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CITY COUNCIL AGENDA PACKET
5/24/94 1
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AGENDA -70
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CITY OF DENTON CITY COUNCIL
May 24, 1994
Special Call Set sion of the city of Denton City Council on Tuesdjy,
May 24, 1994 at 5:15 p.m. in the Civil Defense Room of City Hall,
215 E. McKinney, Denton, Texas at which the following items will be
considered: 5015 p.m.
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1. Executive Session:
A. Legal Matters Under TEX. GOVT CODE Sec. 551.071
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1. Consider
City of legal Denton advise and regarding the xas Municipal between
the Power
Agency.
B. Real Estate Under TEX. GOVT CODE Sec. 551.072
t C. Personnel/Board Appointments Under TEX. GOVT CODE
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2. Receive a report and hold a discussion regarding the Quarterly
Financial Reports.
3. Receive a report, hold a discussion and give staff direction nent regarding policies and procedures
anditerms of officeefor the
part-time municipal judge position
judges of the court of Record.
4, Receive a report, hold a discussion and give staff direction q
I regarding an in Fill Financing Policy.
5. Receive a report and hold a discussion regarding various
drainage projects.
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C E R T I F I C A T E
certify that the above notice of meeting was posted on the
bulletin board at the City Hall of the City of Denton, Texas, o)
the day of , 1994 at
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CITY SECRETARY
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NOTE: THE CITY OF DENTON CITY COUNCIL CHAMBERS IS ACCESSIBLE IN r`1
ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT. THE
CITY WILL PROVIDE SIGN LANGUAGE INTERPRETERS FOR THE
HEARING IMPAIRED IF REQUESTED AT LEAST 48 HOURS IN
ADVANCE OF THE SCHEDULED MEETING, PLEASE CALL THE CITY
SECRETARYIS OFFICE AT 566-8309 OR USE TELECOMKUITI CATIONS
DEVICES FOR THE DEAF (TDD) BY CALLING 1-800-RELAY-TX SO
THAT A SIGN LANGUAGE INTERPRETER CAN BE SCHEDULED THROUGH
THE CITY SECRETARYPS OFFICE. !
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CJTY of DENTON, TEXAS MUNICIPAL BUILDING / 215 E. McKiNNEY / DENTON, TEXAS 76201
MEMORANDUM
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TO: Lloyd V. Harrell, City Manager
FROM: Kathy DuBose, Acting Executive Director of Finance
' DATE: May 20, 1994
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SUBJECT: FINANCIAL COMPARISONS
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I've attached financial year to date i6 month] budget comparisons for the General and
Utility funds. I've also Included explanatory notes for General Fund revenues and
expenditures.
The Utility financial reports are those presented to the Public Utility Board monthly, f;
The Electric utility is presented in adherence with Federal Energy Regulatory
Commission accounting guidelines. Although the current year to date reflects a loss,;
revenues are seasonal and will peak durlnb the summer months. Water, Wastewater
and Sanitation funds are "on track" with each respective budget.
If you need further Information, please let me know.
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GENERAL FUND
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REVENUES
• Ad Valorem Taxes - Delinquent tax collections under prior year due to reduced
based.
• Sales Tax - Revenue growth 11 % over prior year collections to date. Prior year
reflects repeal of the sales tax exemption on residential gas and electric
customers effective January 1, 1993.
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• Franchise Taxes - TU Electric franchise payment is scheduled for August. Solid
Waste franchise was implemented for the current fiscal year.
• Revenue Fees - Recreation and athletic fees are seasonal and should Increase
for spring and summer. Ambulance service fees reflect an increase in the base
rate (from $120 to 5200)
• Fines and Fees - Mowing fees and TWU Police fines reflect increased activity
over prior year-to-date. Swimming pool Inspections are seasonal and will
Increase for spring and summer.
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• Licenses and Permits - Zone permits and petitions reflect increased activity over
prior year-to-date.
Building permits and Development fees reflect growth over prior year.
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• Miscellaneous Revenues - Interest income reflects the drop in rates for late
1993 and early 1994. For new construction, electric and plumbing Inspections
are included in the building permit fee.
• Transfers - Utility transfers are annualized and transferred monthly. Defensive
Driving transfer Is made at the end of the fiscal year and basod on actual
k , activity. Other transfers are made at the beginning of the fiscal year. The
State Signal Grant and DISD DARE contributions are based on actual
reimbursement of expenditures.
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GENERAL FUND y .
REVENUES
• Ad Valorem Taxes - Delinquent tax collections under prior year due to reduced
based.
• Safes Tax - Revenue growth 11 % over prior year collections to date. Prior year
reflects repeal of the sales tax exemption on residential gas and electric
customers effective January 1, 1993.
• Franchise Taxes - TU Electric franchise payment is scheduled for August. Solid
Waste franchise was implemented for the current fiscal year.
• Revenue Fees - Recreation and athletic fees are seasonal and should increase
for spring and summer. Ambulance service fees reflect an increasn in the base
rate (from $120 to $200)
• Fines and Fees - Mowing fees and TWU Police fines reflect increased activity
over prior year-to-date. Swimming pool inspections are seasonal and will
increase for spring and summer.
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• Licenses and Permits - Zone permits and petitions reflect increased activity over
j prior year-to-date.
~J Building permits and Development fees reflect growth over prior year.
• Miscellaneous Revenues - Interest income reflects the drop in rates for late
1993 and early 1994. For new construction, electric and plumbing inspections
are Included in the building permit fee.
• Transfers - Utility transfers are annualized and transferred monthly. Defensive
Driving transfer is made at the end of the fiscal year and based on actual
activity. Other transfers are made at the beginning of the fiscal year. Tho
State Signal Grant and DISD DARE contributions are based on actual
reimbursement of expenditures.
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EXPENDITURES !?err
• General Government -Prior year-to-date reflects salary savings due to vacancy
(Assistant to City Manager).
• Planning - Planning Administration and Building Inspection reflect the merger of
the Community Improvement Division for the 1993-94 fiscal year.
• Finance Administration - Current year-to-date expenditures reflect payment of
accumulated leave pay for Executive Directors resignation 2-1-94.
• Customer Service- Prior year-to-date reflects several months without collection
agency and associated costs.
• Munlclpal Court - Current fiscal year reflects expenses related to
Implementation of Court of Record,
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• Internal Audit - The internal audit expenses were not separated in the prior
year.
• Information Services - Both divisions reflect an Increase in maintenance charges
on computer equipment for the current year.
• Animal Control - Current year-to-date expenses reflect increased costs for
vehicle maintenance and purchase of tools, instruments and supplies.
• library - Current fiscal year costs reflect a change in the structure of personnel
from Support Services to Administration. Adult and Youth services reflect
earlier purchases of capital outlay (books ) for the prior year-to-date.
• Engineering - Inclimate weather delayed Street Patching and Construction for
early 1994. April and May have been much more active.
• Airport - Prior year-to-date reflects an increase in vehicle maintenance costs.
• Fire - Current expenditures reflect a change In structure of personnel for the
move of a Battalion Chief to Administration. Fire Prevention and EMS reflect
current year costs of retirements and the refurbishing of an ambulance (EMS).
• Drainage - Current year-to-date expenditures reflect the elimination of a Service
Maintenance position to fund temporary services at a savings.
f' s' • Contributions to Agencies - Current fiscal year reflects an Increase in funding
over prior year.
• Miscellaneous/Accounting - Current expenditures reflect a savings in insurance
costs.
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GENERAL FUND 1gcndaleem
COMPARISON OF REVENUES
FOR PERIODS ENDING 3/31/93 AND 3131194 ~6{
PRIOR YEAR CURR YEAR CURB YEAR CURR YR % INCR
Y-T-D Y-T-D BUDGET COLL % % DECR
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REVENUE DESCRIPTION 03-31-93 83.31-" 1997-94 OF BUD CYIPY
CURRENT YEAR AD VALOREM 3,987,874 9,027,063 8,907,351 101% 0%
DELINQUENT AD VALOREM 133,393 62,543 200,000 31% -54%
CY - PENALTIES A INTEREST 21,600 27,727 70,000 40% 28%
PRIOR-PENALTIES R INTEREST 38,447 36,495 80,000 464 -5%
TAX COLLECTION FEES 24,915 22,885 80,000 29% -8%
AD VALOREM TAXES 9,208,229 9,176,713 9,337,351 98% 4%
SALES TAX 3,061,167 3,412,924 6,486,578 53% 11%
SALES TAX 3,061,167 3,4N2,01 6,496,578 53% 11%
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FRANCHISE-LONE STAR OAS 270,700 304,188 282,923 108% 12%
FRANCHISE-OTE 65,216 63,678 136,217 47% -2%
FRANC HI SE-SAMMONS CABLE 129,027 140,542 260,000 54% 9%
FRANCHISE-TU ELECTRIC 0 0 39,160 0% N/A
FRANCHISE-SOLID WASTE 062.422 124,845 50% N/A
FRANCHISE TAM 464,943 570,830 843,147 68% 23%
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MIXED BEVERAGE TAX 30,310 32,721 68,000 48% 8%
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' HOTELlM07EL TAX 107,497 110,987 458,000 24% 3% 9
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BINGO TAX 7,476 8,940 11,000 81% 20% }
OTHER TAXES '
1<5,293 152,644 537,000 28% S%
SWIMMINO POOL FEES 35 lot 46,800 0% 189%
CEMETERY FEES 5,050 4,266 9,000 92% 64%
COMMUNITY BUILDINO RENT 11,359 19,456 23,510 833 71%
AIRPORT FEES 31,141 3916W 55,000 72% 27%
REC PROGRAM ACTIVIT Y FEES 3,965 4,550 11,390 40% IS%
I ATHLETIC FEES 2,034 675 3,023 0% -67%
I AMBULANCE SERVICE FEES 100,313 160,469 324,800 49% 60%
} WILLIAM SQUARE PARKINO FEES 111004 11.004 12,264 90% 0%
FIRE INSPECTION FEES 11,890 9,664 26,500 36% -19%
ENG-CHROTOBOND FUND 121,146 130,374 433,000 29% 4%
SUBSCRIPTION-AMBULANCE 3,739 91633 28,060 34% 158%
a REVENUE FEES 301,716 393,852 997,367 39% 31%
WARRANT FEES
24,32'i 25,780 50,000 51% 6%
Ar ANIMAL POUND FEES 28.644 30,223 6200 49% S%
AUTO POUND FEES 21,693 27,630 40,000 69% 27%
1 C ' MOWINO FEES 320 3,440 12,000 29% 975%
f r r POLICE ESCORT A GUARD FEES 91394 8,684 23,000 38% 4%
COURT COST SERVICE FEES 7,425 8,486 25,000 34% 14%
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a ANIMAL CONTROL FINES 2,742 2,921 S,000 S8%
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MUNICIPAL FINES 327,474 304,541 708,200 M% -6%
INSPECTION FINES A FEES lIS 130 800 19% 30%
<p ~I w l~ FIRE DEPT FINES 3,79S 4,426 10,500 42% 17%
I CIVIL FINES 0 3,050 8,000 38% NIA
UNT POLICE FINES
~ t 0,391 12,D45 42,634 28% -11% I
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GENERAL FUND Def0
COMPARISON OF REVENUES
FOR PERIODS ENDING 3131193 AND 3131/94
PRIOR YEAR CURR YEAR CURR YEAR CURR YR % INCR
Y-T-D Y-T-D BUDGET COLL % % DECR
REVENUE DESCRIITION 83-31-93 03-31-W 1993-94 OF BUD CY/PY
TWU POLICE FINES 2,779 3,915 6,000 99% 160%
PARKING FINES 19,959 IV% 54,667 31% -16%
COURT ADMIN FEES 41,593 39,909 68,416 45% -4%
ARREST FEES 39,868 31,731 76,000 42% -20%
RESTAURANT INSPECTION 15,770 12,895 27,000 48% -18%
GROCERY INSPECTION 5,870 4,560 11,600 40% -21%
SWIMMING POOL INSPECTION 160 0 14,240 0% -100%
FOOD HANDLER INSPECTION 18,400 20,000 43,500 46% 9% t
DAYCARE INSPECTION 2,850 3,081 3,131 98% 8%
UNIFORM TRAFFIC
20,806 16,112 41,000 39% -23%
FALSE ALARM FEES 2,525 3,950 5,000 79% 56%
POOL SCHOOLS _ 0 0 1,000 0% NIA
FINES A FEES 616,439 590,408 1,358,708 43% -4%
ZONE PERMITS A PETITIONS 8,113 11,323 21,000 67% 126%
j WINEBEER LICENSES 3,231 3,503 7.000 SOZ 6%
ELEC A PLUMBINO LICENSES 14,297 17,331 19,373 89% 215
VITAL STATISTICS-BIRTH 8,512 1,012 20,000 35% -18%
BUILDING PERMITS 54,263 68,332 97,500 70% 26%
TEMP OAS PERMITS 1,362 1,416 11500 94% 4%
LOADING ZONES 0 1,980 1,000 198% N/A
RIGHT-0F• WAY INSPECT FEES 14,029 8,907 25,000 36% -37% {
CURB CUT PERMITS 2,036 2,039 4,200 49% 0%
MOBILF. HOME LICENSES 10,965 8,411 11,300 75% -23%
VITAL STATiSTICS-DEATH 11,206 10,865 21,000 52% -3%
DEVELOPMENT FEES 13,660 20,910 36,000 38% 53%
SIGN PERMITS 6,515 6,770 15,300 44% 4%
SALE OF DOCUMENTS 2,B83 514 2,200 23% 42%
i PLAN RVW FFES 11,011 10,917 19,000 ST% -1%
CERT OCC NEW 3,452 4,388 7,000 63% 27%
REROOFING FEES 568 400 1,300 31% -30%
REiNSPECTION FEES 105 120 400 30% 14%
VARIANCE FILE FEES 0 200 ISO 133% NIA
LANDSCAPE PERMITS IB 30 540 6% 67%
FENCE PERMITS 853 855 1,600 53% 0%
MECHANICAL PERMITS 51129 5,467 8,000 68% 7%
MOVINO PERMIT8 0 180 120 150% N/A
r' DEMOLITION PERMITS 50 260 ISO 173% 420%
POOL/HOTTUBISPAPERMITS ISO 700 1,200 58% 367%
LICENSES A PERMITS
172,416 199,864 322,035 62% 16%
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GENERAL FUND ;`',dzI;naI2
COMPARISON OF REVENUES a5'~,~y-y Y
FOR PF,RIODS ENDMQ 3/31/93 AND 3/31/94 6 O P
PRIOR YEAR CURR YEAR CURA YEAR CURR YR % [NCR
Y-T-D Y-T•D BUDOET COLL % % DECK
REVENUE DESCRIPTION 03-31-93 03,-31-% 1993-94 OF BUD CYIPY
PARKING METER RECEIPTS 13.010 9,924
ELECTRIC INSPECTION 21,000 17% -24%
f PLUMBING INSPECTION 7.515 61280 15,000 42% -11%
~ 4,769 6,076 15,000 40% -11%
OVERTIME INSPECTION 2.336 72 1,500 INTEREST INCOME 271,673 147,012 450,000 33% 4698
TRAFFIC/POLICE REPORTS 8,711 9,094 18,000
MISCELLANEOUS INCOME 33,831 35,929 75,000 51% 4%
STREET CUTS 98,189 109,910 275,000 40% 40% 6%
CNTY CONTRIBUTION-LIBRARY 50,313 56 11%
CNTY CONTR-AMBULANCE SERV 122,767 ,582 105,726 % 12%
122,41 245,534 30 SO% 0% 1
SMALL CITIES CONTR-AMBUL 12,146 12,1146 01,719 ~
PICK UP ANIMAL CARCASSES 20% 0%
783 1,184 1,679 72% 514
%
C.1,P.ENOINEERINOFEES 825 1,678 1,750 96% 103%
ATTNY LEASE 0 3,750 9,000
42% NIA
MISC. REVENUES 629,178 S22,262 1,295,868 40% -17%
ADMIN TRANSER-ELECTRIC
814,004 911,342 1,922,664
ROl - ELECTRIC 50% 4%
ADMIN T RANS- 1,141,199 1,159,190 2,338,360 30% 2%
WATER 563,904 316,270 632,$40
Rol - WATER
AD,WN 890,%67 567,186 1, tJ4,373 $0% -36%
TRANS - WASTEWATER 0 235,926 471,652 50% NIA
ROl - WASTEWATER 0 484,693 969,386
ADMIN TRANSFER-SANITATION 194,582 192,006 364,012 50% NIA
