HomeMy WebLinkAbout2021-08-20 Agenda and BackupCit of Denton City Hall
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Denton, Texas 76201
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DENTON Meeting Agenda
City Council
Friday, August 20, 2021 5:30 PM Development Service Center
Council Retreat - Day 1
After determining that a quorum is present, the City Council of the City of Denton, Texas will convene in a
Retreat on Friday, August 20, 2021, at 5:30 p.m. in the Development Service Center at 401 N Elm Street,
Denton, Texas at which the following items will be considered:
1. ITEMS) FOR DISCUSSION
A. ID 21-1600 Hold a retreat discussion facilitated by the Mejorando Group and give staff direction and
priorities concerning the following: City services and infrastructure; streets; parks;
finances, budget; planning; zoning and development; environmental issues; human
resources; technology; public utilities, taxes; engineering; economic development; code
enforcement; city facilities; transportation; purchasing; management; intergovernmental
relations; boards, commissions and committees; requests from boards, commissions, and
committees requiring staff time; meetings; agenda development; City Council
communication with staff and the public; specific goals for the 2021-2022 fiscal year; and
without limitation, any and all operations of the City of Denton city government.
NOTE: The City Council reserves the right to adjourn into a Closed Meeting or Executive Session as
authorized by Texas Government Code, Section 551.001, et seq. (The Texas Open Meetings Act) on any
item on its open meeting agenda, in accordance with the Texas Open Meetings Act, including, without
limitation Sections 551.071-551.086 of the Texas Open Meetings Act.
CERTIFICATE
I certify that the above notice of meeting was posted on the official website
(https://www.cityofdenton.com/en-us/govern uent/open/agendas-minutes) and bulletin board at City Hall, 215
E. McKinney Street, Denton, Texas, on August 17, 2021, in advance of the 72 -hour posting deadline, as
applicable, and in accordance with Chapter 551 of the Texas Government Code.
CITY SECRETARY
NOTE: THE CITY OF DENTON'S DESIGNATED PUBLIC MEETING FACILITIES ARE
ACCESSIBLE IN ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT. THE CITY
WILL PROVIDE ACCOMMODATION, SUCH AS SIGN LANGUAGE INTERPRETERS FOR THE
HEARING IMPAIRED, IF REQUESTED AT LEAST 48 HOURS IN ADVANCE OF THE
SCHEDULED MEETING. PLEASE CALL THE CITY SECRETARY'S OFFICE AT 940-349-8309 OR
USE TELECOMMUNICATIONS DEVICES FOR THE DEAF (TDD) BY CALLING 1 -800 -RELAY -TX
SO THAT REASONABLE ACCOMMODATION CAN BE ARRANGED.
Page 1 Printed on 812512021
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City Hall
City of Denton 215 E. McKinney St.
Denton, Texas 76201
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www.cityofdenton.com
DENTON
Legislation Text
File #: ID 21-1600, Version: 1
AGENDA CAPTION
Hold a retreat discussion facilitated by the Mejorando Group and give staff direction and priorities concerning
the following: City services and infrastructure; streets; parks; finances, budget; planning; zoning and
development; environmental issues; human resources; technology; public utilities, taxes; engineering;
economic development; code enforcement; city facilities; transportation; purchasing; management;
intergovernmental relations; boards, commissions and committees; requests from boards, commissions, and
committees requiring staff time; meetings; agenda development; City Council communication with staff and the
public; specific goals for the 2021-2022 fiscal year; and without limitation, any and all operations of the City of
Denton city government.
City of Denton Page 1 of 1 Printed on 8/17/2021
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DENTON
City of Denton
AGENDA INFORMATION SHEET
DEPARTMENT: City Manager's Office
CM: Sara Hensley, Interim City Manager
DATE: August 20, 2021
City Hall
215 E. McKinney Street
Denton, Texas
www.cityofdenton.com
SUBJECT
Hold a retreat discussion facilitated by the Mejorando Group and give staff direction and priorities
concerning the following: City services and infrastructure; streets; parks; finances, budget; planning; zoning
and development; environmental issues; human resources; technology; public utilities, taxes; engineering;
economic development; code enforcement; city facilities; transportation; purchasing; management;
intergovernmental relations; boards, commissions and committees; requests from boards, commissions, and
committees requiring staff time; meetings; agenda development; City Council communication with staff
and the public; specific goals for the 2021-2022 fiscal year; and without limitation, any and all operations
of the City of Denton city government.
BACKGROUND
The purpose of this item is to conduct a planning retreat with the City Council. The retreat will include a
discussion on City Council dynamics and meetings, review City Council priorities and set priorities for the
next year, and provide an opportunity to discuss key policy topics and other strategic initiatives to set the
focus and direction for the upcoming year.
The retreat will be held in Denton at the Development Services Center, located at 401 N Elm St, Denton,
TX 76201. It will be a two-part retreat with a meeting on Friday evening, August 20, beginning at 5:30
p.m., and a meeting on Saturday, August 21, beginning at 9:00 a.m.
The annual retreat will be recorded as done in years' prior. The recorded video is expected to be uploaded
and available on the City's website for viewing within 1-2 days.
EXHIBITS
Exhibit 1 — Agenda Information Sheet
Exhibit 2 — Binder materials
Respectfully submitted:
Stuart Birdseye
Assistant to the City Manager
3
2021 Annual Council Retreat
August 20 & 21, 2021
Development Service Building
Annual Retreat Agenda
Friday, August 20, 2021— 5:30 p.m. to 7 p.m.
Development Services Building
• Introduction, Goals for the Retreat
• Effective Governance/Council Meetings
Saturday, August 21, 2021— 9 a.m. to 3 p.m.
Development Services Building
• 9-9:15a: Review of Goals for the Day
• 9:15-10:OOa: Review Current Council Priorities and Major Projects
• 10 -Noon: Develop FY21-22 Council Priorities
• Noon -12:30 pm: Break/Lunch
• 12:30 — 1pm: Discuss Council Committees
• 1-2pm: Discuss Council Meetings: Agenda Process, Prioritization and Scheduling of Additional
Requests
• 2-3pm: Discuss Council Requests: One -minute Pitch Process, Goals, and Options
Attendees:
• Denton City Council
o
Vicki Byrd, District 1
o
Brian Beck, District 2
o
Jesse Davis, District 3
o
Alison Maguire, District 4
o
Deb Armintor, At Large Place 5
o
Paul Meltzer, At Large Place 6, Mayor Pro Tem
o
Gerard Hudspeth, Mayor
• Patrick Ibarra, Facilitator
• City Staff
o
Sara Hensley, Interim City Manager
o
David Gaines, Interim Deputy City Manager
o
Chief Frank Dixon, Interim Assistant City Manager
o
Sarah Kuechler, Chief of Staff
o
Catherine Clifton, Interim City Attorney
o
Stuart Birdseye, Assistant to the City Manager
o
Rachel Balthrop Mendoza, Assistant to the City Manager
4i
Annual City Council Retreat
Table of Contents
1. Mayor and City Council Strategic Planning Advance Meeting
for Friday evening (from Patrick Ibarra)
2. Stages of Group and Team Development for Friday Evening
(from Patrick Ibarra)
3. ICMA Article on Effective City Council/City Manager
Relationship (from Sara Hensley)
4. Presentation and Outline for Saturday
S. Council Priorities and Other Major Projects List
6. Engagement Metrics — Council Requests, Agenda &
Meetings, Engage Denton
7. Current Work Session Matrix
8. Current "One -Minute Pitch" Process, Ordinance No. 19-2026
9. Council Committee Description
10. 2018-2019 Strategic Plan
mejorando group
C CITY
IT
OF
DENTON
MAYOR AND
CITY COUNCIL
STRATEGIC PLANNING
ADVANCE MEETING
Facilitated by
PATRICK IBARRA
August 20-21, 2021
Citv of Denton
The Meiorando Grou
"Role of local government is to be the
protagonist/advocate for a
better quality of life. "
V,
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City of Denton The Mejorando Group
925.518.0187 P > 7409 North 841h Avenue > Glendale, Arizona 85305 > www.gettingbetterallthetime.com
Citv of Denton
The Meiorando Grou
1) Think and Act Strategically
2) Respect "shared constituency"
3) Understand and Demonstrate the Elements of Teams and Teamwork
4) Have Clearly Defined Roles and Relationships
5) Honor the Board -Staff Partnership
6) Allocate Governing Body Time and Energy Appropriately
7) Have Clear Rules and Procedures for Board meetings
8) Practice Continuous Personal Learning and Development as a Leader
9) Communication and Problem Solving
a. Be attentive
b. Ask clarifying questions
c. Let people know you are listening
10) Distinctions between Values, Interests and Positions
a. Separate the people from the problem
b. Focus on interests
c. Invent options for mutual gain
d. Insist on using objective criteria
11) Civility and Board Member Behavior
12) Effective Public Engagement
4
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10
Citv of Denton
The Meiorando Grou
CHARACTERISTICS OF
EFFECTIVE GROUPS
Characteristic Evidence
The group has clear goals and
• People know what they are striving toward and
understands its purpose.
share the group's goals.
• People feel they are part of an interdependent
group rather being isolated individuals.
• People have an explicit understanding of how
things will be accomplished.
The group engages in collective
• People share assumptions as a means to
decision-making when appropriate.
understand others' viewpoints.
• People maximize relationships: consensus is
used whenever possible to reach decisions.
• Decisions are supported and enacted by the
group as a whole.
• Everyone shows commitment to creating
results.
The group uses a shared problem-
There is an agreed-upon problem -solving
solving process.
process and the group adheres to it.
All members participate actively.
Everyone takes responsibility for achieving the
group's goals.
• Members feel safe to participate and are not
afraid of being dismissed.
• The group makes full use of available
resources.
Open, honest, and respectful
People share ideas and information freely and
communication is a basis for
listen actively to one another.
working together.
Team members have high trust
The group is innovative and takes smart risks.
amongst themselves and aren't
Group members tolerate and learn from
afraid to take risks.
mistakes.
Contention is used to surface
Differences of opinions are encouraged.
differences in perspective.
Conflict is dealt with openly and in a respectful
way.
The group uses periodic self-
The group periodically examines how well it is
assessment.
doing and what progress has been made
toward stated goals.
• Adjustments are made based on group
assessment.
925.518.0187 P > 7409 North 8411 Avenue > Glendale, Arizona 85305 > www.gettingbetterallthetime.com
11
City of Denton The Mejorando Group
• Role of Mayor
• Role of Councilmembers
• Role of City Manager
• Role of Department Directors
• Role of city staff
• Role of community members
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925.518.0187 P > 7409 North 841h Avenue > Glendale, Arizona 85305 > www.gettingbetterallthetime.com
`V
Stages of Group and Team Development
3
W
Major issues
Typical Behaviors
Typical Feelings
Resolution
Stage 1:
During this stage, the issue is
In new group situations,
Members also respond
As the group continues to
Exploring
identity. Group members may
members react in a
emotionally to this new
work together, answers to
question their identity within the
variety of ways. They
situation. They may feel:
its initial questions begin
group, as well as the identity of
may:
to emerge. A sense of
the group. They maybe
• Tense or anxious
group begins to develop,
wondering:
• Sit back and take a
• Insecure or skeptical
and its goals and
"wait and see" attitude.
• Curious or anticipatory
directions should become
• What will this group be like?
• Seek information and
clearer to its members.
• How will I fit in?
clarification to get their
The unfamiliar becomes
• What are we really going to
questions answered.
familiar, and members
be doing?
• Seek support from the
should begin to feel more
• What are my goals?
leader or other
comfortable with each
• What are the group's goals?
members.
other, and less anxious.
• Try to make light of the
situation by joking
about it.
Stage 2:
As the group starts to feel more
Members try on new
While security usually
Over time, the group
Testing
"at home" members may begin
behaviors including:
increases, the increased
establishes limits and
to flex their muscles a bit, to
• Challenging group
challenge and conflict can
boundaries for its
see how far they can go in this
process, goals, and
result in feelings of:
members. The role of
atmosphere. Frequently this
objectives.
leaders in the group is
involves some sort of challenge
• Giving information and
• Frustration
more widely shared as
to authority, usually toward the
opinions more than
• Resistance
members practice new
leader, but it may also be
seeking them.
• Hostility
skills and behaviors and
directed at other members.
• Participating more
take on a variety of roles.
than before.
• Acting rebellious.
Stage 3:
Once the group has established
At this point, you may
Feelings during this stage
The harmonizing process
Harmonizing
limits and begins to share the
see:
include:
often passes quickly as
leadership role, members
group members come to
typically seek to put conflict and
• Eagerness to agree
• Euphoria
realize that glossed -over
rebellion behind them and enter
• Strong mutual support
• Warmth
differences are important
into a stage of harmony.
of the group
• Security
and need to be dealt with.
However, they are often so
• Striving toward quick
• Acceptance
intent on avoiding any conflicts
connection on issues
in this stage they tend to deny
. Burying of negative
or ignore differences within the
feelings
groupor im ortant issues.
3
W
Major issues
Typical Behaviors
Typical Feelings
Resolution
Stage 4:
After a period of very close
You may see members:
It can be an uncomfortable
Despite the discomfort,
Individuating
"groupiness" and submerged
period in the group, and
group members usually
differences, many group
. Entering into
members may feel
learn to handle their
members naturally react by re-
personality clashes
alienated, negative,
conflicts constructively
asserting themselves and their
that interfere with the
hopeless, and impatient.
while this process is
individual opinions. This often
group's direction.
going on. They come to
leads to strong conflict within
. Forming subgroups
accept differences within
the group.
that seek to take over
the group and to value
the leadership role
the results of working out
and/or fight over the
these differences in a
group's direction.
positive way. Group
Rejecting the group
members arrive at
or some of its
realistic procedures for
members.
working together.
• Giving personalized
or destructive
feedback.
Stage 5:
This last stage represents the
Members will:
Members also feel a sense
The group continues in
Performing
group at its most effective level.
of well-being and
this stage until changes
There is a balance of task
. Achieve and maintain
accomplishment and
such as new members,
functions and maintenance
momentum.
comfortable, secure, and
change in leadership,
functions to achieve goals.
. Give constructive and
proud of their group.
reorganization, or new
appropriate feedback.
concerns move the group
Accept responsibility
to an earlier stage of
for the success of
development.
their group.
A Key Ingredient for Success: An Effective City Council/City Manager Relationship
Kevin C. Duggan
ICMA West Coast Regional Director
International City/County Management Association
Introduction
Mayors and councilmembers need to have effective working relationships with a
number of key audiences in order to successfully undertake their responsibilities. These
audiences include citizens/voters, community groups, the press, other governmental
agencies, other elected officials, nonprofit organizations and many more. However,
critical to a successful and satisfying career on the city council in a city council/city
manager form of government is a successful and effective working relationship with the
city manager. This article suggests the necessary ingredients for a mutually successful
council/manager working relationship.
The City Council/City Manager Form of Local Government:
The "Council/Manager Form of Government" is designed for the elected city council to
set policy direction as the direct representatives of the community with the city
manager providing the professional expertise to manage the organization and carry out
the council's direction. Policy direction is provided in a variety of ways, including
through local laws/ordinances, planning policies (general plan and zoning), financial
policies, the annual budget and capital improvement plan, the adoption of city council
policies and through numerous other program directives.
The city manager is responsible for carrying out the council's policy direction through
the day-to-day management of city functions, including the oversight of city operating
departments. Key tasks associated with this role include the hiring and supervision of
department heads, the recommendation and implementation of the annual budget and
the assurance of quality service delivery. This form of government is predicated on
the philosophy that elected representatives are better able to make community value
judgments on behalf of residents and translate these values into policy direction—the
"what" in city government. It is also based on the belief that professional staff are best
able to determine the "how" of implementing policies and delivering day-to-day
services due to their experience and training. Since both roles are closely related, it is
the city manager's responsibility to coordinate between both realms to assure the
effective delivery of services consistent with city council direction.
This is often referred to as the policy/administration dichotomy (the separation of these
responsibilities) —which, oftentimes, has a good deal of "gray" on the boundaries.
When it works most effectively, the elected officials focus on big picture of policy
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development and minimize their role relating to administrative implementation while
the staff works to avoid an undue influence on policy development while focusing on
policy implementation and service delivery. While the line between the two can
become blurred, the city council/city manager system is subject to failure if the line is
disregarded.
If the city council and the city manager have an effective and mutually supportive
working relationship, the likelihood of the policy and administrative roles being
effectively coordinated increases significantly, resulting in a more successful city
governance and management.
Among the issues to consider in trying to establish the best possible city council/city
manager working relationship are the following:
• The relationship cannot be taken for granted and requires attention and work to
establish and maintain. If not diligently pursued, it will not be accomplished.
• The work of city councils is not easy! Not only do you confront the typical
challenges of group decision-making, but the "group" in this case may not have a
great deal in common. Also, the issues can be weighty and controversial. The
decision-making is also done in public, often on TV or the Web, scrutinized by the
public and press, and anyone can join in on the deliberations.
• Among the factors that can get in the way of an effective relationship include:
— Not understanding/appreciating/respecting each other's roles.
— Differing philosophies.
— Differing personalities.
Challenging issues.
— External pressures from the media, community groups, employee
organizations, etc.
• Fully appreciate that you need to establish a good working relationship with your
fellow councilmembers and the city manager in order to maximize:
Organizational performance.
— Organizational reputation.
— Value to the community.
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Personal reputation.
— Community pride and confidence.
• Don't underestimate how important it is to a city manager to have a good working
relationship with the city council. It has been reported that the relationship with
the city council is the primary factor impacting a city manager's job satisfaction.
Among the reasons for this are the following:
— City councils are the source of formal performance feedback. Like almost
everyone, positive feedback from supervisor(s) is very important.
City councils control the city manager's job security.
— City councils determine the city manager's compensation.
— City councils establish the city manager's "parameters of success."
— City council support for the city manager, particularly during tough times, is
of tremendous value.
Recommended Practices:
So while the stakes are high and the challenges significant, there are a variety of "best
practices" and techniques that can improve the odds of your individual success as a
mayor or councilmember, as well as the success of the city council and city as a whole.
