HomeMy WebLinkAbout05-09-1995
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CITY COUNCIL AGENDA PACKET
5-9-95
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AGENDA AgARd8lfeA~. r
CITY OF DENTON CITY COUNCIL
May 9, 1995 IC~
Special Called Session of the City Of Denton City Council on
Tuesday, May 9, 1995 at 7:00 p.m, in the City Council Chambers of
City Hall, 215 E. McKinney, Denton, Texas at which the following
items will be considered:
7:00 p.m.
2. Consider nominations/appointments to the 1996 City of Denton
Denton County Sesquicentennial Celebration committee,
2. Conri.ier appointment of a Chair for the City of Denton Denton
County Sesquicentennial Celebration Committee.
3. Consider adoption of an ordinance canvassing the returns and
declaring the results of the regular municipal election held
in the City of Denton on May 6, 1995.
4. Oath of Office administered to newly elected Council Members.
5. Election of a Mayor Pro Tempore.
6. Consider approval of a resolution of appreciation for Margaret
Smith.
C E R T I F I C A T E
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
(p, m2995 at o'clock (a.m.) !
CITY SECRETARY
NOTE: THE CITY F DENTON CITY Q ACCORDAN EWITH THE AMERICANS IWI HADISABILITIES ACT. THE
CITY WILL PROVIDE SIGN LANGUAGE INTERPRETERS FOR THE
HEARING IMPAIRED IF REQUESTED AT LEAST 48 HOURS IN
ADVANCE OF THE SCHEDULED MEETING. PLEASE CALL THE CITY
SECRETARY'S OFFICE AT 566-8309 OR USE TELECOMMUNICATIONS
DEVICES FOR THE DEAF (TDD) BY CALLING 1-800-RE14AY-TX SO
THAT A SIGN LANGUAGE INTERPRETER CAN BE SCHEDULED THROUGH
4 THE CITY SECRETARY'S OFFICE.
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MUNICIPAL BUILDING / DENTON, TEXAS 76201 / TELEPHONE (8171 M&83LV
0111ce of the City Secretary
MEMORANDUM f
DATE: May 4, 1995
TO: Mayor and Members of the City Council
FROM: Jennifer Walters, City Secretary
SUBJECT: Board/Commission Appointments
The following is the list of Council nominations to the 1996 City
of Denton Denton County Sesquicentennial Celebration Committee:
Council Member Chew nominated Kenneth Davis, Beverly Williams and
Sara Parker.
Council Member Miller nominated Mary Evelyn Huey, Peggy Caps and
Mike Cochran,
Mayor Pro Tom Brock nominated Margaret Smith, Evelyn Miller, Troy
LaGrone, Fred Patterson, and Will May,
Mayor Castleberry nominated President. Carol Surles, Vice-President
and Mrs, Bob Benningfield, chancellor and Mrs, Al Hurley, Vice-
President and Mrs. Fred Pole, Mrs. Dean Hulsey, Mrs. Louise Massey,
Mr. and Mrs. Verson Hall, and Mr. and Mrs. Gene Gamble.
City Manager Harrell indicated that staff representatives would be
Ed Hodney, Myra Anderson, Cecile Carson, Jane Jenkins, Richard
• Foster, Paul Abbott.
Council Member Smith has been nominated as Chairperson.
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ORDINANCE NO.
AN ORDINANCE CANVASSING THE RETURNS AND DECLARING THE RESULTS OF
THE REGULAR MUNICIPAL ELECTION HELD IN THE CITY OF DENTON ON MAY 6,
19951 AND PROVIDING AN EFFECTIVE DATE,
THE COUNCIL OF THE CITY OF DENWN, HERESY ORDAINS:
SECTION I. The City Council finds and declares that the May 6,
1995, regular municipal election was duly ordered for the purpose
of electing four Councilmembers to Places 1, 2, 3, and 4; that
proper notice of said election was duly given and election of-
ficials appointed; that the election was duly held and the returns
of the election officials have been delivered to the Ck,uncil, all
In accordance with the laws of the State of Texas and the Charter
and ordinances of the City of Denton,
SECTION IC, The official returns of the election officials
having been opened, examined and canvassed, and the Council hereby
finds and declares that ballots were cast at the elec-
tion, and that the votes cast for each pl;Ace on the Council were as
follows:
EARLY VOTING:
FOR PLACE 1:
Mark Chew votes
Carl Gene Young, Sr. votes
David zoltner votes
FOR PLACE 2:
• Jeff Krueger votes
FOR PLACE 3:
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David Biles _ votes
Harold T. Perry votes
• FOR PLACE 4: •
J Jerry Cott = votes
Mark Spinks votes
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REGULAR VOTING:
FOR PLACE 1:
Nark chew votes
Carl Gene Young, Sr. votes
David Zoltner votes
FOR PLACE 2:
Jeff Krueger votes
FOR PLACE 3:
David Biles votes
Harold T. Perry votes
FOR PLACE 4:
Jerry Cott votes
Mark Spinks votes
TOTAL VOTES CAST:
FOR PLACE 1:
Mark Chew votes
Carl Gene Young, Sr. - votes
David Zoltner votes
FOR PLACE 2:
Jeff Krueger votes
FOR PLACE 3:
David iiiles votes
Harold T. Perry votes
• FOR PLACE 4:
Jerry Cott votes
Mark Spinks _ votes
TION III. The Council finds and declares that each candi-
date listed below received a majority of the votes cast for each • •
• place on the Council and that each candidate listed below is hereby
declared to be elected to the City Council of the City of Denton:
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FOR PLACE 1:
FOR PLACE 2: Jeff Krueger
FOR PLACE 3:
FOR PLACE 4:
and the candidates shall assume the duties of their office on the
date that they take the official oath of office.
PASSED AND APPROVED this the day of , 1995.
BOB CASTLEBERRY, MAYOR
ATTEST:
JENNIFER WALTERS, CITY SECRETARY
BY:
APPROVED AS TO LEGAL FORM:
MICHAEL A. BUCEK, ACTING CITY ATTORNEY
BY:
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WHEREAS, Margaret Smith has served as a counoilmember of the
City of Denton since May, 19911 and
WHEREAS, the City of Denton has been extremely fortunate in
having enjoyed the dedicated and outstanding contributions of
Margaret Smith, and her efforts to make Denton a better city; and
WHEREAS, Margaret Smith, among her many contributions to the
community, has served as Mayor Pro Tom from May, 1999 until May,
1994, as a member of the Audit Committee, as a member of the
Municipal Court Advisory Committee, as the chair for the Juvenile
Crime Tnteragency coalition, and the chairperson for the Council
Adopt-A-Spot Committee; and
WHEREAS, Margaret Smith has always nerved above and beyond the
efficient discharge of her duties in promoting the welfare and
prosperity of the city, and has earned the full respect of her
fellow councilmembers, colleagues and citizens of Denton and loss
of her services will be keenly feltl NOW, THEREFORE,
THE COUNCIL OF THE CITY OF DENTON HEREBY RESOLVES1
That the sincere and warm appreciation of Margaret Smith, felt
by the citizens and staff of the City of Denton, be formally
conveyed to her in a permanent ainner by reading this Resolution
into the official minutes of the City of Denton, and forwarding to
her a true copy thereof; and
BE IT FURTHER RESOLVED:
That the City of Denton does hereby officially and sincerely
extend its thanks to the Honorable Margaret Smith for her long and
successful career as a member of the Denton City Council.
PASSED AND APPROVED this the day of , 1995,
500 CASTLEBERRY, MAYOR
ATTESTi
JENNIFER WALTERS, CITY SECRETARY
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BY:
APPROVED AS TO LEGAL FORM:
MICHAEL A. BUCEK, ACTING CITY ATTORNEY
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CITY OF DENTON
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CITY COUNCEL
ORIENTATION
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CITY of DENTON) TEXAS MUNICIPAL BUILDING ~ DENTON, TEXAS 762011 TELEPHONE 1817) 566.8907
Office of the City Manager
MEMORANDUM
TO: Council Member David Biles
Council Member Jeff Krueger
FROM: Lloyd V. Harrell, city manager
DATE: May 12, 1995
SUBJECT: City Council Orientation
Welcome to the City Councilf In order to assist you in your
transition as an elected official, Staff has organized an
Orientation for next Wednesday, May 17, from 8zo0 a.m. until 6:90
p.m., at City Hall. Each Executive Director will be presenting
information concerning their operations and will, respond to any
questions you may have. A copy of the schedule is enclosed for
/ your review.
l Additionally, we asked our Executive Directors to prepare some
information for your review prior to the orientation. Fay:n one of
them has developed one page summaries of major issues that you will
encounter in the first few months of your tenure on the Council.
