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HomeMy WebLinkAboutFebruary 8, 2011 AgendaANNUAL PLANNING SESSION AGENDA CITY OF DENTON CITY COUNCIL February 8, 2011 After determining that a quorum is present, the City Council of the City of Denton, Texas will convene in an Annual Planning Session on Tuesday, February 8, 2011, at 9:00 a.m. in the Facilities Management Department Training Room at 869 S. Woodrow Lane, Denton, Texas at which the following will be considered: ITEMS FOR DISCUSSION: 1. Receive a report, hold a discussion, and give staff direction regarding the development of a draft city-wide strategic plan including, but not limited to, the following: a. The Pavement Management System Report and its impact on the strategic plan b. Council's objective of developing community leadership through boards and commissions 2. Receive a report and hold a discussion regarding various development improvement activities. 3. Receive a report, hold a discussion, and give staff direction regarding City sponsorship of special events. 4. Receive a report and hold a discussion regarding a ten year review of The Denton Plan/Mobility Plan. 5. 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. CERTIFICATE I certify that the above notice of meeting was posted on the bulletin board at the City hall of the City of Denton, Texas on the day of , 2011, at o'clock. (a.m.)(p.m.) City Secretary NOTE: THE FACILITIES MANAGEMENT DEPARTMENT TRAINING ROOM IS ACCESSIBLE IN ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT. THE CITY WILL PROVIDE LANGUAGE INTERPRETERS FOR THE HEARING IMPAIRE IF REQUESTED AT LEAST 48 HOURS IN ADVANCE OF THE SCHEDULED MEETING. PLEASE CALL THE CITY SECRETARY'S OFFICE AT (940) 349-8309 OR USE TELECOMMUNICATIONS DEVICES FOR THE DEAF (TDD) BY CALLING 1-800-REALY-TX SO THAT A SIGN LANGUAGE INTERPRETER CAN BE SCHEDULED THROUGH THE CITY SECRETARY'S OFFICE. AGENDA INFORMATION SHEET AGENDA DATE: February 8, 2011 DEPARTMENT: Finance ACM: Jon Fortune SUBJECT Receive a report, hold a discussion, and give staff direction regarding the development of a City- wide strategic plan. BACKGROUND The City of Denton has embarked on the development of a Strategic Plan to serve as a roadmap for achieving long-term goals and objectives that capture the City's Vision, Mission, and Value statements. The draft strategic plan, attached as Exhibit A, is a product of the input generated from the 2008/2009 Citizen Survey, two City Council Planning Sessions, two Leadership Retreats, and a special appointed Strategic Planning Steering Committee. The attached PowerPoint presentation (Exhibit B) provides an overview of the strategic planning process and document. The purpose of this discussion is to solicit City Council feedback on the draft strategic plan that has been developed by staff. Following this discussion, staff will incorporate the City Council's suggestions into a final document that includes key term definitions and a narrative description of the strategic planning process. In the future, the strategic plan document will also be linked to the budget process so that resource allocation decisions can be prioritized. In addition, performance measures will also be developed so the completion of tasks, objectives, and goals are linked to performance evaluation. EXHIBITS Exhibit A: Draft Strategic Plan Exhibit B: PowerPoint Presentation Respectfully submitted: Bryan Langley Chief Financial Officer Exhibit A DRAFT Strategic Plan KFA 1: ORGANIZATIONAL EXCELLENCE Goal 1.1. Manage financial resources in a responsible manner. Objective 1.1.1. Utilize benchmarking, performance measurement, and progress evaluation to improve operations. Objective 1.1.2. Develop and implement long-range strategic plans. Objective 1.1.3. Provide timely, accurate, and relevant financial information. Objective 1.1.4. Ensure adequate internal controls are in place to prevent waste, fraud, and abuse. Goal 1.2. Develop a high performance work force. Objective 1.2.1. Create succession and workforce management strategy to ensure organizational sustainability and continuity. Objective 1.2.2. Attract, retain, and motivate qualified and diverse staff to ensure consistent implementation of established vision. Objective 1.2.3. Establish a culture where employees feel valued and respected. Objective 1.2.4. Facilitate open inter- and intra-departmental communication and collaboration. Objective 1.2.5. Establish a culture of accountability at all levels of governance. Goal 1.3. Promote effective internal and external communication. Objective 1.3.1. Maintain on-going staff communication with City Council, Boards, and Commissions. Objective 1.3.2. Utilize both traditional and non-traditional forms of communication to disseminate accurate information. Objective 1.3.3. Actively seek feedback from citizens and employees, in order to identify and implement programmatic changes, as appropriate. Goal 1.4. Provide exemplary customer service. Objective 1.4.1. Ensure all customer interactions are conducted in a professional and courteous manner. Objective 1.4.2. Respond to customer inquiries in a timely fashion. Objective 1.4.3. Provide convenient methods of conducting business with the City. Goal 1.5. Utilize t echnology to enhance efficiency and productivity. Objective 1.5.1. Develop Information technology systems to automate routine processes. Objective 1.5.2. Utilize data analysis to make informed management and operational decisions. Objective 1.5.3. Reduce reliance on paper-based systems. Version - February 8, 2011 KFA 2: PUBLIC INFRASTRUCTURE Goal 2.1. Improve quality of City roadways. Objective 2.1.1. Manage City street funding based on Overall Condition Index (OCI). Objective 2.1.2. Develop a long-range strategy to transition street funding to achieve the OCI criteria. Objective 2.1.3. Improve the design criteria for all dedicated roadways. Objective 2.1.4. Maintain a level of service of "D" or better on all City roadways. Objective 2.1.5. Design and construct all capital street projects on a 40-year design life. Objective 2.1.6. Update the Mobility Plan every five years. Goal 2.2. Seek so lutions to mobility demands and enhance connectivity. Objective 2.2.1. Coordinate with DCTA to provide effective multi-modal connectivity. Objective 2.2.2. Coordinate with TxDOT to maintain and enhance the state road network. Objective 2.2.3. Improve walkability/pedestrian access in the Downtown area. Objective 2.2.4. Improve bicycle mobility options. Objective 2.2.5. Enhance aviation infrastructure and achieve financial self sufficiency at the Denton Airport. Goal 2.3. Promote superior utility services and facilities. Objective 2.3.1. Plan for long-term resource acquisition and development. Objective 2.3.2. Assure regulatory compliance and legislative oversight. Objective 2.3.3. Protect public health and provide reliable service. Objective 2.3.4. Ensure operational and environmental sustainability. Objective 2.3.5. Effectively maintain and operate municipal facilities. Objective 2.3.6. Develop and support rates to provide funding for strategic objectives. Goal 2.4. Manage drainage infrastructure. Objective 2.4.1. Require new drainage infrastructure to design 100-year flood protection, based on fully developed conditions. Objective 2.4.2. Rehabilitate existing drainage system in compliance with 100-year flood protection criteria. Objective 2.4.3. Develop funding mechanism to rehabilitate inadequate drainage system components over a 20-year period. Objective 2.4.4. Require finished floor elevation on studied and unstudied drainage basins. Objective 2.4.5. Maintain street sweeping in compliance with the municipal good housekeeping management practices associated with storm water regulations. Goal 2.5. Develop Capital Improvement Program (CIP) based on community needs. Objective 2.5.1. Manage existing and future infrastructure needs to meet projected growth trends. Objective 