The following are offered as ideas to consider in your efforts to establish and maintain a
strong and effective working relationship with your city manager:
Recognize that you are now "different" than before you were elected (and more
than you may realize):
You are now viewed as a community/city leader and what you do and say can
have a much greater impact. Your comments will now be viewed as representing
"the city." What you do and say will also be more closely scrutinized. You should
be aware that the city staff will view you much differently now that you are one of
the organization's leaders. Even an offhand comment can be viewed as a directive
for action. So even though you may not view yourself any differently than before
you were elected, don't underestimate to what degree others are viewing you
differently.
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• Understand and respect the city council/city manager plan of governance:
It is critical for you to understand why your city is organized under this plan of
governance and how it should operate. It is important to understand and
appreciate- ate the distinction between policymaking and implementation and the
different roles played by individual councilmembers, the city council as a whole,
the city manager and the city staff.
Allow time for you and the city manager to get to know each other and develop
a working relationship:
Try not to overly rely on what you have heard from others regarding what it will
be like to work with the manager—others' views may or may not be accurate.
Most city managers understand the need to work very hard to adjust to the issues,
concerns and priorities of the new city council. Try to be open-minded to your
ability to establish a productive and effective working relationship with the
manager.
• City managers will do their best to carry out the policy direction of the city
council (even when there is a major change in policy direction):
Professional city managers are committed to carry out the policy direction of the
city council regardless if they personally agree or disagree with the policy as long
as what they are asked to implement is:
— Legal.
Ethical.
— Within their/the city's authority.
It is often misunderstood that when a city manager effectively implements a city
council's policy, the manager personally agrees with the policy or can only
implement city services consistent with that policy. City managers can change the
organization's approach to an issue as may be directed by a new city council.
Avoid overly associating the city manager with the policies that the city has
previously implemented at the direction of the previous council.
• Take your role seriously, but not yourself:
This common advice is particularly important for mayors and councilmembers.
While you are doing important and serious work on behalf of the community, you
will do it better and more effectively if you keep the normal "ups and downs" and
"wins and losses" in perspective. You were elected to make tough decisions on
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oftentimes controversial issues. It's a given that you will be criticized and there
will be those who vehemently disagree with your decisions. That is unavoidable.
Develop a thick skin and do your best to not take personally the conflicts and
disagreements that are a normal part of your new role. If you don't develop a
thick skin, you will overreact to criticism.
Additionally, you are now part of an organization and will be blamed/criticized
for the actions of the organization that you had nothing to do with. That is the
reality of your new role and you should keep that in mind.
And remember, the city manager is not always to blame when things go wrong,
though he/she should take appropriate responsibility for the organization's
actions. It can be easy to focus your frustration on the city manager. You will be
happier and more effective if you can experience the normal "ups and downs" of
city life without needing to always find someone at fault.
Whatever the issue or encounter, try not to take it personally. Try to keep personal
likes and dislikes out of the equation. Your fellow councilmembers and the city
manager are not your family or personal friends; they are your "professional
colleagues," and you need to work effectively with them even if you would not
select them as friends.
Lastly, always "live to fight another day." There are always future issues to decide;
focus on those versus the votes already taken. And always remember not to burn
bridges due to a difficult defeat; you will need those "bridges" for future votes!
• Appreciate the legitimate difference between the "community perspective" and
the "professional/technical" perspective:
While you will primarily view issues from your perspective as a resident/citizen in
a manner similar to the other residents of the community, the city staff will often
have a more "technical/professional" perspective. What might make a great deal of
sense to the staff looking at an issue from a purely "business" point of view may not
be the right answer based on community perspectives and values. While the city
manager will do his or her best to bridge the gap between the two points of view, it
is very helpful for councilmembers to understand that while the staff should be
sensitive to community values, they will often raise issues based on their
professional training that can differ from a purely community values point of view.
An appreciation for these varied perspectives is critical to the council -staff
relationship. That does not mean the one perspective is "right" while the other is
"wrong"; but both parties should try to understand and appreciate the views of the
other.
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• Don't fall into the trap of feeling you are VERY special:
While being elected to a city council is an honor bestowed upon you by the voters,
keep that "honor" in perspective. Citizens view electing you as showing trust in
your judgment in representing their interests in community decision-making.
They did not elect you because they felt you were personally deserving of special
rights and privileges. Don't expect the city manager or staff to be able to assist you
in ways outside your formal role on the city council. By and large, they will be
required to treat you just the same as any other citizen on matters outside the
realm of your official duties. Any compensation and "perks" of office should be
visible and public.
Professional city managers will not "play favorites":
Professional city managers will strive to have a positive working relationship with
all the members of the city council regardless of personality, philosophy or
positions on specific issues. They will also not let personal likes or dislikes affect
how he or she interacts with councilmembers, and you should not expect the
manager to act otherwise.
• It is critical to city managers to have clear policy direction:
The city manager and the city organization cannot carry out the policy direction of
the city council if that direction is not clearly established. The clearer the direction,
the more effectively the manager and staff can implement. Even when the council
is split on an issue, the majority's will needs to be clearly stated. The manager
should seek clarification from the city council when necessary.
Be sensitive to the need for city managers to sometimes tell you "what you don't
want to hear":
One of the least favorite tasks for a city manager is to tell an individual council -
member or the council as a whole something they don't want to hear. This could
range from a mistake the organization has made to informing a councilmember
that something they want done (or want to do) cannot be done or is not
appropriate. While city managers try to be as flexible as possible in meeting the
needs of the city council, you will not be well served by a manager who will not
tell you when something is not appropriate or cannot be achieved simply to avoid
appearing uncooperative. While the manager needs to be clear why the request
cannot be fulfilled, it is very helpful for you to understand that the manager has a
professional obligation to give you advice contrary to what you would like to hear
when he/she is so required.
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• Why managers can't always do what you want them to do:
The manager can often be confronted with a situation of an individual council -
member wanting something done that is not consistent with the wishes of the city
council. The manager needs to respond to the direction of the city council as a
whole. While managers try to be as responsive as possible to the needs/desires of
individual members, on matters of any consequence, the direction of the city
council will often be required.
• Take your role to evaluate your city manager's performance seriously:
Like any other employee, the city manager benefits from regular and thoughtful
performance evaluations. Performance evaluations are an important
communication tool between the manager and council. Working for multiple
individuals is challenging enough without clear and consistent feedback on
performance. At least annual evaluations should be conducted. This provides the
opportunity to communicate how the council views the manager's performance,
including areas of strength and areas for potential additional emphasis. This is
also the only opportunity for the council as a whole to provide this input in
private. Also, due to the inherent challenge of multiple individuals attempting to
evaluate an individual who works for them as a group, the use of a consultant to
facilitate the evaluation can be very helpful. If done right, evaluations can be a
very valuable communication mechanism for the council and manager.
• Tolerance for organizational imperfection (mistakes!):
While no one likes mistakes, they are unavoidable in the context of organizational
life. Cities are complex organizations dealing with a wide variety of services with
unique and sometimes challenging clientele. It is not a matter of whether mistakes
will be made, but when. It is critical as a leader of your city that you react to
mistakes appropriately. While mistakes should be avoided to the greatest extent
possible, overreacting can cause further damage. You should expect that mistakes
will be addressed promptly, fully disclosed and that steps will be taken to avoid
repeating the same mistakes again. You will need to trust the manager to follow
up and effectively address the situation when organizational miscues occur. Have
high expectations but recognize that mistakes will occur, even in the best
organizations, and try not to overreact when they do.
• Support of reasonable risk-taking:
High -performing organizations will occasionally need to take "reasonable risks" in
order to achieve community objectives. Sometimes these endeavors will not be
successful. However, organizations that avoid ANY unnecessary risk are not
likely to accomplish a great deal. While city councils need to be informed and
concur that the risk being taken is reasonable for the potential benefit being
-7-
21
gained, councils should also be understanding that projects and initiatives that
have inherent unknowns may not always turn out as hoped. Intolerance for any
�3
W"
mistakes/risk will breed an overly conservative organization and will stifle
creativity and flexibility and the benefits these values can bring.
• Try to focus feedback on service quality, not individuals:
An ongoing challenge is the difficulty of reconciling the ultimate responsibility of
the city council for city service quality versus the need to avoid interfering in the
daily management of the organization. It is much better for the city council to
communicate service level or quality concerns to the city manager versus
performance judgments regarding individual staff members. It is particularly
inappropriate for individual members or the council as a whole to try to direct the
manager to hire, fire, or promote members of the city staff.
Don't expect managers to take sides in councilmember disputes:
Regardless of how they may personally feel, most city managers will avoid, at all
costs, "taking sides" in disputes between councilmembers. While on occasion the
manager might try to help reconcile councilmembers, don't expect the manager to
take your side in a dispute with a fellow member. Even if they may agree with
you, most managers will avoid taking part in public or private criticism of council -
members unless professionally required to do so in extreme cases.
Don't jump to conclusions regarding citizen/customer feedback:
While it is your responsibility to be available to listen to citizen and customer
feedback regarding the city organization, be careful not to jump to conclusions
based on what you are told. Oftentimes an individual may sound completely
sincere and credible while providing you an inaccurate account of their experience
with the city organization. It is best to not jump to conclusions, one way or the
other, until the manager is able to provide you a response to the concern. It is
embarrassing to criticize staff for poor performance only to find out that the
information you relied on was not accurate. At the same time, the manager needs
to not be overly defensive regarding staff performance until he or she also has
heard "both sides of the story."
• Don't expect the manager to exercise "political leadership":
While managers are inherently leaders of their organizations and, to varying
degrees, in their communities, their role is not to be political leaders. That is, it is
not intended for the manager to be "out front" on community policy issues. Some-
times city councils want managers to take leadership (advocate publicly) on
controversial issues to avoid potential political consequences to themselves. While
tempting, this is contrary to the intent of the council/manager form of government
under which the elected officials are to take the lead on purely policy matters.
23
• Disagree with the recommendation/don't attack the "messenger":
When dealing with a difficult issue at a council meeting, it can be tempting to not
only disagree with the recommendation being presented, but also to challenge/
discredit the manager or staff member presenting the recommendation. The best
practice is to focus your comments on the recommendation, not the individual.
Having a policy discussion devolve into a personal attack is uncomfortable and
embarrassing to everyone involved. Even if you are frustrated by the
recommendation, it is poor form to attack the presenter. If you do have concerns
regarding how a recommendation was developed or presented, that should be
provided privately to the manager.
P.S.: Don't play "stump the staff' by trying to ask questions at the meeting that you
think staff will have difficulty answering on the spot. It doesn't really make you
look smarter, nor is it helpful to the deliberations to ask a question that cannot be
answered. While staff members should work diligently to anticipate questions, it
is not possible to anticipate all possible questions. If you really want the answer,
get the question answered before the meeting or provide a heads up regarding
what you will be asking.
• Conduct yourself at council meetings in a professional/businesslike manner:
Even on very controversial topics with greatly varying opinions, the council
deliberation can be and should be "businesslike" and professional. While it may be
more entertaining (possibly from a reality TV perspective) to see councilmembers
and citizens yelling and having temper tantrums, it gets in the way of thoughtful
deliberations and only tends to lower the respect for the council and city in the eyes
of your constituents.
Consider the use of council team -building and goal -setting workshops:
Recognizing the importance of both effective councilmember/councilmember and
council/city manager working relationships, often an investment of time in team -
building workshops is very worthwhile. These workshops allow for a thoughtful
conversation of working relationships outside the context of discussing specific
issues. These discussions can help create a better understanding of work styles
and perspectives.
Additionally, recognizing that clear direction and priorities are critical for effective
council/manager relations, goal -setting workshops can be very effective forums
for establishing city council and organizational priorities.
-10-
24
• Have a clear understanding with the manager of the type and frequency of
communication you prefer:
While a fundamental value of city managers is to provide regular and complete
information equally to each councilmember, councilmembers can vary significantly
regarding the type and frequency of contact with the manager they desire. While
the manager will use written reports in one form or another as a base line of
information to all the members, it is important for the manager to understand your
preference for how information should be communicated, including the frequency
of personal contact. While some members prefer regular "face-to-face" contact with
the city manager, others prefer less time -intensive information -sharing methods.
While sharing the same information among all councilmembers, it is helpful for
you and the manager to understand how much and what type of contact you
prefer.
Do your homework:
It takes time and effort to be a successful councilmember. It makes the manager's
and staff's job a lot easier if you have reviewed the reports and related materials
provided to you prior to the city council meeting. This facilitates efficient
meetings, accelerates decision-making and gives the impression that staff and
council are working well as a team. Additionally, it will avoid you appearing
unprepared to your fellow councilmembers, the staff and your constituents.
• Trust above all:
As in all relationships, an effective city council/manager relationship must be based
on trust. Other potential obstacles such as differing personalities, styles,
philosophies, etc., can be overcome if there is mutual trust. Without trust, little else
will be successful. Both parties need to treat each other with respect and be truthful
and forthcoming in their dealings.
• No Surprises:
Both the manager and council should do their best to make sure that important
information is not first learned from others. While in this age of instant
communication this is more difficult, and in some cases impossible, the parties
should do their best to make sure that noteworthy information to which they are
privy is not communicated to other organizational leaders by third parties
(particularly the media). The manager needs to work hard to make sure that the
council is not taken off guard while councilmembers should keep the city manager
in the loop as well. "Surprises" can have a very negative impact on the working
relationship in that it speaks directly to the trust issue.
-11-
25
• Work through the city manager to get things done:
While practice and philosophy can vary to some degree between cities, council -
members should generally work through the city manager to obtain action by staff.
Individual councilmembers are not authorized to direct staff, though routine
referral of citizen requests (or to simply request information) is sometimes
appropriate depending on local practice. Coordinating through the manager will
make sure the issue is sent to the right staff person for action and will allow the
manager to confirm timely follow-up. This also helps the manager stay informed
regarding issues of community concern.
Council/Mayor Role:
It is also important to make sure there is clarity between the council, the manager
and the mayor on respective roles. At times there can be a conflict between the
role the mayor views themselves as playing and the expectations of the remainder
of the council. It is difficult if the manager gets caught in a dispute over these
respective roles. In particular, how the city manager relates to the mayor versus
the other councilmembers needs to be clear.
• Don't blame the manager or staff for carrying out the direction of the city
council:
The city manager and staff are required to faithfully carry out the direction of the
city council, regardless if they did or did not recommend it and regardless if some
councilmembers oppose it. Respect the staff for faithfully carrying out the will of
the council, whether or not you share the view of the council majority.
If the council/manager relationship is not going well:
If you or the council are having difficulty with the city manager, try your best to
resolve the issue. First of all, find an appropriate way to communicate the
concerns. The manager can't respond if he/she is not aware of the concern. As
noted earlier, try to obtain clear council consensus for the expectations for the
manager and communicate those expectations clearly. Try to be optimistic
regarding the possibility of the manager making adjustments to satisfy the
concerns of the council and give sufficient time to do so. Additionally, provide
the manager opportunities to respond to the feedback and communicate how
he/she will address the concerns.
If all else fails and there needs to be a "parting of the ways":
A forced separation of the manager is not a good experience for the council, the
manager or the city. It can be costly, controversial and can cast everyone in a
negative light. It can also erode citizen confidence in the city. Assuming all
-12-
26
reasonable steps have been taken to avoid a forced transition and recognizing a
parting based on "irreconcilable differences" is always better than an "ugly,
contested divorce" (in an "ugly divorce," both parties end up looking bad), keep
the following in mind:
Keep it professional.
— Don't unnecessarily damage the manager's reputation—it is not needed to
make a change.
— Provide a reasonable period of time for the manager to find another position
or provide reasonable severance—it takes time to find a manager's job.
Remember, how you handle the transition of the current manager will have
an impact on the quality of the candidate pool for the next manager.
Summary/Concluding Thoughts:
An unstable council/manager relationship has negative consequences for the city
council, the manager, the organization and the community. A positive and mutually
supportive relationship will increase the odds of having a high -performing and
successful city. Councilmembers and the manager need to make creating, supporting
and sustaining the relationship a high priority. If made a high priority, the odds of
success are great.
Remember that your service on the city council is a unique honor that has been
bestowed on you by your fellow citizens. While it is often a challenge, with inherent
difficulties, someone needs to do it and your community has selected you for that
responsibility. You have been selected to serve in a professional and honorable manner,
during good times and bad. Your service on the city council will be over soon enough.
Conduct yourself in a manner that will allow you to look back with pride—not only for
what you accomplished, but also the way in which you conducted yourself (which will
likely be remembered the longest).
January 2017
-13-
NFA
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CIT -Y HALL''
CITY OF oENTa+Mae
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Saturday, August 21, 2021 p
Development Services Building
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711941" 9i'
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Meet Your Facilitator: Patrick Ibarra
• Patrick is a former city manager, established his
consulting practice the Mejorando Group in 2002.
Mejorando is Spanish for "getting better all the time."
• His firm provides a range of services exclusively to local
governments across the nation including several cities
in the Dallas area: Arlington, Carrollton, Coppell,
Dallas, Frisco, Hurst, Lewisville, and McKinney.
• His approach helps leaders translate the headwinds of
change into a tailwind in their pursuit to build stronger,
more vibrant communities.
I
I
QUI} i
DENTON
F
I40ppr" ,
Saturday Agenda and Timeline
Morning
• 9-9:15 a.m. Review of Goals for the Day
9:15-10 a.m. Review Current Council Priorities and Major Projects
• 10 -Noon Develop FY21-22 Council Priorities Development
Lunch
• Noon -12:30 p.m. Break/Lunch
Afternoon
• 12:30-1 p.m. Discuss Council Committees
• 1-2 p.m. Discuss Council Meetings: Agenda Process, Prioritization and Scheduling of
Additional Requests
• 2-3 p.m. Discuss Council Requests: One -Minute Pitch Process, Goals, and Options
i
qui}
DENTON
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Review Goals for Today's Retreat
• Engage in collaborative, creative and collegial conversations about the
future of Denton and the City's role in helping its potential be realized.
• Distinguish between problems you can fix and issues you can only
address.
• Help the governing body coalesce around their role as community builders.
• Foster trust among elected officials in their deliberations about the future
of Denton.
• Fortify the Council -Staff partnership.
• Strengthen your versatility to be both responsive and proactive.
DENTON
W
3
5,
r
Review Current City Council Priorities and
Major Projects
45 minutes (9:15 a.m. to 10 a.m.)
Develop FY21/22 City Council Priorities
2 hours (10 a.m. to Noon)
-ecov"!
