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2019-01-07 Agenda with Backup
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"\]\]\]\]\]\]\]\],^23,2D"_)B$B`"_.B$B` \]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\] 0R5T"EI0FI5 FT YX5IA5GI"0R5T"XS"4IY5XY"0R5T"0XNY0RV"CXFJ"EIEERXY"FXX9"RE" 00IEERaVI"RY" 00XF4 Y0I"CR5G"5GI" 9IFR0 YE"CR5G"4RE aRVR5RIE" 05B""5GI"0R5T"CRVV"LFXbR4I" EROY"V YON OI"RY5IFLFI5IFE"SXF"5GI"GI FRYO"R9L RFI4"RS"FIcNIE5I4" 5"VI E5"P@" GXNFE"RY" 4b Y0I"XS"5GI"E0GI4NVI4"9II5RYOB""LVI EI"0 VV"5GI"0R5T" EI0FI5 FT^E"XSSR0I" 5"UP?M@U=?"XF"NEI"5IVI0X99NYR0 5RXYE"4IbR0IE"SXF"5GI" 4I S"_544`"aT"0 VVRYO">M@==MFIV TM5d"EX"5G 5" "EROY"V YON OI"RY5IFLFI5IF"0 Y" aI"E0GI4NVI4"5GFXNOG"5GI"0R5T"EI0FI5 FTWE"XSSR0IB '+,$ #-).$)/0*0/1*2 ' (#)/) City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 19-001,Version:1 AGENDA CAPTION Deliberations regarding Personnel Matters - Under Texas Government Code Section 551.074. ConductMunicipalJudgecandidateinterviewsanddiscussanddeliberateregardingtheevaluationof candidates and the appointment/employment of a Municipal Judge. City of DentonPage 1 of 1Printed on 1/2/2019 powered by Legistar© City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 19-031,Version:1 AGENDA CAPTION Receive a report, hold a discussion, and give staff direction regarding the revised draft FY2018-2019 Citywide Strategic Plan. City of DentonPage 1 of 1Printed on 1/3/2019 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: DCM: Bryan Langley DATE: January 7, 2019 SUBJECT Receive a report, hold a discussion, and give staff direction regarding the revised draft FY2018-2019 Citywide Strategic Plan. BACKGROUND Each fiscal year, the City of Denton produces a strategic plan intended to serve as an action-oriented roadmap that guides the organization toward achieving its mission, vision, and core values. On July 27, 2018, the City Council received a copy of the initial draft FY2018-2019 Strategic Plan in their Friday packets. Following receipt of the initial draft, City Council asked staff to develop a revised strategic plan that incorporated the following feedback: Improve connectivity from the City Councils priorities, identified in the Key Focus Areas (KFAs), to goals, work plan items, and individual performance measures. Ensure alignment with the priorities identified during the August 25 City Council Retreat. Expand the number of capital/infrastructure projects listed. Throughout October and November, department directors, representatives from the City Managers Office, and other key staff from across the organization brainstormed ideas and drafted a revised FY2018-2019 Strategic Plan that was more aligned with City Councils feedback. In December the revised draft was finalized following review and approval from department directors. The revised draft FY2018-2019 Strategic Plan is structured around the five KFAs and is formatted to show a clear linkage between the goals, which are intended to explain what the City wants to accomplish within each KFA; work plan items, which are strategies that help operationalize the goals; and individual performance measures that help gauge the success of implementing work plan items and goals. As the revised draft FY2018-2019 Strategic Plan was finalized, several cross-departmental themes emerged including the development of departmental strategic plans and master plan documents, enhanced communication and community outreach efforts, and the development and implementation of new processes and systems. These themes demonstrate efforts to plan for current and future growth, improve communication and identify efficiencies across the organization. Staff is seeking additional feedback from City Council on the revised draft FY2018-2019 Strategic Plan. After receiving feedback, staff will then prepare and distribute a revised draft, City Council will then consider adoption of the revised FY2018-2019 Strategic Plan, and staff will refine performance reporting practices to ensure performance data is easily accessible and regularly shared with both the City Council and the community. 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 EXHIBITS Exhibit 1 Agenda Information Sheet Exhibit 2 Revised Draft FY2018-2019 Strategic Plan Exhibit 3 Presentation Respectfully submitted: Rachel Wood Chief of Staff 2018-19 STRATEGIC PLANSTRATEGIC PLANSTRATEGIC PLANSTRATEGIC PLAN TABLE OF CONTENTS Introduction .................................... iii-vi Key Focus Area 1 ORGANIZATIONAL EXCELLENCE ............................................................1-5 Key Focus Area 2 PUBLIC INFRASTRUCTURE..................................................................... 6-10 Key Focus Area 3 ECONOMIC DEVELOPMENT................................................................. 11-15 Key Focus Area 4 SAFE, LIVABLE & FAMILY-FRIENDLY COMMUNITY.................. 16-20 Key Focus Area 5 SUSTAINABLE & ENVIRONMENTAL STEWARDSHIP............... 21-25 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. libraries; and 36 parks, 30 miles of trails, and six recreation centers, with 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 above 200,000 residents by 2030. According to a recent Oxford Economics Forecast, Denton County 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 service. 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 the community. VISION achieve this by providing high quality of life through excellence in education, entertainment, VISION stewardship; and superior public facilities and services. MISSION The City of Denton will foster an environment that will deliver extraordinary quality services CORE and products through stakeholder, peer group, and citizen collaboration; leadership and MISSION VALUES 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. Goals designed to articulate how the priorities outlined through the KFAs will be achieved. Work Plans outlined by the Goals for each Key Focus Area. Work 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 a Goal. NEXT STEPS FOR STRATEGIC PLAN DEVELOPMENT status updates and seek feedback from City Council 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 Key Focus Area 1 ORGANIZATIONAL EXCELLENCE KFAs are long-term in nature and are derived from the Citys Mission, Vision, and Values. Key Focus Area 1: Organizational Excellence. Goal 1.1 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. Goal 1.2 Develop a high-performance organization Goal 1.3 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. Goal 1.4 Achieve a high level of customer satisfaction by providing professional, courteous customer interaction; through timely Goal 1.5 to automate work and improve convenience; through the use of data and evidence to drive management and operational decisions; and through regular audit and review to ensure adherence to necessary regulatory and policy requirements. Goal 1.6 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. 