121523 Friday Staff Report
City Manager’s Office
215 E. McKinney St., Denton, TX 76201 (940) 349-8307
OUR CORE VALUES
Inclusion Collaboration Quality Service Strategic Focus Fiscal Responsibility
MEMORANDUM
DATE: December 15, 2023
TO: The Honorable Mayor Hudspeth and Council Members
FROM: Sara Hensley, City Manager
SUBJECT: Friday Staff Report
Upcoming Meetings
A. Zoning Board of Adjustment on Monday, Dec. 18, 2023, at 5:30 p.m. at the Development
Service Center.
B. Cancelled - Committee on the Environment on Tuesday, Dec. 19, 2023, at 9:00 a.m. in
the City Council Work Session Room.
C. Mobility Committee on Wednesday, Dec. 20, 2023, at 8:00 a.m. in the City Council
Work Session Room.
Please check the City of Denton website for final meeting days and times as information is subject
to change after the Friday Report is published.
Public Meetings & Agendas | Denton, TX (civicplus.com)
General Information & Status Updates
A. DCAD Board of Directors Vote – The Denton Central Appraisal District (DCAD) has
named the Board of Directors for the 2024 tax year as follows:
1) Roy Atwood
2) Charles Stafford
3) Alex Buck
4) David Terre
5) Ann Pomykal
The first board meeting will be held on Thursday, January 18, 2024, at which time the
members will take their oath of office and officers will be selected. See the attached memo
from Chief Appraiser Don Spencer. Staff contact: Cassey Ogden, City Manager’s Office
B. Becky Diviney Farewell – Congratulations to Becky Diviney who has accepted the
Assistant City Manager position in Rowlett. We are very appreciative of the work Becky
has performed for the City in her various roles. The City Manager’s Office wishes her the
best of success in all future endeavors. Recruitment for the City Engineer position is
underway. Staff contact: Cassey Ogden, City Manager’s Office
C. Denton PD 150th Anniversary Challenge Coins – To commemorate the 150th anniversary
of the Denton Police Department, a special challenge coin is being distributed to each
member of the department. The coin was designed in 2019 during a redesign project that
led to the current Denton PD badge and patch. Knowing the 150th anniversary was
approaching in 2023, Officer Ryan Grelle and Crime Analyst Chris Womack were the
primary designers who ensured the department’s history was captured in the
commemorative coin. Staff contact: Doug Shoemaker, Police
Responses to Council Member Requests for Information
A. City Attorney Fees – On Dec. 6, Council Member McGee requested attorney fees that the
City has incurred over the past two years. Attached are the City’s litigation fees for outside
counsel over the past two fiscal years as well as quarter one of FY 23-24. Staff contact:
Mack Reinwand, City Attorney’s Office
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B. Hobson Lane Bridge Assessment – On Dec. 6, Council Member Holland requested a road
safety assessment on the Hobson Lane bridge. Staff conducted a preliminary Road Safety
Audit by reviewing traffic controls, traffic flow during peak morning and afternoon
periods, and historical crash set data. Based on the findings, staff recommends adding
retroreflective striping and signage, addressing ADA deficiencies at all site intersections
and pedestrian crossings, and improving street lighting for the entire corridor of Hobson
Lane. Traffic updates will be forthcoming depending on budget availability. Staff contact:
Farhan Butt, Development Services
C. Hunter Ranch and Cole Ranch Fiscal Impact Analysis – During the Dec. 12 Council
Meeting, information was requested regarding the Fiscal Impact Analysis performed for
the Hunter Ranch and Cole Ranch Municipal Management Districts in 2020. Information
from the April 7, 2020 Council Meeting is attached. Staff contact: Tina Firgens,
Development Services
D. Encampment Concerns Near Bray Village Drive - On Dec. 13, a resident contacted council
members regarding an encampment adjacent to their property on Bray Village Drive, citing
health and safety concerns. In response, the Homeless Outreach Team is conducting
outreach to this area and working with the property owner on the issue. An update and
timeline for remediation will be provided in a future Friday Report. Staff contacts: Doug
Shoemaker, Police and Megan Ball, Community Services
Upcoming Community Events and Public Meetings
Please visit the City of Denton website for upcoming community events and details.
Attachments
A. DCAD Board of Directors Voting Results ..........................................................................4
B. City of Denton Litigation Fees ............................................................................................5
C. Fiscal Impact Analysis Report .............................................................................................6
Informal Staff Reports
A. 2023-068 Public Health Official .......................................................................................88
B. 2023-069 Homelessness Initiatives Performance Outcomes ............................................94
Council Information
A. Council Requests for Information .....................................................................................98
B. Public Meetings Calendar ...............................................................................................100
C. Draft Agenda for Jan. 9 City Council Meeting ...............................................................103
D. Future Work Session Items .............................................................................................111
E. Street Closure Report ......................................................................................................112
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December 15, 2023
Denton County Taxing Units:
In accordance with SEC 6.03(k) of the Texas Property Tax Code, I have made a diligent effort to
ascertain all votes cast before today, December 15, 2023, in order to declare the five candidates
receiving the largest cumulative vote totals for the Denton Central Appraisal District Board of
Directors for the 2024 tax year. We received votes from 36 of the 61 taxing units that are entitled
to vote. I have included an attachment with the total votes recorded. The 2024 Board of
Directors is as follows:
● Roy Atwood 999 Votes
● Charles Stafford 897 Votes
● Alex Buck 714 Votes
● David Terre 650 Votes
● Ann Pomykal 622 Votes
On January 18, 2024, we will hold our first board meeting and the members will take their oath
of office and officers will be selected. I truly appreciate your continued support and your
participation in the process. If you have any questions, do not hesitate to contact me. I pray you
all have a safe and blessed Christmas and I look forward to the next year and the continued
opportunity to serve you all.
Thank you,
Don Spencer
Chief Appraiser
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5
Fiscal Impact Analysis of
Hunter/Cole Ranch Municipal
Management Districts
Fiscal Impact Analysis Report
City of Denton, Texas
Prepared for:
The City of Denton
Final Report
February 14th, 2020
4701 Sangamore Road, Suite S240
Bethesda, MD
301.320.6900
www.tischlerbise.com
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TABLE OF CONTENTS
I. Executive Summary ....................................................................................................................... 1
Development Program .................................................................................................................. 2
Summary of Fiscal Impact Results ................................................................................................. 3
Utility Funds .............................................................................................................................. 7
Overall Results .........................................................................................................................14
Key Findings & Conclusions ..........................................................................................................15
General, Debt Service, and Special Revenue Funds ...................................................................15
Utility Funds .............................................................................................................................16
II. Major Assumptions & Methodologies ..........................................................................................18
Overview of Methodology ...........................................................................................................18
General Approach ....................................................................................................................18
Key Assumptions ..........................................................................................................................20
Fiscal Year 2019 Budget ............................................................................................................20
Variable versus Fixed Costs and Revenues ................................................................................21
Levels of Service .......................................................................................................................21
Inflation Rate ...........................................................................................................................21
Enterprise Funds ......................................................................................................................22
Non-Fiscal Evaluations ..............................................................................................................22
Development Program .................................................................................................................23
III. Fiscal Impact Analysis Results .....................................................................................................25
Annual Net Fiscal Impacts ............................................................................................................26
Cumulative Net Fiscal Impacts ..................................................................................................30
Utility Funds .............................................................................................................................32
Key Findings & Conclusions ..........................................................................................................39
General, Debt Service, and Special Revenue Funds ...................................................................39
Utility Funds .............................................................................................................................40
Overall Results .........................................................................................................................41
IV. Revenue and Expenditure Detail .................................................................................................42
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Revenue Methodologies ..............................................................................................................42
General Fund Revenues ............................................................................................................42
General Debt Service Fund .......................................................................................................47
Special Revenue Funds .............................................................................................................47
Utility Funds .............................................................................................................................49
Revenue Outputs .........................................................................................................................53
Revenue Projections .................................................................................................................53
Operating Expenditure Methodologies ........................................................................................55
General and Special Revenue Funds .........................................................................................55
Utility Fund Operating Expenditures .........................................................................................59
Capital Expenditure Methodologies .............................................................................................60
General Government Facilities .................................................................................................60
Parks and Recreation ................................................................................................................61
Transportation .........................................................................................................................61
Police .......................................................................................................................................62
Fire and EMS ............................................................................................................................62
Library......................................................................................................................................62
Service Station Annex ...............................................................................................................63
Expenditure Outputs ....................................................................................................................64
Operating and Capital Expenditure Projections ........................................................................64
Appendix A. Demographic & Data Assumptions ...............................................................................67
Base Year Demographic Estimates ................................................................................................67
Population and Job Factors .......................................................................................................69
Vehicle Trips ................................................................................................................................70
Residential Vehicle Trips ...........................................................................................................70
Nonresidential Vehicle Trips .....................................................................................................71
Base Year Vehicle Trip Totals .....................................................................................................72
Functional Population ..................................................................................................................73
Police Calls for Service .................................................................................................................74
Fire Calls for Service.....................................................................................................................75
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Table of Figures
Figure 1. Development Scenario ....................................................................................................... 2
Figure 2. Annual Net Fiscal Impact 2019-2059 .................................................................................. 3
Figure 3. Summary of 40-Year Cumulative Fiscal Impacts to City of Denton ....................................... 4
Figure 4. Annual Operating & Capital Expenditures Compared to Revenues ...................................... 5
Figure 5. Capital Facilities and Expenditure Inventory (General, Special, and Debt Service Funds) ..... 6
Figure 6. Cumulative 40-Year Net Fiscal Impact by Utility Fund (1,000s) ............................................ 7
Figure 7. Capital Facilities and Expenditure Inventory (Utility Funds) ................................................ 9
Figure 8. Water Fund Operating & Capital Expenses Compared to Revenues ....................................10
Figure 9. Wastewater Fund Operating & Capital Expenses Compared to Revenues ...........................11
Figure 10. Solid Waste Fund Operating & Capital Expenses Compared to Revenues .........................12
Figure 11. Electric Fund Operating & Capital Expenses Compared to Revenue .................................13
Figure 12. Operating and Capital Expenditures Compared to Revenues for Funds Analyzed Combined
........................................................................................................................................................14
Figure 13. Development Scenario ....................................................................................................23
Figure 14. Annual Net Fiscal Impact 2019-2059 ...............................................................................26
Figure 15. Annual Operating & Capital Expenditures Compared to Revenues ...................................28
Figure 16. Capital Facilities and Expenditure Inventory (General, Special, and Debt Service Funds) ..29
Figure 17. Summary of 40-Year Cumulative Fiscal Impacts to City of Denton ....................................30
Figure 18. 40-Year Cumulative Revenues and Expenditures: General and Debt Service Funds ..........31
Figure 19. Cumulative 40-Year Net Fiscal Impact by Utility Fund (1,000s) .........................................32
Figure 20. Capital Facilities and Expenditure Inventory (Utility Funds) .............................................34
Figure 21. Water Fund Operating & Capital Expenses Compared to Revenues ..................................35
Figure 22. Wastewater Fund Operating & Capital Expenses Compared to Revenues .........................36
Figure 23. Solid Waste Fund Operating & Capital Expenses Compared to Revenues .........................37
Figure 24. Electric Fund Operating & Capital Expenses Compared to Revenue .................................38
Figure 25. Operating and Capital Expenditures Compared to Revenues for Funds Analyzed Combined
........................................................................................................................................................41
Figure 26. General Fund Revenues ...................................................................................................43
Figure 27. Sales Tax per Square Foot ................................................................................................45
Figure 28. Assessed Value by Land Use Type ....................................................................................45
Figure 29. General Debt Service Fund ..............................................................................................47
Figure 30. Street Improvement Fund ...............................................................................................48
Figure 31. Roadway Impact Fee Assumptions ...................................................................................48
Figure 32. Utility Fund Revenue Projection Methodology ................................................................49
Figure 33. Water and Wastewater Billing Assumptions.....................................................................50
Figure 34. Water and Wastewater Impact Fee Assumptions .............................................................51
Figure 35. Utility Fund Revenue Projection Methodology ................................................................52
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Figure 36. Solid Waste Fund Revenue Projection Methodology ........................................................52
Figure 37. 40-Year Revenue Totals for all Non-Utility Funds ..............................................................53
Figure 38. Revenue Totals and Annual Average for Utility Funds ......................................................54
Figure 39. General and Special Revenue Operating Expenditures Approach .....................................56
Figure 40. City Maintained Parks and Recreation Facilities for Operating Expense Projections .........57
Figure 41. Utility Funds Operating Expenditures Approach ..............................................................59
Figure 42. Operating Expenditure Projections ..................................................................................64
Figure 43. Summary of Non-Utility Capital Costs ..............................................................................65
Figure 44. Summary of Utility Fund Capital Costs .............................................................................65
Figure 45. Base Year Input Data .......................................................................................................68
Figure 46. Trip Adjustment Factor for Commuters ............................................................................70
Figure 47. Trip Generation Factors ...................................................................................................71
Figure 48. Vehicle Trips ....................................................................................................................72
Figure 49. City of Denton Functional Population ..............................................................................73
Figure 50. Police Service Call Demand Factors .................................................................................74
Figure 51. Fire Department Demand Factors ....................................................................................75
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I . EXECUTIVE SUMMARY
The purpose of this Fiscal Impact Analysis (“FIA”) is to provide information to the City of Denton
related to the fiscal impact of the proposed Hunter Ranch and Cole Ranch Municipal Management
Districts (“Hunter/Cole MMD” or “Hunter/Cole Ranch”). An FIA determines whether revenues
generated by development are sufficient to cover the costs resulting from that development —
specifically, those costs associated with maintaining current levels of service given the additional
service and facility demands that growth places on a jurisdiction.
The City of Denton has been in discussions with Hillwood and Stratford Land (“the developers” or
“development team”) regarding the development of Hunter Ranch and Cole Ranch on a 6,340-acre
area to the Southwest of the city’s downtown since 2008. In February 2019 the City passed a
resolution of support for the formation and operation of the Hunter Ranch and Cole Ranch Municipal
Management Districts. Municipal Management Districts (“MMDs”) are special tax assessment districts
and political subdivisions of the State of Texas. MMDs may levy taxes and issue bonds in order to
provide the infrastructure needed to serve raw land development. As development progresses, the
Management District can then provide supplemental services and improvements.
Hunter/Cole Ranch has the potential to significantly expand the City of Denton’s economic base and
municipal tax base. As an MMD, it also has the authority and revenue raising tools to self-fund a
portion of the improvement projects needed to serve the development proposed as well as some of
the ongoing expenses associated with maintaining those improvements.
The City of Denton is currently evaluating the impact of the proposed project and negotiating terms
of approval with the development team. TischlerBise is one of several consulting firms working with
the City to inform this decision-making process. TischlerBise’s role was to calculate the net fiscal
impact of the proposed Hunter/Cole Ranch development to the City’s general operating and debt
service funds, the Roadway Impact Fee Fund, and the Street Improvement Fund. Additionally, we
examined the fiscal impact to the City’s Utility Funds to provide the City with cost and revenue
projections for use in its own rate analyses. The City of Denton owns and operates the electric, water,
wastewater, and solid waste utilities that would serve Hunter/Cole Ranch.
This report describes our approach and methodology, presents our findings, and discusses their
significance.
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D EVELOPMENT P ROGRAM
The Hunter Ranch and Cole Ranch developments propose a mix of uses and industries across 6,340
acres of undeveloped land. The City of Denton provided us with the developers’ baseline build-out
scenario for residential units and commercial and industrial acreage. We derived estimates for the
other key indicators from federal and local governmental sources.
Figure 1 below presents the development scenario for Hunter/Cole Ranch in cumulative 10-year
increments.
Figure 1. Development Scenario
Development Scenario Summary
Cumulative Growth: 2019 - 2059, 10 year increments
City of Denton, Texas - Hunter and Cole Ranch FIA
EXISTING Year 10 Year 20 Year 30 Year 40
2019 2029 2039 2049 2059
POPULATION 134,460 11,600 40,800 55,805 55,805
% growth from existing 9%30%42%42%
RESIDENTIAL LOTS NA 3,600 9,600 12,400 12,400
SINGLE FAMILY 30,450 3,000 9,000 12,400 12,400
MULTIFAMILY 19,190 800 4,800 6,450 6,450
TOTAL UNITS 49,640 3,800 13,800 18,850 18,850
% growth from existing 7.7% 27.8% 38.0% 38.0%
NONRESIDENTIAL ACRES NA 71 486 741 741
RETAIL SF 5,470,258 137,214 1,692,306 2,957,724 2,957,724
OFFICE SF 6,429,066 137,214 1,692,306 2,957,724 2,957,724
INDUSTRIAL SF 13,619,179 585,446 2,536,934 3,122,381 3,122,381
INSTIT SF 4,529,955 0 0 0 0
TOTAL NR DEVELOPMENT (SF)30,048,460 859,874 5,921,546 9,037,829 9,037,829
% growth from existing 3%20%30%30%
RETAIL JOBS 12,818 203 2,498 4,365 4,365
OFFICE JOBS 19,782 203 2,498 4,365 4,365
INDUSTRIAL JOBS 15,772 864 3,744 4,608 4,608
TOTAL JOBS 48,372 1,269 8,739 13,338 13,338
% growth from existing 2.6% 18.1% 27.6% 27.6%
Source: City of Denton; U.S. Census American Community Survey, 2015 - 2017 estimates; ITE 10th Edition (2017).
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S UMMARY OF F ISCAL I MPACT R ESULTS
The fiscal impacts of growth are shown below in the following figures. Net fiscal results are revenues
minus costs in each year, reflecting operating and capital costs for all services modeled. Data points
above the $0 line represent annual surpluses; points below the $0 line represent annual deficits.
Surpluses in any one year are not carried forward to the next year.
Figure 2. Annual Net Fiscal Impact 2019-2059
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The cumulative totals shown below reflect total revenues and expenditures over the 40-year time
frame. As shown, there is a cumulative positive fiscal impact for the funds analyzed, with the
exception of the Roadway Impact Fee Fund for which the fiscal impact is essentially neutral. It should
be noted that this analysis projects roadway impact fee revenues based on the conceptual phase
development program and impact fee rates from the City of Denton’s 2015 Roadway Impact Fee Study;
costs are projected separately based on the projected increase in transportation demand.1 In practice,
roadway impact fee rates are likely to be adjusted periodically to reflect changes to growth and the
Roadway Capital Improvement Plan. The MMD will also contribute revenue from a Contract Tax as
outlined in the Operating Agreement to assist in funding impact fee-eligible projects.
Figure 3. Summary of 40-Year Cumulative Fiscal Impacts to City of Denton
For further detail, operating and capital impacts are separated in the following figure.
1 The 2015 City of Denton Impact Fee Schedule provides distinct impact fee rates to a detailed inventory of potential land
uses. The conceptual phase build-out projections have not yet identified land uses to the level of detail needed to assign
applicable impact fee rates to specific land uses. For example—supermarkets and department stores both fall into the
“Retail” land use category. Per the 2015 Roadway Impact Fee Schedule, impact fees for “Supermarket” (ITE Land Use Code
850) are collected at the rate of $5,204.04 per 1,000 SF, compared to a collection rate of $1,123.46 per 1,000 SF for
“Department Store” (ITE Land Use Code 875). The difference in these rates is related to the level of demand each land use
is expected to place on roadway infrastructure. The FIA used the ITE Trip Generation Rate for Land Use Code 810 (“Shopping
Center”) for Retail, which reflects travel demand for an average Retail land use. “General Office Building” or ITE Land Use
Code 710 was utilized for Office, which is likewise the closest approximation to an average Office land use in terms of trip
generation.
Cumulative Fiscal Impact (x$1,000s)
City of Denton - Fiscal Impact Analysis
General Fund $1,148,231 70%$867,704 77%$280,528
Debt Service Fund $335,073 21%$142,035 13%$193,038
Special Revenue: Street Improvement Fund $96,975 6%$69,372 6%$27,603
Special Revenue: Roadway Impact Fee Fund $49,008 3%$51,657 5%($2,648)
TOTAL $1,629,288 100%$1,130,768 100%$498,520
Net Fiscal
Impact
CATEGORY Cumulative
Revenues %Cumulative
Expenditures %
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Figure 4. Annual Operating & Capital Expenditures Compared to Revenues
As a development-finance tool, Municipal Management Districts allow private property owners to access
low-interest financing for public infrastructure projects. The development team and the City of Denton
have identified improvement projects required to serve the Hunter/Cole Ranch Master Planned
Community that will be financed by the MMD or the developer.
The table below inventories the infrastructure projects and other capital investments triggered by the
proposed development of Hunter/Cole Ranch. Capital costs are categorized as either “City Funded”
or “MMD/Developer Funded.” Only those projects required to maintain current levels of service are
identified here—planned investments in private amenities for the exclusive use of Hunter/Cole
Ranch MMD residents are excluded from this analysis and from the list below.
Non-utility capital projects and costs are allocated to the City of Denton and the MMD/Developer in
the detailed capital project inventory depicted in Figure 5 on the following page. The methodology
underlying these projections and cost assumptions is discussed in detail in the Revenue and
Expenditure Methodology Chapter of the report.