2.5.2. Develop and implement financing plans for identified infrastructure needs. Version - February 8, 2011 KFA 3: SUSTAINABLE ECONOMIC DEVELOPMENT & ENVIRONMENTAL STEWARDSHIP Goal 3.1. Manage growth, development, and redevelopment opportunities. Objective 3.1.1. Update Comprehensive Plan. Objective 3.1.2. Execute Downtown Implementation Plan (DTIP). Objective 3.1.3. Utilize Smart Growth/Infill initiatives in assessing development projects. Objective 3.1.4. Preserve and maintain historic structures and culture of Denton. Objective 3.1.5. Encourage environmentally-sustainable development and business practices. Goal 3.2. Encourage economic development. Objective 3.2.1. Create comprehensive Economic Development incentive policy. Objective 3.2.2. Develop marketing effort to build on existing assets. Objective 3.2.3. Create Industrial Park Master Plan, identifying challenges and opportunities for sound growth. Objective 3.2.4. Focus on economic development efforts that enhance the development of the University of North Texas Discovery Park. Objective 3.2.5. Increase growth of tourism industry with the location of a convention center in Denton. Goal 3.3. Promote environmental sustainability. Objective 3.3.1. Establish sustainability goals and actions. Objective 3.3.2. Improve local and regional air quality. Objective 3.3.3. Manage natural resources responsibly. Objective 3.3.4. Provide public education and involvement opportunities. Objective 3.3.5. Ensure financial integrity of sustainability efforts. Version - February 8, 2011 KFA 4: SAFE, LIVABLE, and FAMILY FRIENDLY COMMUNITY Goal 4.1. Seek clean and healthy neighborhoods in the City of Denton. Objective 4.1.1. Provide effective code enforcement services that meet community expectations. Objective 4.1.2. Promote positive environmental behaviors and practices for the City of Denton and its residents. Objective 4.1.3. Enhance the quality, livability, and sustainability of the neighborhoods in Denton. Objective 4.1.4. Support revitalization efforts of existing low-moderate income neighborhoods. Goal 4.2. Enhance public safety in the community. Objective 4.2.1. Expand departmental collaboration and community partnerships by increasing involvement, communication, education, and utilizing technology. Objective 4.2.2. Secure and deploy public safety resources in the most effective and efficient manner possible. Objective 4.2.3. Evaluate existing and future public safety facility needs in order to provide the most effective delivery of emergency response services. Objective 4.2.4. Focus on prevention programs to heighten awareness, minimize loss, and support a safer community. Objective 4.2.5. Maintain a high level of preparedness through planning, training, and the utilization of resources. Goal 4.3. Provide quality, diverse, and accessible neighborhood services for the community. Objective 4.3.1. Meet customer needs through quality and diverse programs. Objective 4.3.2. Provide quality parks, libraries, and recreation services to promote leisure, cultural, and educational opportunities in the community. Objective 4.3.3. Promote a family friendly environment. Objective 4.3.4. Co-sponsor annual community events and festivals. Version - February 8, 2011 KFA 5: PARTNERSHIPS AND REGIONAL LEADERSHIP Goal 5.1. Actively participate in regional, state, and federal legislative initiatives. Objective 5.1.1. Maintain dialogue with state and federal delegation. Objective 5.1.2. Promote bi-annual legislative agenda and congressional priorities. Objective 5.1.3. Pursue effective representation at the state legislature. Goal 5.2. Maintain visible and influential relationships with governmental and non-governmental organizations. Objective 5.2.1. Maintain dynamic presence at the local Chambers of Commerce. Objective 5.2.2. Participate in regional, state, national, and international coalitions (RTC, NCTCOG, TML, NLC, ICMA, etc). Objective 5.2.3. Support staff participation in regional, state, national, and international professional organizations. Objective 5.2.4. Build relationships with key organizations to enhance community and social services. Objective 5.2.5. Cultivate mutually beneficial relationships with local educational and governmental institutions. Version - February 8, 2011 a r-4 a U LA N CO 0 N 00 cd N l-0 C~ V ~ •b-0 cd Cd v~ L. Cd O E V w W w C: p Cd Cd C: Cd O cd - o p C: U.. o w • - Cd O L C: > O O L • ^ W p cn > O 0 0 0 CL W` • - V o z r'4 AL, O 0 s o ~ > t ~ r-4 Cd ~ O 3 a 3 O ~ ~ C~ ~ C: 3 0 N c Cd Cd ~ ' Q D L C~0 O c~ a C~ U 0 V 0 • C ~ V a O L ~ 0 ~ V O ^W W C: V ~ L C: p M cn C .V ~ ED V L s V) 0 A~l 41 W c E N b~y0 O J . 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BACKGROUND Pavement Management Strategy Initiative Development At the February 7th, 2011 luncheon, the results of the pavement management report were presented to the Denton City Council. While the report and the associated presentation outlined many of the current conditions associated with the Denton roadway network, several long term strategic initiatives need to be developed to address the continued degradation of the roadway system. The City of Denton has over 70 miles of major roadways (primary and secondary arterials) plus an additional 360 miles of minor roadways (residential and collectors) encompassing over 61.0 million square feet of asphalt and concrete surfacing. At a replacement cost approaching $750,000 per mile- not including the value of the land, the City has over $320 million invested in its paved roadway network. The paved roadway network consists of five functional classes, covering approximately 434.5 centerline miles of pavement. The 2010 OCI is currently 61 due to continued deterioration of the roadway. The concept of pavement condition assessment was first introduced in 2004. The OCI for the Denton roadway network was determined to be 69 at that time. From 2004 through 2010 the City of Denton has funded approximately $32.5 million in roadway improvements either through the annual operating budget or as a function of bond funding (Table 1) df- Fiscal Year Budget Non OCI Funds 00 Fi..ods CO & GO Bond DC iR Total 1992-93 1,558,40 $467,4 1- :91,000 $934 100 $2,025„000 1993-94 1,571,300 $471,300 1,100,000 $1.,100,000 1'304.-95 1,694,200 $508,200 1,186,000 $1,186,0100 11'75-96 1,775„800 $532,80701 1,243,000 $307;000 $1,550A000 1 ""6-97 2,168,400 $650,400 1,518,000 $1.,518.,000 1"'17-98 1,935,800 $580,800 1,355,000 $463,000 $1,818,0100 11_798-`19 1,938,700 $581,700 1,357,000 $422,000 $1,229,000 2,128,700 5638,700 1,490.,000 $1.,490,000 2000.01 2,886,409 $874,800 2,041,000 $2,041,0001 2001-0,-? 2,879,803 $863,700 2,015,000 $750,.000 $2,765,000 2002.03 2,927,71,5 $878,100 2,049,000 $750,000 $2,799,000 20303-04 3,231,417 $963,900 2,249,000 $750,0003 $2,999,000 2004-05 3,398,018 $991,800 2,314,000 $910,000 $344,713 $3,568..,713 2005.06 3,491,213 $1,024,500 2,931,000 $940,000 $3,871,000 2006-07 4,198.047 $1,259,41..1110 2,519,000 $3,095,000 $1,295,0070 $6,909,000 2007-08 4,596,078 51.'78,R 00 2,528,000 $2,810,000 $3,479,0700 $8,.8..17,000 2008.09 4,356,050 $1, i?E 2,379,000 $2,379,0010 207 -7 4,475„492 $2,103,4H1 2,372,000 $1,579,833 53,951„833 7 year total 2003.04 thru ].1309-10 '32,495,516 Table 1 In addition to utilizing the OCI as the basis for our funding decisions, we have also implemented a number of program improvements. These improvements included increasing pavement thickness requirements, evaluating the benefits of concrete versus asphalt, changing the capital project design criteria, improving public infrastructure inspection, and revising the quality control testing and reporting process. Pavement Report Summary The report identifies a theoretical value to rehabilitate all streets in the network to an OCI category of "good to excellent". This value was developed by applying the appropriate rehabilitation categories and associated unit rates to each street segment and then totaling up the results. This estimate ignores time, deterioration and inflation as it is a theoretical exercise used to estimate the total dollar value deficiency in the network. The total estimate for Denton is approximately $157 million broken down into the various categories included in (Table 2). 