DENTON
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N
Current City Council Priorities
• City Council held an annual retreat to develop high-level goals and priorities
• PURPOSE - The goals are to help:
• Guide policy, operations, and budget development; and
• Guide the primary staff focus for the upcoming fiscal year.
• The City Council established 9 priorities during their most recent retreat on
Feb. 12, 2021
• Staff continues to make progress on these priorities (Tab 3)
• In addition to Council Priorities, there are a number of major initiatives and
projects underway ( Tab 5)
DENTON
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Current City Council Priorities
1. Implement Economic Development Strategic Plan
2. Develop Loop 288 Building to Serve Individuals Experiencing Homelessness
3. Undergo a Comprehensive Plan Update
4. Develop a Comprehensive Solid Waste Management Strategy
5. Develop an Affordable Housing Strategy
6. Respond to COVID-19
7. Complete Mobility Plan
8. Improve Capital Project Planning and Communication
9. Develop plan including architectural design, RFP strategy, and funding options for
City Hall West
i•w� t s4
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DENTON
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Current City Council Priorities
• To communicate the Council priorities and major items in motion, staff
organized them into 6 Key Areas:
o Pursue Organizational Excellence
o Manage and Enhance Utilities, Infrastructure, and Mobility
o Foster Economic Vitality
o Strengthen Community & Neighborhood Services
o Support Public Safety
o Promote Sustainability & the Environment
• The areas relate to prior formal Strategic Plans (last adopted in FY18-19) and
have been used in the City's Annual Report and State of the City materials to
communicate progress to the community
I
I
QUI} i
DENTON
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Priorities and Major Items by Key Area
• Continue COVID-19 Response
(Council Priority)
• Develop and Implement
American Rescue Plan Funding
and Programs
• Implement 311 System
• Develop Budget for FY21/22 and
FY22/23
• Continue Grant Management
Improvements
• Complete and launch new
website
DENTON
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• Improve Capital Project
Planning and Communications
(Council Priority)
• Finalize Mobility Plan Update
(Council Priority)
• Develop City Hall West Plan
(Council Priority)
• Manage City Facility
Construction Projects
• Manage Bond Program Capital
Projects
• Conduct Parks Planning
• Update the City's
Comprehensive Plan (Council
Priority)
• Continue Implementing
Economic Development Strategic
P I an (Council Priority)
• Implement Historic Preservation
Plan
• Review and Develop Denton
Development Code (DDC)
Amendments
Priorities and Major Items by Key Area
• Develop 909 N. Loop 288
Building for 24/7 Center (Council
Priority)
• Develop an Affordable Housing
Strategy (Council Priority)
• Manage and Coordinate COVID-
19 Federal & State Funds and
Programs
• Continue to Strengthen
Homelessness Initiatives and
Housing Crisis Response System
11'1%�Wwmll�
DENTON
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4
• Continue Development of PD
Mental Health Unit Team
• Continue Updating PD Policies
and Training
• Implement Police Chief Advisory
Board
• Complete Public Safety Facilities
from Bond Program
• Pursue Fire Department
Accreditation
• Planning and Design
Fire Station 9
• Complete the Solid Waste
Comprehensive Management
Strategy (Council Priority)
• Progress the 2020 Simply
Sustainable Framework and
Advisory Committee
• Expand Bike/Pedestrian Network
FY21-22 City Council Priorities
• Execution is the strategy.
• Use various lenses — microscope, magnifying glass, telescope, and binoculars -
to examine issues and explore the future.
• Refresh the city's "recipe for continued success" and determine strategic
priorities in the short and long-term.
• Capitalize on strengths.
• Don't measure success by the length of the list.
• Outcome is to create a road map that achieves:
o Cohesion among elected officials and staff
o Clarity about priorities
o Commitment to implementation
■
DENTON
RI
Break/Lunch
30 minutes (Noon — 12:30 p.m.)
iocor
"-
DENTON
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to
Discuss Council Committees
30 minutes (12:30 p.m. to 1 p.m.)
0
DENTON
F,
City Council Committee Discussion
• During the June 8, 2021 Pending Council Request Work Session, staff received
direction to bring forward Mayor Hudspeth's one -minute pitch to review the
relevance and viability of City Council Committees
• There are currently 8 Council Committees — Tab 9 includes committee,
description, and number of meetings held over the past four years.
�Cll} I
DENTON
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Agenda Committee Reviews the City Manager's proposed Council agendas as to form and agenda Hudspeth, Meltzer, Hensley
content.
Audit and Finance Committee
Assists the City Council in fulfilling its organizational oversight responsibilities
Armintor, Byrd, Meltzer
relating to the audit function, the investment function and other financial related
activities as delegated by the City Council.
Committee on Community
Advises regarding the timely distribution of information to Denton citizens and
Armintor, Byrd, Meltzer
Engagement
devise methods of engaging Denton Citizens in the city government.
Committee on the Environment
Reviews and considers environmental issues and resources and make
Armintor, Beck, Davis
recommendations to the Council
Council Airport Committee
Reviews, considers and makes recommendations to the City Council on the Airport
Beck, Davis, Meltzer
Business Plan and the Airport Master Plan, and other Airport matters
Council Appointee Performance
Assists the City Council in performance review of the Council appointees and to
Inactive
Review Committee
ensure that the appointees' job descriptions are accurate and properly reflect
current job duties.
Community Partnership
Monitors allocation and use of both the hotel occupancy tax and sponsorship
Byrd, Davis, Maguire
Committee
funds, ensuring HOT funds are being used to directly enhance and promote
tourism and hotel/convention industry.
Mobility Committee
Reviews and makes recommendations regarding any changes to the Mobility Plan,
Byrd, Maguire, Meltzer
local transportation policy, and any items concerning regional transportation.
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City Council Committee Discussion
• If the City Council would like to reduce/combine the number of Council
committees, staff identified any or all of the following as possibilities and
recommendations:
• O tion A: Retire the Council Airport committee, refer these items to the
fu I Council body.
• Option 6: Retire the Audit and Finance Committee, refer Finance items
to
fullCouncil, and develop options with the Internal Auditor for Audit items
• Option C: Retire the Committee on Community En agement, provide
updates in the Friday Report on communication an enga ement
initiatives. Additional related Council requests can follow the Council
Request process.
1-1601, 2021
DENTON
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Council Meetings: Agenda Process,
Prioritization and Scheduling of Additional
Requests, Effective Council Meetings
1 hour (1 p.m. to 2 p.m.)
-ecov"'
DENTON
Creating an Agenda
• Each agenda item potentially takes time to develop and generally proceeds
through a series of steps and actions
• For example purposes, below is a general timeline of an item placed on the
June 22, 2021 City Council agenda:
Staff develops
Item is entered
Legal review
Item reviewed
Item reviewed
Approval sequence
Item posted to
agenda item
into City
complete.
by the Agenda
internally at
initiated for
meet TOMA
documents/
Attorney's
Caption entered
Committee.
Executive Staff
approval from
requirements
agreements,
Office for
for agenda
meeting, dry
Department
backup
review
review.
run
director, Legal, City
materials, and
(minimum time
presentation if
Manager's Office,
presentation
required for
necessary
City Secretary's
Item presented
review).
Office
to City Council
_jk_ MiRRRRRWfor
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an
agenda item to be
reviewed, approved,
and presented
is approxirT&ei-�;
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DENTON
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31 meetings held (from January 1 to August 2,
579 total agenda items
rk Sessions 33 Closed Sessionil 324 Consent Items
99 Individual Consideration 29 Public Hearings and Special Presenta
[F Average Length of Meetings
�41
FP Regular/Special Meetings: 6 hours and 24 minutes
Luncheons: 2 hour and 34 minutes
Please note: This does not include any metrics or staff time for the 30 other Boards, Commissions and
Committees meetings. _
ID#21-1601, Aug. 21, 2021
19r~
Work Session Planning and Agendas
• Staff updated the Work Session
Matrix (Tab 7) to plan for 3-6
months out
o To space out and balance discussions so
that meetings are not overloaded
o To identify and anticipate work sessions
that will need to be scheduled
o Sessions have been identified into
categories such as City Business, Council
Priority, Council Request (Approved One -
Minute Pitch), Internal Audit Report, Bond
Project, and Budget
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Prioritization and Scheduling of Additional
Requests
• When additional requests are received outside of established priorities, staff works to
provide "fully baked" information
o Includes requests for information and one -minute pitch items that were approved during the
Pending Council Request Work Sessions
o It is staff's responsibility to perform the due diligence and provide the basic information and
facts to the policy-making body
• Once
an item
is approved
during the one -minute pitch, that topic is placed on the
Work
Session
Matrix (Tab
7) in the TBD section
• Depending on the amount of time needed to prepare and current workload for
department, the item will be placed on a future agenda as the item is finalized
• One -minute pitch requests may be reviewed by the Agenda Committee
ID#21-1601, Aug. 21, 2021 DENTON r w .~ ,.� - i �- _ . -
Discuss Council Requests: One -Minute Pitch
Process,, Goals, and Options
1 hour (2 p.m. - 3 p.m.)
_ecov "_1
DENTON
One -Minute Pitch History and Goals
• During the 2019 Council Retreat, the City Council was provided similar
information and discussed ways to ensure that individual requests that
were to use significant staff resources had a consensus of the full-body
rather than individual Council Members
• The One -Minute Pitch process was established as a way to effectively
discuss the request during an open meeting without significantly
prolonging the meeting
• Adopted by Ordinance No. 19-2026 (Tab 8)
i w, t s 4
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DENTON
U1
0
FY 20-21 City Council Requests for
Information
• There have been 632 total Council requests for information (through
August 18)
Community Svcs
Envlmnmental Svcs �
Publk Works —
Capital Projects
111 ni—
CMO —
Library
Legal
Fire
Poliee
Tech Servi—
Airport
Public Aiiairsl Customer svc —
Economic Development
Developmert SV. —
Finance E
Audit
Munidpal Court
procurement I
Real Estate
Risk
Other
u 50 100 151
• Chart represents all requests for FY21-22
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DENTON
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Paul Meltzer. Deb Arm'mtor
I* Alison Maguire . Jesse Davis
i Mayor Gerard Hudspeth Vicki Byrd
= Brian Beck
• Chart represents current Council Member requests for FY21-22
hwillak(OdRKA
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FY 20-21 One -Minute Pitch Metrics
• 28 total one -minute pitches, 19 were approved to move forward
�il Member
Armintor 12 6
Beck 2 1
Byrd 0 0
Davis 3 3
Maguire 2 2
Meltzer 3 2
Hudspeth 2 2
Baker 0
Briggs 3 3
Johnson 0
Ryan ,
Watts 0
DENTON
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Other Council Request Models
Arlington Austin Fort Worth Lewisville San Antonio
Council requests can be
made for informational
staff reports.
Standing work session
item to discuss any
reports and Council can
give staff direction to
move forward with
future work sessions or
policies for Council
consideration.
c�ry
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DENTON
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Council requests require
approved resolution
prior to staff proceeding
with work.
Resolutions require at
least 3 Council
signatures prior to being
added to an agenda for
full Council
consideration.
Council makes requests
during a standing work
session item.
If request requires more
than 4 hours of staff
time, City Manager or
City Attorney have
discretion to seek
consensus from Council.
Formal Council requests
are made during their
annual retreat.
Informal requests are
made directly to the City
Manager. Received very
few requests, service
requests through
engagement app.
Council committee,
chaired by the Mayor,
reviews the list of
Council requests and
decides which requests
are added to a future
agenda, are tabled, or
require staff research
and/or a staff report
Council Request Options
Option 1— Keep or Amend Option 2 — Staff Report, then Option 3 — Quarterly Work
mig,en Proces S Session Item
Keep or amend current pitch process
procedure. Goal to effectively discuss and
give staff direction on a request during an
open meeting without significantly
prolonging the meeting
Considerations:
• Keep general process and make
modifications, such as amending the
time limits or adopting a more
generalized time limit
• Consider other modifications
411'10WMII�
DENTON
L"
Adopt a process similar to Arlington —
Request an ISR using a set maximum
number of staff hours, with a standing
work session to discuss and give staff
direction on Council requests
Considerations:
• Maximum number of staff hours on a
Adopt a process similar to Lewisville —
Staff collects Council requests over a
period of time, and holds a work session
at a given time to receive Council
direction on which items should proceed
Considerations:
report
• May not be as timely for urgent/time- •
sensitive requests
• Time limit for standing work session
item
Frequency - Annually, Bi -Annually,
Quarterly?
Review all new requests at one time
to consider more holistically and the
prioritization of
May not be as timely for urgent/time-
May allow for staff to develop better sensitive requests
scope of work required and some
r"
considerations fi
t�iyt : fJ�
ms3 _ ssas._. \iil�CS1riF'Jstf. _ weir' IZd"'i _ 11_x' n
Next Steps
• Recap direction received today on:
o Council Priorities
o Council Committees
o Council Request Process
• For Council Priorities, staff will prepare a Resolution for Council consideration
at the Sept. 14 or Sept. 21 meeting to affirm the priorities
• Once adopted, staff will update the City Council Priorities webpage and make
quarterly updates to track progress on the items.
DENTON
trmt'
s4
rti
Council Priorities and Other Major Projects
City of Denton — August 2021
Pursue Organizational Excellence
• COVID-19 Response (Council Priority) — Staff continues to respond and address the ongoing challenges
and changes due to COVID-19. The response to COVID-19 is anticipated to continue to be a major area
where time will be spent across all departments, including, but not limited to, continuing to monitor
public health information and coordination of information from federal/state/county sources,
communicating news and resources to the community, addressing changes and continuing to adapt
City facilities/programs/services, managing safety standards and modified shifts/operations, and
managing COVID-19 employee procedures and contact tracing across the organization. Staff is also
spending time on coordinating the transition of public meetings back to in-person for Sept. 1 in line
with the City Council resolution and in compliance with Governor Abbott's action.
• American Rescue Plan (ARP) Funding—The City of Denton will receive a total of $23.29 million from
the federal government in ARP funds. City staff presented an initial presentation to Council in May,
released a public survey in June, and presented proposed options for the first half of funding to Council
on July 27. The second half of the funding will not be received until spring 2022. Following direction
received from Council on July 29, staff is taking next steps to develop programs and methods to
administer the funding and programs. To develop the programs, this will involve a substantial amount
of time from Finance, Legal, CMO, Economic Development, Community Services, and the Fire
Department to assist businesses, families, and individuals in the community.
• Implement 311 System —A 311/Customer Relationship Management (CRM) system will handle the
intake, routing and tracking of operational tasks across the City, and is anticipated to improve
communication across departments and with residents and businesses regarding service requests and
maintenance activities. Staff across the City are involved with this project as it will integrate work order
systems across many operations and allow customers to experience consistent, positive customer
service. Staff have evaluated the proposals, held interviews, and identified a sole finalist for a 311/CRM
software vendor. Staff is currently reviewing the contract and anticipate the contract for this service
being brought to Council for consideration this summer. Concurrently with the software purchase,
staff has created an internal implementation team of subject matter experts to assist in the significant
task of preparing the organization for and executing the system implementation. Full implementation
is expected to take approximately 12 months.
• FY21/22 and FY22/23 Budget Formation —City staff is working with Council and City leadership to set
priorities for the development of the budget. Staff continues to seek feedback to develop a budget
calendar that fulfills both new legal requirements and the priorities of the Council. The FY 21-22 budget
will focus on providing excellent service to the citizens of Denton while being mindful of the financial
burden many are carrying during a global pandemic. Staff is taking a collaborative and comprehensive
approach to the development of the capital budget in particular. The capital budget will be itemized on
a project specific level which will allow for greater transparency and accountability for all stakeholders.
Staff will present a proposed budget this summer and schedule several work sessions to continuously
56
seek and implement Council feedback before budget adoption this fall. The FY22/23 budget season
kicks off in February 2023 and will continue through September 2023.
• Grant Management Office — In September 2020, the Grants Management Office (GMO) began to
operate with Laura Behrens as the new Grant Administrator and Daniel Jones as the Grant Analyst.
GMO has drafted a policy and standard operation procedures (SOP) document with input from the
Internal Auditor, Legal, Finance, Purchasing and several working groups. The policy and SOP outline a
process for grant management that includes the centralization of information, an internal approval
process for new grants, and ongoing support for the administration of grants.
GMO has begun to work with individual departments on the review of new grant proposals and the
management of existing grants. A database and dashboard of current grants is being developed to
track a grant's status and progress for reporting. Training will be offered to staff on the new process
and resources available for grant management. GMO is also working to identify a long-term record
management solution for grants as well as creating webpages on both the City's internal and external
websites to share and highlight grant information.
•
87' Session of the Texas Legislature — Staff prepared for the 87th Session of the Texas Legislature since
late 2020. Occurring every two years and lasting 140 days, the Texas Senate and House of
Representatives meet to file, debate, and pass bills that affect Texas generally, and cities in
particular. A team of staff, along with legislative consultants, mobilized to analyze, prioritize, and
engage the members of the legislature on bills that will impact the City of Denton, particularly those
that might restrict revenues or local authority. Ultimately, 6,927 bills were filed this session with over
2,000 of those relating to cities. By the end of the Session, 247 city -related bills had passed both
chambers with staff having actively advocated for or against over 40 bills that would directly impact
Denton. Staff are currently providing summaries of select legislation in Friday reports during through
the summer, focusing on bills that impact City of Denton services or operations. One of an expected
two special sessions started on July 8. Updates on any impacts of special sessions proceedings, if
applicable, will be provided to the Council in the Friday Report.
Mana,qe and Enhance Utilities. Infrastructure. and Mobil
City Facility Construction Projects —There are a number of facility construction projects underway or
starting in 2021 requiring substantial coordination:
o Development Services Building — Staff moved into the new Development Services Building,
located at the corner of Parkway and Elm, on schedule in January of 2021. The parking lot for
the building was also renovated, and completed in June of 2021.
o American Legion Hall Senior Center — The American Legion Hall Senior Center, located at 629
Lakey Street, is a busy recreational facility used for active senior adult programing such as
sewing, educational seminars, exercise, table games, fellowship, and monthly socials. The
project scope includes demolition of the south building, renovation of the 2,600 square foot
north building as well as the construction of a 5,000 square foot addition. Project is estimated
to conclude in October of 2021— delays are due to an unforeseeable number of constructability
57
issues from the original architect, Eikon, and supply chain issues related to the COVID-19
pandemic.
o North Lakes Tennis Center — The new Tennis Center Project will be completed in two phases. In
Phase I, the Pro Shop is substantially complete. The new Pro Shop includes new showers and
restroom amenities, lounge area, office space, retail, meeting rooms, and storage. Phase II will
include multiple new tennis courts and improvements to the grounds.
o Remodel of Police Department Headquarters - Renovation of the existing Police Headquarters
at City Hall East to add and reconfigure workspaces for police operations, public safety dispatch
operations, add dedicated locker rooms, restrooms, and parking. Construction on this remodel
began January of 2021. Project is estimated to reach substantial completion summer of 2022.
o New Police Substation and Firing Range - Construction of New Police Substation adjacent to the
existing Fire Station 7 on Vintage Boulevard to house patrol, neighborhood services, traffic
enforcement, criminal investigation and other operations, staff, and administrative support.
