HomeMy WebLinkAboutSeptember 04 & 05, 2014 AgendaCit of Denton City Hall
y 215 E. McKinney St.
Denton, Texas 76201
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���������`����� Meeting Agenda
City Council
Thursday, September 4, 2014 10:00 AM Dallas/Fort Worth Marriott Solana
After determining in Open Session that a quorum is present, the City Council of the City of Denton,
Texas will convene in a Closed Meeting at 10:00 a.m. on Thursday, September 4, 2014 in Salon E at
the Dallas/Fart Worth Marriott Solana, 5 Village Circle, Westlake, Texas to consider specific items
when these items are listed below under the Closed Meeting section of this agenda. The City Council
reserves the right to adjourn into a Closed Meeting on any item on its open meeting agenda consistent
with Chapter 551 of the Texas Government Code, as ainended, or as otherwise allowed by law.
CLOSED MEETING:
A. ID 14-0479 Consultation with Attorneys - Under Texas Government Code, Section 55 L071.
Consult with and provide direction to City's attorneys regarding legal issues and
strategies associated with Gas Well Ordinance regulation of gas well drilling and
production within the City Limits and the extraterritorial jurisdiction, including:
Constitutional limitations, statutory limitations upon municipal regulatory authority;
statutory preemption and vested rights; impacts of federal and state law and
regulations; impacts of gas well drilling upon protected uses and vice-versa;
moratorium on drilling and production; other concerns about municipal regulatory
authority or matters relating to enforcement of the Gas Well Ordinance; settlement
matters concerning gas well drilling in the City; surface development issues
involving surface and mineral estates; and legal matters associated with a citizen's
initiative regarding hydraulic fracturing where a public discussion of these legal
matters would conflict with the duty of the City's attorneys under the Texas
Disciplinary Rules of Professional Conduct of the State Bar of Texas.
Planning Session of the City of Denton City Council at 1:30 p.m. on Thursday, September 4, 2014 and
at 8:00 a.m. on Friday, September 5, 2014 in Salon E at the Dallas/Fart Warth Marriott Solana, 5
Village Circle, Westlake, Texas at which the following items will be considered:
ITEMS FOR DISCUSSION:
A. ID 14-0464 Discuss and give direction concerning the long, mid, and shart term
accomplishments, goals, objectives, plans, vision, mission, values, and strategic
plan of the City of Denton as it relates to city services and infrastructure, streets,
parks, finances, budget, planning, zoning and development, environmental issues,
technology, public utilities, taxes, engineering, economic development, codes
enforcement, transportation, purchasing, management, intergovernmental relations,
boards, commissions and committees, meetings, and, without limitation, any and all
operations of the City of Denton city government.
City ofDenton Page 1 Printed on 1/11/2016
City Council
Meeting Agenda September 4, 2014
Attachments: Exhibit 1- Karen Walz Bio
Exhibit 2- Januarv 2014 Citv Council Retreat Report
Exhibit 3- Aupust 2014 Citv Council Survev Results
B. ID 14-0465 Under Section 55 L042 of the Texas Open Meetings Act, respond to inquiries from
the City Council ar 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 55 L0415 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 ineeting was posted on the bulletin board at the City Hall of the City of
Denton, Texas, on the day of , 2014 at o'clock (a.m.) (p.m.)
CITY SECRETARY
NOTE: THE DALLAS/FORT WORTH MARRIOTT SOLANA IS ACCESSIBLE IN
ACCORDANCE WITH THE AMERICANS WITH DISABILITIES 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 349-8309 OR USE
TELECOMMUNICATIONS DEVICES FOR THE DEAF (TDD) BY CALLING 1-800
-RELAY-TX SO THAT A SIGN LANGUAGE INTERPRETER CAN BE SCHEDULED
THROUGH THE CITY SECRETARY'S OFFICE.
City ofDenton Page 2 Printed on 1/11/2016
City Hall
City of Denton 215 E. McKinney St.
Denton, Texas 76201
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Legislation Text
File #: ID 14-0479, Version: 1
Agenda Information Sheet
DEPARTMENT: Legal Department
CM/ ACM:
Date:
Anita Burgess
September 4, 2014
SUBJECT
Consultation with Attorneys - Under Texas Government Code, Section 551.071.
Consult with and provide direction to City's attorneys regarding legal issues and strategies associated with Gas
Well Ordinance regulation of gas well drilling and production within the City Limits and the extraterritorial
jurisdiction, including: Constitutional limitations, statutory limitations upon municipal regulatory authority;
statutory preemption and vested rights; impacts of federal and state law and regulations; impacts of gas well
drilling upon protected uses and vice-versa; moratorium on drilling and production; other concerns about
municipal regulatory authority ar matters relating to enforcement of the Gas Well Ordinance; settlement
matters concerning gas well drilling in the City; surface development issues involving surface and mineral
estates; and legal matters associated with a citizen's initiative regarding hydraulic fracturing where a public
discussion of these legal matters would conflict with the duty of the City's attorneys under the Texas
Disciplinary Rules of Professional Conduct of the State Bar of Texas.
City of Denton Page 1 of 1 Printed on 8/29/2014
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City Hall
City of Denton 215 E. McKinney St.
Denton, Texas 76201
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File #: ID 14-0464, Version: 1
Legislation Text
Agenda Information Sheet
SUBJECT
Discuss and give direction concerning the long, mid, and short term accomplishments, goals, objectives, plans,
vision, mission, values, and strategic plan of the City of Denton as it relates to city services and infrastructure,
streets, parks, finances, budget, planning, zoning and development, environmental issues, technology, public
utilities, taxes, engineering, economic development, codes enforcement, transportation, purchasing,
management, intergovernmental relations, boards, commissions and committees, meetings, and, without
limitation, any and all operations of the City of Denton city government.
The purpose of this item is to conduct an overnight planning retreat with the City Council on September 4-5,
2014. The retreat will be held at the Marriott Solana Hotel in Westlake. We expect to begin the retreat at 1:30
bm on Thursda� Se�tember 4 th , and end no later than 1�m on Frida� Se�tember 5 th . In advance of the retreat
discussion, we will also be having a closed session meeting with the City Council to discuss various legal
issues at 10 am on September 4�' in the same Westlake facility.
The retreat discussion will be facilitated by Karen Walz with Strategic Community Solutions, and it will focus
on a variety of strategic and operational issues for the City of Denton. As some of you may recall, Karen
successfully facilitated previous retreats with the City Council in 2009 and 2014. For your review, I have
attached a short biographical summary of Karen's wark experience in Exhibit 1.
The objectives of the retreat are as follows:
• Create a forum to discuss strategic issues and direction among City Council members and key staff.
• Provide an opportunity to focus on major issues, internal and external, that may not receive thorough
discussion during regular meetings.
• Strengthen communication and collaboration among Council members, and between the Council and
staff.
• Discuss the results of the January 2014 retreat (see Exhibit 2 for a summary of the retreat).
• Agree on a set of next steps following this retreat.
To assist with facilitating a discussion of the above objectives, Karen conducted an electronic survey of the
City Council to assess a wide range of issues. Karen has summarized the results of the survey in Exhibit 3, and
she will review the survey results at the retreat and facilitate discussion on how the City Council wishes to
proceed on key items over the coming year.
Respectfully submitted:
City of Denton Page 1 of 2 Printed on 8/29/2014
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File #: ID 14-0464, Version: 1
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Bryan Langley
Assistant City Manager
City of Denton Page 2 of 2 Printed on 8/29/2014
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Karen S. Walz FAICP
Karen S. Walz FAICP is the Principal in Strategic Community Solutions LLC, a professional
consulting firm that provides strategic planning, public engagement, comprehensive
planning and plan implementation services. The firm works with clients to help them create
and clarify their own visions for the future and to then agree on strategic plans, mission
statements, goals and other priority actions to achieve that vision.
Ms. Walz brings over 35 years of professional analysis, strategic planning, community
involvement and policy recommendation expertise to her projects. Her work experience
includes East and West coast communities, as well as Texas, the Midwest and Western U.S.;
client communities range from towns of a few thousand population to cities with over one
million residents and counties covering 13,000 square miles. Ms. Walz works with elected and
appointed leaders of local governments and non-profit organizations to build consensus on
strategic direction, develop action-oriented strategic plans, and create clear
implementation programs to achieve these goals.
From 2004 through 201 1, Ms. Walz served as the Project Manager for "Vision North Texas", a
coalition of private, public and non-profit organizations carrying out a regional visioning
initiative for the Dallas-Fort Worth Metroplex. Other current or previous clients include the
cities of Addison, Allen, Benbrook, Dallas, Denton, Fairview, Farmers Branch, Fredericksburg,
Frisco, Garland, Irving, Lancaster, Lewisville, Prosper, Richardson, Roanoke, Rowlett, San
Antonio, Trophy Club and Weatherford, Texas, Collin County, Texas, the Indian Nations (OK)
and North Central Texas Councils of Governments and the non-profit organizations APA
Texas, Dallas City Plan, Inc., the Texas Horse Park, Inc., Trinity Commons Foundation and The
Trinity Trust Foundation. Ms. Walz chaired the American Planning Association's Green
Infrastructure team for its "Rebuilding America" national infrastructure initiative; she also
served as a member of APA's working group developing standards and best practices for
comprehensive plans that support sustaining places.
Ms. Walz wrote the "North Texas: Returning to the Trinity" case study in the Planning Advisory
Services Report "Green Infrastructure: A Landscape Approach" (PAS #571). Among her
other publications are "A Step-by-Step Guide to Sustainability" in the July 2007 issue of
Planning magazine and "Metroplex Dallas Inner-Ring Suburbs" (co-authored with Dennis
Wilson) in the book Regenerating Older Suburbs published by ULI Press. She has authored
articles in Urban Land and Planning magazines, and is a frequent speaker in Texas and
nationally.
Karen Walz was inducted as a Fellow of the American Institute of Certified Planners in 2006.
She served as President of the Texas Chapter of the American Planning Association from
2001 to 2003 and as President of the Greater Dallas Planning Council in 2004 and 2005. Ms.
Walz' work has been recognized by numerous awards and commendations, including
Dallas' highest urban design recognition (The Kessler Award), selection as an Honorary
Member of the Texas Society of Architects, an Honorary Member of AIA Dallas and an
Honorary Member of AIA Fort Worth. In 201 1, Norfh Texas 2050, the vision and action
package produced by the Vision North Texas partnership, gained national recognition with
the receipt of the American Planning Association's Innovation in Sustaining Places award.