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Figure 5. Capital Facilities and Expenditure Inventory (General, Special, and Debt Service Funds)
Non-Utility Capital Facilities and Allocation of Costs ($1,000s)
Fiscal Impact Analysis - Denton, TX
DEPARTMENT - Facility
Quantity Total Square
Footage Total City of
Denton
MMD /
Developer
Parks and Recreation*
Recreation Center Building 1 70,000 $11,900 $11,900 $0
Hunter Ranch City Park (54 acres)1 2,352,240 $12,493 $8,534 $3,959
Cole Ranch City Park (50 acres)1 2,178,000 $11,861 $7,902 $3,959
Neighborhood Parks (5 acres ea)4 653,400 $4,214 $0 $4,214
Pocket Parks / Dog Parks (2 acres ea)30 2,613,600 $3,000 $0 $3,000
Regional Trails 23 miles 1,212,275 $11,537 $0 $11,537
Community Trails 35 miles 1,112,958 $13,860 $0 $13,860
Parks & Rec Department - Vehicles 24 -$864 $864 $0
Parks & Rec Department - Service Station Annex 1 10,684 $1,537 $1,537 $41
Parks & Rec Department - Parking 1 10,667 $480 $480 $41
Facilities - Service Station Annex 1 45,652 $8,394 $8,394 $176
Facilities - Vehicles and Equipment 24 -$523 $523 $0
Fleet - Service Station Annex 1 186,474 $13,910 $13,193 $718
Fleet - Vehicles and Equipment 150 -$2,700 $2,700 $0
General Government - Administrative Space -67,913 $11,142 $11,142 $0
General Government - Vehicles 38 -$1,140 $1,140 $0
On-Site and Regional Roadway Projects4 --$241,157 $0 $241,157
Systemwide Improvements5 --$40,116 $40,116 $0
Streets - Vehicles 53 -$3,028 $3,028 $0
Streets - Service Station -61,765 $4,561 $4,324 $238
Lakes / Dams/ Spillways etc. TBD $37,800 $0 $37,800
Police - Substation 20,630 -$5,000 $0 $5,000
Police - Patrol Vehicles 109 -$4,711 $4,711 $0
Fire - Fire Substation*^^2 15,721 $9,670 $4,670 $5,000
Fire - Fire Engines / Ladder Trucks 8 -$6,975 $6,975 $0
Fire - Vehicles 32 -$7,360 $7,360 $0
Library^1 21,516 $4,564 $4,564 $0
345 vehicles /
24 lane miles TOTAL: $500,026 $168,866 $331,593
^ Library cost estimate includes opening day collection materials.
*Developer contribution towards City Parks of $3,950,000 provided by City of Denton 01/16/2020
General Notes:
[1] Cost estimates represent the initial purchase and, for vehicles and equipment, replacement costs.
[2] Debt financing expenses are not included.
[3] 50 percent of Service Station Annex costs identified in Quorum report are attributable to Hunter/Cole Ranch.
[4] Costs reflect the specific project cost estimates identified in February 12, 2020 version of Cole and Hunter Ranch Developments Travel
Demand Model Report submitted by HDR Engineering, Inc.
^^ Fire Substation is the second of two substations triggered by the development; the first will be funded by the developer.
Fleet & Facilities Management
General Government
Library
Police
Transportation
Fire and EMS
[5] Costs reflect projected growth in system-level transportation demand over the analysis' study period.
Capital Costs ($1,000s)
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UTILITY FUNDS
Utility Funds were included in our analysis at the request of the City of Denton to evaluate whether
the income generated from new customers and users would cover the costs required to provide
service to the MMD while maintaining existing levels of service throughout the city.
CUMULATIVE FISCAL IMPACT FOR UTILITY FUNDS
As depicted in the figure below, the net fiscal impact of the MMD is positive across all utility funds.
Capital Expenditures include utility infrastructure projects, as well as capital equipment and vehicles.
A detailed inventory of capital expenditures is presented in Figure 7.
Figure 6. Cumulative 40-Year Net Fiscal Impact by Utility Fund (1,000s)
40-Year Net Cumulative Impact - Utilty Funds
City of Denton - Fiscal Impact Analysis
Electric Fund*
Operating Revenues $966,695
Operating Expenditures $565,517
Capital Expenditures $115,077
NET CUMULATIVE IMPACT $286,102
Water Fund
Operating Revenues $389,015
Impact Fee Revenues $153,035
Operating Expenditures $238,853
Capital Expenditures $241,963
NET CUMULATIVE IMPACT $61,235
Wastewater Fund
Operating Revenues $279,736
Impact Fee Revenues $144,469
Operating Expenditures $196,973
Capital Expenditures $226,743
NET CUMULATIVE IMPACT $490
Solid Waste
Revenues $304,055
Operating Expenditures $246,914
Capital Expenditures $36,378
NET CUMULATIVE IMPACT $20,763
*Electric Fund projections provided by City of Denton.
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The table below inventories the utility infrastructure projects and other capital investments triggered
by Hunter/Cole Ranch. Capital costs are categorized as either “City Funded” or “MMD/Developer
Funded.”
Note that replacement facilities and major maintenance are not included in the capital costs
presented below. Facilities needed to serve new growth are reflected. For capital improvements that
are purchased—vehicles, equipment, etc., the model and fiscal results include both the initial
purchase cost and the cost to replace the item after it reaches its useful life.
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Figure 7. Capital Facilities and Expenditure Inventory (Utility Funds)
Utility Funds - Capital Facilities and Expense Allocation ($1,000s)
Fiscal Impact Analysis - Denton, TX
FUND - Facility
Quantity or
Square
Footage
Total City of
Denton
MMD /
Developer
Water Fund
CIP Projects per FNI Report**19 projects $224,641 $153,035 $71,607
Service Station Annex 17,902 $1,969 $1,900 $69
Vehicles 24 $987 $987 $0
Wastewater Fund
CIP Projects per FNI Report***15 projects $232,016 $144,469 $87,547
Service Station Annex 11,264 $1,282 $1,239 $43
Vehicles 21 $924 $924 $0
Solid Waste Fund
Materials Recovery Facility 37,500 $3,144 $3,000 $144
Transfer Station 25,000 $6,975 $6,075 $900
Bulk Drop Off Facilities & Weigh Station 4,159 $1,788 $1,772 $16
Administrative Space 2,900 $649 $638 $11
Solid Waste Haulers / Commercial Trucks 38 $5,510 $5,510 $0
Roadway to Transfer Station 25,725 $660 $561 $99
Vehicle Maneuvering 65,000 $705 $455 $250
Electric Fund*
Substation 1 $18,077 $18,077 $0
Distribution Lines (Cost to Serve)NA*$38,147 $38,147 $0
Main Feeder Circuits NA*$41,357 $41,357 $0
Vehicles 37 $2,250 $2,250 $0
Lighting NA*$12,177 $0 $12,177
Administrative / Shop Space 40,960 $10,350 $10,192 $158
TOTAL: $603,611 $430,589 $173,022
Source: Quorum; TischlerBise; City of Denton; FNI
*Cost estimates for total distribution lines and feeder circuits provided by DME.
General Notes:
[1] Cost estimates represent the initial purchase and, for vehicles and equipment, replacement costs.
[2] Debt financing expenses are not included.
[3] 50 percent of Service Station Annex square footage identified in Quorum Analysis (Jan 16, 2020) is attributable to Hunter/Cole Ranch.
[4] Per the Hunter-Cole Development Analysis submitted by FNI on Feb 7, 2020, total CIP Projects for Water and Wastewater Funds equal
$328,612,700 and $290,441,800 respectively (land excluded). Of these costs, $224,341,400 and $231,836,500, respectively, are a result of
projected demand from the Hunter/Cole Ranch developments. The remainder is attributable to projected use by the entire system.
**Developer contribution of 10 acres of land for Water Booster Pump Station, valued at $30,0000 per acre per draft Project Agreement
included in addition to CIP Costs identified in FNI's Hunter-Cole Development Analysis (Feb 7, 2020) per direction from City of Denton staff.
***Includes Developer contribution of 6 acres of land for Hickory Creek Wastewater Lift Station, valued at $30,000 per acre per draft Project
Agreement in addition to CIP Costs identified in FNI's Hunter-Cole Development Analysis (Feb 7, 2020) per direction from City of Denton staff.
Capital Costs ($1,000s)
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The methodology and approach utilized to arrive at the capital cost projections is detailed in the Revenue
and Expenditure Detail chapter of this report.
NET ANNUAL FISCAL IMPACT FOR UTILITY FUNDS
The annual net fiscal impact on the utility funds is presented in the figures that follow.
Water Fund
Water Fund revenues are expected to exceed operating expenditures throughout the study-period.
Minor capital deficits in the amounts of approximately $172,000 and $345,000 are incurred in 2022
and 2023, respectively, as design and predevelopment expenditures for the first of three expansions
to the Lake Ray Roberts Water Treatment Plant are incurred prior to the delivery of revenue-
generating residential and nonresidential development. Revenues are then projected to exceed
capital expenditures until 2043, as depicted in the figure below. Note that the spikes depicted in Water
Fund revenues are the result of impact fees.
Figure 8. Water Fund Operating & Capital Expenses Compared to Revenues
22
The capital expenditures included in this analysis are directly attributable to demand from Hunter
Cole.2 For the purposes of this analysis, these projects are projected to be debt financed and occur
between 2024 and 2039. New development, and thus impact fee revenue begins to peak around 2039,
and from 2045-2054 annual deficits are incurred as impact fee revenue declines and then stops while
debt payments for the major infrastructure projects projected in the FNI Report and developed from
2024-2039 continue. The impact fee revenue surplus accrued during the first half of the study period
is projected to be sufficient to compensate for the capital deficit projected in the second half of the
development period. Per conversations with City staff, the MMD will also contribute revenue from a
Contract Tax as outlined in the Operating Agreement to assist in funding impact fee eligible Water
projects.
Wastewater Fund
Wastewater Fund revenues are generally expected to meet or exceed operating and capital
expenditures over the course of the development, as depicted in Figure 9 below.
Figure 9. Wastewater Fund Operating & Capital Expenses Compared to Revenues
2 The January 7th, 2020 FNI report calculated the share of project costs attributable to Hunter Cole (based on projected
Hunter/Cole demand relative to demand from the broader service area); these cost estimates were used for the fiscal
impact analysis.
23
The spikes in the figure above represent impact fee payments. Although the timing of impact fee
payments does not directly correspond with capital costs, revenues accrued in years where impact
fees exceed capital expenses cover deficits in other years. Impact-fee eligible Wastewater projects will
also receive funding from the MMD’s Contract Tax as outlined in the Operating Agreement.
Solid Waste Fund
As depicted in the figure below, Hunter/Cole Ranch is projected to have a relatively neutral net annual
fiscal impact to the City of Denton’s Solid Waste Fund for most of the study period. Deficits occur,
however, from 2025-2037. This analysis assumed that construction of the planned Material Recovery
Facility and Transfer Station will occur in 2027 (included in the Service Station Annex). The minor
deficits projected prior to the delivery of the Service Station Annex are due to projected capital
investments in Solid Waste vehicles including haulers and commercial trucks, which are needed to
serve new customers.
Figure 10. Solid Waste Fund Operating & Capital Expenses Compared to Revenues
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Electric Fund
Electric revenues and expenses associated with Hunter Cole were provided by the City of Denton and
are illustrated in terms of revenues relative to capital and operating expenditures in the figure below.
Revenues are projected to exceed expenditures for each year of the study period.
Figure 11. Electric Fund Operating & Capital Expenses Compared to Revenue
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OVERALL RESULTS
Per direction from City of Denton staff, the figure below compares annual revenues to annual
operating and capital expenditures for the funds analyzed, including utility funds. Note that under
current City policy, utility fund revenues are restricted use and cannot be used toward any other fund’s
activities.
Figure 12. Operating and Capital Expenditures Compared to Revenues for Funds Analyzed
Combined
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K EY F INDINGS & C ONCLUSIONS
The following conclusions can be drawn from the FIA results presented in this report:
GENERAL , DEBT SERVICE, AND SPECIAL REVENUE FUNDS
• The proposed Hunter/Cole Ranch development is projected to have a net cumulative positive
fiscal impact on the City over the 40-year study period. The net positive impacts are driven
primarily by sales and property tax revenue from development. This allows for the City of Denton
to benefit fiscally from the development proposed.
• It should be noted that, on average, the resulting annual net positive impact to the General Fund
and Debt Service Fund is approximately $7.0 million, which reflects approximately 5.4 percent of
the City of Denton’s Fiscal Year 2019 operating budget.
• The Street Improvement Fund is funded through franchise fees including utility fund revenue
surpluses (as well as non-growth-related revenues). The Street Improvement Fund’s projected
cumulative surplus is partially attributable to the fact that utility fund revenues will increase
as a result of Hunter/Cole Ranch. Another reason for the surplus is that although the
additional roadways added to the City of Denton’s lane mile inventory increase Street
Improvement Fund operating and capital outlay costs, major capital expenditures are
generally accounted for in other funds. Per conversations with City staff, this analysis assumes
that roadway construction is either funded by the MMD through adjustments to the District
tax rate or by future development through the Roadway Impact Fee Fund. Public works
equipment and the Service Station Annex are funded out of the General Debt Service Fund.
o Note that the increases in franchise fee revenue could be allocated to another fund at
the City’s discretion. As discussed previously, this analysis assumed that the 10-year
policy of transferring excess franchise fee revenue to the Street Improvement Fund
would continue throughout the 40-year study period.
• Demand for fire services will trigger the need to expand capital facilities during the second
half of the development’s growth period, beyond the developers’ initial land and financial
contributions as identified in the draft Operating Agreement. A new fire substation is triggered
in 2028—to be funded up to $5 million from the developer—and a second fire substation is
triggered in 2039, which is assumed as a City cost.
27
• Although the projected growth in revenue is relatively significant, the City should continue to
plan and be prepared to expand both its facilities and operational capacity—the Hunter/Cole
Ranch development is projected to be fiscally balanced in the sense that it is projected to
produce enough revenue to cover its costs, but it will not be self-contained. Growth in
population, vehicle trips, and police and fire calls, for instance, is projected to increase
average annual operating expenditures to the City by approximately $21 million per year.
• Overall, Hunter/Cole Ranch is projected to generate sufficient revenue to cover both the
capital and operating costs associated with meeting the additional demand it will place on
City services.
UTILITY FUNDS
• Water and Wastewater Fund revenues cover operating expenditures throughout the 40-year
study period. Water and Wastewater impact fee revenue is sufficient to cover the
development’s share of water and wastewater capital costs.
• Impact fee revenue is a function of the City of Denton’s current fee schedule and projected
development—to the extent that development does not keep pace with projections, impact
fee revenue may fall short of projections. Because major Water and Wastewater infrastructure
must be constructed prior to full build-out in order to serve new residents and businesses, the
City may incur capital deficits for these funds if development does not proceed at the rate or
intensity presented in the baseline scenario. To mitigate this risk, the MMD will adjust District
tax rates as needed to fund the difference between impact fee revenue and the
Water/Wastewater Capital Improvement Plan project costs attributable to the development.
• This report assumed that the Solid Waste Service Station Annex including the Materials
Recovery Facility and Transfer Station would be “front-loaded” and completed in one phase in
2027 per the Public Facilities report completed by Quorum Architects as a party of this
analysis. This results in six years of capital deficits. To the extent possible, direct financing of
recurring capital costs such as solid waste haulers, would improve the fiscal results for the
Solid Waste fund.
• Given the current level of detail available regarding the number and service requirements of
commercial Solid Waste customers, however, additional analysis of the net fiscal impact of
Hunter/Cole Ranch on the Solid Waste Fund should be completed as property-specific details
of the development program are established.
• Overall, the cumulative fiscal impact on all utility funds is projected to be positive.
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29
II. MAJOR ASSUMPTIONS &
METHODOLOGIES
O VERVIEW OF M ETHODOLOGY
An FIA determines whether revenues generated by new development are sufficient to cover the costs
resulting from that development—specifically, those costs associated with maintaining current levels of
service given the additional service and facility demands that growth places on a jurisdiction.
Levels of Service (“LOS”) reflect public services and infrastructure as currently funded and are typically
expressed as a cost per demand unit. For example, maintenance of parks would be expressed as a cost
per acre of parks to maintain. For the City of Denton, we analyzed the fiscal impact of the proposed
Hunter/Cole Ranch development based on current citywide levels of service and any known infrastructure
or service needs.
GENERAL APPROACH
The Fiscal Impact Analysis for the City of Denton incorporates the case study-marginal cost approach
wherever possible. The case study-marginal methodology is the most realistic method for evaluating
fiscal impacts. Unique demographic or other characteristics of new development are accounted for, as
well as the extent to which a particular infrastructure or service operates under, over, or close to capacity.
Available facility capacity determines the need for additional capital facilities and associated operating
costs.
Certain costs are impacted by general growth, regardless of location; these are projected using a
marginal/average cost hybrid methodology that incorporates capacity and thresholds for staffing, but
projects non-salary operating costs using an average cost approach. Some costs and revenues are not
expected to be impacted by growth and are therefore considered fixed in this analysis.
The levels of service and cost assumptions used in this analysis are based on TischlerBise’s discussions
with City of Denton staff, input from the development team, and a detailed analysis of the City of Denton
FY18-19 Adopted Budget and Capital Improvements Programs; City of Denton’s Roadway Impact Fee
Study; the 2019 Water and Wastewater Impact Fee Study, the FY2018 Comprehensive Annual Financial
Report, the Parks and Trails Master Plan, staff reports, other relevant financial and planning documents.
Additionally, our national experience conducting over 800 fiscal impact analyses was beneficial.
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Our analysis also incorporated known roadway, water and wastewater utility, and public works
infrastructure needs, as identified in HDR’s Travel Demand Report (Dec 10, 2019), FNI’s Hunter-Cole
Water/Wastewater Impact Analysis (Feb 7, 2020), and Quorum Architects City Facility Needs Assessment
Report (Jan 16, 2020). We also completed a thorough evaluation of the draft Operating Agreements
between the City and the MMD, convened with City staff, and conducted background research regarding
legally reimbursable costs to apportion expenses triggered by growth between the City of Denton and the
MMD.
The assumptions outlined in this report are utilized along with the growth projections to calculate the
potential fiscal impacts to the City of Denton of the Hunter/Cole Ranch Development over a 40-year time
frame. Only citywide impacts are included in this report—for instance, onsite private amenities are
excluded from the analysis.
To summarize, our methodological approach included the following steps.
1. Existing demand base and cost and revenue factors such as current population, housing units,
employment, and nonresidential square footage were established.3
2. Current Levels of Service were identified.
3. The growth scenario to be analyzed was defined.
4. General assumptions regarding the allocation of capital projects and maintenance responsibilities
to the developer versus the City of Denton were established.4
5. The fiscal impact model was designed to account the assumptions established in Steps 1-4.
The results presented in this report were calculated using a customized fiscal impact model designed
specifically by TischlerBise for this assignment.
3 These are detailed in Appendix A.
4 Through the MMD structure, the development team will finance a portion of the infrastructure required to maintain
current levels of service; the MMD will also be responsible for the operations and maintenance of some facilities that
would otherwise be publicly owned and maintained. Likewise, certain infrastructure projects funded by Hunter/Cole MMD
will, upon completion, transfer to the City of Denton; for instance, with the exception of private roads, the City will
ultimately be responsible for roadway maintenance (excluding right-of-way landscaping) for the majority of MMD funded
lane miles.
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K EY A SSUMPTIONS
FISCAL YEAR 2019 BUDGET
The Fiscal Year 2019 Budget (Oct 1, 2018 – Sep 30, 2019) is used to represent a “snapshot” of the City’s
current costs and levels of service. The “snapshot” approach does not attempt to speculate about how
services or costs will change over time or whether current levels of service are sufficient or insufficient.
Instead, it evaluates the cost implications to the City as it conducts business under the FY2019 budget.
The following exceptions and assumptions should be noted:
▪ Ad Valorem Property Tax Rate: Under advisement from City of Denton staff, the FY2020 tax
rate of 0.590454 was utilized to project tax revenues. The General Fund portion is 0.385364,
and the General Debt Service Obligation Fund portion is 0.20509.
▪ Police Expenditures: Base year police expenditures were adjusted upwards from the FY2019
budget by 20 percent under direction from City staff. Since adopting the FY2019 budget the
City of Denton has increased appropriations for the Police Department; per the City Finance
Department, this increase in funding and police levels of service is a permanent shift in policy
that reflects the City’ 5-year Strategic Plan. The upward adjustment to base year police
expenditures therefore yields projections that more accurately reflect the costs associated
with maintaining current levels of service under the proposed growth scenario.
▪ Franchise Fees: The City collects franchise fees from utility funds—specifically, the Water
Fund, Wastewater Fund, Solid Waste Fund, and Electric Fund—among other smaller funds
such as gas and cable, in an amount equal to 5 percent of gross annual revenues. FY2019 was
the third year of a 10-year policy to transfer all franchise fee revenue in excess of the FY2016
dollar amount to the Streets Improvement Fund, rather than directly to the General Fund. This
analysis assumes that this policy remains intact throughout the study period.
▪ Revenue Surpluses and Tax Rates: Positive fiscal impacts are represented as revenue
surpluses; as a Fiscal Impact Study, this analysis holds all tax rates constant throughout the
40-year term. In reality, the City of Denton will budget based according to its priorities and
policies, and surpluses could translate into a potential decrease in the applicable tax rate,
whereas deficits may lead to an increase in that rate.
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VARIABLE VERSUS FIXED COSTS AND REVENUES
Costs and revenues that are directly attributable to Hunter/Cole Ranch are included in the fiscal analysis
of the development. In all cases, some costs and revenues are not impacted by demographic changes and
are assumed to be “fixed.” To determine fixed variables, TischlerBise interviewed City staff and reviewed
the FY2019 budget and available supporting documentation. Examples of budget items modeled as
“fixed,” or non-growth related, include:
▪ Staffing for certain leadership positions; this varies by department, but in many cases, the
position of Director is held fixed as the staffing structure does not require or support multiple
department heads.
▪ One-time costs for services unrelated to growth and development.
▪ Revenue sources that are not growth-related.
LEVELS OF SERVICE
The cost projections are based on a “snapshot approach” in which it is assumed the current level of
service, as funded in the City budget and as provided in current capital facilities, will continue through
the 40-year analysis period. The 2019 existing demand base data was used to calculate unit costs and
service level thresholds. Examples of demand base data include population, dwelling units,
employment by industry, vehicle trips, etc. The “snapshot” approach does not attempt to speculate
about how levels of service or cost factors will change over time. Instead, it evaluates the implications
of development to the City as conducted under the FY2019 budget and informed by discussions with
staff.
INFLATION RATE
The rate of inflation is assumed to be zero throughout the projection period, and cost and revenue
projections are in constant 2019 dollars. This assumption is in accord with current budget data and
avoids the difficulty of forecasting as well as interpreting results expressed in inflated dollars. In
general, including inflation is complicated and unpredictable. This is particularly the case given that
some costs, such as salaries, increase at different rates than other operating and capital costs such
as contractual and building construction costs. These costs, in turn, almost always increase in
variation to the appreciation of real estate. Using constant 2019 dollars reinforces the snapshot
approach and avoids these problems.
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ENTERPRISE FUNDS
In practice, utility funds are self-sufficient; the City of Denton adjusts rates in order to cover the actual
cost of service while also generating a Return on Investment (“ROI”) as identified from time to time
in targeted municipal policies. The City of Denton is in the process of conducting rate analyses in order
to forecast the timing and extent to which utility rates may need to be adjusted to fund potential
growth-related capacity expansion projects.