The purpose of the papers is to provide you with background
information concerning these issues and assist you in becoming
knowledgable about them. An organization chart for each Executive
Director is included as well.
Also, the Executive Directors prepared a short personal biography
in order to acquaint you with their background. Since you will be
working closely with them, we felt it important that you have some
E insight into the experience they bring to the City of. Denton, both
as local government professionals and in their service to the
community.
Joseph Portugal is coordinating the orientation and will be with
you the whole day to respond to any questions or requests for
information you may have. He has scheduled a working lunch for you
during your visit with Mike Bucek, Acting City Attorney and Mike
0 Jez, Executive Director of Emergency services and Police Chief. ' •
If you need additional assistance prior to the Orientation, please
contact Joseph at 566-8907.
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`1)edirnlvel m Quali+t, Seniee" II
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We are here to assist you and look forward to working with you in
r the coming monthst
oy V. Harre 1
City Manager
LVHtjp
cc. Mayon and Members of the City Council
Enclosures
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CITY OF DENTON
CITY COUNCIL ORIENTATION
CITY HALL
WEDNESDAY - MAY 17, 1995
AGENDA
8100 GENRRAL GOVRRNMU (BARBELL)
• CITY MANAGER
• CITY SECRETARY
9:00 RNGINERRING PLANNING AND DEVRLOPKRNT (SVRHLA)
• ENGINEERING
• STREETS
• TRANSPORTATION
• BUILDING INSPECTIONS
• CODE ENFORCEMENT
• COMMUNITY DEVELOPMENT (CDBG)
• COMMUNITY IMPROVEMENT (KDB)
• MAIN STREET
• PLANNING
10:30 EMRGRNCY BERVICES (JEZ)
• FIRE
• POLICE
1200 LEGAL (BUCRK)
• WORKING LUNCH
1130 FINANCE (DUBOSE)
• ACCOUNTING
• BUDGET
• CUSTOMER SERVICE
• INTERNAL AUDIT
• MUNICIPAL COURT
• MOTOR POOL
• PURCHASING
• RISK MANAGEMENT
• TAX
• TREASURY OPERATIONS
a 300 MUNICIPAL SRRVICBS/ECONOMIC DEVELOPMENT (KCERAN) , •
• CONSUMER HEALTH/ANIMAL CONTROL
• ECONOMIC DEVELOPMENT
( 0 FACILITIES MANAGEMENT
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• HUMAN RESOURCES
• LIBRARY
• PARKS AND RECREATION
4r30 OSNiRAL GIOVZRH RNT (CONTINUED)
• AIRPORT
• CABLE TV
• PUBLIC INFORMATION
5:00 UTILITIE8 (NELSON)
• ELECTRIC
• SOLID WASTE
• WATER/WASTEWATER
6130 ADJOURN
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GENERAL GOVERNMENT
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LLOYD V. HARRELL, CITY MANAGER
Lloyd has twenty-eight (28) years of municipal experience including the
last nine (9) as City Manager of Denton. Prior to coming to Denton, Lloyd
was City Administrator of Liberty, Missouri from 1979 until 1986; City
Manager of Nevada, Missouri from 1972 until 1979; Assistant City
Manager of Stillwater, Oklahoma from 1970 until 1972; and,
Administrative Assistant to the City Manager in Boulder, Colorado from
1967 to 1970. Lloyd earned his Master's Degree in Governmental
Administration from the University of Pennsylvania and his Bachelor of
Arts Degree in Political Science from William Jewel College In Missouri.
As part of his professional development, Lloyd has attended the Public
Executive Institute, LBJ School of Public Affairs, at the University of
Texas at Austin.
Lloyd was the recipient of the Jay Bell Professional Management Award
in 1986, the highest honor given by the Missouri City Management
Association in recognition of high standards of accomplishment,
professionalism and ethical conduct. Lloyd is a member of the
International City Management Association, Texas City Management
Association, and the North Texas City Management Association, He has
held numerous task force and committee leadership positions with these
organizations.
Lloyd has served as a member of the Denton County Housing Finance
Corporation and as Secretary from 1989 to the present; the Denton
County United Way as President in 1991, Campaign Chairman in 1989,
and on the Board of Directors from 1986 to the present. He has also
served as a member of the Board of Directors of the Denton Rotary Club
from 1991 to the present. Lloyd and his wife Nancy live in Denton where
• he is an avid tennis player.
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CITY OF DENTON ORGANIZATIONAL CHART
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JOSEPH PORTUGAL
ASSISTANT TO THE CITY MANAGER
As Assistant to the City Manager, Joseph is a member of the Executive Staff and the
Economic Development Team. His responsibilities Include directing the activities of
the City Manager's Office, Public Information, Cable Television, and City Secretary;
managing major organizational programs Including the public transportation grant,
ozone compliance/air quality, community vision project, and strategic plan; and,
serving as the liaison to the City Council, Boards and Commissions, and Chamber of
Commerce. Under a recent reorganization, he was given oversight of the Denton
Municipal Airport.
Joseph has fifteen 06) years of supervisory and managerial experience. His service
In municipal government Includes the City of Plano, Dallas Area Rapid Transit, and the
City of Farmers Branch. He Is a member of the International City Management
Association, Taxes City Management Association, and the North Texas City
Management Association. Joseph has hold committee and task force memberships
with the Texas City Management Association focusing on professional development,
education, and ethics.
r He holds Bachelor of Arta and Master of Arts Degroes In Sociology from the University
L, of Texas at Arlington. Joseph has also completed the requirements for the Ph.D. In
Urban and Public Administration. His professional development Includes attending the
Public Executive Institute, LBJ School of Public Affairs, the University of Texas at
Austin and the William K, Cole Effective Local Government Management seminar at
the University of North Texas.
Joseph is a member of the Board of Directors of the Denton Area Teachers Credit
Union, Board of Directors of the Denton Festival Foundation, and the United Way of
Denton County Allocations Subcommittee. He Is the Founder, a Charter Member, and
the President of the Denton Exchange Club.
Joseph and his wife Paula have two eons, Morgan 071 and Brian (14). He enjoys
• tennis, auto racing, and landscaping.
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JENNIFER WAITERS
CITY SECRETARY
Jennifer Waiters has been employed with the City of Denton for tan (10) years,
Including the last eight (8) years as City Secretary. She is originally from Wisconsin
and attended the University of Wisconsin•Oahkosh, Jennifer received a Bachelors
Degree In Communication Disorders and taught speech therapy in the public school
system for eight years,
She Is currently a member of the North Texas Municipal Clerks Assoclation serving as
secretary for that organization, the Texas Municipal Clarke Association, and the
International Institute of Municipal Clarks. Jennifer Is also a member of the
Association of Records Managers and Administrators. She Is a graduate of the Taxes
Municipal Clerks Certification Program and Is a Certified Municipal Clerk (CMC)
through the International Institute of Municipal Clarks,
Jennifer is married and has two children, Matthew (14) and Rebecca (5), Hev
husband, Barry, Is the manager of McDuff Electronics in Sherman,
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C RICHARD FOSTER
PUBLIC INFORMATION OFFICER
Richard Foster has been an employee of the City of Denton for the past nine (9) years.
He has been the Public Information Officer for the past year and one half. Prior to
assuming his current responsibilities, he served several years as the Public Information
Coordinator for the City's Utility Department and was the Utility Department's Energy
Information Specialist.
A native of Nebraska, Richard came to Taxes to go to college. He holds a Bachelors
Degree in Philosophy (with a Minor In Speech Communications) from Southern
Methodist University. Richard moved to Denton in 1985 to pursue a Graduate Degree
In Communication Studies at the University of North Texas. He received his Masters
Degree In 1992. During his graduate studied, Richard worked as an Intern In the
City's Personnel {now Human Resources) Department assisting with training
programs.
He is currently a member of the Taxes Association of Municipal Information Officers
and the National Association of Telecommunications Officers and Advisors. Richard
has also been a member of both the American Public Power Association and the
Texas Public Power Association Communication and Customer Services Committees.
Locally, he has been a member of the Home and Apartment Builder's Association, the
County Extension Horticulture Committee, and the Keep Denton Beautiful Tree Board.
He Is currently a member of the Denton Festival Foundation's Board of Directors.
;ilchard Is married and his wife, Karen, teaches vocal music at Texas Woman's
University, They enjoy exercising, movies, traveling, antiquing, and volunteer work
with senior citizens.
