HomeMy WebLinkAbout07-30-1991
AGENDA
CITY OF DENTON CITY COUNCIL
July 30, 1991
Work Session of the City of in Denton CivCity il Defensecouncil
Room Of eCity
July 30, 1991, at 3:30 p.m.
Hall, 215 E. McKinney, Denton, Texas at which the following
items will be considered:
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3:30 P.M.
ion of an ordinance approving a
i 1. Consider adopt compromise settlement and release agreement with
Michael Wilson.
2, Receive a report and hold a discussion regarding joint
ownership contract issues between the City of Denton
and the Upper Trinity Regional Water District relating
to the Ray Roberts Water Treatment Plant and give
staff direction.
~ 3, presentation and discussion of the budget for the
Denton Convention and Visitors Bureau.
4. Receive a report and hold a discussion concerning a
preliminary report by William M. Mercer on a proposed
classification and compensation program for the City'
of Denton.
5. Delivery of 1991-92 proposed budget.
! 6, Adjourn to the Visual. Arts Center i
Special Called
30, Meeting
99 9 at 7:00 p m. in tthetVisualt Atsu C nter,~
Tuesday. July
corner of }3e11 and Hickory, Denton, Texan at which the
following items will be considered:
1 8:00 P.M.
Consider approval of a resolution of appreciation for
1.
retiring Hoard/Commission members.
( 2. Consider approval of a resolution of appreciation for
retiring Council Members.
C E R T I F I C A T E
I certify that the above notice of meeting was posted on the oxa E bulletin board at the city Hall of 19hge~ City
of Denton, o~' clock
on the day of
CITY SECRETARY
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ORDINANCE NO.
AN ORDINANCE OF THE CITY OF DENTON, APPROVING A COMPROMISE SETTLE-
MENT AND RELEASE AGREEMENT WITH MICHAEL WILSON; AND PROVIDING FOR
AN EFFECTIVE, DATE.
THE COUNCIL OF THE CITY OF DENTON HEREBY ORDAINS:
SECTION I.. That the attached compromise Settlement and
Release Agreement between the city of Denton and Michael Wilson,
providing for the settlement and compromise of the claim now,pend-
ing between the parties is approved in accordance with its terms,
and the city Manager is authorized to execute the agreement and all
other documents and make the payments and take such.. action as is
necessary to comply with the terms of said agreement.
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SECTION II: That this ordinance shall become effective
immediately upon its passage and approval.
PASSED AND APPROVED this the _ day of , 1991.
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BOB CASTLEBERRY, MAYOR
ATTEST:
JENNIFER WALTERS, CITY SECRETARY
APPROVED AS TO LEGAL FORM:
DEBRA A. DRAYOVITCH, CITY ATTORNEY
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THE STATE OF TEXAS 9
RELEASE AN' SETTLEMENT
COUNTY OF DENTON IN FULL OF ALL CLAIMS
It is hereby agreed by and between Michael Wilson and the
CITY OF DENTON as follows:
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FOR AND IN CONSIDERATION of the payment to Michael Wilson the
sum of Eighteen Thousand Five Hundred .nd No/100 MDollars
ichael
of which is hereby acknowledged,
($18,500.00), the receipt
Wilson, being of lawful age, does hereby release, acquit and for-
ever discharge the CITY OF DENTON, its agents, officers, and em-
pinyees, elected officials and attorneys, and CRAIG FIT'LGEARLD, i
his family, relatives, insurers, and attorneys of and from any
and all actions, causes of action, claims, (including subrogation
claims), demands, costs, loss of service, expenses and compensa-
tion, on account of, or in any way growing oist of, any and all ;
known and unknown personal injuries, violation of statutory or
constitutional rights, damage to reputation, property damage,
pain and suffering, mental anguish and loss of earning capacity,
loss or damage to familial relationship, and whether heretofore
asserted or not, resulting from or growing out of certain events
which occurred on or about the 13th day of October, 1989, in the
City of Denton, Texas, which resulted in my arrest and detention,
investigation and subsequent trials arising from such arrest, or
from any other event which occurred prior to the date of this
release.
II.
Michael Wilson represents to the CITY OF DENTON that in ;
making this release it is understood and agreed that he relies
wholly upon his judgment, belief and knowledge of the nature,
extent and duration of said injuries as well as the liability
questions involved, and that he has not been influenced to any
extent whatsoever in making this release by any representations ;
{ or statements regarding said injuries, or liability, or any other ;
matters, made by the persons, corporations
acting orehimror t
leased, or by any person(s)
them.
III.
Michael Wilson represents he is unmarried and was not married
on October 13, 1989.
IV.
It is further understood and agreed that this settlement ed
in FULL SATISFACTION OF ALL DAMAGES of a doubtful and dispute
claim, and that the payment of said sum is not to be construed as
an admission of liability on the part of the City of Denton, by
whom liability is expressly denied.
Michael Wilson understands and agrees that this payment is in
full satisfaction for all damages arising on account of the above
described incident and that he will receive no further sums of ;
( money and that he hereby agrees to not assert or prosecute any
I further claims or lawsuits therefor against one whomsoever,
whether or not herein otherwise named,
Any and all claims against parties not specifically released ;
herein, if any, are hereby assigned in full to the parties hereby
released.
This release contains the ENTIRE AGREEMENT between the parties
hereto, and the terms of this release are contractual and not a
mere recital.
WITNESS my hand and seal this the day of _r
1991.
C EL
APPROVED A3 TO FORM:
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JEFF
ATTORNEY FOR MICHAEL WILSON
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CITY OF DENTON, TEXAS
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APPROVED AS TO FORM:
CITY ATTORNEY
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THE STATE OF TEXAS §
COUNTY OF DENTON §
on this day of , 1991, before me, the
undersigned otary Public, personally appeared Michael WV son, ;
personally known to me to be the person described heroin, and who
executed the foregoing instrument and acknowledged that he volun- ;
tartly executed the same.
WITNESS my hand and official seal,
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NOTUY i
PUBLIC, STATE OV TWS 4
My Commission expiress
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CITY COUNCIL MEETING
WORK SESSION ITEM
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Receive a Report end Hold a Discussion Regarding Joint
Ownership Contract Issues Between Clty of Denton and
upN. r Trinity Regional Water District (UTRWD)
Rolating to the Ray Roberts Water Treatment Plant. f!
Submitted By;
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R.B. Nelson, ExecutEve Director of Utilities
Approv
Lloyd V. Harrell, City Mgr.
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AGREEMENT BETWEEN CITY OF DENTON AND
UPPER TRINITY REGIONAL WATER DISTRICT FOR
JOINT OWNERSHIP, DEVELOPMENT, OPERATION AND MAINTENANC^
OF WATER TREATMENT PLANT NEAR RAY ROBERTS LAKE AND
RELATED WATER PUMPING AND WATER TRANSMISSION FACILITIES
THE STATE OF TEXAS S
S DRAFT
COUNTY OF DENTON S
THIS JOINT AGREEMENT (the "Agreement") is made and
entered into as of the day of , 1991
(the "Contract Dats"), by and between the CITY or DENTOH
("Denton"), a municipal corporation of the State of T*xas, and
the UPPER TRINITY REGIONAL WATER DISTRICT, (the "DistrictN) a
conservation and reclamation district created pursuant to
Article XVI, Section 59 of the Constitution of the State of
Texas.
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RECITALSt
DENTON provides water utility service within an area
defined in a certificate of convenience and necessity issued by
the State of Texas.
The DISTRICT was created by the Texas Legislature to
provide wholesale water, wastewater and other services to
cities and utilities of Denton County and adjacent areas, The
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DISTRICT is managinq a phased development of its master plaa+
Phase I is the wholesale water transmission system which is
scheduled to be operational within three years. Phase I2 is,
the water treatment facilities to be constructed under this
Agreement. Plans of the DISTRICT are susraarised in a report
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dated June 1990 by Alan Plummer and Associates, Inc, titled
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Water Imnlementation Plan, SupQ emranrat ar„~•~ and updated in a
letter dated November 19, 1990 from Alan Plummer and
Associates, Inc. titled Water imnlemeu atlnn plan - Additional
Studies, Collectively, these reports shall be referred to
herein as the "Plummer Report.
DENTON has initiated a project to develop water
treatment plant near Ray Roberts Lake, has acquired the site,
and has substantially completed engineering plans to construct
the plant and related facilities. DENTON supported creation of
the DISTRICT to provide for orderly and efficient wholesale
water service to cities and utilities of Denton county,
including existing and potential wholesale water customers of
DENTON. DENTON invited the DISTRICT to participate in planning
and joint development of future water supply facilities,
including the proposed plant, and the DISTRICT desires to be a
joint owner of the plant and related facilities, which plant is
anticipated to be constructed in phases to a probable ultimate
capacity of 30 million gallons per day. The first phase is
planned to provide for 10 million gallons per day of peak day
treatment capacity and to provide for certain support, E'
auxiliary and transmission facilities to accommodate expansion
of the treatment capacity.
0 r11R'Q11 initiated steps to complete the water treatment
plant on A timely basis, in part, to meet the needs of OOiT011
for an adequate, dependable and safe supply of potable water
for its present and future customers and, in part, in
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anticipation of the needs and plans of the DISTRICT, DENTON
has taken those steps in a diligent manner and has expended its
funds in good faith. The DISTRICT supports and agrees with the
steps taken by DENTON to prepare for expected increases in
surface water supply requirements. DENTON and the DISTRICT
recognize the operational advantages and financial benefits of
cooperative development of such critical public facilities.
Both DENTON and the DISTRICT desire to participate in initial
construction and in subsequent expansions of the plant to meet
the demands of their respective customers. DENTON and the
DISTRICT desire to coordinate future capital planning
activities and to develop mutually beneficial arrangements for
sharing reserve capacities in jointly and separately owned
facilities to meet peak, short term or emergency needs.
DENTON owns and operates water treatment facilities which
have reserve capacity in excess of current demands, DENTON and
DISTRICT desire to stake maximum beneficial use of existing
water treatment facilities and to schedule new joint treatment
facilities when needed.
DENTON and the DISTRICT desire to share in the ownership
and operation of certain joint facilities as tenants in comaton,
and the parties have determined that such participation is
appropriate and desirable. DENTON and the DISTRICT recognise
the need to construct and operate the facilities in accordance
with Prudent Utility Practical consistent with the efficient
and safe operation. Pursuant to this goal, DINTOR and the
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DISTRICT have determined that it is in their mutual interest
that DENTON act as Project Manager for both parties in the
licensing, design, construction, operation and maintenance of
the jointly owned facilities in accordance with the terms of
this Agreement.
NOW, THEREFORE, DENTON and the DISTRICT, in consideration
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of the terms, covenants, and conditions included herein, agree
as follows.
ARTICLE 1
PROJECT DESCRIPTION
The jointly owned facilities to be constructed under this
A9reement# hereinafter referred to as the "Project", consist of
raw water, transmission lingo the water treatment Plant,
maintenance facilities, administration
chemical building,
building, Land with associated site improvements and a treated 1
J water transmission ling. The raw water transmission line
begins at the connection to the outlet works at Ray Roberts
Lake and ends at the treatment plant. The water treatment j
plant begins at and includes the rapid mix facility and
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terminates at the and at the high service pump discharge
header. The treated water transmission line begins at ,,the high
service pump discharge header and ends at the Battles Field
Road Booster Station. Tile treatment plant includes auxiliary
and
processes such as sludge handling, wash water recoveryr
plant service water. The Project is described with additional
detail on Exhibit As
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ARTICLE 2
LAND FOR PLANT SITE
DENTON has proposed and the DISTRICT has agreed to
include projections of future DISTRICT water demands in
planning for the Project. DENTON included each projections in
its site and engineering studies and willingly accepted the
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risks and costs of planning the Project until the DISTRICT was
created by the Texas Legislature on June li, 1989. Land
acquisition for the water treatment plant and related
engineering activities were initiated for the benefit of DENTON
as well as for the DISTRICT. DENTON acquired land for the
plant site in 1988. !
DENTON offers to sell and the DISTRICT hereby agrees to
buy an undivided interest in the plant site from DEMN to
accommodate the DISTRICT'S portion of'the water treatment plant
and for other DISTRICT purposes in consideration of the
premises and mutual agreements, heroin set forth and subject to
the terms of this Agreement.
2.01 Pronerty ~ascriotion,
Under the terms at_ this Agreement, the DISTRICT will
acquire an undivided fee simple interest in that property
purchased by DRMN for the purposes of constructing$ owning
and operating a water treatment plant and other related
activities and facilities, which undivided property is more
fully described as follows
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FIELD NOTES to all that certain tract of land situated in
the Sylvester Williams Survey Abstract Number 1322, Denton
County, Texas and being a part of the called 50 acre tract
described in the deed from M.U. Duncan at ux to Alfred B.
Coulter at ux recorded in Volume 383, Page 552 of the Real
vroperty Records of Denton County, Texas, and being a part of
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the called 50.82 acre tract described in the dead from Lonnie
H. and Pauline Moseley to J.H. and Corda Neblett recorded in
volume 3680 Page 354 of the Real Property Records of Denton
County, Texas; the subject tract being more particularly
described as followsi
BEGINNING for the northwamt corner of the tract bring
described herein, at a Government market stamped 204-21 209-1,
1982 situated at the southeast corner of the called 45.25 acre i`
in a judgment in favor of the United States of
described
tract
America (hereafter referred to as "the U.S.A."1 recorded in
Volume 1091r Page 27 of the Real Property Records of Dento!►
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Countyt the said marker also being the southwest corner of the
called 1.64 acre tract described in the deed from Alfred e. i
Coulter at uz to the U.S.As recorded in Volume 1101, Page 702 j
of the Reel Property Records of Denton County;
TSi11CS north 91~ 02' 48" east along the Government
property fine below the dam at Lake Ray Roberts a distance at
990.18 feet to s governaent market, a.2 inch iron pipe at a
fence corner at they southeast corner of the nsS.A, Tract in the
east line of the Coulter (tact in the west right-of-war of
KcReynolds Roadj
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THENCE south 00' 30' 58" east with the east line of the
Coulter Tract along the west right-.of-way of McReynolds Road a
i distance of 600.00 feat to an iron rod sett'
THENCE south 89' 29' 02" west a distance of 302.25 feet
to an iron rod set in a north and south fence line;
THENCE south 00* 23' 15" east along the general course of
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the fence most of the way a distance of 939.56 feet to a point
for corners
THENCE south 894 17' 12" west a distance of 659.44 foot
to the northeast corner of the tract described in the drNd from
Jack and Edith Tillery to R.L. Skipper recorded in Volume 1599, {
Page 29 of the Denton County Deed Records f
THENCE, south 89* 47' 46" west a distance of 552.19 feet I
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to an iron rod found at the northwest corner of the tract
described in the deed from Diane Leslie Hinton to Cornelius L.
Milis at ux recorded in'Volume 1518, Page 25 of the Denton
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County Deed Records; f
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%VWCE north 89* 55' 31" went a distance of 60.0 feet to
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an iron rod frsmi the northeast corner of the tract described in
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i the deed from 0,9* Neblett to G.F. Moerbe recorded in Volute
1055► Rage S at the Denton County Deed Records;
Txe~cs north 89' 53' 16" Kest with the north line of the
xoerbe Tract a distance of 250.81 feet to an iron rod found at {
the northwest corner thereof and the northeast corner of a }
treat described is the deed from J.B. Neblett to J.A. Boyd
recorded in Volume 10160 Page 716 of the Denton County Deed
Recordal
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THENCE north 89' 43' 08" west with the north line of the
Boyd Tract a distance of 125,01 feet to an iron rod found, the
northwest corner thereof in the west line of the Neblett Tract;
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THENCE north 00' 35' 401, west with the west line of the
Neblett Tract along a fence a distance of 1245.40 feet to a
Government marker stamped 109-2, 204-1, 1982 situated at the
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southwest corner of the said 45.25 acre U.S.A. Tract=
THENCE north 81' 07' 16" east along the Government
property line and below the dam at Lake Ray Roberts a distance
of 994,48 feet to the PLACE OF BEGINNING and enclosing 55.9895
acres of land.
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2.02 _ Rr__ -ement of C1t■ O antn.. t 1
The DISTRICT agrees to reimburse DENTON a pro rata share
of the actual cost of the plant site described in Section 2.01,
according to the, Participative Share outlined in Article 30 Said reimbursement shall include interest from and after June
l6, 1989, at seven and one half percent (7.5%) per annum until
the Date of Closing.
2.03 Incnme Free Property,
Any. income generated by the sub-lease, rental or any
other use of the property shall be shared pro rata by DENTON
,
and the DISTRICT and shall be credited to the operating and
maintenance axpense of the Project.
2.04 Other uses,
DENTON and the DISTRICT oath have the right to use the
property for purposes not directly associated with the
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Project. However, such use shall not interfere with or be
incompatible with the full and beneficial use of the property
to construct, operate and expand the Project. Such use of the
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s m aximum),
property, other than for short-term lease (5 Year .
limited to activities, purposes and,responsibilities
shall be
of DENTON or the DISTRICT. Either party shall obtain the
royal of the other party in accordance with this
written apP but such
the property into such use,
Article before placing
approval shall not be unreasonably withheld. j
Such use by DENTON or the DISTRICT shall -specifically
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include the construction, operation and maintenance of office,
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administrative or operational facilities associated with other
activities of DENTON or the DISTRICT. If such use involves the
construction of permanent facilities, the property description
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for the plant site shall be adjusted to exclude a subdivided ±
site for such facilities, and a fee simple title to the site
constructing such permanent j 1
shall be convoyed to the Party
facilities. Consideration for conveyance of fee simple title j
shall be determined by mutual agreement based on actual cost,
and
taking into account the Fa71ments already made by that Party
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reimbursement of Payments previously made by the other Party
l tovard purchase of interest is the subdivided site being
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y conveyed.
The Project menager shall have the right to permit others
to use a reasonable portion of the plant site on a temporary
basis provided that such use of the eater treatment plant site
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will not intsxfsrs with the operation and expansion of the
project and shall have the right to grant leases, licenses, and
permits for such purposes. All such authorized uses shall be
cancellable upon reasonable notice when the property is needed
for Project purposes. The Project Manager shall obtain
approval of the Construction/Operating Committee for all such
proposed uses greater than one year duration. Such use shall
I be in accordance with requirements of regulatory authorities
havinq jurisdiction and, unless otherwise agreed to by the
E Parties hereto, shall be leased, licensed or permitted at the
reasonable market value thereof. t
ARTICLE 3
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ACQUISITION OP EXISTING ASSETS
AND JOINT DEVELOPNM Of FUTURE ASSETS {
In consideration of the premises and mutual covenants
`y herein sit forth, the Parties accept the engineerinq plans in i
progress and work accomplished and completed to date by DENTON
as part of the Project subject to the terms of this Agrawient
and hereby agree as followst
3.01 °'~e of tndivided Ynteres~,,yn t e Project..
l Subject to the terms and conditions of this Agreement,
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and in recognition of the consideration to be ♦xchanged between
taco Parties, otlrM agrees to sell, and the DISTRICT agrees to j
buy an undivided interest in the project in proportion to their
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respective participative Shares.
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1.02
lased on a projected 50•mga plant capacity, certain
F~ elements of the Pvcject rill be sized for longeterm needs, (20
for needs
years or longer) and other elements will be sized
aver a shorter range (approximately 3 - 10 years)4
3.02.01 TnlaYe.
DIMN and the DISTRICT agree to share the cost of
Project elements in accordance with the following schedule
which reheats projections of relative need and Participative }
!hares
yr z~ttl2tiff yrrt.~T2tt~ 1~l1~
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PlaAt site Property 1o years 511 40%
Water Transmission 20 years 0% 354
CMhw imiaal Building 20 ?ems 0% ~►dministratiw/Main-354
tsnanos Paailitiss 10 rears sit 111
xreats►srit Plant s tears 51% 491
Auxiliary facilities 1 years sit tst
Treatsd water !Ot 1St
Zraasslission Line 20 "an lot sot
Potable water well 20 ysara
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The rsspeative Participation share •hall apply to those
sleneats of the Piro j.act that s►ax be undo May at th4 Date of y
CSosiAq es well as to future aoAst.nation and expenditurss4
1.02.02,
foe eleasats with planning tons longer than five (1)
at five
years, the Pertiaipative Share shall be rsdsterniaed
(5) seer iatervals or in conjunction with expansion of that
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element, whichever occurs first. Participative Share in such
elements shall be redetermined by mutual agreement based on
updated long-term projection of treated water requirements from
the Project for DENTON and the DISTRICT, The Participative
Share in each element with planning terms of live (5) years or
less shall be redetermined at time of expansion of the plant or
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other facilities by mutual agreement. The Participative Share
of capital cost of each party in expanded or modified I
facilities will be calculated on a weighted basis: combining
actual cost of the initial construction and each improvement
thereafter.
For example, if a Party were a forty-nine percent (491)
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i participant in an initial element costing one million dollars
($10000,000) and later agreed to take forty percent (404) of s
+ Five Hundred Thousand Dollar ($S ,'0,000) expansion of that
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element, that Party's adjusted percei,sge of cost participation
in that element would be:
(0.49 X 11000.0001 + 10.40 x snn.nnnl . 0,46 (461) 4
10000,000 + $00,000
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3.03.03 Aacnisition of share from Other Pa=19
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It either party desires to change its ownership
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Participative Share in facilities then existing, the written
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approval of both Parties will be required. The purchasing
Party will reimburse the selling Party the sums of money that
would have been paid if the purchaser had owned that portion of
the project element from the time of actual construction, plus
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i interest at the weighted average interest rate paid for any
bonds issued for the initial construction and subsequent
improvements. Such costs shall include i)rinciple and interest,
and subject to mutual agraament, may include an allowance for
depreciation and for a reasonable portion of maintenance and
operating expenses that otherwise would have been paid by the
acquiring Party if said Party had been the owner from the date
of original construction or acquisition.
3.03 astmbursamant of Costs to DRNTOIi,
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The DISTRICT recognizes that OENTON has incurred certain
project costs in connection with work in progress or completed
prior to the Date of Closing. The DISTRICT agrees to reimburse
DENTON at the Date of Closing its Participative Share of the
actual costs of construction incurred by or on behalf of the
Project prior to Date of Closing, plus interest after June 18,
1989 at the rate of seven-and-ono-halt percent (7.5%) per - annum
until the Date of Closing. Actual costs of work in progress or
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completed for the project by DENTON prior to the •Contract Date
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1 are included in Exhibit B, attached hereto, DENTON will make
available to the DISTRICT all reasonable records regarding
Costs of Construction of the Project necessary to allow the
DISTRICT to review the work and verify such costs included in
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Exhibit a and such additional expenditures that may be incurred
by 0EN'1X prior to Date of Closings
Reimbursemot may be postponed for up to 4 months after
closing to allow sufficient time for completion of the
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necessary bond sale by the DISTRICT. The date of reimbursement
may be extended by DENTON if requested in writing by the
DISTRICT within said 4 months period. Interest will be accrued
until the date of payment. Reimbursement will be for all
reasonable and documented capital costs expended by DENTON for
-1y work delivered, completed or acquired prier to the Date of
j Closing.
3.04 Transfer and ~onv9yancs of Asao j,
DENTON shall sell, grant, convey and transfer to the
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DISTRICT all of its rights, titles and interests to the land
described -in Article 2 and to the improvements described in
Section 3.02 free and clear as undivided proportional interest
according to the Participative Share listed in Section 3.02.
The instrument($) of conveyance shall be in recordable form and f'
approved by the general manager and
~ general counsel
of the
OISTRICT.
3.09 Representations of :hs Par tr.,
DENTON and the DISTRICT hereby covenant and agree' as
followst
(a) Each Party to this Agresawnt warrants that
its actions in executing and entering into this Agrod"nt
have been duly authorized in a manuser that follows the
laws applicable to it.
(b) Each Party to this Agvessont warrants that
it shall promptly and with all due diligence, acting
jointly or individually as may be appropriate, take all
0861X -14-
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necessary actions and endeavor to obtain all regulatory
approvals, licenses, orders and permits necessary to
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} carry out its obligations under this Agreeme,,;:,
3.06 Closin ,
The closing of the sale, transfer and conveyance provided
for in this Article hereof (the "Closing") will take place at a
mutually agreeable time and place ("Date of Closing") in
Denton, Texas within ninety (90) days of the Contract Date.
Such Date of Closing may be extended by mutual agreement.
3,07 Reimbursement of Goats to the DSSTRI T,
The DISTRICT has and will incur certain costs on behalf
of DENToN in connection with the Project in fulfillment of its i
duties under this Agroowent and the contract executed by DMMX
as a Participating Member in the Regional water supply System
of the DISTRICT. The DISTRICT will incur certain coets on
behalf of DENTOH in connection with DENToXIS participation in
certain pipeline(s) of the DISTRICTS Regional Water Supply
System. Unless paid currently, such costs related to
j construction of the Project and the Regional water supply
System (plus interest at seven-and-one-half percent (7.3*))
shall be credited against the amount otherwise due DOMIN at
Closing.
3.08 Transfer of Customers,
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The DISTRICT ackwwledgen that the Town of Corinth
("Corinth") and the Lake Cities Municipal Utility Authority
("LCMN) are e"- ting wholesale- customers of DEVON'S Water
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System, DINTOM acknowledges that Corinth and LCxUA have
contracted to be Pt ticipating members of the DISTRICTis
Regional Water supply systems Further, DENTON hereby agrees
that it supports and encourages Corinth and LCltpJ1 in their
respective desire to participate tn the DISTRICT'S System and
to withdraw from DINTON'S System, DINTOII and the DISTRICT
hereby agree to enter Into a subsequent letter agreement for
orderly transfer of the wholesale water service
responsibilities for Corinth and LCEIUA from DENTON to the
DISTRICT in connection with the DISTRICT developing the ability
to render such service under this Agreement. ORMN and the i
DISTRICT agree to complete such transfer in conjunction with or E
prior to completion of the DISTRICT's water transmission system
which will enable the DISTRICT to deliver treated water to its
Customers. P
For the tern of this Agreement, D3NT0V agrees to continue
!!I to make available the delivery capability and capacity of its
I transmission and distribution system to enable the DISTRICT to
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~E provide such water service to Corinth and I=* Until the
Project is completed, ORYTOW shall deliver adequate values and
demand to sect the reasonab$e requirements of Corinth and
LCxUa, which requirements may be moro or less than previously
experienced. Alter completion of the Projects Dlflm shall
continue to make such deliveries at the request of Dxp'f1lICT to
the existing Po AU of Dolivesyl horsver, DY~fPON shall not be {
otligatod to deliver a daily peak demand for Carintb or LCMA
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that is greater than the peak day capacity of their respective {
existing facilities to receive water from DENTON. The DISTRICT
agrees to compensate DENTON for reasonable transportation costs
1
in accordance with the Agreement Between DENTON and OISTBICT
fnr Transpo a on of Water, which Agreement is attached hereto
as Exhibit C.
DENTON hereby agrees to waive any penalities or charges
under its existing contracts with Corinth and LCMUA that might
otherwise be associated with a reduction in their purchases or
cessation of their purchases of water from DENTON to the extent I
such reduction or cessation is related to their transfer to the j
DISTRICT'S System.
j
ARTICLE 4 `
OWNERSHIP, RIGHTS AND OBLIGATIONS POLLOVING ACQUISITION ~
4.01 Title to Project.
DENTON and the DISTRICT shall have title to the Project ~
as tenants in common and shall, as co-tenants with an undivided
interest therein and, subject to the terms of this Agreement, j
own the Project and have the related rights and obligations,
including payment therefore and shall be entitled to the
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Participative Share for each Project element indicated in
Article 3.
4,02 -Tenants anti Not Ps--tnexa.
a
No provision of this Agreement shall be construed to
create an association, joint venture or partnership or Lo ose a
partnership duty, obligation or liability on or with regard to
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any of the Partied nor shall it vest in any Party any interest
in any asset or venture of any other Party now owned or
hereafter acquired other than the Project as specifically
provided herein. Any apparent intent to create by this
Agreement, or by any grant, lease or license related thereto, 1
an association, joint venture, trust or partnership or to
impose on any Party trust or partnership rights or obligations
is expressly negated.
4.03 Waiver of Partition.
Until the Project is dissolved or terminated in
accordance with this Agreement, the Parties waive the right to
partition, whether by partition in kind or sale and division of „
the proceeds thereof. The Parties agree that during said time
they will not resort to any action at law or equity to
partition; and, further, that for said time they waive the
l benefit of all laws that may now or hereafter authorise
partition of the properties comprising the Project.
Hach deed or other instrument conveying any title or j
right to any Party shall contain such waiver of any right to s
partition plus such other provisions of this Agreement as
should appropriately be recorded in the deer: records of Denton
j
County.
4,04 Project Manager,
in order to provide unified managwwnt of the Project,
the Parties authorize and designate DEWXY as Project Ma 9or
to serve at the pleasure of the Parties, and DOM by
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executing this Agreement agrees to so act. The Project Manager
1 shall design, construct, operate and maintain the Project under
the terms of this Agreement. The Parties agree that, subject ,
to the rights that each Party has under this Agreement to use
and enjoy the property being conveyed hereby, the Project
Manager shall have sole possession and control of the Project 4
for the Parties, and shall have sole authority for the
licensing, design, construction, operation and maLitenance'
(includinge but not limited to, the enforcement of all k."
warranties on equipment) of the Project in accordance with i ,
prudent Utility Practice and in such manner as is required in
the reasonable judgment of the Project Manager to obtain
approval of or comply with the requirements of regulatory
agencies having jurisdiction.
1.05 Ana rtct{on/operati~na Comittee.
A six member Construction/Operatinq Committee (thy
"C.O.C.") is hereby established for the purpose of reviewing ;
k
general construction activitiesr providing general oversight of
4
E operating activities; and carrying out other duties specified
in this h reemnt. The Executive Director of Utilities for
i
{
OEM" shall serve as the C.O.C. chairman and the General
k Manager of the DISTRICT shall serve as cc-chairman. In
addition, the governing bodies of DEMON and the DISTRICT will I'
each appoint tiro members who are not elected officials to the }
committee.
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' ex4.:etery~
At the call of the chairman or co-chairman, the C.O.C.
will meet at least ante every quarter, Either the chairman or
co-chairman may submit agenda items for meetings of the C.O.C.
The C.O.C. will prepare and submit a wnttten semi-annual report
to the,DISTRICT and to OENTON'S Public Utilities Board (PUB).
The C.O.C. will establish its own meeting rules and regulations
to provide for the efficient conduct of its duties and
responsibilities.
Prior to construction, the C.O.C. shall have an
opportunity to review and comment on engineering reports and
construction plans.
During construction, the C.O.C. will avers** the pvojeat
and review all contracts and change orders over Ten Thousand
Dollars ($10,000).
Once any portion of the Project is operational, the
committee shall averse* operation, shall participate in review ;
of the annual budget and shall recommend terms, rates and
conditions for providing services rendered under this Agreenent.
4.06 Project Canloy"g,
Workers of the Project shall be employees of the Project
Manager. They shall receive compensation and benefits and
shall be subject to all personnel ordinances* policies and
procedures of the Project Manager.
4.07 Project Ree;eeen~,ative.
DMON and the DISTRICT shall each designate a {
representative to serve as its liaison for the Projects Office
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space will be provided in the Project administration building
for use by the representatives in performing their duties.
4.08 Ho Comnenaation
in the licensing, design, construction, operation, and
maintenance of the Project, both DENTON and the DISTRICT, shall
act without compenaationf provided, however, each Party shall
M
make the payment or reimbursement of coats and expenses as
provided herein. It is agreed by both DENTON and the DISTRICT
that the mutual benefits of joint participation In the Project
and the reduced cost of service provided to both parties by the 1
i
Project shall constitute adequate and reasonable remuneration
for the respective services rendered by and contributions made i
by each Party respectively to the Project.
ARTICLES f
CONSTRUCTION* OPERATION AND LICE21SMI
5.01 s'--•latont ]►nnrcyal.
s
The Project Manager, acting as agent for the Parties,
shall take whatever action is necessary and appropriate to seek ;
and obtain all licenses, permits and other rights and
,
regulatory approvals necessary and appropriate for construction
and operation of the project.
5.01 Prudent 94414ty Practice.
The project *"&got shall construct and operate the
project in accordance with Prudent Utility Practice*
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5.03 Duty to inform.
Pursuant to the general guidelines established by C.o.C.,
the Project Manager shall, in a timely manner, seep the Parties
informed of all significant matters regarding the construction
and operation of the Project. The Project Manager shall not
withhold from the Parties information necessary for the
performance of their respective duties as set forth in this 4
Agreement. i
5.04 Separate Records j
The Project Manager shall establish complete and accurate
i
accounting records in a utility enterprise format using a
uniform system of accounts. The Project Manager shall !
maintain, or, cause to be maintained, separate, appropriate
t
documentation and records of written_ statistical and j
administrative reports, written budgets and information, and
other similar recordst including expenditures and charges made ~
and incurred
by the Project Menagerr together with all other ,
chargese payments, and any expenses or receipts relating to
such Project construction or operation or regulatory approval.
Such records of the Project Manager shall be made available
upon reasonable notice for inspection by each Party as well as
auditors appointed pursuant to Paragraph 7.09 at all reasanksbl•
times
5.05 Itatiiieatton, i
Any and all licenses, permite't approvals, contracts,
obligations and commitments obtained, made and entered into or
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Incurred by DENTON prior to the effective date of this
Agreement in connection with the acquisition and construction
of the Project are hereby ratified and approved by the
DISTRICT. A list of licenses, permits, contracts, obligations
and commitments and the amounts extended and committed
therefor, prior to the Contract Date, as well as certain
r notations as to current status and possible future
modifications thereof, is attached hereto as Exhibit 8 and made
s
a part hereof.
ARTICLE 6
EXECUTION OF CONTRACTS
i,
6,01 Parties to ContracS;.
The contracts covering the design, engineering,
Procurement, installation, construction, operation and
maintenance of the Project described in Article 1 shall comply
with all applicable laws and governmental regulations and shall
be executed by the Project Manager. 'Each contract executed as
part of the Project shall provide for several, but not joint, i
f
liability of DiNTON and the DISTRICT in accordance with their
respective Participative Share as appropriate, of hll contract
amounts which are payable. No contract contcaplated by this
j Paragraph shall provide for retention by a supplier of title to
property pnrohased for the project after the delivery of the
property at the Project site.
6.01 Qty to ties Good Faith,
7111 contracts shall be entered into in good faith is a
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manner designed to result in the lowest reascnable cost
consistent with Prudent Utility Practice.
6.03 Letting of Contracts.
As a matter of normal practice, separate contracts for
readily separable parts of the work to the extent consistent
with the construction of the Project shall be awarded ac the
least overall cost, consistent with high quality, Prudent
Utility Practice, and the requirements of governmental agencies
having jurisdiction, As a matter of policy, bids shall be
requested from qualified contractors. Prequalification
requirements may be used to evaluate contractors. Customary 1
practice, city ordinances and state law shall govern the award
of contracts,
6.04 kaprova Precerr.