The Utility Fund analysis included in this report presents the fiscal impact of th e development to
the City’s utility funds, assuming no rate adjustments, per direction from the City’s Finance
Department. Costs are therefore projected based solely on the increase in customers and usage for
each utility; revenues are projected based on the current cost of water, wastewater, solid waste, and
electric service per the appropriate demand factor (e.g. water produced).
NON-FISCAL EVALUATIONS
It should be noted that while a Fiscal Impact Analysis is an important consideration in planning decisions,
it is only one of several issues that should be considered. Environmental and social issues, for example,
should also be considered when making planning and policy decisions. The above notwithstanding, this
analysis will enable interested parties to understand the fiscal implications of development in the
Hunter/Cole Ranch MMD.
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D EVELOPMENT P ROGRAM
The Hunter Ranch and Cole Ranch developments propose a mix of uses and industries across 6,340
acres of undeveloped or “raw” land. The City of Denton provided us with the developers’ baseline
build-out scenario for residential units and commercial and industrial acreage. We derived estimates
for the other key indicators from federal and local governmental sources.
Figure 13 below presents the development scenario for Hunter/Cole Ranch in cumulative 10-year
increments.
Figure 13. Development Scenario
Development Scenario Summary
Cumulative Growth: 2019 - 2059, 10 year increments
City of Denton, Texas - Hunter and Cole Ranch FIA
EXISTING Year 10 Year 20 Year 30 Year 40
2019 2029 2039 2049 2059
POPULATION 134,460 11,600 40,800 55,805 55,805
% growth from existing 9%30%42%42%
RESIDENITAL LOTS NA 3,600 9,600 12,400 12,400
SINGLE FAMILY 30,450 3,000 9,000 12,400 12,400
MULTIFAMILY 19,190 800 4,800 6,450 6,450
TOTAL UNITS 49,640 3,800 13,800 18,850 18,850
% growth from existing 7.7% 27.8% 38.0% 38.0%
NONRESIDENITAL ACRES NA 71 486 741 741
RETAIL SF 5,470,258 137,214 1,692,306 2,957,724 2,957,724
OFFICE SF 6,429,066 137,214 1,692,306 2,957,724 2,957,724
INDUSTRIAL SF 13,619,179 585,446 2,536,934 3,122,381 3,122,381
INSTIT SF 4,529,955 0 0 0 0
TOTAL NR DEVELOPMENT (SF)30,048,460 859,874 5,921,546 9,037,829 9,037,829
% growth from existing 3%20%30%30%
RETAIL JOBS 12,818 203 2,498 4,365 4,365
OFFICE JOBS 19,782 203 2,498 4,365 4,365
INDUSTRIAL JOBS 15,772 864 3,744 4,608 4,608
TOTAL JOBS 48,372 1,269 8,739 13,338 13,338
% growth from existing 2.6% 18.1% 27.6% 27.6%
Source: City of Denton; U.S. Census American Community Survey, 2015 - 2017 estimates; ITE 10th Edition (2017).
35
The development team’s concept plan categorizes nonresidential acreage as either commercial or
industrial. We applied the following assumptions to the Developers’ acreage projections in order to
estimate the Retail square footage, Office square footage and Industrial square footage displayed in
Figure 13.
• To extrapolate square footage from acreage projections, we assumed an average floor-to-area
ratio (“FAR”) of 0.28, per input from the development team and based on permitted FAR per
zoning.5
• Commercial development is allocated equally between Retail space and Office space. This
conforms with the development team’s prototype projects, including the Alliance Town
Center, and generally aligns with the land use assumptions utilized in the Travel Demand
Model Report and the Hunter/Cole Water and Wastewater Impact studies completed
concurrently with this FIA as a part of the City’s decision-making process.6
5 This assumption generally conforms to existing land use patterns while accounting for higher intensity development
permitted under the December 2019 zoning amendment for the Hunter/Cole Ranch Master Planned Community. It also
aligns with the December 10th, 2019 Draft of the Transportation Demand Management’s average estimated FAR.
6 The development team and City staff instructed TischlerBise to refer to Alliance Town Center as a comparable
development in terms of land-use mix assumptions.
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III. FISCAL IMPACT ANALYSIS RESULTS
The fiscal impacts to the City of Denton of Hunter/Cole Ranch Municipal Management District are
analyzed and discussed in this section of the report. Fiscal impact results are presented in several
ways:
▪ Annual net fiscal results that include all revenues and costs in the funds analyzed (General
Fund, Debt Service Obligation Fund, the Roadway Fee Impact Fund, and the Street
Improvement Fund) are shown—non-utility operating and capital impacts from growth
are combined.
▪ Annual net fiscal results are then shown for operating and capital separately and
compared to revenues.
▪ Cumulative net fiscal results are shown next (for non-utility funds).
▪ Cumulative net results convey the projected grand total revenues minus grand
total expenditures over the 40-year period to determine the overall net surplus or
deficit.
▪ Utility Fund net fiscal results are show separately from other operating and capital
expenditures.
▪ The cumulative net results for each utility fund are depicted.
▪ Annual net fiscal results, shown separately for operating and capital, compared to
revenues are presented.
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A NNUAL N ET F ISCAL I MPACTS
The chart below shows the annual net fiscal results to the City over each year of the 40-year development
period; the General Fund, Debt Service Obligation Fund, the Roadway Fee Impact Fund, and the Street
Improvement Fund were analyzed. By showing the annual results, the magnitude, rate of change, and
timeline of deficits and revenues can be observed over time. The “bumpy” nature of the annual results
during particular years represents an initial capital impact being “front-loaded” and/or major operating
costs being incurred (further explained in the Capital Expenditure Methodologies section of the full
report).
Net fiscal results shown below are revenues minus costs in each year, including operating and capital costs
for all services modeled. Data points above the $0 line represent annual surpluses; points below the $0
line represent annual deficits. Surpluses in any one year are not carried forward to the next year. The scale
for the chart is in thousands ($1,000s).
Figure 14. Annual Net Fiscal Impact 2019-2059
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Development of Hunter/Cole Ranch begins with lot delivery in 2023 as depicted in Figure 14. The first
six years of growth are expected to generate year-over-year growth in net surpluses to the City. Project
build-out during this time period results in a relatively steady uptick in p roperty tax revenue.
Equipment and personnel, particularly within Public Safety, Public Works (i.e., Fleet Maintenance &
Fuel and Facilities Management) and the Street Department, are also added during the first six years
of growth.
The downward “ticks” in net fiscal impact observed in 2027, 2031, and 2035 are the result of growth
triggering the need for several significant capital investments simultaneously:
▪ In 2031, growth exceeds available capacity for park facilities and triggers the development of
one of two planned City Parks.
▪ Between 2027-2031 over 500,000 square feet of the Service Station Annex7 are developed as
a result of the Hunter/Cole Ranch development to serve Fleet Services, Street Improvements
Fund, Solid Waste, and Facilities Management.
▪ The second of the two planned 50-acre City Parks is also triggered in 2035.
Annual net results are further analyzed in the figure below. Although the City will see an increase in
both operating and capital costs as a result of growth, our analysis shows that total revenues to the
City exceed total costs projected to be incurred to the City.
7 Expansions of public works facilities will be required to provide space for public works employees and equipment as a
result of the development; these were quantified by department in the Facilities Needs report dated December 10, 2019,
completed by Quorum. In the FIA, 50 percent of the Service Station Annex capital and operating costs are attributable to
the proposed development, per direction from City of Denton staff.
39
Figure 15. Annual Operating & Capital Expenditures Compared to Revenues
As a development-finance tool, Municipal Management Districts allow private property owners to access
low-interest financing for public infrastructure projects. The development team and the City of Denton
have identified improvement projects required to serve the Hunter/Cole Ranch Master Planned
Community that will be financed by the MMD or the developer.
The table below inventories the infrastructure projects and other capital investments triggered by the
proposed development of Hunter/Cole Ranch. Capital costs are categorized as either “City Funded”
or “MMD/Developer Funded.” Only those projects required to maintain current levels of service are
identified here—planned investments in private amenities for the exclusive use of Hunter/Cole
Ranch residents are excluded from this analysis and from the list below.
Non-utility capital projects and costs are allocated to the City of Denton and the MMD/Developer in
the detailed capital project inventory depicted in the figure on the following page. The methodology
underlying these projections and cost assumptions is discussed in detail in the Revenue and
Expenditure Methodology Chapter of the report.
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Figure 16. Capital Facilities and Expenditure Inventory (General, Special, and Debt Service Funds)
Non-Utility Capital Facilities and Allocation of Costs ($1,000s)
Fiscal Impact Analysis - Denton, TX
DEPARTMENT - Facility
Quantity Total Square
Footage Total City of
Denton
MMD /
Developer
Parks and Recreation*
Recreation Center Building 1 70,000 $11,900 $11,900 $0
Hunter Ranch City Park (54 acres)1 2,352,240 $12,493 $8,534 $3,959
Cole Ranch City Park (50 acres)1 2,178,000 $11,861 $7,902 $3,959
Neighborhood Parks (5 acres ea)4 653,400 $4,214 $0 $4,214
Pocket Parks / Dog Parks (2 acres ea)30 2,613,600 $3,000 $0 $3,000
Regional Trails 23 miles 1,212,275 $11,537 $0 $11,537
Community Trails 35 miles 1,112,958 $13,860 $0 $13,860
Parks & Rec Department - Vehicles 24 -$864 $864 $0
Parks & Rec Department - Service Station Annex 1 10,684 $1,537 $1,537 $41
Parks & Rec Department - Parking 1 10,667 $480 $480 $41
Facilities - Service Station Annex 1 45,652 $8,394 $8,394 $176
Facilities - Vehicles and Equipment 24 -$523 $523 $0
Fleet - Service Station Annex 1 186,474 $13,910 $13,193 $718
Fleet - Vehicles and Equipment 150 -$2,700 $2,700 $0
General Government - Administrative Space -67,913 $11,142 $11,142 $0
General Government - Vehicles 38 -$1,140 $1,140 $0
On-Site and Regional Roadway Projects4 --$241,157 $0 $241,157
Systemwide Improvements5 --$40,116 $40,116 $0
Streets - Vehicles 53 -$3,028 $3,028 $0
Streets - Service Station -61,765 $4,561 $4,324 $238
Lakes / Dams/ Spillways etc. TBD $37,800 $0 $37,800
Police - Substation 20,630 -$5,000 $0 $5,000
Police - Patrol Vehicles 109 -$4,711 $4,711 $0
Fire - Fire Substation*^^2 15,721 $9,670 $4,670 $5,000
Fire - Fire Engines / Ladder Trucks 8 -$6,975 $6,975 $0
Fire - Vehicles 32 -$7,360 $7,360 $0
Library^1 21,516 $4,564 $4,564 $0
345 vehicles /
24 lane miles TOTAL: $500,026 $168,866 $331,593
^ Library cost estimate includes opening day collection materials.
*Developer contribution towards City Parks of $3,950,000 provided by City of Denton 01/16/2020
General Notes:
[1] Cost estimates represent the initial purchase and, for vehicles and equipment, replacement costs.
[2] Debt financing expenses are not included.
[3] 50 percent of Service Station Annex costs identified in Quorum report are attributable to Hunter/Cole Ranch.
[4] Costs reflect the specific project cost estimates identified in February 12, 2020 version of Cole and Hunter Ranch Developments Travel
Demand Model Report submitted by HDR Engineering, Inc.
^^ Fire Substation is the second of two substations triggered by the development; the first will be funded by the developer.
Fleet & Facilities Management
General Government
Library
Police
Transportation
Fire and EMS
[5] Costs reflect projected growth in system-level transportation demand over the analysis' study period.
Capital Costs ($1,000s)
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CUMULATIVE NET FISCAL IMPACTS
Cumulative net fiscal impact results convey the projected grand total revenues minus grand total
expenditures over the 40-year period from future growth/development. Figure 17 below shows the
cumulative fiscal impacts over the 40-year study period for all major growth-related funds.
Figure 17. Summary of 40-Year Cumulative Fiscal Impacts to City of Denton
The development yields net positive fiscal impacts for both the General Fund and Debt Service Fund
(i.e., operating and capital expenditures); and the Street Improvement Fund. The Roadway Impact
Fund is projected to incur a $2.65 million cumulative net deficit, which is the equivalent of $66,206
per year over the 40-year study timeframe.8
Cumulative impacts are depicted graphically for the General Fund and Debt Service Fund in Figure 18
below.
8 It should be noted that this analysis projects roadway impact fee revenues based on the conceptual phase
development program and impact fee rates from the City of Denton’s 2015 Roadway Impact Fee Study. In
practice, roadway impact fee rates are likely to be adjusted periodically to reflect changes to growth and the
Roadway Capital Improvement Plan.8 The MMD will also contribute to revenue from a Contract Tax as outlined
in the Operating Agreement to assist in funding impact fee eligible projects, per conversations with City staff.
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Figure 18. 40-Year Cumulative Revenues and Expenditures: General and Debt Service Funds
43
UTILITY FUNDS
Utility Funds were included in our analysis at the request of the City of Denton to evaluate whether
the income generated from new customers and users would cover the costs required to provide
service to the MMD while maintaining existing levels of service throughout the city.
CUMULATIVE FISCAL IMPACT FOR UTILITY FUNDS
As depicted in Figure 19 below, the net fiscal impact of the Hunter/Cole Ranch development is positive
across all utility funds. Capital Expenditures include utility infrastructure projects, as well as capital
equipment and vehicles. A detailed inventory of capital expenditures is presented in Figure 20.
Figure 19. Cumulative 40-Year Net Fiscal Impact by Utility Fund (1,000s)
40-Year Net Cumulative Impact - Utilty Funds
City of Denton - Fiscal Impact Analysis
Electric Fund*
Operating Revenues $966,695
Operating Expenditures $565,517
Capital Expenditures $115,077
NET CUMULATIVE IMPACT $286,102
Water Fund
Operating Revenues $389,015
Impact Fee Revenues $153,035
Operating Expenditures $238,853
Capital Expenditures $241,963
NET CUMULATIVE IMPACT $61,235
Wastewater Fund
Operating Revenues $279,736
Impact Fee Revenues $144,469
Operating Expenditures $196,973
Capital Expenditures $226,743
NET CUMULATIVE IMPACT $490
Solid Waste
Revenues $304,055
Operating Expenditures $246,914
Capital Expenditures $36,378
NET CUMULATIVE IMPACT $20,763
*Electric Fund projections provided by City of Denton.
44
The table below inventories the utility infrastructure projects and other capital investments triggered
by Hunter/Cole Ranch. Capital costs are categorized as either “City Funded” or “MMD/Developer
Funded.”
Note that replacement facilities and major maintenance are not included in the capital costs
presented below. Facilities needed to serve new growth are reflected. For capital improvements that
are purchased—vehicles, equipment, etc., the model and fiscal results include both the initial
purchase cost and the cost to replace the item after it reaches its useful life.
45
Figure 20. Capital Facilities and Expenditure Inventory (Utility Funds)
Utility Funds - Capital Facilities and Expense Allocation ($1,000s)
Fiscal Impact Analysis - Denton, TX
FUND - Facility
Quantity or
Square
Footage
Total City of
Denton
MMD /
Developer
Water Fund
CIP Projects per FNI Report**19 projects $224,641 $153,035 $71,607
Service Station Annex 17,902 $1,969 $1,900 $69
Vehicles 24 $987 $987 $0
Wastewater Fund
CIP Projects per FNI Report***15 projects $232,016 $144,469 $87,547
Service Station Annex 11,264 $1,282 $1,239 $43
Vehicles 21 $924 $924 $0
Solid Waste Fund
Materials Recovery Facility 37,500 $3,144 $3,000 $144
Transfer Station 25,000 $6,975 $6,075 $900
Bulk Drop Off Facilities & Weigh Station 4,159 $1,788 $1,772 $16
Administrative Space 2,900 $649 $638 $11
Solid Waste Haulers / Commercial Trucks 38 $5,510 $5,510 $0
Roadway to Transfer Station 25,725 $660 $561 $99
Vehicle Maneuvering 65,000 $705 $455 $250
Electric Fund*
Substation 1 $18,077 $18,077 $0
Distribution Lines (Cost to Serve)NA*$38,147 $38,147 $0
Main Feeder Circuits NA*$41,357 $41,357 $0
Vehicles 37 $2,250 $2,250 $0
Lighting NA*$12,177 $0 $12,177
Administrative / Shop Space 40,960 $10,350 $10,192 $158
TOTAL: $603,611 $430,589 $173,022
Source: Quorum; TischlerBise; City of Denton; FNI
*Cost estimates for total distribution lines and feeder circuits provided by DME.
General Notes:
[1] Cost estimates represent the initial purchase and, for vehicles and equipment, replacement costs.
[2] Debt financing expenses are not included.
[3] 50 percent of Service Station Annex square footage identified in Quorum Analysis (Jan 16, 2020) is attributable to Hunter/Cole Ranch.
[4] Per the Hunter-Cole Development Analysis submitted by FNI on Feb 7, 2020, total CIP Projects for Water and Wastewater Funds equal
$328,612,700 and $290,441,800 respectively (land excluded). Of these costs, $224,341,400 and $231,836,500, respectively, are a result of
projected demand from the Hunter/Cole Ranch developments. The remainder is attributable to projected use by the entire system.
**Developer contribution of 10 acres of land for Water Booster Pump Station, valued at $30,0000 per acre per draft Project Agreement
included in addition to CIP Costs identified in FNI's Hunter-Cole Development Analysis (Feb 7, 2020) per direction from City of Denton staff.
***Includes Developer contribution of 6 acres of land for Hickory Creek Wastewater Lift Station, valued at $30,000 per acre per draft Project
Agreement in addition to CIP Costs identified in FNI's Hunter-Cole Development Analysis (Feb 7, 2020) per direction from City of Denton staff.
Capital Costs ($1,000s)
46
The methodology and approach utilized to arrive at the capital cost projections is detailed in the Revenue
and Expenditure Detail chapter of this report.
NET ANNUAL FISCAL IMPACT FOR UTILITY FUNDS
The annual net fiscal impact on the utility funds is presented in the figures that follow.
Water Fund
Water Fund revenues are expected to exceed operating expenditures throughout the study-period.
Minor capital deficits in the amounts of approximately $172,000 and $345,000 are incurred in 2022
and 2023, respectively, as design and predevelopment expenditures for the first of three expansions
to the Lake Ray Roberts Water Treatment Plant are incurred prior to the delivery of revenue-
generating residential and nonresidential development. Revenues are then projected to exceed
capital expenditures until 2043, as depicted in Figure 21 below. Note that the spikes depicted in Water
Fund revenues are the result of impact fees. This analysis assumes that the MMD will also contribute
revenue from a Contract Tax as outlined in the Operating Agreement to assist in funding impact fee
eligible Water infrastructure projects.
Figure 21. Water Fund Operating & Capital Expenses Compared to Revenues
47
The capital expenditures included in this analysis are directly attributable to demand from Hunter
Cole.9 These projects are debt financed and occur between 2024 and 2039. New development, and
thus impact fee revenue begins to peak around 2039, and from 2045-2054 annual deficits are incurred
as impact fee revenue declines and then stops while continued debt payments for the major
infrastructure projects projected in the FNI Report and developed from 2024-2039 continue. The
impact fee revenue surplus accrued during the first half of the study period is sufficient to compensate
for the capital deficit projected in the second half of the development period.
A detailed breakdown of year over year water revenues and expenditures resulting from growth is
included in Appendix B.
Wastewater Fund
Wastewater Fund revenues are expected to generally meet or exceed operating and capital
expenditures over the course of the development, as depicted in Figure 22 below.
Figure 22. Wastewater Fund Operating & Capital Expenses Compared to Revenues
9 The February 7th, 2020 FNI report calculated the share of project costs attributable to Hunter Cole (based on projected
Hunter/Cole demand relative to demand from the broader service area); these cost estimates were used for the fiscal
impact analysis.
48
The spikes in the figure above represent impact fee payments. Again, new development in the MMD
is assumed to be completed by 2049, at which point impact fee revenues cease. Although the timing
of impact fee payments does not directly correspond with capital costs, revenues accrued in years
where impact fees exceed capital expenses cover deficits in other years. Note that per discussions
with City of Denton staff, impact-fee eligible Wastewater infrastructure projects will also receive
funding from MMD Contract Tax revenue as outlined in the Operating Agreement.
The capital expenditures included in this analysis represent all planned Wastewater Fund capital
infrastructure projects required to serve Hunter/Cole Ranch, as well as City facilities needed to house
staff and equipment.
Solid Waste Fund
As depicted in the figure below Hunter/Cole Ranch is projected to have a relatively neutral net annual
fiscal impact to the City of Denton’s Solid Waste Fund. Deficits occur, however, from 2025-2037. This
analysis assumed that construction of the planned Material Recovery Facility and Transfer Station will
occur in 2027 (included in the Service Station Annex). Because the facility is debt financed, its costs
are spread out over time, but they are nevertheless projected to result in deficits for the first ten years
following construction. The other capital cost contributing to these deficits are investments in Solid
Waste vehicles including haulers and commercial trucks, which are needed to serve new customers.
Figure 23. Solid Waste Fund Operating & Capital Expenses Compared to Revenues
49
Electric Fund
Electric revenues and expenses associated with Hunter Cole were provided by the City of Denton and
are illustrated in terms of revenues relative to capital and operating expenditures in the figure below.
Revenues are projected to exceed expenditures for each year of the study period.
Figure 24. Electric Fund Operating & Capital Expenses Compared to Revenue
50
K EY F INDINGS & C ONCLUSIONS
The following conclusions can be drawn from the FIA results presented in this report:
GENERAL , DEBT SERVICE, AND SPECIAL REVENUE FUNDS
• The proposed Hunter/Cole Ranch development is projected to have a net cumulative positive
fiscal impact on the City over the 40-year study period. The net positive impacts are driven
primarily by sales and property tax revenue from development. This allows for the City of Denton
to benefit fiscally from the development proposed.
• It should be noted that, on average, the resulting annual net positive impact to the General Fund
and Debt Service Fund is approximately $7.0 million, which reflects 5.4 percent of the City of
Denton’s Fiscal Year 2019 operating budget.