Karen S. Walz received a Bachelor of Science degree with distinction in Environmental Earth
Sciences from Stanford University and a Master of City and Regional Planning from the John
F. Kennedy School of Government at Harvard University.
City of Denton
City Council Retreat 2014
Report
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Prepared by Strategic Community Solutions LLC
381 Casa Linda Plaza #147
Dallas TX 75218
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SessionDesign ...............................................................................................................................................1
Development Process Improvements and Comprehensive Plan Update .....................................................1
StrategicPlan Update ...................................................................................................................................3
Role-Play Exercise: Blueville Medical Foundation ........................................................................................3
Discussion 1: Desired Future .........................................................................................................................4
Discussion 2: Communication within the City .............................................................................................. 6
OnlineSurvey Highlights ...........................................................................................................................6
Smal) Group Discussion .............................................................................................................................7
Discussion 3: Innovation ...............................................................................................................................9
Discussion 4: Communication with People in Denton ..................................................................................9
Discussion 5: Leadership Transition ............................................................................................................10
NextSteps ...................................................................................................................................................11
Appendix 1: Presentations and Discussions, January 29 ...........................................................................1-1
Appendix 2: Denton Plan 2030 and Development Code Review ...............................................................2-1
Appendix 3: Strategic Plan Update ............................................................................................................3-1
Appendix 4: Presentations and Discussions, January 30 ...........................................................................4-1
Appendix 5: Reports from Smal) Group Discussions ..................................................................................5-1
Appendix 6: Keypad Polling Results ...........................................................................................................6-1
Appendix7: City Counci) Survey ................................................................................................................7-1
Appendix 8: City Counci) Survey Results ....................................................................................................8-1
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The City of Denton's 2014 City Counci) Retreat was held on January 29 and 30, 2014 at Lantana Resort
and Marina in Pilot Point TX. Six of the seven Council members participated, as well as eight senior City
staff inembers. Karen Walz FAICP, Principa) of Strategic Community Solutions LLC, designed and
facilitated the session. The retreat was the Council's annual planning session; it was designed to provide
an effective forum for:
1. Discussion & direction:
a. Development process improvements and the comprehensive plan update.
b. Strategic Plan updates and refinements.
2. Discussion among City Council members and key staff of major issues, internal and external.
3. Discussion of the Leadership Team's internal action plan.
4. Strengthen communication and collaboration:
a. Among Counci) members
b. Between the Council and staff.
5. Agree on a set of top priority outcomes related to these major issues.
In preparation for this retreat, City Council members were asked to complete an online survey. The
survey sought feedback about a set of issues including the City's success in achieving its mission; the
level of communication and collaboration within the organization; the use of electronic communications
media; and priorities for attention. Results from this survey were used to focus the retreat's discussion
and activities.
The retreat agenda is found in Exhibit 1. The session began Wednesday afternoon with presentations
and discussion. Participants completed a role-play exercise on Wednesday evening, then returned
Thursday morning and continued working together until late Thursday afternoon. Videos from TED (the
Technology, Entertainment and Design non-profit organization "devoted to Ideas Worth Spreadingi1)
were shown to bring in new ideas and perspectives. Electronic keypads were used at several points
during the retreat to obtain anonymous responses from all participants on the issues the group chose to
address and the solutions developed during the retreat.
The presentation used to guide discussion on Wednesday is found in Appendix 1 of this report.
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Brian Lockley, Denton's Director of Planning and Development reported first on the status of the city's
comprehensive plan update, Denton Plan 2030. He shared the results of work by the city and its
consulting team to create a vision and a preferred growth scenario. The City Council discussed these
ideas and provided feedback. The Council was in general agreement with the preferred scenario
developed through the Denton Plan 2030 process, which proposes a compact pattern of growth and a
1 www.ted.com
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Wednesday Agenda
Time a rox. Activit
1:30 PM Introductions & Retreat Objectives
1:55 PM Develo ment Process Im rovements U date & Com rehensive Plan U date
3:25 PM Break
Presentation & Discussion
• Strategic Plan
3:35 PM • City Organization
• Council Perspectives
• Ke Indicators
4:45 PM SWOT Anal sis: Communication between Ci Council and Cit staff
5:20 PM Introduce 'Blueville Health Foundation" Role-Pla Exercise
5:30 PM Break
6:30 PM Dinner
7:30 PM Role-Pla Exercise: Blueville Health Foundation
Thursday Agenda
Time a rox. Activit
8:00 AM Breakfast
8:30 AM Review day's agenda
8:40 AM Role-Play debriefing
9:05 AM Eduardo Paes, Mayor of Rio de Janiero, "The Four Commandments of Cities"
Discussion l: How do we position the City of Denton to achieve our desired
9:20 AM future growth, development and reinvestment? Small group discussion, then
reports and discussion in the large group. End with top 3 outcomes for the next
ear on this issue.
10:05 AM Break
Discussion 2: How do we make communication within the City (among
10:15 AM Council members and between Council and staf� more effective and
roductive? Same discussion a roach.
10:55 AM Ro Sutherland, "Life Lessons from an Ad Man"
11:15 AM Discussion 3: How do we foster innovation within the City of Denton, even
thou h not all innovations will be successful? Same discussion a roach.
12:05 PM Lunch
12:50 PM Discussion 4: How do we communicate with people in Denton so they're
en a ed in achievin the communit 's vision? Same discussion a roach.
1:30 PM Discussion 5: How do we manage this year's leadership transition? Discuss in
lar e rou .
2:10 PM Desired Results. Agree on a list of 5(or so) specific outcomes for the next
ear.
2:50 PM Wrap Up
3:00 PM Adj ourn
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focus on key nodes of more intense development. This discussion helped set the stage for dialogue
about the community's desired future that continued throughout the retreat.
Brian Lockley also provided an update on the work of a second consultant to review and revise Denton's
development code and process. This work is expected to result in Council consideration of a revised
development code this summer.
The presentation on these topics is found in Appendix 2 of this report.
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Assistant City Manager Bryan Langley provided an update on the City's strategic plan and proposed
revisions to the Key Focus Areas (KFA's) and goals. Council members discussed these changes and their
relationship to Council and community priorities. They also considered questions regarding the role of
this strategic plan — whether it is intended to be an internal document for use by the City staff as they
implement Council's direction or whether it should be part of communication with the community and
other external decision-makers about Denton's direction and priorities. The discussion concluded that
the Strategic Plan should be designed with varying levels of detail so it can play both these roles.
Other presentations had been prepared regarding the City organization's internal activities, the results
of the Council survey and a key indicator comparison of Denton and other communities. These
presentations were not made due to the lack of time; major conclusions were summarized during
discussions on Thursday.
This strategic plan presentation is found in Appendix 3 of this report.
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Retreat participants were divided into three groups and asked to conduct a role play exercise after
dinner on Thursday. The exercise was developed by the Program on Negotiation at Harvard Law School.
It is structured to give participants an opportunity to understand dynamics between a board and staff,
to develop agreement among people with varying backgrounds and expertise, and to set priorities for
the use of limited funds. The exercise describes a situation in which the Executive Director of the newly-
formed non-profit, Blueville Medical Foundation, has make a funding recommendation to the Board that
provides funding to many second priority projects as a way to avoid funding of the more controversial
top priority projects. Key features of the exercise are summarized in Appendix 1's presentation slides.
All groups were asked to carry out the exercise on Wednesday evening and to report on results
Thursday morning.
When the groups debriefed, we found that their results were rather different. The first group reached
an agreement on the Foundation's use of funding for the next two years. Their agreement reflected a
mix of investments among the top priorities of the Board members. The Executive Director chose to set
aside his recommendation to the Board and instead worked to find a compromise among the Board
members. Board members felt the Executive Director had taken an appropriate course.
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The second group also reached an agreement, but chose to go outside the set of funding possibilities
identified in the exercise background materials. In this case, the group agreed that many of the funding
needs relate to medical issues that result from lifestyle choices. So they created a program to fund
education and outreach to address these choices. They also felt that the Executive Director's
recommendation was not responsive to the Board, and ended the exercise with the Executive Director
leaving the organization. The third group agreed not to complete the exercise.
The debriefing discussion provided the basis for productive discussion about Board-staff relationships,
the challenges of reaching agreement among diverse interests, the tactics used to gain advantage in a
discussion and the advantages of'expanding the pie' by creating new options that everyone can
support. Keypad polling of participants revealed that the largest share felt their group's results had
been somewhat consistent with the interests of the character they played (46%) and with the interests
of the community (38%).
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After the exercise debriefing, the retreat focused on the first
discussion topic: How do we position the City of Denton to
achieve our desired future growth, development and
reinvestment? The presentation used to guide this
discussion, as well as the rest of Thursday's sessions, is found
in Appendix 4 of this report.
This segment of the retreat began with a TED video
presentation by Eduardo Paes, the Mayor of Rio de Janiero.
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His video, titled "The Four Commandments of Cities", presented his experiences in Rio and advocated
four key ideas about the future of cities. His commandments are shown in Exhibit 2. Along with the
previous discussion about Denton's comprehensive and strategic plans, they formed the basis for this
discussion session.
For this discussion, retreat participants continued to work in the same groups they used for the Blueville
Medical Foundation exercise. A worksheet was used to structure the discussions and record groups'
results. Participants spent 25 minutes working in teams. They discussed this question and agreed on
the three "most important results to be accomplished in the next year to make progress on this topic".
After the small groups developed these ideas, they presented their results to the whole group.
Following discussion, all participants provided feedback using keypad polling. The responses of'very
important' or'somewhat important' were noted on the flipcharts summarizing the recommended
actions. Exhibit 3 lists the three most important results or outcomes identified by each of the groups.
This exhibit also shows the percentage of retreat participants who agreed that this key outcome was
'very important' or'somewhat important'.
The groups' responses to all discussion questions — as recorded during their presentation — are shown in
Appendix 5. All keypad polling responses for the discussion session feedback are found in Appendix 6.
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Two of these outcomes were important2 to all retreat participants; they are shown in red in Exhibit 3.
Everyone agreed that it was important to clearly articulate the vision for Denton's future. This was
viewed as an important result for this year because of its role in communication with residents, property
owners and investors; it was also seen as an important aspect of coordinating the activities of all City
departments.
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1. Create (or define) three long-term goals for the City. 69 23
2. Implement a system of'continuity sessions' so the City's 86 7
leadership stays focused. These sessions were envisioned
as shorter retreats or workshops that would occur
frequently during the year.
3. Document and then use processes that will address these 43 43
goals.
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1. �laue a uisicarr trf�atr is clearly artricualatred. 79 21
2. Hold a successful bond election. 86 7
3. Turn the opportunities facing Denton today into things that 57 29
create future value. Two examples were noted: the design
of a drainage system that serves downtown and creates an
amenity; and the gas well situation.
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2. Update the mobility plan to include and support compact 21 50
growth.
3. Enhance economic development through partnerships and 43 50
collaboration. Possible partners include other
governmenta) entities, the NCTCOG, the universities,
business organizations and others.
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The second outcome that was important to everyone was the creation of a special process to
encourage, incentivize and expedite compact growth. This compact growth form, recommended
through the Denton Plan 2030 process, was desired by Council members. But they recognized that the
City's development review and approval processes will need to be changed to achieve this development
form.
Z For this discussion, 'important' includes the keypad polling choices of'very important' and 'somewhat important'.
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For the second discussion, participants were assigned to different small groups. The topic of this
discussion was: how do we make communication within the City (among Council members and
between Council and staff) more effective and productive?
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To begin this discussion, Karen Walz
summarized selected results of the online
survey taken by Council members prior to
this retreat. The complete survey is found
in Appendix 7 and the survey results are
presented in Appendix 8. This survey
included several questions related to
communication. Council members were
asked how effective communication was,
and they were given a range of responses
from which to select. The midpoint or
average response was 4; the maximum
response was 7. The weighted average of
these results is presented in Exhibit 4.
I��Il�nlill�li� �, �li��r ��au�u�n�lill �u�u^�r��r II,'°���u�ll��� ��au�rv°�u�rv°�u�u�nli���li�au�n
When asked how effective the City staff is in communicating with the City Council, most responses were
in the above-average range. The exception was communication about things that turn out worse than
expected; this response was slightly below average at 3.75. Communication among City Counci)
members was rated average, with most items at or above 4.0 and one — things that are of interest to an
individual Council member — below that level. Communication with the Denton community by the City
(both Council and staff) also fell in the
central part of the range. Council
members felt this communication was
most effective when it was about on-
going programs and projects (4.75) and
least effective when it was about things
that may become controversial (3.00).
