2022-041 Council Retreat Summary FY 2021-22 Key Focus Area_Council Priorities UpdateJuly 8, 2022 Report No. 2022-041
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT:
2022 Council Retreat Summary & FY 2021-22 Key Focus Area/Council Priorities Update
BACKGROUND:
Each year, the City Council conducts a retreat where priorities are established for the upcoming
fiscal year. Council held its annual retreat on June 24 and June 25, 2022, at the Development
Services Center located at 401 N. Elm Street. The retreat was planned and facilitated by Julia
Novak with Raftelis. A recorded video is available on the City’s website on the Public Meetings
page. During the retreat, the Council discussed issues impacting its effectiveness, refined its key
focus areas, and set priorities for Fiscal Year 2022-23.
DISCUSSION:
During the June 2022 Council retreat, the Mayor and City Council worked together to refine the
FY22-23 Key Focus Areas, as shown below, and to create directional statements describing desired
outcomes in each area.
1. Pursue Organizational Excellence and Collaborative and Respectful Leadership
Denton is a leader among City governments and achieves responsible, transparent, and
respectful governance through a focus on:
• A focus on diversity, equity, and inclusion
• A commitment to the use of data, analysis, and metrics to inform decisions
• Adoption of best and leading practices
• Clear communication, stakeholder engagement, and multidisciplinary collaboration
2. Enhance Infrastructure and Mobility
The City facilitates and supports reliable, safe, sustainable, and high-quality infrastructure that
supports every community member’s access to core services and full participation in the
community. This is achieved through:
• Strategic, innovative, and forward-thinking planning
• A holistic and multimodal approach to mobility that provides viable transportation
alternatives
• Leveraging partnerships with, and influencing the private sector utility providers
3. Foster Economic Opportunity and Affordability
A community with a diversified tax base and dynamic opportunities for employment and
housing.
• Focus on childcare needs
• Foster high-quality jobs that pay a living wage
• Enhance affordable housing opportunities
• Emphasize workforce training
• Keep utility rates affordable
City of Hilliard Page 0
Governing Body Retreat
City Council Retreat
June 24-25, 2022
City of Denton, T exas
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The City of Denton, TX held a City Council retreat on June 24-25, 2022. The
retreat was planned and facilitated by Raftelis.
Day One
Setting the Stage
The retreat began with each attendee introducing themselves and then sharing their expectations for the
retreat. Those expectations are captured in the graphic below.
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High Performing Governance in Council-Manager Cities
Dr. Nalbandian presented a workshop on Bridging the Gap between Political Acceptability and
Administrative Sustainability. The slides from the workshop are included as an attachment to this report.
The following notes reflect some key themes shared by Dr. Nalbandian.
• The gap between political acceptability and administrative sustainability is growing.
• Politics involves choices between conflicting values – and no value profile is best (unless it is
yours).
• Politics and Administration involve more than different behaviors; they are different ways of
thinking.
• The Form of Government is important to understand:
o In Council-Manager government, we use the term Governing Body – the Mayor and
Council working together; this concept does not exist at the state level or at the federal
level; nor does it exist at the local level with the Mayor-Council form of government.
o People’s perception of the Mayor is often based on the publicity they read from Mayors
of larger cities – which are not always part of the Council-Manager form of
government.
o In Mayor-Council government – the Mayor is over the Executive and the Council has
no formal authority over the operations. There is no Governing Body in this form of
government.
Executive and Legislative Authority is separated
This form of government is designed to keep bad things from happening by
separating power – creating checks and balances
o In Council-Manager communities – like Denton – the City Council is a Governing
Body and the Mayor is a member of the City Council. The Governing Body appoints
the City Manager. The City Manager serves at the pleasure of the Governing Body –
not at the pleasure of the Mayor. The Mayor’s role is facilitative – not authoritative.
The Mayor facilitates the work of the Council, facilitates community connections, and
facilitates intergovernmental connections and speaks for the City.
The concept here is unifying Executive and Legislative Authority to make
good things happen.
This form of government came about in the early 1900’s – industrialization
and immigration were moving people to cities; cities were increasing in size
and population; the form of government was not suited for the needs of these
growing cities.
Reform brought about the Council-Manager form of government. The original
form:
• Five Councilmembers
• Elected at large
• Mayor elected from among the Council
• Non-Partisan
There have been adaptations, but the Progressive Movement linked morality
and efficiency in a unique way. The form still exists to separate the staff from
the Governing Body through the City Administrator.
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• Think of politics and administration as arenas – there is a political arena and an administrative
arena; the political arena looks to understand what people want today and into the future.
• If the City Council is not working in the political arena – who is? No one else is in a position to
do that work
• The Manager’s job is becoming increasingly challenging as pressures to bridge the gap becomes
greater.