f TRANS-DEFDRIVWO 0 0 50% -i%
f![ TRANS - FIRE RETENTION 137,000 15,E 0% NIA
TRANSFEP-INSURANCE FUND 123,000 137,000 137'000 100% p%
f TRANSFER-RISK FUND 73.E 75'~ 1~%
TRANSfER-RECFUND 73,009 75,000 73,000 100% 0%
9iATE-S10NALORANT 0 25.000 25,000 100% NIA
0 14.709 14,926 99% NIA
CONTR-DISDDARE 40,135 40,107 55,186 73% -04
TA4.NSFn3 4.049,411 4,208,428 8,11S.339
32% 4%
TOTAL R6VfiNU8 11.64E4E2 19,227,929 29,293,399 66% 3Si
f Wtler Mod W15"ater transfers wera eomblhM rot the proir yen
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OsnERAL FUND o n
COMPARISON OF EXPENDITURES
FOR PERIODS ENDED 3!31!93 AND VJV94 70 l /
t PRIOR YEAR CURRENT YEAR
EXPENDITURES EXPENDITURES CURRENT YRAR PERCENT F (UPFRCUNT OVER
NDER) PRIOR
DSPf YR-TO-DATE YR=fO-DATE BUDGET -
EXPEND10 _ Y-T-D
DEPAR7l/RNT NAME CODE 3/llN3 - 3131/91 FY 9J-94 -
I - - 47.58% 12.17%
0000 227,920 256,568 339,288
OENERALOOVERNMENT
0 0.00% 0.00'%
COMMUNfI°YIMPROVE1~ff1~CC 0013 68,209 0 ;
40.97% 4.85%
0004 185,133 194,225 4h,J34
LEGAL ADMINSSfRATION
36.97%
SOJWB 5OA01 137,422
MUNICIPAL JUDGE 0003
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I 508321 43.09% 8.17%
PL,WNINOADMSNISTRATION OOIS 202332 219,109 223,2b0 509,093 4425% 49.63%
BUILDING INSPECTION 0014 130340
_28,678 29;43 39,470----
MAIN STREET pOtb 49.18% -_1
43.97% 24.06%
381,770 473,614 1,077,084
0
PL4NNIN
132,%
48.01 %
273 21
FINANCEADMPt[SPRATION 0020 113826 111,171 239,724 45.18% 431%
PURCHASING 0021 los;t9 1o9,ts1 46.68% 10.15%
374,179 412,160 882,960
CUSTOMERSERYICE 0022 239383 49.07% 5,1876
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104,501 115,173 j
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0023 6.57%
06% f
TREASURY 2291801
0024 213,631 3.97%
ACCO 43
UNl'1N0 0 ~.5476
0023 35.201 36397 78,640 $33,691 ,
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TAX 333'93s 43.73% 11
MUNICIPALCAUR7 0026 132,304 146,902 P4,66 3&14% _0.00%
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3om 1 7 _ 11.65%
002
AUDIT
F7 2,661356 4350%
~ INIERNN.A 1;12,363
` NANC6 1,085,860
4288% 8.36%
/ 380,738 412369 962,075
~ 1►4FORMATlON5BRVICESAD 0080 296,150 53.14% - 15.03%
314-____--
14 ! AGMINIST1tATIVESERVICES 0091 ___157
136,809 369,943 1258,225 43.30% 10.12%
1NFORNAT(ON SVC 517,547
MUNICIPAL SERVICESI
DEVELOPMENT 0009 81345 188397 1324% Ob4'b
SOA66
ECONOMIC
I 233333 341,610 46,81% 628% I
7 HUMAN RESOURCES 0009 238355
14.65% 5.14%
~ F~r I 63;43 141,639 ' i
44.90% 1021%
ENVI420NMENfALHEALTH. 0036 59,813
►U4;23 255646 -
0039 - 114,861 &S8%
ti a µlM4LCONf130L - 391,485 44.81%
164,038 178,109
BNVIRON. NBALVI 1.91%
131383 125,119 251,696 49.12% -
PARK$ARECREATION AWN 0060
0062 429,042 39.05% 0.4696
431,018 1,103,804
a %
LEISURE SERVICES
46389? X223,0
_ - 39,56% -0.94%
r PARKMAINTENANCE 0063 171,135
1,031,810 1,022,094 2M.VS8
PARKS A RBCRAATION
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FACII. I'17ES MANAGhMF,N'I 0002
604,995 373392 i,I04,1d1 ki93'-
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LIBRARYADMINISTRATiON -322%
0070 :17
SUPPORT SERVICES 112'683 1131789 234,654
0072 149,616 48' 0.98%
ADULT SERVICES 140,073 K6,349 r~
0013 158„766 13699'7 40468% -638%
YO VIN SERVICES 326 732 0774 41.98% -1149%
LIBRARY 96240_-----' 86,449
182,6074734% -10.17%
516,905
477,308 1,087,942
43.87% -7.66%
ENGINEERING 0010 433,837
TRANSPORTATION ENGSNEER 437,186 984,451 44.41%
0012 168,119 174,097 057%
STREET PATCHING 426,773 40.79% 356%
003E 361,520 252,040
STREETMNSTRUC110N 984,376 0033 391,339 26.52% -2970%
'
191,031 330,657 726,852 45.49%
STREETLIGFTTING 0034 -1333%
210,380 393,000
81V0/IRAA'SJ3TRBI3IS 53.53%
1355,049 8.42%
1,414,.360 3,515,454 4023%
-9.05% t
AIRPORT 0019 38,802 d
34,914 88.462 39.4976
-9.9756
POLICE 0040 2,775,165
2,6,59,468 6,461,345 4425%
3.01%
FIREADMINISTRATION 0050 271,313 '
FIRE OPERATIONS 374,333 711502 44.12% 1586%
0051 1,733,631 1,674,031 3,711,038
F'4REPREVEN170N 0052 101,634 45.11% -451%
EMERGENCY MEDICAL SVC 0053 1208 222,191 84.379E
18.94%
F7RB 612,107 4)6141 1,080,671 4139% 12.21%
2,582,759 2,x.21,295 5,726,402
15.78% 1.49%
DRAINAGE 0810 161 61
154,488 352,499 1383%
-780%
CONTRIBITTIONSTOAOENCIE.4 O1SM 84,942
102564 205,127 50.00%
20.73%
M1SCEL ANEOUSFINANCE 020M 392,795
398,799 810,706 49.19% 133%
j M1SCE22ANEOUSJACCOUNTIN0 024M 312,910
259,043 646,014
40.1096 -1721%
MTAL lIXMWDIT7/RBS 1`064 SS9
.1x156,446 19,RS9 913 84.67!6
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CITY OF DENTON R
FINANCE DEPARTMENT
STATEMENT OF REVENUES, EXPENSES AND CHANGES IN RETAINED EARNINGS • (UNAUpTED~ ) /
ELECTRIC OPERATING FUND
i FOR THE PERIOD ENDED MARCH 31, 1994 G ~J~
FEROCODES" r! d
Electric 7
(Operating Revenues) OPERATING REVENUES:
440 Residential
1'42 Commercial and industrial sales 4,029,312
444 Public street and highway lighting Y4, 221,691
445 Other Isles to public authorities 221,279
447 Sales for resale 1,x53,279
451 Miscellaneous service 3,292,668
458 Other electric 139,692
Total Operating Revenues 102,849
28,138,926
(Operation and Maintenance) OPERATING EXPENSES:
555 Purchased power
556 Purchased power adjustment (319,883,162
600-657 Production ,109,1691
660.873 Transmission 5,472,103
580-598 Distribution 49,773
' 901.905 1,803,985
T 808-910 Customer accounts' 648,269
S 920-936 Customer service $Ind Information 86,109
Administrative and general' 834,682
4030 Depreciation
Total 1,874,039
Operating Expenses 27,363,523
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Operating Income [loss! 786,403
i
4190 NONOPERATING REVENUES (EXPENSES):
Interest Income 828,908
1 4270 Interest expense-bonds
4132 & 4310 Interest-customer deposits & other 1(19.976) ,11
j 4280 Donations (19,9711
4170 Non-utility operations 118,0311
Tote! Nonoperating Revenues I (235.066)
Expenses) (202,2761
6j
Income (Loss) Before Operating Transfers 683,127
4080 OPERATING TRANSFERS IOUT1:
Payment in lieu of taxes (ROli (1,189,190)
Total Operating Transfers (Out)
Net Income (Loss) (1,169,1901
Add: Depreciation of fixed assets 1$88,083}
acquired with contributed capital 28,874
Increase (decrease) In retained earnings 4 1657,389)
IFEFM Fodwl Em W ilp,Iet«y C«nnvuroa
, , ' YwMdr dr~nlwMty~ trwf« to pin«~ pov «rxn«M
ruuotore .1.
Prepared By Finance Department
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CITY OF DENTON
FINANCE DEPARTMENT gel !5
SCHEDULE OF BUDGET VS ACTUAL EXPENSES . (UNAUDITED)
I ELECTRIC OPERATING FUND _100 _-7
FOR THE PERIOD ENDED MARCH 31, 1994
Plant Operations
FERO CODES"
Expenses Expenses
(Plant) ELECTRIC PLANT IN SERVICE:
310.346 Production plant 4
360.359 Transmission plant 210
360.373 Distribution plant 1,365,731
389.399 General plant 68,213
I
Total Electric Plant 1,414,154
10peradons) (Maintenance) POWER PRODUCTION EXPENSES:
600-507 610-514 Steam power generation 4,996,716
535.540 541.545 Hydraulic power generation 93,644
646.550 551-564 Other power generation 13,045
665 Purchased power 19,883,752
656-557 Other production expense 3 949
Total Production Expenses 24,991,106
i 580-587 668-573 TRANSMISSION EXPENSES 27,389
f I
1 580-589 690-598 DISTRIBUTION EXPENSES 1,293,071
901.906 CUSTOMER ACCOUNTS EXPENSES • 848,269
CUSTOMER SERVICE &
908.910 INFORMATIONAL EXPENSES 84,650
920.933 935 ADMINISTRATIVE & GENERAL EXPENSES' 808,040
I
I
k NONOPERATWG EXPENSES:
\ _ JJ 2210 Principal payments-bonds 1,058,269
4270 Interest expense-bonds 758,116
4132 &
4310 Interest, customer deposits & other 19,971
4260 Donations 18,031
4171 Non-utility operations:
Communications 144,880
General Government 38,309
Sanitation 10,051
Warehouse 400
Water 67,083
Wastewater 19,311
4080 Payment In lieu of taxes IROI) 11169,190
+x' Total Nonoperating Expenses 3,301,800
~r TOTAL EXPENSES $1,414,t64 /3,1,162-
VERCI federal Enray fteAtrv Cam9sdan
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CITY OF DENTON
FINANCE DEPARTMENT
SCHEDULE OF BUDGET VS ACTUAL EXPENSES • (UNAUDITED) 71 r
ELECTRIC OPERATING FUND
FOR THE PERIOD ENDED MARCH 31, 1994 lcontbx W yo/'~7
si
1
t Budget
Maintenance Total Total Percent
Expenses Expenses Budget Remaining
1 $ t 385,000 100%
210 29,819 99%
1,355,731 2,632,908 49%
58,213 439,000 87%
1,414,164 • 3,466,525 69%
168,461 61163,197 6,696,320 22%
24,695 118,339 248,649 52%
26,081 38,128 26,241
18,863,752 43,726,819 55%
• 3,949 43,835 91%
218,267 26,207,363 50,840,864 60%
22,384 49,773 268,176 81%
j
j 292,864 1,686,725 31906,000 69%
~ I
648,269 11285,344 60% ;
84,850 893,373 91%
10,700 818,740 1,944,520 68%
1,058,269 2,116,179 60%
• 768,116 1,478,786 60%
19,971
18,031 208,000 91%
144,880 291,018 46%
' a 38,309 t
• 10,061
400
L.' 87,083 124,840 60%
s 19,311
1,169,190 2,336,360 50%
• 3,301,800 ' 81667,202 60%
641,x995 ,4;x413;108,274 1°'.188;982,003 - 52%
I Intrhmam W-4 pr*YWW by cat ac•oaxtkV sy.tem kK4fx recorded In other area
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Prepmed By Finance Ospartment
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CITY OF DENTON
FINANCE DEPARTMENT
00
STATEMENT OF REVENUES, EXPENSES AND CHANGE ~`y~j -7^~----
WATER OPERATING FUND S IN RETAINED EARNINGS • IUfJAUD11 ED)✓,¢Cr!
FOR THE PERIOD ENDED MARCH 31, 1994 t+a o f/7
Totals
OPERATING REVENUES; March 31, 1984 March 31, 1993
Water service
0
Miscellaneous 5,701,029 $ 6,458,844
Total Operating Revenues 19,648 29,362
6,720,647 6,488,228
OPERATING EXPENSES:
Purchased power
Purchase of water 204,951 184,730
Salaries and wages 36,813 0
Materials and supplies 1,089,873 1,028,260
Maintenance and repairs 163,023 167,588
289,829
Oelxttaation 385,688
I Miscellaneous 1,103,078 868,923
Total Operating Expanses 293,378 ,808
3,f 39,646 2,828828,078
Operating Income (Loss)
2,681,002 2,868,148
I NONOPERATING REVENUES (EXPENSES):
f Intrest revenue
E ! Interest expense end fiscal charges ' 80,384 22,873
Oar (1•005,916} 11,698,233}
Tow Nonoperating Revalues (Expensas) 11,655,851)
(1,676,680)
Income (Loss) Bofors Operating Transfers
1,026,451
1,062,688
! OPERAT740 TRANSFERS (OUT]:
OWstk,, transfers (out)
1884,297)
~r Total Operating Transfers )Out) (795,984)
NN kx me (Loss) 1884,297) 1786,984}
Add: Depreciation of fixed assets 141}164 x S9"8 R.~;
acquired with contributed capital
' Increase In retained earnings 291,840 279,388
/ 432,994 1 660,012
I a hA"d Of reflsottna tM full P.rm nL flsy habrts Is rnrtirsd on As Meidal atesmr".
{{EE •4•
! Prepared By Finance Department
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CITY OF DENTCN
FINANCE DEPARTMENT
SCHEDULE OF BUDGET VS ACTUAL EXPENSES •;UNAUDITED} J.
WATER OPERATING FUND
FOR THE PERIOD ENDED MARCH 31, 1994
i
i
Budget
Percent
Budget Expenses Ramaining
CAPITAL OUTLAY:
Fixed assets 1 1,393,889 t 376,280 73%
OPERATING EXPENSES:
Purchased power 696,314 204,951 66%
Purchased water 94,90 35,813 62%
Salarmsf and wages 2,184,797 1,069,873 5196
Materials and supplies 578,658 160,630 74%
Maintenance and repairs 800,917 269,492 66%
Miscellaneous 1,284,361 244,303 81%
Total Operating Expenses 6,538,947 1,964,762 66%
NONOPERATING EXPENSES:
Interest expense • 3,247,924 1,605,915 50%
Principal paym.nts-bonds 1,410,648 705,322 50%
Prtncipal payments-Ray Roberts ` 93,998 46,999 60%
Other 4,000 100%
t Total Nonopersting Expenses 4,766,670 2,368,236 50%
OPERATINO TRANSFERS (OUTI:
ROW on investment 1,134,373 667,188 50%
Administrative bansfer 632,540 318,270 60%
Administrative-other 1,681 841 60%
Total Oparatlnq Transfers (Out) 1,768,594 864,297 500A
TOTAL EXPENSES 413,468,000 t (5,673,575 599i;x
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Pwpared By Finance Department
,
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_ CITY OF DENTON
FINANCE DEPARTMENT f -
'
STATEMENT OF REVENUES, EXPENSES AND CHANGES IN RETAINED EARNINGS • IUNAUDITEDD /-y
WASTEWATER OPERATING FUND '
FOR THE PERIOD ENDED MARCH 31, 1994
yE
c
Totals
i
j
March 31, 1994 March 31, 1993
OPERATING REVENUES:
Wastewater service 13,997,583 13,411,981
Miscellaneous 237 b0
Total Opersti V Revenues 3,997,620 3,412,031
OPERATING EXPENSES:
Purchased power 139,365 154,740
Fuel 13,318 8,072
Saiaries and wages 1,026,181 935,152
Materials and supplies 81,439 76,885
j Maintenance and repairs 167,865 131,148
Depreciation 813,887 760,872
Miscellaneous 222,564 226,582
Total Operating Erpensaa 2,464,567 2,292,489
i
Operating Income (Loss) 1,633,233 1,119,642
tf! NONOPERATAIO REVENUES (EXPENSES):
1 J l Interest reverie 32,837 14,264
✓ Ir4rest expense and fiscal charges 1512,8461 (527,4051
Other '
Total Nonoperating Revenues (Expenses) (479,809) (513,1411
1,053,424 608,401
Income Mae) Before Opsra ing Transfers
f
OPERATING TRANSFERS (OUTV
Operating transfers lout) 1721,123) 1559,8461
Total Opertt4q Transfee (Out) 1721,1231 1569,8481
Not Income Meal 332,301 t83,, 45
Add: Depreciation of fixed assets
acquired with contributed capital 54b,260 631,965
Increase in retained earnings i 877,681 / 478,510
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Prepered By Finance Department
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CITY OF DENTON
FINANCE DEPARTMENT
SCHEDULE OF BUDGET VS ACTUAL EXPENSES • (UNAUDITED)
WASTEWATER OPERATING FUND
N. FOR THE PERIOD ENDED MARCH 31, 1994 r7t7 17
Budget
Budget Percent
E CAPITAL OUTLAY: Expenses Remaining
Fixed assets
$ 833,000 4 240,374 71%
OPERATNO EXPENSES:
Purchased power
Fuel 454,328 139,360" 69%
Salaries and wages 10,000 13,316 133191
Materials and 2,091,604 1,028,161
supplies 61%
2b8,082
Maintenance and repairs 76,807 70%
MPaceganeous 378,016 164,068 69%
j Total Operating Expanses 845.082 190,827 70%
I 3,835,112 1,699,434%. 68
t NONOPERATNO EXPENSES:
Interest expenas
Principal payments Dorxls 1,04.,467 612,646 60%
Loan 488,174 244 087 60%
Payment to Electric
' . i Other 350,000 100%
Tout Nonoperating EApenas 77,000 100%
11968,841 768,733 81%
OPERATING TRANSFERS IOUTI: 1
Asttan on irwestmertt
Administrative transfer 869,386 484,893 50%
AdmrWsvl ive-other 471,862 238.928 60%
Total Operating Trans(&$(0ut) 1,009 504 60%
T
TOTAL EXPENSES 1,442,247 721,123 60%
7
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Prepared By Manes Department
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CITY OF DENTON
FINANCE DEPARTMENT
STATEMENT OF REVENUES, EXPENSES AND CHANGES IN RETAINED " rr ? _
SANITATION OPERATING FUND EARNIN~i3 1 (UNAUDITED)
`.441
FOR THE PERIOD ENDED MARCH 31, 1994 /j
f ~
Totals
i i
OPERATING REVENUES: Marsh 31, 1994 March 31, 1993 j
Charge: for services
miscellaneous 42,487,820 $2,168,317
Total Opwo&g 8avsnues 12,779 22,099
2,600,699 2,188,418
OPERATWQ EXPENSES:
Salaries and wages
Materials and euWss 888,321 861,361
Maintenance and repairs 122,499 119,693
Depreciation 328,261 290,383
Miscellaneous 131,842 123,748
.y + Total Operating Expenses 389,263 277,388
~ 1,837,98A 1,872,483
Operatnp Income (toss)
882,833 5151963
NONOPFftA s
T
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(EXPENSE
REVENUES
Sl•
J Interest revenue !
kdwsst expense and fiscal charges 18,973 1,804
Other (72,613) (30,7611
Total Noooperating Ravwwos ( _ 39,480 .