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{ GENERAL GOVERNMENT
ADMINISTRATION
CITY MANAGER
Lloyd V. H"
DEPUTY CITY MANAGER ASSSTANT TO THE CITY
. MANAiiEil
Rkdc SwMa
Joseph Portuaw
PUBLIC NV "MATION O"Xm
Rlcherd ~;»ter
CITY SECRETARY
iwww r wahan
ADMINISTRATIVE ASSISTANT
Veronica Rolen
EXEC. SECRETARY TO THE CITY
• MANAGER
Betty "Roma
SECRETARY
i DiAnna Holton •
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GENERAL GOVERNMENT
ADMINISTRATION
CITY MANAGER
Loyd V, Harrill
DEPUTY CITY MANAGER ASSISTANT TO THE CIYV
MANAGER
Rick Sv"
Joseph Portugal
PUBLIC INFORMATION OFFICER
Rk+ord Foatar
CITY SECRETARY
Jennifer Walters
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ADMINISTRATIVE.VaOTANT
veronica Rohn
ZAK. SECRETARY TO THE CITY
• MANAGER
Batty 'Milldams i
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SECRETARY
DIAnns Holton ,
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ENGINEERING AND PLANNING
AND DEVELOPMENT
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RICK SVEHLA
DEPUTY CITY MANAGER
EXECUTIVE DIRECTOR OF ENGINEERING
AND PLANNING AND DEVELOPMENT
Rick has twenty-three (23) years of municipal experience including
twenty-two (22) with the City of Denton. Fie earned a Bachelor of
Science degree In Civil Engineering at the University of Minnesota and Is
a Registered Professional Engineer,
Rick is an active member of the international City Management
Association, the Texas City Management Association, National Society
for Professional Engineers, and the Texas Society for Professional
Engineers. In addition, he also maintains current membership in the North
Texas City Management Association.
As Deputy City Manager, Rick is responsible for overseeing the day to
day operations of the City of Denton. His specific responsibilities Include
serving as Executive Director for Engineering and Planning and
Development. Under a recent change In organizational responsibility Rick
assumed the direction for the planning and development activiti,)s.
Rick lives in Denton with his wife Bonnie, daughter Danielle (age 18) and
daughter Breanne {age 14). In his spare time, Rick is an avid hunter.
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Deputy City Manager
Rick sv"
Enpinoo arW Plarvrlrp and
Trenepptetion DweloprneM
Jury Clark Frank Robbins
6(6& ow fnpnw Corim"TV
Dave Salmon Development
Barbara Ron
Tie" "am lisopectmns
Jeekie Doyle
Dsvk! Ayare
Polch iup«viea Mein Strom
Gary Gardeon Jena Jenkins
Conetructien Corrrr xity
6upwiw kryxaremmVKD6
Fro* Nunm Cede Carwrt
Code Er!aeement
Robbie B&VWT +
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DEVELOPMENT REVIEW CHANGES
As you all know we've made changes organizationally to try to again address
concerns and suggestions that were made in the Fantus Report. We have also been
visiting with members of the Vision "Work Action Team", local metroplex engineers,
developers, builders, and Staff.
The Development Review Committee was organized and began a number of years ago
in response to trying to provide more customer service. The group vlas comprised of
members from the Fire Marshals Office, Building Inspection, Planning and Zoning,
Engineering and Transportation, Parks and Recreation, Water and Sewer, Utilities and
Electric Utilities. In the early days, even staff from the School District as well as staff
from Lone Star Gas and the phone company were invited and present at times. This
group was formed in order to provide "One Stop Shopping" for perspective developers
in the City. Subsequent to that we also added Building Review, particularly for large
multifamily or commercial buildings. At this meeting comments were made by the
individual departments and divisions as well as private utilities so developers and/or
builders could get feed back and be aware of requirements that had to be met for their
particular development or building.
Over the years the district and the private utilities have ceased to attend. DRC has
changed somewhat with the particular needs for particular buildings or developments
and the "customers" needs. Sometimes individual meetings are held or smaller group
meetings to work out specific problems. Sometimes a perspective builder or client
may wish to have one-on-one meetings, and those have been facilitated. Over the
years we've also made changes in procedure trying to address timing issues end
speed the of our review. Review time is submitted to Staff are now reviewed in three
and one half days or less.
After reviewing the Fantus information and visiting with the groups I've mentloned,
we are about to embark on some more change within in the next several weeks. We
will be changing our building review processes. A few weeks after that we will he
changing the development procedure also, Staff members will continue to meet within
their organizations and provide comments about each specific building project or
development and then they will continut, to review those comments with the
appropriate people in their divisions or departments. The change will be that I will be
included in those meetings and I will attempt to make sure we have looked at all of
® the possibilities in our requirements. I will attempt to make sure that we are looking • 0
at all of the options that a developer or builder might want to pursue. Finally I will
make sure that we have the authority to require things or to change things per our
regulations and requirements. Then if it's a building, representatives of the Inspection
Department will be visiting with the individual builder about his commercial or
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industrial project. In many instances I will be Included in those discussions unless the
project is very small. In the development side I will be included In all of the
dieousslons to make sure that we are tracking the planning and zoning aspects of the
project as well as the more technical aspects of the project.
We have been able to visit intbrnally with Staff as well as with groups from the Work
Action Team and some local engineering and development people about these
changes, Feed back has been positive so. Therefore within the next sixty days or
sooner we wlll implement this process,
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Z03M CMI A M QMPATE
Nlghly to tad attorney, Tarry Morgan sees hired In North, 1995 by the COLMI I to rewrite the zoniry Ord Irwwice
according to rocasswnt I tforts wade by the CounelI appointed Zoning Orgill wtc0 Task Force. Those recommendations
have been briefed to 0112 and Council three times each. PL2 has adopted the following terative schedule:
• Legal consultant abmiti a rsesry report to staff
listing key issues. Staff Nil[ mall to 2011. Nay 12, 1995
• Legal consultant motto with P&2. ZOTF is invited
to discuss key femues to be investigated. May 31. 1995
• Legal consultant Submit$ a report sumserfairg results of
Investigation to staff. Copy Is riled to 20TF for comments. June 30, 1995
• legal consultant presents findings to Pit end "
City Council at a joint work session, July 25, 199'5
• Legal consultant adults draft ordinance to staff.
Copy Is rlled to ZOTF, August 25, *P93
• Legal consultant meets with P9Z to rr,,fev key issues
in the draft ordinance. ;eoteaber :195
• draft ordinance Is presented to Pit at a public hearhg. OEtobar 11 ,,)1995
• Pit holds second public hearing if necessary, and
considers mating a recommomdstion o City Council. N ;9bor 25. 1495
• City Councit holds a public herring and considers adoption
of toning ordinance, Legal consultant will attend to answer
questions or clarify any fssuel. November 7, 1995
The major elements of the rewrite are as follows:
t. Zoning Districts
A. Current Non•resfdenttal Zoning Districts and Standards.
1. Most not charged, except reformatted to be user friendly.
2. Applicable to existing toning. All current zoning Is "gran ifathered". The toning usp Is not changed,
3. No rezoning to these districts.
B. Mixed Use District (MID), lost annexation zoning and non•resfdsntlal rezoning to Na.
1. Ali uses allowed according to standards unless site plan or SUP required.
2. Adjacency standards.
3. Bufferyard requlrernts between uses with different character and according to DOP Intensity area
type. Alternative bufferysrd provisions to facilitate agramntt between adjoining landowners.
5 Pubtic alto plan revlew In carte In 91tuatlOra. Pit approves, Appeal to Count II, 200 foot notice
cnd publ It hear rry. §Ise Plan Trimrsi
a. DcrW1 ?evelopxent Plan policy violation.
b. Bulldirnps over 130 feet tell.
c. Outs Lle manufacturing, repair, or salvage.
5. Specific use permits lot the mat envlronnenta!ly dsprodative, nuisance prone, heavy sensory
Impacting uses, city Council approval, 200 foot notice end public hoorlnlg. Impact analysis my
be required.
C. Planed Development Districts, No change.
0. Reslcitntlal Districts,
1. Existing districts. Mostly uncharged except forest to be User friendly,
2. three now districts,
• SF-E, one acre mini&A,
SF-3.5, 3300 square foot minimum, zero lot line, end toNMouaa.
• 040, Mobile how district
E. Agricultural District for agrleuitural use. Not a 'holding" or Interim zoning district.
F. Meavy lgwt (NI) District,
Sew performance standards for light, noise, and aft and impact analysis requirements.
It. Other Provisions
,
A, Special Piece Regulations. (tailored standards).