2 Pavement Rehabilitation Asphalt Full Reconstruction 55,887,000 Asphalt Partial Reconstruction 36,771,000 Asphalt Thick Overlay 21,782,000 Asphalt Moderate Overlay 21,948,000 Asphalt Thin Overlay 17,193,000 Asphalt Surface Treatment 2,307,000 Asphalt Routine Maintenance 268,000 Concrete Full Reconstruction 0 Concrete Partial Reconstruction 501000", Concrete Extensive Panel Replacement 6,000 Concrete Moderate Panel Replacement 23,000 Concrete Localized Panel Replacement 88,000 Concrete Localized R&R 501,000 Concrete Routine Maintenance 870,000 Totals 167,694,000 , Table 2 The report estimates the annual cost to maintain the 2009 network OCI at 63 utilizing two different methods. Both methods examined in the report identify expenditures of approximately $10 million will be needed to maintain the current OCL (Table 3). 3 Pavement Rehabilitation Contribution ($Iyr) Asphalt Full Reconstruction 55,887,000 1,863,000 Asphalt Partial Reconstruction 361771,000 1,471,000 Asphalt Thick Overlay 21,782,000 1,452,000 Asphalt Moderate Overlay 21,948,000 1,829,000 Asphalt Thin Overlay 17,193,000 1,433,000 Asphalt Surface Treatment 2,307,000 769,000 Asphalt Routine Maintenance 2681000 268,000 Concrete Full Reconstruction 0 0 Concrete Partial Reconstruction 50,000 2,000 Concrete Extensive Panel Replacement 6,000 1,000 Concrete Moderate Panel Replacement 23,000 2,000 Concrete Localized Panel Replacement 88,000 7,000 Concrete Localized R&R 5011000 167,000 Concrete Routine Maintenance 870,000 870,000 Totals 157,694,000 10,134,000 Table 3 4 The report includes a number of budget and OCI predictions based on various amounts of program expenditures (Figure 1). 100 ~O 80 ~Y t a 10 50 0 7 --$E,2M11 AIYIft181 -`i'101N AurrrA ° $i4m Annual - y7GIN Anirrml UMhWW D. N.6ing Figure 1 However, for the purpose of developing funding objectives for the City of Denton street program, the funding requirements that are reflected in (Figure 2) were used for strategic planning purposes. Figure 2 5 Strategic Planning Key Focus Area (KFA) 2: Public Infrastructure Goal 2.1 Improve Quality of the City Roadways Objective 2.1.1 Manage City street funding based on Overall Condition Index (OCI). The following funding scenarios were discussed with the City Council as a part of the pavement management presentation: The City should adopt a policy statement selecting a fixed target for network level of service and identify a capital project target backlog. The recommended OCI target is 65 to 70, with less than a 20% backlog. On average an OCI of 65 to 70 is generally accompanied by a backlog of about 15% - thus providing a high level of service with a manageable capital project backlog. An annual budget dedicated to roadway rehabilitation of $12.0 to 16.OM is required to achieve this goal. It is predicted that an expenditure of $15M per year will achieve an OCI of 69. 2. An expenditure of $1 O.OM per year would maintain a status quo level of service at the OCI of 61 with a 17% backlog. This would prevent any further degradation of the roadway network and prevent the accumulation of outstanding debt expenses. 3. The existing budget expenditures (FY2010) will result in a continued degradation of the roadway network to a projected OCI of 55 with a 26% capital project backlog at the end of the next 5 year period. Objective 2.1.2 Develop a long-range strategy to transition the street funding to achieve the OCI criteria. The following information has been developed to provide a menu of funding impacts on the annual operating budget and the capital program if an OCI target goal were adopted by Council and the associated funding transitions were accomplished over the next five years. Three program scenarios were evaluated. The following data is intended to provide concept planning estimates and is not intended to reflect a detailed cost analysis of the street segment data. • The first program scenario reflects the existing five year financial proforma in the Annual Program of Services and does not include a specific plan to substantially improve street funding beyond the current level of expenditures (Attachment 1). • The second scenario reflects the recommended pavement management target and the funding necessary to transition our existing street program from the existing OCI of 61 to the recommended OCI of 69 and a capital project backlog of 15%. As indicated earlier, this scenario is based on expenditures of approximately $15 million per year (Attachment 2). • The third program scenario reflects the funding necessary to maintain our existing street program at the current OCI of 63 and a 17% project backlog at the end of the five (5) 6 year period. This scenario provides the overall expenditure of approximately $10.0 million dollar per year and would prevent the further degradation of the roadway network (Attachment 3). • Attachment 4 is the corresponding debt component of both the $15M per year and the $10M per year scenarios. Because both scenarios treat the reconstruction and partial reconstruction categories as debt instead of a maintenance expense as part of a transitional funding strategy (see figure 3), each scenario assumes the debt service associated with $3.3 M per year in debt issuance. The financing period assumption is 20 years and is predicated on the project life being equal to or greater than twenty (20) years. Objective 2.1.3. Improve the design criteria for all dedicated roadways. The report also indicated that the City should consider integrating our pavement management capabilities with other business functions relating to roadway performance. • Continue to enhance our roadway constriction inspection, testing, acceptance and long term performance monitoring. • Evaluate our pavement mix criteria, structural design (focusing on sub-grade), materials and constriction specifications. • Improve our data management for Geographic Information System (GIS) updating and passing data from GIS to pavement management including acceptance dates. Strategic Planning Summary The Denton roadway network is one of the largest assets that the City of Denton owns and manages. The citizens of Denton have consistently rated the street program as one of the basic services in most need of improvement. The development of goals and objectives that are supported by Council will enable the organization to take meaningful steps toward effective management of this valuable asset. While the funding necessary to improve the overall street program are substantial, definable goals and objectives will establish the necessary funding priorities to prevent the further degradation of the transportation infrastructure and the escalation of expense in the future. ATTACHMENTS Attachment I - Annual Program of Service Five Year Forecast Attachment 2 - Five Year Transition to $15M Street Funding Attachment 3 - Five Year Transition to $1 OM Street Funding Attachment 4 - Debt Coverage Availability Five Year Proforma POWER POINT SLIDES I - 2008 Citizen Survey Results 2 - Five Year Street Funding Option Summary 3 - Understanding the Pavement Condition Score 4 - City of Denton Results by Pavement Type CD O T fn ~j O T O O N L CL O T U) O T O O N L CL O T to A Q O O N L CL M ~ O T N r Q O O N d N O T fn T O O O N CL O O O 'a N Q O cu E N W O T D~ 0 O N N e9"s ttJ ~ p e s Q N O c~a +.