• The Street Improvement Fund is funded through franchise fees from utility fund revenue
surpluses (as well as non-growth-related revenues). The Street Improvement Fund’s projected
cumulative surplus is partially attributable to the fact that utility fund revenues will increase
as a result of Hunter/Cole Ranch. Another reason for the surplus is that although the
additional roadways added to the City of Denton’s lane mile inventory increase Street
Improvement Fund operating and capital outlay costs, major capital expenditures are
generally accounted for in other funds. Per conversations with City staff, this analysis assumes
that roadway construction is either funded by future development through the Roadway
Impact Fee Fund or by the MMD through adjustments to the District tax rate as needed. Public
works equipment and the Service Station Annex are funded out of the General Debt Service
Fund.
o Note that the increases in franchise fee revenue could be allocated to another fund at
the City’s discretion. As discussed previously, this analysis assumed that the 10-year
policy of transferring excess franchise fee revenue to the Street Improvement Fund
would continue throughout the 40-year study period.
• Demand for fire services will trigger the need to expand capital facilities during the second
half of the development’s growth period, beyond the developers’ initial land and financial
contributions as identified in the draft Operating Agreement. A new fire substation is triggered
in 2028—to be funded up to $5 million from the developer—and a second fire substation is
triggered in 2039, which is assumed as a City cost.
51
• Although the projected growth in revenue is relatively significant, the City should continue to
plan and be prepared to expand both its facilities and operational capacity—the Hunter/Cole
Ranch development is projected to be fiscally balanced in the sense that it is projected to
produce enough revenue to cover its costs, but it will not be self-contained. Growth in
population, vehicle trips, and police and fire calls, for instance, is projected to increase
average annual operating expenditures to the City by approximately $21 million per year.
• Overall, Hunter/Cole Ranch is projected to generate sufficient revenue to cover both the
capital and operating costs associated with meeting the additional demand it will place on
City services.
UTILITY FUNDS
• Water and Wastewater Fund revenues cover operating expenditures throughout the 40-year
study period. Water and Wastewater impact fee revenue is sufficient to cover the
development’s share of water and wastewater capital costs.
• Impact fee revenue is a function of the City of Denton’s current fee schedule and projected
development—to the extent that development does not keep pace with projections, impact
fee revenue may fall short of projections. Because major Water and Wastewater infrastructure
must be constructed prior to full build-out in order to serve new residents and businesses, the
City may incur capital deficits for these funds if development does not proceed at the rate or
intensity presented in the baseline scenario. To mitigate this risk, the MMD will adjust District
tax rates as needed to fund the difference between impact fee revenue and the
Water/Wastewater Capital Improvement Plan project costs attributable to the development.
• This report assumed that the Solid Waste Service Station Annex including the Materials
Recovery Facility and Transfer Station would be “front-loaded” and completed in one phase
in 2027. The result is six years of moderate fiscal deficits. To the extent possible, direct
financing of recurring capital costs such as solid waste haulers, would improve the fiscal
results for the Solid Waste fund. New solid waste customers are projected to trigger the
acquisition of 37 solid waste vehicles over the 40-year time frame; with an estimated average
useful life of 10 years, this results in a total of 108 solid waste vehicles, including replacement
vehicles.
• Given the current level of detail available regarding the number and service requirements of
commercial Solid Waste customers, however, additional analysis of the net fiscal impact of
Hunter/Cole Ranch on the Solid Waste Fund should be completed as property-specific details
of the development program are established.
• Overall, the cumulative fiscal impact on all utility funds is projected to be positive.
52
OVERALL RESULTS
Per direction from City of Denton staff, the figure below compares annual revenues to annual
operating and capital expenditures for the funds analyzed, including utility funds. Note that under
current City policy, utility fund revenues are restricted use and cannot be used toward any other fund’s
activities.
Figure 25. Operating and Capital Expenditures Compared to Revenues for Funds Analyzed
Combined
53
I V. REVENUE AND E XPENDITURE DETAIL
R EVENUE M ETHODOLOGIES
This chapter provides detail on projection methodologies for revenue included in the analysis.
Growth-related revenues are modeled in this analysis in the following funds:
▪ General Fund
▪ General Debt Service Fund
▪ Special Revenue Funds:
• Street Improvement Fund
• Roadway Impact Fee Fund
▪ Utility Funds
• Water Fund
• Wastewater Fund
• Electric Fund
• Solid Waste Fund
Other funds that are not included are Internal Service Funds or considered fixed (unaffected by
growth).
GENERAL FUND REVENUES
A snapshot of the City General Fund from the model is shown below by specific category and line item.
The table shows the specific revenue category and source, base year (FY2019) budget amount, projection
methodology, and the level of service (LOS) standard, or dollar per demand unit. For instance, for those
categories projected based on “POPULATION,” the current budget amount is divided by the estimated
population for base year 2019.
54
Figure 26. General Fund Revenues
LOS Std
Revenue Revenue Base Year Project Using $ per
Category Name Budget Amount Which Demand Base? Demand Unit
Ad Valorem Taxes Current Year Ad Valorem $45,674,373 CUM AV $0.38536
Delinquent Ad Valorem $296,883 FIXED $0.00
Current Year - Penalties and Interest $161,424 FIXED $0.00
Prior Year - Penalties and Interest $96,290 FIXED $0.00
Rendition Penalties $31,013 FIXED $0.00
Sales Tax Sales Tax $41,425,582 DIRECT ENTRY $0.00
Franchise Agreements DMU Electric $2,162,610 FIXED $0.00
DMU Water $463,295 FIXED $0.00
DMU Wastewater $307,640 FIXED $0.00
Solid Waste Fund $413,356 FIXED $0.00
Gas $298,753 FIXED $0.00
Private Electric $105,949 FIXED $0.00
Cable $410,188 FIXED $0.00
Telephone $201,058 FIXED $0.00
Other Taxes Mixed Beverage Tax $484,924 POP AND JOBS $2.47
Bingo Tax $21,012 POP AND JOBS $0.11
Service Fees Community Building Rentals $240,705 FIXED $0.00
Ambulance Service Fees $3,700,000 POP AND JOBS $18.85
Hazardous Materials Billing $6,000 FIXED $0.00
Fire Inspections $200,000 FIXED $0.00
Restaurant Inspections $288,400 FIXED $0.00
Swimming Pool Inspections $32,571 TOTAL UNITS $0.66
Reinspection Fees $47,363 TOTAL UNITS $0.95
Electrical Inspections $57,000 TOTAL UNITS $1.15
Plumbing Inspections $163,838 TOTAL UNITS $3.30
Gas Well Inspections $329,665 FIXED $0.00
Library Non-Resident Fees $54,000 FIXED $0.00
Parks Identification Card Fees $37,000 POPULATION $0.28
Athletic Program Fees $54,000 POPULATION $0.40
Special Events - Parks $8,300 FIXED $0.00
Natatorium Fees $440,312 POPULATION $3.27
Water Works Parks Fees $1,124,640 POPULATION $8.36
Swimming Pool $70,034 POPULATION $0.52
Cemetery Fees $29,000 FIXED $0.00
Development Fees $120,408 POP AND JOBS $0.61
Police Academy Revenue $75,000 FIXED $0.00
Sale of Documents $275,400 FIXED $0.00
Plan Review Fees $600,000 POP AND JOBS $3.06
Parking Meter Receipts $14,171 VEHICLE TRIPS $0.04
Development Postage $13,484 FIXED $0.00
Traffic/Police Reports $38,000 POP AND JOBS $0.19
Copy Charges $94,760 FIXED $0.00
55
Fines and Fees Warrant Fees $130,000 FIXED $0.00
Juvenile Case Manager $100,000 FIXED $0.00
Library Fines & Fees $150,000 POPULATION $1.12
Animal Services Fees $199,000 POPULATION $1.48
Animal Services Fines $5,000 FIXED $0.00
Auto Pound Fees $36,000 VEHICLE TRIPS $0.09
Mowing Recovery Fees $10,000 FIXED $0.00
Police Escort & Guard Fees $30,000 FIXED $0.00
Civil Fines $10,000 FIXED $0.00
Arrest Fees $100,000 TOTAL POLICE CALLS $1.18
Inspection Fines & Fees $7,000 FIXED $0.00
Fire Department Fees $6,000 TOTAL FIRE CALLS $0.40
School Crossing Fines $10,000 FIXED $0.00
Denton Municipal Fines $1,300,000 VEHICLE TRIPS $3.31
UNT Police Fines $140,000 FIXED $0.00
TWU Police Fines $22,000 FIXED $0.00
Parking Fines $260,000 VEHICLE TRIPS $0.66
Uniform Traffic Fees $43,000 VEHICLE TRIPS $0.11
False Alarm Fees $65,000 FIXED $0.00
Court Cost Service/Admin Fees $1,080,000 POP AND JOBS $5.50
Truancy Preventon Fees $20,000 FIXED $0.00
Licenses and Permits Food Handler Permits $500 FIXED $0.00
Zoning Permits $116,844 POP AND JOBS $0.60
Moving Permits $380 FIXED $0.00
Demolition Permits $6,500 FIXED $0.00
Pool, Spa, Hot Tub Permits $26,235 FIXED $0.00
Building Permits $3,377,335 POP AND JOBS $17.21
Electrical & Plumbing Licenses $0 POP AND JOBS $0.00
Curb Cut Permits $579 FIXED $0.00
Mobile Home Park Licenses $15,909 FIXED $0.00
Sign Permits $55,335 FIXED $0.00
Fence Permits $45,000 SINGLE FAMILY $1.48
Mechanical Permits $57,915 POP AND JOBS $0.30
Certificate of Occupancy Fees $80,000 POP AND JOBS $0.41
Variance Fees $500 FIXED $0.00
Landscape Fees $2,200 FIXED $0.00
Miscellaneous Permits $5,882 FIXED $0.00
Gas Well Permits $7,800 FIXED $0.00
Park Vendor Fees $23,000 FIXED $0.00
Beer & Wine Permits $36,110 RETAIL SF $0.01
CPR Training $5,500 FIXED $0.00
Misc. Revenues Misc. Revenues $2,286,026 FIXED $0.00
Return on Investment Return on Investment - Water $1,339,555 DIRECT ENTRY $0.00
Return on Investment - Wastewater $882,684 DIRECT ENTRY $0.00
Return on Investment - Electric $6,204,970 DIRECT ENTRY $0.00
Return on Investment - Airport $0 FIXED $0.00
Admin Transfer - Bond Sale $0 FIXED $0.00
Cost of Service Trans.Cost of Service Transfers $8,733,146 FIXED $0.00
Other Use of Fund Balance 1,483,131 FIXED $0.00
TOTAL $129,184,437
56
CUSTOMIZED/MARGINAL CALCULATIONS FOR GENERAL FUND
The following details the custom methodology used for certain revenue streams.
▪ City Sales Tax is attributed to nonresidential development. To determine the level of revenue
for each nonresidential category, we annualized recent sales tax revenue data by industry
provided by the City of Denton. Dividing sales tax revenue by the estimated floor area of
current nonresidential development yields average Sales Tax Revenue per square foot for the
land use types projected. Shown in Figure 27, retail development averages $4.26 in annual
sales tax per square foot compared to $1.51 per square foot for office and $0.83 per square
foot for industrial development.
Figure 27. Sales Tax per Square Foot
▪ Property Tax is projected based on the respective cumulative assessed values (see below for
additional detail) of the property projected in the scenario. Cumulative assessed values are
multiplied by the FY2020 General Fund tax rate of $0.38536 per $100 valuation. The FY2020
tax rate was utilized per direction from the City of Denton Finance Department. As shown,
assessed values for residential real property and nonresidential real property were projected
separately to allow for comparison by type of development.
Figure 28. Assessed Value by Land Use Type
LAND USE
2019 Sales Tax
Revenue Square Feet
Sales Tax
Revenue / SF
RETAIL $21,068,738 4,950,150 $4.26
OFFICE $6,781,393 4,493,658 $1.51
INDUSTRIAL $8,516,851 10,248,796 $0.83
Source: City of Denton Finance Department. Three Year Sales Tax by NAICS; Trip
Generation, Institute of Transportation Engineers, 10th Edition (2017).
LAND USE Assessed Value
Residential*Unit
Single Family $350,000
Single Family Lot $70,000
Multifamily $90,000
Nonresidential Square Foot
Retail $120.17
Office $120.17
Industrial $70.71
Source: City of Denton
*Single Family Values shown are prior to homestead exemption of
$5,000.
57
▪ Return on Investment (“ROI”) revenues were calculated as 3.5 percent of gross revenues from
the Water, Wastewater, and Electric Fund, per the City’s ROI policy and discussions with staff.
▪ Licenses & Permits, Charges for Services, Fines & Fees: Based on discussions with City staff
and an analysis of relevant financial documents, several line items’ revenues are likely to
increase with growth in Population, Jobs, or Population and Jobs. Certain revenues associated
with specific services such as Fire and Police are expected to increase based on Total Police
Calls, Total Fire Calls, and Vehicle Trips.
FIXED REVENUES
▪ Franchise Fee revenues to the General Fund are fixed; growth in Franchise Fee is instead
allocated to the Street Improvement Fund per the City of Denton’s current policy to transfer
franchise fee revenue in excess of FY2016 dollar amounts to the Street Improvement Fund.
▪ Cost of Service Transfer revenues are transfers from other funds to the General Fund for
general government services; Utility Fund Costs of Service were first modeled on the
expenditure side. Cost of Service revenues to the General Fund are set to equal those
expenditures. Expenditure projection methodology including the approach to modeling Cost
of Service revenues is detailed in the following sections of this chapter.
▪ Miscellaneous revenues were conservatively assumed to be fixed per conversations with City
staff.
58
GENERAL DEBT SERVICE FUND
The General Debt Service Fund receives unrestricted revenue from Ad Valorem Property taxes; the
FY2020 rate of 0.20509 per $100 of assessed value was used to project property tax revenues resulting
from Hunter/Cole Ranch.
“Transfers In” are fixed. These line items, seen below in Figure 29 reflect restricted revenue funds
making debt service payments, which are accounted for within the capital expense analysis presented
later in this chapter.
Figure 29. General Debt Service Fund
SPECIAL REVENUE FUNDS
The fiscal impact analysis also includes revenues from Special Revenue Funds, capturing revenues that are
anticipated to be generated from growth.
STREET IMPROVEMENT FUND
The Street Improvement Fund includes all Street Department activities; the Street Department is
responsible for street maintenance and repair and is funded primarily through franchise fee revenues.
The majority of these franchise fee revenues are paid by major utility funds. Franchise Fee revenue
resulting from the Hunter/Cole Ranch development is calculated as 5 percent of projected Water,
Wastewater, Electric, and Solid Waste revenue, per City policy. Other franchise fee revenue10 to the Street
Improvement Fund is not expected to be affected by the proposed development.
10 Other franchise fees are paid from private electric, cable, telephone, and gas utility providers.
LOS Std
Revenue Revenue Base Year Project Using $ per
Category Name Budget Amount Which Demand Base?Demand Unit
General Debt Service Fund Current Year Ad Valorem $24,293,126 CUM AV $0.20509
Interest Income $200,000 FIXED $0.00
Transfer in - Drainage $0 FIXED $0.00
Transfer in - Solid Waste $8,995,034 FIXED $0.00
Transfer in - Fleet $245,027 FIXED $0.00
Transfer in - Street Improvements $129,250 FIXED $0.00
Transfer in - Materials Mgmt $0 FIXED $0.00
Transfer in - Communication $10,150 FIXED $0.00
Transfer in - Electric $36,314,570 FIXED $0.00
Transfer in - Water $12,700,195 FIXED $0.00
Transfer in - Wastewater $6,858,067 FIXED $0.00
Use of Reserves $533,272 FIXED $0.00
TOTAL $90,278,691
59
Figure 30. Street Improvement Fund
ROADWAY IMPACT FEE FUND
The Roadway Impact Fee Fund accounts for Roadway Impact Fees paid to the City of Denton by
developers and homebuilders. Development within the Hunter/Cole Ranch MMD is projected to
generate revenue to the Roadway Impact Fee Fund based on the impact fees currently in place per
the 2015 Roadway Impact Fee Study. The majority of the development is located in Roadway Impact
Fee Service Area A with the following impact fee rates, which are therefore applied to new
development projected in the Hunter/Cole Ranch. The City is currently in the process of updating its
Roadway Impact Fee Study and potentially adjusting its fee schedule, but per conversations with City
staff, the 2015 fees were appropriate for use in this analysis. Note that the MMD will also contribute
Contract Tax revenue per the Operating Agreement to assist with funding impact fee eligible roadway
projects.
Figure 31. Roadway Impact Fee Assumptions
LOS Std
Revenue Revenue Base Year Project Using $ per
Category Name Budget Amount Which Demand Base? Demand Unit
Street Improvement Fund Street Cut Reimbursements $364,140 FIXED $0.00
Bond Sale Savings $1,196,404 FIXED $0.00
Check^Misc. Income $10,000 FIXED $0.00
$6,701,633 Franchise Fee - DMU Electric $6,701,633 DIRECT ENTRY $0.00
$1,898,986 Franchise Fee - DMU Water $1,898,986 DIRECT ENTRY $0.00
$1,260,978 Franchise Fee - DMU Wastewater $1,260,978 DIRECT ENTRY $0.00
$1,755,737 Franchise Fee - Solid Waste Fund $1,755,737 DIRECT ENTRY $0.00
$298,753 Other Franchise Fees $1,902,577 FIXED $0.00
$105,949 TOTAL $15,090,455
Development Type
Impact Fee (per Unit /
1,000 SF of Nonres.
Floor Area)
Single-Family Detached $2,000
Multifamily $1,251
Retail*$2,100
Office** $2,737
Industrial $588
*Impact Fee for Shopping Center, ITE Land Use Code 820.
**Impact Fee for General Office Building, ITE Land Use Code 710.
Source: City of Denton 2015 Roadway Impact Fee Study. Service Area
A, Current Collection Rates.
60
UTILITY FUNDS
The methodology used to project utility fund revenues is summarized for the Water, Wastewater, Solid
Waste, and Electric Funds in this section of the report. Note that a customized methodology was used
for all growth-related revenues, as indicated by “DIRECT ENTRY”.
WATER AND WASTEWATER REVENUE PROJECTION ASSUMPTIONS
A customized methodology was used to project operating and impact fee revenues for water and
wastewater revenues, per the snapshot from the fiscal model below.
Figure 32. Utility Fund Revenue Projection Methodology
LOS Std
Revenue Revenue Base Year Project Using $ per
Category Name Budget Amount Which Demand Base? Demand Unit
Water Fund Interest Operating $251,000 FIXED $0.00
Water Sales Residential $19,496,211 DIRECT ENTRY $0.00
Water Sales Commercial $16,841,145 DIRECT ENTRY $0.00
Water for Resale $1,168,296 FIXED $0.00
Other Water $767,349 FIXED $0.00
Cost of Service - GF $436,024 FIXED $0.00
Cost of Service - Electric $474,839 FIXED $0.00
$50,192,034 Cost of Service - Wastewater $447,929 FIXED $0.00
Cost of Service - Solid Waste $128,970 FIXED $0.00
Impact Fee Revenues $5,700,000 DIRECT ENTRY $0.00
Use of Reserves $4,480,271 FIXED $0.00
Wastewater Fund Interest Operating $208,000 FIXED $0.00
Wastewater Residential $10,657,173 DIRECT ENTRY $0.00
Wastewater Commercial $12,168,689 DIRECT ENTRY $0.00
Wastewater Effluent Irrigation $68,576 FIXED $0.00
Wastewater Wholesale $694,234 FIXED $0.00
Other Wastewater $1,674,678 FIXED $0.00
Drainage Fees $4,727,006 DIRECT ENTRY $0.00
Transfers In $551,795 FIXED $0.00
Impact Fee Revenues $2,000,000 DIRECT ENTRY $0.00
Use of Reserves $4,721,103 FIXED $0.00
61
Rate revenue and facility charge revenue were projected separately by land use. Per conversations
with City staff, we utilized data from the January 2020 Hunter-Cole Development Analysis completed
by Freese and Nichols (“the FNI report”) as well as current facility charges and rates to project revenue
per residential unit and nonresidential acre.11
Figure 33. Water and Wastewater Billing Assumptions
The average annual revenue per single family unit, multifamily unit, and nonresidential acre was
multiplied by the projected residential and nonresidential growth on a cumulative annual basis to
arrive at operating revenue projections.
11 Per the FNI report, single-family and multifamily units will require water production of 170 GPD per capita, with household sizes
averaging 3.2 persons and 2.5 persons respectively. Nonresidential consumption is 120 GPD per employee, assuming 18 employees per
acre. Monthly GPDs for each unit type are shown in the first row of the figure.. Per the FY2020 City of Denton Utility Rate Booklet, the
Facility Charge for a Single Family Unit is $16.00 per month, and multifamily facility charges vary depending on the meter size. We thus
applied the Single Family-to-Multifamily GPD ratio (16:13, or 79 percent), to the Single Family facility charge to estimate the average
monthly multifamily facility charge. The same methodology was used to estimate the average nonresidential facility charge. The result
of these calculations is average annual water revenue of $1,000, $841, and $4,276 per Single Family unit, Multifamily unit, and
Nonresidential acre, respectively. Average annual wastewater revenue per unit and per acre was calculated utilizing the per capita
consumption/production (measured in GPD) from the FNI Report, and the 2020 Booklet rates and formulas. The Drainage fees utilized
are calculated on a per unit per acre basis for residential development and on a per acre basis for nonresidential development, assuming
an average impervious surface area of 60 percent for all land uses, which is supported by the Master Planned Community’s zoning.
Water & Wastewater Revenue - Billing & Consumption Assumptions by Land Use
City of Denton, Texas - Hunter and Cole Ranch FIA
SINGLE FAMILY
(PER UNIT)
MULTIFAMILY
(PER UNIT)
NONRESIDENITAL
(PER ACRE)
WATER
Monthly GPD (1,000s)*16 13 66
Facility Charge**$16.00 $12.59 $64.00
Rate per 1,000 gallons**$4.15 $4.45 $4.45
AVERAGE ANNUAL REVENUE $1,010 $841 $4,276
WASTEWATER
Facility Charge**$11.00 $26.50 $26.50
Rate per 1,000 gallons***$3.80 $4.85 $4.85
AVERAGE ANNUAL REVENUE $420 $406 $1,839
DRAINAGE FEE
Monthly Fee Estimate****$12.00 $1.15 $27.62
AVERAGE ANNUAL REVENUE $144 $14 $331
* Derived from average GPD per City of Denton's Design Criteria and FNI Hunter Cole Development Analysis (Feb 7, 2020).