1. Historic District(s) end Landmarks. (No thongs)
2. Nefghborhooda/Sectors/Corridors.
3, Airport weight and Compatible Uses. (Proposed separately by Airport Zoning Commission.)
a. Special Use Regulations.
1, Satus((y oriented builnetsas. No charge,
2. on-promise alcohol cange. No charge. • 0
~ 3. Aecesfory mat. No ch charge. ,
C. Catdltlored Use Zoning. No charge.
0. New updated parking standards with now shored parking provision.
E. Updated definition section,
Ill. Design Guldellnet for site plans (POTS, SUP+s, NO site plans). Adopted by resolution, rot otdlrwncV.
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It THE DENTQi tME O IM PLAN AM ITS UPDATE
A Ores ►rya Sweeny
The Plan
The Denton Oevelopment Plan, "Policies for Growth" Is the policy document from which land use decisions are Ij
basso. It hot five basic elements as follows:
1. A Concept Map which shows three types of intensity area and the Thoroughfare Plan.
2. A setalf apolicies applicable to each type of study ores.
Spec pollcirt•
6. Appendix A which has Intensity status for 120 study area. n
5. Intensity system. All land uses have an intensity loyal assigned to it. This quantity, called
Intensity tripe, is bosd generally an that uses, vehicle trip generation. Each type of study
area has a w&)(Im i Intensity allocation, If a use exceeds Its allocated Intensity, it It
Incorselstent with Intensity policy, but any be approved based on an analysis of other factors,
fhe Plan's most common use Is In toning cases. According to low, requested zoning should follow the Denton
Development Plan policies. Control policies are determined by the intemity are@ type In which the site Is
located;
• Urban Center/major Activity Centers:
irdustrlat/caaaercial bete.
Lard-use diversity; high density housing encouraged, low density housing discouraged.
Low density housing an the fringe of major activity centers should be protected by
Intensity gradation, strict site design, tandscping and traffic mitigation measures.
No Intensity limit.
e Moderate Activity Centers:
Larvi•use diversity Is encouraged, Intensity "bonuo" Is warded for public ed non-profit
coawsnity type service facilities,
when at Intersection, coswerciai/retait land-uses are limited to one-third the total
acreage of the entire center, and shall be encouraged in not more than three corners of an
Intersection that incorporates a moderate activity teeter.
• High density housing should be protected by proper transition between led uses, at least
one access to an arterial thormofere, limiting the size to 750 units separated by half
mile, and adequate lice design standards.
Low intensity housing should be protected by setback, parking, buffering wd ledscpirg
requirements.
Discourage strip commercial development through limiting curb cuts, plan review, and
provision of adequate buffering.
Allocated 350 Intensity trips per acre.
r Low Intwefty Areas: U.
• Seel I scattered sites of apartments and non-residential uses are encour
and non•residentiat uses should have access to a collector or larger arterial street, with
no direct access through a residential street.
Haif mite separation between aulti•family ed non•resldentfat deveicpments.
Limit the size of nult;•family concentration based on direct etcea to a th•roughforo:
Direct access to a freeway • 700 wilts; Direot accost to a arterial - 150 units; Direct
access to a collector • IDO units.
Non-residential slit limits based oo socessr Direct access to s freeway - S acres; Direct
access to on arterial • 3 acres; Direct access to a collector - 2 acres.
MarMacturd housing way be dsvsloped In law Intensity areas oublact to the following
conditioret concentration of no more then 200 units, aeeess to a collector thorotgh}sre
• for larger), site plan control within 1,600 feet of exlsttng singWitmily housing, and
provision of degwte open space and recreatfoet fecititiw.
Allocated 60 Intensity trips per acre.
Cher policies of the Denton Development Plan pertain to specif Ic uses and specific locatiorso
srrol I Soulevard, around UNIT, MSG benefited neighborhoods, flod plains, around the wastewater
umant, etc.
UPDATE
Q The Plan has bean emended several times tin:e Its adoption In 19e6. The Intensity system has been used since , •
1901, update policy: Annual Update: PL2 reviews In July and Council In October, Me!^r update: should be done
every flue to seven years, Staff is recaamendIn@ that a major update be started in the fall of 1995. The
process for this update could be defined during this yeer,s amust update.
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NEIGHBORHOOD ORIENTED SERVICE DELIVERY
Over the last four years, cityservice delivery has been orienting on the specific and unique
needs of neighborhoods in order to be more effective and responsive to the needs of Denton's
citizens as defined by them for their neighborhoods, COPS Is an example. "Neighborhoods"
also includes areas where businesses have organized to solve common problems and improve
places where people work.
The Department's neighborhood oriented service delivery Program is operated and coordinated
by Cecile Carson In the Community Improvement division.
The number of organized neighborhoods that staff from all departments meet with to better
deliver services has doubled from 14 to 28 in the last 15 months. Neighborhood hot line calls
have increased 150%.
Monthly reports are prepared showing issues being addressed. Council members should be
informed of neighborhood meetings teing held in their district.
A strategic plan for "strong neighborhoods" is now being prepared by a committee of the Vision
project.
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EMERGENCY SERVICES
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MIKE W. JEZ, EXECUTIVE DIRECTOR OF EMERGENCY
SERVICES/POLICE CIIIEF
Mike Jez has twenty-one (21) years of law enforcement experience, including eight
(8) years with the City of Denton. He is the Executive Director of Emergency
Services/Chief of Police for the City of Denton, Texas and was Chief of Police in
Aiviii, Texas, He received a Bachelor of Science in Criminal Justice Administration
from the University of Houston, Houston, Texas and a Muster of Science, majoring
in Criminal Justice and minoring in Public Administration, from the University of North
Texas, Denton, Texas. He is also a graduate of the FBI National Academy r..d the
Southern Police Institute, Additionally, Chief Jez has taught at numerous police
acadernies and academic programs throughout the state and served as a consultant
to police agencies throughout the nation regarding Community Policing and pollee
promotional processes,
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DENTON FIRE DEPARTMENT ORGANIZATIONAL CHART
Fife CW
SMOANY al
Adn*401etion fln aup""W rnw "wv me" Mvention m vwm
bivlekm mvwm Swvim D1vWon
Oeputy Fire Chief No
Fire aetaUon Chief maintenance captain DrNed fIN 0400 0"1 F"WAMOn Napetster
Ahrm f 11 t fill Fw rrsrnl~de 110 NW"i "
f6► f 1 o"Im
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APPENDIX D
ofts of Pr*(*"kw tl StwKi wds DPwUnn4W iK~ Aj%n ChMf of
t
Polito
TmrwV
Opudbns 5uppon awvk"
01rlsfor ComoNndx CIY3dOf1 Com M",
Opp LR LMUIenaM LNUI~na J rA L1NAMwwM llwUem!
iprc4d Ead Wfd f ?r4 $%VM &Wwt
SuPPon
%*Oct Inv.
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W&Mft
PA.I. M**
d A, R.E,
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Appen z - on o a p+ nt
DENTON FIRE DEPARTMENT
BUKKARY OF FIRE STATION STAFFING
1967 TO 1995
* 1987: The Department operated four stations, five engines, a
snorkel, two ambulances, and a Battalion Chief. Minimum
staffing twenty-three. Total Staffing in Operations and EMS
was 84, total 97.
* Using bond funds approved in 1983 and 1986, two fire stations
were constructed. The location of the stations was determined
by using a computer model developed by Public Technology
Incorporated.
* Station Five was built at Bonnie Brae and Windsor opened in
February 1991. The station was staffed by relocating one of
two engine companies housed at Central. This left one engine,
the snorkel, and an ambulance at central.
* Station Six was built. near the intersection of Lillian Miller
and Teasley and wail projected to open in October 1992. FY z
1991-92 budget di,sousslons debated the cost to operate six
stations. 7
3
Options considered:
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6, * Operate Six Stations
* Close Station One, open station Six
* Close Station Three, Open Station Six
* Consolidate Stations 1 and 3, Open Station Six
The Council decided on 27 August, 1991 to close Station One
and Open Station Six. Their decision was based upon financial
constraints, the physical condition of Station One, and the
PTI results which ranked the options.
Also approved were one staff position, an EMS Program Manager
and three additional fire fighters. A plan was also approved
to hire five additional fire fighters to replace the three
0 Battalion Chiefs upon their retirements. Two Battalion Chiefs
have retired and three personnel have been added. Total
staffing in operations and EMS is currently 89. Total 103,
minimum staffing is 22.
* Using remaining bond funds Station Six opened after numerous
construction delays in August 1993. The remaining engine at
b Central was relocated to station Six. The ambulance was A e
transfered to station 2. The Snorkel went to Station 3 and
the crew was used to staff a third ambulance at Station 3.
