Loading...
HomeMy WebLinkAbout08-27-1991 k 1 et ii i AGENDA 1 CITY OF DENTON CITY COUNCIL August 27, 1991 Work Session of the City of Denton City Council on Tuesday, August 27, 1991, at 5:15 p.m. in the Civil Defense Room of City Hall, 215 E. McKinney, Denton, Texas at which the following items will be considered: i Note: Any item listed on the Agenda for the Work Session may } also be considered as part of the Agenda for the Regular Meeting. , 5:15 P.M. 1. Executive Session: A. Legal Matters Under Sec. 2(e), Art. 6252-17 V.A.T.S. 1. Hold a discussion regarding Flow Hospital. B. Real Estate Under Sec. 2(f), Art. 6252-17 j V.A.T.S. j C. Personnel/Board Appointments Under Sec, 2(g), s Art 6252-17 V.A.T.S. 2. Receive an update and hold a discussion regarding a;a final report on the Mercer study. l Special Call Session of the City of Denton City Council on Tuesday, Aug►ist 27, 1991, at 7:00 p.m. in the Council Chambers Denton, Texas at which the iHall, 215 E, tems will be c sidered: following 7:00 p.m. t 1. Pledge of Allegiance 2, consider a motion to approve the 1991-92 hotel/motel I tax recipient budgets as presented and submitted to the city Council. 3, Hold a public hearing regarding the adoption of the proposed 1991-92 City of Denton Annual Program of { Serviceu. NOTE: Following the conclusion of the public hearing, the city council will reconvened in the Civil Defense ROOM at which time the following item will be considered Hold a discussion and give staff direct.ton regarding j budget issues for the 1991-92 fiscal year. 1 Ya' r. j t I l S City of Denton City Council Agenda August 27, 1991 Page 2 E CITY S THY, RI TO NOTE:T EXECUTIVE SESSION ATUANYLTIMER~EGARD NG ANY rITEM FOROWHICHNIT IS LEGALLY PERMISSIBLE. } C B R T I F I 0 A T F i I certify that the a ovo notice of meeting was posted on the ~ Denton, o'clock bulletin board at the City Hall of the City of on the _ day of 1991 (a.m.) (p.m.) CITY SECRETARY 3430C j j F 4 { y.. ti 1 k t 1 ~ od- MEMORANDUM TO: Betty McKean, Executive Director - Municipal Services/Economic Development j FROH: Thomas W. Klinck, Director, Personnel/Employee Relations Department t DATE: August 23, 1991 SUBJECT: Final Report on Compensation/Classification Program - Comprehensive Study, Evaluation, and Recommendations by William M, Mercer, Inc. Betty, this memo outlines the final results of the comprehensive study, evaluation, and recommendations on the City's Compensation and Classification Program conducted by William M. Mercer, Incorporated over the past two and one-half years, Mercer's final report and recommendations are included and will be referred to in order to provide information on their recommendations for new, refined compensation philosophy, classification and compensation components, performance management program, pay plans, and implementation alternatives, B c_ a koro4tW of, the study In the 1988/89 Budget, the City Council approved one-half ($55,700) the funding for a comprehensive compensation and classification program study. ' The remainder was funded by Council in the 1989190 Budget. The consulting firm selected by the City Council to conduct this study was William M. Mercer, Incorporated, Implementation recommendations in the 1990/91 budget year were delayed due to budgetary constraints. A phased implementation is recommended for the 1991/92 and 1992/93 budget years (as explained below), Meroer Study APPJ`gic-i? The approach to the study focused on these major components: o In-depth discussions with all levels of Management and City Council Members; 0 Development of a compensation philosophy, from which goals and objectives and a strategy defined. The City's recommended philosophy is as follows: i o To compensate all employees in direct relation to the value of the position and their contribution to the success of the Department 4{` and the City. o To strive to be competitive at the 50th percentile of the composite market based on actual salaries paid within the market. i ~i ja z `J i { August 23, 19y1 Memo to B. McKean Final Mercer Report Page 2 driven by three compensation The City has developed a compensation strategy 4 elements: i 0 Basic or Fundamental Compensation i o Management and Supervision compens-tion 1 ! o individual Contributor Compensation i Job AntLI)Lsi_r j A Position Responsibility Questionnaire was developed and completed by over 95% of employees in approximately 240 positions. From the position questionnaires, a ranking of positions was established. Job descriptions mum were updated to reflect 'emajor flectdtheespecificsfactorslwhichfindicatedlevel of qualifications, and contribution for each compensation factor. Mercer has recommended a review of approximately one-third of the job descriptions each year. Currently, the Personnel Oepartment is not staffed to conduct a comprehensive review of approximately 90 fob descriptions each t year. However, as vacancies in positions occur and departments request re- i classifications of positions, we will review job descriptions as a part, of the recruitment and/or re-classification process. This will ensure positions reasonably reflect the current major duties, responsibilities, and minimum qualifications. j ltarkqt AnAl-Y-sLs~ Mercer researched and conducted a comprehensive salary survey of matched positions in our organization with 47% of those in similar organization (based on actual average salaries of incumbents). These organizations included cities and private sector organizations with whom we cwpete for labor. Both the job analysis and the market analysis were used in creating a recommended salary structure. Using these two wage and salary 3 administration tools, all non-Civil Service positions in the city have been ranked into 13 grades. Mercer recommends a 12% incremental increase between grades. Within each grade, "ranges" have been established which include a minimum, midpoint, and maximum rate. The minimum range is the point at which an individual meets the minimum qualifications for a ,lob. The midpoint of the salary range reflects an employea who is demonstrating mastery of all positions duties and responsibilities. The employee who demonstrates significantly advanced performance in a position would have an opportunity to be compensated up to the maximum salary. 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' walles. The minimum rate is set at 80% of the competitive rate and the maximum of a salary range is at 120% of the competitive rate, i T_ _ 1 n August 23, 1991 Memo to B. McKean - Final Mercer Report Page 3 If pay Grades Mercer is recommending that each of the City's 5 current job families be retained for administrative purposes and that jobs within the families be 1 placed in the appropriate grades. j - Service/Maintenance I - Office Support - Technical/Paraprofessional j - Professional - Management/Supervision police anti Fireq, pet plans j Police Officers and Fire Fighters are governed by the State Civil Service Law. A separate pay structure is being recommended based on market data on starting rates of pay and average actual pay. The focus of the competitive i rate of pay was placed on the positions of Police Officers and Fire Fighters, romotions a are these based r on twritten texamination iandtarecfilledcfrom recruits, the t P organization, 1 Subject to budgetary constraints, conKnand positions will include an annual step adjustment in order to bring these position., closer to market. Separate Recruit Pay Plans (Police and Fire) are also recommended for entry positions since these positions are non-Civil Service. This will allow the Police Chief and Fire Chief to compensate recruit employees based on their performance and their success in demonstrating competency during the one- year job training period. r iX_q_outive Lay PJ9!1 In an effort to provide proper incentives and compensation for the leadership and management of the City and to better manage long term executive ccnpensation consistent with the city's compensation philosophy and goals and objectives, an Executive pay plan is being recommended. The competitive rate was established by surveying comparable cities and matching comparable executive positions, The actual salaries of survey incumbents was averaged to establish the competitive rate. The proposed grade minimum was established at 80% of the competitive rate. The competitive rate (100%) represents path the midpoint and the proposed maximum salary for each position. The executive pay plan consists of five (6) grades with a 10% incremental increase between each grade. Like the pay-for-performance program for non-Civil Service employees, an executive is eligible for an increase in base salary based on performance and current salary. Mercer, recommends that once an executive reaches the competitive rate (maximum salary) for his/her position, he/she would no longer be eligible for any base salary increases, is p..r i j(s t . August 23, 1991 E Memo to Br McKean - Final Mercer Report Page 4 ` j All executive incumbents are eligible for a Long Term Business Strategy I Incentive Program which provides annual consideration of a lump-sum ' incentive award (0 - 6%) providing an Executive's contribution to the City's I j mission, and long range strategic plan is evaluated by the City Manager to l exceed or far exceed requiromeots. Seasonal by.. Pun Mercer recommends dividing Seasonal employees into five 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. The employees in the seasonal pay plan would be eligible for a group increase consistent with other city employees during the 1991/92 Budget year, Due to budget constraints, the recommended r structure proposed by Mercer would be recommended for implementation in the 1992/93 Budget year. Performance Hgnaaemerlt Pronre Review Mercer recommends that the City implement a fully funded pay-for-performance program to reward individual performance in a position, The pay-for-performance dollars will be used to reward an individual employee k based solely on contribution and performance, Mercer has determined the methodology and process of conducting performance appraisals with each individual nonexempt, exempt and management employee is sound and allows for fair and objective feedback on performance across City Departments. To reflect the new rrpay-for-performance" philosophy, Mercer has recommended changing the terminology associated with salary increases from Satisfactory Performance Increases (SPI) to Performance Rating Incentives (PRI). Based on the assessed performance of the employee, and current salary, managers or supervisors would evaluate the employee's performance and appropriately award the employee a performance incentive, as determined during the annual budget process. All employees within the same pay plan will recraive annual reviews and recommendations for increases at the same time each year as follows: Service/Maintenance - October 1 ' i - Office Support - November 1 - Teclmical/Paraprofessional December 1 - Professional, Management/Supervision and Executive - January 1 - police and Fire will continue to use current civil service standards A_I?9 eril-4 A formal appeals committee has been appointed, consisting of three Directors ns standing committee members and three alternates. Members will hear appeals that have been determined by an Executive Director as having been misaligned in ranking on the proposed pay plan. A committee member is t August 23, 1991 Memo to B. McKean - Final Mercer Report Page 5 precluded from hearing an appeal on a position if the appealing Executive Director has authority over that committee member's area of responsibility. In those cases, an alternate committee member will serve.. An appeals process has been instituted requiring all appeals to be submitted, in writing, through the respective Director and Executive Director, along with a recommendation of support or non-support. Additionally, a new position questionnaire must be completed in support of the appeal. All appeals must be submitted prior to September 15, 1991, and final determinations will be made by the Appeals Committee prior to October 31, 1991. Subsequently, the Executive Committee will evaluate the need to continue this committee, as recommended by Mercer, for appeals after October 31, 1991. Eroc0ure1 an Practices Mercer has assisted the city in developing procedural guidelines and practice standards to implement the recommendations for the new salary ; management program. Much like the current Supervisor's Training Manual. The Procedural Guidelines and Practice Standards Manual will serve to provide supervisors and management with information related to hiring guidelines, ; promotions, performance evaluations, eto. Tra PJj g 4f EMpl9yeec h Upon approval of the new salary implementation program by City Council, Mercer will assist in providing necessary training to ensure that managers and supervisory staff are able to fairly and effectively evaluate employees and administer the salary process. Additionally, Mercer will aid in planning training activities and communicating the new salary program to all employees. , ftut st-gs i f During the remaining months toward implementation, the following activities will be completed in preparation for implementation (with City Council approval): Conduct and complete appeals process, Determine appropriate process for budgeting in future years, Re-configure computer, finalize administrative procedures and processes. ImLleme_lrtatioo 'oats It is the staff recommendation that the City Council carefully weigh the value per dollar of full implementation of this now system against the phased-in approach which could be implemented using existing funds Using a "phased approach," the only part of the new system that coin' be implemented during the 1991/92 budget year (first phase) would bi the new salary structure (non-Civil Service); realignment of positions within the 13 recommended grades; the Police and Fire Pay Plans (including Recruit Plans); i 4 i 1 August 23, 1991 Memo to B. McKean - Final Mercer Report Page 6 j a 3% adjustment for all employees (for those not adjusted to the new i minimum); a 3% adjustment for current Seasonal Pay Plan, and adjustments for executives on the Executive Pay Plan. Pay-forroerformance (non-Civil F Service) would be recommended for implementatic.i in the 1992/93 budget presented to City Council. In the first phase, salaries of employees below the newly assigned salary range minimum would be brought up to the new minimum salary; all other employees would receive a 3% group performance increase. The cost to the general fund to implement this 1991/92 portion of the first phase is shown below; Oaryeral Funs (ltlc_lud nj~C e end F re October 1, 1991 January 1, 1992 - 3% group performance $4660000 $363,760 E - Employees to minimum 1919762 1430822 Subtotals $676,762 $6072672 In addition to the general fund, other city funda will be affected as follows: ecreat o_., F ectric,. Woter/Waste ter. 40tati_lor Fy-qo October 1, 1991 January 1, 1992 - 3% group performance $316,708 52361781 i - Employees to minimum 63,760 401320 - Subtotals $369,468 $277,101 Thus, the total impact to the City's budget for an October 'l, 1991, implementation would be approximately $1,046,230. For a January 1, 1992, implementation would be approximately $784,663. E It is Important to preserve the integrity of the new program, whiio realizing that implementation represents a cultural shift in the organization. Thus, the phased implementation will allow time to communicate with employees and to facilitate a comprehensive transit;on to the new "pay-tor-performance" program, The 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 new salary grade (whichever Is greater). This proposal would also allow the City to continue funding the current Merit/Step Program during October 1, 1991 through December 31, 1991. j Those employees who might be eligible for a merit or step Increase during I this time period would, then not be eligible for the full "to minimum" amount or the 3% adjustment, Ei 1• Y 'a i ii F 1~ a j { I August 23, 1991 Menlo to B. McKean - Final Mercer Report ` Page 7 Alternatively, an October 1, 1991, implementation, with Council s I{ consideration, will avoid much of the administrative confusion that will occur between October i, 1991, and January 1, 1991, if the latter kkkk implementation date is selected. Therefore, to receive a return on the substantial investment the City has made both financially and phi}osophicMofcarfunding alternative that promotes the most Council's consideration effective transition to the new salary management program. nd phase ~ The staff will develop and present alternatives for trgpeaformance 4E implementation of a fully-funded and functioning pay- for component and recommend implementation options effective October 1, 1992, i for the 1992/93 Budget year, s~mmarv While the allowed management and employeesnthetopportunityhtofpryear oviderconsiderable has nd input t and definition to a new, sophisticated compensation and classification i program. Employees will benefit from a more equitable and consistent pay structure; managers will benefit from greater flexibility in recruiting and hiring. The city will be able to assess and maintain its labor competitiveness as conditions in the market change over time, A phased-in implementation of this program will place the City in a position to move forward in the next budget year to meet the needs of its employees. When fully funded, we are confident that this new program will provide an equitable distribution of available monetary rewards to employees based on their contributions to the department's and the City's delivery of quality services to the citizens of Oenton. Please let me know if you need additional information concerning this report. I' j Thank you. i I~ 1 f Thomas W, Klinck bmmii0,prn (tkiimarce.rep) r 8/23/91 i _ F PS4 t+bY4XF~ 1) 1{ CITY of DENTON, TEXAS MUNICIPAL BUILDING / 215 E. McKINNEY DENTON, TEXAS 76201 MEMORANDUM DATE: August 20, 1991 T0: The Honorable Mayor and Members of the City Council John F. McGrane, Executive Director of Finance ~ FROM: SUBJECT: APPROVAL OF HOTEL/MOTEL TAR RECIPIENT BUDGETS Pursuant to Chapter 23 by l thof the e 71st LegeslaTax tive ~Sessinnamthee City House Bill No. 0 Accordingly, council must approve, in writing, the annual program of service of each j party receiving hotel/motel tax revenue. is requesed ientt budgets as al ready pre ent d Band 199submi1-92 lduring tax reci p prior budget deliberations.: said bud s are For your cAnvY view a ofd theseatbudgetsefinds that each tagency attached. complies with budgeting provisions as stated in Chapter 351 of ' the Tax Code Please advise if you need additional information. ~i 1 JFMcGta£ Attachments .y 5960E 8171566.8200 A/FW METRO 434.2529 1 tte ~ 1 4t Y ej h DENTON COUNT' i HISTOFUCA[. MUSEUM. INC. E PO Box 2800• Denton, Texas 78204, 1817) 383••8073 DENTON COUNTY HISTORICAL MUSEUM, INC. PROPOSED BUDGET, FY 91-92 (07-10-91) f { Budget Budget Category Description FY 90-91 FY 91-9kc SALARIES 1.01 Director's salary $ 20256.82 $ 21269.66 i I 1,02 Educator's Salary $ 13556.40 $ 14234.22 1.05 CWSP (12 Months) $ 5600.00 $ 5600.00 1.05A CWSP Benefits s 1002.40 $ 1002.40 SUB-'TOTALS $ 40415.62 $ 42106.28 i i jII EXPENDITURES (N2--Lalor, N3--Other) 2,01-3.01 Memb.-Subscriptions $ 300.00 $ 300.00 Tourism Prom. $ 1700.00 $ 1900,00 2,02-3.02 Training) IRS Forms $ 900.00 $ 1100.00 i Audit, 2,05-3.05 200.00 $ 250.00 { 3.06 Trustees Projects $ 2.08-3.08 Consultants, Proj. $ 1000.00 $ 500.00 $ 3100.00 $ 4000.00 2,09-3.09 Insurance $ 2000.00 $ 2000.00 2,10-3.10 Exhibits 2.11-3.11 Office Supplies, Equip. $ 300.00 $ 300.00 2.12-3.12 Collection Mang. $ 1250.00 $ 1800.00 500.00 $ 900.00 i LJ $ 2.13-3.13 Computer Accessories 900.00 t 500.00 2.14-3.14 Travel, Mileage 2500.00 $ 2000 00 2.16-3.16 Contingency Funds $ 1000.00 $ 1200,00 2.17-3.17 Education 200.00 $ 200.00 2.18-3.18 Docent-Volunteer Prog. $ 1000.00 $ 500.00 2.19-3.19 O&M, Security 1200.00 $ 1200.00 2.20-3.20 Reserve, Savings $ 200.00 2.21-3.21 Director's Account $ 200.00 $ SUB- TOTALS 182 0.0 6 _f 188 -0- 6M6.28 S 866. Page 1 Of 2 5 S L DENTON COUNTY HISTORICAL MUSEUM, INC PROPOSED BUDGET, FY 91-92 (07-10-91) E Budget Budget FY 90-91 FY 91-92 Category Description INCOME ; Lalor, Hotel Tax $ 44000.00 t 45486.28 4.01 Grants: $ 5000.00 $ 5000.00 5.01 DBL Grant $ 500,00 $ 500.00 5.02 THC Grant $ 1500.00 $ 1300.00 5.03 HSDC Grant $ 5.04 other Grants _ $ 7000.00 $ 6800.00 5ub-Total other Income: 3 6.01 Gift Shop Transfer $ 1495005..00 62 $ $ 9 150000.00 .00 6.02 Donations 3870.00 $ 3910.00 6,03 CWSP Reimbt:rsement $ 600,00 6.04 Now Acct. Interest $ 500.00 $ 650.00 J 6.05 MM Acct. Interest $ 5600.00 $ 00.00 $ 600.00 1 6.06 Workshop Fees 6.07 User Fees $ 100.00 $ 250.00 .0_ $ 150.00 6.09 Misc. Income $ _0- $ 50.00 7.00 NT Savings, Interest $ 766 .62 $ 8670.00 f Sub-Total See Below $ 58665.62 $ 60956.28 GRAND TOTALS 'l S i GIFT SHOP OPERATION G ft S op Revenue $ 4900.00 $ 5200.00 98..001 1 Gift Shop Supplies $ 1000.00 $ 1500,00 9.02 Gift Shop Consignments $ 1800.00 $ 1000.00 $ 600.00 $ 400.00 9.03 Gift shop sales Tax 1,500.00 $ 1500.00 Transfer, Gen. Acct. $ 9.04 page 2 of 2 t l' i I ~f 0 C PC) I I DENTON COUNTY HISTORICAL MUSEUM FINANCIAL STATEMENTS SEPTEMBER 30, 1990 t s i , I ~ f , , y , x I b i TABLE OF CONTENTS PAGE Accountants' Opinion . . . . . . . . . . . . . . . . . . . . . . . . 1-2 Combined Balance Sheet . . . 3 Statement of Revenues, Expenditures and Changes in Fund Balance . . . . . . . . . . . . . . . . . . . . . . . . 4 3 Statement of Sources and Uses of Cash, . , . . . . . . . . . . 5 Notes to Financial Statements. . . . . 6-8 Statement of Changes In General Fixed Assets . . . . . . 9 Combining Statement of Revenues, Expenditures and ; Changes In Fund Balances. . . . . . . . . . . . . . 10-11 i Combined Statement of Revenues and Expenditures c ' Budget and Actual . . . . . . . . . . . . . . . . . . . 12 ; ,r 1 1 f i MEMBERS } MEMBER! AMERICAN INSTITUTE Of I I TILOSS00MOF CERTIFIED PUBLIC ACCOUNTANTS CERTtfIE0 0l1BUC ACCOUNTANTS HANKINS, POWERS, EASTUP, DEATON & TONN A Professional Corporation CERTIFIED PUBLIC ACCOUNTANTS i 902 NORTH LOcus - • P.O. 8OX 477 DENTON, TEXAS 762020477 617.367-6663 4 ACCOUNTANTS' OPINION I Board of Directors S Denton County Historical Museum P,O. Box 2184 I Denton, Texas 76202 5 I We have examined the balance sheet of the Denton County Historical Museum as of September 30, 1990, and the related statements of revenues, expenditures, and changes in fund balances, and of sources and uses of cash for the year ended September 309 1990. These financial statements are the responsibilty of the Museum's management. Our respon- sibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with generally accepted auditing standards. Those standards require that we plan and performaudit to statements obtain reasonable assurance about whether the financial Free of material misstatement, An audit includes examining, on a test P i basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion, I In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the Denton County H storical Museum as of September 30, 1490, and the results of its operations and its cash flows for the year then ended in conformity with 1 generally accepted accounting principles. Our audit was made for the purpose of forming an opinion on the basic financial statements taken as a whole, The statement of changes in general fixed assets, combining statement of revenues, expenditures and changes in fund balances, and combined statement of revenues and { expenditures budget and actual on pages 9 through 12 are presented for the i purpose of additional analysis and is not a required part of the basic ~I I t i Page 2 Board of Directors Denton County Historical Museum I financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and, in our opinion, is fairly stated in all material respects in relation to the I basic financial statements taken as a whole. Hankins, Powers, Eastup, Denton & Tonn A Professional Corporation CFrtified Public Accountants January 3, 1991 `-i k ~ I I I 4 s `IA, I I.. M DENTON COUNTY HISTORICAL MUSEUM COMBINED BALANCE SHEET SEPTEMBER 30, 1990 k~ GENERAL GENERAL FIXED FUND _ ASSETS TOTAL ASSETS Cash on Hand - Gift Shop $ 131 S 131 Cash - Museum account 189279 180219 Cash - Directur's account 219 219 Cash Money Market 5,346 5,346 Cash - Memorial Fund 801 801 Certificate of deposit 60000 69000 Prepaid insurance 906 906 Prepaid payroll taxes 368 368 Collections (Note 5) Fixed assets (Note 4) Office furniture and equipment 5 15,449 15,449 i. Other equipment 190991 19,991 4 Total Assets S 32,050 S 35440 $ 67,490 { I LIABILITIES aTes taxes payable S 141 $ 141 Total Liabilities 141 141 FUNO E.QUiTY Investment in general fixed assets $ 35,440 35,440 Fund Balances; Unappropriated 31,909 31,909 Total Fund Equity 310909 35,440 670349 Total Liabilities and Fund Equity $ 32,050 $ 35,440 S 67,490 t , i j j i See Accompanying Notes To Financial Statements, { 3 I~ i 1>F'd\tiy IENTON COUNTY HISTORICAL MUSEUM STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE FOR THE YEAR ENDED SEPTEMBER 30, 1990 REVENUES: Hotel occupancy tax (Note 3) 5'46,646- Grant:; 4,127... Work study 41177 Donations 1,155 Gift shop 41254• Interest 10463 Workshop fees 165 i User fees 146• ff Miscellaneous 372- Total Revenues 62,505 EXPENDITURES: Director's salary 19,584 ; Educator's salary 11,555 Work study salaries 5,274 Payroll taxes 472 Membership/subscriptions 202 Professional training 1,450 1 Gift shop supplies 826 ` Computer accessories 260 Legal and accounting 900 j Trustee's.proJect 15 Education supplies 925 t Consultants 10999 Insurance 20370 Exhibit supplies 10791 Office supplies 249 Collection management 944 I Travel 464 Grant participation 59281 - Docent/Volunteer program 30 Security and maintenance 707 Directors account 169 ! Gift Shop Consignments 1,243 Total Expenditures _56,709 Excess Revenues Over Expenditures 50796 kk Fund Balance, September 300 1989 26,113 fFund Balance, September 30, 1990 S X1:909 ) See Accompanying Notes To Financial Statements. 4 1. t 1 DENTON COUNTY HISTORICAL MUSEUM :OR STATEMENT THE N SOURCES S CASH YEAR ENDED SEPTEMBER 30F 990 i i Sources of Cash: Hotel occupancy tax S 460646 Grants 4,127 Workstudy 4,177 Donations 11155 Gift shop 4,254 Interest income 11463 Prepaid insurance 25 Other Sources 683 Total Sources Of Cash 62,530 3 Uses of Cash: Salaries 36,413 Prafessanal training 10450 Consultant 11999 Insurance 2,370 Grant participation 5+281 Payroll taxes 472 i Prepaid payroll taxes 365 tax 220 E ~ Gifts shop consignment/supplies 20069 t Exhibit supplies 1,791 Other uses 4;864- Total Uses Of Cash 57,291 G Increase In Cash 5,233 Cash, September 30, 1989 25,543 Cash, September 30, 1990 130 776 i i W See Accompanying Notes To Financial Statements. i 5 %W i, DENTON COUNTY HISTORICAL MUSEUM NOTES TO FINANCIAL STATEMENTS SEPTEMBER 30, 1990 NOTE 1 - SIGNIFICANT ACCOUNTING POLICIES The accounts of the Oentcn County Historical Museum are organized on. the basis of funds and account groups, each of which is considered a separate accounting entity, The operations of each fund are accounted for with a separate set of self-balancing accounts that compose its assets, liabilities, fund equity, revenues, and expendi- tures. In the financial statements in this report, the various funds are grouped into the following fund types and categories: t ~ General Fund - The General Fund is the general operating fund of the Museum. It is used to account for all financial resources except those required to be accounted for in another eund, Fixed Assets: i Fixed assets used in fund type operations (general fixed assets) are accounted for in the General Fixed Assets Account Group. No depreciation has been provided on general fixed assets. All fixed assets are valued at historical cost or estimated historical cost if actual historical cost is not available. Donated fixed assets are valued at their estimated fair value on the date donated (see Note 4). F 'asis of Accounting: i ,asis of accounting refers to "when" revenues and expenditures are recognized In the accounts and reported in the financial statements. B+isis of accounting relates to the "timing" of the measurements made, regardless of the measurement focus applied. All governmental funds are accounted for using the modified accrual basis of accounting, Their revenues are recognized when they become measureable and avail- able as net current assets, f Under the modified accrual basis of accounting, expenditures are generally recognized ! when the related fund liability is incurred. Exceptions to this general rule include principal and interest on general long-term debt which is recognized when due. NOTE 2 - LEGALLY INCORPORATED ENTITY The Denton County Historical Museum was founded on May 6, 1977. The Museum was legally incorporated in the State of Texas on April 19, 1979. Exemption status under j Sec. 501(c)(3) was obtained on March 21, 1980. 6 1 t is DENTON COUNTY HISTORICAL MUSEUM NOTES TO FINANCIAL STATEMENTS (CONTINUED) SEPTEMBER 30. 1990 ~i NOTE 3 - HOTEL/MOTEL OCCUPANCY TAX REVENUE j Hotel-motel room occupancy tax is collected by the City of Denton. The City of Denton allocates a portion equal to 3% of the total hotel-motel revenue to the j Denton Cultural Confederation, which then reallocates 2% to the Greater Denton Arts a Council and 1% to the Denton County Historical Foundation. The Denton County Historical Foundation disburses these funds to the;^6enton County Histooical Commission and the Denton County Historical Museum on the basis of budget requests E and availWl ity of funds. The total received by the Denton County Historical Museum I for the year as as follows; Quarter ended December 31, 1989 $12,225.40 J Quarter ended March 31, 1990 8,924.62 l i Quarter ended June 30, 1990 12,490.98 Quarter ended September 30, 1990 13,005.25 $46,646.25 ,l NOTE 4 - GENERAL FIXED ASSETS i The Museum received a grant that included plexigiass for display cases from Lhe Den- ton Benefit League. The improvements to the display cases were made for a total of $1,875!00, i" Fixed Assets From Donations l Prior to September 30,_1989, Denton Benefit League $ 9,603 Denton Sesquicentennial 26019 Denton County Historical Commission and Foundation 9,097 Texas Historical Commission 280 IBM 3,436 ~ Total $24,434 i l i Over the life of the Museum, other organizations have donated various furniture and equipment without submitting a market value,, The Museum, as the donee, is unable to objectively value a gift and therefore, has not placed a value on these items. The majority of furniture and equipment, however, is rl.corded in the above list, I~ r E f T~- ♦9 'n t 'r'r; er skVf'f'~y`SpA, jI DENTON COUNTY HISTORICAL MUSEUM NOTES TO FINANCIAL STATEMENTS (CONTINUED) j SEPTEMBER 30, 1990 NOTE 5 - COLLECTIONS In conformity with the practice followed by many museums, donated collections are not included in the balance shaet, it is impracticable to value these gifts; therefore, ! they are not capitalized. The newly-acquired items are cataloged in a register of accessions, but no value Is placed on these items. a f .1 I s I KA, f k DENTON COUNTY HISTORICAL MUSEUM STATEMENT OF CHANGES IN GENERAL FIXED ASSETS FOR THE YEAR ENDED SPETEMBER 30 1990 3 Balance 8aiance 9-30-89 Additions Retirements 9-30-90 General Fixed Assets; Office equipment $139574 $ 1,875 $15,0.49 Other equipment 1991 19,991 Total General Fixed Assets $33,565 5 1,875 535,440 Investment in General Fixed f Assets Provided From; General Fund S 9,131 Donations (Note 4) 24,434 $ 1,875 $26,309 $330565 $ 1,875 $35,440 } r .1 i { f See Accompanying Notes To Financial Statements. 9 l ( a COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES FOR THE YEAR,ENDED SEPTEMBER 30, 1990 Museum Director's Money Account Account jalket i Revenues: Hotel occupancy tax $46,646 Grants 4,127 Workstudy 4X177 i Donations 630 $ 16( f Giftshop 4,254 {f Interest 712 25, Workshop fees 165 User fees 146 Miscellaneous 372 \ uJ22- --'4T3 Expenditures: Director's salary 19 584 Educator's salary 11$55 Workstudy salaries 51271 $ 3 3 Payroll taxes 472 Membership/subscriptions 203 Professional training 11447 3 Gift shop supplies 826 Computer accessories 260 Legal and accounting 900 Trustees projects 5 10 Education supplies 924 Consultants 10999 Insurance 2,370 Exhibit supplies 1,764 27 Office supplies 249 Collection management 944 Travel 464 Grant participation 5,092 189 f Docent/Volunteer program 7 23 Security and maintenance 707 Directors account 146 22 Gift Shop consignment 243 -I Excess (deficit) Revenues Over Expenditures 49797 (277) 423 Transfers » Net (11331) 331 10463 fund Balance, September 30, 1989 161017 166 3,460 Fund Balance, September 30, 1990 519,543 f 219 t 5,346 s - i t i See Accompanying Notes To Financial Statements. 10 1 n[ppul Memorial Certificate Fund of Oeposit Total $46,646 41127 i 4,177 $ 359 1,155 4,254 31 $ 463 10463 J 165 146 ! 372 19,584 ! 11,555 5,274 i 472 203 I 1, 450 826 260 900 , 15 924 1,999 2,370 1,791 249 944 464 C 5,281 30 707 168 r 1 I lib', 709 rr 390 463 50796 (463) 411 $ 6, 000 26,1.13 i S 801 _$_6j 000 $31,909 1 r sR4ytpr; DENTON COUNTY HISTORICAL MUSEUM i ' COMBINED STATEMENT Of REVENUES AND EXPENDITURES BUDGET AND ACTUAL I FOR THE YEAR ENDED SEPTEMBER 30 1940 Variance I Favorable Budget Actual (Unfavorable t i F k Revenues: $ 48,846.40 $ 46,646.25 E(2,200.15) Hotel occupancy tax 4,121.35 4,127.35 Grants 4,410.00 4,176,90 (233.10) Workstudy 767,59 1,154.99 387.40 Donations 31500,00 4,253.78 Giftshop 900.00 10463.16 563.16 Interest 500.00 165.00 (335.00) Workshop fees User fees 75,00 146.00 71.00 371.18 371.18 Miscellaneous T709-9T 99 6 M5 4, r3. _0 _T2- Total Revenues Expenditures; Director's salary S 19,666,82 S 19,583.76 E 83.06 ■ Educator's salary 124573.60 11,555.14 1,018.46 ■ Workstudy salaries 89400.00 51273.56 3,126,44 Payroll taxes 1,503.60 471.91 1,031.69 E Membership/subscriptions 300.00 202.50 97.50 Professional training 19700.00 1,450.06 249.94 Gift shop supplies 1,000.00 826.28 173.72 Computer accessories 500.00 259.74 240.26 800.00 900.00 (100.00) Legal and accounting Trustee's projects 250.00 14.74 235.26 Education supplies 11100.00 924.67 175.33 Consultants 1,999.00 11499.00 1Q0.10 Insurance 2,500,00 2,364,90 109,33 Exhibit supplies 29000.00 11790.67 Office supplies 270.00 249.48 20.52 Collection management 10000.00 943.96 56.04 21335.00 2,335.00 Contingency Travel 700.00 464.00 236.00 Grant participation 51280.76 (59280.76) Docent/volunteer program 200.00 29.89 243.11 Security and maintenance 11000.00 746.92 I Reserve, savings 10000.00 19000.00 Directors consign 200,00 168.26 31.74 ' 243/ 50) ' Gift shop consignments 1 243 . 50 1 { Total Expenditures See Accompanying Notes To Financial Statements. 12 a J9 rEta;.w. l~ r, y DENTON HISTORICAL FOUNDATION, INC. ` P.O. Box 2184 Denton, Texas 76202 4A chic. C"00" dgvmv w, wnn,w t i f ' July 17, 1991 Mayor Bob Castleberry 21 E. McKinney 5 Denton, TX 76201 Dear Mayor Castleberry: ! Enclosed please find the budget for the Denton Historical Foundation for the Fiscal Year 1991-92 and aooompenying documentation. Included is a copy of our latest audit. We are pleased to furnish this information and look forward to presenting this budget on July 23, 1991 at 5!45 P.M. Yours sincerely Marvourene Matthews Chairman, DCHF, Inc. Enclosure MM/ldc E t jf f 4,v.... "'VIVA U i I''nh I Sl4ltf ilr •111'.11 ('4k. 1110 '1 I+'ft 1'.,111111'11 Ir~ll, n', r',nmml~nirll Illu~rnt.inll, - I'}"I-`'' J . ~ ~:111111„t N1'I f'. helu II ~ I ~ 1--i yl i•t I FSl,n 1111 I III t'a nl, t'iaunl 1111 h AI'4,h1 V-'I I { I,IIi-S1I+I"g-11111 ,1 n 6110.1111 I 1'nI Irrl in1 3011, 1110 I,02-Arr•11It'rc Ill, 1111111IrnI Intta It ,ntl n I k 2.01-b,lturr I'nh, !,!1rill r n 1111),111 ' 2,11'-Pahl 14,10 I al 03. ArI Iril it,~^ -w I'rn,}rl'I e-111,nrnt imttG 1,01 - 0.cil I i 11mrll l f lil' .1111 505.00 1,02-Mrm110 rah1 l+a- 1+rifn!ta lunn I TrnG1 01-Commnnil} fif1l,INl Ilrri(n4n Pro, IPl'la A'?~t,nll I 1.04-ollf'rmt, imll SupI11 Srs•, 1.05-M'nca R Manna ','11.1111 PI•r,,1f'CIa IIIIY,1111 1,OR-1 'npI l ril 1 mprov rmnnl P. Pi. 1'r1'Rntitl^ I 4,01-Adill. Alder-I'd III 114104,11 Cm. (Ifs. 1'UIan,11M 01•t•h,arllm ,!1111,1111 011 l1rnl Imi 16, Aml i I IRS 1011, 111 n n r,fll -rlmlit A' llt" fiU I I"1 { It } n f , Rna(•rvn r 1,111^RnaCl'1'1, Mill fill j Arc+lnnl i ORANII 7O'fALR..... 1, i!tU, Iln OA, 8nurar4 cif RrVPnuF,..... 8.01-DOIr 1541.00 .0_ -0- R.02-EnrnrlS i R,U9-11Ji}'n ti Mrrtna 21)(1, r)ii -0- -0- 1 8.04-UnnnlSnn>~ -0- -0- _o_ ; 8.08-Flub. 9AlrR 500.110 -0- _0_ •-0- 8,06-User From ton. 11 _0- 8,07-Ornlbe -1- -0- -0- 8,08-M{RPA nrow, ~0' -n- -0- -o- t1RANh TOTALS, , , . , , 1,3x1.00 -0- - j DENTON COUNTY, TEXAS I ACTIYfTY DMCMIO" i Department Activity Date' Acol. No. Historical County Archives and Fr 91-9 ,f r Commission ]Record Man e Activity Description ibis position, will preserve and keep in order all books, tapes, documents, records, and files of the County Archives and the Museum, to achieve the following goals: Release space and reduce the need for storage and filing equipment= establish an efficient retrieval operation for both active and inactive County Records; provide for routine disposition of paperworki j maintain total secvrit} over County Records; and cammmicate the need of an effective Records Management Program and Archival system. ~k 99f n93 Trends Work Program Museum Collection Management Accessions 390 440 500 Establish, preserve and maintain Records Active 4,200 101000 12,500 Inactive . 23,000 1,000,000 1,250,000 Depsrtanennts 4 27 21 Research Requests: Public and County Depts. 350 60500 100100 { Technical Consultation and Training . 35 s0 125 0 of v ty Commei+tary The Dc]fit collection and inventory is current with backlogs complete. Record transfer from card to computer is under way with 403 of the loans transfersd. inventory of objects will be ongoing with a complete check when record trans- fer is complete. Ccnservaticn of objects will be ongoing. The County Archives and Records Management program will begin as eanpleticn for budget and storage space is made available by Co missicxaars Court. Continued professional training and updates will be scheduled for staff as required. County officials will be kept aware of any Texas Legislation rala- tive records managerial t. ternat va esns None. Staff, space and equipment will be required to complete the tasks at hard. Records are deteriorating daily, information lost, existing clapertienennt i space is overcrowded and a safe and ebonomical access to public and county records !s in need of immediate attention. T__ qW f t~~~}1 DENTON COUNTY*TBRAS ACTIVITY VISCUSS M Department Activity Date' Acate No. Historical Historical Museum FT 91-9~ Acl vity Deseription - The collection, 'conservation and exhibition of artifacts relative to Denton County Heritage is the responsibility of the Denton County Historical Museum, Inc. Programs include education outreach to schools, service clubs ar.i a variety of public organizations. The Museum has a full time Director and apart-tiros Educator and Archivist. Employees devote their time to the Museum's related activities. Special children and adult workshops arc conducted for which a materials fee is charged. No admittance fee is charged to tour the museum. Volunteers are utilized to operate the Gift Strop, conduct tours, some clerical and conservation projects, exhibit preparation and research. Volunteers also "staff" the OROS information desk for 30 hours per week. Work Program Trends 091 093 Established in 1977, the size of the col- lection, services provided, programs of- fered and attendance have increased as creditabliity of the Musuum was establis- I shed.,, 310247 350000 370500 School Outreach Program 9,066 1z0500 11 000 Docents/Ydunteers 90 100 X115 Exhibits on Display.....Permansnt. 13 50 55 ; Rotating........ 1 15; 20 fM1 Traveling...... 2 10 5 4,768 objects since 1978 I Activity Commentary The DCHM Long Range Plan projects the following: 1991 - increase endowment fwld0 continue emphasis.on local oommunity'history, establish volunteer coordinator and volunteer of the year award and continue successful programs from previous "are. 1992 - Apply for MAP II for accrediation from American Assoc. of Museums and continue successful programs from previous years. 1993 - MAP II acarediation evaluation and continue all successful programs from previous years. Alternative Means Part-time staff hours need to be increased to full time for the Museum F•dueator. More volunteers need to•be recruited to assist with collection management, gift shop and tour guides, information desk, eduoation out- reach and special events. Need to hire more College Work Study Program students. y r i i S~.ar . MY P,1ka 7 pgNTON COUNTY, TEXAS i~ ACTIVrrY D15CtW100 Date' Aoat. Not D artment Activity ` historical Historical Preservation Fi 91-9Z,r Commission Marking & Research Act city Deseripl on Assistance with research requests by citizens for local history of churches, schools, communities, cemeteries, roads, br,•idges, structures, business and commerce, historical markers, county oemteriea survey is provided by two full-time, two pert-time employees, work study students, interns and volun' We have tears. These requests can take only a few minutes to several days. , been the custodian of the County Archival records. A small. fee is charged for reproduction work. Various media representatives and students now. come to our offices for historical and background information for articles they are preparing. 993 aq1 Worn Program Trendy Research and service are provided by the 3 DCHC for the general public and county 1550 1854 officials 1850 iu254 11175 Information Desk Service Requests..r.... 5528 1 1 7 Historical publications........••••• (six publications completed in the past) 4500 ! Hours volunteered by Docents........•••.. 4 = I Historical Markers........ 1 2 2 ~ i Federal & State Agencies Hisoorical [i Survey Data . I ct v ty Commentary per year and i will The DCHC will sponsor and fund two THC Hiitionoin various oat dries. continue to participate in the D5A comps cemeteries and 6n histoe. Leal ere archeology and folklore. sto the peat emphasis had been ptheeoategories w 1 museum Assistance. In 1990 include mor The program will be broadened to rycC tehould now ~bein~glaaked tate oies. county and ethniar groups- ~ for This better so sssi~bility. DCH4 iss mom e h and will be computerized data for various federal.. and I to furnish historical su ey Attendance Award, THC Conference 1989 -Beet 0gr°°~ of Workf Aral History and Folklife Preservation igg0 -Distinguished Service Award, ternat ve Means volunteers at the Present A large percentage of this pro~eat is done by oral staff time. With more demands being made on the Commission--additi will be required to submit timely informstionorde to free the pro ograms. teens for other phases of the commission a projects, i i i DENTON COUNTYo TEXAS ACTIVITY DISCUSSION t i Department Activity Date' Aeol. No. Historical ' 91:f Commission History A=reciation Activity Description Organization and implementation of special events and ')rograms that empha- size the heritage of Denton County-such as• THC historical marker dedica- tions, Denton spring ~'li.ng, Victorian Christmas, County Seat Saturday, Courthouse Christmas Lighting, preparation of Newaletters, brochures, news releases, programs for schools, churches, service clubs and other organiza- tions are gust a few of the activities conducted by DC11C. The Commission also participates in local town festivals; ie Lew?.sville Frontier Days Denton and Lewiavill.e Main Street programa, taker, the 1935 Pirech Firetruck to various parades. Projects are coordinated with the ISDts Parks and Re- creation Departments and Convention & Visitors Bureau. DCHC provides a ' tourism information rack at the CHOS. r Work Program Trends 991 199a 093 THC Marker Dedications 1 2 2 Denton Spring Fling 20000 2,000 20000 County Seat Saturday 4,000 40000 40OOQ Courthouse Christmas Lighting............ 1,750 29500 3,000 Victorian Christmas 750 10000 .10500 County Wide Festivals 5,000 51000 5X000 Main Street Projects 750 750 750 Tourism Brochure Center 15,000 17000 209000 t Denton County Birthday... 200 300 300 e County government Awareness Week......,.. 2,000 40000; ° 4,500 fct v ty Commentary DCHC has cooperated with all other history and tourism related orggennniination and events--Greater Denton Arts Counoil, Main Street, Historical Society of } Denton County, UNT Centennial (100)t establishing Jones Fare Living History Center on Ray Roberts lake, relocation of the Bloomfield school, and spon- soring the BIG TREE program. DCHC will honor all Denton County Centurians j with a special recognition. Attemstive Means These activities a* accomplished by both volunteers and staff. Volunteers Number Hours Loeaed Assianaent 1985 14 685 All phases 1986 24 1200 All phases 1987. 35 1853 All phases 1988 97 _ 3777 All phases 1989-1992 125 4767 All phases Collection management, Museum, Information Desk, Soeclal Events f DENTON COUNTY HISTORICAL FOUNDATION, INC. Financial Statements (With Auditor's Report Thereon) December 31, 1990 j I { r Ii { E I i i I r7 ^ 1 r ry PINGLE'T'ON, NICHOLS, KISSINGER, HOWARD & COMPANY, P,C. CERTIFIED PU UC ACCOUNTANTS 127(10 PARK CENTRAL, SUI'T'E 1401 DALLAS, TEXAS 75251-1503 214-392.1633 PAX 214.392-1637 1 TOM W,PINCLEfON,CPA MEMBERS f OHN C. MC14014 CPA AMERICAN INS M UTE of C VAf THOMAS KISS INGER, CPA AICPA DIVISION for CPA M1S RANDY HOWARD, CPA TEXAS SOCEf Y of CPA$ ALAN M. LANE CPA OFNORAH A. MC HOLS, CPA - i k INDEPENDENT AWITOR'S REPORT ~1 f 1 ;r The Board of Trustees Denton County Historical Foundation, Inc. 1 We have audited the accompanying balance sheet of Denton County Historical Foundation, Inc, as of December 31, 1990 and the related statements of support and revenue, expenses, changes in fund balances and cash flows for the year then ended. These financial statements are the responsibility of the Foundation's management. Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with generally accepted auditing standards, Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstate- ment. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes I assessing the accounting principles used and significant estimates made by management, as well as, evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis of our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Denton County Historical Foundation, Inc, as of December 31, 1990 and the support, revenues, expenses and changes in fund balances for the year then ended in conformity with generally accepted accounting principles. June 11, 1991 I I -1- E ~!tlL' f DENTON COUNTY HISTORICAL fOUNDATION, INC. Combined Balance Sheet - All Fund Types and Accoant Groups December 31, 1990 1990 ASSETS Cash $ 7,660 Accrued hotel tax receivable 11419 Certificate-of-deposit 11'129 ~ i` Total assets $ E LIABILITIES and FUND BALANCES Liabilities: $ 3,251 Amounts payable (Note 6) Fund balance: Unrestricted (As restated-Note 5) ~.55z Total liabilities and fund balance S i f i f See accompanying notes to financial statements. ; -2. ...E ,9~Y kil.R}KZ I I DENTON COIINTY HISTORICAL FOUNDATION, INC. Statement of Support and Revenue, Expenses and Changes in Fund Balance For the Year Ended December 31, 1990 1990 Support and Revenue: Hotel occupancy tax S 16,9b2 Interest income 1'275 998 5ook sales Total support and revenue 19,235 I I, Expenses: 300 I' Professional services Total expense 300 i" y Excess of support and revenue over expense 18,035 Transfers and allocations; Denton County Historicai Museum, Inc. 13,584 k Denton County Historical Commission II Excess of support and revenue over expense 2 276 after transfers and allocations balance December 31, 1989 27,536 Fund I Restatement of beginning fund h0ance (Note 5) (12,255) Fund balance, December 31, 1990 s } See accompanying notes to financial statements. .3. 14 DENTON COUNTY HISTORICAL FOUNDATION, INC. Statement of Cash Flows For the Year Ended December 31, 1990 Cash flows from operating activities; ; Cash received from City of Denton $ 15,543 Cash paid to Denton County Historical Museum and to Denton County Historical Commission (13,408) Interest received 384 Book Sales 998 Cash paid for administrative costs _(340) Net cash provided by operating activities 3,217 c Beginning cash, January 1, 1990 16,698 Restatement of beginning cash (Note 5) (12,255) j , Ending cash, December 31, 1990 ra.Q Reconciliation of net income to net cash provided by operating activities 2,216 Net income Adjustments to reconcile note income and net cash provided by operating activities- Increase in certificate of deposit (891) E Increase in accrued hotel taxes (1,419) Increase in amounts payable x•251 '3.217 Net cash provided by operating activities $ i 1 See accompanying notes to financial statements. 1 .4. a t I I i I DENTON COUNTY HISTORICAL FOUNDATION, INC. j Notes to Financial Statements December 31, 1990 (1) SIGNIFICANT ACCOUNTING POLICIES The financial statements of Denton County Historical Foundation have been prepared on the accrual basis, The significant accounting policies fol- lowed are described below to enhance the usefulness of the financial statements to the reader. '1 I Fund Accounting To ensure observance of limitations and restrictions placed on the use of resources available to the Foundation, the accounts of the Founda- tion are maintained in accordance with the principles of fund account- ing. This is the procedure by which resources for various purposes are classified for accounting and reporting purposes into funds estab- lished according to their nature and purpose, Separate accounts are maintained for each fund; however, in the accompanying financial statements, funds that have similar characteristics have been combined into fund groups. Accordingly, all financial transactions have been recorded and reported by fund group. The assets, liabilities, and fund balances of the Foundation are reported in one fund group as follows: • Operating fund: includes unrestricted and restricted resources and represents the portion of expendable funds that is available for support of operations. (2) LEGALLY INCORPORATED ENTITY The Denton County Historical Foundation, Inc, was founded and legally incorporated in the State of Texas on August 61 1984, Exemption status under Section 501(c)(3) was obtained on January 16, 1985, (3) CREATION OF THE FOUNDATION AND SUBSEQUENT EVENTS Prior to August 1984, funds from the Denton Cultural Confederation, Inc, were received by the Denton County Historical Commission, Inc. Due to the 1984 Attorney General's Opinion No, JN-71, which stated that funds received ' by a county commission are the property of the county and must be deposited with the county treasurer, the Denton County Historical Foundation, Inc, was created to receive those funds. Until October 1990, the Foundation in turn allocated a portion of those funds to the Denton County Historical Museum, Inc. and the Denton County Historical Commission. Starting in October, the City of Denton contracted with the museum to send the funds directly to the museum therefore bypassing the Foundation. -5- -w .lyU{4'f V~ I r DENTON COUNTY HISTORICAL FOUNDATION, INC. Notes to Financial Statements December 31, 1990 (4) CERTIFICATE-OF-DEPOSIT This certificate is located at the First State Bank of Denton, Texas. It matures in December 1991 and is earning interest at 7.90 percent, (5) RESTATEMENT OF BEGINNING FUND BALANCES AND CASH ! The beginning fund balance was restated because.gf the inclusion of trans- actions that were the responsibility of thel Denton County Historical } Commission and not the Denton County Historical Foundation. i (6) AMOUNTS PAYABLE ; The amounts payable are sunrnarized as follows: f I ...E , Denton County Historical Museum for 3rd quarter 1990 hotel tax funds S 10612 Denton County Historical Commission for 3rd and 4th quarter 1990 hotel tax funds 1.63g $ (7) RELATED PARTIES The Foundation Board of Trustees is appointed by the governing board of the Denton County Historical Commission. Therefore, the Foundation is indi- rectly controlled by the Commission. In 1990, the Foundation allocated and distributed to the Commission $3,079 for the Commissions operating use. i i .6- i f i GREATER DENTON ARTS COUNCIL 1 A SUMMARY OF PROGRAMS AND SERVICES FISCAL YEAR 1990 - 1991 Prepared for the Denton 99x) City Council July 23, 11 i V 4 i GDAC REPORT TO CITY COUNCIL 7/23/91 1 page 1 r 4 y• l4i12t+'dt `•I i E HIGHLIGHTS OF THE YEAR 1 Purchase of the Campus Theatre and negotiations with the City of Denton for financial support of the Campus by way of utility and maintenance payments (to contractually designated levels). Over 350000 visitors and users at Center for the Visual Arts. increase in membership to an all time high of over 450\ ; Tenth Anniversary of Festival of Carols National recognition for our contemporary crafts competition, Materialsi Hard and Soft. C 19,000 students participate in Texas Wildflowers program. E FINANCIAL HIGHLIGHTS First time program support grants from Union Pacific and Jostens Foundations. Major ongoing financial support from Target and Mervyn's, money $3from outside 3,000 (nearlyha0 co% mmunity, 1990 - 1991 revenues) of budget was $150000 in grants ayments to Denton organizations plus $17,500 more awarded for 1391-92. A $5,000 grant from the Denton Benefit League for new tables and chairs in the Center for the Visual Arts. Finished budget year $4,800 in the black. GDAC REPORT TO CITY COUNCIL 7123191 Page 2 Mem I V1. 4 . ji t r i i CENTER FOR THE VISUAL ARTS Denton's Community Arts Center HIGHLIGHTSs * Between 35,000 and 40,000 users during 1990-91 fiscal year. * Increased usage for art classes, dance, and organizational meetings. * Variety of programming offering opportunities for , community-wide participation. i { GDAC manages and operates the Center for the Visual Arts. During the past years, the Center has averaged between 2,500 and 3,500 users monthly. It is the site for a vast array of programs events, meetings 'classes, rehearsals, and occasional sociai events. A sampling of the types of events available at the CVA during the past year includes h art classes for children and adults travel films children's theater classes and performances theater performances lectures dance performances opera musicals orchestra concerts recitals cotillion public receptions children's concerts fundraisers for non profit organizations marionette theater This hardly exhausts the list of programs and events held at the ! Center. It is used for rehearsals by six dance organizations, and j the Community Theatre hold its season there. Woodworking, painting, folk dancing, and just about every other arts interest may be found at the CVA on any given day. Additionally, the Center rovides storage space for several civic organizations and houses he offices of the Denton Community Theatre, Denton Festival Foundation, and the North Texas Art League. Many organizations use the Center for monthly meetings. are usually 4 or 5 daily uses of the Center and it is not uncommmon to have three things going on simultaneously. A "t ical" day at the Center would consist of 100 - 200 persons involved in one of four different arts-related activities. GDAC REPORT TO CITY COUNCIL 7123191 Page 3 Tom.. R d i f ~i I { I MEADOWS GALLERY Denton's Public Gallery HIGHLIGHTSs t * Materials: Hard and Soft attracts artists from 41 states and receives national coverage in American Craft 1 Magazine. * Children's Book Illustrations is one of best attended summer shows ever. * Gallery attracts thousands of out of town visitors. The Meadows Gallery is located in the Center for the Visual Arts. Public hours are 1 to 5 p.m, daily, except Saturday and there is no admission char e, During the past year, 8,000 to 9,000 persons attended our exhigbitions. Based upon our guest book entries, between 20 and 30 percent of our visitors are from outside Denton. The GDAC provides a year round schedule of exhibitions at the ? gallery. Gallery lectures, special tours, and periodic evening hours have helped make the gallery even more available to the public. Although professionall managed some of the gallery work is done by volunteers. The GDA~ exhibition committee helps select shows and assists in their installation. Our docent program providisitoes daily volunteers to monitor the gallery and assist A brief overview of exhibitions held during the past fiscal years Children's Book r1Iustration: Funded by Me n's, this was a very popular gallery exhibition for adults and children alike. One of our highest attended summer shows ever. Materials: Hard and 8ofts About 300 artists from 41 states entered this GDAC sponsored contemporary crafts competition. This annual show has now reached national recognition and is covered in national arts publications. Holiday Wings: An exhibition of flight related memorabilia, the show featured actual aircraft on display in the gallery. New American Talent: Works by 30 young American artists from the Texas Fine Arts Association. i NTAAh Awards Exhibition$ This annual exhibition is organized by the North Texas Area Art League and features visual artists from throughout the Metropiex, Material Connectionst An exhibition of work by five area fiber artists, Over 1 000 ppersons attended the show. It was also visited by more than 20 school groups, GDAC REPORT TO CITY COUNCIL 7/23/91 Page 4 4 t ft 31 20th-centur Photograph t work b American contemporary photographers, including Robert Adams, Henry Gilpin, Frank Gohlke, and others. On loan through arrangement with Turbo Refrigeration. COMMUNITY PROGRAMMING HIGHLIGHTSt * More than 30,000 persons participated in GDAC-sponsored programs { * Tenth Festival of Carols * Eleventh year of Wildflowers Student Art Exhibition with more than 19,000 participants * Children's Summer Arts Festival * Family Fun performing arts series for young persons * CARA award presented in March GDAC presents programs designed to appeal to the community at large and to make arts experiences accessible to a wide range of interests.- Most GDAC programs are either free of charges or priced to be as affordable as possible. Programs presented during 1990-91 fiscal year includes FESTIVAL OF CAROLS Now in its eleventh year, this event involves church, school, and civic, musical organizations presenting an evening of seasonal music. Held the Tuesday after Thanksgiving. Over 2,500 participants and listeners. The Festival is totally carried out by volunteers. TEXAS WILDFLOWER STUDENT ART EXHIBITIONS Celebrating its eleventh anniversary in 1991 with over 19 000 student participants from more than 50 Denton County schools. The program is coordinated and carried out by volunteers. i TRAVEL FILM SERIESi Over 600 persons attended five travel films at the CVA and the Senior Center. CHILDREN'S SUMMER ARTS FESTIVALt Held in August and attended by 300 children and parents. Other programs included participation 'n County Seat Seturdat, Denton Arts Festival, bus tours, Chrisimas Tree Cycle projec , U.S. Army Field Band concert, and others. GDAC REPORT TO CITY COUNCIL 7/23/91 Page 5 F I S 1 i ARTS-IN-EDUCATION 1990-91 completed the third year of a writer-in-residency program jointly sponsored by DISD and GDAC. During the four-mon£h residency, over 1,600 students spent a minimum of one week with our resident poet, Bonnie Kennedy. Residency activities cenr.3red around Ms, Kennedy's "Painting with Words" pro ram where children were encouraged to ex lore the relationshipp be?wean their senses, perceptions, and writing. Funded in part by TCA. Getty Institute. GDAC has also been a participant with the North I Texas Institute for Educators on the Visual Arts, a Getty Foundation funded program headquartered at the University of North Texas. This program is designed to develop discipline-based art i education in the public schools. GDAC is part of this consortium which includes numerous North Texas school districts and museums. GRANTS PROGRAM { HIGHLIGHTSs Duringg fiscal year 1990-91 GDAC awarded over 7 000 in grants to Denton nonprofit arts producing or anN Nations. This money was raised by The Arts Guild (TAG) at is annual auction for the arts Summary of 1990-91 grants paymentai ORGANIZATION AMOUNT =STJOm as ~.Y~GaaC-JCaapkAaa Gaaa00a~II~aam AAla9LC60f StC9aaa ii aCOSaa~=mom i Denton Community Theatre $5,000 Denton Civic Ballet 211.00 Denton Orchestra Association 2,!100 Denton Bach Society 2,'.)00 North Texas Area Art League 1,.100 Denton Community Band 1,800 Denton Light Opera 1,700 Denton Community Chorus 11600 Texas Storytellers Assoc. 11000 North Texas Institute for Educators on the Visual Arts 10000 Radke Dance Gallery 400 { GDAC REPORT TO CITY COUNCIL 7123191 Page 6 k f1F'f1M,p i 141 iJL"il. SERVICES GDAC provides services and assistance to the arts community of Denton. These includes * 382-ARTS phone number for public information about the arts in Denton "r * Computer and desktop publishing resources II * Computer mailing list * Ticket sales outlet * Promotion of arts events * Master calendar for arts events t * Newcomer and visitors assistance * Storage space * Video camera equipment loan * Technical assistance * Special informational and promotional brochures * Advocacy activities on behalf of all the arts in Denton F * Grants writing and funding source assistance ?3 { 3 j i GDAC RNPORT TO CITY COUNCIL 7/23/92 Page 7 1 iii t t' j'51 f ~5 t i WHO IS GDAC? i Legal structure: The Greater Denton Arts Council is a 501 (c) 3 tax exempt corporation. Governing structure: GDAC is governed by a Board of Directors. The board has 24 regular members who serve three-year terms as well as representatives from The Arts Guild and Denton PARD. The regular board members are elected by the general membership of GDAC, During FY 1990-91 Jo Ann Wheeler nerved as President of the Board. Fred Patterson is the president for 1991-92. Staff: The Arts Council is administered by the Executive Director, Herbert Holl. There are two other full-time positions, Galley /Facilit.ies Manager, and Secretary. A part-time janitor and a reen Thumb Program-funded receptionist round out the staff. Volunteers: A volunteer docent program provides some 30 individuals who work in the Meadows Gallery as attendants and guides. Additional assistance for programs comes from volunteers who serve on GDAC committees such ass Exhibition, CARA, Wildflowers, Festival of Carole, programs grants review, building advisory, membership, development, and oUers. TAG: The Arts Guild is the supporting fund raising arm of GDAC. With over 100 members, TAG provides volunteers for Denton arts organizations and holds its Annual Auction for the Arts which has raised hundreds of thousands of dollars for the arts in Denton. Membershi It GDAC has nearly 500 individual, business, and organizational members. The membership elects board members and approves any chan an in the GDAC by-lawn. Anyone can be a GDAC member for as little as $20. city of Denton: The City of Denton provides support in the way of annual Lalor fund allocations for both operatingg and building funds. Utilities at the CVA and at the Campus Theatre are also provided or underwritten by the city. CVA maintenance and repair service are also provided as budgeted by the city. Community partners: GDAC is an active part of Denton's civic life and our concerns extend beyond the arts into the general good of our community. We are involved with numerous organizations either as partners or as interested representatives,. These includes The Chamber of Commerce Convention and Visitors Bureau DISD Main Street Denton j Denton Historical Museum Downtown Business Association Denton Festival Foundation Texas Woman's University University of North Texas North Texas Institute for Educators on the Visual Arts LULAC GDAC REPORT TO CITY COUNCIL 7/23/91 Page 8 t I GDAC 1991 MEMBER ORGANIZATIONS Ballet Folklorico de Denton Big Brothers & Sisters of Denton County, Inc. DancExpress Denton Area Art Education Association Denton Bach Society Denton Benefit League Denton Celtic Dancers Denton Civic Ballet ; I Denton Community Band i Denton Community Chorus j Denton Community Theatre, Inc. Denton County Friends of the Family, Ina. Denton County Historical Commission r Denton County LULAC Council 4366 Denton County Medical Auxiliary Denton Dance Theatre Denton Festival Foundation Denton Handweavers Guild Denton Light Opera Company Denton Main Street Program Denton National Organization of Women Denton Orchestra Association Department of Performing Arts - TWU Dick Chaplin's Cotillions Division of Dance & Drama - UNT Festival ballet of North Central Texas Grenter Denton Board of Realtors E Institute of Communications & Mental Health Studies, Inc. Liberty Christian School New Horizons Department, W.S.C. North Texas Area Art League North Texas Lab Bands Radke Dance Gallery Selwyn School Sigma Al ha. Iota - Denton Alumnae Chapter Soroptim3.st International of Denton { Texas Storytelling Association TW - Department of Visual Arts I UNT - Department of Art i i GDAC REPORT TO CITY COUNCIL 712319] Page 9 i ' jft Rz~a d1a"- Z r j { GREATER DENTON ARTS COUNCIL Board of Directors 1991 I President Fred Patterson I let VP, Programs Joan Coffey 2nd VP, Membership Joe Alford 3rd VP, Development iii Homer Bly Bennie Snider Secretary j r Roni (Beasley Treasurer Carol Ridene Carol Alexander Brandon Barnes Betty Copeland Bob Crouch Stan Curbo Melanie De Santis Robert Estes Barrie Gibby Georqis Gough ,t I Doroth Martinez Jack Miller Rudy Moreno Barbara Risser Anita Roberson Richard Rodean Neta Stallings Jim Tucker Mack Vaughan Jo Ann Wheeler Jayne Withers GDAC STAFF j Herbert Holl, Executive Director Sara Harve Galler /Facilities Manager Joan Terrehl Secre ary i t GDAC REPORT TO CITY COUNCIL j 7/23191 Page 10 li i C ~p... • x::tr:trai 1 t i GREATER DENTON ARTS COUNCIL k OPERATING 1NG iW SET 1. EARN-4D INCOME BUDGET ')1-92, A. SALES 1. Concessione/Drinks 11300 2. Sales Art/Related Sales 104 3. Misc. Merchandise B. RENTAL 1. Center for the Visual Arts 24'00 2. Miscellaneous C. ADMISSION/PEES Porformances/exhibitions 41004 2. Classes/Workshops 200 3. Service Fees 4. Materials$ Hard & Soft 92 6,400 5. CARA 2,044 k D. FUNDRAISING INCOME 4,040 j EARNED INCOME TOTAL 43,400 { .i 1 1 II, UNEJ MD INCOME - y GsDiAC I99I-92 Budget Cjt51Council presentation 91 Page I of 7 -T- _ wcaxv I 1 BUDGET 91-92 A. HOTEL/MOTEL REVENUE `53,000, (These funds are designated for administ tive costs.) B. GOVT GRANTS/MONIES k 1. TCA 10,500 2. Local 6,550 3. Other 400 C. ORGANIZATIONAL GRANTS 1. TAG 30,000 2. Other 1,000 j 6 D. FOUNDATIONS 4,000 B. CORPORATE DONATIONS/SPONSORSHIPS 140000 f F. INDIVIDUAL GIFTS 11400 G. MEMBERSHIP E 1. Individual 13,900 2. Organizational 3,100 3. Business 5,100 H. INTEREST AiCOME 11000 I. REFUNDS/R'SIMBURSBMENTS 0 ~ 0 J. MISCELLANEOUS 0 I UNEARNED INCOME TOTAL 1430950 TOTAL INCOME' { 187,350 ~ I ; 1 GDAC 1991-92 Audget ` Cit council Presentation 7/3/91 Page 2 of 7 5 ~}SgpP1I 00AWIS 1 BUDGET 91-92 I. ADMINISTRATIVE A. PERSONNEL r 1. salary full time 69,000 2. Salary part time) 61000 1 3. PICA 5,822 4. Medical Insurance 81000 5. Retirement 11500 6. Worker's Comp 750 { 7. Mileage reimbursement 1,000 8. Exec. Director's expense 500 E 9. Training/Career Development 300 B. CONTRACT LABOR 11200 i C. VOLUNTEERS 1. Docent Program 300 2. Board/Volunteers 300 D. CONFERENCE/TRAVEL 10200 i i ADMINISTRATIVE 'TOTAL 95,872 (Projected Lalor revenue is designated for use In this category,' specifically for salary expenditures.) f i E E I { k , 1 { 1 1 1 I GDAC 1991-93 Budget it council Presentation 7/23/191 Page 3 of 7 ii rrsxe;a t I I BUDGET 91-92 II. OPERATING A. OFFICE SUPPLIES 10600 B. RETAIL 1. Beverages 1,1000 2. Merchandise ; C. TELEPHONE 2,600 D. COP3ER SUPPLIES/SERVICE 500 E. POSTAGE 11100 F. BOOKS, SUBSCRIPTIONS 400 G. PROFESSIONAL MEMBERSHIPS 600 ` f( H. OFFICE EQUIPMENT MAINTENANCE 150 I. EQUIPMENT PURCHASE 100 i ' J. COMPUTER EXPENSE 400 L. INSURANCE 9e500 M. AUDIT 2 ,,400 00 N. CHECKINO/BANK CHARGES 100 1 0. MISC. o OPERATING TOTAL 20, 550. l GDAC 1992-92 Budget C2t COUnall Presentation 7/2/91 Page 4 of 7 ti lift J+ 1'JtWS6,i i BUDGET 91-92 III III. FACILITIES k A. VICTORIAN COTTAGE i 1. Maintenance 11500 2. Furniture/Fixtures 300 B. CENTER FOR THE VISUAL ARTS j 1. Building Repair/Maintenance 11000 2. Janitorial/Building Supplies 11400 3 3. Machinery/e ipment 300 4. Furnishings Fixtures 51000 5. Rental Security itooo h 6. Improvements 7. Deposit refund 71300 4 C. ARTS COMPLEX 0 EP i D. GROUNDS AND PROPERTY 1. Exterminator 600 2. Groundskesping 2,200 3. Building security 600 4. Instruments 100 5. Misc 300 , 4 f FACILITIES TOTAL 22,000 i GDAC 1991-92 Budget 3 City Council Presentation 7/23/91 Page 5 of 7 j f ~r S , } BUDGET 91-92 IV. PROGRAMS/SERVICES A. MEADOWS GALLERY 1. Meadows Exhibitions 3,100 2 Permanent Collection 200 3. Materials Hard & Soft 91 6,350 4. Materials Hard & Soft 92 10200 E 5. Exhibition Supplies 0. INFORMATIONAL i 1. Newsletter 1,100 2. Informational Publications C. EDUCATIONAL 1. Workshops/Classes 6,200 2. AIR Pro ram q 3. Texas Wildflowers 2,700 4. Other Educational Programs 0 D. COMMUNITY PROGRAMMING 1. Performing Arts Events 3,000 2. Festival of Carole 11500 3. Mine. E. ADVOCACT AND RECOGNITION 1. CAM 2,300 2. Advocacy 0 P. GRANTS PROGRAM 170000 G. MEMBERSHIP 1. Membership drl-re 1`250 2. Misc. Membership H. FUNDRAISING EXPENSE 11400 PROGRAMS/SERVICES TOTAL 48,500 1 T07AZ ZXPSNSBS 1860922 oDAC 1991-92 Budget city Council Presentation i 7/23/91 ; Page 6 of 7 i SUMMARY BUDGET 91-92 -,1 Income Earned 43,400 Income Unearned 143,950 Income Total 187,350 expense Administrative 95,872 Expense Operating 200550 Expense Facilities 22,000 Expense Programu 48y500 Expense Totals 186,922 NET 428 , 1 i GW 1991-92 Budget 4 yit C una11 Presentation Page 7 of 7 4 i fkRS]J 1 GREATER 4ENTON ARTS COUNCIL ~ a { FINANCIAL STATEMENTS AND INDEPENDENT AUDITORS' REPORT JUNE 30, 1994 ; ~ a M , i ,i I E ~pN • Rl--.Nti3•~ i 1 t I 1 TABLE OF CONTENTS I Basic Financial Statements Independent Auditors' Report . . , , , , , , , , , , , , , 1 Statement of Assets, Liabilities and Fund Balances (Cash Basis) . . . . , . . . , , . . , , 2 Statement of Receipts, Disbursements and Changes In Fund Balances (Cash Basis) 3.4 Notes to Financial Statements, , 5-B Supplementary Information Independent Auditors' Report on Supplementary Information, , , , , , , , , , , , , , , . . B i Statement of Receipts and Disbursements: The Arts Guild 9 j , i i 'G..1✓ S t t s MEMBERS MEMBCRS rvAS socim of AMERICAN INSTITUTE OF CERTI FIEO PUBLIC ACCOUNTA NT6 CERTIFIED PUBLIC ACCOUNTAWS HANKINS, POWERS, EASTUP, DEATON & Tc7NN A Protaulonsi corporation 1 CERTIFIED PUBLIC ACCOUNTANTS 902 NORTH LOCUST • P.O, BOX 977 OENTON, TEXAS 782024977 ! 817.387.8563 I ' I i INDEPENDENT AUDITORS' REPORT 1 Board of Directors Greater Denton Arts Council Denton, Texas We have audited the accompanying statement of assets, Ilab11Ities and fund balances (cash basis) of the Greater Denton Arts Council (a nonprofit organization) as of June 30, 1990, and the related statement of receipts, disbursements and changes in fund balances (cash basis) for the year then ended. These financial statements are the responsibility of the Council's management. Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with generally accepted auditing standards, Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the, accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation, We believe that our audit provides a reasonable basis for our opinion. As described in (Vote 1, the Council prepares its financial 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 financial statements referred to above present fairly, in all material respects, the assets, liabilities and fund E balances of the Greater Denton Arts Council as of June 309 1990, and its E receipts, disbursements, and the changes in its fund balances for the year then ended, on the basis of accounting described In Nate 11 Hankins, Powers, Eastup, Oeaton & Tonn A Professional Corporation Certified Public Accountants September 21, 1990 - - - T i GREATER DENTON ARTS COUNCIL STATEMENT OF RECEIPTS, DISBURSEMENTS AND CHANGES IN FUND BALANCES (CASH BASIS) FOR THE YEAR ENDED JUNE 30L 1990 Fixed General Building Assets ; Fund Fund Fund TOTAL I Receipts: MemL^rship support - dues $ 21,645 S 21,645 1 Other contributions 12,874 $ 200 13,074 Hotel/Motel tax 52,211 509211 102,422 Grants Rental of facilities 17,264 17,264 Program income 11,121 11,121 j Fundraising 389893 38,893 Commission on sale of art 1,669 11669 Interest on investments 6,305 25,415 310120 Other income 1 842 Total Receipts 261,'49T '-7Mt ',T ~ 277,31 Disbursements: j i Grants 29$70 29,870 Program expense 29,829 29,829 Fundraising 21872 2,872 Salaries and contract labor 71,230 71,230 Payroll tax 5$09S 50099 Medical insurance 61147 6,147 Travel and expense account 10379 1,379 Membership and newsletter 4$90 4590 v Insurance 80749 89749 Janitorial expense 11058 19058 Maintenance and repairs 40432 4,432 Telephone 2,517 2,517 Professional fees 2,600 2,600 Postage 21131 2,137 Office supplies 2,897 2,897 Dues and subscriptions 639 639 Advertising 718 718 Miscellaneous 2,634 2,634 I Purchase of fixed assets 11082 10082 Artist-In-Education Program 13 164 111 764 I Total Disbursements 193,943 `:a"'" 193,943 i i 3 s 3 t i )jf 'r F{3F.4Eyg . _ uKtH1 tK UtiI I UW AK i J tVULAU ll. ? STATEMENT OF ASSETS,(~ASHIBASIS) AND FUND BALANCES JUNE 30 1990 I - Fix.:d 1 4 General Building Assets Fund , Fund Fund TOTAL t ASSETS 5 10,297 S 109297 y j Cash in banks Investments (Note 2) 65,303 $373,346 438,649 l _ Fixed Assets (Nate 3) 51,254,831 11254,831 3 75,600 S3731346 $1,254,831. $1,703,777 c TOTAL ASSETS I LIABILITIES AND FUND BALANCES 5 931 $ . 931 Payroll tax liability Note 4) 74,669 $3731346 $1,254.831 I.702,846 Fund Balances I TOTAL LIABILITIES AND FUND BALANCES S 75,600 $373,346 $1,254,831 51,703,777 i s I The accompanying notes are an integral part of this statement. t I - Jni. r11 G1 u:il i VSTATEMENT OF RECEIPTS, DISBURSEMENTS AND CHANGES IN FUND BALANCES (CASH BASIS) - CONTINUED FOR THE YEAR ENDED JUNE 30, 1990 Fixed General Building Assets Fund Fund Fund TOTAL Excess Receipts over $ 79548 $ 759826 S 83,374 Disbursements Fund Balances, July 1, 1989 610121 291,520 $1,2529849 11617,490 1,982 1,982 Fixed Asset Additions Fund Balances, S 74,669 $373,346 51,254,831 51,702,846 June 30, 1990 I f The accompanying notes are an Integral part of this statement. I NOTES TO FINANCIAL STATEMENTS JUNE 30, 1990 NOTE I - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES The financial statements of the Greater Denton Arts Council (iDAC) have been prepared on the cash basis of accounting. Consequently, certain revenues are recognized when received rather than when earned, and certain expenses and purchases of assets are recognized when cash Is disbursed rather than when the obligation is Incurred. Financial statements prepared on this basis of accounting are not intended to present financial position and results of operations in accordance with generally accepted accounting principles. ti The accounts of the Council are maintained in accordance with the principles of fund accounting. This is the procedure by which resources for various purposes are classified for accounting and reporting purposes into funds established according to their nature and purposes. I The assets and fund balances of the Council are reported in three self-balancing fund groups as follows: - General fund, representing the portion of resources available for support of operations; - Building fund, representing the portion of resources restricted for construction, improvements, and other facilities-related expenditures; - Fixed asset fund, accounting for the cost of all capital-related expenditures and major donated capital items, The financial statements of the Greater Denton Arts Council include the t activity of The Arts Guild (TAG), a member organization. An auction held annually by TAG provides the primary source of fundraising for the Arts i Council. Transactions between the two entities have been eliminated for presentation in the basic financial statements, The activity of TAG (including transactions with the Arts Council) is presented separately in the supplementary Information section of this report, NOTE 2 - INVESTMENTS The Council's investments consist of money market accounts and certificates { of deposit. The certificates of deposit include the following: Amount Maturity Interest Rate $25,329 03-05-91 7.70% $55,634 09-21-90 7.75% $50,000 09.06-90 1,45% $509000 09-01-90 1,55% 5509000 11-07-90 7,50% $509000 11-27-90 7.E0% $70,000 09-08-90 7.36% $ 4,085 09-08-90 8,03% i 5 r; urttn~crc oc~riu~r nnl-) uuu.161L NOTES TO FINANCIAL STATEMENTS-CONTINUED JUNE 30, 1990 NOTE 3 - FIXED ASSETS f Following is a summary of the Council's fixed assets: Buildings and improvements $ 843,382 i E Land 218,750 I Construction in progress 82,587 Furniture and equipment 46,747 Permanent art collection 63 365 r l $I025'4 ; 831' I The cost of the buildings and improvements includes expenditures of the Council to renovate the Center for the Visual Arts, This building currently houses an art gallery, rehearsal hall, reception hall and studios. The cost also includes the donation and renovation of the Victorian Cottage, which houses the administrative offices. The cost of the land represents the appraised value, as of January, 1983, of land donated to the.Council by Newton Rayzor, The Council owns a one-half interest in a 35-acre tract of land located on Loop 288. The construction In progress represents architect fees and contractor fees, for the J. N. Rayzor Center for the Performing Arts. The total construction cost is estimated to be in Axcess of $1,000,000. Completion of this project is I; contingent upon the sale of the land described above. The art collection is valued at the approximate market value of the donated items at the date they were given. The collection consists primarily of works valued at $600 or less. However, the collection also includes three sculptures i donated to the Council by the Meadows Foundation, These Items comprise approxi- mately two-thirds of the value of the collection. Vote 4 - PAYROLL TAX LIABILITY This liability represents taxes withheld from salary checks issued before the end of the year. The tax liability representing the Council's tax expense for these checks Is not included in this total, since the statements are presented on the cash basis. The liability was paid subsequent to June, 1990, NOTE 5 - COMMITMENTS On September 1, 1981, the Council entered into a 25-year lease agreement with the City of Denton for two buildings, These buildings are the present Center for the Visual Arts and the future J. N. Rayzor Center for the Performing Arts. The Council pays a minimum of S1 a year for the use of the buildings. The City pays a portion of the operational expenses. { F i f f it I i I ! 1 1 SUPPLEMENTARY INFORMATION f l t , ! 3 a Fj i 4 MEMBERS .MEMBERS AMERICAN INSTIME OF tEXAS SOCIM OF CERMED PRBUC ACCOUNTANTS ! CERTIFIED PUBLIC ACCOUNTANTS HANKINS, POWERS, EASTUP, DEATON & TONN A Prolmlonal Corporation CERTIFIED PUBLIC ACCOUNTANTS 902 NORTH LOCUST • P.O, BOX 977 DENTON. TEXAS 70202-0977 a17.aarasa3 I, INDEPENDENT AUDITORS' REPORT ON SUPPLEMENTARY INFORMATION f , r, Board of Directors Greater Denton Arts Council Denton, Texas I Our report on our audit of the basic financial statements of the Greater Denton Arts Council for the fiscal year ended June 30, 1999, appears on page 1, That audit was made for the purpose of farming an { opinion on the basic financial statements taken as a whole. The state- ment of receipts and disbursements for The Arts Guild is presented for purposes of additional analysis ,}nd is not a required part of the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and, in our opinion, is fairly stated in all material respects in relation to the basic financial statements taken as a whole. Hankins, Powers, Eastup, Deaton b Tonn A Professional Corporation Certified Public Accountants September 21, 1990 r l I i j S ! ONCn l Gf1 UL,I i Uli Mfg 1 J UUUIIU 1L. i STATEMENT OF RECEIPTS AND DISBURSEMENTS; THE ARTS GUILD FOR THE YEAR ENDED JUNE 30, 1990 I Receipts. E Membership support - dues $ 31165 Other contributions 995 Fundraising - auction 37,470 I Interest 31601 l Miscellaneous income 57 Total Receipts S 45,288 1 7 Disbursements; Grants - GDAC 469000 Fundraising - auction - other 1,671 Membership and newsletter 937 Professional fees 600 Postage 1,267 Advertising 718 Office supplies 120 Insurance 200 Miscellaneous 11125 Total Disbursements 52,638 i Excess of Disbursements over Receipts E 7 350} I i i i 4 See Report on Supplementary Information I 9 r i j n ~ tl E j i i I 1 NORTH TEXAS STATE FAIR ASSOCIATION PROPOSED BUDGET E FOR THE FISCAL YEAR OCTOBER 1, 1991 THRU SEPTEMBER 30, 1992 3I III k i I I PROPOSED BUDGET FOR THE FISCAL YEAR OCTOBER 1, 1991 THRU SEPTEMBER 30, 1992 ► Projected Proposed Actual Expenses Total Budget i 10/1/90 - 6/30/91 711191 - 9/30/91 10/1/90 - 9/30/91 1991-1992 j Revenue S 41,748 L13, 700 $ 55,448 S 569000 ~ t ' Expenses: Salaries E 31,398 5 6,581 S 31,979 S 369000 Printing 3,715 20150 5,865 7,000 r Advertising 113 69000 60113 79100 ; Travel 10800 600 29400 2,400 Postage 641 600 11241 1,400 Office supplies and expense 16 300 316 400 ! Telephone 849 600 1,449 10500 Office equipment f maintenance 200 Total E 38,532 S 16,831 S 550363 S 56,000 fi 1 f f i F I SUPPLEMENT TO PROPOSED BUDGET ii FOR THE FISCAL YEAR OCTOBER I, 1991 THRU SEPTEMBER 30, 1992 s k t i Salaries - An Executive Director and assistant are employed. Based on time spent promoting tourism, 70% of these salaries are in the 1 budget. Printing- - Catalogs, posters, leaflets, etc. promoting Denton and the ` North Texas State Fairground facilities. Items are distributed ' In Texas, Oklahoma, Arkansas, Louisiana and New Mexico, Advertising - Road signs, newspapers, radio, monthly publications, etc. 1 , Travel - Attend meetings, shows, seminars and other activities to promote tourism in Denton. ~ i Postage - Mailing catalogs, posters, leaflets, etc. as well as corre- spondence to follow up inquiries received at meetings and through the mail, ~ Office Supplies -General supplies to maintain an efficient office, , Telephone - Necossary to maintain communication. Office Equipment Maintenance - The office equipment includes a computer, typewriter, copy machine and adding machines that must be maintained in good condition for efficient use, f" j + { 4 i i f r s 1 7'.x•1. .K•' ,ti.,• .•'3.~;, ~ ~~~Ab~jlf:' , I wits ;1,1111 1'l.i id.i • lS•1~a•il ►tuuUl 2eaort 1990 ' 01,111 >w 01 ioeett Sutu i jut lolloak !0111!1 r) Jee ht vu 1Pr fit Jae 141 Its Sep Oct 161 Sat, Ila P1011Cf r0 9iT9 tI600ae1 OoaKiear: !t 11 11 10 t0 10 10 10 11 10 It, 10. ' 10 hit list its to 10 10 10 t0 t0 10 It. 1211 Ii.` '11 1111 fill [Ito $0 list 11,131 11,110 IL390 12.130 14,1311191•!12 111,!11, 11311 list mil 110,113 ter lntor teas It It to 1110 JO till 10 1101 t0 It •.110 19 1100 1160 1221 10 to 111 Its 14 t0 ti 1113 913 to to. 90 it,ii2 t1,311 111,225 111450 13,:11 1,1,12} 11,125 111,51111 tL1t1 1210 11,101 11,110 1!,410 122,161 fouta $0 110,131 121193 19 Ill.M 12,011 t0 $11,631 10 till 1111041 11,011 194.153 ...u• .NU• •N..• .N..• .N.N •.NN •wMN r.wN roul hom 111.131 111,111 11,171 14,511 IIIt%$ IC ill 11,121 11111111 W, Ito dolls 1111311 vtw 1IS9,220 Ott 111,121 Cis tit.?II Ott till ,931 Ott 112411 ittpouot , h" Cuter t1 10 Ih IS t0 to 10 It 11 n 10 it 110 luaatita 0itoetee t0 110 10 I^ to 10 11.313 11,311 10 10 91 111,313 111,090 Pill 1969 to t0 11 110 t0 10 10 10 to If 11 It so r 1191 1111 Its$ 1111 list !Lill 11,510 14,111 111200111 1110131 1022 1232 It 11!1.021 muse It 11 11 t0 N t0 10 17,111 11 It, It It 11,11i II ..luaaau 1130 list 1311 1013 1111 1523 11,151 1233 11,!14 1111 1110 1113 looli} 1"W" kip 19 11 11 121 t0 10 10 Its' 11 to 11 to 1131 K" to 114 • 11 10 to 10 11 list Its His 110 1331. Iloilo lataJ4tunt Isp 10 10' It W 10 10 to It Ill t0 0 110.: 10 Ottiaa 11,102 lit ' 4111 1)1;}9 1314 1299 111,111 t11 1211 ILu7 t0 1211 11,1t2 Orlallutint 10 His Ito to t0 10 It 11 • 10 1144 1211 It" 11,010 r foul" luataaaat 11,333 11.113 131133 130x1 13.313 13,313 10 to 11,111 11,131 11 $411 I21ooll Otelal , , 11901,3 110011 110013 11,113 11,011 11,083 11.113 11,113 110015 11,103 itA 11M. 111,113 IoAiploot 10 to 10 10 It to 10 It 10 to `s$ it to Utilitill 11,113 Iloilo 11,141 111912 11,919 11,210 12,011 11,139 10 1m 111$ 111111 111,411 a..Nw N. .w..w. ..w•M ..•„M ~otal2rpnn 11,111 11,114 11,0122 11,131 19,111 110,141 $13,11:1131,111 1140111 li:oslt 11,611 t1,iH 11"jil Ott 1!0,111 Ott 119,1011 Ott t1T3,s11' Ita 111,111 oat ta6eaa 11101421 $$,Its ilt,itsi 111,1301 11.111 111.4191 119.1111 131,1st 11101111 111,1141 111,113 ("Al 1131W 11111221, mn :322:1 ails: HIM 1912 Mai Stan ISSM tats sa:>dts staan 222311 Ott 11!01111 Ott 11!,1311 Ott 111,111 Ott l) tst11710IL slit 1 i I lit! 'Jf' in: 71ff IYI 134 1111 lilt flit 631st III' 1..: t II (ill ,1 a IWltlel ltllt+ It fhuri,l lulne,t FlenNol SUleout flancl+l !llleont II+ueU! Sate 11 - - - w a ff------- r TIC j e. ~1~' .teeoie ' hl~I+e+N 'd:~►leett ltfeool 1e1 Time liftoff loeeoe f5 IN+N t,kl own hr/1K lone Ott i~ne t noon ij `-iif;iTJ!` 1f 1S1'~f~ ilfl;illf u-fT11T1-~if-"1 , (iii-1f f7flStT "-1(711°--II._"___.tIT. Or I Odor 1 !I,lI{ Ilt,lll f lp tLlll 110711 11 1l,Sls 1{,637 11,111 11,111 10 Will 11.10 rrnt@ 11,1" loth 111115411 Iloilo Wit 1121,1111 111,111 11,111 11!1,1111 111,111 111111 (1!1,1111 t1i'm 14,414 111111sl III PIT MOTIF Fill It 1 fill ILISf•,' 1111let I;t, 1 7 7 ~t11 , y ' ! 11,11E fill j f I J,1tf ,Oil 'l 7:1 f till--1- 11,11 i' ik111_t1,11! 111,111 Algol 111111 111,111 111.111 ill ,sll ~ll,iil III 1 1 1111 1li,lll 171,901 1". ill -111:11(- `1-TF;ti1- flUff-" if -MW - -nr, In- 11,144 Ilia 11,154 15/la 11,7!1 111111 tfi•Hr Its SII till 1111 fill 1111 630{ "It lilt till Hoe !III -rrtlr m;sll- 1- -Mr---'- In;nt-.. rMy"llr ill--trnrr--~' Irt~tr,lir- -T tirllr- Ir rit-m 111 nri ITT_ II 0 1 11 01 11 11! I, < 11 'c II If 1; 11 4i 100 Sill,tsll him of,fi! 1634 all I ! till, 1 I1,la 1,111 (li") 141133 },111 111.1111 !I{,"1 II,i00 Illilfi I Itf,l 11 i~"_"-11- i___~ _ _f p--~- 1---1- -0--- -TT-_ to IV 19 1 cntnl I'M I'M 111 1.111 IMP Mill 8,111 11,111 lilt 01,111 11,1" I1111 11,111 mm !IIESi oleo IIS 111 0171 Ill ill lilt fill olio Jill 1100 lit (11111 _ pill it: 111111 r r It I + 1111 _ 1=i 1Tnt - m.1111II,Im llrlto I(fIIn ~ W t llE11 If 7711117 it- nE e1 b11 r ' - ' If 10 It 10, 1 111is1 1.+' 115,1111 it.;*! 11 ,Sll nt.1lll 1'4,411 111.110 lath 111,111 IWIS 113,!!1' IN.+q IL.'! If tit' II ,1111 - Ili 11H ill till I't'il1 li - Illr 111,411" 1" 1111,1111 - (11,11! If Vi ISII! I! I iIIl1 f1' 11 Intl Ill f !til) lit 11 rll _ 0 0 it 1 0 It it 11 11 It II It It 1^ i( IRWI 1--JFr-- - lidr IF it - - il- 11r.._.ftd 1111? M 'I1t( 1 r Ito 1111• 0,Irl 11,11! 2,111 t,l!I Ill,lll" 1211 ISII 1111 171! IIS! 111111 11.111 I1.75s W! N! 1 116301 S61 0 115111 1111 10 11"41 111' (4111 Ilia) 11,111 11 If„ 0' t y 1 i>T_-111Iil-- I a it I ! 11 tlImr - II 11 . 11 1 2 4 111 1+''j~' 1111 1!" 11! 1 Wt 11sf lit IIlnl q L' 1 Ill 1'+11 P '..:'fi l) '11 N iflltl If 1I !fill 111 it !"ill tom„' loll) ,F` mil, ff OR in `"'11111 Al f 0;31ff- ill t3l f1311 Ill oil 11111 ion 111 7117! Iflnt it lit fit 1 n lit III life 111 fie 1100 11{ 111 lilt lilt Milli___ - loll .It-iilitr-_"-11,111 -it~~If;tHr-'~IifF- 11 IiN1f - Il,it! 1 U,Iti fidtl 11 (ll,iltl, ilwe. !,III 1 (!1,11}1 ;7: !,III t11 11!,1111 11,114 0!1 111111f) I,ItI ~1__ iIl,1111 r . I0!I 1 IIS Ill', 11,111 11 (1111 11 lit 111 f Ihlil 11 f jJ .till rr~ Es " . fr-- .~_of ifill I t t " 1 1 " !f It 10 It to 11 to jr 11 jle Ill In liitl !III 6300 fl" 111 1101 ill 1411 lilt Ill 1M -;Ti7f1i1T` "II-'j!i a 1IT W n ilf~ JIM -T il I !~!1 1 11 Ill 1,111 f fll,lfl I1,IM " I~I11MI N,Ia 11 il0,1a! II,IM " („I tai 111,116 ilfi,lll 115,111 11114121 0tll,lil !(1,111 11111111 011,141 1111141 1111,111 1111,111 111,111 1111,111 il",1 S 11,111 1 411 tlIt tftt-lt W2111 ell:!': tMitt 111Th tltllrt taltlt Itttll 11 S-R: -22:121 It:1I1 :Itl!'I tt.tttl plots tf1 - 11,1!1 1bl ! M1 t 41.111 lot 1 11,011 al 1 11111 101 = 11,411 t ht to tit 'Off Illee 1401f11n' truer. live f/,11eeSe n" let Irftrl cootltlt mtefet. s , ...i ,-...._.....a. b...uwreFUe..ax-rsror•wt.l rAr f7HYs't41~ ■ 1 f7@Jj§ Profit ki=' ')'trat'et;ient 191)(+ 300 _5 I S. ~ 15 '~Ix(~I .ai.r..N_Mrrl.Y'!__.MI~.r....i.Y..w..w..w.m MM..w..V lw,xwM n1.rYY. r+'r MlnY.ll..w.w...YV~w Ix. wYrM.M'.r 4r IM..Y._. ' 111 .(1 + 5 1 r, I ~~Iwl ..l..Y~.r~r: .r r.. • i.rv r...e ._4w r~..r I..r.Yr r : w •i.r r r. •n r~ w_I_ rM.._ r r .er. i • i. r i.... Y..x rrrn u r.. . Iw. !Y 0 'i • ..,....-....~.x.r....r.y _.x•r. .l.. .r~..w._i._ .....x r. ..~.M_.....Iww~._r..w...w..w.ww. _~..w.r.. ......~Y._._ .._~:rw.sw,«.,. µ...:w..... 1... i I I 1 11 w lari Feb Mar kpr Ma1v :urn JiiI Hug . Sep Oct, I10! 1) Y lo[r, P.Firti,l. E',y Illoriths 'I 0 Income F vpen,_IP sf Met. Inamie r k V,. Kul. i kill, i, t 1990 300 25 M...I.y.y...«.I~...._._......~.~~..~.M ..r•li M.Y....•..w.w.T~«_.Y~1~....._.,.Y.~~~.i..Y.li~T•...~.wn•r it V.M 1 21f1 i { 1, 15th. ~1F I~YI . wl .~.Y.l..i•T~uYi~~ ~~.Y~.Y~.~~.u. r.n.... M. ~.~I...M n~.TN ;1 n_Wi11Mr.MYYMI•.... Y.+w.~1. iM...l u.Y.W..1. ~YY1~.1_ I~ YM.M... ` 1il.l .T..e.... T• .i .r .1 i.., .....•n..«.i.T r. ~.••~n.. • •n.~ a,• .......•iY..w.w.M~...W.... r. i.•..~i IM M. .ni .Y ~.i«.. V r + f 111 I i ~ Il.. t• I_t.• 1I Jarl Feb #'lal' (ol May Jul i Jul Rug . Sep (Ic I Iov beC. VEi~F' Rppctil Months lr,CClll E ilie se r; Het. Maio I 1 {kpkyY°77 I ya r4! !:Oll F J DENTON CONVENTION & VISITORS BUREAU i July 10, 1991 j The Mayor City council Members City Manager City Attorney City Finance Director 215 E. McKinney Denton, TX 76201 Dear Mayor, City Council and City Staff: I am enclosing the annual report required by thA City of Denton of the Denton Convention i Visitors Bureau. Pieat'le► refer to the Table of Contents for a listing of all itoms. i j The Bureau appreciates the support of the City of Denton` 1 and expects to continue its service to the community and all visitors. Here's to a successful new fiscal year! Sincerely, I Jo 'Ann Ballantine Staff Director r i Enclosure ' i 'i 1 I 1 i DENTON CHAMBER OF COMMERCE • 414 PARKWAY • P,O. DRAWER P • DENTON • TEXAS 76202 FO,W] y, e♦ . DENTON CONVENTION & VISITORS BUREAU MARKETING PLAN OCTOBER 1991 i TABLE OF CGNTENTS 1. Marketing Plan 11. Budget y Audit f III. Chamber of Commerce organizational chart i Chamber of* commerce Board of Directors f 'i DCVB Advisory Board { Job Descriptions DCVB Staff' IV. Appendices A. Annual Activity Report s B. Conventions List ' C. Occupancy Figures Occupancy Tax Receipts Occupancy Tax Distribution D. Articles f E. Texas Auto Visitor Survey Information f Texas Travel Log i .i { pqfih'.L4 i WWI I. XAMTINQ PLAIT ~ I ~ f 4 r T F E{~ i I DENTON CONVENTION & VISITORS BUREAU MARKETING PLAN 1991-92 i• Introduction The primary mission of a co is to sell its city. In making convention & visitors bureau bring ing in place a conventibu a community a more dynamic bureau creates the needed environment to bureaus operate on and visitor through business, than through ind throu h Individual ta t row 'uccessgui bureau serves group action rather of the as a cooperative re resenting ions. Therefore, a restaurant sisitor industry incuding ht is components convention attractions, and transpor facilities, tour motels, retail t e 1 ati a on oprato and cart rs visitors, commercial resources carriers as well as th® All of the businesses create are im ortant the bureau acting as the me a t eam ffort hospitality industry, with g/promotional arm for the The specific programs of the ~ DCVB include; Convention promotion Tourism Promotion Film Commission Administration II. The Bureau the The DCVB is is years old. Denton Chamber of Co it was initiated in 1976 b agency as an operating unit~erce and remains under this tax collected by the cit Both the amount di of occupancy stributed to the DCVB has increa ed O and f tg . City There of is no Dentonm. embership structure within thamount e D VB ° sax funding comes from the occupancy tax disbursement b 11 Y the The occu anc p Y sent to the Stat tax rate in Denton is 13*, 9 is e of Texas ix percent Note that only one-half of one percforent their state ocau anc general Pond, p Y tax is sent of the oar percent* department. Texas law prohibits to the state'., t from using the mane the state tou 'tr office boundaries, Y for advertising XLtt1jIt tree state's r i ry C S ]ti The remaining seven percent is distributed to several i agencies within Denton, The breakdown is as follows: i s Denton Chamber of Commerce (for the Convention & Visitors Bureau) 3$ Greater Denton Arts Council 1$ Greater Denton Arts Council (bldg, fund) 1$ North Texas Fair. Association 1% Denton County Historical Museum less than 1% Denton County Historical Foundation fraction only f 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 351,201 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 1 conducting solicitations and 1 attract tourists and convention delegateslorpregistrants to the municipality o or its vicinity.r. 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 the second year and will receive only 95% of the 3; 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 cut and the monies kept at the city for special projects), See I Appendix c for occupancy figures, occupancy tax revenues and specific percentage breakdown,. III, mission Statement and Plan Background 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 i 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 iincreased regulation by the city requires ! I! accountability for expenditure of occupancy tax monies, -2- t 7 , 6 IV. Participants in Plan Development The DCVB reports to the chamber's Board of Directors but maintains an Advisory Board for assistance. This board does not have a "hands-on" relationship with the i DCVB. The DCVB did not utilize a working committee to develop this marketing plan. However, the DCVB does have an advisory board Qhairman who has a genuine interest in the DCVB's purpose and focus and has given much time and effort to this program. This person is George Gilkeson and he is a former sales representative from DuPont Corporation. George has assisted the DCVB director with invaluable marketing expertise. The director has also collected suggestions and ideas from other hospitality and marketing professionals, chamber members and in-house i staff members. V. situation Analy3is Customers: (1) convention attendees , (2) tour bus travelers (3) visitors Convention attendees require a competitive hotel room rate but they want to attend their meeting in a convenient, fun, and accommodating environment. Tour bus travelers want to see new and different f' places, stay in comfortable lodging. and eat at good restaurants. Visitors want easy access to the city, good lodging rates, good restaurants, and things to see and do. Denton has the ability to serve all three of these publics. However, there are strengths and weaknesses in all areas. The DCVB is currently compiling a community as,aessment which will be used to better market the city of Denton The DCVB has competitors and they are everywhere. Theyy are other states, other regions of Texas, other similar small towns, the DFW Metroplex and its vast amount of offerings. Fj i VI. The Industry in Denton As seen in Appendix C the occupancy tax for the DCVH has increased from approximately $22,000 in 1976 to $160,000 in 1990. Since 1985, several facilities have i 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 i Inn went through a major renovation. The Ramada Inn was f sold to a corporation that initiated a name change and instituted their thPma 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 highway also runs through the middle of the United States connecting from Laredo to the tip of Canada. It is also home to two major state universities with a total student i population of 32,000. There are 64 manufacturing 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 tourism 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 money to Louisiana, Oklahoma j and New Mexico. Texas has plans in the works to either try a lottery or a state income tax. Only time will tell. I i { i ` -4- 1 k1 j 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, sep. the attached Texas Auto a Visitor Survey 1991 Spring Repur.t (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 j To increase hotel occupancy by 10% for calendar year 1992. To increase DCVB's occupancy tax receipts from $160,000 to $180,000 in calendar year 1992. To increase local revenues by ~l million by recruiting one movie and two commercials to Denton in 1992. IX. Objectives 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 1 the motorcoach tour market. a. Direct mail b. Personal visits to tour operators i c. Work with local people to educate theta to needs of tour groups i I 3. To train 50% of all service personnel in Denton's hospitality industry (hotels, restaurants, retail businesses, etc.) a. Use the Texas Hospitality Seminai 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 co-operative groups to promote city I 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 subsequent new hotel properties. a. Facilitate these possible businesses byy serving as a pro-active resource and also € keep the community informed and ready i 7. To market Denton as a concert mecca through all available facilities in the city of Denton, j a. Develop a plan with the universities and I i other community facilities to recruit all types and sizes of concerts to Denton4 b. Direct mail c. Personal contact d. special event 8. To assist in the promotion of the sports activities at the University of North Texas and Texas Woman's University a. su,3port the football and basketball programs by purchasing season tickets (with Economic 1 Development) to use for hosting meeting planners. I 1 ' n.: i ICY 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 Metrcplex alumni 9. To initiate a Visitors Center on Interstate 35 in Denton for highway travelers. I 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 centert 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 50 people E to serve as volunteers would require a particular incentive or special event. 11. To provide expertise 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 support committee for 1I 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. DCVB 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 i t I { ,r 1 ~ 1 -7- i , I s ) WWI gT.4Sfi i 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 DCVB staff re-structure: (long-term) j Director ' sales Position convention or tourism Information Receptionist Secretar ' Internship (paid) The DCVB understands that limitations of time, staff and money may affect the goals listed above. However, these ideas can ba accomplished. All need concentrated effort by the DCVB and full support by the Chamber. 1 J -8- i I lppV Kp3tx5Y1 5 r r ZZ. BUDGET AND AUDIT t I_ ~i { j t 1 i I j DENTON CONVENTION & VISITORS BUREAU TWELVE MONTH BUDGET OCTOBER, 1991 SEPTEMBER, 1992 I gamma=aaeacaaaaaaaaac,aaeaaxaaesaxaassassasavnaa QTR. 1 QTR. 2 QTR. 3 QTR 4 TOTAL f Qamm=-saaneemm=ae..sasaeszoaacaeamaaaaamsaone 310 SALARIES & BENEFITS 23,100 23,100 23,100 230100 92,400 j 325 TRAINING AND TRAVEL Chamber institute 600 1,400 21000 i CVB Support Staff 500 500 500 500 21000 , s Miscellaneous 250 250 250 250 10000 SUB-TOTAL 750 1,350 21150 750 51000 330 EQUIPMENT Lease - computer/printer 850 850 850 850 3,400 Repairii/training/supplies 250 250 250 250 11000 Lease - FAX (CVB/ED) 125 300 300 300 10025 Rent - warehouse 380 380 Printer for info area 600 600 SUB-TOTAL 1,225 11400 1,780 1,400 50805 331.XEROX COPIER 1,120 10120 2,240` 332 TYPEWRITER MAINTENANCE 263 263 { 400 OFFICE SUPPLIES ISO 150 150 150 600 405 TELEPHONE 10500 11500 10500 1,500 61000 415 AUDIT 11000 10000 420 PRINTING 1,000 11000 11000 1,000 41000. 425 POSTAGE 150 150 150 15O 600 ADMINISTRATIVE TOTAL 28,995 300033 29,830 29,050 117,908 ~ aeaeaaeasyaa~eaasxassae~nsraamme~~azemaammsessaem,~aati~s i 1 1 i 4 rle r. Shk'trua 1' 11 ' rt 4 DENTON CONVENTION 6 VISITORS BUREAU TWELVE MONTH BUDGET OCTOBER, 1991 SEPTEMBER, 1992 nmamoaaaomaammamnamamxaammaaoaax=xoxemxaaam5n QTR. 1 QTR. 2 QTR. 3 QTR. 4 TOTAL osaammaamaamamamarmaabyb:xmvaaae~omaxmaepxzmmb i CONVENTION PROMOTION 502 TRAVEL 21500 2,500 21500 21500 10,000 Sales calls and bids 503 CONVENTION SERVICES TN£T subscription 60 60 60 60 240 TNET reports 250 250 250 250 1,000 Mailings 500 500 500 500 2,000 504 ADVERTISING 500 500 500 500 20000 505 PROMOTIONAL EVENTS 500 500 500 500 2,000 506 TRADE SHOWS TSAE Annual Convention 250 500 X750 Fort Worth 507 PROMOTIONAL MATERIAL 21000 20000 20000 21000 80000 convention premiums 508 MEMBERSHIPS TSAE dues 200 200 , TACVB dues 150 150 TACVB TNET 750 750 TH14A dues 212 212 American Express fee 45 45 509 SUBSCRIPTIONS Denton Record-Chronicle 100 100 CONVENTION PROMOTION TOTAL 71210 6,660 7,267 6,310 27,447 amaaii9SSaaYlamaamaaaamaaaremmxx:aa~brabaaa.emauamm t i I bra. • „ r,,,.,.~ 1 F I i DENTON CONVENTION a VISITORS BUREAU TWELVE MONTH BUDGET OCTOBER, 1991 SEPTEMBER, 1992 xaaasaa_saaraeaaxmaxaararaxavxaezaraomxaa~tsxasaa QTR. 1 QTR. 2 QTR. 3 QTR. 4 TOTAL -xaaxx-mx=xxaex-xxaexs==oaaaax-aeaxx--sxaoaas TOURISM P.OMOTION 512 TReVEL 250 250 250 250 11000 Special projects/misc. 513 TOURISM SERVICES 375 375 375 375 11500 Community, temporary help 514 ADVERTISING 750 750 750 750 31000 Billboard on I-35 r ~ 1 515 PROMOTIONAL EVENTS 250 250 250 250 10000 516 TRADE SHOWS TTIA Travel Fair - Irving 200 300 500 Dan Dipert Travel show 92 200 1200 517 PROMOTIONAL MATERIAL Photos/slides 25 25 25 25 100 Restaurant Guides 625 625 625 625 2,500 Calendars of Events 500 500 500 500 21000 Tourism premiums 10625 10625 1,625 10625 61500 Miscellaneous 25 25 25 25 100 518 MEMBERSHIPS Texas Travel Ind. Assoc. 300 300 519 SUBSCRIPTIONS Texas Highways Magazine 20 20 520 FILM COMMISSION OF NORTH TEXAS Pledge 30000 31000 Travel 1100 100 100 100 400 Slides, photos 25 25 25 25 100 TOURISM PROMOTION TOTAL 7,550 51270 41850 ;0550 220220 r=xrrarrrrarrxarraarsraaaaaaaaexerayraaraaryar~rrra GRAND TOTAL 43,755 41,963 41,947 391910 167,575 axwaaarrarrmxaaxaaamaaaa~t~arrmeaarrrsrrrr~rrrr : ~ Prepared by ,7o Ann Ballantine ily 240 1991 y.. , , 411 crelzF.+J `(p~J' r7 y4 : FYf477Y i 1 I DENTON CHAMBER OF COMMERCE i STATEMENTS OF CASH RECEIPTS AND DISBURSEMENTS AND AUDITORS' REPOR';' is FOR THE YEAR ENDZ0 MARCH 30 1990 i 4 G ti i 1 I TABLE OF CONTENTS Auditors' Report 1 Summary Statement of Cash Receipts and Disbursements 2 Schedule A - General Account . . . . , . . . . . . . . , 3 Schedule 8 - Economic Development Account. . . . . . . 4 Schedule C - Convention/Visitors Bureau Account. . . . . . . 5 Schedule D - Special Fund Account. . . . . . . . 6 Schedule E - 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; i s 1, . w. 1 , t r Via;: ✓~:1 YEYEE°5 NENEE°E sYE-':A;~'h5ts'J' TEXAS S6C'Err 0: CEPtIFIEO PUAL'G ACwUnTSNi$ CE0.T'r 7L!,a G.C ACCCQ9r,rsa73 j HANKINS, POWERS, EASTUP, DEATON St TONN l A Proless+onal Corporaiion CERTIFIED PUBLIC ACCOUNTANTS 902 NORTH LOCUST a P.O. BOX 977 OENTON, TEXAS 762020977 617,387.8563 AUDITORS' REPORT Board of Directors Denton Chamber of Commerce k We have audited the accompanying statements of cash receipts and disbursements of the Denton Chamber of Commerce fc. Vie 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 I an opinion on these statements of cash receipts and disbursements based on our audit. We conducted our audit in accordance with generally accepted auditing'. 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 Note A, the Chamber's policy is to prepare its'ooera- tang 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 respect:,, 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. f I~ Hankins, Powers, Eastup, Denton & Tonn I A Professional Corporation Certified Public Accountants i, August 23, 1990 ilia r..--... t i//(q@1Aq f wN/,71SITORS BUREAU ACCOUNT STATEMENT Of CASH RECEIPTS AND DISBURSEMENTS FOR ~T YEAR ENDEO MARCH 31, 1990 Cash at April 1, 1989; Bank One - Denton $45,605 Add Receipts, City of Denton - Occupancy tax $155,535 Other income 229 Interest (Note e) 31018 Total Receipts 158,842 Deduct Disbursements; , Salaries 69,156 Auto expense 11419 Taxes 5,696 Insurance 4,209 Training and travel 31525 Equipment 764 Equipment lease 5,736 i Office supplies 600 Telephone 41096 j Professional fees 800 11 Printing Postage 600 Convention promotion 14,131 Tourism promotion 13,397 Film commission 4,073 Total Disbursements 128,649 Excess Receipts over Disbursements 30,193 Cash at March 31, 1990: Bank One Denton S75,798 I 1 The accompanying notes are an integral part of this statement, , -5- I 9!2'ltsta i 2 1 I 11, _j Q J IMICLcIII, Jr uAMji RECEIPTS AND OISBURSEPIEI'iTS i FOR THE YEAR ENDED MARCH 31, 1990 NOTE A - BASIS OF ACCOUNTING r It is the Chamber's policy to present its results of operL !ons on a cash basis. The accompanying statements reflect this policy. Under the casr basis of accounting, revenues are recognized as received rather than as earned and ex enses are recognized as paid rather than when incurred. Accordingly, the accompanyin. statements do not include any revenues which have been earned but not received (rec ivables) nor any expenses which have been incurred but not yet paid (accruals and counts payable). NOTE B - INTEREST EARNED ON CASH BALANCES t The Chamber keeps its cash in interest -bearing bank accounts t~; the extent pos- Bible. A total of 57,886 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, 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 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 certi'f Cate of deposit held in the fund had been pledged as collateral for the building remodeling loan. The loan was paid in full in April, 19900. I l -10- i Vill 1 III. CRAKBER OF COXXRRCB ORGANISATIONAL CRART CRAMBER OF COXXBRCE BOARD OF DIRRCTORB DM ADVIBORX BOARD JOB DBBCRIPTIONB DCVB &TAYP i z "1 i c ,y hr , f DENTON CHAMBER OF COMMERCE April 1, 1991 March 31, 1992 ME MnER8111P BOARD OF DIRECTORS Barbara PUS3011 Chairman of the Board Charles W. Carponter~ EXECUTIVE DIVISION EXECUTIVE COMMITTEE Prosldonl 8 Gon. Mir. 1 SUPPORT STAFF David Olles Carl Anderson Aominl Membership ngnquel AdmIn.8 Opor., Ptogrnfn - Cheirman Chalrman-Elool, ' Calnmunlcollont Coolmlilte - { Assist, Inlo. Dlslrlb, Loodorship Donlon Public Holallons Dlv. Public Relollons Commillee { C, C, SeKton Jerome Cott ' Relull eusineii Comnnlles ' Gavernmenl Relullons Comm. r I - Chairman, Prosldonls - Vlco Chairman, Govor- ' Vol, Relollons Corsmlllr.e Club 100 Slowing Comm moni Rolollons Dlv. 14 nnn pnrlullen Commillee Jo Ann Ballanllne George Gllkeeon, Chair Ann Houston AJonl-A-salsool commulee Vlco Prosldonl - Convonllon 8 VISIlots Vlca Chairman, Corn- ' Agrl-nush+eu Commlllee j ' Duroau Advlsory Board rnunlly Dov, Dlvislon Chrlslmot Lonsmalee Ilnlrenlly~Nuslnsss Ken Burdlok Robert Gentry, Chalr Prlsollla Sanders Aalon Commlflre i Vlce Prosldonl Economlo Devoloprnonl - Vlco Choli-man, Mornbor Pocers Advisory Board ship Dovnlopmonl Dl v, Sponsors Bob Woodln Mouih trship Ralnlloni ' flow Mtmber Coffees Tfoasuror,Inlornal Oporollons DIVISlon nudpCl ,b fbinnol Comnrlllae t.,i long-Rudpe I'iweungCmnm. 1 I ; I ' I ' - r ual en+reMa.WMW+~ii 1 t l i l f ,M.n ,kU.t-s1)n5 .~..wrtwk~ 3 I Board of Directors DENTON CHAMBER OF COMMERCE April 1, 1991 - March 31, 1992 Terms_eLid_t3arch_31i_1992: 11OY APPLETON, III Group Graphics 565-1255 t - JOHN BAINES John E. Baines & Co . 565-9015 DAVID BOSTON Dave Boston - Custom One Homes 387-7752 DAVID BILES Law Office of David W. Bilea 566-0566 COLLEEN BRISCOE First State Bank 382-5421 WELDON BUR00014 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 698-7003 - MELVIN WILLIS GTE Southwest 383-2511 i One-Year Appointment Terms_end_Megch_31x_194~: - GENEVA BERG Locust St. Grill 566.3614 - ~EROME M. COTT Sundown Ranch 565-2216 DIANNE EDMONDSON Apex Computer Placements 565-0658 SHERRIE ETHEREDGE The Denton Depot 383-4006 ROB GENTRY United National Bank 382-6701 FRED HILL People's Funeral Home 382-6028 - BARBARA RUSSELL Barbara' Russell Realtors 866-2730 PRISCILLA SANDERS Sears 566-8904 - BOB WOODIN Woodin Financial Services 382-1849 TerBs_er3d_Mgrgt3_31,,_1994: WAYNE ALLEN Wayne Allen Construction Co. 566-1819 CARL ANDER:;ON Bill Utter Ford Coo 382-5404 RUSSELL SATES The Architectural Collective 387-4881 - DON CIULLA Denton Regional Medical Center 566°4000 - BOB COPLEN Texas Instruments (Retired) 382-4969 RICHARD D, HAYES Hayes, Coffey & Berry, PC 387-3518 ANN HOUSTON Re/Max of Denton 566-0855 - DAVID KING Shoney's 382-7853 # # # # # # # # # # # # # 1 j - CHUCK CARPENTFR Denton Chamber of Commerce 382-9693 f~C~yi DENTON CONVENTION & VISITORS BUREAU ADVISORY BOARD EI 1991-1992 j George Gilkeson, Chairman Barbara Russell ; 2304 Royal Acres Barbara Russell Realtors Denton, TX 76201 919 S. Carroll, Suite 201 387-5373 Denton, TX 76201 566-2730 James Roden Margie Jimmerson North Texas Fair Association University of North Texas P.O. Box 1695 P.O. Box 716 Denton, TX 76202 Denton, TX 76203 i 387-2632 566-3641 Larry Story Herbert Holl Auburn Inn Center for the Visual Arts 820 I-35 E 207 S. Bell Denton, TX 76205 Denton, TX 76201 387-0591 382-2787 Yvonne Jenkins Kari Calhoun Denton County Historical Museum Bank One, Texas Box 2804 P.O. Box 580 r ~ Denton, TX 76202 Denton, TX 76242 389-8073 387-3551 Anne Fay Judy Hildebrand Golden Triangle Mall Conference Services Coordinator r 2201 I-35 E Texas Woman's University Denton, TX 76205 P.O. BoX 22305 566-6023 , Denton, TX 76204 898-3642 j i Tom Judd David King Tom Judd Photography Shoney's Restaurant 1011 W, Oak 1513 Wellington Dr. Denton, TX 76201 Denton, TX 76201 387-0604 382-8698 i Jane Biles Howard Watt Main Street Coordinator Attorney 100 W. Oak, Suite 204 1108 N. Locust Denton, TX 76201 Denton, TX 76201 566-8529 387-0565 Jo Ann Ballantine, Staff ; Convention & Visitors Bureau P. 0. Drawer P Denton, TX 76202 382-7895 9 , DENTON CHAMBER OF COMMERCE k POSITION DESCRIPTION Job Title: Staff Director I Education Required: Bachelors Degree Strong background in marketing and basic understanding of the hospitality in,,,i3try. Summarv: The Staff Director in cLsrge of the convention & Visitors Bureau reports to President of the Denton Chamber of commerce and, through regular counsel from the convention & Visitors Advisory Council, is responsible for the day-to-day operations and implementation of the Bureau. Responsibilities: 1. Develop and supervise plans to promote Denton as a convention site to area, state, regional, and international convention -holding groups and organizations. Develop and supervise plans and rocedures to disseminate, by personal visits or letter, telephone or travel shows, information about facilities available in Denton which are conducive to support of conventions. i, z. Develop and supervise master listings of conventions and exhibits scheduled to be held in Denton; file IACVB and TACVB listings and confidential convention reports to INET and TNET; as well as records required for the efficient functioning of the Bureau. 3. Receive inquiries, by all communication means, pertaining to conventions and tourism. Assign to members of department for follow-up or makes personal follow-ups. 4. Develop and supervise plans to ppromote Denton as an area tourist attractions to publicize the existing tourist attractions more .fully. 5. Design and supervise yearly marketing plans and I budget. Hire Bureau support personnel, and provide reports to the Board of Director of the Denton Chamber of commerce at monthly meetings, mid-year and annual eats. , planning retr. 1 VAUPY i i c 6. Maintain regular contact with Bureau chairman to keep him/her abreast of Bureau's status and coordinate Bureau Advisory Council meetings. 7. serve as liaison to local hospitality industry organizationst Denton Hotel & Motel Association, Denton Restaurant Association, and Central Business District Association. serve on local boards as necessary to ensure qood relations and communications, - it 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. j , r 1 1 I i, 1)Z1jToN CONVENTION J VISITORS BUREAU Assistant to Staff Director Job Responsibilities Type and keep all copies of correspondence for Staff Director. Maintain all files pertinent to CVB, including administrative and client files. Handle requests on facilities. 1 Compile Convention calendar: semi-annual brochure, work with universities and motels to obtain necessary information. Maintain facilities guide notebo k 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 motels, hotels, restaurants, " E universities and attractions regarding meetings, convention and day-to-day business environment. Assist Staff Director with spacial projects relating to the continual 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, CVB, and film commission. Maintain a file of articles for prospective conventions. Instruct classes on Texas Hospitality. Represent Bureau on community committees, i.e., Hotel 6 Motel Association, county Seat Saturday, Holiday Lighting, Prepare V Convention agendas Visand itors record Bueau minutes for riou Advisory Boards De ton s'County Con Amphitheatre. r ~ I , t !.-r. IRVAi a111y Y J.illCk'!: h E POSITION DESCRIPTION DENTON CHAMBER OF COMMERCE AND I THE DENTON CONVENTION & VISITORS BUREAU h Job Title: Information Assistant r Basic Requirements: - High School Diploma Resident of Denton for at least one year Vibrant personality, neat physical appearance Excellent telephone skills Must have own transportation Summary: The Information Assistant reports directly to the Director of ' the Convention & Visitors Bureau, and will professionally and ( courteously receive and direct all contacts: and oversee the j efficient coordination of the Chamber's Information Center. 1 Responsibilities' ' 1. Answer and direct all in-coming telephone calls 2. Greet visitors and provide appropriate information as requested 9. 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 telephone recording 8. Maintain inventory of all Denton brochures and premiums 9. Regularly update information files for visitors 10. Maintain inventory and stock the state wide brochure rank in the lobby 11. Process ticket reservations and orders for all chamber meetings j 12. Assist with providing convention and meeting planners with brochures and premiums f f a I 13. Compile the monthly "Hew 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 E calendars each quarter 18. Mail quantities of various Denton publications to Texas Tourist Bureaus state wide and other travel or tourism related associations 19. Assist with the production and maintenance of the "Denton'. visitors Guide" i 20. Handle reservations for the Santa Claus suit. Monitor the suits condition and inventory the separate items. I 21. Provide additional assistance to other office staff and needed 22. Carry out various and miscellaneous duties pertinent to the objectives of the chamber as instructed by the C/V Bureau Director { l 12/90 i Y IV. APPENDICES A. Annual Activity Report i H. Conventions List : r C. Occupancy Figures Occupancy Tax Receipts Occupancy Tax Distribution D. Articles j E. Texas Auto Visitor Survey Information Texas Travel Log i { 41 I DENTON CONVENTION & VISITORS BUREAU k ANNUAL ACTIVITY REPORT 1990-1991 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 literature, name tags r and gift items when necessary. However, please note that not all conventions/meetings require DCVB assistance so the total number thus far does not reflect the total number of meetings held in Denton. Please see the enclosed list of conventions in Appendix B. The DCVB exhibited at the Texas society of Association Executives annual convention where all staff directors of the Texas associations meet each year. This is an opportunity for suppliers to meet with the executives and acquire qualified leads for future hotel business. OU S The DCVB maintains a billboard located north of the Texas Tourist Information Center in Gainesville. This billboard is one way in which travelers are reminded that Denton is just down the road. Other Denton businesses also maintain billboards along this same section of Interstate 35 thus collectively promoting Denton. The DCVB publishes two pieces which are useful to Denton's residents and its visitors. (1) Calendar of Events special events within a three-month time frame and (2) a Restaurant Guide which lists all Denton and surrounding restaurants. The Restaurant Guide is updated 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 1991. It was published by the Denton Record-Chronicle and iistributed 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 C Chamber's membership guide. i J y I The DCVB maintains and staffs an information area in the lobby of the Chamber of Commerce. This area offers a variety of information on the city, the chamber and the DCVS. Visitors can also find information on the tourism opportunities in the Metroplex area and the state of Texas. The DCVS 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 DCVS 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 1487 there have been five major movies shot in Denton. Although details on each project's economic effect were collected a true tonal of this economic impact has not been determined. ' The movies which have been filmed or taped in Denton i 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? Mittalmann's Hardware Television movie re-named Finding the Flay Home (air date: August 26, 1991) Necessary Roughness 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 morn appL,opriate. Denton has lost several projects to Waxahachie because the city's look was more desirable. i i NaW,r , r f 'r 'r[p9yj?i I 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. i SSPECIA EVENTS 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 meeting and for offering seminars on TDOC's programs to all interested 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 Denton 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 Spring Fling and Denton JazzFest, 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 group's 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 from within the state and from other states. Progress continues and interest is high. { COMMUNITY INVOLV'MENT 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 Faistival of Lights Committee i I 4 F 1I LOBBY INFORMATION Jan/June 1991 { Relocation Reauests (mail) p- 3 ~1tics fmaill j January 72 47 total February 89 March 56 Visitor !mail) April 82 June 6g 143 total Visitors in the Lobby Mans Given January 1,465 (approximately) February 283 March 398 Mans Sold April 350 JuMay 346 854 (approximately) 392 Qenton Today Mfg zine Clubs & Oraan"ati= February 9 (discontinued) 13 (approximately) ~ M~acturers G ~ i ~p ~ 48 (approximately) NOTE: The majority of ' people who came into the Lobby were from out-of-state and seeking information on jobs, housing, schools, and crime statistics. r I Most Popular Bro huro;/phamplets are- Outlet & Disco+tnt Directory Consumer Information Center (US Govt: publication) People Helping People (United Way) TWU Campus Guide i UNT Answers & Questions I Denton Trolleys Recycling Information General information on area lakes 1 onik73+s~ f 1 DENTON CONFERENCES FROM OCTOBER 90 TO JULY 91 i Accelerated Christian Educators 1000 Texas Department of Commerce. 50 Northwest Baptist Association 100 Studebaker Driver's Club 75 i Fire Prevention seminars 100 Texas Rural Letter Carriers 250 i Cattle Producers Tour 85 1111 International Training & communications 100 „ 6th Annual Storytelling Festival 500 Southwest Regional community eatre 100 TWUhPioneerePedall 1000 Southwest Fire Chiefs Convention 300 Spring Literary Festival Multi-Cultural Arts Festival 100 Texas National Organization for 125 women State Board of Nurse Examiners 500 ' National Pit Bull Association 500 Brain Function & Learning 300 Golden Key National Honor Society 200 International Horn Conference 350 Ismaili Youth & sports Conference 400 North Texas Pit Bull Terrier Assn 150 central Baptist--Soul Winning Clinic 350 Texas Academy of Math & Sciences 100 Network Marketing Group 1100 Self Managed Work Team Conference 350 i UPCOMING CONVENTIONS "Reading Session" 400 1991 Presbyterian Convention 400 1991 Accelerated Christian Conference 4500 1992 North & East Texas Press Association 100 1992 Youth Conf. Christian Science Church 3000 1992 Texe.s special Olympics (tentative) 10,000 1992 (waiting on final word) i The Denton CVB serviced over 125 conventions, However there are many meetings which convene at the universities and the hotels who do not need DCVB assistance. Also, there are some groups who are unaware of the DCVB's existence. { I I 1 4 I i i ~ ro i July - December 1990 t6 capacity 100 SU Hest Wester+► i Delux lr1u _ - - - 60 Park Inn - Exel lnn La qulnta 40 Iloliday (tin Sheraton 20- 0- Jul Aug Sep 0(1 Nov Dee Source: Denton hotel/Motel Assodat.lon r i ..~,w1<.r.cn..wtua:a..•:fm-.beel.47iJ wo s `a { i Dent-Ion January - Trine 19190 O ` ie L'npacily 80 Best Western 60 - i Oelux Intl 50 Park Inn Exel Inn 90 La Quanta 30 - Holiday (till F Sheraton 20 f . 10 - 0_ -T- I Jail Feb Mar Apr Ma,y Jun f Source: Denton Ilotel/Motel Association } 1 1 Denton Occoupar.~c~y a~, (.5* 1976 - 1990 THOUSANDS 200 s 150 000 j 100 5 50 76 77 78 79 80 81 82 83 84 85 86 87 88 89 OU YEAR 'l'ax Receipts *Dentoia Com;ention & Visitors Bureau ri -a,N slef~>H RiIY[~2 rW I ,"''t~l~''"ati4dkztl}1MC4irR~ilafil[K'+.~-a.. r J.. NfeY:•A~:j ■ d i k OCCUPANCY TAX DISTRIBUTION BY THE CITY OF DENTON Denton Chamber of Commerce ..................42.0000$ f ' Greater Denton Arts Council .................14.2850$ Greater Denton Alts Council (building)...... 14.2850$ North Texas Fair Association ................14.0000% Denton County Historical Museum .............12.3151$ Denton County Historical Foundation.........01.5793% Total 98.5644$ y1 d I I i 11 3 i R.J. 1 ~ ,SIfS?rtI 1 f t I ( S H I N $Pilo Sv041. INC i Contact, David Undsey, APR (business information) PR/Texas Metro (817) 429.4682 Janice Butler (sports information) Sutler Communications (214) 350.6714 Date; Feb` 13,1991 For immediate release TRANSPORTATION TECHNOLOGY CENTER, SU17ERSPEEDWAY FACILITY TO HAVE $350 MILLION ECONOMIC IMPACT 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 economist Dr, M, Ray Perryman, The 1 Transportation Technology Center and Superspeedway is a project of Ishin Speed Sport, Inc., a subsidiary of the Ishin Group of Japan. i f "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 technology center and speedway are combined, the economic I ' impact is very impressive. The total project vnll create 5,600 permanent jobs in the region, " I - more - .y fiFkjllJ i SY.Ei*.kk. ISHIN TRANSPORTATION CENTER, SPEEDWAY add one "This project is good news for North Texas in several respects," Perryman, a Saylor 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 i 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 t 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 t ~I be located 15 miles northwest of DFW International Airport at the intersection of ` Interstate 35W and State Highway 114 in sou,hern 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. j "We expect the technology center to employ 300 people for applied research and testing," Respess said. "Although we are buUding a facility that can - more - 3 j E. I i Y ( ISI-RN TRANSPORTATION CENTER, SPEEDWAY add two 1 accommodate as many as 18 significant auto racing events a year, our pri^iary mission is providing 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 the Alliance Airport regional development is beginning to be for the aerospace and aviation industries," Respess said. "Our center will provide applied research and 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 Wednesday that he plans to move the headquarters of his United States operations 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, ; f j entertainment, mass marketing, developme it, transportation and education company. Ishin Group has offices in Tokyo, 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 related facilities, will be in mid-1991. Initial seating capacity more - J ~ r j { P k ISHIN TRANSPORTATION CENTER, SPEEDWAY add three f will be 60,000; ultimately, seating will be expanded to 160,000. The superspeedway EE will incorporate a two-mile tri•uval track and a three-mile road course. i 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 p).irchased from Hillwood Development Corporation, a Perot Group company. Ross Perot, Jr., of Hillwood, said he was delighted Ishin 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 M the Rhin Group and this exciting new project. " 00# j 4 1 `s 1 r~ 4 1 i December 2U, 1990 l~ cents 'Eheµte s Based''19a8 seasonal at e tendance figures, the outdoor ` '~~.y~•y act drama "Texas" held in Palo 11~~.~JCaV a+ Duro Canyon State Park near Amarillo had an estimated total ~redict a economic Impact of , C u million on tha local community, i ' The 1988 attendance at "Texas" was 9s,2o8, the second ByPalmer H iaea highest of nine historical staff writer dramas surveyed throuhout the nation. The average 1988 at- i The proposed Pilot Knob tendance of the nine surveyed Amphitheatre coupled with an 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 at. a proposal by the Denton County tendance at a local drama of the Amphitheatre Association Inc. area's history would be 60,000. ' to build an outdoor am- She pointed to the large popu• phUheatre seating 2,009 people lation base of the bfetroplex, the on undeveloped ranchland south artistic talent of Denton resi• of Denton along Intestate 35W dents and the beauty and,his. property near Pilot Knob, brie significance of tho-,PUot Based on Information pro" Knob area as major factors at. l vided by the Institute of Outdoor fecUng her estimate. Drama at the University of The pru)ect may have moved forth Carolina, Diane Duncan one step closer to reality based Mayer, chairwoman of the on a Denton County feasibility amphtthe~tre 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 don's regular meelinq Wed• s7She other items. each tourist nesday, County Commissioner assumed Don Hitl told the board dollar spent would then be of f trustees that on-site facilities f recirculated within the com• consisting of well water and munity 3iA times. Therefore, septic treatment of waste would she calculated the economic cost about $134,000 This com- 4 Impact from ticket sales as $1.3 pares with the estimate of 6.5 million and the economic im• mUilon for city utUlty service pact from other sales as $14.1 extension. Electrical and tele- milllon. The total economic phone service already are impactwouldbe$16.2million. avatlable at the proposed site, Mr. Hilt said. l i i l t Y t { I 1 ~s.aa,.;t3 ttN'" ~ ffinunakers to Dento n By M&rthe W. Rey hospitalization of the film's star, staftwrleer Mr. Scott, His health problems , while on the set to Denton j Could Denton earn the . received widespread media at nickname "Hollywood South?" tendon, even making the cover It's not li.'cely, but the city of the National Enquirer. The continues to steadily attract filming delay increased the directors and producers from traffic congestion along streets I around the country who areN 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 Will?" a na• stars of the film, who were tionally distributed feature rrim regularly seen at local stores starring Tess Harper and Beau and restaurants," Bridges, was shot In Denton. In Local production on "The 19%, a commercial and an ABC Covenant," which originally television movie . were shot was scheduled to take place. locally, in 1991, another film is during Thanksgiving week at tentatively scheduled to be shot the Argyle Spa, was pushed 3 in the area, back to mid-January, reportedly ! The cast and crew of the ABC for budget reasons, The film television movie "Mlttelmann's now has - been pushed back j Hardware,", the most recent again, project shot in Denton, finished " The movie, which is baled as production in December, leav a psychological thriller, is about Ing behind memories of traffin, a Texas polltioian 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- 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 ritual, abortion ing down production.. and, a possessed fetus, that t While "M.Ittlemann's Hard. . haunts the spa. ware" gave local stargazers a The stars of the film include. chance to see the likes of actors Nick Cassavetes, whose credits George C. Scott and Hector Include "Killing of a Chinese Eilzondo, production scheduled Bookie," "Assault of the Killer for the new year unfortunately Bimbos," and a bit part In promises few big names, "Mask." He 6-, however, the son Principle photography for of late actor/director John "Mlttelmann's Hardware," Cassavetes and actress Gena produced by Garner-Duchow Rowlands, Newcomer AM Productions of Culver City, Brown Is the female lead in her Calif,, finished shooting in first feature film. She has done I Denton on Dec, 10, Many resi• some television commercials i dents. worked as extras on the , and is a former Miss Teenage 'ihn, earning abourt 540 a day USA. Robert Ginty will also for their participation. .star. His credits include The movie, about a man who "Vietnam, Texas," "Lover, develops amnesia and is taken boy," and the television series in by a group of Hispanic "Baa Baa Black Sheep," _ j migrant laborers, is tentatively While moviemaking is usually scheduled to air during the 11ay an economic plus for the region sweeps ratings period, accor• in which it takes place, the loss budget horror movie tn"' ' ding io a production staffer, The of "The Covenant" would be a shot in the area. Maw,- t. V.. filming of "Mittelmann's Messing, according to some are hoping for ;nore MOVIes Hardware was delayed for Denton residents io say they but hipner qual' y ones - to ~'oout hso v,eeks. due to the. are u, appmnted , that a low- shot in the area. 1 t "1 1 Film folks tout I store's, use as set One of the factors drawing ► E Hollywood to Denton in the past i few years has been Evers Hardware, the 105-year-old 1 store located on Denton's 4 downtown square. Since 1987, the store has been used to shoot one national commercial, one regional commercial and an ~ amount Pictures dumped 1 ~1 AB(; made-for•televisioa movie, $5 million into the North Texas O'JVner Bob Tripp has gone to economy during filming of great effort to make sure that "NecessarY Roug ^ the business - which his uncle over the coouxse of about three i n Dolph Evers bought In 1985 - months, reports Jo Alin Ballan• i' . has remained an authentic tine of the Denton Convention 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, aisles, and scarecrows and the The estimates come &am the j like for sale. As a result, pro-, North Texas Film Commission, ducers looking,, for a vintage his. Ballantine 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 changed a bit. It's a period commission she say- d, place," said Roger Burke, ex. to previous films, this one did ecutlve director of the Fllm seem to bring a lot more of ao- tivity, Commission of North Texas, "I do know from just the ex• who has recomm-tnded the parlance of having other movie' hardware snore to producers, " compAnies in town that they had Ewers is one of the first stores more of an impact," she says, that comes to mind," 'Mey shot 95 percent of the film r Jo Ann Ballantlne, chairman in Denton." of the Film Commission of The movie was the third major North Texas and also staff c4nematograpWe project in Den• direetor for Denton's convention ton in the last 13 months, Last and visitors bureau, said that fall, producers shot "lath. she promotes the stare telma='s Hardware" (now t whenever producers are looking "Finding the Way Home") here, s for an old•time ioc¢tion, and the fall before that "Daddy's "It's a step back in time, When you walk in, you feel like Dyin you've back 50 or 100 i ttetmsnn's" wfil be out gone during the new fall season on i years," she said. "They don't ABC, and"Necessary Roughness" modernize the store, but it has will appear in theaters Oct. 4. nothing to do with money. llr, Tripp likes it that svay," a i i i 1 s ~ a i I +i STATE DEPARTMENT OF HIGHWAYS AND PUBLIC TRANSPORTATION filth 6 BRAZOS STREETS, AUSTIN, TEXAS 70701 $121463 i 1 I sw, oavs o~► Attention travel and business editors r June 20, 1991 Texas tourism adwert+aim6 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 out-of-staters than in the past, according to the latest Texas Auto Visitor Survey, conducted by the State Department of Highways and Public Transportation, i TIUs quarter's survey of people who visited Texas by car or recreational vehicle covers Match through May. When asked what Influenced their decision to visit the i` state, 23.7 percent of travelers who spent 30 days.or fewer here mentioned brochures, J and 7,2 percent were swayed by magazine ads1 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 Texa1; 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 in each case Travelers'stiyea ni iiveiiige of b,9 days; spending an average of $3.6 per person per day, "Long-term visitors staved an average of 71.2 days at S22 per person per dav, (more) _Z The survey report includes statistics for the previous four quarters and an annual I average, The report is divided into sections for U.S. long-term, short-term (Iess than 30 days) and foreign short-term visitors. The 17 survey questions include the age of the travel party, accommodations used, miles drly tn, and activities the tourists engaged iri, Chit-of-state visitors who stopped at Texas Travel Information Centers were asked 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 longterm visitors this spring said their Information-center stop influenced them to see more attractions; 36,3 percent of + short-term visitors surveyed agreed, A free copy of the detailed report is available by writing Texas Auto Visitor Survev, Box 5064, Austin, Texas 78763, For more information contact; Milton Meharg, Travel Services 512/467.3716 Cl~24ipVlI,iAAt i L i 4 ' 1 CM BULK RATE 1!ff 1z V.S. POSTAGE PAID Lam- TEXAS AUSTIN, TEXAS PERMIT NO. 2209 TRAVEL LOG 1 TRAVEL ANO INFOPMATION O/Wo/0M I P O Box $064 k AUSTIN. TEXAS 78763.5064 k Forwarding and Return Postage Ouaranteed Addf$SSCorrectionRequested } , . ~rr.t Jo a~a;r ha~,;,a;tr~fv~ l)Si1CJN, r4 jJ?~? I h Date as of Apol 30,1991 Auatln Ofllce Pat ONT ml, Menlh Mee ow This re« Ma DOO mu Ma,lh ra o0o rld• r•,I Teul w« le o«, 1 Mail 5ervides 7,459 28,032 13x,887 478,582 aA8.A2d au0 II~•r Ihyuf/IM Add~• 1•i }rNM Addl•a s IM•nlld•d Agd1.`W Oh lMW i Services to Tfa WI Indualry Thl• MgAlh TI ~a AlOhih T~to MM Y•« la O«• OHT TRAX Syslem 86 208,134 71,198 237,889 I Offlolil Slats Travel Maaa:lne This Moth This MMdI Last Year ml, v.« la o«• Last v« m o,a YdxaaN/ghway7 PNAI Run 438,025 432,125 4,798,289 1,xM,134 Travel Menlh taM peru•1 rew Taw pMaM Travel Monet tow cera•M re« ray pe~c•m Cantor Ylaltore WNNIon' VIIN~ WNaflon' Canter Vitt ora VaNellolt' Vlaltoh YNNt4on' Amarillo 10,306 + 8.2 32,394 - 2.6 Oran a 31,866 - 8.0 12 870 » 7.6 Anthony 18,288 + 16.0 78,063 + 7.7 Texarkana 25,470 0,7 103,845 + 15,2 Denison r•noa«+rca»d Valle 15,591 - t8.5 1321808 _ 3.3 Gainesvllls 18,174 -27.5 99,888 - 3.9 Waskom 31,99S + 5.3 102,243 + 02 i Lan I 9,540 + 3.2 38,058 - 6,3 t., Falls 13,899 2.t 60,766 + 4.1 Laredo 12,711 -32.0 57,429 - 19,4 53,604 + 7.7 204,692 + 15,7 'C"Pind to nit Yeu otaU 241,443 - 4.0 1,025,822 r 1,$ i i i City of Denton Salary Management Program 1 Presented by; Thomas M. Riley Cathleen Chambliss { August 1991 William M, Mercer, Incorporated f i 3500 Texas Commerce Tower 2200 Moss Avenue Dallas, Texas 75201 (214) 220.3500 s An~+u; w..uee lay m.u~tsalhi N..f sW~ldkGMr.SNhic4hi~lj' . •.gL`~tXtp i,._.nr.~tkNldriwYS.waw4eRa.vus..~..«...... .,....n.w. .v r t TABLE OF CONUNTS r Section I - Project Summary 1 Section II - Appeals Procedure . 20 Section III - Next Steps , . 23 t I Exhibits ` A. Position Responsibility Questionnaire B. Evaluation Plan Weightings C. Market Analysis Data D. Sources of Competitive E. City-wide Salary Structure F. City-wide Grade Assignments 0. Police Pay Structure H, Fire Pay Structure 1. Police Recruit Pay Structure 1 I J. Fire Recruit Pay Structure IC. Seasonal Pay Structure L Executive Salary Structure M. Sample Performance Guideline Chart - Exempt N. Sample Performancc Guideline Chart - Nonexempt t 4 r~ I j i t c SECTION I i PrOject Summary i i i i I Z i } i i ~U "tif"~~{~,~~R•y41K`I&#~laiYlsr+uMem.n.,.h.... .e..... ~ _ t v...~~...~y n... ~...c ~..w..~b rv-vim.... s...~..0 r~nr` ..'..r.-... ur.-. { 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 9,000 employees in approximately 240 positions, The project is being conducted to simplify and streamline the salary management program while enwring the City's compensation practices are f competitive and equitable, i Prior to beginning the project, the scope and objectives of the study were discussed and the steps necessary to complete the study were outlined. The major activities in conducting the study are briefly discussed below, , i i Project Approach - Phase It Internal Equity A. Intervkws 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 wer,3 also given the opportunity to participate in group discussion interviews. These discussions allowed us to hear, first-hand, management's concerns regarding the salary administration process, We j 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 f City, We also discussed the compensable factors which are important to the City including the relative Importance of 1 i City of Dawn Wiry Manw cent Prov*m Page I " W,}O 4 ~4Pr, YAVF:fR~tNUtzl xucr..e.w.-..a..., I . 1 PROJECT SUMMARY (Continued) f management skills versus technical requirements The issue of "payfor•performancet' versus a step-rate or longevity i program was also discussed. In addition to our meetings with City management, we met with members of the city Council to gain their perspective i and guidance on any changes to the compensation program. 1 B. C.omggnration Philosonhv 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 campenaatlon 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 an 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 plan eand c ontrtol overall Inividual parformance, development and advancement. To provide a syst a that compen ation consistent with economic conditions of • To enable manag the City, t Page 2 ; City at MOW glary Management protram •'.rw...r.r•r `rr r r w,.., .~-1 '.'..,..W ate... ` i PROJECT SUMMARY (Continued) i l To support these objectives, the City also developed a compensability strategy for the fob evaluation process. This strategy recognizes that the City operates an Electric Utility and other technically oriented operations and would strive to compensate for the special technical talents required of these positions. The compensability strategy recommended by th- Executive Directors addresses Basic or Fundamental Skills, Management and Supervision Skills and Individual Contributor Skills. E C. Questionnaire 1Develoament 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; First, it would be a means to gather current Information about all jobs for job documentatlon/jab 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 i of the compensable factors to be included in the job evaluation plan. These factors were; Knowledge Y Complexity Skills Budgeting/Planning Local Government Skills Contacts Technical Requirements • Work Environment i' Originality/Creativity Hazards • Decision Making Direction of Others . f City of Denton Salary Manyement Program Page 3 S~ I , I j PROJECT SUMMARY (Continued) I, l 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 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 reviewer] by a special committee of management and professional employees with technical responsibilities (Engineering, Information Services, Electric/Water etc,) 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 3 and if the levels of responses seemed adequate to reflect the variations in City jobs, t Based on this test session, the questionnaire s again threvise. Some e diversity of jobs questions the City reworded for clarity and some responses were revised to achieve a better reflection The final Position Responsibility Questionnaire is shown in Exhibit A. D. Ouls_tionnaire Comuleil211 After the questionnaire was finalized, copies were distributed to all employees for their completion, no 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 were made. Each reviewer initialized every page to indicate the review had been completed, Page 4 Ctty of Denton Salary Management Program ~1 1F.bA(l,Wlt.~a1WUSlPrM.a as+., I l 1r 5 ' `"..y. °.ww'rt .".^W rr.... r......++.' ..r•"mot _ f--.~1^'-h m..~,n1 w.++V rr-.+, ~~i PROJECT SUMMARY (Continued) i j 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. E. Qaetip onnaira Analysis (Ili Each questionnaire was coded by the Personnel staff and then forwarded on to Mercer. The questionnaires were reviewed by Mercer consultants; comments were read; questions were reAved. Then all questionnaires were key punched and the data loaded Into our software package called CompMaster", j Job evaluation looks at jobs.-not incumbents, Therefore, each distinctly different job can only have one evaluation even though it has multiple incumbents. 'T'hus, we had to firer determine where distinctly different jobs existed and then develop one evaluation based on the multiple responses. We reviewed each of the jobs with multiple incumbents, initially looking at variance in responses to see if it was one job or if some incumbents were perhaps misrlassified. When major differences were detected, we reviewed the w19tten 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. f When multiple incumbents were all performing the same job, we took the most frequent response to each question and used that as the evaluation. P s city of Dadon solsry Msnl~e.enI Pr4"" page $ 1 1 r.rv ~`rd~ rr..~-.rte+-1 1 .l I PROJECT SUMMARY (Continued) F. DeveriMuts Rankings Not every compensable factor has an equal importance to the City so they are not "weighted" equally in the evaluation plan, Mercer consultants developed a suggested plan weighting for each of the factors based on our prior experience 3 and input from management. These weightings (shown in Exhibit B) were used to prepare a department ranking for each Executive Director/Director to review. 