A final question asked how effective City
Council's communication with City staff is.
The results of this question, on the same
weighted scale, are shown in Exhibit 5.
Council members believe their
communication with staff is most effective
when it's related to previously-established ��Il�lill�li� ��, �li�� ���uu��lill ��uum��� ��''����ull��� ��u�°�u�°��uu�li���'�i�u� �li�ll� ����°�
policy, things that turn out worse than
�"����a�����a �:��
�r �:��a���a�,�ll ���������� ��D�'��
expected, new ideas, or to express consensus. Council members felt they are least effective in their
communication with staff when it relates to interests or concerns of an individual Council member
(3.67).
Throughout this section of the online survey, City Council responses fall in the central part of the range.
While none of these responses suggest major communication problems, they all indicate there is room
for improvement and enhanced communication.
During the City Council's discussion of communications between Council and staff, participants wanted
to understand how the City Council's feedback on these issues compared to the feedback from City
staff. Exhibit 6 below compares the results for one question that was included in the online surveys
both groups completed. It shows that both groups have fairly comparable assessments about how
effective most of their communication is. The area with the greatest discrepancy is communication
about things that turn out'worse than expected'.
How effective is the City of Denton staff in Leadership
communicating with the City Council? (7 is maximum) City Council Team
About things that turn out better than expected 5.50 6.31
About on-going programs and projects 5.25 5.00
About new ideas and initiatives 5.00 5.54
About responses to citizen requests 5.00 5.33
About things that may become controversia) 5.00 5.54
About things that turn out worse than expected 3.75 5.46
I��Il�nlill�li� �, ��ru�rv°�u�rv°�u�u�nli���li�ru�n I��u^�I����li�r�� �r� �li��r ��ru�u�n�lill �u�na� ���a��u^�Il�nlil� "'�"'��u�rv°�
������ C������� �����������
This discussion followed the same approach as the first discussion — 25 minutes of small group work,
presentation and discussion of key outcomes, and keypad polling to gauge the groups' response. Exhibit
7 shows the results identified for this question.
�I�II � �"�����,. �m���m � � �m��m� mlll m ��������m�� ��m�� ������nr������ �"�m� �lllm mll�
�� � � �
�� 1" �" � � � � � � �" ���� � �/� ����� �/� ��mm��� Ill:m���
����� �����"�"� m���m��� ��°�°��,.���� ����� ���m���� ����°� �m���m�mm������� �m���m�mm�������
����� � .�
1. Use the'continuity sessions' for communication and 64 29
brainstorming.
2. Re-implement the distribution to City Counci) of the 14 57
'Council matrix' that shows the status of responses to
Council questions and issues.
3. Include a City Counci) agenda item for reports from interna) 36 29
and external committees. An example of an external
committee is the Regiona) Transportation Council.
4. Keep the staff's'Informa) Reports' to Counci) focused on N/A N/A
policy implications of the topic.
�"����a�����a �:��
�r �:��a���a�,�ll ���������� ��D�'��
�I�II � �"�����,. �m���m � � �m��m� mlll m ��������m�� ��m�� ������nr������ �"�m� �lllm mll�
�� � � �
� � � � � � "�/� ����� �/� ��mm��� Ill:m���
m � 1" � '� �°.. m r � �" ���� �m���m�mm������� �m���m�mm�������
����� �����.�. m���mm�� ����� ���� ����� ���m���� ����
����� � �
1. Use trf�e'Seccarrd l"uaesday' �itry �cauarrcil meetrirr�s as strratre�ic 79 21
plarrrrirr� sessicarrs.
2. �cauarrcil �ca prcauide clear direc�icarr a� �f�e errd ca� wcarl< sessicarr ��i 14
discuassicarrs. l"f�is ccauald be acf�ieued by sperrdirr� a�ew
mirrua�es a� �f�e errd ca� eacf� discuassicarr recappirr� �f�e
decisicarr, arrd by �iuirr� s�a�� �f�e cappcar�uarri�y �ca asl<
quaestricarrs atr trf�atr pcairrtr �car arry �uartrf�er clari�icaticarr.
3. Annually review the mission of Counci) committees, City 36 36
Boards and Commissions. This would ensure that the City is
getting value from the time and resources invested in the
Boards and Commissions. One approach could be to hold
an annual meeting with the City Council and the Board &
Committee Chairs.
��"��� l' ."��
1. l"f�e �itry �cauarrcil sf�cauald prcauide mcare speci�ic respcarrses 1Q�Q� Q�
arrd direc�icarr carr i�ems wi�f� ccarrserrsuas.
2. On items where it seems important to clarify direction, City 64 29
staff should provide a written summary shortly after the
Council meeting to tell City Council 'here's what we heard'
and to create the opportunity for additional clarification if
necessary.
3. The City Counci) should have more frequent review of 29 36
ethics and open meetings/communication requirements, so
everyone knows when individual Council members can and
cannot discuss items with one another.
I��Il�nlill�li� "/, IIG�� �u���c�u�rv°���� �c�u�rv°�u�rv°�u�u�nli���lia�u�n �^li�ll�nliu�n �Il�n� �li��
Three of these outcomes were important to all participants. Everyone agreed it was important that the
Council's 'Second Tuesday' meetings again be structured as strategic planning sessions. There was
strong agreement that this format would enable the Council and staff to stay more focused on strategic
priorities, to monitor progress on key projects and to provide direction so initiatives can be refined as
they are implemented.
The other two important items relate to the same issue: making sure that Council members and staff all
understand the Council's intended direction when a decision is made. The first of these items builds in a
clarification at the end of the each work session discussion; the second item provides a similar
clarification on Council's decisions during regular meeting. These steps to confirm direction and
consensus are viewed as important ones for Council members — so they have a common understanding
of their agreement with one another — and as valuable tools to ensure that City staff is implementing the
direction Council intended.
�"����a�����a �:��
�r �:��a���a�,�ll ���������� ��D�'��
Il.f.�����.������ ������ :I������v�.�:����.
The third discussion question was: how do we foster innovation within the City of Denton, even though
not all innovations will be successful? To begin this discussion, retreat participants watched a second
TED video. This video was presented by Rory Sutherland, the Vice Chairman of the international
advertising firm Ogilvy Group. His presentation, "Life Lessons from an Ad Man", stressed the benefits of
enhancing intrinsic values (such as quality of life) instead of focusing solely on creating more material
items.
Instead of using a focused approach to address this discussion question during a working lunch, the
three small groups chose to use the lunch break to continue talking about the issues discussed during
the morning.
Il.f.����������� �:a���� �:;�����������.�:���� ��:� :IIF������ ��� :Il.f.�����:���.
The fourth discussion question was: how do we communicate with people in Denton so they're engaged
in achieving the community's vision? These key outcomes are listed in Exhibit 8. All groups discussed
the importance of expanded outreach and marketing to tell people in the community about projects and
initiatives that are underway. The groups developed varying ideas for particular outreach efforts. The
one key outcome that was important to all retreat participants was the need to leverage technology,
particularly technology that is already available to the City.
�������mm� ��m �Illm� m�� ��� �� �� ��� ��� Illm���mm� �Illm� � �m���m����m�m m��
��m �m � �.�mm��m����m�m� ���� m� m ��m
����"�IV����m r r r r r �� ��u� ��IV"�"' ��u� ��IV��� II�:����
�� �" � � � � � � �^' �
� " ������IV"�rr�IV�� ������IV"�rr�IV��
������ �
������� � ����°����� �� ���� �������������� ���� ��°������� �� �� ���� ������� ��������� ��� ����
������ � °������� ������°�� ��� ��°�������� .
1. Use direct marketing and other outreach to tell people in 36 43
the southeastern part of the city about programs and
opportunities Denton offers.
2. Reach out to southeastern area residents to get them 14 64
involved (on committees, with visioning and in other ways)
3. Seek opportunities to hold events in the southeastern part 21 43
of the city so residents from other parts of Denton
experience these areas.
����� � �
1. Have a renewed focus on marketing — to get the word out 50 21
about existing programs.
2. Leuera�e trecf�rrcalca�y. l"al<e �reatrer aduarrtra�e ca� 43 57
�ecf�rrcalca�y arrd asse�s �f�e �i�y already f�as, suacf� as Err�a�e
Cier��ar� ar�d Ci�TV.
3. Learn from the rollout of UNT's'Four Bold Goals' and use 29 21
these lessons in communicating the City's new vision to the
public.
�"����a�����a �:��
�r �:��a���a�,�ll ���������� ��D�'��
�������mm� ��m �Illm� m�� ��� �� �� ��� ��� Illm���mm� �Illm� � �m���m����m�m m��
��m �m � �.�mm��m����m�m� ���� m� m ��m
����"�IV����m r r r r r �� ��u� ��IV"�"' ��u� ��IV��� II�:����
�� �" � � � � � � �^' �
� " ������IV"�rr�IV�� ������IV"�rr�IV��
������ �
��"��� l' .���
1. Get the message out about all the things the City is already 57 29
doing. We need more marketing to tell this story.
2. Continue to enhance the role and contribution of the 29 50
Council's Committee on Civic Engagement.
3. Communicate about the focused goals once we've 36 50
developed them.
��Il�lill�li� �, IIG�� ��u���ru�°���� ��ru�°�u�°��uu�li���li�ru� �li�ll� ���rl�ll� liu� ��u���ru�
Il.f.����������� ����� :I�.���.c������� '"�"��.�����:����.
Finally, the groups discussed the question: how do we manage this year's leadership transition? The key
outcomes identified during this discussion are listed in Exhibit 9.
�{�� �m:���,.�mm���� ��m ��m � �����m����� �Illm�� ����m�"� Ill��������lll:m��m "�/� ����� �/� ��mm��� Ill:m���
�m������m���m��°� �mm� .. �m�������� �mm� �m��������
����� � .�
1. Invite past elected leaders to future visioning and 21 29
'continuity' sessions.
2. Consider revisiting the current City Counci) term limits. 50 14
3. Continue to have City Counci) meetings with DISD Board 50 36
members, Planning & Zoning Commission members and
other groups whose leaders today may become City leaders
in the future.
����� � �
1. Ensure that there is a continuity of partnerships with other 64 29
organizations; these should not simply be a matter of the
personal relationships of individual leaders.
2. Continue the'culture of civility' that has been a hallmark of 79 7
this City Council.
3. Hold another City Council retreat after the election. See response below for Group 3,
outcome 3
4. Outgoing City Counci) members should communicate to 36 29
returning and new members (ideally in writing) to share the
lessons of their experiences.
����� � ."��
1. Document the City Council's process and direction so there 43 50
is a record for future decision-makers.
2. Do succession planning for elected and appointed leaders. 43 43
3. Follow up with a retreat after the election. 93 0
�. �
�"����a�����a �:��
�r �:��a���a�,�ll ���������� ��D�'��
�{�� �m:���,.�mm���� ��m ��m � �����m����� �Illm�� ����m�"� Ill��������lll:m��m "�/� ����� �/� ��mm��� Ill:m���
�m������m���m��°� �mm� .. �m�������� �mm� �m��������
4. Ensure that the people we appoint to Boards and See response below for Group 1,
Commissions share the values we are trying to achieve. outcome 3
I��Il�nlill�li� �, IIG��r �u����ru�rv°���� ���a��u^�Il�nlil� .�.u^�u�n�li�li�ru�n
A general discussion followed this keypad polling. It was suggested that having staff inembers who
directly support the Mayor and City Council would improve continuity since those staff inembers would
have the knowledge of previous discussions and could inform new Council members of this background.
