HomeMy WebLinkAbout012618 Friday Staff Report
City Manager’s Office
215 E. McKinney St., Denton, TX 76201 (940) 349-8307
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MEMORANDUM
DATE: January 26, 2018
TO: The Honorable Mayor Watts and Council Members
FROM: Todd Hileman, City Manager
SUBJECT: Friday Staff Report
I. Council Schedule
A. Meetings
1. Special Called Work Session of the City Council on Saturday, January 27, 2018
at 9:00 a.m. in the City Council Work Session Room.
2. Agenda Committee Meeting on Wednesday, January 31, 2018 at 3:30 p.m. in
the City Manager’s Conference Room.
3. City Council Luncheon on Monday, February 5, 2018 at 11:30 a.m. in the City
Council Work Session Room.
4. Work Session of the City Council on Tuesday, February 6, 2018 at 12:00 p.m.
in the City Council Work Session Room followed by a Regular Meeting in the
Council Chambers at 6:30 p.m.
B. Upcoming Events
1. State of the City, February 15, 2018 at 6:00 p.m. at Embassy Suites by Hilton
Denton Convention Center.
II. General Information & Status Update
A. Official Music Friendly Community – Economic Development is pleased to
announce that Denton has been designated as an Official Music Friendly
Community by the Texas Music Office (TMO). Denton is only the third city in the
state to receive this designation, along with Austin and Ft. Worth. As part of the
Music Friendly Community certification, Denton can now participate in TMO’s
Music Industry Directory, a tool that allows us to promote our local music industry
across the state and around the world through the TMO. Economic Development
staff will compile, maintain, and share this information with TMO. At the Feb. 20
City Council meeting, a proclamation will be presented in recognition of this
achievement. On Friday, Feb. 23, City Council members and the public are invited
to a party celebrating this designation at Dan’s Silverleaf, 103 Industrial St., from
5 to 7 p.m. Brendon Anthony, Director of the TMO, will be on hand for the event.
Staff contact: Caroline Booth
B. Gas Well Inspection Program Update – Modern Geosciences began working on
the proposed gas well inspection program on Oct. 26, 2017, following approval of
the ordinance presented to the City Council on Oct. 24, 2017. From Oct. 26
through Dec. 11, Modern Geosciences predominantly focused on completing Task
1 of the proposal. This task involved a project kickoff meeting, several project
meetings for data exchange, geodatabase development, creation of GIS
information specific to each padsite and major padsite equipment, and
prioritization of pad sites. The middle to later part of December was devoted to
contacting operators to schedule inspections, completing inspections, and refining
the reporting format. City staff also started a project to make modifications to the
Gas Wells Inspections page on the City’s website so reports can be displayed
during this timeframe. This project is expected to be completed in the next couple
weeks. Modern Geosciences has inspected 26 wells to date, and have either
scheduled or are finalizing schedules with operators to inspect 164 wells in
February to early March. Staff contact: Ken Banks
C. Water Leak at Carroll Blvd. & Eagle Dr. – Water Distribution staff responded to
a leak at the intersection of Carroll Blvd. and Eagle Dr. early last Saturday
morning, Jan. 20. Water was surfacing throughout the entire intersection,
indicating there was likely a large leak on the 12” water main that crosses Carroll.
Staff started repairs that morning after locating other utilities in the area and
exposed the water main on the east side of Carroll Blvd. in the northbound lanes.
Once exposed, the line did not have any leaks, indicating that the leak was likely
farther to the west. Staff started tracking the leak in this direction and secured the
services of a barricade company to set up traffic control for crew and traffic safety.
An abandoned sewer line was discovered at this point, which further complicated
the search for the leak since the leaking water was running through this line, giving
a false indication of where the actual leak was occurring.
Additional locate work was completed, and the leak was finally discovered on
Sunday afternoon, after 28 hours of searching. The leak was repaired and concrete
services were secured for early Monday morning. The concrete was restored on
Monday and the intersection was opened on Tuesday morning. The crews did an
enormous amount of work over a very short timeframe, with some working
through the night, to get this leak and several others resolved over the weekend.
Special thanks to crew members Kennedy Dean, Nathan Outtrim, Derrick Penno,
John Bridges, James Gideon, Cole Thomas, Bryan Kirby, Jake Gray, field service
supervisors Casey Bowles and Michael Vickery, and distribution manager Kent
Conkle for the great job getting these leaks repaired. Staff contact: Ken Banks
D. CHW Committee Meeting Recap – A meeting of the City Hall West Steering
Committee was held on Monday, Jan. 22. Craig Melde, principal architect for
Architexas, presented historical information on the building and facilitated a
discussion of the goals and possible future uses for the building to be studied. The
Committee discussed overarching goals for the rehabilitation of the building,
including:
Preserve/restore the exterior
Adapt for community/public use
Achieve State and Federal standards
Rehabilitate significant character defining spaces
Meet or exceed high environmental and energy efficiency
Integrate/connect to downtown district
Youth friendly
Civic pride
Income producing to offset costs
The Committee discussed holding a minimum of one public forum to present
information to citizens about the building and receive input. Also, it was requested
that staff present options for the possibility to issue a request for proposals to
determine if there are parties interested in assisting the City in this project. The
next committee meeting will be held on Monday, Feb. 19 at 5:30 p.m. in the Civic
Center Conference Room. Staff contact: Mark Nelson
E. Crack Sealing Work – American Pavement Solution, a contractor for the City, will
begin crack sealing City streets next week. Crack seal is a cost effective
preventative maintenance tool used to extend the life of the pavement by three to
five years. During the process, three crews will be working at the same time in
different locations. During work, residential streets will remain open and will take
one day or less to complete. Thoroughfares and large collector roads will have
temporary lane closures and will take one to two weeks to complete. Door hangers
will be distributed to all impacted residences, and electronic signs will be placed
to notify motorists prior to the work. All streets are expected to be completed
within four to six weeks. Attached is a map of the impacted streets for your
reference. Staff contact: Robbin Webber
F. BNSF Railroad Crossing at S. Bonnie Brae – Burlington Northern Santa Fe
(BNSF) Railroad will be repairing the railroad crossing on S. Bonnie Brae St. near
the intersection with Highway 377. This crossing will be closed from 9 a.m. on
Saturday, Feb. 3 to 5 p.m. on Sunday, Feb. 4. The BNSF traffic control contractor
will be placing a digital message board at the crossing prior to the repairs to notify
residents and motorists. Staff contact: Stuart Birdseye
G. Union Pacific Railroad Crossing at Sycamore St. – In early Jan. 2018, City staff
hosted a conference call with representatives from Union Pacific Railroad (UPRR)
and the North Central Texas Council of Governments (NCTCOG) to discuss
needed improvements at the railroad crossings at Sycamore St. (between Bell Ave.
and the DCTA Transit Center). UPRR representatives indicated that if the
improvements were to proceed, the construction of the crossings would need to be
split 50/50 between the City and UPRR. According to UPRR, the design and the
re-construction estimates will be provided at the end of February. Once the design
documents are received and reviewed, the funding is allocated, and the project is
approved, the construction period would last 120-180 days and construction would
be managed by UPRR. Staff contact: Mario Canizares
H. Yellow Light Intervals at Intersections with Red Light Cameras – A request was
made by City Council to examine adding 1 second to the yellow light intervals to
the signals designated in the City’s Red Light Camera Program. Previously, City
staff studied a similar request in late 2014. Staff developed a response in early
2015 through an Informal Staff Report which is attached. The 2015 yellow light
change interval study is still consistent with the guidelines and methodology
described in the current Federal and State mandated Manual on Uniform Traffic
Control Devices (MUTCD) and the Institute of Transportation Engineers’ (ITE)
Traffic Engineering Handbook.
Typically, yellow change intervals at all signalized intersections in the City
(including red light camera locations) are calculated using a conservative approach
that results in higher yellow time. Based on the recent request, the existing yellow
change intervals at all red light camera locations were reviewed by traffic
operations staff and were determined to be adequate for safe operation of vehicles
through these intersections. As such, increasing yellow change interval at these
locations is not recommended. It should be noted that if the yellow change interval
is increased, it may encourage drivers to use a portion of yellow time as an
extension of green time. This will result in higher number of vehicles traversing
through the intersection during the yellow change interval, thus creating unsafe
conditions. Also, increasing the yellow change interval will increase delay at each
intersection, thus exacerbating the traffic congestion and driver frustration at each
location. Staff contact: Mario Canizares
I. Point in Time Count – The annual Point-In-Time (PIT) Count was conducted
Thursday, Jan. 25. More than 80 volunteers showed up and conducted surveys
throughout the day in two-hour shifts from about 4 a.m. to 10 p.m. In addition,
organizers collected and distributed about 250 $5.00 gift cards and 200 DCTA
transportation passes worth about $1.50 each. The community contribution is over
$10,000 in volunteer time and donations for the 2018 PIT Count.
This year was the first year that the entire count was done through smart devices
using the Counting US mobile application (http://pointintime.info/countingus-
mobile-app/). While paper surveys have been used in the past, the switch to the
app provided important benefits, including the ability to geographically identify
the location of the person surveyed and real time data reporting as the surveys were
submitted. As a result, the organizers were able to review initial results in real time
as the day progressed.
NBC5 report Seth Voorhees covered the event, Here is a link to the story: Denton
County's Annual Homeless Population Count Determines Funding for Homeless
Services.
There were just over 300 surveys collected. As the data is analyzed, there will be
data quality checks to remove duplications and any ineligible surveys before a
final report is issued, so it is expected that the count will come in lower than the
first tally of surveys collected. Initial results do reflect a higher number of people
experiencing homelessness since the 2017 count, including a slight increase in
veteran and chronically homeless persons. The final report should be completed
by the Texas Homeless Network and distributed to the community in early spring.
Staff contact: Dani Shaw
J. DDC Clarion Assessment Memo – Please see attached a copy of Clarion’s DDC
Update Assessment Memo which provides a summary of the project background,
project themes developed for the DDC rewrite after numerous meetings and
interviews with project stakeholders, and an overview of Clarion’s recommended
proposed changes. It is anticipated that public drafts of the Administrative
Procedures and Development Standards will be completed and made available in
early February, with the public draft of the Consolidated Denton Development
Code Draft made available for review and comment sometime in late March.
Staff has distributed this memo to the development community and informed them
that additional communications will be forthcoming, including sharing the public
drafts and informing them when presentations and stakeholder meetings will be
held to provide an overview of the proposed changes. The document has also been
posted to the DDC webpage. Staff contact: Scott McDonald
K. Bicycle and Pedestrian Coordinator – The following is a status update to provide
clarification on filling some vacancies in the Capital Projects Department. The
vacant Bicycle and Pedestrian Coordinator position was moved to the Capital
Projects Department and will report to Pritam Deshmukh, Traffic Engineer. Under
this structure, the position will be more directly linked with our engineering and
street maintenance staff, which should greatly enhance project coordination and
delivery.
In regards to filling the vacancy, the position will continue to be titled Bike/Ped
Coordinator and the recruitment is currently underway through the City’s Human
Resources Department. The recruitment should take a few weeks and a person
should be hired in the March/April timeframe. To provide continuity of operations,
we are developing a 60-90 day contract with engineering firm Kimley Horn to
provide project management for the current sidewalk projects along Mulberry St.
at Carroll Blvd., Congress St. at Carroll Blvd., Oakland St. at E. Oak St., and City
Hall West. These projects will be completed by the end of February. Staff is also
working with Communications to be sure that all upcoming special programs and
activities are planned and communicated.
The City is also in the process of recruiting a Traffic Engineer that will also report
to Mr. Deshmukh. This position fills the vacancy of an employee that recently
retired. This vacancy allowed staff to work with CMO on reclassifying the vacancy
to a Traffic Engineer to assist in meeting the many traffic demands in Denton.
This recruitment will be posted the week of Jan. 29 and should be filled in the
March/April timeframe. Staff contact: Mario Canizares
L. Press Release Archive – The Public Affairs department has developed a press
release archive to maintain a central repository of all City press releases. Currently,
the archive contains 2017 and 2018 general City press releases. Due to staff
turnover in the PIO positions, staff is conducting a review to ensure that the 2017
archive is complete. Going forward, all press releases will be saved in the archive
so that when press release content rolls off the City’s main news webpage, it is
still available for anyone who needs to view older information. The archive is
available through the City’s website by going to the “News & Events” page and
clicking on the icon for “Press Release Archive.” Staff contact: Jessica Rogers
M. DTV Dyno Dirt Spot – DTV has worked together with Beneficial Reuse to create
a new Dyno Dirt spot as part of the 2018 marketing campaign. In a recent study
about TV commercials and how the good ones stand out from the pack, “humor”
was definitely the most-oft used word to describe what makes a spot memorable.
The other word that came up a lot was “jingle.” With that in mind, DTV produced
a new, engaging, and funny 30 second spot for the City’s Beneficial Reuse division
that highlights the benefits of Dyno Dirt, one of the City’s most popular programs.
You can watch the new Dyno Dirt spot through this link:
https://youtu.be/K51L459Px60. We will begin rolling this spot out across many
platforms immediately, including through our social media channels and
television. Staff contact: Billy Matthews
N. City Receives StormReady Renewal and Weather-Ready Nation Ambassador
Designation – The City of Denton received their fifth StormReady renewal at the
quarterly Denton Emergency Preparedness Advisory Council (DEPAC) meeting
on Wednesday, Jan. 24, at Central Fire Station. The presentation was made by
Mark Fox, Chief Warning and Coordination Meteorologist with the National
Weather Service.
StormReady uses a grassroots approach to help communities develop plans to
handle all types of severe weather. The program encourages communities to take
a new, proactive approach to improving local hazardous weather operations by
providing emergency managers with clear-cut guidelines on how to improve their
hazardous weather operations. To be officially StormReady, a community must:
Establish a 24-hour warning point and emergency operations center
Have more than one way to receive severe weather warnings and forecasts
and to alert the public
Create a system that monitors weather conditions locally
Promote the importance of public readiness through community seminars
Develop a formal hazardous weather plan, which includes training severe
weather spotters and holding emergency exercises.
The Weather-Ready Nation Ambassador™ initiative is the National Oceanic and
Atmospheric Administration’s (NOAA) effort to formally recognize NOAA
partners who are improving the nation’s readiness, responsiveness, and overall
resilience against extreme weather, water, and climate events. As a WRN
Ambassador, partners commit to working with NOAA and other Ambassadors to
strengthen national resilience against extreme weather. In effect, the WRN
Ambassador initiative helps unify the efforts across government, non-profits,
academia, and private industry toward making the nation more ready, responsive,
and resilient against extreme environmental hazards. Weather-Ready Nation
(WRN) is a strategic outcome where society’s response should be equal to the risk
from all extreme weather, water, and climate hazards.
Pictured in the photo above are Mark Fox, Chief Warning and Coordination
Meteorologist with the National Weather Service Office in Fort Worth,
Emergency Management Program Manager Mike Penaluna, and two UNT
emergency management student workers, Madison Diebler (left) and Hanin Al
Wardi (right). Staff contact: Mike Penaluna
O. Numbering System for Ordinances – At the Jan. 16 City Council meeting, Council
Member Ryan noted that ordinance numbers were not the same as File ID numbers
listed on the agendas. He asked if it was possible for the numbers to be the same
in order to facilitate searching for documents. Staff has researched the suggestion
and has determined that it would be feasible to assign the agenda File ID numbers
to the ordinances and resolutions, thus providing a searchable link between the
agenda and the approved documents. Staff will initiate the new numbering system
effective Feb. 6, 2018. Staff contact: Jennifer Walters
P. Downtown Mini Mall and Locust St. Sidewalk Update – Staff continues to assist
the owners of the building at 108 N. Locust (the Downtown Mini Mall). Staff
members from Fire, Economic Development, and Development Services
(including Historic Preservation and Building Inspections) have been in contact
with the owners and remain available to answer questions and guide the owners
through whatever steps are required once a final decision regarding the structure
is made and a permit application is filed.
At this time, the sidewalk remains closed due to the fencing along the front façade
of the building on Locust St. Since the Denton Black Film Festival is this weekend,
staff anticipates there will be an increase in both vehicle and pedestrian traffic
downtown. To ensure the safety of both pedestrians and visitors, the right lane of
Locust St. in this area will be closed starting Saturday, Jan. 27. Barricades will be
put up to allow pedestrians a safe, protected area through which to walk. Staff
contact: Mario Canizares
Q. Tech Services Phishing Attack Update – On Jan. 24, the City experienced a
phishing attack on our employees. The phishing attack originated from a local
engineering firm’s email account. Phishing attacks are typically fraudulent email
messages appearing to come from legitimate enterprises. In this instance,
employees were directed to a malicious website in an effort to divulge private
information. As a result, the City’s cyber incident response team was activated and
Denton Police Department was notified. The City’s cyber incident response team,
in conjunction with our security management and threat intelligence vendor, found
no breach of the internal network to include city applications and systems. As a
precaution, email passwords were reset. Staff contact: Melissa Kraft
III. Attachments
A. Crack Sealing Map
B. Clarion DDC Update Assessment Memo
IV. Informal Staff Reports
A. Aquatics Annual Report
B. Red Light Camera Program (2015 ISR)
V. Council Information
A. Council Requests for Information
B. Draft Agenda (Feb. 5 and Feb. 6)
C. Council Calendar
D. Future Council Items
E. Street Construction Report
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Crackseal - 2018
0 1 20.5
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Crackseal Concrete
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Centerline
Date: 1/22/2018
DISCLAIMER:
The City of Denton has prepared this map for departmental use. This is not an official map of the City of Denton and should not be used for legal, engineering, or surveying purposes, but rather for reference
purposes only. This map is the property of the City of Denton, and has been made available to the public based on the Public Information Act. The City of Denton makes every effort to produce and publish the
most current and accurate information possible. No warranties, expressed or implied, are provided for the data herein, its use or its interpretation. Utilization of this map indicates understanding and acceptance
of this statement.