This same location will house an indoor firing range with 15 -lanes for the use of police training
and include indoor classroom space. The new facility would replace the current outdoor range
located on Airport Road. Construction began January 2021 and is estimated to reach substantial
completion summer of 2022.
• Capital Project Planning and Communications (Council Priority) — Under new leadership and direction,
Capital Projects will continue to work on improvements by implementing project management
software and alternative delivery methods to ensure that the City is receiving best pricing, consistent
quality, and that the projects are completed on schedule. The first Construction Manager At -Risk
solicitation for a horizontal infrastructure project was advertised June 4 through July 8, 2021. This
advertisement was for the second phase of the Southeast Denton Neighborhood Street Reconstruction
Project, which is funded by the 2019 Street Reconstruction Bond Program. Project management
software implementation and staff training is currently underway, with a formal "go -live" date
scheduled for October 2021. An interdepartmental team (with representatives from Capital
Projects/Engineering, Public Works, Utilities, Tech Services, and Public Affairs) is also working diligently
to implement a comprehensive, interactive CIP map to provide residents with additional details on the
location and timing of both upcoming and projects that are currently under construction. The draft
map has been created and will be automated to feed in data from the new project management
software in quarter three of calendar year 2021.
• Bond Program Capital Projects — Staff is actively completing design and construction of the remaining
segments from the 2012 and 2014 Street Reconstruction Bonds. Current projections are for substantial
completion for remaining street reconstruction segments from the 2012 and 2014 Bond to be
completed by quarter 4 of calendar year 2022. Staff continues to move forward on the implementation
of projects funded by the 2019 Bond Program, with $154,000,000 approved for street improvements.
Construction for the first two bid packages of the Street Reconstruction Bond began in July 2021. On
June 22, 2021, the City Council approved a design amendment with Freese and Nichols, Inc. (FNI) to
complete the design of the first phase of the Southeast Denton Street Reconstruction Project, which
will reconstruct 22 street segments approved as part of the 2019 Street Reconstruction Bond. Staff
anticipates the first phase of the Southeast Denton Street Reconstruction Project will begin
construction in quarter 2 of calendar year 2022. The design amendment approved on June 22 with FNI
also authorized eighteen months of Program Management services for the 2019 Street Reconstruction
58
Bond. Program Management services provided by FNI include development of a comprehensive
sequencing plan for all 2019 Street Reconstruction Bond segments, the development of dashboards
and other key reporting features that can be shared internally and with the public regarding the status
of project construction, preparation of cash flow models and individual project estimates, project
execution process tracking, and providing general project implementation oversight. Staff will continue
to keep the community updated on the status of the bond program and projects through the City's
website, Resident Update, bi-annual Construction Update mailer, quarterly CIP updates to the City
Council and Bond Committee, and through social media.
• Finalize Mobility Plan Update (Council Priority) — The Mobility Plan is a study and strategy to address
citywide transportation, including vehicles, transit, bicycles, and pedestrians, for years to come.
Multiple departments are contributing to this plan update with data collection and analysis,
coordination of multiple public meetings, and development of the plan. The Capital
Projects/Engineering and Development Services Departments are developing a revised strategy to
finalize the 2021 Mobility Plan. Staff will provide details on this revised strategy in an upcoming Friday
Report along with additional conversations to the Traffic Safety Commission, Mobility Committee,
Planning & Zoning Commission, and City Council.
• Parks Planning — Parks staff will continue work on a number of Parks initiatives to plan for future
anticipated growth. In 2021, Parks plans to finalize and adopt the Parks, Recreation & Trails System
Master Plan as well as plans for Southwest Park, Bowling Green Park, Village of Carmel property,
outdoor performance venues and the ADA Transition Plan. The department continues to implement a
playground replacement plan, and replaced the playgrounds at Joe Skiles Park, Mack Park and
McKenna Park. Quakertown Park playground Phase II will begin in the fall. PARD hopes to begin
planning for an inclusive playground in the near future. A number of parcels are being considered for
acquisition through purchase, donation and via the parkland dedication and development process.
• City Hall West (Council Priority) — In July 2017, the City engaged the historical architectural firm,
Architexas to assist with the proposed renovation of the 1927 City Hall known as City Hall West. The
firm was charged with completing an assessment of the facility and to develop three preliminary
conceptual designs with a cost analysis of each concept. The report produced detailed the building's
current condition and originally presented these options for the scope of work. Video of consultant's
recommendations can be found here.
City Hall West sustained significant water damage during Winter Storm Uri. Freezing temperatures
caused a fire sprinkler line to leak and flood the entire building. Staff is coordinating water damage
remediation with both Risk Management and Safety.
Since that time, the windows in the building have been replaced, but no other construction has
occurred. Staff will develop a full plan to renovate the building for Council consideration.
Unfortunately, progress on City Hall West was delayed because of the winter storm damage to the
building. Mitigation is expected to be completed in the in Fall 2021. Because of the current conditions,
and potential design team members are unable to enter the building, which makes it more difficult to
develop a submittal package. Staff expects to be able to advertise a request for information (RFI) once
the mitigation is complete.
59
Foster Economic Vital
Update to the City's Comprehensive Plan (Council Priority) — The City's Comp Plan is the long-range
plan for the City's growth, development, and redevelopment. Because it is based on local conditions
and trends, it is intended to be updated periodically to coordinate the efforts of many different aspects
of a community, such as land use, transportation, community facilities, and natural resources. The City
has hosted The City continues to make progress toward this comprehensive plan, and plans to present
a draft plan during fall/winter 2021.
• Historic Preservation Plan —The creation of the Historic Preservation Plan included significant
stakeholder input, including public meetings and online surveys, to create a shared vision related to
the City's historic resources. There are numerous short-, medium-, and long-term recommendations
that staff will be working to implement. The City recently hired a new Historic Preservation Officer
whose primary focus is to implement these recommendations. Periodic updates on the progress of
these goals will be provided to City Council.
• Denton Development Code (DDC) Amendments — Staff will continue to review and bring forward any
necessary amendments to the 2019 DDC, making minor improvements following implementation. The
Development Code Review Committee (DCRC) has been reinstated, which is made up of members of
the City Council and Planning and Zoning Commission. They will be reviewing and providing initial
direction addressing ongoing improvements in the DDC. Staff has prepared a list of Code amendments
that addresses nonconformities, aligns provisions with state law, codifies process improvements, and
considers input from the general public, P&Z and City Council. The Code amendments are grouped
into the following types:
• Non -Substantive — (correcting typos and references, providing additional language to clarify intent,
and deleting duplications)
• Criteria Manual — (transferring certain procedures from Criteria Manuals to the DDC)
• Substantive Changes — (necessary, substantive code amendments)
• Policy Direction — (necessary code amendments that require immediate consideration from the City
Council)
High priority Code amendments that are needed are as follows:
• Nonconformities
o HI Zoning District Maximum Building Height (current maximum is lower than some existing
buildings in the HI Zoning District)
o SC Zoning District Minimum Front Yard Setback (correct inconsistency)
o Definitions (amend definition to address nonconformity language)
Administration and Procedures
o Planned Development Procedures (create an Overlay PD for projects that have minor
deviations)
o Subdivision Variances (bring back subdivision variance option, it was removed in 2019)
o Replat Procedures (amend procedures to be aligned with state law)
o New Application Procedures (CEP, TIA, Real Estate, etc.)
60
o ZBA (clarify composition and amend procedures to be aligned with state law)
• Development Standards
o Short -Term Rental (clarify requirements)
o Accessory Dwelling Units (add requirements and standards to address neighborhood
impact)
o Accessory Structures (clarify requirements)
o Perimeter Walls and Fences (clarify requirements)
o Parking and Loading (amend off-street parking requirements to align with best practice and
current conditions)
o Site and Building Design (clarify requirements)
o Outdoor Storage (add requirements and standards to address screening)
High priority Code amendments that have already been completed include.
• Nonconformities
o
Medical Offices and Clinics
o
MD and SC Zoning
o
Administrative and Professional Offices
o
Low Impact Manufacturing
o
Tattoo and Piercing Parlors
o
Location of Parking
• Administration and Procedures
o
Master Planned Communities
o
Preliminary Plats
o
Development Criteria Manual Procedures
o
Rezoning with conditions
o
Concrete and Asphalt Batching Plant
o
Tree Preservation and Landscaping
o
Environmental Sensitive Areas
• Economic Development Strategic Plan (Council Priority) —The Economic Development Strategic Plan
was adopted by City Council in February 2021. The plan is a roadmap for the next five years of
economic development activities and building a sustainable economic future for Denton. Staff have
initiated many activities and objectives identified in the plan and provide quarterly reports on status
and outcomes. A key component of the plan was a proposed Economic Development Catalyst Fund.
Staff presented an update to City Council in June and presented an additional update in July 2021. Staff
have already initiated the research and development phase for the new policy and programs.
Strengthen Community and Neighborhood Services
• 909 N Loop 288 Building (Council Priority) — In 2020, the City purchased a facility to provide a co -
located center for day and overnight services for people experiencing or at -risk of homelessness. An
architect was hired in fall 2020 and a final conceptual design with proposed next steps and timeline for
construction was presented to Council in April 2021. Staff also negotiated an agreement with Our Daily
Bread, a non-profit agency, to provide services at the facility and the agreement was approved by City
Council in June 2021. In April 2021, the City opened the bidding process with an RFQ for Construction
61
Manager at Risk for the Loop 288 Project. That process is wrapping up with a contract expected before
Council in August 2021. Construction is expected to begin in Fall 2021 and continue through Fall 2022.
This project will be a major focus in 2021 and will require substantial staff resources for
implementation and coordination.
• COVID-19 Federal and State Assistance Funds and Program Coordination — The City has been able to
apply and leverage additional federal and state funding sources to help residents with eviction
prevention and support housing stability in the community, provide for continued alternative
emergency shelter arrangement, and assist non-profit agencies providing critical services. This will be a
major focus area for staff in 2021 as there are numerous requirements for the implementation and
reporting of these federal and state grants and requires close coordination with the awarded agencies.
• Develop an Affordable Housing Strategy (Council Priority) —Throughout 2020, the City engaged with
consultants to perform an Affordable Housing Assessment to analyze the state of affordable housing in
Denton. A presentation was given to the City Council on February 2, 2021 to present the findings, and
included:
o Project Overview
o Key Findings
o Affordable Housing Needs
o Market Value Analysis
o Looking Forward: Affordable Housing Tools
o Initiated Phase 2 (expected FY 2020-21) to Develop an Affordable Housing Strategy and Toolkit.
The project is underway and staff is engaging with key stakeholders and the community. Staff is also
working with the consultant to undergo a private market analysis, and identifying priority strategy and
tools. Staff is scheduled to present options to the City Council in September 2021.
• Continue to Strengthen the Housing Crisis Response System — The City is providing ongoing
investment of City resources in Homelessness initiatives toward the community's shared goal to Make
Homelessness Rare, Brief & Nonrecurring. The ongoing work of staff in partnerships with others is to
deploy those resources that sustain existing efforts and to identify strategies to further strengthen the
Housing Crisis Response System. Current strategies fall into three core focus areas Funding, Data, and
Partnerships and Collaborations.
o FUNDING Community Efforts
Where we are: We currently leverage general fund with other community agency funding
resources (federal/state/nonprofit/private) to provide funding for current initiatives in
alignment with other agencies programs and services. The City invests $703,450 in City Council
Homelessness Initiatives, $177,000 in the Human Service Grant for homeless programs, and is
in the process of funding the renovation of the Loop 266 facility.
Next Steps: Provide grants and other resources that help partners maintain high quality
programs and services. Identify new sources of funding that strengthen the system and
advance a more balanced investment across the system to further reduce gaps in programs and
services.
o Making DATA Informed Decisions
62
Where we are: Through investment in the Denton County Homelessness Leadership Team, the
Data Dashboard was created. The dashboard provides data on the housing needs and ongoing
system performance. This information has been instrumental in securing funding i.e.
$1,425,000 in ESG-CV1; improving programs such as Coordinated Entry and Housing Priority List
client assessment tools to improve housing placements; and identifying new program ideas
with improved outcomes like the Enhanced Shelter Model and the purchase of Loop 288 facility
for overnight shelter providing for the addition of day shelter services which is a current gap in
our system response.
Next Steps: Maintain high quality data collection efforts and enhance existing data tools
including the Homeless Management Information System and the data dashboard; identify
service gaps such as increasing case management capacity to meet the need; and make
decisions on priorities for investment in new resources that strengthen the system and advance
a more balanced investment across the system to reduce gaps in services such as increasing the
supply of supportive housing programs.
o Mobilizing, advocating, and empowering public-private: PARTNERSHIPS & COLLABORATIONS
Where we are: The City currently collaborates with 18 different grant partners through the
human services grant; supports affordable housing projects with grants to 2 partner agencies;
funds through a public-private partnership the backbone support of the Denton County
Homelessness Leadership Team which ensures collaboration with more than 30 different
Denton County partners across sectors including municipal elected officials, law enforcement,
health care, workforce and business development, educational institutions, nonprofit service
providers, and more.
Next Steps: Maintain strong relationships with community partners. Build new partnerships or
support other agencies in developing collaborations to grow agency resources to fill program
and services gaps including new types of partnerships that offer innovative products, programs,
services, funding, data, and knowledge resources.
Support Public Safety
o Police Department —The Police Department is undertaking major initiatives over the next 12-18
months, including the continued development of the:
o Mental Health Division: The Homeless Outreach Team (HOT) and the Crisis Intervention Response
Team (CIRT) compose the Mental Health Division and aim to serve our most vulnerable community
members with compassion and steadfastness. CIRT is a co -responder program that partners sworn
plain -clothed police officers with licensed clinicians; since May, these pairs have responded to
mental health-related calls and conducted limited follow-ups.
o The Denton Police Department Chief of Police Advisory Board: In the summer of 2020, City Council
created an ad hoc use -of -force committee of community members to review Denton PD's
response -to -resistance policies (Use of Force) and engage in dialogue with the community. The
committee concluded its months -long work with a recommendation to create an advisory board to
the Chief of Police. The advisory board, which is composed of 11 voting members and five ex -officio
members, has held three training -oriented meetings since June.
o Updating department policy and trainings: The Denton Police Department began a comprehensive
effort to update all General Orders (policies) in late 2018, shortly after Chief Dixon joined the
department. The department has issued more than 115 policies since then, which Council
63
Members and the public can view at www.dentonpolice.com. Denton PD continues to offer wide-
ranging training opportunities for all personnel, including Fair and Impartial Policing (FIP) and
Active Bystandership for Law Enforcement (ABLE).
o Accreditation Program: The Denton Police Department is currently seeking accreditation through
the Texas Police Chiefs Association (TPCA) "Best Practices" Agency Recognition Program. This is a
voluntary process where a third -party entity verifies that the department is meeting 170 best
practices for law enforcement agencies. The Denton Police Department is expected to achieve
accreditation later this year.
• Fire Department Accreditation — A strategic initiative and goal for the Denton Fire Department is
obtaining accreditation status through the Center for Public Safety Excellence (CPSE). Accreditation is a
comprehensive self-assessment and evaluation model that enables organizations to examine past,
current, and future service levels and internal performance and compare them to industry best
practices. Currently only 284 fire agencies have been awarded the CPSE accreditation which equates to
only 11% of the U.S. population protected by an accredited agency.
o The CPSE program will provide an excellent review process for the Denton Fire Department,
allowing citizens and city council transparency during ongoing budget decisions.
o Most importantly, being an accredited fire agency enhances our quality improvement processes
and provides the highest level of fire and rescue services to the City of Denton and the community.
Benefits of accreditation and self-assessment include:
o Creating a mechanism for developing concurrent documents to include strategic and program
action plans
o Creating methods or systems for addressing deficiencies while building organizational success
o Encouraging professional growth in addition to its personnel involved in the self-assessment
process
o Encouraging quality improvement through a continuous self-assessment process
o Fostering national recognition for the Denton Fire Department by its colleagues and the public
o Identifying areas of strength and weakness within the department
o Improve the quality of life in our community
o Promoting excellence within the Fire Department and improving our abilities to recognize and
better understand potential risks and hazards
o Providing a detailed evaluation of the department, detailing the services it provides to the
community
o Providing a forum for the communication of organizational priorities
• Fire Station 9 — Future Fire Station 9 will be located at the entrance of Denton Enterprise Airport in the
western portion of the city. Data has revealed response times west of the 135 corridors being outside
the recommendations of National Fire Protection Association 1710, Standard for the Organization and
Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to
the Public by Career Fire Departments.
Fire District number 5 which covers the Razyor Ranch development out west to city limits near FM 156
has become one of the busiest districts in the city in the past two years. The addition of the new
Denton High School and the residential development associated with this school will continue to create
additional calls for service for this area.
64
Future station 9 will primarily serve the airport, industrial area, western 380 and be a backup into
district 5 to help reduce response times therefore allowing the fire department to arrive quickly at
emergencies.
An architect will be chosen for this project in the early part of 2022 pending City Council approval and
design should take up to 10 months. Construction should commence in 2023 with the station going on
line in spring of 2024.
Promote Sustainabilitv and the Environment
• Solid Waste Comprehensive Management Strategy (Council Priority) — In October 2020, the City
entered into a contract with Burns and McDonnell to complete a Comprehensive Solid Waste
Management Strategy (CSWMS) for the City of Denton. The purpose of a CSWMS is to consider the
external factors that impact recycling and diversion in North Texas, and evaluate opportunities to
manage residential, multifamily, and commercial waste in a more environmentally and fiscally efficient
kARIUMN!