F,rpansu)
_1801 129,147)
h1ftma hotel Before Operating Transfers
848,673 488,808
OPERATING TRANSFERS IN 10UT):
Operating transfers In
Operating transfers (ovt) 29,993 29,680
(254,4281
` Total Op~rating Transfers in (0~} 1184,682)
Net Income Ross! 1224,4361 1184,902)
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CITY OF DENTON 'ice
FINANCE DEPARTMENT 7 41
SCHEDULE OF BUDGET VS ACTUAL EXPENSES • (UNAUDITED) 3 5
SANITATION OPERATING FUND
FOR THE PERIOD ENDED MARCH 31, 1994
' Budget
Percent
4 Budget Expenses Rernswt g
CAPITAL OUTLAY: V
3
Fixed assets / 111,910 t 28,539 74%
OPERATING EXPENSES:
Salaries and wages 11989,930 888,321 65%
Materials and supplies 401,848 117,267 71%
Maintenance and repairs 634,198 328,251 39%
Miscellaneous 11,077,554 384,029 88%
Total Operating Expenses 4,003,628 11895,858 68%
NONOPERATING EXPENSES:
Interest expense 144,811 72,513 60%
Principal payments-bonds 134,557 67,278 60%
Loan payment to Eiectrk 60,000 100%
Total Nonopwadag Expenses 329,388 139,791 68%
OPERATING TRANSFERS IOUTi:
Land closure 45,000 100%
f General fund transfer 124,000 62,423 50%
f Administrative transfer 384,012 192,008 60% i
Total Opersting Transfers (Out) 553,012 264,429 54%
TOTAL EXPENSES
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14
-COUN(
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CITY of DEMTOM, TEXAS MUNICIPAL BUILDING / DENTON, TEXAS 76201 / TELEPHONE (817) 566.8307
Office of the City Manager
i
MEMORANDUM
Mayor and Members of the City Council
TO:
'a
f FROM: Lloyd V. Harrell, City Manager
.i r
DATE: May 20, 1994
SUBJECT: Municipal Court of Record Issues
At the regular meeting of the City Council on Tuesday, April 19,
Judge Sandra white appeared to seek direction concerning matters
affecting the Assistant Municipal Court Judge (See Attachment 1).
In order to facilitate a review of these issues, Staff has prepared
tI
the following information for Ccunoil.
z
Judge White highlighted nine separate personnel concerns affecting
the aforementioned position. These will be addressed
chronologically as they were presented to Council.
9.U9 1on should a salary range be devised for this position?
IY
Qqmmentst At the regular meeting of the City Council on May 17,
Tom Klinck, Director of Human Resources, presented information on
the salary range for this position. Consensus among the Council
{
was to place the Part-Time Assistant Municipal Court Judge at Grade y
10 and provide the same benefits as other permanent part-time
employees. Mr. Klinck remarked that the proposed $17.00 pe: hour
was a good salary range. Please note the additional information
provided in his memorandum of May 12 (Attached 2).
i
nuestion 2: Should the part-time Judge report directly to Council l'
for yearly Performance Appraisals or should the Judge's performance
Judge Judge
regardig the part-time c Jdge?ation to
Council reviewed by he Cthe hief Chief
i
' Comma ez During this discussion of this item, Council expressed
a, an interest in having additional information regarding what other j
- { cities are doing (Attachment 3, page 22). It was determined that
a survey would be conducted to determine how other municipalities
are treating the evaluation process. The Legal Department was I
Ya asked to review any procedures for compliance with the law.
Auestion 3: Should the hart-time Judge be allowed to engage in the
outside practice of law or any other employment activities?
"Dedicated to Quality Senlee"
,
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,t;~e~daft
CITY of DENTON, TEXAS MUNICIPAL BUILDING / DENTON, TEXAS 76201 / TELEPHONE (811) 566.8307
Office of the City Manager
MEMORANDUM
TO: Mayor and Members of the city Council
FROM: Lloyd V. Harrell, City Manager
DATE: May 201 1994
SUBJECT: Municipal Court of Record Issues
At tho regular meeting of the City Council on Tuesday, April 19,
Judge Sandra White appeared to seek direction concerning matters
1 affecting the Assistant Municipal Court Judge (See Attachment 1).
In order to hfacilitate a review of these issues, Staff has prepared
the following information for Judge White highlighted nine separate personnel concerns affecting
the aforementioned position. These will be addressed
chronologically as they were presented to Council.
Ougstion l: should a salary range be devised for this position?
gom_Ments: At the regular meeting of the city Council on May 17,
Tom Klinck, Director of Human Resources, presented information on
the salary range for, this position. Consensus among the Council
was to plane the Part-Time Assistant Municipal Court Judge at Grade
10 and provide the samo benefits as other permanent part-time
employees. Mr. Klinck remarked that the proposed $17.00 per hour
was a good salary range. Please note the additional information
provided in his memorandum of May 12 (Attached 2).
n,iAU211 2: Should the part.-time Judge report directly to Council
for yearly Performance Appraisals or should the Judge's performance
reviewed he Chi f Judge regarding the part-time c Jdge? the Chief Judge with a reort and ation to
Council by t
Comments: During this discussion of this item, council expressed I
an interest in having additional information regarding what other
cities are doing (Attachment 3, page 22). It was determined that
a survey would be conducted to determine how other municipalities F
are treating the evaluation process. The Legal Department was ;
asked to review any procedures for compliance with the law. ,
ouastion 3: Should the part-time Judge be allowed to engage in the
outside practice of law or any other employment activities?
r
"Dedicated to Quality Service"
i
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450
Comment: Consensus from the council was that it WA 29 nakRable to
allow this activity (See Attachment 3, page 22).
Question gg Does the Council wish to provide any benefits other
than the required part-time sick, vacation and retirement pay, such
as:
a. Payment of any portion of State of Texas Bar dues
(estimated at $285.00 per year);
b. Payment of any portion of State of Texas Occupational Tax
(estimated at $200.00 per year);
C. Payment of any portion of Denton County Bar Association
dues (estimated at $50.00 per year);
d. Payment of any portion of Texas Municipal Court
Association dues (estimated at $25.00 per year); j
e. Payment of any continuing legal education courses,
besides the mandatory 12 hour yearly course required of
all Judges (Council will fund this mandatory training in
the FY 1994-1995 Budget) (estimated at $600.00 per year);
f. and, Payment of any deterred compensation.
Comments: Consensus of the Council was to review what procedures
were used with other part-time employees as well as attorneys in
the Legal Department (See Attachment 3, page 23).
Ouestion 5: Does the Council wish to be involved in the selection
process of the part-time judge?
Comments: It was suggested that Council consider using the
Municipal Court committee to review at least three applicants and
then make a recommendation to the Council. The consensus was that
the decision not be made at this time (see Attachment 3, page 24).
Question 6: Does the Council have any preference with regards to
the advertising of the position?
Comments: Consensus of the council was to determine the normal
procedure for advertising and follow that procedure (see
Attachment 3, page 24).
Question 7s Does the Council wish to provide a judicial robe for
the Permanent Part-Time Judge?
Comments: Consensus of the Council was to provide a robe for the
part-time judge as well as prepare a recommendation concerning
contract judges (See Attachment 3, page 24).
An additional issue that needs to be addressed is that of
establishing term limitations for all municipal judges. The City
Attorney is prepared to brief the Council on this item.
A ~µyt
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This Jr^~y
I effectively summarizes the Council's response, `o the quest ons
articulated by Judge White. Staff will be glad o fol oa-;-iU
resolving any outstanding issues.
Please advise if I can provide additional information.
RESPECTFULLY SUBMITTED%
+_1 Harrell
y nager
Prepared bys
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Assistant to the City Manager
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Apettdalt _..._--ACWANO
Olsb L ~1 Apdal S
&I c) 6 et Ewe
D 3
OFFICE OF THE MUNICIPAL JUDGE
MEMORANDUM
TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: SANDRA H. WHITE, MUNICIPAL JUDGE
SUBJECT: Council Direction Concerning Personnel Matters Affecting the New Position of
Permanent Part-Time Assistant Municipal Court Judge
DATE: April 11, 1994
When 1 met with Council in November 1993, 1 indicated that I would be bringing forward to
Council some questions regarding the above referenced, Council approved position, which is to
be effective August I, 1994. These questions requiring Council direction are necessary because
this is the first time that the City will have a Permanent Pan-Time Judge. The questions which
have formulated, but are in no way intended to be dispositive of all Issues which may arise,
are listed below, with my comments, suggestions and request for Council approval or direction.
Ouestion No. l: Should a salary range be devised for this position?
i
Comments: 'T'his position was assigned an hourly rate of $17.00 per hour. This was arrived
at by using the salary that I began at in 1986, which was $36,000.00. This $17.00 rate is
currently budgeted for this position. Most positions have a starting salary, a mid-range and a
high range, based on qualifications and years of prior experience.
Recommendations: I would recommend that the Council consider salary ranges for this position
and that they direct the Human Resources Department to survey other cities that employ
permanent part-tine judges to determine the appropriate ranges. Since 1994-95 budgets are
currently being prepared and submitted, I would also recommend that if a salary range is
required for the position that the Council direct whether the current budgeted amount of $17.00
should remain intact or whether said budget item should be Increased to incorporate the
possibility of hiring someone In a mid or high salary range. I a:so recommend that the survey
be brought back to Council no later than mid-May 1994, so that the job vacancy announcement
can incorporate any salary ranges decided upon.
Ouestlo No. 2: Should the part-time Judge report directly to Council for yearly Performance
Appraisals or should the Judge's performance be reviewed by the Chief Judge with a report and
recommendation to Council by the Chief Judgn regarding the part-time Judge?
Ile
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r`' B€s4mmendatioo: J would recommend that the part-time Judge's performance be reviewed b
the Chief Judge with the Chief Judge making the report and any recommendation concerning
salary increases to the Council.
Ouestlotr No : Should the part-time Judge be allowed to engage in the outside practice of law
or any other employment activities?
Mommca lsll0n., 1 recommend that the part-time Judge be allowed to engage in private
practice of law as long as it is understood that their first priority is to the City of Denton—
meaning being available for all scheduled dockets and not engaging in any practice wherein the
City has any interest.
QurjUQU_N": noes the Council wish to provide any benefits other than the required part-
time sick, vacation and retirement pay, such as:
a. Payment of any portion of State of Texas Bar dues (est. $285.00/yr);
b. Payment of any portion of State of Texas Occupational Tax (est. $200.00/yr);
c. Payment of any portion of Denton County Bar Association dues (est. $50.00/yr);
d. Payment of any portion of Texas Municipal Court Association dues (est. $25.001yr);
e. Payment of any continuing legal education courses,
yearly course required of all Judges [Council will fund bgsida this tmandatory ttrraini12
ngh nur
j FY 94-95 Budget](est.$600.00/yr);
f. Payment of any deferred compensation;
E
! jkcgMMMdjft: I would recommend that the Council consider payment of a criminal
evidence continuing legal education seminar up to a certain dollar amount, such as $300.00. I
believe that a criminal evidence course will be critical for all of the judges because of our Court
of Record status. The Council could also request Human Resources to research what benefits
are paid by other cities to their part-time judges. I would recommend that some benefit package
be supplied in the Judge's 1994-95 Budget and the Council can then decide what amount to fund,
if any.
Qttestlon No 3: Does the Council wish to be involved in the selection process of the part-time
Judge?
I
Cgwn U: By Ordinance, the Council must actually appoint all Judges.
~ldtitlttll: I would recommend that tha Chief Judge review the applicants and then
discuss the finalist with the City Council Municipal Court Committee members, ma!' Ing a hiring
recommendation to the City Council Committee, to then be presented to the full Council.
i
QU99h No : Does the Council have any preference with regards to the advertising of the
position?
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,
Q m tl cIf employed position were advertised in-house only, the applicant pool would consist of
all persons pas attorneys in the City Attorneys Office and the two contract Assistant
Judges. If the position is advertised throughout the State and the Metroplex, funds will have to
be allocated to the Judge's Budget to pay for newspaper ads and State Bar of Texas Journal ads.
The City does have a Personnel Policy favoring hiring from within, Policy No. 104.134.
Recommeadation: None. Request Council direction.
Ouestlon Na 7; Does the Council wish to provide a judicial robe for the Permanent Part-Time
Judge?
Sm= nS9dation, I would suggest that the Council provide a judicial robe, especially in light
of our status as a Court of Record. The estimated cost is approximately $160.00. I would
recommend that the Council direct that the funding for this expenditure be added to the Judge's
current 1993-94 Budget. The Council might also want to consider the same attire for the
' contract Judges, in the FY 1994-95 Budget.
Concltaslon: it is necessary to have Council's input as soon as possible to the questions
poseA
in order to facilitate the hiring of the Permanent Part-Time Judge in a timely manner. If the
Council has additional questions not herein listed, 1 would be happy to facilitate them. Your
consideration is appreciated,
l Sandra H. White
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agendaNc ATTACHMENT 2
A$e~alteror ApendaN6 ~`r -U
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MEMORANDUM
To: Lloyd Harrell - City Manager
From: Tom Klinck - Director of Human Resources
Date: May 12, 1994
Subject: Salary Information for Associate Judge - RPT
(Regular Part-time)
At the request of City Council, The Human Resources
Department conducted a salary survey for an Associate Judge
position. The survey included the City of Denton's normal
survey cities as well as Court o? Record cities from around
the state.
The attached shows the results of the survey. As is
indicated, most cities use contract judges to perform the
duties. The Court of Record cities are indicated.
Carrollton, while a Court of Record, was not included in the
hourly rate calculation because it was not judged to be a
comparable match to our position.
Based on the information provided, it is our recommendation
that a Regular Part-Time position be placed in a salary
- similar to that on the City's regular pay grade 10 as shown
below:
Minimum Midpoint maximum
salary Salary Salary
(80%) (120%)
r
Annual $32,097 $40,122 $48,147
Monthly 2,676 31344 4,012
Hourly 16.43 19.29 23.16
This range of salary would allow the Council to hire an
individual with some experience and provide long-term for the
growth in salary as experience and performance is
demonstrated.
If the position is established as a regular, part-time
position, other City employees in this category receive the
following benefits:
1. Group Health Insurance - 1/2 insurance premium for
Employee Only paid by City (currently $94.26).
2. Texas Municipal Retirement Systom (TMRS) - eligiUle to
participate as other City employees. Participation rate
j 1s 6% 2:1, which V* City pute in a contribution amount
in current dollars to provide a retirement benefit of
approximately 2 times 6% of compensation, The employee
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may 12, 1994
Memo to L. Harrell - Associate Judge - RPT
Page 2
also puts in a 6% amount (however, the City pays the
5% of the employee amount). Since TMRS is a defined
contribution program, an regular (full-time or part-time)
employee who works a minimum of 1000 hours per year is a
participant.
3. Social Security - the City is a participant in the Social
Security Program and all regular employees participate.
4. Life Insurance - part-time employees are participants in
the City's group life insurance program.
5. Health Risk Assessment - part-time employees can
participate in this new program on a voluntary basis.
Additional part-time benefits would include vacation (accrued
at 5 hours per month), sick leave (accrued at 4 hours per
month), and the City's 9 holidays (paid at 1/2 time).
Based on the above, we would recommend that the City Council
establish a hiring range for this position of $2,676 per
month (615.43 per hour) to $3,009 per month ($17.36 per
_i hoer). The target hiring rate could be $17,00 per hour.
This is consistent with the salary survey. Even though
justifies t an hourly addition rate opirt
position per hour,
contract e to a this paid
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time benefits
about $17.00.
Attached also is a booklet developed and used by past City
Councils as a guide in recruiting, selectings and hiring the
Council appointees.
Please let me know if I can answer a question or provide
further information.
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ASJUDGE.Ml ASSOCIATE JUDGE SALARY SURVEY d o
12-May-s4
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ARLMTON NONE YES
FARMERS BRANCH RPT NO 60.00% 523.07
GARLAND' CONTRACT YES 0.00%
GRAND PRAIRIE NONE NO
IRVINo NONE NO
k11E8011fTE NONE NO
FT WDRTH CONTRACT YES 0.00% 523.38
1MFDLAN0 CONTRACT YES 0.00lk 126.00
AUSTIN CONTRACT YES 0.00% $27.50
DALLAS CONTRACT YES 0.00% $26.06 ~
SAN ANTONIO CONTRACT YES 0.00% 527.40
HOUSTON CONTRACT YES 0.00% $31.41
EL PASO ELECTED YES
MER'• CONTRACT YES 0.0016 M60
OODESS CONTRACT No 0.00% $26.00
W* RAr
T NQ 0.00% $26.00
1 CORPUS CF RMM CONTRACT NO 0.00% 5100
I
$27.12
♦Clty of Curollion Is Court of Aswd; however, no oomparabte poeltlon.
++RPT . Regular Part-Time.
*Munlolpal,ludge staled that the ahematee are appolnted by My Council;
he did not know their sWarfee--they are negotiated through Council,
''First lour Worked le pdd at560.00; each hour thereafter Is $36.00;
this to the avera0e of the two.
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City Of Denton
Selection Guidelines For
Council-Appointed Positions
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INTRODUCTION of 6 W
These guidelines are designed to facilitate the selection process for
positions that require Council appointment. The main objective of this
document is to provide Council with clearly defined procedures to be used in
the selection process of these positions. The following are designated as
Council-appointed positions;
o City Manager
o City Attorney
o Municipal Judge and Deputy Municipal Judges
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The Personnel/Employee Relations Department (P/ER Department), under purview
of the City Manager, will serve as the employee recruitment resource for the
Council.
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TABLE OF CONTENTS
INTRODUCTION a0~lJ6
FLO11 CHART
1. PRE-RECRUITMENT PROCEDURES
'II. 4RKING VIITH A SEARCH FIRM
A. PROCEDURES FOR SELECTING A SEARCH FIRM
B. PRE-INTERVIEW COUNCIL DECISIONS
C. ROLE OF PERSONNEL/EMPLOYEE RELATIONS DEPARTMENT IN SEARCH FIRM
PROCESS
D. PRE-INTERVIEW PHASE
E. INTERVIEW PHASE
F. COUNCIL DELIBERATION PHASE
G. OFFICIAL APPOINTMENT
H. PROCESSING THE NEW EMPLOYEE
III. PERSONNEL /EMPLOYEE RELATIONS DEPARTMENT RECRUITING
A. PRE-RECRUITMENT PROCEDURE
B. RECRUITMENT PHASE
C. PERSONNEL/EMPLOYEE RELATIONS DEPART!•£NT RESPONSIBILITIES
D. PRE-INTERVIEW COUNCIL DECISIONS
E. PRE-INTERYIEW PHASE
F. INTERVIEW PHASE
i G. COUNCIL DELIBERATION PHASE
( H. MAKING THE OFFER
f { 1. OFFICIAL APPOINTMENT
1 J. PROCESSING THE NEW EMPLOYEE
IV. COUNCIL DESIGNED RECRUITMENT PROCEDURE
APPENDIX A PRE-RECRUITMENT FORM
APPENDIX B JOB OPPORTUNITY ANNOUNCEMENTS
APPENDIX C XB SPECIFICATION
APPENDIX D SEARCH FIRM ARTICLE
APPENDIX E1 INTERVIEW 14ORKSHEET
APPENDIX E2 EVALUATION SHEET
.J APPENDIX F APPLICANT SELECTION FORM
APPENDIX G LETTER OF APPRECIATION
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FLOIr CHART OF THE nL ,
APPLICANT SELECTION
PROCESS a!. 3
1, re-Recru tment rocedures
1 o Council reviews pre-recruitment material!
