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2019-08-01 Agenda with Backup
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"\]\]\]\]\]\]\]\],^23,2:"Z)A$A\\"Z.A$A\\ \]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\]\] 0M5Q";E0BE5 BQ '+,$ #-).$)/0*012*3 ' (#)1) ! "#$% &*)) $+!,+)$-.,#+#3 !6=!796> LV5E@""5CE"0M5Q"VP"4EL5VL"0M5Q"0VXL0M_"9VBG";E;;MVL"BVVF"M;" 00E;;MK_E"ML" 00VB4 L0E"9M5C"5CE" FEBM0 L;"9M5C"4M; KM_M5ME;" 05A""5CE"0M5Q"9M__"RBV`M4E" ;MWL"_ LWX WE"ML5EBRBE5EB;"PVB"5CE"CE BMLW"MFR MBE4"MP"BEaXE;5E4" 5"_E ;5"bU" CVXB;"ML" 4` L0E"VP"5CE";0CE4X_E4"FEE5MLWA""R_E ;E"0 __"5CE"0M5Q" ;E0BE5 BQ^;"VPPM0E" 5"cb?NUc>?"VB"X;E"5E_E0VFFXLM0 5MVL;"4E`M0E;"PVB"5CE" 4E P"Z544\\"KQ"0 __MLW"<NU>>NBE_ QN5d";V"5C 5" ";MWL"_ LWX WE"ML5EBRBE5EB"0 L" KE";0CE4X_E4"5CBVXWC"5CE"0M5Q";E0BE5 BQS;"VPPM0EA '+,$ #-).$)/0*012*3 ' (#)4) City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 19-1711,Version:1 AGENDA CAPTION Receive a report, hold a discussion, and give staff direction regarding project recommendations from the Citizens Bond Advisory Committee for the November 2019 bond election. City of DentonPage 1 of 1Printed on 7/29/2019 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Finance CFO: Antonio Puente, Jr. DATE: August 1, 2019 SUBJECT Receive a report, hold a discussion, and give staff direction regarding recommendations from the Special Citizens Bond Advisory Committee for the November 2019 bond election. BACKGROUND City Council approved a resolution establishing the Special Citizens Bond Advisory Committee on April rd 23 Consider the previously presented projects in the bond program: o Public safety facilities o Major roadway projects o Local streets improvements o Streetlights o Sidewalks o Parks and Open Space Consider a program not to exceed $235 million in total cost; and consider a $100 million program o (Not to exceed was originally $210M; amended with Resolution 19-1687) Recommend from zero percent up to two percent of the 2019 bond-funded vertical construction costs for public art funding. th The Committee met eight times beginning May 30. Below were the primary subjects of each meeting: May 30 Bond History/Financial Analysis June 6: Public Safety Presentation (Tour) June 13: Major Roadway Projects/ Local Streets June 20: Public Art/Open Space June 27: Streetlights/Sidewalks/Financial Analysis/ July 11: Public Safety Facility Cost Updates/Project Prioritization/Financial Analysis/Public Comment July 18: Project Prioritization/Financial Analysis/Follow Up/Public Comment July 25: Committee Action on Bond Propositions/Public Comment th At the July 25 meeting the Committee made a recommendation of projects, total funding amount, and public art inclusion in the 2019 Bond Program. Below are recommendations for each proposition and total program funding from the Committee. After voting on each project separately, the Committee unanimously approved the recommendation. attached, along with a detail of the vote margin on each individual project. Agenda Information Sheet August 1, 2019 Page 2 SCBAC Recommendation Proposition Bond Cost Public Safety Facilities Proposition $ 61,900,000 Streets Improvements Proposition $ 154,000,000 Park Improvements Proposition $ 5,619,000 Total Bond Program Recommendation $ 221,519,000 The Committee recommended 1% of vertical construction cost be devoted to public art and the entire public art amount be placed in the Park Improvements Proposition. The recommendation to devote 1% of vertical construction costs to public art was within the update to the current public art policy which specifies funding between 2%-4% of vertical construction for public art Financial assumptions of the 6-year program include an estimated 5% assessed value growth in FY2021- FY2026, and up to a 3.5 cent increase over the current debt service tax rate of $.215045 as a result of bond program issuance. Consistent with previous Council direction, the total tax rate is not anticipated to increase over the current total rate of $0.620477. All presentations to the SCBAC can be found on the 2019 bond program web page: https://www.cityofdenton.com/en-us/government/strategic-initiatives/bondprograms/proposed-2019-bond PRIOR ACTION/REVIEW On April 1 and April 16, the City Council discussed the proposed 2019 Bond Program and received presentations from City staff regarding the initial project list and provided direction on the formation of a Special Citizens Bond Advisory Committee. City Council approved a resolution establishing the Special Citizens Bond Advisory Committee on April 23, 2019. On July 16, 2019 City Council approved an amendment to the establishing resolution to increase the EXHIBITS Exhibit 1 Agenda Information Sheet Exhibit 2 SCBAC Recommendation Exhibit 3 SCBAC Individual Project Votes Exhibit 3 SCBAC Recommendation Presentation Respectfully submitted: David Gaines Director of Finance SCBAC Recommendation ProjectBond Cost Police Station Renovation$ 36,000,000 Fire Station 8$ 4,900,000 Police Substation$ 21,000,000 Public Safety Facilities Proposition$ 61,900,000 Street Rehab Program$ 70,000,000 Bonnie Brae (V,VI,VII)$ 27,000,000 Hickory Creek Rd.$ 34,000,000 Sidewalks Program$ 12,000,000 Street Lighting$ 7,000,000 Ryan Rd.$ 4,000,000 Streets Improvements Proposition$ 154,000,000 Open Space (Land Acquisition)$ 5,000,000 Public Art (1% Vertical Construction)$ 619,000 Park System Improvements Proposition$ 5,619,000 Total Bond Program Recommendation$ 221,519,000 SCBAC Individual Project Recommendations wĻĭƚƩķĻķ ƚƷĻ ProjectBond Cost LƓ CğǝƚƩhƦƦƚƭĻ Police Station Renovation$ 36,000,000 Fire Station 8$ 4,900,000 ƚƷĻķ ƚƓ ğƭ ƦğĭƉğŭĻ ƚƓ Police Substation$ 21,000,000 ЊЍЋ WǒƌǤ ЊБƷŷ Street Rehab Program$ 70,000,000 Bonnie Brae (V,VI,VII)$ 27,000,000 Hickory Creek Rd.$ 34,000,000 ЊЋЏ Sidewalks Program$ 12,000,000 ЊЋЏ Street Lighting$ 7,000,000 ЊЌЎ Ryan Rd.$ 4,000,000 ЊЊА Open Space (Land Acquisition)$ 5,000,000 ЊЊА Public Art 1% Vote Public Art (1% Vertical Construction)$ 619,000 108 100% Park Prop Vote Programs Not Recommended 108 LƓ CğǝƚƩhƦƦƚƭĻ Police Firing Range $5M$ 5,000,000 ВВ Robinson Rd. $12.3M$ 12,300,000 ЍЊЍ Jim Christal Rd. $1.7M$ 1,700,000 ЋЊЍ McKinney Street $52.9M$ 52,900,000 ƚƷĻķ ƚƓ ƷƚŭĻƷŷĻƩ LƓ CğǝƚƩhƦƦƚƭĻ Final Overall Recommendation Vote City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 19-1709,Version:1 AGENDA CAPTION Receive a report, hold a discussion, and give direction regarding departmental presentations in preparation for the FY 2019-20 Proposed Budget, Capital Improvement Program, and Five Year Financial Forecast. City of DentonPage 1 of 1Printed on 7/29/2019 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT:Finance CFO:Antonio Puente, Jr. DATE:August1, 2019 SUBJECT Receive a report, hold a discussion, and give direction regarding departmental presentations in preparation for the FY 2019-20 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 July and August is to have each City Department give a brief presentation to City Council. Each presentation will cover the prior year accomplishments, future goals, budget emphasis, cost containment strategies, process improvements, functional areas, major responsibilities, performance measures, and the proposed FY 2019-20 Budget. The planned presentations for this meeting are from Parks, Development Services, Engineering and Traffic. TheDepartment presentations are attached to this item. EXHIBITS Exhibit 1 –Agenda Information Sheet Exhibit 2 –Parks Presentation Exhibit 3 –Development Services Presentation Exhibit 4 –Engineering Presentation Exhibit 5 –Traffic Presentation Respectfully submitted: David Gaines 940-349-8260 Director of Finance Prepared by: Nick Vincent 940-349-8063 Budget Manager Millions Millions City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 19-1710,Version:1 AGENDA CAPTION Receiveareport,holdadiscussion,andgivestaffdirectionregardingtheFY2019-20CityManager’sProposed Budget, Capital Improvement Program, and Five-Year Financial Forecast. City of DentonPage 1 of 1Printed on 7/30/2019 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Finance CFO: Antonio Puente Jr. DATE: August 1, 2019 SUBJECT Receive a report, hold a discussion, and give staff direction regarding the FY 2019-20 Proposed Budget, Capital Improvement Program, and Five-Year Financial Forecast. BACKGROUND The FY 2019-20 will be submitted to the City Council and included as Exhibit 5. The Proposed Budget has been developed to accomplish the goals and objectives that are outlined in the City of Denton included in the proposed budget and 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. 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 2018-19 year-end revenue and expenditure estimates Proposed FY 2019-20 Tax Rate Proposed FY 2019-20 Operating Budgets by Fund Proposed FY 2019-20 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 Water, Wastewater, and Solid Waste budgets. As discussed in the Proposed Budget, no rate increases are proposed for Electric, Water, Wastewater and Solid Waste Funds. Staff is working with consultants to complete Cost of Service studies for the Parks and Development Services Departments. The proposed FY 2019- Exhibit 4 includes a listing of supplemental requests for FY 2019-20 in the General Fund and other select funds. The budget includes a tax rate 1.5 cents above the effective tax rate, and includes tiers 1, 2 and 3 of the General Fund supplemental packages. Exhibit 3 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 Solid Waste and Electric will be submitted to Council during the month of August. 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 2 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 1 Vote to Call Public Hearings on Proposed (Maximum) Tax Rate st August 20 1 Public Hearing on Tax Rate nd September 10 2 Public Hearing on Tax Rate Public Hearing on Proposed Budget September 17 City Council Adopts Budget and Tax Rate. Staff looks forward to 9-20 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. Budget Presentation 3. Water, Wastewater and Miscellaneous Redline Rate Ordinances 4. Supplemental Funding Requests 5. FY 2019-20 Proposed Budget Respectfully submitted: David Gaines, 349-8260 Director of Finance Prepared by: Nick Vincent 940-349-8063 Budget Manager ORDINANCE NO. 2019-_______________ 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; 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. 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 5 B. METER CHARGES Meter Reading 5 Meter Testing 5 Meter Tampering and/or Damage Charge 6 Meter Inaccessibility Charge 6 C. MISCELLANEOUS FEES, CHARGES AND DEPOSITS Returned Payment Charge 7 Service Deposits 7 Waiver of Service Deposits 8 Late Payment Charge Due on Delinquent Balances 9 Interest Charge on Past Due Account Balance 9 1 Interest Earned on Contract Retainage 10 Credit Card Processing Service Fee 10 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 -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. NEW SERVICE CHARGES All Meters except for Non-Standard Electric Meter First Service Requested $23.00 First Service Requested, guaranteed $30.00 same day service (In addition to first service requested) Non-Standard Electric Meter First Service Requested $131.00 First Service Requested, guaranteed $176.00 same day service METER RECONNECTION PROCESS CHARGE APPLICATION 3 DELINQUENT AND RECONNECT CHARGES Residential Delinquent Service Fee $23.00 (When service is disconnected at the electric socket or water meter) Commercial Delinquent Service Fee $46.00 (When service is disconnected at the electric socket or water meter) Delinquent Service Fee $168.00 (When a service truck is required or the water meter has been removed) Residential Reconnect Charge, guaranteed same day service $30.00 (In addition to delinquent service fees) Commercial 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- 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 Residential Customer Application Charge - per person $3.00 New Commercial Customer Application Charge $16.00 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. on- 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 5 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. 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 6 MISCELLANEOUS FEES, CHARGES, AND DEPOSITS RETURNED PAYMENT CHARGE APPLICATION Appl 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. 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 7 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 The deposit shall cease to earn interest on the date it is 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: 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 li 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 ed as a 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 8 the Utilities Customer Service Department, then the requirement of a utility deposit shall be waived for that Applicant. This provision is applicab (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. 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. Late payment charges will not continue to be assessed once an account is closed. 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 Interest charges will not continue to be assessed once an account is closed. The interest provided for and assessed herein . 9 CHARGE 1% / month on all past due charges and account balances 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, payment processing vendor after the customer has confirmed the payment amount and authorized the fee. CHARGE Per Payment Transaction 2.7% of the payment amount remitted using the non- 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 October 1, 201918; and a copy of said fees and charges shall be maintained on file in the Office of the City Secretary of Denton, Texas. The motion to approve this Ordinance was made by __________________________ and seconded by _________________________________; the Ordinance was passed and approved by the following vote \[___ - ___\]: 10 Aye Nay Abstain Absent Chris Watts, Mayor: ______ ______ ______ ______ Gerard Hudspeth, District 1: ______ ______ ______ ______ Keely G. Briggs, District 2: ______ ______ ______ ______ Jesse DavisDon Duff, District 3: ______ ______ ______ ______ John Ryan, District 4: ______ ______ ______ ______ Deb Armintor, At Large Place 5: ______ ______ ______ ______ Paul Meltzer, At Large Place 6: ______ ______ ______ ______ PASSED AND APPROVED this the _______ day of _______________________,201918. _________________________________ CHRIS WATTS, MAYOR ATTEST: ROSA RIOSJENNIFER WALTERS, CITY SECRETARY By: __________________________________ APPROVED AS TO LEGAL FORM: AARON LEAL, CITY ATTORNEY By: ___________________________________ 11 ORDINANCE NO. 20192018-_________ AN ORDINANCE ESTABLISHING THE SCHEDULE OF RATES WASTEWATER SERVICE; 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 established 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 37 SDI Stormwater Reinspection Fee 39 Special Facilities Rider 40 2 SCHEDULE SR RESIDENTIAL WASTEWATER SERVICE (Effective 10/01/1918) 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 $11.00/bill (2) Volume Charge $3.80/1,000 gallons effluent MONTHLY RATES (SRO) OUTSIDE CORPORATE LIMITS WITH CITY OF DENTON WATER SERVICE (1) Facility Charge $12.75/bill (2) Volume Charge $4.40/1,000 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 5,400gallons. 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. 3 Current Average Daily Usage Rate per 1,000 gallons 1,000 For customers without an established current Average Daily Usage, billings shall be based on 100% of 5,400 gallons. 5,400 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 SRNI SRNO Inside Corporate Outside Corporate Limits Limits (1) Facility Charge $11.00/bill $12.75/bill (2) Volume Charge $3.80/1,000 gals $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. 4 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. 5 SCHEDULE SMH MOBILE HOME PARK WASTEWATER SERVICE (Effective 10/01/1918) APPLICATION Applicable for mobile home parks that are master water metered to provide residential wastewater 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 $26.50bill (2) Volume Charge $3.80/1,000 gallons effluent MONTHLY RATE (SMHO) OUTSIDE CORPORATE LIMITS WITH CITY OF DENTON WATER SERVICE (1) Facility Charge $30.50/bill (2) Volume Charge $4.40/1,000 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. 6 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 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 SMNI SMNO Inside Corporate Outside Corporate Limits Limits (1) Facility Charge $26.50/bill $30.50/bill (2) Volume Charge $3.80/1,000 gals $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 per mobile home 7 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 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 10/01/1918) 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 $26.50/bill (2) Volume Charge $4.85/1,000 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 $30.50/bill (2) Volume Charge $5.50/1,000 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 SCNI SCNO Inside Corporate Outside Corporate Limits Limits (1) Facility Charge $26.50/bill $30.50/bill (2) Volume Charge $4.85/1,000 gals $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: 11 Four-Part Grab $170.00/each First Day of Composite Sampling $110.00 Additional Day Composite Sampling $50.00/each 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 10/01/1918) 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 $4.85/1,000 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 10/01/1918) 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 ar 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. 15 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. 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 10/01/1918) 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 requirements: 1. Sections 26-309, 26-310, and 26-311 of the City of Denton Code of Ordinances 2. Insurance C 3. 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 17 MINIMUM BILLING Facility Charge 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 10/01/1918) 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 $26.50/bill (2) Volume Charge $6.75/1,000 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: 19 Four-Part Grab $170.00/each First Day of Composite Sampling $110.00 Additional Day Composite Sampling $50.00/each (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. 20 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: Water volume .95 Rate per 1,000 gallons 1,000 21 SCHEDULE SM METERED WASTEWATER INSIDE AND OUTSIDE CORPORATE LIMITS (Effective 10/01/1918) 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 RATE SMI SMO Inside Corporate Outside Corporate Limits Limits (1) Facility Charge $323/bill $361.50/bill (2) Volume Charge $4.85/1,000 gals $5.50/1,000 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 10/01/1918) 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 Meter $32.00 1- $38.70 Meter $51.50 Meter $110.40 Meter $218.90 Meter $299.20 Meter $419.20 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 10/01/1918) 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. 26 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: 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 10/01/1918) APPLICATION Applicable to any and all customers, whether residential, commercial, or wholesale, which elect to he 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. Each bag of Dyno Dirt contains 1 cubic foot. 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 Dirt (Bagged) $4.00/Per Bag (3)(4) Dyno Lite $30.00/Cubic Yard (4)(5) Dyno Dirt Overs $2.00$3.00/Cubic Yard (B) Wood Mulch (1) Dyno Landscape Mulch $27.50/Cubic Yard (2)(1) Dyno Deco Colored Mulch $30.00/Cubic Yard (3)(2) 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 contractors rate will be given to companies or persons who provide a current and valid resale certificate for inspection. 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 10/01/1918) 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 fo 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 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 10/01/1918) 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 $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 10/01/1918) 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 10/01/1918) 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 $500 Reinspection Fee of aerobic treatment systems $250 New Construction of non-aerobic treatment systems $300 Reinspection Fee of non-aerobic treatment systems $150 $200 33 SCHEDULE SWP COLLECTION AND TRANSPORTATION SERVICES PERMIT (Effective 10/01/1918) 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 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 aid are nonrefundable. Application and service Service Department. Service fees are non-transferable between vehicles and are unit specific. 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 Denton permit, or during any suspension of a permit period. Each day of illegal operations dered 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 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. been permitted, operates any piece of equipment with an expired permit, performs some other permit violation, fails to assess all applicable permit violation fees. City staff, and the payment of all monies owed the City, the status of the permit will be determined. 35 Revocation of Services & Non-Renewal of Permits If the City finds any requirement of the permit has been violated, or observes service providers . Additionally, the City may revoke or not renew the service 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 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 nce. The City of Denton has the authority to inspect the contents of any container located within 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 10/01/1918) 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 37 privately-owned drainage system, not draining into the City of Denton drainage system, upon the 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 10/01/1918) 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 10/01/1918) (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 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. 40 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 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, 201918, 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. The motion to approve this ordinance was made by __________________________ and seconded by _________________________________; the ordinance was passed and approved by the following vote \[___ - ___\]: Aye Nay Abstain Absent Mayor Chris Watts: ______ ______ ______ ______ Gerard Hudspeth, District 1: ______ ______ ______ ______ Keely G. Briggs, District 2: ______ ______ ______ ______ Jesse DavisDon Duff, District 3: ______ ______ ______ ______ John Ryan, District 4: ______ ______ ______ ______ Deb Armintor, At Large Place 5: ______ ______ ______ ______ Paul Meltzer, At Large Place 6: ______ ______ ______ ______ 41 PASSED AND APPROVED this the _________ day of ___________________, 201918. __________________________________ CHRIS WATTS, MAYOR ATTEST: ROSA RIOSJENNIFER WALTERS, CITY SECRETARY BY: __________________________________ APPROVED AS TO LEGAL FORM: AARON LEAL, CITY ATTORNEY BY: __________________________________ 42 ORDINANCE NO. 2019-_____________________ AN ORDINANCE ESTABLISHING THE RATES FOR WATER AND WATER SERVICE; 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 established 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 SCHEDULE WR RESIDENTIAL WATER SERVICE (Effective 10/01/1918) 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 2 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 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 3 15,001-30,000 gals $4.15 $8.15 Over 30,000 gals $4.15 $10.90 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. 4 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 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 10/01/1918) 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 7 6 inch Meter $344.10 8 inch Meter $482.10 10 inch Meter $690.00 (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 10/01/1918) 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, 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 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 10/01/1918) 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 $288.72 per bill (2) Water Volume Rate $0.61 per 1,000 gallons (WD2/WD3) (3) Subscribed Demand Rate $667,879 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 10/01/1918) 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: $.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 10/01/1918) 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: $0.0266$0.0270 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 10/01/1918) 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 ction). 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 14 1-1/2 inch $670.00 2 inch $680.00 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 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 (s 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 10/01/1918) 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 10/01/1918) 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 10/01/1918) (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. 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 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, 201918; and a copy of said rates, fees, and charges shall be maintained on file in the Office of the City Secretary of Denton, Texas. 18 The motion to approve this Ordinance was made by __________________________ and seconded by _________________________________; the Ordinance was passed and approved by the following vote \[___ - ___\]: Aye Nay Abstain Absent Chris Watts, Mayor: ______ ______ ______ ______ Gerard Hudspeth, District 1: ______ ______ ______ ______ Keely G. Briggs, District 2: ______ ______ ______ ______ Jesse DavisDon Duff, District 3: ______ ______ ______ ______ John Ryan, District 4: ______ ______ ______ ______ Deb Armintor, At Large Place 5: ______ ______ ______ ______ Paul Meltzer, At Large Place 6: ______ ______ ______ ______ PASSED AND APPROVED this the _____ day of __________________201918. ________________________________ CHRIS WATTS, MAYOR ATTEST: ROSA RIOSJENNIFER WALTERS, CITY SECRETARY By: __________________________________ 19 APPROVED AS TO LEGAL FORM: AARON LEAL, CITY ATTORNEY By: ___________________________________ 20 DIVISION PROGRAM PACKAGE (Parks and Recreation) LƓƷĻŭƩğƷĻķ tĻƭƷ ağƓğŭĻƒĻƓƷ tƩƚŭƩğƒ PROGRAM DESCRIPTION: This request is to fund the implementation of the new Integrated Pest Management (IPM) Program. RELATIONSHIP TO STRATEGIC PLAN: KFA 4: Safe, Livable and Family-Friendly Community 4.4 Provide outstanding leisure, cultural, and educational opportunities by cultivating mutually beneficial partnerships with area education and government entities; and by maintaining excellent library, parks, and recreation services. CURRENT PRACTICES: Parks Maintenance (PM) staff is responsible for the maintenance of park properties. The goal of maintenance is safety, cleanliness, athletic field playability, and the overall enjoyment of our citizens and visitors. PM currently employs a combination of biological, cultural, physical, and chemical tools as part of an overall Integrated Pest Management (IPM) program. Recently, there is an increasing focus on the use of chemical pesticides and a desire to explore alternative methods. Fertilization and topdressing are the primary cultural and organic methods used to create a healthy turf. Other cultural and organic practices such as mowing, aeration, and over-seeding support the on-going strength of the turf. These practices can reduce weed and insect pests, therefore reducing the need for synthetic and chemical pesticide product use. CURRENT ISSUES: An updated IPM program was presented to City Council on May 7, 2019, with options regarding the use of weed killer glyphosate. Direction was given to discontinue the use of the chemical, increase the fertilization of grass, and explore substitute weed killer products. Emphasis on cultural and organic methods continues to be a priority. Additional fertilization of the turf will promote grass growth and naturally inhibit weeds. Topdressing is a recognized and essential method of building a healthy turf. Both practices will result in the need for additional mowing, supplies, and labor. To increase fertilization in the park system, water trucks will be needed to provide water to parks that are not irrigated. The water will be used to set and activate the fertilizer. The improvement to the condition of the soil and fertilization will promote grass growth that will require additional mowing. Maintenance will be followed up with the use substitute pesticides to manage weed growth. Topdressing is the uniform application of a thin layer of soil and organic material over the turf surface, acting as a natural fertilizer to turf. The practice was implemented during the original IPM development in 2001 but was discontinued due to budgetary constraints in 2005. PM has identified the primary areas in each park that will be top-dressed based on location and use. The practice is expected to improve overall health and strength of the turf resulting in a decrease in pests and improved park experience for the users. An organic program is currently being tested at Denia Park. The park will be monitored for a growing season and outcomes will be reported. With this project, staff will be able to more accurately estimate the environmental, resource, and financial impact of implementing other cultural and organic methods long-term. SOLUTION AND RECOMMENDATIONS: Costs to implement the IPM program as directed by City Council is $381,100. Mowing Fertilizer Labor / Water Sub Product Sub Product Total Truck Spot Spray Broadcast Class A & B Class A & B Class A & B Park System Park System $248,400 $40,000 $80,000 $1,200 $11,500 $381,100 Staff recommends funding an additional $80,000 to reinstate topdressing. The total funding request for Park Maintenance is $461,100. tƌĻğƭĻ ƓƚƷĻ Ώ ǞŷźƷĻ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE ParksandRecreation BlockParty/StreetClosureFund PROGRAMDESCRIPTION: Fundingisrequestedtocreateastreetclosurefundthatwillassistindividualsand/or neighborhoodsoffsetthecostincurredrelatedtorequirementsforstreetclosures. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.3ΑProvidehighqualityservicesbybuildingrelationshipswithneighborhoodandcivic organizations;andbyofferingaccessibleanddiverseservicestomeetcommunityneeds. CURRENTPRACTICES: Allstreetclosuresarerequiredtohaveatrafficcontrolplancompletedtoassessthepotential impactontrafficduetotheclosure.Theplanalsosupportsthedesignandmethodsusedto closethestreet.Thetrafficcontrolplanmustbedevelopedbyaprofessionalengineeror licensedtrafficcontrolprofessionalinaccordancewiththeTexasManualonUniformTraffic ControlDevices. Professionalcompaniesareavailabletodevelopaplanandprovidetheappropriate equipmentneededtocloseastreet.Thisserviceisprovidedforafee.Therearecurrentlyno exemptionstothisrequirementforstreetclosures. CURRENTISSUES: Neighborhoodblockpartiesaregenerallyorganizedsmallscaleactivitiesthatcloseasmall numberofblocksonalocalservice,residentialstreetthatareinitiatedbyandintendedto attractonlylocalresidentswholiveonorincloseproximitytothestreetbeingclosedand notintendedforthegeneralpublic. Obtainingatrafficcontrolplanandusingaprofessionalcompanytoprovidetheequipment toappropriatelycloseastreetcanbecostly.Thisexpensecanbeburdensometoindividuals and/orneighborhoodgroupswantingtoholdablockparty. Recognizingthebenefitsofblockpartiestothecommunity,theCitydoesnotwantto unintentionallycreateobstaclesthatwoulddiscourageorimpedecitizensfromholdingblock parties.Thecreationofastreetclosurefundwouldallowindividualsand/orneighborhood groupstorequestfundingtohelpoffsetthecostassociatedwithmeetingthestreetclosure requirementsandensurethesafetyoftheparticipantsandthepublic. SOLUTIONANDRECOMMENDATIONS: StaffrecommendscreatingaGeneralFundsupportedaccountwith$2,400thatwouldbe usedtooffsetthecostassociatedwithmeetingthestreetclosurerequirements.Thisfunding wouldbeusedspecificallyforblockpartiesandwouldallowindividualsand/or neighborhoodgroupstoapplyforamaximumof$200perevent. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISION PROGRAM PACKAGE Parks and Recreation #±¤ ³¨® ®¥ #®ȃ3¯®²®±²§¨¯ &´£ PROGRAM DESCRIPTION: Funding is requested to create a co-sponsorship fund to support in-kind service requests from special events. RELATIONSHIP TO STRATEGIC PLAN: KFA 4: Safe, Livable and Family-Friendly Community 4.3 Provide high-quality services by building relationships with neighborhood and civic organizations; and by offering accessible and diverse services to meet community needs. CURRENT PRACTICES: The Parks and Recreation Department (PARD) is responsible for facilitating all special events in the City of Denton. Event organizers submit applications to the Special Event Supervisor who gathers all required information on the event, communicates the information to all impacted departments, ensures applicable requirements are met, and assists the applicant through the process to approval. Special event organizers can request support from the City through in-kind services such as a waiver of rental fees for a facility or park, public safety services, labor assistance, equipment, supplies, and payment of expenses related to the event. The requests are treated as co-sponsorships with conditions and requirements for the support. Staff prepares administrative documentation and presents the request to City Council for their approval. The loss in revenue from waived fees, staff costs, and direct costs for expenses paid are absorbed by the departments. Staffing special events is a direct cost in personal services for Police, Fire, and PARD. Waiver of fees has a direct impact on projected revenues. The loss in revenue and hours worked by staff must be recovered. Departments must reallocate resources and makes cuts in other areas to cover the expenses associated with special events or shift the burden of increasing revenues on other programs and services. CURRENT ISSUES: Currently, there is no formal policy regarding special events or co-sponsorships. A new ordinance outlining the policy and procedures for special events is scheduled to be presented to City Council on May 7, 2019. A proposed policy is also being drafted for co- sponsorships. Absent formal policies, departments have relied on previously established practices. Specifically, for co-sponsorships, the practice has been that only registered non- profits were eligible for in-kind services. All requests were then taken to City Council for approval. Parks and Recreation tracks the costs related to the event for all departments. Over the last year, Parks and Recreation has experienced an increased number of requests for in-kind services. The informal nature of the process is creating issues with timeliness of requests, verification of non-profit status, and assurance of Council approval. The impact of providing these services is not budgeted for and is impacting the restricted allocation of hours for temporary seasonal personnel, increasing overtime expenses, and increased loss of revenue for waiver of fees. Recognizing the benefits special events can bring to a community, continued support of the e be funded by the General Fund. The current level of in-kind services is not sustainable by the individual budgets for each department. Departments are experiencing direct impacts to expenditures and revenues as well as to staffing and other resources. Additionally, the Recreation Fund is directly supported by revenue form fee-based programming. Continued absorption of loss and reallocation of resources results in inequitable subsidies by other programs and services. SOLUTION AND RECOMMENDATIONS: Staff recommends creating a General Fund supported account that would be used to support the cost of in-kind services provided to special events. $250,000 is requested based on actual expenses across all City departments to support special events per the chart below. An additional $30,000 is requested to cover expenses incurred due to opening City facilities during inclement weather for public events. Total recommended funding is $280,000. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISION PROGRAM PACKAGE POLICE General Investigations Section - Major Crimes Section - Family Services Section- Special Operations Section- Authorized Fiscal Year Population HiredAttrition Net Gain Strength 18-19 YTD*136,26818212-84 17-18*136,26817716-124 16-17*133,808171/17622-1111 15-16131,0441643-8-5 14-15128,20516319-910 13-14123,0991607-70 12-13123,6601568-71 11-12120,19815510-82 10-11113,3831554-8-4 09-10122,8301555-10-5 o o o o o o o o Construction Guide Professional Development Program DIVISION PROGRAM PACKAGE (DEPARTMENT) Civilian Jailers PROGRAM DESCRIPTION: This supplemental package would provide funding to add two (2) additional FTEs assigned as Civilian jailers for the Municipal Jail. RELATIONSHIP TO STRATEGIC PLAN: The addition of two (2) civilian jailers is consistent with all department objectives under Strategic Plan Key Focus Area 4: Safe, Livable, and Family Friendly Community, Goal 4.1 Enhance Public Safety. CURRENT PRACTICES: The minimum jail staff currently allotted is two jailers on duty per shift. Jail staff members are tasked with the care and welfare of all arrestees within the facility. During their shift the control room serves as the hub of jail activity and remains unlocked. Jailers and jail shift supervisors are regularly occupied in administrative tasks related to reports and care of arrestees. The space is monitored from the control room and rounds are performed regularly by staff to maintain safety in the space by monitoring arrestees for potential unknown risks such as suicide attempts, violence between arrestees and other health related welfare concerns that would necessitate an emergency medical response. Currently, our staffing level is not congruent with other agencies of similar size in our area which contributes to lower supervision of arrestees. The comparator cities used in this analysis were Lewisville, Frisco, Richardson and Keller which serve a similar population size as Denton. The most comparable agency in volume of jail bookings was Frisco Police Department which had 3,551 arrestees booked in 2018. Frisco has an authorized staff of sixteen (16) jailers and two (2) supervisors. The Denton City Jail has a staff of eleven (11) including three (3) shift supervisors. In 2018 Denton had 3,581 bookings which contributed to a work load of 325 average bookings per jailer. This volume of bookings is higher per jailer than all comparator agencies in 2018. This is compared with an average booking rate of 188 in Lewisville, 197 in Frisco 262 in Richardson and 289 in Keller during calendar 2018. CURRENT ISSUES: DPD jail personnel have interrupted several suicide attempts in the past which is not uncommon in a short-term addition to monitoring arrestees is not optimal and creates divided attention and consumes a significant portion of staff time that cannot be dedicated to monitoring arrestees. The booking process requires searching of all arrestees, preparation of arraignment and bond paperwork, completion of transfer paperwork and preparation of arraigned arrestees for transport to Denton County Jail, providing meals and medication to arrestees, sanitizing of cells, mats and counters, laundering of blankets and soiled articles belonging to arrestees, answering questions via phone posed by officers, attorneys, bondsmen, family members and other jail facilities. This is not an exhaustive list of tasks completed by the jail but is comprised of repetitive administrative tasks that have a functional component that reduces the time available to monitor arrestees. In addition to the administrative tasks jailers can commit considerable time and attention to the movement of disruptive or violent arrestees to isolation cells and or restraint devices which precludes monitoring of any other arrestee because the physical nature of these confrontations requires both jailers participate. The City jail operates on a minimal staffing level that requires the payment of overtime on any occasion when a jail staff member is off due to injury, illness or vacation. Jail staffing for the city is below the industry average for north Texas cities with comparable populations. The lack of a comparable number of jail staff members to local agencies to book and supervise consumers of jail services increases liability for the City and contributes to low morale and increased staff stress that contributes to a refusal of overtime when offered. Considering that most in custody suicides occur in short term facilities, having adequate comparable staffing levels is important for providing for increased safety for citizens and staff. SOLUTION AND RECOMMENDATIONS: The addition of two (2) FTEs in the jail would reduce the work load and lower liability in this area for the City bringing our organization more closely parallel to other north Texas comparator agencies. This increase in staffing should also help alleviate overtime liabilities associated with vacation and sick vacancies. In 2018, one thousand nine hundred sixteen hours (1,916) of overtime were attributed to the jail, at a cost of more than $64,300. In context, this amount of overtime, equates to 87.5% of one fulltime jailer FTE. This package would eliminate the need for such a high payout in overtime and provide the additional staffing levels to help address the safety and supervision needs of arrestees in the jail. The first-year cost to fund this package, including personnel, equipment, and training, is $146,445. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ 2 DIVISION PROGRAM PACKAGE Public Safety Communications Center Additional Telecommunications employees PROGRAM DESCRIPTION: This supplemental package would provide funding to add three (3s) 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 telecommunicator 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 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. Additionally, an updated NENA staffing tool assessment was conducted on June 2018 based on average annual call volume, average number of calls per person, utilization of staff, attrition rate and current number of full time employees. The results were sim staffing recommendation. A breakdown of the NENA staffing tool results are listed below. Proposed Number of Current Number of FTEs Using Volume PersonnelFTE EmployeesFormula Management (Director & Deputy Directors)11 Managers (Ops, Support, IT, HR)01 Call-takers116 Text to 9-1-1 Call Takers00 Law Enforcement Dispatchers415 Fire/Rescue Dispatchers12 EMS Dispatchers37 NCIC Dispatchers02 Shift Supervisors44 Training Coordinator11 Quality Assurance Supervisor01 Quality Assurance Staff (full time)00 IT Supervisors00 IT Staff (GIS, MDT, CAD, Telephony, IT)00 Administrative (Assistants & Coord.)00 9-1-1 System Coordinator00 Administrative Assistant00 Total Personnel 2540 SOLUTION AND RECOMMENDATIONS: This supplemental funding would provide for the addition of three (3) FTEs. This would allow the City to meet the first half of the initial MCP staffing recommendation and staffing assessment. tƌĻğƭĻ ƓƚƷĻ Ώ ƚǒ ƒǒƭƷ ƭƷźƌƌ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ DIVISIONPROGRAMPACKAGE Library EliminateOverdueFines PROGRAMDESCRIPTION: Eliminateoverduefinesonlibrarymaterialsreturnedaftertheduedate.Thelibrarywill continuetochargereplacementordamagedfeesforlostordamageditems.Patron accountswillautomaticallysuspendcheckoutofadditionallibrarymaterialsifitemsare overdue.Afterareasonableamountoftimetheitemwillbeconsideredlostandthe replacementcostoftheitemwillbechargedtotheƦğƷƩƚƓƭaccount. Thiswouldresultinalossofanestimated$101,000inoverduefinerevenueannuallyplus anestimated$2,500fromcollectionfees.Thatcostwouldbeoffsetbyanestimated savingsof$3,000$5,000incostsforUniqueManagementServicesforaccountcollection services.Therewouldalsobeseveralnonfinancialbenefits,includingincreasedcommunity goodwill,improvingequityofservicetolibrarypatronsregardlessoffinancialmeans,and librarystafftimethatwouldbereallocatedtootherdutiessuchasshelving,shifting,and shelfreading.Librarystaffhandled13,800transactionsinvolvingoverduefinesinFY17/18. of460staffhoursthatcouldbe Ifeachtransactiononlytooktwominutes,thatisasavings reallocatedtootherduties.Additionaltimewouldalsobesavedbyeliminatingtheneedfor cashhandlingprocessestotrack,handle,anddocumentdailyfinetransactions. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,Livable&FamilyFriendlyCommunity Goal4.4:Provideoutstandingleisure,cultural,andeducationalopportunities CURRENTPRACTICES: Currently,whenalibrarypatronreturnsanitemafteritsduedate,achargeof25¢is chargedforeachdaytheitemisoverdue.Oncethetotalamountowedreaches$5.00,the ƦğƷƩƚƓƭaccountisblockedandtheycannotcheckoutadditionalitems.TheLibraryutilizes acollectionagency,UniqueManagementServices,whichspecializesinhelpinglibraries recoveroutstandingmaterialsandbillsforsignificantlypastdueaccountsthatareinexcess of$10.00.FinesandfeesremainonaƦğƷƩƚƓƭaccountuntilresolved. Themaximumoverduechargeis$10.00peritem.Ifanitemisnotreturnedafter30daysof beingoverdue,overduechargeschangetoreplacementcostcharges,whichcanbe significantlymorethanthe$10.00overduecharge.Staffworkswithpatronslookingto resolveaccountcharges,advisingthemtofindandreturnitemsthathavebeenoverduefor yearsinanefforttoreducechargeamounts. Interactionswithlibrarypatronsaboutaccountchargescanbeunpleasantandquickly escalatetobecometensesituations.StaffarecallednameslikeͻĬƚƚƉƦƚƌźĭĻͼorͻ\[źĬƩğƩǤ bğǩźƭͼoraresubjectedtoyelling,cursing,andslammingfistsondeskcountersandmore whenworkingwithpatronsaboutaccountcharges. FromtheDentonPublicLibraryCirculationPolicy: OverdueNotices Asacourtesy,theDentonlibraryattemptstonotifycustomerswhenevertheyhave overduematerials. Customersreceivingemailnotificationsreceiveacourtesyreminderoffive (5)dayspriortotheƒğƷĻƩźğƌƭduedate. Atfive(5)daysoverdue,anoverduenoticeissentviaemailorthroughthe ƌźĬƩğƩǤƭTelephoneNotificationSystem,asspecifiedbythecustomeƩƭ accountpreferences. Attwentyeight(28)daysoverdue,thecustomerwillreceiveaprintednotice ofunresolvedchargesviatheU.S.mail. Atfortyfive(45)daysoverdue,thecustomerwillreceiveabillingstatement viatheU.S.mailthatreflectsthereplacementcostforeachitem. Ifafterfourteen(14)daysfromthedateofthebillingstatementacustomer doesnotresolvetheiroutstandingfeesandtheyareinexcessof$10.00,the accountisreferredtoacollectionagency.Acollectionfeeofupto$15.00is chargedtotheĭǒƭƷƚƒĻƩƭaccountatthistime. Notreceivinganoverduenotificationdoesnotexemptthecustomerfrom payingoutstandingfees. CURRENTISSUES: Overduefinesareabarriertoequitableservice,disproportionatelyimpactingchildrenand communitymemberswiththeleastfinancialresources.In2012,theAmericanLibrary AssociationissuedtheALAPolicyStatement:LibraryServicestothePoor,encouraging librariestopromoteequalaccesstoinformationforallpersonsbyͻƦƩƚƒƚƷźƓŭtheremoval Ļƭ͵ͼ ofallbarrierstolibraryandinformationservices,particularlyfeesandoverduecharg Fiveof5ĻƓƷƚƓƭcomparisoncitylibrarieshavealreadyeliminatedoverduefines:Frisco PublicLibrary,IrvingPublicLibrary,McKinneyPublicLibrary,PlanoPublicLibrary,and MesquitePublicLibrary.Additionalcomparisoncitylibrarieshaveexpressedtheirintention toeliminateoverduefines:FortWorthPublicLibraryandRichardsonPublicLibrary. Nationally,45statesalreadyreportthatleadinglibrarieshaveeliminatedoverduefines: NewYorkPublicLibrary,NY;DenverPublicLibrary,CO;NashvillePublicLibrary,San FranciscoPublicLibrary,CA;andhundredsmore. Librarystaffregularlyhearsstoriesfromindividualsandfamiliesthattheynolongeruse libraryaccountsbecausetheycannotpaytheiroverduefinesortheylimittheircheckouts becausetheyareafraidofaccruingoverduefinesthattheycannotpay.Afamilyoffour whochecksoutfiveitemsperpersonwillbeblockedafterthoseitemsare1dayoverdue ($0.25peritemx20items=$5.00).Ifthoseitemsarereturnedjustoneweekoverdue,the accountwillhavea$35overduecharge($1.75peritemx20items).Manyfamiliesare unabletopaythisamount.Theyoftenbecomediscouraged,keeptheitems,andnever returntothelibrary.Patronswhodoreturntothelibraryafteryearsofdisusesharestories abouthowtheystillhavetheoverdueitemsathome.Theynotethatoncetheitemswere overdue,theycouldnotpaythefines,sotheyjustkepttheitemsandnevercameback. While,staffworkswithpatronstoencouragethemtofindandreturnitemstoreduce chargestothe$10maximumoverduecharge,paytheoverduefines,andbeginusingthe libraryagain,manypeoplearetooembarrassedorafraidtousethelibraryagain. Thelibrarycurrentlyhasaccountsfrom1995thatcannotbepurgedaccordingtonormal operationalproceduresbecausetheyhaveoverduefines.Thosefinesareconsidered unrecoverablebycollectionagencies.Asoverduefinescontinuebeingcharged,this problemgrows.AsofSeptember30,2018,7,913patronaccountshadoverduecharges. UnpaidOverdueFinesandCollectionFees YearChargedOverdueFinesCollectionFees 19952015$1,551,851.12$203,857.85 FY15/16$104,647.54$15,756.75 FY16/17$103,971.69$16,148.45 FY17/18$98,220.08$15,690.05 TOTAL$1,858,690.43$251,453.10 Thereisnoresearchordataindicatingthatchargingoverduefinesresultsinthereturnof itemsbytheirassignedduedate.Studiesfromthelast40yearsindicatethatlatefeesdo notinfluencepatronstoreturnmaterialsinontime.Librariesthathaveeliminatedoverdue fineshaveseennoincreaseinlossofitems.Inmanycases,circulationoflibrarymaterials hasgrownandcommunitymembersreportfeelingmorewelcomeatthelibrary. SOLUTIONANDRECOMMENDATIONS: Eliminateoverduefinesonlibrarymaterialsturnedinaftertheduedate.Iflegallypossible, eliminateexistingoverduechargesonlibraryaccountstoallowacleanslateforlibrary patronstobeginusingthelibraryagain. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE ParksandRecreation SignageImprovementProgram PROGRAMDESCRIPTION: FundingisrequestedtodesignandupdateselectCityandparkentry,rules,information,and directionalsignage. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.3ΑProvidehighqualityservicesbybuildingrelationshipswithneighborhoodandcivic organizations;andbyofferingaccessibleanddiverseservicestomeetcommunityneeds. CURRENTPRACTICES: Cityfacilitiesthroughoutthecommunityhavevarioussignagetoidentifythefacilityforthe generalpublic.Thesesignsarepresenttoprovidethecommunityknowledgeofthelocation ofthefacilityandwhereservicesareprovided. DevelopmentServicesisworkingoncompletingawayfindingsignageplanforwelcomeand directionalsignsthroughoutthecommunity.ParksandRecreationisworkingtogetherwith DevelopmentServicestoaidintheimplementationofthiseffort. CURRENTISSUES: Currently,theCityHallsignisoutdatedwithabasicwooddesign.Recently,aCityCouncil memberhadrequestedthesignbeconsideredforreplacement.Withthewayfindingplan thatDevelopmentServiceshasbeenworkingon,staffdesirestoexpandthisplantoinclude designsforallCityfacilities. Theexistingparkentrysignageisoutdated.Mostparkentrysignageismadefromarecycled plasticmaterialthatwaspopularintheЊВВЉƭandЋЉЉЉƭwhileafewwoodensignsstillexist. Whilethiswasagoodmethodforsignageatthattime,thispracticeisoutdated,andanew freshlookintheCityparksisdesired. Inaddition,theParksandRecreationDepartmentinformationalsignagevariesfrommaterial, design,style,size,font,colorandmessagethroughouttheparksystem.Withthenew departmentlogocreatedtwoyearsago,andcurrently,intheprocessofupdatingtheParks, RecreationandTrailsMasterPlan,thisisanopportunitytorevampthesignageforbrand consistencythroughouttheparksystem.OnecomponentoftheMasterPlanisasignageplan. Thisplanoutlinestheeventualreplacementofallsignagewithintheparkstoprovidean updatedappearancetomatchthedepartmentbrandaswellastoimprovethedesignand consistencyoftheinformation.Theeventualreplacementofallsignswillprovideamore cleanandmodern,yettraditional,freshnewlook. SOLUTIONANDRECOMMENDATIONS: Withthefundingrequested,staffwouldliketoproceedwithupdatingthedesignsforCity andparkfacilities.Onceupdatedwithconstructiondrawings,theCityHallsignwouldbe replaced. Inanefforttoimproveourparksystem,PARDwouldliketobegintoimplementthesignage planinselectareas.TheDepartmentwilldesignnewsignsandreplacethosethataremost needed.Theapproachwouldbetoreplaceidentificationsignageonanasneededbasis.With astandarddesignforinformationandidentificationsignage,signswouldbereplacedinan efficientandeffectivemannerwithfinancialresourcesallocatedinmind.Thefundingwillbe usedtoitsmaximumcapabilities. ThisrequestalsoincludesfundingtoaddsignageontheKatyTrail.Thissignagewillbe developedincooperationwithothertrailcommunities.Thesignswillprovidedestination markingsaswellassafetyinformation. Fundingintheamountof$150,000isrequestedtocoverthecostofthesesigns,including designs,materials,supplies,andconstruction.Anannualallocationof$100,000willbe requesteduntiltheplaniscompleted.Oncedesignsarecompletedandconstruction/material costsarebid,PARDwillbeabletodeterminethenumberofyearsneededtofinalizethe project. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE DevelopmentServices ComprehensivePlanUpdate PROGRAMDESCRIPTION: ThisrequestisforfundingaconsultanttoupdatetheDentonPlan2030. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea3:EconomicDevelopment CURRENTPRACTICES: Acomprehensiveplansetsgoals,policies,andactionstomanagegrowth,promote reinvestment,andimprovequalityoflifeforresidents.Thecurrentplan,TheDentonPlan 2030,wasadoptedinJanuary2015.ThePlanisusedtoguideform,character,andgeneral locationofdevelopmentintheCity. CURRENTISSUES: Bestpracticeintheindustryincludeupdatingcomprehensiveplansevery5to7yearsin ordertoaddressareasofnewdevelopmentandchangesthathaveoccurredsinceadoption. January2020willmark5yearssinceadoption.TheAmericanPlanningAssociation recognizestheimportanceofkeepingthesedocumentscurrentandareincludedintheAPA ComprehensivePlanStandards.TheAPAlooksforaprocessforadjustingplangoals, strategies,andprioritiesovertimeasconditionschangeortargetsarenotmetkeepsthe plancurrentandinlinewithpresentconditions. Additionally,withchangesbeingmadetothemobilityplan,thecomprehensiveplanshould beadjustedtoensurethatfuturedevelopmentalignswithplannedthoroughfares throughouttheCity. SOLUTIONANDRECOMMENDATIONS: Staffrecommendsapprovalofasupplementaltofundacomprehensiveplanupdateatan estimatedcostof$95,000. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISION PROGRAM PACKAGE Development Services Permitting Software Replacement PROGRAM DESCRIPTION: This package is for ongoing annual service fees for a vendor to be selected by request for proposal to replace the Citycurrent software for permitting, plan review, and inspections: Trakit and ProjectDox. A supplemental was approved in Fiscal Year 2018-19 for the initial purchase but was not considered for ongoing annual costs. 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 Services is seeking a solution to make the de 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: In Fiscal Year 2018-19, a supplemental was approved providing a one-time expenditure for land management software. Staff is recommending approval of an ongoing annual expenditure of $300,000 for the annual subscription to continue the service with the software that is selected as a result of a request for proposals in the current year. DIVISIONPROGRAMPACKAGE DevelopmentServices WalkabilityStudy PROGRAMDESCRIPTION: ThisrequestisforfundingaconsultanttocompleteawalkabilitystudyfortheCityandprovide recommendationsonenhancementsanddesignofpedestrianfacilities.Awalkabilitystudy hopestohaveapositiveimpactonthephysicalformoftheCityasitrelatestopedestrian facilities.Thestudywouldproviderecommendationsfordevelopmentstandards,targeted areas,andfacilitiesupgradestomakeDentonmorewalkable. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea2:PublicInfrastructure CURRENTPRACTICES: AwalkabilitystudyhasnotbeencompletedandCitystaffcurrentlyworkswithdevelopersto includewalkabilityfornewdevelopmentonacasebycasebasis. CURRENTISSUES: Currently,therearenoidentifiedareasofnewdevelopmentwherestaffshouldbetargeting segmentstobecompletedwiththelargergoalofcreatingamorepedestrianfriendlyspace. ͻLƒƦƩƚǝĻķwalkabilitywithsidewalksinallneighborhoods,andtheprioritizationofͻƭğŅĻroutes toƭĭŷƚƚƌ͵ͼͼisakeyactionlistedintheDentonPlan2030.Additionally,53of238(22%)of citizenssurveyedchoseͻźƓĭƩĻğƭĻķwalkabilityandtrailsthroughoutthe/źƷǤͼasthetoppriority forfuturedevelopment.ThePlanalsohighlightedthatnewresidentialdevelopmentshouldbe organizedtopromotewalkability,accesstoparks,andopenspace. SOLUTIONANDRECOMMENDATIONS: Staffrecommendshiringaconsultanttocompleteawalkabilitystudyatanestimatedcost of$65,000. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. Public Participation & Engagement Platform DIVISIONPROGRAMPACKAGE TRAFFICOPERATIONS SIGNSANDMARKINGSC9ƭ PROGRAMDESCRIPTION: ThisprogramprovidesTrafficOperationswith2additionalSigns&MarkingsTechnicians.Trafficneeds thesetwoadditionalC9ƭtobemoreefficientwiththeincreasingmarkingsdemandssetforthfromour citizenandinternalrequestsandtobeabletorespondanddeliverqualitylevelsofservice. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusArea1.5:Utilizetechnologytoenhanceefficiencyandproductivity KeyFocusArea2.1OptimizeresourcestoimprovequalityofCityRoadways KeyFocusArea4.1:Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: Forapplyingpaint,wecurrentlyworkintheroadwaysusingapushpaintsprayertoapplypainttoour roadwaysforpavementmarkings.Weusethesehandsprayersforsmalljobssuchascrosswalksand parkingstalls.Forapplyingthermoplastic,Weusesmallthermoplasticpushapplicatorsforsmalljobs suchascrosswalksandparkingstalls.Pushapplicatorsarealsonotrecommendedforlonglineuse. CURRENTISSUES: Wehaveoutsourcedourpavementmarkingstoacontactorwithlonglinecapabilitiesfor boththermoplasticandpaint,butwemustworkaroundtheirscheduleandthisonly supplementsaportionofwhatisneeded.Pavementmarkingsarelaborintensiveandthe demandissohighforcontractors.Havingthispersonnelwillallowusmoreflexibilityto workwithandaroundtheschedulesofourinternalandexternalcustomersandtheir individualprojects. SOLUTIONANDRECOMMENDATIONS: ApprovalofthissupplementalwillallowTrafficOperationsstafftocontinueprovidingand achieveevenhigherlevelsofcustomersatisfactionforthecitizensandvisitorstoTheCityof Denton.Withtheapprovalofmorefundingforthestreetdepartmenttoincreasethelinear footageofroadsbeingreconstructedandtheincreasedmicrosealprojectswecannotkeep upwithincreaseofroadsthatneedstripinginourcurrentstate.Withtheuseofthetwo personnelandthelinetruckwecanpaintthelonglinesassoonastheroadsarereadyand thenwecanbringinaThermoplasticcontractortostripeoverthepaintedroadswith thermoplasticandusingthepaintasasealerorbondingagent.Thatwouldgiveusethe capabilitytogettheroadsstripedandopenedinasafeandtimelymanner.Andwiththe addedpersonnelwewouldbeabletodomostofthehandworkinhouse(smallprojects, utilitycutrepairs,andtrafficcalmingprojects)etc. DIVISION PROGRAM PACKAGE TRAFFIC OPERATIONS TRAFFIC SIGNAL FTE PROGRAM DESCRIPTION: This supplemental will provide Traffic Operations staff with the addition of one, Traffic Signal Technician full time employee (FTE) and one utility service vehicle. This FTE will provide the necessary, valuable manpower needed to be effective and efficient in providing quality customer service to current and growing service demands of traffic signal inspections. RELATIONSHIP TO STRATEGIC PLAN: Key Focus Area 1.2: Developing a high performance workforce. Key Focus Area 1.4: Achieving high levels of customer service. (Internal and external) Key Focus Area 2.1 Optimize resources to improve quality of City Roadways. Key Focus Area 2.2: Seek solutions to mobility demands and enhance connectivity. Key Focus Area 4.1: Enhance public safety in the community. CURRENT PRACTICES Traffic Operations is responsible for the repair and maintenance of 121 signalized intersections with an expanding ITS (Intelligent transportation System) network. These existing crews continue to spend most of their time coordinating, inspecting, reviewing and supporting the constructions activities at new traffic signal and existing locations CURRENT ISSUES: As our community grows, so does our transportation system with the new roads, widened facilities and new signals throughout the City. As such, the staffing levels of Traffic Operations needs to increase in order to effectively and efficiently maintain this system so that we can provide quality and timely service to the public. SOLUTION AND RECOMMENDATIONS: Funding this program will ensure timely inspections of the current and projected TxDOT and City Capital Projects that will add/replace traffic signals. This program would also allow signal technicians to meet performance standards and current service levels within their respective areas of responsibility. These additions in turn, will allow us to proactively improve mobility through the synchronization of traffic signals and their timings by reducing idling times, carbon emissions and fuel consumption, decrease traveler delays, and improve regional air quality. DIVISION PROGRAM PACKAGE Customer Service Quality Control Specialist /ǒƭƷƚƒĻƩ {ĻƩǝźĭĻ Ώ vǒğƌźƷǤ /ƚƓƷƩƚƌ {ƦĻĭźğƌźƭƷ PROGRAM DESCRIPTION: Funding is requested for the position of a full time Quality Control Specialist. This position will conduct quality control samples to ensure the billing, call center and lobby services provided to our citizens are of the highest accuracy and quality of service. The request aligns with an audit recommendation received in late 2018. During the 2018 audit it was brought to our attention that audit measures to validate our daily cycle billing processes are needed and heightened internal controls would be beneficial in reducing risks. RELATIONSHIP TO STRATEGIC PLAN: Key Focus Area 1: Organizational Excellence Goal 1.1 - Manage financial resources in a responsible manner 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 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. Goal 1.5 - Enhance efficiency and productivity through business process improvements 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. CURRENT PRACTICES: The Customer Service staff processes a large number of transactions on behalf of residential and commercial citizens. Currently, monthly evaluations are performed in the call center and lobby by existing staff, however no such process exists for billing area. The majority of billing transactions and/or functions are entered manually into our Computer Information Services (CIS). An example of the manually entered transactions for FY 2017/2018 include 641,795 utility statements with a total revenue of $257,286,957.45 reviewed and processed by the billing team. Another example is the 250,000+ call notes inputted into the CIS system by staff in the Call center and Lobby. CURRENT ISSUES: Although guidelines have been established, the manual nature of many of these transactions create an opportunity for error. Without consistent oversight and quality controls it is difficult to measure the accuracy of work being performed. All areas of the Customer Service Department rely upon standard operating procedures, exception reporting, and evaluations by other team members to determine the service level, validity and quality of work. Call Center/Lobby Concerns: Utilizing/leveraging existing staff to perform quality evaluations Takes time away from performing other critical functions May not be as objective Time constraints often lead to rushing of evaluations Billing Concerns: No evaluations are being performed No quality measurements are in place There are minimal exception reporting available however, we are utilizing/leveraging existing staff to review and coach This takes time away from performing other critical functions SOLUTION AND RECOMMENDATIONS: Staff would like to request the creation of a new role to oversee the implementation of a quality control program. The benefit of creating this positon include the following Improve oversight of information entered into the CIS Ability to assess the level of service being provided to all Customer Service customers Increased levels of accuracy and validity of data More timely recognition of errors and coaching opportunities Less probability of bills being produced with potential errors Creation of a standardized methodology of oversight for the Call Center, Lobby and Billing Improved overall quality standards for the Customer Service Department DIVISIONPROGRAMPACKAGE ParksandRecreation GolfBallDispenser PROGRAMDESCRIPTION: Thisrequestisforthepurchaseofanautomated,outdoorgolfballdispensingmachineused tosellbucketsofballstodrivingrangepatrons. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.4Provideandsupportoutstandingleisure,cultural,andeducationalopportunitiesby cultivatingmutuallybeneficialpartnershipswithareaeducationandgovernmententities; andbymaintainingexcellentlibrary,parks,andrecreationservices. CURRENTPRACTICES: Patronsofthedrivingrangecanpurchasebucketsofgolfballsfromstaffintheproshop duringoperatinghours.Currenthoursofoperationare: MondayΑThursdayfrom9:00a.m.Α9:00p.m. FridayΑSundayfrom9:00a.m.Α8:00p.m. Whilepatronscanstillaccessthedrivingrangeoutsideofthesehours,therearenostaff membersonsitetomakepracticeballsavailableforuse. CURRENTISSUES: Peakattendanceatthedrivingrangeis12p.m.to5p.m.Currentstaffschedulingcovers eveningpeakperiodsandalsopartsofthedaywithlowattendance.Additionally,golfballs areonlyofferedtothepublicduringoperatinghours.PARDhasreceivednumerousrequests toopenearlierinthemorningspecificallyduringthesummerseasonwhentemperaturesrun high. Theadditionofearlymorninghourswouldposeachallengeforstaffingduetotheextended lengthofcontinuousoperationalhours.Itcouldalsoresultinstaffinganincreasednumber ofnonpeakhourswhichisnotcosteffective. SOLUTIONANDRECOMMENDATIONS: Staffrecommendsthepurchaseandinstallationofagolfballdispenseratthedrivingrange. Thedispenserwouldallowpatronstopurchaseaselectedvolumeofballsbyusinga reloadablerangecardorcreditcard.Thedispensercanbeprogrammedtooperateduring specifichours. Withadispenser,patronswouldbeprovidedtheopportunitytovisittherangeandhitgolf ballsearlierinthedayandstaffingcanbescheduledaroundpeaktimes.Thiswillhelpthe drivingrangebecomemorecostefficientwhileenhancingaserviceofferedtothe community. Proposedoperationalhours:MondayΑThursday6:00a.m.Α9:00p.m. FridayΑSunday6:00a.m.Α8:00p.m. Proposedstaffhours:MondayΑThursday12:00p.m.Α9:00p.m. FridayΑ12:00p.m.Α8:00p.m. SaturdayandSundayΑ10:00a.m.Α8:00p.m. Estimatedstaffsavings:Approximately$8,820.00peryearinreducedstaffinghours Estimatedrevenue:Golfballbucketpriceswouldbesetat$5.00forasmallbucketand $10.00foralargebucket.Thispricematchesthestudentandseniordiscountrate.Withno priorhistoryontheuseofthistypeofequipment,potentialrevenuegenerationisunknown atthistime.Staffexpectsashiftinattendancefromlaterhourstotheearliermorningtime inadditiontoattractingnewusers.Staffwouldmarketthenewhoursanddispenserand monitoritsuse,adjustingasneeded. Historically,theRecreationFundisusedtofinancethesetypesofneeds.Thisuseofthefund balanceisconsistentwiththephilosophyapprovedbyCounciltoreinvestanddevelop additionalprogrammingandprovideservicestothecitizens. UseoftheRecreationFundBalancereducesthefinancialburdenontheGeneralFund.Parks andRecreationstaffrecommendsfundingthefullrequestforatotalof$15,000fromthe RecreationFundBalancetoexpandservicestoourcustomersandimproveoperational efficiency. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE ParksandRecreationDepartment FitnessEquipmentReplacement PROGRAMDESCRIPTION: FundingisrequestedforthereplacementoffitnessequipmentattheRecreationCenters. RELATIONSHIPTOSTRATEGICPLAN: KFA4:Safe,LivableandFamilyFriendlyCommunity 4.4Provideandsupportoutstandingleisure,cultural,andeducationalopportunitiesby cultivatingmutuallybeneficialpartnershipswithareaeducationandgovernmententities; andbymaintainingexcellentlibrary,parks,andrecreationservices. CURRENTPRACTICES: AllParkandRecreationCentersofferhighlydiversifiedprogrammingthatrequirestheuseof equipmentandfurnitureonadailybasis.Usageishighvolumeandhighintensity.Both equipmentandfurniturearereplacedasneeded. Denia,NorthLakes,MLKandtheSeniorRecreationCentersoperatefullservicegymswithan inventoryofover125piecesofequipment.Fitnessequipmentisonamaintenanceschedule goodworkingconditionandtomaximizeitslifespan.Theequipmentis tokeepequipmentin replacedonarotatingschedulebasedonuse.Theaveragelifespanofapieceofcardio equipmentis57yearsandweightequipmentis1015years.Staffisworkingtocreatea eplacementscheduleforequipmentbasedonuseandpurchasedates. multiyearr CURRENTISSUES: Fivepiecesoffitnessequipmentaredueforreplacement.Continueduseofexisting equipmentcouldresultinanincreaseinmaintenanceandequipmentdowntime,leavingfew piecesavailableforcustomeruse. SOLUTIONANDRECOMMENDATIONS: Historically,theRecreationFundisusedtofinancethesetypesofneeds.Thisuseofthefund balanceisconsistentwiththephilosophyapprovedbyCounciltoreinvestanddevelop additionalprogrammingandprovideservicestothecitizens. UseoftheRecreationFundBalancereducesthefinancialburdenontheGeneralFund.Parks andRecstaffrecommendsfundingthefullrequestforatotalof$20,000fromtheRecreation FundBalance. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE RealEstate Administrative Assistant III PROGRAMDESCRIPTION: TheRealEstateDivisionoftheCapitalProjectsDepartmentisrequestingtheadditionofan AdministrativeAssistantIIItoassistintheadditionalworkloadcreatedbytheincreased levelofrequestsforRealEstatesupportinallareasoftheCityofDenton. Thispositionwillperformthefollowingprimaryduties,includingbutnotlimitedto: receive,log,open,trackandarchiveprojects, create,updateandmaintaineasementdatabases, coordinateinvoiceprocessing, analyzeandreportstatisticaldata, coordinateprofessionaldevelopmenttraining, renewteamlicensesandmemberships createGISmapsofcurrentandfutureCityacquisitions provideadministrativesupporttotheRealEstateteam. Acquisitionoflandandeasementrightsisacriticalcomponentintheprocesstodeliver CapitalProjects.Theabilitytodeliverextraordinaryresultsrequiresthatadequatestaffingis availabletocoordinatetheadministrativetasksessentialtosupportthesuccessful completionofthoseRealEstatetransactions.TheAdministrativeAssistantIIIwillperform thosefunctionsanddutiesnecessarytoensurethatprojectsaredeliveredtothe communityontimeandasefficientlyaspossible. RELATIONSHIPTOSTRATEGICPLAN: TherequestforanAdministrativeAssistantIIIrelatestoOrganizationalExcellenceaswe buildourpublicinfrastructure.ThisrequestservestofurtheralloftheKFA1goals: Goal1.1:Managefinancialresourcesinaresponsiblemanner Goal1.2:Developahighperformanceorganization ΘGoal1.3:Promoteeffectiveinternalandexternalcommunication ΘGoal1.4:Achieveahighlevelofcustomersatisfaction ΘGoal1.5:Enhanceefficiencyandproductivitythroughbusinessprocess improvements. ΘGoal1.6:Collaboratewithlocal,regional,stateandfederalpartners. CURRENTPRACTICES: Thecurrentworkloadexceedscurrentstaffingcapacity,makingitdifficulttoproactively providestatusreportswhilemaintainingservicelevelsonactiveprojects.Additionally, professional,specializedstaffmembersareperformingadministrativedutiesthatare criticaltotherealestateacquisition,andthereforcapitaldeliveryprocess.Thisisnotthe mosteffective,norefficientuseofstafftime. SOLUTIONANDRECOMMENDATIONS: ApprovetheadditionofanAdministrativeIIIpositionwithintheRealEstateDivision. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE ENGINEERINGΑPUBLICWORKSINSPECTIONS 2FTEINSPECTORS PROGRAMDESCRIPTION: Therequestfortwo(2)additionalemployeesforthePublicWorksInspectionsDepartment wouldfurthergrantthedepartmenttheabilitytospendmoretimeontheprojectsthat employeeshavebeenassignedto.Theseprojectscanrangefrompublicimprovementson aprivatedevelopmenttofullfledgedCapitalImprovementProjects.Themoretimethatan inspectorcanspendonajob,themoretheycanobserveconstructionandworkwiththe contractorandcustomerstoensurethatCityofDentonstandardsandspecificationsare beingmet. WithoverSixty(60)CapitalImprovementProjectsontheslateandwithfuturepossible bondpackages,aswellasprojectedmajordevelopmentonthe/źƷǤƭwestside,current staffinglevelswillsoonbeinadequate. RELATIONSHIPTOSTRATEGICPLAN: The additional employees will allow Public Works Inspections to continue to be pillars of all five (5) Key Focus Areas (KFAs) contained in the Strategic Plan. 1.Organizational Excellence a.Public Works Inspections is a group that exemplifies organizational excellence. PWI has been and will continue to be an invaluable resource for multiple groups within the City of Denton, ranging from Capital Projects to DME to Development Services. 2.Public Infrastructure a.Public Works Inspections has a focus on ensuring that the public infrastructure of Denton is being implemented properly, according to plans, and safe for the public to use. 3.Economic Development a.Public Works Inspections is responsible for ensuring that the public infrastructure provided by development is up to code, standards, and specifications. 4.Safe, Livable, and Family-Friendly Community a.Public Works Inspections has a focus on ensuring that the public infrastructure of Denton is being implemented properly, according to plans, and safe for the public to use. Without safe drinking water, sewage lines, and streets, a community is not safe, livable, or family-friendly. 5.Sustainable & Environmental Stewardship a.Public Works Inspections works closely with Watershed Protection to engage contractors and developers on implementing proper SWPPP controls and reporting violations to Watershed Protection when noted. Two additional employees will put two additional pairs of eyes on the ground working to continue PWIÔs record of striving to be exemplary at all five (5) KFAs contained in the Strategic Plan. CURRENTPRACTICES: ThecurrentstaffingofPublicWorksInspectionshasgrownfromsix(6)employees,one(1) manager,1RightofWayInspector,andfour(4)publicworksinspectorsatthebeginningof FiscalYear1819toacurrentrosterofthirteen(13)employees,One(1)manager,one(1) supervisor,three(3)RightofWayinspectors,andeight(8)publicworksinspectors. CURRENTISSUES: Thegoalofhavingmoreinspectorswithfewerprojectsperinspectorisnotbeingmet.Mr. ToddEstes,CityofDentonEngineer,recommendedthatinspectorsspendaminimumof four(4)hoursperdayperCapitalImprovementprojectandone(1)hourperdayonprivate developmentsthatcontainpublicimprovements. (Thisincludestwonewinspectorsthatstarted Currentlytheworkloadisasshownbelow 03/25/2018andarestillintraining): Four (4) Hour Time Average Project per Inspectors CIP Projects on CIP Projects per Inspector Day Per Inspector 8 10 1.25 5 One (1) Hour Time on Private PrivateAverage Project per Inspectors Development Development Inspector Project per Inspector 8 45 5.625 5.625 Total Time on Projects per Inspector per Day 10.625 ThisshowsthatPublicWorksInspectionsascurrentlystaffedisnotabletoadequatelymeet th theexpectationsplacedbytheCityofDentonCityEngineer.ThisdataisfromMarch28, 2019;whichistypicallywhenmoreprivatedevelopmentprojectsstartcomingin. Additionally,PublicWorksInspectionsisanticipatingthatallinspectorslevelIII(3)andup willbecarryingtwoCapitalImprovementProjectsperinspector.Thiswouldleaveonly three(3)inspectorstocoverthebulkofprivatedevelopmentwhich,asshownabove,is currently45projectsandexpectedtogrowthroughoutthespringandsummer. SOLUTIONANDRECOMMENDATIONS: Two(2)moreinspectorswouldallowPublicWorksInspectionstocomeclosertothestated goalsoftheCityofDentonCityEngineer,whilenotoverstaffingthedepartmentduringthe lesseramountofconstructionthatoccursinthewintermonths.Additionally,thiswould allowustotrainanddevelopthelevelI(1)andII(2)inspectorstohavethechanceto becomelevelIII(3)inspectorswhileworkingonCIPSduringtheslowermonthswiththe moreseniorstaff. Therecommendationafterviewingtheinformationprovidedthroughoutthisdocumentis tohiretwo(2)morePublicWorksInspectors. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE EngineeringDesign Project Manager PROGRAMDESCRIPTION: TheEngineeringDesignDivisionoftheCapitalProjectsDepartmentisrequestingthe additionofaProjectManagertomanageagroupofmajorprojectsfortheCityofDenton. Thispositionwillperformthefollowingprimaryduties,includingbutnotlimitedto: Managecomplexprojectsinthecapitalprojectimprovementprogramfrom planningthroughconstructionphases, Coordinatewithfranchiseutilitiestoconfirmlinesareclearedbeforeconstruction, Ensurecompliancewithlocal,stateandfederallaws, Assurequalitycontrolonaspectsoftheprojectandparticipatesintheanalysisto manageandmitigaterisks, Dealswithcontractors,consultantsandotheroutsideagencies. Theabilitytodeliverextraordinaryresultsrequiresthatadequatestaffingisavailableto managethecriticalprojectsthataretobedeliveredthroughCapitalProjects.TheProject Managerwillconfirmthoseprojectsaredeliveredtothecommunityontimeandas efficientlyaspossible. RELATIONSHIPTOSTRATEGICPLAN: TherequestforaProjectManagerrelatestoOrganizationalExcellenceaswebuildour publicinfrastructure.ThisrequestservestofurtheralloftheKFA1goals: Goal1.1:Managefinancialresourcesinaresponsiblemanner Goal1.2:Developahighperformanceorganization ΘGoal1.3:Promoteeffectiveinternalandexternalcommunication ΘGoal1.4:Achieveahighlevelofcustomersatisfaction ΘGoal1.5:Enhanceefficiencyandproductivitythroughbusinessprocess improvements. ΘGoal1.6:Collaboratewithlocal,regional,stateandfederalpartners. CURRENTPRACTICES: Thecurrentworkloadexceedscurrentstaffingcapacity,makingitdifficulttomanage projectssotheyaredeliveredtothecommunityontimeasefficientlyaspossible.. SOLUTIONANDRECOMMENDATIONS: ApprovetheadditionofaProjectManagerpositionwithintheEngineeringDivision. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISION PROGRAM PACKAGE FLEET SERVICES Acquisition Coordinator Position PROGRAM DESCRIPTION: The addition of an acquisition coordinator staff member will enable Fleet Services to better serve operating departments by providing a service that is dedicated to the timely replacement, addition and disposal of City vehicles and equipment. RELATIONSHIP TO STRATEGIC PLAN: 1.1 Organizational Excellence CURRENT PRACTICES: Fleet management responsibilities are divided into five major categories; budget/financials, maintenance/repair, fuel, vehicle/equipment acquisition, and administration. Each area overlaps the others and staff time is split between them. Planning for vehicle and equipment replacement begins in February ahead of FY budget approval and placing orders after approval typically starts mid-November. CURRENT ISSUES: The timely procurement of replacement equipment is critical to the success of the operating departments and has been identified as a major concern. Staffing overlaps in the lengthy process can cause reduced efficiencies. A staff member dedicated to the process will enhance the customer experience and shorten turn-around time for fleet replacements and additions. SOLUTION AND RECOMMENDATIONS: Approve the addition of an Acquisition Coordinator position within the Fleet Services Department. tƌĻğƭĻ ƓƚƷĻ Ώ ƦğƦĻƩ ƚǒƷƌźƓźƓŭ ğ ƌźƓĻ źƷĻƒ ķĻƷğźƌ ƚŅ ǤƚǒƩ ŅǒƓķźƓŭ ƩĻƨǒĻƭƷ͵ Portable Vehicle Lifts 1.1 Organizational Excellence Administrative I Position 1.1 Organizational Excellence DIVISIONPROGRAMPACKAGE TechnologyServices Firewall Replacements PROGRAMDESCRIPTION: RELATIONSHIPTOSTRATEGICPLAN: KFA 1: Organizational Excellence Goal 5: Provide maintenance for our critical server infrastructure so that problems can be address timely. CURRENTPRACTICES: WecurrentlyutilizePaloAltofirewallstoprovideperimetersecurityforthecityandour intentionisupgradeourfirewallswithnewPaloAltoequipment.Currently,wehavea purchasingcontractinplacetopurchasethisequipment. CURRENTISSUES: Withoutreplacingourfirewall,wewillnotbeabletomeetourregulatoryrequirements.As partofthesupportwepurchasewereceivesecurityupdatestoaddressnewthreatstothe city.Withoutsupportwewillnolongerbeabletoupdateourequipmenttoaddressthese threats.ItisessentialfortheCityofDentontokeepcurrentmaintenancewiththevendor toensureavailabilityofupgrades,softwarefixesandaccesstoknowledgeandsupport resources. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendspurchasingnewfirewallstoprovidethesecurityto preventunwantedaccesstooursystemsandtomeetregulatoryrequirements. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE TechnologyServices Kemp Replacements PROGRAMDESCRIPTION: RELATIONSHIPTOSTRATEGICPLAN: KFA 1: Organizational Excellence Goal 5: Provide maintenance for our critical server infrastructure so that problems can be address timely. CURRENTPRACTICES: CURRENTISSUES: WithoutreplacingourKempproxywewillnotbeabletomeetourregulatoryrequirements. Aspartofthesupportwepurchasewereceivesecurityupdatestoaddressnewthreatsto thecity.Withoutsupportwewillnolongerbeabletoupdateourequipmenttoaddress thesethreats. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendspurchasingnewKempproxystoprovidethesecurityto preventunwantedaccesstooursystemsandtomeetregulatoryrequirements. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. 1 DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES \[NearmapAerialSubscriptionService\] PROGRAMDESCRIPTION: Nearmapisaninnovativecloudservicethatprovidescommercialbusinessesandcity governmentsinstantaccesstocurrent,highresolutionaerialimageryofurbanareas.The aerialsprovidelarger,sharpercapturesusingairplanemountedcamerasystemstocover widelandareasinashortamountoftime,whilecapturingimageryatextremelyhigh resolution.Usingitsownpatentedprocessingsoftware,Nearmapcaptureswidescale urbanareasmultipletimeseachyear.Thisfreshcontent,togetherwitharangeofanalytics tools,isinstantlyavailableinthecloudviawebapporAPIintegration.Theaerialsprovide crystalclearphotomapsthataremoredetailedthanfreesatelliteimageryandprovidea truegroundviewofworksites.Userscaninspectlocationsremotely,identifyandtargetnew business,estimateandquotewithaccuracy,andmonitorchangeovertime. Everyday,Nearmaphelpsthousandsofusersconductvirtualsitevisitsfordeep,data driveninsightsenablinginformeddecisions,streamlinedoperations,androbustbottom lines.Theserviceprovidesaccesstoawebbasedapplicationforsearchingandnavigating bĻğƩƒğƦƭlibraryofcurrentandhistoricalaerialsphotos.Theaerialserviceincludes powerful,intuitivetoolsformeasuring,designing,andanalyzinglocations.TheNearmap productisintendedtosupplementourexistingaerialserviceswhilewecontinueto purchaseaerialsfromNCTCOGeverytwoyears. RELATIONSHIPTOSTRATEGICPLAN: KFA1:OrganizationExcellence Goal1.1:Increaseoverallsatisfactionratewithcustomerservicefrom75to80percentby 2020. ThenewaerialservicewillallowInspectioncrewstoremotelyscanhundredsofmilesina fractionofthetimeandwithoutrisk.Highresolutionoverheadmapshelpensure transmissioncontinuity,detectbrokeninsulators,andinspecttowerintegrity.More importantly,remoteinfrastructuresurveyshelptoactivelydeploycrewswhenandwhere ƷŷĻǤƩĻmostneeded.Withaerialphotography,utilitycompaniesandpublicworksmore effectivelytracklargeutilityinventories.Mappinglocationassetsreducedowntimethrough betterPMscheduling,leadingtofasterservicedispatchanddeployment.Theaerialswe purchasefromNCTCOGeverytwoyearsdonotallowuserstoaccuratelyseetherapid changeoccurringintheCityofDenton.Staffwillbeabletomonitorgrowthwithmultiple urbancapturesperyearandkeeptabsonlongtermprivateandindustrialdevelopmentand infrastructureprojects.Imagerymorecurrentthanthe2017NCTCOGaerialswillhelpwith responsiblegovernance. 2 CURRENTPRACTICES: OurcurrentpracticeistopurchaseaerialsfromNCTCOGeverytwoyears.Since2001, NCTCOGhasfacilitatedthepurchaseofhighquality,color,digitalaerialphotographyfor NorthCentralTexasasacostsharingobjectiveforlocalgovernmentsandotherentities. Duetothesuccessoftheprojectandsubsequentrealizedsavings,mostoflocal governmentsinNorthCentralTexaspurchaseaerialphotographythroughNCTCOG's cooperativeprogramwhichoccurseveryotheryear(oddyears).Smaller"noncooperative" flightsoccurintheevenyearsforthoseentitieswhoneedimageryflowneveryyear.The scopeofanyprojectisdependentupontheneedsofthatǤĻğƩƭparticipatingentities.Also, NCTCOGpurchasesdigitalelevationcontoursandotherderivativeremotesensingproducts. Thecollaborativenatureoftheseprojectsresultsinasignificantcostsavingsfor participants.TechnologyServicecontinuestofundandsupporttheNCTCOGprogramby purchasingtheaerials,contours,andplanimetricsincluding:buildingfootprints,pavement, sidewalks,etc. CURRENTISSUES: TechnologyServicescontractswithNCTCOGtophotographthecityareas.Becauseofthe highcostofcapturingthoseimages,thecitypurchasesaerialsonceeverytwoyears.While theimageryresolutionishighquality,therewereminorissuesmosaicingtheseparate imagestogether.Witholderaerialimageryusersrealizethequalityisinsufficientfor gatheringaccurateinformation.Ourcurrentimageryispurchasedeverytwoyearsanddoes growthinurban,ruralandunincorporatedareas.Withoutofdate notreflectchangeand images,staffmustdevelopalternatemethodstolocateandidentifychangesintheseareas. WehaveacontractwithNCTCOGforabundleofservices,includingplanimetricsservices. TheaerialphotosthatareincludedwiththeNCTCOGpackagearenotofthequalityor thatwerequireattheCity. currency SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendspurchaseofNearmaptointegrateandsupplementour existingaerialservices.WithNearmap,staffwillbeabletoaccesscurrentimagerytosee changeovertimebyanalyzingcurrentimagerycomparedwithpreviouscaptures.The servicewillallowuserstomeasureremotelyandgetaccuratearea,ordistancebetween pointsofinterest.Userscanexportimageryandenhancecommunicationsanddevelop winningproposalswithstunningpresentationsthatfeatureuptodateimagesoftheir projects.OnebenefittobĻğƩƒğƦƭphotomapsistheimageryistaken23timesayear, bothleafonandleafofftoprovidedifferentviewsoflocationsindifferentseasons.The greatestadvantageisthattheimageryintegratesdirectlyintoAutodesk,ArcMap,ArcPro, andArcGISOnlineapplications.WecanoverlayGISinformationdirectlyoverhigh resolutionimagery.Organizationscanunlockopportunitiesthatinformdecisionmakingand transformthewaytheywork.Thehighresolution,frequentlyupdatedaerialimageryis betterthansatelliteimageryshowingchangesovertime.Userswillsavetimeandmoney, reducesitevisitsandefficientlyplanwithcurrent,clearimagery. 3 NCTOG2017AerialsMarchTimeframeEdwardsRoadAreaundeveloped NearmapAerials2018/01/08Timeframe5467EdwardsRoaddevelopment 4 NearmapAerials2018/10/23Timeframe5467EdwardsRoaddevelopment NCTOG2017AerialsMarchTimeframeColoradoBlvdAreacongestedlanes 5 NearmapAerials2018/01/08TimeframeColoradoBlvdimprovedtraffic NearmapAerials2018/10/23TimeframeColoradoBlvdimprovedtraffic 6 2017NCTCOGAerialsMarchTimeframeI35Eexistinglanedesign Nearmap2017/01/24TimeframeI35Elaneandrampsconstruction 7 Nearmap2017/06/21TimeframeI35Elanesandrampconstruction Nearmap2017/10/07TimeframeI35Elaneclosuresandrampconstruction 8 Nearmap2018/01/08TimeframeI35Elaneclosuresandrampconstruction Nearmap2018/10/23TimeframeI35Elaneclosuresandrampconstruction DIVISIONPROGRAMPACKAGE TechnologyServices Public Safety Redundancy PROGRAMDESCRIPTION: RELATIONSHIPTOSTRATEGICPLAN: KFA 1: Organizational Excellence Goal 2,5: This will allow Technology Services to provide critical resources in the event of an emergency to support our 911 operations. CURRENTPRACTICES: Currently,wecanonlyprovide911servicesfromonedatacenterandifthedatacenter weretobecomeunavailablewewouldnotbeabletoprovidecriticalapplicationstoour PublicSafetypersonnel. CURRENTISSUES: Currently,wedonothaveawaytoprovidecritical911servicesifourprimarydatacenter becomesunavailable. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendsapprovingthisexpendituretoprovideabackupdata centertosupportour911Dispatch,PoliceandFiredepartmentsintheeventourprimary datacenterbecomesunavailable. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE (TechnologyServices) Kronos Time Clocks PROGRAMDESCRIPTION: KronosisourcurrenttimekeepingsystemusedbyallCityemployees.Employeesclockin usingtimeclocksplacedatover45differentfacilities. RELATIONSHIPTOSTRATEGICPLAN: KFA1:OrganizationExcellence Goal1.1:ManageFinancialResourcesinaResponsibleManner Goal1.5:UtilizeTechnologytoEnhanceEfficiencyandProductivity CURRENTPRACTICES: AsKronosistheCitysolutionforallfullandparttimeemployees,itisnecessarytoprovide accesstophysicalandwebdriventimecardsfortimeentryandmanagement.Kronos providesbothofthesesolutionsthatthecityisusingtoday. CURRENTISSUES: Lackofdevicesresultsinemployeeshavingtoentertimeinalternatemethodsorat alternatelocations.Asthecitygrows,weneedtoaddadditionalKronostimeclocks.Inthe pastfiscalyear,weaddedtwotimeclocks.Ļƌƌneedtocontinuetoaddtimeclocksas expansionsandrenovationstakeplaceinthecity. SOLUTIONANDRECOMMENDATIONS: SupportthefundingforadditionalKronostimeclocksasthecitygrows. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES AxonInterviewRoomSystem PROGRAMDESCRIPTION: TheDentonPoliceDepartmentisrequestingthefundingforAxonInterviewRoomSystem.The systemrecord,organizeandstreamcrucialinterviewswithredundant,highqualityvideoand audiotechnology.ItstreaminterviewsfromanywhereinPD,capturemomentsofkeydialogue age. toits24/7buffer,whichcanstoreweeksofcontinuousaudioandvideotolocalstor Bookmark,annotate,andcommentonfootageinrealtime.Maintainacompletechainof custodywithaudioandvideomaskingtoprotectattorneyclientprivilegesandensure defensibleevidence. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusAreaSafe,Liveable&FamilyFriendlyCommunity. Goal4.1Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: ThedepartmentcurrentlyuseV2interviewroomsystemwhichdoestherecording,organizethe recordinginanoldfashionstructure.Thevideosfillupthestorageonthephysicalmachinethatthe departmenthastomaintain. CURRENTISSUES: Withoutbeingon/źƷǤƭnetwork,ourinvestigatorsĭğƓƷwatchthestreaminginterview fromtheirdesktop.Therecordingfillsupthephysicalstoragespacewhichisnotoptimum andźƷƭnoton/źƷǤƭWindowsupdateschedulethatithastobeonamanualschedule. Thesystemisnotuserfriendlytotheusersandthesupportteamfortroubleshooting. SOLUTIONANDRECOMMENDATIONS: ThePoliceDepartmentrecommendtopurchaseAxonInterviewRoomSystemwhich integratesthebackendofexistingstoragesolutionwithBodyCameraSystemΑ Evidence.com. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES AxonSignalSidearmSystem PROGRAMDESCRIPTION: TheDentonPoliceDepartmentisrequestingthefundingforAxonSignalSidearmSystem.The systemintegratewithourcurrentAxonbodycamerasbybeginningrecordingthemoment officersdrawthefirearm.Thesensorsitsseamlesslyonourholstersandalertstheprimary ƚŅŅźĭĻƩƭbodycameraandothernearbycameraswhentheactionisactivated. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusAreaSafe,Liveable&FamilyFriendlyCommunity. Goal4.1Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: Ourofficersactivatethebodycamerasbypressingabutton.Currently,theofficershavetofocusonthe situationinfrontofhim/herandalsospendtimeactivatingthebodycameras. CURRENTISSUES: Ourofficersactivatethebodycamerasbypressingabutton.Currently,theofficershaveto focusonthesituationinfrontofhimandalsospendtimeactivatingthebodycameras.This canpotentiallyleadtohumanerrororadelayinresponseastheofficershastoensurethe bodycamisturnedon.Withthisenhancedfeature,thiswillautomaticallyturnonforthe officers,allowingthemtofocusonthesituationinfrontofthem. SOLUTIONANDRECOMMENDATIONS: ThePoliceDepartmentrecommendtopurchaseAxonSidearmSystemwhichintegratesthe backendofexistingstoragesolutionwithAxonBodyCameraSystemΑEvidence.comand producetheaudittrailthateachtimethesensortriggersarecording. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES IdemiaLivescanFingerprintSystemUpgrade PROGRAMDESCRIPTION: TheDentonPoliceDepartmentisrequestingthefundingtoupgradeourcurrent IdemiaFingerprintsystem.Theupgradeofthesystemwillcapturetenprints,palm prints,rolls,andwritersedgeinhighqualityimageswithsingleplaten.Thescan resolutionscanbeconfiguredtobe1000ppiwhichexceedtheFBIcertified requirement.Thepalmcaptureislessthan1.5secondsinitsprocesstime. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusAreaSafe,Liveable&FamilyFriendlyCommunity. Goal4.1Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: ThedepartmenthasbeenusingTPE5900modelfor5years. CURRENTISSUES: Thecurrentsystemis5ǤĻğƩƭoldwhichrunsslowandtheimagequalitycanbe unpredictableresultinginpoorquality.Thepoorqualityprintscannotbeusedtocorrectly identifyorverifyasubjectontheAFISsubmissiontotheState,resultinginhigherrejection ratesandlengthyprocessingtimes.Additionally,źƷƭimportanttokeepallmissioncritical softwareandhardwareunderasupportandmaintenancecontract.Failuretomaintain supportontheseproductswillexposetheCitytosignificantriskwithregardstoservice availability. SOLUTIONANDRECOMMENDATIONS: TheTechnologyServicesDepartmentrecommendstoupgradethesystemtoproduce higherqualityprintsinanefforttoaccuratelyidentifyorverifypersonnelthatneedtobe fingerprinted. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE TECHNOLOGYSERVICES RecordsScanning PROGRAMDESCRIPTION: TheDentonPoliceDepartment(DPD)isrequestingthefundingfordigitalarchiving ofallthehistoricalcriminalcases,arrests,jaillogs,arrestphotos,andfingerprint cards.Theserviceincludesscanningandindexingdocumentsbycasenumber, outputtoPDF,performOpticalCharacterRecognition(OCR),deliverTIFFfiles, suitableforLaserficheupload,tothecourtonanencryptedexternalharddrive, andperformcertifieddestructionoftheoriginalpaperfilesorreturntheoriginal filestoDPD. RELATIONSHIPTOSTRATEGICPLAN: KFA1:OrganizationExcellence Goal1.5:Utilizetechnologytoenhanceefficiencyandproductivity CURRENTPRACTICES: TheDentonPoliceDepartmentstoresthehistoricalcriminalcases,arrests,jaillogs,arrest photos,andfingerprintcardsinpaperformatinfoldersinrecordsdivision.Theycurrently occupyasignificantamountofofficespace. CURRENTISSUES: Thepaperdocumentsaredifficulttosearch.Additionally,thecitydoesnothaveabackup incaseofadisaster.Locating,retrieving,managing,anddisposingthedocumentsaretime andlaborintensive.TheDentonPoliceDepartmentneedstogopaperlesstoallowthe benefitsofelectronicdocumentssearchingandaccessintothe/źƷǤƭarchivingsystemΑ Laserfiche.Currently,Laserficheisonthe/źƷǤƭbackupschedule.Adatabackupcan protectandrestoredatawhensomethinggoeswrong. SOLUTIONANDRECOMMENDATIONS: TheDentonPoliceDepartmentrecommendstofundthisscanningservicetoassistthe DentonPoliceDepartmentintogoingpaperlessandutilizethespaceandroomsavedfor additionaloffices. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. DIVISIONPROGRAMPACKAGE TechnologyServicesΑPublicSafety TelestaffProfessionalServices$12,000 PROGRAMDESCRIPTION: EstablishfundingforTelestaffProfessionalServices. RELATIONSHIPTOSTRATEGICPLAN: KeyFocusAreaSafe,Liveable&FamilyFriendlyCommunity. Goal4.1Enhancepublicsafetyinthecommunity. CURRENTPRACTICES: ThePoliceandFireDepartmentwentlivewithacloudhostedautomatedstaffingand timekeepingsystemonJanuary,2018.Bothdepartmentshaveonededicatedtimekeeper whohandlesaccountsetup,passwordsetup,rights,reports,andtroubleshooting,payroll processing. CURRENTISSUES: Theimplementationofthenewsystemhasprovidedchallengesandopportunitiesforboth departments.Onespecificareahasbeenreporting.Currently,reportsareoutofthebox reportswithlittletonoflexibility.WorkingwithTelestaff(Kronos),theycanpreparecustom reportsbasedofftheneedsofPoliceandFireforafee. Currently,thereareseveralfeaturesinTelestaffthatarenotfullyleveraged.Theseservices willprovidetheabilityforanoptimizationsessiontoensureweareusingthesystemtoits fullpotentialorlearnnewprocessesassystemfeaturesareadded. SOLUTIONANDRECOMMENDATIONS: ThePoliceandFireDepartmentrecommendsadding$12,000tothePublicSafety TechnologyBudgetasanongoingexpenseforadditionaltechnologyneedsforthePolice andFireDepartment.Thiswillprovide40hoursofconsultantworkeachfiscalyear. DIVISIONPROGRAMPACKAGE PermitsforProjects PROGRAMDESCRIPTION: TechnologyServicesisrequiredtoapplyforpermitsforconstructionjobsinCityrightof ways.ThepermitsallowforCityinspectorstoreviewthejobsbeforetheyarestarted.The inspectorswillalsoreceivetheschedulingoftheplanworksotheycancomplete inspectionsduringandaftertheconstructionjob. RELATIONSHIPTOSTRATEGICPLAN: KFA1:OrganizationExcellence Goal1.1:ManageFinancialResourcesinaResponsibleManner Thisnewprocessforcompetingconstructionpermitswillensurealljobsarebeing completedinasafemannerandworkareasarecleanedupaftercompletion. CURRENTPRACTICES: ThepreviousprocesswascoordinatingwithElectricSystemOperationsinformingtheir personnelonthelocationsthatconstructionwasbeingcompleted.Thisdidnotallowfor constructionplanstobereviewedorinspectedafterjobcompletion. CURRENTISSUES: Currently,weareusingotheroperationalfundstocoverthiscost.AsRadio/Fiberwas recentlytransferredtoTechnologyServices,wearemonitoringthecoststoapplyfor permits.Basedonhistoricaluse,wearerequestingaddingadditionalfundsforpermitsin thenextfiscalyear.HavingCityinspectorsreviewtheplansensuresthepropermeasures willbeusedtokeeptheworkareassafeforthepublicandconstructioncrews. SOLUTIONANDRECOMMENDATIONS: TechnologyServicesrecommendsapprovalofthefundstoapplyforconstructionpermits forprojectsinCityrightofways. PleasenoteYoumuststillattachaͻ{ǒƦƦƌĻƒĻƓƷğƌProgramFundingwĻƨǒĻƭƷͼformtothiswhite paperoutliningalineitemdetailofyourfundingrequest. Water Metering Administration Water Metering Maintenance (1) 2010 U.S. Census Bureau data utilized for base year (2) Updated October 25, 2018 Water Metering Maintenance (1) 2010 U.S. Census Bureau data utilized for base year (2) Updated October 25, 2018 Operator I/Belt Filter Press Operator Public Infrastructure 2.3 Promote superior utility services and City facilities DIVISIONPROGRAMPACKAGE SolidWasteLandfill Landfill1FTE PROGRAMDESCRIPTION: Funding of 1 new Full Time Employee (FTE) Heavy Equipment Operator II GL0711 for the Solid Waste Landfill Division. RELATIONSHIPTOSTRATEGICPLAN: KFA1OrganizationalExcellence Developingahighperformanceworkforce CURRENTPRACTICES: ThelandfillcurrentlyhastwelveHeavyEquipmentOperatorLLƭcoveringtheoperationalneedsofthe LandfillWorkingFace,PublicDisposalAreaandFacilityMaintenance. CURRENTISSUES: With the recent reorganization and restructure the landfill lost three HEO II positions to create the new Field Service Worker II positions. When this happened it required the remaining operators to cover our operational hours(Exhibit 1.) With existing operators covering open shifts we have realized an excessive expenditure of overtime. Additionally, the additional stress on the employees has increased due to the need to operate many types of equipment in any given day to complete assigned tasks. . The Landfill is open 6 days a week, operating 10 hours per day. Existing employees are each working an estimated 15 hours of overtime per pay period having to cover permit required staffing needs during these hours. This DOES NOT account for additional effort required to address sick time and vacation leave. SOLUTIONANDRECOMMENDATIONS: Byadding1FTE,HEOIIGL0711TheSolidWasteDepartmentwillbebetterabletopositivelyaffectthe operatorcountneededtocoverthehoursofoperationfortheLandfill,PublicDisposalArea,andSite Operationsandhaveappropriateeffortinreservetoaddresssickandvacationtimeasneeded, minimizingtheneedtoexpendovertime. Exhibit1 PrimaryMachineRun Hoursvs.EmployeeAvailableHours 6:30a4:30p10hourdays,6daysa week LandfillPrimaryMachines Total employees neededto justcover weekly Weeklymachine Emis#DescriptionDailyHoursHourshours. SW181092018Caterpillar836KCompactor1060 SW0324A2003TarpOMatic15 2017KomatsuD155AX7WasteHandler SW17114Dozer1060 SW17512017KomatsuPC490Excavator530 2016KomatsuHM4005ArticulatedDump SW1685Truck530 2016KomatsuHM4005ArticulatedWater SW1694Truck848 SW05752005GormanRuppWaterPump0.31.8 39.3234.85.876 PublicDisposalAreaPrimaryMachines 7:00a4:00p8hourdays,6daysaweek Total employees neededto justcover weekly machine Weekly Emis#DescriptionDailyHoursHourshours. SW171172017KomatsuPC490Excavator636 SW151122015KomatsuArticulatedDumptruck636 SW1391J&JFullEjectPrattTrailer00 SW1690J&JFullEjectPrattTrailer00 SW7101CapacityYardMule636 SW1761PeterbiltRolloff848 SW06422006VolvoL180ERubberTireLoader848 342045.16 SiteOperationsPrimaryMachines 7:00a4:00p8hourdays,5daysaweek Total employees neededto justcover weekly Weeklymachine Emis#DescriptionDailyHoursHourshours. SW151022015JohnDeereZTrac630 SW16862015IsuzuNRRSweeper1.68 SW16882016JohnDeereTractorandBatWingMower210 9.6481.22 Currentavailableoperators:12 Total needed:12.17 Totalneededw/backup:13.38714 DIVISIONPROGRAMPACKAGE SolidWasteLandfill LandfillCommunicationRadios PROGRAMDESCRIPTION: Fundingisrequestedforthepurchaseandmaintenanceofhandheldandmountedradiosfor personnelandequipmentfortheLandfill,SiteOperations,andAdministrationdivisions. RELATIONSHIPTOSTRATEGICPLAN: KFA1OrganizationalExcellence Promoteeffectiveinternalandexternalcommunication CURRENTPRACTICES: TheLandfilldepartmentcurrentlyutilizescellphoneswithanapplicationcalledZellofor communicationwithemployees(Exhibit1). CURRENTISSUES: TheZelloapplicationisaveryunreliableandunsafemeansofrealtimecommunicationbetween employees.Theapplicationishardtouseandverydemandingforthepersonusingit.Attimes,itis simplerforthesupervisorstogetintheirvehiclesanddrivetowherethemenareandtalkfacetoface becauseoftheunreliabilityoftheZelloapplication.Thisisnotaneffectiveuseofthesupervisorsorthe ĻƒƦƌƚǤĻĻƭtime. SOLUTIONANDRECOMMENDATIONS: TheSolidWasteDepartmentneedstoconvertbacktoaradiosystem(Exhibit2)whichwillprovide employeeswithaverysafe,reliableandinstantaneousformofcommunicationbetweendivisions, employeesandsupervision.Theradioswillallowtheoperatorstoeasilyandsafelytalkwitheachother andtheotherdivisionswithinthesolidwastedepartmentalongwiththestreets,drainage,waterand wastewateremployeesthatvisitourfacilitywithoutworryingiftheyarebeingheardorifthe communicationwillbedisconnectedduringuse. Exhibit1 CurrentlandfillcommunicationwithZelloApp. Exhibit2 Newmethodofcommunication,MotorolaRadios DIVISIONPROGRAMPACKAGE SolidWasteLandfill LandfillD9Dozer PROGRAMDESCRIPTION: FundingisrequestedforthepurchaseofoneWasteHandlerdozer(Exhibit1)thatwillhelpefficiently andeffectivelypushandcompactMunicipalSolidWaste(MSW)attheDentonlandfillworkingface. RELATIONSHIPTOSTRATEGICPLAN: KFA5Sustainable&EnvironmentalStewardship StrategicInitiative5.2 Manage5ĻƓƷƚƓƭSolidWasteandRecylinginasustainablemanner CURRENTPRACTICES: TheLandfilloperationhasonly1WasteHandlerpushdozer(Exhibit2.)Thisdozerisusedtoassistthe compactorwiththeplacementofMSWintheactivelandfillworkingfacetoensureeffective compaction.ThisdozerisalsobackuptothecompactorsincaseoftheĭƚƒƦğĭƷƚƩƭcatastrophic failure. CURRENTISSUES: ThecurrentWasteHandlerpushdozeraccumulatesapproximately2,000hoursofuseperyear,which makesitaveryhighuseandhighwearmachine,requiringfrequentservice,andmaintenance. TheDentonLandfilldoesnotcurrentlypossessredundantorbackupequipmenttoreplacetheWaste Handlerwhenitisoutofservice.Additionally,thedozerisabackupmachinetothelandfillcompactors. InFY20172018,allthecompactorsattheDentonLandfillexperiencedcatastrophicmechanical problemsthatcausedthemtobeoutofservicefortwomonths.Thisrequiredustosolelyrelyonthe dozertokeepthelandfillworkingfaceoperational.Ifthedozerwouldhavewentdown,theCityof Dentoncouldhavepossiblyhadtocloseitslandfillduetoourinabilitytocompactandcoverthelandfill workingfacepursuantourTexasCommissiononEnvironmentalQualityPermit(TCEQ)1590APermit rules. SOLUTIONANDRECOMMENDATIONS: ThenewWasteHandlerDozerwouldbecomeourfrontlinepushdozerandthecurrentlandfilldozer wouldbecomethebackupmachine.Thispurchasewouldgivethelandfillredundancytoitsfrontline compactionequipmentandwouldenablethelandfilltosetthetwodozersonarotatingrecertification andreplacementschedule.Byrecertifyingeachdozerwhentheyarefiveyearsoldandthenreplacing themoncetheyaretenyearsold,allowsforbetterandmoreproductiveuseofthemachines.Which ultimatelydecreaseslongtermmaintenancecostandminimizesdowntime. Exhibit1 NewWasteHandlerDozer Exhibit2 CurrentlandfillKomatsuD155AXWasteHandler DIVISIONPROGRAMPACKAGE SolidWasteLandfill Landfill- Engineering Services PROGRAMDESCRIPTION: Fundingisrequestedtosecuretheservicesofprofessionalengineeringfirm(s),onanannualbasis,to completecomplianceactivitiesattheDentonLandfillthatrequireregistrations,certifications,effort, equipment,and/orexpertisethatcurrentlydoesnotexistswithintheSolidWasteDepartment. RELATIONSHIPTOSTRATEGICPLAN: KFA5 StrategicInitiative5.2 Manage5ĻƓƷƚƓƭSolidWasteandRecyclinginasustainablemanner CURRENTPRACTICES: TheCityofDentonLandfillcurrentlyexercisesseveraladhoccontractstocompleteservicetoensure complianceeffortsincluding,butnotlimitedto: LandfillcelldesignGroundwaterMonitoring LandfillPermitModificationAnnualreportcertification FacilityinfrastructureimprovementsPermitandcompliancereporting FillPlansandSequencingLandfillgasmanagement SoilBalancePlansLandfillClosure/Postclosure SurveyingAirspaceUtilization Statepurchasinglawrequiresthatgoodsandservicesthatareusedonareoccurringbasisbe periodically,formallyprocuredtoensurethattheproviderhastheknowledge/skillstocompletethe work. CURRENTISSUES: Managingalandfillisnotonlyacomplexandhighlytechnicalendeavorbutonethat,toensure compliance,requirestheuseofcontractedprofessionalstocompleteactualworkandfilerequired reportedformsandreports.Manyofthesecontractsareextendedonayeartoyearbasis,withthe successfulcompaniesnothavingbeensubjectedtoarecentqualificationbasedprocurementprocessto ensurethat,notonly,themostqualifiedperson/companyhasbeenidentifiedtocompletethework, butcostshavebeennegotiatedtoensurethegreatestvalueforservicetotheratepayersoftheCityof Dentonhasbeenachieved. SOLUTIONANDRECOMMENDATIONS: TheCityofDenton,SolidWasteDepartment,proposestodeveloparequesttoseekproposalsfrom interestedfirmstoawardnonexclusivecontactstoprovideengineeringandnonengineeringrelated landfillcomplianceeffortsattheCityofDentonLandfill.Itisanticipatedthatseveralcontractswillbe awardedunderthis/theserequests.Workwillbeinitiatedunderataskordersystemandcontrolledvia purchaseorders. Theestimatedtotalannualexpenditureforthisendeavorisnottoexceed$150,000 DIVISIONPROGRAMPACKAGE SolidWaste&RecyclingΑCollections PROGRAMDESCRIPTION: FundingisrequestedfortwoMiniRearLoadergarbagetrucksfortheSolidWaste&Recycling Department.Thesetruckswillallowustobecomemoreversatileasweaddresslowtohighlevel customerserviceconcerns.Additionally,wecanreducethenumberoflargevehiclesontheroad duringnoroutecollectiontimeswhichinturnwillreducecarbonemissions. RELATIONSHIPTOSTRATEGICPLAN: KFA2:Goal1.2Developahighperformanceorganization&Goal1.4Achievehighlevelofcustomer satisfaction. CURRENTPRACTICES: SolidWasteServicesisresponsibleforthecollection,disposalandrecyclingservicestothecitizens ofDenton,TX.Currentlysupervisorsusetheirpickuptruckstorespondtocustomercomplaints andconcernshavingtomakeseveraltripstocompletethetask.Supervisorsalsopulldriversaway fromtheircurrenttasktoensurethetaskiscomplete. CURRENTISSUES: SolidWasteServicesdoesnothaveenoughspaceonthebackofthepickuptruckstotransfermaterials thatneedtobepickedup,supervisorshavetopulldriversawayfromtheirdailyscheduledtasktoassist andusethetruckstopickupthematerialcausingadecreaseincustomerresponsetime,drivershaveto anincreasedamountofgas stayinthefieldlongertocompletedailyassignedtasks.Thereisalso pollutantsbecausethetrucksaredrivingfurtherandlongerthroughoutthecourseoftheday. SOLUTIONANDRECOMMENDATIONS: SolidWasteServicesisinneedoftwoMiniRearLoaderstoreducethetimeittakestorespondto customercomplaints.TheadditionalvehicleswillalsobeusedastheprimaryworkofficeforCrew Leaderwhichwillmakingrespondingtocrewsmoreefficientandprovidingtheabilitytocompletea varietyofsmalltasks.Additionally,thevehiclesaremoreeconomicalandcostconduciveaswellas environmentallyfriendly.Thevehicleshavegasolineengineandtheyburnsmarterandcleaner.Thesize