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DVXC;"PW"4aW0F"VJ"5DF";0DF4X`F4"GFF5PW\[B""N`F;F"0``"5DF"0P5K" ;F0CF5CK\];"VJJP0F"5"ASML?A=M"VC"X;F"5F`F0VGGXWP05PVW;"4FaP0F;"JVC"5DF" 4FJ"^544_"OK"0``PW\[">L?==LCF`KL5c";V"5D5"";P\[W"`W\[X\[F"PW5FCNCF5FC"0W" OF";0DF4X`F4"5DCVX\[D"5DF"0P5K";F0CF5CKQ;"VJJP0FB '+,$#-).$)/0*1021*/ '(#)3) City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 18-1223,Version:1 AGENDA CAPTION Receive a report, hold a discussion, and receive departmental presentations in preparation for the FY 2018-19 Proposed Budget, Capital Improvement Program, and Five Year Financial Forecast. City of DentonPage 1 of 1Printed on 7/27/2018 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Finance DCM: Bryan Langley DATE: August 2, 2018 SUBJECT Receive a report; hold a discussion, and receive departmental presentations in preparation for the FY 2018-19 Proposed Budget, Capital Improvement Program, and Five Year Financial Forecast. BACKGROUND The purpose of this work session and additional work sessions during the months of June, July and August is to have each City Department give a brief presentation to City Council. Each presentation will cover the structure and staffing of the Department, functional areas and major responsibilities, goals and accomplishments, performance measures, cost containment efforts and process improvement strategies. These presentations are scheduled to be presented during the months of June, July and August to give additional departm presented to City Council on August 2, 2018. The planned presentations for this meeting are Internal Audit and Solid Waste. The Department presentation is attached to this item. STRATEGIC PLAN RELATIONSHIP -oriented road map that will help the City achieve its vision. The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence; Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this specific City Council agenda item contributes most directly to the following KFA and goal: Related Key Focus Area: Organizational Excellence Related Goal: 1.1 Manage financial resources in a responsible manner EXHIBITS 1. Agenda Information Sheet 2. PowerPoint Presentation Internal Audit 3. PowerPoint Presentation Solid Waste 4. Solid Waste Budget Book Respectfully submitted: Antonio Puente, Jr. Director of Finance Prepared by: Nancy Towle Budget Manager City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 18-1171,Version:1 AGENDA CAPTION Receiveareport,holdadiscussion,andgivestaffdirectionregardingtheFY2018-19CityManager’sProposed Budget, Capital Improvement Program, and Five-Year Financial Forecast. City of DentonPage 1 of 1Printed on 7/27/2018 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Finance DCM: Bryan Langley DATE: August 2, 2018 SUBJECT Receive a report, hold a discussion, and give staff direction regarding the FY 2018- Proposed Budget, Capital Improvement Program, and Five-Year Financial Forecast. BACKGROUND The FY 2018-The Proposed Budget has been developed to accomplish the goals and objectives that are outlined in the City of Denton Exhibit 3 is a draft of the proposed Strategic Plan for FY 2018- annual strategic guide, the Strategic Plan provides a high-level overview of policy goals, planned actions for the upcoming fiscal year, and evidence-based measures of performance across key categories of City service. The Strategic Plan addresses five Key Focus : 1. Organizational Excellence 2. Public Infrastructure 3. Economic Development 4. Safe, Livable, and Family Friendly Community, and 5. Sustainable and Environmental Stewardship. It is anticipated that the Strategic Plan for FY 2018-19 will be presented for adoption by the City Council on September 18, 2018. Throughout FY 2018-19, staff will conduct a comprehensive inventory of all performance measures and work plan targets to ensure the necessary metrics and reporting mechanisms are updates to and seek feedback from City Council throughout this review process. As a result of this initiative, it is our goal to make the Strategic Plan a more dynamic tool that is updated throughout the year to inform management decisions. The information provided in the Proposed Budget has been derived from a culmination of input from the City Manager, City Council, Public Utilities Board, service level demands, department requests, and miscellaneous economic assumptions. The Proposed Budget includes line item and summary information concerning the following items: FY 2017-18 year-end revenue and expenditure estimates Proposed FY 2018-19 Tax Rate Proposed FY 2018-19 Operating Budgets by Fund Proposed FY 2018-19 Utility Budgets and proposed rates Proposed five-year financial forecast for the major funds Proposed five-year planned capital improvement program A copy of the five-year financial plan for each major operating fund is included in the proposed budget document. Each of the utility fund plans have been reviewed by the Public Utilities Board (PUB), and the PUB has recommended approval of the Electric, Water, Wastewater, and Solid Waste budgets. As discussed in the Proposed Budget, rate decreases are proposed for the Electric and Wastewater Funds, no rate increases for the Water Fund, and continuation of the FY 2017-18 mid-year residential rates for the Solid Waste Fund. Exhibit 3 is attached which shows line item details by fund for the General Fund, Internal Service Funds and major special revenue funds. Line item with their budget presentations. I have included in Exhibit 4, a listing of the recommended supplemental funding requests for FY 2017-18 and FY 2018-19 in the General Fund and other select funds. A summary of requested supplemental packages that have not been recommended is also included. Following the summary sheets are detailed descriptions of each requested supplemental package. Additionally, Exhibit 5 provides a compensation analysis for the Fire and Exhibit 6 is a redline summary of the various rate ordinances (Water, Wastewater, and Miscellaneous Fees) which have been recommended for approval by the Public Utilities Board. The purpose of this work session is to discuss this information and provide the City Council with detailed information concerning the proposed budget. This work session item is intended to provide a forum for discussions with management and allow an opportunity for questions. The presentation concerning the proposed budget is included as Exhibit 7 and will be used to facilitate a discussion of the Proposed Budget. Below is the schedule we will follow to adopt the budget and tax rate: August 2 Vote to Call Public Hearings on Proposed (Maximum) Tax Rate st August 14 1 Public Hearing on Tax Rate nd September 11 2 Public Hearing on Tax Rate Public Hearing on Proposed Budget September 18 City Council Adopts Budget and Tax Rate. I look -19 Proposed Budget in detail with you. If you have any questions, or need additional information, please let me know. STRATEGIC PLAN RELATIONSHIP -oriented road map that will help the City achieve its vision. The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence; Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this specific City Council agenda item contributes most directly to the following KFA and goal: Related Key Focus Area: Organizational Excellence Related Goal: 1.1 Manage financial resources in a responsible manner EXHIBITS 1. Agenda Information Sheet 2. FY 2018-19 Proposed Budget 3. FY 2018-19 Draft Strategic Plan 4. Supplemental Funding Requests 5. Civil Service Compensation Analysis 6. Redlined Utility Rate Ordinances 7. Presentation Respectfully submitted: Antonio Puente, Jr., 349-7283 Director of Finance 2018-19 PROPOSED ANNUAL PROGRAM OF SERVICES CITY OF DENTON | PROPOSED BUDGET 2018-19 2 DistinguishedBudgetPresentationAward GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Denton Texas FortheFiscalYearBeginning October 1, 2017 CITY OF DENTON | PROPOSED BUDGET 2018-19 3 ProposedAnnualProgramofServices FiscalYear201819 S UBMITTED T O: T HE M AYORAND C ITY C OUNCIL July 27,2018 CITY OF DENTON | PROPOSED BUDGET 2018-19 4 PreparedBy SpecialThankstoPublicAffairs Reflectiveofthe#¨³¸Ȍ²focusonsustainableandenvironmentalstewardshipthroughpromotingsustainablematerials resourcemanagement,theCityof$¤³®Ȍ²BudgetDocumentisprintedonpaperthatisForestStewardshipCouncil (FSC)Certified. CITY OF DENTON | PROPOSED BUDGET 2018-19 5 Vision,Mission,andValues VISION ȏ Destination$¤³®Ȑ MISSION ȏ$¤£¨¢ ³¤£toQuality3¤±µ¨¢¤Ȑ VALUES ȏ7¤# ±¤Ȑ CITY OF DENTON | PROPOSED BUDGET 2018-19 6 CoreValues INTEGRITY is about being truthful and respectful toward others, not gossiping, doing our jobs even when no one is looking, and acting in the public’s best interest. It is the foundation as we work to build positive, trusting relationships with citizens, the City Council, City leadership, and fellow employees. FISCAL RESPONSIBILITY is specifically about using our budgets wisely—purchasing only what is needed and authorized. We select employees, supplies, equipment, and facilities with the intent to provide the highest quality of products and services at the lowest costs. We honor our ratepayer and taxpayer dollars with the greatest respect in their collection, accounting, and distribution. TRANSPARENCY is providing timely information about how local government works, how we are performing, and how decisions are made. Transparency helps dispel the negative perceptions people have when they feel “out of the loop.” OUTSTANDING CUSTOMER SERVICE means taking the time and effort to find out what a customer needs and providing it in an efficient and friendly manner. All customers—regardless of their attitude, personal appearance, or situation— deserve our respect and attention. We are all in the business of providing outstanding customer service, whether that be to our elected officials, residents, businesses, visitors, or other employees. CITY OF DENTON | PROPOSED BUDGET 2018-19 7 ElectedOfficials ChrisWatts GerardHudspethKeelyBriggsDonDuff JohnRyanDebArmintorPaulMeltzer CITY OF DENTON | PROPOSED BUDGET 2018-19 8 CurrentOrganizationalChart Citizens City Council Boards, Commissions, & CommitteesCity Attorney Municipal JudgeInternal Auditor City Manager Deputy City ManagerAssistant City ManagerFire Administrative ServicesCapital ProjectsCommunity Improvement Services Police City Manager's OfficeStreets City SecretaryTraffic OperationsAnimal Services Public AffairsDrainageElectric Operations ReprographicsEngineering ServicesDevelopment Services Community DevelopmentEngineering Development Review Planning FinanceUtilities Building Inspections Accounting/ Budget/ TreasuryWater OperationsProcurement/ Compliance Municipal CourtWastewater Operations Materials Management Customer ServiceEnvironmental Services Human ResourcesSolid Waste Operations Gas Well Review Risk Management/ Health Ins. Transportation Technology Services LibraryFleet Services Parks & RecreationAirport Economic DevelopmentFacilities Management CITY OF DENTON | PROPOSED BUDGET 2018-19 9 Boards,Commissions,andCouncilCommittees JUDICIALORQUASIJUDICIALBOARDS(GovernmentalBoardMembers) CivilServiceCommission HealthandBuildingStandardsCommission HistoricLandmarkCommission Planning&ZoningCommission ZoningBoardofAdjustment ADVISORYBOARDS AirportAdvisoryBoard CITY OF DENTON | PROPOSED BUDGET 2018-19 10 Boards,Commissions,andCouncilCommittees AnimalShelterAdvisoryCommittee CommunityDevelopmentAdvisoryCommittee DowntownDentonTaxIncrementFinancingReinvestmentZoneBoard EconomicDevelopmentPartnershipBoard HumanServicesAdvisoryCommittee LibraryBoard Parks,RecreationandBeautificationBoard CITY OF DENTON | PROPOSED BUDGET 2018-19 11 Boards,Commissions,andCouncilCommittees PublicArtCommittee PublicUtilitiesBoard TaxIncrementReinvestmentZoneNumberTwoBoard TrafficSafetyCommission CITYCOUNCILCOMMITTEES AgendaCommittee Audit/FinanceCommittee CITY OF DENTON | PROPOSED BUDGET 2018-19 12 Boards,Commissions,andCouncilCommittees CityCouncilAirportCommittee CommitteeonCitizenEngagement CommitteeontheEnvironment CouncilAppointeePerformanceReviewCommittee CouncilEthicsCommittee CouncilMobilityCommittee HotelOccupancyTaxCommittee CITY OF DENTON | PROPOSED BUDGET 2018-19 1313 ȏ&¤²³¨µ «in-®³¨®ȐmetalsculpturecreatedbyNicNobliquePoupore CITY OF DENTON | PROPOSED BUDGET 2018-19 1414 LeapFrogsȟNorthLakesPark CITY OF DENTON | PROPOSED BUDGET 2018-19 15 TableofContents MANAGER'SMESSAGEANDREADER'SGUIDE STRATEGICPLAN BUDGETOVERVIEW FINANCIALSUMMARY CITY OF DENTON | PROPOSED BUDGET 2018-19 16 TableofContents CAPITALIMPROVEMENTPROGRAM CITY OF DENTON | PROPOSED BUDGET 2018-19 1717 LittledBicycleRacksLocatedinDowntownDenton CITY OF DENTON | PROPOSED BUDGET 2018-19 1818 9/11&¨±¤¥¨¦§³¤±ȌsMemorialBellToweratCentralFireStation CITY OF DENTON | PROPOSED BUDGET 2018-19 19 215E.MCKINNEYΘDENTON,TEXAS76201Θ(940)3498200ΘFAX(940)3497206 July 27, 2018 TO THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL: Pursuant to provisions of the City Charter and on behalf of the staff, I respectfully submit to you the FY 2018-19 Proposed Budget. The Proposed Budget has been developed to accomplish the goals and objectives that are outlined in the City of Denton’s Strategic Plan. The Strategic Plan addresses five Key Focus Areas (KFA’s): 1. Organizational Excellence 2. Public Infrastructure 3. Economic Development 4. Safe, Livable, and Family Friendly Community, and 5. Sustainable and Environmental Stewardship. The emphasis for this year’s budget process has continued to be cost containment, organizational efficiency, a focus on capital projects, and expanded public safety response capacity. These efforts have been highlighted through the continuation of departmental work session presentations which began in early June 2018 and will conclude in August 2018. Departmental presentations were given by each department of the City covering the areas of cost containment, budget emphasis and performance measurement and improvements. Baseline budgets were developed for the City’s General Fund and Utility Funds that assumed a “no increase” assumption in rates, fees, and taxes. These cost containment efforts have led to a recommended budget that includes rate reductions in the Solid Waste (approved mid-year in FY 2017-18), Electric and Wastewater Funds while maintaining Water rates flat from the prior year. For the General Fund, the proposed budget includes a one cent ($.01) increase over the calculated effective tax rate to be dedicated to capital projects. The capital projects include the replacement of the City’s radio system that primarily supports public safety, the design of Fire Station #8, improvements to the Police firing range, the rehabilitation of the City’s Service Center facility, matching funds for the Mayhill Bridge at DCTA rail crossing project, reconstruction of Airport roads, and various street improvements including street reconstructions. Over the past several fiscal years, the City has also maintained a “managed vacancies” program to contain expenditures. Throughout the fiscal year, as position vacancies and attrition rates dictate, vacant positions are evaluated by City Management and, according to the needs of the organization, positions are filled or eliminated. For FY 2018-19, the managed vacancy program will be continued, and the savings budgeted for the upcoming fiscal year is $2.0 million in the General Fund. Salary savings from vacancies are also budgeted in each utility fund. CITY OF DENTON | PROPOSED BUDGET 2018-19 20 - ¦¤±Ȍ²Message While this budget continues to make strides to implement the Strategic Plan, there are many objectives which will take several years to achieve. As such, the FY 2018-19 Budget continues to allocate available resources based on the City's Strategic Plan to achieve our goals. The pace of growth in the General Fund accelerated significantly in FY 2018-19.Sales tax revenues are expected to be approximately 7.0% above the prior fiscal year for FY 2017-18 and are estimated to grow at a rate of 5.0% in FY 2018-19. The proposed tax rate is a 1.7 cent decrease from the current rate of $0.637856 to $0.620477. Property values including growth in the City’s two tax increment reinvestment zones, grew significantly with an increase of 9.7% over the prior year tax roll. However, tax year 2018 marks the first year of the Over 65/Disabled tax limitation (freeze) which represents approximately $1.25 billion in value (9.9% increase from the prior year). Since eligible homeowners pay the same amount of taxes as the prior year, the loss of taxable value represents a loss of approximately $500,000 in revenue to the City. Franchise fees are expected to grow by 3.4% or $421,851 in FY 2018-19, and all the growth is to be transferred to the Street Improvement Fund. The budget also includes an additional transfer of $622,000 from General Fund franchise fee revenue to the Street Improvement Fund. This is the third year of a ten year plan to move all franchise fees to the Street Improvement Fund. This budget continues to give top priority to increasing funding for maintaining and repairing streets throughout the City. In 2011, the Strategic Plan specifically identified improving street infrastructure as a major goal. In response to this goal, the FY 2011-12 Budget created the Street Improvement Fund to provide a dedicated mechanism to account for street maintenance and improvement activities. The 2012 and 2014 Bond Elections also provided increased funding, and the planned debt issuance in FY 2018-19 for this purpose is $7.75 million. The total operating funding for street maintenance has increased from $4.36 million in FY 2008-09 to $15.09 million for FY 2018-19. Compared to FY 2017-18, budgeted revenue is projected to increase by $1,129,260 from $13,961,195 to $15,090,455 in the Street Improvement Fund for FY 2018-19. Additionally, in an effort to accelerate and complete the reconstruction of street segments identified in the 2012 and 2014 Bond Elections, the FY 2018-19 includes funding to pay debt service on $11.575 million in Certificate of Obligation (COs) for this purpose. The five-year financial plan estimates an increase in the total operating maintenance funding for the City’s Street Improvement Fund to approximately $19.8 million by FY 2022-23. The combination of increased operating funding along with the issuance of debt shows the strong commitment to improving our streets. In the future, the City staff will continue efforts to identify additional funding for street maintenance activities along with potential future debt issuances for street reconstruction to continue to improve the condition of the City's streets over the long term. In addition to improving the City’s street infrastructure, the enhancement of public safety is also identified in the Strategic Plan as a major initiative. Accordingly, the FY 2018-19 General Fund budget includes $1,883,399 in funding enhancements for public safety programs. These funding enhancements are in addition to the planned sales of Certificates of Obligation in FY 2017-18 to CITY OF DENTON | PROPOSED BUDGET 2018-19 21 - ¦¤±Ȍ²Message fund the replacement of the City’s radio system primarily used by public safety and to fund the design of Fire Station 8. This budget includes the funding of a 7 new positions in the Police Department, 3 new Fire Fighters for Station 8, various equipment in the Fire Department and 3 new positions in dispatch (public safety communication). The General Fund budget includes $1,005,539 in enhancements to Neighborhood Services including a new software package for Development Services, additional funding for an enhanced right-of-way maintenance program, increase in various Parks personnel and funding for property maintenance outsourcing. Administrative and Community Services supplemental programs are funded at $982,674in the General Fund. This supplemental funding includes additional polling locations in the city, 2 new positions in Internal Audit, funding for the renovation of 651 Mayhill for the Traffic Division and for increased janitorial service and maintenance at City facilities. Funding of $150,000 for traffic signal maintenance is also included in the General Fund. In addition to the funding enhancements for FY 2018-19, several one-time items are to be funded in FY 2017-18 from available resources in the General Fund. These additional resources are primarily due to higher sales tax collections. These one-time improvements total $193,191 and include: $65,000 for Fire equipment, $33,033 for Police equipment, $59,500 for Library supplies and a Master Plan, and $35,658 for various improvements in the Legal Department and Municipal Court. Additionally, the City Council approved two budget amendments in early FY 2017-18 to fund one-time capital projects as a result of higher sales tax collections in FY 2016-17 that increased the fund balance by approximately $3.6 million. These one-time capital projects included small transportation capacity improvements across the city as well as funding to construct the Vela Soccer Complex. The overall FY 2018-19 Budget for all funds is $1.19billion and includes 1,667.66 Full-Time Equivalent positions (FTEs). A comprehensive summary of the budget is provided in the Budget Overview section of this document. The key elements of the budget include the following: The total proposed tax rate is $0.620477per $100 of assessed valuation which is 1.7 cents less than the prior year. Of this amount $0.402932 is provided for operations and maintenance and $0.217545 is for debt service. The rate for debt service has increased from $0.207545 to $0.217545 to continue implementation of the 2014 bond election program but also to pay debt service on approximately $30 million of additional capital improvements. The effective tax rate is $0.685168, and the rollback tax rate is $0.729101 as calculated per state law. The estimated average residential tax payment at the proposed tax rate will increase from $1,366 to $1,447 based on the increase in average home value from $214,136 to $233,241. This increase in the average tax payment of $81 will be offset by the average decrease of $9 in City average residential utility rates. As detailed in the Budget Overview section of this document, the proposed budget calls for a combined net increase of 28.45FTEs for all funds compared to the FY 2017-18 budgeted positions (1,639.21). The proposed additions include: CITY OF DENTON | PROPOSED BUDGET 2018-19 22 - ¦¤±Ȍ²Message o 3.0 FTEs for Fire Station 8 for the Fire Department o 7.0 FTEs in the Police Department o 3.0 FTEs in Dispatch (Public Safety Communications) o 3.1 FTEs in Parks o 2.0 FTEs in Internal Audit o 1.0 FTE in Facilities Management o 0.5 FTE in Library o 2.0 FTEs in Electric (for Denton Energy Center) o 1.0 FTE in Water o 1.5 FTEs in Wastewater (for Drainage & Watershed Protection) o 1.0 FTE in Fleet Management o 1.0 FTE in Technology Services o 11.0 FTEs in Engineering o 1.6 FTEs in Parks (Recreation Fund) o Offset by the reductions in: Solid Waste (11.0 FTEs) & Tree Mitigation (1.0 FTE) No base rate change and one year suspension of the TCRF (Transmission Cost Recovery Factor) for net residential customer decrease of 3.5% with minor variances across customer classes for our Electric customers. No rate changes for our Water customers. A 5% rate reduction for our Wastewater customers. No rate changes for our Solid Waste customers beyond the 12% mid-year reduction provided to residential customers in FY 2017-18. For an average residential customer, the combined monthly cost for electric, water, wastewater, and solid waste service will decrease from $253.88 to $244.12, which is an approximate decrease of 3.8%. A 3% average merit increase for non-civil service employees and increases for employees to bring them to the minimum of their pay range. Pay adjustments for Police and Fire civil service employees in accordance to their meet and confer agreements to reach the market average plus 5%, normally programmed Step increases, and the second year of wellness incentive pay. The FY 2018-19 Budget has been developed within the context of a five-year financial plan and the long-term infrastructure needs of the community. The purpose of this approach is to provide a long-term and financially sustainable perspective for decisions in the coming fiscal year. As we develop future forecasts, we will continue to evaluate our ability to fund our strategic priorities and maintain a balance between revenues and expenditures. Each utility budget is developed within the context of long-range strategic and financial plans and is based on strategies that support and strengthen the financial health of each utility. The Five- Year Financial Forecast will be reviewed and revised annually as necessary to support utility objectives, and the key assumptions for these plans are described in this document. The budget includes a FY 2018-19 Capital Improvement Program (CIP) of $109.5 million. This includes $57.6 million of revenue funded capital projects, $19.4 in General Obligation Bonds from CITY OF DENTON | PROPOSED BUDGET 2018-19 23 - ¦¤±Ȍ²Message the 2014 bond election and $32.5 million in Certificates of Obligation ($26.7 million for Utility projects and $5.8 million for General Government projects). The General Obligation Bonds are planned for street reconstruction, street expansions on sections of Ruddell Street and Bonnie Brae Street, along with drainage and park improvements. The General Government projects to be funded by Certificates of Obligation are vehicle/equipment replacements and the facility maintenance program. The City’s Economic Development Department continues to work on growing sales tax revenue and property values. The retail and restaurant development at Rayzor Ranch, Unicorn Lake and the vibrant downtown area continue to grow. The opening of the Denton Convention Center and Embassy Suites Hotel has a 60 percent occupancy rate, which has a positive impact at Rayzor Ranch Town Center. Also open is the eight-screen Alamo Draft House, the 270,000 square foot Rooms To Go, and Cheddar’s Scratch Kitchen. In May, the ground breaking ceremony for the 300 unit luxury apartments that will flank the town center, kicked-off its construction. Currently under construction is Andy B’s 40,000 square foot entertainment venue, 24,500 square feet of already leased retail space, two medical offices, and an IHOP restaurant.Construction on a second runway at the City’s airport will begin in fall 2018 to facilitate increased aircraft size, activity and development. In the West Park industrial area, U. S. Cold Storage is nearing a fall 2018 completion on a 500,000square foot cold storage warehouse and distribution center that is located on 40 acres. The 65 acres west of US Cold Storage is under contract for a new 350,000 square foot refrigerated distribution center. In spite of a devastating fire on the face of the square, in December, 2017, downtown merchants continue to see increases in pedestrian traffic and sales. Monroe- Pearson, a renovated wedding and event center on E. Oak Street, opened in April 2018. Between April and July, they have booked 63 weddings which brought more than 10,000 guests downtown. Residential building permits continue to grow, adding new residents to shop, dine and enjoy these new establishments. I sincerely thank the members of the Denton City Council for their hard work and dedication to the Citizens of Denton. The input of the City Council and Public Utilities Board has been invaluable in the preparation of the FY 2018-19 Budget, Capital Improvement Plan (CIP), and Five Year Financial Forecast. Appreciation is also expressed to members of the professional staff, particularly in the Finance Department for their diligence in the preparation of the Budget. With significant investments in our organization, people, and infrastructure, I am confident that this Budget prepares the City of Denton for future success as well. With your support, and the dedication of our capable staff, we will ensure that quality services are provided to the citizens of Denton. Sincerely, Todd Hileman City Manager CITY OF DENTON | PROPOSED BUDGET 2018-19 24 BudgetCalendar CITY OF DENTON | PROPOSED BUDGET 2018-19 25 2¤ £¤±Ȍ²Guide MajorBudgetDocuments 1.TheBudgetInstructionManual 2.LongRangeFinancialForecast 3.TheBudgetOverviewand- ¦¤±Ȍ²Message 4.TheProposedBudget 5.TheAdoptedBudget CITY OF DENTON | PROPOSED BUDGET 2018-19 26 2¤ £¤±Ȍ²Guide TheBudgetProcess 1.BudgetTrainingforSupportStaff/BudgetGuidelineReview 2.RevenueProjection 3.ProposedBudgetDevelopment CITY OF DENTON | PROPOSED BUDGET 2018-19 27 2¤ £¤±Ȍ²Guide 4.ProposedBudgetAnalysis/Compilation 5.LongRangeFinancialForecast 6.CityCouncilBudgetStudy 7.PublicHearing/BudgetAdoption 8.CompilationofAdoptedBudget/BudgetMaintenance CITY OF DENTON | PROPOSED BUDGET 2018-19 28 2¤ £¤±Ȍ²Guide BudgetaryandFinancialPolicies FinancialStructure CITY OF DENTON | PROPOSED BUDGET 2018-19 29 2¤ £¤±Ȍ²Guide BudgetedFunds GeneralFund(majorfund) DebtServiceFund(majorfund) SpecialRevenueFunds StreetImprovementFundȟ RecreationFund TouristandConventionFundȟ CITY OF DENTON | PROPOSED BUDGET 2018-19 30 2¤ £¤±Ȍ²Guide PoliceConfiscationFundȟ PoliceAcademyFundȟ TrafficSafetyFundȟ EconomicDevelopmentInvestmentFundȟ DowntownReinvestmentFund ParksGasWellFundȟ RoadwayImpactFeeFundȟ TreeMitigationFund CITY OF DENTON | PROPOSED BUDGET 2018-19 31 2¤ £¤±Ȍ²Guide PublicEducationGovernment(PEG)Fundȟ . McKennaTrustFund ParkLandDedicationandDevelopmentTrustFunds DowntownTaxIncrementReinvestmentZoneFundȟ WestparkTaxIncrementReinvestmentZoneFund MiscellaneousSpecialRevenueFunds CITY OF DENTON | PROPOSED BUDGET 2018-19 32 2¤ £¤±Ȍ²Guide EnterpriseFunds(majorfunds) InternalServiceFunds TechnologyServicesFund MaterialsManagementFund FleetManagementFund CustomerServiceFund RiskRetentionFund CITY OF DENTON | PROPOSED BUDGET 2018-19 33 2¤ £¤±Ȍ²Guide HealthInsuranceFund EngineeringServicesFund BudgetBasis OrganizationalRelationships CITY OF DENTON | PROPOSED BUDGET 2018-19 3434 FountainMonolithbyJesusMoroles,November2016 CITY OF DENTON | PROPOSED BUDGET 2018-19 3535 HighwayMedallionatNorthTexasBlvd. CITY OF DENTON | PROPOSED BUDGET 2018-19 3636 StreetsidemuralalongShermanandBellintersection CITY OF DENTON | PROPOSED BUDGET 2018-19 37 StrategicPlan KeyFocusArea1:OrganizationalExcellence Goal1.1Managefinancialresourcesinaresponsiblemanner. Goal1.2Developahighperformanceworkforce. Goal1.3Promoteeffectiveinternalandexternalcommunication. Goal1.4Achievehighlevelofcustomersatisfaction. Goal1.5Utilizetechnologytoenhanceefficiencyandproductivity. Goal1.6Collaboratewithlocal,regional,state,andfederalpartners. KeyFocusArea2:PublicInfrastructure Goal2.1OptimizeresourcestoimprovequalityofCityroadways. Goal2.2Seeksolutionstomobilitydemandsandenhanceconnectivity. Goal2.3Promotesuperiorutilityservicesandfacilities. Goal2.4Managedrainageinfrastructure. Goal2.5DevelopCapitalImprovementProgram(CIP)basedoncommunityneeds. KeyFocusArea3:EconomicDevelopment Goal3.1Developtargetedpoliciesandincentivestoachievedesiredeconomicgrowth. Goal3.2MakeDentonadestinationforvisitors. Goal3.3Promoteabusinessfriendlyenvironment. Goal3.4Encouragedevelopment,redevelopment,recruitment,andretention. KeyFocusArea4:Safe,LiveableandFamilyFriendlyCommunity Goal4.1Enhancepublicsafetyinthecommunity. Goal4.2SeekcleanandhealthyneighborhoodsinDenton. Goal4.3Providequality,diverse,andaccessibleneighborhoodservicesforthecommunity. Goal4.4Provideandsupportoutstandingleisure,cultural,andeducationalopportunities. Goal4.5Providesupporttocitizensinneedthroughsocialserviceagenciesandprograms. KeyFocusArea5:Sustainable&EnvironmentalStewardship Goal5.1Manage$¤³®Ȍ²waterresources. Goal5.2Improveairqualityandgreenhousegasmanagement. Goal5.3Improveenergyefficiencyandconservation. Goal5.4Managelanduseandpreserveopen/naturalspaces. Goal5.5Providealternativemodesoftransportation. Goal5.6Promotesustainablematerialsresourcemanagement. Goal5.7Encouragelocalfoodproduction. CITY OF DENTON | PROPOSED BUDGET 2018-19 38 StrategicPlan SERVICEAREAKFA1KFA2KFA3KFA4KFA5 UTILITIES Electric Water Wastewater SolidWaste INTERNALSERVICES TechnologyServices MaterialsManagement Fleet Risk NEIGHBORHOODSERVICES BuildingInspection CommunityImprovementServices Libraries ParksandRecreation Planning GasWellOperations CommunityDevelopment PUBLICSAFETY AnimalServices Fire Police MunicipalCourt TRANSPORTATION Airport Streets Traffic/Transportation ADMINISTRATIVESERVICES City- ¦¤±Ȍ²Office EconomicDevelopment FacilitiesManagement Finance HumanResources InternalAudit Legal PublicCommunications KeyFocusArea1:OrganizationalExcellence KeyFocusArea2:PublicInfrastructure KeyFocusArea3:EconomicDevelopment KeyFocusArea4:Safe,LiveableandFamilyFriendlyCommunity KeyFocusArea5:Sustainable&EnvironmentalStewardship CITY OF DENTON | PROPOSED BUDGET 2018-19 39 StrategicPlan WorkPlanstoImplementtheKeyFocusAreasinFY201718 KFA1:OrganizationalExcellence StrategicInitiative#1.1 StrategicInitiative#1.2: StrategicInitiative#1.3: WorkPlanforKeyFocusArea#1 ЋЉЊАЊБƚƩƉtƌğƓğƩŭĻƷ5ğƷĻ ImplementonlinepaymentandcitizenservicerequestsystemsQuarter1 LaunchabimonthlynewsletterforcitizensandstakeholdersQuarter1 ExpandopendatainitiativesandimprovescitizenaccesstoinformationQuarter4 HoldregularperformancemanagementmeetingswithdepartmentsandexecutiveQuarter4 team Offerkeyindicatorsofthe/źƷǤ͸ƭperformancethroughanonlinedashboardQuarter1 EvaluatepurchasingandcontractmanagementpoliciesandproceduresQuarter3 CITY OF DENTON | PROPOSED BUDGET 2018-19 40 StrategicPlan PerformanceMeasuresforKeyFocusArea#1 tĻƩŅƚƩƒğƓĭĻaĻğƭǒƩĻƭğƩŭĻƷbǒƒĬĻƩ Percentageoffirstcontactresolutionsforcustomerrequestsandissues85% Percentageofbillingaccuracy99% Percentageofpaymentsprocessedviaonlineselfservice55% RatingofthewebsiteasaͻƒğƆƚƩsourceofźƓŅƚƩƒğƷźƚƓͼ65% NumberoffollowersacrossallCitysocialmediaplatforms165,000 PercentageofactualGeneralFundrevenuecomparedtobudgetedrevenue100% PercentageofactualGeneralFundexpenditurescomparedtobudgetedexpenditures<100% Annualrateofreturn1.25% KFA2:PublicInfrastructure StrategicInitiative#2.1: StrategicInitiative#2.2: StrategicInitiative#2.3: StrategicInitiative#2.4: WorkPlanforKeyFocusArea#2 ЋЉЊАЊБƚƩƉtƌğƓğƩŭĻƷ5ğƷĻ Complete80percentofconstructiononthenewWestParallelRunwayQuarter4 CompletetheAirportBusinessPlanUpdateQuarter4 Engageaconsultanttoassistwithreviewofrailroadcrossinginthecity,aswellasQuarter4 possibleQuietZones Complete85percentofscheduledstreetimprovementprojectsforFiscalYear201718Quarter4 Completethe2012and2014bondprogramsforstreetimprovementsQuarter4 CITY OF DENTON | PROPOSED BUDGET 2018-19 41 StrategicPlan PerformanceMeasuresforKeyFocusArea#2 tĻƩŅƚƩƒğƓĭĻaĻğƭǒƩĻƭğƩŭĻƷbǒƒĬĻƩ Percentageofbondfundedprojectscompleted85% Lanemilesofasphaltroadwayreconstructed12 Lanemilesofasphaltroadwayoverlaid15 Lanemilesofasphaltroadwaymicrosealed45 Milesofsidewalkconstructed2 NumberofacresofAirportlandnewlyleased7 KFA3:EconomicDevelopment StrategicInitiative#3.1: StrategicInitiative#3.2: StrategicInitiative#3.3: StrategicInitiative#3.4: WorkPlanforKeyFocusArea#3 ЋЉЊАЊБƚƩƉtƌğƓğƩŭĻƷ5ğƷĻ Activelyrecruitprospectsfromtargetindustries,asidentifiedbytheEconomicQuarter4 DevelopmentPartnershipBoard ImplementrecommendationstoimprovethedevelopmentreviewandbuildingQuarter1 inspectionsprocesses CompletetheDentonCode2030UpdateQuarter3 Completeupdatestobuildingstandardsanddesignpoliciesunderthe/źƷǤ͸ƭSiteDesignQuarter3 CriteriaManualandrelateddocuments CITY OF DENTON | PROPOSED BUDGET 2018-19 42 StrategicPlan PerformanceMeasuresforKeyFocusArea#3 tĻƩŅƚƩƒğƓĭĻaĻğƭǒƩĻƭğƩŭĻƷbǒƒĬĻƩ NumberofRFPsreturnedintargetindustrysectors20 Numberofworkforcedevelopmentactivitiesorgrantsfacilitated12 Numberofdowntownpropertiesredeveloped6 Numberofbusinessretentionvisitsinthedowntownarea24 Numberofbusinessretentionvisitsinareasotherthandowntown48 KFA4:Safe,Liveable,andFamilyFriendlyCommunity StrategicInitiative#4.1: StrategicInitiative#4.2: StrategicInitiative#4.3: WorkPlanforKeyFocusArea#4 ЋЉЊАЊБƚƩƉtƌğƓğƩŭĻƷ5ğƷĻ CompleteremodelofthePublicSafetyCommunicationsCenterQuarter4 PurchaseandimplementanewComputerAidedDispatch(CAD)systemtoupgradeQuarter3 technologyandimprovepublicsafetyresponse,dataandrecords ImplementanAutomaticFireStationAlertingSystemQuarter4 AddoneFiremedicunitintheNortheastDentonareaQuarter3 CompleteconstructionofFireStation#4Quarter2 UseGISmappingtodeterminepopulationdistributioninrelationtoCityrecreationalQuarter4 amenities ImplementrecommendationsfromtheDentonParksplaygroundreplacementplanQuarter4 ContinuepartnershipwiththeDentonCountyHomelessLeadershipteamtocollectandQuarter4 analyzedataonhousingandserviceneeds DevelopacomprehensivepubliceducationprogramtoeducateresidentsoncodeQuarter4 requirements EngageŷƚƒĻƚǞƓĻƩƭ͸associationsandneighborhoodgroupstoimproveneighborhoodsQuarter4 throughcodecompliance CITY OF DENTON | PROPOSED BUDGET 2018-19 43 StrategicPlan PerformanceMeasuresforKeyFocusArea#4 tĻƩŅƚƩƒğƓĭĻaĻğƭǒƩĻƭğƩŭĻƷbǒƒĬĻƩ Percentageofresolvedneighborhoodcomplaints75% Percentageofactivestructurefiresrespondedtowithinfiveminutesorless90% Averageunitturnouttime(timefromwhena911dispatchisreceivedtowhenunits1.20 areenroute) NumberofspecialeventshostedbytheParks&RecreationDepartment8 NumberofindividualsreachedbytheDentonPublicLibraryͻ5t\[ЋDhͼoutreachservice5,000 Numberofͻ5t\[ЋDhͼoutreachevents60 KFA5:SustainableandEnvironmentalStewardship StrategicInitiative#5.1: StrategicInitiative#5.2: StrategicInitiative#5.3: WorkPlanforKeyFocusArea#5 ЋЉЊАЊБƚƩƉtƌğƓğƩŭĻƷ5ğƷĻ CompleteconstructionoftheDentonEnergyCenterQuarter4 CompleteconstructionofCell3toexpandcapacityatthelandfillQuarter4 ContinuetoimprovecontinuityandinfrastructureforbikeandpedestrianQuarter4 transportation Engagethecommunityandupdatethe/źƷǤ͸ƭ2012SustainabilityPlanQuarter2 Reviewthe/źƷǤ͸ƭrenewableenergyportfolioandpresentoptionstoincreaseQuarter1 renewableenergy CITY OF DENTON | PROPOSED BUDGET 2018-19 44 StrategicPlan PerformanceMeasuresforKeyFocusArea#5 tĻƩŅƚƩƒğƓĭĻaĻğƭǒƩĻƭğƩŭĻƷbǒƒĬĻƩ Poundsofwastedisposedpercapita1,900 Milesofonstreetbikeinfrastructure,suchasbikelanesandsharrows,addedduring7 FiscalYear201718 Numberoftransportationsafetyeducationopportunitiesandevents11 NumberofsustainabilityrelatedworkshopshostedbytheCity35 PercentageofGreenSenseRebatefundingexpended100% CITY OF DENTON | PROPOSED BUDGET 2018-19 4545 ȏ%¢¢¤(®¬®ȐSculptedbyOctavioMedellinSeptember2012 CITY OF DENTON | PROPOSED BUDGET 2018-19 4646 WomanofJusticeattheCityofDentonPoliceDepartmentandMunicipalCourtBuilding CITY OF DENTON | PROPOSED BUDGET 2018-19 47 &¨²¢ « 9¤ ± ΕΓΔΛȃ19 "´£¦¤³ /µ¤±µ¨¤¶ 4§¤ &¨²¢ « 9¤ ± ΑΏΐΗΑΏΐΘ ¯±®¯®²¤£ ¡´£¦¤³ ¥®± «« ¥´£² ³®³ «² ͡1,ΐΗΗǾΒΏΓǾΗΐΘǾ ΐȁΒΘυ ¨¢±¤ ²¤ ov¤± « ²³ ¥¨²¢ « ¸¤ ±ȁ '¤¤± « &´£ 2¤²¤±µ¤ ,¤µ¤« 4§¤ #¨³¸ ®¥ $¤³® ¬ ¨³ ¨² '¤¤± « &´£ ±¤²¤±µ¤ ¡ « ¢¤ ¥®± ´ ³¨¢¨¯ ³¤£ ¤·¯¤£¨³´±¤²Ǿ ´¥®±¤²¤¤ ±¤µ¤´¤ ¥«´¢³´ ³¨®²Ǿ ®± ®³§¤± £µ¤±²¤ ¢¨±¢´¬²³ ¢¤²ȁ 4® ¤²´±¤ ³§ ³ ±¤²®´±¢¤² ±¤ µ ¨« ¡«¤ 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³§±®´¦§ /±£¨ ¢¤ .®ȁ ΑΏΐΑȃΒΕΕǾ ¶§¨¢§ ¶ ² £®¯³¤£ ® $¤¢¤¬¡¤± ΐΗǾ ΑΏΐΑȁ 4§¤ ¥´£ ¢¢®´³² ¥®± ³§¤ ³ · ±¤µ¤´¤² ³§ ³ ±¤ ¢®««¤¢³¤£ ¡®µ¤ ³§¤ &9 ΑΏΐΑȃΐΒ «¤µ¤«²ȁ 4§¤ ¡ ²¤ µ «´¤ ¥®± 4)2: ͰΑ ¨² ͡ΐΐΘǾΓΔΗȁ 4§¤ #¨³¸ £ $¤³® #®´³¸ ¢®³±¨¡´³¤ ΓΏυ ®¥ ³§¤ ³ · ¨¢±¤¬¤³ ³® ³§¨² ¥´£ȁ 4§¤ ΑΏΐΗ ¢¤±³¨¥¨¤£ µ «´¤ ¨² ͡ΕΗǾΔΓΘǾΕΕΑ ¶§¨¢§ ±¤¯±¤²¤³² ¨¢±¤¬¤³ « µ «´¤ ®¥ ͡ΑΖǾΒΖΑǾΏΗΑȁ F®± &9 ΑΏΐΗȃ19Ǿ ±¤µ¤´¤² ®¥ ͡ΑΒΓǾΘΒΐ ±¤ ¨¢«´£¤£ȁ CITY OF DENTON | PROPOSED BUDGET 2018-19 72 &¨²¢ « 9¤ ± ΕΓΔΛȃ19 "´£¦¤³ /µ¤±µ¨¤¶ -¨²¢¤«« ¤®´² 3¯¤¢¨ « 2¤µ¤´¤ &´£² 0¤±¨®£¨¢ ««¸ ³§¤ #¨³¸ ±¤¢¤¨µ¤² £® ³¨®² ¥±®¬ ³§¤ ¢®¬¬´¨³¸ ¥®± ²¯¤¢¨ « ¯´±¯®²¤²ȁ 4§¤ -¨²¢¤«« ¤®´² 3¯¤¢¨ « 2¤µ¤´¤ &´£² ¢®²¨²³² ®¥ ²¤¯ ± ³¤ £® ³¨® ¢®««¤¢³¨®² ¥®± 0®«¨¢¤Ǿ &¨±¤Ǿ !¨¬ « #®³±®«Ǿ ,¨¡± ±¸Ǿ £ 0 ±ª²ȁ 2¤µ¤´¤ £ ¤·¯¤²¤² ¥®± ³§¤²¤ ¥´£² ¶¨«« ¡¤ ±¤¯±¤²¤³¤£ ¨£¨µ¨£´ ««¸ ¥®± ¡´£¦¤³¨¦ ¯´±¯®²¤²ȁ CITY OF DENTON | PROPOSED BUDGET 2018-19 7373 CityHallFountain CITY OF DENTON | PROPOSED BUDGET 2018-19 7474 TheThreeGracesFaith,Hope,&CharityȟJohnThomasCampbell1976 CITY OF DENTON | PROPOSED BUDGET 2018-19 75 BUDGETRESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALOPERATINGRESOURCES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALOPERATINGEXPENDITURES TOTALEXPENDITURES CITY OF DENTON | PROPOSED BUDGET 2018-19 76 CONSOLIDATEDFUNDSSUMMARY MajorFundsNonMajorFunds 201819201819201819201819201819201819 PROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSED PROJECTED APPROPRIABLEFUND BALANCEFY201617 $31,726,073$117,429,230$5,409,145$9,012,902$16,639,545$180,216,895 REVENUES s SubtotalRevenue Transfersfromotherfunds TOTALREVENUES127,807,729$$293,857,299$89,776,366$91,089,763$29,632,136$632,163,294 TOTALRESOURCES159,533,802$$411,286,529$95,185,511$100,102,665$46,271,681$812,380,189 EXPENDITURES s SubtotalAppropriation Transferstootherfunds TOTALEXPENDITURES129,206,433$$331,464,225$90,278,691$93,813,390$29,960,420$674,723,159 ENDINGFUNDBALANCE30,327,369$$79,822,304$4,906,820$6,289,275$16,311,261$137,657,030 NETCHANGEINFUND BALANCE $(1,398,704)$(37,606,926)$(502,325)$(2,723,627)$(328,284)$(42,559,865) CITY OF DENTON | PROPOSED BUDGET 2018-19 77 PROJECTEDAPPROPRIABLEFUNDBALANCES PROJECTEDPROJECTED APPROPRIABLEAPPROPRIABLEAPPROPRIABLE FUNDESTIMATEDESTIMATEDFUNDPROPOSEDPROPOSEDFUND (1)(1)(1) BALANCEBALANCE BALANCEREVENUESEXPENDITURESREVENUESEXPENDITURES 101172017182017189301820181920181993019 GeneralFund EnterpriseFunds EnterpriseFundsSubtotal$131,948,310$299,557,110$314,076,190$117,429,230$293,857,299$331,464,225$79,822,304 InternalServiceFunds InternalServiceFundsSubtotal$13,733,333$78,379,956$83,100,387$9,012,902$91,089,763$93,813,390$6,289,275 SpecialRevenueFunds SpecialRevenueFundsSubtotal$18,337,676$25,179,339$26,877,470$16,639,545$29,632,136$29,960,420$16,311,261 TOTAL$201,199,237$612,261,088$633,243,430$180,216,895$632,163,294$674,723,159$137,657,030 CITY OF DENTON | PROPOSED BUDGET 2018-19 78 POSITIONSUMMARY PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALGENERALFUND PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALOTHERFUNDS TOTALALLFUNDS CITY OF DENTON | PROPOSED BUDGET 2018-19 79 ESTIMATEDADVALOREMTAXCOLLECTIONS&DISTRIBUTION CityofDentonOverallTaxCollections x x SubtotalTaxLevy SubtotalTaxLimitationActualTax TOTALGENERALFUNDANDDEBTSERVICEREVENUE$69,715,912 (1) DowntownTIRZValue x x TOTALDOWNTOWNTIRZREVENUE516,619$ (2) WestparkTIRZValue x x TOTALWESTPARKTIRZREVENUE169,837$ TOTALTAXREVENUE70,402,368$ TAXRATEPER$100 201819 DISTRIBUTION201718201819REVENUEPERCENT SubTotal TOTAL$70,402,368 CITY OF DENTON | PROPOSED BUDGET 2018-19 80 GENERALFUND FiveYearForecast MajorAssumptions Revenue201819201920202021202122202223 Expenditures201819201920202021202122202223 CITY OF DENTON | PROPOSED BUDGET 2018-19 81 GeneralFund FiveYearForecast(inmillions) 201718201819201920202021202122202223 EstimateProposedProposedProposedProposedProposed BEGINNINGFUNDBALANCE $31.77$31.73$30.33$30.03$29.29$27.89 REVENUES$123.10$127.80$131.33$135.14$138.75$142.38 TOTALAVAILABLERESOURCES $154.87$159.53$161.66$165.17$168.04$170.27 EXPENDITURES $123.39$129.20$130.52$133.18$136.66$140.21 FUTURERECURRINGEXPENSES $1.11$2.70$3.49$4.27 TOTALEXPENDITURES $123.39$129.20$131.63$135.88$140.15$144.48 NETINCOME(LOSS)($0.29)($1.40)($0.30)($0.74)($1.40)($2.10) ENDINGFUNDBALANCE $31.48$30.33$30.03$29.29$27.89$25.79 EFFECTIVEFUNDBALANCE 25.5%23.5%22.8%21.6%19.9%17.8% RESERVETARGET(percent)2025%2025%2025%2025%2025%2025% CITY OF DENTON | PROPOSED BUDGET 2018-19 82 ELECTRIC FiveYearForecast(inmillions) 201718201819201920202021202122202223 EstimateProposedProjectedProjectedProjectedProjected BEGINNINGFUNDBALANCE$76.9$62.9$35.0$36.0$36.4$35.9 REVENUES$183.2$179.3$184.7$193.5$206.4$210.7 TOTALRESOURCESAVAILABLE$260.1$242.2$219.7$229.5$242.8$246.6 OPERATINGEXPENDITURES$183.2$179.3$183.7$193.1$206.4$200.4 PLANNEDRESERVEEXPENDITURES$14.0$27.9$0.0$0.0$0.5$0.0 TOTALEXPENDITURES$197.2$207.2$183.7$193.1$206.9$200.4 NETINCOME(LOSS)$14.0$27.9$1.0$0.4$0.5$10.3 1 $15.8$16.6$14.7$15.5$16.6$16.0 WORKINGCAPITALBALANCE 2 $47.1$18.4$21.3$20.9$19.3$30.2 OPERATINGRESERVEBALANCE $62.9$35.0$36.0$36.4$35.9$46.2 TOTALENDINGFUNDBALANCE $62.9$35.0$36.0$36.4$35.9$46.2 8.0%8.0%8.0%8.0%8.0%8.0% WORKINGCAPITALBALANCE 3 OPERATINGRESERVEBALANCE23.9%8.9%11.6%10.8%9.3%15.1% PROPOSEDRATEINCREASES0.0%0.0%0.0%0.0%0.0%0.0% CITY OF DENTON | PROPOSED BUDGET 2018-19 83 WATER FiveYearForecast(inmillions) 201718201819201920202021202122202223 EstimateProposedProjectedProjectedProjectedProjected BEGINNINGFUNDBALANCE$23.6$24.0$19.5$18.6$17.9$18.1 REVENUES$47.4$45.7$46.9$47.8$48.2$49.2 TOTALRESOURCESAVAILABLE$71.0$69.7$66.4$66.4$66.1$67.2 OPERATINGEXPENDITURES$47.0$45.7$46.9$47.8$48.0$47.3 PLANNEDRESERVEEXPENDITURES$0.0$4.5$0.9$0.7$0.0$0.0 TOTALEXPENDITURES$47.0$50.2$47.8$48.5$48.0$47.3 NETINCOME(LOSS)$0.4$4.5$0.9$0.7$0.2$1.9 $0.5$0.8$1.0$1.0$1.0$1.0 DEVLOPMENTPLANLINES 1 $3.8$4.0$3.8$3.9$3.9$3.8 WORKINGCAPITALBALANCE 2 $19.7$14.7$13.8$13.0$13.2$15.2 OPERATINGRESERVEBALANCE $24.0$19.5$18.6$17.9$18.1$20.0 TOTALENDINGFUNDBALANCE 8.0%8.0%8.0%8.0%8.0%8.0% WORKINGCAPITALBALANCE 3 OPERATINGRESERVEBALANCE41.9%29.3%28.8%26.7%27.5%32.1% PROPOSEDRATEINCREASES0.0%0.0%0.0%0.0%0.0% CITY OF DENTON | PROPOSED BUDGET 2018-19 84 WASTEWATER FiveYearForecast(inmillions) 201718201819201920202021202122202223 EstimateProposedProjectedProjectedProjectedProjected BEGINNINGFUNDBALANCE$19.2$19.2$14.5$12.9$12.6$11.5 REVENUES$33.3$32.8$32.8$33.0$33.5 $33.9 TOTALRESOURCESAVAILABLE$52.5$52.0$47.3$45.9$46.1$45.4 OPERATINGEXPENDITURES $33.3$32.8$32.8$33.0$33.5$33.1 PLANNEDRESERVEEXPENDITURES$0.0$4.7$1.6$0.3$1.1$0.0 TOTALEXPENDITURES$33.3$37.5$34.3$33.3$34.6$33.1 NETINCOME(LOSS)$0.0$4.7$1.6$0.3$1.1$0.8 $0.3$0.5$0.7$0.9$1.0$1.0 DEVLOPMENTPLANLINES 1 $2.7$3.0$2.7$2.7$2.7$2.6 WORKINGCAPITALBALANCE 2 $16.2$11.0$9.4$9.0$7.8$8.7 OPERATINGRESERVEBALANCE $19.2$14.5$12.9$12.6$11.5$12.3 TOTALENDINGFUNDBALANCE 8.0%8.0%8.0%8.0%8.0%8.0% WORKINGCAPITALBALANCE 3 OPERATINGRESERVEBALANCE48.5%29.4%27.5%27.2%22.4%26.2% PROPOSEDRATEINCREASES0.0%5.0%0.0%0.0%0.0%0.0% CITY OF DENTON | PROPOSED BUDGET 2018-19 85 SOLIDWASTE FiveYearForecast(inmillions) 201718201819201920202021202122202223 EstimateProposedProjectedProjectedProjectedProjected BEGINNINGFUNDBALANCE$9.5$8.7$8.4$8.9$10.2$13.0 REVENUES$34.1$34.5$35.9$37.3$38.8$40.2 TOTALRESOURCESAVAILABLE$43.6$43.2$44.3$46.2$49.0$53.2 OPERATINGEXPENDITURES$34.1$34.5$35.4$36.0$36.0$35.1 PLANNEDRESERVEEXPENDITURES$0.8$0.3$0.0$0.0$0.0$0.0 TOTALEXPENDITURES$34.9$34.8$35.4$36.0$36.0$35.1 NETINCOME(LOSS)($0.8)($0.3)$0.5$1.3$2.8$5.1 1 $2.8$2.8$2.8$2.9$2.9$2.8 WORKINGCAPITALBALANCE 2 $5.9$5.6$6.1$7.3$10.1$15.3 OPERATINGRESERVEBALANCE $8.7$8.4$8.9$10.2$13.0$18.1 TOTALENDINGFUNDBALANCE 3 8.0%8.0%8.0%8.0%8.0%8.0% WORKINGCAPITALBALANCE 3 16.9%16.1%17.2%20.3%28.1%43.6% OPERATINGRESERVEBALANCE PROPOSEDRATEINCREASES 0.0%0.0%0.0%0.0%0.0%0.0% CITY OF DENTON | PROPOSED BUDGET 2018-19 86 GENERALFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL CITY OF DENTON | PROPOSED BUDGET 2018-19 87 GENERALFUND RESOURCESUMMARY 201617201718201718201819 DESCRIPTIONACTUALBUDGETESTIMATEPROPOSED ADVALOREMTAXES TOTAL SALESTAX TOTAL OTHERTAXES TOTAL LICENSESANDPERMITS TOTAL CITY OF DENTON | PROPOSED BUDGET 2018-19 88 GENERALFUND RESOURCESUMMARY 201617201718201718201819 DESCRIPTIONACTUALBUDGETESTIMATEPROPOSED FRANCHISEFEES TOTAL FINESANDFEES TOTAL CITY OF DENTON | PROPOSED BUDGET 2018-19 89 GENERALFUND RESOURCESUMMARY 201617201718201718201819 DESCRIPTIONACTUALBUDGETESTIMATEPROPOSED SERVICEFEES TOTAL MISCELLANEOUSREVENUES TOTAL CITY OF DENTON | PROPOSED BUDGET 2018-19 90 GENERALFUND RESOURCESUMMARY 201617201718201718201819 DESCRIPTIONACTUALBUDGETESTIMATEPROPOSED RETURNONINVESTMENT TOTAL COSTOFSERVICETRANSFERS TOTAL TOTALREVENUES TOTALRESOURCES CITY OF DENTON | PROPOSED BUDGET 2018-19 91 GENERALFUND EXPENDITURESBYPROGRAMSUMMARY 201617201718201718201819 ACTUALBUDGETESTIMATEPROPOSED NEIGHBORHOODSERVICES PUBLICSAFETY RTATION TRANSPO ADMINISTRATIVE&COMMUNITYSERVICES TOTALEXPENDITURES CITY OF DENTON | PROPOSED BUDGET 2018-19 92 GENERALDEBTSERVICEFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES CITY OF DENTON | PROPOSED BUDGET 2018-19 93 ELECTRICFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL CITY OF DENTON | PROPOSED BUDGET 2018-19 94 ELECTRICFUND EXPENDITURESBYCLASSIFICATION 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 95 WATERFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL CITY OF DENTON | PROPOSED BUDGET 2018-19 96 WATERFUND EXPENDITURESBYCLASSIFICATION 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 97 WASTEWATERFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL CITY OF DENTON | PROPOSED BUDGET 2018-19 98 WASTEWATERFUND EXPENDITURESBYCLASSIFICATION 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718 CITY OF DENTON | PROPOSED BUDGET 2018-19 99 SOLIDWASTEFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL CITY OF DENTON | PROPOSED BUDGET 2018-19 100 SOLIDWASTEFUND EXPENDITURESBYCLASSIFICATION 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 101 AIRPORTFUND RESOURCEANDEXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 102 CUSTOMERSERVICEFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 103 TECHNOLOGYSERVICESFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITUES R PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL COSTCostofServiceTransfer CITY OF DENTON | PROPOSED BUDGET 2018-19 104 TECHNOLOGYSERVICESFUND EXPENDITURESBYCLASSIFICATION 201617201718201718201819 EXPENDITUREACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 105 MATERIALSMANAGEMENTFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL CITY OF DENTON | PROPOSED BUDGET 2018-19 106 MATERIALSMANAGEMENTFUND EXPENDITURESBYCLASSIFICATION 201617201718201718201819 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819 FY201718 CITY OF DENTON | PROPOSED BUDGET 2018-19 107 FLEETMANAGEMENTFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL RBUDGETITE MAJOMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 108 RISKRETENTIONFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 109 HEALTHINSURANCEFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYCLASETESTIMATEPROPOSED SIFICATIONACTUALBUDG TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 STDShortTermDisability LTDLongTermDisability CITY OF DENTON | PROPOSED BUDGET 2018-19 110 ENGINEERINGSERVICESFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL CITY OF DENTON | PROPOSED BUDGET 2018-19 111 ENGINEERINGSERVICESFUND EXPENDITURESBYCLASSIFICATION 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 112 STREETIMPROVEMENTFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 113 RECREATIONFUND RESOURCEANDEXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 114 TOURIST&CONVENTIONFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED SUBTOTALRECURRINGEXPENSES SUBTOTALONETIMEEXPENSES TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 115 POLICECONFISCATIONFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 116 POLICEACADEMYFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 117 TRAFFICSAFETYFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 118 DOWNTOWNREINVESTMENTFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 119 ECONOMICDEVELOPMENTINVESTMENTFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 120 PARKSGASWELLFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 121 TREEMITIGATIONFUND RESOURCE&EXPENDITURESUMMARY 201516 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALRESOURCES TOTALRESOURCES 201617201718201718201819 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201617201718201718201819 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 122 ROADWAYIMPACTFEEFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALRESOURCES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 123 PUBLICEDUCATIONGOVERNMENT(PEG)FUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 124 MCKENNATRUSTFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 125 PARKLANDDEDICATIONTRUSTFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 126 PARKDEVELOPMENTTRUSTFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 127 DOWNTOWNTAXINCREMENTREINVESTMENTZONEFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 128 WESTPARKTAXINCREMENTREINVESTMENTZONEFUND RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 129 MISCELLANEOUSDONATIONSFUNDS RESOURCE&EXPENDITURESUMMARY 201617201718201718201819 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201617201718201718201819 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201718FY201819 CITY OF DENTON | PROPOSED BUDGET 2018-19 130 GRANTSBUDGET EXPENDITURESUMMARY DESCRIPTION UNSPENT GRANTEXPIRATIONGRANT GRANTNAMEYEARDATEAMOUNTTYPEAMOUNT TOTALCOMMUNITYDEVELOPMENT$6,513,934$3,637,048 TOTALPUBLICSAFETY$1,019,112$1,019,112 TOTALTRANSPORTATION$117,330,572$72,916,353 TOTALOTHER$285,500$285,500 GRANDTOTAL$125,149,118$77,858,013 GrantTotals$125,149,118$77,858,013 CITY OF DENTON | PROPOSED BUDGET 2018-19 131 HUMANSERVICESADVISORYCOMMITTEE FUNDING FY201718FY201819FY201819FY201819 AgencyContributionsRecommendedCDBGGeneralFund SUBTOTAL$307,355$471,000$148,500$322,500 TOTAL$629,738$471,000$148,500$664,106 CITY OF DENTON | PROPOSED BUDGET 2018-19 132132 GreenbriarVaseȟHarianButt CITY OF DENTON | PROPOSED BUDGET 2018-19 133133 JamesSurlsartattheDentonCivicCenter CITY OF DENTON | PROPOSED BUDGET 2018-19 134134 GeorgeCadellWoodSculpture CITY OF DENTON | PROPOSED BUDGET 2018-19 135 CapitalImprovementProgram(CIP)ProposedBudget TOTALPLANNED PROGRAMMEDOTHERGOCORBTOTAL 123 ISSUANCES AVAILABLEISSUANCES DIVISIONFUNDINGISSUANCESPROPOSED TOTAL$399,136$57,684$19,370$32,450$$508,640 DollarsinThousands CITY OF DENTON | PROPOSED BUDGET 2018-19 136 E XECUTIVE S UMMARY ȟG ENERAL G OVERNMENT P ROPOSED C APITAL I MPROVEMENT P ROGRAM 2014BondElection(Proposition1)ȟStreetsProjects 2014BondElection(Proposition2)ȟPublicSafetyProjects 2014BondElection(Proposition3)ȟDrainageProjects 2014BondElection(Proposition4)ȟParksProjects 5.Vehicles 6.Facilities CITY OF DENTON | PROPOSED BUDGET 2018-19 137 ProposedFiveYearCapitalImprovementProgram GeneralGovernment CashRequirements (InThousands) CATEGORY201819201920202021202122202223TOTAL GeneralObligationBonds19,37014,66516,00016,00016,00082,035 CertificatesofObligation5,8106,4603,8803,9003,90023,950 RevenueFunded2,3001,1001,1001,1001,1006,700 GRANDTOTAL27,480$$22,225$20,980$21,000$21,000$112,685 GRANDTOTAL27,480$ PlannedBondSale25,180$ CITY OF DENTON | PROPOSED BUDGET 2018-19 138 ProposedFiveYearCapitalImprovementProgram Electric CashRequirements (InThousands) CATEGORY201819201920202021202122202223TOTAL SubtotalDistribution15,91615,18614,39415,42320,85081,769 SubtotalTransmission7,59012,74919,06528,39820,15087,952 GRANDTOTAL$23,506$27,935$33,459$43,821$41,000$169,721 GRANDTOTAL$23,506 PlannedBondSale$7,590 CITY OF DENTON | PROPOSED BUDGET 2018-19 139 ProposedFiveYearCapitalImprovementProgram Water CashRequirements (InThousands) CATEGORY201819201920202021202122202223TOTAL GRANDTOTAL$29,209$25,039$27,506$24,547$11,228$117,529 GRANDTOTAL$29,209 PlannedBondSale$9,250 CITY OF DENTON | PROPOSED BUDGET 2018-19 140 ProposedFiveYearCapitalImprovementProgram Wastewater CashRequirements (InThousands) CATEGORY201819201920202021202122202223TOTAL SubtotalWastewater21,21015,72619,3965,8314,75866,921 SubtotalDrainage4,1091,9661,4471,2718769,669 GRANDTOTAL$25,319$17,692$20,843$7,102$5,634$76,590 GRANDTOTAL$25,319 PlannedBondSale$9,800 CITY OF DENTON | PROPOSED BUDGET 2018-19 141 ProposedFiveYearCapitalImprovementProgram SolidWaste CashRequirements (InThousands) CATEGORY201819201920202021202122202223TOTAL GRANDTOTAL$3,990$5,587$4,176$3,793$5,008$22,554 GRANDTOTAL$3,990 PlannedBondSale$ CITY OF DENTON | PROPOSED BUDGET 2018-19 142142 ArnoldAustaadFountainattheEmilyFowlerLibrary 2018-19 STRATEGIC PLANSTRATEGIC PLANSTRATEGIC PLANSTRATEGIC PLAN TABLE OF CONTENTS Introduction .................................... iii-vi Key Focus Area 1 ORGANIZATIONAL EXCELLENCE ............................................................1-2 Key Focus Area 2 PUBLIC INFRASTRUCTURE........................................................................ 