Participants agreed that it had been very helpful to have this discussion prior to the election.
�����; ��;���
This retreat was structured so it would end with a clear set of action priorities. Those priorities became
clear through the discussions and keypad polling described above. There are six key outcomes that are
important to accomplish this year. These are listed in Exhibit 10. This list should provide the basis for
action in 2014.
�{�� �����,.�mm���� '"�"�m .. ����mm�m���� �°�m�� ��� ���m�� �Illmm� ������
• Have a vision that is clearly articulated.
• Create a special process to encourage, incentivize and expedite compact growth.
• Use the 'Second Tuesday' City Council meetings as strategic planning sessions.
• Council to provide clear direction at the end of work session discussions.
• The City Council should provide more specific responses and direction on items with
consensus.
• Leverage technology and take greater advantage of technology and assets the City
already has.
I��Il�nlill�li� �.�D, .�.�rl� I�u^li�ru^li�li�� ��ru^ ���li�ru�n
These six outcomes are practical and tangible results that the City can achieve with refinements to City
Council scheduling and processes, and through the completion and implementation of comprehensive
and strategic plan updates.
�. �.
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Denton City Council Strategic Planning
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Page 2-9
Denton City Council Strategic Planning
Session
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Page 2-10
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3-�.
Denton City Council Strategic Planning
Session
a;��i������;���li�� I�Ill��irw Il���s�;��/�;,�si��i���;�irw� ���;��;��°��
Strategic Plan originally created in April 201 1 and
needs to be updated to reflect accomplishments and
new priorities.
KFA 3(Sustainable Econ Development & Environmental
Stewardship) is overly broad and lacks specificity.
€::= Separate KFA is proposed for Economic Development to
focus on:
m-. Industria) Park (CHP and expanded manufacturing)
ud Retail development
ud Development review process
ud Downtown
ud Convention Center
ud Denton Enterprise Airport
ud Other??
II°"ir��l����;��c� �Ilir�:�ll���iia'w II°"I�:�uu Il���w�ii�;ii��uu�; (V�u ree9)
��y IKIF/�, d�ir�os� �':.'m¢:se�ll
KFA 1: ORGANIZATIONAL EXCELLENCE
Manage financial resources in a responsible manner.
Develop a high-performance workforce.
Promote effective internal and external communication.
Achieve high level of customer satisfaction.
Utilize technology to enhance efficiency and
produdivity.
Co@Nabo�ate with regional, state, and federal parta�ers.
January 2014
If::�:�C� II ;�A.. II � �'�Nir��N��r�i�:: f:.�Il��ip�
IK�^y IF¢:sa:�uJ�;� /�,ir��^s�;� �IKIF/�,;��
KFA 1: Organizational Excellence
KFA 2: Public Infrastructure
KFA 3: Sustainable Economic Development &
Environmental Stewardship
KFA 4: Safe, Livable, & Family-Friendly Community
KFA 5: Partnerships and Regional Leadership
�"�"p'IY�&"p'��'Qw�lfi':: �:.YI��&IY�I ��i�il���'�i��.,I�IYIY��'IY�I"p' I���'��'tl�"��i
�;:r���i;r�u,rv���
Comprehensive Plan information needs to be
incorporated into revised strategic plan.
Separate KFA for Sustainability is proposed.
i;;= Incorporate elements from City Council approved
sustainability plan.
Separate goal in KFA 4 is proposed for Library,
Parks, and Leisure Services.
Eliminate KFA 5 and incorporate into other goals.
= Closely related to other KFAs in Strategic Plan.
= Performance measures are also difficult to identify.
II''ir¢:sIK�¢:s;��^e� `�1Pird�1P�^e�lia:� II''lls�iro ���^vli;�ii¢:siro;� (In red)
I�,y �CFd� ruir��ll 4;�';r;�ull
KFA 2: PUBLIC INFRASTRUCTURE
Optimize resources to improve quality of City
roadways.
Seek solutions to mobility demands and enhance
connedivity.
Promote superior utility services and facilities.
Manage drainage infrastructure.
Develop Capital Improvement Program (CIP) based
on community needs.
Page 3-2
Denton City Council Strategic Planning
Session
II''ir¢:sIK�¢:s;��^e� `�1Pird�1P�^e�lic: II''llc�iro ���^vli;�li¢:siro;� (In red)
I�,y �CFd� ruir��ll 4;�';r;�ull
, ,
e�t���
II''ir¢:sIK�¢:s;��^e� `�1Pird�1P�^e�lic: II''llc�iro ���^vli;�li¢:siro;� (In red)
I�,y �CFd� ruir��ll 4;�';r;�ull
KFA 4: SAFE, LIVABLE, & FAMILY FRIENDLY
COMMUNITY
Enhance public safety in the community.
Seek clean and healthy neighborhoods in the City
of Denton.
Provide quality, diverse, and accessible
neighborhood services for the community.
� Provfcle ouYsPc�nclfny leisure, culPurc�l, c�ncl
educc�tionc�l opportunities.
II''ir¢:sIK�¢:s;��^e� `�1Pird�1P�^e�lia:� II''lls�iro ���^vli;�li¢:siro;� (In red)
I�,y �CFd� ruir��ll 4;�';r;�ull
MCFA 5: SUSTAINABILITY ANb ENVIRONMENTAL
STEWAR�7SHIP
Manage �7er�torr's Wate� Resources.
Improve Air C�uality and C:,�een Hc>use C:,as
Manageme�rt.
Improve Ene�gy Efficier�cy and Corrservation.
Manage Land Use and prese�ve Oper��Natural Spaces.
Provide Alternative Modes of Transpo�tatiorr.
Promote Sustainable Mate�ials Resoua�ce Manageme�rt.
Local Food Production.
January 2014
II''ir¢:sIK�¢:s;��^e� `�1Pird�1P�^e�lic: II''llc�iro ���^vli;�ii¢:siro;� (In red)
I�,y �CFd� ruir��ll 4;�';r;�ull
KFA 3: ECC7NC7MIC C7EVELC7PMEN7
Implement Camprehensfve Plc�n.
� Cr�ow vfsfPor inclustry in C7enPon.
Pramate hus6ness-friendly envfranment.
Retc�fn c�ncl c�ttrc�ct I�usfnesses in tc�ryetecl inclusPries.
Encourc�ge reclevelopment c�nd infill development
appartunities.
C7evelap strang dfversfty af hausfng aptians.
II''ir¢:sIK�¢:s;��^e� `�1Pird�1P�^e�lic: II''llc�iro ���^vli;�ii¢:siro;� (In red)
I�,y �CFd� ruir��ll 4;�';r;�ull
r, � ;�, � �, � �� � . � � v
�� I I �� � � ��� � � ����� �� ��� ��� � ��4 � �� . �� �� �� �� �
I ��
���;'�5"� a;;�"��;'I���
Incorporate City Council feedback and develop
specific objedives for each goal identified.
Refine performance measures to better refled key
outcomes desired.
s.; Benchmark performance measures to other entities
when possible.
April�May — Review specific revisions with City
Council and discuss relationship to budget process.
July — Submit draft of revised Strategic Plan to
Council as part of budget process.
Page 3-3
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4-�.
Denton City Council Strategic Planning
Session
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Denton City Cauncil
January 2014
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January 2014
Page 4-2
Denton City Council Strategic Planning
Session
January 2014
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Page 4-3
Denton City Council Strategic Planning
Session
January 2014
Page 4-4
Denton City Council Strategic Planning
Session
January 2014
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Page 4-5
Denton City Council Strategic Planning
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Page 4-6
Denton City Council Strategic Planning
Session
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January 2014
Page 4-7
Denton City Council Strategic Planning
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January 2014
We recanvene at 1:10 p.m.
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Denton City Council Strategic Planning
Session
January 2014
Page 4-9
Denton City Council Strategic Planning
Session
January 2014
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Page 4-10
Denton City Council Strategic Planning
Session
January 2014
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Page 4-11
Denton City Council Strategic Planning
Session
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Thank yau!
January 2014
Page 4-12
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The images on the following pages show the flip charts that record the top three outcomes reported by
each of the small groups during the City Council retreat.
5-�.
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�����c��� ����� :Il�:��r��.c� :IIF�������� :II������:�
The tables below show the complete keypad polling results for all questions about the key outcomes
proposed by the three discussion groups.
��m ��m � �m�m�m���m�� �Illm� �"��� �m�°���m���m�� ��m ��� Ill:m���� �m��m� ����m��� �°��������
����m �Ill:m$ ����Ill�m�mm������ ��m�� ���mm�����m������°�
Very Somewhat Not very Very un- I'm not
important important Neutral important important sure
Group 1
Outcome 1 69.23% 23.08% 0.00% 7.69% 0.00% 0.00%
Outcome 2 85.71% 7.14% 7.14% 0.00% 0.00% 0.00%
Outcome 3 42.86% 42.86% 7.14% 0.00% 7.14% 0.00%
Group 2
Outcome 1 78.57% 21.43% 0.00% 0.00% 0.00% 0.00%
Outcome 2 85.71% 7.14% 7.14% 0.00% 0.00% 0.00%
Outcome 3 57.14% 28.57% 0.00% 14.29% 0.00% 0.00%
Group 3
Outcome 1 71.43% 28.57% 0.00% 0.00% 0.00% 0.00%
Outcome 2 21.43% 50.00% 28.57% 0.00% 0.00% 0.00%
Outcome 3 42.86% 50.00% 0.00% 7.14% 0.00% 0.00%
��m ��m � m����lll�� �,.�m���m�������� �����m�� m�llh:m��� �Ilh:m� �"m�� �������m��� �"�m��m��,.�lll
m���m�������� ����� �����nr���� �"�m����� mlll ����� �����"�°� m���m��� ��°�°��,���� � �mm��m���� ����°�
Very Somewhat Not very Very un- I'm not
important important Neutral important important sure
Group 1
Outcome 1 64.29% 28.57% 0.00% 7.14% 0.00% 0.00%
Outcome 2 14.29% 57.14% 14.29% 14.29% 0.00% 0.00%
Outcome 3 35.71% 28.57% 28.57% 7.14% 0.00% 0.00%
Group 2
Outcome 1 78.57% 21.43% 0.00% 0.00% 0.00% 0.00%
Outcome 2 85.71% 14.29% 0.00% 0.00% 0.00% 0.00%
Outcome 3 35.71% 35.71% 28.57% 0.00% 0.00% 0.00%
Group 3
Outcome 1 100.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Outcome 2 64.29% 28.57% 7.14% 0.00% 0.00% 0.00%
Outcome 3 28.57% 35.71% 21.43% 7.14% 0.00% 7.14%
6-�.