_ Except as indicated below, DENTON and the DISTRICT agree }
,y that the Project Maxager shall have final responsibility of
i reviewing, approving and executing all contracts relating to
j the Project. i
All agreesients, including contracts and change orders,
{
less than or equal to Ten Thousand Dollars ($100000) shall be
executed by the project Manager in accordance' with DENTON'S
policies and procedures, a summazy of which shall be provided
to the DISTRICT in accordance with Section 7.04.
All agreementx, including contracts and change orders,
greater than Ten Thousand Dollars ($10,000) and less than or
equal to One Hundred Thousand Dollars ($1000040) shall be
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reviewed and approved by the C.O.C. and then processed in
accordance with DENTON'S standard policies and procedures. The
C-0-C. shall be convened as necessary to review proposed
contracts in a timely and efficient manner to serve the best
interest of the Parties.
t All agreements, including contracts and change orders, '
greater than One Hundred Thousand Dollars ($100,000) shall be
reviewed by the C.O.C. and approved by the DISTRICT Board of
Directors) after which, such agreements shall be processed in
J.,
accordance with DENTON'S standard policies and procedures. The
DISTRICT Board of Directors may be called into special nession 1
i.
as necessary to consider or review a proposed contract in a
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timely and efficient manner to serve the best interest of the
Parties.
ARTICLE 7
y CONSTRUCTION AND OPERATING COSTS AMR ACQUISITION OF ASSETS
,
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7,01 Casts of onatrletinn
DENTON may slake periodic progress payments to
contractor(s) in the full approved amount of invoice loss r
retainage. DENTON shall render an invoice to the DISTRICT for
the DISTRICT'S percentage share of such progress payments
including retainage and DISTRICT shall reimburse ORMN.
DENTON shall deposit the retainage in an interest bearing
reserve account pending the contractor's successful completion
of the Contract. Interest earned on the DISTRICT'S share of
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such reserve account shall be credited to the costs owed by the
DISTRICT to DENTON.
7.02 Costs of Operation.
Operating costs shall be provided for in the annual
budget. The budget shall identify costs in appropriate
categories, including those described in paragraphs 7.12.01,
7 ,02.020 7.02.03 and 7.02.04. The DISTRICT shall reimburse
DENTON on a periodic basis for such costs in the manner
described herein.
7.02.02 Fixed Operating Costs.
Fixed operating costs shall include, but not be limited
i
to costs such as debt service and those payroll amounts, which
do not vary with water plant production. The DISTRICT shall
i
transfer sufficient funds to DENTON to pay for the DISTRICT'S: t`
l percentage share of fixed operating costs. The DISTRICT shall
make the transfer on a monthly basis, in advance, according to
a mutually approved schedule consistent with the budget,
Unless otherwise agreed, payment shall be made at least five
calendar days prior to the first dap of the month in
consideration.
7.42.02 Variable Qw=Atj`g s s .
Variable operating costs shall include, but not be
limited to chemicals, electric power, fuel and other cost its"
i
that vary with water plant production.
The actual variable operating costs will be calculated on ;
a monthly basis. Variable operating costs will be proportioned
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to DENTON and the DISTRICT in accordance with the volume of
treated water produced for each respective Party. The Project
~ Manager shall determine the actual variable costs after the and
of the month and submit an invoice to the DISTRICT for its
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proportional share of the costs. The DISTRICT shall reimburse
DENTON for invoiced costs according to the approved budget.
7.02.03 Emergency and Unforeseen ESponses.
Emergency and reasonable unforeseen expenses will be
considered normal costs of ownership. DENTON and the DISTRICT
recognize that emergency and unforeseen expenses will occur and
iI have provided in Section 7.03 for a reserve fund which shall be
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used to accommodate such costs. If at any time, the reserve
fund is not adequate to cover the cost, the actual Cost will be '
billed by occurrence and proportioned based upon Participative
Share of the Project unless the C.O.C. determines another
~ i
method of cost allocation is more appropriate.
7.02.04 Indirect Cost.
+ Indirect Costs are defined to be those administrative
j costs incurred by DENTON other than by the Utilities Department
in support of the Project. Compensation for indirect Costs
a;
shall be limited to services rendered by administrative and
support departments, including personnel, data processing,
finance, legal, eta. Indirect costs shall be paid in monthly
payments on a schedule developed in the saw manner as the
schedule for fixed costs.
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until an Indirect Cost study is accomplished, DENTON and
the DIS'T'RICT agree that indirect cost will be equal to
of the annual Project operation and maintenance
percent
cost. Indirect Cost will be itemized in the annual budget. i
.
7.02.05 D1re2t Cnst
~
Services rendered by the Utilities Department of DENTON
in direct support of the Project shall be considered a Direct
shall be included in the approved budget and shall be f
Cost,
j.
billed to the Project at actual cost for services rendered.
Outside services and purchases contracted directly for the
"y
Project shall be considered a Direct Cost.
i
7.03 nrlarating Reserve.
A separate account shall be established for the purpose
used
of maintaining an operating reserve. The reserve may
to cover the cost of emergency and unforeseen expenses as
described in paragraph 7.01.03. The Normal Level of the
operating reserve shall be defined to be ten percent (10%) of
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the annual fixed and variable operating costs and shall be
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accumulated over a three (3) year period after the Project
i
becomes operational. Whenever the reserve balance is less than
the Normal Level, the budget may include a line item to restore
~
the rotor" to normal Level. DEMON and OtSTRICT shall be
responsible for respective share of such reserve and shall
contribute to the fund on same schedule as for Fixed Operating
Costs.
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Whenever the reserve balance is equal to or above the
Normal Level, deposits from the budget will cease. All
interest earned by the reserve fund will be deposited in the
reserve fund until the balance exceeds twenty percent (201) of
the fixed and variable operating budget. '
Whenever the reserve balance exceeds twenty percent (24t)
of the fixed and variable operating budget, the interest earned
on the account will be deposited to the operating fund and E
credited to DENTON and the DISTRICT, in proportion to their
j respective contributions to the fixed and variable operating
I costs during the period that the reserve balance was
i
accumulated.
7,04' AUjIUM s and ratimAktes.
I 7.04.01 Colts of
The Project Manager shall provide the Parties and members
I ,
of the C.O.C. with the following reports and forecasts during
the Project construction period:
(1) A detailed report of Costs of Construction (to
date and projected) of the overall Project,
updated annually in July.
(2) Quarterly estimates of cash requireswents for the
next succeeding four calendar months covering the
overall Project. The first eatimat* for each ,
fiscal year will be provided no later than
Siptwxber 15 and subsequent estimates shall be
provided at 90 day intervals.
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Estimates distributed in April and July shall be
extended to show cash requirements by months
through December of the current calendar year,
(3) Monthly construction cost report indicating actual
and projected construction costs and construction
expenditures and change order summaries.
(4) Such other forecasts or reports as may reasonably y
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be necessary for DENTON and the DISTRICT to carry
a
out their respective obligations under this
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agreement.
7.04.02 Costs of Operation.
The Project Manager shall provide the parties with the
i
following budgets, reports and forecasts during the operation i
period of the,Projects }
(1) A detailed approved budget for operation and
maintenance of the Project by month for the next j
succeeding fiscal year and forecasts of Costs of
E operation for the next two fiscal years$ provided
no later than October 15 of each fiscal year.
;
(2) Budget amendments as necessary.
(3) Monthly operating reports indicating actual and
projected operating costs and actual costs
compared to budget.
(4) Such other reports and forecasts as may reasonably
be requested from time to timm by either Party. ,
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7.04.03 Budget pL22A anon and
4Qnroval.
The Project operating budget is dependent upon and
impacts the budgets of DENTON and the DISTRICT. To facilitate
I
the budget process of all involved parties, the Project
operating budget will be prepared In accordance with the
following schedule:
' 1`TEIt ; ,
DUE ! I
{ 1• Preliminary Projections March 1
2• Preliminary Budget MayY 1
3. Proposed Final Budget July is
The above schedule may be moved forward, in order to
i
accommodate either party's particular n*"a as prescribed
by
state statutes or city ordinance, but the schedule nay not be
delayed, except by mutual agreement. Each phase of the review
C
.p process will include a review and recommendation by the C.O.C.
to be forwarded to the DISTRICT Board of Directors for their
3 review and approval prior to submission to the Denton City
Council. '
t
7.05 Year _en_ Adlu luatmon#,The operating results and records will be reviewed at the
The operating results and records will be reviewed at the
C
end of each fiscal year for fixed, variable, o"rgency and
unbudgeted costs. The actual year and expenses as proportioned '
to and paid by the DISTRICT and DENTON shall be compared to the
actual usage and ownership responsibilities under this
kgreeaent. Allocation of costs shall be adjusted to reflect
actual results and the account of each Party assessed ov
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credited their respective amount.
The accounts of DENTON and the DISTRICT shall be adjusted
to reflect actual coats and results for'the fiscal year. Any
excess or deficiency shall be adjusted as recommended by the
C.O.C., generally by appropriate payments or by credits on
subsequent bills.
7,06 Study of indirect Cost,
The Project Manager, under the guidance of the C.O.C.,
shall complete an interim study of indirect Cost within two
f years of the date of this Agreement to establish interim levels
k ,
of Indirect Costs. The results of such interim study shall be
I
used to estimate Indirect Cost until an independent study is
conducted. ✓ A study conducted by an independent consultant
shall be budgeted for and completed in the third year of plant
operation. A firm which is familiar with water utilities,
which has experience with such studies and which has sufficient
certified public accountants to complete the study shall be
employed to conduct the study of Indirect Costs. The study
shall establish the continuing methodology and provide for
f' pariodid,updstes of Indirect Costs.
7.07 jatsrsat income.
Funds paid in advance by the DISTRICT under this Article
shall be deosited in interest bearing accounts. The interest;
earned shall be deposited in the same account and credited
toward the UST7UCT's payment to the appropriate operating and
construction funds
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7.08 separate Records and a pate Funds.
All cost expenditures and other accounting items referred
to in this Agreement shall be determined from separate books
and records that the Project Manager shall maintain for the
Project.
,l
Assets and funds of the project shall be considered a
separate and sacred fund, As such, the assets and funds of the
Project shall naver be used by either party for any purpose
other than to render the services contemplated by this
Agreement and to maintain th,& costs of those services at
reasonable levels.
7.09 Annaa-_ 1_it,
The Project Manager shall cause all Project accounts to
be audited at annual intervals. A copy of the report of such
Project accounts issued
t-"1 by said independent Certified Public
d J Accountants shall be provided to each Partr. The cost of the
audit shall be included in the annual budget and paid for by
DUMN and the DISTRICT in
proportion to their respective
participative share. The independent Auditor shall be selected
by the Project Manager from. a list prepared by the C.C.C. of
eligible and qualified firms.
For all purposes contemplated in ttiAs Ag reemant, the
fiscal ~
y*ar shall be October 1 of each calendar year through
September 30 of the next following calendar year,
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ARTICLE 8
USE OF RESERVE CAPACITY
6.01 dal.
pus to the time and cost required to anticipate, plan and
construct utility capacity and due to the uncertainty of
projecting utility demands, it is accepted operating practice
to design and construct water treatment capacity sufficient to
supply demands well into the future including a reasonable
reserve capacity. It is ii,tended that both Parties will
maintain sufficient capacity in accordance with their
respective ownership to supply their reasonable projected
needs. However, to maximize the use and efficiency of the
installed capacity# DENTON and the DISTRICT agree to make their
respective reserve capacity available to each other on f
reasonable terms and to provide compensation for any such
reserves used in accordance with the terms established herein,
Planning for facility expansions will be based upon the total
facility capacity and the combf,.ned demand projections of DENTQN
and the DISTRICT. The amount'af reserve capacity will be based
upon Prudent Utility Practices.
8,01 p nn+ng„for Reserve Cape- v,
DENT= and the DISTRICT agree to coordinate the planning
of capital facilities for the treatment and delivery of surface
water in accordance with Article 10. Such planning shall
include reasonable allowances for reserve capacity to provide
for future or emergency requirements, It is anticipated that
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increase:l in demands experienced by DENTON'S and the DISTRICT'S
respective systems may cause one party to fully utilize its
installed capacity, including reserve, prior to the other
Party, This potential condition shall be taken into account in
the coordinated planning for system expansions of both
Parties. DENTON and the DISTRICT agree to provide for the
y necessary and prudent reserves under their respective ownership
to meet reasonable expected growth in treated water needs of
each Party's system, which reserves, in part, will enable both
parties to maintain an orderly expansion program,
8.03 Uee of 80marve anaci and r A43eem, 1
In conjunction with the annual planning of capital
facilities, DENTON and the DISTRICT shall advise each other
k concerning expected need to use reserve capacity of the other
m, during the succeedinq three-year period. Such exchange of
r
information will be for planning purposes only and will not 1
constitute an official request or offer. Por purposes of
1 administering this Article, the Parties shall develop a
standard Reserve A ;
gseement for use at temporary reserve '
f
capacity. If either DENTON or the DISTRICT desire to uRe a 1
portion of the reserve capacity owned by the other dusrin the
next following fiscal year, a written official zegt;yst as to j
r
the amount and ■chedule of need must be submitted prior to flap f
1 to allow sufficient time for both operational and budget
planning. unless objected to within thirty (30) days, such
request shall be granted upon the execution of a Reserve
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Agreement; otherwise, use of reserve capacity owned by the
other Party shall always be a matter requiring mutual
agreement. If either Party requests use of reserve capacity at
any time other than in conjunction with the May i process
outlined above, the availability of, access to and terms of
such reserve will be subject to mutual agreement. Any reserve
capacity made available for the use of the other Party shall be
released back to the owning Party in strict accordance with the
schedule agreed upon in the Reserve Agreement.
Service may be provided from capacity reserved in
facilities other than those of the Project. DENTON or the
DISTRICT may provide requested service from other facilities
under their respective ownership or control.
Charges for such use of reserve capacity shall recover
actual costs, and shall conform ' to generally accepted
principles of utility rate making. Cost of service guidelines
shall be developed by the C.O.C. pursuant to Article 13 and
shall be the same for both Parties under this kgreemient.
8.0+ Customers of Di. int,
The DISTRICT has executed individual long-term wholesale
treated water contracts with various participating members and
utilities for treated water from the Project. The DISTRICT may
execute additional such contracts or may increase quantities
under existing contract. In the initial phase of the Project,
the DISTRICT expects to, but is not obligated to, supply
treated water, from the Project to all such contracting
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parties, The DISTRICT may need to expand the. Project under
terms of this Agreement and may develop other projects to
fulfill its obligations under such contracts. DENTON agrees to
coaperate with the DISTRICT as may be necessary to permit the
DISTRICT to carry out its water supply contracts, but DENTON
hat, no responsibility to finance or subsidize such service to
members and customers of the DISTRICT.
8.05 se f I itia~ Reserve CacactY.
In the initial phase of the Project, DENTON and DISTRICT
agree that DISTRICT is expected to need access to more
treatment capacity than the 491 Participative Share owned by
the DISTRICT. Prior to the next expansions it is expected that
the DISTRICT will need up to 1.9 mqd treatment capacity in
addition to the DISTRICT'S 49% (4.9 mqd) Participative Sha"
planned under this Agreement as part of the Project.
DENTON agrees to convey to the DISTRICT on a i
lease-purchases basis 1.9 mqd of treatment capacity In the
project in addition to the DISTRICT'S 49• Participative Share.
,
DISTRICT will compensate DEl1TON for said 1.9 mqd lease•purchasn
by reimbursing DENTON its aotuaL cost of debt service and
reimbursing DEXT011 oth.r lixed operatinq costs that would have
been paid if said 1.9 mqd were included in the DISTRICT'S
Participative share under this Agreement. In addition, the
DISTRICT will gar any variable cost associated with actual use
of said capacity by DISTRICT.
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Said lease-purchase will continue until the treatment
reemiant, Upon
plant is expanded under terms of this Ag
completion of a future expansion of the treatment plant, unless
the DISTRICT given prior written notice of its intention to
terminate said lease-purchase, DENTON shall convey by suitable
instrument said 1.9 mgd capacity in the treatment plant to
DISTRICT. DISTRICT shall compensate DENTON for said conveyance
by assuming the remaining debt service on said share of the
treatment plant. DISTRICT may either: (a) issue its own bonds
and reimburse DENTON the pro rata principal balance for said
1.9 mgd capacity remaining at date of said conveyance; or, (b)
debt
N its actual ,
DENTO
DISTRICT may continue to reimburse
service, including actual interest, plus an increment of one
and one-half (1.5) percent per annum above the amount of
interest provided for within the debt service schedule within
its then existing bonded indebtedness for the Project#
The DISTRICT may terminate said lease-purchase'by written
notice to DEti' N in conjunction with an expansion of the
troatm ent plant,. If so notified, DEN'1 X shall refund thhed
nts, including piincipa
DISTRICT actual debt service paysie
interest, made to DWMV by DISTRICT pursuant to this Section.
8.04 Qngt"AtLa ~ ,t./Tn • rehmae of Ant #
DEN"M and the DISTRICT hereby express their mutual
that ~
intention to complete the project according to a schedule the
"f
' of
will provide for the reasonable water supply requixeoents
omMU and DISTRICT and that will allow DELI' 11 and DISTRICT to j
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meet the combined volume and demand requirements of their
respective customers. Until the Project, including the Joint
Water Treatment Plant, is completed, DENTON agrees to cell
potable water to the :tSTRICT in accordance with the Agreement
for Interim Treated Water Supply executed by DENTON and
DISTRICT and attached hereto as Exhibit D.
ARTICLE 9
METERING AND DELIVERY
9.01 1'ienerAl• ~
I
Metering and delivery points will be constructed at
locations where needed to determine the share of facility usage .
by the Parties. Metering and delivery points will also be
constructed at locations where treated water will be I
transferred from the control of the Project Manager to either
DVMN or the DISTRICT. The C.O.C. will approve the location
of metering facilities and operating practices related thereto,
subject to the provisions of this Article.' ;
9.02 Owngrshin a_nd_ .en ral. j
Meter facilities required to operate the Project in an
offisiont and prudent manner or to determine the respective
use of the Project by DRIMN at the DISTRICT shall be j
fts-nished, installed, operated and maintained as a part of the
I
Project.
Motor facilities required to determine the quantities of f
water actually delivered to DIXTOY or the DISTRICT shall be
1
furnished, installed, operated and maintained by the receiviAg
Party.
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9.03 Metering equipment,
Meters and other equipment installed pursuant to this
Article shall remain the property of DENTON and the DISTRICT
respectively, or the joint property of the Parties, according
to the circumstances. Each Party shall inspect, calibrate and
adjust its meters at least annually as necessary to maintain
accurate measurements of the quantity of treated water being
delivered. Each Party shall have access to the metering
equipment for measurement of its water at all reasonable times
for inspection and examination, but the reading, calibration
and adjustment thereof shall be done only by employees or
agents of the owner of the meter. If requested, the affected
party may witness such reading, calibration and adjustment of
meters. All readings of meters will be entered upon proper
books of record maintained by the owner. Either Party may have
access to said record books during normal business hours.
Either DENTON or the DISTRICT may request, in writing,
that the other Party calibrate any meter or meters affecting
its cost,or charges under this Contract in the presence of the
_I
1 requesting Party. Either Party will make up to two (2) such
I
calibrations in any fiscal year at no charge to the requesting j,
Party. all requested calibrations in excess of two (2) will be ~
made at the expense of the requesting Party, except when the
accuracy of the meter is beyond the limits of commercial
accuracy in which case the owner shall bear such expense. if,
for any reason, any motor is out of service or out of repair,
0861x -40-
or if, upon any test, the percentage of inaccuracy of any meter
is found to be in excess of commercial accuracy (which unless
otherwise agreed to shall be considered to be plus or minus two
percent (24+ or registration thereof shall be corrected for
a period of time extending back to the time when such
inaccuracy began, if such time is ascertainable, and if not
ascertainable, then for a period extending back one-half (1/2)
of the time elapsed since the date of the last calibration, but
in no event further back than a period of six (6) months. '
w
If either Party at any time observes an apparent error in
i
meter registration or readings, such Party will promptly notify
j
the other Party, When agreed, the Parties shall cooperate to
procure an immediate calibration test and joint observation o!`
any adjustment and the same motor or motors shall then be
adjusted to accuracy, Each Party shall give f
the other Party at
least forty-eight (40) hours' notice of the time of all tests
of meters so that the other Party may conveniently have a
representative present. f
If for any reason any meters are out of repair so that
the amount of crater delivered cannot be ascertained or computed j
from the reading thereof, the water delivered during the period j
such motors are out of service or out of repair shall be
estimated and agreed upon by the Parties hereto upon the basis
of the best data available* For such purpose, the best data
available shall be doomed to be the registration of any check
motor or motors if the now have been installed and are
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accurately registering. Otherwise, the amount of water
delivered during such period may be estimated (1) by correcting
the error if the percentage of the error is ascertainable by
calibration tests or mathematical calculation, or (ii)
estimating the quantity of delivery by deliveries during the
preceding periods under similar conditions'whon the meter or
motors were registering accurately.
9.04. unit of measurement,
The unit of measurement for water delivery from or to the
Project shall be 1,000 gallons, U.S. Standard Liquid Measure,
9.05. Access.
Each Party agrees to provide ingress and egress for the
employees and agents of the Party that owns the motor to all
its premises inside Party's boundaries as required to install,
operate, inspect, test and maintain meter facilities.
9.06. Transfer of Ownershin,
Certain metering equipment and related facilities have
been furnished and installed by Corinth and LCXVA to measure
tho quantity of water delivered by DENTOM to Corinth and LCMVA,
respectively. Ownership of such facilities was convelred to
DENTON by Corinth and LCMVA and DENTON has operated and
i
4i maintained such motoring facilities. DENTON agrees to convey
! without cost any such metering facilities to DISTRICT in
1
conjunction with the transfer of water service responsibilities
for Corinth and LCM from DENTON to the DISTRICT in accordance
with Section 3,08. DENTON agrees to convey such motoring
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facilities in good condition and will provide written
certification that such' meters have been calibrated with 12
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w1 months previous to the meters being conveyed. {
ARTICLE 10
FACILITY EXPANSIONS
10.01 Annual Forecast,
DENTON and the DISTRICT will prepare jointly an annual
forecast of a:ater supply and water treatment facilities and of
water demands for the successive ten-'year period. The forecast
will include an incremental analysis of DENTON and the
DISTRICT'S customer demands, an indication of which water
treatment source can most efficiently most the respective
demands of DENTON and the DISTRICT. Demand forecast will
include both drought year and normal year proj eat
ion
s Other
information may be included as deemed necessary for the optimum'
performance of the Project. ~
10. 02 Five- reAr Capital 22 ovamen* Zroq
DENTON and the DISTRICT will prepare jointly an annual
Capital Improvements Program for the successive fiva-year
period. The program will be based upon the forecast
information and will include as accurately as possible those
capital improvements necessary to maintain plant performance,
comply with regulatory requirements and to most the supply
demands of DMITOW tad the DISTRICT in an equitable and
efficient manner. While both DENTON and the DISTRICT agivs to
coordinate capital planning for mutually beneficial reasons, !
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the needs
neither PartY waives any of its options for meeting
of its customers, including facilities unrelated to the Project.
10.03 Ems'
The Project is being designed to be expanded in
it is agreed that
approximately 10 mgd increments. However,
certain technological improvements and adaptations may allow
ts other than 16 mqd
'a, capacity to be increased in incremen.
I
planned expansions will be based upon the most recent
st and will be scheduled to place the expansion in
annual foreca
al year) equals
service before the actual use (drought or norm
s` capacity. The parties
ninv~tX-fiw percent (95%) of the rated
to
expansions provide
agree to a guideline of planning
a five-year interval
for approximately
capacity
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suffic
The parties map, by
after said expansion is placed in service.
mutual agreeeent, expand various elements of the project fori
h five
riods shorter or longer than suc-year Period.
•;.~punning periods
10.04 -one percent
desires to maintain at least fifty
De~l'1 S
' of the project. Unles11 otherwise agreed,
(51%) ownership
pe 1 their
articipntion in each expansion shall equa
Zi7,'Oti'S p ~
projected needs or shall be sufficient to maintain fifty-one
whichever is greater.
percent (51e) oMasrship of the project,
eased upon a reviev of each annual forecast by the
initiate as
Xanager and the parties MAY
Project
r anticipates issuing A
expansion. Nhenawr the project xanags
for Proposals to initiate an expansion of oils ar more
Request ~
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elements, DENTON and the DISTRICT will process a Letter of
Agreement indicating each Party's Participative Share in the
expansion and each Party's revised overall Participative Share
in the Project.
If DENTON elects an option resulting in their
Participative Share becoming less than fifty-one percent (511),
then this Agreement will be automatically reopened to those
issues potentially affected therebyf including Section 4.04
regarding designation of Project Manager.
10.05 nuts to Exnand.
If the cooperative capital planning required by this ;
Article indicates an expansion of the Project is required, and
if either Party to the Agreement requests such expansion,
and the DISTRICT agree to take such measures as may be
~ DEDi'1'ON
~
reasonable under the facts and c irc umstanaes to Implement such
expansion. Generally, DWITON, in its role as Projeoe. manager
1 and in recognition of its majority ownership position may
}
expand facilities to meets its needs as required on the
condition that cost and service to the DISTRICT will not be
adversely, affected, However, DBNTON shall always notify the
DISTRICT of such place to expand and shall allow the DISTRICT
to partial"te in such expansion. If the DISTRICT requests an
expansion to meet its requirements, DENTON shall have the duty
and obligation to cause such expansion to take place_in a
timely manner unless DM1TOM otherwise makes adequate capacity
available to the DISTRICT in a manner and on terns satisfactory
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to the DISTRICT. DENTON agrees that it will never in its role
as majority owner or Project kanager prevent the DISTRICT from
obtaining it's capacity requirements from the Project with the
further understanding that the DISTRICT will be responsible for
the entire coast of any expansion performed solely for the
DISTRICT,
ARTICLE 11
W&TER RIGHTS
i
11.01 water Rights.
DENTON and the DISTRICT acknowledge that nothing in this
Agreement is intended to transfer any water rights from DENTON i
to the DISTRICT or to any other entity. The DISTRICT is
responsible for making its own provisions for raw water supply
and agrees to do so by separate action, contract; or agreement.
11.09 water auncw.
DENTON and the DISTRICT, individually and respectively, {
will be responsible fbr their respective xmvt water supply
needs. DEtNTON and the DISTRICT may participate jointly to
acquire additional water rights or raw water supply, provided
that the governing bodies enter into appropriate agrooments as
prescribed by law.
11.03 Tonmra_:w Rate of-Raw Water.
The DISTRICT acknowledgee that DEM V has certain water
i
rights in Lake Lewisville and Lake Ray Roberts, which rights
have been granted by the State of Texas to DINTON. 3
If DINM deter+sines that it has raw water te"rarilY
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surplus to its current needs, it may offer by letter such water
I
for sale to the DISTRICT for temporary use from time to time,
in such quantity or for such period of time as it may determine
serves the best interest of DENTON.
Recognizing that DENTON has an obligation to take or pay
y' for 500,000 gallons
per day of raw water under Its contract
with City of Dallas ("Dallas"), DISTRICT agrees to cooperate'
with DENTON in the use of said water, If DISTRICT agrees to
purchase raw water from DENTON, the DISTRICT agrees to purchase
the first 500,000 gallons per day at the price actually paid by
DEKTON but not greater then the posted price for such raw water ;
by Dallas.
If additional water is offered at a price no greater than
eighty percew. (80%) of the posted price for raw water then E
offered by Dallas, the DISTRICT may accept said offer by letter
under the terms of this Agreement without the necessity for
amendment or separate agreemeat with the further stipulation
that DENTON as Project Manager and seller will have the right
f to terminate such sale upon six-month written notice.
ARTICLx 12
PR=cT OPBRATI4li
12,01 eutise n-g-PrnJect
_?LaagNL•
The Project Manager as designated in Article 4.04 shall
have the authority and responsibility to execute the duties 1
assigned under this Agreement. fte Prefect Manager under the
general guidance Of the C,O.C. shall establish the operating
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practices and procedures for the Project, including performance
and efficiency testing, establishing inventories for spare
parts, materials, equipment, and supplies in accordance with
good business practice. The Project Manager shall have no
authority to sell or otherwise dispose of any Party's share of
water or service from the Project and shall operate the Project
in accordance with Prudent Utility Practice for the benefit of
all Parties with the objective being to operate the Project as
efficiently, economically, and reliably as feasible.
e
The Project Manager shall solicit recommendations from
l
the C.O.C, at least annually, for improving the operation and
performance of the project. The C.O.C. may offer
recommendation to the Project Manager at any time.
t
11.01 Onoaatat=-
The Project Manager and the Parties will cooperate with
each other in all activities in connection with the Project
including, without limitation, the execution and filing of
applications for authorizations, permits and licenses and the
execution of such other documents as may be reasonably
necessary to confirm the authority of the Project Manager to
act for the Parties in connection with the Parties' interests
in the project and the assumption by the other Parties of their
proportionate shares of the obligations to be assumed hereunder.
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ARTICLE 13
'DESTRUCTION
1 13.01 TI-Covered by Insurance.
If any portion of the Project should be damaged or
destroyed to the extent that the estimated cost of repairs,
replacement or reconstruction is not more than one hundred
percent (1001) of the aggregate amount of the proceeds from
property damage insurance carried and covering the cost of
repairs, replacement or reconstruction of such portion of the
project, the Parties, unless otherwise unanimoutly agreed,
shall repair, replace or reconstruct such portion of the
Project to substantially the same general character or use as
the original.
13.02 Tf Not Covered bt 3gjurance. ¢I
If any portion of the project should be damaged or
destroyed to the extent that the estimated cost of repairer
,
replacement or reconstruction is more than one hundred percent
(100%) of the aggregate amount of the proceeds from property
damage insurance carried and covering the cost of the repairs$
replacement or reconstruction of such portion of the Project,
the Parties shall, upon agrsemint, repair, replace or
reconstruct such portion of the Project to substantially the
F
same general character or use as the original= provided,
however, that should both of the Parties not agree to repair,
replace, or reconstruct such portion of the Project, but one of E
the Parties nevertheless desire so to do, then any Party who
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does not agree to repair, replace or reconstruct shall sell its
undivided ownership interest in the Project to the Party
desiring to repair, replace or reconstruct such portion of the
Project for a price equal to the selling Party's ownership
interest in the salvage value of such portion of the Project
plus such Party's proportionate cost, less depreciation at
' straight line rates in its interest in the remainder of the
Project.
ARTICLE 14
TRANSPORTATION OP WATER
14.01 ag acme to Traninort. Limitations,
DENTON and DISTRICT acknowledge and agree that
implementation of the DISTRICT'S regional ;rater supply systses
contemplates and is based on transportation of limited amunts
f
q of the DISTRICT'S treated water through DENTON'S water
transmission and distribution syst", an outlined in the
Plummer Report. DEXTON agrees to (a) transport treated water
for delivery to Corinth and LCXUA in accordance with Section
3.00 and to (b) transport up to an additional ten (10) mgd of
DISTRICT'S treated water from the Project and expansions
thereof both is accordance with the Transportation AgreeslOnt
executed by DiIITUM and DISTRICT anti attached hereto as Exhibit
C.
16.01 Qs& of TraaspDrtattg
DISTRICT agrees to compensate OMM11 for transportation
of such treated water under this Article by reimbursesrsnt of
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DENTON,S cost on a generally accepted utility cost of service
basis. Such cost of service shall be determined pursuant to
Article 15 of this Agreement and to the Transportation
Agreement attached hereto as Exhibit C.
ARTICLE 15
COST OF SERVICE
15.01 oust of S°'aa DT'inP" BSS .
Generally accepted cost of service principles shall be
employed in determining cost of transportation of water under
this Agreement and for determining the price of water to be
purchased by either Party under other provisions of this
Agreement. Said cost of service principles shell be in
accordance with utility basis for rate making methodologies
accepted by the T16"s Water Commission. Said cost of service
r~~ principles shall include the cost of operation and maintenance,
depreciation, and where notedr a return on the applicable rate
actual net investment equal to original cost less
base
shall be equal to the
` depreciation reserve), which return
weighted average interest on outstanding water system revenue
bonds, plus one and one half percent (1.51). The Party to be
charged shall have access to all data used to calculate the
and may review and comment on any proposed rate
rate charged
changes
..r.,./Anr~r,ti+ennitY 15.02 to Commant.
Tho Parties shall notify each other by May 1 of each year F
of any intact to change any rates or charges provided for in
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this Article 15. Each Party shall have at least 90 days notice
to review and comment on proposed rates prior to submission of
such proposed rates to the respective governing bodies for
approval.
15.03 coat for UAe of Reserve ~ty.
1 Pursuant to Section 8.03, the Parties anticipate use of
s,
each others reserve capacity from time to time in accordance
with a standard Reserve Agreement. Furthermore, the C.O.C.
shall be responsible for development of cost of service
guidelines that shall be the sam* for both Parties, which
guidelines shall be used for determining the charges when
either Party makes use of the reserve capacity of the other,,.
Party. Guidelines for cost of service shall include the
principles outlined in Section 15.010 except that no return, on
rata base will be included, recognizing (1) that such usage of
reserve capacity is not a firm commitment, is temporary and
subject to termination by the owning Party in accordance with
this Agreeaentf and (Z) that the facilities and capacity so
used are dedicated or allocated on a permanent basis to the
needs of the owning Party who may make such facilities and
capacity available only on a temporary basis as surplus or
reserve capacity.
Charges for use of one Party's reserve capacity by the
other Party shall be billed monthly, The amount billed shall
be based on the actual volume and desand delivered in the '
previous month frog the reserve capacity of the Party. J.
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ARTICLE 16
GENERAL PROVISIONS
16.01 Contract.
This Contract shall continue in force for fifty (50)
years as amended from time to time or until one party acquires
•i
the entire interest of the other.
It is the expressed intent of the Parties to renew this
Agreement for an additional 50-year period in substantially the
same form; therefore, this Agreement shall be renewed
automatically for said 50-year additional period unless one
Party gives notice at least five (5) years in advance of intent
to not so renew, in which event, this Agreement shall be,
renewed upon mutually acceptable terms.
16.02 Notice and &gg=.
16.02.01 Address for Notice.
J
Unless notified otherwise in writinq, all notices
required to be given to the parties under this Contract shall
be in writing and sent by certified mail to the respective
panties at the following address
TO DBHTOMi TO THE DISTRICTi
executive Director of Utilities General manager
Utilities Administration Upper Trinity Municipal Water
215, east Mclcinney District
City of Denton, Texas 76201 P. 0. Drawer 305
Lewisville, Texas 75067
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16,02.02 Des!.ana-ed Acen s.
For purposes of adaQinistering this Contract, DENTON shall
j act through its Executive Director of Utilities, or the
Executive Director's duly authorized representative, and the „
DISTRICT shall act through its General Manager or his duly
authorized representative.
Drnmet ai...~is '^A nlaguted Hills.
16.0 3
tees that it will make payments to
Each Party hereby sg
f the other Party required by this Agreemg%t within 20 days of
;
.
the date a bill for service is tendered. If any party at any
time disputes the amount to be paid by it to the other party,
such complaining party shall nevertheless promptly make such
payment or paymentsi but if it is subsequently determined by
'
agreement or court decision that such disputed payments should
less, or more, th*, amount, shall be promptly
have been er that..
adjusted. The charges shall be adjusted in such mann
the complaining Party Gill recover its overpayment or the other
part will recover the amount due it. All amounts due and
y
owing to any Party shall, if not paid when due, bear interest
at' the rata of ten (10) percent per annum from the date when
due until paid.