1 o Council selects recruitment option I
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Ilia. Search Firm Selection I I ilib. In-house Recruitment
! Procedures I olunc I`I I Procedure
I o Council interviews and I IOesigned I I o Council approves recruitment i
selects Search Firm I I. Option I I material, sources
I o Council approvr agree- ! i o Council forwards pre- I
I ment with Search Firm i I recruitment form to P/ER
I I_ Department
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1111, Pre-interview Phase 1
I o Council selects interview I
I questions
o Council selects time and 1
lace for interviews 1
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IV, Interview Phase !
I o Council interviews all re- I
1 ferred applicants 1
! o Council discusses salary, 1
1 benefit expectations and 1 1
reference checks I 1
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Y. Council Deliberation Phase !
I o Council makes job offer or 1 1
I requests that recruitment I !
I begin again I 1
! o Applicants not selected are 1
I notified by P/ER Department 1
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I Appointment st I I Reactivate Recruitment
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o Council completes ApplicantI I Process
1 Selection Form i I o Council requests the j j
I o P/ER Department prepares I 1 PIER Department to ! !
I letter of agreement and I I begin recruitment again I
1 resolution to Council to I I
1 o Council approves resolution) i I
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!VIII.- Employee Processing Phase I
o The P/ER Department pro- I
cesses the new employee I,
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1. PRE-RECRUITMENT PROCEDURES
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At the time a vacancy occurs in one of the appointed positions, the Council
will determine the recruitment resource (search firm, in-house, or Council
designed option) to be used in filling the position.
o For the City Manager and City Attorney positions, the staff will make
a recommendation to the Council after evaluating current market
conditions and the availability of recruitment resources.
o Recruitment for the Municipal Court Judge and Deputy Court Judge
positions will always be conducted through an in-house search.
Once the method of recruitment is established, the following process will take
place.
A. Council Review of Pre-Recruitment Material
The Council will review the job opportunity announcement and the job
specification and signify their approval by forwarding the signed
documents to the City Manager. If revisions are needed to either
document, the Council returns them with specific instructions on the
needed changes. Should the Council desire, the revised documents can be
returned to them for approval prior to posting.
B. Pre-Recruitment Form
Along with the job opportunity announcement and the job specification, the
I Council will also receive the pre-recruitment form (see Appendix A). This
form will provide the following information for Council perusal:
1. Proposed recruitment plan
J 2: Issues for council consideration
3. Current benefits and conditions of employment assigned to the position.
C. Selection of Recruitment Options
Following the Council's approval of the pre-recruitment material, they
will inform the City Manager of the final recruitment plan. Based on the
Council's decision, the P/ER Department will:
1. Begin the recruitment process
2. Begin the search firm selection process or
3. Act upon Council's directive
If Option 2 is selected, proceed to Step II. If Option 1 is selected,
proceed to Step III. In the event the Council elects to tailor their own
recruitment plan, proceed to Step IV.
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II. WORKING WITH A SEARCH FIRM
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A. PROCEDIktES FOR SELECTING A SEARCH FIRM
1. If the Council selects the services of a search firm, the following
options are available:
a. Instruct the City Manager to contact a particular search firm wsth
whom they have had recent experience, or
b. Instruct the City Manager to solicit search firm proposals for
their review.
2. Once the Council determines the search firm(s) with which they want
formal presentations/interviews, the P/ER Department will notify them
of the time and place of their interviews.
3. Following the Councils selection of a search firm, they will notify
the City Manager of their decision. The P/ER Cepartment will notify
all firms involved of their decision.
4, The P/ER Department, in cooperation with the City Attorney, will draft
a letter of agreement between the City and the search firm:
a. The City Attorney will draw up the ordinance authorizing the use
of the search firm
b. The P/ER Department will place the item on the Council agenda for
approval.
5. The Council will forward the signed letter of agreement to the City
staff who will then forward it to the search firm.
B. PRE-INTER)IEM COUNCIL DECISIONS
1. The P/ER Department will prepare a list of possible questions for the
Council's review.
2. The Council will then make the following decisions:
a. Select the final interview questions
b. Decide if a committee is to conduct the interviews or if the
4 entire Council is to take part
c. Decide on which of the selected questions each member of the
interview panel will address, and forward them to the City Manager
for preparation of the final document.
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II. WORKING WITH A SEARCH FIRM S- Z~"qy
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A. PROCFCl1PES FOR SELECTING A SEARCH FIRM
1. If the Council selects the services of a search firm, the following
octions are available:
a. Instruct the City Manager to contact a particular search firm with
whom they have had recent experience, or
b. Instruct the City Manager to solicit search firm proposals for
their review.
2. Once the Council determines the search firm(s) with which they want
formal presentations/interviews, the P/ER Department will notify them
of the time and place of their interviews.
3. Following the Council's selection of a search firm, they will notify
the City Panager of their decision. The P/ER Department will notify
all firms involved of their decision.
4. The P/ER Department, in cooperation with the City Attorney, will draft
a letter of agreement between the City and the search firm:
a, The City Attorney will draw UP the ordinance authorizing the use
^f the search firm
b. The P/ER Department will place the item on the Council agenda for
approval.
! 5. The Council will forward the signed letter of agreement to the City
staff who will then forward it to the search firm.
S. PRE-INTERVIEW COUNCIL DECISIONS
~---J 1. The P/ER Department will prepare a list of possible questions for the
Council's review.
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2, The Council will then make the following decisions:
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a. Select the final interview questions
b. Decide if a committee is to conduct the interviews or if the
entire Council is to take part
c. Decide on which of the selected questions each member of the
interview panel will address, and forward them to the City Manager
for preparation of the final document,
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3. Although not limited to this, the following criteria may be useA by
the Council in making their selection:
a, leadership skills
b. Team management philosophy
c. Interpersonal skills
d. Flexibility ~S r
e. Public speaking skills (b ~T l7
f. Cooperative spirit
g. Experience in municipal government
h. Philosophy toward "open door" policy
I . Experience in community development
.S. Budgeting and finance experience.
4. The P/ER Department will also provide the Council with a scoring form
to facilitate the selection process (see Appendix E1 and E2).
C. ROLE OF PERSONNEL /EMPLOYEE RELATIONS DEPARTMENT IN SEARCH FIRM PROCESS
After the initial meeting, the Council will decide if they want the
Director of Personnel to serve as the contact person for the search firm.
If the Council elects to appoint the Director of Personnel as facilitator
the following process will take place:
1. The P/ER Department, under purview of the City Manager, will act as
facilitator between the search firm and the Council.
2. The PIER Department will provide the search firm -rith introductory
information to candidates about the City.
3. The P/ER Department will also provide the search firm with the Council
a roved pre-recruitment form outlining the salary, benefits, etc.,
relevant to the position.
J D. PRE-INTERVIEW PHASE
3;. 1. The Council will inform the City Manager of the time and place they
wish to conduct the interviews.
2. The P/ER Department will schedule the appointments and inform all
parties involved, in writing, of the time and place of their
respective appointments.
' 3. The P/ER Department will provide the Council with a current salary
survey of comparable positions, if requested to do so.
E. INTERVIEW PHASE
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1. The Council will interview all referred applicants.
C 2. Following the interviews, the Mayor will:
a. Inquire into the applicants' salary expectations
b. Get applicant approval to.contact current employer.
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3. After concluding all interviews, the Council will select the candidate
of their choice.
4. The Council will then discuss and define the terms of the offer among
themselves, outlining both their initial and secondary offers.
5. The Mayor will document this information on the Applicant Selection
Form (see Appendix F) outlining the'following information:
a. Salary
b. Benefits
c. Hours of work
d. Conditions of employment
e. Applicant approval to contact present employer
f. Any other agreements with regard to employment (i.e.,
authorization of overtime, performance reviews, and salary
increases).
F. COUNCIL DELIBERATION PHASE
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The Mayor will make the offer of erployment to the selected candidate by
phone.
1. The Mayor has the freedom to move to the secondary salary offer if
needed. Beyond the secondary offer, the full Council must be
consulted.
2. the Mayor will make the offer of employment to the selected candidate
by phone and with a follow-up letter.
3. The P/ER Department will prepare a letter of welcome indicating the
date and time to report to the P/ER Department office for processing.
` 4. After the candidate accepts the position, the following steps will
take place:
a. The Council will inform the City Manager of their decision
b. The City Manager will notify the P/ER Department of the Council's
decision
c. The Mayor will notify the unsuccessful applicants by phone a~,d
with a follow-up letter (see Appendix G).
G. OFFICIAL APPOINTMENT
1. Upon acceptance of the position by the applicant and receipt of the
applicant selection form (see Appendix F), the PIER Department in
cooperation with the City Attorney will draft the letter of agreement
and the resolution.
2. The P/ER Department will place the resolution on the Council's agenda
for approval.
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H. PROCESSING THE NEW EMPLOYEE
At the appointed time, the P/ER Oepartment will meet with the new employee
to prepare the necessary payroll and benefits forms.
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III. PERSONNEL /EMPLOYEE RELATIONS DEPARTMENT RECRUITING
A. PRE-RECRUITMENT PROCEDURE
1. If the Council assigns the recruitment task to the P/ER Department,
the following procedure will take place: -
a. The Council will request that the City Manager begin recruiting
for the appointed position
b. The P/ER Department will be assigned the task of recruiting
candidates for the position.
2. Upon receipt of the assignment, the P/ER Department will submit the
following material to the Council for their approval:
a. A detailed outline of the proposed recruitment process
b. An example of the advertisement and a list of the publications in
which it will appear
c. A copy of the pre-recruitment form outlining the salary, benefits,
hours of work, and conditions of employment previously assigned to
the position (see Appendix A)
d. A list of possible questions to be used in the interview.
3. Following their review of the material, the Ccurc it will determine:
a. Salary, benefits, hours of work, and conditions of employment to
be used in advertising
b. Questions they want on the interview questionnaire.
4. The information is then forwarded to the City Manager.
B. RECRUITMENT PHASE
1. Upon receipt of the pre-recruitment information, the P/ER Department
will begin the recruitment process.
2. The Council will be provided with a monthly report on Lie status of
the recruitment process.
3. Based on the staff recommendation and information provided by the
monthly report, the Council will instruct the City Manager to stop
recruitment activity.
C. PERSONNEL./EMPLOYEE RELATIONS DEPARTMEW RESPONSIBILITIES
1. The P/ER Department will acknowledge receipt of all resumes with a
letter within ten (10) working days. Ylhen adequate response has been
generated, a recommendation will be made to the Council in the monthly
~i report (see 11I9 82) to cease recruitment activity.
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2. The P/ER Department will evaluate all resumes based on the criteria
spelled out on the job opportunity announcement, and only those that
meet the minimum qualifications will complete a formal application for
the position. However all resumes will be forwarded to the Council
for their ,2rusal.
3. Following the Councils review of the resumes the P/ER Department will
conduct pre-screening interviews, if asked to do so by the Council.
4. Following the pre-screening interviews, the P/ER Department will make
a formal referral. The referral will consist of the names of all
qualified applicants. In the event the Council assigns the P/ER
Department with the task of pre-screening the applicants, only the
best suited applicants will be referred.
5. Applicants that did not meet the minimum qualifications will receive a
letter of appreciation for their interest.
0. PRE-INTERVIEW COUNCIL DECISIONS
Prior to conducting the interviews, the Council will make the following
decisions:
1. Review final interview documents
2. Decide if a committee is to conduct the interviews or if the entire
Council is to take part
3. Decide on which questions each member of the interview panel will
address.
I ! 4. Although not limited to, the following criteria may be used by the
\J Coircil in making their selection:
a. Leadership skills
b. Team management philosophy
c. Interpersonal skills
d. Flexibility
e. Public speaking skills
f. Cooperative spirit
g. Experience in municipal government
h. Philosophy toward "open door" policy
1. Experiences in community development
,j. Budgeting and finance experience.
5. The P/ER Department will also provide the Council with a scoring form
to facilitate the selection process (see Appendix E1 and E2).
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E. PRE-INTERVIEW PHASE) d~
1. The Council will inform the City Manager of the time and place they
wish to conduct the interviews.
2. The P/ER Department will schedule the appointments and notify all the
parties involved, in writing, of the time and place of their
respective appointments.
F. INTERVIEW PHASE
1. The Council will interview all referred applicants.
2. Following the interviews, the Mayor will:
a. Inquire into the applicants' salary expectations
b. Get applicant approval to contact current employer.
3. Following the applicant interviews, the Council will select the
candidate of their choice, or they will reject all applicants and
reactivate the recruitment process.
4. The Council will then discuss and define the terms of the offer among
themselves and outline both their initial and secondary offers.
5. The Mayor will document this information on the Applicant Selection
Form:
a. Salary
j' b. Benefits
c. Hours of work
d. Conditions of employment
e. Any other agreements with regard to employment (i.e,,
authorization of overtime, performance reviews, and salary
increases).
G. COUNCIL DELIBERATION PHASE
1. Upon the Council's directive, the P/ER Department will conduct
reference checks on the two top applicants.
2. If the referred applicants are not acceptable to the Council, they
will revise the criteria for the recruitment process. Then the
Council will provide the City Manager with the revised criteria and
instruct the City Manager to begin the recruitment process over.
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3. once a decision is made, all negotiations with the selected a°p :Tant
will be conducted by the Mayor to avoid confusion.
4. The Council will inform the City Manager of their decision by
providing a copy of the applicant selection form (see Appendix F).
H. MAILING THE OFFER
1. The Mayor has the freedom to move to the secondary salary offer if
needed. Beyond that the full Council must reconsider the offer.
' 2. The Mayor will make the offer of employment to the selected carcicate
by phone and with a follow-up letter.
3. After the candidate accepts the position, the following steps will
take place:
I
a. The Council will inform the City Manager of their decision
b. The City Manager will notify the PIER Department of the Council's
decision
c. The PIER Department will notify the unsuccessful applicants oy
phone and with a follow-up letter (see Appendix G).
I. OFFICIAL APPOINTMENT
1. Upon receipt of the applicant selection form (see appendix F), the
PIER Department in cooperation with the City Attorney will draft the
letter of agreement and the resolution.
2. The PIER Department will place the resolution on the Council's agenda
for approval.
J. PROCESSING THE NEW EMPLOYEE
j At the appointed time, the PIER Department will meet with the new enployee
to prepare the necessary payroll and benefits forms. 1
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IV. COUNCIL DESIGNED RECRUITMENT PROCEDURE In the event the Council elects to design their own personnel recruitment
procedure, they will notify the City Manager of their decision by submitting
this form.
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1. Council's plan for recruitment:
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2. The Personnel /Employee Relations Department's role will be limited to the
following area(s):
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APPENDIX A
- PRE-fiECMMOT FOW
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APPENDIX A
PRE-RECRUITMENT FORM
To the Council: This pre-recruitment form is being provided to give you
current information, recommendations, and definition of issues surrounding the
Council-appointed position that is currently vacant. Please review the
information prcvid.^d. make changes where appropriate, indicate any direction
necessary, and tinall~, approve by signature to help clarify the recruitment
process. We mould especially request direction on the "Issues" indicated (if
any).
Position: Date:
Please check appropriate recruitment source:
Search Firm P/ER Department
k 1. Recruitment Plan
E
To be used only when the Personnel/Employee Relations Department is
assigned the recruitment task unless the Council directs the City
r , staff to begin advertising even though a search firm is used.
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a. Proposed ad
b. Proposed sources
c. Other recommendations.
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It. Issues for Council consideration:
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Pre-recruitment Forma
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III, Current conditions of employment Council Changes
assigned to the position I
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1.Salary
2. Hours of Work (Municipal Judge only) I
3, Benefits,
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a. Health Insurance I
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b. Long Term Disability
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C. Deferred Compensation
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d. Workers Compensation
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e. Vacation Time
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f. Sick Leave I
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g. Social Security. I
h. Life Insurance
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i. Performance Review I
f. Salary Increases E
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k. General Pay Increases
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1. Other nefits assigned
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IV, Council Approval and Directives to City Staff:
Council Directives:
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Approval:
yoaA s
Council Members:
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APPENDIX 8
JOB OPPORTUNITY AMIOUNCEND(TS
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DD JOB OPPORTUNITY
ANNOUNCEMENT
Cr" OF L-a(TON, TEXAS
JQA
CITY MANAGER 1~3 sAlAFiSt t
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DE PAMIM: GENERAL OOVEPNMW
JC6 SLWIVQ Enforces and administers the provisions of the City Charter, City
ordinances, laws governing municipalities, and the city council
plans, coordinates, and directs the work of City departments,
including City owned utilities, through delegaticro of authority and
responsibility to directors and dapartrnent directors
Attends regularly scheduled and special meetings and participates
actively in discussions of matters caning before the City Council
and reoamends legislations and policies required in the public
interest
r;egotiates and recommends awards of contracts for materials, equip-
ment, and services
Meets with directors and department heads to produce eepartmental
budget, estimates, proposes an annual budget for the City with
balanced revenues and expenditures
Represents the City in a variety of meetings and public functions
Appoints departrent heads, subordinate officers, errplayees and is t*e
final reviMng authority on the termination of classified employees
Coordinates the activities of City governuent with other government
agencies and perfcrrs other related duties as required
baND" TALIFICATICNS:
Educations Preferred Graduate Deq ee in Public Administration, Business
Administration or related field
Experience: Two (2) years of experience as a City Manager or Assistant City
Manager, or the equivalent thereof
Knowledge/ Extensive knowledge of the principles and practices of local goverr.-
Abilities: meet administration,•governrent administration, or public personnel,
financial administration and management theory
retailed knowledge of the sources of inforratio: related to the cor:-
cerns of local goverreent
outstanding ability to communicate tactfully and effectively with
general public
Outstanding ability to meet the general public and to discuss problems
as needed
Good ability to establish and maintain satisfactory work relations with
the City Council, department directors, and City employees and
citizen groups
outstanding ability to effectively supervise the functions of high
level executive personnel
Ability to follow oral and written directions of the City Council
CIMING DATE
AP!LY: Gss etsica~ T~r.eu~L~~ga.-:moos a e 1
3
DDD JOB OPPORTUNITY
ANNOUNCEMENT.