The City of Denton is undertaking the development of a comprehensive solid waste management
strategy that will provide the vision and framework to guide future activities related to:
o Landfill disposal reduction and/or elimination, zero waste philosophies, and waste material
diversion
o The promotion of ingenuity in reuse and recycling opportunities
o The alignment of federal and state regulations with local solid waste reduction goals and
practices
o The composition of residential and commercial waste streams
o The creation of a robust construction, building, and operational environments/markets that
support solid waste reduction goals (innovation)
o Other waste management activities assigned to local government
The development of the CSWMS will be completed in several phases. The first step of the process will
be a community waste characterization, which will help us to fully understand what we are throwing
away and what we are separating for recycling and/or diversion.
In the next phase of the process, we will be asking Denton residents, business owners and managers,
and other local, interested persons for their opinions on garbage, recycling, diversion, composting, and
other solid waste management processes. To help provide project focus, a community "Focus
Group/Think Tank" will be established in March to discuss the results of the survey and consider the
findings of our previous waste characterization activities. Those who completed the initial online
survey will have the opportunity to apply for participation in the community Think Tank.
Finally, the Think Tank results will be discussed among City leaders to help lay the groundwork for our
solid waste program going forward. We anticipate that the CSWMS will be completed by late 2021.
We will work through the remainder of FY2022 preparing an implementation plan to be funded as part
of the FY2022-2023 budget cycle.
• 2020 Simply Sustainable Framework — Sustainability will continue to work on implementation of the
recently adopted Sustainability Framework. The City Council -appointed Sustainability Advisory
65
Committee began meeting in May 2021. The committee's role is to advise council on implementation
priorities and strategies. Staff continue annual reporting requirements for and identify opportunities to
establish virtual community engagement to promote sustainability, conservation and resiliency.
• Expand Bike/Pedestrian Network—The Capital Projects - Engineering Department recognizes the
importance of delivering projects that improve travel on foot or by bike, and we are thrilled to
continue our work with the input of our newly hired Sr. Planner: Bicycle, Pedestrian and ADA
coordinator, Nathan George. Expanding the bicycle and pedestrian network will result from two key
actions: outlining a plan of the proposed network, and then constructing the network through project
delivery. Over the coming months, Nathan will collaborate with staff from the Capital Projects -
Engineering, Streets, Development Services and Parks Departments as we finalize and adopt the City's
Mobility Plan, Comprehensive Plan and Parks, and Recreation Trails Master Plan, building on
recommendations of the 2012 Pedestrian and Bicycle Plan. During that time, our Department
continues to deliver projects ranging from street improvements, trails, pathways and sidewalks, and
Nathan will advise our Project Managers and work hand in hand with our Engineering design team of
pedestrian, bicycle and ADA considerations with their designs to ensure that our projects deliver the
bicycle and pedestrian network, and address the needs of the residents, businesses and visitors of the
City of Denton.
DME Lighting Project — DME is completing the first year of this major CIP project. The project scope is
to replace all existing lights with LED luminaires. The City has approximately 8,800 street lights and
1,700 security lights. Approximately 3,700 lights have been upgraded to date. DME anticipates
completing the upgrade of all lights by Mid -Spring 2022.
66
Annual Retreat Metrics
City Council Requests
31
(as of 8/18/21)
94
Average Length of
Number of Requests
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Total
324
Average Length of
159
160
208
105
632
Public Hearing
28
Number of Agenda Items
579
Special Presentation
1
By Council Member
Armintor
Beck Byrd
Davis
Hudspeth Maguire Meltzer
237
53 10
142
204 26 234
Community Svcs
Environmental Svcs
Public WoTlcs
capital PrnJects
utilrtiss
cma
Library
Legal
Fire
Police r
Tectr Services
Aimoki
Public AftalIV Cuslomer Stitt -
Etonoamc Develaanenl ■
Development Svcs -
Finance
Audll
Municipal Court
Pr4Gilrement i
47¢al Estate
Risk �
other �
0 50 1E50 Ssc 200
Number of Meetings
31
Work Session
94
Average Length of
6 hours
Closed Session
33
Special/Regular Meeting
24 min
Consent Agenda
324
Average Length of
2 hour
Individual Consideration
99
Council Luncheons
34 min
Public Hearing
28
Number of Agenda Items
579
Special Presentation
1
67
FY 20-21 Engage Denton Statistics
October 1, 2020 - August 11, 2021
Total Requests 6305
Requests by Category
Animal Issues
241
COVID-19 Business Complaint
118
General Suggestions
121
Other Requests
785
Power Outage
224
Property Maintenance Issues
1245
Request Increased Police Patrols
67
Request Light to be Dimmed
51
Sign Issues
137
Street Light Outage
484
Street and Sidewalk Issues
604
Traffic Signal Issues
114
Trash and Recycling
1230
Tree Issues
136
Vehicle Complaints
553
Water Related Emergency
151
Zoning Compliance
44
Requests by Department
Animal Services
250
Building Inspection
208
CIP/Engineering
274
Community Improvement Services
1578
City Manager's Office/Public Affairs
224
Community Services
30
Customer Service
1012
Development Services
21
DME
804
Fire
5
Parks and Recreation
291
Police
663
Public Works
611
Solid Waste
18
Water/Wastewater
292
Watershed
24
Requests By Category
Requests by Department
■ Animal Issues
COVID-19 Business Complaint
General Suggestions
■ Other Requests
■ Power Outage
■ Property Maintenance Issues
■ Request Increased Police Patrols
■ Request Light to be Dimmed
■ Sign Issues
■ Street Light Outage
■ Street and Sidewalk Issues
■ Traffic Signal Issues
Trash and Recycling
Tree Issues
Vehicle Complaints
Water Related Emergency
Zoning Compliance
■
■ Animal Services
■ Building Inspection
■ CIP/Engineering
Community Improvement Services
■ City Manager's Office/Public Affairs
■ Community Services
■ Customer Service
■ Development Services
■ DME
■ Fire
■ Parks and Recreation
■ Police
■ Public Works
Solid Waste
Water/Wastewater
*This is for planning purposes only. Dates are subject to change.
69
Tentative Work Session Topics and Meeting Information
Updated: August 18, 2021
Meeting Date
Item
Legistar ID
(Departments Involved
(Type
(Estimated Time
August 20, 2021
(Council Retreat Day 1)
Council Retreat: Discussion includes Council Dynamics, One-Minute
Pitch Process, Council Priorities
21-1600
City Manager's Office
Legal
Annual Retreat
2 hours
August 21, 2021
(Council Retreat Day 2)
Council Retreat: Discussion includes Council Dynamics, One-Minute
Pitch Process, Council Priorities
21-1601
City Manager's Office
Legal
Annual Retreat
6 hours
August 24, 2021
(Special)
Capital Improvement Program and Five-Year Financial Forecast
21-460
Finance
CIP/Engineering, Public
Works, Solid Waste,
Water/Wastewater, DME
Budget
30-60 minutes
Interactive Fountain/Sculpture at Rayzor Ranch Park
21-1750
Parks and Recreation
Economic Development, Council Request
Davis (4/13/21)
Finance
30 minutes
Water Rate
21-1718
Finance Budget
60 minutes
TWU Master Plan/Update
21-1478
Capital Projects City Business
30 - 60 minutes
One-Minute Pitch:
21-1091
City Manager's Office Council Request
Less than 30 minutes
Other Major Items for Meeting:
August 31, 2021
NO MEETING - 5TH TUESDAY
September 6, 2021
NO MEETING - Labor Day
September 7, 2021
NO MEETING - Labor Day
September 14,2021
Work Session (@2:00 p.m.)
Special Called Meeting (@6:30 p.m.)
Comprehensive Solid Waste Management Strategy
21-1409
Solid Waste
Council Priority
60-90 minutes
Internal Audit -Water Production 21-981 Internal Audit Internal Audit Report
Water, CMO
30 minutes
Comprehensive Planning and Small Area Plan 21-1719 Development Services City Business
60 minutes
City Manager's Office Council Request
Non-Discrimination Ordinance Research 21-1639 Legal Maguire (6/15/21)
60-90 minutes
Bell Avenue Discussion 21-1651 Capital Projects City Business
60 minutes
Budget Presentation 1 21-1806 IFinance Budget
30-60 minutes
One Minute Pitch: 21-1272 City Manager's Office Council Request
Less than 30 minutes
Other Major Items for Meeting: Budget Public Hearings
September 21, 2021
(Regular)
Affordable Housing Plan
21-1419
Community Services
City Manager's Office,
Development Services
Council Priority
60-90 minutes
Internal Audit -EMS Billing &Collection Audit
21-1269
Internal Audit
Fire
Internal Audit Report
30 minutes
DDC Tree Preservation Review
21-1162
Development Services
Parks
Council Request Meltzer
(5/11/21)
60-90 minutes
DCTA Update provided by the City's appointee: Chris Watts
TBD
City Manager's Office
City Business
30-60 minutes
One-Minute Pitch:
21-1273
City Manager's Office
Council Request
Less than 30 minutes
Other Major Items for Meeting: Consideration of budget adoption
September 28, 2021
(Special)
Internal Audit - Payroll Administration Audit
21-1267
Internal Audit
Finance
Internal Audit Report
30 minutes
Construction Code Review 21-735 Development Services City Business
60-90 minutes
Parkland Dedication and Development Ordinance 21-109 Parks & Rec City Business
60 minutes
Denton Central Appraisal District Nominations 21-1805 Finance City Business
30-60 minutes
One-Minute Pitch: 21-1274 City Manager's Office Council Request
Less than 30 minutes
Other Major Items for Meeting:
October 4, 2021
(Luncheon)
FY 2021-22 Annual Audit Plan
21-1319
Internal Audit
Internal Audit Report
30-60 minutes
Southwest Park Master Plan 21-553 Parks and Recreation Bond Project
60 minutes
Parks, Recreation, and Trails System Master Plan Update TBD Parks & Recreation City Business
60 minutes
Other Major Items for Meeting:
October 5, 2021
NO MEETING - NATIONAL NIGHT OUT
October 12, 2021
(Special)
Tourism Public Improvement District Update
21-1332
Economic Development
City Business
60-90 minutes
Economic Development Programs and Policy Discussion 21-1330 Economic Development City Business
30-60 minutes
Solid Waste Comprehensive Plan Update' TBD Solid Waste Council Priority
60 minutes
One-Minute Pitch: 21-1416 City Manager's Office Council Request
Less than 30 minutes
Other Major Items for Meeting: Reimbursement Ordinance
October 19, 2021
(Regular)
Audit Follow-Up - Roadway Quality Management
21-1802
Internal Audit
Internal Audit Report
30 minutes
Electric Service Standards TBD DME City Business
60 minutes
Stormwater Master Plan 21-1415 CIP/Engineering City Business
60-90 minutes
Solid Waste Comprehensive Plan Updatez TBD Solid Waste Council Priority
60 minutes
CIP Construction Projects Update 21-1663 CIP/Engineering City Business
30-60 minutes
One-Minute Pitch: 21-1417 City Manager's Office Council Request
Less than 30 minutes
Other Major Items for Meeting:
October 26, 2021
(Special)
City Holidays
TBD
Human Resources
City Business
60 minutes
Community Services Annual Grant Program Overview (Multiple
TBD Community Services City Business
Sessions)
60 minutes
DME Transmission Cost of Service TBD DME City Business
Solid Waste Comprehensive Plan Update TBD Solid Waste Council Priority
60 minutes
One-Minute Pitch: 21-1418 City Manager's Office Council Request
Less than 30 minutes
Other Major Items for Meeting:
*This is for planning purposes only. Dates are subject to change.
69
Meeting Date
Item I Legistar ID Departments Involved IType I Estimated Time
Update on Homelessness Initiatives and Housing Crisis Response TBD Community Services Council Priority/ November 2021
System City Business
November 1, 2021
(Luncheon)
Other Major Items for Meeting:
Audit Follow -Up - Police Property Room Procedures 21-1803 Internal Audit Internal Audit Report 30 minutes
Municipal Court/Court's Online Dispute Resolution Platform 21-1807 Municipal Court City Business 30-45 minutes
Ranked -Choice Voting for Council and Committee Board Officers TBA City Manager's Office Council Request Beck 30-60 minutes
City Secretary's Office, Legal (5/25/21)
November 2, 2021
(Regular)
One -Minute Pitch: 21-1762 City Manager's Office Council Request Less than 30 minutes
Other Major Items for Meeting: Appointment of Assistant Judges (21-1808)
Off -premise Signs TBA Development Services Council Request Davis
Legal (6/8/21)
60-90 Minutes
Comprehensive Solid Waste Management Strategy Implementation TBA Solid Waste & Recycling Council Priority
and Funding Plan and Schedule
90 minutes
November 9, 2021
(Special)
One -Minute Pitch: 21-1763 City Manager's Office Council Request
Less than 30 minutes
Other Major Items for Meeting:
FINAL Draft Presentation - Parks, Recreation, and Trails System Master
Plan Update
TBD
Parks & Rec
City Business
90 minutes
Polling Locations for May 7, 2022
21-1765
City Secretary
City Business
Less than 30 minutes
November 16, 2021
(Regular)
Audit Follow -Up -Police Overtime
21-1804
Internal Audit
Internal Audit Report
30 minutes
One -Minute Pitch:
21-1764
City Manager's Office
Council Request
Less than 30 minutes
Other Major Items for Meeting:
Item
Legistar ID
Departments
Type
Estimated Work
Session Date
Redistricting Update
TBD
City Secretary's Office
City Business
Fall 2021
Presentation of final Comprehensive Solid Waste Management Strategy
TBD
Solid Waste & Recycling
Council Priority
January 2022
ETJ - Lake Ray Roberts
21-738
Development Services
City Business
Leak Adjustment Ordinance
21-557
Water/Wastewater
City Business
Closed Session: City Attorney interviews
TBD
Human Resources
City Business
Late-August/Early-
September 2021
Work Session Dates to be Determined
DME Cost of Service
TBD
DME
City Business
November 2021
Item
Dates
Departments
Type
Estimated Work
Session Date
FY 2022-23 Budget Development
February -
October 2022
Finance
All other departments
Budget
Summer 2022
Affordable Housing Plan (Multiple Sessions Likely)
Ongoing Fall/Winter 2021
Community Services
City Manager's Office,
Development Services
Council Priority
November 2021
Council Priorities and Significant Work Plan Items
to be Scheduled
Comprehensive Solid Waste Management Plan (Multiple Sessions
Likely)
Ongoing -
Fall/Winter 2021
Solid Waste and Recycling
Council Priority
November 2021
Mobility Plan (Multiple Sessions Likely)
Ongoing -Fall 2021
Engineering
Public Works, Development
Services
Council Priority
Fall/Winter 2021
Item
Date Approved
Department
Estimated Hours to
Complete
Requestor
Flag Policy Discussion
June 15, 2021
City Manager's Office
Legal
20-35 hours
Armintor
LINT Parking Agreements
June 15, 2021
Engineering
Legal, Development Services
I
20 hours
Hudspeth
Approved Council Request Work Sessions to be
Scheduled
More Inclusive Board and Committee requirements
July 25, 2021
City Secretary's Office
City Manager's Office, Legal
20-30 hours
Armintor
*This is for planning purposes only. Dates are subject to change.
70
AN ORDINANCE OF THE CITY OF DENTON ADDING SECTION 2-30 TO THE CODE OF
THE CITY OF DENTON AND ADOPTING PROCEDURES FOR MEMBERS OF THE CITY
COUNCIL TO SUBMIT INFORMATION REQUESTS TO STAFF AND ESTABLISH
CONSENSUS REGARDING THE USE OF STAFF TIME WHEN RESPONDING TO
REQUESTS ESTIMATED TO TAKE GREATER THAN TWO HOURS TO COMPLETE;
PROVIDING A SEVERABILITY CLAUSE; PROVIDING A SAVINGS CLAUSE; AND
PROVIDING AN EFFECTIVE DATE.
WHEREAS, the City Council makes regular inquiries of staff including service requests,
clarification on City Council and Committee agenda items, and for policy research; and
WHEREAS, during their annual retreat on August 17, 2019, the City Council of the City
of Denton agreed to a set of procedures intended to ensure there is a consensus of the City Council
regarding the use of staff time when responding to requests from elected officials; and
WHEREAS, the City Council now desires to formally adopt the new City Council request
procedures to help ensure the most effective use of staff time when responding to requests from
individual elected officials; NOW THEREFORE,
THE COUNCIL OF THE CITY OF DENTON HEREBY ORDAINS:
SECTION 1. The following provisions shall be established and incorporated into Chapter
2, Article II, Section 2-30 of the Code of Ordinances of the City of Denton, as the definitions and
principles supporting a new process for City Council Requests for Information or Work Sessions.
Sec. 2-30. - City Council Requests for Information or Work Sessions.
(a) Definitions.
(1) For purposes of Section 2-30 the following definitions apply:
a. "Request for Information" — Requests made by a member of the City Council
to seek clarification on Board, Commission, Committee or City Council agenda
items; address perceived service issues, infrastructure maintenance, or
construction concerns caused by or impacting City operations and/or the quality
of life for Denton residents; and requests for policy -related research to evaluate
policies implemented by other agencies and/or assess the impact a new policy
or potential program may have if implemented by the City of Denton.
b. "City Staff' — Includes employees of the City of Denton consisting of, or
reporting to, the City Manager or City Attorney.
71
(b) City Council Requests for Information from City Staff.
(1) All City Council requests for information from City Staff, must be submitted to the
City Manager's Office via email and include at a minimum, the following details:
a. Request Type;
b. Purpose;
c. Time Sensitivity; and
d. Preferred Response Format.
(2) The City Manager's Office and/or the City Attorney's Office will estimate the amount
of time required to respond to each request.
(3) Requests estimated to take more than a total of two hours to complete will be brought
forward within the next 30 calendar days, to a City Council work session to seek
consensus from the full City Council regarding the use of City Staff time to fulfill the
request. Requests for information referred to a work session will follow the procedures
provided in sub -section (b) of Section 2-30.
(c) City Council Requests for Information Referred to a Work Session.
(1) A standing work session item will be added to each City Council agenda for City
Council requests to be considered.
a. The requesting Council Member will be required to provide a clear, written
explanation describing the reason for the information requested. This
description will be included as an attachment to the work session agenda
materials and must be provided to the City Secretary in time to fully comply
with Texas Open Meeting Act requirements.
