problem.
j XIII. Scope of Children's Program Specialist
The Children's Program Specialist position is responsible for numerous
programs offered to children. All except a few special events are funded
through user fees and all costa are recovered. The position also assists the
Leisure Services Administrator in overseeing maintenance and reservations/use
of the division's five vehicles and serve as backup staff to the Civic center
Recreation Specialist when he is out of the department.
A. Children's Programs coordinated by children's Program Specialietr
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1) After School Action Site - September 1-June 2
Nine Sites 9 months
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2) Summer nay camp Program - June-August
Sunshine Kids Day Camp 12 weeks
Discovery camp 4 weeks
North Lakes Sports Camp 4 weeks
Art Factory camp 4 weeks
Back to School Camp 12 weeks
Before/After Camp Care 4 days
3) Summer After School Action Site - June 4 weeks
41 Kids oay off Program, offered when school is not in session,
lam-6pm.
Trip to Samuel Farm, November 23 1 day
Gobbles Galore, November 25 1 day
Holiday Camp, December 19-23 1 week
December 26-31 1 week
Trip to ice Capades Chalet,
January 23 1 day
Whirlwind Soliday Camp,
March 13-17 1 week
Cottontail Trail, March 24 1 day
Trip to International
Wildlife Park, match 27 1 day
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5) Special Eventei/Activities
Halloween Carnival, October
Elves Workshop, December
Sugar and Spice Doll Show, DecP.%ber
McDonald'ai Mcmodel Show, February
Easter Egcatravaganza, March
Vagabond Parlonettes, April
Carpet Rides (3), match/April
Cowboys and Cattle Drives, June
Fourth of July Children's Area, July
Banana Pajama Party, July
County Seat Saturday-Indian
Blanket Trade Days, September
e. Funding for Children's Programs
In the 1987-88 fiscal year, revenue for all children's programs
supervised by the Children's Program Specialist was $132,761.
Expenditures totaled $119,259, leaving a balance of $13,502.
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February 1988
CITY OF DENTON
PARKS AND RECREATION DEPARTMENT
AFTER SCHOOL ACTION SITE EVALUATION
belPleasowe he
Your evaluate the
to help School
serve o you m better. Please by answering the questions
how strongly you agree or disagree with each statement by circling the
response which most closely reflects your belief. All individual responses
will remain anonymous and will only be used in summarized form,
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Strongly Strongly I
Disagree Disagree Neutral A ree __Agree Avg. 1
1, The fee for this program
was reasonable, I
1..........2........3.,.....,4.,..,...5 4.26 ]1
2. The leaders were well
prepared. 1..........2.......,3........4.......5 4.79
31 The leaders were excellent.
1.......,..2........3......,,4.,,.....5 4.14
46 The leaders were boring, 1..,...,...2.,..,...3.......,4,,,,,,,,5 1.58
5, The facility the program
was held in was too small, 1..........2......,.3........4........5 2.17
60 This facility was inadequr,te, 1......,, „ 2,,,,,,,,3,,,,,,,,4~~~~~~•~5 1.98
1, The facility was clean. 1..,.......2........3........4.....,..5 3,80
B, The facility was dirty, 1..........2.......,3........4........5 1,92
90 This program was
creatively planned.
1..........2........3........4........5 4.24
10, Thera was not enough
equipment available for
this program,
1..........2........3........4........5 2.26
]l. The equipmert used In this
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program never worked
properly,
12, 1 intend to continue my 1.,,,...,.,2..,,. " '3" " " "4 " " " '•5 2.28
child in this program,
13, ';he after school registration 2,,.,.' " 3" " " " 4 " " ••••5 4,94
procedure was easy and simple. 1,..,...,,.2.......,3...,,...4..,.....5 3.72
14, My child enjoyed this
program. 1..........2..,,....3.....,..4,......,5 4.44
15, overall, I am highly
natiefied with this
program. I..........2...,,...3.,......4..,....,5 4.84
Please feel free to comment further about this program on the beck of this
form,
Please return the form to the program leader or mail it to the Civic Center,
C i 321 e', McKinney, Denton, Texas 76201.
Thank you for your helpll
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CITY of DENTON, TL SFAS MUNICIPAL BU1LDIN0 / DENTON, TEXAS 16201 / TELEPHONE {817) see-8307
Office of the City Manager
M E M O R A N D U M
TO: Lloyd V. Harrell, City Manager ,
FROM: Rick Svehla, Deputy City Manager
I
DATE: May 1S, 1959
SUBJECT: Transportation Study
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For the last several months, we have been discussing
transportation studies and how we could look at ways to
i implement a study this year or next with our existing budget
constraints. Initially, we had several conversations with well
i known transportation consultants from the Dallas area. Their
prices ranged from $60,000 to $90,000. The low and of these
` prices have the City doing numerous tasks and providing much of
the leg work and information and attending meetings (Planning
and Zoning, Citizens Traffic safety, etc.). During these
discussions, as you can see from Jetty's attached memo, one of
the consultants suggested that we might want to talk to COo
since some of the information we would be using would be coming
from COO.
We did have some follow up discuseions with COG officials. In
particular, I spoke with Mi}:e Morris, head of their
Transportation Department. He suggested tha+: we also might
want to talk to one other firm, S,:hetbarth and Associates. Mr.
Morris was extremely complimentary about this firm and
indicated that they had just recently completed work in
1 Richardson and Arlington. He further indicated that each of
f those studies was done in much more detail by using COO data
and data from the cities. Then, with further refining, the
information and modeling that came out of these studies
included collectors , arterials and highways.
We contacted Mr. Scherbarth and discussed the scope of our
vork. They in turn also submitted a proposal which has a price
tag of approximately $77,460. A small task force comprised of
Frank Robbins, Harry Persaud, Jerry Clatk and myself then
reviewed the three proposal letters that were submitted.
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Lloyd V. Harrell
may 18, 1989
Page 2
We also did some background checking on the work done by
Scherbarth in Richarison and Arlington and received rave
reviews. Those two cities have the only accepted working
models in this area. After visiting with all three firms, we
think Scherbarth's firm is the best firm to use for several
reasons.
1. His study will be a litt)e bit more in depth (i.e.,
we will be studying minor arterials and collector
streets also).
2. Scherbarth and Associates will train our people on
how to manipulate the models (i.e., we will be able {
to do other horizon years and what if's scenarios I
for smaller mora specific areas of town such as
Oak/Hickory alternativeo, etc.)
I
3. Scherbarth's firm will be working in conjunction
with us to re-distribute and to code our model with
all the existing land use versus just using COG's
broad brush approach on land use and employment
data. Incidentally, Planning sees this as a
positive for their uses in the future also.
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4. Scherbarth has quoted us a firm price of $75,010 for
this study.
5. Scherbarth's firm has the only official working
models and we have received very good comments about
his work.
If we chose Scherbarth's, we would suggest doing a "bare bones"
study. The study would include a work definition section, the
base year (this existing year model development), a choice on a
horizon year of either 2000 or 2010, a thoroughfare plan and
training. There are also other things that could be included
in the study, however, because of funding constraints, we don't
think they are possible it this time. Such things as other
( horizon years, transportation impact fee analysis, and peak
hour modeling are some other things that would be of value to
us. We believe that if this bare bones study was undertaken,
at some later date we could retain Scherbarth and Associates to
help us do these things in th, future. Also, since we will be
trained on using the model, it might he possible for us to do
more of the analysis and thus reduce the cost later on.
In this study, the Staff will still be doing major parts of the
work. We will work extensively with the consultant to review
the land use and the data that the consultant will use in
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Lloyd V. Harrell
May 18, 1989
Page 3
defining all the streets. We will be doing all of the counting
both 24-hour and manual counts. We will be involved in
soliciting and obtaining information from all the input groups J
including citizens, P & Z, Traffic Safety, and Council. 1
Finally, we will be working with the consultant once we
complete the training that is included in this package.