1 Goal 1.1 Manage Financial Resources in a Responsible Manner Expected Department Goal 1.1 - Work Plan (WP) & Performance Measures (PM) Completion WP1 City the organization September Auditors 2019 Number of audits conducted by Internal Audit PM New for FY18-19 | FY18-19 Target: 8 audits WP2 systems and processes Successful implementation of all operating budgets in new budget software PM New for FY18-19 | FY18-19 Target: 15 departments March Finance 2019 Pilot departmental travel and expense reporting system PM New for FY18-19 | FY18-19 Target: 2 departments Implement purchase card payment for vendors PM New for FY18-19 | FY18-19 Target: 10% of vendors accepting purchase cards Update the Purchasing Manual to better align with current practices WP3 and priorities Procurement July & Compliance2019 Council adoption of new Purchasing Manual PM New for FY18-19 | FY18-19 Target: July 2019 Implement new contract management software to better track and WP4 monitor the status of contracts Citywide Procurement March & Compliance2019 Complete testing of new contract management software PM New for FY18-19 | FY18-19 Target: February 2019 Goal 1.2 Develop a High-Performance Organization Expected Department Goal 1.2 - Work Plan (WP) & Performance Measures (PM) Completion WP1Enhance new leadership development programs Human October Resources2019 Establish baseline data for program participant satisfaction PM New for FY18-19 | FY18-19 Target: Establish baseline Develop a strong organizational culture by focusing on core values and WP2 providing training opportunities to employees at all levels of the organization Increase number of employees participating in City-sponsored training activities Human PM FY17-18: 5,080.5 | FY18-19 Target: 6,000 Resources, Ongoing Procurement Continue Employee Ethics training sessions PM & Compliance New for FY18-19 | FY18-19 Target: Quarterly training opportunities Conduct employee ethics assessment PM New for FY18-19 | FY18-19 Target: March 2019 City of Denton 2 2018-19 STRATEGIC PLAN Goal 1.2 (continued from page 2) Develop a High-Performance Organization Expected Department Goal 1.2 - Work Plan (WP) & Performance Measures (PM) Completion WP3Enhance availability of employee health incentives and wellness opportunities Implement the new Real Appeal Weight Loss Program through United Health Care Human PMOngoing New for FY18-19 | FY18-19 Target: January 2019 Resources Revise Healthy Incentives Program to provide increased options for employees PM New for FY18-19 | FY18-19 Target: June 2019 Implement Safety Strategic Plan to improve employee safety and WP4 decrease risk to organization Reduce on-job injuries per $100 of payroll Human March PM FY17-18: $0.94 | FY18-19 Target: $0.75 Resources2019 Vehicle accidents per 100 miles driven PM New for FY18-19 | FY18-19 Target: Establish baseline Goal 1.3 Expected Department Goal 1.3 - Work Plan (WP) & Performance Measures (PM) Completion Implement and enhance public communications, community engagement, WP1 and transparency PM FY17-18: 66.8% | FY18-19 Target: 80% Increase percentage of residents rating the quality of the Citys website as Ongoing PMgood or excellent FY17-18: 68% | FY18-19 Target: 80% Increase of followers across all social media platforms PM FY17-18: 213,096 | FY18-19 Target: 234,405 Increase number of social media impressions by 20% PM FY17-18: 1,239,555 | FY18-19 Target: 1,487,466 WP2Enhance internal communication tools and techniques Conduct Employee Forum information sessions with employees at multiple locations City PMquarterly to share information and answer employee questions Ongoing Managers FY17-18: 1 round of meetings | FY18-19 Target: 4 rounds of meetings Launch new Employee Communication Platform and establish baseline data PMfor number of readers New for FY18-19 | FY18-19 Target: October 2019 City of Denton 3 2018-19 STRATEGIC PLAN Goal 1.4 Achieve a High Level of Customer Satisfaction Expected Department Goal 1.4 - Work Plan (WP) & Performance Measures (PM) Completion WP1Complete 2019 Citizen Survey Increase overall satisfaction rate with customer service December PM FY17-18: 75.8% | FY18-19 Target: 80% 2019 Increase percentage of residents positively rating the value received from PMtheir tax dollars FY17-18: 50% | FY18-19 Target: 60% Expand and promote the Engage Denton application; citizen service request WP2 application launched in June 2018 Average time to close requests through the Engage Denton application April PM New for FY18-19 | FY18-19 Target: 4 days 2019 Number of citizen service requests responded to through the Engage Denton PMapplication New for FY18-19 | FY18-19 Target: 3,600 Explore ways to improve vendor relationships to encourage competitive WP3bidding, improve the quality of bids received, and ensure high-level service providers continue working with the organization Procurement Ongoing & Compliance Draft and conduct vendor satisfaction survey to maintain and improve relationships PM New for FY18-19 | FY18-19 Target: September 2019 Goal 1.5 Expected Department Goal 1.5 - Work Plan (WP) & Performance Measures (PM) Completion WP1 quality and availability of data Implement Phase I of new Computer Aided Dispatch System for Public Safety PM New for FY18-19 | FY18-19 Target: December 2019 Complete radio system replacement and integrate into Denton County PMRegional Radio System Technology Ongoing New for FY18-19 | FY18-19 Target: September 2019 Services PMof work vs. actual work New for FY18-19 | FY18-19 Target: >95% PMcomparing planned budget vs. actual budget New for FY18-19 | FY18-19 Target: >95% City of Denton 4 2018-19 STRATEGIC PLAN Goal 1.6 Collaborate with Local, Regional, State, and Federal Partners Expected Department Goal 1.6 - Work Plan (WP) & Performance Measures (PM) Completion WP1Adopt and implement legislative agenda June Work with DCTA and other municipalities to introduce and pass legislation to 2019 PMmodify the board membership of DCTA New for FY18-19 | FY18-19 Target: Spring/summer 2019 WP2Collaborate with community partners to enhance collective impact initiatives Community Ongoing Development PMTeam and the Denton County Behavioral Health Leadership Team New for FY18-19 | FY18-19 Target: Ongoing City of Denton 5 2018-19 STRATEGIC PLAN Key Focus Area 2 PUBLIC INFRASTRUCTURE KFAs are long-term in nature and are derived from the Citys Mission, Vision, and Values. Key Focus Area 2: Public Infrastructure. Goal 2.1 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 standard for City roads; and by constructing capital street projects with an estimated 40-year lifespan or greater. Goal 2.2 Enhance connectivity and seek solutions to improve mobility through coordination with regional transportation partners such as the Denton County Transportation Authority (DCTA), North Central Texas Council of Governments (NCTCOG), and the Texas Department of Transportation (TxDOT); by improving capacity of existing transportation network; improving bicycle and pedestrian infrastructure; and by enhancing aviation infrastructure at the Denton Enterprise Airport. Goal 2.3 Promote superior City facilities and utility services 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. Goal 2.4 Proactively manage and enhance drainage infrastructure street-sweeping program to remove litter and debris and increase the health of the Citys stormwater system. Goal 2.5 Develop a Capital Improvement Program that will meet our communitys needs infrastructure and meet projected growth trends. Goal 2.6 Implement infrastructure projects that improve the quality of life for residents by considering and minimizing the environmental impact of existing and future transportation infrastructure. City of Denton 6 2018-19 STRATEGIC PLAN Goal 2.1 Continuously Improve the Quality of City Roadways Expected Department Goal 2.1 - Work Plan (WP) & Performance Measures (PM) Completion WP1Enhance Street Maintenance Program Increase