(2) During the work session, the requesting Council Member will have a maximum of one
minute to describe and justify their request.
a. Remaining Council Members will then have a maximum of one minute each to
provide feedback and indicate their support for the use of City Staff time to
respond to the request.
(3) City Staff will respond to all requests where a consensus of at least four elected officials
is established. Each elected official will also have the option to request City Staff
respond to a maximum of two requests per quarter where a consensus is not met,
provided each request in this category is not estimated to take more than a total of ten
City Staff hours to complete. To the extent possible, responses will be make in the
requested format including Informal Staff Reports, Legal Status Reports, City Council
work session topics, or ordinances and resolutions to be considered on future City
Council agendas.
SECTION 2. This ordinance shall become effective immediately upon its passage and
approval.
72
SECTION 3, To the extent not otherwise provided, this ordinance shall repeal every prior
ordinance in conflict herewith, but only insofar as the portion of such ordinance shall be in conflict;
and as to all other sections of the ordinance not in direct conflict herewith, this ordinance shall be
and is hereby made cumulative except as to such prior ordinances or portions thereof as are
expressly repealed hereby.
SECTION 4. If any provision of this ordinance or the application thereof to any person
or circumstance is held invalid by any court, such invalidity shall not affect the validity of the
provisions or applications, and to this end the provisions of this ordinance are severable.
e m Y
The motion to approve this ordinance was made by
and seconded bythe ordinance was passed and
a
approved by thefbIlowing vote
Aye Nay Abstain Absent
Mayor Chris Watts:.
Gerard Hudspeth, District 1:
Keely Briggs, s District 2:`"
Jesse Davis, District 3: q,
John Ryan, District 4:
Deb Armintor, At Large Place 5: ...........
Paul Meltzer, At Large Place 6:
PASSED AND APPROVED this the day of�
-------
C11,1 IS WATTS, MAYOR
ATTEST:
ROSA RIOS, CITY SECRETARY
BY
APPROVED AS TO LEGAL FORM:
AARON L t CITY A"l 1 ����h�NI'Y
BY:�. r
1 _
f.......
73
CITY COUNCIL COMMITTEE ANALYSIS
2021-2022
COMMITTEE MEMBERS LEGISLATION, MEMBERSHIP & PURPOSE MEETINGS
AGENDA COMMITTEE Mayor Hudspeth • Ordinance 2016-197 2018: 34
Chair - Mayor Hudspeth Mayor Pro Tem Meltzer • Mayor, Mayor Pro Tem, and City Manager are designated members. 2019: 30
Vice Chair — Mayor Pro Tem Meltzer Interim City Manager Sara Hensley • Purpose: Reviews the City Manager's proposed Council agendas as to form and agenda content. 2020: 8
Staff Liaison — Sara Hensley, Interim City Manager 2021: 2
AUDIT AND FINANCE COMMITTEE Council Member Byrd
Chair — TBD; scheduled for appointment on Aug. 17 Council Member Armintor
Vice Chair — Mayor Pro Tem Meltzer Mayor Pro Tem Meltzer
Staff Liaisons — Cassandra Ogden
COMMITTEE ON COMMUNITY ENGAGEMENT Council Member Byrd
Chair — TBD; scheduled for appointment on Aug. 3 Council Member Armintor
Vice Chair — Council Member Armintor Mayor Pro Tem Meltzer
Staff Liaison — Sarah Kuechler/Ryan Adams
Previous Members: Hudspeth
COMMITTEE ON THE ENVIRONMENT Council Member Beck
Chair — TBD; scheduled for appointment in August Council Member Davis
Vice Chair — TBD; scheduled for appointment in August Council Member Armintor
Staff Liaison — David Gaines
Previous Member: Meltzer
COUNCIL AIRPORT COMMITTEE Council Member Beck
Chair — Council Member Davis Council Member Davis
Vice Chair — TBD; scheduled for appointment on Aug. 24 Mayor Pro Tem Meltzer
Staff Liaison — Scott Gray
COUNCIL APPOINTEE PERFORMANCE REVIEW INACTIVE
COMMITTEE
Chair — N/A Note: While inactive, has not been officially sunset.
Vice Chair — N/A
Staff Liaison - Tiffany Thomson
• Resolution R2009-015 2018: 5
• Three council members appointed by Mayor and approved by City Council; serve at pleasure of City Council. 2019: 7
• Purpose: Assists the City Council in fulfilling its organizational oversight responsibilities relating to the audit function, the 2020: 3
investment function and other financial related activities as delegated by the City Council. 2021: 3
• Resolution R2012-026 2018: 6
• Three council members appointed by Mayor and approved by City Council; serve at pleasure of City Council. 2019: 5
• Purpose: Advises both the City Council and/or staff regarding the timely distribution of accurate and complete information to 2020: 3
Denton citizens and devise methods of engaging Denton Citizens in the various processes of city government. 2021: 1
• Resolution R2009-015 2018: 8
• Three council members appointed by Mayor and approved by City Council; serve at pleasure of City Council. 2019: 9
• Purpose: Reviews, discusses, deliberates, and considers environmental issues and resources and make recommendations to the 2020: 6
Council; also deliberates and make recommendations regarding any other matter delegated to the Committee by the Council. 2021: 3
• Resolution R2011-009 2018: 9
• Three council members appointed by Mayor and approved by City Council; serve at pleasure of City Council. 2019: 5
• Purpose: Reviews, considers and makes recommendations to the City Council on: the Airport Business Plan and the Airport Master 2020: 6
Plan; any airport infrastructure improvement or other major project impacting the airport; the acquisition, review, and consideration 2021: 1
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.
• Resolution R2009-015 2018: 0
• Three council members appointed by the City Council. 2019: 0
• Purpose: Assists the City Council in performance review of the Council appointees and to ensure that the appointees' job 2020: 0
descriptions are accurate and properly reflect current job duties in order to make recommendations to the City Council to assist the 2021: 0
Council in evaluating the job performance of the Council appointees. Additionally, makes recommendations regarding employment
agreements, including renewals, of Council appointee positions.
COMMUNITY PARTNERSHIP COMMITTEE
Council Member Byrd
• Resolution 18-1710
2018:
2
Chair —Council Member Davis
Council Member Davis
• Three council members chosen and approved by Council. Historically nominated by Mayor and City Council has concurred.
2019:
8
Vice Chair — Council Member Maguire
Council Member Maguire
Purpose: Monitors allocation and use of both the hotel occupancy tax and sponsorship funds, ensuring HOT funds are being used
2020:
4
Staff Liaison — Cassandra Ogden
to directly enhance and promote tourism and hotel/convention industry, ensuring the sponsorship funds are being used to further a
2021:
3
Previous Members: Hudspeth, Armintor
charitable cause, economic or community growth and serve a public purpose in the best interest of the general welfare of the City of
Denton, recommend organizations to receive funding to the City Council, and other duties as assigned by the City Council.
MOBILITY COMMITTEE
Council Member Byrd
Resolution R2009-015
2018:
7
Chair — Mayor Pro Tem Meltzer
Council Member Maguire
• Three council members appointed by Mayor and approved by City Council; serve at pleasure of City Council.
2019:
10
Vice Chair — Vicki Byrd
Mayor Pro Tem Meltzer
• Purpose: Reviews, considers and makes recommendations to the City Council regarding any changes to the Mobility Plan, local
2020:
4
Staff Liaison — Rebecca Diviney
transportation policy, and any items concerning regional transportation policies and activities.
2021:
6
LEGEND:
Aeast two members who serve on the Community Partnership Committee must also serve on the Discover Denton Advisory Board
Revised July 21, 2021
2018-19
STRATEGIC PLAN
r` I T V r1 C
TEXAS
76
TABLE OF CONTENTS
Introduction .................................... iii -vi
Key Focus Area 1
ORGANIZATIONAL EXCELLENCE............................................................1-5
O, Key Focus Area 2
/ 1 PUBLIC INFRASTRUCTURE..................................................................... 6-10
W-1
Key Focus Area 3
ECONOMIC DEVELOPMENT................................................................. 11-15
��
I.V Key Focus Area 4
SAFE, LIVABLE & FAMILY -FRIENDLY COMMUNITY .................. 16-20
Key Focus Area 5
SUSTAINABLE & ENVIRONMENTAL STEWARDSHIP ............... 21-25
77
Denton, Texas is the seat of Denton County, located at the apex of the Dallas -Fort Worth Metroplex, where 1-35E meets 1-35W.
The City of Denton is a full-service organization that operates under the council-manager form of government. The City's
major revenue sources include property taxes, enterprise fees from City -owned utilities, sales tax, and general service fees.
City -directed services include a municipally owned electric utility; a landfill and resource recovery park; an airport; three
libraries; and 36 parks, 30 miles of trails, and six recreation centers, with four aquatic facilities, and the 2,900 -acre Clear Creek
Natural Heritage Center.
Denton ranks among the fastest-growing communities in Texas — the City's population is currently more than 130,000 residents
and is projected to grow to above 200,000 residents by 2030. According to a recent Oxford Economics Forecast, Denton County
is the top U.S. county for projected economic growth over the next five years. As of 2016, the median age in Denton was 28 and
the median home value was $194,200. Denton has a higher -than -average proportion of residents with advanced degrees
compared to both state and regional averages.
Numerous national organizations have recognized Denton as a best place to live and visit. Denton is home to a popular
downtown square with a historic courthouse; two state universities, the University of North Texas and Texas Woman's University;
multiple major manufacturing and distribution centers; state-of-the-art medical facilities; and an emerging technology industry.
Denton is recognized as a culture center for music and the arts, and boasts a vibrant live music and festival scene.
78
DENTON CITY COUNCIL
Mayor
Chris Watts
Keely G. Briggs
District 2
1
W
Don Duff
District 3
Mayor Pro -Tem
John Ryan
District 4
Gerard Hudspeth
District 1
Deb Armintor
At Large Place 5
r
Paul Meltzer
At Large Place 6
I\79
ABOUT THIS PLAN
The City of Denton Strategic Plan is an action -oriented road map designed to guide the organization toward achieving its mission
and vision. It defines who we are, where we want to go, and how we plan to get there. The plan is a culmination of many months
of work by the Denton City Council and City of Denton staff, and incorporates resident input to help direct resources and services.
As our annual guide, this document provides a high-level overview of policy goals, planned actions for the upcoming fiscal year,
and evidence -based measures of performance across all categories of City service.
The Strategic Plan was developed in accordance with the City's vision, mission, and core organizational values. These guiding
principles are interrelated and form the basis for our strategic direction. Further, the City's vision, mission, and core values are
emphasized through an increasingly data -driven management approach, which helps ensure we are tracking and continuously
improving the initiatives that matter most to our residents and the community.
VISION
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.
MISSION
The City of Denton will foster an environment that will deliver extraordinary quality services
and products through stakeholder, peer group, and citizen collaboration; leadership and
innovation; and sustainable and efficient use of resources.
CORE VALUES
Integrity - Fiscal Responsibility -Transparency - Outstanding Customer Service
DEFINING SUCCESS
Below is a glossary of terms commonly used in this document.
Fiscal Year 2018-19 extends from Oct. 1, 2018, through Sept. 30, 2019.
Key Focus Areas (KFAs) are the City of Denton's defined priorities. The KFAs are long-term in nature and are derived from the
City's Vision, Mission, and Values.
Goals are observable and quantifiable intended end results. Each KFA has several corresponding goals that include objectives
designed to articulate how the priorities outlined through the KFAs will be achieved.
Work Plans detail specific actions that will be taken primarily during Fiscal Year 2018 - 19 to achieve the intended outcomes
outlined by the Goals for each Key Focus Area. Work Plan actions are measurable in nature, and progress is tracked through
corresponding Performance Measures.
Performance Measures are the City's sources of data or information that will help us track our ongoing progress for Work Plan
actions or toward a Goal.
NEXT STEPS FOR STRATEGIC PLAN DEVELOPMENT
Over the next several months, staff will conduct a comprehensive inventory of all performance measures and work plan targets
to ensure the necessary measures and targets are in place to achieve the intended outcomes for each of the five Key Focus Areas.
Several departments are in the process of developing strategic and/or master plans that will tie into this effort. Staff will provide
status updates and seek feedback from City Council throughout this process to ensure necessary metrics are in place to achieve
the City Council's policy objectives. As a result of this initiative, it is our goal to make the Strategic Plan a more dynamic document
that is updated throughout the year and is more closely linked to the resource allocation process.
V 80
Key Focus Area 1
ORGANIZATIONAL EXCELLENCE
Key Focus Areas (KFAs) are the City of Denton's defined priorities.
KFAs are long-term in nature and are derived from the City's Mission, Vision, and Values.
The goals and corresponding objectives outlined below are specific to
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 1.3
Promote effective internal and external communication through ongoing and transparent communication with
City Council Boards, and Commissions; through use of traditional and non-traditional communication platforms; and by
regularly seeking feedback from Citizens and employees.
Goal 1.4
Achieve a high level of customer satisfaction by providing professional, courteous customer interaction; through timely
responses to inquiries; and by offering convenient, creative means of conducting business with the City.
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.
Goal 1.6
Collaborate with local, regional, state, and federal partners by promoting bi-annual legislative agendas and congressional
priorities; and by maintaining dialogue and representation at the regional, state, and federal levels.
goal 1.1
Manage Financial Resources in a Responsible Manner
Goal I
Develop a High -Performance Organization
..Department
Completion
WP1 Implement Audit Plan to improve efficiency and accountability across
the organization
City
September
p
Increase number of employee participant hours in City -sponsored training activities
Auditor's
2019
Number of audits conducted by Internal Audit
PM
Office
WP2
— New for FY18-19 I FY18-19 Target: 8 audits
_T
Human
PM
WP2
Improve budget and financial management capabilities with new
—New forFY17-18 FY18-19 Target: Establish baseline
Resources,
Procurement
I On
systems and processes
Continue Employee Ethics training sessions
PM
PM
Successful implementation of all operating budgets in new budget software
— New for FY18-19 I FY18-19 Target: 15 departments
Pilot departmental travel and expense reporting system
Finance
March
2019
— New for FY18-19 I FY18-19 Target. March 2019
PM
— New for FY18-19 I FY18-19 Target: 2 departments
Implement purchase card payment for vendors
PM
—New for FY18-19 I FYI 8-79 Target: 10% of vendors accepting purchase cards
WP3
Update the Purchasing Manual to better align with current practices
and priorities
Procurement
& Compliance
July
2019
Council adoption of new Purchasing Manual
PM
—New forFY18-19 I FY78-19 Target.July2019
WP4
Implement new contract management software to better track and
monitor the status of contracts Citywide
Procurement
& Compliance
March
2019
Complete testing of new contract management software
PM
— New for FY18-19 I FY18-19 Target: February 2019
Goal I
Develop a High -Performance Organization
..Department
Completion
Fr
WP1 Enhance new leadership development programs
Human
Resources
October
2019
Increase number of employee participant hours in City -sponsored training activities
PM
— FY17-18:5,080.5 I FY18-19 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
_T
Human
PM
Increase number of employees participating in City -sponsored training activities
—New forFY17-18 FY18-19 Target: Establish baseline
Resources,
Procurement
I On
Continue Employee Ethics training sessions
PM
—New for FYI 8-19 FY18-19 Target. Quarterly training opportunities
&CompIisnce
PM
Conduct employee ethics assessment
— New for FY18-19 I FY18-19 Target. March 2019
Goal 1.2(continued from page 2)
Develop a High -Performance Organization
WP3 I Enhance availability of employee health incentives and wellness opportunities
Implement the new Real Appeal Weight Loss Program through United Health Care Human
PM —New for FY18-19 I FY18-19 Target.January2019 Resources Ongoing
PM Revise Healthy Incentives Program to provide increased options for employees
— New for FY18-19 I FY18-19 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 Human March
— FYI 7-18: $0.94 1 FY18-19 Target. $0.75 Resources 2019
PM Vehicle accidents per 100 miles driven
— New for FY18-19 I FY18-19 Target: Establish baseline
Goal 1.3
Promote Effective Internal and External Communication
WPB I Implement and enhance public communications, community engagement,
i
and transparency
PM Percentage of residents rating communication efforts as good or excellent
—FYI 7-18:66.8% 1 FY18-19 Target. 80%
Increase percentage of residents rating the quality of the City's website as
PM good or excellent
— FYI 7-18:68% 1 FYI 8-19 Target. 80%
PM Increase of followers across all social media platforms
— FYI 7-18: 213,096 1 FY18-19 Target. 234,405
PM Increase number of social media impressions by 20%
—FY17-18:1,239,555 I FY18-19 Target. 1,487,466
WP2 I Enhance internal communication tools and techniques
Conduct Employee Forum information sessions with employees at multiple locations
PM quarterly to share information and answer employee questions
—FY17-18: 1 roundofmeetings IFY18-19 Target. 4rounds ofmeetings
Launch new Employee Communication Platform and establish baseline data
PM for number of readers
— New for FY18-19 FY18-19 Target. October 2019
Public Affairs
Public Affairs,
City
Manager's
Office
Ongoing
Ongoing
Goal 1.4
Achieve a High Level of Customer Satisfaction
WP1 I Complete 2019 Citizen Survey
PM Increase overall satisfaction rate with customer service
—FY17-18:75.8% I FY18-19 Target. 80%
Increase percentage of residents positively rating the value received from
PM their tax dollars
—FY17-18:50% 1 FY 18-19 Target. 60%
WP2 Expand and promote the Engage Denton application; citizen service request
application launched in June 2018
Average time to close requests through the Engage Denton application
— New for FY18-19 I FY18-19 Target: 4 days
Number of citizen service requests responded to through the Engage Denton
application
— New for FY18-19 I FY18-19 Target: 3,600
Explore ways to improve vendor relationships to encourage competitive
WP3 bidding, improve the quality of bids received, and ensure high-level service
providers continue working with the organization
Draft and conduct vendor satisfaction survey to maintain and improve relationships
PM with high-quality, affordable contractors
— New for FY18-19 I FY18-19 Target: September 2019
Goal 1.5
Public Affairs December
2019
Public Affairs April
2019
Procurement
& Compliance
Ongoing
Enhance Efficiency and Productivity Through Business Process Improvements
WP1 I 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
— New for FY18-19 I FY 18-19 Target. December 2019
Complete radio system replacement and integrate into Denton County
PM Regional Radio System
— New for FY18-19 I FY 18-19 Target: September 2019
Improve employee efficiency on major technology projects by tracking planned hours
PM of work vs. actual work
—New forFY18-19 I FY18-19 Target.>95%
Improve the efficiency of major technology projects by minimizing project overruns,
PM comparing planned budget vs. actual budget
— New for FY18-19 I FY18-19 Target: >95%
Technology
Services Ongoing
Goal 1
Collaborate with Local, Regional, State, and Federal Partners
WP1 I Adopt and implement legislative agenda
Work with DCTA and other municipalities to introduce and pass legislation to
PM modify the board membership of DCTA
— New for FY18-19 I FY18-19 Target: Spring/summer 2019
WP2 Collaborate with community partners to enhance collective impact initiatives
Participate and provide staff resources to the Denton County Homeless Leadership
PM Team and the Denton County Behavioral Health Leadership Team
—New for FYI 8-19 1 FYI 8-19 Target: Ongoing
Public Affairs June
12019
Community
Development Ongoing
Key Focus Area 2
PUBLIC INFRASTRUCTURE
Key Focus Areas (KFAs) are the City of Denton's defined priorities.