COG would be providing us with the existing information that
they have on file. That would include the existing arterial
system as it is with their data including counts supplied by us
in the Bast, they would also include their estimation of land
uses, and In particular, employment data. These two pieces of
information are used to allocate trips to and from work on our
arterial system. So this basic information will be helpful to
the consultant.
I Finally, the consultant would be taking input from the
fI i citizen's group as well as all the additional counts we do, as
well as the data from COG. lie would then be using COGS
existing data to form a new set of data which would actually
create even more minute subsections of land use and employment
r data to put into the street grid. The grid would also be
enhanced to include not only major arterials and highways but
also the minor arterials and the collector streets. He would
then encode all of this information into the modeling program
that we would get from COG and produce a model. This model
would then be checked with the existing counts to see if it
matches up. After the model has been "validated," we would
then take our own population projections and C00's and anyone
elses that we think are valid to use to project future
population and trips. This data would then be integrated Into
the model so that the future horizon years could be
calculated. The transportation plan modeling will show us
where our needs are, what facilities would reach unacceptable
leve±s of service, and where we need to spend our CIP money.
During this whole process the staff will be trained so that we
will be able to do these same kinds of operations to run the
model in the future.
Obviously, this study will allow us to possess a great deal
more sophistication in out analysis capabilities for traffic
impacts. Such things ds large zoning changes and the effects
of traffic around them will be able to be analyzed in much r.ore
detail. We will be able to look at the impacts of increases or
docreasas in growth of our major institutions such as the two
universities. We will be able to look at alternatives to the
transportation system such as substitutes for Oak and Hicko•y.
We will be able to use this modeling capability to help us
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Lloyd V. Harrell
May 18, 1989
Page 4
further our argumeni.s and proposals to the Highway Department
for new funding, and it would give us a much more comprehensive
tool for future planning when studies such as the Development
Plan or other similar studios are undertaken. Now our
capabilities are much more limited since we must do everything
by hand, Since the modeling techniques are very time consuming
and laborious, it's very difficult to do even sectional kinds
of analysis when two or three alternatives are being examined.
This study and model would save us large amounts of time, and
we would have increased levels of a,•ouracy and detail.
Our next problem was to look at ways to fund this kind of
study. Because the budget is very tight this year and the
prospects are no brighter for next year, we began to look at
otter areas for funding. Just recently, we received our last
reimbursement from the Highway Department on the right-of-way
for Loop 288. This right-of-way money was originally sold as
j bond funds in the late 170's or early 1801s. We had $250,000
! to acquire the right-of-way for Loop 288. All of that was
acquired in the early 180's, and we received some reimbursement
I from the State. One thing that was not finished early on was
f the relocation of the Delhi gas pipeline that runs along Loop
288 nAar the overpass of U.S. 380. You may recall that this
was one of the last things that was holding up the Loop 288
t project. We finally negotiated with the Highway Department and
Delhi for the relocation of this utility, and toward the end of
last month received the final rebate on this utility.
As mentioned earlier, there was $250,000 allocated for this
right-of-way and utility relocation. There was some very fine
negotiating done by our right-of-way people for the
right-of-way and on the )elhi pipeline relocation. As you can
see from the attached memos, we have a true balance in that
account of 471,869, and we have no more right-of-way or utility
relocations to be done for Loop 288. We would suggest to you
and the Council that this money could very appropriately be
used for the transportation study since it is a project that
will have overall benefit to the City. If we use this money
plus 45,000 from the Transportation Engineering budget, we
could fund the study.
If the Council would agree to this type of funding, we could
begin the transportation study much earlier. We have had
recent conversations with Scherbarth and Associates, and they
J could start as early as the end of this month if we so desire.
Our suggestion would be that if the Council is agreeable that
we would bring a contract to the Council at the first or second
meeting in June. Scherbarth and Associates could then begin to
gather data. The Council has talked about having a eitt2en's
committee participate in this study to provide input and
direction to the staff and the consultant. These appointments
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Lloyd V. Harrell
May le, 1989
Page 5
could be done in June or July so that by the time all the
pertinent data is gathered by Scherbarth, we would be ready to
begin the input meetings from the citizen's
group.
In summary, we have reviewed several firms. The larger firms
were not quite as specific in their terms or in their scope of
work. Scherbarth and Associates are much more detailed in
their presentation, and we received very good comments from
people we have contacted. JAS & Associates has several mo3els
up and running. Tne entities that have these models are able
to play what if games and do major kinds of analyses. After
visiting with these
Scherbarth and Associates lwould rtber~able toeproconvied that
videncus with
training and expertise so that we could also perform these
thata weonbeliieveh could urbe negotiated to other
completed the
later
years if the Council sees the need. We would receive
benefits such as complete review of land use within sthe City
and an expanded informational base on traffic counts and systein
capacities. We have a way of funding this project by using
1 excess bond funds. Therefore, it will not have any impact on
any of the operating funds. Finally, we would be able to
receive and use valuable input fr,:.a the citizens group which
would be involved in the w
project from start to finish. .
If you or the Council has further
please advise us at questions or directions,
~ your convenience.
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Rick Sve a 1
Deputy City Manager
j RS:bw i
4548M
Attachments
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CITY of DEMTOAI, TEXAS M'1NICIPAL BUILDfNG / DENTON, TEXAS 76201 / TELEPHONE (817) 566.8200
M E M O R A N D U M
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DATE: November 3, 1988 ~6,,;r
OFFICE
T0: Rick Svehla, Deputy City Manager
FROM: Jerry Clark, City Engineer
SUBJECT: Transportation Study
Our development of this transportation study has many
complicated components as brought out in recent discussions
with consultants and staff members.
! one of the main issues of the transportation study will be
I cost. We have the submittals from both consultants with their
guess on wait the entire project would entail. As you can see,
the high ends range between $80,000 - $90,00'. Since money is
always a major concern, we investigated ov f+irther option.
This was recommended by DeShazo, Starek and Tang in a recent
conversation when they delivered their submittal. The
recommendation was that the City of Denton try to utilize the
i North Texas Council of Governments and Donald Walden's State
Department of Highway aad Public Transportation planning office
i to complete the T.A.P. Study of the transportation model for
us. They have a go.-eat deal of data already stored and have
their model basically calibrated. Our duties would be to
update all planning data which should be completed in late 1988
by Harry Persuad. We have been cooperating with Mr. Walden
yearly on our transportation project schedule and sending him
our thoroughfare maps. Therefore, the base portion of the
model should be already intact at North Texas Council of
Governments and the State Highway Department. In the
discussions held, Mr. Morris of the NTCOG stated studies for
individual cities were not possible as it would handicap their
efforts to do regional planning and studies.
Several cities in the area have completed large models such as
Dallas, Piano, Grapevine and others. Farmers Branch has a study
in the preliminary stages that also includes impact fee
development. These models were expensive ranging from $50,000
to several hundred thousand dollars. One of the problems with
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Transportation stud),
page 2
j consistant witin titre NTCUG
the big models do not tend to stay
and highway Department models which creates conflict. Since
the City of Denton will receive several million dollars rom
in the area, we are
federal and state funds for future highways
of
dependent on making sure
to the personnel with the our Highway s Derme artmen presentation ~d; to C Nri ounc llll and
Governm°nts. ,the model to be run for file highway Lepartment would be for on to a l build eo analysis
would be used to determine capacity c 5. Ke
city
of that run would include three main rougtnfares(1) Thep capa same choice
land uses and the existing
sameelathe nd usesland widen thesroads and
constraints would show
severity. ) Keep in the Denton
f right-of-way to support the developraent proposed
Plan if total build out occurs. (3) Kee our
Development transportation system as it is and reeduc . Lain a
present traffic
to insure that th°ithhfthesthirdy coptairrony is that you cannot
utside sources effect
load. One fallacy w
keep the level service at C if othese
you choose the third option, the level of
j roads. Usually to everyone 11tie to I service wiell cTheseu conditions deteriorate e unsatisfactory It
the , until it is g because the congestion is the same as a highly
involved
urbanized area.
on this project is
our timing
one of the major benefits with f Governments seems to be
n with tile State Highway
that the North Texas Council ° have
f i interested in rebuilding its reputatio They
ency.