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 G depanments. Some evaluations were revised to reflect the Executive Directors/Directors changes; others were revised City-wide evaluations. to reflect consistent ' G. City-Wide Rgakings 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 appropriatti, ` j adjustments were made, H. t ndate gf Job DearlWons j i All working job descriptions have been studied and have been updated to reflect current, new major dudes and s responsibilities. These job descriptions also reflect the minimum qualificatlons for performing the job as well as the specific factors which Indicate the level of contribution for each compensabillty factor. Job descriptions and minimum u Pag4 t , City or Datoo Salory Man rent Propoa , r l PROJECT SUMMARY (Continued) I! s erve as the beginning point for recruitment of candidates for filling a job as well as a guide in training qualifications a new Individual in performing the job. Reviewing app years to esure any changes in i ties and We recommend Job descriptions be reviewed at least one-third of all descriptionsoeachuyear will responsibilities are reflected in the job description. ensure the job descriptions are current. Project Approach - Phase I[It Market Analysis and Salary Structure Design A. Market a ai Each ear, the Personnel Department conducts a market analysis to determine the City's relative tphoesittion In competitive analysis of competitive labor market. As a p y art of this study, Mercer conducted an independent I sition in the competitive labor in order to determine the City's relative poe nalkvtaln of Jrba (deed mark term ned then be combined with the ' data regarding the external value of jobs which could retain competent for the currentCity which ould allow the City to through the job evaluation process) to develop a overall competitively recruit in the market for new employees and and For purposes of callectlttg competitive market data, the Executive Directors determineCityd l Ywhich ec►vltatnew employes from employers make up the City's focal market. These choices were based on who ` and who the City loses employees to. The City draws qualified applicants from local Denton employers (Including overnmental entities, private companies and universities) for most nonexempt positions and from the Metropiex for g Page 7 City or tkotw salary manatment prWIM '3,'!r,`fM'7Rk3uNM*xii+.vw:F'trnatnan,,. l t L) l PROJECT SUMMARY (Continued) i most professional, mid-management and executive positions. Some specific cities and other organizations were selected for positions in the Utility Operations since those positions would only be found in cities or other organizations operating an electric or water/wastewater 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 weh as the other organizational entities selected by the Executive Directors. We cross-referenced the data collected by Mercer and the City to ensure we had accurate data and t 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 bit to the marketplace to ensure employees are paid competitively. As shown in Exhibit C, the City's overall competitive position is at 67% of the competitive market. Mercer recommends ' that to be competitive the City should be within ±10% of the average market rates. When reviewing the data outlined i in Axhibit C, it is important to remember that these comparisons were made job to job and did not consider the incumbents in these jobs. Each individual situation, including time in position, full knowledge of duties and l responsibilities as well as individual performance levels should be considered when determining whether an employee 1 is competitively compensated. i r # City of Denton StaUry Manapame Prapsm Page B {i il f , L i PROJECT SUMMARY (Continued) 3 The cities and local Denton employers which were included in our analysis are shown in Exhibit A. 1 B. Salary Structure Devealo me Salary structures are used to provide a process to administer compensation in an equitable and uniform manner for employees in their respective civil service and non civil service categories. The internal value of each position is established through the job analysis process. The external value of each position is determined through market analysis. Using both the job analysis and the market analysis, positions are grouped by similar value. Salary ranges and grades are then set based on these groupings of jobs and the competitive market. Future adjustments in the competitive market will be applied to the salary structure based on the fiscal capabilities of the City. t Non civil service ' Based on the City's recommended compensation philosophy, we developed a pay system far non civil service post±;ons designed to provide a range of pay which reflects the internal and external value of each position. This structure lends ; Itself to a pay-for-performance system (explained In Phase III of this report). Every position has been assigned to a grade (e,g, a grouping of positions) which has a minimum, midpoint and maximum level of pay. The minimum is established for employees who are relatively new In the position and still learning the duties and respoiisibilities required of the job. The midpoint is for employees who are performing all of the duties and responsibilities of the job in a fully proficient manner. For individuals who have fully mastered the duties and responsibilities of the job and have progressed beyond the normal expectations of the position, a maximum value has been established. This is the maximum amount the City Is willing to pay anyone functioning In a given position. I I City or Denton Salary Mangement Program Pogo 4 naa 4 i F`pkylp i i c 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 uniform. A 12% increase was used to allow for meaningful increases and to reduce the amount of overlap in salary grade ranges and the resulting compression in subordinate and super-dsor pay which can occur if midpoints are too close. Based on the spread in the lowest and highest competitive marker`, rates and the 12% between midpoints, thirteen (13) grades were established. 4 The minimum of each grade was calculated as 80% of the midpoint (or competitive rate) and the maximum of each j grade was set at IN% of the midpoint. This provides a 50 spreaf' 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 Citywide salary structure is recommended for all positions except civil service, seasonal and executives. A Citywide structure will ensure internal equity is maintained across the City. For administrative purposes o*, the structure has been divided into the pay plans currently used by the Oty (Service/Maintenanee, Office SupportlClerical, TechnicatTaraprofessional, Professional, and Management/Supervisory.) The recommended salary structure is shown in Exhibit E; the placement of jobs in the structure is shown in Exhibit F. i Page 10 City of Denton Salary Mensteaent Prupem t1 k i PROJECT SUMMARY (Continued) Ctvu service for the civil requirements mandated under State Civil Service Law, separate stns an s~arwtine developed test of p y as well as Because of the sitions, we collected market data g service positions in police and Fire. For these po average actual pad/. ~ City arecruits. nd Fire Be Fighters s im rtaiit for the City to maintain competitive rates of pay f;re the Departments of Police, Officers !t i Po re the otion onl comes positions only i►► the Police and F sand command ranks are a se since these entry positions a y competitive written examination of state civil Service Law, prom filled from within the Department. Civil service employees cannot leave the City for another civil service position unless positions rtant to compensate civil service he/she is willing competitively to p pe The recommended 1991/1992 pay structures for Police and Fire are shown in Exhibits G and H. The recommended structures for the Recruit positions are shown in Exhibits Y and J. , d and what the et De artment will determine haw much the market has move. City's eompetitiw Each year, the Peraonn p posture is compared to other cities in the area, Structural adjustments will be recommended as needed to maintain the fiscal constraints on the City's ability to adjust wage structures, competitive position of the city, given the fiscal Provided the City's budget can afford adjustments to payroll, the command positions will have a new stop added I ions closer to market. New incumbents will be paid at the base rate for the position, in an effort to bring those pealt Page 11 City of Denton Salary M4000t p"ok .,,.....-+.n..nv..ssvm'4LV.ss.NN+WAyi>34k1~(y~-A"~~A'+''kl~~}}kYltAYM1srP.W f.tr.s. ~ i 4 1 r4 ffJ,i7iN j , i, PROJECT SUMMARY (Continued) 1 Seasonal 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 flexibility as staffing needs change from season to season, a five tiered structure has been developed for seasonal positions based on competitive market rates, no recommended structure for seasonal positions is shown in Exhibit K. It is our understanding that due to current ; budget constraints, this structure will be a part of management's 1992/1993 budget proposal, The current structure for seasonal positions will remain in effect until that time. F-Mutives F t With respect to job analysis, market analysis, salary structure and pay-for-performance methodology, the recommended Executive Compensation and Incentive Program Is consistent with the salary management program recommended for on- civil service employees, It ties compensation to the competitive marketplace and provides for salary increases based an the performance of the Individual and his/her increasing value to the City, Once an executive reaches market, he/sfie would no longer be eligible for any base salary Increases until the market data Increased, However, all executives would be eligible for the Long Term Business Strategy Incentive Program which rewards executives for their contributions in F assisting the City Council and City Manager in accomplishing the goals established for the long term growth and development of the City, The amount of the incentive would be determined by the City Manager based on his/her assessment of the Individual's performance, The recommended structure for Executive positions Is shown In Exhibit L. City d Denton 3slary Msawwnt Pmj mm x page 12 i. A. 10 Y ~ 5 1f ~ I~'°'".'N Y+^~ Frw.y I....+M r,.....± w»awr~ a-..-+5 .~o.-.r^P-...~ n`°~-°,9 ......e~ rw,..} ur..~ ...w r-..•h ,.e......n~--"r'•"Y i i I PROJECT SUMMARY (Continued) I. Cost Analysis Mercer recommends all employees (with acceptable performance) whose salaries fall below the proposed minimum salary for the new assigned grade for their position receive salary increases to bring them up to minimum. We have calculated the cost of such a move based on the current individual employee database, Based on this current employee database, we anticipate it will cost approximately $244s072 to bring all employees up to the minimum of their pay range. Project Approach - Phase III., Performance Management Program Review t As a part of this study, Mercer reviewed the City's Performance Management Program looking at the methodology used to conduct performance evaluations as well as the link between Individual performance and the distribution of merit Increase dollars. A, litt ew of the Current Performance Evaluation Prorram Performance evaluationt for non-exempt employees are related to the, job's duties and responsibilities and Include thre levels of performance, Consistently Exceeds", Meets Requirements" and Needs 1m} rovement ,Although it is impossible ~ to take all subjectivity out of an evaluation program, if administered and monitored properly, this program should provide fair and objective feedback on job performance and allow for equitable and consistent evaluations of employees across departments. Performance evaluations for exempt and management employees are also related to the job's duties and responsibilities City of Denton salary M.nalew"t Program Page 13 ' l e 1. 'r " .a Y yf1~1kWN.YIaI.h.4 e.sun r r... r... .,,.i..... r .r . Ufl fin. w;?tiF'u~ pL'., 6tdrd 13° i •r ✓~q .,+.,s„ l~•`.....~_._n. .'~~y nr I°•.,,.Y .+~.uh. /"~.^1 I~~.rti wr~~1 ~~a•V r.'.~1 j PROJECT SUMMARY (Continued) 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 in fair and objective feedback f 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 he 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 to 1 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/suporvisors in how to conduct performance appraisals and to recognize poor performance. 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. Reeommendations for a Ply-For-Perbrmance Bistro 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 org tnization 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 merit program, and I i City or Dwton Salary Manyemcnt Program Page 14 i "~~..Ztt.~~.~4WiA1ktlN€.~a...u _ ,.,..-w<rrinw 41 1 y , PROJECT SUMMARY (Continued) f I ! 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 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 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 performance but at a lesser t rate of Increase since at this point the employee will be paid above market. Once an employee's salary Is in the fourth ' quartile, the City will no longer grant salary increases (rolled into base salary) but instead will reward performance through lump sum incentives. The maximum of the salary range represents the most the City is willing to pay for any job, Any employees who are currently over the range maximum will also no longer receive salary increases but may receive lump sum Incentives based on their performance. 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 new system will allow the City to reallocate the merit dollars to reward outstanding performance without requiring additional funding. A proposed performance Increase guideline chart has been developed to assist managers/supervisors In determining the appropriate salary increase to award to an employee based on his/her performance, The chart Is set up in a matrix E format with the y-axis being the employee's overall performance rating and the x-axis being the placement of the f employee's pay in the salary range. To determine an employee's percentage increase, the manager/supervisor finds the 1 City or Denton Mal Maw"ment Program page 15 i s.. .rmw. w[. w.uhJ S.iW,Y.i~ h ~yy firer 1.. p4) ti%in n PROJECT SUMMARY (Continued) E performance level and quartile on the matrix; where these two lines intersect, the suggested percentage increase is i indicated. Sample performance guideline charts are shown In Exhibits M and N. The established matrix percentages are a 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. C. Bud=ctina [or Empt.w~e salary Increases Each year, Directors will be allotted an amount of money for them to grant employee salary increases to be called Performance Rating Increases (PRI). This PRI budget will be 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 stay within the established merit budget. When the PRI budget has been distributed, no other employees will be granted salary increases for that year. 'T'herefore, when above average Performance Ratinq Increases are granted, there must also be some below average awards. For most departments, this should pose no real problem since most employees will berated "Meets Expectation". The number of outstanding performers is typically about equal to the number of employees that need Improvement. For ! smaller departments (under 30 empl(qees), 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, } t r y_ Page 16 City of Denim Salmy Maagemeot Pam s F PROJECT SUMMARY (Continued) For this reason, we recommend establishing a PRI budget equal to 1-2% 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. 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 be 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 f performance would go unrewarded otherwise, r Mercer will work with the City to finalize next year's PRI budget and assist with cost analysis. D. Monitoring Performance AnpraisaI and Salary In s 14 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 appr0aais 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 xntinually 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 CompMaste0 software package will t make it easier for the City to monitor trends in performance evaluations and thus properly control the distribution of i merit increases. t City of DmWn Salary Management Program Page 17 ' µ b j -1 7 PROJECT SUMMARY (Continued) I The historical data on performance appraisal ratings can then be used the next year when preparing the new i performance Increase guideline chart. The software package will provide the Personnel Director with a lot of flexibility when developing a new matrix to fit the City's budget. i Project Approach - Phase IVt Final Report, Installation and Monitoring A. '[raining of Personnel Staff .f We have worked closely with the City's Personnel staff to ensure that each step of the program has been understood. The CompMaster" software package that will be used to monitor and administer the program on an ongoing basis has been installed on a computer in the Personnel and Employee Relations Department. We have provided training for several employees In the department and will continue to provide technical support and assistance throughout the implementation process. Ongoing assistance is also available through an 800 number to our help desk In L.oulMlle,' B. Administrative Policles and Procedures We have worked with the City's Personnel staff to develop procedural guidelines and practice standards to Implement our recommendations for the new salary management program. We have reviewed this material and the approuehes explained In the manual. We are supportive of these practical guidelines and standards and believe they reflect a j reasonable method to effectively monitor and manage the details of the new salary management program at the City. We will be available to assist the City In developing any other policies and procedures guidellnes to ensure the programs are administered fairly and equitably, i i i City or Denton Salary Manaseme it Program Page 18 t M~K}Ry(i'.T~~~➢ , . vy,ra+::-.5.w N6rµvry ~ C r I h f i `l r..r.~ ~^'.tin r..e.., r..e~.~ ~ .,.v++..~ w-..., w--~ C4lMY.7. PROJECT SUMMARY (Continued) C. Is Procedures ; i We have developed appeals procedures to be used during the implementation of this program. Mercer will be available to assist the City in the appeals process for the next year. Our recommendations for the appeals process are outlined j in Section II of this report. , D. Promo= Orientation l Upon acceptance of this program by City Council, Mercer will be available to assist in orienting supervisors and managers regarding the new salary administration program. 1 E i i i page 19 Cy of Denw salary mfl r "m J , rfw,~xz~ I 1 i r 1 S' i, I SECTION II Appeals Procedure I' I I Y fk6AA4bYl.NN:unwa I NA, i t R APPEALS PROCEDURE i 1 Any employee who believes that their job or a subordinate's job has been misclassified can appeal the grade assignment and request a review of the position. All appeals must be forwarded up through the Immediate Supervisor, D!rector and Executive Director, If the Executive Director believes a review is warranted, the appeal will be forwarded to Personnel for presentation ' to the Classification Review Committee. i i The Classification Review Committee will be comprised of three Directors, each with a minimum of three years of service with the City. The members will be selected by the City Manager. At the end of the first ,year, one of the members will t be replaced by a new Director from another department, The other two members will remain on the Committee. Each year thereafter, one of the members will step down and will be replaced by a new Director who will serve a three year term. The Committee will meet in August, 1991 for the Initial appeals process and thereafter on a quarterly basis. The appeals process j Is outlined below: A. Documentation for Antxal 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, ; B. Rubella:tons to Personnel The questionnaire and cover memo must be approved and signed by the Executive Director who will then forward both j i to Personnel, city of Denton salary tmaneg"M t rroar.m Page 20 t t~.A4f6~~~+!"1t+xf@S~4kJYs1M,n.c...m.n 4 ! '.w..cy ~•+riw~ C l- r^w..~~ .-~.~1 7 .~....v f" i i r, w r.w? r......-r ..+^^•.y nos u+..... rr«.+..5 l l j APPEALS PROCEDURE (Continued) i ' C. PersoUel Action 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. i 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 s nnel for comparison against the new responses. Market data will be gathered from the appropriate competitive labor market for the position. k The Director of Personnel or a designated representative will present the analysis to the Classification Review Committee along with a recommended action. D. Committee Review The Committee will review the materials submitted by the Executive Director, the analysis conducted by Personnel. and 1 the Personnel Director's recommendation. Based on this Information, the Committee can (1) approve the appeal, (2) ` f deny the appeal or (3) request additional information. no Committee is not authorized to approve the movement of any position more than one grade level without the City Manager's approval. City or Denton Salary MwaaWmnt PrW m Page 21 r .r..nia.r.. rtr4fuAR1C+YV~ N,, r i irtWsn MAI t r Z 1 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 on the appeal. If the vote is split between the other two Committee members, the City Manager will make the ` final decision on the appeal. i E. C'Anlmunlca on The resuh of the appeal will be forwarded to the Executive Director from the Director of Personnel for communication to the affected employees. F. Re-Evaluations t No position may be evaluated more than once a year. s ` No Department may request more than 15% of Its jobs be re-evaluated in any one fiscal year unless the Department has gone through a total reorganization. All requests for appeal must be addressed by the Classification Review Committee within three months of when the t request Is made, t' { 1 J; y' t City of beetm Salary Manmlement rrogmw Page 22 i v i r~.. iWn-.?a.w.u r.. ....,.r,.. . .a aa.4 s 06%,W 1 M w. lF~.w"~ N ~ ~ k ~..e..; ~ f I I I j I ,'----'1 r"m""`~ r...+~1 1 i ~ r'~r. rK+-.. I 1 1 ( I 1 I j ~ SECTION III Next Steps I I i f. ~ I I t { k 1 t t t r i NEXT STEPS The following items will be completed over the next month bi fore final implementation in October. 't. Appoint an Appeals Committee. ff r Plan for and establish Manager and Supervisory training in the salary administration process. I Plan training activities and communication program for all employees, 41. Conduct appeals of classification and placement In proposed pay plan. ;l. Review and establish appropriate titles and career paths. 6. Update current policies for City Council consideration after appropriate legal review. 7. Determine appropriate process for budgeting in future years. i 8. Reconfigure the mainframe computer based on changes made to the salary administration process. 9. Finalize the administrative procedures and processes. i i t F` Otr of newton Salary M.nagmwt Propwm Page 23 1! r..lt}o::.~ i . LT 4fvv e.vuR.n.en.-.... ._,...e 1e4Viita,~Aa 1 4 j i I ri i Y 1 EXHIBITS r ,r a f `i I. i. i i : f awria:YN J aY .,..~.K.w..fNwra-rnrn.Ya..a-tUSn [>r.f6'-MY4iyM~.pea.~rq .~~q ...a.e a .x £.qay yA'1m~-.^ pWVIl tYYr.Wa aas. .r 'fir - qw- si I Employee Name: Position Title: Job Code: Position Control Number: 4 „ Book Number; ~ i City of Denton Position Responsibility Questionnaire f v 1 a 1 PURPOSE AND INSTRUCTIONS This questionnaire Is designed to gather facts about the duties and respon- sibllities 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 evaluation of the jobs at the City of Denton. This form will also help us to update our current understanding of the fobs which make up the City, 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 evaluation 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 r^~ have difficulty chooslog between two responses, select one and write your concerns at the bottom of the page. Do not understate or Inflate your answers, Base your responses on the duties and responsibilities that are most typical of your job under normal conditions, not special-projecte or temporary assignments, It might be helpful to Imagine you are explaining the requirements of your fob to someone just hired to the position, 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. .J I r~ This questionnaire will be computer scored and computer validated, Hence, J responses which appear Inconsistent will be reviewed In more detall to fully understand the reason for Inconsistencies, Please be as accurate as Poo. alble, i , J .i t f 3 _ "1 3 R f GENERAL BACKGROUND INFORMATION Date: r~ Your Name: { Job Title: Department: DNIslon: Your Immediate supervisor's name and job title: ~i Name: Title: L~ Your total length of service with the City: Your total length,of service In current Job: E ' Years Months Years Months _ Your current pay status (check one): ❑ exempt (not eligible for overlime pay) a nonexempt (eligible for overtime pay) YOUR JOB SUMMARY Briefly describe the basic purpose of your job. What Is the overall goal of your job? j l i 1 8upsivlsor's Inhiat a J , 4 k 1 i i YOUR BASIC JOB DUTIES List the most significant duties currently performed on a regular basis, Start each stato- meet with an action verb; for example, draw, build, distribute, write, plan, process, dasign, administer, eto. Indicate the Importance (in relationship to your other duties) and Ire- uenc of each item you have listed by recording the appropriate number in the spaces I provided (use the guide below), s ~I ARV ) ' •1 ~ 'mi?~~) i+` t3~ee b~kE~.i ~ S S) < C~~ ss~~~'~ ? ~ s~ \ 'F t ~F", '~`n i 3.3ft," 3>~ ) L{>• w T`y s YS y~) ~k1 >a e r ~ ~ , ? 3 r rsc •nPC. s' Y ~ ' t le ~ r 1 f Fzr`ta I? r( a s f ) e 9 JV 2 .rfl ! ' S ~ f 5 N1~ ':J v /r. k > a 5 'A~ ~ t i~ t{ ~ S+ 7 s ,R& y ? ''~mqy) "s a t+ i ~daz`i a:iv1i 7`( 2 3 > < 5 y~ i JYf {oe ~ yy. Y y i ' a 1e ± LAY jj --y i > N S Example: Duties SlgniNoancs Frequency 1 1, Compare accounts payable Invoices gainst 3 _ 2 urchase re uisitionsf Duties Significance Frequency 2' _ Supervisor's inltlal= 2 lRwBt p YOUR BASIC JOB DUTIES (continued) a Duties Signitlosnce Frequsnoy 3. i 4. ' 5. 8' 7 9. r ii. 12, t } 5upowlsor's lmhlW ,4 9 : i. N _ F ni ORGANIZATIONAL RELATIONSHIPS Please fill In the chart below as It applies to your job. Start with your job (third 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 directly to you. Personnel Use Only Next Highest Name Pos, Code: r_ Management Level Div. Code: ~ Tale d Dept, Code: ?"1 Name Pos. Code: Immediate Supervisor Div, Code: Tale Dept. Code: Your Job,; Name Title 4 n Other Job Titles Reporting To Titles of Jobs Your Immediate Supervisor Reporting To You {a i supervisor's initial= ,i I 4 Qt wow T~ 5 11 ORGANIZATIONAL RELATIONSHIPS (continued) ' . i i List the logical promotional positions to which someone could be promoted from your position: ' Position Title: (For Personnel Use Only) Position Code I J List the positions within the City that could quality a person to be promoted to your poll w tlon: Position Title: (For Personnel use Only) L Position Cod I G ' G a:J I as 3 y3 Supervisor's inKW (A, 1VM i,,,. JiC'AA6 oW4. c r f ~ i I. EDUCATION ~1 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 be dif- ferent from your personal background. A. Educatlon I "`jj ❑ i Some education, but not a high school diploma. ❑ 2 High school diploma or equivalent. r y ' ❑ a High school diploma plus commercial, vocational, trade or technical train- Ing of 12 months or less, ❑ 4 High school diploma plus Grade "C" Certification, q ❑ a High school diploma plus Grade "B" Certification. 4..i ❑ s High school diploma plus Grade "A" Certification OR specialized or technl- cal knowledge requiring 2 years of formal training (Associates Degree). f " ❑ 7 Bachelor degree gained through a formal four year college program or ape- cialized technical training of equivalent length (BA, BS). ❑ 9 Some specialized knowledge or certification beyond the four year level (CPA). ❑ 9 Masters degree or equivalent formal training in an area of specialization directly related to the work performed (MBA, MS). ❑ io Doctoral degree or equivalent formal training In an area of specialization aJ directly related to the work performed (JD, PhD, MD), If your job has a specific certification, Acensure or registration requirement, please Indicate: F I a Suporvlsor's Initial E r, I 11. EXPERIENCE Experience as used here means that a person has actually performed the work In this or another organization which would prepare him or her to adequately perform the duties of your position in our organization. Assume that a person has the minimum level of formal education you indicated in the pre- vious question, Check the one box which Indicates the least amount of work experience or training prior to entry into the Job that Is needed to be hired for this job. A. Prior Experience ❑ , Less than 6 months. ❑ a 3 years up to 6 years. ❑ 2 6 months up to 1 year. ❑ s 6 years up to 8 years. t ❑ a 1 year up to 3 years. ❑ e 6 years or more. i I~ 1 4 'r rt How many years of experience did you have when you were hired or promoted Into your position In our organization ? N Assuming that a person has the minimum level of formal education and experience In the previous two questions, check the one box which Indicates the least amount of on-the-job iralning required after entry _Into the ob until the worker is producing independently. B. On the Job Training/Experience ' ❑ Less than 8 months. ❑ 4 3 years up to 6 years. ❑ 2 6 months up to 1 year. ❑ s s years up to 8 years. 4 ❑ 3 1 year up to 3 years. ❑ e 8 years or more. How long did It lake you to begin operating independently when you were hired or N promoted Into your position In our organization , months, years? l Supervlsor's Initial , 7 t. F { III. SKILL REQUIREMENTS For each skill area, check the one statement which most correctly describes the most dif- ficult skill level used in performing your job duties. As with education, the statement you select for your job may differ from your Individual skill level in an area. A. Speaking Skills ❑ , I do not need any special speaking skills to perform my job; most of my r~ speaking Is fairly routine in nature. I ❑ 2 1 provide or obtain basic types of factual information or explanations (such as Instructions or work orders). ❑ a 1 provide explanations of technical or other complex matters to people with little or no background In the area under discussion, ❑ 4 1 provide explanations on technical matters to people with experience or knowledge of the technical area. ❑ 6 1 provide comprehensive and concise explanations of technical or complex matters to people at high levels within the City. S. Math/Accounting Skills ❑ i I use minimal math skills to perform my job duties. r ❑ 2 1 use basic arithmetic to perform simple calculations and/or make simple bookkeeping calculatlons. r' ❑ s I perform analyses Involving ratios, percentages and simple statistical methods and/or make calculations to reconcile financial statements and ac- counts, ❑ 4 1 perform algebraic, trigonometric, geometric operations or moderately com- plex statistical methods and/or apply high level accounting methods for financial reporting. ❑ s I apply research methods, algorithms, calculus or advanced statistical M methods and/or apply advanced accounting methods to assess overall "j financial position. } } Sups. visor's Initial I 8 ,finr ?m~a'arl~ Z F h 1 I 7 III, SKILL REQUIREMENTS (continued) For each skill area, check the one statement which most correctly describes the most dil llcuJt skill level used in performing your job duties, I I C. Physical Dexterity Skills ❑ s My job requires a few simple hand operations but little close or accurate timing, I ti ❑ 2 My job requires some accuracy and Intermittent use of hand operations with some speed and accuracy. ❑ s 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 tlms spans with rapid coon- j P dinatlon of movements. ❑ s My job requires extensive and highly skilled eye-hand coordination using I precise and complicated operations over major portions of the work period ,.a with high accuracy, 0. Problem Solving Skills i Problems are generally solved by my supervisor, ❑ x 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. 4 Problems are not readily apparent and symptoms may be vague; facts ! may be Incomplete and require further Inqulry; solutions require Interpreta- tlon of information and some Independent judgment. ❑ s Problems are difficult to Identify and facts maybe insufficient ur mislead- Ing; extensive Inqulry/research may be necessary and solutions. requlre r Integration of Information and considerable independent judgment, i i Supervisor's In#W RNMI Y ygpq I ( III. SKILL REOUIREMENTS (continued) } Check the one statement which most correctly describes the most difficult skill level used in performing your job duties. E. Public Or Citizens Interpersonal Skills ` ❑ i My job requires limited contact with the public. ❑ 2 My job requires the exchange of routine Information of a noncontroversial nature. lj 3 My job requires the exchange of non-routine information which may be slightly controversial at times. ❑ 4 My job requiree me to provide advice; it may require me to use per- suasion techniques in order to influence the public toward some action. ❑ 6 My job requires me to negotiate In order to reach an agreement or'solu- tion. ❑ e My job requires me to represent the City In public speaking forums. r r r~ L I r -j «i Supervisor's Initial= 10 w Cur far. 4klYdMT+ K44iPlitil 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 ± ❑ i My job requires limited knowledge of other departments within the City. - - ~.1 ❑ z My job requires some knowledge of a few departments In the City, such as accounting procedures, personnel policies, or data processing a guldeilnes. 1 ❑ a 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 i job requires participation in the establishment of policies which directly af- fect the operations of most departments. 4 i l I l a i Supervisor's Inhial C I 11 ` ~ z jJ,'.• YK1'ii•5 III I V. TECHNICAL REQUIREMENTS _ i j ~ Check the one statement in each box which most correctly describes the most difficult , technical level normally required in performing your job duties. r A. Level of Technical Skills ❑ My job requires relatively limited use of technical skills. ❑2 My job requires minor technical skills such as reading gauges, Inputting data Into computers, bookkeeping entries etc, ❑ 3 My job requires moderate technical skills such as utilizing formulas, charts and schedules, malntalning and understanding technical records, coding I ~ and testing computer programs etc, i ❑ a My job requires complex technical skills such as utilizing complicated en- gineering diagrams, blueprints, and surveyed documents, utilizing r precislon measuring equipment, designing, coding and testing complex ' computer applications, documents(: government regulations, etc. a 5 My job requires highly complex technical skills such as thematics ilizing very the plicated drawings and specifications, applying higher Ilca- application of advanced mechanical, electrical or other engineering app lions, developing highly complex computer applications (i.e, mainframe), utilizing testing and research procedures for analyzing data, etc. B. Technical Skills requires limited technical skills, requires technical s.dlis which are focused in one aspect of a job requires providing technical Informa- echnical field; generally, my lion to others In my field. ❑ a My job requires technical skills covering several aspects of a major teohni- cal field, generally, my job requires providing technical Information and solving technical problems, 4 My job requires technical skills covering multiple aspects of a major techni- cal, field; my job requires solving technical problems and providing advice and recommendations on technical Issues within my technical field, ~s My Job requires technical skills In more than one technical field; my job I ~ 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 Initlal = 12 F VI. ORIGINALITY AND CREATIVITY Listed below are statements describing your opportunities to Introduce new and different Ideas and solutions. Check the one statement In each box which best describes the originality and creativity required in your job. A. Originality and Creativity ❑ I perform tasks or other activities which require limited amounts of originality or creativity. 71 ❑ x 1 must apply original thinking to determine the solution to problems. ❑ 3 1 create new products, programs or processes, or I develop/refine con- I cepts or theories discovered by others. ❑ a 1 create original concepts or theories that advance knowledge in a WOW- ; ~.1 cal or professional field and that can be used to develop new products, programs and/or expand City services, l.~l B. Significance Level ❑ i Originality Is a very minor part of the job, f ❑ z Originality is of secondary significance or a minor aspect of the job, Q 3 Originality Is a significant part of the job but not Its major aspect, K ❑ 4 Originality is a significant part of the job and one of its major aspects, ❑ s Originality is a highly significant part of the job and its major aspect, .,J Supervisor's Inglsi 13 Nl i 4f)kPtYd G i I Y 1 vii. DECISION MAKING - n the term This section of the questionnaire to make decisions as well as the impact Iof the el decisio ss of the authority that you have your job has in making decisions n andtcommitmentsneither on other escribes thelautthoritytht the d alone or w11h others, A. Authority ❑ i i follow specific Instructions to perform my job. ❑ 2 1 follow Instructions, but sometimes I choose which approach to use. r -.j ❑ a 1 make decisions or recommendations within the limits of general Instruc- tlons which have been provided (e,g., accept or reject a request); "j Instructions are clear and do not require Interpretation. Yi ❑ 4 1 make decisions or recommendations which require some Interpretation of rulestprocedures; more difficult decisions are always referred to higher levels. ❑ o I make decisions and recommendations of a broad nature In accordance nes; more with generahlipolicy and er levelsgfoirdthieir op nl on orffreicult be referred to 9 ❑ s I consult Input on isions/recommendations difficult I decisions required to provide l dec policy decisions of a major Impact. others and have ultimate responsibility for making ❑ z I provide leadership to final decisions; I am required to provide final approval on ail policy decisions which guide the long-rrnge future of the City, w Provide one or two specific examples of decisions that you make In the course of complet- ing your typical job duties; 1 Supervisor's Inftlal= `f 14 i ,t _ wr VI I e X14 r , - )!Gtiv+R= n..., f VII. DECISION MAKING (continued) Based on the authority to make decisions which you Identified In Part A, Indicate the likely scope of Impact your decisions typically have. Check the one statement which bast describes the Impact of the position based on the decisions made. ; I S. Impact of Decisions t ❑ r My decisions Impact the people 1 work closely with, ; ❑ x My decisions impact the day to day activities of a small division or work -1 unit (1-10 employees), ❑ s I have responsibility for making decisions which typically affect a large i division (more than 10 employees). ❑ d 1 have responsibility for making decisions and final recommendations i' which typically affect an entire department 14 ❑ s I have responsibility for making final decisions and final recommendations which often affect more than one department and sometimes the entire City. ❑ e My deolslons have a major Impact and generally guide or influence City direollon. Specifically identify the units that are affected by your decisions,' IV 4 1 . IJ { 1 •l Supervisor's Initial = 1' 16 i I VIII- COMPLEXITY This section of the questionnaire addresses the complexity of the tasks and duties you typically perform In your job. Check the one statement which bast describes the com- rj plexity of your job In terms of the judgment you must exercise. Dealings with the public should be considered when responding to this question. A. Judgment ❑ , My work duties are well-defined with clearly stated dlrections/standards. ❑ Z My work may involve occasional non-routine assignments which require new approaches or independent judgment be used. ❑ 3 My work consists of moderately complicated procedures and tasks which require Independent judgment such as setting task priorities, evaluating i l results and coordinating with others, ❑ 4 My work Is substantially complex and varied; It requires the selection and I i application of technlcal/detailed guidelines; strong analytic ability and Inde- ' pend_nt Judgment are needed to Identify, test, select and ap I appropriate procedures or approaches, p y I ❑ a My work Is highly complex and requires the application of skills which are not governed by guidelines; It requires a complete knowledge of opera- tions and practices. , 'f Provide one or two examples of cuties that indicate the level of complexity that Is In your job, typical I i f {FI 4~I Supervisor's InMal C-" ig ' v, , . a i S @erNRjj, 1 , ._i { VIII. COMPLEXITY (continued) Check the one statement which best describes the flexibility you have In performing your work activitles. c i B. Flexibility ❑ i I work under close supervision; my actions are specified and directed by my supervisor or by procedure; my supervisor assigns and reviews my work. . ❑ 2 1 work under routine supervision; my work Is performed under general guidelines, procedures and rules; my supervisor occasionally reviews work to ensure completion, J ❑ 3 1 work under moderate supervision; my objsctives or goals are established In advance, but 1 have flexibility in the course of action taken to ac- complish those goals. 1 . ❑ 4 1 work under general direction; I function under very broad goals and es- tablished policies. ❑ s I set virtually all goals and direction, and establish City policy. F~ Provide one or two examples where your job requires flexibility or changes In job routine. l~ y'j i I E 7 Sup viw(Is InNW j 17 i .j V 1 Il IX. BUDGETING/PLANNING This question deals with your position's responsibilities, If any, in relation to an annual level of fin nciapleting operating budget one statement that planning describes required Check well your job dui budgetary responsibilities of your job. r A. Budgeting ❑ 1 1 am responsible for letting my supervisor know what items I need so they { •~i can be Included In the budget. ~I } ❑ 2 1 am responsible for ensuring that budget Information Is accurately recorded. , i , on budget , a ! am responsible for advising and making recommendations Items, ❑ 4 1 am responsible for monitoring a budget but not for developing or allocat- t r~ Ing a budget. ❑ s 1 am responsible for developing, allocating and monitoring a budget for a work unit or small division (1-t0 employees). Q s I am responsible for developing, allocating and monitoring a budget for a i } large division (more than 10 employees). Q r I am responsible for developing, allocating and monitoring budgets affect• Ing an entire department. s I am responsible for approving all budgets for the City. It you checked a box with an asterisk next to it, provide an approximate dollar amount of your budgetary responsibility: $ i , V Supervisor's Inllies= 18 'k 4 R 1 f IX. BUDGETING/PLANNING (continued) Check the one statement that best describes the planning that Is generally required in per- forming your job duties, ~ S. Planning a ❑ i i plan my own work in order to complete my job responsibilities, l ❑ z 1 schedule others' work to meet requirements such as delivery schedules, i service demands, timetables, deadlines or other targets. Q 3 1 develop objectives for using a work unit's resources, with guidance from the overall organizational planning process, ' Q 4 1 develop plans and broad objectives for using several work unit's rosour- ces to meet major City goals. I Q e 1 develop department strategy that Integrates plans of several major 1 r; divisions to achieve the City's goals. s I develop plans, objectives and strategies for achieving short- and long- range goals for the City. If you checked a box with an asterisk next to It, Indicate the work unit(s) for which you assume planning responslbllity, r w~ E ~a Supervisor's InRW= ~ 19 I y , r' i MIN, r M l X. CONTACTS This section addresses thn frequency and purpose of contacts that are made with persons 1.4 Inside or outside the City. These are contacts that are essential to perform your job i duties, not contacts or communications that occur randomly throughout the day. Outside contacts Include anyone who is not an employees of the City Inside contacts include any employee who Is not in your division. ti Check the one statement in each box which best reflects the level of contact made in per- forming your job, A. Outside Contacts - Frequency ❑ Outside contacts are required once a month or less, ❑ 2 Outside contacts are required 2 or 3 times a month, l " ❑ s Outside contacts are required 2 or 3 times a week. ~ ❑ 4 Outsido contacts are required every day, . 1 ❑ a Outside contacts are required several times a day. 1 a, i p. Outside Contacts - Purpose t ❑ , Outside contacts Involve receiving and giving Information and responding i to questions, ❑ 2 Outside contacts involve explaining, Instructing or coordinating. Q 3 Outside contacts involve selling, advising or consulting, l Q 4 Outside contacts involve negotiating and influencing, l I I J Supervisors Initial i 20 ..1 i X. CONTACTS (continued) r C. Inside Contacts ❑ My job requires minimal contact with other divisions. ❑ s My job requires obtaining or giving Information to employees In other divisions, 3 f~ a My job requires explaining, instructing or coordinating with non-supervisory employees outside of my division, a My job requires explaining Information and/or pmvidng advice to Super visors/Superintendents outside of my division. C~ e My job requires negotiating with and Influencing Sups rvisom/Supsrinten- ` r dents outside of my division. k ❑ s My job requires explaining Information and/or providing advice to %:;eotom outside of my division, i ~rI ❑ 7 My job requires negotiating with and Influencing Directors outside of my ; division, Us My job requires exp;A.ining and advising to Executive Directors and/or the City Manager, ; ❑ o My job requires negotiating with and Influencing Executive Directors and/or j the City Manager. f .a L ' ` Supervisor's Initial= I 21 i t j I XI. WORK ENVIRONMENT This section addresses the types of working conditions and resulting physical effort re- quired 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, r k w ) t u l id 7 } a i i +r 3 A [r ya 1{ ty I tl 4'~;Y S'> Yr~ A. Working Conditions Frsqusnoy 11 1 23456 1. Extrume temperatures or humidity • • • • • • • • • 1.1 • • • • • • • • • • 21 Poor ventilation 1 1 1.1.1..1 1 1 1 1• .1...1....1..1.. 1 2 3 4 5 6 3. Sickening odors or sights 1.....1.11.11 • 1. . • .1 11..1 ' 1 2 3 4 6 6 41 Excessive nolse or vibration from machinery 1 • 1 . 1 1 2 3 4 6 6 f 51 Cramped working quarters •11.•1••••1••••••••••••••••••1 1 2 3 4 6 6 6. Unusual levels of dirt or dust .1..1.••1.1..•••.••••••••••• 1 2 3 4 6 6 7. Long, uninterrupted periods of sitting/standing . 1 1. 1 1 .1 .1 1 1 1 2 3 4 6 6 81 Extensive requirement for walking 1.1 1.1...1.1.1.1 • • • 1 1 2 3 a 5 6 9. Stooping, kneeling, crouching, crawling or climbing 1. 1 2 3 4 6 6 123456 3 10. Confined to work station for long periods of time 11 1.11 .1 . • 1 1 11. Irregular breaks .1.1 1 2 3 4 5 6 .,..1..•.1,1.•1.1.•1. 1 2 3 4 6 6 121 Irregular work days/hours 1.1 1 11 1.1 1 i 13. Required shift work .1 1 1.• 1. 1 1 1 1..1..1 .1 1 1 1 1. 1 1 1 ...1 1 1 .1 1 2 3 4 6 6 14. Smoke, fumes ;;,;d vapors 1.11 • 1.1..1...1.11 11 • • . • , . 1 2 3 4 6 6 16. Paint spray and/or paint fumes ..11.....1..1 11.1....1..1 • . 1 2 3 4 5 6 161 Work on elevated surfaces (higher than head level) 11 11.1, 1 2 3 4 6 6 Supervisor's InHlal = 22 foj 1 M. Y. Rbl!N@ to re f 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, ' Py I' S V CF?f ~ V4 l 1S > ~ 4 E , . i t ``4SS C~f~ ) f Z F - n B. stress Frequency 1. Required to channe work location , . , , . , , . , , , , ....,.,.1 2 3 4 6 8 2, Inflexible deadlines . 1 2 3 4 5 6 l ' 3. Intense concentration with few opportunities for breaks , , . , 1 2 3 4 5 8 f 4. Prolonged use of video display terminals . , 1 2 3 4 5 8 l 5. Extremely high volumes of work , , , , , , , , , , , , , , , , 1 2 3 4 5 6 E t 6. Repetitive work 1 2 3 4 5 6 r} 7. Climbing or reaching overhead , , , , , , , , , , , , , , , , , 1 2 3 4 5 6 r ,1 0. Lifting, pulling or pushing weights of up to 10 pounds , , , , , 1 2 3 4 5 6 9. Lifting, pulling or pushing weights of 11-26 pounds . , , , , , , , , , f 2 3 4 6 6 i_ 10. Luting, 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 Intense (e.g., abusive cltizens or employees) . , . , , 1 2 3 4 6 6 12. Exposure to situations requiring split second decisions , , . , , , 1 2 3 4 6 6 as Supervisor's InNIW 23 j0.'.• i fK:AYf7'? I i XI. WORK ENVIRONMENT (continued) Check the one statement that best desorlbes 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, ❑ 2 1 am exposed to risk that could result In accidents of a minor nature which 7 would not require time off. Q 3 t am exposed to risk that could result In accidents or Injuries which could result In lost time, -I Q a 1 am exposed to dsk that could result in accidents or injuries which Ouid result In lost time; there Is a moderate possibility of an Incapacitating acoi- dent ❑ s I am exposed to rusk that could result In an Incapacitating accident; there Is a possibility of a, fatal accident. If you checked 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, 4 tJ ' tt J 1 8upervieor's tnltlal 5 .1 24 V,. yy IG..V;Y-i4Pt,j I XII. DIRECTION OF OTHERS This question appraises the extent of responsibility for the organization, selection, assign- ment, guidance, review of personnel, and the performance of other related supervisory or management tasks. Only the formal assignment of such responsibility to your position should be considered. Informal work relationships, including periodic or temporary assign- ; ment based upon the skills of a particular employee, should not be considered. Regular direction of contract employees should be considered. Check the one box which most correctly defines the number of employees under the 1 i.. direct and Indirect supervision of your job (i.e., all employees reporting directly to your position as well as employees Indirectly reporting to your ,position). A. Supervision 0 ❑e 21 -36 ❑2 1-2 ❑7 36 49 toll ❑a 3-6 ❑s 60-99 8-10 100-149 : ❑ e 11 - 20 ❑ to 160 or mop e f 1 ~J l ~I Supowleor's lntlal= s ` 26 r i i I XII. DIRECTION OF OTHERS (continued) Check one statement which hest describes the nature of the wdrk supervised. B. Type of Work Supervised ❑ i My job does not require me to supervise others. ❑ 2 1 act in a "lead" or "senior" capacity over other positions performing essen- tially the same work. ❑ 3 1 supervise highly standardized, routlc%3 administrative activities for one work unit or small division (1-10 employees). ❑ 4 The work I supervise Is not highly standardized, but Involves routino ad- ministrative duties for one work unit or small division (1-10 employees). ❑ s 'I supervise technically oriented or complex activities for one work unft or small division (1-10 employees). ❑ e I supervise technically oriented or complex activities for a large division (more than 10 employees). ❑ 7 I supervise diversified and highly complex activities for an entire depart- ment, ❑ e I supervise highly diverse and complex activities for multiple departments, ❑ 9 I supervise all major functions of the City. y 3 rrl ~.i w.. y H ~I 1..1 1 I 1 Supervisor's Initial s 26 + YOUR COMMENTS This portion of the questionnaire provides you with the opportunity to make any additional i ` comments you might have about your job or this questionnaire. Also, please make notes about any particular question that you found difficult to answer or about any speclfic part of your job which was not covered by the factors I - X11, 3 r. P 1 +6. 1 i y rY t~J 4 r a Employee's signature Date LJ 2T f. j 10. i R4a:.5~ti i I 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- `i orepencies between the Incumbent's responses and your own knowledge of the job, d Remember, thls 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 Initials at the bottom of each page after you have reviewed 1 that page, The space below Is provided for your general comments, .A~ I have reviewed the contents of this questionnaire and confirm that with my suggested changes (it any), it Is an accurate and complete representation of the job, Supervisor's signature Date j } 28 ,J r~r}.. „ s?,xreaax 1 1 s 1 1 11~ N 0~1 01 ~D .r d 00 N tl N O*i r-f ~ , U I 41 1 1 08 H ~ ~11 o x w v, a a o , ~ ~ V L1 0 OJ ~ U W 'O rr U ~ CT pi ~ .6! G1 w~ y~ H o~ u~ u ~e ra a j i M'~ I 3 { if I EAM B * City of Denton Weighting of Compensable Factors c ____Compensable^Factorr___ Weighting Education 9% 1 Experience 9% Skills 6% Local Government skills 4% Technical Requirements 10% 8% originality/Creativity '1 1 Decision making 12% I Complexity 12% i Budgeting/Planning 10% Contacts 5$ Work Environment 5k i Direction of others 9% t r l k jIrl4e . kh n,..Y 1 t~ Pte.-.-. ~ , ~.~M Exhibit C Page: 1 * City of Denton Market Analysis Occ Denton Market Denton/ t Code Job Titlo Avg Pay Avg Pay Market w w -V MB40 SUPV PARKS 34,576 270288 127% DD30 LIBRARIAN II 32,286 26,508 1224 AB10 LABORER - GRNDSKEEPR 15,456 13,012 119% DG85 ASST CITY ATTY I 39,250 33,084 119% CB15 COMPUTER OPERATOR 20,706 170580 1184 AE30 LIGHT EQUIPMENT OPER 180466 150771 117% CE25 ELECTRONIC TECHN 28,523 240371 1174 GA24 LABORER TEMPORARY 13,042 11,413 1144 DF70 EKG ASSOC I - ELEC 31,179 27,337 1144 DJ30 ASST TO THE CITY MGR 50,045 450288 1124 DD40 ACCOUNTANT 300441 27,548 1114 CC60 WW TREAT SHFT OPR II 24,638 22,345 1104 AA10 CUSTODIAN 150101 13,718 1104 CA20 SHIFT OPERATOR APPR 180408 16,983 1084 M020 SUPT LEISURL SERV 51,418 47,449 1084 SE10 ACCOUNTING CLERK 17,613 16t274 1084 MB45 SUPV VEHICLE MAINT 280330 26,196 1084 MF10 SUPT PARKS MAINT 519314 48,036 1074 1 MB30 SUPV FIELD SERVICES 310158 29,517 1064 CD30 ENG TECH II 26,058 24,733 1054 JA40 AIR LIBRARY 66t456 63,128 1054 ME70 SUPT BUILDING OPER 44,221 42,295 1054 CD20 CODE ENFORCE OFFICER 27,040 25,913 1044 BC10 CLERK TYPIST 14,643 14,100 1044 BE60 WAREHOUSE/PARTS CLK 18r658 18,009 1044 AG10 CIVILIAN JAILER 20,010 19,411 103% CC10 BOILER FIREMAN 23,046 22,464 1034 CC35 VEHICLE MECHANIC II 23,797 23,207 1034 MF30 PURCHASING AGENT 47,341 46,234 1024 MB60 FORE w/o FIELD SERV 13,754 33,051 1024 DE10 ACCOUNTANT - SENIOR 32,843 32,298 1024 ! S LNlf1}SY.Ydia'YU txrYw.n n..rv . a r _ y fEKbibit C (Continued) Page: 2 * City of Denton Market Analysis Ooo Denton Market Denton/ Code -----Job Title Avg Pay Avg Pay Market - BD50 DUPL-PRINTER/OPER 17,389 17,118 102% f DG60 PLANNER - SENIOR 37,939 37,440 1014 3 AH10 HEAVY EQUIPMENT OPER 22,520 220312 1014 DC30 HORTICULTURIST 29,806 290557 101% CD91 BUYER 23,483 23,394 100% CE10 INSPECTOR - BUILDING 30,410 300441 100% CB45 LINEMAN APPR II 20,203 20,376 994 ME80 SUPT ELEC DIST 510147 51,671 99% BE81 WORD PROCESSING OPER 160590 160779 994 DI20 ASST CITY ATTY II 41,434 420420 98% CD25 ELECTRICIAN 26,445 27,102 98% CD55 WELDER 22,214 22,911 97% MB25 SUPV WATER PROD OPEB. 33,280 340337 974 JA45 AIR PARKS & REC 66,394 680657 97% MF20 BUILDING OFFICIAL 51,314 53,113 97% . CD55 TRAFFIC SIGNAL TECH 24,571 25,607 964 C850 MAINT MECH II 190868 20,746 96% FE10 LIFEGUARD 100109 1OF571 964 MB65 FORE ELECTRIC DIST 38,022 39,840 95% BC60 SWTCHBRD OPER/RECEPT 140737 15f506 95% JA30 DIR INFO SERVICES 64,626 68,203 954 AC50 MAINT WRKR-BLDG/GRND 181075 190101 95% DG41 PROG ANALYST III 40,321 42,802 94% JA26 EXEC DIR FINANCE 72,654 77,391 90 JA15 DEP CITY MGR/EX DIR 82,243 87,676 94% DG92 BUDGET ANALYST 340112 36,693 93% CB10 AUXILIARY EQUIP OPER 190294 20F906 926 BH10 DISPATCHER - PUB SAF 200715 22,458 92% CE30 ELECTRICIAN - LEAD 30,410 33,005 92% ME60 SUPT FLEETS 46,488 500561 92; i i i fit Ezbibit C (Continued) Pago: 3 t * City of Denton 4 Market Analysis Ooo Dkzton Market Denton/ I Code Job Title Avg Pay Avg Pay Market D E20 PROD ANALYST II 31,450 340270 92% ME40 SUPT SOLID WASTE 44,158 48,206 928 MA30 SUPV WAREHOUSE 24,128 26,424 918 MF50 FIRE MARSHALL 45,677 500028 918 DC25 REC CENTER SUPV 27,743 30,432 918 JA85 EXEC DIR UTILITIES 82,243 900507 918 f ` JA14 EX DIR NUN SER/ECON 71,656 79,150 918 i JA35 EXEC DIR PLAN & DEV 62,254 68,792 908 i CC15 COMPUTER OPER - LEAD 24,918 27,722 908 JA82 DIR ELECTRIC UTIL 670413 75,614 898 { DE90 URBAN PLANNER 28,407 320090 898 JABO DIR ENVIRON OPER 53,373 60,339 888 CD40 LINEMAN 25,954 29,372 888 CD96 ELECTRIC METER TECH 27,851 31,570 888 BE88 MUNICIPL COURT CLERK 160630 18,986 888 MD20 SUPV TRAFFIC 32,427 37,328 878 CE35 LINEMAN - LEAD 309410 35,112 878 FN10 POOL MANAGER 13,125 15,196 868 JA60 DIR COMMUNITY SERV 55,598 640748 868 AC30 METER READER 15,625 180262 868 JA95 DIR TRANS & ENO 54,933 64,771 858 CE69 SANITARIAN 27,654 32,627 858 AE10 ANIMAL CONTROL OFFCR 17,457 20,690 848 0020 SR SECRETARY 190918 23,739 848 BE O PERSONNEL REP 16,078 19,223 848 FC!,0 GROUNDSKEEPER II 9,402 11,244 848 W21 ASST CITY ATTY - SR 520312 $2,596 848 AE40 RESIDENTIAL DRIVER 170368 200831 83% CC94 PYANNING TECHNICIAN 20,145 24,163 $38 DF80 FINANCIAL ANALYST 280954 34,763 838 JA16 DIR PERSONNEL 560971 68,576 838 1 1 t Exhibit C (Contioutd) Page: 4 * City of Denton Market Analysis 1 Oca Denton Market Denton/ Avg Pay Avg Pay Market Code Job-Title D H40 ENGINEER 40,254 48,522 83% DB20 RECREATION SPEC I 210653 260191 83% ME50 SUPT STREETS 42,432 51,063 824 1 JA75 POLICE CHIEF 62,858 760987 82% DH60 TREASURER 39,645 48,599 82% BI10 SECY - EXECUTIVE 22,223 27,281 Olt CE55 ENGINEERING TECH-OR 25,418 310439 81% F410 ADMIN INTERN 12,416 15,446 804 i JAS3 DIR WATER OPER & ENO 530373 660686 804 DE60 PERSONNEL SPECIALIST 270633 35,381 784; DE40 CUST SVC REP 16,702 21,495 784 CA40 RECREATION LEADER 16,349 210043 78% FF20 PLAYGROUND LEADER 10,263 13,472 764 JA70 FIRE CHIEF 56,014 73,586 76% DC10 ADMINISTRATIVE ASST 220799 300087 761 DC40 PERSONNEL GENERALIST 200176 260878 75A D130 CONTROLLER 400789 550097 744 MAIO SUPV STREETS 260187 35,612 744 ! BA30 DISPATCHER - UTILITY 13,406 180604 72% CB30 FIRE INSPECTOR 22,214 31,279 71% FB20 GROUNDSKEEPER I 90160 120931 714 PS10 SCHOOL CROSS GUARD 90194 101098 704' DG90 RISK MANAGER 33,634 49,887 674 D031 ENG ASSOC II - CIVIL 0 35,813 04 AC70 ANIMAL CARE ATTENDNT 0 15,854 04 ( r { y --wUa,. mwrd ~y$+l~d3f N3 ~s:wn4...u. a....___...,.. _ . .,,tad uL. T s 1 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 i City of Dallas City of Farmers Branch j City of Fort Worth City of Garland city of Grand Prairie City of Greenville city of Hurst city of Irving city of Lewisville City of Lubbock City of Mesquite City of Plano City of Richardson f Company C - Denton Personnel Assoc. Survey Company J - Denton Personnel Assoc. Survey Company K - Denton Personnel Assoc. Survey Company BA - Denton Personnel Assoc. Survey county of Denton Dallas Water Utilities Denton County cooperative Electric Denton Personnel Association Denton State school Josten's Moore Business Forms Sally Beauty Company Texas Municipal League Texas Woman's University. Trinity River Authority University of North Texas I k t j Z ° ~ w° " I'° "1 Prd fa'j.~ Pa ~ P~.~E I'-~`'! ~a!..w M~+~ p.:~ p,.a~ ~.,i1 a+ ro:4a~ w-ly ~r-iu~ w k~ ■ c+1 ■:s~ t I l Exhibit F * City of Denton Proposed Salary Structure (Excluding Executive, Police, Fire, Seasonal, Temporary) -I Prop. Proposed Proposed Proposed Ord# Minimum Midpoint maximum 1 $11,361 $14,200 $17,039 2 $120723 $15,904 $19,084 3 $14,250 $17,813 $21,374 4 $150960 $19,949 $23,941 5 $17,876 $22,343 $26,813 6 $200020 $25,024 $300031 7 $220422 $280028 $33,634 { f 8 $25,114 $310391 $370671 9 $280128 $35,158 $420191 f 10 $310502 $39,379 $47,253 ` 11 $350283 $44,102 $52,924 12 $39,516 $490396 $59,274 13 $44,258 $55,324 $66,387 j f 9S i ~,,,P ~!':Y.7rkfdYS~7•!~`:4h7i ~'#sNfb-.~e'{'~Mp t Exhibit F pages 1 * City of Denton Proposed Grade Assignments (Excluding Executives, Police, Fire, Seasonal, Temporary) ' i t f Prop Proposed Proposed Proposed 000 --Job Title -rob Ti-----Y-- Grd# Minimum Midpoint Maximum Code J 1 11,361 14,200 17,039 BC10 CLERK TYPIST 1 11,361 14,200 17,039 AA10 CUSTODIAN 1 11,361 140200 17,039 BA20 LIBRARY PAGE 1 11,361 14,200 17,039 DC60 SWTCHBRD OPER/RECEPT 2 12, e.3 15,904 19,084 AC70 ANIMAL CARE ATTENDNT 2 12,723 15,904 190084 AB10 LABORER - GRNDSKEEPR 2 12,723 15,S04 191084 AB30 LABORER - SANITATION 2 12,723 150904 19,C34 AA20 LABORER LANDFILL 2 12,723 15,904 19,084 BC30 LIBRARY CLERK 2 120723 150904 19,084 AC20 MAINT WORKER 2 120723 15,904 19,084 AD10 MAINT WORKER TRAFFIC 2 12,723 15,904 19,084 AC50 MAINT WRKR-BLDG/GRND 2 120723 15,904 19,084 AD30 PARKING ENFORCE OFCR 2 12,723 150904 19,084 BA40 PUPPETEER ' 3 14,250 17,813 21,374 BE10 ACCOUNTING CLERK 3 14,250 17,813 21,374 BD20 CASHIER 3 14,250 17,813 210374 AP10 COMMERCIAL DRIVER 3 14,250 17,813 21,374 BA30 DISPATCHER - UTILITY 3 14,250 170813 21,374 BD50 DUPL-PRINTER/OPER 3 140250 17,813 21,374 BE87 INFO PROCESSOR 3 140250 17,813 210374 CA50 LABORATORY A9SISTAW' 3 14,250 17,813 21,374 BD21 LANDFILL CASHIER 3 140250 17,813 210374 AE30 LIGHT EQUIPMENT OPER 3 14,250 17,813 21,374 AC10 MAINT MECH 3 140250 17,813 210374 C094 MAINT TECH APPR 3 14,250 170813 21,374 AC30 METER READER 3 140250 17,813 210374 B070 METER 8}i0P CLERK € 3 140250 170613 21,374 BESS MUNICIPL COURT CLERK 3 14,250 17,813 21,374 AE40 RESIDENTIAL DRIVER aw.e.a v<u.r. ruiak.4ttbtr9ail.~I . Exdlbit F (Continued) Page: 2 * City of Denton Proposed Grade Assignments (Excluding Ex:~outives, Police, Fire, Seasonal, Temporary) Proposed Proposed Proposed Occ-- Job Title Prop Minimum Midpoint Maximum code Grd# f 374 CA20 SHIFT OPERATOR APPR 3 14,250 17,813 2• , SHt)PAK 3 14,250 17,813 21,374 AF20 WAREHOUSE/PARTS 17,813 21,374 BE60 AREHOPARTTSSRM CA' TD 3 14,250 210374 AC60 WAREHSE/ 3 14,250 1~~8J13 21,374 BEB1 WORD PROCESSING OPER 3 14,250 49 23,941 CB10 AUXILIARY EQUIP OPER 4 150960 19 23,941 BE70 CASHIER -LEAD j 4 15,960 19,,9949 23,941 AEBO CHIEF METER READER 4 15,960 19,949 150960 19,949 23,941 CB10 CIVILIAN JAILER 4 949 23,941 15 COMPUTER OPERATOR { 4 15,960 190 19,949 23,941 BE40 CUSP SVC REP 4 1B,960 C991 ELEC METER TECH APPR 16,960 190949 23,941 4 15,960 19,949 23,941 0D60 LIBRARY TECH ASST 4 15,960 19,949 23,941 CC90 MACHINIST/FABRICATOR 4 15,960 19,949 23,941 MECH 15,960 19,949 23,94'1 CB50 MAI TECH IIIt3OLID WS 4 230941 CB51 MNT 4 15,960 19,949 23,941 AE20 PARKti LEADPERHON 4 15,960 19,949 BF20 PARTOROOK LEADPER80N 4 150960 19,949 23,941 19,949 23,941 BE20 PERSONNEL REP 4 15,960 ,941 CC50 PNEUMTC INSTR TCH AP 4 15,960 190949 23 23$941 BESO SECRETARY ,I INVEST 4 150960 19,949 SEGY 15091 19,949 230941 OF40 ~CRI!lINAL f 4 60 19,949 23,941 BEGS SECY-STAT SMICEB 4 150960 230941 BE86 TAX CLERK 4 15,960 19,949 Am UTILITY SERV WORKER f,' 15,960 19,949 230941 4 19,949 23,941 AE60 WTR M'PR REPAIR PERS I; 4 15,960 5 17,876 22,343 26,813 B030 ACCTG CLERK SUPV 22,343 26,813 AE10 ANIMAL CONTROL OFNCR 5 17 r876 e j t; f ;i I i Exhibit rr (Continued) * City of Denton * Pages 3 Proposed Grade Assignments (Excluding Executives, Police, Fire, Seasonal, Temporary) i { Prop Proposed Proposed Proposed 000 Grdf Minimum midpoint maximum Code Job Title i 5 17,876 22,343 260813 CD65 CONSTRUCTION COORD 5 17,876 220343 26,813 BH10 DISPATCHER - PUB SAP 5 170876 22,343 26,813 CB20 ELECTRICIAN APPR 5 17,876 22,343 26083.1 CC92 ELECTRONIC TECH APPR 5 170876 22,343 26,813 CB25 ENO TECH I 5 170876 220343 26,813 CC55 ENGINEERING AIDE-SR 5 17,876 22,343 26,813 CB93 GRAPHIC SIGN TECH :E 5 17,876 220343 260813 AH10 HEAVY EQUIPMENT OPER 5 17,876 220343 260813 BF10 LIBRARY ASSISTANT 5 170876 22,343 26,813 CB45 LINEMAN APPR II 5 170876 220343 26,813 CC21 METER INFO TECH 5 17,876 22,343 26,813 CA40 RECREATION LEADER 5 17,876 22,343 260813 BG20 SR SECRETARY 5 17,876 220343 260813 CC35 VEHICLE MECHANIC II 5 17,876 220343 26,813 CB55 WELDER 5 17,876 220343 26,813 CB16 WW SHIFT OPERATOR I 6 200020 25,024 300031 BH20 ADMIN SECRETARY 6 20,020 259024 30,031 DC10 ADMINISTRATIVE ASST i 6 20,020 250024 30,031 CD15 ASST TO BLDG QFFICIA 6 20,020 25,024 30,031 CC10 BOILER FIREMAN 6 20,020 25,024 300031 CD90 BUILDING MAINT TECH 6 200020 25,024 30,031 0091 BUYER 5 20,020 25,024 30,031 CC93 CIS TECHNICIAN 6 20,020 25,024 30,031 CD20 CODE ENFORCE OFFICER 6 200020 25,024 30,031 BF60 CURT SERV REP - SR 6 200020 250024 300031 CD35 HEALTH INSPECTOR II 6 20,020 25„024 300031 CD95 INSPECTOR - HOUSING 6 200020 25,024 300031 C840 LABORATORY TECH 6 20,020 25,024 300031 CD85 MACH/PABRICATOR-LEAD 6 20,020 250024 30,031 CD45 MAINT TECH j ~ i Exhibit F (Continued) Page: 4 * City of Denton Proposed Grade Assignments (Excluding Executives, Police, Fire, Seasonal( Temporary) Prop Proposed Proposed Proposed Oco Grd# vinimumw Midpoint Maximum_ _Code_ Job Title_wMr_ 6 20,020 250024 30,031 BF70 MUN COURT SR ASST 6 20,020 25,024 300031 BG40 PERSONNEL REP - SR 6 200020 25,024 30,031 BI40 SUPV LIBRARY ASST 6 200020 250024 30,031 CC71 TAX TECHNICIAN 6 20,020 25,024 300031 CD55 TRAFFIC SIGNAL TECH 6 200020 25,024 30,031 CC65 WATER PROD SHIFT OPR 6 20,020 25,024 300031 CD60 WATER TREATMENT TECH 6 20,020 25,024 30,031 BF50 WORD PROC OPER-LEAD 6 200020 250024 30,031 CC91 WW PROCESSING TECH 6 20,020 25,024 30,031 CC60 WW TREAT SHPT OPR II 7 220422 28,028 33,634 DD40 ACCOtINTANT 7 22,422 28,028 33,634 CC15 COMPUTER OPER W LEAD 7 .22,422 28,028 33,634 MA50 CUST SVC SUPV 7 220422 28,028 33,634 CE20 ELEC SWITCHBOARD OPR 7 220422 280028 33,634 CD96 ELECTRIC METER TECH 7 22,422 280028 33,634 CE25 ELECTRONIC TECHN 7 22,422 280028 33,634 CD30 ENG TECH II 7 220422 28,028 33,634 CB30 FIRE INSPECTOR ` 7 224422 280028 33,634 DC30 HORTICULTURIST 7 220422 28,028 33,634 CE10 INSPECTOR BUILDING 7 22,422 28,028 33,634 CE11 INSPECTOR - COMB 7 22,422 28,028 330634 CE15 INSPECTOR - ELECTRIC 7 22;422 28i028 330634 CE40 INSPECTOR - PLUM MEC 7 22,422 28 028 33,634 BK10 LEGAL ASSISTANT E 7 22,422 280028 33,634 CE66 MAINT TECH LEAD 7 220422 28,028 33,634 C094 PLANNING TECHNICIAN 7 22,422 28,028 33,634 CE45 PNEUMATIC INSTR TECH 7 22,422 28,028 33,634 CE60 POLLUTION CNTRL OFFR 7 22,422 28,028 33,634 DB10 PROGRAMMER ANALYST I 7 22,422 280028 33,634 DS20 RECREATION SPEC I j i Affal~ruM..w>n., t .......r N..-..... r..~.Y, .-"--r ~w..r...•.... n~.-n ...~....1 .....~,n..o'-. •'+.+w n.....,..~ r_....rt ;~'fsC! h (i Exhibit F (Continued) Paget 5 * City of Denton Proposed Grade Assignments (Excluding Executives, Police, Fire, Seasonal, Temporary) i } Prop Proposed Proposed Proposed Oco Grd# Minimum Midpoint Maximum -Code- I---- Job Title - 7 220422 28,028 33,634 CE50 RELIEF SHIFT FIREMAN f 7 220422 28,028 33,634 BI10 SECY - EXECUTIVE 7 22,422 28,028 33,634 MB61 SUPV STATIST SERV 7 22,422 28,028 33,634 MA30 SUPV WAREHOUSE E 8 25,114 31,391 37,671 DC11 ADMINISTRATIVE ASSIB i 8 25,114 31,391 37,671 CD10 ASSISTANT CHEMIST l 8 25,114 31,391 37,671 CE68 BLDG MAINT TECH-LEAD 8 25,114 31,391 37,671 MB50 CHIEF CASHIER 8 250114 31,391 37,671 CE67 CITY SECRETARY 8 25,114 31,391 37,671 CD25 ELECTRICIAN 8 250114 31,391 37,671 DF71 ENO, ASSOC I - CIVIL 8 250114 31,391 37,671 DF70 ENO, ASSOC I - ELEC 8 250114 31,391 37,671 DF73 ENO ASSOC I - FIRE 8 250114 31,391 37,671 DF72 ENG ASSOC I TRAFFC 8 250114 31,391 37,671 CE55 ENGXNEERING TECH-SR 8 25,114 31,391 37,671 BJ10 EXEC SEC TO CITY MGR 8 250114 31,391 37,671 CC30 FIRE ARSON/INVEST 8 250114 310391 37,671 DD30 LIBRARIAN II 8 25,114 31,391 370671 CD40 LINEMAN 8 25,114 310391 37,671 DD50 PERS COMPUTR ANALYST 8 25,114 310391 37,671 DC40 PERSONNEL GENERALIST 8 25,1].4 310391 370671 CE80 PIJXNING TECH GIS-SR 8 250114 310391 37,671 DC25 REC! CENTER SUPV 8 250114 310391 370671 DC35 REC SPECIALIST II 6 25,114 31,391 370671 CE69 SANITARIAN 8 250114 31,391 37,671 MD40 SUIFV PARKS 8 250114 31,391 37,671 M835 SUM SOL WASTE COMM 8 25,114 31,391 37,671 M836 SUIV SOL WASTE LANDF 8 25,114 31,391 37,671 MA20 SUM SOLID WASTE RES 8 251?.14 31,391 37,671 MB81 SUPV SPECIAL PROJECT 'iff+E5d:14FFim j r , Exhibit F (ContiausA) * City of Denton * Page: 6 FAgsignments (Excluding Execut'vPro ire, Seasonal, Temporary) I j Prop Proposed Proposed Proposed ooc f( Grdf Minimum Midpoint Maximum Code Jab Title 25,114 31,391 37,671 8 M845 SUPV VEHICLE MAINT 8 25,114 31,391 37,671 CE70 TECHNICAL ASSISTANT 9 28,128 35,158 42,191 DE92 ADMIN SERVICES COORD 9 28 128 350158 42,191 DG85 ASST CITY ATTY I r 35,158 42,191 CE30 ELECTRICIAN LEAD 9 28ol28 35,158 42,191 DG80 EMERGENCY MGMT 0128 35,158 420191 DF80 FINANCIAL COORD ANALYST 9 28,128 35,158 42,191 MB55 FORE MET REPAIR 9 28,128 350158 42,191 ME60 FORE W/SEFIELDD SERV 9 280128 35,158 42,191 CE35 LINEMAN - LEAD 9 28,128 350158 420191 DE60 PERSONNEL SPECIALIST 28, 9 2 128 350158 42,191 DE20 PROG ANALYST II 0 35,158 42,191 MD30 SUPV FIELD SERVICES TREETS 8 28,128 350158 420191 M820 SUPV SWATER PROD MUT ,128 35,158 42,191 MB25 SUPV WATER PROD OpEER 9 28,128 35,158 420191 DE90 URBAN PLANNER 9 28,128 35,158 42,191 DEIS UTILITIES ACCT - SR 10 310502 39,379 47,253 DE10 ACCOUNTANT - SENIOR 10 31,602 39,379 47,253 DF30 ADMIN ANALYST j 10 31,502 39,379 47,253 MC30 AIRPORT 10 31,502 39,379 470253 W92 BUDGET ANNALYSTR 20 31,502 39,379 47,253 CE75 BUYER -SENIOR 10 31,502 390379 47,253 DF60 CIS RATE ADMIN 10 310502 39 379 i 10 31 SO2 ' 47,253 DF60 COMMUNITY DEV COORD 10 310 39x379 470253 DE80 ENERGY INFO SPEC 10 310602 9,379 47,253 D031 ENG ASSOC It - CIVIL ~ 0602 39,379 47,253 DG30 ENG ASSOC II - ELEC E 10 31,602 39,379 47,253 M880 FORE ELEC MAINT r i y 'i , 1 ~ 'M lire :l~ Q Exhibit F (Continued) * city Of Denton Page; 7 Proposed Grade Assignments (Excluding Executives, Police, Fire, Seasonal, Temporary) E I Prop Proposed Proposed Proposed Occ Grd$ Minimum Midpoint Maximum Code Jab Title 10 10 31,502 390379 47,253 MB75 FORE ELEC PROD OPER 10 310502 39,379 47,253 MB65 FORE ELECTRIC DIST 10 310502 39,379 47,253 MB70 FORE METERING/SUBST 10 31,502 39,379 47,253 MB71 FORE SUBSTATIONS 10 310502 39,379 470253 MB15 FORE WSTWTR TRTM MNT 10 310502 390379 47,253 MB10 FORE WSTWTR TRTMT OP y 10 31,502 39'0379 47,253 DF61 MAIN STREET COORD 1 10 31,502 39,379 47,253 DF40 14UNICIPL COURT ADMIN 10 310502 39,379 47,253 DF85 PARKS PLANNING COORD 10 31,502 390379 47,253 D060 PLANNER - SENIOR 10 31,502 39,379 47,253 MD20 SUPV TRAFFIC 11 350283 440102 520924 DI20 ".SST CITY ATTY II 11 35,283 440102 52,924 W30 ASST TO THE CITY MGR 11 350283 44,102 52,924 DG40 BUDGET & RATE ADMIN it 350283 44,102 520924 DE93 CHEMIST 11 35,283 44,102 52,924 DF75 LEISURE 9ERV ADMIN 11 350283 440102 520924 DI50 LIBRARIAN III 11 35,283 440102 520924 DE94 PRETREAT PROD COORD 11 35,283 44,102 52,924 D091 FROG ANALYST III 11 350283 440102 52,924 DFS10 PUB INFO COORD UTIL 11 35,283 440102 52,924 MD40 SUPV ELEC 11 35,283 44,102 52,924 MD10 SUPV ENDS TECH 11 35,285 440102 520924 MC10 SUPV OFFICE AUTOMAT r 12 390516 490396 590274 MF20 BUILDING OFFICIAL 12 39,516 490396 59,274 MF40 OUST SVC MCR 12 390516 49,396 59,274 DI60 DATA BASE ADMIN 12 390516 49,396 59,274 DH40 ENGINEER 12 39,516 49,396 59,274 MD60 ENV HEALTH SERV MGR 12 39,516 490396 590274 DH50 ENVIRON SERV ADMIN 1 vesr. u,. •q•/~-A Kr•r fill' A it WuW 1 r T w T S 4 Exhibit F (Coatiaaed) Paget 8 * City of Denton Proposed Grade Assignments (Excluding Executives, Police, Fire, Seasonal, Temporary) f Prop Proposed Proposed Proposed Occ Grd# Minimum Midpoint maximum code Job Title ` 12 39,516 49,396 59,274 MF50 FIRE MARSHALL 12 390516 49,396 59,274 MF30 PURCHASING AGENT 12 39,516 49,396 59,274 DG90 RISK MANAGER 12 390516 49,396 590274 ME70 SUPT BUILDING OPER 12 39,516 490396 59,274 ME60 SUPT FLEETS 12 39,516 490396 59,274 MG20 SUPT LEISURE SERV 12 39,516 49,396 59,274 MF10 SUPT PARKS MAINT 12 39,516 49$96 59,274 ME40 SUPT SOLID WASTE 12 39,516, 49,396 59,274 KE50 SUPT STREETS 12 390516 49,396 59,274 ME30 SUPT WATER/SEWER DIS 12 39,516 490396 59f274 DH60 TREASURER , 11 44,258 550324 660387 W20 ASST CITY ATPY - SR 13 44,258 55,324 66,387 D130 CONTROLLER 13 440258 55,324 660387 MG10 ELECTRIC PROD MGR 13 440258 55,324 66$87 D111 ENO ADMXK - CIVIL 13 44,258 550324 660387 D110 ERG ADMIN - ELEC 13 441258 55,324 660387 ME80 SUPT ELEC DIST 13 440258 55,324 660387 ME90 SUPT METERING/SUBST 13 4412bB 55,324 66,387 NE20 SUPT WASTEWATER TRT 13 44,258 55,324 660387 ME10 WATER PROD NOR i I f I i 3 t .,.,w n«rrasarR)1W .r..G T- 4 E } Exhibit G * City of Denton Proposed Pay Plan for Police ` 1991/1992 Base Position Rate 1 Year 2 Years 3 Years 5 Years 7 Years 9 Years r Police officer $23,910 $25,129 $26,411 $27,758 $29,174 $30,661 $31,773 j Corporal $32,300 Sergeant $35,500 i Lieutenant $390435 f Captain $43,752 i . F I. 1 1 i h ne.wxrr~,q~yyyy i WIbIt H * City of Denton Proporoed Pay Plan for Fire 1991/1992 i f Base I Position Rate- 1 Year 2 Years 3 Years 4 Years _ Fire Fighter $24,500 $25f480 $26,499 i $270559 $28,518 Driver $30,335 Captain $36,248 Hatt. Chief $40,559 f Div. CO= $420500 1 LI ya< mal "1 "-®1 .ter, ~'w1 •'S „~~.1 ra+ ~ j Exhibit I * City of Denton Proposed Pay Plan Police - Non Civil Service 1991/1992 Prop, Base Grade Pay Step 1 Step 3 Jot Title 1 1 22,758 23,327 23,910 Recruit i i' i E I E { u1 R Exhibit J * City of Denton Proposed Pay Plan Fire - Non Civil Service 1991/1992 Prop. Base Grade pay Step 1 Step 2 Job Title 230319 231902 24,500 Recruit ; i j 1 p I i t Z ~ ~ r-.- i r--•-1 r---~ "°.1 j..4.,.~ iws-~t i -"t rw...r~ .r~~ ~ ,,,e.w~ i i Exhibit K * City of Denton Recommended Salary Structure Seasonal Positions Prop. I Ord# Step 1 Step 2 Step 3 f 1 4.28 4.49 4.72 2 4.71 4.94 5.18 3 5.27 5.53 5180 4 6.01 6.31 6,62 5 6.97 7.32 7,69 i t I I r i Ii { !i 9 f~R~'Mim.V~i~.