~s cry CD ~ o o ~ C„> t C y N E LO U n O rte L ' VJ co facer' ~ Q N L o ~S C~ 00 C3"5 g- ~ m O CD N -O U) N co O L E fAl co 0) O co O v ~ ~ o C C o CO .N- <A U Q c U) o v cSS s CD t7s 00 tky 'it- O O LO ~ CO cn O ;r L a) N "a CO U O fr' C,7 00 f3~r' C3 00 co f Y Co cis -1 e O O N N CU C co N N L yL-+ L o 0) _ c N N C Q CU f D W Z cq v o ri N M CYO ~ Ctt~ ~ 1, N C~ ~ a a W z O Q E k in 7.1 < J a L Q m of Q U) I ~ m 0 W rn w U) w IT z D U- c~ w Q a U ~ qmr m ti w a U W U- ~ W W Q L l.l.J i W w 0 N M N co r-I Il 00 00 tD lD O lD I, Ln z:r N N tD tD Il r4 al m fn r, m O r1 I- N lD Ln Ln 00 O O tD r-I ^ m ul Ql CO lD N Ql ul n ^ M ' o0 o0 'a m ^ nj lD Ln r, r-i Ln O oO tD tD Ln I~ rl a, 00 Ln M m ^ r-I I, N ~D I~ 00 I:T N N N 0 N ri m ^ r-I m ri r-I tD M M ri M rr-I Ln Ln N m lD lD a1 M m N O ri ri L CL 00 00 tD m a1 00 Il O N r~ 00 O O 00 O O al 00 N N n W N N O W N N Ln 00 00 rl Lr N O m I-- CO CO r-i N m n n M o0 o0 Ln O tD Ln N I, O z:r m o m Ln I- un n n N O O al N Ln 00 N 14 Ln r, m Ln Ln oO tD lD M M O a) O al m M O cll lz:r 01 0) M N N p o CIA m ui Lr (3 rr m N O rI rI L a O O) al Ln lD 00 I, O N r-i O M M 14 00 Ln ::r rl N rl 00 r- m 00 O O n n m m tp m O O lD I, O Cl) CO '71- a1 Ili ri ' 'O 00 O1 ^ ri Ol Ln r-i lD 00 7r m m M rn Ln tD tD ri 4) Ln ~ O m N ^m ~ a1 M m m 0 p a) n m rl n a1 ri ri o m r m ui Lr 00 M' m O N d N M Ln :t a1 I- N 00 I- N a1 at a1 14 00 ri al Ln ::r O r 00 C'A O ' O ri ri N t0 O N Cl) ul m CO Cl) O r-I ri lD ' 17~ 1:1~ M 'p 00 O 00 Ln frj ~D a1 Ln ~D 7r O r-I N Ln 00 Ln Ln ri N r-I rl 00 m O M O o Ln m 00 N N N 1* V p ' a1 M M - tD tD O O f O o m r-I Nf r m ui L11 00 fA fA N O r-I r-I L a 00 m al O a1 O I, M O n O 00 at N n cn al lD ri N O O N 00 Ln r 00 r-i 00 Ln Ln r, n O O O C II O M r N M 00 tD Ql M O I, l0 W W r-I ri N tD tD r-I m m 00 N O M 00 ~D Ln Ln r-I I~ lD lD N Ln Ln Ln r, M m W O~ Q1 14 al a) -4 Q1 m ff Nf r`i N Lr 00 N N N O M O ` a C7 Z ' Z v a = W LL C LL m CL 06 Z r-I ri N M to m (31 LU u Q N LA w w w w w Z a 4! 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N I-- N pp O 00 G )F O C O r N M (D Eft Et} VJ LU a U) LU LU O O J Ea4 a~ J St3 a~ U~ Q x a a~ 6> S,D S,D N 00 L T to N 00 ti O 00 d' T to 00 D) w d' Cl) d' T to CD Cl) O d' cD M T Ef} N M SD Cl) M T D) w 00 Lf~ Cl) cD M T O O O d' 00 M T to c~ Z_ 0 Z D LL LU U LU U) co LU 0 M S,D O 00 N T to ti S,D 00 O T N Cl) l1~ O l1~ ti N 6> N 6> ,It to a N 00 N ,It N to J a; / r Ln J T J C _ 6 L L O 0) 0 co co co a~ - C- M M EA N Z N C •N C C C U N ~ Z 0 O S S1 :t~ L CO S O p C S N N E i E N s N Q G Q # # LL O Z 0 N M N V I ~i i II i M O N M Ln l0 f~ 00 l0 f" 0) N I N M M I- l0 11, l0 M O m m 00 11, Ln - M N M 7 00 Ln m m m m 00 00 00 00 00 00 00 00 11, l0 l0 Ln M N ~ L.L ~ J U f~ Q ~ d 0 d 0 N 4J 1 ~ (J d i U J N U i 41 u Z: U 4- ~ w 1 N pl U 41 dS N 4J - al cd 4.1 4J Q ~ u ~ O 4J ~ O L) U N N m O N M (D Cll r N O r Q O O N L a L Cll r N 4 O r Q O O N L a w~ N M r O O Q O N d y M ~ r N Cy T O Q O O r N d ~4 s ~ N O r N O r r Q O O a~ N d 0.0 m N I- 00 00 I- O O I~ ~ O O I- N N C1 N m 0 O m (D- ~ 0 I~ 1- 00 O M M 00 (fl OO 1- 0 C~ (1) O I- N N (D m ~ ~ 0 O m O G) G) 00 LO (fl C'') O O Iz O 00 00 m O IT IT m O LO 0 -T m M m 00 00 (fl M m m (D O IT IT 0 0 (0 (0 0 0 O O O I- O 00 00 I- M C \i O O W W O N Q Q W W ~ ~ 7 m U 7 m U U U m O m O _0 70 U LL m U LL m 0 m N I- 00 N O O ~ O LO I- N Lfi C'7 N m 0 O m (D- 0 0 I- 00 O G) CO Cfl ~T CO 0 C N m -1 C \i N O M LO LO C'') C'') O IZT O 00 m O ~T m O LO C6 cr~ 0 0 m 00 M CO N - C0 m (D O IT (0 0 0 ( 0 O IT O 00 (fl M C'') O W O Q x W O 0 70 m U U m O L m N O " U m m n~ Y 61 d.. ~ '.t+ hd CY C ~ C? 3 W r.4 dS i13 rte/ L ~ E Im- .a ~ i n} iU M r ~ ~ tl7 L I_ i ~ RS L3 0 Q} E LL PU 11 Ri 0 a = CL L 0 C. 0 a V 'C C _ a. 9 d W C, 00 r- 1-D "I IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIiIIiIIiIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIiIIiIIiIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIiIIiIIiIIIIIIIIIIIIIIIIIIIIiIIiIII v C, v o N N H H eajv Aq 110m4a {O aBelua)Jad M O O 4 a i 0 AGENDA INFORMATION SHEET AGENDA DATE: Febwary 8, 2011 DEPARTMENT: City Manager's Office CM/DCM/ACM: George C. Campbell, City Manager 44~'- SUBJECT: Discuss Council's objective of developing community leaders through boards and commissions. BACKGROUND: The Retreat agenda includes a discussion of the Council's objective of developing community leadership through boards and commissions. The Council had established this objective during its retreat in August 2009. At the Council Retreat on August 7 and 8, 2009 the Council included as an action item to use the Council's Board and Commission appointments more intentionally as a way to engage future leaders. To do this, the Council expressed a desire to hold a Council Work Session to discuss Board and Commission appointments before beginning the appointment process in order to consider, as a Council, criteria such as candidate qualifications, compatibility with Council direction, and ethnic/gender and community interest diversity. Additionally, a follow-up discussion this year will provide opportunity to discuss topics such as an expansion of Board and Commission training efforts and the Council's process for identification and appointment of members. No formal presentation is planned for this item. COUNCIL RETREAT AGENDA DATE: February 8, 2011 DEPARTMENT: Neighborhood Services ACM: Feed Greene SUBJECT Receive a report on Development Review Process improvements over the past two years. BACKGROUND Listed below are the improvements made to the development process over the past twenty four months. Many of these are the result of monthly meetings with the Developer's Committee listening to their suggestions and concerns. Additionally, many other changes came through Planning staff desiring to simplify the process. All these improvements have been implemented and are working. A. Improvements to the Development Process: 1. Builder and Developer's Luncheon. In an effort to cultivate and enhance a working relationship that is beneficial to both the city and the development community, members of the Development Review Committee (DRC) hosts a quarterly developer and builder's luncheon to communicate information on pending changes to the process and solicit feedback from builders and developers on services and processes that may need improvement. 2. Developers Committee. In addition to the quarterly Developer's Luncheons mentioned above, a Developer's Committee consisting of volunteers from the development community and key DRC staff was formed. The goal of the committee is to identify and resolve inefficiencies in the development review process through a collaborative process. The committee meetings were started in October 2008 and meetings continuing to date. The committee meetings are facilitated by Assistant City Manager Fred Greene. 3. The Creation of the DRC Administrator (ombudsman) and Reorganization of the DRC Process: A DRC Administrator has been appointed that is charged with representing the interests of the public by investigating and addressing concerns reported by applicants, individual citizens, as well as identified stakeholders. The DRC Administrator has also been given the authority to make decisions relative to the DRC process and facilitate resolutions between City departments and issues between the City and applicant. Additionally, a DRC Engineer was appointed and given the same authority to make decisions on engineering related issues in the development review process, The DRC process was reorganized (Exhibit 1) to allow the DRC Administrator to manage the process more effectively. 4. Relocation of the Development Review Committee (DRC) Meetings. The DRC now meets in the City Council Work Session Room located at Main City Hall. Prior to this arrangement, the DRC met in the main conference room located in the basement of City Hall West. The new accommodation offers a more professional setting, and also provides more seating capacity for our customers. 