3-4 Key Focus Area 3 ECONOMIC DEVELOPMENT....................................................................... 5-6 Key Focus Area 4 SAFE, LIVABLE & FAMILY-FRIENDLY COMMUNITY....................... 7-8 Key Focus Area 5 SUSTAINABLE & ENVIRONMENTAL STEWARDSHIP.................. 9-10 ABOUT Denton, Texas is the seat of Denton County, located at the apex of the Dallas-Fort Worth Metroplex, where I-35E meets I-35W. The City of Denton is a full-service organization that operates under the council-manager form of government. The Citys major revenue sources include property taxes, enterprise fees from City-owned utilities, sales tax, and general service fees. an airport; three libraries; 36 parks, 30 miles of trails, and six recreation centers, four aquatic facilities, and the 2,900 acre Clear Creek Natural Heritage Center. Denton ranks among the fastest-growing communities in Texas the Citys population is currently more than 130,000 residents and is projected to grow to more than 200,000 residents by 2030. According to a recent Oxford Economics Forecast, Denton was 28 and the median home value was $194,200. Denton has a higher-than-average proportion of residents with advanced degrees compared to both state and regional averages. Numerous national organizations have recognized Denton as a best place to live and visit. Denton is home to a popular downtown square with a historic courthouse; two state universities, the University of North Texas and Texas Womans University; multiple major manufacturing and distribution centers; state-of-the-art medical facilities; and an emerging technology industry. Denton is recognized as a culture center for music and the arts and boasts a vibrant live music and festival scene. iii DENTON CITY COUNCIL MayorMayor Pro-Tem Gerard Hudspeth Chris Watts John Ryan District 1 District 4 Keely G. BriggsDon DuffDeb ArmintorPaul Meltzer District 2District 3At Large Place 5At Large Place 6 iv ABOUT THIS PLAN The City of Denton Strategic Plan is an action-oriented road map designed to guide the organization toward achieving its mission and evidence-based measures of performance across all categories of City services. The Strategic Plan was developed in accordance with the Citys vision, mission, and core organizational values. These guiding principles are interrelated and form the basis for our strategic direction. Further, the Citys vision, mission, and core values are emphasized through an increasingly data-driven management approach, which helps ensure we are tracking and continuously improving the initiatives that matter most to our residents and community. VISION We achieve this by providing high quality of life through excellence in education, VISION entertainment, and employment; neighborhood vitality and sustainability; environmental MISSION CORE The City of Denton will foster an environment that will deliver extraordinary quality services MISSION VALUES and products through stakeholder, peer group, and citizen collaboration; leadership and CORE VALUES Integrity Fiscal Responsibility Transparency Outstanding Customer Service DEFINING SUCCESS Below is a glossary of terms commonly used in this document. Fiscal Year 2018-19 extends from Oct. 1, 2018 through Sept. 30, 2019. Key Focus Areas (KFAs) Citys Vision, Mission, and Values. Strategic Initiatives are the multi-year, measurable goals set for each KFA. Work Plans Plan actions are measurable in nature, and progress is tracked through corresponding Performance Measures. Performance Measures are the Citys sources of data or information that will help us track our ongoing progress for Work Plan actions or toward an overall Strategic Initiative. For example, the Citizen Survey is used to measure citizen satisfaction rates. NEXT STEPS FOR STRATEGIC PLAN DEVELOPMENT provide status updates and seek feedback throughout this process to ensure necessary metrics are in place to achieve the City Councils policy objectives. As a result of this initiative, it is our goal to make the Strategic Plan a more dynamic document that is updated throughout the year and is more closely linked to the resource allocation process. v 2018-19 STRATEGIC PLAN SUMMARY 1) Organizational Excellence; 2) Public Infrastructure; 3) Economic Development; 4) Safe, Livable & Family-Friendly Community; and 5) Sustainable & Environmental Stewardship. Below is a summary of our multi-year goals, known as Strategic Initiatives, for each of these focus areas. Key Focus AreaStrategic Initiatives 1.1 Increase overall satisfaction rate with customer service from 70 to 80 percent by 2020. 1.2 Improve positive rating of information sharing and communications with the public from 53 to 60 percent by 2020. Organizational 1.3 Increase percentage of residents positively rating the value received from their tax dollars from Excellence 43 to 60 percent by 2020. 1.4 Verify accountability and transparency in the City organization by auditing operations that have 2.1 Improve the average Overall Condition Index (OCI) rating of City roadways from 65 to 70 percent Public by 2025. 2.2 Infrastructure 2.3 3.1 Increase percentage of jobs paying $75,000 or more annually from 10 to 14 percent by 2021. Economic 3.2 Increase percentage of jobs paying $25,000 or more annually from 68 to 71 percent by 2021. 3.3 Increase percentage of business owners rating Denton as a good place to do business from Development 60 to 70 percent by 2021. 4.1 Increase percentage of citizens who feel safe in Denton from 78 to 85 percent by 2022. 4.2 Increase percentage of citizens who rate their neighborhood as a good place to live from Safe, Livable & 82 to 85 percent by 2020. Family-Friendly 4.3 Reduce Dentons homeless population by 20 percent by 2020. 4.4 Enhance community engagement in Parks and Libraries through targeted outreach and Community programming. 5.1 Increase Denton Municipal Electrics (DME) renewable energy portfolio from 40 to 100 percent Sustainable & by 2020. 5.2 Improve annual per capita recycling pounds from 720 to 735 by 2020. Environmental 5.3 Reduce per capita greenhouse gas emissions 50 percent below 2006 levels by 2020. Stewardship 5.4 Increase citizen engagement in City-sponsored sustainability programs by 20 percent by 2020. vi Key Focus Area 1 ORGANIZATIONAL EXCELLENCE are derived from the Citys Mission, Vision, and Values. When we say the City strives for Organizational Excellence, this means we commit to ... through performance measurement; long-range planning; timely and accurate reporting; internal controls to prevent waste, fraud, and abuse; and by minimizing fees and rates for our customers. Develop a high-performance workforce by planning for succession and continuity among culture where employees feel valued and respected. through ongoing and transparent communication with City Council, Boards, and Commissions; through use of traditional and non-traditional communication platforms; and by regularly seeking feedback from citizens and employees. Achieve a high level of customer satisfaction by providing professional, courteous customer interaction; through timely responses to through information technology systems that automate work and improve convenience; through the use of data and evidence to drive management and operational decisions; and through reduced reliance on paper-based systems. Collaborate with local, regional, state, and federal partners by promoting bi-annual legislative agendas and congressional priorities; and by maintaining dialogue and representation at the regional, state, and federal levels. Strategic Initiatives Key Focus Area 1: Organizational Excellence. Each set of Strategic Initiatives is accompanied by a Work Plan actions that will be taken during Fiscal Year 2018-19 as well as corresponding Performance Measures that will help us track our progress. To view the Citys Performance Measurement Dashboard, visit data.cityofdenton.com. Strategic Initiative 1.1 Increase overall satisfaction rate with customer service from 70 to 80 percent by 2020. (Dataset: Citizen Survey; average positive rating of six elements of customer service) Strategic Initiative 1.2 Improve positive rating of information sharing and communications with the public from 53 to 60 percent by 2020. Strategic Initiative 1.3 Increase percentage of residents positively rating the value received from their tax dollars from 43 to 60 percent by 2020. (Dataset: Citizen Survey) Strategic Initiative 1.4 Verify accountability and transparency in the City organization by auditing operations that (Dataset: published audit reports) City of Denton 1 2018-19 STRATEGIC PLAN 2018-19 Work PlanTarget Date Complete hardware and software replacement at the Primary Data Center, Backup Data Center, and Quarter 4 various facilities throughout the City Complete implementation of new Water Reclamation Supervisory Control and Data Acquisition (SCADA) Quarter 1 infrastructure Adopt and implement the Citys 2019 legislative agenda Quarters 1 - 3 (Quarter 1adopt Citys legislative agenda; Quarters 2 & 3implementation) Conduct comprehensive analysis of citywide performance measures and establish a new process for Quarter 3 reviewing performance data Quarter 2 Implement interim contract tracking and reporting solution Quarter 1 FY2017-18 TargetFY2017-18 Year-to-Date*FY2018-19 Target Performance Measures 85%95.2%85% and issues Percentage of billing accuracy99%99.9%99% Percentage of payments processed via online self-service55%62%60% Percentage of registered users on the Paymentus self-service New FY18-1938.8%45% portal Percentage of interactions in which quality case management New FY18-19New FY18-1985% and customer service were achieved with Municipal Court Technology Services network and application availabilityNew FY18-19New FY18-1999% Technology Services customer satisfaction rating4.54.764.5 Percentage of citizens rating the quality of the Citys website New FY18-1957%80% as good or excellent Number of followers across all City social media platforms165,000203,962210,000 Number of citizen requests responded to through the New FY18-19New FY18-192,000 Engage Denton application to inform response time standards Percentage of actual General Fund revenue compared to 100%101.4%100% budgeted revenue Percentage of actual General Fund expenditures compared <100%91.9%<100% to budgeted expenditures Annual rate of return on investment1.25%1.41%1.2% 2 Percentage rate of employee turnover<10%8.32%<10% Percentage of performance reviews completed within 30 days 100%96%100% of due date Number of audits conducted by Internal Audit throughout the New FY18-1918 organization *Year-to-Date includes the most recent data available for each measure; the majority of data listed is from Quarter 2 of FY2017-18. City of Denton 2 2018-19 STRATEGIC PLAN Key Focus Area 2 PUBLIC INFRASTRUCTURE and are derived from the Citys Mission, Vision, and Values. When we say the City is focused on Public Infrastructure, this means we commit to ... Continuously improve the quality of City roadways by using the industry-standard Overall Condition Index (OCI) to prioritize street construction and repairs; by seeking ways to improve the design standards for City roads; and by constructing capital street projects with a 40-year lifespan or greater. Enhance connectivity and seek solutions to improve mobility through coordination with regional transportation partners such as the Denton County Transportation Authority (DCTA) and the Texas Department of Transportation (TxDOT); by improving walkability, pedestrian access, and bicycle mobility; and by enhancing aviation infrastructure at the Denton Enterprise Airport. Promote superior utility services and City facilities by planning for long-term resources; ensuring compliance with regulations and legislation; protecting public health; maintaining reliability of service; and managing rates and fees responsibly to increase standards of service. Proactively manage drainage infrastructure program to remove litter and debris and increase the health of the Citys stormwater system. Develop a Capital Improvement Program that will meet our communitys needs infrastructure and meet projected growth trends. Strategic Initiatives are the multi-year, measurable goals set for each KFA. The following three Strategic Initiatives are Key Focus Area 2: Public Infrastructure. Each set of Strategic Initiatives is accompanied by a Work Plan, which details Performance Measures that will help us track our progress. To view the Citys Performance Measurement Dashboard, visit data.cityofdenton.com. Strategic Initiative 2.1 Improve the average Overall Condition Index (OCI) rating of City roadways from 65 to 70 by 2025. (Dataset: OCI street assessment) Strategic Initiative 2.2 Strategic Initiative 2.3 City of Denton 3 2018-19 STRATEGIC PLAN 2018-19 Work PlanTarget Date Review railroad crossings in the city and engage consultant to analyze potential Quiet ZonesQuarter 4 Complete 85 percent of scheduled street improvement projects for Fiscal Year 2018-19Quarter 4 Complete construction of the Vela Athletic ComplexQuarter 4 Complete design of the new City Warehouse and complete 50 percent of the Service Center remodelQuarter 3 Complete design of Fire Station 3 and initiate construction Quarters 3 & 4 (Quarter 3complete design; Quarter 4begin construction) Complete construction of the parallel runwayQuarter 4 FY2017-18 TargetFY2017-18 Year-to-Date*FY2018-19 Target Performance Measures Percentage of bond-funded projects completed85%51%85% Lane miles of asphalt roadway reconstructed129.7612 Lane miles of asphalt roadway overlaid1511.915 Lane miles of asphalt roadway microsealed45045 Miles of sidewalk reconstructed or added22.92 Miles of active transportation infrastructure, such as bicycle 72.37 and pedestrian facilities, added during Fiscal Year 2018-19 Violations reported in drinking water quality report000 Feet of wastewater mains replaced16,00012,22016,000 Feet of water mains replaced16,00012,24516,000 *Year-to-Date includes the most recent data available for each measure; the majority of data listed is from Quarter 2 of FY2017-18. City of Denton 4 2018-19 STRATEGIC PLAN Key Focus Area 3 ECONOMIC DEVELOPMENT are derived from the Citys Mission, Vision, and Values. When we say the City is focused on Economic Development, this means we commit to ... Develop targeted policies and incentives that boost economic growth in order to attract businesses; expand the tax base by increasing commercial and housing values; improve land-use density; preserve and maintain historic structures; and preserve the culture of Denton. Make Denton a destination for visitors by promoting festivals, events, hotels, and the Connection Center in partnership with the Convention & Visitors Bureau (CVB) and the Chambers of Commerce; and by collaborating with local and regional partners such as Denton County Transportation Authority (DCTA), University of North Texas (UNT), and Texas Womans University (TWU) to market Denton as a destination city. Promote a business-friendly environment cultivate positive relationships with the development community. Encourage development, redevelopment, recruitment, and retention by promoting high-quality economic growth and protects human health and the environment; and secures new customers for municipal utilities. Strategic Initiatives Key Focus Area 3: Economic Development. Each set of Strategic Initiatives is accompanied by a Work Plan actions that will be taken during Fiscal Year 2018-19 as well as corresponding Performance Measures that will help us track our progress. To view the Citys Performance Measurement Dashboard, visit data.cityofdenton.com. Strategic Initiative 3.1 Increase percentage of jobs paying $75,000 or more annually from 10 to 14 percent by 2021. (Dataset: JobsEQ wage distribution by percent employed in Denton) Strategic Initiative 3.2 Increase percentage of jobs paying $25,000 or more annually from 68 to 71 percent by 2021. (Dataset: JobsEQ wage distribution by percent employed in Denton) Strategic Initiative 3.3 Increase percentage of business owners rating Denton as a good place to do business from 60 to 70 percent by 2021. (Dataset: Denton Central Appraisal District) City of Denton 5 2018-19 STRATEGIC PLAN 2018-19 Work PlanTarget Date Implement a business retention and expansion program to support existing businesses, helping them Quarter 4 meet their goals and retain them in Denton Complete Denton Code 2030, an update to the Denton Development Code Quarter 1 Implement recommendations to improve the development review and building inspections process Quarter 2 Select and purchase a single review, permitting, and inspection software applicationQuarter 2 FY2017-18 TargetFY2017-18 Year-to-Date*FY2018-19 Target Performance Measures Number of RFPs returned in target industry sectors201120 Number of workforce development activities or grants 123136 facilitated Number of downtown properties redeveloped666 Number of business retention visits in the downtown area24724 Number of business retention visits in areas other than 481748 downtown 100%100%100% Percentage of new commercial permits reviewed within 100%95%100% 10 business days 100%97%100% 10 business days *Year-to-Date includes the most recent data available for each measure; the majority of data listed is from Quarter 2 of FY2017-18. City of Denton 6 2018-19 STRATEGIC PLAN Key Focus Area 4 SAFE, LIVABLE & FAMILY-FRIENDLY COMMUNITY derived from the Citys Mission, Vision, and Values. When we say the City strives for a Safe, Livable & Family-Friendly Community, this means we commit to ... Enhance public safety by focusing on crime-prevention programs; maintaining a high level of emergency preparedness; continuously evaluating public safety facility needs; monitoring the public communication and education for safety-related issues. Promote clean and healthy neighborhoods through the promotion of positive environmental Provide high quality neighborhood services by building relationships with neighborhood and Provide outstanding leisure, cultural, and educational opportunities area education and government entities; and by maintaining excellent library, parks, and recreation services. Support citizens in need through partnerships with area social services agencies and the use of federal, state, and regional resources. Strategic Initiatives Key Focus Area 4: Safe, Livable & Family-Friendly Community. Each set of Strategic Initiatives is accompanied by a Work Plan, which Performance Measures that will help us track our progress. To view the Citys Performance Measurement Dashboard, visit data.cityofdenton.com. Strategic Initiative 4.1 Increase percentage of citizens who feel safe in Denton from 78 to 85 percent by 2022. (Dataset: Citizen Survey) Strategic Initiative 4.2 Increase percentage of citizens who rate their neighborhood as a good place to live from 82 to 85 percent by 2020. (Dataset: Citizen Survey) Strategic Initiative 4.3 Reduce Dentons homeless population by 20 percent by 2020. (Dataset: Point-in-time count) Strategic Initiative 4.4 Enhance community engagement in Parks and Libraries through targeted outreach and programming. City of Denton 7 2018-19 STRATEGIC PLAN 2018-19 Work PlanTarget Date Develop one new relationship per quarter with underserved communities, organizations, and businesses Quarter 4 outside of current library service areas (outside of a 2.5-mile radius of any library branch) Increase number of Denton Public Library To Go (DPL2Go) outreach events at Robson Ranch from Quarter 1 quarterly to bimonthly + Complete remodel of the Public Safety Communications CenterQuarter 2 Begin implementation for new Computer Aided Dispatch (CAD) system to upgrade technology and + Quarter 4 improve public safety response, data, and records Begin implementation of new radio system to improve communications with Public Safety and other Quarter 4 departments Re-evaluate and develop key baseline performance metrics for Police DepartmentQuarter 4 Update the Parks and Recreation Master PlanQuarter 4 Achieve Commission for Accreditation of Parks and Recreation Agencies (CAPRA) AccreditationQuarter 4 Update Park Dedication and Park Development Ordinance Quarter 2 Continue partnership with the Denton County Homeless Leadership Team to collect and analyze data on Quarter 4 housing and service needs Engage homeowners associations and neighborhood groups to improve code complianceQuarter 4 Develop a comprehensive public education program on code requirementsQuarter 4 + FY2017-18 TargetFY2017-18 Year-to-Date*FY2018-19 Target Performance Measures Number of DPL2Go outreach events to locations outside 528 library service areas (outside 2.5-mile radius of any branch) Number of DPL2Go outreach event attendees at events outside library service areas (outside a 2.5-mile radius of 15081240 any library branch) Response time to Police priority one calls for service (in minutes) New FY18-197.43<6 Reduce the total number of violent incidents occurring within New FY18-19287-2% Reduce the total number of property incidents within the New FY18-192,349-2% 90%40%90% Average unit turn-out time (number of minutes from when a 911 1.201.141.20 dispatch is received to when units are en route) Percentage of Parks and Recreation programming meeting 90%87%90% participation requirements Establish an accurate baseline for recreation center Establish New FY18-19New FY18-19 attendancebaseline data Increase the number of social media impressions to gauge the New FY18-191.7M2.25M Percentage of nuisance violations abated90%99.9%90% Percentage of property maintenance violations abated90%99.8%90% *Year-to-Date includes the most recent data available for each measure; the majority of data listed is from Quarter 2 of FY2017-18. City of Denton 8 2018-19 STRATEGIC PLAN Key Focus Area 5 SUSTAINABLE & ENVIRONMENTAL STEWARDSHIP are derived from the Citys Mission, Vision, and Values. When we say the City of Denton strives for Environmental Stewardship & Sustainability, this means we commit to ... Responsibly manage Dentons water, land, and other natural resources by maintaining high-quality drinking water; investing in sustainable stormwater and watershed infrastructure; complying with regulatory requirements for wastewater treatment and discharge; and promoting conservation practices. Reduce and divert waste through increased recycling and reuse. Reduce air pollution through greenhouse gas management; and by reducing air pollutants from government operations. Provide infrastructure for non-vehicle modes of transportation. Strategic Initiatives Key Focus Area 5: Sustainable & Environmental Stewardship. Each set of Strategic Initiatives is accompanied by a Work Plan, which Performance Measures that will help us track our progress. To view the Citys Performance Measurement Dashboard, visit data.cityofdenton.com. Strategic Initiative 5.1 Increase Denton Municipal Electrics (DME) renewable energy portfolio from 40 to 100 percent by 2020. Strategic Initiative 5.2 Improve annual per capita recycling pounds from 720 to 735 by 2020. Strategic Initiative 5.3 Reduce per capita greenhouse gas emissions 50 percent below 2006 levels by 2020. Strategic Initiative 5.4 Increase citizen participation in City-sponsored sustainability programs 20 percent by 2020. City of Denton 9 2018-19 STRATEGIC PLAN 2018-19 Work PlanTarget Date Establish recycling baseline data to reduce recycling contaminationQuarter 4 Acquisition of new renewable energy projects to meet 100 percent renewable goalQuarter 3 Quarter 4 Continue to upgrade electric infrastructure to prepare for Dentons customer load growthQuarter 4 Maintain competitive electricity rates by continuing to manage power supply and internal costsQuarter 4 FY2017-18 TargetFY2017-18 Year-to-Date*FY2018-19 Target Performance Measures New FY18-1947%65% initiatives Number of recycling audits conducted per month to assess New FY18-19New FY18-1912 waste stream contamination levels Establish a baseline for the pounds of recycled material per New FY18-19New FY18-19725 capita 100%50%100% ** funding expended 489 (full year data will Increase participation in sustainability related workshopsNew FY18-1930% establish baseline) Increase the number of air quality education and awareness New FY18-19112 events and activities Percentage of gas well inspections conducted on a biannual 100%100%100% basis Average Service Availability Index (ASAI) for Denton Municipal 99.87%99.99%99.99% Electric services time for the electric System Average Interruption 114.5 minutes30.85 minutes108.8 minutes Duration Index (SAIDI) time for the electric System Average Interruption1.510.641.43 Frequency Index (SAIFI) *Year-to-Date includes the most recent data available for each measure; the majority of data listed is from Quarter 2 of FY2017-18. **Data listed is for Greensense programs managed by Environmental Services & Sustainability. City of Denton 10 2018-19 STRATEGIC PLAN PCO, 9/18 ADA/EOE/ADEA TDD (800) 735-2989 www.cityofdenton.com DIVISIONPROGRAMPACKAGE Fire PersonalProtectionEquipment PROGRAMDESCRIPTION: TheFireDepartmentisrequestingfundingforthepurchaseofasecondsetofPersonal ProtectionEquipment(PPE). RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,Liveable,andFamilyFriendlyCommunity CURRENTPRACTICES: TheFireDepartmentcurrentlyhas186personnelwhoareissuedPPE.Thecurrentbunkergear costsareapproximately$2,000perset.Firefightersreceivenewgeareveryfiveyears.Bunker gearover10yearsoldmaynotbeworn,regardlessofcondition.Onaverage20setsofbunker geararepurchasedeveryyearwithbulkreplacementspurchasedoveratwoyeartimeframe everyfiveyears.TheremainderofthePPEbudgetisallocatedtoreplacecomponentssuchas helmets,gloves,boots,andhoods. CURRENTISSUES: Bunkergearisheavilycontaminatedwithcarcinogensduringeachstructurefireandvehicle fire.AccordingtotheNationalInstituteofSafetyandHealth(NIOSH),firefightershave2.2 timesthechanceofcontractingcancerthanthegeneralpopulation,andmanyformsofcancer followNIOSHrecommendations,eachfirefighter arenowrecognizedasjobrelated.Inorderto shouldbeissuedtwosetsofbunkergear,whichareinspectedregularlyandreadilyavailableat alltimes.Whenonesetiscontaminatedwithcarcinogensthebackupsetshouldbeplacedon theapparatusforthenextcall,whilethecontaminatedgeariscleanedonsiteinthestation PPEextractor(industrialwashingmachine). SOLUTIONANDRECOMMENDATIONS: Staffrecommendtheapprovaloffundingtopurchasethesecondsetofbunkergear.Thefiscal impactis$50,000. DIVISIONPROGRAMPACKAGE Fire PPEExtractorEquipment PROGRAMDESCRIPTION: TheFireDepartmentisrequestingfundingforthepurchaseofanextractor(industrial washingmachine)bunkergearcleaningmachinesforFireStation6. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,Livable,andFamilyFriendlyCommunity CURRENTPRACTICES: TheFireDepartmentcontractswithGearCleaningSolutions(GCS)forannualprofessional inspectionandcleaningofbunkergear.Bunkergearisheavilycontaminatedwith carcinogensduringeachstructurefireandvehiclefire.Thiscontaminatedgearcannotbe washedinastandardwashingmachineandmustbewashedinanextractor.Currently, Stations1,2,4,5and7haveextractorunits.TherebuildofStation3willhaveanextractor installedwiththecapitalprojects.Outfittingallstationscorrespondstoaninitiativetokeep unitsͻźƓserviceandinķźƭƷƩźĭƷͼͲimprovingresponsetimes. CURRENTISSUES: NationalInstituteofSafetyandHealth(NIOSH)conductedanindepthstudythatidentified thatfirefightershave2.2timestheratesofcancerdiagnosisthanthegeneralpopulation. NIOSHrecommendsthatfirefighterbunkergearshouldbeproperlywashedaftereach exposuretothecarcinogensreleasedduringafire.Thegearshouldnotbewornagainuntil itisproperlycleanedanddecontaminated. SOLUTIONANDRECOMMENDATIONS: StaffrecommendtheapprovaloffundingtopurchaseanextractorforFireStation5,aone timefiscalimpactof$15,000. DIVISIONPROGRAMPACKAGE (LegalDepartment) Conference Room Chairs and Task Chairs PROGRAMDESCRIPTION: Thispackageistorequestfundingfor12ConferenceRoomChairsand5TaskChairs. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea1:OrganizationalExcellence,Goal1.1Managefinancialresourcesinaresponsible manner. CURRENTPRACTICES: Currently,thechairsintheLegalAccountingConferenceRoomarevery,veryoldandthematerial isshreddinginplaces. TheTaskChairsarefortheParalegal,LegalAdministrator,LegalSecretaryandtwoAdm. Assistants.Theircurrentchairsareveryoldanddonotgivethesupportthatstaffneeds. CURRENTISSUES: We are requesting to order 12 chairs that look identical to a few conference room chairs we ordered many years ago when we had a small conference room. These chairs have held up very well. The chairs are being used throughout the office for staff chairs. SOLUTIONANDRECOMMENDATIONS: Thisisaresponsiblefinancialdecisionbyorderingthesameconferenceroomchairsthatwe orderedinthepastdotothefactthatifaconferenceroomchairgetsdamaged,wewillbe abletorotatewithotherofficechairsbecausetheywillallmatch. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE (Library) Library Master Plan PROGRAM DESCRIPTION: Request to use up to $35,000 FY17/18 salary savings for a Library Master Plan. RELATIONSHIP TO STRATEGIC PLAN: KFA 4: Safe, Liveable and FamilyFriendly Community Provide and support outstanding leisure, cultural, and educational opportunities CURRENT PRACTICES: The Library prepares an internal operational strategic plan every three years to identify and plan for short and mid-range services and ic Master Plan 1999- needs assessment in 2007-A Needs Assessment: Denton Public Library Facilities 2007-e need for future additional library branches were recommended. CURRENT ISSUES: With continued and projected population growth in Denton and increasing usage and demand for library services and resources, the library needs a long range Master Plan to provide a vision for future library growth. Library staff needs expert analysis to assess service capacities of the existing library system and identify future library needs to best serve the Denton community. The Master Plan would include an overview of the Denton community, a review of the current library system, community input opportunities, an assessment of the current library system, and recommendations for future library hours, staffing, collections, services, technology, sites and facilities. The plan should also include estimated construction costs and possible schedules for any recommended capital projects. SOLUTION AND RECOMMENDATIONS: The Library recommends earmarking up to $35,000 in existing departmental salary savings to hire a consultant to develop a Library Master Plan. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Λ\[źĬƩğƩǤΓ9ƒźƌǤFowlerCentralLibrary) Historical Municipal Archives Supply and Equipment Package PROGRAMDESCRIPTION: In2017,theCityCouncilapprovedtheLEEP(LeadershipExcellenceandEnhancement Program)recommendationtocreateanhistoricmunicipalarchivewithanarchivistatthe helm.Thearchivewouldprovideacentrallocationforthestorage,preservation, arrangement,andaccessforhistoricdocumentsproducedbytheCityofDenton.LEEP recommendedthattheDentonPublicLibraryhostthismunicipalarchive.Inorderto facilitatetherequestoftheCityCouncilwithoutaddinganewFTE,theEmilyFowlerCentral LibraryrecentlyrequestedtoreclassifyavacatedAssistantManagerPositiontoaLibrarianΑ Archivistposition.Thelibraryasksforaonetimefundingrequest($8000)ofmaterialsto developanarchiveinthelibrarytosystematicallyappraise,organizeandprocesscurrent andfuturecollections. RELATIONSHIPTOSTRATEGICPLAN: ThearchivistpositionalignswithStrategicPlanObjectives: KeyFocusArea1 Achieveahighlevelofcustomersatisfaction Usetechnologytoenhanceefficiencyandproductivity KeyFocusArea2 Providehighqualityneighborhoodservices Provideoutstandingleisure,culturalandeducationalopportunities CURRENTPRACTICES: TheEmilyFowlerCentral\[źĬƩğƩǤ͸ƭSpecialCollectionsdepartmenthasinitiatedsome attemptstocollectmaterialstobeaddedtothefuturearchivalcollection.Materialsare currentlystackedinnonarchivalstorageboxes,rolledup,orlaidflatonexistingstaffwork tablesandworkareas. TheSpecialCollectionsstaffmaintainscollectionsofGenealogy,Texana,andlocalDenton history.Thedepartmentdevelopsthesecollectionstobesuitableforindepthresearchby genealogists,historiansandlocalcitizens.Whileworkingintandemwitharchivists,Special Collectionsdepartmentshaveadifferentfocusandskillsetthanisrequiredtocreateand maintainanarchivalcollection.TheSpecialCollectionsstaffmembersattheDentonPublic Librarydonothavetheexpertiseorsuppliestoorganize,catalog,andpreservethecurrent forfuturearchivalmaterials. TheLibraryhasworkedtoabsorbcostsorseekcostcontainmentmeasuresforthearchive: AcquiredalargemapcasefromtheEngineeringDepartmentthatsavedover $2500. Acquireda3footoversizedscannerfromtheParksDepartment,savingover $6000. ThelibraryrequestedthatanexistingpositionbereclassifiedtoaLibrarianΑ ArchivistratherthanrequestanewFTE.Thispositionwillbeworkingwitha substantiallylargercollectionthanthecurrentspecialcollections department.ThemunicipalarchivecollectionwillencompassallCityof Dentondepartment,boards,commissions,andcitysupportorganizations. Manyofthedocuments,photosandreportsmaybeinfragileconditionand wouldbesubjecttospecialpreservationtechniques. CURRENTISSUES: Nofundsareavailabletoallocateforarchivalsuppliesandequipment.TheEmilyFowler CentralLibrarycurrentlyhasasupplybudget(301001.6302)thatservestheFowlerLibrary andtheSpecialCollectionsDepartment.InFY1516thebranchwasbudgeted$10,000and spentapproximately$13,500.InFY1617wewerebudgeted$10,000andspent approximately$11,000.Fundshadtobetransferredintothesupplyaccounttocoverthe increasedcostsofpublicprinterpaperandtonercartridges.WeaskedforaBaselineBudget increaseof$2000inFY1718andreceived$1000.Thecurrentsupplybudgetis$11,000. Numerousdepartmentshavealreadycontactedthelibraryaboutbringinginhistorically relevantmaterialsanddocuments.Somehavealreadybroughtindocumentsthatthey believeneedtobepreservedandthelibraryisstrugglingtofindroomandproper preservationstorageforallofthesematerials(seephoto).Thelibrarydoesnotcurrently havethemanpowerorthesuppliestoprocessallofthesedocumentsandmakethem accessibletothestaffandthepublic. SOLUTIONANDRECOMMENDATIONS: Aonetimebudgetrequestof$8000willallowtheDPLtoprovidetherequestednew LibrarianArchivistwithastarterbudgetandappropriatetoolsandequipmenttobeginto processthelargeamountofmaterialsalreadylocatedattheEmilyFowlerbranchandthe materialsthatareexpectedinthefuture. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE LibraryΑNorthBranch NorthBranchLibraryLoungeChairs PROGRAMDESCRIPTION: Requesting$16,500for303001.6391(Furniture&Fixtures)forreplacementofpublic loungechairsattheNorthBranchLibrary.Replacingthe10existingwornanddamaged chairswithchairsofsimilarqualitywillcost$16,500.CostisbasedonquotesfromtheCity of5ĻƓƷƚƓ͸ƭOfficeDepotaccountmanager. RELATIONSHIPTOSTRATEGICPLAN: KFA1:OrganizationalExcellence Goal1.4:Achievehighlevelofcustomersatisfaction Objective1.4.1:Provideexemplarycustomerservice KFA2:PublicInfrastructure Goal2.3:Promotesuperiorutilityservicesandfacilities Objective2.3.5:Effectivelymaintainandoperatemunicipalfacilities KFA4:Safe,LiveableandFamilyFriendlyCommunity supportoutstandingleisure,culturalandeducationalopportunities Goal4.4:Provideand Objective4.4.2:Providelifelonglearningopportunitieswiththe/źƷǤ͸ƭlibrarysystem CURRENTPRACTICES: Clean,attractiveandfunctionalfacilitiesareapriorityforDentonPublicLibrary managementandessentialtogoodcustomerservice. CURRENTISSUES: TheloungechairsatNorthBranchLibraryare15yearsold.Theyhavebeen(andcontinueto be)heavilyusedandareverywornandunattractive.(Seephotobelow.)Paddinghaslost theabilitytoproperlycushionandprovidecomfort.Theleatheriswornandthewoodis scratchedandbattered. SOLUTIONANDRECOMMENDATIONS: Purchasehighqualitycommercialgradereplacementchairswith10yearwarranty.Features willbesimilartoourcurrentchairs. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE (Library) Library Master Plan PROGRAM DESCRIPTION: Request to use up to $35,000 FY17/18 salary savings for a Library Master Plan. RELATIONSHIP TO STRATEGIC PLAN: KFA 4: Safe, Liveable and FamilyFriendly Community Provide and support outstanding leisure, cultural, and educational opportunities CURRENT PRACTICES: The Library prepares an internal operational strategic plan every three years to identify and plan for short and mid-range services and ic Master Plan 1999- needs assessment in 2007-A Needs Assessment: Denton Public Library Facilities 2007-e need for future additional library branches were recommended. CURRENT ISSUES: With continued and projected population growth in Denton and increasing usage and demand for library services and resources, the library needs a long range Master Plan to provide a vision for future library growth. Library staff needs expert analysis to assess service capacities of the existing library system and identify future library needs to best serve the Denton community. The Master Plan would include an overview of the Denton community, a review of the current library system, community input opportunities, an assessment of the current library system, and recommendations for future library hours, staffing, collections, services, technology, sites and facilities. The plan should also include estimated construction costs and possible schedules for any recommended capital projects. SOLUTION AND RECOMMENDATIONS: The Library recommends earmarking up to $35,000 in existing departmental salary savings to hire a consultant to develop a Library Master Plan. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE MUNICIPALW 5D9͸{OFFICE(Legal)112001 PROGRAMDESCRIPTION: TheDentonMunicipalCourtisastatutoryͻĭƚǒƩƷofƩĻĭƚƩķͼpursuanttoChapter30oftheTexas GovernmentCode.Assuch,theCourtisrequiredtomaintainatranscribedorelectronic transcriptofallproceedingsbeforetheCourtforpurposesofappealorinterlocutoryreview. Consequently,allexhibits,photographsorotherinformationpresentedandadmittedas evidenceintrial,mustbeavailableforviewingbyallparties,aswellasthejudgeorjury. Additionally,theCourtmustbeabletosaveandprotectallevidencesubmittedoradmittedin thecasefileforpurposeofappeal.Particularlyoverthelastfewyears,almostalldefendant requestthattheybeabletoviewanyͻĭğƩķğƭŷͼorͻĬƚķǤͼcamerasinCourtasapartofthetrial. Currently,theCourthasFour(4)largetelevisionmonitorsavailableintheCourtroomandone primaryͻĭƚƓƷƩƚƌpanel/ĭƚƓƭƚƌĻͼaswellasasecondarymorelimitedcontrolmonitoratthe ĬğźƌźŅŅ͸ƭworkstation.ThetwoͻĭƚƓƷƩƚƌpanels/ĭƚƓƭƚƌĻƭͼworksatisfactorilyformorethanten years.However,theirusewaslimitedandduetothelimitedavailabilityofbodyanddash cameras,requeststhatanysuchvideosbeviewedorsubmittedasevidencewererelatively unusual.Thecontrolpanels/consoleshavebeeninusesincetheCourtroomwasoriginallybuilt andfurnishedin1994,andwhiletwoofthelargescreenmonitorhavebeenreplaced,andone upgradedtoaͻƭƒğƩƷĬƚğƩķͼͲthecontrolandmanagementsystemhasneverbeenupgraded,or replaced.Approximatelyayearago,oneofthemaintelevision/monitorscompletelyfailedor ͻĬƌğĭƉĻķƚǒƷͼandcannotberepairedduetoitsageandquality. RELATIONSHIPTOSTRATEGICPLAN: ItisessentialthattheCourtbeabletoconducttrialsinaccordancewiththemandatesregarding courtsofrecordunderChapter30oftheGovernmentCode.Withouttheabilitytoproperly displayandsaveevidence,the/ƚǒƩƷ͸ƭjudgementsaresubjecttoattackonappeal,andtheCourt willbepowerlesstoenforceitsorders.Accordingly,theCourtcannotmeetitsmissionby providingaͻƭğŅĻͲlivableandfamilyfriendlyĭƚƒƒǒƓźƷǤ͵ͼ CURRENTPRACTICES: Themainaudiovisualcontrolpanel/monitorinthecourtroomhas,overthelastfiveyears, shownarepeatedtendencytofailduringtrialandaninabilitytocoordinateandplayvideo evidencewhenneeded.Currently,theJudgemust,duringtrials,stopallproceedings,leavethe bench,enterthecourtroomfromanotherdoor,manipulatethe.ğźƌźŅŅ͸ƭcontrolpanel,goback onbenchandinitiatetheplayingofanyrecordingsofferedtotheCourt.Atpresent,theCourt hasnowaytosaveevidenceinaproperformatorͻğƷƷğĭŷźƷͼtothe/ƚǒƩƷ͸ƭelectronicfiles.One ofthefourmainmonitorsforviewingevidencehasnowͻĬƌğĭƉĻķƚǒƷͼandcannotberepaired, andthus,theCourtmustredirectallcourtparticipantstothemonitoontheoppositesideofthe Courtroom. CURRENTISSUES: TheCourthascontinuedtomanagebypiecemealͻǞƚƩƉğƩƚǒƓķƭͼwiththecurrentsystemover thelastfouryears.However,inlate1997,thecontrolconsolecompletelyfailed,andwouldnot controlthevariousinputsordisplayanycontrolsnecessarytooperatethesystem.The secondary(andsmallersystem)remainedoperational.However,thesmallerconsoleiswired intothe.ğźƌźŅŅ͸ƭworkstationandcannotbemovedoroperatedbytheCourt.Oneofthemain videomonitorsisnonoperationalandcannotberepaired. SOLUTIONANDRECOMMENDATIONS: InJulyofthislastyear,theWǒķŭĻ͸ƭOfficecontactedTechServicestoaddressthisissue.Mr.John Durnellquicklyassessedtheissuesandconfirmedthroughvariousvendorsthatthecurrent equipmentcouldnotberepaired,wasnolongeravailableforsaleandthattheͻĭƚķźƓŭͼor softwareusedbythecurrentsystemwasproprietaryandnolongeravailable.Moreover,most ofthepossiblevendorssuggestedthat,inasmuchastechnologyhasgreatlyimprovedsincethe timethissystemwasinstalled,muchbetterandfarmoreflexiblesystemswerenowavailable. continuetoaddressaudiovideo Afterfurtherinquiry,itseemsapparentthatanyplanthatwill issueswithͻƦğƷĭŷĻƭͼmightaddresstheimmediateneeds,butwillmostlikely,beinsufficientfor thepurposesofincreaseduseandgreatlylargeramountsofdataandnewerformsofelectronic datastorageandtransmissionassociatedwithvariousbodyanddashcamerausagesprogress andimprove. Atabareminimum,itispossiblethatoneofthevendorsmightbeabletoaccesstheͻĭƚķźƓŭͼin theoriginalsystem,modifyittoworkwithabasiccontrolconsoleandreplacethemonitorsthat havefailedordemonstratingthepotentialforfailure.ThisOfficehasreceivedafirmbidof $7,620fromSummitIntegrationSystem.However,atthetimeofthisrequest,itappearsthata morecompleterepairmaybeasmuchastwothousanddollarshigherbybothoftheother vendors. TogetherwithJohnDurnellofTechnologyServices,thisofficehasexploredvariousoptions regardingreplacementofthecurrentaudio/videosystemwithafullyintegratedcourt managementsystemthat(1)fullycapturescourtroomsound,bothspeechandrecordedsound, videopresentationssubmittedinCourt,andimageddocumentsadmittedtoevidence;(2) properlyuploadsandstoresanyadmittedimages,videosorsoundasapartofthecaserecord, and(3)fullyintegratesallcourtroomproceedingsintoonemanagedelectronicfileforpurposes oftherecordandappealwhennecessary. Itisdifficultatthistimetoprovideadefinitivepriceforsuchanintegratedreplacementasmost vendorsareonlywillingtodosointheformofaformalRequestforProposalormorestructured bidprocess.However,mostofthevendorshaveindicatedthatthetotalpriceforpurchaseand installationwouldfallbetweentwentyfivethousand($25,000)andthirtythousand($30,000) Dollars. Itisthebeliefofthisoffice,thattheneedsoftheCourtandthegoodoftheCitywouldbestbe servedbythepurchaseandinstallationofasystemcapableofcomprehensivereplacementof thecurrentsystemwithamorecapableandflexiblesystemthatwillallowtheCourttomeetall futureneedsrequiredbyincreasedaudioandvideorecordingasrequiredbylawanddemanded bythepublic. Accordingly,theWǒķŭĻ͸ƭOfficeisaskingforasumofThirtyThousandDollars($30,000) topurchaseandinstallafullyintegratedͻĭƚǒƩƷmanagementƭǤƭƷĻƒͼcapableof recording,attachingandstoringallcourtroomproceedingstoourcurrentcourtcase managementfiles. DIVISIONPROGRAMPACKAGE Police SatelliteWorkStation PROGRAMDESCRIPTION: ThissupplementalpackagewouldprovidefundingtocreateaCJIScompliantworkstationinthe LindaMcNattAnimalServicesfacility. RELATIONSHIPTOSTRATEGICPLAN: TheadditionofaCJIScompliantworkstationinsidetheLindaMcNattAnimalServicesfacilityis consistentwithStrategicPlanObjective4.1.2Securinganddeployingpublicsafetyresourcesin themosteffectiveandefficientmannerpossible.Itisalsoconsistentwithobjective4.1.4 Focusingonpreventionprogramstoheightenawareness,minimizeloss,andsupportasafer community. CURRENTPRACTICES: PatrolOfficersinthefieldarequiteoftenrequiredtoreturntothepolicestationtowritetheir reports,downloadvideoevidenceandfinishtheircalls. CURRENTISSUES: Thefactthatofficersarereturningtothepolicestationoftenrequirestheofficertoleavetheir assignedpatrolarea.Anegativeeffectisslowerresponsetimesforcallsofservice.The Departmenthasbeencommittedtoequippingsatellitelocationswhereofficersareabletostay intheirassignedpatrolareastherebypotentiallyreducingtheirresponsetimesaswellas maintaininghighervisibilityinthoseassignedareas. SOLUTIONANDRECOMMENDATIONS: FundingthisprojectwilladdasatellitereportingareaforpoliceinthefarNorthWestportionof town.TheuseofthelocationwillalsoaddaheightenedvisibilityofpoliceofficersattheLinda McNattAnimalServicesfacilityandthesurroundingneighborhoodsandparks. Thisisaonetimefundingrequestthatwouldtotal$6,315. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Police SchoolResourceOfficerResponseEquipment PROGRAMDESCRIPTION: Thissupplementalpackagewouldprovidefundingtoequipsix(6)SchoolResourceOfficerswith patrolriflesandattendantgearaswellassafesfortheirschooloffices. RELATIONSHIPTOSTRATEGICPLAN: TheadditionofresponseequipmentforSchoolResourceOfficersisconsistentwithStrategicPlan Objective4.1.2Securinganddeployingpublicsafetyresourcesinthemosteffectiveandefficient mannerpossible.ItisalsoconsistentwithObjective4.1.4Focusingonpreventionprogramsto heightenawareness,minimizeloss,andsupportasafercommunity. CURRENTPRACTICES: ThethreehighschoolsandthreemiddleschoolsinsidethecitylimitsofDentonarestaffedwith afulltimeSchoolResourceOfficer.Theseofficersareresponsibleforprovidingpoliceservices totheirassignedschoolandfeedergradeschools.Theyarethefrontlineinrespondingto violenceorͻğĭƷźǝĻƭŷƚƚƷĻƩͼsituations.CurrentlyourSROsareonlyarmedwithpistolswhich islessthanidealifforcedtorespondtoanoffenderwitharifle. CURRENTISSUES: ActiveShootersituationsandviolenceatschoolshavetheattentionoftheentirecountry.The recentincidentinParkland,Floridahighlightedtheimportanceofrespondingquicklytosuch incidents.Itisimportantthatourofficersarewellequippedtohandlesuchemergencies.Some agencieshaveequippedtheirofficerswithriflesbuthadthemsecuretheminthetrunksoftheir vehicles.Fromarapidresponseperspectivethisislessthanideal.Atarecentforumhostedby theDallasFBItheideaofarmingSROswithpatrolriflesandsecuringtheminsafesintheiroffices wasbroughtup.Thiswouldstillmaintainsecurityandsafetyoftheweaponbutwhilealso increasingthechancetheywouldbeincloseproximitytoandreadilyavailableforanincident. SOLUTIONANDRECOMMENDATIONS: FundingtheprojectwouldallowassignedSchoolResourceOfficerstorespondmoreeffectivelyto armedsituations,especiallyasuspectarmedwitharifle.Thispackagewillprovideall6ofthe SROswithafullyequippedpatrolrifle,abiometricsafefortheircampusoffice,andammunition fordutyuseandfortraining/qualificationcourses.Firstyearfundingforthispackagetotals $26,718. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE 9ƌĻĭƷźƚƓ 9ǣƦĻƓƭĻƭ PROGRAM DESCRIPTION: Additional polling locations for City Council elections and related costs. RELATIONSHIP TO STRATEGIC PLAN: Organizational Excellence by achieving a high level of customer satisfaction. The City Council directed staff to provide an additional polling location in each voting district on Election Day in order to provide greater voter accessibility leading to a higher level of customer satisfaction. CURRENT PRACTICES: Currently, there is a single voting location for each voting precinct and the resolution approved by City Council on February 20, 2018 added one additional polling location in each district. CURRENT ISSUES: There are not currently issues regarding the City Council election, rather this is an expanded level of service for the voting citizenry. SOLUTION AND RECOMMENDATIONS: City Council approved a resolution on February 20, 2018 directing City staff to add four polling locations for the election to be held on May 5, 2018. Staff expects that this expanded level of service would continue into Fiscal Year 2018-19. The increased polling locations will cost an estimated $14,000 annually. Additionally, Denton County Elections Administration has indicated that there will be a cost increase beginning next year to cover temporary and overtime that has been absorbed by Denton County in prior years. Staff is requesting supplemental funding for $14,000. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE (COMMUNITY IMPROVEMENT SERVICES) LƓŅƌğƷźƚƓğƩǤ CǒƓķźƓŭ ŅƚƩ ƷŷĻ 9ƓŷğƓĭĻķ wźŭŷƷΏƚŅΏğǤ ağźƓƷĻƓğƓĭĻ tƩƚŭƩğƒ PROGRAM DESCRIPTION: The Enhanced Right-of-Way Maintenance Program was established by Council to provide an implementation plan for regular, standardized and elevated maintenance on entryways, thoroughfares and other unmaintained highly-visible public lands throughout the City. RELATIONSHIP TO STRATEGIC PLAN: This program supports the goals outlined in KFA 2 (Public Infrastructure), KFA 3 (Economic Development), and KFA 4 (Safe, Livable, and Family Friendly Community). A standardized, high level of ongoing maintenance on rights-of-way and other highly visible public lands: may aid in spurring economic development, supports private property re-investment, provides businesses a clean and attractive frontage to showcase their businesses, and shows the community that the City is as interested in maintaining public property as it is in requiring private property maintenance. CURRENT PRACTICES: Two vendors were contracted to perform maintenance on 215 acres in four districts city- wide. The contract was not to exceed three years, with an option to renew annually. Mowing and associated maintenance cycles are performed bi-weekly during the growing season (March through November). Stand-alone litter and debris removal cycles are performed in all districts during the alternating (non-mowing) weeks. During the non- growing season (December through February), litter and debris removal cycles are performed weekly. Tree removal, tree trimming and illegal sign removal services are also provided as needed. CURRENT ISSUES: On February 1, 2018, just prior to the start of the third and final year of the contract, one of the vendors provided a notice of non-renewal to the City. Texas Local Government Code 252.048 provides that only $50,000 may be added to the original contract. The remaining vendor assumed maintenance in all four districts on March 19, 2018. However, due to the severe cut in available funds, this contract is scheduled to be re-bid in summer 2018 rather than winter 2018. Funding in the amount of $325,750 has already been approved for FY18-19, however, there will likely be an increase in the bids received as the current budgeted amount was established in February 2016. SOLUTION AND RECOMMENDATIONS: It is recommended that a minimum 10% ($32,757) inflationary increase be added to the FY18-19 proposed budget for the Enhanced Right-of-Way Maintenance Program. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE Public Safety Communications Overtime calculator adjustment PROGRAM DESCRIPTION: This supplemental package would provide fund and adjustment in the Public Safety vertime calculation to bring it in line with current expenditures and organizational staffing changes. RELATIONSHIP TO STRATEGIC PLAN: The adjustment of the overtime calculation is consistent with Strategic Plan Objective 4.1.2- Securing and deploying public safety resources in the most effective and efficient manner possible. CURRENT PRACTICES: Overtime calculations are based on set figures in the personal services calculator. Employees are budgeted certain amounts of hours based on assignment and anticipated annual overtime. Public Safety Communications/Dispatch are budgeted 200 hours. CURRENT ISSUES: Dispatch employees, due to their schedules have scheduled overtime each week. Day dispatchers are scheduled 8 hours of OT each pay period and night dispatchers are scheduled 15 hours of OT each pay period. Day dispatchers are scheduled 208 hours of OT and night dispatchers are scheduled 390 hours of OT for an average of 300 between the shifts. FY15-16 Overtime Amount: $204,488.08 FY16-17 Overtime Amount: $190,925.56 FY17-18: Overtime Amount: $168,130.44 year-to-date. SOLUTION AND RECOMMENDATIONS: It is our recommendation to adjust the Personnel Services Calculator in the following manner: Telecommunicators/Dispatchers: adjust the budgeted hours from 200 to 300 The total estimated cost of these adjustments equals to $105,060. tƌĻğƭĻ ƓƚƷĻ Ώ ǞŷźƷĻ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE Public Safety Communications Center Additional Telecommunications employees PROGRAM DESCRIPTION: This supplemental package would provide funding to add five (5) telecommunications FTEs needed in the Public Safety 911 Communications center. RELATIONSHIP TO STRATEGIC PLAN: The addition of these FTEs is consistent with Strategic Plan Objective 4.1.2-Securing and deploying public safety resources in the most effective and efficient manner possible. CURRENT PRACTICES: The Public Safety 911 Communications Center answers all 911 calls and dispatches all police, fire, and EMS units for the City of Denton, and manages radio traffic for Denton Animal Control officers. Currently, dispatchers spend a considerable amount of time answering incoming phone calls. It is extremely difficult, to focus on radio transmissions when handling an emergency call on the incident volumes, thus increasing the need for dispatchers to remain focused on radio duties. Field units, primarily those for law enforcement, frequently encounter incidents that must be called in when necessary. As has been noted recently in the news media, incidents easily can escalate, placing emergency responders and citizens in further danger. Dispatchers who are otherwise occupied are at risk of missing the details of key radio transmissions. Responsibility for emergency calls should be assigned to a designated call-taker, with the primary police and fire dispatchers only assisting when absolutely necessary. Another important dispatch function occurs during large-scale incidents. Major incidentssuch as a structure fire, mass-casualty event, or serious crime in progresstypically involve multiple responders and lengthy periods of time. Dispatch channels become quickly congested and thus remain on primary dispatch channels can prevent other incidents from being dispatched in a timely manner. Tactical channels must be monitored, however, to assure that critical NFPA 1221 communicator shall be dedicated to communicating on the incident tactical channel and relieved of other duties within the The current duties and minimum staffing of the PSAP does not provide the flexibility needed to consistently monitor tactical or secondary radio channels. Radio dispatchers, especially those managing law enforcement channels, should not routinely answer incoming emergency lines. Dispatchers who consistently shift their focus between critical radio transmissions and emergency calls cannot perform to the highest standard. The Department of Homeland Security, in coordination with federal, state, and local governments, established the National Incident Management System (NIMS) Incident Command System (ICS). ICS fall ICS represents best practices and is the standard for emergency management across the country. ICS requires a supervisor when there are between three and seven persons performing similar functions. At present, our Lead Dispatchers fills the role of dispatcher 100 percent of their work week. As a result, they are unable to focus on managing the operation of their shifts, provide training and coaching and quality assurance. The Communications Center is currently allocated twenty-five (25) FTEs, including the Communications Manager, a Training Coordinator, four (4) first line supervisors (Leads), and nineteen (19) Telecommunicators. The Manager and Training Coordinator work standard business hours. The Leads and Telecommunicators are assigned in two 12-hour shifts that are responsible for coverage 24 hours a day, seven days a week, and 365 days a year (24x7x365). First shift is 7:00 a.m. to 7:00 p.m., while second shift is 7:00 p.m. to 7:00 a.m. Telecommunicators are assigned to permanent shifts and rotate between two days on/two days off and two days on/three days off schedules. The rotation is designed to provide weekend days off every other week. The PSAP typically staffs four operational positions that generally are assigned to the following positions: Fire Dispatch Police Dispatch B Side (TLETS/NCIC for law enforcement) Lead Supervisor CURRENT ISSUES: To verify appropriate staffing and/or to determine staffing needs, call centers and 9-1-1 centers use calculations based on call volume and workload. APCO and NENA have developed tools based on the Erlang C29 calculator, coupled with statistical calculations that take into consideration other PSAP data (e.g., leave usage and turnover). Data is measured and used as a basis for projecting the number of call-taking, dispatch, and supervisory staff required to adequately handle call and incident volumes. In 2015, an assessment was conducted by Mission Critical Partners (MCP). MCP uses the NENA staffing tool, coupled with Erlang C calculations, to project staffing requirements. The MCP study calculated the workload and staffing levels for the Communications Center and made several recommendations regarding the addition of FTEs. Based on the workload analysis, MCP recommended increasing the daily minimum staffing level in the Center to the following positions immediately: Fire Dispatch Police Dispatch B Side (TLETS/NCIC for law enforcement) Call Takers (2) Lead Supervisor These additional FTEs would bring the minimum shift total to six (6). In order to allow for the calculated leave time and attrition rate, MCP recommended the addition of eleven (11) FTEs for a total Communications Center staffing level of thirty-six (36) personnel, including the Manager and Training Coordinator. The MCP study also projects future growth for the City of Denton in terms of workload increases in the Communications Center. Based on these projections, the study recommends increasing the minimum daily staffing for each shift to eight (8) FTE, inclusive of the shift supervisor, by FY29-30. This would require the addition of twelve (12) total FTEs over the next eleven (11) years. SOLUTION AND RECOMMENDATIONS: This supplemental funding for $439,524 would provide for the addition of five (5) FTEs. This would allow the City to meet the first half of the initial MCP staffing recommendation. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE FACILITIES MANAGEMENT LƓĭƩĻğƭĻ АБЏВ WğƓźƷƚƩźğƌ {ĻƩǝźĭĻƭ CǒƓķźƓŭ PROGRAM DESCRIPTION: Facilities uses this account for janitorial services for the buildings included in the janitorial contract. RELATIONSHIP TO STRATEGIC PLAN: KFA 1 Organizational Excellence KFA 4 Safe, Livable & Family Friendly Community CURRENT PRACTICES: The current contract is over both the current budget amount and the reduced budget amount and we can expect future bid prices to increase as both the amount of cleaned square footage and the cost of materials increases. CURRENT ISSUES: The services provided under the current contract will need to be reduced. A reduction of services could include cleaning buildings fewer times per week or cutting some services entirely (i.e. City staff could be required to dispose of trash from individual offices into one central location). A reduction in cleaning could cause an increase in pests throughout City facilities (please note that pest control funding has been cut as well). SOLUTION AND RECOMMENDATIONS: Increase funding (a separate supplemental funding request is being entered for each) to maintain the existing level of services currently provided. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE FACILITIESMANAGEMENT Operations&MaintenanceofFireStation#4&AmericanLegion PROGRAMDESCRIPTION:AddmaintainedsquarefootagefornewFireStation#4(15,721squarefeet), AmericanLegion(1,246additionalsquarefeet)andFireTrainingBurnTower&Classroom(7,833square feet). RELATIONSHIPTOSTRATEGICPLAN: KFA1ΑOrganizationalExcellence KFA4ΑSafe,Livable&FamilyFriendlyCommunity CURRENTPRACTICES:FacilitiescurrentlymaintainstheexistingFireStation#4andAmericanLegion buildings.Thisisarequesttoaddfundingfortheadditionalsquarefootagewewillbemaintainingas wellasnewsquarefootageforFireTrainingBurnTower&Classroom. CURRENTISSUES:ThenewAmericanLegionbuildingisincreasing1,246squarefeet,weare requestingfundingforthedifferencebetweentheoldandnewbuildings.ThenewFire Station#4buildingis15,721squarefeet,wearerequestingfundingfortheentirebuilding astheexistingbuildingisbeingkeptforuseasstorageandwewillcontinuetomaintainit. ThenewFireTrainingBurnTower&Classroomis7,833squarefeet,wearerequesting fundingfortheentireareaastherehasnotbeenaclassroominthepasttomaintain. SOLUTIONANDRECOMMENDATIONS:IncreasefundingfortheservicesFacilitieswill providetothesebuildings. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE FACILITIES MANAGEMENT ЏЎЊ ağǤŷźƌƌ wĻƓƚǝğƷźƚƓ PROGRAM DESCRIPTION: Renovation of 651 Mayhill for Traffic and Materials Management department new location. RELATIONSHIP TO STRATEGIC PLAN: KFA 1 Organizational Excellence KFA 2 Public Infrastructure CURRENT PRACTICES: The City of Denton Solid Waste Department owns a large storage facility located at 651 Mayhill. It was originally constructed as a warehouse for the Federal government providing 81,000 square feet of enclosed space on approximately five acres. CURRENT ISSUES: Traffic Operations moved into the 4,000 square foot building in the mid- -new facility off of S. Woodrow Lane (the facility now serves as the Monsignor Outreach Center). The Traffic Operations Building with a staff count of 9 is currently too small and does not allow for any expansion. In addition, there are minimal amounts of technology present in the building and therefore a state-of-the-art control center is not an option. The Service Center is over capacity, as the facility initially housed 110 employees when constructed in 1980 and currently houses over 250 employees at present time. There is poor accessibility for the public, inadequate restroom facilities, and there is not enough parking for customers or employees. SOLUTION AND RECOMMENDATIONS: The utilization of the 651 Mayhill building at Solid Waste was reevaluated and was recently identified as a cost-effective option to move Materials Management and Traffic Operations to this location. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Fire PROGRAMDESCRIPTION: TheFireDepartmentisrequestingfundingtopurchaseLucasDevices. RELATIONSHIPTOSTRATEGICPLAN: KFA:Safe,Livable,andFamilyFriendlyCommunity CURRENTPRACTICES: TheFireDepartmentcurrentlyrespondstopersonsincardiacarrestandinitiatesCPR (CardiopulmonaryResuscitation).CPRiscontinuedonsceneforaminimumof10minutes priortomovingthepatientperDFDProtocols.CPRiscontinuedwhilemovingpatienttothe MICUfortransport.CPRiscontinuedduringtransportofPatient.CPRiscontinuedwhile transferringcaretoERstaff. CURRENTISSUES: OurcurrentpracticedoesnotprovideHighQualityCPRtothepatientduringpatient movementandcreatesanunsafeenvironmentforFireDepartmentemployees. TheAmericanHeartAssociationcontinuestoemphasizetheimportanceofContinuousHigh QualityCPRwithincreasedoutcomesofROSC(ReturnofSpontaneousCirculation). TheSafetyconcernstoFireDepartmentPersonnelincludeergonomicissueswithprolonged andrepeatedstressfromcompressions.CPRproviderisinabentpositionanddeliversan approximate2inchcompressionatadesiredrateof100Α120compressionsaminute.This safetyissueiscompoundedthatduringtransporttheCPRisprovidedwhilestandingina movingambulancewhiletransportingusingCode3.(LightsandSirens) SOLUTIONANDRECOMMENDATIONS: StaffandMedicalDirectorrecommendtheapprovaloffundingtophaseinthepurchase Lucasdevices(Chestcompressionsystem)forall10DentonFireDepartmentMICUsovera threeyearperiod.Thefiscalimpactis$146,141.00.($14,614.10Each)Thiscostincludes device,neededancillaryequipment.Recommendpurchaseof4yearmaintenance agreementforallatapriceof$52,630.($5,263each) TotalFiscalImpact:$198,771.00($19,877.10each) Year1:3devices$59,631 Year2:3devices$59,631 Year3:4devices$79,508 DIVISIONPROGRAMPACKAGE Fire DESCRIPTION TheFireDepartmentisrequestingfundingforthepurchaseofanalertingsystemforStation7. Stations1,2,4,5,6,and8allhavethesysteminplaceasofFY201718. RELATIONSHIPTOSTRATEGICPLAN KFA4:Safe,Liveable,andFamilyFriendlyCommunity CURRENTPRACTICES Whenanemergencycallisplacedto911,thecallisprocessedatthePublicSafetyAnsweringPoint (PSAP)thedispatchersmanuallyselecttheappropriatefirestation(s)thatneedtorespondby choosingfromeightpotentialstationsonacomputermonitor.Thecurrentsystemsendsasingle toeachstationalertingthefirstrespondersofapendingemergencycall. highpitchtonesignal Thisproposalisapartofamultiyearstrategytoexpandthealertingsystemstoallstations. Stations2and4receivedthealertingsystemwiththestationrebuilds,andfundingforstations1, 8wasobtainedthroughprevioussupplementalfunds.Station3willreceivethealerting 5,6,and systemwiththerebuildthatisexpectedtobecompletedin2020. CURRENTISSUES Responsetimeisaprimarymeasureofeffectivenessinresponsetofireoremergencymedicalcall. AkeyfactorinresponseisͻğƌğƩƒhandlingƷźƒĻͼwhichisthetotalamountoftimetotransfer, answerandprocessanalarmbyadispatcher.Thecurrentprocessinvolveseachrecommended stationsittinginaqueuewhilewaitingforasignal.Thesystemcurrentlyutilizeddoesnothavethe capabilitytosendasignalsimultaneouslytomorethanonestationwhichincreasesͻğƌğƩƒ handlingƷźƒĻͼ͵ Unit FireDeptUnit Alarm Initiates TurnoutTravel Handling Unit(s)Travelsto TimeTime Travelto Time NotifiedScene Scene Anautomatedalertingsystemreceivesrequestsfromthecomputeraideddispatchsystem, reformatsthemessage,thentransmitstoremotecontrollerslocatedatfirestationsusing existingdatanetworks.Theproposedsystemincorporatesacomputerizedvoicenotification alongwithvisualdisplayboardsreducingmisunderstanding.Additionally,thesystemincludesa heartsavingtonethatutilizesarampingpatternreducingthestressplaceduponfirstresponders inconjunctionwithlightsaidingasavisualreference. Inanefforttoreduceresponsetimetheproposedsystemhasthecapabilitytonotifyallfire stationssimultaneouslywhileallowingadispatchertocompletetheintakeoftheemergency call.Alarmhandlingtimewoulddecreasewithimplementationofthesystembyremoving manualprocessesandreplacingwithautomation. SOLUTIONANDRECOMMENDATIONS ThedepartmentisrecommendingpurchasingastationalertingsystemforStation7.Thefiscal impactwillbe$75,000forthepurchaseofequipmentandinstallation. DIVISION PROGRAM PACKAGE Fire 9ğƩƌǤ ğƩƓźƓŭ {źƩĻƓ {ǤƭƷĻƒ PROGRAM DESCRIPTION: Funding is requested to purchase eight additional outdoor early warning sirens to provide audible coverage in areas of the City outside of the existing parameters. RELATIONSHIP TO STRATEGIC PLAN: KFA 4: Safe, Liveable & Family-Friendly Community CURRENT PRACTICES: The City of Denton currently controls 19 outdoor early warning sirens. The first 11 sirens were purchased and installed in 1999. Five sirens were added to the system in 2002 which included four on the University of North Texas campus and one at Robson Ranch. One additional siren is located at Denton State Supported Living Center but operates separately Three new sirens were approved in the FY17-18 budget and will be installed by the siren vendor, Gifford Electric. The locations include CH Collins Stadium, Billy Ryan High School, and Pecan Creek Elementary. Communities develop an outdoor warning system to alert and notify citizens in outdoor areas of emergency situations. These situations include but may not be limited to natural emergencies, transportation accidents involving hazardous materials, emergencies at fixed facilities, acts of terrorism or other catastrophic events in which the community needs to be informed immediately. The City of Denton follows the guidelines for activation as recommended by the North Central Texas Council of Governments and the Federal Emergency Management Agency. The early warning system can be activated for any of the following: The National Weather Service issues a Tornado Warning or Severe Thunderstorm Trained storm spotter have reported a tornado in the jurisdiction, or in a neighboring jurisdiction that has the potential to affect the community. Reported hail of 1.5. The size of hail that warrants OWS activation may be adjusted at the discretion of local officials in the event of special situations such as large outdoor public gatherings where the potential for injury is increased. The early warning system can be activated from three siren encoder locations. The City of Denton partners with KNTU Radio Station 88.1 FM to provide public information during siren activations. On-going public education, including a sign located in front of each siren, directs residents to tune to 88.1 FM for the latest in emergency public information. CURRENT ISSUES: The North Texas area faces the threat of severe weather during the spring and summer months. The outdoor warning system has been utilized and activated every year during severe weather events. The City of Denton has experienced three National Weather Service confirmed tornadoes in the past six years. The existing system only covers approximately 80% of the City. Each outdoor early warning siren is rated at 125 decibel (dB) at the source and covers approximately a 1-mile radius around each siren location. Additional sirens are needed to compensate for continued population growth and development of the City of Denton. Strategic placement of sirens will maximize audible coverage to alert persons outdoor of an imminent threat. SOLUTION AND RECOMMENDATIONS: Installation of three additional outdoor early warning sirens will continue the goal of providing complete coverage in the most densely populated areas. It is recommended that the siren additions be phased in over the next two years at rate of three per year. The next three sirens would be located in the Guyer High School, Fire Station #7, and Unicorn Lake (Briarcliff Park), with a projected cost of approximately $104,964 for three sirens, bonding fee, and the annual maintenance. DIVISIONPROGRAMPACKAGE Fire PROGRAMDESCRIPTION: Maximizetheefficientuseofspacebyremodelingtherecentlyvacatedfirestationat2110E. ShermanDr.toservethreefunctions: 1.ReserveAmbulanceandmedicalequipmentstorage 2.NeighborhoodreportwritingofficeforPoliceDepartment 3.ProcessingandstorageofevidenceforArsonInvestigations RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,Livable,andFamilyFriendlyCommunity . CURRENTPRACTICES: Theoldfirestationwasbuiltin1965andwasremodeledbyfirefightersintheВЉ͸ƭtoextend itsusefulness.Anewfacilityhasbeenconstructedacrossthestreetandthefirecrewwill moveinMidApril.Thisvacatedspacecannowserveasasecuredstoragespacetomeetthe immediateneedsofEMS,PoliceandFirePrevention. 1.Reserveambulancesarecurrentlysqueezedbetweenparkingspacesintheapparatus baysorintheshopareasatstations2,6&7.Surplusmedicalequipmentand suppliesarescatteredbetweentheeightstationsandstoredatfleetmaintenance. 2.PoliceofficersonpatrolinnorthDentoncompletetheirreportswhileremainingin theirparkedpatrolvehiclesormustreturntothedowntownheadquartersforsecure computeraccess.Firestation7wasbuiltwithapoliceofficeinthefrontofthestation forofficersonthesouthsideofDenton. 3.ArsoninvestigatorsprocesstheirevidenceandthenstoreitinCityHallWest. CURRENTISSUES: 1.AsourfleetoffrontlineambulanceexpandswemustalsoaddanotherreserveMedic toourfleetasasubstituteduringvehiclemaintenance,standbyunitforspecial eventsandtomeetsurgecapacityduringhighcallvolumetimes.Torespondina timelymannertheseunitsarekeptfullyequippedandstockedforimmediate response.Thatrequiresasecureaccessiblelocationwithpersonnelnearbyfor regularinspections. Stations6and7bothhaveovercrowdedbaysthatwouldbesaferandmoreefficient byrelocatingareserveambulance. Alargecacheofmedicalequipmentandsuppliesisneededfordisasterpreparedness. 2.Policeofficersneedasafeplacetocompletetheirreportsandoftenrequireasecure computerlinkthatisnotpossiblethroughtheirmobiledataterminals.Thereisno locationonthenorthsideoftownforthemtoaccomplishthiswithoutleavingtheir restroomfacilityisalsoimportantwhenwearingbody district.Accesstoanonpublic armorandadutybelt. 3.FirePreventionmustvacatethespacebeingusedinCityHallWest.Theymustseek outanewlocationtoprocessevidencefromarsoninvestigationsandproperlystore it.Thisspacemusthavestrictclimatecontrolsandextrasecuritymeasures. SOLUTIONANDRECOMMENDATIONS: Repurposetheoldfirestationlocatedat2110E.ShermanDr.forusebytheFireandPolice departments.Remodeltheinteriortomakeareportwritingofficeforcommunitypolice officerswithadedicatedrestroom,aclimatecontrolledmedicalcacheforEMSandasecure evidenceareafortheArsonInvestigators.Relocatetworeserveambulancestobestoredin theapparatusbayandmaintainedbythestafffromnewstation4acrossthestreet.Make necessaryimprovementstotheexteriorofthebuildingtomeetneighborhoodstandards. DIVISION PROGRAM PACKAGE Fire CźƩĻŅźŭŷƷĻƩƭ DESCRIPTION The Fire Department requests a phased in staffing implementation to reach minimum staffing of 9 FTEs for a new engine as part of the future opening of Station 8. RELATIONSHIP TO STRATEGIC PLAN KFA 4: Safe, Liveable, and Family Friendly Community CURRENT PRACTICES Temporary Station 8 opened in January 2017, and currently operates out of lease space at Denton Regional Medical Center. This temporary station is only equipped with an ambulance and minimum staffing of 6 FTEs. CURRENT ISSUES Fire District 8 is a regional mixed use of: commercial, institutional, and residential properties. The closest engine company to Fire District 8 is 2.3 miles away leading to increased arrival time for fire suppression related calls. SOLUTION AND RECOMMENDATIONS The department recommends funding three Firefighters in in fiscal year 2018-19, with a fiscal impact of $350,774. To reach minimum staffing for a new engine the department will need 9 additional FTEs. The department recommends a phased in approach to meet minimum staffing requirements of 9 FTEs for an engine. DIVISIONPROGRAMPACKAGE InternalAudit Addition of a StaffAuditorpositionandrelevantoperationalandtrainingexpenditures PROGRAMDESCRIPTION: Internal Audit program provides an independent appraisal ensuring that the City operations: have proper internal controls; are compliant with policies, procedures, laws and regulations; are conducted efficiently; and have been functioning to deliver City services effectively and economically. Also, the department is charged with responsibility to identify and investigate incidences of fraud, waste and abuse. RELATIONSHIPTOSTRATEGICPLAN: This program promotes organizational excellence. CURRENTPRACTICES: This is a relatively new program. The previous City Auditor had begun organizing the office to provide an effective internal audit program. However, due to his sudden departure this work was not completed. CURRENTISSUES: The City is a complex organization that offers a variety of services expected of a full service municipal government. In addition, the City operates an electric utility, solid waste facilities, and water and wastewater plants. The aggregate budget of the City exceeds $1 billion. For proper audit coverage, the Internal Audit Department must be properly staffed. The Internal Audit Department provides assurances about accountability and transparency, and makes recommendations for improvement where improvement is needed. Internal evaluations and making changes for ongoing improvement can help in enhancing public trust in the City’s stewardship of public resources. SOLUTIONANDRECOMMENDATIONS: The current budget request if granted, will enhance the department’s effectiveness. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻƦğƦĻƩ ƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE InternalAudit Addition of an AdministrativeAssistantpositionandrelevantoperationalandtraining expenditures PROGRAMDESCRIPTION: Internal Audit program provides an independent appraisal ensuring that the City operations: have proper internal controls; are compliant with policies, procedures, laws and regulations; are conducted efficiently; and have been functioning to deliver City services effectively and economically. Also, the department is charged with responsibility to identify and investigate incidences of fraud, waste and abuse. RELATIONSHIPTOSTRATEGICPLAN: This program promotes organizational excellence. CURRENTPRACTICES: This is a relatively new program. The previous City Auditor had begun organizing the office to provide an effective internal audit program. However, due to his sudden departure this work was not completed. CURRENTISSUES: The City is a complex organization that offers a variety of services expected of a full service municipal government. In addition, the City operates an electric utility, solid waste facilities, and water and wastewater plants. The aggregate budget of the City exceeds $1 billion. For proper audit coverage, the Internal Audit Department must be properly staffed. The Internal Audit Department provides assurances about accountability and transparency, and makes recommendations for improvement where improvement is needed. Internal evaluations and making changes for ongoing improvement can help in enhancing public trust in the City’s stewardship of public resources. The Department’s responsibility to handle fraud, waste, and abuse as well as ethics complaints require to maintain confidentiality. An administrative staff is needed to help discharge administrative duties related to the Department’s functions. SOLUTIONANDRECOMMENDATIONS: The current budget request if granted, will enhance the department’s effectiveness and help in maintaining confidentiality of information related to ethics, and fraud, waste and abuse complaints. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻƦğƦĻƩ ƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE InternalAudit Expenditure for ConsultantÔs fees PROGRAMDESCRIPTION: The City has a variety of technical areas where the internal auditors will not have expertise. The requested assistance will allow them to verify proper compliance with industry standards and evaluate performance of the City’s business units. RELATIONSHIPTOSTRATEGICPLAN: This program promotes organizational excellence. CURRENTPRACTICES: As the Internal Audit Department was in the process of being organized, this type of assistance was not sought by the previous City Auditor. CURRENTISSUES: The City has several complex and technical areas. Two of several such areas are described as follows: Electric utility has complex technical areas where the auditors will not have knowledge of a professional engineer. A technical assistance in these areas will allow proper evaluation. The City spend about $30 million through self-insured health care program. The health care industry uses technical codes to describe services provided. The third party administrator’s staff inadvertently using wrong codes is not uncommon. These occurrences could result in substantial losses for the City. The auditors are not trained in interpreting these codes and, therefore, will need assistance in verifying appropriateness of charges. SOLUTIONANDRECOMMENDATIONS: The current budget request if granted, will enhance the department’s effectiveness. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻƦğƦĻƩ ƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE (Library) HooplaDownloadableandStreamingServices PROGRAMDESCRIPTION: Requestforbudgetincreaseof$29,600tobudgetline7899tosupplementcurrentspendingonhoopla, theƌźĬƩğƩǤ͸ƭdownloadableandstreamingservicethatprovidesaccesstothousandsofaudiobooks, ebooks,graphicnovels,music,andvideos. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LiveableandCğƒźƌǤΑCƩźĻƓķƌǤCommunity Provideandsupportoutstandingleisure,cultural,andeducationalopportunities CURRENTPRACTICES: Currentlythelibraryhasbudgeted$45,600.00($3,800.00permonth/$127daily)forthehooplaproduct. Hooplaisapayperuseplatform.Eachlibrarypatronislimitedto5checkoutspermonthtokeepthe productavailableforasmanypatronsaspossible.Currentlimitsresultinanaverageof640patrons usinghooplaeachmonthand61checkoutsperday.Oncethedailycapamountforthelibrarysystemis met,customersmustwaituntilthecheckoutcycleresetsatmidnighttocheckoutmaterials.Oncea ƦğƷƩƚƓ͸ƭmonthlycheckoutlimitof5itemsismetcustomersmustwaituntilthefirstofthenextmonth tocheckoutadditionalmaterial. CURRENTISSUES: Sincethebeginningofthisfiscalyear,anaverageof550customerseachmonthwere blockedduetothedailydollarrestriction.Duetoitspopularity,onlyasmallwindowof timeeachdayisavailabletocheckoutitemsbeforethiscapismet.Thisresultsincustomer frustrationandlibrarystafffieldingcomplaintsfrompatronsinthelibrary,overthephone, andviaemail.Patronsregularlyexpresstheirfrustrationanddisappointmenttostaff aboutthelimitedaccess,suchasthisexamplereceivedviatheonlinecommentformon March31,2018: ͻLusehooplaoften,butthisisthe3rdmonthI'vehadtolosesomeofmy5checkouts becausethelibrary'sdailylendinglimithasbeenreached.Thisisveryfrustrating becausetherearemanythingsIcanonlygetonhoopla,andeverytimeIchecktoget abookthelimithasbeenreached.Idon'twanttowaituntilmidnighttocheckout whatIneed.PleaseincreasethelimitwhenyourenewtoeaseŅƩǒƭƷƩğƷźƚƓƭ͵ͼ Circulationcannotgrowfurtherwithoutadditionalfunding.Currentcirculationhitsfunding thresholds.Noadditionalcirculationscanoccurwithoutadditionalfunding.Hooplaisa highdemandservicethatweknowpatronswant,butweturnthemawaydailybecausewe cannotmeetdemandwithcurrentfunding. Theonlywaytomeetincreaseddemandandhavetheabilitytoaccommodatenewusersis toincreasethebudgetedamount. SOLUTIONANDRECOMMENDATIONS: TheLibraryrecommendseliminatingturnawaysthatpatronsfacewhenthedailycapis met.This$29,600supplementalpackagewouldkeepmonthlycheckoutlimitsforeach patronat5itemspermonth.Itwouldeliminatetheaverage550patronturnawaysthat currentlyoccureachmonth. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE (Library) OverDriveebooksandaudiobooks PROGRAMDESCRIPTION: Requestforbudgetincreaseof$55,000tobudgetline8595tosupplementcurrentspending onOverDrivedownloadableebooksandaudiobooks. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LiveableandCğƒźƌǤΑCƩźĻƓķƌǤCommunity Provideandsupportoutstandingleisure,cultural,andeducationalopportunities CURRENTPRACTICES: Tokeepupwithcommunityexpectationsanddemand,downloadablefundinghasbeen reallocatedfromfundingforphysicalmaterials. Whenselectingwhichrequeststobepurchased,selectorslookatthenumberofrequests foratitle,thecurrency/newnessofthepublication,andwhichrequestswouldbestfitwith theƌźĬƩğƩǤ͸ƭcollectiondevelopmentgoals. Overdrivetitlesareselectedandpurchasedweekly,throughoutthefiscalyear.Weekly downloadablecontentpurchasesaredrivenprimarilybycustomerrequestsasfundingdoes notmeetcurrentdemandforcollectiondevelopment.Fewtitlesbeyondcustomer recommendationsarepurchased. placedonthemandthe TheincreasingcirculationofOverdrivetitles,thenumberofholds increasingnumberofcustomerrequestsfordigitaltitlesindicatesacontinuedincreasein popularityamongourcustomerbase.Circulationofdigitalcontentaccountedfor10%of nd totallibrarycirculationinFY16/17.Thatpercentagehasalreadygrownto11%inthe2 quarterofFY17/18.Thatpercentagehasgrownsteadilysinceebooksanddownloadable audiobookswereaddedtothecollection,doublinginthelast5years.Manylibraryusers haveswitchedtheiraudio/visual(AV)usagefromphysicalaudiobooks,music,andDVDsto checkingoutdownloadablemedia. DentonPublicLibrary CirculationTrendsbyItemFormat 70% 60% 50% 40% 30% 20% 10% 0% PrintAVOtherhooplaOverDrive FY13/14FY14/15FY15/16FY16/17FY17/18 CURRENTISSUES: Currentspendingallocationsallowedonly22%ofcustomerrecommendationsinFY16/17to bepurchasedandallowsforlittlelibrarianselectedcontent.Approximately182titlesare requestedeachweek.Withsomanyrequestseachweek,manyqualitynewreleasesthat wouldbeofcommunityinterestandmatchtheƌźĬƩğƩǤ͸ƭcollectiondevelopmentgoals cannotbeadded. Quality,curatedselectionscannotbemadewhenprofessionalselectorsrespondonlyto patronrequestsandareunabletoenhancesubjectandgenreareastocreateawell roundedanddiversecollection.Whenfocusingonpatronrequests,certainareasofa collectionmaybeoverlooked.Manylibraryusersdonotmakespecificrequestsandrelyon theprofessionalcollectiondevelopmentskillsoflibrarianstoreviewandselecttitlesthat wouldbeofinterestandimportancetotheDentoncommunity.Theresultisareactive purchasingmodelasopposedtoadeliberatecollectiondevelopmentmodel. SOLUTIONANDRECOMMENDATIONS: Itisrecommendedthatthispackagebefundedat$55,000foratotalof$135,000for OverdrivecontentforFY18/19.ThispackagewouldallowtheLibrarytomeetthegoalof 35%ofpatronrecommendationsfilledplususing20%oftheallocatedcollection developmentfundsforcuratedcontentcreation.Theincreasedrequestfillrateand professionallyselectedandcuratedcollectiondevelopmentwouldenhancethedigital collectionandsupportthecontinuedcirculationgrowth. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE ParksandRecreationΑParkMaintenance PropertyMaintenanceOutsourcing PROGRAMDESCRIPTION: Fundingisrequestedtoincreasecontractedservicesfortheoutsourcingofmowingand propertymaintenance. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.2ΑIncreasepercentageofcitizenswhoratetheirneighborhoodasagoodplacetolive from82to85percentby2020. CURRENTPRACTICES: TheParksandRecreation5ĻƦğƩƷƒĻƓƷ͸ƭ(PARD)ParkMaintenance(PM)divisionis responsibleformaintainingallCitypropertyandidentifiedrightofways(ROW)inaddition totheparksystem.Thisincludesmowing,landscaping,treeplanting,treetrimming, irrigation,andtrashcollection.Propertyiscategorizedintoclassifications.Each ofservicethepropertywillreceivesuchasthenumberof classificationoutlinesthelevel mowingcycles.Theuseofclassificationsnotonlyincreasesefficienciesinresources,butis alsoeffectiveinmeetingservicelevelexpectations. MaintenanceisaccomplishedthroughacombinationofPMstaffandcontractedservices. wasdividedintothreeprimaryareasofathleticfields, With46.36positionsinPM,staff parkland/municipalproperty,andwh͸ƭ͵Contractedservicesareusedtosupplementthe maintenanceofparkland,municipalproperty,andwh͸ƭ͵Arecentreorganizationofthe divisioncombinedthestaffassignedtoparkland/municipalpropertyandthestaffassigned towh͸ƭ͵TheĭƩĻǞ͸ƭgeographicalassignmentwasalsochangedtobalanceworkload.The reallocationofstaffresourceswasdonetoaddressdecreasingservicelevelsdueto increasedworkloadsandinsufficientresources.Theadjustmentshavemadeanoticeable impactinaddressingidentifiedissues,however,theworkloadcontinuestoexceedavailable resourcesandgapsinservicelevelsremain. CURRENTISSUES: The/źƷǤ͸ƭpropertyinventoryhasgrownsignificantlyinrecentyears.Since2010,theCity hasadded943acresofparkland,58acresofproperty,1,327newlyplantedtrees,109,000 squarefeetoflandscapedbeds,and75.28acresofROWtoitsmaintenanceinventory withoutadditionalfundingorstaff.Propertiesincludenewparkdevelopments,newstreet developments,landacquisitions,newtrails,andTXDOTGreenRibbonProjects.SomeCity propertyextendsasmuchas15milesfromthe/źƷǤ͸ƭcore.Thishasproducedmore requiredmowing,irrigation,landscaping,treetrimming,andtrashcollection.Additionally, newpropertyisexpectedtobeaddedtothe/źƷǤ͸ƭinventorywiththeFM2499projectand thewideningofTeasleyandUS377. ThecurrentmowingcontractexpiredinMarch2018andhasbeenextendedtoJune2018.A requestforproposal(RFP)#6627wassentto#129vendorsinFebruary2018.Atotalof(5) proposalswerereceivedanevaluatedbasedonthebidcriteria.Thebiddocumentsforthe projectweredesignedtomaximizemaintenanceandfundingoptionsoutliningabasebid fortheexistingcontractedinventoryandalternatebidsfornewlyacquiredoutlying properties.Throughthisprocess,areductionincostforthebasebidwasachieved.In additiontothebasebid,additionalpropertytobemaintainedbyoutsourcingisdesired. Alternatespresentedinthebidwouldallowforadditionalmaintenancetoberealizedsince outsourcingwillprovidesavingsandtheabilityforstafftofocusonkeyinitiatives. Increaseduseanduserexpectationshaveresultedinanincreaseofmaintenanceneedsand servicelevelexpectations.Aspropertyisadded,itmustbeallocatedtoeitherPMstaff schedulesortocontractedmaintenanceproviders.Withtherecentorganizationalchanges, internalresourceshavebeenmaximized.Increasesinmaintenanceworkloadwillcontinue toaffectservicelevels,theabilitytorespondtoconcerns/requests/emergenciesand customerservice. SOLUTIONANDRECOMMENDATIONS: ShiftingmaintenanceofselectpropertytocontractedserviceswillallowPMstafftorefocus effortsonhighvisibilityareasinthecoreoftheCity,dedicatemoretimetoparkproperty, respondquicklytounscheduledoremergencycallswithminimalimpact,andprovidethe levelofservicecitizenshavecometoexpect.Thisadditiontothecontractedserviceswould providereliefequivalenttotwofulltimestaffmembers.Thecosttoaddremoteandlower classifiedpropertyasoutlinedinthealternatebidwouldadd$120,000tocontracted services. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ PARKS&RECREATIONPROGRAMPACKAGE ParksandRecreationAquatics NatatoriumSwimSurveillanceCoverage PROGRAMDESCRIPTION: Fundingisrequestedfortheadditionoflifeguardcoverageandbuildingenhancementsin theNatatoriumtoeffectivelycoverallareasofsurveillanceforboththecompetitionand leisurepools. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.2ΑIncreasepercentageofcitizenswhoratetheirneighborhoodasagoodplacetolive from82to85percentby2020. CURRENTPRACTICES: TheCityofDentonmaintainsthesafetyandsurveillanceoftheNatatoriumforall operationsthattotalapproximately4,205hours.FromMondaythroughFridayduringthe schoolyear(40weeks),Lifeguardswillrotateonandoffofonestand.Theresponsibilityof thisguardistoprovidecompletecoverageoftheentirepooldeckaswellascompetition andleisurepools. Currently,onlyonestandisbeingusedtoprovidecompletesafetycoveragebetween5:30 a.m.through4:00p.m.MondaythroughFridayduringtheschoolyear. CURRENTISSUES: ThetotalattendancefortheNatatoriumhasgonefrom42,958inFY20032004to138,529 inFY20162017.Increasedusageofthepoolhasraisedaconcernforthesurveillance coverageofallareasduringtheschoolyearweekdaysbetween5:30a.m.and4:00p.m.In 2016,theNatatoriumbeganhostingBraswellHigh{ĭŷƚƚƌ͸ƭVarsityandJr.Varsityswim teams.Theadditionof5ĻƓƷƚƓ͸ƭfourthhighschooladdedanaverageof40swimmerstothe competitionpoolduringtheL{5͸ƭscheduledswimtimes.AllofDISDpracticesfallbetween 7:00a.m.and4:30p.m.Onelifeguardisnotsufficienttomaintainthefullresponsibilityof coveragefromtheŅğĭźƌźƷǤ͸ƭopeningthroughtheendof5L{5͸ƭafternoonswimteam practice. Sincethefacilityopenedin2003,thebğƷğƷƚƩźǒƒ͸ƭwindowtintinghassuffereddamage throughnicks,dings,peeling,andfadingfromage.Withthedeteriorationofthetint, intensesunlightfiltersthroughthewindowscreatinglargepatchesofglareonthesurface ofthewater.Lifeguardscannotseebelowthesurfaceintheseareasduringtimesofbright light,orshiftingseasonswhentheƭǒƓ͸ƭpositionmigrates. Whileonsurveillance,staffarerequiredtokeepacontinuousheadcountofpatrons.Once thatcountreaches20ormoreparticipantsinthewateroronthepooldeck,additionalLGs arerequiredtogointorotation,increasingthenumberofstandsused.ThePoolManager duringtheshift.Whilekeepingaheadcounthasbeenthepractice ondutymanagesthis previouslyheldbytheindustry,theAmericanRedCrossandotherentitieshaverevised theirtrainingprogramstostatethatproperscanningtechniquesincludebeingabletosee tothebottomofallareasinthepoolintheirzoneofsurveillance.WhiletheLGscansee headsandactivemotionatthesurfaceofthewaterintheNatatorium,thereareareas,due todistancefromthestandandglarefromthewindows,thathinderscanningtopenetrate thesurfaceofthewater. Additionally,FederalguidelinesoutlinedintheModelAquaticHealthCode(MAHC)contains asectiononLifeguardStationstandards.TheTexasDepartmentofStateHealthServices, whichregulatesaquaticscentersintheState,presentedareasoftheMAHCthatwillbe proposedforadoptionduringthenextlegislativesession.Theyincludedvisibilityfrom lifeguardstationsandincreasedtraining.Severalpublicandprivateaquaticfacilitieshave startedtoadopttheactiontostaycurrentwithindustrystandardsandinanticipationof Stateadoption. SOLUTIONANDRECOMMENDATIONS: Duetoincreasedattendance,staffrecommendsaddingaLifeguardtothe5:1510:00a.m. shiftMondayFridaysandaddingtwolifeguardstothe10a.m.Α4:00p.m.shiftMondayΑ Fridays.Theadditionofthesepositionswillallowstafftoput,atminimum,oneguardup perpoolduringalloperationalhours.Staffalsorecommendsfundingaonetimebuilding enhancementtoreplacethewindowtintattheNatatorium,ensuringpropersafety strategiesaremetforfullvisibilityofboththesurfaceandsubsurfaceofthetwopools.This packagewilladdanadditional4,348hoursofLifeguardingtotheNatatoriumbudget,ora totalof2.09C9͸ƭ͵Itwillalsoaddaonetimefundingof$13,650forwindowrepair. TotalpackagecostforstaffhoursandbuildingenhancementintheNatatoriumis$66,490. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE ParksandRecreationΑParkMaintenance ParkPlanningandDesign PROGRAMDESCRIPTION: FundingisrequestedforafulltimepositionforaParkDesignertoprovidedepartmentplanning services,conceptdesigns,constructiondrawingsandbidspecificationsforareassuchas,butnot limitedto,parkimprovementsanddevelopment,beautificationlandscapegatewaysandstreet enhancements. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.2ΑIncreasepercentageofcitizenswhoratetheirneighborhoodasagoodplacetolivefrom82to 85percentby2020. CURRENTPRACTICES: TheParksandRecreation5ĻƦğƩƷƒĻƓƷ͸ƭ(PARD)ParkMaintenance(PM)divisionisresponsiblefor maintainingallCitypropertyandidentifiedrightofways(ROW)inadditiontotheparksystem.PM isalsoresponsibleforthemaintenanceofallbuildingsandstructuresintheparkssuchas restrooms,concessionstands,pavilions,andplaygroundsaswellastheexecutionofthe integratedpestmanagementprogramandparksignage. InadditiontothegeneralmaintenanceofCityandparkproperty,PARDisresponsibleforcapital improvementprojects(CIP)relatedtotheparksystem.Currently,allplanning,resourceallocation, presentationsandapprovalprocessesforparkprojectsarecurrentlybeingcompletedbytheDirector andAssistantDirector.Thesetasksareveryimportanttotheorganization,butareabsorbinga significantamountoftimethatisneededtohelpguide,provideoversightandenhancethe department.TheParksSuperintendentandFacilityServicesprovideprojectmanagementforpark projectsoncethecontracthasbeenexecuted. Conceptanddesignworkhashistoricallybeencontractedout.Whilethismethodhasalevelof success,itisatimeconsumingandacostlyprocess.Betweenthedevelopmentofascopeofservice, communicatingthevisionandconceptofaprojectandreceivingadraftproposalitcantake30Α60 days.Inmanycases,thispushesaprojecttimelinebeyondwhatisneededandexpectedfor completion.Additionally,basedoncurrentcontractedservices,designcostrangesfrom$100$150 perhour.SmallconceptprojectsfortheParksandRecreationDepartmentaveragejustover$10,000a project. Atthebeginningof2018,PMlearnedacurrentstaffmemberinaFieldServiceWorker(FSW)II positionwasprofessionallyqualifiedtoperformdesignwork.Thestaffmemberwasassignedpark designprojectsashisregulardutiesallowed.Theresultofhisworkhasbeenveryimpressive.The turnaroundtimeonhisworkreducedthetimelinefordesignbyoverhalffromconsultanttime frames.ThestaffmemberhassinceassistedseveralCityDepartmentswithdesignworkatasavingsof approximately$90,000.TheFSWIIcontinuestoperformhisdutieswhileworkingonprojectsas assignedbuthascreatedavoidinmaintenanceservice.Thisstaffmemberwillberetestingfortheir certificationasaLandscapeArchitectinAugust,2018andwillbeabletostampandcertify constructiondrawingsinearlyOctober. CURRENTISSUES: Aspropertyisacquiredandnewprojectscomeintodevelopment,significanttimeisspentonthe planninganddesignofCityprojects.Thepropertymustbeevaluatedforpotentialandappropriateuse aswellasconsideringcommunityneedanddemand.Inorderforprojectstoremainontimeandbe properlymanaged,itisdesiredtohavetrainedprofessionalsprovideplanninganddesignservicesto parkprojectstoassureeffectiveandefficientmanagement.ProjectManagers,locatedwithinFacility Services,providedirectprojectmanagementoncefundingandprojectapprovalhasbeenachieved. ParksandRecreationdoesnothavededicatedplanninganddesignprofessionalsprovidingoversightto parkprojectsandlongtermparkdevelopment.Atthistime,allparkplanningiscurrentlybeing administeredbytheDirector,AssistantDirectorandParkMaintenanceSuperintendent.Whilethese taskscouldbecompletedbythesepositions,havingalicensedqualifiedplannerand/ordesignerwould bemuchmorebeneficialtotheorganization.Withtheadditionofthisposition(s),theDirectorand AssistantDirectorwillbeabletoprovideoversightandsupporttonumerousotherneedswithinthe organizationtoguidethedepartmentintothefuture. SOLUTIONANDRECOMMENDATIONS: TheParksandRecreationDepartmentisinneedofstafftooverseeparkplanningeffortsanddesign services.Withtheamountofprojectsthatarecurrentlyunderwayaswellasthegeneralplanning requiredtosupporttheongoingandfutureeffortsofthedepartment,afulltimeParkDesigneris neededtoassureeffectiveplanningofthefutureparksystem.TheParkDesignerwouldworkalong withandsupportFacilityServicesconstructionmanagementservices. Inaddition,adedicatedParksDesignerwouldsavesignificanttimeandmoneyintheearlystagesof projectdevelopment.Thispositioncouldprovideconceptdesignsforcommunitymeetingsor constructiondocumentforselectprojects.WhileafulltimeParksDesignerwouldbeverybeneficialto theorganization,itdoesnotrelinquishthefactthatsomeprojectswillneedtobecontractedfor services.Itwouldbeaprimaryfocusforthepositiontoaideintheconceptualdesign,construction documentsandsupportFacilityServicesinthedevelopmentofsomeconstructionprojects.This positionwillalsobeinstrumentalinhelpingimplementthecompletedredevelopmentoftheParks MasterPlanthatwillstartinearly2019andbecompletedthefallofthesameyear. IOOFCEMETERYLANDSCAPINGCONSTRUCTIONDOCUMENTS Basedontheservicesprovidedoverthecourseofthelastfewmonths,itisanticipatedthatthedesign effortsalonecouldoutweighthetotalcostsassociatedwiththeParksDesignerposition.Projectsthat havebeendesignedinhouserecentlyconsistofIndustrialPark,IOOFlandscaping,streetbeautification, BrinkerintersectionandMEWSstreets.Inaddition,thestaffmemberisrecentlystarteddesigninga TXDOTgreenribbonproject,NorthLakesDogParkandtheTennisCenter. TXDOTGREENRIBBONCONCEPTDESIGNGRANT Fundingintheamountof$103,328isrequestedforthenewpositon,whichincludescomputersetup fordesignpurposes.Asaconsideration,someorallplanninganddesigneffortscouldbechargedback toprojectstoreducetheimpacttotheGeneralFundasafundingoption. DIVISIONPROGRAMPACKAGE ParksandRecreationΑParkMaintenance ROWTreeTrimming PROGRAMDESCRIPTION: Additionalfundingisrequestedfortreetrimmingtopurchasearotarystylesawblade attachmentandcontract18,000linearfeetofRightofWays(ROW)tobehandtrimmed. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.2ΑIncreasepercentageofcitizenswhoratetheirneighborhoodasagoodplacetolive from82to85percentby2020. CURRENTPRACTICES: ParkandRecreationmaintains287acres(80Miles)ofroadsidewithinDentoncitylimitsto managebrushandtreesovergrowthintothepathoftrafficimpedingthelineofsight, causingpotentialdamagetovehiclesandviolatingCityOrdinance.Thismaintenanceisdone Maintenancetrimsbrush mostlyadjacenttoundevelopedprivateproperty.Typically,Park andtreesonceperyearinthewinterafterthevegetationtransitionsintodormancy reducingthestresstotreesandallowingstafftoperformtrimmingintightareaswhere foliagecausessightlineissues.TherehasbeenanincreaseinROWtreetrimmingdueto undevelopedprivatepropertythathaveoccurredovertheyears. annexationsoflargely Staffcurrentlyusesalargetractorwithaboommower.Unfortunately,duetothelarge amountROW,ParkMaintenanceisunderstaffedtoprunetheseareasbyhand.After consultingwithDentonCounty,Texas,DepartmentofTransportationandseveral equipmentvendors,thistypeoftrimmingisstandardadjacenttoundevelopedareas. CURRENTISSUES: The/źƷǤ͸ƭmaintainedROWhasgrownsignificantlyinrecentyearsduetoannexation.With thisincrease,therehasbeenagrowingconcernbycitizensregardingcurrentROW maintenanceandtreetrimmingpractices.ROWareasarenowbeingdevelopedand occupiedneedingahigherlevelofcaretothetreesintheseareas. SOLUTIONANDRECOMMENDATIONS: PARDstaffrecommendspurchasingarotarystylesawbladeattachmentfortheboommower at$16,133,whichwouldprovideacleanercutonthelargertreelimbs.Thisattachmentwould leaveamoredesirableappearancetotheCityofDentonROWs.Staffalsorecommendshiring anoutsidecontractortoperformtheserviceneededbyhandtrimmingROWsinhighprofile areas.Handtrimmingwouldconsistofusingchainsawsandlopperstopruneandtrimthetrees foranaestheticallyappealingappearanceatanannualcostof$27,367.Atotalof$43,500is neededtoimproveRightofWaytreetrimming. DIVISION PROGRAM PACKAGE Parks and Recreation CivicRec PROGRAM DESCRIPTION: Funding is requested management system. RELATIONSHIP TO STRATEGIC PLAN: KFA 4: Safe, Livable, and Family-Friendly Community Strategic Initiative 4.1 Increase percentage of citizens who rate their neighborhood as a good place to live from 82 to 85 percent by 2020. CURRENT PRACTICES: The Parks and Recreation Department (PARD) implemented a new recreational management system in August 2017 called CivicRec for programs and rentals. The cloud- based system allows customers to view all available programming and rental spaces, register for programs or rent a facility, and make payments all online. The system provides robust reporting tools to track memberships, registrations, rentals, attendance, and revenue. The system can also be used to manage accounts, perform surveys, and document donations. Many of these features were unavailable under the previous system and severely limited the collection of data. CivicRec also provides technical support services and automatic system updates. Because of the cloud- based platform, the system is easily accessible from any location with internet access and requires no software installation or fee-based package is one percent of the revenue collected through CivicRec. CURRENT ISSUES: The annual one percent fee for the system was included in the first year implementation cost. Funding is needed for the on-going annual fee. The system is currently set up to automatically deduct one percent of all incoming payments and deposit the funds into revenue account 2030.5904.0033. Based on current accounting practices, payments cannot be made from revenue accounts. A separate expenditure account must be established to process payments. While funding is set aside to cover the expense of the annual contracted fee, it is in a revenue account and cannot be used to process and pay invoices. SOLUTION AND RECOMMENDATIONS: In compliance with accounting practices and to maintain consistency with other payment processes, an allocated source of funding is needed for the expense of the CivicRec annual contracted fee. The fee is directly tied to the revenue generated through the use of the CivicRec system and covers services including software maintenance and updates, technical assistance, and reporting features. The fee is offset by the revenue collected. Based on historical revenue collections from both Recreation Fund and General Fund revenues, an estimated $46,000 will be needed for the annual fee from the expense account 400001.7879. tƌĻğƭĻ ƓƚƷĻ Ώ ƚǒ ƒ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE ParksandRecreation NewAmericanLegionHallStaffandProgramSupplies PROGRAMDESCRIPTION: Thispackageisarequestforfundingofoperationalneedsincludingpersonnelhoursand ongoingsuppliesfortherenovatedAmericanLegionHall(ALH). RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.2ΑIncreasepercentageofcitizenswhoratetheirneighborhoodasagoodplacetolive from82to85percentby2020. CURRENTPRACTICES: TheALHisintheprocessofundergoingarebuildandredesignofitscurrentbuildings.The renovatedspacewillprovideacentralizedentrytothefacility,updatedtechnology, improvedfunctionality,andbemuchmoreconduciveforprogrammingandrentals. ThecurrentALHfacilityhaslimitedprogrammingspaceandminimaloperatinghoursof10 a.m.3p.m.MondayFriday,withextendedhoursonThursdaysfrom610p.m.andis availableforrentaleveningsandweekends.Theonlystaffforthebuildingisafulltime RecreationSpecialistwhosupervisesthebuildingfrom9a.m.Α4p.m.dailyandon Thursdayevenings.Citizensoftenarrivepriorto10a.m.andstayafter3p.m.inaccordance withtheƭƷğŅŅ͸ƭschedule.LastfiscalyeartheALHwasrentedfor336hours,totalingover $16,000inrentalrevenue. CURRENTISSUES: Presently,theALHisoperatingasmoreofanofficialͻķƩƚƦźƓͼlocationthanatrue recreationfacility.ThecurrentALHistwoseparatestandalonebuildings,thereforedoesnot haveamainentryorreceptionarea.ThereisnoaccesstotheCitynetwork,thereforethe ALHdoesnothaveacheckinstationorthecapabilityfortakingregistrations.Thecurrent facilitylayoutisnotconducivetospecialtyprogrammingsinceeachbuildingonlyhasalarge multipurposeroomwithitemssuchastables,chairs,fitnessequipment,andcomputers. Thereisonekitchenwhichservesonebuilding.Theopenroomsdonothavedividedspace. Therefore,duringrentalssheetsareputoverfitnessequipmentandcomputerstogivethe appearanceofseparatedspace.Comparatively,thenewdesignwillcombinethetwo buildingsintooneincludingacentralizedentrywithreceptionarea,dedicatedfitnessroom, computerlab/smallclassroom,recroomwithpooltableandtwolargeclassrooms. Additionally,therewillbeanewkitchencapableofservingtheentireALH.Thenewbuilding willhaveaccesstotheCitynetworkandcapabilitytocheckinguestsandprovide registrationservicesforprogramsandrentals. ThecurrentstaffoftheALH,afulltimeRecreationSpecialist,ismoreorlessonlyservingas abuildingmonitor,duetonothavingadditionalfundingforbuildingcoverage.Therefore, shedoesnothavededicatedtimeforprogramdevelopmentandimplementation. 