• The forces of complexity that are widening the gap are actually disruptions. Disruptions occur
in nature – and you must respond to them. Disruption is inevitable – what is not inevitable is
the response – response is intentional. The disruptive forces include:
o National politics filtering down to the local level
The concept of the Council being nonpartisan is challenged by this
o Technology driving change – big data – social media
o Diversity, equity, inclusion, and institutional bias
• The professional manager and partners find themselves in a gap that is increasing in width. If
the Council can effectively work the gap, they add value.
• Politics is about the consequences of the choices that are being made. The Council votes to
determine which consequences will prevail.
o Civil discourse and deliberation are critically important; when you deliberate, you are
willing to confront the consequences of your views. It is not “just” voting – it is
understanding the impact; thinking about the consequences and then determining after
intentional deliberation what consequences will prevail.
• The activity of politics is a “game” (not fun and games) but a game with rules – mostly
unwritten – but some of these unwritten rules include the following:
o When it is a 6-1 vote you can say outrageous things
But if you say outrageous things as the swing vote, you will lose respect
Jim Oliver Norfolk—"most important constituents are other council members if you
want to get things done.”
o Let go of issues
o Don’t speak on every issue
o Realize that respect is key to your influence – respect depends upon you using your
talents in ways that other Council members respect.
o Everyone has a right to speak; no one has a right to be listened to – you must earn the
respect to be listened to. If not respected, over time your fellow Council members will
hear you, but will not listen to you.
• If you look at residents as an “owner” then you treat them as a trustee; if you look at them as a
customer, then you are their customer service representative. (former City Council member in
Manhattan Beach, California).
Key concepts from the workshop are captured in the image below.
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True Today – True in Ten Years
The Council was then asked to reflect on the City of Denton and identify some things they hope will be
true in the future. They responded to the following prompts in considering this.
What is true about Denton today that you hope will still be true ten years from now?
What is not true about Denton today that you hope will be true ten years from now?
True Today – still true in Ten Years Not True today – hope it will be true in Ten
years
• Sense of Community
o Small enough to have relationships
o Strong sense of community
o Small town feel
o Have a unique community character
o Community
o Feels like a small, tight-knit community
o Community engagement
o Small enough to make changes/impact
the future
• Innovation
• Excellent Public Works and Services
• Safe
• Focus on Sustainability
• We have great potential
• Open
• Good core values
• Large employee pool
• Diversity
o Eclectic
o Diverse
o Compassionate and Diverse
• Vibrant Arts Community
o Artistic
• Change to Term Limits
• Engagement
• Affordability
• Less Racially Diverse (This Council member
noted that this was not aspirational, but a
concern that the community is growing less
diverse and negative impacts that may have.)
• Thoughtful
• Family Destination
• High Wages
• Great electric vehicle infrastructure
• Alternatives to driving
• Collaboration
• Prosperous
o Increase to Average Median Income
o More Wealth
• A return to healthy tension
Note: Several Council members, on further understanding the aspirational nature of the exercise, verbally clarified their
10-year hopes for the future on Saturday.
Parting Thoughts – Day One
• Thought bubble
• Fun
• Intriguing
• Trust
• Productive
• Interesting
• Education
• Trust
• Frustrating
• Insightful lecture
• Starting point
• Enlightened
• Perhaps
• Thought provoking
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• Respectful
Day 2
Setting the Stage
The facilitator began the day by reviewing the agenda and noting that the first conversation around
governing together is designed to build on the concepts shared by Dr. Nalbandian during the workshop
on Day One.
Governing Together
The Governing Body discussed a series of questions about what it means to “Govern Together.” The
conversation centered around responses to the following questions:
• What does good governance look like to you?
• What values are important to you in governing?
• What is important to remember when your position is the prevailing decision, and what is
important to remember when your position is not the prevailing decision?
• What type of relationship do you hope to have with your colleagues on the governing body?
• What type of relationship do you hope to have with the City Manager and Staff?
• What do you hope this governing body will be known for?
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The City Manager also responded on behalf of the Staff to a question about what the Staff needs from the
City Council:
• Respect – value staff’s time and expertise
• Focus on Policy – not detail
• Provide clear, shared, long-term direction at the policy level
• Be civil and build consensus
• Get facts – but not from social media
• Focus on what is best for the entire community
• Understand how Council requests impact department level staff
• Go through preferred channels
• Allow staff to be “Switzerland” (politically neutral) and provide their professional opinions
• Continue to use appropriate resources and technology (Engage Denton, 3-1-1, etc.)
Survey Says
The Chief of Staff provided a high-level overview of the Citizen Survey Results. The results are
preliminary, and the final results will be shared in July. The presentation is included as an attachment to
this report.
Affirming the Focus Areas
The Council considered the outcome of the “True Today, True in Ten Years” exercise from Day One
and then made some minor modifications to two outcome areas. The following map identifies the focus
areas for the City.
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The Council then worked together with the staff to create directional statements that further describe
what outcomes the Council is seeking in each area.