5. Minutes Taken at DRC Meetings. All DRC meetings, other than Pre-Application Conferences, are now recorded and minutes are transcribed by a court reporter and provided to the City. This has enabled staff and developers to review the official minutes when disputes arise as to issues discussed and agreements that are made. 6. Applicant Attendance at the DRC Meetings. All applicants (including the owner) are now invited to attend the DRC meetings which allow the added benefit of discussing their project and review comments with the committee. This face-to-face dialogue affords the applicant the ability to gain clarity regarding any concerns raised by the DRC, and to ascertain what is required to ensure an expeditious project review process and subsequent approval. One of the future goals of the DRC is to provide live video conferences when needed, for the benefit of out-of-town applicants. 7. Pre Application Meetings. As part of the development review process, the City offers applicants the option of utilizing a pre-application meeting to obtain information and development requirements for land planned for development. This service provides a written response and meeting with the applicant and aids potential developers and buyers in determining the cost of development before deciding whether or not to move forward. The fee associated with a pre-application meeting is credited towards the submission of a subsequent development application for the same project. 8. Revised Submission Deadlines. The submission guidelines have been revised from a limited twice per month submission, to a process that allows all applicants to submit projects at any given time during the week. Projects are distributed on a weekly basis in order to facilitate a more timely review and lessen delays caused by multiple submittals. 9. Reduction in the Project Intake Processing Time. Formerly, project intake took as many as six (6) days to process and distribute. Currently, the process takes only 1 %2 days. This improvement affords Staff additional time to prepare reports and to meet with applicants to assist there with their projects. Staff is also better able to respond to other Planning inquires in a timely manner. 14. Published Timeline for DRC Projects. A development review and processing time line that covers in excess of twelve (12) consecutive months is available to all our customers. This timeline (Exhibit 2) allows applicants to ability to pre-plan their project with clear expectations of when certain actions will take place such as when projects may be scheduled for P&Z or City Council public hearings. Applicants can then submit/resubmit various phases of their project, knowing ahead of time when potential approvals will be made and when permits can potentially be issued, provided they submit/resubrrrit the required information to gain such approval by the stated deadlines. This is a very useful tool to both the DRC and the applicant. 11. Staffing of Internal DRC Engineering. The city Engineering Department added 2 internal engineers to facilitate the transition of reviews for many projects from a third party firm to in-house personnel. This has allowed us to scale back our reliance on outside reviewers/contracts and has reduced the review timing. 12. Proportionality Assessment Procedure Established. DRC Engineering has developed a proportionality process that is currently implemented when questions arise regarding a project's proportionate share of exactions for public improvements. 13. Adoption of Performance Measures. In order to gauge the overall performance of the development review process, the Planning Department and DRC has adopted performance measures, The purpose of these performance measures is to accurately capture measured data in order to review workload, efficiency, and effectiveness indicators and make revisions when necessary to maintain and improve service delivery. Monthly reports are prepared to review the previous month's activities. Exhibit 3 provides the performance measures that are tracked by the department. During the past fiscal year, all the effectiveness and efficiency measures for the Planning Department and the DRC were in excess of 95%. 14. Purchase and Implementation of ProjectDox Plan Review Software. As of January 1, 2011, the City now offers applicants the option to submit building permits and development applications for review electronically. Since the purchase and implementation of the ProjectDox software, applicants can now save both time and money by submitting their plans electronically via computer directly from their office or other location. ProjectDox is fully integrated with ETrakit, the City's online permitting module, whereby applicants have the option to submit, pay, and work through the entire development review process, from pre-application to building permit, without ever having to visit a City facility. 15. Laserfiche Project Implementation. Over the past calendar year staff has worked in association with DocuNav Solutions for the archival and retrieval of official City documents from planning projects to building permits. In all, approximately 7,000 project and building related documents have been scanned and indexed in the Laserfiche system. This will allow staff to dispose of upwards of 100,000 paper documents that are now in digital format thus freeing up storage and filing space in City Hall West. This project will reduce the amount of staff time spent conducting research from days to hours. As well, once completed Laserfrche will be frilly integrated with ProjectDox and available on all staff desk top computer's. 16. Process Flow Charts - The following flow-charts were developed and made available to the public to assist with further understanding of the City's project review process, Actual flow charts are presented as Exhibit 4-DRC Review Process Flow Charts: a. Pre-application Process; b. Planning and Zoning Commission Approval Process; C. City Council Approval Process; d. DRC Engineering Approval Process; C. Zoning Board of Adjustments Approval Process; f. Annexation Process. 17. Neighborhood Planning - Established a Neighborhood Planning section designed to improve relationships between the city, various neighborhood groups and (when applicable) various development projects, The Neighborhood Planning section hosted ten (10) Neighborhood Planning Workshops and the City's second Annual Neighborhood Empowerment Summit. 18. Revised the Park Exaction Formula Application - By utilizing the tax appraised value instead of the purchased valued of land to calculate the Park Exaction fee, a general reduction of up to 60% is realized for development in the city's designated "Infill Area." 19. Denton Development Code Amendments - Processed 22 amendments to the DDC aimed at eliminating conflicting language in the DDC, improving the developtent process, or inhibitors to quality development. B. Adoption of the Planning Department's First Strategic Plan During FY 09/10, the Planning and Development Department adopted its first department-wide Strategic Plan (The Plan). The purpose of The Plan is to provide clear direction and focus for all employees within the Department. The Plan establishes the Department's mission, establishes a shared vision, defines critical issues, sets goals, and prioritizes strategies for achieving the goals. The Plan also provides performance measures to manage our success. In addition, The Plan provides supervisors and managers (the Department's leadership team) the necessary framework for developing sound operational strategy while effectively establishing the expectations for all employees. Ongoing evaluation of departmental performance measures continue on a monthly basis. EXHIBITS Exhibit 1 - DRC Organization Chart Exhibit 2 - Published Timeline for DRC Projects Exhibit 3 - DRC Performance Measures Exhibit 4 DRC Review Process Flow Chars XHr IT DRC Organizational Chart 'fr~f iEl~f rfl~l ~ ]Oll DRC Schedule SUBMISSION STAFF DEAOLINE ISSUES COMMENTS COMMENiS INT0.ANIi/ OMFTSTAFF INTIIAKRt REPOftT CAPTIONS FINALSTAif STAFFIIEPOIiT5T0 MpIL POST P&Z CppTIpNS COORDINqT ~ITY pI5TOC1iY (NeceNed PROlECTS d d RECOMMENOqTIONS MEETING DRCWITH RESUBMITTAL COMMENTS COMMENTS ftEPORTTO FftOM EGAl ADS COOROINATOR REPORTTO LEGAL/OPDINANCE PACKETS AGENDA HEARING AISTOACM COUNCIL LEGr1LAD5 ORHEVIEWS SE[AETARY 51ampe ASSIGNEO an I Offl b (INTEHNqt 0 APPLIC~NT OEqOLINE D0.Cf 7 TO MEETING COORDINATOR COOHD INAT OflTO MAl lERS MEEfWIEGNL COOIIDINATOfi TOLEGAL S (P$Z ~ (p&Z) pATE & ~CC) CCAIS ([C) (CC, HEARING n ce y APPII CANT APP4fANi2 IiEPOSTED BACNIIP DATE 2:00 p.m.