09-17-1987 (City Council) Agenda Packet DATE POSTED 9-14-87
TIME POSTED 4:00 P.M.
AGENDA
CALLED CITY COUNCIL WORKSHOP
THURSDAY, SEPTEMBER 17, 1987
RITA & TRUETT SMITH LIBRARY
800 THOMAS STREET
7:00 P. M.
CALL TO ORDER
INVOCATION
ORDER OF PAGE
BUSINESS REFERENCE BUSINESS
1 Budget workshop with Department
Heads and Employees
7: 15 P. M. Library
7:30 P. M. Police
8:00 P. M. Fire
8:30 P. M. Code
9:00 P. M. Engineering
2 Council Discussion on the 87-88 Budget
3 Adjourn
NOTICE OF A CALLED MEETING
Notice is hereby given that the governing body of the City of Wylie
will meet in a called session at 7:00 P. M. on the 17th day of
September, 1987 in the Rita and Truett Smith Library at 800 Thomas
Street, in the City of Wylie, for the purpose of the above agenda.
ff//:,)
Carolyn nes, ity Secretary
POSTED THIS THE 14th SEPTEMBER, 1987 at 4:00 P. M.
Appendix A
Texas Uniform Budget Law
Article 689a-13. The mayor of every incorporated city, town or village shall serve as the budget
officer for the board of commissioners or council of such city, town or village, except that any
such city or town as shall have a city manager form of government, the city manager shall
serve as the budget officer. Such mayor or city manager shall prepare each year a budget to
cover all proposed expenditures of the government of said city or town for the succeeding
year. Such budget shall be carefully itemized so as to make as clear a comparison as
practicable between expenditures included in the proposed budget and actual expenditures for
the same or similar purposes for the preceding year.
The budget must also be so prepared as to show as definitely as possible each of the various
projects for which appropriations are set up in the budget, and the estimated amount of money
carried in the budget for each of such projects. The budget shall also contain a complete
financial statement of the city, town or village, showing all outstanding obligations of such
city, town or village, the cash on hand to the credit of each and every fund, the funds received
from all sources during the previous year, the funds available from all sources during the
ensuing year, the estimated rate of revenue available to cover the proposed budget, and the
estimated rate of tax which will be required.
If a city or town in this state has already set up in its charter definite requirements which
provide for the preparation each year of a budget of all expenditures of said city and a public
hearing on said budget, then the charter provisions of said city as to the time of public
hearings and the method of preparation of the budget shall govern, provided that when said
budget has been finally prepared and approved, that a copy of said budget, together with all
amendments thereto, shall be filed with the county clerk, the same as this act requires other
budgets to be filed.
Article 689a-14. Said budget so to be prepared by such mayor or city manager shall be filed
with the clerk of such city, town or village not less than thirty (30) days prior to the time the
board of commissioners or council of such city, town or village makes its tax levy for the
current fiscal year, and such budget shall be available for the inspection of any taxpayer.
Article 689a-15. The board of commissioners or council of every such city, town or village,
shall each year provide for a public hearing on such budget, which hearing shall take place
on some date to be fixed by such board of commissioners or council, not less than fifteen
days subsequent to the time such budget is filed [with the city clerk/secretary] and prior to
the time said board of commissioners or council of such city, town or village makes its tax
levy.
Public notice of the hour, date and place of such hearing shall be given, or caused to be given
by such board of commissioners, or council, and any taxpayer of such city, town or village
shall have the right to be present and participate in such hearing. At the conclusion of such
hearing, the budget as prepared by the mayor or city manager shall be acted upon by the said
board of commissioners or council.
The board of commissioners, or council shall have the authority to make such changes in the
budget as in their judgment the law warrants and the best interests of the taxpayers of such
city, town or village demands. When the budget has been finally approved by such board of
commissioners, or council, the budget as so approved shall be filed with the clerk of such
,city, town or village, and taxes levied only in accordance therewith, and no expenditure of the
funds of such city, town or village shall thereafter be made except in strict compliance with
such adopted budget, except that in case of grave public necessity, emergency expenditures
to meet unusual and unforeseen conditions, which could not, by reasonable diligent thought
and attention, have been included in the original budget, may from time to time be authorized
by such board of commissioners, or council, as amendments to the original budget. In all
cases where such amendment to the original budget is made, a copy of the order or resolution
39
of the board of commissioners or council amending such budget shall be filed with the clerk
of such city, town or village, and attached to the budget originally adopted.
Immediately after the adoption of said budget or any amendment thereto, the mayor or city
manager, as the case may be, shall file or cause to be filed, a true copy of said approved
budget, and all amendments thereto, in the office of the county clerk of the county in which said
municipality is situated.
