2002-01-31
A proposal to conduct a
CLASSIFICATION &..
COMPENSATION STUDY
for
CALHOUN COUNTY,
TEXAS
January 18, 2002
Presented by:
MAXIM US, INC.
Management Services Division
Human Resource Management Practice
1280 West Peachtree Street, Suite 200
Atlanta, Georgia 30309
(404) 874-6696 . Fax (404) 874-5590
13601 Preston Road, Suite 400 West
Dallas, Texas 75240
(972) 490-9990 . Fax (972) 490-3040
@2002, MAXlMUS, INC.
This proposal contains proprietary information, Please con/act
MAXlMUS before releasing any part of this proposal.
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CALHOUN COUNTY, TEXAS
CLASSIFICATION &.. COMPENSATION STUDY
PROPOSAL SUMMARY (STATEMENT OF UNDERSTANDING)
MAXlMUS is pleased to present our qualifications to assist Calhoun County in the development of a
pay plan that addresses total compensation for the County's full-time positions. It is the understanding
of MAXIMUS that the purpose of this engagement is to conduct a classification and compensation
study for Calhoun County, covering approximately 150 positions in typical municipal government
operations. Regarding the preliminary and detailed reviews in Paragraphs B & C of Section ill (Scope
of Work) in the County's request for proposal, we understand that the County does not intend to solicit
a management or staffmg study as part of this engagement, but instead requests that the consultant share
any general recommendations or observations regarding practices and observations discovered in the
course of the classification and compensation study, Should the County desire a more thorough analysis
of operations, staffing levels, and organizational efficiency, MAXlMUS will gladly submit a proposal
for those services as well.
10 keeping with this understanding, MAXlMUS proposes to conduct a classification and compensation
study for the County that will: (1) conduct a thorough job analysis of County positions, to include
utilization of position questionnaires and job audits; (2) establish a classification structure that achieves
the County's objectives and determines the proper classification for all employees/positions; (3)
develop classification descriptions that define the structure and meet ADA requirements; (4) utilize an
objective job evaluation system to ensure that classifications are properly placed in the County's
organizational hierarchy; (4) assess the competitive market to identify salary market rates, benefits, and
compensation practices related to these positions; (5) develop a recommended pay plan and
implementation strategy; and (6) review the County's personnel policies and procedures and make
recommendations to update them in accordance with current laws and pay plan administration.
MAXlMUS will work with the County Commissioners Court to facilitate the implementation of these
recommendations
At the County's option, MAXlMUS will provide several options for the maintenance of the
classification and compensation plan, as well as services for the implementation and training in the use
of a performance management and appraisal system..
PROJECT TASKS
Based on our understanding of the County's compensation needs, MAXIM US is pleased to offer the
following approach to accomplish these objectives, This project is conceived as a multi-task effort.
While it is necessary to conduct the phases in the general order presented, there may be overlap in
the time frame for each task, The following is intended to be an outline of the methods and
progression of the proposed work. A more detailed discussion of our methodologies is presented
immediately after the scope of work. For the purposes of this proposal, the word "management" is
intended to include and allow for the full participation of the members of County Commissioners
Court, at their discretion,
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I) Orientation & Kick-off: Meetings are held with management and employees to discuss
expectations, gather infonnation, and plan project implementation. Questionnaires are distributed
to employees at this time,
2) Job Analysis: A detailed job analysis is perfonned for every position included in the study. All
employees are asked to complete a Comprehensive Position Questionnaire, which will assist in
identifying duties and responsibilities for each position. The CPQ is the primary source of data
about each job, supplemented by discussions with supervisors and directors, follow-up questions
to employees if necessary, infonnation about the organizational structure, and data from outside
sources. At the County's option, MAXIMUS will interview employees, tour facilities/work-sites,
and observe work in order to supplement position data collected in questionnaires and to
substantiate our analysis.
3) Classification of Positions: Appropriate classifications are identified; the title and Scope for
each classification is defined; and positions are classified accordingly, This will allow for fair
and equal treatment of similar positions that may exist in multiple precincts or departments. The
architecture of the classification system (e,g, the breadth of the scope of assigned duties, number
of classifications, title schematics) will be structured in accordance with the County's
compensation philosophy, operations, and anticipated pay plan alternatives.
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4) Job Evaluation: MAXIM US utilizes the Archer Matrix-Point-Factor Job Evaluation System to
objectively measure and determine the relative worth of each classification to the organization.
An overview ofthe factors utilized by the Archcr System is provided under Methodology, Again,
the design of the pay grade structure will reflect the desired approach to classification and overall
compensation, FLSA status is detennined as part of the evaluation process.
5) Classification Descriptions: Similar to a j'Jb description, class descriptions idehiify the purpose,
essential functions, minimum qualifications, and physical and mental aptitudes (ADA
requirements) for each classification. MAXIM US will prepare class descriptions for every
classification included in the study, and employees will be given the opportunity to review and
recommend revisions to the draft class description for their classification,
6) Market & Benefit Surveys: MAX/MUS will conduct customized salary & benefits surveys for
the County and analyze the results in order to detennine the competitive labor market for the
organization. Data collected in the surveys may be supplemented by data from published sources
where necessary and appropriate to ensure that the competitive market is accurately depicted.
7) Pay Plan Development: MAXIM US will produce a pay schedule (a list of pay grades and their
respective salary ranges) that can be structured and customized to reflect the organization's
compensation philosophy and support anticipated pay plan alternatives,
8) Implementation Costs: MAXIMUS will assist the County in the calculation of implementation
costs for the base pay plan, Implementation Costs can be calculated using standard
methodologies or customized to meet specific needs of the County.
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9) Preparation & Presentation of Reports: MAXIMUS will provide reports detailing the
recommended pay plan and any additional findings from the study. MAXIMUS will present the
findings of the study to the County Commissioners Court.
10)Review of the County's Personnel Policies & Procedurel;: MAXIMUS will review the
County's personnel policies and procedures and make any recommendations necessary to bring
them up-to-date with current labor laws and regulations, Recommendations will also be made to
ensure that the policies and procedures adopted by the County facilitate the implementation and
administration of the County's pay plan.
11) Licensing & Training for the Archer Job Evaluation System (Optional): MAXIMUS offers
pay plan maintenance services to our clients as a cost-effective means to maintain the integrity of
the new pay plan. Should the County opt to maintain the pay plan internally, the County can
purchase a license to utilize the job evaluation system and software. MAXIMUS will train
County personnel in the utilization of the job evaluation system and the accompanying software.
PERFORMANCE APPRAISAL SYSTEM
1) Planning & Design: MAXIMUS will work with City Management and Human Resources staff
to develop policies and procedures relating to performance management, with specific attention
paid to the administration of a performance appraisal process and application of pay-for-
performance. This proposal includes one on-site meeting with management to present, discuss,
and determine a strategy of implementation for the City..
2) Performance Appraisal System: MAXlMUS offers the Archer Performance Appraisal System,
to include employee and supervisory forms, a training manual, and software to track
performance ratings. This proposal includes enough performance appraisal forms to get the City
through two cycles of performance appraisal, estimated at four hundred (400) employee forms
and one-hundred (100) supervisor forms; additional forms are available at a nominal fee
sufficient to cover printing and shipping costs.
3) Training for Supervisors and Managers: MAXIMUS personnel will train directors, managers,
and supervisor in the use of the performance appraisal instruments and application of
performance management principles, to include performance planning, coaching and
development, and feedback. This proposal includes two one-day training workshops for City
supervisory and management personnel and all materials.
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METHODOLOGY EMPLOYED BY MAXJMUS
MAXIM US, in all of its studies, expects to produce all products in a turnkey fashion, performing all
necessary technical and professional work. County staff will be expected to assist MAXIMUs' team
only in scheduling meetings and transferring data collected for the study, and to provide input into
philosophical issues pertaining to the development of the classification structure to meet the needs and
preferences of the County. AlthOUgh generally accepted procedures, methodologies and formats will be
used to conduct the study and preparation of deliverable products, the content of final products will be
specifically tailored to the unique circumstances, requirements, and financial disposition of Calhoun
County,
It is the philosophy of MAXIMUs that the process of
establishing a classification and compensation system
for an organization must necessarily be a collaborative
effort of both management and employees of that
organization, with the guidance of the consultant. Only
with this inclusiveness can a plan be produced that will
more easily be accepted by management as feasible and
affordable, and by employees as fair and unbiased,
MAXIMUs provides an approach that allows
management and employees to understand the process
and participate in the development of the compensation system, in order to ensure the successful
implementation of a pay plan under which they will operate into the future.
During the course of the study, management, key personnel, and other employees will be a part of the
collaborative effort to develop a classification plan and related products, and will have the opportunity
to review draft plans and models, MAXIMUs' project team will discuss with management the County's
mission, goals, and compensation objectives, and explore the various human resource management
approaches to determine the approach or approaches that best meet the County's needs.
Requirements for Effective
Compensation Management
}> Internal & External Equity
}> Sound Salary Administration
}> Advancement Opportunity
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MAXIMUs will submit copies of draft reports and products to key personnel for review and comment,
and prepare and submit copies of final reports and other products of the engagement with amendments
based on management's input. MAXIMUs will also make oral presentations of study findings and
program developments to County management and other personnel and officials as required. All work
will be certified as accurate and complete by MAX/MUS' Project Director.
Compensation Philosophy · MAXIM US adheres to the principle that an employee should be paid
in accordance with the degree of complexity associated with his or her job. This principle is
fundamental to the concept of internal equity or non-discrimination. To achieve internal equity in an
organization's pay structure, it is necessary that an organized and rational job evaluation system be
employed to determine the relative worth of jobs. The establishment of equal pay for equal work, equal
pay for similar work, equal pay for comparable worth and other relative-worth requisites within a pay
struCture demands the use of a valid and reliable job evaluation system. It is the only way that internal
equity in an organization's pay structure can be achieved.