Station 3's ambulancn was moved to Station 5. Denton Record
Chronicle editorial of 16 August, 1993 praises this move.
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* Summary of Personnel Changes Since 1987
Added: +11
EMS Program Manager
Secretary
Dispatcher
Maintenance and Logistics Officer
Absorbed Emergency Management Coordinator
Six Fire Fighters
Deleted: -5
Division Commander
Battalion Chief for EMS/Training
Two Battalion Chiefs
Emergency Management Coordinator
options for new staffing?
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Denton Police Department
Summary of Major Issues
FY 1995 - 1996
The major issues facing the Denton Police Department in FY '9546 are the continued
maintenance and expansion of the Community Oriented Policing Program and the
selection of an Information Management System.
I have included a wpy of CommunkxDimUcd POllcln A 4trate9~
major staff effort to provide direction for the CQP's program, which represents
e
a complete understanding of Denton's Communit Policinrogra Program r report should provide
taking, y 8 m and the direction it is
Secondly, in 1987 the Fire and Police Department began to make plans for computerizing
both agencies. In 1994, the city council approved approximately 1.5 million dollars for the
purchase of a computer system.
This system will truly revolutionize both agencies ability to manage the 1. emendous data
manipulation that occurs in a contemporary Public Safety agency, The system will include
but not be limited to:
I . Computer Assisled Dispatch
2. Municipal Court
3. Fire and Police Incident Reporting
4. Property Management
5. Crime Analysis
6. National Incident Based Reporting
7. Fire Inspections
8. Interface with the National and Texas Crime Information System
9. Mobile applications in both Police and Fire enviromnents.
The selection of this system and its configuration will be the most important technological
decision made for both the Police and Fire Department in the next decade.
We are currently working with the two remaining vendors to finalize the bid and are
looking forward to working with the Council to make the final choices.
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FINANCE
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KATHY DUBOSE, EXECUTIVE DIRECTOR OF FINANCE
Kathy has eighteen 08) years of municipal finance experience, including four and a
half (4 1/2) years with the City of Denton, five (6) years with the City of Corpus
Christi and eight and a half (8 1/2) years with the City of Kingsville, She earned a
Business Administration degree with a major in Accounting from Texas A & M
University - Kingsville (formerly Texas A & I University), Is a Certified Public
Accountant and a Certified Government Finance Officer,
Kathy is active in both the Government Finance Officers Association of the United
States a d Canada (GFOA) and the GFOA of Taxes where she serves on the board of
directors and Is chair of the Program Development Committee. She has also served
on the Texas Public Power Association's Finance and Accounting Committee since its
inception in 1992. Kathy has made numerous oresentations at both state and national
conferences,
Under Kathy's administration, the City of Denton's Finance Depaftment has been
awarded GFOA's Certificate of Achievement for Excellence in Financial Reporting for
the Comprehensive Annual Financial Report. The City's Annual Program of Services
(Budget), also under her direction, was awarded the Distinguished Budget Presentation
and was designated as a model Financial Plan, Operations Guide and Communication's
Device by GFOA as well,
Kathy is a charter board member of the Denton Exchange Club where she serves as
treasurer and has also served on the boards of other non-profit organizations,
Kathy lives In Denton with her husband, Andrew, daughter Kim (20) and son Gray
(11). She enjoys running, gardening and traveling.
Wo,we
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-e e,,.m xn y:.r?S-, .4 m'n j~x.;rn•rfa'UtCaryeM STS` W i{tx+. y ~w,tt.
1
FINANCE DETTIARTMEN`rr
Ploanav AdmlaWnUaa
Kxetuflw DlnC; or
Kathy onDa.e
Controller Cbkt rloance Olrteer tH bar lot. Srw. Director r/acal OPre Lateral Auditor Purholog
Krlrfln Nermen Jon rarlune Guy Colllne Harlan /.,green .Awn Croy1 Iom SMr
ACCounting 9reUme Budget Data Pmceasing luwtm/Cash xgmt lateral Audit Purcholy
Ceoeral Accannting Pert. Meuuremenl Admloblretlre 9rw. Casblerlog 6rleral Audit Adtofa Rarchooee
Utility Accou nAry "P AdmlobUetlon customer Semhk
II Dranl AdmlaltrNlca to sapid Pal Cou rl
I Pgroll Debt maaopment l
+IL Accounta Payable motor Pool
L P1ted Asele Alelc moyemeet
ACCta Aecotrable
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.rti.r.~w.., ~.+.a~..w.._ r. • w rw~...rM+r"~YfaLrYlea aY:'rL`W..» . `
• ~ ~ .f ~ v n 11 1 Iy ~r ~ ~ I
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BUDGET PROCESS
Each year the City Council is responsible for a proving (budgat). The process of developing the'City's budget is exltensive and
involves five main phases.
Pdor/ty Setting: Each year tl Jgst process begins in January with the City Council
Budget Priority Questionnairk ie questionnaire curs sts c' a list of City services, and
provides council members the opportunity to rate service areas by indicating their
funding preferences. The results of the questionnaire are the foundation for budget
preparation for the coming fiscal year.
Proposed Budget Development: Proposed budget development begins in February as
staff begin building their baseline budgets. Budgets are prepared using a modified
zero-base line item methodology where each department is provided a target, which
is equal to their baseline from the previous year. Departments requesting funding
above their target must submit a supplemental funding request.
Executive Review: This phase of the budget process occurs in late May. Once baseline
budgets are prepared, the executive staff review each divisional budget and
supplemental funding requests. During this phase, revenue and expenditure projections
are made which include the anticipated effective ad valorem tax rate and proposed
beginning 'und balance. In June, the Major Budget Issues report is created which
summarizes the City's proposed budget and provides a list of major budget topics
requiring further Council direction, Once all the above information Is obtained, a
proposed budget that is consistent with the priorities of the City Councif is completed
and presented to the Council in late July.
Council Budget Study/Xldoptlon: Upon receiving the proposed budget In late July, the
Council begins an extensive weekly budget review. During this phase each
• department presents their budget to Council, staff responds to questions from Council
members, and a public hearing is held on the proposed budget. The Council adopts
the budget in mid September of each year.
Implementation: During this phase the budget office implements the approved budget
ensuring that expenditures are made in accordance to the Council approved budget,
AFFOOWD
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CAPITAL IMPROVEMENT BOND PROGRAM
In December 1986, the citizens of Denton authorized $21,637,000 in Capital
Improvement bonds. Although the original five (6) year Capital Improvement Program
(CIP) was estimated to be complete by 1991, it was based on the assumption that
property values would modestly appreciate annually to support debt service associated
with bond issuance. Unfortunately, the downturn in the economy began to force
property values to decline beginning in 1989, delaying the Capital Improvement
Program. Not until March of this year were the last of the 1986 approved bonds
issued.
The City's five (6) year Capital Improvement budget process is used to provide a
framework for identifying capital requirements, coordinating related projects,
scheduling projects over a period of years and identifying fiscal impact. The CIP plan
is reviewed every year by the Planning and Zoning Commission, Public Utility Board
and the City Council, Annually, two public hearings are held to solicit citizen input.
For the 1986 bond election, City Council passed a resolution In July 1986 creating a
special citizen advisory aommitteo to provide recommendations on Implementing the
City's five (5) year Capital Improvement plan. A committee of fifty-one (61) citizens
was appointed in September 1986, and came to be known as the Blue Ribbon Citizens
CIP Committee. That some committee became the election committee and worked
with volunteers on a publicity campaign. The bond election was extremely successful
and the seven (7) propositions passed with margins ranging from 2;1 to 4;1.
During the past two years' budgeting processes, the City Council has structured the
CiP to allow the last of the 1986 authorized bonds to be issued and for a new bond
election to be held in the fall of this year. If the bond election is to be held in
• December, the time for the coordination and formation of the citizen advisory
committee is fast approaching. The City's annual CIP budget process Is progressing j
and will identify needs and potential projects for the committee to review.
AFFOOEOF
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INFORMATION SERVICES LONG RANGE STRATEGIC PLAN
A long range strategic plan task force made up of executive diructore and directors
throughout the City has been formed to establish the direction and policies that will
ensure the information services strategy supports the business strategy of the City of
Denton.
During th.., budget process for the current fiscal year, funds were allocated for
consult-ir services to assist In determining the best approach for addressing all areas
of concern. The task force has developed specifications for a request for proposal,
analyzed proposals received and selected a consulting firm. This firm has just begun
a seventy-five to ninety (75 - 901 day process which will encompass the analysis of
existing equipment and software, the connectivity of various networks and system
platforms, the standardization of equipment and software, the necessary level of user
qupport, analysis of funding methods, and the prioritization and scheduling of
implementing recommendations.