10hoursperweekonRecreation Currently,theMLKJr.RecCenterSupervisorspends5 Specialistjobdutiessuchasplanningandimplementingbasicprogramsandtripsforthe ALH.Thistakesthesupervisorawayfrommanagerialresponsibilitiessuchasstaff development,programsupport,longtermplanning,forecasting,andstrategicplanning. Allfurniture,exceptonesetofchairs,arerepurposedfromotherCitybuildingsthat purchasednewfurniture.FixturesandFurnitureexpensesof$75,000havebeenincludedin theprojectbudget. SOLUTIONANDRECOMMENDATIONS: TherenovatedALHwillfunctionmoreasatruerecreationfacility,asitwillbemoreinvitingtocitizens, conduciveforprogramming,andappealingforrentals.InordertomaketheALHinlinewithourother recreationfacilities,staffrecommendsexpandingtheALHoperatinghoursbyanadditional16hoursper week,toMondayFriday9a.m.6p.m.inordertoallowcitizenstoutilizetheupgradedfacilityandits newprograms.Inaddition,staffrecommendsfundingthepersonnelrequiredtosupporttheincreased operationalhoursandprogrammingassociatedwiththenewfacility. Theadditionalpersonnelneededtosupportextendedoperationalhours,increasedrentalsand programmingisestimatedtobe2,953tempseasonalRecLeaderhours,atacostof$31,918peryear. TheRecreationLeaderswillprovidesupporttothefulltimeRecreationSpecialistbyprovidingcustomer servicedutiessuchasguestregistrationandcheckin,answeringphonecalls,andmonitoringthe buildingduringprograms,specialevents,andrentals.TheRecreationSpecialistwouldbeabletofocus oncreatingandimplementingprograms.TheRecreationSupervisorwouldnolongerberequiredto spendtimeassistingdirectlywithprogramsandcanfocusonhiscoreresponsibilities. newprogramstooccupytheupgradedspacesuchas Providingregistrationservicesandsupporting healthandwellnessclasses,artsandcraftclasses,andspecialeventswillrequireanongoingsupplycost of$2,500. Staffestimatesanincreaseof164rentalhours,equalinganadditonal$4,920inrevenue.Additionally staffestimatesincreasedprogrammingwillbringin$2,000morerevenue,foratotalof$6,920tohelp offsettheincreasedexpenses. Theongoingcostsandestimatedrevenuerequestedrepresentafullyearofoperations.At thistime,itisassumedthatthebuildingwillnotbeopenuntilclosetolatesummerorfallof 2019(FY2020). tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE ParksandRecreation DeniaandNorthLakesOperationalHours PROGRAMDESCRIPTION: ThispackageisarequesttoextendtheoperationalhoursatDeniaandNorthLakes RecreationCenteronSaturdays. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.2ΑIncreasepercentageofcitizenswhoratetheirneighborhoodasagoodplacetolive from82to85percentby2020. CURRENTPRACTICES: NorthLakesRecCenteriscurrentlyopenfrom7:30a.m.3:15p.m.onSaturdays.DeniaRec Centeriscurrentlyopenfrom9:30a.m.3:30p.m.onSaturdays.TheMLKJr.RecCenter currentlyclosesat6:30p.m. NorthLakesandDeniaRecCenterhostmanydifferenttypesofprogramsandactivities includingbutnotlimitedto,dance,groupexercises,therapeuticrecreation,camps,and outdoorrecreationprograms. Thebuildingsareavailableforrentalduringoperationalhoursandafterclosingforafee. BothfacilitiesofferĭŷźƌķƩĻƓ͸ƭthemedbirthdayparties,rooms,andgymsrentals.Typesof rentalshostedarebabyshowers,familyreunions,groupmeetingsandbirthdayparties. Roomsareavailableforrentaluntilmidnight. CURRENTISSUES: NorthLakesRecCenteroffersthelargestfitnessareaoutofallofthereccenters.Lastfiscal yearNorthLakesfitnessandrecpassattendancewas57,480.Manyofthosemembershave requestedadditionalhoursonSaturday. DeniaRecCenteroffersafitnessareaandrecspace(gameroomandgym).Lastfiscalyear 5ĻƓźğ͸ƭfitnessandrecpassattendancewas11,370.Manyofthosemembershave requestedadditionalhoursonSaturday. ThechangeinhourswouldalsoallowforconsistencysinceMLKJr.RecCentercurrently closesat6:30p.m.onSaturdays. CurrentProposed SaturdayHoursofOperationSaturdayHoursofOperation MLKJr.RecCenter9:30a.m.6:30p.m.9:30a.m.6:30p.m. NorthLakesRecCenter7:30a.m.3:15p.m.7a.m.6:30p.m. DeniaRecCenter9:30a.m.3:30p.m.9:30a.m.6:30p.m. SOLUTIONANDRECOMMENDATIONS: StaffrecommendsexpandingoperationalhoursatNorthLakesRecCenterto7a.m.6:30p.m.atan expenseof$2,248andDeniaRecCenterto9:30a.m.6:30p.m.atanexpenseof$1,798foradditional temp/seasonalpersonnel.Noadditionalexpensesareassociatedwithfacilitycostsduetoitscurrentuse forafterhoursrentals. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE Development Services Permitting Software Replacement PROGRAM DESCRIPTION: This package would replace the Citycurrent software for permitting, plan review, and inspections: Trakit and ProjectDox. The current permitting and inspection solution is inadequate, resulting in inefficient use of human and systems resources as well as customer service dissatisfaction. There are four areas that are inadequate for multiple users across internal departments and with external users: poor user experience; lack of true mobile device solution; lack of integration to in-line and back office systems; and insufficient reporting capabilities. With replacement of current software, Development land management, permitting, and code compliance processes simpler to understand, more convenient to use, more ecient, and more predictable. Improvements will enhance the customer experience, improve access to information, allow for better internal collaboration, and produce human resources time savings. RELATIONSHIP TO STRATEGIC PLAN: Objective 2.5: Establish a culture of accountability at all levels of governance a new software will provide better reporting for management on development review, permitting, and inspections activities and performance measures. Goal 4: Achieve high level of customer satisfaction a more user-friendly interface will provide easier access to information for both customers and staff and facilitate a more convenient method of applying for permits and scheduling inspections. Goal 5: Utilize technology to enhance efficiency and productivity after implementation, the new software will reduce the amount of personnel time spent by Tech Services in non-value added activities to maintain basic functionality for business processes. CURRENT PRACTICES & ISSUES: Development Services currently uses Trakit and ProjectDox software packages for permitting, plan review and inspections. Over the past 18 months, the department has conducted assessments of business practices in each of these areas to improve processes and the customer experience. As a result of that initiative, staff has identified the following deficiencies in current software: 1) Poor user experience the user interface, both for staff and external customers, is unintuitive and difficult to navigate. This confusion contributes to errors in applications, waste of staff time, and frustration for all users. 2) Lack of true mobile device solution Inspectors are not able to complete documentation of inspections and communicate results with customers in the field; they have to come back into the office to complete their inspection paperwork. With a mobile inspection solution, inspectors would be able to spend more time in the field, completing more inspections and providing faster documentation to customers. 3) Lack of integration to in-line and back office systems The City uses Trakit for project application and ProjectDox for plan review. These systems are not integrated, which makes application and submission of documents confusing and overly cumbersome for applicants an applicant must submit in and interface with both systems to complete one project. The lack of integration creates a double entry burden on staff to update information on the same project in two different systems. Additionally, the City uses eTrakit as an added web application to provide access to developers and the public. The two applications do not communicate effectively information or payments entered by the applicant in eTrakit do not always transfer to Trakit and vice versa. 4) Insufficient reporting capabilities Department staff has identified a number of indicators that measure performance in development review processes, but reporting and analysis of this data requires considerable manual efforts to access the necessary data and manipulate it to a usable format. SOLUTION AND RECOMMENDATIONS: Staff recommends replacing the Citypermitting software with a solution that meets the departmeeeds and addresses the deficiencies identified with the current product. The fiscal impact in the first year will be $500,000 including the utilization of an implementation partner. The costs in the subsequent years is estimated at $281,740 for maintenance and licensing. DIVISION PROGRAM PACKAGE Police tğƷƩƚƌ tĻƩƭƚƓƓĻƌ PROGRAM DESCRIPTION: This supplemental package would provide funding to hire four (4) Police Officers. RELATIONSHIP TO STRATEGIC PLAN: The addition of police patrol personnel is consistent with Strategic Plan Objective 4.1.2-Securing and deploying public safety resources in the most effective and efficient manner possible. It is also consistent with Objective 4.1.4-Focusig on prevention programs to heighten awareness, minimize loss, and support a safer community. CURRENT PRACTICES: The Police Department has a current authorized strength of 177 sworn officers. 72% of these positions are assigned to a uniform enforcement role, including supervisors. 23% are assigned to criminal investigations, and 5% are assigned to administrative roles, such as training and personnel. The patrol shifts are deployed in 4 12-hour shifts that provide police coverage 24 hours a day, seven days a week. Additional units are dedicated to the Downtown and Entertainment District, and others are assigned to Traffic Enforcement and motor vehicle crash investigations. Officers are expected to be engaged in community issues and to build partnerships with neighborhood groups within their assigned districts. Officers are also tasked with addressing emerging community concerns, including traffic complaints and homelessness-related issues. CURRENT ISSUES: The City of Denton continues to experience steady growth in population, along with a significant increase in commercial development. These equate to an increasing demand for police service in both citizen-imitated calls for service and in community expectations of proactive police services such as traffic enforcement, directed patrols, and other visibility-related police activities. The demand for police service in 2017 increased by 2.2% in total calls for service, and by more than 12% in time required to handle calls for service. Combined, these changes resulted in a decrease of 9% in officer-initiated activity. In 2017, the City experienced an increase of 3% in part I crimes, including a 14.7% increase in violent crime and a 1.3% increase in property crimes. For the past several years, the Department has utilized a staffing study that was designed to increase officer availability for citizen-initiated -initiated activity, and maintaining an increased focus on the Downtown Square and entertainment district. The Department continues to experience a lack of sufficient staffing to adequately meet community expectations from both a proactive and reactive perspective. The Operations Bureau has consistently had 3-5 officers at any given time on injury related light duty. Even though these officers are not able to operate as fully functioning patrol officers they are still able to provide a benefit to their shifts. They normally function as report takers so their counterparts working the street do not have to return to the station to take minor reports. The Bureau has also had at least one officer on a long-term military deployment at any given time. Police OT by Reasons - Patrol/Traffic FY 17-18 is 10/1/17 thru 5/18/18 FY - 16-FY - 17- 17 18 Call Out 428.5 297.25 Community Event (not Spec Event) 389 249.75 Court 687 482.25 EXTRA Assignment 213.75 165.75 Late Calls 2429 1621.75 Meetings 318.75 192.75 Reports 245.75 116.5 Special Initiative 537.5 185.75 Short Staffed 1190 770 Special Events 2737.25 1996.75 Training 1855 1648 SOLUTION AND RECOMMENDATIONS: The Department has engaged Dr. Fritsch from UNT to conduct a new staffing analysis for patrol officers. The results will provide guidance on future staffing needs. preliminary study recommends adding four (4) patrol officers to the Operations Bureau in FY 18/19. The first year cost to add four (4) police officers and one (2) marked Tahoe police vehicles is $601,586. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Police CivilianJailers PROGRAMDESCRIPTION: Thissupplementalpackagewouldprovidefundingtoaddthree(3)additionalFTEsassignedas civilianjailersfortheMunicipalJail. RELATIONSHIPTOSTRATEGICPLAN: Theadditionofthree(3)civilianjailersisconsistentwithStrategicPlanObjective4.1.2Securing anddeployingpublicsafetyresourcesinthemosteffectiveandefficientmannerpossible.Itis alsoconsistentwithobjective4.1.4Focusingonpreventionprogramstoheightenawareness, minimizeloss,andsupportasafercommunity. PRACTICES: CURRENT Theminimumjailstaffcurrentlyallottedistwojailersondutypershift.Thesejailstaffmembers aretaskedwiththecareandwelfareofallarresteeswithinthefacility.Duringtheirshiftthe controlroomservesasthehubofjailactivityandremainsunlocked.Jailersandjailshift supervisorsareregularlyoccupiedinadministrativetasksrelatedtoreportsandcareofarrestees. Thespaceismonitoredfromthecontrolroomandroundsareperformedregularlybystaffto maintainsafetyinthespacemonitoringarresteesforpotentialunknownriskssuchassuicide attempts,violencebetweenarresteesandotherhealthrelatedwelfareconcernsthatwould necessitateanemergencymedicalresponse. Currently,ourstaffinglevelisnotcongruentwithotheragenciesofsimilarsizeinourareawhich contributestolowersupervisionofarrestees.Thecomparatorcitiesusedinthisanalysiswere Lewisville,FriscoRichardsonandKellerwhichserveasimilarpopulationsizeasDenton.Themost comparablejailstaffingmodeltoourcurrentstaffinglevelwasKeller,Texaswhichalsoutilizes 10personnel.Kellerjailprovidesservicesforitsownofficersandforthesurrounding communitiesofSouthlake,WestlakeandColleyville.Thecombinedpopulationofthesecitiesis 98,726supportingacombinedauthorizedfulltimeswornofficerstaffof155officers.The averagenumberofbookingsperjailerinDentonwas380in2017.Thisiscomparedwithan averagebookingrateof210inLewisville,172inFrisco229inRichardsonand262inKellerduring thesametimeperiod. CURRENTISSUES: Ourjailstaffmembershaveinterruptedseveralsuicideattemptsinthepastwhichisnot uncommoninashorttermjailsettingaccordingtotheWorldHealthhƩŭğƓźǩğƷźƚƓ͸ƭpublication ͻtƩĻǝĻƓƷźƓŭSuicideInJailsAndtƩźƭƚƓƭͼHowever,thecompletionofadministrativetasksin additiontomonitoringarresteesisnotoptimalandcreatesdividedattentionandconsumesa significantportionofstafftimethatcannotbededicatedtomonitoringarrestees.Thebooking processrequiressearchingofallarrestees,preparationofarraignmentandbondpaperwork, completionoftransferpaperworkandpreparationofarraignedarresteesfortransporttoDenton CountyJail,providingmealsandmedicationtoarrestees,sanitizingofcells,matsandcounters, launderingofblanketsandsoiledarticlesbelongingtoarrestees,answeringquestionsviaphone posedbyofficers,attorneys,bondsmen,familymembersandotherjailfacilities.Thisisnotan exhaustivelistoftaskscompletedbythejailbutiscomprisedofrepetitiveadministrativetasks thathaveafunctionalcomponentthatreducesthetimeavailabletomonitorarrestees.In additiontotheadministrativetasksjailerscancommitconsiderabletimeandattentiontothe movementofdisruptiveorviolentarresteestoisolationcellsandorrestraintdeviceswhich precludesmonitoringofanyotherarresteebecausethephysicalnatureoftheseconfrontations requiresbothjailersparticipate. TheCityjailoperatesonaminimalstaffinglevelthatrequiresthepaymentofovertimeonany occasionwhenajailstaffmemberisoffduetoinjury,illnessorvacation.Jailstaffingforthecity isbelowtheindustryaveragefornorthTexascitieswithcomparablepopulations.Thelackofa comparablenumberofjailstaffmemberstolocalagenciestosuperviseconsumersofjailservices increasesliabilityfortheCityandcontributestoadysfunctionalemployeeturnover,lowmorale, increasedstaffstressthatcontributestoarefusalofovertimewhenoffered.Consideringthat mostincustodysuicidesoccurinshorttermfacilities,havingadequatecomparablestaffinglevels isimportantforprovidingforincreasedsafetyforcitizensandstaff. SOLUTIONANDRECOMMENDATIONS: Theadditionofthree(3)FTEsinthejailwouldreducetheworkloadandlowerliabilityinthis areafortheCitybringingourorganizationmorecloselyparalleltoothernorthTexascomparator agencies.Thisincreaseinstaffingshouldalsohelpalleviateovertimeliabilitiesassociatedwith vacationandsickvacancies.In2017,onethousandeighthundredninetythreehoursofovertime wereattributedtothejail,atacostofmorethan$50,800.Incontext,thisamountofovertime, justtocoverabsencesforminimumstaffing,equatesto77.5%ofonefulltimejailerFTE.This packagewouldeliminatetheneedforsuchahighpayoutinovertime,andprovidetheadditional staffinglevelsthathelptoaddressthecurrentissues.Thefirstyearcosttofundthispackage, includingpersonnel,equipment,andtraining,is$214,599. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Police SexualAssaultInvestigator DESCRIPTION: Thissupplementalpackagewouldprovideone(1)swornFTEforassignmentasasexualassault investigator.ThePoliceDepartmenthasreceivedagrantthroughtheInternationalAssociationof ChiefsofPolicethatincludedfundingfor2yearsforanewsexualassaultinvestigatorposition. RELATIONSHIPTOSTRATEGICPLANJUSTIFICATION: Objective4.1.2:Secureanddeploypublicsafetyresourcesinthemosteffectiveandefficient mannerpossible.ItisalsoconsistentwithObjective4.1.5:Maintainahighlevelofpreparedness throughplanning,training,andtheutilizationofresources. TRENDANALYSIS: SexualAssaultinvestigationisaspecializedassignment.Thenatureoftheoffensescoveredunder thesexualassaultstatutearenotsimilartoothertypesofoffenses.Specializedtrainingisrequired fordealingwithvictimsoftheseoffenses.Thistrainingincludestraumainformedinterviewing techniques,forensicissuesassociatedwithcollectionofDNAevidence,andvictimadvocacy. Additionallytherearespecializeddynamicsinhandlingsuspectsspecificallywithrespect interviewingskills.Thecurrenttrendisforsexualassaultcasestobehandledbymultidisciplinary teamsthatcombineinvestigators,advocates,andprosecutors.Thisrequiresinvestigatorsthat specializeinsexualassaultinvestigation. ISSUES: TheCityofDentonisgrowingrapidly.Additionally,thelocaluniversitiesareexperiencing significantincreasesinenrollment.Theincreaseinpopulationandspecificallystudentpopulation hasresultedinannualincreasesinthenumberofreportedsexualassaultsannuallyoverthelast severalyears.ThefollowingtableisreportedbytheUCR: Year200020102016 Reported Rapes 366795 82,400 127,000 133,000 Est. Population Thereisahighfocusonhowlawenforcementagencieshandlethesecases.The#metoomovement canbeanticipatedtocauseahigherlevelofreportingasmorevictimsseektoholdtheirattackers accountable.Lawenforcementcanexpectahigherlevelofscrutinyonhowitmanagesthesecases. Acitywithtwomajoruniversitieswithsignificantfemaleenrollmentshouldbeonthecuttingedge ofmethodology,training,andapproachwithrespecttosexualassaultinvestigation. CURRENTPRACTICES: SexualassaultsarecurrentlyhandledbytheDentonPoliceMajorCrimesUnit.Theunitconsistsof 7investigatorsandasergeant.Theunitinvestigatesviolentfelonies,burglaryofhabitations, financialcrimes,andsensitivecases.Theinvestigatorsarecapable.Theprimaryfocusoftheteam istoensurethatinvestigationsarethorough,soundinmethodology,andcompletedinatimely fashionusingateamconcept.Theyhavehadsuccessatsexualassaultinvestigation,butthe currentsetupwouldnotbeconducivetothemultidisciplinaryteamapproachthatinvolve elementsspecificallyfocusedonsexualassault.Itwouldalsobeimpracticaltotraineverymajor crimesinvestigatortothelevelofexpertiseinsexualassaultinvestigationrequiredforparticipation inamultidisciplinaryteam. Thedepartmentcurrentlyhastherelationshipsinplacetotakeamultidisciplinaryteamapproach tosexualassaultinvestigation.ThedepartmentissuccessfullyusingaMDTtoprosecuteallchild abusecasespartneringwiththe/ŷźƌķƩĻƓ͸ƭ͸AdvocacyCenterandDentonCountyDistrictAttorney Office.ThedepartmentrecentlybeganandMDTforfamilyviolencebypartneringwithDenton CountyFriendsoftheFamilyandtheDentonCountyDistrictAttorneyOffice.Currently,Denton CountyFriendsoftheFamilyadministerstheSexualAssaultNurseExaminerprogram.TheSANE examisoneoftheprimaryforensictoolsinsexualassaultinvestigation.DentonCountyFriendsof theFamilycouldeasilybebroughtinastheadvocateportionofaMDTwiththeDentonPolice Department.Theyarealreadythelargestvictimadvocateintheareaandactivelypartneringwith thedepartmentinotherareas. FISCALIMPACTANDPOLICYRECOMMENDATIONS: TheDentonPoliceDepartmentwasawardedagrantbytheInternationalAssociationofChiefsof PoliceinJanuary2018.Thegrantwasfora19monthperiodwithavalueof$450,000tobedivided into$225,000inthefirstninemonthsand$225,000inFY1819.Thedepartmentsecuredthe grantwiththeplantocreateasexualassaultinvestigatorposition.Thefinancialawardcovers 100%ofayear1officerpositionsalaryandbenefits. AconditionofapprovalforthegrantwasasustainabilityrequirementthatobligatestheCityof Dentontofundcreatedpositionsbeyondthelifeofthegrant.TheCityofDentonwillbeexpected toresumethesalaryandbenefitsinfullforallpartieslistedonthegrantinFY1920.Thereisno specifictrainingobligationorpaymenttothecommunitypartnerbeyondthelifeofthegrant. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Police VictimAdvocate PROGRAMDESCRIPTION: Thispackagewouldfundone(1)FTEassignedasanadditionalcivilianvictimadvocatetowork withourcurrentFamilyServicesCoordinator. RELATIONSHIPTOSTRATEGICPLAN: Objective4.1.2:Secureanddeploypublicsafetyresourcesinthemosteffectiveandefficient mannerpossible.ItisalsoconsistentwithObjective4.1.5:Maintainahighlevelofpreparedness throughplanning,training,andtheutilizationofresources. CURRENTPRACTICES: Thecurrenttrendisforlawenforcementagenciestocooperateinmultidisciplinaryteams(MDTs) toassistwithimprovingprosecutionandvictimservices.Theadvocateisanessentialcomponent ofaMDT.Systembasedadvocatesarethoseemployedbylocalentities.Theyfunctionasa gatewaytoshorttermserviceprovisionandlongtermservicereferral.Systembasedadvocates provideavaluablestopgapinlocatinglongtermservicesforvictimsofviolentandpropertycrime. Theseadvocatescanalsoprovideshorttermtherapeuticserviceswhenneededinthegap betweentheoffenseandwhenthecommunitybasedadvocatecanbeginprovidingservices.The systembasedadvocatecanalsotakeonsecondaryrolessuchasgriefcounselingforfamiliesthat loselovedonestofatalitycarcrashes,suicide,ornonphysicianattendeddeathsoftheirloved ones.Thesystembasedadvocatecanalsoassistwithcriticalincidentdebriefoffirstresponders exposedtotraumaticevents. CURRENTISSUES: TheCityofDentonisgrowingrapidly.Additionally,thelocaluniversitiesareexperiencing significantincreasesinenrollment.Theincreaseinpopulationandspecificallystudentpopulation hasresultedinannualincreasesinthenumberofreportedsexualassaultsoverthelastseveral years.ThefollowingtableisreportedbytheTexasDPSCrimeReports: Year200020102016 366795 Reported Rapes Est. Population 82,400 127,000 133,000 Additionally,theCityofDentonisexperiencingariseinfamilyviolencemostlikelydueto populationincreaseandincreasedreporting.TheTexasDPSCrimeReportsshowedthefollowing increases: Year201420152016 624694789 Family Violence Incidents Thereisahighfocusonhowlawenforcementagencieshandlethesecases.Familyviolence victimsconstitutethebulkofthecrimevictimsthe5ĻƦğƩƷƒĻƓƷ͸ƭcurrentadvocatedealswith. Familyviolenceisoneofthemorepredictablerepeatoffenseswiththemostpredictable outcomesforincreasingviolence.Preventingtheescalationofviolenceisacentralfocusofthe FamilyServicesTeam. TheDepartmentcurrentlyemploysoneadvocate.Thecurrentadvocatewashiredin1997when thepopulationofDentonwasjustoveronehalfofitscurrentpopulation.Theadvocateposition hasnotexpandedwiththerestoftheDepartment.ThecurrentexpectationisthattheFamily ServicesUnitoperateswithavictimcenteredfocus.Thereisaspecificexpectationthe 5ĻƦğƩƷƒĻƓƷ͸ƭsystembasedadvocatewillcontactandattempttorefertoserviceseveryvictimof familyviolenceandsexualassault.Using2016data,thisconstitutesacaseloadofnearly800 incidents.Inaddition,ourcurrentadvocateprovidesgriefcounselingwithfamiliesthatlosea lovedonetofatalitycrashes,tofamiliesthatlosealovedonetosuicide,andtofamiliesthat unexpectedlylosealovedonetodeathnotattendedbyaphysician.Ouradvocatealso participatesincriticalincidentstressdebriefsforallcityemployeesinvolvedinatraumaticevent. SOLUTIONANDRECOMMENDATIONS: Inordertoaddressthecurrentandprojectedcaseloadforvictimassistance,andtocontinue operatingatcommunityexpectations,theDepartmentneedstoincreasethestaffinglevelsin victimservices.Tooffsetthecostsofaddingthisnewposition,theDepartmenthasappliedfor grantfundingwiththeCriminalJusticeDivisionoftheOfficeoftheGovernoroftheStateofTexas foraVictimAssistanceCoordinator.Thisfunding,ifawarded,wouldfullyfundthenewFTEforFY 1819,includingsalary,continuingeducationtraining,officesupply/printingcosts,andthecosts ofthenecessaryofficetechnology.Thegrantrequiresaninkindmatch,whichtheCitycanmeet withaportionofthestandardfringebenefitpackagefortheposition.Thegrantisrenewable,but itdoesrequireasustainabilityagreementwheretheCityagreestocontinuefundingtheposition inFY1920ifthegrantisnotrenewed. Thegrant,ifawarded,wouldprovideatotalof$89,040infundingforFY1819. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TRAFFICOPERATIONS TRAFFICSIGNALMAINTENANCEFUNDING PROGRAMDESCRIPTION: Thissupplementalwillsupportmaintenanceactivitiesforagingtrafficsignalswith antiquatedequipmentthatarecurrentlybetween15and30yearsold(approximately50% ofthetotalsignalsintheCity). RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea1.4:Achievinghighlevelsofcustomerservice.(Internalandexternal) KeyFocusArea1.5:Utilizetechnologytoenhanceefficiencyandproductivity KeyFocusArea2.1OptimizeresourcestoimprovequalityofCityRoadway.(TrafficSignal andITSnetwork) KeyFocusArea2.2:Seeksolutionstomobilitydemandsandenhanceconnectivity. KeyFocusArea4.1:Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: Staffreceivesfundingtoreplaceapproximately4to5signalseveryyear.Atthisratewewill requirethisadditionalamountforthenexttwelveyears.Also,staffiscurrentlyconstructing thefirstphaseofITSfibercommunications(completedbySeptember2018)a1.6million dollarprojectandwillberequiredtomaintainitstartingnextfiscalyear(20182019). CURRENTISSUES: ThetrafficsignalaccounthasnothadanysignificantincreasesinceFY1314withthe exceptionofspecificprojectonetimefunding. SOLUTIONANDRECOMMENDATIONS: ApprovalofthesupplementalforthisFleetadditionwouldsupportTrafficOperationsstaff tocarryoutdailytasksandimproveresponsivenesstoourinternalandexternalcustomers. DIVISION PROGRAM PACKAGE TECHNOLOGY SERVICES wğķźƚ {ǤƭƷĻƒ wĻƦƌğĭĻƒĻƓƷ PROGRAM DESCRIPTION: The City of Denton Motorola Radio system is utilized by Police, Fire, DME Water, Waste The system supports 817 public safety radios and 779 public works and municipal services radios. The Smartnet radio system has reached technological end of life (EOL). Motorola stopped manufacturing the systems in 2011. New parts and components are no longer available and all support ceases after December 2018. The system has recently experienced several failures that caused intermittent communication between the radio user. RELATIONSHIP TO STRATEGIC PLAN: KFA 4, Safe, Livable, and Family Friendly Community Goal 1, Enhance public safety CURRENT PRACTICES: The City of Denton has operated a 14 channel, two site Motorola Smartnet II Radio system since 1997 with additional upgrades in 2001. The radio system is supported by two tower sites at McKenna Park and Teasley Lane (owned by Denton County). Over 1,500 radios actively use the radio system supporting Police, Fire, Water, Waste Water, Parks, University Currently, we repair parts through a third party vendor as Motorola no longer supports a portion of our Radio system. At the end of December 2018, Motorola will no longer support any function of our System CURRENT ISSUES: Currently, the system is facing significant end of life issues with the backbone infrastructure of the radio system, dispatch consoles and handheld radios. Vendor support of these items are no longer supported or will cease support after December 2018. In addition, the system is not compliant with the Project 25 (P25) interoperability standards. While there is no present consequence for non-compliance, implementation of the P25 standards will enhance interoperability with Public Safety and others within Denton County. P25 is a set of standards for digital radio communications for use by federal, state, and local public safety agencies in North America to enable them to communicate with other agencies and mutual aid response teams in emergencies. The system faces four primary issues described below: 1. ISSUE: The radio backbone has reached technological end of life (EOL). This means that Motorola will discontinue support of the SmartnetII Radio system. New parts and components are no longer available. 2. ISSUE: The Public Safety 911 Gold Elite dispatch radio console systems are approaching EOL. Motorola will end support of this system effective December 31, 2018. Microsoft has discontinued support of the XP operating system as of April of 2014. Software updates and repair service will not be available from Motorola after December 2018. 3. ISSUE: Project 25 (P25 Phase 1 and Phase 2) are the national standards for digital radio communication interoperability. The current radio system is not fully P25 compliant. 4. ISSUE: The system lacks redundancy, failure or damage to one tower would limit system capabilities. Staff has contracted with Mission Critical Partners (MCP) to perform a comprehensive system assessment and to develop complete and comprehensive documents which will include all technical, functional and performance requirements of radio users. MCP regional radio system. This will allow to share costs in infrastructure and also provide interoperability with Denton county and other cities. The City moves forward with an interlocal agreement with Denton County to integrate radio system resources. By utilizing shared resources with Denton County, this will eliminate the need to purchase two new tower sites, towers, and radio system site equipment at a cost of over $1 million per site. The City procures a new Project 25 (P25) radio system that operates using the County master controller, including the replacement of the Motorola Gold Elite radio consoles in use at the public safety communications center and the DME operations center. The City transitions both public safety and non-public-safety users to P25 as soon as practical to avoid operating the legacy system in two separate modes (analog and digital). Motorola is able to provide project discounts of $2,170,476 if the city utilizes the Denton County contract. The Motorola contract allows all cities and agencies within Denton County to purchase Motorola radios and equipment at a 20% discount below the lowest cooperative purchasing rate (HGAC) Contract by August Equipment Total $ 6,899,894 Turnkey Implementation Services Total $ 1,639,852 Warranty wrap (Year 1) Included {ǤƭƷĻƒ 5źƭĭƚǒƓƷ ĬğƭĻķ ƚƓ 5ĻƓƷƚƓ /ƚǒƓƷǤ /ƚƓƷƩğĭƷ ($1,314,850) tƩźĭźƓŭ LƓĭĻƓƷźǝĻ ŅƚƩ ĭƚƓƷƩğĭƷ ĻǣĻĭǒƷźƚƓ ĬǤ ЉБΉЌЊΉЊБ ($1,000,000) ağƓğŭĻƒĻƓƷ 5źƭĭƚǒƓƷ ǝğƌźķ ŅƚƩ th ε ĭƚƓƷƩğĭƷ ĻǣĻĭǒƷźƚƓ ĬǤ БΉЌЊΉЊБ ($475,000) tƩźĭźƓŭ LƓĭĻƓƷźǝĻ ŅƚƩ ƭƷğŭźƓŭ ğƓķ ƭŷźƦƒĻƓƷ ƦƩźƚƩ Ʒƚ ВΉЋБΉЊБ ($253,000) $ 5,496,896 System Total after all incentives Post Warranty - Maintenance and System Upgrades Year 2 $ 380,945 Year 3 $ 395,006 Year 4 $ 409,767 Year 5 $ 425,264 Year 6 $ 441,532 tƩźĭźƓŭ LƓĭĻƓƷźǝĻ ŅƚƩ ƌƚƓŭ ƷĻƩƒ ƒğźƓƷĻƓğƓĭĻ ĭƚƓƷƩğĭƷ ($102,626) Contingency $ 116,500 Project Total $7,446,242 system. The ability to communicate with surrounding public safety agencies. Radio interoperability is crucial during multi-agency and multi-jurisdiction response to large emergency incidents and disasters. Existing Denton County towers will provide needed coverage that will address gaps in the city and in the ETJ. Coverage problems that exist in southwest portion of the city would be eliminated by the county tower on FM407. New radios possess noise-cancelling technology to enhance voice quality. SOLUTION AND RECOMMENDATIONS: Technology Services recommends replacement of tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE Public Safety Communications Center Additional Telecommunications employees PROGRAM DESCRIPTION: This supplemental package would provide funding to add five (5) telecommunications FTEs needed in the Public Safety 911 Communications center. RELATIONSHIP TO STRATEGIC PLAN: The addition of these FTEs is consistent with Strategic Plan Objective 4.1.2-Securing and deploying public safety resources in the most effective and efficient manner possible. CURRENT PRACTICES: The Public Safety 911 Communications Center answers all 911 calls and dispatches all police, fire, and EMS units for the City of Denton, and manages radio traffic for Denton Animal Control officers. Currently, dispatchers spend a considerable amount of time answering incoming phone calls. It is extremely difficult, to focus on radio transmissions when handling an emergency call on the incident volumes, thus increasing the need for dispatchers to remain focused on radio duties. Field units, primarily those for law enforcement, frequently encounter incidents that must be called in when necessary. As has been noted recently in the news media, incidents easily can escalate, placing emergency responders and citizens in further danger. Dispatchers who are otherwise occupied are at risk of missing the details of key radio transmissions. Responsibility for emergency calls should be assigned to a designated call-taker, with the primary police and fire dispatchers only assisting when absolutely necessary. Another important dispatch function occurs during large-scale incidents. Major incidentssuch as a structure fire, mass-casualty event, or serious crime in progresstypically involve multiple responders and lengthy periods of time. Dispatch channels become quickly congested and thus remain on primary dispatch channels can prevent other incidents from being dispatched in a timely manner. Tactical channels must be monitored, however, to assure that critical NFPA 1221 communicator shall be dedicated to communicating on the incident tactical channel and relieved of other duties within the The current duties and minimum staffing of the PSAP does not provide the flexibility needed to consistently monitor tactical or secondary radio channels. Radio dispatchers, especially those managing law enforcement channels, should not routinely answer incoming emergency lines. Dispatchers who consistently shift their focus between critical radio transmissions and emergency calls cannot perform to the highest standard. The Department of Homeland Security, in coordination with federal, state, and local governments, established the National Incident Management System (NIMS) Incident Command System (ICS). ICS fall ICS represents best practices and is the standard for emergency management across the country. ICS requires a supervisor when there are between three and seven persons performing similar functions. At present, our Lead Dispatchers fills the role of dispatcher 100 percent of their work week. As a result, they are unable to focus on managing the operation of their shifts, provide training and coaching and quality assurance. The Communications Center is currently allocated twenty-five (25) FTEs, including the Communications Manager, a Training Coordinator, four (4) first line supervisors (Leads), and nineteen (19) Telecommunicators. The Manager and Training Coordinator work standard business hours. The Leads and Telecommunicators are assigned in two 12-hour shifts that are responsible for coverage 24 hours a day, seven days a week, and 365 days a year (24x7x365). First shift is 7:00 a.m. to 7:00 p.m., while second shift is 7:00 p.m. to 7:00 a.m. Telecommunicators are assigned to permanent shifts and rotate between two days on/two days off and two days on/three days off schedules. The rotation is designed to provide weekend days off every other week. The PSAP typically staffs four operational positions that generally are assigned to the following positions: Fire Dispatch Police Dispatch B Side (TLETS/NCIC for law enforcement) Lead Supervisor CURRENT ISSUES: To verify appropriate staffing and/or to determine staffing needs, call centers and 9-1-1 centers use calculations based on call volume and workload. APCO and NENA have developed tools based on the Erlang C29 calculator, coupled with statistical calculations that take into consideration other PSAP data (e.g., leave usage and turnover). Data is measured and used as a basis for projecting the number of call-taking, dispatch, and supervisory staff required to adequately handle call and incident volumes. In 2015, an assessment was conducted by Mission Critical Partners (MCP). MCP uses the NENA staffing tool, coupled with Erlang C calculations, to project staffing requirements. The MCP study calculated the workload and staffing levels for the Communications Center and made several recommendations regarding the addition of FTEs. Based on the workload analysis, MCP recommended increasing the daily minimum staffing level in the Center to the following positions immediately: Fire Dispatch Police Dispatch B Side (TLETS/NCIC for law enforcement) Call Takers (2) Lead Supervisor These additional FTEs would bring the minimum shift total to six (6). In order to allow for the calculated leave time and attrition rate, MCP recommended the addition of eleven (11) FTEs for a total Communications Center staffing level of thirty-six (36) personnel, including the Manager and Training Coordinator. The MCP study also projects future growth for the City of Denton in terms of workload increases in the Communications Center. Based on these projections, the study recommends increasing the minimum daily staffing for each shift to eight (8) FTE, inclusive of the shift supervisor, by FY29-30. This would require the addition of twelve (12) total FTEs over the next eleven (11) years. SOLUTION AND RECOMMENDATIONS: This supplemental funding for $439,524 would provide for the addition of five (5) FTEs. This would allow the City to meet the first half of the initial MCP staffing recommendation. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE FACILITIESMANAGEMENT Operations&MaintenanceofFireStation#4&AmericanLegion PROGRAMDESCRIPTION:AddmaintainedsquarefootagefornewFireStation#4(15,721squarefeet), AmericanLegion(1,246additionalsquarefeet)andFireTrainingBurnTower&Classroom(7,833square feet). RELATIONSHIPTOSTRATEGICPLAN: KFA1ΑOrganizationalExcellence KFA4ΑSafe,Livable&FamilyFriendlyCommunity CURRENTPRACTICES:FacilitiescurrentlymaintainstheexistingFireStation#4andAmericanLegion buildings.Thisisarequesttoaddfundingfortheadditionalsquarefootagewewillbemaintainingas wellasnewsquarefootageforFireTrainingBurnTower&Classroom. CURRENTISSUES:ThenewAmericanLegionbuildingisincreasing1,246squarefeet,weare requestingfundingforthedifferencebetweentheoldandnewbuildings.ThenewFire Station#4buildingis15,721squarefeet,wearerequestingfundingfortheentirebuilding astheexistingbuildingisbeingkeptforuseasstorageandwewillcontinuetomaintainit. ThenewFireTrainingBurnTower&Classroomis7,833squarefeet,wearerequesting fundingfortheentireareaastherehasnotbeenaclassroominthepasttomaintain. SOLUTIONANDRECOMMENDATIONS:IncreasefundingfortheservicesFacilitieswill providetothesebuildings. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE FACILITIESMANAGEMENT AnnualWorkOrderSystemMaintenance&WebServerHosting PROGRAMDESCRIPTION:Annualsystemmaintenanceandwebserverhostingforthedepartmentwork ordersystem. RELATIONSHIPTOSTRATEGICPLAN: KFA1ΑOrganizationalExcellence KFA4ΑSafe,Livable&FamilyFriendlyCommunity CURRENTPRACTICES:CurrentlyFacilitiesManagementusesMicroMainworkordersystemandtheCity hastohostthesystemandallinformationonCityservers.WeareproposingtochangetoTMAwork ordersystem.Theyofferamorecustomizablesystemandtheywillhostthesystemandinformationon theirserverswhichwillfreeupspaceonCityserversforstaffuseinmanydepartments. CURRENTISSUES:MicroMainhasnotupdatedtheirsoftwaretomoveforwardwithcurrent needsandtheCitymustutilizevitalserverspaceforthesystemandallitsinformation.TMA hasamorecustomizablesystemallowingformultipledepartments(iftheychoose)touse thesoftwareandithastheaddedbonusoffreeingupserverspacebyhavingthevendor hostthesystem. SOLUTIONANDRECOMMENDATIONS:Increasefundingfortheannualsystemmaintenance andwebserverhosting. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Fire PROGRAMDESCRIPTION: TheFireDepartmentisrequestingonetimefundingtopurchaseanairlight/rescue apparatus. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,Liveable,andFamilyFriendlyCommunity CURRENTPRACTICES: TheFireDepartmentutilizestwoapparatusesformajorfires,rescues,orHazmatevents. Thecurrentairlightapparatusisa1993modelandisdesignedtocarrynecessaryequipment forthefollowingapplications:breathingairsupport,sparebottlestorage,sceneillumination, andelectricalsupport.Theheavyrescueapparatusisa2006modelwhichcarriesallrescue equipmentseparately. CURRENTISSUES: TheķĻƦğƩƷƒĻƓƷ͸ƭairlightapparatushasbeenoutofserviceforoverayear.Theheavy rescueapparatusnowoperatesnearthemaximumweightcapacityslowingdownresponse time. Intheeventofmajorfires,rescues,orHazmateventsneighboringentitiesaredispatchedfor assistance.DuringthemajorfiredowntowninDecember2017theTownofFlowerMound wasdispatchedformutualaidprovidingtheirairlightapparatusonscene. Theairlightrescueapparatusisspecializedcombinedrescuevehiclecarryingrescue equipment,airandlightequipmentonsite.Anairlightapparatusisoutfittedwiththe abilitytorefilltanksforSelfContainedBreathingApparatus(SCBA)atthesceneandcontinue todosoforanextendedperiod. FleetServiceshasmaintained$250,000intheirbudgettogotowardsthereplacementofthe 1993apparatus.Theestimatedcosttoreplacetheairlightapparatusis$750,000. ThedepartmenthasappliedforfundingassistancethreeyearsinarowthroughC9a!͸ƭ AssistancetoFirefightersGrant.NotificationwasrecentlyreceivedthattheDentonFire Departmentwasnotapprovedforthe2018grant. SOLUTIONANDRECOMMENDATIONS: Staffrecommendspurchasingonecombinationairlight/rescueapparatusforthe approximatenetcostof$500,000,andreducingthecurrentairlightapparatus(1)andheavy rescueapparatus(1)fromtheFireDepartmentfleet. DIVISIONPROGRAMPACKAGE (Library) HooplaDownloadableandStreamingServices PROGRAMDESCRIPTION: Requestforbudgetincreaseof$29,600tobudgetline7899tosupplementcurrentspendingonhoopla, theƌźĬƩğƩǤ͸ƭdownloadableandstreamingservicethatprovidesaccesstothousandsofaudiobooks, ebooks,graphicnovels,music,andvideos. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LiveableandCğƒźƌǤΑCƩźĻƓķƌǤCommunity Provideandsupportoutstandingleisure,cultural,andeducationalopportunities CURRENTPRACTICES: Currentlythelibraryhasbudgeted$45,600.00($3,800.00permonth/$127daily)forthehooplaproduct. Hooplaisapayperuseplatform.Eachlibrarypatronislimitedto5checkoutspermonthtokeepthe productavailableforasmanypatronsaspossible.Currentlimitsresultinanaverageof640patrons usinghooplaeachmonthand61checkoutsperday.Oncethedailycapamountforthelibrarysystemis met,customersmustwaituntilthecheckoutcycleresetsatmidnighttocheckoutmaterials.Oncea ƦğƷƩƚƓ͸ƭmonthlycheckoutlimitof5itemsismetcustomersmustwaituntilthefirstofthenextmonth tocheckoutadditionalmaterial. CURRENTISSUES: Sincethebeginningofthisfiscalyear,anaverageof550customerseachmonthwere blockedduetothedailydollarrestriction.Duetoitspopularity,onlyasmallwindowof timeeachdayisavailabletocheckoutitemsbeforethiscapismet.Thisresultsincustomer frustrationandlibrarystafffieldingcomplaintsfrompatronsinthelibrary,overthephone, andviaemail.Patronsregularlyexpresstheirfrustrationanddisappointmenttostaff aboutthelimitedaccess,suchasthisexamplereceivedviatheonlinecommentformon March31,2018: ͻLusehooplaoften,butthisisthe3rdmonthI'vehadtolosesomeofmy5checkouts becausethelibrary'sdailylendinglimithasbeenreached.Thisisveryfrustrating becausetherearemanythingsIcanonlygetonhoopla,andeverytimeIchecktoget abookthelimithasbeenreached.Idon'twanttowaituntilmidnighttocheckout whatIneed.PleaseincreasethelimitwhenyourenewtoeaseŅƩǒƭƷƩğƷźƚƓƭ͵ͼ Circulationcannotgrowfurtherwithoutadditionalfunding.Currentcirculationhitsfunding thresholds.Noadditionalcirculationscanoccurwithoutadditionalfunding.Hooplaisa highdemandservicethatweknowpatronswant,butweturnthemawaydailybecausewe cannotmeetdemandwithcurrentfunding. Theonlywaytomeetincreaseddemandandhavetheabilitytoaccommodatenewusersis toincreasethebudgetedamount. SOLUTIONANDRECOMMENDATIONS: TheLibraryrecommendseliminatingturnawaysthatpatronsfacewhenthedailycapis met.This$29,600supplementalpackagewouldkeepmonthlycheckoutlimitsforeach patronat5itemspermonth.Itwouldeliminatetheaverage550patronturnawaysthat currentlyoccureachmonth. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE (Library) OverDriveebooksandaudiobooks PROGRAMDESCRIPTION: Requestforbudgetincreaseof$55,000tobudgetline8595tosupplementcurrentspending onOverDrivedownloadableebooksandaudiobooks. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LiveableandCğƒźƌǤΑCƩźĻƓķƌǤCommunity Provideandsupportoutstandingleisure,cultural,andeducationalopportunities CURRENTPRACTICES: Tokeepupwithcommunityexpectationsanddemand,downloadablefundinghasbeen reallocatedfromfundingforphysicalmaterials. Whenselectingwhichrequeststobepurchased,selectorslookatthenumberofrequests foratitle,thecurrency/newnessofthepublication,andwhichrequestswouldbestfitwith theƌźĬƩğƩǤ͸ƭcollectiondevelopmentgoals. Overdrivetitlesareselectedandpurchasedweekly,throughoutthefiscalyear.Weekly downloadablecontentpurchasesaredrivenprimarilybycustomerrequestsasfundingdoes notmeetcurrentdemandforcollectiondevelopment.Fewtitlesbeyondcustomer recommendationsarepurchased. placedonthemandthe TheincreasingcirculationofOverdrivetitles,thenumberofholds increasingnumberofcustomerrequestsfordigitaltitlesindicatesacontinuedincreasein popularityamongourcustomerbase.Circulationofdigitalcontentaccountedfor10%of nd totallibrarycirculationinFY16/17.Thatpercentagehasalreadygrownto11%inthe2 quarterofFY17/18.Thatpercentagehasgrownsteadilysinceebooksanddownloadable audiobookswereaddedtothecollection,doublinginthelast5years.Manylibraryusers haveswitchedtheiraudio/visual(AV)usagefromphysicalaudiobooks,music,andDVDsto checkingoutdownloadablemedia. DentonPublicLibrary CirculationTrendsbyItemFormat 70% 60% 50% 40% 30% 20% 10% 0% PrintAVOtherhooplaOverDrive FY13/14FY14/15FY15/16FY16/17FY17/18 CURRENTISSUES: Currentspendingallocationsallowedonly22%ofcustomerrecommendationsinFY16/17to bepurchasedandallowsforlittlelibrarianselectedcontent.Approximately182titlesare requestedeachweek.Withsomanyrequestseachweek,manyqualitynewreleasesthat wouldbeofcommunityinterestandmatchtheƌźĬƩğƩǤ͸ƭcollectiondevelopmentgoals cannotbeadded. Quality,curatedselectionscannotbemadewhenprofessionalselectorsrespondonlyto patronrequestsandareunabletoenhancesubjectandgenreareastocreateawell roundedanddiversecollection.Whenfocusingonpatronrequests,certainareasofa collectionmaybeoverlooked.Manylibraryusersdonotmakespecificrequestsandrelyon theprofessionalcollectiondevelopmentskillsoflibrarianstoreviewandselecttitlesthat wouldbeofinterestandimportancetotheDentoncommunity.Theresultisareactive purchasingmodelasopposedtoadeliberatecollectiondevelopmentmodel. SOLUTIONANDRECOMMENDATIONS: Itisrecommendedthatthispackagebefundedat$55,000foratotalof$135,000for OverdrivecontentforFY18/19.ThispackagewouldallowtheLibrarytomeetthegoalof 35%ofpatronrecommendationsfilledplususing20%oftheallocatedcollection developmentfundsforcuratedcontentcreation.Theincreasedrequestfillrateand professionallyselectedandcuratedcollectiondevelopmentwouldenhancethedigital collectionandsupportthecontinuedcirculationgrowth. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DEPARTMENTPROGRAMPACKAGE Parks&RecreationParkMaintenance CITYWORKSComputerizedMaintenanceManagementSystem(CMMS) PROGRAMDESCRIPTION: FundingisrequestedtotransitionParkağźƓƷĻƓğƓĭĻ͸ƭ(PM)primaryCMMSfromMicromainto CITYWORKS.CITYWORKSwillbeusedtotrackallworkorders(routineandemergency),manageall assets,andprovideaGISplatform. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.2ΑIncreasepercentageofcitizenswhoratetheirneighborhoodasagoodplacetolivefrom82to85 percentby2020. CURRENTPRACTICES: PMcurrentlyusesMicromainasamaintenancemanagementsystem.ThisapplicationisaMicrosoft Accessbasedprogramthatisusedtorecordworkactivityonspecificassets.Workordersarerequested viadesktopcomputersormobiledevices.Uponcompletionofthework,informationregardingrepairs timeisenteredintothedatabase. suchasactiontakenandemployee Thesystemisusedtoenterroutinescheduledmaintenance,emergencyrepairs,andcustomer complaints.Itcantrackdates,times,prioritylevels,currentlaborcostsandprojects.Reportingislimited that tocompilingthenumberofworkorders,partiallaborcosts,andpartialprestructuredreports requireadditionalstaffadjustmentsforcompletion. CURRENTISSUES: Micromainisprimarilydesignedtobeafacilitiesmaintenanceprogram.TheƭƚŅƷǞğƩĻ͸ƭ limitationsincapturingdata,GIScapabilities,andreportingfeaturesmakeitunabletofulfill theevolvingneedsofthedepartment.Everydataentryfieldissetandcannotbealteredor customized.Thispreventsthedepartmentfromcollectingvitalinformationsuchasmaterial andequipmentcosts. PMiscurrentlyintheearlystagesofperformingacitywideinventoryofparkassets includinggatheringGPSdata.Uponcompletion,thedatawillbeenteredintoGISallowing foravisualrepresentationofcurrentassets.Thiseffortwillalsoassiststaffinfindingwater valves,electricalmetersandotherhardtofindassetsonadailybasisandinemergencycall outsituations.MicromaindoesnotofferasolutionforGISintegration.Assetsmustbe manuallyenteredintothesystemandonlyprovideanaccounting.Itdoesnotassistwith identifyingphysicallocationsonsite. Additionally,Micromainoffersfewreportingoptions.Informationislimitedtothesetdata fieldsthattrackworkordersbutdoesnotincludeatrueaccountingofpersonnel, equipment,orcosts.Theselimitationsrestrictthe5ĻƦğƩƷƒĻƓƷ͸ƭabilitytocaptureand reportdatasetstomoreaccuratelytrackperformancemeasurementsandindicators. Theimplementationofthesoftwarewillrequireongoingadministrativesupport.One currentstaffmemberistrainedinthesoftware.AllPMstaffwillbetrainedontheutilization ofthesystemasdeterminedtobenecessary.AtthistimePMdoesnothaveadedicated Existingpersonnelwouldbeusedtobegin dailyadministratorforthesoftwaresystem. collectionandentryofdata.Inthefuture,itisanticipatedthatfulltimepersonnelsupport wouldbeneededtomaximizethecapabilitiesofthesystemandcaptureitsfullpotential. SOLUTIONANDRECOMMENDATIONS: WastewaterCollections,WaterDistributionandWaterMeteringiscurrentlyutilizing CITYWORKS.Thesystemallowsforcustomizationofdatafields,isbuilttointerpretand modifyGISdata,andprovidesadvancedreportingfeatures.ThetransitiontoCITYWORKS willallowParkMaintenancetomaintainanaccurateinventoryofassets,trackandmeasure performedindetail,andproviderealtimeinformation.Thiswillimprovetheoverall work conditionofparkproperty,increasecustomersatisfactionwithfasterresponsetimes,and providemoreaccuratedataforreportingoftheķĻƦğƩƷƒĻƓƷ͸ƭperformancemeasurements. of$15,000. ParkMaintenancecanbeaddedtotheexistingCitycontractforanannualfee Thisincludesunlimitedlicenses,maintenance,upgrades,andtechnicalsupport.Inorderto centralizeannualcontracts,PARDwouldlikethisaddedtoaccount400001.7879. ParkMaintenancewillutilizetheAssociateParkPlannertoleadtheinventorycollection processoverthecourseofthefirstyeartoassesstheactualdemandandstaffingneeds. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE PARKS AND RECREATION Parks Master Plan PROGRAM DESCRIPTION: This request is to provide funding to support the update of the Parks Master Plan. RELATIONSHIP TO STRATEGIC PLAN: KFA 4: Safe, Livable and Family-Friendly Community 4.4 Provide and support outstanding leisure, cultural, and educational opportunities CURRENT PRACTICES: Parks Master Plans are typically created in order to provide a city, county or district guidance over the course of a period of time on the development of a parks system. A standard life-span of a master plan is 10 years. CURRENT ISSUES: The current Parks Master Plan was adopted in 2009 and will exceed its standard life-span in 2019. With the continued growth of Denton, now is an opportune time to initiate an update to the master plan to assure the community needs are met in a strategic and fiscal manner. The purpose of this Master Plan is to: 1. Provide the framework for orderly and consistent planning and development. 2. Provide detailed research and facts concerning the community and the roles of parks and recreation. 3. Establish program and facility priorities and statements of direction based on researched and documented facts, including a community based needs analysis. 4. Provide direction in the area of acquisition and development of park land to meet future needs. 5. Conform to the preparation suggestions and/or guidelines for local Park, Recreation and Open Space Master Plans, prepared by the Texas Parks and Wildlife Department for Texas Recreation and Parks Account local park grant program. SOLUTION AND RECOMMENDATIONS: Parks and Recreation is proposing to begin the master planning process in January of 2019. This process will take approximately 9-10 months to complete. When the study was completed in 2009, the department hired Jacobs (Fort Worth/Dallas) to complete the study. Parks and Recreation staff would like to conduct some of the study internally and outsource some of the programmatic steps such as the community survey, needs analysis and GIS related functions. The original study will also be used as a foundation to the update. A budget of $100,000 is being requested to provide the funds to hire the field experts to complete the study. It is estimated this study would cost $200,000-$250,000 if completed entirely by a consultant. tƌĻğƭĻ ƓƚƷĻ Ώ ƚ Ʒŷźƭ ǞŷźƷĻ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE ParksandRecreationΑParkMaintenance PlaygroundReplacementPlan PROGRAMDESCRIPTION: Fundingisrequestedtoaideinreplacingplaygroundsforages25and512throughoutthepark systemthathaveexceededthestandardlifespanof15years. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.4Provideandsupportoutstandingleisure,cultural,andeducationalopportunities. CURRENTPRACTICES: TheParksandRecreation5ĻƦğƩƷƒĻƓƷ͸ƭ(PARD)ParkMaintenance(PM)divisionisresponsiblefor maintainingallCitypropertyandidentifiedrightofways(ROW)inadditiontotheparksystem.PM isalsoresponsibleforthemaintenanceofallbuildingsandstructuresintheparkssuchas restrooms,concessionstands,pavilions,andplaygroundsaswellastheexecutionofthe integratedpestmanagementprogramandparksignage. Playgroundsarereplacedbythedepartmentasfundingisidentified.The2014bondprogram allocated$890,000forplaygroundreplacement.ThisfundinghasandisallowingPARDtoreplace playgroundsatDenia,Evers,FredMoore,Milam,NetteSchultzandCarlYoungParks.Additional fundinghasalsobeenidentifiedfromCommunityDevelopmentBlockGrant(CDBG)toassistin replacingtheplaygroundatMLKJr.Park.ACDBGgrantapplicationwillalsobesubmittedinJuly2018 toaideinthepossiblereplacementoftheQuakertownPark(ages512)playground. Whilepartofthe2014bondpackagewasidentifiedtoreplaceMcKennaParkplayground,ithasbeen identifiedasalocationforanallinclusiveplayground.Thisplaystructurewillcostmorethanatypical playgroundwithintheparksystemduetoitsuniquenessandfactthatitwillservicearegional population.Thesefactorscouldincreasetheoverallcostofthereplacementandpossiblyexceedthe budgetedamountof$550,000.Asaregionalproject,thisisapossibleprojectinwhichParksand RecreationcouldpartnerwiththeDentonParksFoundationinorderraiseadditionalfunding. CURRENTISSUES: APlaygroundReplacementPlan(PRP)wascreatedinJune2018totrackthelifecycleofall playgroundequipment,recommendedreplacementdates,andprojectedcosts.Thisdocumentwill assistthedepartmentandcityleadershipinplanningfuturebudgetsandbondprograms. Inadditiontothe7playgroundsidentifiedforreplacementwiththe2014bondprogram,atotalof (8)additionalplaygroundshaveexceededtheiranticipatedlifespanandareinneedofreplacement withinthenextfewyears.ThereplacementoftheseplaystructureswillhelpPARDgetcaughtup andonaroutinereplacementplan. SOLUTIONANDRECOMMENDATIONS: ThePRPoutlinesstructuresthatneedtobereplacedalongwithestimatedcostsandyearsinwhichthe playgroundcouldbereplaced.Projectedexpensesareestimatedata3%annualincrease compounded.Staffdesignedtheplantoaligntheabilitytoreplacestructuresatthelifespanof15 yearswhileanticipatingacceptablebudgetlimits.Theplandoesprovideflexibilityifaplayground deterioratesfasterduetovandalism,weatherorgeneralwearandtear.Ifforsomereasonsafety theplaygroundwouldbeclosedimmediatelyforrepairsorremovedfrom concernsareescalated, inventorytopreventinjury.Allplaygroundsareinspected(6)timesannuallytoprovideahighlevelof safetyforresidentsandparkusers. AsoutlinedwithinthePRP,fundingisneededinordertogetplaystructureswithintheanticipatedlife spanof15years.Inordertoattainthisgoal,atotalof$1,686,247.22isestimatedtobeneededover thenextfiveyears.Thisisanaverageofapproximately$350,000peryear.Inaddition,grantsand 915/916fundingwillberesearchedannuallytoidentifyothersourcesoffundstonotrelysolelyonthe GeneralFundforfinancialsupport. Belowisanoutlineofcoststhatareestimatedtobeneededannuallyinordertofulfillthefirst(5)years ofthePRP.Thisoutlinedoesnotidentifyplaygroundsinwhichalternativefundinghasalreadybeen identified. Replacement Year Estimated CostNumber of Playgrounds Replaced 2019 $216,728.222 2020 $304,317.002 2021 $550,000.001 2022 $360,162.003 2023 $255,040.001 DIVISIONPROGRAMPACKAGE PARKSANDRECREATION Cemetery Improvement Plan PROGRAMDESCRIPTION: ThismultiyearplanisdesignedtoenhancebothOakwoodandIOOFCemeteriesoverthecourseof8years. Enhancementsincluderepairstoheadstones,fencing,historicalbuildingmaintenance,roads,ground penetratingradar(GPR)andGISstudiesofOakwoodCemeterytoidentifyunmarkedinternmentsand installautomaticgatestobothcemeteryentrances. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.4Provideandsupportoutstandingleisure,cultural,andeducationalopportunities CURRENTPRACTICES: Therearenofundscurrentlyidentifiedforimprovementstoeithercemetery.Allmaintenancerelated issuesarecurrentlyfundedthroughtheParkMaintenancebudget.Typicalmaintenanceitemsinclude fencerepairsduetovehicledamage,landscapemaintenancetoflowerbeds,contractmowingand contracttreetrimming. CURRENTISSUES: Underthecurrentbudgettheonlymaintenancefundingidentifiedannuallyforboth cemeteriesareforcontractmowingandtreetrimming.Nofundingsourcesareinplaceto maintaintheexistingcemeteryroads,repairheadstones/crypts,orrepair/replacethe fencingatthebothproperties.ThehistoricalbuildinglocatedatIOOFCemeteryhas becomeahighlyvisibleeyesorealongCarrollBlvd.andisingreatneedofrenovationto restoreittoahistoricallyaccurateandmoreappealingstate.OakwoodCemeteryhasa largevolumeofunmarkedgravesthroughoutthepropertythatneedtobemadevisiblefor operationalpurposesandtopayrespecttothosethatoccupythesespaces. SOLUTIONANDRECOMMENDATIONS: InMarchof2018,DouglasElliott,agrandsonofJ.NewtonRayzor,contactedtheParks Foundationconcerninghisinterestindonating$100,000tothebeautificationoftheIOOF Cemetery.StaffprovidedsomepotentialprojectsforbothCitycemeteriesandameeting washeldonApril27,2018.Allpartiesdiscussednumerouspossibilitiesthatincluded headstonerepairs,landscaping,fencing,andmore.Thedonorwasinterestedindonatingto theCitywithaconsiderationastohisdonationservingasamatchinordertogrowfunding andimprovementefforts.AMemorandumofUnderstanding(MOU)willbeinstitutedonce aformalagreementbetweentheParksFoundationandtheCityisexecuted.Atthistime, propertyenhancementsrelatedtothedonationwillbeinitiated. FundingwasprovidedbytheCityintheamountof$152,596tocompletetwophasesof emergencyheadstonerepairsin20172018.Athirdphaseisneededtogetallsafetyrelated issuescompleteintheamountof$25,000.Inaddition,$513,413wasallocatedtoreplace oldgalvanizedchainlinkfencingatbothcemeterieswithadecorativeblackfencealong withstonemonumentpillars.ThefencingprojectwillbecompletedinJuly2018. PARDstaffrecommendsfundingoftheCemeteryImprovementPlanintheamountof $50,000peryearoverthecourseofthenext(8)years.TheCemeteryImprovementPlan showsanestimatedaverageexpenseof$41,665peryearoverthenext(8)years.However, $50,000peryearisbeingrequestedtoprovidecushionforunforeseenrepairsandprice inflationoverthenext(8)years.Thisplanisdesignedtoenhancethebeautyandimprove theoverallinfrastructureofbothOakwoodandIOOFCemeteries.Overtheyearsthese cemeterieshavenotreceivedadequatefundingforcapitalimprovementsconsideringthat bothlocationsdateasfarbackas1857and1860respectively.Thesecommunityassets shouldbemaintainedatahighstandardwith5ĻƓƷƚƓ͸ƭhistoryinmind. CemeteryImprovementPlan CreatedinMay2018 CEMETERYIMPROVEMENTPLANIOOFOAKWOOD YEAR1 EmergencyHeadstoneRepairs$24,677.00 Landscaping/Trees$30,000.00 SmalllawncryptrepairforHeadin6/36/4 $5,000.00 TOTAL LargelawncryptrepairforUNKin9/1,9/2 $5,000.00 YEAR1 Year1Total$54,677.00$10,000.00$64,677.00 Year2 Decorativefencerepair $2,000.00$2,000.00 Headstoneadjustmentsasneededandrepairtodamagestones$2,500.00$2,500.00 RegroutKellymausoleum(P13) $5,000.00 GroundPenetratingRadarmapping$20,905.00 GPS/GISmappingofmonumentsandopenspace$23,236.00 TOTAL RoadImprovements$10,000.00 YEAR2 Year2Total$19,500.00$48,641.00$68,141.00 Year3 Headstoneadjustmentsasneededandrepairtodamagestones$2,500.00$2,500.00 Decorativefencerepair $2,000.00$2,000.00 RepairMcCarymausoleumdoor(T7½) $10,000.00 Redonorthflagpoleandflatwork.AddFirefightersmemorial $5,000.00 RoadImprovements$10,000.00 TOTAL Historicbuildingrenovation$25,000.00 YEAR3 Year3Total$39,500.00$19,500.00$59,000.00 Year4 Fencingimprovementsphase$30,000.00 Decorativeandhistoricsign(s)$8,000.00 Decorativefencerepair $2,000.00$2,000.00 Decorativeandhistoricsigns(2)$17,500.00 TOTAL Headstoneadjustmentsasneededandrepairtodamagestones$2,500.00$2,500.00 YEAR4 Year4Total$52,000.00$12,500.00$64,500.00 Year5 Headstoneadjustmentsasneededandrepairtodamagestones$2,500.00$2,500.00 Fencingimprovementsphase$60,000.00 Decorativefencerepair $2,000.00$2,000.00 TOTAL Drainageimprovementwestofblocks1,10and8 YEAR5 Year5Total$64,500.00$4,500.00$69,000.00 Year6 Automaticgates$45,000.00 Roadimprovements$20,000.00 Headstoneadjustmentsasneededandrepairtodamagestones$2,500.00$2,500.00 TOTAL Decorativefencerepair $2,000.00$2,000.00 YEAR5 Year6Total$24,500.00$49,500.00$74,000.00 Year7 Automaticgates$10,000.00 Roadimprovements$10,000.00 Headstoneadjustmentsasneededandrepairtodamagestones$2,500.00$2,500.00 TOTAL Decorativefencerepair $2,000.00$2,000.00 YEAR7 Year7Total$14,500.00$14,500.00$29,000.00 Year8(Pendingneeds) TOTAL Headstoneadjustmentsasneededandrepairtodamagestones$2,500.00$2,500.00 YEAR8 Year8Total$2,500.00$2,500.00$5,000.00 TOTALPLANCOST$271,677.00$161,641.00 SUBTRACTDONATION($100,000)$0 ADJUSTEDPLANCOST$171,677.00$161,641.00 AVERAGEANNUALCOSTPERYEAR(OVER8YEARS)$21,460$20,205 tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Police Overtime calculator adjustment PROGRAMDESCRIPTION: Thissupplementalpackagewouldprovidefundandadjustmentinthe5ĻƦğƩƷƒĻƓƷ͸ƭOvertime calculationtobringitinlinewithcurrentexpendituresandorganizationalstaffingchanges. RELATIONSHIPTOSTRATEGICPLAN: TheadjustmentoftheovertimecalculationisconsistentwithStrategicPlanObjective4.1.2 Securinganddeployingpublicsafetyresourcesinthemosteffectiveandefficientmanner possible. CURRENTPRACTICES: Overtimecalculationsarebasedonsetfiguresinthepersonalservicescalculator.Employeesare budgetedcertainamountsofhoursbasedonassignmentandanticipatedannualovertime. Civilianemployeesarebudgeted200hours;Officers130hours;Sergeants130hours;Lieutenants 50hoursandAssistantChiefs45hours. CURRENTISSUES: Officers arebudgetedfor130hoursofOTonthecalculatorbutaveraged166.53hoursof OTin16/17. Sergeants arebudgetedfor130hoursbutaveraged166.53. Lieutenants arebudgetedfor50hoursbutaveraged148.96.IntheyearspastallLieutenants withholidaysoff.MovingLieutenantsbacktotheshiftsnow werescheduledfrom85MF meansthat5Lieutenantsworkshiftsandholidaysandthe50budgetedhoursonthe calculatorwillnotevencoverthe9cityholidaysof72hours. FY15/16 OTCivilService:Budgeted:$1,128,076Actual:$1,310,648Difference:$182,572 FY16/17 OTCivilService:Budgeted:$1,173,545Actual:$1,380,042Difference:$186,497 FY17/18 OTCivilService:Budgeted:$1,272,582Actual:$664,330ProjectedDifference:$76,984 SOLUTIONANDRECOMMENDATIONS: ItisourrecommendationtoadjustthePersonnelServicesCalculatorinthefollowing manner: Sergeants:adjustthebudgetedhoursfrom130to150 Lieutenants:adjustthebudgetedhoursfrom50to150 Officers:adjustthebudgetedhoursfrom130to150 ThetotalestimatedcostoftheseadjustmentsforFY18/19is$274,235. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭ ǞŷźƷĻƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Police CivilianJailers PROGRAMDESCRIPTION: Thissupplementalpackagewouldprovidefundingtoaddthree(3)additionalFTEsassignedas civilianjailersfortheMunicipalJail. RELATIONSHIPTOSTRATEGICPLAN: Theadditionofthree(3)civilianjailersisconsistentwithStrategicPlanObjective4.1.2Securing anddeployingpublicsafetyresourcesinthemosteffectiveandefficientmannerpossible.Itis alsoconsistentwithobjective4.1.4Focusingonpreventionprogramstoheightenawareness, minimizeloss,andsupportasafercommunity. PRACTICES: CURRENT Theminimumjailstaffcurrentlyallottedistwojailersondutypershift.Thesejailstaffmembers aretaskedwiththecareandwelfareofallarresteeswithinthefacility.Duringtheirshiftthe controlroomservesasthehubofjailactivityandremainsunlocked.Jailersandjailshift supervisorsareregularlyoccupiedinadministrativetasksrelatedtoreportsandcareofarrestees. Thespaceismonitoredfromthecontrolroomandroundsareperformedregularlybystaffto maintainsafetyinthespacemonitoringarresteesforpotentialunknownriskssuchassuicide attempts,violencebetweenarresteesandotherhealthrelatedwelfareconcernsthatwould necessitateanemergencymedicalresponse. Currently,ourstaffinglevelisnotcongruentwithotheragenciesofsimilarsizeinourareawhich contributestolowersupervisionofarrestees.Thecomparatorcitiesusedinthisanalysiswere Lewisville,FriscoRichardsonandKellerwhichserveasimilarpopulationsizeasDenton.Themost comparablejailstaffingmodeltoourcurrentstaffinglevelwasKeller,Texaswhichalsoutilizes 10personnel.Kellerjailprovidesservicesforitsownofficersandforthesurrounding communitiesofSouthlake,WestlakeandColleyville.Thecombinedpopulationofthesecitiesis 98,726supportingacombinedauthorizedfulltimeswornofficerstaffof155officers.The averagenumberofbookingsperjailerinDentonwas380in2017.Thisiscomparedwithan averagebookingrateof210inLewisville,172inFrisco229inRichardsonand262inKellerduring thesametimeperiod. CURRENTISSUES: Ourjailstaffmembershaveinterruptedseveralsuicideattemptsinthepastwhichisnot uncommoninashorttermjailsettingaccordingtotheWorldHealthhƩŭğƓźǩğƷźƚƓ͸ƭpublication ͻtƩĻǝĻƓƷźƓŭSuicideInJailsAndtƩźƭƚƓƭͼHowever,thecompletionofadministrativetasksin additiontomonitoringarresteesisnotoptimalandcreatesdividedattentionandconsumesa significantportionofstafftimethatcannotbededicatedtomonitoringarrestees.Thebooking processrequiressearchingofallarrestees,preparationofarraignmentandbondpaperwork, completionoftransferpaperworkandpreparationofarraignedarresteesfortransporttoDenton CountyJail,providingmealsandmedicationtoarrestees,sanitizingofcells,matsandcounters, launderingofblanketsandsoiledarticlesbelongingtoarrestees,answeringquestionsviaphone posedbyofficers,attorneys,bondsmen,familymembersandotherjailfacilities.Thisisnotan exhaustivelistoftaskscompletedbythejailbutiscomprisedofrepetitiveadministrativetasks thathaveafunctionalcomponentthatreducesthetimeavailabletomonitorarrestees.In additiontotheadministrativetasksjailerscancommitconsiderabletimeandattentiontothe movementofdisruptiveorviolentarresteestoisolationcellsandorrestraintdeviceswhich precludesmonitoringofanyotherarresteebecausethephysicalnatureoftheseconfrontations requiresbothjailersparticipate. TheCityjailoperatesonaminimalstaffinglevelthatrequiresthepaymentofovertimeonany occasionwhenajailstaffmemberisoffduetoinjury,illnessorvacation.Jailstaffingforthecity isbelowtheindustryaveragefornorthTexascitieswithcomparablepopulations.Thelackofa comparablenumberofjailstaffmemberstolocalagenciestosuperviseconsumersofjailservices increasesliabilityfortheCityandcontributestoadysfunctionalemployeeturnover,lowmorale, increasedstaffstressthatcontributestoarefusalofovertimewhenoffered.Consideringthat mostincustodysuicidesoccurinshorttermfacilities,havingadequatecomparablestaffinglevels isimportantforprovidingforincreasedsafetyforcitizensandstaff. SOLUTIONANDRECOMMENDATIONS: Theadditionofthree(3)FTEsinthejailwouldreducetheworkloadandlowerliabilityinthis areafortheCitybringingourorganizationmorecloselyparalleltoothernorthTexascomparator agencies.Thisincreaseinstaffingshouldalsohelpalleviateovertimeliabilitiesassociatedwith vacationandsickvacancies.In2017,onethousandeighthundredninetythreehoursofovertime wereattributedtothejail,atacostofmorethan$50,800.Incontext,thisamountofovertime, justtocoverabsencesforminimumstaffing,equatesto77.5%ofonefulltimejailerFTE.This packagewouldeliminatetheneedforsuchahighpayoutinovertime,andprovidetheadditional staffinglevelsthathelptoaddressthecurrentissues.Thefirstyearcosttofundthispackage, includingpersonnel,equipment,andtraining,is$214,599. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Police RecordsClerk PROGRAMDESCRIPTION: Thissupplementalpackagewouldprovidefundingtoaddone(1)RecordsClerkFTEconsistent withtherecommendationsoftheMCPͻ9ƒĻƩŭĻƓĭǤCallProcessingandCommunicationCenter StaffingAnalysisandwĻĭƚƒƒĻƓķğƷźƚƓƭͼdocument. RELATIONSHIPTOSTRATEGICPLAN: TheadditionofthisFTEisconsistentwithStrategicPlanObjective4.1.2Securinganddeploying publicsafetyresourcesinthemosteffectiveandefficientmannerpossible. CURRENTPRACTICES: AtthetimeoftheMCPstudy,theCommunicationsCenterhadafulltimeTelecommunicatorFTE assignedtoprocesswarrants,assistwithanimalcontrol,andanswerincomingemergencycallsas needed.MCPnotedthattheintentionistohavethispositionprioritizeemergencycallsover recordswork.Whilethisisanadmirablegoal,itisimpracticalanddifficulttomanagegiventhat theindividualassignedsitsapartfromthefourprimarydispatchpositions. Oneofthemostchallengingtaskstoclassifyistheroutineentryandvalidationofwarrantsand protectionorders.PSAPsthataremanagedbyalawenforcementagencyfinditespeciallydifficult toviewwarrantentryasanonessentialresponsibility.Itis,however,anancillaryrecordsduty thatrequiresadditionaltrainingandconsumesasignificantamountoftimeandfocus.Whileit canbeviewedasalowerpriority,theworkmustbedoneinatimelymannerandthuscannotbe ignoreduntillessbusytimesinthePSAP. MCPdoesnotdisputetheimportanceofaccurateandtimelyrecordswork.Thechallengeisto preventthisworkfromconsumingthelimiteddispatchresourcesthatDPDcurrentlyhasavailable. EmployeeavailabilityiskeytoassuringthatthePSAPisutilizingstaffasefficientlyaspossible.The currentremodelingprojectunderwayatDPDwillallowRecordsandFrontDeskpersonneltomore efficientlyinteract.SincetheFrontDeskismanned24x7,personnelconsistentlywillbeavailable toassistwithwarrantentryandvalidation.Theprojectalsoprovidestheopportunitytodesign thephysicalspacetoalignwithCriminalJusticeInformationServices(CJIS)requirementsto ͻĻƓƭǒƩĻcriminaljusticeinformationandinformationsystemhardware,software,andmediaare physicallyprotectedthroughaccesscontrolƒĻğƭǒƩĻƭ͵ͼ CURRENTISSUES: TheFTEassignedtowarrantentrieshasbeenreallocatedtoafulltimetelecommunications positionworkingwithashift.Therecords/warrantdutiesoutlinedbyMCParecurrentlybeing handledbyTelecommunicatorsasapartoftheirshiftwork.InordertomeettheMCP recommendationsforstaffingandworkloadmanagementintheCommunicationsCenter,this workneedstobeshiftedovertothePolice5ĻƦğƩƷƒĻƓƷ͸ƭRecordsSection.Theadditionofthis workloadcannotbeabsorbedbythecurrentstaffinglevelsinRecords,andwillrequirean additionalFTEforthispurpose. Thereareatleast55functionsthatarebeingcompletedbydispatchersthatareoutsideof receivingcallsandactualdispatching.Thesefunctions/taskswerelookedatovera24month periodoftime.Thefunctionswerebrokendowninto2minutetasks,20minutetasksand30 averagemonthlytaskloadwas119hoursafterremovingthehighestandlowest minutetasks.The timecost. Themaintenanceofenforcementauthorizations,criminaltrespassesandcompletingmonthly validationstakeapproximately40hourspermonth.Thisbringsthetotaltimethatwillbe transferredtotheRecordssectionto159hours.Thetimesreferencedtoperformthefunctions arebaseduponthecapabilitiesofatraineddispatchersothetaskcompletionmaytakelonger thandescribedpreviously. SOLUTIONANDRECOMMENDATIONS: TheDepartmentrecommendsaddingthisFTEtobeincompliancewiththeMCPstudy.This supplementalfundingwouldprovidefortheadditionofone(1)FTEassignedasaRecordsClerk. Thefirstyearcostwouldbe$55,336. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE PublicAffairs NewResidentPacket PROGRAMDESCRIPTION: TheNewResidentPacketwouldbeaͻĻƌĭƚƒĻto5ĻƓƷƚƓͼfocusedcommunicationeffort toensurethatnewresidentshavereferenceinformationregardingCityprograms,services, resources,andprojects.Wewouldincludesuchitemsasutilityrates,FAQs,commonlyused phonenumbers,copiesofrecentCitypublications,andmore.Thegoalwouldbetoensure thatnewresidentsfeelwelcomeandknowhowtoengagewiththeCity. RELATIONSHIPTOSTRATEGICPLAN: ThisrelatestotheStrategicPlaninKeyFocusArea1:OrganizationalExcellencethroughthe commitmenttopromoteeffectiveinternalandexternalcommunication.Primarily,this relatestoStrategicInitiative1.1(Increaseoverallsatisfactionwithcustomerservice)and StrategicInitiative1.2(Improvepositingratingofinformationsharingandcommunications public). withthe CURRENTPRACTICES: Currently,residentsdonotreceiveanewresidentpacket.Thismeansthatwearemissing outonanopportunitytoproactivelyprovideinformationandconnectwithresidents. Instead,wearewaitingonresidentstosearchoutinformationontheirown.Thiscould meanthatthefirsttimeweinteractwithresidentsiswhentheyhaveanissue.Byusinga newresidentpacket,westartoffontherightfootandproactivelyengagecitizensintheir localgovernment. CURRENTISSUES: Currently,theCityhasanaverageof800newutilitycustomerspermonth(9,600per year)3000.Thisis800individualswhoarecomingintoourcommunitywithoutimportant informationaboutCityprogramsandservices,importantcontactnumbers,orother relevantCityinformation.Byprovidinganewresidentpacket,weareprovidingvaluable informationandgivingapositiveinitialcontacttoresidents. SOLUTIONANDRECOMMENDATIONS: Staffrecommendspursuinganewresidentpacketprogram.Thisisanaddedtooltoengage residentsinpositive,proactivecommunicationsandprovidevaluableinformationand resources. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE Public Affairs/IGR ağƩƉĻƷźƓŭ ε hǒƷƩĻğĭŷ /ƚƚƩķźƓğƷƚƩ PROGRAM DESCRIPTION: The increased emphasis on communications, outreach, and marketing led to the reorganization and centralization of communications staff to the Public Affairs Department during FY 2017-18. Two Marketing and Outreach Coordinators were moved from departments (Solid Waste and Libraries) to Public Affairs. At the same time, the Parks and Recreation Department retained a Marketing Manager position in their department; however, the responsibilities of that position have recently shifted significantly away from marketing with a recent department reorganization. It is estimated that the Marketing Manager spends 50% or less of her time on marketing and communications efforts. This has resulted in a reduced service level to the PARD, while they have also refocused their strategic priorities and placed an increased emphasis on marketing departmental programs to increase revenues and program participation. In an effort to continue consolidating the communications function and improving service, an additional Marketing and Outreach Coordinator is being requested for the Public Affairs Department. The current design of the Public Affairs Communications staff is for the two Marketing and Outreach Coordinators to serve as primary communicators for a given set of departments and the Marketing and Communications Administrator serves a set of departments as well as serving as the lead for City-wide communications initiatives (see below). With the addition of another Marketing and Outreach Coordinator, the Communications staff would be realigned to add Parks & Rec marketing as a primary role for the new position. The Communications staff function with a project-based structure. When a project is assigned to Communications, the team member responsible for the originating department takes on the role as project manager. However, all team members are available to assist on any project. In addition to being assigned to Parks and Recreation, this position would also assist with other marketing/communication heavy programs, such as Bike|Walk Denton, and help with the development of a more robust internal communications program with website and social media accounts. Marketing FTE Restoration While this position is being requested in the Public Affairs department, this position is a Marketing Assistant FTE that was cut in the FY 2017-18 budget. Funding is requested to restore the marketing FTE, and move the position to Public Affairs. Prior to being cut, this GF FTE had been funded for 15+ years as one of two PARD marketing FTE positions. The position was vacated in April 2017 and later cut from the budget beginning Oct. 1, 2017. Prior to being cut, assistance during the vacancy was provided by temporary part-time staff previously in this position. That ended when the FTE was cut because it was funded by salary savings during the time it was vacant. Summary Funding for this request encompasses an update to the position and re-entry from the previous standalone Marketing Assistant G07 to the existing G31 Marketing & Outreach Coordinator position that is currently occupied by similar staff in the Public Affairs/IGR department. RELATIONSHIP TO STRATEGIC PLAN: KFA 1: Organizational Excellence 1.1 Increase overall satisfaction rate with customer service from 70 to 80 percent by 2020. 1.3 Increase percentage of residents positively rating the value received from their tax dollars from 43 to 60 percent by 2020. KFA 4: Safe, Livable and Family-Friendly Community 4.2 Increase percentage of citizens who rate their neighborhood as a good place to live from 82 to 85 percent by 2020. CURRENT PRACTICES: Currently, the PARD Marketing Manager is performing some, but not all, of the vacated position responsibilities in an effort to maintain the delivery of services that include digital and social media marketing and communications, email marketing, online and offline event and program promotions, and content management for the PARD and Water Works Park websites. Currently, Public Affairs staff do not have the capacity to assist at the level necessary. CURRENT ISSUES: Overall, the restructuring of the PARD Marketing Manager responsibilities and the loss of the position in Parks, combined with the additional workload and projects taken on by Public Affairs, is having a significant impact in areas in Parks that include but are not limited to branding, outreach, communications, service and program delivery. The consequences of this impact are also seen in a decrease in Parks revenue performance, retention, and attendance, as well as a decrease in online marketing, advertising, website, and social media maintenance. In addition, PARD manages programs and facilities that expand the reach of local residents. By receiving HOT Fund allocations- there is an expectation that we expand our reach outside of the City to achieve cost recovery goals, attract new customers, and retain existing ones for Water Works Park and Denton Civic Center. For Public Affairs, the staff have delayed and not been able to prioritize every project that is requested. As such, projects related to internal communications have not been a focus for the department. Because internal communications are important to the success of the organization, adding a staff member to assist would create more capabilities to explore improving internal communications and publications. Impact on Existing Staff Due to the nature of this position, overtime is required in PARD in an effort to maintain minimal responsibilities and has included working additional weekday and weekend hours, as well as working during requested leave of absences. The marketing division workload has grown and proven to have successful outcomes and a positive impact on the City and PARD and cannot be maintained by one person. Having to try to maintain it individually is resulting in a backlog of requests, late deliveries and in some situation zero deliveries. Additionally, Public Affairs staff have also worked extra hours, and had to delay projects in order to tackle the most pressing issues. Impact on Brand Marketing and advertising PARD services, programs, events, facilities, and activities require a full-time staff member. As a result and out of necessity, other Parks staff resort to producing content for public distribution that is not at the level of PARD or City quality nor is style guide compliant. The consequences of this shift are having a negative impact on the Brand inconsistencies make it difficult for the public to trust and ed and leads to miscommunication and confusion. Impact on Reach and Revenue The reduction in staff is limiting the ability to maximize our reach, therefore having a significant impact on the communications and delivery of everything the Parks & Recreation Department offers. The consequences are seen in a decrease in revenue performance, retention, engagement, and attendance, as well as a decrease in communications across all channels including, but not limited to, print and display advertising, email marketing, digital marketing and advertising, and all aspects relating to social media management. Examples include, but are not limited to: ONLINE PLAY GUIDE PERFORMANCE COMPARISON 2016-2017 Fall-Winter 2017-2018 Fall-Winter 22,509 reads 9,808 reads 53,327 impressions 16,065 impressions EMAIL PERFORMANCE COMPARISON Previous FY Averages Current Fiscal Year Average Eight per month Two per month PROGRAM & MEMBERSHIP REVENUE PERFORMANCE COMPARISONS, YTD AS OF APRIL 1 Program Area FY 2016-2017 FY 2017-2018 Water Works Park $22,299.69 $10,860.11 MLK Jr. Rec Center $43,567.39 $31,467.94 Denia Rec Center $66,829.70 $55,311.13 SOLUTION AND RECOMMENDATIONS: Staff recommends reinstating the marketing FTE and shifting the position to Public Affairs in order to provide support to existing staff and to resume the workload established which is needed to maximize our reach through marketing and communications. Solution With a full-capacity to revise the PARD marketing plan and maximize hybrid cross channel marketing strategies with a focus on communication, content, and the development of a department wide Customer Relationship Management(CRM) system. In turn, this will support the PARD Strategic Plan to Unite, Grow, PLAY and increase engagement, improve customer service, expand our reach, foster new business and relationships, and build retention. We will also be able to focus on l publications, and promoting a positive work environmental and culture for the City of Denton. Recommendations by PROS Consultants A recent assessment performed by PROS Consulting resulted in final recommendations that include reinstating this position to support the workload needed to achieve cost recovery goals and to market, advertise, and promote both Denton Natatorium and Water Works Park. This recommendation is published in the City of Denton Aquatic Division Assessment Implementation Plan, dated April 2018. Recommendations for Reinstate Pay Plan Upgrade Based on previous recruitment outcomes and current existing City marketing and outreach staff, we recommend upgrading the position from the previous Marketing Assistant G07 to the existing G31 Marketing & Outreach Coordinator level. Data provided below and recent reclassification of existing staff with parallel job descriptions support the need to reclassify this position. In addition, the previous employee who occupied this position indicated their departure was to accept a similar job elsewhere at a higher rate of pay. Previous Posting Stats at the Marketing Assistant G07 Level The stats below support the concern that the rate of pay was not enough to convert more applications from such a high number of job hits. 5,941 Job hits 115 Applications submitted 21 Applications referred 17 Applications that were referred, yet did not meet minimum qualifications 3 Interviews DIVISIONPROGRAMPACKAGE TRAFFICOPERATIONS TRAFFICSIGNALPROGRAM PROGRAMDESCRIPTION: ThissupplementalwillprovideTrafficOperationsstaffwiththeadditionoftwofulltime TrafficSignalTechnicianandonebuckettrucktocompleteatotalofthreeoperational crews.Thethirdoperationalcrew(2technicians)isrequiredtoprovideservicesassociated withconstructionofnewtrafficsignalsandreplacementofoldtrafficsignalsassociated withCapitalProjects.Additionally,thesignaltechnicianswillprovidecoordination, inspection,reviewandimplementationsupportforallsignalizedintersectionsalongTxDOT facilitiesthatarecurrentlyunderconstructionorplannedforconstructioninthenextfive years.Giventhenumberofsignalsthatwillbereplacedand/oraddedaspartofcorridor wideningprojectssuchasMayhillRoad,BonnieBraeStreet,TeasleyLane,BrinkerRoad/I35 interchange,etc.,additionaltrafficcrewwillberequiredforinspections,reviewand constructionsupport.Currently,theexistingstaff(4technicians)arespendinghalfoftheir timeontheseTxDOTandcapitalprojectsandhalfofthetimeonmaintenanceactivities.As such,scheduledmaintenanceactivitiesarebeingseverelyimpacted.Thesefulltime employeeswillprovidethenecessary,valuablemanpowerneededtobeeffectiveand efficientinprovidingqualitycustomerservicetocurrentandgrowingservicedemands. TrafficOperationsisresponsiblefortherepairandmaintenanceof120signalized intersectionswith3newadditionaltrafficsignalstobeconstructedand9tobe reconstructedthisfiscalyear.Fundingforthisprogramwillalsoallowustocomplywith safetyprotocolsasnotedintheMUTCD(ManualonUniformTrafficControlDevices),the PowerAssociation)safetymanualrequirements,OSHA APPA(AmericanPublic (OccupationalSafetyandHealthAdministration)guidelines,andNIOSH(NationalInstitute forOccupationalSafetyandHealth)regulations. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea1.2:Developingahighperformanceworkforce. KeyFocusArea1.4:Achievinghighlevelsofcustomerservice.(Internalandexternal) KeyFocusArea1.5:Utilizetechnologytoenhanceefficiencyandproductivity KeyFocusArea2.1OptimizeresourcestoimprovequalityofCityRoadways. KeyFocusArea2.2:Seeksolutionstomobilitydemandsandenhanceconnectivity. KeyFocusArea4.1:Enhancepublicsafetyinthecommunity. CURRENTPRACTICES TrafficOperationsisresponsiblefortherepairandmaintenanceof120signalized intersectionswithanexpandingITS(IntelligenttransportationSystem)network.TheTraffic Signalteamhasbeeninneedofassistanceforanumberofyearsandhashadtobecome morereactivethanproactivetomeetperformancestandardswhileattemptingtomaintain arequiredlevelofservice.Currently,ouroperationshasthreesignaltechnicianswithone crewleaderandtwobuckettrucksthataretaskedtocovertheentire39squaremilesofthe trafficsignalnetworkforallnewtrafficsignalprojects,signalmaintenance,network communications,trafficcounts,andemergencyresponse.Theexistingcrews(4technicians) andsupportingthe spendover50percentoftheirtimecoordinating,inspecting,reviewing constructionsactivitiesatnewtrafficsignallocationsalongTxDOTwideningprojectsorCity CapitalProjects.Thishasanadverseimpactonthemaintenanceactivitiesoftheexisting trafficsignals. CURRENTISSUES: TrafficOperationshasonlybeenabletoaddthreesupportingstaffmemberstothe departmentinthelast21years,oneSigns&MarkingsTechnicianandtwoTrafficSignal Technicians,inwhichhasdecreasedthelevelofservicethatcanbeprovidedtoourcitizens whilethegrowthofourcityhassubstantiallyincreased.Inthelastcoupleofyears,several TxDOTcorridorimprovementprojectshavebeeninconstructionandhaverequired considerableamount(over50%)ofstaff(signaltechnicians)timededicatedto coordinating,inspecting,reviewingandprovidingconstructionsupportfornewand replacedtrafficsignalsalongthesecorridors.Assuch,thescheduledmaintenanceatthe remainingintersectionsthroughouttheCityhasbeseverelyimpacted.Duetotheadditional workload,thesignalmaintenancehasbeenreactive(complaintbased)asopposedto proactiveandtheminimumdesiredserviceabilityofeachtrafficsignalhasnotbeen achievedinthepastcoupleofyears.Asourcommunitygrows,thecirculation (transportation)systemcontinuestogrowwiththenewroads,widenedfacilitiesandnew signalsthroughouttheCity.Assuch,thestaffinglevelsofTrafficOperationsneedsto increaseinordertoeffectivelyandefficientlymaintainthissystemsothatwecanprovide qualityandtimelyservicetothepublic.Certainassetswithinourexistinginfrastructure haveeitherreachedtheendoftheirusefullifeandneedsreplacementand/orneeds intervalmaintenancetokeepthesystemfrombeingunsafetothetravelingpublic.Wehave hadtosupplementtheuseoftrafficsignalcontractorsbuttheyareaspecializedfieldand comeinhighdemandsoanemergencyresponsetimeforthemtodeploytoDentonis46 hourswitha$400.00anhourserviceprice.Incomparison,TrafficOperationsstaffhasan immediateresponsetimeduringworkinghoursand3060minuteresponsetimeafter hoursfor$95.83anhourwhichisa76%costsavings. SOLUTIONANDRECOMMENDATIONS: FundingthisprogramwillensuretimelycompletionofthecurrentandprojectedTxDOTand CityCapitalProjectsthatwilladd/replacetrafficsignalswithoutadverselyimpactingthe scheduledmaintenanceactivityofexistingtrafficsignals.Thisprogramwouldinthelong termsavecityandtaxpayermoneysinceitwouldincreasethescheduledmaintenance intervalsthatwouldextendtheusefullifeofexistingassetsandreducethenumberofafter hourcalloutsandPoliceDepartmentresponsestomalfunctioningsignals.Thisprogram wouldalsoallowsignaltechnicianstomeetperformancestandardsandcurrentservice levelswithintheirrespectiveareasofresponsibility.Theseadditionsinturn,willallowusto proactivelyimprovemobilitythroughthesynchronizationoftrafficsignalsandtheirtimings byreducingidlingtimes,carbonemissionsandfuelconsumption,decreasetravelerdelays, andimproveregionalairquality. DIVISIONPROGRAMPACKAGE TRAFFICOPERATIONS PAVEMENTMARKINGSPROGRAM PROGRAMDESCRIPTION: Thissupplementalistoprovidetrafficoperationsstaffwiththetoolsandequipmentneededto dramaticallyincreaseourpavementmarkingsprogrambyinstallingandmaintainingtherequired markingsonourroadwaysasoutlinedintheMUTCD,FHWA,andtheCityofDentonguidelinesand specifications,forthesafetyofourmotoringpublic,pedestrians,andbicyclists.Thisprogramincludes1 rideonpaintapplicator,1paintapplicatortrailer,and2Signs&MarkingsTechnicians.Traffic Operationswillneedthisprogramtobeefficientwiththeincreasingmarkingsdemandssetforthfrom ourcitizenandinternalrequestsandtobeabletorespondanddeliverqualitylevelsofservice. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea1.5:Utilizetechnologytoenhanceefficiencyandproductivity KeyFocusArea2.1OptimizeresourcestoimprovequalityofCityRoadways KeyFocusArea4.1:Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: Forapplyingpaint,wecurrentlyworkintheroadwaysusingapushpaintsprayertoapplypainttoour roadwaysforpavementmarkings.Paintisusedonroadwaysthatareinaconditionthatthermoplastic willnotbondorholdtotheroadwaysurface.Weusethesehandsprayersforsmalljobssuchas crosswalksandparkingstalls.Paintsprayersarenotrecommendedforlonglineuse.Thisnew equipmentwillbeusedforthepropermaintenanceofpavementmarkingswhichisessentialforpublic safetyandtominimizecityliabilityandprovidestraightandcrisplines,havingtwocolor(yellowand white)capability.Wecurrentlyhavetoutilizeourpavementmarkingcontractortoinstalllongline operationsandthisisonlywhenwecangetontheĭƚƓƷƩğĭƷƚƩ͸ƭschedule.Thecostforacontractorto installЍͼpaintedmarkingsat3,000feetis$0.37centsperlinearfootandforustoinstallthesame markingsis$0.095perlinearfootwhichisa74%costsavings. Forapplyingthermoplastic,wecurrentlyuseourexistingpavementmarkingscontractforthe applicationofthermoplasticlonglinepavementmarkings.Weusesmallthermoplasticpushapplicators forsmalljobssuchascrosswalksandparkingstalls.Pushapplicatorsarealsonotrecommendedforlong lineuse.Amediumlonglinetruckprovidescrispandstraightlines.Thenewpieceofequipmentwill haveaonecolorsystem,eitheryelloworwhite,andwillhaveleftandrightapplicationcapability.We currentlyhavetoutilizeourpavementmarkingcontractortoinstalllonglineoperationsandthisisonly whenwecangetontheĭƚƓƷƩğĭƷƚƩ͸ƭschedule.ThecostforacontractortoinstallЍͼthermoplastic markingsat3,000feetis$0.68centsperlinearfootandforustoinstallthesamemarkingsis$0.265per linearfootwhichisa61%costsavings. CURRENTISSUES: TrafficOperationshasonlybeenabletoaddthreesupportingstaffmemberstothe departmentinthelast21years,oneSigns&MarkingsTechnicianandtwoTrafficSignal Technicians,inwhichhasdecreasedthelevelofservicethatcanbeprovidedtoourcitizens whilethegrowthofourcityhassubstantiallyincreased.Wehaveoutsourcedourpavement markingstoacontactorwithlonglinecapabilitiesforboththermoplasticandpaint,butwe mustworkaroundtheirscheduleandthisonlysupplementsaportionofwhatisneeded. Pavementmarkingsarelaborintensiveandthedemandissohighforcontractors.Street constructionCIPprogramandoverlayprojectsmustbecompletedwithpavementmarkings consistentmannerforproject (centerline,lanelines,tapers,parking,andbikelanes)ina deadlinesandpublicsafety.Duetodemandforthesecontractorswecannotrelyonthem toshowupontime,orwithafullcrew.Ittakesaminimumof10daysasaresponsetimeto markaroadwayinDentonusingourmarkingscontractorinanemergencysituation. Havingthisequipmentandpersonnelwillallowusmoreflexibilitytoworkwithandaround theschedulesofourinternalandexternalcustomersandtheirindividualprojects.This equipmentwillalsoallowustoworkinmobileworkzonesinsteadofstationaryworkzones wheretherearelessdistractionstodriversandtrafficcanstaymovingwhenthepavement markingsarebeinginstalled.Lastyear,thecityusedourpavementmarkingscontractto installapproximately230,000linearfeetofroadwaymarkingswithlonglinemachines.In house,weinstalledapproximately7,000linearfeetofroadwaymarkingswithpush applicatorsandtwostaffmembers.Withthisrequestforstaffingandequipment,we estimateanincreaseto90,000linearfeetofinhousepavementmarkingsannually. Forthelastseveralyears,thelinearmilesofstreetimprovementsandpropertyannexations withroadwayshaveincreased,andwiththeanticipatedupcomingfederalregulationson reflectivityforpavementmarkings,weneedtobeproactiveinmeetingthechallengesfrom ourĭźƷǤ͸ƭgrowthdemandsandfederalstandards. SOLUTIONANDRECOMMENDATIONS: ApprovalofthissupplementalwillallowTrafficOperationsstafftocontinueprovidingand achieveevenhigherlevelsofcustomersatisfactionforthecitizensandvisitorstoTheCityof Denton. DIVISIONPROGRAMPACKAGE TRAFFICOPERATIONS TRAFFICFLEETADDITION PROGRAMDESCRIPTION: Thissupplementalisforthefleetadditionofone1/2tonpickupwithtowingcapabilities andasupplementallightingpackageinordertosupportthecurrentneedsofourTraffic Operationsstaff. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea1.4:Achievinghighlevelsofcustomerservice.(Internalandexternal) KeyFocusArea2.1OptimizeresourcestoimprovequalityofCityRoadway.(TrafficSignal andITSnetwork) KeyFocusArea2.2:Seeksolutionstomobilitydemandsandenhanceconnectivity. KeyFocusArea4.1:Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: Pickupsareusedinconjunctionwithtrafficsignals,signs,andmarkingsprojectstobea safetyadvancedwarningvehicleonhighspeedroadwayworkzonestoprotectourstaff,to carrymaterialstoandfromprojectonsitelocations,respondtoemergencyfieldsituations, topullequipmentandwiretrailers,andtotransportpersonneltoandfromfieldmeetings. CURRENTISSUES: TrafficOperationscurrentlydoesnothaveenoughtransportationtosafelysupportthe needsofthedepartmentwhileproactivelydeliveringqualitycustomerservice. SOLUTIONANDRECOMMENDATIONS: ApprovalofthesupplementalforthisFleetadditionwouldsupportTrafficOperationsstaff tocarryoutdailytasksandimproveresponsivenesstoourinternalandexternalcustomers. DIVISIONPROGRAMPACKAGE TRAFFICOPERATIONS MASTERTHOROUGHFAREPLAN PROGRAMDESCRIPTION: ThissupplementalisfordevelopingtheMasterThoroughfarePlan(MTP)fortheCityof Denton.Thisplanwillincludereviewofexistingandfuturelanduseandzoning,identifying futuredevelopmenttrendsanddevelopingastreetnetworkthatwillserveandsupport futuretrafficgrowthanddemandintheCity.ThroughtheMTPtheCityofDentoncan outlineitsvisionforfuturetransportationneedsandbetteralignitselftoseekandsecure federal,stateandlocalfundingforconstructingthem.In2017theCountyofDenton developeditsMTPfortheentireCountyandthisyearNorthCentralTexasCouncilof Governments(NCTCOG)isworkingonpreparingits2045TransportationPlan. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea1.2:Developingahighperformanceworkforce. KeyFocusArea1.4:Achievinghighlevelsofcustomerservice.(Internalandexternal) KeyFocusArea1.5:Utilizetechnologytoenhanceefficiencyandproductivity KeyFocusArea2.1OptimizeresourcestoimprovequalityofCityRoadways. tomobilitydemandsandenhanceconnectivity. KeyFocusArea2.2:Seeksolutions KeyFocusArea4.1:Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: Currently,theCityhasaMobilityPlanwhichwasdevelopedandadoptedin2015.Mobility PlaniscurrentlyusedbyCitystaff,developmentcommunity,otheragencies(TxDOT, NCTCOG,County,etc.)toplanfuturedevelopmentandtransportationinfrastructure improvementswithintheCity. CURRENTISSUES: TheMobilityPlanisamapthatwasinitiallyenvisionedasthepartoftheDenton2030Plan whichwasaplanningleveldocument.Thisplanninglevelmapdoesnotprovideclear directionandthenecessaryguidanceforstaffandotherstakeholderstodesignanddevelop thetransportationinfrastructurethatwillsatisfyfutureneeds.Additionally,theexisting MobilityPlanisnotatrueplanasitlackalltheotheraspectofaplan.Itdoesnothaveany goalorobjectivesforthefuturemobilityneedsintheCityaswellasanydesignguidance basedonclassificationofthestreet.Also,thestreetclassificationintheexistingMobility PlanisnotconsistentwiththenewTransportationCriteriaManualthatallowsforflexibility indesignbasedontheintendeduseofthefacilityandthesurroundinglanduse. SOLUTIONANDRECOMMENDATIONS: ApprovalofthesupplementalfordevelopingaMasterThoroughfarePlanwillallowstaffto developavisionforthefuturetransportationsystemintheCityofDenton.Itwillalsohelp developgoalsandobjectivesalongwithguidelinesforplanning,designingand implementingthecirculationnetworkfortheCityofDenton.Onceaplanisestablishedand adoptedbytheCity,staffcanusethisframeworktoapplyforandsecuregrantfundingto implementtheneededinfrastructure,thusreducingtheneedtofundprojectsthrough generalorbondfunds. DIVISION PROGRAM PACKAGE TRAFFIC OPERATIONS MOBILITY PLAN UPDATE PROGRAM DESCRIPTION: This supplemental is for redefining and updating the Mobility Plan for the City of Denton. The current Mobility Plan does not include all the elements associated with moving people throughout the City. A typical Mobility Plan comprises of a Master Thoroughfare Plan, Bicycle Master Plan and a Pedestrian Master Plan. Staff is separately requesting funding for preparing the Master Thoroughfare Plan and the Bicycle Master Plan update is currently underway. As such, the primary focus of the Mobility Plan update is to develop a Pedestrian Master Plan which identifies existing and future sidewalk needs throughout the City and create a cohesive Master Plan document. Through the updated Mobility Plan the City of Denton can outline its vision and goals for future transportation needs (including active transportation) and better align itself to seek and secure federal, state and local funding for constructing them. RELATIONSHIP TO STRATEGIC PLAN: Key Focus Area 2.1 Continuously improve quality of City Roadways. Key Focus Area 2.2: Enhance connectivity and seek solutions to improve mobility Key Focus Area 4.1: Enhance public safety. Key Focus Area 5.5: Provide infrastructure for non-vehicle modes of transportation. CURRENT PRACTICES: Currently, the City has a Mobility Plan which was developed and adopted in 2015. Mobility Plan is currently used by City staff, development community, other agencies (TxDOT, NCTCOG, County, etc.) to plan future development and transportation infrastructure improvements within the City. CURRENT ISSUES: The Mobility Plan is a map that was initially envisioned as the part of the Denton 2030 Plan which was a planning level document. This planning level map does not provide clear direction and the necessary guidance for staff and other stakeholders to design and develop the transportation infrastructure that will satisfy future needs. Additionally, the existing Mobility Plan is not a true plan as it lack all the other aspect of a plan. It does not have any goal or objectives for the future mobility needs in the City as well as any design guidance based on classification of the street. Also, the street classification in the existing Mobility Plan is not consistent with the new Transportation Criteria Manual that allows for flexibility in design based on the intended use of the facility and the surrounding land use. SOLUTION AND RECOMMENDATIONS: Approval of the supplemental for Updating the Mobility Plan will allow staff to develop a vision for the future transportation system in the City of Denton. It will also help develop goals and objectives along with guidelines for planning, designing and implementing the circulation network for all modes of transportation for the City of Denton. Once a plan is established and adopted by the City, staff can use this framework to apply for and secure grant funding to implement the needed infrastructure, thus reducing the need to fund projects through general or bond funds. DIVISIONPROGRAMPACKAGE CapitalProjects SurfaceProEquipment PROGRAMDESCRIPTION: TheEngineeringServicesDivisionoftheCapitalProjectsDepartmentisrequestingfunding for4MicrosoftSurfacePros.Thisequipmentwillallowstafftoremainconnectedwithafaster responsetimeforthenumberoflargescaleprojects.Communicationiskeyduringaproject thatisunderway.Staffhasmultisourcedareasinwhichopencommunicationisnecessary. Thesemachineswillhelpstaffincreasethetotalnumberofprojectscompletedannually. RELATIONSHIPTOSTRATEGICPLAN: TheadditionofMicrosoftSurfaceProsfortheCapitalProjectsDepartmentrelatesto OrganizationalExcellence,whichiskeyfocusarea(KFA)1inthe20172018StrategicPlan. Thisequipmentwillhelpwiththedevelopmentofahighperformanceworkforce,promote effectiveinternalandexternalcommunication,achievehighlevelofcustomersatisfaction, utilizetechnologytoenhanceefficiencyandproductivityandincreasecollaborationefforts. CURRENTPRACTICES: Currently,theEngineeringServicesDivisionoftheCapitalProjectsDepartmenthave commutetimebetweenoffsitemeetingsandprojectvisitsthatrequireactionsbefore implementingbackintheoffice.Thisduplicationofinformationprocessingconsumes valuabletime.3FullTimeEquivalentSeniorEngineersoverseeingthedeliveryofallprojects (about30intotal)beingmanagedbyEngineeringServices.Inadditiontoplannedprojects, currentstaffalsorespondtoemergencyprojectsthatariseaswellasnumerousconcernsand requestsfromCitizensanduppermanagement.Atthiscurrentlevelofstaffing,eachproject manager(seniorengineer)overseesroughly10ormoreprojects. CURRENTISSUES: Basedonindustryrecommendationsforprojectmanagementofcivilworksprojects,theideal numberofprojectsperprojectmanageris5projects,andnomorethan9projects(according toProjectManagementInstitute).Enhancedtechnologywillassistwiththecurrentworkload andhelppreventerrors. SOLUTIONANDRECOMMENDATIONS: Thesolutiontotheworkloadissuesmentionedaboveistheaddition4SurfacePros.This ensuresthatstaffcanspendadequatetimeontheirindividualprojectsnecessaryforefficient andeffectiveprojectdelivery. DIVISIONPROGRAMPACKAGE CapitalProjects Project/ProgramManagementSoftware PROGRAMDESCRIPTION: TheEngineeringServicesDivisionoftheCapitalProjectsDepartmentisrequestingfunding forProject/ProgramManagementSoftware.Thissoftwarewillbethepinnacleofall Engineeringareastoincreaseproductivity,communication,andaccuracy.Thisprogramwill alsoassisttheProgramManagementOfficetoeffectivelyassistprogrammanagerswiththe backlogofprojects.Oncefullyoperational,CapitalProjectswillbecometheexampleof projectmanagementthroughouttheCity. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea1:OrganizationalExcellence CURRENTPRACTICES: Currently,theEngineeringServicesDivisionoftheCapitalProjectsDepartmentusemany differenttypesofavailablesoftwaredependingonhowthatsoftwareisabletomanipulate data.WiththeformationoftheProgramManagementOffice,enhancedsoftwareisneeded to:1.Streamlinetheprojectprocess. 2.Createacentrallocationforstaffandconsultantstoviewprojectinformation. 3.Allow24houraccesstoprojectinformation. 4.Createreportstoshowthestatus,health,andprojectcompletiontargets. 5.Createandtracktheinformationtoplanfutureprojects. 6.Financiallyforecastandplanfutureprojectswithminimizingcosts. 7.Allowfullprojectmanagersoverseethedeliveryofprojectsmoreaccurately. CURRENTISSUES: Informationisstoredinmanylocationsthatnotallstaffcanaccess.Thiscreatestheneedto printmoreinformationformeetings.Lackofanorganizedproject/programsoftware increasestheriskofoversights.Projectsarenotabletobemaintainedproperlywhilethe projectmanagerisonleaveorabsent. SOLUTIONANDRECOMMENDATIONS: EnablechangeandprogressbyequippingtheCapitalProjectsdepartmentwiththenecessary toolstobesuccessful. DIVISIONPROGRAMPACKAGE EngineeringReviewDevelopment EngineeringConsultingservices PROGRAMDESCRIPTION: TheEngineeringReviewGroupperformsreviewofplats,constructionplansandrelateddocuments submittedtotheCityfromprivatedevelopersthatimpactpublicinfrastructure.ThisGroupisinneedof Engineeringconsultantservices.Theserviceswouldlikelytaketheformofthreeseparatecontracts,as follows: CityEngineer($200,000) A.ContractforAssistant B.ContractforDevelopmentReviewEngineering($300,000) C.ContractforFloodplainAdministrationEngineeringassistance($100,000) RELATIONSHIPTOSTRATEGICPLAN: TheadditionofEngineeringconsultingservicestotheGrouprelatestothefollowing: KFA1:OrganizationalExcellence StrategicInitiative1.1:Increaseoverallsatisfactionratewithcustomerservicefrom70to80 percentby2020. KFA2:PublicInfrastructure StrategicInitiative2.4:Decreasethenumberofstructuresin100yearfloodplainbythree percentby2020. KFA3:Economicdevelopment StrategicInitiative3.3:Add15percenttaxableappraisedvalueforcommercialandindustrial developmentby2020. StrategicInitiative3.4:IncreasepercentageofbusinessownersratingDentonasagoodplace todobusinessfrom60to70percentby2020. CURRENTPRACTICES: A.TheDƩƚǒƦ͸ƭManageriscurrentlyheavilyinvolvedin: assistingtheSeniorEngineerswiththeirprojects,asatechnicalandmanagerial resource; completingnumerousremainingprojectsofhisown,astheygointoandthroughthe constructionphase; handlingEngineerofthedayinquiries(forpotentialnewprojects); overhaulingthe/źƷǤ͸ƭdevelopmentreviewprocess. B.InNovember2017aConsultingContractforDevelopmentReviewEngineeringwas executed,andhassinceexpired.AnotheroneisanticipatedtobeexecutedinMay 2018;however,itisanticipatedtoexpirebeforetheendofFY1718. TheDƩƚǒƦ͸ƭworkloadhasapproximately140activedevelopments,translatingtoa workloadofover40developmentsperSeniorEngineer(includingtheConsultant). C.InDecember2017oneoftheDƩƚǒƦ͸ƭSeniorEngineerswasappointed/źƷǤ͸ƭFloodplain Administrator,arolethatcurrentlytakesabout50%ofhiscapacity.Tasksassociated withtheFloodplainAdministratorroleinclude,butarenotlimitedto: Expandingandimproving/źƷǤ͸ƭfloodplaindatabase,sothattheinfoismorereadily availableforfutureFEMAaudits; PreparingandissuingElevationsCertificates(whicharetypicallysubmittedwith expectationofaveryshortturnaroundtime,i.e.oneortwodays); ReviewingfloodplainissuesforeveryapplicabledevelopmentandCIPproject. CURRENTISSUES: A.Landdevelopmentactivityisatahighlevelandcontinuestoincrease.Giventhehigh volumeandtimesensitivenatureofhisprojectspecifictasks,therejustisnotenough timefortheDƩƚǒƦ͸ƭManagertodevotetheproperattentiontothemuchneeded processimprovements.HencetheneedforanAssistantCityEngineerovertheGroup, tobehiredviaaConsultingcontract,onatemporarybasis.Thispersonwouldhelpthe Group: expeditethefleshingoutof,andimplementationof,thenewdevelopmentmodel andprocessinaccordancewiththeCity9ƓŭźƓĻĻƩ͸ƭoverallvision. reachouttothedevelopmentcommunityinacampaigntopresentanddiscussthe newdevelopmentmodel,andbuildtheirsupportforitsformalimplementation. workthroughthecurrentsignificantbacklogofprojectrelatedtasks. Oncetheseitemshavebeensufficientlyaccomplished,theneedforthisConsultantwill dissipate,andthecontractcanexpire. B.BasedonCitiesofsimilarorlargersize,the/źƷǤ͸ƭcurrentprojectworkloadishighin comparisontoamoreamenable2530projectsperSeniorEngineer.Continuingatthe presentrateofover40developmentsperSeniorEngineer(includingtheConsultant)will andmissedreviewdeadlines. leadtounnecessaryerrors C.Giventhevolumeandtimecriticalnatureofthiswork,itisnotpossibleforourcurrent FloodplainAdministratortoadequatelycompletethesetaskswithoutadditional Engineeringassistance. SOLUTIONANDRECOMMENDATIONS: A.ConsultantContractforAssistantCityEngineer($200,000) B.ConsultantContractforDevelopmentReviewEngineering($300,000) THISAMOUNTISBASEDONTHEASSUMPTIONTHATTHEGROUPHIRESTWOMOREIN HOUSESENIORENGINEERSINFY1819.IFNOT,THENTHEAMOUNTOFTHIS CONTRACTWOULDNEEDTOINCREASE. C.ConsultantContractforFloodplainAdministrationEngineeringassistance($100,000) ThiswouldinvolvePEandCFMleveltechnicalassistancefromalargefirmhaving significantexpertiseandresourcesinthisfield. TheneedtorenewanyofthesecontractsforFY1920wouldbeevaluatedasthatbudgetis prepared,andwilldependonseveralfactorsincludingprocess/programstatus,development activity,andstaffing. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE EngineeringReviewDevelopment SeniorEngineers PROGRAMDESCRIPTION: TheEngineeringReviewGroupperformsreviewofplats,constructionplansandrelateddocuments submittedtotheCityfromprivatedevelopersthatimpactpublicinfrastructure.Thisrequestistoprovide fundingfortwoadditionalSeniorEngineersinFY1819. RELATIONSHIPTOSTRATEGICPLAN: TheadditionoftwoadditionalSeniorEngineerstotheGrouprelatestothefollowing: KFA1:OrganizationalExcellence StrategicInitiative1.1:Increaseoverallsatisfactionratewithcustomerservicefrom70to80 percentby2020. KFA3:Economicdevelopment StrategicInitiative3.3:Add15percenttaxableappraisedvalueforcommercialandindustrial developmentby2020. StrategicInitiative3.4:IncreasepercentageofbusinessownersratingDentonasagoodplace todobusinessfrom60to70percentby2020. CURRENTPRACTICES: TherearecurrentlytwoSeniorEngineersonstaff,whoreviewdevelopmentprojectsto ensurecompliancewithCity,State,andFederalguidelinesandstandards,andarethe primaryEngineeringpointsofcontactfordevelopersandtheirconsultants.Oneofthese SeniorEngineerssplitshistime(approx.50/50)betweenDRCreviewandhisroleasthe /źƷǤ͸ƭFloodplainAdministrator. TheDƩƚǒƦ͸ƭworkloadhasapproximately140activedevelopments,translatingtoa workloadofover40developmentsperSeniorEngineer(includingthecurrentConsultant). CURRENTISSUES: Landdevelopmentactivityisatahighlevelandcontinuestoincrease. BasedonCitiesofsimilarorlargersize,the/źƷǤ͸ƭcurrentprojectworkloadishighin comparisontoamoreamenable2530projectsperSeniorEngineeratanygiventime. Underthecurrentworkload,thequalityandtimelinessofthereviewssuffer.Staff workloadsareexcessive,averagingwellbeyond50hoursperweek. Providingseniorengineeringservicesinhousehasbeenshowntobefarmorecosteffective thanusingaConsultant. SOLUTIONANDRECOMMENDATIONS: TheCityshouldhiretwoadditionalSeniorEngineersinFY1819.THISISINADDITIONTO THEREQUESTEDCONSULTANTCONTRACTFORENGINEERINGDEVELOPMENTREVIEW. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE EngineeringReviewDevelopment DigitalEquipment PROGRAMDESCRIPTION: TheEngineeringReviewGroupperformsreviewofplats,constructionplansandrelated documentssubmittedtotheCityfromprivatedevelopersthatimpactthepublic infrastructure.TheGroupisinneedofnewdigitalequipment. RELATIONSHIPTOSTRATEGICPLAN: TheadditionofdigitalequipmenttotheEngineeringReviewGrouprelatestothefollowing: KFA1:OrganizationalExcellence -StrategicInitiative1.1:Increaseoverallsatisfactionratewithcustomerservice from70to80percentby2020. KFA3:Economicdevelopment -StrategicInitiative3.4:IncreasepercentageofbusinessownersratingDentonas agoodplacetodobusinessfrom60to70percentby2020. CURRENTPRACTICES: WhenwemeetwithApplicants,wedosoatoneoftheDevelopmentServicesBuildingnext door.Weeitherspreadoutpaperdrawings,orviewthemonaprojectorscreenconnected toashareddesktop. EachEngineerhastheirownsystemfortrackingtheirprojects.Theinformationisnot trackedconsistentlyandisnotsharedinonelocation. ThoseofuswhohaveiPadsusethemwhenwemeetinotherrooms/buildings. CURRENTISSUES: SometimesthereisnotasuitableconferenceroomavailableattheDevelopmentServices Building.Also,thereisnowaytodigitallymarkupmaps,drawings,photos,etc. ThereisnotconsistencyamongsttheEngineersastohowtheytrackthestatusoftheir projects.TheDƩƚǒƦ͸ƭManagerdoesnothaveanefficientwaytoaccessthisinformation. WefindtheiPadstobesmallandcumbersome,astheydonotallowdirectconnectionto the/źƷǤ͸ƭnetwork. SOLUTIONANDRECOMMENDATIONS: TheGroupisinneedofthefollowingspecificitems: ЍВͼSmarttable.ThiswouldbelocatedwithinoneofthenewConferenceRooms thatwillbeconstructedintheDevelopmentServicesAnnexinlate2018.The buildingwillbecomeopentothepublic,andwewillinviteApplicantstomeetwith ustodiscusstheirprojects.TheSmarttablewillfacilitateefficientgroupdiscussions andmarkupstomaps,drawings,photos,etc. ЎЎͼtouchscreenmonitor.Thiswouldbelocatedwithinacommonareaofthe DevelopmentServicesAnnex.Itwouldfacilitatequickandclearviewingofeach Senior9ƓŭźƓĻĻƩ͸ƭactivedevelopmentstatus.Itwouldbeavailableforviewingby bothStaffandthepublic.Thiswillhelpusshareinfo,becomemoreorganized, identifyͻĬƚƷƷƌĻƓĻĭƉƭͼquicker,andincreaseaccountability. 5SurfaceProswithVPNconnection.Currently,ourDƩƚǒƦ͸ƭManager,andoneofour SeniorEngineers,haveiPads.Whiletheseareuseful,theyaresmallerandmore cumbersomethanaSurfaceProlaptopwithVPN,whichwillallowdirectconnection tothe/źƷǤ͸ƭnetwork.Beingthatwefrequentlyworkinotherbuildings,sucha deviceisanimportanttoolforus. Besidesimprovingourefficiency,thesedeviceswouldalsohelpusbecomeless dependentonpaper. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE EngineeringReviewDevelopment ProjectManagementTraining PROGRAMDESCRIPTION: TheEngineeringReviewGroupperformsreviewofplats,constructionplansandrelated documentssubmittedtotheCityfromprivatedevelopersthatimpactthepublic infrastructure.TheManagerandSeniorEngineersintheGroupareinneedofproject managementtraining. RELATIONSHIPTOSTRATEGICPLAN: TheadditionofprojectmanagementtrainingtotheEngineeringReviewGrouprelatestothe following: KFA1:OrganizationalExcellence -StrategicInitiative1.1:Increaseoverallsatisfactionratewithcustomerservice from70to80percentby2020. KFA3:Economicdevelopment -StrategicInitiative3.4:IncreasepercentageofbusinessownersratingDentonas agoodplacetodobusinessfrom60to70percentby2020. CURRENTPRACTICES: OurSeniorEngineersarebothͻ!ƦƦƌźĭğƓƷŅğĭźƓŭͼandalsoperformtheactualplanreviews.Theydonot haveanyotherresourcestodelegatetheirplanreviewto. CURRENTISSUES: Asweoverhaulthe/źƷǤ͸ƭdevelopmentprocess,wearemovingtowardamodelinwhichourSenior Engineerswouldbecometheͻ!ƦƦƌźĭğƓƷŅğĭźƓŭͼstaff,andwoulddelegatemuchofthedetailedplan reviewworktoourDevelopmentReviewConsultant.Inthisway,ourSeniorEngineerswouldbecome projectmanagers.Thismodelwouldfacilitateareviewprocessinwhichdesignproblemsareidentified earlierandtheplanssubmittedforreviewarehigherquality;thiswouldhelpshortenprojecttimelines andincreasedevelopersatisfaction. SOLUTIONANDRECOMMENDATIONS: TheCityshouldfundaweeklongProjectManagementTrainingseminarfortheDƩƚǒƦ͸ƭ ManagerandSeniorEngineers. ManyotherswithintheEngineeringDept.attendedthesameseminarinApril2018. Also,thistrainingisconsistentwiththeͻtƩƚƆĻĭƷManagementMethodologyDǒźķĻƌźƓĻƭͼ thattheEngineeringDept.recentlyhadaconsultantcreatefortheCapitalImprovements Program.BothrelatetotheProjectManagementLƓƭƷźƷǒƷĻ͸ƭͻtƩƚƆĻĭƷManagementBodyof KnowledgeΛta.hYΜͼ͵ tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE EngineeringReviewDevelopment EngineeringReviewTechnician PROGRAMDESCRIPTION: TheEngineeringReviewGroupperformsreviewofplats,constructionplansandrelateddocuments submittedtotheCityfromprivatedevelopersthatimpactthepublicinfrastructure.TheGroupisinneed ofanadditionalTechnician.ThispersonwouldperformvarioustasksinsupportoftheGroup,including thefollowing: Doingcompletenessreviewsforeachdevelopmentapplication,andrejectingthemasnecessary; PrintinganddistributingdevelopmentapplicationstotheDƩƚǒƦ͸ƭEngineers; Processingpreconstructiondocuments; ReceivingandprocessingrequeststofindandsendelectronicrecorddrawingfilestoApplicants(a rolethattheGroupveryrecentlyassumed); AssistingtheFloodplainAdministrator(whichoneoftheDƩƚǒƦ͸ƭEngineersveryrecentlybecame); ServingastheDƩƚǒƦ͸ƭ9ƓŭźƓĻĻƩƭ͸backuppointofcontact; ServingastheDƩƚǒƦ͸ƭcurrentĻĭŷƓźĭźğƓ͸ƭbackuppointofcontact; GatheringandtabulatingPerformanceMeasurementdata; Performingadministrativetasks; Otherdutiesasassigned,tohelptheGroupdeliverOutstandingCustomerService. RELATIONSHIPTOSTRATEGICPLAN: TheadditionofaTechniciantotheEngineeringReviewGrouprelatestothefollowing: KFA1:OrganizationalExcellence -StrategicInitiative1.1:Increaseoverallsatisfactionratewithcustomerservicefrom70to80 percentby2020. KFA3:Economicdevelopment -StrategicInitiative3.4:IncreasepercentageofbusinessownersratingDentonasagoodplace todobusinessfrom60to70percentby2020. CURRENTPRACTICES: TheGroupiscurrentlyprocessingapproximately140activedevelopments.Thereiscurrentlyonlyone TechniciantosupporttheGroup. CURRENTISSUES: Landdevelopmentactivityhas,andcontinuesto,increase,andcorrespondinglytherelated workloadincreases.TheDƩƚǒƦ͸ƭrolehasrecentlyexpanded. SOLUTIONANDRECOMMENDATIONS: ATechnicianshouldbeaddedforFY20182019. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE EngineeringInspections PROGRAMDESCRIPTION: Create a process flow for the right of way registration, submittal, review and permitting process by aligning current and additional staff strategically. Integrate a right of way management ordinance. Create and implement a full small cell/node deployment process with registration and tracking to comply with Senate Bill 1004. Increase utilization of this department to adequately protect the City’s right of way and easements to remain safe in a changing climate. RELATIONSHIPTOSTRATEGICPLAN: Increasing time spent on each project allows more construction observed. Coordinating efforts by establishing a right of way management ordinance. Creating a comprehensive right of way management inspection process relates to the following. KFA 4, Safe, Livable and Family-Friendly Community. 4.2 Seek clean and healthy neighborhoods in the City of Denton. KFA 1 Organizational Excellence, KFA 1.3Promote effective internal and external communication. CURRENTPRACTICES: Staff currently spends 15 to 20 minutes at each project. An adequate inspection process requires a minimum of 1 hour on-site per project. Due to the lack staff and no flow process, inspectors spend approximately 25% of their day visiting projects. Current funding levels do not provide adequate training. CURRENTISSUES: Proper inspections are not being performed with current staffing levels. Engineering Services Business plan requires this number of positions to provide adequate inspections. The City does not have a right of way management ordinance, this exposes the City to multiple liabilities. Not enough staff to manage the current public asset program is set up for eventual failure. Continued training is needed to perform to the City’s standards. Staff is spread too thin to properly respond to all the inspection needs. This causes dissatisfaction with the public. SOLUTIONANDRECOMMENDATIONS: Funding this program will allow the ability to address health, safety, and welfare of issues related to all right of way construction and protect the integrity of the infrastructure of all public areas. Proper training for staff to perform to the standards mandated by the City. This program complies with Engineering Services Division Business Plan. REINSTATEMENTOFFUNDINGREQUEST 840400 Engineering Real Estate OBJECTCODESUMMARY: 7804$17,260 7806$1,850 7854$1,000 DESCRIPTIONANDPURPOSEOFPROGRAM/CONTRACT/SERVICE: 7804 - RTVision Software in the amount of $10,000 is for Right-of-Way land acquisition management. This service expedites the process of acquiring land for future projects to begin faster and safer. PMI Software in the amount of $10,000 is currently being explored by the PMO office to link all departments in Capital Improvements to the same information exchange. This will open interdepartmental communications and track external department communications and duties throughout the project. Software will expedite projects and eliminate process overlaps. 7806 - Members of International ROW Association, and training for ROW industry allows certifications for different disciplines needed to serve the community. This association keeps City practices ethical and legal. LEGISLATIVEREGULATIONS,LEGALCOMPLIANCEORCITYCOUNCILDIRECTIVE/ORDINANCE: Toremain WHATISTHEGREATESTVALUETHISCONTRACT/PROGRAMBRINGSTOTHECITY: 7804-This program will save Real Estate staff time and dollars spent on tracking and acquiring parcels for future projects. In addition the program will decrease time allowing project to begin design process more rapidly. 7806 – Staying current on the best practices keeps the department utilizing City resources in the most responsible manner. WHATARETHECONSEQUENSESOFELIMINATINGTHISCONTRACT/PROGRAM: 7804 -Supplemental software is needed to continue processes expeditiously in the Capital Projects department. Staff is dedicated to exploring new and better ways to provide exceptional service. 7806 – This membership serves as a critical source of right-of-way education worldwide. Also provides necessary credentialing opportunities that saves City resources and time to provide departmental services. RECOMMENDATIONS: Staff Recommends supporting these program efforts to assist with the Capital Project department initiatives. DIVISION PROGRAM PACKAGE Fleet Services tǒƩĭŷğƭĻ ƚŅ ğƓ 9ƌĻĭƷƩźĭ ĻŷźĭƌĻ Λ9Μ PROGRAM DESCRIPTION: Fleet Services offers a pool of rental vehicles for use as needed by any department. This EV will be added to the Fleet Services rental inventory and stationed at City Hall Main or City Hall East for administrative and staff use as needed. The program is designed to be competitive with outside agencies and works customers will utilize. RELATIONSHIP TO STRATEGIC PLAN: KFE 1: Organizational Excellence KFE 5: Sustainable and Environmental Stewardship CURRENT PRACTICES: Fleet Services currently has (4) four light duty rental units consisting of a 2016 Chevy ½ ton pickup,2015 Chevy Traverse, 2013 Chevy Tahoe, and a 2013 Chevy Cruze sedan. These units are all gasoline powered and have an increasing rental trend. CURRENT ISSUES: -18 and is working with Denton Municipal Electric in planning and installing additional EV charging stations. City Hall Main, City Hall East and Fleet Services are some of the planned locations. SOLUTION AND RECOMMENDATIONS: Staff recommends authorization for the purchase an all-electric rental sedan for City departments to use as needed for travel to and from meetings in and around the city and metroplex area. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE FLEET SERVICES IĻğǝǤ 9ƨǒźƦƒĻƓƷ ĻĭŷƓźĭźğƓ PROGRAM DESCRIPTION: In order to maintain the Solid Waste Refuse truck fleet, Fleet Services is proposing the dedication of five (5) technicians to repairing and maintaining all refuse trucks. Fleet currently has three (3) dedicated technicians for Solid Waste. One (1) unfilled Heavy Equipment Technician will be assigned to refuse trucks, and Solid Waste will be transferring one (1) FTE to Fleet Services to be filled as a Heavy Equipment Technician. The Heavy Equipment Technician is responsible for performing diagnostics, maintenance and repairs on refuse trucks including chassis repairs: suspensions, steering, and wheel bearings. Brake system repairs: replacing brake drums, rotors, shoes, and pads. Transmission repairs, fuel repairs, electrical system repairs, and cooling system repairs. Refuse body repairs: arm repairs, packing blade repairs, hydraulics repairs. Using specialized software, such as CAT ET, Cummins In-site, and International Service Maxx to diagnose equipment. The technician is also responsible for following extensive preventative maintenance schedules and keeping accurate records of all services and repairs. RELATIONSHIP TO STRATEGIC PLAN: KFE 1: Organizational Excellence Goal 4: Achieve high level of customer satisfaction. KFE 2: Public Infrastructure Goal 3: Promote superior utility services and facilities. Goal 5: Develop Capital Improvement Program (CIP) based on community needs. Manage existing and future infrastructure need to meet projected growth trends. Having five (5) dedicated Heavy Equipment Technicians will reduce downtime for Solid Waste and allows Fleet to achieve a higher level of customer satisfaction by reducing equipment transportation costs and increasing repair response time. Solid Waste is a large operation which . CURRENT PRACTICES: Fleet currently has three (3) dedicated Heavy Equipment Technician to service and maintain over 60 refuse trucks. The majority of this equipment is maintained at Fleet Services. Outside vendors are frequently used when the demand for repair exceeds our time constraints. CURRENT ISSUES: The calculated number of repair hours based on industry standards for the current fleet indicate the need for five technicians. This is derived from the number of repair hours at a productivity rate of 78%. SOLUTION AND RECOMMENDATIONS: Staff recommends the reinstatement of one Heavy Equipment Technician and adding one Heavy Equipment Technician for a total of five (5) dedicated technicians to enhance the level of customer service for Solid Waste Refuse Trucks. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE (DEPARTMENT) /ƚƓƷƩğĭƷ Ʒƚ ƦƩƚǝźķĻ ƷƩğĭƉźƓŭ ƚŅ źƓƭǒƩğƓĭĻ ĭĻƩƷźŅźĭğƷĻƭ͵ PROGRAM DESCRIPTION: Purchase of contract management software. RELATIONSHIP TO STRATEGIC PLAN: KFA 1 Organizational Excellence. By moving to a contract to provide insurance certificate tracking staff time will be free to work on other duties. CURRENT PRACTICES: The current practice is to have staff track the insurance certificates. CURRENT ISSUES: Time would be better served working on purchasing than tracking insurance certificates. SOLUTION AND RECOMMENDATIONS: Contract to outsource the tracking of insurance certificates and free up staff time. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE Fleet Services CƌĻĻƷ CğĭźƌźƷǤ 9ǣƦğƓƭźƚƓ PROGRAM DESCRIPTION: Fleet Services is responsible for the maintenance and repair of more than 1,200 City assets. The current fleet facility has reached capacity in terms of available bay space. Estimates indicate the need for 12 additional service bays in order to provide current level maintenance services throughout the next 10 years. RELATIONSHIP TO STRATEGIC PLAN: KFE 1: Organizational Excellence KFE 5: Sustainable and Environmental Stewardship CURRENT PRACTICES: 2 Fleet Services current facility of 24,000 ft was constructed with 15 maintenance bays and serviced a fleet of approximately 700 units in the year 2000. Currently technicians share bays and perform a considerable amount of work outside of the bays. Vehicles requiring extensive work or that have parts on order are disassembled inside, while quicker repairs are typically accomplished outside. CURRENT ISSUES: The shop is unable to effectively accommodate the current workload. This deficiency will be compounded with the anticipated fleet growth over the next several years. The practice of sharing bays and working outside the shop decreases productivity and can increase response time, turnaround time and vehicle downtime. Sharing bays is also an inefficient means of providing vehicle repairs and maintenance. At times, units have to be moved in and out of the shop when down and waiting on parts to free up shop space for other repairs. SOLUTION AND RECOMMENDATIONS: Staff recommends authorizing the expansion of our current facility to meet department and customer current and future needs. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE (DEPARTMENT) wĻƌƚĭğƷĻ ƷŷĻ ğƩĻŷƚǒƭĻ hƦĻƩğƷźƚƓƭ Ʒƚ ЏЎЊ ağǤŷźƌƌ wķ͵ PROGRAM DESCRIPTION: Moving the warehouse operations from the service center at 901 Texas St. to a warehouse at 651 Mayhill Rd. on Solid Waste property. RELATIONSHIP TO STRATEGIC PLAN: KFA 1 Organizational Excellence. By moving warehouse operations to 901 Texas St. the City will free up valuable space in the service center for other departments and utilize existing facilities instead of building a new facility. This is a responsible use of resources and will help in developing a high-performance work force. CURRENT PRACTICES: The current practice is to operate the warehouse out of the Service Center at 901 Texas St. CURRENT ISSUES: The service center is filled to capacity and the warehouse takes up a majority of that space. More space is needed as departments grow to meet the demands of a growing city. SOLUTION AND RECOMMENDATIONS: Moving the warehouse to 651 Mayhill Rd. will free up space in the service center and allow other departments to occupy that space. The warehouse will pay a rent to the Solid Waste Department to cover the debt service payment, maintenance, and utilities of the facility at 651 Mayhill Rd. The warehouse will no longer pay for debt associated with the service center. The net cost of this request is $458,147. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE ParksandRecreationDepartment RecreationFundSupplementalEquipmentRequest PROGRAMDESCRIPTION: FundingisrequestedforthereplacementofequipmentandfurnitureattheRecreation Centers. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.2ΑIncreasepercentageofcitizenswhoratetheirneighborhoodasagoodplacetolive from82to85percentby2020. CURRENTPRACTICES: AllRecreationCentersofferhighlydiversifiedprogrammingthatrequirestheuseof equipmentandfurnitureonadailybasis.Usageishighvolumeandhighintensity.Both equipmentandfurniturearereplacedasneeded. Denia,NorthLakes,MLKandtheSeniorRecreationCentersoperatefullservicegymswith aninventoryofover125piecesofequipment.Fitnessequipmentisonamaintenance scheduletokeepequipmentingoodworkingconditionandtomaximizeitslifespan.The equipmentisreplacedonarotatingschedulebasedonuse.Theaveragelifespanofapiece ofcardioequipmentis57yearsandweightequipmentis1015years.Staffisworkingto createamultiyearreplacementscheduleforequipmentbasedonuseandpurchasedates. TheSeniorCenterprovideslobbyspacewithtablesandchairsforsocialactivitiesandgames 40 aswellasaconferenceroomforstaffmeetingsandfacilityrentals.Theapproximately chairsreceivesignificantusefromprogrammingandmeetings.TheCenteralsouses150 banquetstylechairsforlargerevents.Similarly,theCivicCenterhasmultiplemeetingspaces withtheheavyuseoftableandchairfurniture. NewpublicaddresssystemsarebeinginstalledattherecreationcentersincludingtheCivic Center.ThisprojectispartofalargerplaninitiatedbyrequestsfromusersandCouncil Memberstoenhanceaudio/visualcapabilities.Thefrontdeskwillhavetheabilityto controlthesoundlevelineachindividualroomdependingontheprogrammingandthe newPAsystemallowsuserstousetheaudioequipmentforpresentationsandcommunity events. Historically,theRecreationFundisusedtofinancethesetypesofneeds.Thisuseofthefund balanceisconsistentwiththephilosophyapprovedbyCounciltoreinvestanddevelop additionalprogrammingandprovideservicestothecitizens. CURRENTISSUES: Fivepiecesoffitnessequipmentaredueforreplacement.Continueduseofexisting equipmentcouldresultinanincreaseinmaintenanceandequipmentdowntime,leaving fewpiecesavailableforcustomeruse. Duetothenatureandvolumeofuse,furnitureandchairsexperiencesignificantwearand tearatafasterratethanatraditionalhomeandpersonaluseitems.Thecurrentcondition ofchairsneedingreplacementincludestearingattheseams,brokencastersorswivel mechanisms,andarmdamage.Notonlyisthefurniturevisuallyunattractiveand uncomfortable,butitcanalsoposeasafetyhazard. Thenewlyinstalledpublicaddresssystemscomewiththebasicstandardcapabilities.To enhancetheutilization,aninternetsubscriptionserviceisbeingrequested.Thiswillallow eachcentertocustomizemusic,advertisements,andmessaging. SOLUTIONANDRECOMMENDATIONS: UseoftheRecreationFundBalancereducesthefinancialburdenontheGeneralFund. ParksandRecstaffrecommendsfundingthefullrequestforatotalof$103,500fromthe RecreationFundBalance.Thisfundingincludes: 1.$30,000FitnessEquipmentReplacement 2.$23,500FurnitureReplacementatSeniorCenter 3.$40,000FurnitureReplacementattheCivicCenter 4.$10,000InternetRadioSubscriptionatRecCentersandCivicCenter tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE (STREET DEPARTMENT) /ƚƓĭƩĻƷĻ {ƷƩĻĻƷ ε {źķĻǞğƌƉ wĻƦğźƩ PROGRAM DESCRIPTION: Allocate additional resources to the concrete repair program. RELATIONSHIP TO STRATEGIC PLAN: KFA 2:1- Optimize resources to improve quality of city roadways. CURRENT PRACTICES: The Street Department currently performs maintenance and repair techniques on city streets such as crack seal, micro seal, mill and overlay, foam jacking, full- depth asphalt, concrete pavement, curb, gutter, and sidewalk repair. These techniques need to be performed at certain intervals in order to delay and/or prevent costly reconstruction. CURRENT ISSUES: Inadequate resources to repair concrete pavement, curb, gutter, and sidewalks. SOLUTION AND RECOMMENDATIONS: Provide an increase in funding in order accelerate the concrete pavement, curb, gutter, and sidewalk repair and maintenance program. To adequately implement the concrete program, additional funding is needed to procure concrete repair services through an outside source. tƌĻğƭĻ ƓƚƷĻ Ώ ŅƚƩƒ Ʒƚ Ʒŷźƭ ǞŷźƷĻ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE (STREET DEPARTMENT) aźƓź 9ǣĭğǝğƷƚƩ ǞźƷŷ ƩğźƌĻƩ ğƓķ {Ɖźķ {ƷĻĻƩ \[ƚğķĻƩ PROGRAM DESCRIPTION: Concrete Maintenance Crew: The crew was established in 2017 to expedite the concrete repair and maintenance program. Their main duties are the demolition/removal of concrete pavement and sidewalk in support of City & outside contractor crews. RELATIONSHIP TO STRATEGIC PLAN: KFA 2:1- Optimize resources to improve quality of city roadways. CURRENT PRACTICES: The Street Department currently has four maintenance crews and two construction crews. The two construction crews work on our Operations and Maintenance (O&M) and Capital Improvement Program (CIP) Bond funded reconstruction projects. The two maintenance crews are assign these activities; base failures, utility cuts, and mill and overlays. The two remaining crews are assigned concrete removal, pavement stabilization using foam injection, pothole repair, and prepping streets for the micro seal program. CURRENT ISSUES: The crew is renting the equipment as part of resizing the fleet initiative. This exercise not only helps determine the right size and type of equipment but whether or not it is more cost effective to rent or purchase. The crew rented several different sizes and types of equipment. It was determined that the most effective equipment combination was a skid steer loader and a mini excavator. SOLUTION AND RECOMMENDATIONS: The recommendation is to purchase the skid steer loader and mini excavator. The monthly rental costs for both pieces of equipment is $5,500 and the annual cost is $66,441. The rental cost savings would more than cover the cost to purchase the equipment within three (3) years. The replacement interval for this type of equipment is five (5) years. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE TECHNOLOGY SERVICES 5ğƷğ 5ƚƒğźƓ PROGRAM DESCRIPTION: Data Domain is the technology appliance that allows Technology Services to backup and protect all business data and applications to backup sites in order to maintain service levels in the case of a disaster. The City is continually generating and collecting data. This data is often critical to operations and long lived. Protecting this data is a function of Data Domain backups. As data is added, additional storage is needed to accommodate the backups. RELATIONSHIP TO STRATEGIC PLAN: KFA 1, Organizational Excellence Goal 5, Utilize technology to enhance efficiency and productivity CURRENT PRACTICES: This is an existing appliance that is used for backups, this additional purchase will allow Technology Services to continue to backup data and applications as we continue to grow. CURRENT ISSUES: Backups are nearing its capacity and to continue with little down time, additional data domain storage for backups will be needed. SOLUTION AND RECOMMENDATIONS: Technology Services recommends purchase of additional Data Domain storage. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES PoliceMDCReplacement PROGRAMDESCRIPTION: PublicSafetyMDCsareapproachingtheendoftheir5yearlifecycleandwillneedtobe replacedtoensurereliability,availabilityofupgrades,softwarefixesandaccesstosupport resources. RELATIONSHIPTOSTRATEGICPLAN: KFA1,OrganizationalExcellence CURRENTPRACTICES: ThecurrentpracticeisforTechnologyServicestoreplacecomputersforallthedepartments intheCityona5yearlifecycle.Thisensuresreliableoperations,supportfrom manufacturer,andafastandmoresecurenetwork. CURRENTISSUES: Since2010,TechnologyServicesCapitalImprovementPlan(CIP)hasestablishedan equipmentlifecyclemaintenanceplanoffivetosevenyears.ThePublicSafetyMDCsare approachingtheendoftheir5yearlifecycleandwillneedtobereplaced. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendsreplacementofthePublicSafetyMDCs. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES EmailSecurityΑSpamFilter PROGRAMDESCRIPTION: EmailsecurityisamajorfactorintryingtomaintainagoodCyberSecurityposture.Spamisalwaysa concernforanycompanythatdealswithlargelevelsofemails,especiallyconsideringCityofDenton providesmanyfunctionsformanybusinesses.TheuseofagoodSpamSolution,ormorethanone Solution,willhelpassurethatwhenanemailisreceived,thelikelihoodofmischievousintentislessened. RELATIONSHIPTOSTRATEGICPLAN: KFA1,OrganizationalExcellence Goal3,Promoteeffectiveinternalandexternalcommunication Goal5,Usetechnologytoenhanceefficiencyandproductivity CURRENTPRACTICES: OurexistingMicrosoftExchangepackageforouremailservicesdoesincludesomedegreeofSpam Filtering,butitisnotsufficient. CURRENTISSUES: TheCityofDentonhasbeenexperiencinganincreaseofSpammessagesthataregetting throughtheexistingSpamFilter.IncludedinthesespammessagesarePhishingattempts andemailswithmaliciouslinks. Onaverage,theCityofDentonreceivesover250,000perweek. SOLUTIONANDRECOMMENDATIONS: rd TechnologyServicesrecommendsthepurchaseofa3partyapplicationtoassistwith SpamFilteringandEmailSecurity. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES CityWideComputerReplacement PROGRAMDESCRIPTION: Allcitywidecomputersareapproachingtheendoftheir5yearlifecycleandwillneedtobe replacedtoensurereliability,availabilityofupgrades,softwarefixesandaccesstosupport resources. RELATIONSHIPTOSTRATEGICPLAN: KFA1,OrganizationalExcellence Goal5,Utilizetechnologytoenhanceefficiencyandproductivity CURRENTPRACTICES: ThecurrentpracticeisforTechnologyServicestoreplacecomputersforallthedepartments intheCityona5yearlifecycle.Thisensuresreliableoperations,supportfrom manufacturer,andafastandmoresecurenetwork. CURRENTISSUES: Since2010,TechnologyServicesCapitalImprovementPlan(CIP)hasestablishedan equipmentlifecyclemaintenanceplanoffivetosevenyears.Thecitywidecomputersare approachingtheendoftheir5yearlifecycleandwillneedtobereplaced.Wewillneedto replace1,250computers.PCRefreshwillbebrokenoutintothreephases.Thefirstphase wasinFY1718,thesecondphaseinFY1819,thirdphaseinFY19/20. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendsreplacementofcitywidecomputers. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES PoliceTrainingFacilityLaptopsRefresh PROGRAMDESCRIPTION: ThePoliceDepartmentisrequestingthefundingforreplacingtheDELLE6440laptopsthatthe trainingdivisionuseforPoliceAcademy. RELATIONSHIPTOSTRATEGICPLAN: KFA1,OrganizationalExcellence Develop a high-performance workforce by planning for succession and continuity among staff; by attracting, retaining, and motivating a qualified, diverse staff; and by establishing a culture where employees feel valued and respected. CURRENTPRACTICES: Thereare24laptopscurrentlyuseddailybythePoliceAcademy.ThePoliceAcademyruns20weeksand twiceayear.Inaveragethereare24policerecruitssignupforAcademy.Eachrecruituseslaptop throughoutthetraining. CURRENTISSUES: Thelaptopsare201314DellE6440modelwhichisrecommendedtobereplacedby TechnologyServicesevery45yearstokeepthehardwareandsoftwarewithintheproper maintenancewindow. SOLUTIONANDRECOMMENDATIONS: Werecommendtorefreshthe24Delllaptopswith4additionalbackuplaptopstokeepthe inventoryandtechnologyuptodate.Thebackuplaptopsallowsthetrainingdivisionafew moreadditionalonesincaseofanyunitneedstoberepaired. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TechnologyServices DME Field Ruggedized Laptops Refresh PROGRAMDESCRIPTION: TechnologyServiceswillbeperformingthelaptopupgradesforallofDME.Previously,this wasfundedbythevariousdivisionswithinDME.Thiswillnowbecentralizedinthe TechnologyServices.Thesefieldlaptopsareapproachingtheendoftheir4yearlifecycle andwillneedtobereplacedtoensurereliability,availabilityofupgrades,softwarefixesand accesstosupportresources. RELATIONSHIPTOSTRATEGICPLAN: KFA1,OrganizationalExcellence CURRENTPRACTICES: ThecurrentpracticeisforTechnologyServicestopurchasecomputersforallthe departmentsintheCity.ThischangewillcentralizeallDMEruggedizedlaptopsinone businessunitandkeepthelifecycleofthelaptopsinastandardizedmanner. CURRENTISSUES: Since2010,TechnologyServicesCapitalImprovementPlan(CIP)hasestablishedan equipmentlifecyclemaintenanceplanoffivetosevenyears.Thesefieldruggedizedlaptops areapproachingtheendoftheir4yearlifecycleandwillneedtobereplaced.Previously, thiswasfundedoutofnumerousDMEdivisions,makingitachallengetostandardizethe lifecycleofthelaptops. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendsreplacementofthefieldruggedizedlaptops. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES SplunkEventLogMonitoring PROGRAMDESCRIPTION: MonitoringeventlogsandnetworkcommunicationisanimportantpartofastrongCyberSecurity posture.Activelyviewingandcorrelatingeventlogsfromcomputerworkstationsandserversinthe /źƷǤ͸ƭcorporateenvironmentwillhelpproactivemeasurestoachievemaximumuptime.Whenincidents ofwhatwentwrongandwhy. happen,theeventlogshelptotellthestory RELATIONSHIPTOSTRATEGICPLAN: KFA1,OrganizationalExcellence Goal3,Promoteeffectiveinternalandexternalcommunication Goal5,Usetechnologytoenhanceefficiencyandproductivity CURRENTPRACTICES: WecurrentlyusetheSplunkapplication,butneedtomaintainmaintenancetoassureoptimum utilization. CURRENTISSUES: ThemoretechnologythatisutilizedwithintheCityofDenton,themoreeventsor possibilitiesofeventsincrease.Keepingaproactiveapproachcanminimizedowntimeand facilitaterootcauseanalysis. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendsthecontinuingusageandmaintenanceofSplunkEvent LogMonitoring. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TechnologyServices RecoverPoint PROGRAMDESCRIPTION: OurcurrentbackupsolutionistheEMCDataDomain.Thisisaveryrobustsolution,butthe recoverytimeforasingleservercantakeupto12hours.Therecoveryofmultipleservers couldtakedaysorweekstorestoredependingontheseverity. RecoverPointisanappliancefromEMCthatallowsfororganizationstoquicklyrestore servers(afewminutes)intheeventofdatacorruption,ransomwareorothertypesofdata andserviceloss.RecoverPointprovidescontinuousdataprotectionandpointintime snapshots.Thiswillenableustoreducespaceandimproveconnectivity. RELATIONSHIPTOSTRATEGICPLAN: KFA1,OrganizationalExcellence CURRENTPRACTICES: TechnologyServicescurrentlyperformsbackupsusingtheDataDomain.However,dueto theslowservicerecoverytimesofthatsystem,acomplementingtechnologyisneededto ensurebusinesscontinuity. CURRENTISSUES: Thecurrentbackupsolutionhassignificantlimitationswithregardstobusinesscontinuity andthespeedatwhichserviceisrestored.Thereisaneedtohaveimprovedprotectionon specificbusinesscriticalservers. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendsprocuringtheRecoverPointsolution. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TechnologyServicesΑEnterpriseApplications tƚǞĻƩ.ǒƭźƓĻƭƭLƓƷĻƌƌźŭĻƓĭĻΛ.LΜ PROGRAMDESCRIPTION: ThePowerBIinitiativeisinsupportofimprovedbusiness,programandprojectmanagementthrough dataaggregationfrommultiplesourcestoprovideacomprehensiveanalyticalview.Thisprojectwill enabledepartmentsandprojectstoimmediateaccesstoaggregateddataforanalyticalandreporting audiencesinagraphical,realtimeandinteractive purposes.Itisintendedtoprovideinformationto manner. RELATIONSHIPTOSTRATEGICPLAN: KFA1,OrganizationalExcellence Developahighperformanceworkforcebyplanningforsuccessionandcontinuityamongstaff;by attracting,retaining,andmotivatingaqualified,diversestaff;andbyestablishingaculturewhere employeesfeelvaluedandrespected. CURRENTPRACTICES: ReportsaregeneratedviaSSRS,Excelandindividualapplicationswithreportingservices.Thisdatacan onlybeaggregatedwithotherdataviamanualprocess.Reportsareoftenemailedtoteammembers anddataismanipulatedforcustomneeds CURRENTISSUES: Reportsaredevelopedusingsingledatasourcesandifaggregatedaredonesomanually. Thisconsumesalargeamountofhumanresourcetimeforreportgenerationand introducesaccuracyriskassociatedwithhumanerrorindatamanipulation.Lackofabilityto automaticallyaggregatedatafrommultiplesystemsreducesthecomprehensivenessofthe data.Allreportsarestatic,meaningtheyareoutofdateassoonastheyarecreated.Mostif notallreportsarenotavailableforcentralizedviewingormobileaccess. SOLUTIONANDRECOMMENDATIONS: BusinessIntelligencesolutionsprovidetheabilitytohaveondemandandautomated connectionstomultipledatasourcesofvaryingtypes(applicationdatabases,spreadsheets, etc.).Thisenablesreportconsumers/businessmanagerstobeabletoseetheentirepicture aroundaprogramorprojectwithnomanualmanipulation.Thedatacanalsobe representednotonlygraphicallybutgeographically.Usersandconsumerswillhavethe abilitytodrilldownandfilterdatatocustomizefortheirneeds.Theycanalsoaccessthe reportsremotelyifdesired.Astandardizedsolutionwithcentralizedsecuredashboardswill greatlyimprovethecitybusinessteamsinunderstandingthestateoftheirprogramsaswell assignificantlydecreasetheamountofhumanresourcespendonreportgenerationand manipulations. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE TechnologyServices Adobe Acrobat Professional Upgrade PROGRAMDESCRIPTION: Since2010,TechnologyServicesCapitalImprovementPlan(CIP)hasestablishedan equipmentlifecyclemaintenanceplanoffivetosevenyears.AdobeAcrobatProfessional willneedtobeupgradedtoensurereliability,availabilityofupgrades,softwarefixesand accesstosupportresources. RELATIONSHIPTOSTRATEGICPLAN: KFA1,OrganizationalExcellence Use technology to enhance efficiency and productivity through information technology systems that automate work and improve convenience; through the use of data and evidence to drive management and operations decisions; and through reduced reliance on paper-based systems CURRENTPRACTICES: AdobeAcrobatProfessionalisusedon64individualcomputersinmultiplegeneralgovernment departmentsandpublicsafety.AdobeAcrobatProfessionalisapowerfultoolformanaging.pdf files..PdfisshortforPortableDocumentFormat.Adobedefines.pdfas"afileformatfor representingdocumentsinamannerindependentoftheapplicationsoftware,hardware,and operatingsystemusedtocreatethemandoftheoutputdeviceonwhichtheyaretobedisplayedor printed.Itallowsareuserstoedit,createandconvertthefilesintoWord,ExcelandPowerPoint. CURRENTISSUES: Currentapplicationisolderanddoesnothavesomeofthenewfunctionalitypresentonthe currentapplication.IthasalsocausedissueswithourcurrenttestingwithWindows10. Windows10isthelatestMicrosoftOperatingsystemwhichtheCityofDentonwillbe upgradingtointhenext2yearsaspartoftheTechnologyServicesPCrefresh. SOLUTIONANDRECOMMENDATIONS: AfterworkingwithAdobesupportandTechnologyServicesWindowstestingteamithas beendeterminedthatweshouldupgradetheAdobeApplicationtothelatestversion. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE (DEPARTMENT) GIS Laserfiche Connectivity GeoDocs Extension PROGRAMDESCRIPTION: GeoDocsisanenterprisewebservicestoolthatseamlesslytiesESRIGISdatasetsand Laserfichewebmappingservicestogether.ThisnewtechnologyallowsGISprofessionals andnonGISuserstousewebmappinglocatingdocuments.Informationisstoredin LaserfichedirectlyfromthemapinEsri,simplifyingbusinessprocesses.Usersarenot requiredtogobackandforthbetweenEsriandLaserfichetolocateorindexdocuments empoweringthemtoutilizetheirtimeefficiently.TheCityiscontinuallygenerating documentsintoLaserficheandthenewGeoDocstechnologyissimpletoconfigureand deployinanywebmapservices. RELATIONSHIPTOSTRATEGICPLAN: KFA1:OrganizationExcellence Goal1.2:Improvepositiveratingofinformationsharingandcommunicationswiththe Publicfrom53to60percentby2020. ThisnewtoolallowsuserstoeasilyattachLaserfichedocumentsfromwithintheEsriweb isattachedtoanitemin mapinterfacebysimplyclickingmapitemassets.Onceadocument Esri,theLaserfichetemplatefieldscanbeautomaticallypopulatedbasedonthedatainEsri, eliminatingtheneedformanuallyindexing.GeoDocsallowformanytoonerelationships, soonedocumentinLaserfichecanbeattachedtoseveralEsriobjects. CURRENTPRACTICES: Creatingvariousworkflowsthatwillimportdocumentsfromdesignatedareason/źƷǤ͸ƭ networktoLaserficheInternalorPublicrepositories.TSUserSupportestablishes permissionson/źƷǤ͸ƭnetworkfoldersandrestrictaccesstowritinginthefoldersthat Laserficheimportsfrom.TSGISaddsfieldtypestoGISassetsandcreateshyperlinksto documentsinLaserfiche.UsersorrequiredtosearchforthecorrectLaserfichestoredURL pathandstoretheHyperlinkpathintotheGISorlayer.Thisapproachisverytime consumingandthereisnoautomationintheworkflows. CURRENTISSUES: LimitedornotrueLaserficheintegrationwiththe/źƷǤ͸ƭGISsystem.TheexistingGISsystem doesnoteasilyallowtoolsforselectingassetsandlaunchingLaserfichetopullupvarious documentsassociatedwiththeparticularasset.Citydepartmentsareunabletotakea photographoruploadadocumentrightfromtheirmobiledevice.Internalandexternal customersareunabletoviewmostLaserfichedocumentsoutinthefieldorviatheweb. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendspurchaseofGeoDocstointegrateLaserfichewithourGIS mappingapplications.Thisfunctionalitywillbeusedformultipledepartments,includingthe policedepartment,whichwilluseitforcrimemapping.Thefiredepartmentwillbeableto quicklyretrievebuildingplansduringemergencies.Thepublicworksdepartmentwillgain easyaccesstowaterandsewerinformationincludingasbuilt.Thesolutionalsoprovides mobileaccessusingiPhoneandiPadinterfacesallowingusersworkingoutinthefieldto takeaphotographoruploadadocumentrightfromtheirmobiledevice.GeoDocscan automaticallygeotagthelocationtothemapandstoretheuploadedimageinside Laserfiche. tƌĻğƭĻƓƚƷĻƚǒƒǒƭƷƭƷźƌƌğƷƷğĭŷğͻ{ǒƦƦƌĻƒĻƓƷğƌtƩƚŭƩğƒCǒƓķźƓŭwĻƨǒĻƭƷͼŅƚƩƒƷƚƷŷźƭǞŷźƷĻ ƦğƦĻƩƚǒƷƌźƓźƓŭğƌźƓĻźƷĻƒķĻƷğźƌƚŅǤƚǒƩŅǒƓķźƓŭƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE TRAFFIC OPERATIONS TRAFFIC SIGNAL REPLACEMENTS PROGRAM DESCRIPTION: This supplemental is for two (2) traffic signals that need to be upgraded and replaced with new structures and hardware. The intersections of Hickory at Fry, 34 years old, and Hickory at Welch, 35 years old, have reached the end of their useful life. See attached chart. RELATIONSHIP TO STRATEGIC PLAN: Key Focus Area 4.1: Enhance public safety in the community. Key Focus Area 2.2: Seek solutions to mobility demands and enhance connectivity. CURRENT PRACTICES: Current approximate cost per 4 way intersection is $380,000. We are not able to just replace traffic signal poles because of PROWAG requirements and access to pedestrian pushbuttons and ramps must be considered along with the additional right-of-way to make the installation compliant at the time of construction. The traffic signal industry recommends signal pole structures to be replaced within 20-25 years due to metal fatigue and oxidation. CURRENT ISSUES: Current funding does not allow for any new traffic signal installations. Currently, $199,300 is allocated for traffic signal maintenance. As part of maintenance, replacement of obsolete electronic components, signal ic signal cabinets, and cabling is continually ongoing. This maintenance funding also has to cover traffic signal items that need to be replaced immediately that were involved in vehicular accidents and natural disasters such as direct lightning strikes, severe winds, and floods. We currently perform a bi-annual PM (preventive maintenance) of all intersections, involving cleaning, inspecting of structures above and below ground, and testing for proper functions of electronic devices. SOLUTION AND RECOMMENDATIONS: Approval of this supplemental to replace two traffic signals at the intersections of Sherman at Windsor and McKinney at Woodrow both have reached the end of their useful life. Funding this program would in the long-term save future city and taxpayer money by reducing the number of after hour call outs and also save valuable Police resources by not having to respond to malfunctioning traffic signals. DIVISIONPROGRAMPACKAGE TRAFFICOPERATIONS CITYWIDESPEEDSTUDY PROGRAMDESCRIPTION: ThissupplementalisforperformingaCitywideSpeedStudytodeterminethespeedlimits alongallmajorstreetwithintheCity.Typically,speedstudiesareconductedeveryfiveyears toupdatespeedlimitsofexistinganewstreetswithintheCity.Speedlimitscannotbe properlyenforcedwithoutthesupportingengineeringstudiesthatjustifythepostedspeed limits.Ithasbeenover7yearssincethelastCitywidespeedstudywasconductedandthe speedlimitswereupdatedforstreetswithintheCity.Thespeedstudieswillnotbe conductedonTxDOTroadwayswithintheCity. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea1.2:Developingahighperformanceworkforce. KeyFocusArea1.4:Achievinghighlevelsofcustomerservice.(Internalandexternal) KeyFocusArea1.5:Utilizetechnologytoenhanceefficiencyandproductivity KeyFocusArea2.1OptimizeresourcestoimprovequalityofCityRoadways. KeyFocusArea2.2:Seeksolutionstomobilitydemandsandenhanceconnectivity. KeyFocusArea4.1:Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: TheCitydoesnothaveafive(5)yearplantoreassessspeedlimitsalongCityStreet. CURRENTISSUES: SpeedlimitsalongCitystreetshavenotbeenevaluatedinthelast7yearsandrecentdata collectionhasrevealedthatmajorityofthetraffictravelingalongseveralstreetsisbelowor abovethepostedspeedlimit.Assuch,itisrecommendedthattheCityupdatesthespeed limitalongallmajorstreetswithintheCity. SOLUTIONANDRECOMMENDATIONS: ApprovalofthesupplementalforCitywideSpeedStudywouldallowstafftomakethe necessaryupdatestotheexistingspeedlimitsalongmajorstreetswithintheCity.Updating speedlimitsbasedoncurrenttrafficflowpatterns,landuse,streetclassificationsandthe overallusageofthestreetwillallowmotoriststocomfortablydrivealongthesefacilities thusimprovingtheoverallsafety. DIVISION PROGRAM PACKAGE DEVELOPMENT SERVICES Comprehensive Urban Forest Management Plan PROGRAM DESCRIPTION: The Department of Development Services, Planning Division is requesting a one-time funding for the creation of a Comprehensive Urban Forest Management Plan (CUFMP). RELATIONSHIP TO STRATEGIC PLAN: KFA 4: Safe, Livable and Family-Friendly Community. STRATEGIC INITIATIVE 4.2: Increase percentage of citizens who rate their neighborhood as a good place to live from 82 to 85 percent by 2020. CURRENT PRACTICES: Current management practices consist of the Urban Forester overseeing future development and evaluating for tree mitigation and preservation per the requirements of the existing tree code. Funding received for tree mitigation is being spent on tree planting and education programs delivered by our non-profit organization. Denton Municipal Electric (DME) prunes trees as needed around their lines. CURRENT ISSUES: The recently completed State of the Denton Urban Forest (Oct 2016) report identified management issues with the current program. Their report highlighted the lack of a CUFMP to help drive policy and management decisions including goals and tasks. Additionally noted is the lack of a strategic tree planting plan to offset the urban heat island effect and stormwater control. Without a pro-active Urban Forest Management program the city will not achieve its potential in promoting sustainability for generations. SOLUTION AND RECOMMENDATIONS: Developing and implementing a CUFMP is tree canopy for generations to come. The goals and tasks of this plan will drive management decisions. One much needed task is to collect and maintain an up to date digital street tree inventory. This inventory would be used to identify hazardous trees as well as tree maintenance needed. Economy of scale would be accomplished through an inventory of existing workforce capacity needs across city Departments. This plan would assist in providing maximum long term environmental benefits to the community. $75s Tree Fund for the development of this plan. DIVISION PROGRAM PACKAGE (Tree Mitigation Fund) ΝtğƩƉƭ ƩĻĻ tƌğƓƷźƓŭΞ PROGRAM DESCRIPTION: The Parks and Recreation Department is requesting funding for the purpose of tree planting. RELATIONSHIP TO STRATEGIC PLAN: KFA 4: Safe, Livable and Family-Friendly Community. Strategic Initiative 4.2: Increase percentage of citizens who rate their neighborhood as a good place to live from 82 to 85 percent by 2020. CURRENT PRACTICES: Parks and Recreation desires to plant trees at various locations throughout the City including parks, medians, and trails. Prior to trees being planted, the area must be designed to incorporate the trees and supporting irrigation system. Funding from the Tree Mitigation Fund includes covering all associated costs of planting new trees, including the trees, design and irrigation. In FY 2017-2018 Parks and Recreation Department planted 343 three-inch caliper trees with irrigation at the following locations: Wheeler Ridge Park, Denia Park, Kendolph/Underwood median, and the North West Loop Trail. In FY 2018-2019 Parks and Recreation Department estimates planting 700, three-inch caliper trees with irrigation at the following locations: South Lakes Park west trail, North Lakes Park west pond, University Drive Phase II, McKamy/Evers trail connector, US 2499, US 2181, and Mayhill. CURRENT ISSUES: There are several current and future projects within City which include the expansion and widening of roads to include medians, as well as expansion/connection of trails. Due to these projects, Parks and Recreation has a high demand for planting new trees. RFP #5933, for tree planting is expiring in November 2018. New IFB #6811 is under consideration for bids as a request for a 1 year contract with options to renew for a total of 4 years. SOLUTION AND RECOMMENDATIONS: The Parks and Recreation Department proposes approving funding for public tree planting in City parks, trails and medians. tƌĻğƭĻ ƓƚƷĻ Ώ Ʒƚ Ʒŷźƭ ǞŷźƷĻ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ 215 E. McKinney St., Denton, TX 76201 (940) 349-8307 MEMORANDUM DATE: *´«¸ ΑΖǾ ΑΏΐΗ TO: (®®± ¡«¤ - ¸®± £ -¤¬¡¤±² ®¥ ³§¤ #¨³¸ #®´¢¨« FROM: 4®££ (¨«¤¬ Ǿ #¨³¸ - ¦¤± SUBJECT: #¨µ¨« 3¤±µ¨¢¤ 0 ¸ )¢±¤ ²¤² !³³ ¢§¤£ ¥®± ¸®´± ¨¥®±¬ ³¨® ±¤ ³¶® ±¤¯®±³²Ȁ ®¤ ±¤« ³¨¦ ³® ³§¤ ²´±µ¤¸ ±¤²´«³² ¢®¬¯¨«¤£ ¨ - ¸ ®¥ ΑΏΐΗ ¥®± 0®«¨¢¤ ¢¨µ¨« ²¤±µ¨¢¤ ¤¬¯«®¸¤¤² £ ³§¤ ®³§¤± ¥®± &¨±¤ ¢¨µ¨« ²¤±µ¨¢¤ ¤¬¯«®¸¤¤²ȁ 4§¤ ±¤¯®±³² ±¤ ¯±¤²¤³¤£ ¡¸ ³§¤ 0 ¸ 3´¡¢®¬¬¨³³¤¤² ¤²³ ¡«¨²§¤£ ¨ t§¤ 0®«¨¢¤ £ &¨±¤ -¤¤³ £ #®¥¤± ¦±¤¤¬¤³² ±¤²¯¤¢³¨µ¤«¸ £ ±¤ ¥®±¶ ±£¤£ ³® ³§¤ #¨³¸ #®´¢¨« ¡¸ ³§¤ #¨³¸ - ¦¤± ¯´±²´ ³ ³® ³¤±¬² ®¥ ³§®²¤ ¦±¤¤¬¤³²ȁ 4§¤ 0 ¸ 3´¡¢®¬¬¨³³¤¤² ¢®²¨²³ ®¥ ±¤¯±¤²¤³ ³¨µ¤² ¥±®¬ « ¡®± ² ¶¤«« ² ±¤¯±¤²¤³ ³¨µ¤² ¥±®¬ manageme³ȁ 4§¤²¤ ¢®¬¬¨³³¤¤² ¬¤¤³ ¤ ¢§ ¸¤ ± ³® ¢®£´¢³ ² « ±¸ ²´±µ¤¸ ¥±®¬ ¶§¨¢§ ¯ ¸ ¨¢±¤ ²¤² ¬ ¸ ¡¤ ±¤¢®¬¬¤£¤£ȁ ´±±¤³ ¦±¤¤¬¤³² «²® ¯±®µ¨£¤ ¥®± ³§¤ ¯®²²¨¡«¤ «¨¬¨³ ³¨® ®¥ ¸ ¯ ¸ ¨¢±¤ ²¤ ¥®± ¢¨µ¨« ²¤±µ¨¢¤ ¤¬¯«®¸¤¤² ³® ³§¤ µ¤± ¦¤ ¡ ²¤ ¯ ¸ ¯¤±¢¤³ ¦¤ ¨¢±¤ ²¤ ¥®± ®-¢¨µ¨« ²¤±µ¨¢¤ ¤¬¯«®¸¤¤² ¯¯±®µ¤£ ¡¸ ³§¤ #¨³¸ #®´¢¨« ¨ ³§¤ ´ « ¡´£¦¤³ȁ !¥³¤± ±¤µ¨¤¶¨¦ ¬ ±ª¤³ £ ³ £ ³§¤ µ ¨« ¡¨«¨³¸ ®¥ ¥¨ ¢¨ « ±¤²®´±¢¤²Ǿ £ ¨ ¢®²¨£¤± ³¨® ®¥ ³§¤ ¡®µ¤ ¬¤³¨®¤£ ¯ ¸ ¯§¨«®²®¯§¸Ǿ ³§¤ &9 ΑΏΐΗȝΐΘ ¡´£¦¤³ ¨¢«´£¤² ¨¢±¤ ²¤² ¨ ¢®¬¯¤² ³¨® ¥®± ¢¨µ¨« ²¤±µ¨¢¤ ¤¬¯«®¸¤¤² ¡ ²¤£ ® ³§¤ ¯¤±¢¤³ ¦¤ ¤¤£¤£ ³® ª¤¤¯ ¤ ¢§ ¯®²¨³¨® ³ Δυ ¡®µ¤ ³§¤ ²´±µ¤¸ ¬ ±ª¤³ µ¤± ¦¤ȁ 4§¤ ¢®²³ ³® ¨¬¯«¤¬¤³ ¨² ¡´£¦¤³¤£ ¥®± ®-¢¨µ¨« ²¤±µ¨¢¤ ¤¬¯«®¸¤¤²ȩ ¨² ££¨³¨® « ͡ΕΏǾΕΕΐ ¥®± 0®«¨¢¤ £ ͡ΔΏǾΔΖΑ ¥®± &¨±¤Ǿ ¥®± ³®³ « ®¥ ͡ΐΐΐǾΑΒΒȁ ! ¢®²³ ¢®¬¯ ±¨²® ¢§ ±³ ¨² ¨¢«´£¤£ ® ³§¤ ¤·³ ¯ ¦¤ȁ OUR CORE VALUES Integrity Fiscal Responsibility Transparency Outstanding Customer Service ADA/EOE/ADEA www.cityofdenton.com TDD (800) 735-2989 FY 2018/19 Differential Cost to Fund "Market Average Plus 5%" Pay Philosophy for Civil Service Employees* Source: City of Denton Finance Department POLICE OPERATIONS (CIVIL SERVICE) tĻƩƭƚƓğƌ {ĻƩǝźĭĻƭ /ƚƭƷ LƓĭƌǒķźƓŭ LƓĭƩĻğƭĻƭ Ʒƚ {ǒƦƦƚƩƷ aĻĻƷ ğƓķ /ƚƓŅĻƩ tğǤ tŷźƌƚƭƚƦŷǤ ЋЌͲЋЎЍͲЍЎВ tĻƩƭƚƓğƌ {ĻƩǝźĭĻƭ /ƚƭƷ .ğƭĻķ ƚƓ ƷŷĻ tƩƚƦƚƭĻķ .ǒķŭĻƷ ǞźƷŷ ğǝĻƩğŭĻ Ќі LƓĭƩĻğƭĻƭ ЋЌͲЊВЌͲАВБ DIFFERENTIAL COST TO FUND "MARKET AVERAGE PLUS 5%" PAY PHILOSOPHY FOR POLICE OPERATIONS $60,661 FIRE OPERATIONS (CIVIL SERVICE) tĻƩƭƚƓğƌ {ĻƩǝźĭĻƭ /ƚƭƷ LƓĭƌǒķźƓŭ LƓĭƩĻğƭĻƭ Ʒƚ {ǒƦƦƚƩƷ aĻĻƷ ğƓķ /ƚƓŅĻƩ tğǤ tŷźƌƚƭƚƦŷǤ ЋБͲАЎЍͲЍВА tĻƩƭƚƓğƌ {ĻƩǝźĭĻƭ /ƚƭƷ .ğƭĻķ ƚƓ ƷŷĻ tƩƚƦƚƭĻķ .ǒķŭĻƷ ǞźƷŷ ğǝĻƩğŭĻ Ќі LƓĭƩĻğƭĻƭ ЋБͲАЉЌͲВЋЎ DIFFERENTIAL COST TO FUND "MARKET AVERAGE PLUS 5%" PAY PHILOSOPHY FOR FIRE OPERATIONS $50,572 TOTAL DIFFERENTIAL COST (Salary + Benefits) TO FUND "MARKET AVERAGE PLUS 5%" PAY PHILOSOPHY VS BUDGETED 3% FOR CIVIL SERVICE EMPLOYEES FOR FY 2018/19 $111,233 Ϋ/ƚƭƷ źƭ ĬğƭĻķ ƚƓ ƦĻƩƭƚƓğƌ ƭĻƩǝźĭĻƭ ĭğƌĭǒƌğƷƚƩƭ ŅƚƩ C ЋЉЊБΉЊВ ğƓķ ğƭƭǒƒĻƭ Ɠƚ ĭŷğƓŭĻ źƓ ƭƷğŅŅ͵ 4§¨² ¶¨«« ±¤²´«³ ¨ £¨¥¥¤±¤³ ¨¢±¤ ²¤² ¥®± ¤ ¢§ ± ªȝ²³¤¯ȁ 4§¤ ¬¨¨¬´¬ £ ¬ ·¨¬´¬ ²³¤¯² ¥®± ¤ ¢§ ± ª ¶¤±¤ ¢ «¢´« ³¤£ ´²¨¦ ³§¤ ±¤²´«³² ®¥ ³§¤ ²´±µ¤¸Ǿ ¤²´±¨¦ ³§¤¸ ¬ ³¢§ ³§¤ ²´±µ¤¸ µ¤± ¦¤ ¯«´² Δυȁ 4§¤ ²³¤¯² ¡¤³¶¤¤ ³§¤ ¬¨¨¬´¬ £ ¬ ·¨¬´¬ ²³¤¯² ¶¤±¤ ±¤¢ «¢´« ³¤£ ³® ¬ ¨³ ¨ ¤°´ « ²¤¯ ± ³¨® ¡¤³¶¤¤ ³§¤ ¤¶ ¬¨¨¬´¬ £ ¬ ·¨¬´¬ ²³¤¯²ȁ 4§¤ ¯¤±¢¤³ ¨¢±¤ ²¤ ²§®¶ ¨ ³§¤ ¢§ ±³ ¡¤«®¶ ±¤¥«¤¢³² ³§¤ ¯¤±¢¤³ £¨¥¥¤±¤¢¤ ¡¤³¶¤¤ ³§¤ ¢ «¢´« ³¤£ ²³¤¯ ± ³¤ ¥®± &9 ΑΏΐΗȝΐΘ £ ³§¤ ²³¤¯ ± ³¤ ¥®± &9 2017/18. Position 3³¤¯ ! 3³¤¯ " 3³¤¯ # 3³¤¯ $ 3³¤¯ % 3³¤¯ & 3³¤¯ ' 3³¤¯ ( POLICE 0®«¨¢¤ 2¤¢±´¨³ 3.58% 3.62% 3.66% 0®«¨¢¤ /¥¥¨¢¤± 3.64% 3.65% 3.66% 3.66% 3.67% 3.68% 3.68% 3.69% Sergeant 3.58% 3.57% 3.57% Lieutenant 3.50% 3.56% 3.62% FIRE &¨±¤ &¨¦§³¤± 3.84% 3.74% 3.65% 3.57% 3.49% 3.42% Driver 3.48% 3.46% 3.45% Captain 3.42% 3.42% 3.42% Battalion Chief 3.42% 3.41% 3.39% Information about the Civil Service Pay Plans Police civil service and Fire civil service positions are on a step pay plan . Step seniority receive the same pay. This ensures compliance with Chapter 143.041 (b) of the Except as provided by Section 143.038, all fire fighters or police officers in the same classification are entitled to the same base salary. and being eligible for the pay of the higher classification while performing those duties). 