Key Focus Areas
Pursue Organizational Excellence and Collaborative and Respectful Leadership
• Denton is a leader among City governments and achieves responsible, transparent, and respectful
governance through a focus on:
o A focus on diversity, equity, and inclusion
o A commitment to the use of data, analysis, and metrics to inform decisions
o Adoption of best and leading practices
o Clear communication, stakeholder engagement, and multidisciplinary collaboration
Enhance Infrastructure and Mobility
• The City facilitates and supports reliable, safe, sustainable, and high-quality infrastructure that
supports every community member’s access to core services and full participation in the community.
This is achieved through:
o Strategic, innovative, and forward-thinking planning
o A holistic and multimodal approach to mobility that provides viable transportation
alternatives
o Leveraging partnerships with, and influencing the private sector utility providers
Foster Economic Opportunity and Affordability
• A community with a diversified tax base with dynamic opportunities for employment and housing.
o Focus on child care needs
o Foster high quality jobs that pay a living wage
o Enhance affordable housing opportunities
o Emphasize workforce training
o Keep utility rates affordable
Strengthen Community and Quality of Life
• Reinforce a strong knit community through diversity and engagement.
o Denton is welcoming and accepting
o Promote inclusivity for positive, equitable opportunities
o Provides access to opportunities to grow and succeed
o A home to community
Support Healthy and Safe Communities
• Denton places the highest priority on the health, safety, and well being of our community through:
o Professionally trained and well-staffed public safety agencies
o Collaboration and engagement between the City and community
o Leveraging technology, innovation, and community partnerships
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Promote Sustainability and the Environment
• The City ensures the long-term viability of the community’s services, resources, and physical
environment through:
o Responsible stewardship of limited financial, human, and natural resources
o Evidence based decision making
o Adoption of more efficient practices, policies, and codes
o Focus on responsible waste management
o Regular evaluation of renewable goals
Priorities
The Council then identified potential priorities for consideration. After brainstorming, there was a
prioritization process and the items in BOLD below are the Council’s priorities. Staff will develop
workplans for these items and keep the Council informed through quarterly updates. The number in
parenthesis next to each item indicates how many Councilmembers identified that item as a potential
priority. There were eight priorities for which a majority of Council expressed support.
Pursue Organizational Excellence and Collaborative and Respectful Leadership
• Encouraging DEI Statements from all contractors that work with the City (2)
• New City Hall with mixed use retail (4)
• City staffing and sustainability (4)
• Field Officers of all sorts – fully equipped (police/fire/animal services) (1)
Enhance Infrastructure and Mobility
• Plan future roadways to be grid based and bike/pedestrian oriented (3)
• Invest in sidewalk connectivity (2)
Foster Economic Opportunity and Affordability
• Proof of concept electric bus circulator – from transit center to Presbyterian hospital (2)
• Have a conversation about the gradual growth of rent in the communities (0)
• Form a Municipal Housing Corporation to focus on workforce/affordable housing (5)
o Create a public finance corporation
• Execute our Housing Affordability program (5)
o Support affordable housing through diverse options like ADUs, etc.
o Develop Rent to Buy homeownership program
• Develop HUB Preferences (2)
• Multi-sport, multi-generational facility to attract sports tourism (3)
• Encourage and support local businesses to thrive (1)
• Increase Tourism (hear from Discover Denton more often) (4)
• Develop an Economic Development Fund to support Council directed priorities (1)
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Strengthen Community and Quality of Life
• Develop and implement our small area plans (5)
o Downtown Master Plan
• Bring back citizens fire academy (1)
• Bring back kids police academy (2)
• Double the number of bike lanes in the community (1)
• Attract more family friendly entertainment (more festivals) (3)
Support Healthy and Safe Communities
• Partner with Vulcan Materials to relocate the concrete plant (4)
• Expand the CERT Program (2)
• Fund and hire a Public Health Director (2)
• Roadway design focused on speed reduction pedestrian safety (2)
• Provide adequate funding for safety (give the police and fire departments what they ask for) (2)
• Think BIG for a multi-use entertainment center East of Bell Avenue (2)
• Create a Task force with the City/School District and Non Profits to address affordable child
care (1)
• Create a dashboard to document service gaps (2)
Promote Sustainability and the Environment
• Land Use policies that support sustainability (2)
• Expand our electric vehicle fleet and infrastructure (6)
o Continue to provide electric vehicle infrastructure
o Expand electric adoption including solar rebates and municipal storage
o Reevaluate our green sense and solar rebate program
• Biodiversity/wildlife corridors/bird city/dark skies (3)
Next Steps
The City Manager shared with the Council what they can expect – and when – as she works with the staff
to develop workplans that align with outcomes. Staff will work on developing teams and workplans and
provide updates to Council on a regular basis. Any items on the existing workplan will also carry forward
and be part of the quarterly update.
Closing/Adjourn
As the day came to a close, each participant was asked to share a parting thought on how they felt about
the work done during the retreat.