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ClASSIFICATION &.. COMPENSATION STUDY
MAXlMUs also adheres to the principle that an organization's pay structure must possess competitive
integrity, i.e., the ability to secure a competent labor force from the labor market(s) in which it competes
with other organizations for its labor supply, without injuring its n!lative competitive position with
regard to the cost and pricing of its products and services. This principle is fundamental to the concept
of external equity,
The impact of current labor market conditions and basic supply-and-demand economics must be
considered when developing an organization's pay structure. Jobs that have an adequate applicant pool
can usually be recruited at a pay rate that may be lower than absolute reliance on job evaluation
indicates, Conversely, jobs that have a limited applicant pool may require compensation higher than the
job evaluation indicates. To achieve external equity in an organization's pay structure; it is necessary
that the competitive worth of jobs be determined. This can be accomplished by conducting valid and
reliable salary and wage surveys,
MAXlMUs has found that large and diverse organizations are constantly exposed to changing
classification descriptions as a result of new programs, organizational changes, etc. Often such
organizations rely upon a predetermined library of classifications to establish the level of any new or
changed job, In such a "closed" system, it is difficult to establish and defend classification
recommendations for new jobs, especially when no precedence exists. Through use of a valid job
evaluation system to determine classification levels, the compensation and classification program
becomes "open." In an open system, there is no reliance on benchmark classifications for comparison;
jobs are analyzed and, through the evaluation and salary survey process, are simply inserted into the
classification program. Organizations that employ valid job evaluation and salary surveying techniques
as their primary instruments for determining classifications benefit from a customized work force and a
classification program more closely based on actual duties performed,
To support pay equity, MAXlMUs believes that sound salary administration and advancement
progranis. must be established. Policies must address basic recruitment requirements, special
recruitment requirements, performance measures, job structure changes, organizational changes,
financial capabilities, and day-to-day administration of the pay system,
As salary advancement plans are implemented, policies and procedures must be flexible enough to
address variances that inevitably occur, often on a daily basis, A compensation system must be flexible
enough to adhere to the dynamics of the marketplace and the laws of supply and demand as they affect
recruitment and retention, and be able to facilitate minor and major changes in jobs and/or
organizational structure.
lob Analysis. Data necessary to analyze County positions will be gathered through MAXlMU5'
Comprehensive Position Questionnaire (CPQ), current job descriptions, and interviews with department
heads, supervisory personnel and selected employees, where appropriate and necessary. Employees will
be asked to complete the CPQ to enable MAXIM US' analysts to conduct complete analysis of their
duties and responsibilities, and to identify classifications,
The questionnaire will be used as a basis to: docwnent job duties; analyze each job; assist in
determining necessary education, experience and training (including certifications and licenses) for
individual positions; and compare jobs in the wage market. MAXlMUS will provide orientation sessions
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to train employees to complete the questionnaire and provide the appropriate data. Supervisors and
department heads will be asked to review CPQs completed by employees for completeness and
accuracy, and to make additional comments as necessary, Asking for two levels of review provides a
safeguard against job inflation. Where conflicts in information Occur, further contact for classification
will be initiated by the Consultant.
In order to complete our analysis, the information collected in the questionnaires will be supplemented
by interviews with a representative sample of employees, site visits and observations, extensive
discussions with managers and directors of the applicable departments, research covering the County's
organizational structure, environment, and culture, and research covering external market practices and
organizations.
Job Evaluation · MAX/MUS utilizes the Archer Matrix-Point-Factor Job Evaluation System, a
system used exclusively by MAX/MUS and its clients. The Archer System uses factors universal to all
jObs to compare the relative worth of each job with all other jobs in the organization, and integrates this
data with salary and wage data from the labor market. With the Archer System, each job is evaluated
with the same criteria and there are no pre-determined points or profile statements that jobs must be
fitted to. This results in an "open" classification system, as discussed above in the compensation
philosophy section of this proposal.
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The primary objective of the job evaluation system is to detennine the various degrees of complexity
associated with each of the jobs in the organization, The more complex jobs receive more evaluation
points and therefore, when job evaluation data is integrated with salary and wage survey data as
described below, they receive greater levels of pay. Less complex jobs receive fewer evaluation points
and therefore lesser levels of pay. This ensures that jobs of similar complexity are compensated at
comparable pay rates. Because every job in the entire organization is evaluated against the Same set of
universal criteria, use of the Archer System ensures that there is ,abSOlutely no unlawful discrimination
(i.e" based on race, gender, or physical or mental disability) with respect to the detennination of which
jobs in the organization are more complex than other jobs in the organization,
The Archer System is superior to traditional systems such as Hay, Oliver, and the Federal Evaluation
System because it prioritizes and appropriately weighs the various compensable factors. This is a truer
representation of how the labor market detennines compensation. The Archer System employs
universal factors that address work requirements, aptitude, and responsibility. The system is applied
through the use of a matrix-point-factor analysis of thirty work requirements and aptitude factors and
three dimensions of responsibility.
Class Descriptions · MAX/MUS will prepare class descriptions for the engineering classifications
based on information collected in the CPQ, edited descriptions, and interviews with department heads,
supervisors, and selected classification incumbents,
New class descriptions will identify the type of work and purpose of the position, "essential" and
"marginal" job functions, minimum training and experience required, any training and experience
prefelTed, necessary certifications and licenses, and other specifications distinctive to individual needs .
of various departments and unique requirements of various jobs, Class descriptions will also include
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five categories of "ADA Compliance Criteria," which coincide with the Archer System's "Work
Requirements" job evaluation factors, They are:
~ Dexterity
~ Physical Ability
~ Sensory Requirements
~ Form and Spatial Aptitude
~ Environment Factors
MAXIMUS provides its class description writers with printouts of the Archer System job evaluations
conducted in development of the compensation and classification plan. The job evaluation matrices
identify for each position the proper complexity level in each ADA Compliance Criteria category,
which is then easily and accurately documented on class descriptions. This ensures consistency between
the classification plan and class descriptions throughout the organization.
MAXIMUS will prepare first-draft class descriptions and submit them for review and revision as
required. This review provides employees as well as management another opportunity to ensure the
accuracy of the information submitted.
MAXIMUS will submit final class descriptions in hard copy and on computer diskette in a popular
word processing program or in ASClI format for ease of conversion to a format required by the County.
Wage &.. Salary Surveys . To determine the proper salary and wage survey Scope, MAXIMUS
discuss recruiting patterns with key personnel to
gain an understanding of the County's applicant
availability pool. The applicant availability pool
is defined as the number of potential applicants
'possessing the requisite knowledge, skills and
abilities to perform the essential functions of
each job. For example, the County's recruiting
history may indicate that the required survey area
for clerical personnel can be limited to the local
area and contiguous counties, cities, and school systems" Conversely, findings may indicate that
department head personnel require a survey area that spans the state or the region,
MAXlMUS Iinks ADA compliance-readiness
criteria on class descriptions directly with job
evaluations used to develop the classification plan
Organizations within the applicant availability pool comprise the competitive labor market within which
County competes for its labor supply and within which the County's salary ranges must be competitive
to attract and retain quality personnel. MAXlMUS' representatives will develop with County
management the specific organizations in the comparative labor market the County would like
surveyed. The comparative labor market may include public and private sector organizations whose
pay practices reflect the level the County would like to attain, such as public agencies and businesses of
similar size and economic and/or demographic makeup.
Regardless of the geographic area required for comparing salary and wage information, MAXIMUS will
weigh the data collected in consideration of such criteria as population, geographic size, special
recruitment needs, competition for the labor force, organizational structure, and type of industry.
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MAXJMUS maintains current salary range and wage information from its compensation and
classification studies and continues to compile salary and wage information from municipalities,
counties, authorities, and other public and private sector agencies across the South. Where this
information is appropriate for comparisons with County positions, MAXJMUS will include it in study
analyses. MAXJMUS will utilize published data from reputable sources to aide the analysis of private
sector organizations. For positions not adequately represented in MAXJMUS' existing database and/or
published data sources, MAXJMUS will prepare custom surveys and collect specific salary and wage
data. MAXJMUS will compile and analyze salary and wage survey data, and prepare a report for
presentation with the compensation and classification plan.
Benefits Surveys . As part of the request for wage and salary information from the entities
surveyed, data will also be requested regarding the type and level of benefits offered to the
employees of the organization. The information received through a survey such as this will allow
for a greater understanding of the total compensation package available to employees.
The survey instrument is designed to yield quality data regarding the wide range of benefits often
provided by public sector organizations. The questions are written to solicit the specific information
about each benefit needed to make true comparisons between the City of Hays and the competitive
market, both in terms of which benefits are offered and the value of those benefits to employees.
Respondents were asked to select from standard options and provide explanations for each type of
benefit in four categories: paid and non-paid leave, insurance packages, retirement and investment
options, and other benefits (such as tuition reimbursement, take-home vehicles, etc.). Space is also
provided to address any unusual or non-standard benefits, Prior to conducting the survey, the City
will be given the opportunity to review the document and recommend additional questions if
appropriate.
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This data will be presented to the County in a 'format that will provide for easy comparison of type
and level of benefits between respondents. The City will be asked to complete the survey to facilitate
the comparisons. Recommendations will also be provided for any changes in benefits based on the
findings.
Performance Appraisal · MAX/MUS believes that any performance appraisal system must be
considered an integral part of the management of human resources for the organization, and must
have the capability to support the pay-for-performance element ofa pay plan, even if performance
appraisal is not used in this manner. Performance appraisal is a tool used to achieve the mission of
the County. Thus, this system must be able to incorporate the goals and expectations of the
organization, its managers, and employees. The philosophy of the organization regarding its
compensation is necessarily tied to performance appraisal and management. This study will focus
on how to successfully incorporate these elements of human resource management.
The overall hwnan resource management objective of any organization should be to attract and retain
employees who are able to perform assigned job functions at the "full performance" level. The primary
objective of the performance. appraisal process is to identify strengths and weaknesses in employees'
job performance and, through education and training, either build upon their strengths to enhance
performance capabilities or correct deficiencies so that the employee can achieve full-performance
capability.
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MAX/MUS recognizes that there are many challenges associated with the application of
performance appraisal programs, To overcome such challenges, MAXIMUS believes that, along
with installing performance appraisal systems, it is incumbent upon the consultant to provide
adequate training to managers and supervisors of client organizations in the proper philosophies and
application of the systems provided.
Proper appraisal of employee performance requires that factors assessed are actual contents of the
job, are observable by the person(s) conducting the appraisal, and adhere to the ultimate goals and
objectives ofthe organization.
Thus, a performance appraisal program should:
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Provide a framework of goals and standards for measuring employees' performance;
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Provide a formal opportunity for the employee and his or her supervisor to discuss
performance expectations;
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Provide a framework for developing plans to correct performance deficiencies and to
establish goals for performance and/or acquisition of additional knowledge, skills and
abilities;
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Provide a forum for discussion of the employee's expectations for advancement
within the current position and/or the organization;
~ Provide a forum for determining probable career paths and a framework for pursuit of
applicable education and/or training.