percentage of lane miles of asphalt, overlaid or microsealed, of the Capital September PMCitys 1,400 lane miles Projects2019 FY17-18: 11% | FY18-19 Target: 20% PM FY17-18: 9% of roadway network | FY18-19 Target: 20% of roadway network WP2Complete 2012 & 2014 Street Bond Program CapitalDecember Projects2020 Increase number of street bond-funded segments completed PM FY17-18: 53 | FY18-19 Target: 60 segments Goal 2.2 Enhance Connectivity and Seek Solutions to Improve Mobility Expected Department Goal 2.2 - Work Plan (WP) & Performance Measures (PM) Completion WP1Complete ADA Transition Plan and begin implementation Capital October Projects2019 Council approval of ADA Transition Plan PM New for FY18-19 | FY18-19 Target: October 2019 Develop a Master Thoroughfare Plan, update the Bicycle Master Plan, and WP2 the Mobility Plan CapitalDecember Council approval of Mobility Plan, Master Thoroughfare Plan, and the Projects2019 PMBicycle Master Plan New for FY18-19 | FY18-19 Target: December 2019 Develop a systematic approach to improving the connectivity, accessibility, and WP3well-being of the community through infrastructure projects and community partnerships that optimize access to a healthy lifestyle All CityJune Select a consultant to assist with strategy development and implementation PM Departments2019 New for FY18-19 | FY18-19 Target: January 2019 Present concept and draft strategy to City Council PM New for FY18-19 | FY18-19 Target: Spring 2019 September WP4Complete construction of the Denton Enterprise Airport Parallel Runway Project Airport 2019 City of Denton 7 2018-19 STRATEGIC PLAN Goal 2.3 Promote Superior City Facilities and Utility Services Expected Department Goal 2.3 - Work Plan (WP) & Performance Measures (PM) Completion WP1Maintain, build, and enhance City facilities to meet the needs of the community Service Center Remodel: Complete design and initiate construction PM New for FY18-19 | FY18-19 Target: Summer 2019 City Hall East Remodel for Police Department: Complete design and initiate construction PM New for FY18-19 | FY18-19 Target: Summer 2019 City Hall West: Complete design and initiate construction of window replacements Facilities PM Ongoing New for FY18-19 | FY18-19 Target: November 2018 Management Fire Station 3: Complete design and initiate construction PM New for FY18-19 | FY18-19 Target: March 2020 Fire Station 8: Complete design and initiate construction PM New for FY18-19 | FY18-19 Target: October 2019 American Legion Senior Center: Complete design and initiate construction PM New for FY18-19 | FY18-19 Target: April 2019 Maintain, build, and enhance Water and Wastewater facilities to meet the WP2 needs of the community Pecan Creek Water Reclamation Facility Capacity Study: Complete treatment plant PM per day using existing process units New for FY18-19 | FY18-19 Target: Winter 2019 Complete Water Distribution Asset Management Study and Plan: Provide prioritized PMdistribution system asset replacement plan for capital planning Utility Ongoing New for FY18-19 | FY18-19 Target: Summer 2019 Administration Ray Roberts Water Treatment Plan Condition and Expansion Assessments: Complete plant condition and expansion assessments and develop prioritized distribution system PM asset replacement plan for capital planning New for FY18-19 | FY18-19 Target: Spring 2019 Water Distribution and Wastewater Collection Systems: Implement wastewater collection PM areas where stormwater enters the wastewater collection system New for FY18-19 | FY18-19 Target: Spring 2019 Maintain, build, and enhance Parks and Recreation facilities to meet the WP3 needs of the community Dallas/Teasley Median: Complete median design PM New for FY18-19 | FY18-19 Target: August 2019 Parks and Ongoing Recreation Eagle/Elm Median: Complete median design PM New for FY18-19 | FY18-19 Target: July 2019 North Lakes Dog Park: Complete park design and construction PM New for FY18-19 | FY18-19 Target: December 2019 City of Denton 8 2018-19 STRATEGIC PLAN Goal 2.3 (continued from page 8) Promote Superior City Facilities and Utility Services Expected Department Goal 2.3 - Work Plan (WP) & Performance Measures (PM) Completion IOOF Cemetery Improvements: Complete project improvements PM New for FY18-19 | FY18-19 Target: December 2019 Parks and Ongoing Recreation South Lakes Park Parking Lot: Complete design and construction PM New for FY18-19 | FY18-19 Target: September 2019 WP4Complete charter required management study for Utilities Complete Utilities Management Study interviews Utility May PM New for FY18-19 | FY18-19 Target: Spring 2019 Administration2019 Complete draft Utilities Management Study and present draft to Public Utilities PMBoard and City Council New for FY18-19 | FY18-19 Target: Spring 2019 WP5 Environmental Ongoing Services Increase number of grease trap inspections PM FY17-18: 211 | FY18-19 Target: 200 Goal 2.4 Proactively Manage and Enhance Drainage Infrastructure Expected Department Goal 2.4 - Work Plan (WP) & Performance Measures (PM) Completion WP1 PEC-4: Begin construction of PEC-4 (Phase 1) PM FY17-18: 100% design | FY18-19 Target: 25% construction Capital Ongoing Projects Eagle Drive Drainage: Complete construction of Eagle Drive Drainage Project (Phase 2) PM FY17-18: 100% design | FY18-19 Target: 100% construction by August 2019 Downtown Drainage System Construction: Complete design and begin construction PM FY17-18: 60% design | FY18-19 Target: 100% design and 25% construction Implement Safety Strategic Plan to improve employee safety and WP2 decrease risk to organization Reduce on-job-injuries per $100 of payroll Human March PM FY17-18: $0.94 | FY18-19 Target: $0.75 Resources2019 Vehicle accidents per 100 miles driven PM New for FY18-19 | FY18-19 Target: Establish baseline City of Denton 9 2018-19 STRATEGIC PLAN Goal 2.5 Develop a Capital Improvement Program that will Meet Our Communitys Needs Expected Department Goal 2.5 - Work Plan (WP) & Performance Measures (PM) Completion WP1Implement 2012 and 2014 Bond Program Mayhill Road (Capital Projects): Complete the majority of project construction PM FY17-18: Construction in progress | FY18-19 Target: 80% construction Bonnie Brae (Capital Projects): Complete project construction for Phase 1 PM New for FY18-19 | FY18-19 Target: 100% by September 2019 Capital Projects, Parks and Bonnie Brae (Capital Projects): Initiate construction for Phase 2 PM Recreation, Ongoing New for FY18-19 | FY18-19 Target: 25% construction Solid Waste Hickory Creek Road West (Capital Projects): Complete design and initiate construction PM New for FY18-19 | FY18-19 Target: Begin construction by September 2019 PM FY17-18: Design completed on four, six are currently being designed | FY18-19 Target: 100% design and 50% construction Vela Soccer Complex (Parks and Recreation): Complete Project Construction PM New for FY18-19 | FY18-19 Target: 100% by April 2019 WP2Develop preliminary project plan for new bond program City September Managers Coordinate with departments to identify list of projects to be considered for 2019 PMnew bond program New for FY18-19 | FY18-19 Target: September 2019 Goal 2.6 Implement Infrastructure Projects that Improve Quality of Life for Residents Expected Department Goal 2.6 - Work Plan (WP) & Performance Measures (PM) Completion WP1Complete construction required to implement four Downtown Quiet Zones December Capital Projects Develop monthly communication strategy to keep the