AFFOOEOE
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MUNICIPAL SERVICES
AND
ECONOMIC DEVELOPMENT
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BETTY A. McKEAN
Executive Director
Municipal Services/Economic Development
EDUCATION 1970 Oklahoma Swic kiiversky: Bachelorol'Arts - Geography
1972 Califi)mia Statc thiivcrsity: Coorse Work in Regional Planning
1974 Oklahoma SMIC University: N4astcrol-Science -
Personnel and Guidance
SUMMARY OF 1987 - Prescnt Executive Director, Municipal Services/Economic
PROFESSIONAL Development (MS/ED), Denton, Texas
POSITIONS Direct the general management of major City operations
including Economic Development, Human Resources, Parks and
Recreation, Public library, haciiitics Management, and
ConSUmer I lealth, Animal Control, Total employees • 319,
"total FY 1994/95 Budgets - $7,269,540.
1982 - 1987 Assistant City Manager, Denton, Texas
1978- 1982 Personnel Director, Denton, 'texas
1977- 1978 Personnel Progrant.4 C'oardinator, North Central Texas
Council of Gm crnments. Arlington. Texas
1975 - 1977 Personnel Director, Denton, Texas
1972- 1973 Urban 1'lunner, Urban Planning Department, Victorville,
('alitbroia
PROFESSIONAL, International City Management Association
AFFILIATIONS Texas City Management Association
North Texas City Management Association
• 1 exec Economic I)e%clopntcnt Council
North Central Texas Council of(lovernments Fconomic Development Committee
Denton Chamber Economic Development Advisory Board
fown/Gown Consortium - Coordinator
City Economic Development Committee Chair
Dentoi,• Cooke County C'oHege Technical and Occupational Educational Council
@ Council of Urban Economic Development • •
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MUNICIPAL SERVICES /ECONOMIC DEVELOPMENT
PROPOSED 1995/96
CITY MANAGER
EXEC DIRECTOR
MUNIOIPAL SERVICES/
EXECUTIVE ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT
SECRETARY COORDINATOR
r
SECRETARY
E
PARKS AND
LIBRARY HUMAN CON BUMER HEALTH/ fA01LIT16E
13' RECREATION SERVICES RESOUnCES ANIMAL CONTROL MANA49MENT
J
4/19/96
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ECONOMIC DEVELOPMENT
MAJOR ISSUES
PHH Frntu,s Competitive Study
The City of Denton and Denton Chamber of Connnerce jointly secured the services of PHH
Fantus, an internationally known economic development consulting and recruiting firm, to
pedbrm a competitive analysis of Denton. Local CFO's, developer/property owners and
community leaders were interviewed in order to obtain a local perspective of the community,
Fantus identified many strengths and weaknesses and made recommendations as to how Denton
can become more competitive ;r attracting industrial prospects.
Council has asked staf7to provide options IS to hmv the City might accomplish the
recommended activities. The City Council will be looking at options and s[affrecommendations
on:
o H'conumic lhwelupncem perulr/ ('roe"t tAlruclury: PHII Fantus has recommended
we streamline the current Chamber F'cononlic Development Advisory Board from its
current 201 membership to seven members. Ilie charge ol'the newly formed b-drd
would be to develop a strategic markering plan and to deal more broadly with policies
and future strategic economic development issues. One option Fantus recommended is to
establish an Economic Development Corpocation which may provide the structure to
further Council's goals for ccollorllic d_velopntcnl effu'Is.
o fnliun curd erclomr j ~)r 111111 Fantus suggested the City consider
the economic development side.; lax a.s a way to fund its economic development program.
Should the City decide not to consider a sales tax increase at [his time, a determination
needs to he made on ways to increase the Channber program's operational budget to
approximately $200,000 annualir. r
o I'r? Ye t2I '•G4 rctLl Qurtljf,s;Gt: PI lFl Fantus re cot amIended the City look at ways to
better leverage the unique asset 1 of our institutions of higher education in marketing the
community.
o lctfrusuucnerrurenrc'nn': Plitt Fantus said Denton must have developed sites
available to meet the needs of businesses. They recommend the dev(,'.opment of a
business park so lint serviced sites i land price established, roads and utilities in place)
• call be marketed to identified target indlISI;IC1. Curicntly a Vision committee is doing an
analysis of sites for developmcm potcatie . Staff will be discussing funding scenarios
with Council members,
i
o Vt•1rt1d Nagel( 7ush,+•;I s lil rcr III I I I Famus is currently performing a cluster
analysis which will idettlif} the specific types of industry that will be beneficial to troth , •
Denton and to [lie business. 'I hoc industries will become our target market and help
develop the "brand image" of Dcmon. 11 is expected that as a result, the Chamber will be
able to develop a strategic brand image and marketing plan.
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HUMAN RESOURCES
COMPENSATION AND BENF.F1TS PROGRAM
BACKGROUND & ISSUES SUMMARY
r
Compensation and benefits are major factors in the cflectivc .leployntcnt of the City's human resources. These two components of
the overall management of people at the City play it significant part in atu,tcthig and rehmining employees with the knowledge,
skills, abilities, and motivation to deliver quality services to (lie citircos Employees are orme of the keys to successfully operating
the technical and diverse areas of service li.e„ police, tire, electric, water, waste water, parks and recreation, library, etc.).
i
Effective January, 1992, the City Council authorized implenmentatirro of it new salary and performance management program thal
provided for a paydor-performance system. This "perlkmnance rating incentive" (PI(I) program included salary structure
adjustment and pay increase philosophies that were designed to keep Ulc ('ity in it competitive position with other cities and
organizations that we compete with for emplo)ees. I lie program was implemented in a year when the City had limited funding,
But, it was important for the CiN to enhance the pay of employees it) order to retain those with the knowledge, skills, and
experience in all the diverse serv'ccs provided to citizens. It was also important to improve the method In which any pay raises
were awarded. With limited c l for ;)cry increases, it was critical to reward those employees who contributed highly to the City's
and departments' mission, goals i rid objectives It is noted that police and fire employees employment Is govemed by Chapter 143
of the Local Government Code iStme Civil Service I,mv). 't'his law does nn( penult pay-For-performance, but the pay ofthese
departments' employees were addressed as pan of the uew pay systeul.
The new pay program has been operational for 4 years (three pay increase cycles). Since implementing the program, the following
has occurred:
1992 fmplctnumation wilh IP° of employ ccs brought to the new minimum offlic salary structure. All other
employees awarded it 39bgroup performance incrc;ue, hinployees within the salary ranges not adjusted
proportionately based on tenure, etc w ithin the new ranges,
1993 No market adjustment to salary. ('It )r authorized a 2.6% average increase based on performance,
1994 City Council aulhorircd an ;ncr:fuc pedor once increase ol'4.6916.
1995 Cily Council audurized an average performance iocre:ue 0146%
The benefits package provided enmptoyecs is also an important factor in remaining current enmployees as well as recruiting quallfled
and quality applicants for open positions, Issues tlmt are atl'ecting the Compensation and Benefits program are:
I With the inmprovemew m the economic chnmamc, the labor inarket is strongly competitive and the City's pay
continues to "lag" hchiud the inaike. This makes it diflicult to attract the quality and quantity of applicants for
open positions I )mc ratio of mime from when a posiliun opens through the advertising. Interviewing, and hiring
has increased from .rm average of appnrxinmalely 30 days to about 40 days. This makes it extremely difficult for
department managers to train and maimain a workforce than can deliver quality services to the citizens.
2, T'he ability of t m City to keep pace with the incrcnsiup market salaries makes it difltcuh to retain some key
technical and managcnmew employees. As a result, some panicularly experienced technical employees and
management talent have joined oilier cities. This nmakcs it difficult to nminumin reasonable continuity of
• leadership and consisMicy in set ice delivery to chizens.
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3. The City's benefit package is it key rceruirncut tool it is often a factor in whether an applica lljoins our
organization An applicom frcrfucntl) a,ks about mile remircument program. Our current non-clvli service
retirement program provided mhnnigh the 'I e.cas Uuuicipal ReOcnment Systeum IThfRS) is one of the few In our
surrey of cilics that has nut adupmcd (lie highest contribution rate, thus making Denton appear less attractive as
an employer.
• 4. The above issues also impact the Cil.vs ability to make progress and fulfill its goals of workforce diversity.