~ PIANNER . 20-Jan ll 27-Ian-i1 9-lun-11 I 10-lun-11 17-Febdl 2a!Feb•il 9-lun-11 I 10-1un-11 I 17-l-11 12-Ju1-11 . . 27-1un•11 . - 29-lun-11 . . 14-lul11 . . 354u1-11 . . 21JU1-il . . 28-JU1-11 . nuK-i 11-AUg-il . HvK-i.x 12~AUg-11 . Hug- 1.9-AUg. ll . Nug-ii 26•AUg-11 . -g-i 30,AUg-.11 su-nug- 6-Sep-11 eaeo-ii 9-Sep~11 is~ep-1i 20,Sep-31 [y-~ep-11 29-Sep-ll 30-5e2-11 305ep-11 S-OCt-Il 5.OCt-11 6O-11 6-OcFll 10-0ct-11 10-0ct-11 12-0ct-11 12-0tt-ll 20OCt-11 20-01t,11 1-NOV-11 1-Novil SJuI-11 7-lul-Il 21-JU111 22JN-11 28-lul-il 9AUg-11 18-~u6-11 19-Aug-11 26-AUS-11 2-Sep-11 6 Sep-11 13-Sep-I1 15-Sep-11 285ep-I1 13OCh11 14-0c411 19OcP11 ZO-OC[-]3 29-OCt-11 260tt-11 3-NOV-11 15-NOV-11 ISdu1-1x 13-1u1-11 . 28~Ju1~11 49-1u1-11 A~Aug.li 11~AUg31 25-AVg~11 26~AUg-11 2Sep•li 9.Se,71 13-5rp:11 20Se .11 73-5ep4I 4A<h1l 13'-OCi-11. 1400 -11 19-oct31 20Oct-11 24 9ct-11 26-0ct-11 3Nov-11 15-NOV-11 . 18Ju1~11 20-1u1~11 4-Aug-11 5-Aug-11 IS-Aug-li 18-Aug-11 1-Sep~11 2.Sep.11 9-Sep-11 16Sep-11 20-Sep-11 27Sep-11 3o-Sep-li 11-0c[-il 27-OCt-11 28OCt-11 2~NOV31 3-Nov-11 7-fVOV-11 9NOV11 17-Nav~11 6-Dec-11 25JU1~11 27-1~1-11 11~pug31 12-AUg-11 18-pug-k1 25~AUg;11 B-Sep-11 9-Sep-11 16-5ep•11 ?3-Sep~11 27-Sep~ll 4~OCt-11 7OCt-ll 18~OCt~11 27-Oct-11 ZB~OCt-31 2-No~13 3-Nov-il 7-fVOV31 9Nov11 17-Nov-11 6~Der11.~ 1-Aug-11 3-Aug-11 18Aug-11 19Aug-11 25-AUg-11 1-Sepll 15-Sep-11 16-Sep11 23-Sep-11 305ep-11 4.Oct~21 11-OCt-11 14-0cS-ll 25-0ct-ll 10-YOV-ll 11NOV-11 3G-Novll 17-NOVll 21-NUV-il 23Nov-17 1-Deo-11 TBU 29-AUg-11 6-Sep-31 31-AUg-11 S,Se -11 155ep41 22-5e -11 16-Sep-11 23 -11 Se 22-5ep-11 29Se -11 29Sep-11 G-OCt•ll 13O:t-11 20101t-I 14-OCt-11 21.OC[-11 21-0,t~11 28-0 t-11 28OCb11 4-N-11 1-NOV-11 8 N 11 8-Nov-11 15 N 11 11-NOV-11 18 ll N 22-NOV-11 9 N il 1-Dec-11 2-Deo-11 J-Dec-li 8-Oec-11 12-0ec11 14-Dec-11 22-Dec-11 TBD 12-Sep3l 19-5e 11 p 14-Sep-11 21-Se 1 p 29Sep-11 8A b11 • p 30-Sep-11 7--0 t-11 p 6Oct-I1 13-O t-11 13Oct-11 20-O t-31 1 27-0:hll 3'11-11 28-0ct-11 4-N v-11 c 4,14ov-11 71-N -11 11N-11 18 N V 11 - ov- 15-Nov-11 22 11 1 - - 22~11-11 9 ov. - 23-Nov-11 2 - ov- 6-Der11 S.lan-12 S-lan-iz 6dan12 6dan-12 11-J2 n•12 11-l-12 12-lan-12 12-1an-12 25.lan-12 161an-12 181an~12 18-Jan-12 261an32 26-1an32 TBp TBD p 76-Sep11 OR-31 3 pl 28-Sep-11 S-Oct-il C 13OCb11 20 OCt-11 [ 14ACb11 21 0ct-11 C 20-0c[-11 27 O t-11 C 27.OCb11 3 NOV11 SO-NOV-11 17Nov-11 o 11-PJov,11 18-NoV-Il ov 18-N-11 2SN -11 - O - 25Nov-11 2 D ll - 3 - 29-NCV-11 fi D 11 2 ~11O,11 6-Dec-11 33 0 1 2~Oea11 9-11e1-11 ]fi ll D 13-DeC11 20-,e<-11 27 1 1 5-1an-12 5-lan12 6dan-12 6-l-12 11-18n•12 11-Jan-12 12-1an-17 12-lan-12 16-1art•12 16-Jan42 18-1an-12 18-Jan-12 26-Idn-12 26-Jan-12 TBD TBD , 10-OCt-11 12-0c[-11 ~ 27-OC[-11 - 23-OCt-11 - C 3-NOV-11 • 10 Nov-11 23-Nov-11 2SPoOV-11 oV 2-Deo-11 - ec 9-Dec-11 • et- 13-Dec-11 . ec-1 20-0er11 en * 22-Oeo-11 - 1ec- 1 3lan-12 $4-42 19-Jan-12 6J-12 20-1an-12 114-12 25-1an-12 12-1an-12 26-1an-12 16-1an-12 30-1an-12 18-1an-12 1-Feh-12 26Jan-12 9Fe6-12 TBD TBD 22-DeGll ! I 7-Mar-12 Complete Task 2 13 1 4 5 SO 1 5 5 2 5 3 7 7 1 3 1 2 2 6 8 I Mon l Wed I Thur I Pri ~ Thur ~ Thur ~ Thur ~ Frl ~ Fri I fri I iue I Tue ~ Fri ~ Tue I Thur I Frl ~ Wed I Thur I Man I wed I Thur I Tue I I Week1 I Weeki I Week4 I WeekS I Week6 I Week7 I WeekB I Week9 I Week10 I Week11 I Week13 I Week14 I Week15 I Weekl6 I Week18 I Noter. i) Projects that require [he following will not proceed with the above timeline: DCAs, TxDOT permits, TIAS, CLOMRS, LOMRS, MPCS, MSDs and requests for Aid-to-COnstruct. 2) Dates listed for 2012 meetings are all tentatlve. 31-Jan-32 I 3-Feb-12 EXHIBIT 3 I'4~0tat-II6,11,I . , i ~ {(tf of i3nilllt~ {(~t>il{ cIo}jjC ~ q0) IWO T'rllliherof Pre-Applimions Average number OfhourS to review Pci-centage of Pre-App ~41~1rs SUOiti&A in 30 days. Pre-Application. re'/rewVed within 5 days. 2 l Number of Plgt applicatio , 1w cr;_,,c numhcr of hour, to rcw i(wv Petccritol'Piats reviewed sr Nivitted in )C1 day-ti. f Lll ;rhlrli:atiori. within t0 darts, 3 Number of Rezoning applications Average number of hours to review Percentage of Rezoning submitted in 30 days. Rezoning application. applications reviewer[ wilhin 10 days. r Number of SUP applications Average number of to review SUP Percentage of SUP applications r submitted in 30 d iy . applications.. reviewed within 10 days. 5 - Number of ADP applications Average number of to review ADP Percentage of ADP applications submitted in 30 days. application. reviewed within 10 days fl Number of Customer Service' Average Inumber of 110LIR'S to review Percentage of Customer Service requests (phone calls, Walk-ins, r `)ervice request, a t tv tomL requests completed within 24 Faces, and Ptuails) received in 30 hours. days. 7 Number of Building Permits, CO's Average number of hours to review Percentage of Building Permits, and TFO's submitted in 30 days. Building Permits, CO's and TFO's CO's and TFO's 1'eVie%VCLI wvrthrn 10 days. F Number" ofZoniaTT Board of Avcra n rand ler of hours to review Percentage of Zoning Board of Adiwtstnleiit al-,I)Iic~itioti, submitted Zoning Bo,aid of Adjustment Adjummcnt applications reviewed in 30, days. apphcatiom wVithiii ld days. 9 Number of Historic Landmark Average number of hours to reviews Percentage of l listor'ic Landmark Commission applications Historic Landmark Commission Commission applications reviewed submitted in 30 days. application. Nvithin 10 days. I rJ 1 „III ~ ~i, ",r II 1i iii i t ;t '11x(1 t Ik r>-~ ((ff~~ri~e16(~f {~{Ck©lFr~4i~~1',i) {((Ul(~e~ot~~tLll)? t l Nui nlrer of Pre-Appli_ iticri, Average number of hours i review Percentage t,F Pre-ApplLations submitted in 30 days. Pre-Application in DRC. reviewed within 5 days by all DRC members. 2 Nur bur- of Plat applicalioais ~Av rafze nlrinhu of- hours to review Pci-tentage of Plats reviLn%cd submillcd in ~10 .lays, Plat aphlicatiom ill 1)1ZC. within 10 days by all P?RC me l nbers... 3 Number of Rezoning applications Average number of hours to review Percentage of Rezoning submitted in 30 days. Rezoning applications in DRC. applications reviewed within 10 days by all DRC members. 4 Number of SUP application, Average number Of rioui, tO review ncrccnt[t0C of',,,UP applieatio'1s submitted in 3,0 da)y SUP applications in DNC. reviewed within 10 days by all DRC members. 5 Number of ATOP applications Average nirniber of hours to review Percentage of ADP applications submitled in 30 days, ADP applications in DRC, reviewed within 10 days by all DRC members. 6 Number of Pre-Applications Average number of hours to review Percentage of Pre-Appl ic, ions submitted in 30 days Pre-Applications by all DRC that are submitted as an otltctal mcmhcrs, application. 7 Number of Zoning Board of Average number of hours to review Percentage of Zoning Board of AdJustment applications Zoning Board of Acliiistmeris Adjustment applications reviewed submitted in 30 days, applications in DRC. 