Planning | Zoning & Land Use | Real Estate | Sustainability & Resiliency
Clarion Associates
303.830.2890
621 17th Street, Suite 2250
Denver, CO 80293
www.clarionassociates.com
MEMORANDUM
TO: Scott McDonald and Richard Cannone - City of Denton
FROM: Matt Goebel, Jim Spung, and Tareq Wafaie - Clarion Associates
DATE: January 19, 2018
RE: Denton DDC Update – Assessment Memo
This memo provides a summary of issues to be addressed in the Denton Development (DDC) update
project. The memo identifies high-level issues related to the DDC that were not addressed in the original
assessment report created in 2013, and summarizes the proposed structure and contents of all major
DDC chapters. The purpose of this memo also is to provide staff agencies and the public with an
additional opportunity to provide input on the proposed DDC content and structure.
PROJECT BACKGROUND
INITIAL PROJECT (2013)
The City of Denton began working with Clarion Associates in 2013 as part of a series of planning-related
activities, including development of the Downtown Implementation Plan (DTIP) and the new Denton
Plan 2030. While Denton Plan 2030 was being drafted, the city retained Clarion to assist with targeted
updates of the Denton Development Code (DDC) in order to help lay a strong foundation for
implementing the new citywide plan. The scoped DDC updates at that time included a comprehensive
reorganization and reformatting of the document, as well as targeted substantive updates focused on
immediate issues (primarily efficiency of the review process and removing barriers to infill and
redevelopment).
CURRENT SCOPE (2017)
The Denton Plan 2030 project was (adopted in early 2015) and city leadership recognized the
importance of aligning the DDC and other regulatory documents with the goals and objectives identified
in the new Denton Plan 2030. The scope of the DDC rewrite project was expanded to look
comprehensively at the entire code, rather than only the specific targeted updates identified in the
initial scope.
To help inform this new expanded scope, the Clarion team met with city staff and members of the
community during a series of meetings and stakeholder interviews. Those interviewed included city
staff, members of the City Council and Planning and Zoning Commission, and various stakeholders in the
development process (e.g., developers, business owners, neighborhood group representatives, and
development professionals such as engineers and planners).
Memo – Denton Development Code Update – Assessment Memo, p.2
As of December 2017, the revised scope included a four-part drafting process:
1. Districts and Uses (Module 1) – Public Draft delivered in May 2017
2. Administration and Procedures (Module 2) – Staff Draft delivered in September 2017
3. Development Standards Module (Module 3)
4. Consolidated Draft DDC
Those tasks are underway, with the first module drafted and presented to the public, and portions of
the second and third modules underway in the drafting process. A consolidated draft of the entire new
draft DDC is scheduled to be ready by late spring 2018.
PROJECT THEMES
These outreach efforts discussed above, which included numerous meetings and interviews with project
stakeholders, has helped inform the development of a set of new common themes for the DDC rewrite
project:
1. Focus on the Customer: Establish development processes and procedures that are predictable,
consistent, and efficient. Development Services serves a diverse customer base; it consists of its
residents, business owners, contractors, develops and those seeking to locate in Denton.
2. Build a Strong Foundation: Simplify the DDC to better align with Texas state statutes,
particularly procedures.
3. Tailor Development Standards to Specific Context and Area: Move away from a one-size-fits-all
approach toward a more tailored code that provides different standards for different character
areas. Place focus on a performance-based code rather than a prescriptive code.
4. Create New Tools to Provide Flexibility: Build flexibility into all areas of the DDC and empower
staff with more decision-making power to apply the code to unique circumstances, subject to
more clearly defined standards.
5. Protect Neighborhoods: Introduce standards that help protect established and historic
neighborhoods, particularly in transition areas near downtown, universities, and other major
institutional uses.
6. Coordinate Efforts: Coordinate the DDC rewrite project with other related City of Denton
efforts, including recent and ongoing updates to criteria manuals and drafting of new
ordinances.
FOCUS ON THE CUSTOMER
Customer service is the heartbeat of successful local governance. With good customer service, local
governments build relationships with members of the community and provide businesses and residents
with a sense of ownership of the city’s plans, policies, and regulations. Without quality customer
service, tensions run high and the community begins to mistrust their government. Development
Services has made customer service the highest priority.
An ideal development review process is one that is predictable and provides clear expectations to the
applicant, which the staff can administer consistently with clear direction, and where approvals of
development applications result in the desired built environment consistent with the community’s long-
range planning policies. In our experience, most developers prefer to build in communities where the
Memo – Denton Development Code Update – Assessment Memo, p.3
development review process is predictable and consistent, even if the process takes time. The
development process should be viewed as a partnership between the city and its residents and business
community.
Several in the development community believe the City of Denton has earned a poor reputation due to a
broken development review process and general lack of customer service. Staff should partner with
applicants to lead them through the development review process, rather than simply advising applicants
to follow the provisions of the DDC. The shared sentiment among several stakeholders is that the code
inspectors are inconsistent with their comments. In some cases, different inspectors are making
different comments on the same development projects. Stakeholders also noted that the DDC lacks the
clarity needed to avoid constant interpretation and negotiation.
Frustrations with the development review process may be generally categorized as follows:
• Conflicting and outdated information in the DDC and criterial manuals;
• Concerns with the development review process itself;
• Lack of customer service; and
• Inadequate interdepartmental coordination.
Development Services leadership is currently analyzing and implementing improvements to the permit
shop in Denton, a one-stop shop where applicants can gather information, submit applications, and
receive over-the-counter approvals. These efforts will help to alleviate some of the immediate concerns
raised by the development community related to the broken development review process.
BUILD A STRONG FOUNDATION
Texas state statutes establish the minimum procedural processes by which local governments can
approve certain land development projects. Over the years, Denton has adopted local standards that in
some cases are more stringent than what the minimum state law requires. For example, Denton
currently requires all development projects that involve public infrastructure improvements to have a
three-party agreement in place prior to issuing project permits. Establishing such an agreement can
introduce unnecessary project delays and consume staff time and resources. This requirement is not
mandated by Texas law and could be changed to a surety bond system, which is more common for local
governments. Generally, City leadership has suggested that any unnecessary procedural requirements
be identified and removed from the DDC to allow a more, predicable, streamlined, and efficient process.
In cases where the state grants municipalities the authority to impose additional standards (or to
provide flexibility) beyond the minimums prescribed, Clarion will recommend standards based on our
national experience and our work with Texas communities.
TAILOR DEVELOPMENT STANDARDS TO SPECIFIC CONTEXT AND AREA
Like much of the Dallas Metroplex, Denton has experienced rapid growth in the past 20 years. This
growth has diversified the built form and context of development in Denton. The city includes areas of
widely varying physical character, including the historic downtown core, established historic
neighborhoods, newer suburban-style subdivisions, auto-oriented commercial centers, large-scale
industrial projects, and agricultural land uses. However, the existing DDC generally has a uniform set of
standards that apply to these different types of places in the same manner.
A one-size-fits-all approach to development standards is particularly challenging because of the broad
range of land use patterns established in Denton. For example, minimum parking requirements may be
Memo – Denton Development Code Update – Assessment Memo, p.4
lower in a pedestrian-oriented environment like downtown, but auto-oriented environments like Rayzor
Ranch or the Golden Triangle may see more land dedicated to parking. Also, there is only one set of
landscaping standards, for instance – yet landscaping tools that are appropriate in the downtown may
be quite different than those suited to a suburban commercial center. Generally, infill and
redevelopment projects present different and unique challenges that may not be common with
greenfield development.
While it is important to establish baseline standards for the entire city, it is also important to recognize
different character areas and to allow a degree of flexibility in the DDC to allow city staff and the
development community to find reasonable solutions to unique challenges.
CREATE NEW TOOLS TO PROVIDE FLEXIBILITY
Effective codes set baseline minimum standards, but they must not be so strict that they inhibit
creativity by the private sector and stifle growth. Tools are needed to give planners and city officials
flexibility in how they apply the code and adapt it to each unique set of circumstances.
The current DDC has a tool in place intended to provide flexibility, but has not been effective in
achieving the desired outcome. The Alternative Development Plan (ADP) provides the option to deviate
from design criteria through a discretionary Planning and Zoning Commission procedure. It was
established as a means to provide greater flexibility to developers when the DDC was adopted in 2002,
and is used in a significant number of projects today. However, a significant number of stakeholders
expressed concerns with the ADP process, stating that it has turned into simply a mechanism to waive
the code and that ADPs are typically approved. Developers also argue that it is unpredictable. Planning
staff and the Planning and Zoning Commission observe that it more closely represents a variance
process. Others note that the trade-offs negotiated through this process rarely mitigate the issues
raised, and that they are often arbitrary. While it is important to ensure that a formal procedure for
administrative waivers in place, it is equally important to have built-in mechanisms throughout the DDC
that provide developers with options and flexibility by-right.
Moving forward, we recommend replacing the ADP process with new tools that provide flexibility but
also help address some of the concerns noted above. Specifically, we recommend introducing an
administrative adjustment tool to allow staff the ability to approve minor deviations from certain
numeric standards where additional flexibility is needed but the overall intent of the code is still met.
The new DDC will include such a tool for discussion purposes. Other tools for flexibility may include
more menu-based standards, such as a potential landscaping point system, enhancing the intent of the
code through performance options rather than prescriptive means.
PROTECT NEIGHBORHOODS
Allowing and promoting infill and redevelopment requires a delicate balance between encouraging
economic development within the city while maintaining the fabric of existing and surrounding
neighborhoods. Typical concerns from neighborhoods in or near commercial districts include parking
and loading; pedestrian safety and overall walkability; traffic generation; aesthetic value of new
development; scale of new development; and nuisance pollutants from light, air, and noise.
A key goal in the DDC update will be developing tools where possible to help protect established
neighborhoods and historic districts from the impacts of infill projects while not stifling new growth
altogether, including increased notification requirements and required pre-application neighborhood
compatibility meetings for major application types or improvements. Many concerns from the
neighborhoods revolve around traffic and parking. Neighborhood groups in Denton expressed interest in
Memo – Denton Development Code Update – Assessment Memo, p.5
enhancing partnerships with local developers and the universities to approach infill and redevelopment
from common ground. They want to see investment, redevelopment, and mixed-use transition
gradually and positively into residential districts. However, protecting the long-standing neighborhoods
from the adverse impacts of new development is paramount.
SYNCRONIZE REGULATORY TOOLS AND IMPROVE INTERNAL PROCESSES
Managing ongoing updates and changes to local government regulations can be challenging, especially
when those changes are happening simultaneously across several departments. It is critical that
regulatory standards and information provided to the public by all city departments be consistent and
that communication and coordination among departments effective. The following paragraphs describe
how coordinating efforts among departments will improve the efficient administration of the new DDC.
Criteria Manual Updates
Denton has adopted several criteria manuals that contain technical design and engineering standards,
much of which is too detailed to include in the DDC. There are multiple references to these design
criteria manuals in the current DDC. For example, Section 35.21.6 refers users to the Water and
Wastewater Design Criteria Manual for details related to sanitary sewer system design. Often, the
regulations stated in the design criteria manuals are identical to or overlap with the regulations within
the DDC, which can lead to inconsistencies when one ordinance or manual is amended without
amending the other. These provisions will be removed from the DDC and included in the appropriate
criteria manuals. Additionally, the criteria manuals will have an annual date for effective updates. This
process will create a means for community input, adoption, and an effective date, thus more
predictable. City departments are currently in the process of, or have recently completed, updates to
their respective criteria manual. To ensure consistency among city departments, it is important that
ongoing efforts to update existing ordinances, criteria manuals, and other documents are coordinated.
Ordinance Updates
Denton staff is currently drafting several ordinance updates that impact development in Denton,
including a tree ordinance, an environmentally sensitive areas ordinance, and the historic preservation
ordinance. City staff and the Clarion team will need to coordinate the integration of these updates into
the larger DDC document. For example, the historic preservation ordinance could be incorporated as its
own subchapter, or its content could be weaved into existing sections of the DDC. Having a subchapter
dedicated to historic preservation would allow users to gather information from one place, while
integrating the standards throughout the DDC would allow users to see how historic preservation ties
into several elements of development. This should be discussed in greater detail as these updates near
adoption. Additionally, the ordinances should be reviewed alongside the new DDC to ensure there are
no inconsistent practices, policies, or standards that would cause conflicts or confusion.
Interdepartmental Coordination
Several stakeholders have expressed concern regarding a general lack of interdepartmental coordination
and communication in Denton. Each department tends to work independently from each other when
reviewing submitted applications and requests. This break-down in interdepartmental communication
coupled with vague and sometimes contradictory DDC requirements and overlapping standards in
department criteria manuals, has created a recipe for a frustrating development review process for both
staff and the applicant. Establishing clear and objective standards in the DDC that minimize the need for
interpretation by staff will help minimize inconsistent and contradictory plan review comments among
plans examiners; however, current internal procedures and processes are under review to ensure
interdepartmental coordination with projects.
Memo – Denton Development Code Update – Assessment Memo, p.6
ANNOTATED OUTLINE OF NEW DDC
This section provides an overview of our recommendations for the proposed structure and general
content of the new DDC and is intended to provide a roadmap for organizing and drafting updates to the
DDC. It also serves as a framework for further discussions with the city about key development
regulation issues. In several places, we have noted “further discussion” to flag specific topics.
SUBCHAPTER 1: GENERAL STANDARDS
This subchapter includes the provisions that apply to the entire Code. Major elements include:
• Overall DDC purpose and intent.
• Applicability and jurisdiction of the DDC.
• Nonconformities (including nonconforming lots, uses, and structures).
o Further discussion: To what extent should nonconformity provisions be amended, expanded,
or relocated?
o Further discussion: Discuss whether or not nonconforming signs should be addressed in the
DDC or remain in the Code of Ordinances, Section 33.10.
• Enforcement procedures and penalties.
• Standards addressing issues related to the transition from the current DDC to the new DDC.
Major Proposed Changes
• Consider updates to thresholds for when certain development standards apply to
redevelopment of nonconforming properties.
• Eliminate the special exceptions procedure and any other procedure not supported by an
authorizing ordinance or state statute.
SUBCHAPTER 2: ADMINISTRATION & PROCEDURES
This subchapter describes the process for reviewing and approving development applications in Denton.
Content will draw in part from the existing Subchapter 3, Procedures, and Subchapter 4, Boards,
Commissions, and Committees. Major elements include:
• Descriptions of review and decision-making bodies – including their composition and procedural
operations.
• Descriptions of application types – including review procedures required, public notice
requirements, and the review and decision-making authorities associated with each.
• Common review procedures that apply to most development application types.
• Application-specific procedures.
• Increased notification requirements and neighborhood compatibility meetings for specific
application types or improvements.
• To replace the current Alternative Development Plan process, introduce a new procedure to
authorize decision-makers to make specific minor adjustments to numeric code standards when
certain criteria are satisfied.
Memo – Denton Development Code Update – Assessment Memo, p.7
• Relocate historic preservation-related procedures to Subchapter 4, Overlay and Historic
Districts, which will carry forward the updated preservation ordinance (currently in review).
• Further discussion:
o Discuss with City Attorney’s Office whether or not the special exception procedure should
be carried forward and the applicability and/or the necessity of that tool.
Major Proposed Changes
• Generally, revise procedural standards to align with the requirements in the Texas Local
Government Code. Remove unnecessary procedural steps not required by TLGC.
• Avoid repetition and eliminate conflicting information among different development application
types.
• Introduce common review procedures to establish a consistent and predictable review process
for common applications.
• Designate the “Director” as the authority of administrative decisions for the DDC.
• Increase flexibility by providing staff with more administrative decision-making authority, within
defined parameters, and under the direction of the Director.
• Relocate site plan review procedures from Subchapters 13 and establish new thresholds for
when a site plan review is required and the elements to be included.
• Reconcile inconsistencies with design manuals, administrative manuals, and ongoing ordinance
amendments being drafted by staff.
• Convert the role of the DRC to that of a Development Advisory Committee (DAC).
The following table summarizes the current draft of the proposed review procedures and approval
bodies for application types in Denton. As the drafting continues, comments are welcome and
encouraged on this proposed overall structure.
Summary Table of Procedures
R = Review/recommendation D = Decision A = Appeal [R/D/A] = Public hearing required <R/D/A> = Public meeting required
√ = Neighborhood meeting recommended X = Required
Application Review Procedure
(Each procedure is subject to the
common review procedures and also
the specific requirements and
criteria in the referenced section).