In addition to formal performance appraisal, supervisors should regularly provide constructive
feedback to subordinates. This enables the employee to understand what is expected of him or her
and to continue proper behavior or work toward correcting deficiencies as they are identified. Such
continual communication establishes a work environment that emphasizes the value of proper job
performance and reduces the feeling of "ambush" if deficiencies are brought up during the formal
appraisal session.
Any appraisal of an employee's
performance should be recorded, including
using standard sized forms for the formal
evaluation, maintaining copies of pertinent
memos to individuals or staff, and even
preparing and maintaining handwritten notes
to document informal, verbal
communication. Performance appraisal
instruments should promote consistent and
objective evaluation based on observable
performance of specific job functions,
An objective performance
appraisal system and :"alary
increases based on performance
under-score the organization's
philosophy that pay is a reward
and not an entitlement.
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Properly designed performance appraisal programs, such as those developed by MAXIM US,
promote a perception by employees of fairness in assessment of performance, acceptance by
management as a useful tool in the development of employees toward full-performance levels, and,
if used for that purpose, a logical and consistent means for calculating and budgeting performance-
based rewards.
FIRM PROFILE &.. QUALIFICATIONS
MAXIMUS is a leading provider of program management, information technology, and consulting
services to government agencies throughout the United States. Since its inception in 1975, the
Company has been at the forefront of innovation in meeting its mission of "Helping Government
Serve the People™." The services that MAXIMUS provides are designed to make government
operations more efficient and cost-effective while improving the quality provided to program
beneficiaries. The Company applies an entrepreneurial, private sector approach, utilizing advanced
technology in projects in almost every state in the nation and in markets in several foreign countries.
The Management Services Division of MAXIMUS, INC., originally established as David M.
Griffith & Associates, Ltd. in 1976, provides consulting services to state and local governments on
matters related to public sector management, human resources, and cost accounting, Our
professional staff numbers in excess of 400 consultants. These individuals possess considerable
experience in governmental accounting, cost accounting, finance, human resource management, and
program operations. While they have been recruited from a variety of backgrounds, including other
consulting firms, governmental entities and the private sector, the typical staff member has joined
the firm because of his/her interest in working in a professional consulting environment. The
average professional has accumulated at least five years of government-related experience,by the
time that he/she joins the firm. . .
MAXIMUS' Human Resource Management practice was created to supplement MAXIMUS' public
sector consulting practices. The Human Resource Management practice has since served more than 800
clients across the nation. We have conducted studies and installed compensation systems in municipal
and county governments, non-profit organizations and private companies ranging in size from as few as
5 five positions and job titles to over 4,000 employees. In most cases, MAXIMUS was awarded these
contracts through competitive bid processes, competing against some of the best-known consulting
firms in the United States.
As MAXIM US entered this arena, our professionals began to develop systems that were easily
administered and maintained, though they were based upon the complex mathematical relationships
required for valid and defendable systems, Because these systems also facilitate change, clients who
adopted MAXIMUS systems years ago have been able to maintain sound, reliable human resource
programs through their organizations' growth and the many recent changes in computerization
capabilities and government seivice obligations.
The Human Resource Management practice specializes in the installation of Compensation &
Classification and performance appraisal systems, including job analysis, class descriptions, job
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evaluation, wage and salary surveys, survey analysis, pay-for-performance programs, and policy
manuals. The division also provides employee attitude studies, management studies, management
development, and executive recruiting,
Mark Epstein . Principal-in-Charge: Mr.
Epstein is MAXIMUS' Vice-President for the
Southern Responsibility Area, will serve as the
principal in charge for this proj ect. His
background includes extensive' experience in )>
managing local and statewide projects in
Texas and other southwest region states, His
consulting experience includes planning,
financial management, and human resources
consulting projects for state and local
governments. Mr. Epstein's role will be
limited to administrative oversight, assuming
responsibility for overall practice management and quality control.
KIY PERSONNEL
The following management and staff will be
assigned to or be available for work on this
engagement. Primary responsibility for the
project will rest with Mark Epstein. Chip,
King will manage the scope of work for the
study and provide oversight to all project
personnel, with support from Jim Battigaglia
and Mark Carpenter. Additional consulting
hours will be spent by a combination of the
remaining stqjJmembers, All consultants have
extensive experience working in and with the
public sector, In addition, MAXIMUS has
more than two dozen human resource
management professionals nationwide who
can be called upon to provide input and/or
hands-on work as necessary.
Selected Areas of Expertise
)> Compensation and Classification
Pay Equity and Comparable Worth
Point-Factor Evaluation Systems
Career Ladders and Lattices
)> Performance Management and Compensation
Systems
Performance Appraisal Systems
Performance-Based Salary Administration
Alternative Rewards Programs
Self-Managed Teams
Individual & Group Recognition Programs
Management/Executive Compensation
)> Policies and Procedures
Personnel Ordinances and Policy Manuals
Recruiting and Hiring Guidelines
Disciplinary Procedures
Employee Handbooks
Executive Search and Placement
Executive Candidate Identification
Recruitment
Selection Profiling
James V. Battigaglia, CCP . Practice Manager: Mr. Battigaglia is a Senior Manager in the
MAXlMUS human resource consulting practice. He is based in the Columbus, Ohio office. Mr.
Battigaglia specializes in compensation system implementations, performance appraisal systems and
other human resource management engagements. Prior to joining MAXlMUS in 1991, Mr. Battigaglia
served as a government consultant for KPMG. In this capacity, he assisted with the accounting system
implementations at Cuyahoga County, Ohio and Indianapolis, Indiana, conducting management and
financial analysis studies. Mr. Battigaglia served as the Director of Accounting for Montgomery
County, Ohio prior to KPMG, Mr. Battigaglia's experience at MAXIMUS is summarized below:
c 2002. MAXIMUS. INC.
Calhoun County, Texas. Compensation & Classification Study
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Classification and Compensation
Proposal for
Calhoun County, Texas
RFP No. 01-11-07
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January 24, 2002
Prepared by;
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~ Austin, Texas 78701
(512) 478-4699
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classification and compensation studies for the Guadalupe-Blanco River Authority;
Gillespie County, and the Texas Association of Counties.
Appendix B contains detailed biographical information on each of Ray Associates' team
members.
Approach and Management of Project
Ray Associates will approach this project from the viewpoint of assisting the
Commissioners Court with both organizational and compensation/benefits issues.
Katherine Ray, a principal of the firm, will provide project direction and will be
responsible to the Commissioners Court for results.
Preliminary Review
In the preliminary review we will concentrate on interviews with the members of the
Commissioners Court, other elected officials and department heads, and appointed
department heads.
This preliminary review will identify current organization structures, organizational
issues, and classification and pay issues.
An organizational chart will be prepared and issues will be identified. The results of this
phase will be submitted to the Commissioners Court for direction as to the emphasis in
the detailed review and for any initial decisions resulting from this first step.
Detailed Review
The detailed review will be a more "bottom up" review of the county's organization and
classification and pay issues. Work will progress upward from individual questionnaires
filled out by county employees to a recommended classification and pay system, a
proposed organizational chart, and recommendations for addressing identjfi~d
organizational and pay issues. This part of our work will include the preparation of
policies and procedures for use in maintaining the proposed systems when adopted by
the Commissioners Court.
Following the Preliminary Review's consultations with the Commissioners Court,
elected officials, and department heads, our work will be approached as follows:
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I. Employee OrientatIons, Job Description Questionnaires, and Interviews
Job Description
Questionnaire
Name:
Job Titlc' Pay Ratc:-
Department: Division:
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. DESCRIPTION ..
When this type of study is being conducted,
employees typically become anxious about what the
results of the study might be and how the study might
affect their employment with the County. For this
reason, we begin the project with orientation
sessions for all County employees, during which we
explain the project, the process to be followed, and
the products of the study. Employees will be asked to
complete a job description questionnaire, which is
reviewed by two levels of supervision. The
completed questionnaires are retumed to Ray
Associates through a designated central contact
person with the County. The purpose of the
questionnaire is to provide Ray Associates with a
complete and accurate picture of each County job. Ray Associates believes this input
from the employee is a critical part of the process.
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In addition to our review of job description questionnaires, Ray Associates conducts
employee interviews of County employees, including all department heads and a
representative sample of other employees. The combination of these two processes
ensures a thorough understanding of all County jobs,
The questionnaires, employee interviews, and elected official/department head interviews
are used as the basis for organizational charts, job descriptions, and classification and
pay analysis.
II. Job Descriptions
We will prepare the County's job descriptions based on the review of the job
description questionnaires for each County job title and the interviews of a
representative number of employees. We ensure consistency with the Americans with
Disabilities Act (ADA) and the Fair Labor Standards Act (FLSA) and reflect the
appropriate FLSA status, as well as the Equal Employment Opportunity Commission
(EEOC) designation for each job. We then prepare inventories of job titles in three
formats (alpha, by pay group, and by department).
Ray Associates prepares and submits draft job descriptions to the County for review.
Following the County's review of the drafts, estimated at approximately two weeks, Ray
Associates makes ,any necessary revisions, and submits final job descriptions to the
County.
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[/I. Salary and Benefits Survey
We conduct a market survey to review the competitiveness of the County's salaries and
employee benefits. The following steps are followed in conducting the survey:
1. Ray Associates prepares a salary survey instrument containing job summaries for
the County's benchmark job titles, using the job duty information contained in the job
description questionnaires. We believe it is important to ask survey respondents to
reply to more than simply a job title to ensure "apples to apples" comparisons. Ray
Associates also prepares a benefits survey instrument containing detailed questions
about the specific benefits provided by the surveyed employers. We submit drafts
of both survey instruments to the client for review to ensure accuracy.
2. Ray Associates assists the Commissioners Court in determining a list of employers
to be included in the survey. We generally include a number of similar counties and
other public employers as well as selected local private sector employers, as
desired. Calhoun County has expressed and interest in including private sector
employees. The county does have several major utilities and industries that impact
pay rates. A total of 12 employers are typically selected for the survey. We also
consult with the Commissioners Court regarding how competitive the County wishes
to be in the selected market.