community informed 2019 PMabout the project New for FY18-19 | FY18-19 Target: March 2019 City of Denton 10 2018-19 STRATEGIC PLAN Key Focus Area 3 ECONOMIC DEVELOPMENT KFAs are long-term in nature and are derived from the Citys Mission, Vision, and Values. Key Focus Area 3: Economic Development. Goal 3.1 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. Goal 3.2 Make Denton a destination for visitors by promoting festivals, events, hotels, and the Convention 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. Goal 3.3 Promote a business-friendly environment cultivate positive relationships with the development community. Goal 3.4 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. City of Denton 11 2018-19 STRATEGIC PLAN Goal 3.1 Develop Targeted Policies and Incentives that Boost Economic Growth Expected Department Goal 3.1 - Work Plan (WP) & Performance Measures (PM) Completion WP1Develop Economic Growth Plan for Targeted Geographic Areas Economic April Development2019 Complete economic growth plan for Oak/Gateway Area PM New for FY18-19 | FY18-19 Target: 100% Complete conceptual plan for Mews Streets and a downtown Multiple July WP2 solid waste strategy Departments2019 Develop Downtown Master Plan with a focus on design standards, parking, Development September WP3 streets, and walkability Services2019 WP4Complete and develop utilization plan for Oak/Gateway Small Area Plan Development January Services2019 PMSmall Area Plan New for FY18-19 | FY18-19 Target: 50% Develop a strategy to address current and future parking needs in key WP5 areas across the community Development June Services2019 Establish baseline parking stall counts for key areas including UNT and Downtown PM New for FY18-19 | Establish baseline Development September WP6Complete Historic Preservation Master Plan Services2019 Goal 3.2 Make Denton a Destination for Visitors Expected Department Goal 3.2 - Work Plan (WP) & Performance Measures (PM) Completion WP1Initiate development of a conceptual plan for a new performance venue Economic August Development2019 Complete performance venue plan PM New for FY18-19 | FY18-19 Target: July 2019 WP2Coordinate with the CVB to develop meaningful performance metrics EconomicSeptember Establish performance metrics to be included in the FY19-20 contract between Development2019 PMthe City and CVB New for FY18-19 | FY18-19 Target: Establish metrics WP3Initiate process of establishing a Tourism Public Improvement District in Denton Economic June Development2019 Complete application process for Tourism Improvement District PM New for FY18-19 | FY18-19 Target: September 2019 City of Denton 12 2018-19 STRATEGIC PLAN Goal 3.2 (continued from page 12) Make Denton a Destination for Visitors Expected Department Goal 3.2 - Work Plan (WP) & Performance Measures (PM) Completion WP4Use public art to enhance Denton as a cultural destination Complete MLK Recreation Center art installation project PM New for FY18-19 | FY18-19 Target: September 2019 Economic Ongoing Development PM New for FY18-19 | FY18-19 Target: June 2019 Complete repair of Pops Carter statue PM New for FY18-19 | FY18-19 Target: January 2019 WP5 Development Services, Ongoing Capital PMattended Projects New for FY18-19 | FY18-19 Target: 100% Initiate process to create gateway/major corridor design and development Development September WP6 standards in coordination with master thoroughfare plan Services2019 Goal 3.3 Promote a Business-Friendly Environment Expected Department Goal 3.3 - Work Plan (WP) & Performance Measures (PM) Completion WP1Provide business assistance support to existing and new businesses Economic Ongoing Development Increase number of business assistance responses PM FY17-18: 450 | FY18-19 Target: 475 Apply to the Texas Comptroller for the Economic Development WP2 Transparency Star Designation Economic Ongoing Development Receive Economic Development Transparency Star designation PM New for FY18-19 | FY18-19 Target: September 2019 Collaborate with workforce development partners to support WP3 local training and hiring Co-host Denton Community Job Fairs Economic PMOngoing FY17-18: 2 | FY18-19 Target: 2 Development Host Denton Workforce Development Coalition Meetings PM FY17-18: 2 | FY18-19 Target: 2 DevelopmentMarch WP4Complete Denton Development Code update Services2019 City of Denton 13 2018-19 STRATEGIC PLAN Goal 3.3 (continued from page 13) Promote a Business-Friendly Environment Expected Department Goal 3.3 - Work Plan (WP) & Performance Measures (PM) Completion WP5Improve planning/plan review process Initiate solicitation and begin implementation of development services software PM New for FY18-19 | FY18-19 Target: 75% Development Multiple ServicesDates Implement New Model for Development Review Engineering PM New for FY18-19 | FY18-19 Target: Spring 2019 Reduce number of days to review residential plans PM FY17-18: 8.4 | FY18-19 Target: 5 Goal 3.4 Encourage Development, Redevelopment, Recruitment, and Retention Expected Department Goal 3.4 - Work Plan (WP) & Performance Measures (PM) Completion WP1Coordinate with Stoke to provide resources for entrepreneurs in the community Conduct monthly coordination meetings between City and Economic PM Ongoing Development FY17-18: 12 | FY18-19 Target: 12 Co-host new creative economy conference with Stoke and PMGreater Denton Arts Commission New for FY18-19 | FY18-19 Target: 1 conference WP2Enhance existing small-business-focused program Economic Ongoing Development Host City of Denton Small Business Resource Fair PM New for FY18-19 | FY18-19 Target: 1 resource fair WP3Utilize Chamber economic development contract to attract new businesses Monitor Chamber Response Leads PM FY17-18: 42 | FY18-19 Target: 47 Economic Ongoing Development Monitor site visits resulting from Chamber Response Leads PM FY17-18: 7 | FY18-19 Target: 7 Monitor average number of new contracts per marketing event attended by Chamber PM New for FY18-19 | FY18-19 Target: 3 City of Denton 14 2018-19 STRATEGIC PLAN Goal 3.4 (continued from page 14) Encourage Development, Redevelopment, Recruitment, and Retention Expected Department Goal 3.4 - Work Plan (WP) & Performance Measures (PM) Completion WP4Leverage business parks to attract new businesses Economic Ongoing Development PMDallas Regional Chamber RFPs, and direct leads FY17-18: 39 | FY18-19 Target: 40 WP5Continue Business Retention and Expansion Program Economic Ongoing Development Continue to conduct on-site business retention and expansion visits PM FY17-18: 60 | FY18-19 Target: 60 City of Denton 15 2018-19 STRATEGIC PLAN Key Focus Area 4 SAFE, LIVABLE & FAMILY-FRIENDLY COMMUNITY KFAs are long-term in nature and are derived from the Citys Mission, Vision, and Values. Key Focus Area 4: Safe, Liveable & Family-Friendly Community. Goal 4.1 Enhance public safety by focusing on crime-prevention programs; maintaining high level of emergency preparedness; providing services to a growing community. Goal 4.2 Promote clean and healthy neighborhoods services to remove litter, waste, and blight from the community. Goal 4.3 Provide high-quality community services accessible and diverse services to meet community needs. Goal 4.4 Provide outstanding leisure, cultural, and educational opportunities education and government entities; and by maintaining excellent library, parks, and recreation services. Goal 4.5 Support citizens in need through partnerships with area social services agencies and