** City of Denton Utility Brochure and Rate Booklet (FY19/20)
*** Billing based on FY2019 Rate Booklet formulas and average GPD per FNI Hunter Cole Development Analysis, (Feb 7, 2020).
**** Assumes 24 multifamily dwelling units per acre per HDR's TDM Report Feb 12, 2020).
62
Impact Fee Revenue Projections
The following impact fee schedule, based on the City of Denton’s 2018 Water and Wastewater Impact
Fee Study, was utilized to project Water and Wastewater impact fee revenue attributable to
Hunter/Cole Ranch. See the footnote in Figure 34 for detail regarding how the multifamily fee per unit
and nonresidential fee per acre were calculated.
Figure 34. Water and Wastewater Impact Fee Assumptions
By multiplying the fee amounts depicted in Figure 34 by projected growth in residential and
nonresidential development, annual water and wastewater impact fee revenue was calculated for
each year of the study period. Note that the MMD will contribute revenue from a Contract Tax, as
outlined in the Operating Agreement, to help finance impact fee eligible Water and Wastewater
capital projects.
FUND Single Family (SFE)Multifamily (Unit)*Nonresidential
(Acre)**
Water $7,638 $6,011 $26,383
Wastewater $4,716 $3,712 $83,739
*Applies 73% W/WW Consuption/Production Rate to SFE Impact Fees.
City of Denton - Fiscal Impact Analysis
**Calculated by subtracting the total estimated SFE and Multifamily Water/Wastewater from the Impact Fee Revenue
projected in the FNI Report, and dividing the result by the total nonresidential acreage projected.
Impact Fee Assumptions
63
ELECTRIC FUND
The Electric Fund revenue assumptions depicted in Figure 35 were provided by the City of Denton.
The per unit and per acre annual electric revenues were applied to the development program to
project rate revenues. This FIA utilized the City of Denton’s estimated annual lighting revenue per
year; the City’s revenue assumptions for lighting are shown in the figure below on a per lot and per
mile basis.
Figure 35. Utility Fund Revenue Projection Methodology
SOLID WASTE FUND
Solid Waste Fund revenue was projected by multiplying the annualized FY2020 rate for Single Family
refuse and recycling collection (standard cart size) to the Single Family units projected under the
development plan on a cumulative annual basis. Rates were confirmed with City of Denton staff.
Nonresidential rates were projected using nonresidential square footage [“TOTAL NR SF”] as the
demand base, since nonresidential rates vary depending on characteristics on nonresidential
properties that are unknown at this conceptual phase of the development program.
Figure 36. Solid Waste Fund Revenue Projection Methodology
Land Use Category Per Unit / Per Acre
Annual Revenue
Multi Family Annual Revenue / Unit 775kWH $1,024
Single Family Annual Revenue / Unit /1875 kWH $2,091
Commercial Annual Revenue / Acres $46,395
Industrial Annual Revenue / Acres $26,182
Lighting Category Per Lot / Per Mile
Residential Lighting 6.6 Lots /100W $129
Arterial Lighting 250W 21.12 lights per mile $226
Source: City of Denton (DME) - Dec 12, 2019.
LOS Std
Revenue Revenue Base Year Project Using $ per
Category Name Budget Amount Which Demand Base? Demand Unit
Solid Waste Fund Refuse & Recycling Fees - Residential $11,125,873 SINGLE FAMILY $256.92
Refuse Fees - Commercial $14,533,461 TOTAL NR SF $0.48
Commercial Recycling $1,505,187 TOTAL NR SF $0.05
$40,208,780 Landfill Gate and Material Sales $5,967,459 FIXED $0.00
Recycled Materials Sales $60,590 FIXED $0.00
Asset Sales & Interest Income $459,217 FIXED $0.00
Other Revenues $871,268 FIXED $0.00
Use of Reserves $348,606 FIXED $0.00
64
R EVENUE O UTPUTS
This section details revenue outputs from the Fiscal Impact Analysis.
REVENUE PROJECTIONS
The following figures illustrate the projected revenues in the City’s General Fund and other non-utility
Funds modeled. Results are shown as a cumulative total over the 40-year projection period as well as
an average annual figure. As noted in the figures, the listed dollar amounts are in $1,000s.
Figure 37. 40-Year Revenue Totals for all Non-Utility Funds
Revenue total and average annual revenue over the 40-year study period is shown for each Utility
Fund included in the analysis in Figure 38.
40-Year Total Revenues (x$1,000)
City of Denton's Fiscal Impact Model
General Fund Revenues
Ad Valorem Taxes $627,009 55%0.00
Sales Tax $374,893 33%0.00
Franchise Agreements $0 0%0.00
Other Taxes $5,981 1%0.00
Service Fees $51,509 4%0.00
Fines and Fees $29,384 3%0.00
Licenses and Permits $2,170 0%0.00
Miscellaneous Revenues $0 0%0.00
Return on Investment $57,241 5%0.00
Cost of Service Transfer $45 0%0.00
Subtotal General Fund Revenues $1,148,231 100%0.00
Subtotal General Debt Service Fund Revenues $335,073
Subtotal Street Improvement Fund Revenues $96,975
Subtotal Roadway Improvement Fund Revenues $49,008
GRAND TOTAL REVENUES $1,629,288
AVERAGE ANNUAL REVENUES $40,732
Category Cumulative
Revenues %FTEs
65
Figure 38. Revenue Totals and Annual Average for Utility Funds
40-Year Net Cumulative Impact - Utilty Funds
City of Denton - Fiscal Impact Analysis
Electric Fund*
Cumulative Total $966,695
Average Annual Revenue $24,167
Water Fund
Operating Revenues $389,015
Impact Fee Revenues $153,035
Cumulative Total $542,050
Average Annual Revenue $13,551
Wastewater Fund
Operating Revenues $279,736
Impact Fee Revenues $144,469
Cumulative Total $424,205
Average Annual Revenue $10,605
Solid Waste
Cumulative Total $304,055
Average Annual Revenue $7,601
*Electric Fund projections provided by City of Denton.
66
O PERATING E XPENDITURE M ETHODOLOGIES
All variable operating expenditures are projected, including personnel and operating costs. Capital
Expenditures are discussed in a separate section.
GENERAL AND SPECIAL REVENUE FUNDS
For most City departments, operations and personnel costs are projected separately. A summary of the
approach is provided below. It should be noted that many departments have some portion of their budget
that is considered “fixed” and will not increase with growth. That is, existing operations will be able to
absorb a portion of additional impacts from growth in the City. In the figures below, “fixed” is only
indicated for those categories that are considered entirely “fixed.”
67
Figure 39. General and Special Revenue Operating Expenditures Approach
Expenditure
Category
General Fund
City Manager x x
Economic Development x x
Facilities Management Facilities SF x
Finance/Accounting x x x
Human Resources x x
Internal Audit x x
Legal Administration x x x
Public Affairs x x
Non-Departmental x
Library x Library SF x
Parks And Recreation Parks SF x
Development Services x x
Public Safety Communications x x x
Municipal Court x x
Municipal Judge x x
Police x x x
Animal Services x x
Fire x x
Transportation Admin x x
Traffic Operations x x
Special Revenue Funds
Streets Improvement Fund NA x x
Roadway Impact Fee Fund NA x NA
FixedTotal Police
Calls
Administrative & Community
Services
Neighborhood Services
Department Population Population &
Jobs
Public Safety
Transportation
Staff
Modeled? Lane Miles Vehicle Trips Total Fire and
EMS Calls City FTEs Custom
Analysis
68
CUSTOM METHODOLOGIES
All growth-related departments except for Facilities Management, Library, and Parks and Recreation are
modeled using basic growth indicators derived from the development scenario (i.e., population, jobs, etc.)
as the basis for projecting demand. Further explanation of those metrics is found in Appendix A.
Descriptions of the customized methodology used for Facilities Management, Library, Parks and
Recreation, and the Roadway Impact Fee Fund are found below.
▪ Facilities Management: Facilities Management expenditures are expected to increase over base
year expenditures in accordance with the addition or expansion of City owned facilities. Facilities
Management is currently responsible for 1,341,696 square feet of City-owned facilities.12 As
future development triggers the construction of new facilities (discussed in detail in the following
chapter) the Facilities Management department will need to increase its capacity in order to
maintain levels of service. Facilities Management expenditures are thus projected utilizing
“FACILITIES SF.” The expansion of capital facilities is discussed in detail in the next section of this
chapter.
▪ Parks & Recreation: Parks and Recreation Operating Expenditures are projected based on square
feet of City-maintained parks that will be developed as a result of Hunter/Cole Ranch. The table
below summarizes the public park facilities and amenities that will be developed and which
entity—the City or the MMD—will be responsible for their maintenance.
Figure 40. City Maintained Parks and Recreation Facilities for Operating Expense Projections
12 Source: City of Denton Facilities with Updated Property Values 2019. Provided by City of Denton Finance Department.
PARK CATEGORY
Number Prototype
Size
Total Area
Developed
City Maintained
Recreation Center 1 26,000 sf 26,000 sf
Hunter Ranch 54-acre City Park 1 54 acres 2,352,240 sf
Cole Ranch 50-acre City Park 1 50 acres 2,178,000 sf
TOTAL CITY MAINTAINED PARKS (SF): 4,382,000 sf
MMD or HOA Maintained
Neighborhood Parks 4 5 acres 20 acres
Pocket Parks / Dog Parks 30 2 acres 60 acres
Regional Trails 23 1 mile 23 miles
Community Trails 35 1 mile 35 miles
69
• Library: Library operating expenditure projections are based, in part, on library square footage.
One additional library is triggered by growth, as detailed in the next section of this chapter. Using
current costs per Library SF, the fiscal model projects increases in Library operating expenditures.
70
UTILITY FUND OPERATING EXPENDITURES
As Enterprise Funds, Utility Funds are self-funding in the sense that rates are adjusted as needed to
cover operating and capital expenditures. As requested by the City of Denton, however, this FIA
examined the fiscal impact of the proposed development on Utility Funds if utility rates were to be
held constant over time. Expenditures were projected utilizing the methodological approaches
summarized Figure 41.
Figure 41. Utility Funds Operating Expenditures Approach
Expenditure
Category
Utility Funds
Personnel
Operations
Franchise Fees
Return on Investment
Cost of Service - Transf.x
Capital Outlay
Personnel
Operations x
Franchise Fees
Return on Investment
Cost of Service - Transf.x
Capital Outlay
Personnel
Operations
Franchise Fees
Return on Investment
Cost of Service - Transf.x
Capital Outlay
Personnel
Operations
Franchise Fees
Cost of Service - Transf.x
Capital Outlay
*Production/consumption utilizes the following metrics: Water - thousands of gallons per year; Wastewater - thousands ofof gallons (discharge) per year; Solid Waste -
landfilled (tons); recyclin collections (tons)
Water Fund
Wastewater Fund
Electric Fund
Solid Waste Fund
Name
x
x
x
[5% of Gross Rev.]
[Single Family Units] /
[Nonresidential SF]
Estimates from DME
[3.5% of Gross Rev.]
Quorum Report Projections
Estimates from DME
[5% of Gross Rev.]
[5% of Gross Rev.]
[3.5% of Gross Rev.]
x
Custom Analysis
[5% of Gross Rev.]
[3.5% of Gross Rev.]
x
x
x
x
x
Revenue Production*Facilities Staff
Modeled?
71
C APITAL E XPENDITURE M ETHODOLOGIES
Capital costs and infrastructure improvements to serve new development are modeled based on demand
generated by the proposed development. Capital facilities, infrastructure, vehicles, and equipment are
projected for General Government, Parks and Recreation, Library, Fire, Police, Public Works, Facilities
Management, Fleet Management, Transportation and Street Departments, DMU Water, DMU
Wastewater, DMU Electric, and Solid Waste.
Many of the assumptions on which the analysis is based can be viewed as policy-making decision points,
which if modified would affect the overall results. For example, most of the capital expenditures assumed
in the analysis, and the resulting costs (assumed in most cases as debt financed), are projected
independent of the current capital improvement programs and debt capacity guidelines. Rather, the
capital costs projected in this analysis reflect the potential cost to serve new growth, regardless of
whether the resources are available to cover the costs. The City will continue to balance its annual budgets
considering financial guidelines and policies, applicable operating impacts, and available resources.
An important aspect of the capital expenditure methodology is that per direction from the City of Denton’s
Finance Department, it is assumed that the funding of new facilities will be debt financed. This is in keeping
with the City’s current practices and allows the City to fund necessary infrastructure investments for which
it has insufficient cash on hand. From a fiscal impact perspective, it should be noted that debt financing
can understate the full cost of a capital project; because the payments are made over a 20-year period,
the fiscal model’s 40-year projection period may not capture the full cost of capital facilities constructed
or assets acquired after year 21.
GENERAL GOVERNMENT FACILITIES
To serve residential and nonresidential development in the scenarios, the population and job growth
is multiplied by the current level of service of general government administrative offices. The level of
service is found by dividing the current floor area of City Hall (City Hall, City Hall East less Police
Department floor area, City Hall West, and Finance) by population and job total in the City (192,782
square feet / 196,274 population and jobs = 0.98 square feet per population and job). As residential
and nonresidential growth occurs in the scenarios, the demand factor of 0.98 square feet per
population or job is applied to General Government capital costs.
General Government vehicles are also projected using this approach; the base year 2019 vehicle count
is 33 as provided by the City of Denton’s FY2019 Fleet Inventory Asset List. Note that General
Government city vehicles are assigned an average useful life of eight years, and replacement vehicles
are also included in this analysis.
72
PARKS AND RECREATION
Parks and Recreation infrastructure improvement needs resulting from the development of
Hunter/Cole Ranch were provided by the City of Denton and are documented in the draft Operating
Agreement between the City and the development team and the Developer’s Draft Parks Location
Plan.
We projected when development would trigger the need for the planned capital facilities based on
current levels of service for Recreation Facilities, City Parks, Neighborhood Parks, Pocket Parks,
Regional Trails, and Community Trails. See Figure 40 for a summary of anticipated Parks & Recreation
infrastructure improvements.
Costs were estimated based on recently completed or design-phase park project cost estimates,13
industry standards adjusted for regional cost factors,14 and replacement costs for the City of Denton’s
current parks and recreational facilities.15 Capital costs were then allocated between the City and the
Developer/MMD as directed by the City of Denton per the December 2019 Draft Operating Agreement
and input from City staff.
TRANSPORTATION
To project the impact growth will have on roadway infrastructure over the 40-year study period on,
the current level of service was calculated by dividing base year 2019 lane miles (1,326 lane miles) by
estimated base year 2019 vehicle trips (392,167 vehicle trips). As citywide vehicle trips increase due
to development, the construction of additional lane miles will be required. Vehicle trips are projected
utilizing trip generation rates from the Institute of Transportation Engineers (ITE) Trip Generation
Manual 10th Edition (2017). The demand factor of 0.0034 lane miles per vehicle trip is then applied
to total vehicle trips to calculate additional lane miles.
Roadway infrastructure improvements required to provide access to Hunter/Cole Ranch MMD were
projected by HDR and are documented in the January 2020 Draft TDM Plan.16 The roadway
infrastructure costs presented in this report represent the difference between the total roadway
investment needed to meet the projected transportation demand from Hunter/Cole Ranch over the
analysis period and the capital costs associated with the specific projects identified in the Draft TDM
Plan. Based on input from City of Denton staff, it is assumed that roadway impact fees and MMD
Contract Tax revenue contributions will help fund these costs.
13 City Council Meeting Materials – Agenda ID# 191337, Exhibit 2. June 18th, 2019. Carnegie Park aka Patrick Park
Construction Cost Estimates.
14 North Carolina State University. 2015. Cost Analysis for Improving Park Facilities to Promote Park Based Physical Activity.
Available:https://content.ces.ncsu.edu/cost-analysis-for-improving-park-facilities-to-promote-park-based-physical-
activity
15 City of Denton Facilities with Updated Property Values 2019. Provided by City of Denton Finance Department.
16 HDR. Dec 10, 2019. City of Denton Cole-Hunter 2040 Draft TDM Report.
73
POLICE
Police capital facilities impacted by growth include patrol vehicles and police facility square feet. The
current level of service standard for police facilities is 2019 facility square feet (26,925 SF) per Police
Calls for Service (84,666) or 0.32 square feet per call for service. Police Calls for Service were
projected over the 40-year study period based on the methodology in Appendix A. This 0.32 level of
service standard was applied to Police Calls for Service to project additional police facility square feet
needed to serve growth. Square footage was then converted to facilities needed assuming an average
facility size of 20,630 square feet, per current substation design plans.17
Per conversations with City staff, one vehicle is needed for every two patrol officers. Sworn Officers
added to the force as a result of additional demand for police services was projected based on police
calls for service (which will increase due to population and employment growth in the MMD, as
described in Appendix B). Vehicle acquisition is triggered by the addition of new sworn officers. The
useful life for Police patrol vehicles is an average of five years. Average vehicle costs were provided by
the City of Denton.
FIRE AND EMS
Fire and EMS services were projected utilizing an approach similar to that used for Police services.
Current facility levels of service were calculated in terms of base year substation square feet per Fire
and EMS Calls for Service (94,500 square feet divided by 15,002 calls for service = 6.53 square feet
per call for service. The fire substation facility prototype is equal in square footage to the recently
constructed Fire Station #4 (15,721 square feet). Projected facility square feet were converted to
facilities, assuming the average new substation size will be 15,721 square feet.
LIBRARY
The City of Denton currently has three libraries; total square footage is 78,304 square feet, and
libraries range from 21,516 square feet to 33,708 square feet. Total collection materials, or library
items, equal 281,651. Demand for additional library capital facilities was projected by applying the
current library LOS of 0.58 square feet per population to projected population growth. The average
library size of 26,101 square feet was used to estimate the number of new facilities that will need to
be added to meet demand generated by growth resulting from the Hunter/Cole Ranch MMD.
17 Source: https://www.cityofdenton.com/CoD/files/17/172108de-784b-4c3b-b297-a7c6ef888e4f.pdf
74
SERVICE STATION ANNEX
Per direction from City of Denton staff, we assumed that 50 percent of the planned “Service Station
Annex” detailed in the City of Denton Capital Facilities Needs Assessment completed by Quorum
Architects would be attributable to growth from Hunter/Cole Ranch.18
18 Quorum Architects. Jan 16, 2020. City of Denton Facility Needs Assessment.
75
E XPENDITURE O UTPUTS
This section details expenditure outputs from the Fiscal Impact Analysis.
Regarding capital expenditures, the analysis assumes that all capital projects will be debt financed;
the capital expenditure totals in the figures within this section of the report reflect this assumption.
Note that they therefore differ slightly from the capital expenditures listed by item in the inventory
of capital costs presented in Chapter 2 of this report. The capital project and cost inventory presented
in Chapter 2 depicts project costs as if they were cash-financed to allow for a straightforward
comparison of City and Developer/MMD costs.
OPERATING AND CAPITAL EXPENDITURE PROJECTIONS
Operating and capital expenditure results are provided in this section based on the expenditure
methodologies discussed above.
For operating expenditure projections, the 40-year cumulative total is shown. Public Safety
expenditures account for the majority of costs. New staffing for the Police Department (89 FTEs) and
Fire Department (73 FTEs) are driving the operating expenses. Shown in Figure 42, Transportation
costs account for just 1 percent of the total expense increase attributable to Hunter/Cole Ranch. The
majority of operating and major road maintenance costs resulting from the projected increase in City-
Maintained Lane Miles are within the Street Improvement Fund.
Figure 42. Operating Expenditure Projections
The capital results for General Fund departments are shown below in Figure 43. Note that “Public
Works,” as referenced in this FIA, includes Fleet Maintenance & Fuel and Facilities Management. Fleet
and Facilities expenditures represent the majority of General Fund-financed capital expenses, in part
because the City is 100 percent responsible for funding the Service Station Annex, whereas capital
expenditures in other departments are at least partially funded by the developer or MMD.
Cumulative Operating Expenditures (x$1,000)
City of Denton's Fiscal Impact Model
Administrative & Community Services $186,825 22%
Neighborhood Services $114,448 13%
Public Safety $554,534 64%
Transportation $11,897 1%
SUBTOTAL GENERAL FUND EXPS $867,704 100%
SUBTOTAL STREET IMPROVEMENT FUND EXPS $69,372
GRAND TOTAL OPERATING EXPS $937,076
AVERAGE ANNUAL EXPS $23,427
Cumulative
ExpendituresCategory %
76
Another reason Fleet and Facilities expenditures are heavily impacted by growth is because these
departments are already near capacity in terms of both space and staffing. Moreover, Hunter/Cole
Ranch is not proximate to the existing Service Station, which houses Fleet Maintenance and Facilities
Management. It is therefore necessary for the City to develop a Service Station Annex to
accommodate the expansion of these two departments. The Service Station Annex will also
accommodate the Streets Department and Parks and Recreation, as well as Solid Waste, Water,
Wastewater, and a portion of DMU Electric.
The capital costs presented in this analysis for the Service Station Annex reflect only those that are
the result of growth stemming from Hunter/Cole Ranch.
Figure 43. Summary of Non-Utility Capital Costs
Figure 44. Summary of Utility Fund Capital Costs
Cumulative Capital Expenditures (x$1,000)
City of Denton's Fiscal Impact Model
Streets $11,519 8%
Parks and Recreation $49,659 35%
Library $7,018 5%
Fire $11,459 8%
Police $5,633 4%
General Government $18,294 13%
Public Works $38,454 27%
SUBTOTAL GENERAL DEBT CAP EXPS $142,035 100%
SUBTOTAL ROADWAY IMPACT FEE EXPS $51,657
GRAND TOTAL CAPITAL EXPS $193,692
Cumulative
ExpendituresCategory %
Cumulative Capital Expenditures (x$1,000) - Utility Funds
City of Denton's Fiscal Impact Model
Electric $115,077 23%
Water $241,963 48%
Wastewater $226,743 45%
Solid Waste $36,378 7%
TOTAL $505,084 100%
Category Cumulative
Expenditures %
77
78
B ASE Y EAR D EMOGRAPHIC E STIMATES
The table below summarizes estimates of the base year population, housing units, employment,
nonresidential space, and facility factors in the City of Denton. These estimated values serve as the
basis for the fiscal impact analysis and are used to determine the cost and revenue factors used in the
analysis.