Department as an efficient and qualified agrojects Including
expressed a desire to work with us onoth erp
the transit issue. It Seems with our recent involvement n
they are staring to
many of the committees down Were 9 n Metro pp l
consider Denton an Important require atc the NTCUG and the
Completion of this study would 1 involved in the number crunching
highway Department be deep )
to insure their acceptance of the end result.
The City of Denton will be receiving the NTCUG model in our to begin the molin
Transplan package so wirieaconsultant. is The proposals fore this
either in house or by Council could follow. 1
work leave three CUShnuldr~be ah k ly City so that all citizens,
f feel creditability
aEE, and Council members invoved ale satisfied with t e
results of this major undertaking.
7err ar:
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CITY of DENTON, TEXAS 215 E. McK1NNEYI DENTON, TEXAS 762011 TELEPHONE (817) 566.8200
M!MORANDUM
DATE: April 24, 1989
TO: Jerry Clark, City Engineer
FROM: Roger N. Wilkinson, Right-of-Way Agent
SUBJECT: 432-020-0010-9001-SIF4 Account i
fi
Below is listed the activities to the above mentioned account
for this calendar year.
BEG DAL DEBITS CREDITS END BALANCE
Jan 1, 1989 0 0 0 0
Jan 9, 1989 0 61500.00- 6,500.00-
Jan 18, 1989 60500.00- 199068.46- 25,568.46-
Feb 1, 1989 250568.46- 25,S68.46-
March 9, 1989 25,568,46- 38,388.89- 63,957.3S-
March 21, 1989* 63,957.35- 17,161.61 46,795.74- 1
k ' April 21, 1989" 4617so.74- 1210665.43 74,869.69
April 219 1989** 630957.35- 1219665.43 57,708.08
*Balance if reimbursement is credited to this account }
**balance if reimbursement is not credited to this account,
i The reimbursement from the State on March 21, 1989 in the amount of
$17,161.61 was credited to 6809 (aid-in-const) account. The invoice
requisition for this reimbursement illustrated tecount no. 9001 (copy
attached).
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Klmley-Horn and Associates, /tic. 12660 Coit Road. Suite 200. Dallas, Texas 75251 • t2141 785-7007
Pa+aga Cranone. Naar Vda. Vlrgi" Beach wwonge r, Owas, Proan,a.
N"t Palm9eaon.Tamoa.CrianCa,Ft Land rUAVero snack. F1 apara.Stoat 1
October 26. 1988
Mr. Lloyd V. Harrell
City Manager
City of Denton
2I S E. McKinney Street
Denton, Texas 76201
Re: City of Denton Thoroughfare and Bikeway/ Pedestrian Planning Studies
Dear Mr. Harrell:
j We are very pleased the City of Denton has solicited technical and cost input from our firm in
formulating plans for a future thoroughfare planning project. It is encouraging professionally to see
Denton continue its long-range planning process, systematically addressing the challenge of inevitable
j urban growth.
1
As you are probably aµare, Kimley•Horn and Associates, Inc, merged witF PAWA-Winkelmann and
~I Associates, Inc. in November, 1987, The combined organizations possess extensive thoroughfare,
bicycle, and pedestrian planning experience and expertise, both locally and nationally. Utilizing
-revious local experience, we have taken the broad information provided by Jerry Clark and Harry
j , ersaud, and have attempted to define possible manpower requirements and costs necessary to
! conduct the referenced study, 1
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At Jerry's request we have determined estimated fees for thoroughfare planning in accordance with ~j the three (3) following scenarios: +i+
I. City staf`does all initial travel model (TRANPLAN) development; downloading of NCTCOG 1
data for 1986, 2000, 2010; creates and inputs land use data into zonal files; collects required
traffic count data for rnodel validation and UNT subarea smdy; and prepares CAD-based
geometric design standards from consultant drawings.
2. City would conduct all presentations and public meetings during planning process without
attendance by the consultant.
3. The consultant would be responsible for all study elements, including the elements specified
in 1 and 2 above.
The estimated fee range for Scenario 1 is S72,000 to $78,000; the Scenario 2 fee range is S76,000 to
$82,000; and Scenario 3 is S86.000 to 592,000. We would emphasize the fact that the actual fee would
be tailored to the specific scope of services requested by the City. These fees were of course
developed based upon our understanding of the general scope of thoroughfare planning services
identified in discussions with your staff; these fall into five (5) major study elements outlined below.
I. Travel.Model Development and Base Year Validation - This element invokes the development
of the travel model data base modules and base year (1986) validation. Traffic volume counts
i would be necessary for calibration purposes. Significant data input and processing effort will f
be required.
Batfdirtg chenr rela7ionshrps since 1967
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Mr. Lloyd V. Harrell
October 26, 1988
Page Two
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2. Incremental Staging Assignments and Evaluation - This element will provide for the
development of Year 2000 and Year 2010 travel assignments to evaluate thoroughfare staging
and cost requirements, intersection operations, and identify alternatives.
3. Ultimate Travel Assignments and Evaluation - This element would permit an examination
of travel forecasts under maximum probable build-out of Denton to evaluate thoroughfare
^ right-of-way reservation requirements, thoroughfare and intersection performance, and long-
/ range alternatives.
d. Thoroughfare Plan Assessment and Development - This element mould involve an analysis
of thoroughfare requirements and corresponding planning policy implications. Priorities,
staging, cost and unique subarea needs such as UNT would be addressed. A preliminary
thoroughfare plan would be produced in conjunction with classification and design standards.
5. Thoroughfare Plan Adoption Process - This element would provide for consultant technical
support and plan presentation during the adoption process. Various meetings and official
public hearings would be conducted during this process, u many as 22 meetings are
presumed. 12 of which would be public hearings.
A Special Sikeway and Pedestrian Plan would provide for a study and evaluation of bicycle and
pedestrian planning needs and would involve the development of specific recommendations toward
a formal plan. The recommendations would address target user groups, routa locations, specific
design standards, feasibility and opportunity for shared right-of-way and exclusive right-of-way.
Pertinent elements would be integrated into the thoroughfare plan aad design standards. The
estimated fee range for this study is 513,000430,000, depending (in study detail and the level of
public involvement.
We trust the foregoing information will aid the City in planning for these important futare projects.
t would be most happy to go over this material with you in person and share my personal experience
in conducting similar projects for Denton County, Plano, Arlington, and many other local city and
county agencies. The thoroughfare planning process, as you know, involves many complex and
interrelated issues, particularly in light of recent legislation; bicycle/pedestrian planning is equally
challenging.
Thank you once again for your inquiry. Please call me if you have any questions or desire more
detailed information.
Very truly yours,
KMLEY-HORN AND ASSOCIATES, INC.