3. Ray Associates distributes survey instruments to each participating employer for
completion. We call each selected employer in advance of faxing/mailing the survey
instrument to secure an agreement to participate. In the case of private employers, it
is often helpful to have the assistance of the Commissioners Court in identifying
persons to contact and sometimes by making an initial telephone call. Follow-up
'telephone interviews are conducted with each employer surveyed, if necessary, to
ensure accuracy of comparisons and of data received.
4. Ray Associates receives, analyzes, and compiles the resulting data for each portion
of the market survey. This includes generating charts that calculate and
demonstrate how the County's salaries compare with both the average and median
of others in the market, and preparing benefit tables that list the specific provisions
of the surveyed employers' benefits packages.
salary Survey
Questionnaire
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Salary Survey Chart
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5. Ray Associates prepares a Report on Salary and Benefits Survey that details our
methodology, findings, and recommendations.
The salary and benefits survey provides valuable information regarding the County's
competitiveness with other selected employers, However, to ensure intemal equity
between and among jobs within the same department and across departmental lines, a
standardized job evaluation methodology, such as the "point factor job analysis"
described next, must be followed. The external salary/benefits data and internal equity
information is the combined to assure proper placement of each job..
IV. Point Factor Job Analysis
The point factor job analysis system serves as a tool for comparing an organization's
jobs relative to one another to ensure internal equity when final job placements are
made. Without a system such as the point factor job analysis, it would be difficult, if not
impossible, to compare, for example, an administrative assistant's job to that of an
equipment operator. The system allows for these comparisons to be made through
scoring each County job according to the following 10 factors:
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. required knowledge, skills, and abilities;
. education and training;
. independence and judgment;
. initiative and ingenuity;
. supervisory responsibility;
~ financial responsibility;
. level and frequency of outside contacts;
. physical demands;
. responsibility for equipment and property; and
. working conditions.
After internal equity point scores have been reviewed, we review salary equity with similar
jobs outside the County using the market data that we have collected. Points may be
added to or deducted from point scores in specific job families for market adjustments.
This allows all jobs to be tied either directly or indirectly to the market data.
V. Creation of an Updated Pay
Plan
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Ray Associates prepares a new pay
schedule for the County, after discussing
the
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advantages and disadvantages of various types of pay schedules with the
Commissioners Court. We also discuss with the Commissioners Court their desired
degree of competitiveness with the market (i.e., leading, trailing, or maintaining a mid-
market position). After receiving input from the Commissioners.Court, Ray Associates
detennines the proper placement of each job on the new pay schedule, taking into
consideration both internal and extemal equity, as well as the County's desired level of
competitiveness in the market.
Ray Associates develop procedures for administration and maintenance of the
classification and pay plan, ensuring consistency with current govemment and business
practices. These procedures help to ensure that, following the implementation of the
classification and pay plan, the County can effectively administer and maintain the plan
well into the future, and continue to attract and retain qualified and competent employees.
VI. Implementation of a New Compensation Plan
We will prepare a transition cost schedule showing each employee's name; current job
title; recommended new job title, if appropriate; current salary; recommended pay group
and step (if applicable); and recommended salary on the pay schedule. This schedule
also reflects the resulting cost to the County, if any, to implement the job placement
recommendations (i.e" the difference between the total recommended salaries and the
total current salaries).
Ray Associates submits preliminary recommendations to the Commissioners Court for
review and questions prior to finalizing our recommendations. This allows for
clarification of any misunderstandings on either side before making the
recommendations public.
Principal Katherine 8, Ray, S.P.H.R., presents our final findings and conclusions to the
Commissioners Court and recommends adoption of the new pay plan. We also discuss
with the Commissioners Court and department heads, if desired, various strategies for
implementation of the plan. Such strategies could include either phasing in the plan
over time, or delaying implementation for several months in order to make the cost of
implementation consistent with the County budget, while ensuring equitable treatment
of County employees.
Optional Services
Employee Performance Evaluation. At the County's option, Ray Associates is
prepared to assist with the development of an employee performance evaluation
system. Our approach to this work is to consult with the Commissioners Court, elected
officials and department heads, and, if possible, selected employees about the
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expected results from such a system, how the results will be used, and the type of
system that might best fit the County's needs,
We then develop a system, including forms, supervisor's handbook, and employee
handbook, in conjunction with the County. Once approved, we provide training on the
use and interpretation of the system,
Selected clients for whom we have developed employee performance evaluations
systems for include:
. Polk County;
. Nueces County Hospital District; and
. Midland County; and the
. Guadalupe-Blanco River Authority.
Ongoing Services. For all of our clients we offer telephone consultations regarding
implementation and update of our work without charge. Some of our clients elect to
retain us to provide ongoing assistance to insure that their human resources systems
remain updated and current. These services typically involve one or more of the
following:
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. Training;
. Preparation of new or updated job descriptions as jobs change;
. Recommended placement of new or changed jobs on the salary schedule;
. New market data on salaries and benefits;
. Recommended adjustments to .pay schedules for increases in cost of living;
. Adjustments to the classification plan (Inventory of Job Titles) or to
classification and pay procedures; and
. Assistance with special personnel issues or studies.
Selected clients who have used one or more of the above optional services include:
. Aransas County;
. Bexar County Juvenile Probation Board;
. Guadalupe County;
. Matagorda County;
. Nueces County;
. Polk County; and the
. Alamo Area Council of Governments (San Antonio)
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MEMORIAL MEDICAL CENTER - MONTHLY REPORT
Saad Mikhail gave the Memorial Medical Center monthly financial report.
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MEMORIAL MEDICAL CENTER
YEAR-TO-DATE SUMMARY
DECEMBER 31, 2001
OPERATING REVENUE
LESS:
OPERATING EXPENSES
16,935,790
(16,481,824 )
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CHANGE IN INVESTMENT:
Accounts Receivable-
(Incr) Decr
Accounts Payable-
(Incr) Decr
Prepaid Expense-
(Incr) Decr
Inventory
(37,720)
(197,214)
(32,378)
(34,293)
TOTAL INVESTMENT CHANGE
(INCR) DECR
PLUS:
Depreciation
Contribution to the County
453,966 -I-
(301,605)
152,360
1,873,422
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PLUS:
County Subsidies (EMS)
2,025,782
54,250
Total Cash-
Incr (Decr)
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LESS:
Equipment Purchases
NET CASH~ INCR (DECR)
2,080,032
(292,469)
1,787,564
1
807
MEMORIAL MEDICAL CENTER e
CAPITAl EQUIPMENT ADDITIONS
FOR FISCAl YEAR 2001
BUILDING MEMORIAL MMP
EQUIPMENT IMPROVEMENTS MEDICAL INTEREST
DESCRIPTION AMOUNT HOSPITAL PLAZA EXPENSE
JANUARY
Righi Angled Forced - 45 Degree ( Surgery ) S 893.00
Burnisher ( Housekeeping ) 1,099.00
Freight on Storz ENT Scope Equipment (Surgery) 111.14
SterlUzatlo11 Tray ( Surgery l 232,50
Pediatric Mist Tent ( Cardiopulmonary ) 1,213.02
S 3.548.56 $ S
FEBRUARY
Yamaha 6600 Generator ( EMS) 2,295.95
HP laserjet Printer ( Medical Records l 870.45
Food Bat ( Dietary l 97020
Audio Equipment ( Specialty Clinic ) 13,615.00
Orthopedic & FractUfe Table ( Surgery) 23.435.00
Desk I Return I Chair ( CARE Program) (812.67)
S 40.373.93 S S
MARCH e
BIdirectional Interface ( Lab ) 4,000.00
O~k Ortve Upgrade ( Data ) 3240,00
Bedside Pulse Oximeter ( Cardia) 2,061.12
'.ocOOd Cuber & Ice Bin ( Dietary) 2,442,00
.. Cabinet ( Speclalty Clinic ) 676.42
S 12.419,54 S S S
APRIL
Infusaf Pump (Anesthesia )
3M APe COdes ( Health In1onnatlon )
1,397,06
3,500,00
4,997,06
s
s
s
MAY
Dictation Phone ( Radiology )
Canon NP-7130F CopIer (Surgery)
Video Imaging Chair ( Racnology )
Ice Machine ( Emergency Room )
s
855.50
1.450.00
5,654.55
2242,00
10.202.05
76.547.00
76,547.00
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JUNE
Paper Cutter ( Mater1als Management)
ChlDer Unit ( FIxed Equipment )
755.00
PAGE 1
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DESCRIPTION
_LY
HP Laserjet 22000 Printer ( Medical Records)
2000 WlndOlNS Server ( Business Office )
AUGUST
Surge Protector ( CT I Radiology )
Audiometer AUDX ( Nursery )
Stryker Surgery Equipment ( Surgery)
SEPTEMBER
Handswltch ( Surgery )
Auto-Length wI Cart wI Nursery tray (ER)
R.A.M.I(Dala)
Synthes Chuck ( Surgery )
OCTOBER
Headholder ( CT )
,Pac Transport Automatic ( EMS)
1250 Radios. 10. (EMS)
InFocus Projector ( EMS)
NOVEMBER
.. pataPac Transport Automatic ( EMS)
.. MlnitorIllVHFRadlos-1S.(EMS)
Pocket Doppler
AddlUonaI $$ for Par1<Jng Lot (MMP)
DECEMBER
Handswitch ( Surgery )
Fax Machine (Admlnlslratlon)
Motonzed V1ewer ( Radiology)
Multiplexer I VHS J Monitor ( SeCUJ1ty )
SUBTOTALS
GRAND TOTALS
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MEMORIAL MEDICAL CENTER
CAPITAL EQUIPMENT ADDITIONS
FOR FISCAL YEAR 2001
EQUIPMENT
AMOUNT
623,66
1,010.94
1,834.80
4,154,00
4,523,00
18,898.97
27,575.97
189.79
3,119.66
1.127.00
809.76
5,246.21
1,001.00
5,032.52
9,170,00
3.199,00
16,402,52
5.032.52
7,508,34
(48,57)
12,492.29
169,79
602.09
30,000.00
2.956.00
33,747,88
S 170,840.91
$ 247,387.91
BUILDING
IMPROVEMENTS
HOSPITAL
$
76.547.00
PAGE 2
MEMORIAL
MEDICAL
PLAZA
45,080,73
45,080,73
$ 45,080,73
$ 45,080,73
MMP
INTEREST
EXPENSE
$
$
3
809
CALHOUN COUNTY, TEXAS
COUNTY TREASURER'S REPORT MONTH OF: 'DECEMBER 2001
BEGINNING ENDING
FUND FUND BAUNCE RECEIPTS DISBURSEMENTS FUND BALANCE
MEMORIAL MEDICAL CENTER:
OPERATING $350,634.52 S I ,595',982.84 $1,487,524.90 S459,092.46
MEMORIAL 15,644.96 32.25 0.00 15,677,21
RESTRICTED DONATION 12,889.36 26.57 0,00 12,915.93
INDIGENT HEALTHCARE 1,033.50 167,176.63 93,339,78 14,870.35
CERTtF1CA TES OF caLlo TNT & SKG 36.83 0.00 0.00 36.83
$380,239.17 $1,763,218.29 SI,580,864.68 $562,592.78
CALHOUN COUNTY. TEXAS
COUNTY TREASURER'S REPORT MONTH OF, 'DECEMBER 1001
BANK RECONCILIATION
LESS: CERT.