16.04 1•
16.04.01 22finad•
1►or purposes of this Suction 16.04,' the word Mdefault"
,
shall mean the failure of any Party to make any paymWit or ;
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perform any obligation in the time and manner provided by this
Agreement.
16.04.02 onoortuni tv to ura DgfauL•
Upon a Party's failure to make payment or perform any of
its obligations, the Projaat Manager shall serve written notice
upon such Party. If such failure to make payment or to perform
any of its obligations is by the Project Manager, either Party
may serve su:h notice. Such Party shall then have thirty days
from the date it receives such notice to make such payment or
perform such obligation. Should the Party so pay or perform
within the thirty-day period, the default of which the Party
was notified shall cease to exist.
16.04.03
In the event of default which is not cured as provided in
shall have the
paragraph 16.04.02r the non-defaulting Party
option either to (1) discontinue the Project issaediately and
liquidate the same for the benefit of all Parties as may best
serve the interests of the non-defaulting Party or (2) proceed
with the Project under the following conditional
following the
(a) the non-defaulting Party,
expiration of thirty days after notice was received by
the defaulting Party and provided such defaulting party
did not curs its default as allowed by paragraph
14.04.02, shall make payments and take actions necessary
to cover the default.
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(b; The defaulting Party shall remedy such
default as soon as possible and shall pay upon demand to
the non-defaulting Party any amount paid by such
non-defaulting Party for the account of the defaulting
Party plus all incidental costs, including interest at
the rate of ten percent (10%) per annum, incurred by the
non-defaulting Party in relation to the payments made or
actions taken to cover said default.
(c) If such default by,a Party shall continua
for a period of six months, without having been remedied
by the defaulting Party following a determination by the
party rendering notice or judicial proceeding
establishing that default exists, or if a written
admission of default is made by the defaulting Party, the
non-defaulting Party shall be entitled to all remedies
i afforded by Laws
16.05 Force Maieure,
If by reason of force majeure any Party hereto shall be
% rendered unable wholly or in part to carry out its obligations
under this Agraemert, other than the obligation to make debt
service payments required under this Agree"nt, then if such
party shall give notice and full particulars of such force
majeure in writing to the other Party within a reasonable time
after occurrence of the event or cause relied on, the
obligation of the Party giving such notice, so as far as it is
affected by such force im.jeure, shall be suspended during the
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continuance of the inability then claimed, but for no longer
period, and any such Party shall endeavor to remove or overcome
such inability with all reasonable dispatch. The term ',Force
Majeure" as employed herein shall mean acts of God, strikes.
lockouts or other industrial disturbances, acts of public
i
enemy, orders of any kind of the Government of the United
States or the State of Texas, or any civil or military
authority, insurrection, riots, a idemics
p # landslides,
lightning, earthquake, fires, hurricanes, storms, floods,
washouts, droughts, arrests, restraint of government and
people, civil disturbances, explosions, breakage or accidents
to machinery, pipelines or canals, partial or entire failure of
water supply, or on account of any other causes not reasonably
within the control of the Party claiming such inability.
16.06 ZIIa3Ltaace . Liabi i R r f
16.Ob.02 ,~rd Pa f..,
With respect to claims of parsons or amities, not
parties to this Agreement, any loss, Cost, liability, damage or
expense incurred by any of the Parties and that arise out of a
transaction entered into under or resulting from the
performance of this Agreement shall be charged to the Costa of
Construction or Costs of Operation, whichever may be
appropriate) provided, however, 2hould any Party take a Willful
Action against a third
party ?
.esdinq to any loss.. Cost, i
liability or expense to any of the other Parties, the Party
taking the Willful Action shall bear all such costs, losses,
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liabilities or expenses individually, "Transaction" includes,
but is not limited to, any tort or contract involving a third
party claimant.
Notwithstanding the provisions of the preceding paragraph
of this Section, each Party shall protect, indemnify, and hold
the other Party to this Agreement, and their directors,
1. officers and employees, free and harmless from and against any
and all claims, demands, causes of action, suits or other
proceedings (including all costs in connection therewith and in
connection with the defense thereof, including reasonable
attorney's fees) of every kind and character arisinq in favor
of any of that Party's utility customers (or anyone claiming .
through that Party's utility customers) on account of bodily
injuries, death, damage to property or economic loss in any way
occurring, incident to, arising out of or in connection with )
the furnishing of, or failure to furnish, utility service
pursuant to this Agreement to such customers, it being the
intention of this Section to impose on each Party to this
Agreement the solo responsibility for the defense and discharge
of such claims, demands, causes of action, suits or other
proceedings brought against one or more Parties to this
Agrewant by such Party's customers even when caused by the
sole fault at another Party to this Agreement.
16.06.04 Claims Utween the Parti"6
No Party to this Agreement shall have any cause of action
or remedies against the other Party for tortuous conduct
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arising out of the ownership of the Project, or any portion
thereof, or out of construction or operation of the project or
for failure to follow Prudent Utility Practice except when the
tortuous conduct is a Willful Action. in the case of a
willful
Action of any Party leading to any loss, cost, liability, or
expense to any other Party, the Party committing the Willful
Action shall bear all such costs, losses, liabilities, or
expenses individually.
16.06.03 Waive
Each Party to this Agreement to the extent obtainable
shall cause its insurers to waive any rights of subrogation
against the other Party, their agents and employees for losses, ,
costs, damages or expenses, arising out of the design,
construation, operation, maintenance, reconstruction, or repair
of the Project.
16.06.04
The Project Manager shall recommend to the C.O.C. and the
c.o.c. shall determine the insurance coverages, including the
insurable values, limits, deductibles, retentions and other
special terms to be obtained during the time covered by this
Agreement and with respect to both construction and o
peration#
It shall be the duty of the Project Manager to maintain
i
levels of prudent
property and liability insurance to protect the
interest of both Parties in the Project and to include the cost
thereof in the Project budget.
Any excess liability insurance
shall be the individual responsibility of each Party.
0861M •99•
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All policies of Project insurance shall to the extant
available and as allocablei
r 1 (a) Provide insurable values, limits,
deductibles, retentions and other special terms as
determined by the C.O.C.;
(b) List as loss payees or additional insureds
(as their Interests may appear) such mortgages, trustees
or secured parties as a Party, by written notice to the
Project Manager, may designate)
(c) Contain endorsements providing for positive
notice of cancellation to all parties listed as named or
additional insureds?
(d) Contain endorsements providing that the
insurance for all purposes= and
insurance is primary
(e). Contain cross-liability endorsements for f
comprehensive bodily injury liability acid property damage
f
liability coveragots.
The following procedures shall be observed in connection
with the prccur&ment of Project insurance and charges in
Project insurances
(a) The Project U-nager shall give prat
written notice to the C.O.C. of the procurement of all
insurance binders.
(b) The Project Manager shall furnish each
party with either a certified copy of each of the
policies of the insurance procured or a certified copy of
-60-
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each of the policy forms therefor, together with a line
sheet therefor (and'any subsequent amendments) naming the
t insurers and underwriters and the extent of their
participation.
(c) No policy of Project insurance obtained
pursuant to decision of the C.O.C. shall be materially
changed without the prior written consent of the C.O.C.
(d) Any changes in policies of Project
insurance shall be promptly reported to the C.O.C. by the
Project Manager.
(s) Each Party, at its expense, shall have the
right to secure such additional or different insurance
coverage as may be required under any mortgage or
contract provisions, and to the extent practicable, such
additional or different insurance coverage may be
effected through endorsements on policies of Project
insurance.
(f) The costs of insurance shall be charged to
Cosh of Construction or Costs of operation, whichever is
ap'propriate, provided no such additional coverage
provided in the immediately preceding provision shall be
so charged. ,
16607 $f7C~31i111r.X •
This Agreement shall be subject to all valid laws, rules,
and regulations of the united States and the State of Texas, or E
A" governmental body or agency having jurisdiction thereof.
.61-
00612
:
If any provision of this Agreement is by any court held to be
illegal or in conflict with any law or requlation, the validity
1 of the remaining provisions of this Agreement shall not be
affected, and the rights and obligations of the Parties shall
be construed and enforced as if the Agreement did not contain
the particular provision held to be invalid
16.08 a,~_, anment.
Neither DENTON nor the DISTRICT shall assign or transfer
in whole or in part the rights and privileges granted in this
Agreement without first obtaining the written consent of the
other Party.
16.09 Entire Agreements Modification,
This Agreement embodies the whole agrmwont of the
parties. There are no promises, terms, conditioner or
obligations other than those contained herein. This Agreement
shall supersede all previous comsmaLcations, representations#
or agreements, either verbal or written, between the parties,
and all modifications of this Agreement shall be in writing and
approved by both Parties.
16.10 elac„_._:+!lt nevus,
16.10.01 S,pgnteroarts.
This Agreement may be simultaneously executed in several
counterparts, and all such counterparts executed and delivered,
each as an original, shall constitute but one and the sash '
instrument.
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0961X
16,10.02 Further Assurances,
Each Party to this Agreement will promptly and duly
execute and deliver to the other Parties hereto such document
and assurances and take such other and further action as a
party hereto may from time to time reasonably request in orders
(a) to carry out more effectively the intent
and purpose of this Agreement= or
(b) to establish and protect the rights and
remedies created or intended to be created in favor of a
Party h*ruto; or
(c) as may be reasonably necessary and
convenient in the conduct of a Party's business affairs.
16.10.03 Captions.
The captions of the various sections and paragraphs
herein are intended for convenience or reference only and shall f
not define or limit any of the terms or provisions hereof.
16.10.04 c3overnina Legs,
j This Agreement shall in all respects be governed by and
construed in accordance with the laws of the, State of Tait",
including all watters of construction, validity and performance,
16.10,05 Benefits of this AgX$erwe .
This Agroestent is for the benefit of the Parties hereto
and shall not be construed to confer any rights or benefits on
any third party.
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16.10.06 Amendment.
Neither this Agreement nor any terms hereof may be
'~f terminated, amended, supplemented, waived or modified except by
an instrument in writing signed by the Party hereto against
which the enforcement of the termination, amendment,
l supplement, waiver or modification is sought.
16.10.07 Rucc~ vision.
All covenants and agreements contained in this Agreement
shall be binding upon, and inure to the benefit of, the Parties
hereto and their respective successors and assigns.
16.10.06 8lctilatarn Bodiar.
This Agreement and all operations hereunder are subject
to the applicable federal and state laws and the applicable
ordinances, orders, rules, and regulations of any local, state
or federal governmental authority having or asrertinq
jurisdiction] but nothinq contained herein shall be construed
f, as a waiver by either Party or the Project Manager of any right
to question or contest any such law, ordinance, order rule► or
regulation in any forum having jurisdiction in the promises,
15010,09 Vai,yg
failure of a Party to this Agreement to insist, on any
occasion, upon strict performance of any provision of this
i
Agreement, including, without limitation, the provision of
Section 16.04 dealing with default, shall not !j* considered to
waive the obligations, rights and/or duties imposed upon any
party hereto.
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ARTICLE 17
'DEFINITIONS
The words and phrases included in this document shall have the
meaning and understanding of common usage in the context
applied. Words and phrases used in the context of industry
i jargon shall have the meaning as consistently applied in the
f industry. Certain words and phrases shall have the meaning and
understanding as defined belows
(1} CONSTRUCTION/OPERATIONS COMMITTEEs The
committee composed of representatives of the Parties
established pursuant to Paragraph 4.05.
(2) COST OF CONSTRUCTIONS All direct and ;
indirect costs and expenses reasonably incurred by or on
behalf of the Parties with respect to the Project that
are properly chargeable to the study, acquisition,
1 design, engineering, - licensing, installation and
construction of the Project and making it ready fur r
operation, including$ but not limited to, the costs of
all payroll, related employee benefit costs and "ploy**
expenses properly chargeable to the Project, Credits
relating to such costa, including insurance proceedsr
shall be applied to Costs of Construction wh&i received.
(3) COS" OF OPERATIONS Ali direct and
indirect costs and expenses reasonably incurred by or on
behalf of the Parties with respect to any portions of the
Project, subsequent to the Date of Substantial Completion
-63-
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that ate properly
of such portion of the Project,
chargeable to the' Operation, maintenance, shutdown, or
Including but
disposal of such portion of the Project,
all payroll coats, related
not limited to, Labor costar ,
and employee expQnsas properly
employee benefit costs, And
chargeable to the Project, the costs of recruiting
Project, the Costs
training the operating staff for the ,
sments and modifications
lar
re
p
,
of repairs, renewals
necessary to assure design capability in keeping with
"o obtain the
Prudent Utility Practice or necessary
with the requirements of
approval of or to comply j
urisdiction, and the costs
governmental agencies havnsgand other capital additions
of betterments, modificatia to ouch
to such portion of the Project. Credits relating
proceedsr shall be
insurance
cost of operation, including
applied to Cost of Operation when. received.
~4) DATE Or SUBSTUTIAL COMPLSTTONs The data
the Construction Contract as the point in time
fixed by laced in
when the portion of this Project that is being p
the contracting parties
operation is ready for use by
(5) "TTtVts Any subject, or any aspect
thereof, arising out of or relating to the interpretation
rfoscmaoae Of this Agreement, including any proposal that
or pe
may be made by any of the Partie$,
The fractional share
(6) PARTICIPATIVt SUM
specified in Paragraph 3,02 hezeof, or as `
of ownership
OAAlE
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the same may be adjusted from time to time.
(7) PARTY' OR PARTIESt Means DEMN or the
DISTRICT, either individually or collectively, as the
context may indicate. The term also shall include the
Project manager when the context may indicate,
particularly in Section 16.04.02.
(8) PROJECTt As defined in Article 1.
(9) PROJECT MANACERs As defined in Section
4.04.
(10) PRUDENT UTILITY PRACTICE: Any of the
practices, methods and acts generally accepted by a
significant proportion of the water utility industry, or
any of the practices, methods and acts that, in the
exercise of reasonable judgment in the light of the facts
known at the time the decision was made, could have been " )r
` expected to accomplish the desired result at the lowest
reasonable costs consistent with reliability, safety and
expeditions Prudent Utility Practice shall apply not
only to functional parts of the Projeot, but also to
appropriate structures, landscaping, painting, signs,
lighting and other facilities and public relations
programs reasonably designed to promote public enjoyment,
undexstandinq and acceptance of the Project. Prudent'
Utility practice is not intended to be limited to the
optimum practice, method or act to the exclusion of all others,
but rather to be a spegtrua of possible practices, methods or
I
acts.
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(11} WILLFUL ACTION:
(a) Action taken or not taken by a
Signatory at the direction of its governing body
or board, which action is knowingly or
intentionally taken or not taken with intent to
cause injury or damage to another; or
(b) Action taken or not taken by an
employee or agent of a Signatory, which action is
intentionally taken or not taken with intent to
cause injury or damage-to another and which action
or non-action is subsequently ratified by the
Party employing such employee or agent at the
direction of its said governing body or board.
Unless within the scope of (a) or (b) above, Willful`
Action does not include intentional acts or omissions of
I
an employee o! a Party for which it is legally
responsible solely because of the master-servant
r
relationship between it and its employeea,
(12) DRBAND: The volume of water required to
meet the needs of any custoner(s) over a certain fixed
time period. The demand may be expressed in units
appropriate for the particular application.
(13) RISIRVS CkPACITTs Any capacity not
currently needed to acconoodate normal peaking conditions
plus reasonable capacity in anticipation of future growth.
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(14) CAPITAL COSTSs All legally allowed Costa
for physical plant improvements including, but not
limited to site location studies, engineering studies and
design, surveying, testing, inspection, land purchase,
construction, bond issuance, etc. These are essentially
the same as COST OF CONSTRUCTION as defined herein.
IN WITNESS WHEREOF, the Parties acting under authority of
their respective governing bodies have caused this Agretationt to
be executed as of the day and year first herein above written,
ATTESTS CITY OF DENTON, TEXAS
JENNIFER FALTERS, ROBERT CASMBERRY, MAYOR 1
CITY SECRETARY
CITY OF DENTOMe' TEXAS
APPROVED AS TO LEGAL FORNt
ORBRA AMI DRAYOVITCH,
CITY ATTORNEY.
CITY OF DENTON, TEXAS
8Y s' ,
ATTESTI UPPER TRINITY REGIONAL WATER
DISTRICT
SNCMARY, BOARD OF DIRECTORS PRESIDENT, 96ARD OF DIRECTORS
UPPER TRINITY "GrONAL
WATER DISTRICT
0861E -64-
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APPROVED AS TO LEGAL FORMS
UPPER TRINITY REGIONAL
WATER DISTRICT
HYt
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EXHIBIT A
Protect D~scriptton and
(To So Supplied)
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EXHIBIT B
List Of licenses, permits, contracts, obligations
and commitments and the amounts expended and
committed prior to Contract Date.
Notation as to current status
and possible future modification.
(To Be Supplied) 1
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IM 'Y
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DENTON CONVENTION & VISITORS BUREAU
MARKETING PLAN
1991-92
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1. Introduotion
The primary mission of a convention & visitors bureau
is to sell its city. In making a community a more dynamic
meeting place, a bureau creates the needed environment to
bring in convention and visitor business. Successful
bureaus operate through a coordinated group action rather
than through independent individual actions. Therefore, a
bureau serves as a cooperative representing all components
of the visitor industry including hotels, motels,
restaurants, convention facilities, tour operators,
attractions, and transportation carriers as well as the
retail and commercial resources
that
are
important to
~
visitors. All of the businesses creme a team effort with !
the bureau acting as the marketing/promotional arm for the
hospitality industrY.
The specific programs of the DCVB ineludet
Convention Promotion
' Tourism Promotion
Film commission i
Administration
{
XI. The Bureau ;
The DCVB is 15 years old, it was initiated in 1976 by
the Denton Chamber of Commerce and remains under this
agency as an operating unit, Both the amount of occupancy
tax collected by the city and the amount of tax R
i distributed to the DCVB has increased since the beginning.
There is no membership structure within the DCVB so all !
funding comes from the occupancy tax disbursement by the II
City of Denton.
The occupancy tax rate in Denton is 13%. Six percent
is sent to the State of Texas for their general fund.
Note that only one-half of one percent of the six percent
state occupancy tax is sent to the state's tourism
department. Texas law prohibits the state tourism office 1
from using the money for advertising within the state's
boundaries,
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The remaining seven percent is distributed to several
agencies within'Denton. The breakdown is as follows:
3$
Denton Chamber of Commerce (for the
Convention & visitors Bureau) 1$
Greater Denton Arts council fund) 1%
Greater Denton Arts Council (bldg. 1$
North Texas Fair Association less than 1$
Denton County Historical Museum
Denton County Historical Foundation fraction only
The Denton Convention & Visitors Bureau (DCVB)
operates through an a jreement betwee Tt]1 a agreement Distin
and the Denton Chamber of commerce
the form of a signed contract and b.ased upon the Texas Tax
Code 351.101 which "authorizes the City to use revenue
from its municipal hotel occupancy tax to promote tourism
and the convention and hotel industry by advertising and
conducting solicitations and promotional programs to
attract tourists and convention delegates or registrants
to the municipality or its vicinity.,'
According to the contract named above, the DCVB
received.100% of its 3% occupancy tax revene from the
City of Denton through 9/90, 980 of the 3% occupancy for
the second ear and will receive only 95% of the 3%
y
occupancy for the next r three y and admi All ni of stration these monies
of the
may be used for all p g
DCVB and may not be commingled with the Denton Chamber i
commerce accounts. (Note: all of the occupancy tax
recipients are scheduled for this same out. However, the
arts council's building fund percentage will be projects) sand ea ~
the meanies kept at the city for occupancy special protax revenues
i Apper.dix C for occupancy figures, cup y
and specific percentage breakdown.
111. Mission statement and Plan Background
Mission Statement
The Denton convention tour groups, visitors
purpose of soliciting
and film projects to the City of Denton to increase
occupancy in the hotel/motel properties.
The Plan ,
This plan was created because (1) there was no former
plan, (2) the DCVB needs a guide from which to operate (3)
and increased regulation b the city
accountability for expenditure of occupancy tax monies.
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IV. Participants in Plan Development
The DCVB reports to the CH ardrrforo assi tance. This
3
but maintains an Advisory
board does not have a "hands-on" relationship with the
DCVB, committee to
The RCVS did not liz owever, the DCVB does have
develop this marketing plan genuine interest in
an advisory board chairman who has a iven much time and
Gilkeson
31 the DCVB's purpose and focus and has g g
h ro ram, This person is Geore
effort to t is p g
and he is aformerhahassi tadethetDCVB director uwith
Corporation. G g ex eitise. The director has also
invaluable marketing p youse '
collected suggestions and ahamberommembershoandtai.n-h and
marketing professionals,
staff members.
p. situation Analysis I
( convention attendees
customers. t2) tour bus travelers l
(3) visitors 1
oom ; p
competitive hoteln a
Convention attendees egattend their meeting in
but they want to environment,
convenient, fun, and accommodating 1
Tour bus travelers want to sanand neat datfegood k
' places, stay in comfortable lodging
restaurants. good lodging }
Visitors want easy access to the city, rates, good restaurants, and things to see and do. ,
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Denton has the there tare strengths land hw aknessesein
publics. However, compilinet g a the comm City unity
'
all areas. The DCVB is currently
assessment which will be used to better mark Of
Denton. here.
The DCVB has competitors and they are eveTY`aother
They are other states, other req ions of 'Texas,
similar small towns, the DPW Metroplex and its vast amount `
of offerings.
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VI. The Industry in Denton
As seen in Appendix C the occupancy tax for the DCVB
has increased from approximately $22,000 in 1976 to
$160,000 in 1990. Since 1985, several facilities have
developed. The Sheraton Hotel & Conference Center was
built at the University of North Texas. Both the Royal
Hotel Suites and the Delux Inn were built and the Holiday
Inn went through a major renovation. The Ramada Inn was
sold to a corporation that initiated a name change and
instituted their theme concept of "Fantasy Suites."
Since 1985 several major chain restaurants have opened 3
in Denton The Black.-Eyed Pea, Chili's, and Red Lobster.
Also, any new local restaurants have opened. This brings
Denton's total of restaurants to about 130.
Reasons for growth: Denton is north of Dallas and
Fort Worth on interstate Highway 35-E and located in a
very centrally-travelled area of North Texas. This 4
highway also runs through the middle of the United States
connecting from Laredo to the tip of Canada. It is also E
home to two major state universities with a total student
population of 32,000. There are 64 manufacturing E
businesses in Denton with opportunity for growth. Also,
many people live in Denton and its surrounding community
for the quality of life, However, their work may take
them into the Metroplex each day.
Texas' economy has declined over the past seven years.
The oil industry failed and like many states, the
government is trying to shore up their revenues to take
care of its many needs. one revenue idea that has been
legalized and will be an advantage to tottrism is horse
racing. The state was demanding a high percentage so
development was slow. However, the state has changed this
percentage from 5% to 1% so the future looks much better. ;
Denton County has been zoned by the state for racetrack
development. However, the current local track is a new
one west of Fort Worth, Willow Park. Horse racing could ~
be extremely beneficial to Texas and the tourism business.
Texans have been taking their monoy to Louisiana, Oklahoma
and New Mexico.
Texas has plans in the works to either try a lottery
or a state income tax. only time will tell.
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VII, Visitor Analysis
Denton does not have a system in place to calculate
information about visitors. However some figures are
available through the Chamber on inquiries via telephone,
walk-ins and mail. See the activity report in Appendix A.
Other figures are derived from the Denton Hotel/Motel
Association and the two universities. These three
organizations can provide occupancy figures plus a listing
of their specific meetings which may or may not have been
recruited or serviced by the DCVB. See Appendix B.
For a regional focus, see the attached Texas Auto
Visitor Survey 1991 Spring Report (which includes the
prior three quarters surveyed). See Appendix E.
For a look at how each of the Texas Tourist
Information Centers serves the traveling public, see the
June issue of the Texas Travel Log. See Appendix E.
VIII. Goals
One Year Plan 1991-92
To increase hotel occupancy by l0t for calendar year
1992.
E To increase DCVB's occupancy tax receipts from
$160,000 to $180,000 in calendar year 1992.
To increase local revenues by $1 million by recruiting
one movie and two commercials to Denton in 1992.
iX. Objeotives for 1991-92 '
1. To market Denton as a meetings destination
to the Texas association industry and all
other potential groups and organizations.
a. Sales calls to associations/meeting planners
b. Two sales blitzes per, year - Austin and DFW
2. To market Denton as a specific stop for
the motorcoach tour market,
a. Direct mail i
b. Personal visits to tour operators
c. Work with local people to educate them
to needs of tour groups
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3. To train 50% of all service personnel in
Denton's hospitality industry (hotels,
restaurants, retail businesses, etc.)
a. Use the Texas Hospitality Seminar model
developed by the Texas Department of
commerce
4. To market Denton as a pleasure travel market.
a, Exhibit at six public travel shows per year
b. Join other cc-operative groups to promote city
5. To assist in the development of an amphitheatre
for an outdoor historical drama (see Appendix.)
a. continue serving as anchor agency as
association progresses. The DCVB will
provide the necessary support until this
group becomes independent.
6. To assist and be prepared for the growth of the
tourism market in Denton. Examples: auto race-
course, possible horsetrack facilities, and y
subsequent new hotel properties.
a. Facilitate these possible businesses by
serving as a pro-active resource and also
{ keep the community informed and ready
7. To market Denton as a concert mecca through all
j available facilities in the city of Denton.
a. Develop a plan with the universities and +
other community facilities to recruit
all types and sizes of concerts to Denton,
b. Direct mail
c. Personal contact
d. Special event
S. To assist in the promotion of the sports
activities a~'. the University of North Texas
and Texas Woman's University 1
a. Support the football and basketball programs
by purchasing season tickets (with Economic
Development) to use for hosting meeting
planners.
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b. Interact with the athletic departments and the
local hospitality businesses to create special
packages and incentives to increase attendance
at games and sports functions; increase parti-
cipation by Metroplex alumni ;
9. To Initiate a Visitors Center on Interstate 35
in Denton for highway travelers.
a. To locate, lease, buy or build an appropriate
facility to greet visitors, provide all infor-
mation and materials on Denton and Texas, and
provide an easy access off and on 1-35E.
b. Hire a part-time coordinator to direct and } s
staff a visitor's center; volunteers would
be recruited for staffing. (This could be
joint effort with VNT, TWU and the DCVB.)
1
10. To create a core volunteer group to staff the j '
Visitors Center, serve as guides for tours,
serve the conventions and be available for
special events.
a. To '.nvite by personal invitation 50 people
to serve as volunteers would require a
particular incentive or special event.
11. To provide expertise ,:o the Denton Municipal
Airport for the promotion of Denton to ;
air travelers.
a. Brochure racks and volunteers on hand when
I necessary
b. Develop airport
of p marketing support the committee
airport for
the purpose
12. To assist in the development of key Denton i
festivals and special events in order to ;
build Denton's reputation an,i a'.:traot
visitors.
a. DCVS staff stiould serve on all necessary
boards and committees to provide guidance
and promotional support if possible.
Examples Include: Denton Arts Festival, r
County Seat Saturday, Victorian Christmas }
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13. To facilitate a change in the laws regarding
drinking hours and the club membership rule.
a. Implement a plan with local club and
restaurant owners to affect a change in
voters' desires and city council stand
14. Possible DCVS staff re-structure; (long-term)
Director
Sales Position convention or tourism
Information Receptionist
Secretary
Internship (paid)
The DCVB understands that limitations of time, staff
and money may affect the goals listed above. However, -
these ideas can be accomplished. All need concentrated
effort by the DCVB and full support by the chamber.
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DENTON CONVEN'T'ION 6 VISITORS BUREAU
TWELVE MONTH BUDGET
OCTOBER, 1991 SEPTEMBER, 1992
nosoaxaassm~asmas=asaCSeoa====ns~@~assIDT4TALG~
QTR. 1 QTR. 2 QTR. 3 QTR. 4
p~seeseeszepcls"+~=CSy aC~~sCa~e3s.ao AC~FSaa~a: 3= i. /
23,100 ,100 23,100 23,100 92,400
23,100
SALARIES 6 BENEFITS
TRAVEL 600 11400 2,000
325 TRAINING AND
R Chamber Institute 500 500 500 500 2,000
CVB Support staff 250 250 250 250 11004 i Miscellaneous 750 11350 2,150 750 5,000
SUB-TOTAL
j
330 EQUIPMENT 650 e50 850 8250 50 31r,400
000
Lease - computer/ printer 250 250
300 1,025
Repairs/training/supplies 125 300 300
Lease - FAX (CVB/ED) 380` 3$0
Rent - warehouse 600 i~
Printer for info area 604 1,400 1,780 11400 5,80$
1,225
SUS-TOTAL 2 240
331 XEROX COPIER 11120 11120 263
263 -
332 TYPEWRITER MAINTENANCE
150 150 150 150 600
400 OFFICE SUPPLIES
405 1,500 1,500 11500 1,500 6,000
TELEPHONE
~ 1,000 1,000 ~
415 AUDIT
11000 1,000 11000 10000 4,000
420 PRINTING
150 150 150 150 600
425 POSTAGE
30 30,033 29,830 29,050 117,908,
5f98995cecmae03 aem_csr~a -ccamceos~~sscac7a=~
ADMTNTS''RATIVE TOTAL 2
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DENTON CONVENTION & VISITORS BUREAU
TWELVE MONTH BUDGET
OCTOBER, 1991 SEPTEMBER, 1992 s
QTR. 1 QTR. 2 QTR. 3 QTR. 4 TOTAL t
==as¢nei¢¢ae=~cCam=.exam=~¢=a=emaea=ra=asa=c=sa
CONVENTION PROMOTION
502 TRAVEL 2,500 2,500 21500 2,500 10,000 F
Sales calls and bids
503 CONVENTION SERVICES {
TNET subscription 60 60 60 60 240
TNET reports 250 250 250 250 11000 1
Mailings 500 500 500 500 21000 i
504 ADVERTISING 500 500 500 500 20000
k
505 PROMOTIONAL EVENTS 500 500 500 500 2,000
506 TRADE SHOWS
l TSRE Annual Convention 250 500 750
Fort Worth
507 PROMOTIONAL MATERIAL 2,000 2,000 21000 20000 81000' t.
Convention premiums
t
508 MEMBERSHIPS
TSAE dues 200 200
TACVB dues 150 ISO
TACVB TNET; 750 750
THMA dues 212 212
American Express fee 45 45
s
509 SUBSCRIPTIONS
Denton Record-Chronicle 100 100
CONVENTION PROMOTION TOTAL 7,210 61660 71267 61310 27,447
.'-~¢gauaaiifC~1"~~`~O==C=~1=O¢Ri3C==Ctl C9t "J5=L1>e7191C0=¢7e'L YS!! P
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DENTON CONVENTION 6 VISITORS BUREAU
TWELVE MONTH BUDGET
OCTOBER, 1991 SEPTEMBER, 1992
C3~60CO1~CO~JffiCn CGIS ~~SSa'Aai CC~ID=rsaaaSS~aamnaaa
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QTR 1 QTR. 2 QTR. 3 QTR. 4 TOTAL
. =v~cvea=ccncccnn_nc-cc=aencsyax¢nnnnocnzznanae
1 TOURISM PROMOTION
250 250 250 250 10000 '
512 TRAVEL
Special projects/misc.
513 TOURISM SERVICES 375 375 375 375 1,500
Community, temporary help
514 ADVERTISING 750 750 750 750 31000
Billboard on I-35 I {
250 250 250 250 10000
515 PROMOTIONAL EVENTS
516 TRADE SHOWS 200 300 500
TTIA Travel Fair - Irving 200 200
Dan Dipert Travel show 92
517 PROMOTIONAL MATERIAL 25 25 25 25 100
Photos/slides
Restaurant Guides 625 625 625 625 2,560
Calendars of Events 500 500 500 506 21000
tsoo
Tourism premiums 1,625 1,625 1,625 1,625 8100
I Miscellaneous 25 25 25 25
j 518 MEMBERSHIPS 700 300
Texas Travel Ind. Assoc. i
519 SUBSCRIPTIONS 20 20
Texas Highways Magazine
520 FILM COMMISSION
OF NORTH TEXAS 3,000
Pledge 3,000
Travel 100 100 100 100 400
loa
Slides, photos 25 25 25 25
;
TOURISM PROMOTION TOTAL 71550 51270 41850 41550 22,220
1~~-_C.9 eSCC~12l~CCRCeS~~~~nC~~~aCdJ Cxlhtla smAlACS31nl.ltl~ y
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-GRAND TOTAL 43,755 41,963 41,947 39,910 167,575
aoCmCeooas.caoc=ccmcacneom=smntensnrseemsce-an== ~I
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prepared by Jo Ann Ballantine
July 24, 1991
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DENTON CHAMBER OF COMMERCE
STATEME14TS OF CASH RECEIPTS AND DISBURSEMENTS
1
AND
AUDITORS' REPOR'i
FOR THE YEAR ENDED MARCH 31, 1996 '
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TABLE Of CONTENTS
a
Auditors' Report . . . 1
M
Z 1.
Summary Statement of Cash Receipts and Disbursements
Schedule A -General Account . . . • . . 3 ~
schedu'{e B - Economic Development Account. . . . . . . . . 4
5
Schedule C - Convention/Visitors Bureau Account. i.
Schedule D - Special Fund Account. . 1 6
7
.
.
.
Schedule E -Leadership Denton Account
Schedule E - President's Club Account. . . . . . . • . . 8
Schedule G - Denton Industries Escrow.. . . . . .
Notes to Statements of Cash Receipts and Disbursements 10
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MEMBERS
TEXAS SOCIET! OF MEMBERS
CERTIFIED PUBLIC ACCOUNIANIS AMERICAN INSTITUTE OF
HANKINS, POWERS, EASTUP, DEATON & TONN CERTIFIED PUBLfC ACCOUNTANTS
A Professional Corporation
CERTIFIED PUBLIC ACCOUNTANTS
902 NORTH LOCUST s P.O. BOX 977
DENTON, TEXAS 782020977
817.3878583
AUDITORS' REPORT
Board of Directors
Denton Chamber of Commerce
E"
We have audited the accompanying statements of cash receipts and `
disbursements of the Denton Chamber of Commerce for the year ended March
31, 1990. These statements of cash receipts and disbursements are the
responsibility of the Chamber's management. Our responsibility is to express
an opinion on these statements of cash receipts and disbursements based on
our audit.
We conducted our audit in accordance with generally accepted auditing i Y
standards, Those standards require that we plan and perform the audit to '
obtain reasonable assurance about whether the statements of cash receipts
and disbursements are free of material misstatement. An audit includes
examining, on a test basis, evidence supporting the amounts and disclosures
in the statements. An audit also includes assessing the accounting
principles used and significant estimates made by management, as well as
evaluating the overall statement of cash receipts and disbursements presen-
tation, We believe that our audit provides a reasonable basis for our
opinion.
As described in Mote A, the Chamber's policy is to prepare its opera-
ting statements on the basis of cash receipts and disbursements. This basis
is a comprehensive basis of accounting other than generally accepted
accounting principles.