1 Roy L. Wilshire, P.E.
Senior Vice President
RLW/skw
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Thoroughfare Plan AftwneUves
1 October 28, 1988
Scenario I i Scensdo R Scensrso III
WON EMn+Onta (low Budget) (Mixed Approach) (Tum•Key) Comments
AAU
jor
1. Develop Issues k Objectives OUT OS&T DS&T
2. Assess the Denton Transportation System DS&T L"T
` 3. Data Collection. Inventory fir 1989 Povulation 117,050 DS&T 100 TuMy ;~o~tu Pop. I
1. Prepare Year 7010 Growth Estimates 8!i ODr/D58rT 8S lOSIrT o Ckyto tlcj to
;br.i 8i7;' Y Par pa
S. Qefine Facility Deficiencies of Existing & In growth estimates
``a matted Roadways DSkT DSOT and darts entry
6. Forest Travel 0 mand Model (Compatible
w/SDHPT NC OG)
Trans Plan Model
~i 7. Identify Alternatives to Meet Deficiencies
8. Develop Thoroughfare Plan A Standards
9. Analyze Facility Staging & Funding Standards
10. Review Transit Options
11. Condu 4t public Mtetfn s: PI n Lng Commission
k City Council , SOHP~, COGInton Co., etc. 81,000 81,000 0 8 Meetings
12. Prepare Final Documentation k Plan DS&T DS&T
12a. Report fir Plan Reproduction 811500 11,500 0 200 Copies of plan
Study Durstlon 12 Months 8 Months 7 Months
DtShaso, Starch 4 Tong,lnt. Estimated Fee 157,500 171,500 885,000
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DENCO AREA 9-1-1 DISTRICT
1660 STEMMONS FREEWAY
SUITE 295
LEWISVILLE, TEXAS 75067
(214) 221-0911
April S, 1989
Mr. Lloyd Harrell I
City of Denton
215 E. McKinney
f Denton, TX 76201
i
Dear Mr. Harrell
Enclosed is the proposed 1988-1989 Budget for the Denco Area 9.1.1 District. Our
District is governed by Vernon's Annotated Texas Statute 1432e which states:
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Under the direction of the board, the director shall prepare an annual budget that
must be approved by the board and then presented to the commissioners court of
each county in the district, the governing body of the most populous city (if the
district has a city meeting the definition of this term), and the other participating
jurisdictions in the district for final approval. For approval, the commissioners court
of each county, the governing body of the most populous city, if any, and a majority
of the remaining participating jurisdictions must approve the budget. In like
manner, all budget revisions must be approved by the board, each commissioners
court, the most populous city, if any, and a majority of the remaining participating
jurisdictions.
A public hearing on the budget will be held April 20, 1989 at 7:30 p.m. in the Denton
County Courthouse-on-the-Square. Your comments and input are Invited, After the public
hearing, the board of managers will adopt the budget and set the fee rate. The adopted
budget will then be sent to Denton for approval by the Denton city council.
t Denco Area 9.1.1 District was established August 8, 1987. Staff was hired April, 1988.
The enclosed budget reflects a partial year's operation. Being a new entity, the District
did not have sufficient historical costs data; therefore our accountant advised us to operate
in a conservative expense posture while this budget was formulated. Future budgets
representing a fiscal year of October 1 through September 30 will be presented in a timely
manner. The board of managers and task force members have reviewed this budget.
P ttlY.l 91'.Y.
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April S. 1989
Page 2
The board of managers of the Denco Area 9-1.1 District look forward to providing
Enhanced 9.1.1 service to Denton County residents. If you have any questions or need
any clarification on this matter, please contact me or our executive director, Marilynn Milor
at (214) 221.0911. You will receive the finalized budget for your approval soon after its
approval by the board of managers,
Yours truly,
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George "Rand Corbin
Chairman, Board of Managers
Denco Area 9.1.1 District
Enclosure
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DENCO AREA 9-1-1 DISTRICT
1660 STEMMONS FREEWAY
SUITE 295
LEWISVILLE, TEXAS 75067
(214) 221-0911
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April 20, 1989
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Mr. Lloyd Harrell
City of Denton
215 E. McKinney
Denton, TX 76201
Dear Mr. Harrell, ;
Attached please rind the corrected copy of the 1988.89 proposed budget. ?ages 9 1
and 10 have been corrected to reflect accurate figures. Line items for the advertising
expense did not print. The $2,000.00 for the contract attorney was mistRenly omitted.
The line item labeled subscriptions was in error by $173.00 and the line item labeled
j membership was $70.00 in error. These errors have been corrected.
1 regret any incon•tience this may have caused. If you have any questions, please
feel free to contact me.
Yours truly,
Mari n Mdor
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DENTON COUNTY AREA
9-1-1 DISTRICT
PROPOSED BUDGET
i FOR
1988-1989
AND
FINANCIAL PLAN
s 1989-1993
1660 S. Stemmons, Suite 295
Le .
wisvyite, Texas 75067
(214; 221-0911
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TABLE OF CONTENTS
Executive Summary 1
Growth Assumptions 5
Revenue Model ....................................b
Line Item Expenditures 7
Program Budget 11
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DENTON COUNTY AREA 9-1.1 DISTRICT
1988.1989 PROPOSED BUDGET
Dear Board of Managers,
Enclosed for your review Is the pro; oscd Annual Operating Budget for 19884939 fiscal year for the Denco Arca
9.1.1 Disttlct. nis budget Is submitted a. the rate of 3% service fee. Highlights of the budget hre as follows:
LQpncl Costs Include adding another full time position of Public F,lucatlon Director to assist with the PSAP
training of all all-takers, and the tremendous publicity thal needs to be accomplished before and after cul-over. ~a
We have also budgeted for two part-time personnel to assist In the implementation process as needed. Salaries
are bated on a pay for performance system. Merit increases or 4% have been Included for alt personnel for
budgetary purposes only.
Supplies and Material includes costs for operations of the District.
Contract Services allows 20 additional hours 6100/hour for our attorney to review the contracts between the
telephone companies and the District. The law requires an annual audit. The maintenance on equipment covers
E the copier and computer equipment. The budget contains $15,000.00 for financial and telecommunication
consultants to assist the District.
Lease Payments Include the monies due this first year or our office lease. We have had free rent from August,
1988 unlit March, 1989.
j Professional Development includes au!o allowance for Executhe Director, Data Base Manager, and Public
Education Director. The travel allowance Includes the Spring and Fall Texas Emergency Number Association
meetings (1 people), the annual National Emcrgcnry Number Association amyentlon (4 rcoplc), the annual i
Associated Public-Safety Communications Offcers conference (4 people), and the State Advisory,Commisslon on
9.1.1 meetings.
Membership and Subscrlkiinris include membcnhlps in National Emergency Number Association, Texas Emcrgency I
Number Assoelarion, and Associated Public-Safety Communlcalions Officers. The District subscribue to area
newspapers.
L& uatlon is a must, 11 Is hoped that the private sector an offset some of these costs. We want to Involve
the area schools, colleges and community groups to assist with public education. Films and malerials can be
purchased from existing Districts and the Mate Advisory Ormml%lon.
Rural Addressintt program is not funded In this budget.
Revenues for 198&89 have been estimated baud on growth factors provided by the telephone companies.
Revenues reflect recent ruling from the Public Utility commission reducing the base rate MOTE Southwest, Please
all me if you have any questions, or you wish more specific Information for your review.