Article 689a•16. In the preparation of the budget the mayor or city manager shall have authority
to require any officer or board of such city, town or village to furnish such information as may
be necessary for the mayor or city manager to have in order that the budget covering the
expenditures of such city, town or village may be properly prepared.
•
40
MEMO
DATE: AUG. 27, 1987
TO: City Manager & Council
FROM: Larry Allen, Fire Chief
SUBJECT: Fire Department Aerial Ladder
Manning and Operation
Fire suppression activities of any fire service organization are those
efforts which are the culmination of hours of training and preparation and are
accomplished through the synthesis of manpower, materials, and equipment
in order to reduce and minimize occurring within the community,
Fire suppression activities, if they are to be most successful, must be
conducted in an efficient and orderly manner within a timeframe after dis-
covery of the fire and prior to "flashover". Flashover is that phenomenon
where all flammable and combustible materials in a room or building are
heated to the point of buring by the heat from the intial fire. In the past
10-20 years, we have seen the timeframe prior to flashover decrease from
as high as 8-10 minutes in the average fire to as little as 3-5 minutes to-
day because of the changing nature of the environment within which we live.
Suppression efforts to combat fire dictate that there be a commitment
if an adequate number of manpower and equipment within a specific response
time if we are to be successful in extinguishing the fire prior to flashover.
Past experience has shown us that to be reasonably successful in this effort,
a minimum of fifteen (15) firefighters on appropriate apparatus (Diagram A)
must be dispatched to every structure fire. Each piece of apparatus and
its assigned manpower also must coordinate and accomplish a varied list of
tasks, even on a single family dwelling fire, if acceptable results are to be
expected.
Specific tasks identified for each piece of apparatus assigned to a struct-
ural fire are identified on Diagram B for the engine companies; Diagram C
for the aerial ladder (truck) company; Diagram D for the medic-rescue comp-
any; and Diagram E for the incident commander.
If we are to be successful in ouRfire combat responsibilities, we are
faced with a simple logistics problem of notifying and relocating manpower
and equipment resources from one or more locations to another within the
City and then integrating their efforts in a unified direction geared to not only
confining, controlling and extinguishing the fire, but also in salvage and loss
prevention of areas and contents not directly involved in the fire. The overall
coordination effort can result in significant monetary loss reduction in damages
A erial Ladder Manning and Operation
July 26, 1986
Page 2
to buildings and content and also lessen the physical, psychological, and emo-
tional harm to the buildings' occupants.
In this regard, the Fire Department is in a critical transistion period
that must be considered with highest regard to maximize our effectiveness in
fire suppression activities and result in minimum loss of life and property
when fires occur within the City of Wylie.
This action plan consisted of both classroom lecture discussion on effi-
cient utilization of available resources in all emergency situations and actual
field exercises in practical application of the principles and concepts of fire-
ground command. As a part of this action plan, a thorough evaluation of
operations and emergency capabilities has been conducted to identify areas of less
than optimum performance. Areas of deficiency were identifed, and operational
procedures were developed or modified to address the specific problem areas.
One area of deficiency still to be addressed is in the area of truck company
(aerial ladder operations).
Standard Company Functions - In addition to non-emergency functions of fire
code inspection, public education, fire hydrant inspection, fire pre-planning,
and training activities, the aerial ladder provides the following emergency
functions:
. Search, rescue, and treatment of building occupants,
. Forcible entry into locked buildings or premises,
. Ventilation of the fire building to allow access for fire suppression,
. Raise ladders for aboveground access,
. Provide access within the structure and check for horizontal and
vertical fire extension,
. Gas, electric, water utility control at an emergency scene,
. Provision of interior lighting and exterior nighttime lighting,
. Operation of elevated master stream devices,
. Salvage of building contents from fire, water, and smoke damage,
. Provision of overhaul in fire damaged areas to check for hidden
fire or subsequent rekindling,
. Extrication of personnel from above or belowground emergencies
(e. g. , water tower rescue and cave-in), and
. Back-up emergency medical services.
Standard Operations- The Fire Department's standard operations should in-
clude the assignment of two engine companies, one aerial ladder and one
rescue company in order to provide for a variety of necessary operations at
an emergency scene. These operations require the arrival of a minimum of
(15) firefighters with ten (10) minutes, at most, or the receipt of an emergency
call if we are to be successful at minimizing loss of life and property.
A erial Ladder Manning and Operation
July 26, 1986
Page 3
I believe in my experience and after a lengthy study of our situation,
the addition of a ladder truck to our firefighting force that the dollar loss from
fire, smoke, and water damage will decrease as much as 1/3 over the last
(5) years, not to mention the value of life safty of fire victims.