KFAs are long-term in nature and are derived from the City's Mission, Vision, and Values.
The goals and corresponding objectives outlined below are specific to
Key Focus Area 2: Public Infrastructure.
Goal 2.1
Continuously improve the quality of City roadways by using the industry -standard Overall Condition Index (OCI) to
prioritize street construction and repairs; by seeking ways to improve the design standard for City roads; and by constructing
capital street projects with an estimated 40 -year lifespan or greater.
Goal 2.2
Enhance connectivity and seek solutions to improve mobility through coordination with regional transportation partners
such as the Denton County Transportation Authority (DCTA), North Central Texas Council of Governments (NCTCOG), and the
Texas Department of Transportation (TxDOT); by improving capacity of existing transportation network; improving bicycle and
pedestrian infrastructure; and by enhancing aviation infrastructure at the Denton Enterprise Airport.
Goal 2.3
Promote superior City facilities and utility services by planning for long-term resources; ensuring compliance with
regulations and legislation; protecting public health; maintaining reliability of service; and managing rates and fees
responsibly to increase standards of service.
Goal 2.4
Proactively manage and enhance drainage infrastructure by designing new drainage systems with 100 -year flood
protection; by working to rehabilitate existing systems to comply with 100 -year flood protection; and by maintaining a
street -sweeping program to remove litter and debris and increase the health of the City's stormwater system.
Goal 2.5
Develop a Capital Improvement Program that will meet our community's needs by working to finance necessary
infrastructure and meet projected growth trends.
Goal 2.6
Implement infrastructure projects that improve the quality of life for residents by considering and minimizing the
environmental impact of existing and future transportation infrastructure.
Goal 2.1
Continuously Improve the Quality of City Roadways
Goal 2.2
Enhance Connectivity and Seek Solutions to Improve Mobility
..
Department
Completion
September
WP1
Enhance Street Maintenance Program
Capital
Increase percentage of lane miles of asphalt, overlaid or microsealed, of the
PM
City's 1,400 lane miles
Projects
2019
PM
— FY17-18: 11 % I FY18-19 Target. 20%
PM
Ensure all 1,400 lane miles of existing streets receive maintenance every five years
— FY17-18:9% of roadway network I FY18-19 Target. 20% of roadway network
the Mobility Plan
Reduce the number of streets with a 45 or less Overall Condition Index (OCI) to
Capital
p
December
PM
10% of total roadway network
Projects
2019
PM
— New for FY78-79IFYI 8-19 Target: December 2019
Complete 2012 & 2014 Street Bond Program
WP2
— New for FY18-19 I FY18-19 Target. December 2019
Capital
Projects
December
2020
PM
Increase number of street bond -funded segments completed
well-being of the community through infrastructure projects and community
— FY77-18: 53 I FYI B-19 Target. 60 segments
Goal 2.2
Enhance Connectivity and Seek Solutions to Improve Mobility
..Department
Completion
WP1
Complete ADA Transition Plan and begin implementation
Capital
Projects
October
2019
Council approval of ADATransition Plan
PM
— New for FY18-19 I FY18-19 Target. October 2019
WP2
Develop a Master Thoroughfare Plan, update the Bicycle Master Plan, and
the Mobility Plan
Capital
Projects
December
2019
Council approval of Mobility Plan, Master Thoroughfare Plan, and the
PM
Bicycle Master Plan
— New for FY18-19 I FY18-19 Target. December 2019
Develop a systematic approach to improving the connectivity, accessibility, and
WP3
well-being of the community through infrastructure projects and community
partnerships that optimize access to a healthy lifestyle
All City
June
Select a consultant to assist with strategy development and implementation
PM
— NewforFY18-19 I FY18-19 Target. January 2019
Departments
2019
PM
Present concept and draft strategy to City Council
— New for FY18-19 I FY18-19 Target. Spring 2019
WP4
Complete construction of the Denton Enterprise Airport Parallel Runway Project
Airport
September
2019
Goal 2.3
Promote Superior City Facilities and Utility Services
,.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
— New for FY18-19 I FY18-19 Target. Summer 2019
PM
City Hall East Remodel for Police Department: Complete design and initiate construction
— New for FY18-19 I FY18-19 Target. Summer 2019
Facilities
Ongoing
PM
City Hall West: Complete design and initiate construction of window replacements
New for FYI 8-191FYI 8-19 Target: November 2018
Management
PM
Fire Station 3: Complete design and initiate construction
— New for FY18-19 I FY18-19 Target. March 2020
PM
Fire Station 8: Complete design and initiate construction
— New for FY18-19 I FY18-19 Target. October 2019
PM
American Legion Senior Center: Complete design and initiate construction
— New for FY18-19 I FY18-19 Target. May 2019
WP2
Maintain, build, and enhance Water and Wastewater facilities to meet the
needs of the community
Pecan Creek Water Plant Facility Capacity Study: Complete treatment plant
PM
modeling to determine the feasibility of a capacity addition of up to five million gallons
per day using existing process units
—New forFY18-19 I FY18-19 Target.Winter2019
Complete Water Distribution Asset Management Study and Plan: Provide prioritized
PM
distribution system asset replacement plan for capital planning
Utility
—New forFY18-19 I FY18-19 Target.Summer2019
Administration
Ongoing
Ray Roberts Water Treatment Plan Condition and Expansion Assessments: Complete
PM
plant condition and expansion assessments and develop prioritized distribution system
asset replacement plan for capital planning
— New for FY18-19 I FY18-19 Target. Spring 2019
Water Distribution and Wastewater Collection Systems: Implement wastewater collection
PM
system inflow and infiltration source identification program to more accurately locate
areas where stormwater enters the wastewater collection system
— New for FY18-19 I FY18-19 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
—NewforFY18-19 I FY18-19 Target.November2019
Parks and
Recreation
Ongoing
PM
Eagle/Elm Median: Complete median design
— New for FY18-19 I FY18-19 Target. July 2019
PM
North Lakes Dog Park: Complete park design and construction
—NewforFY18-19 I FY18-19 Target. December2019
Goal 2.3 (continued from page 8)
Promote Superior City Facilities and Utility Services
Goal 2.4
Proactively Manage and Enhance Drainage Infrastructure
..Department
Completion
PM
IOOF Cemetery Improvements: Complete project improvements
PM
— New for FY18-19 I FY18-19 Target. December 2019
— FY17-18: 100% design I FY18-19 Target. 25% construction
PM
South Lakes Park Parking Lot: Complete design and construction
PM
— New for FY18-19 I FY18-19 Target. September 2019
— FY17-18: 100% design I FY18-19 Target. 100% construction byAugust2019
PM
Patrick Park: Complete development agreement, design, and construction
PM
— New for FY18-19 I FY18-19 Target: September 2019
Parks and
Recreation
Ongoing
PM
Rayzor Ranch Park: Complete development agreement, design, and construction
— New for FY18-19 I FY18-19 Target. February 2020
PM
Tennis Center: Complete design and construction
— New for FY18-19 I FY18-19 Target. December 2020
PM
University Drive Median Landscape Improvement: Complete design and construction
— New for FY18-19 I FY18-19 Target: September 2020
WP4
Complete charter required management study for Utilities
Utility
May
PM
Complete Utilities Management Study interviews
— New for FY18-19 I FY18-19 Target: Spring 2019
Administration
2019
Complete draft Utilities Management Study and present draft to Public Utilities
PM
Board and City Council
— New for FY18-19 I FY18-19 Target. Spring 2019
WP5
Minimize sanitary sewer overflows
Environmental
Ongoing
PM
Increase number of grease trap inspections
Services
—FYI 7-18:211 FY18-19 Target. 200
Goal 2.4
Proactively Manage and Enhance Drainage Infrastructure
Goal 2.4Department
Completion
WP1
Complete projects to address drainage and floodplain issues
PM
PEC -4: Begin construction of PEC -4 (Phase 1)
— FY17-18: 100% design I FY18-19 Target. 25% construction
Capital
Projects
Ongoing
PM
Eagle Drive Drainage: Complete construction of Eagle Drive Drainage Project (Phase 2)
— FY17-18: 100% design I FY18-19 Target. 100% construction byAugust2019
PM
Downtown Drainage System Construction: Complete design and begin construction
— FYI 7-18:60% design I FYI 8-19 Target. 100% design and 25% construction
Goal 2.4(continued from page 9)
Proactively Manage and Enhance Drainage Infrastructure
WP2IImplement Safety Strategic Plan to improve employee safety and
decrease risk to organization
PM IReduce on -job -injuries per $100 of payroll
—FYI 7-18: $0.94 1 FY18-19 Target: $0.75
PM Vehicle accidents per 100 miles driven
—New for FYI 8-19 1 FYI 8-19 Target: Establish baseline
Goal 2.5
Human March
Resources 2019
Develop a Capital Improvement Program that will Meet Our Community's Needs
.. PerformanceDepartment
Completion
WP1
Implement 2012 and 2014 Bond Program
PM
Mayhill Road (Capital Projects): Complete the majority of project construction
— FY17-18: Construction in progress I FY18-19 Target: 80% construction
PM
Bonnie Brae (Capital Projects): Complete project construction for Phase 1
— New for FY18-19 I FY 18-19 Target: 100% by September 2019
PM
Bonnie Brae (Capital Projects): Initiate construction for Phase 2
Capital Projects,
—NewforFY18-19 I FY18-19 Target: 25% construction
Parks and
Recreation
Ongoing
PM
Hickory Creek Road West (Capital Projects): Complete design and initiate construction
—NewforFY18-19 I FY18-19 Target: Begin construction bySeptember2019
Traffic Signals (Capital Projects): Traffic Signal Projects Constructed
PM
— FYI 7-18: Design completed on four, six are currently being designed
FY18-19 Target: 100% design and 50% construction
PM
Vela Soccer Complex (Parks and Recreation): Complete Project Construction
—New for FY18-19 I FY18-19 Target: 100% byApril2019
WP2
Develop preliminary project plan for new bond program
City
Manager's
September
2019
Coordinate with departments to identify list of projects to be considered for
PM
new bond program
Office
— New for FY18-19 I FY18-19 Target: September 2019
Goal 2.6
Implement Infrastructure Projects that Improve Quality of Life for Residents
WP1 I Complete construction required to implement four Downtown Quiet Zones
Capital Projects December
Develop monthly communication strategy to keep the community informed 2019
PM about the project
— New for FY18-19 I FY18-19 Target: March 2019
WP2 Increase pedestrian safety by addressing lighting issues through partnership
with Denton Municipal Electric's LED replacement plan December
Capital Projects 2019
PM Finalize LED replacement plan
— New for FY18-19 I FY18-19 Target: December 2019
Key Focus Area 3
ECONOMIC DEVELOPMENT
Key Focus Areas (KFAs) are the City of Denton's defined priorities. Ole%
KFAs are long-term in nature and are derived from the City's Mission, Vision, and Values. Ak
The goals and corresponding objectives outlined below are specific to
Key Focus Area 3: Economic Development.
Goal 3.1
Develop targeted policies and incentives that boost economic growth in order to attract businesses; expand the tax base by
increasing commercial and housing values; improve land -use density; preserve and maintain historic structures; and preserve the
culture of Denton.
Goal 3.2
Make Denton a destination for visitors by promoting festivals, events, hotels, and the Convention Center in partnership with the
Convention & Visitors Bureau (CVB) and the Chambers of Commerce; and by collaborating with local and regional partners such as
Denton County Transportation Authority (DCTA), University of North Texas (UNT), and Texas Woman's University (TWU) to market
Denton as a destination city.
Goal 3.3
Promote a business -friendly environment through a timely and efficient development review process; and by working to
cultivate positive relationships with the development community.
Goal 3.4
Encourage development, redevelopment, recruitment, and retention by promoting high-quality economic growth and
redevelopment that expands and diversifies the tax bases; creates high-quality jobs; enhances the quality of life for residents;
protects human health and the environment; and secures new customers for municipal utilities.
Goal 11
Develop Targeted Policies and Incentives that Boost Economic Growth
WP1 Develop Economic Growth Plan for Targeted Geographic Areas
PM Complete economic growth plan for Oak/Gateway Area
— New for FY18-19 I FY18-19 Target: 100%
WP2 Complete conceptual plan for Mews Streets and a downtown
solid waste strategy
PM Secure contractor and begin design of Mews Street Pedestrian Safety Project
—New for FY18-19 I FY18-19 Target: Spring 2019
WP3 Develop Greater Downtown Master Plan with a focus on design standards,
parking, streets, and walkability
WP4 Complete and develop utilization plan for Oak/Gateway Small Area Plan
Complete shorter -term recommendations identified in the Oak/Gateway
PM Small Area Plan
— New for FY18-19 I FY18-19 Target. 50%
WP5 Develop a strategy to address current and future parking needs in key
areas across the community
PM Establish baseline parking stall counts for key areas including UNT and Downtown
— New for FY18-19 I Establish baseline
WP6 Complete Historic Preservation Master Plan
Goal 12
Make Denton a Destination for Visitors
Economic I April
Development ` 2019
MultipleI July
Departments 2019
DevelopmentI September
Services 2019
Development January
Services 2019
Development
Services
Development
I Services
•. • •Department
WP1 Initiate development of a conceptual plan for a new performance venue
Economic
Development
PM
Complete performance venue plan
— New for FY18-19 I FY18-19 Target: July 2019
Coordinate with the CVB to develop meaningful performance metrics
WP2
Economic
Development
Establish performance metrics to be included in the FY19-20 contract between
PM
the City and CVB
— New for FY18-19 I FY18-19 Target: Establish metrics
June
2019
September
2019
:xpected
:ompletion
August
•
September
2019
Goal 3.2(continued from page 73)
Make Denton a Destination for Visitors
WP3 Initiate process of establishing a Cultural District in Denton
Economic June
Complete application process for establishment of Cultural District Development 2019
PM —New for FY18-19I FY18-19 Target.September2019
WP4 I Use public art to enhance Denton as a cultural destination
PM
Complete MLK Recreation Center art installation project
—New for FY78-79I FY18-19 Target: September2019
Economic
Complete development of pre -qualified artist list
Development
p
Ongoing
PM
— New for FY18-19 I FY18-19 Target: June 2019
PM
Complete repair of Pops Carter statue
— New for FY18-19 I FY18-19 Target: January 2019
WP5
Coordinate with TWU and UNT on their respective Master Planning efforts
Development
Percentage of TWU and UNT master planning meetings in which City of Denton staff
Services,
Capital
Ongoing
PM
attended
Projects
—New for FY18-19 I FY18-19 Target: 100%
September
WP6 Initiate process to create gateway/major corridor design and development Development
standards in coordination with master thoroughfare plan
Services
2019
Goal 3.3
Promote a Business -Friendly Environment
WP1 I Provide business assistance support to existing and new businesses
Economic Ongoing
Increase number of business assistance responses Development
PM — FY17-18: 450 I FY18-19 Target: 475
WP2 Apply to the Texas Comptroller for the Economic Development
Transparency Star Designation Economic
Development
Ongoing
o
PM Receive Economic Development Transparency Star designation p
— New for FY18-19 I FY18-19 Target: September 2019
Goal 3.3 (continued from page 14)
Promote a Business -Friendly Environment
WP3 Collaborate with workforce development partners to support
local training and hiring
Co -host Denton Community Job Fairs
PM
Economic
Ongoing
— FYI 7-18:21FY18-19Target. 2
Development
Host Denton Workforce Development Coalition Meetings
PM
— FY 17-18: 2 I FY 18-19 Target: 2
WP4 Complete Denton Development Code update
Development March
Services 2019
WP5 Improve planning/plan review process
Initiate solicitation and begin implementation of development services software
PM—NewforFY18-19 FY18-19 Target. 75%
� 9
Development Multiple
Implement New Model for Development Review Engineering
PM
Services Dates
— New for FY18-19 I FY 18-19 Target. Spring 2019
PM Reduce number of days to review residential plans
i — FYI 7-18:8.41FY18-19Target. 5
Goal 3.4
Encourage Development, Redevelopment, Recruitment, and Retention
WP1
PM
PM
W P2
PM
Coordinate with Stoke to provide resources for entrepreneurs in the community
Conduct monthly coordination meetings between City and
Hickory & Rail Ventures Staff
—FY17-18:12 I FY18-19 Target. 12
Co -host new creative economy conference with Stoke and
Greater Denton Arts Commission
— New for FY78-19 I FY18-19 Target: 1 conference
Enhance existing small -business -focused program
Host City of Denton Small Business Resource Fair
— New for FY18-19 I FY18-19 Target: 1 resource fair
Economic
Development Ongoing
Economic
Development Ongoing
Goal 3.4(continued from pope 15)
Encourage Development, Redevelopment, Recruitment, and Retention
WP3 I Utilize Chamber economic development contract to attract new businesses
PM Monitor Chamber Response Leads
— FY17-18: 42 I FY18-19 Target: 47
PM Monitor site visits resulting from Chamber Response Leads
— FYI 7-18: 7 1 FY18-19 Target: 7
PM Monitor average number of new contacts per marketing event attended by Chamber
— New for FY18-19 I FY 18-19 Target: 3
WP4 I Leverage business parks to attract new businesses
Increase City response to Governor's Office of Economic Development RFPs,
PM Dallas Regional Chamber RFPs, and direct leads
—FY17-18:39 I FY18-19Target:40
WP5 I Continue Business Retention and Expansion Program
PM Continue to conduct on-site business retention and expansion visits
— FYI 7-18: 60 1 FY18-19 Target: 60
Economic
Development Ongoing
Economic
Development Ongoing
Economic
Development Ongoing
Key Focus Area 4
SAFE, LIVABLE &
FAMILY -FRIENDLY COMMUNITY
Key Focus Areas (KFAs) are the City of Denton's defined priorities.