the use of federal, state, and regional resources. City of Denton 16 2018-19 STRATEGIC PLAN Goal 4.1 Enhance Public Safety Expected Department Goal 4.1 - Work Plan (WP) & Performance Measures (PM) Completion WP1Develop Strategic Plan for Police Reduce violent Part I crime rate per 1,000 population PM FY17-18: 2.8 | FY18-19 Target: <2.8 Reduce Property Part I crime rate per 1,000 population PM FY17-18: 22.9 | FY18-19 Target: <22 PMinvestigation unit FY17-18: 31.7% | FY18-19 Target: 32% Increase percentage of citizens rating they feel safe in Denton PM March FY17-18: 77% | FY18-19 Target: 80% Police 2019 Increase percentage of citizens rating Police Services as excellent or good PM FY17-18: 75% | FY18-19 Target: 82% PM New for FY18-19 | FY18-19 Target: Establish baseline Reduce DWI/DUI vehicle accidents PM FY17-18: 173 | FY18-19 Target: 164 Reduce Priority I call response time by one minute PM FY17-18: 7:46 | FY18-19 Target: 6:46 Complete Police Department Resource Plan PM New for FY18-19 | FY18-19 Target: 100% WP2Increase the diversity of Fire Civil Service Exam applicant pool Conduct quarterly meetings of the Diversity Advisory Group, with representation PM Denton Fire Fighters Association FireOngoing New for FY18-19 | FY18-19 Target: 4 meetings Continue Fire Explorers partnership with Boys Scouts of America PM New for FY18-19 | FY18-19 Target: 24 meetings Implement new youth Fire Summer Camp PM New for FY18-19 | FY18-19 Target: June 2019 WP3Implement Automatic Fire Station Alerting System September PM Fire FY17-18: 44.83% | FY18-19 Target: 90% 2019 Average unit turn-out time (number of minutes from when a 911 dispatch is received PMto when units are en route to the scene) FY17-18: 1:15 | FY18-19 Target: 1:15 City of Denton 17 2018-19 STRATEGIC PLAN Goal 4.1 (continued from page 17) Enhance Public Safety Expected Department Goal 4.1 - Work Plan (WP) & Performance Measures (PM) Completion WP4Open Fire Department Training Facility October Promote employee development through training hours Fire PM 2019 FY17-18: 52,643 | FY18-19 Target: 53,696 Provide regional training opportunities to outside entities PM New for FY18-19 | FY18-19 Target: 6 training opportunities Goal 4.2 Promote Clean and Healthy Neighborhoods Expected Department Goal 4.2 - Work Plan (WP) & Performance Measures (PM) Completion WP1 regulations to maintain high levels of voluntary compliance Increase number of community meetings attended annually where property PMmaintenance educational information is provided FireOngoing FY17-18: 36 | FY18-19 Target: 40 Increase number of property maintenance code educational PMmaterials distributed annually FY17-18: 3,104 | FY18-19 Target: 3,125 Expand awareness of Neighborhood Project Matching Grant Program to WP2 Enhance the Quality of Life in Neighborhoods Development Ongoing Increase funding expended through the Neighborhood Project Matching Services PMGrant Program FY17-18: $25,197 | FY18-19 Target: $50,000 Goal 4.3 Provide High-Quality Community Services Expected Department Goal 4.3 - Work Plan (WP) & Performance Measures (PM) Completion WP1 September Develop Coordinated Strategy for National Night Out Police PM 2019 New for FY18-19 | FY18-19 Target: July 2019 PM FY17-18: 4 | FY18-19 Target: 8 City of Denton 18 2018-19 STRATEGIC PLAN Goal 4.4 Provide Outstanding Leisure, Cultural, and Educational Opportunities Expected Department Goal 4.4 - Work Plan (WP) & Performance Measures (PM) Completion WP1Develop Parks Recreation and Trail System Master Plan PM New for FY18-19 | FY18-19 Target: March 2019 Parks and December Recreation2019 Conduct community parks and recreation amenity needs analysis PM New for FY18-19 | FY18-19 Target: May 2019 City Council adoption of the Parks Recreation and Trail System Master Plan PM New for FY18-19 | FY18-19 Target: December 2019 WP2Develop Parks and Recreation Capital Standards Create standards for parks to ensure consistency and help project future Parks andMay PMmaintenance and budgetary needs Recreation2019 New for FY18-19 | FY18-19 Target: March 2019 Commit and develop a plan to aspire that all Denton residents live within a PM10-minute walk of a park facility New for FY18-19 | FY18-19 Target: March 2019 Expand programs and resource opportunities to help support the maintenance WP3 and operation of Parks and Recreation programs and facilities Update the Parks Sponsorship, Donation, and Naming Rights Policy PM New for FY18-19 | FY18-19 Target: March 2019 Implement cost for service model for Parks and Recreation activities Parks and December PM New for FY18-19 | FY18-19 Target: May 2019 Recreation2019 Expand Summer Camp Opportunities PM FY17-18: 357 | FY18-19 Target: 386 Improve community awareness and support by introducing and publishing a new PMblog to increase awareness of Parks and Recreation programs and services New for FY18-19 | FY18-19 Target: May 2019 May WP4Complete Library Master Plan Library 2019 WP5Reduce Barriers to Library Service PM New for FY18-19 | FY18-19 Target: September 2019 Expand Denton Public Library To-Go (DPL2GO) Outreach Services to Denton PMlocations outside of a 2.5 mile radius of any library branch by 50%LibraryOngoing FY17-18: 4 services | FY18-19 Target: 6 services Increase rate of patron self-checkout by 7% PM FY17-18: 43% | FY18-19 Target: 50% Increase downloadable and streaming content use by 25% PM FY17-18: 123,308 | FY18-19 Target: 154,135 City of Denton 19 2018-19 STRATEGIC PLAN Goal 4.5 Support Citizens in Need Expected Department Goal 4.5 - Work Plan (WP) & Performance Measures (PM) Completion WP1Make homelessness rare, brief, and nonrecurring Reduce total persons experiencing homelessness in Denton County by 5% annually PMper DCHLT Dashboard report Ongoing FY17-18: 534 | FY18-19 Target: 510 Reduce veteran homelessness in Denton County by 50% by end of 2019 per PMDCHLT Dashboard report FY17-18: 48 | FY18-19 Target: 24 Explore a relaunch of a program that employs people experiencing December WP2 homelessness 2018 Assist with the implementation of the Denton County Homeless Leadership WP3 Ongoing Team Strategic Plan 2018-2021 Support programs that assist low-to-moderate income families with basic WP4needs in the areas of food security, housing, mental and physical healthcare, childcare, prevention of homelessness, and utilities assistance PM FY17-18: $439,300 | FY18-19 Target: $471,000 Ongoing Number of individuals served annually with CDBG or Human Services funds PM FY17-18: 6,174 | FY18-19 Target: 8,665 Increase number of people served annually through the Utility Assistance program PM FY17-18: 415 | FY18-19 Target: 450 Assist low-to-moderate income households with securing and/or WP5 PM NFY17-18: 4 | FY18-19 Target: 4 Number of households receiving minor repair, renovation, and reconstruction Ongoing PMhousing assistance FY17-18: 23 | FY18-19 Target: 20 PMCDBG/HOME grants FY17-18: 6 | FY18-19 Target: 8 City Managers Spring WP6Initiate Committee on Citizens with Disabilities 2019 Capital Projects City of Denton 20 2018-19 STRATEGIC PLAN Key Focus Area 5 SUSTAINABLE & ENVIRONMENTAL STEWARDSHIP KFAs are long-term in nature and are derived from the Citys Mission, Vision, and Values. Key Focus Area 5: Sustainable & Environmental Stewardship. Goal 5.1 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. Goal 5.2 Manage Dentons Solid Waste and Recycling in a Sustainable Manner. Goal 5.3 Reduce air pollution through greenhouse gas management, and