My recommendation on this issue is two fold depending on the goal which
is set by the City Council for fire service. If we are to provide the most cost
effective level of service to the entire City, then we must make this addition
to our attack force. Should the Council desire the least costly public funding
for City provided fire suppression service, then the choice would be leave
it and do nothing, and the result would be the higher resultant losses being
transferred to the insurance companies for reimbursment to the property
owners.
The ultimate solution or recommendation is one which must be taken with
full understanding of not only the cost, but' impact on the community. Should
you desire additional information or care to discuss this in greater detail,
please advise of a time which is convenient to you.
L rry a A
lien
DIAGRAM A
MINIMUM STRUCTURAL FIRE ASSIGNMENT
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DIAGRAM B
ENGINE COMPANY FUNCTIONS
at/ * ij *
" TIT a I n r 601,
col
MPAEs
o SEARCH RESCUE AND TREATMENT
o STRETCH HOSE LINES
o PUMP HOSE LINES
o OPERATE NOZZLES
o PROTECT EXPOSED PROPERTY
o CONFINE FIRE SPREAD
o EXTINGUISH FIRE
DIAGRAM C
LADDER COMPANY FUNCTIONS
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17i,AlitV(11%;
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o SEARCH, RESCUE AND TREATMENT
o FORCIBLE ENTRY
o RAISE LADDERS
o VENTILATE
o PROVIDE ACCESS
o CHECK FIRE EXTENSION
o UTILITY CONTROL
o PROVIDE SCENE ILLUMINATION
o OPERATE LADDER PIPES
o PERFORM SALVAGE
o PERFORM OVERHAUL
o EXTRICATION
DIAGRAM D
RESCUE COMPANY FUNCTIONS
APAIL
241.
SUES INS*
A:
o CALLS FOR AMBULANCE
o SEARCH, RESCUE, AND. TREATMENT
o VICTIM TREATMENT
o AID STATION FOR FIREFIGHTER
REHABILITATION
o GENERAL FIRE FIGHTING DUTIES
AS ASSIGNED BY COMMAND
DIAGRAM E
INCIDENT COMMANDER FUNCTIONS
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IL.
o OVERALL RESOURCE COORDINATION
o EVALUATE SPECIFIC SITUATION
o DEVELOP PLAN OF ATTACK
o ASSIGN UNITS AS REQUIRED
o PROVIDE CONTINUING COMMAND OF INCIDENT
o ASSIGN SECTORIZATION, IF REQUIRED
o REVIEW AND EVALUATE ATTACK EFFORTS
AND REVISE, AS NEEDED
o REQUESTS AND ASSIGNS ADDITIONAL
UNITS, AS NECESSARY
o RETURN COMPANIES TO SERVICE AS SOON
AS POSSIBLE
PROPOSED EQUIPMENT AND MANNING PLACEMENT.
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STATION #2 , SOUTH OF TOWN
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To: City Manager and Council
From: Larry K. Allen, Fire Chief
Date: August 25, 1987
Subject: Implementation of a Paid Firefighter/ E. M. T. Service
In recent months it has come to my attention that the Ambulance
Service provided by the city is less than the protessional standard that it
should and could be. After some study of the procedures and watching
the performance of the people providing this service, I have come to this
conclusion and proposal to help bring this service to a standard that we
can be proud of.
To begin with the Ambulance is housed and supervised by the Police
Chief and his staff. Being in this position he should have Emergency train-
ing and Emergency Medical background and he does not, so this puts him
in a position of being in the dark as to what the Ambulance personal are
or should be doing. This was done even though the Police Chief exspress-
ed he did not want this responsibility.
The service of an Ambulance should be placed in the Fire Department,
here the people are trained more for rescue and treatment of sick,trapped
and injured persons. Placement of the Ambulance in the Fire Department
could be done easily and phased in, in a manner that would take a minimun
of cost to start.
Starting with the new 1987-88 budget it could be started and phased in
this manner.
Already having two full time employees, their would be need to hire four
additional people to provide a two person, 24 hour per day staffed Ambulance,
7 days a week, and have no need to carry part-time personal any longer.
These on duty personel could be classified in the city as Firefighter/E. M. T. ,
this would satisfy the state that is now requesting that we start a paid Fire
Department.
Housing for these people could be done at our South Side Station for
about $10, 000. 00, cost to convert part of the station to living quarters. Most
nearly all of work could be done by on duty personal using the time that they
are not on Ambulance call.
Daily duties of these people would consist of a routine of station and
equipment maintance of Fire and Ambulance. Their routine could include
public education of Fire and E. M. S. safety, provide Fire inspections of local
businesses, schools, churches and commercial buildings in our city. This
would increase visibility and public relation of the Fire and E. M. S. service
of the city dramatically.