{fYYbYW J1fiz'x~..tu.. . Mu4Y...RC{#ip~ Exhibit L * City of Denton f Proposed Executive Salary Structure Proposed Prop OGrd# Pr Min mosed um Control Oca Point Code Job Title j 5 $69,657 $87,071 JA15 Deputy City Manager 5 $69,667 $87,071 JA85 Executive Director - Utilities 4 $640498 $80,622 JA25 4 $64,498 $80,622 JA14 Executive Director -Finance Executive Director - Mun Svc/Eton Dev 3 $59,720 $740650 JA35 Executive Director - Planning 3 $59,720 $74,650 JA82 3 $59,720 $74,650 JA75 Director - Electric Utilitlee ; 3 $59,720 $74,650 JA70 Police Chief Fire Chief 2 $55,296 $69,120 JA45 2 $550296 Director -parks & Recreation ' 2 $55,296 $69,120 JA16 Director - Personnel/Emplayes Relations 2 $55,296 $690120 JA30 Director - Information Services $69,120 JA83 Director - Water Ong/Operations 1 $51,200 $64,000 JA95 Director - 1 $51,200 Trans/Engineering ii 1 $64,ooo JA60 Director Community services $51,200 $640000 JA40 $51,200 Library. j ~ 1 $640000 JA80 Director Director - Environikent/Utsil Adm i' f' I ~ i AA,,yy, -.r---~-'~ 1 Exhibit M * City of Denton Sample Merit Guideline Chart for Exempt Positions* Distribution -First -Secon -Third Far Level Percentage Quartile Quartile e Quartile Quartile** Far Exceeds 10% 14% 13W 12$ lit Frequently Exceeds 20% 124 lit 10% 9% Meets Expeotatior~s 60$ 10% 9% 8% 7% Needs Improvement 10-W 0% 0% 0% 0$ { * Sample performance increase guidelines - dollars funded and percentages are a budgetary item subject to City Council appproval of annual budget. one time lump sum award not rolled into base hourly rate. i E I l i Exhibit N * City of Denton sample merit Guideline Chart for Non-Exempt Positions* Distribution First Second Third Fourth Performance Level Percentage Quartile Quartile Quartile Quartile** consistently Exceeds 10% 12% lit 10% 9% Meets Requirements 80% 10% 9t 8% 7% Needs Improvement 10% 0% 0% 0$ 0% * Sample performance increase guidelines - dollars funded and percentages are e budgetary item subject to City Council appproval of annual budget. One time lump sum award not rolled into base hourly rate. I ' J r 3 i ' 3{j, Ii~~A+R>ti'.4lYaw.w . _ a ia♦w T_, ,9 'n R3:F4}ISpFq S PF}gyf7~ f 4]13, U Ff The following is a list of budget discussion items for which backup t information was requested at the August 20th Council Budget Workshop session: 1, Major Budget issues (23) 2. Tax Roll Adjustments 3. Water Tower (one color) 4. Remove vacant positions from utilities budgets 5. No rate increase in utilities 6. salary adjustments effective October 11 1991 7. High tech requirements for police and fire (dispatch, records, etc.) 8. Library computerization 9. Budget reserve level (88 to 10%) 10. Reductions in growth related areas 11. Hiring temporaries (number used during the, year and out backs) 5 12. Overtime (Planning, etc.) h ' 1 13, Ten month balance 14. Travel and seminar budgets (Policy) r 15. Recreation programs (Self-supporting Philosophy) 16. Tennis program (Free Enterprise) 17. Revenue vs. Expenditure budget summary 18. Long range plans regarding water, etc. 19, Budget Implications for Upper Trinity River 20, Building improvements-maintenance items 21. Miscellaneous (copies of prior requested council information) The line item number for each of the items will have a corresponding tab where the back up information will be provided, S 5987F ~s NMI Pl a'~ lA?ti4Y. F f ewn'mu~ y7 ITEM N1 } ~q{ 1 The Major Budget Issues had been provided under separate cover. It has also been reproduced an included in the 1991-92 Proposed Budget begining an page 43. a t i i { I I ! i r , i E i i t S r r 1 t y ~~jElg ~i ITEM #2 cir>r of ORNrON, r&XAS MUNICIPAL BUILDING / 215 E. McKINNEY / DENTON, TEXAS 76101 c! 5A +s MEMORANDUM DATE: August S. 1991 T0: Lloyd V. Harrell, City Manager ti FROM: John F. McGrane, Executive Director of Finance SUBJECT: 1991-92 BUDGET As you are aware, the Proposed 1991-92 Budget was submitted to City Council on July 30, 1991, and was ase on a ax rate using the tax roll prepared by the Denton Central Appraisal District. The preliminary roll that was used in the proposed budget valued taxable property at $2,043,862,267. Since the preparation of the proposed budget, we have received the certified tax roll j from the Appraisal District. The certified roll values taxable property at $1,961,304,490, and results in a 692,647,767 reduction in taxable value. Aft~ Based on the certified roll the effective tax rate, which is the tax rate that is necessary to bring in essentially the same amount of tax revenues that was available in the prior year, is 6.7038. The proposed budget called for a tax rate of ,6,6861 per $100 valuation which is 1.780 below the effective rate. If the tax rate was raised to the effective rate and additional $363,947 in tax revenues would be generated. ' The difference in the appraisal district adjustment to the roll, and the loss r in revenue after all adjustments are taken results in a deficit of $310,000 from the proposed budget. I have reviewed potential solutions for dealing L with the shortfall and they are as follows: f 1. Additional roll supplement increases 6140,000 ? 2. Health Insurance adjustments 84,000 3, A $.01 Ad Valorem tax increase 187,000 i i 4. Sales tax increase (current) 80,000 (an additional 1% projection - total 3%) 620000 (an additional 2% projection - total 4%) 104,000 5 y 5, Flow Hospital 220000 J 6. Reduce Contingency Reserve 266000 8171566.8200 D/FW METRO 434•2S29 I~ ~•1kPtA EI f IMMY Memo to Lloyd V. Harrell j August b, 1991 i Page 2 Fr It It my understanding that we will be presenting these alternatives to City a Counc.l on Tuesday evening, August 6. If you need any additional information, or have any further questions, please advise. JFMcG:af 5946E { 3 E S v z o-fCiVY!Y,14 DA ITEM I13 .JTYOf DENTONp TEXAS MUNICIPAL BUILDING .820 DEN70N, TEXAS 76201 TELEPHONE (817)566 ; kill" M i MEMORANDUM DATE: August 22, 1991 TO: Lloyd V, Harrell, City Manager FROM: R.F. Nelson, Executive Director of Utilities RE: 1992 BUDGET ISSUES _..___.__,-____....r_-.,r..-....r.r..rwr~r rhe- following is in response to the Council's questions regarding the Utility budget, plus information on the Utility Board action on rates, 1. Painting of the "High School" Water Tower TIM The Council had recommended that the High School Water Tower be painted a single color which could redue:e the painting cost from $200,000 to $17000004 The Utilit board, in their work on the water rates, recommended delaying the painting of the water tower to 1993. - They further recommended that $1000000 be set aside in 1992 in a special maintenance fund to help pay for the this tank in 1993. The delay in painting painting of engineering judgement call, and aonethis tank is of anticipated to result in any significantedeterioration of the tank. The decision to change from a multi-colored, tank to a single color tank can, therefore, be postponed until the 1993 budget) however, we expect some community comment on this, since this multiple color scheme received significant community input when it was initiated in the late 196Q's. 2. Vacant Positions in the Electric Department. a The total vacant positions in the Electric Department: at this time are 13. Listed below are the positions that were i vacant in April, when the budget was prepared and which ! h 13 ave been filled since that time. The total cost of those 1s vacant 27 ositions to the 1)92 Electric Department budget i p y 1 I I1 ~ ~ ITEM f14 CITY of DENTON, TEXAS MUNICIPAL BUIMNG / DENTON, TEXAS 76201 / TELEPHONE (817) 566 820 i 5 MEMORANDUM DATE: August 22, 1991 TO: Lloyd V. Harrell, City Manager FROM: R.E. Nelson, Executive Director of Utilities RE: 1992 BUDGET ISSUES E r raw w w r w w w r r w rr M r r u _ w w w w t The following is in--response wto wthe Council's -questions ' regarding the Utility budget, plus information on the Utility Board action on rates. E 1. Painting of the "High school" water Tower The Council had recommended that the High School Water t , 'rower be painted a single color which could reduce the painting cost from $200,000 to $170,000,, The Utility ? Board, in their work on the water rates, recommended delaying the painting of the water tower to 1993. They i further recommended that $100,000 be set aside in 1992 in a special maintenance fund to help pay for the painting- of this tank in 1993. The delay in painting this tank is an ? engineering judgement call, and a one year delay is not anticipated to result in any significant deterioration of the tank. The decision to change from a multi-colored tank to a single color tank can, therefore, be postponed until I { the 1993 budgets however, we expect some community comment on this, since this multiple color scheme received f significant community input when it was initiated in the late 1960's. 2. Vacant Positions in the Electric Department. The total vacant positions in the Electric Department at this time are 13. Listed below are the positions that wero I vacant in April, when the budget was prepared and which ' r have beer. filled since that time. The total cost of those 13 vacant positions to the 1992 Electric Department budget i is $379,027. ~ i ( 5 y 0250 Utility Administration- Electric S.; Administrative Services Coordinator filled Administrative Assistant Vacant $27,905 0251 Electric Production Results Engineer filled 6'- operations Supervisor Vacant $50,373 Electronic Technician filled Relief Operator In process 3 Auxiliary operator (2) In rocess %i Maintenance Worker (1/2 time) vacant $10,755 0252 Electric Distribution Lead Electrician vacant 37,478 Senior Engineering Aide vacant 29,653 Electrician Apprentice Vacant 127,340 Heavy Equip. Operator (5 positions) vacant 142,280 Lineman Apprentice II filled Lineman Apprentice 1 (2) filled 1 0253 Electric Metering Meter Reader vacant $22,429 0256 Electric Engineering Engineering Associate II vacant $41,569 r 0257 Energy Management I,ttern (3-1/2 time) filled arwrrrwwrrrr~rr TOTAL BUDGETED POSITIONS UNFILLED AT THIS TIME- 13 TOTAL BUDGETED COST OF UNFILLED POSITIONS- $379,027 ~ aarrrwwwrrrrarr Some of these 13 open positions need to be filled in 1992 in order to perform certain mandated or requested functions. For example, the Public Utility Board has requested a more extensive monthly reporting format, one which will provide better productivity reports for management and board review. In order to accomplish, this, it is necessary to fill the Administrative Assistant position in utility Administration. We do not anticipate fillingg the Electric Engineering Associate position immediately, but it is important for proper career development of lower level engineering personnel to have this position available, so that these people have career opportunities ; here at Denton, rather than losing qualified employees to higher paying utility companies in Dallas and Denton. If and when it is determined that one of the lower level engineers is qualified to fill this position, their position would remain open forthe remainder of the budget year. I i 1 PAGE 2 fl It is also very advantageous to have an open position available to C hire qualified persons that enter the Denton job market from time tf to time. For example, because we have had positions available, Denton has been able to hire some very good personnel in the 1 Electric Department whom we might not have been able to hire t' otherwise. These vacant positions provide benefits of flexibility, but require a division manager to exercise good management responsibility, and not put personnel on staff unless they can be productively utilized, j Prudent business judgement is exercised at all times, and we make it a practice to constantly examine our workload and not fill positions if there is not a good benefit/cost ratio result from ' l filling a position, as evidenced by the fact that the utility has kept these positions open for quite some time For example, we do not plan to fill the Electric Distribution positions or meter reader position and possibly two or three positions in the Power Plant unless development increases in Denton. we have demonstrated this managerial responsibility in the past and pledge i to continue so in the future, 3, Long Range Impacts Resulting from Budget Reductions (or rate reductions). The major long range impacts of budget cuts are: a) Electric: I ETm na"Ein the 9 present vacant positions is discussed above, b) Water: p - Reducin ca ital ex enditures in replacement of miscellaneous Water lines ' puts the system urt er e n m e program o ' rep ac ng deteriorated and undersized water lines, Most of the lines being replaced are old cast iron pipes that have corroded and have required numerous patches, Each time one of these lines breaks, water causes damage to the street subsurface by flowing under the pavement in all directions from the break. This causes the asphalt to be weakened and later break down. Also, some of these lines targeted for replacement are undersized and will not provide sufficient volumes for fire fighting purposes. We presently are not spending enough in this category to even' y keep up with the depreciation expense being charged, The lower water rates further delays the repayment of the debt o t e ectrze Department, The city faces the risk` of 1 electric customers seriously questioning the use of their rates to pay for water and wastewater expenses, especially since no interest is being paid on these borrowed funds, (See Lee Allison's at"ached memo) Wastewater, e ma or risk in the budget cuts and any rate reduction the delay in completing Texas Wa er 'commiso on an EPA ? mandated improvements to ineet effluent water quality standards. Similar concerns exist in the wastewater area as in the water area regarding replacement of deteriorated sewer PAGE 3 4 lines and manholes j , in not keeping up with funding the depreciation expense and getting further in debt to the Electric Department each year. (See Howard Martin's memo attached) a 4. Budget Implications of Upper Trinity Regional water District, r` j The immediate budget implication relating to the UTRWD is the loss in 1992 of the anticipated $4000000 that would have been received from UTRWD for 498 of the engineering, Right of Way etc., if " Denton would have continued on with the Joint Ownership concept. ?ri; This represents an approximate 3,58 increase in water rates for i 1992. r preliminary calculations indicate that if Denton sells wholesale water to the UTRWD, Denton's rates could be 58 lower than if Denton does not provide such wholesale sorvice. Also, if Denton 1 sells the UTRWD 498 of the Ray Roberts Plant, Denton's rates could be 10 to 11% lower than if Denton does not sell part of the plant l and does not sell wholesale water, However, if Denton does not sell wholesale or part of the plant, it might be possible to put off plant startup, date to 1996 vs the present planned 1995, depending, of course, on the growth of Denton, This delays $1,000,000 of debt service by one year which will represent about a 78 rate increase one year later than if ' Denton entered into a joint ownership or a wholesale contract with the Upper Trinity Regional Water District. 1 Board Action on Rates ; The Public Utilities Board took the following action at their meeting on Thursday, August 22, 1991 relating to rates, Electric: Recommended to reduce the Energy cost Adjustment from 1,90KWH to 1.70KWH. This results in a 38 or approximately $11550,Q00 reduction. The Board also requested that the revenues and expenses be reviewed after the first quarter of fiscal 1992 to determine if a furtl:ar reduction or 1 rebate might be possible. This recommendation was based on the fact that there is some uncertainty about the return of the $2,0001000 of surplus earnings' at TMPA and future cost of natural gas. The natural gas fuel budget was based on an estimate that gas would cost $1.99 per million BTU (mmbtu), If gas continlxes to stay down at the present $1.35 to $1.65 range, another ,1 to € .20/KWH reduction in the ECA would be possible, A ; .l¢/KWH reduction represents $7801000 in revenues, s 1 PAGE 4 .i ~ : ~M W A rTG'N I rrf,lttl:.~{ ITEM #5 VV1 lines and manholes, in not keeping up with funding the r, depreciation expense and getting turther in debt to the Electric ;i Department each year, (See Howard Martin's memo attached) 4. Budget Implications of Upper Trinity Regional Water District, The immediate budget implication relating to the UTRWD is the loss in 1992 of the anticipated $400,000 that would have been received from UTRWD for 498 of the engineering, Right of Way etc „ if Denton would have continued on with the Joint Ownership concept, This represents an approximate 3,58 increase in water rates for 1992, Preliminary calculations indicate that if Denton sells wholesale water to the UTRWD, Denton's rates could be 58 lower than if f Denton does not provide such wholesale service. Also, if Denton sells the UTRWD 498 of the Ray Roberts Plant, Denton's rates could be 10 to 11% lower than if Denton does not sell part of the plant and does not sell wholesale water. However, if Denton does not sell wholesale or part of the plant, it might be possible to put off plant startup date to 1996 vs the present planned 1995, depending, of course, on the growth of Denton. This delays $1,000,000 of debt service by one year which will represent about a 78 rate increase one year later than if Denton entered into a joint ownership or a wholesale contract with the Upper Trinity Regional Water District, Board Action. on Rates ~ y~ The Public Utilities Board took the following action at their meeting on Thursday, August 22, 1991 relating to rates, ( Electric: Recommended to reduce the Ener Cost Ad ustment from 1.9~/KWH to 1.74 KWH, This results in a 38 or approximately $1,550,000 I reduction, The Board also requested that the revenues and expenses be reviewed after the 2irst quarter of fiscal 1992 to determine if a further reduction or rebate might be possible. This recommendation was based l on the fact that there is some uncertainty about the return f the $2oE00a0uO of surplus earnings at TMPA, and future cost gas. The natural gas fuel ' budget was based on an estimate that gas would cost $1.99 per million BTU (mmbtu). if gas continues to stay down at the present $1.35 to $1.65 range, another .l to ! 22¢/KWH reduction in the ECA would be possible. A ,1¢1KWH reduction represents $780,000 in revenues. , q PAGE 4 If the Council chooses to not repay any outstanding debt from the Water Department, this possible rebate and/or t reduction would be affected. Water: The Public Utility Board recommended a 108 increase in ti the water rates, but offered the option to the Council that the rates could be set only at a 58 or 7.58 ` increase if the Council chooses to cut the repayment of Water Department debt to the Electric Department by { $500,000 or $250,000 respectively. it The Board noted that the action to discontinue consideration of joint ownership in the Ray Roberts water Plant eliminates $400,000 of 1992 anticipated revenue to the Department and represents a 3.58 increase in water rates. Wastewater: The Public Utility Board recommended a 158 rate increase in the wastewater rates and a change in the methodology of calculating wastewater flows. The new methodology would use the four winter months of December, January, 7 February and March as the basis, the Utility to discard the highest month's usage and use the average of the remaining three months as the wastewater volumes for the remaining months of the year. This methodology will reduce revenues by $194,000. The Board offered that the rate increase could be held down to an 11.58 increase if the Council chooses to continue with the present methodology of calculating wastewater, volumes, which uses the average of the three winter months of December, January and February. In either methodology, i ceiling of 30,000 gallons per month exists, i" 9 Solid Waste: The Public Utility Board recommended no increase in residential or commercial solid waste rates, but did recommend a 15% increase in the landfill tipping fee to all non-city owned vehicles. This increase would raise the rate from $3/CY to $3,45/CY. The recommendation to not raise residential and commercial rates is based on Denton taking over all commercial customers in February. If this does not happen, residential rates could increase rom e resent 9.95 month to 11 or $11.25/month, " Respectfully submitted, r R,B; Nelson, Executive r ctor of Utilities h` Attachment 1: Lee Allison Memo 11: Howard Martin Memo 7018Ut-1-5 t g c r PAGE 5 is 110 y F C' F.Y. 1992 WATER BUDGET Rate % Proposed Increase Budget Decrease Required i i . Fiscal Year 1992 Water Budget $12,583,459 11.77% 2. Loss of Upper Trinity Revenue 400,000 3. Return on Investment Increase (Hydras) 17,836 $13,001,295 15.46% F.Y. 1992 WATER BUDGET OPTIONS 1. Shift: Economic Development Plan Lines CH to BF. $250,000 $250,000 1 a, Increase: Debt Payment due to increased Debt ($18,750) 13-41% 2. Eliminate: Proposed supervisory position at WTP $35,700 $35,700 13.09% 3. Reduce: Painting High School Water Tower. $200,000 $100,000 12.20% 4. Postpone: Demolllion of 2 Wells $90,000 $90,000 11.40% 5. Reduce: Misc. Waterline Replacement $311,000 $100,000 10.61% 6. Reduce: Replace Waterlines Street Program $216,000 $55,000 10.03% 7. Reduce: Repayment to Electric. $500,000 $250,000 7.81% to 8. Reduce: Repayment to Electric $500,000 $600,000 5.69% titrrrrrr .r. lA!YSdgYlJSNJ $}~1f ..x +w r,rc..a.y,4au.1sna . 5' _ 1YtJtW.tWNV. r.wwrac _ 1 My l f61:`4T10 j DRAFT MEMORANDUM TO: R.E. Nelson, Executive Director of Utilities FROM: Lee K. Allison, Director of Water Engineering E and Operations DATE: August 22, 1991 SUBJ: Impact on Operations of No Increase in Water Rates f l A zero percent increase in water rates would only serve to compound the problems which have been accumulating for some time. These problems are aggravated by not obtaining the income anticipated with the UTRWD point, development }i contract. No progress has been mado toward alleviating l losses due to depreciation. This inhibits our ability to replace deteriorated mains, obtain a favorable bond interest 'I rate, build a reserve account or accommodate a special need I such as attracting a now industry. The Water Department must again borrow funds from the Electric Department to cover losses (including depreciation). These losses have increased by one (1) million dollars per year due to the capitalization of water y rights in Take Ray Roberts. . i t No rate increase would also inhibit our efforts to minimize maintenance cost by replacing lines requiring an inordinate amount of repair. Maintenance/repair cost will continue to escalate as needed replacements are postponed. This will present a definite strain on future budgets as we try to continue maintenance, catch up with replacement, attract industry and accommodate growth in any given future budget year. This same phenomenon is true for providing additional capacity necessitated by growth. Denton is still experiencing pressure problems in the UNT, Flow, and McKenna I areas due to the growth which occurred in 1985/1986 without the associated system capacity increases. t Also, we would not ba able to satisfactorily respond to special customer request. Time, equipment and money are necessary to investigate unusual situations such as the recent analysis of odor problems in the Robinwood area i . In short, the Water Department is moving toward and looking 1 in a future position of being reactive and playing catch up j instead of being proactive and leading growth, an observer of economic development instead of a star attraction. 'r 1 LKAslb 1 5LA0017.DOC y a a i , M E M O R A N D U M 1 ' TO: Bob Nelson, Executive Director Department of Public Utilities FROM: Howard Martin, Director Department of Environmental Operations DATE: B-23-91 SUBJ: Rate Increase for the Wastewater The cost of service study for FY 92 identified $7,009,378 of cost for the Wastewater Department. Projected revenues of at $6,1070705 are estimated at the current rates, resulting in a net loss of $901,673. The policy decision to change the methodology by which the residential wastewater discharge is determined will add an additional revenue deficit of approximately $194,000 for a total deparmental deficit of $1,095,673 for the FY92 with no rate increase, f If the Wastewater Department is to maintain no rate increase for j. FY92, approximately $1,095,673 must be eliminated from the proposed operating budget and capital improvement plan. Several senerios are possible but all senerios will adversely affect the wastewater operations ability to comply with state and federal regulations and in some cases, drastically limit the quality of services to the t f, customer. r ~ If the FY92 departmental expenditures were held to the same level as the FY91 budget, in an effort to maintain a reasonable level of service to the customer, budget reductions amount to $248,159. Substancial reductions would still be required in the Capital Improvement Plan (CIp). Currently, the proposed FY92 capital improvements are funded From both current revenues and bond funds. Capital improvements funded from current revenue total $664,0004 ~ Capital improvements funded from bond funds total $4,803,000. By #`J eliminating all capital improvement projects, both bond funds and current revenue, the wastewater department could reduce expenses by approximately $851,725 ($664,000 from current revenue, $197,723 i from bond fund debt service). By reducing the proposed operating budget by 6.8 8 ($248,159) and eliminating all capital project, the department could reduce expenses by approximately .$11099,,884 and maintain a 08 rate increase. Maintaining the annual wastewater operating budget at the FY91 expenditure level will affect the department's ability to provide r; the same level of service to the customer. Areas that would be adversely affected includes a possible decrease in available manpower, reduced materials and equipment inventory, an increase in the time required to repair problems, decreased assistance to other s departments in the city (drainage, wastew•iter treatment, electric department, park and recreation, service center maintenance, vehicle maintenance), discontinuation of troubleshooting services } 'F i , 1 to citizens experiencing problems with their service line, discontinuation of storm drain flushing activities and discontinuation of the sharing of equipment and associated r maintenance costs, r In addition, reduced budget funding will not provide the additional positions in the Environmental Services Division to comply with the pretreatment program requirements, The Administrative order issued by the EPA specifically addressed the shortage of manpower to effectively accomplish program goals and objectives. The two additional pretreatment program inspector positions were part of the Denton response to the EPA's directives, The projected revenues will not support the capital improvement I needed it FY92. Many of the proposed capital improvements are required fir regulatory compliance, The Wastewater Treatment Plant f: ' capital improvements, which amounts to 75,3 % of the total wastewater bond fund expenditures, are a result of the new state and federal discharge permit requirements. New permit limitations require additional facilities to provide for nitrification, dechlorination, flow equilization and additional sludge conditioning and treatment, Capital Improvement Projects in the Field Services area provide for the maintenance of collection system integrity and public health. As the regulatory agencies continue to increase surveillance and enforcement activities on illegal discharges, it is imperative that f municipalities maintain system integrity to prevent possible overflow and wastewater discharges to the environment. Capital program such as infiltration/inflow correction are importanin reducing unnecessary flows at the treatment plant, .requiring expansions before actually needed. A substancial amount of funding in the Field Services capital improvement program support economic f development, extending lines and services to new industrial and j commercial customers. In summary, no rate increase in the wastewater department would require substancial reductions in the annual operating budget and capital improvement programs, Wastewater system integrity and continued regulatory compliance would not be possible without the proposed capital improvements. i FILEiCt\WP51\CCAGENDA\ZERO r,- t1 1 s. , rM~nr~c I F i i , k 1J1~ 1~' LOlA1lY1i0 l.~Ii~1f~J/~+'V~olSixi+y-w1A1 J.4 ~ . lrIIMn Lcl4lam 4Nn-M ~ f E i k f E E i 1 E r'Nte ` . CilJYfrwi i t I USER FEE PROPOSED REVENUER 1991-92 0 Activity: Facility User Card Fee r ~ Aack~round• Currently there is no facility user fee being assessed to participants of recreation centers, ie. Danis, North Lakes, M,L,K,~ Senior Center, Civic Center. During the 1990-91 budget year an activity card was implemented in each cost center to: 1) Track the number of unduplicated facility usersl 2) Explore the facility usage pattern; 3) Create a mailing list for marketing; ; 4) Serve as an equipment check out card; and S) Serve as an emergency source of information on the participant, The number of participant cards currently on file is as follows; Civic Center f 300 Adult Denia 600 Adult ; 700 Children North Lakes 300 Adult 200 Children M.L.K. 200 Adult 800 Children Senior Center 400 Adult Total Adult Cards = 1,800 Total Children Cards = 11700 Proposal: ' Implement a fee for facility user cards for all participants at the Civic Center, Senior Center, and recreation centers. Recommended annual card cost: Adult $24,00 Children $12.00 { 4 ) f ga. a,.ee;an M G`fts7ViS ~ n , J G 1 USER FEE, page 2 Anticipated revenue based on current number of registered adult and child cards = $63,600. a Impact statement Benkfit, ti 1) Generate $63,600 in additional revenue. 2) Provide cards at a nominal cost. 3) Creates a definite list of facility users. 4) Gives better control of users of facility, E Disadvantage; j i ; 1) May reduce number of users which would result in a loss of j anticipated revenue. 2) Increase cost in relation to time staff-spends registering users causing it to be cost lneffectivo. 3) May impact the health maintenance of individuals unwilling I' or unable to afford the fee. 4) Develop anti-customer-friendly impression. S) Increase in customer dissatisfaction with PARD and City as i as a whole. 6) Force an increase in customer demmands for top quality ' equipment, ie. balls, rims on backboards, etc. Analysis: i Implement a $12.00 Child and $24.00 Adult annual facility user card fee, Discount the fee by $2,00 for those facility users that register for a class in conjunction with the payment of this fee. , f i »3.. i $nr .Nb'f.+VeT i CIVIC CENTER POOL t PROPOSED REVL'NUBS 1991-92 ActiLitvT Civic Center Swimming Pool Admission Fee 1pckRround, ` During the pool season for 90-91, 51,00 admission fee was collected for both adults and children over ? years. It has been proposed th.rt the fee will be increased to $1,25 for the pool season 91-92, ! Proaosal~ Increase admission to all by an additional $0,2S, so that the new admission fee is $1,50, ; The anticipated revenue increase of $8,000 is based on current participation levels, im _t ct statement " Bene Provide a new source of revenue at a moderato rate -9 increase, Disadvantage I. May reduce number of users which would result in a loss of anticipated revenue. 2. Increase in customer complaints regarding needed repairs. pool 3. Cost becomes higher than other municipal pools in the metroplex, Analysis Consider an increase in the swimming pool admission fee, Tho fee increase is moderate even though actual cost would be slightly higher than other municipal pools in the metroplex. The additio.al $0,35 may be viewed as an excessive increase in such a short time, so it may br more acceptable to delay the increase to a time when - it cari be linked with a specific pool renovation. i -4- l Tit. INgifir Tl y, tY ~M 53~'! i 1{~ RENTAL FEES PROPOSED REVENUES 1991-92 Activity` Rental Rates Background: i , Rental fees are currently charged and collected for the use of the City's Civic Center and other Parks and Recreational facilities to cover the cost of maintenance, utilities, supervision, security ' services and cleaning, An additional $10 fee is assessed, from the renter's gross revenue, if the renter charges for food, drinks or admission. Proposa I ` Charge non-profit rentals $30 per facility use hour as opposed to the current $25, " initiate a usage fee for tables and chairs as follows: $2 per table/eight chairs included $0,10 each additional, separate chair t, Anticipated revenue is $6,940 Impact Statement: Benefi4: 1. Currently the non-profit rentals outnumber the private rentals, By assessing an in increased fee to the non- profit rentals, the City has greater potential for revenue enhancement. 2. The table and chair usage fee would allow for upkeep and renewal of equipment on a level consistent with safety and customer service needs, Disadvantage; 1, The rental fee increase may reduce' the number of users - which would result In a loss of anticipated revenue. 2. Existing tables and chairs have progressively deteriorated due to the inability of paying for costly replacements through routine budget packages, 'rhis increased fee for table/chair usage may initially be ' interpreted negatively if chairs and tables remain' in current condition. y5y Ofd. Jl r ' f RENTAL RATES, page 2 La- y SiSt Increase the non-profit rental rate to $30 per facility rental hour realizing a profit of 52.640 per year from 898 rentals C six hours each PLUS implementing the 10% the City receives from the renter's gross revenues acquired from food, drink or admission charges, implement a table, chair usage fee, which would realize an i dditional revenue source of $4,300 per 50 rentals C 30 tal;les with :?60 additional chairs i{ I i ,t 6 ` 1 I /f I k , _6_ ; f. ~k , i F I PROGRAM FEES PROPOSED REVENUES 1991-92 Activity; Program Fee Increase on Programmed Activities 11 I Background: Currently programmed activities generate $267,000 in revenues, These include classes, tournaments, leagues, campF, trips, and rentals. These exclude Action-Site and concessions, Proposal; Implement an across-the-board fee increase of 5% for all programmed activities, Anticipated revenue is $13,350 .Impact StatI em nt: Be of t: 1. Generate an additional source of revenue. 2. Is a minimal rate increase for most activities, Disadvantage: 1, May reduce number of users which would result in a loss of anticipated revenue. 2. May increase customer complaints, particularly about those programs already priced high, 1 31 Implemented a recent class fee increase during the 1990- 91 spring session. nal Consider an Increase in Program Fee. The fee increase is minimal even though there has been a similar rate increase this past spring. staff anticipates little overall impact on participation level. ~I , -7- j r ~ I i A '.ft+3:3l1i ~I v (o FITNESS 1 PROPOSED REVENUES 1991-42 Aativity• Employee Fitness Center Membership Bac round: No fee is currently being charged for the use of exercise equipment to any City Employee. A $4 per year fee is assessed to any City Employee appointed associate (i,e, spouse), { j i Proposal• To require employees to pay a { Membership at North Lakes, Based mon currenteemplo a Fitness Center of 100 employees and 30 associate members p y e participation employee and a $15 fee for associates, propose a $10 fee tot Total anticipated revenues is $1,450. jlr!act St, atement^ {{i i Et B e i t 1. Provides means to recover costs for equipment upkeep, f 2. Oenerate new revenue. i 3. Create a status among members. 4. Expand services/programs provided only for employees and ! family members. 5. Retain employee option to have free access at the MLK Fitness Center. Disad-- vat 1. Decrease in participation due to fees. 2. Discourage participation in fitness activities, ,)eopardi:ing current fitness levels, i.e., higher insurance costs per member employee, 3. Discourage employees/families with less discretionary dollars from participating. I 4. Emphasizes revenue vs, employee fitness. 5. Proposal may be counterproductive to the City's wellness goals and associated long term costs. 6. May create a perceived inequity with other fitness ( MLK will remain free, North Lake will become fee based). facility that will remain free. i } ie291lPt M 'MTAA i FITNESS, Page 2 , Analysis k Implement a membership fee for City Employees at North Lake fitness facility, E 1 , E~ I f i , I 1 { S i i i i GOLF DRIVING R^NGE PROPOSED REVENUES 1991-92 ctivIty• I Golf Driving Range BnckRround: Current fees for a bucket Of ~ golf balls include; Large bucket (85-90) $4.00 Small bucket (55-60) 3.00 Pass i 25,00 Proposal• . Increase fee for each bucket by 50.50 ($4,50 and $3,50 respectively) and golf pass by $7,00 (to $32.00). Anticipated revenue j" sold last generated by buckets based on number of buckets year (7,855) is $3,900: revenue generated by the pass is $300, totalling $4,200. Anticipated increase in staff salary is { S1760, Total anticipated revenue is $2,440, Tmoact Statement Rene It: 1. Generate a new source of revenue at a minimal rate increase, 2. Have minimal impact on participation. 3. Allow for increasing costs of operating and mainlining facility. 41 Remain competitive with other driving ranges. 5. Provide salary increase for existing staff, 1?LIAd,X&ritaae 1. May decrease participation initially, 2. Increase In customer complaints initially. Analysis: increase the fees for driving range, Staff antiuipates that participants would pay the rate increase with little impact to overall participation. There would be a need however, to improve ~ the condition of the facility to help justify the increase, -10- ' 'S 1 NON-RESIDENT FEE PROPOSED REVENUES 1991-92 1 &:tivitv v Non-resident Status Card i Background; A non-resident fee is currently being assessed according to the activity or class fee. This fee varies from 37-16 for all City leisure services programs. The current approximate ann:al revenue from this fee is $500. Propo3al Introduce an annual season pass for non-residents at $20 for an l individual and $50 per family, This fee would be used to exempt those who do not live within the city limits from paying the non- resident fee for each class enrolled. It is estimated that the General Fund Leisure Services Division currently budgets approximately $15.27 per city resident. Anticipated revenue is an additional $2.000 based on current participation level, Impact Statement: t v Benefit 1. Generate an additional source of revenue.at nominal cost. 2. Increase probability that non-resident would sign up for more than one class. 3. Eliminate assessment of a non-resident fee for multiple classes taken and allows a price break for a family. 4.. Remain competitive with other non-resident fees in municipalities within the metroplex. 5. Eliminate cost-prohibitive charges that currently prevent non-residents from participating in many of our programs. Dis_ 4dvant,age 1. Increase staff' time needed to collect and monitor fees, 2. Is a minimal cost to provide identification cards. E Analysis; 1 Implement A ,Non-Resident Status Card. Staff anticipates that this t would be a customer friendly approach to encouraging more non- ' resident participation in our programs. Added participation equates f to increased revenue dollars, because of more successful programs. R c\qr p S 1, . i r 1 AEROBICS 1 PROPOSED REVENUES 1991-92 Ac t_ 'yity~ Aerobic Classes Fee Increase Back ound: The aerobics classes at North Lakes have been restructured to offer ongoing classes and has met with much success. Classes at M.L.K. are moderately successful, while those at Dania have r ~ meeting minimum enrollment under the not been current monthly fee for classes meeting twice weekly iss$13 andhforuthree times a week, $17. ?rOeosal increase fee for twice weekly classes b times a week classes by $7 (to $24), y $3 (to $16) and three Anticipated revenue is $2,000 based on current participation levels of three centers. Impact tatement r Benefice 1. Generate an additional source ot revenue. 2. Remain competitive with municipalities within the metroclass plex, fees of other Disady4n ka I. May decrease participation initially, and particularly at Dania where classes are currently struggling. 2• May increase customer complaints. Ana 1_ veil. increase Aerobic Class fees. Staff agrees that additional fees are nominal yet competitive. -12- R a ~pp ~.U ..r 94iS2w; 1 t t 1 CIVIC CENTER SWIMMING POOL .r PROPOSED REVENUE 1991-92 Activity: ' Civic Center Swimming Pool Hours 13 a c k ou d• Currently, the Swimming Pool is open from 12:30 p.m. to 5:00 p.m, and 7:00 p.m. to 9;00 p.m. Monday through Friday and from 1230 s p.m. to 9:00 p,m, on Saturday and Sunday, Proposal: Alter operating hours to the following: ' Mon-Sun 12:00 to 7:00 y The new operating hours closes the pool only 1/2 hour during the week, however provides an opportunity to generate additional revenues through rentals and increased participation. Anticipated revenue is approximately $2,200, f Impact tatemen ~ k ~ Aenefit~ 1. Provide opportunity for private pool rentals after 7 p.m., which is a possible revenue source. 3. Provide continuous service to citizens which could enhance future revenues, i Disadvantage: 1. Anticipate citizens concerns regarding change in current hours; some may view change as a decrease in customer service, 2. 811minate late night swim hours to public. ~ Qaaf.yeie, j Consider implementing change in Civic Ce:iter Pool hours as a means to generate revenues. { i ~ -13- v } s t f { FEE INCREASES FOR PREVIOUSLY FREE SERVICES PROPOSED REVENUES 1991-92 Activity Picnic Areas Background: NO fees are charged for use of parks, Picnic areas located in Denton Fr_oposal ' Implement a user fee of $5 per It is anticipated that 100 tablescwouldrbe reservedraatir fee. r year, Anticipated Revenue $500 f , 1. mFa4t Sta___ t~ment;. Benefit; I. Generate new source of revenue, Provide service at a nominal cost to pax,ticipate, 3. Guarantee use of picnic tables by reserving in advance, ' isadva to e, 1. Increase staff time needed to proces citizen resentment; citizens ma pert ive fee to use picnic area is may perceive that i 3, will be difficult to monitordpifor i cnIcnareass and collect revanuet fee collection will depend greatly on honor system, An si . i Co parks implementing a ? rks. picnic table reservation fee for Denton IiI i l -14- y Y AiT(, I RENTALS PROPOSED REVENUE 2991-92 i 5 Activity: M Picnic Equipment Rental Packages - "Picnic Pack" Background: Vo picnic equipment rental packages are currently available, Proposal: Make available to the public picnic equipment rentsl packages which f t would include a volleyball, net, basketball, football, frisbee, and horseshoes, Citizens would rent these packages from recreation E. centers for $10 a day, A $50 deposit would be required. It is [ estimated that 25 packages could be rented a year. I Anticipated Revenue is $250. i Impact Statement ' a enefit: i f 1) Provide new service to the t 2) Generate an additional revenue source. 3) is a nominal fee, 4) Will recover some of the cost of equipment through a deposit which is refundable if equipment is returned and ' in good repair. Disa eantaxe: 1) Will be an initial expenditure for the equipment. 2) Increase of staff time to monitor and collect the l equipment and revenue. Analysis: Purchase equipment that would be necessary to implement the rental of picnic packages. ; I I i -!5W 1 l Y s { ( RENTALS PROPOSED RsvENUE 1991-92 l„ Activity. Sand Volleybal' Court Rental flaCl~jirQ nd: , Currently the !first hour of I•ent:tl is free and each additional hour is PrgposaI f f tmPtement the $7.50 an hour rental rate for the first hour of use for the sand volleyball court, would be rented an additional 35 hoursVaestimated that the court year, f Anticipated Revenue - $137.50 i f f zm act Statement; E l Benefit f ' t) Generate an additional source of revenue, 31 is a nominal fee to participants. Disadvan tarz e ; E 11 could reduce the number of times the court is rented. { 21 Increase staff time to monitor and collect revenue and equilsmentI fee collection wiI l depend greatly on the honor system Ana l vs;~ E increase the rental fee for the sand volleyball court to include the first hour of usage, 1 y VP,ay !Jj -16- r - WAWA] Z 41CO, \H l 11l f ~ RENTALS PROPOSED REVENUE 1991-92 I Activity; ~ i Garden of the Season Rental ' Backxround--, The Garden of the Seasons is currently used for weddings at no charge. PCOpasa Implement a $25 fee for the rental of the Garden of the Seasons. ' It is estimated that 10 rentals would occur a year, Anticipated Revenue = 5.:50 Impact Statement; ~eurefi 1) Generate additional revenue. 2) Is a nominal fee to participants, Disadvantage: 1) Possibly prevent some citizens from being able to have a wedding at this site due to the cost 2) Increase staff time to collect and monitor funds; fee collection would depend greatly on the honor system eAnalvsig: Implement Garden of the Seeison rental fee to increase revenue, i l -17- _ y _ yyN.. r r5v.~.;r~ i ly... hw =1112 { SPECIAL EVENTS i PROPOSED REVENUE 1991-91 Acti_v_it~rc Ila i Iowe en Carnival Background: The llaiIoween Carnival supplies are funded by the General Fund i wnich is in Seeping with the current Recreation Fund philosophy to pt'ovide funding for this event. Approximately 800 Citizens attend this annual event. The event is staffed by After School Action Sight After IA.S,A.S.1 leaders who are funded by the Recreation Fund. Traditionally, no fee has been charged to the public for i this event, Propoaal: - { fmplement a $1.00 admission for all citizens to the Halloween Carnival. .~ntieipated R;venue is $800 Impact, St,ateir,ent; Benefit: r I 1} Generate a new source of revenue. is a nominal cost to the public. i J} Recover the cost of staff expenditures. Disadvantage: ; I} will eliminate a traditionatly free Halloween event which may cause citizen resentment J1 Possibly reduce the number of participants at the event Jl Deviate from our Recreation Fund philosophy established in 1982-8J which provides full funding for this event, Analysist j i Consider implementing a S1r00 admission fee for the Halloween carnival. i 1 ! f l ! 1 R _ T. t f 1 Y 1 i t 5 f. 1 PUBLIC RELATIONS FEE r PROPOSED REVENUES 1991-92 a ativity: t. i Public Relations (PR) Fee f Backgrounds The PR fee was originally initiated to offset the cost of the brochure and to underwrite the marketing assistant and marketing production costs. Proposal: Increase the PR fee by one third the current amount to equal an additional $1, The current PR fee is $3. The proposed PR fee would be $4, Anticipated revenue = $5,127 Imact State t: j . ~1>~ffis~ 1. Provides for additional marketing assistant hours thus increased production, 2. Improve ability for broader PR exposure through increased f number of PR literature, 3. Expand PR horizons to include more a i frequent Parks and Recreation advertising~gressive and 1 4. Open up avenues for each center, to, have individual ' informational pamphlets and/or monthly newsletters thus increasing participation and customer service resulting in Increased revenues Impac:t.L i i 1. May reduce numbers of participants in programs which ` would result in a loss of anticipated revenues, 2. Many core participants may resist another price hike, ? 3, Private sector facilities would be valid competitors, prioe•wise, with the capability of offering more ' services AOaly iet To maintain'the existing PR fee of $3 and to table the $1 increase until such time that the impact of an increase would not be seen as an "imposition" on the part of the participant, t ..1 g.. 1 YA. 1 l - ' u l~ f s gg t ADMINISTRATIVE FEES PROPOSED REVENUES 1991-92 { Ag ivity. Administrative Fee Increase on Programmed Activities HackRround: Current administrative fees range from $2-5 which is included in the cost for all classes. , Prouosa Increase administrative fee by $1.00. Anticipated revenue = $5,127 Impactl HenefiC, ~ i 1. Additional source of revenue. 2. Minimal rate increase, if implemented alone. QVN ' Impactr h 1. May decrease participation level. 21 Aie.y increase customer complaints. 3, cost may be prohibitive especially with additional fee increases. i Analysis: Not recommended if other fees are increased, as the cost to the customer will be compounded by seve-ral added rate increases, In addition to proposing this increase, a Public Relations fee increase, a 5% across-the-board increase, and an increase on previously exempt programs is also being proposed. Consider implementation if other fees are not implemented, 1 1 _20- 1 i , T- 11--A: ti Y 7 s~ it SUMMER DAY CAMPS PROPOSED REVENUES 1991-92 Activity: Summer Day Camps I ' Bckaroud: j Currently rffer four (4) camps (Sunshine, Art Factory, Sports and , Discovery); four (4) sessions for two (2) weeks per session. Current cost includes; Discovery Camp $95 first session and $91 for each consecutive session, All other camps are $87 for first session and $82 for each consecutive session, E=PosaIs { Increase all ramps by $5, Current participation levels (33 for Sunshine Camp and 28 other camps) should generate an anticipated revenue of $1,830. i Impact Statement: Benefit; . 1. Additional source of revenue, & 2. Minimal rate increa3e. DWW1ntaQaj 1. May decrease participation initaily, 2. May increase customer complaints: 3 Inrease may be prohibitive for some participants, 4. Increases competition with other day camp ftoilities, Analvsis~ Staff anticipates little adverse impact with the minimal fee increase. i t -25- it l.f, '.r. ILL r r i PROGRAM FEES PROPOSED REVENUES 1991-92 Activity: Administrative Fee Added to Exempt Programs i Background: i Administrative fees have been waived for one-time events or events held outside a city-operated facility such as trips, Current administrative fees (a2-5 for residents and $2-6 for non-residents) are designed to defer a small part of the administrative services provided, The fee is based on 20% of the class cost and is sent to i the General Fund. i i, P.L4Pos ~ , implement an administrative fee to include these programs for which a fee is not normally assessed, including those conducted outside a city-operated facility, Antic9rpated revenue is $11566 IMoog 5ka1ement: ~@tLe f 1 t,~ 1. Oenerate an additional source of revenue, i, Disadvantage; i 1. May reduce number of users which would result in a loss of anticipated revenue. Y 2. May increase customer complaints, particularly about those programs already priced high. J. Would double/triple cost of some otherwise low-cost activities. 4. Is cost prohibitive; in combination with other fee increases pi nosed in this document, nearly all classes will be too expensive for the benefit provided to the citizen. AL1.g lY s i s , Recommend not implementing this additional file during this fiscal year. The programs that are currently exempt from this fee are also assessed many of the other fees proposed In this document. To j assess this additional fee would be too great a hardship on this type of program offered. aw 22- r I.F.; Y v: 'N r• into' 1 t f - ~ ~I 7 i =IPA 1 i I i' ~ .23- t 1 i t , 4 GOLF CENTER PROPOSED EXPENDITURI3 REDUCTION 1991°92 s ! Activity; !iolf Center Driving Range Hours I BAgkerg)uId CurrenCly. the Golf Center Driving Range is open from 11:00 a.m. to q 9:00 p.m. Sunday through Friday and 5:00 a,m, to 9:00 p,m, on saturclay, 'rhe Driving Range is closed during December and January and operates with reduced hours of 12 p.m. - 6 p,in, during November and Febru,iry, Proposal: Reduce operating hours from March to October to the following: 1:00 p.m. to 9:00 p.m. Sunday through Friday :3:00 a.m. to 9:00 p.m. Saturday Anticipated staffing cost savings from this new schedule would total approximately $2,761, i Impf4l S _n14,11 j. fie tef : , f I, Expenditures in staffing would be reduced during hours where revenues do not offset expenditures, Di, v ntaue: 1. This would reduce participation levels, particularly for those individuals who normally utilize their lunch Iiours at the driving range, Those wishing to use the range during their lunch hours +ould therefore need to take a late lunch in order to do so, 2. The public may view this as a decrease in customer service by reducing the hours they can access the range. ,41L 81 ' Consider implementing change in driving range hours on an experimental basih to explore the, actual effect on cu•stome1, relations and reveinue generated. i -2b- } 7 A N THERAPEUTIC RECREATION i PROPOSED EXPENDITURE REDUCTION 1991-1992 ActivIty: Therapeutic Recreation Camp Therapeutic Recreation Day Camp is offered at the M.L.K. Recreation Center 3ach summer from June through August. Participants in the program are citizens in the community who are devlopmentally and phy310411y disabled, the camp is gelared to improve behavioral and functional skills. Five two (2) week sessions are offered, Proposal.; Eliminate the Therapeutic Recreation Camp. Anticipated cost savings total $2,669, Imnap~ a ei9.~~i. ' B9ngfit; 1. A decrease in expenditures. l dyantag~c 1. Eliminate the only day camp program for the disabled offered in Denton. 2. Increase- customer complaints specifically from the parents of participants in this special popalRtion program and, the agencies that have clients who participate. ~1II!l.J.Y$ll.S~i., Eliminate this program due to anticipated cost savings, i i a NORTH LAKES RECREATION CENTER PROPOSED EXPENDITURE REDUCTION 1991-92 f Activity; North Lakes Fitness Membership Newsletter F Background;, I t in October of 1990, ;forth Lakes' annual members, as a benefit of f joining for one year versus six months, began receiving monthly newsletters by mail, This program was InIt14tOd in an attempt to generate more sales of annual memberships, Eliminate the mailing cost of the "Members Only Newsletter, ,Anticipated annual cost savings to the Oenerai fund would be s532• i The newsletter would continue to be available, however members would receive the newsletter at the center only. J1112act Statement: j Benefit. 1. Eliminate added expenses (mailing), Decrease impact on time of Center staff. D.isadt a to ax-0 I. Mailed newsletter may serve as reminder to participate in program for those who have dropped their attendance, Analysis! c I Eliminate the mailing of the "Members Only Newsletter," i i r26+ 4• ti I , k f. 5 MARKETING P PROPOSED EXPENDITURE REDUCTION 1991-1992 s Actlvity; Marketing Assistant ©ackttrousd:. The Marketing cost center has a Marketing Assistant that is responsible for assisting in the production of assigned marketing information (i.e. flyers and posters), designed to promote and advertise our services. PgopQealr ` Eliminate the Marketing Assistant position, Anticipated expenditure reduction is $5,767. Impact &Ultmtl Benefit 1. A decrease in expenditures , i-sa v e i I, Would significantly reduce the marketing capabilities, 2 would restrict flyer production and adversely impact 1 , revenues. 3. Would significantly limit media exposure. ' 4. May increase expenditures if outside printing is necessary. The Marketing Assistant is an integral part of' our marketing program and very instrumental in marketing our programs and services. Staff anticipates that the anticipated cost savings would rot offset the potential loss in production, When the third brouchure was eliminated In fiscal year 1989-90~ there was a reduction in revenues of $17,00, . E , -27- a r r i I j. RECREATION CENTERS y PROPOSED EXPENDITURE REDUCTION 1.991-92 ActlYity,t Reduction of Center Hours of Operation QAckground; Currently, recreation centers are open for operation the following number of hours per week: i Denla 66 hours per week { M.L.K. 66 hours per week III Sr. Center 66 hours per week North Lakes 71 hours per week { Proposal: 1 Reduce the hours of operation and the building attendant hours at Denis Recreation Center, M.L.K. Recreation Canter, Sr, Center, and North Lakes Recreation Center based on one of the following options: OPTION 1; Reduce by 5 hours per week per center. Building attendant hours would be reduced from 26 hours per week to 21 hours per week. Total expenditure reduction = $5,720 OPTION Ili Reduce by 15 hours per week per center; Building attendant hours would be reduced from 26 hours per week to 11 hours per week. ! Total expenditure reduction Y $17,160 Impact Statementi, f WALL" Reduce expenditure through salary savings, Disadvantaxest 1, Resentment of Citizens towards agency for providing less accessibility to facilities 2. Fewer hours in which programming can be offered and revenue generated. Staff anticipates an overall negative response from the public. This has been done in the past and has meet with opposition, in addition, revenues may be reduced based on negative customer t,} service. i -28- }(}r? F•:'. e ♦ ' r. i; ,44112 i r a t KID CONNECTION PROPOSED EXPENDITURE REDUCTION 1991-92 A , Activity: r' Kid Connection Day Camp at Fred Moore Park i Background Kid Connection is a free camp that has been established since 1979. The camp is set up on the order of the traditional playground where there is a playground leader facilitating free games and recreational activities. This camp has continued due to the fact that the camp operates in a low, socio-economic community, Kid Connection is not offered at any other recreational facility and is considered one of the last of such camps existing. Proaosal: If the program is eliminated we will save $4,634 in staff salaries I and $300 in supplies. Total anticipated cost savings equal $41934. Isaaact statemyt~ i Bons fitI 1. Expenditure reduction, ' 2. Reduces City's liability (program is insured through City's self-insurance plan as opposed to independent insurance companyl the program is uninsurable through an independent company as presently designed), Disadvantaaas 1. Those children who have the greatest needs, both socially and economically, can nc"longer participate. 2. There will no longer be a safe, creative, healthy and fun environment for tht,se children to spend critical time in their social development. 3. Complaints will come from the disadvantaged citizens. 4. No summer camp program will be available for youth to attend in this particular section of the community. S. This camp has become a tradition in community, so will be seen very negatively if taken away. IAnalvsiss Because of the negative impact throughout the community of cutting this expenditure, staff does not recommend eliminating thin important program. 1 j f r I I ITEM #6 } The additional cost to provide salary adjustments October lst instead of January 1st are as follows, I 1 o Mercer - bring to minimum $ 471940 I o 3% across the board 121,250 I TOTAL $1699190 f t t l i i \ i, , a 4AW ITEM 117 l JAIL i C1TYo1 DENTON,TEXAS MUNICIPAL BUILDING / DENTON, TEXAS 76201 / rELFPNONE 18171596.8307 ! Office of the C1fy Manager M E M O R A N D U M TO: Lloyd V. Harrell, City Manager FROM: Rick Svehla, Deputy City Manager DATE: August 23, 1991 SUBJECT: Additional Hack Up Concerning Technological Advances in Police and Fire At the last meeting, this item was mentioned as one that should be considered in the budget discussions. Mike Jez, John Cook and I have been working on a "CAD" (Computer Aided Dispatch) system for about a year and a half. Both of the chiefs continue to emphasize the need for this system. This system uses a computer to track time date and place of any call that comes in, and it is tied to the 9-1-1 system. It allows the dispatchers to have a lot more ease in entering pertinent data on calls. (Currently, we do this by hand,) it also allows and advises the dispatcher as to the numbers of personnel that are still available to take the call and advises them of the vehicles that are available. This system also prioritizes the calls and holds them in memory so that the dispatchers would be able to look at priority calls and listings so that they could reassign people if a more pressing call came in. The system also does a great deal to facilitate a large quantity of all the pertinent paperwork that has to be generated, (Again, all done by hand.) Another main feature of this system is it would allow us to do much more analysis of data, Currontly, because of staffing, we are not able to do a lot of analysis such as location of particular kinds of incidences, time of those incidences, the amount of time we spend on particular arrests or emergency calls, the amount of time we spend on patrol and other very basic kinds of } information. Now our supervisors do most of this on a "gut-feel" basis, With this system, we would obviously be able ! to do these very basic kinds of analyses, but would also be able to do in-depth analysis. More analysis of criminal investigation, staffing requirements for emergency incidences, T~ y EI [a n i~ p ii Lloyd V. Harrell Page 2 h relational kinds of comparisons and many other more detailed and complex kinds of analyses. i. The system would include three main parts. The main frame computer, specific software to run on the computer and MDT's a (Mobile Date Terminals) that would be installed in the vehicles. Council may recall that we mothballed our old main a frame computer when we got the new DIS system and we are certainly looking at that as a way to get into this system for less money. The software is available from several vendors and it would have to be purchased, and finally, the mobile data terminals would also have to be purchased. Both Chiefs agree that we could phase into these installations thus spreading the cost of this part of the system over several years, The "hardware" that would be needed for this system is estimated to cost approximately $500,000, Obviously, if we use the existing main frame, the cost would be much less. The software ranges in cost from $200,000 to $300,000. We would require approximately 90-115 MDT's at a cost of approximately $5,000 each. We estimate the cost for the total system to be approximately $1,3 to $1.5 million. Chief Cook is also talking to Carrollton and anothex comparable sized city to validate these costs again. We will have this updated information for you Tuesday night. " hike and John have both made this their number oils priority. They feel it is imperative that a system like this be acquired. They have moved it ahead of all their other CIP (Capital Improvement) projects. This system would certainly be ranked number one in their areas for the next full-scale Capital Improvement bond issue, As r mentioned earlier, we've been working on it for over a year. We continue to seek ways of using alternate funding scenarios which could even include existing funding capabilities. This is the number one priority for both Police and Fire in terms of capital improvements and John, Mike and I will continue to work to make this project a reality at our earliest opportunity. If you or the Council has further questions, we would b appy to try to respond. Rick 48yehla Deputy City Manager RS;bw 5A75M G F.D. There are also some other iew police aids such as the Automatic Fingerprinting Information System (AFIS) and Computer Imaging of all of our "mug shots." Mike has indicated that these would be "nice" to have but no whore near the priority that the "CAD" system has. S, ii ii i i h 1 tl ' S ~C yl 1 r MEMORANDUM TOi BETTY McKEAN, EXECUTIVE DIRECTOR FROMI JOELLA ORRi LIBRARY DIRECTOR 1 9UBJ1 LIBRARY AUTOMATION DATRi August 23, 1991 Per your request for the City council's information, tha Library Ia presently operating in the dark ages as far as automation is concerned, We r are far behind area public libraries and our own TWU and UNT libraries L E' automation, f Presently the libraries at Plano and Garland have dial-in capabilities fo E their patrons, Carrollton and Farmers Branch Public Libraries are fully f automated, Irving plans to have their automation completed within the next 1 r } six months, Because of our funding constraints, our Library has no plan for automation as such, We need to automate our card catalog. I have visited j j with Gary Collins and his estimate for additional hardware and software is i $271,000, His estimate for conversion cost is $40,0000 for a total cost of 1 i# $311,000. I As Denton Public Library continues to increase in all aspects of service to the citizens of Denton. and Denton County, the noed to automate beacmas more i necessary, History tells us that the level of staffing is not likely to R increase, Au on is the most effective means of continuing our level of service. ,lilt 7 , Public on't dataloging will allow faster, more efficient service in the r Librar enabl+l citizens to eoceer the catalog from their- homes, a).low. ~ interface with other. libraries and make possible uniform cataloging. JOEL ORR 30:9s 2202H T~. t Z i 4 PROPOSAL. FOR AUTOMATED LIBRARY SYSTEM i 3 r As Denton Public Library continues to increase in all a;ipccc:: ;service to the Citizens of. Denton and Denton County, the need to automate more necessary. History tells us that the level of staffing is not iikely to increase, Automation is the most effective means of continuing our Lsvel of. ' t service. i This proposal will automate all library procedures. 1. Public online catalog will allow faster, more efficientservlce in the library as well as enabling citizens to access the catalog from their i- homes. 2. Allow interface with other libraries, 3. Uniform cataloging will be possible as staff interfaces w10 other databases, 1 1 ,l I E t i 1 i t y CITY OF DEN1C14 CAFIrAL IMPROVEMENT PLAN 13-Mar-91 DATE y t PROJECT DETAIL i? 1VMM♦♦AMRNif•k1111FMYMl V♦41fMW 11,Y YY NY♦1ifMstYYl ikM~llMN kMMf NMi~M NYlf.f if Jl Ma♦MMw11 MMkiFMk MQRGN"N(1,rYEARµ N. PROTECT TITLE: ONLINE CArAI.UG PHASC 2 PROJECT Ni 0070-02 1995 TTL EST CAPITAL CO!iTs 4311 Thousand Month Year it TTL EST I%t YEAR CS.M COST: 0 Thou53nd EST START DATES JAN 1995 zs TTL EST ANNUAL O&M COSr: 0 Thousand EST COMPL DATE: SEP 1996 ( ItN If IV fVff MifM~M MY r!fM*r~yll Mir w~1♦i.'YY11Yr~i,f'!l~wYM11M~111fYYYMMYYM YMMI1WMNk M♦kY1iM~l I:YMN MMfr IVM IfMl MNYIfYf 1. BRIEF PROJE(T DESCRIPTION: ! A COMPUTER12ED CAIAIOG OF ALL WEHIALS HOUSED IN 3HE LIBRARY ACCESSIBLE BY 1 SEVERAL TERMINALS fOR PUBLIC AND STAFF USE, II. PROJECTED PFOJECT DF.NEFITr»!PL1HP05E: ti AW ONLINE SYSTEM 10 PROVIDE PATRi]N AND STAFF ACCESS TO ALL MATERIALS INS1'fAD OF THF. CARD CATALOG SYSTEMS. : 11)1 PROJECT BUDGET (Dollars to Nearest Thousand): Puri t,ompletion Ent Capital I t 1996 ProJect _Es 1st Yr Est Annual 1 CAPITAL Expenditure % of I O & M Oper/Main: Oper/Maint f WST Curr f Inf) f Total I COST Curr f ir1 Curr 4'Infl f 9tlrvicess t0 40 0'/. I Pk,rsrrnal Srrvs 40 10 40 $0 Lirnd/ROWS 0 0 0'/ 1 Supplies 0 0 0 0 Ccns.,ruction 1 0 0 0% 1 Malntenancel 0 0 0 0 Equipments 150 270 SIX ! Servicess 0 0 0 0 Oth is CONVERSI 5 b 3% 1 0th It XXXXXXX 0 0 0 0 Oth 2s STAFF 30 33 16% 1 Oth 21 XXXXXXX 0 0 0 0 s TOTAL '(Thous) t $185 4311 104% I TOTAL (Thous) t 40 tly 40 $0 1 nnanaso~nnnznu.a 1 ar.aanannsn7_-aeai eda~e ~nnzaer,sa proof 0 a IV. FUNDING REQUIREMENTS (Dollars to Nearest Thousandst f YR,.1 t Ls rf311-- -_%..VR TTI. t IbB%-_-_- j OM 0 INOVi 0 IDEC! 0 IJANt 0 IFEst 0 IMARI 0 AM 0 IMAYt 0 IJUN% 0 1J1jL1 0 1AUGs 0 ISEPs 311 I I»__ I - _1 YR et 1996 YN TOTALI 40 % YR TTL! 0'/ OC7s 0 INOVI 0 IDECt 0 IJANs 0 IFESt 0 IMAYI 0 i APRs 0 IMAYI 0 IJUNs 0 IJULt 0 IAUGs 0 ISFPs 0 - YR~;Is x1997 ~YR- TOTALIr-~$0 --V1-YRuTTLt % OCTs 0 INOVs 0 IDEC1 0 IJANI 0 IFEBs s IMARI 0 APRs 0 IMAYs 0 IJUNt 0 IJUL1 0 IALIOt I5EP1 0 pr 1WI 0 7 V. FUNOINO SOURCES (Dollars to Nearest Thousand.: II IAuth & Unauth &I I ISOU11CEI XXa;1.( -,XI f Sold iUnsold Unsold I Certificate I Operating I Aid in I YEAR YR GO Sor7d 100 Bond OO Bond lof ObIlgationi Reverwo I Const prln•, I TOTAL 1g95~ y0~1 Yf0 -40_{ -$0 Iy 40 I -40 ti0 I $0, 1996 0 1 0 311 1 n l 0 I 0 0 1 311 1997 0 1 0 0 I c~ I 0 1 0 o 0 TTLSt r as e m tl r a v I m 4= I.1 t v tIaa-:. _2 1 <cs a n: ce.:. 1.rl r,:.... ..a. e.•_r ..._~~°:+ir :.•~~:I ry.r pr oOr 0.2 ? NOTEr ATTACH SITE MAP 11- PRUJF.CI INCLUDES LANG, HOW, OR CONSIRUCTION. i „ 6 i t y ITEM #9 x CITY of oswom, rEXAS MUNICIPAL BUILDING / 215 E. McKINNEY / DENTON, TEXAS 76201 # MEMORANDUM i i DATE: August 23, 1991 T0: Lloyd V. Harrell, City Manager It FROM: John F. McGrane, Executive Director of Finance SUBJECT: UNRESERVED FUND LEVEL r The Major Budget Issues Report, General Fund Major Issue fl, discusses the unreserved man a ance ever, The adoptive philosophy recommnends that b level of at least eight to ten (8 to 10) percent of total expenditures be maintained, The total proposed 1991-92 General hund expenditures are $28,276,269. An ~gight, to ten percent unreserved level would total $2,2629102 to $20827,627 respectively, Since the projected fund balance outlined in the Major Issues __R__epp__or__t__was arrived 1 at using April numbers, I revised these nu"Ibers to reflect " ie J ly 30, 1901 E actuals together with two month projections. They are as follows: Estimated 9/30/91 Proposed 9/30/92 Unreserved balances $30644,475 $2,994,475 Percont of Total Expenditures 13,13% 10.69% Th1 following amounts project 9/30/92 totals over and above the corresponding unreserved balance percentage. a 10% - $166,848 0 9% - $449,611 ; 0 8% - $7320353 Once again, if at least an eight to ten percent level were to be maintained, any portion of the dollar amounts listed could be utilized a3 resources in the Proposed 1991-92 Budget. However, I feel obligated to Indicate that any time ~ unreserved fund balance2 are utilized as resources to balance the budget, 817/566,9200 D/PW METR0 434.2529 WIWI i k I o to Lloyd Y. Harrell memo August 23, '1991 page 2 future year's fundings, especially from tax resources, become more difficult. This is especially true with the truth in taxation effective and rollback tax rates, if the City were required to makeup a substantial portion of one time ' reserve level usage with a tax increase, it could be in a situation of being over the eight (8%) percent roll back rate. If you need any additional information, please advise, JFMCG:af 1 5988E i 1 1 i } i C 1 1. ' i. 1 . r ITEM 1110 Cory Al DENrOtl, r#XAS MUNICIPAL BUILDING / 215 E. McKINNEY / DENTON, TEXAS 76201 ti MEMORANDUM DATE, , August 23, 1991 , 1 TO: John McGrane, Executive Director Finance i E FROM: Frank H. Robbins, Executive Director Planning and Development SUBJECT: COUNCIL BUDGET COMMENTS OF AUGUST 20, 1991 The purpose of this memo is to report about three comments made by Council members during their Budget Work Session of August 20, 1991, The three comments were: E l) Not filling vacant ositions in departments most s 1` directly affected bpy (slow) growth. 2) Why is overtime needed in the Planning Department? ; l 3) Not doing much planning. Insure capabilities to implement long range planning, Vacant Positions and Slow Growth 1, There are no vacant positions, E 2, a, The Building Inspection Department hes lost two inspector positions since PY 89. They recently experienced an inspector layoff between the FY 89 and FY 90 i~udget years, and a vacant (due to retirement) position was cut between the FY 90 and FY 91 (current) budget years. b, The Planning Department lost 1.9 positions since FY 88 i and has experienced a 31.44 decrease in non»personnel funding since FY 88, There wart 11,9 workers in the PY 88 budget, the FY 92 budget proposal has 10, Since FY 88, this Department has added two programs which „ require full time positions, Data Management/GIS and l,r,a sign permitting/management/appoals processing/ordinztnce amendments, The FY 88 non-personnel budget totaled $68,904. The proposed FY 92 non-pergonnet budget with ' management proposed packages totals $47,241, 8171566,8200 n/PW METRO 434.2529 Item #11 I CITY Of DEWON, TEXAS MUNICIPAL BUILDING / 215 E, MCKINNEY / DENTON, TEXAS 76201 > 14EM0RANDUM M., John F, McGrane, Executive Director of Finai:ce ! FROG: Darren Asher, Administrative Assistant DATE: August 23, 1991 f SUBJECT: INFORMATION REQUESTED ON TEMPORARY EMPLOYEES ` Attached please find a list of all temporary employees hired by the city from Octuber 1990 to present, The data was generated by PArsonnel and lists the i request datej de rtment, job type and a reason the temporary Was needed, 1~ ~ Also find attached a brief description of a program recently implemented which provides in-house office/clerical temporaries. This program is designed to j provide in-house support and is an attempt to lower the total cost of using tempraries while providing qualified trained personnel. 