Cr" OF DVdTON, TEXAS
JOA _ _ JCN JA:i
CT1Y.aATTOPM ` +l'7 Jf
~`T y
SALARY s
DWARn-ENT: LRIAL
JCB SL?41ARY: Serves as legal consultant and advisor to the City Council, City
Manager, and Directors
Represents the City in litigation, including condermation, claims
brought against the City, and other matters requiring legal counsel:
prosecutes and defends suits for and on behalf of the City in all
courts, administers oaths, affidavits, and the prosecution of all
cases brought before the municipal court
conducts legal research, submits oral and written opinions, submits
filings, pleadings, briefs, and motions: drafts ordinances, litiga-•
Lion, resolutions and proclamations negotiates, drafts, and/or re-
views contracts and other legal documents involving the City: moni-
tors the prosecution of violators of municipal ordinances
Stays informed of legislative and legal issues and reourmends appro-
priate action to the City Manager, reptesents City at state and
national conferences
Prepares monthly and annual departmental reports: prepares and submits
( with required docurrentation, the annual budget request for the Leval
f Department; authorizes departmental expenditures
i Directs the operation of the City Attom.ey's officer organizes and
coordinates the activities of the City's Legal Department, consisti
of professional and support staff
Attends City Council meetings and board or earrrlssion greetings
hffA~7' ~211ALIFICATICNS s
Educations Law degree plus five years' experience in the practice of law, with at
least two years in mumicipal government "
Knra4ledge/ Considerable knowledge of legal principles and their applications
smils/ Good knowledge of municipal, administrative, and constitutional law,
Abilities: especially for the state of Texas.
dxod oral and written ccrmmicatien skills, and the ability to draft
rules and regulations
Good ability to analyze and apply legal orinciplrs and precedents to
local government, research problerm, and prepare r~eroranduns
Cpod ability to establish and maintain effective public relations
Condition of
Errploynnent: Must be licensed to practice law in the state of Texas
CLLSING DATE
page 11
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JOB OPPORTUNITY
ANNOUNCEMENT.
C" OF DENTON, TEXAS
JAA
JCN JA10
L Y,
MUNICIPAL COURT JUDGE
SALARY: I~I;AI.
DWARIMIP: hints for
JC8 SU MAFdts Holds Court sessions at least once a week, reviews cap
adequacy to support charges, and hears all traffic and Class C
misdereanoes oxplaints brought before the court
presides over arraiVeents at City Jail as needed
of requests for arrest or
Reviews information presented in support
search and seizure warrants and signs and issues warrants based on
specified information
Advises persons charged in coisplaints as to their legal rights in
setting cases for trial, pleas, and obtaining legal counsel
sets bonds, processes appeal bonds, assists in establishing the courts
docket'
Supervises court clerks and warrant officer acting as bailiff during
court session
performs other related duties as assigned
M *aMU1 WALIFICATICNS:
Education and Graduation from an accredited law school and licensed to practiced
Experiences law in the state of Texas
j Three years courtroom experience as either prosecutor wW6r defense
attorney tion -"J Good knowledge of legal principals and their appplicato the type of
Knowledge: Good knowledge of the laws and precedents applicSole
crnplaints heard
Ability to adjudicate complaints fairly and equitably and rrmintain
Ability: public confidence in the integrity of the courtrom
CLOSING: DATE
coca 18
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APPENDIX C
1 JOB SPECIFICATION
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GPPFOVAL DATE: 07/10/85
FEVISION DATE:
PAY RANGE:
DEPARTMENT: GENERAL GMR44ENT DIVISION:
JOB TITLE CITY MANAGER JOE) M.MSER:
TITLE OF D44EDIATE SUPERVISOR: City Council
MAJOR DUTIES:
o Enforces and administers the provisions of the City Charter, City
ordinances, laws governing municipalities, and the city Council.
o Plans, coordinates, and directs the work of City departments, Including
City owned utilities, through delegation of authority and
responsibility to directors and department directors.
o Attends regularly scheduled and special meetings and participates
`I actively in discussion of matters coning before the City Council and
recommends legislation and policies required in the public interest.
o Negotiates and recommends avards of contracts for materials, equipnent,
and services.
o Meets with directors and department heads to produce departmental
budget estimates, proposes an ar"l budget for the City with balanced
revenues and expenditures.
o Represents the City in a variety of meetings and public functions.
o Appoints department heads, subordirate officers, employees and is the
final reviewing authority on the termination of classified employees.
o Coordinates the activities of City government with other government
agencies and performs other related duties as required.
FACTOR 1: 308 C04PLEXITY
o Enforces and administers the mandates of Policies and Procedures Act
set forth by the City Charter, City ordinances, municipal laws and the
City Council.
o Manages the organizational, fiscal and general development of the City
by overseeing the activities of city officials and department
directors. Approves priorities and deadlines established by assistant
city managers and executive directors.
o Ensures internal compliance with municipal governing edicts which
requires a good knowledge of the regulations and the operations and/or
technology of the organization.
page 20
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APPFOVAL OATE:_ 07/10185
F;EVISION DATE:
PAY FANGE:
DWARTMENT: GENERAL GOVERMENT OUISION:~ _
JOB TITLE: CITY MANAGER Me NIMBEA:
TITLE OF DVEOIATE SUPERVISOR: City Council _
MAJOA DUTIES:
o Enforces and adninisters the provisions of the City Charter, City
ordinances, laws governing municipalities, and the City Council.
o Plars, coordinates, and directs the work of City departments, including
City awned utilities, through delegation of authority and
responsibility to directors and department directors.
o Attends regularly scheduled and special meetings and participates
actively in discussion of matters caning before the City Council and
recommends legislation and policies required in the public interest.
0 Negotiates and recovends awards of contracts for materials, equipment,
and services.
o Meets with directors and department heads to produce departmental
budget estimates, proposes an annual budget for the City with balanced
revenues and expenditures.
o represents the City in a variety of meetings and public functions,
o Appoints department heads, subordinate officers, employees and is the
final reviewing authority on the termination of classified employees.
o Coordinates the activities of City government with other government
agencies and performs other related duties as reqjired.
FACTOR 1: JOfi CO*1-EXITY
o Enforces and administers the mardates of Policies and Procedures Act
set forth by the City Charter, City Ordinances, municipal laws and the
City Council. {
o Marages the organizational, fiscal and general development of the City
Dy overseeing the activities of City officials and department
directors. Approves priorities and deadlines established by assistant
city managers and executive directors.
o Ensures internal compliance witn municipal governing edicts which
requires a good knowledge of the re•,jlations and the operations and/or
technology of the organization.
page 20
Page 2
City Managerg
Job Specification
10S3 yL~
July 10 1 , 19 1985 y
FACTOR 2: RESPONSIBILITY
o Functions independently within broad general guidelines established by
the City Council,
o Oversees the municipal operations and has final authority delegated by
the City Council to mare decisions regarding the organiration,
o Serves as a national and international representative for the City
organization and the citizens,
FACTOR 3: DAPACT OF WOR(
o Performance directly impacts the direction, growth, development of tha
city and services to the public.
o Approves and establishes policies %bich can affect revenue, day-to-day
operations, the image of the City and the public.
FACTOR 0: COMMUNICATION/PLeLIC CONTACT
o Maintains daily contact with the public and City Council; represents
the municipality in local, state, national and international arenas,
o Makes formal presentations before the public. Must be prepared to make
spontaneous oration and also communicate with the public and employees
on various levels.
FACTOR 5: SUPERVISION
o Exercises the full range of supervisory functions for several
departments, executives and assistant city managers which are the top
city officials.
o Provides guidance to executives relative to organizational concerns.
FACTOR 6: PLANNING AND BUDGETING
o Feviews and authorizes the budgetary and cost control measures for t!e
municipality,
o Sets goals, objectives and monitors the effectiveness of organizational
operations,
o Plans, promotes, approves and monitors short and long-range projects
and programs for the City.
page 21
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City Manager Job Specification ~~Q-----
July 10, 1985'
35o~6Cf
FACTOR 7: KNOWLEDGE/SKILLS/TRAINING AND EXFERSENCE
KNOWLEDGE/SKILLS AND ABILITIES
o Extensive knowledge of the principles and practices of local government
administration, government administration, of public personnel,
financial administration and management theory.
o Detailed knowledge of the sources of information related to the
concerns of local government.
o Outstanding ability to communicate tactfully and effectively with
general public.
o Outstanding ability to meet the general public and to discuss problems
as needed.
o Good ability to establish and maintain satisfactory work relations with
the City Council, department directors, and City employees and citizen
groups.
o Outstanding ability to effectively supervise the functions of high
level executive personnel.
o Ability to follow oral and written directions of the City Council
1 TRAINING AND E)PERIENCE
o Five years of strong experience as a City Manager or Assistant City.
Manager.
o Preferred Graduate Degree In Public Administration, Business
Administration or related field,
0717 z/OOS9P
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City Manager
job specification
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July 10, 1985-
0 Q-
3506 ~
FACTOR 7: KNOW-EDGE/SKILLS/TRAINING AND £XF£FIENCE
KNOhCEOGE/SKILLS AND ABILITIES
o Extensive knowledge of the principles and practices of local government
administration, government administration, of public personnel,
financial administration and management theory.
o Detailed knowledge of the sources of information related to the
concerns of local government.
o Outstanding ability to communicate tactfully and effectively with
general public.
o Outstanding ability to meet the general public and to discuss problems
as needed.
o Good ability to establish and maintain satisfactory work relations with
the City Council, department directors, and City employees and citizen
groups.
o Outstanding ability to effectively supervise the functions of high
level executive personnel.
o Ability to follow oral and written directions of the City Council.
TRAINING AND E)PERIENCE
j o Five years of strong experience as a City Manager or Assistant City.
J Manager.
o Preferred Graduate Degree in Public Administration, Business
Administration or related field.
0717z/0089P
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APPROVAL DATE:
REVISION DATE:
PAY RANGE:
DEPARTMENT: LEGAL. 36 aF6U DIVISION:
•708 TITLE: CITY ATTORNEY JOB NUMBER JASS
TITLE OF IMMEDIATE SUPERVISOR: CITY COUNCIL
MAJOR DUTIES:
o Represents the City in litigation, including condemnation, claims
brought against the City, and other matters requiring legal counsel;
prosecutes and defends suits for and on behalf of the City in all
courts; administers oaths, affadavits, and the prosecution of all
cases brought before the municipal court.
o Serves as legal consultant and advisor to the City Council, City
Manager, and Directors.
o Conducts legal research; submits oral and written opinions; submits
filings, pleadings, briefs, and motions; drafts ordinances,
litigation, resolutions and proclamations; negotiates, drafts and/or
reviews contracts and other legal documents involving the City;
monitors the prosecution of violators of municipal ordinances.
o Attends City Council meetings and board or commission meetings as
appropriate.
o Stays informed of :eglslative and legal issues and recommends
appropriate action to the City Manager; represents City at state and
national conferences.
o Supervises the operation of the City Attorney's office; organizes and
coordinates the activities of the City's Legal Department, consisting
of professional and support staff,
o Develops short and long range plans for the Department; establishes
broad priorities and work sequences; allocates resources.
o Evaluates the performance of subordinates; establishes performance
standards governing departmental performance; and establishes
criteria for improved job efficiency; determines training needs for
subordinate staff,
o Enforces policies and procedures set forth and/or published for City
employees.
o Prepares monthly and annual departmental reports; prepares and
submits with required documentation, the annual budget request for
the Legal Department; authorizes departmental expenditures.
o Performs other related duties as directed by the City Charter or as
assigned,
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City Attorney Specifications (Continued)
Page 2
FACTOR 1: JOB COMPLEXITY 3 76
o Interprets and applies broad legal practices, precedents, and
particula pprl1eregardingaclaims andnlitigmakas ation7,awithrthee C tyaCouncil
acting as 4yyinal authority.
o Performs complicated research and investigation; prepares technical
reports and legal documents; develops strategies for civil and
criminal litigation; functions in a highly responsible and
professional capacity.
o Coordinates with executives and other individuals internal and
external to the municipality.
o Implements plans, policies, procedures and personnel action within
the department.
o Prepares budget and exercises cost control for the department.
FACTOR 2: RESPONSIBILITY
1
r ti o Performs independently under very general supervision; serves as
Ji final authority on technical legal matters within policies and
priorities established by the City Council and City Manager.
o Makes decisions which directly affect members of the public and
operations of the municipality:
o Responsible for budget, cost control, and quality of performance in
the legal department.
o Directs the activities of the Legal Department.
FACTOR 3: IMPACT OF WORK
o Incumbent gives professional advice, recomendations and opinions to
City management and prepares documents which are binding upon the
City,
o Represents the City in litigation, which may involve significant
financial and operational consequences,
o Errors or negligence could result in litigations and/or judgments
against the City.
tJ~
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City Attorney Specifications (Continued) ~y
Page 3
FACTOR 6 COMMUNICATIONS/PUBLIC CONTACT
o Frequently coordinates with other departments, executives and
administrative personnel, business interests, and the general public
on legal matters; functions in an official capacity, exercising tact
and diplomacy.
o Notifies departments and City Manager of pending changes in
legislation or court cases which could have an impact on City
operations.
o Participates in City Council meetings.
FACTOR 5: SUPERVISION
a Supervises a small department of professional and support personnel.
o Positinn involves the full range of supervisory functions and
personnel actions.
FACTOR 6: BUDGET AND PLANNING
o Prepares and implements departmental budget.
o Plans and coordinates the development of strategies to reach
-departmental goals; assesses and evaluates progress toward reaching
stated goals and objectives.
11 FACTOR 7: KNOWLEOGE/SKILLS/ABILITIES/TRAINING AND EXPERIENCE
~J o Comprehensive knowledge of legal principles and their application;
proven ability to make sound judgments and recommendations.
o Considerable knowledge of municipal, administrative, and
constitutional law especially for the state of Texas; knowledge of
sources of legal reference, court references and rules of evidence.
o Good knowledge of personnel management, EEO, Affirmative Action and
laws perta.ning to discrimination.
o Outstanding oral and written communication skills, and the ability to
prepare reports, memorandums and legal instruments.
I
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City Attorney Specifications (Continued)`
Page 4
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FACTOR 7 KNOWLEDGE/SKILLS/ABILITIES/TRAINING AND EXPERIENCE (Continued)
o Demonstrated ability to orgqanize, analyze, interpret and apply legal
principles and precedents to local government and research problems,
o Evidence of strong ability to successful)
management concept and experience that reflectscskill within a team
establishing positive interdepartmental rapport and public relations.
o Operative knowledge of creative problem solving, time management and
goal assessment tools.
o Familiarity with zero-based budgeting; knowledge of municipal
budgeting principles,
TRAINING AND EXPERIENCE
o Graduation from law school,
o Five years experience in the practice of law, at least two years of
which is in municipal government.
C Evidence of continuing professional development.
CONDITION OF EWLOYWNT
o Licensed to practice law in the State of Texas.
i -
0310z/0045P
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APPROVAL DATE: 10/1/79
REVISION DATE: "1V15
^1 DEPARTMENT: PAY RANGE: -
DIVISION:
'08 TITLE:Municipal Judoe J08 NLMaEA: KAIO
TITLE OF IMMEDIATE SUPERVISOR:
MAJOR DUTIES:
• Holds court sessions at least once per week, reviews complaints for
adequacy to support charges, anncd hears all traffic and Class C
misdemeanors complaints brought before the court.
Reviews Information presented in support of request for arrest or search
and seizure warrants and signs and issues warrants based on specified
information.
Advises persons charged in complaints as to their legal rights in
setting cases for trial, pleas, and obtaining legal counsel.
Sets bonds, processes appeal bonds, assists in establishing the courts
docket and presides over arraignments.
j
J Supervises court clerks and warrant officer acting as bailiff during
I court session,
Performs other related duties as assigned.
FACTOR 1: JOB CO40LEXITY
, Performs tasks of considerable difficulty involving the interpretation
of legal questions and issues.
. Bases decisions regarding legal matters upon various laws and precedents
established within penal code, code of criminal procedure and City
ordinances.
FACTOR 2: FESPONSIBILITY
Functions independently and has the authority to
members of the general public who are brought tefore the court,nt upon
f
FACTOR 3: IWACT OF WORK
. Results of decisions regarding court cases directly affect person or
person involved,
couldlresult in the public'sooloss of respect for the integrity of the
court.
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FACTOR 4: COt9"ICATIONS/PUBLIC CONTACT
. Position involves direct contact with the public in situ s involving
public rights.
~2y ~g ~f
Interprets and applies laws and ordinances. S
NI
Coordinates work load and court docket with City attorneys office.
FACTOR S: SUPERVISION
Supervisory responsibility limited to the supervision of court clerks,
warrant officers, and bailiffs during session.
FACTOR 6: WORK HAZARDS
Incumbent works in the courtroom and municipal building and is rarely
exposed to hazardous conditions.
FACTOR 7: KNOWLEDGE/SKILLS/TRAINING AND EXPERIENCE
. Graduation from an accredited law school.
, Three years courtroom experience as either prosecutor and/or defense
attorney.
Good knowledge of legal principles and their application.
. Good knowledge of the laws and precedents applicable to the type of
complaints heard,
. Ability to adjudicate complaints fairly and equitably and maintain
public confidence in the integrity of the courtroom.
. Ucense to practide law in the State of Texas.
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i APPENDIX 0
SEARCH FIRM ARTICLE
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APPENDIX D
Charm McCreary, Senior Vice Prej4m. CAruiian d Timbal, Inc.. Ba:baoMjA, MA
RECRUITMENT 5=al
43
DON'T ASSUME ANY FHING
ABOUT EXECUTIVE SEARCH FIRMS
We hired failed in the past'
A rev Why did they fail!
tainted. • What do you
based ~.T-T-r••r•.. T--*--~- T knowaboutour
~...i..;.:'; .
companys
.
firm that by all acv On another
counts had a super. occasion 1 spoke to a
lative reputation. I bewildered employer
met one of the part. who indicated that,
ners From the firm, although pleased wits
and invested five a large search Arm's
hour of my time " effort to fill a crucial
explaining our need , position, he was up•
for a key executive. t a set that one of its sat.
"I even agreed eilite offices was
to his expensive fee and retainer Arms. recruiting other executives from within
arr►ngement, Six months later, I'm still Start with these general questions: his company "out the back door,"
asking 'Where's the beef!' complains • Is your search firm generalised or To avoid this, he should have asked
the vice president of a %6 sc Coast semi- special'ued! If specialised, what areas do • What is your code of ethics in ch.
conductor manufacturer. you conromtr re in? ent relationships? What guarantees do i
"...We've got a bad taste in our • How many years has your search have that you or your satellite offices
mouths about search firms. We invested firm been in business? won't recruit out of our company, and
$20,000 and got nothing but nice sta. • How many people do you em. for what period of rime?
rionery and fast talk," sass the president ploy, and what are their individual • Do you currendv have any clients
of an electronics equipment company in funcdbrss! that are direct comperitors of ours and.