APPENDIX A .
DEMOGRAPHIC & DATA ASSUMPTIONS
79
Figure 45. Base Year Input Data
Base
Year->2019
Population[1]POPULATION 134,460
POP AND JOBS 196,274
Housing Units by Type [1]SINGLE FAMILY 30,450
MULTIFAMILY 19,190
TOTAL UNITS 49,640
Jobs by Type [4]RETAIL JOBS 12,818
OFFICE JOBS 19,782
INDUSTRIAL JOBS 15,772
INSTITUTIONAL JOBS 13,442
TOTAL JOBS 61,814
Nonresidential Floor Area RETAIL SF 5,470,258
(SF = Square Feet)OFFICE SF 6,429,066
INDUSTRIAL SF 13,619,179
INSTITUTIONAL SF 4,529,955
TOTAL NR SF 30,048,460
Vehicle Trips [3]RESIDENTIAL TRIPS 239,023
NONRES TRIPS 153,144
VEHICLE TRIPS 392,167
Facility Factors [2][6][7]CITY MAINTAINED LN MILES 1,321
CUM PARK SF_CITY 41,033,520
REC FACILITIES SF 173,036
CITY PARK ACRES 587
CITY VEHICLES 1,225
FACILITY SF 1,341,696
LIBRARY ITEMS 281,651
LIBRARIES 3
RESIDENTIAL LN MILES 843
ARTERIAL LN MILES 225
COLLECTOR LN MILES 253
Police Factors [4][7]RES POLICE CALLS 62,706
NONRES POLICE CALLS 21,960
TOTAL POLICE CALLS 84,666
Fire Factors [4][7]RES FIRE CALLS 11,111
NONRES FIRE CALLS 3,891
TOTAL FIRE CALLS 15,002
Utility Factors [2][5][7]DME VEH 169
WATER VEH 110
WW VEH 105
SW UTILITY VEH 64
WATER PRODUCTION 7.14 Billion Gallons
WW DISCHARGE 4.455 Billion Gallons
SW LANDFILLED 276,537 Tons
RECYCLING COL 105,493 Tons
[1] City of Denton Staff (8/29/19 email)
[2] City ofDenton FY2018-19 Buget
[3] TischlerBise; ITE
[4] City of Denton Staff
[5] FY2019 Fleet Inventory provided by City of Denton
[6] FY2019 City Assets Updated Property Values provided by City of Denton
[7] Based on information from City of Denton CAFR
80
POPULATION AND JOB FACTORS
Household size is used to project population over the planning horizon; employees per acre of
nonresidential space are used to project future employment. Per direction from City of Denton staff,
we utilized the following assumptions.
▪ Single Family: 3.2 Persons per Household
▪ Multifamily: 2.5 Persons per Household
▪ Nonresidential Employees per Acre: 18 Employees per Acre
81
V EHICLE T RIPS
Vehicle trips are used to project some operating and capital expenditures in the fiscal impact analysis.
Average Weekday Vehicle Trip Ends by type of development (or trip generation rates) are from the
reference manual, Trip Generation, 10TH Edition, published by the Institute of Transportation
Engineers (ITE), in 2017. A “trip end” represents a vehicle either entering or exiting a development
(as if a traffic counter were placed across a driveway). Trip rates have been adjusted to avoid
overestimating the number of actual trips because one vehicle trip is counted in the trip rates of both
the origination and destination points.
RESIDENTIAL VEHICLE TRIPS
Vehicle trip generation for residential land uses are calculated by using ITE’s average daily trip end
rates and a trip adjustment factor customized for the City of Denton.
A vehicle trip end is the out-bound or in-bound leg of a vehicle trip. To not double count trips, a
standard 50 percent adjustment is applied to trip ends to calculate a vehicle trip. For example, the
out-bound trip from a person’s home to work is attributed to the housing unit and the trip from work
back home is attributed to the employer.
However, an additional adjustment is necessary to capture City residents’ work bound trips that are
outside of the City. The trip adjustment factor includes two components. According to the National
Household Travel Survey (2009), home-based work trips are typically 31 percent of out-bound trips
(which are 50 percent of all trip ends). Also, utilizing the most recent data from the Census Bureau's
web application "OnTheMap,” 72 percent of Denton workers travel outside the City for work. In
combination, these factors account for 11 percent of additional production trips (0.31 x 0.50 x 0.72 =
0.11). Shown in Figure 46 the total adjustment factor for residential housing units includes attraction
trips (50 percent of trip ends) plus the journey-to-work commuting adjustment (11 percent of
production trips) for a total of 61 percent.
Figure 46. Trip Adjustment Factor for Commuters
Employed Denton Residents (2017)61,129
Denton Residents Working in the City (2017)17,162
Denton Residents Commuting Outside of the City for Work 43,967
Percent Commuting out of the City 72%
Additional Production Trips 11%
Standard Trip Adjustment Factor 50%
Residential Trip Adjustment Factor 61%
Source: U.S. Census, OnTheMap Application, 2017
82
NONRESIDENTIAL VEHICLE TRIPS
Vehicle trip generation for nonresidential land uses are calculated by using ITE’s average daily trip end
rates and adjustment factors found in their recently published 10th edition of Trip Generation. To
estimate the trip generation in the City of Denton the weekday trip end per 1,000 square feet factors
highlighted in Figure 47 are used.
Figure 47. Trip Generation Factors
A simple factor of 50 percent is applied to the Office, Industrial, and Institutional land uses. The Retail
category has a trip factor of less than 50 percent because this type of development attracts vehicles
as they pass-by on arterial and collector roads. For example, when someone stops at a convenience
store on their way home from work, the convenience store is not their primary destination.
ITE Demand Wkdy Trip Ends Wkdy Trip Ends Emp Per Sq Ft
Code Land Use Unit Per Dmd Unit Per Employee Dmd Unit Per Emp
110 Light Industrial 1,000 Sq Ft 4.96 3.05 1.63 615
130 Industrial Park 1,000 Sq Ft 3.37 2.91 1.16 864
140 Manufacturing 1,000 Sq Ft 3.93 2.47 1.59 628
150 Warehousing 1,000 Sq Ft 1.74 5.05 0.34 2,902
254 Assisted Living bed 2.60 4.24 0.61 na
530 High School 1,000 Sq Ft 14.07 22.25 0.63 1,581
540 Community College student 1.15 14.61 0.08 na
550 University/College student 1.56 8.89 0.18 na
565 Day Care student 4.09 21.38 0.19 na
610 Hospital 1,000 Sq Ft 10.72 3.79 2.83 354
620 Nursing Home 1,000 Sq Ft 6.64 2.91 2.28 438
710 General Office (avg size)1,000 Sq Ft 9.74 3.28 2.97 337
770 Business Park 1,000 Sq Ft 12.44 4.04 3.08 325
820 Shopping Center (avg size)1,000 Sq Ft 37.75 16.11 2.34 427
310 Hotel Room 8.36 14.34 0.58 1,715
932 Sit-Down Restaurant 1,000 Sq Ft 112.18 21.26 5.28 190
934 Fast-Food Restaurant 1,000 Sq Ft 470.95 45.49 10.35 97
840 Auto Sales (New)1,000 Sq Ft 27.84 11.20 2.49 402
Source: Trip Generation, Institute of Transportation Engineers, 10th Edition (2017).
83
BASE YEAR VEHICLE TRIP TOTALS
Trip rates and adjustment factors are shown in the figure. Using trips generated from single family
units as an example, the formula is as follows: 30,450 units x 9.44 vehicle trips per unit x 61%
adjustment = 175,343. As shown in Figure 48, residential development accounts for an estimated 61
percent of total daily trips and nonresidential development accounts for an additional 39 percent.
Figure 48. Vehicle Trips
Vehicle Trips on an Average Weekday
Residential Units Assumptions
Single Family 30,450
Multifamily 19,190
Average Weekday Vehicles Trip Ends Per Unit**Wkdy Trip Ends Trip Factors
Single Family 9.44 61%
Multifamily 5.44 61%
Residential Vehicle Trip Ends on an Average Weekday
Single Family 175,343
Multifamily 63,680
TOTAL RESIDENTIAL TRIPS 239,023 61%
Nonresidential Vehicle Trips on an Average Weekday
Nonresidential Gross Floor Area (1,000 sq. ft.)*Assumptions
Retail 5,470
Office 6,429
Industrial 13,619
Institutional 4,530
Average Weekday Vehicle Trip Ends per 1,000 Sq. Ft.**Trip Factors
Retail 37.75 33%
Office 12.44 50%
Industrial 3.37 50%
Institutional***9.74 50%
Nonresidential Vehicle Trips on an Average Weekday
Retail 68,146
Office 39,989
Industrial 22,948
Institutional 22,061
TOTAL NONRESIDENTIAL TRIPS 153,144 39%
TOTAL TRIPS 392,167 100%
*Floor area estimates are derived from employment figures provided by the City of Denton.
**Trip rates are from the Institute of Transportation Engineers (ITE) Trip Generation Manual (2017)
***Assumes trip rate of the average office.
Wkdy Trip Ends
84
F UNCTIONAL P OPULATION
Both residential and nonresidential developments increase the demand on City services and facilities. To
calculate the proportional share between residential and nonresidential demand on service and facilities,
a functional population approach is used. The functional population approach allocates the cost of the
facilities to residential and nonresidential development based on the activity of residents and workers in
the City through the 24 hours in a day.
Residents that do not work are assigned 20 hours per day to residential development and 4 hours per day
to nonresidential development (annualized averages). Residents that work in the City of Denton are
assigned 14 hours to residential development and 10 hours to nonresidential development. Residents that
work outside the City are assigned 14 hours to residential development, the remaining hours in the day
are assumed to be spent outside of the City working. Inflow commuters are assigned 10 hours to
nonresidential development. Based on 2017 functional population data, residential development
accounts for 74 percent of the functional population, while nonresidential development accounts for 26
percent, see Figure 49.
Figure 49. City of Denton Functional Population
Demand Person Proportionate
Residential Hours/Day Hours Share
Estimated Residents 131,097
Residents Not Working 69,968 20 1,399,360
Workers Living in City 61,129
Residents Working in City 17,162 14 240,268
Residents Working outside of City 43,967 14 615,538
Residential Subtotal 2,255,166 74%
Nonresidential
Residents Not Working 69,968
Jobs Located in City 56,412 4 225,648
Residents Working in City 17,162 10 171,620
Non-Resident Workers 39,250 10 392,500
Nonresidential Subtotal 789,768 26%
TOTAL 3,044,934 100%
Source: U.S. Census Bureau, OnTheMap 6.1.1 Application and LEHD Origin-Destination Employment Statistics
Demand Units in 2017
85
P OLICE C ALLS FOR S ERVICE
A custom methodology is used to allocate police costs based on an analysis of calls for service in the
City of Denton.
As shown in Figure 49, 74 percent of the functional population in the City is attributed to residential
purposes and 26 percent of the functional population is attributed to nonresidential purposes. These
factors are used to allocate costs to residential and nonresidential land uses. This percentage split is
used to allocate the total police calls.
To project future Police calls for service from new development, the above data is used to determine
a call per person and call per nonresidential trip. This methodology seeks to capture demand for
services from both residential and nonresidential development. Since specific records on calls for
service by type of nonresidential land use is not available, vehicle trips by type of nonresidential land
use are utilized as a realistic proxy. This methodology reflects that the greatest number of calls for
service on a per square foot basis. If calls for service were allocated on a per employee basis, office
uses would generate the greatest number of calls due to its high employment density, which is
contrary to actual experience.
Shown in Figure 50, to find the residential police demand factor, the City’s population is applied to
the total residential calls for service to find a level of service of 0.4664 calls per person. The number
of nonresidential vehicle trips is applied to the total nonresidential calls for service to find a level of
service of 0.1434 calls per nonresidential trip. These factors are then applied to projected population
and nonresidential vehicle trips in each growth scenario to project new Police calls for service.
Figure 50. Police Service Call Demand Factors
POLICE CALLS FOR SERVICE DATA
Land Use FY 2019 Est.Percent
Residential 62,706 74.1%
Nonresidential 21,960 25.9%
TOTAL CALLS FOR SERVICE 84,666 100.0%
Calls for Service Projection Factors
Current Population 134,460
Current Nonresidential Vehicle Trips (Avg Daily)153,144
Current Vehicle Trips (Avg Daily)392,167
Calls per Capita 0.4664
Calls per Nonres. Trip 0.1434
Source: Based on information provided by FY18 CAFR
86
F IRE C ALLS FOR S ERVICE
As shown in Figure 51, in 2019, the Fire Department received an estimated 15,003 calls for service.
Of the total, 74 percent were attributed to residential development and 26 percent were attributed
to nonresidential development.
To project future Fire calls for service from new development, the above data is used to determine a
call per person and call per nonresidential trip. This methodology seeks to capture demand for
services from both residential and nonresidential development. Since specific records on calls for
service by type of nonresidential land use is not available, vehicle trips by type of nonresidential land
use are utilized as a realistic proxy. This methodology reflects that the greatest number of calls for
service on a per square foot basis. If calls for service were allocated on a per employee basis, office
uses would generate the greatest number of calls due to its high employment density, which is
contrary to actual experience.
Shown in Figure 51, to find the residential fire demand factor, the City’s population is applied to the
total residential calls for service to find a level of service of 0.0826 calls per person. The number of
nonresidential vehicle trips is applied to the total nonresidential calls for service to find a level of
service of 0.0254 calls per nonresidential trip. These factors are then applied to projected population
and nonresidential vehicle trips in each growth scenario to project new Fire calls for service.
Figure 51. Fire Department Demand Factors
FIRE/RESCUE DATA INPUT AREA
Land use FY2019 Est. Percent
Residential Land Uses 11,111 74%
Nonresidential Land Uses 3,891 26%
TOTAL CALLS FOR SERVICE 15,003 100.0%
Calls for Service Projection Factors
Current Population 134,460
Current Nonresidential Vehicle Trips 153,144
Calls per Capita 0.0826
Calls per Nonres. Trip 0.0254
Source: Based on information provided by FY18 CAFR
87
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT:
Public Health Official Position Feasibility
BACKGROUND:
At the June 6, 2023 City Council meeting, Mayor Pro Tem Beck requested staff research and report
on the possibility of creating a Public Health Official position within the City of Denton. This
report provides the results of Staff research on the feasibility of creating a Public Health Official
position to serve as a link by coordinating services between various health care institutions, social
service organizations, public safety personnel, and other agencies.
DISCUSSION:
Staff communicated with Denton County Public Health (DCPH) to document the current
relationship between the City of Denton and DCPH which is outlined below.
Denton County Public Health promotes and preserves sustainable community health through
exceptional education, compassionate care, and quality service. DCPH provides preventive
public health services by:
• Assuring disease surveillance and working to prevent the spread of disease
• Preparing and responding to disasters and assisting communities in recovery efforts
• Promoting and encouraging healthy behaviors
• Protecting against environmental hazards
Denton County Public Health is regulated under Texas Health and Safety Code: Title 2, Subtitle
F. Local Regulation of Public Health, Chapter 121. Local Public Health Reorganization Act.
Established during the 79th Legislative session (2005), Health Authorities (HA) serve as a critical
part of the state’s public health system. The Health and Safety Code establishes and defines a
Health Authority in Texas as a physician appointed under the provisions of Chapter 121, to
administer state and local laws relating to public health within an appointing body’s jurisdiction.
Health Authorities are considered an officer of the state when performing duties to implement
and enforce laws that protect the public’s health.
Currently DCPH employs 165.5 full time equivalent (FTE) positions and provides the following
services at 535 South Loop 288, Denton, TX:
88
Denton County Public Health (2022)
DCPH targeted outreach, collaboration, and marketing efforts in 2022 included*:
* two-thirds of all services provided within the City of Denton (Dr. Richardson, DCPH Director)
Denton County Public Health (2023)
Since June 2023, DCPH and/or the Special Supplemental Nutrition Program for Women, Infants,
and Children (WIC) have provided outreach and clinical services at over 35 events in the City of
Denton including:
MLK Rec Center Goodwill Quakertown Park
Walgreen’s UNT TWU
NCTC PRIDENTON La Azteca
Rubber Gloves Dan’s Silverleaf
Primary Care Vaccinations Diabetes Case
Management
STD Testing
and Treatment
Communicable
Disease
Response
478,480 views of HIV
testing info
84 community events 65 collaborations with
community partners
89
DCPH Collaboration:
City of Denton Community Services UNT
City of Denton Emergency Management TWU
City of Denton Parks and Rec NCTC
United Way of Denton County
DCPH Coalition Engagement:
Denton County Homelessness Leadership Team and Workgroup
Denton County Behavioral Health Leadership Team
Denton County Homeless Coalition
Denton ISD Health Advisory Committee
Child Fatality Review Team
Community Services
Collaboration between community agencies is essential for a holistic, efficient, and effective
approach to public health. It ensures that resources are used optimally, that the public receives
consistent and comprehensive care, and that agencies are better prepared to address both current
and emerging health challenges.
Community Services collaborates with residents and local community organizations to foster
healthy and safe neighborhoods. By working together, the community tackles complex social
issues more effectively, combining various expertise for lasting solutions and using shared data
for informed decisions.
The figure below shows the current environment specific to essential public health services
delivered by Denton County Public Health (DCPH) and those supported by City of Denton grant
programs such as the Community Development Grant and American Rescue Plan Act funding for
COVID-19 response and recovery.
90
Figure 1 *City of Denton Grants to Community Human Services Organizations providing related services
Health, Social Service, and Public Safety Coordinating Resources and Reducing Waste
Making vital links between agencies is crucial for public health. Vital links (Figure 2) that mobilize
community collaboration with service providers supporting the medical and mental health needs
of the homeless are made in Denton through local coalitions and collective impact projects such
as the Denton County Behavioral Health Leadership Team (DCBHLT) and Denton County
Homelessness Leadership Team (DCHLT).
Figure 2
Different agencies often have unique resources, expertise, and capacities. Linking these efforts is
key to strengthening and enhancing community resources. The programs highlighted below are
the newest resources improving the community’s holistic approach to public health care.
91
Cross Care Collaborative
Behavioral health and housing systems in Denton County overlap in individuals served, but often
operate independently of each other. As a result, resources (services and people) in both systems
are not utilized as effectively as possible. This collaboration was formed to build a vital link
between the health care and homeless response systems to identify opportunities for efficiencies
and improved triage and resource planning.
Denton County Public Health (DCPH) Mental Health Navigator Program
Denton County Public Health (DCPH) recently launched DCPH Links, a mental health referral
service for Denton County residents looking for information about mental health community
resources. Residents who have questions about where to find mental health services can call or
text LINK to 940-349-3000 to reach a Navigator who can help identify mental health resource
connections.
FindHelp.org
Denton County, City of Denton, and City of Lewisville, jointly launched FindHelp Denton County
in November 2023. FindHelp Denton County is a one-stop digital shop for finding information
about free or reduced-cost services in Denton County. Resources range from medical to rental
assistance to employment services.
Within the online resource directory, local agencies can list and update their program information
in real-time to ensure help seekers have access to reliable information about wraparound supports
in our community. Prior to the launch, two information-sharing and training sessions for agencies
to learn more about the network, the benefits of joining, and how to get started, were hosted.
Environmental Services & Sustainability
Environmental Services & Sustainability (ESS), as part of their assigned duties, works with various
outside agencies. ESS strives to build strong working relationships as well as have open
communication.
Mosquito Surveillance and Response Plan (MSRP)
ESS manages the mosquito surveillance and response efforts for the City of Denton. This includes
working with the University of North Texas (UNT) for mosquito trapping and some analysis.
Primary analysis is performed by the Texas Department of State Health Services (DSHS). Denton
County is a partner in the overall program as they are the entity who receives human health
information regarding disease or illness. Additionally, the City of Denton and Denton County work
together to provide an interactive map showing all mosquito trapping locations across the city and
the county.
92
Outside Agency Interaction
ESS manages several programs that have direct interaction with State and Federal regulatory
agencies as well as non-regulatory agencies.
• Texas Commission on Environmental Quality (TCEQ) has a regional office in Fort Worth,
TX and central offices in Austin, TX. ESS works with TCEQ on air quality, water
resources, and enforcement of state regulations. TCEQ’s state outdoor air monitoring
network has an interactive website with near real time information. Denton Municipal
Airport is home to one of TCEQ’s air quality monitors.
• Texas Department of State Health Services (DSHS) has a regional office in Arlington, TX
and central offices in Austin, TX. ESS works with DSHS on asbestos related issues
including enforcement. Additionally, as mentioned under the MSRP they provide mosquito
laboratory support.
• U.S. Environmental Protection Agency (USEPA) has a regional office in Dallas, TX and
headquarters in Washington, DC. ESS works with USEPA on air quality, water resources,
and enforcement of USEPA regulations.
• North Central Texas Council of Governments (NCTCOG) offices are in Arlington, TX.
ESS participates on various committees as well as attends various meetings with
NCTCOG. NCTCOG is tasked with taking a regional approach to air quality and water
resource initiatives.
The Dallas-Fort Worth Metroplex is designated non-attainment for ground-level ozone. For
Denton to reach attainment, it takes input and efforts by ESS, TCEQ, USEPA and NCTCOG.
CONCLUSION:
Staff identified numerous areas in which DCPH directly coordinates with the City of Denton on
health authority functions. One proposed FTE would be unable to replicate the expansive services
currently being offered by DCPH.
STAFF CONTACT:
Kenneth Hedges
Fire Chief
Kenneth.hedges@cityofdenton.com
(940) 349-8830
REQUESTOR: Mayor Pro Tem Beck
STAFF TIME TO COMPLETE REPORT: 10 hours
PARTICIPATING DEPARTMENTS: Community Services, Environmental Services and
Sustainability, Fire
93
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT:
Council Initiatives to Address Homelessness FY2022-2023 Performance Outcomes
EXECUTIVE SUMMARY:
This report provides an update on the performance outcomes of the City’s initiatives to address
homelessness for fiscal year 2022-2023. The initiatives, supported by General Fund dollars and
American Rescue Plan Act (ARPA) funding, aim to make homelessness rare, brief, and
nonrecurring. The report covers various programs including the Denton Community Shelter, Street
Outreach, the Denton County Barriers Fund, and others, highlighting their goals, funding, and
performance outcomes.