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��m ��m � �,.�m���m�������� ���� ��Illm �m��m�mlll� ��� �������m�� ��m �Illm������ ��������� ���
���,.Ill:mm������ �Ill:m� �,.�mm��m����m����.�� �m���m��°�
Very Somewhat Not very Very un- I'm not
important important Neutral important important sure
Group 1
Outcome 1 35.71% 42.86% 7.14% 14.29% 0.00% 0.00%
Outcome 2 14.29% 64.29% 21.43% 0.00% 0.00% 0.00%
Outcome 3 21.43% 42.86% 28.57% 7.14% 0.00% 0.00%
Group 2
Outcome 1 50.00% 21.43% 28.57% 0.00% 0.00% 0.00%
Outcome 2 42.86% 57.14% 0.00% 0.00% 0.00% 0.00%
Outcome 3 28.57% 21.43% 35.71% 7.14% 7.14% 0.00%
Group 3
Outcome 1 57.14% 28.57% 14.29% 0.00% 0.00% 0.00%
Outcome 2 28.57% 50.00% 14.29% 7.14% 0.00% 0.00%
Outcome 3 35.71% 50.00% 7.14% 0.00% 7.14% 0.00%
��m ��m � m���������� �Ill:mm� ����m�"� Ill�����m��lll:m��m �m������m���m��°�
Very Somewhat Not very Very un- I'm not
important important Neutral important important sure
Group 1
Outcome 1 21.43% 28.57% 14.29% 14.29% 21.43% 0.00%
Outcome 2 50.00% 14.29% 14.29% 14.29% 0.00% 7.14%
Outcome 3 50.00% 35.71% 14.29% 0.00% 0.00% 0.00%
Group 2
Outcome 1 64.29% 28.57% 7.14% 0.00% 0.00% 0.00%
Outcome 2 78.57% 7.14% 14.29% 0.00% 0.00% 0.00%
Outcome 3 35.71% 28.57% 35.71% 0.00% 0.00% 0.00%
Group 3
Outcome 1 42.86% 50.00% 7.14% 0.00% 0.00% 0.00%
Outcome 2 42.86% 42.86% 7.14% 7.14% 0.00% 0.00%
Outcome 3 92.86% 0.00% 0.00% 7.14% 0.00% 0.00%
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�����c��� 7���� �:;��:�r �:;������� ���v��r
The following pages show the survey taken by Denton City Counci) members prior to the 2014 City
Council retreat. It was designed and posted on SurveyMonkey (www.survevmonkev.com). The survey
was available to Council members from January 10th through January 17th. Four of the seven City
Council members completed this survey.
7-�.
Please share your perspectives about the City of Denton and its success in achieving its mission:
The City of Denton will foster an environment that will deliver extraordinary quality services and products through
stakeholder, peer group and citizen collaboration; leadership and innovation; and sustainable and efficient use of
resources.
1. In the past five years, how effective has the City of Denton been in achieving this
mission?
OI'm not sure
OVery ineffective
OSomewhat ineffective
OAverage
OSomewhat effective
OVery effective
2. How effective is the City currently in delivering extraordinary quality services to the
Denton community?
OI'm not sure
OVery ineffective
OSomewhat ineffective
OAverage
OSomewhat effective
OVery effective
3. How effective is the City currently in collaborating with stakeholders, peer groups and
citizens?
OI'm not sure
OVery ineffective
OSomewhat ineffective
OAverage
OSomewhat effective
OVery effective
4. How effective is the City currently in providing leadership and innovation?
OI'm not sure
OVery ineffective
OSomewhat ineffective
OAverage
OSomewhat effective
OVery effective
5. How effective is the City currently in using resources sustainably and efficiently?
OI'm not sure
OVery ineffective
OSomewhat ineffective
OAverage
OSomewhat effective
OVery effective
I :x ,-,i � � 6;r;, ��
6. How useful would these changes be in helping the City of Denton successfully carry out
its mission?
Would make it We won't
harder to Not very Might be of Would have Somewhat achieve the
I'm not sure Very useful
achieve the useful slight use no effect useful mission
mission without this
Enhancing communication O O O O O O O O
between staff and
elected/appointed officials
Using better internal O O O O O O O O
communications
Offering more professional O O O O O O O O
development training
Reducing time spent on O O O O O O O O
bureaucratic requirements
Hiring employees with O O O O O O O O
expertise in new areas
Retaining the expertise of O O O O O O O O
current employees
Clarifying assignments to O O O O O O O O
reduce overlap
Providing more flexibility in O O O O O O O O
how jobs are performed
Providing more funding O O O O O O O O
Further empowering O O O O O O O O
employees
Reducing Council O O O O O O O O
involvement in day-to-day
issues and operations
Creating more incentives O O O O O O O O
for innovation within the
City organization
Strengthening O O O O O O O O
collaborations with other
organizations
Creating incentives that O O O O O O O O
encourage innovation in
the Denton community
Strengthening O O O O O O O O
collaborations across
departments
Having the Council provide O O O O O O O O
more detailed direction to
staff
I :x ;-ji � � 6;r;; ,,;�
Please share your perspective about the way the City of Denton approaches important issues and sets priorities for
attention, investment and action.
7. Please indicate how well you believe the Council's time is allocated among these
activities.
Establishing direction on
specific policies, programs
or topics
Playing a role in regional or
state issues and decisions
Responding to citizen
questions, comments or
complaints
Positioning ourselves for
future growth and
development
Exploring innovative
approaches to City issues
Dealing with day-to-day
management
Creating a vision for
Denton's long-term success
Learning about the
implications of global or
strategic trends on Denton
Securing new investment in
the community
Addressing issues that could
affect Denton's future
Other Comments?
We spend too
much time on this
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
Time spent is
about right
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
We don't spend
enough time on
this
O
O
O
O
O
O
O
O
O
O
N/A
O
O
O
O
O
O
O
O
O
O
I:x;-ji��6;;;; �;ai
8. How effective has the City's strategic plan been in addressing these objectives?
Very
Very effective N/A
ineffective
Sets priorities for allocation O O O O O O O O
of limited resources
Promotes sustainability O O O O O O O O
Improves coordination O O O O O O O O
between the City and other
organizations
Makes decision-making O O O O O O O O
more predictable
Builds the organization's O O O O O O O O
capacity to respond to
future challenges
Leads to more cost- O O O O O O O O
effective operations
Improves coordination O O O O O O O O
across departments
Provides better indicators O O O O O O O O
for measuring
accomplishment
Improves the organization's O O O O O O O O
ability to respond to
changing community needs
Supports innovation in City O O O O O O O O
operations & programs
Positions Denton for new O O O O O O O O
economic growth
Makes the organization O O O O O O O O
more resilient in
responding to change
Supports more O O O O O O O O
communication with the
community
Other (please specify)
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10. Is the City of Denton prepared to respond to these potential global or national trends?
We haven't
We have a clear
considered this
way to address and
trend or its I'm not sure
benefit from this
implications for
Denton trend
The 'Millennial Generation' O O O O O O
having different values and
expectations from those of
earlier generations
The economic return on
home ownership may be
lower than in the past
An increasingly diverse
population
The need for resilience in
responding to unanticipated
changes
Ability of businesses and
workers to locate anywhere
in the world
Continual change in
smartphone and other
wireless technology
Interest in having mobility
choices in addition to autos
A larger share of the
population is elderly
More severe storms and
extreme weather patterns
Other (please specify)
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
__________________________________________________________________________________________________________________�
O
O
O
O
O
O
O
O
How effective is the City of Denton in sharing information and ideas? These questions address communication between
the City Council and staff as well as communication between the City and the larger Denton community.
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I x,-,,��c, �:;
13. How effective is communication among City Council members:
Very
ineffective
About implementation of O O O O O
Council's policy direction
About issues that affect the O O O O O
budget
About new ideas, O O O O O
opportunities or proposals
Aboutinterests or concerns O O O O O
of an individual Council
member
About requests or O O O O O
communications from
individual citizens
Other Comments?
O
O
O
O
\�J
Very effective
O
O
O
O
�
N/A
O
O
O
O
�
14. How effective is the City of Denton (Council and staf� in communicating with Denton
citizens and other organizations?
Very
Very effective N/A
ineffective
About things that may O O O O O O O O
become controversial
About on-going programs O O O O O O O O
and projects
About things that turn out O O O O O O O O
worse than expected
About new ideas and O O O O O O O O
initiatives
About things that turn out O O O O O O O O
better than expected
About responses to citizen O O O O O O O O
requests
Other Comments?
I x ,-,i � � 6;r;, �c:�
15. What change or changes would do the most to enhance communication between the
City Council and City staff?
16. If a new policy, program or operational approach offered the City higher up-front costs
in the next year but significant long-term cost savings over the next ten to twenty years,
what information would you want from the City staff so you could decide whether to
support it?
17. What actions by City staff are most valuable in helping you communicate effectively
with citizens and other Denton stakeholders?
18. Is social media changing the way you function as a Council member and/or the way the
Council functions as a group? If so, how?
The City's vision is "Destination Denton": Denton is an identifiable and memorable destination and a community of
opportunities. We achieve this by providing high quality of life through excellence in education, entertainment and
employment; neighborhood vitality and sustainability; environmental and financial stewardship; and superior public
facilities and services.
I x w, �� c I�,;::1
19. What two or three things would you do to achieve this vision if there were no resource
constraints?
�____________________________________________________________________________________________________________________�
20. Given that resources are limited, what is the single most important thing you would do
to achieve this vision?
The City's statement of values is "We Care": We care about our people, our community, and our work. We do this with
integrity, respect and fairness.
21. How consistent is the City of Denton (Council and administration) in following these
values?
OWe follow them almost all the time
OWe follow them sometimes
OWe only follow them in limited types of situations
OWe don't think about them in terms of day-to-day operations
OI'm not sure
Other (please specify)
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ �
22. What one change would do the most to improve the way these values are followed in
day-to-day operations and interactions?
�____________________________________________________________________________________________________________________�
I xw���c; "I'1
Please help us understand your perspective on the upcoming City Council Retreat.
23. How important are these aspects of the City Council Retreat to you?
Very unimportant Somewhat unimportant Somewhat important Very important Not relevant
Team-building O O O O O
Problem-solving O O O O O
Learning and discussion O O O O O
about new ideas
Collaboration on longer- O O O O O
range issues and ideas
Dialogue about innovative O O O O O
change
Decisions about some key O O O O O
policy directions and issues
A break from the daily O O O O O
schedule
In-depth communication O O O O O
Other (please specify)
24. If there are any specific policy issues or substantive topics you want to be sure are
covered at the Retreat, please share those here.
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�r �:��a���a�,�ll ���������� ��D�'�� �"���tl���.�.
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The results of the online survey are found on the following pages.
8-�.
Achieving the Mission, Denton City Council Survey 2014
I'm not Very Somewhat Somewhat Very
sure ineffective ineffective Average effective effective
In the past five years, how effective has the City 0% 0% 0% 0% 100% 0%
of Denton been in achieving this mission?
How effective is the City currently in delivering
extraordinary quality services to the Denton 0% 0% 0% 0% 100% 0%
communit ?
How effective is the City currently in
collaborating with stakeholders, peer groups 0% 0% 0% 0% 100% 0%
and citizens?
How effective is the City currently in providing 0% 0% 0% 25% 75% 0%
leadershi and innovation?
How effective is the City currently in using 0% 0% 0% ° ° °
resources sustainabl and efficientl ? 0/0 50 /0 50 /o
How consistent is the City of Denton (Council
and administration) in following these values?