KFAs are long-term in nature and are derived from the City's Mission, Vision, and Values.
The goals and corresponding objectives outlined below are specific to
Key Focus Area 4: Safe, Liveable & Family -Friendly Community.
Goal 4.1
Enhance public safety by focusing on crime -prevention programs; maintaining high level of emergency preparedness;
continuously evaluating public safety facility needs; monitoring the effectiveness of emergency response services; and
providing services to a growing community.
Goal 4.2
Promote clean and healthy neighborhoods through the promotion of positive environmental behaviors; and by offering City
services to remove litter, waste, and blight from the community.
Goal 4.3
Provide high-quality community services by building relationships with neighborhood and civic organizations; and by offering
accessible and diverse services to meet community needs.
Goal 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.
Goal 4.5
Support citizens in need through partnerships with area social services agencies and the use of federal, state, and
regional resources.
Goal 4.1
Enhance Public Safety
WP1 I Develop Strategic Plan for Police
PM
Reduce violent Part I crime rate per 1,000 population
— FYI 7-18: 2.8 1 FYI 8-19 Target. <2.8
Reduce Property Part I crime rate per 1,000 population
PM
—FYI 7-78:22.9 1 FY18-19 Target. <22
Increase percentage of cases cleared due to the efforts of the criminal
PM
investigation unit
— FYI 7-18:31.7% 1 FYI 8-19 Target. 32%
Increase percentage of citizens rating they feel safe in Denton
PM
—FYI 7-18:77%1FYI 8-19 Target. 80%
Increase percentage of citizens rating Police Services as excellent or good
Police
March
2019
PM
— FY17-18: 75% I FY18-19 Target: 82%
Reduce administrative duty time for Patrol Officers
PM
— New forFY18-19 I FY18-19 Target: Establish baseline
Reduce DWI/DUI vehicle accidents
PM
— FYI 7-18: 173 1 FY 18-19 Target: 164
Reduce Priority I call response time by one minute
PM
— FY17-18: 7:46 I FY18-19 Target: 6:46
Complete Police Department Resource Plan
PM
—New forFY18-19 I FY18-19 Target. 100%
WP2 ' Increase the diversity of Fire Civil Service Exam applicant pool
Conduct quarterly meetings of the Diversity Advisory Group, with representation
PM from LULAC, NAACP, North Texas Women Firefighters, Denton Firefighters, and the
Denton Fire Fighters Association
—New for FY18-19 I FY18-19 Target: 4 meetings Fire Ongoing
PM Continue Fire Explorers partnership with Boys Scouts of America
— New for FY18-19 I FY18-19 Target: 24 meetings
PM Implement new youth Fire Summer Camp
— New for FY18-19 I FY18-19 Target. June 2019
WP3 I Implement Automatic Fire Station Alerting System
PM I Improve the percentage of active structure fires responded to in five minutes or less September
— FY17-18:44.83% I FY78-19 Target: 90% Fire 2019
Average unit turn -out time (number of minutes from when a 911 dispatch is received
PM to when units are en route to the scene)
—FY17-18:1:15IFY18-19 Target: 1:15
r na 11. 1 (continued from page 18)
Enhance Public Safety
WP4 I Open Fire Department Training Facility
PM Promote employee development through training hours
—FY17-18:52,643 IFY18-19 Target. 53,696
PM Provide regional training opportunities to outside entities
— New for FY18-19 I FY18-19 Target: 6 training opportunities
Goal 4.2
Promote Clean and Healthy Neighborhoods
Fire October
2019
Goal 4.3
Provide High -Quality Community Services
WP1 Enhance Police community outreach efforts
PM Develop Coordinated Strategy for National Night Out Police September
— New for FY18-19 I FY 18-19 Target. July 2019 2019
PM Increase number of Coffee with a Cop Opportunities
— FY 17-18: 4 I FY 18-19 Target. 8
Goal -1111
Department
Completion
WP1
Expand community education efforts on the City's property maintenance
regulations to maintain high levels of voluntary compliance
Increase number of community meetings attended annually where property
PM
maintenance educational information is provided
Fire
Ongoing
—FY17-18:36 1 FY18-19 Target. 40
Increase number of property maintenance code educational
PM materials distributed annually
— FY17-18: 3,104 I FY18-19 Target. 3,125
WP2 Expand awareness of Neighborhood Project Matching Grant Program to
Enhance the Quality of Life in Neighborhoods
Increase funding expended through the Neighborhood Project Matching
Development
Services
Ongoing
PM Grant Program
— FY17-18: $25,197 FY18-19 Target. $50,000
Goal 4.3
Provide High -Quality Community Services
WP1 Enhance Police community outreach efforts
PM Develop Coordinated Strategy for National Night Out Police September
— New for FY18-19 I FY 18-19 Target. July 2019 2019
PM Increase number of Coffee with a Cop Opportunities
— FY 17-18: 4 I FY 18-19 Target. 8
Goal 4.4
Provide Outstanding Leisure, Cultural, and Educational Opportunities
WP1 I Develop Parks Recreation and Trail System Master Plan
PM
' Select firms to help facilitate the master planning process
—New for FY18-19 I FY18-19 Target: March 2019
Parks and I December
PM
Conduct community parks and recreation amenity needs analysis
Recreation 2019
— NewforFY18-19 I FY18-19 Target:May2019
PM
City Council adoption of the Parks Recreation and Trail System Master Plan
— New for FY18-19 I FY18-19 Target: December 2019
WP2
Develop Parks and Recreation Capital Standards
Create standards for parks to ensure consistency and help project future
PM
maintenance and budgetary needs
Parks and May
— New for FY18-19 FY18-19 Target: March 2019
Recreation 2019
Commit and develop a plan to aspire that all Denton residents live within a
PM
10 -minute walk of a park facility
— New for FY18-19 I FY18-19 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
New for FY 18-19 FY18-19 Target: June 2019
— I
PM
�
Implement cost for service model for Parks and Recreation activities
I
and December
—NewforFY18-19 I FY18-19 Target:June2019
Recron 2019
Recreation
PM
Expand Summer Camp Opportunities
— FYI 7-18: 357 1 FY18-19 Target: 386
Improve community awareness and support by introducing and publishing "Highlight
PM
Reel" blog to increase awareness of Parks and Recreation programs and services
— New for FY18-19 I FY18-19 Target: May 2019
WP4
Complete Library Master Plan
Library
May
Reduce Barriers to Library Service
I
2019
WP5
PM
Eliminate overdue fines for Library materials
— New for FY18-19 I FY18-19 Target: September2019
I
Expand Denton Public Library To -Go (DPL2GO) Outreach Services to Denton
PM
locations outside of a 2.5 mile radius of any library branch by 50%
Library Ongoing
— FYI 7-18:4 services I FY18-19 Target: 6 services
PM
Increase rate of patron self -checkout by 7%
— FY17-18:43 % I FY18-19 Target: 50%
Increase downloadable and streaming content use by 25%
PM
— FY17-18: 123,308 I FY18-19 Target: 154,135
Goal 4.5
Support Citizens in Need
Goal - PerformanceDepartment
Completion
WP1
Make homelessness rare, brief, and nonrecurring
Reduce total persons experiencing homelessness in Denton County by 5% annually
PM
per DCHLT Dashboard report Public Affairs
Ongoing
— FY17-18: 534 I FY18-19 Target: 510
Reduce veteran homelessness in Denton County by 50% by end of 2019 per
PM
DCHLT Dashboard report
— FY17-18: 48 I FY18-19 Target: 24
Explore a relaunch of a program that employs people experiencing Public Affairs
December
WP2
homelessness
Assist with the implementation of the Denton County Homeless Leadership
Public Affairs
2018
Ongoing
WP3
Team Strategic Plan 2018-2021
Support programs that assist low -to -moderate income families with basic
WP4
needs in the areas of food security, housing, mental and physical healthcare,
childcare, prevention of homelessness, and utilities assistance
Increase total CDBG and General Fund dollars for human services grant program
PM
— FY17-18:$439,300 I FY18-19 Target: $471,000 Public Affairs
Ongoing
PM
Number of individuals served annually with CDBG or Human Services funds
— FY17-18: 6,174 I FY18-19 Target: 8,665
Increase number of people served annually through the Utility Assistance program
PM
— FY17-18: 415 I FY18-19 Target: 450
WP5
Assist low -to -moderate income households with securing and/or
maintaining safe, stable affordable housing
PM
Number of first time homebuyers assisted annually
— NFY17-18: 4 I FY18-19 Target: 4
Public Affairs
Ongoing
Number of households receiving minor repair, renovation, and reconstruction
PM
housing assistance
— FY17-18: 23 I FY18-19 Target: 20
Increase number of housing units improved by nonprofit agencies receiving
PM
CDBG/HOME grants
—FY17-18:6 I FY78-19Target. 8
City
Manager's
Spring
WP6
Initiate Committee on Citizens with Disabilities
Office,
2019
Capital
Projects
Key Focus Area 5
SUSTAINABLE &
ENVIRONMENTAL STEWARDSHIP
Key Focus Areas (KFAs) are the City of Denton's defined priorities.
KFAs are long-term in nature and are derived from the City's Mission, Vision, and Values.
The goals and corresponding objectives outlined below are specific to
Key Focus Area 5: Sustainable & Environmental Stewardship.
Goal 5.1
Responsibly manage Denton's water, land, and other natural resources by maintaining high-quality drinking water; investing
in sustainable stormwater and watershed infrastructure; complying with regulatory requirements for wastewater treatment and
discharge; and promoting conservation practices.
Goal 5.2
Manage Denton's Solid Waste and Recycling in a Sustainable Manner.
Goal 5.3
Reduce air pollution through greenhouse gas management, and by reducing air pollutants from government operations.
Goal 5.4
Strive for energy-efficient City operations and facilities, both new and retrofit.
Goal 5.5
Provide infrastructure for alternative modes of transportation by making Denton safer and more accessible for bicycles,
pedestrians, and other modes of transit.
Goal 5.6
Offer opportunities for residents to increase energy conservation and minimize environmental impact through incentive
programs and the availability of infrastructure and programming that encourages residents to reduce energy consumption and
promote a healthy environment.
Goal -I.
Responsibly Manage Denton's Water, Land, and Other Natural Resources
Goal 5.2
Manage Denton's Solid Waste and Recycling in a Sustainable Manner
5.1 -Work Plan (WP) & Performance Measures (PM)
DepartmentGoal
Completion
assess program performance, environmental impact, market risks, and
A
WP1
Maintain compliance with City stormwater permit
Environmental
Ongoing
PM
Number of watershed monitoring events performed
—FY17-18:931 IFY18-19 Target. 996
Services
ember
December
Ratio of illicit discharges reported to number of discharges resolved
PM
— FYI 7-18:98% 1 FY18-19 Target: 90%
volumes, and financial performance 1
Perform business case analysis of Solid Waste's Home Chemical Collection
2018
Complete Urban Forest Master Plan to identify opportunities to preserve and
Parks and
August
WP2
expand the urban tree canopy
Complete the Parks, Recreation and Trail System Master Plan
Recreation
2019
WP3
Parks and
November
Recreation
2019
Redevelop Park Land Dedication and Development Ordinance to
Parks and
August
WP4
Increase Resources to Purchase and Preserve Potential Park Land
Recreation
2019
Adopt a Conservation and Landscape Code to protect natural
WP5
ecological resources
DevelopmentM arch
Number of trees planted in new development projects in accordance with the new Services 2019
PM
Conservation and Landscape Code
— New for FY18-19 I FY18-19 Target: Establish baseline
I Adopt standards in the Denton Development Code that increase open space in I Development May
WP6
the built environment Services 12019
Goal 5.2
Manage Denton's Solid Waste and Recycling in a Sustainable Manner
Perform business case analysis of Solid Waste's Recycling Program to
WP1
assess program performance, environmental impact, market risks, and
financial performance Solid Waste
September
2019
PM
Establish recycling baseline data to reduce recycling contamination
— New for FY18-19 I FY18-19 Target. Establish baseline
Perform business case analysis of Solid Waste's Building Materials Recovery
ember
December
WP2
and Rubble Processing operations to assess program performance, diversion Solid Waste
volumes, and financial performance 1
Perform business case analysis of Solid Waste's Home Chemical Collection
2018
WP3
operation to assess environmental impact, program participation, and Solid Waste
April
operational efficiency
Perform business case analysis of Solid Waste's Yard Waste & Brush Collection
2019
April
WP4
operation to assess program participation, diversion volumes, operational Solid Waste
efficiency, and safety
2019
Goal 5.2 (continued from page 23)
Manage Denton's Solid Waste and Recycling in a Sustainable Manner
WP5 I Develop a rate correction strategy for Solid Waste
Perform business case analysis of Solid Waste's Enhanced Leachate
WP6 Recirculation System to assess environmental impact, financial performance,
operational requirements, and market potential
Solid Waste April
2019
Solid Waste July
2019
WP7 Maintain effective and efficient diversion and disposal operations
PM Improve the landfill airspace utilization factor Solid Waste
— FYI 7-18: 1,402 pounds per cubic yard I FY78-19 Target: 1,425 pounds per cubic yard
PM Decrease waste disposal per capita through material diversion
— FY17-18: 1,751 pounds per year I FY18-19 Target: 1,700 pounds per year
Goal 5.3
Reduce Air Pollution
Ongoing
WP1
Acquire new renewable energy sources to achieve 100% renewable energy
goal by 2020
Actual renewable energy purchases made Denton
gyp
December
PM
— New for FY18-19 I FY18-19 Target: 47% Municipal
Electric
Complete negotiations with Whitetail Developer to determine how the
2020
PM
agreement will help achieve the City's renewable energy targets
— New for FY18-19 I FY18-19 Target: September 2019
Decommission Gibbons Creek Coal -Fired Power Plant Denton
WP2
Municipal
September
PM
Complete Gibbons Creek Plant Sales Agreement Electric
2019
— New for FY18-19 FY18-19 Target: September2019
WP3
PM
Reduce per capita greenhouse gas emissions 50 percent below
2006 levels by 2020
Increase number of air quality education and awareness events and activities
—FYI 7-18: 1 1FY18-79Target. 8
WP4 1 Continue Gas Well Monitoring Inspection Program
PM Percentage of gas well inspection action items addressed
— FY17-18: 100% 1 FY18-19 Target: 100%
WP5 I Continue to improve efficiency of Municipal Fleet emissions profile
PPMReduce fleet emissions profile 25% by 2025
New for FYI 8-19 1 FYI 8-19 Target: Establish baseline
Sustainability December
2020
Environmental
Services Ongoing
Fleet,
Sustainability I Ongoing
I
Goal 5.4
Strive for Energy -Efficient City Operations and Facilities
WP1
Improve efficiency of streetlights through the LED streetlight retrofit program
Denton
Complete the LED Streetlight Pilot Program
Municipal
2021
PM
— NewforFY18-19 I FY78-19 Target: March 2019
Electric
Number of streetlights retrofitted with LED lighting
Capital
PM
—New forFY18-19 I FY78-19 Target: 1,500
WP2
Identify electric peak reduction opportunities for City facilities to
2019
PM
reduce electric costs and consumption Denton
Identify City facilities available to reduce electric demand Electric
May y
2019
PM
— New for FY18-19 FY78-19 Target: 5 facilities
Goal 5.5
Provide Infrastructure for Alternative Modes of Transportation
WP1 Expand Availability of Electric Vehicle Charging Stations
Issue Request for Proposals and install updated electric vehicle charging equipment Denton October
PM —New for FYI 8-191FY18-19 Target.10sites Municipal 2019
Electric
PM Improve the minimum utilization rate for electric vehicle charging facilities
— New for FY18-19 I FY18-19 Target: 5%
WP2
Expand Bicycle Infrastructure Network
Capital
December
Stripe two or more miles of bike lanes/sharrows per quarter in accordance with the
Projects
2019
PM
Bicycle Master Plan
— New for FY18-19 I FY18-19 Target: 2+ per quarter
WP3
Expand Pedestrian Safety Amenities
Enhance lighting (brightness and location) at three critical downtown intersections
PM
—New forFY18-19I FY78-19 Target.April2019
Improve crosswalk safety and sidewalk connectivity at schools
Capital
Projects
December
2019
PM
— New for FY18-19 I FY18-19 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 5X
Offer Opportunities for Residents to Increase Conservation and
Minimize Environmental Impact
WP1 Promote solar rebates provided through the GreenSense Program
Denton
Municipal
September
Minimum percentage of solar rebate funding expended
PM
Electric
2019
—New for FY18-191 FY18-19 Target. 80%
PM
Total number of students enrolled in Denton Sustainable Schools
WP2 Incorporate additional Community Solar and Energy Efficiency Workshops Denton
Municipal
September
Conduct new solar and energy efficiency workshops
Electric,
2019
PM —New for FY78-19 I FY18-79 Target. 3 workshops
Sustainability
—FYI 7-18:14 1 FY18-19 Target: 15
WP3 Expand availability of City -sponsored sustainability outreach initiatives
PM
Increase citizen participation in City -sponsored sustainability workshops
—FYI 7-18:2,0991 FY18-19 Target. 2,309
Sustainability,
Denton
PM
Total number of students enrolled in Denton Sustainable Schools
Municipal
— FYI 7-78:78,438 1 FY78-19 Target: 22,126
Electric,
Kee Denton
p
Ongoing
Increase number of Learn to Conserve workshops offered
PM
—FYI 7-18:14 1 FY18-19 Target: 15
Beautiful,
Capital
PM
Increase number of Energy Audits
Projects
— FY17-18:1191 FY18-19 Target: 143
PM
Increase number of Water Audits
— FYI 7-18:20 1 FY18-19 Target: 23
WP4 , Support expansion of local food production
Increase number of local food -related workshops and events September
PM — FYI 7-78:18 1 FY18-19 Target. 23 Sustainability 2019
PM Conduct survey for community backyard gardens
— New for FY18-191 FY18-19 Target: Establish baseline
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