New York. • How many offices do you have? if so, who are they?
As an executive search consultant, • What is the rumovtr of emplor• • Have you ever w orked on a searcc.
I hear "I got burned" stories like these ties at your search firm? assignment for our company or any of
nearly every day. And, as the executive An executive at a Fortune 300 its divisions in the past,
search of had hunting industry flour. company told us that he was dissacisned • Has your firm been involved in
ishes, I expect to hear them more often. with a search. After three months, -.,e any lawsuits or hrigarion!
Who's to blame for these dissads• search firm he had selected had vet to Executive search consultants are bs
fied companies! Nearly always both the present a candidate for him to inten,ew nature optimistic, aggressive and eager
search firm and'the employer - the • lot a critical post. "Is three months not, to please. These attributes, however,
search firm for accepting a possibly in.. trial! " he wanted to know. must be tempered and focused.
appropriate assignment and not Rather than answering his question, I talked with a Boston-based em•
completing it, and the employer for not we urged him to ask these questions of ployer who mentioned he later found oat
investigating the search Arm sufficiently. the search firm: ' that the search firm he had retained was
It is the employer's responsibility • What positions have you filled in overloaded and had accepted more
not to assume an; thing about A poten• the past that resemble the post I've asked assignments than it was capable of han-
tial search Arm's abilities, The search you to fill! dling. We suggested that, in the future,
firm should be interviewed as cautiously • What kind of computer system he ask:
~i as any prospective new hire, do you hr e, and what is it used for! • How many searches is your Arm
A handful of carefully posed ques• • What type of research does your currently conducting?
tions will go a long way toward avoiding firm do? • Who, within your Arm, will con.
future headaches for the users of search • How many assignments have you duct the search for us besides yourself!
9! PEA•ONNEL)0Lk%Ai I OCT011%10
In
3, ',d
CRUTTMENT l,u r
• How do you find candidates? Do adequate, the new executive had some
y you advertise, contact other search flaws that did not surface during tae
firms, work through a referral network or interviewing stages.
The individual not only had a
penetrate our competitors.
Although individual search consul- dunking problem, but later it wad iounc
tants (your account representanve at the that he had exaggerated his academic
6rm) generally do not talk about per, credentials. To avoid such fiawerc ref,
sonal achievements or work load. You erence checking, ask:
should find out: • How do you check refertnces' Te
Chances ere the Ctaim System . How many searches a year db you whom do you speak!
(CLAIMS for short) is t"e ideal
y How many
group huh" Insuneee claim personally complete. • Can I be assured that you will
sing computer system searches does your firm as a whole speak to former employers, wbordi-
your company. complete? pates, superiors and, if possible, exiscin)
Ana +n us len you why • What were two or three important customers?
Beaus. CLAIMS is Accurate and assignments (seambes) you have come • How do you verify salan• and sea
conelstent • usng computer pleted that were similar to the need we demic credentials?
pre. s,on to calcu+ate your "1111'" are discussing? Another critical factor is the
a'^ °'^'f't' °u `1y"~ c9"W y • What do You bill to clients on an counter offer. Although commen.
tvfly Beta ? counter offers should be addressed early
/avse CLAIMS is floilible ,cake end annual basis. sear. firm
Productive • e ma How long have you been with on tof employer time to ecre a
Spec-4 e~ements ms of o of your ur tle beneut Your firm! What was your occupation irivessts a great deal
plan to process IF at your meant, previous to your search involvement? new executive only to lose that individ•
W
Q' ■mon aeenpnon drug • Are you an active member of any ual because his existing employer makes
and aaao~l~ty eu~ms
Because CLAIMS is effkaent and professional socieries or trade him a better offer to stay whert he is.
affordable • Peso no you associations? Ask:
atreamuna the admin~ttril on or . Do you attend trade shows? How • When do you talk to prospective
your ngnn DenH to Drpgr11 n do you stay abreast of our market place! candidates about potential couatet
060 prov'ang lei value you
demand ,n /ray product you buy • What maga:ines or trade publica• offers!
tions do you subscribe to? • What are the points you covet
And beaus we're as tie=ioe
N the system is • 0110s,09 you • Ate the individuals you've piaced with a potential candidiate on'•whv not
the 001.0nal +erVIcts of our in companies in the last two to five years to accept a countet•offir
sw'llod and rap"''nced still on the job? May I speak to a few! Finally, find out about the employ,
$toll ,ndprous+orpafora^111q CLAI LAIw MS Halo rnro yoyou ur • How are the individuals you've ment guarantee. One employer men,
III{ ur+,aue ous-nna envnonment placed in the last two to five years boned that a new fore lured it weeks,
For more ,n o^ peyforming on
a clienchexeabiv?e search vela, 0ompencot, Th11,01, e emp ovestreet to r no Orly lose
TM Claim system are lna Weer alfor c"•m' I'l "n'u' we rionship, time is money for both parties. the cost of relocation, but reported that
olfa can or "I'll
th taw Employers, for example, in the high the search firm failed to mention early
thing 10s s°o'ee "d111f technology industry can ill afford a on that it only offered a chirtvdav guar.
"'rag 1 search assignment to stretch out 9C•!20 antee. Make sure you ask:
days. It is important to ask a search arm: • Whai kind of emplo}Ynnt guar.
• Realistically, how long will it cake arytes do you make - 30, 62, 90 days?
to fill the post I have asked you to nil? (Some firms offer one year guarantees
(If the search consultant says 90.120 w)th no replacement costs.)
days, ask why. You must determine from By spending at least as much time
their response if you are underwriting a interviewing a consultant as you would
30.60 day "leaching curve.") expect him to spend with a candidate,
• What can I expect to see in the You'll stand a good chance of
first 30 days? avoiding' I've been burned" stones of
• How many individuals do you ex• your own. s
Pict to talk to before you narrow the
field to two to five Whits? Charles McCreary is stniotti t pres.
A Massachusetts employer once ident and partner in an eaecutite scar;h
mentioned that, although the timing and firm speciah ml in high :echnoloj.%
selection process for a key ex•curM was rttrwiment.
vtrio%*+straP 9xet toes
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APPENDIX El '
INTERVIEW WORKSHEET '
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Appendix E-1
INTERVIEW MSFEET
Instructions: This form is to be used in ranking the responses to interview questions. When the interview +
j questionnaire was prepared, the Council weighted the questions indicating the priority and/or importance to
the position. That weighted value now appears In Column C. The range 13 from 1 - 31 with l representing low
priority, 2 medium priority, and 3 high priority. As you interview each applicant, rate their response on a
scale of l - 5 with 1 being low and 5 being the best answer. Record your rating in Column B.
A. - g O
y I (Circle One) I ( 1 - 3) I ITEM
QUESTIONS
I ANSWER VALUE I WEIGHT ISCORE* !
r 1-2-3-4-5
1-2-3-4-5 I I
I i
I 1-2-3-4-5
I
I 1-2-3-4-5 I I
I
_I ~ 1-2-3-4-5 i I
.a
1-2-3-4-5 I '
I 1-2-3-4-5 I ( l
1-2-3-4-5
10.
1-2-3-4-5
4 ,a* To arrive at the item score, multiply the weight score by the answer value.
fie.
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! APPENDIX E2
EVALUATION SHEET
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Appendix E•2
EVALUATION SHEET SGS~__
Candidate: Interviewer:
Instructions: Rank the candidates from 1 - 10. Scoring values are as followst
More Than
Poor Questionable Satisfactor SattstactorY Outstandin4
7 8
oe~
1. Leadership
e p
Reasons for rating:
i
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2, Team Mana ement Philoso h
score
Reasons for rating:
t
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3. Interpersonal Skills
Score
Reasons for rating:
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4, Oral ComxpiCation Skill
Score
Reasons for rating:
5. Flexibilit
core
Reasons for rating:
6. C erative Spirit
j ore
Reasons for rating:
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7. E:eriencein FniciAal Government
core
Reasons for rating:
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S. Philosophy toward Open-Door Policy
'score
Reasons for rating: qy' Ql5
9. Budgeting and Finance Experience
ore
Reasons for rating:
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1 _
f 10. £x erience in Communit Devel nt
are
Reasons for rating:
I
r
To arrive at a cumulative score, add the scores from this instrument to those
T on the worksheet. i
Score this instrument .
Interview score
r TOTAL. SCORE (add
r together obove scores)
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SIX F
AWLICANT S=TION FORM
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APPENDIX F _
APPLICANT SELECTION FORM
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Applicant's name
Position applied for
Current conditions of employment Council Changes
asst d to the position
1. Salary
2. Hours of Work
3. Benefits:
a. Health Insurance
l
b. Long Term Disability
c. Deferred Compensation
d. Workers Compensation I
e. Vacation Time I
f. Sick Leave I'
g. Social Security
h. Life Insurance !
J I
~ S. Performance Review
Salary Increases
k. General Increase Eligibility I _
1. Other Benefits Assigned !
City Employees
Signatures'
Mayor
' Council Members
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APPfMIX G
LETTER OF APPRECIATION
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Date
Name
Address
Dear
The Cityy Council Joins me in expressing our the lRmicipal Court Judge s position, appreciation to you for Your interest in
was difficult and Final selection from among the many applicants
unfortunately, you were not selected for the
Ile feel very fortunate that we were able to attract such qualified and iPosition,vressive
applicants. This made the selection process difficult for us.
Interest in this position and wish the best for you in We do appreciate your
your future career pursuits.
Again, thank you for your interest, if we may be of service to ou in t
Please do not hesitate to let us know, y he future,
Sincerely,
Richard 0, Stewart
Mayor
ROS/lfi
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ATTACHMENT 3
/ r 61,5
City of Denton City Council Minutes April 19, 1994
Page 20
back to discuss the issue. The members would have already voted on
the issue when on the Vision group and then would be coming back to
Council for a decision. on a combination of revenue and other
debt, the City had now about $90 million in debt and had just
created a half cent sales tax increase and reduced real. estate tax
of approximately $3-5 million. He expressed concern that the
people who just received that decrease would lose it unless there
was some control. His concern was that the City's debt capacity
base was approximately between $1-5 million per year including
revenue bonds. His' concern was that the real estate tax would be
taken back, the debt situation in the-community would be attacked
and if there were some comfort factor of a spending limit, he would
feel better about the project.
Council Member Brock stated that there was no way the project could
take money from the city coffers. The only people who could do
that were the elected representatives of the people and if the
people did not like what the Council was doing, they could remove
and replaca them every year. It was the elected officials,
representing the taxpayers, who made those decisions. There was no
way the Vision Cabinet could take money from the City and-it took
four votes to do anything on Council.
Council Member Miller stated that in talking about the $90 million
in debt, $30 million was general debt with the rest dealing with
utilities. There was a difference between what was visioning and
what was setting a budget.. Vision was what Denton would be in the
year 2001. The project would not be hampered by putting on a dollar
i amount on the project. one of the early concerns of Council Member
Cott was that people who were involved in the process would feel
that they had been misled if they determined a dream and that dream
could not be supported financially. Council Member Miller did not
agree with that concern and suggested that Council Member Cott
attend the initial' session of each impact group and express that
concern. Council Member Cott did not do that. It was unfair to
continue the process with that type of negativity over the project.
11. Miscellaneous matters from the City Manager.
Council continued with Work session Item 13.
30 The Council received a report, held a discussion and gave
staff direction regarding policies and procedures affecting the
permanent part-time assistant municipal judge position.
K:.
Mayor Castleberry suggested working through each question
individually.
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April 19, 1994 D
Page 21 s
Question fl dealt with a salary range being devised for the
position.
Council Member Miller indicated that he was in favor of proceeding
with the recommendation to work with Human Resources on a salary
range.
Consen9us of the Council was to proceed with the recommendation of
directing the Human Resources Department to survey other cities
that employ a permanent part-time judge to determine appropriate
salary ranges.
Question 12 dealt with whether the part-time judge should report
directly to Council for a yearly performance review or should the
judge's performance be reviewed by the Chief Judge with a report
and recommendation to Council by the Chief Judge.
Mayor Castleberry stated that the recommendation of the Municipal
Judge was that the part-time judge's performance be reviewed by the
Chief Judgs with the Chief Judge making the report and any
recommendation concerning salary increases to the Council. He had
a concern that this procedure might not be in accordance with the
City Charter provisions.
Mike Hucek, Assistant City Attorney, stated that he had raised the
issue regarding how the evaluation process would work. The Chief
Judge would work with the City Clerk to determine schedules and
similar administrative activities. The only issue raised in this
item was how the evaluation process would be done. He wanted ,
Council to be clear'about a termination process. One item used
during a termination process was prior evaluations. He had a
concern that if the Municipal Judge evaluated and signed those
evaluations, they could be used against the Council during a
termination procedure. The Legal Department was concerned that the
Council would have no opportunity to sign off on the evaluations.
Under the Charter, if the Council was unhappy with the assistant
judge, i* could fire the assistant judge and that was why the
evaluation took on a different light.
Council Member Cott asked for a clarification regarding the
potential firing of an assistant judge and the results of that
firing.
Assistant City Attorney Sucek stated that any time the Council
followed the statute for court of record regarding termination, the
Council must follow a point of consideration which would probably
~.,i he the employee's evaluations.
F ` ,k
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City of Denton city council minutes
April 19, 1994
Page 22
,5'67 b~
Council Member Cott stated that the evaluation process needed to be
established by the Council but conducted by the Municipal Judge.
Bucek stated that it needed to be certain in whatever was designed
if the Municipal Judge did the evaluation that there was some kind
of review by council which indicated a final say in the evaluation.
Council needed to keep some kind of control over the evaluation.
Mayor Castleberry asked what other cities were doing which
currently had a court of record.
Bucek stated that Arlington was doing the evaluation by the City
Council but a survey could be done regarding other cities.
Mayor Castleberry stated that he would like to see what other
cities were doing.
Council Member Miller felt that there was a practical aspect of the
Council observing what the judges were doing. There was a
Municipal court committee to which the judge could report
preliminary data prior to a final determination of an evaluation.
.The Committee could then review that information.
White replied that Carrollton had a full-time judge and a part-time
judge and their procedure was to go through a committee similar to
Denton-'s for reviews. She stated that the actual legislation which
would implement the court of record indicated that the governing
body would set the compensation of the assistant judges. The
t Council had set an initial rate of $17 per hour for an assistant
judge which was in the current budget.
Mayor Castleberry suggested doing a survey of other cities in this
area.
Council Member Miller agreed with the suggestion of a survey and
felt that evaluations should not be done with the purpose to
protect the City. out of the evaluation process should come
favorable results.
Council Member Perry state& that he would like to have additional
information but have the Legal Department review any procedures.
Question 3 dealt with whether the part-time judge be allowed to
engage in outside practice of law or any other employmeAt
activities.
Consensus of the council was that that was a reasonable
recommendation.
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J April 19, 1994 r 7-
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Question 23 7
Question 4 dealt with whether the Council wished to provide any
b,jnefits other than the required part-time sick, vacation and
retirement pay. The recommendation of the Municipal Judge was to
pay a certain dollar amount, such as $300.00, for a criminal
evidence continuing legal education seminar.
Mayor Pro Tom Smith agreed with the recommendation to consider
payment of a criminal evidence legal seminar up to a certain dollar
i amount. She felt that was critical for training and continued
education of a part-time judge.
Mayor Castleberry stated that the Municipal Judge had recommended
only payment of the continuing education course.
White stated that in addition to the mandatory 12 hour required
course, the part-time judge be funded up to $300 tu!: ,A continuing
legal education seminar on evidence.
Consensus of the Council was to check what'the procedure was with
other part-time employees and what was done with the attorneys in
the Legal Department.
Question 5,dealt with the selection process of the part-time judge.
The Municipal Judge's recommendation was that the Chief Judge
review the applicants and discuss the finalists with the City-
council Municipal Court Committee members, then make a hiring
recommendation to the City Council Committee to be presented to the
full Council.
Council Member Cott felt that this was similar to the prior subject
the Council had been discussing.
Bucak stated that the normal approach would be to reduce the number
of applicants down to three or four, bring those to the Council and
Council make a selection from at least two applicants.
Council Member Cott asked if the Council's principal interest in
the part-time position was related to a case of a potential lawsuit
regarding an incorrect firing procedure the Council would not
normally have.
Bucak stated that the Council had a lot of authority to delegate
the day-to-day operation of the City but if the only individual the
Council was looking at was the finalist, could other applicants not
interviewed make a claim that the Council unlawfully delegated its
authority.
i
c ty of Denton City Council Minutes
April 19, 1994-
Page 24
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Council Member Miller suggested using the Municipal Court Committee
to review perhaps three applicants and bring a finalist to Council.
Mayor Castleberry asked if it was the consensus of the Council that
no final decision be made at this meeting regarding these items.
On this question the council would consider utilizing the Council
subcommittee reviewing at least three applicants and the Committee
would make a recommendation to the Council.
Council Member Chew felt that the Committee should be utilized.
Question 6 dealt with the advertising of the part=time position.
The Municipal Judge indicated that if the position were advertised
in-house only, the applicant pool would consist of all persons
employed as attorneys, in the city Attorney's Office and the t%,o
contract Assistant Judges, if the position were advertised
throughout the State and the Metroplex, funds would have to be
allocated to the Judge's btfdget to pay for newspaper ads and State
Bar of Texas Journal ads.
Assistant City Attorney Bucek stated that in order to meet Equal
Opportunity Employee requirements, there needed to be some attempt
to look outside the City for an applicant. An ad could be run in
the Denton paper which would show that the City attempted to look
for individuals beyond the present staff. -
Mayor Castleberry felt that the same procedure should be followed
as for other city positions.
Consensus of the Council was to determine the nomal procedure for
advertising.
Question 7 dealt with whether the Council wanted to provide a
judicial robe for the part-time judge.
Council Member Chew felt that the City needed to provide a robe for
the part-time judge.
white asked if the Council would want to provide robes for the
contract judges.
Consensus of the Council was :o provide n robe for the part-time
judge and return with a recommendation concerning the contract
judges.
White asked if this item could be placed on an agenda as soon as
possible due to budget considerations.
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City of Denton City Council Minutes =r
April 19, 1994"
Page 25 66,,tt
Rick Svehla, Deputy City Manager, continued with Miscellaneous
Matters from the city Manager.
A. The Council had discussed televising a work session in
the Council Chambers. Staff had two iter available to present to
council on the 26th if they so desired. If the Council did not
want to meet on the 26th, the work session could be televised at
the first meeting in May. The Council could meet in Executive
Session in the Civil Defense Room and then move to the Council
Chambers for the Work Session. A time would have to be established
to begin the work session and if the Executive Session were not
completed, council would have to reconvene after the Regular
Session.