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HUMAN RESOURCES
HEALTH INSURANCE PROGRARI
BACKGROUND & ISSUES SUMMARY
From 1978 through 1989, the Clfy provided a Health Insurance Program for employees and dependents th,eugh a self-ffinded mechanism.
is meant that the City funded the program through premiums paid ° •r employees and charged through payroll deduction for dependent
:rage. The City contracted with a third-party administrator to adjudica4 ,!rims and administer the plan design. Catastrophic reinsurance
was purchased in the event ofextremciy high claims.
In 1988 and 1989, the self-funded plan was experiencing several "shuck" claims Additionally, with the rapid inflationary pressure In the
medical Industry, It became increasingly difficult for the City to set premiwns that the City and employees could afford, The bankruptcy of
Maxicare (a major HMO in Demon and nationally) caused increased concern abenlt the City's ability to continue to provide health insurance.
'rho Employee Insurance Commitae (CIC) recommended to management that the City switch to a full 1
"I fully-insured health Insurance program
through Sanus/N.V. Life in January, 1990. The City remained with 51uuisiN.Y. life until December, I941. .
Because of dissatisfaction with Sanus, the EIC recommended to management to change carriers to Philadolp,ta American LIN Insurance
Company (PALICO) effeclive January, 1992. PALICO offered a broader network of doctors and hospitals and better coverage. However,
with the January, 1993 renewal, PALICO proposed a 50% premium rate increase. The EIC worked with PALICO representatives eM the
health Insurance consultant focus benefits by 22% In order to remain within a 13% budgeted increase. The i,ealth Insurance program, like
many employes were experiencing, was a confusing and frustrating program for many employees and dependents.
In the fall of 1993, the City faced another major choice about health Insurance - a 10+°o premium rate increase, with reduced benefits or
placing coverage with a highly managed care insurer. The program was bid out and Ilarris Methodist Health Plan was recommended by the
EIC to management and the City Council. The city was able to provide an improved program for employees end dependents at lower
premiums than were anticipated with the current carrier, The new Harris hethodist plan was implemented January, 1994.
The City also implemented an Employee Wellness Prograru in 1994. As a result prover 50;'0 of employees voluntarily participating in a
health Risk Assessment this first year, Harris'second year renewal resultcd in 8 2 1/2% rate reduction in premiums effective January, 1995.
'the City reatfzed about a 5150,000 employee health insurance cost savings
Issues facing the Health Insurance Progtam:
I. After the success with the Harris Methodist Health Insurance Program, the City no longer needed orretatned the services ofs
Health Insurance consultant. The program most be rebid and in renewal with Harris or implementelon with a earlier must be
accomplished before Jamiary, 1997. Current plans arc to evaluate the renewal of Harris for January, 1996; If acceptable, the City
would renew and immediately bid the health insurance program. consider and evaluate bids and implement by January, 1991.
2. The City has been required by state law since 1994 to cover retirees under the urrent group health insurance program. Rates for
retirees are extremely high. In many cases, the monthly prcmiam cost for the reti ro is as much as 1/2 the retiree's monthly benefit,
Thus, those employees who may be eligible to retire prior to age 65 are reluctant to take an earlier retirement because of health
insurance costs. 7'he advantage to the City and the employee is for an eligible retiree to retireearfler. The City can hire for the
position, typically, at a lower pay rate. 7'he eligible relitee can enjoy lheir leisure years sooner. It is fntleipated that the costebenetit
of Improving affordability oftetirce premiums w0u1d be an advantage for file City.
3. A Health care consultant bid was ksued in May, 1995. Bids Brill be opened in late May, analyzed, and brought to City Council for
approval in June - July, 1995, 'the consultant will assist the City im
*Evaluating and providing reconmiendatiom on curre : overall sifaicgic plan, goals, objectives, etc.; assist In evaluating any local
• or national health care reform initiatives in(] implemcnuttion ol'am required mandates .
•Assist in negotiations with Harris Methodist; evaluate quality of I Iarris Melnodisf service.
*Develop bid specifications for a rebid of Health Insurance program including alternatives rot retiree health insurance.
elfrequired, provide assistance in effective Inmsitwo to new program and currier.
• •Provide recommendations on claims and administrative expense cost control. •
•Assist in required reporting to federal and state agencies
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FACILITIES MANAGE:MENf IIEPARTMENT
STATUS OF SPACE PLAN IMPLEMENTATION
MAY 8, 1995
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In order to maximize the use of the 1986 bond funds, designated to build a new law enforcement
court complex, the City Council commissioned a comprehensive space study that would
methodically plan the City's space needs for the next ten years. Corgan Associates Architects
developed a formal space plan and [lie Council has been systematically correcting deficiencies
through acquisition and renovation o1' buildings. Implementation steps already completed or
planned include the following:
• Accept the donation of the Moore Building (149,000 sq. Ii.) located at 601 E. Hickory.
• Combine 1986 bands with new revenue strewn s created by leasing space to North Central
Texas College and Morrison Milling to fund the first phase of Spacc Plan
implernemation.
• Construct a Law Enforcement Municipal Cowl Complex that would allow for future jail
and court expansions.
• Vacai%~ the lease space occul3icd by I lunar Resources and Ink3rmation Services and
apply $90,000 savings to building operations costs,
• Create a Development Center at Cite I lall \1'est (the old police station) by moving tl.c
Engineering and Planning Depa,mwrltS and s011re Utility Department staff into this
facility.
• Move Customer Service to the Denton Municipal Complex in order to better serve
customer needs.
• Renovate City I tall to allow for compliance ss ith City codes, access for the handicapped,
use of technology in communicating with Council and the public, and providing public
access through adequate ntoeting spaces.
The City hall West (old Police Slntion) Renovation PrciIcct will he starting in the next several
months and is scheduled to be complete([ by September 1995.
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A City Council Renovation Steering Committee has been evaluating possible scope of work 1br
rerovati!hg City I hall. 'I hey will present their recomruendations to City Council for approval. In
addition, historical and citizen groups inc a, be invoivcd in the process. The project will be
icedy for bid in the next fcw months.
O 'Be move of Customer Service from City I tall to DMC is proposed for FY 96197. • •
Phase II (long range aspects) of the Space Ilan ineludes making the Service Center into a new
Municipal Building/City I lail Annex and constructing it new utility service building to
accommodate the Utility Department operations.
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PARKS AND RECREATION
MAJOR ISSUES
![aster Plan
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The Denton Parks and Recreation Department (PARD) relies on an
adopted comprehensive master plan to guide decisions regarding
capital improvement needs, service levels and annual operating
budget requests. The plan outlines the mission and direction for
the PARD over a multi-year period; defines the major park facility
and public service issues to be addressed; and proposes
implementation and funding strategies, as appropriate.
o Nigtory: The current master plan was developed in 1984 and
many of its recommendations have been implemented, including
the expansion of the Senior Center, the acquisition of
parkland, the construction of North Lakes soccer fields and
the implementation, of a year-round therapeutic recreation
program. The 1984 plan, however, does not account for the
changes in Denton's population nor the city's development over
the last it years.
o New Strateai
1'_la: Presently, the PARD staff is working on
a new strategic plan which will help guide facility and
program development and resource allocation decisions over the
next five years. Once adopted, the strategic plan will be
updated each workplan. The next with n of year
plan "action
occur in nthe
l year 2000.
o ~tebring Commi igg; In the next few weeks, a steering
committee of up to 15 persons will be formed to guide the
complotion of the strategic plan. In addition to key PARD and
other city staff, it is anticipated that the following groups
will be represented on the steering committee:
- City council
- Parks and Recreation Ad tsory Board
- Denton Independent School District
- Athletic Associations `
Seniors
Neighborhood Associations
o Asuossment Current_,5~ of Parks and Recreation. The
steering committee will assist staff in assessing the current
state of Denton's parks and recreation system, help identify
major issues to be addressed, define a mission or vision and
participate in the development of specific goals, objectives
and strategies to address the major issues.
work on the strategic plan has begun, and will continue through
summer 1995. It is hoped that the new plan will be ready for
adoption by the Parks and Recreation Advisory Board and the City
Council in fall, 1995.
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UTILITIES
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BIOGRAPHY OF BOB NELSON
Bob Nelson is the Fxecullve Director of Utilities ror Denton,
Texas. He manages the
Electric, Water, Wastewater, Solid !Paste, Fleet Maintenance and Storm Drainage Utilities.
He has managed the VdI ties for Denton, a city of 70,000 population for the past 17 years.