ofthevehiclemakesiteasiertomaneuverthroughtrafficandthecarbonfootprintitisleavingwillbe muchsmaller.Thedepartmentwillsaveasignificantamountoftimeandmoneypurchasingthese vehicleswhileincreasingcustomerservice. DIVISIONPROGRAMPACKAGE SolidWasteΑScalehouseSoftware SolidWasteAdministration PROGRAMDESCRIPTION: Fundingisrequestedfortheselection,design,testingandimplementationofanewscalehouse (weighstation)softwaresolutionthatiscapableofaccuratelyweighingincomingwaste,providing trustworthydata,processingpaymentsofalltypes,producingreports,andcommunicatingwiththe NorthstarUtilityBillingsystem.ThissoftwarewillallowtheSolidWastedepartmentstoestablishand improvedataintegrity,improvecustomerserviceatthelandfill,andimprovetheflowofinformation betweenSolidWasteandCustomerService. RELATIONSHIPTOSTRATEGICPLAN: KFA1:OrganizationalExcellence Goal1.2Developahighperformanceorganization CURRENTPRACTICES: TheSolidWaste5ĻƦğƩƷƒĻƓƷƭAdministrationdivisionisresponsibleforweighingandtrackingall wastethatarrivesattheWeighStationfacilityatthe/źƷǤƭlandfill.Thesoftwaresolutionforthis operation,currentlyasystemknownasParadigm,mustcollectaseriesofdatapointsinaddition totheweightofthetruckandthewaste,andcommunicatethedatatoavarietyofworkgroups, areas,andsystems,includingthe/źƷǤƭbillingsystemandtheTexasCommissiononEnvironmental Quality(TCEQ),whichistheregulatoryagencywereporttoonaquarterlyandannualbasis. Datapointsinclude: trucktype wastematerialtypes destinationwithinthelandfillcampustowhichthewasteisbeingdelivered(ordiverted) specificarea(grid)withinthelandfill driverinformation whatcitythewasteoriginatedfrom tonnageofwaste transactionpaymenttype(cash,creditcard,check,onaccount) Thepointofentryfordataiswhentruckswithwasteloadsareweighedinattheinboundsideof theWeighStation,eitheratanattendedlanebyaCustomerServiceRepresentative,oratthe unattendedlanewherethedriverofthewastetruckmustinteractwithanunmannedcomputer kiosk.Thewasteisthendriventotheappropriateareaofthelandfillcampus,emptiedfromthe vehicle,andthenthevehicleexitsthroughtheWeighStationviaeithertheoutboundwindow, whereaCustomerServiceRepcollectstheemptyweightoftheoutboundvehicleandassiststhe customerwiththeassociatedfinancialtransactionandentersadditionaldata,orthebypasslane, whichisusedonlybyCityofDentonwastecollectionvehiclesorothervehiclesforcustomers whosewastechargesarechargedtoacustomerbillingaccount. CURRENTISSUES: TheParadigmsystemcurrentlyinusewasimplementedin2002,wasdevelopedusingMicrosoftAccess, andhasbeenupdated,patched,andhadaddonsimplementednumeroustimes.Thereisacustomer facingwebinterfaceforcertainͻƌğƓķŅźƌƌƚƓƌǤͼcommercialcustomers(customerswhousethelandfill buthavenoneedforotherCityutilities)topulldataforwastetransactions,buttheinterfacerequires frequentmaintenanceandhasbecomeunusableattimes,causinginternalrepresentativestomanually runreportsforthesecustomers. Itcurrentlyallowstheentryofthedatapointsnecessaryformanytransactiontypes,butisnotfully automated,andlackstheabilitiesneededforflaggingaccountswhenneeded,orpromptingusersto carryoutcertaincustomerinteractions,suchaswhenaĭǒƭƷƚƒĻƩƭaccountisunpaid/delinquent. BillinginformationissentfromParadigmtoNorthstarinanautomatedfashionforresidentialaccounts, butforcommercialaccountsthedatamustbemanuallyextractedfromParadigmviaaSpreadsheet ServerReportingSystem(SSRS)andemailedtoCustomerServicewhereabillingsupervisormust manuallyreviewthedataanduploadittoNorthstarforbillingthecustomers. Datamustbemanuallyextractedandcompiledforthepurposesofreportingquarterlyandannuallyto ourregulatoryagencyTCEQ,orforreportingstatisticsandmeasuresforCityanddepartmental managementstaff. SOLUTIONANDRECOMMENDATIONS: StaffiscurrentlyworkingwithaconsultanttodevelopanRFPtoselectanewsoftwaresolutionthatwill meetthefunctionalneedsofourmodernoperation,allowsustocollectdatawithintegrity,integrate withotherCitysystemsviaAPIs,providestandardandadhocreportingcapabilities,improveour communicationswithinourownoperationaswellasthoseofotherCitydepartments,andallowfor processimprovementsthroughmodernsystemcapabilities. FUNDINGREQUIREMENTS: Fundingintheamountof$400,000isrequestedforthenewsoftware,whichincludesdesign,testing, andimplementation,plusoneyearofserviceandmaintenancebeyondtheinitialinstallation. DIVISIONPROGRAMPACKAGE SolidWasteDepartment RelocationandconstructionofNorthLakesRecyclingDropOff PROGRAMDESCRIPTION: ToimproverecyclingaccessibilityfortheĭźƷǤƭcitizens,theSolidWastedepartmentmaintainsthree recyclingdropoffsitesaroundtheCity. RELATIONSHIPTOSTRATEGICPLAN: KFA5,Goal5.2 ΑManage5ĻƓƷƚƓƭSolidWasteandRecyclinginaSustainableManner PerformanceMeasure ΑDecreasewastedisposalpercapitathroughmaterialdiversion CURRENTPRACTICES: ThecurrentrecyclingdropoffislocatedoffofWWindsorDr.andHinkleDr.Thereareapproximately20 recyclingcontainersonsite,andthesiteisservicedthreetimesperweek.Asidefromthissite,Solid Wastemaintainstwoadditionaldropofflocations,1527S.MayhillRd.and200W.CongressSt. CURRENTISSUES: ThecurrentsiteislocatedonpropertydesignatedforParksandwĻĭƩĻğƷźƚƓƭnewtennis facilities.Asaresult,thedropoffsitemustberelocatediftheCityintendstomaintainasite onthenorthsideofthecity.Additionally,thereareseveralproblemspresentattheexisting site:illegaldumping,windblownlitter,recyclingcontamination,andinadequate surveillance.Staffrecommendstheseissuesbeaddressedifthesiteisrelocated. SOLUTIONANDRECOMMENDATIONS: TheParksDepartmenthasidentifiedCityownedpropertyneartheDentonSoccerComplex onNBonnieBraeStthatmaybesuitableforthedropoffsite.Forasimplerelocationtothe newsite,staffrecommendsaconcretepad,gatedchainlinkfencing,windfencing,and securitycameras(approximatecostof$410,439). Withoutadditionalinvestment,staffexpectsillegaldumping,windblownlitter,and recyclingcontaminationtorecuratthenewlocation. DIVISIONPROGRAMPACKAGE SolidWaste&RecyclingΑCollections PROGRAMDESCRIPTION: FundingisrequestedforanadditionalRollOfftruckfortheSolidWaste&RecyclingDepartment.The additionaltruckwillallowthedepartmenttokeepupwithgrowthandconstructionprojectswithin theCityofDenton. RELATIONSHIPTOSTRATEGICPLAN: KFA2:Goal1.2Developahighperformanceorganization&Goal1.4Achievehighlevelofcustomer satisfaction. CURRENTPRACTICES: SolidWasteServicesisresponsibleforthecollection,disposalandrecyclingservicestothecitizens ofDenton,TX.OnadailybasisdriversaregivenscheduledandunscheduledRollOffaccountsto service.Withasteadyincreaseofdevelopment,ourRollOffspecificaccountsareincreasing.With thatbeingsaid,SolidWasteoperatorsaregivenmorecontainers. CURRENTISSUES: SolidWasteServicesdoesnothaveenoughrollofftrucksconsistentlyrunningtooperateefficiently. TheCityisgrowingatanincreasedrateandwithoutanotherrollofftruckthecitywillnotbeableto meetcustomerdemands.Driversarereceivingmoreserviceorders/requestsandarehavingtowork longerhoursthatresultsinovertimeandpotentiallydriverfatigueconcerns. SOLUTIONANDRECOMMENDATIONS: SolidWasteServicesisinneedoftherequestedRollOfftrucktoprovidecontainerservicestoour developingcommunity.Thedepartmentcurrentlyhasstaffavailabletooperateanadditionalfulltime RollOfftruck.Ourcombinedunitovertimegoalandourabilitytosupport5ĻƓƷƚƓƭGrowth& k. Developmentprojectwillbeproperlymanagedwiththeadditionoftherequestedtruc DIVISIONPROGRAMPACKAGE SolidWaste&RecyclingΑCollections RouteConsulting PROGRAMDESCRIPTION: Fundingisrequestedforrouteoptimization.Thedepartmentdesirestohireaconsultanttoaudit, evaluate,andredesignourexistingresidentialroutes.Ourendgoalwouldbetocreatebalancedfuel efficientroutes. RELATIONSHIPTOSTRATEGICPLAN: KFA2:Goal1.2Developahighperformanceorganization&Goal1.4Achievehighlevelofcustomer satisfaction. CURRENTPRACTICES: TheSolidWasteDepartmentprovidesonceperweekcurbsideresidentialgarbageandrecycling collectiontoallsinglefamilyhomeswiththeCityofDenton.SWOperatorsareassignedtoa specificareaofthecityeachdayoftheoftheweek. CURRENTISSUES: Thecurrentroutestructurecreatesmanyopportunitiesforimprovement.Severalroutesarenot conjoinedwhichresultsinoverlappedroutes,inefficienciesandservicesdelays.Forexample,basedon routedesign,operatorsarerequiredtotravelthroughotherroutestocontinuetheirassignedroute. SOLUTIONANDRECOMMENDATIONS: Allroutesareinneedofaudit.Theauditwouldconsistofobservingeachroutefromacosteffective perspective.Moreover,routeredundancy,travelingthroughotherroutes,andextendeddrivetimewill bereduced.Wewouldliketohireaprofessionalindustryrelatedcompanytoauditandrecommend routeimprovements. $#4! $®¶³®¶ $¤³® n 3 ProposedAnnualProgramofServices FiscalYear201920 S UBMITTED T O: T HE M AYORAND C ITY C OUNCIL July 30,2019 4 PreparedBy SpecialThankstoPublicAffairs Reflectiveofthe#¨³¸Ȍ²focusonsustainableandenvironmentalstewardshipthroughpromotingsustainablematerials resourcemanagement,theCityof$¤³®Ȍ²BudgetDocumentisprintedonpaperthatisForestStewardshipCouncil (FSC)Certified. 5 6¨²¨®Ǿ -¨²²¨®Ǿ £ 6 «´¤² In March of 2019, the City Council adopted Plan is described on the following pages, and it serves as the basis for the development of the FY 2019-20 Proposed Budget. The Strategic Plan is organized into five Key Focus Areas (KFAs) and the major goals and objectives are described in subsequent pages. Below are the vision, mission, and values that have provided a framework for the Strategic Plan. 6)3)/. Denton is an identifiable and memorable destination and a community of opportunities. We achieve this by providing high quality of life through excellence in education, entertainment, and employment; neighborhood vitality and sustainability; environmental and financial stewardship; and superior public facilities and services. -)33)/. The City of Denton will foster an environment that will deliver extraordinary quality services and products through stakeholder, peer group, and citizen collaboration; leadership and innovation; and sustainable and efficient use of resources. VALUES We care about our people, our community, and our work. We do this with integrity, respect, and fairness. 6 #®±¤ 6 «´¤² INTEGRITY Making sure that with every decision we make, our actions match our values. &)3#!, 2%30/.3)"),)49 Ensuring that people can trust that we use public funds conscientiously, with the TRANSPARENCY Building an environment of trust by interacting with others honestly as well as collecting and sharing clear and concise information. /5434!.$).' #534/-%2 3%26)#% Employing a holistic approach to problem-solving and providing responsive service that goes above and beyond expectations. 7 %«¤¢³¤£ /¥¥¨¢¨ «² #§±¨² 7 ³³² Mayor Term Expires: May 2020 rd 3 Term '¤± ±£ (´£²¯¤³§ +¤¤«¸ "±¨¦¦² *¤²²¤ $ µ¨² Mayor Pro Tem Council Member Council Member District 1 District 2 District 3 Term Expires: May 2021 Term Expires: May 2021 Term Expires: May 2021 ndrdst 2 Term 3 Term 1 Term *®§ 2¸ $¤¡ !±¬¨³®± 0 ´« -¤«³¹¤± Council Member Council Member Council Member District 4 At Large, Place 5 At Large, Place 6 Term Expires: May 2021 Term Expires: May 2020 Term Expires: May 2020 ndstst 2 Term 1 Term 1 Term 8 CurrentOrganizationalChart Citizens City Council Boards, Commissions, & CommitteesCity Attorney Municipal JudgeInternal Auditor City Manager Deputy City ManagerAssistant City ManagerChief Financial OfficerDevelopment Services EngineeringChief of StaffAccounting/ Budget/ TreasuryPlanning AirportBuilding Inspections Capital ProjectsCity Manager's Office Engineering Development ReviewCity Secretary Customer ServiceFire Traffic OperationsReprographics Community Improvement Services Public WorksCouncil Requests Animal Services Facilities Management Municipal CourtPolice Drainage Economic DevelopmentTechnology Services Human Resources Fleet Services Public Safety Dispatch Electric Operations Solid Waste Operations Risk Management/ Health Ins. Streets Procurement/ Compliance Library Utilities Parks & Recreation Materials Management Water Operations Business Process Improvement Performance Management Public Affairs Wastewater Operations Strategic Planning Environmental Services Communications Gas Well Review Community Development Sustainability Homelessness initiatives Legislative Affairs 9 "® ±£²Ǿ #®¬¬¨²²¨®²Ǿ £ #®´¢¨« #®¬¬¨³³¤¤² *5$)#)!, /2 15!3)-*5$)#)!, "/!2$3 Ȩ'®µ¤±¬¤³ « "® ±£ -¤¬¡¤±²ȩ #¨µ¨« 3¤±µ¨¢¤ #®¬¬¨²²¨® Ensures compliance with Chapter 143 of the Texas Local Government Code governing police and fire. The duties of the Commission include approval of eligibility hiring lists and holding hearings, upon appeal, on matters of promotions, performance, reclassifications, and other civil service issues. (¤ «³§ £ "´¨«£¨¦ 3³ £ ±£² #®¬¬¨²²¨® Hears and decides appeals of orders, decisions or determinations made by the Building Official, Code Official, or Fire Marshal made pursuant to Chapters 13, 14, 17, 28 and 29 of the Code of Ordinances; makes reasonable interpretations or rulings in matters properly before it pursuant to Section 2-460. (¨²³®±¨¢ , £¬ ±ª #®¬¬¨²²¨® Recommends to the Planning & Zoning Commission and City Council those buildings, structures, sites, districts, and areas in the city that the Commission has determined should be preserved and designated as historic landmarks. The Commission also regulates design review for designated properties and districts. 0« ¨¦ lj :®¨¦ #®¬¬¨²²¨® Makes decisions or recommendations to the City Council regarding the Comprehensive Plan, Development Code, zoning regulations, long-range planning, zoning changes, platting, and other development-related policies as required or permitted by State law or Council policy. :®¨¦ "® ±£ ®¥ !£©´²³¬¤³ Provides a vehicle for citizens to appeal zoning interpretations, decisions of the Building Official, and request variances from the zoning and sign regulations in the Denton Development Code. The Board may also make final decisions regarding changes, the reestablishment, or termination of nonconforming uses within the city. !$6)3/29 "/!2$3 !¨±¯®±³ !£µ¨²®±¸ "® ±£ Serves in an advisory capacity to the City Council on matters relative to airport safety, flight and ground operations, safety and security issues arising from the creation and development of long- term master plans; tenant/stakeholder outreach; the Airport Business Plan and the Airport Master Plan; airport infrastructure improvement or other major projects impacting the airport; grant funding for the airport; and long term financial planning and budgetary issues affecting the airport. 10 "® ±£²Ǿ #®¬¬¨²²¨®²Ǿ £ #®´¢¨« #®¬¬¨³³¤¤² !¨¬ « 3§¤«³¤± !£µ¨²®±¸ #®¬¬¨³³¤¤ Assists the City in complying with the provisions of the Animal Shelter Act and makes recommendations to the City Council regarding methods and procedures necessary to ensure compliance with the Act. #®¬¬´¨³¸ $¤µ¤«®¯¬¤³ !£µ¨²®±¸ #®¬¬¨³³¤¤ Holds public hearings and makes decisions regarding the expenditure of federal Community Development Block Grant and Home Investment Partnership Program monies. Downtow $¤³® 4 · )¢±¤¬¤³ &¨ ¢¨¦ 2¤¨µ¤²³¬¤³ :®¤ "® ±£ Makes recommendations to the City Council concerning the administration of the Zone; prepares and adopts a project plan and Tax Increment Financing Reinvestment Zone financing plan for the Zone and submits the plans to the City Council for approval; prepares, implements and monitors such project and financing plans for the Tax Increment Financing Reinvestment Zone as the City Council considers advisable including the submission of an annual report on the status of the Zone. %¢®®¬¨¢ $¤µ¤«®¯¬¤³ 0 ±³¤±²§¨¯ "® ±£ Provides economic development policy guidance and makes recommendations to the City Council and Chamber of Commerce; reviews, considers and makes recommendations to the City Council regarding Airport Branding and Marketing to support the implementation of the Denton Airport Business Plan; reviews, considers and makes recommendations to the City Council regarding Denton Municipal Airport incentive policies as assigned by the City Council or requested by the City Manager; and acts as a recommending body to the City Council for specific airport economic development incentives as assigned by the City Council or requested by the City Manager and permitted by City and State law. Hu¬ 3¤±µ¨¢¤² !£µ¨²®±¸ #®¬¬¨³³¤¤ Serves in an advisory capacity to encourage continuous evaluation of the human services delivery system and to recommend actions and funding to the City Council regarding City of Denton human services. ,¨¡± ±¸ "® ±£ Serves in an advisory capacity to the City Council to recommend policies, rules, and regulations for the operation of the library system. The Board also provides citizen input to the City Council and recommends fees for Council consideration. 0 ±ª²Ǿ 2¤¢±¤ ³¨® £ "¤ ´³¨¥¨¢ ³¨® "® ±£ Serves in an advisory capacity to the City Council to recommend improvements to park and recreation programs. The Board is charged to stimulate public interest in the development and maintenance of parks and playgrounds; to promote close cooperation between the City and private citizens so that all park and recreational facilities are used to their maximum benefit; and pursuant to the Charter, make recommendations regarding the appearance, beautification, and environment of the city. 11 "® ±£²Ǿ #®¬¬¨²²¨®²Ǿ £ #®´¢¨« #®¬¬¨³³¤¤² 0´¡«¨¢ !±³ #®¬¬¨³³¤¤ Makes recommendations to the Parks Recreation and Beautification Board and City Council on the commissioning, placing, and the installing of public art; implementation of funding mechanism(s) for public art; effective and efficient management of public art; ongoing maintenance of public art; and the accessioning, deaccessioning, and re-siting of public art. 0´¡«¨¢ 5³¨«¨³¨¤² "® ±£ Reviews the department of utilities budget and makes recommendations to the City Council in the format required by the City Manager. The Board is authorized to expend funds for information and advertising. All matters relating to utility policies, capital projects, rates, and the sale and issuance of utility bonds are submitted to the Board for review and recommendation prior to Council consideration. The Public Utilities Board makes recommendations for the Capital Improvement Program pursuant to the provisions in the City Charter. 4 · )¢±¤¬¤³ 2¤¨µ¤²³¬¤³ :®¤ .´¬¡¤± 4¶® "® ±£ Makes recommendations to the City Council concerning the administration of the Zone. Prepares and adopts a project plan and Tax Increment Reinvestment Zone financing plan for the Zone and submits the plans to the City Council for approval. Prepares, implements and monitors such projects and financing plans for the Tax Increment Reinvestment Zone as the City Council considers advisable including the submission of an annual report on the status of the Zone. 4± ¥¥¨¢ 3 ¥¤³¸ #®¬¬¨²²¨® Serves in an advisory capacity to the City Council on matters brought forward to the Commission by the City Manager, or his/her designee, or assigned by the City Council which pertains to traffic safety education and publicity; ways and means of improving traffic conditions and safety for motor vehicles; bicycle and pedestrian safety; implementation of traffic control devices; public parking restrictions; or roadway speed limit designations #)49 #/5.#), #/--)44%%3 !¦¤£ #®¬¬¨³³¤¤ Reviews the City Manager proposed City Council agendas as to form and agenda content. !´£¨³ȝ&¨ ¢¤ #®¬¬¨³³¤¤ The duties and purpose of the Committee shall be to assist the City Council in fulfilling its organizational oversight responsibilities relating to the audit function, the investment function, and other financial related activities as delegated by the City Council. 12 "® ±£²Ǿ #®¬¬¨²²¨®²Ǿ £ #®´¢¨« #®¬¬¨³³¤¤² #®´¢¨« !¨±¯®±³ #®¬¬¨³³¤¤ Reviews, considers and makes recommendations to the City Council on: the Airport Business Plan and the Airport Master Plan; any airport infrastructure improvement or other major project impacting the airport; the acquisition, review, and consideration of grant funding for the airport; contracts and leases of airport property, including recommending appropriate terms to the City Council; long term financial planning and budgetary issues affecting the airport; and issues raised as a result of interface between citizens, airport tenants, or other interested parties. #®¬¬¨³³¤¤ ® #¨³¨¹¤ %¦ ¦¤¬¤³ The Committee shall provide advice to both the City Council and/or staff regarding the timely distribution of accurate and complete information to Denton citizens and devise methods of engaging Denton Citizens in the various processes of city government. #®¬¬¨³³¤¤ ® ³§¤ %µ¨±®¬¤³ The duties of the Committee shall be to review, discuss, deliberate, and consider environmental issues and resources and make recommendations to the City Council. The Committee will also deliberate and make recommendations regarding any other matter delegated to the Committee by the City Council. #®´¢¨« !¯¯®¨³¤¤ 0¤±¥®±¬ ¢¤ 2¤µ¨¤¶ #®¬¬¨³³¤¤ The duties and purpose of the Committee shall be to assist the City Council in performance and properly reflect current job duties in order to make recommendations to the City Council to assist the Council in evaluating the job performance of the Council appointees. Additionally, the Committee will make recommendations regarding employment agreements, including renewals, of Council appointee positions. #®´¢¨« %³§¨¢² #®¬¬¨³³¤¤ The duties and purpose of the Committee shall be to advise the City Council on the Ethics Policy, gather information from citizens regarding the Ethics Policy, and conduct hearing and inquiries as set forth in the enabling resolution. #®´¢¨« -®¡¨«¨³¸ #®¬¬¨³³¤¤ The duties and purpose of the Committee shall be to review, consider and make recommendations to the City Council regarding any changes to the Mobility Plan, local transportation policy, and any items concerning regional transportation policies and activities. (®³¤« /¢¢´¯ ¢¸ 4 · lj 3¯®²®±²§¨¯ #®¬¬¨³³¤¤ The duties and purpose of the Committee shall be to monitor allocation and use of hotel occupancy tax funds, ensuring funds are being used to directly enhance and promote tourism and hotel/convention industry and to recommend organizations to receive funding to City Council. 13 ´±¤ ¢±¤ ³¤£ ¡¸ .¨¢ .®¡«¨°´¤ 0®´¯®±¤ 14 ,¤ ¯ &±®¦² .®±³§ , ª¤² 0 ±ª 15 4 ¡«¤ ®¥ #®³¤³² Mission Statement----------------------------------------------------------------------------------------------------------------------------------------5 Core Values-------------------------------------------------------------------------------------------------------------------------------------------6 Elected Officials-------------------------------------------------------------------------------------------------------------------------------------------7 Organizational Chart--------------------------------------------------------------------------------------------------------------------------------------8 City Boards, Commissions, and Council Committees--------------------------------------------------------------------------------------------------------------------------------------9-12 -!.!'%2͒3 -%33!'% !.$ 2%!$%2͒3 '5)$% Manager's Message--------------------------------------------------------------------------------------------------------------------------------------19-23 Budget Calendar-------------------------------------------------------------------------------------------------------------------------------------------24 Major Budget Documents--------------------------------------------------------------------------------------------------------------------------------------25 The Budget Process--------------------------------------------------------------------------------------------------------------------------------------26 Budgetary and Financial Policies-------------------------------------------------------------------------------------------------------------------------------------28 Financial Structure----------------------------------------------------------------------------------------------------------------------------------------28 Budgeted Funds-------------------------------------------------------------------------------------------------------------------------------------------29 Budget Basis--------------------------------------------------------------------------------------------------------------------------------------------------------------33 Organizational Relationships--------------------------------------------------------------------------------------------------------------------------------------33 342!4%')# 0,!. Strategic Plan ---------------------------------------------------------------------------------------------------------------------------------------------37-38 Strategic Plan Key Focus Areas and Work Plans ------------------------------------------------------------------------------------------------------------------------------------39-57 "5$'%4 /6%26)%7 Reserve Level-------------------------------------------------------------------------------------------------------------------------------------------------61 Revenues----------------------------------------------------------------------------------------------------------------------------------------------------62 Expenditures---------------------------------------------------------------------------------------------------------------------------------------------------67 General Fund Expenditure Enhancements--------------------------------------------------------------------------------------------------------------------------------------67 Other Agency Contributions--------------------------------------------------------------------------------------------------------------------------------------71 Grants--------------------------------------------------------------------------------------------------------------------------------------------------------------------72 Capital Improvement Program--------------------------------------------------------------------------------------------------------------------------------------72 Enterprise Funds-------------------------------------------------------------------------------------------------------------------------------------------------------------73 Internal Service and Miscellaneous Special Revenue Funds-----------------------------------------------------------------------------------------------------------------------------------79-85 &).!.#)!, 35--!29 14 Budget Resource and Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------89 Consolidated Fund Summary-------------------------------------------------------------------------------------------------------------------------------------90 Projected Appropriable Fund Balances-------------------------------------------------------------------------------------------------------------------------------------91 Position Summary----------------------------------------------------------------------------------------------------------------------------------------92 Estimated Ad Valorem Tax Collections & Distribution-------------------------------------------------------------------------------------------------------------------------------------93 General Fund - Major Assumptions Five year Forecast--------------------------------------------------------------------------------------------------------------------------------------94 General Fund - Five Year Forecast--------------------------------------------------------------------------------------------------------------------------------------95 Electric Fund - Five Year Forecast-------------------------------------------------------------------------------------------------------------------------------------96 Water Fund - Five Year Forecast-------------------------------------------------------------------------------------------------------------------------------------97 Wastewater Fund - Five Year Forecast-------------------------------------------------------------------------------------------------------------------------------------98 Solid Waste Fund - Five Year Forecast-------------------------------------------------------------------------------------------------------------------------------------99 16 4 ¡«¤ ®¥ #®³¤³² General Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------100 General Fund Resource Summary-------------------------------------------------------------------------------------------------------------------------------------101-104 General Fund Expenditures by Program Summary-------------------------------------------------------------------------------------------------------------------------------------105 General Debt Service Fund Summary------------------------------------------------------------------------------------------------------------------------------------106 Electric Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------107-108 Water Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------109-110 Wastewater Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------111-112 Solid Waste Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------113-114 Airport Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------115 Customer Service Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------116 Technology Services Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------117-118 Materials Management Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------119-120 Facilities Management Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------121-122 Fleet Services Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------123 Risk Retention Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------124 Health Insurance Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------125 Engineering and Development Services Fund Resource & Expenditure Summary------------------------------------------------------------------------------------------------------------------------------- ------126-127 Street Improvement Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------128 Recreation Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------129 Tourist and Convention Fund Resource & Expenditure Summary-----------------------------------------------------------------------------------------------------------------------------------130 Police Confiscation Fund Resource & Expenditure Summary -----------------------------------------------------------------------------------------------------------------------------------131 Traffic Safety Fund Resource & Expenditure Summary-----------------------------------------------------------------------------------------------------------------------------------------132 Downtown Reinvestment Fund Resource & Expenditure Summary-----------------------------------------------------------------------------------------------------------------------------------133 Economic Development Investment Fund Resource & Expenditure Summary-----------------------------------------------------------------------------------------------------------------------------------1 34 Parks Gas Well Fund Resource & Expenditure Summary----------------------------------------------------------------------------------------------------------------------------------------------------1 35 Tree Mitigation Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------------------136 Roadway Impact Fee Fund Resource & Expenditure Summary------------------------------------------------------------------------------------------------------------------------------------------------- ---137 Public Education Government (PEG) Fund Resource & Expenditure Summary---------------------------------------------------------------------------------------------------------------------------------- -138 McKenna Trust Fund Resource & Expenditure Summary------------------------------------------------------------------------------------------------------------------------------------------------139 Park Land Dedication Trust Fund Resource & Expenditure Summary------------------------------------------------------------------------------------------------------------------------140 Park Development Trust Fund Resource & Expenditure Summary-----------------------------------------------------------------------------------------------------------------------------------141 Downtown Tax Increment Reinvestment Zone Fund Resource & Expenditure Summary -------------------------------------------------------------------------------------------------------------------------- ---------142 West Park Tax Increment Reinvestment Zone Fund Resource & Expenditure Summary-------------------------------------------------------------------------------------------------------------------------- ---------143 Miscellaneous Special Revenue Fund Resource & Expenditure Summary-----------------------------------------------------------------------------------------------------------------------------------144 Grants Expenditure Summary---------------------------------------------------------------------------------------------------------------------------------145 Human Services Funding Recommendation--------------------------------------------------------------------------------------------------------------------------------------146 #!0)4!, )-02/6%-%.4 02/'2!- Capital Improvement Program -----------------------------------------------------------------------------------------------------------------------------------149-155 17 ,¨³³«¤ £ "¨¢¸¢«¤ 2 ¢ª² ,®¢ ³¤£ ¨ $®¶³®¶ $¤³® 18 19 --7206 July 30, 2019 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 2019-20 Proposed Budget. The Proposed Budget has been developed to accomplish the goals and objectives that are as well as the direction received at the August 2018 Council Retreat. The Strategic Plan addresses five Key Focus Areas (KFAs): 1. Organizational Excellence 2. Public Infrastructure 3. Economic Development 4. Safe, Livable, and Family Friendly Community, and 5. Sustainable and Environmental Stewardship Public safety is a top priority in the FY 2019-20 Budget with the addition of 9 FTEs in Police. This is in addition to the transfer of 5 FTEs to Police in the current FY 2018-19 Budget. Emphasis has continued to be focused on cost containment, organizational efficiency,and capital projects.These efforts have been highlighted through the continuation of departmental work session presentations which began in early June 2019 and will conclude in August 2019.Presentations were given by each department covering the areas of cost containment, budget emphasis, and performance measurement and improvements. Baseline budgets were developed for all Funds ption in rates, fees, and taxes. These cost containment efforts have led to a recommended budget that includes no rate adjustments for Electric, Solid Waste, Water and Wastewater Funds. For the General Fund, the proposed budget includes a 1.5 cent increase over the effective tax rate to fund supplemental requests and service enhancements; pending the results of two fee studies which could reduce this further. Over the past several fiscal years, the City has also maintained a 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, transferred or eliminated. For FY 2019-20, 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. 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 2019-20 Budget continues to allocate available resources based on the City's Strategic Plan to achieve our goals. The pace of growth in the General 20 Fund accelerated significantly in FY 2019-20.Property tax values are approximately 11.52% above the prior year values. The proposed tax rate is a1.5 cent increase from the effective tax rate to $0.605454. This is a 1.5 cent decrease from the current tax rate of $0.620477. This could further change depending on the upcoming fee discussions. Property values , grew significantly with an increase in value of $85.6 million over the prior year tax roll. The Over 65/Disabled tax limitation (freeze) represents approximately $1.43 billion in value and is a 7.3% increase from the prior year. Since eligible homeowners theoretically pay the same amount of taxes as the prior year, the loss of taxable value represents a loss of approximately $993,000 in revenue to the City. Franchise fees are expected to grow by 1.8% or $79,822 in FY 2019-20. Revenue growth is less than previously forecasted due to recent legislative changes. The revenue growth will be transferred to the Street Improvement Fund. However, the budget excludes the additional transfer of $650,000 from General Fund franchise fee revenue to the Street Improvement Fund. 