Code
Section
Public Notice
Required
Applies
within the
ETJ?
(Y or N)
City
Staff
Planning &
Zoning
Commission
City
Council
Board of
Adjustment
Historic
Landmark
Commission Neigh. Meeting Online posting Mailed Notice Published Notice Posted Notice DEVELOPMENT PERMITS AND PROCEDURES
Specific Use Permit √ X X X X R [R] [D]
Site Plan Review X D A
Vested Rights X Y D A
Watershed Protection
Permit X D A
Gas Well Development Site
Plan See Subchapter 22 (35.5.10.4) (Administrative Approval by the Gas Well Administrator)
Memo – Denton Development Code Update – Assessment Memo, p.8
Summary Table of Procedures
R = Review/recommendation D = Decision A = Appeal [R/D/A] = Public hearing required <R/D/A> = Public meeting required
√ = Neighborhood meeting recommended X = Required
Application Review Procedure
(Each procedure is subject to the
common review procedures and also
the specific requirements and
criteria in the referenced section).
Code
Section
Public Notice
Required
Applies
within the
ETJ?
(Y or N)
City
Staff
Planning &
Zoning
Commission
City
Council
Board of
Adjustment
Historic
Landmark
Commission Neigh. Meeting Online posting Mailed Notice Published Notice Posted Notice SUBDIVISION PROCEDURES
General Development Plan X Y R <D>
Preliminary Plat X Y R <D>
Final Plat X Y R <D>
Minor Plat – Minor Replat X Y D At Director
discretion
Replat X X X X Y R [D]
Amending Plat X Y D At Director
discretion
Vacating Plat X Y R <D>
Development Plat X Y D
Conveyance Plat X Y R <D>
FLEXIBILITY AND RELIEF PROCEDURES
Variance – Zoning or Sign √ X X X X R [D]
Variance – Subdivision √ X X X X R [D] [A]
Administrative Adjustment X D At Director
discretion A
Alternative ESA Plan √ X X X X [R] [D]
Religious Freedom √ X X X X Y [D]
HISTORIC PRESERVATION PROCEDURES
Certificate of
Appropriateness,
Administrative
See Subchapter 4, Overlay and Historic Districts
Certificate of
Appropriateness, Standard
Certificate of Demolition
Certificate of Designation
Historic Conservation
District Designation
Historic Landmark
Designation
PLAN AND ORDINANCE AMENDMENTS
Annexation Pursuant to TLGC Y R [D]
Comprehensive Plan
Amendment √ X X X X Y R [R] [D]
Zoning Amendment √ X X X X R [R] [D]
Special Sign District √ X X X X R [R] [D]
Memo – Denton Development Code Update – Assessment Memo, p.9
SUBCHAPTER 3: ZONING DISTRICTS
This subchapter describes the base zoning districts, special purpose districts, and planned development
district in Denton. Major elements include:
• Purpose statements for each zoning district.
• Graphics that illustrate the general character of the district and demonstrate the basic
dimensional standards.
• Consider carrying forward the contents from Subchapter 5, Zoning Districts and Limitations, and
portions of Subchapter 7, Special Purpose and Overlay Districts.
Major Proposed Changes
The Public Draft of Module 1 delivered to the City in May 2017 contains detailed footnotes identifying
changes to the current Subchapter 3. The following summarizes key changes presented in Module 1 and
additional changes that may be considered prior to adoption of the new DDC.
• Consolidate zoning districts with similar standards and/or similar purpose and intent
statements.
• Eliminate zoning districts that are rarely applied, or in some cases have never been applied.
• Establish new zoning districts that help Denton carry out the Denton Plan 2030.
• Rename zoning districts for consistency and to more intuitively reflect the intent of the district.
• Create a new residential zoning district (R4) that caters to established historic neighborhoods
with small lots (50 ft x 100 ft) that do not meet current zoning district dimensional
requirements. This district would allow increase lot coverage and a variety of residential housing
types (single family, duplex, triplex, four-plex, and accessory dwelling units).
• Introduce distinct and elevated location-specific standards for developments along corridors
within the proposed MN and MD zoning districts.
• Replace density metrics with dimensional requirements that achieve the same intent (building
height, setbacks, lot coverage, etc.).
The following table summarizes the proposed changes to the current zoning district lineup including
consolidations, eliminations, and additions:
Current vs. Proposed Denton Zoning Districts
Current District Proposed District
RESIDENTIAL DISTRICTS
RD-5 Rural Residential
RR – Residential Rural A Agriculture
RD-5X Rural Residential
RC Rural Commercial ---
NR-1 Neighborhood Residential 1 R1 – Residential Large Lot
NR-2 Neighborhood Residential 2 R2 – Residential Medium Lot NR-3 Neighborhood Residential 3
NR-4 Neighborhood Residential 4 R3 – Residential Small Lot
Memo – Denton Development Code Update – Assessment Memo, p.10
Current vs. Proposed Denton Zoning Districts
Current District Proposed District
NR-6 Neighborhood Residential 6 R4 – Residential Urban
MIXED-USE DISTRICTS
NRMU-12 Neighborhood Residential Mixed Use 12 MN – Mixed-Use Neighborhood NRMU Neighborhood Residential Mixed Use
DR-1 Downtown Residential 1 ---
DR-2 Downtown Residential 2 ---
DC-N Downtown Commercial Neighborhood MD – Mixed-Use Downtown Core DC-G Downtown Commercial General
CM-G Community Mixed Use General ---
CM-E Community Mixed-Use Employment ---
RCR-1 Regional Center Residential 1
MR – Mixed-Use Regional RCC-N Regional Center Commercial Neighborhood
RCR-2 Regional Center Residential 2
RCC-D Regional Center Commercial Downtown
COMMERCIAL CORRIDOR DISTRICTS
--- HC – Highway Commercial
--- SC – Suburban Corridor
EC-C Employment Center Commercial GO – General Office
EC-I Employment Center Industrial LI – Light Industrial IC-E Industrial Center Employment
IC-G Industrial Center General HI – Heavy Industrial
--- PF – Public Facilities
MPC Master Planned Community PD – Planned Development
OVERLAY DISTRICTS
Denton Municipal Airport Overlay District MAO – Municipal Airport Overlay
Fry Street Overlay District Replaced by small area plan – currently underway
Rayzor Ranch Overlay District RRO – Rayzor Ranch Overlay
Infill Special Purpose District
Unicorn Lake Overlay District ULO – Unicorn Lake Overlay
Oak-Hickory Historic District OHH – Oak-Hickory Historic District
Bell Avenue Historic Conservation District BHC – Bell Avenue Historic Conservation District
West Oak Area Historic District WOH – West Oak Area Historic District
SUBCHAPTER 4: OVERLAY AND HISTORIC DISTRICTS
This subchapter describes the overlay districts in Denton, each of which is listed in the table above. For
those districts being carried forward, the subchapter will be based on the current Subchapter 7, Special
Purpose and Overlay Districts.
Memo – Denton Development Code Update – Assessment Memo, p.11
Major Proposed Changes
• Carry forward and re-organize the content in the current overlay districts to match the structure
and format of the new DDC as provided in the table above.
• Fold in the historic district ordinance amendments currently underway by staff.
SUBCHAPTER 5: USE REGULATIONS
This subchapter includes standards regulating the use of land in Denton. Major elements include:
• A consolidated table of permitted uses with levels of permission for each land use type in each
base zoning district.
• Use-specific standards for land use types that require special standards (called limitations in the
current DDC).
• Standards for accessory and temporary uses and structures, wireless telecommunication
facilities, and gas well drilling and production.
• Consider carrying forward the contents from Subchapter 6, Specific Uses; Subchapter 8, Group
Homes; Subchapter 9, Manufactured Homes; Subchapter 10, Sexually-Oriented Businesses; and
Subchapter 22, Gas Well Drilling and Production.
Major Proposed Changes
The Public Draft of Module 1 delivered to the City in May 2017 includes proposed changes to the DDC.
The following is a summary of the key changes proposed in Module 1:
• Create use categories and subcategories to organize specific use types in a logical way, making
future land use determinations more streamlined.
• Consolidate like land use types, eliminate archaic use types, and introduce new use types that
will help implement the Denton Plan 2030.
• Replace the current “limitation” system with cross-references to use-specific standards.
• Update use-specific standards for existing and new use types to address potential land use
impacts.
• Define new multi-family dwelling types (triplex, fourplex, etc.) to encourage “missing middle”
products and neighborhood compatibility.
• Respect built conditions by ensuring the levels of permission in the table of permitted uses are
appropriate for each zoning district and the built context.
SUBCHAPTER 6: DEVELOPMENT STANDARDS
This subchapter consolidates several current DDC subchapters that contain standards and regulations
associated with physical layout and design of development. Major elements include standards for: site
preparation and land-disturbance, environmentally sensitive areas, site drainage, access and circulation,
off-street parking and loading, landscaping, tree preservation, buffering, fencing, site design, building
design, exterior lighting, electric standards, water and wastewater, and any operational and
maintenance standards as outlined in criteria manuals.
Memo – Denton Development Code Update – Assessment Memo, p.12
Major Proposed Changes
Generally
• Tailor development standards for specific contexts and areas in Denton.
• Review and update thresholds for redevelopment and what activities trigger compliance
with specific sections of the DDC.
• Relocate more technical material to an administrative manual or another criteria manual.
• Reorganize the development standards subchapter, moving from broad standards related to
site preparation and ending with more specific standards such as lighting and landscape
design.
• Consider elevated compatibility standards for neighborhood interface areas (historic and
university areas).
• Include more graphics and tables where possible to improve user-friendliness.
• Integrate neighborhood protection standards throughout the DDC to prevent negative
impacts of harmful influences such as abrupt contrasts of scale and intensity and
incompatible land uses.
• Relocate signage standards outside of the DDC to the Code of Ordinances.
• Discuss whether there is existing capacity to administer and enforce new standards
• Discuss whether standards should apply citywide, or only to certain types of developments
or zoning districts.
• Discuss if there are scenarios where these standards would not apply – e.g., infill and
redevelopment sites.
Land-Disturbing Activities
• Overhaul the current Subchapter 18, Land Disturbing Activities, by relocating content
related to procedures to Subchapter 2 and removing requirements from the DDC that are
administered through a building permit or other criteria manual.
Environmentally Sensitive Areas
• Currently being drafted by staff; the adopted ordinance will be folded into the new DDC and
replace current Subchapter 17, Environmentally Sensitive Area.
Drainage Standards
• Carry forward most of the standards from current Subchapter 19, Drainage Standards with
no major substantive revisions.
• Relocate content specific to subdivisions, procedures, or other topics to their corresponding
section of the DDC.
Landscaping, Screening, Buffering, and Fences
• Introduce simple buffering standards to minimize impacts of incompatible land uses.
• Introduce standards and/or incentives focused on water conservation and improving
stormwater quality through low-impact landscape design and xeriscaping.
• Develop landscaping standard options by which the Director is given authority to evaluate
landscaping plans with more flexible standards.
Memo – Denton Development Code Update – Assessment Memo, p.13
• Create standards addressing fencing materials and quality, fence height, and perimeter
fencing associated with new development and redevelopment.
• Fold new tree ordinance into the DDC that is currently being drafted by city staff.
• Discuss if parking lot landscaping standards should be located in the parking section or with
the landscaping standards.
Access and Circulation
• Update standards related to internal circulation, connections between developments, and
multi-modal considerations on a site.
• Relocate street design and vehicular circulation standards to the subdivision standards with
a cross-reference as appropriate.
• Consider carrying forward the contents from current Subchapter 20, Transportation.
Parking and Loading
• Review and update current parking minimums and maximums (or eliminate maximums for
some uses) and establish a table of required parking ratios consistent with the new use
table.
• Introduce alternative parking standards for flexibility (credits for shared parking, off-site
parking, parking proximate to transit, structured parking, carpool/vanpool parking, etc.).
• Enhance parking lot location and design standards to emphasize walkability and multi-modal
circulation in and around parking areas
• Refine location of parking areas by zoning district, with stricter requirements in pedestrian-
oriented mixed-use districts.
• Update parking lot landscaping and screening standards to reflect best practices and low-
impact development and stormwater management.
• Consider carrying forward the contents from current Subchapter 14, Parking Standards.
• Consider requirements for bicycle parking areas.
Building and Site Design
• Establish a distinct section within the DDC addressing site and building design.
• Develop additional standards related to how buildings are situated on corners, and how
large developments with three or more buildings shall organize units around a central
courtyard, plaza, or other type of common open space.
• Consider standards addressing the location and design of garages and carports to avoid the
prominence of garages where appropriate (i.e., rear entry where alleys exist, front-loaded
garage width maximums and setbacks, garage placement to maximize walkability,
aesthetics, etc.).
• Expanded and strengthen standards related to façade articulation, breaking up planes, and
roof form variation.
• Improve fenestration requirements by customizing standards dependent on the type of
building (e.g., mixed-use, multifamily) and the zoning district (e.g., nonresidential and
mixed-use).
Memo – Denton Development Code Update – Assessment Memo, p.14
• Enhance building design standards for duplexes.
• Discuss what the desired level of quality for development is (industrial, commercial, mixed-
use, downtown, multi-family, single family, etc.).
• Discuss whether or not an exterior metal finish appropriate. If so, under what
circumstances?
• Consider carrying forward the contents from current Subchapter 13, Site Design Standards.
Exterior Lighting
• Expand the current minimal standards for light and glare found in Section 35.13.12.
• Establish exterior lighting requirements including types of lighting, illumination
requirements, and dimensional requirements for lighting.
Electric Standards
• Carry forward most of the standards from current Subchapter 24, Electric Standards, with no
major substantive revisions.
• Relocate content specific to subdivisions, procedures, or other topics to their corresponding
section of the DDC.
Water and Wastewater
• Carry forward most of the standards from current Subchapter 21, Water and Wastewater
Standards, with no major substantive revisions.
• Relocate content specific to subdivisions, procedures, or other topics to their corresponding
section of the DDC.
SUBCHAPTER 7: SUBDIVISION REGULATIONS
This subchapter contains the regulations that deal with the subdivision of land within Denton. Major
elements include platting procedures and other specific requirements related to public improvements
associated with serving new developments. The subchapter will be based on the requirements
contained in the Texas Local Government Code.
Major Proposed Changes
• Coordinate lot and block standards with lot and building standards of the proposed lineup of
zoning districts.
• Relocate content specific to procedures to the Administration and Procedures section of the
DDC.
• Introduce flag lot and irregular lot standards.
• Create standards and incentives for conservation and/or cluster subdivisions.
• Discuss possible incentives to encourage conservation and efficient subdivision design (e.g.,
flexible lot sizes, increased building lot coverage, etc.).
• Streamline and eliminate inconsistencies within the current DDC, municipal code and the Texas
Local Government Code.
• Explore the use of a development plat for nonresidential development.
Memo – Denton Development Code Update – Assessment Memo, p.15
• Explore lot line adjustments, unity of title, and declarations in lieu of unity of title as alternate to
replatting as a way to streamline the process and length of time.
SUBCHAPTER 8: DEFINITIONS
This subchapter includes definitions of terms used throughout the DDC. It will be based generally on the
existing Subchapter 23, Definitions.
Major Proposed Changes
• Consolidate, add to, and revise definitions to ensure there are no duplicates or conflicts.
• Remove unused terms.
• Relocate standards from definitions to the corresponding DDC section.
• Simplify and revise definitions for clarity.
Date: January 26, 2018 Report No. 2018-010
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT:
Fiscal Year 2016 – 2017 Aquatic Center Annual Report
BACKGROUND:
As part of the agreement between the City of Denton and the Denton Independent School
District (DISD) regarding the operations of the Aquatic Center, an annual report is prepared by
Parks and Recreation staff at the end of each fiscal year outlining program and financial
information. Highlights in the report include the opening of the new wave pool, fee schedule
adjustments for Water Works Park (WWP) and the Natatorium (NAT), increased revenues at
WWP, a decrease in NAT revenue, and increased daily admissions at the NAT. Construction on
the new concession stand building was also completed in 2017 and will be open for the 2018
swim season.
An assessment of the Aquatic Center’s operations is currently underway. Parks and Recreation
staff are working closely with DISD representatives and a team from PROS Consulting to
perform the assessment. It will include an analysis and inventory of the current aquatics facilities
operational and financial models and determine current and anticipated demand for aquatic
facilities and programming as well as current supply to meet demands. The assessment will also
provide “next” practices and implementation strategies to achieve strategic objectives. A final
report is expected by the end of March 2018. If you have any questions or require additional
information, please let me know.
ATTACHMENT(S):
Fiscal Year 2016 – 2017 Aquatic Center Annual Report
STAFF CONTACT:
Laura Behrens
Interim Director of Parks and Recreation
Laura.Behrens@cityofdenton.com
UNITE, GROW, PLAY! | 1
AQUATIC CENTER
CITY OF DENTON | ANNUAL REPORT, FY 2016-2017
Happiness Comes In Waves
2 | UNITE, GROW, PLAY!
Denton Aquatic Center is a joint use
agreement facility between the City
of Denton and Denton Independent
School District.
MISSION | PARKS AND REC
To unite and grow lives by preserving
parks and encouraging play.