IIIIIIIIIIII We follow them almost all
the time
IIIIIIIIIIII We follow them
sometimes
l� We only follow them in
limited types of situations
IIIIIIIIIIII We don't think about
them in terms of day-to-
day operations
Illlllllllf I'm not sure
Page 8-1
Values, Denton City Council Survey 2014
How consistent is the City of Denton (Council and Response
administration) in following these values? Percent
We follow them almost all the time 50.0%
We follow them sometimes 25.0%
We only follow them in limited types of situations 0.0%
We don't think about them in terms of day-to-day 0.0%
operations
I'm not sure 25.0%
IIIIIIIIIIII We follow them almost all
the time
IIIIIIIIIIII We follow them
sometimes
l� We only follow them in
limited types of situations
IIIIIIIIIIII We don't think about
them in terms of day-to-
day operations
Illlllllllf I'm not sure
Page 8-2
Rating Questions, Denton City Council Survey 2014
Please indicate how well you believe the Council's time is Too much About Not
allocated among these activities. (5 is max.) right enough
Establishin direction on s ecific olicies, ro rams or to ics 0 0 4 0 0
Res ondin to citizen uestions, comments or com laints 0 0 3 1 0
Pla in a role in re ional or state issues and decisions 0 0 2 2 0
Addressing issues that could affect Denton's future 0 0 2 2 0
Learning about the implications of global or strategic trends 0 0 2 2 0
on Denton
Dealin with da -to-da mana ement 0 1 2 1 0
Positionin ourselves for future rowth and develo ment 0 0 1 2 1
Creatin a vision for Denton's lon -term success 0 0 1 1 2
Securin new investment in the communit 0 0 0 2 2
Ex lorin innovative a roaches to Cit issues 0 1 0 3 0
Would Might be Would We won't
How useful would these changes be in helping the City of 1'm not make it Not very of slight have no Somewha Very achieve Rating
Denton successfully carry out its mission? (7 is max.) sure harder to useful use effect t useful useful the Average
Retainin the ex ertise of current em lo ees 0 0 0 0 0 1 3 0 5.75
Stren thenin collaborations with other or anizations 0 0 0 0 1 1 1 1 5.50
Creating incentives that encourage innovation in the Denton 0 0 0 1 0 0 2 1 5.50
communit
Stren thenin collaborations across de artments 0 0 0 1 0 1 1 1 5.25
Enhancing communication between staff and 0 0 0 1 0 1 1 1 5.25
elected/a ointed officials
Hiring em loyees with ex ertise in new areas 0 0 0 0 0 3 1 0 5.25
Creating more incentives for innovation within the City 0 0 0 1 0 2 0 1 5.00
or anization
Providin more fundin 0 0 0 1 1 0 2 0 4.75
Usin better internal communications 1 0 0 0 0 1 1 1 4.50
Further em owering em loyees 1 0 0 0 0 1 2 0 4.25
Providin more flexibilit in how'obs are erformed 1 0 0 0 0 2 1 0 4.00
Clarif in assi nments to reduce overla 0 0 0 2 0 2 0 0 4.00
Havin the Council rovide more detailed direction to staff 1 0 0 1 1 0 1 0 3.25
Offering more rofessional develo ment training 1 0 0 1 0 2 0 0 3.25
Reducing Council involvement in day-to-day issues and 1 0 1 0 1 1 0 0 2.75
o erations
Reducin time s ent on bureaucratic re uirements 2 0 0 0 0 2 0 0 2.50
Page 8-3
Rating Questions, Denton City Council Survey 2014
Please indicate how well you believe the Council's time is Too much About Not
allocated among these activities. right enough
Establishin direction on s ecific olicies, ro rams or to ics 0 0 4 0 0
Res ondin to citizen uestions, comments or com laints 0 0 3 1 0
Pla in a role in re ional or state issues and decisions 0 0 2 2 0
Addressin issues that could affect Denton's future 0 0 2 2 0
Learning about the implications of global or strategic trends 0 0 2 2 0
on Denton
Dealin with da -to-da mana ement 0 1 2 1 0
Positionin ourselves for future rowth and develo ment 0 0 1 2 1
Creatin a vision for Denton's lon -term success 0 0 1 1 2
Securin new investment in the communit 0 0 0 2 2
Ex lorin innovative a roaches to Cit issues 0 1 0 3 0
How effectively does the City Council communicate with City Very Very N�A Rating
staff? (7 is max.) ineffective effective Average
About olic direction reviousl set b the Cit Council 0 0 0 1 3 0 0 0 4.75
About things that turn out worse than ex ected 0 0 0 2 1 1 0 0 4.75
About new ideas, o ortunities or ro osals 0 0 0 2 1 1 0 0 4.75
To ex ress consensus on issues 0 0 1 0 2 1 0 0 4.75
IAbout issues that affect the bud et 0 0 0 2 2 0 0 0 4.50
About thin s that turn out better than ex ected 0 0 0 2 2 0 0 0 4.50
About on-going rograms and ro'ects 0 0 1 1 2 0 0 0 4.25
About re uests or communications from individual citizens 0 0 0 3 1 0 0 0 4.25
About thin s that ma become controversial 0 0 1 1 2 0 0 0 4.25
About develo ment ro osals 0 0 0 3 1 0 0 0 4.25
About interests or concerns of an individual Council member 0 0 1 2 1 0 0 0 4.00
Page 8-4
Rating Questions, Denton City Council Survey 2014
How effective is communication among City Council Very Very N�A Rating
members? (7 is max.) ineffective effective Average
About im lementation of Council's olicy direction 0 0 1 1 0 1 0 0 4.33
About re uests or communications from individual citizens 0 0 1 1 0 1 0 0 4.33
About new ideas, o ortunities or ro osals 0 0 1 1 0 1 0 0 4.33
About issues that affect the bud et 0 1 0 1 0 1 0 0 4.00
About interests or concerns of an individual Council member 0 1 1 0 0 1 0 0 3.67
Page 8-5
Rating Questions, Denton City Council Survey 2014
How effective is the City of Denton (Council and staff) in
communicating with Denton citizens and other ineffective effec ve N�A Average
organizations? (7 is max.)
About on- oin ro rams and ro'ects 0 0 0 2 1 1 0 0 4.75
About res onses to citizen re uests 0 0 1 1 1 1 0 0 4.50
About new ideas and initiatives 0 0 0 3 1 0 0 0 4.25
About thin s that turn out better than ex ected 0 0 0 4 0 0 0 0 4.00
About things that turn out worse than ex ected 0 0 2 1 1 0 0 0 3.75
About thin s that ma become controversial 0 2 0 2 0 0 0 0 3.00
How effective has the City's strategic plan been in Very Very N�A Rating
addressing these objectives? (7 is max.) ineffective effective Average
Sets riorities for allocation of limited resources 0 0 0 1 1 2 0 0 5.25
Promotes sustainabilit 0 0 0 1 1 2 0 0 5.25
Leads to more cost-effective o erations 0 0 0 2 0 2 0 0 5.00
Provides better indicators for measurin accom lishment 0 0 0 2 1 1 0 0 4.75
Improves coordination between the City and other 0 0 0 2 1 1 0 0 4.75
or anizations
Makes decision-makin more redictable 0 0 0 1 2 0 0 0 4.67
Builds the organization's capacity to respond to future 0 0 0 2 2 0 0 0 4.50
challen es
Positions Denton for new economic growth 0 0 0 3 1 0 0 0 4.25
Su orts more communication with the communit 0 0 1 2 0 1 0 0 4.25
Im roves coordination across de artments 0 0 1 1 2 0 0 0 4.25
Improves the organization's ability to respond to changing 0 0 0 3 1 0 0 0 4.25
communit needs
Su orts innovation in City o erations & rograms 0 0 0 3 1 0 0 0 4.25
Makes the organization more resilient in responding to 0 0 1 2 1 0 0 0 4.00
chan e
Page 8-6
Trends, Denton City Council Survey 2014
How would this affect �s the City of Denton
Potential Global or National Trend (5 is maximum) the City of Denton? Prepared to respond to
this?
Interest in havin mobilit choices in addition to autos 5.00 3.25
An increasingly diverse population 4.50 2.50
The'Millennial Generation' having different values and 4.25 3.25
expectations from those of earlier generations
The need for resilience in responding to unanticipated 4.25 3.00
changes
Ability of businesses and workers to locate anywhere in the 4.25 2.50
world
Continual change in smartphone and other wireless 4.00 3.50
technology
A larger share of the population is elderly 4.00 2.50
More severe storms and extreme weather patterns 3.75 2.50
The economic return on home ownership may be lower 3.50 2.25
than in the past
Page 8-7
Comments, Denton City Council 2014 Survey
Denton City Council Survey 2014
7. Please indicate how well you believe the Council's time is allocated among these
activities.
Number
There were some questions in the first section on the topic of the council dealing
with day-to-day management and another here. While council does not need to
get too involved in management issues, it does have some justification if the way
an issue or event is managed seems to be counter to the mission of the city, policy
1 or direction set by Council.
8. How efFective has the City's strategic plan been in addressing these objectives?
Number
The council does not visit this enough to have a good sense of inetrics, progress,
or what decisions/actions have been made by the management throughout the
year to impact these goals one way or another. I'd be in favor of having a smaller
number of clearly defined goals that are easily grasped by leaders and citizens
alike that can be used annually to set out a council/city agenda for the year. The
council and citizens should have access to a public, web-based dashboard where
we are showing progress on these goals on a monthly basis - celebrating
1 successes, etc.
2 It is great that all of our budget work is done with our goals in mind.
10. Is the City of Denton prepared to respond to these potential global or national trends?
Number
I find the scope of what the "city" concerns itself with is narrow - at least compared
with what you see in larger cities. For instance, social issues like poverty, an aging
population, a changing economy, education, etc. rarely fit into our classification of
what is the city's responsibility. I think we are doing a good job of collaborating on a
1 number of these issues, but we could stand to lead more in these areas.
Comments Page 8-1
Comments, Denton City Council 2014 Survey
11. How efFective is the City of Denton stafF in communicating with the City Council?
Number
I've often felt I'd benefit, as a policy maker, from a more robust discussion on all
sides of an issue - especially where there are alternative views within the staff.
Often we get the official or prevailing opinion on an issue. I'd love to explore how to
foster an environment where healthy debate is encouraged. I'd also like to see us
1 explore a clearer plan on now we tackle controversial issues.
12. How efFectively does the City Council communicate with City stafF?
Number
I often feel "in the dark" after we have supposedly provided direction to the staff on
a particular issue -I can only imagine what staff feels. I think we could come up
with a better matrix for clarifying our position on the nuances of particular topics. I
think we could also be more effective if we allowed time each year for an airing of
the agendas of individual council members. Not only would this encourage active
projects by individual members, it would also help in building consensus and
1 collaboration on issues from the start.
Council could always do better in communicating with staff when things are going
well or when especially good work is observed. We seem to reach consensus a lot
but when we don't as in what to do about City Hall West directions seem murky and
I feel that management is left with little choice than to continue going in the
previous direction. It seems that concerns of individual council members require a
lot of effort on the part of that individual. This is probably OK because until there is
a consensus on the council we would not want staff to be expending too much time
2 and effort on something that will not get general support.
13. How efFective is communication among City Council members?
Number
1 Difficult to access due to open meeting requirements in state law.
2 See my second point above.
Because of either the realities or our interpretation of the Texas Open Meetings
Law we are quite reluctant to discuss many issues outside of ineetings fearing
violation of "daisy chain meetings" or other violations. Therefore we enter into
3 some discussions very unaware of how other members are thinking on an issue.
Comments Page 8-2
Comments, Denton City Council 2014 Survey
14. How efFective is the City of Denton (Council and staf� in communicating with Denton
citizens and other organizations?
Number
Sometimes, in an effort to avoid a controversy, we try to avoid or limit public
discussion on our own part or on the part of our appointed boards, commissions,
and committees. At times this has created an additional and even larger
1 controversy of being manipulative or controlling.
15. What change or changes would do the most to enhance communication between the
City Council and City stafF?