I I
i Yours truly,
A 0' L' A
Marilynn MAot/
Executive Director
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4 SUMMARY
REVENUE/EXPENDITURE PROJECTION
FOR FISCAL YtEAR 1988.89
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Fund Balance October 1, 1988 $ 248,092
Projected Fee Revenues . $ 526,316
Projected Interest Revenues 17,366
Total Revenue $ 543,682
Estimated Operating Expenses < 187,143 >
Fund Balance Prior to Capital Expenditure
or Financing Activities $ 356'539
` Resources Committed to 9.1.1 System Aquisition
for 19,V.-1989 year <573,441>
Projected Fund Balance at September 30, 1989 $ ~l,jQQ
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REVENUES
FOR FISCAL YEAR 1938.89
General Telephone $ 443,923
Southwestern Bell 53,992
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Lake Dallas 10,324
CENTEL 13,291
Muenster _ -11
i rotal S 521,547
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Less current Receivables <94,307>
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Plus Prior Receivables -.22M
f 66 Days in Receivables
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I~ Total Budgeted Service Charges $ 526,316
Interest Income _ 17.36ti
I Total Budgeted Revenues S3S43.G82
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EXPENDITURES
FOR FISCAL YEAR 1988.89
Expenditures
Salaries 96,140 I
Benefits (22%) 1L3f~~
Total Personal Services $98,014 1
/ Supplies & Materials 6,110 ,
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Contract Services 40,523
Professional Development 12,610
Advertising 9,625
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Insurance 930 V
Lease Payments $,201
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$176,013
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Capital Expenditures
Office Furniture & Equipment ..CIA
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Total Expenses
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FINANCIAL FORECAST
I s 19EARDO61I OF ACCESS LINES
IY PHONE cOMPANY 4 CIf f
(9 MOMIMf1
191166 196669 1969.90 1990.91 1491.92 1992.93 AVG
ACTUAL PROPOSED PROJECTED PROJECTED PROJECTED PROJECIED GRONIN
GENERAL TELEPHONE
CARIOLL1014 - DENTON CO 17,399 19,106 20,906 23,561 26,295 29,555 11.16%
CARROLLUM • 0/f CO. 21,166 21,229 23,406 25,156 27,011 26,743 6.29%
LENIM M 27,54F 29,106 33,025 31,353 41,354 45,1n 10.40%
DENYON 19,637 41,461 43,113 45,075 47,O$S 49,175 4.301
TOTAL 105,971 112,524 120,642 131,167 141,661 152 ,648 1.57%
(OUT MNE STERN SELL
CELINA 1,131 1,16► 1,266 1,323 1,519 1,431 6,91%
1 PROSPER 791 640 663 914 092 1,115 7.11%
! AUIREI 1,565 1,672 1,737 1,792 1,662 1,045 4.16%
FRISCO COLONY ' 6,764 6,990 7,22% 7,460 7,756 5,119 3.66%
FRISCO ism ' 2,206 2,465 1,641 2,M14 3,139 3,474 6.62%
FRISCO 1,11111 ELM ' 1,516 1,566 1,664 1,766 1,692 2,026 5.91%
ROAWXI/TPOPMY/C"TY 6,913 7,159 1,622 1,003 6,403 6,623 5.00%
4,649 S.00%
CARROLLTON ..5 .799. ....1.969 ....4.166 . ....4 .)9! . ....4.616 . .
TOTAL 14,617 ?5,970 27,226 16,501 30,041 31,766 5.06%
! LARE DALLAS 4,020 4,100 4,162 4,266 4,351 4,436 i.DO%
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CEMTEL
SAMPAN 2,357 362 2,411 2,445 2,491 1,537 1.46%
PONOEA $20 525 $32 SAO 546 $56 1.35%
{ %RIJM 1,136 1,291 1,345 1,401 1,466 1,536 4.41%
I
IGIAL 4,115 4,196 (,166 4,391 4,SD? 4,619 2.36%
MUENSTER 6 6 6 6 6 6 0,00%
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GRAND TOTAL 136,929 146,796 156,344 166,332 410,566 193,509 ?.IS%
.11...119 ala1111aa 6416a111a ,211fa611 a161211aa 6,2121116
the city of IrIleO f4 not a port of the Olltrfet, thIAS 111 thl 114ANI of lht
flrvlnS anent eHtee.
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DEMCO AREA 9.111
IINARCUL tOREUST
REVEwIIE NODEI
19 Now IRSI
1967.18 1066 d0 1960.90 1000.91 1994.02 1002.93 AVG
ACIUAC PROPOSED PROJEC110 P10JEC110 PROJtC1E0 P10JCCII9 GROYIN
A W ACCE91 UMEI
GENIIAL IELIPNONE 105,971 1121524 t20,d42 119,161 141,661 152,646 7.921
10100U(MIM /Ell 24,61? 2S.970 27,226 26,501 30,041 31,266 5.161
FAME DALLAI 4,020 4,100 4,162 4,266 4,351 4,436 2.001
U"It 4,115 4,106 4,216 4,301 4,507 4,629 2.47%
PLUM E 6 6 6 6 6 6 O.D01
TOTAL 116,979 146,196 156,344 166,132 160,566 193,509 ?.154
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HEIM CNANOE
MORAL ttLIPWWI N;A 6.16% 7.21% 6.121 6.02%
t0U11MINIM FILL 9/A 4.64% 4.6111 4.681 5.40% 5.621
UMI DALLAS M/A 2.00% 2.03 2,DO% 2.00% 2.001
CINIFL N/A 2.0211 2.14% 2.401 2.642 2.?1%
KANS114 M/A 0.00% 0.00% 0.001 0.001 0.001
AVINACI 5.661 6.501 1.6111 7.261 7.161
AVG U411 AEVtWM I11101E ADJI
UNEIAL t14IPN0NE 4.45 4.47 4.<5 4.45 4.45 4.45 0.001
IOUM411100 H U ?.31 2.37 237 2.1% 2.35 2.35 0.001
LAMt CALLAI 2.14 2.64 2.04 2.14 2.64 2.84 0.002
COMM 1.57 3.11 3.5? 3.77 5.17 3.57 0.09%
IEJENIIIR 3.24 3.26 3.24 3.24 3.24 3.24 0,001
AVINACI 3.9? 3.77 3.11 3.14 3.35 3.16 •1.421
In AOJUI111ER1 00tM/ 1 •11.151 6 12 12 11 12
10111 LEE )MCOIQ
OENERAt 11UP00NE 314,030 441,921 445,229 484,011 522,873 563,141 6.14%
IOUIIAAI1111M Hit 17,004 71,992 52,971 $5,432 58,421 61,822 3.44%
LIME DALLAI 11,429 16,!24 9,811 10,041 10,249 10,414 0.311
C1111El 11,052 11,291 12,609 13,004 13,146 13,109 0.161
KNO&TtA II I? 16 16 I6 16 0.671
101AL 413,513 521,S1? 520,146 l62,S11 604,911 649,316 5.631
t115 CUBA. RECEIYAIIIt (00,021) (94,1017 (94,1621 (101,?25) 1100,161) 4111,4165
PLIJI PMIOR RICIIVAIItt 0 99,073 94,301 94,162 101,125 100,381
DATE IM RECEIVAILI 66 66 66 66 66
TOTAL MONO IECI 114,436 526,116 520,601 $55,004 1t?,255 641,311 1,061
tMttA111 MORE 3,440 11,366 42,124 6,115 9,367 51461 •49,40%,
IOtAL "OEIEO NEVEM11tI w j'% lA3,60 563,215 SS1,941 60?,419 646,198 4.441
4591045111 450,111914 111114trn 91pH1r,4 459119101, 0114/11111
6
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LINE ITEM EXPENDITURES
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FINANCIAL FORECAST
EXPENDITURE MCOEL
19 "MIMS)
1987.88 1988-89 1969.90 1990-91 1991-92 1992.93 AVG
ACTUAL PROPOSED PROJECTED PROJECTED PROJECTED PROJECTED 0004TH
EMPENDITURES1
SALARIES
EXJCUTIVE DIRECTOR 0 36,760 60,176 41,783 43,454 45,193 3.91%
DATA WE MANAGER 0 24,160 25,126 26,131 27,177 26,264 4,00%
PUBLIC E0.1TRAINING 0 1,661 20,067 20,870 21,704 22,$73 4.00X• '
SECRETARY 0 17,833 16,055 16,695 17,363 18,057 0.31%
f CONTRACT LA80A 0 1,720 1,720 1,500 1,500 1,500 •3.36%
OVERTIME PAY 0 2,000 5,000 1,000 1,040 1,082 4.00%4
TOTAL SALARIES 29,692 66,140 108,142 107,979 112,238 1%,60 2.5w
MI MS • L11E, AD90 0 5,063 6,582 8,556 11,123 14,460 30.00%
EENEPIIs • RETIREMENT 0 5,099 5,401 S, 399 5,612 5,833 3.42%
i FICA EXPENSE 0 1,220 1,568 1,566 1,621 1,692 8.52%
FUYA EXPENSE 0 168 224 224 224 224 7.46%
SUTA EXPENSE 0 324 432 432 432 432 7.46%
.