FUND OF DEPOS1T PLUS, CHECKS BANK
FUND BALANCE OTHER ITEMS OUTSTANDING BALANCE
MEMORIAL MEDlCAL CENTER: 459,092.46 83,380.74 542,473.20
OPERA TrNG 15,677.21
MEMORIAL 15,677.21 12,915.93
RESTRICTED DONATION \1.9'5.93 74,870.35
INDIGENT HEAL THCARE 74,870.35 36.83
CERT OF OBL1G INTEREST &: SrNKING 36,83
4
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MEMORIAL MEDICAL CENTER
PORT LAVACA, TEXAS
e PHYSICIAN'S ANALYSIS REPORT
DECEMBER 31, 2001
YTD YTD YTD
REVENUE CONTRACTUAL WRITE-OFF NET REVENUE
NAME MONTH YTD AMOUNT AMOUNT GENERATED PERCENT
APOSTOL, C,F. 84,709.61 903,717,94 316,223,28 62,356,54 525,138.12 58%
WILLIAM, G,A. 45,331.86 987,127,68 343,106,87 68,111.81 575,909,00 58%
L1N,M,S. 74,086,53 1,352,477.98 479,467.34 93,320,98 779,689,66 58%
SMITH, J.K, 51,396,03 814,224,07 253,939,18 56,181.46 504,103.43 62%
PENTECOST, L.V. 4,038.44 110,625.32 26,563,56 7,633.15 76,428,61 69%
MCFARLAND, T,R, 191,574.41 2,312,306.91 676,706,19 159,549,18 1,476,051.54 64%
GRIFFIN, JEANNINE 9,127,01 251,624.05 87,554.46 17,362,06 146,707.53 58%
BUNNELL, D.P. 178,740,84 2,770,567.59 1,148,877,84 191,169.16 1,430,520.59 52%
ROLLINS, L, 69,167,76 731,290,37 188,817,57 50,459,04 492,013,77 67%
ARROYO-DIAZ, R, 119,711.19 2,139,523.47 749,650,13 147,627,12 1,242,246.22 58%
GILL, J. 32,270.S4 868,425,70 285,793.77 59,921.37 522,710,56 60%
0,00 0,00 0,00 0,00 0,00 0%
CUMMINS, M. 22,568,60 552,839.94 109,244,00 38,145,96 405,449,98 73%
RUPLEY, M, 23,605,63 193,423.27 31,475.60 13,346,21 148,601.47 77%
LEE,J 94,442.76 686,473.35 223,722.41 47,366,66 415,384.27 61%
LE,NIll 39,765,02 993,500.47 270,985,88 68,551.53 653,963,06 66%
e CAP..A W AN, S, 177,050,51 1,776,453.50 526,660,17 122,575,29 1,127,218.04 63%
STEINBERG, R. 9,319.13 108,363.49 12,152,48 7,477,08 88,733.93 82%
RAMOS LABORATORY 3,731.58 42,414.49 0,00 2,926,60 39,487,89 93%
VISITING PHYSICIANS 157,821.75 2,230,740,70 452,433.69 153,921.11 1,624,385,90 73%
ER PHYSICIANS 425,611.42 4,731,050.36 670,697.47 326,442.47 3,733,910.41 79%
NO LOCAL PHYSICIAN 11,612,63 430,092.99 1,902,55 29,676.42 398,514.02 93%
OTHER 425,783.60 5,220,754.95 538,112,57 347,344.85 4,335,297.53 83%
TOTAL 2,251,467,16 30,208,018,60 7,394,087.01 2,071,466.04 20,742,465.55 69%
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"E"O~IAL "EDICAL CENTER e
[<ALANCE SHEET 01/15/02 08'37 All
AS OF' 12/31/01
THIS YEA~ LAST YEAR LAST MNTH
12131101 12/31100 11131)/01
URI:DIT ASSETS
ASH
OPERA TIN. FUHD !~59,l)n.46 ~64.6a7.06 350,634.52
I"f'REST CASH ACCOUNT 5,000.0(1 5, (t(ll).(lI.l 5,(1(10..(11)
Prn'I CASH 72~.O(1 725.00 725.00
"~ OOND P~OCEEDS .00 224.52 .(1(1
~ HOSPITAl PORTION .00 4,689.04 .00
RESTRICTED DOHATION 12,915.93 86,818.21 12.889.36
"~ BOND SINKIN. fUND/INTEREST %.21 9,521.85 36.21
--------------- --------------- --------------
TOTAL CASH..................... 477,169.60 371~665.63 369r28S.09
(COUNTS RE(E!VAOlE
~TIEKT ACCOUKTS ~E(EIVAOlE _ 4,T3t,N9.41 "',694,026.19 5,149,353.17
ALLOUIIll(E FOR OAD DEI.lT (2,141,121.01)) (2,214,126.00) (2,33\),087.00)
fUZA S1'ECIALTY CLINICS ~ECEIVAOL .00 .00 .00
"ISC A((DUHTS RECEIVABLE 4]2,899.73 476,344.95 470,608.50
TIUli:\) PRRT'! RE(EI.'lROLE 57,616.01l 522.540.00 57 ,616.f)!)
PHYSICAN RECEIVA1llE .00 14.514.35 .00
------------- --------------- ------------- e
TOTAL RCCOUNTS RECEIVAOlE...... 3,121,144.14 30493,299.49 3,347,490.67
HVmOl:liS 1
!<AD' 'Y--FIL" 9,626.37 4,975.49 7,263.31 i
LAC<k. JRY ..12,248.37 56,911.84 46,809.79 1,11
COORIIL SUPl'l Y 103,681.97 108,365.64 104,871.12
SURmY 15(1,398.19 10q,906.68 121. SOS.. 05
DliTARV 1(1,1l0.38 10,587.10 9,125.65
MIHTEHIlNCE 5,014.27 5,934.83 q,384.11
PHARllRCY 1QQ,965.77 150,078.77 145,519.10
------------- ----------- ---------------
TOTAl IM\'[IlTOR'/................ 476,053.32 441,160.35 43Ih558.13
'REPAID ElI'OSES
PREPAID IMSURAHCE 26,71)3.95 7,300.46 <12,342.70
PREPAID EXPEJlSES 5;,076.64 41),102.95 87.S91.01
_...----------- --------------- -------------
TOTAL PREPAID EXPEJlSES...... on 79.780; 59 47.403.31 129.933.71
101AL tURkEHf ASSETS........... 4,15~,741.65 t1,3~4,12~.K, 4.2B6,261.6U
-------------- --------------- -------
------------ --------------- ---"'------
'ROI'EJ(TV. PlAIlT. 1 EOlIII'IIEHT
lAM) 32.142.60 32.1<12.60 32.1Q2.60
lllIILDINGS 8,80~,889.81 8.805,889.87 8,805,889.87
FIXED EOUIP1lEIIT 2,385,586.36 2,309,039.36 2,385,586.36 e
IlAJOI/ "OVA1llE Eaumoo 8,368,831.76 8,186,851.97 8,335,083.88
IlElHlRIAI. IlEDICIIt. I'I.AZA 7,232.7(19.21 7,192,440.05 1.232,7('9.21
REP1lP""OlE DOII1) ISS\lARlItE COST 83,589.00 83,589.00 83,589.0(1
COH TIDH III PWESS .00 .00 .00
LESS' "CCUIlIll.ATED DEI'~ECIJ\TION (13,520,22S.S{l) (1l,M6,803.63) (13.386,216.70)
--------- ---------- ---------------
TOTAL 1'I<0I'EIlT'/. PLAIlT. I EOUIl' 13.388.523.00 14.963,149.22 13.488.78Q.22 6
TOTAL UHRESTUCItJ) ASSETS...... 17.543,270.65 19,317.278.05 17,775.051.82
========= _......--------- --------
---------- ---------
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!JAAOO lIMJillTIES
.0001ITS PAYA/llE
RIlEO PA~DLES
CR1IED PAYRDLL
ACCRUED RETIREMEHT
ACCRUED STATE SALES TAX
RESERVE FOR ASOES fOS 1 fERMITES
RETENTION-COHSTRUCTION IX PROGRES
~CCRUED UA(~TIOH/HDLIDAY/SIC.
CAF'ITAl LEASES OBlIGATION
HMP BONDS
t'Er'1J~'T(.j{{Lr. ~O~D DISrOHjljT
HllSP OOLlGl<lIOH FOR MNOS
TOTAL CURRENT llAOILlTIES......
ONG TERM LIABILITIES
I\l!I' BONDS
TOTAL LONG TERM LIABILITIES....
TOTAl lIMJILITIES.........,....
ETAIlh.. ..<RIUNGS
GEIft:RIll FUND BAl.AA(ES
YEAR-TO-DATE GAIN/LOSS
~OTAl crxERAL FUND BAlANCE.....
TOTAL U~ESTRICTED LIABILITIES.
cSTRIITED FUND ASSETS
MEIlllRIllL FUND
FORftOSll TI:IIST
TOTAl RESTRICTED FUND ASSETS...
ESTRICTED FUND lIMJILITIES
RESTRICTED FUND OAlMCE
FIlRIlllSA TI:IIST OI\UUlCE
TOTjlI RESTRICTED fUllD LIllO.....
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MEMORIAL MEDICAL CEHTER
BAlANCE SHEET
AS OF: 12/31101
THIS YEAA
12/31/(11
623,543.94
189,1)51.21
352,B34~23
(4,516~42)
.02
.00
.00
~2lJ,a91,,39
681),254.1)1)
17(1. (u)l). 1)(1
...:~~. ..j7.~ . 1'lf!'.