• Mayor – it is necessary and I hope we do this quarterly to get together and check-in and have
regular hard conversations so we can continue to make progress. Let’s sustain the progress we
made today. This is a great start! Hopeful that the meetings and the workplace environment are
enhanced based on the progress made these past two days
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• Alison – this is a good start! We started some good conversations; do not feel like we finished
them and would love to see us follow-up in the next few months (maybe not as long or with a
consultant)
• Frank – I like to see the energy going forward and see if we can be strategically focused and not
get down into tactical stuff. Let’s get some of this done quickly.
• Brandon – I would like to do this quarterly – good check-in; thanks for stepping up to host! This
was productive and needs to happen. What is important to me, beyond colleagues to friends and
family – we can get there!
• City Judge – helpful to hear from Council and the dialogue about what their goals are for the
City; even if it wasn’t court specific, it is helpful to hear priorities – it gives direction beyond the
topic.
• Ryan – there was some necessary honesty – good to get out; but the afternoon I saw a lot of
agreement between Councilmembers that felt good, natural, and is a good foundation on things
big and small!
• Christine – appreciated the opportunity to spend time in an informal setting; thanks for giving us
a lot to work with.
• Jesse – feel well equipped; we have tools and a framework that we can use – choose to use,
choose not to – would like the conversation to continue especially around concrete goals and our
priorities; guardrails are important and are the specific things we have identified. Well equipped.
• Cassey – encouraged to hear the consensus building especially around priorities and how that
will inform the budget.
• Tony – appreciate the opportunity; Council is always open to meeting with staff and appreciate
the listening and value each of your integrity, to your seat in office and look forward to working
with you.
• Mack – enjoy – like the dots; like where we are going; good creativity and it will be fun, legally,
to work through how we get there.
• Brian – opportunity for a lot of conversation which is important; got the most out of the last hour
or so; would welcome us all sharing our priorities and I bet there is a lot of synergy in what we
want to accomplish; meeting regularly to have a synergy party – last hour was the best part of the
event!
• Madison – good to hear where the Council’s priorities are and the areas you are thinking about
more so I can think about them too.
• Chris – would echo the sentiments; for me the most important hasn’t been the exercises – we can
get to the priorities; but it was important to get to know you and hear your priorities and
perspectives; the mark of a good organization – I trust the process; the tough conversations we
had are the mark of this organization, which is to express your self with professionalism and to
hear it that way! We all care about Denton and doing the right thing. Probably more in common
than differences.
• David – encouraging this morning to hear the common principles the Councilmembers have; as
we had those conversations they were pretty consistent among Council. That is a great start for
relationships. Like having the priorities to move forward.
• Vicki – started yesterday talking about realistic goals “really real about what we can achieve”; the
process we went through helped us come to some real achievable goals; thank you. With all that
we have in front of us – everything we want to happen; if we do our due diligence, it will happen.
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• Sara – I’m feeling hopeful; and it would be an interesting phenomena – on the phone its easy to
say no, or a text; when you are in the room and you deal with group dynamics – we have
stormed – so we can form and norm – don’t have to like each other but we can see things through
a lens of what people are trying to say and achieve; we went through some storming to get there.
Respect each of the Councilmembers and you each have so much to offer this organization. I am
hopeful we are headed in the right direction! We have a mechanism now to get somewhere. I am
hopeful.
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APPENDIX A
High Performing Governance
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High Performing Governance
Bridging the Gap between Political Acceptability and
Administrative Sustainability
John Nalbandian
www.goodlocalgovernment.org
nalband@ku.edu
Outline
•A gap exists and is growing between what is politically acceptable (what
we want to do) and operationally sustainable (can we do it?)
•Bridging the gap is facilitated by understanding that politics involves
choices among conflicting values—no value profile is best (unless it is
yours!)
•And that politics and administration involve more than different
behaviors; they are different ways of thinking
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Form of Government
Let’s start with a very quick review of your council-manager form of
government and why the term “governing body” is not used at the state or
federal level or in localities that operate in the strong mayor/mayor-council
form
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City of Houston Organizational Chart
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Governing
Body
Staff
City Admin
Have you considered
whether the length and
width of the lines might
make a difference in the
relationship between the two arenas?
Hierarchy/accountability
Flow of communication
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Staff
Governing Body
Community, third parties, inter-governmental Community, third parties, inter-governmentalCM and partners
PoliticalAcceptability
Operational
Sustainability
DISRUPTIONS
WIDEN THE GAP
1. National politics
filtering down to
local level
2. Technology driving
change, big data,
social media
3. Diversity, equity,
inclusion and
institutional bias
OPERATIONAL
SUSTAINABILITY
POLITICAL
ACCEPTABILITY
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POLITICAL
ACCEPTABILITY
OPERATIONAL
SUSTAINABILITY
THE
PROFESSIONAL MANAGER and PARTNERS
Values (Values video)
Responsiveness =
Representation/Participation Efficiency and Effectiveness/ Professionalism
Social Equity, Diversity, and Inclusion
Justice and Individual Rights
Who is obligated to speak to the unspoken value?