4 s 1 7 r t 59941: 1 DA:lb 8171566,8100 DI W METRO 434.2529 -r /tt'.• k'i41a TEMPORARIES HIRED THROUGiOUT FY 90/Ql (From October 1990 through Pre1ent i DATE OF DEPARTXW/ NUMBER AND R 1I&ST DIVISION TYPE REASON October, 1990 Community Service/ 1 Heavy Equip, EPA Requirements. Landfill Operator 4 t October, I99U Finance/Cashiering 1 Cashier Employee illness/surgery, October, 1990 Parks and Recreation 1 Recreation Shorthanded while trying Leader to fill regular vacancy, October, 1990 Library 1 Library Page Employee on Maternity Leave. October, 1990 Utilities/Laboratory Z Assistant Federal regulations to Chemists remove PCB contaminated r transformers. October, 1990 Utilities/Special 1 Light Equip, Vacant position. Projects Operator October, 1990 Utilities/Special 3 Flagmen Highway 380 Projects Beautification November, 1990 Community Services/ 3 Laborers Complete citizen Drainages request, Two employees. on administrative leave, November, 1990 Library 1 Library Page Cover for terminated employee. Novembor, 1990 Library 1 Part-Time Cover for terminating Library Page employee, November, 1990 Library i Custodian Employee ill, * December, 1990 Community Services/ 1 Laborer Employee Injured, Solid Waste December, 1990 finance/Purchasing I Warehouse Employee on Worker's Attendant Comp. leave, * Indicates temporary employee hired through temporary agency. Other temporaries hired in at 5% below minimum salary of regular position, x } i -s 1 f 1 TEMPORARIES HIRED THROUGHOUT FY 90/91 (From October 1990 through Present) i DATE OF REQUEST DDIYISIONT/ NUMBER AND REASON l E December, 1990 Finance/Customer 1 Clerk Typist Four vacant positions, December, 1990 Municipal Services/ 1 Administrative Substitute for ill Economic Development Secretary employee. * January, 1,991 Finance/Cashiering Cashier Vacant position/ Reorganiza`{on January, 1991 Library 1 Puppeteer Terminating employee. January, 1991 Municipal Services/ 1 Administrative Open position. Economic Development Secretary January, 1991 Personnel 1 Clerk Typist Vacant position. * January, 1991 Planning/Community 1 Secretary Vacant position. Development February, 1991 Finance/Cashiering 1 Part-Time Vacant position and Cashier heavy workload. * February, 1991 Information Services/ 1 Word Processing Employee on Maternity Word Processing Operator Leave, February, 1991 Utilities/Water/ 1 Clerk Typist Heavy workload, Waste Water/Engineering t March, 1991 Personnel 1 Clerk Typist Assist in filing, copying, and general clerical work--heavy workload. April, 1991 Library 1 Custodian Employee ill, * May, 1991 Finance/Municipal 1 Clerk Typist Senior Clerk on Court Maternity Leave. Backlogged in Warrants production. May, 1991 Finance/Customer I Customer Servic.c 4 vacancies and increase Service Representative in summer workload. * Indicates temporary employee hirbu through temporary agency. Other temporaries hired in at 6% below minimum salary of regular position. E 41639/2 • C 5 TF?0%AAIES HIRED THRWG XW Fy 90/91 (From October 1990 through Present) i DATE OF DEPARTMENT/ NU Ht AMID R Sf DIVISION TYPE REASON May, 1991 Planning/Coomiunity 1 Secretary Terminating employee, Development May, 1991 Utilities/Special 1 Maintenance Budgeted position to Projects Worker help with special projects, May, 1991 Utilities/Laboratory 1 Secretary Employee on extended leave due to surgery, June, 1991 Community Services/ 1 Laborer Help during peak C Solid Waste season. June, 1991 Community Services/ 4 Laborers Assist in maintenance Drainage and repair of drainageways. June, 1991 Community Services/ 1 Laborer Cover for terminated 3 Solid Waste employee until position l can be filled. June, 1991 Engineering 4 1 Maintenance Cover for terminated TransIortation worker employed until position E Engineeritt filled# i June, 1991 Finance/Customer 1. Customer Service Incr~ese in surner 1 Service Representative workload. i July, 1991 Community Services/ 2 Laborers Increase in number of Drainage requests for cleaning concrete drainage channels. e July, 1991 Personnel 1 Clerk Search for documents for insurance receipt's. a July, 1991 Utilities/ 1 Clerk Typist Substantial amount of Administration filing, update of PUB Minutes, update of technical library (heavy workload), k Indicates temporary employee hired through temporary agency, Other temporaries hired E In at 51 below miniimm salary of regular position, , 63g/3 i ,TT. z 5 CPA i i f SPECIAL AGREEMENT TEMPS for OFFICE/CLERICAL WORK (IN HOUSE FLOATER E I s. RF:a1cM. 1 t ~ I F IN-HOUSE OFFICE/CLERICAL TEMPORARY SERVICE IT IS OUR GOAL TO PROVIDE CLERICAL. TEMPORARIES THAT ARE FAMILIAR WITH THE CITY AND OUR PROCEDURES. IN-HOUSE TEMPORARIES CAN BE ~ REQUESTED THROUGH PERSONNEL USING THE EXISTING REQUEST FORM, ONE I~I r LINE HAS BEEN ADDED TO THE REQUEST FORM TO GIVE YOU THE OPTION TO i. CHOOSE IN-HOUSE TEMPORARIES BEFORE GOING TO THE OUTSIDE AGENCIES. WE BELIEVE THIS PROGRAM WILL PROVIDE [SETTER TRAINED TEMPORARIES " AND WILL MORE EFFICIENTLY MEET THE NEEDS OF THE USER DEPARTMENTS, F 4 2914K s' / ,.MYkry/'d.. w our {Iev,'}!t r ° 3l K:nWlF : SPECIAL AGREEMENT F IN HOUSE TEMPORARY Follow Personnel Procedure for Temporary - Check Off for Special Agreement Person . Minimum Number of Firs is 4 Hrs o Normal Rate Will Be $10 per Hr • Specific Person Requested Rate Will Be $15 per, Hr r If Person Sent to Work is Not Acceptable contact Mary Ramsey k Who Will Send Replacement Next Day k i 1 1 1 i T- - - . - T Mat] r .~~iz•etq 4A lkfk-I REQUISITION FOR TRKPORARX $MPI,OY6$ Part A (to be oomnleted b.v the_reguisitioggg de artmeI i Department: Division: ( Job Title for i Temporary Requested: V Reason for Request: r Date Temporary to Start: A Projected $nding Date: Work Schedule of Temporary: 852 _~~aYs out`s er ee from getomporaryeaa,g~enapounleei btherwiaaslnfoarmedne monthill be charged to obJJeot number 9524 Manpower Services Aocount), 8026 Temporaries needed one month or longer will be recruited by the Personnel Deppartment at ob below the minimum starting salary of the position requested Moeounbj from oaJeot number 8026. (Personal Services - temporary/seasonal `I rn-house special agreement j 1 -1 contact temporary agency j ! `I Recruit and hire at 5% below minimum Account Number to Pay Fromr Fund Agcy Org Object 8524/8026 (Circle One) ~ Are funds currently budgeted for :)his position? I~I US If budgeted in 8026, what is position control number? I-I NO r I4 not budgeted, where will funds be coming from? ~ aEf quss-fT.ng gna ure ~ - spar men rec or LJ Date: Deter , M_-_.._,._.._-.. t r n i Date Reoeived in Personnel Officer Funds Availablet i'Y8 No Temporary Approved: I~I Yids I~I No I w l Agency Contaotsds 1,-1 Recruit sad hire at ` o envy 5* below. f Personnel Approval: Finance Approvals Perso`"ttn nets e a e , use aye ae ~ p Y Relitiane/ its m o es n ro er a 2103f i r E i aY•\ i 9 9 1 2p ITEM 1112 1 !J CITY of O NTQN, TLXAS MUNICIPAL BUILDING / 115 E. McKlNNEY / DENTON, TEXAS 76201 P. MEMORANDUM TO: John F. McGrane, Executive Director of Finance ex~- FROM: Corrie McClung, Budget Analyst DATE: August 230 1991 SUBJECT: COUNCIL INFORMATION REQUEST #12 FROM 8/20/91 CONCERNING OVERTIME In response to Council's inquest for information concerning thn Proposed overtime budgets, detailed information is outlined below, t The following information includes the 1990/91 estimate for the year and the ; actual expenditures as of July 31, as well as the 1991-92 Proposed Budgets for overtime. 'warn If I can provide any further information, please let me know. t 1. 3 l 5993E CM:lb M ' 8171566.8200 D/FW METRO 434.2529 i, ya.• t}mr vra PSNtdll { L j f i G9.NERAL TF r tNDo T ~ 1991'` I , r DHI~AR'CMHNT 199U-199 J It.l~ t 1991 WWII opom GENERAL GOVERNMENT 1,000 247 1,080 CODE ENFORCEMENT 233 230 300 LEGAL 1,052 e34 11052 . MUNICIPAL JUDGE 0 0 0 MUNICIPAL SERVICES 2,500 2,058 2,000 ENVIRONMENTAL SERVICES ENVIRONMENTAL HEALTH 825 591 825 ANIMAL CONTROL 8,289 51588 81359 PARRS AND RECREATION ADMINISTRATION 800 1,163 266 LEISURE SERVICES 600 65 600 MAINTENANCE 36,600 28,863 31,283 BUILDING OPERATIONS 12,021 8,651 9,269 LIBRARY ADMINISTRATION 0 p 0 II SUPPORT SERVICES 0 0 0 ADULT SERVICES 0 0 0 YOUTH SERVICES 0 0 0 PERSONNEL 6,889 7,506 4,653 FINANCE ADMINISTRATION 0 0 0 PURCHASING 4,750 4,707 31967 CUSTOMER SERVICE 10,000 4,101 100500 TREASURY 2,908 2,825 2,908 ACCOUNTING 0 0 0 TAX 0 317 0 MUNICIPAL COURT 3,887 41710 3,887 INFORMATION SERVICES ADMINISTRATION 2,579 11495 3,041 WORD PROCESSING 1,347 679 1,506 PLAIiMNG ADMNSTRATION 0 202 1,500 MAINSTREET 0 0 0 BUILDING INSPECTION 416 466 416 FIRE ADMINISTRATION 15,830 41651 16,437 OPERATIONS 100,000 159,460 102,000 PREVENVION 2,500 3,948 p EMS 50,000 37,292 511000 EMERGENCY MANAGEMENT 0 0 0 j 1 a~rr ~trxn ov~rnK$: h 199 " 194t1-1991 1iri Y :(95►1 159 PUBLIC WORKS ENGINEERING 9,595 5,604 10,1726 i , TRANSPORTATION ENO 111682 15,253 l 1,542 { • STREET PATCHING 17,500 17,350 15,670 ' STREET CONSTRUCTION 21,807 16,324 21,944 AIRPORT 238 191 250 DRAINAGE 20,000 11,053 16,759 ; POLICE 185,330 1761264 t80,000 TOTAL $31,228 522,688. 513 010 j G' t s t t t t 1 ,ft1yda nuLV 3a t 1 i John Ac.Grane 1 August 22, 1991 Page 2 ITEM 012 i 4 ~ 3, Reference "Workload Meatsures" pages 148 and 150 in the proposed budget. The number and type of processed plats and zoning cases has boen fairly stable for the last two i years, Sign permitting is substantially up. We have begun to see a trend over the past nine months of an Increasing rate of building permitting (See our 111991 econ uarter Growth Report"). We believe that this is reversing our decreasing rate of growth, We expect to make substantially more inspections next year than this year, due in part to the Council's substandard building priority. Overtime During last year's budget process, the City Manager asked us to look at ever possible cut that could be made that "we could live with", In so doing, all overtime in the Planning Departmont was pulled out of baseline funding and proposed as a package. That overtime package was not approved. A $1500 overtime package is proposed in the current budget. Planning and Development, including Planning, Building Inspections, and Main Street, staff 17 to 21 citizen commissions, boards, task forces, or committees. This does ~Nx not count neighborhoods we may meet with and assist. Most of those 'meetings are not held during normal work hours, The ? =y« majority of these meetings are attended by staff who are not eligible for overt)ire, As a matter of fact, these employees rarely take compensatory time. So our citizens are reaping the benefits of a lot of professional staffing hours at no cost. For our decision making bodies which the Planning Department staffs, Planning and Zoning Commission, Sign Board of Appeals, the Historic Landmark Commission, we employ a secretary to record those night meetings, The professional staff is making y reports and responding to the boards during these meetings. If an employee works overtime, we pay the employee at 1.5 times the hourly rate or compensatory time must be taken, "Comp time" can be accumulated up to 80 hours, and may be provided at 1,5 times the hours of overtime, if that overtime is not paid. So, the employee is either paid or is off at a value which is the same, Without going into the minute details here, having experimented for nine months with no overtime pay, I have concluded that this is a poor management technique, due to productivity and morale decreases, i } 1 F i ITEM 1113 1 CITY of OENTON, TEXAi MUNICIPAL BUILDING / 2I5 E. MCKINNEY / DENTON, TEXAS 76201 j M E M O R A N D U M i TO: Lloyd V. Harrell, City Manager FROM: John F. McGrane, Executive Director of Finance` DATE: August 23, 1991 SUBJECT: ZEN MONTH BALANCE The nine month budget report that was submitted to City Counr,il on.August 209 1991 included actual numbers through the month of June 1991 and three months of projected numbers. The pro,iected numbers, since preliminary July financials were available prior to submission of the report, staff utilized the July numbers in making the estimates for the final three months. Therefore, the numbers that were presented in the nine month report should' at this time reflect substantially what the anticipated year end t balance will show. As you may recall the nine month report indicated that the total general fund revenues for the year are estimated to be 260651,984 and the ten month expenditures 27,043,949. With the updating of these numbers we have programmed this information into the unreserved balance and have already updated those numbers in the 8 to 10% memorandum that is listed as item #9 in the packet to be handed out to Council, If you have any additional questions, please advise, 5992E JFMC:lb s t 81715668200 D/1:W METRO 434.2529 I Y ITEM d14 Attached is a copy of the City's Travel Policy. Items such as parking,, f telephone calls, etc., are contained therein. 1 i E r S i } iy. s. kztx;:;; rl' i .w ".SUGfdi CITY of DENTON P~aeyn~.~. @ POLICT/ADMINISTSATIVE PBaC$DURVADSIINIS_TRATIV9 DISLC?'IVS SECTION; AEPEAENCE NUMaFAi e PINANC6 POLICIES , 408,01 SUr1QCT; FPRQCTIV'n OATS, REIIISURSii 1211T OF TRAM EXPENSES } 7/25/84 E rirL9 AEPIACESr x TRAVEL EXPENSES Previous 408,01 1, oval R~culred far T avel on Cit. o ere The City will pay expenses for travel required to take ears of City business. City employees must be traveling at the dirsr,tion or with the approval R of their department directors, The City will not be liable for ` any employee travel expenses unless the employe* has the prior - approval of his or her department director. ' i 2. eimbu seine t o etual 6 Most The city will not pay per diem expenses. The City will pay employee's actual costs as ? authorized within these policies. 3, first-Clear Aacoffoodetions P~,o ih bit.d employees may choose to travel first-class, but the City will p.; only for coach or tourist class. If coach is not available, the City will pay for first-class, but will not reimburse first-class sirfacs or travel accommodations which exceed reasonable gates. 4. Mjtertain ULk The City of Denton will not reimburse employees for entertsinment unless it is specifically related to the purpose of the trip. S. LiMbilitr coyeLgU City employees traveling on City business 1 will be covered by insurance to the same extent they are covered during their regular work hours. I 9➢ , i , t~ 1 IMP -1 j' y N'A W, I ~ PAGfi-~OF~,S~ POLICY/hDUINISTRATIVE PROCEDURE/ADMINISTRATIVE DIRxCTIVI {Coattaae... Tilt @; TRAVEL EVUseS REFERENCE 408.01 6. ece its Re u r fo elm same Receipts for hotels and airfare must always be provided. f receipts for registration or any otheroexpenses tover o$25provide ,00, Receipts for meals hosting less than $23,00 are not required. t 1, Tcan_ s~ yQrtalion a, canr♦n~rcial A_ i___ r~in~s The City of Denton will pay employees for round trip air coach. Employees are encouraged to take advantage of discounts whenever possible, However, employees are not required to fly at unusual times just to qualify for discounts. CWT b• rivate r a is s an Char sr r troployees may not use private airplanes or charter* without the express approval of the City Manager, Cost' saviigw or schsdule requirements nrist be shown. c, Vet a a I' he City will not pay for ranted cars without the approval of the employees dsportment'dirsator, Coss savings or schedule requirements must be shown, d, Maxi gad Limosi eS The City will reimburse loyeest and limosint fares for required transportation, taxi i z. PAGE 3 OF 5 . POLICY/ADMINISTRATIVE PROCEDIURVADMINISTRATIVE DIRECTIVE (Coatiaud) f riTLE: M"U,FM gNCe TRAM MUSES uM41 e. Personal Vehicles with the approval of the department director, city employees vity use their personal vehicles for out-of-town travel. The City of Denton will pay twenty-five cents per mile. When an employee has approval to use his or her personail car on a trip and the destination is more than 300 miles from the point of departure, the City will noot_ reimburse the employee for any expenses (such as lodging and meals) which, in transit, exceed the cost of regular i' round-trip air coach. Any travel time that is greattr than the time required to travel by scheduled airlines will be considered vacation time. Normal travel will not exceed one i day. The City will pay for any required mileage at the destination. i` e„a' svPj The City will, pay for PrFkAng expenses.at destination, including airport parking expenses. „ it an employee is driving a personal vehicle outside of the City and has car failure, the City will pay the expense of towing the vehicle to the nearest,garage. The employee must pay for the repairs, f. Citr,yehicles City vehicles may be used according to the discretion of the department director, Direct expenses, ' such as gasoline and oil, associated with the,use of such , vehicles will be reimLursed. j T r POLICY/ADMINISTRATIVE PBOCEDURE/ADILINISTRA2IV8 gD g CTIVE (Coselaard~ r~r~E; REflRP.kCQ TRAVEL ExPZVSES NUMSKAr SSF ~ sae, al r s i ► d• MkUng, The City will pay for airport parking required while an employee is out of town, At the destination, the City Y will also pay required parkins fees for personal cars, City q' cars, or rented cars. 8• eeommodations a' t s The city will pay actual expenses for hotels, motels, or other lodging, Payment of lodging expenses incurred by an employee using his or her personal vehicle is aovvrad in Section A,8.e. The City will pay for a single room. If an employee stays in / a room with another person, the employee vt adjust the bill to show the difference in cost. b. Meals The City will pay for the post of meals in travel. The City will not pay for meals for persons who are not employed by the City of Denton except with the written approval of the department director. if an exception is &ranted, meal receipts should show for whom the meal was purchased and the occasion of the meal, The city will pay for meals at scheduled seminars, training sessions, and other aaitings conducted within the retroplex area. However, the City will not ray for staff functions without the prior approval of the department director. 42 °i Telertlgll9, The City of Denton will pay the cost of one personal phone call each day. The City will reimburse employees for all business calls. J PAGE- 5 OF-L.- POLIO r/ADYINISTBATIV$ PSOCSDURVADIMAST` 8~yE'DISECTIVt (Oortlseed) a[~sRINCI V %J: TRAM ZVENSIS NuM~~~l.01 j F ~ d. Incidental expenses The City of Denton will not pay for dry cleaning, shoe shiner, haircuts, magazines and books, l tickets to the theatre, sports events, or other such F incidental expenses. 9. Advances and Reimbursements 'the City will issue an advance for r estimated,travel expenses. nolloving a trip, employeoa must account for their travel expenses within forty (40) working days of the trip. The employee must use the required forms for advancod and reimbursement requests, and the department director must opprove both, 'r 10, Travel on-Beholf-of Other Axencies With thr! 9Qproval of the r department director, owployass nay be granted travel time on behalf of other organizations. In unusual circuuutances, the Director of finance dan approve an advance of City funds for gavel expenses incurred on such trips. a Y a r Y 0661a htitiVtY; I lay I. 6Md1%<S i au.r.• I August 23, 1991 RKCKRATION "Y'Slotl . PROPOSKD RKVCNUC RNIiANCFM9hT/BRPBNDITURS RRDUGTIDIIR FISCAL YEAR 199°92 ' 'fwo options nro prngented hnra to address the General Fund euhsidy isguo. followal Thego are Presented as OPTION I nhnncemeat And oight ouggoetiong Option 1 contninn 18 suggegtiong Yar rovsuno o C for axpnndituro reduction for flgenl year 1991-92. elteria Eor couAtderation Iacludanl 1 - CoeC to implement { . Amount of antioipatad revenues _ impact on staff - Feasibility of auggestion _ customer service Probability for success _ Current foa structure E - Level of pArticlpation lementatIO"I Anticipated revenue enhanc1a° aur list ofpoptiongeEoxdimpione are calculsted Qn ` an annum begin, Following RKVaNUK ` t i SPRO ORAM -ARM 63,600 6 940 1. Facility UaQr Card Fee . ' 6,940 2, Civic Cantor Pool Fee Increase . . • . . . . ' ~ ~ i3, 350 I' 3, Rental Rates . • • ' ' ' vitieg• . • 1,450 4, program Fee Increase on ProgrAmmed AcCi . . . . . . 2,440 I 5, Employee Fitness canter Hem . . . . . • • . berships. . . . . • , 2,000 i „ 6, Colf Driving Range Fee Increase' . , . 2,000 7, Non-Resident S 'lncrtdtua Card ono.o , ' 1200 g, Aerobic Class pen 1,001 Ilourg . , . . . • 500 Civic Center Swimming , . . , . • 250 lq, picnic Arens . . . . . . 185 it. Pia ~o Cquipmont Rental Pnckngea 250 12, Snad Volloyboll Court Rental . . • . ' ' 800 + i 13. Cordon Of the Seagona Rental ' 511.27 ernivAl 5,121 14, Ilalloweon C I, Programmed ctivitias , . 1,830 15. Public Relations ' ° p 16. AdminLetrativa Fife e I ncraASe on , , . . . . , x1,568 . . , . . . . E r' 17, Summon Day CAmpB 10. Administrselvo Poo Added to KxempC Programs. X116,617 i.', 1', rrrrwwrr rrr►►>• ' TOTAL RAVRNUK OPTIONS fITURE rww+rrwrwrrwrrrrrr rrrrrwrrarnwwarwrwnarMrrrrrwrrwwowro+rwwrwrr gRPKNftil'DUCTION rj' t , pROGMH AREA 21761 }„I 2669 1.` Ana Iloura . . 1 1. Golf Center Driving R S . . . . . , 522 Recrontion CAMP • 2, Thornpeutia 5(796 3, North Lakes pitnose Membership Nauslottor 171.160 h AAaintnnt • ' ' ' , ile tiaR 1 . • + ' , ° !1 1134 li g, Rwdoginn 111 CAnCor 9aura Of JltoVAtlon, fl, KLd CAmtnnetiOA At prod Hoare Park . . . ' ' }331842 r,: TOTAL gVENDITURP, OPTIONS 8150 4 9 + GRAND TOTAL OF RRVgNRgB/RXPRNDITURL'B \ i OPTION II. I, Or the closing of thosA faeilltles At 60% conot at r6~ very C' I provides fo Offset tile Qxpuhitura e Option I to nufftalent revenuer) oxpectnrlon, These fiautc Chunravonusaa8anecatedfo0etthat contarh. tha n lao" And Recreation Fonda, C09T RED CRNTPR $ 621052 I Civie Center 07,347 } Danis Rocrontion Canter- 138,451 itnrCin LtCllnr KLnRr jr, Rocrontion OQntor 1241224 finnlc,r Canter 1U0- f North t,nkcs RocxanCion CQnCOC ~51~~ , 94 TOTAL a T~, W.i>q kr l 9 Item #15 ~ till fi clrY of DENTON, TEXAS MUNICIPAL BUILDING / 115 E. MSKINNEY / DENTON, TEXAS 76201 . P s 1 M E M O R A N D U M ` t j a s a ■ a■ a s■■ TOr Mayor and Members of City Council FROMr Steve Brinkman, Director of Parks and Recreation DATEr August 23, 1991 1 SUBJECTr Funding Philosophy The Recreation Fund was established in 1983 to provide the department a carry over fund and get all of the self-supporting classes and programs out of the General Fund. It is very much like the Utility Fund in that all expenses are recouped through fees and charges, and there is a payback to the General Fund ~s of 202 of the class cost up to a maximum of 05.00. This type of fund asses the burden of trying to secure very tight General Fund dollars and also gives us the flexibility to carry over nny profits so they can be used to help improve the programs or facilities. Funds from this account have assisted in the construction of the driving range, amphitheatre, tennis center, and the Senior Center expansion. Since this was adopted is 1983, it has become our operating policy for all of our programs and facilities. Approximately three years ago staff was asked to develop written guidelines for the fund in concert with the Finance Department and finished this philosophy over approximately a 12 month period. This was then prevented to and approved by the Parks and Recreation Advisory Board and was taken to Council during the 1989 budget process. This philosophy defined the amount of subsidization that would be permitted for three groups of prograaa and/or facilities. These groups were the foliowingr ; i T. Gesneral Fund - Programs in this category were to be totally subsidized. II. Recreation Fund - Programs in this category were approved on thu basis that they would be 1002 self-supporting, III. Special Interest Facilities - This category included programs that had a goal of generating at least 502 of its cost through fees and charges. A more detailed description of the respective programs in oath of these three categories followsr 8171566.8100 D/PW METRO 434.2519 i V, A' r i Page - 2 44i I /-1 1. General Fund ~ The funding philosophy for General Fund programs and facilities allows for the total subsidization of these areas. It was determined that recreation centers like parks were to be operated under the concept that they be open and available for all Denton citizens and that they were not expected to generate revenues to cover their operating costs. There were also community-wide special events, youth sports, senior F activities, and programs for the disabled where we would provide programs at a low cost or not cost so that everyone can participate. The General Fund is now recovering approximately 10% of its cost through rentals, administrative fees, and admission charges. We feel this is an f acceptable level because these are facilities and programs that cannot realistically generate much more revenue without having a negative effect on participation. Our recreation centers have been designed to meet the needs defined by our citizens. They were very traditional and basic in their design. Had these facilities been designed with specialty areas and revenue generation in mind, they would have been a completely different design which would have enabled us to generate more revenue. II, Recreation Fund The funding philosophy identified for the Recreation Fund was to be totally self-supporting so that these activities and facilities will-not be a burden on the Oene.ral Fund. It was also determined that this fund could be used to assist with the start-up of new programs and facilities . that will also be pelf-supporting in nature. Some of the types of programs to this area include the After School Program, Day Camps$ E Tennis Lessons, Swimming Lessons, Concessions, Fitness Programs, Trips and Tours, etc. In addition to being self-supporting, these classes and programs are also required to reimburse the General Fund through the Administrative Fee mentioned earlier. This generates over $900000 annually which is paid back to the General Fund. Class costa are reviewed on an a.nnunl basib or seasonally to make aura they are at the market level, II1. Special Interest Facilities The funding philosophy for Special Interest Facilities is that they will generate at least 50% of their operating costs througli fees and charges. These facilities are funded out of both the General Fund and the Recreation Tund and include the Swimming Pool, Tannie Center, and Driving Range, The Driving Range was just added Vo this group due to a recent action by the Park Board, The 50% self-supporting level is a target we try to shoot for, but most of our facilities operate substantially above that level. Due to a 251 increase in the admission cost for the pool, our return for that facility will, reach 96%, The Driving Range is at 92x, and the Tennis Center is at approximately 50%. The return for all three facilities is 75x. r- F1 1~. n~ftell'{y l~ Page - 3 F j Attachment I shows the percentage of fund9 recovered through fees and 1! charges in both the General Fund and the Recreation Fund, This confirms the fact that our Recreation Fund is generating 100% of our expenses through fees and charges. The General Fund showo that we are recovering 10% of our expenses and that figure is appropriate based on the fact that recreation centers traditionally produce very little revenue. This situation is also common with many other Metroplex cities that have large numbers of recreation centers. '[t may be noted on Attachment II that our percentage of return compares favorably with most other cities. Some cities have done a good job in their center design, such as Plano, which reflects a much higher percentage of return than most of ` the other cities. Plano has developed many specialty areas that generate revenue such as racquetball courts, fitness facilities, locker rooms, aerobics rooms, and indoor pools. It will take those kinds of amenities for us to increase our revenues. i If we continue to follow the existing funding philosophy which was approved by the Park Board and Council, we are currently meeting all of our revenue goals. As Council is aware, we have regularly instituted annual fee increases to catch us up with inflation or the market so the amount of revenue collected does increase each year. Councilman Trent has asked what we would have to do to get to a paint of 60% self-supporting. The anaware is that we would need to generate $350,000 in j additional revenues which would cause us to double nearly all of our existing fees. Attachment II shows that we are currently doing as well or better than r~ moat area cities with our return on revenues, If Council should feel that the 60% level is necessary, Attachment lil shows some of the fee increases we would need to implement. Our staff feels this sort of Increase would make many of our programs unaffordable and there would be a drastic downturn in participation. Staff Recommendation i Mather than arbitrarily raise all rates to a level which would have the not effect of severely reducing participation, we have prepared alternatives for you to consider selected increases in progrkm fees or reductions in services that (see Attachment IV). Steve Brinkman Attachments ADMO1180 f i w - f f4'n YfildL. 1 i o ATTACHMENT I I 23-Aug-91 COIIPARI5O11 OF nEVE11UE9 MID Ey PEIIDITURES FROM 60TH GENERAL AIID AECREA7ICf1 761105 FOR LEISURE SERVICES ) Floral veer 1991-92 5 f"~ A60REATIOII FVIID PMILOSIPMY a i5i! iil0]ii3liitii]iaa liiipi Clias]]it i tl]IIiii}iYi-si]is]iIICiiA3]Yil3]OiY.:Yiilit]]]si YiiallYCii}ii33iAii Ci] General Fund (100% 0ubaldlied) ) Aecreatlon Fwd (100% 374f-5upportln0) ) ' Full funding for rOCrWI60 Cent0d, Senior Center, ) I a fund$ Pr"VARS, 0112"S, 4V"tw for Civic Center spwlfid recreational Interest I 1 - t Full funding for cotrunlty-H/de special events • fees should coVtr lnstruetlon, j. f{ tH2ul pa,Mt, wpplfesr service Costs, • Approved funding for special powlallons, 1.1. seniors, II 04minl/trltlve Costs youth, disabled f I I ] Adulnlatritlve fee will be rHSbure6d t Approved Nnding for non-wbsldlfed pro9rANS too 11 to Gen. Fund for 91060 019er,parliolpent } i expensive for public !i 1 p]iifi !!it]}p!}PS]tlil ia]ii}i} ! i ]YOC]]Y]SlaliYiiei}f }Slall]}i!C]ia!]][Ilai3ailsia i]iia Yti ai iii Yit [1i:]x L. 1 1. OEUERAL FUNGI I) tL RECREATION FUND: ' ~ it , % Supported Percent Supported Cost Center Pevenuel Experdltures Thru AAYOMWO 1' Aevenws EXP"I tares Through Rovw"s ,11............... II Adl. STAATIONI H it Race. Adelnletrallon SO 5161,461 0.0% :1 $10,500 $22,341 7316% Marketing 0 711356 0.0% 11 21,000 21,041 $9.54 - )I II OEIIEIIAL PPMPA14MIIIGI II II Children's Progress 11 1,100 11750 A0.4% II 1751000 160,567. 106,1% Civic Cont"r II 14,400 11,613 1415% 11 1g,OC1 15,439 12010% Den1A center II 3,602. 102.303 31d% II 20,006 15,125 to$.$% 1 Senior Center II 6.511 133,137 411% II 47,000 441Sa3 165.2% Athlet!<s 11 19,300 $0,437 35.79 It 16,060 32,201 11.7% ML% CsMer it 21124 142,246 2.1% II 71$00 61651 11216% ' North takes Center 11 4,746 101,062 4.41 II 40,000 30,019 16510% I ' 1her6pwtfa Recrsatlcn II 600 70,541 1.59 I) $1500 I'm 1b.7% 1 fit. It II 910E0IAL IIITER99T PRORMN2001 11 ) Aquatics II 40.000 07.006 64.2% it 431000 VISO 11311% 0oldflsld 11 21200 0.625 4.4% 11 47,000 41,114 04.1% calf 11 300 31600 7.1% i1 $31000 32,130 101.6% - 11 p !1 OAAND TOYALt li 1104,223 51,011,266 10.011 i1 $410,500. $461!642 100.316 lSa taaa rtana}!alYala e3iitparaptitaifa}ai3aia Yiaf iain]aaat]irtleatYIIaff aliaea OYeftlaaat iIIapfarie ttl!%IIa/!at}/fx/RftpvflRe - M, OPEOtAL 2NT0961 FACILITIES 1109 190.6UPPORTtNo1 409RAL FUNDI RECREATION PU461 . UK 4 "to FUM661 ll % supported 11 % Suppdrled 11 Yaw total it Swptwtod " - OST 0lN1ER11 Rev sr- EApendlt, Thru Revenwell MVenws Expendlt. Thru 106YON 4411 Mvenwe OXWWit, ThrU..1MV*hV6$ 11......._..--° ....................1i................................... I lduatics 11 5461000 411,000 1 04,2% A $43,000. 037,610 1 $13.1% 11 601,000 q/,lfs 1 Moll 16ldfleld II 2,200 41,62$.) 4.4% H 41,000 451614 1 04.11 11 45,960 14,144 1 46,09 Iolf li Soo 3,800 7. ft H 33,000. 32,130 1 101.01 11 .33,300 $4,230 I $I,0% li I .............1 ,..................»..1.............)1................. Td 11 1501500 1110,457 1 16.1% II 1123,600 1111,014 1 102.11% it WaAo0 52$01211 I. 1613%t iaftftLitlY tIIfIIl3l0aa!]HftlatlaSlseata YaHa]fftii Of/t3afi]Utixalafip Reaia;elf!}atl2ltl!lLe9lel aataii YalaateftPtl IIaal'ei : L J the objective for special Interest 040411tUa is to recover $09 of "rAttng expsndltureal This 6bjeotlva has. t been exdeeded as tpedial inbreet Foo111t1ee are r"Overftig 15.3% of operating expendlturoo. I 1 t ~f RECREATION PROGRAMS/Fee Comparisons ATTACHMENT III A Page 2 of 5 August 23, 1991 Current Proposed Fee Current Proposed Fee for for 60% Unit Cost Unit Cost Activity 38% Cost+ Crr~c Recovery for 38% for 60% Recovery Cost Cost Recovery p Recovery Jr. Beginner 42 84 5.25 10.50 Adult Beginner 42 84 5.25 10.25 Adult Adv. Beg. 42 84 5.25 10.50 ; Ladles Beg. 42 84 5.25 10.25 ~ i ~yMNASTICS Beg. Gymnastiel¢ , 18 36 3.00 6.00 Pre-School Gym. 18 36 3.00 6.00 Tumbling Tots 18 36 3.00 6.00 Intro. to Gym. 18 36 3.00 6.00 Gymnastics 18 36 3.00 6.00 I~ HFALT i/FITNESS Body Shop 28 56 .93 1.86 Aerobic Chore. 20 40 6.66 13.33 Shape-Up 15 30 1.25 2.50 Buns, H ps...*. 19 38 1.58 3.16 Fit & Firm 24 48 1.33 2.66 Body Toning 18 36 2.25 4.50 weight Mgt 35 70 7.00 14.00 Karate 16 32 2.66 5.33 ; Okinawan Do 37 74 1.23 2.46 Womants Self-Def. Tun Soon Sin Bow 6 12 6.00 12.00 OUTDOOR NATURE Rockolimbing introduction I 32 64 2.90 5.81 ; Introduction ti 64 128 1.33 2.66 site Management 55 110 9.16 10.33 Backpacking Trip 64 128 1.28 2.56 Ropes Course 45 90 5.62 11.25 Canoe Trip 63 126 1175 3.50 ti. father & Child Ad / Ch Ad / Ch Ad/Ch Ad/Ch Mountain Getaway 53 / 43 106 / 86 1.47/1.19 2.94/2.38 Horse Trek 95 190 2.71 5.42 * Unit Cost equals one program hour. r,irrent fee structure crenerates revenues suYficLent to oYfsett 16& V-w F } RECREAT3:ON PROGRAMS/Fee Comparisons ATTACHMENT III A Page 3 of 5 August 23, 1991 ~ I Current Proposed Fee Current Proposed Fee for for 60t Unit Cost Unit Cost Activity 38% Cost+ Cost Recovery for 38% for 60% ` Recovery Cost Cost Recovery Recovery f! SEN10 ADULTS f Over 50 Exercise 18 36 3.00 6.00 Biblical Art Gtr 13 26 3.25 6.50 Ft Worth Stock 21 42 2.47 4.94 Watercolor Basic 27 54 2.25 4.50 ► Ceramics Wkshp 16 32 .66 1.33 ` Calligraphy Wk 19 38 3.16 6.33 Small Engine Mtn 11 22 .9L 1.83 Line Dance 15 30 2.50 5.00 Piano Lessons 25 50 2.50 5.00 Even. Ceramics 18 36 1.50 3.00 )qPECIAL INTEREST II Red Crosslst Aid 25 50 3.12 6.25 f J Dog obedience 34 68 3.40 6.80 Beg. Ceramics 16 32 1.14 2.28 Leathercraft 8 16 4.00 8.00 Doing Denim 13 26 13.00 26.00 Beg. Guitar 24 48 3.00 6.00 Beg. C/W Dance 24 48 4.00 8.00 setter Photo. 16 32 3.55 7.11 Rag Mop Slippers 13 26 8.66 17.33 Moppals 15 30 10.00 20.00 six Flags 23 46 2.87 5.75 Teen Time but 12 24 2.40 4.90 Red Cross Baby. 10 20 1.33 2.66 ; Poise w/Pizazz 14 28 2.80 5160 i Jr. Classes 36 72 9.00 18.00 Jr. w/video Tape 54 108 13.50 27.00 Adult Classes 46 92 11.50 23.00 }Leagues 19 38 4.75 9.50 Unit Cost equals one program hour. + Current toe structure gen6rates revenues sufficient to offset 38% of expenditures. t I}5^ f urd?$ RECREATION PROGRAMS/Fee Comparisons ATTACHMENT ITI A Page 4 of 5 August 23, 1991 Current Proposed Fee Current Proposed Fee for for 60% Unit Cost Unit Cost Activity 38% Cost+ Cost Recovery for 38% for 608 Recovery Cost Cost Recovery Recovery THERAPEUTIC R EC ti Thanksgiving Din 30 20 1.66 3.33 Christmas Wkshp 10 20 2.50 5.00 Sweethaart Ball 12 24 3.42 6.85 Art Attack 13 26 2.16 4.33 Creative Move. 14 26 2.33 4.66 } shape-Up 12 24 2.00 4.00 y, AD NTSTBATIVE ASSESSMENTS j Ann Facility Use Adult/Child card 24 / 12 Clasg Administrative Q' ° Fee 2-5 4.10 F Non-resident Fee 7-15 14-30 i Public Relations Fee 3.00 6.00 i * Unit cost equals one program hour. + Current tee structure generates revenues sufficient to offset 388 of expenditures. 1 , ATTACHMENT III A August 23, 1991 Page 5 of 5 RECREATION PROGRAMS ! COMPAR SO FY 91-92 FY 91-92 Current Revenue @ Proposed Revenue Current 8 Current Participation Level Participation for 38% Cost Recovery Level for 60$ Cost Recovery Recreation Admin, 16,500 2.1,450 j Marketing 21,000 27,300 Children'a Prog. 176,500 229,450 ; civic Center 33,400 60,120 Dania Center 23,682 42,628 li 4 tK+ Senior Center 53,571 960428 y, Aquatics 91,000 1180300 ! ! Athletics 35,300 680000 I MLK Center 10,424 180763 N. Lakes center 44,746 80,542 Goldfield 49e200 84,560 3 Golf 33,300 59;940 i Therapeutic Rea. 6,100 100980 r , 594,723 922,461 f ! i { is ATTACHMENT IV r I { CITY of VENTON, TEXAS MUNICIPAL BUILDING / 215 E. McKINNFY / DENTON, TEXAS 76201 r M E M O R A N D U M s a a a a a n a a a ~ . E a TOs Steve Brinkman, Director of Parks and Recreation FROMI Alicia A. Mentell, Superintendent of Leisure Services i DATE: August 23, 1991 SUSJF,CTt Reduction of General Fund Subsidy In reviewing ways in which the Recreation Division could reduce its support from the General Fund, we would like to submit two options for your iS considerationr 1 Option I - Enhance revenues and Reduce Expenditures for targeted 1 4ti services or programs so that General Fund support would be reduced by $103,214. Revenues $116,617 Expenditures 33~ 842 Total $1500459 Attached is a deta°_led listing and specific impact statements for the identified services and programs. Option It - Close down those facilities that are the greatest drain to the General Fund because they generate the least !"unt of revenue to offset coats. These are identified set Fucilit Subsidy Reduction Civic Center 620052 Denis Recreation Center 87,347 Martin Luther Ring, Jr, Recreation Center 138,451 Senior Center 124,229 I North Lakes Recreation Center 1001315 $512,394 I r 817/566.8200 DIPW METRO 434.2529 Vim. ~j Tt '63:Sg:'rjf'fq page - 2 ;j f we would like to offer the following points for consideration: In summary, acce to is provide The Recreation Division'sroi~saiman andtopporCunitiesithate meetssthe 1) quality leisure aervices, P $ needs, interests, and desires prohibit such izequf.tabDentaccess ixto of the percent cost recovery would outh, seniors, disabled, and low socio-economic segments of the Y population. 1 2) Leisure opportunities provided by a municipal department enhance the quality of life for the community as a whole. The benefits of ond the direct programs and services go beyuser. ms are currently recovering their direct costs as g) Recreation pro$ra supports Any expectation well as some indirect coats like clerical that they also recover such fixed costa as management salaries, ilities would be an unreasonable objective for sat th nce, and ut m municipal recreation services. e Program 4) cl~~8terthpo=bon of i if any of these recreation facilities wer greater areas remaining would be requlred to finance a administration i such a recreation ad 1 " drive the fees for tremaining Proinigrams up low revenue ge~istvvuld activi and marketing. this and place them shove the ancurrent ticipation,etandaconsequently# g P would result in a toes of p revenues would be reduced, Prohibitive f Q at recovery would make programe cost P Sixty percent co returns on 5} for, the average user, and we would have diminist:ing realized revenue, within the past 6) TheIt department has introduced fee increases already ro$ra.nmarket r . This was done in comparison what the in six months other bear as well as with fees charged for or similar p cities in the metro area aired to generate 7) The users in some program areas would be required thAt were revenues in excess of their costs to}taurt sdebeen temoved e from the unable to. In essence, the subsidy taxpayer at large to any recreation usertowbethelese~ fair that particular program or not. This would appear a equitable assessmento rrent fee schedule is comparable to fee structures for g) Cu provided by cunicipal departments in the recreational services Metro area. i li i " " Page - 3 9) most compared cities do not charge an annual facility use fee or ! class administrative fee, 3 a) Arlington which collects an annual facility use fee does not collect a class administrative fee on top of the annual facility use fee, h) Plano which collects a class administrative fee only charges a facility use fee at its premier recreation center and it is t good for two years, c) Lewisville is proposing to drop its class administrative fee ; In favor of an annual facility fee, G~ Alicia A. Mental : RECR1.563 I ] i t r. , t i L S z ' t r R T, t 1 ....,y ..J~ lid Lll1 t ITEM #16 1 GOLDFIELD TENNIS CENTER i FEASIBILITY ASSESSMENT FOR TOTAL REVENUE SUPPORTED OPERATION y E Introductory Statement f I a A proposal has been put forth that the Goldfield Tennis Center be operated and ( maintained solely through revenues generated by its programs and services, This recommendation suggests that the previously adopted funding philosophy for this center be altered. In 1969, as part of the Recreation Fund Philosophy, the funding strategy for a special interest facility, such as the tennis center, war3 to charge fees for programs and services sufficient to recover 50% of its operation and maintenance costs. Initially, total. funding for the tennis center through revenues generated by actual users may seem to be a feasible alternative. Upon further study, it is staff's recommendation that this may not only be an undesirable solution, but may actually croate more problems that it is intended to solve. Following is documentation and supportive explanations to support this recommendation. Historical Perspective A. Private Enterprise Involvement in the D,311very of Tennis Programs: Historically, several attempts have been made to create an independent tennis center in Denton or surrounding areas in Denton County. These efforts occurrad even before Goldfield Tennis Center (originally named f North Lakes Tennis Center) was constructed, but all have been unsuccessful. Needless to say, lack of continuity and the resulting r_t management changes has been a major drawback to the successful operation of private endeavors. Some examples of past initiative are as followst 1. In the late 197019, Allie Miller built four lighted tennl,s courts on his property in northwest Denton near U.S. 380 and M. He continued to operate his facility into the early 1980's but was unsuccessful in turning an acceptable profit and chose to close this facility. At the time Mr. Miller was operating this center, which also had a small temporary Morgan building stockeu with pro shop merchandise, tennis was very popular in Denton. 2, A. G. Longoria, who was the tennis coach for the University of North Texas, tried to combine forces with the Sheraton Hotel to form a private tennis club in the mid 1,98019. A large marketing survey was conducted at that time to determine if enough revenue could be generated by the proposed facility to support its operations and turn a profit. The club was to be supported by private funding through the Sheraton as well as receive financial support from UNT. The survey showed that It would not be economically feasible to construct and operate the proposed tenni.4 center. . s f My i i ` k r~1 n. f.5'. A_po1 iyA r i_iCci~J A ~ijj((ee{{j~j~ Eage - 2 3. The Denton Country Club, which has contracted out privately to staff its tennis pro shop and four tennis courts, had hired £lve different tennis pros since the Denton Parks and Recreation Department began operating its tennis center at North Lakes Park in 1978. It Appears that one of the factors contributing to the staff turnover is the inadequate number of courts at the Country Club. A limited number of players can participate at a club that only has four courts, minimising revenue potential. This restricts the income available for a tennis professional to maintain an acceptable profit level. 8. City of Denton Involvement in the Delivery of Tennis Programs- 1. According to staff, the Parks and Recreation Department hired Mike McDaniel contractually in 1978 to organize a tennis program at Goldfield Tennis Center (formerly called North Lakes Tennis Center from 1978 to October, 1988). Records of enrollment for this period are not available, but: revenue reports for the 1978-79 fiscal year indicate that only $2,160 in revenue was generated for that period, 2. When Mr. McDaniel resigned his position in the summer of 1979, the j Parks and Recreation Department hired Cathy Avery on a contractual basis to temporarily fi11 the vacated position. 'the city later hired Ms. Avery as a full-time employee in February of 1981. Ms, Avery was hired as a Tennis Specialist and was eligible for overtime and compensatory time until she was upgraded to a Center Supervisor in 1986. 3. The Parks and Recreation Department began utilizing contract tennis } { Instructors in 1981 due to a marked increase in class enrollment. f Special Agreement Personnel were also hired to assist with tournaments and leagues as the program continued to grow. Finally, in October, 1986, Rhonda Gattis was hired as a Recreation Specialist to assist with the tennis program and the operation of North Lakes Golf Driving Range which opened in May, 1986. As the i tennis program continued to grow and with the addition of the new i tennis building in October, 1988, MD. Gattis' Job responsibilities ' were re-prioritized to include tennis only. 4. The Center's eight courts were originally install9d with bond funds in 1978 at a cost of $800000, The building was added in 1988 at a I c cost of $45,490. Its cost was underwritten by revenues to the Recreation Fund and donations from the tennis community. Additional furnishings were provided at a cost of $10962, } 5, The North Lakes Tennis Center building itself was only able to be constructed after the City of Denton formed a partnership with the } Denton Tennis Association. This organization raised over half of i. the funds in the amount of $23,490 needed to defray construction j costa, The center was renamed to Goldfield Tennis Center to { October, 1988, to recognize the generous donation made by Alan and f Shirley Goldfield, Since that time, the Goldfields have made an i additional $5,000 donation to the Center, aimed at improving the tennis facilities. 1 i i F UI};ust L1, L99I i3 Page - 3 f Comparative Study 1 The Ilighpoint Tennis Center in Plano has been suggested as a model for demonstrating how a municipal tennis center can recover its full operating costs through user fees and charges. Therefore, it is in order that a comparison be made, not only between both tennis centers, but also between both cities. The significant differences in specifin key indicators is essr>ntial to any feasibility assessment. Outlined below are some comparisons for the cities of Plano and Denton and their respective tennis centers. KEY INDICATORS f DENTON i PLANO t 1 I~ ~ I Population I 66,270 1 128,713 j I Assessed EvaluatioA for Tax Base I 2,036,603,285 I 7,556,6051808 I i ,6540734 381,560,221 I 1 I , I Projected Tax Collection FY 90_91 8 Median House Value 77,300 114,I00 1 I I-- Facility Cost 127,452*~I 11086,000. I 1 I I Initial Year of Operation 1978 1978 i I I I I Lighted courts 8 21 I I ~ Court Resurfacing Since 1978 i None i 2 -I I I I Center square Footage 760 3,160 i - I 1 * Donations received from community to cover $23,490 of this cost. I t T ~Ye • ytittl3f.'i, 1 ' y Page _ 4 1 I AMENITIES I DENTON I PLANO I I Backboard I 1 I 1 Pro Shop i No i Yes j r I I f ! l ; Restrooms-indoors i Yes j Yes i I ! Locker Room and Showers No i Yes f Kitchen Area I No I Yea 1 ! I I 'I I- I ~r I Lounge/Seating Area f Yss I Yes OffiCL Space I Yes I Yes I I I I I f I Vending Machines I Yes I I Yes I Separate Concessions Area I No I Yes I I I I I Over the Counter Admin Area I Yes I Yes I Number of Bahl Machines I 1, I 4 I f ! f I I Number of Re-stringers I 0 2 I i i e I 1 { WNW- 1 Pngo - 5 f Iighpoint Tennis Center - Plano The Plano Parks and Recreation Department operates the Highpoint Tennis Center through contractual agreement with a tennis pro, Ken Sumrow, He identified that he receives 90% of all, revenues generated from lessons, pro shop merchandise or concessions. He also receives two-thirds of all revenues generated by tournaments and leagues, The City of Plano retains all revenues from court reservations and season passes. Total revenues collected in FY 89-90 were $556,000, E a PLANO - GROSS REVENUES - FY 89-90 Revenue Source Plano's Revenue Tennis Pro's Revenue Total Revenue Pro Shop Merchandise $ 210000 $189,000 $2100000 ' Classes 16,000 144,000 160,000 Concessions 2,100 18,900 21,000 Tournaments 14,000 28,000 42,000 Leagues 26,667 53,333 80,000 Court Reacrvations/ Rental 31,000 0 31,000 Tennis Passes 12,000 0 12,000 Administrative Fees 0 0 0 TOTAL REVENUE $1220767 $4330233 $556,000 ~f~ According to Mr. Sumrow, the Highpoint Tennia Center receives approximately ; N $114,866 support from the General Fund. This includes a $3,000 retainer to the him as well as the salaries of a full-time regular tennis specialist and six temporary/seasonal personnel. Utilities, supplies, services, maintenance, and capital outlay are also supported by the General Fund. These expenditures are summarized as follows: PLANO - GENERAL FUND EXPENDITURES FY 89-90 Personnel $74,362 Operations/Maintenance 160904 Utilities 23,600 TOTAL $1140866 Goldfield Tennis Center The Denton Parks and Recreation Department operates the Goldfield Tennis Center through full-time regular City personnel. It employs tvo profeagioual ; staff who are salaried and receive no further compensation from generated revenues, The City of Denton retains all revenues from all activities 3 implemented at the tennis center. Total revenues collected in FY 89-90 were $39,855, i I , f _ ; .'ag ui Atonigt 19, 1991 Page - 6 DENTON - CROSS REVENUE - FY 89-90 Revenue Source Revenue Classes $140231 Concessions 2,213 Tournaments 16,976 Leagues 3,601 Court Reservations/Rental 4,887 Tennis Passes 160 Administrative Fees _ 22012 TOTAL $44,080 The Goldfield Tennis; Center received approximately $46,464 in support from the General Fund in FY 1989-90. This includes the personnel costs for the center supervisor, some supplies, and utilities. These expend;!tures are, summarized i as followst I DENTON - GENERAL FUND EXPENDITURES - FY 89-90 Personal Services $36,664 Operations/Maintenance 1,532 Utilities 82268 r TOTAL $460464 For FY 91-920 the Proposed Baseline Funding for the tennis center is $49;629 from General Fund and $49,614 from Recreation Fund for a total of $99,243. 1 I Proposed lcevenuea are $2,200 to General Fund and $47,000 to Recreation Fund for a total of $49,200. A detailed breakout is provided on Attachment 1, i Impact Statement A. Benefit: 1. General Fund subsidy is eliminated, 26 Coats of program operation is passed on to actual user of the service, 3, Non tennis players do not underwrite costs of program for which they realize no direct benefit. i 8. Impectt 1, In order to meet the requirement that this facility recover all costs associated with its operation, fees would need to he increased by 100%. The impact to user fees and charges is outlined i on Attachm !e II - Revenue Enhancement. This attachment identifies ! current revenue at current participation level, proposed revenue st ' current participation level, and proposal revenue at 60% of curreilt participant level. The consequences of such action is identified as follows! 1 0.1 1 S t Pape a. Fees would be so exorbitant that very few users could afford to participate. Refer to Attachment III - Fee Comparison. --1 b. Participation would most likely decline significantly creating the need for fewer users to individually bear a greater cost. c. The tennis center does not have, adequate amenities to justify or support such a high percentage increase in f d. Customer service would be severely restricted84creatingrguser dissatisfaction and a diminished leisure experience. e. Participation by prospective middle or lower class users Ls restricted due to the high cost of program involvement, f. Quslity program service delivery would be compromised as multiple and often conflicting demands are placed on the same financial resources. g. Positive social interaction would be reduced due to lack of ;participation, Many local teens and seniors use tennis ns a E healthy alternative to negative activities. h. Further donations to support the facility may be seriously E jeopardized if the facility was to be privatized and General Fund support eliminated. to some concerns may be raised about allowing a private individual to profit from the use of a facility that was t funded with public funds should the decision be made to J privatize its operations. j. Fees and charges would be significantly above the going rate in the ,Metro area making programs non-competitive in the market place. Refer to Attachment IV - Metroplex Cities Surveyed. r""l f~ 2. The loss of permanent quality professional staff as a result of 3 layoffs at the tennis center would have a negative impact upon remaining departmental staff. The full-time tennis staff provides support to departmental efforts in implementing City-wide special events such as Fourth of July. Tennis staff makes significant contributions to the department in achieving its overall mission, goals, and objectives. Without the assistance of the tennis staff, the remainder of the departmental staff would be forced to increase workloads which are already at a maximum level or provide diminished service to the public. 3. Revenue projections for the 1991-92 fiscal t49 200, A private individual would have! gyear total on about reat diff.icultyyfunding all staff necessary to run the tennis center and still maintain the quality level of customer service that is currently being offered at the tennis center, The possibility exists that a private contractor would be much more concerned with short-term profit rather than providing longterm quualitytservice to the citizens of Denton, The issue of liability must also be E addressed with great concern when dealing with a private 1( contractor, The City's image could be negatively Impacted to a great extent if problems did occur. t i - - T t 6'ILi4te' S. Page R Options 1, Close down the tennis center, 2. Determine feasibility for privatization of tennis center by 1 developing specifications and eventually contracting out the operation of the tennis center, 3. Raise fees and charges to fully recover operating costs of the tennis center and change Recreation Fund philosophy of sero..ce. Analysis To expect the Goldfield Tennis Center to fully recover its operational costs is not feasible given its restricted physical amenities and capabilities, To meet an expectation of total cost recovery, a tennis complex should minimally have 16 courts, a pro shop equivalent to a small specialty retail store, above standard maintenance, and a much larger service area. The Goldfield Tennis Centar does not meet any of these specifications. In addition, the size and demographic makeup of Denton's population does root allow for additional costs to be borne by the direct user. The center's current fees and charges are already comparable to Plano and other municipal tennis centers in the Metro area while Denton's demographic E' profile is not nearly as affluent as some cities surveyed, she makeup of this community is essentially middle class with limited discretionary funds for recreational activities. It depends on governmental support to access leisure opportunities. The local market for tennis programs is maximized, and it Is doubtful that new uAars will be discovered. Therefore, it is recommended that the tennis center remain a special Interest facility for which only 50% cost recovery Is expected or desired. At the. directive of the Board, The staff is prepared to develop specifications for contracting out the operation of the tennis center and initiating a bid proposal to determine the feasibility of contracting out said operation. I RBCR1554 ~ I 1'.11. Ylr hiY A'6n=J~ ~ c GOLDFIELD TENNIS CENTER FY 1991-92 PROPOSED BASELINE FUNDING 1 REVENUES Account Nv..nber Account Title General Fund Recreation Lund 6409 Recreation Program Fees 2,200 6768 Classes 15,259 Concessions 21228 Tournaments 21,480 Leagues 550 Court Reservations/Rentals 70203 Tennis Passes 280 TOTALS 2, 200 47 , 000 I EXPENDITURES Account Number Account Tltla General Fund Recreation Fund 8024 Professional 32,336 26,593 8026 Seasonal/Temporary 48 79810 8051 Civilian Longevity 520 252 8061 FICA 20517 29651 r 8062 TMRS 1,809 19488 8064 Workman's Comp 11069 10126 8065 Health-Life Insurance 2,492 2,574 TOTAL PERSONAL SERVICES 400791 420494 8103 Small Tools/Instruments 50 0 8112 Recreation Prograta 1,400 11000 TOTAL SUPPLIES 1,450 7,000 j 8343 Machinery 0 120 TOTAT• MAINTENANCE 0 1x20 i 8525 Electric Power 61538 0 8526 Water/Sewer 500 0 8528 Solid Waste 350 0 TOTAL SERVICES 7,388 0 TOTALS 49,629 49,614 kFCRI 561 r c August 19, 10 ATTA( T lI GOLDFIE, iENN1S CENTER REVENUE ENHANCEMENT FY 91-92 FY 91-92 FY-91-92 Current Revenue at Current Participation Proposed Revenue at Current Participation Proposed Revenue at 601 of Current Particlpatio Level for 501 Cost Recovery Level for 1001 Cost Recovery For Anticipated Recovery with Fee Increases Classes Junior Class 60773 13,958 8,374 Junior Development 8,415 17,160 10,296 Adult Beginner 16248 2,560 1,636 Adult Class/Video Tape 946 1,936 1,162 Subtotal 17,382 35,614 21$68 Leagues Adult Leagues 650 1,800 1,080 Subtotal 650 10800 10080 Tournaments l Round Robin Play 4,800 9,600 60760 Singles 60100 100200 6,120 Doubles 7,400 140800 80880 7AAF Event 4,180 8,360 50016 Subtotal 21,480 42,960 25,776 General Services Court Reservations 10560 3,120 11872 Tennis Passes 51100 10,200 6,120 Ball Machine Rental Boo 1,600 960 Subtotal 70460 116920 8.962 Merchandise` 1 i ; Equipment/Supplies 20226 3,949 2.369 i Subtotal 20228 3,949 2030 r a4 InA 99,243 59,545 t Ai:Lu•:: 19, 1991 A2°r,aclir11-,'Nr r F , GOLDFIELD TENNIS CENTER FEE COMPARISON Current Fee Proposed Fee Curit Cost* For 50% Cost For 100% Cost % Cost I Recover Recover Recover r f Classes f I Junior Class 36.00 74,00 Junior Development 54.00 110.00 .88 Adult Beginner 42.00 86.00 4.20 8.60 ' Adult Class/ Video Tape 46.0 0 94.00 4.60 9,40 ~ i Leagues i Adult League 21.00 42.00 3.50 7,00 ,i E ournaments Round Robin 20.00 40.00 :5.550 6,66 Singles 10,00 20.00 10,00 Doubles 20,00 40.00 10.00 TAAF per event 11.00 22,00 11.00 i j General Services s Court Reservation 1,50 3.00 1.00 1.33 Season Pass 30,00 60,00 Sall Machine Rental 8100 16,00 8.00 16.00 *Unit Cost equals one program hour s 4 i August 19, 1441 Page i. 4 METROPLEX TENNIS SURVEY AT'PAC11AfENT IV CITIES SUREYEYED DENTON DALLAS DENTON PROPOSED CARROLLTON L. B. HOUSTON FARMERS BRANCH GARLAND Jr. Class Fee 136.00 $74.00 $24,00 plus 00.00 128.00 $28.00 balls Total Hours 8 hours 8 hours 4 hours 6 hours 7,5 hours 4 hours Unit Cost' $4.50 $9:26 $6 $7.60 13.73 17 Adult Class Fee 06 w/video $94 w/video 148 $60 $34:00 $28 k Total Hours 10 hours 10 hours 8 hours 8 hours 7,6 hours 4 hours Unit Cost* $4.60 $9.40 $6 17.60 $4.69 $7.00 Video Yes Yes No No No No i clinics $6.00/hour $12.00/hour None scheduled $7/1.6 Free $6,00 hour/ hour person Court $1.60/person/ $3,00/person/ 4 on a court $3.26/1.5 hours No 11,50/Person { Reservations 1,6 hours 1.6 hours $2/1.6 hours not prime time, 1.5/hours during posted during posted 16.50/1,6 hours I hours hours prime time *Unit cost equals one program hour. August 19, '"1 Page L ~I HETROPLEX TENNIS SURVEY CITIES SUREVEYED DENTON DALLAS DENTON PROPOSED CARROLLTON L. B. HOUSTON FARMERS BRANCH GARLAND Ball Machine Rental $8.00/hour $16.00/hour No $5.87 per 112 hr, No $6/hour $10,66/1 hour I League Fee $21.00/person $42.00/person No Singles $42/10.5 No $21/persfin $1.50/hour/ $7.00/hour/ hours; doubles 7 weeks, person person $24/person non 1.5 hours 1 prime tine; $30/ $21hour person/10.5 hours Non-Resident Fee Yes Yes Register later No Register later No than Residents than residents C y Administration Fees Jr. Class/$8.00 Jr. Class/116.00, 20$ of all fee's No 10-25% goes to Adult Class/ Adult Class/ goes to Rec. Ctr. city depending on $8.000 League/ $16:000 League/ Class Fee $5.00 $10.00 j j t i.. ..a e 'fie... August 19, 1991 3 oc' 4 Po 14ETROPLEX TENNIS SURVEY CITIES SUREVEYEO NORTH GRAND PRAIRIE HURST LEWISVILLE MESQUITE RICHLAND HILLS PIANO RICHARDSON Jr. Class Fee $60.00 $50.00 $35.00 $30.00 $32.00 $36.00 $36,00 I Total Hours 16 hours 10 hours 10 hours 6 hnurs 10 hours 6 hours 6 hours Unit Cost* $3.76 $5.00 $3.5a $5.00 $3.20 $6 i Adult Class Fee $32 $60 No $55 $23.00 $36.00 P6.00 I I t Total Hours 6 hours 10 hours No 5 hours 6 hours 6 hours 6 hours I i Unit Cost* $5.33 $6 No $l[ $3.63 $6.00 $b, 00 1 semi-private Video No No No $30/hour No No No ` Ondividual instruction ~ r ` Clinics No $6.00/hour $4 33/hour No No $6:00/hour $6,00/hour per person Court $1.50/1,5 hr. No After 6P4 $1/person Outdoor $t/ No Resident: $1.601person/ Reservations 1.76/1,6 hr, $ 1.6 hrs; before 1,6 hour-Jr, $2/adult, $1.50/ 1.6 hours all after 5:30 pm 6pm, 75J/1.5 hrs. $1.26/1.6 Junior for 1,5 the time hours-Adult hours; Non-Res.: I'I $3,50/person/1.5 hours 1 *Unit cost equals one program hour. I TF T r August 19, 1991 t Pe1ge y- 4 14ETROPLEX TENNIS SURVEY CITIES SUAEVEYEG GRAND PRAIRIE HURST NORTH LENISVILLE MESQUITE RICHLAND HILLS PLANO Ball Machine Aenta RICHARDSDN $5/hour $8/hour-N/R No $7/hour-Res. $71hour No $.OD00.1/2 hour $6.00-1/2 hour $4.50/half hr. $8-1 hour 18.00-hour N/R; f3.60/ half hour Res. League Fee $26.00/person 117/person No $2.38/hour $26/Person $13/6 weeks, 7 weeks 7 weeks 122/Person/doubles 120/person/doubles $2.17/hour/ 1,62/hour $2 10/hour $ $3.67/hour/ person $1.90/hour 126/person/singles $26/parson/s nglesir person $2.48/hour 12 48/hour Non-Resident Fee No $2/class No No No No r ~ NO i Adrinistration Fees No $1.00/class 10% goes to No 40% goes to city 10% if 01i class$$, city and leagues go to city k r i i yy S ITEM $17 CRY of DENTONv 78"S MUNICIPAL BUILDING / 115 E. WKINNEY / DENTON, TEXAS 76201 MEMORANDUM DATE: August 23, 1991 E E TO: Lloyd V. }carrell, City Manager FROM: John F. McGrane, Executive Director of Finance 3 ( SUBJECT: PROPOSED BUDGET SUMMARY j A request to explain why the total budget, as outlined on page 95, shows revenues exceeding expenditures by $864,267. This page summarizes the total budgets, in some areas there will be an excess of expenditures over revenues thereby utilizing fund balance and in other areas revenues meet or exceed expenditures. The primary reason for the overall surplus is in the Utilities budget. The Utilities Proposed Budget has revenues projected at $86,1321000 i, and expenditures projected at $84,911,832. This equates to an excess of i revenues over expenditures of $1,220,168. The Electric Department `Revenue { Expenditures Summary on page 284 indicates the major source of this excess. The revenue budget includes a TMPA surplus (to be returned to the City) of $2,045,000. This allows for the reduction in electric rates and produces a $1.6 million surplus. As you are aware, these budgets were reviewed and submitted by the Public Utility Board and are continuing in a process of review. j If you need any additional information, please advise. JFMCG:af 5990E f I l 8171566.8100 D/FW METRO 434.2529 1 j John McGrane August 22, 1991 Page 3 ITEM 1118 i i r 1 "No Planning" - Insure ability to implement long range planning. As mentioned earlier, Planning Department development case review service loads have remained and will remain about the same over the next year as we have experienced over the last two years. There is a great deal of planning, or non-development case review work going on. Attached is our current project work load. The proposed budget provides for continuation of these projects into next year. If positions are cut within the Planning Department, many planning activities will cease, .an KObO1nsqA1UF i t dw 2776x F 1 i r PROJ, 21 AUGUST 91 STATUSI AMID I SEPT I DCT I NOV. I DEC.-JULY I I I I I f Sign Ordinance Amendment Jd3 I I P6z 1. "Face Changing" i i 28 Aug.i I I i 2. Variance/Special Exception Criteria i I I I I I Rewrite zoning ordinance (i) I IF formed. 1 I I I I Frank (R) I Agenda drafts to February 92 complete. I { I I I Assignments made, i I I I I Problems and solutions paper completed. I Council snd P& z briefings: May 91. I i I I I I I I I I I I I I ! E 1. Conditioned zoning I Council approved 21 May 91. i i I I I j I I I ~ I I I I I I , 2. Residential use in non- I Approved 5 Feb. 91. I i i I I residential district y 4 t I I -I- 3. Zoning districts I Six options prepared to ZDTF I Aug. 91. I ZOTF I P b z I cc I I Harry (R) Karen (S) Steve (S) I "Test" multiple districts and one non- I selects] brief I brief I i Frank (V, R, A) I residential district options for Aug IF I optionsl I I I meeting l I l l i I- I I I I , j 4. outdoor Amusement District I Approved 25 June 91 i I I I I i I I i l 1 S. Amend PD Article I Adopted 5 Feb. 91 I I i I i 6. Accessory Uses ~Approved 21 May 91 I I I I I_ R-Responsibility V-Veto A-Advise/Review S-Support 4 Strategic issue PRIORIIYI (1) High (111) Low . 1555e , Projects 21 August 9, Page 2 W ( STATus I AUG._J SEPT. I ocr._ I nov. I DEC.-JULY I I I i T, Entranceway Regs. (1) 11. Slide shat to k. Lakes and University J f I. I J I Karen (R) Owen (A) I Drive groups I I f I I ( 2. slide show to ITF 21 Mar. 91 3. More strict regulations difficult in hard I I f I I economic times, I I I I i ` J o overhead wire nei hborh ` 9 rod adjacency I I I I 1 ` I and 40 setback 7n freeways are remaii+ng J I I i f J Issues I I I J I B. Airport Zoning Harry (R) (11) I Planning and Zoning/Airport Board Joint i I I I b. a. Adopt authority J meeting in 1489. Recommendation from Board ( I I b. Adopt height and land ese I and P91: iT April 91, comvatibility standards/districts I a. City Council approved 26 June 91. I J f I J c. Airport mailing list ( b, Property owner mailing list. f I I J Todd (A) (1) I I I I I I d. coordinate with Airport Master Pending appointment, Planning I I f I I I J I f I I I *Entranceway Planning (!lI) 13rd draft of Chs. 1 rejected I I J Frank (A,V) Owen (R) Karen (R) Harry (S) f on hold, except *Chapter 2. Poor political J I I I J atmosphere to press forward. I I 1 I R•-Resports1bl11ty V-Veto Ad A-vise/Review S -Support L' strategic issue PRIORITY; (1) High (111) tow r r i 1555E E ~ sss....... - ._..-.:..uurutix-r...w~~r .r.«..,a w..-.......... _ a . i r ~ Projects 21 August 91 Page 3 1 I STATUS 1 AUG. I SEPT. OCT. I NOV. I DEC.-JULY HOLD. ! Chapter 1 Components I Develop alternatives from inventory. Take I I I I I I 1. Landscape - Owen (R) I to P & Z and Council. Involve people In I 1 I I # ( 2. Transpo - Owen (R), Harry (A) I corridors. I I I I I a. Traffic Impact analysis/modeling I I I I I I Harry (R) 12a. TRANSPLAN to P b Z: 14 Nov. I ! I I I E Jerry (R) I I ! I I I 3. Land Use - Karen (R) 13b. Complete. Further TIA of office and I I # I 1 a. inventory Corridors - Karen (R)(111) I multi-family uses on carroll in I I I I I b. N. Carroll Neighborhood Study (1) I engineering since March. Very low I I I I I Harry (R) 1 priority. I I 1 1 1 C. Inventory corridors: Land use data I I I # I I and amps show distinguishable I I 1 I I I character. I I # I I I 1 I i # # e Chapter 2 Public Improvements Owen (A) (1) 13d draft prepared. Reviewed by Parks. ! I Beaut. ( I I (24 May 91). I 1 cow. I I I I I i I # ~ , ! I I I I 1 Chapter 3 Regulatory Approaches, { To ZOTF July 91. 1 4• I 1 I I Design Guidelines (111) I I I I Land Use - Karen (R) I ( 1 I I I Transpo - Owen IR) I Hold. Poor political climate, Residential I 1 I I 1 4, interview planners In Arlington and ! adjacency standards and 40' setback, no I ( I I I Richardson. own and Karen (R) I parking only, to zoning ordinance rewrite. 1 I I I ( ? S. Slides of entranceways.. Donna (R) I ( I I I I *6. Propose corridor planning with corridor 16. North Lakes and University Drive business 16. I I I 1 } owners and their neighbors. I slide show. I I 1 I ! l I E R-Responsibility V-Veto A-Advise/Review S-Support Strataglc Issue PRIORITY: (I) High (1111 Low f i 155E,e i°. i 1 t~ Projects 21 August . Page 4 STATUS - - I AUG. I SEPF. OCT. PM. I DEC.-JULY *Teasley Landscaping (111) J Application to SDHPT submitted. I I I I I Owen IR) i SDHPT postponed improvements to Teasley. I I I I I 1. oetall landscape plan I I ( I I 2. Detail irrigation plan J f J I I I 3. Minute order from SOHPT l 3. June 23, 1991: "Haigh working on other I 3. I I I I 4. Minute Order approved by Council l things." I I I I I o Rick discussed with SDHP1 In July 191 i f I I *Ft. Worth Drive 1-35 to Collins ~ I ~ I I I I ( Pending road design by Engineering and CIP I I. I I I I Landscape Alan (Ili) Owen IR) i funding. i i 2. i 1. 1. Coordinate with Engineering plans 31 2. Executive Staff l 3. Beautification I I I I I I 4. Planning and Zoning I I I I I I S. Council I I I 6. In CIP ' - I t I I I ~ *University Drive landscape plan. f 1. Grass planted July 91. Trees by SDHPI duel I Owen (R) 1 I I I I l fall 41. 1. Malone to I-3511 J o Tie In to entranceway planning, I I I I I 2. Malone to leg t o Based on SOHPT plan. I I I I I I I I I I I I ' Dallas Drive Landscaping (111) l o Follow up on Governor's award and Minute I J I I i own (S) J order 1 I I ! I I o Coordinate Parks and Beautification, i I ( J ; L I i [ l l l J I I *lree City USA designation (111) J 1. Council proclamation April 19 191. Owen (R) 12. Applications made May 91. Forest Service I ( I I I approved. Due back ;1" I*c. 91, I I I I I R-Responsibility Y-Veto A-Advise/Review S-Support * Strategic Issue PRIORITY: (1) High (tit) Low ' a i i t 1555e V i i s i i ~.1• EfYti!iI Projects 21 August 9, Pag d STATUS _ i AW. SEPT. OCT. i NOV. DEC.-JULY_ Annexation Plan - (111) I 7th draft In revision. I Exec. I I I I Harry (R), Frank (Y) (5) I Delayed due to redistricting, rewrite i staff: I I I I Steve (S) I zoning. I speclall I I I 1. "Donut" analysis/case study 1 5. Completed April 191. 1 meetingl I I I 2. Boundary negotiation strategies with otherl 3. Modeling Is very data intensive; may take I I I I ! cities and utilities l 6-8 months to get it correctly. To move I I I I I 3. fiscal Impact Analysis 1 plan forward with work element to develop I I i I ! 4, service level definition l modeling. I I I I I 5. Research other's boundaries 1 I I I I I Platting Process (1) I Conte., Sept. 6, Sept. 19, Oct. 11, Oct. 31 1 I P b X I CC I I Frank (R), DRC (A) 115 Nov., 10 Jan. I I I I I ? 1. Fee Schedule (111) - Owen (R) 1 P&Z: OK, 13 Feb. 91. CC: OK, 5 Mar. I I I I I l Court cases and legislation may amend. 1 I I I I 2. Survey variance criteria and perimeter 1 { 12. I f I street paving - Owen (R) l Delayed due to "SIGNS 111". l I I I I i SOB I Annual report in TN3, April 191. l I I I I None In City. I I I I I Accounting (1) Carlene (R) l 1. completed. Jane (5) 12 & 3, 4 set up, but no printout, 1. HLC account to reimburse Planning I I I I I I 2. Sesquicentennial printout I Main street to sesquicentennial I I I I ! t 3. Private Funding Account I I I I I I 4. Paver account to CODA I I I ! ! I 1 S. Document revenue to line Item ! 6, Historical Marker Account I fl-Responsibility Y-Veto A-Mvise/Review 5-support * Strategic Issue PRICNIIYs (1) High (111) Low J i ~ i 1555e^ "r t Projects 21 August Page 6 I STATUS i Auo. i SEPT. OCT, 1 NOV. I DEC.-JULY Off-premise sign fees and removal. I I I I i I Letters nailed. Fees coming in. Many iTO Lioydi + 1 1 Donna (R) (1) 1 illegal signs. Memo to Lloyd 2 May 91. Removal: Legal opinion: "depends on situation." 2d memo to Boyd, Decision, *Downtown Plan (i) I I ( I 1 I Jane (R) + 1.-2. Organizational meeting l24June 91. I I I i I Board to discuss end of July 91. I I 1 1. Develop mission 13. CC Briefing 27 Nov. 90. 1 I I 2. Develop strategic plan I CC got Main St, evaluation 15 Feb. 91. 1 I I 1 3. Report to Council on Resource Team ( 4. Held Apr, 91. I I I I I Report 1 o Proposed to Advisory Board 29 July 91. 