31),306.~1J)
2,341),711a21
2,490,(1(10.(11)
2,49(1,(11)(1.(1(1
4,830,111.21
LAST YEAR
12/31/(10
431).,3S4a15
424,129.09
371,429~57
54.6"17.84
76t.26
.00
66,619.00
321),891.39
680,254.00
16S,l)III)"l)n
f?l",$:.~!.nn~
32.214.68
2,525,257.06
2,66(1,(1(10.(10
2,66(1:-(1(10.00
5,185,257.06
01115/02 OO:311Uf
LAST MONTH
1113(1/01
654,462.09
34.896.45
363,815.50
(4,514.45)
(.(13")
.00
43,8tO.04
320,891.39
680,254.(10
l?Orfll)I).1)(! - P~,J
(71.,(-.7.1,,1)1)) L.
20,840.53
2,264,779.52
2,490,00(1.0(1
2,490,(1(10.00
--.-----.-------- --------...------ --------,-------
-.------.-------.. -------------.-- --------.------.-
4,154,179.52
14,132,015.99 16,868,223.39 14,132,015.99
(1,419,456.61) (2,721,S03..l!IJ) (1,1l1.,743.69>
-------------- --------------- ---------------
12,712,559.38 14,146,419.99 13,020,272.30
--------------- ------------- --------------
--------------- --------------- ---------------
17,543.270.65 19,331,677.05 17,115,051.82
-------------- --------------- ._-------------
------------- -------------- ------------
l:i,677.21
533,437.41
549,314.62
14.403.79
m,m .41
548,(141.20
15,644.96
533,437.41
-------------- --------------- --------------
-------------- -------------- --------------
549,282.31
15,677.21
533,437.41
549,314.62
(.21)
533,437.41
533,637.20
15,644.96
533,437.41
--------------- --------------- ---------------
-.----------- --------------- ._-------------
549,282.37
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813
MEMORIAL MEDICAL CENTER
OPERATING STATEMENT
.
For th.12 Months Ending
D.cembet 31. 2001
SINGLE MONTH YEAR TO DATE
Current Budget Prior Year Current YTC BudgetYTO Prior YTO
Operating Revenue
Inpatient Revenue:
Medicare 398,967,28 722.238,25 391,972,08 5,775,23.01,81 8,506,037,37 5,072,470,72
Medicaid 151,048,25 182.452,39 123,231,55 1,499,794,51 2,151,748,19 1,594,726,89
Other 149,175,94 327,134.58 234,553,74 3,174,208,22 3.853,464.44 3,035,336,10
Total IP Revenue 699,191.47 1,231,825,22 749,757,37 10.449,237,50\ 14,511,250.00 9,702,533.71
YTC IP Revenue Variance 1 (4,062,012.46)1 746,703,83 1
Outpatient Revenue
Medicare 699,891,66 509,630,82 589,127,37 8,707,885.13 6,000.488,16 7,323,432,85
Medicaid 353,178.80 192,301,87 133,760,78 2,110,972,99 2,264,004,57 1.645,866.41
Other 499,205,23 644,3.010,28 626,115,25 8,939,922,95 7,586,587,27 7,804,067.46
Tot.al OP Revenue 1,552,275.69 1,3.016,272.77 1,349,003.40 19,758,781,07 15,851,080,00 16,773,388,72 e
YTO IP Re'lenue Variance 1 3,907,701,07 1 1 2,985,414.35 I
Total Operating Revenue 2.251,467.16 2,578,097,99 2,098,760.77 30,208,018,61 30,362,330.00 26,475,900.43
_.--';~--
'I (154,311.39)1 )1 3,732.118,18 1+
Rev... oJ Deductions ~- --/
Medicare Canl Adj. (618,280,70) (575,481,53) (294,422,27) (7,929,850,61 ) (6,775,831,00) (8,008,241,84)
Medicare Pass-thru 63,045,00 70,833,37 (39,652,52) 621,650,00 850,000,00 1,180,752,73
Medicaid Cont. Adj. (86,613,52) (156,569,62) 234,003,78 (1,691,975,96) (1,843.481,00) (1,232,568,14)
Indigent/Charity Cont Adj. (64,064,34) (103,807,62) (97,021.81 ) (947,172,87) ( 1,222,251,00) (832,017.96)
Bad Debt Expense (162,148,11) (313,041,57) (350,386,30) (2,071,466,04) (3,685,812,00) (1,866,50\3,17)
Other Deductions (125.251,83) (11,523,00) (238,740,87) (1,955,194,17) (135,674,00) (1,797,899,42)
Total Rev Deductions (993,313,50) (1,089,589,97) (786,219,99) (13,974,009,65) (12,813,049,00) (10,556,617,80)
Deducts as % of Oper Revenue . 48,32% 45.00% 44.33%
Other Revenue
Cafeteria Sales 6,559,09 6,000,00 5,895.56 85,956,90 60,000,00 77,811.30
Interest Income 1,454,74 6,250.00 17 ,269.23 26,832,80 75,000,00 92,163.75
Interest from Bonds 26,57 0,00 453,91 1,175,55 0.00 88,899.03
Interest from Hasp Portion 0,00 0.00 91,13 1,712,74 0.00 7,107.95
Mall Rental 13,194.33 7,083,37 5,015,64 116,828.46 85,000,00 85,143.21
Miscellaneous Income 55,588,30 3,500,00 17,926,37 469,274,53 42,000,00 64,637.48
Total Other Revenue 76,823.03 21,833,37 46,651,84 701,780.98 262,000,00 413,762,72
Net Revenue 1,33.01,976,69 1,510,341,39 1,359,192,62 16,935,789,94 17,811,281,00 16,333,146.36
Payments as % of Oper Revenue 51.68% 55.00% 55,87% e
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MEMORIAL MEDICAL CENTER
OPERATING STATEMENT
For the 12 Month_ EndIng
OecImber 31,2001
e
SINGLE MONTH
Current Budget
YEAR TO OA TE
Current YTO Budget YTD
Prior Year
Prior YTO
Operating Expense
Salaries 582,539,23 896,291,33 724,213,08 7,193,233.20 8,198,275.00 7,944,361,59
Employee Benefits 186.196.77 140,406.21 218,552.83 1,781,949.24 1,672,648.00 1,779,047,26
Professional Fees 238,965,62 160,900,62 200,157.35 2,358,285.43 1,930,807,00 1,784,104,18
Plant Operation 33,159,32 36,025,00 33,580.95 441,351,78 432,300,00 387,650.98
Hospital General 44,552.17 54,416,74 40,873.28 448,993.67 653,000.00 347,158,18
Other Operating Expenses 369,017.40 424,325.14 194,047.11 4,258,011,06 5,091,901,00 5,026,966,65 I
----=-~,._,....,_. --- ------- I
Total Operating Expense 1,454,430.51 1,512,365,04 1,411,424.58 " 16,461,624,36 17,976,931,00 :':'17,269,306,64 y
-- -
I (1.497,106,6211 (767,464.4611
Net Operating Gain/(Loss) (119,453,82) (2,023,65) (52,231.96) 453,965,56 (167,650,00) (936,163.49) I
I
Non..Qperating Expense
Depreciation 134,009.10 152,582,64 242,151,34 1,873.422.17 1,830,993,00 1,785,639.91
Contribution to County 0,00 0.00 0,00 0,00 0,00 0.00
Tot::>1 Non.Operating Expense 134,009,10 152.582.64 242,151.34 1,873,422,17 1,830,993,00 1,765,639,91
Tc .Jperating Gain/(Loss) (253,462,92) (154,606,29) (294,363,30) (1,419.456,61) (1,998,643.00) (2,721.603.40)
,
County Subsidy 54,250,00 41,666,63 0,00 0,00 500,000.00 0,00
eet Galnl(Loss) after Subsidy (307,712,92) (196,272,92) (294,383.30) (1,419.456,61) (2,498,843.00) (2,721,803.40)
Page.2~
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MEMORIAL MEDICAL CENTER
AGING OF ACCOUNTS RECEIVABLE
AS OF DECEMBER 31, 2001
0-30 31-60 61-90 91-120 OVER 120 TOTAL
MEDICARE 1,018,491 240,091 148,978 52,012 237,350 1.696,922
Percent 60% 14% 9% 3% 14% 36%
MEDICAID 164,541 39,606 51,314 32,476 147,687 435,624
38% 9% 12% 7% 34% 9%
BLUE CROSS 95,042 64,557 25,772 21,210 56,352 262,933
Percent 36% 25% 10% 8% 21% 6%
COMMERCIAL 502,271 344,131 210,074 148,902 326,425 1,531,803
Percent 33% 22% 14% 10% 21% 32%
PRIVATE 129,632 131,307 113,254 125,370 304,915 804,478
Percent 16% 16% 14% 16% 38% 17%
TOTAL 1,909,977 819,692 549,392 379,970 1,072,728 4,731,760
Percent 40% 17% 12% 8% 23% 100%
Outstanding AR Days:
59.55 December
59.15 November
....
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Mr, Buzz Currier, Hospital Administrator, stated that last year the hospital had a loss of
over $900,000 before depreciation, Gross revenues are up $3 million over last year. The
cardiac rehab, safety testing, hospice and some healthcare have been eliminated, which
were gross revenue producers but not profitable, The net revenue only went up
$600,000, The greatest accomplishment is to reduce expenses relative to budget rather
than compared to the prior year, We have reduces expenses by $787,000, The Plaza
committee met and will send goals to the court, The Calhoun County Medical
Foundation has been established and received their 501 (c) 3 charitable status,
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MEMORIAL MEDICAL CENTER - HOT WATER CIRCULATING SYSTEM
INSTALLED
Mr, Buzz Currier, Hospital Administrator, stated there was no hot water in patients'
rooms and a hot water circulating system was installed, He asked the court for
reimbursement for this in the amount of$23,124, Commissioner Floyd mentioned the
funds from Formosa to the hospital for medical equipment, Commissioner Finster
questioned the urgency of this, as this is an old problem, Commissioner Balajka said the
quarterly figure of $202,000 for three months is for operating, not building equipment.