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Cups Video
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Case study application of values
Characteristics Politics Administration
Activity Game/allocation of values Problem Solving
Players Representatives/trustees Experts-trustees
Conversation “What do you hear?”
Passion
Dreams
Stories
CAO and
Senior Staff in the
GAP
Electeds*
“What do you know?”
Data
Plans
Reports
Pieces Intangible:
Interests and symbols
Tangible:
Information; money, people,
equipment
Currency Power (stories), loyalty, trust Knowledge (deeds)
Dynamics Constructive conflict, compromise,
change
Predictability, cooperation, continuity
Political Acceptability Operational Sustainability
Characteristics of Politics and Administration
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Alignment of Elected Officials and Staff
What do elected
officials need
from staff
What does staff
needs from elected
officials
What are elected
officials willing and
able to provide to
staff
What is staff willing
and able to provide to
Elected officials
=
Bi-lingual
•Understands that no value profile is the “best”
•Politics and administration are more than different
roles, behaviors, and responsibilities. They are
mindsets.
•Understands the difference between the power to
convene and the power to decide
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Summary
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•Bridging the gap is essential
•Role of translator/bridge builder is
critical
•Good politics is about values, not
right answers – stories matter
(convey values)
•Do not ignore any value over time; it
will come back to haunt you
•Democratic process is “messy”
•Politics/administration = ways of
thinking
•Aligning governing body/staff
expectations is crucial
•Difference between “representative”
and “trustee"
Cary, North Carolina
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Trust
•Where does it fit in your governance culture?
•If trust is so important, why does it seem to be a continuing
issue? In other words, what is the value of not trusting?
•What are the elements of a trusting relationship?
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Trust—A personal challenge
•Are you willing to share information?
•Are you willing to be persuaded?
•Do you feel a need to control the other?
•Dale Zand, Administrative Science Quarterly, June 1972
Trustworthiness: A Personal Challenge
Ability to build positive relationships by focusing on the other person; being self-confident;
possessing good ego strength*; and being curious, inclusive and professional.
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*good ego strength allows you to focus on the matter at hand, or the goal, and not on who gets the blame or the credit for getting
there. Just as wanting all the credit or none of the blame is self-focused, so too is taking all the responsibility.
After Maister, D et al (2002) The Trusted Advisor
SOT=(C + R) x I Where
T = Trustworthiness
C = Credibility
R = Reliability
I = Intimacy
SO = Self-orientation
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John Nalbandian
www.goodlocalgovernment.org
nalband@ku.edu
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APPENDIX B
2022 Community Benchmark
Survey: Preliminary Results
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2022 Community
Benchmark Survey:
Preliminary Results
Ryan Adams
Chief of Staff
June 24, 2022
Introduction and Timeline
•The 2022 Community Benchmark Survey gauges key measures of success and livability in our community, particularly those relating to:
•Quality of life
•Safety
•Community characteristics
•Satisfaction with municipal services and operations
•Information on how the public interacts with its municipal government
•Data collection from April to June
•Preliminary results received yesterday
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Additional Measures
•Additional measures of success gathered relating to:
3File ID 19‐858
Facets of livability Economy Utilities
Inclusivity and
engagement Mobility Education, art,
culture
Natural environment Community design Parks and
recreation
Health and wellness
Methodology and Background
•City of Denton’s Community Benchmark Survey utilizes random sampling data collection to ensure statistically valid results
•Two-phased approach to survey collection:
•Phase 1 via random sampling mailed postcard invitations to survey
•Phase 2 via online “open-response” survey collection
•Both offered in English and Spanish
•Prior benchmark surveys were completed in 2015, 2017, and 2018, with one scheduled for 2020 but paused due to the COVID-19 pandemic
4File ID 19‐858
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Comparative Analysis
•The following jurisdictions were included in this year's benchmark comparative analysis, based off population size and survey questions utilized:
5File ID 19‐858
Albemarle
County, Virginia
Cambridge,
Massachusetts
College
Station, Texas
Hampton,
Virginia
Las Cruces, New
Mexico Peoria, Illinois Santa Fe County,
New Mexico
The Woodlands, Texas
Allegan County, Michigan Carlsbad, California Columbia, Missouri Hanover County, Virginia Lewisville, Texas Pueblo, Colorado Scott County, Minnesota Thousand Oaks, California
Ann Arbor, Michigan Cedar Rapids, Iowa Davenport, Iowa High Point, North Carolina Mesquite, Texas Richmond, California South Bend, Indiana Vallejo, California
Athens-Clarke
County, Georgia
Centennial,
Colorado Dayton, Ohio Highlands Ranch,
Colorado
Missoula County,
Montana
Rochester,
Minnesota
Stafford County,
Virginia
Washington
County, Rhode Island
Billings, Montana Clearwater, Florida Elgin, Illinois Independence, Missouri Naperville, Illinois Roseville, California Sugar Land, Texas Westminster, Colorado
Boulder, Colorado Clovis, California Greeley, ColoradoKent, Washington
Pearland, Texas Round Rock, Texas Surprise, Arizona Wilmington, North Carolina
Reminders
•Information is preliminary (received on 6/23)
•Final reports will be available in early July
•Vendor is still analyzing data to formulate conclusionary statements
•Perceptions and responses likely affected by:
•Recent significant events: COVID-19 pandemic, Winter Storm Uri
•National economic and political climate
•Confusion over local, state, and federal government responsibilities and jurisdictions
•Statistics provided are the over-arching measures of Livability and Quality of Life.