2 The City of Dento and Fire Fighter rank. The number of steps for these ranks vary, largely due to negotiations with the first meet and confer agreement in 2006. Step Adjustments With step plans, any increases will be applied to each step rate (reference percentages above for FY 18/19); and therefore, new step rates will be calculated. In other words, the pay plan is updated to reflect the new rates, so any new employees or employees moving to the next step will receive the new rate of pay for that step. As a result, increases will be the same for all employees in the same rank/same step. For example, every Police Officer at Step C will receive a 3.66% increase, while every Police Officer at Step H will receive a 3.69% increase. Scheduled Step Increases In addition to annual step adjustments, with step plans, employees receive a pay increase based on years of service performing the same job. Examples for a Police Officer and Fire Fighter are below: Police Officer Fire Fighter Step A 1 year Step A start (they have no recruit level, so they start at this rank/step) Step B 2 years Step B 2 years Step C 3 years Step C 3 years Step D 5 years Step D 4 years Step E 7 years Step E 5 years Step F 9 years Step F 7 years Step G 12 years Step H 15 years Once an employee reaches the top step for their rank, no further increases will be granted unless the step rates are increased with adjustments to the pay plan, based on survey results. The proposed budget also includes normally scheduled step increases for civil service employees. )¥ ¸®´ § µ¤ ¸ °´¤²³¨®²Ǿ ¯«¤ ²¤ «¤³ ¬¤ ª®¶ȁ Attachments 3 ORDINANCE NO.20172018-XXX AN ORDINANCE AMENDING THE SCHEDULE OF WATER RATES CONTAINED IN ORDINANCE NO. 20162017-274 FOR WATER SERVICE RATES AND WATER RATES; AMENDING THE WHOLESALE TREATED WATER SERVICE RATE TO THE UPPER TRINITY REGIONAL WATER DISTRICT (SCHEDULE WW); AMENDING THE WHOLESALE RAW WATER SERVICE RATE TO UPPER TRINITY REGIONAL WATER DISTRICT (SCHEDULE WRW); AMENDING THE WHOLESALE RAW WATER PASS- THROUGH RATE TO UPPER TRINITY REGIONAL WATER DISTRICT FROM LAKE CHAPMAN INTO LAKE LEWISVILLE (SCHEDULE WCL); AMENDING THE SPECIAL FACILITIES RIDER; AMENDING THE SPECIAL CONDITIONS RIDER; PROVIDING FOR A REPEALER; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. THE COUNCIL OF THE CITY OF DENTON HEREBY ORDAINS: SECTION 1. The Rate Schedules for water service as provided for in Chapter 26 of the Code of Ordinances, are amended to read as follows: WATER RATE SCHEDULES PAGE WR Residential Water Service 2 WC Commercial/Industrial Water Service Rate 6 WFH Metered Water From Fire Hydrant 9 WW Wholesale Treated Water Service to Upper Trinity Regional Water District 10 WRW Wholesale Raw Water Service to Upper Trinity Regional Water District 12 WCL Wholesale Raw Water Pass-Through to Upper Trinity Regional Water District 13 from Lake Chapman into Lake Lewisville Water Tap and Meter Fees 14 Fire Hydrant Installation 16 Water Laboratory Testing Fees 17 Special Facilities Rider 18 Special Conditions Rider 18 SCHEDULE WR RESIDENTIAL WATER SERVICE (Effective 10/01/1718) APPLICATION Applicable for single-family residential service, and individually-metered apartments, mobile homes, or multi-family facilities with less than four units, with wastewater service within the corporate limits of the City of Denton, Texas. (WR) Applicable for single-family residential service, and individually-metered apartments, mobile homes, or multi-family facilities with less than four units outside the corporate limits of the City of Denton, Texas with or without wastewater service. (WRO) Applicable where the metered water is used for domestic purposes and is not returned to the wastewater system for collection and treatment. (WRN) Applicable where the metered water is used for landscape irrigation purposes and is not returned to the wastewater system for collection and treatment. (WRI) Applicable where metered water is outside the corporate limits of the City of Denton, Texas and is used for landscape irrigation purposes and is not returned to the wastewater system for collection and treatment. (WRIO) Not applicable to resale, temporary, standby, or supplementary service except in conjunction with applicable rider. MONTHLY RATE (WR) – RESIDENTIAL WATER SERVICE; AND MONTHLY RATE (WRN) – METERED WATER NOT RETURNED TO WASTEWATER SYSTEM FOR COLLECTION AND TREATMENT (1) Facility Charge Per Bill 3/4 inch Meter $16.00 1 inch Meter $20.80 1-1/2 inch Meter $27.20 2 inch Meter $34.40 (2) Volume Charge Rate Per 1,000 Gallons RATE BLOCK PER 30 DAYS WINTER SUMMER Billing months of Billing months of NOV. through APRIL MAY through OCT. 0-15,000 gals $4.15 $4.15 15,001-30,000 gals $4.15 $5.90 30,001-50,000 gals $4.15 $8.15 Over 50,000 gals $4.15 $10.90 2 MONTHLY RATES (WRO) – WATER SERVICE OUTSIDE CORPORATE LIMITS MONTHLY RATE (1) Facility Charge Per Bill 3/4 inch Meter $18.40 1 inch Meter $23.90 1-1/2 inch Meter $31.30 2 inch Meter $39.55 (2) Volume Charge Rate Per 1,000 Gallons RATE BLOCK PER 30 DAYS WINTER SUMMER Billing months Billing months NOV through APRIL MAY through OCT 0-15,000 gals $4.75 $4.75 15,001-30,000 gals $4.75 $6.80 30,001-50,000 gals $4.75 $9.35 Over 50,000 gals $4.75 $12.55 MONTHLY RATES (WRI) – METERED WATER SERVICE FOR IRRIGATION MONTHLY RATE (1) Facility Charge Per Bill 3/4 inch Meter $16.00 1 inch Meter $20.80 1-1/2 inch Meter $27.20 2 inch Meter $34.40 (2) Volume Charge Rate Per 1,000 Gallons RATE BLOCK PER 30 DAYS WINTER SUMMER Billing months Billing months NOV through APRIL MAY through OCT 0-15,000 gals $4.15 $5.90 15,001-30,000 gals $4.15 $8.15 Over 30,000 gals $4.15 $10.90 3 MONTHLY RATES (WRIO) – METERED WATER SERVICE FOR IRRIGATION MONTHLY RATE (1) Facility Charge Per Bill 3/4 inch Meter $18.40 1 inch Meter $23.90 1-1/2 inch Meter $31.30 2 inch Meter $39.55 (2) Volume Charge Rate Per 1,000 Gallons RATE BLOCK PER 30 DAYS WINTER SUMMER Billing months Billing months NOV through APRIL MAY through OCT 0-15,000 gals $4.75 $6.80 15,001-30,000 gals $4.75 $9.35 Over 30,000 gals $4.75 $12.55 MINIMUM BILLING Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. VOLUME CHARGE Billing for the water consumption shall be based on the gallon consumption during the billing period. Formula: Gallons in rate block rate per 1,000 gal. in rate block 1,000 gallons 4 RETAIL WATER RATES UNDER DROUGHT CONTINGENCY PLAN CONDITIONS – ORDINANCE NO. 2014-109. Under Stage 2 drought conditions, residential customers shall be charged a 10% rate increase for water usage greater than 15,000 gallons per account per thirty (30) days. Under Stage 3 drought conditions, residential customers shall be charged a 20% rate increase for water usage greater than 15,000 gallons per account per thirty (30) days. 5 SCHEDULE WC COMMERCIAL/INDUSTRIAL WATER SERVICE RATE (Effective 10/01/1718) APPLICATION Applicable to all commercial and industrial users, or other water users not otherwise classified under this ordinance, for all water provided at one point of delivery and measured through one meter. (WC) Applicable for all commercial and industrial users or other users not otherwise classified under this ordinance outside of the corporate limits of the City of Denton for all water service provided at one point of delivery and measured through one meter, with or without wastewater service. (WCO) Applicable where the metered water is used for commercial purposes and is not returned to the wastewater system for collection and treatment. (WCN) Applicable where metered water is used for landscape irrigation purposes and is not returned to the wastewater system for collection and treatment. (WCI) Applicable where metered water is outside the corporate limits of the City of Denton, Texas and is used for landscape irrigation purposes and is not returned to the wastewater system for collection and treatment. (WCIO) Not applicable to resale service in any event, nor to temporary, standby, or supplementary service except in conjunction with applicable rider. MONTHLY RATE (WC) and (WCN) (1) Facility Charge Per Bill 3/4 inch Meter $22.60 1 inch Meter $32.00 l - l/2 inch Meter $38.70 2 inch Meter $51.50 3 inch Meter $110.40 4 inch Meter $218.90 6 inch Meter $299.20 8 inch Meter $419.20 10 inch Meter $600.00 (2) Volume Charge $4.45 per 1,000 gallons 6 MONTHLY RATE (WCO) – OUTSIDE CORPORATE LIMITS (1) Facility Charge Per Bill 3/4 inch Meter $26.00 1 inch Meter $36.80 1-1/2 inch Meter $44.50 2 inch Meter $59.25 3 inch Meter $126.95 4 inch Meter $251.75 6 inch Meter $344.10 8 inch Meter $482.10 10 inch Meter $690.00 (2) Volume Charge $5.10 per 1,000 gallons MONTHLY RATE (WCI) - IRRIGATION (1) Facility Charge Per Bill 3/4 inch Meter $22.60 1 inch Meter $32.00 l -l/2 inch Meter $38.70 2 inch Meter $51.50 3 inch Meter $110.40 4 inch Meter $218.90 6 inch Meter $299.20 8 inch Meter $419.20 10 inch Meter $600.00 (2) Volume Charge Rate Per 1,000 Gallons WINTER SUMMER Billing months of Billing months of NOV. through APRIL MAY through OCT. $4.45 $6.15 MONTHLY RATE (WCIO) - IRRIGATION (1) Facility Charge Per Bill 3/4 inch Meter $26.00 1 inch Meter $36.80 1-1/2 inch Meter $44.50 2 inch Meter $59.25 3 inch Meter $126.95 4 inch Meter $251.75 6 inch Meter $344.10 8 inch Meter $482.10 10 inch Meter $690.00 7 (2) Volume Charge Rate Per 1,000 Gallons WINTER SUMMER Billing months of Billing months of NOV. through APRIL MAY through OCT. $5.10 $7.10 MINIMUM BILLING Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. VOLUME CHARGE Billing for the water consumption shall be based on the consumption during the billing period. Formula: Gallons consumption Rate per 1,000 gallons 1,000 COMMERCIAL/INDUSTRIAL WATER RATES UNDER DROUGHT CONTINGENCY PLAN CONDITIONS – ORDINANCE NO. 2014-109. Under Stage 2 drought conditions, Commercial/Industrial customers shall be charged a 10% surcharge penalty for water usage above 80% of prior billing volumes per account per thirty (30) days. Under Stage 3 drought conditions, Commercial/Industrial customers shall be charged a 20% surcharge penalty for water usage above 70% of prior billing volumes per account per thirty (30) days. 8 SCHEDULE WFH METERED WATER FROM FIRE HYDRANT (Effective 10/01/1718) APPLICATION Applicable for all water taken through a fire hydrant or other direct distribution line source at one location for private or commercial use not associated with fire fighting. Customers must complete, sign, and agree to all terms and conditions stated in the “Fire Hydrant Meter Use Agreement.” DEPOSIT $1,100 per meter User shall place a deposit each time a City's hydrant meter(s) is requested. The deposit will be returned when meter is returned and final bill is paid. NET RATE Volume Charge $5.20 per 1,000 gallons Monthly volume shall be computed by subtracting the beginning meter reading from the ending meter reading divided by 1,000, and multiplied times the volume charge, upon the monthly return of the meter to the Water Department for reading. Per the “Fire Hydrant Meter Use Agreement”, failure rd by the Customer to return the meter to water utilities by the 3 day of each month for reading, results in acceptance by the Customer to pay a monthly billing equal to 100,000 gallons of water usage for the month. Facility Charge $111.75 per bill PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. COMMERCIAL/INDUSTRIAL WATER RATES UNDER DROUGHT CONTINGENCY PLAN CONDITIONS – ORDINANCE NO. 2014-109. Under Stage 2 and Stage 3 drought conditions, use of water from fire hydrants limited to fire fighting, essential distribution system maintenance, and related activities. All other water use from fire hydrants will be by special permit only. 9 SCHEDULE WW WHOLESALE TREATED WATER SERVICE TO UPPER TRINITY REGIONAL WATER DISTRICT (Effective 10/01/1718) APPLICATION Applicable to all wholesale treated water sales from the City of Denton, Texas to the Upper Trinity Regional Water District (UTRWD) Not applicable for temporary, standby, or supplementary service. MONTHLY CHARGES The monthly charge for service shall be expressed as a facility charge, a volume price per 1,000 gallons and a demand price per million gallons per day (MGD) of demand. (WW2/WW3)(1) Facility Charge $280.31 per bill (2) Water Volume Rate $0.59 per 1,000 gallons (WD2/WD3) (3) Subscribed Demand Rate $648,426 per MGD (Annual) 12 (Paid Monthly) *Full Payment of Annual Water Demand Adjustments: As determined in the last month of each fiscal year (September), if any outstanding or unpaid annual water demand adjustment charges exist, they shall be included in their entirety on the monthly billing for the following month of October. Water demand adjustment charges shall be billed and payable in full, in accordance with the bill payment delinquency provisions provided for below. MINIMUM BILLING The minimum monthly billing shall be the sum of the monthly facility charge plus the monthly subscribed demand rate charge. WATER DEMAND The demand will be billed on a monthly basis at the Water Demand Rate for the subscribed MGD water demand level. Annual water demand charges will be retroactively adjusted up beginning in June for each water year, if anytime during the fiscal year the actual peak demand required, as established by the highest rate of flow controller setting for any one day during the fiscal year, is greater than the peak demand subscribed during the fiscal year. 10 BILL PAYMENT DELINQUENCY Bills shall be due and payable when rendered. Bills are considered delinquent if not paid within twenty (20) calendar days of the date a bill for service is rendered. There shall be a ten (10%) percent per annum interest charge on the amount due, from the date when due until paid, if not paid within twenty (20) calendar days of the date a bill for service is rendered. 11 SCHEDULE WRW WHOLESALE RAW WATER SERVICE TO UPPER TRINITY REGIONAL WATER DISTRICT (Effective 10/01/1718) APPLICATION Applicable to all raw water sales from the City of Denton, Texas to the Upper Trinity Regional Water District (UTRWD), per the Interim Sale of Wholesale Raw Water Contract MONTHLY CHARGES The monthly charge for service shall be expressed as a volume price per 1,000 gallons. Volume Charge: $0.86700.7286 per 1,000 gallons PAYMENT th Denton shall render bills by the tenth (10) day of each month. Bills shall be due and payable within twenty (20) calendar days of the date a bill is rendered. BILL PAYMENT DELINQUENCY Bills shall be due and payable when rendered. Bills are considered delinquent if not paid within twenty (20) calendar days of the date a bill for service is rendered. There shall be a ten (10%) percent per annum interest charge on the amount due, from the date when due until paid, if not paid within twenty (20) calendar days of the date a bill for service is rendered. 12 SCHEDULE WCL WHOLESALE RAW WATER PASS-THROUGH TO UPPER TRINITY REGIONAL WATER DISTRICT FROM LAKE CHAPMAN INTO LAKE LEWISVILLE (Effective 10/01/1718) APPLICATION Applicable to all pass-through raw water sent from Lake Chapman into Lake Lewisville by the Upper Trinity Regional Water District (UTRWD) per the Cooper Reservoir Project Contract, as well as, all Lake Chapman water reclaimed for reuse if discharged into and subsequently withdrawn from Lewisville Lake by UTRWD or Lewisville pursuant to a reuse permit or other appropriate regulatory authorization. MONTHLY CHARGES The monthly charge for service shall be expressed as a volume price per 1,000 gallons. Volume Charge: $0.02660.0309 per 1,000 gallons PAYMENT Denton shall render bills monthly. Bills shall be due and payable within twenty (20) calendar days of the date a bill for service is rendered. BILL PAYMENT DELINQUENCY Bills shall be due and payable when rendered. Bills are considered delinquent if not paid within twenty (20) calendar days of the date a bill for service is rendered. There shall be a ten (10%) percent per annum interest charge on the amount due, from the date when due until paid, if not paid within twenty (20) calendar days of the date a bill for service is rendered. 13 WATER TAP AND METER FEES (Effective 10/01/1718) APPLICATION This schedule applies to the installation, removal, or relocation of water taps and meters by the City of Denton Utility Department at the request of a person, firm, association or corporation. TAP AND METER FEES Any person, association of persons, or corporation that requests that a water main tap, water meter or water meter loop, be removed, installed, or relocated by the Utility Department shall pay in advance to the Utility Department the following applicable fees: WATER TAPS WITH METER All taps and meters listed in this section include the installation of a water main tap, a service line from the main to the water meter, the meter box, and water meter. Water impact fees are not included. For situations where portions of this installation requires a pavement cut and repair or the water service line must be bored under the street, the Paved Street fee shall apply. For installations that require a full concrete panel section of pavement to be removed and replaced, or that require a meter larger than 2 inches, the Water Utility Department will provide a special price quotation (see “fees for installations not listed” section). Tap Meter Paved Street Unpaved Street 1 inch 5/8 inch x 3/4 inch $2,405.00 $1,605.00 1 inch 3/4 inch x 3/4 inch $2,445.00 $1,645.00 1 inch 1 inch $2,475.00 $1,675.00 2 inch 1-1/2 inch $3,070.00 $2,070.00 2 inch 2 inch $3,080.00 $2,080.00 WATER METER FEES This section applies where there is an existing water tap and service line of sufficient size to install a water meter. Situations include water meter installations for new developments and existing properties requesting a larger water meter with an existing adequately sized water tap and service line. Fees include installation and setup of a new water meter and a new water meter box (if required). Water impact fees are not included. For a meter larger than 2 inches, the Water Utility Department will provide a special price quotation (see “fees for installations not listed” section). Size of Meter 5/8 inch x 3/4 inch $305.00 3/4 inch x 3/4 inch $345.00 1 inch $375.00 1-1/2 inch $670.00 2 inch $680.00 14 WATER METER RELOCATIONS This section applies for relocations for existing water meters to remove them from conflicts with driveways, sidewalks and other surface obstructions. This standard fee covers relocation of the meter box and water meter and water service line up to 10 feet and does not include pavement removal or replacement. For distances longer than 10 feet, the Water Utility Department will provide a special price quotation in increments of 10 feet (see “fees for installations not listed” section). Size of Meter Relocation of 10 Feet or Less 3/4 inch $285.00 1 inch $285.00 1-1/2 inch $340.00 2 inch $390.00 WATER LINE TAPS This section applies to the installation of all water main taps for extension of water mains, larger than 2 inch diameter service lines, and fire lines installed by a private contractor. The fees include the tapping sleeve and isolation gate valve, the installation of the tap, and the removal and restoration of the pavement for the water tap installation only. The contractor is responsible for installing the mainline extensions, service lines, and fire lines from the tapping sleeve isolation valve. For tap installations impacting concrete pavement that require a full concrete panel section to be removed and replaced, the Water Utility Department will provide a special price quotation. If requested, the Water Utility Department can offer to make a short extension of the main or service line to the back side of the adjacent street curb line or street right of way line based upon a special price quotation (see “fees for installations not listed” section). Size of Tap Paved Street Unpaved Street 4 inch $3,600.00 $2,100.00 6 inch $3,800.00 $2,200.00 8 inch $4,800.00 $3,100.00 12 inch $5,500.00 $4,000.00 FEES FOR INSTALLATIONS NOT LISTED For the installation of a tap, loop or meter for which a fee is not specified, the requestor shall pay in advance based upon the estimated cost of such installation, or similar work, plus an administrative charge of 20%. 15 FIRE HYDRANT INSTALLATION (Effective 10/01/1718) APPLICATION This schedule applies to the installation, removal, or relocation of fire hydrants by the City of Denton Utility Department at the request of a person, firm, association or corporation. FIRE HYDRANT INSTALLATION FEES Any person, association of persons, or corporation that requests that a fire hydrant be removed, installed, or relocated by the Utility Department shall pay in advance to the Utility Department the following applicable fees: Fire Hydrant Installation Paved Street Unpaved Street Installation Fee $6,200.00 $4,300.00 FEES FOR INSTALLATIONS NOT LISTED For the installation of a fire hydrant for which a fee is not specified, the requestor shall pay in advance a 50% deposit based upon the estimated cost of such installation, or similar work, plus an administrative charge of 20%. Upon completion of the installation, the applicant shall be billed at actual cost, as determined by the Utility Department, plus a 20% administrative fee. 16 WATER LABORATORY TESTING FEES (Effective 10/01/1718) APPLICATION Applicable to all customers and entities requesting testing and analysis services from the City of Denton Water/Wastewater Laboratory RATE Fee Description Fee Per Test Colilert (P/A), (Total Coliform, E. coli) $20.00 Colilert Quantitray (MPN), (Total Coliform, E. coli) $25.00 Colilert Quantitray (MPN), (Fecal Coliform) $25.00 Heterotrophic Plate Counts (HPC) $25.00 Records Search – per hour $25.00/hour The testing and analysis fees are established to recover the cost of testing water and wastewater samples. MINIMUM BILLING $20.00 - Testing $25.00 - Records Search PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. 17 SPECIAL FACILITIES RIDER (Effective 10/01/1718) (1) All service shall be offered from available facilities. If a Customer service request for a special or unusual service not otherwise provided for by the water rate ordinance, and/or requires facilities or devices which are not normally and readily available at the location at which the Customer requests the service, then the City shall provide the service subject to the requirements of paragraphs 2 and 3 of this Rider. (2) The total cost of all facilities required to meet the Customer's special or unusual requirements, which are incurred by the City in connection with rendering the service shall be subject to a contract entered into between the City and the Customer. This contract shall be signed by both parties prior to the City providing the requested service to the Customer. (3) Any contract under this rider is subject to the following approvals: (a) If the total value of the contract is less than $100,000, the contract may be approved by the City Manager, or his designee. If a contract under this subsection is not approved by the City Manager, or his designee, then it must be recommended for approval by the Public Utilities Board and approved by the City Council. (b) If the total value of the contract is equal to or greater than $100,000, the contract must be recommended for approval by the Public Utilities Board and approved by the City Council. SPECIAL CONDITIONS RIDER (Effective 10/01/1718) (1) If a special condition or circumstance exists not otherwise provided for by the water rate ordinance, then the City shall have the authority to provide for the special condition subject to the requirements of paragraph 2 of this Rider. (2) Any special condition under this rider is subject to the following approvals (a) If the total value of the special condition is less than $100,000, the special condition may be approved by the City Manager, or his designee. If a special condition under this subsection is not approved by the City Manager, or his designee, then it must be recommended for approval by the Public Utilities Board and approved by the City Council. (b) If the total value of the special condition is equal to or greater than $100,000, the special condition must be recommended for approval by the Public Utilities Board and approved by the City Council. SECTION 2. All ordinances or parts of ordinances in force when the provisions of this 18 ordinance became effective which are inconsistent or in conflict with the terms of provisions contained in the amended schedule of rates hereby enacted by this ordinance, are hereby repealed to the extent of any such conflict. SECTION 3. If any section, subsection, paragraph, sentence, clause, phrase or word in this ordinance, or application thereof to any person or circumstances is held invalid by any court of competent jurisdiction, such holding shall not affect the validity of the remaining portions of this ordinance, and the City Council of the City of Denton, Texas, hereby declares it would have enacted such remaining portions despite any such invalidity. SECTION 4. The Schedule of Rates herein adopted shall be effective, charged and applied to all water consumption occurring on and after October 1,20172018; and a copy of said rates, fees, and charges shall be maintained on file in the Office of the City Secretary of Denton, Texas. PASSED AND APPROVED this the _____ day of __________________20172018. ________________________________ CHRIS WATTS, MAYOR ATTEST: JENNIFER WALTERS, CITY SECRETARY By: __________________________________ APPROVED AS TO LEGAL FORM: , CITY ATTORNEY By: ___________________________________ 19 ORDINANCE NO. 20172018-XXX AN ORDINANCE AMENDING THE SCHEDULE OF WASTEWATER RATES CONTAINED IN ORDINANCE NO. 20162017-275; PROVIDING FOR AN AMENDMENT IN THE RATES FOR DYNO DIRT PRODUCTS (SCHEDULE CWM); AMENDING THE COLLECTION AND TRANSPORTATION SERVICES PERMIT (SCHEDULE SWP); AMENDING THE SPECIAL FACILITIES RIDER; AMENDING THE SPECIAL CONDITIONS RIDER; PROVIDING FOR A REPEALER; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. THE COUNCIL OF THE CITY OF DENTON HEREBY ORDAINS: SECTION 1. The Rate Schedules for wastewater service as provided for in Chapter 26 of the Code of Ordinances, are amended to read as follows: WASTEWATER RATE SCHEDULES SR Residential Wastewater Service 3 SMH Mobile Home Park Wastewater Service 6 SC Commercial and Industrial Wastewater Service 9 SCD Commercial/Industrial Wastewater Service Which Measures With 13 Dedicated Water Meters (Sub-meters); Water For Wastewater Billing SCS Commercial/Industrial Wastewater Service Which Measures With 15 Dedicated Water Meters (Sub-meters); Water Excluded From Wastewater Billing SCH Septage & Chemical Toilet Disposal at the Pecan Creek Water 17 Reclamation Plant Septage Transfer Station SEE Equipment Services Facilities and Restaurants & Food 19 Service Establishments Wastewater Service SM Metered Wastewater Inside and Outside Corporate Limits 22 SGE Sale of Treated Wastewater Effluent 24 SSC Wholesale Wastewater Treatment Service for a 26 Governmental Agency, Division or Subdivision CWM DYNO Dirt Products 28 GBL Grass, Brush, and Leaves 30 ST Wastewater Tap and Manhole Fees 31 1 STE Treated Effluent Wastewater Tap Fees 32 OSSF On-Site Sewage Facility Permit Fees 33 SWP Collection and Transportation Services Permit 34 SD Storm Drainage Fees 3937 SDI Stormwater Reinspection Fee 4139 Special Facilities Rider 4240 Special Conditions Rider 4240 2 SCHEDULE SR RESIDENTIAL WASTEWATER SERVICE (Effective 10/01/1718) APPLICATION Applicable for single-family residential service, and individually metered apartments or mobile homes or multi-family facilities with less than four (4) units. Also applicable for wastewater service without City of Denton, Texas water service. Not applicable for sub-billing or other utility billing by service user in any event. MONTHLY RATES (SR) - WITH CITY OF DENTON WATER SERVICE (1) Facility Charge $11.2511.00/bill (2) Volume Charge $4.053.80/1,000 gallons effluent MONTHLY RATES (SRO) – OUTSIDE CORPORATE LIMITS WITH CITY OF DENTON WATER SERVICE (1) Facility Charge $12.9512.75/bill (2) Volume Charge $4.654.40/1,000 gallons effluent Except as otherwise stated in this schedule, wastewater volume is calculated based upon a current winter Average Daily Usage, established annually during the previous billing months of December through February, and based upon 100% of actual water consumption during those months. The average daily usage may be calculated using as few as two months. The Average Daily Usage thus calculated establishes the wastewater volume charge for each subsequent month, through the following February. The calculated wastewater billed volumes will be capped at a maximum of 18,000 gallons/bill. For customers without an established winter Average Daily Usage water consumption billing history derived from the preceding billing months of December through February, wastewater volume for each billing month through the following February shall be calculated at 100% of 6,000 gallons. MINIMUM BILLING - WITH CITY OF DENTON WATER SERVICE Facility Charge VOLUME CHARGE - WITH CITY OF DENTON WATER SERVICE With a current Average Daily Usage, billings through the following February shall be based on the average daily usage calculated using the following formula. Current Average Daily Usage Rate per 1,000 gallons 1,000 3 For customers without an established current Average Daily Usage, billings shall be based on 100% of 6,0005,400 gallons. 6,0005,400 Gallons Rate per 1,000 gallons 1,000 PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. MONTHLY RATES (SRNI/SRNO) - WITHOUT CITY OF DENTON WATER SERVICE SRNISRNO Inside Corporate Outside Corporate Limits Limits (1) Facility Charge $11.2511.00/bill $12.9512.75/bill (2) Volume Charge $4.053.80/1,000 gals $4.65/4.40/1,000 gals The customer shall pay a minimum Volume Charge on the established billable volume of five- thousand (5,000) gallons per month. MINIMUM BILLING - WITHOUT CITY OF DENTON WATER SERVICE The Facility Charge plus five thousand (5,000) gallons of wastewater. VOLUME CHARGE - WITHOUT CITY OF DENTON WATER SERVICE The billing for the wastewater volume shall be based on the minimum wastewater volume (5,000 gallons) during the billing period. Minimum Wastewater Volume Rate per 1,000 gallons 1,000 Wastewater volumes will be capped at a maximum of 18,000 gallons/bill. PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. 4 SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. 5 SCHEDULE SMH MOBILE HOME PARK WASTEWATER SERVICE (Effective 10/01/1718) APPLICATION Applicable for mobile home parks that are master water metered to provide residential wastewater service. Wastewater service is billed based on the Customer’s winter average water usage. Also applicable for wastewater service without City of Denton water service, in the event the mobile home park does not have a master meter for wastewater. Wastewater service is billed on the average residential wastewater volume per customer. Not applicable for sub-billing or other utility billing by service user in any event. MONTHLY RATE (SMH) - WITH CITY OF DENTON WATER SERVICE (1) Facility Charge $26.75/26.50bill (2) Volume Charge $4.053.80/1,000 gallons effluent MONTHLY RATE (SMHO) – OUTSIDE CORPORATE LIMITS WITH CITY OF DENTON WATER SERVICE (1) Facility Charge $30.7530.50/bill (2) Volume Charge $4.654.40/1,000 gallons effluent Except as otherwise stated in this schedule, wastewater volume is calculated based upon a current winter Average Daily Usage, established annually during the previous billing months of December through February, and based upon 100% of actual water consumption during those months. The average daily usage may be calculated using as few as two months. The Average Daily Usage thus calculated establishes the wastewater Volume Charge for each subsequent month, through the following February. The calculated wastewater billed volumes will be capped at a maximum of 18,000 gallons/bill. For customers without an established winter Average Daily Usage water consumption billing history derived from the preceding billing months of December through February, wastewater volume for each billing month through the following February shall be calculated at the established billable volume (5,000 gallons per month per mobile home) for mobile home park customers not receiving water service. MINIMUM BILLING - WITH CITY OF DENTON WATER SERVICE Facility Charge 6 VOLUME CHARGE - WITH CITY OF DENTON WATER SERVICE With a current Average Daily Usage, billings through the following February shall be based on the average daily usage calculated using the following formula. Current Average Daily Usage Rate per 1,000 gallons 1,000 For customers without an established winter Average Daily Usage, billings shall be based on the established billable volume of 5,000 gallons per mobile home per month. Established Billable Volume Rate per 1,000 gallons Number of Mobile Homes 1,000 PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. MONTHLY RATE (SMNI/SMNO) - WITHOUT CITY OF DENTON WATER SERVICE SMNISMNO Inside Corporate Outside Corporate Limits Limits (1) Facility Charge $26.7526.50/bill $30.75/30.50/bill (2) Volume Charge $4.053.80/1,000 gals $4.654.40/1,000 gals The Customer shall pay a minimum Volume Charge on the established billable volume of five- thousand (5,000) gallons per month. MINIMUM BILLING - WITHOUT CITY OF DENTON WATER SERVICE The Facility Charge plus five-thousand (5,000) gallons of wastewater per mobile home VOLUME CHARGE - WITHOUT CITY OF DENTON WATER SERVICE The billing for the wastewater volume shall be based on the wastewater volume calculated during the billing period. Minimum Wastewater Volume Rate per 1,000 gallons Number of Mobile Homes 1,000 7 PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. 8 SCHEDULE SC COMMERCIAL AND INDUSTRIAL WASTEWATER SERVICE (Effective 10/01/1718) REGULAR COMMERCIAL APPLICATION Applicable to all general commercial and industrial wastewater service users and to all wastewater service users not otherwise specifically classified under a specialized class wastewater rate. Also applicable to all commercial facilities not receiving metered water service from the City of Denton, including subdivisions, for apartments, or other commercial users. MONTHLY RATE (SC) - WITH CITY OF DENTON WATER SERVICE (1) Facility Charge $26.7526.50/bill (2) Volume Charge $5.154.85/1,000 gallons effluent Billing based on ninety-five (95%) percent of monthly water consumption. Plus PRETREATMENT/PROGRAM CHARGES (As Applicable) (SCA)(A) Categorical Customer $400.00/bill (SCB)(B) Non-categorical Customer $ 50.00/bill SAMPLING AND ANALYSIS CHARGES (As applicable) (A) Sampling charge per sample site (each) $60.00 (B) Analysis charge (per test) Actual cost per test (C) Violation demand sampling charge per sample site: Four-Part Grab $170.00/each First Day of Composite Sampling $110.00 Additional Day Composite Sampling $50.00/each 9 MONTHLY RATE (SCO) – OUTSIDE CORPORATE LIMITS WITH CITY OF DENTON WATER SERVICE (1) Facility Charge $30.7530.50/bill (2) Volume Charge $5.855.50/1,000 gallons effluent Billing based on ninety-five (95%) percent of monthly water consumption. MINIMUM BILLING Facility Charge VOLUME CHARGE Billing for the wastewater volume shall be based on the wastewater volume calculated during the billing period. Formula: Water volume .95 Rate per 1,000 gallons 1,000 COMMERCIAL AND INDUSTRIAL SURCHARGE In addition to the above charges for commercial and industrial services, there will be added to the monthly rate a surcharge based on the following formula: Surcharge Unit Cost Factor $0.47 per pound of Biochemical Oxygen Demand (BOD) $0.42 per pound of Total Suspended Solids (TSS) Cu = Vu x .00834 (\[Bu-250\] B + \[Su-250\] S\]) Where: Cu is the surcharge for customer X. Vu is the billing volume per 1000 gallons for customer X. .00834 is the conversion factor Bu is the tested BOD level for user X or 250 mg/l, whichever is greater. B is the unit cost factor for treating one pound of BOD Su is the tested TSS level for user X or 250 mg/l, whichever is greater. S is the unit cost factor for treating one pound of TSS 10 MONTHLY RATE (SCNI/SCNO) - WITHOUT CITY OF DENTON WATER SERVICE SCNISCNO Inside Corporate Outside Corporate Limits Limits (1) Facility Charge $26.7526.50/bill $30.7530.50/bill (2) Volume Charge $5.154.85/1,000 gals $5.85/5.50/1,000 gals The minimum apartment Volume Charge will be for five-thousand (5,000) gallons per unit receiving wastewater service per month. Other commercial users will be billed on their estimated monthly wastewater volume. MINIMUM BILLING (1) Facility Charge plus 5,000 gallons wastewater per unit receiving wastewater service. or (2) Facility Charge plus other commercial user estimated monthly wastewater volume. VOLUME CHARGE Billing for the wastewater volume shall be based on the wastewater volume calculated during the billing period. Formula: Minimum wastewater volume Rate per 1,000 gallons 1,000 Plus PRETREATMENT/PROGRAM CHARGES (As applicable) (1) Categorical Customer $400/bill (2) Non-categorical Customer $50/bill SAMPLING AND ANALYSIS CHARGES (As applicable) (A) Sampling charge per sample site (each) $60.00 (B) Analysis charge (per test) Actual cost per test (C) Violation demand sampling charge per sample site: Four-Part Grab $170.00/each First Day of Composite Sampling $110.00 Additional Day Composite Sampling $50.00/each 11 COMMERCIAL AND INDUSTRIAL SURCHARGE In addition to the above charges for commercial and industrial services, there will be added to the net monthly rate a surcharge based on the following formula: Surcharge Unit Cost Factor $0.47 per pound of Biochemical Oxygen Demand (BOD) $0.42 per pound of Total Suspended Solids (TSS) Cu = Vu x .00834 (\[Bu-250\] B + \[Su-250\] S\]) Where: Cu is the surcharge for customer X. Vu is the billing volume per 1000 gallons for customer X. .00834 is the conversion factor Bu is the tested BOD level for user X or 250 mg/l, whichever is greater. B is the unit cost factor for treating one pound BOD. Su is the tested TSS level for user X or 250 mg/l, whichever is greater. S is the unit cost factor for treating one pound of TSS. PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. 12 SCHEDULE SCD COMMERCIAL/INDUSTRIAL WASTEWATER SERVICE WHICH MEASURES WITH DEDICATED WATER METERS (SUB-METERS), WATER FOR WASTEWATER BILLING (Effective 10/01/1718) APPLICATION Applicable to all commercial and industrial wastewater service users and to all wastewater service users not otherwise classified under this ordinance whose wastewater volume is measured by a water meter which measures the water which is returned into the wastewater collection and treatment system. The SCD sub-metered wastewater volumes are billed to the Customer. Not applicable for sub-billing or other utility billing by service user in any event. MONTHLY RATE (1) Facility Charge Billing Per Bill 3/4" Meter $26.00 1" Meter $36.80 1-1/2" Meter $44.50 2" Meter $59.25 3" Meter $126.95 4" Meter $251.75 6" Meter $344.10 8" Meter $482.10 10" Meter $690.00 (2) Volume Charge $5.154.85/1,000 gallons effluent The wastewater billing is based on one-hundred (100%) percent of the actual water volume submetered. MINIMUM BILLING Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. 13 SPECIAL FACILITIES All services which require special facilities in order to meet customer's service requirements shall be provided subject to the Special Facilities Rider. COMMERCIAL AND INDUSTRIAL SURCHARGE In addition to the above charges for services, there will be added to the monthly rate a surcharge based on the following formula: Surcharge Unit Cost Factor $0.47 per pound of Biochemical Oxygen Demand (BOD) $0.42 per pound of Total Suspended Solids (TSS) Cu = Vu x .00834(\[Bu-250\] B + \[Su-250\] S\]) Where: Cu is the surcharge for customer X. Vu is the billing volume per 1000 gallons for customer X. .00834 is the conversion factor Bu is the tested BOD level for user X or 250 mg/l, whichever is greater. B is the unit cost factor for treating one pound of BOD. Su is the tested TSS level for user X or 250 mg/l, whichever is greater. S is the unit cost factor for treating one pound of TSS. VOLUME CHARGE Billing for the wastewater volume shall be based on the wastewater volume calculated during the billing period. Formula: Actual Water volume Rate per 1,000 gallons 1,000 14 SCHEDULE SCS COMMERCIAL/INDUSTRIAL WASTEWATER SERVICE WHICH MEASURES WITH DEDICATED WATER METERS (SUB-METERS), WATER EXCLUDED FROM WASTEWATER BILLING (Effective 10/01/1718) APPLICATION Applicable to all commercial and industrial wastewater service users and to all wastewater service users not otherwise classified under this ordinance whose wastewater volume is calculated by a water meter which measures the water which is not returned into the wastewater collection and treatment system. The SCS sub-metered wastewater volumes are consumed in the customer’s processes, not returned to the wastewater system, and are therefore excluded from the customer’s wastewater billing volumes. Not applicable for sub-billing or other utility billing by service user in any event. MONTHLY RATE (1) Facility Charge Billing Per Bill 3/4" Meter $26.00 1" Meter $36.80 1-1/2" Meter $44.50 2" Meter $59.25 3" Meter $126.95 4" Meter $251.75 6" Meter $344.10 8" Meter $482.10 10" Meter $690.00 (2)Volume Charge – None The wastewater billing exclusion is based on one-hundred (100%) percent of the actual water volume sub metered. MINIMUM BILLING Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. 15 WASTEWATER SURCHARGE In addition to the above charges for services, there will be added to the monthly rate a surcharge based on the following formula: Surcharge Unit Cost Factor $0.47 per pound of Biochemical Oxygen Demand (BOD) $0.42 per pound of Total Suspended Solids (TSS) Cu = Vu x .00834 (\[Bu-250\] B + \[Su-250\] S\]) Where: Cu is the surcharge for customer X. Vu is the billing volume per 1000 gallons for customer X. .00834 is the conversion factor Bu is the tested BOD level for user X or 250 mg/l, whichever is greater. B is the unit cost factor for treating one pound of BOD. Su is the tested TSS level for user X or 250 mg/l, whichever is greater. S is the unit cost factor for treating one pound of TSS. VOLUME CHARGE EXCLUSION The wastewater volume exclusion shall be based on the water volume calculated during the billing period. This sub-metered volume shall be excluded, in other words, removed, from the master meter water volume prior to the wastewater billing volume calculation. 16 SCHEDULE SCH SEPTAGE & CHEMICAL TOILET DISPOSAL AT THE PECAN CREEK WATER RECLAMATION PLANT SEPTAGE TRANSFER STATION (Effective 10/01/1718) PERMIT REQUIRED All persons owning or operating a vacuum truck, cesspool pump truck, liquid waste transport truck or other vehicle shall not service any septic tank, seepage pit, grease interceptor, grit trap/oil separator, or cesspool within City of Denton without first having received a valid transport truck discharge (TTD) permit. APPLICATION Applicable to all users of the Pecan Creek Water Reclamation Plant Septage Transfer Station. The user must sign the “Agreement for Disposal of Liquid Waste” and comply with the following requirements: 1.Sections 26-309, 26-310, and 26-311 of the City of Denton Code of Ordinances 2.Provide to the City: signed “Application for Permit”, “Agreement for Disposal of Liquid Waste” documents, and provide copy of current TCEQ Registration Certificate, current Insurance Certificate for each vehicle, and current Manager of Operations Driver’s License. 3.Comply with the “Liquid Waste Hauler – Vehicle Inspection Audit” requirements City staff, after reviewing the permit application and agreement, and after conducting any necessary research, may issue the permit, issue the permit with conditions, or deny the issuance of the permit. The City will establish the number of permits to be issued. The City maintains the right to deny the disposal of wastes at the Septage Transfer Station when necessary to prevent adverse affects to the operations of the treatment facilities. RATE (1) Facility Charge $5.80/bill (2) Volume Charge $37.20/1,000 gallons (3) Application Fee $300.00/per calendar year (4) Vehicle Permit Fee $300.00/per vehicle per calendar year (5) Waste Manifests per book of 100 $40.00 MINIMUM BILLING Facility Charge 17 PAYMENT Application and Vehicle Permit fee is due in full before first disposal at Pecan Creek Water Reclamation Plant Septage Transfer Station. Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. VOLUME CHARGE Billing for the septage volume contained in the septage hauling tank, shall be based on the full tank volume only. TERMS AND RENEWAL Permits are issued annually, beginning Dec. 1, and are effective from Jan. 1 or the date of issuance, whichever is later, through Dec.31 of the same calendar year. The permit application process should be initiated and fees should be paid as early as possible during the last quarter of each calendar year for the upcoming calendar year so that adequate time is available for review and processing of the application. Submittal of applications by Dec.1 will eliminate the possibility of permits being issued after Jan. 1. All permits issued under this schedule shall be valid for up to one calendar year from the date of issuance. All permits issued during each calendar year will expire on the last day of that calendar year. 18 SCHEDULE SEE EQUIPMENT SERVICES FACILITIES AND RESTAURANTS & FOOD SERVICE ESTABLISHMENTS WASTEWATER SERVICE (Effective 10/01/1718) APPLICATION Applicable to facilities which perform washing, cleaning or servicing of automobiles, trucks, buses or similar equipment and are categorized by North American Industry Classification System (NAICS) numbers: (811111, 811112, 811113, 811118, 811122, 811121, 811192, 811198, 447110, 447190) and /or similar code classifications. Applicable to all restaurants and food service establishments that prepare and serve food directly to customers and are categorized by NAICS numbers: (722110, 722211, 722212, 722213, 722410, 722310, 722320) and/or similar code classifications. MONTHLY RATE (SEE) (1) Facility Charge $26.7526.50/bill (2) Volume Charge $7.106.75/1,000 gallons effluent Billing based on ninety-five (95%) percent of monthly water consumption. Plus PRETREATMENT / PROGRAM CHARGES (As Applicable) (SEA)(A) Categorical $400/bill (SEB)(B) Non-categorical $50/bill The appropriate Pretreatment/Program charge will be applied if the Customer is identified as either categorical or non-categorical. These charges are not to be applied if the Customer is not designated as either a categorical or non-categorical customer. SAMPLING/ANALYSIS CHARGES (As Applicable) (A) Sampling charge per sample site (each) $60.00 (B) Analysis charge (per test) Actual cost per test (C) Violation demand sampling charge per sample site: Four-Part Grab $170.00/each First Day of Composite Sampling $110.00 Additional Day Composite Sampling $50.00/each 19 “SEE” RATE EXEMPTIONS (1) Customers under the SEE rate shall be charged the SC rate if only pre-wrapped and preprocessed foods are served from their premises and no food processing is performed on the premises so that only minimal organic material is discharged to the sanitary sewer. The exemption for the SEE class shall be determined by the City of Denton Environmental Health Services Food Inspection Division. (2) Customers under the SEE rates shall be charged the SC rate plus the applicable industrial surcharge if the Customer: (a) Installs a wastewater sampling manhole on the sanitary sewer discharge line; (b) Agrees to pay for the City to sample and analyze, quarterly, the wastewater discharge for the following: Biochemical Oxygen Demand (BOD), Total Suspended Solids (TSS), and Fats, Oils and Grease (FOG), based on the actual costs; and (c) Agrees to pay, based on the industrial surcharge formula, a surcharge on all wastewater discharged that is in excess of 500 mg/l of BOD and 600 TSS as determined by the monitoring performed in Section 2(b). MINIMUM BILLING Facility Charge WASTEWATER SURCHARGE The wastewater surcharge calculation that applies to equipment services facilities and restaurant and food service establishments claiming the SEE exemption shall be based on the following formula: Surcharge Unit Cost Factor $0.47 per pound of Biochemical Oxygen Demand (BOD) $0.42 per pound of Total Suspended Solids (TSS) Cu = Vu x .00834 (\[Bu-500\] B + \[Su-600\] S\]) Where: Cu is the surcharge for customer X. Vu is the billing volume per 1000 gallons for customer X. .00834 is the conversion factor Bu is the tested BOD level for user X or 500 mg/l, whichever is greater. B is the unit cost factor for treating one pound of BOD. Su is the tested TSS level for user X or 600 mg/l, whichever is greater. S is the unit cost factor for treating one pound of TSS. 20 PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. VOLUME CHARGE Billing for the wastewater volume shall be based on the wastewater volume calculated during the billing period. Formula: Water volume .95 Rate per 1,000 gallons 1,000 21 SCHEDULE SM METERED WASTEWATER INSIDE AND OUTSIDE CORPORATE LIMITS (Effective 10/01/1718) APPLICATION Applicable to any wastewater service Customer whose wastewater discharge is metered from a single customer location and not otherwise classified under this ordinance. MONTHLY RATESMISMO Inside Corporate Outside Corporate Limits Limits (1) Facility Charge$335.00323//bill$380.00361.50/bill (2) Volume Charge $5.154.85/1,000 gals $5.855.50/1,000 gals Plus (3) Pretreatment/Program Charge (As Applicable) (SMA) (A) Categorical $400/bill (SMB) (B) Non-categorical $50/bill The appropriate Pretreatment/Program charge will be applied if the Customer is identified as either categorical or non-categorical. The categorical and non-categorical classifications are not bound by corporate limits. These charges are not to be applied if the Customer is not designated as either a categorical or non-categorical Customer by the wastewater utility staff. SAMPLING/ANALYSIS CHARGE (As Applicable) (A) Sampling charge per sample site (each) $60.00 (B) Analysis charge (per test) Actual cost per test (C) Violation demand sampling charge per sample site: Four-Part Grab $170.00/each First Day of Composite Sampling $110.00 Additional Day Composite Sampling $50.00/each 22 WASTEWATER SURCHARGE In addition to the above charges, there will be added to the monthly rate for metered wastewater, a surcharge based on the following formula: Surcharge Unit Cost Factor $0.47 per pound of Biochemical Oxygen Demand (BOD) $0.42 per pound of Total Suspended Solids (TSS) Cu = Vu x .00834 (\[Bu-250\] B + \[Su-250\] S\]) Where: Cu is the surcharge for customer X. Vu is the billing volume per 1000 gallons for customer X. Bu is the tested BOD level for user X or 250 mg/l, whichever is greater. .00834 is the conversion B is the unit cost factor for treating one pound of BOD. Su is the tested TSS level for user X or 250 mg/l, whichever is greater. S is the unit cost factor for treating one pound of TSS. MINIMUM BILLING Facility Charge, plus the appropriate Pretreatment/Program Charge, if applicable PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. VOLUME CHARGE Billing for the wastewater volume shall be based on the wastewater volume calculated during the billing period. Formula: Wastewater volume Rate per 1,000 gallons 1,000 23 SCHEDULE SGE SALE OF TREATED WASTEWATER EFFLUENT (Effective 10/01/1718) APPLICATION Applicable for sales of treated wastewater effluent to any municipal utility or approved private business. Useable for non-potable purposes only. Not intended for human consumption. Not available for resale in any event. PRODUCT AVAILABILITY Wastewater effluent is available for resale only if volumes are available. Supplies may be limited or unavailable. MONTHLY RATES (1) Facility Charge Per Bill 3/4“ Meter $22.60 1” Meter $32.00 1-1/2” Meter $38.70 2” Meter $51.50 3” Meter $110.40 4” Meter $218.90 6” Meter $299.20 8” Meter $419.20 10” Meter $600.00 (2) Volume Charge $1.50/1,000 gallons MINIMUM BILLING Facility Charge PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided subject to the Special Facilities Rider. 