1 t i I , 4. Retreat with Board and CDBA committees to do most of planning. + C S. Historical Marker Account j -L ( I I "Downtown Retail Recruitment. Jane (R) (111) 1 I I j I - f Matt Soltis project, no progress. Train museum. Jane (R) (111) I Meeting in Dallas with museum, Aug. 91 I I I I Very long shot. 1 ~L i + Parking Management Plan (11) 1 Jaffe (R) I. Volunteer cannot meet deadlines, i 3. CC + 1 1 1 I 1. Conduct survey I I f j 2. Coordinate with downtown streetscape 3. Associated With Williams Trade Sq. ( I 1 I contract with county. I 1 R-Responsibil4ty Y-Veto A-Advise/Review S-Support * Strategic issue PRIORITY; (I) High (111) Low f f I 1555e i i i k f t- Projects 21 Aug,istb, Page I ~ ! STATUS ! AUG. I SEPT. I OCT. NOW I OfC,-JULY Housing Program (I) 11. Assistance from NDc f I i I I I Barbara (R) I approved Apr 91. Training in July 91. I I I I I 1. Comprehensive assistance I WC due In Oct. 91, + i + 2. Homeless grant 12, Approved July 91. 3. Urban Homesteading 13. Feds did not fund, I I I I 4. Home ownership financial assistance with 14. In CD80 91-92 budget, I I ! HOhE - ! I I 1 I I I f I Comprehensive Housing Assistance Strategy I Data gathering to Harry 12 Aug I ! I I (CHAS) (11) Barb (R), Harry (S) + due out end September. ~ I - *Plan for Greenbelts (1) I Plan approved 16 April 91. I I i I 1 Frank (R), Owen, Karen (A,S) I o Coordinate with Drainage District 1. Corps recon. J Policy/Plan I I I ! I I I I. Submitted to Corps 21 May 91 for FY93 I I ( I I budget request I ! I ! Sprinkler Ordinance/Fire Flow f council passed Apr. 30 91. I ! I I I fff I I Fire flow problems: o Scripture @ Ector I I I o Carroll @ Maple I o Davis and Ruddell l ' I o Hillcrest I I I R i ; i i ! I I I I R-Responstbility V-Veto A-Advise/Review S-Support + Strategic Issue PRIORITY: (1) High (111) Low f 1 i ( 1555e i:._ilrs\s~ 1 Projects 21 August Page 8 i i i STATUS AUG. I SEPT, I OCT, I NOV. I DEC -JULY Data Management/for-casting Harry (R) I 2. Complete Sept, 20. I 3. I I I I 4, 9. 1. LUMIS I 3. Annual report published 22 Jan. 1991 I I I ( I 2. Census/Post Census Report I Ist Quarter out April 91 I I I I I 3. Growth Reports J 5. Completed Feb 191. 2nd revision I I I I I completed Aug, 91. 1 I I I I 4. Revise forecast, maps, and data by TSt I 6. complete up to Sep. 90, Going on GIS. I I I I I 5. Verify utility forecasts I 7, Completed Dec. 90. I 51 I I I I Steve (S), Harry (R), Paul (S) + 8. "Coning up" slowly, I I I I I 6. Growth Map I 9. Growth rates for next 3-5 years may be I I I I I 7. Plug in RISC 6000 I too high. Flat rate does not match I I I I I B. TIGER on machine (II1) I history. utilities wants to start in I I I I i i 9. Revise forecasts (l) I July. I I I I I it 10. Update previous year estimates for 110. use housing committee to "smooth" I I I I I budget (1) I estimates. I ! I I I I ! I ) I I ~ y Redistricting (1) 11. Pre-empted by County. 2' I I I I t 1 3. 14. I I ! ` Harry (R) Steve (S) Paul (S) Todd (S) I o Acquired census block tape I I I I I 1. Split county precincts I o Prepared 80-90 comparisons I f I I I 2. Prepare scenarios I o Coordinate with county, lnfom*d Don Hill I I I I 3, Issue paper to Lloyd and Debra. I 26 June 91, I I I I 4. Council approval of schedule and goals. J o Briefed Council. 19 Mar 91 8 21 May 91. I i I I I ! I o Latest census figures. Not to be adjusted I I I I I (July 15, 1991). OIS Inpiew+entation t I Harry (R, 5), Paul (R, S) I I I J I 1. USOS base map (1) I 1. On Paul's work station, I I I I I 1 2. Y t H translation (11) I 2. Coning in piecemeal. toning map in. j I I 3. Conversion (I) I 3. Mostly complete. 4. Tiger/Census data for redistricting I Concept map and zoning in. 5. looing Map fill) I 4. TIGER up INFO file "RELAting" being done,l I 6, Tie to main frame. I S. Concept map converted, I I + ( I 6. Working on Growth Maps. i I I I I 1 R-ResponsibiI ty V-Veto A-Advise/Revlew S.-Support ■ Strategic Issue PRIORITY; (I) High (111) Low 1 1555e t ' was-..w. . Ailwyµc...~,,, t Projects 21 August 91 Page 9 STATUS I AUG. L SEPT. OCf. I NOV. I DEC.-JULY I I I I I I Thoroughfare Planning (111) J "2010 Growth on 1990 Plan" by TRANSPLAN I { { { { Harry (R), Frank (A,V), Donna (A) I completed. Briefing to P b Z, 28 Nov. I. Employment verification with NTCOG { Council: 5 Mar. 91. { I I I I 2. Revise forecast maps and charts, 3. Update 1SZ map and give to NTCOG- J ! i I I I i! I l t_ I Develop Master Plan/Strategic Plan (111) 13. In utilities as low priority. { I I { Harry (R), Steve (s) J I 1 I I { Paul-GIs (S) I { I I { 1. Expand area to EYJ. I Hold, pending coipletion of Zoning Ordinance, I { J I I 2. Compile policy. I Annexation Plan, and redistricting. { I I I I 3. Develop new maps for water and sewers. J j I I I F 4. Develop new/consolidate policy. 5. Develop strategic plan; consulidate with I I I I I I strategic goals and success elements. i I I I { I 6. Request TF, Consider doing with I I I "2000 Committee." { 1. Put together interdepartmental staff I I I I I I team. I I I f 8. Prepare for "true" comprehensive plan. I 9. Use to review MP. Numan Services Survey 11. Report to CC. { 1, I f Todd (R) I R-Responsibility V-Veto A-Advise/Review S-Support * Strategic Issue PRIORITY: (1) High (III) Low i 1 t I 1555e ya. , er+m,~ I i { Projects - 21 August Page 10 STATUS I AUG. _L SEPT. I OCT. I NOV. I DEC.-JULY I I I 1 *FY91 HLC activities and CLG Grants. Jane (R) 11. Discussed and approved by HLC, 12. a. I I l I 1. Apply (1) J 17 Dec., 1990 J Due I I I I 2. O'Neil Ford Brochure 12. a. Draft completed. I state I J { I a. Develop copy Ly July 91 J 3. 5ote approved, but pending budget J for I I l 1 b. Print by July 92 I package approval. I refund. 3. Austin Conference by July 92 J 4. Completed Feb. 91. I I I I I 4. Quakertown Marker 15. Discussed by HLC 0 April 91 5. Historic Marker criteria 16. Update Preservation Plan, I I I I I 6, fY 92-93 projects J I I I R I I I I _._._L-.l NT Fair I I I { i I 1. Rezoning, 11. Completed 4 Sept. 90 I 1 I 2. Signs. 12. To rewrite of sign ordinance. 80% rule tol I I I 1 3. New District. OAR (II) I be deleted. completed 16 April 91 I I I I I No sign permit application made. I I I I I 13. P6Z approved concept 12 Sept. I I I 1 I 4. New elec. meters 14. Utilities Installed meters. Assistance I J I I I I by BI concerning installation continuing. i I l I I i *Downtown Streetscape (I1) 1 4. Contribution account set up to transfer to( I I 1 I. Lighting I cow. I I i 2. signals I I I I l l 3. Pavers I To complete demonstration at Ist State Bank I I I I 1 4. Fund raising for 3. I corner by need Aug. 91 Jane (R), others IA,V) I I I ! I I i. 1 I _ 1 f I I I I ! I< ~ Annexation taxer - Harry (R) (111) I I. Check area with 015. I I I ( J 2. 2, coordinate with our tax office and J I I I Appraisal District. Use HSUTPC I I I I annexation. + i L l R-Responsibility V-Veto A-Advise/Review S-Support * Strategic Issue PRIORIIY: (t) High (111) Low l f 1555e r- - - 1 zI 1 t~F@7y3 I i r-~ Protects 3 21 August 9! Page 11 STATUS AUU. SEPT. I OCT. I NOY I DEC JULY Service Center Beautification Plan Owen (s) 1I ! I I I Pool Ordinance (1) Jackle (R) ; 1. Inventory pool owners I Council Complete Oct. 2 2. Notify I. d 2. Complete Nov. 90, Pool owners and fence companies 3. inspect compliance f 3. Begin Inspection Mar. 91. Stopped, 4. Relnform fence companies and pool owners 4. a. Article in Paper Apr. '91. 1 b. Contacted fence companies in Apr. 191 1 status report in TW3 10 May 91. ( I 1 S. Meet with Betty and John Enforce very lightly. o PR problem Adopt New Construction Codes and fees Jackie (R) ( J To I. Building I Boards i + i + G 2. Plumbing 3. Mechanical 4. Electrical fees (i) + Y Revise zoning fees ± Karen (R) III With Article 11 amendment, 5 Feb. 91. 1. Determine actual costs of PD's j To be refined with TM. 2. Delete free downzoning ~ I l ( I r * Strategic issue R-Responsibility M-Veto A-Advise/Review S-Support PRIORITY: (I) High (111) Low ! i 1555e , l Projects 21 August . Page 12 I STATUS AUG. I SEPT. OCT. I NOV. I DEC.-JULY Y I I I I Bikeway/Pedestrian Plan (11) I I I I # # Owen (R) I I I # I 3 I. o on Greenbelt ! I I I I I o To Schools, destinations ! outline with corrections back to Owen In May ! ( I I ! 2. o coordinate with reg. amend. ! and Aug. I I I I I o Rail to Trail to Rail ! citizens and staff groups being formd, # ! I I ! 3. Seek citizen proponent, support I # l *Neighborhood Involvement ! 3 d B. With Entranceway Planning. ! ! 3a. 1. Southridge - Zoning ! 6. Briefed P b Z March 6 on development ! ! Parks 2. NICE (Barb) ! transition plan. ! ! Board ! ! ! 3. M. Lakes (Frank) { 5. Meetings with entire team and Mark Fleege ! I to ! ! ! 3a, Entrance sign (Owen) # o Layoff sensitive. ! (approve.! I # 4. West Denton (Barb) I ! I I I # S, Township 11 - Zoning (Karen) ! 3a. Owen to neighborhood meeting 21 June. I ! ! ! I 6. N. Carroll Blvd (Harry) ! Wall with sign on It. to Parks Board # ! ) I ! I I Aug. i ! 1. organize quarterly meetings Frank (R) # 12, organize, define Issues, entranceways. I # ! ! { S. Contact University Drive Assoc. ! 13. Nelghborhood meting being arranged. ! I ! ! i 9, Central Business District (Jane) ! 1. Hold. I I I # I 10. Prepare neighborhood boundary and base ! I I I I I 11. Prepare neighborhood demographics and i I I ! # # land use data, 12. Forrestridge I I I I- I I 13, Services - oene Truss Parking and Landscape Brochures (111) ! HOLD. I ! ( I i Owen (R) Paul (s) I I I I E I E I 1 l f I ) R-Responsibility V-Veto A-Advise/Review S-Support + Strategic Issue PRIORITY: (1) High MO Low j 1 1 I 1555e ~ F1 ~.Xn AiGSGfY l MAW,] 4 Projects 21 August Page 13 STATUS AUG. I SEPT. ( OCT. I NOV I OEC.-JIILY *Quarterly Developer/Neighborhood Meetings I I I 1 I 1 6. No response, PUt off until stronger 1. Infrastructure, Intensity and + I I benefit to completing, development coordination Frank (R) + ' + f 2. Creating a unique sense of place 1 3. Regulatory streamlining I I 4. Coordinate With Chamber, developers, I ! I I I rota 5. Strategic Planning I + I 1 6. In LBC In June. I I I I I 1 I f I I I *City Views Articles Frank (R) (111) 14. Received May 1. Not useful. ! i ! + { I. Reg. streamlining I 2. TO oRC May 91. Not published, i I I I I 2. Greenbelt policy 3. Neighborhood planning and responsiveness I I I I I 4. TWIT drafts Internal and Cross Training (111) I I I ! f I I 1, ORC Feb 91 completed. 1, Intensity ORC -offer to Execs. (frank) I 2. Entranceways (Owen) I I I + f I { 3. Building Inspections (Jackie) I I I I I l :I- 4. CLO (Jane) S. Writing Better I I I I I I I I I I I , Development Check List (11) + iCompletel Frank (R) Karen (S) Jackie (5) Owen (S) J ORC (S) I I I 1 + R-Responsibility V-Veto A-Advise/Review 5-Support * Strategic Issue PRIORITY: (I) High (111) Low i I I L 1 1555# ! 9+.t 0!ai~3:29 1 .'s e}.Z1fiN+tl Projects 'i 21 Augpst Page 14 STATUS 1 AUG. I SEPT. OCT. NOV. I DEC.-JULY I I I I I Improve inspections level of service (1) I o internal discussion. I I I Retreatl I i Jackie (R) Inspectors (S) l o Consider TEAMS with Betty Wilkerson. ( I I ( I _ Frank SS) I o Account for time/measure performance. I l I I I I o Retreat I I I I I ! I I j Dkmolition process (1) I - Meeting with manager's office June and I I I I I Jackie (R) Robbie (S) Donna W. (S) I July 91. Council brief July 91. I I I I l I - Tasks: ! ! I I I I a. inventory, consolidate lists, I I I I I I b. Report preparation for Council I c. Determine who would do lien res?arch I I I ( I I d. Prioritize I { I I I I e. Monthly status report f. Data in GIs f I I I f Update DDP with Greenbelt Pulicy and Concept 11. Study area 19 and northern urban center ( I i I I Map Amendments. (111) I by Rancho Vista, I ( I I -I Harry (N) Paul (S) 12. Minor corrections. I I I I I Todd is) { 3, McKinney/288 moderate node. I I I Darlene (S) 14. concept Map In GIs. I I I I I I I I I 1 l' Word Process land use laws (111) ( To staff on June'24. I I I l { Owen (R) Karen (R) Darlene, Olivia (S) I May be scanned. I I I I I ` ;PAN Section 9 (111) { I, Work plan I I Draft l I I f Harry (R) Catherine (R) 1 2, Council brief I I Counclll { I 3. Section 9 application I I brief I I 4. 1992 - 35 PAN budget I i I l 5, Acceptance of Section 9 by UMTA, I I { I R-Responsibility V-Veto A-Advise/Review S-Support . Strategic Issue PRIORITY: (1) High (III) Low 1 L 15550 ( ri caw a t i I Projects 21 August ! Page 15 iII _ u I STATUS _ AU(i. I SEPT. I OCT. I NOV. I DEC.-JULY `E I I ! I I I ! Special Sign District meetings with strip I I. Meet with Denton Center. I I I I I center owners, managers and businesses and I Folsom and Twin Lakes week of 9 July 91. I I I I I associations. 12, Meeting with censor 25 July 91. I I I I I 11) Frank (R) Karen (S) 13. To discuss on University Drive. I I I 1 I Donna is) I 1 I I I I I ! I I I I Transition from current status to more ( I I I I I attractive and effective signage, I I I ( I I Lawyer issues with Entranceway planning. I I ( I I I ! I I I I I I o signage I ► f I f o Landscaping I I I I I I o Curb Cuts I I I I I o Internal Circulation I I I I I I o Residential edge I I l I I I 3 Charter Amendments i f I ! Frank (R) It I I I I I -1 i J I I 1 ( ; ! I I I I I Elementary school site selection ( I I I I I ' Harry (R) It R-Responsibility V-Veto A-Advise/Review S-Support i Strategic Issue PRIORITY: (1) Nigh (111) Low I i i ! i I 1555e t j~y.AS ~Yba!d o 1 i .W:R.l ITEM lI19 lines and manholes, in not keeping up with funding the depreciation expense and getting further in debt to the Electric Department each year. (See Howard Martin's memo attache(j) 4. Budget Implications of Upper Trinity Regional Water Districu, The immediate budget implication relating to the UTRWD is the loss in 1992 of the anticipated $400,000 that would have been received from UTRWD for 498 of the engineering, Right of Way etc., if Denton would have continued on with the Joint Ownership concept, This represents an approximate 3,58 increase in water rates for 1992, Preliminary calculations indicate that if Denton sells wholesale water to the UTRWD, Denton's rates could be 58 lower than if Denton does not provide such Wholesale service, Also, if Benton 1 1 sells the UTRWD 498 of the Ray Roberts Plant, Denton's rates could be 10 to 118 lower than if Denton does not sell part of the plant and does not sell wholesale water, s However, if Denton does not sell wholesale or part of the plant, it might be possible to put off plant startup date to 1996 vs the present planned 1995, depending, of course, on the growth of Denton. This delays $1,000,000 of debt service by one year which will represent about a 78 rate increase one year, later than if Denton entered into a joint ownership or a wholesale contract with the Upper Trinity Regional Water District, Board Action on Rates The Public utilities Board took the following a on Thursday, August 22, 1991 relating to rateaction at their meeting Electric: Recommended to reduce the Energy Cost Adlustment from 1,9¢/KWH to 1,7,6K H, This results in a 38 or approximately $1,550,000 reduction. The Board also requested that the revenues and expenses be reviewed after the first quarter of fiscal 1992 to determine if a further reduction or eobate might be possible, This recommendation was based on the fact that there is some uncertainty about the return of the $2,000,000 of surplus earnings at-TMPA, and future cost of natural gas. The natural gas fuel budget was based on an estimate that gas would cost $1.99 per million BTU (mmbtu). If gas continues to stay down at the present $1.35 to $1.55 range, another sl to ,2~/KWH reduction in the ECA would be possible, A ,1¢/KWH reduction represents $780,000 in revenues, t PAGE 4 i y WIWI j k ITEM #20 i i Building Improvements/Maintenance is discussed in the Major Budget Issues Report on page 61, I 1 ` E t, i i I i i i - 6?lkil i t I CI T) OF i ENTOO { TAX COLLECTION REPORT INTERIM REPORT FOR 1FIE MONTri ENDING JULY 31. 19r)1 Delinquent C~urrer,t Fiscal '0- Tax l.olle,.tton "lo r"lth To tsl - i L'330 & PRIOR ),3 1:7.06 19c,1 11.61 49`'.57 I y 92, 1'7.13 1 , 410. 15 1353 274 ♦ 7 5 723. 41 L934 103.49 3•.15.'111 1785 420,62 <,140.71, 1 "~8n '36,'3. `l 5 .1 . £3,54 , 59 19a"1 3,163.45 9,542.90 L98r, -,'?68.24 13) 011.12 198 "6,796.14 188,825.99 - - - - - - - - - - Total G,=linduent Collection 35,324.14 256,457.04 PenaLty & interest 11,759.'29 ;2,602.12 - - - - - - - - - - - - - - - - - - - - - - Total Prior Year Collections 47,083,43 329,059:16 'Current Tax Cnlle;ction 1n9Q_ 351,3;37.00 1.3,-447,614.22 Penalty & interest 20,902.24 9$,788.76 Total CY Collections 374,2{x,24 13-343 462 98 Total Tax Collections 421,322.67 13,672,522.14 1'790 raxMLevyY___ _ 1.3,721,067,15 Collections-YTD 13,247,674.22 96.515 Delinquent Collections-YTO 256,457.04 1.87% _ - - Prior year reearence data for the same time period E 1.999 Tax Levy 13,207,878.73 ollections-YTO 12,457,412.24 94 52% Delinquent Collections-YTO 306,940.01 2.a2'G ~I r cITY of DlNTON, rAMS MUNICIPAL BUILDING / 21S E. McKINNEY / DENTON, TEXAS 76101 MEMORANDUM TO: John F. McGrane, Executive Director of Finance PROM: Kathy DuCcse, Controller DATE: August 23, 1991 ` SUBJECT: DELINQUENT TAX COLLECTION In response to a request made by Councilman Perry, I have attached a tax collection report for the current fiscal year to date at July 310 1991, Please, let me know if you have any questions or need any further information. _ry r 5995E KD:lb 1 l t r I 8171S66.8200 D/P'W METRO 434.2524 `{jYA. it 41~fflA 1 ` teAt'Q f I h MUNICIPAL BUILDING / 215 E. McK1NNEY / DENTON, TL'XAS 76101 CiTy of DENTON, Tff"S r M E M O R A N D U M T0: John F. MCGrane, Executive Director of Finance FROM: Corrie McClungCkBudget Analyst DATE: August 23, 1991 r SUBJECT: SUPPLEMENTS TO PROPOSED BUDGET AND INFORMATION ITEMS The 1991/92 Proposed Budget was subpplement 1 Jepluly 301 e 1991. Since its presentation, su pages have been distributed along with information items per council's request. These information items and replacement pages are enclosdd for a more convenient and complete reference source. -1 If you have any questions please contact me. r. ~ i l 5986E CM,Ib i rl I 817/566.8200 D/PW METRO 434.2529 ' 1 ' i}CMyryyl9 CITY 01 DENTON, TEXAS MUNICIPAL. BUILDING / 215 E. McKINNEY i DENTON, TEXAS 76201 MEMORANDUM DATE: August 23, 1991 T0: Lloyd V. Harrell, City Manager Harlan L. Jefferson, Treasurer ; FROId. , j j SUBJECT: THE TEXAS PROPERTY TAX CODE This memorandum is in response to councilman John Trent's question regarding the effective date of the property tax laws. In 1979 the Property Tax Code was enacted into law by the 66th Texas Legislature. However, every Legislature since that time has made changes to the Proert Tax Code. These changes range from notice-and-hearing requirements o t e way we calculate the effective tax rate. ` I i„ If you have. any. other questions, please. do not hesitate to contact me. HLJ: of 5991F i f I l 8171566.8200 ID/FW METRO 434.2529 p~' ntrur<a Awn% CITY of oirNTON, TZXA0 MUNICIPAL BUILDING / 115 E, WKINNEY / DEN TON, TEXAS 76201 MEMORANDUM DATE: August 51 1991 TO: Lloyd V. Harrell, City Manager ' FROM: John F. McGrane, Executive Director of Finance SUBJECT: CITY COUNCIL BUDGET INFORMATION REQUEST j During the presentation of the major budget issues three requests for additional information were made. They were: 1. A survey of other cities on human service agency funding and service levels. 2. An analysis of Flow Regional Medical Center. 3. Update on ambulance receivables. I have attached two memorandums addressing' item numbers two and three, Staff is still conducting the survey relating to item one. As soon as the additional information is available we will forward it to your office. JFMCG:af Attachments r• 5941E 1 E S. J 811/566.8100 D/FW METRO 434-2529 I , T- _ r - 1 1 1 MEMO #91-051 TOs Mr. R. Svehla, Deputy City Manager FROMs J. L. Cook, Jr., Fire Chief r~N DATES 6 August, 1991 RES OPENING STATION SIYs OPTION FOUR In response to several concerns raised about the three previous f staffing options for proposed Fire Station Number Six, I have developed a Fourth Option for Council consideration. The Fourth Option results from several discussions held with a captain from each shift: (E. Woodruff, A Shift; E. Tomlin - B Shift and B. Cole - C Shift), The scenario for option Four is as follows: 1. Station six would be buil as planned. 2. Upon completion of Station Six, existing Station One would be closed. 3. Existing personnel would be distributed among Stations 2, 30 4, 5, and 6. 4. Nine (9) new fire fighters would be employed at an annual cost of $3170000.00. They would be distributed three to each shift. Minimum staffing would increase from 22 to 24 per shift. 5. A Quint would be purchased which would allow us to place the snorkel in reserve and redistributes 3 personnel per shift, 6. Five fire companies would then operate with a minimum staffing of four personnel each (5 x 4 a 201. 7. The remaining four would be distributed as follows: two (2) on an ambulance to make out of town EMS calla and in town calls as needed. The remaining two personnel would be divided to drive an ambulance, a booster, or other unit as needed. at EMS calls would be handled by a response of a four-member, paramedic engine/ ambulance company on each medical calla The nearest engine would always be dispatched, An ambulance with an extra driver would respond from one of the two stations with a 5th person. If the patient were transferred, the paramedics from the first-due engine would ride to the rK t~ eYts.nsq i ~ lC'giJ71 l lsemo 091-51 (continued) Rage 2 of 2 hospital in the ambulance. The engine would follow the ambulance to the hospital to retrieve its personnel. 9. Fire calls would receive the three engine companies and a one- man ambulance (3 x 4 m 12 + 1 - 13]. On a report of a working fire, the rehab, snorkel or other unit would also be dispatched using the other 115th mane as needed and/or available. Advantages of option Four: 1. Annual costs are approximately the same as Option III - $400,000.00. i 2. The overlap of stations one and Three is eliminated and overall response is improvad by opening Station Six. 3. New apparatus allows 4-man companies. 4 man companies are safer and more efficient. i 4. Provides for remodeling and repair of existing stations by delaying hiring by r, few months, f 4' S. Not building a =mbination station allows debt service to be ~ used for Opticom equipment, a 9th fire fighter, and debt service for new administrative offices. 6. Improved EMS services due to a paramedic engine responding on every call. 7. Greater flexibility in use of personnel and equipment, 8. $200,000 allocated for relocation of administration at a later i date without the need to incur any debt. Risadyantaaeas 1. Implications which result from closing Station One. 2, separation of administrative offices from a fire station. 3. A minimum number of additional personnel during peak hogrs. 4. May result in future 1OKey Rate$$ penalties duA to non- traditional approach. still would be deficient by State/National Standards. JLC/ec 1 IL L(RLtJ; t OPTION 4 lilt 10103 011"119 lotuu COBS casts rruurlutuun111rruun11t1nnuuuntlnurrnttntnt:mttlu:rlrllu1111114u11112t1rr111lti11111rli11p1t2uuuuuu2:ru1aulunulsttuunuul 100'1 CORllnildl Jowl fuf0lft TIM IISC. COSIS ISF2Ct 01 LIM 0XII CoiuR Caurlt (118,002 itlt,od6 1101,000 Jyl, lip. teat 310,040 fu11CflS CIATI 114,000 1190,OOa !4!!,008 31tI,ON I1SI,n1 1104,000 taro NI,0d0IMIMI MICA 14 111:,000 331,W0 IUIll If It•!1 , Afflict t1I,4o0 1!14,000 Illl,du 13 It'NO nlt,0" 11U,010 t MIrSI !41,000 ItD,490 -010,900 ! 01.11 r: Irn,ddo iu,141 4.22!8 331,920 std,4o-a ' iso,o" 1941,4" an,u1 1x9,1" 1nr,d" 1al,dal Idyll ua,1" ut,aoa !s•n s1s1,to1 ei{,1" Iuc 11 $11,200 pt lull) 60018 1{9,P" 110,900 l` 110,010 1trl,cco 1111,100 ,14,1" pll,0" 1111,da1 10111 310,071 f21,0" I IS•!i 011 b I0a 141,100 lug 11 ' 111,201 (if luul} Ilei if (10,4 r,l Itl,001 1!00,000 1111,1" lII,I" Nlf,l" 1111,401 MIJL J01,IN 11001"0 J ! Ica! 31:1,1" 110,1" Itu 11 111,201 (1f Lusil 19,001 UOi,001 1111,100 3i,tM 110!,1" 1111,1" l al0ill 1{1,000 {20,404 MIC" It-to tSI I,e00 114,000 Itk 11 Ind, J) 1Jt,lM (i1 am) If slut 1.9018 311,40f Jl0,0" kf,tPO 3"1,2" 1111,001 31,1" 1Jff,0" Il11,0u Mfll 1u,C" 1n,091 i W$I 1111,0" I li{,"1 Itv 11 S Hilt" (IF luu} i I.9a1R 1{O,P09 1!0,400 I {4,100 3113,1" 11lf,"1 JI 1nt,IN 111h1" fR1l !90,101 11e,1" li-01 Ilti,"1 1!{,1N (fill if JSS,tu Ilf GU/' I•"IR 111,101 !0 j IIIf;oMl J111,ON gt1,eN to 4111,1" illy, OF 10111 tills" 11 a3lplMi0pl 11 I M11f101! "UtIM tut I!!1 11 Prumilf 1'Gtf'ppt71 xy 131,101 ICWiR 14ttsR 111,1"1 7} oMFY syltt0l Ill 11C0111t it 41 sun MV Ill 1111 lull 01 IM 1COL fin=l 0118 10,m1r1 f0t11 wit 11",011 SI YM4NCt wumm 111,1" f If, 1141111 11 tLxt it fl0t0111 Ciao • 101 ! flu (1nla, 1 $11019111110111 1 lilt" 108111 OW + 1100" Il nAllW - 111Osl WHO W 111110119 11100 fulu l tl!"1 u11C 11 W WON Y 1Jf"e 11 Ill wain 211 uln of 0S1lflu 1191.11 fI1 suits, dill. t IY S. d9`YXiZjq ' JL.495'E k~ Human Services Survey TOTAL CITY H.S. SET H.S. OFFERED POPULATION Denton $890523 $,64 million SPAN, Friends of the 66,260 (CDBG) (CDBG) Family, Fred Moore Child $172,000 $27.9 Care Center, Denton City- (General million County Day Nursery, RSVP, i Fund) (General HOPE, A I D e n t o n, ` i Fund) Community Food Center, Parents Anonymous, I Parental Clinic for Denton County, Handi-Hop Baytown $15,750 $.67 million Senior Citizen Taxi, Low 63,850 (CDBG) (CDBG) Income Van Program $12,000 $21.7 (General million Fund) (General Fund) Bryan $17,460 $.71 million Food Pantries, Rape Crisis, 55,002 (CDBG) (CDBG) Childrens' Foundation $217,000 $14.6 (prescriptions, em), (General million Disabled Employment Fund) (General Program, Runaway Shelter, Fund) Battered Womer& Shelter, Prenatal Clinic, Literacy Council Carrollton $149,000 $38 million Outpatient Nursing, Office 78,000 (General (General on Aging (not-for-profit Fund) Fund) agency), Troubled Teen Program College $89,250 $k6 million Drug Rehabilitation Center, 52,456 Station (CDBG) (CDBG) County Health, Retired $28,000 $16.4 Citizen Volunteer Center, (General million Food Bank Fund) (General Fund) i Farmers no funding $23.4 no services funded 24,100 Branch million Galveston $12,650 $1.29 Big Brothers and Big 59,070 (CDBG) million Sisters, Boys' Club, $193,650 (CDBG) Salvation Army, Homeless (General $19 million Shelter, Food Banks, Fund) (General Clothing Banks Fund) Grand $191,800 $.83 million Child Abuse Shelter, Child 100,250 Prairie (CDBG (CDBG) C a r e, E I d e r l y and $36.4 Transportation, Dallas WIC General million Program { Fund) (General (Fund) j Haltom no funding $17.5 no services funded 32,400 j City million (General Fund) Hurst $10,000 $13.1 YMCA Transportation 3000 c (General minion Program Fund) (General Fund) i Lewisville $55,000 $18.4 Senior Citizen SPAN Social 460521 (General million S e r v i c e s S P A N Fund) (General Transportation, Hospice Fund) Care, Family Violence, Family Counseling Services j Longview $73,500 $.65 million Drug Counseling Programs 70,311 (CDBG) (CDBG) (2), Battered Womens' $80,000 $23.5 Shelter, Literacy Program, (General million Elderly Taxi Subsidy Fund) (General Fund) McAllen $156,177 $26.3 Transportation for Disabled, 84,021 (General million Crisis Hotline, Womens' Fund) (General Center, Youth Services Fund) (non-profit agency), Youth Counseling, Legal Aid, GED Programs, Drug Counseling ; T-_ f 1 ~I I Mesquite $85,000 $.6 million YWCA Youth Programs 103,550 j (General (CDBG) Fund) $43.6 million (General Fund) Midland $25,000 $.8 million Battered Womens' Shelter, 89,443 (CDBG) (CDBG) Child Abuse Counseling, $200,000 $30.7 Day Care Center, Food (General million Bank, Clothing Bank Fund) (General Fund) North $1,500 $13.9 YMCA Transportation 45,600 Richland (General million Program, Homeless Shelter, Hills Fund) (General Rape Crisis Fund) Port $10,000 $25 million WIC, Food Bank, Soup 58,724 i Arthur (General (General Kitchen Fund) Fund) Temple $43,600 $.49 million Elderly Transportation, 46,109 (CDBG) (CDBG) MHMR Help Center, Family $18.9 Crisis, Senior Citizen million Activities (through (General Community Development), Fund) Meals on Wheels, Family Outreach abuse and Tamil counseling), American Red Cross, Battered Womens' Shelter E r 41 I 1 HUMAN SERVICI #JHVEV HESt;Lts i TOTAI HUMAN %BUDGET TOTAI. H 9 HS BIIDGBT GRICDBG SERVICES USED FOR BUDGET PER-CAPITA CifV BUDGET BUDGET POPULATION H.S. PER-CAPITA FUNDING nacc>cac~aaceacesceceaaaoe_=neec__c_-aa_oc-eoecoce x_cc_cxaaaecae_anaacc:ocacsscccccaa:=aw~nana~ca:aa~ase=. ~DY111o11 ;211 wo 000 1281 6t 29 66270 - 0.9116% :430.08 _ _ ~3^p5 Baylown =22,370.000 $27.750 63,650 0.1241% $350,36 $0.43 l Bryan $15,810.000 $234,480 55,002 1.6314% $278.35 $4.26 Carroll" $38,oxwo $140,000 78.000 0.392196 $487.18 $1.91 Collogo Stdon $17.000.000 $140.824 52.456 01827296 $324.08 WAS Formon 8ranoh $23,400.000 $0 24100 0.0000% ;970.95 $0.00 Govoblim $20,290,00 $208.300 69,070 1.0169% $343.49 $3.49 i Grand Pr" $37.230.00 $191,800 100,260 0.5152% $371.37 $1;91 i iW10M coy $17.500.00 $0 32.400 0.0000% X40.12 $0.00 HAM $13.100.00 $I 0A00 34.400 0.0783% $38829 $0.29 loN4o4Alo $18,400.000 $55,000 46.521 01290% $396.52 $1.18 i Lor9 $24,150.00 $73.500 70.311 0.3043% $943.47 $1.05 MoAAon $26.300,000 $156.177 84,021 0.590896 i $313,02 $1.88 Mo~qulN $44.200.00 $85.00 103.560 01923% $4211AS 110,1112 _ Mldand $31,500.000 $225,000 89.443 0.7143% $352.16 $2,52 North RkMand Hills $13.900,000 $1.500 45AW 0.0108% $304.82 $0.03 PotArrur MAO,000 $10.000 58.724 0.040096 $425.72 $0.17 + Tempi* $19.390,000 $4b,F~JA 4d,f09 0.2249% $12013 $0.95 r 1 i j v w M,U M r T T LP wry o/ offMrm. rRUS MUNICIPAL BUILDING / 215 E. MCKINNEY / DENTON, TEXAS 76201 MEMORANDUM n DATE: August 5, 1991 TO: Lloyd Y, Harrell, City Manager FROM: John F. McGrane, Executive Dire,.tor of Finance SUBJECT: FLOW REGIONAL MEDICAL CENTER FINANCIALS I have reviewed copies of the June 30, 1991, balance sheets for Flow Regional Medical Center (attached as Exhibit A). As indicated, total assets are $1,985,693,13. Of this amount, $356,077.65 is in current assets of cash and investments. Total liabilities as of June 30, 1991, were $125,527,69. The fund balance for the Regional Medical Center was $1,860,166.44. I have also reviewed the income statement for the nine months ending June 30, 1991 (copy attached as Exhibit 8). During the first nine months of the fiscal year, the income statement shows a loss of $35,154,65. This breaks down into $230,069.36 in net revenues and $265,223,91 in expenses, The largest expenditure for the period is $127,914,91 in legal fees. After reviewing both the balance sheet and the income statement, the `outlook for Flow Regional Medical Center at this time looks very favorable. In addition to the cash and investments as listed above, accounts receivable, which are outstanding patient bills, totals $995,024,50 with ailowancel; for doubtful accounts at $440,641.66. It is my understanding that these accounts have been turned over to a collection agency. In addition to that, non-patient accounts receivables amount to $112,739.64 alongg w10 a note receivable of $23,171,21. Also, there is the note receivable long-term which f is the amount still owing for the purchase of the hospital of $937,188,73. This information is taken only from the financials of the Regional Medical Center. It does not include any information from the foundation, If you need any additional information, or have any further questions, please feel free to contact me. JFMcG:af 5948E Attachments 817/566.8200 D/fw METRO 434,2529 IKNYrob:% J EXHIBIT A FLOW REGIONAL MEDICAL TENTER Balance Sheet June 300 1-:'dl 16~~8• Assets ASSETS CURRENT ASSETS 520 56.2W CASH IN DANK - OPERATING t,~0 CASH IN BANK - PAYROLL 42 INVESTMENTS - T BILL. 2+p0740",. 42 INVESTMENTS - i<ERT OF DEPOSIT Qo 1. ACCOUNTS RECEIVABLE 0'35,024.`0 ALLOWANCE FOR DOUBTFUL ACCTS C 440, E=i L . 64 ACCTS RECEIVABLE -NON PATIENT 1120739. 64 STOCK CERTIFICATE BETHLEHEM 20200.00 SURPLUS CERTIFICATE - THIE 53PGG1.00 - CITY OF DENTON (.).()o RECEIVABLE RECEIVABLE I - CURRENT 23,171.21 NOT Tc,tal CURRENT ASSETS l p0469371.34 OTHER ASSETS 9370188.73 NOTE RECEIVABLE - LONG TERM 20723.00 FURNITURE & EQUIPMENT (58'0 94) ACCUMULATED DEPRECIATION 9390321.79 Total OTHER ASSETS 109850693o13 Total Assets rssssrrrwsrarss liabilities y LIABILITIES CURRENT LIABILITIES 0.00 CURRENT BONDS PAYABLE 0.00 CURRENT ACCOUNTS PAYABLE 393.Gd FEDERAL WITHHOLDING 0100 EARNED INCOME CREDIT 161.75 FICA 0400 61ATE TAX PAYABLE 240972.94 BOND INTEREST PAYABLE 0100 MEDICAID PAYABLE 25p527.69 Total CURRENT LIABILITIES LONG TERM LIABILITIES 1000000.00 BONDS PAYABLE 0.09 j DEFERRED INCOME CITY 1000000.00 Total LONG TERM LIABILITIES 1230327.69 I T.atal L.iabilitiGs FUND BALANCE 10560029°5.'52 FUND BALANCE 2991879.92 GAIN LOSS CURRENT YEAR 108EO01E5.44 Total FUND BALANCE - i 1 ~ 38,00 633..1.. Te,tal Liabilities and Captal Y ti'rY6B:i'~ f a ~ ♦ J R.\tl`R FLOW RCGIONAL MEDICAL ~:CNTEr Income Statement Currant, YTD, and R'ati-:,s 9 Period(s) Ending June 30, 1391 Current V. Year-to-Date %IIVi:UME INTEREST INCOME - T BIL 157.43 3.5 181061.36 7.3 INTEREST INCOME -:D t!. 00 0 0.00 0 INTEREST INCOME - NOTE 0.00 0 0.00 0 BAD DEBT H;{ COVES<Y - AGE?. 00 ) 0.00 0 CHAD DEBT RECOVERY - T. 2,068.15 5.7 51002.23 2.2 DAD DEBT R, LC0VCRY - SEN 0.00 0 0.00 Ci f DAD DEBT RECOVERY - MIS 10.00 0 35. 23 17.1 f STOCK DIVIDENDS-BETHLEH 12.00 C1 36.00 o MINERAL RIGHTS - ARCHER 0.00 0 18.39 0 MCDIQAL RECORDS 0.00 0 0.00 C1 MISCELLANEOUS INi'OMF 0100 0 193,000.00 83.9 GAIN/LOSS SALE OF COUIP 0.00 0 0.00 0 -W--------- 'Total INCOME 3,347.58 9.'s 256,453.81 111.0 UF.UUC,1'IONS OF REVENUE BAD DEBT WRITE-TIFF 33,224.11 52.0 0.00 0 CONTRACTUAL ADJUSTMENTS 0.00 0 (10683.00) 0.7 ADMINISTRATIVE ADJU5TME (447.20) 1.2 (23,725.45) 10.3 Total DEDUCTIONS OF REV 321,776.51 90.7 =I,284.45) 11.0 - ) Total Income 361,124.49 100.0 2300069.36 100.0 f >PENSES SALARY EXPENSE 3,603.60 10.2 3'3,562.00 17.2 PAYROLL TAXES 281.80 0.8 20 064.7w 1.2 EMPLOYEE C+CNEFITS 90.27 0.2 11,220.94 0.5 PROFESSIONAL FEES St023.75 13.'3 G,823.75 3.0 LEGAL FEES 0100 G 1270314.91 55.5 E OPERATING SUPPLIES 23.33 0.1 263688 0.1 j COLLECTION EXPENSE 61,°x.93 1.7 29$820.55 13.0 DEPRECIATION EXPENSES 589,94 l; 6 58'3.94 0.3 t REPAIR EXPENSE 0100 U 180.00 0.1 INTGRCS•T EXPENSE 30031.70 8.4 56,.^.35610 24,4 f RENTAL/LEASE EXPENSE 0.00 0 0.00 0 INSURANCE EXPENSE 0.00 1) (2,1)16.00) 0.9 COMMUNICATIONS 198.81 0.6 10214.73 005 POSTAGE EXPENSE 72.13 0.2 543.36 02 TAXES - ARCHER COUNTY 0.00 0 0.00 0 -r-w-.Nrrr- Total EXPENSES 13,611.26 37.7 265,223.91 11343 w. Gross Profit (Loss) 221,513.23 62.3 (35,154.55) 15.3 Not Income (Loss) 220513.23 62.3 (350154155) 1513 nreeramraaar dnarurrvarr 1 LD CITY of o Rwog rRX48 MUNICIPAL BUILDING / 115 E. McKINNEY / DENTON, TEXAS 76201 I MEMORANDUM TO: John F. McGrane, Executive Director of Finance FROM: Kathy DuBose, Controller DATE: August 7, 1997 SUBJECT: AMBULANCE SERVICE FEES COLLECTION In response to a request made by John Trent, below I have indicated current aged accounts receivable charges at July 17, 7991, 0-30 days 31-60 days 61.120 days over 120 days Total 370166.00 400493.23 500038.90 91,441.93 279 29,06 Approximately 75% of our ambulance service charges are submitted to Medicare or insurance companies for payment. Because we do not accept assignment on Medicare charges, those payments (;65 of $120 basic fee) go directly to the individual within 6 weeks of filing (the City files Medicare claims), Individual is then responsible for forwarding that The us and the portion of the payment to portion that Medicare does not pay ($65 of $120 basic fee). These ayments most often are not received by the City until well after 60 days of billing. The City does not file insurance claims. Although some insurance payments are made directly to the City as the provider of services, most are made to the individual. l The City sends a past due notice after 30 days of non-payment. At 60 days; a letter of intent to turn over the account to a collection agency is mailed, At 90 days of non payment, the account is sent to the City's agency for collection. As you are aware, the City has been without an active collection agency for several months due to Creditcom's bankruptcy. A new agency has been retained to begin collection efforts in the next few weeks. If you have any questions, please let me know. KD:Ib 5938E 81715669100 D/PW METRO 434.2529 T_ ~ kl z I;n1y! h CITY OF DENTON ANNUAL PROGRAM OF SERVICES ENGINEERING AND TRANSPORTATION DEPARTMENT SUMMARY BY CATEGORY RESOURCES 1989-90 1990-.91 1990-91 1991-92 Print Revenue Engineering ACTUAL BUDGET ESTIMATE* PROPOSE I,S89 $ C nspections Fund 459 1, 14 807 Overt : 496,100 3171500 ,700 = q59 050OU0 Street har giesme C Ito Bond R1 hC-of-Way Inspections 1 6 7 5 5 pp 1 p 17000 1 1 Loading Zones 1,425 2,125 7 900 100 0000 7'400 1 25 OeneralResourcesrsements 317,414 275,000 375,000 375 000 2,329,479 2,514,252 2,4231074 2,480,058 TOTAL RESOURCES 33,187,780 $3,308,827 $3,196,174 0,331,483 EXPENDITURES 1989-90 1990-91 1990-91 199142 ACTUAL BUDGEr ESTIMATEt ~+SED ~ Personal Services P $1 706 781 Sur Iitds $1,824,018 $1,714,1593 $1,845,729 Maintenance 893,9 1 1881416 790,x90 74Sundry 1262 Services 558,756 601,307 591"540 6164"'9% Fixed Assets 12099 0 3 0 8 386 17,000 TOTAL EXPENDITURES $301870780 $3,308,827 - $3,196,174 $3,3311483 i PERIM, L- (IN Wigs Y 1689-90 1990-91 E1"0.91* 1991-92 Service/Maintenance 22,0 22.0 2010 19' office/Ciarical 0 Technical/Paraprofessional 3 Professional 2310 23 0 - 2,0 22 0 Management/Supervision 2,.0 Temporary/seasonal 6 6.,00 7 0 7 0 2,0 0.0 0.0 TOTAL PERSONNEL 54.0 54.0 54.0 $2.0 j * Estimate as of May, 1991 216 "t>.ddaat~d to Quatllty 5~rvia~° T_ gloom 41 6;.IPR.k4 f p-."t, CITY OF DENTON ANNUAL PROGRAM OF SERVICES ENGINEERING AND TRANSPORTATION SUMMARY BY OIVISION 1 1989-90 1990-91 1990-91 199142 RESOURCES ACTUAL BUDGET E TIMATE* PROPOSED Engineering 427,462 # 439,750 f 319,$00 f 400,000 Transportation Engineering 1,425 26,825 25,600 26,425 Street Patching 377,414 2150000 375,000 375,000 Street Construction 52,000 53,000 53,000 50,000 Street Lighting 0 0 0 0 M General Resources 2,329,479 2,514,252 204230074 2,4&!,056 TOTAL RESOURCES $3,187,780 $3,308,827 $3,196,174 $3,331,483 i i C i 1989-90 1990-91 1990-91 1991-92 EXPENDITURES ACTUAL BUOOET ESTIMATE* PROPOSEO Engineering $ 919,507 $ 986,150 S 912,630 943,366 Transportation Engineering 356,044 383,x80 385,234 402,734 Street Patching 021,789 850,937 851,114 840,441 Street Construction 695,327 114,360 668,1% 744,942 Street Lighting 395,113 313,000 373,000 400,000 TOTAL EXPENDITURES $30187,180 1'30308,827 =31196,114 $3,331,483 1989-90 1990-91 1990-91 9]_91-92 PERSON' (IN WMERS YEARS) ACTUAL BUDGET ESTIMLIL P EO Engineering 26.0 26,0 26.0 2410 Transppaartatl44n engineering 7.0 1.0 1,0 110 Street Patching 12.0 11:0 11,0 1010 Street Construction 910 10.0 10,0 11.0 Street Lighting 0.0 0.0 0.0 0 10 TOTAL PERSONNEL 54,0 54.0 $4,0 5210 * Estimate as of May, 1991 217 "DRdicated to Quality 3ervico" 1 t CITY OF OENTON _ ANNUAL PROGRAM OF SERWCES ENOINEERINO AND TRANSPORTATION ENGINEERING/0010 1989-90 1990-91 1990-91 1991-92 RESOURCES ACTUAL BUDGET ESTIMATE* PROPOSED Print Revenue Engineering = 1,589 $ 1,250 $ 1,500 $ 1,500 Char es to 8ond Fund 407,807 419,000 300,000 380,000 Overtime inspections 1,312 2,000 500 1 000 Aight-of-Way inspections 16,154 17,500 17,500 11;500 General Resources 4920045 $47,000 593,130 543,366 TOTAL RESOURCES $919,507 $986,750 $912,630 $043,366 t 198940 1990-91 1990-91 149 1-92 EXPENDITURES ACTUAL &MT ESTIMATE* PROPOSED Personal Services $850,575 $915,174 $840,300 $866,841 I Supplies 28,253 29,552 29,60 29,087 Maintenance 11,231 120130 14) 78 12,950 services 29,442 28,726 28,186 340488 FixedryAssets 0 568 386 0 TOTAL EXPENOITURES $919,507 $986,750 $912,630 $943,366 PERSONNEL Oit WORKERS YEARS) 1489-90 1990-91 1990-91 1991-92 ACTUAL BUDGET ESTIMATE* P,ROPOSO Service/Maintenance 010 0.0 010 0.0 Office/Clerical 2.0 2.0 2.0 2.0 Technical/Paraprofessional 19.0 1910 1910 11.0 Professional 3.0 2.0 2.0 2.0 Management/Supervision 210 3.0 310 3.0 Temporary/Seasonal 010 010 0.0 0.0 TOTAL PERSONNEL 26.0- 2610 26.0 24.0 7 rt EST CKANGES Pro" ed budget reflects transfer of one Engineering Tech It position to St000 mt Patching and de at~on of one Eng neering Teeh 1 pos~tion and an increase In funds of $5, for materials testing. + Estimate as of May, 1991 219 "Dedicated to Quallty Sarvlco" - f CITY OF DENTON ANNUAL PROGRAM OF SERVICES ENGINEERING ANOTTPRAANSSPOR~TI03N 1989-90 191*-91 1990-91 1991-92 RE50URCE5 ACTUAL BU Ef~i T__ ESTIMATE* PROPOSED Street cut Reimbursements ;317,414 $275,000 $3750000 $37S,000 General Resources 444,375 515,937 482,114 465,441 TOTAL RESOURCES $821,789 $850,931 $857,114 $840,441 ,y i 19$9-90 1990-91 1990-91 1991-92 1 EXP£N0ITURES ACTUAL BUpOET £STTMATE* PROPOSED $345,677 $359,134. $310,713 $139,434 Personal Services 4 504 $1,249 31,5121,61 k Smiles 404272 408,256 403,191 4 0 Maintenance 29,3366 45,698 45,698 44,7850 Services 0 0 0 Sundry 0 0 Fixed Assets i 1 TOTAL EXPENDITURES $6210789 $850,937 $851,114 $840,441 fi r~ r t 1489-90 E57 1990-91 1940-91 194`1-92 PERSONNEL (IN WORKERS YEARSI ACTUAL BUDGET IIMTE* PROIQSEO 10.0 8.0 Service/Maintenance 0 10;0 0,0 0.0 Officenlerlcal 010 0.0 0.0 0.0 l Technical/Paraprofessional 0.0 0.0 0.0 Profess lanai 11.0 1 1 0 1.0 Management/supervision 0.0 O.'s 1 Temporary/Seasonal i 'i TOTAL PER50NREL 1210 11.0 1110 10.0 j (t!.'.Ofi BUQGET CHANGES Proposed budget Includes 113 272 fora pavement patching machine and $31,022 for the transfer of an £nglner'{n~ Tech I {jr Engineering Division and the daetfon of a heavy equipnent operator pos~t o for S 2,142 and transfer of a service maintenance worker to street construction division for $29,794. * Estimate as of May, 1991 223 11DUd3QAt0d tO 0"Ilty s`erv'"" i i i t CITY OF DENTON ANNUAL PROGRAM OF SERVICES T ENGINEERING ANO TPMPORTA71ON STREET CONSTRUCTION/0033 1989-90 1990-91 1990.91 1991-92 RESOURCES ACTUAL gINET ESTIMATE* PROPOSED Charges to Bond Fund # 52,000 t J3,000 # 53,000 # 50,000 t General ^esources 643,327 661,360 615,196 #694,942 _ I TOTAL RESOURCES #695,321 $714,360 #668,196 #1440442 i , I 1989-90 1990.91 1990-91 1991-92 EXPENDITURES _ ACTUAL BU ET ESTIMATE*.. PROPOSED Personal Services $299,266 #315,278 #268,342 $352,471 Supplies 18,269 15,232 20,0¢4 18,182 Ma ntenance 292,759 263,7 8 268,1 8 2590548 Services 15,040 119,992 110,992 970741 Fixed Assets 12,993 0 0 17,000 TOTAL EXPENDITURES #695,321 $714,360 #6681196 $7440942 1989-90 1990-91 1990-91 1 ! ERSOIAIEL WIN WORKERS YEARS) ACTlflll MT ESTIMATE* P~ Service/Maintenance 1.0 8,0 8,0 9.0 Office/Clerical 010 010 0.0 010 Technical/Paraprofessional 010 010 010 0. Professional 0.0 0.0 0,0 0,8 Management/Supervision 2.0 2,0 2A 2,0 Temporary/Seasonal 0.0 0,0 0.0 010 i TOTAL PERSONNEL 9.0 10.0 10.0 1110 i MAJOR BUOGET CHANGES Proposed budget includes #21,668 for two new vehicles and transfer of service maintenance position from Street Patching (#29,194). * Estimate as of May, 1991 , 225 "Dedicated to Quality Sarviaa" l ! 1/ Q1~9 it4; I CITY OF DENTON - ANNUAL PROGRAM OF SERVICES PARRS AND RECREATION DEPARTMENT SUMMARY BY CATEGORY IACTUAI 1990-91 1990-91 R MET ESTIMATE" PROPOSE6 S RESOURCE Administrative Transfers Electric _ )80,242 = 49,577 $ 49,577 $ 73,709 Water and Wastewater 95,676 28,867 280861 40,343 Sanitation 50,142 12,312 12,372 6,335 Aquatics 31,057 34,000 31,857 48,000 Facility Rentals 17,894 27,100 25,091 25,000 Recreation Program fees 14,355 17,500 12,451 13,b00 Athletic Program Fees 16,043 23,500 17,500 18,523 Cemetery Fees 2,703:359 3,025,713 3,042,8 3,162;433 General Resources 7 TOTAL RESOURCES $3,118,043 $3,221,629 $30229,556 $3,396,943 y j 1909-90 1990-91 1990-91 1491-92 1 E%PENOITURES ACTUAL BUDGET ESTIMATE* PROPOSED I Services $1,727,593 $1,861,410 $1,860,660 $1,991,224 Personal Supplies 186,543 191,427 194,122 2000573 Maintenance 2031449 233,531 233,531 26Q,072 953,196 924,436 925,252 9338,658 Services ?,520 3,416 3,416 3,416 FixedyAssets 44,742 13,209 12,575 0 i TOTAL EXPENDITURES $3,118,043 $302270629 $31229,556 $3,396,943 i 1909-90 1990-91 1990-91 1991-92 PERSONNEL (IN WORKE EARS) ACTUAL BUDGET ESTIMATE* ROMEO Service/Maintenance 20.0 2010 Off1c /Clerical 60 6 NO 6,u 63.p0 Teohn~c i/Paraprofessional 1610 16'6 16,0 ssional 11,5 Profe 44 Management/supervision 14 . 3 16.3 16.3 16.3 Temporary/Seasonal TOTAL PERSONNEL 68.0 69.8 60.4 68.6 i * Estimate as of May, 1991 192 vadicatod to Quality 8orvics" ~~rbe a .Y6] (?a4 j , CITY OF DENTON ANNUAL PROGRAM OF SERVICES PARKS AND RECREATION SUMMARY BY DIVISION AfSOUR ES 1989-90 }990-91 1990-91 7991-92 ACTUAL BUDGET E TIMTE* PROPOSE Parks and Recreation Administration = 0 = 0 Leisure Services 79,349 102,100 ; 86,899 105,123 Park Malntenancp a, 615 9,000 9,p00 9 000 Building Operations 326,660 90,816 90,816 120;387 General Resources 2,703,359 3,025,713 3,042,841 30162,433 TOTAL RESOURCES $3,718,043 $3,227,629 $3,229,556 X3,346043 i { 1989-90 1990-91 EXPENCITUM R 990-9! P1 X1542 ACTUAL BUDGET ESTIMATE* Parks and Recreation Adn+inistration : 2052 $ 2340" $ 230 f Leisure Services 965,994 991:379 989,381 =1,024274 8 ,111 Park Maintenance 1,033,137 1,067,533 1,067,358 1,112,60088 Building operations 909,860 934,633 934,633 9860166 , TOTAL ENPENOITURES ry ~ $3,118,043 ;3,227,629 330~291556 ;3,396443 , i PERSONNEL tIN kIORKERS YEAA51 1989-90 1990-91 1990-91 199192 ACTUAL BUQOET ESTIMATE* PMED Parks and Recreation Administration 5.0 5.0 0 510 Leisure Services 36,6 26.6 5 I Park Maintenance 2 3112 331.2 31.2 Building Opol'ations 6.0 6,0 610 6.0 TOTAL PERSONNEL 6818 68.8 6818 W 68.8 * Estimate as of may, 1991 193 l 11D*d1cat*d t* Quality suswicet, I 4 1 , Y ~ CITY OF DENTON ANNUAL PROGRAM OF SERVICES PARKS AND RECREATION LEISURE SERVICES/0062 T909-90 1990-91 1990-91 1991-92 RESOURCES ACTUAL BUDGET ESTIMATE* PROPOSED Aquatics - Swimming Pool S 31,057 34,000 $ 31,857 $ 48,000 Community Building Rental 17,894 271100 25,091 25,000 Recreational Program Fees 14,355 17,500 12,45} 13,600 Athletic Program Fees 16,043 23,500 17,500 18,523 i General Resources 896,645 869,279 9020482 918,988 TOTAL RESOURCES $965,994 $991,379 $989,381 $1,024,111 I , 1989-90 1990-91 1990-91 1991-92 ` I EXPENDITURES ACTUAL BUDGET E,$TIMATE* PROPOSED Personal Services $639,909 $680,172 $678,499 $ 143,479 Supplies 59,614 61,527 62,022 71,153 Maintenance 16,484 8,850 8,850 13,350 i Services 233,761 224,469 224,469 193,163 Sundry 566 2,%6 2,%6 2,966 Fixed Assets 15,660 12,795 12,575 0' TOTAL EXPENDITURES $965,994 $9910319 $989,381 $1,024,111_ a t ( I i 1989-90 1490-91 1990-91 1991-92 PERSONNEL (IN WORKERS PEARS) ACTUAL BUDGET ESTIMITE* PROPOSED 1 set,Pice/Maintenance 0,0 0.0 0.0 010 Office/Clerical 0.0 0.0 0.0 010 Technic 1/Paraprofessional 3.0 3,0 3.0 3.0 Professional 14.5 14.5 14,5 14.5 Management/Supervision 11.0 1 81.0 A.0 Temporary/Seasonal 8.1 1 . 1 TOTAL PERSONNEL 26.6 26.6 26.6 26,6 Lym BUDGET CNANOES - 'y Proposed budget Includes $12,000 to restore funding for recreation brochure, i ' * Estimate as of May, 1991 i 297 i V*&oat*d to Quality Sorv odfl - - fa A. 1 1t1e r ~,',.Gt;,r E - CITY OF DENTON _ ANNUAL PROGRAM OF SERVICES . MISCELLANEOUS EXPENSE AND CONTRIBUTIONS TO OTHER AGENCIES/0204 PROGRAM DESCRIPTION - i Miscellaneous Expense includes those items which by their nature are non-departmental or which can be most efficiently processed in e reate for the General Fund. Such items include the adrninist ativet costggstudy, contingency reserve, joint fundings, distribution of the hotel/motel tax, and the General Fund salary adjustment, The City contributes toward the support of various community agencies and organizations. Agencies receiving major contributions are outlined below; i` Denton Central Aopraisal District The Denton Central Appraisal Tax District was established by State law for the purpose of developing the assessed value for each taxing + within the County. The District provides the City's appraisalriroliltand conducts the Board of Equalization. Agencies Suooorted by he Hot 1 Occu anc Tax Contributions to the Visitors/Convention Bureau, Greater Denton Arts Council, Denton County Historical Museum, Denton County Historical " Foundation, the North Texas Fair Association and the Denton Civic Center represent 1009 percent of the income received from the Hotel/Motel Occupancy Tax (see allocation below) The funds budgeted are based on the estimate of revenue for the year. The total tax is 79 of the room rental rate. j, 110% Visitors/Convention Bureau 1,00% Greater Denton Arts Council (Operations) 1.009 *Greater Denton Arts Council (Building Fund) - Civic Center 0.88% Denton County Historical Museum 0.12% Denton County Historical Foundation L22% North Texas Fair Association 7.00% Total Tax * The Greater Denton Arts Council Building Fund contract expires March 31, 1992. The balance of the years allocation will go towards the Civic Center. 254 "DocUcated to Quality 9#rV1c&"- i i F CITY OF DENTON _ ANNUAL PROGRAM OF SERVICES MISCELLANEOUS EXPENSE AND CONTRIBUTIONS TO OTHER AGENCIES/020M 1989-90 1990-91 1990-91 1991-92 EXPENDITURES ACTUAL BUDGET ESTIMATE* PROPOSED Fire Retirement Reserve ; 0 $ 25,000 $ 0 = 0 Pay Plan Adjustment 0 0 0 143,822 Group Performance 0 0 0 363,750 Admin, Transfer - Moore Building 0 8,000 81000 0 Demolition Expenses 0 0 0 15,000 Salary Savings 0 0 0 (150,000) Step Increases 0 O 0 (251,628) Health Insurance 0 0 0 (20,000) Legal Fees for Flow Hospital 99,953 100,000 50,000 0 Cost Allocation Study 9,500 10,000 90500 10,000 Classification System Overhaul 550512 0 0 0 Contingency Reserve 224929 52,514 520514 75,000 Employee Picnic 0 30600 30600 3,600 Denton Central Appraisal District 136,331 1600200 160,200 160,200 f Campus Theatre 0 0 0 260000 Visitors/Convention Bureau 2010388 1500000 156,000 156,000 Greater Denton Arts Council (Operations) 61,122 50,000 52,000 $2,000 Greater Denton Arts Council 1 (Building Fund) 67,123 50,000 52,000 26,000"1 r Civic Center 0 0 0 26,000 Denton County Historical Foundation 8,053 6,000 6,240 61240 Denton County Historical Museum 59,059 44,000 45,760 45,760 North Texas Fair Association 53,096 500000 52,000 52,000 Litigation Reserve 1000000 0 0 0 { Domino Hall Contribution 10,812 0 0 0 ( TOTAL EXPENDITURES $990,878 $709,314 $6470814 $7390744 l .1 * Estimate as of May, 1991 255 ,,Dedioatod to 4uality Sorvica,l- t l { CITY OF DENTON ANNUAL PROGRAM OF SERVICES FINANCE DEPARTMENT SUMMARY BY CATEOORY 1989-90 1990-91 1990-91 1991-92 RESOURCES ACTUAL BUDGET ESTIMATE* PROPOSED Administrative Transfer Electric : 837,558 f 809,144 3 809,144 ; 940,931 Water and Wastewater 5240392 470,918 470,918 5690411 Sanitation 1630581 128,412 128,412 1620476 Court Cost Service Fees 28,672 28,000 200600 2B,QDO Animal Control Fines 8,206 IO,ODO 7,000 7,000 ` Inspection Fines 1,044 10500 1,500 1,500 UNT Police Fines 370771 28,000 490000 500000 TWU Police Fines 16,421 16, ODD 9,000 16,000 i Appearance Bond Forfeitures 13,502 11,000 9,000 11,000 Court Administrative Fees 57,452 54,000 69,000 69,000 Vital Stats - girth Certificates 29,673 30,000 22,000 22,000 Vital Stats - Death Certificates 13,334 15,500 11,000 12,000 General Resources 361,416 778,007 654,989 536,571 r' TOTAL RESOURCES ;100930028 $20380,481 $20161,463 1!2,422,889 1989-90 1990-91 1990.91 1991-92 EXPENDITURES ACTUAL BUDGE] ESTIMATE* PROPOSED Personal services $1,759,967 $1,914,886 $1,835,041 ;1, 3, 19 Supplies 184,415 205,881 205,922 201,996 Maintenance 3,666 8,640 B, 205 - 8,050 Sundryes 139,9605 227,8830 189,1044 201,960 Fixed Assets 5,015 23,185 23,185 7,1604 TOTAL EXPENDITURES $2,093,028 $203800481 ;2,1611463 =2,4220889 1989-90 1990-91 1990-91 1991-92 PERSONNEL (IN WORKERS YEARS) ACTUAL $MET ESYIMATE* PROPOSED service/Maintenance 010 0.0 0.0 0.0 Office/Clerical 40.5 41.5 41,5 - 41.5 Technical/Paraprofessional 3,0 4.0 4,0 4.0 Professional 13.D 1210 1210 12, Management/Supervision 610 610 6.0 6,0 Temporary/Seasonal 4.0 3.0 310 3.0 TOTAL PERSONNEL 66.5 66,5 6616 66.6 * Estimate as of May, 1991 ' i 1 fiG d _ "Dodlcatod to Quality Saxv.tca" 1 yj r CITY OF DENTON_ ANNUAL. PROGRAM OF SERVICES FINANCE SUMMARY BY DIVISION 1989-90 1990-91 1990-91 1991-92 RESOURCES ACTUAL BUDGET ESTIKATE* PROPOSED Finance Administration 113 535 47 767 f 41,767 f 78,629 3 Purchasing 110,913 870598 07,598 123,277 Customer Service 866,947 948,014 948,014 966,508 4 Treasury 157,921 131,068 131,068 192,459 i Accounting 276,215 194,027 194,027 311,945 Tax 206 075 194,000 198,000 213,500 Municipal Court 361;416 778,007 654,969 536,571 General Resources TOTAL RESOURCES $2,093,028 $2,380,481 $2,261,463 $2,422,889 i 1969-90 1990-91 1990-91 199 1-92 EXPENDITURES ACTUAL BUDGET ESTIMATEw PROPOSED Finance Administration S 204,813 s 2380399 = 238,329 251,376, Purchasing 206,747 206,639 206,639 226,886 Customer Service 7690469 941,552 868,483 9420508 Treasury 225,641 23$,399 222,996 227,~,0p2~ Accounting 4200501 451,946 4500521 46 , 50 610905 64,814 63,354 6 ,4 E Municipal Cuurt Clerks 2030871 235,732 211,141 24 ,462 9 TOTAL EXPENDITURES $20093,028 $2,360,481 $2,261,463 ;2,4220884 i i 1 1989-90 1990-91 1990-91 1441-92 PERSONNEL IN WORKERS YEARS) ACTUAL BUDGET ESTIMAYE* PROPOSED Finance Administration 5.0 5.0 5,0 510 Purchasing 510 5.0 5.0 5,5 Treasuryy 13.0 13,0 13,0 13 ervi .0 AaXOUntln 22.0 22'0 22.0 26 0 Customerce Municipal Court Clerks 8.0 8.0 8.0 1 TOTAL PERSONNEL 66.5 66.5 6615 66.5 * Estimate as of May, 1991 157 j "Dedicated to Quality Service" I, 4 x§i3F fj~rled CITY OF DENTON ANNUAL PROGRAM OF SERVICES fINANCE MUNICIPAL COURT/0026 1989-90 1990-91 1990-91 1991-92 RESOURCES ACTUAL BUDGET LS IT MATE* PROPOSED Court Cost Service Fees 28,672 $ 28,000 $ 20,500 $ 250000 Animal Control Fines 8,206 10,000 7,000 70000 Inspection Fines 1,044 1,500 10500 1,500 UNT Police Fines 37,771 28,000 490000 50,000 TWU Police Fines 16,421 16,000 9,000 16,000 Appearance Bond Forfeitures 131502 11,000 9,000 11,000 Court Administrative Fees 570452 54,000 64,000 69,000 Vital Stats - Birth Certificates 29,673 30,000 22,000 22,000 Vital Stats - Death Certificates 13,334 150500 11,000 12,000 General Resources (2,204) 41,732 13,141 4!11962 , TOTAL RESOURCES $203,871 $235,732 =211,141 $2410462 i I i f 1 ~ j 1989-90 1990-91 1990-91 1991-92 EXPENDITURES ACTUAL BUDGET ESTIMATES PROPOSED Personal Services $180,668 $203,582 ;181,706 $209,409 f Supplies 16,641 210700 210700 20,603 Ma ntonanco 708 685 885 700 { services 515305 9,6605 6,8500 9,750 Sundry Fixed Assets 299 0 0 10000 TOTAL EXPENDITURES $2030811 $2350732 $21i,i41 $241,462 1989-90 1990-91 1990 Al 1991-92 PERSONNEL (IN WORKERS YEARS) ACTUAL BUDGET ESTIMATE* EO Service/Maintenance Office/Clerical 6.0 1.0 7.0 7.0 Technical/Paraprofessional O,O 0.0 0.0 010 Professional 1.0 110 1.0 1.0 Managmwt/Supervision 0.0 0.0 0.0 .0 Tmporary/Seasonal 1,0 0.0 010 0.0 TOTAL PERSONNEL 8.0 810 8.0 8.0 r MAJOR BUDGET CPANWS Proposed budget rerlects no major changes for 1991-92, f , * Estimato as of May, 1991 171 -----"Dedicated to Quality Service" /r 1 MEMORANDUM r TO: Betty McKean - Executive Director - MSED I f FROM: Tom Klinck - Director of Personnel and Employee Relations SUBJECT: Response to City Council on 1991/92 Proposed Budget DATE: August 16, 1991 Betty, this memo is to respond to the City Council's request for information t about increases in the proposed Supplies and Services Budgets for the Y Personnel and Employee Relations Department. suinlie Account The Supplies accounts in the Personnel/Employee Relations Department funds the following line items - office supplies, books and magazines, postage, film, the employee newsletter, and computer paper. The approved 1989/90 Budget for Supplies was $26,866. The 1990/91 overall Supplies budget approved was $35,971. The approximate $9,100 increase in budgeted amounts for 90/91 over 89/90 that were discussed with Council I members last year are listed below. We had anticipated those increases and provided justification for the increased needs, That portion of the 1990/91 overall Supplies budget for the office supplies account (08101), we requested and were approved for an increase of $8,852 for: 1, working through the recommended decisions of the Mercer Study, requiring 1 briefings for City Council, in-depth discussions for Executive Directors, and training for Directors, 180 managers/supervisors, and $50 employees; (this necessitated several different training materials and handouts to ensure effective communication and understanding); 2, having changed the Health Insurance Program to Sanus/N.Y, life the previous year, there was much confusion on the part of employees. Thus, we provided monthly updates to 850 employees on how to access medial providers, ways to reduce costs, what changes were occurring in medical providers, eto.; 3. the Health Insurance Study and Evaluation, currently in progress, required the development and reproduction of 12 "thick" bid packets to prospective new health insurance carriers; 4, as authorized by City Council, we implemented the new Drug Screening Policy requiring training for 180 managers and supervisors (again, this required training materials and information on procedures to handle situations with employees; it, further, required the needed materials for them to adequately explain this change to employees); s } i 1 , ~I August 16, 1991 Memo to B. McKean - Response to City Council on 1991/92 Proposed Budget Page 2 S. As a part of our commitment to Affirmative Action, as authorized by City Council, we made an intensive effort for Police and Fire entry exams; this required the copying of approximately 400 recruitment packets to ` prospective applicants, as well as conducting special orientation % sessions; and 6. obviously, the Personnel function is highly "paper" intensive because of our involvement in ensuring effectiv, communication with all employees; as such, normal inflationary increases for general office supplies affect our operational costs more We requested and received $135 additional funding in our boons and magazine account (08102) for publications and information related to he new Americans With Disabilities Act in order to prepare ourselves and managers/supervisors on this upcoming implementation. We requested and were authorized by Council for $116 additioral funding in the postage account (88109) to cover mailings of the 400 Police and Fire entry exam recruitment packets, With the proposed 1991/92 Budget, the overall Supplies budget is recomTended at $39077. This represents a proposed overall increase of $39206. The increased funding is needed to continue the implementation activities with 1 Mercer, we have estimated that the costs for processing employee payroll documents to complete all changes to the Employee Informatior System (EIS - computer mainframe) at $1,609. With the Health Insurance St.dy currently being finalized, we are anticipating a change to that program that will be more cost effective and with improved services. This will recuire a significant communication effort during open enrollment in order to effectively inform employees of new coverages, medical providers, premium rates, etc. Thus, an additional $1,306 is included in our proposed office supplies account. Further, to ensure we conduct effective follow-up communication for employees on these important organizational changes, we are expecting a increase to produce the Employee Newsletter once a month. The Employee Newsletter is a vital communication link and contains important information to keep employees updated on various city-wide m ants/activities (including Health Insurance, Mercer activities, etc.) and a message from the City Manager, The proposed increase for this is $1,900. S@rvices Accounts The Services accounts in The Personnel/Employee Relations Decartment funds the following line items - telephones, special services (employee physicals and Civil Service Exams), travel, advertising, dues s publications, hire of equipment (Xerox copier payments), prison meals (Service Awards Program), manpower services, employee training, and the tuition reimbursement program. The overall 1989/90 Budget for Services accounts were approved by City l Council at $57,938. e I! August 16, 1991 i Memo to B. McKean - Response to City Council on 1991/92 Proposed Budget Page 3 Again, last year, we discussed w'th the City Council the justification for the 1990/91 Services budget. This was approved at $66,965. The approved increase was $1,021 and were necessary to cover: 1, in the special services account (08602) - $6,462, for an anticipated 25 additional employee medical physicals and for funding of Police and Fire entry and promotional exams for the Police and Fire Departments due to retirements and turnover; 1 - 1 Entry Police Exams - s 11600 - 1 Entry Fire Exam - $ 2,100 - 3 Promotional Exams (Police and Fire) - $3,300 2. because of turnover in professional staff in the Personnel Department, an virtually every new individual in a position has come to the position with little formal training in the huma,, resource management field (Selection and Placement, Compensation/Classification, Benefits and Insurance, Training and Development, etc.). Knowledge of specific laws (EEO/Affirmative Action, Fair Labor Standards Act, State Civil Service Law, Immigration Reform and Control Act, Age Discrimination, Sex Discrimination, etc.) and the practical handling of the employment process is critically important for us to operate the City properly and legally. Thus, the Council authorized an additional $2,812 in the travel and schools and seminars accounts (08503 and 08622) to provide training and development for the new staff members in their respective professional areas; i' 3, the meals account (08511 - identified in the budget as prison meals) was increased an additional $1,397 because of an increase of 51 more participants and recipients at Annual Service Awards Program banquet. The 1991/92 Proposed Budget for Services expenditures is recommended at $61,392, or a $421 increase over the 90/91 Budget approved by the City Council. Although the overall increase is $427, the tuition reimbursement account (08532) is proposed at $8,000. This is $4,000 above previous year's funding because, in the last 3 years, participation has continued to increase. In 1989/90, we had a total of 34 employees receive reimbursement for completing courses toward degrees at the local universities. We are anticipating that to double participation in 1991/92. In addition, college tuition costs have been raising steadily over this time and the recent. budget approved by the State legislature increases these fees further. This program assists our employees in improving their knowledge in specific fields of study that benefit the City. Over the near-term, we benefit by improved ability in an employee's current job. Over the long-term, the City is preparing employees to improve their candidacy for promotion, and we are preparing our future leaders for the organization, r August 16, 1991 Memo to 0. McKean - Response to City Council on 1991/92 Proposed Budget Page 4 Please let me know if you need other information or a clarification on this. Thank you. Thomas W. Klinck Director, Personnel/Employee Relations i bmm106c.prn 8/16/91 2:46p i i 1 i t M... fir. ,r i ,4 ,i4-531!n r1 I ' i l11 city of o8 woty, MAS MUNICIPAL 8UN,01NG / 115 E. McKINNEY / DENTON, TEXAS 76201 4 E H 0 R A N D U M 1 ~ TO: Steve Brinkman, Director of Parks and Recreation ti FROM., Alicia A, Mentell, Superintendent of Leisure services DATE: August 20, 1991 SUBJECT: Fee Comparison Survey Attached is a copy of a Fee Comparison survey that includes Denton and six other cities in the Metroplex. The programs listed cover different chases, trips, special activities/events, special interest, park amenities and aesesamwats, This listing is not all inclusive of every program offered by any of the cities, It does reflect some of the core program areas offered and common to ~r most of the cities surveyed, In some instances the requested information is not readily available from the cii,ies surveyed and is identified as such on the survey chart, Staff continues to seek this information and expects to have it in the near future. Alicia A. Mentell Attachment RECR2177 I i 8171566.8200 D/FW METRO 434.2529 i } ~ 20, 1991 FEE COIPAAi50N STUDY S PROGRAMS 'DENTON ARLINGTON CARROLLTON IRVINO LEN15Y1GLE PLANO RiCHARDSON CLASSES; Aerobics Fee - 3 Days $17 $24 Unit Price $~i42 ;22.40 $1.25 $2 12825 18 $91 i ♦S2 ;.1.79 Aquatics ! Fee; Beg: Swim Cla;sei 2 127 p5 Unit Price $4 0.78 800 X538 ~~80 1257 Arts Fee - Ceramics $16 None ;22 $8 $14.50 $22 $4 Unit Price ;1.33 $1.37 $1 $1.67 $5.60 $2 Day Camps Foes 0 None ;90 ;79 Unit Price 724 4105 None 459 =1.25 $1.98 1j Gymnastics 11 Fees $18 $28 ;3p ;IO $2$6 Unit Price $1.60 ;3.60 $1.87 $1.26 $2.16 $2.60 Pre-School k FNS $50 1`28 $51/68 N/A N/A Unit Price $1,67 6b! $2.12 ;3.75277 Tennis FN; Adult Lessons $0 pe _}8 PIS FN; Youth Lesions Fee; Leagues $21 ;26 None $22/dbls, $261 Saggls $26 Unit Price $4:20/;4.50 $106/4:50/2.17 sngls 7 was $3.60 l6 _ .60Eadult/ $s x/;6/;3.75 Therpeutic Recroation ij Fees; Camipt $72 $70 $10 w/t-shirt None None $45 ;B0 I Unit price $1.80 p x 360 $2.25 $2 { Unit price equals one program hour. } itG1~ I i i> i r, i r r i t~ 2 i PROGRAMS OENTON ARL1NGITON CARROLLTON IRVING LEWISVILLE PLAHO RICHARDSON TRIPS Outdoor Nature Fee: Backpack trip Wotkend) W,, Norio $30 w/shirt None None $80 None Unit Price $1.78 $1;83 $5 Senior Adults Foe: Trips (wtroplsx) $12:60 0/lunch $12 X1025 None $3 per trip flo Unit Price $1:66 14 $1 $1,26 SPECIAL ACTIVITIES/ EVENTS 4th of July Fee None 0 Free Free-Parade Free None Free Teens Fee - Dances $4.00 None None None None None None Unit Price $1.33 SPECIAL INTEREST Aquatics j Fees Adult Ads: $1.00 $2.60 $1.26 $1/18 6 over $1 $1/indoor $i $1:25/outdoor f Feet Child Ade; $1.00 $2 Free under $1.25 under 600 age 5-17 $1 Free under 7 $1 3 yrs 6 free !II Athletics Feet Co-Rac League $300 $340 $286 $260 $165 $285 Fall, $275 $300 Sprino Unit Price $31.60 $34 $28.50 N/A $23.57 per teats N/A $23 t Unit price equals one program hour. ,i ....E . i 3 i PROGRAMS DENTON ARLINGTON CARROLLTON IRVING LEWISVILLE PLANO RICHARDSON SPECIAL INTEREST: Ou1f Driving Range Privately Owned Privatized Privately owned None Fee for a bucket of pays 8 coot, balls I of balls in 11.60 buckets 35-40 balls Small 14 25-30 35-40 Large 13 50-66 {3,25 for 60 { 15,40/100 Tennis Fee: Court Reservation 11,60 12/person/hour 12/court/1,6 hrs No charge 11/6-10;30, 112 hr: 12 11.60 for 750 before 6pm adults, 11,50 1/_' hour youth AMENITIES j Park Amenities F": Picnic Areas 0 125 Free None 126/day, 40 dep. Free None Ballfields 15 N/A League play only Nona No 125 120 Garden Area 0 $26 None No Free None Amphitheatre 16 126 120/hour None 150/day, no None None tables/chairs a Pavilions 0 130 N-Th, 140 Free None Small 26 people Free None F-Su 1251day. Large 260 people, 1260 i per day i i 3 i r i i i PROGRAMS DENTON ARLINGTON CARROLLTON LAYING LEN[SYILLE PLANO ASSESSMENTS RICNAADSON Facility Use Resident TAdul No j No Ind-;I O, Far-$35r (good for No $5, Fa*-$l Seniors 50i disc, 2 years) am-00 Ind-;15, FaM-:5o Adrinis trative Fee Resident Non-Rosidient No No ~1 N/A No ' Public Relations Fn No No No N/A ~ ~ NO i , e "/4"ES}nG.a y f1 i I I i COMPARISON OF TAX RATES Tax Rate Tax Rate Fiscal Year City of Dallas City of Denton 1991-92 $.6297 (Proposed) $,6851 (Proposed) 1990-91 .6297 ,6551 1989-90 .5883 ,6183 1988-89 ,5372 ,5928 i 1987-88 .5372 ,5928 i i I E 5954E 08/07/91 i i k Aaa r . a F~I C1rr01 DENr0N, TEX4S MUNICIPAL BUILDING / DENTON, TEXAS 76201 / TELEPHONE (817) 688.8307 Office of the City Muragef M E M 0 R A N D U H T0: Lloyd V. Harrell, City Manager FROM: Rick Svehla, Deputy City Manager DATE: August 23, 1991 SUBJECT: Liability question on Take-Home Vehicles At a prior meeting, Council asked questions about the liability issue for take-home vehicles. There is no question that there would be some type of liability for either employees or family members if they ware in the vehicles, However, I believe we have taken a number of steps to reduce that possibility. When we first went in to the program, discussions about were held acid those issues were discussed before the policy was brought to the Council. It was felt at that time that the liability risk was worth taking in order to enhance the presence of the police within the community, As I have mentioned before, we have taken a number of steps to reduce that risk as much as possible. I have attached the rules and regulations within the Police Department for the use of the vehicles. You will notice that if passengers are present in one of our cars and the officer is called to respond, he must remove his family from the vehicle (Sec. IV B-4 wnd IV B-7), Secondly, you will also notice that there is a release includO with the packet (Sec, VI). Each officer that has a take-home privilege must sign this release. Finally, I would dust say that we have had the program in operation four years and we have not had an accident involving any kind of liability issues, In fact, after talking with Mike and his staff, in most cases, family members are not present in the vehicles when they are used off duty, Rather, it is normally the officer in the car alone. I hope this answers any questions you might have. I would be happy to respond to-any others at you or the Council's convenience. ick S e la Deputy City Manager RS:bw 5474M Attachment j 4 a. DENTON POLICE DEPARTMENT REFERENCE GENERA i. ORDER NUMBER; b9-12 EFFECTIVE DATE: SUBJECT: Individually Assigned Vehicle Plan September 20, 1989 r This Order consists of the following numbered sectionst r I. Purpose f II. Policy r III. Objectives IV. General Regulations V. Reporting Procedures VI. Release and Indemnification of Claims VII. Effective Date c ~ i 1. PURPOSE The purpose of this Order is to establish policy and regulations regarding the assignment and use of departmental vehicles designated as take home vehicles. € II, POLICY 1 ) The Denton Police Department may assign departmental vehicles to t~ individual employees for take home, Such assignment is to be viewed 1 as a orivileg and not as an employment right. Vehicle assignments may be revoked, modified, suspended, or denied when such action would be in the best interests of the department, as determined by the Chief of Police. III. OBJECTIVES jI The objectives of the program arts A. To enhance public safety through increased police visibility on the strats of the city, j 3. To maximise the quality of vehicle maintenance. C. To provide quick and effective response to disasters, disorders, or other incidents which may require the recall of off-duty personnel. D. To enhance the ability of the department to provide police service commensurate with the need for such service. ..wJ ~ i { 1 t CLASSIFICATION GENERAL ORDER REFERENCE ' NUMBER; SUBJECT, Individually Assigned PAGE 2 OF 7 89-12 Vehicle Plan IV. GENERAL REGULATIONS r A. Vehicle Assignment 1. Vehicles will be assigned by the Division Commander and the Chief of Police, 2. Vehicle assignments will be made based onJ { a. Job assignment • I b. Seniority c. Residence location d. The beat interests of the department 3. Officers must reside within the corporate city limits i of. Denton, to be eligible for assignment (effective on and after revision date of this Order). 4. Where there are two or more officers living in the same household, only one vehicle will be assigned per household unit, No more than two vehicles will be assigned to officers living in the same apartment complex or mobile home park or on the same street in such close proximity that assignment is not consistent with the intent of this policy, 5. Violation of any of the provisions of this order may result in revocation or suspension of off-duty privileges. 1 B. Off-duty Operation 1. Officers are authorized to use take home vehicles for personal errands within the city of Denton, consistent with the pro- visions herein. 2. Each member of the department utilizing a departmental vehicle shall exercise good judgement and ehall not commit any act or omission which would reflect unfavorably on the department or tend to cause the public to lose confidence to the department. 3. No person other than a commissioned officer of the Denton Police Department or an authorized service or maintenance technician shall be permitted to operate a police vehicle, police radio, or other police equipment. j CLASSIFICATION GENERAL ORDER REFERENCE NUMBER: £9-12 SUBJECT' Individually Assigned PAGE 3 of 7 Vehicle Plan 4. Non-police personnel may accompany officers as passengers when the vehicle is being operated off-duty. Because the officer is subject to recall to active duty at any time, discretion must be exercised in thi transportation of civilian passengers, The officer should consider' a. The security of police operations and procedures . b. The welfare and personal safety of the passenger, together with the possibility of related liability c. The integrity of the passenger 5. Radio communications shall be maintained at all times while a police vehicle is in operation. The officer will check 10-8 with the dispatcher giving his/her rig number at the beginning and 10-7 when off-duty use is ended. During on-duty use, the officer will use 10-41 and 10-42 and his/her district designation. 