'Within 10 days by all DRC members. EXHIBIT 4 DRC Review Process Flow Charts Pre-application Process Project Types: Reviewers: PRE-APPLICATION CONFERENCE Building inspections DRC Engineering Electric Fire Landscaping Parks Planning Real Estate Tree Code Water Admin I Submission I Return to Applicant I" No yeses Projects Assigned DRC Review Internal DRC Meeting I Comments to Applicant Pre-application Conference Planning and Zoning Commission Approval Process Project Types: Reviewers: ALTERNATIVE DEVELOPMENT PLAN Building Inspections DEVELOPMENT PLAT DRC Engineering fINAL PLAT Electric REPEAT Firs GENERAL DEVELOPMENT PLAN Landscaping GENERAL DEVELOPMENT PLAN AMENDMENT Parks GENERAL DEVELOPMENT PLAN EXTENSION Planning CONVEYANCE PLAT Real Estate PLAT EXTENSION Tree Code PRELIMINARY PLAT Water Adm€n PLAT VACATION r--~ Submission I (Completeness Reviewl Return to Applicant I No I Yes I Projects Assigned internal DRC Meeting Comments to Applicant DRC Meeting with A Ifcant No DRC Engineering Yes Yes EReview Yes Return for Review Na 1. Dev. Agreement Return for Review 2 TIA 3. CLOMR/LOMR 4, TxDOT Permit 5.Offsite Easement DRC Engineering Approved No DRC Approved P&Z Approved City Council Approval Process Pfaject Types: Reviewers: ALTERNATIVE TREE PLAN Building Inspections COMPREHENSIVE PLAN AMENDMENT DRC Engineering DEVELOPMENT CODE AMENDMENT Electric MASTER PLAN COMMUNITY Fire MASTER PLAN COMMUNITY AMENDMENT Landscaping MASTER PLAN COMMUNITY DRAINAGE Parks MASTER PLAN COMMUNITY ESA Planning MASTER PLAN COMMUNITY SEWER Real Estate MASTER PLAN COMMUNITY TRANSPORTATION Tree Cade MASTER PLAN COMMUNITY WATER WaterAdmin MOBILITY PLAN AMENDMENT PLANNED DEVELOPMENT PLANNED DEVELOPMENT AMENDMENT SPECIAL SIGN DISTRICT SPECIFIC USE PERMIT ZONING T- Submission Return to Applicant No Yes Projects Assigned DRC Review internal DRC Meeting Comments to Applicant CRC Meeting with Applicant Yes Return for Review No a No DRC Approved P&Z Recommendation CC Approved DRC Engineering Approval Process Project Types: CONDITIONAL LETTER OF MAP REVISION LETTER OF MAP REVISION TXDOT PE RMIT TRAFFIC IMPACT ANALYSIS E Submission I Return to Applicant I Reviewers: DRC Engineering Planning Yes Projects Assigned DRC Review Internal DRC Meeting Comments to Applicant DRC Meeting with Yes Return for Review Resubmitta I DRC Review No Forwarded to Agency for Approval (If applicable) Yes Return farfteview I No I DRC Engineering Zoning Board of Adjustments Approval Process Project Types: Reviewers: ZONING BOARD Of ADJUSTMENT Building inspect Ions DRC Engineering Electric Fire Landscaping Parks Planning Real Estate Tree Code Water Ad min Submission Completeness Review Return to :Applicant Na Yes Projects Assigned DRC Review Internat DRC Meeting Comments to Applicant ting with icant Yes or Review No Resubmiital ! DRC Review Yes Return for Review No DRC Approved proved ZBA Ap Annexation Process Project Types: Reviewers: ANNEXATIGN Building inspections DRC Engineering Electric Fire Parks Planning Real Estate Tree Code Water Admin 5ubmiss€on Completeness Review Return to Applicant No Yes Projects Assigned DRC Review Internal DRC Meeting Comments to Applicant DRC Meeting with Appl (cant Yes Return for Review No Resubmittal DRC Review Yes f R i No DRC A roved Return or ev ew pp P&Z Recommendatit CC Public Hearings CC 1st Reading CC 2nd Reading ) S) ~ ( "I ~d 11 _ ~ ~!''I~) r ~ ~ ~ (c, ~f 1 i `tl~~~ n ~ ~ ~ 1 I 7 1' l ~ Etl~ rl~l k~ ~ ~ It {i',%) {~1)} > ; I~ 1 G I(= 'II i l{ I , I i ! m I I 'i i i I~ fi r l ~ : 7 { L 1 `C rm t t t t L +fr 1 l ® ,u t _ r rat, r - t r 17 m --A [ 3 t t -i 171. K! I C-7 ~t } ~ r •1 1 r t{ r: 1 tlf l I 1 1t 1 I EJ 1 1 rr r 1 fib t l 1= 'I 1 f e 1 -1 f ! s 1 ~ t T_~ t i f (r li tl ~ r 1 I : 1 0 WIN n- I 1 IN ~ r Q T.1 A ( ~t I a fff j1 l:-. 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L; 1 F, ~t FI i r t f' ok, i ~ ~t Iff 1 If f~ U k , .I if f{ f:~^ 1 t i U 1 ~ F- -1 yy' I Y} 17 k 1 - t 7 ail t n (r_;I . (j ,f 0 . , ~ / g r i~ r~ ~ C+ f l ~ A i` fr 1 • (C h _ 1 -9 r, r 1 [I 1 1 r~ ~ R I tI--, I , I t r..a { mI tl 1 r ~ Ir f t I _i Et-ll ( c7 1 i I u ~ # L A I 0 1 -A t j U 1 1 I , ~I ,7) i I tf t , a r- t~ , I "A d 1 7 I 1 tG t 1 11 I" t t I O ~ -I I i fi t r{ _ ld Ali.%~,U14~] r ■ ■ a® a 1 ■ ■ E a) I . ■ ■ ■ ■ ■ ■ a a 0 E E 0-0 a c____e -0 a) a I l{ fly) ~t c{f1~) l ~ _-1 rr~, ~ l ~l, ~ f_-.-9 (r f { L ~ ~ l{ ~ l~ r...` ~ L--'" ~1 r- ~(l~ fit: ~ l( i ~ , ~t E" J L 3 r~, <<=. Y: _ 1 L--- 1 AGENDA INFORMATION SHEET AGENDA DATE: February 8, 2011 DEPARTMENT: Finance A~T ACM: Jon Fortune K SUBJECT Receive a report, hold a discussion, and give staff direction regarding City sponsorship of special events. BACKGROUND The City has no policy or guidelines addressing request for co-sponsorship of special events. As a result, staff is often challenged with providing consistent and clear responses to event organizers seeking City support. Historically, requests have included use of City facilities and equipment at no charge or at a reduced rate. Requests have also been received for assistance from City staff, such as Police, Fire and PARD, for setting up or working during an event without charge to the organizer. The lack of any guidelines places staff in the difficult position of trying to consistently and equitably co-sponsor special events with finite or limited resources. On November 9, 2010 staff held a discussion with City Council regarding co-sponsorship of special events at which staff presented several options to consider. General consensus of the City Council suggests that a formal policy or guidelines be developed to determine the City's co- sponsorship of special events and at which level. The following concerns were discussed: • The need for a formal decision making process. • The need for an easy and consistent process. • The need to determine the City's co-sponsorship before the event. • The need to identify the criteria to determine the City's level of co-sponsorship. • The need to identify a specific amount, either in real or in-kind support, the City is contributing. • The need for guidelines that determine how to address non-payment for City services. • There is a need to have clearly established goals from event organizers about what they want to accomplish with the event. • The possibility that the application process have a weighted system to help with the evaluation. • Should the support be limited to a specific number of years, with the intent of determining in advance whether the City's support is to help the event get established and then end after a specific period? Based on the previous conversations with City Council, staff recommends an established application period each year where event organizers could request support. It is recommended that the application period coincide with the Hotel Occupancy Tax Recipient application process, which occurs each spring, and considered and reviewed by the Hotel Occupancy Tax Committee (HOT). The application would be evaluated by staff to determine the costs of co-sponsorship and if resources are available. With that information, the HOT Committee would review the applications and present their recommendations to the full Council for approval in advance of the event. Organizations seeking first-time support outside of the annual process would complete an application to be reviewed by staff and be considered by the City Council on a case by case basis. Subsequent applications must be made during the normal annual process. If the City Council agrees with this approach, staff needs direction on the following items to develop the guidelines, process, and application material. • Determine that co-sponsorship can occur only if resources are available. Staff recommends that the City Council consider requests for co-sponsorship in the context of the existing level of sponsorships being provided and the workload of department personnel. In situations where requests are competing for limited resources, staff will seek City Council's priority. • Define the type of organizations eligible for co-sponsorship. It is recommended that political and sectarian organizations not be eligible. It is also recommended that only organizations determined by the Internal Revenue Service (IRS) as a non-profit entity be eligible. This would disqualify for-profit organizations from eligibility for City co- sponsorship, but would not preclude them from conducting an event. An event that might, for example, be impacted by this decision is the 35 