•Final report will include results of all survey questions
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CommunityLivability
•Resident perceptions of quality and importance for each of these facets of livability provide an overview of strengths and challenges that are useful for planning, budgeting, and evaluation
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Facets of Livability (1/5)
•“Please rate each of the following characteristics as they relate to Denton as a whole (% excellent or good)”
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Facets of Livability (2/5)
9File ID 19‐858
•“Please rate each of the following characteristics as they relate to Denton as a whole (% excellent or good)”
Facets of Livability (3/5)
10File ID 19‐858
•“Please rate how important, if at all, you think it is for the Denton community to focus on each of the following in the coming two years (% essential or very important)”
9
10
6/27/2022
6
Facets of Livability (4/5)
11File ID 19‐858
•“Please rate how important, if at all, you think it is for the Denton community to focus on each of the following in the coming two years (% essential or very important)”
Facets of Livability
(5/5)
12File ID 19‐858
11
12
6/27/2022
7
Quality of Life (1/3)
13File ID 19‐858
Overall quality of life in Denton, 2022
“Measuring community livability starts
with assessing the quality of life of those
who live there, and ensuring that the
community is attractive, accessible, and
welcoming to all.”
Quality of Life (2/3)
•“Please rate each of the following aspects of quality of life in Denton (% excellent or good)”
14File ID 19‐858
13
14
6/27/2022
8
Quality of Life (3/3)
•“Please indicate how likely or unlikely you are to do each of the following (% very or somewhat likely)”
•"Please rate the following in the Denton community (% excellent or good)"
15File ID 19‐858
Next Steps
•Use preliminary results to inform priorities discussion
•Compile full survey results
•Transmit results and conclusions to Council, staff
•Distribute results publicly
•Further use results to shape and connect:
•Council and staff priorities
•Strategic planning
•Budget and staffing decisions
•Community partnerships and engagement
16File ID 19‐858
15
16
6/27/2022
9
QUESTIONS?
17File ID 19‐858
Ryan Adams
Chief of Staff
City Manager's Office
17
Pursue Organizational Excellence and Collaborative and Respectful Leadership
Denton is a leader among City governments
and achieves responsible, transparent, and
respectful governance through a focus on:
+A focus on diversity, equity, and inclusion
+A commitment to the use of data,
analysis, and metrics to inform decisions
+Adoption of best and leading practices
+Clear communication,
stakeholder engagement, and
multidisciplinary collaboration
Enhance Infrastructure and Mobility
The City facilitates and supports reliable, safe,
sustainable, and high-quality infrastructure
that supports every community member’s
access to core services and full participation
in the community. This is achieved through:
+Strategic, innovative, and
forward-thinking planning
+A holistic and multimodal approach
to mobility that provides viable
transportation alternatives
+Leveraging partnerships with,
and influencing the private
sector utility providers
Foster Economic Opportunity and Affordability
A community with a diversified tax base with
dynamic opportunities for employment and
housing.
+Focus on child care needs
+Foster high quality jobs that
pay a living wage
+Enhance affordable housing opportunities
+Emphasize workforce training
+Keep utility rates affordable
Strengthen Community and Quality of Life
Reinforce a strong knit community through
diversity and engagement.