Consensus of the Council was to noottu hold a meeting on the 26th.
election. A TWspecial mestinq U was hosting a a q
spcialr dinneraand reception on the
same svening for Dr. Ceater. The reception would be at 600 and
the dinner et 700 p.m.. As several council. members had expressed
an interest in attending the event, the council meeting could be
moved up in order to facilitate that event. Council could meet at
500 p.m. and be finished by approximately 6:00 p.m.
Consensus of the Council was to begin the meeting at 5,30 p.m. for
canvassing the election and swearing in new members.
i
12. There was no official action taken on Executive session items
discussed during the Work Session.
13. New Business
The following items of New Business were suggested by Council
Members for future agendas.
A. Council Member Brock stated that Council had received a
letter from Barbara Coe asking that Council discuss the care of
ill/injured animals in the Animal Control Center.
Mayor Castleberry felt that the Council should be brought up to
date on what was currently being done, under what authority did the
Denton Humans Sooistly have to go into the Animal Control Center and
any liability issues involved.
B. Council Member Miller asked for a schedule for the Boards
and Commissions nominating process, the Reception, etc.
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D OFFICE OF THE MUNICIPAL JUDGE
MEMORANDUM
TO: TOM KLINCK, DIRECTORY OF HUMAN RESOURCES
FROM: SANDRA H. WHITE, MUNICIPAL JUDGE
SUBJECT: Permanent Part-time Municipal Judge Salary and Benefits Survey
DATE: April 27, 1994
4
Per our conversation, enclosed please find the information I have been able to obtain concerning
the above referenced matter.
i
Sandra H. White
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TELEPHONE SURVEY - APRIL 26, 1994
Questions: ~a
1. Do you have permanent part-time judges who are actual City employees?
2. What is salary range or hourly rate?
3. Who does evaluation, if any, of part-time judges? If they have contract judges are they
evaluated and by whom?
4. Can permanent part-time judges engage in private practice?
5. Are any benefits paid, such as vacation, sick leave, State Bar dues, etc,?
Does City pay for continuing legal education or mandatory Judicial training?
ARLINGTON
1. No part-time judges at all.
DALLAS
1. Fart-time judges are contract labor.
2. $28,08/hr. - This rate is derived from the salary of a starting full-time Judge broken
down into an hourly rate. Experience has a bearing on this.
3. A annual evaluation is done for the full-time judges and the part-time judges salary is
[ increased according to the increase the full-time judges receive.
{ 4. Yes, they can have a private practice.
ii 5. No benefits.
MIDjA
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1. Five part-time judges but they are contract labor.
2. $25.00ft,
3. No evaluation.
4. Yes, private practice
5. No benefits.
ff. WORTH
f
1. Part-time judges are contract labor,
2. $22,38/hr, starting with no maximum; if Chief Judge receives a raise, part-time judges
got a raise.
r 3. No evaluation.
4. Yes, private practice or any other employment.
5. CLE and judicial training are paid by City if there is money in budget.
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AUSTIN
1. Five part-time judges - 2 year tares appointed by Council.
2. 527.50/hr. to start
3. No evaluation, other than at end of 2 years to see if the will continue to be employed.
4. Yes, private practice or any other employment.
5. They do pay for CLE and Judicial training. They also pay a portion of their State Bar
Dues but I was unable to find out what amount or all. They also receive 2 hours of sick
leave and 2 hours of vacation per pay period.
SAN ANTONIO
1, Part-time judges are contract.
2. $27.401hr, to start
3. Evaluated once a year by Presiding Judge and then evaluation presented by Council by
Presiding Judge.
4. Yes, private practice.
5. Yes, they pay for CLE and judicial training.
HOUSTON
I. 29 part-time judges, appointed by Mayor and Council, and work on a rotating basis,
2. Paid per hour based on per diem of full-time judge. Full-time judge $2,512 bi-weekly,
my calculations come to approximately a Iittle over $31.00/hr.
# 3. No evaluation.
4. Yes, private practice.
5. No benefits.
EL PASO
1. El Paso Is a Court of Record Court and all their Judges are elected.
A
I; 1. No part-time judges.
Amm ii ld2
1. No part-time judges.
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I . Five part-time judges - 2 year terms appointed by Council,
2. $27.50rnr. to start
3. No evaluation, other than at end of 2 years to see if the will continue to be employed,
4. Yes, private practice or any other employment.
5. They do pay for CLE and Judicial training. They also pay a portion of their State Bar
Dues but I was unable to find out what amount or all. They also receive 2 hours of sick
leave and 2 hours of vacation per pay period,
SAN ANTONIO
1. Part-time judges are contract.
2. $27.40/hr. to start
3. Evaluated once a year by Presiding Judge and then evaluation presented by Council by
Presiding Judge.
4. Yes, private practice,
5. Yes, they pay for CLE and judicial training.
HOUSTON
1. 29 part-time judge;, appointed by Mayor and Council, and work on a rotating basis.
2. Paid per hour bused on per diem of full-time judge. Full-time judge $2,512 bi-weekly,
m, olculations come to approximately a little over S31.00/hr.
j 3. No evaluation.
4. Yes, private practice.
5. No benefits.
EL PASO
1. El Paso Is a Court of Record Court and all their Judges are elected.
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s 1. No part-time judges.
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1. No part-time judges.
TYLER
L Part-time judges are contract.
2. $50.00 first hour, $35.00 per hour after that
3. They have a belief that Judges should not be evaluated.
4. Yes, private practice.
5. No benefits.
QDM
I. 2 part-time judges who work weekends and holidays only.
2. S25.00/hr.
3. No evaluation.
4. Yes, private practice.
5. No benefits.
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PIANO
1. Part-time judges are contact. i
y
i 2. S25,00/hr. i
3. No evaluation.
4. Yea, private practice.
5. They do pay for mandatory judicial training.
CORPUS CHMT1
One part-time }edge, appointed by Council for 2 years, works 20 fours per week doing ~
arraignments at the County Jail for City Class C Misdemeanors only.
2.' $20.001hr. for 20 hours a week; paid for 20 hours whether it is worked or not.
3. No evaluation other than at end of two years for reappointment.
fp r r 4. Yes, private practice.
S. No benefits, but they do pay for mandatory judicial training.
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CITY Of DENTON MUNICIPAL UTILITIES/soi•A Texas street/Denton,Tx 16201
MEMORANDUM
TOs Mayor and Members of the City Council
FROMs Lloyd V. Harrell, City Council
DATE: May 24, 1994
SUBJs WORKSHOP ITEM - In Fill Financing Policy
At the direction of the Public Utilities Board, the Utilities
Staff has prepared a policy to encourage development of difficult
and/or overlooked opportunities within Denton's developed service
area. The proposed policy operates as an enhancement to the
existing Infrastructure Financing Policy (Economic Development).
Copies of the Policy and Public Utilities Board Agenda i'Cems are
attached.
Generally the policy utilizes the Economic Development Policy
annual funds, which can only be accessed during the fourth
sale quarter. gained by compact analysis growth are n reqiired. The of
justification.
The developer must:
• Prepare an approved master plan.
r r Have the cooperation of all land owners within the in-
fill site.
• Pay for the first 500 feet of off site water and sewer
extension.
Pay for all on site infrastructure.
• Provide all easements.
The monies can be used for the development even if no business
has been identified to locate on the site. The improvements
should immediately increase the assessed value of the surrounding
r property. The lots would be available for realtors to market.
- Local business would have alternative sites to relocate or expand
without leaving Denton. Subsidiary business attracted to Denton
would have a readily available building site. Even residentia'_
sites would be acceptable as new industry would require building i
;I site and homes for employees relocating to Denton.
nton e
approach
The Fill Policy intended help De
y, g
the utilities concerns of Economic Development.
to meetin
3LA006.wp
Attach.
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May 17, 1994
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CITY COUNCIL AGENDA ITEM 91/
TO: MAYOR AND MSNSERS OF THE CITY COUNCIL ,T
FROM: Lloyd V. Harrell, City Manager
SUBJECT: IN FILL FINANCING POLICY r a
RECOMMENDATION
Public Utility Board and Utility staff recommends approval, subject to
legal review, of the In Fill Financing Policy and to forward the policy to
a Planning and Zoning Commission workshop.
SUMMARY
The In Fill Financing Policy has been drafted as an economic development
f program that will encourage compact development in undeveloped and
underdeveloped pockets within the City.
SACKOROUND
This was orginally discussed at the December 30, 1992 PUB meeting. The
decision was made to draft a policy. The In Fill Financing Policy would
benefit both the City and the Utility. The City would benefit from the
increase in tax base and the utility would gain system efficiencies by
having a more densely developed system. Some of the key elements area the
sites will be pre-approved by PUB, PIZ and City Council; infrastructure
would be conatructed in conjunction with development, developer must pay
for all on site improvements plus the first 500 feet of off site
improvements; total off site improvements must not exceed 2,500 feet. The
funding for this policy would come from development plan funds that are
not used by the Infrastructure Financing Policy.
' PROGRAMS, DEPARTMENTS OR GROUPS AFFECTED
City of Denton, Denton Municipal Utilities and Developers
FISCAL IMPACT
This will result in additional water and/or wastewater revenues. The
funding has already been set aside for economic development and to date
Infrastructure Financing has used very little of the money.
fully fub fitted,
ld(
Loyd V. Harrell
City Manager
Prepared by, Nancy Towle
Administrative Assistant, Water/Wastewater
Exhibit I In Fill Financing Policy
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INFILL FINANCING POLICY
POLICY STATEMENT
The City of Denton adopted the Denton Development Plan on
September 5, 1989. The major goals of the City's Economic
Development Policy are to be accomplished principally through
municipal efforts to:
Attract commercial business and/or industries to Denton
and
d - Encourage commercial business and/or industries already
in Denton to expand locally.
Recognizing that an unbroken growth pattern is the most
~
favorable condition for the efficient provision of municipal
services, that many others forms of development are conducive to
the community's economic viability, the City of Denton hereby
establishes an additional mechanism by which the monies provided
I
for in the infrastructure Financing Policy may be used to support
any development within Denton which meets the conditions and
adheres to the procedures set out in this policy. They may be used
for either extending utilities or upgrading utilities to meet new
requirements due to zoning changes or similar reasons.
SQL
The Infill Financing Policy is funded fro,n the Infraotructure
f;. Financing Policy. The funding level is limited to the amount of
funds remaining in the annual allocation for Infrastructure
Financing at the end of the third
quarter. During the fourth
J quarter, Infill and Infrastructure Financing Policy projects will
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compete for funds on a first come, first serve basis. However,
Infrastructure Financing Policy may access the Economic Development
reserve fund as approved by the City Council. Infill candidates
may not. This policy assumes that Infrastructure Financing Funds
will be expended from the annual budget prior to accessing the
reserve accounts.
PRRAPPROVED LIST OF PROPERTIESt
Any Denton resident may submit a candidate for Infill
Financing. All candidates will be reviewed by the Public Utilities
I Board and the Planning and Zoning Commission and submitted to the
s
City Council for consideration. A maximum of six sites may be
maintafined on the preapproved list. A list of candidates will also
be kept for possible future inclusion on the preapproved list.
f Each candidate will be rated and listed according to rank. As one
3
site is developed, the next site of highest ranking on the list of
candidates will be rotated onto the preapproved list. Funding will
only be provided as the projects are developed.
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`S 5of /3
XINIX M REQUIRMUM9 t
In order to be considered for inclusion on either the
Preapproved list or the List of Candidates, each site shall meet
the following minimum requirements:
1. The total length of off-site improvements mLet not exceed
2,500 linear feet for either water distribution system or
wastewater collection system improvements.
2. The developer shall pay the cost of the first 500 feet of
off-site water distribution system improvements and the
first 500 feet of off-site wastewater collection system
s
improvements.
3. Subsequent to the developer's participation, the City of
Denton shall pay the cost for up to, but not to exceed,
s 2,000 linear feet of offsite water distribution system
improvements and/or 2,000 linear feet of offsite j
i
wastewater collection system improvements.
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4. The developer will provide all necessary onsite and
offeite easements and right-of-ways for all municipal
q infrastructure, and dedicate such to the City of Denton.
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5. Prior to being included on the Preapproved list, the
developer will work with City Staff to prepare a Site
Development Plan.
6. All property owners located within an infill area and
others directly benefitted by offsite improvements must
be a party to the Site Development Plan. Failure to
include all affected property owners in the planning,
development and marketing cf an infill site will
automatically eliminate a project from the list of six
Preapproved sites. However, the site will not be removed
from the List of Candidates. It will be grouped toward
the end in ranking pending inclusion of all property
owners in the process.
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ADMINISTRATIVE FROCEDUREt 70 /3
Infill projects may be identified and included on the
Candidates List and the Preapproved list and then receive funding
if presented in accordance with the following procedures:
A. SUBMITTAL OF SITES FOR CANDIDATES LIST
1. Property owners may submit an application for
Infill Funding Assistance. Application forms
and instructions are available at the City of
Denton's Office of Economic Development.
2. City Staff may present sites for consideration
during the annual CIP/Budget process. Staff E
I
generated candidates may be initiated either
thru the Planning and Zoning Commission,
Public Utilities Board or the Office of
Economic Development.
f
3. City Council, Public Utility Board and
Planning and Zoning Commission members may
request that a site be considered at any time
during the year. Such requests shall be made
at a regularly scheduled meeting during the
time set aside to request future agenda items.
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B. CONS IpEgATION OF SITSQ crfnxtsm.n
FOR IurrlQasnu pN
S~►NDIDAT83 LIST
1. All applications and requests for inclusion on
# the Candidates List shall be forwarded to the
Planning Department for initial review. They
}
shall check that each site:
a. Promotes and completes compact growth,
b. Is inclusive of all appropriate
undeveloped property in the immediate
vicinity.
C. Does not exceed the restrictions for
offsite infrastructure construction.
d. Is a cooperative effort of all affected
property owners. i
e. All property owners are prepared to
T.
develop a comprehensive master plan in
accordance with the Denton Development
Plan and other various master plans as
may be adopted from time to time by the
City.
f. If acceptable] include on Candidate List,
unranked, status Pending Master Plan.
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C. Al INa ITBS ON CANDIDATE LIST
1. As a part of the annual CIP process, the
Public Utilities Board and the Planning and
Zoning Commission will each recommend a
ranking order of all sites on the Candidate
List, status approved.
2. The City Council will receive the two
recommendations simultaneously and will then
develop the final annual ranking of sites on
the Candidate List.
D. PREAPPAOPED INFILL SITESi
1. The Planning Department shall maintain a list
of Preapproved Infill Sites.
2. The list shall not contain more than six
sites.
B. PROJECT MLM929ATIONL
t
(Site Development of Preapproved Infill Sites Only)
1. The developer shall submit a Letter of Intent
to the Planning Department. Such letter *'+ill s
state the developer's intention to initiate
{ construction within four months and will
include a projected schedule for completing
all necessary site improvements such as
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streets, drainage, sidewalks, etc.
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2. A staff utility engineer shall prepare a
current estimate of construction cost for the
required water and sewer lines. The estimate
is considered current if prepared within the
previous six months. Such estimate will be
used to establish the City's maximum amount of
participation. A separate maximum amount will
be established for water and sewer.
3. The developer shall enter into a Cost
Participation Agreement with the City and his
f contractor(s).
' 4. The Cost Participation Agreement will
terminate if construction is not initiated
j
within six months from the date of the
agreement. The City may terminate the
agreement by proper notification if the
developer is only making a token effort as
rr
indicated by his construction schedule
included in his Letter of Intent.
5. Funding will be released by the City upon:
4~. a. Completion of all required site
improvements indicated on the approved
f
Master Plan.
i; b. Completion of the water and/or sewer
lines and final
. c, acceptance by the City.
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Page 9 c. The developer files an affidavit of //pf~3
actual construction cost.
d. Compliance with all administrative
conditions included in the Cost
Participation Agreement.
e. The amount released does not exceed
either the City's participation amount or
the actual cost of construction.
6. The site may be developed in phases and
funding distributed by phase provided that
phasing is established by the Master Plan and
is implemented in accordance with such plan.
7. Unobligated and unused funds shall be returned
i
to the infrastructure Financing Program
i
account.
F. INFILL POLIC,~ TSRXINATIONs
1. The Infill Policy may be terminated at the
discretion of the City Council.
2. The Infill Policy shall be automatically
E terminated if the Infrastructure Financing
Policy is terminated.
3. The Infill Policy shall not be considered !
terminated if the City Council does not
appropriate funds for the Infrastructure
Financing Policy in any given year.
!
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APPLICATION FOR INFILL ASSMANCE 1
i X670
Developer Name _
Address
Contact Persons Telephone t
Site Locations
Type of Proposed Pacilitys
i
Nature of Businesss -
i
Please check the appropriate boxy
❑ 2,500 feet or lase of water line
❑ 2,500 feet or less of wastewater line
f ❑ Property owners willing to participate?
Number of acres
Number of parcels
Name of parcel (property) owner(s)
Ia master plan attached? Yes ❑ No ❑
Is statement of cooperation from property
c.
owner attached? Yes ❑ No ❑
Engineering cost estimate of water lines
Engineering cost estimate of wastewater lines
•7
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90(1-
.;7v
APPLICATION FOR INFILL ASSISTANCE
Developer Name
Address
Contact Persons Telephone R
Site Locations
Type of Proposed Facility(
Nature of Businesss_ _
Please check the appropriate boxs
4,500 feet or leas of water line
2,500 feat or lase of wastewater line
❑ Property owners willing to participate?
Number of acres
Number of parcels
Name of parcel (property) owner(s)
is master plan attached? Ysa El No El
is statement of cooperation from property
r: owner attached? Yes ❑ No ❑
Engineering cost estimate of water lines _
Engineering cost estimate of wastewater lines
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[1919 May 24,11+994
CITY COUNCIL AGENDA ITEM ~~T 3
TO: Mayor and Members of the City Council
I
FROM: Lloyd V. Harrell, City Manager
SUBJECT: RESPONSE TO DRAINAGE CONCERNS PRESENTED AT CIP PUBLIC
HEARING
i
SUM14ARYt
on Wednesday, February 9, and Wednesday, February 23,
1994, the Planning and Zoning Commission and the Public
Utilities Board conducted public hearings regarding the
upcoming Capital Improvement Projects. The majority of
the concerns were about drainage and bicycle trails. The
Public Works Department has proposed several capital
projects to address the drainage concerr:a. However,
maintenance is an integral part of the solution in every
situation and the total solution in some instances.