In our opinion, the accompanying statements present fairly, in all
material respects, the recorded cash receipts and disbursements of the
Chamber for the year ended March 31, 1990, on the basis of accounting
described in Note A, i
Hankins, Powers, Eastup, 0eaton & Tonn
A Professional Corporation
Certified Public Accountants
August 23, 1990
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CONVENTION/VISITORS BUREAU ACCOUNT Schedule C j
STATEMENT OF CASH RECEIPTS AND DISBURSEMENTS
FOR THE YEAR ENDED MARCH 31, 1990 j
Cash at April 1, 1989: Bank One - Denton
Add Receipts: $45,605
City of Denton - Occupancy tax
Other income $155,535
Interest (Note By 229
3
Total Receipts
8
154 i
Deduct Disbursements:
Salaries
Auto expense 69,156
Taxes 1,419
Insurance 5,696
Training and travel 4,209
Equipment
3, 52 5 f
Equipment lease 764
Office supplies 5, 600
736
Telephone
00
Professional fees 4,490 f 400
li Printing 847 II
Postage 847 t
Convention promotion 600
Tourism promotion 14,131 f
Film Commission 13LO73 1
r -_4,07,3r
1 Total Disbursements
128, 649 t
Excess Receipts over Disbursements j
30 193
Cash at March 31, 1990: Bank One - Denton
$75,798
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The accompanying notes are an integral part of this statement,
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NOTES TO STATEMENTS Of CASH RECEIPTS AND DISBURSEMENTS
FOR THE YEAR ENDED MARCH 31, 1990
NOTE A - BASIS OF ACCOUNTING
It is the Chamber's policy to present its results of operations on a cash basis,
The accompanying statements reflect this policy, Under the cash basis of accounting,
revenues are recognized as received rather than as earned and expenses are recognized
as paid rather than when incurred. Accordingly, the accompanying statements do not
1 include any revenues which have been earned but iiot received (receivables) nor any
expenses which have been incurred but not yet paid (accruals and accounts payable). 3
NOTE B - INTEREST EARNED ON CASH BALANCES
The Chamber keeps its cash in interest-bearing bank accounts to the extent pos-
sible. A total of $7,886 in interest was earned during the fiscal year in all the
accounts.
NOTE C - DENTON INDUSTRIES ESCROW
This fund was created by agreement between the Directors of Denton Industries, f
Inc. and the Denton Chamber of Commerce for the purpose of paying any claims lodged
by original stockholders of Denton Industries, Inc. and approved by a standing
1 committee, Pursuant to the agreement, the fund was terminated April 11, 1990 and the
balance of the fund was transferred to the Denton Chamber of Commerce, The certif- I
Cate of deposit held in the fund had been pledged as collateral for the building 1
remodeling loan. The loan was paid in full in April, 1990,
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CfTYO! ~ENTCN, TCX ' MUNICIPAL BUILDING / DENTON, TEXAS 78201 /TELEPHONE ta17) 588 8307
- Oi11oe o1 the city manager
MEM0RAND[fM
f Mayor and City Council
TO:
t ggplyLloyd V. Harrell, City Manager
DATE: July 26, 1991
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SUBJECT: Mercer Attachments
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Attached is the management report summarizing the Mercer E
Study. We are still working on the full Mercer report and it f
be delivered prior to the Council meeting.
will
it there are any questions please feel free to contact me or
Betty MaXaan.
Lio d V. Harrell
City Manager f
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1 MEMORANDUM
,
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1991 ,
DATE: July 269
}Betty McKean, Executive'Director
TO:
Municipal Services/Economic Development
FROM: Thomas W. Klinek, Director
Personnel/Employee Relations Department ,
SUBJECT: Preliminary Results on Compensation/Classification , Evaluation and
program--Comprehenswi
lliamtM v Mercer, Inc. ii
Recommendations by ;
this memo outlines the preliminary ionsori the f the Cityp
u
Betty,
comprehensive study, evaluation, and recm
Compensation sover atthe Program atwo and Bone-halfllyears.
Mercer, Incorporated
Mercer's preliminary report
orderd to °provide tiinformation n lonetheidr
will be referred
recommendations for
o a new, refined compensation philosophy,
o classification and compensation components'
o performance management program,
o pay plans, and
o implementation alternatives.
d ;
BaAKEOPIriC std
a laps, pay
The current p ovided for the mlobsdescriptions,wpsyiPlansnay
for employ While
in 1978 and has
program and performance appraisal system employees. and
typically, compensatand classification
was not until he 1986-87 rbudgetdyear
updated every five years, overhavl
that a recommendation was made to conductThant mp due comprehensive
budgetary
'
and re-evaluation £orothe studymcontinued to be delayed.
constraints funding
However, in the 1988/89 Budget, the City Council approved one-half
and
($56,700) the funding programnetudy,compen The compensation
remainder
compensation and
($65,700) was fundedas in the 1989/94 Budget, The consulting firm,
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Memorandum\Preliminary Mercer Results
Page 2 - July 28, 1991
selected to conduct this study was William M. Mercer, Incorporated,
t MArcer_Stydy Annroac
The initial approach to the study involved in-depth discussions
with Executive Directors, Directors, Superintendents/Division
Managers, and City Council Members.
From these discussions, a compensation philosophy; goals and
objectives; and strategy were developed and refined. The new
philosophy is intended to diminish the current
practice of
distributing "full merit increases" and "across the botrd" salary
increases to retain employees whose pay was "lagging" the market,
The focus of the new philosophy enhances the 1987 compensation
philosophy authorized by Council to set the City's competitive
rate at the actual average of the competitive market. Application
of this philosophy will provice the City with a
greater ability to
recruit and retain top, quality individuals for City Jobs and begin
to "keep pace" with and to establish and maintain the Council's
adopted compensation philosophy.
The City's philosophy is as follows: f 4'
To compensate all employees in direct relation to the value of !
the position and their contribution to the success of the j'
Department and the City,
The objectives of the classification and compensation program are
f as follows;
-To provide a systematic and organized approach for the ~
administration of salaries on a uniform City-wide basis
-To provide equitable compensation that is based upon the
value of a position and work performed
To maintain competitive rates of compensation that will !
enable the City to attract, retain, and motivate quality,
high-performing and competent employees
-To actively involve management and supervisory personnel in
the administration of compensation
-To provide a system that includes recognition for individual
performance, development, and advancement
-To enable management to plan and control overall levels of
compensation consistent with economic conditions of the City,
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Memorandum\Preliminary Mercer Results
Page 3 - July 26, 1991
The philosophy and goals and objectives apply to compensation of
all non-civil service employees. Civil service employees are
governed by state civil service law (Chapter 143 of the Local ~
Government Code), j
In addition to a shift from "lagging behind" to "keeping pace," the
city has developed a compensation strategy driven by three
compensation elements;
-Basic or Fundamental Compensation ,
-Management and Supervision Compensation
-Individual Contributor Compensation
To further establish each
position in a hierarchy of
responsibility, eleven compensation factors were identified, These
factors provide the framework on which the c.ompensation and {
classification system is built. These factors are;
-Knowledge j
-Skills
-Local Government Skills
-Technical Requirements
-Originality/Creativity y
-Decision Making }
-complexity
-Budgeting/Planning
-Contacts
-Work Environment
j -Hazards
! -Direction of Others
job Analysis an '
~i_19-4 Descri on Review {
Data was analyzed by Mercer and an objective value fo.r each
position was established. j
All Job descriptions have been studied and have been updated to
reflect new duties and responsibilities, These job descriptions
reflect the minimum qualifications for performing the ,job, as well 7
as specific factors which indicate level of contribution for each `
compensation factor. Updated job descriptions and minimum
qualifications will be used to enhance our recruitment and to
provide as a guide in training individuals.
These job descriptions will be updated in an on-going process, thus
maintaining internal equity and market competitiveness in
recruitment.
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Memorandum\Preliminary Mercer Results
Page 4 - July 26, 1991
Mar et. Analvsi_s
Mercer researched and conducted a comprehensive salary survey of
matched positions in our organization with those in similar
organization (based on actual average salaries of incumbents).
These organizations included cities and private sector
organizations with whom we compete for labor. The geographic
parameter of the surveyed organizations varied from local,
metroplex and regional to state-wide or national, depending upon
the position. A complete list of the survey organizations is
included in the Mercer report, Exhibit F.
Salary Structure
The salary structure is necessary to administer compensation in an
equitable, uniform, and fair manner. Both job analysis and market
analysis are used in creating the salary structure,
JOB ANALYSIS + MARKET ANALYSIS = SALARY STRUCTURE
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~ Using these two wage and salary administration tools, all positions ~
in the city have been ranked into 13 grades (Civil Service,
Seasonal, and Executives are grouped separately due to their unique
qualities). In order to establish reasonable increases and career
advancement, a consistent separation between grades is necessary.
Mercer recommends a 12% incremental increase between grades, For
example, a clerk typist would start at Grade 1, and could advance
up the career ladder to a Secretary at Grade 41 Senior Secretary at
Grade 6, and finally, Administrative Secretary, at Grade 7. 1
Within each grade, "ranges" have been established which include a
minimum, midpoint, and maximum rate, 'he minimum range is the
point at which many individuals come into an organization, The i
employee is learning the position's duties and responsibilities,
the structure of the organization, etc.
An employee would move to the midpoint of the salary range after
maturing in the position, demonstrating that he/she has mastered )
all duties and responsibilities and is fully knowledgeable of the
job's relationship within the organization. The majority of
positions will fall within this range.
An employee may advance beyond the midpoint range when he/she has
progressed well beyond the "normal" expectations of the job and has
been ,judged to have significantly enhanced the overall
effectiveness of the basic contribution of the position to the
organization, The employee with this advanced standing would be
placed in the maximum salary range.
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memo randum\PreIiminary Mercer Results
page 6 - July 26, 1991
Again, using the Clerk typist as an example, salary ranges within
each grade would be established as Follows;
GRADE POSITION MINIMUM MIDPOINT MAXIMUM 1
1 CLERK TYPIST $11,361 14,240 17,039 ,
4 SECRETARY 14,254 17,813 21,374
6 SENIOR SECRETARY 20,024 25,024 30,031
7 ADMIH SECRETARY 22j422 28,028 33,634
In keeping with the city's philosophy as presented earlier, the
midpoint of the salary range will be set at 50% of the actual
average incumbents' wages,
the minimum and maximum rates were set using a standard spread of
50%, so the following relationship is established; )
* MINIMUM * MIDPOINT * MAXIMUM a
80% OF MIDPOINT 100% OF ACTUAL AVERAGE 120% OF MIDPOINT
s
p_ aS' Qra es
n
For administrative purposes including compliance with the Fair
Labor Standards Act, Mercer is recommending that each of the City's
6 current job families be retained and that jobs within the 3
i families be placed in the appropriate grades.
a
Service/Maintenance
Office Support
Technical/Paraprofessional
Professional
Management/Supervision '
Since Police Officers and Fire Fighters are governed by the State
Civil Service Law, separate pay structures and administration of r
compensation are being updated and recommended, (See Mercer Report,
Exhibits J and K).
Executive pay y ry
Due to the unique characteristics of the Executive job family,
a separate pay plan has been created. The competitive rate was
established by surveying against comparable cities and other
competitive organizations and matched to comparable positions. The
actual salaries of survey incumbents was averaged to establish the
competitive rate.
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Memorandum\Preliminary Mercer Results
Page 6 - July 26, 1991
All Executive incumbents are eligible annually for consideration of :
an incentive award (not rolled into base salary). The award, not ?
to exceed 5%, is based on an evaluation of each Executive's
contribution to the City's Mission and Long Range Strategic Plan, j
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Seasonal Pay Plan
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j Mercer recommends dividing Seasonal employees into four levels,
Market data was used in establishing a competitive rate for
Seasonal employees. Departments would have the authority to use
working titles for recruitment and specific needs,
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Per o mance M$nagQcpeRt Program review
Mercer conducted a comprehensive study and analysis of the City's
current Performance Management Program including the method and
process of conducting performance evaluations on individual
employees as well as how the City distributes available "merit"
increase dollars funded to recognize individual performance in a i
job.
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Performance Evaluation Program j
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Mercer has determined the methodology and process of conducting
performance appraisals with each individual employee is sound.
Performance evaluations with non-exempt employees are related to
{ the job duties and responsibilities. This program provides for, the }
rating of performance in the following categories; j
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-Job Responsibilities
-Problem Solving
-Initiative {
-Interpersonal Relationships
-Appropriateness of Behavior/Judgement
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-Leadership Responsibilities. ~
There are three (3) levels of performance rating, j
-"Consistently Exceeds"
_"Meets Requirements" i
-"Needs Improvement".
This process provides adequate feedback to those employees and
provides for fair and objective feedback on job performance. It
further allows a program for equitable and consistent evaluation of
employees across departments.
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Memorandum\Preliminary Mercer Results
Page 7 July 26, 1991
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EYe~t na tse~t Em to ees i
and process of conducting performance evaluations I
Management employees are related to the job duties
The methodology
with Exempt and Manag focused on Departmental projects , as
" and responsibilities and are f
well as goals and objectives. The categories of performance are
1 ratedt
ork/Gro'Ap Related
kills/Leadership Objectives/Pro,jects
Uupertment wS
S p
-Communication
-Administrative Reporting
-Planning and Budgeting others)i
-Team Participation/professionalism f
-Affirmative Action (for those employees who supervise performance hat
Although this allows fair and ob,mective feedback on job i
ts) it
across City detmening levels be established: the
rat
consistently performan
ce
specific I
-"Bar Exceeds" {
IV Exceeds"
-"Frequent
-„Meets Requirements"
-"Needs improvement"
in the Q l
This will provide more consistencfeedback on 'performance will &be
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will create parameters so that
enhanced. the City for
The current "merit" increase program has been used by
i
approximately 11 years. Mercer's analysis is that the merit
be refined in the following areas:
increase program can
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c definition
o delineation " dollars
of "PsY- for-performance
o distribution performance, '
o linked to individual per
ranges and pay grades
Up to this point the focus has been on Pay
for groups of employees; now the focus will center on the structure
idual employees.
of the pay range and how it will affect indiv
funded pay-
rmance in a Position,
for-Mercer recommends that the City implement a fully
performance pr gram to eward individual p bef o used to reward
an dollars wil The pay-for-P on contribution and performanc,
employee based solely
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Memorandum\Prelimirrary Mercer Results
Page 8 - July 269 1991
Thus the salary ranges will be established for each position and will be divided into quartiles
MIDPOINT MAXIMUM
1 MINIMUM
Q-1 Q-2 Q~3 Q°1
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For the initial implementation, an individual employee's current
salary will determine placement of the employee in the quartile
that is either above or below the competitive rate (midpoint) for
the position's grade.
Then, based on the assessed performance of the employee and t
placement in the quartile, the manager or supervisor appropriately 1
awards the employee a performance incentive. The established
"matrix" percentages are part of the total compensation program's
recommended in a budget year. This cannot be implemented given the f ;
funds available.
In order to communicate the shift in pay-for-performance
f administration, Mercer proposes to change the terminology
f associated with salary increases from Satisfactory Performance
fI Increases (SpI) to Performance Rating rncentities (PR1), i
` The pay-for-performance program is intended to
1) establish and provide for a practical, improved and ;
E refined distribution of monetary incentives for employees
based on their level of performance in the job and their
overall contributions to City and Department goals and
objectives;
2) allow the City control mechanisms to improve the long-
term management of total compensation dollars funded.
An explanation of the control mechanism followsi
o Annual adjustments for labor market shifts will. be
applied to the salary ranges only, not individual
employee's salaries, Thus, all approved compensation
dollars are devoted to "pay-for-performance" incentives
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only,
o The amount of dollars funded for "pay-for-performance"
incentives will be an annual budget decision approved by
the City Council.
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i! Memorandum\Preliminary Mercer Results
Page 9 - July 26, 1991
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o The review and approval authority for high performance
}
ratings will be determined by the Executive Director,
\ Personnel Director, and City Manager. Thus, the requests f
will be scrutinized to maintain the integrity of the
111 system.
o Employees whose salary is at the highest level of the
range of salary for their position will be eligible for
increase based on performance. This
ve
ents d as a one-time lump salary.
in cen ctive will be grame
en
,
~ Therefore the employee will continue to be motivated b
a monetary increase and the City will be better able to k,
forecast and control long-term compensation strategies,
o All employees within the same pay plan will receive
annual reviews and recommendations for increases at the
same time each year as follows: 1
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-Service/Maintenance - October 1 (150 Employees) '
-Office Support - November 1 (140 Employees) t
-Technical/Paraprofessional - December 1 (190 Employees)
-Professional, Management/Supervision and Executive !
s
January 1 (150 Employees)
-Police and Fire will continue to use current civil
service standards
Practices
d resand
ReaommendeLd P..r.2ce~--
Key recommendations procedures a rVeanden made and
are Practices
k are developed in the draft of the Guidelines Standards Manual
Hiring Guidelinost Managers and supervisors will be granted
greater flexibility in establishing the initial salary of new
employee94 This will improve the organization's ability to
recruit top quality candidates for open peiti
Promotions: The guidelines for promotional increases will be
improved. This will encourage development and upward mobility ,
the
of internal employees who are knowledgeable
ski of and
organization and have grown in their knowledge,
ability to contribute to a department
Developmental Tracking Managers/supervisors will ha vAction
improved method for implementing the City
Plan by having greater latitude to hire and place employees
who demonstrate "raw talent" but lack the minimum
qualifications.
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Memorandum\Preliminary Mercer Results
Page 10 - July 26, 1991
Next $tepa
During the remaining months this summer, the following activities
will be completed in preparation for implementation (with pity
1 \ k Council approval):
-Appointment of an Appeals committee
-Plafor an
Tr heduleb(finalizegrefer'enceiand procedure/practice
r a $
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standards manual).
-Plan training activities and communicate with employees.
-Conduct appeals of classifications and placement in the proposed l
pay plan.
-Finalize proposed structures for non-civil service and civil
service.
-Depwrtment review of Job
es and minimum ions a canonize major duties ~
and responsienet ;
}
-Examine and establish appropriate position titles, career paths,
S etc. t
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-Re-write current policies for City Council consideration, after
appropriate legal review.
r
-Determine appropriate process for budgeting in future years.
-Re-configure computer, finalize administrative procedures and +
processes,
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i~nleaentwtion Coati i
It would be our recommendation that the Council carefully weigh the ;
value per dollar of full implementation of this new system against the phased-in approach which could be implemented using existing
;
funds.
Implement
11 19929 ation costs implementation, Using this "phased approach," the
- January
only part t of the new system that could be 1u,plemenTealignment ref
first phase would be the new salary structurel
positions with the 13 recommended grades; and the new procedural
and practice standards, pay for performance could not implemented,
Salaries of employees below the newly assigned sallrothergemployees
would be brought up to the new minimum salary(
would receive a 3% group increase.
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Memcrandum\Preliminary Mercer Results
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Page 11 - July 26, 1991
The cost to the general fund to implement this phased approach
would be as shown,
[General Fund
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October 1, 1991 January 1, t992
3% group pay-for-performance $485,000 $363 822
Employees to minimum $191_,.,262 314 .
Subtotals $676,762 $507,562
in addition to the general fund, other city funds will be affected
as follows:
Recreation, Electric, Water/Wastewater, Sanitation Funds
October 1, 1991 January 1, 1992
3% group pay-for-performance $315,708 $2380,721 ~
Employees to minirt,um
Subtotals $369)468 $277,101
Thus, the total impact to the city's budget for an October 10 1991, 3
implementation would be approximately $11046,230, A January 1,
19929 implementation would be approximately $784,663,
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! It is important to preserve the integrity of the new program, while
realizing that implementation represents a cultural shift in the
organization. Thus the phased implementation will allow timo to
communicate with employees and to facilitate a comprehensive
transition to the new "pay-for-performance" program, Baseline
budget recommends a January 1, 1991 implementation, with employees
being eligible for the greater of either a 3% group performance
increase or for an increase for movement to proposed minimum for
the Job category,
Alternatively, an October 1, 1991, implementation, with Council's
consideration, will avoid much of the administrative confusion that l
will occur between October 1, 1991, and January 1, 1991, if the
latter implementation date is selected.
,
,
Therefore, to receive a return on the substantial investment the
City has made both financially and philosophically in the Mercer
Study, we strongly recommend that the Council eonsidor a funding
alternative that promotes the most effective transition to the new
salary m,,:,agement program.
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Memorandum\Preliminary Mercer Results
page 12-July 26, 1991
I ,
in the 1991/92 budget year, the staff will develop
If not funded
R and present alternatives for a secfnod performanclemeomponento and ;
fully funded and functioning paY- ?
recommend implementation options effective October 1, 1992, for the
1992/93 Budget year. l
i $,immarY
one-half year
While the Mercer Study has been a long, two and rtunlty to
process, it has allowed management and employees the oppo
provide considerable input and definition to a new, sophisticated
compensation and classification program.
k Employees will benefit from a more equitable and consistent pin i
structure; managers will benefit from greater flexibility
recruiting and hiring. The city will be able to assess and
maintain its labor competitiveness as conditions in the market
I -hangs over time. this
ram wi 111 a positions ompmovenforwardoin the next budget year to meetythe
a }
needs of its employees. When fully funded, we are confident that
i
basedri8ntiatheir
this new program will provide id to asemployeesequitable
available monetary of
contributions to the department's and the City's delivery o
quality services to the citizens of Denton.
Mercer's Preliminary Report to City Council will be delivered under
I
separate cover,
9 bmmem98.prn
tk3merce,rep\jul 28
YK:fteYk:-
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"RESOLUTION OF APPRECIATsM?W'
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"RETIRING BOARD AND COMMISSION MEMBERS"
WHEREAS the services performed by the City of Denton's Boards
and Commissions are of great value to the Denton City Council; and 4
WHEREAS, the City Council wishes to commend the members of the
City's Boards and Commissions for the many hours of volunteer j
service they devote to the betterment of our communitY1 and
WHEREAS, the City Council desires to publicly acknowledge its j
appreciation to the retiring members of all Denton Boards and
Commissionst NOW, THEREFORE,
THE COUNCIL OF THE CITY OF DENTON HEREBY RESOLVES:
That the sincere and warm appreciation to the retiring members "
of the City's Boards and Commissions, felt by the citizens and
staff of the City of Denton, be formally conveyed to them in a'
permanent manner by spreading this Resolution upon the offinial
minutes of the City of Denton; and
BE IT FURTHER RESOLVEDi
That the City Council of Denton does hereby officially N,,id
sincerely extend its best wishes to the retiring Board aad
Commission members to continue to serve our commi:nity,
PASSED AND APPROVED this the day of , 2941,
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BOB CASTLESERRYt MAYOR f
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ATTEST;
JENNIFER WALTERS, CITY SECRETARY
BYs
APPROVED AS TO LEGAL FORM: j
DEBRA A. DRAYOVITCH, CITY ATTORNEY
BYs
vsx-~st~
n;ORr..`F
"RESOLUTION OF APPRECIATION"
RETIRING COUNCIL MBMBURB
HUGH AMP RANOALL BOYD AND BOB GORTON
WHEREAS, the City of De enjoyed o the dedicated and outstanding
the past four years in havi and been extremely fortunate in
ng contributions of Hugh Ayer, Randall Boyd and Bob Gorton, their
efforts to make Denton a better oityl and
the city Council of the of Penton wishes to reo-
WHEREAS, Citywho have served with die 3
ognize three of its most valued members i
tinotion, and v
three individuals always served above and be,,
, the Wel-
WHEREAS these
yond the efficient discharge of t heir havaeearned rthetfull respeot
fare and prosperity of the city, 7es and citizens of ,
of their fellow Council members and colleagt
Denton) NOW, THEREFORE, ;
REBY RESOLVES
THE CITY COUNCIL OF THE CITY OF DENTON HE!
That a sincere and warm appreciation to Hugh Ayer, Randall
the citizens and staff of the City of
Boyd, and Bob Gorton, felt by
conveyed to them in a permanent ne City'ot
,
Denton, be formally
spreading this Resolution upon the official minutes
Dentonj and
BE IT FURTHER RESOLVED%
d sincerely v
ton does hereby Ofliaially
an for
That the City of Den ~
extend its best wishes to these three retiring Ceundil xembe'as
long and successful oareers as members of our community
day Of
PASSED AND APPROVED this the
1991.
f ~
BOB CASTLEBERRY, MAYOR
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ATTEST!
JENNIFER WALTERS, CITY SECRETARY
i
BY!
APPROVED AS TO LEGAL FORM!
DEBRA A. DRAYOVITCH, CITY ATTORNEY
BY!
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VIS[T--BUREA
TEEN CT CONVENTION_
_ _
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July 30, 1991
The Mayor
I City CCoucil ouncil Members
City
City Attorney
City Finance Director ,
216 E. McKinney
Denton, TX 76201
Dear Mayor? City council and city staffs
the City of
the annual report required by
I art enclosing of all items.
of
Denon to t the T entooi CContent'anfor aslisti,nquo please
refer of Denton
The Bureau appreciates the support of the City i
and Bureau to continue its service to the community and
o11 visitors.
Here's to a successful new fiscal year!
Sincerely,
t
fro Ann Ballaotrine
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Enclosure
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• DRAWER P • DENTON ' TEXAS 76202
.O
LANTON CHAMBER OF COMMERCE • 414 PARKWAY P'
I (81'!1382•'7895 Meuo (8171430.8139
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DENTON CONVENTION & VISITORS BUREAU j `
MARKETING PLAN
OCTOBER 1991
TABLE OF CONTENTS f
I. Marketing Plan
II. Budget I
Audit
II=, Chamber of Commerce organizational chart
Chamber of Commerce Board of Directors
DCVB Advisory Board
Job Descriptions DCVB Staff
i
IV. Appendices
I A. Annual Activity Report
B. Conventions List
C. Occupancy Figures 1 1
occupancy Tax Receipts
Occupancy Tax Distribution
D. Artices
E. TexaslAuto Visitor Survey Information ;
} Texas Travel Log
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DENTON CONVENTION & VISITORS BUREAU
MARRETINa PLAN
1991-92
1. Introduction
The primary mission of a convention & visitors bureau
i is to sell its city. In making a community a more dynamic
meeting plane, a bureau creates the needed environment to
bring in convention and visitor business. Succossful
bureaus operate through a coordinated group action rather
than through independent individual actions. Therefore, a
bureau serves as a cooperative representing all components
of the visitor industry including hotels, motels,
restaurants, convention facilities, tour operators,
i attractions, and transportation -carriers as well as the
retail and commercial resources that are important to
visitors. All of the businesses create a team effort with
the bureau acting as the marketing/promotional arm for the
hospitality industry.
j
j The specific programs of the DCVB include:
Convention Promotion
Tourism Promotion
Film Commission
Administration
II. The Bureau
f
The DCVB is 15 years old. It was initiated in 1976 by
the Den-ton Chamber of Commerce and remains under this
agency as an operating unit. Both the amount of occupancy
tax collected by the city and the amount of tax
distributed to the DCVB has increased since the beginning.'
There is no membership structure within the DCVB so all
funding comes from the occupancy tax disbursement by the
City of Denton.
The occupancy tax rate in Denton is 13%. Six percent
is sent to the State of Texas for their general fund.
Note that only one-half of one percent of the six percent
state occupancy tax is sent to the state's tourism
department. Texas law prohibits the state tourism office
from using the money for advertising within the state's
boundaries.
}
PA,
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The remaining seven percent is distributed to several
agencies within Denton. The breakdown is as follows:
Denton Chamber of Commerce (for the 3$
Convention & Visitors Bureau) 1$
Greater Denton Arts Council
Greater Denton Arts Council (bldg. fund) 1%
North Texas Fair Association
Denton County Historical Museum less than It
Denton County Historical Foundation fraction only
j ,
The Denton Convention & Visitors Bureau (DCVB)
operates through an agreement between the City of Denton
and the Denton Chamber of Commerce This agreement is in
the form of a signed contract and based upon the Texas Tax
Code 351.101 which "authorizes the City to use revenue
from its municipal hotel occupancy tax to promote tourism
and the convention and hotel industry, by advertising and
conducting solicitations and promotional programs to
attract tourists and convention delegates or registrants
to the municipality or its vicinity."
According to the contract named above, the DCVB
received 100% of its 3% occupancy tax revenue from the
City of Denton through 9/90, 98% of the 3% occupancy for i
the second year and will receive only 95$ of the 3$ i
occupancy for the next three years. All of these monies
may be used for all programs and administration of the
DCVB and may not be co-mingled with the Denton Chamber of
Commerce accounts. (Note; all of the occupancy tax
recipients are scheduled for this same cut. However, the
arts council's building fund percentage will be out and
the monies kept at the city for special projects). See
Appendix C for occupancy figures, occupancy tax revenues
and specific percentage breakdown.
TIT. Mission Statement and Plan Saokground
Mission Statement
The Denton Convention & Visitors bureau exists for the
purpose of soliciting conventions, tour groups, visitors
and film projects to the City of Denton to increase
occupancy in the hotel/motel properties.
The Plan
This plan was created because (1) thero was no former
plan, (2) the DCVB needs a guide from which to operate (3)
and increased regulation by the city requires
accountability for expenditure of occupancy tax monies.
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TV, Participants in Plan Development
The DCVB reports to the Chamber's Board of Directors
buts maintains i not ahavedvaso hands on" relationship assistance. This
boa .
DCVB.
r ~1 committe The DCVB did not putilize a lan. However, theg DCVB doesehave
develop this marketing p enuine interest in
an advisory u(raose°andrfo~cushandahas given much time and
the DCVB's p p person is George Gilkeson
effort to this program. This p from Pont
and he is a former hassales
asst ted ethetDCVB directorDuwith
corporation. invaluable marketing expertise. The other director has also collected suggestions and ideas
membershoandtain-yy h use
hamber from
k marketing professionals, c
staff members.
i
V, situation Analysis
i Customers. 1) convention attendees
~2 tour bus travelers
0 visitors
convention attendees toegattend competitive Qa
rate but they
convenient, fun, and accommodating environment.
Tour bus n vcomfortable lodging new and at different
places, stay
restaurants.
Visitors want easy access to the city, good lodging
i
rates, good restaurants, and things to see and 9.
i
Denton has the ability to serve all three of these
publics. However, there are strengweaaknesses in
community
all areas. The DCVB is currently compiling
assessment which will be used to better market the City of
Denton.
here.
The DCVB has competitors and they are everywhere,
They are other states, other regions of Texas,
similar small towns, the DFW Metroplex and its vast amount
of offerings.
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VI. The industry in Denton
As seen in Appendix C the occupancy tax for the DCVB `
has increased from approximately $22,000 in 1.976 to
$160,000 in 1990. Since 1985, several facilities have
1 developed. The Sheraton Hotel & Conference Center was
built at the University of North Texas, Both the Royal
Hotel suites and the Delux Inn were built and the Holiday
Inn went through a major renovation. The Ramada Inn was
sold to a corporation that initiated a name change and
instituted their theme concept of "Fantasy Suites."
since 1985 several major chain restaurants have opened
in Denton The Black-Eyed Pea, Chili's, and Red Lobster.
Also, many new local restaurants have opened. This brings
Denton's total of restaurants to about 130.
Reasons for growth: Denton is north of Dallas and
Fort Worth on interstate Highway 35-E and located in a
very centrally-travelled area of North Texas. This
ates
f the
high the
connecting fromnLaredotlto the tip iddloef oCan daUniItdistalso s
connecting
home to two major state universities with a total student
population of 32,000. There are 64 manufacturing
businesses in Denton with opportunity for growth Also$
li
many people live in Denton and its surrounding community
i
I for the quality of life. However, their work may take
IIII them into the Metroplex each day.
Texas' economy has declined over the past seven years.
The oil industry failed and like many states, the to take government is trying to sonee revenuelideavthatshas been
care of its manx needs,
legalized and will be an advantage to tourism isa eorse
g
racing, The state was demanding a high percent
development was slow. However, the state has changed this
percentage from 5% to 1% so the future looks much better.
Denton County has been zoned by the state for racetrack
development. However, the current local track is a new
one west of Fort Worth, Willow Park. Horse racingcould
be extremely beneficial to Texas and the tourism busyness.
Texans have been taking their money to Louisiana, Oklahoma
and New Mexico.
Texas has plans in the works to either try a lottery `
or a state income tax. Only time will tell.
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viz. Visitor Analysis
Denton does not have a system r place to cal figures
information about visitors,
Iries ava mai.l. three the eactivr on r port inaAppendix nA.
walk~inseandr gg chamb
other figures are derived from the Denton Hotel/Motel
Association and the two universities. These three
organizations can provide occupancy figures pnot havesbeen
1 of their specific meetings which may ormaendix B.
recruited or serviced by the DCVB. See App ;r
For a regional focus, see the attached Texas Auto
surveyedy.Pesee Appendix Eeludes the
prior o three quartss 1991 Sr
For or a look at how each of the Texas Tourist
information centers serves the traveling public, E. see the
June issue of the Texas Travel, ]Log. See Appendix
j
V,Iii. coals
one Year Plan 1991-92
To increase hotel occupancy by loo for calendar year
l 1992.
To increase
0o0 cto l$180c0onin calendar year from
To increase local revenues by $1 million by recruiting
one movie and two commercials to Denton in 1992.
TX. ob3eotives for 1991-92
1. To market Denton as a meetings deeystination and all
otherepoTexas ten.tialsgroups o and norganizations,
a. Sales calls to associateaonrs/meeting plannerg - Austin and b. Two sales blitzes per
year
2. market oour marketific stop for
the motorcoach t
a. Direct mail
b. Personal visits to tour operators
c. Work with local people to educate them
to needs of tour groups
SIH'Et!iti;t
3. To train 50% of all service personnel in
Denton's hosp~etailybusinesses(hetc.),
restaurants,
a, Use the TexasthgsmexasiDepartment ofdel
developed by
Commerce
leasure travel market.
4. To market Denton as a p
a. Exhibit at six public travel shows per year
b. Join other co-operative groups to promote city
re
5 of an amphiten~iX )
, To assist in the development
for an outdoor historical drama (see App
a. Continue serving as anchor agency will DCVB 'iassociation propP,ASSes The oit until this
groupdbecomeseindependent.
j
g, To assist and be prepared for the growth of the
tourism market in Denton. Examples: auto raceme
litie5, and
cour se, uent s new l hotel s properties,
subseq
{ a. Facilitate these possible businesses by
serving as apro-active resource and also
keep the community informed and ready
7. To market Denton as a concert mecca through all
available facilities in the city of Denton.
a. Develop a plan with the universities and
other community facilities to recruit
all types and sizes of concerts to Denton.
b, Direct mail
c, personal contact
d. Special evant
8. To assist in the promotion of the sports
activities at the University of North Texas
and Texas Woman's University
a. Support the football and basketball' programs
by purchasing season tickets (with Economic
Development) to use for hosting meeting s
planners.
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b. Interact with the athletic departments and the
local hospitality businesses to create special
packages and incentives to increase attendance
at games and sports functions) increase parti-
cipatioa by Metroplex alumni
9. To initiate a Visitors Center on Interstate 35
in Denton for highway travelers.
a. To locate, lease, buy or build an appropriate
facility to greet visitors, provide all infor-
mation and materials on Denton and Texas, and
provide an easy access off and on I-35E.
b. Hire a part-time coordinator to direct and
staff a visitor's centers volunteers would
be recruited for staffing, (This could be
joint effort with UNT, TWU and the DCVB.)