+Denton is welcoming and accepting
+Promote inclusivity for positive,
equitable opportunities
+Provides access to opportunities
to grow and succeed
+A home to community
Support Healthy and Safe Communities
Denton places the highest priority on
the health, safety, and well being of our
community through:
+Professionally trained and well-
staffed public safety agencies
+Collaboration and engagement
between the City and community
+Leveraging technology, innovation,
and community partnerships
Promote Sustainability and the Environment
The City ensures the long-term viability of the
community’s services, resources, and physical
environment through:
+Responsible stewardship of limited
financial, human, and natural resources
+Evidence based decision making
+Adoption of more efficient
practices, policies, and codes
+Focus on responsible waste management
+Regular evaluation of renewable goals
Key Focus Areas
CITY COUNCIL
PRIORITIES
REPORT
JUNE 2022 | FY 21-22
SUMMARY
This report summarizes progress on the projects and priorities adopted for the
FY 21-22 fiscal year. Additional Information can be found at
www.cityofdenton.com/councilpriorities
Prepared by the City Manager’s Office
Key Focus Area: Pursue Organizational Excellence
FY 21-22 Priorities and Major Projects Key Milestone (s)Status Recommended Next Steps
Develop and Implement American Rescue Plan Funding and
Programs
•Received $23.3 Million in American Rescue Plan
(ARP) Funds for FY 21-22
Completed Support ongoing COVID-19-related recovery and sustainability
efforts using ARPA -State and Local Fiscal Recovery Funds
Complete and Launch a new website •Website launched in November 2021 Completed
Continue Grants Management Improvements •Implemented a grant review oversight committee
•Procured grant management software
Ongoing Support ongoing improvements for funding opportunities and
process improvements
Implement 311 System •Procured 311 software in November 2021
•Hired a 311 Coordinator in January 2022
•Initiated implementation in February 2022
Ongoing Complete system implementation and launch during FY 22-23, Q2
Evaluate Organizational Staffing and Benefits •Expanded Holiday Leave Benefits in December
2021
•Presented a Work Session on Paid Parental Leave
Options in March 2022
•Soliciting for Organization-Wide Compensation
Study in July 2022
Ongoing Paid Parental Leave Supplemental Request submitted for FY 22-23
Develop City Hall West Plan •Contracted with Architexas for professional design
services in January 2022
•Interior demolition plans approved by Texas
Historical Commission in May 2022
In Process Hold a Work Session in Fall 2022 for Vision Plan Options
Prepare a solicitation for interior demolition
Proposed for a future bond issuance
Key Focus Area: Enhance Infrastructure and Mobility
FY 21-22 Priorities and Major Projects Key Milestone (s)Status Recommended Next Steps
Finalize the Mobility Plan Update •Adopted the 2022 Mobility Plan in March 2022 Completed Update the City’s Interactive GIS Map to include the 2022 plan
Update Roadway Impact Fees
Improve Capital Project Planning and Communication •Implemented Project Management Software in
November 2021
•Implemented an interactive CIP map
Completed Continue utilizing technology for citizen communication and
engagement
Enhance Focus on Traffic & Speed Safety •Initiated Citywide speed study in December 2021 In Process Hold a Work Session on September 27, 2022
Complete Vision Zero baseline assessment and Phase 1 Action Plan
Key Focus Area: Foster Economic Opportunity and Affordability
FY 21-22 Priorities and Major Projects Key Milestone (s)Status Recommended Next Steps
Update the Comprehensive Plan •Adopted the update in March 2022 Completed Implement the Action Plan (270 items)
Develop an Affordable Housing Strategy •Adopted the Affordable Housing Strategic Toolkit
in February 2022
Completed Implement Affordable Housing Strategic Toolkit
Review & Develop Denton Development Code (DDC) Amendments •Established Development Code Review Committee
in April 2021
Ongoing Continue the established process to maintain updates to the DDC
as necessary
Continue Implementing Economic Development Strategic Plan •Implemented Strategic Plan in 2020 In Progress Hold a Work Session for the Catalyst Fund on July 19, 2022
Key Focus Area: Strengthen Community Services & Quality of Life
FY 21-22 Priorities and Major Projects Key Milestone (s)Status Recommended Next Steps
Continue to Strengthen Homelessness Initiatives and the Housing
Crisis Response System
•Enhanced Street Outreach through ARP funds in
March of 2022
Ongoing Requesting additional funding through the FY 22-23 Budget process
for homeless initiatives and additional Human Services grant funds
Consider a Non-Discrimination Ordinance (NDO)•Adopted NDO in March 2022
•NDO effective in July 2022
Completed Develop NDO processes and education
Develop the 909 N. Loop 288 Building as a 24/7 Center •Executed a Construction Manager at Risk Contract
in November 2021
In Progress Facility opening estimated during FY 22-23 Q1
Key Focus Area: Support Healthy and Safe Communities
FY 21-22 Priorities and Major Projects Key Milestone (s)Status Recommended Next Steps
Continue COVID-19 Response •Lifted emergency order in March 2022 Completed Continue to promote public health updates and vaccine guidelines
Continue Development of the Police Department Mental Health
Division
•Procured MHD software
•Medic and Stability Caseworker added to HOT
Ongoing Continue enhancement of the Mental Health Division
Continue Updating Police Department Policies and Training •Completed Phase 1 of TPCA Accreditation in April
2022
Ongoing Complete Phase II TCPA Accreditation
Implement Police Chief Advisory Board •Established Police Chief Advisory Board Completed Continue the established process of providing recommendations