Mr, Currier said the budget did not anticipate this type of expenditure, Commissioner
Floyd stated the County's fund balance previously quoted by the County Auditor is $,9
million dollars, Sixty percent of the county's revenue goes to support the hospital. The
$800,000 payment to the hospital helped deplete the county's fund balance, He said his
concern was there is no long-term plan for the hospital. Commissioner Finster said the
Court needs to establish what it is going to pay for, He said the water system is a
necessity but they got the bill after the system was installed,
Mr, Currier said the hospital will use their Formosa trust funds and withdrew their
request.
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Hospital Board Member Lawrence Korenek stated the Board will develop goals for these
things, Commissioner Finster expressed concern for "emergency" bills from the hospital.
MEMORIAL MEDICAL CENTER - CONDENSING UNIT
Mr, Currier withdrew his request for funds for the condensing unit.
INSURANCE SETTLEMENT - MEMORIAL MEDICAL CENTER VEmCLE
A Motion was made by Commissioner Balajka and seconded by Commissioner Floyd to
accept the insurance settlement in the amount of $542.42 for the Memorial Medical
Center vehicle damaged on January 3, 2002, Commissioner Galvan, Balajka, Floyd,
Finster and Judge Marshall all voted in favor.
MEMORIAL MEDICAL CENTER - GENERAL DISCUSSION
County Auditor, Ben Comiskey recommended the Court work closely with the hospital
on their budget because for several years the hospital will require tax dollars to operate,
A tax increase may be needed for this purpose,
2002 CALHOUN COUNTY SALARY ORDER
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Regarding the DAR.E, officer salary, the County Auditor stated he took the $24,000 that
was in the budget for the Nuisance contract which would be paid to the City of Port
Lavaca and extrapolated it back to what the salary would be based on that agreement -
approximately $15,999, He took that off the total salary for the DAR.E, officer,
approximately $31,000 and the difference went into D,A.R,E, The Code Enforcement
salary, plus benefits, comes to $24,000,
A Motion was made by Commissioner Balajka and seconded by Commissioner Galvan to
amend the 2002 Salary Order as proposed, Commissioners Galvan, Balajka, Floyd,
Finster and Judge Marshall all voted in favor.
817
CONSTABLES' RACIAL PROFILING POLICY
The Court discussed the Constables' Racial Profiling Policy and citizens complaints, The
matter being brought before the Court is who would have jurisdiction or authority to
handle such complaints, Mark Daigle suggested they be referred to the Sheriff's
Department.
The Court requested that Commissioner Balajka check into this and report back to the
Court on February 14,2002.
CONSTABLE PRECINCT #1, GREG FALCON - TEXAS COMMISSION ON
LAW ENFORCEMENT OFFICER STANDARDS AND EDUCATION
CERTIFICATION
A Motion was made by Commissioner Galvan and seconded by Commissioner Floyd to
accept the Texas Commission on Law Enforcement Officer Standards and Education
Certification for Constable Precinct # 1, Greg Falcon, Commissioners Galvan, Balajka,
Floyd, Finster and Judge Marshall all voted in favor,
TEXAS COMMISSION ON LAW ENFORCEMENT
D.C. Jim J)g~iOl", J,n" Ph.D.
ExecUtivClDjr~r
January 16, 2001
To whom it may concem:
This letter is to notify you that Gregorio Falcon, is a Constable with Calhoun Co, Canst.
Pel. 1, and is in good standing with the Texas Commission on Law Enforcement Officer
Standards and Education.
Sincerely,
0~,Q.,..~ Q~
Marlene Richards
Credentialing Service Bureau
MR/slm
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DRAINAGE EASEMENT ON VERNON THIGPEN PROPERTY IN PRECINCT
#2
Commissioner Balajka asked for approval of the Court to meet with Vernon Thigpen to
discuss a drainage easement on his property on Seakist Road in Precinct #2, He has
previously laid some drainage pipes, which are plugged up, He requested approval for a
temporary working easement to clean out the ditch on Seakist Road,
A Motion was made by Commissioner Floyd and seconded by Commissioner Galvan to
authorize Commissioner Balajka to negotiate an agreement with Vernon Thigpen on his
property on Seakist Road for the purpose of drainage cleaning, Commissioners Galvan,
Balajka, Floyd, Finster and Judge Marshall all voted in favor.
ANNUAL CONTRACT WITH COMMUNITY ALERT NETWORK
A Motion was made by Commissioner Galvan and seconded by Commissioner Balajka to
renew the annual contract with the Community Alert Network. Commissioners Galvan,
Balajka, Floyd, Finster and Judge Marshall all voted in favor.
COMMUNITY ALERT NETWORK@, INC.
GEOGRAPHIC CONTRACT
Agreement made this ill day of May, 2002 by and between COMMUNITY
ALERT NETWORK@, INC. a Corporation duly organized and existing under the laws
of the State of New York with principal offices located at 2S5 Washin~on Ave, Ext..
Suite 105. Albany. New York 12205 (hereinafter referred to as "CAN@"), and Calhoun
County. Texas, duly organized and existing under the laws of the State of Texas with
principal offices located at 211 S. Ann Street. Room 217. Port Lavaca. Texas 77979
(hereinafter referred to as "Client").
WHEREAS, CAN@ provides a service, the purpose of which is to assist the
Client and other organizations in telephone communications and
WH EREAS, the Client desires to engage the services of CAN@ for the purpose
of coordinating a program and service within its area such that telephone
communications to residents and other identified contacts may be implemented;
NOW, THEREFORE, in consideration of mutual agreements, covenants and
promises herein contained, the parties agree as follows:
I. Three copies of all maps normally used by public safety and other
emergency personnel of the Client shall be provided to CAN@ with zip code/postal
code information included, at no expense to CAN@. Additionally, computer-mapping
software must be provided if used by the Client, and if it does not infringe on copyright
laws. Client shall provide CAN@ with a list of all zip codes/postal codes to be covered
under this Agreement herewith.
2. CAN@ shall purchase. program and store into its computers
commercially available residential and business telephone numbers within the zip
codes/postal codes to be covered in this Agreement. Such .numbers shall be
programmed in such a manner so as to access any or all Geographic Areas of the
service area, or any portion thereof, by street name and zip code/postal code. In the
event that the Client wishes to include the telephone numbers of residents who have
unlisted numbers. the Client agrees to be responsible for the collection and forwarding
to CAN@ of such addresses and phone numbers provided on disk, if possible, in a
format acceptable to CAN@. CAN@ will add such addresses and phone numbers to the
database at no additional charge. CAN@ shall maintain strict confidentiality of all
telephone numbers received from the Client, including but not limited to unlisted
numbers and numbers on special lists. The Client shall be "on-line" and ready for use
on the first of the month, after 60 days from the receipt of first year's payment in full,
the execution of this Agreement including list of zip codes/postal codes and receipt of all
data. whichever is later.
819
.
3
3. The Client may provide up to a total of 1,000 phone numbers of personnel or
facilities per 115,000 population base. Additional phone numbers may be added for a
one time charge of $1.00 per number. All changes, corrections, and deletions to the
special lists database will be implemented free of charge during the first 90 days of the
Agreement. Changes to the special list database will cost the Client $35/100 if provided
on hard copy (minimum of $100). Changes on disk will be accommodated at no fee
providing the entire database is in a format acceptable to CAN@. Normal changes will
be completed within 3 business days of receipt by CAN@, normal changes include: All
security changes, voice messages, point of contact changes and unlisted telephone
numbers. (special programming Not included). For completion in less than 3 business
days there will be a $100 rush charge. A rush change will be completed within 24 hours
of receipt by CAN@, providing they are "normal" changes as described above.
4. The Client and CAN@ shall agree upon, prior to utilizing the services of CAN@,
the administrative offices and personnel thereof who shall be authorized to access
CAN@.
5. The Client and CAN@ shall coordinate efforts to train those personnel who are
authorized to access CAN@ pursuant to Paragraph 4 hereof at a site provided by
Client. First training session is included at no charge. Further training at CAN@
Headquarters, pre-arranged at least 2 weeks in advance, will be free of charge, except
that all Client personnel travel expenses, meals, and lodging will be paid for by the
Client.
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6. CAN@ shall assist the Client with a public awareness presentation and media
event. The media event shall include a specific announcement to the community that
unlisted telephone numbers are not part of the CAN@ database, and ask that such
telephone customers request to be added to the CAN@ database.
7. Upon receiving a request from authorized personnel in a manner agreed upon by
the parties, the services of CAN@ shall be activated and calls initiated as instructed.
CAN@ shall record the amount of total calls made that were used on behalf of the
Client per each requested activation.
8. CAN@ shall thereafter send via FAX a report of the telephone calls made
including the number of messages delivered. CAN@ will transmit the report
immediately upon completion of the calling session to a FAX machine and number
furnished by the Client.
9. CAN@ agrees to provide trained personnel to activate the client requested
services on a twenty-four (24) hour per day basis, seven days per week.
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10. CAN@'s services are provided on a priority basis. Actual incidents shall always
take precedence over drills, tests, and/or exercises. If a drill, tesr, or exercise is
discontinued to accommodate an actual incident, the client conducting the drill, test, or
exercise will be informed at once, One hundred percent of CAN@'s capacity shall be
available to the first client that calls. In the event there are concurrent incidents,
CAN@ shall divide its services as appropriate. Clients will be allocated lines (1/2, 1/3,
1/4, etc.) based on the number of calls being made. If the number of calls per client is
equal to or more than 50% of CAN@ telephone lines, the lines will be divided 50/50.
II. CAN@ agrees to provide the Client with calling capabilities for the term of this
Agreement. The Client agrees to pay CAN@ $.25 per call for all standard calls (not
interactive) used to deliver the Client's requested telephone communications.
. An incident, test or drill of 100 calls or less will not be charged. A
discounted, zero-balance invoice will be issued.
. An incident, test or drill exceeding 100 calls will be billed in its entirety,
Multiple call outs for a single incident will generate a total bill as one incident.
For example, an emergency callout with a subsequent all clear callout will be
considered a single incident. If the total exceeds 100 calls, it will be billed.
. CAN@ agrees to invoice the Client for all usage within 10 days of the calling
session and the Client agrees to compensate CAN@ within 30 days of the
invoice date for all usage.
12. In the event that the Client fails to compensate CAN@ for the invoiced usage
within 30 days of billing, CAN@ shall be under no obligation to provide the Client with
additional calling sessions.