MISSION | DENTON ISD
Empowering lifelong learners to be
engaged citizens who positively impact
their local and global community.CIRCA 2003
UNITE
GROW
PLAY
Denton NAT and Water Works Park, 2400 Long Rd., Denton, TX | (940) 349-8800 | www.dentonparks.com 3
FISCAL YEAR2016-2017
CONTENTS Year-End Operational
and Financial Report
4 | Executive Summary
6 | NAT and WWP Impact
8 | NAT Highlights
9 | WWP Highlights
10 | FY16-17 Performance Adjustments
14 | FY17-18 Efficiency Impacts
15 | FY17-18 Looking Ahead
17 | Aquatic Center Summary
18 | NAT and WWP Comparison Reports
20 | Revenue and Expense Report
21 | Combined Resource Summary
22 | Combined Expenditure Summary
23 | Expenditure Details Report
24 | FY15-16 vs FY16-17 Comparison
26 | Warranty, Maintenance, & Repair
28 | Capital Maintenance and Replacement
29 | Awards, 2003-2017
30 | Recruitment, Training, & Development
32 | FY16-17 Schedule of Fees
34 | Marketing Highlights
DENTON AQUATIC CENTER
Denton Aquatic Center is comprised of
Denton Natatorium and Water Works Park
and is located at 2400 Long Rd. on the northwest
corner of Loop 288 and Sherman Drive.
Circa 2003, the center was built on a 17-acre section
of the C.H. Collins Athletic Complex adjacent to the
stadium and home to Denton Independent School
District’s (DISD) swim and water polo teams.
At the end of each fiscal year, any deficit generated
by the combined revenues and expenditures
of the NAT and WWP are equally shared on a
50 percent basis between the City of Denton and DISD.
THE NAT | DENTON NATATORIUM
The NAT is a two-story indoor aquatic center
with a competition pool, lap lanes, three diving
boards, and a leisure pool with a giant water slide.
The NAT is open year-round and serves
DISD students and families, as well as
residents and nonresidents.
WWP | WATER WORKS PARK
The water park is adjacent to the indoor pool
and has four giant slides, a lazy river, a children’s
water play pool with interactive features,
two toddler slides, ten cabanas, a gift shop,
two outdoor pavilions, a sand volleyball court,
and a NEW 13,308 sq ft wave pool.
Funding for the wave pool and concession
stand was approved as part of the 2014
Capital Improvement Bond package
and has cost approximately $2.6 million.
The NEW 1,425 sq ft concession stand
will open summer 2018.
EXECUTIVESUMMARY
4
5
IMPACTKids, teens, and adults served in FY16-17
46,570
Daily Public Swimmers Served
33,692
DISD Swimmers/Guests Served
16,536
Swim Lesson Participants Served
7,367
Water Aerobics Participants Served
6,553
Party/Rental Guests Served
4,151
US Masters Swimmers Served
1,517
Water Therapy Participants Served
77,371
Daily Public Swimmers Served
8,411
After Hours Guests Served
1,461
Party/Rental Guests Served
1,546
Splish Splash Guests Served
1,036
Program Participants Served
895
Denton Camp Kids Served
699
Multi-sport Athletes Served
DENTON NATATORIUM WATER WORKS PARK
6 | UNITE, GROW, PLAY!
NAT ATTENDANCE COMPARISON
g NAT Attendance | Daily admission increased 23% and the total annual attendance
increased by 4,629 due to increases in daily admissions, water aerobics, and DISD
swim team practices between four high schools. DISD opened Braswell High School,
making the NAT home to four DISD high school varsity and JV swim teams.
g DISD Water Safety Education | Ginnings Elementary School brought 206 students
to the NAT for swim lessons and water safety instruction. McMath Middle School
brought 38 students as part of their Science Expo class.
g DISD Special Education | Strickland Middle School, Nelson Elementary, and
Borman Elementary brought 26 students and 15 instructors twice per week.
138,529
SERVED
FY16-17 HIGHLIGHTS | NAT Attendance
IMPACTS AND HIGHLIGHTS
NAT Attendance FY15-16 FY16-17 Net
Increase or Decrease
Percent
Increase or Decrease
Admissions 37,986 46,570 8,584 23%
Swim Classes 19,789 16,536 (3,253)(16%)
Water Aerobics 5,981 7,367 1,386 23%
Water Therapy 1,539 1,517 (22)(1%)
DISD & ISD Club 32,841 33,692 851 3%
Birthday Parties 4,200 2,863 (1,337)(32%)
US Masters Swim 5,486 4,151 (1,335)(24%)
Rentals 4,386 3,690 (696)(16%)
Other 7,346 7,301 (45)(0)
UNITE, GROW, PLAY! | 7
g DISD Aquatics Club | 370 swimmers enrolled across four sessions
generating an attendance of 3,692. DISD manages all club revenues
and expenditures and recorded $49,003 in gross revenue, $45,162
in expenditures, and $3,841 in net profi t.
DISD Aquatics Club History | May 2010, DISD expanded NAT usage
with the development of the DISD Aquatics Club. The club includes swim
team practices/meets and water polo practices/meets for students ages
10 and under and ages 11 and over. Registration is open to the public.
g Lifeguard Course | 200 NEW lifeguards were certifi ed by Denton Parks and Rec
staff through American Red Cross training courses and 100 additional lifeguards
were recertifi ed due to mandatory updates released by the American Red Cross.
g Fee Changes | NAT passes and daily admission were revised. The NAT
family pass was discontinued and a discount was off ered if four or more
individual passes were purchased at the same time.
g Water Aerobics | The stand-alone water aerobics membership pass
was discontinued and classes were added as an amenity to the NAT pass.
g Program Addition | Staff added a Homeschool Denton Dolphins
Swim Team session to fall programs.
g Contract Service | Contracted custodial services, eff ective July 1, 2017.
NAT Revenue | FY16-17 HIGHLIGHTS
NAT REVENUE COMPARISON
NAT Revenues FY15-16 FY16-17 Net
Increase or Decrease
Percent
Increase or Decrease
Admissions $135,678 $122,628 ($13,050)(10%)
Aquatic Programs 263,674 246,657 (17,017)(6%)
Rentals 78,708 69,197 (9,511)(12%)
Merchandise 3,231 1,155 (2,076)(64%)
Concessions 5,201 2,565 (2,636)(51%)
Vendor Commission 248 40 (208)(84%)
Miscellaneous (495) (11)484 (98%)
Total $486,245 $442,231 ($44,014)(9%)
IMPACTS AND HIGHLIGHTS
8 | UNITE, GROW, PLAY!
g Admission Attendance Increase | WWP daily admission increased 6% or 4,386.
g NEW Wave Pool | A NEW 13,308 sq ft wave pool opened July 8 increasing
park capacity by over 800.
g Participation Impact | Total annual attendance increased by 1,567 due to
increases in WWP Triathlon and Splash and Dash participation and attendance,
as well as program attendance for river robics and kayaking classes.
g Inclement Weather | WWP was impacted 23 of the 86 days scheduled to be open.
g Operational Impact | Due to changes to the DISD school calendar,
WWP was opened three fewer days than the previous year.
93,998
SERVED
FY16-17 HIGHLIGHTS | WWP Attendance
WWP Attendance FY15-16 FY16-17 Net
Increase or Decrease
Percent
Increase or Decrease
Admissions 72,985 77,371 4,386 6%
After Hour Rentals 10,329 8,411 (1,918)(19%)
Birthday Parties 1,705 1,461 (244)(14%)
Splish Splash Storytime 1,982 1,546 (436)(22%)
Denton Parks & Rec Camps 1,228 895 (333)(27%)
Special Events-Triathlon 635 699 64 10%
River Robics and Kayaking 988 1036 48 5%
WWP ATTENDANCE COMPARISON
IMPACTS AND HIGHLIGHTS
g Operational Impact |
WWP was opened three fewer days than the previous year.
UNITE, GROW, PLAY! | 9
g Revenue Increase | Overall net increase 20% or $168,141.
g Admission Revenue Increase | Admission net increase 26% or $152,010.
g Concession Revenue Increase | Concessions net increase 14% or $16,292.
g NEW Wave Pool | A NEW 13,308 sq ft wave pool opened July 8 and the
newly constructed concession stand will open summer 2018.
g Fee Changes | A new season pass fee structure was implemented and daily
admission rates were increased to cover operating expense increases due to
the construction of a new wave pool and concessions.
g Fee Adjustments | Due to wave pool and concession construction delays,
season passes and daily admission refl ected last year’s rates and the new
fee changes were not implemented until the wave pool opened. This strategy
resulted in an increase in family season pass sales from the previous year.
g Event Revenue Increase | WWP hosted the second annual USAT sanctioned
WWP Triathlon and youth Splash and Dash with an increase in participants
and guest attendance resulting in $18,232 in revenue.
g Contractor Revenue | Snow cone vendor contract generated $4,708 net profi t.
WWP Revenue | FY16-17 HIGHLIGHTS
Revenues FY15-16 FY16-17 Net
Increase or Decrease
Percent
Increase or Decrease
Admissions $574,610 $726,620 $152,010 26%
Rentals 85,130 81,504 (3,626)(4%)
Gift Shop 14,632 13,295 (1,337)(9%)
Locker Rentals 9,977 8,212 (1,765)(18%)
Concessions 119,445 135,737 16,292 14%
Aquatic Programs 22,045 28,546 6,501 29%
Vendor Commission 4,642 4,708 66 1%
Total $830,481 $998,622 $168,141 20%
WWP REVENUE COMPARISON
IMPACTS AND HIGHLIGHTS
10 | UNITE, GROW, PLAY!
Revised fees on the
WWP concessions
menu that resulted
in a $16,292
revenue increase.
Adjusted WWP season
pass and admission
fees and generated a
$152,010 increase in
admission revenues.
13,308 SQ FT WAVE POOL OPENED
The wave pool, surrounding deck,
and new shade structures increased
park capacity by over 800 guests
Increased effi ciency
and reduced
maintenance costs with
parking lot UV light
replacements.
60% cost recovery
3% increase
from FY 15-16
Increased cost recovery
and salary savings via
supplemental package
for position approvals.
Increased hiring
effi ciency by hosting
a job fair in February that
resulted in 75 temp
seasonal interviews.
Discounted WWP season
pass and admission
due to wave pool
construction delays;
discount expired July 10.
Lifeguard Course Revenue Increase
Off ered lifeguard course enrollment
discount for American Red Cross
course and implemented recruitment
strategies that resulted in 200
additional lifeguard certifi cations.
Increased value of
NAT admission by
including water aerobics
resulting in an increase
in class attendance.
FEE ADJUSTMENTS
Season passes, admission
fees, and rental fees.
See pages 32-33
Improved security at the
NAT and WWP by replac-
ing several analog security
cameras with updated
digital system cameras.
FY16-17 | Performance Snap Shot
UNITE, GROW, PLAY! | 11
g Implemented new WWP season pass, daily admission, and rental fee
increases to refl ect the added value of the newly constructed wave pool
and concession stand and to cover increases in operating expenses.
g Delayed implementation of the fee increases until the wave pool opened
and promoted last year’s rates as a discount opportunity that successfully
contributed to an increase in admission revenues of $152,010.
g Revised The Pineapple Delight concession menu, added food items,
and increased prices that resulted in an increase in revenues of $16,292.
g Hosted second annual sanctioned WWP Triathlon and youth Splash and Dash with
an increase in participants and guest attendance resulting in $18,232 in revenue.
g Implemented an enrollment discount for the lifeguard certifi cation course
to increase recruitment eff orts to accommodate the need for additional lifeguards.
g Hosted a City-wide job fair in February in an eff ort to increase recruitment and
generated leads that resulted in 75 on-the-spot interviews for various positions.
g Installed six new shade structure cabanas that outline the wave pool deck.
g Off ered season “pass perks” as added value to the WWP season pass in an eff ort
to increase revenues. Perks included family/friend coupons, souvenir cup with
$1 refi lls, $30 off party rental discount, and 10 percent discount off gift shop items.
g Began overhead UV light replacements in the parking lot and water park
to improve operational effi ciency and reduce maintenance costs.
g Replaced several analog security cameras with updated digital cameras
to enhance and improve security at the WWP and NAT.
g Submitted and received supplemental funding for staff , equipment,
and supplies needed to operate the new wave pool and concession stand.
g Maximized the wave pool opening by promoting end of season daily admission
coupons on historically low attended weekdays in an eff ort to increase attendance
at the end of the season.
g Implemented and promoted “Flashback Fun” after the wave pool opened,
a new off -peak hours discount that off ers last year’s daily admission rates.
Performance Adjustments to Meet Financial Goals | FY16-17
WWP PERFORMANCE ADJUSTMENTS
12 | UNITE, GROW, PLAY!
Dallas Child/North Texas Child | Distribution of 18,000 in NTX
Suburban Parent | Distribution 130,000 monthly; readership 300,000+ monthly
8,728 delivered via DISD email database | 28.4% Open Rate | 28.4% Click Through Rate | 7% Click to Open Rate
2017 Smart Insights Email Statistics | 22.2% average | 2.3% CTR average | 13% CTOR average
FY16-17 | Promotions Snap Shot
UNITE, GROW, PLAY! | 13
g In response to unexpected wave pool construction delays, marketing
and advertising strategies were modifi ed in an eff ort to maintain
revenues and water park attendance. In spite of the delays, admission
revenues increased $152,010 with the following results:
Daily admission revenues increased: $105,577
Season pass revenues increased: $46,433
g Due to construction delays, adjustments were made to sell season
passes at last year’s rates until the wave pool opened. As a result,
family season passes increased by 267.
2016 family season passes sold (all-summer): 452
2017 family season passes sold thru July 8: 719
g Preseason promotional adjustments were required due to construction
delays that resulted in the creative development of the new tag line
“Happiness Comes in Waves.” Integration of this tag line paired with
discounts helped off set negative publicity stemming from delays.
g In an eff ort to maximize the wave pool at the end of the season, staff rolled
out a weekly schedule of big waves that limited the use of tubes. To adjust,
an end of season social media campaign was created called “Big Wave Days”
providing an opportunity to target tweens, teens, and adults.
g Due to the lack of an opening date commitment, wave pool announcement
marketing strategies shifted from primarily print advertising to social media.
2,375 mobile and texting club admission coupons redeemed
in a fi ve day period with the following social insights:
Reach, 55,153 | Engagements, 1,526 | Link Clicks, 345 | Shares, 508
g Opening day announced via social media and achieved
the following insights in less than 24 hours:
Reach, 38,432 | Engagements, 676 | Link Clicks, 206 | Shares, 119
Performance Adjustments to Meet Financial Goals | FY16-17
ADJUSTMENT HIGHLIGHTS
in a fi ve day period with the following social insights:
Reach, 55,153 | Engagements, 1,526 | Link Clicks, 345 | Shares, 508
g
the following insights in less than 24 hours:
Reach, 38,432 | Engagements, 676 | Link Clicks, 206 | Shares, 119
WWP PROMOTIONAL ADJUSTMENTS
14 | UNITE, GROW, PLAY!
CIVIC REC SOFTWARE MIGRATION
NEW recreation management software that will
provide the following effi ciencies and cost savings:
g Increase revenue via online ticket and pass sales
g Increase revenue via online program registration
g Increase revenue and effi ciencies via online cabana rentals
g Increase revenue via online party rentals and reservations
KRONOS SOFTWARE MIGRATION
NEW payroll software that will provide
the following effi ciencies and cost savings:
g Increase time management effi ciencies
g Reduce the cost of workfl ow management
g Increase processes with self-service features
g Improve payroll compliance and minimizes risk
LED PARKING LOT LIGHT FIXTURES
NEW light installation in the NAT and WWP parking lots used
to reduce energy costs and improve the effi ciency of operations:
g Installed eight new LED light fi xtures in NAT entrance
g Converted overhead NAT four foot light bays to LED
g Converted parking lot security lights to new LED light fi xtures
g Reduced annual maintenance costs and energy consumption
2018 PROS CONSULTING EFFICIENCY STUDY
2018 NEEDS ASSESSMENT SURVEY
EFFICIENCY IMPACTS
FY17-18 | Looking Ahead
UNITE, GROW, PLAY! | 15
LOOKINGAHEAD
ATTENDANCE IMPACTS
g Increase DISD school swim lessons and
water safety education reach via partnership
g Increase wave pool programs to include
swim lessons and lap swimming
g Increase NAT swim lesson time slots
for group and private lessons
g Increase TAAF Denton Dolphin swim team
enrollment by opening an additional lane
PROMOTION IMPACTS
g Increase sponsorship and grant opportunities
g Update strategic marketing plan with an
increase in digital and social media strategies
g Update strategies related to updated Denton
Parks and Recreation Master Plan
g Increase and improve employment recruitment
g Increase email marketing reach
g Implement new in-park promotional signage
OPERATION & REVENUE IMPACTS
g Open NEW concession stand
g Review WWP and NAT fee structures and daily
admission and recommend changes as needed
g Increase online sales via new Civic Rec software
g Increase outdoor water park program options
g Assume snow cone sales from contract option
g Add additional cabanas and cabana services
g Add youth multi-sport programming
g Increase group sales via new marketing strategies
g Consider the implementation of a cooler fee
g Contract Global Management Amusement
Professionals for new menu development
and staff training
g Make adjustments as needed per TX Dept.
of State Health Services codes for public
swimming pools and spas
FY17-18
Attendance, Promotion,
Operation, and Revenue
IMPACTS
16 | UNITE, GROW, PLAY!