10. To create a core volunteer group to staff the
Visitors Center, serve as guides for tours,
serve the conventions and be available for
special events.
a. To invite: by personal invitation 5o people
to serve as volunteers would require a
particular incentive or special event.
11. To provide eupertise to the Denton Municipal
Airport for the promotion of Denton to
air travelers.
a. Brochure racks and volunteers on hand when
necessary
b. Develop an airport suppport committee for
the purpose of marketing the airport
12. To assist in the development of key Denton
festivals and special events in order to
build Denton's reputation and attract
visitors.
a. DCVS staff should serve on all necessary
boards and committees to provide guidance
and promotional support if possible.
Examples include, Denton Arts Festival,
County seat Saturday, Victorian Christmas
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laws regaruleg
13. To facilitate a change in the ership
drinking hours and the club memb
a, Implement a plan with local club and
r restaurant owners to affecounoilastandn
voters' desires and city
~ (icng-term)
14. possible DCVB staff re-structure:
Director - convention or tourism
Sales Position -
information Receptionist
Secretary
Internsh p (paid)
that limitations of time, staff
The DCVB understands oals listed above. However,
and money may affect the g
these ideas can be accomplished. All need concentrated
effort by the DCVB and full support by the Chamber.
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DENTON CONVENTION & VISITORS BUREAU
TWELVE MONTH BUDGET
OCTOBER, 1991 SEPTEMBEF, 1992
ccaacc_ccocco_Qaaccac. nrauccccccca=aaceaaagvtcb.-: I
QTR. 1 QTR. 2 QTR. 3 QTR. 4 TOTAL E
1,~ ...n=5O1LL'CaccaCCaa COLCCCnvCGCCCCGCa CaGa QCC.^'CCC.C
310 SALARIES & BENEFITS 23,100 23,100 23,100 23,100 92,400 f
i, 325 TP*INING AND TRAVEL
Chamber institute 600 1,400 20000
CVB Support Staff 500 500 500 500 2,000
Miscellaneous 250 250 250. 250 1,000
SUB-TOTAL 750 11350 20150 750 50000
t
330 EQUIPMENT
Lease - computer/printer 850 850 850 850 3,400
Repairs/training/supplies 250 250 250 250 11000
Lease - FAX (CVB/ED) 125 300 300 300 10026
Rent - warehouse 380 380 !
Printer for info area 600 600
SUB-TOTAL 10225 10400 11780 10400 50805
331 XEROX COPIER 11120 1,120 21240 j
332 TYPEWRITER MAINTENANCE 263 263
f 400 OFFICE SUPPLIES 150 150 150 150 600`
5
405 TELEPHONE 1,500 1,500 11500 1,500 60000
is
415 AUDIT 1,Ocd 11000
420 PRINTING 1,000 3.,000 1,000 10000 41000 '
f
425 POSTAGE 150 150 150 150 600
ADMINISTRATIVE TOTAL 28,995 30,033 29,810 29,050 117,909
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DE24TON CONVENTION & VISITORS BUREAU
TWELVE MONTH BUDGET
OCTOBER, 1991 SEPTEMBER, 1992
QTR. 1 QTR. 2 QTR. 3 QTR. 4 TOTAL '
-ecaclaoaaarsomxc: a~ae Cmc~CCmG CCar c=s acaudm6CGr9
CONVENTION PROMOTION
1
502 TRAVEL 2,1500 2,500 2,500 2,500 10,000
Sales calls and bids
503 CONVENTION SERVICES !
TNET subscription 60 60 60 60 240
TNET reports 250 250 250 250 10000
Mailings 500 500 500 500 2,000
504 ADVERTISING 500 500 500 500 21000
f
505 PROMOTIONAL EVENTS 500 500 500 500 21000
506 TRADE SHOWS
TSAE Annual Convention 250 500 750
Fort Worth f f
I
507 PROMOTIONAL MATERIAL 21000 2,000 20000 2,000 80000
convention premiums
a
508 MEMBERSHIPS
TSAE dues 200 200
TACVB dues 150 150
TACVB TNET 750 750
THMA dues 212 212
American Express fee 45 45
509 SUBSCRIPTIONS f
100 ,
Denton Record-Chronicle 100
CONVENTION PROMOTION TOTAL 71210 61660 7,267 6,310 270447
. ~caccooa=cncnc.GCCnG==vaCCr3=:=ctGxvnamcmCmcmc~~~
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DENTON CONVENTION & VISITORS BUREAU
TWELVE MONTH BUDGET
OCTOBER, 1991 SEPTEMBER, 1992
-ccac-=caecac==soc-accocaea=c.aacaxcvvca=ssora t
QTR. 1 QTR. 2 QTR. 3 QTR. 4 TOTAL
~GCGCa CC.. =a soC~Jatla tlcC ~r-.~GCa C.-.tl~~ =~~e-`'a~cz"
r
TOURISM PROMOTION
512 TRAVEL 250 250 250 250 10000
Special projects/misc.
j 513 TOURISM SERVICES 375 375 375 375 1,500
f
Community, temporary help
a i
514 ADVERTISING 750 750 750 750 31000
Billboard on I-35
515 PROMOTIONAL EVENTS 250 250 250 250 10000 f
616 TRADE SHOWS 200 300 500
TTIA Travel Fair - Irving 200 200
Dan Dipert Travel Show 92
517 PROMOTIONALj MATERIAL
Photos/slides 25 25 25 25 100
Restaurant Guides 625 625 625 625 21500
Calendars of Events 500 500 500 500 21000
Tourism premiums 1,625 1,625 1,625 1,625 61500
Miscellaneous 25 25 25 25 100
518 MEMBERSHIPS 300 300
Texas Travel Ind. Assoc.
519 SUBSCRIPTIONS 20
Texas Highways Magazine 20
520 FILM COMMISSION
OF NORTH TEXAS 3,000 E
Pledge 3,000
Travel 100 100 100 100 400
slides, photos P.5 25- r Yr_25 Y_rY__25~_^rr 100
r_w YYi.,rw Y--Y_r-Y
TOURISM PROMOTION TOTAL 70550 5,270 41850 4,550 22,220
~G~tl6aa~a~~~0.".aCYt1CCG,~.,C CJCC tl=CmCmW-~tl~O~tEC=Cfa~rx
GRAND TOTAL 43,755 41,963 41,947 390910 167,575
CCIOCCn C= m^.ra~~CC~c CC C-C._aycca CF?sc~SCCCaC:3C ~C~J
Prepared by Jo Ann Ballantine
July 24, 1991
r
DENTON CHAMBER OF COMMERCE
OF CASH RECEIPTS AND DISBURSEMENTS
STATEMENTS D
AN
AUDITORS` REPORT
FOR THE YEAR ENDED MARCH 1950
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TABLE OF CONTENTS
Auditors' Report . , . . . . , 1
Summary Statement of Cash Receipts and Disbursements Z
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Schedule A - General Account 3
Schedule B - Economic Development Account. , . . . . . . 4
Schedule C - Convention/Visitors Bureau Account, . , . . . 5
E
Schedule 0 - Special Fund Account. 6
Schedule t: -leadership Denton Account . . 7
Schedule F - President's Club Account. . . . . . . . . • . 8
Schedule G - Denton Industries Escrow, , . . . . • • . • 9
Notes to Statements of Cash Receipts and Disbursements 10
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1;1`52.
MEMBERS
AMERICAN INSTITUTE OF
MEMBERS C£nTIF1ED PUBLIC ACCOUNTANTS
1"AssocE"OF POWERS, EASTUP, DEATON &TONN
CERTIFIED PUBLIC ACCOUNIANYS NANKIN' A Pr018sajona1 corporation _
1y CERTIFIED PUB41C ACCOUNTANTS
992 NORTH LOCUST • P,O, BOX 977
DENTON, TEXAS 782020977
i 817.987`8589 I ,
I AUDITORS' REP6RT
I board of Directors
k Denton Chamber of Commerce
statements of cash receipts and COmme
We have audited the accompanying
disbursements of the Dments OfaCash orece ptsrandfdisbursementsnare thech
311 1990. These sthe ,
and sdisbursementssbasedx01)
responsibility of the amber's facashmreceipts our
an opinion on these statements o
our audit. accepted auditing
We conducted our audit in accordance with generally the audit to
standards. Those standards requir thaerwthelstatementsf of cash receipts
obtain reasonable assurance about
and disbursements are free of material misstatement. An audit includes
disclosures
examining, on a test basis, evidence supporting the amounts and d
al the accounting
esen
in the statements. An audit also includes assessing ign valuating used and ltfteme toficash$receipts andadisbursementsur
evaluating the overall l sour au
We believe that our audit provides a reasonable basis for o
tation.
opinion.
is to prepare its opera-
ents. This basis
i As described in Note A, the Chambers policy
n statements on the and is a basis of cash rothersthan generally accepted
ti g
comprehensive basis of accounting
I" accounting principles.
to all
the accompanying statements present fairly, s and
in our opinion,
dis material respects a thendedoMarchc3lh 1rece 996ipon the basbusrseofmentaccountis of
Chamber for the Ye
described in Note A.
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Oeaton & Tonn
Hankins, powers, Castup,
A Professional Corporation
Certified Public Accountants
August 23, 1990
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4 DENTON CHAMBER OF COMMERCE Schedule C
DISBURSEMENTS
CONVENTION!/VISITORS BUREAU ACCOUNT CASH STATE THE. YEAR ENDED MARCH 31 1990
FOR '
X45,605
Cash at April 1, 1989: Bank One - Denton
Add Receipts: $1552535
City of Denton - Occupancy tax 229
Other income 3,078
Interest (Note B)
158,842
Total Receipts
Deduct Disbursements: 69,156
I Salaries 1,419
Auto expense 51696
Taxes 4,209
Insurance 3,525
Training and travel 764
Equipment 51736
Equipment lease 600
Office supplies 4,096
Telephone 400
Professional fees 847 i`
Printing 600
Postage 14,131
Convention promotion 13,397
Tourism promotion 41073
I Film commission
128,649
Total Disbursements 301193
Excess Receipts over Disbursements $75,798
Cash at March 31, 1990: Bank One - Denton
The accompanying notes are an integral part of this statement.
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DENTS CHAMBER OF COMMERCE
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NOTES TO STATEMENTS OF CASH RECEIPTS AND DISBURSEMENTS
FOR THE YEAR ENDED MARCH 31, 1990
NOTE A - BASIS OF ACCOUNTING a cash basis.
It is the Chamber's policy to present its res~nderothepcash~basiosnof accounting,
The accompanying statements reflect this policy,
as received rather than as earned and accompanying expenses are statements do recoganized
not
revenues are recognized as paid rather than when incurred. According y, the
arned but net received (receivables nor
include any revAnuQS which have been e aid accruals and accounts payable).
expenses which have been incurred but not yet p
NOTE B - INTEREST EARNED ON CASH BALANCES
The Chamber keeps its cash in interest-bearing bank accounts t theiexaentthes
sible. A total of $7,886 in interest was earned during
accounts.
NOTE C - DENTON INDUSTRIES ESCROW
s fund was created by agreement between the Directors oinDe tonI du stlodged
any Thi of pay 9
Inc, and the Denton Chamber of Commerce for the purpose ril 11 1990 and the
al s,ockholders of Denton Industi fund,wc. and ineteded by a standicertif-
by origin
committee. Pursuant to the agreement, the as collateral for the building
i Cbalateance of of deposi the t fund held wian thenfundrhadtheenepledged Denton as collate Commerce: The
-I
remodeling loan. The loan was paid in full in April,
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DENTON CHAMBER OF COMMERCE
April 1, 1991 - March 31, 1992
MEMBERSHIP
BOARD OF DIRECTORS
Barbara Russoll
1 Chalrman of the Board
i
Charles W Carpenter ES'(ECUTIVE DIVISION EXECUTIVE COMMITTEE
President & Elan. Mgr,
N
SUPPORT STAFF David Bilea Carl Anderson . Annuol Membershlp gonquei
ti Qhalrman-Eleoi, # communicolions CommNee
Admin & Program a Publlo Heiallons MY, . Pobtic Relolloin Commilloe
Assisf. Into. Dl Dlslrlb, Leadership Denton Relotl gu,lnest Commnlee
0, C. Sexton Jerome Cott Governmenl Neiotlorts Comm.
51016 Relolions Committee
Chairman, Pr9sldonis - Vice Chairman, 13oV9r^-
Club tOC Steering Comm menl Relations Div, iransporlollon Commuhe
Chair Ann Houaton. ' Adopt-A-School Commlllea
Vice Ann F'raEisldenl C CGeoruo oonnvo ve lno ntiGolln Vk& Visitors _ Vice Chairman, Com- Agri-Business Commpiee
Chrislmus Commulee
1 Buroau Advisory Board munlty Dev, Division u0ioersirr/90siness
Kon Burdlok Robert Gentry, Chalr Prlsollis Sanders Aekn Commipee
VICe President Ecottiomlo Development Vice Chairman, Mamb94pac1r,
Advisory Board ship Developmonl Div, spomnrs
r Membership Relallens
Bob Woodin • New Member Colleet
Treasurer, Internal . audgol k finance` Commlllee
Operations Dlvislon Long-Ronge Pldnning Comm.
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Board of Directors
DENTON CHAMBER OF COMMERCE
April 1, 1991 - March 31, 1992
~ Terms_end_March_311_~992:
- ROY APPLETON, III Group Graphics 565-1255
- JOHN BAINES John E. Baines & Co. 565-9015
- DAVID BOSTON Dave Boston - Custom One Homes 387-7752
k DAVID BILES Law Office of David W. Bilea 566-0566
COLLEEN BRISCOE First State Bank 382-5421
- WELDON BURGOON Weldon's Saddle Shop 382-1921
DAVID HOENIG David Hoenig Electric 387-7137
- JEFF KING Ramey, King & Minnis Insurance 382-9691
- FRED POLE University of North Texas 565-2103
- ROB RAYNER Tom Fouts Realtors 382-1541
BRIAN ROBINSON HCA Denton Community Hospital 898-7003
MELVIN WILLIS GTE Southwest 383.2511
1
« One-Year Appointment
Tarma_end_Marc10_3x~,_1993:
- GENEVA BERG Locust St. Grill 566-0614
JEROME M. COTT Sundown Ranch 565-2216
DIANNE EDMONDSON Apex Computer Placements .r......... 565-0656
5HERRIE ETHEREDGE The Denton Depot 383-4006
- ROB GENTRY United National Bank 382-6701
j FRED HILL People's Funeral Home 382-6028
- BARBARA RUSSELL Barbara Russell Realtors 566-2730
PRISCILLA SANDERS Sears 566.8504
BOB WOODIN Woodin Financial Services 382-1849
TerLns_end_t~arCt3_~1,,_].994:
- WAYNE ALLEN Wayne Allen Construction Co. 566--1819
- CARL ANDERSON Bill Utter Ford Co . 082-5404
387-4681
- RUSSELL BATES The Architectural Collective
- DON CIULLA Denton Regional Medical Center 566-4000
BOB COPLEN Texas Instruments (Retired) 382-4989
- RICHARD D. MAYES Hayes, Coffey & Berry, PC 387-3518
ANN HOUSTOW Re/Max of Denton 566-0655
- DAVID KING Shoney's 382-.7853
# # # # # # # # # # # # #
CHUCK CARPENTER Denton Chamber of Commerce 382••9693
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DENTON CONVAENTION DVISORY ISITORS BUREAU
BOARD
1991-1992
Chairman Barbara Russsll
George Gilkeson, Barbara Russell Realtors
2304 Royal Acres 919 S. Carroll, Suits 201
Denton, TX 76201 Denton, TX 76201
h 387-5373 566-2734
James Roden Margie Jimmerson
University of North Texas
North Texas Fair Association P.D. Box 716
P.Q. Box 1695 Denton, TX 76203
Denton, TX 76202 566-3641
387-2632
Story Herbert Noll
Auburn Inn Center for the visual Arts
Larry 820 I-35 E 207 S. Hell
Denton, TX 76205 Denton, TX 76201
382-2787
387-0591
Xari Calhoun
Yvonne Jenkins
Benton County Historical Museum Pack oneox,580Texas
} Box 2800 TX 76202 Denton, TX 76203
f Denton, 387-3551
383-8073
Fay Judy Hildebrand
Anne
Annden Triangl e Mall Conference Services Coordinator
Golden I-35 E 'texas Woman's University
P.O. Box 22305
Denton, TX 76205 Denton, TX 76204
566-6023 898-3642
Tom Judd David King
5honey's Restaurant
Tom Judd Photography 1513 Wellington Dr.
loll W. Oak Denton, TX 76201
Denton, TX 76201 382-8698 f
387-0604 j
Jane Hiles Howard Watt j
Attorney {
Main street Coordinator 1108 N. Locust j
100 W. Oak, Suite 204 Denton, TX 76201
Denton, TX 76201 387.0565
566-8529
Jo lantinO
COnvent
P. 0. Drawer P
Denton, TX 76202
392-7895
F.
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DENTON CHAMBER OF COMMERCE
POSITION DESCRIPTION
Job Tit~e_: staff Director
Fduoation Re ;reds Bachelors Degree strong background infatheting and
of
' basic understanding
hospitality industry.
The staff Director in charge of the
u a = Convention & Visitors Bureau reports to
president of the Denton chalbfroofth mmeise
and, through regn Council,
Convention & Visitors Advisory operations
responsible for the day-
and implementation of the Bureau*
es on abilities:
jg~
and supervise plans to promote Denton as a
1. Develop state, regional, and
convention site to area, groups and
international conventienlerise plans and
organizations. Develop and supvise visits or
procedures to disseminate, by personal
letter, telephone or travel shows information about
facilities available in Denton which are conducive to
support of conventions. of conventions
Z• Develogg'and supervise master listings hold in and Bxhnd TAC~ghlistingsoand confidentialoconve
reports Irts to INET and TNET; as woplthe Bureaus required
for the efficient functioning
3. Receive inquiries, by all communication means,
n to
ersonal
pertaining to conventions and tourism. Asigp
embers of department for follow-up makes
follow-ups,
4. Develop and supervise plans tublicizeethenexistingn
area tourist attraction; p
tourist attractions more fully,
plans and
5. Design and supervise yearly marketing ort personnel, and provide
budget. Hire Bureau supp ear and annual
reports to at Board ofmDirector midthe Denton Chamber
of
ning retreats.
planning
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6. Maintain regular contact with Bureau chairman to keep
him/her abreast of Bureaus status and ,oordinate
Bureau Advisory council meetings.
7. serve as liaison to local hospitality industry
organizations: Denton Hotel & Motel AssociatiOn,
Denton Restaurant Association, and Central Business
y District Association. serve on local boards as
necessary to ensure good relations and communications.
`I
8. Accommodate local organizations for speaking requests.
9. Carry out various and miscellaneous duties, pertinent
to the objectives of the Bureau, as directed by the
Chamber President.
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DENTON CONVENTION G VISITORS BUREAU
Assistant to Staff Director Job Responsibilities
q Type and keep all copies of correspondence for Staff Director.
Maintain all files pertinent to CVs, including administrative and
client files. -
Handle requests on facilities.
Compile Convention Calendar; semi-annual brochure work w
universities and motels to obtain necessary information. ith
Maintain facilities guide notebook for reference and assistance
with meeting planners.
Work with meeting planners bringing meetings and conventions into
Denton, assist in finding appropriate facilities, service groups
with brochures, premiums, registration help, publicity, etc,
Assist conventions with registrations and service groups as needed.
Public relations work with area mutels, hotels, restaurants, ~
universities and attractions regarding meetings, convention and
day-to-day business environment.
Assist Staff Director with special projects relating to the
contirve-1 business of the bureau.
Assist with Film Commission of North Texas and Irving in locating
sites, working with local businesses, and research as needed while
filming.
Clip newspaper articles pertaining to the community, CVR, and
film commission.
Maintain a file of articles for prospective conventions.
Instruct classes on Texas Hospitality.
Represent Bureau on community committees, i.e., Hotel & Mosel
Assoclation, County Seat Saturday, Holiday Lighting.
Prepars agendas and record minutes for various meetings, i.e.
Convention & Visitors Bureau Advisory Board, Denton County
Amphitheatre.
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POSITION DESCRIPTION
DENTON CHAMBER OF COMMERCE AND
THE DENTON CONVENTION & VISITORS BUREAU
0cb Title: Information Assistant
Basic Requirements:
High 5ohool Diploma
Resident of Denton for at least ye
Vibrant personality, neat physical appearance
Excellent telephone skills
Must have own transportation
Summary: to the Directo Of
The Inform Bonn&A Visitors Bureau and will professionallyr and
the Cony
cou teouslycoe nationn ofdthecchamber'sInformation Cent r. the
effient Responsibilities:
{ 1, Answer and direct all in-coming telephone calls t
2. Greet visitors and provide appropriate information as
4 requested
3. Respond to written information requests in a timely manner
4. Handle postage at the end of the day
5. Assist with bulk mailings and the delivery to the post
office
6. Provide requested "City Directory" service
7. Maintain the Community Events Hotline telephons recording
S. Maintain inventory of all Denton brochures and premiums
9. Regularly update information files for visitors
E
10. Maintain inventory and stock the state wide brochure rack
in the lobby
11. Process ticket reservations and orders for all chamber
meetings i
12. Assist with providing convention and meeting planners with
brochures and premiums
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13. Compile the monthly "New Resident Request" report and mail
to the organizations that have provided envelopes
14. Compile, update and reproduce information for the "Clubs &
organizations Guide" annually
15. Compile and reproduce information for the "Manufacturers
Guide" annually
16. Compile the Denton Restaurant Guide: gather update
information, print quarterly or as needed, work with the
printer and assure quantities are available to the public,
conventions and travel shows
17. Compile the quarterly Calendar of Events: maintain a list ;
of local contacts, compile the calendar work with the
printer, maintain a current mailing list, and mail the
calendars each quarter
3.8. Mail quantities of various Denton publications to 'texas
Tourist Bureaus state wide and other travel or tourism
JJj related associations
19. Assist with the production and maintenance of the "Denton
Visitors Guide"
20. Handle reservations for the Santa Claus suit. monitor the C
i suits condition and inventory the separate items.
21. Provide additional assistance to other office staff and
i needed
` 22. Carry out various and miscellaneous duties pertinent, to the
objectives of the chamber as instructed by the C/V Bureau
Director
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IV. "PEMICSB
A. Annual Activity Report
B. Conventions List
C. occupancy Figures
Occupancy Tax Reaoippt■
Occupancy Tax Distribution
D. Articles
E. Texas Auto Visitor Survey information
Texas Travel Log
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DENTON CONVENTION & VISITORS BUREAU
ANNUAL ACTIVITY REPORT
1990-1991
NTIONS
CONVENTIONS
The DCVB has been busy servicing conventions and since
' October 1990 the total stands at 125. Servicing includes
assistance in convention planning, scheduling and special
events. It also includes providing literae nname ote that
and It items when necessary. However, pleas
not all conventions/meetings require DCVB assistance so
Denton. reflect th eetotal
the total number thus far does not
number of meetings he
enclosed list of conventions in Appendix B.
The DCVB exhibited at the Texas Society of Association
Executives annual convention where all staff directors of
This is an
the Texas associations meet each year.
opportunity for suppliers to meet hotel the exe businesscutives and
acquire qualified leads for future
1 TOURISM
i The DCVB maintains a billboard located north of the
Texas Tourist in which travelers are reminded that ~
billboard is one way way
Denton is dust down the road. other Denton
sectiotsof
also maintain billboards along this same
Interstate 35 thus collectively promoting Denton.
The DCVB publishes two pieces which areful of
Denton's residents and its visitors: (1) calendar
Events special events within a three-month time frame
and (2) a Restaurant Guidewhich staurant Guall ide a updated
nts. The Re
staura
surrounding re
as needed. (Please note that a general brochure on Denton
is still provided to all visitors).
A Denton Visitor's Guide was initiated in January
1 1991, It waa published by the Denton Record-Chronicle and
distributed through the newspaper and throughout other
visitor outlets within Denton and the Texas Tourist
Information Center in Gainesville. This guide was
published twice in 1991. However, the Visitor's Guide
will now be included in the Denton FYI which is the
Chamber's membership guide.
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The DCVB maintains and staffs an information area in
the lobby of the Chamber of Commerce. This area offers a
variety o.f information on the city, the chamber and the
DCVB. Visitors can also find information on the tourism
opportunities in the Metroplex area and the state of
Texas.
The DCVB exhibited in two travel shows (1) the
Texas Travel Industry Association Travel Fair which is
done for the counselors of the state highway office who
man the tourist centers and (2) the Dan Dipert Travel show
held in Arlington each year for tour group planners and
the public.
The DCVB has initiated a program the Texas Department
of commerce's tourism office hospitality seminars.
These seminars are offered to all employees of the hotels,
restaurants, attractions, etc. in Denton. DCVB staff hold
a one-day meeting to teach visitor and customer reception
to local businesses' employees.
The DCVB has had considerable success since it joined
the Film commission of North Texas. since 1987 there have
been five major movies shot in Denton. Although details
on each project's economic effect were collected a true
total of this economic impact has not been determined.
The movies which have been filmed or taped in Denton
since the initiation of the Film commission of North Texas
are:
Little Girl Lost Television movie
Pancho Barnes Television movie
Daddy's Dyin...Who's Feature release
Got the Will?
Mittselmanrf's Hardware Television movie j
re-named Finding the Way Home
(air date: August 26, 1991)
Necessary Aoughness Feature release
These are the projects which finally made it into
production and into Denton. Many other projects have been
considered with Denton locales in mind, However, either
financing fell through for the producers or other
locations were more appropriate. Denton has lost several i
projects to Sgaxahachie because the city's look was more
desirable.
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There are three primary reasons why Denton has had so
many film/tv projects: (1) the Film Commission has been
very instrumental in attracting productions, (2) the city
of Denton has been "lucky" in having just the right look
and (3) the DCVB staff has acted quickly to requests from
the film office or location scouts.
Other projects such as scenes from movies or
commercials have also been shot in Denton.
.
SPECIAL EVENTS
i
The DCVB was the coordinating agency when Denton
played host to the Texas Department of Commerce in
September 1990. This was one of four quarterly meetings
TDOC held for their board of directors meetingg and 'or
offering seminars on TDOC's programs to all interea'.--l
citizens.
County Seat Saturday continues to grow and the DCVB
continues its association with this community event. It
was held in September 1990 on the Courthouse square. The
DCVB in association with the Benton Hotel Motel
Association sponsored the annual bed race event.
The DCVB was instrumental in marketing the new Denton
Arts Festival. This event was the combination of the
5 ring Fling and Denton J'azzFest. It was held in the
Civic Center Park and was quite successful for its first
year.
The DCVB is a key component of the Denton County
Amphitheatre Association and was part of this gr_ipts
initiating a plan to build an amphitheatre to use for an
outdoor historical drama. This facility could be an
excellent tourism attraction and bring many visitors to
Denton fror,. within the state and from other. states.
Progress continues and interest is high. J
COMMUNITY INVOLVEMEN`!
The DCVB is represented within a number of
organizations. They are:
Film Commission of North Texas
Denton Festival Foundation
Denton County Historical Museum
Denton County Amphitheatre Association
Central Business District Association
Main Street Promotion Committee
Festival of Lights committee
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LOBBY INFO'B"TION
t
Jan/June 1991
D,em~oar_aphics fmail)
Re7ooation ReauestS
71 47 total
1 January
February 89 Visitor (mail)
March 56
April 881 3 143 total
May 69
June
G Mapsln Out
vLsitors in the Lobby-
1,465 (approximately)
January
283
February 3
98 e s Sol
March
j April 350 356 854 (approximately)
} May 392
June
Denton Today Maaa__ one C1ub organizat ons
9 (discontinued) 13 (approximately)
February
,.an„Fsnrurers Guide t
48 (approximately) 1
j eo le who came into the Lobby ~i
NOTE: The majority of p p 6
were from out-of-state and seeking information on jo s,
housing, schools, and crime statistics. i
os Po u ar Brochures Pham lets are:
outlet & Disoount Directory Us Govt: publication) {
Consumer Information Center
People Helping People (United Way)
j TWU Campus Guide
1 UNT Answers & Questions
Denton Trolleys 3
Recycling information
General information on area lakes
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NTON CONFERENCES Y'ROM OCTOBER 90 TO JULY 91
pE
1000
Christian Educators 50
Accelerated 100
Texas Department of Commerce 75
ristlssclubation 100
I Northwest BDaptiver
Studebaker 50
Fire prevention Seminars 2 85
Texas Rural Lette~ourrriers
cattle Producers 100
International Training & 500
CommunicationstBlling Festival
6th Annual Story nity 100
Southwest Regional Commu 1000
rivu hpioneerepedall 300
Southwest Fire Chiefs Convention 100
Spring Literary '
Multi-Cultural Arts Vestionlfor 125
Texas National ors 500
Women
State Board of Nurse Examiners 500 I' National pit Bull Association 300 ,in Function & society 2300
50
Golden Key 400
International & Horn rtsfConference 150
Ismaili youtpit & gull Terrier Assn 350
North TexastietJ~soul Winning Clinic 300
Central Bap of Math & Sciences 3,100
Texas AeademY ting Group 350
Network Maed keork Team Conference
Self Manag 1
UPCOMING CONVENTIONS
400 1991
400 1991
ItReading Session" 1992
i00 1992 1
Presbyterian Convention 4500
Accelerated Christian Conference 3000 1992 t
North & Fast Texas press A580ciation100000 1992 ence Youth Conf ChristiaCes(tentative
i )ch
Texas Spec al Olymp
(waiting On final word) 125 Conventions. However,
which convene at the universities
-ed Over The Denton CVB meg ings assistance. Als°~
there are not wneed DCVB hich c l many C'VB's Lo do and the hotels wroups who are unaware of the D
there are some g
existence.
ry ' i
t
Denton Occ~~~~a~~~~y Figures
July - December 1990
Capacity
100 - -
00
z ® Best Western
i
Delux Inn
5
Park Inn 60 - -
Exei Inn
La Quinta 40
i
Holiday Inn
Sheraton
20- 3 K
t
a ~ f
Jul Aug Sep Oct Nov Dec
1 Source; Denton Hotel/Motel Association
Demo Occupancy Figures
January _ June .1900
Capacity
80
70 -
® Best Western 60 - -
Delux inn 60 `
Park inn
Exel ]nn 40 _
La Quinta
30 '
Holiday Inn
Sheraton
20
s <;
10
a t
Jail Feb Mar Apr May Jun
i
Source; Denton Hotel/Motel Association
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A, rs 1
7
Denton Occupancy ~ ax Illecei ts*
1976 19,90
i
€i THOUSANDS
{{1 200 --T- '
i
150
100-
50-
T---Z- 00
0-
~ - 1__ -F-
76 77 78 79 80 81 82 83 84 96 86 87 88 89 90 !
YEAR
'Pax Receipts '
t
#Denton Convention & Visitors Bureau i
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OCCUPANCY TAX DISTRIBUTION BY THE CITY OF DENTON
Denton Chamber of Commerce......•h.•••••••..42.0000%
i
Greater Denton Arts Council 14.2850%
Greater Denton Arts Council (building)...... 14.2850$
North Texas Fair Association 14.0000%
12.3151%
Denton county Historical museum...........
Denton County Historical Foundation 01.6793%
Total 98.5644%
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I S N i N
SPEED SPOA'. ING
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Contact: David Lindsey, APR (business Information)
PR/Texas
Metro (817) 429-4682
Janice Sutler (sports information)
Butler Communications
(214) 350-6714
r Date: Feb. 13,1991
For immediate release
` TRANSPORTATION TECHNOLOGY CENTER, SUPERSPEEDWXY
E FACILITY TO HAVE $350 MILLION ECONOMIC IMPAC'T
DFW AIRPORT, Texas The Transportation Technology Center and
Superspeedway race track planned for a 1,600-acre tract in southern Denton County
will have a positive economic impact on the North Texas region of more than $350
million annually, according to noted econonvst Dr, M, Ray Perryman, The
Transportation Technology Center and Superspeedway is a project of Ishln Speed
i
Sport, Inc,, a subsidiary of the Ishin Group of Japan, i
4 "Racing events should attract more than 750,000 people to the area annually
and have a substantial economic impact on the region," Perryman said Wednesday
at a news conference, "But the overall project is much greater than just a racing
complex, When the iechnology center and speedway are combined, the economic
impact is very, impressive. The total project vrill create 5,600 permanent jobs in the j
region, "
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j ISHIN TRANSPORTATION CENTER, SPEEDWAY add one
i
"This project is good news for North Texas in several respects," Perryman, a
Baylor University economist, said, "First, it gives the region a major presence in the
second most popular spectator sport in America, thus enhancing local amenities
and improving competitiveness, It also brings a substantial stimulus to local
activity, resulting in thousands of permanent jobs and hundreds of millions of
el~ dollars in spending each year,"
Perryman said the project also offers the region "an excellent opportunity to
expand its presence in the automotive sector, thereby contributing to economic
diversification, Finally, the project will stimulate still another segment of high
technology in Dallas/Fort Worth, The Technology Center and Superspeedway thus
represents an outstanding project that is consistent with the long-term objectives of
the region."
Dick Respess, president of Ishin Speed Sport, Inc., noted that the complex, to
be located 15 miles northwest of DFW International Airport at the intersection of
Interstate 35W and State Highway 114 in southern Denton County, will be capable of
hosting internationally and nationally significant automotive events. The
technology facility, with a campus-like setting adjacent to the racetrack, will be
designed to facilitate high-technology research, design and testing for the
automotive and transportation industries,
"We expect the technology center to employ 300 people for applied research
and testing," Respess said. "Although we are building a facility that can j
- more - {
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ISHIN TRANSPORT:% TION CENTER, SPEEDWAY - add two
accommodate as many as 18 significant auto racing events a year, our primary
mission is providi,tg a state-of-the-art facility for high technology research, I frankly
would not be involved in this project If it were just limited to racing,
"I foresee the Technology Center becoming to the automotive industry what
F
the Alliance Airport regional development is beginning to be for the aerospace and '
aviation industries," Respess said. "Our center will provide applied research and j
testing in a variety of disciplines ranging from composites technology, alternative
fuel vehicles, mass transportation, emissions analyses, safety engineering and
automotive ergonomics."
Shigeru Hasegawa, chairman of the board of Ishin Group, also announced
1 Wednesday that he plans to move the headquarters of his United States operations i
to Dallas from Los Angeles. The corporate headquarters initially will employ
approximately 15 people. The Ishin Group has selected a multistory commercial
office building in Dallas,
Ishin Group, headquartered in Osaka, Japan, is a multinational. information,
i
entertainment, mass marketing, development, transportation and education
company, Ishin Group has offices in 'T'okyo, Osaka, Kobe and Yamanashi, Japan.
International offices are located in San Francisco, Los Angeles, Beverly Hills,
Vancouver, Hawaii, Australia, Saipan, Seoul, Busan, Hong Kong, Singapore,
Bangkok, London, Paris, New York, Austria, Brazil, Moscow and Beijing.