Number
Greater communication to all council members regarding the requests of individual
1 members.
- a clearer, more concise agenda/goals each year with clear metrics, publicly
available dashboard, and return to it monthly
- a better matrix for providing direction on policy issues to avoid confusion and
clarify consensus
- a dedicated assistant for each council member (even a part-time intern) to help
with burden of administrative issues
2- stat talking about the budget much earlier in the process
3 I'd like to hear from the staff on this one.
Comments Page 8-3
Comments, Denton City Council 2014 Survey
16. If a new policy, program or operational approach ofFered the City higher up-front costs
in the next year but significant long-term cost savings over the next ten to twenty years,
what information would you want from the City stafF so you could decide whether to
support it?
Number
1 Accurate, real data
An in depth analysis and discussion of the probability of success and potential
unintended consequences.(The question poses the situation as absolute and that
2 is never the case. The further out the proposed return, the more risk.)
I'd want to know what those sort of projections were based on- is there a proven
track record of this, what is our level of risk, etc? I'd want to be able to vet all
perspectives on this issue, even and especially internal staff disagreements on
this. I can't emphasize enough how valuable that sort of robust dialogue is for
good policy making.
I'd want to see the financial projections along with options for how we would deal
3 with the immediate costs in the budget.
I'd want to see the numbers and the evidence to support the claims of long-term
4 cost savings.
Comments Page 8-4
Comments, Denton City Council 2014 Survey
17. What actions by City stafF are most valuable in helping you communicate efFectively
with citizens and other Denton stakeholders?
Number
1 Quick responses, trying to answer calls quickly
Depends on the issue and the immediacy of the situation. DME Open House
seems effective for substation and transmission line location. Posting info in a
single location on city web site for gas well issues seems more effective for that
issue. A 311 like system may be a vehicle to better gather input from citizens
regarding everyday input re observations of citizens as they move about the
community. An Open Source data base would allow citizens to use information in
2 diverse ways to address all manner of community issues.
Weekly packets with informal reports, being copied in on important emails, timely
responses questions, occasional presence at outside meetings, putting more and
3 more info up on the website.
It is great when staff is available to sit in on meetings between council members
and citizens. I like being able to forward citizen concerns to staff when they come
via email. I always want to see staff respond in a timely manner (and by see I
mean be copied by email) even if the first response is just, "I have your question
but it will take about three days before I will be able to do the research that is
4 needed."
18. Is social media changing the way you function as a Council member and/or the way
the Council functions as a group? If so, how?
Number
1 Yes it is. I'm still trying to figure out how to address the vocal minority
Not so much at this time. As the vehicles stabilize, I am sure a number of effective
2 techniques will present themselves.
I've used it since being elected. It is essential in engaging citizens in what is going
on, getting them excited about the city and important issues, explaining my position
on various topics, addressing criticism or bad press, and pushing issues important
to me. Increasingly, this is where our citizens are - we need to engage them in this
3 way.
4 I pay attention to some blogs and the give and take between citizens on issues.
Comments Page 8-5
Comments, Denton City Council 2014 Survey
19. What two or three things would you do to achieve this vision if there were no resource
constraints?
Number
Encourage high tech business to bring higher average salaries
Upgrade public transportation
1 Change dentons reputation to being very business friendly
1) Complete all needed drainage and street improvements.
2) Increase economic development activity to attract higher paying employment.
3) Higher density, high standard mixed use development with sufficient open space
along with IMPROVED accomodations for pedestrian and bicycle traffic in the city
2 core (1 1/2 - 2 mile radius of downtown square)
RENEWED ECONOMIC DEVELOPMENT VISION - get aggressive about
changing our plan to address the changing economy and retain more of our college
graduates and creative class through investment in high-tech jobs. I'd start by
getting us the most aggressive high speed fiber plan in the state, developing a joint
partnership with UNT, the city, and private entities where we develop a startup
incubator and accelerator anchored by a collaborative coworking space,
developing a downtown innovation district, and make entrepreneurship sexy
again.
NEIGHBORHOOD REVITALIZATION PLAN - starting with our core neighborhoods
( to take advantage of the growing interest in urban living thanks to our downtown),
we should get aggressive with designating and naming neighborhoods and districts
in order to develop identity and encourage unique mixed-use in-fill investment, give
neighbors something to identify with and rally around, and tackle some of the
issues associated with high rates of rental properties. This could quickly extend the
success and momentum of our downtown area into a much wider area and
potentially aid in encouraging more core/less sprawl development/redevelopment.
TRANSPORTATION GOALS - come up with a plan to fully fund street
3 maintenance/reconstruction within 10 years and then add to this a larger goal of
Complete streets with lots of landscaping in the downtown core. Better
infrastructure for pedestrians in the downtown, and the extended downtown. An
open-space/green-space master plan for downtown, more on street and off street
bicycle facilities, and a bike share program. (Probably more than three but then I
4 don't think any body explained how long this darn survey was going to take)
Comments Page 8-6
Comments, Denton City Council 2014 Survey
20. Given that resources are limited, what is the single most important thing you would do
to achieve this vision?
Number
1 Invest in better public transportation
2 Balance our efforts to maintain progress in all areas addressed in #19.
ECONOMIC DEVELOPMENT - start simply by gathering everything that we are
already doing right in our community about these things, put it online, and market
the hell out of it.
NEIGHBORHOODS - come up with a neighborhood/district naming/branding plan,
turn the neighborhoods loose with it, and start from there.
3 TRANSPORTATION - develop the 10 year plan and start working toward it.
Increase revenues so that we can do more. One way to increase revenue is to
expand economic development efforts to include small start ups. I know the
connection is not wonderful but I need to promote the idea of support start ups
4 somewhere.
21. How consistent is the City of Denton (Council and administration) in following these
values?
Number
Well the question is what do we care about: being regulators, being facilitators,
about balancing the needs and wants of competing groups, power? I know some
customers are very satisfied and feel that staff has been very helpful - and they
tend to be quiet. But others feel frustrated and that they are not being heard - and
1 they tend to be louder.
Comments Page 8-7
Comments, Denton City Council 2014 Survey
22. What one change would do the most to improve the way these values are followed in
day-to-day operations and interactions?
Number
Get top city staff out engaging the community through presentations regarding city
1 activities and initiatives.
Developing a culture where people are honored and celebrated for great things is
essential. I'm struck by how the school board uses their meetings to do something
like this - they find great stories within the schools, among teachers and students,
bring them up and honor them. We could implement something like this at council
2 meetings.
If I knew I would become a consultant and charge a lot of money to answer. But
maybe follow-up with the frustrated folks and look for creative ways to satisfy the
3 spirit of the law when the rules result in unintended consequences.
24. If there are any specific policy issues or substantive topics you want to be sure are
covered at the Retreat, please share those here.
Number
Additional focus on our major corridors (Hwy 380 & all I-35 segments) development
as regards the offerings and visual image they present to the volumonous pass-
through traffic (think $) toward the goal of more of that traffic pausing to refresh,
explore, and spend in Denton.
Development of recurring communication links between the city and our
1 neighborhoods, particularly those further from the city core.
I want to hear from the ACM team - From your perspective, what is council doing
2 that is helping the city? What does council need to be doing or stop doing?
Comments Page 8-8
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Strategic Community Solutions LLC
To: George Campbell, City Manager
Bryan Langley, Assistant City Manager
City of Denton
From: Karen Walz, FAICP, Principal, Strategic Community Solutions LLC
Date: 8/28/2014
Re: Results of City Counci) Online Survey
In preparation for this week's City Counci) Strategic Planning Retreat, City Counci) members
were asked to complete an online survey. The survey was designed to elicit perspectives about
key issues facing Denton and City Council priorities for the retreat.
Five responses were received from Council members, though not all Council members
responded to all questions. The results are presented in the tables and charts below. They have
been used to structure the retreat and the major issues it will address.
The responses to questions presented in tables below are listed in the order of responses, with
the highest priority response listed first. The'rating average' for these tables is based on the
weighted responses to each question, where the weight of each response is shown in
parentheses. For example, for question 1 each response of'very important' received a
weighting of 4, while responses of'very unimportant' received a weighting of 1.
Clty COU11CIl R6tl"6A�t
The first set of questions asked about Council member priorities for the retreat itself. The
results of these questions are presented below. All Council members want the retreat to
include'collaboration on longer-range issues and ideas' and'decisions about some key policy
directions and issues'. The table showing responses to the second question is organized so
topics are listed in the order of their importance to Council members. Most of the suggested
topics were seen as'desirable' or'very valuable' by Council respondents.
The issues with high levels of interest are post-election strategy on gas wells, economic
development strategies and streamlining the development process.
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Q1: How important are these aspects of the City Council Retreat to you?
Very Somewhat Somewhat Not
unimportant unimportant important Very important relevant Rating Response
Answer Options (1) (2) (3) (4) (0) Average Count
Collaboration on longer-range
issues and ideas 0 0 0 5 0 4.00 5
Decisions about some key policy
directions and issues 0 0 0 5 0 4.00 5
In-depth communication 0 0 1 4 0 3.80 5
Learning and discussion about new
ideas 0 0 1 4 0 3.80 5
Problem-solving 0 0 2 2 0 3.50 4
Dialogue about innovative change 0 0 3 1 0 3.25 4
Team-building 0 1 2 2 0 3.20 5
A break from the daily schedule 1 2 1 1 0 2.40 5
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Q2: Should we focus on this topic as part of the City Council Retreat? Please share your ratings about the importance of discussing each of these
topics at the Retreat. If there are other topics you think are valuable or desirable to discuss, please list those in response to Question 3.
Interesting Very
Not a Retreat but not Desirable valuable Rating Response
Answer Options topic (1) urgent (2) (3) (4) Average Count
Post-election strategy on gas wells 0 0 2 3 3.60 5
Economic development strategies 0 1 1 3 3.40 5
Streamlining the development review process 0 0 3 2 3.40 5
City actions to support small businesses &
entrepreneurs 0 1 2 2 3.20 5
Goal to achieve for street condition 0 0 4 1 3.20 5
A plan for pedestrian mobility 0 1 3 1 3.00 5
Principles for managing City finances 0 2 1 2 3.00 5
Strategies for investment in rehabilitation of City
facilities & infrastructure 0 0 5 0 3.00 5
Future opportunities for the Community Market 0 2 3 0 2.60 5
Criteria for use of one-time revenue increases 0 3 2 0 2.40 5
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Q3: If there are other policy issues or substantive topics you want to be sure are covered at the Retreat, please share those here.
(All comments are from a single person.)
Marketing and branding of city.
How we can better align our goals with the work and mission of boards and commissions.
Should we begin to include social concerns with our strategic plan? (Poverty, education issues, etc.)
A path toward �ettin� council members dedicated administrative help via interns or emplovees.
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City of Denton Mission
The second set of questions asked for Council perspectives on the City's effectiveness in
achieving its mission: "The City of Denton will foster an environment that will deliver
extraordinary quality services and products through stakeholder, peer group and citizen
collaboration; leadership and innovation; and sustainable and efficient use of resources."
These results are shown in the charts below.
All respondents perceive that the City has been 'very effective' or'somewhat effective' in
'delivering extraordinary quality services to the Denton community'. This is a very positive
response about a key aspect of the City's mission. On other aspects of the mission, the
perception is that the City has been somewhat effective in achieving this mission. The
comments show that, while some members believe the City has been 'very effective' in
achieving certain aspects of the mission, others believe its effectiveness has been 'average'.
These results show a generally positive perception; they also suggest that there may be
opportunities for increased effectiveness.