Conferette. It is staffs' understanding that the organization conducting this event does not have non-profit status with the IRS. Without City co-sponsorship this organization would be required to pay for full City services. • Determine that the decision to co-sponsor be made by the City Council prior to the event. To avoid confusion about the City's intent to co-sponsor an event, staff recommends that the decision to co-sponsor it be made in advance. • Level of co-sponsorship. Staff recommends the maximum co-sponsorship available to any new event would be 50% of the standard cost. For example, if the standard park rental fee for an event was $3,000, the event organizer would still be charged $1,500. • Parks and Recreation Director Flexibility. Staff recommends that the Parks and Recreation Director be authorized to approve co-sponsorships involving facility rentals up to a specified limit. This would allow smaller co-sponsorships, such as allowing LULAC to use the multi-purpose room at the Senior Center for their Scholarship Banquet, to move forward more quickly. • Service provided to City in return for co-sponsorship. Staff recommends that in cases where co-sponsorship is provided, the organization provide the City some level of service in return. Recent examples of this principle being successfully applied were communicated to the City Council in informal staff reports that discussed the co- sponsorship of the LULAC Scholarship Banquet and the Texas Storytelling Festival. • Applicability of City Ordinances. Staff recommends that services not covered under a co-sponsorship agreement be billed as determined by existing City ordinances. • Determine whether an organization is eligible for co-sponsorship with an outstanding balance for services provided by the City. Staff recommends that organizations that do not timely pay for City services be ineligible for sponsorship until outstanding charges are made current. This could impact organizations such as the Denton Festival Foundation which has an outstanding bill of $24,000 for Fire Department support at last year's Arts and Jazz Festival. • Number of consecutive events from a single organization that are eligible for co- sponsorship. Staff is seeking direction as to whether the City Council desires to use co- sponsorship as a means to help new events get established, but that after three years of sponsorship, the event is expected to be fully self supporting. The following events have been co- sponsored for more than three years: o Cinco de Mayo o Juneteenth o Arts and Jazzfest o Holiday Lighting on the Square o Dog Days of Summer o Kiwanis 4th of July o Bluesfest and Texas Storytelling have been held in Quakertown Park for many years and both were recently granted co-sponsorship. Based on the direction from City Council on the items discussed above, staff will formulate a specific policy for consideration and approval by the City Council. COUNCIL RETREAT AGENDA DATE: February S, 2011 DEPARTMENT: Neighborhood Services ACM: Fred Greene SUBJECT Receive an update on the Denton Plan and the Mobility Plan. BACKGROUND The Denton Plan The City Council adopted The Denton Plan by ordinance on December 7, 1999. The Denton Plan serves as the City's Comprehensive Plan and is a set of policies, goals, strategies and implementation recommendations that are intended to guide growth and development of the City. The Denton Plan also translates the City's vision statement and planning policies into meaningful actions to benefit the entire community. Comprehensive Plans, including the Denton Plan, typically have multiple elements that include Land Use, Infrastructure (water, wastewater, drainage, streets, solid waste, and electric services), Urban Design, Parks and Open Space, Historic Preservation, Environmental Management and Community Development as well as an implementation section intended to map out the benclvnarks and indicators of how the plan will be completed. The Land Use element of the Denton Plan in particular is intended as a guide to land-use decision-making by public officials, residents, and existing and potential property owners to help the City achieve its vision, meet its goals, and provide efficient and fiscally prudent services. The Comprehensive Plan for a city should also be a living document that is kept up to date with changing times and events. The "industry standard" for Comprehensive Plan updates is between Five (5) and seven (7) years, with some cities going through updates as soon as every two (2) years. However, the Denton Plan has not been reviewed or updated in excess of ten (10) years. It is staffs opinion that given the date of the Denton Plan, the timing is appropriate for an overall update of the Plan. Potential Cost Estimate Some recent estimates for retaining a consultant for Comprehensive Plan Updates area as follows: Atisiin, TX I. ,UU,0000 l+kI4: Kiruiey, TX $800,000 Bto~vnsville, TX $850,000 -rulsa, QIC $1,300,000 Denton Downto~viy Inyl)lementation Plat $295,000 Survey of Several Cities done by Tulsa, D Average of $700,000 It is cstimated that the cost for the Denton Platy would be between $600,000 and $800,000 and would take up to twelve months to complete. The Denton Mobility The Denton Mobility Plan is Structured to define street type, width and right-of-way requirements for all streets in Denton. It is applied along with the Criteria Manual, to all development and used to further define street exactions and right-of way for the applicable development. The Mobility Plan should reflect the land use, urban design and infi'astruCture recommendations defines[ in the Denton Plat. However, the existing Mobility Plan does not coincide with the current Denton Plan. Both Plans should work together to reflect the direction the city chooses to undertake for future development. It is recommended that the Mobility Plan also be updated along with the Denton Plan to more completely provide a solid direction for the City of Denton. Recommendation it is recommended that a Request for Proposals (RFP) for the new Denton Plan be published within the next two nyonths in order to allow for review and recommendations to the Council for award before the end of the third quarter 2010/2011. Doing so allows for some of (lie cost of the study to span two fiscal years. It is also recommended that the new Denton Plan be undertaken before the Mobility Plan is updated. Doing so allows for the recommendations from the new Denton Plan to provide input for a new Mobility Plan. The Mobility Plan study can commence when the Denton Plan is at least -/4 completed, At this time, the preliminary cost for the Mobility Plan update is estimated to be $150,000. ~ ( _ 4 L{~ _ 1 I. I r. ~ (f-ij ~ ~ (i 1'1 ~ ~ C~ r ~ t1 E 1 15) {:7 , << fr' t } f t~ 'Cc ' ~ - I 4; - 1 -3 Ir>> ~ t,. ~ ~ r- i i r - C~ 1 C~ E -a ,y- 011.1 ~I CL . I (D s N.. (D CL a U 0 G u c C; 0 U 0 o ftb u a a tn~ N Q lie C 4 • s® O 3 \f-~ i i _i _I L l~ 1 4 i . ~C 7 (t I~ `~'l E~ -i i4.t. ~ j L, 16 -3 11 I ■ ■ U 0% 0 U 000 ■ OL, E 0 0~ Vii, i (A. (I t 0 41* e. ( N*- m ~ti <r O 3 E 4 11 0 641, 00 The Denton Mobility Pian The Mobi-ity ' m width and righfi-of-way requirements for a1l streets .in Denton. ~ lt''s ap lie~ c~long ~rwth the Cr-iteria Manuall t~ l'F development and used to ciefine str~~~ exactions and ROW for the appIica fe oevelo ment~ ~ The Mobility Plian shc~uic~ reflect t►le land se, urban desi r~~ ir~frastrt~cture recor~ e c~ atit~ s definec i t e Denton PILan. • Recommend ations A Request Proposals P'Fan s~I.ouId be published withir~ the next #wo monfihs in order to alIov~ for re°~iew ar~~ recommend ations to the counci for ward before the en of the thir uarter 2010/2011. ~ The new Denton Plan should be undertaken before t e Mobility Plan is updated. Tal:ows for the recommentations f rom the new Denton Plan #o rovic~e input for a r~ew Mobility Plan. oL c~ t~ -1 C( ~ E 4 .d e 0 e E 6 0 LO 0