by reducing air pollutants from government operations. Goal 5.4 Goal 5.5 Provide infrastructure for alternative modes of transportation by making Denton safer and more accessible for bicycles, pedestrians, and other modes of transit. Goal 5.6 through incentive programs and the availability of infrastructure and programming that encourages residents to reduce energy consumption and promote a healthy environment. City of Denton 21 2018-19 STRATEGIC PLAN Goal 5.1 Responsibly Manage Dentons Water, Land, and Other Natural Resources Expected Department Goal 5.1 - Work Plan (WP) & Performance Measures (PM) Completion WP1Maintain compliance with City stormwater permit Environmental Number of watershed monitoring events performed Ongoing PM Services FY17-18: 931 | FY18-19 Target: 996 Ratio of illicit discharges reported to number of discharges resolved PM FY17-18: 98% | FY18-19 Target: 90% Complete Urban Forest Master Plan to identify opportunities to preserve and Parks and August WP2 expand the urban tree canopy Recreation2019 Parks andNovember WP3Complete the Parks, Recreation and Trail System Master Plan Recreation2019 Redevelop Park Acquisition and Development Policy to Increase Resources to Parks andAugust WP4 Purchase and Preserve Potential Park Land Recreation2019 Adopt a Conservation and Landscape Code to protect natural WP5 ecological resources DevelopmentMarch Number of trees planted in new development projects in accordance with the new Services2019 PMConservation and Landscape Code New for FY18-19 | FY18-19 Target: Establish baseline Adopt standards in the Denton Development Code that increase open space in DevelopmentMay WP6 the built environment Services2019 Goal 5.2 Manage Dentons Solid Waste and Recycling in a Sustainable Manner Expected Department Goal 5.2 - Work Plan (WP) & Performance Measures (PM) Completion WP1Perform business case analysis of Solid Wastes Recycling Program September Solid Waste 2019 Establish recycling baseline data to reduce recycling contamination PM New for FY18-19 | FY18-19 Target: Establish baseline Perform business case analysis of Solid Wastes Building Materials Recovery December WP2 Solid Waste and Rubble Processing operations 2018 Perform business case analysis of Solid Wastes Home Chemical Collection April WP3 Solid Waste operation 2019 Perform business case analysis of Solid Wastes Yard Waste & Brush April WP4 Solid Waste Collection operation 2019 April WP5Develop a rate correction strategy for Solid Waste Solid Waste 2019 City of Denton 22 2018-19 STRATEGIC PLAN Goal 5.2 (continued from page 17) Manage Dentons Solid Waste and Recycling in a Sustainable Manner Perform business case analysis of Solid Wastes Enhanced Leachate July WP6 Solid Waste Recirculation System 2019 WP7 PMSolid WasteOngoing FY17-18: 1,402 pounds per cubic yard | FY18-19 Target: 1,425 pounds per cubic yard Decrease waste disposal per capita through material diversion PM FY17-18: 1,751 pounds per year | FY18-19 Target: 1,700 pounds per year Goal 5.3 Reduce Air Pollution Expected Department Goal 5.3 - Work Plan (WP) & Performance Measures (PM) Completion Acquire new renewable energy sources to achieve 100% renewable energy WP1 goal by 2020 Denton Actual renewable energy purchases made December PM Municipal New for FY18-19 | FY18-19 Target: 47% 2020 Electric Complete negotiations with Whitetail Developer to determine how the PMagreement will help achieve the Citys renewable energy targets New for FY18-19 | FY18-19 Target: September 2019 WP2Decommission Gibbons Creek Coal-Fired Power Plant Denton September Municipal 2019 Complete Gibbons Creek Plant Sales Agreement Electric PM New for FY18-19 | FY18-19 Target: September 2019 Reduce per capita greenhouse gas emissions 50 percent below WP3 2006 levels by 2020 December Sustainability 2020 Increase number of air quality education and awareness events and activities PM FY17-18: 1 | FY18-19 Target: 8 WP4Continue Gas Well Monitoring Inspection Program Environmental Ongoing Services Percentage of gas well inspection action items addressed PM FY17-18: 100% | FY18-19 Target: 100% WP5 Fleet, Ongoing Sustainability PM New for FY18-19 | FY18-19 Target: Establish baseline City of Denton 23 2018-19 STRATEGIC PLAN Goal 5.4 Expected Department Goal 5.4 - Work Plan (WP) & Performance Measures (PM) Completion WP1 Denton Complete the LED Streetlight Pilot Program Municipal 2021 PM New for FY18-19 | FY18-19 Target: March 2019 Electric PM New for FY18-19 | FY18-19 Target: 1,500 Identify electric peak reduction opportunities for City facilities to WP2 Denton reduce electric costs and consumption May Municipal 2019 Identify City facilities available to reduce electric demand Electric PM New for FY18-19 | FY18-19 Target: 5 facilities Goal 5.5 Provide Infrastructure for Alternative Modes of Transportation Expected Department Goal 5.5 - Work Plan (WP) & Performance Measures (PM) Completion WP1Expand Availability Electric Vehicle Charging Stations Denton October Issue Request for Proposals and install updated electric vehicle charging equipment Municipal PM 2019 New for FY18-19 | FY18-19 Target: 10 sites Electric Improve the minimum utilization rate for electric vehicle charging facilities PM New for FY18-19 | FY18-19 Target: 5% WP2Expand Bicycle Infrastructure Network Capital December Stripe two or more miles of bike lanes/sharrows per quarter in accordance with the Projects2019 PMBicycle Master Plan New for FY18-19 | FY18-19 Target: 2+ per quarter WP3Expand Pedestrian Safety Amenities Enhance lighting (brightness and location) at three critical downtown intersections PM Capital December New for FY18-19 | FY18-19 Target: April 2019 Projects2019 Improve crosswalk safety and sidewalk connectivity at schools New for FY18-19 | FY18-19 Target: Continue implementation of Safe Routes to PM TxDOT in early calendar year 2019) City of Denton 24 2018-19 STRATEGIC PLAN Goal 5.6 Minimize Environmental Impact Expected Department Goal 5.6 - Work Plan (WP) & Performance Measures (PM) Completion WP1Promote solar rebates provided through the GreenSense Program Denton September Municipal 2019 Minimum percentage of solar rebate funding expended Electric PM New for FY18-19 | FY18-19 Target: 80% Denton WP2 Municipal September Electric, 2019 PM Sustainability New for FY18-19 | FY18-19 Target: 3 workshops WP3Expand availability of City-sponsored sustainability outreach initiatives Increase citizen participation in City-sponsored sustainability workshops PM Sustainability, FY17-18: 2,099 | FY18-19 Target: 2,309 Denton Total number of students enrolled in Denton Sustainable Schools Municipal PM FY17-18: 18,438 | FY18-19 Target: 22,126 Electric, Ongoing Keep Denton PM Beautiful, FY17-18: 14 | FY18-19 Target: 15 Capital Increase number of Energy Audits Projects PM FY17-18: 119 | FY18-19 Target: 143 Increase number of Water Audits PM FY17-18: 20 | FY18-19 Target: 23 City of Denton 25 2018-19 STRATEGIC PLAN PCO, 9/18 ADA/EOE/ADEA TDD (800) 735-2989 www.cityofdenton.com City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 19-032,Version:1 AGENDA CAPTION Receive a report, hold a discussion, and give staff direction regarding the Denton Public LibraryÓs annual report and performance report for FY 2017-2018, the new Denton Public Library 2019-2021 Strategic Plan, and the future direction of library operations for the City of Denton. City of DentonPage 1 of 1Printed on 1/3/2019 powered by Legistar© AGENDA INFORMATION