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 in FY 2018-19 $12.25 million was issued for this purpose. The total operating funding for street maintenance has increased from $4.36 million in FY 2008-09 to $15.73 million in FY 2019-20. Compared to FY 2018-19,budgeted revenue is projected to increase by $640,661 from $15,090,455 to $15,731,116 in the Street Improvement Fund for FY 2019-20. The five-year financial plan estimates an increase in the total operating maintenance funding for the 17.4 million by FY 2023-24. 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 tocontinue to improve the condition of the City's streets over the long term. The FY 2019-20 General Fund budget includes $2,103,966 in funding enhancements for public safety programs. This budget includes the funding of 9 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 $1,961,205 in enhancements to Neighborhood Services including increased allocations for new and existing park maintenance ($508,105), block party closure funds ($2,400), creation of a co-sponsorship special event fund ($280,000), homeless initiatives ($634,600), integrated pest management ($461,100), elimination of overdue library fines ($75,000)., 21 Administrative and Community Services supplemental programs are funded at $140,000in the General Fund. This supplemental funding includes funding for a new project construction guide ($40,000) and accounts payable automation software ($100,000). In addition to the increased funding included for FY 2019-20, several items are to be funded in FY 2018- 19 from existing appropriations. In the Fire Department, the purchase of Mechanical Chest Compression Devices (CPR) ($82,000), Fire Station 1 remodel ($25,000), Exhaust Filters ($53,000) and Rescue Equipment ($10,000). In Animal Services, the purchase of Air Conditioner Brackets for vehicles ($12,985), window coverings ($5,940), scales ($1,000), hallway drains ($7,500) and security cameras ($6,000). Additional items funded include, Comprehensive 5- Year Economic Development Strategic Plan ($100,000), magistration fee and rate increases ($97,336), construction guide ($20,000), Grant Management Software ($21,140) and a compensation study ($10,000). In summary, General Fund support in the amount of $451,901 is included in FY 2018-19 for the purposes mentioned above. The overall FY 2019-20 Budget for all funds is $1.21billion and includes 1,723.11 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 1.5 cents above the effective tax rate of $0.590454per $100 of assessed valuation. Of this amount $0.400364 is provided for operations and maintenance and $0.205090 is for debt service. The rate for debt service has decreased from $0.217545 to $0.205090. The effective tax rate is $0.590454, and the rollback tax rate is $0.633033 as calculated per state law. The estimated average residential tax payment at the proposed tax rate will increase from $1,447 to $1,507 based on the increase in average home value from $233,165 to $248,909. This is an increase of $60 per year ($5 per month) to the average taxpayer. The adopted FY 2018-19 Budget includes the following new positions, increasing total positions from (1,670.16) to (1,686.16). In addition to FTEs transferred between funds, the following positions were additions funded within the FY 2018-19 Budget. o 2.00 FTEs in Building Inspections o 2.00 FTEs in Animal Services o 0.25 FTEs in Budget o 1.00 FTEs in o 0.50 FTEs in Facilities o 1.00 FTE in Electric o 1.00 FTE in Customer Service o 1.75 FTEs in Technology Services o 2.00 FTEs in Fleet o 4.00 FTEs in Engineering Services o 0.50 FTE in Recreation Fund 22 The proposed budget adds the following new positions to the FY 2019-20 Budget, increasing total positions from (1,686.16) to (1,723.11). In addition to FTEs transferred between funds, the following positions are additions funded within the FY 2019-20 Budget. o 2.70 FTEs in Parks o 9.00 FTEs in Police o 0.50 FTE in Animal Services o 3.00 FTEs in Public Safety Dispatch o 3.00 FTEs in Fire o 0.25 FTE in Municipal Judge o 2.00 FTEs in Electric o 5.00 FTEs in Water o 8.00 FTEs in Wastewater o 1.00 FTE in Solid Waste o 2.50 FTEs in Customer Service No rate changes for Electric customers. No rate changes for Water customers. No rate changes for Wastewater customers. No increase to the existing monthly residential and commercial Solid Waste rates. Introduction of a monthly subscription rate for yard waste service. 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 third year of wellness incentive pay. The FY 2019-20 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 includesaFY 2019-20 Capital Improvement Program (CIP) with $118.25 million new funding. This includes $26.25 million of revenue funded capital projects, $14.7 in General Obligation Bonds from the 2014 bond election and $77.3 million in Certificates of Obligation ($72.7 million for Utility projects and $4.6 million for General Government projects). The General Obligation Bonds 23 include street reconstruction, street expansions on sections of Bonnie Brae and Windsor,and park improvements. The General Government projects to be funded by Certificates of Obligation are vehicle/equipment replacements and the facility maintenance program. property values. The retail and restaurant development at Rayzor Ranch and the vibrant downtown area continue to grow with the addition of: Zoës Kitchen; Cotton Patch Café; Mini Figs, Bricks and More; Hotel Partners Denton opened the 70,000-square-foot convention center, 318- restaurant project in 2018. The LEED Gold Certified Embassy Suites by Hilton had a 61% occupancy rate for January to March 2019. Currently under construction, are 300 unit luxury apartments that will increased aircraft size, activity and development. In the West Park industrial area, U.S. Cold Storage (USCS) is nearing completion of a 500,000-square-foot cold storage warehouse and distribution center located on 40 acres. The estimated electric demand of the company is 1.5 megawatts annually, which will make USCS a Top 25 customer for Denton Municipal Electric (DME). The 65 acres west of USCS is under construction for a new 350,000-square-foot refrigerated distribution center. Tyson Sales and Distribution will construct a highly automated facility that will employ 100. The distribution center will have an estimated 2 megawatt annual electric demand, which will add another Top 25 customer for DME. Downtown merchants continue to see increases in pedestrian traffic and sales. H2Oak barbecue restaurant will house an outdoor turf playground for games like wiffle ball and a 4,000-square-foot indoor venue that will host local, national and international music artists. Jupiter House completed their restaurant restoration and expansion project and reported increased sales 3 to 4 times greater than anticipated. 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 2019-20 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 24 "´£¦¤³ # «¤£ ± Planning January - February Adopted BudgetDepartmental Budgets October - SeptemberMarch -May City Manager's City Council's Budget Proposed Budget August -September June -July Planning January-February January-Preliminary Long Range Financial Forecast Preparation January-Early Budget Kickoff for Internal Service Funds Departmental Budgets March-May March-Budget Kickoff April-Budgets Submitted to Finance June-Utilities Budget Reviews with Public Utilities Board (PUB) City Manager's Proposed Budget June-July June-Budgets reviewed by City Manager and Executive Staff June-Long Range Forecast and Budget Discussions with City Council April-July -City Council Reviews Strategic Plan and Goals July-Receive Certified Tax Roll; Calculate Effective & Rollback Tax Rates City Council's Budget August-September August-Tax Rate Proposed and Public Hearings August-Budget Work Sessions with City Council September-Budget and Tax Rate Adoption Adopted Budget September-December October-Fiscal Year Begins October-September Budget Maintenance December-Submit Budget to GFOA for Review 25 *-The Reader's documents. The City of Denton has prepared a budget designed to meet the highest standards of performance in municipal budgeting. This document provides a summary of all budgeted funds, including both revenue and expenditure summaries. Major budget documents, the budget process, and organization of the budget itself are described below. - ©®± "´£¦¤³ $®¢´¬¤³² to understand the timing and purpose of these documents in order to fully understand the process itself. 1. 4§¤ "´£¦¤³ )²³±´¢³¨® - ´ « - March Prior to budget development and training of departmental support staff, the Budget Instruction Manual is drafted and completed in March. This document serves as a development guide and includes sections on annual budget highlights and specific development instructions, as well as, appendices with rate calculations, format examples, and supplemental forms. 2. ,®¦ȃ2 ¦¤ &¨ ¢¨ « &®±¤¢ ²³ - June In June, the City Council meets to discuss the preliminary Long-Range Financial Forecast for the city. After this meeting, staff prepares a five-year forecast to address key service areas. The forecast is finalized at the end of July and included in the proposed budget document. 3. 4§¤ "´£¦¤³ /µ¤±µ¨¤¶ - Late July The Budget Overview is submitted to the City Council in late July as part of the proposed budget. This report summarizes and identifies key issues with regard to revenues and expenditures for the coming year. 4. 4§¤ 0±®¯®²¤£ "´£¦¤³ - Late July The proposed budget is submitted to the City Council in late July of each fiscal year. This document represents a balanced version of departmental budget requests versus projected resources. The proposed budget is a product of policy as expressed by the City Council and is prepared by the City Manager. 5. 4§¤ !£®¯³¤£ "´£¦¤³ - September The adopted budget represents a modified version of the proposed budget after public hearings and City Council review in August/September. Any changes deemed necessary by City Council to funding levels or revenue projections are reflected in the adopted budget. Revisions may also be made to reflect any updates to budget information. 26 4§¤ "´£¦¤³ 0±®¢¤²² The City of Denton uses a program-oriented budgeting process. Each budgeting unit or division is given a "baseline" funding level based upon the previous year's funding level. Any funding request that represents new expenditures and programs, or that is in excess of adjusted baseline funding, must be submitted as a separate request or "package." 1. "´£¦¤³ 4± ¨¨¦ ¥®± 3´¯¯®±³ 3³ ¥¥ȝ"´£¦¤³ '´¨£¤«¨¤ 2¤µ¨¤¶ January/February is the time when existing budget guidelines, procedures, and forms are reviewed. Changes may be made to the budget process in order to make budget development more efficient and address format changes. Preliminary budget training for departments is available prior to budget kickoff. During preliminary training, staff is informed of budgeting concepts and the budget process, as well as, given a quick introduction to the City's budget forms. During budget kickoff, departments receive the budget instruction manual so that they may have specific instructions and a review of any changes to the budget process. Α. 2¤µ¤´¤ 0±®©¤¢³¨® The budget revenue projections for the new fiscal year begin early in the current fiscal year. The projections are made by the departments responsible for the revenues with help from the Finance Department staff. Projections are based upon consultations with state and local agencies, trend analysis, anticipated changes in the local and regional economy, and discussions with directly associated staff members. Although revenue projections are prepared early in the budget process, the budget revenue analysis continues with departmental budget development and extends until the budget is adopted based upon any new information. Β. 0±®¯®²¤£ "´£¦¤³ $¤µ¤«®¯¬¤³ During budget development, the Finance Department staff work with departments to analyze requests, provide advice, and lend assistance. Budget requests are based upon a baseline funding level, and any additional funding is made in the form of supplemental requests. 27 Γ. 0±®¯®²¤£ "´£¦¤³ ! «¸²¨²ȝ#®¬¯¨« ³¨® Once division and departmental budget requests are completed, the Finance Department reviews and compiles a preliminary draft of departmental budgets to present to the Management Team, which is comprised of the City Manager, Deputy City Manager, and Assistant City Manager. A total recommended funding level is determined from both baseline and proposed supplemental packages. At this time, the funding level is weighed against available resources. A tax rate increase may or may not be recommended depending upon City Council program priorities and issues previously expressed in the budget process. Δȁ ,®¦ȃ2 ¦¤ &¨ ¢¨ « &®±¤¢ ²³ A workshop is held in June with the City Council to discuss the preliminary Long-Range Financial Forecast for the city. After this meeting, staff refines the forecast to address key service areas. The recommended version of the forecast is included in the proposed budget document that is submitted to the City Council in July. 6. #¨³¸ #®´¢¨« "´£¦¤³ 3³´£¸ The proposed budget, including the Budget Overview, is compiled as soon as possible after final appraised property value and other data are received. This report highlights and summarizes funding requirements, major changes in programs, and alternatives for funding. A budget work session is held with the City Council to review and discuss the proposed budget. Discussions and study may follow at subsequent work sessions until budget adoption. 7. 0´¡«¨¢ (¤ ±¨¦ȝ"´£¦¤³ !£®¯³¨® A public hearing on the budget and two public hearings on the tax rate (if necessary) are held in August and September prior to final budget consideration. At the public hearings, citizens may make formal comments concerning the proposed budget and tax rate. Budget adoption occurs in September after City Council deliberations and the public hearings. City Council may take action to modify the proposed budget. The City Council also adopts a tax rate to support adopted funding levels. Pursuant to City Charter, the proposed budget as submitted by the City Manager becomes the adopted budget if no City Council action is taken before the end of the fiscal year, September 30. 8. #®¬¯¨« ³¨® ®¥ !£®¯³¤£ "´£¦¤³ȝ"´£¦¤³ - ¨³¤ ¢¤ An adopted budget is compiled and published during the first months of the new fiscal year. The adopted budget in the form of an amended proposed budget is available for public inspection in December. Budget maintenance is a year-round activity of the organization. Spending controls consist of budget holds, position control reviews, and budget transfer authorizations for 28 unbudgeted expenses. Additional spending control mechanisms include monthly review of expenditures by the Finance Department. During the budget process, departments make revenue and expenditure estimates for the current year. Finally, program goals, objectives, and measures are evaluated during budget development to determine effectiveness of program activities and levels of appropriate funding for subsequent years. "´£¦¤³ ±¸ £ &¨ ¢¨ « 0®«¨¢¨¤² The City of Denton has developed administrative policies, which govern the formulation and administration of the annual budget. These administrative policies are incorporated within the City's Administrative Policies and Procedures. Financial 3³±´¢³´±¤ The financial structure of the budget is organized by funds. A fund is generally defined as a fiscal and accounting entity which has its own self-balancing set of accounts for recording cash and other financial resources, as well as, any liabilities or residual equities or balances. Normally, funds are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. However, when appropriate, funds are made up of departments. The two types of funds utilized in this budget are Governmental and Proprietary. The specific funds that make up the Governmental Fund type are General Fund, General Debt Service Fund, Street Improvement Fund, Recreation Fund, Tourist and Convention Fund, Police Confiscation Fund, Traffic Safety Fund, Economic Development Investment Fund, Downtown Reinvestment Fund, Parks Gas Well Fund, Roadway Impact Fee Fund, Tree Mitigation Fund, Public Education Government (PEG) Fund, McKenna Trust Fund, Park Land Dedication and Development Trust Funds, Downtown Tax Increment Reinvestment Zone (TIRZ) Fund, Westpark Tax Increment Reinvestment Zone (TIRZ) Fund, and Miscellaneous Special Revenue Funds. The Proprietary Fund types are Electric Fund, Water Fund, Wastewater Fund, Solid Waste Fund, Customer Service Fund, Airport Fund, Technology Services Fund, Materials Management Fund, Fleet Management Fund, Health Insurance Fund, Risk Retention Fund, Engineering Services Fund and Facilities Management. Each of the above-mentioned funds operates separately and independently from one another; therefore, they are budgeted separately and include separate financial statements. 29 "´£¦¤³¤£ &´£² The City '¤¤± « &´£ Ȩ¬ ©®± ¥´£ȩ The General Fund reflects service operations such as public safety, libraries, and parks. are sales and ad valorem taxes. expenditures plus a 5% resiliency reserve (City Ordinance 2016-287). $¤¡³ 3¤±µ¨¢¤ &´£ Ȩ¬ ©®± ¥´£ȩ The Debt Service Fund is used to record and control the accumulation of resources for payment of general obligation long-term debt principal and interest. The City issues debt to acquire or construct capital assets such as roads or parks for the general benefit of Denton citizens. Resources include an applicable portion of the ad valorem tax levy and related interest income usable from debt service. The fund balance is restricted to payment of principal and interest or refunding of tax supported debt. (Federal and State Tax Law). 3¯¤¢¨ « 2¤µ¤´¤ &´£² Special Revenue Funds are used to account for the receipt of specific revenue sources that are restricted for expenditures for a specified purpose. Included in the special revenue funds are: the Street Improvement Fund, Recreation Fund, Tourist and Convention Fund, Police Confiscation Fund, Police Academy Fund, Traffic Safety Fund, Economic Development Investment Fund, Downtown Reinvestment Fund, Parks Gas Well Fund, Roadway Impact Fee fund, Tree Mitigation Fund, Public Education Government (PEG) Fund, McKenna Trust Fund, Park Land Dedication and Development Trust Funds, Downtown Tax Increment Reinvestment Zone Fund, Westpark Tax Increment Reinvestment Zone Fund, and Miscellaneous Special Revenue Funds. 3³±¤¤³ )¬¯±®µ¤¬¤³ &´£ The purpose of the fund is to provide a dedicated mechanism to account for street maintenance and improvement activities. The fund will receive revenue from a portion of the franchise fees previously accounted for in the General Fund, as well as, street cut reimbursements. Additionally, interest cost savings associated with the sale of Certificates of Obligation in lieu of Revenue Bonds will also be recorded as revenue. The fund balance is restricted to street maintenance and improvement activities. (City Ordinance 2013-219). 2¤¢±¤ ³¨® &´£ The Recreation Fund is used to account for the Parks and Recreation programs, which are self- supporting. The fund balance is restricted to recreational programs (City Ordinance 2011-155). 4®´±¨²³ £ #®µ¤³¨® &´£ Hotel Occupancy Tax, which is levied at 7% of room rental rates. Each October the City Council enters into contracts with various organizations that will promote tourism and 30 the convention and hotel industry in Denton. The fund balance is restricted to promotion of tourism and the convention and hotel industry under state law. 0®«¨¢¤ #®¥¨²¢ ³¨® &´£ The Police Confiscation Fund is used to record the receipt and expenditure of confiscated contraband that is used in the commission of a variety of criminal offenses. Expenditures from this fund are allocated to the Police Department for materials, supplies, and operational costs. The fund balance is restricted to law enforcement purposes under federal guidelines. 0®«¨¢¤ !¢ £¤¬¸ &´£ The Police Academy Fund was merged with the General Fund in FY 2017-18. 4± ¥¥¨¢ 3 ¥¤³¸ &´£ The Traffic Safety Fund is used to record the receipt of citations from red light camera violations. Revenues from this fund are used for materials to enhance traffic safety operations in the Police Department and Traffic Department. The fund balance is restricted to traffic safety programs, intersection improvements and traffic enforcement under state law. %¢®®¬¨¢ $¤µ¤«®¯¬¤³ )µ¤²³¬¤³ &´£ The Economic Development Investment Fund was a newly created fund in FY 2015-16. This fund is used to account for grants provided to attract businesses to the City. Fund balance is restricted to economic development grants meeting specific criteria. (City Ordinance 2016-229). $®¶³®¶ 2¤¨µ¤²³¬¤³ &´£ The Downtown Reinvestment Fund is used to account - located in the downtown area. The fund balance is restricted to downtown reinvestment activities. (City Ordinance 2013-237). 0 ±ª² ' ² 7¤«« &´£ The Parks Gas Well Fund was established to record the receipt of restricted gas well revenues on park property. Expenditures from this fund will be used for park system projects. The fund balance is restricted to park system uses based on a legal opinion of State grant funding requirements. 2® £¶ ¸ )¬¯ ¢³ &¤¤ &´£ The Roadway Impact Fee Fund was established to record the receipt and expenditure of impact fees associated with development affecting city roadways. This was created in FY 2016-17. The fund balance is restricted to roadway capital improvements within each roadway zone that were included in the Impact Fee Capital Improvement Plan. (City Ordinance 2016-189). 4±¤¤ -¨³¨¦ ³¨® &´£ The Tree Mitigation Fund is used to purchase, plant, and maintain trees on public property, to preserve wooded property that remains in a naturalistic state in perpetuity, to perform and maintain a citywide tree inventory, and to educate citizens and developers on the benefits and value of trees. The fund balance is restricted to purchasing, planting, and maintaining trees and tree canopy related programs. (City Ordinance 2015-252) 31 0´¡«¨¢ %£´¢ ³¨® '®µ¤±¬¤³ Ȩ0%'ȩ &´£ The PEG Fund provides for the acquisition of production equipment, capital, and other lawful PEG purposes. PEG fees are remitted to the city on a quarterly basis from cable subscribers. The fund balance is restricted by state law to capital purchases of facilities and equipment used to provide PEG services ȁ -¢+¤ 4±´²³ &´£ The McKenna Trust Fund is used to account for interest received from the George McKenna Trust, which was established in 1958 and is currently managed by JP Morgan Chase Bank. One half of the net income from this trust is of the net income is distributed to the City of Denton for use only in maintaining, developing, preserving, and improving the George McKenna Park in the City. The fund balance is restricted to developing, preserving and improving McKenna Park under the terms of the trust. 0 ±ª , £ $¤£¨¢ ³¨® £ $¤µ¤«®¯¬¤³ 4±´²³ &´£² The Park Land Dedication and Development Trust Funds are funds received from developers. These fees provide for neighborhood parks and projects within a one half to one mile radius of the development or platting. The fund balance is restricted to purchasing neighborhood park land or improvements to neighborhood parks within one mile of the development. (City Ordinance 98-039). $®¶³®¶ 4 · )¢±¤¬¤³ 2¤¨µ¤²³¬¤³ :®¤ &´£ The Downtown TIRZ Fund is used for downtown development projects, and it accounts for the tax revenues that are collected above the FY 2010-11 level in the downtown area. The fund balance is restricted for public improvements allowed by state law within the boundaries of the Downtown TIRZ while the TIRZ in in place. 7¤²³¯ ±ª 4 · )¢±¤¬¤³ 2¤¨µ¤²³¬¤³ :®¤ &´£ The Westpark TIRZ Fund is used for development projects and to account for the tax revenues that are collected above the FY 2012-13 level in the Westpark area, located near the Denton Enterprise Airport. The fund balance is restricted for public improvements allowed by state law within the boundaries of the Westpark TIRZ while the TIRZ in in place. -¨²¢¤«« ¤®´² 3¯¤¢¨ « 2¤µ¤´¤ &´£² The Miscellaneous Special Revenue Funds are comprised of the Animal Control Donation Fund, Police Donation Fund, Fire Donation Fund, Library Donation Fund, and Parks Donation Fund. The fund balances are maintained for the purpose in which they were donated. %³¤±¯±¨²¤ &´£² Ȩ¬ ©®± ¥´£²ȩ Enterprise funds are used to account for governmental activities that are similar to those found in private businesses. The City budget includes Electric, Water, Wastewater, Solid Waste, and Airport Funds. Each fund reflects the services denoted in the title of each fund. The major revenue source for these enterprise funds is the rate revenue generated from the customers who receive the services provided. The following fund balance policies were adopted by City Ordinance 2016-287: 32 Electric 16% - 20% Water 33% - 50% Wastewater 28% - 39% Solid Waste 14% - 18% Fund is required to use the revenues received at the Airport including gas well revenues from Airport property for Airport uses due to state and federal rules on the grant funding received for airport improvements. )³¤± « 3¤±µ¨¢¤ &´£² Internal Service Funds are used to account for the financing of goods or services provided by one department to another department within the same government organization. Financing is based on reimbursement of actual costs. The internal service funds are Fleet Management, Customer Service, Technology Services, Materials Management, Engineering Services, Facilities Management, Risk Retention, and Health Insurance. Each internal service fund listed is funded through payments from various City departments for the actual services received from the specific fund. &«¤¤³ - ¦¤¬¤³ &´£ The Fleet Management Fund accounts for the maintenance restricted by a specific fund balance policy or City Ordinance. #´²³®¬¤± 3¤±µ¨¢¤ &´£ The Customer Service Fund is responsible for tracking utility service, producing bills, and collecting revenue from customers. 4¤¢§®«®¦¸ 3¤±µ¨¢¤² &´£ The Technology Services Fund provides computer services resources and telephone maintenance. The fund balance is not currently restricted by a specific fund balance policy or City Ordinance. - ³¤±¨ «² - ¦¤¬¤³ &´£ The Materials Management Fund is comprised of purchasing and warehouse operations. This internal service fund is responsible for procuring goods and services for City departments and the warehouse maintains an inventory of materials and supplies used by City departments. The fund balance is not currently restricted by a specific fund balance policy or City Ordinance. %¦¨¤¤±¨¦ 3¤±µ¨¢¤² &´£ The Engineering Services Fund is comprised of the following operations: Engineering, Real Estate, Public Works Inspections, and Development Review. This internal service fund is responsible for providing the above services primarily to internal city departments although some services are provided to external entities. The fund balance is not currently restricted by a specific fund balance policy or City Ordinance. & ¢¨«¨³¨¤² - ¦¤¬¤³ The Facilities Management Fund is responsible for maintaining all city owned facilities and vertical construction projects. The fund balance is not currently restricted by a specific fund balance policy or City Ordinance. 33 2¨²ª 2¤³¤³¨® &´£ The Risk Retention Fund records the activities associated with providing general liability insurance coverage and self-funded activities for City operations. The fund balance is not currently restricted by a specific fund balance policy or City Ordinance. (¤ «³§ )²´± ¢¤ &´£ The Health Insurance Fund accommodates self-insurance operations. The fund balance is restricted for defined health fund purposed as a self- insurance health plan and under Section 125 of the Federal Tax Code. "´£¦¤³ " ²¨² The budget for the General, Special Revenue, Debt Service, and Capital Improvement Program (CIP) Funds are prepared on the modified accrual basis of accounting. Under this basis of accounting, revenues are recognized when they become both "measurable" and "available" to finance expenditures of the current period except where the accrual basis is specified by generally accepted accounting principles. Expenditures are recognized when the related fund liability is incurred, except for (1) inventories of material and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period; (4) interest on special assessment indebtedness which may be recorded when due rather than accrued, if approximately offset by interest earnings on special assessment levies; and (5) principal and interest on long-term debts which are generally recognized when due. Budgets for the Enterprise and Internal Service Funds are prepared on the full accrual basis of accounting under which transactions are recognized when they occur regardless of timing or related cash flow. /±¦ ¨¹ ³¨® « 2¤« ³¨®²§¨¯² A department is a major administrative segment of the City, which indicates overall management responsibility for an operation or a group of related operations within a functional area. The smallest organizational unit budgeted is the division. The division indicates responsibility for one functional area, and in many cases these functional areas are put together to demonstrate a broader responsibility. When this is done, the divisions are combined to make up a department. 34 # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®¦± ¬ 0±®©¤¢³ 35 (¨¦§¶ ¸ -¤£ ««¨® ³ .®±³§ 4¤· ² "«µ£ȁ 36 3³±¤¤³ ²¨£¤ ¬´± « «®¦ 3§¤±¬ £ "¤«« ¨³¤±²¤¢³¨® 37 3³± ³¤¦¨¢ 0« The City of Denton uses a Strategic Plan as a roadmap to achieve long-term goals and objectives that . The first Strategic Plan was formally approved by the City Council in April 2011, and it has been updated periodically since that time. Over the past year, the City has partnered with the Bloomberg What Works Cities initiative to refine our strategic outcomes and identify measurable ways to mark our progress. The City Council approved the Strategic Plan and associated performance measures on March 5, 2019. The Strategic Plan serves as the basis for resource allocation decisions that are used in the development of the Budget. The Strategic Plan is organized into five Key Focus Areas (KFAs) and major goals associated with each KFA are also identified below. +¤¸ &®¢´² !±¤ ΐȀ /±¦ ¨¹ ³¨® « %·¢¤««¤¢¤ '® « ΐȁΐ - ¦¤ ¥¨ ¢¨ « ±¤²®´±¢¤² ¨ ±¤²¯®²¨¡«¤ ¬ ¤±ȁ '® « ΐȁΑ $¤µ¤«®¯ §¨¦§-¯¤±¥®±¬ ¢¤ ®±¦ ¨¹ ³¨®. '® « ΐȁΒ 0±®¬®³¤ ¤¥¥¤¢³¨µ¤ ¨³¤± « £ ¤·³¤± « ¢®¬¬´¨¢ ³¨®ȁ '® « ΐȁΓ !¢§¨¤µ¤ §¨¦§ «¤µ¤« ®¥ ¢´²³®¬¤± ² ³¨²¥ ¢³¨®. '® « ΐȁΔ %§ ¢¤ ¤¥¥¨¢¨¤¢¸ £ ¯±®£´¢³¨µ¨³¸ ³§±®´¦§ ¡´²¨¤²² ¯±®¢¤²² ¨¬¯±®µ¤¬¤³². '® « ΐȁΕ #®«« ¡®± ³¤ ¶¨³§ «®¢ «Ǿ ±¤¦¨® «Ǿ ²³ ³¤Ǿ £ ¥¤£¤± « ¯ ±³¤±²ȁ +¤¸ &®¢´² !±¤ ΑȀ 0´¡«¨¢ )¥± ²³±´¢³´±¤ '® « Αȁΐ #®³¨´®´²«¸ ¨¬¯±®µ¤ ³§¤ °´ «¨³¸ ®¥ #¨³¸ ±® £¶ ¸². '® « ΑȁΑ %§ ¢¤ connectivity £ ²¤¤ª ²®«´³¨®² ³® improve mobility. '® « ΑȁΒ 0±®¬®³¤ ²´¯¤±¨®± #¨³¸ ¥ ¢¨«¨³¨¤² £ ´³¨«¨³¸ services. '® « ΑȁΓ 0±® ¢³¨µ¤«¸ ¬ ¦¤ £ ¤§ ¢¤ £± ¨ ¦¤ ¨¥± ²³±´¢³´±¤ȁ '® « ΑȁΔ $¤µ¤«®¯ # ¯¨³ « )¬provem¤³ 0±®¦± ¬ Ȩ#)0ȩ ³§ ³ ¶¨«« ¬¤¤³ ®´± ¢®¬¬´¨³¸ ¤¤£²ȁ +¤¸ &®¢´² !±¤ ΒȀ %¢®®¬¨¢ $¤µ¤«®¯¬¤³ '® « Βȁΐ $¤µ¤«®¯ ³ ±¦¤³¤£ ¯®«¨¢¨¤² £ ¨¢¤³¨µ¤² ³§ ³ ¡®®²³ ¤¢®®¬¨¢ ¦±®¶³§ȁ '® « ΒȁΑ - ª¤ $¤³® £¤²³¨ ³¨® ¥®± µ¨²¨³®±²ȁ '® « ΒȁΒ 0±®¬®³¤ ¡´²¨¤²²-¥±¨¤£«¸ ¤µ¨±®¬¤³ȁ '® « ΒȁΓ %¢®´± ¦¤ £¤µ¤«®¯¬¤³Ǿ ±¤£¤µ¤«®¯¬¤³Ǿ ±¤¢±´¨³¬¤³Ǿ £ ±¤³¤³¨®ȁ Key &®¢´² !±¤ ΓȀ 3 ¥¤, Liv ¡«¤ £ & ¬¨«¸ &±¨¤£«¸ #®¬¬´¨³¸ '® « Γȁΐ %§ ¢¤ ¯´¡«¨¢ ² ¥¤³¸. '® « ΓȁΑ 0±®¬®³¤ ¢«¤ £ §¤ «³§¸ ¤¨¦§¡®±§®®£². '® « ΓȁΒ 0±®µ¨£¤ high-quality community services. '® « ΓȁΓ 0±®µ¨£¤ ®´³²³ £¨¦ «¤¨²´±¤Ǿ ¢´«³´± «Ǿ £ ¤£´¢ ³¨® « ®¯¯®±³´¨³¨¤²ȁ '® « ΓȁΔ 3´¯¯®±³ ¢¨³¨¹¤² ¨ ¤¤£. +¤¸ &®¢´² !±¤ ΔȀ 3´²³ ¨ ¡«¤ lj %µ¨±®¬¤³ « 3³¤¶ ±£²§¨¯ '® « Δȁΐ 2¤²¯®²¨¡«¸ ¬anage Ǿ « £Ǿ £ ®³§¤± ³´± « resources. '® « ΔȁΑ - ¦¤ $¤³®² 3®«¨£ 7 ²³¤ £ Recycling ¨ 3´²³ ¨ ¡«¤ - ¤±. '® « ΔȁΒ 2¤£´¢¤ ¨± ¯®««´³¨on. '® « ΔȁΓ 3³±¨µ¤ ¥®± ¤¤±¦¸-¤¥¥¨¢¨¤³ #¨³¸ ®¯¤± ³¨®² £ ¥ ¢¨«¨³¨¤². '® « ΔȁΔ 0±®µ¨£¤ infrastructure £ «³¤± ³¨µ¤ ¬®£¤² ®¥ ³± ²¯®±³ ³¨®ȁ '® « ΔȁΕ /¥¥¤± ®¯¯®±³´¨³¨¤² ¥®± ±¤²¨£¤³² ³® ¨¢±¤ ²¤ ¤¤±¦¸ ¢®²¤±µ ³¨® £ ¬¨¨¬¨¹¤ ¨¬¯ ¢³. 38 3³± ³¤¦¨¢ 0« The matrix below organizes the Key Focus Areas (KFAs) by select service areas in the organization. While every department has some level of responsibility for each KFA, the matrix is intended to only highlight the primary departments responsible for each KFA. 3%26)#% !2%! +&! ΐ +&! Α +&! Β +&! Γ +&! Δ UTILITIES Electric Water Wastewater 3®«¨£ 7 ²³¤ ).4%2.!, 3ERVICES 4¤¢§®«®¦¸ 3¤±µ¨¢¤² - ³¤±¨ «² - ¦¤¬¤³ Fleet Risk .%)'("/2(//$ 3%26)#%3 "´¨«£¨¦ )²¯¤¢³¨® Co¬¬´¨³¸ )¬¯±®µ¤¬¤³ 3¤±µ¨¢¤² Libraries 0 ±ª² £ Recreation Planning ' ² 7¤«« Operations #®¬¬´¨³¸ $¤µ¤«®¯¬¤³ 05",)# 3!&%49 !¨¬ « 3¤±µ¨¢¤² Fire Police -´¨¢¨¯ « #®´±³ TRANSPORTATION Airport Streets Traffic/Transportation !$-).)342!4)6% 3%26)#%3 %¢®®¬¨¢ $¤µ¤«®¯¬¤³ & ¢¨«¨³¨¤² - ¦¤¬¤³ Finance (´¬ 2¤²®´±¢¤² )³¤± « !´£¨³ Legal 0´¡«¨¢ #®¬¬´¨¢ ³¨®² +¤¸ &®¢´² !±¤ ΐȀ /±¦ ¨¹ ³¨® « Excellence +¤¸ &®¢´² !±¤ ΑȀ 0´¡«¨¢ )¥± ²³±´¢³´±¤ +¤¸ &®¢´² !±¤ ΒȀ %¢®®¬¨¢ $¤µ¤«®¯¬¤³ +¤¸ &®¢´² !±¤ ΓȀ 3 ¥¤Ǿ Livable £ & ¬¨«¸-&±¨¤£«¸ #®¬¬´¨³¸ +¤¸ &®¢´² !±¤ ΔȀ 3´²³ ¨ ¡«¤ lj %µ¨±®¬¤³ « 3³¤¶ ±£²§¨¯ 39 3³± ³¤¦¨¢ 0« 7®±ª 0« ² ³® )¬¯«¤¬¤³ ³§¤ +¤¸ &®¢´² !