Fire personnel housed on duty in a station on rotating shifts of 24 hours
on duty and off 48 hours would give faster and more effective response time
to emergency calls and Fire calls; at present time Fire Department runs about
4 1/2 to 6 minutes response time on calls being Volunteer that is good time.
On the other hand the Ambulance does good to get a time of 17 minutes. Their
time needs to be cut to 6 minutes or less because an unconscious person not
breathing begins to have irreversible brain damage and death in 6-8 minutes,
and death 8-10 minutes. A person with severe trama and bleeding can bleed to
death in a matter of a few minutes. This makes the need for better trained,
equipped and supervised Fire/ Rescue personnel very important.
Being a professional Fire/Rescue person for 18 years, I can see the
problems and needs of this problem more than most people, because I am
trained to do so. To help accomplish this task I would volunteer my time
to work with the City Manager staff and Council to do these things and with
only compensation for administration time and expenses incurred doing this
task.
Their had been talk about placing E. M. T. Police officers in our Fire
station to work a shift of 24 hours on duty and 48 hours off duty or as a
Firefighter should do. This can only lead to the being of more Police officers
and still leave our city with out paid Firefighters. It is my opinion that
Police officers can not make good rescue and E. M. S. personal because their
basic training teaches them of crime and accident sense preservation, there-
fore causing them to make a decision of caring for an injured person or
overlooking this to preserve, the same, a decision that no-one should make.
On the other hand fire personnel are trained in their entire training program
and their line of work is centered around helping people, save lives and prop-
erty and in that order only. Saving lives is a Firefighters top most priority
in his job, along with doing public service to the citizens.
I am still working on some figures for pay and expenses for starting
this program using six paid Firefighters and apartial paid Chief to start with
to help curve the cost. I plan to have them for you before budget time.
I would greatly like to meet with Council to discuss further the needs and
advantages of doing this in this manner. I feel I can tell and explain more
in person than I can on paper.
Larry K. Allen, Fire Chief
ATTACHMENT A
CENTRAL APPRAISAL DISTRICT
OF
BOARD OF DIRECTORS COLLIN COUNTY CHIEF APPRAISER
Dr.Leo Fitzgerald,Chairman Room 136 Jimmie C.Honea,CTA,RPA
Anthony Geer,Secretary 1201 W. 15th Street,
Don Higgins Plano, Texas 75075
Larry Jackson
Jack Scott,Jr. 214/423-8802 July 28, 1986
214/542-0306 f
r r
Mr. James Johnson, City Manager D i
City of Wylie n
P. O. Box 428
Wylie, Texas 75098
Re: 1987 Appraisal Rolls
Dear Mr. Johnson,
After reviewing the 1987 Appraisal Roll, an error was found in the certified
taxable value submitted to you on July 24, 1987.
The corrected total certified taxable value for the City of Wylie is
$269,410,786.
The corrected total certified taxable value of property still under protest
to be added to the supplemental roll for the City of Wylie is $5,819,292.
The total value to be used to calculate the effective rate for the City
of Wylie is $275,230,878.
This total includes new property added for 1987:
New Construction $ 33,208,239
New Personal Property $ 3,199,769
Annexation $ -0-
Total New Property $ 36,408,008
Please accept my apology for the incorrect values submitted to you earlier.
Sincerely,
J' mie C. Honea
• Chief Appraiser
JCH/dlw
r
STATE OF TEXAS X
X PROPERTY TAX CODE, SECTION 26.01(a)
COUNTY OF COLLIN X
CERTIFICATION OF APPRAISAL ROLL FOR City of Wylie
•
I, Jimmie C. Honea, Chief Appraiser for the Central Appraisal District of Collin
County solemnly swear that the attached is that portion of the approved Appraisal Roll
of the Central Appraisal District of Collin County which lists property taxable
by City of Wylie and constitutes the appraisal roll for City of Wylie in the amount of
$269,410,786. '
July 28, 1987 �syy9�i /_
'//
nature of Chief ppfralser
Approval of the appraisal records by the Central Appraisal District of
Collin County Appraisal Review Board occurred on the 17th day of
July, 1987.
CENTRAL APPRAISAL DISTRI n
OF UQ4
COLLIN COUNTY
1201 W. 15th Street, Room 136 i a,
Plano, Texas 75075
September 20, 1987 214/423-8802
214/542-0306
Ms. Carolyn Jones, City Secretary
City of Wylie
P.O. Box 428
Wylie, Texas 75096
RE: Annexations
Dear Carolyn:
Per our earlier conversation, the total value of annexations to be used in
your 1987 effective rate calculation is $8,443,332.
Please find attached a copy of the annexations received by our office.
•
If you have any questions, please do not hesitate to contact me.
Sincerely,
b/(72_,
Bo Daffin,
Deputy Chief Appraiser
BD/dlw
Enclosure