DISCUSSION:
Since 2018, the City has funded various initiatives to combat homelessness, aligning with the
Denton County Homeless Leadership Team’s strategy. City Council has approved $703,450
annually since 2020, with additional ARPA funding. However, a funding decrease is anticipated
by 2027, when ARPA funds are no longer available.
General Funding
Covid Funding
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
20-21 21-22 22-23 23-24 24-25 25-26 26-27
Funding to Address Homelessness
General Funding Covid Funding
94
1. Denton Community Shelter: Funded with $400,000 from the General Fund, it provides
low-barrier shelter with 118 emergency beds and 32 transitional beds. Performance
outcomes show active engagement in services and housing placements with goals largely
met or exceeded. The shelter opened in mid-December 2022 and the data in the table
below includes outcomes for only 9 months.
22-23 PERFORMANCE OUTCOMES
Goal Total Projected
1. Guest Count (across all services) 1,434 1,500
2. Guests Receiving One or More Day Shelter Services 1,434 1,500
3. Of #2 total, Guests Receiving Care Coordination 178 350
4. Average Daily Guest Count (Day Services) 706 n/a
5. Guests Receiving One or More Emergency Overnight Shelter Services 706 750
6. Guests Enrolled in Transitional Shelter (Overnight) Services 257 200
7. Night Shelter Bed Utilization 150 n/a
8. Length of Stay (in days) for Guests Exiting to Any Destination 70 n/a
9. Guest Count Who Self-Resolve or Are Diverted from Homelessness 44 50
10. Number of Completed Coordinated Entry Assessments for Placement
on the Housing Priority List 384 1,000
11. Housing Placements (transitional housing) 96 50
12. Housing Placements (permanent housing) 49 150
Table 1. Shelter total versus projected Performance Outcomes, 01/01/2023 – 09/30/2023
2. Street Outreach: Awarded $128,450 in General Fund dollars, it focuses on connecting
unsheltered individuals to services. The program successfully conducted numerous
outreach visits and facilitated exits to temporary and permanent housing. The program is
in collaboration with the Denton Police’s Homeless Outreach team which focuses on
connecting unsheltered to services.
22-23 PERFORMANCE OUTCOMES
Goal Total Projected
1. Total Number of Outreach Visits 332 300
2. Total Number of Completed Coordinated Entry Assessments for
Placement on the Housing Priority List 152 156
3. Number of Exits to Temporary Shelter 47 39
4. Number of Exits to Permanent Housing 22 25
5. Number of Individuals Assisted with Diversion 22 25
6. Number of Individuals Referred to Eligible Behavioral Health
Services (mental health and substance use services) 65 25
7. Of #6, Number of Individuals Receiving Eligible Behavioral
Health Services 7 25
Table 2. Street Outreach total versus projected Performance Outcomes, 10/01/2022 – 09/30/2023
3. Denton County Homelessness Leadership Team (DCHLT): Receives $80,000 for
coordinating continuous improvement of the Housing Crisis Response System,
management of the Homelessness Data Dashboard, and the expansion of available
housing solutions in Denton, showing progress in housing and community engagement.
95
22-23 PERFORMANCE OUTCOMES
Goal Total
1.Unduplicated Number of Individuals on the Housing Priority List 505
2. Number of Staff Hours dedicated to Backbone Support 3,470
3.Number of Exits to Permanent Housing through Housing Navigation 33
4.Number of New Landlord Relationships 19
5.Number of New Units Available 87
Table 3. DCHLT Backbone Support Performance Outcomes, 10/1/2022 – 09/30/2023
4. Denton County Barriers Fund: With an $80,000 allocation, it provides financial
support for critical needs to promote housing stability. The fund has assisted numerous
households and efficiently utilized its resources.
22-23 PERFORMANCE OUTCOMES
Goal Total
1. Number of Barriers Fund Applications 101
2. Number of Barriers Fund Assisted 97
3. Average Amount of Assistance per Request $549
4. Barriers Fund Amount Raised $1,240.34
5. Lifetime Number of Households Assisted through Barriers Fund 517
6. Lifetime Average Amount of Assistance per Request $565.72
Table 4. Barriers Fund Totals for Performance Outcomes, 10/1/2022 – 09/30/2023
5. HMIS Licenses: Supported with $15,000 from the General Fund, it utilizes the Homeless
Management Information System (HMIS) which provides the community vital data on
service utilization, unmet needs, and opportunities for future and ongoing funding for
homelessness prevention and intervention.
22-23 PERFORMANCE OUTCOMES
Goal Total
1. Number of Hours Providing HMIS Technical Assistance 4,087
2. Collaboration/Capacity Building: Meetings for HMIS, PIT, CE, and others 63
3. Year-to-Date Number of Agencies Using HMIS 14
4. Year-to-Date Number of HMIS Licenses 48
Table 5. HMIS Licenses Performance Outcomes, 10/1/2022 - 09/30/2023
6. Hotel Voucher Program: Funded through American Rescue Plan (ARPA), it offers
transitional shelter in local hotels and case management. The program has shown success
in assisting households to obtain permanent housing and employment.
22-23 PERFORMANCE OUTCOMES
Goal Total
1. Number of individual households that obtained permanent housing. 16
2. Number of family households that obtained permanent housing. 11
3. Number of individual households that gained employment. 23
4. Number of family households that gained employment. 24
5. Number of individuals that gained SSI/SSDI benefits. 5
Table 6. Hotel Voucher Program Performance Outcomes, 01/1/2023 - 09/30/2023
96
7. HOME ARP Tenant Based Rental Assistance and Supportive Services: Started May
2023 with $1,763,622 in funds to provide rental assistance and case management.
Performance outcomes are pending.
System Challenges and Efforts
• The report notes an increase in individuals on the Housing Priority List, attributed to
ongoing economic impacts of the pandemic and a high percentage of people experiencing
chronic homelessness.
• The expansion of Permanent Supportive Housing programs and efforts to address gaps in
services across multiple sectors are underway.
• The importance of understanding system-level interactions between homelessness,
housing affordability, healthcare, and employment is emphasized for a holistic approach
to homelessness.
Strengthening the Housing Crisis Response System:
Two new workgroups, the Diversion Workgroup, and the Cross Care Collaborative, have been
established to improve prevention strategies and service coordination across multiple systems.
The Barriers Fund is crucial in filling funding gaps. These initiatives aim to address
homelessness more effectively through collaborative efforts.
CONCLUSION:
The City's concerted efforts in addressing homelessness through various initiatives have yielded
significant positive outcomes. However, challenges remain, particularly in the wake of reduced
future funding and the complex nature of homelessness. Continued focus on collaborative and
comprehensive strategies is essential for further progress.
STAFF CONTACT: Megan Ball
REQUESTOR: Staff Initiated
PARTICIPATING DEPARTMENTS: Community Services
STAFF TIME TO COMPLETE REPORT: 4 hours
97
98
Friday Report - Council RequestsSummary of RequestCouncil Member Requestor Date Received Staff AssignedDepartmentCommentsActionStatus1Shared resident's concern regardingmowing near Eagle and Elm intersection.Mayor Pro Tem Beck12/14/23Gary PackanParksResponse provided toMPT Beck on 12/15/2023.Complete2Sharing resident's concerns regarding anencampment near Bray Village Drive.Council Member Byrd MayorHudspeth Council Member McGeeCouncil Member Holland12/13/23Danielle Shaw, DouglasShoemakerCommunity Services PoliceInformation will beincluded in the Dec. 15Friday Report.Complete3Inquiry regarding campaign contributions Council Member McGee12/13/23Mack ReinwandLegalResponse provided to CMMcGee on 12/14/2023.Complete4Shared email regarding new senior center. Council Member McGee12/12/23Gary PackanParksForwarded information toParks Director.Complete5Requested an update on overdoseresponse team.Council Member Meltzer12/12/23Douglas Shoemaker,Kenneth HedgesFire PoliceISR will be included in afuture Friday report.Complete6Request for Fiscal Impact Analysisperformed for Hunter Ranch and ColeRanch Municipal Management Districts.12/12/23Mack ReinwandLegalInformation provided as anExhibit from the April 7,2020 Council Meeting.Complete7Request for attorney's fees incurred by theCity over the last two years.Council Member McGee12/06/23Mack ReinwandLegalInformation will beincluded in the Dec. 15Friday Report.Complete8Request for bridge assessment on Hobson. Council Member Holland12/06/23Farhan Butt, ScottMcDonaldDevelopment ServicesInformation will beincluded in the Dec. 15Friday Report.Complete9Two-minute pitch regarding the availabilityof menstrual products in City facilities.Council Member McGee12/05/23Ryan AdamsCMOScheduled for Dec. 12Council Meeting.Complete10Two-minute pitch requesting a resolution toexpress Council’s support for statelegislation H.B. 870 and S.B. 1989.Council Member Meltzer12/14/23Carlotta CowanCMOScheduled for Jan. 9Council Meeting.ScheduledPage 1 of 199
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City of Denton
Meeting Agenda
City Hall
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
City Council
Council Work Session Room
&
Council Chambers
2:00 PMTuesday, January 9, 2024
Special Called Meeting
WORK SESSION BEGINS AT 2:00 P.M. IN THE COUNCIL WORK SESSION ROOM
CLOSED MEETING BEGINS IMMEDIATELY FOLLOWING THE WORK SESSION IN THE
COUNCIL WORK SESSION ROOM
CITY COUNCIL CONSIDERATION OF THE CONSENT AGENDA AND ITEMS FOR
INDIVIDUAL CONSIDERATION WILL BEGIN IMMEDIATELY FOLLOWING THE CLOSED
MEETING IN THE COUNCIL CHAMBERS
REGISTRATION GUIDELINES FOR ADDRESSING THE CITY COUNCIL
Individuals may speak during a Council meeting under one of the following categories:
Open Microphone:
At regular meetings only, individuals can speak on any topic that is not on the agenda for no longer than
four (4) minutes per individual. This portion of the meeting occurs immediately after the start of the regular
meeting session. Please note, Council members cannot engage in a discussion on topics presented during
this portion and there are limited slots available for this portion of the meeting.
Comments on Agenda Items:
Public comments can be given for any item considered by the Council, EXCEPT work session reports or
closed meetings. Individuals are only able to comment one time per agenda item and cannot use more than
one method to comment on a single agenda item. Public comments are limited to three (3) minutes per
citizen.
_________________________________________________________________________________
Individuals may participate by using one of the following methods:
1. In Person for Regular or Consent Agenda Items:
To provide in-person comments regular or consent agenda items (excluding public hearing items),
Individuals must be present at the meeting and submit a speaker card (available at the meeting location) to
the City Secretary prior to the item being called.
2. In Person for Public Hearing Items:
For public hearing items, speaker cards are encouraged but not required.
Page 1 Printed on 12/15/2023103
January 9, 2024City Council Meeting Agenda
3. eComment:
The agenda is posted online at www.cityofdenton.com/publicmeetings. Once the agenda is posted, a link
to make virtual comments using the eComment module will be made available next to the meeting listing on
the Upcoming Events Calendar. Using eComment, Individuals may indicate support or opposition and
submit a brief comment about a specific agenda item. eComments may be submitted up until the start of
the meeting at which time the ability to make an eComment will be closed. eComments will be sent directly
to members of the City Council immediately upon submission and recorded by the City Secretary into the
Minutes of the Meeting.
4. By Phone:
Individuals may register to provide comments by phone. Instructions and a link to register to comment by
phone will be available at www.cityofdenton.com/publicmeetings until noon of the meeting date. Residents
will submit contact information using the link provided and receive further instructions via email on how to
join the meeting by phone and provide comments.
_________________________________________________________________________________
After determining that a quorum is present, the City Council of the City of Denton, Texas will convene in a
Work Session on Tuesday, January 9, 2023 at 2:00 p.m. in the Council Work Session Room at City Hall,
215 E. McKinney Street, Denton, Texas at which the following items will be considered:
WORK SESSION
1. Citizen Comments on Consent Agenda Items
This section of the agenda allows citizens to speak on any item listed on the Consent Agenda prior to its
consideration. Each speaker will be given a total of three (3) minutes to address any item(s). Any person
who wishes to address the City Council regarding these items may do so by utilizing the "By Phone"
registration process as referenced under the REGISTRATION GUIDELINES FOR ADDRESSING THE
CITY COUNCIL detailed at the beginning of this agenda. Registration is required prior to the time the City
Council considers this item. Registrants may call in and remain on hold or receive a call back at the time the
Work Session is called to Order and are encouraged to ensure they remain accessible to accept the call.
2. Requests for clarification of agenda items listed on this agenda for public hearing and individual
consideration.
This section allows members of the City Council to ask questions on items listed on this agenda for public
hearing and individual consideration. Responses to questions on items listed under the consent agenda that
are received prior to the meeting are available by clicking on Exhibit 1 below. The responses will be
available prior to the start of the meeting, when applicable. Any handouts distributed at the meeting will also
be uploaded to the below link by 12:00 p.m. on the business day following the meeting. Members of the
Council may remove items from the consent agenda. When items are removed from the consent agenda and
placed on the regular agenda by members of the council, the removed items shall be taken up in the order of
removal right after the consent agenda.
Meeting Questions, Responses & HandoutsID 23-2422A.
3. Work Session Reports
Page 2 Printed on 12/15/2023104
January 9, 2024City Council Meeting Agenda
Receive a report, hold a discussion, and give staff direction regarding Audit Project 035 -
Staff Recruiting & Hiring.
[Estimated Presentation/Discussion Time: 30 minutes]
ID 23-594A.
Receive a report, hold a discussion, and give staff direction regarding appointments to
vacancies on City of Denton boards and commissions.
[Estimated Presentation/Discussion Time: 30 minutes]
ID 23-2426B.
Receive a report, hold a discussion, and give staff direction regarding a future charter
election.
[Estimated Presentation/Discussion Time: 45 minutes]
ID 23-2425C.
Receive a report, hold a discussion, and give staff direction on pending City Council
requests for:
[Estimated Presentation/Discussion Time: 30 minutes]
ID 23-2423D.
Following the completion of the Work Session, the City Council will convene in a Closed Meeting in the
Council Work Session Room to consider specific item(s) when these items are listed below under the Closed
Meeting section of this agenda. The City Council reserves the right to adjourn into a Closed Meeting on any
item on its Open Meeting agenda consistent with Chapter 551 of the Texas Government Code, as amended,
or as otherwise allowed by law.
1. Closed Meeting:
Deliberations regarding Real Property - Under Texas Government Code Section 551.072
Receive information from staff, discuss, deliberate, and provide staff with direction
pertaining to the potential purchase of real property situated in the Original Town of
Denton, Abstract 511, in the City of Denton, Denton County, Texas, located along North
Locust Street to promote economic vitality in support of the Downtown Master Plan,
where a public deliberation of such potential purchase would have a detrimental effect on
the City’s position in negotiations with a third party
ID 23-2377A.
Any final action, decision, or vote on a matter deliberated in a Closed Meeting will only be taken in an Open
Meeting that is held in compliance with Texas Government Code, Chapter 551, except to the extent such final
decision, or vote is taken in the Closed Meeting in accordance with the provisions of Section 551.086 of the
Texas Government Code (the ‘Public Power Exception’). The City Council reserves the right to adjourn into a
Closed Meeting or Executive Session as authorized by Texas Government Code, Section 551.001, et seq.
(The Texas Open Meetings Act) on any item on its open meeting agenda or to reconvene in a continuation of
the Closed Meeting on the Closed Meeting items noted above, in accordance with the Texas Open Meetings
Act, including, without limitation Sections 551.071-551.086 of the Texas Open Meetings Act.
NOTE: Any item for which a formal action at the Regular Meeting has been taken by Council may
be subject to a request for a motion for reconsideration at any time during the meeting, at the
Concluding Items Section, or after the meeting. In order to comply with the Texas Open Meetings
Act, a request for a motion for reconsideration made during, at the end of, or after a Council meeting
will be placed on the agenda and considered at the next official meeting of the City Council.
Following the Closed Meeting, the City Council will reconvene in Open Meeting to take action, if any, on
matters discussed in closed session.
_________________________________________________________________________________
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January 9, 2024City Council Meeting Agenda
Following the Closed Meeting, the City Council will convene in a Special Called Meeting in the Council
Chambers to consider the following items:
1. PLEDGE OF ALLEGIANCE
A. U.S. Flag
B. Texas Flag
“Honor the Texas Flag – I pledge allegiance to thee, Texas, one state under God, one and indivisible.”
2. PROCLAMATIONS/PRESENTATIONS
-- PLACEHOLDER IN THE EVENT PROCLAMATIONS/PRESENTATIONS ARE SCHEDULED;
OTHERWISE, WILL BE DELETED. --
3. PRESENTATIONS FROM MEMBERS OF THE PUBLIC
A. Review of procedures for addressing the City Council.
B. Reports from members of the public shall be received through the following two (2) methods. A total
of up to seven (7) speakers are permitted to provide public comment and may include any combination of
prior registration and open microphone speakers.
1) Pre-registration. This section of the agenda permits any person who has registered in advance to
make a citizen report regarding a public business item he or she wishes to be considered by the City
Council. Each speaker is allowed a maximum of four (4) minutes to present their report. At the conclusion
of each report, the City Council may pose questions to the speaker or may engage in discussion. If the
City Council believes that a speaker's report requires a more detailed review, the City Council will give the
City Manager or City Staff direction to place the item on a future work session or regular meeting agenda
and advise staff as to the background materials to be desired at such meeting.
2) Open Microphone. This section of the agenda permits any person who has not registered in
advance for a citizen report to make comments about public business items not listed on the agenda. Such
person(s) shall have registered using the “Virtual White Card” or “By Phone” process outlined by the City
on its website or meeting notice.
During open microphone reports under this section of the agenda, the Council may listen to citizens speak.
However, because notice of the subject of the open microphone report has not been provided to the public
in advance, the Texas Open Meetings Act limits any deliberation or decision by the Council to: a proposal
to place the item on a future agenda; a statement of factual information; or a recitation of existing policy.
Council Members may not ask the open microphone speakers questions or discuss the items presented
during open microphone reports.
NOTE: If audio/visual aids during presentations to Council are needed, they must be submitted to the City
Secretary 24 hours prior to the meeting.
4. CONSENT AGENDA
Each of these items is recommended by Staff or a board, commission, and committee. Approval thereof will
be strictly on the basis of the those recommendations. Approval of the Consent Agenda authorizes the City
Manager or his designee to implement each item in accordance with the Staff recommendations. The City
Council has received background information and has had an opportunity to raise questions regarding these
items prior to consideration.
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January 9, 2024City Council Meeting Agenda
For those items recommended by a specific board, commission, or committee, the agenda item will
reference that recommendation. To view the video of the related board, commission, or committee meeting,
as applicable, a link can be found within the applicable supporting documentation (Exhibit 1).
Listed below are bids, purchase orders, contracts, and other items to be approved under the Consent
Agenda (Agenda Items A – M). This listing is provided on the Consent Agenda to allow Council Members
to discuss or withdraw an item prior to approval of the Consent Agenda. If no items are pulled, the Consent
Agenda Items will be approved with one motion. If items are pulled for separate discussion, they may be
considered as the first items following approval of the Consent Agenda.
Consider approval of the minutes of the December 12, 2023 Special Called Meeting.ID 23-2420A.
Consider nominations/appointments to the City’s Boards, Commissions, and Committees:
Board of Ethics, Committee on Persons with Disabilities, Community Services Advisory
Committee, Health & Building Standards Commission, Historic Landmark Commission,
Internal Audit Advisory Committee, Library Board, Parks, Recreation & Beautification
Board, Planning & Zoning Commission, Public Art Committee, Public Utilities Board,
Sustainability Framework Advisory Committee, and Zoning Board of Adjustment.
ID 23-2421B.
Consider approval of a resolution of the City of Denton providing the December 11,
2023 meeting absence by Public Utilities Board Member Susan Parker be excused; and
declaring an effective date.
ID 23-2218C.
Consider approval of a resolution of the City of Denton providing the November 16,
2023 meeting absence by Committee on Persons with Disabilities Member Isaiah Heck
be excused; and declaring an effective date.
ID 23-2375D.
Consider adoption of an ordinance of the City of Denton determining the public use, need,
and necessity for the acquisition of permanent water easements generally located along
Interstate 35 East frontage road situated in the Alexander Hill Survey, Abstract No. 623
in the City and County of Denton, Texas, and more particularly described in the attached
Exhibit “A” (collectively, the “Property Interests”) for the TXDOT I35 Fort Worth Drive
project; authorizing the City Manager and City Attorney to acquire the Property Interests
by agreement if possible, including making all offers required by law; authorizing the use of
the power of eminent domain to condemn the property interests if agreement cannot be
reached; authorizing the City Attorney to file eminent domain proceedings if necessary;
authorizing the expenditure of funding; making findings; providing a savings clause; and
providing an effective date.
ID 23-2417E.
Consider adoption of an ordinance of the City of Denton, a Texas home-rule municipal
corporation, authorizing the approval of a second amendment to a Professional Services
Agreement between the City of Denton and Quorum Architects, Inc., amending the
contract approved by the City Council on November 15, 2022, in the not-to-exceed
amount of $663,800.00; amended by Amendment 1 approved by Purchasing; said
second amendment to provide additional design services for the Solid Waste Maintenance
Facility for the Capital Improvements Department; providing for the expenditure of funds
therefor; and providing an effective date (RFQ 7818-004 - providing for an additional
ID 23-2440F.
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January 9, 2024City Council Meeting Agenda
second amendment expenditure amount not-to-exceed $90,000.00, with the total
contract amount not-to-exceed $771,300.00).
Consider adoption of an ordinance of the City of Denton, a Texas home-rule municipal
corporation, authorizing the City Manager to execute a contract with C&C Environmental
Services, Inc., for the removal, replacement, and inspection of filter media at the Ray
Roberts Water Treatment Plant for the Water Production Department; providing for the
expenditure of funds therefor; and providing an effective date (RFP 8355 - awarded to
C&C Environmental Services, Inc., for three (3) years, with the option for two (2)
additional one (1) year extensions, in the total five (5) year not-to-exceed amount of
$1,224,000.00).