GO! Flower Mound | 40,000 mailed to residents
in FM, Highland Village, Lantana, Argyle, Bartonville,
Copper Canyon, Double Oak, Lewisville (partial)
GO! Denton | 40,000 mailed to residents
in Denton, Corinth, Lake Dallas, Hickory
Creek, Shady Shores, Argyle, Robson Ranch
GO! Frisco | 40,000 mailed to
residents in Frisco, Castle Hills,
Little Elm, and The Colony
380 Guide | 200,000 copies delivered to residents in Paloma Creek, Providence, Savannah, Aubrey, Celina, Cross Roads,
Denton, Frisco, Prosper Krugerville, Lakewood Village, Little Elm, McKinney, Oak Point, and Pilot Point.
Argyle Living | 6,000 copies mailed
PLAY Guide | 45,000+ mailed to Denton residents, twice per year and additional 10,000 distributed through various locations.
Seven full pages dedicated to the Aquatic Center; three pages featuring programs.
Website | 245,595 pageviews
FY16-17 | Direct Mail Snap Shot
UNITE, GROW, PLAY! | 17
Aquatic Center Summary | FY16-17
ATTENDANCE NAT WWP TOTAL
Admissions 46,570 77,371 123,941
Programming 30,805 4,929 35,734
Rentals and Events 11,103 10,767 21,870
DISD Practices and Events 33,692 0 33,692
Contracted Services-Water Therapy 1,517 0 1,517
Subtotal 123,687 93,067 216,754
Program Spectators (estimate)14,842 931 15,773
Grand Total for All Attendance 138,529 93,998 232,527
EMPLOYEE COUNT
Temp Seasonal 268
Full-Time 8
Total Employees 276
GENERAL INFO FOR BOTH FACILITIES
Accidents or Incidents 78
EMS Activated by 911 8
First Aid Rendered 608
Water Rescues 92
Miscellaneous or Trespassed 5
NAT AND WWP OPERATIONAL DAYS
NAT | Oct. 1, 2016 to Sept. 30, 2017
Days Open 356
Overall Average Daily Admissions 389
WWP | May 20, 2017 to Sept. 4, 2017
Days Open 86
(Lost three days due to DISD school calendar changes)
Overall Average Daily Admissions 890
Fair Weather Average Daily Admissions 1,062
Days Affected by Weather 23
Days Fully Closed 0
AQUATIC CENTER SUMMARYNAT AND WWP, FY16-17
ATTENDANCENAT COMPARISON REPORT
OPERATING SEASON FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Start of Fiscal Year 10/1/2011 10/1/2012 10/1/2013 10/1/2014 10/1/2015 10/1/2016
End of Fiscal Year 9/30/2012 9/30/2013 9/30/2014 9/30/2015 9/30/2016 9/30/2017
NAT ADMISSION FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Summer Months 11,264 12,626 11,023 12,377 12,241 21,547 9,306
Non-Summer Months 24,624 24,964 21,341 22,578 25,745 25,023 (722)
Total Admissions 35,888 37,590 32,364 34,955 37,986 46,570 8,584
PROGRAMS FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Swim Lesson 16,358 16,893 17,962 19,365 19,789 16,536 (3,253)
Water Exercise 7,210 5,614 4,980 6,602 5,981 7,367 1,386
Water Therapy 1,884 2,248 1,829 1,485 1,539 1,517 (22)
Camps, Specialty, etc.2,898 3,104 3,279 3,024 7,346 7,301 (45)
Total Programming 28,350 27,859 28,050 30,476 34,655 32,721 (1,934)
DISD PRACTICES/EVENTS FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Swim Team 16,712 18,781 18,083 19,059 21,200 24,895 3,695
Estimated Attendance 7,577 4,935 5,511 4,540 5,089 4,307 (782)
DISD Aquatics Club, circa 2010 9,198 11,823 12,179 10,107 5,861 3,692 (2,169)
DISD School Field Trips, etc.263 0 1,113 1,014 691 798 107
Total DISD Practices/Events 33,750 35,539 36,886 34,720 32,841 33,692 851
RENTALS AND EVENTS FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Birthday Parties 173 176 192 218 242 208 (34)
Birthday Party Attendance 3,092 3,161 3,249 3,687 4,200 2,863 (1,337)
Other Rentals 10,430 9,587 11,051 11,880 9,872 7,841 (2,031)
Total Rentals and Events 13,522 12,748 14,300 15,567 14,072 10,704 (3,368)
SPECTATOR ATTENDANCE FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Total Programs, etc.13,860 13,648 13,392 13,886 14,346 14,842 496
TOTAL NAT ATTENDANCE 125,370 127,384 124,992 129,604 133,900 138,529 4,629
Total Days Open 355 357 355 355 359 356 (3)
Daily Avg Attendance 353 357 352 365 373 389 16
FY11-12 TO FY16-17 | Attendance
18 | UNITE, GROW, PLAY!
Attendance | FY11-12 TO FY16-17
ATTENDANCEWWP COMPARISON REPORT
OPERATING SEASON FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Opening Day 5/19/2012 5/18/2013 5/17/2014 5/23/2015 5/21/2016 5/20/2017
Closing Day 9/3/2012 9/2/2013 9/1/2014 9/7/2015 9/5/2016 9/4/2017
WWP ADMISSION FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Total Gate Admissions 70,718 70,520 69,794 83,382 72,985 77,371 4,386
RENTALS FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Total Rentals/Camps 21 24 25 24 24 27 3
Cabana Rentals, circa 2015 214 286 263 (23)
Total Rental 10,027 12,551 10,307 14,163 11,557 9,306 (2,251)
BIRTHDAY PARTIES FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Birthday Parties 60 69 80 128 131 112 (19)
Birthday Party Attendance 902 1,002 1,040 1,553 1,705 1,461 (244)
Total Party 902 1,002 1,040 1,553 1,705 1,461 (244)
PROGRAMS FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
River Robics/Kayaking 932 893 656 1,283 988 1,036 48
Splish Splash Story Time 2,665 1,900 1,585 2,015 1,982 1,546 (436)
Triathlon, circa 2016 0 0 0 0 635 699 64
Special Events 140 187 0 5 0 0 0
Training 510 295 196 288 240 1,648 1,408
Total Programming 4,247 3,275 2,437 3,591 3,845 4,929 1,084
SPECTATOR ATTENDANCE FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17
PREVIOUS YEAR
NET CHANGE
Total Programs, etc.859 873 836 1,027 901 931 30
TOTAL WWP ATTENDANCE 86,753 88,221 84,414 103,716* 90,993 93,998 3,005
Total Days Open 92 87 88 88 89 86 (3)
Daily Average Attendance 943 1,014 959 1,179 1,022 890 (132)
Fair Weather Average 1,096 1,143 969 1,055 970 1,062 92
Weather Impact Days 22 19 32 17 21 23 2
Full Closure Days 2 2 1 1 1 0 (1)
* FY14-15 Lakes were closed all summer due to floods
UNITE, GROW, PLAY! | 19
GENERAL FUNDREVENUE & EXPENSE REPORT
FY16-17 | Schedule of Unaudited Revenue and Expenses
Schedule of Revenues & Expenses | Unaudited
Period Ending Sept. 30, 2017
REVENUES NATATORIUM WATER PARK HOT FUNDS COMBINED TOTAL
Facility Rentals $69,197 $81,504 $150,701
Admission $122,628 $726,620 $849,248
Gift Shop $1,155 $13,295 $14,450
Concessions $2,565 $135,737 $138,302
Vendor Commission $40 $4,708 $4,748
Locker Rentals $8,212 $8,212
Aquatic Programs $246,657 $28,546 $275,203
Miscellaneous ($11) ($11)
TOTAL REVENUE $442,231 $998,622 $1,440,853
EXPENDITURES NATATORIUM WATER PARK HOT FUNDS COMBINED TOTAL
Personal Service $918,270 $556,892 $1,475,162
Materials and Supplies $74,188 $170,645 $244,833
Maintenance and Repairs $75,843 $76,093 $151,936
Operations $254,913 $137,885 $30,470 $423,268
Administrative Transfer to GF $105,621 $10,250 $115,871
Insurance $7,817 $5,212 $13,029
Capital Outlay
Expenditures
before depreciation $1,436,652 $956,977 $30,470 $2,424,099
Net Income (Loss)
before debt service ($994,421) $41,645 ($30,470) ($983,246)
DISD Aquatics Club
Net Income (Loss) $3,841
REIMBURSEMENT CALCULATION:
DISD Share (50% of COD (Net Income) Loss Before Debt Service) $491,623
City of Denton Share (50% of DISD Aquatics Club Program Net Income Loss) $1,921
TOTAL DISD REIMBURSEMENT $493,544
EXPENDITURES NOT INCLUDED IN CALCULATION:
Debt Service Expense $59,689 $39,140 $98,829
20 | UNITE, GROW, PLAY!
General Fund Report | FY16-17
COMBINED FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 16-17
RESOURCES ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGETED ACTUAL
Natatorium $374,962 $368,484 $407,993 $423,468 $486,245 $410,585 $442,231
Water Park $702,010 $733,418 $692,839 $879,430 $830,481 $1,454,650 $998,622
DISD Aquatics Club $10,906 $14,480 $18,706 $10,497 ($2,417) $3,841
TOTAL REVENUES $1,087,878 $1,116,382 $1,119,538 $1,313,395 $1,314,309 $1,865,235 $1,444,694
Use of GF Resources $823,243 $1,025,603 $1,161,531 $928,516 $1,107,513 $1,173,932 $1,072,901
TOTAL RESOURCES $1,911,121 $2,141,985 $2,281,069 $2,241,911 $2,421,822 $3,039,167 $2,517,595
REVENUE NOTES:
g Actual NAT revenues for FY16-17 decreased by ($44,014) versus FY15-16 Actuals
and increased by $31,646 versus FY16-17 Budgeted.
g The decrease in NAT Actuals was primarily due to a decrease in admissions of ($13,050)
as a result of a decline in pass sales resulting from revisions to the pass structure which
eliminated family passes.
g NAT aquatic program revenue decreased ($17,017) due to the discontinuation of water aerobic
pass and a decrease in water safety program enrollment. The water aerobics pass was
modified to a value-added benefit to the NAT pass.
g NAT rental revenue for parties, lane rentals, and after hour rentals decreased ($9,511)
due to a drop in bookings for after hour and party rentals and a drop in
Masters Swim Team and physical therapy attendance.
g Actual WWP revenues for FY16-17 increased by $168,141 versus Actuals FY15-16 due to
an increase in admissions of $152,010. This increase is attributed to an increase in pass
sales, daily attendance, and an increase in admission fees when the wave pool opened.
g WWP concessions increased $16,292 due to an increase in pricing and sale of product.
g WWP rentals decreased ($3,626) due to inclement weather which forced the cancellation
of several birthday parties and two after hour rentals. Locker rentals decreased ($1,765).
g WWP Actual revenues decreased by ($456,028) versus FY16-17 Budgeted due
to construction delays which postponed the opening of the wave pool until July 8.
In addition, the concession stand was not completed during summer 2017,
which impacted projected concessions revenue.
GENERAL FUNDCOMBINED RESOURCE SUMMARY
UNITE, GROW, PLAY! | 21
EXPENDITURE SUMMARY
FY16-17 | Combined Expenditure Summary
COMBINED FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 16-17
EXPENDITURES ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGETED ACTUAL
Personal Services $1,050,435 $1,145,511 $1,162,731 $1,220,654 $1,329,001 $1,740,343 $1,475,162
Materials & Supplies $184,363 $211,643 $163,699 $225,008 $237,257 $378,991 $ 244,833
Maintenance & Repair $90,911 $151,176 $217,573 $123,705 $154,323 $179,662 $151,936
Insurance $35,766 $34,743 $42,497 $42,746 $43,078 $39,643 $13,029
Miscellaneous
Operations (includes HOT Funds) $374,457 $398,323 $388,044 $412,138 $462,594 $480,680 $423,268
Admin. Transfer to General Fund $64,068 $96,609 $150,004 $88,639 $98,133 $115,871 $115,871
Capital Outlay $14,535 $56,509 $28,740
TOTAL EXPENDITURES $1,814,535 $2,038,005 $2,181,057 $2,141,630 $2,324,386 $2,935,190 $2,424,099
Depreciation numbers changed
to Debt Service numbers FY12-13
$96,586 $103,980 $100,012 $100,281 $97,436 103,977 $98,829
TOTAL INCLUDING DEBT SERVICE $1,911,121 $2,141,985 $2,281,069 $2,241,911 $2,421,822 $3,039,167 $2,517,595
NOTE: WWP Operations ACTUAL includes HOT FUNDS beginning with FY10-11. WWP Budgeted total does not include HOT Funds
but the Actual does include $30,470 for FY16-17.
EXPENDITURE NOTES:
g Overall, Aquatic Fund Actual expenditures were ($511,091) less than Budgeted for FY16-17
g WWP total expenditures were ($448,916) lower than budgeted due to construction delays
which resulted in a decrease in personal services of ($232,447)
g WWP Materials and Supplies decreased ($104,200)
g WWP Maintenance and Repair decreased ($29,619)
g WWP Insurance decreased ($10,646)
g WWP Operations decreased ($72,004)
g NAT total expenditures were ($92,642) lower than budgeted
g NAT Personal Services decreased ($32,734)
g NAT Materials and Supplies decreased ($29,958)
g NAT Maintenance and Repair increased $1,893
g NAT Insurance decreased ($15,968)
g NAT Operations decreased ($15,879)
g Aquatic Fund Combined Actual Expenditures for FY16-17 vs. FY15-16 increased by $99,713
primarily due to adding additional temp seasonal staff for the WWP expansion, addition of
a FT Field Service Worker III, and Rec Coordinator; an increase in Materials and Supplies
purchased for the wave pool; and an increase in the Administrative Transfer to General Fund.
COMBINED COMPARISON REPORT
22 | UNITE, GROW, PLAY!
EXPENDITURE DETAILS
EXPENDITURES FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 16-17
NAT | 207001 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET ACTUAL
Personal Service $740,393 $817,809 $838,444 $860,596 $924,458 $951,004 $918,270
Materials & Supplies $76,876 $101,189 $85,407 $92,611 $91,975 $104,146 $74,188
Maintenance & Repairs $45,743 $75,207 $147,743 $52,240 $78,411 $73,950 $75,843
Insurance $21,460 $20,846 $25,498 $25,648 $25,847 $23,785 $7,817
Operations $229,181 $249,097 $242,892 $251,617 $261,604 $270,791 $254,913
Administrative Transfer to GF $62,508 $80,034 $75,196 $87,014 $96,633 $105,621 $105,621
Capital Outlay $12,629 $50,213 $21,350
TOTAL EXPENDITURES $1,188,790 $1,344,182 $1,465,393 $1,391,076 $1,478,928 $1,529,297 $1,436,652
DEBT SERVICE $64,883 $67,863 $65,663 $63,663 $61,831 $64,837 $59,689
TOTAL INCLUDING DEBT SERVICE $1,253,673 $1,412,045 $1,531,056 $1,454,739 $1,540,759 $1,594,134 $1,496,341
EXPENDITURES FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 16-17
WWP | 207002 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET ACTUAL
Personal Service $310,042 $327,702 $324,287 $360,058 $404,543 $789,339 $556,892
Materials & Supplies $107,487 $110,454 $78,292 $132,397 $145,282 $274,845 $170,645
Maintenance & Repairs $45,168 $75,969 $69,830 $71,465 $75,912 $105,712 $76,093
Operations (includes HOT Funds) $145,276 $149,226 $145,152 $160,521 $200,990 $209,889 $168,355
Administrative Transfer $1,560 $16,575 $74,808 $1,625 $1,500 $10,250 $10,250
Insurance $14,306 $13,897 $16,999 $17,098 $17,231 $15,858 $5,212
Capital Outlay $1,906 $6,296 $7,390
TOTAL EXPENDITURES $625,745 $693,823 $715,664 $750,554 $845,458 $1,405,893 $987,447
DEBT SERVICE $31,703 $36,595 $34,349 $36,618 $35,604 $39,140 $39,140
TOTAL INCLUDING DEBT SERVICE $657,448 $730,418 $750,013 $787,172 $881,062 $1,445,033 $1,026,587
NOTE: WWP Operations ACTUAL includes HOT Funds beginning with FY10-11
Expenditure Details| FY16-17
NAT & WWP COMPARISON REPORT
UNITE, GROW, PLAY! | 23
24 | UNITE, GROW, PLAY!
FY15-16 VS FY16-17
OVERALL PERSONAL SERVICES INCREASED BY $146,161
NAT Expenditures Deceased by $6,188
Temp seasonal staff salary expenditures decreased $22,847 due to a reduction
in birthday parties, after hour rentals, a decrease in Learn to Swim enrollment,
and a reduction in temp seasonal hours allocated to cover the welcome desk.
Full-time staff salaries increased $17,544 for fi ve staff and small merit raises (3 to 5 percent)
were awarded to full-time staff in FY16-17. Expense increases included an additional
cell phone stipend, $460; OT, $657; longevity pay, $76; TMRS, $3,030; and medical
insurance, $3,671. Expense decreases included FICA/Medicare, $512; life insurance,
$82, longterm disability, $64, and Worker’s Compensation decreased, $8,120.
WWP Expenditures Increased by $152,349
Temp seasonal staff salary expenditures increased by $77,932 due to hiring additional
staff needed to operate the new wave pool and to assist with the increase in attendance
and customer service interactions.
Full-time staff salaries increased $38,118 due to the reclassifi cation of the WWP Rec
Coordinator position from permanent part-time to full-time to assist with an increase
in customer inquiries with regards to booking rentals, birthday parties, memberships,
cash handling, concessions, and to schedule and supervise temp seasonal staff .
Additional expense increases also included a cell phone stipend, $229; FICA/Medicare,
$8,923; TMRS $6,935; medical insurance, $18,267; and long term disability, $50.
A full-time Field Service Worker III was also hired in order to help operate
and maintain the wave pool, concession stand, and NAT.
Small merit raises (3 to 5 percent) were awarded to full-time staff in FY16-17.
Overtime increased by $1,846 and longevity pay increased by $48.
OVERALL MATERIALS AND SUPPLIES INCREASED BY $7,576
NAT Expenditures Deceased by $17,787
Offi ce supply spending decreased by $3,904; program supplies decreased by $1,817;
and material expenditures for resale items decreased by $5,645 due to less demand.
Chemical expenses decreased by $6,421 due to a purchase order credit from the
previous year.
WWP Expenditures Increased by $25,363
Chemical expenses for the new wave pool increased by $11,438; program supplies
increased by $5,210 for new spinal boards, fi rst aid tent, and wave pool tubes;
miscellaneous increased by $6,913 for souvenir cups, concession supplies,
and resale items; and medical supplies increased by $1,802.
ACTUALS | Expense Comparison Highlights
ACTUAL COMPARISONACTUAL COMPARISON
UNITE, GROW, PLAY! | 25
OVERALL MAINTENANCE AND REPAIR DECREASED BY $2,387
NAT Expenditures Decreased by $2,568 for pool maintenance supplies.
WWP Expenditures Increased by $182 due to purchasing wave pool supplies.
INSURANCE DECREASED BY $30,049
NAT and WWP Rates Decreased $30,049
Commercial and self-insurance premium rates for the NAT and WWP decreased $30,049.
City of Denton credited this amount back to insurance accounts for FY16-17.
OVERALL OPERATIONS DECREASED BY $39,326
NAT Expenditures Decreased by $6,691 due to a decrease
in utility costs for water/wastewater services.
WWP Expenditures Decreased by $32,635, including HOT Funds.
Expenditures for water/wastewater decreased by $19,424 primarily due
to a reduction in irrigation costs during wave pool construction and due
to a decrease of $2,310 for advertising expenses related to wave pool delays.
HOT Funds represent a hotel and motel tax revenue allocation and is included
separately under Operations as an additional line item expense for $30,470.
HOT Fund expenditures decreased by $10,901 due to an unavailable billboard
allocated for advertising.
OVERALL ADMIN. TRANSFER TO THE GF INCREASED BY $17,738
NAT Transfer to Tech Services Increased by $8,988
WWP Expenditures Increased by $8,750 and a transfer to Fleet Services
decreased by $250. An additional transfer of $9,000 was allocated for FY17-18
to fund new concession stand computers.
Expense Comparison Highlights | ACTUALS
ACTUAL COMPARISONACTUAL COMPARISON
FY15-16 VS FY16-17
26 | UNITE, GROW, PLAY!
FY16-17 | Completed NAT Projects
g Replaced fi ve backwash valves on fi ltration system
g Replaced auto fi ll water valve on the leisure pool
g Completed preventative maintenance for both UV systems
g Replaced the start block platforms and covers
g Repaired dive stands
g Repaired damaged concrete in parking lot
g Replaced the backwash pumps
g Began installing new LED overhead light fi xtures in the parking lot
g Replaced seven analog security cameras with updated digital system cameras
g Set up preventative maintenance schedule for both pool heaters
g Repaired the Dectron drive belts and fan motor
g Replaced dryers for Dectron HVAC as part of preventative maintenance
g Continued preventative maintenance for the Dectron Dehumidifi cation/HVAC
System performed by manufacturer representatives
g Completed $2.6M construction of the 13,308 sq ft wave pool
Opened July 8, 2017
g Completed 1,425 sq ft construction of a full-service concession stand
scheduled to open summer 2018
g Installed six additional cabanas on wave pool deck
g Purchased new cabana furniture for the wave pool deck
g Installed two new shade structures on the wave pool deck
g Purchased chase lounges for the two new wave pool shaded areas
g Replaced lounge chairs
g Repaired and cleaned water slides
g Repaired expansion joints and tiles on the lazy river
g Replaced one of the SCS landing pads
g Installed LED lights on slide tower
g Painted all the pools, lazy river, slides, children’s play pool
g Replaced all three backwash pumps
g Added CO2 to children’s pool and slide catch pool
g Replaced two analog security cameras with digital system cameras
FY16-17 | Completed WWP Projects
FY16-17 | Warranty, Maintenance, and Repairs
Dectron HVAC | NAT dehumidifi cation system that maintains heat, ventilation, air conditioning,
and humidity in order to control air quality. Supplements pool water temperature.
26 | UNITE, GROW, PLAY!
UNITE, GROW, PLAY! | 27
g Replace damaged locker doors
g Replace two pool controllers
g Convert Dectron refrigerant system from R22 to R407c
g Continue replacing LED light fi xtures throughout the NAT
g Replace remaining analog security cameras with
updated digital system
g Continue installing new LED overhead light fi xtures in the parking lot
g Replace both water fountains on the pool deck for
competition & leisure pools
g Schedule preventative maintenance performed by manufacturer
representatives for both of the Lochinvar pool heaters to increase
longevity of the heaters
g Continue preventative maintenance for Dectron
HVAC System by manufacturer representative
g Paint children’s pools
g Install bulk CO2 tanks
g Replace water fountains
g Replace three pool controllers
g Repair expansion joints in the lazy river
g Repair tiles around the lazy river
g Repair and replace river booster pump and feature pump
g Replace fl ooring in men’s and women’s bathrooms
g Purchase and install four additional cabanas
g Replaced analog security cameras with updated digital system
g Install new digital security cameras in the new concession stand,
gift shop, and around the wave pool
g Install railing around caisson roof top and paint the roof top
g Explore the possibility of replacing existing outdoor lockers
and adding larger lockers
Warranty, Maintenance, and Repairs | FY17-18
FY17-18 | Scheduled NAT Projects
FY17-18 | Scheduled WWP Projects
UNITE, GROW, PLAY! | 27
28 | UNITE, GROW, PLAY!
FY16-17 | Capital Maintenance and ReplacementCAPITALMAINTENANCE AND
REPLACEMENT SCHEDULE
NAT AND DISD
Denton Parks and Rec will work closely with DISD to update the
Natatorium Capital Maintenance and Replacement Schedule.
g Replace Dectron HVAC System | 15 years old; life expectancy 20 years
g Submitted a quote to DISD to replace entire system
g Replace four HVAC rooftop units | 15 years old; life expectancy 15-20 years
g Replaster competition pool | 15 years old; life expectancy 20 years
g Relocate security cameras in parking lot and connect to Wi-Fi
Dectron HVAC is the NAT dehumidifi cation system that maintains heat,
ventilation, air conditioning, and humidity in order to control air quality.
Supplements pool water temperature.
WWP AND CITY OF DENTON
Denton Parks and Rec will work closely other City department staff to
update the WWP Capital Maintenance and Replacement Schedule.
Most or all equipment warranties supplied by the builder have expired.
Equipment replacement time lines are not defi nite, but tend to be based
on the normal expected lifespan of service for equipment and/or structures.
g Replace three slides on the slide tower | 15 years old; life expectancy 20 years
g Replace booster pumps switch
UNITE, GROW, PLAY! | 29
g TRAPS State Media Excellence Award for Water Works Park website design
g Best of Denton: Voted Second Best Children’s Birthday Party Venue
g Communicator Awards by the Academy of Interactive & Visual Arts
» Gold Award of Excellence | Print Advertising
» Silver Award of Distinction | Advertorial
» Silver Award of Distinction | Writing Feature Article
» Silver Award of Distinction | Water Works Park Website Design
g Texas Public Pool Council Special Event of the Year | Triathlon/Splash & Dash
g TRAPS Region 2 Excellence in Program Award | Aquatic Explorer Camp
g Davey’s Award: Environmental Graphic Design | The Pineapple Delight Menu
g DRC Best of Denton | Voted Best Children’s Birthday Party Venue
g North Texas Child Magazine | Voted Best Swimming Parties in Denton County
g Best of Denton County Award | Voted Best Water Park
g Communicator Awards by the Academy of Interactive & Visual Arts
» Silver Award of Distinction | Water Works Park Website Design
» Silver Award of Distinction | Aquatic Explorer Camp Flyer Design
g Texas Public Pool Council Safety Program of the Year | Aquatic Explorer Camp
g Texas Public Pool Council Safety Class I | Agency of the Year
g Best of Denton County Award | Voted Best Water Park
g Davey’s Award Environmental Graphic Design | Civic Center Pool Height Sign
g Communicator Awards by the Academy of Interactive & Visual Arts
» Award of Distinction | Water Works Park Website Design
» Award of Distinction | Overall Magazine Design; PLAY! Guide
g Texas Public Pool Council Safety Class I | Agency of the Year
g Best of Denton County Award | Voted Best Water Park
g Davey’s Awards by the Academy of Interactive & Visual Arts
» Award of Distinction | Travel and Tourism Websites; Water Works Park
» Award of Distinction | Magazine Design; Spring/Summer PLAY! Guide
» Award of Distinction | Commercial; Water Works Park
g Best of Denton County Award | Voted Best Water Park
g Texas Public Pool Council Safety Program of the Year | Integrated Lifeguard
and Kayaking skills to modify rescue techniques in open water events
g TRAPS Region 2 Social Media Award | WWP Facebook Photo Contest
g The Little Elm Journal Reader’s Choice Poll | Voted Best Water Park
g Davey’s Awards by the Academy of Interactive & Visual Arts | Commercial
g World Waterpark Association International Wave Review Awards
» Best Billboard | Water Works Park
» Best Print Media | Water Works Park
» Best Broadcast Commercial | Water Works Park
g Denton Record Chronicle | Voted “Best Place in Denton to Take the Family”
g TRAPS Region 2 Excellence in Program Award | Splish Splash Storytime
g Texas Public Pool Council Safety Class II | Agency and Program of the Year
g Aquatics Intern. Magazine Award | Best Indoor/Outdoor Aquatics Centers
g National Recreation and Park Association Award | Excellence in Aquatics
g TRAPS Region 2 Lone Star Program Award | Splish Splash Storytime
g TRAPS Region 2 Excellence in Program Award | WWP Family Fun Nights
g NRPA National Gold Medal Award | Excellence in Park & Recreation
g TRAPS Region 2 Best Web Site and Promotional Award | Water Works Park
2017
2016
2015
2014
2013
2012
2011
2009
2008
2007
2006
2003
Program, Facility, Marketing, and Design Awards | 2003-2017
30 | UNITE, GROW, PLAY!
Denton NAT and WWP employed 268
temp seasonal employees for FY16-17
in the following capacities:
• Lifeguards
• Learn to Swim Instructors
• Water Aerobics Instructors
• Pool Managers
• Swim Lesson Coordinators
• Cashiers
• Assistant and Lead Cashiers
• Birthday Party Hosts
• Birthday Party Coordinators
• Concessionaires
• Concession Managers
• Gate Attendants
• Maintenance Staff
Preseason Training Included:
• Cash Handler Training
• Concessionaire Training
• Water Park Lifeguard Certifi cation
• Party Host Training
• Two-week hands-on facility training for
pool managers and assistant pool managers
EMS personnel attended WWP lifeguard orientation
and worked with staff on scenarios and practiced
the transfer of responsibility.
Mid-Season Training Included:
Pool managers, assistant pool managers, lifeguards,
and full-time safety staff attended wave pool training
facilitated by the Aquatic Recreation Supervisor and
American Red Cross personnel from national and
regional chapters.
FY16-17 | Recruitment, Training, and Development
A GREAT PLACE
TO WORK
UNITE, GROW, PLAY! | 31
Recruitment, Training, and Development | FY16-17
American Red Cross Training
Denton Parks and Rec hosts the following
certifi cation courses annually for both
recruitment and revenue:
• Lifeguard Certifi cation
• Lifeguard Instructor Trainer
• Water Safety Instructor
Annual training is maximized to improve
teaching skills and ensure instructors
are consistently utilizing teaching
progressions specifi ed by American
Red Cross. Employee recognition is
also incorporated into in-service training.
Mayor’s Summer Youth Jobs Program
Since 2015, WWP has benefi ted as a charter
member of the pilot program. Students
were selected through various mentors and
organizations and then matched to jobs that
corresponded to their interests.
From 2015 to 2017, fi ve students were paired
up with the water park to work as cashiers and
concessionaires. Experiences included being
trained, tested, and certifi ed as a Food Handler
from the City of Denton Health Department.
Recruitment
February 2017, Denton Parks and Rec hosted
a summer job fair. Candidates were able to
view open seasonal positions, apply on site
or online, and interview on-the-spot.
Aquatics interviewed 75 applicants and benefi ted
from eventually hiring swim instructors, lifeguards,
cashiers, concessionaires, and birthday party hosts.
Additionally, social media marketing and on-site
high school recruitment supported a strategy that
was pivotal in hiring and training new recruits
for water park and wave pool opening days.
Management Tools
WHENTOWORK APPLICATION
Since 2011, pool managers have utilized WhenToWork
to effi ciently post and manage staff schedules online.
Benefi ts include the ability for staff to view scheduled
shifts, post shift sub requests, cap schedules to prevent
overtime, and provide the ability to communicate via
email pertaining to updates, changes, and weather alerts.
PROGRESSION PLAN
Since 2012, staff have benefi ted from a progression plan
in an eff ort to maintain competitive rates of pay, help
improve the recruitment of qualifi ed personnel, reward
leading performers, and to help retain experienced staff .
32 | UNITE, GROW, PLAY!
FY16-17 | City Council Approved Schedule of Fees
NAT ADMISSION FEES Resident Nonresident
DAILY ADMISSION
Kids, ages 2 and under Free Free
Kids, ages 3-15 $3 $4
Teen and adults, ages 16 and older $4 $5
MEMBERSHIPS (SOLD INDIVIDUALLY)
One Month | purchase 1-3 $20 $25
One Month | purchase 4+ $15 $20
Four Month | purchase 1-3 $60 $65
Four Month | purchase 4+$50 $55
12-Month | purchase 1-3 $120 $125
12-Month | purchase 4+$90 $95
PUNCH PASSES
10 Punch Pass | kids, ages 3-15 $25 $30
10 Punch Pass | teen-Adult, ages 16+ $30 $35
20 Punch Pass | kids, ages 3-15 $50 $55
20 Punch Pass | teen-Adult, ages 16+ $60 $65
DEFINITIONS AND DETAILS
Resident: Residential City of Denton address displayed
on a current driver’s license or proof of tax assessment
by DISD or Denton Appraisal District
Membership: Access to the NAT during public swim hours
without being subject to the daily admission fee.
Punch Pass: Valid six-months from date of purchase.
One visit is equivalent to one punch.
NAT FEES, FY16-17
NAT RENTAL FEES Resident Nonresident
AFTER HOURS: TWO-HOUR EXCLUSIVE RENTALS
Guest attendance, under 100 $250 $280
Guest attendance, 101-199 $350 $380
Guest attendance, 200-299 $450 $480
Guest attendance, 300-400 $550 $580
AFTER HOURS: EACH ADDITIONAL HOUR
Guest attendance, 100 or less $100 $110
Guest attendance, 101-199 $125 $160
Guest attendance, 200-299 $150 $210
Guest attendance, 300-400 $175 $260
NAT ROOM RENTALS
Hourly fee for room $75 $80
Hourly fee for table and chairs
(two tables and 20 chairs)
$25 $30
COMPETITION POOL RENTALS
Hourly; 7 swimmers max per lane $10 $10
Half-Day; 4 hours /day $400 $400
Full-Day; Sat. or Sun., 4 hours/day $800 $800
Weekend Sat. & Sun., 8 hours/day $1,500 $1,500
BIRTHDAY PARTY RENTALS
15 swimmers $160 $160
25 swimmers $225 $225
Includes one-hour in party room, cake, drinks, ice cream,
paper goods, host, Punchbowl digital invitation, and public
swim NAT admission. $4 for each additional swimmer,
no charge for non-swimmers.
UNITE, GROW, PLAY! | 33
City Council Approved Schedule of Fees | FY16-17
WWP ADMISSION FEES Resident Nonresident
City Council approved fees activated
after the wave pool opened July 10, 2017.
DAILY ADMISSION
Kids, ages 2 and under Free Free
Non-swimmers $5 $5
Under 48 inches $13 $15
48 inches and taller $17 $19
MONTHLY PASSES (SOLD INDIVIDUALLY)
One Month | purchase 1-3 $30 $35
One Month | purchase 4+$25 $30
SEASON PASSES (SOLD INDIVIDUALLY)
Preseason discount | purchase 1-3 $65 $70
Preseason discount | purchase 4+ $55 $60
Season | purchase 1-3 $75 $80
Season | purchase 4+$65 $70
WWP TEMPORARY FEE ADJUSTMENTS
City Council approved fee adjustments until
the wave pool opened July 10, 2017.
DAILY ADMISSION
Kids, ages 2 and under Free Free
Non-swimmers $5
Under 48 inches $7 $9
48 inches and taller $11 $13
MONTHLY PASSES (SOLD INDIVIDUALLY)
One Month | purchase 1-3 $30 $35
One Month | purchase 4+$25 $30
SEASON PASSES
Individual $65 $70
Family $200 $200
ON-GOING ADMISSION DISCOUNTS
DAILY ADMISSION “FLASHBACK FUN” DISCOUNT
City Council approved admission discount activated after the wave
pool opened July 10, 2017; Monday-Friday from 4 p.m. to 7 p.m.
Under 48 inches $7 $9
48 inches and taller $11 $13
GROUP ADMISSION DISCOUNT (NORMAL HOURS)
Groups with 10 to 29 guests $3 off admission
Groups with 30 to 99 guests $4 off admission
Groups with 100+ guests $5 off admission
WWP RENTAL FEES Resident Nonresident
PAVILION RENTALS
South Pavilion, hourly $75 $85
North Pavilion + adj. grounds $150 $160
AFTER HOURS: TWO-HOUR EXCLUSIVE RENTALS
$100 fee for outside caterers; in-park food service priced by group.
Guest attendance, 400 or less $1,250 $1,270
Guest attendance, 401-600 $1,400 $1,420
Guest attendance, 601-800 $1,600 $1,620
Guest attendance, 801-1,200 $1,800 $1,820
Guest attendance, 1,2010-1,600 $2,000 $2,020
EACH ADDITIONAL HOUR
Guest attendance, 100-400 $100 $110
Guest attendance, 401-600 $125 $135
Guest attendance, 601-800 $150 $155
Guest attendance, 801-1,200 $175 $180
Guest attendance, 1,201-1,600 $550 $560
CABANA HOURLY RENTALS; THREE HOUR MINIMUM
Monday-Thursday $20 Add $5 to total
Friday-Sunday $25 Add $5 to total
BIRTHDAY PARTY RENTALS
Lil’ Island Party | 15 swimmers $230 $230
Big Island Party | 25 swimmers $375 $375
Cabana Party | 15 swimmers $330 $330
Includes one-hour in party room or outdoor pavilion, cake,
drinks, ice cream, paper goods, host, Punchbowl digital
invitation, and water toy. $12 for each additional swimmer,
$5 per non-swimming guest. Cabana parties include four
hours in a private cabana; all else is the same.
DEFINITIONS AND DETAILS
Resident: Residential City of Denton address displayed
on a current driver’s license or proof of tax assessment
by DISD or Denton Appraisal District
48 inches and under: Guests who are less than
48 inches tall are restricted from use of a particular
water slide due to safety regulations.
Season Pass: Access to WWP during public operating
hours without being subject to the daily admission fee.
WWP FEES
FY16-17
2,508
coupon downloads
2,440
review downloads
INFLUENCE MARKETING | HIGHLIGHTS
2017 | Increased word of mouth, coupon distribution, and brand exposure
2018 | Develop rewards program, create "kid ambassador" vlog program,
increase blog reach, and create social sponsors
"MY 2 Cents!! Its definitely worth the drive! We drove more
than an hour to get there from our home town!! My family
and my first impression of the park is how clean it as!!"
North Texas Blogger, 11,000+ likes
Y 2 C"MY
88% consumers
find online reviews
as trustworthy
as personal
recommendations.
INBOUND MARKETING | WEBSITE TRAFFIC HIGHLIGHTS
2017 | Improved SEO, page content, and content relevance
2018 | Maximize CivicRec to track conversions and grow DFWChild reach
45% 18% 4%
Referral traffic
from Facebook
up from 8%
Referral traffic
from DFWChild.com
up from 17%
Referral traffic from
Cityofdenton.com
down from 48%
245,595
Pageviews up 3.63%
DIGITAL MARKETING | HIGHLIGHTS
2017 Social Media | Increased engagement and inbound website traffic
2018 Social Media | Improve conversion rates with the new CivicRec software
2017 Text Message | Increased membership database from 458 to 2,337
2018 Text Message | Implement new in-park revenue and retention strategies
2017 Email Distribution | Improved visuals and mobile design development
2018 Email Distribution | Maximize CivicRec to improve target and conversion rates
Primary Target
34%
31% | ages 35-44
30% | ages 25-34
Traffic locations
34% | Dallas
24% | Denton
Female, ages 24-50
with kids, ages 2-16
Mobile equipped; favors
quality family time, while on
the lookout for good deals
Blogger Report
Facebook, daily use
79% of Americans
AGES
18-49
69% of US women
67% of US men
88%, ages 18-29
84%, ages 30-49
Facebook Reach
86% Women
14% Men
Facebook, 9,854
83% Female
17% Male
Fan Profiles
Women, ages 25-34
Women, ages 35-44
AGES
25-44
City of Denton
Population, 133,808
52% Women
48% Men
Ages
18-34
35%, ages 18-34
26%, ages 17-under
16%, ages 35-50D
FY16-17 | Marketing Highlights
BROADCAST MEDIA | Regional theater commercial advertising with lobby and customer email marketing
PRINT MEDIA DISTRIBUTION | Denton LIVE (Spring/Summer issue) distribution 60,000; 380 Guide cover and article distribution
200,000; Lone Star Go Pages (Denton, FM, Frisco) Summer months included variety of cover pages, full page ads, and inserts
with distribution 40,000 each; PLAY Guides, 45,000+ direct mail to City of Denton households; Dallas Child/NTX Child Magazine
summer months full-page ads, distribution 18,000 each
ADDITIONAL MEDIA | Digital and static I35 interstate billboards; Citizen Connection distribution 45,000+; birthday party rental
tabloid distribution 20,000; PeachJar digital fl ier distribution 8,728; texting message marketing; in-park signage and promotions;
Denton Record-Chronicle Money Saver website coupon; email blasts distribution 20,000+ subscribers; regional online event and
magazine calendars; social media marketing via Facebook and Twitter; infl uential marketing via US Family Bloggers
34 | UNITE, GROW, PLAY!
www.dentonwaterworks.com
UNITE, GROW, PLAY! | 35
Water Works Park, 2400 Long Rd. Denton, TX | (940) 349-8800
PARD, 01/18 • ADA/EOE/ADEA TDD (800) 735-2989 • www.cityofdenton.com
Date: December 12, 2014 Report No. 2014-095
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT:
City of Denton 2015 State Legislative Program – Red-Light Cameras
BACKGROUND:
At the December 2, 2014 Council Meeting, a citizen, Mr. Read King, spoke in opposition to the
proposed State Legislative Program item to:
o Oppose legislation that further restricts a city’s ability to implement a photographic red light
enforcement system to use cameras at traffic lights and impose a civil penalty for running the
light.
And, he encouraged the Council to remove all red-light cameras and lengthen Yellow Light
Intervals on all traffic lights in the City. He also referenced and provided six (6) study references
which indicate that lengthening Yellow Light Intervals reduce red-light camera violations and
accidents.
DISCUSSION:
The purpose of the yellow light change interval, required to be the first interval following every
circular green or green arrow indication, is to warn approaching traffic of the termination of the
related green interval and that a red signal indication will follow. Yellow light timing is totally
independent of Red-Light Camera (RLC) use.
The federally mandated Manual of Uniform Traffic Control Devices (MUTCD), which is the
federal standard for traffic control on roadways, states that yellow change intervals should have a
duration of 3 to 6 sec. To determine the appropriate yellow time for the approach, the nationally
accepted method is to calculate the time using an equation adopted by the Institute of Traffic
Engineers (ITE). The equation includes a reaction time, a deceleration element (dependent on
approach speed) and an intersection clearing time. Due to the assumptions used in the equation,
applying the equation requires the exercise of engineering judgment.
Because a long yellow change interval may encourage drivers to use it as a part of the green
interval, it is recommended that maximum care be used when exceeding 5 sec. If the interval is
too short, rear-end crashes may result. When the calculation for yellow change interval time
indicates a time longer than 5 sec., a red clearance interval typically provides the additional time.
Staff Observations:
The City Traffic Engineer has used the ITE equation to calculate yellow light intervals for all
practical speeds and street grades within the City of Denton and has developed a chart of yellow
Date: December 12, 2014 Report No. 2014-095
light intervals for use by the City’s Traffic Operations when timing traffic signals. In
development of the chart, the Traffic Engineer has rounded the calculated interval times up, to
provide conservative, extra time above the ITE recommended minimum for the yellow light
interval.
Engineering staff has reviewed Mr. King’s references, along with a number of other research
studies on Red-Light Cameras (RLC) and traffic signal timing, and offers the following
observations:
While it is true that longer yellow light intervals reduce accidents, due to “extra time” for
vehicles to clear the intersection, that is true only to a point of diminishing returns where
drivers seem to disregard traffic signals and continue to travel through the intersection
due to the longer yellow light interval; thus the maximum recommended limit of 6
seconds for the yellow light interval. The first study Mr. King cited also indicates red-
light violations are reduced when there is a decrease in the 85th percentile speed, a
decrease in percentage of heavy vehicles or a decrease in traffic volumes.
Providing adequate yellow signal time is important and can reduce crashes, but this alone
doesn't eliminate the need for or potential benefits of red light cameras. An Insurance
Institute for Highway Safety (IIHS) study conducted in Philadelphia evaluated effects on
red light running of first lengthening yellow signal timing by about a second and then
introducing red light cameras. The longer yellow reduced red light violations by 36
percent, while adding camera enforcement reduced red light running by another 96
percent.
A number of studies, performed by nationally recognized organizations, indicate RLCs
result in a general trend of slightly increased less severe rear-end accidents and reduced
fatal and serious accidents. Not all studies have reported increases in rear-end accidents.
A Texas Transportation Institute (TTI) study, performed for TxDOT in August 2011, of
39 Texas communities with RLC Programs indicated a decrease in red-light running
crashes of 26.4% at intersections where RLCs were installed.
A number of studies also indicate a substantial decrease in red-light running violations at
locations where RLCs are implemented, and that RLC installations have a “spill-over
effect” which reduces the number of violations at other signalized intersections in
communities with RLC Programs.
RLCs have been utilized in European cities for many years to enforce traffic signal
compliance. Some cities set RLC “boxes” at many of their intersections, purchase a few
RLCs and move those cameras around to the RLC “boxes,” so drivers do not know which
boxes have RLCs and which do not. RLC control is thus provided at many more
locations than the city can afford cameras.
According to the IIHS, 683 people were killed and an estimated 133,000 people were
injured in crashes involved in red-light running in 2012. As of December 2014, Red-
Light Camera Programs have been implemented in 495 communities in the U.S.
Surveys show generally high citizen support (66 - 87 %) for Red-Light Camera
enforcement.
The City of Denton also provides an “All Red” interval of approximately 1.5 - 3 seconds
on its lights to allow clearance of the intersection by vehicles prior to signaling opposing
lane traffic to proceed. The City’s use of an “All-Red” interval accomplishes the same
Date: December 12, 2014 Report No. 2014-095
reduction in accidents as extending the yellow light interval, while also reducing accident
conflicts with the cross-street where some drivers tend to use all available yellow light
interval timing provided. A vehicle is in violation of a red light only if it enters (goes
beyond the stop bar) and proceeds through the intersection without stopping after the
light turns red.
The City of Denton’s RLC Violation fine, set by state statute, is only $75. After payment
of the camera program operating expenses, half of the balance is required by state law to
be transferred to the state for funding of area hospital trauma centers; the other half is
required to be spent by the City for local traffic safety improvements and programs.
CONCLUSION:
Red-Light Cameras (RLC) are one of the many tools in the “safety tool box” to improve traffic
safety in our City, and should continue to be used. While other cities may have inadvertently or
purposely shortened Yellow Light Intervals at RLC locations, the City of Denton has not done
so, and has intentionally increased its Yellow Light Interval timings for all traffic lights above
the ITE minimum recommended timings to improve safety and eliminate as much red-light
running as practical. The City of Denton should continue to utilize RLCs in appropriate
locations (high traffic signal violation and accident locations) as a deterrent to traffic signal
violations and as a traffic safety measure, and should oppose actions to limit local governments’
use of RLCs as traffic safety tools.
ATTACHMENT:
Informal Staff Report No. 2014-036, City of Denton Red-Light Camera Program
STAFF CONTACT:
John T. Davis, PE
Director of Engineering Services
940-349-7135
John.Davis@cityofdenton.com
Revision Date 1/26/18 Council Requests for Information Request Request Date Staff Responsible Status 1. Information on cost determination for curb rate vs drop-off rate at landfill 6/5/17 Cox A consultant for the staffing & operational analysis will be selected in the next couple weeks, with the goal to complete the analysis by late Feb. An RFP for a cost of service study is being prepared; the project is expected to last a few months into spring 2018. 2. Discussion of development code criteria for width of streets 6/6/17 Canizares Amendments to Transportation criteria manual are in process. Planned to be presented in February. 3. Survey and report of how other municipalities and school districts fund their School Resource Officers, as well as analysis of calls to school and efficiency 7/25/17 Howell A consultant is working on an efficiency analysis of the Aquatics Center. A proposal has been sent to Spt. Wilson for DISD to increase SRO funding. 4. Info on landfill SUP requirement and a plan to replace or minimize trees that will be removed 8/15/17 Cox Update to Council planned for Feb. 20. 5. Work session on process for when a use category is not clearly defined in the DDC (incl. appeals process and communications to surrounding properties) 9/19/17 McDonald/Leal An ISR is expected in February and this will be included as part of the DDC update. 6. Work session on public restrooms and/or first aid station on the Square 10/17/17 Rosendahl A work session is tentatively planned for Feb. 13. 7. Work session on homelessness / tent city research 11/7/17 Kuechler/Shaw A work session is planned for Feb. 13. 8. Work session on HOT funds (overview of the committee, process, and policies) 1/9/18 Puente A work session is planned for Feb. 27. 9. Update on signage policies for parks and athletic fields 1/9/18 Langley A work session is planned for Feb. 5 luncheon. 10. Update on cultural district 1/9/18 Booth A work session is planned for Feb. 27. 11. Work session on special events/parades and permitting processes required 1/9/18 Howell/Kuechler A brief update was included in the Friday Jan. 12 report, and a work session is planned for February. 12. Creation of a committee for pesticides management 1/9/18 Behrens A work session is planned for Feb. 13. 13. Red Light Cameras - Inquiry if one second could be added to yellow light time duration 1/9/18 Canizares An ISR is expected for the Friday Jan. 26 report.
Request Request Date Staff Responsible Status 14. Information on the Parks Foundation (total # of scholarships provided to City, fee assessment agreement with Denton Youth Sports, staffing services provided by City, vendor contracts paid for by City) 1/16/18 Langley An ISR is planned for Friday Feb. 2. 15. Closed session to consider releasing Ordinance 2014-060 to be a public document 1/16/18 Leal 16. Request for agenda item numbers to match ordinance numbers, or creation of a cross reference 1/16/18 Walters
1/24/2018 12:15 PM
January 2018
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1
No Council Luncheon
New Year’s Day -
City Holiday
2
No Council Meeting
3
5:30pm Traffic Safety
Commission
4
4 p.m. Public Art
Committee
5
9:00 am Special
Called Closed Mtg
6
7 8
9:00am Public Utilities
Board
12:00pm Committee on the
Environment
5:30pm HLC
Park Board 6 pm
9
2:00 pm CC Work
Session
6:30 pm CC Regular
Session
10
11:00am EDP Board
5:00pm P&Z Work
Session
6:30pm P&Z Regular
Session
11 12 13
14 15
MLK Day -
City Holiday
16
1:00 pm CC Meeting 17
11:30am Mobility
Committee Meeting
18
HaBSCo Meeting
19 20
21 22
6:00pm Public Utilities
Board
23
Canceled 4th Tuesday
Session
24
5:00pm P&Z Work
Session
6:30pm P&Z Regular
Session
25 26 27
9:00 am Special
Called CC Work
Session
28 29
Canceled 4:00pm ZBA
30
No Council Meeting 31
1/24/2018 12:15 PM
February 2018
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1
4 p.m. Public Art
Committee
2 3
4 511:30 am Council
Luncheon
1:30pm Committee on
the Environment
5:30pm Traffic Safety
Commission
Park Board 6 pm
6
2:00 pm CC Work
Session
6:30 pm CC Regular
Session
7
5:00pm P&Z Work
Session
6:30pm P&Z Regular
Session
8 9 10
11 12
9:00am Public Utilities
Board
5:30pm HLC
13
2:00 pm 2nd Tuesday
Session
14
11:00am EDP Board
15
2018 State of the
City Event
6pm -8:30pm
HaBSCo Meeting
16 17
18 19 20
2:00 pm CC Work
Session
6:30 pm CC Regular
Session
21
5:00pm P&Z Work
Session
6:30pm P&Z Regular
Session
22 23 24
25 26
6:00pm Public Utilities
Board
4:00 pm ZBA
27
2:00 pm 4th Tuesday
Session
28
1/24/2018 12:15 PM
March 2018
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1
4 p.m. Public Art
Committee
2 3
4 5 11:30 am Council
Luncheon
1:30pm Committee on
the Environment
5:30pm Traffic Safety
Commission
Park Board 6 pm
6
2:00 pm CC Work
Session
6:30 pm CC Regular
Session
7
5:00pm P&Z Work
Session
6:30pm P&Z Regular
Session
8 9 10
11 12
9:00am Public Utilities
Board
5:30pm HLC
13
No Council Meeting 14
11:00am EDP Board
15
HaBSCo Meeting
16 17
18 19 20
2:00 pm CC Work
Session
6:30 pm CC Regular
Session
21
5:00pm P&Z Work
Session
6:30pm P&Z Regular
Session
22 23 24
25 26
6:00pm Public Utilities
Board
4:00 pm ZBA
27
2:00 pm 4th Tuesday
Session
28 29 30
CA-Consent Agenda IC-Individual Consideration WS-Work Session CM-Closed Meeting PH-Public Hearing 1/24/18 FUTURE CITY COUNCIL ITEMS Note: This is a working draft of pending Council items and is subject to change without notice. Meeting Date DeadlinesItemJanuary 27 – Saturday – 9:00 a.m. Work Session on Ethics Ordinance January 30 – No Meeting February 5 – Luncheon Captions – January 22 Backup – February 1 February 6 – Work/Regular Session Captions – January 22 Backup – February 2 WS – Ethics Ordinance WS – Bike Share WS – 9% Housing Tax Credit requestsFebruary 13 – 2nd Tuesday Session Captions – January 29 Backup – February 9 WS – Pre-qualified Engineering and Consultant Services WS – Rayzor Ranch PID WS – Homelessness and Tent Encampments WS – City Facilities Master Plan WS – Electric Fees WS – IPM Committee updateFebruary 20 – Work/Regular Session Captions – February 5 Backup – February 16 WS – Ethics Ordinance WS – Landfill SUP requirements WS – Incentive Policy WS – PID Policy WS – Landfill Substation CA – Award contracts for Pre-qualified Engineering and Consultant Services February 27 – 4th Tuesday Session Captions – February 12 Backup – February 23 WS – Cultural District WS – Hwy 77 Site Options IC – Incentive Policy IC – PID PolicyMarch 5 – Luncheon Captions – February 19 Backup – March 1Economic Development mid-year update (City and Chamber) March 6 – Work/Regular Session Captions – February 19 Backup = March 2WS – Ethics Ordinance March 13 – No Meeting NLC, Washington DC 3/11-3/14 | Spring Break 3/12-3/16 March 20 – Work/Regular Session Captions – March 5 Backup – March 16WS – Ethics Ordinance March 27 – 4th Tuesday Session Captions – March 12 Backup – March 23
CA-Consent Agenda IC-Individual Consideration WS-Work Session CM-Closed Meeting PH-Public Hearing Meeting Date DeadlinesItemApril 2 – Luncheon Captions – March 19 Backup – March 29 April 3 – Work/Regular Session Captions – March 19 Backup – March 30 April 10 – 2nd Tuesday Session Captions – March 26 Backup – April 6 April 17 – Work/Regular Session Captions – April 2 Backup – April 13 April 24 – 4th Tuesday Session Captions – April 9 Backup – April 20 May 1 – Work/Regular Session Captions – April 16 Backup – April 27 May 7 – Luncheon Captions – April 23 Backup – May 3 May 8 – 2nd Tuesday Session Captions – April 23 Backup – May 4 May 15 – Election Meeting Captions – April 30 Backup – May 11 Installation of CC Members OnlyMay 22 – Work/Regular Session Captions – May 7 Backup – May 18 May 29 – No Meeting Memorial Day holiday observed- City Offices closed 5/28 June 4 – Luncheon Captions – May 21 Backup – May 31 June 5 – Work/Regular Session Captions – May 21 Backup – June 1 June 12 – 2nd Tuesday Session Captions – May 25 Backup – June 8 USCM, Boston, 6/8-6/11 June 19 – Work/Regular Session Captions – June 4 Backup – June 15TCMA, Galveston, 6/21-24 June 26 – 4th Tuesday Session Captions – June 11 Backup – June 22 July 2 – No Luncheon July 3 – No Meeting July 4th holiday observed – City Offices closed July 10 – No Meeting July 17 – Work/Regular Session Captions – July 2 Backup – July 13 July 24 – 4th Tuesday Session Captions – July 9 Backup July 20
CA-Consent Agenda IC-Individual Consideration WS-Work Session CM-Closed Meeting PH-Public Hearing Meeting Date DeadlinesItemJuly 31 – No Meeting August 2 – Budget Workshop Captions – July 16 Backup – July 27 August 6 – Luncheon Captions – July 23 Backup – August 2 August 7 – Work/Regular Session Captions – July 23 Backup – August 3 August 14 – 2nd Tuesday Session Captions – July 30 Backup – August 10 August 21 – Work/Regular Session Captions – August 6 Backup – August 17 August 28 – 4th Tuesday Session Captions – August 13 Backup – August 24 September 3 – No Luncheon Labor Day holiday September 4 – No Meeting September 11–Special Called Work/Regular Session Captions – August 27 Backup – September 7 September 18 – Work/Regular Session Captions – August 31 Backup – September 14 September 25 – 4th Tuesday Session Captions – September 10 Backup – September 21 October 1 – Luncheon Captions – September 17 Backup – September 27 October 2 – No Meeting National Night Out October 9 – 2nd Tuesday Meeting Captions – September 24 Backup – October 5TML, Fort Worth, 10/9-10/12 October 16 – Work/Regular Session Captions – October 1 Backup – October 12 October 23 – 4th Tuesday Session Captions – October 8 Backup – October 19 October 30 – No Meeting November 5 – Luncheon Captions – October 22 Backup – November 1 November 6 – Work/Regular Session Captions – October 22 Backup – November 2 NLC, Los Angeles, 11/7-11/10 November 13 – 2nd Tuesday Session Captions – October 29 Backup – November 9 November 20 – No Meeting Thanksgiving Holiday observed–City Offices Closed 11/22-23
CA-Consent Agenda IC-Individual Consideration WS-Work Session CM-Closed Meeting PH-Public Hearing Meeting Date DeadlinesItemNovember 27 – 4th Tuesday Session Captions – November 12 Backup – November 21Tentative-Based on NeedDecember 3 – Luncheon Captions – November 19 Backup – November 29 December 4 – Work/Regular Session Captions – November 19 Backup – November 30 December 11 – 2nd Tuesday Session Captions – November 26 Backup – December 7 December 18 – Work/Regular Session Captions – December 3 Backup – December 14Tentative-Based on NeedDecember 25 – No Meeting Christmas Holiday observed–City Offices Closed 12/24-25
Construction Projects Report Starting Jan 29-Feb 04, 2018 Road ClosuresLane ClosuresStreet / IntersectionDetour RoutesProposed Date of ConstructionProposed Date of CompletionBrief Description of Construction Contact Department LettersDoor HangersMessage BoardsPublic MeetingChanges made by:UPCOMING PROJECTSCanterbury Hollyhill to I-35still in design tbd Drainage Chad Allen-EngFulton tbd tbd Water/WW/Streets Drew Huffman-WW; Casey Bowles-Wtr; Dusty Draper-StreetsHettietbd tbd Water/ Waste Water/ Streets Drew Huffman-WW; Casey Bowles-Wtr; Dusty Draper-StreetsHinkleto be bid tbdPossibly bundling with Windsor, Wtr/WW/Streets/DrainageDrew Huffman-WW; Casey Bowles-Wtr; Dusty Draper-StreetsHoliday Park Phase 2 yes tbd tbdWater Main Construction Manhattan, Sierra, & Laguna Yellowstone to ShermanCasey Bowles - Wtr11/16/17yTyler Dawson 12-07-17Maloneyes Summer 2018 tbdWater Main Construction Crescent to WestminsterWaterCasey Bowles 12-18-17PEC 4 - Engineering still in design tbdEngineering Project Installing Underground Box Culvert Lee Perry-Eng
Street / IntersectionDetour RoutesProposed Date of ConstructionProposed Date of CompletionBrief Description of Construction Contact Department LettersDoor HangersMessage BoardsPublic MeetingChanges made by:Smith-JohnsonSummer 2018 tbdLarge Project: Drainage/ Streets/Wtr/WWChad Allen-EngThomas tbd tbd Water/WW/Streets Drew Huffman-WW; Casey Bowles-Wtr; Dusty Draper-StreetsWaynetbd tbdWater/ WW/Streets Drew Huffman-WW; Casey Bowles-Wtr; Dusty Draper-StreetsWindsor- Engineering tbd tbdPossibly bundling with Hinkle Wtr/WW/Streets/DrainageDrew Huffman-WW; Casey Bowles-Wtr; Dusty Draper-StreetsRESIDENTIAL CURRENT PROJECTSAve Byes Jan 23, 2018 Feb 9, 2018Electric Construction Eagle to S Ave B EngineeringStephen Stastny 01-17-18Congressyes Jan 8, 2018 Feb 28, 2018Electric Construction Denton to N CarrollEngineeringTim Kutas 01-12-18Congressyes Jan 22, 2018 Feb 12, 2018Electric Construction N Carroll to BolivarEngineeringTim Kutas 01-12-18Denison yes Feb 5, 2018 Mar 16, 2018Street Reconstruction University to W Sherman Streets1.24.17 y yChauna Baker 01-24-18Egan yes Feb 5, 2018 May 7, 2018Street Reconstruction Amarillo to MaloneStreets1.24.18 y yChauna Baker 01-24-18Goberno Jan 24, 2018 Feb 12, 2018Mill/Overlay Linden Dr to Cordell StStreets1/9/18 yDale Mitchell 01-22-18
Street / IntersectionDetour RoutesProposed Date of ConstructionProposed Date of CompletionBrief Description of Construction Contact Department LettersDoor HangersMessage BoardsPublic MeetingChanges made by:Heron Pond no Jan 2, 2018 Feb 9, 2018Concrete Street Panel Repairs Sun Ray to Marsh Rail Streets12/18/17yRoy San Miguel 12-20-17Holiday Park Phase 2 yes Nov 10-17 Dec 1, 2018Wastewater Main Construction Manhattan to Kings RowWastewater11/16/17ySeth Garcia 11-08-17Kings Rowno Aug 7, 2017 Jan 31, 2018Curb and Gutter/Drive Approaches WB Right Ln Wellington and ShermanEngineeringyRob Plato 01-09-18Lattimoreno Oct 9, 2017 Feb 5, 2018Street Reconstruction Audra to Dead EndStreets9/22/17 yDusty Draper 10-03-17Londonderryyes Dec 22, 2017 Mar 15, 2018Wastewater Main Construction Teasley to WestminsterWastewater10/16/17ySeth Garcia 12-13-17Londonderryyes Feb 1, 2018 Mar 1, 2018 Drainage Improvements Drainage10/16/17yTyler Dawson 12-07-17Lookoutno Jan 29, 2018 Feb 28, 2018Sidewalk Repair Windsor to WestwardStreetsyRoy San Miguel 01-24-18Lovellno Jan 24, 2018 Feb 9, 2018Mill/Overlay Scripture to EganStreets1/19/18 yDale Mitchell 01-09-18Mapleno Jan 22, 2018 Feb 9, 2018Water Line Tap/Piping/S-walk Repair Southern most Drive LaneEngineeringRob Plato 01-18-18Mimosayes Jan 2, 2018 Feb 23, 2018Street Reconstruction N Carroll to Bolivar Streets12/13/17yChauna Baker 12-13-17Mockingbirdyes Oct 23, 2017 Feb 4, 2018Street Reconstruction Audra to NewportStreets10/10/17y y 10.18.17Robin Webber 01-04-18
Street / IntersectionDetour RoutesProposed Date of ConstructionProposed Date of CompletionBrief Description of Construction Contact Department LettersDoor HangersMessage BoardsPublic MeetingChanges made by:Mockingbirdyes Oct 23, 2017 Feb 20, 2018Street Reconstruction Mckinney to Paisley Streets10/10/17y y 10.18.17Robin Webber 11-01-17Oak Parkno Oct 9, 2017 Feb 5, 2018Street Reconstruction Oaktree to Oak ValleyStreets9/22/17 yDusty Draper 10-03-17Oaktreeno Oct 9, 2017 Feb 5, 2018Street Reconstruction Audra to LattimoreStreets9/22/17 yDusty Draper 10-03-17Paisleyyes Dec 20, 2017 Feb 16, 2018Water Main Construction Frame to RuddellWateryyCasey Bowles 12-18-17Panhandleno Dec 4, 2017 Feb 12, 2018Street Resurfacing/Curb/Gutter Thomas to Bonnie BraeStreets11.27.18yyChauna Baker 01-22-18SagebrushJan 2, 2018 tbdWater/WW/Streets Water is almost complete Wtr/WW/StreetsySilktree yes Jan 29, 2018 Mar 5, 2018Street Reconstruction Desert Willow to Cul de SacStreets1.22.18Chauna Baker 01-22-18Stanley yes Nov 6, 2017 Feb 12, 2018Mill Overlay/Curb and Gutter Work Emery to CrescentStreets10/26/17yChauna Bakerl 01-22-18Westward no Jan 2, 2018 Feb 9, 2018Street Panel Repair Lookout to SouthwayStreets12/18/17yChauna Baker 12-18-17Whispering Oaks no Oct 9, 2017 Feb 5, 2018Street Reconstruction Oak Valley to Oak ParkStreets9/22/17 yDusty Draper 10-03-17Windriverno Jan 22, 2018 Mar 30, 2018Sidewalk Repairs Loon Lake to Teasley LnStreetsHOA 1/11/18yRoy San Miguel 01-04-18
Street / IntersectionDetour RoutesProposed Date of ConstructionProposed Date of CompletionBrief Description of Construction Contact Department LettersDoor HangersMessage BoardsPublic MeetingChanges made by:MAJOR ROADS CURRENT PROJECTSBonnie Braeno Jul 1, 2017 Jul 31, 2019Street WideningEngineeringRob Plato 01-09-18Gaylayes Jan 4, 2018 Feb 9, 2018Water and WW Crossing Construction Mayhill Rd to Bridges StEngineering1/3/18 y yGerry Powers 01-24-18Hickoryyes Jan 2, 2018 May 11, 2018Street Reconstruction Bonnie Brae to N Texas BlvdStreetsDusty Draper 01-23-18McKinney no Nov 14, 2017 Apr 29, 2018Reconstruct Old Central Parking Lot Bolivar to CedarEngineering11.2.17Gerry Powers 12-05-17Mayhillno Sep 1, 2017 Feb 1, 2020Street Widening Project US380 to N of Edwards RdEngineeringN Housewright 11-30-17Prominence Parkway yes Jan 31, 2018 Aug 31, 2018Water /WW Relocate/Repave Mayhill to AtlantaEngineeringGerry Powers 01-24-18Rineyyes Sep 29, 2017 Jul 29, 2018Road Removal and Replacement N Elm to SolonaEngineeringGerry Powers 10-19-17Ryan Rd WByes Dec 11, 2017 Jan 26, 2018Street Construction FM1830 to Forrestridge Streets12/6/17 y yDale Mitchell 01-04-18Note: This provides an Estimate of work to be done the next two weeks. Weather, equipment breakdowns, or other unforeseen problems could cause this schedule to change.Drainage 349-7116 / Water Distribution 349-7181 / Wastewater 349-8489 / Traffic 349-7342 / Streets 349-7160, streets@cityofdenton.comEngineering 349-8910, engineering@cityofdenton.com / TX DOT 387-1414, romulo.bahamon@txdot.gov / Denton County 349-3420COMPLETED PROJECTS
Street / IntersectionDetour RoutesProposed Date of ConstructionProposed Date of CompletionBrief Description of Construction Contact Department LettersDoor HangersMessage BoardsPublic MeetingChanges made by:Ave Gyes Dec 18, 2017 Jan 19, 2018Electric Construction Oak St to Hickory StEngineeringAlice Province 01-23-18Emerson no Dec 27, 2017 Jan 26, 2018Curb and Gutter Repairs Rockwood Ln to Locksley LnStreets12/18/17Roy San Miguel 01-10-18Gaelic Ctno Nov 27, 2017 Jan 19, 2018Street Reconstruction Glengary Way to Western dead endStreets11/13/17yDusty Draper 01-23-18Montecitono Dec 27, 2017 Jan 26, 2018Sidewalk Repair Hazelwood to Mirror RockStreetsyRoy San Miguel 1-24-17Overlookno Oct 2, 2017 Jan 19, 2018Sidewalk and Panel Repairs Windsor to WestwardStreetsyRoy San Miguel 01-24-18Vanderbuilt Ctno Dec 27, 2017 Jan 26, 2018Curb and Gutter Repair Bowling Green to Vanderbilt CtStreets12/18/17yRoy San Miguel 01-24-18