Respess said ground breaking on Phase One of the project, the $50 million
superspeedway and slated facilities, will be in mid-1991, Initial seating capacity
- more -
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will be 60,000; ultimately, seating will be expanded to 160,000. The superspeedway
will incorporate a two-mile tri-oval track and a three-mile road course,
Construction on Phase One is expected to take 14-18 months,
Construction on the Transportation Technology Center, Phase Two of the
project, will begin in 1992, with operation beginning in 1993.
The property is being purchased from Hillwood Development Corporation, a
Perot Group company,
I
Ross Perot, Jr„ of Hillwood, said he was delighted Iehin Speed Sport, Inc,, has
selected a site near Alliance Airport.
"I believe this new technology center and race track facility is an excellent -
extension of the philosophy we have had all along for our properties in southern
Denton and northern Tarrant County," Perot said. "We want strong, quality
companies who are on the cutting edge of technology, Certainly we have that with
the Ishin Group and this exciting new project, "
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December ZU, 199o 25 cents I
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Theater s
I Based"on~i98t3 seasonal`at-
tendance figures,, the outdoor
li.impact drama "Texas" held In Palo
Duro Canyon State Park near,
Amarillo had an estimated total
redicteC~. economic impact of unity,
million on the fatal community,
The 1988 attendance' at
l 5 P "Texas" was 95,2081 the second
By palmerRaines highest of nine hlstorieal
staff Writer dramas surveyed throuhout the !
The proposed pilot Knob nation, The average 19881 at.
tendance of the nine surveyed
Am hithealre coupled with au was 58,715, The highest, atten-
outdoor historical drama could dance was 99,222 and the lowest
have an economic Impact on was 21;394. "Texas" is the only
Denton of $16 million per year. one of the nine located in Texas. ;
The estimate Is in reference to Ms. Mayer estimated the ai-
a proposal by the Denton County tendance at a local drama of the
Amphitheatre ASSOClakion Inc. area's history would be 64,000, '
to build an outdoor am- She pointed to the large popu
phltheatre seating 2,000 people lation base of the Metroplex, the
on undeveloped ranchland south artistic talent of Denton rest- f
of Denton along interstate 351Y dents and the beauty and his-
property near Pilot Knob, toric significance of the Pilot
13ased on information pro- Knob area as maJor'factors af- i
vided by the Institute of outdoor fecting her estimate.
Drama at the University of The project may have moved I
North Carolina, Diane Duncan one step closer to reality based !
Mayer, chairwoman of the on a Denton County feasibility E
am phltheatre association, study, concerning on-site water
estimated ticket sales would be and sewer facilities,
$430,000 and that 60,000 tourists At the amphitheatre associa-
would each spend an additional lion's regular meeting Wed• I
C $70onotherItems. nesday, County Commissioner i
She assumed each tourist Don Hill told the board of
dollar spent would then be trustees that on-site facilities I
recirculated within the com- consisting of well water and
munity 31h times, Therefore, septic treatment of waste would
she calculated the economic cost about $134,000, This com•
Impact from ticket sales as $1.5
pares with the estimate of 5.5
million and the economic im• million for city utility service j
pact from other sales as $14,7 extension, Electrical and iele• ,
mi lon, The total economic phone service already are }
Impactwouldbe$io.2million. available at the proposed site,
Mr, Hill said,
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Local an fence draws
F .
ak
ers to Denton'
By Martha W. Ray hospitalization of the film's star,
Staff Writer Mr. Scott. Ms health problems
..while on the set In Denton
Could Denton earn the , received widespread media at
nickname "Hollywood South?" tention, even making the cover
It's not likely, but the city ' of the Natlonal;Enquirer. The
continues to steadily attract ' filming delay increased the
1 directors and producers from - traffic congestion along streets
around the country who are+ bordering the movie's set at the
looking for rural or small town old Y Motel. Holiday shoppers
sites to shoot television com- . were forced to take side street
mercials and feature films. The . detours, for more days than
coming year appears to be no. expected. But -with the in
exception. convenience also came many
In 1989, "Daddy's Dying chances to rub elbows with the
Who's Got the WW?", a na. stars of the film, who were
Clonally distributed feature film ` regularly seen at local stores
starring Tess Harper and Beau , and restaurants,'' I
Bridges, was shot in Denton, in Local production on "The
1990, a commercial and an ABC Covenant," which originally
television movie ,were shat was scheduled to take place,
locally. In 1991, another lam is during Thanksgiving week at j
tentatively scheduled to be shot the Argyle Spa, was pushed
in the area, back to mid-January, reportedly
The cast and crew of the ABC for budget reasons. The film
television movie "Mittelmann's • now has' been pushed back
Hardware,". the most recent again.
f project shot in Denton, finished" The movie, which is billed as i
production in December, leav••,.~ a psychological thriller, is about
frig behind memories of traffic a, Texas politician who sells his
snarls and brushes with star- soul and his daughter to the
dom. Photography for a feature. devil so he can become presi•
t' k film, "The Covenant," is dent. The plot of the movie, as
scheduled to start any day now, described in the press kit,, In
but budget problems are slow ° •'volves satanic:Pitual; abortion
Ing down production.. and a possessed fetus' that
While "MJttlemann"s 'Hard' ; the spa., ware" gave local- stargazers a The stars of the film Include.
chance to see the likes of actors Nick Cassavel,%, whose credits
George C. Scott and Hector include "Killing of a Chinese '
Elizondo, production scheduled Bookie," "Assault of the Killer i'
for the new year unfortunately Bimbos," and a bit part in
promises few big names, "Mask." lie is, however, the son
Principle photography for , of late actor/director John''
"Mittelmann's Hardware Cassavetes and actress Gena I
produced by,. Garner-Duchuw Rowlands. Newcomer Alli . [
Productions of Culver . City; Brown is the female lead in her
Calif,, finished shooting in' first feature Mm, She has done
Denton on Dec. 10, Many rest- , some television commercials .
dents.worked as extras on the , and is a former bliss Teenage;
film, &.:ning abourt &10 it day USA. Robert Ginty will also
for their participation.
.star. His credits include
The movie, about a man who "Vietnam, Texas," "hover-
develops amnesia and is taken bay," and the television series
In by a group of Hispanic " Baa Baa Black Sheep."
migrant laborers, is tentatively While moviemaking Is usually
scheduled to Or during the hlay. an economic plus for the region
sweeps ratings period, accor. in Which it takes place, the loss budget horror movie might b;
diiig to a production staffer. The of -rhe Covenant'' would !w a shot in the area. Many say the
filming. of "Mittelntann's blessing, according to some'. are hoping, for more movies
Hardware1Yas delayed for Denton residents who say they but higher quality ones - to t
about, t%% V. weeks, due to the are disappointed that a low.., shot in the area.
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Film, folks tout F
store's, use as set I
One of the factors drawing
Hollywood to Denton In the past
few years has been Evers
Hardware, the la-year-old
store located on Denton's
Z downtown square, Since 1987,
the store has been used to shoot
one national commercial, one, G ■
regional commercial and an I paramount Pictures dumped
ABCmade-For-television movie, $5 million into the North Texas
Owner Bob Tripp has gone to economy during filming of
great effort to make sure that 'NecessaryRoughness" at UNT
the business - which his uncle over the course of about three
Dolph Evers bought in 1985 - monthe reports Jo Ann Ballan- I "
ae Denton Convention
has remained an authentic tine aft
century-old Denton landmark, and Visitors Bureau,
complete with original hard- About $2.5 million or $3
wood floors, gas heaters in the million came to Denton, j
aisles, and scarecrows and the The estimates come from the l
like for sale,.As a result, pro . North Texas Film Commission,
ducers looking for a vintage Ms, Ballant. ne says, and while
store in a rural setting think not much concrete evidence of the
Evers is a gold mine. numbers' accuracy escapes the
"It has the old look. It hasn't commission, she says, compared i ¢
changed a bit. It's a period to previous films, this one did
place," said Roger Burke, ex, seem to bring a lot more of ac- E
ecutive director of the Fllm tivity,
Commission of North Texas, ` "I do know from just the ex-
who has recommended the perience of having other movie
hardware store to producers, companies in town that they had
"Evers is one of the first stores more of an impact," she says.
that comes to mind." "'T'hey shot 95 percent of the film
Jo Ann Ballantine, chairman in Denton."
of the Film Commission of T'he movie was the third major
North Texas and also staff cinematographic project in bon- ;
director for Denton's convention ton in the last lA months. Last
and visitors bureau, said that fall, producers shot "At.
she promotes the store telmann's Ffardwars" (now I
whenever producers are looking "Finding the Way Home") here, i
for an old-time loc4tion. and the fall before that"Daddy's
j "It's a step back In time. Dyin;".
When you walk in, you feel like "Mittelmann's" will be out
you've gone back 50 or 100 during the new fall season on
years," she said. "They don't ABC, and "Necessary Roughness"
modernize the store, but it has will appear W theaters Oct. 4;
,
nothing to do with money. Mr.
'Wpp likes it that way." t
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STATE DEPARTMENT OF HIGHWAYS AND PUBLIC TRANSPORTATION
sls/ea3.a5sr
11th 6 BRAZOS STREETS, AUSTIN, TEXAS 78701 i
PRO
$W, cave
Attention travel rued business editors
I
June 20,1991
Texas tourism ad•verthCA'% seems to be paying off
Almost a fourth of short-term visitors to Texas report they received information
about the state from brochures, and tourism advertising is influencing more
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out-of -staters than in the past, according to the latest Texas Auto Visitor Survey, i ,
conducted by the State Department of Highways and Public Transportation.
Tills quarter's survey of people who visited Texas by car or recreational vehicle
. '
covets March through May. When asked what influenced their decision to visit the
state, 23 7 ercent,pf travelers who spent 30 days ur fewer hele mentioned broS.hures, .,I
and 71 percent were swayed by magazine ads.A ) Smaller percentages reported influence
from television ads, newspaper ads and billboards,
These 'short-term visitors planned their trips`48 percent said they planned to visit
Texas one to three months beforehand, Almost as many travelers received advance
information from the state tourism office as they got from their personal auto club or
travel agent - nearly half irk each case,
Traveletis stayed an average of b.9 days, spending 'an average,of $36 per person per'
day. Long-term visitors stayed an average of 71'.2 days at $22 per person per dav.
3
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(more)
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The survey report includes statistics for, the previous four quarters and an annual
average, The report is divided into sections for U.S. long-term, short-terrri (less than
30 days) and foreign short-term visitors. The 17 survey questions include the age of the
travel party, accommodations used, miles driven, and activities the tourists engaged in,
Cut-of-state visitors who stopped at Texas Travel Information Centers were asked
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to mail in the survey when they returned home. The centers serve as Texas' front
doors, where travel counselors extend hospitality to tourists arriving from all
directions. More than half of Texas long-term visitors this spring said their ,
information-center stop influenced them to see more attractions, 363 percent of
short-term visitors surveyed agreed
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A free copy of the detailed report is available by writing Texas Auto Visitor
Sun,evr Box 5464, Asistin, Texas 78763,
For more information conta& z
Milton Meharg, Travel Sen ices
512/467-3716'' t
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00291 PURLIM2 ,
,Id
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K1~1:itKa
1(fiQy{r
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BULK RATE
U.S. POSTAGE PAID
AUSTIN, TEXAS
TEXAS
-.r- PERMIT NO. 2209
TRAVEL LOG
qlkw
TRAVEL AND INFORMATION DIVISION
P. O. Sox 5064
AUSTIN, TEXAS 78763.5064
Forv+arding and Return Postage Guaranteed
Address Correction Requosted
l
C.T 1,I-grog ?t ICS.ra3S BUS 9'J
kip Jai ANN t 1UQANrINd
DENON, ri rsn2 1{
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Data as of April 30,1991 [
For OOC Thl■ Month For DOO Thlf Year Yo1ai Yef/ la Dale
Austin Office For OHT Tnte Month For OHT Thls Year
Mall Services 7,459 28,03? 137,667 438,b92 v 468,624
9ubur4ber inqulnaa Addresses Otre YqrM Atldrasuf 7nnfmihed AdtUeaft to Cal Services to Trava! lnduatry Thle Month Thle Month Thlf Month to s
OHT TRAX Syslam ` 68 ' 208,1371,196 237,869
OHlelal Stale Travel Magazine Till, Month Tnrf Month Let Year This year to OHa Last Yur le OHa
Tpxas Highways Print Run 438,025 402.126-1 1,739,289 1,744,1341
Travel htonlh Total Percanl Year TOW Pe¢enl Tray@I MONK Tool Peaenl Year Tolet Percent
Center VI+Vlorey Variation ' Vlaitora Verlatlon' Center_ _ Visllora Variation' Vlsliora_ Vadetlon'.
Amarillo 10,305 + 8.2 32,394 2.5 Orange 31,888 8.0~ 128,670 - 7.6
Anthony 18,288 + 16.0 78,063 a•^ 7.7 Texarkana 25,470 - 0.7 103,846 + 15,2
Denison TemPOr+nYClosed Valley , 15,591 - 16.6 _132,605 -W 3.3
Gainesville 18,174 -27.5 99,666 - 3.9 Waskom 3i` -995 + 6,3 102,243 + 0.2 I
Langiry 9,540 + 3.2 35,058 Wiohita_F'alls r241,443 839 2.1 50,788 + 4.1
Larodo 12,711 -32.0 57,429 19,4 Capitol 804 f_ 7.7_ 204,882v 16,7_
•Comoalod 10 rase Yom - J - - - Center Tolai9 - 4.0 1,026,622 1,8
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City of Denton
j Salary Management Program
3
Presented by, Thomas M. Riley
CaNeen Chambliss
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lady 1991
William M. Mercer, Incorporated
'f 3500 Texas Commerce Tower }
2200 Ross Avenue
Dallas, Texas 75201
(214) 220.3500
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TABLE OF CONTENTS
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Section I - Project Summary 1
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Section II - Appeals Procedure 1 , . 19
Section III - Next Steps 22
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E Exhibits
A. Position Responsibility Questionnaire }
4 B, Evaluation Plan Weightings i
C. Market Analysis
D. Sources of Competitive Data
E. City-wide Salary Structure
F. City-wide Grade Assignments
G. Sample Performance Guideline Chart - Exempt
H. Sample Performance Guideline Chart - Nonexempt
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SECTION I
Project Summary
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PROJECT SUMMARY
I
Background comprehensive salary
rated (Mercer) was retained by the City of Denton 2 develop a The project is being
William M. Mercer, Incorpo toyees in approximately 240 positions,
I' includes about 1>000 emp City's compensation practices are
I management program. The study ' ement pro am while ensuring the f
conducted to silraplify and streamline the salary manag competitive and equitable.
ct the scope and objectives of the study were discussed and the steps necessary to complete the
Prior to beginning the prole ,
were outlined, he major activities in conducting the study are briefly discussed below:
study
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Project Approach - Phase 1: Internal Equity
A. terv tw
conducted 20 interviews with City
er understanding of the organization, Mercer consultants
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In order to gain a bett
the City Manager, all Executive Executive Directors, and all seussion rint rviewUs~sion Managers and
management including rtunit to articipate in group di
ts were also given the oppa y p i
Superintenden
, management's concerns regarding the salary administration pr • We
1 These discussions allowed us to hear, firsthand specific areas for improvement, the compensation
discussed the strengths and weaknesses of the current system hidden agendas;' as well as the overall culture of the
of the City as it currently is and as it should be, any of
philosophy important to the City including the relative City, We also discussed the compensab{e factors which are t
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City or Denton salary manarment Prus"m
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PROJECT SUMMARY
Background
William M. Mercer, Incorporated (Mercer) was retained by the City of Denton to develop a comprehensive salary
management program. The study includes about 1,000 employees In approximately 240 positions, The project Is being
conducted to simplify and streamline the salary management program wAlle ensuring the City's compensation practices are
competitive and equitable,
I
Prior to beginning the project,
the scope and objectives of the stud
Pe y were discussed and the steps necessary to complete the
study were outlined, The major activities in conducting the study are briefly discussed below:
Project Approach - Phase I: Internal Equity
A. terviews
In order to gain a better understanding of the organization, Mercer consultants conducted 20 interviews with City
management including the City Manager, all Executive Directors, and all Directors, All Division Managers and
Superintendents were also given the opportunity to participate in group discussion interviews.
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These discussions allowed us to hear, first-hand, management's concerns regarding the salary administration proce
ss; We
discussed the strengths and weaknesses of the current system, specific areas for improvement, the compensation
philosophy of the City as it currently is and as it should be, any "hidden agendas," as well as the overall culture of the
City. We also discussed the compensable factors which are important to the City including the relative Importance of
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City of Denton Salary Management Program Page 1
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° ` $sUtu~M#NSihi:^.tscNNac..wwM..+»,......._. i
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management sLA versus technical requirements. The issue of "pay-for-performance" versus a step-rate or longevity
program was also discussed.
In addition to our meetings with City management, we met with members of the City Council to gain their
perspective and guidance on any changes to the compensation program.
B. Comocnsatiag Philosouhv
During this period, the Executive Directors discussed and agreed upon a recommended new compensation philosophy '
reflecting the City's desire to have a market based system which is also internally equitable and recognizes a job's value
to the City. The Executive Directors' recommended new compensation philosophy states;
• It is the philosophy of the City to compensate employees in direct relation to the value of the position and their
contributions to the success of the City and their Department goals and objectives.
The City will strive to be competitive at the 50th percentile of the composite market based on actual salaries paid
within the market.
The following objectives were also recommended by the Executive Directors:
To provide a systematic and organized approach for the administration of salaries.
To provide equitable compensation that is based upon the value of a position and the work performed.
• To maintain competitive rates of compensation that will enable the City to attract, retain, and motivate quality, high
performing and competent employees.
• To actively involve management and supervisory personnel in the administration of compensation.
To provide a system that includes recognition for individual performance, development and advancement.
To enable management to plan and control overall levels of compensation consistent with economic conditions of
the City.
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City of Denton Salary Management Program Page 2
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PROJECT SUMMARY (Continued)
To support these objectives, the City also developed a compensability strategy for the job evaluation process. This
strategy recognizes that the City operates an Electric Utility and other technically oriented operations and would strive
f to compensate for the special technical talents required of these positions, The compensability strategy recommended
by the Executive Directors addresses Basic or Fundamental Skills, Management and Supervision Skills and Individual
Contributor Skills,
C. Ouestionnaire Development
Based on the recommended compensation philosophy, information gained through our interviews as well as prior
studies, Mercer developed a Position Responsibility Questionnaire to be completed by all employees. This
questionnaire would serve two purposes:
a First, it would be a means to gather current information about all jobs for jots documentation/job
descriptions; and
• Secondly, the questionnaire would allow us, with the assistance of a computer, to evaluate all jobs and
develop a preliminary ranking of jobs on a departmental and City-wide basis.
Since the questionnaire was to serve as the foundation for the job evaluation process, it was designed to address
each of the compensable factors to be included in the job evaluation plan, These factors were:
- Knowledge - Complexity i
Skills - Budgeting/Planning
Local Government Skills - Contacts
- Technical Requirements - Work Environment r
Originality/Creativity - Hazards
Decision Making - Direction of Others
City or Dmton Salary MamVawnt Program Page 3 j
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PROJECT SUMMARY (Continued)
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j Once the questionnaire was developed, it was reviewed by Personnel staff, the Executive Directors, and the
Directors. This was done to ensure the appropriate compensable factors were being used, the outlined responses
I to each of the questions correctly addressed the various levels performed in the City and the overall wording of the
questionnaire was suitable for the City's culture. Because of the importance of gathering complete information about
the technical skills required of each position, the questionnaire was also reviewed by a special committee of
1 management and professional employees with technical responsibilities (Engineering, Information Services,
I Electric/Water etc.)
10
j After several sets of revisions, the questionnaire was then tested in a proctored session on 40 employees representing
{ a cross-section of the City. This allowed us to determine if employees had any problems understanding the questions
and if the levels of responses seemed adequate to reflect the variations in City jobs,
Based on this test session, the questionnaire was again revised. Some questions were reworded for clarity and some
responses were revised to achieve a better reflection of the diversity of jobs in the City.
The final Position Responsibility Questionnaire is shown in Exhibit A. 3
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D. Ouestion al Cmwdon
After the questionnaire was finalized, copies were distributed to all employees for their completion, The
questionnaires were then reviewed by each level of management, This included the employee's immediate
supervisor, Division Manager or Superintendent, Director and Executive Director, These reviews were done to ?
ensure the completed questionnaire adequately reflected the responsibilities of that job. Where appropriate, changes
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City of Iknton Mary Management Program Page 4
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PROJECT SUMMARY (Continued)
were made. Each reviewer initialized every page to indicate the review had been completed.
We had scheduled about four weeks for this process, in reality, it took over three months. However, the delay was
felt to be necessary to give all managers adequate time for review.
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E, ouestionnaime Analysis
Each questionnaire was coded by the ?ersonnel staff and then forwarded on to Mercer, The questionnaires were
` reviewed by Mercer consultants; comments were read; questions were resolved, Then all questionnaires were key
punched and the data loaded into our software package called CompMaster". j
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Job evaluation looks at jobs--not incumbents. Therefore, each distinctly different job can only have one evaluation
even though it has multiple incumbents. Thus, we had to first determine where distinctly different jobs existed and
then develop one evaluation based on the multiple responses.
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We reviewed each of the jobs with multiple incumbents, initially looking at variance in responses to sea if it was one j
job or if some incumbents were perhaps misclassified. When major differences were detected, we reviewed the
written comments describing the job as well as the responses to each of the compensable factors. If the written
comments indicated the incumbents were not all performing the same job then the incumbent was flagged for further
analysis and review.
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When multiple incumbents were all performing the same job, we took the most frequent response to each question
and used that as the evaluation. i
City or Denton Salary Management Program Page 5
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F. PROJECT SUMMARY (Continued)
F, = aertmsatel Rankiaes -
are not ~I
equally the
Not every compensable factor has an equal a suggested San we weighting for each of the factors based on our
evaluation plan) Mercer consultants developed a ,
prior experience and input from management) These weightings (shown in Exhibit S) were used to prepare a
department ranking for each Executive Director/Director to review, s
The Executive Directors/Directors noted any concerns they had about the rankings and we reviewed these for
possible realignments. At this same time, Mercer consultants were reviewing all of the evaluations for consistency `
across departments. Some evaluations were revised to reflect the Executive Directors/Directors changes; others were
revised to reflect consistent City-wide evaluations. ;
G. City Wide Rwnkiass '
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Mercer consultants then developed a City-wide ranking of all jobs for review by the Executive Directors, The
Executive Directors noted some positions which seemed to be out of alignment and these were reviewed and where f ,
appropriate, adjustments were made, }
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PROJECT SUMMARY (Continued)
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H. Mate of Job Descriptions
All working job descriptions have been studied and have been updated to reflect current, new major duties and
responsibilities. These job descriptions also reflect the minimum qualifications for performing the job as well as the
specific factors which indicate the level of contribution for each compensability factor. Job descriptions and minimum
qualifications serve as the beginning point for recruitment of candidates for filling a job as well as a guide in training E
a new individual in performing the job.
We recommend job descriptions be reviewed at least every three years to ensure any changes in job duties and
responsibilities are reflected in the job description, Reviewing approximately one-third of all descriptions each year will
ensure the job descriptions are current.
Project Approach • Phase IIt Market Analysis and Salary Structure Design
A. Mad to slvsis
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Each year, the Personnel Department conducts a market analysis to determine the City's relative position in the
E competitive labor market. As a part of this study, Mercer conducted an independent analysis of the competitive
marketplace in order to determine the City's relative position in the competitive labor market. This provided us
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with data regarding the external value of jobs which could then be combined with the internal value of jobs,
(determined through the job evaluation process) to develop an overall salary structure for the City which would anew
the City to competitively recruit in the market for new employees and retain competent current employees. i
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City of DmWa Salary Management Program Page 7
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PROJECT SUMMARY (Continued)
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For purposes of collecting competitive market data, the Executive Directors determined which cities and local
Denton employers make up the City's local market, These choices were based on who the City recruits new
employees from and who the City loses employees to, The City draws qualified applicants from local Denton
employers (including governmental entities, private companies and universities) for most non-exempt positions and
I from the MetropJex for most professional,
in the Utility Oper Lions since these positions would on cities and other
in cities
organizations were selected for positions
or other organizations operating an electric or waterlwastewater utility,
Mercer contacted each of the selected cities to solicit current pay data. The Personnel Department also conducted
its annual market survey which included the selected cities as well as the other organizational entities selected by
the Executive Directors, We cross-referenced the data collected by Mercer and the City to ensure wb had accurate
data and valid matches,
This data was supplemented with data from the 1990 Denton Personnel Association Survey, the 1991 Texas
Municipal League Survey and the 1991 North Texas Council of Governments Survey,
When developing a new salary structure through job evaluation, our experience indicates that competitive data is
needed on about 25-30% of the jobs, Mercer and Denton's Personnel Department were able to locate market data
for 47% of the positions in the City. This is significantly more than what is necessary but provides a much better
link to the marketplace to ensure employees are paid competitively.
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The results of the competitive analysis are shown in Exhibit C. When reviewing this data, it is important to
remember that these comparisons were made job to job and did not consider the incumbents in these jobs, Each ;
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City of Denton Batary Management Program
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PROJECT SUMMARY (Continued)r
onsibllittes as well as individual
individual situation, including time in Position, full knowledge of duties and rasp gtivei cam nsated.
should be considered when determining whether an employee is compe Y
performance levels Pe
which were included in our analysis are shown in Exhibit D.
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l The cities and local Denton employers
Sala 5truc+ure Deve o
nsation in an equitable and uniform manner for con' Salary structures are used to provide a p ocan loon mvtlisservice categories. The internal value of
each position is ;
r respective civil service
" employees in their anal sis process. The external value of each position is Similariva ut through Salary ra gas
established through the job Y positions are groupe by
analysis. Using both the job analysis and the mar eof jobs an the competitive market, i
and grades are then set based on these groupings
pay system for non civil service
Non Civil St yam
City compensation philosophy external ue
, we developed a Based on the 's recommended t ;
e of Pay which reflects the internal and vaerf each Position-
has
positions designed to provide a rang i
- ormance system (explained in Phase III of thnk a repo).
ma,cimum level of pay. ~ .
structure lends itself to a pay'farPerf of positions) which has a minimum, midpoint
ed to a grade (e.g. a grouping Po i
been assign who are relatively new in the position and still learning the duties and
1 ees who are perforating all of the duties and
` The minimum is established for P em io 5Pes mastered the duties and
ibllities required of the job. The midpoint is for employ
respon ,
fully proficient manner. For individuals who have fully maximum value
responsibilities of the job in a and the normal expectations of the position, a msition. ; f
nsibilitles of the job and have progressed bey amount the is willing to pay anyone functioning in a given po
respo s
has been established. This is the maximum City i B
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PROJECT SUMMARY (Continued)
In order to develop a salary structure which allows the City to pay competitive rates of compensation, the salary
ranges were established with the midpoint reflecting the average market data for positions contained in each grade,
A consistent percentage increase was used between the midpoints of each grade to ensure a uniform structure was
developed so that as employees move up in the system, the increases are uniform12% in and twesrused to
I allow for meaningful increases and to reduce the amount of overlap in salary grade 8 lting
compression in subordinate and supervisor pay which can occur if midpoints are too close. Based on the spread
in the lowest and highest competitive market rates and the 1217o between midpoints, thirteen (13) grades were i
established.
The minimum of each grade was calculated as 8001o of the midpoint (or competitive rate) and the maximum of each
grade was sut at 120% of the midpoint. This provides a 50% spread within each salary range and should allow {
sufficient salary growth potential as employees grow in knowledge, skills and abilities.
Jobs were then placed in the appropriate grade based on the external market data and the internal value determined
through the weighted compensable factors.
A City-wide salary structure is recommended for all positions except civil service, seasonal and executives. sA Cit s
wide structure will ensure internal equity is maintained across hd Cityo madministrative purpn es o Office
structure has been divided into the pay plans currently used by the once,
SuppoHJClerical, Technical/Paraprofessional, Professional, and Management/Supervisory,) k
l
The recommended salary structure is shown in Exhibit F.; the placement of jobs In the structure is displayed in
Exhibit` F.
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City or Denton Sut^ry Man"c rent Program
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PROJECT SUMMARY (Continued)
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Civil Service
Because of the requirements mandated under State. Civil Service Law, separate structures were developed for the
civil service positions in Police and Fire, For these positions, we collected market data on starting rates of pay as
well as average actual pay.
It is important for the City to maintain competitive rates of pay for the positions of Police Officers and Fire Fighters
i since these entry positions are the only positions in the Police and Fire Departments for which the City recruits. Because
of State Civil Service Law, promotion comes only through competitive written examinations and command ranks are only
filled from within the Department, Civil service employees cannot leave the City for another civil service position unless
he/she is willing to start all over at an entry level
position It is important to compensate civil service positions
competitively to ensure proper growth and motivation,
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Mercer will continue to study the Police and Fire situation in conjunction with the City's fiscal constraints and will
develop appropriate structures which will be included in the final report to City Council,
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Seasana: '
Seasonal
positions at the City are primarily found in the Parks and Recreation Department due to Its seasonal
programs (swimming pool, parks maintenance, recreation programs, etc.) By definition, these are short term
positions and thus vacancies need to be filled quickly, In order to streamline the recruitment process and provide F
flexibility as staffing needs change from season to season, a five tiered structure has been developed for seasonal
positions based on competitive market rates.
The recommended structure for seasonal positions will be included in our final recommendations to City Council.
7
City or Denton Ssbry Manapment ram i
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PROJECT SUMMARY (Continued)
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istent the management
,Eaxcadoes
It Program is
The recommended Executive Compeetsatcieo npl~yees centive
the otmpetitivel marketplace and
program recommended for non-civil
e individual and his/her increasing value
provides for salary increases based on the performance of th to the City.
Once an executive reaches market, he/she would no e,° for eligible for any base salary increases until the market
g Term Business Strategy Incentive Program
data increased. However, all executives would b eligible
which rewards executives for their con iand'devel pment of the City. The and City anaer in amount o fthe incentive woiu dtbe
goals established for the long term growth
determined by the City Manager based on his/her assessment of the individual's performance.
Mercer will continue to study the pay programs for Executive positions in conjunction with the City's fiscal
y` constraints and will develop an appropriate program which will be included in the final report to City Council.
I
(`n~f A~eglV$lB
Mercer recommends all employees (with acceptable performance) whose salaries fail below the proposed otinimum !
salary for the new assigned grade for their position receive salary increases
s ring the sup to mini orintttis ce have
current
calculated the cost of such a move based on the current individual employee i
I employee database, we anticipate it will cost approximately $144,072 to bring all employees up to the minimum of
their pay range (excluding police, fire, seasonal and executive positions). `
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City or DedWd Salary Management Program }
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PROJECT SUMMARY (Continued)
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Project Approach - Phase III: Performance Management Program Review
j As a part of this study, Mercer reviewed the City's Performance Management Program looking at the methodology used to
j conduct performance evaluations as well as the link between individual performance and the distribution of merit increase
dollars,
A. Review of the Current Per[aMance Evaluation Program}
Performance evaluations for non-exempt employees are related to the job's duties and responsibilities and Include
i
three levels of performance, Consistently Exceeds", Meets Requirements" and Needs Improvement„, Although
it Is impossible to lake all subjectivity out of an evaluation program, if administered and monitored properly, this
program should provide fair and objective feedback ou job performance and allow for equitable and consistent
evaluations of employees across departments.
I i.
Performance evaluations for exempt and management employees are also related to the job's duties and i r
responsibilities as well as other necessary professional and management skills (Communication, Planning and
Budgeting, Administrative Reporting, etc.) Again, if administered and monitored properly, this program should result f`
in fair and objective feedback to employees on a consistent basis across departments. The management and exempt €
program can be improved by providing for some identification of levels of performance such as "Far Exceeds"
"Frequently Exceeds", "Meets Requirements", and "Needs Improvement",
The current merit increase program has been used by the City for approximately eleven years. When this original
program was implemented, it was tied to "satisfactory" performance levels, Since the City had not previously tried
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4 City of Denton Salary Mangement Program Page 13
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to differentiate performance levels, it was decided to phase in the merit system and only differentiate between those
employees meeting expectations and those employees not meeting expectations, Unsatisfactory employees did not
receive a merit increase; all satisfactory employees received the same increase, In this way, the City could begin
training managers/supervisors in how to conduct performance appraisals and to recognize poor performance.
P
f The program did allow for recognition of above average performance. However, in the administration of the program,
# with the limited salary increase dollars available, very few managers were able to compensate their employees for their
outstanding performance. The fiscal constraints of the City forced most managers to grant the same salary increase to
all satisfactory and above employees,
B. Remmmendations for a Pay-For-Po ormance System
Based on the City's stated compensation philosophy, the City's goal is to pay employees based on the relative value
of the position to the organization as well as to recognize and reward individual employee contributions and
performance. In order to reward employees for their performance, we recommend the City enhance the current j
merit program and implement a purer pay-for-performance program.
The City will improve its performance management program by managing an employee's pay in relation to the value j
j of the job (both internally and in the marketplace). Basically this means the City will continually strive to bring all ;
employees up to midpoint (the value of the job) in concert with their increased knowledge, skills and abilities. To i
assist the City with this process, the proposed salary ranges have been divided into four equal sections called
quartiles. This makes it easy to track employees as they move through the salary range. When an employee's salary
has passed the midpoint and has moved into the third quartile, the City will still make salary adjustments for
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City of Denton S lery Manapneent Prugmin
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PROJECT SUNINL4RY (Continued)
performance but at a lesser rate of increase since at this point the employee will be paid above market. Once an
i employee's salary is in the fourth quartile, the City will no longer grant salary increases but instead will reward
maximu
ththe salary range e range maximum represents
also the
performance through lump sum incentives. The over of
longer a clue salary
to pay for any job, Any employees who are currently
increases but will receive lump sum incentives based on their performance.
i
The new system will allow the City to reallocate the merit dollars to reward outstanding performance without requiring
additional funding, petvisors
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eterm A proposed performance increase guideline chart has been developed
chart ]sdset upi inns
one his/her performance,
the appropriate salary increase to award to an employee a
and the x-axis eiing t manage ring meat
i matrix format with the y-axis being the employee's overall performance rating
of the employee's pay in the salary range, To determine an employee's percentage
finds the performance level and quartile on the matrix; where these two lines intersect, the suggested percentage;
,
increase is indicated,
uideline charts are shown. in Exhibits G and H. The established matrix percentages are a
F Sample performance g
budgetary item which will need to be approved each year by the City Council as part of the total compensation
program.
Future adjustments for shifts in the market will be applied to the salary ranges only and not to an individual
employee's base rate of pay. Thus, the City will be able to maintain the competitiveness of Its pay program and
focus any approved funding for salary increases into the pay-for-performance program,
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i City or Denton Salary Management Program
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PROJECT SUMMARY (Continued)
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C. Budte-tInt for Employee Salary Increases
t Each year, Directors will be allotted an amount of mono for them to
Y y grant employee salary increases to be called
Performance Rating Increases (PRI). This PRI budget will he determined for each Director based on the approved
pay-for-performance budget. It is up to each Director to ensure the salary increases awarded In his/her department I
stay within the established merit budget. When the PRI budget has been distributed, no other employees will be
granted salary increases for that year. Therefore, when above average Performance Rating Increases are granted,
there must also be some below average awards,
For most departments, this should pose no real problem since most employees will be rated "Meets Expectations",
The number of star performers is typically about equal to the number of employees that need improvement. For
smaller departments (under 30 employees), however, it is difficult to stay within the merit budget every year and ;
still reward the outstanding performers. The law of averages will not work every year for these small departments.