The Drainage Division has prepared a response to each of
these concerns regarding maintenance. The response is
quite informative and will be presented to the City
Council during the work session.
Respect ully Submitted:
Lloyd Harrell,
City Manager
Prepared by:
(2G A-1CaG1c~
Lee K. Allison, P.E., Director
Water Engineering and Operations
Approved b
E. Nelson, P.E., Executive
Director of Utilities
EXHIBITS:
Exhibit I - Denton Flood Areas Map
Exhibit II - Denton PAZ Complaint Areas
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DENTON FLOOD ARRAS MAP
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EXHIBIT II
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DENTON F&Z (FEBRUARY 231 1994) COMPLAINT AREAS
now" udnow mmiiiiliwii an
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HANDOUT TO COUNCIL 5/24/94
OFFICE OF THE MUNICIPAL JUDGE
MEMORANDUM
TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: SANDRA H. WHITE, MUNICIPAL JUDGE
SUBJECT: Permanent Part-Time Municipal Judge and Terms of Office
DATE: May 24, 1994
1 am enclosing information obtained from the City of Carrollton, which as you know became
a Court of Record, effective October 1, 1993. Our legislation and Carrollton's was almost
identical so I felt information from them should be reviewed. They have s-ipplied a copy of the
Resolution, appointing the full time Judge, the Resolution and Contract for the 'contract"
Assistant Judges, and job descriptions for the full time Judge and the contract Judges. I would
also like to point out that in discussions with Carrollton, the following information was obtained:
i '
1. The City of Carrollton has a judicial committee, comprised of three Council
members which evaluates the full time Judge on an annual basis and which
recommends to the full Council whether to reappoint and any salary increase to
i be considered.
2. The full time Judge and the contract Judges are afpointed for one (1) year terms.
l 3. 'I "he full time Judge is budgeted for mandatory judicial continuing legal education
II and for additional non-required courses. This year more is being budgeted than
in prior years. The Judge is also given funds for all bar dues and association
dues, subscriptions to legal magazines and legal publications, and a full judicial
library, plus the cost of updates (this includes case reporters, in addition to
statutes). The full time Judge is paid an annual salary of $55,000, plus a
$4,800.00 a year car allowance.
4. The "contract" Judges have a formal contract, a copy of which is enclosed.
Carrollton hired three (3) people to serve as Assistant Judges. They each have
a fairly set schedule of hours and dockets to preside over.
5. The "contract" Judges are appointed by the Council, but when hired, the full time
Judge and the Council Committee reviewed the applicants and made
recommendations to the full Council on who to hire.
6. There is not an evaluation process in place for the "contract" Judges, but the full
time Judge is charged with training and supervising their work (subject to the
caveat that no Judge can dictate to another Judge how to rule or think).
7. The "contract" Judges are required to go through in-house training sessions with
the full time Judge quarterly, and they are paid $150.00 per day for these training
"p
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Honorable Mayor and City Council Members
May 24, 1994
Page two
sessions. these sessions are utilized to instruct the Judges on policy and
procedure changes in order to facilitate consistency in the Court.
8. The "contract" Judges submit a monthly invoice to the full time Judge for
payment for hours worked in the month---no withholding or other amounts are
deducted, the checks are mailed out to the Judges. The full time Judge reviews
and signs off on the invoices.
9. The "contract" Judges are paid $150.00 per day as a stipend for days they attend
the mandatory judicial training, and they also receive travel, meals and
registration expenses. No other CLE is covered nor does the City pay for any
other benefits or "perks".
10. The "contract" Judges are paid as follows:
a) $150.00 per day for weekend and holiday jail arraignments
b) $80.00 per hour for in court sessions with a two (2) hour minimum
guaranteed, and anytime in excess of fifteen (15) minutes is billed as one (1)
j hour. The Judge is required to do jail and proc-ess all paperwork on days that the
Judge is ^cheduled for in court sessions, and the $80.00 per hour rate applies.
t Carrollton is still discussing how to evaluate and who should evaluate the "contract" Judges.
They are also considering revamping their structure to encompass a full time Judge, permanent
part time judge and a pool of two (2) "contract" judges. So they would like us to let them know
of our decisions and how well it works.
hope this information will assist you in •,ur decisions.
E
Sandra H. White
SHW.cm
4ttachments as noted
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t^AY 24 '94 09t52AM CPRROLLTON MUN COURT
RESOLUTION NO.fLL
A RESOLUTION OF THE CIT JUDGES FFOORO PERIOD OFF ONE YEAR AND
ASSISTANT STAN7' MUNICIPAL COURT
PROVIDING AN EFFECTIVE DATE.
BE IT RESOLVED BY THE CITY COUNCIL. OF THE CITY OF CARROLLTON'
TEXAS:
Secdon 1
appointed to sern as
That of one year n accordance with the terms
Assistant Municipal Court Judges Of s ade
a pad hereof.
expressed in "bit 'A' attached hereto
Section 2
j 'That this Resolution sbaU take effect October 5, 1993.
k
j PASSED AND APPROVED on this the 5th day of October, 1993'
City of Carrollton Texas
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j By. Milbum R. Gravley
LA R Mayor
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pcLT00,
PROVED AS TO FORM:
U/
City Attorney
,IS F
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'ip
MAY 24 94 o9:51--NM LPRROLLTON muN COURT Q ,
I
CONTRACT FOR SERVICES
` THIS AGREEMFXr, made and entered into this 1st day of October, 1993, by and
` between the City of Carrollton, Texas, a municipal corporation of the State of Texas,
hereinafter referred to as "City" and , hereinafter
referred to as "Assistant Judge."
EMUM
1. City does hereby employ the services of _ for a period of one year
be0aning on the 1st day of October, 1993 at the following compensation:
(1) S150 per day for arraignments on weekend, holidays and weekdays when there
are no court sessions. Daily rate includes call-back and signature duties.
(2) $80 per hour for presiding in court. This time may be billed as a two hour
minimum per day, time over 15 minutes may be billed as a full hour. Travel
time to and from the court or jail shall not be included as billable time.
(3) On those days that the Assistant Judge presides in court, he/she shall also be
responsible for the arraignment and signature needs of the day. This time WM
be billed at the hourly rate of $90.
(4) Expenses (travel, meals, registration) for the statutorily required judge's
training will be paid by the City in accordance with the City's travel policy.
A stipend of $150 per day shall be paid for the time spent In training sessions.
s
(5) In service tralning for duties in the Carrollton Municipal Court will be
scheduled and billed at a rate of $150 per day.
The Assistant Judge agrees to the employment at said compensation. The Assistant Judge
is responsible for maintaining accurate and complete time records setting forth %U date,
description of services rendered, and time incurred rendering such services. Such time
records shall be submitted monthly to the Municipal Court Judge for review. Payments shall
&MLSTANTAWs coma poset
F4
T
MA'i 24 '94 e9:53AM CARROIJ_TON MUN LQ JR.
i
be processed by the Municipal Court Clerk in the same manner as other city payables. No
additional benefits beyond the stated compensation will be provided.
2. The Assistant Judge will receive assignments and work schedules within the
discretion of the Judge of the Municipal Court of Record, or hislher designate. The
Assistant Judge shall perform the following duties:
(1) Preside over court dockets and arraignments as scheduled by the Municipal
Court Judge.
(2) Review probable cause affidavits for felony and misdemeanor arrests and
search warrants.
(3) Review emergency mental health commitments.
(4) Perform magistrate warnings for juveniles.
t (S) Review transcripts and appeal bonds for cases appealed from the Carrollton
I Municipal court.
(6) Be available on an on-call basis for weekend, evenings and holiday duties as
scheduled by the Municipal Court Judges
(I) Any other magistrate duties authorized by law and as scheduled by the
Municipal Court Judge.
3. The Assistant Judge shall not take on representation of a client adverse to the
-J Ciry of Carrollton. The Assistant Judge shall not represent a client in a case where an
employee of the Clry of Carrollton, in his capacity as an employee of the City of Carrollton,
is a witness or may be summoned to appear as a witness.
4. During the duration of this Agreement, the Assistant Judge shall comply with
all provisions of the Code of Judicial Conduct, the Carrollton City Charter, Chapter 30,
Government Code, Subchapter V. IS3.131419931 and all other applicable laws pertaining
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MAY 24 '94 09:57pr,CPRP.OLLTGN MON COURT
to the operatiOTL of the Carroflton Municipal Court of Record and his/her duties as a
magistrate.
This agreement represents the entire and integrated agreement between City and the
Assistant Judge and supersedes all prior negotiations, representations and/or agreements,
either written or oral. This agreement may be amended only be written instrument signed
by both the City and the Assistant Judge.
The Assistant Judge further states that he/she has carefully read the foregoing
Contract, and knows the contents thereof, and signs the same as his/her own free act.
IN WMESS WHl EOF, City has caused this Agreement to be signed in its name
by Milburn R. Gravley, Mayor, and its corporate seal to be hereunto affixed and attested
by its City Secretary, and the Assistant Judge has hereunto set his/her hand and seal the day
and year &st above written.
ASSISTANT' JUDGE CITY OF CARROMTON, TEXAS
By.
Gravl
mourn R e7+
Mayor
I
By authority of Res. No
ATl'F.SPassed October S, 1943
City Secretary
F, .ce rrf.*rr 100 OOhMMa - Pole 3
' rs
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ASSISTANT MUNICIPAL JUDGE DATlI 07/28/43
DNPARTXEVTs MUNICIPAL COURT TITL CDs JUDGE
DIYISiIOYt N/A TITL ORPs EXECITr
PLU DUXMMTIONI EXEMPT 0=2 CDs EX005
RBPORTB TO$ CITY COUNCIL - APPOINTMENT/CONTRACT
&MoltI220 BYt CHAPTER 30 Q0Tf21O(=M COD'sZ, (NO8CXAp-?3M Ve /BC.
30.437)► ORDINUCI 1920 An CITY C=TZA 53C. 2.12
JOB 14MM TS Under the adsinistrativa direction of the City
Council, presides over Municipal Court sessions and functions as
Magistrate to administer justice in the disposition of cases
involving ordinance or statutory Misdemeanor violations within the
jurisdiction of the Municipal Court.
BSSHHTIAL JOB ruNcTIoust ,
o Parforms Municipal Judge duties as outlined in Texas State
lave subject to assignment by the Municipal Judge, including
but not limited to:
o Presides over Municipal Court for all class "C"
misdemeanors; holds court sessions to hear persons
accused of violating city laws, ordinances, and other
misdemeanor violations within the jurisdiction of the
Municipal Court.
o Determines innocence or culpability (when hearing cases
without a jury) and levies fine or bail commensurate with
the violation in such a ttanner a to preserve equity and
f uniformity in the application of existing lays and
ordinances.
o Directs jurors in trial cases on proper interpretation of
law.
o Advises inmates of their rights, sets bonds, accepts
~J pleas.
o Reviews and signs affidavits for search and arrest
warrants.
o Coordinates court activities with the *jnicipal Judgqe,
Court Administrator, City Attorney►s office, other aity
o Pert rasaM gistratdties outside as outlined agencies. Texas State law
including but not limited toe
o issues warrants, summons, magistrate warnings, etc.
o presides over driver's license suspension sessions for
the Department of Public safety; stolen property
hearings, juvenile warnings, mental commitment hearings,
etc,
o Signs various paperwork such as arrest warrants, search
warrants, prisoner transfer documentation, appeal bonds,
affidavits, etc.
0 Is exposed to dangerous criminal elements
tC
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tlesiatatst Xuaioipal Judge - page 2
Onn 1XV09TAST DQT1E8 t
o Performs other duties research an assignedon as needed.
sflt11lltM t
0 office equipment such as computer, typevriter, copy machine,
calculator, sto.
~towt,:na=/s~w►s~nxo/sspne=syres/satts,
o Knowledge of ordinances, statutes, and court decisions
relating to Kunicipal Court jurisdiction.
0 Knowledge of Judicial procedure and rules of evidence.
o Movledge of and the ability to conduct legal research.
o Knowledge of the organisation, duties, powers, limitations,
and authority of the Municipal Court.
o Ability to analyze evidence and date presented in court, to
apply existing laws impartially, and to render prompt and
equitable verdicts.
I o Ability to oosnsunicate effectively, both writing and verbally.
o Ability to express legal interpretations clearly, concisely
and in a forthright manner using a vocabulary level
,
understandable to parties concerned.
,
and problem solving.
o ski11 in Wb/~to ee relations
1Sc Y
RSVIS" MORTlON nssiae, CUTIr1G1TSS WD/OM L=CUSISt
o Ju,ris Dootorate Degree in law from an accredited institution.
€ o Two years experience practicing lave
o Licensed with the state Sar of Texas
o Wkited states citizen
0 Resident of the state of Texas
OOMD2!lOMi Ot IMPOTU MTt
o lass pre-empl"nt drug screening
0 pass a motor vehicle record check
perform duties at unusual hours and on
o Kay be calle and holidays,
t
MAY E4 'j4 Q9:55PM CARROLLJUN MUN CART
AGBMDA ITEM NO. HERTI91G DATit August 17, 1' 93
I
CARROLLTON
Winitip.11 Cotirl
Tot Dan Johnson
City Manager
noks Shirley Armstrong
Court Administrator
sost ms Appointment of Municipal Court Judge
1
COMUTS1
A ched for City Council consideration is a Resolution appointing
to serve as Municipal Court Judge for a period of
one year. a appointment complies with the requirements of f
Carrollton City Charter - Section 2.12, Carrollton Coda of
ordinances - Section 2.32 and the Government Code - Section 30.856.
I
has served as Alternate Municipal Judge since
NovsmA~r 220 1 88. The City Council Judicial Committee, consisting
of Mayor Fro Us Gary sUnscat, Council Members 5hirlay Tarpley and
f Stan Sewall have evaluated perforsanca and are
recommending bar appointment.
DEStIt=D 7~t:'!'IOxt
Favorable consideration of the proposed Resolution.
YY09T1►TCAf t
TITLU Court Administrator
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MAY 24 '94 09:55AM CRRQOLLTUi tV4 COURT
h
_
RESOLUTION NO,
A
A RESOLUTION Or TIN CITY Or MUNICIPAL COURT JUDGE; "M PROVIDING 0AN 71 rECTIVx DATS TZIA9 APPOINTING
BS IT RESOLVED BY THE CITY COUXCIL Or THS CITY O! CARROLLTON,
TSXASt
Section 1
That s appointed to serve as Judge, municipal Court
No. It or a per of one year, at an annual salary of $55,0001
annual car allowance of $4,800.00 and the sane benefits provided f
raVlar full time city employees.
Section 2
That this Resolution shall take affect October 1, 1993.
PASSSD ab APPROVED on this the 17th day of August, 1993.
City of Carrollton, Texas
Bys l
GARR malorrn R' Grav ey
ATTESTt
Z
C seoretary
LTO
"PROVED AS TO rORms
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MH1 L4 'y4 01 'DSNM UORKLLIUN M r4 COURT F,la
:TLtt MUNICIPAL JUDGE DATNI 07/18/93
~.i DlP~T1tsYTt MUNICIPAL COURT T13o CDI JUDGE
DIV14I0><t N/A TITL GRP$ EXECUT
FLU DISIMMIOIft EXEKPT GRADE Coo EX005
APORTS TOt CITY COUNCIL - APPOINTMENT
ADTHOR1520 XYt CRAPT21 30 GOVt.RltKM CODE 000AP. 0, ago.
30.456), ORDI3MCI 1920, AM CITY CURT!'R INC. 2.12
JOD 80300RY1 Under the administrative direction of the City
Council, presides over Municipal Court sessions and functions as
Magistrate to administer justice in the dispositiga• of cases
involvinq,orgi,n4nce or statutory misdczeanor violations within the
juriidictiori of thO municipal Court.
SGUNTIAL JOB YUNCTIONs t
o Reports to the City Council on the status of the Municipal
court as required.
o Administers daily duties of the Assistant Municipal Judge.
o Pertorms Municipal Judge duties as outlined in Texas Stave law
including but not limited tat
o Presides over Mvj►icapal Court for all class "CW
misdemeanors; hobs court sessions to hear persons
accused of violating city laws, ordinances, and other
misdemeanor violations within the jurisdiction of the
Municipal Court.
o Determines innocence or culpability (when hearing cases
without a jury) and levies tint or bail commensurate with
violation in such a manner as to preserve equity and
uniformity in the application of existing laws and
ordinances.
-J 0 Directs jurors in trial cases on proper interpretation of
law.
o Advises inmates of their rights, sets bonds, accepts
pleas.
o Reviews and signs affidavits for search and arrest
warrants.
o Coordinates court activities with the Assistant Municipal
Judge, Court Administrator, City Attorney's Office, other
city departments, and with outside agencies,
o perform magistrate duties as outlined in Texas State law
including but not limited tot
o Issues warrants, summons, magistrate warnings, *to*
0 Presides over driver's license suspension sessions for
the Department of Public Safety; stolen property
hearings, juvenile warnings, mental commitment hearings,
etc.
o signs various paperwork such as arro t•darrants, prisoner
transfer documentation, appeal bonds, affidavits, etc.
o is exposed to dangerous criminal elements.
U
MAY 24 '24 69,55AM CARROLLTON fNJN COURT P111
1[umicipai Judge - Page 2
WnM IYPOIITAM DUTIT!t
o Performs legal research on occasion as needed.
o performs other duties as assigned.
lQOiP>4~'Pe
0 office equipment such as computer, typewriter, copy machine,
calculator, *to.
ERC~LKDO=/'f~Illllf0/EIP!!tIlKCE/BEILLS t
o Knowledge of ordinances, statutes, and court decisions
relating to Nunicipal Court jurisdiction.
0 Knowledge gof the abilitryto conduct legal research.
o Knowledge of the organization, duties, powers, limitations,
and authority of the Kunicipal Court.
0 Ability to analyze evidence and data presented teeri Prompt,and
apply existing lava impartially, and to j equitable verdicts.
0 Ability to communicate effectively in writing and verbally.
o Ability to express legal interpretations clearly, concisely, y
and in a forthright manner using ■ vocabulary level
understandable to parties concerned.
0 Skill in public/employee relations and problem solving. ;
2"VIMM iDUCATIOR OXGUZS, CERTIFICATES AND/On LIezvos/i
1
o Juris Doctorate Degree in law from an accredited institution.
o Three years experience practicing law.
o Licensed with the state Bar of Texas.
o United States citizen.
0 Resident of the State of Texas.
CO~fDi'llOlli Of EYFLOYMM I
o Pus pre-asployment. drug icrsening.
o pass a motor vehicle record check.
o Kay be called upon to perform duties at unusual hours and on
weeksnds and holidays.
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