±¤ ² ¨ &9 ΑΏΐΗȃΐΘ During the strategic planning process, staff identified several Work Plans to be completed over the coming fiscal year. The purpose of creating Strategic Plan work plans is to: Detail specific actions that will be taken to achieve the intended outcomes outlined by the Goals for each Key Focus Area. Provide policy makers and employees with key milestones for assessing our performance. Establish accountability for completing the tasks in the coming year. In addition to the KFAs and goals, the Strategic Plan of data or information that will help us track our ongoing progress for Work Plan actions or toward a Goal. These adopted work plans and performance measures for the coming year are listed below: +&! ΐȀ /±¦ ¨¹ ³¨® « %·¢¤««¤¢¤ Goal 1.1 Manage Financial Resources in a Responsible Manner Expected Goal 1.1 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Implement Audit Plan to improve efficiency and accountability across the City organization September 2019 PM Number of audits conducted by Internal Audit| Target: 8 audits Office WP2 Update the Purchasing Manual to better align with current practices and priorities PM Successful implementation of all operating budgets in new budget software | Target: 15 departments Finance March 2019 PM Pilot departmental travel and expense reporting system| Target: 2 departments PM Implement purchase card payment for vendors| Target: 10% of venders accepting purchase cards WP3 Update the Purchasing Manual to better align with current practices Procurement and priorities & July 2019 PM Council adoption of new Purchasing Manual| Target: July 2019 Compliance WP4 Implement new contract management software to better track and Procurement monitor the status of contracts Citywide & March 2019 PM Complete testing of new contract management software | Target: Compliance February 2019 40 3³± ³¤¦¨¢ 0« Goal 1.2 Develop a High Performance Organization Expected Goal 1.2 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Enhance new leadership development programs Human October Resources 2019 PM Increase number of employee participant hours in City-sponsored training activities| Target: 6,000 WP2 Develop a strong organizational culture by focusing on core values and providing training opportunities to employees at all levels of the organization Human PM Increase number of employees participating in City-sponsored training Resources, activities | Target: Establish baseline Procurement Ongoing PM Continue Employee Ethics training sessions| Target: Quarterly training & opportunities Compliance PM Conduct employee ethics assessment| Target: March 2019 WP3 Enhance availability of employee health incentives and wellness opportunities PM Implement the new Real Appeal Weight Loss Program through United Human Ongoing Health Care | Target: January 2019 Resources PM Revise Healthy Incentives Program to provide increased options for employees | Target: June 2019 WP4 Implement Safety Strategic Plan to improve employee safety and decrease risk to organization PM Reduce on-job injuries per $100 of payroll | Target: $0.75 Human March 2019 Resources PM Vehicle accidents per 100 miles driven | Target: Establish baseline Goal 1.3 Promote Effective Internal and External Communication Expected Goal 1.3 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Implement and enhance public communications, community engagement, and transparency PM Percentage of residents rating communication efforts as good or excellent| Target: 80% PM Public Affairs Ongoing good or excellent | Target: 80% PM Increase of followers across all social media platforms| Target: 234,405 PM Increase number of social media impressions by 20%| Target: 1,487,466 41 3³± ³¤¦¨¢ 0« Goal 1.3 (continued from previous page) Promote Effective Internal and External Communication Expected Goal 1.3 - Work Plans (WP) & Performance Measures (PM) Department Completion WP2 Enhance internal communication tools and techniques Public PM Conduct Employee Forum information sessions with employees at Affairs, City multiple locations quarterly to share information and answer employee Ongoing questions | Target: 4 rounds of meetings Office PM Launch new Employee Communication Platform and establish baseline data for number of readers| Target: October 2019 Goal 1.4 Achieve a High Level of Customer Satisfaction Expected Goal 1.4 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Implement and enhance public communications, community engagement, and transparency PM Percentage of residents rating communication efforts as good or Public Affairs Ongoing excellent| Target: 80% PM Increase good or excellent | Target: 80% WP2 Enhance internal communication tools and techniques Public PM Conduct Employee Forum information sessions with employees at Affairs, City multiple locations quarterly to share information and answer employee Ongoing questions | Target: 4 rounds of meetings Office PM Launch new Employee Communication Platform and establish baseline data for number of readers| Target: October 2019 Goal 1.5 Enhance Efficiency and Productivity through Business Process Improvements Expected Goal 1.5 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Implement major technology projects to enhance efficiency and improve the quality and availability of data PM Implement Phase I of new Computer Aided Dispatch System for Public Safety | Target: December 2019 PM Complete radio system replacement and integrate into Denton County Technology Ongoing Regional Radio System | Target: September 2019 Services PM Improve employee efficiency on major technology projects by tracking planned hours of work vs. actual work | Target: >95% PM Improve the efficiency of major technology projects by minimizing project overruns, comparing planned budget vs. actual budget | Target: >95% 42 3³± ³¤¦¨¢ 0« Goal 1.6 Collaborate with Local, Regional, State, and Federal Partners Expected Goal 1.6 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Adopt and implement legislative agenda Public Affairs, City June 2019 PM Work with DCTA and other municipalities to introduce and pass legislation Office to modify the board membership of DCTA | Target: Spring/summer 2019 WP2 Collaborate with community partners to enhance collective impact initiatives Community Ongoing PM Participate and provide staff resources to the Denton County Homeless Development Leadership Team and the Denton County Behavioral Health Leadership Team | Target: Ongoing +&! ΑȀ 0´¡«¨¢ )¥± ²³±´¢³´±¤ Goal 2.1 Continuously Improve the Quality of City Roadways Expected Goal 2.1 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Enhance Street Maintenance Program PM Increase percentage of lane miles of asphalt, overlaid or microsealed, of Capital September Target: 20% Projects 2019 PM Ensure all 1,400 lane miles of existing streets receive maintenance every five years | Target: 20% of roadway network PM Reduce the number of streets with a 45 or less Overall Condition Index Capital December (OCI) to 10% of total roadway network | Target: December 2019 Projects 2019 WP2 Collaborate with community partners to enhance collective impact initiatives Community Ongoing PM Participate and provide staff resources to the Denton County Homeless Development Leadership Team and the Denton County Behavioral Health Leadership Team | Target: Ongoing Goal 2.2 Enhance Connectivity and Seek Solutions to Improve Mobility Expected Goal 2.2 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Complete ADA Transition Plan and begin implementation Capital October Projects 2019 PM Council approval of ADA Transition Plan| Target: October 2019 43 3³± ³¤¦¨¢ 0« Goal 2.2 (continued from previous page) Enhance Connectivity and Seek Solutions to Improve Mobility Expected Goal 2.2 - Work Plans (WP) & Performance Measures (PM) Department Completion WP2 Develop a Master Thoroughfare Plan, update the Bicycle Master Plan, and the Mobility Plan Capital December Projects 2019 PM Council approval of Mobility Plan, Master Thoroughfare Plan, and the Bicycle Master Plan| Target: December 2019 WP3 Develop a systematic approach to improving the connectivity, accessibility, and well-being of the community through infrastructure projects and community partnerships that optimize access to a healthy lifestyle All City June 2019 PM Select a consultant to assist with strategy development and Departments implementation | Target: Ongoing PM Present concept and draft strategy to City Council | Target: Spring 2019 WP4 Complete construction of the Denton Enterprise Airport Parallel Runway September Airport Project 2019 Goal 2.3 Promote Superior City Facilities and Utility Services Expected Goal 2.3 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Maintain, build, and enhance City facilities to meet the needs of the community PM Service Center Remodel: Complete design and initiate construction| Target: Summer 2019 PM City Hall East Remodel for Police Department: Complete design and initiate construction| Target: Summer 2019 PM City Hall West: Complete design and initiate construction of window Facilities Ongoing replacements| Target: November 2019 Management PM Fire Station 3: Complete design and initiate construction| Target: March 2020 PM Fire Station 8: Complete design and initiate construction | Target: October 2019 PM American Legion Senior Center: Complete design and initiate construction| Target: May 2019 WP2 Maintain, build, and enhance Water and Wastewater facilities to meet the needs of the community Utility PM Pecan Creek Water Plant Facility Capacity Study: Complete treatment Ongoing Administration plant modeling to determine the feasibility of a capacity addition of up to five million gallons per day using existing process units| Target: Winter 2019 44 3³± ³¤¦¨¢ 0« Goal 2.3 (continued from previous page) Promote Superior City Facilities and Utility Services Expected Goal 2.3 - Work Plans (WP) & Performance Measures (PM) Department Completion PM Complete Water Distribution Asset Management Study and Plan: Provide prioritized distribution system asset replacement plan for capital planning | Target: Summer 2019 PM Ray Roberts Water Treatment Plan Condition and Expansion Assessments: Complete plant condition and expansion assessments and Utility develop prioritized distribution system asset replacement plan for capital Ongoing Administration planning | Target: Spring 2019 PM Water Distribution and Wastewater Collection Systems: Implement wastewater collection system inflow and infiltration source identification program to more accurately locate areas where stormwater enters the wastewater collection system | Target: Spring 2019 WP3 Maintain, build, and enhance Parks and Recreation facilities to meet the needs of the community PM Dallas/Teasley Median: Complete median design | Target: November 2019 PM Eagle/Elm Median: Complete median design | Target: July 2019 PM North Lakes Dog Park: Complete park design and construction | Target: December 2019 PM IOOF Cemetery Improvements: Complete project improvements | Target: December 2019 Parks & Ongoing Recreation PM South Lakes Park Parking Lot: Complete design and construction | Target: September 2019 PM Patrick Park: Complete development agreement, design, and construction | Target: September 2020 PM Rayzor Ranch Park: Complete development agreement, design, and construction | Target: Februrary 2020 PM Tennis Center: Complete design and construction | Target: December 2019 PM University Drive Median Landscape Improvement: Complete design and construction | Target: September 2019 WP4 Complete charter required management study for Utilities PM Complete Utilities Management Study interviews | Target: Spring 2019 Utility May 2019 Administration PM Complete draft Utilities Management Study and present draft to Public Utilities Board and City Council | Target: Spring 2019 WP5 Minimize sanitary sewer overflows Environmental Ongoing Services PM Increase number of grease trap inspections | Target: 200 45 3³± ³¤¦¨¢ 0« Goal 2.4 Proactively Manage and Enhance Drainage Infrastructure Expected Goal 2.4 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Complete projects to address drainage and floodplain issues PM PEC-4: Begin construction of PEC-4 (Phase 1)| Target: 25% construction Capital Ongoing Projects PM Eagle Drive Drainage: Complete construction of Eagle Drive Drainage Project (Phase 2) | Target: 100% construction by August 2019 PM Downtown Drainage System Construction: Complete design and begin construction | Target: 100% design and 25% construction WP2 Implement Safety Strategic Plan to improve employee safety and decrease risk to organization PM Reduce on-job-injuries per $100 of payroll |Target: $0.75 Human March 2019 Resources PM Vehicle accidents per 100 miles driven | Target: Establish baseline Goal 2.5 Develop a Capital Improvement Program that Expected Goal 2.4 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Implement 2012 and 2014 Bond Program PM Mayhill Road (Capital Projects): Complete the majority of project construction | Target: 80% construction PM Bonnie Brae (Capital Projects): Complete project construction for Phase 1 | Target: 100% construction by September 2019 Capital PM Bonnie Brae (Capital Projects): Initiate construction for Phase 2 | Target: Projects, Ongoing 25% construction Parks and Recreation PM Hickory Creek Road West (Capital Projects): Complete design and initiate construction | Target: Begin construction by September 2019 PM Traffic Signals (Capital Projects): Traffic Signal Projects Constructed |Target: 100% design and 50% construction PM Vela Soccer Complex (Parks and Recreation): Complete Project Construction | Target: 100% by April 2019 WP2 Develop preliminary project plan for new bond program City September 2019 PM Coordinate with departments to identify list of projects to be considered Office for new bond program | Target: September 2019 46 3³± ³¤¦¨¢ 0« Goal 2.6 Implement Infrastructure Projects that Improve Quality of Life for Residents Expected Goal 2.6 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Complete construction required to implement four Downtown Quiet Zones Capital December Projects 2019 PM Develop monthly communication strategy to keep the community informed about the project| Target: March 2019 WP2 Increase pedestrian safety by addressing lighting issues through Capital December Projects 2019 PM Finalize LED replacement plan | Target: December 2019 +&! ΒȀ %¢®®¬¨¢ $¤µ¤«®¯¬¤³ Goal 3.1 Develop Targeted Policies and Incentives that Boost Economic Growth Expected Goal 3.1 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Develop Economic Growth Plan for Targeted Geographic Areas Economic April 2019 Development PM Complete economic growth plan for Oak/Gateway Area| Target: 100% WP2 Complete conceptual plan for Mews Streets and a downtown solid waste strategy Multiple July 2019 Departments PM Secure contractor and begin design of Mews Street Pedestrian Safety Project | Target: Spring 2019 WP3 Develop Greater Downtown Master Plan with a focus on design Development September standards, parking, streets, and walkability Services 2019 WP4 Complete and develop utilization plan for Oak/Gateway Small Area Plan Development January 2019 Services PM Complete shorter-term recommendations identified in the Oak/Gateway Small Area Plan | Target: 50% WP5 Develop a strategy to address current and future parking needs in key areas across the community Development June 2019 Services PM Establish baseline parking stall counts for key areas including UNT and Downtown | Target: Establish baseline WP6 Complete Historic Preservation Master Plan Development September Services 2019 47 3³± ³¤¦¨¢ 0« Goal 3.2 Make Denton a Destination for Visitors Expected Goal 3.2 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Initiate development of a conceptual plan for a new performance venue Economic August 2019 Development PM Complete performance venue plan| Target: July 2019 WP2 Coordinate with the CVB to develop meaningful performance metrics Economic September Development 2019 PM Establish performance metrics to be included in the FY19-20 contract between the City and CVB| Target: Establish metrics WP3 Initiate process of establishing a Cultural District in Denton Economic June 2019 Development PM Complete application process for establishment of Cultural District | Target: September 2019 WP4 Use public art to enhance Denton as a cultural destination PM Complete MLK Recreation Center art installation project | Target: September 2019 Economic Ongoing Development PM Complete development of pre-qualified artist list | Target: June 2019 PM Complete repair of Pops Carter statue | Target: January 2019 WP5 Coordinate with TWU and UNT on their respective Master Planning efforts PM Percentage of TWU and UNT master planning meetings in which City of Development September Denton staff attended | Target: 100% Services 2019 WP6 Initiate process to create gateway/major corridor design and development standards in coordination with master thoroughfare plan Goal 3.3 Promote a Business-Friendly Environment Expected Goal 3.3 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Provide business assistance support to existing and new businesses Economic Ongoing Development PM Increase number of business assistance responses| Target: 475 WP2 Apply to the Texas Comptroller for the Economic Development Transparency Star Designation Economic Ongoing Development PM Receive Economic Development Transparency Star designation| Target: September 2019 48 3³± ³¤¦¨¢ 0« Goal 3.3 (continued from previous page) Promote a Business-Friendly Environment Expected Goal 3.3 - Work Plans (WP) & Performance Measures (PM) Department Completion WP3 Collaborate with workforce development partners to support local training and hiring PM Co-host Denton Community Job Fairs | Target: 2 Economic June 2019 Development PM Percentage of TWU and UNT master planning meetings in which City of Denton staff attended | Target: 100% WP4 Complete Denton Development Code update Development March 2019 Services WP5 Improve planning/plan review process PM Initiate solicitation and begin implementation of development services software | Target: 75% Development Multiple Services Dates PM Implement New Model for Development Review Engineering | Target: Spring 2019 PM Reduce number of days to review residential plans | Target: 5 Goal 3.4 Encourage Development, Redevelopment, Recruitment, and Retention Expected Goal 3.4 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Coordinate with Stoke to provide resources for entrepreneurs in the community PM Conduct monthly coordination meetings between City and Economic Ongoing Hickory & Rail Ventures Staff | Target: 2 Development PM Co-host new creative economy conference with Stoke and Greater Denton Arts Commission | Target: 100% WP2 Enhance existing small-business-focused program Economic Ongoing Development PM Host City of Denton Small Business Resource Fair | Target: Spring 2019 WP3 Utilize Chamber economic development contract to attract new businesses PM Monitor Chamber Response Leads| Target: 47 Economic Ongoing Development PM Monitor site visits resulting from Chamber Response Leads | Target: 7 PM Monitor average number of new contacts per marketing event attended by Chamber | Target: 3 49 3³± ³¤¦¨¢ 0« Goal 3.4 (continued from previous page) Encourage Development, Redevelopment, Recruitment, and Retention Expected Goal 3.4 - Work Plans (WP) & Performance Measures (PM) Department Completion WP4 Leverage business parks to attract new businesses Economic Ongoing Development PM RFPs, Dallas Regional Chamber RFPs, and direct leads | Target: 40 WP5 Continue Business Retention and Expansion Program Economic Ongoing Development PM Continue to conduct on-site business retention and expansion visits | Target: 60 +&! ΓȀ 3 ¥¤Ǿ ,¨µ ¡«¤Ǿ £ & ¬¨«¸ &±¨¤£«¸ #®¬¬´¨³¸ Goal 4.1 Enhance Public Safety Expected Goal 4.1 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Develop Strategic Plan for Police PM Reduce violent Part I crime rate per 1,000 population | Target: <2.8 PM Reduce Property Part I crime rate per 1,000 population | Target: <22 PM Increase percentage of cases cleared due to the efforts of the criminal investigation unit | Target: 32% PM Increase percentage of citizens rating they feel safe in Denton | Target: 80% Police March 2019 PM Increase percentage of citizens rating Police Services as excellent or good | Target: 82% PM Reduce administrative duty time for Patrol Officers | Target: Establish baseline PM Reduce DWI/DUI vehicle accidents | Target: 164 PM Reduce Priority I call response time by one minute | Target: 6:46 PM Complete Police Department Resource Plan | Target: 100% 50 3³± ³¤¦¨¢ 0« Goal 4.1 (continued from previous page) Enhance Public Safety Expected Goal 4.1 - Work Plans (WP) & Performance Measures (PM) Department Completion WP2 Increase the diversity of Fire Civil Service Exam applicant pool PM Conduct quarterly meetings of the Diversity Advisory Group, with representation from LULAC, NAACP, North Texas Women Firefighters, Denton Firefighters, and the Denton Fire Fighters Association | Target: 4 Fire Ongoing meetings PM Continue Fire Explorers partnership with Boys Scouts of America | Target: 24 meetings PM Implement new youth Fire Summer Camp | Target: June 2019 WP3 Implement Automatic Fire Station Alerting System PM Improve the percentage of active structure fires responded to in five September Fire minutes or less | Target: 90% 2019 PM Average unit turn-out time (number of minutes from when a 911 dispatch is received to when units are en route to the scene) | Target: 1:15 WP4 Open Fire Department Training Facility PM Promote employee development through training hours | Target: 53,696 Fire October 2019 PM Provide regional training opportunities to outside entities | Target: 6 training opportunities Goal 4.2 Promote Clean and Healthy Neighborhoods Expected Goal 4.2 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Expand community education efforts on maintenance regulations to maintain high levels of voluntary compliance PM Increase number of community meetings attended annually where Fire October 2019 property maintenance educational information is provided | Target: 40 PM Increase number of property maintenance code educational materials distributed annually | Target: 3,125 WP2 Expand awareness of Neighborhood Project Matching Grant Program to Enhance the Quality of Life in Neighborhoods Development Ongoing Services PM Increase funding expended through the Neighborhood Project Matching Grant Program | Target: $50,000 51 3³± ³¤¦¨¢ 0« Goal 4.3 Provide High-Quality Community Services Expected Goal 4.3 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Enhance Police community outreach efforts PM Develop Coordinated Strategy for National Night Out | Target: July 2019 September Police 2019 PM Increase number of Coffee with a Cop Opportunities | Target: 8 Goal 4.4 Provide Outstanding Leisure, Cultural, and Educational Opportunities Expected Goal 4.4 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Develop Parks Recreation and Trail System Master Plan PM Select firms to help facilitate the master planning process | Target: March 2019 Parks and December Recreation 2019 PM Conduct community parks and recreation amenity needs analysis | Target: May 2019 PM City Council adoption of the Parks Recreation and Trail System Master Plan | Target: December 2019 WP2 Develop Parks and Recreation Capital Standards PM Create standards for parks to ensure consistency and help project future Parks and May 2019 maintenance and budgetary needs | Target: March 2019 Recreation PM Commit and develop a plan to aspire that all Denton residents live within a 10-minute walk of a park facility | Target: February 2019 WP3 Expand programs and resource opportunities to help support the maintenance and operation of Parks and Recreation programs and facilities PM Update the Parks Sponsorship, Donation, and Naming Rights Policy | Target: June 2019 PM Implement cost for service model for Parks and Recreation activities | Parks and December Target: June 2019 Recreation 2019 PM Expand Summer Camp Opportunities | Target: 386 PM Improve community awareness and support by introducing and publishing programs and services | Target: May 2019 52 3³± ³¤¦¨¢ 0« Goal 4.4 (continued from previous page) Provide Outstanding Leisure, Cultural, and Educational Opportunities Expected Goal 4.4 - Work Plans (WP) & Performance Measures (PM) Department Completion WP4 Complete Library Master Plan Library May 2019 WP5 Reduce Barriers to Library Service PM Eliminate overdue fines for Library materials |Target: September 2019 PM Expand Denton Public Library To-Go (DPL2GO) Outreach Services to Denton locations outside of a 2.5 mile radius of any library branch by 50% Library Ongoing | Target: 6 services PM Increase rate of patron self-checkout by 7% | Target: 50% PM Increase downloadable and streaming content use by 25% | Target: 154,135 Goal 4.5 Support Citizens in Need Expected Goal 4.5 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Make homelessness rare, brief, and nonrecurring PM Reduce total persons experiencing homelessness in Denton County by 5% Public Affairs Ongoing annually per DCHLT Dashboard report| Target: 510 PM Reduce veteran homelessness in Denton County by 50% by end of 2019 per DCHLT Dashboard report | Target: 24 WP2 Explore a relaunch of a program that employs people experiencing December Public Affairs homelessness 2018 WP3 Assist with the implementation of the Denton County Homeless Public Affairs Ongoing Leadership Team Strategic Plan 2018-2021 WP4 Support programs that assist low-to-moderate income families with basic needs in the areas of food security, housing, mental and physical healthcare, childcare, prevention of homelessness, and utilities assistance PM Increase total CDBG and General Fund dollars for human services grant Public Affairs Ongoing program | Target: $471,000 PM Number of individuals served annually with CDBG or Human Services funds | Target: 8,665 PM Increase number of people served annually through the Utility Assistance program | Target: 450 53 3³± ³¤¦¨¢ 0« Goal 4.5 (continued from previous page) Support Citizens in Need Expected Goal 4.5 - Work Plans (WP) & Performance Measures (PM) Department Completion WP5 Assist low-to-moderate income households with securing and/or maintaining safe, stable affordable housing PM Number of first time homebuyers assisted annually Public Affairs Ongoing PM Number of households receiving minor repair, renovation, and reconstruction housing assistance PM Increase number of housing units improved by nonprofit agencies receiving CDBG/HOME grants WP6 Initiate Committee on Citizens with Disabilities City Office, Spring 2019 Capital Projects +&! ΔȀ 3´²³ ¨ ¡«¤ lj %µ¨±®¬¤³ « 3³¤¶ ±£²§¨¯ Goal 5.1 and Other Natural Resources Expected Goal 5.1 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Maintain compliance with City stormwater permit PM Number of watershed monitoring events performed | Target: 996 Environmental Ongoing Services PM Ratio of illicit discharges reported to number of discharges resolved | Target: 90% WP2 Complete Urban Forest Master Plan to identify opportunities to Parks and August 2019 preserve and expand the urban tree canopy Recreation WP3 Complete the Parks, Recreation and Trail System Master Plan Parks and November Recreation 2019 WP4 Redevelop Park Land Dedication and Development Ordinance to Parks and August 2019 Increase Resources to Purchase and Preserve Potential Park Land Recreation WP5 Adopt a Conservation and Landscape Code to protect natural ecological resources Development March 2019 PM Number of trees planted in new development projects in accordance Services with the new Conservation and Landscape Code | Target: Establish baseline WP6 Adopt standards in the Denton Development Code that increase open Development May 2019 space in the built environment Services 54 3³± ³¤¦¨¢ 0« Goal 5.2 Expected Goal 5.2 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 assess program performance, environmental impact, market risks, and September financial performance Solid Waste 2019 PM Establish recycling baseline data to reduce recycling contamination | Target: Establish baseline WP2 Perform business case analysis of Solid Wast December Recovery and Rubble Processing operations to assess program Solid Waste 2019 performance, diversion volumes, and financial performance WP3 Perform business case analysis of Solid W Collection operation to assess environmental impact, program Solid Waste April 2019 participation, and operational efficiency WP4 s Yard Waste & Brush Collection operation to assess program participation, diversion Solid Waste April 2019 volumes, operational efficiency, and safety WP5 Develop a rate correction strategy for Solid Waste Solid Waste April 2019 WP6 Recirculation System to assess environmental impact, financial Solid Waste July 2019 performance, operational requirements, and market potential WP7 Maintain effective and efficient diversion and disposal operations PM Improve the landfill airspace utilization factor | Target: 1,425 pounds Solid Waste Ongoing per cubic yard PM Decrease waste disposal per capita through material diversion | Target: 1,700 pounds per year Goal 5.3 Reduce Air Pollution Expected Goal 5.3 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Acquire new renewable energy sources to achieve 100% renewable energy goal by 2020 PM Actual renewable energy purchases made | Target: 47% Denton December Municipal 2020 Electric PM Complete negotiations with Whitetail Developer to determine how the Target: September 2019 WP2 Decommission Gibbons Creek Coal-Fired Power Plant Denton September Municipal 2019 PM Complete Gibbons Creek Plant Sales Agreement | Target: September Electric 2019 55 3³± ³¤¦¨¢ 0« Goal 5.3 (continued from previous page) Reduce Air Pollution Expected Goal 5.3 - Work Plans (WP) & Performance Measures (PM) Department Completion WP3 Reduce per capita greenhouse gas emissions 50 percent below 2006 levels by 2020 December Sustainability 2020 PM Increase number of air quality education and awareness events and activities | Target: 8 WP4 Continue Gas Well Monitoring Inspection Program Environmental Ongoing Services PM Percentage of gas well inspection action items addressed | Target: 100% WP5 Continue to improve efficiency of Municipal Fleet emissions profile Fleet, Ongoing Sustainability PM Reduce fleet emissions profile 25% by 2025 | Target: Establish baseline Goal 5.4 Strive for Energy-Efficient City Operations and Facilities Expected Goal 5.4 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Improve efficiency of streetlights through the LED streetlight retrofit program Denton PM Complete the LED Streetlight Pilot Program | Target: March 2019 Municipal 2021 Electric PM Number of streetlights retrofitted with LED lighting | Target: 1,500 WP2 Identify electric peak reduction opportunities for City facilities to Denton reduce electric costs and consumption Municipal May 2019 PM Identify City facilities available to reduce electric demand | Target: 5 Electric facilities Goal 5.5 Provide Infrastructure for Alternative Modes of Transportation Expected Goal 5.5 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Expand Availability of Electric Vehicle Charging Stations Denton PM Issue Request for Proposals and install updated electric vehicle charging Municipal October 2019 equipment | Target: 10 sites Electric PM Improve the minimum utilization rate for electric vehicle charging facilities | Target: 5% 56 3³± ³¤¦¨¢ 0« Goal 5.5 (continued from previous page) Provide Infrastructure for Alternative Modes of Transportation Expected Goal 5.5 - Work Plans (WP) & Performance Measures (PM) Department Completion WP2 Expand Bicycle Infrastructure Network Capital December Projects 2019 PM Stripe two or more miles of bike lanes/sharrows per quarter in accordance with the Bicycle Master Plan | Target: 2+ per quarter WP3 Expand Pedestrian Safety Amenities PM Enhance lighting (brightness and location) at three critical downtown intersections | Target: April 2019 Capital December Projects 2019 PM Improve crosswalk safety and sidewalk connectivity at schools | Target: Continue implementation of Safe Routes to School Grant projects in coordination with TxDOT (project schedule to be identified by TxDOT in early calendar year 2019) Goal 5.6 Offer Opportunities for Residents to Increase Conservation and Minimize Environmental Impact Expected Goal 5.6 - Work Plans (WP) & Performance Measures (PM) Department Completion WP1 Promote solar rebates provided through the GreenSense Program Denton September Municipal 2019 PM Minimum percentage of solar rebate funding expended | Target: 80% Electric WP2 Incorporate additional Community Solar and Energy Efficiency Denton Workshops Municipal September Electric, 2019 PM Conduct new solar and energy efficiency workshops | Target: 3 Sustainability workshops WP3 Expand availability of City-sponsored sustainability outreach initiatives PM Increase citizen participation in City-sponsored sustainability workshops Sustainability, | Target: 2,309 Denton PM Total number of students enrolled in Denton Sustainable Schools | Municipal Target: 22,126 Electric, Keep Ongoing Denton PM Increase number of Learn to Conserve workshops offered | Target: 15 Beautiful, Capital PM Increase number of Energy Audits | Target: 143 Projects PM Increase number of Water Audits | Target: 23 57 3³± ³¤¦¨¢ 0« Goal 5.6 (continued from previous page) Offer Opportunities for Residents to Increase Conservation and Minimize Environmental Impact Expected Goal 5.6 - Work Plans (WP) & Performance Measures (PM) Department Completion WP4 Support expansion of local food production PM Increase number of local food-related workshops and events | Target: September Sustainability 23 2019 PM Conduct survey for community backyard gardens | Target: Establish baseline 58 #®¬¬´¨³¸ "¨¢¸¢«¤ 2¨£¤ 59 60 7®¬ ®¥ *´²³¨¢¤ ³ ³§¤ #¨³¸ ®¥ $¤³® 0®«¨¢¤ $¤¯ ±³¬¤³ £ -´¨¢¨¯ « #®´±³ "´¨«£¨¦ 61 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ The Fiscal Year 201920 budget for all funds totals $1,212,777,059 which is a 1.4% decrease over last fiscal year. '¤¤± « &´£ 2¤²¤±µ¤ ,¤µ¤« The City of Denton maintains a General Fund reserve balance for unanticipated expenditures, unforeseen revenue fluctuations, or other adverse circumstances. To ensure that resources are available for these types of issues, the City of Denton targets a fund balance equivalent to 20 to 25% of budgeted expenditures, which includes a resiliency reserve up to 5%. The resiliency reserve will only be utilized in cases of economic distress. As such, the purpose of the resiliency reserve is to minimize budget and service fluctuations due to economic conditions. The estimated ending reserve balance of $30,269,101 at the end of FY 2018-19 represents approximately 24.1% of estimated expenditures and is above the targeted goal of 20 to 25%. The chart below provides a listing of the ending fund balances for the past two years, an estimated balance for the fiscal year ending September 30, 2019, and the projected balance for the fiscal year ending September 30, 2020. !² ®¥ !² ®¥ %²³¨¬ ³¤£ 0±®©¤¢³¤£ 9/30/179/30/189/30/199/30/20 Ending Balance$31,770,772 $30,317,385 $30,269,101 $30,273,318 % of Total 27.6%24.6%24.1%22.5% Expenditures Target %20% - 25%20% - 25%20% - 25%20% - 25% As detailed in the chart, the City has continued to maintain strong reserve balances over the past several years. While the financial forecast projects the fund balance level will decline when measured as a percent of expenditures, this should only be interpreted as a planning estimate based on information available at this time. City Management will continue to monitor our financial performance, and make appropriate expenditure and/or revenue adjustments as necessary to manage the fund balance level. 62 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ 2¤µ¤´¤² The key General Fund revenue sources are discussed below. The chart below shows the source of our major revenues for FY 2019-20: - ©®± 2¤µ¤´¤² &®± '¤¤± « &´£ 2/) #®²³ ®¥ Service 16% !£ 6 «®±¤¬ Tax 37% &¤¤²Ǿ 0¤±¬¨³²Ǿ 5²¤ ®¥ Reserves 14% &± ¢§¨²¤ &¤¤² 3% 3 «¤² 4 · 30% 0±®¯¤±³¸ 4 · Greater than one-third of the total General Fund revenue is generated from ad valorem taxes. As shown below, the 2019 certified value increased by 11.52% or $1,303,625,245 from the 2018 certified value. Analysis of the increase shows there was approximately $386 million in new value added to the appraisal roll due to new growth and construction. Below is a chart with a detailed breakdown of certified values: 63 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ ΑΏΐΗ #¤±³¨¥¨¤£ ΑΏΐΘ #¤±³¨¥¨¤£ )¢±¤ ²¤ 0¤±¢¤³ #§ ¦¤.¤¶ 6 «´¤ !²²¤²²¤£ 6 «´¤!²²¤²²¤£ 6 «´¤(Decrease) General $11,316,935,283 $12,620,560,528 $1,303,625,245 11.52%$386,062,956 Government Downtown $83,261,535 $124,613,671 $41,352,136 49.67%$2,308,024 1 TIRZ 2 $27,372,082 $44,213,847 $16,841,765 61.53%$13,182,203 Westpark TIRZ Total$11,427,568,900 $12,789,388,046 $1,361,819,146 11.92%$401,553,183 1 Downtown TIRZ Reflects 95% of incremental value which changed in FY 2017-18 per Ordinance No. 2010-316. 2 Westpark TIRZ Reflects 40% of incremental value through FY 2037 per Ordinance No. 2013-033. The increase (decrease) in the annual certified value is a combination of the new property values added to the tax rolls and the increase (decrease) in value for existing properties. The chart below has a detailed breakdown of the new property values and the change in existing property values for the last 10 years: #§ ¦¤ ¨ 6 «´¤ ®¥ #§ ¦¤ ¨ #¤±³¨¥¨¤£ 4 · 9¤ ± .