6. The officer shall inform the communications center of his j availability and shall receive clearance before responding to any call while off-duty. { 7. The safety of passengers rests solely with the officer operating the vehicle. The officer shall discharge civilian passengers r at a safe and convenient location before responding to any call while off-duty. { 8, The use of red lights and/or siren is authorized only when the 1 police vehicle is being used as an emergency vehicle, i,e., when answering an emergency call or pursuing a violator of the law. 9. An officer operating a police vehicle as an emergency vehicle shall do so in accordance with the current Department Directive regulating Emergency Vehicle Operations. 10. No officer shall operate a police vehicle with disregard for tits safety of others, Appropriate caution shall be exercised as suggested by conditions of the roadway, density of vehicular and pedestrian traffic, visibility and weather conditions, and other circumstances affecting safe vehicle operation. 11. An officer in civilian clothing should initiate traffic stops or violator contacts on hazardous violations when in the marked patrol car. Non-hazardous violations should be referred to the on-duty officers. L~ R t ~ F[ t jYB CLASSIFICATION GENERAL ORDER REFERENCE NUMBER: 89-12 SUBJECT: Individual . r Assigned PAOt' 4 OF 7 Vehicle Pled 12. An officer operating a departmental vehicle off-duty will have a business/professional appearance. He will be neat and clean in appearance. Male officers will be c.ean shaven. Long pants and shirts or blouses will be a minimum. (No tank tops, T-shirts, or shirts with advertisements on them). Shoes will be clean and no sandals will be worn. The officer is responsibl for the conduct and personal appearance of passengers, who shall meet the minimum dress and appearance standards, 13. Police vehicles shall not be utilized by officers or passengers intending to consume or who have consumed alcoholic beverages', No alcoholic beverages shall be transported in the vehicle for personal or social purposes. 14. The vehicle shall not be utilized for carrying heavy or bulky loads. No objects shall be allowed to protrude from the windows or trunk, except in the performance of official police duties; i.e., transporting evidence, theft recovery, etc, 15. Two or more officers assigned to attend the same school, meeting, or assignment shall utilize the minimum number of vehicles, 16. Unattended vehicles shall be locked at all times. 17. Police vehicles shall not be parked in rAtervsd parking spaces. 18. No more than two marked police vehicles shall be parked at one location by off-duty officers except on official business. This provision shall not preclude officers residing in the same neighborhood or apartment complex from parking at their respective residences, shopping at the same shopping center, or attending departmental functions. 19. A police vehicle may be driven to and from a part-time job within the city of Denton, providing the vehicle is not used as part of the employment (except a felony, at such time the officer would go on the Police Department payroll and should notify dispatch immediately). 20. A police vehicle may be dt•ivan to and from duty assignments and duty-related assignments. 1 S. CLASSIFICATION GENERAL ORDER REFERENCE NUMBER: 89-12 SUBJECT: Individually Assigned PAGE 5 OF 7 Vehicle Plan C. Vehicle Maintenance 1. The officer to whom a vehicle is assigned shall be fully responsible for the general maintenance a.ad proper care of the vehicle, and shall refrain from: a. Making anything other than minor adjustments „ 1 b. Altering the body, general design, appearance, or markings of the vehicle c. Using fuel, oil, lubricant, or other additives in the vehicle other than approved departmental issued. 2. The officer shall, at all times, drive the vehicle with ` reasonable prudence to conserve it at the highest possible degree of operating efficiency, 3. Any mechanical or electrical alterations or equipment or accessories added must first have the approval of the Service Center Superintendent, unless otherwise approved by the Chief of Police, 4. Colored sealed beams will not be permitted in the spotlight or headlights. 5, All repairs will be performed it the City Service Center by Service Center employees, or at a place designated by the Service Center Supervisor, 6. No weapon shall be allowed to remain in a police vehicle left for maintenance or repairs, 7. The officer is responsible for insuring that all routine maintenance and required service is performed on the vehicle. 8. The officer shall be responsible for the cleanliness and orderliness of the interior and exterior of the vehicle. 9. All routine servicing, such to cleaning and operational repairs, will be performed on the vehicle prior to assigned active duty, D. Supervision 1. Inspection and supervision of the maintenance and care of a polies vehicle is the responsibility of the officer's assigned supervisor, The supervisor will inspect and inventory the take home vehicle weekly, The supervisor will also check to be sure preventive maintenance is being done. 1 7 CLASSIFICATION GENERAL ORDER REFERENCE NUMBER, 89-12 SUBJECT: Individually Assigned PAGE 6 of 7 Vehicle Plan 2. An off-duty officer operating a police vehicle is subject to supervision by on-duty supervisors. 3. Any supervisory officer may stop a police vehicle operated by an off-duty of`'icer upon reasonable cause that the officer is operating the vehicle contrary to regulations. If corrective action cannot be taken at that time, the vehicle shall be taken to police headquarters by another officer. Deficiencies will be documented in writing by the supervisory officer. V. REPORTING PROCEDURES Off-duty hours Weekly Report Form: Ali members of the Denton Police Department participating in the Individually Assigned Vehicle Program will complete a weekly report indicating any use of the police vehicle and any activity in which they become involved while the vehicle is being utilized during off-duty hours. An entry will be made for each incident and the report turned in to the Field Supervisor at the and of a seven-day period. The Field Supervisor will turn the weekly report in to the Shift Commander who will forward the statistics to the Division Commander. At the nd of each month, the Division Commander will consolidate the statistics into one overall monthly activity log sheet, which will reflect an activity total for all participating members of the Individually Assigned Vehicle Program. A departmental file shall be established to retain the individual weekly reports, and the monthly consolidated report. ~j VI. RELEASE Officers selected for the Individually Assigned Vehicle Program will be required to have a Release & Indemnification of Claims form signed by imsadista family members annually. All others will be required to sip a Relaaae & Indemnification of Claims form each and every time they ride. Immediate family is defined as officer's spouse and children. Children eighteen years of age will need to sign a Release and Indemnification of Claims form separately. The Release and Indemni- fication of Claims forms for the immediate family will need to be on file with the Department prior to their riding, all others will need to be turned in with the weekly report. { T-- ' t CLASSIFICATION GENERAL, ORDER REFERENCE NUMBER: 89-12 SUBJECT: Individually Assigned PAGE 7 OF 7 Vehicle Plan VII, EFFECTIVE DATE This Order is effective September 20, 1989, t i t Z Chie of Po City of Den ice 0Distributioni All Personnel Master File t i i i i v i~ t, i vA F TAKE HOME VEHICLE PLAN - WEEKLY REPORT NAMEi (Last, First, M.I.) BADGE NO. VEHICLE NO. TIME PERIOD 19 i From To r~ OFF-DUTY ACTIVXTy MILEAGE MAINTENANCE TIME CALL HOW ODOMETER TOTAL DATE DIST. ON OFF CODE REC ACT BEGIN END MILES DESCRIPTION - 11 i I r i I' i M EMIRS DATES: Give Month and Day ACT: Indicate Typo DISTi Where Activity Took Place of Activity: TIME: i Assigned fd as Pri:aar~ officer Use Military Time System 2 n Assisted On-Duty Ulicer CALL CODE: Use Numbers on Reverse Side 3 ■ Stood BY for On•DUty Officer k^W REC: rndicato Now Call Received: ■ On view 4 'Made an Arrest(F-Felony/M-Misd) 2 I Radio 5 ■ Vehicle Used-NO Calls Answered ■ 3 ■ Radio 6 ■ Traffic Stop 'OMETtiR: Give Citizen TOTAL MILES: Indicate Miles Driven 9• Readings MAINTENANCE: No General (e.g. Tune Up) (USE REVER8E SIDE FOR ADDITIONAL COMMENTS) ~11 S { 1. Accident (Minor) 22. Harras. Phone Calls 2. Accident (Major) 23. Fight 1. Accident (H 6 R) 24. Emg. Message Assault 25. Fire Call Assault (Crim.) 26. Hospital Call 6. Abend. Bicycle 27. Injured Person 1 7. Burg. Alarm silent 28. Meet Ambulance 8, Burg. Alarm Audible 29. Meet Comp. 9. Burg. in Bldg. 30. Parked Car 30. Burg. Inv. 31. Parking Violations 11. Cutting 32. Person With Gun 12. Deceased Person 33. Prisoner-Pick Up ' 13. Demented Person 34. Prowler 14. Disturbance 35. Vandalism 1 15. Disturbance (Dom.) 36. Robbery 16. Dog-Bite Victim 37. Shooting 17, Dog Mad 38. Sump. Person 18. Dog Ord. Vic. 39. Sump. Person (Car) 19. Drunk 40. Theft Investigation 20, Drunk (D.W,I.) 41, Others 21. Livestock Out i" A 0 D 1 T I 0 N A L C O M M E N T S i i l i I r e li V CITY of DENTOAF, TLXA8 MUNICIPAL BUILDING / 215 E. MQKINNEY / DENTON, TEXAS 76201 f i R M E M O R A N D U M ~ a i l>■■ i i■ i r f TOs Steve Brinkman, Director of Parka and Recreation f FROMs Alicia A. Mentell, Superintendent of Leisure Services ji DATES July 24, 1991 SUBJECTt 1991-92 After School Action Site Expansion The Denton Independent School District has given us permission to use their facilities to expand our After School Action Site program at Wilson, Houston, and Raynor Elementary Schools in a pilot program for 1991-92. As such, we will be moving forward to complete the followings E 1) Diagrams of the proposed expended sites will be completed for licensing with the state licensing agency and insurance company. Additional spaces will be licensed at the sites and all participants will be insured prior to school year 1991-92a 2) With your approval, parents of those children on the waiting lists i at the three schools will be informed by telephone of the pilot expansion and invited to participate in the program, All parents of ,children in our expansion program will also be Informed by { letter of the experimental expansion (sample of letter attachad)a 3) Additional position control numbers will be secured so that up to seven (7) leaders can be added to our currant staffing lsvela The maximum number of additional leaders potentially needed through the year would be two (2) at Raynor and Houston, and throe (3) at Wilson Elementary. Out ASA$ leader will be hired for up to an additional 17 participants to meet State guidelines. At least tee participants are needed to support the additional personnel costs par leader (see budget attached). 4) The expansion will accommodate between 17 and 33 new participants for each of the three sites. It is currently estimated that the Raystor and Houston waiting lists will support 17 additional participants each while Wilson will support a full 33 additional j i i aI7/366.0200 DI W METRO 434.2529 Va. a G participants. However, after opening additional space at Rayzor and Houston, we may see an increased demand. Therefore, we went to be prepared to expand up to 35 at all three sites if necessary, (Enrollment at all sites tend to drop toward the end of the school year, Therefore, we would only expand Rayzor and Houston beyond 17 if the additional costa could be fully supported by at least ten potential waiting list participants that commit to registering for the program once notified of apace availability,) The DISD has offered this expansion as an experimental program. At the conclusion of the year DISD expects to evaluate its participation in this expansion and whether or not it recommends continuation on a more permanent basis, after addressing the following concerns (sea DISD letter attached)t 1) There will be added electrical costs by opening the cafeterias from 3pm-6pm on a daily basis. The DISD wants to monitor those costs to determine their overall impact, We expect the greatest demand for increased electrical charges to occur during early'fall and late` spring. If this becomes a problem, we believe revenues will cover the cost of adding large fans for these three sites. Mr. Frank Fuller of the DISD discusses concerns about the effect of the ASA$ program on their Summer Senee program in his attached letter, However, he has since harried that none of the three sites are currently participating in this program. 2) Thera are currently other groups who utilise the cafeteria space as a meeting room during the hours of 3pa-6pe, The DISD is "concerned about displacing thee* groups. We have offered to extend the use of our recreation and civic centers to those groups that may potentially be displaced because of our ASAS program. Requests for any usage by DISD will be coordinated by Brenda Burton, Children's Programs Supervisor, to insure satisfactory support for the DISDOs needs. t We are excited about this program and the opportunity to better serve the community through this popular child care program, We believe we have I addressed both the DISD's and City's concerns and are now anxious to call parents waiting to get into our program. With your approval, I vill instruct staff to begin filling these openings immediately. Alicia A, Montell Attachments RECRI544 T_ l clrr of oamro f, rAWAF MUNICIPAL ,BUILDING / 215 E, MCKINNEY / DENTON, TEXAS 76201 July 24, 1991 Dear Parantsi { P { This coring fall, the DIED has given the City the authorization to expand the After School Action Site Program at Rayzor, Wilson, and Houston action sites. Because of this expansion you may now enroll your child in, this program which - begins August 26th, The City greatly appreciates the cooperation of the school district and the principals of each of these schools. This pilot program will be experimentally offered during the 1991-92 school year, At the end of the year the program will be evaluated by the After School Action Site and the Denton Independent School District, Determination of the impact of the following will be made, A) The additional cost to the DISD for added electrioal usage$ particularly during early fall and late spring, B) The displacement of other organizations that typically have access to the cafeterias during the school year that will now be solely occupied by the ASAS participants, C) How efficiently and reasonably the caf,rterias can aocomsodate a' program of this site. We are very pleased to be able to offer this expansion to our popular ASAS program. Ws thank you for the support-you have shown throughout our program years, and look forward to a great year. To register your child in this program, pleats visit the Civic Center at 321 East McKinney. Registration papers need to be completed (which inolude emergency contacts, doctor's name and number), a registration fee of 820 is due; and the $15 August payment needs be made at that time. Sincerely, L Brenda Burton, Children's Programs Supervisor Denton Parks and Recreation Department (817) 686-8126 RECR2170 8171S66•8200 D/FW METRO 434-2529 ~4• o ~l Attachment to Parent letter AC etL Eaanslon ro a It is proposed that the After School Action Sites at Wilson, Houston, and Rayzor Elementary Schools be expanded for the 1991-92 school year, This pilot expansion program will be evaluated at the end of the year, based on added utility usage and displacement of current after school cafeteria users, to determine if it will be continued, Cafeteria space at these three sites will be made available from 3pm until 6pa daily to accommodate the additional participants, Participants Currently the State Licensing Agency's maximum of 34 or 35 children Is i enrolled at each site, Spaces will be made available for an additional 17 to i 38 children to enroll at each of the three expanded sites. This will increase enrollment at those sites to between 61 and 70 ` participants, A $20 enrollment fee, targeted for licensing and insurance costs, will be assessed at the beginning of the year, in addition, participants will, pay the following monthly fees: $16 August ` $60 Septesber, October, November, January, February, April, May $60 December and March ~ Statf The increase in participation will result ly the need to hire additional staff, One After School Action Site leader will ~e hired for each additional 11 participants to meet State guidelines, Howgver, it is mandatory that we l have a minimum of 10 participants per leader in the additional personnel cost. program to support the Supplies/Service a Due to the increase in participants, additional recreational and arts and crafts supplies will need to be purchased for each site. The additional participants will also generate a need for the rental of vans for field trips. , _ T, .1 Mill ATTACHMENT III D CITY o1 Dsjvrc , rMS MUNICIPAL SUILDING / 215 E. McKINNEY / DENTON, TEXAS 76201 M E M O R A N D U M TO: Pam Livingston, Leisure Services Administrator FROM: Brenda Burton, Children'e Programs Supervisor DATEt July 16, 1991 SUBJECT: Estimated Budget for ASAS Expansion sites The following is an estimated budget for the expansion of one Alter School Action sites 1 of Revenue* Leader** Supply Revenue Over Chien Generated Costs Costa 8xpe~iturd~ 10 t 5,350 30960 $ 11080 y 310 15 8,025 30960 1,620 2r445 s 17 9,095 30960 10836 3r299 20 10,700 70920 21160 620 25 13,375 10920 2,700 20755 30 16,050 70920 3,240 4o890 35 180725 76920 30760 70025 $535 per child $108 per child It is try recommandation that we target for 17 additional children at the Houston and Raysor sites, and 35 at the Wilson site, This allows us to effectively accommodate the additional participants while minimising leader costs and maximising revenues, At 17 participants in Houston and Ray:or sad` 35 participants in Nilson, the total anticipated revenue is $130623. Brenda Burton RECB1547 SIVS664200 DIFW METRO 434.2519 i s i 1 1i ATTACMENT [V Denton Independent School District Community and Adult Education Box 2387 Vox: 8171387.8161 Donlon, Texas 78202 Fax: 8171888.1452 i June 21, 1991 i Ms Brenda Barton Denton Parks and Recreation Department i 214 E McKinney Street Denton, Texas 76201 Dear Brenda: To accommodate the increase in enrollment demand for the After School Action Site at Wilson, Rayzor, and Houston elementary schools, the schools and city will work together to add 17 more places to the current 34 at each of these schools. The District's commitment is for one year. An this year progresses and at its end, we shall evaluate both the ASAS and the changes that it has brought about in other school activities to see if we want to commit further for the expansion: this is an experiment, and we'll monitor to see if we can reasonably accommodate such a program in the cafeterias in years to come. The three principals have identified the areas they want the ASAS to use, and will help your staff members locate ade- quate rest room and assembly areas. They will work with you to determine the best way to insure orderly movement from the children's classrooms to the additional ASAS. The City of Denton will be responsible for licensing the now facilities, for notifying and enrolling new participants in - the program, and for selecting staff members to work in the --now locations. Please be especially mindful when selecting staff of the relative difference between a cafeteria and the multi-purpose rooms we have been using, and for the need for indoor activities to be more orderly, quiet, and structured than those that occur outside. Through Mr. Brinkman, you have offered us access to the four Recreation Centers for large groups that have been meeting in these schoolsI cafeterias between 3:00 and 6:00 Px. The extra meeting rooms will help us continue our service to students and neighbors who aren't enrolled in ASAS next year. Thank you. There will be increased costs with this program. Here are J two we'll need to work out before the fall: r I 1 Air conditioning will be increased as we move inside. We must work together to codrdinate scheduling, locate fans, and evaluate the increased electricity niage attendant on this program. The Summer sense Program, which is related to air conditioning, requires that we discontinue all cooling at Houston (alone among the.thres schools) at 3100 pm as a part of a peak-load conservation program of Denton municipal utilities. Since that arrangement is with the City (Utilities), and this arrangement is with the City (PARD), I hope the City, in its Parks and Recre- ation Department manifestation, can show how to insure R 1 that the ASAS at Houston doesn't jeopardize our partic- ipation in the summer sense Program in September and October. Planning, hiring, licensing, registration, and &'thousand other th main to be done. But now you can begin . muc about over the summer. r Yours ncerely, C.. L--- r Frank D, Ful or, PhD Community Education Director I cot Dr. Sonennberg or. Anthony Dr. DaHart Mrs. Sergeant Mr, Bernstein Mr. Ramsay Mr. Wright Mr. Stevenson i f i y- Y H `Fa r Denton Municipal Utilities r' i i z1 y} i i v II { ~ ~L.i~Wiij f f } Iw Fr w, 7 rf'~~~ ~~f, S ~ ~ I! n n CR°1SL] COST OF SERVICE AND WATER RATE DESIGN FISCAL YEAR 1992 I E Prepared for DENTON MUNICIPAL UTILITIES 1 DENTON PUBLIC UTILITIES BOARD DENTON CITY COUNCIL r SEPTEMBER 1991 I" j R.E. Nelson, Executive Director Department of Utilities 1 4 4 4 1 TABLE OF CONTENTS EXECUTIVE SUMMARY PAGE NO. w I. INTRODUCTION 1 It. METHODOLOGY 1.4 -i III. RESULTS q IV. IMPACT OF RATE INCREASE g ON RESIDENTIAL CUSTOMERS V. IMPACT OF RATE INCREASE g J ON COMMERCIAL CUSTOMERS r VI, COMPARISON OF RATES 6 1 WITH OTHER CITIES f REVENUE REQUIREMENTS # L SOURCES r., 11. METHODOLOGY 7.8 III. USE OF UTILITY BASIS FOR 8 WHOLESALE CUSTOMERS EXHIBIT 1 - REVENUE TARGET g COST OF SERVICE 1. SOURCES 10 II. METHODOLOGY 1a - 20 EXHIBIT 11 • COST OF SERVICE 21 - 47 EXHIBIT IIA - UTILITY VERSUS CASH BASIS 48 z ~Y" anvrsa+ F I i . i TABLE OF CONTENTS (Continued) I RATE DESIGN PAGE No. j 1. SOURCES 49 It. METHODOLOGY 49 - 50 Ili. RESULTS 50 - 51 IV. BILL COMPARISON 52 V. COMPARISON OF RATES 52 WITH OTHER CITIES EXHIBITS III - RATE DESIGN 53 - 60 EXHIBIT IV - BILL COMPARISON 61 - 65 EXHIBIT V - COMPARISON OF RATES WITH 66 OTHER CITIES EXHIBITS a~ I. DEVELOPMENT OF REVENUE TARGET 9 µ It. COST OF SERVICE 21 - 47 IIA. UTILITY VERSUS CASH BASIS 48 i Ill. RATE DESIGN 49.51 IV. BILL COMPARISON 52 V. COMPARISON OF RATES WITH OTHER CITIES 52 RATE ORDINANCES T- N'd S["r.TAYi F C j 1 EXECUTIVE SUMMARY r I 4 rya. d fs}Yti'.yw t f 11 : it j WATER RATE STUDY EXECUTIVE SUMMARY t I. INTRODUCTION A water utility rate study has been conducted to determine the rate increase necessary to meet the revenue shortfall reflected in the revised fiscal year 1992 water department budget. Major impacts on the budget include replacement of aging water lines, debt service on the stay Roberts reservoir, {al and the loss of expected revenue from the Upper Trinity Regional Water District. 'i The rate study was completed using a new Cost of w Service model developed by an independent rate consultant. This model incorporates a different ..1 methodology to determine cast allocation compared to the model used during the past several years. { II. METHODOLOGY The 1992 water rate study was conducted following a basic three step processc f 'A"M" k 7' i A. Revenue Requirements c j , A key foundation of the rate study is the development of estimated revenue requirements ' for the water department in fiscal year 1992. This provides the overall level of rates needed to meet financial obligations during the budget year. The revenue requirement includes a 6% return on investment to General Government and an overall 1.25 debt coverage l;l ratio. Exhibit t reviews the development of revenue targets for fiscal year 1992.. Expenses, revenue, and net gain/loss are shown by customer class. Revenues and net gain/loss J are displayed both without a rate increase and with a proposed rate increase of 11.40%. j f i -2- r 1 f S. Coat of Service Study 7 The next step in the rate study is to identify 'y the cost associated with each customer class. These costs are distributed to customers based on identifiable allocation factors. This -'s process identifies the relative demand placed 4 on the water system by each customer and sets the stage for specific rate design. The results from the cost of service can be found in Exhibit 11. { ' C t C. Rate Design once the revenue requirements and coat of y service allocation tasks are completed, target revenues are idefitified for each customer class. The actual rate design involves the development of specific facility and volume 1 charges. Volume charges for residential customers differ during the summer and winter periods. The rate per 1,000 gallons of water 1 -3- x!OW N 1 5 "I'Va« l -1 consumption is constant during winter months, 'i but higher rates are charged for greater consumption during summer months. Block rates for summer period are 0-15,000, 15,000-30,000, and 30,000+ gallons. The results of the rate design can be found in Exhibit III. ,Y III. RESULTS Sd~ Analysis of existing water rates estimates fiscal year 1992 revenue of $11,260,356 and expenses of $12,527,941 for a loss of ;1,2670585. With the ~~ll proposed rates outlined in this document, water revenue would increase by 11.40% to $12,543,923, resulting in a gain of $15,982. A summary of the rate increases by customer class are shown below. a Residential Commercial Government Wholesale Total 11,271 13.131 16.26% -0- 11.40% 1 i _J I -4- 4 T,1 ,v sf3•SS { Y i- J IV. IMPACT OF RATE INCREASE ON RESIDENTIAL CUSTOMERS Current versus proposed rates and bill comparisons for residential customers are shown in Exhibit ?V. Exhibit IV, Table 1 compares the bill of a small residential customer in 1992 at current and proposed rates. The proposed water rate increase would result in an average $2.50 increase in the monthly bill during 1992, from $22.40 to $24.90, or 11.16$. L Exhibit IV, Table 2 compares the bill of a I~ a~ residential customer with moderate water w consumption at current and proposed rates. The proposed rate increase would result in an average $3.05 increase in the monthly bill during 1992, `rom $27.40 to $30.45, or 11.138. Exhibit IV, Table 31 compares the bill of a -E residential customer with large water consumption at the current and proposed rates, The new rates would result in an increase in the average month of $13.90, from $119.90 to $133.80, or 11.598. 1 J _g.. -T,- YA, p ,NSii4'R 1 N 'r 1biYifh'4 j 1 f 1 I I V. IMPACT OF RATE INCREASE ON COMMERCIAL CUSTOMERS i Exhibit IV, Table 4, compares the bill of an C average commercial customer in fiscal year 1992 at current and proposed rates. with an average F monthly water consumption of 40,000 gallons, the proposed rate change would result in an average monthly bill increase of $13.60 from 105.25 to l 1118,85, or 12.92%. VI. COMPARISON OF RATES WITH OTHER CITIES E Exhibit V provides a comparison of the City of E Denton proposed water rates with Lewisville, Arlington, Carrollton, and Garland, These cities ` are currently reviewing projected rate increases and actual rates are subject to change by October 1, 1991. I ~ i .6 I' ~Yp~ ~i ICtvlX't;1 i .7 REVENUE REQUIREMENTS 1 ( '1 1{~.w f 19-iYUN 1 { . rcl?~ii k'13 v 1 i RWENUE REQUIREMENT'S f .1 I f J I. SOURCES "J Revenue requirements were determined by using data from fiscal year 1992 Operating Budget, 1992-1996 k Capital Improvements 1Plan, and associated proforma K1 documents, as revised; the 1991 Utilities Forecast; revised department fiscal year 1991 revenue and w expense estimates; and utility financial data from fi the Finance Department. 1Y II. METHODOLOGY Revenue requirements were developed primarily by using the most current utility department documents. However, data on capitalized assets, outside departmental service, plant. In service, depreciation, and debt service were obtained from the Finance Department. This data was used to compute the water department return on investment and to develop charges specific to wholesale customers. 7- t i i Because the revenue and expense estimates continue to evolve over time, some adjustments must be made to the existing forecast and budget data. In addition, there are limits on acceptable rate 1 ~ increase percentages that cause further reductions in planned expenditures. These adjustments have been made to the extent possible as of the date of this document. To determine capital asset values for the r Administration and Laboratory divisions, certain ,J assumptions were required as these divisions were previously combined water/wastewater divisions. x III. USE OF UTILITY BASIS FOR WHOLESALE CUSTOMERS k Wholesale customers revenue requirements are based on a utility versus cash basis. A primary ' difference is that depreciation expense is charged under the utility basis. An illustration of the 1 utility and cash methodology is provided in Exhibit IIA of the Cost of Service section of the study. Vl -J 3 s -B- , fl,. t r' j .i j EXHIBIT I 1 Y~ REVENUE REQUIREMENTS r r ,r _j j _i - - - y t - - - 1 -----I 7-7 City of Denton Water Utility Development of Revenue Targets Description Resldentlel Commercial Government Corinth LCMUATotal System i FY 1992 Expenses $6,750,689 $6,709,946 $260,719 $492,063 $314,632 $12,627,941 6 j FY 1992 Revenues @ $5,172,201 ~ 5 0099 1224,931 $490,860 1314266 $11,260.36 Current Rates I, FY 1992 Net Gain/(Loss) ($578,488) ($651,847) ($35,788) ($1,193) ($267) ($1,267,685) Proposed % Increase 11,27% 13.13% 16.26% 0.00% 0.00% 11.40% FY 1992 Revenues @ 15,755,288 $6,722,007 1261,603 $490.86 0 °3 4,266 512,543.923 Proposed Rates a } Net Gain $4,599 $12,061 $784 ($1j 93) ($267) $16,982 i I 1 ~M,1• ~.~!/Yr{4Q14'AFF1MYIl. gyn.. ~ r 4A . p r i s .I COST OF SERVICE e~ r I ~ i F ~i COST OF SERVICE 1 j I. SOURCES The sources of data for the development of the Cost of Service Study were the revenue requirements s.~ modal, revised fiscal year 1992 .Operating Budget and associated proforma, 1992-1996 Capital Improvements Plan, 1991 Utilities Forecast, Finance Department, and water utility staff. Mme. tw II. METHODOLOGY w ~~11 Introduction NI A. The following customer classes were used in the development of the Cost of Service Studyo I 1, Residential 2. Commercial 3, Government - City, County, Schools 4, Wholesale Corinth/Lake Cities -10- YY.pN`WI { h I t i Each residential, commercial and government V~ class represents a combination of all rate customers in that class. 1 H, Descri tion of Cost of Service Model j i The cost model uses the base-extra capacity allocation process to determine cost • associated with each customer class. The first step is to allocate costs to the functional components: base costs, extra- capacity costs, and customer costs. 1. Base costs are defined as those costs that occur principally related to the total annual quantity of water used. 2. Extra capacity Costs are those costs that 1 I occur principally to meet peak-day or peak hour demands. 3. customer Costs are those costs related to customer billings and meter costs. i ~~pn. 1 Is1:Fh+.V1 { I 1 The next step is to allocate those functional component costs to each customer class. 1 1. Base costs are allocated according to the annual water usage of each customer class. 2. Lxtra Capacity Costs (peak-day and peak- hour) are allocated to each customer class In relation to its load factor as determined by analyzing test year consumption data. fp 3. Customer Costs are allocated according to the number of billings and meter cost ` equivalents. Meter costs equivalents are developed according to the relative cost - invested in each customer's meter. IW.1 -12- w 7 3 i e C. DESCRIPTION 01 SECTIONS _i -r.. _a The Cost of service Study was divided into 13 sections which are briefly described below. 1. Section It. Summary of Revenue and Cost _ } Allocations (Cost Wla" r This section summarizes the allocation of cost I between the three functional components ".>f base costs, extra capacity costs, and customer costs. This summary essentially outlines the total cost of operation and includes the ~ t revenue required to cover these costs. Total revenue includes additional revenue to be collected through a rate Increase. I~ information is divided between sources and ~J uaes of working capital and reflects the rate increase required. -13- 110 r 1 r~fA Nil t I i r I 2, Section 21 Allocation of Departmental f Expenditure (Cost W4a) . This section allocates fiscal year 1992 Operational Budget expenditures to each of the six water divisions. Expenditures are shown Y~ by expense category and allocated to base, extra capacity, and customer cost components, Gfl~ 3. Section 31 Allocation of New Additions to Plant Cost w5a) 1 This section allocates new capital assets that are added to the water plant in service during fiscal year 1992. Specific asset categories are shown and allocated within each division to the three functional cost components. With 1 the exception of distribution water mains, water hydrants, and water meters, new additions were allocated to base average day costs. 3 -14- i I f k 4. Sections 4,5,6, ..and _ Gross Hook Value, Depreciation Expense, Accumulated Depreciation, and Net Book Value - Plant in Service (Cost W5, W5b, W5c, H5d,_and Wye These sections allocate plant in service within each division to the three functional cost components. Plant in service data was obtained from Finance Department records for fiscal year 1990. Fiscal years 1991 and 1992 projections were based on the most current department budgets and estimates. f 5. 5ecti n 8: Return on Investment (ROI) to 1 General Fund (Cost W5f1 E~J This section calculates the ROI due, General l,~l Government on the basis of the value of fixed assets. Adjustments are made for contributed capital and water storage rights, An ROZ rate j of 6% is paid in fiscal year 1992 based on net i investment as the end of fiscal year 1990. I k 'J -15- i 1 I 6, Section 9; Wholesale Customer Allocations (Cost W5c1 This section calculates the allocation of 1 costs to the two wholesale customers. It is considered appropriate to use the utility basis of cost allocation version the cash basis used for other customer classes. A description of the difference between the two methods is shown in Exhibit IIA. Cost allocated to wholesale customers is based on relative shares of the water production plant and transmission asset values and projected revenues, Specific costs include a 9.5W ' return on investment (cost of borrowing and risk premium), depreciation expense, a 4% street rental fee and payment in lieu of taxes at a rate of .68518 per $100. i.. I 7. Section 10; Summary of Revenue and Cost J Allocations to Customer Classes (Distribution This section summarizes the allocation of total cost and revenue to Individual customer classes. Information is divided between -A -16- LOINI Z. ' j I i I sources and uses of funds and identifies the rate increase needed to cover total costs. ^.i B. Section Ili Basis for Allocating Extra Water 7 Capacity to Customer Classes (Distribution W21 ~ .7 This section develops customer allocation :a percentages based on average and peak water usage load factors. Wholesale customer capacity allocations are based on peak demand as stated in contracts between the City of Denton and customer cities. ` 9. Section 12: Distribution of Units of Service to Customer Classes (Distribution W3a and W3bf r~ This section illustrates the units of services annual water volume, customer billings and meter costs. Volume usage and customer billings are summarized from consumption wj files. Extra capacity percentages are developed on schedule W2. Meter cost i percentages are developed on the basis of total billings and relative costs by meter size. i i _J -17- lv. . 14iYya'.Uy1 j f 1 1 lp, section 13; Distribution of Costs t_o__Customer ryl Classes Distribution W4. W4a. W4b, W4e,_W4f, and 4 .1 I A. Total Water Costs_(Distribution W4} This schedule summarizes the allocation of all component costs to customer class. These costs are divided into bass costs- average day, extra capacity-maximum day, extra capacity-maximum hour, customer i accounting costs, and customer meter Im +rr costs, 1 B. Averse Doi1y Rase Costs (Distribution W4a1 This schedule summarizes the allocation of average daily base coots to customer classes based on percentages of annual ! water volume usage. Expense categories are subdivided into costs that affect retail and wholesale customers, retail customers, and wholesale customers. i t f6!jVi9l7] CA`XLriY~ l I I C, Extra-Capacity Maximum Day Costs Lgistribution W4bl This schedule allocates expense 7 categories to retail and wholesale, i retail, and wholesale customers to the basis of their percentagc of total maximum day costs. ~j D. Extra-Capacity Maximum__,.,Hour Costs DL, istribution Vj4e} This schedule allocates expense categories to each customer class based on C~ percentages of total maximum hour costs. Costs are segregated by retail and wholesale, retail only and wholesale. l .J ~lg- i I Customer ACCOunting Costs JDistributlon ~ waft This schedule allocates accounting and other administrative costs to each customer class based on the percentage of total annual billings, Most of these costs relate to the operation of the Customer Service Division in the Finance Department. ~.l F. Customer Meter Cost (Distribution W4a1 This section allocates costs to customer classes on the basis of the number of meters in service and the total cost ~j of each meter by meter size. I li ..'1,0... i EXHIBIT 11 COST OF SERVICE ! C ~ -I PAGE SECTION 1: SUMMARY OF REVENUE AND 21 COST ALLOCATIONS (COST W1) SECTION 2: ALLOCATION OF DEPARTMENTAL 22 - 23 i EXPENDITURES (COST W4a) f i 1 SECTION 3: ALLOCATION OF NEW ADDITIONS 24 - 25 TO PLANT (COST W5a) SECTION 4-7: GROSS BOOK VALUE, 26 - 34 DEPRECIATION EXPENSE, ACCUMULATED DEPRECIATION AND NET BOOK VALUE PLANT IN SERVICE (COST W5, W5b, W5c, WSd, W58) SECTION 8: RETURN ON, INVESTMENT 36 (ROI) TO GENERAL FUND (COST W5f) - I r i i i EXHIBIT II 3 COST OF SERVICE (Continued) PAGE r! SECTION 9: WHOLESALE CUSTOMER 36 - 37 ALLOCATIONS (COST W5g) SECTION 10: SUMMARY OF REVENUE 38 r AND COST ALLOCATIONS TO J CUSTOMERS CLASSES (DISTRIBUTION W1) t' SECTION 11: BASIS FOR ALLOCATING 39 E3 EXTRA WATER CAPACITY TO CUSTOMER CLASSES r , (DISTRIBUTION W2) SECTION 12: DISTRIBUTION OF UNITS OF SERVICE TO CUSTOMER 40 - 41 CLASSES (DISTRIBUTION W3a, W3b) :.1 SECTION 13: DISTRIBUTION OF COSTS TO 42 - 47 CUSTOMER CLASSES (DISTRIBUTION W4, W4a, W4b, Woe, W01 W4g) s r 4 I h E f ~ SECTION 1 R SUMMARY OF REVENUE AND COST ALLOCATIONS (COST W1) 1 r<j i v' s r s 1 Iw.,. »O eA+,-r, rl Wpe I EXFON MUNICIPAL UTILI'JF tear-wt wrur COST OF 5ERVIGE STUDY 1s-sp-sl AI.LCX:AllON TOFUNCTIONALCOMPONENTS WAT Tell Ye" Blllrp Meet We Erie CrpNIN &Ilrv Mebrt Ave MabrnuT MreMlan 191-012 Cosh 0004 AW. Dry 540 Dry m" H, Ceub Cobh Cosh Dry How ALW CAMH eA41a ant et (Aj B C D fl C tDi (El SOU CRSOFWOHKINOCAPIT + S01e of Wels $11,261,761 : REVEWUERATECHANGE 1,264,170 1 3 Subtotal 112,1027,931 6.1% ~4.8% 78.8% 6.6% 6.2% 691,608 y582,613 9,692,844 1,066,968 661,806 I Olh Ravenuea: I 4 Tap Fees $6,000 _ 100.0% _ 5,000 MH.t-Relslwt e Ald-In-Consbuclion 38.000 100.0% 36,0_00 or■eu. lne. _ e 111kce0ansouslnco" 6,000 100.0% 5,000 _ tafY►Inl I inlereal - Oallons 2,000 100.0% _ 2,000 rdaPlr,l I Interest - Non-Operak+l2,000 100.0% Y _ 2,000 taelPlr~l o ''Subtotal 182,o0D 0.6% 17.3% 73.1% 16,000 {0,000 $96,000 to Total $12,679,931 6.0% 4.7% 76.3% 6.6% !1634,806 1607,513 110,001.544 11,066,366 1609.806 IISI!S OP WORKING CAN TAI.: o eahans 8 Maintenance! I Personal Seivker, _ $2,266,464 0.7% 12.2% 72.2% 14,9% 116,310 $976,801 $1,636,372 $331.110 eee C oil -W46 12 Supplies ~T _ 612,037 0.2% 3. t_% 68,7% 38.1% 706 16,962 300,331 104,960 T Mr Cset -W4& 3 PLxctwsed Power _ 890,150 62.9% 47.1% 364,976 326,176 we Coo -W" 1 N u MatnMMnce 963,643 0.1% 10. It'll, 00.1% 1,048 103,330 $40,260 a..cee-wu H +s Sw0Cos 443,349 1,4% 0.0% 99.6% 8,391 26,710 410,250 504 cowl -W44 ! +o P(mchase of Watnr 86.600 62,9% 47.1% 46,744 40,756 se. 008-W44 f 7 Imuance RBunby 81.686 0.6% 6.6% 392% 01% 42A% 613 6,030 31.062 7.623 34,671 M. Coo-W40 •t is Bad De bi Expense 47,000 6,0% 6.1% 70.3% 8.4% 4.8% 2,542 2,303 36,067 3,060 2,130 AV be AIIOmWAUn f1 to like Roy Robots Pmts 2,060,000 100.0% 2,060,000 eb. ten-ww 20 Adminkka0va Tranetere 600,410 100.0% 600,418 A•CN! Asel 0011 21 wholesale R01 07.206 00.7% 30.3% 62,973 34,326 ee.Ceo-Wg _ t2 Wholesale Skoet Rental Few 32,206 1.6% 01.5% 16.3% 20.7% 484 101795 61269 -,_6 6,667 Wd en 14e060W, 23 Wholesale PILOT 0,403 60.7% 39.3% 3,686 2,618 0e6 cer-wbu N General Fund A01 - 6% 042,723 1,6% 01.6% 10.3% 20,7% 12,054 517,962 137,610 174,468 s.rcon-wq a 1011est of ROI by Wholesale) II 69,161 0.3% 61 .Y% 34.6% 3.5% 404 110,760 (86,281 (6,60 oNsol 26 sublolal 18,620,687 7.4% 5.2% 729% 12.0% 2.6% !1628,178 $444,680 18,212,542 $1,024,012 0211,178 p I Debt It Capital Related: 62,613 71 For Rev. Debi I8s Fund $2,601,519 100.0% 2,601,619 C1-BAN AV Dry m For to Rev. Debt Reserve _100.0% 01.ee« A„s. oy 20 Fixed Aerie k 575,550 0.0% 16.7% 29,3% 1.0% 53.9% 400 437,400 260,466 9,048 472,230 Yebcew-ws. - x Wholesale DepreClallon Ex ns 63,276 63.4% 38.6% 49,007 23,170 _ pe~cea-W m U_TRWD 100.091 01.610 AV, Dry 32 tRepayment to Electric 600,000 _ 100.0% 600.000 01+!80 Avg Wy s3 sublotal $3,940,344 0,0% 3.6% 85.7% 0.8% 12.0% 1400 $137,400 $3,205,082 $12,225 $472,238 se NET CHANGESM WIC 1119,000 6.1% 4.6% 76.0% 5.6% 5.2% 6,028 ~6,fi33~ 911120 00,120 _ _6.189 Mqa N1 [iew04ve4 3s WATER REVENUE REQUIREMENT61 1t2,627,9J1 14.6% 78.8% 0.6% r,,2%11 11834,806 $662,61310,602,81411,068,368 $661,605 /12,sit,sse ,11'J.tc1~sW.la3A'e9~1w~ F W t y SECTION 2 ALLOC~'%TION OF DEPARTMENT EXPENDITURES ' (COST W4a) i I i q I n tl yI'mI11pwi^ _ DEWFON MUNICIPAL UTILI'I'IIS cv$I-w4. w04, COST OF SERVICE STUDY s-s4v -2i A110CATI DN TO FUNCTIONAL COMMNINTS WATEA 111`1011 1101 T"I vw Nllhe M414, 0a4 EaYacvwy, eMAy Moor Aq Meaanun Mrlnvn 1e111-42 C044 C41h Avg D4y Mu Day Ma K 0444 Cob, celh Ddy How A1100 Iludim 0 1 e IcI (0) CA) e c sA6ia WATIR ADMINISTRATION'- q3m 1 Personal BerWcas $233127 _ 60116 6.0% 90.0% $11,6511 $11,656 11,209,614 _ c+ . w4A De 2 BI a 7,450 5.0% 6.0% 90.0% _ 373 373 6,706 01 . 906 Aq. Day s PurchsedPower - 6.0% 6.0% 90.0% Of - Ras Avg. 06y 4 Meinterwnce a,B00 6.0% 6.0% 90.0% 446 446 _ 6,010 DI -11m AV . Day 6 Bsvlas 91,760 5.0% _6.0% `90.0% _ 4,688 4,666 92,676 CI • w• Am soy e Insurance 3,730 6.0% 5.0% 90.0% 107 167 3,367 _ as . w4 Aq. Day y aundr 6,000 6.0% 5.0% 90.0% 260 260 4,W0 01 • w4A a a Fixed Aeeels 5.000 5.0% 6.0% 90.0% 260 260 4.600 CI . ws Aso: ay { a Total -$364,957 6.0% 51% 90.0116 _ $t 7749 $17,749 1319,461 WATER PRODUC110N 464 Is PersonanPo*ZW- 17_16,460 _ ^62.9% 47.1% 1376,370 1337,110 o -Aso o"imm II BuPPN413,760 62.9% 47.1% 210.510 194,960 0 • ~'.V DWimm Oft It Purcha090,160 _ F2.9% 47.1% 364,976 326,176 b-Avg tM"D 1s Melntm209,260 _ 100.0% 209,250 C.w4 Awpa Day u asrv"163,190 _ 100.0% _ 163,190 C. Era Aft pa Oa 1s Puoha116,600 W 62.9% 47.1% 45,744 40,760 0. Aso aWMa soy 1 le Weser 2,060,000 _ 100.0% 2,000,000 0.11044 AAv 4 a ' 1+f Ir Inaurence 18,160 52.9% ~47,1'K 6,667 7,623 D. A 0 yrw.oar 1 1e aundr se Flied Aesels 19,200 100.0% c.w4 Away ay 52.9% 47,1% 10,164 9,046 _ a. Ag urlNa Dw zn 70h1 $4,363,710 79.0% 21.0% 4,449,060 6914,900 'V, { WA115K UISTRIium )N - 461: 21 Pwrione16MWoes $867,690 _ 100.0% $667,690 C.wa D.y 22 S phes 49,331 10010% _ 46,331 O. wa Ap. Day as Purchased Powal 100.0% c-sw Ao. ay 24 Mesnlerance 618,381 100.0% 410,381 Lt iAyg p 2s SaYkes 1011,946 _ 100.0% 108,946 _ C.waayr [My i x Inwence 46.740 29.1% 70.9% 14,169 `34.671 E- A_vg D.ymmHw 27 9undrY - - 100.0% _ _ 0.1iw4 Ae. a f ` » Fixed Assets '102,000 32.7% ~ 67.3% 220,702 472,236 r . Aw DAvAtaa Hew a ToteI 12,381,967 78.7% 21.3% f1,876,179 1606,909 ezseroar WATHR M11T11RINO - 462; so Patsonal Services $280,231 100.0% 6280,231 I_ I.au: Maw c664 sl Sup a 16.18a 100.0% 16,1M^I s.cuI M.wcaIts sa Purchased Poww 100.0% e•out sow t"Is i as Mahdenrance 102,282 100.0% 102,262 s-cual Mow Ca.h 34 aervbec 20,310 100.0% 20,319 WWI Mawseah ~ - 211 Insurance 0,417 100.0% 4,417 WWI 4w0#& sa Bundr 10010% T e•cm1 M6W C4:4 s) Fixed Asssls 137,000 100.0% 137,000 e.cuml. m" Cools 1111 T01a1 $541,416 100A% $641,416 CAW ytl5dti(ktiMUSteu:,rsr,..•rrs.n.... imminummolon- [t rd (Sono. al .kn-2lrwl Rrped 1)LNTON MUi?IGE PAL U'rjui'I GS CASH WAar COST OF SERVICE STUM eNS19 is-eo-e+ ALLMA110Ni 1'01IUNCTIONALCOMPONINTS I WATER SYSTE M TIH _ f Yaw DIN M.N, SNI E!N cwwlty Il llry Mawr ANi Wlnv Murnan I IwR1-St COL! Copt A.p pq Mu Day Mu W Cor I cash c", Yory How K14C et IN f, D 6 0 p WIB WATfSR ENOINIIHRI (I 30 Paeaonal Services $94,278 6.0% 6.0% T 90.0% $4,714 $4,714 $64,050 01 . BWa Aq, ay eo 8 was 8,450 6.0% _ 6.0% 90.0% - - - 42.3 T 423 7,605 CI . Beef Awn. SAY 41 PurohaBed Powar _ 6.0% 640% 90.0% rl • but Aw Day 4z Malnlanance _ 12,0110 _ 5.0% 6.0% 90.0% _ 603 603 10,045 cl . Bwr Avy pay 43 60110ka0 36,050 5.0% 5.0% 90.0% 1,803 1,803 32,446 01 = BM0 AwDAY w InSIMMMe 1,621 5.0% 6.0% 90.0% _ 76 76 11369 Cl • Bra Aq, w 45 61nd1 _ 6.0% 6.0% 90.0% c+. Owe AV Day 4e FWlad Assets 3,000 - 6.0% 5.P% 90.0% 160 _ 160 2,700 01. BUr Ap. Day 4/ Total $166,349 6,0% 6.0% 90.0% $7,769 $7,7M $139,814 WATHR LABORATORY - 4611 46 Pe2sorwl SerWces $105,746 100.0% $106.746 Cl . In, AV, Da 46 SL plies 16,660 _100.0% 18,660 C, . w1 Ag/ Day ` w puaknsad Powol 10040% 01 . BrrA Da` u MatnteoBnce 4,790 100.0% 4,7A0 M . Base AFB, Day u 6wvbes 33,095 Y 100.0% 33,095 01 + Owe A Day it as Insuance 100,0% 01.11611 AV. Day 64 Sundry 100.0% ci . Br. AV Day L1 AS Fixed Msels 9,360 - t00.0% 9,360 m . eMe AV ay 66 Total $171,653 100.0% $171,663 T'OTAL• _ tn.a, lots 'w. 67 PMsonal Set4 lcesf~ $2,266,464 0.7% 1242% 72.2% 14.9% $16,370 $276,601 $1,636,372 $737,110 $2,266 46J 1 }6 Supplies 512,037 01% 3.1% 66.1.4 36.1% 796 15,962 300,331 194,960 612,036 so Puehased Powel 690,150 62.9% 47.1% 364,976 326,176 M0,1$0 < w Malnlenapce 953,643 _ 0.1% 101% 69.1% 1.046 103,330 846,266 963,644 e+ 9arvkws 443,349 _ 1.4% _ 6,0% 92.6% 6,391 26,710 410,260 443,361 62 puclnsad Water 86,500 62.9% 47.1% 45,744 40,768 66,600 , 63 WBtet RI da_u 2,060,000 100.0% 2,090,000 - 2,060,000 w Insuance 76_,668 _ 0.3% 8.7% 35.0% 10.0% 45.1% 263 - 6,660 27,462 7,623 34,671 76,!69 x Sundry 6.000 6^0% 90.0% 250 260 4,600 6,000 ae Ffxed Asseis 676,650 0.0 16.7% 29.3% 1.0% _ 63.9% _400 137,400 266,468 0.046 472,2JB 675,060 67 Total $7,969,271 _0_3% _ 7.1% 74.7% 11.5% 6.4% $26,518 3666,933 $6,966,366 $914,660 $606,6011 .17,989,270 r BASES FOR ALLODATION3 A. auelonaa KCam6re Cash T6bs,1[aMM 40th minm un bdl B= CalanM Mete Cash Tabe2eca.101 . k6mmrgrr n611 G• 1104AYMO'I6Day =COAL retalyd bbra WMyl dYlyprad u[bon la br ucoventl Im, wrprmOnMN votno let ad - G1• RICpl.arwCWb,IM CDpI, $11110 WMpaday ' p= Mumun pay lD Awrpr ow RMq fhKpnwe PHl rm1VO3U to u4lyd rolna lsu,nA nark. nn br rec DVasd }Dn Ir[Illy[MryrN Swrenn pMk glvna fatal ' IArmvn HDU 16 Avrrpl pay Aabo labs INOWNI Ipn lacllM CMlpa Or 1000nalp6lk Velum Islas F • AJN N I ac0adlre IC 911 bp0N1tl M48040 411 dMI C0A{ 1 CapAp Nl=btmt A,wops daily la.[arl It Oa mgd 066 bnn 001% asomy hole, lmanad• 142 nvd 0.11 tmrr 666% 2A61dal1y N00611= 1250 mild Con bmal 62 M% Mr[mun day ldaca Ae Pa 20 mpd 166 Imo 4112% IN nadm14n het hoaly21w6:.611• 3610 moh 506 Arm" 61 t1% IN pAdbuber, t'MI1n tM(Adllybrlt l{ Used, dM)wlsl*n, ulMl then base asset{. bItWIsd IOCar1COnlpOnMl{) ' ,e~i72'4h151,~414WW • ' i, a of T ' , _ tM KOM f i i I SECTION 3 ALLOCATION OF NEW ADDITIONS TO PLANT (COST W5a) ~ry t E 3 'r. rr I _ 1&nmrnwah-r.+lwrn DLNTON MUNICIPAL UTILITIES cosr-ws. COST OF SERVICE STUDY wdu ALLMA11ON 7'0 FUNCTIONAL COMI OWW'I'S If6p-91 INVE/TMENT IN WATEA x1ANT i1ommirs to RAW) A T», E. • c •e Irv rml.n .Amu,. y r M ] Mr owl Iku Axle I• I-ex eo.m 6666 Aw Day u by Ar w Cvh Cert• Ce.N DrY Ell L WATER ADMI STM P - 460', _ 100.0% J - C. BOO Amid 0 Day BuMdM L E il rleefl 100.0% - 20600 c.W AWN06 D. x I, two i Fixbaaa 21600 100.0% 2.600 o.a»• AvwAqe D.r Y Pflioe E n1 2.600 0.1»• AmOPO D. Btaa E I nt 100.0% - - c•e». Aw . o.v E Radio E u ant IOO.D% c.s». Awage DAY e Mon D 1 fixed As" 100,0% $6,000 06,000 wbtoIaI 16,000 100.0% _ - - x _ W8110 oduclbn - 400; 62,0% 47.1 % _ o • Avg D.y1MU My 1 e Bulldin 6 Equl mon 100.0% 2.000 o.er. ~wuAa• DrY r o _Fudtuo I Flxha as 2.000 100.0% 10.000 D.e»• Arrp* one w PFllu Equi n1 10.000 2.000 _ c•su. Ar•rq• D.r ' u Machined + E I m 2000 100.0% 0.1»0 Anrq. Day- c • e». Ar.rq• D• r 12 Radio E u ent 100.0% I la Mlaalteneou/ E 100.0% - c•a». Ar•1446 Dor u Water WoNs 100.0% o • Avo DNIMM DWY c-1». Awgi• DA r m 47 Raw Wair Station E 62.9% .1% l f 00.0% _ N 16 Biwa ts7B ilu 62.9% 47.1 % D • Alp D•y1Ma DAY u RwedyyYka 6 BI. D . Avg 0XVI" Orr I u Tim boaonwatin VM 62A% 47,1% D•AW 156YININ'DOY In Puma Moteda, Boo 62.9% 47.1% D, Aq IMF I PurlIleudlon B 1mm 62.9% 47.1 D , Aw IMAr DAr xl Water Maims 6219% 47p1% c./»• Avogr DAY { f n etructusa 11 low _ 100.0% t14.o00 wbtotal 114.000 62.0% 47.1 % 114.000 20 WaW Dbt Ion - 441: 100.0% _ c•1». Ar« r wv 2+ BuNdin i E no 100.0% - o•e»• A.Ar . ay » Funihao L Flxluros 6.000 o.e... A.•Iq4 ar x Olfios E Iprnohl 6.000 100.0% e.e».Ar•1 • DAY zr Machined A E I 100.0% c=s»• Av,q• DAY 2e Rodb E u snt 100.0% - 1 6,000 0. 1"o Amnon y 1 e• Mlaeolianeoux e 16.000 00 .0% D.rsnofP"Iw . 76.0% 26.0% 172.4!6 364616 D. Are 1Wr twat 2p Tra mrnMs, Wald Men c. been Awrq• o6v m Dis IW"n WaW M 62Y,000 32.7% v07.3% _ u Wata lHeWs t00.0'i v- 32.7% 97.3% 16 963 30 017 13 . Avg D•yYM+r 0•y s2 WaW H Mant1 66,000 _ 36,000 one *Zl Or m eefv Ion 39,000 _ 1 00.0% 608»6 Amove My 't ed inDirl 100% - o,er~ YwAro. Dry edatoa t x coplaa1Go11ecl 100.0% Inlr Y DB.B% 61.2% 1240,466 (393.632 17 /ubtotal 1643000 1 lfIfff II 1.1.1. 1 DENTON MUNICIPAL UTILITIES cosy-wx IBuno_yn * I) - Flnl NIPOII was COST OF SERVICE STUDY ts-Slo-Il AlA.MAT1ON TO Pi1NC1TICNiAI. COM110HI'NT-4 INVESTMENI IN WATER RANI 610MONe 10 PIANO 11 utl 1 A C 1. S,<si A Yoe? Lifi tit aYi i~=My- uv M.i Ip - ul~un 4MInUII tUS1S -11 Ava Ott' Y Day- At W CoNt GOHt Wn' C.Y No. tOC Q IO Mil wm.q Wsler hlslerln - 462: er Furnitmo & FIN n-s _ 100.0% O.w. Aywg+ w sc Othce Equipment _ 100.0% _ C•B.t/A"10096Y { 40 Radio Equipment 1000% C•Bwt ArM let 01Y n MisalMnsow E u 11,000 100.0% 11,000 C•B,vt Amoco Oly, t .Ir walerMeters 120,000 _ 100.0% 120,000 0-Ilm Awl coDa .Y services 100.0% C. Br. Awlrot Day w sublofol $131,000 11 _ 01.6% 0.4% $120,000 $11,000 $111000 Wata1 En neerln - 403: Iwp.0. 0.v 11 FunYlulO_ Flxilaea $1,000 _ 10040% _ $1 000 0. 1. w1 A.Mrot Ony .1 Ollke Machines 100`0% OCT subtotal $1,OW 100.0%._ $1,0 Wafer Laboratory 460: __N - - _ n BUildmg 8 qEu $350 0•wt Awr.pt .y 41 Flsnlturs a 2,000 100.0% 2.000 0•wt Awr t My Office Mac2,000 100,0% 2,000 10 Mlscel Mlne5.000 100.0% t;,000 c. Br. A.wro>n•1 al $9,350 100.0% $6,350 1a s50 1 W ter 1N h s: - - - u 5.1 Little E!m 100,0% c.0;;1 wY.. u oars so Ra Roberts _ 100,0% c•BU. Awra. o.r y, subtotal - - 1'1 Total $603,3501_. 14.0% 38.1% I- 40.0% ~._I $120,000 $26p,816I I 'NIr3,tS32 Nos.sw A ! t n r I . i f 4 N. t ;n3h l ; r III f j I SECTIONS 4, 55 65 & 7 GROSS BOOK VALUE DEPRECIATION EXPENSE ACCUMULATED DEPRECIATION AND I NET BOOK VALUE PLANT IN SERVICE (COST W5b, W5c, W5d, AND W5e) ¢ ,zs E 1 i iD..m, w, yAn-nnu nenoa 6ENTON MUNICIPAL UTILI'T'IES coer-wsa Wile, COST OF SERVICE STUDY ALLOCATION TO FUNCTIONAL COMPONPNTS INVEBtMENI IN WATER PUNI WOW BOCK YAt VEJ 1641 HC;.TA CUST ' HASH ? C :37 Y641 _ &Ilry e, Dili f"S et PWV M.WI Aq MMMIm MUML _ 1111-12 Calk Coal, Av Day a Pay MM W COYN CoeN V4414 Day Now IOC. m fc§ (DI ml DAela Wale Adminlsbmfion-460: I 8"wding R Equ men 6460,488 100.0% ¢460,486 C•aN. ArNge Da, 2 Purriltule 8 Flyrtues 69,066 -,--160-.6% 100.0% 68,058 _ C•s«. AvMa. Day 3 s Office Equipment 137,196 _ 137,198 _ C=DUO Anne Day 4 B1aeE ulrmnt-- 14,774 100.0% 14,774 C•ImsAyraeDay a Radio Equ eni 6,762 100.0% 8,762 v C-S"s Awge Day I, a Mon Deft fixed Asse 1,040 100.0% 1,040 C•6646 Mrge ay Y subfolal 679,317 100.0% $079,318 11121.3111 Walar Production - 480: e BuHdinp 8 E ui men 60,091,627 _ 5249% 47.1% v 63,221,461 $2,670,166 0-Avg DryrM.Day - 1 FurNtee 8 Fbdures 27,079 J _ 100.0% 27,079 0-11Me Av q* Day_ 10 OlfLe Equipmenl Ill.em 100.0% 16,664 _ C.w_e AWgs Day II Machi w 8 E ul 128,266 100.0% 126,266 v v C-b"s Aer00 Day I2 Radio Equipment 32,933 100.0% 32,933 _ C-en• Armco NY 13 u1scailaneous Equip 312,007 - 100.0% 312,007 0-900 Awega Day 14 Watm Weh 446,062 100:0% 44 F. a" C-ewe Avrwe aY Is Raw Welat Bullion F. _ 107,416 52.9% 47.1% - 66,806 60,611 0 - Alg orltmm ay IE slotape qm2tsmiru 6,080 - 100.0X 6,089 c.e646AwwgaDay OI II RasmvoMs 8 BI. Pipe 781,994 62,9% 47.1% 413,645 366,449 0 • Avg DaylMak Day 10 Tutbo GKwalln Un 116,296 W 62.9% 47.1% 601968 64,320 D • AWI n lktw n*y le NPumps, M IHOA IOn ore, Bo 3112,666 _ 6249% 47.1% - - 191,602 170,668 A ayrrr Pay ao PlXlficdbn 8 skm ^1,619,484 6249% 47.1% 796,796 711,68 0 - A DyrYM Day 21 Waist Malns 238,569 62.9% 47.1% 126, t74 112,416 0 - Avg IMM Day e 27 BhucluesAlmple_ve 46 100.0% 48 0-11646AVrg6oa j ay su41010i 610,177,242 66,393,626 64,763,617 - aso,t xr.w Wales tNelribWbn - 46t: 2s FlMura6 4,737 -_----1000%.. - 4,737 C-sau AVwa6 Day 2a Fff437.4i E Ipmen 61,731,044 100.0% 61,731,(44 c.omAYwgeDoy - 20 l nl 16,682 f 100.0% 16,662 0-6M6 A.w186 aY 2/ 8 Equlp 29,687 - - 100.0% 29,607 0•Wae AV*ao* ay 2f pmenl 48,915 1000% 6•ap Ay6,ga Day ous E40 60,168 100:0% 60,166 011666 Aw.p6 ayw Walm Mn 8,269,284 76.0% 6.194,463 2,064,621 a nest BWlem AI Olet lbn Wafer M 12,437,417 87.3% 4,070,712 8,386,704 0-Am ayimm W1A- u Watel Metwo 26,400 100,0% - - 26.400 f 0-IM6 Ar4,rp6 Uay » Walm HVdlenls 450,930 32.7% 147,649 303,346 n - A. o6y1MwDay 36 BeVlea9 2,807,133 100.0% _ 2,007_133 Go Iasi Ammas Day 3s Inclneslors 4,061 100.0% 4,001 0.606 Aw4e0 pay x Inleceslasp0u&all 1,310,102 10010% _ 1,370.10x CVs00AV.rgOaY 3r subtotal 627,247,634 ,n 0.1% 60.6% 7.0% 31.6% - 628,400 616,487,301 62,064,821 68,070,060 e22.aa.au e, OKL1V Yx?yA F.yi3'FFSF'eaL.•. x.... y<y~y~ t rt. Ft v.':ry I rea+vn.,w Wku-E,rW1lNpod DENTON MUNICIPAL 0' RATIEs'S C097..wrn ' Wall, COST OF SERVICE STUDY u-sip-21 ALLWAYION T'O F'11NC.`7'1ONAI, COMIIONINT'.S INYE61MENI IN WATER PLANT NROSS BOOK VALUE) tut 11R E 'AOSS 15' t. 1 HASP. P RA (:A 1 Y 1• &IIFp "It' erl _ EI"C K alVpp IH AN7. Mulnyn ymyn _ IYBI-97 DOatl CUh, Mg Day as, Sly Ir- u W Co1H Colt, Cott Day HOW lnC eASID Water Melertn - 462: M FuWorse dFIALNec (1,746 100.0% _ --1- 11,748 c.er.Avlly.Day w 011" Equipment 667 100,0% 667 c.ewa Aliases nay 40 Radio Equipment 36.210 100.0% 36,210 _ C•MII AvMgo Day 41 Mlsloltaneous Egulip 20,262 100.0% 20,282 0-11"6 Av moo Day 1 42 Wato Motors },969,824 f00.0% 1,0d9,624 "Cut Motor coal$ as BOOM 5,346 ----100.0% 44 sublotah Csr. AYrga ay f2,031,006 _ 0616% 3.2% ~ i1 .9e9,824 $04,273 tx,o>,eoF Water En Inaerln - 463: 45 Fu Nlusi FlMUae 116,664 100.0% $16,664 c.By4 Avrlp. Say_ 4e Olflea Mrehlnae 6,306 100.0% C.0r4 Aw aso Day sublolal 22,W4011 100.0%2,248 Wafer taboralco- 460: 41 Bulldin 6. E I men $1,467 100.0% - $1,487 C.wl Awrq/ my 40 FuNtue 8 FilAlaes 6,312 100.0% 6,312 c.er. Mw.z. wr.. 4z Office Machines 6,225 100.0% 6,226 c. two Arrq. Day w Mlecalloneous E ut 9,098 100.0% 9,066 C.erl AvMq/DIy f s, sublotal $21.119 100.0% $21,120 u Cia17a CMlio Elm $260,084 100.0% U $260,064 Sa" Av4rga Day Ray Robprls 6A,t 09.e73 foo.o% _ 63,109,675 c. er. Aw.g. Wy DI sublolal $63,359,937 100.0% 163,369,037 !s]dH.w bs Total $95,641,695 2.1% 61.3% 7.3% 9:3%7 - $1,996,124 176,027,661 $6,646436 $6!470,060 wts4lsw BASES IOH ALIOCAYKIN7 A. Cullomr AC011i Co MI lob.JrrrM YdnmiM1m him B• CV0MIo MNr C9as 19b.1/c4WrW Ian mlMn blf C• 0000 AVrgl Day . to ba lKoYNrI hr9 44140/monwly wl na mod D. Mumu9 DAYIOA4rq60ay HM410D114covr4d Dom lrllryC~rp. or uuorvlps~. wWna tblsl t. MMynbn Hrrb Avorael Dsy IYho lobsno*W#d Im, lacHHy Ctrrya 90041lbnppM 0llw,114141 ! 1. Aim~ Xtord,re to lino, Wwq M.d 04140104 Ill atlwr to 111 COHH AWifi m AV0400 dally 101ICUlt 1156 m{W 680 Imo 4P 01% B1h1y11C, loos IrrNle 142 MW Sit brill Ouv, I talN dYl/ i 1200 mpd ISO Emu W Mumbo day Wk rb 24.20 rtpd IAo Ivnlu 47,x% To, AOdulnn 5.. I P/M' HOVIY Fr1CMl, 31.10 mpN 300 Imo 67 71% FO, OINnbulim IN1rm.IM IAIIIIybuu H U401, dlpllclgla n,ultM, Man road $$$.ls. is suC Slid I90061emnyon.nbl ! t I s w...».wn-nrein.paA DENTON MUNICIPAL, UTILITIES cosr-w3 WATER COST OF SERVICE STUDY AI.I,MMION TO FUNCTIONAL COMPONENTS rNVEBTMENI MM WATER KANT (0rPAEC141N)N EXFff45q nn I ; T'AE3H. C STO H y,., silwV .iu err EaraG ac Miry r MuMVn nyn un _ teat-e2 Coll, Da111 M1q P,y Mu aY Mr N Ca•Ir c••N cash ay NOU ALILC IAI e Water A inistation-460: Moto + Buildln 8 E ul men __$9,210!- u 100.0% $0,210 c.Bua Avr g. Pay 3 Fu nI1We F FixtureB 100.0% 5,702 c•sua Avwa• oay 3 Equiprmni 259 _ 100.0% '260 C.Bra Awy. Pay s 4 _ Slae Equipment 1.477 100.0% 1,477 c.BUa Av. qa Pay e Radio E u eni 075 109.0% 078 0•ar. Avara. ay e Mon Dept Fixed Asso 100.0% C•ar• Avwaa Day r sublolal $17,394 100.0% $17,394 tlyaw i Waler PfuducUon - 460: - I Bukkn & Eguornen $121,083 82.0% 47.t% _ $64,420 $57,403 O.Avg DyrMr Dw ! 4 FIXMtwe $ Fixtuoe 2,606 100,0% 2,008 C•sre Aw , ay +0 O11keE moment - 2,731 100.0% 2,73t c•1"oAV 090 ay MachlneryAEqulp 61363 - 100.0% 0,303 c•W.AvaaBsay_ j u Radio E u anent 3,293 - 100.0% _ 3,293 Cara Awraa Dey 13 _Miscellaneous Equip - 100.0% _ c•waAwr.B•bay u Water WeNe 100.0% c•ew Avatme ay 15 Raw Water Station E 6,371 62.9% 47,1% 2,840 2,631 D. Aw DwrMa Day I +e 6faapo Dep2ts/Sirw 102 100.0% _ 102 0.sw• Aw p. ay 0 Raewyohs $ 8t. Pipe 82,9% 47.1% _ P . Avg 0" Mix ay +e Turbo Genwatk Un 2,306 52.9% 47.4% _ 1,219 1,066 0.AV D"Im" is Pum1ls, M010F6. 8001 62.9% 47.1% m D', Acv _o.rrMr My PtellkrHon 8yslom 76,624 62,0_% 39,940 36,69 _ P • Am DWM. ay el Water Me Ins 11,929 - 62.9% 47,1% 6,300 .6.62{ o. Avg t*IMM rw n ~ BFuchres B 11 ro" 1 - 100.0% I c.er, Avarea. ay 23 subtotal $232,D81 52.9%1_17.1 % =129,636 $102,226 ksz Do Walar Dlstibulbl- 46t: - ` „ Bukdin 4 E uV men $34,821 IDO.0% _ $34,621 c.sra Awpa Div A FLeniturei Fixhaes 474 10010% - 474 - Care Average ay 26 011koEqulprnanl 3,272 100.0% 3,272 C.0"sAwaa'.ay ?f _ Mochinmy I Equl 1,470 .A 100.0% a.w, Awa, Dev A Raft E u nlenl 4,091 _ 100,0% 4,001 weraAwraaMy T MIswllaneous E ui 6,260 _.100.0% _ 6,200, c•ar.AVwyo,y so ~Flarumbs.Water Ma 112,961 76 26.0% 300,723 103,241 a nal jp4m 3+ Disk1buNon Wald hi, 808,60i 32.7% 67.3% 100,224 406,472 9-A,e owyfwr Hsu u Wald" Alelors 1,270 - - 1,270 C;."" awasap4y m Water Hydrants 21,097 32.7% 67.3% _ 6,906 14102 0.A tilt., Day; ' 34 8erykas 136,407 ~W 100.0% W - 130,407 0 sus Av«aa D 35 }nolowalora 400 10040% - 406 _ c.Bus ,wwgaDiv b InlraeptaslCOMecI b6,6D6' 100.0% 0-8404 Awa4aY 31 eublolal $1302,346 __D.1% 60.4% 7.9% 32.5% $1,270 $774,173 $103,241 6023664 41.30.340 I - "tFB a+,1t11N;.+1'44ka%wN.vare..,... 1 DENTON MUNICIPAL. UTILITIES cosy-Woe lG.+an-,w •A ll - R:nel wood COST OF SERVICE STUDY Wwo' ALLOCATION TOFIIN(!nONALCOMPONFATS 1J-AAO-Ot INYEsrbKNT IN WATER AIANT (OEMKCN IXNJ EAYFM9F1 Ial 11 C r Aq.' urnun H" OD Yw, eIIMp Mehl eY• E11 e F DAy •s CNh CNh CNh till 11e1-07 COHr GN11 AIV DW ray WAtw Malvin, - 462: :176 C.er6AWS9401FIF 137 C.BM• Awr.s• Dor Je Ftedtule a Fixtures $176 100.0% J0 Oltke Ectulpmenl 137 100.0% 100.0% 3,621 C•Ir•Aw.pe Gy I 40 Radio E ul men! 3,621 1,476 c.lw• Awrs• 0•y i Al Miscellaneous E u 1,475 100.0% 05,401 1c `0t mow t«r u wow Metsrs 66,161 100.0% 267 0•er• Al 06Y ' 4> BeYYkee 261, _ 100.0% rF 1101,1ee M.1% 5.0% $5,676 11!11 N6,461 µ sublPlAl 11101,170 Water En [noAt1 - 463: 111.636 c•IAtoA•wee•aY u Furihae A FIXItN ee 111.635 0000.0% .0% = - c,eeN A.w •b0y . 1 1.27e 4a Ollke MschNTee 1.276 611 {J AIs i sublolal 112,614 100.0% Waty L%boratPr - 480; 0. 060 Am A1• Per 431 C•erA Awrp1 D• a BuAdln6 & Ek11^B^ $26 100.0% _ 100.0% C•tMe•AWr1p•Oe 4e Fleritus 6 HAMAN 43t 846 100.0% T 40 Office Machines - 446 No c•ewe Avw 006Y N m Mlswian_eauo Equl 660 100.0% II.Iet sublolal 111,662 100.9% 117 WAIN fe fits: - ~5 001 c.000 AMNO 06 S2 fiAlra ""'a Elm 116,00! 100.0% coat. AYw 0 o+y 100.0% fWI~Ol6 eT Ray RnbeY is 631,066 gae,lo0 10010% $636,100 subtotal 3636,100 I Nd11 NY ss total 112,101646 4% 06.6% 6.4% 16.3% We,7e1 111,467,000 11206,460 11123,6M li FOR AttOCAIVIl - A• CuIIOmw A.,ovhv CoNI lObuY.evw•d Yan mlrlmlm bill e, Cuetedlw M•IW CuAb l6b.1"'o,wl tanminim bll to Swiss AVW004 Pay • tO be IY.O"M 1,an swipe madlly whoa Uwd Dr MYmun PAY IO AW(106 DeY 4-I4 TO bt"O"PwI Inen IICIIN ObwD•Or uNprYlVolk WIYde IeMl Mass wNov to AVWpe DAY Iota T•bt rwbe sd 6" IMINY EhelOea I's"nal p•It yN,Ade(NH it Ailm Nod astordim ich1*0014Wep,ol Nlowto Mt 13e~ ON YMI 4101% l CoddN Ally Awad Av Mope e44y r0(K 011= 142 road 011 wool 6.M% 041,ly hcla laeOttl• 10 eo mad 100 ynH Ye M% TdN eNN MkAN. 24 moe Lp yon 4110% Fa Pedull•n MAlmun dby low NI• J0.10 mph sod Ems, 61.vos Fa Pieblbuuon tad Iloulpfulm"I oCOrl Cam00nMl1l (NI,•n IN IAIwIybtlll NVUd, dlplaalwn,ItIIVr Y1M hAd Ae1Ht, is 61" Mod l 1 1 { r!I I 7rYt fliY•1 ew^, .v. e+s,, ,~,a+v w~ca teunm. »a .AU-nnl x.0 on DENTON MUNICIPAL UTILITIES war-w~ l WIN, COST OF SERVICE STUDY C 1D-Bq-It ALLOCA77ON TO FUNCTIONALCOMPONFNTS INVERIMENT IN WAIER RANI NCCUMUU rfn CE/AECN flow) 1«I PHRCHN 1 1. A .AP .1 Y i Y•b I= WW, Bear tar. C K wiry Mois' An MM eemun It.1-t2 C«u C4111 Aw ay Y Ill Yx• celu colts COW Div lku ALI I$ It, 1111 rs, Il, ,R, ,_m_ In, _u•m Wstw Administation-460: 1 BuNdin i f uipman $60,266 100.0% =68,266 - c-sle. Awwe ay 2 FrsdtuIs&Fixives 44,691 100.0% ",607 c•WeAwweDay 3 Of cs £quiprrnnt 134,946 100.0% _ 134,940 C•e«e Awwe Day 4 Diore Equi mint 11,162 100.0%- - 11,t92 c•W. Awlpr not 5 Radio E u wll 3,066 100.0% - 3,056 C•W dww• Des e Mon Dept Find Asst 1,040 100.0%_ 1,040 C•w. Aw.e. D.y tublolal $253,109 100,0% $203,110 1zm.5r0 Watw Produotbn - 480: N I e Building 8 E men $617,002 52.0% _47.1% $326,768 $201,134 o-An Dogthim ay t FurMurs6Flxlures 10,330 _ _100.0% ;0,33!) c•WeA. mgmD.y ` 10 Oil" Equl rn.nl 7,020 100.0% _7020 Care Awete ar ` 11 Machlnny 6 Equlprrw 61,266 100.0% 63,205 C- We Awes. D.y f 12 Radio Equipment 23,956 100.0% 23,960 c•W Aww• coy 0 MIs Inneout Equip - 312,007 100.0% _ 312,007 c•We Awpe D.y t4 Wstw WsN$ 446,062 100.0% 446,002 C-tms Avw,wa Day 1 16 Row Wafer Station E 10,742 _ 62.9% 4i,l % 5,001 6,001 D • A oq/Mr wy W 16 Slors h/6a 4,636 _ 100.0% 4,636 c• We Aw • Day p It Awervobs i Sl. Pipe 761,094 52.9% _ 47.1% 413,545 _ 388,449 0 - Aw D.yrMa D,y 1e Turbo Dtnwatin Un 16,613 - 52.9% 47.1% _ 111257 7,366 D • Aw /94« 0.5 it Pumps, Malors, 80 352,686 62.9% 47.1% 191,602 17Q866 O+Aw D llim Des zo PratUcslion8 s/sm 1,343,191 $2.0% 47.1% 710,320 832,661 _ o+A D"jimmD.y Wahl mains 52,205 52.9% 47,1% 27,600 24,697 o - Aw IMw Day. 22 SOudures 6 I1r lave 4 100.0% 4 caws Arrwe u+ 23 sublotal $4,060.82011 62,0% 47`1% _T--- $2,106,401 $1,945,426 6,050.627 - Walo Olstrbu ion ^ 461: N Building A Equip men $900,793 100.0% - tio0,T93 - c-Wy Avwfoo DIV n FulldtveOFixhaes 1,720 100.0% _ 1,729 c-ewAwweo. 6 OI1beE I ni 8,172 100.0% 6,172 _ c•wtAV.rq•Da 2r MachlrA" 8 E ip 13,060 t00A% -13,069 J C-NN AvrM• Coy a. Radio E uOmw,l 17,447 100.0% 17,"T C•W Am ago M T~_ ^ A Mlacel Nlneous E 10,707 100.0% 10,787 c-BIe Alwwr ay ' 30 Transnlht. Ws16 M6 3,740.044 _ 76,0% 26.0% 2,005,033 936,211 artn61 wn t1 Distribution Water M 6,267,207 32.7% 67.3% 1,720,690 3,636,006 0-AV D•yhrw Neu u Wales Malwa 1,066 100.0% T 1,066 C•tre Ay doss' 33 Wow Hydrants66,307 32.7% 50,203 103,104 o.Aw 6. o" 6 S+rvirws 940,062 _T 100_.0% 619,062 D+sa.Awryra a Incinwaiwt 2,234 100.0% 2,234 c•w•hw ws ar- i v 1nIwcapta6 lCDBe44 _ 366,363 100.0% 306,363 C-WSAwvo0 { 5t sublolal $11,423,160 0.0% 69.0% 0.2% 31.9% $1,065 $6,648,132 $936,211 $3,630,70 151An.~lt 11 i t 5 r IC•• a ^~,b1r+N DENfON MUNICIPAL UTILITIES coer-wed WIp COST OF SERVICE STUDY 13-s4-11 ALLMATION TQ PfRICT1oNAL coMPONER n INVESTMENT IN WAEA MANT y1co"m TED DEAAECw TKW) Tall f3 C "AI; S raa, &Ilro .I+r I /at rtaC k -ro r A%q utnun IflTrllm /NI-19 CO/h Co1h Av0 Wy I. y ac COtcaY Coll, pty ,,,1, C all ec, I i Water Meltarin - 462: 11.00Is 1e Funilule R Fixtures $431 100.0% =137 c.WI Awaa W 1Y Oflrca Equl man! 652 100.0% _ 062 c.M.. A1.at 01y w Radk Equ menl 9,787 100.0% 9,767 a. wl A ay 41 iscellsnavo E u 2,703 _ 100.0% 2,763 C-11014 A"9$Day a W/Ie Melets 1,628.411 10010% 1,626,11 +1 1,026 1 /•Clal WltrpM BIYYkas _ _ 100.Oyi 1,926 _ _subtotal $1,643,078 99_1% 0.9% C . /w. Mw9/ W $1,026,411 $14,667 U.Na.o71 Wat+Y En ineertn - 403: +i Fu nltura R Fixlur as ftl,l21-- 100.0% $B 121 C.wl Mw y. Wy. -TEE +6 _Olllce Machines 1,9"1 100.0% TA 1,996 C. W.Awr.p. pg aubtolal $7,118 100.0% $7119 Irli~ Wakx LAborata - 480; u Bulldinp R Equ111men _ $69 100.0% - 1k9 C. /M/ Arr gar +e Funllue t Flxhses 629 _ 100.0% 629 a./„a µ„a Day +o _ Office Machkles _ 1,013 sb _ _ IOU.O% 1618 ~ Avw9~ ar IW,, Miscellaneous Equ o. b. 1.276 - - 100.0% 1,276 C•/IIa Aft mat W sublaial $3.6661 100.0% $3,567 Ea I N.6eT Water Rt Is, sz (W Gallia LINM Elm _ $196,060 _ - Tit 0%6] Ray Robarla1,000,402 0% - eulol/I $},996,.062 1 U% 1( 1 $1,096,.062 ' 11 MI,~Ix 6s Tolnl $19.366.320,_._66.0% IA.9% 18.6% $1630,57! BASES lop AIlLOAtp NO $11 236 616 $2,060 637 $3 639 790 Elw,er,ul A• Cdllonh Aecamluq Loot{ IObtrtt0VrW 40TnbM,M hIN N• Cmlv*M.!r Coll, Tobuamsrrl 6"rnlM mbik C. Bal. AVwae❑ry • lbbnkOVr10 Iron 1"ratmWldIVWlu6UMd be Mu mun OW to Awrlpt bh Lelp Io Atho T,b...... 0ad bam rrllly thr/t al uM OMIptIN WIImt INIt - . E= MYfnlm Neua to Avr,q♦IItT N Itm lull, tturytdttttontl ntr FMUn1 rMM 7 i ° AIIa Ibd tc0adn0 tb Mt,1N0HW alertpt ol III NIror CIN1 Clnktl Aryl eUnd AVMVWa duy lerkul. 1110 r"d 001 lento 80111 1 Nt I1ty lrllr ltl ttMl' 14?"" 011 tnol M1o+IrIAM lbaclll• It SO mId 100 Wtt 92 % MMMIm dty INtclrl- ?110 rrCd IN Nam 411E% Fa Radmion N.Yt 11411I001MMI• 01.10 nqh 106 Imtt (Nnan IM W-11Y b110 Is ultd. dn,kW,m ,I,, b,tn bA+d 01101 14W616d Iot0lr4O Dnnhl 47 21%6 rW pMelWl i • I I R r-rY a ff . ' DENTON MUNICIPAL. UTILITIES COST-wee COST OF SERVICE STUDY W,w•r AI,LOCATICN TO P17NCTICNAL COMP(M24TS 13-em-01 INVEeT11ENT IN WATER PLANT )NETIPLYI VALUE) a.mlm amLm Vp' P MOW A er. ErH c we ' Neu I tql-et Coth COrh A,q, Dq my w K Gori Coeh Crb DeY mile Water Admtnbl'atlon-460: ___!102.201 c. w. Av.aY err 1 Bulidln0 6 EquIpIMTI SM.= 100.0% _ 14,477 - C•Beev Avrw err _-2.250 c•ereA"194 DIV z FvdlLxe6Flaluree 14,477 10000 . .0% 0% 2 7 - a Oliko EqulpLnOnt 2,250 -'t OD,O% - 3,6x1 _ c•er. Awae Gr 81nieEqul ment 3,681 9,M7 CareAwwoDAY Equipment 3.007 700.0% c.rr. Av.a. d.r s Radio 100.0% 4A IS.2a I e Mon Dept Filed As" r _ 1418,200 oubtoial >N 18,207 100.0% - 1 Wate Roduelbn - 410: _ .1 x 62,8P/ ,093 12,670,031 0' Ave GWMav R" 5219% 47 I e Bulldtn0 6. E,%LIRLl 6,473,724 f00.0% 16,749 o.ar. Avrw w y' I o FLSr41Lae 8 Fhdalec - 18,744 'M _ o.er6Aw a DeY to O111cs Equlpmant 11,834 100.0% " eS 0.6"6 Awae err n _M achlnety 6 EgWp 06,000 100.0% 6,077 o•ere Avw wr 1 12 Radb E u men! 8,477 100.0% c•w• Arelee oer Is Mlscelbnaour. Equi `100.0% 100 o=are Mwa. G 1r Waie1 WeRo 0% 61 LsdBr Da 0% 47.1 % ,126 46,660 1s RaW Water Sb6on E 98674 - 261 _ o•arE )ow 0. i 16 2l0I -apeob78W _7267 ~76,;0% _ D. Aw D•YrWe DM I W - 62.9% 47.1 % D • Avg DeyfYee De S N v Kesel voke 8 St. PWa 62,771 48,003 I e TLxbo Omer Atkl Un 09,876 _ 62.9% 47,7 % 0 • Ave LMYf Mee ro Pumpf, Motors Boo 62A% 47.1 % 62.0% 47.1 % 06,470 78,124 D -AM o.awee Dev I zo PLrllkalkm 'System 187,304 68.580 67,618 0 • A D Mw DAY - C."o A"806 Der aL Watel Malne - 188,384 _ 62.0% 47.1% 44 M 1D00% fe.1 to IL 13,296,228 '8361901 j at BY UCllr as 6lmptove - 47 t, nubtolal 8,120,418 Wetat DkYibul3on- 481: - - IB 30,261 c•ere Aw D6Y ere BuNdinp 6 Egulpmen 810.261 __100.0% o,we A"Peo" 0-100.0% - 3.006 21 FlsMix0 6 Flaluteo ----3.000 10,690 c.areAvrae MY 26 Ollke Equlptmtll io,890 110000..0 % 0% 18,627 c.ere hwlo* ow ' :r Eq2.111011 10,627 - - - 31.4 68 - 0•IweAwwo•Y ze _ Radfo Egu lmenl` 31,400 100.0% ' 491>0 c.er•w. ear 2s _ Mbtwllaneaus Equl 44,370 _ 100.0% 76.0% 26.0% 3.361.630 !11201610 MWnNMYm. 1 $0 Trenembe. Water me' 4,616,440 2,360,022 4,830,010 0. Ave *W*NM Nou 31 Dlstib011on Waler M 7,180,120 32.7% o•oer Avrw. "'4 _ 23,436 - 97,38 200,102 o•Avg Do#-" 0111 u Water Motels t0.0% aY let H dranle _207,618 02.7% 87.3% We _ L ` - ----y--.~ ---100,0% - 1,666A60e.wrAww a Services 1,061,060 1,028 d.seeeAvee •W n Ino406a1018 1,826 MID% - - - 1,003,749 - c•e«e Avrw Der C Ye - Inlerc 0 pltN B7Co vcIcl 1,063,749 _ 100.0% 3) _ oublolNl 16 824'4B4 ~7.1% 1;23,436 $,e4r,17a 61,1Y29.e1o 16,e3o2eo su.ESt,ror. r ,vb ~ /z av.:A S~ 1 } i3 ye fa _ ~ .-mom re., r~rm~ ,°"•n1 DENTON MUNICIPAL UTILITIES cos Y-ws. Ls,arm-.,.N 11 - F,MI lap On COST OF SERVICE STUDY w. ^ AL L OC AT1 UN TO FUNCTIONAL C OM PUN f?ITS 1S-Grp-/L INVEetwENI IN WATER PLANT INf I SOM VA ICE) P1:R ,RK -A 1 :S ?TUSTO-WR F A CAR! art BA1Yq •pr Are I Humana 77:1 Day &G elb COHI Avp I1rp M.bl A11DC NOV., O1101-/2 Ory M N Ce.b C. b 00..1• _ mle Wa9aMelaln - 462' 6,911 c•Br.Avwop.D.Y _ 94 0.6u1 A_a. O.Y » FuMtus L Flxtuos _100.0% Al. . o.v_ V. 1 » Office Equl monl 34 100.0% _ 26 423 •fw4 q 4p Radio E ui ment 26,4T.3 - 100.0% - 100.0% 17,619 C. 60. Awr0. bay 41 MISCMIlanBOUS £ ul 17,619 341 419 e•cl■I. INMI C'01. 42 Water M.Sere 341,413 100.0% _ 4,919 c. yr! AYwae/ Doy 4,316 100.0% uPLm1 4s Services $341,413 $49,906 r w ■ublo9el 391,016 97.3% 12.1% rwrin - 463: - $10,734 o•aw. A.Fa• B•Y I water En ILO a L FI><furas 10,734 100.0% 4a F Lr rllt tl 100.0% _ _ 4,309 c•er/ Awa• O•Y { AS OI11a1Mochlnea S6 4, 191 4,390 _ - - Ilslu 1 100.0% ^$16,132 sublotal 1 Wela uboraklf 41 $t ,119 c•er•AHra1Da n BuYdN1 ♦ E u men 1,A16 100.0% _ 100.0% ~ 4,662 O•w• Awr . r 1 w a fudtue L FlMues 692 - 3,613 o•e.a. Avwq. wr r7 w Office Machlnea 3,613 l 100.0% 7,620 c•wlAY.ra1 ay ll 4o MlswlleneOUs EquI 7,620 - $1710.1 11>s/l re` ` aUbtofal 17,633 100.0% 1 E 01 - ( Willa E4 b' 100.0% $66 011 p•er. A+w . a I p2 C M Lfl11e Elm 66,014 LI 100.0% 91,300,171 0. ar• Avw.e/ W y is I R" Robotk 61,300,471 $61,964,466 AS 1.f1440 w eublolal 61,364,486 100.0% 'I y Toh1 =74,166276 0 6% a7 4% 6.4% 9.B% $364,941 $64,702,566 $3,067,1100 $6,030.260 IN,11s.2r• L BASES FOR ALLOCATIONS CWw.tl fwn minm,m 6111 A. Cu.lanM A4comlllp Cell' Too. M I p, C.01w, M040 Co111 to DO mawlw sem minmrtm oil r, 61. AVM 106 OIV • le b# t.cevM4d 'rem "fa• TAW"IY Wlun6 valid p, YAm Vn 0my I. AW110, Day PMw, 10 bl I.COVFMd If- lw111y tnwp. d .u.OMl p.rA VCPCn.t.M1 F. Y4rMUrMW Lo Avwa. au tA%- 10 DI'"Vwld am, IaclldyCMrpld.a..On.1pb.A vduP11lLu. F. Alwb.lld acool6,re to YI!-IDN'd .MIa$ of MI Un.I 441LI aOlt . A111pl dally NNw ulr 11.16 "d 011 inla 211% call MM AIIOC I bor,M 142 rnpd 0.11 Ymbl , ult!I lwler lw•u.l• 12 a0 Amps w b.61 620% 1 1616IdIIM Nrlcul= 24 ?o Irpd NO Ynll 41.12% to ROdmi" Mumun day k•ICNI• so 10 mob sot wnlg or. PYIN fd 71NMuteh P~a.•lk Holy rw.cwl, rvi dal IM IAIIIIYbrN N 41.d, tlgrFNl,o n,r.llMr m-n q.Itl MINI, N .Iocle.d to c•IlCdnp On•nli i 1 i ~1.,.p,/s.»}.YA+V l+a„'vVd: fsU„ww+~. t A } 1 ~ DENTON MUNICIPAL UTILITIES cost-we COST OF r3ERVICE STUDY ww« ALLOCATION TO P UNC TION AL COMPONFN TS l-eq-H NIYEltMEhT HI WATER AUNT (WTNWK WIVE) summm 7nl PRRCFN A r Mohr 0 Enl~ c b U„ Mlm Y0M e11Nf! W C0Y IMtx 1H1-E2 0. a 6 000h Ae. r, n Y R Corll CMh C 41h - - 541e,zo6 4so Water Adninlslrstion Mo WalerProduotlon 0,120,416-~ x+3,7% 4a.a% I-~- 9,2!8.22! 2,01e,fY0 Iel Water Dlctrlbullon 16,624,464 T 0.1% eo.a% 7 1% 31 e% 23126 0,641,179 1,120,010 6,030,200 Fez Water Motorinp~- . ' ~t,ota r _E7.9x 12.7% 341,413 49.0106 '~'2!1 w! Water Enginooring 16,131 100,0% = 16,132 no Water Laboratory 17,63J~-- I 100.0% 17,63,1= ' Water Rights 61,364,466 10-0% 61,364,4!6 Tole! !74,166.276 ~.6x 67.4% 6.4% e.B% 5364,046 564,792,306 0,667,600 56,030.260 i y P V k f. el I I i is SECTION 8 1 RETURN ON INVESTMENT (ROD j TO GENERAL FUND (COST W5f) i ,j 1 i y f 17um _w M ,l ritii Raven DENTON MUNICIPAL UTILITIES COa` COST OF SERVICE STUDY l ww A1,1.((: All CN TO "C77 ON AL CDMK)N F31 T5 C 1~-p'o-n WAM PLANT 1 GENERAL rUNO RETURN ON INVEa1M"' W_ MA CAPACITY BASE ISA, n 1 1N1 ' • UR 1MYMI 49 ftwov Y*W - IiN-a7 CNN Cowft Aq DH M OaY A cooVN CNN 001, Day I Fran Schedule COST- W50: 1 NET PLANT 8 SYSTEM: !22,700,760 69.9% 17.4% 22.5% 83N,648 (13,427,681 93,067,600 (6,030,260 100.0% 63.964,637 2 Walei 9lasge Flights 63,369.437 3 100.0% (1,406,162 3 -Acc.Dept. -Wtr.Righl 11,946,462) 141,112 I 4 # Land 104,112 100,0% 1 00.0% 634,822 5 ) Construction-hl-ROC,_ 536,622 6 Fixed Assets - Nei 74,666,209 0.6% _67.6% 6.3% 6.7% 764,N4 66,623,700 9,467,800 6,030,060 100.0% (69,36a^,997 7- Walar Blasge Rlphla I:63.350.03 J b - Gontrl6uied Ce pits! (17,209,173) 1.6% 56.10% 17.4% 22,1% (276,0.761 (10,102,720) 13,011,771E1 (3A16A 00) i 100.0% 1,906,452 9 4 Acc. Deprec. on Wil. 1,965,4ti2 89,103 3,270,764 M9,018 1,018.499 10 i Acc, Depr ec. nn Conl 6,666.476 68.0% 17,4% 22 11 Total n01Basis 11,769,630 _1.5% 61.6% 16.3% 177,014 7,246,460 1,626,190 >Z,440,673 WN 12 N(N Flats 6.00% 8.00% 8.00% 6,00% 6.00% 6.00% 13 Total $707,912 I.o% 61.6% 16.3% 20,7% (10,621 :191.761 8116,606 (140,194 1 1Dom% _ I } 14 Used for 1991-92-> 1642,723 1.5% 61.5% 16.3% 20.7% (12,654 $617,462 11197,6i6 $174,466 y 1 j y F tai #Ysn. f i v 1 I SECTION 9 _ WHOLESALE CUSTOMER ALLOCATIONS (COST W5g ) .:i i t r~ I I T-' - i+ ( n - nni rnen DENTON MUNICIPAL UT11,11IES cost-wep wur, COST OF SERVICE STUDY rv-ern-vt ALLOCATION TO PUNCT10NAL. COMPON..MTS WATER FLINT WHOLEM ECusrc6eeaLCULATorys tri C' . T' OHS EXTRA CAPAC17*? v", ealry Mrlr, But Ea►r vwc*y sown M041 Ma. Mrrnl Minoan (sal-a: COIN COIN M9 my Mn OOy Ma IV coot. COIN COru nay How Production Plant: rr ei c o e I Rom Schedule COST- W5b: _ 2 pine 23 Oras Plenl Ve 211 1 62.0% 47.1% (5,393,629 $1,785,917 3 Leea Lake CHles 8rar I,b00,000 621% 47.1% V 2,370,764 2,120,248 I 4 subtotal =5,877,212 63.1 % IE_9% $3,013.S72 [$2.653.371 i From Schedule COST-WSd: j 6 (IkHl23 Plenl Ax. De rs (1,050,926 62.0% 17.06_ (2,106,101 X946,426-_~ 6 Lees [eke CgNs 9hr (725,000) _ 62A% _ 47,1% (963,106 941,696 - 7 eubloal (3,325,928) 51.0% 48.2% y`~ (1,721,909 1,603,831) Flom Bchedufe COST- W15e: 8 (llne 23) Ntd F4oduatb2$4.126.4161 1 62.8% 47,1% $3.200,290 836 190 Alloca9on Beefs fur Lake Clfle's Produclon Mani, 9 LCMUA'e Malt Dey(MO _ 0.600 _ T'~~ _ 0.60 0.60 0,60 0.60 0.60 10 AddNbrrl PI6M Ca eoi 6.000 P ~ ~~1-~T~~ _ 8.00 0.00 6,00 6.dD 0.00 11 LCMUA'a Share 6.33% 8.33% 8.33% F-4.55% 8.33% 8 LCMUNS PRODUCTION PLANT DEPRECIATION EXPENSE: _ 12 Lake CH We Ploduabon P _$375,000 _ 62.9% 47.1% 109,913 170,967 13 Accumulated Doptacial nPA 52,9% 47,1% _ 91,950 26,100 14 Nei LCMUA Plant (190,963 !148,221 bJ 16 D snlelMlov~20yea1 6.00% 6,00% 6.00% 6100% 6.00% 16 LCMWA's DTxeciafbnE Its 018 834 LCMUA'S PRODUCTION P T- N- E --OF-T E8: 17 LCMWA's Nd Produotb $574,663 62.9% 47.1% _ $106,363 140,221 16 Demon's Role! 100 0l Va $0.6651 $0.6661 - fOr6055 (0.0861 .BRSt (0`6651 10 PILOT ,165 - 0% 47.1% 1,140 1.015 LCMWA'a PRODUCTION LAl'1T ROI _ 20 Nel Whole. IIe fiodunl br $a 11,683 _ _ 62.9% 47.1% - 21 Wholesafs ROiROi -p,% (186,963 148,221 9.34% 9.34% 111 9.34% 9.34% 9.31% 22 RUI on ICWA'e Roduolt ' 0,396 _ 620 47'1X -T--T-$16,5401 13,N6~ 7 ttoceOon Besla lot Corinth's Production PWnt: 23 Wholesale Mac Dey(M OD 1.250 1.260 1.260 1.260 1.260 1.260 24 Peslt (MOO) 21.200 21.200 24.200 21.200 _ 24.200 24,200 26 Parnonl of Total 6.17% 1 =d CORINTH'S PRODUCTION PLANT DEPRECIATION EXPENSE. 26 Plan! 16th LcMUA'e shat $6,677,242 62.0% 47.1% $3,013,872 (2,663,371 27 E. d6 a shale 293,218 _62.0% 47.1 _ 166,07 87,67 28 Corfnlh's Depraotellon Es $14,662 62.9% 47.1%] 7,764,879 COWNTH'8 PRODUCTION PLANT PAYMENT-IN--EU-OF-TAXES: 29 CrAInth's Not ProducHon $293,219 62.0% 47.1% 166,676 $1417,671 I _ 30 Oenton'e Relelf100 Val $0,0951 $0.0051 $0.8065 (0,6661 1 x861 31 PILOT .0091 1 1,067 42 COPINTH's PRODUCTION PLANT ROT: 32 W Ilo essk Product 03,2 _ 62.0% 47.1 % _ ,076 1 7, 71 33 Wholesela 1" 8,34% 31 nubtota >A 392 1 rf A,. i DENTON MUNICIPAL. UTILITIES Wolof COST OF SERVICE STUDY u-9c-ol ALLMATION To FUNCTIONAL. COMPONMTS WATER PLANT WNOLE01 LE CUSYOWR CALCULATIONS Yur edlrp MNOr BuL ekkooE-0m 1m1wv low AYe M~/nun vaowmf m 1pp,_pp CeHC ca Ue Aw Doy Mu DoY n W Cools CMB DOIfi OAY Nw & rl P C DI e C Transmisslon Malns: 35 Rom Schedule COST- W6h: - j 36 _ 30) Oros lrens. Val 68,269,2e4 76.0% 26.0% Ie,1 A4,4e3 ,D61821 From ScfroduM COST-Wbc• 37 006.723 103,241 ! (line 30) Tra:u. Oepreo, =112,904 76.0% 26 0%~---~_- 38 Ff 2 606 p ,s 1 dl 3,740,6 } 76 0% 26 09i - ll 3e plne 3300) TnM W5 A [ 40 Flom Schedule COST-WSW 41 (Ilse 30) Nei Thane. Vekw ,616 440 76.0% 26 0% ~ 63.3e6,e30 61 ,129,610 I Allocation Seals 1« Wholedh 7renunlssion LlOes: J 42 Clty of Demon's Forecaaf d 11 2.20 24.200 _24.200 24.200 24 1.2601 100 1.260 1.250 1.260 1.2°0 43 C«k18s's Disl«IuiDP 21.2 0 _ M UAs slot ka P 0.00 0.600 P.500 0.6°0 0,°00 Wholesale Percent o} Tolal~~ 45 C«Itdh 6.1 6.11% 6.17% 5.07% 6.17% 6.17% lA 4e WHOLESALE 7R NA N 7% DEPRECIATION E%PENS- 2 07% 2.0T% 2.07% 2.0T% 2.97% V wholeuke Tranarniesion i4mmeWilon Expense. 8 $6.333 46 LCMUA {61,632 76 0% 26 0% (16.3399 1<2733 Y WHOLEBALE TR~SSION PAYMENT-IN-LI EU OF TAXES: Net Wholassle Tranmiulon _ 4e C«iMh _ t233.3e1 yT 76.0% 26.0% etT6043 66346 , { 6o LCMUA ---~_,693,35e 76,0%26.0% _ 670017 =23,!30,] = - ~_C°6iT est ee6 °e5 e 61 Danton's MIe16100 n( vaIC~.e651 PILOT CHARGE' 62 G«Ir4h ft,6119 76.0% 26.0% 61,tse 6400 . 76.0% 26 0% _ ~ 63 --LCMUA-~ 640 WII USALE 1MANMIS91ON Wi 64 wtlolesale Rok ~g,34% ;S==Z_ -C- T e 34x 034% o.34x o.34x 9.3~x , I" on W hole sale Tr a namise M rc _ 1S6 G«IMh - _624.601 76.0% 26,0% 16,361 F 5,4°0~~ ' 56 CMUA 6,720 76.0% 26.0% I 6 °491 21e01 ] _--L- -----I..~ t I { i i 1 ((SSyai h"klXr,. I iv 1 1 1 SECTION 10 fy I SUMMARY OF REVENUE 14k AND COST ALLOCATIONS TO CUSTOMER CLASSES (DISTRIBUTION W1) f s.i9,mn,w rA rl - FlmI Div6d DENTON MUNICIPAL UTILITIES aar-wr COST OF SERVICE STUDY ss-sq-w SUMMARY OF ALLOCATIONS To CUeT01ER CIAMKNMIIDNS WATER SYSTEM _TTT--- 1691-92 Rsdden8el Comrnsrclel 17ovanmelyol Wholee4le Wholee°I° A6oaLnn sear! (WR WRN) !y C WCN WH (WO WON) I CaIiIM LCMUA Besse SOURCES OF WORKING CAPITAL: i sale of Weir t11,2e3,7e1 2 REVENUE RATE CHANGE 1,254,170 I' a 8ubtosli ~t262fY01 tl.A6 N 6"171,14. :mod; 4 ,n I;~YR i Othr Revenues: _ 4 is Fro $6,000 2,697 2___,147 257 see Dist-W4 - s AN1-1r,38,000 _ 16,736 _ 16,314 1.0060 see Dist-W40-9) a Mbceitaneouelncom► 5,000 1,996 2,439 _ 114 263 166 See DMt-WI - ) 2 In9srast - Operations 2,000 1,039 669 103 Bee Dist-W4 1m-g).. Interest - Non-Opera On 2,000 1,039 950 103 Bee O41-W4 e- e ' ro Toiel #1IR67Y Si e ;i' m.. ~ a , °t? ~ au::8. USE$ OF WORKING CAPITAL: Ono a lions 8 Maktw%nce: ° rr Personslsrv{oee !2,288,464 11,0111,610 $972,816 $49,.46 $83072 $68,6115 See o4f-W4 - r2 eu lies . -u 512,037 227,119 219,777 11,180 22,1116 21,20) See Dist-W4 I rs Puchaeed Power 890,150 306,124 295.227 14,990 44,217 26,60 See Oi°t-W4 r- 0wp 14 Maintenance 963,643 422,08 409,324 _ 20,722 61,00 36,600 See Olel-W4 e-III— I ,6 SFo~ _ 443,349 110,161 190,296 9,634 01{41 43,428 See !mat4 r i re P4rchas4 of Waller 0,600 61,239 26,261 bee Gist-wlp- rr Insurance 8 sundr 61,688 30,160 _ 36,016 1,773 6,227 3,676 See OW-W4 e- re Said Debi Expensa 47,000 _ 22.040 _ 23,001 1,358 Sep 1341-W4 is Lake ray Roberts Pmte~ 2`060.000 923,073 1,126,427 6,600 See Dot-WI 20 Administrative Tiandars _ 600,416 613,967 61,760 4,000 30 36 Sea Dist-W4 - 21 Wh016sa1e to 87,298 (40.032 43,234 (3,231 40,463 $6,106 Se8 D41-WI 4- 22 Wholesale 81v set Re Met fees _ 32,205 16,104 16,923 117 19,034 12,571 066 D4t-WI n Wholesale PILOT 6,403 (2,995) (3,171 (237) 3,am 2,798 Bea Dot-W4 6- 24 General Fund ROI 6% 842,723 396,227 410,672 30.623 bee Dot-W4(°` ) , as Otfasl of tibl by Wholesale (109,181 (06,401) (93649) 6,93 16 set i• 4 ~ . ^ 'd t r. sllbtola! $20 6L3 10,401 1' dIrill Debi 6 Ca thsI Role led; 27 For Rev, Debt 16S Fund 12,601.619_ 1,097,286 1,341,394 $2,010 Sea D41-W4 - zr Fa to Rev. Debt Raw" See DW-1104 i ' ss Fixed Aase4! ecisklan ~ 676,660 446,004 389,640 3e,40 Sea DJM-W4 - G" g) b Wholesale Oeprecletlon Ex pens 03,276 126.470 (31,614) 2,291 36,003 27,282 W-1111114 - et UTRWO 610 DIl%I-W4(@-jk_ s2 Repayment in E.lecklo 600,000 249,324 266,115 12,660 Bee D41-W4(a- subtotei l 7NH s1 NET CHANGES IN WIC ss WATER REVENUE. REOUIREMENT ?771!!52/311 AI¢ =1)$$1 iG1` ~.t=i (10,177) VIA. 3 i { I I f SECTION II BASIS FOR ALLOCATING EXTRA WATER CAPACITY i `A TO CUSTOMER CLASSES (DISTRIBUTION W2) P r L~ -v~ t i I _ j k ({117111 rewl..a DENTON MUNICIPAL UTILITIES onr.wa Wan, COST OF SERVICE STUDY Is-e4-s+ ALLOCATION TO CUSTOLIBR CLASSIFICATIONS OI:N PM WIe FOR ALIOCAnfio Ex IRA WRIER CAPACM al a,eOD 6666% wa% 991% Residential Commadsl fl(".WWt3entalN CaIv Molh C/AUA e 14LCMUA Total R,Wi1N,WRW (WC,WC (A) 8) D I l Eetinmtod Anwal Weler Urge 1,667,100 2,026,760 P/,900 210,000 164,260 4,162,000 a OMldu by 366 days 366 366 .166 266 906 366 t k t Cr W, , 511 [ i Average Daily Water Usage ~,OfA ;FI r.. ^ See _ 1,3eo 1~ + Estlrrelad Annual BilNnpa 171,618 27,286 1,636 12 12 200,379 20,721 6 Avg. Monthly OallonslRllling - 8,001 74,217 6L,024 17.600,000 13,667,600 t i 1 6 Pasts Month Hitt IX1ce1(000's) 216,412 210,849 17,106 26,396 16,276 466,1110 T WHInpa Diming that Pelt Month 13,542 2,076 120 1 1 16,040 6 Peek Monthly flaNonsfewling 16,612 106,467 133,066 28,3M,000 16,575,000 60,660 • Monthly Aim ego Load FaclIX W j I 10 i.. 'i Maximum Day FIXecast(000'9): - 24,1 M'. . to (Line 6 L1nb 6) EMCaae fla18(000's) 6,901 31,260 711.261 10,000,000 11607,6(0 1!,601,012 ULTIPLY BY LINE 4) 1,012,113 062,966 109,3se 130,632 19,060 21124,147 I1 1M _ It Pacerd 47.65% 40.10% 6.16% 0,10% 0100% y~ 160.00111, y SAS i a x ,fig" ~.A 3 L, :tea s 3 T h,q-'xCi t •°.6, 10. : r i 141t ti a xay, i c. ;g?, K .:r''::~3e 't ice{ xipia$z r, 16 Max. Day Avg. Day Allocation 14 Wholesale Capacity Allocations 1 260 0.600 1,760 i Q,460 s r6 A6ocaled to RetaN Customers 11,606 B 69e 1.244 e Pacenl 01,x' 'rr s970 MIER W. f { i r I, V 7 t i 1 1 SECTION 12 r 1 DISTRIBUTION OF UNITS OF SERVICE 7 TO CUSTOMER CLASSES (DISTRIBUTION W3a AND W3b) t 1 f i l 1 DENTON MUNICIPAL UTILITIES arsr-wy wow WATER & WASTEWATER STUDY 1)15f W BUTTON OF WATER C OM 1a-s1v-1+ TOCUST MIRRCLASSPICA71ONS o1:te Vr 2a10AL YEAR 1141-1012 i n l Omlllr evInm•n 6WON • e WINK • A00.4 A WRN C,WCN WRW) (WI CerM Total h LCMUA ,Units of Service: A n ume oo0a ,0 6,7 W, ,1 C.Bwa Avg O*y (Average Day 4,640 6,660 280 67b 4b0 11,376 i - 38.81x IB.7D% 228% 606% 396% 10000% _ ~7E ~ A r is spec i Mul imum Do 47.65%1 40.10%1 r.15741 6 16% 090% 100 00% QA e.vlW tr,. .1151 r -F ~a 2 1, trfbbo-il-- --71 tI Mauimum Ho 47, 5% 40.16% 616%I e,tb% 090% 111000% F .-A, nA.e ,y1r n ~r~eTlmaTi3'BiTFWR 85.e)xl - 13.e2x O.nx Bela o01~1 lwoo% A cwkclcaa 1 , r1 No of n s as e: _ 3MInchMekr BIIBrl~e 182,736 13,996 606 177,236 A•cw.ACelCar 1 Ineh Me' &gin~_ 6,178 0,619 122 6,620 A. cal. Aeat.Car Sb Inch Meter Whin Oe 2,468 2,688 131 6,476 A. Cal. AOetoar 2.0 Inch Meter 8111Mq a 1,146 5.647 497 7,290 A. oi.t. Aoarory 3.0 InchisloW BlMings - 828 208 637 A. eat Aeeroar ~.o InchMeNr Bl6inga 486 61 649 A.Cw ArotCar I 8.0- help Bi In 70 9 2 91 A. owt hotcar 6,0 Inch Meter &ilhl 68 12 70 A•oat k Icar aZ;o1;1_ -591 in. ~85.L-%J- 13.62% 0.77% ,01 0,0 100.00 A. CalAeolCar OWi~fiTin TSof-ids' - _ t2 Qatar F314 Imch MBMr Coal 1.00 1.1 00 1.00 1.00 a.cWlHerr 069t, Inc el err Cnal 1.38 11.36 11.36 70.0 swal Tarr Car Irufi Melsr Coat 2.72 2,2 2.72 2,72 2.72 40.00 5.001 r.wl oaor Inn elet Coal 3.16 3,16 3.16 3.16 3,16 B.cwlm w, aw Inch Male Cost 30.60 30.60 30,80 30.60 car Ihltater Coal 311.20 [6.20 36,20 36,20 11-OW 11-OW MOW ce.r Inch Molar Cos} 0380 63.60 53,60 6360 s.cai µaeraer Inch MetarCali 20 108.20 - 168.20 108.20 106.20 13626.00 e-o''n.AbMtar ' r> a aaf €-iviTente. - - - JN InchM•No! coat E uivalenie 162,736 _ 13,996 606 177,kt~6 B~cai wrres+r 11nd+M•Nr Coat Equivalents 71043 41766 166 11,666 4.c `MaW aeM 1.6lneh M•Ir Qoel Equivalents 6,666 _ 7,666 366 14,600 SwWI ws Gar 2.0 Inch n■ Cott E uivaknk 3,621 17,645 1,671 2J,0 CrsL WM e1.r 3.0 rtch aloe CoitEquvaenta 19,342 6,137 7 0-•0 tMOWcar 4.0lnch Mr Coo , l E uivaknto 17,176 2,147 It 086 Y.CuL is" 00010 8.0~~ch Molar Cool Equlvalonts 4,452 672 763 6,716 e.ow wwl cHr -5.0 nch Metr - Coal E LAO ants 0.276 1 26 + 8 su 64 --~68 L~_ _ es.os 32 12% ~4 i2x o,isx 0,27 too, a.o I Mw, Y, 1-1 mrrwn,n kii-rinoinopw DENTON MUNICIPAL UTILITIES orsr-wx wool WATER & WASTEWATER STUDY DISTRIBU71ON OF WAT7IRCOST3 TO C UST'OMFIR CLASSI FICA" ONS 0-sin-21 FIBOAL YEAR IM-1092 0126 c11 a n e ~ c~o~mm~~a~ nmen h0 oleo a oee B Aft soon ) 11 LCMUA GPM e..« R WRN !'1(WC,WCN LOVG.WGN C F4 motor size Cs e U - 314 Inch ate -I.00 _V t.oo _ .00 1.00 1.00 30 ww cavalp 1 Inch Mela Cost -187 - 1.07 1.67 1.07 1.67 6o ww c.wwlty 1,6 Inch Motel Cool 3.33 3.33 __3.33 3.33 100 wLI Gpaap 2.0 Inch Mate Coil _ 6.33 6.33 6.33 6.33 6.33 100 Rbw cssM 30 Inch Meta Cost_ 10.00 10.00 10.00 10. 00 10.00 300 mow comity 0 1nO Melw Coat 18.87 16.1117 18.67 10.07 14.87 600 mow capa ny 0.0 Inch Mela Cost 33.33 33.33 33.33 $3,33 33.13 1,000 Iaolor adpaeip 0.0 nch eW Cos b3.33 63.33 W. 3 63,31 63.33 ra sI 126 125 _ sumo 1y 337961 333% 3.33% 3,33% 0 , 33% f00,00 ndwd 9. s 2e a Asa - u a en s: - l 3A Ihch Meta iii.-73W _ 13,006 Soo - 177,236 ww cmoa iy I Inch Meta Coal _ 0.632 6,686 203 14,700 mom, cpw4 1.6 lnch Melia Cost 0,193 9,630 437 16,200 ww wpsW 2.0 lWh MaW Coal 6.112 30,117 2,861 30,860 Mow coultr 3.0lnch M star Coal 0,200 2,090 8,370 ww capacity %0 1nchMeW Coot 9,133 1,M7 0,160 mowc.paclty 0,0 1hch Mow cost 2,333 300 400 3,033 Mow sip 8.0 Inch Meow cost 3,0031 1 640 3,733. mow at s n s'--T65,873~~ -17, -77M f i WMSYdr,t<?+14uumaNae„v,,,w r...,, r r 1 '1 f zr V.vd 1 I SECTION 13 DISTRIBUTION OF COSTS TO CUSTOMER CLASSES (DISTRIBUTION W4, W4a, W4b, W4e, W4f, Wog) V.i 1 s Yn, , . w, ~ :4T feun„_3n .h,1-nna worm DENTON MUNICIPAL UTILITIES 018r-W4 Waar WATER & WASTEWATER STUDY sunm" D}STMBUnOH OF WAMItCO91S 3 -eQ - a l TO C USTOMRR CLASS FTC An ON S o1 :2a FY paCAL YEAR Uat-r!!2 ! n a OmRNft OVe/nn3ln Oaaa! ome NNe Wen [,~WRN CWCN•W RWI IWOWON} Calnth LWLIA Tool _ 9«« TOTAL WATER COSTS: a. Cost Allocated to Both Wholesab_ 6 Retail, (51.9961__-_ (62,130) (s1/4 -55263) ($190) ($6,000 na ---M lacellaneousIncome n7 _ 06M-Depatimentel --^2,194,392 2,123.467 107,409 316,09,5, 204.91A 4,047,227 ` I ~Ad.minidrallve Tlanda 616,106 81,790 na _ X766 116,069 s 218; 107 600,419 ,20 ~Inaeasa In WakIoQCRpNeI 62,701 1 153.000, 3 107 6436 3. i " 3 subtctel $276`11 44 ~b. Cost _Allocalod to ont~Relall: _ p2, Other Income ($24.409 _ ($20,178) 62,412 60 640,#00 122 Bad Debi Expense _ 22.840 23.001 5.368 .09 pa RaY Rober h2 PaYmenU _ 923,073 ^1.128,427 0,500 2,060,000 12a _ 2,01,610 F x Rev. Debt )&S Fund _ 1.097.205 1,341,394 62,640 ,2s Fd to Rev. Debt Rosetvo 12e _ Fixed AeselelDeprnclltlon 446.004 381,.'40 38.605 676.640 127 Goneral Fund ROI 305.227 41, 30.623 042,722 ,2e UTRWD I 122 ~flepa~mxrd to EIe0Y lc 219,324 11,660 600,000 r3o Rublol- _ $3 07'il*_4 i I l c. Cod Allocatnd to only Wholesale' 3i _ Pu,chased Water - _ b1,239 ,626.261 586,500 I I 132 Wltolelele ROI~-- N0,932) (43,234 _ (3,231 49,193 38,106 10 133 Wholesale Skeet Rental teas _116,104) (15,923 1,576) 19,634 12,571 _ 134 Wholesale PILOT -~~2y006 3,171) (237 3,808 2,796 (0 _ r us DaPreclatlon Expanse 120.470 (31,&14) (2,291 35,993 27,202 0 ! 77 suMotRL ,.,,,,186,401 r 603,M ` tY,Y9 .':4180' 7: ':1 . W SS 044 3r Total Walot system coos $r;7ru,eal s$l,7011944 5280'719 54021, $$rtk 1rw#~?,.' Op Average Cos111,000 Galloln -!53.47 _ 52.62 5276 1234 5101 $•7.02 1 TOTAL COSTS TO RECOVER; $4,770,630 $146,604 $358,720 $266,025 50,692,041 E ti3o BASE COSTS- AVG. DAY t,4,050.060 ,.1 sac EXTRA CAPACITY-MA%DAY~ 460.683_ 380,226 40,741 124,441 43,263 1,060340: l t N, EXTRA CAPACITY -MAX HOUR ^ 329.124 277.312 36,672 6,672 2,008 661,1107 to CUBTOMERACCOUN11NO COSTS 643,223 66,447 4.861 38 _ 36 634,407 u3 CUSIOMERMEIERC08T8; 307,630 167,202 231908 2.273 1.361 642,616 total Coot! $5,760y699 _ _56,_7091946 _ $260.719 6492,063 $344,632 $12.627.641 Avg. CoRV1,000 Gals. $3,47 _ 52.82 92.76 $2,34 $I.Of $3.02 Estirroted RoYC"WIS WI01D01 Revanuo Incionse M - t 01 E: 0010:11' $3.12 $2.50 $9.37 0,34 $1.01 $2.71 I - 1 Ittd ens" In fiavenllnR°> 21.16% 12.80% 5.01% 0.24% 0,00% 11,24% i l r 1 i 0-NWArn2tl DENTON MUNICIPAL UTILITIES wsr-w" Wolf, WATER & WASTEWATER STUDY Dt."'RIBUTION OF WATTIRCOSIS e -sa• -9+ TO C USTOMIIR CLASSIFICATIONS 01.2% r m FISCAL YEAR 1901-1092 a n al nmmrc vrnman w e Mae Waow2., tal R WAN C WCN WAW) (WU,WON) Corinth L.CMUA total aww I Dlstribulion of Costs: 099+~ 4679% 222% 900% 3.90% { AVERAGE DAILY BASE COSTS: +.057.+00 2,025.760 0.900 2+o,000 +04,250 4.162,000 I n. Base Call Allocated to Both Wholl 41 2+% 454% 1.24% 0,026 a 14% +00.00% + Miscellaneous income _--_--(1,996)----_- (2,439) (114) (263) (196) (6,000) c. Rosa AM 04y 2 0 AM-DeprImanlat 1,473,621 1,620,919 43,312 259,997 196,aa0 3,693,146 n•aweAvg no 0 _-_Adminlslrat We Traristem 0-0"0 AM DAY 4 hlaease in Waking Capital 38,397 44,457 2,003 4,009 31606 91,120 0w144e Aq. Day 6 sublolal i1+1f07b641S,9d)trily/l .'t >r ,0011474.w91V. b Be*"Cool Allocated to only Botail _ 43,86% 53.62% 2,61% _ s Ollwr income (1,765) _ (2,146) (100) (4,000) CUBo%AM Dw 2 _bad Debt Expense Y16,733 19,233 901 35,067 C+-saw Avg . Oey e Ray Robarte Payments 023,073 1,128,427 8,600 2,060,000 01•aew Avg ow ` 9 _ For Aev. Debt 168 Fund 1,097,285 1,341,394 02,640 2,801,619 01 -a&" AM D" w 10 _ -For to A1w. Debt Ro9mve - - - 01.s0« Avg 1)" n Fixed Asaat%lOepreclolion 112,408 137,626 0,443 _ 209,406 C+•sow P4 Dw 1 12 Gerxual Fund ADl 227,211 - 277,758 13,012 617,062 es-vow AM Day 15 UTRWD Dl ee/w AV Owy _ +4 RegmyrnerA to Flecthr - 219,324 290,118 12,560 500,000 C1 -Mm Avg 04Y 6 sublolaL !2,61X1)369 11b1170,OW1 11104;199 - a '1~'9fi9 " r 4ni dr ev m9d .1a• ,1 O n. Baas Coal Allocated to only Wholesaln. 58.11% 43.69% 1 1e Pu1C11a6od WAlor $26.060 1120,078 $45,744 02 w cr, ` v wholesale 1901 i _ 123,2361 (28,409) (1,331) 30,903 22,080 (D c? 'saw 1,-) r10 Wholesale $k net Rental I-ees - _--v - « 1d,663) (10,016) (497) 12,000 7,727 ca•e46. 19 Wholosale NLOI (1,704) (2,083) (90) 2,296 t,a19 (0) c2 -sew Avg. 136Y - 20 Depreciation Expense (17,568) (21,601) J (1,007) 23,782 19,315 0 Cs.sew AM Dp ...r..t~ \ Y .f I I 21 subtnlnL (11Ki»sa>5 - t>ElL2,9039 0412499 : , $94,975 E,i , lkt( v, , 5"1 aa` i; 27 Total Bess Coals SA 601i,060~=1;y70,69 ~14f1-t:spt11rf5~1 'r'; s~5, 20 Avg. 0001,000 Ga15. $2.44 6236 $1.51 111 71 110.03 $2A) J' 1 Ir t:A'\i7 cam.. 1)1 n•, tamn."a u-nniNP01 DENTON MUNICIPAL UTILITIES D1ar-wee WAN, WATER & WASTEWATER STUDY 1)1 STRIBUTT ON OF WATHR COSTS 11.64'01 TO CUSTOMHR CLASSIIICATTONS ot,26 PM F IDO AL YEA14 1001-042 • n a Omma-"cGT overnmenm O asa a Mae Al kt al an - (WR.WRF~fT(WC_WCN W W Ml04WOH) Ca4nlh LCMUA Tofel e«« EXTRA CA?ACITY MAXIMUM DAY COSTS: I a Cast Allocated In Both Wholesale 47.88%, 40.18% 6.16% 8.16% 0.90% 100.00% 2a Mlscellaneova Income _ _ D•AW oatw+D.1) as O&M - Depal[mental 412,008 347,290 44,637 63,166 7,766 664,866 o.Ars t«yrM++Day 2e Adminiabetlve Tionslar a•Aw DaYyW■ DOy 21 increase In Waking Capllal 4,628 4,087 52,32 623 01 10,129 D.AW O.y+MO+oar as b_Cost Allocated to onl_y_HrlalL 51.26% 43.20% 6,54% m Other Into me DI -A-4 a'A'Ma wV X Bad Dohl Expense 2,029 1,710 219 3,969 01,AW D.yrMsm DOy 2, Ray Roberts Payments 01-AV D+WMw DAY 32 For Rey. Debi 18,11 Fund Or -AV DOyrMM Day 31 Fa to Rev. Debt Reserve D1 -A40 DOYINM gay al _Fixed Aasotr0ofvecla8ou 4,637 3,908 501 9,046 DI.AW. OFWMq. 00y 15 General Fund. A01 - 70,547 69,461 7,620 ^T 137,616 D1•AW WWMMi Day 3s UTRWD - - e1.AW L40MMDay ar Repayment to Elac9k_^_ W.Ate.D+y1W+Day :w tluhlotaL >j77i274 }661060 n< e i Y: I~Q.42. c, Cost Allocated to only Wholesale: 67.26% 12,72% iftft t 30 --'Purchased Water $36,671 $6,166 40,756 02.AW D1rMaDay ; 40 Wholesale ROI 117,698) (14,629) (1,901) 16,30} 16.026 0 02.Aiv DaWMM Day 01 Whnlesale Stoat Renlnl Fees (2. 1 - (2,272) (201) 3.206 2,063 ot.AW Dayiwuoay a Wholoaalo PIL01 11,2911 51,066) (130) 1,342 1,176 0 02014 DOWN Day a DepleolatmnExpense (11,662) (10.019) 11,263) 12,211 10,067 (0)b2.AWDay1MaD+y M subtotal , "i i7 i ill)6Q #1 Nf 111NI,~t1(y ~`(1 raid' 0 Total Xta Capacity Max Day Cosh 45 Arrnuel 0osUExtre Capacity MOD =76 396 676 396 =78.430 =157 720 =376,115 =63,160 ~q(Sta•St~dA*abxrr,vr,z,,.~.,... . _ ..»...1 ~.......1 ...ter ~.---1 ._.:ft. DENTON MUNICIPAL UTILITIES nler-ww Wait, WATER & WASTEWATER STUDY DIS'rR1BU1ION OF WAWRCOSts 10-9y-ot TO CUSTOhIPR CLAS57FTCATIONS 01'.2a PM f1WAL YEAR 1NI-1902 Ze~T a n~. TmBfL ate.-_ uovwnffwntal Nan MaB NWMOn WR14 I{WCwCNwHW7 (WO.WG,N) c«InMt I.CMUA Tohl~ . « EXTRA CAPAC)rY MAXIMUM HOUR COSTS: a. Coat Aliocated 1o Both Wholosale 47.66% 40.16% 6.16% 6.15% 0.90% 100,00% u Mtaoe11911e0lla lnCOma - D•Aw DvylMax Hw l 4e _ 08M-Departmental _ 16,472 13,862 1,760 21126 310 34,571 o.Aw. DgfrMx Hev 40 Adm lnl shat Na Tianate o-Aw. B.y1w+Heu - w Increase In Working Capital 2,646 ~J- 2,486 v 316 361 66 8,166 a•Aw 00100, HW 51 sublolnl 1a x1 {f$ 7 ' b. Coat A6ocalod to onw Relail. 61.26% 43,20% 5.64% 57 Olhm Income (16,470) (16,418) (2,106) _ (36,000 01 Mw, DOWMM1 HOW 63 Bad Debt Expense 1,096 624 118 2,136 m.Aw DaVY00, HOW M Ray Roberto Payments *1"%9 oxo" 4w t es For Rev. Debi 166 Fund 01•AwLVWMMI Hw sR Fa to Rev. Debt ReNrvo 01 tAq. OAYIMM+ HW V Fixed AssetalDerHecla Hon 242,070 204,006 26,162 472,236 or~Av: myt tow =t ~ ae 0annal Fund RV 66,433 _ 76,370 - 8,668 174,906 Ot •Aw. DaWMW Haw so UTRWD DI ~Aw. oatyM" Hsu - w Ropaymer4 to Eleca lc 01-Aw, D*0MM Hw e+ sublotal- 31a ;1n 263,66A is44 c. CoM Allocated to only Wholeae le: 87 27% 12.73% 10010% U Purchased Watm T{ _ o2dAw. Osyf" How r e3 Who Hlsalo no; I DO-Aw. WVIM" ttasb ± M wholasaio Steel Rental Priori (3,418) Y(2,980) (360) 4,066 2,602 - {0 w.mv. ohj#Mw Hew ' 0 Wholesale PILOT tM-Aw wpw.How: ec Depreciation Expense 00,0100"0 u aublolaL 113,41tl "'t1x 8a8 n ~1 . +'1`t ZL 3 ~ F~?; sa e i 1 i f ae Total Xra Capacity Max Hour Costs .>t,1RA~1 ~,:>t l~'7,~7x ~1a:~7>k s ''"'1.,>)(I ~ •r ~ se AnntelOOeUEMraGapaciyMOH 7386,430 $06426 166,390 $10.t26 $31,343 $81,721 f r i ' 1;~"•?figtibyst5ae>rveJ.,*r.aea*/+*..,...-.. . . . '.1 I~yryy{i 1&mn_wt Mt ll iln6+rtwutl DENTON MUNICIPAL UTILITIES Mer-W1r WA'T'ER & WASTEWATER STUDY DisnuBUOON OF WATERCOM, 13-eo-u T'O CUSTOMEIR CLASSi P1CA71ONS to to na FWAL YEAR IM1-111►t E 9 n a ornow ovatnman 0owe a Ally won (WR,WRN) v{WC WCN WITW) G WQN1 CorinC LCMUA Total aria CUSTOMER ACCOUNTING COSTS: k a_ CoAt Albcaled 1n Both Wholesale-, 65.60% 0.77% _ 0.0111 _ 0.01% 100.00% ro - Miscellaneous Income A. cur krloo.n 11 O&M - Dapulntenlal 21,601 ~V•-3,422 102 2 2 26,116 Am CUI,tCICMe 72 Adminlcballve Transfer 613,957 61,700 4.600 _ 36 30 000,416 A• Cull ArcICMb » Increase In Wonting Capital 6,160 621 46 6,025 A• cur krlsah 7: R~7 76 sublolel b.-Cost Allocaled to only Relall: 65.01% 13.62% 0.77% Other lncotne At- Cuu ACCI CeK6 m s ' Bad Debt Ekperlse 2,262 360 20 2,112 Aim Cull kt(Ce116 n Ray Roberts Pay men to Aim OwtArCLCo6t6 rn For •eY, DDebt l&S fund _ Al- OW AnClw116 ro _Fa to Am Debt Resolve _ At- Cull AtttC**$ t. Fixed IN 3 400 At - CV61 AO61. C"t + ~ ro AssalelDepr eciellon _ 042 61 Oetwal Fund ROI At - CWtl M41 C#06 I ea UTRWD- AI• :wl AcetCO116 gepaYnle rA to Elecbk A Cue Accl c61k1 - _-----subtotoi _ SRAp6 54i4 SRS v.' n a.s 777T c Cool Alloutted to only WholosRie~ 60.0% 50.0% 1 , _ M Putchasod A? Cull MCI C4,116 er Wholesale Rol A2- Cull Acct 06111 to Wholesalo Street Rental Fens At. Cull Acct Cee6. oe Whehlaele NLOT _ Ap- cu11 MCI Cool ss -Depreciation Expanse N. Cool AeeI.C"6 r t >e sublotaL At TOW Customer Accounting Coats . IW40 t't5 (5+147 54 ~Ilt ~ s ' rN ~ ' u AvoragoCeeUBBling 53.17 =3.17 53.17 53.17 =3,17 q,17 .6. ~•,X~4it3~racu'iaa.;4'-vo. n...... . rIAl A11lj7 i IsVrrn.ln wu - rpMl Wn°n DENTON MUNICIPAL UTILITIES DOS F-Wee Wele1 WATHR & WASTEWATER STUDY DISTWBUTI0N OF WATHRCOSTS so-s l TO C UST0MIIB CLAS Si FI C ATI ON S 01'.20 PV FISCAL PEAR I80I-1012 FiiTiien~l o~mmer oveFnmen w e w e a women R WRN C WON A 0 WO Corinth LCMUA I To1Nl a„~ CUSTOMER METER COSTS: a. Coat Allocated to Both Wholmle . 83106% v 32,12% 4_12% _0.45% 0.27% 100,00% ll. 9) Miscellaneous Income _ e. cult N.Iw,e1.x N O&M-UepartntantalY` -270,810 137,945 ..17.878 1,959 11148 420,533 a.cost motw.c4 oe Adminietretlve Transter a• cost re.lw.ce.x /e Increase In WaN Inn Capital 3,488 11777 228 25 tb 6,539 s-cum 1Mlw.eeix subtotal € $v+i h. Cost Allocated to only Neleil: 83,61% _ 32,36% _ 4.16% _ /e 01het lnenme _ (3.176) y (1,817) 1207) ~!T (6,800) el. cull rrrtw,cwr w ead Debt Expenao 1,620 774 99 2,399 al. Cull mowcoms loo Ray Roberts Payments RI. cost uxw.c°«F Inl Fa Rev. Debt 16S Fund _ 01- cwt MOW.csre 102 For to Rev. Debt FHServe a1. cull wwowl t1i v - I -03 Fixed AsWo/Deprectution 87,267 44,447 6,898 137,400 @I- Cull. Mow.C°sle Ia Obtraal Fund ROI 9.038 4.093 626 _ 12,864 at. Cull. Fhw.Cw. lot UTRWD__ - so. Cull wwAea. IDe Repayment to Elontrb at. Cud ww.ae.lr I01 sublolat. 111431996 s<4919A7 ` $9111 .1:. MLT:_IMr C. Colt Allocated to only Wholesale: -LIS 62.98% 37.02% 106 Purch ased Walm B?Call WIw.C w. toe Wholesale Rol aa. catt WwV01H Ito Wholesale Steel Rental "es (3071 ) 296 199 14 e2. Cull ww.cear cal Wholosale RLOT eo-cull ww.cwsru Deprecla6on Expense B2. cud Ww.ceelr 0 sgbtotel y REAR x« N q Ito Total OUSlorner Meter Costs },161,3ab 'YIEr,252 !t>'r~,5W1 ftd,279 u'' " t9>~.i 1f ,{i _ III Aveta9eCostlMotel.Equivalent $204 $2.04 $2.04 $1.76 $1.77 $2,tl4 l' t4Flr£A { I EXHIBIT IIA UTILITY VERSUS CASH BASIS ..y s _ j (WHOLESALE CUSTOMERS) w r `I { PFwtR2 YktY~14':t, I I i WHOLESALE UTILITY BASIS Costs Included in Retail But Not Included in Wholesale Retail Wholesale Departmental O&M Yes Yes i 1 Administrative Transfer Yes Yes Increase in Working Capital Yes Yes H Fixed Assets Yes No Bad Debt Yes No ` Water Rights Yes No Debt Service Yes No Repayment To Electric Yes No General Fund ROI Yes No I Purchased Water No Yes Wholesale ROC t No Yes Wholesale Depreciation Expense No Yes Wholesale Payment in lieu of Taxes No Yes' t~ Wholesale Street Rental Fees No Yes, la -48- k i i i 1 RATE DESIGN i f ` 4 j , w'W;,I i i R I RATE DESIGN .;I 1. SOURCES The water rate design is based on the following sources: Cost of Service study, development of revenue targets, and the existing rate structure. II. METHODOLOGY l.~ Rate design was developed primarily on the revenue requirements calculation and the Cost of Service Study. This results in a recommended overall rate increase of 11,448 for fiscal year 1992. Rate increases for Individual customer classes are based on the differences between costs and expected revenues using the current rate structure. For each customer class, the rate increase was generally applied equally to the facility and volume charges currently in use. For residential customers, the existing summer block rate structure was retained and the rate increase applied equally 43 to each block, I ~ `I -49- T T ~~4At ,.fAYh4Y.f ,get ti'al':M Exhibit I, "Development of Revenue Targets," forms the basis of the rate design. Costs flow from the i i Cost of Service Stt►dy and are compared with current ` I rate revenue projections. The revenue shortfalls for each customer class determine the rate increases required. l...l III RESULTS M,I Exhibit III, "Water Rate Design options," is the result of the rate design. Volume flows and ~M revenue at current and proposed facility and volume rates are shown. A. Volume Flow (Design Wlb and Wlc) Water volume flows by 5,000 gallon increments for each customer class are shown for winter, summerf and total volume estimated for fiscal N.~ year 1992. Percentages of cumulative volume expected for each volume increment are also projected. J 3 -50- T- B. Revenue at Current Rates (Design W2a W2b and Wld) Facility charge revenues are shown by meter " size for each customer class. Volume revenues in dollars and J percentages are shown by 50000 gallons increments for winter, summer, and total volume revenues. Current facility and volume rates are also shown. C. Revenue at Proiected Rates 1Design W3a, W3b And W3c1 w These schedules display the same information described in B above except that the new ry proposed rates are used to project facility and volume charges. The design W3c schedule summarizes the individual customer and total costs, revenues, rate percentage increases, and net gain using the recommended rate design structure. Rate increases by customer class are as follows: Residential Commercial Gov Wholesale Total i 11.27% 13,13% 16,26% -0- 11.40% i i ---51- wszw<~ i i f IV. Bill Comparison Exhibit IV provides a comparison at current versus proposed rates for each customer class, Tables 1-3 show the impact of the proposed rate incrEr,se on residential customers with small, moderate and large water consumption. Table 4 compares the bill of a commercial customer at current and proposed J rates, V. Comparison of Rates with Other Cities 1 ' Exhibit V provides a comparison of the City of ~i Denton proposed water rates with Lewisville, Arlington, Carrollton and Garland. [fates for these M~ cities are estimates subject to change prior: to October 11 1991. a -52- 1 i ~ rr:nrtr: p f l EXHIBIT III i RATE DESIGN M, , l w4~ i S N Y 1)1?N''ON MUNICIPAL UTHATIES WATER & WASTEMATFA STUDY I WATER RATE, DESION 01"I'4ONS WA1EA IT ILI INn 01:1141M INANIS . (CorRlru+ed) (Stann,wa wkl) - linal lleyrut _ _ F16CAl Y1An 1661 -t992 TniTfer'''tf '~:'a~'a1'~ a ~~'~►~~es~al'-"~~'S1~lf uHi- lY...S:lxLl?i _ f is MuA-=Jl J L_4111 YtIiHLJtI~G_W(;N I FGMumuHi-j Note rlwaw6ao ilw voornw )I wule ow gh-f771i67xTcei- Winlur Volume Factor Nov-A r INNI'x : 4,909 3112b3,166 2,195 5I S 414,635 S,WO 0,999 168,212 40,194 2,157 5 S 211,233 10,000 14,999 59206 3b,033 1,863 96,137 I 15,000 19.909 24.430 _ 30,160 1.W3 S b 66.662 . 1 20,000 24,969 11.991 21,119 1,436 41218 . , 25,000 29899 6,721 25.341 1,291 5 0 33,312 " 30,000 3/,689 1,118 23,631- 1,211 ~5 b 28,869 E 35,000 _ 39,999 2690 21,181 1,111 b LL b _ 26,w i 40.000 44,999 1311b 20,464 996 4 5 23AS 45,000 1,176 19,140 us --b 21,213 _ 49,999 OVIE 2,738 647J06 21.781 61,331 16,334 tlb4,e72 WOOD f TOTAL Mb.79 9~5~4~Y'r, ~7,7t~ )4!,361 Yi.3N <:~1,111,>6~1~A f{` S_ummur Volume Famor Ma -Ocl 1MYs IIII~ 4.eW 376645 57,514 ~ 3.253 b 5 440,382 Y5,000 9,699 236,000 4b.680 2,477 - 5 b 263,616 , -10,000 14,899 134,410 40.144 ,135 b -176,742 t~ 11,000 10,695 6203 36.427 1,016 S 5 5 120,516 Fp 20,000 24.666 56,820 32,402 ~ Las 5 5 .66.079. 26800 29.069 36,311 29,714 11511 S 67A05 gj ( 30,000 34889 25,176 27,725 1,390 5 b 54x05 35,000 39,699 11.100 25.669 1,324 5 _J b 44,623 X' °11 40,000 _ 440" 12+167 24,163 1,237 5 5 3627r 1 I.d 15,000 46969 9.184 22,1rn1 1.136 s 5 33,064. 6 50,000 mr 24.420 117.m 59150 125 569 8b,816 93,385 1,64r 13ntai 4~aw4 I" TOTAL 7'Wal Volume Faclor Ma -Oct 000'3 _ 4,644 742,308 110.660 6,008 t0 10 666,016 6,000 9,ON 43,212 04,43 4,04 10 10 404.164 Flu 10,000 14,694 195,694 76221 4,010 10 10 M.11114 15.000 I0"s 107,033 N,74Y 3,630 l0 ID 1!7,376 20.600 240" 6SA11 66,362 3,064 10 10 12!,291 25.060 26.669 43,35 55.116 2,607 10 10 100,019 ~ 30,000 31,099 28,267 51.356 ~ 2,601 ~ 10 10 ~ $,214 35,000 36,446 "A" 41,670 2,441 10 10 10,461 40,000 44"6, 14,652 44,626 2,232 10 10 41,630 46,000 Ait*" IOASO ~ 41,662 2,026 10 10 64"? J` 69,040 UVf 27,360 13os,sm 41,b11 206000 104.160 1646251 TOTAL. lrr .ln s' 1 w5, A, t44' 1< 1y' ,}'4 :t` W1`010661e Capacity Alla"lim( -53~ l ~ N DENTON MUNICIPAL lJ'I'EL1'f'!!sS nrs,uN.w1c WATER & WASTEWATER STUDY WATER RATE DESIGN OPTIONS 'NA I1 11 11111 IN0 nhl linM INAN I% Clxrxrfaflur i'murr d Valero Ilawirgl ll✓Ix4771f,m4vis (51xtm wn wN7) 1 huJ nulxpl CAI VI An _ AYN WFIN~~ I CN WHri ~AY~7.11'.i~tl2._J~ SciMliill.__ l_-_.I.SMI11$_.__ l !LOj_~ Wlnlur Vuiumc Ilucror Nov-A -.Apr Cuinu alive Per 4,999 46.16% 551% /b1% OUI% _ -001% _ 23.11%y 5.000 0,999 02221L 913% -T 1331% 001% u0196 34.17% - - I _ 10,000 14,999 9139% 13.36% 18.31% O02% 0U21, 4009% 1h,000 19,999 94.17% 16.44% 2214% 002% U.W% 4322% _ 20,000 _ 24,099 9703% 1942% 20.1$% 004% D03% 4660% ` j _ 25,000 29 999 _ Sa 01% 22.0S% 3019% _0_01% 004% 4134% • 30.000 34,999 9911% 24.49% 33.4b% 0.0496 --'------004% 4094% - 36,000 39,999 99.12% _ 21.16% 364b% 00646 U OS14 6036% I_ 40,000 _44,996 9979% 2991% _39,12% DO6% U05% 5113% 46,000 49.999 "be% 30 ab% 41.61% 016% 0.06% 52.60% 60.000 010111 10000% 10000% 100.00% IOU 00% Iu000% 10000% Summer Vulmtlc VUeU)r Mu -Oct C_unlulwive Perecnl _ 4.999 31 54% 5.43% 6,61% ~---`0.00% _ 00146 - 168 1% I` 6,000 9,999 9,15% 9,06% 0.01% 001% 3012% I O,u00 14,999 14,01% 13 b4% 13.56% 00M 0.02% 34.41% IS,000 10.,991 $223% 1694% 16.91% 002% 002% 434216 20.000 A 74,990 67.56% 2002% f9./7% 0.00% 003% 47.39% - 26.000 29,996 91.16% 22.07% 2226% 0.02% 0 L Q% 602741 (E! 30,000 _ 34,909 9364% 2544% _ 2 d1 _ 4.49% O.W% 004% 52.5!% I l-" 35.060 39,999_ 9539% 2111111, _ 2649% 0.03% -Y006% 5461% y 40.6119 44,999 96.66% 30.16% 29.13% 0.04% _0 .Ob% "As% ' iJ I 45.000 _ Y 49,996 91b% ' 32.31%311% _ 004% .0.06% 67;A _50.000 ovli 100 M_ 10000% 100.00% - 100.00% -`-100.00% 100.00% i" I'mill VUlumu Faclor Cumulativ Purcentl: 4.600 4410% ~ 5_40% 6.33% 0.60% 0,01% 2060% E! 1 6.000 9,909 60.13% - 014% 1121% 0.01% 0.01% 32.14% 181 10,000 14.996 6012% 13.46% 15.46% 061% 010% 30.1'/% 15.000 _ I6A99 _9727% 18.75% U.IC% am% v 0.02% 43.45% I'~! 2'O,00 24,9» 912•.% 19.13% 22.43% 0,92% 003% 4814% G+.~ 25,000 29.060 _9514% 72.46% 2636% OAM 0.04% 441" 30,000 _ 34,999 6641% 24.09% 26,}2% 0.03% 0.04% 5100% 35,000 39,099 9614% _-_2'1.34% 30.10% 0.04% T- 0.06% 621616 4.~ 40,000 44.990 91.72% ?9.5,6% 33,05% 0.04% O.au% 64.1 as 46.000 49,996 96.35% 31.61% 35.11% 0.05% 0.06% ur 55.!1% - WOO OVEN 10000%. 10000% 100.60% - 100.00% 100.00% 100.00% 1 I 3 1. 3 r4 Ca DENTON MUNICIPAL. U1I'1LITIEiS u(SUW-W2.1 WATUR WAS'ETBWA'L'EM STUDY rmreu7 WATER RATE DUSION UP'I'IONS I CIIIIRtNI WAICII RAIFS E I ISCAI VI.AR 1991 - 1992 ~ (5rn+n pu wNl ) - linnl linplnt ~t7e - w~ -T 1wl rrma _L ScStl.OAil~l, 1.Se.64n11A,L.-~fMYL_ SI W-w RATES: PucililyCharkus: 0.75 Groh $140 $15.78 $11,23 $6.97 1,00 10ch~----- 675 I725 12.60 -12.19 " 1.50 Inch 12. b0 20.00 16.50 - - - 1652. 2,00 1helh 14.00 2225 17.50 2063 1.00 Inch 6390 so 60 44 i. ..I 4,00 Inch - - 10500 9500 102.50 i. 6,00 Inch 135,00 101.00 i 155.00 134.97 ` 4.00 Inch 113 00 I25 00 $ 170 00 16029 I Avg li11tkp 'RJ.i4A AR1,h1 3tR.40 - ,070.N I6000 ;/K.fh7s DQtmnll Clw Wm%41,000 of Cupw: Winter Volume HalesM,111X1: 4,999 _$2.00 $220. $2.00 0.90 90. -6.000 9,999 200 2.20 2 00 0.90 0.90 i.0s:.'.. 1 COW 14.999 2.00 2.20 2.00 - 0 EV 0 90 ! OJ 15,000 19.999 2.90 2.20 2.00 0.90 090 20.000 24.10" 2,00 2.20 2.00 0.90 020 ' 25.o0f1 29"s xoo 2,20 2.00 0.90 090 > ,'r 30,000 34 J199 200 220 2.00 090 090 35,000 30,990 2.00 2,20 2Do 0.90 0.00 i 40,000 44,9" 2.00 2.20 x.oo 0,90 000 la) 46.000 A 49JM 2.00 2,29 goo 0.90 ----090 ^ri"" 50,000 ovur 200 2.20 200 090 000 r * 4 I k p, p AVOJ 1.000 794q ! #~4 lII 34ds1 i03M$ sl ;i` ~1? Summuc Volume Ralusll IXXI: I Iry{ 4,909 $200 T- $220 $2.00 $090 $090 G {}s1: ~,ri 5000 Y~ 9,006 2.o0 2.20 2,00 0.90 091 y','r7r ?v: l.il 10,000 14990 2.00 2.20 2.00 0.90 090 [d'i 1 15,000 199" 3.00 2.20 2.00 0.90 090 20,000 24,90 3.00 2.20 2.00 0.00 010 <t w, it WWI; 96" - 29919 300 2.20 2.00 0.90 090 30000 34,0" 3.16 2,20 2.00 0,90 090 . ICJ JSA00 091090 3.rb 2.20 2.00 0.90 000 s tts" r~1"x>3 40,000 44,9" 3476 2,20 2.00 0.90 000 46.000 46.0" - 336 2.2D 2.00 0.90 090 z t1''<<T;y i,, rJ 00000 OVI I 1 .16 2.20 209 060 0 W :i Il r r '{.V.til7 I -55- I YA. i I~ 7F , , fPJ,::.: ra''Ay e~ ' N I I { MiNTON MUNICIPAL L'T11AT11,S OLSMr7..w2r/ WA' 111 & WASTEWATER STUDY 7w,d,Ir WATIiR 14ATJi DRSIUN ()P' H 0 N S EXIS rING WA11:0 rl-ST-YI: All Id: Vr NIJl8 (S LMim wtl wh I) - Inwl l{e1wR I ISCAI.'n All 1991 -Im, met - I P!li, H.11'Nb1_~~__C'Wf;N W BS lYIMT- QI'S • l.tlL(3HI ~F`1c,r~llA_=J ____1u19L E Rl"sVENU[S: t l7llcilil Chur Havcnucs: _ oJS lrkh ...n -`31204.216 3270,17! - $5,993 100 inch L50 filch 1 30,113- 107,563 200 Inch 16,441 90.523 3.00 Inch - 125,669 _ N,59JI _ '_a ' 311,1/2 _ - _ 150410 4,00 Irxh 39,431 _ 50.820 800 h9.ir 51,175 35165 _ M,320 8 00 Inch sow ~I 960 12273 9,160 LUaI 2,040 _ 61,220 31 +'!411' .3971 let _ Ikrmrxl L'IwYW 1,000 ~t CaNrcnY six" t Awndu N!Y-> 3300.000 3164,400 $r s5 92$ 02 $4#4,400 VOLOMN RMiNUES: 122.! s2s,uo 613,/56 Winler Revenues: / 999 - $725,322 1f 19,961 15,599 ~=5_ 35 / 6,000 _ 9_999 33954i 09,747 4,J11 5 1817,!1 L:.+ 16,060 11,999 119.412 77,773 3, 5. 6 {30914 19,0!9 48AW 199,291 _ 2'000 21 b- 3,325 5 _ 5 I19,9e5 25,000 7JA91- 6i.115 2,975 - 5 M 29.10" 13,449 _ 5- 7f 97,990 55,751 2,503 30,000 31,999 1275 11,91'/ b 5 36.006 - 9,999 5320 2,4122 6 _.ry 62,953 47016 40,000 44.999 2,23 4_ 5 55,491 45,00 _ 3,570 45020_ 50,000 49.19 2'352 12,107 1779 _ 5-5 _ 50,599 9ublaW N f 5.416 1,461,859 43,522 /5,899 10600 1694161 Awojigo nil 315.16 . , , 3M Summer Hev4 nI1C6: $160.40 1102,20 $12,6 311 7" $21.23 f 5,000 +.989 i156,29o $126,531 ~ 36,429 _ 3s fs ~2~ 9,989 10,000 470,000 160,157 4,ffi3 5 5 1 I 11,999 211{,119 !,1 £3 b7 919 16.00 _ 19,999 217,909 4.269 6 391.610 20.00 24161.461 71, =iM3 5 3M.030 725 30.000 . - 2929-999 109,932 66,903 5 W 6 239,4/9 34,9" 94,422 J.021 _ 5 s 177,465 35,000 60,799 217" 6 6 131,2071 JB,9Y9 10000 169.376 56.955 2,644 5 5 , 44.9" 41,254 53,16!1 t?5W 45.000 _ 2,771 - Ip5 I'v 49,999 5 5 34.4U _ 50,056 276 5 9K 50,000 OVE 923 v 1,5/9,TM 6 N,779 iM Su6lorl t +x 79500 111,012 11,235 1.940,697 0181 BA-> 327.27 7 N42." q olal Volume Revenues: $196." 619,23 192,19/ $larll, t l 4,9" $1,46,919 3243,496 $12,016 fB 31,7x,117 909,$44 190,704 1,197 39 10.00 14,9" x7,232 9 9 I,e!!1 16'000 I9A" 299.999 166,4! 9.019 9 0 20.000 7,019 - ,...I 24.0" 96 1.442 1411,141 !5 p " s 460 25,000 _ 1J2,940 9,1! 29 - ,9! 127,131 9 3Q14! 121,261 6,414 9 9 3O,0/9 102.457 112,!3 5,a01 9 240.907 36 39,9! 61,996 101,971 4997 - 9 40 ON 44 61921 _ 1175 1 e - 171,4! N ! +6•~ Ux,711 1 6 8 16 4112 4.061 0 ,..1 60.00 ME 81,900 3.!7,743 121 !61,92! 6ub1ot91 $3,943.960 022 _,-1!,910 ~~.__14 3105,211 J $4,759.660 11!,796 3199,000 1111,s" 925 r ~ IOW k1LVENl1EH 371.24 $12.29 912396 316,750 _ 112,519 H {5,034,61 I 3t26,e~74 )r"-" W91,o40 IOuWArnIoEa1aW 4,Y9Y oss% -6.04% -0.% LL 0 Sa06% 611009919 forrorrt-> 5,1/2,291 6.059.098 224 ,40 e3x A 1104-> 329.! 3194.30 014463 63 4 690,990 314,286 11,29 44 ,97 0,920 129,174 16400 1.110 -56- 2 s 1 I I DENTON MUNICIPAL U'I'lLITICS orsruN-w,d WATER d'c WAS'TI WA'I UR STUDY WATER RAT11 OHMNOPTIONS WAIER (III LING Ilk 1 ERYINAN IS Ciearlalh'e I'ercur4W Qr~rer6 ela L'WIsIlea 1,e oeglfr ❑racAr.1a (Suruq wu wk1 t - I I'M Ilxpua flw IJSCA1 YFAA 1991 - 1992 _ I r IF LI--[lYtl..1~N~J frVC W(NWF11 ~_Se11[hi1L ~1._...1p ~MLL'_ Wittier Revunucs Collected Nov-A r Cumulllive Percuel : 3]29% _ 1159% 19.60% 66 S4% 51.09% 21.47% 4,999 10764 16.46% _ '15.63% 6651% 44 10% v.-42,Ob% _ . I 1.000 9,909 66.14% 2019% 30.40% b651% 6110% 11.00% 11,999 9426% 2310% 71 .64% 66% 5410% 56.14% 16,000 19.9" 9.76% 21_22% 34.12% 66 b54k 64.11% 6147% 20,000 21.899 9602% 28.16% 1122% "bb% b4 11% 51,384 25.000_ 29.990 9678% 3106% 44.02% "bb% 51,11% 61195% 70.000 71.899 99.14% 3324% 1663% "bb% S412% 6220% 35,000 39,999 99.11% 3124% 49.03% 86644E -54.12% 6340% 40,000 14,199 _ 9960% 3/11% 51.18% 66SB% 64.12% 64.45% 45,000 49.099 99.12% 34 9% 51.09% 66 56% 50.000 (WE 100,00% 100.00% 100,00% 100.00A IOU.0" 10000% . {"1 5ummor Ruvenues CuIlcclcd May. Ocl Cumulative Purccnl 4 j.,.jff 1'aOyly Clurye: 21.70% 1124% 14,41% b1.19% v 51.92% 1940% 1,969 461606% 1011% 61.19% `5183% 77114 b, 000 9,969 6212% 19.90% 2321% _ 51.19% 5113% - 09.12% X10.000 14.009 11.57% 2326% 26.42% 61.19% 61.63% 4806% IS,000 19.699 76.62% 2626% 21,19% 17.16% 5193-A 64.30%.. 20,000 24,999 LS .19% 29.01% 31.81% 5720% M 84% 64.1914 2bow 29.999 "AM 3110% 7384% 1120% 61.81%. 60.09% 30,000 3449" 91.04% 3342% 3541% 51"'4 6164% 6364% l~ 35,300 390! 94.11% 31,4" 311!% 5120% WA 66.67% i I _ 40000 41.999 05.78% 3401% 39.67% _ $'120% 5116% 87267E 46,000 49,9" "93% 3912% 41.35% _ 1120% 6 US% 50,000 WkF 100.00% 100.0014 100.00% 100,00% LL100.00% 100 Tidal Rewnucs colll:ctud Cumulalivc Pcrccnl I6cfty Ch6(9e: 2624% 11.41% 15.67% 61.51% _ 5283% sL66% 4,009 092091 1625% 2101% 41.51% _ 52.61% 31.40% 5,000 9,940 7242% 20.04% 25.13% CAI% 5284% 4636% 10,000 14,009 60.44% 23,33% 24.10% 0112% 62.91% 61.44% 15'00 10,8" MAMA 2626% $1.64% 61.52% 5216% 61141A 20.000 24494 ...9022% u 2888% 3454% 61.62% &2.65% bdAft 2&A" 29,9"0 92,70% 7110% 31.04% 61.&2% $295% 0986% l 30.000 34.996 94.78% 3235% _39.3094 11.62% 62.65% 62.96% E 3SA60 79,"9 0923% 76.0% 41.b4% $1142% 62.96% 44.1114 ' 10,0110 44,"0 i _ 9728% - 3134% 43.64% _81.67% b2"% K.41% 45.000 49,9" 9.02% .39.41% 45341L B1 113% 5209% 11127% 60.900 V_` U11£ 100.00% 100.00% 100.00% 100.00% 100 Oft 100.00% I -57- 1W P II 1 DENTON MUNICIPAL lJ'I'!LI'I'IIsS I,ES,rlr_;v„ j WATFIR & WASTE WATHR STUDY WATHR RATE DESIGN 01"NONS WAIEH 1'ACH I IY CIIAHM 11E SHIN FISCAL YEAH 1991 - 1092 (Sir1m_rs wA1) Ilnnl Hnpan _ 1 -A +F~i7d~',R'aT~I rxn!c w ~ w frme euaTe ~Pi e w a _ i ~-QY11.Y[t,rv S1Y..Kt1aL_fbfn WGNi flxlll l~~~_1SiN~~.-9YY16Y. t:uslllmef Accounlin r Cods: 1 CPer Him $SAS 10 .16 $a li-f _ s7 ~6 t3 1e i Cuslomct Meier Cods: 'I tPsr YaYN Coei EigWVd _ f2A4 04 L-f201 Meier E uivutunl Mulli liars From Suficulu Cuss-W3a : 0.75 indl 1.00 - 1.00 1 00 100 100 1.00 1.00 Inch--- 167 1.67 1.61 - 161 1.67 1.07 .1 1 50 Inch 3.31 3.33 3.33 3,31 3.33 333 1 2,00 Ind! 5.37 533 ~.--5 33 5.31 300 -rw-l 1000 10.00 i o 00 - a 00 - `-To 00 - - 10.00 f 'ws 1.00 Imh _ 16.67 16.67 16.61 16.87 _ is kiI 1667 IT 3333 ~ 6.00 Inch ~ 3 1333 400 Inch 53.31 53.33 5133 ---5-333 - 53,33 33 r Cuslumar MuWr Cost: Pe7 Him _ 0.76 loch _f2.04 -TT$2,04 _ $2,04 f-S 1.00 Inch 3.40 3.10 7,40 ~ 292 295 _ 4.50 Ind! 6.60 560 6.60_ 5 IL1 00 _6. 2.00 Irmh IOU 10 K I Ow 931 3.00 kith 20.40 20.00 20.40 760 11.10 4.00 Imh 7400 34.00 34.00 29.11 2960 goo irmh 6600 $6,00 w,00 66,33 59.00 $00 Inch 106.110 IOS so IWoo ~ 93.33 94.40 11.76% I1a.illly Char a Tolul lnd in Some Fi3cuJ Costs : _ 0.7S 7.40 - 1.25 1120 12.30 {9.01 1.00 I.75 OM _ 10,85 -13.65 _ 1361 lie 1.54 12.50 1,140 -_-2110 1485 16.45 I ` 2.00 1400 1165 24,30 19.10 1.90 Inch _ 66,75 66.10 67131 4.00 Inch 114.55 9'1.65 11412 l.r.~ 6.00 Imh - 147.30 111.65 - 110.00 156.66 4.06 Inch I" so 134.25 156.00 1453 LT I Inge ~ cmrenl 1'rn. Cho go: 0.16 IoM 11 A0% 9.21% WIN$% _ 1.00 Mm 12.00% 9.26% 9.20% V, 1.50 lath 12.00% 9.00% 9.36% _ 2.00 Imh 11.76% 921% 6.14% 3.00 Ineh 91131L 6.67% 4.00 inch 6.10% 6.00% 6.00 Mali 0.11% 6,0% 0.0% $10 Inch 9.06% 9410% -4112% vw#sm a (%eneleld: ..-.F 0.76 ir~ 61142,572 $240,731 114?24 6tliM,567 1.00 Well 60,154 W 113 1695 ~ 11 766 1,50 MM 34,412 42p60 2,2Y0 M 18 260 kKh 17,020 137,227 10.41 1",644 3.66 k 43,176 12,11 _ SS { 4.06 hrh ~ $5,600 S.%2 SIAM, 6.00 kWh _ 10111 1,060 2,040 13491 0.00 MM 9,690 1,660 if i total Remalntn WHier System Costs To Recover. IMi-1M2 ,315.00$S'Ow,61 5223,00.17 !534;0 412414=1 61o4M.~N 1 -58- r,_ a ey.: c •w a.e.av ,i~ .a e 666 DHNTON MUNICIPAL, U'I'II,I'I'II S 9ES1ON-W30 WATER & WASTi?WATUR S'T'UDY WATER RATE DESIGN OPTIONS I'AOPOSM WAIEA OA IF. QESKIN I f ISM YEAR 1991--1992 ' (Sr~ml,.wo wk1) LaI Ne1au0 a r Co"~m .i-~ awai lea a~1 w#% ~ - fWfl WNN~"n~C.W(;N.WHWII fWO WGN1 I- CLY1141L._il-._LIIMIIA II -,Avr,rww RATLS: 11.4c1111 Charges: $1120 61230 6611,H2 IOD Ir1ch 60 1615 15 V! 264.062 1,50 Inch 1400 21,60 1695341,931 -1200 IrAji 1565 2430 19.10 f 13,062 _._.+00-- 300 hrcfr "IS 56.30 4.m f 1459265 800 Ind1 14130 11690 16A23 0.00 LU~1 169.90 136.25 155.00 3,321,600 Av0lliAing .i,g ^i hxx. >'3 '06f. {f1i40 °~>i1Tf04 4iF11` ' nqm n1 O)WONW 1,000 of Oap901Y Winter Volume Rate 3/1 (XMI: +,9M 42" ^sx,so 62.35 1090 6090 7 5,aoo o,sw x5o 2.35 090 090 E2 a 10.000 14.999 2.50 2.36 0 90 060 15,000 _ t9A99 i 2,50 x.35 - 0.10 -A~ 060 20.000 24,969 2.50 235 090id 25.000 2.50 215 0,90 090 30.000 34090 2.22 2.50 2.35 0-00 060 35 A00 39,996 2,22 2.50 2.35 0.80 900 ! wt r.l 40.060 44.960 2.22 2.50 2.36 0,60 090>;'` 45.000 49,999 2.22 2.1.0 215 0.90 , 060 '~5f t aF If 00,000 OVkf 292 250 ? 36 010 A 90 `6 4 ~I AVO/1I26o>;tri a c ' e,. fl ' : r :6oMi }4A1 e`.."~f fa Surllmer Volume Rules/I,( NIU; 4,999 6222 62.50 6215 6010 60M,; 4v) 5.000 9,1ft 2.22 2,50 2.35 0,60 _ k" 10.000 14 A06 2.22 2.60 2.36 0.90 090 r1 j 15,00 16AN 3.25 2.50 2.36 0.10 V Ob r i 20A00 24mw 3.35 2.56 IE 215 0.60 000 C; 25A00 _ 29.096 3.35 2.50 215 0.10 0.90 30.000 54.099 4, 20 2.60 2.15 10.60 _ 090 F i. 3b 06,lq 4.20 2.50 2,36 0,90 _ 060 _ I..~ +6A96 44.999 4420 2.50 35 O.o* 0.60 - 4bA00 40A66 - 4.20 2.50 ~J 2,35 0.90 090 'fix' 1 60.000 OVE 4.20 2,50 2.36 0.90 d.. two xyf:!;1 .1=77 ~1111 1 AVO/1,000 ? ` Y,', 66TH MM?: d I J i I -59- 13.1. { tS t i Js ro' ,;atc: i IS f a DENTON MUNICIPAL. UTILITIS 01-Slaw WA_ WATHIR & WAS'1'I WA'1'I.It STUDY, F xr! PROPOSED WATER RATE I)1?SIC;N OPTION PF111Y11S f.U WAffA 111:51 -YCAHIN VI.Ntll S f ISCAL YI:AH 1491 -1992 (Srvrvl _w6 *kl ) - I hwl Finlwrt es17TITeT' rnarvia rnlTrvnerieT 'IOFmTesT 30:Z-] ~ ~7, I.YP..'~HIi1Jt(1~L.HIY11i_ ~l I ENHNO S: I Facilll Charge Revenues: - ------0.76 Inch {1,742,572 --sw,%01 1.00 Inch 60 l54 66,333 1,665 _ 6J 4.60 Inch 14.412 62,386 .__..z - 13 "n 1 _ 2,00 1w, _ _1/,821r - 137,2". _ 8,493 44 frith 43,175 12,115 0 b 7 4.00 loch 55,600 5,652 100 t i 52 6.00 Inch 2,040 1 600 IaGI 1060 _ _ _6" 1650 0 9 45 661 $626.337 f3i.166$ 1662,040 9 A-it- 01 Capmiry $ Average Hill-> $0,43 $2?85 $2507 $165.00 $170 00 r ~ $ Itl. 65 VOLUME REVENUES: Winler Revenue!: T~3 1,969 $615 $132,814 6.$n $9",606 8,906 3!1.664 101,665 5069 S $0,621 14,609 131,436 BJA64 5 - 5 223A6b 18,990 54235 Is 7,907 6 6 115,050 2.1,990 26.618 69,146 3,319 5 5 14,1126 63,354 3,01/ 61,33644M* 9,_141 690/7 5 _ 5 71012 35,000 - 5:606 51.453 2.625 5 63.4" 40,000 3,863 51,158 2317 5 5 6 51,466 46,000 2,611 1!,149 2.066 5 5 62,655 6016 669,270 51_131 15,694 30,600 1.6/2,666 111,133,687 $2,413,160 $87,426 $15,043 $70,645 4,061,502 Avaragr Hill -fTBDT"1<7ET:T! '-'~20~03 f3•F,g YTf,7T J Summer Rennucs: - - SS 5,000 9.189 521,7 114:76820 6 842,26) 10 000 14,816 ,388 100,45,011 5 03,"4 - - 4.661 $442,6 • I $141,'76s $1,651 _ -lb---,--- 15,000 11,118 276,716 80,088 CM 6 371,205 20.600 24.981 160,2" 01,508 3,169 6 29.00 121,641 14.435 3,550 1".635 34961 66,313 7,7 5 }70.342 /4,14164,22 3.111 5 1{2,183 40.000 44,901 5/041 602,007 5 0" I,:,( 45.000 49,69 36,571 6601 2074 WON (Y7I 103,404 794,015 93,411 71235 2_101,130 "bow $2,611,467 $2,650,316 =13,5,566 $133 $77,260 u 45,6$3,617 S Avafago H111- > ---jb-' 1 't'otal Volume kevonues: _ 4.01 $1.44192 I 216,619 t14,116 $9.v" $s $1034.141 y 5,060 8,90 685,264 21tl,TM 10,819 9 -T-_-g 1,122, 10.000 14,31! - 429,627 180.051 9,02 0 0130 I.1 16 10 330_954 106611 1,117 506 2 _ 606265 20 24 M8 2M,91 I I b0., .055 3" 137 2_:000 _ 28,8011 1]1.569 137,798 YB,587 1 9 246,073 30,000 34,90 11/,6113 126.160 v~ B,1}2 9 g 240,414. 76.000 _ 39011 -10246 119.174 5,738 _ 205.116 M,lff 5$.004_ 111,665 _ 5.216 114.632 42 No 41,112 104,130 4,/80 _ 9 8 _ _ 160,890 r 63000 -UVFf 109.462 3.463,345 144.551 _168.910 141,135 4,054,02-3 Sub It" $4,051,265 45,"4,315 __$2~ _ -_,_$-$IN $141,025 $6A75,476 IC FAL HE VI: NIIHS ;AW ---32crpqd.~ -f3.IT,7 ff~f, AvataUd Hlll-- > bs r (T4- ---jj Irwvaa w wn Pdw Yeaf-> 1f27x 13.13% 1628% 11.40% Toth] Cus141Ctw1td 1:a1vlce $6,160,669 $b,109,916 $246,719 $494,063 $314,b32 $12,521,041 Howler/Costa t-- M,t.99 $12061 $714 $1,183 28 - 1 I $t 15( I $ ,632. I -60- I t; 4iHi 7 ~.y 1 r~ 'F 1 EXHIBIT IV , RESIDENTIAL/COMMERCIAL BILL COMPARISON E i •l , F. v -i,Et JT'.• YX4{1P r City of Denton Water Utility Current vs. Proposed Rates 1991 -1992 1990-199 Rate Schedule Proposed Current Rates Rates Residential Rate WR j 3/44 Meter $8.25 $7.40 I 1' Meter 9.80 8.75 1 112' Meter 14.00 12.50 2" Meter 15.65 Gallon 14.00 All Gallons Block Rate - Winter 2.22 Blocks 2.00 f First Gallons Block Rate -Summer 2.20 0 - 15 2.00 Second Gallons Block Rate Summer 3.35 15 30 3.00 wl Third Gallons Block Rate - Summer 4.20 30+ 3.75 Comm arcial/industrialRate WC 314" Meter $17.20 $15.75 + 1" Meter 18.85 17.26 1 1 /24 Meter 21.80 20.00 2" Meter 24.30 22.75 3" Meter 68.75 63.00 m 48 Meter 114.55 105.00 6" Meter 147.30 135.00 8" Meter 166.90 153.00 Commodity Charge/1000gal 2.50 2,20 Salesfor Resale Rate WW1/WW2 Minimum Charge WWI $155.00 $155.00 Minimum Charge WW2 170.00 170.00 WWI Demand Charge per 1,000gai 20.00 20.00 WW2 Demand Charge per 1,OOOgal 27.40 27.40 -61- b1 ,Fl. MPL*iGF 1P '01411 KI F, City of Denton Water Utility Current vs. Proposed Rates k 1991 -1992 1990-199 _ Rate Schedule Proposed Current Rates Rates i Intra- Govt Finished Watei' Rate WG 314' Meter $12.30 $11.25 ' 1' Meter 13.65 12.50 -1 1 112` Meter 16.95 15.60 - 2" Meter 19.10 17.50 3' Meter 58.30 5150 4' Meter 92.65 85.00 ; ' 6' Meter I f 6.65 107.00 l 8' Meter 136.26 125.00 Commodity Charge/1000ga1 2.35 2100 L:.1 r Intra--Govt Raw Water Rate WGU Minimum Charge $142.00 $130.00 11 Commodity Charge/1000gal $1.40 1.20. Standby Fire Service Rate WF { 6' Line $0.00 $00.00 8' Line 0.00 40.00 j Metered Hydrants Rate WFH Customer Charge Minimum $27.50 $25.00 l Commodity Charge/1000gal 2.50 2.20 ` I -62- IH YA`-!F:i:Fjl RESIDENTIAL WATER IMPACT OF RATE INCREASE ON RESIDENTIAL CUSTOMER.C USING 314' METERS i PROPOSED CURRENT A, SMALL CUSTOMER RATES RATES A) 7,500 GALS/MONTH (SUMMER) 1. FACILITY CHARGE $8.25 $7.40 2, VOLUME CHARGE 16.65 15.00 3. TOTAL $24.90 $22.40 4. CHANGE a) In Dollars $2,50 b) In Percent 11.16% TABLE 1 rj B. MEDIUM CUSTOMER jj B) 10,000 GALS/MONTH (SUMMER) bJ 1. FACILITY CHARGE $8.25 $7.40 2. VOLUME CHARGE 22,20 20.00 3. TOTAL $30.45 - $27.40 4. CHANGE j a) In Dollars $3.05 b) In Percent 11.13% i -63- TABLE 2 ' ( ydypps( f RESIDENTIAL WATER 1 PROPOSED CURRENT LARGE CUSTOMER RATES RATES j A) 40,000 GALS/MONTH WATER (SUMMER) 1. FACILITY CHARGE $8.25 $7,40 i 2. VOLUME CHARGE 125.55 112.50 3. TOTAL $133.80 $119.90 r' i 4. CHANGE a) in Dollars $13.90 b) In Percent 11.59% ~J j ' ~ ..a 1 i } -64- TABLE 3 COMMERCIAL WATER MONTHLYIMPACTOF RATE_INCREASEON COMMERCIALCUSTOMER PROPOSED CURRENT RATES RATES 1. FACILITY CHARGE $18.85 $17.25 F F' 2. VOLUME CHARGE 100.00 88.00 3. TOTAL $118.85 $105.25 4. CHANGE j a) In Dollars $13.60 r b) In Percent 12.92% J w USAGE DATA: A. Facility charge based on 1' meter. B. Volume charge based upon 40,000 gallon consumption 1 -65- TABLE 4 4 eexxt o i I E EXHIBIT V COMPARISON OF RATES r 1 WITH OTHER CITIES af a WATER RATE COMPARISON WITH OTHER CITIES i j RESIDENTIAL I AT 35,000 GALLONS j AT 10,000 AT 15,000 SUMMER WINTER CITY GALLONS GALLONS MAY--OCT NOV-APR 1. ARLINGTON $23.60 $33.60 $73.60 $73.60 2. CARROLLTON $33.65 $49.60 $113.40 $113.40 3. DENTON ` a) Current rates Summer $27.40 $37.40 $101.15 - b) Current rates - Winter $27,40 $37.40 $77.40 I c) Rate Increase - Summer $30.45 $41.55 $112.80 - d) Rate Increase - Winter $30.45 $41.55 - $85,95 4, LEWISVILLE $30.35 $42.10 $89.10 $89.10 P 5. GARLAND $17.68 $25.23 $53.63 $53,63 COMMERCIAL IU,' AT 40,000 AT 100,000 ' CITY GALLONS GALLONS 4 1. ARLINGTON $83.60 $203.60 2. CARROLLTON $136.51 $246,41 3. DENTON a) Current rates $103.75 $235.75 b) Rate Increase $117,20 $267.20 4. LEWISVILLE $100.85 $241.85 4. GARLAND $59.98 $138.18 i s - -66- t { 1 J ORDINANCES I 1 i f + ~ I ~ i i l a :rug e:upaocs~ua 4rate,o I ' ORDINANCE NO, I AN ORDINANCE AMENDING THE SCHEDULE OF RATES FOR WATER SERVICE; j PROVIDING A SEVERABILI;TY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE, j THE COUNCIL OF THE CITY OF DENTON HEREBY ORDAINS: SECTION I, That the Rate Schedules for water service as provided for in chapter 26 of the Code of ordinances, are amended to read as follows: t WATER RATE SCHEDULES PAGE WR Residential Water service 2 {SRN Residential Water Service Not Connected to Sewer 4 7 WC Commercial/Industrial Water service Rate 6 WCN Commercial/Industrial Water Service Not Connected to Sewer 8 WGI Government Sprinkler Irrigation Rate 10 WW1 Water Sale for Resale to Municipal Corporations, ti Water Districts & other Governmental Entities By Agreements Prior to June 1, 1986 12 WW2 Water Sales for Resale to municipal Corporations, Water Districts & Other Governmental Entities By Agreements After June 1, 1986 13 WG Intra-Governmental Sales of Finished Water 14 WGN Intra-Governmental Water Services Not Connected to Sewer 16 WGU Intra-Governmental Sales of Untreated Water 18 WFH Metered Water from Fire Hydrant 20 1 WRE Extra-Jurisdictional Residential Water Service 21 WCE Extra-Jurisdictional Commercial & Industrial Water Service 23 ` special Facilities Rider 25 i E k T~- VW 1 r7.,. , F A SCHEDULE WR RESIDENTIAL 4JATER SER~/ICF. (Effective 10/1/91) t y ~ APPLICATION i Applicable for single family residential service, and individually metered apartments or mobile homes or multi-family facilities with less than 4 units. Not applicable to resale, temporary, standby, or supplementary service except in conjunction with applicable rider. NET MONTHLY RATE (1) Facility Charge Billing Per 30 bays 3/411 Meter $ 8.25 1" Meter $ 9.80 1-1/2" Meter $14.00 2" Meter $15.65 Ir~ (2) Volume Charge Rate Per 1.000 Gallons P1 WINTER SUMMER Billing months of Billing months of NOV through APRIL MAY through OCT 0-15,000 gals $2.22 $2.22 15,000-30,000 gals $2.22 $3.35 Over 30,000 gals $2.22 $4.20 MINIMiLM BILLING Facility Charge pAYMEN.~ Bills are due when rendered, and become past due if not paid within 25 calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet customer's service requirements shall be provided subject to the special facilities rider. ! PAGE 2 r PRORATION OF UTILITY BILLS (a) Billing for the Facility charge shall be based on 12 billings annually. Formula: Actual days in reading period x customer charge 30 days (b) Billing for the water used shall be based on 30 days per month to determine the million gallon consumption to be charged to each rate block. Formula: Actual days in reading period x GAL in rate block x;RATE 30 days per 1,000 gallons in rate block G PAGE 3 t {y~Ya+ .r Mint;!, ,yr~t y(y~ Y¢tRp91i f I ,'SCHEDULE WRN RESIDENTIAL WATER SERVICE NOT J CONNECTED-.10-SEWER (Effective 10/1/91] APPLICATION Applicable for single family residential service, and individually metered apartments or mobile homes or multi-family facilities with less than 4 units, where the metered water is not returned to the 'I, t wastewater system for collection and treatment, i.e., lawn sprinkler i or septic system. ' Not applicable to resa?e service in any event, nor to temporary, standby, or supplementary service except in conjunction with applicable rider. N MONTHLY (1) Facility Charge Billing Per 30 Days f p~ 3/4" Meter $ 8.25 1" Meter $ 9.80 x 1-1/2" Meter $14.00 l~ 2" Meter $15.65 (2) Volume Charge Rate Per 1,000 Gallons WINTER SUMMER Billing months of Billing months of NOV through APRIL MAY through OCT 0-150000 gals $2.22 $2.22 15,000-30,000 gals $2.22 $3.35 Over 30,000 gals $2,22 $4.20 MINIMUM PILLING Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within 13 calendar days from date of issuance. PAGE 4 i s ~a .ks9'15.u .w,r rte 1 SPECIAL FACILITIES All services which require special facilities in order to meet customer's service requirements shall be provided subject to the special facilities rider, PRORATION OF UTILITY FULLS 4 (a) Billing for the Facility charge shall be based on 12 billings annually, Formula: Actual days in reading perm x customer charge 30 days (b) Billing for the water used shall be based on 30 days per month to determine the million gallon consumption to be charged to each rate block. ~ Formula I I-~f Actual days in reading gerigd x GAL in rate block x RATE 30 days per 1,000 gallons in rate j 'I block w 4 i i y c PAGE 5 i SCHEDULE WC COMMERCIAL/INDUSTRIAL WATER SERVICE RATE (Effective 10/1/911 &EPLI(LATIgN Applicable to all commercial and industrial users, or other water users not otherwise classified under this ordinance. For all water provided at one point of delivery and measured through one meter. Not applicable to resale service in any event, nor to temporary, standby, or supplementary service except in conjunction with applicable rider. id NET ONTHLY-RATE (1) Facility Charge billing Pe.r 30 Day 3/41t Meter $ 17.20 11, Meter $ 18.85 $ 21.80 1-1/2" Meter 210 Meter 24.30 311 Meter 68.75 411 Meter $114.55 611 Meter $147.30 810 Meter $166.90 (2) Volume Charge $2.50 per 1000 gallons LJ MINIMUM BJLLIN(j~: Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within 15 calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to ma*t customer0s service requirements shall be provided subject to the special facilities riler. PRORATION OF UTILIT-Y--BILLS (a) Billing for the Facility charge shall be based on 12 billings annually. PAGE 6 1 g Formula: Actual days in reading period x customer charge 30 days (b) Billing for the water used shall be based on 30 days per month to determine the gallon consumption to be charged to each rate block Formula: Actual days in reading period x GAL in rate block x RATE 30 days per 1,000 gallons in rate block as i PAGE 7 T f ~ I 1 1 SCHEDULE WCN COMMERCIAL/INDUSTRIAL WATER SERVICE NOT CONNECTED TO SEWER _ (Effective 10/1/91] APPLICATION Applicable to all commercial and industrial users, or other water users not otherwise classified under this ordinance. For all water provided at one point of delivery and measured through one meter where the metered water is not returned to the wastewater system for collection and treatment: i.e., water used in production or irrigation or where wastewater flow is measured separately. Not applicable to resale service in any event, nor to temporary, standby, or supplementary service except in conjunction with applicable rider. NET MONTHLY RATE (1) Facility Charge Billino Per 30 Days 3/4" Meter 1" Meter $ 17.20 $ 18.85 1-1/2" Meter $ 21.80 2" Meter $ 24.30 3" Meter $ 68.75 4" Meter $114.55 6" Meter $147.30 8" Meter $166.90 (2) Volume Charge $2.50 per 1,000 gallons I MINIMUM BILLING: Facility charge PA MEN Bills are due when rendered, and become past due if not paid within °J 15 calendar days from date of issuance. SOCIAL FACILITIES All services which require special eacilities in order to meet customer's service requirements shall be provided subject to the special facilities rider. i s i PAGE 8 PRORATION OF UTILITY BILLS (a) Billing for the Facility charge shall be based on 12 I billings annually, , Formula: $.gtual days in reading period x customer charge 30 days (b) Billing for the water used shall be based on 30 days per month to determine the gallon consumption to be charged to each rate block. Formula: Actual days in reading period x GAL in rate block x RATE 30 days per 1,000 gallons in rate block vi I i i PAGE 9 } f? t 1 f 1 1 I SCHEDULE WGI l GOVERNMENT SPRINKLER IRRIGATION RATE (Effective 10/1/91) APPLICATION Applicable to sales of finished water tor median irrigation purposes to all City of Renton Departments and accounts supplied at one point of delivery and measured through one meter. Not applicable to resale service in any event, nor to temporary, standby, or supplementary service except in conjunction with applicable rider. NET MONTHLY RATE (1) Facility charge billing Per 70 Davs (A) Meter -Charge 3/411 Meter $18.30 f 1" Meter $20.30 1-1/2" Meter $26.75 211 Meter $30.85 (g) sprinkler charge a Per 100 square feet $ 1.00 (2) Volume Charge $2.35 per 1,000 gallons MINI MtfM BILLING ( Facility Charge gAYME T Bills are due when rendered, and become past due if not paid within 15 calendar days from date of issuance. P , I r. FACILITIES. All services which require special facilities in order to meet customer's service requirements shall be provided subject to the special facilities rider. M PAGE 10 S 4"•• , ra3Err1 f } { PRORATION OF UTILITY BILLS (a) Billings for the Facility Charge shall be based on 12 billings annually, I Formula: Actual days in reading neriod x Facility charge 30 (b) Billing for the water used shall be based on 30 days per R month to determine the gallon consumption to be charged to each rate black. I Formula; Actual days in reading _period x CAL in rate block x RATE 30 per 1,000 gallons in, rate block. { 1. ..J PAGE 11 i I I r I SCHEDULE WW1 WATER SALE FOR RESALE TO MUNICIPAL CORPORATIONS, WATER DISTRICTS, AND OTHER GOVERNMENTAL ENTITIES BY AGREEMENT EFFECTIVE PRIOR TO JUNE 1 1986 (Effective 1-1-911 APPLICATION Applicable to all water sales contracts with municipal corporations, water districts, or governmental entities made prior to June 1, 1986f for the purpose of providing water for resale to the public. Not applicable for temporary, standby, or supplementary service except in conjunction with applicable rider. MONTHLY CHARGES (1) Facility Charge $155.00 t (2) Volume Rate $ 0.90 per 1,000 "i p gallons (3) Demand Rate $240.00 Der 1,000 gallons F 12 La *ANNUAL CUARGE k (4) Readiness to serve Rate $ 0,4719 per 1,000 gallons - { *As determined in the last month of each Contractual Water Year. The annual charge, if any, shall be included on the monthly s billing for the next July following the end of the Water Year for which it is charged, and shall be billed and be payable in ` accordance with the monthly billing provided for below. Y~ MENT Denton shall render bills on the tenth (10th) day of each month. Rills shall be due and payable when rendered. Bills are considered delinquent if not paid by the twenty-fifth (25th) day of the month, There shall be a five percent (5$) or five hundred dollar ($500.00) charge, whichever is less, added to the bill if not paid by the twenty-fifth (25th) of the month. PAGE 12 S ' n rs L 3 SCHEDULE WW2 WATER SALES FOR RESALE TO MUNICIPAL CORPORATIONS, WATER DISTRICTS, AND OTHER GOVERNMENTAL ENTITIES BY AGREEJ,1P:yT, AFTER JUNE 1. 1986 1 (Effective 1-1-91) APPLICATION Applicable to all water sales contracts with municipal corporations, water districts, or governmental entities made on or after June 1, 1986, for the purpose of providing water for resale to the public. Not applicable for temporary, standby, or supplementary service except j in conjunction with applicable rider. f MONTHLY CHARGES (1) Facility charge $170.00 (2) Volume Rate $ 0.90 per 1,000 gallons ? (3) Demand Rate nJ $128.80 12er 1,000 a o C 12 *ANNUAL CHA GG,E (4) Readiness to Serve Rate $ 0.4719 per 1,000 gallons *As determined in the last month of each contractual Water Year. a The annual charge, if any, shall be included on the monthly billing for the next July following the end of the Water Year for which it is charged, and shall be billed and be payable in I accordance with the monthly billing provided for below. A M T Denton shall render bills on the tenth (10th) day of each month. Bills shall be due and payable when rendered. Hills are considered delinquent il' not paid by the twenty-fifth (25th) day of the month, There shall k,•e a five percent (5t) or five hundred dollar ($500.00) charge, whichever is less, added to the bill if not paid by the twenty-fifth (25th) of the month. If not paid by the last day of the month, there shall be an additional interest charged on the unpaid balance, equal to the auction average rate quoted on a bank discount basis for a twenty-six (26) week treasury bill issued by the Unified States government, as published by the Federal Reserve, for the week prior to the date such bill or bills are delinquent, or ten percent (10%), whichever is less. PAGE 19 I l ! , i SCHEDULE WO SUTRA-GOVERNMENTAL SALES OF FINISHED WATER (Effective 10/1/91) ' - APPLICATION I Applicable to sales of finished water to all City of Denton Departments and accounts supplied at one point of delivery and measured through one meter. ' Not applicable to resale service in any event, nor to temporary, standby, or supplementary service except in conjunction with applicable rider. I NET MONTHLY RATE ? (1) Facility Charge Billing Per 30 Days ..i 3/4" Meter $ 12.30 1" Meter $ 13.65 1-1/2" Meter $ 16.95 2" Meter 19.10 310 Meter $ 58.30 4" Meter $ 92.65 w.. 6" Meter $116.65 8" Meter $136.25 (2) Volume Charge $2,35 per 1,000 gallons e MINIMUM QILL'ING: Facility Charge PAYMEN Bills are due when rendered, and become past due if not paid within is Calendar days from date of issuance, SPECIAL FAQUITIES All services which require special facilities in order to meet customer's service requirements shall be provided subject to the special facilities rider. PRORATION QF UTILITY ]aILLS (a) Billing for the Facility charge shall be based on 12 billings annually. PAGE 14 M ~.Y4 t ~+,e is 4 i 1 i Formula: Actual days in reading period x facility charge 30 days (b) Billing for the mater used shall be based on 30 days per '.nonth to determine the gallon consumption to be charged to each rate block. Formula: Actual days in reading period x GAL in rate block x RATE 30 days per 1,000 gallons in rate block I i ~ .w lnl PAGE 15 I 4 JJJ t { ff M SCHEDULE WGN INTRA-GOVERNMENTAL WATER SERVICES NOT CONNECTED TO SEWER (Effective 10/1/91) y APPLICATION 1 Applicable to sales of finished water to all City of Denton Departments and governmental agencies supplied at one point of delivery and measured through one meter where the metered water is not returned to the wastewater system for collection and treatment. Not applicable to resale service in any event, nor to temporary, standby, or supplementary service except in conjunction with applicable rider. NET MONTHLY RATE f (1) Facility Charge Billing Per 30 Days l._I 3/4" Meter $ 12.30 1u Meter $ 13.65 1-1/2" Meter $ 16.95 2" Meter $ 19.10 3" Meter 58.30 L,, 4" Meter $ 92.65 6" !deter $116.65 8" Meter $136.25 (2) volume Charge $2.35 per 1,000 gallons ' MINIMUM BILLING Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within 15 calendar nays from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet customer's service requirements shall be provided subject to the special facilities rider. PRQ8ATION OF UTILITY BILLS (a) Billing for the Facility charge shall be based on 12 billings annually. r PAGE 16 y 1 i Formula: Actual days i reading period x customer charge 30 days (b) Billing for the water used shall be based on 30 days per ' month to determine the gallon consumption to be charged to each rate block. Formula: Actual days in reading period K GAL in rate block x RATE 30 days per 1,000 gallons in rate block 17 M i tai h l I PAGE 17 a-T- 4 i { y 1 1 I SCHEDULE WGU INTRA-GOVERNMENTAL SALES OF UNTREATEQ WATER f (Effective 10/1/91) APPLICATION Applicable to all City of Denton Departments and accounts for untreated v; water supplied at one point of delivery and measured through one meter, Not applicable for resale except in conjunction with applicable rider, NET MONTHLY RATE 1 (1) Facility Charge $142.00 per 30 days (2) Volu.ae charge $ 1.40 per 10003 gallons pl MINIMUM BILLING Facility Charge IIJ PAY MEN Bills are due when rendered, and become past due if not paid within 15 calendar days from date of issuance. fi,pECIAL FACILITIES AL1 services which require special facilities in order to meet c-,,ustomer's service requirements shall be provided subject to the sipecial facilities rider. PRQRATION OF MLITY BILLS ~.j (a) Billing for the Facility charge shall be based on 12 billings annually. Formula: Actual days in reading period x customer charge 30 days (b) Billing for the water used shall be based on 30 days per month to determine the gallon consumption to be charged to each rate block. PAGE 18 j I I Y Formula; l Actual days in readinqDeriod x GAL in rate block x RATE 30 days per 1,000 p gallons in race block 1 71 i~ i.J (..J i PAGE 19 } SCHEDULE WVH METERED W TER FROM FIRS HYDRANT 1 [Effective 10/1/91.] i I` APPLICATION I { Applicable for all water taken through a fire, hydrant or other' direct distribution line source at one location for private or commercial use not associated with fire fighting. k DEPOSIT $650,00 i- f User shall place a deposit for each use of each of the City's hydrant meter(s) needed. Deposit to be returned when meter is returned and final bill is paid, NET RATE Volume Charge: y 2.50 per 1,000 gallons Volume use shall be computed by subtracting the meter reading at time of customer paying deposit and receiving meter from meter reading upon return of meter times any applicable multiplier, EACILITY CHARGE $ 27,50 per 30 days q INSTALLATION CHARGE $ 45,50 per meter per installation ~?d PAYMENT Bills are due when rendered, and become past due if not paid within 15 calendar days from date of issuance. j k l~ PAGE 20 i i i 1 f 1p f SCHEDULE WRE 1{ _ EXTRA-JURISDICTIONAL RESIDENTIAL WATER SERVICE {Effective 10/1/91} ' APPLICATION J Applicable for single family residential service, and individually metered apartments or mobile homes or multi-family facilities with less than 4 units outside the corporate limits of the City of Denton NET MONTHLY RATE (1) Facility Charge Billing Per 30 Days i J , 3/4" Meter $11.15 1" Meter $12.25 1-1/2" Meter $16.70 2" Meter $20.00 (2) Volume Charge Yate Per 1,000 Gallons WICTER SUMMER } Billing months of Billing months k of a, NOV through APRIL MAY through OCT IMF 0-15,000 gals $2.95 $2.95 15,000-300000 gals $2.95 $4.00 161; Over 10,000 gals $2.95 $5.00 MINIMUM BILLING: Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within 15 calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet customer's service requirements shall be provided subject to the special facilities rider. PAGE 21 I T 4 1 Y ii Y PRORATION OF UTILITY BILLS I_k (a) Billing for the Facility charge shall be based on 12 ri billings annually. Formula: y ; Actual days in reading yer.iod x customer charge 30 days (b) Billing for the water used shall be based on 30 days per -..E month to determine the gallon consumption to be charged to each rate block. Formula: Actual days in reading Brio x GAL in rate blocky RATE 30 days per 1,000 gallons in rate block 1h {J I I I°~ t"1 I j PAGE 22 i ~ i ` e7 t SCHEDULE WCE EXTRA-JURISDICTIONAL COMMERCIAL & INDUSTRIAL WA9"s3 SERVICE [Effective 10/1/911 APPLICATION Applicable for all commercial and industrial users or other users not otherwise classified under this ordinance outside of the r corporate limits of the City of. Denton for all water service provided at one point of delivery and measured through one meter. Not applicable to temporary, standby or supplementary service, r~I except in conjunction with applicable rider. NET MONTHLY RATE 'i (1) Facility Charge Brine per 30 Davs 3/4" Meter $ 18.55 1" Meter $ 20,50 1-1/2" Meter $ 25.95 2" Meter $ 29.50 3" Meter 87.90 411 Meter $147.40 6" Meter. $188.90 811 Meter $214.05 a }1 (2) Volume Charge $3.15 per 1,000 gallons ~`1 MrxTMUM BILLTfiG: Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within 15 calendar days from date of issuance. ` SPECIAT. FACILITIES All services which require special facilities in order to meet customer's service requirements shall be provided subject to the special facilities rider. ~nuxTroN OF UTILITY BTLLS (a) Billing for the Facility charge shall be based on 12 billings annually. PAGE 23 f Formula: Actual days inreadina perm x customer charge 30 days Billing for the water used shall be based on 30 days per month to determine the gallon consumption to be charged to each rate block. Formula: Actual dAvs in reading period x GAL in rate block x RATE 30 days per 1,000 gallons in rata block M i Iv.i i s , PAGE 24 Via. yy*r:c.n j t ! a EE i d V SPECIAL FACILITIES RIDER i (1) All service shall be offered from available facilities, If a customer service characteristic requires facilities and devices which are not normally and readily available at the location at which the customer requests service, then the Utility shall provide the service subject to paragraph 2 of this schedule. The total cost of all facilities required to meet the V customer's load characteristics which are incurred by the Utility shall be subject to a special contract entered into between the Utility and the customer. This contract shall be signed by both parties prior to the Utility providing service S to the customer. s 1!J 3 PAGE 25 s A. I c SECTION II. That if any section, subsection, paragraph, 1 sentence, clause, phrase or word in this ordinance, or application r thereof to any person or circumstances is held invalid by any court of competent jurisdiction, such holding shall not affect the validity of the remaining portions of this ordinance, and the city council of the City of Denton, Texas, hereby declares it would have enacted such remaining portions despite any such invalidity, SECTION III. That the Schedule of Rates herein adopted shall be effective, charged and applied to the first regular billing cycle on or after October 1, 1991. 1 PASSED AND APPROVED this day of , 1991. 5 BOB CASTLEBERRY, MAYOR ATTEST: JENNIFER WALTERS, CITY SECRETARY BY: APPROVED AS TO LEGAL FORMt DEBRA ADAMI DRAYOVITCH, CITY ATTORNEY BY: I E C 1. PAGE 26 .1 ~``{,~Yflte.r{aJ..