701AL PERSONAL SVCS 29,692 98,014 122,555 124,156 131,256 139,309 9.19%
j
j OFFICE SUPPLIES 4,361 2,806 2,946 3, OA 3,187 3,314 4.25%
PRINTING 0 1,000 1,040 1,082 1,125 1,170 4.00%
POSTAGE 0 1,804 1,876 1,DS1 2,029 2,110 4.00%
MAPS S MATERIALS S7 Soo 500 Soo $00 Soo 0.00%
TOTAL SUPPLIU 6 MAT. 4,418 6,110 6,362 6,597 6,641 7,004 3.80%
I
LESIL SERVICES 3,697 10,500 11,000 11,440 11,898 12,374 4,19%
ACCOUNTINO 0 5,051 5,303 5,568 5,647 6,139 5.00%
PROFESSIONAL AUDIT 0 3,000 5,1S0 3,308 3,473 3,6N 5.00%
OUTSIDE CONSULTANT 0 15,000 O 0 0 0 M.M.
PSA► TRAINING 0 0 1,331 1,111 1,496 1,585 N.M.
IOUI ME NY MAINTENANCE 0 1,680 1,95$ 2,033 2,Its 2,199 4.00%
AURAL ADDRESSING OROJ. 0 0 0 0 0 0 N.M.
IELEPROME IERVICE 1,061 5,092 3,2% S,s08 $,726 S, 057 4.00%
TOIAL CONTRACT IVCS 4,764 40,323 28,036 29,261 30,556 31,901 4.401;•
1 AVID ALLOWANCE 1,979 6,500 6,760 7,030 7,312 1,604 4.00%
PAC7ESJIONAL MEETINGS 3,237 5,260 5,523 5,799 6,089 6,394 5.00%
f MEMBERSHIP 222 400 416 400 Wo 400 0.005
IUIICRL/11owf O Aso 464 487 506 $26 4.00%
:
TOTAL PRoP11sIONAL DO 5,434 12,610 13,167 13,716 14,307 14,925 4.301
CLASSIPIEO 1,568 Soo Soo 520 $41 562 2.97%
PROMOTIONS/PUBLIC INFO 0 9,125 20,000 10,000 10,400 10,816 4.34%
101AL ADVERIJ51110 1,S68 9,625 20,500 10,520 10,941 11,318 4.27%
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DENCO AREA 4-1.1
FINANCIAL FORECAST
EXPENDITURE MODEL
(9 MONTHS)
1967.88 1968-69 1989.90 1990.91 1991-92 1992.93 AVG
ACTUAL PROPOSED PROJECTED PROJECTED PROJECTED PROJECTED GROWTH
LIAIILITY/PROPERLY 0 705 740 777 816 857 5.00%
ELECTRONIC EQUIPMENT 0 150 ISIS 164 170 177 4.22%
AUTO LIAStLItY 0 75 77 82 85 89 4.37%
TOTAL INSURANCE 604 930 977 1,025 1,071 1,123 can
LEASE PAYMENTS • OFF, 264 8,201 16,850 17,524 18,225 18,954 4.00X•
LEASE PAYMENTS • EOUIP 0 0 1,000 1,040 1,082 1,125 4.00%'
II, TOTAL LEASI PAYMENTS 264 $,?DI 17,850 18,564 19,307 20,079 4.00%f
CAPITAL PURCHASE
OFFICE TURN E EOUIPI 22,842 11,130 $,000 1,000 1,000 1,000 0.00X'
TOTAL 7ERATSOMS E9, 766 187,143 210,246 204,644 215,279 226,809 4.92%
•vavao• u•of •faof u.......2 case affo• sft uaf •~f •vfafv as
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OENCO AREA 9.1.1 DISTRICT
LIME IIEN EXPENDITURES
1988 • 1989 BUDOEF
OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY NARCM APRIL MAY JUNE JULY AUGUST SEPTEMBER
EXPENDITURES:
SALARIES
EXECUTIVE DIRECTOR 3,167 3,167 3,167 3,167 3,167 3,167 3,291 3,293 3,293 3,293 3,293 3,293
DATA RASE MANAGER 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,050 2,080
PUBLIC FDUCAIION O 0 0 0 0 0 0 0 0 0 0 1,667
SECRETARY 1,500 1,500 1,500 11500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,313
CONTRACT LABOR 0 0 0 0 0 0 0 0 430 430 430 430
OVERTIME PAY 0 O 0 0 0 0 250 250 Soo Soo Soo
TOTAL SALARIES 6,667 6,667 6,667 6,667 6,667 6,661 6,793 7,043 7,A» 7,123 7,003 9,303
BENEFITS • LIFE, AD4D 0 336 632 437 437 Al? 437 417 437 437 437 $97
j BENEFITS • RETIREMENT 395 395 395 395 39S 393 402 411 442 457 462 550
FICA EXPENSE 94 94 94 94 9i 94 96 1DO 106 110 111 132
{ PUTA EXPENSE 168 0 0 0 0 0 0 0 0 0 0 0
j SUVA EXPENSE 324 0 0 0 0 0 0 0 0 0 0 0
I TOTAL PRISON At ffAV1CEf 7,644 7,494 7,748 7,593 7,50 7,593 7,724 7,997 8,454 8,727 0,013 10,583
I i
OFFICE SUPPLIES 100 312 144 250 2so 250 250 250 250 230 2so 250
PRINTING 0 0 200 0 200 0 200 0 200 a 290 0
POSTAGE 354 0 200 25o 0 250 0 2so 0 250 0 250
NAPS S NAIERIAIS 0 18 482 0 0 0 0 0 0 0 0 0
101AL SUPPLIES d NAMIA 454 330 1,026 500 ASO Soo ASO Soo 450 Soo 450 500
MAL SERVICE! SOO Soo 750 750 750 750 750 750 1,250 1,250 1,250 1,250
ACCOUNTING 430 321 430 430 430 430 430 430 430 430 430 430
PROFISSIONAI AUDIT 0 0 0 a 0 0 0 0 0 0 0 3,000
OUTSIDE CONSULTANT 2,000 2,000 2,600 3,500 2,000 1,000 1,000 900 0 0 0 0
PSA► IRAINTNO 0 O 0 0 0 0 0 0 0 0 0 0
EOUIPMEYI MAINTENANCE 0 1,880 O 0 0 0 0 0 0 0 O 0
RURAL 0011 SING ►ROJECT 0 0 0 0 0 0 0 0 0 0 0 0
IELEPNC111 SERVICE 415 427 425 425 425 423 425 425 625 425 425 425
I' TOTAL CONTRACT 11MCES 3,345 3,128 4,205 5,105 3,605 2,605 2,605 2,505 2,105 2,105 2,105 5,105
{ - AUTO ALLOWANCE 600 ADO 400 400 400 too 6SO 650 650 650 650 650
PROFEf11ONAL MEETINGS 0 660 0 0 0 0 600 0 2,000 0 2,000 0
MEMBER 5"I► 0 100 0 33 33 36 33 33 33 33 33 33
SUN SCRIP11045 0 83 38 38 38 36 36 36 36 36 36 37
TOTAL PRO4E9310NAL DEVIL 600 1,243 438 471 471 Alt t,310 719 2,110 719 2,719 720
9
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OENLO AREA 9,1.1 ol STRICT
LINE ITEM EN9E1101IIMES
1968 • 1969 BUDGET
III TUNE 2U11 AUGUSI SE PIEMBER
OCIOSER NOyi:MBER DECEMBER JANUARY FEBRUARY MARCM APRIL MAY
0 0 0
na 2sD
0 9.00
a o p D °
'Cl AS51F ttD p 0 o ...O. ••••a
PECM°IIcwSJPUBLIC INFORM 125 0 250 250 0 9,000
0 0 0
rL 525
SO1AL ADVERTISING p 0 0 p 0 0 0
300 0 ° 0 0 0 0 0 r
0 0 0 p 0
405 ` L1ANItITY/PRCPERtY CpITE ISO 0 0 0 0 °
I
I ELECTRONIC EOU IPNENi 75 0 0 p 0 ••••O' '•"0. ....D.