13. CAN@ shall not be responsible for any acts or omissions of the Client or its
administrative offices, their employees, agents, contractors, officers or directors
resulting in the failure of CAN@ to perform under this Agreement or by reason of
strikes, Acts of God, breakdown of telephone lines and service, power shortages or
blackouts, or other causes beyond the reasonable control of CAN@. The Client and
Community Alert Network, Inc. agree that CAN@, its employees, directors, officers,
agents, and subcontractors, are not liable or responsible to the Client for any errors or
omissions in the information, or for any damages in a civil action for injuries, death of
person or loss of property incurred by any person as a result of any action or omission
of CAN@ or of any of its employees, directors, officers, agents or subcontractors,
except for willful or wanton misconduct.
14. The parties expressly acknowledge that CAN@ is contracted by the Client only
for the purposes and to the extent set forth in this agreement, and the relation of
CAN@ to the Client shall, during the period or periods hereunder, be that of an
independent contractor. CAN@ shall not be considered as having employee status.
821
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15. The Client shall pay to CAN@ such fees for its services hereunder the sum of
$6.000 Dollars U.S. to cover a population base of up to 115.000 people. Such sum shall
be paid upon the execution of this Agreement.
16. This Agreement shall continue for one year unless otherwise extended in
accordance with Paragraph 17 hereof.
17. The Client shall have the right, to be exercised as hereinafter provided, to
extend the term of this agreement for four (4) successive one year periods each under
the following terms and conditions.
(a) Each extension shall be under the same terms, covenants and conditions
as in this agreement provided, except that
( I) There will be no further privilege of extension for the term of this
Agreement beyond the periods referred to above;
(2) For each extension period, the Client shall pay to CAN@ the amount of:
$6.500 Dollars U.S. in 2003 (Annual Retainer Fee)
$7.000 Dollars U.S. in 2004 (Annual Retainer Fee)
$7.500 Dollars U.S. n 2005 (Annual Retainer Fee)
$8.000 Dollars U.S. in 2006 (Annual Retainer Fee).
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(b) The Client shall exercise the right to any extension of the term ofthis
Agreement by making payment at least thirty (30) days prior to the expiration of the
term of this Agreement to CAN@ of $6.500 Dollars U.S. in 2003 (Annual Retainer Fee),
$7.000 Dollars U.S. in 2004 (Annual Retainer Fee), $7,500 Dollars U.S. in 2005 (Annual
Retainer Fee), $8.000 Dollars U.S.,jn 2006 (Annual Retainer Fee), specified in Paragraph
17 (a) (2) hereof. Upon making such payment, this Agreement shall be deemed
extended for the specified period, subject to the provisions of this paragraph, without
execution of any further instrument,
J 8. Any Agreement requiring multiple contacts or multiple billing arrangements will
be subject to a contract management fee which is equal to 10% of the annual contract
price multiplied by the number of additional entities required.
19. No guarantee is made of the accuracy of phone numbers provided except to the
extent that ordinary business care will be taken in the acquisition, receipt, maintenance,
and extraction of data so acquired. No representation is made that the person
intended to receive the call will be physically present.
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20. This Agreement sets forth the entire understanding and Agreement between the
parties as to the services to be provided by CAN@ and merges all prior discussions
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between them. This Agreement may be modified or changed only in writing and such
modifications and changes must be signed by both parties.
21. This Agreement shall be interpreted and construed under the laws of the State
of New York.
22. If any provision of this Agreement is invalid under any applicable statute or rule
of law, it is to that extent to be deemed omitted and the remaining provisions of the
Agreement shall in no way be affected or impaired thereby.
23. This Agreement may be executed as one or more duplicate documents, each
one of which shall be considered an Original Agreement.
COMMUNITY ALERT NETWORK@, INC.
BY: KENNETH E. BAECHEL, PRESIDENT
CLIENT
SIGNATURE
TITLE
HOT PRESSURE WASHER IN PRECINCT #2 - SURPLUS/SALV AGE
A Motion was made by Commissioner Balajka and seconded by Commissioner Galvan to
declare Kleanline Hot Pressure Washer, Inventory #22-0131, Serial #705 as
surplus/salvage, Commissioners Galvan, Balajka, Floyd, Finster and Judge Marshall all
voted in favor,
SHARP PHOTOCOPIER IN SHERIFF'S OFFICE - SALVAGE
No action was taken on this agenda item:
823
EOUIPMENT AND SUPPLIES IN PRECINCT #1- SURPLUS/SALVAGE
A Motion was made by Commissioner Galvan and seconded by Commissioner Finster to
declare the following equipment and supplies as surplus/salvage:
MTD Lawn Tractor, Model No, 135L660F352, Serial No, lL134C600095;
Murray Mower, Model No, 42598X92A, Serial No, 7409728982T00243;
Tractor, Lawn 12 H,P. Briggs and Stratton Engine, Model No, 130-
650FOOO/G06B4;
3 Kenwood VHF 45 Watt Mobile Radios, SN 50100105, SN 50100102, SN
50100102; and
2 Radios-SN 60500200 and 50100102,
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Commissioners Galvan, Balajka, Floyd, Finster and Judge Marshall all voted in favor.
OFFICE SUPPLIES AND RADIO IN JP PCT #3 - SURPLUS/SALVAGE
A Motion was made by Commissioner Floyd and seconded by Commissioner Galvan to
declare the following office supplies and radio in JP Pct #3 as surplus/salvage:
Asset #457-0054 Tape Backup (aka Asset No, 457-0067);
Asset #457-0067 Computer, Pentium 233, 22,1 GB Hard Drive; and
Asset #457-0065 Radio
Commissioners Galvan, Balajka, Floyd, Finster and Judge Marshall all voted in favor,
BUDGET ADJUSTMENTS - DISTRICT ATTORNEY - R&B PCT #4-
GENERAL FUND TRANSFERSlINDIGENT HEAL THCARE - MOLD
REMEDIA nON CAPITAL PROJECT
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A Motion was made by Commissioner Finster and seconded by Commissioner Floyd to
accept the Budget Adjustments as presented, Commissioners Galvan, Balajka, Floyd,
Finster and Judge Marshall all voted in favor,
IBUDGET AMENDMENT REQUEST'
To: Calhoun County Commissioners' Court
From. fJ;a,,;,t ~
(Department making this request)
Date: (-J...G-(lJ....,
I request an a1l\endment to the ~~ budget for the
{year
following line items in my department:
~_~~~~~~_!H
frJl-I/qJ..,O
~IO- ",</1~O
___~==~~H~~___
]J~'"~U .
1.mell.dment
---~~:----
(f'!.'>
/.("
R...on
-Pti-~t~-~
R;..I,J:o!\.... .
-1"" r,;jt-IF-
1(\/0
APPRO\lED
~ Al3lm ~
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Net ehange in total budget
for this department i..
Other remarks/justification:
$....-:....:;.--::...
I understand that my budget cannot be amended as requested until
Commissioners' Court approval is optained.
Signature of official/department head:
Date of COmmissioners' COurt approval:
Date posted to ~neral Ledger account(s):
824
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BUDGET AMENDMENT REQUEST
~
Total for GENERAL FUND
NET CHANGE IN TOTAL BUDGET
APPROVED
.312002
825
..
3-
BUDGET AMENDMENT REQUEST
Total for FUND
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NET CHANGE IN TOTAL BUDGET
!!
_
APPROVED
JAI 3 J 2002
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BUDGET AMENDMENT REQUEST
TO: CALHOUN COUNTY COMMISSIONERS' COURT
FROM: CAPITAL PROJECT-MOLD REMEDIATION
DATE: 1/29/02
BUDGET FOR THE YEAR: 2002
Total for FUND
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NET CHANGE IN TOTAL BUDGET
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APPRO\:~[)
E'.".-.]
,JAISJ20021
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Fund
Code
1000
Total
1000
Report Total
Effective
Date
113112002 GENERAL FUND
Fund Title
Date: 11301021O:1\l:36AM
GENERAL FUND
Unposted .ransactions ~ REVENUE AoJUSlMmrrS FOR 1131102
B 194 - BUDGET ADJUSTMENTS FOR 1131/02
C tn p!)
Transaction Description
POSTAGE REIMB, BY DA
HOT CHECK RESmUTION
FUND
APPROVED
.lAN31ZXl2
DeptTitle
GLTitle
Increase
Decrease
REVENUE
MISCELLANEOUS REVENUE
66,00
66,00
0.00
APPROVED'.-
I -..~ 31 m
.
66,00
0,00
P~;I
~
N
W
Fund Effective
Code Date Fund Tille
1000 113112002 GENERAL FUND
1000 1/3112002 GENERAL FUND
1000 113112002 GENERAL FUND
1000 113112002 GENERAL FUND
1000 113112002 GENERAL FUND
Total GENERAL FUND
1000
5210 113112002 CAPITAL PROJECfMOLD
REMEDIATION
5210 113112002 CAPITAL PROJECTMOLD
REMEDIATION
Total CAPITAL PROJECTMOLD
5210 REMEDIATION
Report Total
Oate:ll30/021O:19:08AM
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CALHOUN COUNTY, TEXAS
Unposted Budget Transactions - EXPEND.ADJUSTMENTS FOR 1/31/02
BUDI94 - BUDGET ADJUSTMENTS FOR 1/31/02
Transaction Description Dept Title GL Title
TRANSFER TO PAY MOLD INDIGENT HEAL 111 CARE CARE OF INDIGENTS
BILLS APPROVED 1131/02
POSTAGE REIMB, BY DA DISTRICT ATfORNEY POSTAGE
HOT CHECK RESTITUTION
FUND
REQUIRED BV PAYROLL ROAD AND MAINTENANCE EMPLOYEES
BRIDGE-PRECINCT #4
REQUIRED BV PAYROLL ROAD AND WORKERS COMP
BRIDGE-PRECINCT #4 ADJUSTMENTS
TRANSFER TO PA V MOLD TRANSFERS TRANS,TO CAP,PROJ, MOLD
BILLS APPROVED 1131/02 REMEDIATION
TRANSFER TO PAY BILLS
APPROVED 1131102
TRANSFER TO PAY BILLS
APPROVED 1131/02
NO DEPARTMENT
MISCELLANEOUS
NO DEPARTMENT
TRANSFERS FROM
GENERAL FUND
f'.DPROVED
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Increase
66,00
1,210,00
30,00
1,306.00
30,00
30,00
1,336,00
Decrease
30,00
1,210,00
1,240,00
30.00
30,00
1,270,00
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