¤¶ 6 «´¤ %·¨²³¨¦ Properties Value 2019 $386,062,956 $917,562,289 $1,303,625,245 2018 $323,830,656 $686,877,027 $1,010,707,683 2017 $317,877,303 $926,733,421 $1,244,610,724 2016 $208,688,574 $500,415,159 $709,103,733 2015 $206,741,867 $459,227,285 $665,969,152 2014 $187,444,058 $630,509,276 $817,953,334 2013 $174,379,543 $88,133,363 $262,512,906 2012 $133,155,494 $171,180,870 $304,336,364 2011 $134,418,017 $47,839,029 $182,257,046 2010 $135,531,210 ($233,322,274) ($97,791,064) The Over 65/Disabled tax limitation (freeze) which represents approximately $1.43 billion in value a 7.3% increase from the prior year. Since eligible homeowners pay a frozen amount, the loss of taxable value represents a loss of approximately $993,000 in revenue to the City. 64 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ The chart below provides a 10-year historical trend on property tax growth by percent: Freeze adjusted assessed value growth is 11.3%. The FY 2019-20 Budget includes a reduction to the tax rate. The tax rate of $0.605454 per $100 of assessed valuation is 1.5 cents greater than the effective tax rate. Of this amount, $0.400364 is provided for operations and maintenance, and $0.205090 is provided for debt service. The rate for debt service has decreased from $0.215045 to $0.205090 for continued implementation of the 2014 bond election program, and the maintenance and operations rate has decreased from 0.405432 to 0.400364. 65 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ The following chart provides a 10-year history of certified assessed values and tax rates: /¯¤± ³¨®² £ #¤±³¨¥¨¤£ $¤¡³ 3¤±µ¨¢¤ 4 · &¨²¢ « 9¤ ± - ¨³¤ ¢¤ 4®³ « 4 · 2 ³¤ !²²¤²²¤£ 6 «´¤ȴ Rate 4 · 2 ³¤ 2019-20 $12,620,560,528 $0.400364 $0.205090 $0.605454 2018-19 $11,316,935,283 $0.405432 $0.215045 $0.620477 2017-18 $10,332,106,452 $0.430311 $0.207545 $0.637856 2016-17 $9,117,506,344 $0.466740 $0.216600 $0.683340 2015-16 $8,424,062,606 $0.474560 $0.215190 $0.689750 2014-15 $7,761,470,598 $0.481190 $0.208560 $0.689750 2013-14 $6,962,293,178 $0.474800 $0.214950 $0.689750 2012-13 $6,706,462,587 $0.470800 $0.218870 $0.689750 2011-12 $6,412,375,004 $0.470800 $0.218870 $0.689750 2010-11 $6,230,117,958 $0.470800 $0.218870 $0.689750 *Certified Assessed Value from FY 2012-13 through FY 2019-20 have been adjusted for the Downtown and West Park TIRZs. 3 «¤² 4 · The second largest revenue source in the General Fund is sales tax. The FY 2018-19 year-end estimate of $37,953,567 is 8.4% or $3,472,015 below budget and 0.83% or $316,458 less than was received in FY 2017-18. The FY 2019-20 Budget projects that sales tax will be $39,281,942 which is 3.5% above the FY 2018- 19 estimated amount. The five-year financial forecast projects continued increases in sales tax receipts annually which includes collections related to the Rayzor Ranch and Golden Triangle Mall. The City has economic development agreements with Denton Crossing, Unicorn Lake, Golden Triangle Mall, Rayzor Ranchfor sales tax rebates, which are shown 66 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ The following chart provides a 10-year history of sales tax collections: *Sales Tax is an Estimate Amount. &± ¢§¨²¤ &¤¤² Approximately 3 as a percentage of gross revenues, the purpose of the franchise fee is to provide compensation to the -of-way. The FY 2019-20 Budget includes $17,685,986 in total franchise fees from various utilities operating in the City, including city-owned utilities. In FY 2019-20 the Budget allocates $13,087,053 of Franchise Fee revenue to the Street Improvement Fund, leaving $4,598,933 franchise fee revenues in the General Fund. As a result of recent legislation, the FY 2019-20 budget eliminates the additional base revenue increase of $650,000 to the Street Improvement Fund. Since franchise fees are generally considered to be compensation for the use of the city-owned rights-of-way, the City designates a portion of the franchise fees to the Street Improvement Fund, which was created in FY 2011-12. By doing so, this better establishes the linkage between the payment of franchise fees and the use of these funds on street maintenance activities. With this in mind, however, it is important to also note that the City is not required to spend franchise fees on street maintenance or any other specific activity. Rather, franchise fees are meant to be a General Fund resource, and as such, they may be spent on any activity deemed appropriate by the City Council. Additional details regarding the franchise fee allocation to street maintenance activities are contained in the Street Improvement Fund section of this document. /³§¤± - ©®± 2¤µ¤´¤² The FY 2019-20 Budget also includes $750,000 in revenue related to a federally funded grant program that will reimburse City ambulance services for Medicaid and uninsured patients. 67 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ Expenditures Over the past several fiscal years, various cost containment strategies were implemented. One such measure is the managed vacancy program, which began in FY 2010-11. Under this plan, savings are achieved by establishing a target level of savings and monitoring vacancies to achieve this objective. As personnel turnover and attrition occur in the organization, vacant positions are evaluated to approach allows the City to respond to service demands while continuing to properly manage resources. The managed vacancy program is included again for the upcoming fiscal year, and the targeted savings is projected at approximately $2 million. '¤¤± « &´£ %·¯¤£¨³´±¤ %§ ¢¤¬¤³² By maintaining the cost containment strategies implemented in prior years and continuing the vacancy management program, enhanced programming is possible for FY 2019-20. In accordance with priorities established through the Strategic Plan, several General Fund expenditure enhancements are included. The FY 2019-20 Budget includes $4,205,171 in funding for program enhancements in the General Fund. The following chart illustrates the funding amounts and the percentage of total enhancements included by service category: DĻƓĻƩğƌ CǒƓķ 9ƓŷğƓĭĻƒĻƓƷƭ .Ǥ {ĻƩǝźĭĻ /ğƷĻŭƚƩǤ ΏυЍͲЋЉЎͲЊАЊ Public Safety υЋͲЊЉЌͲВЏЏͲ ЎЉі Neighborhood Services υЊͲВЏЊͲЋЉЎͲ ЍАі Administrative & Community Services υЊЍЉͲЉЉЉͲ Ќі ЉіЋЉіЍЉіЏЉіБЉіЊЉЉі і hŅ ƚƷğƌ 9ƓŷğƓĭĻƒĻƓƷƭ 68 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ '¤¤± « &´£ %·¯¤£¨³´±¤ %§ ¢¤¬¤³² ¡¸ 3¤±µ¨¢¤ # ³¤¦®±¸ For each respective service area identified in the Strategic Plan, a summary of the major funding enhancements included in FY 2019-20 are shown on the following pages. Additionally, the primary Key Focus Area (KFA) for each of these service areas is also identified. 05",)# 3!&%49 Ȩͥ2,103,966) ¨ 4®³ « %§ ¢¤¬¤³²ȩ +%9 &/#53 !2%! ΗȀ 3!&%Ǿ ,)6!",%Ǿ lj &!-),9ȃ&2)%.$,9 COMMUNITY Fire General Fund Support Increased Revenue Support Total Enhancement Funding $401,200 $0 $401,200 In Fire, funding is included for meet and confer, a Fire Operations Professional Development Program ($28,986) and 3 new firefighters for Station #8 ($322,214). 0®«¨¢¤ £ !¨¬ « Services General Fund Support Increased Revenue Support Total Enhancement Funding $1,303,189 $0 $1,303,189 In Police, funding is included for meet and confer, 4 new Sworn Offer positions ($494,789), 2 new Civilian Jailer positions ($146,445) and 3 new Public Safety Officer positions ($244,457). In Animal Services, funding is included for 2 new temporary Kennel Technician positions ($17,498). 0´¡«¨¢ 3 ¥¤³¸ #®¬¬´¨¢ ³¨®² General Fund Support Increased Revenue Support Total Enhancement Funding $399,577 $0 $399,577 In Dispatch, funding is included for 3 new positions ($294,517), and revisions to overtime budget calculations ($105,060) 69 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ .%)'("/2(//$ 3%26)#%3 Ȩͥ1,961,205 ¨ 4®³ « %§ ¢¤¬¤³²ȩ +%9 &/#53 !2%! ΖȀ %#/./-)# $%6%,/0-%.4ǿ +%9 &/#53 !2%! ΗȀ 3!&%Ǿ ,)6!",%Ǿ lj FAMILY-&2)%.$,9 #/--5.)49 Parks General Fund Support Increased Revenue Support Total Enhancement Funding $1,251,605 $0 $1,251,605 In Parks, funding is included to increase allocations for new and existing park maintenance ($508,105), block party street closure funds ($2,400), creation of a co-sponsorship special event fund ($280,000) and Integrated Pest Management ($461,100). Library General Fund Support Increased Revenue Support Total Enhancement Funding $75,000 $0 $75,000 In Library, funding is included to eliminate overdue fines ($75,000). #®¬¬´¨³¸ $¤µ¤«®¯¬¤³ General Fund Support Increased Revenue Support Total Enhancement Funding $634,600 $0 $634,600 In Community Development, funding is included for homeless initiatives ($634,600). 70 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ !$-).)342!4)6% lj #/--5.)49 3%26)#%3 Ȩͥ140,000) ¨ 4®³ « %§ ¢¤¬¤³²ȩ +%9 &/#53 !2%! ΔȀ /2'!.):!4)/.!, %8#%,,%.#%ǿ +%9 &/#53 !2%! ΕȀ 05",)# ).&2!3425#452%ǿ +%9 &/#53 !2%! ΖȀ %#/./-)# $%6%,/0-%.4 0´¡«¨¢ !¥¥ ¨±² General Fund Support Increased Revenue Support Total Enhancement Funding $40,000 $0 $40,000 In Public Affairs, funding is for a new Project Construction Guide ($40,000). Accounting General Fund Support Increased Revenue Support Total Enhancement Funding $100,000 $0 $100,000 In Finance, funding is included for Accounts Payable Automation Software. /³§¤± %·¯¤£¨³´±¤ )³¤¬² In addition to the increased funding included for FY 2019-20, several items are to be funded in FY 2018-19 from existing appropriations. In the Fire Department, the purchase of Mechanical Chest Compression Devices (CPR) ($82,000), Fire Station 1 remodel ($25,000), Exhaust Filters ($53,000) and Rescue Equipment ($10,000). In Animal Services, the purchase of Air Conditioner Brackets for vehicles ($12,985), window coverings ($5,940), scales ($1,000), hallway drains ($7,500) and security cameras ($6,000). Additional items funded include, Comprehensive 5- Year Economic Development Strategic Plan ($100,000), magistration fee and rate increases ($97,336), construction guide ($20,000), Grant Management Software ($21,140) and a compensation study ($10,000). In summary, General Fund support in the amount of $451,901 is included in FY 2018-19 for the purposes mentioned above. In addition, the Technology Services Fund includes funding for Firewall Replacement ($150,000). #®¬¯¤² ³¨® 71 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ For FY 2019-20, an average 3% merit increase for non-civil service employees is included and pay adjustments are included for civil service employees based on the meet and confer agreement. To address changing labor market conditions, the five-year financial forecast also includes an average 3% merit increase for employees in each year of the financial plan. The Budget also includes normally scheduled step increases for civil service public safety personnel. The following charts are summaries of compensation increases for employees over the past four years: Compensation History &¨²¢ « 9¤ ±#®¬¯¤² ³¨® %°´¨µ «¤³ ȃ.® #¨µ¨« 3¤±µ¨¢¤ 2018-193% Average Merit Based Increase 2017-183% Average Merit Based Increase 2016-173% Average Merit Based Increase 2015-163% Average Merit Based Increase and Equity Pay Adjustments Civil Service Compensation Increase History &¨²¢ « 9¤ ±#®¬¯¤² ³¨® %°´¨µ «¤³ ȃ #¨µ¨« 3¤±µ¨¢¤ 2018-19Meet & Confer Agreements and Eligible STEP Pay* Increases 2017-18Meet & Confer Agreements and Eligible STEP Pay* Increases 2016-17Meet & Confer Agreements and Eligible STEP Pay* Increases 2015-16Meet & Confer Agreements and Eligible STEP Pay* Increases *STEP Pay increases for both Police and Fire Civil Service positions City Management and Police and Fire employee associations meet and confer agreements are currently in progress. Both agreements apply to civil service employees only. The FY 2019-20 budget includes funding for meet and confer agreements for Police and Fire. Increases for civil service employees are based on the market average plus 5%. Relief and Retirement Fund (DFRRF) was raised to 18.5% in FY 2017-18 based on the recommendations of a contracted actuarial study. Ot§¤± !¦¤¢¸ #®³±¨¡´³¨®² Other agency contributions represent allocations for the City of Denton to outside organizations for specific agreed upon purposes. The Human Services Committee received requests totaling $669,955 for FY 2019-20. The Human Services Committee recommended total funding of $333,522 which is a 3.42% increase from the FY 2018-19 funding level. This funding is split between support from the Community Development Block Grant (CDBG) of $148,978 and $333,522 from the General Fund. The 2019-20 contribution is $11,022 more than in FY 2018-19. The total support provided from the General Fund is approximately $2.57 per capita (based on 2019 projected 72 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ population) compared to $2.53 per capita (based on 2018 projected population) in the FY 2018-19 Budget. '± ³² The City benefits from a variety of federal, state and local grants. In addition, the City routinely provides matching funds for various programs. A complete list of grants is provided in the Budget in the miscellaneous funds section of the document. The total grant budget for FY 2019-20 is $125,685,648 of which $8,355,076 is non-capital, and $117,330,572 is capital related and included in the Capital Improvement Program. # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®¦± ¬ The Capital Improvement Program (CIP) represents the City's five-year plan for infrastructure and equipment funding. The CIP is reviewed each year to reflect changing priorities, as well as to monitor the impact of capital projects on operating budgets and for project scheduling and coordination. The Strategic Plan provides the framework for identifying capital requirements, specifically Key Focus Area 2, Public Infrastructure. The General Government CIP includes non-utility projects such as streets, parks, and other general government facilities that are typically funded through general obligation bonds or certificates of obligation. Approximately every five years, the City has appointed a citizen bond committee to make recommendations to Denton residents on capital improvement needs. The City is preparing for a potential November 2019 voter approved bond election. In May 2019, a committee was formed to review possible propositions, recommendations from the st committee will be presented to Council during the August 1 budget workshop. The Utility CIP and Drainage that are funded from non-tax revenue. The Utility CIP is designed to make sufficient investments in infrastructure in order to provide reliable service to customers. The CIP for Solid Waste is also included and reflects the anticipated level of projects to be funded from certificates of obligation. The Public Utilities Board (PUB) developed a recommendation of the Utility CIP and it is included in the Budget. 73 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ %³¤±¯±¨²¤ &´£² 5³¨«¨³¸ 2¤²¤±µ¤ ,¤µ¤«² The Utility Departments and the Public Utilities Board have developed financial strategies and objectives to maintain financial stability and resiliency. One objective is to achieve and maintain reserve balances that provide adequate working capital and operating reserve levels. These reserve targets are based in large part on the Government Finance Officers Association (GFOA) best practices Operating Reserves. Working Capital provides a minimum unrestricted fund balance to provide the liquidity needed to allow regular management of payables and payment cycles. The working capital target for each utility is 30 days (8%) of average budgeted expenditures. The operating reserve funds provide a means of managing expense and demand volatility, ensure that funding is available for emergencies such as equipment or infrastructure failure, and serve to improve overall resiliency. Staff has evaluated reserve levels in each of the utilities, and the table below reflects the targets. The working capital and operating reserve targets are as follows (presented as a percentage of expenses): Electric Water Wastewater Solid Waste Working Capital 8% 8% 8% 8% Operating Reserves 8-12% 25-42% 20-31% 6-10% Total 16-20% 33-50% 28-39% 14-18% Equivalent Days of Operating 60-75 Days 120-180 Days 100-140 Days 52-66 Days Expenses In addition to the above amounts, the Water and Wastewater Funds maintain separate impact fee and development plan line reserves. The Wastewater Fund also maintains a separate drainage reserve to be used for repairs of the drainage system in the event of major unforeseen circumstances. The Solid Waste Fund maintains a separate reserve for Landfill Closure/Post-closure purposes. The operating budgets, capital improvement plans and rate increases projected in the utilities five- year financial plans have been developed to support these targeted reserve fund balances and are addressed below. !¦¨¦ )¥± ²³±´¢³´±¤ As in the prior year, the Utilities will continue their financial strategy of replacing an increasing percentage of existing assets with current revenue instead of debt. The issuance of debt will be 74 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ generally reserved for the addition of new assets. This strategy will reduce the reliance on debt issuance and maintain adequate debt coverage ratios for the Electric, Water and Wastewater utilities. The projected operating budgets, capital improvement plans and rates contained in the five-year financial plan contemplate a phased approach to revenue funded asset replacements and maintain debt coverage ratios at bond covenant levels. %«¤¢³±¨¢ &´£ The FY 2019-20 Electric Budget includes $222,240,899 in revenues and $229,228,209 in expenditures. 2 ³¤² The FY 2019-20 Denton Municipal Electric (DME) Budget includes no change to base rates and continued suspension of the TCRF (Transmission Cost Recovery Factor) for FY 2019-20, the ECA rate is budgeted at 3.547 cents/kWh. There is no rate adjustment for Electric customers. 0¤±²®¤« #§ ¦¤² -19 to FY 2019-20 increased by 4. The FY 2018- o Meter Service Technician o Project Administrator The FY 2019- o 2 Power Plant Operators Retu± ® )µ¤²³¬¤³ Ȩ2/)ȩ £ &± ¢§¨²¤ &¤¤² The DME Budget includes a 3.5% ROI payment and a 5.0% franchise fee payment to the General Fund. The ROI and franchise fee payments are calculated using an estimated annual average ECA of 3.00 cents/kWh, which is the cap for both payments as set by the City Council. - ©®± # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®©¤¢³² The Electric Fund CIP budget includes funding for the following major capital projects in FY 2019-20: Transmission Lines and Substations: $ 16.3 million Feeder Extensions and Improvements: $ 7.6 million Distribution Substations: $ 2.5 million New Residential and Commercial Service: $ 2.6 million 75 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ Including the improvements discussed above, the FY 2020-24 five-year capital improvement program is $201.3 million, The program is necessary to meet the expected growth in demand for electric service, improve the reliability of the electric system, replace aging infrastructure, and comply with new regulatory requirements. 7 ³¤± &´£ The FY 2019-20 Water Fund Budget includes revenues of $48,068,399 and expenditures of $51,061,763. For FY 2019-20, reserves in the amount of $2,993,363 will be used to balance the budget. The table below illustrates budgeted water sales for FY 2018-19 and projected sales for FY 2019-20. Treated Water Sales by Customer Type ( In Billions of Gallons) FY 2018-19 FY 2019-20 Difference Retail Customers 6.017 6.579 0.5620 Wholesale Customers 0.121 0.121 0.000 Total 6.138 6.700 0.5620 2 ³¤² There is no rate adjustment for water customers. The five-year financial forecast estimates future rate increases to support the replacement of aging infrastructure, maintenance and reserve fund goals. Wholesale rates will be updated per their respective agreements. 0¤±²®¤« #§ ¦¤² The FY 2019-20 Water Budget includes an addition of 5 FTEs from prior year budget. 1.0 FTE added to Water Metering Maintenance 0.5 FTE added to Water Metering Administration 1.0 FTE added to Water Production 1.5 FTE added to Utility Administration 1.0 FTE added to Water Distribution - ©®± # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®©¤¢³² The Water Fund CIP budget includes funding for the following major capital projects in FY 2019-20: Plant Improvements: $ 13.49 million Transmission Lines: $ 2.05 million Replacement Lines: $ 1.02 million Field Services Replacements: $ 4.96 million 76 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ replacement plans, a portion (approximately 45%) of the CIP for FY 2019-20 is to be funded with revenue and impact fees instead of debt. The FY 2019-20 revenue funded projects total approximately $13.4 million, including $3.8 million of impact fee revenue. 7 ²³¤¶ ³¤± &´£ The FY 2019-20 Wastewater Budget includes revenues of $36,716,602 and expenditures of $38,324,875. For FY 2019-20, reserves in the amount of $1,608,273 will be used to balance the budget. Below is a table illustrating budgeted wastewater billed volumes in FY 2018-19 and projections for FY 2019-20. Wastewater Billed Volumes (In Billions of Gallons) FY 2018-19 FY 2019-20 Difference Retail 4.024 4.284 0.260 Effluent 0.028 0.038 0.010 Wholesale 0.259 0.259 0.000 Total 4.311 4.581 0.027 2 ³¤² There is no rate adjustment for wastewater customers. The Five-Year Financial Forecast estimates future rates to continue with no increase and support the replacement of aging infrastructure, maintenance and reserve fund goals. 0¤±²®¤« #§ ¦¤² The FY 2019-20 Wastewater Budget includes 8 4.0 FTEs added to Wastewater Collections 4.0 FTEs added to Drainage - ©®± # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®©¤¢³² The Wastewater Fund CIP budget includes funding for the following major capital projects in FY 2019-20: Collection System Upgrade: $ 10.9 million Field Services Replacements: $ 3.7 million Replacement Lines: $ 2.4 million Lift Station Improvements: $ 2.4 million 77 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ replacement plans, a portion (approximately 32%) of CIP for FY 2019-20 is to be funded with revenue and impact fees instead of debt. The FY 2019-20 revenue funded projects total approximately $7.5 million, which includes $500,000 of impact fee revenue. 3®«¨£ 7 ²³¤ &´£ The FY 2019-20 Solid Waste Budget includes $35,391,413 in revenues and expenditures of $38,450,401. For FY 2019-20, reserves in the amount of $3,058,988 will be used to balance the budget. The chart below illustrates Solid Waste production. Solid Waste Production (In Tons) FY 2018-19 FY 2019-20 Difference Gross Tons of Waste 420,386 354,379 -66,007 Recycled Tons 117,372 80,049 -37,323 Total Landfill Tonnage 303,014 274,330 -28,684 2 ³¤² £ &¤¤² There are no rate increases to the existing monthly residential and commercial rates. The City of Denton will be introducing a monthly subscription rate for yard waste service. 0¤±²®¤« #§ ¦¤² The FY 2019-20 Solid Waste budget includes the addition of 1 FTE to the disposal operation. - ©®± # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®©¤¢³² The Solid Waste Fund CIP budget includes funding for the following major capital projects in FY 2019- 20: Vehicles: $4.4 million Building Renovation: $1.0 million Container Enclosure: $410 thousand 78 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ 5³¨«¨³¸ 2 ³¤ #§ ¦¤ 3´¬¬ ±¸ The following is a chart which depicts the monthly financial impact to an average residential customer: )¢±¤ ²¤ȝ υ &9 ΑΏΐ8-19 &9 ΑΏΐ9-20 (Decrease) Change Electric (1,200 kWh/month) $124.80 $124.80 $0.00 0.00% Water $54.18 $54.18 $0.00 0.00% (9,200 gallons/month) Wastewater $31.15 $31.15 $0.00 0.00% (5,400 gallons/month) SW Standard Cart $24.51 $24.51 $0.00 0.00% (standard sized cart) Total $234.64 $234.64 $0.00 0.00% The rate changes are as follows for FY 2019-20: Electric includes no change to base rates and continued suspension of the TCRF (Transmission Cost Recovery Factor) for FY 2019-20, the ECA rate is budgeted at 3.547 cents/kWh. There is no rate adjustment for Electric, Water, Wastewater and Solid residential customers. !¨±¯®±³ &´£ The Airport Fund was established in FY 2010-11 as a self-sustaining enterprise. The fund is comprised of both Airport operations and Airport gas wells. Since FY 2016-17, Airport debt service is paid by the General Debt Service Fund in order to ensure the long term financial sustainability of the Airport Fund. The budget includes funding for airfield pavements ($250,000). There are no other major changes to the Airport Fund. 79 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ )³¤± « 3¤±µ¨¢¤Ǿ 3¯¤¢¨ « 2¤µ¤´¤ £ -¨²¢¤«« ¤®´² &´£² 4¤¢§®«®¦¸ 3¤±µ¨¢¤² &´£ The Technology Services Fund reflects the costs for providing technology support services to the various City departments. This internal service fund is comprised of eight separate functional areas, including administration, telecommunications, geographic information systems, application development, user support, public safety support, regulatory compliance, and DME Technology Service. - ³¤±¨ «² - ¦¤¬¤³ &´£ The Materials Management Fund is comprised of purchasing and warehouse operations. Materials Management is an internal service fund responsible for procuring goods and services for City departments, which is regulated by local, state and federal law. The department is also responsible for the warehousing of materials and supplies necessary for City departments to serve the community. The FY 2019-20 includes the transfer of 1 FTE from Warehouse to Electric and the removal of the 651 South Mayhill rent payment to Solid Waste. &«¤¤³ - ¦¤¬¤³ &´£ The Fleet Management Fund reflects the costs for providing vehicle maintenance and equipment- related support services to City departments. This internal service fund is comprised of four functional areas, including vehicle maintenance, fuel purchasing, vehicle parts contract and motor pool administration. The FY 2019-20 budget includes the addition of 2 Heavy Equipment Technician FTEs, removal of shop fees and parts and sublet markups. & ¢¨«¨³¨¤² - ¦¤¬¤³ The Facilities Fund was created in FY 2019-20. The Facilities budget was previously part of the General Fund. The creation of a new Facilities Internal Service Fund will allow for more visibility into the allocation of costs. 80 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ 2¨²ª 2¤³¤³¨® &´£ The Risk Retention Fund is established to record the activities of providing insurance coverage and self-funded activities for City operations including vehicle, property, general liability and workers compensation claims. The FY 2019-20 budget includes the transfer of 1 Human Resource/Risk Coordinator FTE to Human Resources. (¤ «³§ )²´± ¢¤ &´£ When the City switched to a self-funded health insurance plan in 2008, long-term savings were projected for the Health Insurance Fund. In an effort to address those rising costs, the City opened the Employee Health Center (clinic) in December 2011. The clinic provides primary care benefits at no cost to our employees, retirees, and -funded program. Since opening the Clinic in 2012, the number of patient appointments has continued to increase. During the first year of operation in 2012, there were approximately 5,553 patient appointments. In 2018, there were 7,842 patient appointments and 910 employees completed a Health Risk Assessment (HRA) at the clinic. The HRA includes a comprehensive blood draw and a 40 minute follow-up appointment with the clinic physician. Staff is currently evaluating potential changes to the health plan, including employee contribution rates. %¦¨¤¤±¨¦ 3¤±µ¨¢¤² &´£ The Engineering Services Fund was created in FY 2013-14. The engineering functions that were previously budgeted in the Water Fund, Wastewater Fund and General Fund were reorganized and consolidated into this new fund. This fund combines capital engineering, development review engineering, contract engineering, public works inspections, real estate functions, and traffic planning administration under one umbrella. The department does not include engineering functions for DME. The FY 2019-20 budget includes the transfer of 4 FTEs from Development Review Engineering to the Planning and Development Department and four mid-year additions for Capital Project Facilitators. 81 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ #´²³®¬¤± 3¤±µ¨¢¤ &´£ The Customer Service Fund was created in the FY 2019-20. The Customer Service budget was previously part of the Water Fund. The creation of a new Customer Service Internal Service Fund will allow for more visibility into the allocation of Customer Service costs. All associated costs and 42.5 FTEs were transferred from the Water Fund to the Customer Service Fund in FY 2018-19. The FY 2019-20 budget includes the addition of 2.5 FTEs; 1.5 Customer Service Representatives and a Quality Control Specialist. 3³±¤¤³ )¬¯±®µ¤¬¤³ &´£ The Street Improvement Fund was established in FY 2011-12. The purpose of the fund is to provide a dedicated mechanism to account for street maintenance and improvement activities. The Street Improvement Fund receives revenue from a portion of franchise fees previously accounted for in the General Fund. Growth in Franchise Fee revenue is accounted for in the Street Improvement Fund, the FY 2019-20 budget removes the additional transfer of $650,000 from the General Fund. Fees associated with street cuts are also recorded in the Street Improvement Fund. Interest cost savings associated with issuing Certificates of Obligation in lieu of Revenue Bonds are also transferred to the Street Improvement Fund from the utility funds. Beginning in 2010, the City changed the manner by which the utilities issue debt to fund capital improvements by selling General Obligation Bonds instead of Revenue Bonds. Using the AA+ credit rating of the General Obligation Bonds, rather than the AA- credit rating of the Revenue Bonds, the City was able to lower the interest costs to the Utility funds. As such, this budget transfers $1,184,582 in interest cost savings from the utility funds to the Street Improvement Fund in FY 2019-20. The FY 2019-20 includes revenues of $14,653,058 and expenditures of $15,731,116, reserves in the amount of $1,078,058 to balance the budget. 2¤¢±¤ ³¨® &´£ The Recreation Fund includes fee-based recreation programs and activities that are self-supporting. Fees that are charged recover the costs associated with the programs they support. The FY 2018-19 budget included the transfer of 29.5 FTEs from General Fund Leisure Services to the Recreation Fund. 82 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ 4®´±¨²³ £ #®µ¤³¨® &´£ Tax, which is levied at 7% of room rental rates. The City Council Hotel Occupancy Tax Committee is responsible for determining a recommendation on the allocation of funds annually. The FY 2019-20 budget includes revenues of $3,375,164 and expenditures of $3,416,493, reserves in the amount of $41,329 will be used to balance the budget. 0®«¨¢¤ #®¥¨²¢ ³¨® &´£ The Police Confiscation Fund was established to record the receipt of confiscated contraband and the expenditures funded by that revenue as approved by the courts. The FY 2018-19 Budget includes $97,105 funding for two new police vehicles. 4± ¥¥¨¢ 3 ¥¤³¸ &´£ The Traffic Safety Fund is comprised of revenues and expenditures associated with the red light enforcement cameras. In 2019, new legislation did away with red light enforcement cameras at various intersections across the City. The Fund will no longer receive revenues, 2019-20 Budget includes $2,000,000 for new traffic signals, lane striping truck and traffic calming funding. $®¶³®¶ 2¤¨µ¤²³¬¤³ &´£ - located in the downtown area. The future of this fund is being discussed by City Council and therefore no revenues are budgeted to come into this fund. The budgeted expenditures will come from reserves. 83 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ %¢®®¬¨¢ $¤µ¤«®¯¬¤³ )µ¤²³¬¤³ &´£ The Economic Development Investment Fund was created in FY 2015-16. The function of the fund was established by ordinance during FY 2015-16. It will be funded by $150,000 in mixed beverage taxes in FY 2019-20. 0 ±ª² ' ² 7¤«« &´£ The City Parks Gas Well Fund was established to record the receipt of restricted gas well revenues on park property. Expenditures from this fund will be used for park system projects. The City currently has several producing gas wells located under City owned property and throughout the community. Because gas well revenue is considered a short-term resource, the expenditures programmed from these funds for FY 2019-20 will be used to fund one-time needs. The Parks Gas Well Fund budget includes $70,000 for expenses for Park amenities. 4±¤¤ -¨³¨¦ ³¨® &´£ The Tree Mitigation Fund is currently used to fund tree plantings on both public and private property. The budget includes revenues of $410,000 and $2,413,100 expenditures. For FY 2019-20, reserves in the amount of $2,003,100 will be used to balance the budget. The budget will be used for the continuation of the current programs for tree plantings. The budget includes $2,000,000 for potential land acquisition, $23,100 to fund a KDB intern position to continue the tree rebate program, $360,000 for a public tree planting program, $16,500 for tree initiative program, $1,000 for citizen forester training and $12,500 for promotional/contingency costs. 2® £¶ ¸ )¬¯ ¢³ &¤¤ &´£ The Roadway Impact Fee Fund was established in FY 2015-16 to record the receipt and expenditure of impact fees associated with developing affecting city roadways. The budget includes revenues of $3,000,000 and $5,000,000 expenditures. For FY 2019-20, reserves in the amount of $2,000,000 will be used to balance the budget. 84 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ 0´¡«¨¢ %£´¢ ³¨® '®µ¤±¬¤³ Ȩ0%'ȩ &´£ The Public Education Government (PEG) Fund provides for the acquisition of production equipment, capital and other lawful PEG purposes. PEG fees are remitted to the City on a quarterly basis. Resources are programmed to support four public education government channels operated by the Access. -¢+¤ 4±´²³ &´£ The McKenna Trust Fund is used to account for interest received from the George McKenna Trust, which was established in 1958 and currently is managed by JP Morgan Chase Bank. One half of the pital in Fort Worth and one half of the net income is distributed to the City of Denton for use only in maintaining, developing, preserving, and improving the George McKenna Park in the City. The 2019-20 budget includes $90,000 for the procurement and construction of the playground equipment at Mckenna Park. 0 ±ª² , £ $¤£¨¢ ³¨® £ $¤µ¤«®¯¬¤³ 4±´²³ &´£² The Parks Land Dedication and Development Trust Funds are funds received from developers which provide for neighborhood parks and projects within a maximum 1 mile radius of the development or platting. Because of the specific use of these funds, projects planned for next fiscal year are concentrated in neighborhood park areas in the community. The Park Land Dedication fund will be used for the acquisition of prospective park property. The Park Development Trust Fund will be used to construction of parks and amenities at Avondale, Lake Forest, Ernest Dallas, Milam, Fred Moore, and Londonderry playground. Both funds will also be used to cover labor expenses of employees who are working on Trust fund projects. $®¶³®¶ 4 · )¢±¤¬¤³ 2¤¨µ¤²³¬¤³ :®¤ &´£ The Downtown Tax Increment Reinvestment Zone Fund (TIRZ #1) was created in FY 2011-12 through Ordinance No. 2010-316, which was adopted on December 7, 2010. The fund accounts for the tax revenues that are collected above the FY 2010-11 levels in the downtown area. The base value 85 &¨²¢ « 9¤ ± ΕΓΔΜȃ20 "´£¦¤³ /µ¤±µ¨¤¶ for TIRZ #1 is $79,356,854, and the certified value for FY 2019-20 is $131,172,285, which represents an incremental value of $124,613,671 which is 95% of increment. For FY 2019-20, revenues of $757,706 and expenditures of $150,000 are budgeted. Ordinance No. 2010-316 states in years 1-5, 100% of the tax increment produced by the City shall be paid into this fund. In years 6-10, 95% of the tax increment produced by the City shall be paid into this fund. In years 11-20, 90% of the tax increment produced by the City shall be paid into this fund. In years 21-30, 85% of the tax increment produced by the City shall be paid into this fund. FY 2019- 20 represents the ninth year for this fund. 7¤²³¯ ±ª 4 · )¢±¤¬¤³ 2¤¨µ¤²³¬¤³ :®¤ &´£ The Westpark Tax Increment Reinvestment Zone Fund (TIRZ #2) was created through Ordinance No. 2012-366, which was adopted on December 18, 2012. The fund accounts for the tax revenues that are collected above the FY 2012-13 levels. The base value for TIRZ #2 is $119,458. The City and Denton County contribute 40% of the tax increment to this fund. The 2019 certified value is $110,534,617 which represents an incremental value of $44,213,847. For FY 2019-20, revenues of $371,592 and expenditures of $206,951 are budgeted. -¨²¢¤«« ¤®´² 3¯¤¢¨ « 2¤µ¤´¤ &´£² Periodically the City receives donations from the community for special purposes. The Miscellaneous Special Revenue Funds consists of separate donation collections for Police, Fire, Animal Control, Library, and Parks. Revenue and expenses for these funds will be represented individually for budgeting purposes. 86 HighwayMedallionatNorthTexasBlvd 87 #¨³¸ ( «« &®´³ ¨ 88 4§¤ 4§±¤¤ '± ¢¤² & ¨³§Ǿ (®¯¤Ǿ lj #§ ±¨³¸ *®§ 4§®¬ ² # ¬¯¡¤«« ΔΜΚΙ 89 "5$'%4 2%3/52#% lj %80%.$)452% 35--!29 2017-182018-192018-192019-20 2%3/52#%3 ACTUALBUDGET%34)-!4% PROPOSED General Fund $ 123,170,521 $ 129,184,436$ 125,754,175$ 134,652,752 General Debt Service Fund 85,916,145 90,278,691 90,278,691 91,840,719 Electric Fund 197,862,057 243,694,696 231,409,674 229,228,209 Water Fund 51,555,231 50,192,034 49,987,402 51,061,763 Wastewater Fund 34,599,039 37,471,254 37,191,183 38,324,875 Solid Waste Fund 34,972,890 34,871,661 34,641,008 38,450,401 Airport Fund 1,691,459 1,739,214 1,596,894 1,544,652 Customer Service Fund - 5,399,241 5,243,638 6,220,056 Technology Services Fund 14,940,371 17,115,147 16,767,399 17,643,884 Materials Management Fund 12,600,888 18,266,283 17,779,212 18,203,977 Facilities Management Fund - - - 4,964,302 Fleet Management Fund 10,362,488 11,086,765 10,646,438 10,829,427 Risk Retention Fund 3,631,271 3,902,350 4,481,726 4,016,076 Health Insurance Fund 28,552,177 29,943,932 29,980,052 30,605,532 Engineering Services Fund 5,063,017 8,100,459 7,967,386 8,314,661 Street Improvement Fund 14,188,201 15,090,455 14,468,455 15,731,116 (1) Miscellaneous Funds 13,052,266 20,545,774 19,324,307 23,093,505 4/4!, /0%2!4).' 2%3/52#%3$ 632,158,021 $ 716,882,392$ 697,517,640$ 724,725,907 Grant Program 3,960,780 4,941,660 4,941,660 4,764,323 Capital Improvements Program 221,095,313 508,640,000 127,780,281 484,078,393 4/4!, 2%3/52#%3$ 857,214,114 $ 1,230,464,052$ 830,239,581$ 1,213,568,623 2017-182018-192018-192019-20 EXPENDITURESACTUALBUDGET%34)-!4% PROPOSED General Fund $ 123,170,521 $ 129,184,436$ 125,754,175$ 134,648,535 General Debt Service Fund 85,795,806 90,278,691 90,278,691 91,840,719 Electric Fund 197,862,057 243,694,696 231,409,674 229,228,209 Water Fund 47,561,509 50,192,034 49,987,402 51,061,763 Wastewater Fund 33,584,508 37,471,254 37,191,183 38,324,875 Solid Waste Fund 34,972,890 34,871,661 34,641,008 38,450,401 Airport Fund 1,486,070 1,739,214 1,596,894 1,544,652 Customer Service Fund - 5,399,241 5,243,638 6,220,056 Technology Services Fund 14,940,371 17,115,147 16,767,399 17,643,884 Materials Management Fund 12,600,887 18,266,283 17,779,212 18,203,977 Facilities Management Fund - - - 4,964,302 Fleet Management Fund 10,204,217 11,086,765 10,646,438 10,829,427 Risk Retention Fund 3,631,271 3,902,350 4,481,726 4,016,076 Health Insurance Fund 28,552,177 29,943,145 29,115,451 30,605,532 Engineering Services Fund 5,063,017 8,100,459 7,967,386 8,314,661 Street Improvement Fund 13,723,023 15,068,005 13,743,612 15,731,116 (1) Miscellaneous Funds 9,751,374 20,079,215 18,694,598 22,306,158 4/4!, /0%2!4).' %80%.$)452%3$ 622,899,698$ 716,392,596$ 695,298,487$ 723,934,343 Grant Program 3,960,780 4,941,660 4,941,660 4,764,323 Capital Improvements Program 221,095,313 508,640,000 127,780,281 484,078,393 4/4!, %80%.$)452%3$ 847,955,791$ 1,229,974,256$ 828,020,428$ 1,212,777,059 (1) Miscellaneous Funds include the Recreation Fund, Tourist & Convention Fund, Police Confiscation Fund, Traffic Safety Fund, Economic Development Investment Fund, Downtown Reinvestment Fund, Parks Gas Well Fund, Roadway Impact Fee Fund, Tree Mitigation Fund, Public Education Government Fund, McKenna Trust Fund, Park Land Dedication Trust Fund, Park Development Trust Fund, Downtown Tax Increment Reinvestment Zone Fund, Westpark Tax Increment Reinvestment Zone Fund, and Miscellaneous Special Revenue Funds. 90 CONSOLIDATEDFUNDSSUMMARY MajorFundsNonMajorFunds 201920201920201920201920201920201920 PROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSED PROJECTED APPROPRIABLEFUND BALANCEFY201718 $30,269,101$103,119,680$5,027,158$9,774,302$19,580,777$167,771,018 REVENUES s SubtotalRevenue Transfersfromotherfunds TOTALREVENUES134,652,752$$343,913,516$91,280,719$99,404,313$30,289,842$699,541,142 TOTALRESOURCES164,921,853$$447,033,196$96,307,877$109,178,615$49,870,619$867,312,160 EXPENDITURES s SubtotalAppropriation Transferstootherfunds TOTALEXPENDITURES134,648,535$$358,609,900$91,840,719$100,767,736$38,037,274$723,904,164 ENDINGFUNDBALANCE30,273,318$$88,423,296$4,467,158$8,410,879$11,833,345$143,407,996 NETCHANGEINFUND BALANCE $4,217$(14,696,384)$(560,000)$(1,363,423)$(7,747,432)$(24,363,022) 91 PROJECTEDAPPROPRIABLEFUNDBALANCES PROJECTEDPROJECTED APPROPRIABLEAPPROPRIABLEAPPROPRIABLE FUNDESTIMATEDESTIMATEDFUNDPROPOSEDPROPOSEDFUND (1)(1)(1) BALANCEBALANCEBALANCE REVENUESEXPENDITURESREVENUESEXPENDITURES 101182018192018199301920192020192093020 GeneralFund EnterpriseFunds EnterpriseFundsSubtotal$129,180,436$328,765,405$354,826,161$103,119,680$343,913,516$358,609,900$88,423,296 InternalServiceFunds InternalServiceFundsSubtotal$11,162,609$90,612,943$92,001,250$9,774,302$99,404,313$100,797,915$8,380,700 SpecialRevenueFunds SpecialRevenueFundsSubtotal$21,771,111$30,247,876$32,438,210$19,580,777$30,289,842$38,037,274$11,833,345 TOTAL$197,961,024$665,108,481$695,298,487$167,771,018$699,490,154$723,934,343$143,326,829 92 POSITIONSUMMARY PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALGENERALFUND PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALOTHERFUNDS TOTALALLFUNDS 93 ESTIMATEDADVALOREMTAXCOLLECTIONS&DISTRIBUTION CityofDentonOverallTaxCollections x x SubtotalTaxLevy SubtotalTaxLimitationActualTax x TotalTaxLimitation TOTALGENERALFUNDANDDEBTSERVICEREVENUE$75,211,382 (1) DowntownTIRZValue x x TOTALDOWNTOWNTIRZREVENUE750,706$ (2) WestparkTIRZValue x x TOTALWESTPARKTIRZREVENUE266,357$ TOTALTAXREVENUE76,228,445$ TAXRATEPER$100 201920 DISTRIBUTION201819201920REVENUEPERCENT SubTotal TOTAL$76,228,445 94 GENERALFUND FiveYearForecast MajorAssumptions Revenue201920202021202122202223202324 Expenditures201920202021202122202223202324 95 GeneralFund FiveYearForecast(inmillions) 201819201920202021202122202223202324 EstimateProposedProposedProposedProposedProposed BEGINNINGFUNDBALANCE $30.32$30.27$30.27$30.16$29.91$30.23 REVENUES$125.71$134.65$138.04$142.33$146.91$151.71 TOTALAVAILABLERESOURCES $156.02$164.92$168.32$172.49$176.82$181.94 EXPENDITURES $125.75$134.65$138.16$142.59$146.59$150.95 FUTURERECURRINGEXPENSES $$$$$$ TOTALEXPENDITURES $125.75$134.65$138.16$142.59$146.59$150.95 NETINCOME(LOSS)$(0.05)$0.00$(0.11)$(0.25)$0.32$0.75 ENDINGFUNDBALANCE $30.27$30.27$30.16$29.91$30.23$30.98 EFFECTIVEFUNDBALANCE ΕΗȁΔωΕΕȁΘωΕΔȁΛωΕΔȁΓωΕΓȁΙωΕΓȁΘω RESERVETARGET(percent)2025%2025%2025%2025%2025%2025% 96 %,%#42)# &¨µ¤ 9¤ ± &®±¤¢ ²³ Ȩ¨ ¬¨««¨®²ȩ ΑΏΐΗȃΐΘ ΑΏΐΘȃΑΏ ΑΏΑΏȃΑΐ ΑΏΑΐȃΑΑ ΑΏΑΑȃΑΒ ΑΏΑΒȃΑΓ EstimateProposedProjectedProjectedProjectedProjected "%')..).' &5.$ "!,!.#%$70.7$52.4$45.4$49.0$48.4$41.6 REVENUES$213.1$222.2$229.4$218.6$218.0$233.4 4/4!, 2%3/52#%3 !6!),!",%$283.8$274.6$274.8$267.6$266.4$275.0 /0%2!4).' %80%.$)452%3$213.1$222.2$225.8$218.6$218.0$226.8 0,!..%$ 2%3%26% %80%.$)452%3$18.3$7.0$0.0$0.6$6.8$0.0 4/4!, %80%.$)452%3$231.4$229.2$225.8$219.2$224.9$226.8 .%4 ).#/-% Ȩ,/33ȩ-$18.3-$7.0$3.6-$0.6-$6.8$6.6 1 $18.5$18.3$18.1$17.5$18.0$18.1 7/2+).' #!0)4!, "!,!.#% 2 $33.9$27.1$30.9$30.9$23.6$30.1 /0%2!4).' 2%3%26% "!,!.#% $52.4$45.4$49.0$48.4$41.6$48.2 4/4!, %.$).' &5.$ "!,!.#% $52.4$45.4$49.0$48.4$41.6$48.2 3 8.0%8.0%8.0%8.0%8.0%8.0% 7/2+).' #!0)4!, "!,!.#% 3 /0%2!4).' 2%3%26% "!,!.#%14.6%11.8%13.7%14.1%10.5%13.3% 02/0/3%$ 2!4% ).#2%!3%30.0%0.0%0.0%0.0%0.0%0.0% 1. Target 30 Days - 8% Exp 2. Target 120-180 days - 25-42% Exp 3. Percentage of Expenses 97 WATER FiveYearForecast(inmillions) 201819201920202021202122202223202324 EstimateProposedProjectedProjectedProjectedProjected BEGINNINGFUNDBALANCE$26.7$23.5$20.5$23.8$29.3$33.5 REVENUES$46.8$48.1$48.7$50.3$51.9$52.8 TOTALRESOURCESAVAILABLE$73.5$71.6$69.2$74.1$81.2$86.3 OPERATINGEXPENDITURES$46.8$48.1$45.4$44.8$47.6$47.1 PLANNEDRESERVEEXPENDITURES$3.2$3.0$0.0$0.0$0.0$0.0 TOTALEXPENDITURES$50.0$51.1$45.4$44.8$47.6$47.1 NETINCOME(LOSS)$3.2$3.0$3.3$5.5$4.2$5.6 $0.7$0.9$1.0$1.0$1.0$0.9 DEVLOPMENTPLANLINES 1 $4.0$4.1$3.6$3.6$3.8$3.8 WORKINGCAPITALBALANCE 2 $18.8$15.5$19.2$24.7$28.7$34.4 OPERATINGRESERVEBALANCE $23.5$20.5$23.8$29.3$33.5$39.1 TOTALENDINGFUNDBALANCE 8.0%8.0%8.0%8.0%8.0%8.0% WORKINGCAPITALBALANCE 3 OPERATINGRESERVEBALANCE37.6%30.4%42.2%55.2%60.3%73.0% PROPOSEDRATEINCREASES0.0%0.0%2.0%2.0%0.0% 98 WASTEWATER FiveYearForecast(inmillions) 201819201920202021202122202223202324 EstimateProposedProjectedProjectedProjectedProjected BEGINNINGFUNDBALANCE$20.2$16.2$14.6$13.8$12.5$12.9 REVENUES$33.2$36.7$37.1$37.5$37.9$38.5 TOTALRESOURCESAVAILABLE$53.4$52.9$51.7$51.3$50.4$51.4 OPERATINGEXPENDITURES $33.2$36.7$37.1$37.5$37.6$37.9 PLANNEDRESERVEEXPENDITURES$4.0$1.6$0.8$1.3$0.0$0.0 TOTALEXPENDITURES$37.2$38.3$37.9$38.8$37.6$37.9 NETINCOME(LOSS)$4.0$1.6$0.8$1.3$0.4$0.6 $0.5$0.7$1.0$1.0$1.0$1.0 DEVLOPMENTPLANLINES 1 $3.0$3.1$3.0$3.1$3.0$3.0 WORKINGCAPITALBALANCE 2 $11.7$9.8$8.8$7.4$7.9$8.5 OPERATINGRESERVEBALANCE $1.0$1.0$1.0$1.0$1.0$1.0 DRAINAGERESERVE $16.2$14.6$13.8$12.5$12.9$13.5 TOTALENDINGFUNDBALANCE 8.0%8.0%8.0%8.0%8.0%8.0% WORKINGCAPITALBALANCE 3 OPERATINGRESERVEBALANCE31.5%25.6%23.2%19.1%21.0%22.4% PROPOSEDRATEINCREASES5.0%0.0%0.0%0.0%0.0%0.0% 99 SOLIDWASTE FiveYearForecast(inmillions) 201819201920202021202122202223202324 EstimateProposedProjectedProjectedProjectedProjected BEGINNINGFUNDBALANCE$10.9$10.3$7.1$7.1$7.1$7.0 REVENUES$34.1$35.4$36.9$37.8$39.0$40.4 TOTALRESOURCESAVAILABLE$45.0$45.7$44.0$44.9$46.1$47.4 OPERATINGEXPENDITURES$34.1$35.4$36.9$37.8$39.0$39.6 PLANNEDRESERVEEXPENDITURES$0.6$3.1$0.0$0.0$0.1$0.0 TOTALEXPENDITURES$34.6$38.5$36.9$37.8$39.1$39.6 NETINCOME(LOSS)$0.6$3.1$0.0$0.0$0.1$0.8 1 $2.8$3.1$3.0$3.0$3.1$3.2 WORKINGCAPITALBALANCE 2 $7.5$5.0$4.1$4.1$3.9$4.7 OPERATINGRESERVEBALANCE 3 $0.0$1.0$0.0$0.0$0.0$0.0 VEHICLEREPLACEMENTRESERVETRANSFER $10.3$7.1$7.1$7.1$7.0$7.9 TOTALENDINGFUNDBALANCE 4 8.0%8.0%8.0%8.0%8.0%8.0% WORKINGCAPITALBALANCE 4 21.7%10.4%11.1%10.8%10.0%11.9% OPERATINGRESERVEBALANCE PROPOSEDRATEINCREASES 0.0%0.0%0.0%0.0%0.0%0.0% 100 GENERALFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL 101 GENERALFUND RESOURCESUMMARY 201718201819201819201920 DESCRIPTIONACTUALBUDGETESTIMATEPROPOSED ADVALOREMTAXES TOTAL SALESTAX TOTAL OTHERTAXES TOTAL LICENSESANDPERMITS TOTAL 102 GENERALFUND RESOURCESUMMARY 201718201819201819201920 DESCRIPTIONACTUALBUDGETESTIMATEPROPOSED FRANCHISEFEES TOTAL FINESANDFEES TOTAL 103 GENERALFUND RESOURCESUMMARY 201718201819201819201920 DESCRIPTIONACTUALBUDGETESTIMATEPROPOSED SERVICEFEES TOTAL MISCELLANEOUSREVENUES TOTAL 104 GENERALFUND RESOURCESUMMARY 201718201819201819201920 DESCRIPTIONACTUALBUDGETESTIMATEPROPOSED RETURNONINVESTMENT TOTAL COSTOFSERVICETRANSFERS TOTAL TOTALREVENUES TOTALRESOURCES 105 GENERALFUND EXPENDITURESBYPROGRAMSUMMARY 201718201819201819201920 ACTUALBUDGETESTIMATEPROPOSED NEIGHBORHOODSERVICES PUBLICSAFETY TRANSPORTATION ADMINISTRATIVE&COMMUNITYSERVICES TOTALEXPENDITURES 106 '%.%2!, $%"4 3%26)#% &5.$ 2%3/52#% lj %80%.$)452% 35--!29 2017-182018-192018-192019-20 RESOURCESACTUALBUDGETESTIMATEPROPOSED Ad Valorem & Delinquent Taxes$ 21,480,611$ 24,293,126$ 24,293,126$ 25,462,071 Interest Income 288,340 200,000 200,000 275,000 Transfer In - Drainage 167,475 - - - Transfer In - Solid Waste 9,542,116 8,995,034 8,995,034 8,449,482 Transfer In - Fleet 257,397 245,027 245,027 60,759 Transfer In - Street Improvement 125,000 129,250 129,250 - Transfer In - Materials Mgmt 47,519 - - - Transfer In - Technology - - - 334,265 Transfer In - Communication 10,450 10,150 10,150 - Transfer In - Electric 34,360,369 36,314,570 36,329,823 36,290,558 Transfer In - Water 12,638,093 12,700,195 12,707,712 12,879,020 Transfer In - Wastewater 6,998,775 6,858,067 6,866,244 7,478,576 4/4!, 2%6%.5%3 85,916,145 89,745,419 89,776,366 91,229,731 Use of Reserves - 533,272 502,325 610,988 4/4!, 2%3/52#%3$ 85,916,145$ 90,278,691$ 90,278,691$ 91,840,719 2017-182018-192018-192019-20 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED General Debt Service$ 21,621,743$ 24,944,387$ 24,973,451$ 26,319,407 Fleet Debt Service 257,397 245,027 245,027 60,759 Street Improvement Debt Service 125,000 129,250 129,250 - Communications Debt Service 10,450 10,150 10,150 - Technology Debt Service - - - 334,265 Drainage Debt Service 167,475 - - - Solid Waste Debt Service 9,542,116 8,995,034 8,995,034 8,449,482 Materials Mgmt Debt Service 47,519 - - - Electric Debt Service 34,360,369 36,314,570 36,329,823 36,290,558 Water Debt Service 12,638,093 12,700,195 12,707,712 12,879,020 Wastewater Debt Service 6,998,775 6,858,067 6,866,244 7,478,576 Fiscal Charges 26,869 82,011 22,000 28,652 4/4!, %80%.$)452%3$ 85,795,806$ 90,278,691$ 90,278,691$ 91,840,719 107 ELECTRICFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL 108 ELECTRICFUND EXPENDITURESBYCLASSIFICATION 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 109 WATERFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL 110 WATERFUND EXPENDITURESBYCLASSIFICATION 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGMS ETITE 201819201920 111 WASTEWATERFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL 112 WASTEWATERFUND EXPENDITURESBYCLASSIFICATION 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 113 SOLIDWASTEFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL 114 SOLIDWASTEFUND EXPENDITURESBYCLASSIFICATION 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 115 AIRPORTFUND RESOURCEANDEXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201819FY201920 116 CUSTOMERSERVICEFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS 201819201920 117 TECHNOLOGYSERVICESFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL 118 TECHNOLOGYSERVICESFUND EXPENDITURESBYCLASSIFICATION 201718201819201819201920 EXPENDITUREACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 119 MATERIALSMANAGEMENTFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL 120 MATERIALSMANAGEMENTFUND EXPENDITURESBYCLASSIFICATION 201718201819201819201920 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 121 &!#),)4)%3 -!.!'%-%.4 &5.$ 2%3/52#% lj %80%.$)452% 35--!29 2017-182018-192018-192019-20 RESOURCESACTUALBUDGET%34)-!4% PROPOSED Cost of Service - General Fund$ -$ -$ -$ 2,429,079 Cost of Service - Electric Fund - - - 495,467 Cost of Service - Water Fund - - - 295,156 Cost of Service - Wastewater Fund - - - 308,597 Cost of Service - Solid Waste Fund - - - 873,703 Cost of Service - Materials Management Fund - - - 162,637 Cost of Service - Customer Service Fund - - - 23,721 Cost of Service - Fleet Services Fund - - - 96,947 Cost of Service - Technology Services Fund - - - 129,761 Cost of Service - Engineering Services Fund - - - 65,572 Cost of Service - Risk Retention Fund - - - 15,101 Cost of Service - Airport Fund - - - 52,693 Cost of Service - Street Improvement Fund - - - 15,868 4/4!, 2%6%.5%3$ -$ -$ -$ 4,964,302 Use of Reserves - - - - 4/4!, 2%3/52#%3$ -$ -$ -$ 4,964,302 2017-182018-192018-192019-20 %80%.$)452%3 "9 $)6)3)/.ACTUALBUDGET%34)-!4% PROPOSED Administration$ -$ -$ -$ 1,015,167 Maintenance - - - 3,231,677 Projects - - - 717,458 4/4!, %80%.$)452%3$ -$ -$ -$ 4,964,302 PERSONNEL2017-182018-192018-192019-20 &´«« 4¨¬¤ %°´¨µ «¤³² Ȩ&4%ȩACTUALBUDGET%34)-!4% PROPOSED Administration - - - 3.00 Maintenance - - - 11.50 Projects - - - 5.00 4/4!, 0%23/..%, - - - 19.50 122 &!#),)4)%3 -!.!'%-%.4 &5.$ %80%.$)452%3 "9 #,!33)&)#!4)/. 2017-182018-192018-192019-20 %80%.$)452%3 "9 #,!33)&)#!4)/.ACTUALBUDGET%34)-!4% PROPOSED Personnel Services$ -$ -$ -$ 2,058,302 Materials & Supplies - - - 52,624 Maintenance & Repair - - - 1,406,562 Insurance - - - 33,591 Miscellaneous - - - 1,544 Operations - - - 1,241,417 Cost of Service - Other - - - 170,262 4/4!, %80%.$)452%3$ -$ -$ -$ 4,964,302 -!*/2 "5$'%4 )4%-3 &9 ΑΏΐΗȃΐΘ&9 ΑΏΐΘȃΑΏ The budget was part of the General Fund in FY 2018-19.The Fleet Management budget was broken out from the General Fund budget to an Internal Service Fund. 123 &,%%4 -!.!'%-%.4 &5.$ 2%3/52#% lj %80%.$)452% 35--!29 2017-182018-192018-192019-20 RESOURCESACTUALBUDGETESTIMATEPROPOSED Fuel Sales $ 3,171,915 $ 2,900,000 $ 2,900,000 $ 3,175,927 Parts & Maintenance 5,803,124 6,399,646 6,661,438 6,362,000 Rental Fleet 29,110 30,000 30,000 30,000 Sublet Repairs 1,119,018 1,035,000 1,035,000 1,250,000 Administrative Fee Transfer 211,725 - - - Miscellaneous Income 13,925 15,000 15,000 10,000 Interest Income 13,671 4,500 5,000 1,500 4/4!, 2%6%.5%3$ 10,362,488 $ 10,384,146 $ 10,646,438 $ 10,829,427 Use of Reserves - 702,619 - - 4/4!, 2%3/52#%3$ 10,362,488 $ 11,086,765 $ 10,646,438 $ 10,829,427 2017-182018-192018-192019-20 %80%.$)452%3 "9 #,!33)&)#!4)/.ACTUALBUDGETESTIMATEPROPOSED Personnel Services$ 1,708,072$ 2,129,371$ 2,462,745$ 2,481,386 Materials & Supplies 70,730 118,678 105,600 116,678 Inventory (Fuel only) 3,001,617 2,681,400 2,709,257 2,967,100 Maintenance & Repair 58,512 140,000 140,000 140,000 Insurance 28,622 37,591 37,591 40,929 Operations 4,257,103 4,426,910 4,388,430 4,403,460 Debt Service 257,397 245,027 245,027 60,759 Cost of Service - General Fund 340,271 350,479 350,479 223,628 Cost of Service- Other 173,197 171,309 171,309 395,487 Capital Outlay 308,696 786,000 36,000 - 4/4!, %80%.$)452%3$ 10,204,217 $ 11,086,765 $ 10,646,438 $ 10,829,427 0%23/..%, 2017-182018-192018-192019-20 &´«« 4¨¬¤ %°´¨µ «¤³² Ȩ&4%ȩACTUALBUDGETESTIMATEPROPOSED 4/4!, 0%23/..%, 24.00 24.00 26.00 26.00 -!*/2 "5$'%4 )4%-3 2018-192019-20 The budget included an additional 1.00 FTE for a Heavy Equipment The budget includes $285,700 for increased fuel purchases. Added Technician. The budget included $750,000 for Fleet Facility 2.00 FTE Heavy Equipment Refuse Truck Technicians. Removed Expansion project. Fuel Contingency $1,250,000 is removed from shop fee. Reduced parts mark-up and removed sublet mark-up. the budget. Vehicle admin Fee $225 per vehicle is eliminated in this budget. The budget included $36,000 for purchasing a Chevrolet Bolt EV electric vehicle. 124 RISKRETENTIONFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201819FY201920 125 HEALTHINSURANCEFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYCLASTIMATEPROPOSED SIFICATIONACTUALBUDGETES TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 STDShortTermDisability LTDLongTermDisability 126 ENGINEERINGSERVICESFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNELBYDIVISION201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL 127 ENGINEERINGSERVICESFUND EXPENDITURESBYCLASSIFICATION 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 128 STREETIMPROVEMENTFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201819FY201920 129 RECREATIONFUND RESOURCEANDEXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYCLASSIFICATIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED MAJORBUDGETITEMS FY201819FY201920 130 TOURIST&CONVENTIONFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED SUBTOTALRECURRINGEXPENSES SUBTOTALONETIMEEXPENSES TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 131 0/,)#% #/.&)3#!4)/. &5.$ 2%3/52#% lj %80%.$)452% 35--!29 2017-182018-192018-192019-20 RESOURCESACTUALBUDGETESTIMATEPROPOSED Seizures$ 41,106$ 200,000$ 82,795$ - Auction Proceeds - 50,000 - - Interest Income 5,824 3,500 4,470 - 4/4!, 2%6%.5%3$ 46,930$ 253,500$ 87,265 - Use of Reserves 100,964 136,500 94,813 177,105 4/4!, 2%3/52#%3$ 147,894$ 390,000$ 182,078$ 177,105 2017-182018-192018-192019-20 %80%.$)452%3 ACTUALBUDGETESTIMATEPROPOSED Materials & Supplies$ 5,674$ 70,000$ 17,249$ 20,000 Operations 22,636 185,000 58,173 60,000 Capital Outlay - 135,000 106,656 97,105 Fixed Assets 119,584 - - - 4/4!, %80%.$)452%3$ 147,894$ 390,000$ 182,078$ 177,105 -!*/2 "5$'%4 )4%-3 2018-192019-20 The budget included $135,000 for purchase of Police vehicles. The The FY 2019-20 budget includes no budgeted revenue for budget reflects an estimated ending fund balance of $224,320.serizures, this change is based on the U.S. Department of Justice Guide to Equitable Sharing. The budget reflects a projected ending fund balance of $47,215. 132 TRAFFICSAFETYFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS 201819201920 133 DOWNTOWNREINVESTMENTFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 134 ECONOMICDEVELOPMENTINVESTMENTFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 135 PARKSGASWELLFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 136 TREEMITIGATIONFUND RESOURCE&EXPENDITURESUMMARY 201516 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALRESOURCES TOTALRESOURCES 201718201819201819201920 EXPENDITURESBYDIVISIONACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES PERSONNEL201718201819201819201920 FullTimeEquivalents(FTE)ACTUALBUDGETESTIMATEPROPOSED TOTALPERSONNEL MAJORBUDGETITEMS FY201819FY201920 137 ROADWAYIMPACTFEEFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALRESOURCES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 138 PUBLICEDUCATIONGOVERNMENT(PEG)FUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS 201819201920 139 -#+%..! 42534 &5.$ 2%3/52#% lj %80%.$)452% 35--!29 2017-182018-192018-192019-20 RESOURCESACTUALBUDGET%34)-!4% PROPOSED Contribution$ 5,309$ 5,000$ 6,500$ 5,000 4/4!, 2%6%.5%3$ 5,309$ 5,000$ 6,500$ 5,000 Use of Reserves - 75,000 - 85,000 4/4!, 2%3/52#%3$ 5,309$ 80,000$ 6,500$ 90,000 2017-182018-192018-192019-20 %80%.$)452%3 ACTUALBUDGET%34)-!4% PROPOSED Operations$ -$ 80,000$ -$ 90,000 4/4!, %80%.$)452%3$ -$ 80,000$ -$ 90,000 -!*/2 "5$'%4 )4%-3 &9 ΑΏΐΗȃΐΘ&9 ΑΏΐΘȃΑΏ This budget included estimated expenses towards playground or This budget includes funding which will be added to the exisitng pavillion replacement at McKenna Park.2014 bond funds as well as potential 916 funds to help replace the playground. City Council provided direction to staff to replace the playground at McKenna Park on March 26, 2019. Staff will work on the procurement and construction of the playground beginning in the fall of 2019. 140 PARKLANDDEDICATIONTRUSTFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 141 PARKDEVELOPMENTTRUSTFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 142 DOWNTOWNTAXINCREMENTREINVESTMENTZONEFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 143 WESTPARKTAXINCREMENTREINVESTMENTZONEFUND RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 144 MISCELLANEOUSDONATIONSFUNDS RESOURCE&EXPENDITURESUMMARY 201718201819201819201920 RESOURCESACTUALBUDGETESTIMATEPROPOSED TOTALREVENUES TOTALRESOURCES 201718201819201819201920 EXPENDITURESACTUALBUDGETESTIMATEPROPOSED TOTALEXPENDITURES MAJORBUDGETITEMS FY201819FY201920 145 GRANTSBUDGET EXPENDITURESUMMARY DESCRIPTION GRANTEXPIRATIONGRANTUNSPENT YEARDATEAMOUNTTYPEAMOUNT GRANTNAME TOTALCOMMUNITYDEVELOPMENT$7,363,874$3,773,121 TOTALPUBLICSAFETY$632,382$632,382 TOTALTRANSPORTATION$117,330,572$61,796,044 TOTALOTHER$358,820$358,820 GRANDTOTAL$125,685,648$66,560,367 GrantTotals$125,685,648$66,560,367 146 HUMANSERVICESADVISORYCOMMITTEE FUNDING 201819201920201920201920 AgencyContributionsRequestedCDBGGeneralFund SUBTOTAL$322,500$669,955$148,978$333,522 TOTAL$672,928$669,955$148,978$681,540 147 * ¬¤² 3´±«² ±³ ³ ³§¤ $¤³® #¨µ¨¢ #¤³¤± 148 '¤®±¦¤ # £¤«« 7®®£ 3¢´«¯³´±¤ 149 # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®¦± ¬ Ȩ#)0ȩ 0±®¯®²¤£ "´£¦¤³ TheCapitalImprovementProgram(CIP)representstheCity'splanforinfrastructureandequipmentfunding.TheCIPisreviewedeachyear toreflectchangingpriorities,aswellastoassesstheimpactofcapitalprojectsonoperatingbudgetsandforprojectschedulingand coordination. TheCIPproposedbudgetappropriatesallavailableprogrammedfunds,plannedfundingfromothersources,andplannedissuancesofnew GeneralObligationBonds(GOs),CertificatesofObligation(COs)andRevenueBonds(RBs).Availableprogrammedfundsincludeunspent bondproceeds,internalrevenuetransfersandoutsidecontributions.Internalrevenuetransfersandoutsidecontributionscomprisethebulk ofplannedotherfunding.ProvidedbelowisasummaryofthetotalFY2019-20CIPproposedbudget.FurtherCIPdetailforplanned issuances is provided in the following pages for each division. TOTALPLANNED PROGRAMMEDOTHERGOCORBTOTAL 123 AVAILABLEISSUANCESISSUANCES DIVISIONFUNDINGISSUANCESPROPOSED General Government$ 195,833 $ 597$ 14,665$ 4,641 $ -$ 215,736 Electric 59,543 2,171 - 37,649 - 99,363 Water 56,289 13,446 - 15,922 - 85,657 Wastewater 36,108 7,547 - 15,795 - 59,450 Solid Waste 18,094 2,489 - 3,290 - 23,873 TOTAL͡ 365,867 ͡ 26,250͡ 14,665͡ 77,297͡ -͡ 484,078 $®«« ±² ¨ 4§®´² £² 1 ExpectedbalanceinGeneralGovernmentasofOctober1,2019includingapproximately$60millioninunspentRegionalTollRevenue(RTR) funds received for the Mayhill/Bonnie Brae project ($39 million), and the McKinney Street project ($16 million). 2 Represents the sixth year of a six year bond program approved by voters in November 2014. 3 CertificatesofObligation(COs)soldfortheElectric,Water,WastewaterandSolidWasteareself-supportingfromrevenuesassociatedwith these operations. 150 E 8%#54)6% S 5--!29 G%.%2!, G/6%2.-%.4 P 2/0/3%$ C!0)4!, I-02/6%-%.4 P ROGRAM 4§¤ '¤¤± « '®µ¤±¬¤³ &9 ΑΏ19-20ΑΒ ¥¨µ¤ȃ¸¤ ± #)0 ¨¢«´£¤² ¯±®©¤¢³² ¥®± ²³±¤¤³²Ǿ ³± ²¯®±³ ³¨®Ǿ £± ¨ ¦¤Ǿ ¥«®®£ ¢®³±®«Ǿ ¨±¯®±³Ǿ ¥¨±¤Ǿ ¯ ±ª²Ǿ µ¤§¨¢«¤²Ǿ £ ¥ ¢¨«¨³¨¤²ȁ 4§¤ £¤¢¨²¨® ³® ¯±®¯®²¤ £ ´«³¨¬ ³¤«¸ ¡´¨«£ ¸ ¢ ¯¨³ « ¯±®©¤¢³ ¬´²³ ¢®²¨£¤± ³§¤ ¨¬¯ ¢³ ³§ ³ ³§¤ ¢ ¯¨³ « ¯±®©¤¢³ ¶¨«« § µ¤ ® ³§¤ ®¯¤± ³¨¦ ¡´£¦¤³ȁ 4§¤ ®¯¤± ³¨¦ ¨¬¯ ¢³ ®¥ ¸ ¢ ¯¨³ « ¯±®©¤¢³ ¨¢«´£¤£ ¨ ³§¤ #)0 § ² ¡¤¤ ¤µ «´ ³¤£Ǿ £ ¶§¤±¤ ¤¢¤²² ±¸Ǿ ±¤²®´±¢¤² ¶¤±¤ ¨¢«´£¤£ ¨ ³§¤ ¡´£¦¤³ ³® ¢¢®¬¬®£ ³¤ ¸ ²²®¢¨ ³¤£ ¤·¯¤²¤²ȁ "¤«®¶ ±¤ £¤²¢±¨¯³¨®² ®¥ ³§¤ ¬ ©®± #)0 ¯±®©¤¢³² ¥®± &9 2019-20Ȁ 1.ΕΓΔΗ "®£ %«¤¢³¨® Ȩ0±®¯®²¨³¨® Δȩ 3³±¤¤³² 0±®©¤¢³² 4§¤ FY ΑΏΐΘȃ20 #)0 ¨¢«´£¤² ͡12ǾΑΔΏǾΏΏΏ ¥®± ²³±¤¤³ ±¤¢®²³±´¢³¨®²Ǿ ͡410ǾΏΏΏ ¥®± "®¨¤ "± ¤ 3¤¢®£ ±¸ !±³¤±¨ « ¥±®¬ 5¨µ¤±²¨³¸ ³® 7¨£²®±Ǿ ͡ΒΏǾΏΏΏ ¥®± 0´¡«¨¢ !±³ ¥®± 3³±¤¤³ )¬¯±®µ¤¬¤³²Ǿ an£ ͡ΔΏΏǾΏΏΏ ¥®± ¬¨²¢¤«« ¤®´² ±® £¶ ¸²ȁ 2.ΕΓΔΗ "®£ %«¤¢³¨® Ȩ0±®¯®²¨³¨® Εȩ 0´¡«¨¢ 3 ¥¤³¸ 0±®©¤¢³² 4§¤ &9 ΑΏΐΘȃ20 #)0 £®¤² ®³ ¨¢«´£¤ ¸ ¯´¡«¨¢ ² ¥¤³¸ ¯±®©¤¢³²ȁ F´£¨¦ ¥®± «« ¯´¡«¨¢ ² ¥¤³¸ ¯±®©¤¢³² ¨¢«´£¤£ ¨ ³§¤ ΑΏΐΓ "®£ %«¤¢³¨® § µ¤ ¡¤¤ ¨²²´¤£ȁ 3.ΕΓΔΗ "®£ %«¤¢³¨® Ȩ0±®¯®²¨³¨® Ζȩ $± ¨ ¦¤ 0±®©¤¢³² 4§¤ &9 ΑΏΐΘȃ20 #)0 £®¤² ®³ ¨¢«´£¤ ¸ $± ¨ ¦¤ ¯±®©¤¢³²ȁ &´£¨¦ ¥®± «« $± ¨ ¦¤ ¯±®©¤¢³² ¨¢«´£¤£ ¨ ³§¤ ΑΏΐΓ "®£ %«¤¢³¨® § µ¤ ¡¤¤ ¨²²´¤£ȁ 4.ΕΓΔΗ "®£ %«¤¢³¨® Ȩ0±®¯®²¨³¨® Ηȩ 0 ±ª² 0±®©¤¢³² 4§¤ &9 ΑΏΐΘȃ20 #)0 ¨¢«´£¤² ͡ΐǾΏΏΔǾΏΏΏ ¥®± ³§¤ ¢°´¨²¨³¨® ®¥ ¯ ±ª « £Ǿ £ ͡470,0ΏΏ ¥®± ³§¤ 3®´³§¶¤²³ 0 ±ª - ²³¤± 0« lj $¤²¨¦ȁ 5.6¤§¨¢«¤² 4§¤ &9 ΑΏΐΘȃ20 #)0 ¨¢«´£¤² ͡ΒǾ141ǾΐΏΔ ¨ #/ ¥´£¤£ µ¤§¨¢«¤ȝ¤°´¨¯¬¤³ ±¤¯« ¢¤¬¤³² £ ͡ΘΏǾΏΏΏ ¨ ±¤µ¤´¤ ¥´£¤£ µ¤§¨¢«¤²ȁ 6.& ¢¨«¨³¨¤² 4§¤ &9 201ΘȃΑΏ #)0 ¨¢«´£¤² ͡ΐǾΔ00ǾΏΏΏ ¥®± ¥ ¢¨«¨³¸ ¨¬¯±®µ¤¬¤³² ±¤« ³¤£ ³® (¤ ³¨¦ 6¤³¨« ³¨® £ !¨± #®£¨³¨®¨¦ Ȩ(6!#ȩ ²¸²³¤¬²Ǿ ¥«®®±¨¦ £ ±®®¥ ±¤¯« ¢¤¬¤³² ®¥ µ ±¨®´² #¨³¸ ¥ ¢¨«¨³¨¤²ȁ 7.0 ±ª² # ¯¨³ « - ¨³¤ ¢¤ 0±®¦± ¬ 4§¤ &9 ΑΏΐΘȃ20 #)0 ¨¢«´£¤² ͡300ǾΏΏΏ ¥®± 0 ±ª² ¢ ¯¨³ « ¬ ¨³¤ ¢¤ȁ 8."¨ª¤ , ¤ 4§¤ &9 ΑΏΐΘȃΑΏ #)0 ¨¢«´£¤² ͡Α00ǾΏΏΏ ¥®± ¡¨ª¤ « ¤ ¨¬¯±®µ¤¬¤³²ȁ 151 0±®¯®²¤£ &¨µ¤ȃ9¤ ± # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®¦± ¬ '¤¤± « '®µ¤±¬¤³ # ²§ 2¤°´¨±¤¬¤³² Ȩ) 4§®´² £²ȩ CATEGORY2019-202020-212021-222022-232023-24 4/4!, ΑΏΐΓ "®£ %«¤¢³¨® Ȩ0±®¯®²¨³¨® ΐȩ ȃ 3³±¤¤³² 13,190 - - - - 13,190 ΑΏΐΓ "®£ %«¤¢³¨® Ȩ0±®¯®²¨³¨® Γȩ ȃ 0 ±ª² 1,475 - - - - 1,475 '¤¤± « /¡«¨¦ ³¨® "®£² 14,665 - - - - 14,665 '¤¤± « '®µ¤±¬¤³ ȃ 6¤§¨¢«¤ȝ%°´¨¯¬¤³ 2¤¯« ¢¤¬¤³² 3,051 4,960 2,380 2,400 2,400 15,191 )³¤± « 3¤±µ¨¢¤ 6¤§¨¢«¤ȝ%°´¨¯¬¤³ 2¤¯« ¢¤¬¤³² 90 90 '¤¤± « '®µ¤±¬¤³ ȃ & ¢¨«¨³¸ - ¨³¤ ¢¤ 0±®¦± ¬ȴ 1,500 1,500 1,500 1,500 1,500 7,500 #¤±³¨¥¨¢ ³¤² ®¥ /¡«¨¦ ³¨®4,6416,4603,8803,9003,90022,781 0®«¨¢¤ #®¥¨²¢ ³¨® &´£ 97 - - - - 97 '¤¤± « &´£ ȃ 0 ±ª² # ¯¨³ « - ¨³¤ ¢¤ 0±®¦± ¬ 300 300 300 300 300 1,500 '¤¤± « &´£ ȃ "¨ª¤ , ¤² 200 200 200 200 200 1,000 2¤µ¤´¤ &´£¤£ 597 500 500 500 500 2,597 '2!.$ 4/4!,͡ 19,903 ͡ 6,960 ͡ 4,380 ͡ 4,400 ͡ 4,400 ͡ 40,043 2¤µ¤´¤ &´£¤£͡ 597 '¤¤± « /¡«¨¦ ³¨® "®£²14,665 #¤±³¨¥¨¢ ³¤² ®¥ /¡«¨¦ ³¨® 4,641 '2!.$ 4/4!,͡ 19,903 0« ¤£ "®£ 3 «¤͡ 19,306 ȴ& ¢¨«¨³¸ - ¨³¤ ¢¤ 0±®¦± ¬ ¨² ¥®± (6!#Ǿ &«®®±¨¦Ǿ 2®®¥ 2¤¯« ¢¤¬¤³² £ & ¢¨«¨³¸ )¬¯±®µ¤¬¤³²ȁ 152 0±®¯®²¤£ &¨µ¤ȃ9¤ ± # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®¦± ¬ %«¤¢³±¨¢ # ²§ 2¤°´¨±¤¬¤³² Ȩ) 4§®´² £²ȩ CATEGORY2019-202020-212021-222022-232023-24 4/4!, !´³®¬ ³¤£ -¤³¤± 2¤ £¨¦͡ 930 ͡ 968 ͡ 916 ͡ 878 ͡ 1,042 ͡ 4,734 #®¬¬´¨¢ ³¨®² %°´¨¯¬¤³335 335 335 335 335 1,675 $¨²³±¨¡´³¨® 3´¡²³ ³¨®²2,575 3,338 3,590 1,075 5,875 16,453 $¨²³±¨¡´³¨® 4± ²¥®±¬¤±²1,500 1,500 1,500 1,500 1,500 7,500 &¤¤£¤± %·³¤²¨®² lj )¬¯±®µ¤¬¤³²7,600 7,600 8,075 8,250 8,905 40,430 .¤¶ 2¤²¨£¤³¨ « lj #®¬¬¤±¢¨ «2,600 2,600 2,600 2,600 2,600 13,000 /µ¤± ³® 5£¤± #®µ¤±²¨®²500 500 500 500 500 2,500 0®¶¤± & ¢³®± )¬¯±®µ¤¬¤³100 100 100 100 100 500 3³±¤¤³ ,¨¦§³¨¦6,700 6,700 5,273 5,274 5,275 29,222 4®®«² lj %°´¨¯¬¤³95 95 95 95 95 475 Vehicles590 2,215 1,610 2,030 1,086 7,530 3´¡³®³ « ȃ $¨²³±¨¡´³¨®23,52525,95124,59522,63627,312124,019 4± ²¬¨²²¨® ,¨¤²7,6905,0009,40010,9455,98039,015 4± ²¬¨²²¨® 3´¡²³ ³¨®8,6058,9509,7909709,97038,285 3´¡³®³ « ȃ 4± ²¬¨²²¨®16,29513,95019,19011,91515,95077,300 '2!.$ 4/4!,͡ 39,820 ͡ 39,901 ͡ 43,785 ͡ 34,551 ͡ 43,262 ͡ 201,319 2¤µ¤´¤ &´£¤£͡ 2,171 #¤±³¨¥¨¢ ³¤² ®¥ /¡«¨¦ ³¨® 37,649 '2!.$ 4/4!,͡ 39,820 0« ¤£ "®£ 3 «¤͡ 37,649 153 0±®¯®²¤£ &¨µ¤ȃ9¤ ± # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®¦± ¬ 7 ³¤± # ²§ 2¤°´¨±¤¬¤³² Ȩ) 4§®´² £²ȩ CATEGORY2019-202020-212021-222022-232023-24TOTAL "®®²³¤± 3³ ³¨®͡ 866 ͡ 7,000 ͡ 700 ͡ - ͡ - ͡ 8,566 &¨¤«£ 3¤±µ¨¢¤² 2¤¯« ¢¤¬¤³ 4,951 2,515 2,640 2,773 2,911 15,790 Miscellaneous 750 750 750 750 - 3,000 )¬¯ ¢³ &¤¤ 0±®©¤¢³² 3,839 2,725 1,154 3,500 45 11,263 /¥¥¨¢¤ &´±¨³´±¤ȝ#®¬¯´³¤±ȝ%°´¨¯ - 50 - - - 50 /µ¤±²¨¹¤ ,¨¤² 200 200 200 200 200 1,000 2¤¯« ¢¤¬¤³ ,¨¤² 1,020 - - - - 1,020 3³ ³¤ (¨¦§¶ ¸ 2¤«®¢ ³¨®² - - - - - - 4 ¯²Ǿ &¨±¤ (¸£± ³²Ǿ -¤³¤±² 1,394 1,453 1,513 1,573 1,634 7,567 4®®«² lj %°´¨¯¬¤³ 10 10 10 10 10 50 4± ²¬¨²²¨® ,¨¤² 2,050 4,340 10,600 - 3,000 19,990 0« ³ )¬¯±®µ¤¬¤³² 13,487 650 600 10,480 7,660 32,877 Vehicles 801 301 60 487 489 2,138 '2!.$ 4/4!,͡ 29,368 ͡ 19,994 ͡ 18,227 ͡ 19,773 ͡ 15,949 ͡ 103,311 2¤µ¤´¤ &´£¤£͡ 13,446 #¤±³¨¥¨¢ ³¤² ®¥ /¡«¨¦ ³¨® 15,922 '2!.$ 4/4!,͡ 29,368 0« ¤£ "®£ 3 «¤ 15,922 154 0±®¯®²¤£ &¨µ¤ȃ9¤ ± # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®¦± ¬ 7 ²³¤¶ ³¤± # ²§ 2¤°´¨±¤¬¤³² Ȩ) 4§®´² £²ȩ CATEGORY2019-202020-212021-222022-232023-24TOTAL #®««¤¢³¨® 3¸²³¤¬ 5¯¦± £¤͡ 10,920 ͡ 2,665 ͡ 2,775 ͡ 35 ͡ 35 ͡ 16,430 )¥¨«³± ³¨® ȝ )¥«®¶ 50 50 50 50 50 250 &¨¤«£ 3¤±µ¨¢¤² 2¤¯« ¢¤¬¤³ 3,670 3,162 3,257 3,355 3,455 16,899 ,¨¥³²³ ³¨® )¬¯±®µ¤¬¤³² 2,388 13,008 8 8 - 15,412 Miscellaneous 275 285 260 260 260 1,340 )¬¯ ¢³ &¤¤ 0±®©¤¢³² 500 500 151 14 146 1,311 /µ¤±²¨¹¤ ,¨¤² 200 200 200 200 200 1,000 2¤¯« ¢¤ ,¨¤² 2,435 800 800 800 800 5,635 4 ¯²Ǿ &¨±¤ (¸£± ³²Ǿ -¤³¤±² 85 88 90 93 96 452 4®®«² lj %°´¨¯¬¤³ 75 41 40 10 10 176 7 ²³¤¶ ³¤± %¥¥«´¤³ 2¤´²¤ 25 25 25 25 25 125 0« ³ )¬¯±®µ¤¬¤³² 855 130 130 235 130 1,480 Vehicles 1,068 710 687 1,628 115 4,209 3´¡³®³ « ȃ 7 ²³¤¶ ³¤±22,54621,6658,4736,7135,32264,719 $± ¨ ¦¤ ȃ 7 ³¤±²§¤£ 0±®³¤¢³¨® 46 46 46 46 46 230 $± ¨ ¦¤ )¬¯±®µ¤¬¤³² 605 666 619 775 800 3,465 Vehicles 145 785 395 - 265 1,590 3´¡³®³ « ȃ $± ¨ ¦¤7961,4971,0608211,1115,285 '2!.$ 4/4!,͡ 23,342 ͡ 23,162 ͡ 9,533͡ 7,534͡ 6,433͡ 70,004 2¤µ¤´¤ &´£¤£͡ 7,547 #¤±³¨¥¨¢ ³¤² ®¥ /¡«¨¦ ³¨® 15,795 '2!.$ 4/4!,͡ 23,342 0« ¤£ "®£ 3 «¤͡ 15,795 155 0±®¯®²¤£ &¨µ¤ȃ9¤ ± # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®¦± ¬ 3®«¨£ 7 ²³¤ # ²§ 2¤°´¨±¤¬¤³² Ȩ) 4§®´² £²ȩ CATEGORY2019-202020-212021-222022-232023-24TOTAL Administration͡ 1,000 ͡ - ͡ 68 ͡ - ͡ 1,068 2¤²¨£¤³¨ « #®««¤¢³¨®² 410 - - - - 410 $¨²¯®² « ȝ , £¥¨«« - 950 4,950 - - 5,900 Vehicles 4,369 4,499 2,962 3,769 7,077 22,676 '2!.$ 4/4!,͡ 5,779͡ 5,449͡ 7,980͡ 3,769͡ 7,077͡ 30,054 2¤µ¤´¤ &´£¤£͡ 2,489 #¤±³¨¥¨¢ ³¤² ®¥ /¡«¨¦ ³¨® 3,290 '2!.$ 4/4!,͡ ΔǾΖΖΘ 0« ¤£ "®£ 3 «¤͡ ΒǾΑΘΏ 156 MuralatDentonGreaterArts City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 19-1818,Version:1 AGENDA CAPTION Consider approval of a resolution of the City Council of the City of Denton, Texas placing a proposal on the September 17, 2019, City Council public meeting agenda to adopt a 2019 Tax Rate that will 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 20, 2019, and September 10, 2019 and calling a budget public hearing on the Fiscal Year 2019-2020 Annual Program of Services of the City of Denton to be held on September 17, 2019; requiring publication of notices of the public hearings in accordance with the law; requiring the posting of the notices of the public hearings on the City’s Internet website; requiring the posting of the notices on the City’s public access channel; and providing an effective date. City of DentonPage 1 of 1Printed on 7/29/2019 powered by Legistar© City of Denton City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Finance CFO: Antonio Puente Jr. DATE: August 1, 2019 SUBJECT Consider approval of a resolution of the City Council of the City of Denton, Texas placing a proposal on the September 17, 2019, City Council public meeting agenda to adopt a 2019 Tax Rate that will 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 20, 2019, and September 10, 2019 and calling a budget public hearing on the Fiscal Year 2019- 2020 Annual Program of Services of the City of Denton to be held on September 17, 2019; 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. 2019 effective rate is $0.590454/$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 2019 rollback rate is $0.633033/$100 valuation. 2019-20 Proposed Budget recommended a tax rate of $0.605454 per $100 of valuation. In order to allow for flexibility during the budget, staff recommends that the tax rate of $0.628802 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. Publication of a quarter- informing the public of the hearings prior to the adoption of the 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 2019-20 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. would need to be published in the Denton Record Chronicle. It would also need to be posted on the City of http://www.cityofdenton.com and air on the public access channel. RECOMMENDATION Staff recommends approval of the resolution. ESTIMATED SCHEDULE OF PROJECT August 20, 2019 Hold First Public Hearing on Tax Rate September 10, 2019 Hold Second Public Hearing on Tax Rate September 10, 2019 Hold Public Hearing on the Budget September 17, 2019 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: David Gaines, 349-8260 Director of Finance Prepared by: Nick Vincent Budget Manager City Hall City of Denton 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Legislation Text File #:ID 19-1782,Version:1 AGENDA CAPTION Deliberations Regarding Certain Public Power Utilities: Competitive Matters - Under Texas Government Code Section 551.086. Deliberate and discuss competitive information regarding public power operational and financial matters pertaining to the purchases and risks of wholesale energy supply pertaining to the proposed electric budget. City of DentonPage 1 of 1Printed on 7/29/2019 powered by Legistar©