For this reason, we recommend establishing a PRI budget equal to 1-296 of the overall pay-for-performance budget.
With the City Manager's approval, a Director can reward outstanding performance from this special merit budget
without penalizing the other employees in the department by arbitrarily reducing all performance appraisals, j
Typically these requests for exceptions will be come from the Directors of the smaller departments since it will be
more difficult to meet their merit budget each and every year. It should be noted that this special merit pool should
not be considered a fund which will automatically he spent every year, All Directors should be held accountable
for staying within their merit budget and should only be allowed to award a salary increase from the special PRI
budget when truly outstanding performance would go unrewarded otherwise.
City of Denton Salary Management Program Page 16 }
7rLYT*~
PROJECT SUMMARY (Continued)
Over the next two months, with the assistance of CompMaster", the City will be determining the appropriate size of the
PRI budget and determining which Divisions will be eligible to request funding from the special PRI budget,
A Monitoring Performance APoraisals and Salary Increases
As a part of this study, a software package called CompMaster" has been installed on the computer in the Personnel ;
and Employee Relations Department, In addition to monitoring job evaluations and competitive data, this system
will also allow the City to track performance appraisals and employee salary increases. The Personnel Department ;
will be able to monitor the appraisals conducted in each department and the corresponding salary increases. The
Personnel Director can then counsel with departments which continually rate all employees outstanding as well as
those that tend towards all "Meets Expectations". Budgetary controls have been Implemented which limit the
number of employees which can receive an appraisal of outstanding to 10% of the total number of employees
participating in the pay-for-performance program (e.g. exclusive of civil service and seasonal employees), The
CompMaster" software package will make it easier for the City to monitor trends in performance evaluations and
thus properly control the distribution of merit increases,
{
The historical data on performance appraisal ratings can then be used the next year when preparing the new
performance Increase guideline chart. The software package will provide the Personnel Director with a tot of
flexibility when developing a new matrix to fit the City's budget. ;
City or Denton Salary Management Program Page 17
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PROJECT SUMMARY (Continued)
Administrative WWI and Procedures
3
practice standards to implement our '
We have worked with the City's Personnel staff to develop procedural guidelines and roaches a lained
they and approaches preasonable method
, We
have recommendations for the new salary management program
idelines and standards and this
in the manual. We are supportive of these practical gu
to effectively monitor and manage the details of the new salary management program at the City.
CompMaster' Salary Management Software
basis,
be used to maintain the program on an ongoing it has been installed
throughout the ` Implementation
This software wt rt and ass
and Employee Relations Department, Mercer will continue technical support
process.
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City of Denton SaLry his"Wmeat PrOgrrm
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SECTION II
Appeals Procedure 1
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APPEALS PROCEDURE
t and
has been misclasslfied can appeal the grade assignmen `
to ee who believes that their job or a subordinate's Director and Executive
review of the position. All appeals must be forwarded up through the immediate Supervisor,
request Any emp a y
~
Director, If the Executive Director believes a review is warranted, the f,ppeal will be forwarded to Personnel for presentation
to the Classification Review Committee.
years of service +
will ba j ,
The Classification Review Committee b nthesCity Manag Ir it At he, end of the first year, one of the members will :i
with the City. The members will be selected by
be replaced by a new Director from another department. The other b w a nD ectorl who remain will serve on tho Co. Each
thereafter, one of the members will step down and will eels replaced
process and thereafter an a quarterly basis. The appeals process
Committee will meet in August, 1991 for the initial app i ;
f ` '1
'r is outlined below:
A D- M lion for ~
€
A new Position Responsibility Questionnaire must be completed when a position's classification is being appealed, The
reasons for the request for review must be explained in detail in an accompanying cover memo, +
` s
B. ca iawo In Fera_o_~ elel
ed by the Executive Director who will then forward both
The questionnaire and cover memo must be approved and sign
to Personnel,
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city of Denton S«tary Marageawnt Program i "
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APPEALS PROCEDURE (Continued)
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C. Personnel Action
i
The Personnel Department will review each request by comparing the duties and responsibilities outlined in the new
questionnaire with those in the existing Job Description to ascertain if the job has changed since it was last evaluated,
The justification provided in the cover memo and other documentation will be reviewed to determine if some aspect of
the job was initially overlooked.
Responses in the new questionnaire will be entered into the CompMaster" system and the autocheck analysis will be
performed to look for anomalies and inconsistencies. Superior, subordinate and peer positions will be identified by
Personnel for comparison against the new responses.
Market data will be gathered from the appropriate competitive labor market for the
position,
The Director of Personnel or a designated representative will present the analysis to the Classification Review Committee
along with a recommended action.
f
I D. Committee Review
'E
The Committee will review the materials submitted by the Executive Director, the analysis conducted by Personnel and
the Personnel Director's recommendation. Based on this infotrnation, the Committee can (l) approve the appeal, (2)
deny the appeal or (3) request additional Information. ;j
The Committee is not authorized to approve the movement of any position more than one grade level without the City
Manager's approval.
,
City of Dents, Salary Management Program Page 20
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APPEALS PROCEDURE (Continued)
If the position being appealed is in the department of one of the Committee members, that Director will not be allowed
to vote an the appeal. If the vote is split between the other two Committee members, the City Manager will make the
final decision on the appeal.
E L Commnnitatia
The results of the appeal will be forwarded to the Executive Director from the Director of Personnel for communication
to the bY'ccied employees,
F. Re-Evaluations
i No position may be evaluated more than once a year.
No Department may request mare than 1501o of its jobs be re-evaluated in any one fiscal year unless the Department
has pone through a total reorganization.
All requests for appeal must be addressed by the Classification Review Committee withitl thtea months of when the
E request is made,
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City or Donlon Salary Mrn"ent Program
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SECTION III
Next Steps
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NEXT STEPS
The following items will be completed over the next two months before final implementation in October.
1. Appoint an Appeals Committee.
and Su rvisory training in the salary administration process.
2. Plan for and establish Manager pe
i
3 plan training activities and communication program for all employees.
rp sed ay plan,
4. Conduct appeals of classification and placement in p Po p
ed structure for civil service seasonal and executive positions.
5. Finalize proPos
'ob descriptions and finalize major duties and responsibilities and minimum qualifications.
b, Review 3
` 7, Review and establish appropriate titles and career paths,
8. Update current policies for City Council consideration after appropriate legal review.
9. Determine appropriate process for budgeting in future years.
Reconfigure the mainframe computer based on changes made to the salary administration process.
3
10.
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11. Finalize the administrative procedures and processes,
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f 7 EXHIBITS
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Employee Name;
Posltlon Title;
a Job Code.
1 Posltlon Control Number:
Book Number;
r] City of Denton
Position Responsibility Questionnaire
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PURPOSE AND INSTRUCTIONS
This questionnaire Is designed to gather facts about the duties and respon-
sibll(tles of your job, Your answers, the responses from other employees In
the job, and comments from your supervisor will be used as Input Into the
y evaluation of the jobs at the City of Denton, This form will also help us to
update our current understanding of the jobs which make up the City,
j Keep In mind this Information will be used to help us better understand the
duties and responsibilities of your job, The form Is not an evaluatlon of your
performance on the job.
Please be thorough and accurate. When responding to the multiple choice
questions, select the one response that best reflects your position. If you ;
t S have difficulty choosing between two responses, select one and write your
concerns at the bottom of the page. Do not understate or lnhate your
answers, Base your responses on the duties and responsibilities that are
most typical of your job under normal conditions, not special projects or
temporary assignments, It might be helpful to Imagine you are explaining
the requirements of your job to someone just hired to the position,
f Only your supervisor and certain members of the Personnel staff will have
access to your completed questionnaire. If you have any questions, please
see the Personnel department,
This questionnaire will be Aomputer scored and computer validated. Hence,
responses which appear Inconsistent will be reviewed In more detail to fully
understa,rd the reason for Inconsistencies. Please be as accurate as pos.
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GENERAL BACKGROUND INFORMATION
Date:
Your Name:
i Job Title:
Department:
Division:
Your Immediate supervisor's name and job title:
i Name:
Title:
Your total length of service with the City: Your total length.of service In current job:
Years Months Years Months I
Your current pay status (check one):
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j ❑ exempt (not eligible for overtime pay)
❑ nonexempt (eligible for overtime pay)
YOUR JOB SUMMARY
Briefly describe the basic purpose of your job, What Is the overall goal of your job?
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Supervlsor's Initial
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YOUR BASIC' JOB OUTIES
List the o significant duties currently performed on a regular basis. Start each state-
ment with an action verb; for example, draw, build, distribute, write, plan, process, design,
' p our other duties) and ire-
administer, etc. Indicate the Importance (in relationshl t°ro rate number in the spaces
uenc of each item you have listed by recording the app p
provided (use the guide below),
„-r-'~"~.~."".~.. 7 4.~ ;qty' iitv:': Su Weil Ta tvrnr t
. Y 2 Ye S ~ : ~i ~zr' va~ 2 w~i ~ ~aCa" .A,C✓. ~ Y9 t~~. < ~L'
2 1f x~< ?3'W
-+4
Mel?
~ ~ r~tt ' R r yK 23>fi c~~ ~v 4R s ~L A i
1 ~ Ym•"A' , a ~ i"➢~k `ek e# x5~ +C,xs! c d ni
sr,. t~ a rs IN~Eryyaw i ttei~n s%- KA larf f ~z>t f' 4~"'. f k< ~d "4 " w '7~
at<P~nr>: "~~yi a..l(' ~'PSf h ~~iY ~ ' 1~.~}I~Y~ > tD ai. +a•{
'~a it t.*y t '^i r y X
~f'yc g p r ~ 7~` fAEj"~lT1d'i1z, y ~}p. es
;r eel,y~;k2Dl 1i1: Sg < ` ' `ZY'i 8 z 2`~ 'i°'.f I N'ryif F ~.:V f y
f 4 'k YCT>♦,{s~~..Ry..bT"~.bSREM
rny,~n Y~ <,\:3ke ya> k
N`t a Y4~~ C R hey > ~i~l N~~w~ }M~ ~A ~rik~ ~Y 1kC a ~S2 LM ~ ie 3 k'
' r 5<'wi74° C. <N 6 ! $
~ ~ '~4 txak ~2&CSmf
, $a ~ <r c'€Tt 4 . va c ~ a ~ r. s ~ f s ~ e ~ a~ e a&- ~ t 2 0 : ~ T yt '
zfr t, at rx' ; ~7r2 ' , .r xi~t, .>•n , , . >a~ xa S.. ,
zu 5+ Sx r ' m y~x n' ~~5 ~~o t &~t.F 34
Example:
Duties Significance Frequency
3 2
i 1. Com are accounts a able invoices a ainst
urchase re ulsltionaf
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Duties significance Frequency
2,
Supervisor's InWal f--i
2
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YOUR BASIC JOB DUTIES (continued)
Du4tra 9lgnifloAnar Frrqurncy
3._-
a.
f +
5.
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` 7
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c 8.
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12.
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ORGANIZATIONAL RELATIONSHIPS
w' Please fill In the chart below as it applies to your job. Start with your job {th(rd box from
the top) complete the two levels above your Job; then, on the left, others who also report
to your supervisor. On the right list the jobs that report dlrsctty to your
Personnel Use Oniy
` Next Highest Nacre Pas. Code:
Management Level
Div. Code::
T1tle Dept. Code:
Name Pos. Code:
1.
Immediate Supervisor Div. Code:
Title Dept. Code: 77 .7777
Name I
I Your Job 3 k< 4,°~.
it ~~65 ~~Y) i"S DS Title
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Other Job Titles Reporting To Tttfes of Jobs
f Your Immediate Supervisor Reporting To You
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Supervisor's Inklel =
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vl ORGANIZATIONAL RELATIONSHIPS (continued)
List the logical promotional positions to which someone could be promoted from your
position;
;t
(For Personnel Use Only)
y I Position Title: Pos#tion Code
I I
List the positions within the City that could qualify a person to be promoted to your post-
tlon;
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PosMion Title, (For Personnel Use Only) }
w Position Code
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Supervisor's tnltlal
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1. EDUCATION
This question addresses the type and minimum level of formal education that is required
to be hired for your job. It does not address the type and level of education you may
have personally Check the box of the one statement which most correctly describes the
} minimum level of education required, The answer you select for this question may by
dif- ferent from your personal background.
A. Education
❑ 1 Some education, but not a high school diploma,
❑ 2 High school diploma or equivalent.
l
;A ❑ a High school diploma plus commercial, vocational, trade or technical train-
Ing of 12 months or less.
I ❑ 4 High school diploma plus Grade "C" Certification.
❑ s High school diploma plus Grade "B" Certification.
f ,
❑ s High school diploma plus Grade "A" CertHication 08 specialized or technl-
cal knowledge requiring 2 years of formal training (Associates Degree). ;
I i. ❑ 7 Bachelor degree gained through a formal four year college program or spe-
l clalized technical training of equivalent length (BA, BS),
€ ❑ e Some epeclaiized knowledge or certification beyond the four year level
k (CPA),
❑ 9 Masters degree or equivalent formal training In an area of speciaWzation
directly related to the work performed (MBA, MS),
❑ io Doctoral degree or equivalent formal training In an area of specialization
G directly related to the work performed (JD, PhD, MD),
if your job has a specific certification, Iicensure or registration requirement, please Indicate:
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I1. EXPERIENCE
' x eriencs as used here means that a person has actua her to dequately perform the dut eis of
would prepare him Or
another organization which
your position in our organization. in the Assume that a perscn has the minimum 4e indicates he~ileast tamot nt ofdwo k experienc .
e
vlous question Check the one box which
j or training r to entry Into the ob that is needed to be hired for this job.
A, prior Experience (a , 3 years up to 6 years.
.:.J I] , Less than 6 months.
❑ s 5 years up to 11 years.
2 6 months up to 1 year.
❑
I ❑ e 6
❑ s 1 year up to 3 years. years or more.
ears of experience did you have when you were hired or promoted into your
How many y ?
in our organization
position ce im' I
' Assuming that a person has t the in a boxewhlch Indicates the east amount of on~the•Job
ndenNy.
Previous two questions, the
-a training required afteratter eta the job until the worker Is producing Indepe
I =Job -J rten ec
on t3 years up to b years.
Q ~ 5 years up to 8 year8.
0 2 r.
❑a ❑ e 8 years or more.
~
eratlm Independently when you were hlred or
How long did it take you to begin op , years?
promoted Into your position In our organization months,
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Ill. SKILL REQUIREMENTS
For each skill area, check the one statement which most correctly describes the most dlf.
f1cu t skill level used in performing your job duties, As with education, the statement you
-i select for your job may differ from your lndlvldual skill level In an area.
A. Speaking Skills
❑ + I do not need any special speaking skills to perform my job; most of my
speaking Is fairly routine In nature,
❑ 2 1 provide or obtain basic types of factual Information or explanations (such
as Instructions or work orders).
❑ s 1 provide explanations of technical or other complex matters to people
with littlo or no background In the area ender discussion,
1 ❑ 4 1 provide explanations on technical matters to people with experience or
knowledge of the technical area.
❑ a I provide comprehensive and concise explanations of technical or complex
j A matters to people at high levels within the City.
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8. Math/Accounting Skills
- ❑ + I use minimal math skills to perform my job duties,
V ' ❑ Z 1 use basic arithmetic to perform simple calculations and/or make simple
bookkeeping calculations.
❑ a 1 perform analyses involving ratios, percentages and simple statistical
methods and/or make calculations to reconcile financial statements and ac
coun9s.
4 1 perform algebraic, trigonometric, geometric operations or moderately com-
plex statie'rical methods and/or apply high level accounting methods for
financial reporting.
❑ a 1 apply research methods, algorithms, calculus or advanced statistical
methods and/or apply advanced accounting methods to assess overall
financial position.
wa
9up4rvisor's Initial C~
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III. SKILL REQUIREMENTS (continued)
For each skill area, check the one statement which most correctly describes the most dlf
flcult skill level used In performing your job duties.
C. Physical Dexterity Skills
❑ i My job requires a few simple hand operations but little close or accurate
i timing.
❑ 2 My job requires some accuracy and Intermittent use of hand operations
with some speed and accuracy.
❑ 3 My job requires moderate dexterity with ordinary speed and accuracy for
most of the day.
❑ 4 My job requires a high level of dexterity and coordination to manipulate
ry machines or high volumes of material In short time spans with rapid codr-
dinatlon of movements.
❑ s My job requires extensive and highly skilled eye-hand coordination using
precise and complicatsd operations over major portions of the work period
with high accuracy.
D. Problem Solving Skills
❑ i Problems are generally solved by my supervisor.
❑ z Problems are generally easy to Identify; solutions are defined by policy
,.:f with required action specifically defined.
❑ 8 Problems are apparent but precise identification may require further prob-
Ing, Inquiry or research; solutions are based on standard operating
` _.J
procedures or well-established past precedent.
❑ 4 Problems are not readily apparent and symptoms may be vague; facts
may be Incomplete and require further Inquiry; solutions require Interprets
Lion of Information and some Independent judgment.
❑ s Problems are dlHicult to Identify and facts may be Insufficient or mislead-
Ing; extensive inquiry/research may be necessary and solutions require
Integration of Information and considerable Independent judgment,
Supervisor's Initlal
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Ill. SKILL REQUIREMENTS (continued)
For each skill area, check the one statement which most correctly describes the most dlf.
/!cult skill level used In performing your job dutles.
a
C. Physical Dexterity Skills
❑ i My job requires a few simple hand operations but little ciose or accurate
i timing.
❑ a My job requires some accuracy and Intermittent use of hand operations
with some speed and accuracy.
❑ a My job requires moderate dexterity with ordinary speed and accuracy for
most of the day.
❑ 4 My job requires a high level of dexterity and coordination to manipulate
machines or high volumes of material In short time spans with rapid codr-
dination of movements.
❑ a My job requires extensive and highly skilled eye-hand coordination using
precise and complicated operations over major portions of the work period
with high accuracy,
D. Problem Solving Skills
i 1
I ❑ i Problems are generally solved by my supervisor.
i
1 ❑ s Problems are generally easy to identify; solutions are defined by policy
with required action specifically defined,
❑ a Problems are apparent but precise Identification may require further prob-
Ing, Inquiry or research; solutions are based on standard operating
procedures or well-established past precedent.
1 ❑ 4 Problems are not readily apparent and symptoms may be vague; foots
may be Incomplete and require further Inquiry; solutions require Interpreta-
tion of Information and some Independent judgment.
❑ a Problems are difficult to identify and facts may be Insufficient or mislead-
Ing; extensive Inqulry/research may be necessary and solutions require
Integration of information and considerable Independent judgment,
1
Supervisor's Infllal=
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III. SKILL REQUIREMENTS (continued)
Check the one statement which most correctly describes the most difficult skill level used
in performing your job duties.
E. Publlo Or Citizens Interpersonal Skills
❑ , My job requires limited contact with the public.
❑ 2 My job requires the exchange of routine information of a non-controversial
I nature.
❑ s My job requires the exchange of non-routine Information which maybe
slightly controversial at times.
❑ a My job requires me to provide advice; it may require me to use per-
suasion techniques In order to Influence the public toward some action.
❑ s My job requires me to negotiate In order to reach an agreement or solu-
Von.
I~ s My job requires me to represent the City in public speaking forums,
.
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IV. LOCAL GOVERNMENT SKILLS
This question measures the breadth of local government skills needed to perform the Job
successfully. Check the one statement which most correctly describes the most difficult
skill level required,
{ A. Local Government Skills
❑ , My job requires limited knowledge of other departments within the City,
I ❑ 2 My job requires some knowledge of a few departments In the City, such
as accounting procedures, personnel policies, or data processing
guldelines,
❑ 3 My job requires some knowledge of most departments in the City. My job
requires regular Interaction with most departments Involving exchange and
receipt of Information,
❑ 4 My job requires extensive knowledge of several departments in the City,
My job requires providing advice to these departments on specific
problems or general policies,
❑ s My job requires extensive knowledge of most departments In the City, My
job requires participation In the establishment of policies which directly af-
feet the operations of most departments.
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V. TECHNICAL REQUIREMENTS
I Check the one statement in each box which most correctly describes the most difficult
technical level normally required In performing your job duties.
j A. Level of Technical Skills
❑ i My job requires relatively limited use of technical skillsr
❑ 2 My job requires minor technical skills such as reading gauges, Inputting
data into computers, bookkeeping entries etc.
g teas utilizing formulas, chnical records, coding~e
3 requires moderate technical es, maintalning andunskills derstandln such
and testing computer prcgrams eta
j ❑ 4 My job requires complex technical skills such as utilizing complicated en-
gineering diagrams, blueprints, and surveyed documents, utilizing
precision measuring equipment, designing, coding and testing complex
computer applications, documenting government regulations, eta
❑ e My job requires highly complex technical skills such as utilizing very com-
plicated drawings and specifications, applying higher mathematics In the
1 application of Advanced mechanical, electrical or other engineering applica-
` tlons, devoloping highly complex computer applications (Lei mainframe),
;..i utilizing testing and research procedures for analyzing data, eta
B. Breadth of Technical Skills
.a~ ❑ My job requires limited technical skills.
1 ❑ 2 My job requires technical skills which are focused in one aspect of a
major technical field; generally, my job requires providing technical Informa-
tion to others In my field.
❑ a My job requires technical skills covering several aspects of a major techni-
cal field; generally, my job requires providing technical Information and
solving technloal problems.
i ❑ 4 My job requires technical skilis co' Bring multiple aspects of a major tschnl-
i y! cal, field; my job requires r.c'ving technical problems and providing advice
' and recommendations on technical Issues within my technical field,
❑ e My job requires technical skills In more than one technical field; my job
functions as the technical expert or "trouble shooter" for one major techni-
cal field; my job requires providing advice to others In and out of my
technical field,
Supervisor's Initial
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VI. ORIGINALITY AND CREATIVITY
Listed below are statements describing your opportunities to introduce new and different
I Ideas and solutions, Check the one statement in each box which best describes the
originality and creativity required In your job,
t
A. Originality and Creativity
❑ r I perform tasks or other activities which require limited amounts of
- originality or creativity,
❑ 2 1 must apply original thinking to determine the solut'on to problems,
❑ 3 t create new products, programs or processes, or I develop/refine con-
cepts or theories discovered by others,
❑ 4 1 create original concepts or theories that advance knowledge In a technl-
cal or professional field and that can be used to develop new products,
programs and/or expand City services.
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0. Significance Level
r ❑ i Originality is a very minor part of the job. r
❑ 2 Originality is of secondary significance, or e; minor aspect. of the job..
❑ 3 Originality Is a significant part of the job but not Its major aspect.
❑ 4 Originality is a significant part of the job and one of its major aspects.
❑ 6 Originality Is a highly significant part of the job and Its major aspect,
Supervisor's Inhlal
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Vli. DECISION MAKING
This section of the questionnaire deals with the impact of your job withfn the City In terms
of the authori';y that you have to make decisions as well as the Impact of those decisions
on other employees and the public. Check the box for the one statement which best
describes the authority that your job has In making decisions and commitments, elther
alone or with others.
A. Authority
1 ❑ I follow specific Instructions to perform my job.
j
❑ x 1 follow Instructions, but sometimes I choose which approach to use.
❑ a 1 make decisions or recommendations within the limits of general instrue-
tlons which have been provided (e.g., accept or reject a request);
Instructions are clear and do not require interpretation.
f ❑ 4 1 make decisions or recommendations which require some interpretation of
l rulea/procedures; more difficult decisions are always referred to higher
levels.
r ❑ a I make decisions and recommendations of a broad nature In accordance
with general policy and guidelines; more difficult decisions may be
referred to higher levels for their opinion or recommendations.
.V ❑ s I consult with others on very difficult decisions with responsibility for final
declsions/recommendations; frequently I am required to provide Input on
policy decisions of a major Impact.
❑ 7 1 provide leadership to others and have ultimate responsibility for making
f final decisions; I am required to provide final approval on all policy
l { decisions which guide the long-range future of the City.
Provide one or two specific examples of decisions that you make In the course of complet-
ing your typical job duties;
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Supervisor's Initlal =
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VII. DECISION MAKING (continued)
Based on the authority to make decisions which you Identified In Fart A, indicate the likely
scope of impact your decisions typically have. Check the one statement which best
describes the Impact of the position based on the decisions made.
B. Impact of Decisions
.,1 ❑ i My declsions impact the people I work closely with.
E ❑ 2 My decisions impact the day to day activities of a small division or work
I unit (1.10 employees).
❑ 3 1 have responsibility for making decisions which typically affect a large '
divlslon (more than 10 employees).
❑ 4 I have responsibility for making decisions and final recommendations
which typically affect an entire department.
i
j] s I have responsibility for making final decisions and final recommendations
which often affect more than one department and sometimes the entire
City.
❑ a My decisions have a major Impact and generally guide or Influence City f
direction.
t
i Specifically Identify the units that are affected by Your decisions.
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1 VIII. COMPLEXITY
e complexity of ateme it which t he t describes he com
1 Thls sectlon of the questionnaire addresses the one s~
typically perform in your job. Check
plexity of your job In terms of the judgment you must exercise. Dealings with the public
should be considered when responding to this question,
j 7ud ent
d directions/standards.
l y work duties are well-defined with clearly state
! y work may involve occasional non-rouiine assignments which require
ew approaches o r Independent judgment be used. procedure ❑ s My work consists of mogmentisuch asi sett in ask prlosrit ens, valuating
h '
require Independent jud gmen
I
results and coordinating with others.
❑ 4 My work Is substantially complex and varied; It requires the selection and
application of technlcalldeialied guidelines; strong analytic ability and Inde
pendent judgment are needed fo Identify, test, select and apply
appropriate procedures or approaches. application of skills which are
work Is highly complex and requires the app,
❑ 6 My
not governed by guidelines; it requires a complete knowledge of opera-
;
tlons and practices.
.
Provide one or two examples of duties that Indicate the level of complexity that Is typical
in your job.
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Vlll. Co` XITY (continued)
i
Check the one statement which best describes the flexibility you have in performing your
' work activities.
i
B. Flexibility
I work under close supervision; my actions are specified and directed by
❑ my supervisor or by procedure; my supervisor assigns and reviews my
work,
h work is performed under general
,._,t ❑ I work under routine supervision; my supervisor occasionally reviews work
t guidelines, procedures and rules; my sup
to ensure completion,
a 3 1 work under moderate supervision; my objectives or goals are established
in advance, but I have flexibility In the course of action taken to ao•
Yl complish those goats.
I ❑ 4 1 work under general directlon, I function under very broad goals and es- {
i tabllshed policies.
❑ s t set virtually all goals and direction, and establish City policy,
S '
Prov'de one or two examples where your job requires flexibility or changes In job routine, ; i
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IX. BUDGETING/PLANNING
This question deals with your position's responsibilities, if any, In relation to an annual
operating budget as well as the amount of planning you are required to do in completing
your job duties. Check the one statement that best describes the level of financial/
budgetary responsibilities of your job.
A. Budgeting
❑ ti I am responsible for letting my supervisor know what Items ! need so they
can be included in the budget.
❑ z 1 am responsible for ensuring that budget information Is accurately
r recorded.
I ) a a I am responsible for advising and making recommendations on budgo
items.
V; a a 1 am responsible for monitoring a budget but not for developing or allocat-
Ing a budget,
s 1 am responsible for developing, allocating and monitoring a budget for a
i
a work unit or small division (1-10 employees),
s I am responsible for developing, allocating and monitoring a budget for a
large dlvlsion (more than 10 employees). I , f
r I am responsible for developing, allocating and monitoring budgets -affect•
Ing an entire department.
1 Q e 1 am responsible for approving all budgets for the City.
I .
11 you checked a box with an asterisk next to it, provide an approximate dollar amount
of your budgetary responsibility: $
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IX. BUDGETING/PLANNING (conitnued)
Check the one statement that best describes the planning that is generalty required in per-
forming your job duties,
3 _l
9. Planning
❑ I plan my own work In order to complete my job responsibilities.
❑ a 1 schsdule others' work to meet requirements such as delivery schedules,
l service demands, timetables, deadlines or other targets,
Q a I develop objectives for using a work unit's resources, with guidance from
the overall organizational planning process.
1 Q a 1 develop plans and broad objectives for using several work unit's resour-
ces to meet major City goals.
- a 1 develop department strategy that Integrates plans of several major
divislons to achieve the City's goals,
Q 6 1 develop plans, objectives and strategies for achieving short- and long-
range goals for the City.
I
If you checked a box with an asterisk next to it, Indicate the work unit(s) for which you
assume planning responsibility:
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X. CONTACTS
This sectlon addresses the frequency and purpose of contacts that are made with persons
Inside or outside the City. These are contacts that are essential to perform your job
10
duties, not contacts or communications that occur randomly throughout the day. Outside
contacts include anyone who Is not an employees of the Csn;. Inside contacts Include any
` j employee who Is not in your division.
Check the one statement in each box which best reflects the level of contact made In per-
forming your jolt.
^1 A. Outside Contacts - Frequency
❑ , Outside contacts are required once a month or less.
s -7
I i ❑ 2 Outside contacts are required 2 or 3 times a month.
s
;k ❑ 3 Outside contacts are required 2 or 3 times a week.
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❑ 4 Outside contacts are required every day,
( - ❑ 6 Outside contacts are required several times a day,
B. Outside Contacts • Purpose I
W. ❑ s Outside contacts Involve receiving and giving Information and responding
to questions.
❑ 2 Outside contacts Involve explaining, Instructing or coordinating.
❑ 3 Outside contacts involve selling, advising or consulting.
❑ 4 Outside contacts Involve negotiating and influencing.
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X. CONTACTS (continued)
C, insido Contacts
--T
❑ i My job requires minimal contact with other divisions.
2 My job requires obtaining or giving information to employees In other
1 divislons.
I( a ❑ s My job requires expla€ning, instructing or coordinating with non-supervisory
employees outside of my division.
❑ a My job requires explaining Information and/or provldng advice to Super-
visors/Superlntendents outside of my division.
k a My job requires negotiating with and Influencing Supgr!lsors/Superinten
dents outside of my dlvislon.
_ ❑ a My job requires explaining Informatlon and/or providing advice to Directors
outside of my division.
❑ 7 My job requires negotiating with and Influoncing Directors outside of my '
1 division.
1 If
❑ a My job requires explaining and advising to Executive Directors and/or the
City Manager,
❑ 9 My job requires negotiating with and Influencing Executive Directors and/or
L the City Manager.
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XI. WORK ENVIRONMENT
} Thls section addresses the types of working conditions and resulting physical effort re-
qulred in the completion of your job duties as well as your exposure to or risk of
accidents.
For each statement listed below, and using the frequency scale provided, circle the num-
ber which best describes the frequency to which you encounter the listed conditions.
I - 1 • u. c tx ; r -zy` r 3~+. xh~` 1 :~~~~ay~) {%5~"7tr ii ~E "i1z
7:i d ' Y * ,e1 s R ~ * f ~ A ~ Sk F gble Y:dl ~ mMn ' ,
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7, ~ ¢i N SxxffR 'C 1 a 3n i) a M 14z A. Working Conditions
K(l ~ 3 h.. 'Rl l Y r p1 l+~
'A. Working Conditions
Frequency
1 Extreme temperatures or humidity . , , 1 2 3 4 6 6 ; l
.
2. Poor ventilation . . . r 1 2 3 4 6 6 i !
3. Sickening odors or sights . . . . . . . 1 2 3 4 66
4, Excessive nolse or vibratlon from machinery 1 2 3 4 5 F
6. Cramped working quarters . r , „ , 1 2 3 4 5 6
6. Unusual levels of dirt or dust . r , , , 1 2 3 4 6 6
J 7. Long, uninterrupted periods of sitting/standing r , 1 2 3 4 5 6
8. Extensive requirement for walking r . . . 1 2 3 4 6 6
9. Stooping, kneeling, crouching, crawling or climbing , . , , . 1 2 3 4 5 6
10, Confined to work station for long periods of time , . , , r 1 2 3 4 5 6
11. Irregular breaks 1 2 3 4 6 6
l 12. Irregular work days/hours . . . r 'i 2 3 4 6 6
13. Required shift work r . 1 2 3 4 5 6
14. Smoke, fumes and vapors . 1 2 3 4 6 6
J 15. Paint spray and/or paint fumes , , , , , , , , , , , , r 1 2 3 4 5 6
16. Work on elevated surfaces (higher than head level) r 1 2 3 4 5 6
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XI. WORK ENVIRONMENT (continued)
For each statement listed below, and using the frequency scale provided, circle the num•
ber which best describes the frequency to which you encounter the listed conditions. 77
~i!!-....~..... i n. x di ➢ s .'Pfk sue,,{. } i',+o' k~V~' ~.Y~Yny, 3~~)
II a~3*xd. tt , ~ h a ~ *a ~ "~c M ~f qR~~"'r• C ~~s ~ lacv SCR
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y f^~ n jG x
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Stress Frequency
123456
1. Required to change work location 1 2 3 4 6 6
2, Inflexible deadlines . 1 2 3 4 5 6
3. Intense concentration with few opportunttles for breaks • ' 2 3 4 5 6 i
4. Prolonged use of video display terminals " •
5. Extremely high volumes of work 2 3 4 b 6
1 2 3 4 6 6
6. Repetitive work • • , . '
...11...11,.. 1 2 3 4 6 B
7. Oilmbing or reaching overhead
M~ 8. Lifting, pulling or pushing weights of up to 10 pounds 1 2 3 4 5 6
1 2 3.4.6 6
9, Llfling, pulling or pushing weights of 11.25 pounds ...11...11
10, Lifting, pulling or pushing weights or 26'to over 60 pounds 1 2 3 4 6 6
' 11. Exposure to situations where negotiation and conflict is
I Intense (e.g., abusive citizens or employees) ' . ' • 1 2 3 4 6 6
1 2 3 4 5 6
i 12. Exposure to situations requiring split second decisions .
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supervisor's InItial
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XI. WORK ENVIRONMENT (contlnued)
^1 Check the one statement that best describes the type of accident and exposure to risk
that normally occurs In your job In spite of normal safety precautions.
C. Hazards
❑ I am not exposed to safety hazards while performing my job duties.
❑ z 1 am exposed to risk that could result in accidents of a minor nature which
would not require time off.
7 Q a 1 am exposed to risk that could result in accidents or injuries which could
result In lost time.
j❑ a 1 am exposed to risk that could result In accidents or Injuries which could
a result in lost time; there Is a moderate possibility of an Incapacitating accl-
dent.
Q s I am exposed to risk that could result In an Incapacitating accident; there
Is a posalbllity of a fatal accident.