that promote the use of best practices in the use of force policies
Key Focus Area: Support Healthy and Safe Communities
FY 21-22 Priorities and Major Projects Key Milestone (s)Status Recommended Next Steps
Pursue Fire Department Accreditation •Initiated Standards of Cover In Process Complete Self-Assessment in August 2022
Participate in Peer Team On-site Review in October 2022
Attend Accreditation Hearing in March 2023
Complete Public Facilities from Bond Program •Executed a Construction Manager at Risk Contract
in April 2020
•Substantial completion of Headquarters,
Substation, and Firing Range
In Process Facility opening estimated during FY 22-23 Q1
Planning and Design for Fire Station # 9 •Awarded the design contract in January 2022 Completed Station Construction proposed in the FY22-23 Capital Budget
Key Focus Area: Promote Sustainability & the Environment
FY 21-22 Priorities and Major Projects Key Milestone (s)Status Recommended Next Steps
Complete the Comprehensive Solid Waste Management Strategy
(CSWMS)
•Completed CSWMS Final Report in May 2022 Completed Proposed adoption of a resolution for the CSWMS on July 19, 2022
Progress the 2020 Simply Sustainable Framework and Advisory
Committee
•Adopted the FY 21-22 Framework Work Plan in
April 2022
Ongoing Continue to implement the Work Plan
Expand Bike/Pedestrian Network •Completed the Sidewalk Work Plan and Interactive
Mapping and Scoring System in December 2021
Ongoing Continue development of the Bicycle Work Plan
Evaluate a Strategy or Preferred Pattern of Preservation •Implementation of a working group to coordinate
cross-departmental efforts for preservation in
March 2022
•Provided an Informal Staff Report update on the
progress on Wildlife Corridors in June 2022
Ongoing Continue working towards establishing a framework and map for
Wildlife Corridors with existing ongoing City efforts i.e., ESA, Trail
System Master Plan, Comprehensive Plan, Urban Forest Master
Plan
July 8, 2022 Report No. 2022-041
4. Strengthen Community and Quality of Life
Reinforce a strong-knit community through diversity and engagement.
• Denton is welcoming and accepting
• Promote inclusivity for positive, equitable opportunities
• Provides access to opportunities to grow and succeed
• A home to the community
5. Support Healthy and Safe Communities
Denton places the highest priority on the health, safety, and well-being of our community
through:
• Professionally trained and well-staffed public safety agencies
• Collaboration and engagement between the City and community
• Leveraging technology, innovation, and community partnerships
After establishing the Key Focus Areas, Council discussed and prioritized the following potential
priorities for FY 22-23. A total of eight (8) priority projects received a majority of Council
support. In addition to the new priority projects, several key projects and initiatives from FY21-
22 will continue forward into the next fiscal year. In addition, staff made minor revisions for
clarity. The complete list of key focus areas, new priority projects, and projects carrying over
from the current fiscal year are listed below (new priorities bolded):
Key Focus Area Priority Projects
Pursue Organizational
Excellence and Collaborative
and Respectful Leadership
• New City Hall which includes the potential for retail lease
space or partnership opportunities
• City staffing, benefits, and sustainability
• Develop the City Hall West Plan
• Implement 311 System
Foster Economic
Opportunity and
Affordability
• Form a Municipal Housing Corporation to focus on
workforce/affordable housing
• Execute the Housing Affordability program
• Increase Tourism
• Continue Implementing the Economic Development Strategic
Plan
• Review & Develop Denton Development Code (DDC
Amendments)
Strengthen Community and
Quality of Life • Develop and implement small area plans
• Develop the 909 N. Loop 288 Building as a 24/7 Center
• Continue to Strengthen Homelessness Initiatives and the
Housing Crisis Response System
Support Healthy and Safe
Communities
• Partner with Vulcan Materials to relocate the concrete
plant
• Complete Public Safety Facilities from Bond Program
July 8, 2022 Report No. 2022-041
• Pursue Fire Department Accreditation
• Continue Development of the Police Department Mental
Health Division
• Continue Updating Police Department Policies and Training
Promote Sustainability and
the Environment
• Expand the vehicle fleet and infrastructure
• Progress the 2020 Simply Sustainable Framework and
Advisory Committee
• Expand Bike/Pedestrian Network
• Evaluate a Strategy or Preferred Pattern of Preservation
Enhance Infrastructure and
Mobility
• Enhance Focus on Traffic & Speed Safety
An update on all FY21-22 priorities can be viewed in the attached Council Priorities Status
Report. The report includes a list of each priority/project’s completed milestones, and applicable
next steps to reflect progress made during the FY21-22. Because many of the priorities/projects
are multi-year projects, staff will continue to report milestones and status updates via regular
reports to Council.
CONCLUSION:
Once affirmed and adopted, the FY22-23 key focus areas and priorities, which will include the
ongoing priorities, will serve as the foundation for budget development and strategic focus for the
upcoming fiscal year. Staff will track progress on adopted priorities and status updates will be
provided to Council via regular reports. Adoption of the proposed priorities is scheduled for the
July 19 Council meeting.
ATTACHMENTS:
1. Council Retreat Report
2. Key Focus Areas Summary
3. FY 21-22 Council Priorities Status Report
STAFF CONTACT:
Monica Benavides
Assistant to the City Manager
Monica.Benavides@cityofdenton.com
(940) 349-8989
REQUESTOR:
Staff initiated