ID 23-2441G.
Consider adoption of an ordinance of the City of Denton, a Texas home-rule municipal
corporation, authorizing the approval of a first amendment to a contract between the City
of Denton and Classic Chevrolet, Inc., amending the contract approved by the City
Council on September 21, 2021, in the not-to-exceed amount of $6,000,000.00; said
first amendment to provide additional funding for the supply of light duty vehicles which
include sedans, passenger vans, pickup trucks, hybrid, and electric vehicles for various
City of Denton departments through the Fleet Department; providing for the expenditure
of funds therefor; and providing an effective date (RFP 7661 - providing for an additional
first amendment expenditure amount not-to-exceed $1,500,000.00, with the total
contract amount not-to-exceed $7,500,000.00).
ID 23-2442H.
Consider adoption of an ordinance of the City of Denton, a Texas home-rule municipal
corporation, authorizing the City Manager to execute a Professional Services Agreement
with Nelson + Morgan Architects, Inc., for the Municipal Court Renovation Design and
Rendering project for the Facilities Management Department as set forth in the contract;
providing for the expenditure of funds therefor; and providing an effective date (RFQ
7818-009 - awarded to Nelson + Morgan Architects, Inc., in the not-to-exceed amount
of $200,000.00).
ID 23-2443I.
Consider adoption of an ordinance of the City of Denton, a Texas home-rule municipal
corporation, authorizing the City Manager to execute a contract with Motorola Solutions,
Inc., through the Houston-Galveston Area Council of Governments (H-GAC)
Cooperative Purchasing Program Contract Number RA05-21, for the renewal extension
of radio system hardware, products and services, and support annual maintenance for the
Technology Services Department; providing for the expenditure of funds therefor; and
providing an effective date (File 8287 - awarded to Motorola Solutions, Inc., in the five
(5) year not-to-exceed amount of $11,405,038.00).
ID 23-2444J.
Consider adoption of an ordinance of the City of Denton, a Texas home-rule municipal
corporation, authorizing the City Manager to execute a contract with Texas Fire &
Sound, Inc., for fire alarm monitoring, repairs, installation, and maintenance of various
City buildings for the Facilities Management Department; providing for the expenditure of
funds therefor; and providing an effective date (RFP 8313 - awarded to Texas Fire &
Sound, Inc., for three (3) years, with the option for two (2) additional one (1) year
extensions, in total five (5) year not-to-exceed amount of $1,500,000.00).
ID 23-2445K.
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January 9, 2024City Council Meeting Agenda
Consider adoption of an ordinance of the City of Denton, a Texas home-rule municipal
corporation, authorizing the City Manager to execute a contract with Piedmont Door
Automation, LLC dba Piedmont Door Solutions, for the installation, equipment, repair,
and replacement of doors for various city buildings for the Facilities Management
Department; providing for the expenditure of funds therefor; and providing an effective
date (RFP 8305 - awarded to Piedmont Door Automation, LLC dba Piedmont Door
Solutions, for one (1) year, with the option for four (4) additional one (1) year extensions,
in the total five (5) year not-to-exceed amount of $1,000,000.00).
ID 23-2446L.
Consider adoption of an ordinance of the City of Denton, a Texas home-rule municipal
corporation, authorizing the City Manager to execute a contract with Techline, Inc., for
the supply of 25KV Insulated Rubber Goods, Connectors, Hardware, and Accessories
for the City of Denton Warehouse; providing for the expenditure of funds therefor; and
providing an effective date (RFP 8359 - awarded to Techline, Inc., for three (3) years,
with the option for two (2) additional one (1) year extensions, in the total five (5) year
not-to-exceed amount of $7,500,000.00).
ID 23-2447M.
5. ITEMS FOR INDIVIDUAL CONSIDERATION – CONSIDERATION OF THE USE OF
EMINENT DOMAIN TO CONDEMN REAL PROPERTY INTERESTS
-- PLACEHOLDER IN THE EVENT EMINENT DOMAIN ITEMS ARE SCHEDULED;
OTHERWISE, WILL BE DELETED. --
6. ITEMS FOR INDIVIDUAL CONSIDERATION
Consider adoption of an ordinance of the City of Denton amending Chapter 14, Article
VIII of the Code of Ordinances (Non-Discrimination in Public Accommodations,
Employment Practices, and Housing), to add a fair chance hiring provision to Section
14-203-5 setting hiring standards to limit employers’ consideration of the criminal history
on an initial job application; providing severability; providing a savings clause; providing
for publication and codification; providing for a penalty; and providing an effective date.
ID 23-2407A.
7. CONCLUDING ITEMS
A. Under Section 551.042 of the Texas Open Meetings Act, respond to inquiries from the City Council
or the public with specific factual information or recitation of policy, or accept a proposal to place the
matter on the agenda for an upcoming meeting AND Under Section 551.0415 of the Texas Open
Meetings Act, provide reports about items of community interest regarding which no action will be taken,
to include: expressions of thanks, congratulations, or condolence; information regarding holiday schedules;
an honorary or salutary recognition of a public official, public employee, or other citizen; a reminder about
an upcoming event organized or sponsored by the governing body; information regarding a social,
ceremonial, or community event organized or sponsored by an entity other than the governing body that
was attended or is scheduled to be attended by a member of the governing body or an official or employee
of the municipality; or an announcement involving an imminent threat to the public health and safety of
people in the municipality that has arisen after the posting of the agenda.
Page 7 Printed on 12/15/2023109
January 9, 2024City Council Meeting Agenda
NOTE: The City Council reserves the right to adjourn into a Closed Meeting or Executive Session as
authorized by Texas Government Code, Section 551.001, et seq. (The Texas Open Meetings Act) on any
item on its open meeting agenda or to reconvene in a continuation of the Closed Meeting on the Closed
Meeting items noted above, in accordance with the Texas Open Meetings Act, including, without limitation
Sections 551.071-551.089 of the Texas Open Meetings Act.
C E R T I F I C A T E
I certify that the above notice of meeting was posted on the official website
(https://tx-denton.civicplus.com/242/Public-Meetings-Agendas) and bulletin board at City Hall, 215 E.
McKinney Street, Denton, Texas, on January 5, 2023, in advance of the 72-hour posting deadline, as
applicable, and in accordance with Chapter 551 of the Texas Government Code.
Page 8 Printed on 12/15/2023110
Meeting Date Item Legistar ID Departments Involved Type Estimated Time
December 19, 2023
A. Audit Project 035 Staff Recruitment & Hiring 23-594 Internal Audit City Business 0:30
B. Boards and Commissions Vacancies 23-2426 City Secretary's Office City Business 0:30
C. Future Charter Election Followup 23-2425 City Manager's Office Council Request 0:45
D. Two Minute Pitch: Meltzer 23-2423 City Manager's Office Council Request 0:30
Closed Meeting Item(s):Legal (if any)City Business 0:30
Total Est. Time: 2:15
A. Big Idea Discussion - City Hall West, Lot across from City Hall, and land use ideas TBD City Manager's Office City Business 2:00
B. Chiefs Advisory Board 23-1945 Police Department City Business 0:30
C. Two Minute Pitch:TBD City Manager's Office City Business 0:30
Closed Meeting Item(s):Legal (if any)City Business 0:30
Total Est. Time: 3:30
A. Design Criteria Manual Updates 23-1855 Engineering City Business 0:30
B. Strategic Plan Update 23-1860 City Manager's Office City Business 0:30
C. Public Facilities Corporation 23-2349 Community Services City Business 1:00
D. Hydration Stations TBD Water, Parks, Dev. Services City Business 1:00
E. Two Minute Pitch:TBD City Manager's Office City Business 0:30
Closed Meeting Item(s):Legal (if any)City Business 0:30
Total Est. Time: 4:00
A. Southeast Denton Area Plan TBD Development Services City Business 2:00
Closed Meeting Item(s):Legal (if any)City Business 0:30
Total Est. Time: 1:00
A. DISD Preferred Partnership TBD City Manager's Office City Business 0:30
B. Two Minute Pitch:TBD City Manager's Office City Business 0:30
Closed Meeting Item(s):Legal (if any)City Business 0:30
Total Est. Time: 1:00
A. Two Minute Pitch:TBD City Manager's Office City Business 0:30
Closed Meeting Item(s):Legal (if any)City Business 0:30
Total Est. Time: 1:00
A. Parking Minimum TBD City Manager's Office City Business TBD
B. Chapter 6 - Animal Services Discussion TBD City Manager's Office City Business TBD
C. Menstrual Products in City Facilities TBD City Manager's Office City Business TBD
D. Two Minute Pitch:TBD City Manager's Office City Business 0:30
Closed Meeting Item(s):Legal (if any)City Business 0:30
Total Est. Time: 1:00
Item Legistar ID Departments Type Estimated Work
Session Date
Item Dates Departments Type Estimated Work
Item Date Approved Department Estimated Hours to Complete Requestor
Vote Centers Resolution 10/17/2023 City Manager's Office TBD
February 20
Work Session (@2:00 p.m.)
Regular Meeting (@6:30 p.m.)
February 6
Work Session (@2:00 p.m.)
Regular Meeting (@6:30 p.m.)
Other Major Items for Meeting:
Other Major Items for Meeting:
Other Major Items for Meeting:
January 23
Work Session (@2:00 p.m.)
Special Called Meeting (@6:30 p.m.)
[Continuous Meeting]
NO MEETING - December Break
January 9
Work Session
(@2:00 p.m.)
Special Called Meeting (@6:30 p.m.)
[Continuous Meeting]
Tentative Work Session Topics and Meeting Information
Updated: December 15, 2023
Approved Council Pitches to be Scheduled
Council Priorities and Significant Work Plan Items
to be Scheduled
Work Session To Be Determined
March 5
Work Session (@2:00 p.m.)
Regular Meeting (@6:30 p.m.)
March 19
Work Session (@2:00 p.m.)
Regular Meeting (@6:30 p.m.)
Other Major Items for Meeting:
Other Major Items for Meeting:
February 20
Joint Meeting with P&Z (@11:00 a.m.)
Other Major Items for Meeting:
Other Major Items for Meeting:
*This is for planning purposes only. Dates are subject to change.111
1 Street Closure Report: Upcoming ClosuresSCR Dec 18th - 24thStreet/ IntersectionFromToClosure StartDateClosure EndDateDescriptionDepartmentDepartment Contact1Brook Lake (5900)Trailside DrAt Intersection01/22/24 02/16/24 ADA Sidewalk RepairStreetsRoy San Miguel2Chittamwood CtDesert WillowCul V Sac01/02/24 02/02/24 Concrete Panel and Sidewalk RepairStreetsRoy San Miguel3Seven Oaks LnSwan Park DrHarvest Moon Trl01/15/24 02/23/24 Concrete Sidewalk RepairStreetsRoy San Miguel4Spring Valley DrTwilight DrMorningside Dr01/08/24 02/16/24 Concrete Curb and Gutter RepairStreetsRoy San Miguel5Wind River LnUnion Lake BlvdComo Lake Rd01/15/24 02/02/24 Concrete Sidewalk RepairStreetsRoy San Miguel Exported on December 15, 2023 11:42:41 AM CST112
2 Street Closure Report: Current ClosuresStreet/ IntersectionFromToClosure StartDateClosure EndDateDescriptionDepartmentDepartment Contact1Avenue CMaple StHighland St10/02/23 12/30/23 Atmos gas relocationAtmosGavin Petner2Azalea StParvin StLaurel St05/30/23 12/31/23 Utility installations andpavement replacement.EngineeringScott Fettig3BarcelonaN I-35 Service RdMesa Dr12/07/23 12/22/23 Atmos gas relocationAtmosGavin Petner4Bell AveSycamore StPrairie St08/21/23 03/31/24 Utility installations andpavement replacement.EngineeringScott Fettig5Bernard StAcme StRoselawn Dr05/30/23 01/30/24 Utility installations andpavement replacement.EngineeringScott Fettig6Bradshaw StWilson StPrairie St01/30/23 01/31/24 Utility installations andpavement replacement.EngineeringScott Fettig7Bradshaw StPrairie StSycamore St03/13/23 01/31/24 Utility installations andpavement replacement.EngineeringScott Fettig8Brightwood TerraceWilsonwood DrLongfellow Ln09/11/23 01/01/24 Utility Installation & StreetReconstructionEngineeringTaylor Holt9Buena Vista DrMontecito RdMira Vista Dr11/06/23 12/29/23 Street reconstructStreetsJeff Jones10Camellia StParvin StLaurel St05/30/23 12/31/23 Utility installations andpavement replacement.EngineeringScott Fettig11Chaparral CtCooper Branch EDead End08/14/23 01/01/24 Utility Replacement & StreetReconstructionEngineeringTaylor Holt12Cherry Tree LnClear River Lndead end south11/27/23 01/12/24 Sidewalk RepairStreetsRoy San Miguel13Churchill DrChurchill CirWindsor Dr12/11/23 01/29/24 Utility installations andpavement replacementEngineeringTaylor Holt14Clear River LnMontecito DrCountry Home Dr11/27/23 01/12/24 Sidewalk RepairStreetsRoy San Miguel15College Park DrPeach StDead End10/02/23 01/31/24 Street reconstructStreetsJeff Jones16Collins StJohnson StDead End West08/22/23 01/05/24 Utility installations andpavement replacement.EngineeringScott Fettig17Crawford StMulberry StSycamore St10/09/23 01/31/24 Utility installations andpavement replacement.EngineeringScott Fettig18Crenshaw LnAlderbrook DrHayling Way Intersection11/20/23 01/19/24 Street Panels and SidewalkRepairStreetsRoy San Miguel19Fowler DrCollege ParkPeach St10/02/23 01/31/24 Street reconstructStreetsJeff Jones20Hickory Creek RdRiverpass DrFM 183003/13/23 12/31/24 Bridge InstallationEngineeringDustin Draper21Highland StLocust StWainwright St01/30/23 01/31/24 Utility installations andpavement replacement.EngineeringScott Fettig22Industrial StBell StMulberry St07/05/23 12/29/23 Utility installation and roadwayworkEngineeringSeth Garcia23Leslie StWillowwood StDudley St08/31/23 01/08/24 Utility installations andpavement replacement.EngineeringScott Fettig24Maple StElm StCarroll Blvd09/15/23 12/31/23 Utility installations andpavement replacement.Scott Fettig25Maple StCarroll BlvdElm St07/05/23 01/31/24 Utility installations andpavement replacement.EngineeringScott Fettig26Matthew AveThistle Hill IntersectionAndrew Ave12/18/23 01/12/24 ADA RepairStreetsRoy San Miguel27Mayhill Rd@ Spencer Rd03/28/23 12/28/23 Water main tie-in and turn laneadditionPublic Works Inspections Ryan Cuba28Meadow LnSagewood StShadow Trail11/29/23 01/01/24 Street ReconstructionEngineeringTaylor Holt29Mill Pond RdEmerson LnOld North Rd09/11/23 12/25/23 Utility Installations & PavementReconstructionEngineeringTaylor Holt30Mingo RdMockingbird LnSirius Dr09/25/23 12/29/23 Base FailuresStreetsJeff Jones31Mingo RdNottingham DrPertain St10/25/23 12/30/23 pouring approach and turn laneflaggers will be present duringnormal work hoursPublic Works Inspections Ryan Cuba32Mulberry St EWood StCrawford St10/09/23 01/31/24 Utility installations andpavement replacement.EngineeringScott Fettig Exported on December 15, 2023 11:42:58 AM CST113
Street/ IntersectionFromToClosure StartDateClosure EndDateDescriptionDepartmentDepartment Contact33Mulberry St EBell AveIndustrial St08/21/23 03/01/24 Utility installations andpavement replacement.EngineeringScott Fettig34Myrtle StMaple StHighland St07/05/23 12/31/23 Utility installations andpavement replacement.Scott Fettig35Myrtle StEagle DrMaple St07/05/23 12/31/23 Utility installations andpavement replacement.EngineeringScott Fettig36Myrtle StFort Worth Dr (HW377)Eagle Dr06/05/23 01/31/24 Utility installations andpavement replacement.EngineeringScott Fettig37Oakwood DrMcCormick StEast Dead End10/02/23 02/08/24 Utility installations andpavement replacement.EngineeringScott Fettig38Parkside DrWindsor Dr WBowling Green St10/16/23 12/31/23 Pavement replacement EngineeringScott Fettig39Peach StBell St NLocust St N10/02/23 01/31/24 Street reconstructStreetsJeff Jones40Pickwick LnOxford LnWindsor Dr08/21/23 01/01/24 Utility Replacement & StreetReconstructionEngineeringTaylor Holt41Pierce StMaple StHighland St07/05/23 03/01/24 Utility installations andpavement replacement.Scott Fettig42Prairie StLakey StTo Cemetary/ Halfway down Prairie 08/17/23 12/29/23 Narrow lane closure from Lakeyup to Cemetary beforeBradshaw to install new stormdrain.Public Works Inspections Stephany Trammell43Smith StJohnson StBell Ave01/30/23 12/31/23 Utility installations andpavement replacement.EngineeringScott Fettig44Smith StDallas Dr (Hwy 77)Hill St03/06/23 12/31/23 Utility installations andpavement replacement.EngineeringScott Fettig45Sycamore StExposition StRailroad Tracks on Sycamore 08/17/23 12/22/23 Work on manholes waterline forLang Railyard PrivateDevelopmentPublic Works Inspections Stephany Trammell46Sycamore StIndustrial StWainwright St04/24/23 12/29/23 Roadway & UtilitiesEngineeringSeth Garcia47Sycamore StExposition StCrawford St03/13/23 12/31/23 Utility installations andpavement replacement.EngineeringScott Fettig48Sycamore StWood StCrawford St10/09/23 01/31/24 Utility installations andpavement replacement.EngineeringScott Fettig49Trinity RdMills RdCooper Rd10/12/23 01/05/24 Installation of force main anddemo of old systemPublic Works Inspections Ryan Cuba50Underwood StNorth Texas BlvdKendolph Dr08/28/23 12/31/23 Pavement replacement. EngineeringScott Fettig51Wainwright StHighland StPrairie St03/13/23 12/31/23 Utility installations andpavement replacement.EngineeringScott Fettig52Wellington DrJust North of Heather LnChurchill Dr12/11/23 01/29/24 Utility installations andpavement replacementEngineeringTaylor Holt53Wind River LnComo Lake RdShoreline Dr12/11/23 01/26/24 Concrete Panel Repair StreetsRoy San Miguel54Wisteria StParvin StLaurel St05/30/23 12/31/23 Utility installations andpavement replacement.EngineeringScott Fettig55Woodrow LnMcKinney StMorse Rd10/12/23 12/28/23 remove and replace turn lane atduchess drPublic Works Inspections Ryan Cuba Exported on December 15, 2023 11:42:58 AM CST114
3 Street Closure Report: Completed ClosuresStreet/ IntersectionFromToClosure StartDateClosure EndDateDescriptionDepartmentDepartment Contact1Avenue CEagle DrHighland St09/18/23 12/12/23 Relocation of gas lines. AtmosGavin Petner2Barcelona StN I-35 Service RdMesa Dr12/07/23 12/12/23 Atmos gas relocationAtmosGavin Petner3Bonnie Brae StScripture StHickory St10/23/23 11/20/23 installing conduit acrossroadway for dme substation.closures will be rolling at timesand full during work hours. workareas will be plated for traffic.Public Works Inspections Lee Thurmond4Bonnie Brae StScripture StHickory St10/23/23 11/20/23 installing conduit acrossroadway for dme substation.closures will be rolling at timesand full during work hours. workareas will be plated for traffic.Public Works Inspections Lee Thurmond5Bonnie Brae StElm St (US 77)Bronco Way / Riney Rd 11/13/23 12/28/23 Contractor will be installing a 16inch water line off of the new 36water line along US77.EngineeringJesus Perez6Eagle DrCollier StAvenue C11/17/23 11/20/23 Core hole repairPublic Works Inspections Gavin Petner7Katy TrailEdwards RdDCTA MedPark Station 08/21/23 11/30/23 A small section of Katy Trail willhave intermittent closures toaccommodate the constructionof the new Mayhill Road Bridgeover the DCTAOtherTracy L. Beck, PE, PMP8Lookout LnWindsor DrWestward Dr10/16/23 12/08/23 Panel and Sidewalk Repair StreetsRoy San Miguel9McKinney St EBell AveOakland St11/13/23 11/30/23 Sidewalk and ADA repair StreetsRoy San Miguel10Meadow Ln PlHercules LnMeadow Ln11/29/23 12/01/23 Street ReconstructionTaylor Holt11Oak StThomas StBonnie Brae St10/23/23 11/21/23 installing conduit acrossroadway for dme substation.closures will be rolling at timesand full during work hours. workareas will be plated for traffic.Public Works Inspections Lee Thurmond12Oak StThomas StBonnie Brae St10/23/23 11/21/23 installing conduit acrossroadway for dme substation.closures will be rolling at timesand full during work hours. workareas will be plated for traffic.Public Works Inspections Lee Thurmond13Palo Verde DrBrias CtMontecito Dr09/08/23 11/24/23 ReconstructJeff Jones14Pheasant Hollow St Windbrook StWillow Stone St10/23/23 11/20/23 Pavement Replacement EngineeringTaylor Holt15Pheasant Hollow St Willow Stone StSagewood Ln10/23/23 12/04/23 Pavement Replacement EngineeringTaylor Holt16Plum Hollow RdLocust StPheasant Hollow St10/23/23 12/04/23 Pavement Replacement EngineeringTaylor Holt17Plum Hollow RdLocust StPheasant Hollow St10/23/23 12/04/23 Pavement Replacement EngineeringTaylor Holt18Railroad AveHickory StMcKinney St11/06/23 11/30/23 Sidewalk repair in front or HR StreetsRoy San Miguel19Wainwright StPrairie StSycamore St04/24/23 11/17/23 Roadway, utilitiesEngineeringSeth Garcia20Westwood DrDudley StParvin St10/30/23 12/08/23 Curb / Sidewalk/ Valley GutterrepairStreetsRoy San MIguel21Woodrow LnMcKinney StMorse St11/17/23 11/30/23 Remove and replace turn lanepavingPublic Works Inspections Lee Thurmond Exported on December 15, 2023 11:43:16 AM CST115