The change that respondents viewed as most useful to achieve the City's mission was
'strengthening collaborations across departments'.
The last question in this set asked about the allocation of Council's time to a variety of activities.
For this question, the higher rating indicates a stronger sense that the Council should spend
more time on this activity than it does now. The two items with the highest rankings were
'exploring innovative approaches to City issues' and 'positioning ourselves for future growth and
development'. The retreat will be structured to provide more time for focused attention to
these activities.
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In the past five years, how effective has the City of Denton been in achieving
this mission?
0.0%
0%
.0%
�11'm not sure
�Very ineffective
oSomewhat ineffective
❑Average
■Somewhat effective
�Very effective
Now effective is the City currently in delivering extraordinary quality services
to the Denton community?
�.�% n noi
ml'm not sure
�lVery ineffective
[�Somewhat ineffective
[�Average
■Somewhat effective
�Very effective
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Now effective is the City currently in collaborating with stakeholders, peer
groups and citizens?
�11'm not sure
�Very ineffective
oSomewhat ineffective
❑Average
■Somewhat effective
�Very effective
Now effective is the City currently in providing leadership and innovation?
n n�i ,. ,.�.
I�I'm not sure
�DVery ineffective
oSomewhat ineffective
oAverage
■Somewhat effective
�Very effective
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Now effective is the City currently in using resources sustainably and
efficiently?
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�11'm not sure
�Very ineffective
oSomewhat ineffective
❑Average
■Somewhat effective
�Very effective
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Q9: How useful would these changes be in helping the City of Denton successfully carry out its mission?
We won't
Would make achieve the
it harder to Might be of Would Very mission
I'm not achieve the Not very slight use have no Somewhat useful without this Rating Response
Answer Options sure (0) mission (1) useful (2) (3) effect (4) useful (5) (6) (7) Average Count
Strengthening
collaborations
across
departments 0 0 0 0 0 0 3 2 6.40 5
Enhancing
communication
between staff and
elected/appointed
officials 0 0 0 0 0 1 2 2 6.20 5
Further
empowering
employees 0 0 0 0 0 1 2 2 6.20 5
Creating more
incentives for
innovation within
the City
organization 0 0 0 0 0 1 3 1 6.00 5
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Q9: How useful would these changes be in helping the City of Denton successfully carry out its mission?
We won't
Would make achieve the
it harder to Might be of Would Very mission
I'm not achieve the Not very slight use have no Somewhat useful without this Rating Response
Answer Options sure (0) mission (1) useful (2) (3) effect (4) useful (5) (6) (7) Average Count
Having the
Council provide
more detailed
direction to staff 0 0 0 0 0 1 3 1 6.00 5
Strengthening
collaborations
with other
organizations 0 0 0 0 0 1 3 1 6.00 5
Creating
incentives that
encourage
innovation in the
Denton
community 0 0 0 0 0 2 2 1 5.80 5
Providing more
flexibility in how
jobs are 0 0 0 0 0 2 3 0 5.60 5
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Irra„r ] 1.
Q9: How useful would these changes be in helping the City of Denton successfully carry out its mission?
We won't
Would make achieve the
it harder to Might be of Would Very mission
I'm not achieve the Not very slight use have no Somewhat useful without this Rating Response
Answer Options sure (0) mission (1) useful (2) (3) effect (4) useful (5) (6) (7) Average Count
performed
Using better
internal
communications 0 0 0 0 0 2 3 0 5.60 5
Hiring employees
with expertise in
new areas 0 0 0 0 0 3 1 0 5.25 4
Reducing time
spent on
bureaucratic
requirements 0 0 0 1 0 1 3 0 5.20 5
Retaining the
expertise of
current
employees 0 0 0 0 0 4 1 0 5.20 5
Providing more
funding 0 0 0 1 0 2 2 0 5.00 5
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Q9: How useful would these changes be in helping the City of Denton successfully carry out its mission?
We won't
Would make achieve the
it harder to Might be of Would Very mission
I'm not achieve the Not very slight use have no Somewhat useful without this Rating Response
Answer Options sure (0) mission (1) useful (2) (3) effect (4) useful (5) (6) (7) Average Count
Clarifying
assignments to
reduce overlap 1 0 0 0 0 1 2 1 4.80 5
Reducing Council
involvement in
day-to-day issues
and operations 0 0 0 0 5 0 0 0 4.00 5
Offering more
professional
development
training 1 0 0 1 0 2 1 0 3.80 5
Other (please specify)
I think that there is already great communication between staff and elected officials. I am concerned that the communication between some staff and
some boards is still a problem.
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Q10: Please indicate how well you believe the Council's time is allocated among these activities.
We spend Time spent We don't
too much is about spend enough
time on this right time on this Rating Response
Answer Options (1) (2) (3) (4) (5) N/A Average Count
Exploring innovative approaches to City issues 0 0 0 4 1 0 4.20 5
Positioning ourselves for future growth and
development 0 0 1 2 2 0 4.20 5
Addressing issues that could affect Denton's
future 0 0 2 2 1 0 3.80 5
Establishing direction on specific policies,
programs or topics 0 0 2 2 1 0 3.80 5
Securing new investment in the community 0 0 2 2 1 0 3.80 5
Creating a vision for Denton's long-term
success 0 0 3 1 1 0 3.60 5
Playing a role in regional or state issues and
decisions 0 0 2 3 0 0 3.60 5
Responding to citizen questions, comments
or complaints 0 0 3 1 1 0 3.60 5
Learning about the implications of global or
strategic trends on Denton 0 0 3 2 0 0 3.40 5
Dealing with day-to-day management 0 0 5 0 0 0 3.00 5
Other Comments? 0
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Priorities for 2014
The third set of questions asked about Council priorities for this year. These questions are
based on the set of priorities identified during an earlier City Council retreat, held in January
2014. At that time, potential action steps were discussed that could help make progress on
each of these ideas. Responses to this set of questions suggest that the current perception is
that the City is moderately successful in these areas. These responses suggest there are
probably opportunities to improve. Two items were perceived as'somewhat ineffective' by 60%
of respondents: the City's'effectiveness in encouraging, incentivizing and expediting compact
growth' and the'use of City Council meetings as strategic planning sessions'. This retreat should
give Council members an opportunity to focus on strategic planning and to decide on steps they
may want to take so on-going City Council sessions are more effective for this purpose. Efforts
to support compact growth will be considered during the retreat discussions. The two topics
suggested in response to question 17 — key decisions to be made this year — will be part of the
retreat's focus as well.
Now clearly articulated is the City's vision for its future?
0.0%
.0%
� I'm not sure
�Very unclear
OSomewhat unclear
O Average
■ Somewhat clear
� Very clear
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0.0%
0.0%
Now effective is the City in encouraging, incentivizing and expediting
compact growth?
�11'm not sure
�Very ineffective
oSomewhat ineffective
❑Average
■Somewhat effective
�Very effective
Now effective are City Council meetings as strategic planning sessions?
n_n%
0.0%
I�I'm not sure
�DVery ineffective
oSomewhat ineffective
oAverage
■Somewhat effective
�Very effective
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Now clear is the City Council direction to staff at the end of work session
discussions?
� I'm not sure
�Very unclear
❑Somewhat unclear
❑ Average
■ Somewhat clear
�7 Very clear
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Does the City Council provide clear direction and consensus on decisions?
n%
� I'm not sure
�Very unclear
❑Somewhat unclear
❑ Average
■ Somewhat clear
�7 Very clear
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Now effective is the City in taking advantage of technology?
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�11'm not sure
�Very ineffective
❑Somewhat ineffective
oAverage
■Somewhat effective
�Very effective
Q17: What issues or decisions are most important for City Council to address during FY 2014-2015?
Developing specific strategies to achieve our comprehensive plan. This would include reviewing and
revising ordinances that inhibit the plan and adding ordinances and policies that further the plan.
Getting a new Econ Dev plan out the door.
Gas wells
Capturing growth and interest in tech realm
C0111111 U 111 CA� tl 011
The fourth set of questions focused on the City of Denton's ability to communicate — between
staff and Council, among Council members, and from the City to the community. Questions 18
through 21 ask about the effectiveness of communication on particular sorts of topics. For each
of these questions, the maximum rating average is 7 and the average is 4. In the tables below,
the topics are listed in the order of communication effectiveness, with the most effective
communication listed first.
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Q18: How effective is the City of Denton staff in communicating with the
City Council? Rating Average
About things that turn out better than expected 5.20
About responses to citizen requests 5.00
About new ideas and initiatives 4.40
About things that turn out worse than expected 4.40
About on-going programs and projects 4.20
About things that may become controversial 4.00
Other Comments?
This is an extension of the state of our marketing as a city.
Q19: How effectively does the City Council communicate with City staff? Rating Average
About requests or communications from individual citizens 5.20
About things that turn out better than expected 5.20
About issues that affect the budget 4.80
About things that may become controversial 4.80
About interests or concerns of an individual Council member 4.60
About on-going programs and projects 4.60
About development proposals 4.40
About new ideas, opportunities or proposals 4.40
About things that turn out worse than expected 4.40
To express consensus on issues 4.20
About policy direction previously set by the City Counci) 4.00
Q20: How effective is communication among City Council members? Rating Average
About new ideas, opportunities or proposals 4.80
About implementation of Council's policy direction 4.60
About interests or concerns of an individual Council member 4.60
About issues that affect the budget 4.40
About requests or communications from individual citizens 4.40
Other Comments?
This communication is somewhat hampered by the concern (fear) of violating the open meetings law.
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Q21: How effective is the City of Denton (Council and staff) in
communicating with Denton citizens and other organizations? Rating Average
About on-going programs and projects 5.20
About responses to citizen requests 5.00
About things that turn out better than expected 4.80
About new ideas and initiatives 4.40
About things that turn out worse than expected 4.20
About things that may become controversial 4.00
The last three questions in this set asked Council members about opportunities for change in
communications, and about information for making challenging financial decisions. These were
all open-ended questions. The comments received for each of these three questions are shown
below.
Q22: What change or changes would do the most to enhance communication between the City
Council and City staff?
Overall the city does well. I think our notification about zoning changes are so plan and unremarkable
that they usually go unnoticed by most citizens which leads to later complaints of "I didn't know about
it."
More things like this retreat - and regularly. Time to have broader conversations.
Q23: If a new policy, program or operational approach offered the City higher up-front costs in the
next year but significant long-term cost savings over the next ten to twenty years, what information
would you want from the City staff so you could decide whether to support it?
I'd like to see the data that supports the savings. If it is convincing then I'm willing to pay the higher
up-tront costs.
Q24: What actions by City staff are most valuable in helping you communicate effectively with
citizens and other Denton stakeholders?
Staff is great about getting me facts and figures when I need them. I know that I sometimes ask for
the same thing a second time because I get so overwhelmed with information that I don't always
remember what I've gotten previously or I can't locate it. But staff seems very understanding and
patient in helpin�.
Timelv information. Knowin� who the ri�ht person to �o to more quicklv.
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Anything Else?
Il.�rri�Q�' �� �.II�.
The final section of the survey gave Council member the opportunity to provide any other
direction or input about the retreat and the topics to be addressed. No responses were
received in this section of the survey.
City Hall
City of Denton 215 E. McKinney St.
Denton, Texas 76201
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Legislation Text
File #: ID 14-0465, Version: 1
Agenda Information Sheet
SUBJECT
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.
City of Denton Page 1 of 1 Printed on 8/29/2014
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