I Auto IIABiI{1r ....0 a.
630 0 300
101AL INSURANCE 0 0 62T 1,159 1,159 1,159 1,1590 5,169 1,7b9
0
0
~ LEASE PAYMENTS OFFICE 0 0 0
0 0
LEASE PAYMENIf toUIPME 0
I ..-'O O .....0. .....0. p 82T 1,159 1,159 1.159 {,159 1,569 1,56
IOTAt LEASE PAYMENTS
0 0 p 6,T60
600 0 0 0
CA►11A1 PURCHASE 716 0
I,A2S
orrlcE rwNlsNlwcs E eauIPMEKI o
13,,tA1 13 , 210 1S,A56 !6,077
530 1f
13
101 AL EXPENSES 12,67T 1S,742 SA,10~ ,669 52,719 11,99? 13,261
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PROGRAM BUDGET
1989-90 FISCAL YEAR
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DENCO AREA 9.1.1
PROGRAM BUDGET ALLOCATION
1989.1990 PROPOSED
AOMIN/ LEGAL/ DATA BASE COMMW I I Y PSAP
EXPEND T TUB E S: MGT FINANCE MGT EDUCATION TRAINING TOTAL
SALARIES
EYFCUTIVE DIRECTOR 28,123 4,018 604 7,232 0 40,176
DATA /ASE MANAGER 0 0 23,870 !,256 0 25,126
PUBLIC ED./TRAINING 5,011 0 0 12,040 3,010 20,061
SECRETARY 8,027 0 2,418 4,013 1,605 16,053
r
CONTAACI LABOR 0 0 1, 7i0 0 0 1,720
OVERTIME PAY 2,500 0 1,250 1,250 0 5,000
TOTAL SALARIES 43,666 4,018 30,051 25,791 4,615 108,142
BENEFITS • LIFE, WO 3,019 0 1,602 1,868 93 6,562
BENEFITS . RETIREMENT 21224 0 1,316 1,761 106 5,407
FICA EXPENSE 645 0 455 393 7S 1,568
FUTA EXPENSE 92 0 59 73 0 224 i
I SUTA EXPENSE 176 0 125 129 0 432
S y
TOTAL PERSON-). SERVICES 6,158 0 3,557 4,224 274 122,35S
OFFICE SUPPLIES 1,768 0 389 $89 0 1,946
PRINTING 1,040 0 0 0 0 1,040
POSTAGE 1,668 0 188 0 0 1,876
MAPS 6 MATERIALS 0 ..0. .....Soo. .......0. .......0. .....S00
TOTAL SUPPLIES 8 MATERIALS ........0. 0 1,277 589 0 6,362
LEGAL SERVICES 11,000 0 0 0 0 11,000
ACCOUNTING 5,303 0 0 0 0 5,303
PROFESSIONAL AUDIT 3,150 0 0 0 0 3,150
OUTSIDE COVSUITANf 0 0 0 0 0 0 J
PW TRAINING 0 0 0 0 5,331 1,331
EQUIPMENT MA WF.NANCE 1,369 0 586 0 0 1,95$
RURAL ADDRESSING PROJECT 0 0 0 0 0 0
TELEPNDNE SERVICE 3,111 0 1,050 I'm 0 5,296
TOTAL CONTRACT SERVICES 23,999 0 1,645 1,060 1,331 28,035
AUTO ALLOWANCE 2,500 0 1,410 2,350 SOO 6,760
PROFESSIONAL ME[TINGS 5,523 0 0 0 0 5,523
MEMBERSHIP 416 0 0 0 0 416
SUILCR iPTI0M1 468 0 0 0 0 468
1
I TOTAL PROFESSIONAL DEVELOPMENT 8,907 0 1.410 2,350 S00 13,16?
CLASSIFIED S00 0 0 0 0 S00
PPOWIONS/PUBLIC INFORMAL 0 0 0 14,000 6,000 20,000
Tool ADVERTISING 500 0 0 14,000 6,000 20,500
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DENCO AREA 9.1.1
PROGRAM BL06ET ALLOCATION
1989.1990 PROPOSED
ADMIN/ LEGAL/ DATA BASE COMMUNITY PSAP
EXPENDITURES: MGT FINANCE MGT EDUCATION TRAINING TOTAL
SALARIES
LtASILtTY/PROPERTY CONTENTS 444 0 148 146 0 740
ELECTRONIC EQUIPMENT 95 0 32 32 0 ISIS
AUTO LIABILITY 17 0 16 16 0 79
TOTAL 111WRANCE 586 0 195 195 0 971 ,
LEASE PAYMENTS • OFFICE 10,110 0 3,370 3,370 0 16,450
^ LEASE PAYMENTS • EQUIPMENT 600 0 2DO 200 0 1,000
1
TOTAL LEASE PAYMENTS 10,710 0 1,570 7,570 0 17,850
CAPITAL PURCNASE
j OFFICE FURNISHINGS E EOUIPMEMI 0 0 0 810 200 1,000
I
I TOTAL EXPENSES 79,570 19,453 31,669 53,105 7,531 210,246 I
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CAPITAL EXPENDITURES
FURNITURE AND EQUIPMENT
1988 • 1989
FURNITURE
2 File Cabinets $300
3 Bookcases @ $111 $600.00
1 Desk with return 333.00
1 Chair 800.00
2 Printer stands @ $189 350.00
1 378.00 '
$2,461.00
EOUIPb1ENT
1 Overhead projector $601 Slide projector .00
1 Slide stand and screed 500.00
1 Sync recorder 250.00
1 Lens for slide projector 200.00
f Slides and cases 70.00
,
I Portable television 100.00
370.00
1 Video cassette recorder
1 35 mm camera 500.00
Film 350.00
Film and slide processing 300.00
429,00
Computer for public education
Printer 41500.00
Sdp 0
j TOTAL FURNITURE & EQUIPMENT
~ $11,130.00
TOTAL CAPITAL EXPENDITURES
$11,130.00
I
13 1
PROGRAM BUDGET
ADMINISTRATION
PURPOSE/OBJECTIVE:
Denco Area 9-1.1 District is the governmental entity created in the Denton County area
to implement and administer an enhanced 9-1.1 system. The creation of the District '
was was approved by the voters of Denton County on August 8, 1987.
DESCRIPTION OF PROGRAM:
Network includes: 33 cities, unincorporated areas of Denton County, 23 police
departments, 20 fire departments, 2 ambulance companies, and S telephone companies.
' Enhanced 9-1-1 is:
A computerized network that automatically ties a location to a name and
telephone number
Routes this information to the proper PSAP
- Displays it on a screen
- Enables better emergency response
Keep city boundaries, streets, telephone numbers, and proper emergency response
agu -tes current and accurate to determine coverage for entire District, and achieve time
lines.
SUMMARY OF RESOURCES:
' District staff
' Coordinators fron, each community
' Five telephone companies
' Multiple computer systems
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PROGRAM BUDGET
ADMINISTRATION
Page 2 or 2
GOALS FOR 1988-89:
• Provide information to improve emergency response services to Denton County residents
by 4th quarter.
• Establish Advisory Committee by 3rd quarter.
* Establish Public Safety Users Committee by 3rd quarter.
ALTERNATIVES FOR PROVIDING THE PROGRAM:
i
• Citizen must determine the proper 7 or 10 digit emergency numbers of the proper
responding 23 police departments, 20 fire departments, and EMS/ambulance providers.
CONSEQUENCES OF NOT FUNDING:
f
• No enhanced 9.1.1 system.
i
EXPECTATIONS OF FUTURE NEEDS:
• As cities and populations grow, more PSAP's will be added. The District will become
involved In providing Regional 9-1.1 service through the Council of Governments and
state mandates.
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PROGRAM BUDGET
LEGA1 1NANCE
PURPOSE/OBJECTIVE:
' To insure District complies with all legal and statutory requirements.
' To insure District operates in fiscally responsible manner.