He received his Bachelor of Science Degree In Electrical Engineering from the University
of Nebraska in 1964 and his Masters Degree in Business Adminlstradon from the
University of North Texas In Denton !n 1980. His career has Included two years of
specializing in design of Electrical Power Plants, five years managing a construcilo,: :d
manufacturing company in Austin, Texas specializing In constructing eleclricai facilille.
and manufacturing electrical control, '-ment for the electrical power industry A#bre
entering into the profession (j Utiiil) '..tnagement in the Public Power Industry, flrst In
Hastings, Nebraska for three years, then in Greenville, Texas for three years and in
Denton, Texas for the past 17 years.
Bob Nelson served on the Board of Directors of the American Public Power Association
(APPA) from 1985 to 199.1 and was President In 1991-92. He was President of Ike Texas
Municipal Utilities Association (TMUA) jar lKyi years in 1978 and 1979 and represented the
Utility Directors of Texas on the Texas Municipal League Board for four years from 1985
to 1989. He is a Past Board member, President and Interim General Manager of the Texas
Municipal Power Agency (TMPA), a joint action electrical pois,er geuergtlon-Iransmisslon
agency servicing the cities of Denton, Garland, Bryan and Greenville, Texas. He has
/ represented these four titles and the smaller municipal systems in Texas on Ike Electric
d Reliability Council of Texas (E"COT) Board since 1978 and twice served as vice-chairman
of F.RCOT. In 1986 he also served on the Board of the National Electric Reliabiliy,
Council (NERC). Ile has been on the Governing Board of the Texas Municipal Power
Pool ('TAIPP), an 1800 megawall municipal and REA power pool that serves central and
north Texas, since 1974 and bas served several terms as Chair of TMPP's Technical
Committee.
Bob Nelson was a founding member and now represents Denton on the Board of the Upper
Trinity Regional Water District, a Water .Supply district created to serve the water needs of
the comrmiuees of Denton Counter. He also represents Denton on the North Central Texas
Council of Governments Water Resource Council.
Bub Nelson is a re,iistered Professional Engineer in )'eras and a member of the National,
0 State and Local Professional Engineering Societies. lie is a member of the Institute of
Electrical and Electronic Engineers, Power Engineering Socie{v, Management Engineering
.S'acletp plus a member of the American Water Works Association,
lie is active in the Denton Chamber of Commerce and the Denton Rotary Club. He Is a
member of S7. Andrew Presbyterian Church where he serves as an Elder. Bob's wife Naryn O
® h a Nurse. They are the parents of three bgvs, Robert (27) who is a Pilot for the Air
Force, Mau (2S) who is a Physical Therapist Tech for a Denton Doctor, and Mark (23)
who works for Congressman Ralph Hall in Washington, D. C.
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CITY OF DENTON
UTILITY ADMINISTRATION
MASTER SHEET
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NEW COUNCIL ORIENTATION
UTILITY DEPARTMENT
The Main Lssues For 1995.19% are as follows:
BfBC7><fC '
o Pbwe- Supply buses:
TMPA provides Denton with 6S% or It's energy requirements. TMPA power presently
costs 5,2C per kwh. Competitive market price is 3.5C per kwh. TMPA is switching off or
Texas lignite as It's fuel and over to Wyoming Coat, plus the four TMPA cities are
Pressing TMPA to cut addlilonal operating costs to get power cash down to 4,R per
kwh. Denton still generates 15% of It's energy from It's own power plant at a cost of
2,20/kwh and purchases from other TMPA cities for 2Cfkwh, plus new capacity will be
needed within 3.4 years, Upgrading or the plant could reduce Denton's cast even more.
However, TMPA's powtv sales contract prohibits such upgrading and prevents Denton
from purchasing long term power supply from other utilliles. The f or TMPA cities are
attempting to get an amendment to the Power Sales agreement to allow this flexibility,
o Retail WbeeWg:
Certain regulatory changes have begun deregulating the Electric Industry, This
deregulation presently extends only to Utilities dealing with wholesale power transactions.
State regulatory efforts are underway to allow Industries and large businesses to purchase
electricity competitively. Denton could lose 3o-3s% or It's customers If this happens, 4
leaving the remaining small buslnesses and residential customers with 15-18% rate
Increases to cover fixed costs, primarily debt service, that can not be cut out of the
budget. Budget cutting, special rates and other sources will or may be necrsaary to hold
down cosy or electricity to Denton customers.
sour WAS
o Master plan
A citizens committee just completed a year long study of how Denton should handle It's
Solid V astc. The recommendations essentially are to complete a landfill permit and ±
expansion by mid 1999 and carefully begin Implementing additlonal but flexible recycling
1 activities, even though recycling Is atore expensive than landrilling. to start with a low tech "Intermediate Processing CCenterr"" (PCcommittee
and move forward to a more sophisticated "Materials Recycling FStclilt II In by 2004.
Communication to The Denton public and Implementation of this plan will be a priority In
1995-%.
o lAodflll:
Denton has purchased approximately 200 acres of land next to it's 36 acre landfill east or
p~ Mayhltl road. Denton Is ready to submit a landfill permit application to the Texas Natwal • •
Resources Conservation Commission (TNRCC), The state permit process could take nine
(9) months to u year to finalize. Denton's present landfill will be full by July 1997 and the
trucks will have to haul to a landfill south of Lewisville If DenMn's new landfill Is not
complete by July 199;.
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The electric system has been sM'rtg aside reserves over the past several years to be used
to supplement rate revenue from 2000.2004 to 2017 when the TMPA debt service
payments Increase from $75 million per year to $130 million per year. Denton's share of
the 'PMPA payments are approximately 21.596. Denton's electric rates are generally
below T, U. Electric rules ror residential, small business and large Commercial/industrial
customers but are higher for mid-sized business. The Public Utility Board (PUB) Is
recommending a 34% rate reduction In 1996 for this group of mid-sized electric
customers,
o Water;
In 1989, when Ray Robert lake was competed, Denton began paying $2.2 million per
year for The first half of the debt service It's 26% share of the lake. In 1"41, Denton
began prying soproximstley another $500,000 per year for ft's share of the recreation
construction trots of Ray Roberts. In 1999, Denton will begin paying another $2.2
million per year for the last half of the debt serv ice for ft's share of Ray Roberts, To
meet these large "humps" In annual costs, the PUB has adopted a strategy in "ramp" up
the water rates gradually at 4.5% per year so as to gradually absorb these increases
rather than have 15.20% Increases In f995 and 1999,
0 Waetender
In early 1990's Denton was mandated to Increase the treatment quality of It's Wastewater
plant. A $10 million upgrade of the plant was completed in 1994, $6,5 million was for
quality upgrade and $3,5 million was to Increase volume capability from 12 milllon
gallons per day (MGD) to 15 dIGD, Debt service for this $10 million project is over $1
million per year rid the return on Investment to the general governmew (ROT) Is amber
$600,000 per year Also the Wastewater department Is several million dollars In debt to
the electric depre.ment. In order to gain financial strength in the Wastewater department
fund, rate Increases have been rairly high during the past few years. A rate strategy or
2.596 frin tam per year Is proposed for the next few years to pay off the debt to the
electric department and to be prepared for the next plant expansion which will need to be
started In approximately 2000. The debt to the aleetric department will be paid off just
when the added debt service for the next plant begins. This should prevent a major
"bump" in rates in 2000,
o Sotld Waste:
R pale increases of approximately 8% per year will be required for r,.,ldential customers,
10.12% per year ror small to medium commercial customers and 24% for large
commercial caRomers for the next 2-3 years In order to fund the landfill expansion.
Some rate Iv, teases therearter will be dependent upon how much recycling the
community desires, Even with the larger Increases In the commercial rates for the
smaller to u:idsbed customers, denton's rates shoed still be lower than the private f
providers rates la other Denton county communities.
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ECONOMIC DEYELOPAMW
Water Ord sewer line adensbn potides will be a moor element of any economic
development activity of the City . Presently $250.000 per year Is behhg set adde for water
and $250,000 per year for wastewater to ezlcnd' to new Industries. A passible ban from
the electric department to get an Economic Deveinoment Corporation started may also be
an Ilene for the PUB and the Council to consider in 19!+5.1996.
RBGULAT.IItY ROM
Additional regulations continue to have major impacts on Demon's Ut lades. The Clan
Air Act is having an haped (m Denton's Power Plant. landfill and vehlde feel. Then
are mtljor changes being proposed in DdWdag Water Quality reguladons wbM M"
uopad dt"Oetlon (Le. use of chloriw) coals. Detection and dinhudon of New tMseas I,,
primarily a concern of people with iowerrd immune" ms any be a major new element
In drinking wage' regulations. There are proposed regulations rsp►ding sanitary sewn'
overflows MKI' O that omM be very expensive In Sewer Ilse Improvements.
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