SHEET AGENDA DATE: January 7, 2019 DEPARTMENT: Library ACM: Bryan Langley SUBJECT: annual report and performance report for FY 2017-2018, the new 2019-2021 Strategic Plan, and the future direction of library operations for the City of Denton. BACKGROUND: During this work session, staff will review the annual report and performance report and introduce the new 2019-2021 Strategic Plan. Each year, the Denton Public Library creates an annual report for the public in order to foster transparency in government and promote library services to the community. This brief report gives an accounting of pertinent statistics, measures, and some of the activity that takes place within the library department. The li presents library trends and how the library stands in comparison to state standards and comparison city libraries. The new 2019-2021 Strategic Plan meets requirements for accreditation by the Texas State Library. It lay to transform lives, strengthen community, and inspire imagination. An additional x-matrix spreadsheet for staff use identifies flexible initiatives and action items tied to the strategic priorities and designates staff accountability and timelines for projects. PRIOR ACTION/VIEW (COUNCIL, BOARDS, COMMISSIONS): The Denton Public Library Board approved the 2019-2021 Strategic Plan at the December 10, 2018 meeting. The Denton Public Library Board will be presented with the annual report and performance report for FY 2017-18 at the January 14th regular meeting. EXHIBITS: Exhibit 1Agenda Information Sheet Exhibit 2Library Annual Report Presentation FY17-18 Exhibit 3Denton Public Library Annual Report FY17-18 Exhibit 4Library Performance Report FY17-18 Exhibit 5Library Strategic Plan Exhibit 6Library Strategic Plan Overview Exhibit 7Library Strategic Plan X-Matrix Respectfully submitted: Jennifer Bekker Director of Libraries jennifer.bekker@cityofdenton.com (940) 349-8776 Community • Education • Resources library.cityofdenton.com • (940) 349-8752 Annual Report 2017-2018 Customer Satisfaction Rating*: FY 17-18 Highlights: • Emily Fowler Central Library added The Legacy Lab, a self-service lab with equipment to convert and save family memories. 95% • Launched an online library card sign up option. • All branches added Discovery Kits, backpacks learning activities. • Received the 2017 in Libraries Award. 7,518 people read 2.5 million minutes for the 2018 Summer Reading Challenge. 93% of participants said the Summer Reading Challenge encouraged them to read this summer. 88% of participants said the Summer Reading Challenge inspired them to continue reading throughout the year. A new online option made it easy for participants to register and track reading minutes. What people are saying about the Summer Reading Challenge: Love it! It really encourages our whole family to read! I love this! There is a great sense of community as families read together. I started my son when he was 1 year old. He looks forward to it each summer. It was really good motivation for me to get back into Most frequently Most checked out frequently audiobook: checked out Harry Potter and the movie: Sorcerer’s Stone Wonder Woman by J.K. Rowling Attendance at classes & events increased 13%. Lynda.com had 6,972 logins, that’s a 31% increase in use since last year. Pronunciator had 9% more logins than last year. Students utilized 729 online tutoring sessions through Brainfuse this year. Items Checked Out: 1,151,962 Library Visits: 506,581 Attendance at Classes and Events: 55,719 Items in Collection: 281,651 Hours Worked by Volunteers: 9,005 Public Computer Logins: 79,657 Questions Answered: 153,966 New Card Holders: 8,503 Most frequently Most frequently Most checked out book checked out book frequently for children: for young adults: checked out Are You Ready to Harry Potter and book for adults: Play Outside? the Cursed Child The Rooster Bar by J.K. Rowling by Mo Willemsby John Grisham Total Budget: $6,064,112 Salaries & Benefits 23% $3,797,774 Physical & Digital Materials $659,850 3% Utilities $202,185 63% 11% Other Operating Expenses $1,404,303 www.cityofdenton.com ADA/EOE/ADEA TDD: (800) 735-2989 Pub. 12/18 Denton Public Library Performance Report FY2017/2018 Texas Public Library Standards Serving Denton 93% of participants said the Summer Reading Challenge encouraged them to read this summer. 88% of participants said the Summer Reading Challenge inspired them to continue reading throughout the year. 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Denton Public Library has been the heart of the community since 1933. As Denton has grown, the library has evolved to provide ity and culture. We look forward to continuing that tradition with our new strategic plan. This plan will guide library services, resources, technology, and initiatives for the next three years. Over the last six months, we listened to input from community members, library staff, and Library Board members, and assessed community needs to guide the strategic plan. We developed a new vision, mission, and a set of strategic priorities to reflect that input and address the needs of the community. We will deliver high levels of service to all Denton residents through our priorities to strengthen community, transform lives, and inspire imagination. We recognize the need for libraries to be flexible and responsive to changing community needs, and to take advantage of new opportunities and trends as they arise. We will identify annual initiatives and action items to support our strategic priorities and ensure Denton Public Library continues to be an innovative and relevant library system. We thank everyone who contributed to this strategic plan and those who value and support libraries as centers of community, education, and discovery. We look forward to continuing to make a lasting positive impact on our vibrant Denton community. Jennifer Bekker, Director of Libraries A Message from the Library Board President educate individuals, spark innovation, and provide the building blocks for sustainable and diverse communities to thrive. Libraries nurture lifelong learning, recognize and respect diversity, and celebrate our collective history. Our libraries consistently reflect on the current and emerging needs of patrons in the 21st century and choose to advance literacy and champion inclusive learning experiences for all people. I believe this plan will enrich lives and inspire imagination by fostering accessibility and embracing new technology. I am inspired by the expressed initiatives, goals, and priorities to be achieved. My humble appreciation extends to those who dedicated their time and expertise to envision the plan, including Jennifer Bekker, Director of Libraries, staff, trustees, and most of all, the residents and neighbors who provided feedback. Th -informed staff, but the passions of its patrons, and advocacy from pport local culture and the needs of the community in exciting ways. Sashenka López, MLS President, Denton Public Library Board Why have a strategic plan? A strategic plan provides clarity in planning and developing library services, collections, and technology. It keeps the library focused on its mission, vision, and values. In addition to being a best practice, a strategic plan is required by the Texas State Library and Archives Commission for public library accreditation. Methodology Library leadership decided early in the planning process to develop a strategic