24 VOLUME CHARGE Billing for the wastewater volume shall be based on the effluent volume calculated during the billing period. Formula: Effluent volume Rate per 1,000 gallons 1,000 25 SCHEDULE SSC WHOLESALE WASTEWATER TREATMENT SERVICE FOR A GOVERNMENTAL AGENCY, DIVISION, OR SUBDIVISION (Effective 10/01/1718) APPLICATION Applicable to any municipal corporation, or other governmental agency or subdivision which operates a wastewater collection system and contracts with the City of Denton for wastewater treatment service. MONTHLY RATES (1) Facility Charge $230.75/bill (2) Pretreatment/Program Charge (As Applicable) (A) Categorical $400.00/bill (B) Non-categorical $50.00/bill (3) Volume Charge $2.60/1,000 gallons Billing shall be based on one-hundred (100%) percent of actual gallons measured. SAMPLING/ANALYSIS CHARGE (As Applicable) (A) Sampling charge per sample site (each) $60.00 (B) Analysis charge (per test) Actual cost per test (C) Violation demand sampling charge per sample site: Four-Part Grab $170.00/each First Day of Composite Sampling $110.00 Additional Day Composite Sampling $50.00/each MINIMUM BILLING Facility Charge. WHOLESALE SURCHARGE In addition to the above charges for wholesale wastewater services, there will be added to the monthly rate an industrial surcharge based on the following formula: 26 Surcharge Unit Cost Factor $0.47 per pound of Biochemical Oxygen Demand (BOD) $0.42 per pound of Total Suspended Solids (TSS) Cu = Vu x .00834 (\[Bu-250\] B + \[Su-250\] S\]) Where: Cu is the surcharge for customer X. Vu is the billing volume per 1000 gallons for customer X. .00834 is the conversion factor Bu is the tested BOD level for user X or 250 mg/l, whichever is greater. B is the unit cost factor for treating one pound of BOD. Su is the tested TSS level for user X or 250 mg/l, whichever is greater. S is the unit cost factor for treating one pound of TSS. PAYMENT Bills are due when rendered, and become past due if not paid within fifteen (15) calendar days from date of issuance. SPECIAL FACILITIES All services which require special facilities in order to meet Customer's service requirements shall be provided, subject to the Special Facilities Rider. VOLUME CHARGE Billing for the wastewater volume shall be based on the wastewater volume calculated during the billing period. Formula: Wastewater volume Rate per 1,000 gallons 1,000 27 SCHEDULE CWM DYNO DIRT PRODUCTS (Effective 10/01/1718) APPLICATION Applicable to any and all customers, whether residential, commercial, or wholesale, which elect to acquire the City of Denton’s Dyno Dirt products for their use. The City of Denton reserves the right to restrict or limit the sale of all Dyno Dirt products to any customer at any time. RATES Dyno Dirt products will be sold by volume on a cubic yardage basis, or in one cubic foot bags. Bulk quantities will not be sold in volumes less than one-half cubic yard. (A) Compost (1) Dyno Soil (Top Soil Blend) $30.00 /Cubic Yard (2) Dyno Dirt $25.00 /Cubic Yard (3) Dyno Lite $30.00/Cubic Yard (4) Dyno Dirt Overs $2.00/Cubic Yard (B) Wood Mulch (1) Dyno Landscape Mulch $27.50/Cubic Yard (2) Dyno Deco Colored Mulch $30.00/Cubic Yard (3) Dyno Double Grind $17.50/Cubic Yard Purchases for (A) and (B) above, greater than ten (10) cubic yards will receive a 20% discount, purchases greater than 100 cubic yards will receive a 40% discount. A contractor’s rate will be given to companies or persons who provide a current and valid resale certificate for inspection. The contractor’s rate includes a 30% discount on any purchase of from 1 to 99 cubic yards at any one time of any Dyno Product of the City of Denton. (C) City of Denton departments will receive a 40 % discount on all purchases of Dyno Dirt products. (D) Asphalt Millings $10.00/Cubic Yard PRODUCT AVAILABILITY The City of Denton produces Dyno Dirt products throughout the year in varying limited quantities. The City of Denton does not guarantee the availability of any product, and expressly reserves the right to restrict the sale of any product based upon available volumes. 28 LOCATION All Dyno Dirt products may be purchased from the City of Denton at the following location: Location Address Compost Sales Bldg Water Reclamation Plant 1100 Mayhill Road, Denton, Texas WHOLESALE PURCHASES All Dyno Dirt products purchased wholesale, for resale to the public, is to be identified as a City of Denton manufactured product. The wholesale purchaser must provide the City of Denton selling price information to the retail customer if it is requested. 29 SCHEDULE GBL GRASS/BRUSH/LEAVES (Effective 10/01/1718) APPLICATION Applicable to all City of Denton residents who submit for deposit at the landfill grass clippings, brush, and/or leaves, who shall pay the following rates: GRASS/BRUSH/LEAVES: Product Characteristics Charge 1. Uncontaminated bagged or un-bagged $20.00/ton grass, brush, or leaves in less than twelve foot (12’) lengths. 2. Uncontaminated bagged or un-bagged $30.00/ton grass, brush, or leaves in greater than twelve foot (12') lengths. 3. Contaminated grass, brush, or leaves of any length: $44.00/ton 4. Whole trees and stumps $50.00/ton MINIMUM CHARGE $25.00 per load Professional landscapers, tree trimmers, and yard maintenance personnel are required to bring their grass, brush, or leaves (all collectible yard waste) to the landfill, and are not permitted to leave any of the above-referenced collectible yard waste items stacked or piled on the curb at the Customer’s location. Grass, brush, and leaves shall not be assessed the City of Denton solid waste 3.5% surcharge to compensate for the State of Texas surcharge for all solid waste received at landfills if the materials are not land filled. 30 SCHEDULE ST WASTEWATER TAP AND MANHOLE FEES (Effective 10/01/1718) APPLICATION This schedule applies to the installation, removal, or relocation of wastewater taps by the City of Denton Utility Department at the request of any person, firm, association, corporation, or other legal entity. TAP FEES Any person, firm, association, corporation, or other legal entity that requests that a wastewater main tap be removed, installed, or relocated by the Wastewater Utility Department shall pay in advance to the Wastewater Utility Department the following applicable fees: WASTEWATER TAPS WITH CLEANOUT Size of Tap Paved Street Unpaved Street 4 inch $2,600.00 $1,500.00 6 inch $2,700.00 $1,650.00 8 inch $2,800.00 $1,800.00 MANHOLE BREAKOUT FEE 6” – 12” Line $165.00 FEES FOR INSTALLATIONS NOT LISTED For installation of a tap or manhole for which a fee is not specified, the requestor shall pay in advance a deposit based upon the estimated cost of such installation, or similar work, plus an administrative charge of 20%. Upon completion of the installation or similar work requested, the customer shall be billed at actual cost, as determined by the Wastewater Utility Department, plus a 20% administrative charge. Any excess deposit shall be refunded to the Customer. 31 SCHEDULE STE TREATED EFFLUENT WASTEWATER TAP FEES (Effective 10/01/1718) APPLICATION This schedule applies to the installation, removal, or relocation of treated effluent wastewater taps by the City of Denton Utility Department at the request of any person, firm, association, corporation, or other legal entity. TAP FEES Any person, firm, association, corporation, or other legal entity that requests that a wastewater main tap be removed, installed, or relocated by the Wastewater Utility Department shall pay in advance to the Wastewater Utility Department the following applicable fees: REUSE WASTEWATER LINE TAPS Size of Tap Paved or Unpaved Street 4 inch Actual cost per tap 6 inch Actual cost per tap 8 inch Actual cost per tap 12 inch Actual cost per tap FEES FOR INSTALLATIONS NOT LISTED For installation of a tap for which a fee is not specified, the requestor shall pay in advance a deposit based upon the estimated cost of such installation, or similar work, plus an administrative charge of 20%. Upon completion of the installation or similar work requested, the customer shall be billed at actual cost, as determined by the Wastewater Utility Department, plus a 20% administrative charge. Any excess deposit shall be refunded to the Customer. 32 SCHEDULE OSSF ON-SITE SEWAGE FACILTY PERMIT FEES (Effective 10/01/1718) APPLICATION This schedule applies to the new construction of aerobic treatment systems, new construction of non-aerobic treatment systems, and repair and alteration of the above. OSSF PERMIT FEES Any person, firm, association, corporation, or other legal entity that requests a wastewater system work permit shall pay in advance to the Wastewater Utility Department the following applicable fees: New Construction of aerobic treatment systems $500410 Reinspection Fee of aerobic treatment systems $250200 New Construction of non-aerobic treatment systems $300210 Reinspection Fee of non-aerobic treatment systems $150100 Repair or Alteration fees (All types of OSSF’s) $20050 33 SCHEDULE SWP COLLECTION AND TRANSPORTATION SERVICES PERMIT (Effective 10/01/1718) Any person, entity, or business engaged in the collection and transport of waste, recyclables, or other materials as classified within this rate schedule, and operating within the City of Denton must possess a current permit issued from the City prior to providing collection and transportation services. Any private container located within the City of Denton for use in waste and recyclables collection services is required to be permitted. Permits for collection and transportation services are required for, but are not limited to, the following wastes and recyclables classifications: Special Waste Medical Waste Hazardous Waste Grease & Grit Trap Waste Commercial and Industrial Recyclable Materials – containerized and baled Construction and Demolition (C&D) materials, recyclables, reuseables, and discarded C&D materials Waste and recyclable collection service providers operating in newly annexed areas, or contract service providers for the city Refuse or recyclables that the City does not collect and transport. Waste Cooking Oil The person shall apply for a permit from the city, and shall pay the required application fees at the time of permit application. All permits are non-transferable and are granted as non-exclusive service permits. Granting permits will be at the discretion of the City to meet the needs of the community. The permit applicant must pay the required fees, and meet all permit requirements prior to the issuance of a permit. Applicants with a Texas Commission of Environmental Quality (TCEQ) poor compliance history may not be permitted. Granting of Permit As a condition of granting a permit, the person or entity receiving such permit (permittee) agrees to execute and comply with all requirements of the service agreement, carry specific types and amounts of insurance, submit reports, and pay the necessary fees by the specified due date. Following the granting of a permit, permit stickers shall be issued by the City and shall be placed by the permittee on all vehicles operating within the city limits of. Collection and transportation vehicles operating in Denton are required to display a current and valid calendar year permit decal at all times. If decals are lost by the permittee, and are not visible on their vehicles, then the vehicles must be re-permitted by the permittee, and all appropriate fees paid, prior to the vehicles or containers being placed in service within Denton’s city limits. The City of Denton is not responsible for lost decals. Exclusions Individuals living within the City limits of Denton, and hauling personal materials, wastes, or 34 recyclables from their primary living residence are exempt from this requirement. Any person, who transports applicable materials three or fewer times per year, shall register with the City on the forms provided for that purpose. No annual service fees are required, but registration and permitting through the City is required. Fees Collection and Transportation Services Permit Fees Service Providers Application Fee Paid Annually $200.00 Service Fees: Per Vehicle $400.00 Per Book of 100 $40.00 Waste manifests: Service providers desiring to provide services in more than one service category are required to complete permit documentation and pay the applicable fees for each service category they desire to provide within Denton’s City limits. All fees paid are nonrefundable. Application and service fees will be billed to the applicant through City of Denton’s Customer Service Department. Service fees are non-transferable between vehicles and are unit specific. Violations / ‘No Operations’ Declaration A business which has not been permitted by the City to operate within the City limits of Denton; or has been suspended by the City from operating within the City limits of Denton, Texas shall be charged a sum of up to $500.00 per day by the City, for each day of violation of this ordinance, if the provider violates the ‘No Operations’ requirement prior to receipt of a City of Denton permit, or during any suspension of a permit period. Each day of illegal operations during a ‘No Operations’ period is considered a separate violation and the service provider is subject to being charged a sum of up to $500.00 for each day of violation. Following the receipt of a ‘No Operations’ declaration and prior to a service provider being reinstated to legally operate within the City limits of Denton, the service provider must meet with the City staff to update their application and agreement and make payment of all monies owed to the City. If a service provider operates a vehicle within Denton’s City limits which has not been permitted, operates any piece of equipment with an expired permit, performs some other permit violation, fails to make payment of the appropriate fees in a timely manner, the city will issue a ‘No Operations’ declaration to the service provider, and assess all applicable permit violation fees. Once a service provider has been issued a ’No Operations’ declaration from the City, all services to be provided within Denton’s City limits are required to cease. Following a meeting with the City staff, and the payment of all monies owed the City, the status of the permit will be 35 determined. Revocation of Services & Non-Renewal of Permits If the City finds any requirement of the permit has been violated, or observes service providers operating within Denton’s City limits without current permits, the City may institute a ‘No Operations’ declaration. Additionally, the City may revoke or not renew the service provider’s permit, thereby requiring the service provider to cease all operations within the City limits of Denton. Reclassification of Recyclables Recyclables containing ten (10%) percent or more contamination, as determined by the City, will be considered refuse, and its collection may not be provided by service providers permitted under this ordinance. This material shall be reclassified as refuse and will be collected by the City of Denton. The Director of Solid Waste or his/her designee, will make the final determination on whether stored recyclables contain excessive contamination, which at the City’s determination, may cause the reclassification of these materials to municipal solid waste (MSW), thereby negating the ability of a service provider to transport this material within Denton’s City limits under their operating permit pursuant to this ordinance. The City of Denton has the authority to inspect the contents of any container located within Denton’s City limits in order to determine the materials content of the container, so as to ensure compliance with the contamination requirements, which shall not exceed 10%. Terms and Renewal Permits are issued annually, beginning December 1, and are effective from January 1, or the date of issuance, whichever is later, through December 31 of the same calendar year. The permit application process should be initiated and fees should be paid as early as possible during the last quarter of each calendar year for the upcoming calendar year so that adequate time is available for review and processing of the application. All collection and transportation permits shall be valid for up to one calendar year from the date of issuance. All permits issued during a calendar year will expire on the last day of that calendar year. 36 SCHEDULE SD STORM DRAINAGE FEES (Effective 10/01/1718) APPLICATION Applicable to all real property and appurtenances owned and located within the incorporated limits of the City of Denton, Texas, except as exempted below. The Storm Drainage fee charged to each tract of real property is based upon the amount of impervious surface cover that results in water runoff or water quality impacts into the City of Denton drainage system. MONTHLY FEE – RESIDENTIAL (SDR) The residential fee is applicable to all single-family through fourplex real properties located within the incorporated limits of the City of Denton, Texas, for which impervious surfaces can be individually identified. The residential fee is established by utilizing a block system. The fee charged in each fee block is set forth and established as follows: Fee Block Per Bill 0 – 600 Square Feet $0.50 601 – 1,000 Square Feet $1.00 1,001 – 2,000 Square Feet $3.35 2,001 – 3,000 Square Feet $5.45 3,001 – 4,000 Square Feet $7.60 4,001 – 5,000 Square Feet $9.75 5,001 – 6,000 Square Feet $12.00 Over 6,000 Square Feet $15.50 MONTHLY FEE – NON-RESIDENTIAL (SDN) The non-residential fee is applicable to all other real property owned and located within the incorporated limits of the City of Denton, Texas, except as exempted below. The non-residential fee is based upon the total square footage of impervious surface cover measured for each customer/owner. Formula: Measured Square Footage of Impervious Surface Cover x $0.00186 per bill EXEMPTIONS The following real property owned and located within the incorporated limits of the City of Denton, Texas shall be exempt from imposition of the residential fee or the non-residential fee: 1. Real property with proper construction and maintenance of a wholly sufficient and privately-owned drainage system, not draining into the City of Denton drainage system, upon the real property’s inspection and certification by the City; or 37 2. Real property held and maintained in its natural state, until such time that the real property is developed, and all of the public infrastructure constructed thereon has been accepted by the City; or 3. Real property, consisting of an unimproved subdivided lot, until such time as a structure has been built on the lot and a certificate of occupancy has been issued by the City. No other exemptions to the residential fees or the non-residential fees are applicable 38 SCHEDULE SDI STORMWATER REINSPECTION FEE (Effective 10/01/1718) APPLICATION Applicable to active construction or land disturbing activities located within the incorporated limits of the City of Denton, Texas. The Stormwater Reinspection Fee is charged to operators or designated representatives of projects where land disturbing activity is occurring, including new construction, demolition, and redevelopment. RATE Reinspection fees for initial or periodic inspection resulting in non-compliance, notices of violation and/or stopwork orders. Fees may be waived at discretion of the inspector for minor noncompliance issues. Fee: $150.00/site inspection 39 SPECIAL FACILITIES RIDER (Effective 10/01/1718) (1) All service shall be offered from available facilities. If a customer service request for a special or unusual service not otherwise provided for by the Wastewater rate ordinance, and/or requires facilities and devices which are not normally and readily available at the location at which the Customer requests the service, then the City shall provide the service subject to the requirements of paragraph 2 and 3 of this rider. (2) The total cost of all facilities required to meet the Customer's special requirements which are incurred by the City in connection with rendering the service, shall be subject to a contracta contract entered into between the City andCity and the Customer. This contract shall be signed by both parties prior to the City providing the requested service to the Customer. (3) Any contract under this rider is subject to the following approvals: (a) If the total value of the contract is less than $100,000, the contract may be approved by the City Manager, or his designee. If a contract under this subsection is not approved by the City Manager, or his designee, then it must be recommended for approval by the Public Utilities Board and approved by the City Council. (b) If the total value of the contract is equal to or greater than $100,000, the contract must be recommended for approval by the Public Utilities Board and approved by the City Council. SPECIAL CONDITIONS RIDER (Effective 10/01/1718) (1) If a special condition or circumstance exists not otherwise provided for by the wastewater rate ordinance, then the City shall have the authority to provide for the special condition subject to the requirements of paragraph 2 of this Rider. (2) Any special condition under this rider is subject to the following approvals (a) If the total value of the special condition is less than $100,000, the special condition may be approved by the City Manager, or his designee. If a special condition under this subsection is not approved by the City Manager, or his designee, then it must be recommended for approval by the Public Utilities Board and approved by the City Council. (b) If the total value of the special condition is equal to or greater than $100,000, the special condition must be recommended for approval by the Public Utilities Board and approved by the City Council. SECTION 2. All ordinances or parts of ordinances in force when the provisions of this ordinance became effective which are inconsistent, or in conflict with the terms or provisions contained in this ordinance are hereby repealed to the extent of any such conflict. SECTION 3. If any section, subsection, paragraph, sentence, clause, phrase or word in 40 this ordinance, or application thereof to any person or circumstances is held invalid by any court of competent jurisdiction, such holding shall not affect the validity of the remaining portions of this ordinance, and the City Council of the City of Denton, Texas, hereby declares it would have enacted such remaining portions despite any such invalidity. SECTION 4. The Schedule of Rates herein adopted shall be effective, charged and applied to all wastewater service rendered on and after October 1, 2017, and a copy of said rates, fees, and charges shall be maintained on file in the Office of the City Secretary of the City of Denton, Texas. PASSED AND APPROVED this the ______ day of ________________________, 20172018. _________________________________ CHRIS WATTS, MAYOR ATTEST: JENNIFER WALTERS, CITY SECRETARY By: _____________________________ APPROVED AS TO LEGAL FORM: , CITY ATTORNEY By: _____________________________ 41 ORDINANCE NO. _______________ AN ORDINANCE OF THE CITY OF DENTON, TEXAS PROVIDING FOR THE SCHEDULE OF MISCELLANEOUS FEES, DEPOSITS, BILLINGS AND PROCEDURES FOR ADMINISTRATIVE SERVICES TO CITY UTILITIES CUSTOMERS; AMENDING THE PROVISIONS OF THE ACCOUNT CONNECTION AND RECONNECTION CHARGES; PROVIDING FOR A REPEALER; PROVIDING FOR A SEVERABILITY CLAUSE; PROVIDING FOR AN EFFECTIVE DATE. THE COUNCIL OF THE CITY OF DENTON HEREBY ORDAINS: SECTION 1. That the schedule of charges for general utility services as generally provided for in Chapter 26 of the Code of Ordinances; and for services to other City of Denton customers and taxpayers, are established as follows: SERVICE CHARGES AND PROCEDURES SCHEDULES A. ACCOUNT CONNECTION AND RECONNECTION CHARGES PAGE Meter Connection Charge 3 Meter Reconnection Process Charge 3 Unauthorized Usage Penalty 4 New Customer Application Charge 54 B. METER CHARGES Meter Reading 5 Meter Testing 5 Meter Tampering and/or Damage Charge 75 Meter Inaccessibility Charge 68 C. MISCELLANEOUS FEES, CHARGES AND DEPOSITS Returned Payment Charge 678 Service Deposits 79 Waiver of Service Deposits 789 Late Payment Charge Due on Delinquent Balances 9811 1 Interest Charge on Past Due Account Balance 911 Interest Earned on Contract Retainage 911 Credit Card Processing Service Fee 10911 2 ACCOUNT CONNECTION AND RECONNECTION PROCESS CHARGES For the purposes of this rate schedule, business hours shall be defined as Monday through Friday, 8:00 AM to 5:00 PM. METER CONNECTION CHARGE APPLICATION Applicable when a customer requests service on a first time basis where no permanent service previously existed and where a new account number is established or, when a customer requests service at an address which has existing or previous service, with an existing account number and history, and the electric and/or water meter must be installed or activated for readiness. A “Non-Standard Electric Meter” is an electric meter that does not have the ability and/or capability to integrate with the AMI meter reading system. Examples would be older mechanical meters, solid state meters without an AMI module and one-way RF transmit meters. Non- Standard Electric Meters have to be read manually. CHARGE All Meters except for Non-Standard Electric Meter First Service Requested $23.00 First Service Requested, guaranteed $61.00 same day service First Service Requested, after $61.00 business hours Non-Standard Electric Meter First Service Requested $131.00 First Service Requested, guaranteed $176.00 same day service First Service Requested, after $176.00 business hours METER RECONNECTION PROCESS CHARGE APPLICATION Applicable when a customer’s account is processed for disconnection due to nonpayment. 3 CHARGE ElectricResidentialDelinquent Service Fee $2346.00 (When service is disconnected at the electric meter socket or water meter or the water meter) ElectricCommercial Delinquent Service Fee $46.00 (When service is disconnected at the electric meter socket or water meter) Water Only Delinquent Service Fee $46.00 (When service is disconnected at the water meter) Delinquent Service Fee $168.00 (When a service truck is required or the water meter has been removed) ElectricResidentialReconnect Charge, guaranteed same day service $3061.00 (In addition to delinquent service fees) ElectricCommercial Reconnect Charge, guaranteed same day service$61.00 (In addition to delinquent service fees) Water Only Reconnect Charge, guaranteed same day service $61.00 (In addition to delinquent service fees) Reconnect Charge, guaranteed same day service $231.00 (When a service truck is required or the water meter has been removed) When more than one trip, within twenty-four (24) hours, is required to restore a customer’s service, a Return Trip Charge, in addition to the Reconnection Charge, shall be applied for each additional trip. Return Trip Charge during business hours $23.00 Return Trip Charge after business hours $61.00 UNAUTHORIZED USAGE PENALTY APPLICATION Applicable to any customer that fails to request connection of services within 24 hours of occupancy in a new service location. CHARGE Unauthorized Usage Penalty $30.00 4 NEW CUSTOMER APPLICATION FEE APPLICATION Applicable when a customer requests new service or is added to an existing account and provides Social Security or Tax ID information to verify identity and credit history. CHARGE New ResidentialCustomer Application Charge - per person $3.00 New Commercial Customer Application Charge $16.00 5 METER CHARGES METER READING APPLICATION Additional Meter Reading Fee is applicable to any electric or water utility customer who requests a reading of a city meter due to a contested billing more than twice in the previous twelve (12) months, and no error is found. Manual reading fee is applicable to any electric customer who requests a Non-Standard Electric Meter. A “Non-Standard Electric Meter” is an electric meter that does not have the ability and/or capability to integrate with the AMI meter reading system. Examples would be older mechanical meters, solid state meters without an AMI module and one-way RF transmit meters; these meters have to be read manually. CHARGE Per Additional Reading $46.00 Manual Reading of Non-Standard Electric Meter $30.00 per each billing cycle METER TESTING APPLICATION Applicable to any customer who requests the testing of a city meter previously tested within the past four (4) years and the meter is found to be within accuracy standards. CHARGE Per Test $62.00/KWH Electric Meter $93.00/KW/KWH Electric Meter $93.00 Water Meter 6 ACCURACY STANDARDS A meter is defined as within accuracy standards when found to be plus or minus two percent (2%) or less. METER TAMPERING AND/OR DAMAGE CHARGE APPLICATION Applicable to any person that tampers with, damages, or illegally connects to a city electric, water, or wastewater utility system. 7 CHARGE Per Event $310.00 minimum per electric connection per system Per Event $200.00 minimum per water connection per system METER INACCESSIBILITY CHARGE APPLICATION Applicable to any customer who prevents the regular and routine reading, maintenance, repair or removal of any city meter due to inaccessibility of the meter. CHARGE Per event $46.00 MISCELLANEOUS FEES, CHARGES, AND DEPOSITS RETURNED PAYMENT CHARGE APPLICATION Applicable when a customer’s or taxpayer’s check, or money order, or bank draft for payment of fees, fines, court costs, taxes, utilities, or other charges has been dishonored by the maker’s bank and returned to the City of Denton unpaid. CHARGE Per Check $27.00 SERVICE DEPOSITS APPLICATION Applicable when a residential customer requests utility service in the City of Denton service area and does not have twelve (12) months of good credit standing with the City of Denton or demonstrates a passing credit rating through an external credit reporting agency. Applicable when a commercial customer does not have twenty-four (24) months of good credit standing with the City of Denton or demonstrates a passing credit rating through an external credit reporting agency. Not applicable when a commercial customer provides an irrevocable letter of credit to the City of Denton as security for payment. 8 CHARGE Residential Customer An amount up to 1/6 of the last 12 months of billing at the service location. If utility service is disconnected for non-payment or the account is consistently past due, then the customer will be required to pay a deposit sum up to 1/6 of the last 12 months of billing at the service location. Commercial Customer An amount up to 1/6 of the last 12 months of billing at the service location. If utility service is disconnected for non-payment or the account is consistently past due, then the customer will be required to pay a deposit sum up to 1/6 of the last 12 months of billing at the service location. Deposits will earn interest for the customer. The applicable rate of interest will be adjusted semi-annually to equal the rate of a one-year United States Treasury Note on October 1 and April 1 of each year. If refund of deposit is made within thirty (30) days of receipt of deposit, no interest payment will be made. If the City retains the deposit more than thirty (30) days, payment of interest, at the current rate, shall be made retroactive to the date the deposit was paid.Payment of the interest to the customer shall be made at the time the deposit is returned or credited to the customer’s account. The deposit shall cease to earn interest on the date it is returned or credited to the customer’s account. WAIVER OF SERVICE DEPOSITS For purposes of the exemptions from deposit, “acceptable credit rating” shall mean a credit rating which is based upon a commonly used formula or a formula approved by the City Council. Residential exemption from deposit. No service deposit will be required of an applicant for residential utility service if the applicant can provide and qualify for one (1) of the following: (1) The applicant has an acceptable credit rating for twelve (12) consecutive months within the last two (2) years with the city utility system. (2) The customer receives an acceptable credit rating from a credit source available to the city. The customer must pay the cost of obtaining the credit rating. This cost will be set annually within the utility rate ordinance, but will not exceed one hundred dollars ($100.00). (3) Customers with little credit history or a fair credit rating may be allowed to provide one of the following alternatives in lieu of deposit: 9 a.A signed letter of good standing for utility services from a former utility company for verification within twenty (20) days of applying for service; or b. The applicant provides a cosigner who accepts responsibility and is verified to have an acceptable credit rating with the city utility system, and who is willing to be listed on the applicant’s account to guarantee payment of the applicant's utility bills. This guarantee will be in effect until the applicant develops an acceptable credit rating and the cosigner requests removal from the account. (4) Customer is participating in a verifiable permanent supportive or rapid rehousing program and provides a dated and completed certification letter upon applying for utility services. (5) Customer has been qualified as a Victim of Family Violence and provides a dated and completed certification letter upon application for utility services. Applicable when an Applicant is a citizen of the City of Denton, Texas and who also is a “victim of family violence,” applies for utility service in the City of Denton, Texas. To be a qualified as a “victim of family violence” an Applicant must secure and provide a certification letter, provided by one of the certifying entities to the Utilities Customer Service Department. If a proper, dated and completed certification letter is presented by or on behalf of the Applicant to the Utilities Customer Service Department, and its issuance is verified by the Utilities Customer Service Department, then the requirement of a utility deposit shall be waived for that Applicant. This provision is applicable solely to “victims of family violence” as defined by Texas Family Code, §71.004, as amended. No other relief from the City’s utility rates, or deposits, or charges, or fees is hereby provided to “victims of family violence.” (6) Customer signs up for auto pay and maintains an acceptable credit rating for twelve (12) consecutive months. Commercial exemption from deposit. An applicant for utility service for a commercial or industrial entity or business may not be required to make a deposit if the applicant: (1) Provides the city an acceptable commercial/industrial credit rating for the last twenty-four (24) months the customer received service from the city utility system; or (2) The customer receives an acceptable credit rating from a credit source available to the city. The customer must pay the cost of obtaining the credit rating. This cost will be set annually within the utility rate ordinance, but will not exceed one hundred dollars ($100.00). (3) If the credit of a commercial/industrial customer for service has not been established satisfactorily to the city, the applicant may provide an irrevocable letter of credit in lieu of a deposit within twenty (20) days of signing for service. The irrevocable letter of credit must be executed by a Texas bank and must be approved by the city manager and city attorney. The customer must maintain the irrevocable letter of credit in effect at all times. 10 If the customer allows the irrevocable letter of credit to expire, the customer shall pay a deposit in the amount provided as listed above, or the city may terminate utility service. LATE PAYMENT CHARGE DUE ON DELINQUENT BALANCES APPLICATION To cover a portion of the administrative costs of collecting past due balances, a late payment charge shall be assessed on the fifth business day following the due date. CHARGE $20.00 late payment charge INTEREST CHARGE ON PAST DUE ACCOUNT BALANCE APPLICATION Interest shall be assessed on any past due account balance (excluding late payment charges) that remains unpaid at the time of the current month’s billing calculation. The interest provided for and assessed herein shall be due and payable on the due date of the current month’s billing statement. CHARGE 1% / month on all past due charges and account balances unpaid at the time of the current month’s billing calculation.** **Under no circumstances shall the interest charge provided for herein exceed the legal rate of interest. To the extent that it does so, the charge is inadvertent, and the City intends only to assess, charge and collect such interest rate that does not exceed the highest lawful rate. INTEREST EARNED ON CONTRACT RETAINAGE Contract retainage will earn interest for the contractor as provided by TEX. REV. CIV. STAT. ANN. Article 6252, Sec.5b (Vernon Supp. 1992). The rate of interest will be adjusted semi- annually to equal the interest rate of a one year United States Treasury Note on October 1 and April 1 of each year. Payment of the interest shall be made at the time the retainage is paid to the contractor. CREDIT CARD PROCESSING SERVICE FEE APPLICATION Applicable when a non-residential customer remits payment for fees, fines, court costs, taxes, utilities, or other charges using a credit card. Charge is assessed by the City of Denton’s payment processing vendor after the customer has confirmed the payment amount and authorized the fee. 11 CHARGE Per Payment Transaction 2.7% of the payment amount remitted using the non- residential customer’s credit card SECTION 2. Ordinance No. 2015-295 and Ordinance No. 2016-276 are repealed. SECTION 3. If any section, subsection, paragraph, sentence, clause, phrase or word in this ordinance, or application thereof to any person or circumstances is held invalid by any court of competent jurisdiction, such holding shall not affect the validity of the remaining portions of this ordinance, and the City Council of the City of Denton, Texas, hereby declares it would have enacted such remaining portions despite any such invalidity. SECTION 4. This ordinance shall become effective, charged, and applied to all services occurring on and after OctoberFebruary16, 2018; and a copy of said fees and charges shall be maintained on file in the Office of the City Secretary of Denton, Texas. PASSED AND APPROVED this the _______ day of _______________________,2018. _________________________________ CHRIS WATTS, MAYOR ATTEST: JENNIFER WALTERS, CITY SECRETARY By: __________________________________ APPROVED AS TO LEGAL FORM: AARON LEAL, CITY ATTORNEY By: ___________________________________ 12 City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 18-1146,Version:1 AGENDA CAPTION Receive a report, hold a discussion, and provide staff direction on the design and construction of the new tennis center. City of DentonPage 1 of 1Printed on 7/27/2018 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Parks and Recreation ACM: Bryan Langley DATE: August 2, 2018 SUBJECT Receive a report, hold a discussion, and give staff direction regarding the design and construction of the new North Lakes Tennis Center. BACKGROUND In the 2014 CIP program, funding totaling $3,695,000 was allocated for a new tennis center. The funding provided for what was proposed to include 12 tennis courts with lighting, a pro shop, restrooms, parking and storage. In May 2018, Parks and Recreation staff began working with United States Tennis Association (USTA) on the design of the facility. USTA provides local communities construction specifications as well as conceptual design services to assist in the planning and development of tennis facilities. To date, USTA has provided the city with three design concepts. In addition, Parks and Recreation Department (PARD) staff created a design meeting USTA specifications. The design produced by staff provided a non-traditional layout and allows for updates to be made with a much quicker turnaround. All of the designs reflect the scope of work that was originally identified by the bond committee in the 2014 election. Staff would like to move forward with the design concept completed in-house to use as the base design and make amendments as feedback is collected. The existing building to be converted to a pro shop and the restroom/storage building, located by the rugby field, will be redesigned and improved by an outside consultant. In May, PARD staff participated in a USTA webinar to learn about facility development and management as well as to educate staff on potential grant funding. A total of $40,000 is available on a competitive basis that could support the construction of the tennis courts. PARD had internal kick off meetings with key staff on May 31 and June 22 to discuss the proposed facility and review initial design concepts. A presentation was provided to the tennis professionals that work at the existing tennis center and to the Denton Tennis Association to gather feedback. On July 9 and 12, a presentation was provided to Park Maintenance and Leisure Services staff to gain additional input, generate programming discussions, and update employees on the project. Additional meetings will be held with DISD and University of North Texas to gather input. The Parks, Recreation and Beautification Board will receive a presentation on the facility concept on August 6. A public meeting is scheduled for August 9 at the North Lakes Recreation Center at 6pm for general feedback from the community. It is the goal of the department to gather as much feedback as possible to make sure that City officials, staff, tennis players, tournament hosts, sanctioning entities, as well the community at large are involved in the design process. Based on the feedback gathered, a final concept will be presented to the Parks, Recreation and Beautification Board and City Council for approval. Once approved, staff will work toward the completion of construction drawings and procurement of services for construction. The presentation (Exhibit 2) provides a detailed description of the design concept and associated amenities. The initial design (Exhibit 3) was completed by PARD staff for City Council review and consideration. This master plan includes the base amenities proposed in the 2014 CIP program as well as (2) additional full size courts, (4) 10U courts, remodeled restrooms, large shade structure for events as well as upgraded options. PRIOR ACTION/REVIEW (COUNCIL, BOARDS, COMMISSIONS) None RECOMMENDATION Review and provide feedback for future development. FISCAL INFORMATION PARD has funding dedicated to this project from the 2014 Capital Improvement Program in the amount of $3,695,000. Additional funding will need to be identified if the project amount exceeds the budgeted amount. STRATEGIC PLAN RELATIONSHIP tegic Plan is an action-oriented road map that will help the City achieve its vision. The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence; Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this specific City Council agenda item contributes most directly to the following KFA and goal: Related Key Focus Area: Public Infrastructure Related Goal: 4.4 Provide and support outstanding leisure, cultural, and educational opportunities EXHIBITS Exhibit 1 Agenda Information Sheet Exhibit 2 Presentation Exhibit 3 Concept Plan Respectfully submitted: Gary Packan Director, Parks and Recreation EXHIBIT 3 NORTH LAKES TENNIS CENTER CONCEPT PARKS & RECREATION CONCEPT 1 07/2018 CITY OF DENTON, TEXAS City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 18-1172,Version:1 AGENDA CAPTION ConsiderapprovalofaresolutionoftheCityCounciloftheCityofDenton,Texasplacingaproposalonthe September18,2018,CityCouncilpublicmeetingagendatoadopta2018TaxRatethatwillnotexceedthe loweroftherollbackrateortheeffectivetaxrate;callingtwopublichearingsonataxincreasetobeheldon August14,2018,andSeptember11,2018andcallingabudgetpublichearingontheFiscalYear2018-2019 AnnualProgramofServicesoftheCityofDentontobeheldonSeptember11,2018;requiringpublicationof noticesofthepublichearingsinaccordancewiththelaw;requiringthepostingofthenoticesofthepublic hearingsontheCity’sInternetwebsite;requiringthepostingofthenoticesontheCity’spublicaccesschannel; and providing an effective date. City of DentonPage 1 of 1Printed on 7/27/2018 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Finance DCM: Bryan Langley DATE: August 2, 2018 SUBJECT Consider approval of a resolution of the City Council of the City of Denton, Texas placing a proposal on the September 18, 2018, City Council public meeting agenda to adopt a 2018 Tax Rate that will not exceed the lower of the rollback rate or the effective tax rate; calling two public hearings on a tax increase to be held on August 14, 2018, and September 11, 2018 and calling a budget public hearing on the Fiscal Year 2018-2019 Annual Program of Services of the City of Denton to be held on September 11, 2018; requiring publication of notices of the public hearings in accordance with the law; requiring the posting of the notices access channel; and providing an effective date. BACKGROUND The Texas Constitution and Texas Property Tax & Local Government Codes require taxing units to comply with specific guidelines in adopting tax rates. The guidelines are related to a concept known as truth-in- taxation. This concept is a way to make taxpayers aware of tax rate proposals and allow taxpayers in certain circumstances, to rollback or limit a tax increase. The truth-in-taxation guidelines require taxing entities to calculate and publish their effective and rollback tax rates. The effective rate is the calculated rate that would provide the taxing unit approximately the same amount of revenue it received in the previous year on properties taxed in both years. This rate excludes taxes on properties no longer in the taxing unit and also excludes any growth due to new property values. 8 effective rate is $0.685168/$100 valuation. The rollback rate divides the total property tax revenue into support for maintenance and operations (M&O) taxes and debt service taxes. It provides approximately an eight percent increase in revenue from the previous year for maintenance and operations expenses, plus the necessary debt service tax rate. If a taxing unit adopts a tax rate higher than the rollback rate, the voters have the option to petition for an election to 8 rollback rate is $0.729101/$100 valuation. 8-19 Proposed Budget recommended a tax rate of $0.620477 per $100 of valuation. In order to allow for flexibility during the budget, staff recommends that the tax rate of $0.637856 be used for publication purposes. In order for the City Council to consider adopting a tax rate that exceeds the lower of the effective or rollback rate, state law requires the governing body to vote to place a proposal to publish a maximum tax rate on an agenda. In addition, state law requires that two public hearings be held on the proposed tax rate with the meeting to adopt the tax rate occurring three to 14 days after the second public hearing. While the proposed and maximum tax rates are below the effective tax rate, staff still proposes to complete the publication and hold public hearings. Publication of a quarter-page notice tax rate is also required. In addition to the state requirements for the truth in taxation legislation, the City Charter and Chapter 102 of the Texas Local Government Code require the City Council to set a public hearing on the FY 2018-19 Annual Program of Services. In compliance with the City Charter and Chapter 102, we are also required to publish a notice of the public hearing in the Denton Record Chronicle not earlier than the 30th day or th later than the 10 day before the date of the public hearing. be published in the Denton Record Chronicle. It would also need to be posted on http://www.cityofdenton.com and air on the public access channel. RECOMMENDATION Staff recommends approval of the resolution. ESTIMATED SCHEDULE OF PROJECT August 14, 2018 Hold First Public Hearing on Tax Rate September 11, 2018 Hold Second Public Hearing on Tax Rate September 11, 2018 Hold Public Hearing on the Budget September 18, 2018 Adopt Tax Rate STRATEGIC PLAN RELATIONSHIP -oriented road map that will help the City achieve its vision. The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence; Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this specific City Council agenda item contributes most directly to the following KFA and goal: Related Key Focus Area: Organizational Excellence Related Goal: 1.1 Manage financial resources in a responsible manner EXHIBITS 1. Agenda Information Sheet 2. Resolution Respectfully submitted: Antonio Puente, Jr., 349-7283 Director of Finance Prepared by: Nancy Towle Budget Manager NOTICE OF 2018 TAX YEAR PROPOSED PROPERTY TAX RATE FOR CITY OF DENTON A tax rate of $0.637856 per $100 valuation has been proposed for adoption by the governing body of the City of Denton. This tax rate exceeds the lower of the effective or rollback tax rate, and state law requires that two public hearings be held by the governing body before adopting the proposed tax rate. The governing body of the City of Denton proposes to use revenue attributable to the tax rate increase for the purpose of paying maintenance and operation expenses, and debt service. PROPOSED TAX RATE $0.637856per $100 $0.637856 per $100 EFFECTIVE TAX RATE $0.685168 per $100 ROLLBACK TAX RATE $0.729101 per $100 The effective tax rate is the total tax rate needed to raise the same amount of property tax revenue for the City of Denton from the same properties in both the 2017 tax year and the 2018 tax year. The rollback tax rate is the highest tax rate the City of Denton may adopt before voters are entitled to petition for an election to limit the rate that may be approved to the rollback rate. YOUR TAXES OWED UNDER ANY OF THE ABOVE RATES CAN BE CALCULATED AS FOLLOWS: property tax amount = ( rate ) x ( taxable value of your property ) / 100 For assistance or detailed information about tax calculations, please contact: Michelle French Denton County Tax Assessor-Collector 1505 E. McKinney Street, Denton, TX, 76209 940-349-3500 Property.Tax@dentoncounty.com http://tax.dentoncounty.com You are urged to attend and express your views at the following public hearings on the proposed tax rate: First Hearing: 6:30 p.m. on August 14, 2018 at City Hall, 215 E. McKinney Street, Denton, TX, 76201 Second Hearing: 6:30 p.m. on September 11, 2018 at City Hall, 215 E. McKinney Street, Denton, TX, 76201 Page 4 NOTICE OF PUBLIC HEARING ON BUDGET The City Council for the City of Denton, Texas, will hold a public hearing on the Fiscal Year 2018-19 Annual Program of Services (Budget), on Tuesday, September 11, 2018 at 6:30 p.m. in the City Council Chambers at City Hall, located at 215 East McKinney Street in Denton, Texas, 76201. The meeting will be held for the purpose of receiving community input on the Budget. THIS BUDGET WILL RAISE MORE TOTAL $5,725,950 OR 8.62% AND OF THAT AMOUNT $2,065,573 IS TAX REVENUE TO BE RAISED FROM NEW PROPERTY ADDED TO THE TAX ROLL THIS YEAR. All interested citizens are encouraged to attend and express their views. Page 5 City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 18-1236,Version:1 AGENDA CAPTION ConsideradoptionofanordinanceoftheCityofDenton,Texas,amendingOrdinanceNo.2018-004, prescribingthenumberofpositionsineachclassificationofPoliceOfficer;providingarepealerclause;and declaring an effective date. City of DentonPage 1 of 1Printed on 7/27/2018 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Human Resources CM/ DCM/ ACM: Todd Hileman DATE: August 2, 2018 SUBJECT Consider adoption of an ordinance of the City of Denton, Texas, amending Ordinance No.2018-004, prescribing the number of positions in each classification of Police Officer; providing a repealer clause; and declaring an effective date. BACKGROUND Texas Local Government Code Chapter 143, requires governing bodies of all jurisdictions with Civil Service employees to officially authorize their exact number of Civil Service employees. The City Council last approved the authorized number of Police Department Civil Service positions by Ordinance 2018-004 on January 9, 2018. Chief Lee Howell retired effective July 31, 2018, and Assistant Chiefs Scott Fletcher and Roger White both retired effective July 27, 2018. In preparation for the search for a new Police Chief, Todd Hileman and Bryan Langley held meetings with the Police Command staff in July 2018 to seek feedback on priorities for them with a new Chief. One of the concerns expressed during those meetings was that there is no clear second in command when the Chief is out. As a result, instead of two Assistant Chief positions which were approved in the previous ordinance, we will have one Assistant Chief and two Deputy Chiefs. To mirror the organizational structure in other Police departments, the Assistant Chief will be the second in command. The Assistant Chief and Deputy Chiefs will be appointments of the Police Chief. STRATEGIC PLAN RELATIONSHIP -oriented road map that will help the City achieve its vision. The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence; Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this specific City Council agenda item contributes most directly to the following KFA and goal: Related Key Focus Area: Safe, Liveable & Family-Friendly Community Related Goal: 4.1 Enhance public safety in the community Page 1 of 2 EXHIBITS Exhibit 1 Agenda Information Sheet Exhibit 2 Ordinance Respectfully submitted: Carla Romine Director of Human Resources Page 2 of 2 City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 18-1211,Version:1 AGENDA CAPTION Consider approval of a resolution confirming the appointment by the City Manager of Bobby Smith as interim Police Chief for the City of Denton Police Department, and declaring an effective date. City of DentonPage 1 of 1Printed on 7/27/2018 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Human Resources CM: Todd Hileman DATE: August 2, 2018 SUBJECT Consider approval of a resolution confirming the appointment by the City Manager of Bobby Smith as interim Police Chief for the City of Denton Police Department, and declaring an effective date. BACKGROUND Lee Howell resigned his position as the Police Chief of the City of Denton Police Department effective July 31, 2018 , Todd Hileman has elected to appoint Bobby Smith as interim Police Chief. RECOMMENDATIONS The City Manager has elected to appoint Bobby Smith as the interim Police Chief and STRATEGIC PLAN RELATIONSHIP -oriented road map that will help the City achieve its vision. The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence; Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this specific City Council agenda item contributes most directly to the following KFA and goal: Related Key Focus Area: Safe, Liveable & Family-Friendly Community Related Goal: 4.1 Enhance public safety in the community EXHIBITS Exhibit 1 - Agenda Information Sheet Exhibit 2 - Resolution Respectfully submitted: Carla Romine Director of Human Resources �'11`��I) �fi�1i) 6�]?I'E�C�V1=;I) thi�; the _......._.....__._._._._.�_ ��y c�f`...___ _._.__ , �(�l �. C;1-{�tI� �'�fil"`1'�, M1�,.Y(:)I�. �.1.,]"E:;`�;�1": .Tk;NNII�"1;��. WAC TI?It.�, C'I�"`�' �iI�C:I��,'I'AI�Y � t�1'C'E�(:)VI�D f1� "1`�) I:,�:�,Ca�I. T^'C.)F�M; �'�� °?