SUMMARY OF RESOURCES:
' Retair, CPA for accounting and financial advice.
' Retain attorney for legal advice.
• Utilize financial planning consultant.
GOALS FOR 1988-89:
I '
1
' Negotiate contracts with telephone companies to provide 9 1•1 service by 41h quarter.
' Manage resources to maximize return on investments.
ALTERNATIVES FOR PROVIDING THE PROGRAM:
• Hire two staff members to provide this service.
CONSEQUENCES OF NOT FUNDING:
' District may encounter liability lawsuits as consequr,Le of 9.1.1 emergency call.
• Law requires annual audit,
~I
EXPECTATION OF FUTURE NEEDS:
i ' The District will require ongoing legal and financial expertise. Enhanced 9.1.1 is new
and therefore no case law to establish procedure.
16
t ~
PROGRAM BUDGET
DATABASE MANAGEMENT
PURPOSE/OBJECTIVE:
' To provide automatic identification of callers phone number (ANI), service address
(ALI) and their responsible emergency service provider (ESN).
DESCRIPTION OF PROGRAM:
' Development of comprehensive database consisting of telephone customers, their phone
number, service address and responsible emergency service provider based on
information provided by each authority having jurisdiction.
I ,
' The master database is generated by compiling and maintaining three additional '
databases and enduring the accuracy of data exchanged between four telephone
companies.
' The Customer Record Identification (CRIS) Database is maintained by entering daily
service order changes for new connects, disconnects connects, type of service changes,
new addresses, etc.
' The Emergency Service Number (FSN) Database is maintained by entering changes to
emergency service providers response areas, inter local agreements, annexations, de-
annexations, etc. Determination of responsible Emergency Service Providers is
accomplished th.ougti response district boundary Identification and Emergency Service
Number tag assignment to each customers telephone number.
' The Master Street Address Guide (MSAG) database is maintained by submitting the
telephone company's street listing to community coordinators for their
correction/verifica(ion. This corrected listing is then compared with telephone company
customer records, thus creating a master listing of streets (MSAG) and a corrected
customer record database (CRIS).
i
SUMMARY OF RESOURCES:
' Database Manager, Community Coordinators, Emergency Service Providers, Telephone
Companies and temporary help.
17
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'_0 1-97
PROGRAM BUDGET
DATABASE MANAGEMENT
Page 2 of 2
r
GOALS FOR 1988-89:
• Completion of each database, establish/determine physical address for each resident
within city limits by 4th quarter,
i
I Ensure complete coverage within district by Emergency Service Providers by 3rd quarter,
ALTERNATIVES FOR PROVIDING THE PROGRAM:
• Citizens will be required to stay on the line and give directions to the emergency (basic
911 service). Calls could be traced by the telephone company to determine the callers
service address (only as accurate as the database and a fine consuming process).
CONSEQUENCES OF NOT FUNDING:
• The database is the "heart" of the 9-1.1 system. Enhanced 9.1.1 service is not
achievable without database development and continuous maintenance of its data.
EXPECTATION OF FUTURE NEEDS:
• There is a continual need to maintain the database In an accurate manner.
• Population growth, new customers, disconnects, service changes, district growth and inter.
local agreements between communities and emergency service provers are always
changing.
• There are approximately 1,000 telephone service order changes completed in this district
each day.
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PROGRAM BUDGET
PUBLIC EDUCATION
PURPOSE/OBJECTIVE:
" Adequately educate the public concerning when to use 9.1.1 and how to use 9.1.1.
DESCRIPTION OF PROGRAM: 1
Printed instructional materials for twelve independent school districts, private schools,
and pre-schools.
' Television and radio
• films for public service announcements
j - radio stations, written statements about the proper use of 9- 1.1 for public service
announcements.
' Speaking engagements
' v
' Safety expositions
k
' Mascot developed through contest in the schools
R
f ' Logo's printed for EMS vehicles, uniforms, and billboard;
' On-going user awareness:
• National 9.1.1 Day
9-1.1 Awareness Week
.I Brochures, posters, & coloring books distributed through area grocery stores and
city libraries.
SUMMARY OF RESOURCES:
. ' District staff, colleges and universities, telephone companies, Speakers Bureau on
( 9.1.1, and the State Advisory Commission on 9.1-1.
GOALS FOR 1988-89:
' Enhanced 9-1-1 curriculum in all school district.
i
' Films and public service announcements ready for radio & television.
1
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PROGRAM BUDGET
PUBLIC EDUCATION
Page 2 or 2
ALTERNATIVES FOR PROVIDING THE PROGRAM:
• Enlist lead°rs from community organizations and local businesses to speak on behalf of
9.1-1 at various speaking engagements.
' Solicit maximum support from telephone companies, colleges and universities, and school
district in providing funding for printed materials for schools.
I
• Colleges and universities produce films and radio announcements as good will project.
' Donations from wa businesses to fund radio and television announcements.
I
i ' 9-1.1 staff person to coordinate and organize the various projects. j
I i `1
CONSEQUENCES OF NOT FUNDING: ,
I
' Inadequate publicity leading to the misuse and abuse of the 9.1.1 system.
i
• No publicity.
€ EXPECTATION OF FUTURE NEEDS; I
f • Public education will be ongoing
- Rapidly growing area
Mobility of population
Frequent turnover of university populations
• Small children reaching ages of awareness and ability to use the 9.1.1 system
Changes in the size and ability of the 9.1.1 system.
If j • Additions to the Denton County 9.1.1 District.
1
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PROGRAM BUDGET
TRAINING
PURPOSE/OBJECTIVE:
Provide personnel with proper equipment for training.
' Ensure technological and human aspects of the system function together to provide
service the public has come to expect.
DESCRIPTION OF PROGRAM:
• E9.1.1 interpretation of ANI print out and functions and operations of ANi console and
CRT screens.
1
' Dispatch protection.
E • Crisis type calls.
~ E
' Quality assurance programs.
4 • Peer review board to critique handling of emergency calls.
• Citizen feedback mechanism.
SUMMARY OF RESOURCES:
' Contract with certified instructor.
• District staff.
Emergency service providers.
' Texas Emergency Number Association.
' Association of Public Safely Communications Officials.
' Advisory Commission on 9-1.1.
21
.
PROGRAM BUDGET
TRAINING
Page 2 of 2
GOALS FOR 1988-89;
' Train all call-takers at each PSAP location by 4th quarter.
Establish recommended emergency procedures for handling different types of emergency
calls by 4th quarter.
i
E ALTERNATIVES FOR PROVIDING THE PROGRAM:
' Hire additional staff for training.
' Do no training.
CONSEQUENCES OF NOT FUNDING:
' Public expects immediate service.
F
' Calls may be mishandleJ.
EXPECTATION OF FUTURE NEEDS:
i
' Training will be ongoing
' New personnel
' Refresher for call-takers
' Technology changes
~ 9 4
' Stress management
' Media situations
~ I
Educate citizens
22
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CITY of DENTON / 215 E. McKinney / Denton, Texas 76201
DATED May 18, 1989 ,
TO,. Lloyd V. Harrell, City Manager
FROM; John F. McGrane, Executive Director of Finance
1
SUBJECT; DELOITTE HASKINS AND SELLS
The accounting firm of Deloitte Haskins and Sella was engaged to
perform the audit of the City of Denton in July, 1986. This
engagement was for a three-year period, subject to annual
E approvals by City Council. The fiscal year udited were the
years ending September 30, 1986, 1987 and 1S The contracted
fees for each of these years were as follows$
1986 x'15,500
1987 $41,700
1988 $43,700
k For the fiscal year ending September 30, 1989, we will either
need to extend the current contract or send out requests for
proposals for auditing services. Since the preliminary work on
the audit generally begins in June or July, a decision will need
to be made as quickly as possible.
i
If you need any additional information or have any further
r questions, please advise.
' i
o n P. McGrane
JFM'sjn
4529F