11 you chocked a box with an asterisk. (`)next to it, indicate the types of accidents and in-
juries that you are exposed to in performing your job duties, I
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Supervlsor's Inhlal =
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I XII. DIRECTION OF OTHERS
raises the extent of responsibilll~o`or the oganizatiolatedlsupervisory or
This quesilon app
ment, guidance, review of personnel, and the p anslbl
management lity to your position
tasks. Only the formal assignment of such rasp eriodlo or temporary assign-
should be considered. Informal work relations p nshouild not be considered, Regular
ment based upon the skills of a particular employees
direction of contract employees should be considered.
Check the one box which most correctly defines the number of employees under the
Le., all employees reporting directly to your
direct and indirect supindirectly, reporting to your position).
position as well as employees
A, Supervision
❑ s 21 -36
❑~0 ;
E [~7 38-49
-'1 a2 1-2
❑ s 50 99 `
❑a 3-6 {
1
00- 149
❑4 6-10 ❑ 9 1
60 or more {
❑s 11-20 Q to 1
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XII. DIRECTION OF OTHERS (continued)
Check one statement which best describes the nature of the wdrk supervised.
I B. Type of Work Supervised
❑ 1 My job Boas not require me to supervise others,
❑ 2 1 act in a "lead" or °senior" capacity over other positions performing essen.
tially the same work.
❑ a 1 supervise highly standardized, routine administrative activities for one
worst unit or small division (1.10 employees).
❑ 4 The work I supervise Is not highly standardized, but involves routine ad-
ministrative duties for one work unit or small division (1.10 employees),
E ❑ s 1 supervise technically oriented or complex activities for one work unit or
small division (1.10 employees),
❑ e I supervise technically oriented or complex activities for a large division
(more than 10 employees),
❑ 7 1 supervise diversified and highly complex activities for an entire depart-
ment.
❑ a I supervise highly diverse and complex activities for multiple departments,
111 W} ❑ o I supervise all major functions at the City.
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NOME,
VIA.
i RIAURN
i YOUR COMMENTS
This portion of the questionnaire provides you with the opportunity to make any addltlanat
comments you might have about your job or this questlonnal u found difficult to answer or
Also, please make notes about any part icular question that y
I, about any specific part of your job whicfi was not covered by the factors k • XII.
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Date
1i employee's signature I
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III
SUPERVISOR'S COMMENT SECTION
(This portion of the questionnaire is to be completed by your Immediate supervisor.)
As a supervisor, It Is important that you review this questionnaire and Identify any dis-
crepancies between the Incumbent's responses and your own knowledge of the job,
Remember, this questionnaire Is Intended solely for the purpose of accurately describing
the job and not the person or his/her performance.
If you feel a response or statement contained In this questionnaire should be changed,
please do so on the appropriate page and place your initials next to your recommended
change. Please place your Initlals at the bottom of each page after you have reviewed
that page. The space below Is provided for your general comments.
E_ .
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j I have revlewed.the contents of this questionnaire and confirm that with my suggested
changes (If any), it Is an accurate and complete representation of the job.
Supervisor's signature Data
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I WIbit B
* City of Denton
j weighting of Compensable Factors
Compensable Factor weighting
i Education
Experience 9%
Skills 6
Local Government Skills 4%
10$
Technical Requirements
originality/Creativity 8%
Decision Making 12$ F .
complexity 12$
Budgeting/Planning 10%
Contacts 5&
Work Environment 5$
9%
E,
Direction of others
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Exhibit C
Page: 1
* City of Denton
j Market Analysis
i
000 Denton Market Denton/
Code Job Title Avg Pay Avg Pay Market
MB40 SUPV PARKS 340576 27,288 127%
DD30 LIBRARIAN II 320286 26,508 122%
AB10 LABORER - GRNDSKEEPR 15,456 13,012 1194
DG85 ASST CITY ATTY I 39,250 33,084 119$
CB15 COMPUTER OPERATOR 20,706 17,580 118%
AE30 LIGHT EQUIPMENT OPER 180466 15,771 117%
CE25 ELECTRONIC TECHN 28,523 24,371 117%
GA24 LABORER TEMPORARY 13,042 11,413 114%
DF70 ERG ASSOC I - ELEC 310179 27,337 114%
j DJ30 ASST TO THE CITY MGR 50,045 45,288 111%
DD40 ACCOUNTANT 301441 270548 111%
CC60 WW TREAT SHFT OPR II 24,638 22,345 110%
AAlU CUSTODIAN 150101 13,718 110$
CA20 SHIFT OPERATOR APPR 180408 16,981 108%
MG20 SUPT LEISURE SERV 510418 47,449 108%
„ BE10 ACCOUNTING CLERK 170613 160274 108%
NS45 SUPV VEHICLE MAINT 28,330 26,196 108%
MF10 SUPT PARRS MAINT 510314 48,036 107%
MB30 SUPV FIELD SERVICES 31,158 29,517 106%
CD30 ENG TECH II 26,058 24,733 105%
JA40 DIR LIBRARY 66,456 63,128 105%
ME70 SUPT BUILDING OPER 44,221 42,295 1054
CD20 CODE ENFORCE OFFICER 27,040 25,913 104%
BC10 CLERK TYPIST 14,643 140100 1041%
BE60 WAREHOUSE/PARTS CLK 18,658 18,009 104%
AG10 CIVILIAN JAILER 20,010 19,411 103%
CC10 BOILER FIREMAN 23,046 22,464 103%
CC35 VEHICLE MECHANIC lI 23,797 23,207 103%
MF30 PURCHASING AGENT 470341 464234 102%
M860 FORE W/S FIELD SERV "4,754 330051 102%
DE10 ACCOUNTANT - SrtY7oac ,1143 32,298 102%
iyy`
Wibit C (CuoUnued)
Page; 2
* City of Denton
Market Analys'~S
Oao Denton Market Denton/
Code Job Title Avg Pa'! Avg Pay Market
i
j
BD50 DUPL-PRINTER/OPER 17,389 17,118 102$
DG60 PLANNER - SENIOR 37,939 37,440 1018;
AH10 HEAVY EQUIPMENT OPER 22,520 220312 101%
DC30 HORTICULTURIST 291806 29,557 191%
CD91 BUYER 23,483 230394 100$
CE10 INSPECTOR - BUILDING 30,410 30,441 100$
CB45 LINEMAN APPR II 20,203 20,376 99$
ME80 SUPT ELEC DIST 51,147 51,671 99$
BES1 WORD PROCESSING OPER 16,590 16,779 99$
DI20 ASST CITY ATTY II 41,434 42,420 98%
CD25 ELECTRICIAN 26,445 27,102 98%
CB55 WELDER 220214 22,911 97$
MD25 SUPV WATER PROD OPER 338280 34,337 97$
JA45 DIR PARKS & REC 66,394 68,657 97%
MF20 BUILDING OFFICIAL 51,314 53,113 97$
c055 TRAFFIC SIGNAL TECH 24,571 2f'+607 96$ {
CB50 MAINT MECH II 19,868 20,746 96$
FE10 LIFEGUARD 100109 101571 96$ 1,
M965 FORE ELECTRTG DIST 38,022 39,840 95%
BC60 sWTCHSRD OPER/RECEPT 14,737 150506 95$
JA30 DIR INFO SERVICES 64626 680203 95$ E
JA83 DIR WATER OPER & ENG 53,373 56,387 95$
AC50 MAIN' WRKR-BLDG/GRND 18,075 19,101 95$
DG91 PROG ANALYST III 40,321 42,802 94$
JA25 EXEC DIR FINANCE 72,654 77,391 94$
JA15 DEP CITY MGR/EX DIR 82,243 870676 94$ i
DG92 BUDGET ANALYST 34,112 360693 93$
t ~
CB10 AUXILIARY EQUIP OPER 19,294 200906 92$
BH10 DISPATCHER - PUB SAP 20,715 22,458 92$ ;
CE30 ELECTRICIAN - LEAD 46 488 50,561 92%
ME60 SUPT FLEETS r
d:1'J:4YY
Exhibit C (Continued)
Pages 3
City of Denton
Market Analysis
000 Denton Market Denton/
Code Job Title Avg Pay Avg Pay Market
}
PROD ANALYST II 31,450 34,270 924
ME40 SUPT SOLID WASTE 44,158 48,206 924
MA30 SUPV WAREHOUSE 24,128 26,424 91$
MF50 FIRE MARSHALL 45,677 500028 914
OC25 REC CENTER SUPY 27,743 30,432 911
JA85 EXEC DIR UTILITIES 820243 90,507 914
JA14 EX DIR NUN SER/ECON 71,656 790150 914
JA35 EXEC DIR PLAN A DEV 620254 68,792 901
CC15 COMPUTER OPER - LEAD 24,918 270722 904
JA82 DIR ELECTRIC UTIL 670423 75,614 891
DE90 URBAN PLANNER 28,407 32,090 894
JA80 DIR ENVIRON OPER 53,373 60,339 884
CD40 LINEMAN 251954 290372 884 '
CD96 ELECTRIC METER TECH 27,851 310570 884
BESS MUNICIPL COURT CLERK 16,630 18,986 884 r
MD20 SUPY TRAFFIC 32,427 37,328 874 ,
CE35 LINEMAN - LEAD 30,410 35,112 874
FN10 POOL MANAGER 13,125 15,196 861 ;
JA60 DIR COMMUNITY SERV 55,598 64,748 864
AC30 MET" READER 15,625 18,262 864 4
JA95 DIR TRANS & ENG 54,933 640771 854
CE69 SANITARIAN 27,664 32,627 854 i
AE10 ANIMAL CONTROL OFFCR 171457 20,690 844
OG20 SR SECRETARY 191918 230739 841
DE20 PERSONNEL REP 16,078 19,223 844
FC10 GROUNDSKEEPER II 9,402 11,244 844
DJ20 ASST CITY ATTY - SR 521312 62,596 844
AE40 RESIDENTIAL DRIVER 171368 20,831 834
CC94 PLANNING TECHNICIAN 20,145 24,163 831 r
DF30 FINANCIAL ANALYST 28,954 34,763 834
JA16 DIR PERSONNEL 56,971 680576 834
s
n>•
Exhibit C (Continued)
Page; 3
* City of Denton +Market Analysis
r
s
1
Occ Denton Market Denton/
Code Job Title Avg Pay Avg Pay Market
DE20 PROG ANALYST II 31,450 34,270 924
ME40 SUPT SOLIU WASTE 440158 48,206 924
MA30 SUPV WAREHOUSE 24,128 26,424 914
MF50 FIRE MARSHALL 450677 500028 914
DC25 REC CENTER SUPV 27,743 30,432 914
JA85 EXEC DIR UTILITIES 82,243 90,507 910.
JA14 EX DIR MUN SER/ECON 710656 79,150 914
JA35 EXEC DIR PLAN & DEV 62,254 68,792 904
I' CC15 COMPUTER OPER - LEAD 24,918 27,722 904
t JA82 DIR ELECTRIC UTIL 67,413 75,614 894
DE90 URBAN PLANNER 280407 32,090 894
JA80 DIR ENVIRON OPER 530373 60,339 884 "
CD40 LINEMAN 25,954 29,372 884
CD96 ELECTRIC METER TECH 270851 31,570 884
BESS MUNICIPL COURT CLERK 160630 18,986 884
MD20 SUPV TRAFFIC 32,427 37,328 874
CE35 LINEMAN - LEAD 30,410 35,112 874
FN10 POOL MANAGER 130125 15,196 864
JA60 DIR COMMUNITY SERV 55,598 64,748 864
AC30 METER READER 150625 18,262 864
JA95 DIR TRANS & ENG 540933 640771 85t
CE69 SANITARIAN 27,664 32,627 85%
AE10 ANIMAL CONTROL OFFCR 17,457 200690 844
BG20 SR SECRETARY 190918 230739 84%
BE20 PERSONNEL REP 160078 19,223 844
FC10 GROUNDSKEEPER II 91402 110244 844
DJ20 ASST CITY ATTY - SR 520312 62,596 844
AE40 RESIDENTIAL DRIVER 170368 200831 934
CC94 PLANNING TECHNICIAN 20,145 240163 83t
DF80 FINANCIAL ANALYST 28,954 340763 834 ;
JA16 DIR PERSONNEL 56,971 68,576 834 '
T" F..
i Exhibit C (Continual)
Paget 4
* City of Denton
Market Analysis
oaa Denton Market Denton/
Code Job Title Avg Pay Avg Pay Market
D H40 ENGINEER 40,254 48,522 83$
DB20 RECREATION SPEC I 21,653 26,191 83$
ME50 SUPT STREETS 42,432 51,863 82$
JA75 POLICE CHIEF 620858 76,987 82%
DH60 TREASURER 39,645 48,599 82%
BI10 SECY - EXECUTIVE 22,223 27,281 81%
CE55 ENGINEERING TECH-SR 250418 31,439 81$
FM10 ADMIX INTERN 12,416 15,446 80%
DE60 PERSONNEL SPECIALIST 27,633 35,381 78%
DE40 GUST SVC REP 160702 21,495 78%
f CA40 RECREATION LEADER 16,349 21,043 78%
FF20 PLAYGROUND LEADER 100263 13,472 76%
JA70 FIRE CHIEF 56,014 73,586 76%
DC10 ADMINISTRATIVE ASST 22,799 30,087 76%
DC40 PERSONNEL GENERALIST 200176 26,878 75%
D130 CONTROLLER 400789 550097 74%
MA10 SUPV STREETS 260187 35,612 74$
BA30 DISPATCHER - UTILITY 13,406 180604 72%
CB30 FIRE INSPECTOR 220214 31,279 71$
P020 GROUNDSKEEPER I 91160 12,931 71$
FB10 SCHOOL CROSS GUARD 9;194 13,098 70$ j
DG90 RISK MANAGER 33,634 49,887 67$
DG31 ENG ASSOC II - CIVIL 0 35,81 0%
AC70 ANIMAL CARE ATTENDNT 0 15,854 0%
`f
r
j Exhibit D
}
* City of Denton
Sources of Competitive Data
Name of City or organization
City of Arlington
City of Austin
City of Bryan
City of Carrollton
City oL Dallas f
City of Farmers Branch
City of Fort Worth
City of Garland
City of Grand Prairie
City of Greenville
city of Hurst
t City of Irving
city of Lewisville
City of Lubbock
City of Mesquite
City of Plano i
City of Richardson
Company C - Denton Personnel ASSOC- Survey
survey
Company J - Denton Personnel Assoo,
Company K - Denton Personnel Assoo. Survey
Company BB - Denton Personnel Assoc. Survey
County of Denton
Dallas Water Utilities
Denton Cc
Denton Personnel Associationectric
Denton State School
Jorr;,en I s i
Moore Business Forms
Sally Beauty Texas Municipal League
Texas Women's University
Trinity River Authority
University of North Texas
F
t
.vnuyf rv Ll+rv!!H'an`A 44
t
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Exhibit E
Page: 1
* City of Denton
Proposed Salary structure
(Excluding Executives, Police, Fire, seasonal, Temporary)
Prop Proposed Proposed Proposed
Grd# Minimum Midpoint Maximum
I
1 11,361 14,200 17,039
2 12,723 150904 19,084
3 14,250 17,813 21,374
4 15,960 19,949 230941
t 5 17,876 22,343 26,813
1 6 20,020 25,024 30,031
7 220422 28,028 33,634
8 25,114 31,391 37,671
C '
P
9 28,128 35,158 42,191
10 'J1,502 39,379 47,253 '
i
12 19,516 490396 59,274
13 44,258 55,324 660387
r
E
i
i
U4
k
4
SE3T: Sr~
Exhibit F
1 Page, 1
city of Denton
Proposed Grade Assi9nseasonal, Temporary)
(Excludinli Executives, Police, Fire,
1
Y____
Prop Proposed Proposed Proposed oao code Job Title
Grd# ltiniroum_ Midpoint Maximum_ e
CLERK TYPIST
1 113&1 140200 17,039 BC10
14,200 17,039 AA10 CUSTODIAN
1 11,361 17,039 BA20 LIBRARY AGE
17039 BC60 3WTCH8RD OPER/RECEPT
I 1 11,361 140200
l 1 11,361 14,200
AC70 ANIMAL CARE ATTENDNT
12,723 150904 190084 GRlIDSKEEPR
2 2 12,723 15,904 190084 AB10 LABORER _ SANITATION
2 120723 15,904 .19,084 A830 LABORER LABORER LANDFILL
2 12,723 15,904 191084 AA20 150904 19,084 BC30 LIBRARY CLERK
2 120723 194084 AC20 MAINT WORKER
2 12,723 15,904 AD10 MAINT WORKER TRAF'F'IC
2 12,723 15,904 9;088 AC50 MAINT WR1Ctt-BLDG/GRND
2 12,723 15151904 904 190084 AD30 PARKING ENFORCE OFCR
2 12,723 150904 190084 BA40 PUPPETEER
2 12,723 1
3 BE10 ACCOUNTING CLERK
14,250 17,813 21,374
3 14,250 17,813 211374 AD2 0 CASHIER
AF10 COMMERCIAL DRIVER
3 14,250 17,813 2211374
374 BA30 DISPATCHER - UTILITY
3 14,250 17,813 21 374 BD50 DUPL-pRINTER/OPER
3 14,250 17,813 r BF:87 INFO PROCESSOR
3 14,250 17,813 21,374 TORY ASSISTANT
21,374 CA50 LABOR
14,250 17,813 374 BD21 LAtiDFILL CASHIER
3 140250 17,813 21, AE30 LIGHT EQUIPMENT OPER
3 14,250 17,813 21,374
3 140250 17,813 21,374 AC10 MAINT MECH
813 21,374 CB94 MAINT TECH APPR
h 3 3 1414,,250250 1.771 0813 21,374 AC30 METER pyADER ;
k
3 140250 17,813 21,374 BD70 METER SHOP CLERK
ICIPL COURT CLERK
3 14,250 17,813 21,374 AE40 ~IDENTIAL DRIVER
14,250 17,813 1,374
3 i
i
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, . lirSrr*ti,,
t kY'RVXX: Y
1 R
i
y Exhibit F (Continued)
h
Page: 2
* city of Denton
Proposed Grade Assignments
(Excluding Executives, Police, Fire, Seasonal, Temporary)
000
Prop Proposed Proposed Proposed
3! Grd# Minimum_ Midpoint Maximum- Coda- Job Title-----
3 14,250 170813 21,374 CA20 SHIFT OPERATOR APPR
3 14,250 17,813 210374 AF20 SHUPAK DRIVER
3 14,250 17,813 21,374 BE60 WAREHOUSE/PARTS CLK '
3 140250 17,813 21,374 AC60 WAREHSE/PARTSRM ATTD
3 14,250 17,813 21,374 BE81 WORD PROCESSING OPER
4 15,960 19,949 23,941 CB10 AUXILIARY EQUIP OPER
4 15,960 19,949 23,941 SE70 CASHIER - LEAD
4 150960 19,949 23,941 AE80 CHIEF METER READER
4 15,960 19,949 23,941 AGIO CIVILIAN JAILER
4 150960 19,949 23,941 CB15 COMPUTER OPERATOR
4 15,960 19,949 23,941 BE40 CUST SVC REP
4 15,960 19,949 23,941 CB91 ELEC METER TECH APPR
4 15,960 19,949 23,941 BD60 LIBRARY TECH ASST
4 15,960 190949 23,941 CA10 LINEMAN APPR I !
4 150960 19,949 230941 CC90 MACHINIST/FABRICATOR
4 150960 19,949 23,941 CB50 MAINT MECH II j
E 4 15,960 19,949 23,941 CB51 MNT MECH II SOLID WS
4 150960 19,949 230941 AE20 PARKS LEADPERSON
4 15,960 19,949 23,941 BF20 PARTSROOM LEADPERSON
4 15,960 19,949 23,941 BE20 PERSONNEL REP ?
4 15,960 19,949 230941 CC50 PNEUMTC INSTR TCH AP
4 150960 19,949 23,941 BE80 SECRETARY
4 15,960 190949 23x941 BF40 SECY-CRIMINAL INVEST
4 150960 190949 23,941 BESS SECY-STAT SERVICES
4 150960 190949 230941 BE86 TAX CLERK
4 150960 194949 23,941 AE50 UTILITY SERV WORKER
4 150960 19,949 230941 AE60 WTR MTR REPAIR PERS
5 17,876 22,343 26,813 BG30 ACCTG CLERK SUPV
5 17,876 22,343 26,813 AE10 ANIMAL CONTROL OFFCR
i
t , . , et3+~'~~S.INI(I:s6434wti 1"r+r,
I
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f
Exhibit F (Continued)
Paget 3
* City of Denton
Proposed Grade Assignments
(Excluding Executives, Police, Fire, Seasonal, Temporary)
Prop Proposed Proposed Proposed Occ
Grdj Minimum Midpoint Maximum Code Job Title
5 17,876 22,343 26,813 CD65 CONSTRUCTION COORD
5 17,876 22,343 26,813 DH10 DISPATCHER - PUB SAP -
5 17,876 220343 26,813 CB20 ELECTRICIAN APPR
5 17,876 22,343 260813 CC92 ELECTRONIC TECH APPR i
5 170876 22,343 260813 CB25 ENG TECH I
5 170876 22,343 26,813 CC55 ENGINEERING AIDE-SR
5 17,876 22,343 26,813 CB93 GRAPHIC SIGN TECH
5 170876 220343 .26,813 AH10 HEAVY EQUIPMENT OPER
5 17,876 22,343 26,813 BF10 LIBRARY ASSISTANT
5 17,876 22,343 26,813 CB45 LINEMAN APPR II
5 17,876 22,343 26,813 CC21 METER INFO TECH
5 17,876' 22,343 260813 CA40 RECREATION LEADER
5 170876 22,343 260813 BG20 SR SECRETARY
5 17,876 22,343 26,813 CC35 VEHICLE MECHANIC II
5 170876 220343 260813 C855 WELDER
5 170876 22,343 26,813 CB16 WW SHIFT OPERATOR I
6 20,020 250024 30,031 BH20 ADMIX SECRETARY
6 20,020 25,024 30,031 DC10 ADMINISTRATIVE ASST
6 200020 25,024 300031 CD15 ASST TO BLDG OFFICIA
6 20,020 25,024 30,031 CC10 BOILER FIREMAN
6 200020 250024 30,031 CD90 BUILDING MAINT TECH
6 200020 25,024 300031 CD91 BUYER
6 20,020 25,024 300031 CC93 CIS TECHNICIAN
6 200020 25,024 300031 CD20 CODE ENFORCE OFFICER
6 200020 25,024 300031 BF60 CUST SERV REP SR
l
6 20,020 250024 300031 CD35 HEALTH INSPECTOR It
6 200020 25,024 30,031 CD95 INSPECTOR r- HOUSING ;
6 20,020 250024 300031 CB40 LABORATORY TECH i
6 200020 25,024 30,031 CL`85 MACH/FABRICATOR-LEAD I
6 20,020 25,024 300031 C045 MAINT TECH
i
6f i
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I
~ "ILA, it
t
Exhibit F (Continued)
P
Page: 4
* City of Denton
Proposed Grade Assignments
j (Excluding Executives, Policer Fire, Seasonal, Temporary)
Prop Proposed Proposed Proposed Oco Job Title
Grd# Minimum Midpoint Maximum Code
REPASSSR
6 20,020 25,024 300031 BF40 HUM COURT
6 20,020 25,024 30,031 '
6 20,020 25,024 30,031 0140 SUPV LIBRARY ASST
6 20,020 25,024 30,031 CC71 TAX TECHNICIAN
6 20,020 25,424 30,031 CD55 TRAFFIC SIGNAL TECH
OPR
6 20,020 25,024 30,031 CC65 WATER PROD SHTECH
6 20,020 251024 30,031 CD60 WATER TREATMENT
-LEAD
6 20,020 25,024 30,031 BF50 WORRTECH
6 20,020 250024 30,031 CC91 WW PROCESSING
6 20,020 25,024 30,031 CC60 WW TREAT SHFT OPR II
7 22,422 28,028 33,634 DD40 COMPUTER ACCOUNTANT - LEAH
7 22,422 28,028 33,634
7 220422 28j028 33,634 CE20 ELEEC SWI'T'CHBOARD OPR
t 7 ~2 22,422 28,028 33,634 CD96 ELECTRIC METER TECH j
7 22,422 280028 33,634 CE25 ELECTRONIC TECHN i
7 22,422 28,028 33,634 CD30 ENO TECH II
7 22,422 28,028 33,634 CB30 FIRE INSPECTOR j
7 22,422 28,028 330634 DC30 HORTICULTURIST ,
7 22,422 28,028 33,634 CE10 INSPECTOR - BUILDING `
7 22,422 28,028 33,674 CE11 INSPECTOR - COMB
7 220422 28,028 33,634 CE15 INSPECTOR - ELECTRIC
7 22,422 28 028 330634 CE40 INSPECTOR PLUM NEC ;
7 220422 28,028 33,634 BK10 T,EGAL ASSISTANT 7 22,422 28,028 33,634 CE66 MAINT TECH - LEAD
~ r
7 22,422 28,028 33,634 CC94 PLANNING TECHNICIAN
7 22,422 28,028 33,634 CE45 PNEUMATIC INSTR TECH
7 220422 280028 33,634 CE60 'POLLUTION CNTRL OPFR
7 22,422 280028 33,634 DB10 PROGRAMMER ANALYST I
7 22,422 28,028 33,634 DB20 RECREATION SPEC I i
uwamw~
1St ~i.•y~
t Exhibit F (Continued)
Paget 5
* City of Denton
Proposed Grade Assignments
(Excluding Executives, Police, Fire, Seasonal, Temporary)
3
Prop Proposed Proposed Proposed 000
Grd# Miniikum. Midpoint Maximum Code -_-_Job -Title
M
7 220422 28,028 33,634 CE50 RELIEF SHIFT FIREMAN
7 22,422 28,028 33,634 BI10 SECY EXECUTIVE
7 22,422 28,028 33,634 MB61 SUPV STATIST SERV
7 22,422 280028 33,634 MA30 SVPV WAREHOUSE
8 25,114 31,391 37,671 DC11 ADMINISTRATIVE ASSTS
8 25,114 310391 37,671 CD10 ASSISTANT CHEMIST
8 25,114 31,391 374671 CE68 BLDG MAINT TECH-LEAD
8 25,114 31,391 37,671 M850 CHIEF CASHIER
8 25,114 310391 370671 CE67 CITY SECRETARY
8 25,114 310391 37,671 CD25 ELECTRICIAN
8 25,114 31,391 37,671 DF71 ENG ASSOC I - CIVIL
8 25,114 310391 37,671 DF70 ENG ASSCC I - ELEC
8 25,114 31,391 370671 DF73 EKG ASSOC I - FIRE
B 25,114 310391 37,671 DF72 ENG ASSOC I - TRAFFC ;
8 25,114 31,391 37,671 CE55 ENGINEERIVG TECH-SR
8 25,114 310391 370671 BJ10 EXEC SEC TO CITY MGR
8 25,114 31,391 37,671 CC30 FIRE ARSON/INVFST {
8 25,114 31,391 37,671 DD30 LIBRARIAN II
8 25,114 31,391 37,671 CD40 LINEMAN
8 25,114 310391 370671 DD50 PERS COMPUTR ANALYST
8 259114 31,391 37,671 DC40 PERSONNEL GENERALIST
8 250114 31,391 37,671 CE80 PLANNING TECH GIS-SR
8 25,114 31,391 37,671 DC25 REC CENTER SUPV ;
8 25,114 310391 37,671 DC.1,5 REC SPECIALIST II
8 25,114 310391 37,671 CE69 SANITARIAN
8 25,114 31,391 370671 MS40 SUPV PARKS
8 25,114 31,391 37,671 M835 SUPV SOL WASTE COMM
8 250114 310391 37,671 MD36 SUPV SOL WASTE LANDF
8 25,114 310391 37,671 MA20 SUPV SOLID WASTE RES ;
8 25,114 31,391 37,671 MB81 SUPV SPECIAL PROJECT
r .x pLLrif YLµcWwr.arar. .....n..,w ..cri x.V.teA -a.rr+w.....,..
' #F~{'tf+f1A~4`ld3W
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Exhibit F (Continued)
Page: 6
* City of Denton
s Proposed Grade Assignments
i (Excluding Executives, Police, Fire, seasonal, Temporary)
}
Prop Proposed Proposed Proposed Oco
-
Ord# Minimum Midpoint Maximum Code -----Job Title
F 8 25,114 31,391 37,671 MB45 SUPV VEHICLE MAINT
g 8 25,114 31,391 37,671 CE70 TECHNICAL ASSISTANT
9 28,128 350158 42,191 DE92 ADMIN SERVICES COORD
9 28,128 35,158 42,191 D085 ASST CITY ATTY I
9 28,128 35,158 42,191 CE30 ELECTRICIAN LEAD
9 2813.28 35,158 420191 DG80 EMERGENCY MONT COORD
9 280128 35,158 42,191 DF80 FINANCIAL ANALYST
9 28,128 350158 42,191 MB55 FORE METER REPAIR
9 28,128 35,158 42,191 MB60 FORE WI S FIELD SERV
9 280128 35,158 42,191 C£35 LINE11AN - LEAD
9 28,128 35,158 42,151 DE60 PERSONNEL SPECIALIST
9 28,128 35,158 42,191 DE20 PROG ANALYST II
9 280128 350158 42,191 MB30 SUPV FIELD SERVICES
9 28,128 350158 42,191 MA10 SUPV STREETS
9 28,128 35,158 42,191 MB20 SUPV WATER PROD MNT
9 28,126 35,158 42,191 MB25 SUPV WATER PROD OPER
9 280128 359158 42,191 DE90 URBAN PLANNER
9 28,128 35,158. 42,191 DE15 UTILITIES ACCT - SR
i
10 310502 39,379 470253 DE10 ACCOUNTANT - SENIOR
10 31,502 39,379 47,253 DF30 ADMIN ANALYST
10 31,502 39,379 470253 MC30 AIRPORT MANAGER
10 31,502 39,379 470253 DG92 BUDGET ANALYST
10 310502 39,379 47,253 CE75 BUYER - SENIOR I
10 310502 39,379 47,253 DF50 CIS RATE ADMIN `
10 31,502 39,379 47,253 DF60 COMWTNITY DEV COORD j
10 31,502 39,379 470253 DESO ENERGY INFO SPEC 3
10 310502 39,379 47,253 DG31 ENG ASSOC II - CIVIL
10 31,502 39,379 47,253 DG30 ENG ASSOC 11 - ELEC
10 31,502 39,379 47,253 MB80 FORE ELEC MAINT
j Exhibit F (C0800ued)
r Pages 7
* City of Denton
t? Proposed Grade Assignments orary)
(Exoluding Exeoutives, police, Fire, Seasonal, Temp
t
i Prop Proposed Proposed Proposed Ooo Job Title
4 Ord Minimum Midpoint lfaximum code
10 31,50? 39,379 47,253 MB75 FORE ELEC PROD OPER
10 311502 39,379 470253 MB65 FORE ELECTRIC DIET
10 31,502 39,379 47,253 M070 FORE METERING/SUBST
10 31,502 390379 47,253 MB71 FORE SUBSTATIONS
10 31,502 39,379 47,253 MB15 FORE WSTWTR TRTM MNT
10 31,502 39,379 47,253 M810 FORE WSSiM TRTMT OP
10 31,502 39,379 470253 DF61 MAIN STREET COORD
10 31,502 39,379 47,253 DF40 MUNICIPL COURT ADMIN
10 31,502 390379 47,253 DF85 PARKS PLANNIN COORD
10 31,502 39,379 47,253 pG60 PLANNER
10 31,502 39,379 47,253 MD20 SUPV TRAFFIC
35,283 44,102 52,924 DI20 ASST CITY ATTY II
11 440102 52,924 DJ30 ASST TO THE CITY MGR
11 35,283 52,924 DG40 BUDGET is RATE ADMIN
11 35,283 44,102 DE93 CHEMIST
11 350283 440102 52,924
52,924 DP75 LEISURE SERV AD14IN
11 35,283 44 102 52,924 D150 LIBRARIAN III
21 351283 52 924 DE94 PRETREAT FROG COORD I'
11 35,283 44,102 DGgl FROG ANALYST III `
it 35,283 44,102 52,924 44,102 52,924 DF90 PUB INFO COORD UTXL
11 35,283 it 35,283 44,102 52,924 MD40 SUPV ELEC
11 35,283 44,102 52,924 MD10 SUPV ENO TECH
11 35,283 440102 520924 MC10 SUPV OFFICE AUTOMAT i•
39,516 491396 590274 MF20 BUILDING OFFICIAL
12
12 39,516 49,396 59,274 MF40 CUST SVC MGR
12 39,516 49,396 59,274 D160 DATA BASE ADMIN
12 390516 49,396 59,274 DH40 ENGINEER
12 39,516 49,396 590274 MD60 ENV HEALTH SERV MGR
12 39,516 49,396 59,274 DH50 ENVIRON SERV ADMIN i
,
l5ir."Y,iF4Mjq
t
E IWI F (Continued)
City of Denton * Page: s
Proposed Grade Assignments
(Excluding Executives, Police, Fire, Seasonal, Temporary)
Prop Proposed Proposed Proposed Occ
Grd# Minimum Midpoint Maximum Code
Job Title
-
12 39,516 490396 59,274 MF50 FIRE MARSHALL,
12 39,516 49,396 590274 MF30 PURCHASING AGENT
12 390516 49,396 59,274 OG90 RISK MANAGER
12 390516 49,396 590274 ME70 SUPT BUILDING OPER
12 39,516 49,396 59,274 ME60 SUPT FLEETS
1
12 39#516 49,396 590274 MP10 SUPT 2 39,516 49,396 59,274 MG20 SUPT LEISURE SERV
12 39,516 490396 •59,274 ME40 SUPT SOLID WAXAXNT
STE
12 390516. 49,396 59,274 ME50 SUPT STREETS
12 39,516 490396 590274 ME30 SUPT WATWSEWER D18
1 12 390516 49,396 59,274 DH60 TREASURER
13 44,258 55,324 660387 DJ20 ASST CITY ATTY - SR
13 44,258 55,324 660387 D130 CONTROLLER
13 44,258 55,324 660387 MG10 ELECTRIC PROD MGR
13 440258 55,324 660387 0111 ENG ADMIN - CIVIL
r
13 440258 550324 660387 DI10 ENO ADMIN - ELEC
13 44,258 55,324 66,387 ME80 SUPT ELEC DIST i'
13 44,258 551324 66,387 ME90 SUPT METERING/SUBST
13 44,258 55,324 66,387 ME20 SUPT WASTEWATER TR'1'` f
13 440258 55,324 660387 ME10 WATER PROD MGR
1
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5
Exhibit G
City of Denton
3awple Merit Guideline Chart
for Exempt Positions
Distribution First Second Third Fourth
Performance Level Percentage Quartile Quartile Quartile Quartile
Far Exceeds 103 143 193 123 lit
J i
Frequently
Exceeds 203 123 113 103 93
k
Meets
Expectations 603 103 93 83 73
Needs
improvement 103 03 03 03 Ot ;
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Exhibit H
* City of Denton
Sample Merit Guideline Chart
E for Non-Exempt Positions j
Distribution First Second Third Fourth
Performance Level Percentage Quartile
Quartile Quartile Quartile
Consistently
Exceeds
11% 10% 9%
meets 10% 121<
Requirements E30$ SO} 94 st 7%
Needs
y Improvement 10% 04 0% 0% 0;
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