plan that would be accessible to everyone. It needed to be something easy to read, remember, and refer to throughout the 2019-2021 period. It was important to the leadership team that the strategic plan be something that all staff referred to in all aspects of library work. The new strategic plan is a one page document that could be posted in public areas to provide transparency and in staff areas for accountability. The one page strategic plan features the Denton Public Library strategic priorities and goals for the next three years. It also includes a new library vision statement, values, and mission statement. An additional document is used by library staff to identify annual strategic initiatives and action items that are tied to the strategic priorities and goals. Strategic initiatives and action items will be updated annually to provide flexibility and responsiveness. Action items are specific and measurable. Each action items contains a timeline for individual steps and staff ownership. The X-matrix will be reviewed monthly to ensure accountability. Input and Community Participation Library leadership, consisting of the director of libraries, managers, assistant-branch managers, team leaders, and the technology librarian participated in an input session to identify DPL vision and values and conducted a SWOT analysis. All library staff members were invited to participate in one of three input sessions. The Director of Libraries led the sessions, asking staff to provide input for the library vision and a SWOT analysis The Director of Libraries led the Library Board in an input session, asking them to provide input for the library vision and values and a SWOT analysis A group of 12 teens from the Teen Advisory Board participated in a community input session, providing input on the library vision and values and a SWOT analysis Three public input sessions were offered, one at each library location. Members of the public particip community needs, and priorities for library services. Technology Plan Denton Public Library strives to provide the access to current technology, utilize technology to provide access to library services, and educate the community and staff about using technology and technology trends. We endeavor to provide new technologies to allow community members to become familiar with them via interaction and instruction. We provide computer and internet access to the public for general, educational and entertainment use. We utilize technology to better provide traditional library services to the community via digital content services, online learning platforms, and tools that assist in the circulation of physical items. library staff and the City of Denton Technology Services department. Specific technology initiatives and action items are updated annually and included as part of the operational matrix of the Denton Public Library 2019-2021 Strategic Plan. Collection Development Plan Denton Public Library collections timely, cost effective manner. The library acquires and makes available broad based and diverse resources that educate, entertain and enrich persons as individuals and as members of society. The library strives to maintain a balance of viewpoints on all subjects while being receptive to customer suggestions and taking care to anticipate and respond to indicators of significant new needs. The library practices ongoing collection management techniques in order to maintain the vitality of the library resources and keeps abreast of technological changes that affect the development of the collection and resources. The library follows the Denton Public Library Collection Development Policy when selecting materials for or removing materials from the library collection. Specific collection initiatives and action items are updated annually and included as part of the operational matrix of the Denton Public Library 2019-2021 Strategic Plan. City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 19-091,Version:1 AGENDA CAPTION Receive a report, hold a discussion and give staff direction regarding potential polling locations for the May 4, 2019 City Council election. City of DentonPage 1 of 1Printed on 1/3/2019 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: City Secretary’s Office DCM: Bryan Langley DATE: January 7, 2019 SUBJECT Receive a report, hold a discussion and give staff direction regarding potential polling locations for the May 4, 2019 City Council election. BACKGROUND In preparation for the upcoming May City Council election, staff is seeking direction on the number of Election Day polling locations Council would like to consider. The City is required to have four polling locations, one per City Council District. The four primary polling locations include: District 1 – MLK Recreation Center; District 2 – North Branch Library; District 3 – North Lakes Recreation Center; and District 4 – Denia Recreation Center. For the May 2018 election, Council held several Work Session discussions and decided to add four additional polling locations, which resulted in two polling locations per Council District. The four additional polling locations included: District 1 – Pecan Creek Elementary School; District 2 – Billy Ryan High School; District 3 – Fire Station #7; and District 4 – L.A. Nelson Elementary School. The cost to add the four additional polling locations in 2018 was approximately $6,000 total. The table below depicts the number of ballots cast on Election Day in 2018 by location: DistrictLocationBallots Cast 1MLK Recreation Center252 1Pecan Creek Elementary 50 2North Branch Library 707 2Billy Ryan High 209 3North Lakes Recreation Center 391 3Fire Station 7 318 4Denia Recreation Center282 4LA Nelson Elementary 529 Total Ballots Cast on Election Day 2,738 Note that these locations are not used for Early Voting. Early Voting occurs at different sites as designated by the County. As in previous years, voters in each City Council District will be assigned to a specific Election Day polling location based on their County precinct. During Early Voting, voters would be able to vote at any location in Denton County. Any change in polling locations would require a media campaign to make voters aware of the changes so as to avoid confusion on Election Day. A decision on Election Day polling locations need to be finalized prior to the calling of the election. Staff th is planning to bring the calling of the election forward on theFebruary 5 Council agenda. OPTIONS Continue with the current four sites without additional locations.Publicize the numerous Early Voting sites available to voters throughout the County. Add one additional location in each Council District Add additional locations to limited Council Districts based on prior year voter turnout or some other methodology (not all Districts would have a second location) PRIOR ACTION/REVIEW (Council, Boards, Commissions) Council considered additional polling locations for the 2017 election but decided not to increase the number of locations. Council added four additional Election Day polling location for the 2018 election. Respectfully submitted: Jennifer Walters City Secretary um6�uuuuuuuuuuuuum umu uuuumuuuuuuuuuuuuuuu �uuuuumuuuuum� umii�uuuuuuu uuuuuuumu •: s •: s • •: • s •: � �: �, � � •: � •: s � �: s •: s �: � �; s � �: �, � ,� . +l � •: s � •: i •: • � s ! � •: � � � • s � s � • � s • • � � �! • •: � �: �i � �i � •: �i � �. •; •: