HomeMy WebLinkAbout121021 Friday Staff Report
City Manager’s Office
215 E. McKinney St., Denton, TX 76201 (940) 349-8307
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MEMORANDUM
DATE: December 10, 2021
TO: The Honorable Mayor Hudspeth and Council Members
FROM: Sara Hensley, Interim City Manager
SUBJECT: Staff Report
I. Council Schedule
A. Meetings
1. Public Utilities Board on Monday, December 13, 2021, at 9:00 a.m. in the
Council Chambers.
2. Library Board on Monday, December 13, 2021, at 5:30 p.m. at the Emily
Fowler Library.
3. Cancelled - Zoning Board of Adjustment on Monday, December 13, 2021, at
5:30 p.m. in the Council Chambers.
4. Cancelled - Historic Landmark Commission on Monday, December 13, 2021,
at 5:30 p.m. at the Development Service Center.
5. Work Session of the City Council on Tuesday, December 14, 2021, at 2:00 p.m.
followed by a Special Called Meeting at 6:30 p.m. in the Council Chambers.
6. Mobility Committee on Wednesday, December 15, 2021, at 9:00 a.m. in the
Council Chambers.
7. Cancelled - Development Code Review Committee on Wednesday,
December 15, 2021, at 11:00 a.m. at the Development Service Center.
8. Work Session of the Planning and Zoning Commission on Wednesday,
December 15, 2021, at 5:00 p.m. followed by a Regular Meeting at 6:30 p.m.
in the Council Chambers.
9. Sustainability Framework Advisory Committee on Friday, December 17, 2021,
at 1:00 p.m. at the Sustainability Office.
II. General Information & Status Update
A. New Interim Assistant City Manager – On Dec. 10, City Manager Sara Hensley sent
the attached memo to the organization to announce that Human Resources Director
Tiffany Thomson would serve in the new role of Interim Assistant City Manager. In
addition to her continued leadership of Human Resources, Tiffany will also oversee
the City Secretary’s Office, Customer Service and Public Affairs, Environmental
Services, and Public Works. Tiffany will begin serving in her new role on Monday,
Dec. 13. Staff contact: Ryan Adams, City Manager’s Office
B. Status of Dallas County Mask Order – During the Dec. 7 COVID-19 Update delivered
at the Council Work Session, staff could not answer a question as to the status of the
Dallas County mask order and if it was still in effect. This was deemed relevant as the
City modeled its current Seventeenth Order of Council, in part, on the Dallas County
order. Staff have inquired with the County and learned that their order (see attached)
is still in effect. Staff contact: Ryan Adams, City Manager’s Office
C. City Manager Recruitment – The City Manager recruitment advertisement launched
December 6. Public sector executive recruitment firm Baker Tilly is leading the
search. The attached brochure highlights the community, organization, and the ideal
candidate for the role. The first review of candidates will be on January 7, 2022. Staff
contact: Tiffany Thomson, Human Resources
D. Parliamentary Procedure – During the August 21, 2018 Work Session, Richard Hayes
gave a presentation on the Rules of Parliamentary Procedure. The video can be found
at: https://dentontx.new.swagit.com/videos/13333?ts=1107. Staff contact: Mack
Reinwand, City Attorney’s Office
E. DCTA Board Representative Work Session Reports – On December 7, the Council
received a report from Council Member and DCTA Board Representative Alison
Maguire regarding an update on Denton County Transit Authority operations. In
anticipation of additional reports throughout the ensuing year, staff scheduled
quarterly work sessions to receive DCTA Board representative updates on the
following dates in 2022:
• March 1, 2022
• June 7, 2022
• September 20, 2022 (second meeting of the month due to the Labor Day
holiday)
• December 6, 2022
These dates may be subject to modification pending other Council priorities. Staff
contact: Ryan Adams, City Manager’s Office
F. 2020 Consolidated Annual Performance and Evaluation Report to HUD – The
Consolidated Annual Performance and Evaluation Report (CAPER) is a year-end
performance report required by the U.S. Department of Housing and Urban
Development (HUD). The purpose of the CAPER is to provide an overall evaluation
of federally funded activities and accomplishments to HUD and the Denton
community. A public notice will be placed in the Denton Record-Chronicle on
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Sunday, December 12, requesting public comments on the Draft 2020/21 CAPER
from December 13 through December 27. The report can be viewed on the City’s
Community Development webpage. Any comments received during the comment
period will be included in the final report and submitted to HUD by December 30,
2021. A summary of the CAPER will be provided to City Council when the report is
finalized. Staff contact: Luisa Garcia, Community Services
G. DME Winter Preparedness – Last week, staff communicated to City Council that
DME filed all required winter readiness reports to the Public Utility Commission of
Texas (PUCT) by its December 1, 2021 deadline. In doing so, the City avoided
significant penalties levied by the PUCT. A recent news article identified eight (8)
generation companies that did not comply with the required filing and as such, have
received a cumulative fine of $7.5 million. PUCT issued a formal Notice of Violation
(NOV) along with penalty recommendations to the following companies for failure to
comply with winter weather emergency preparedness file weatherization reporting
requirements:
• BT Cooke Solar - $550,000
• Bull Creek Wind - $1,100,000
• Cotton Plains Wind - $725,000
• Lamesa Solar II - $550,000
• Midway Solar II - $550,000
• OCI Alamo - $1,100,000
• Shell Oil - $2,375,000
• Texas Big Spring - $725,000
DME will continue to work with the PUCT to ensure that any requirements continue
to be met. PUCT staff recommends that penalties continue to increase for each day the
violations continue. Staff contact: Tony Puente, DME
H. Wildwood Inn Follow Up – The Wildwood Inn was approved under the Southridge
Oaks Planned Development (PD-87) in 2000. The use was approved to operate as a
bed and breakfast and host events such as weddings and business meetings. Several
conditions were imposed as part of the original PD approval. Although the zoning of
the property has since been changed as part of two City-wide code updates and zoning
transitions, the Wildwood Inn was established prior to those regulations and is
therefore allowed to continue its operations as a legal nonconforming use.
As it relates to issues of compliance with specific conditions of the ordinance, the
following information is provided to the public:
• Operation as a Wedding Venue - the Wildwood Inn has full land use authority
to continue operating as a Bed & Breakfast and host events such as weddings
under the approval of Ordinance 2000-201. The referenced ordinance
permitted small wedding events and business meetings without limiting
occupancy or number of guests. The operation of a wedding venue is within
the authority granted by the ordinance and may continue as such until the use
changes or is discontinued, pursuant to Subsection 1.5.2.F of the Denton
Development Code.
• Operator on-site – The ordinance requires that an operator live on the
premises. Wildwood Inn has confirmed that staff live on-site and front-office
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staff are available to guests 24-hours for guest service. These staff satisfy the
condition.
• The ordinance includes other conditions on the use, such as limitations on the
hours of use for outdoor facilities and mitigation of light pollution.
• Denton Police Department may be called for noise complaints, per the City
of Denton’s Noise Ordinance.
The Wildwood Inn hosted a neighborhood meeting on November 11, 2021, where
they presented plans to expand the facility to add 2 more buildings and increase
parking. The property owner has not applied for any projects related to this expansion
at this time. Because of the status of the facility as a nonconforming use, a zoning
action would be required to accommodate the expansion of the facility and use. After
a zoning application is considered by the Planning and Zoning Commission and
subsequently brought forward to City Council for consideration, City Council may
choose to deny the request, approve the request as submitted, or approve the request
with additional stipulations including but not limited to stipulations that address the
existing use and conditions. Staff contact: Karina Maldonado, Development Services
I. Hanover Drive Sidewalk – City staff completed the review/research of the potential
sidewalk installation on Hanover Drive from Emerson Lane. After assessing options,
staff recommends the installation of a 10-foot sidepath on the north side of Hanover
(see image below) following the perimeter of Avondale Park. The sidepath on the
north side of Hanover offers several benefits over the previously proposed sidewalk
on the south side of Hanover for the following reasons:
Previously Proposed Option on Southside of Hanover
• South side of Hanover Drive right-of-way presents grade issues that would
require a retaining wall to be installed; (see Hanover Dr Feasibility Info
attachment- top picture)
i. Retaining wall construction will require temporary construction
easements from 2 of the 3 adjacent property owners
ii. Temporary construction easements require appraisals along with City
Council approval
iii. These additional efforts would not only increase cost but also add a
minimum of 8 months to the schedule
1. Real Estate:
a. Appraisal to TCE acquisition – 7 months
2. Retaining wall:
a. Construction schedule addition – 1 month
Staff Recommended Option on Northside of Hanover
• The North side of Hanover Drive from Emerson Lane is City property and
presents no right-of-way or grade issues throughout the proposed sidepath
extents
i. The Parks and Recreation Department supports this recommendation and
has requested that the installation be a 10-foot wide meandering sidepath
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ii. The sidepath and ramp will be reduced to a 4 to 5-foot width near Emerson
to fit between utility poles, established trees and guy-wires - (Hanover Dr
Feasibility Info attachment- bottom picture)
iii. A new crosswalk will be installed on Hanover Drive to provide access
from the Emerson Lane sidewalk to the new north side Hanover Drive
sidepath
Staff plans to proceed with the previously discussed strategy for Safe Routes to School
(SRTS) funding, including the exchange of Brookfield for Glenwood as described in
the attached PowerPoint from our Nov. 18 Community Meeting. The proposed
construction of the Hanover sidepath would be funded using 2019 Bond Program
funds. The proposed addition of the Hanover sidepath will add approximately $70,000
to the overall investment of sidewalks in the area surrounding Nette Shultz
Elementary. Staff currently projects that design and construction may begin on the
Hanover segment by August 2022 and prior to the start of the 2022-2023 school year.
It is important to note that there are a few unique factors that make the addition of
Hanover easier to design/construct than other areas of town requesting pedestrian
amenities. Unique factors making the Hanover sidepath comparatively simple to add
include:
• Hanover already has curb and gutters installed
• The proposed location is on City property, we don’t always have the luxury of an
adjacent City park
• We are able to scope in construction as part of the larger SRTS project to install
sidewalks near Nette Shultz (meaning a construction crew would not have to
mobilize for such a small job)
• The requested Hanover section will also provide connectivity to Avondale Park
• The scope of the proposed segment on Hanover is minimal compared to other
requested segments in town such as Windsor Drive
Staff will host an additional community meeting prior to proceeding with sidewalk
construction and will coordinate with necessary Denton ISD staff to ensure availability
and participation of Nette Shultz Elementary representatives. Staff contact: Rachel
Wood, Capital Projects
J. Denton Public Library partners to create StoryWalk® on the Square – The Library’s
StoryWalk® on the Square is a literacy activity in partnership with local businesses
on the Denton Square. A two-page spread of the book A New Kind of Wild by Zara
Gonzalez Hoang is now posted in the window of each participating business.
Participants will be able to walk along the square, reading the entirety of the story as
they visit each business. StoryWalk® on the Square promotes reading, family
bonding, community engagement, and walking for exercise. The starting point is
Discover Denton, 401 N. Elm St. Bookmarks are available at Discover Denton
showing each stop the reading path. Each stop on the StoryWalk® also has arrows
directing readers to the next stop. A video was created by DTV and posted on library
social media. The StoryWalk® featured title will change periodically, with the next
update in January 2022 to coincide with Discover Denton’s Hot Coco Trail event.
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The StoryWalk® concept was created by Anne Ferguson of Montpelier, Vermont, and
developed with the help of Rachel Senechal, Kellogg-Hubbard Library. The list below
details each of the Square Stops in order:
• Discover Denton
• Norman Roscoe
• Atomic Candy
• Recycled Books
• Half Pint Children’s Boutique
• Bearded Lady Barbershop
• UNT CoLab
• Gnome Cones
• Rose & Thorn Co.
• Summit Denton
• Salvage Secondhand Shoppe
• Dix Coney Island
• Theatre Denton
• TB Winds
• Patchouli Joe’s Books & Indulgences
• Ready Rosie
Staff Contact: Jennifer Bekker, Denton Public Library
III. Responses to Council Member Requests for Information
A. Spencer Road Traffic Concerns – On December 5, Council Member Byrd forwarded
a request from a resident concerned with turning right onto Spencer Road from the
Sunstone Village Apartments. Staff evaluated the driveway and based on record
drawings, it meets the requirements in the City of Denton’s Transportation Criteria
Manual for width, turn radius, and visibility standards, see attached. Staff contact:
Michael Linder, Capital Projects/Engineering
B. Former Selwyn School Site Visit – On November 9, Council Member Davis requested
staff visit the former Selwyn School to walk the property and survey the buildings for
salvageable architectural items. Staff completed a site visit on Monday, December 6.
Upon visiting the property, staff did not discover any salvageable items. Most of the
property had been stripped of its materials, including metal roofing and wood rafters.
The City does not currently have any use for any items remaining on the property.
Staff contact: Cameron Robertson, Development Services
C. Cooper Glen Drainage Update - On December 1, Council Member Beck
communicated resident concerns about the trash along the channel and sidewalk along
Cooper Glen drainage easement. The trail and channel maintenance are a joint effort
for maintenance between Parks and Drainage (see below map in green). The area in
purple is private property and not maintained by the City. Parks staff maintains this
area every two weeks to empty trash cans and pick up litter around the sidewalk.
Drainage staff inspects the area any time there is a rain event as part of our normal
creek crossing inspection. Parks staff will also notify Drainage if any issues are found
during their visits. Staff did not find any excessive trash during a site visit on
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December 8. Staff contacts: Daniel Kremer, Public Works and Drew Huffman, Parks
and Recreation
D. Ruddell Street Extension Project Update – On November 19, Council Member Beck
inquired about long-term plans to extend Ruddell Street, any problems the proposed
project will solve, and how it will impact the City’s mobility framework.
The Ruddell Street project referenced in Council Member Beck’s request was
approved as part of the 2014 City of Denton Bond Program. Specifically, the project
was listed as “Ruddell Street Extension” under Proposition No. 1: Street
Improvements Proposed Projects (refer to Exhibit 1 below). The Ruddell Street
Extension Project is also identified on the City of Denton’s Mobility Plan as a collector
that creates a continuous route from just north of US 380, crossing the Union Pacific
Railroad (UPRR), and continuing south to McKinney Street (refer to Exhibit 2 below).
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The Ruddell Street Extension Project is being managed as part of the Texas Woman’s
University (TWU) Area Program. The projects currently under consideration as part
of the TWU Area Program include several longstanding Capital Improvement Plan
projects, such as the Mingo/Ruddell Intersection, Mingo Widening, Ruddell
Widening, and Quiet Zones along Mingo Road along with several other water,
wastewater, and drainage infrastructure enhancements.
In March 2021, the City Council approved a professional services agreement with
Bridgefarmer & Associates to develop preliminary design drawings and project cost
estimates for several projects in the TWU Area Program, including the Ruddell Street
Extension Project. This preliminary information will be used as part of the Fiscal Year
2022-2023 budget development process to obtain feedback from the City Council on
which TWU Area Program projects should be prioritized and to identify additional
funds needed to complete the projects.
In addition to further discussing the Ruddell Street Extension Project as part of the
upcoming budget development process, staff will present an update on Quiet Zones at
an upcoming Mobility Committee meeting. As part of that discussion, staff will cover
analysis on the potential removal of the Willis and Pertain crossings, which UPRR
would require to open the new crossing at Ruddell Street. Staff contact: Tracy Beck,
Capital Projects/Engineering
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E. Roadway Impact Fee Update – On Thursday, December 2, Mayor Pro Tem Meltzer
inquired about the status of Roadway Impact Fee (RIF) revisions and the regulatory
requirements that govern RIF service areas. The current Roadway Impact Fee
Ordinance was adopted June 21, 2016 and went into effect July 5, 2016. The 2016
Roadway Impact Fee Ordinance and associated service area map can be found online
here: Impact Fee Ordinance.
The RIF Ordinance is being updated per the 5-year cycle requirement as part of the
Mobility Plan Update contract and in conjunction with the Comprehensive Plan 2040
adoption. The current Roadway Impact Fee Ordinance will remain in effect until the
new Mobility Plan and Comprehensive Plan are adopted.
A qualified professional is required to update the land use assumptions, the roadway
impact capital plan, and impact fee assessment to revise the Roadway Impact Fee
Ordinance. On May 7, 2019, the City Council authorized a Professional Services
Agreement with Walter P. Moore & Associates to update the Mobility Plan and a
subcontract to complete the Roadway Impact Fee Ordinance update. The impact fee
update is tied to work currently underway to update, and eventually adopt, the
Mobility Plan and Comprehensive Plan. Updates to the land use assumptions and
capital improvement plan have commenced and are currently in progress. The
Mobility Plan will be used to complete capital improvement plan. Also, in order to
have current data to update the land use assumptions, it is imperative that the
Comprehensive Plan is completed.
Staff will present the Mobility Plan and Comprehensive Plan at the City Council Work
Session held January 25, 2022, and is planning to request approval of the document at
a following City Council meeting An overview of Roadway Impact Fees will be
presented on February 1, 2022. Following the February 1 presentation, additional
review will occur with staff and different boards and commissions leading to final
review and adoption by City Council soon after the Mobility Plan and the
Comprehensive Plan are adopted.
The City will use the Mobility Plan to develop the Roadway Impact Capital Plan,
which identifies the list of service areas and projects that the City can fund with
Roadway Impact Fee revenue. Revenue generated by each service area in the
Roadway Impact Fee Capital Plan may only be used for projects located within the
same respective service area. The revised Mobility Plan and associated to Roadway
Impact Fee update is a collaborative effort between Capital Projects/Engineering and
the Development Services Team. Once adopted, the revised Mobility Plan and updated
Roadway Impact Fees will serve as a robust set of guiding documents for future
infrastructure projects generated by private development and City capital projects.
Staff contact: Rebecca Diviney, Capital Projects/Engineering
F. DCTA Service Changes and Accessibility – On December 1, Mayor Pro Tem Meltzer
requested that staff review the fixed bus route changes proposed by the Denton County
Transportation Agency (DCTA), to consider if the recommended changes will cause
accessibility or equity issues for the City of Denton. City staff recommends that
questions related to the equity of DCTA’s service delivery model be referred directly
to DCTA, who did include measures of equity in the materials presented at the
December 2 DCTA Board of Directors meeting (see attached). The recommended
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service delivery changes were adopted to include the provision of concurrent fixed-
route and on-demand service delivery throughout the Denton DCTA service area, as
further described in the December 3 Friday Report.
Accessibility in a fixed route transit system is primarily a function of providing
accessible bus stops, which are supported by connecting pedestrian infrastructure like
sidewalks, curb ramps, and intersection traffic controls. An accessible bus stop
provides a 5- foot wide by 8-foot deep level pad for boarding and alighting, that is
connected to an accessible route, typically a sidewalk or pathway that runs along the
public street.
Accessibility along existing transit-served routes remains unchanged. Most route
changes recommended by DCTA do maintain a degree of continuity to the previous
route, with service generally along the same alignment, and in many cases, the
proposed service change includes a reduction in length of the route, which reduces the
number of bus stops that are not currently accessible.
Multiple routes have been modified from a direct alignment, to form a loop at the new
termination of the route. Along the new portions of the route alignments, construction
of accessible stops may be required for accessibility, though in some cases, the new
loop may serve an existing University Route bus stop or an existing bus stop from a
discontinued or altered route. The Denton Connect (DC) 2, DC3, DC4, and DC7 routes
each include new route loops that will presumably introduce some demand for new
transit stops, which without capital investment, presumably will not be accessible. The
DC4 route modification is unique because the loop would be routed through portions
of Rayzor Ranch, requiring additional coordination with private property owners to
make any new bus stops on these portions of the route accessible.
New transit service provided by the DC5 route will serve portions of the old DC4
route, and some portions of the DC3 route, though significant portions of this new
route would presumably require new bus stop construction to provide accessibility.
Significant realignment of the DC6 route shifts service from the Bell Avenue corridor
onto the Locust St. (northbound) and Elm Street (southbound) corridors, which
historically have not been transit served. This route alignment is presumably related
to the current closure of Bell Avenue. Potential to restore service along the previous
DC6 route when Bell Ave. is reopened should be discussed with DCTA, to leverage
the existing bus stops and pedestrian facilities that are provided along the previously
established route.
City staff will continue to monitor any future proposed revisions to DCTA’s service
delivery model, including potential future changes to the mix of fixed-route and on-
demand service in Denton, to help prioritize future investments to improve
accessibility to transit stops and add other supporting infrastructure that makes the
system attractive to potential users. Staff contact: Nathan George, Capital
Projects/Engineering
G. Vista Verde Tree Removal – On November 29, Council Member Beck requested
information about tree removal at Vista Verde. Vista Verde is a townhome
development located along Colorado Boulevard northwest of San Jacinto Boulevard.
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On Monday, November 22, staff was made aware that almost all of the preserved trees
on the Vista Verde development had been removed over the previous weekend . Per
the approved Tree Survey and Preservation Plan for the development, 29.5 inches
(diameter at breast height, or dbh) of Heritage Trees (two trees), 142 inches of Quality
Trees (nine trees), and one 20.5-inch Secondary Tree were to be preserved. After
learning of the removal of preserved trees, staff inspected the site and confirmed that
almost all of the preserved trees were removed.
Staff immediately contacted the applicant, and the applicant admitted to the removal
of the trees and confirmed that only two trees remain - Quality Trees with a total dbh
of 22 inches. Staff put a hold on all related development permits and projects until the
matter was resolved. The options the city has are 1) to fine the applicant for the
removal of the preserved trees or 2) have the applicant mitigate by replanting larger
trees and/or by paying into the tree fund at $200 per inch. It was determined that the
applicant will mitigate, which is an option the City is obligated to provide under state
law.
Using the replacement ratio outlined in the Denton Development Code, the following
details the mitigation inches calculated for the preserved trees removed:
Type Inches
Removed
Replacement
Ratio
Mitigation
(inches)
Heritage Trees 29.5 2.5:1 73.75
Quality Trees 120 2:1 240
Secondary Trees 20.5 4:1 tree 4
Total 143.5 317.75
The applicant informed staff they will mitigate by replanting larger (3-inch) trees for
the preserved trees removed. This mitigation is in addition to the 325.25 inches of
mitigation already required for the initially approved tree removal. The applicant is
currently in the process of revising a proposed Landscape Plan for staff to review and
confirm the number and location of the replanted trees. Staff contact: Ron Menguita,
Development Services
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IV. Upcoming Community Events and Meetings
A. Denia Recreation Center Cookies and Cocoa Drive Thru – Denia Recreation Center
will host a Cookies and Cocoa Drive Thru event at the Civic Center on Saturday,
December 11 from 4 p.m. to 8 p.m., or while supplies last. The Denton Fire
Department will be in attendance with a decorated truck and a giant Santa. Staff
contact: Megan Thomas, Parks and Recreation
B. Breakfast with the Grinch – MLK Jr. Rec. Center will be hosting Breakfast with the
Grinch on Saturday, December 11 from 10 a.m. until noon. Participants will enjoy
breakfast, participate in games, and take pictures with the Grinch. The Denton Parks
Foundation has sponsored 100 youths for the event. Staff contact: Megan Thomas,
Parks and Recreation
C. Denton Women’s Interracial Fellowship Monument and Bench People Sculptures
Dedication – The City of Denton Public Art Committee and the Denton Parks and
Recreation Department are pleased to announce that these two sculptures will be
dedicated on December 11, 2021. The dedication of the “Denton Women’s Interracial
Fellowship Monument” is scheduled for 11:30 a.m. A workshop will be held by the
artist at 1 p.m. on December 11 to show how the sculptures were transformed from
large stone blocks into the conversational ladies. Attendees will be able to take a
memento from the workshop (quantities limited) of stone shards freed from the
original stone blocks. The artwork dedication will follow the workshop at 2 p.m. Staff
contact: John Whitmore, Parks and Recreation
D. American Legion Hall Senior Center Opening Celebration – On Thursday,
December 16, Parks and Recreation will celebrate the renovation and reopening of the
American Legion Hall Senior Center. The opening ceremony will begin at 10 a.m. and
include speakers from the community and a musical performance by Broderick
Perkins. Open house activities will follow the program, including tours of the
renovated facility and program and activity demonstrations. The center will resume
normal operations beginning Friday, December 17th. The center's operating hours will
be Monday through Wednesday and Friday from 8 a.m. to 5 p.m. On Thursday it will
be open from 8 a.m. to 9 p.m. Staff contact: Nikki Sassenus, Parks and Recreation
Library Virtual StoryBytes Return for Holiday Season – The holiday season can be a
hectic time for families. The library is bringing back the weekly StoryByte program
to its Facebook page. From December 1 to January 6, staff will post a weekly video
of an on-camera reading of a library book. The virtual program gives busy families a
chance to relax, read stories, and have fun on demand. StoryBytes were created as a
virtual programming option in 2020, taking advantage of special COVID-19 publisher
permissions allowing recorded book readings online. Some publisher permissions are
still active which allows the library to re-run existing StoryBytes for the next six
weeks. A detailed schedule of StoryBytes is shown below:
• December 15 – I Spy in the Sky by Edward Gibbs
• December 22 – Snow on Snow on Snow by Cheryl Chapman
• December 29 – All My Friends Are Fast Asleep by David Weinstone--A pajama
StoryByte!
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• January 6 – Red: A Crayon’s Story by Michael Hall-a “Storytime with Will”
recording
Staff contact: Jennifer Bekker, Denton Public Library
V. Attachments
A. Dallas County Mask Order ...........................................................................................14
B. Denton City Manager Brochure ...................................................................................17
C. Hanover Drive Feasibility Information ........................................................................23
D. Spencer Road Traffic Concerns ...................................................................................32
E. DCTA Service Changes and Accessibility ...................................................................33
F. Interim ACM Memo from Sara Hensley ......................................................................89
VI. Informal Staff Reports
A. 2021-107 Sustainability Framework Advisory Committee Recommendations ...........91
B. 2021-108 Airport Runway Rehabilitation Update .......................................................94
C. 2021-109 Update to DME’s Electric Service Standards ..............................................99
D. 2021-110 Parks Master Plan Update ..........................................................................173
VII. Council Information
A. Council Requests for Information .............................................................................438
B. Council Calendar .......................................................................................................440
C. Future Work Session Items .......................................................................................443
D. Street Construction Report ........................................................................................445
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ORDER OF COUNTY JUDGE CLAY JENKINS
MODIFYING ORDER ON REQUIRED USE OF A FACE MASK IN
CERTAIN PUBLIC SPACE
DATE ORDER ISSUED: August 16, 2021
WHEREAS, pursuant to Texas Government Code Section 418.108, Dallas County Judge Clay
Jenkins declared a state of local disaster on March 12, 2020, due to imminent threat arising from
COVID-19;
WHEREAS, in accordance with Texas Government Code Section 418.108(b), on March 19, 2020,
the Dallas County Commissioners Court approved an Order Continuing Declaration of State of
Local Disaster for Dallas County and on June 16, 2020, the Dallas County Commissioners Court
again approved the Order Continuing Declaration of State of Local Disaster for Dallas County
(hereafter, the “Order of Disaster Declaration”);
WHEREAS, there currently still exists a declaration of public health disaster in and for the State
of Texas as declared by Texas Governor Greg Abbott and the Texas Department of State Health
Services (DSHS) and by approval of the Order of Disaster Declaration, the Dallas County
Commissioners Court authorized the Dallas County Judge to take such actions as are necessary in
order to protect the health, safety and welfare of the citizens of Dallas County by the issuance of
executive orders as necessary (each, an “Executive Order”);
WHEREAS, the transmission of COVID-19 has not dissipated but remains a significant threat to
the health and safety of the Dallas County community and rates of infection are increasing at an
alarming exponential rate and the number of people ending up in the hospital, ICU, or on
ventilators is also dramatically rising despite efforts by local authorities to control the spread;
WHEREAS, the County Judge has determined that extraordinary emergency measures must be
taken to try and mitigate the effects of this public health emergency and to facilitate a response to
the public health threat;
WHEREAS, a County Judge is authorized to protect the health, safety, and welfare of the citizens
of Dallas County, including but not limited to, controlling ingress to and egress from a disaster
area and controlling the movement of persons and occupancy of premises on an appropriate local
scale in accordance with Section 418.108(g) of the Texas Government Code and his authority as
Emergency Management Director;
WHEREAS, on August 11 and 12, 2021, County Judge Clay Jenkins issued Orders on Required
Use of a Face Mask in Certain Public Space; and
WHEREAS, this Order modifies the August 12, 2021 Order in compliance with the Texas
Supreme Court stay order signed on August 15, 2021, in No. 21-0686;
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THEREFORE, County Judge Clay Jenkins hereby ISSUES the following Order as follows:
UNDER THE AUTHORITY OF TEXAS GOVERNMENT CODE
SECTION 418.108, DALLAS COUNTY JUDGE CLAY JENKINS ORDERS:
1. Effective as of 1:00 p.m. on August 16, 2021, (“Effective Date”), and continuing until
rescinded by Dallas County Judge Clay Jenkins:
I. Health and Safety Policy – Pre-K-12 Public Schools and Child Care Centers. From
the date of this Executive Order, all child care centers and Pre-K-12 Public Schools
operating in Dallas County must develop and implement a health and safety policy
(“Health and Safety Policy”). The Health and Safety Policy must require, at a minimum,
universal indoor masking for all teachers, staff, students, and visitors to child care centers
and pre-K-12 schools, regardless of vaccination status, except for children under 2 years
of age. The Health and Safety Policy required to be developed and implemented by this
Executive Order may also include the implementation of other mitigating measures
recommended by the CDC to control and reduce the transmission of COVID-19, such as
maintaining at least 3 feet of physical distance between students within classrooms.
II. Dallas County Health Authority Order. The requirements of the Health Authority
Order issued by the Local Health Authority for Dallas County and the City of Dallas
issued pursuant to Texas Health and Safety Code Section 81.082 imposing requirements
on all public schools offering instruction to students in any grades from pre-kindergarten
through Grade 12 and made effective as of August 16, 2021, is hereby adopted and made
effective throughout Dallas County.
III. Health and Safety Policy – Public Institutions of Higher Education. From the date of
this Executive Order, all public institutions of higher education operating in Dallas
County must develop and implement a health and safety policy (“Health and Safety
Policy”). The Health and Safety Policy must require, at a minimum, universal indoor
masking for all teachers, staff, students, and visitors to the institution’s premises or other
facilities, regardless of vaccination status, except for children under 2 years of age. The
Health and Safety Policy required to be developed and implemented by this Order may
also include the implementation of other mitigating measures recommended by the CDC
to control and reduce the transmission of COVID-19, such as maintaining at least 3 feet
of physical distance between students within classrooms.
IV. Health and Safety Policy – Commercial Entities. From the date of this Executive
Order, all commercial entities in Dallas County providing goods or services directly to
the public must develop and implement a health and safety policy (“Health and Safety
Policy”). The Health and Safety Policy must require, at a minimum, universal indoor
masking for all employees and visitors to the commercial entity’s business premises or
other facilities, except that employees are not required to wear a face mask while alone
in their office. The Health and Safety Policy required to be developed and implemented
15
by this Executive Order may also include the implementation of other mitigating
measures designed to control and reduce the transmission of COVID-19 such as
temperature checks or health screenings. Commercial entities must post the Health and
Safety Policy required by this Executive Order in a conspicuous location sufficient to
provide notice to employees and visitors of all health and safety requirements.
V. Face Coverings Required – Dallas County Buildings. From the date of this Executive
Order, all employees, contractors, and visitors when on the premises of a building or
offices owned or operated by Dallas County are required to wear a face mask, regardless
of vaccination status. Dallas County employees are not required to wear a face mask
while alone in their office.
VI. Face Coverings Strongly Urged – General Public. It is strongly urged that all people 2
years or older wear a face mask when in a public indoor space where it is difficult to keep
six feet away from other people. No civil or criminal penalty will be imposed on
individuals for failure to wear a face mask.
Please note that face coverings are a secondary strategy to other mitigation efforts. Face
coverings are not a replacement for social distancing, frequent handwashing, and
self-isolation when sick. All people should follow CDC recommendations for how to
wear and take off a face mask. Residents should keep up the following habits while in
public:
washing hands before you leave home and when you return,
staying at least six feet away from others,
avoiding touching nose or face,
not using disposable masks more than three times, and
washing reusable cloth masks regularly to prevent the spread of the virus.
VII. Severability. The sections, paragraphs, sentences, clauses, and phrases in this Order are
severable and if any phrase, clause, sentence, paragraph, or section of this Order should
be declared invalid by the final judgement or decree of any court or competent
jurisdiction, such invalidity shall not affect any of the remaining phrases, clauses,
sentences, paragraphs, and sections that can be given effect without the invalid provision,
and to this end, the provisions of this Order are severable.
IT IS SO ORDERED
__________________________________
CLAY JENKINS
DALLAS COUNTY JUDGE
16
PUBLIC SECTOR EXECUTIVE RECRUITMENT
CITY MANAGER
THE CITY OF DENTON, TEXAS
17
THE COMMUNITY
Denton is a unique community, blending its historic past with a dynamic and high growth environment, coupled with
a diversity to give it economic viability and strength. Denton has grown from a small frontier town, founded in 1857,
to a burgeoning urbanized area with an estimated population of 138,000. Denton is the county seat and a major city
in Denton County. The historic downtown is the heart of Denton; the square and surrounding streets are vibrant and
busy both day and night as a gathering place for commerce, civic events, and entertainment.
Located at the northern tip of a high growth area known as “The Golden Triangle” (formed by Denton, Fort Worth and
Dallas), the city is a dynamic community whose rapid growth has affected its infrastructure as well as its culture.
Denton is ninety-five square miles in territory and strategically positioned thirty-seven miles northwest of Dallas and
thirty-five miles northeast of Fort Worth. Located on the Interstate 35 corridor at the intersection of I-35E and I-35W,
Denton is twenty-five miles from DFW International Airport and twenty miles north of Alliance Airport.
The award-winning Denton Independent School District includes four comprehensive high schools, eight middle
schools, 24 elementary schools, two early childhood centers, an alternative high school, an advanced technology
complex and other specialized schools and centers in a 180 square mile district. Since the nineteenth century,
Denton has been a major higher education center. The city is home to two state universities: The University of North
Texas and Texas Woman’s University, with a combined enrollment of more than 50,000 students. Additionally, the
North Central Texas College, the oldest two-year public college in Texas, serves the City of Denton.
While the amenities of the major metropolitan settings in Dallas and Fort Worth are only minutes away, Denton has a
variety of performing arts, cultural, and entertainment opportunities within the community. Golf courses and nearby
lakes offer superior outdoor recreation. The city and its surrounding area offer theater, symphony orchestras,
museums, intercollegiate athletics, and other cultural and recreational amenities. Denton has thirty parks and over
three hundred acres of open space, plus eight recreational facilities.
The City of Denton offers its City Manager an outstanding opportunity to lead a progressive organization in a
community that offers a superb quality of life.
To learn more about the City of Denton, visit www.cityofdenton.com.
18
THE ORGANIZATION
The City of Denton operates under the Council-
Manager form of government. Citizens elect a
mayor and six council members for two-year
terms. Four members are elected by District,
while two seats and the mayor are elected at-
large. The Denton City Council appoints a City
Manager, who serves as the City’s Chief
Executive Officer and is responsible for the
implementation of the Council’s policies and
the overall service delivery to the community.
The City Council also appoints and supervises
the City Attorney, City Auditor, and Municipal
Judge.
The City’s Fiscal Year 2021-2022 budget
includes funding for 1,711.1 full-time
equivalents and a combined operating and
capital budget of $1.455 billion. Operating as a
full-service municipality, in addition to
standard municipal governmental services, the
City of Denton also operates major enterprise
operations including Airport, Electric, Water,
Wastewater, Solid Waste, and Drainage.
The City’s Strategic Plan, created to ensure
that the community realizes its vision and
mission, guides service delivery and
operations, and serves as the foundation for
the development of the city’s annual operating
budget.
COUNCIL PRIORITIES
1. Develop and Implement American Rescue Plan Funding and Programs
2. Improve Capital Project Planning and Communication
3. Update the City's Comprehensive Plan
4. Develop a Comprehensive Solid Waste Management Strategy
5. Develop an Affordable Housing Strategy
6. Continue COVID-19 Response
7. Finalize the Mobility Plan Update
8. Continue to Strengthen Homelessness Initiatives and the Housing Crisis response System
19
THE CITY MANAGER
With the support of eleven (11) direct reports, and an
operating budget of $2,042,633, the City Manager
implements the City Council’s policies and priorities. The
City Manager coordinates the official business of the
Denton City Council, prepares, submits, and administers
the council-approved annual budget and capital
improvement programs, and acts as liaison between the
Denton City Council, citizens, and the city organization.
Additionally, the City Manager plans, coordinates, and
directs the work of all City departments, including city-
owned utilities, through delegation of authority and
responsibilities to an Assistant City Manager, Deputy City
Manager and Department Directors.
The City Manager also attends regularly scheduled and
special meetings, participates in discussions of matters
coming before the Denton City Council, and recommends
legislation and policies in the public interest.
Furthermore, the City Manager negotiates and
recommends award of contracts for materials,
equipment, and services and meets with directors and
department heads to develop departmental budget
estimates, proposes the City’s annual budget with
balanced revenues and expenditures, and represents the
City in a variety of meetings and public functions. The
City Manager appoints Deputy and Assistant City
Managers, oversees the hiring of department heads,
direct reports, and is the final reviewing authority on the
termination of classified employees. The City Manager
will perform other supervisory duties and functions as
directed by the City Council.
VISION
“Destination Denton”
Denton is an identifiable and memorable destination
and a community of opportunities. We achieve this by
providing high quality of life through excellence in
education, entertainment, and employment;
neighborhood vitality and sustainability; environmental
and financial stewardship; and superior public facilities
and services.
MISSION
“Dedicated to Quality Service”
The City of Denton will foster an environment that will
deliver extraordinary quality services and products
through stakeholder, peer group, and citizen
collaboration; leadership and innovation; and
sustainable and efficient use of resources.
OUR CORE VALUES
Integrity | Fiscal Responsibility | Inclusion |
Transparency | Outstanding Customer Service
2021—2022 PRIORITIES AND MAJOR
PROJECTS BY FOCUS AREA
Pursue Organizational Excellence
Enhance Infrastructure and Mobility
Foster Economic Opportunity and Affordability
Strengthen Community Services and Quality of Life
Support Healthy and Safe Communities
Promote Sustainability and the Environment
City of Denton, TX: Council Priorities
20
DESIRED QUALIFICATIONS
The Denton City Council desires to hire an inspirational and strategic leader who is also competent and collaborative
with outstanding communication skills to serve as its next City Manager. The new manager must be proficient and
highly skilled at leading and managing a complex, multi-faceted organization with a record of delivering efficient and
responsive local government services and operations. This professional must be competent in multiple disciplines,
including municipal finance and budgeting, human resources and labor negotiations, growth management, public
works, water and wastewater utilities, and economic development. Additionally, the new City Manager will have a
record of effectively working with employees and labor groups, be committed to customer service, and have a
demonstrated ability to create a leadership team adept at problem solving, continuous improvement, and innovation.
The City seeks an individual who values transparency, inclusiveness, active citizen participation, is willing and able to
lead by example, and is visible in the community yet able to remain focused on the City goals, projects, and council
priorities.
The new City Manager must possess a record of high integrity, ethical dealings, political astuteness, and be able to
model and champion individual and team accountability throughout the organization. This individual offers
outstanding interpersonal skills, self-confidence, and wisdom. The successful candidate will listen with intent and be
receptive to divergent perspectives while remaining engaged and respectful. The new City Manager must also
demonstrate patience, good instincts, excellent judgment, and the ability to say “no” when necessary. The manager
must have respect for community and organizational traditions and values, while collaborating with internal and
external stakeholders to move the organization forward in a positive direction. Ideally, the new City Manager
embraces new technologies and promotes innovation throughout the organization.
21
APPLICATION AND SELECTION PROCESS
We invite qualified professionals to visit our application portal, create a profile, submit a cover letter and resume and allow
us the opportunity to review your credentials and consider your qualifications for this outstanding career opportunity:
https://bakertilly.recruitmenthome.com/postings/3238
Application review begins on January 7, 2022. Following the first review date, we will evaluate all applications against the
posted qualifications, and may extend invitations to submit additional information, including references, and a formal
interview (virtual or in-person) to a select few. This announcement will remain posted, and we will continue to accept
applications until the city reaches an agreement with one finalist. For more information, please email
Edward.Williams@bakertilly.com or call 214-842-6478.
The City of Denton, Texas is an Equal Opportunity Employer.
2500 Dallas Parkway, Suite 300
Plano, TX 75093
(972) 748-0300
bakertilly.com
EDUCATION AND EXPERIENCE
A bachelor’s degree from an accredited college or university in Public
Administration, Business Administration, Urban and Regional Planning, or
a closely related field, and a minimum of five (5) years as a City Manager,
Deputy City Manager, Assistant City Manager, or Department Director in
an organization of comparable size and similar or larger service delivery
are required. A master’s degree, International City Management
Association Credentialed Manager certification, and bilingual (English and
Spanish) desired.
COMPENSATION AND BENEFITS
The anticipated salary range for this position is $250,000 -$275,000, depending on the experience and qualifications of
the successful candidate, with a $600 monthly vehicle allowance. Additionally, the City offers a superior benefits
package that includes medical, dental, vision, basic and supplemental life insurance, dependent life insurance, short-
term and long-term disability, tuition reimbursement, deferred compensation, employee assistance program, free
recreation center membership, Texas Municipal Retirement System at the 7 percent employee contribution level with a
2-to-1 match by the City upon retirement, ten (10) hours of vacation and sick leave accrued each month, thirteen (13)
paid holidays per year including two (2) personal floating holidays, longevity pay, and more. For additional details see
City of Denton Benefits.The new City Manager will have a multi-year employment agreement, and relocation assistance
may be available.
22
Hanover Dr North Side -option recommended by staff
Would use existing City right-of-way and minimize disruption to property owners
Can reduce sidewalk width to fit between utilities/trees (see image below)
Can install crosswalk on Hanover Dr to access Hanover northside sidewalk from Emerson Lane
Hanover Drive South Side – not feasible based on staff assessment
Right-of-way issues and disruption to adjacent property owners
Would require installation of a retaining wall
Parked vehicles would block sidewalk where they intersect with
driveways
23
Safe Routes To Schools Community Update
Virtual Zoom Meeting
Thursday, November 18, 2021
6:00 p.m.
Thank you for joining us this evening, the meeting will begin shortly.24
Participants & Agenda
City Council Member District 2
Brian Beck
Nette Shultz Elementary
Matt Preston, Principal
City Manager’s Office
Sara Hensley, Interim City Manager
David Gaines, Interim Deputy City Manager
Capital Projects
Rachel Wood, Deputy Director of Capital Projects
Seth Garcia, Program Manager
Robin Davis, Project Manager
Nathan George, Sr. Planner-Bicycle, Pedestrian & ADA Coordinator
Public Affairs
Sarah Fullwood
Introductions
Virtual Community Reminders
Presentation Overview
Safe Routes To School Initiative
Timeline of Events
Project Locations
Project Schedule & Funding Overview
Q&A –Stay Connected
Participants Agenda
25
Virtual Community Meeting Reminders
All attendees are muted
All attendee video is disabled
Q&A
Questions will be answered at the end of the presentation
in the order they are received
Select “Raise Hand” to request to speak –For people
wishing to verbally ask a question, those questions will be
answered at the end of the presentation. If you raise your
hand, the presenter will call your name and you will need to
unmute after you have been called on to ask your question
Presentation will be available after meeting online at:
www.cityofdenton.com/virtualcommunitymeetings
26
Safe Routes To School Program Initiative
Safe Routes to School Programs
Safe Routes to School (SRTS) is a movement that aims to make it safer and easier for students to walk and bike to school. The first federally
funded Safe Routes to School Program was created in 2005.
The most successful Safe Routes to School programs incorporate the Six E’s:
Engagement
Equity
Engineering
Encouragement
Education
Evaluation
State & Regional Safe Routes to School practitioners work to find new funding and ensure proper spending of existing funding for Safe Routes
to School. https://www.saferoutespartnership.org/safe-routes-school/101
27
Timeline of Events
2012-March
City staff and Denton Independent School District (DISD) staff collaborated to identify project locations for both Nette Shultz and Pecan Creek Elementary Schools.
2012-July
Application was submitted and North Central Texas Council of Governments (NCTCOG) approved the application for an 8/20 funding partnership with the City.
2019-November
Voters approve 12M in bond funds for the purpose of new sidewalk infrastructure to be allocated over a 5-year period.
2021-February 11
City submits anticipated engineering schedule to NCTCOG.
2021-March 16
Professional Service Agreement is approved by City Council with Kimley Horn & Associates (KHA) to provide design engineering services for the sidewalks for Nette
Shultz & Pecan Creek Elementary Schools. Design work then began after contract with KHA was approved.
2021-August
KHA advises Nette Shultz has been reconstructed on same site, changing school footprint.
2021-October 27
City staff met with Principal Preston of Nette Shultz to discuss new school layout and options for sidewalk location to ensure the safest pedestrian crossings were
selected given the reconfiguration of the school site.
City submitted revised Nette Shultz segment location to NCTCOG for consideration and approval.
28
Sidewalk Locations
Emerson Lane (south side)
From Wilsonwood to Glenwood
From Woodhaven to Brookfield
Emerson Lane (north side)
From Glenwood to NS Bus Lane
Glenwood Lane (TBD)*
From Emerson to E. Windsor
*Segment location will be determined by engineer
recommendation based on field observations, SRTS
criteria, NCTCOG approval & budget.
Will provide approximately 2,350 lf of new sidewalk
29
Project Schedule & Funding Overview
February 2022
Survey and field work complete
April 2022
60% engineering plans complete
Begin easement/right-of-way process if required*
October 2022 –December 2022
Advertise for construction bids
January 2023
Award to Contractor, begin construction
(anticipate 12-month construction schedule
for all 4 schools, contractor will determine order)
*project schedule may be affected by right-of-way/easement needs
Nette Shultz Elementary Sidewalks
Funding Overview
Estimate at Completion:$ 693,250
SRTS Funding Approved:$ 317,300
TRiP Funding Approved:$ 99,273
2019 Bond Funds:$ 276,677
TOTAL FUNDING:$ 693,250
30
Q & A / Stay Informed
Stay Informed
Visit us at Discussdenton.com for updates on the SRTS sidewalk projects as well as other city sidewalk
and major infrastructure projects. www.discussdenton.com/citysidewalks
Project Manager, Robin Davis –940.349.7713 –robin.davis@cityofdenton.com
Program Manager, Seth Garcia –940.349.8938 –seth.garcia@cityofdenton.com
Q&A
Type your question to the Q&A Section as shown. Questions
will be answered in the order they are received
REQUEST TO SPEAK
Select “Raise Hand”
Presenter will call your name
Unmute yourself to speak
Presentation will be available after meeting online at: www.cityofdenton.com/virtualcommunitymeetings
31
WV
WV WV WV
SSMH
Rim=596.41
FL=589.11 FL=588.6110"PVCMail Box
verizon
box
WV
WVWV
33"RCP
FL=602.41
FL=592.47
GLM
GLM
447
XFND
450
FIR1/2
451
FIRC5/8
WV
WV
STMMH
FL=602.85'
Rim=618.00'
vault
utility
transformer
W
pole
flag
pole
flag
appurtenance
water4.5' Sidewalk Easement146
614.0630
FL
gravel drivewayWM
GWS
GM
NOT TO SCALE
SPENCER ROAD
2.0%
GRASSWAY
GROUND (TYP)
EXISTING
0.50'
CURB
22.50'
2.0%
(58'-62')
VARIES
7.00'
GUARDRAIL
FUTURE WIDENING
ROWEXISTING GAS EASEMENTFUTURE ROW ALONG5.00'6.00'
GRASSWAY 9.00'
7.5'-12.5'
1.00'EXISTING FENCEWALK
SIDE
PGL
PROPOSED TYPICAL SECTION
4:1 TYP.4:1 TYP.
WM
WM
Ô SPENCER ROAD
PGL @ LEFT TOP OF CURB
Ô BRIDGES ROAD
GAS EASEMENT
2
0.0
0'R
@ LT BOC SPENCER ROAD
EXISTING GRADE
@ Ô SPENCER ROAD
EXISTING GRADE
5' SIDEWALK
BLSPENCER01-1
CURVE
ROW
EXIST
20.00'RPC STA 22+83.14
PT STA 23+14.73
E 2400498.65
N 7121679.81
BEGIN SPENCER ROAD ALIGNMENT
STA 17+04.66 22.50'5.00'EDGE OF PAVEMENT
BRIDGES STREET STA 10+00.00
SPENCER ROAD STA 23+66.09 =
CURB & GUTTER
TYPE II
@ Ô SPENCER ROAD
EXISTING 10" NGG GAS 10+0011+0016+00 17+00 18+00 19+00 20+00 21+00 22+00 23+00
24+00
VPI STA. 19+20.00
EL.621.96
280.00' V.C.618.01+1.75%-5.47%VPC 17+80.00 EL. 619.51K = 38.8
ex = 1.77'EL. 602.80VPC 22+70.00 EL. 614.29VPT 20+60.00 EGL = 617.51EGL = 617.98EGL = 619.10EGL = 620.12EGL = 621.25EGL = 621.87EGL = 620.24EGL = 617.42EGL = 614.29EGL = 611.66EGL = 609.41EGL = 606.75EGL = 603.84EGL = 599.84EGL = 596.84EGL = 593.73PGL = 618.11PGL = 618.98PGL = 619.80PGL = 620.10PGL = 619.75PGL = 618.75PGL = 617.11PGL = 614.83PGL = 612.11PGL = 609.37PGL = 606.63PGL = 603.90PGL = 601.28PGL = 599.28PGL = 597.95F&N JOB NO.DATEDESIGNEDDRAWNREVISEDCHECKEDDATEBY1NO.VERIFY SCALE0SHEET
SEQ.this sheet, adjust scale.drawing. If not one inch onBar is one inch on originalFILE NAMEcv-v8i-pp-SPENCERroad1b.shtISSUESDTN103042220 San Jacinto Blvd., Suite 330CITY OF DENTONAND IMPROVEMENTS VOLUME IMAYHILL ROAD WIDENINGDate:Plotter:$ACCOUNT$Feb. 05, 2021 - 10:17:12 AMJ:\Plotdrv_V8.11\PDF_File\PDF-Mono.pltcfg02507N:\if\Drawings\South\cv-v8i-pp-SPENCERroad1b.sht60.0000 ' / in.Plot Scale:MicroStation V8 User:Date: Feb. 05, 2021 - 10:17:12 AM User:02507File:$ACCOUNT$On SiteOffice:On SiteOffice:N:\if\Drawings\South\cv-v8i-pp-SPENCERroad1b.shtProject:Mayhill SouthDefaultModel:JULY 2020580
585
590
595
600
605
610
615
580
585
590
595
600
605
610
615
575
60'30'0 10'20'
HORIZONTAL SCALE
10'0 2.5'
VERTICAL SCALE
5'MATCHLINE STA. 24+00 CBSSSBMCIVILPAVING PLAN AND PROFILE94 PV-19
LEGEND
CONCRETE PAVEMENT
AND DRIVEWAYS
CONCRETE SIDEWALK
HMAC PAVEMENT
4.
3.
2.
1.
NOTES:
SPENCER ROAD
MATCHLINE STA. 24+00N 89° 43' 23.17" E
HALF SECTION SPENCER ROAD(DATA FROM DCAD)
BLOCK 1, TRACT 1
SPENCER MANOR SENIOR COMMUNITY
BRIDGEMOOR HOLDINGS LLC
INSTRUMENT NO. 2013-124666
RTS&M, LLC
24+0023+5023+0022+5022+0021+5021+0020+5020+0019+5019+0018+5018+0017+00 17+50
620
OTHERWISE.
20' UNLESS NOTED
ALL DRIVEWAY RADI ARE
ITEM.
ELEV. NO SEPARATE PAY
STACKS TO PROPOSED
MANHOLES AND VALVE
ADJUST ALL EXISTING
BY CONTRACTOR.
SHALL BE FIELD VERIFIED
ALL EXISTING UTILITIES
OTHERWISE NOTED.
BACK OF CURB UNLESS
ALL DIMENSIONS ARE TO
OVERALLLOWES DRIVEWAYMATCH EXISTING DRWY27' WIDE DRIVEWAYSTA. 19+65.74, 53.31' LT620
575 BRIDGES ST.AUTHORIZED BY
TEXAS NO:
THE SEAL THAT ORIGINALLY APPEARED ON THIS DOCUMENT WAS
ALTERATION ON A SEALED DOCUMENT WITHOUT PROPER
NOTIFICATION OF THE RESPONSIBLE ENGINEER IS AN
OFFENSE UNDER THE TEXAS ENGINEERING PRACTICE ACT.
ON
This Record Drawing is a combination of the
sealed engineering contract drawings for this
project, modified by information furnished
by the contractor reflecting changes in the
Project made during construction. The original
sealed drawings are on file at the offices of
FREESE AND NICHOLS, INC.
01/12/2021
SPENCER B. MAXWELL
99316 03/01/2017
01/12/21FNIRECORD DRAWING132
Board of Directors Memo December 2, 2021
SUBJECT: Consider Service Modifications Effective December 5, 2021 and Proposed Recommendations
Recommendation
The CEO recommends the Board approve implementation of recommended DCTA service modifications to
improve mobility network performance.
Background
On October 28th the Board directed the CEO to analyze DCTA GoZone and Connect ridership data to identify
recommended service modifications to improve reliability, frequency, inclusion, productivity, and
sustainability. The Board also directed the CEO to present these recommendations at the December 2nd Board
meeting.
DCTA, Accenture, and Via have completed an analysis of GoZone and Connect fixed route network
performance. The CEO, Accenture and Via will discuss the findings of this analysis and recommendations to
improve mobility service throughout the DCTA service area. The recommendations include adjustments to
service schedules, pricing strategies, and technical adjustments to improve the sustainable performance of
GoZone and Connect service modes.
Prior Board Discussion
• July 22, 2021 – Regular Agenda 4 – Discuss and Consider Approval of GoZone Service Plan for Launch
on September 7, 2021; and Regular Agenda 6 – Discuss and Consider Approval to Modify Route 3 and
Route 7 in Conjunction with the GoZone Launch on September 7, 2021
• August 26, 2021 – Regular Agenda 6 – Update and Discussion of the September 7, 2021 GoZone
Launch and Fixed Route Services
• September 23, 2021 – Regular Agenda 3 – Update on Mobility Services, GoZone and Fixed Route
• October 28, 2021 – Regular Agenda 7 – Report on DCTA Fixed Route Service Performance
Exhibits
Exhibit 1: Multimodal System Assessment
Submitted By: ____________________________
Chris Newport, Accenture
Chris Newport
33
Multimodal System Assessment
December 2, 2021
R03 Exhibit 1
34
Service Assessment -Recap
•DCTA’s deployment of GoZone micro-transit service across its service area has created
new opportunities to design and deliver mobility options in Denton County
•On October 28, 2021, the Board directed the CEO to provide an update on December 2,
2021, that would:
Consolidate
Ridership data needed to be
cleaned and blended together to
ensure that a quality
understanding of ridership would
accurately inform a
recommendation to the Board
Analyze
Once the data was blended DCTA,
Via, and Accenture collaborated to
analyze ridership within Board-
validated framework that led to
route profile and schedule
recommendations
Recommend
This presentation
comprehensively includes the
recommendations to the Board to
enhance mobility across DCTA
service area
R03 Exhibit 1
•The remainder of this document presents analysis and observations regarding DCTA services for
September 1 –October 31, 2021
•The Appendix includes analysis of ridership by-route and proposed revised route profiles
35
Service Ridership Assessment –Current State Summary
Several relevant observations from analysis of the past 3 fiscal years of ridership:
•May 2021 marked the start of a month-over-month increase in Connect ridership signaling initial recovery
from the pandemic-related ridership decline
•Combined Connect and GoZone ridership in October 2021 exceeded FY19 ridership for the first time
•Modifying Connect and GoZone service design parameters can improve performance of the individual
modes as well as key components of an integrated, complementary multi-modal system
0
10000
20000
30000
40000
50000
60000
January February March April May June July August September October November December
Connect + GoZone Ridership by Month and Year
2021 - Sum Connect Ridership 2021 - Sum GZ Ridership 2019 - Sum Connect Ridership 2020 - Sum Connect Ridership
R03 Exhibit 1
NOTE:Connect routes DC5 & DC8 were discontinued in May 202036
Mobility Service Assessment -Framework
Density
Equity
Productivity
Stability of Alternative
Do routes serve areas
with transit-supportive
densities?
How well do routes
meet productivity
expectations?
Do routes serve areas
with high equity-
focused communities?
Has GoZone achieved
reliable, consistent
performance?
Service profiles and performance were evaluated based on factors including:
•Potential to optimize route performance within current budget and operator constraints
•Industry-standard indicators of transit-supportive or -reliant geographic areas and productivity
•Future opportunity to reimagine route configurations, service patterns, and highlight areas in which
blended services can enhance the transit opportunities for riders across the region
R03 Exhibit 1
37
GoZone Weekly Ridership Trend
1544
4170
5048
4239
6381
7142 7459
8340
8897 8968
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
6-Sep 13-Sep 20-Sep 27-Sep 4-Oct 11-Oct 18-Oct 25-Oct 1-Nov 8-Nov
GoZone Weekly Ridership
R03 Exhibit 1
38
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
2000
4000
6000
8000
10000
12000
14000
GoZone
September Ridership by Daily Peak Period
AM-Peak Mid-Day PM-Peak Evening
0
2000
4000
6000
8000
10000
12000
14000
GoZone
October Ridership by Daily Peak Period
AM-Peak Mid-Day PM-Peak Evening
Sept. and Oct. Ridership: GoZone by Daily Peak Period
R03 Exhibit 1
39
0
1000
2000
3000
4000
5000
6000
7000
8000
GoZone and Connect Ridership by Time of Day
GoZone Connect
0
2000
4000
6000
8000
10000
12000
14000
16000
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
GoZone and Connect Ridership by Day of Week
GoZone Connect
Sept. and Oct. Ridership: GoZone and Connect
Key findings
○GoZone and Connect services are significantly more complentary than initially expected; only about
9% of trips taken on GoZone can be best served by the current fixed-route network
R03 Exhibit 1
40
Connect Ridership Analysis
R03 Exhibit 1
41
Sept. vs Oct. Denton/LV Connect Ridership September
October
0
200
400
600
800
1000
1200
1400
1600
1800
2000
5AM 6AM 7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM
Ridership by Hour of Day
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
Monday Tuesday Wednesday Thursday Friday Saturday
Ridership by Day of Week
0
1000
2000
3000
4000
5000
6000
7000
8000
DC 1 DC 2 DC 3 DC 4 DC 6 DC 7 LC 21 LC 22
Ridership by Route
R03 Exhibit 1
Note:Please find detailed ridership-by-route analysis in Appendix
42
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
500
1000
1500
2000
2500
3000
3500
DC 1 DC 2 DC 3 DC 4 DC 6 DC 7 LC 21 LC 22
September Ridership by Daily Peak Period
AM-Peak Mid-Day PM-Peak Evening
0
500
1000
1500
2000
2500
3000
3500
DC 1 DC 2 DC 3 DC 4 DC 6 DC 7 LC 21 LC 22
October Ridership by Daily Peak Period
AM-Peak Mid-Day PM-Peak Evening
Sept. and Oct.: Connect Total Monthly Ridership by Daily
Peak Period
Connect ridership patterns similar to GoZone, with heaviest utilization during Mid-day Peak period; COVID-
19 return to work behavior could be limiting AM-and PM-peak period utilization of both services
•Connect ridership generally declined in October vs. September, with exception of LC 21
•Ridership decline was less than pre-pandemic seasonal trend would predict; ridership above October
2020 levels
R03 Exhibit 1
43
Boardings per Revenue Hour by Daily Peak Period
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
DC 1 DC 2 DC 3 DC 4 DC 6 DC 7 LC 21 LC 22
September Boardings Per Revenue Hour
AM-Peak Mid-Day PM-Peak Evening
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
DC 1 DC 2 DC 3 DC 4 DC 6 DC 7 LC 21 LC 22
October Boardings Per Revenue Hour
AM-Peak Mid-Day PM-Peak Evening
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
Seven of eight Connect routes met 10 boardngs/RH productivity threshold for September for at least the
6-hour Mid-day Peak service period; five of eight routes met the threshold during October
•Consider that Connect data capture and input process understates actual ridership
•Ridership may be improved by aligning number and location of stops to ridership patterns and
reducing route distances, headways should improve On-time Performance
R03 Exhibit 1
44
Connect Route Indicator Assessment Summary
Route Density Equity Productivity
(all hours)1
Productivity
(peak period)2
DC Route 1 ✓✓
DC Route 2 ✓✓✓
DC Route 3 ✓✓
DC Route 4 ✓✓
DC Route 6 ✓✓✓
DC Route 7 ✓✓✓✓
LC Route 21 ✓✓
LC Route 22 ✓✓✓
Evaluation Framework Definitions
Density
•Urban Area Trunk Routes
•>10 HH / Net Acre or >7.5 Jobs / Net Acre
•Regional Arterial Routes
•>4 HH / Net Acre or >1 Job / Net Acre
Equity
•Communities of Color
•>70% People of Color
•Households in Poverty
•>26% Households in Poverty
•People with Disabilities
•>40% People with Disabilities
•Zero-car Households
•>8% Zero-car Households
Productivity
•Boardings per Revenue Hour
•>=10 boardings per revenue hour –minimum threshold for fixed-route productivity
1 Basis is average boardings per revenue hour for months of September and October 2021
2 Basis is average boardings per revenue hour for at least one individual daily peak period ranges
R03 Exhibit 1
45
Proposed Connect Alternative Service Considerations
NOTE:Connect routes DC5 & DC8 were discontinued in May 2020
While COVID-19 factors will likely continue to impact Connect utilization, it is worthwhile to consider
several factors of Connect service past and potential performance:
•Operator shortages impacted service availability, frequency, and reliability beginning in July 2021
•Pricing strategy during Promotional Period incentivized GoZone utilization, an inversion of industry
norms for pricing demand-response and fixed route service
•Nature of Connect ridership data capture understates ridership, improving data quality and reliability
may be addressed once scope of service and fleet is determined
•Ability to redesign Connect network to effectively serve total mobility system demand with GoZone
0
10000
20000
30000
40000
50000
60000
January February March April May June July August September October November December
2021 - Sum GZ
Ridership
2021 - Sum
Connect
Ridership
2019 - Sum
Connect
Ridership
2020 - Sum
Connect
Ridership
R03 Exhibit 1
46
GoZone and Connect Service Interaction
R03 Exhibit 1
47
GoZone Utilization and Connect Coverage Overlap –
Weekdays -Denton
University
Service
Denton
Connect
Service
Note:Please find depiction of Saturday service in Appendix
48
GoZone Utilization and Connect Coverage Overlap –
Weekdays -Lewisville/Highland Village
Lewisville
Connect
Service
R03 Exhibit 1
Note:Please find depiction of Saturday service in Appendix
49
Distribution of GoZone rides by distance (last 2 months)
~38% of rides are >4 miles
Long rides are costly for
the system:
○Tie vans to long routes
and reduce availability for
other rides
○Direct vans to low demand
areas
○More difficult to aggregate
with other riders
Pricing based on distance can help reduce the number of long and
costly rides and serve more rides overall
4.5%
20.0%
21.0%
16.9%
14.0%
8.3%
5.7%
3.8%
2.3%1.6%1.1%0.6%0.4%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
1 2 3 4 5 6 7 8 9 10 11 12 13
Percentage of Ridership by Miles Traveled
R03 Exhibit 1
50
Key Takeaways
We discuss our key takeaways of Connect and GoZone
implementation and ridership, with our recommended next steps
discussed in the following section.
Ridership
•Connect and GoZone
ridership is strong
•GoZone ridership has seen
exponential growth from week
to week
•The majority of GoZone trips
could not be served by fixed
route
•Fixed route appears to be
mode of choice for reliable
base of customers
Efficiency
•GoZone provides
coverage to new areas,
but there is opportunity to
have Connect and
GoZone complement
each other more
•More than a third of
GoZone trips are long
and less efficient than
possible
Service enhancement through collaboration
•Both networks can be leveraged
to increase overall efficiency and
enhance all service offerings
from DCTA
•Consider rebranding routes to
mitigate confusion and
emphasize complementary
nature of modes
R03 Exhibit 1
51
Designing DCTA Integrated Multi-Modal Service
DCTA Integrated, Efficient Service requires:
Configure GoZone
app to highlight
hubs and increase
fixed route
awareness
Adjust GoZone
pricing for
efficiency and to
drive rider
behavior
Re -design
fixed route
network
Deploy
Intermodal
Technology to
Optimize Modes
R03 Exhibit 1
52
Proposed Fixed Route Network Changes | Denton
Proposed
Service
Current
Service
R03 Exhibit 1
Note:Please find individual proposed route profiles in Appendix
53
Proposed Fixed Route Network Changes | Lewisville
Proposed
Service
Current
Service
R03 Exhibit 1
Note:Please find individual proposed route profiles in Appendix
54
Proposed Connect Route Schedules
Current Proposed
Route Detail Weekday Saturday Weekday Saturday
Route 1
Service Hours 7:12-18:18 7:39-19:11 Discontinued Discontinued
First Departure 7:12 AM 7:39 AM
Last Departure 5:42 PM 6:43 PM
Frequency 45 Minutes 40 Minutes
Round Trips 15 17
Route 2
Service Hours 6:54-19:44 7:44-19:35 8:02-18:20 8:25-18:45
First Departure 6:54 AM 7:44 AM 8:02 AM 8:25 AM
Last Departure 6:56 PM 6:46 PM 5:50 PM 6:10 PM
Frequency 60 Minutes 60 Minutes 42 Minutes 45 Minutes
Round Trips 13 12 15 14
Route 3
7:00-18:08 8:05-18:22 8:11-18:42 8:25-18:49 7:00-18:08
7:00 AM 8:05 AM 8:11 AM 8:25 AM 7:00 AM
5:22 PM 5:50 PM 6:11 PM 6:10 PM 5:22 PM
46-51 Mins 45 Minutes 40 Minutes 45 Minutes 46-51 Mins
Round Trips 14 16 14 14
Route 4
Service Hours 5:18-20:28 7:45-18:52 7:28-18:05 8:08-17:58
First Departure 5:18 AM 7:45 AM 7:28 AM 8:08 AM
Last Departure 6:48 PM 5:17 PM 5:28 PM 5:08 PM
Frequency 56 Minutes 52 Minutes 40 Minutes 60 Minutes
Round Trips 16 12 16 10
Route 5
Service Hours N/A N/A 8:24-19:18 8:24-18:50
First Departure 8:24 AM 8:24 AM
Last Departure 6:54 PM 6:24 PM
Frequency 30 Minutes 30 Minutes
Round Trips 22 21
Current Proposed
Route Detail Weekday Saturday Weekday Saturday
Route 6
Service Hours 7:08-17:50 8:35-17:50 7:51-18:55 8:15-18:48
First Departure 7:08 AM 8:35 AM 7:51 AM 8:15 AM
Last Departure 5:08 PM 5:15 PM 6:27 PM 6:15 PM
Frequency 50 Minutes 52 Minutes 33 Minutes 40 Minutes
Round Trips 13 11 20 16
Route 7
Service Hours 6:00-21:15 8:17-18:25 7:22-20:41 8:15-18:56
First Departure 6:00 AM 8:17 AM 7:22 AM 8:15 AM
Last Departure 8:12 PM 5:21 PM 8:00 PM 6:15 PM
Frequency 35-68 Mins 68 Minutes 30 Minutes 60 Minutes
Round Trips 22 9 24 11
Route 21
7:00-18:08 5:20-20:51 8:20-18:40 8:07-18:02 8:17-17:44
7:00 AM 5:20 AM 8:20 AM 8:07 AM 8:17 AM
5:22 PM 7:44 PM 5:20 PM 5:37 PM 5:17 PM
46-51 Mins 42-50 Mins 45 Minutes 30 Minutes 30 Minutes
Round Trips 20 13 20 19
Route 22
Service Hours 6:20-21:23 8:15-18:05 8:13-18:07 8:13-18:07
First Departure 6:20 AM 8:15 AM 8:13 AM 8:13 AM
Last Departure 7:53 PM 4:35 PM 5:43 PM 5:43 PM
Frequency 60-75 Mins 50 Minutes 30 Minutes 30 Minutes
Round Trips 14 11 20 20
R03 Exhibit 1
55
Proposed Denton Connect Service Profile
Proposed
Denton
Connect
Service
56
Proposed Denton Connect and existing University Service
Proposed
Denton
Connect
Service
University
Service
57
Proposed Lewisville Connect Service Profile
Proposed
Lewisville
Connect
Service
58
GoZone map can highlight fixed route hubs
●GoZone app currently highlights
select POIs and transit centers
●Leveraging the GoZone app to
highlight connection points into
fixed route by adjusting the POIs
shown on the map can drive
ridership to fixed route when
appropriate
R03 Exhibit 1
59
Pricing is a powerful tool when redesigning a service
DCTA potential goals...
Promote connections to the
fixed route network
… and the impact on pricing
Select a simple pricing scheme
that is easy and intuitive to
understand
Maximize the utilization of
the fleet to optimize for the
number of served rides
Make sure fixed route is the
preferred mode when
available
Price is easy to
communicate to drive
rider engagement and
growth
Less expensive rides to main
transit hubs connecting to fixed
routes
Incentivize the right rides by
pricing differentially based on
preferred ride mix
Set the right prices relative to
fixed routes (micro transit should
be more expensive)
R03 Exhibit 1
60
Potential Pricing Structures
Hub discounts
Rides to hubs are discounted relative to other rides
Pros:simple pricing scheme, promotes fixed route
connections
Distance based
Rides are priced based on distance -a base price + price
for every additional mile
Pros:disincentivizes long (worse) rides, matches
revenue with cost to serve
Combination of distance based and
hubs discounts
Flat base price (e.g., $1.50)
No premium for connections to transit hubs
Any other destination is priced based on distance
(e.g., $1.50 + $0.50 per mile)
R03 Exhibit 1
61
How might this work?
Reduced or free fixed route
rides
$1.50 base micro transit price
$1.50 price per hub ride $1.50 -$6.00 based on distance
Rides without origin and destination
at a hub are priced by distance
For example: $1.50 + $0.50 per mile
Rides with origin and destination at
a hub are priced at flat $1.50
Currently on demand is 50% of
the fixed route price
*Pricing can be configured by day, week, time, and service type
R03 Exhibit 1
62
Intermodal Trip Planning
●GoZone app offers proposals where
multiple legs of a single journey are
completed across different modes,
including GoZone and Connect
●Bus stops and schedules are visible in
the GoZone app
●Ability to prioritize across modes
where applicable (i.e., show only fixed
route or micro transit proposal under
certain conditions)
●This creates a truly integrated on-
demand and fixed route transit
network with end-to-end journey
planning
R03 Exhibit 1
63
Recommended Next Steps
R03 Exhibit 1
64
Designing DCTA Integrated Multi-Modal Service
•Discuss and Approve Recommended revisions to Connect service
•Analyze ridership to inform pricing recommendations
•Deploy new routes approved in December
•Recommend and adopt refined Service Standards Policy
•Approve fare schedule recommendations
•Implement redesigned GoZone service parameters to complement Connect redesign
•Review refreshed 5-year ACS data release (March ‘22 release of 2016-2020 data) for changes to equity factors
•Review multimodal fare and service network performance
•Implement revised service naming conventions
•Implement service adjustments based on adopted Service Standards for FY23
Dec
R03 Exhibit 1
Mar SepJun
•Seek Board approval of comprehensive multimodal service enhancements
65
Recommendations Summary
Accenture and Via submitted the following recommendations to the CEO:
1. Discuss and Approve Revised Connect
routes
2. Discuss and Approve Revised Connect
Schedules
3. Discuss and Approve not-to-exceed Budget Amendment Options (Agenda Item R04)
Budget Revision Description
R04 Option 1:
Dec ‘21 –Mar. ‘22
(Current Service Levels)
R04 Option 2:
Dec. ‘21 –Sep. ‘22
(Revised Service Levels)
Net Position Impact, Lewisville Connect ($403,430)($727,841)
Net Position Impact, Denton Connect ($345,224)($1,019,290)
Net Position Impact, Total ($748,654)($1,747,131)
R03 Exhibit 1
66
Appendix
R03 Exhibit 1
67
September 2021 Boardings by Timepoint: DC 1
Sept. & Oct. Boardings by Timepoint: DC 1
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
AM-Peak Mid-Day PM-Peak Evening
Boardings per Revenue Hour -DC 1
September October
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
20
40
60
80
100
120
140
7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM
Ridership by Hour of Day
0
50
100
150
200
250
Monday Tuesday Wednesday Thursday Friday Saturday
Ridership by Day of Week
September
October
R03 Exhibit 1
68
September Boardings by Timepoint: DC 2
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
AM-Peak Mid-Day PM-Peak Evening
Boardings per Revenue Hour -DC 2
September October
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
50
100
150
200
250
300
350
400
450
Monday Tuesday Wednesday Thursday Friday Saturday
Ridership by Day of Week
0
50
100
150
200
250
6AM 7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM
Ridership by Hour of Day
September
OctoberSept. & Oct. Boardings by Timepoint: DC 2
R03 Exhibit 1
69
September Boardings by Timepoint: DC 3
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
AM-Peak Mid-Day PM-Peak Evening
Boardings per Revenue Hour -DC 3
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
50
100
150
200
250
300
350
400
Monday Tuesday Wednesday Thursday Friday Saturday
Ridership by Day of Week
0
50
100
150
200
250
300
350
400
450
7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM
Ridership by Hour of Day
September
OctoberSept. & Oct. Boardings by Timepoint: DC 3
R03 Exhibit 1
70
September Boardings by Timepoint: DC 4
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
AM-Peak Mid-Day PM-Peak Evening
Boardings per Revenue Hour -DC 4
September October
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
100
200
300
400
500
600
700
Monday Tuesday Wednesday Thursday Friday Saturday
Ridership by Day of Week
0
50
100
150
200
250
300
5AM 6AM 7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM
Ridership by Hour of Day
September
OctoberSept. & Oct. Boardings by Timepoint: DC 4
R03 Exhibit 1
71
September Boardings by Timepoint: DC 6
0.0
5.0
10.0
15.0
20.0
25.0
30.0
AM-Peak Mid-Day PM-Peak Evening
Boardings per Revenue Hour -DC 6
September October
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
100
200
300
400
500
600
Monday Tuesday Wednesday Thursday Friday Saturday
Ridership by Day of Week
0
50
100
150
200
250
300
350
7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM
Ridership by Hour of Day
September
OctoberSept. & Oct. Boardings by Timepoint: DC 6
R03 Exhibit 1
72
September Boardings by Timepoint: DC 7
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
AM-Peak Mid-Day PM-Peak Evening
Boardings per Revenue Hour -DC 7
September October
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
200
400
600
800
1000
1200
1400
1600
Monday Tuesday Wednesday Thursday Friday Saturday
Ridership by Day of Week
0
100
200
300
400
500
600
700
6AM 7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM
Ridership by Hour of Day
September
OctoberSept. & Oct. Boardings by Timepoint: DC 7
R03 Exhibit 1
73
September Boardings by Timepoint: LC 21
0.0
2.0
4.0
6.0
8.0
10.0
AM-Peak Mid-Day PM-Peak Evening
Boardings per Revenue Hour -LC 21
September October
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
50
100
150
200
250
300
350
400
450
500
Monday Tuesday Wednesday Thursday Friday Saturday
Ridership by Day of Week
0
50
100
150
200
250
300
5AM 6AM 7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM
Ridership by Hour of Day
September
OctoberSept. & Oct. Boardings by Timepoint: LC 21
R03 Exhibit 1
74
September Boardings by Timepoint: LC 22
0.0
2.0
4.0
6.0
8.0
10.0
12.0
AM-Peak Mid-Day PM-Peak Evening
Boardings per Revenue Hour -LC 22
September October
AM-Peak 5:00a-9:59a
Mid-Day 10:00a-3:59p
PM-Peak 4:00p-6:59p
Evening >7:00p
0
100
200
300
400
500
600
Monday Tuesday Wednesday Thursday Friday Saturday
Ridership by Day of Week
0
50
100
150
200
250
300
6AM 7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM
Ridership by Hour of Day
September
OctoberSept. & Oct. Boardings by Timepoint: LC 22
R03 Exhibit 1
75
GoZone Intensity of Pickups & Dropoffs –Saturdays -Denton
University
Service
Denton
Connect
Service
76
GoZone Intensity of Pickups and Dropoffs –Saturdays -
Lewisville/Highland Village
Lewisville
Connect
Service
R03 Exhibit 1
77
Equity Considerations with Connect and GoZone -
Denton
As the Census releases the rolling 5-year American Community Survey data, it is ingested into data
platforms to allow for a visual understanding of the overlap of routes with the presence of areas of need and
equity. Racial/Ethnic Minorities People Living in Poverty
People with Disabilities Seniors (Age 65+)
R03 Exhibit 1
78
Equity Considerations with Connect and GoZone –
Lewisville/Highland Village
As the Census releases the rolling 5-year American Community Survey data, it is ingested into data
platforms to allow for a visual understanding of the overlap of routes with the presence of areas of need and
equity. Racial/Ethnic Minorities People Living in Poverty
People with Disabilities Seniors (Age 65+)
R03 Exhibit 1
79
Fixed Route Changes: DC1 (Discontinued)
R03 Exhibit 1
80
Fixed Route Changes: DC2
R03 Exhibit 1
81
Fixed Route Changes: DC3
R03 Exhibit 1
82
Fixed Route Changes: DC4
R03 Exhibit 1
83
Fixed Route Changes: DC5 (new)
R03 Exhibit 1
84
Fixed Route Changes: DC6
85
Fixed Route Changes: DC7
86
Fixed Route Changes: LC21
R03 Exhibit 1
87
Fixed Route Changes: LC22
R03 Exhibit 1
88
89
90
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT:
Sustainability Framework Advisory Committee Recommendations for Greenhouse Gas
Reduction Target Setting and Race to Zero challenge, with additional information
BACKGROUND:
The Sustainability Framework Advisory Committee (SFAC) is charged to advise the Denton City
Council on the implementation of, and matters related to, the City’s Simply Sustainable
Framework. During the first two SFAC meetings, May and June 2021, staff provided background
information regarding the Simply Sustainable Framework and the Greenhouse Gas (GHG)
Management program. At the July meeting, the SFAC recommended that the City Council adopt
“science-based” targets for GHG emissions reduction and that the City join the ICLEI 150/Cities
Race to Zero challenge. The science-based target represents the City of Denton’s “fair share of
global reductions to avoid a 1.5-degree Celsius increase in global temperatures. The quantitative
outcome is a 46.3 % decrease in emissions from 2018 to 2030 and achieving net-zero emissions
by 2050.
An ISR was provided to City Council on August 20, 2021, staff received council feedback
requesting additional information on how the Science Based Target (SBT) would be reached.
Working with ICLEI Local Governments for Sustainability city staff has provided five, sector-
specific, High Impact Actions that provide the type and magnitude of actions needed to reach the
2030 SBT of a 46.3% decrease in emissions from 2018. The SFAC has reviewed the High Impact
Actions and recommends both adoption of the SBT and the development of a Climate Action Plan
to outline steps necessary to achieve targets.
DISCUSSION:
Greenhouse Gases (GHGs) trap heat in the atmosphere and are produced from natural and
anthropogenic sources, which include Carbon Dioxide (CO2), Methane (CH4), and Nitrous Oxide
(N2O). Examples of anthropogenic (manmade) sources include fossil fuel combustion for energy
and transportation, landfill and other sources of decomposing organic matter, and agriculture and
industrial processes. Reductions in anthropogenic emissions have direct and indirect benefits such
as climate change mitigation, improved public health, and resource conservation.
A baseline GHG inventory for the City of Denton for the year 2006 was assembled in 2011. The
2006 inventory is used as a benchmark to track improvements in emission reduction for subsequent
91
years. Since 2015, Sustainability staff has completed an annual greenhouse gas inventories update
to improve data understanding and provide a basis for better informed, decision-making.
The Simply Sustainable Framework, the City’s comprehensive plan related to sustainability, lists
the following goals related to Greenhouse Gas Management and Air Quality:
Set reduction targets for municipal and community greenhouse gas emissions,
Annually update Greenhouse Gas Inventory and Contribution Analysis, and
Create Greenhouse Gas Mitigation Plan
Science-Based Targets
The International Panel on Climate Change (IPCC) is widely referenced as the source for reduction
target setting to avoid a 1.5℃ increase in global temperatures by 2050 and avert many of the effects
associated with that increase. The IPCC 5th assessment models indicate to avoid exceedance of a
1.5℃ increase in global temperatures, the global net anthropogenic CO2 emissions will need to be
reduced by 40-60% by 2030 and achieve net-zero between 2045 and 2055 (based on the model’s
interquartile range statistic). Governments at all levels have historically utilized these goals and
incorporated them into their own planning efforts if they choose to align with the concept of
avoiding a 1.5℃ global temperature increase. New methodologies released in late 2020 offer
alternative methods for achieving this alignment, Science-Based Target setting.
Cities with GHG reduction targets to this point have chosen to enact their own short and long-term
goals based on feasibility, scope of influence, or matching global IPCC recommendations. These
goals range in quantity and can be altered when achieved, or new technology becomes available.
High Impact Actions (Sector Based)
Based on the results of the Greenhouse Gas Inventory which began in 2006, the two sectors with
the largest GHG contribution for the Denton community are transportation and energy
consumption. For this reason, the sector-based High Impact Actions focus on these sectors to
create a path forward, meeting the 2030 Science-Based Target. These actions are as follows:
Grid Decarbonization: 80% Reduction in carbon intensity (kg CO2e/MWH) by 2030 (All
electricity providers in Denton community)
Commercial Building Efficiency: New Buildings IECC 2018 or newer and 5% of
commercial space retrofitted
Residential building efficiency: New buildings IECC 2018 or newer and 10% of
residential space retrofitted
Commercial Building Electrification: All new buildings electrified and 6% of existing
commercial space electrified annually
Residential Building Electrification: All new buildings electrified and 6% of existing
residential space electrified annually
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Reduction in Vehicle Miles Travelled (VMT): 20% reduction in total community VMT
by 2030
Electric Vehicle Adoption: 30% of community VMT is driven by electric vehicles by
2030
As the Sustainability Framework Advisory Committee discusses action items these High Impact
Actions provide a baseline for ensuring future climate action planning documents are in line with
Science-Based Target goals.
Timeline to Date
July 23, 2021 – Sustainability Framework Advisory Committee recommendation
August 2021 COE - Cancelled
August 20, 2021 – First ISR to City Council
September 24, 2021 – Review council ISR feedback and discuss sector-based High Impact
Actions
October 29, 2021 – Review Sustainability Fund Proposals and Priorities (SFAC)
November 19, 2021 – Discuss Climate Adaptation Next steps (SFAC)
December 10, 2021 – Follow up ISR to City Council regarding Greenhouse Gas Mitigation
Target Setting
CONCLUSIONS AND NEXT STEPS:
The Sustainability Framework Advisory Recommends
1. The adoption of a Science-Based Target to reduce Greenhouse Gas Emissions
46.3% between 2018 and 2030, and achieve net-zero emissions by 2050
2. That the City of Denton sign on to the ICLEI 150 Challenge and Cities Race to
Zero imitative
Staff will bring forward a Resolution to adopt the Science Based Target at an upcoming City
Council meeting. High Impact Actions will be addressed as an element of a formal climate action
plan or similar document.
STAFF CONTACT:
Katherine Barnett, Sustainability Manager
REQUESTOR:
Sustainability Framework Advisory Committee
93
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT:
Airport Runway 18L-36R Rehabilitation Update
BACKGROUND:
A preliminary engineering analysis for the Airport Runway 18L-36R Rehabilitation project was
procured by TxDOT Aviation to document existing conditions and recommendations for
improvements to the runway pavement meeting FAA guidelines. Information gathered from field
inspections, topographic surveys, and non-destructive pavement testing performed by the
engineering consultant, Garver, identified several areas of concern related to the FAA airfield
design guidelines. The existing runway pavement surface displayed significant cracking in the
asphalt on the south and middle portions of the runway. In addition to the pavement cracking
issues, the topographic survey revealed a need to eliminate a “hump” in the middle of the runway
that creates a line-of-sight issue not meeting FAA requirements.
The original project budget developed by TxDOT Aviation assumed a pavement rehabilitation mill
and overlay improvement of the full runway at an estimated project cost of $4,980,000. Mitigating
the severe asphalt cracking and line-of-sight issues in the runway would require a large area of the
runway to be reconstructed at an estimated project cost of $16,752,000. This significant increase
in project cost exceeds the available FAA discretionary fund allocated for this project in FY 2022
and requires a multi-phased funding approach.
DISCUSSION:
The FY 2022 improvements to Runway 18L-36R will shift from a full-length asphalt mill and
overlay to a reconstruction of the south 1,200 feet on the Runway 36R end. The second phase of
Runway 18L-36R improvements in FY 2025 will eliminate the line-of-sight issue in the middle
of the runway and complete the project. As a part of the reconstruction efforts within both phases
of runway work, the FAA requires airport infrastructure to meet current FAA design standards.
Implementation of these standards will reduce the current runway width from 150 feet to 100
feet. Even with the reduced width, the larger aircraft up to a 737 can still operate at Denton. The
reduced runway width will require the existing runway edge lighting system to be replaced at the
proper offset from the new pavement edge. The airport will be able to replace the aging electrical
infrastructure with energy efficient FAA approved LED lighting as a part of this project. TxDOT
Aviation is working with the FAA to develop a multi-year funding plan that will leverage the
current $4,980,000 in FY 2022 funding and secure the remaining $11,772,000 needed in FY
2025.
ATTACHMENT(S):
DTO Runway 18L – 36R Executive Summary
94
STAFF CONTACT:
Scott Gray
Director – Airport and Facilities
Scott.Gray@cityofdenton.com
95
PRELIMINARY ENGINEERING REPORT EXECUTIVE SUMMARY
JULY 16, 2021
Denton Enterprise Airport (DTO)
Runway 18L-36R Pavement Rehabilitation
96
EXISTING CONDITIONS
PROPOSED PROJECT IMPROVEMENTS
EXISTING RUNWAY PROFILE ANALYSIS
645
650
655
660
665
670
645
650
655
660
665
670
STA: 118+50.00
%+00.0032.02PVI 122+50.50ELEV. 637.61400.00' VC
G1 = 0.31%
G2 = 0.73%
K = 960.98
e = -0.21'128+00.00V. 634.34VT 132+00.00EV. 636.43TW A7TW A7TW A6TW A6TW A5TW A5TW A4TW A4TW ATW A
RW 36R-18LRW 36R-18L
TW A3TW A3TW BTW B TW A2TW A2TW A1TW A1TW A7TW A7TW A6TW A6TW A5TW A5TW A4TW A4TW ATW A
RW 36R-18LRW 36R-18L
TW A3TW A3TW A2TW A2TW A1TW A1625
630
635
640
645
650
625
630
635
640
645
650
105+00 110+00 115+00 120+00 125+00 130+00 135+00 140+00 145+00 150+00 155+00 160+00 165+00 170+00 175+00
5 FEET ABOVE RUNWAY
EXISTING RUNWAY PROFILE
RUNWAY 36R PAVEMENT END
RUNWAY 18L
PAVEMENT END
CRITICAL LINE
OF SIGHT
LINE OF SIGHT NON-COMPLIANT AREA
BELOW MINIMUM CROSS SLOPE (<1.0%) ABOVE MAXIMUM CROSS SLOPE (>1.5%)
PROPOSED RUNWAY RECONSTRUCTION LIMITS PROPOSED RSA GRADING LIMITS PROPOSED RUNWAY REHABILITATION LIMITS PROPOSED RUNWAY SEAL COAT LIMITS
PROPOSED UNDERDRAINS PROPOSED ELECTRICAL IMPROVEMENTS PAVEMENT DEMOLITION LIMITS
LEGEND
RUNWAY 18L-36R PAVEMENT REHABILITATION EXECUTIVE SUMMARY 97
COST SUMMARY OPTIONS
OPTION B PROJECT BREAKDOWN
PHASE 1
• RECONSTRUCT RUNWAY 36R END 100 FEET WIDE
FULL STRENGTH
• RE-ALIGN TAXIWAY A6 TO ELIMINATE NON-
STANDARD FOUR-NODE INTERSECTION
• RECONSTRUCT END CONNECTOR UP TO
PARALLEL TAXIWAY
• NO UNDERDRAINS
• KEEP EXISTING RUNWAY EDGE LIGHTS IN PLACE
• TEMPORARY ASPHALT SHOULDERS FOR THE
OUTSIDE 25 FEET (4-INCH ASPHALT ON 6-INCH
P-154)
• NO REHAB (MILL AND OVERLAY)
PHASE 2
• RECONSTRUCT THE MIDDLE OF THE RUNWAY TO
ELIMINATE THE LINE OF SIGHT ISSUES
• IMPLEMENT 100-FOOT WIDE RUNWAY
FULL LENGTH
• REMOVE ASPHALT SHOULDERS FROM PHASE 1
• INSTALL LED MIRLS FULL LENGTH
• OVERLAY REHAB SECTIONS BETWEEN THE
RECONSTRUCTION AREAS FROM PHASES 1 AND 2
• SEAL THE RUNWAY 18L END
• INSTALL UNDERDRAINS
RUNWAY REHABILITATION (COMPLETED IN ONE PROJECT)
Description Construction Contingency
(Approx 15%)Total
PHASE 1 AND PHASE 2 COMBINED $12,666,000 $1,900,000 $14,566,000
MOA FLIGHT CHECK $15,000 N/A $15,000
RA & MOA: RUNWAY 18L LOCALIZER STUDY $85,000 N/A $85,000
PROJECT ADMINISTRATION ITEMS (ONE PROJECT)
Description Total
ENGINEERING DESIGN $583,000
CONSTRUCTION ENGINEERING SERVICES (ADMIN., RPR, CLOSEOUT, MATERIALS TESTING)$729,000
TOTAL (OPTION A)$15,978,000
RUNWAY REHABILITATION (COMPLETED IN TWO PROJECTS)
Description Construction Contingency
(Approx 15%)Total
PHASE 1 $4,031,000 $605,000 $4,636,000
PHASE 2 $9,252,000 $1,388,000 $10,640,000
MOA FLIGHT CHECK $15,000 N/A $15,000
RA & MOA: RUNWAY 18L LOCALIZER STUDY $85,000 N/A $85,000
ENGINEERING DESIGN AND PROJECT ADMINISTRATION ITEMS (TWO PROJECTS)
Description Total
PHASE 1: ENGINEERING DESIGN $186,000
PHASE 1: CONSTRUCTION ENGINEERING SERVICES (ADMIN., RPR, CLOSEOUT, MATERIALS TESTING) $232,000
PHASE 2: ENGINEERING DESIGN $426,000
PHASE 2: CONSTRUCTION ENGINEERING SERVICES (ADMIN., RPR, CLOSEOUT, MATERIALS TESTING) $532,000
TOTAL (OPTION B)$16,752,000OPTION AOPTION B98
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT:
Update to DME’s Electric Service Standards (“ESS”)
BACKGROUND:
The current version of the ESS has been in effect since 2014 and includes code, materials, and
construction standards for electric distribution service. Regulatory code, technical requirements,
and instructions relating to the provision of electric service have been consolidated into the revised
ESS and they have been brought up to currently applicable industry standards.
DISCUSSION:
The ESS contains regulations and technical requirements to ensure 1) personnel safety for the
public and the electrical line workers, 2) system integrity for the continuation of reliable power, 3)
division of responsibilities to delineate developer/customer responsibilities vs. Denton Municipal
Electric (DME) responsibilities with regard to the receipt of electric power and
installation/modification of electric services, and 4) outline the types of electric service DME is
able to provide.
DME has enlisted the help of an engineering consultant to research and write the updated ESS to
align them with the latest version of the National Electric Safety Code, National Electric Code, the
Denton Development code, other Engineering standards and electric utility best practices across
the state of Texas. The revised ESS will be updated periodically as needed to comply with changes
to these codes and standards.
The line extension policies contained in the current version of the ESS have been relocated to a
new document called the Line Extension Policy and are being considered separately by the City
Council.
Transition plan
DME will implement the new standards beginning from the date these policies are approved by
City Council. A grace period of one (1) year will be applied to all currently active and open
projects being managed by DME Engineering wherein they will continue construction or
installation plans which were approved under the standards of the current ESS.
CONCLUSION: DME has revised the current ESS to better facilitate the technical and
administrative needs of the City of Denton into separate documents. The revisions provide updated
requirements and standards for customer and developer installations to ensure the safe and reliable
operation of the DME electrical system.
STAFF CONTACT: Jerry Fielder, P.E., Engineering Division Manager; Aaron Bennion,
Engineer IV
99
REQUESTOR:
Staff Initiated
PARTICIPATING DEPARTMENTS:
DME
STAFF TIME TO COMPLETE REPORT:
The project began in June 2020. Total staff and contractor time on this project exceeds 1000
hours.
ATTACHMENTS:
1) Revision Matrix for the ESS
2) Electric Service Standards 2021
100
Revision Matrix for the Original Electric Service Standards (ESS)
Original ESS Chapter Content New Location
1. Definitions Definitions 1ESS Ch. 2
2LEP Ch. 7
2. General Provisions Clearance and Easement Requirements
Relocations, Regulatory References, Service
Characteristics and Limitations, Requests for
New Service
ESS Ch. 3, Ch. 4
3. Point of Delivery Points of Delivery ESS Ch. 11
4. Method of Providing Service Overhead and Underground Service
Requirements
ESS Ch. 6
5. Continuity of Electric Service Service Interruptions and Irregularities ESS Ch. 3
6. Lighting Streetlighting and Security Lighting ESS Ch. 9
7. General Line Extensions Line extensions, Aid-in-Construction LEP Ch. 9
8. Residential Line Extensions Residential Line Extensions LEP Ch. 9
9. Other Line Extensions Commercial / Industrial Line Extensions LEP Ch. 9
10. Residential Developments Developer responsibilities ESS Ch. 5
11. Mobile Home Developments Developer Responsibilities ESS Ch. 5
12. Commercial Developments Developer Responsibilities ESS Ch. 5
13. Temporary Service Temporary service requests ESS Ch. 7
14. Meters Meters ESS Ch. 10
15. Customers Receipt of
Electric Energy
Interconnections, Adherence to Codes ESS Ch. 12, Ch. 13
16. Customers Use of Electric
Energy
Adherence to Codes, Protecting Equipment ESS Ch. 12
17. Customers Electrical Load Adherence to Codes ESS Ch. 12
18. Interconnection to Electric
System
Interconnections, Adherence to Codes ESS Ch. 13
19. Liability, Indemnity, and
Disclaimer of Warranties
Liability, Indemnity, and Disclaimers ESS Ch. 3
20. Conditions to be Fulfilled by
Applicant or Customer
Adherence to Codes, Easements ESS Ch. 3, Ch. 4,
Ch. 12
Appendix A Metering Equipment ESS App. C
Appendix B Clearances ESS App. B
Appendix C Customer Requirements Forms ESS App. D
Note 1 – The ESS referred to in the “New Location” is the revised Electrical Service Standards
Note 2 – LEP stands for the new Line Extension Policy
101
P REPARED B Y
TX R EG. # F -1594
N OVEMBER 2021
E LECTRIC S ERVICE S TANDARD
102
TABLE OF CONTENTS
# S E C T I O N P A G E
1.0 INTRODUCTION 3
2.0 DEFINITIONS 5
3.0 BASIC CHARACTERISTICS OF ELECTRIC SERVICE 12
4.0 GENERAL PROVISIONS 15
5.0 REQUESTING ELECTRIC SERVICE 21
6.0 TYPES OF PERMANENT ELECTRIC DISTRIBUTION SERVICE 27
7.0 TEMPORARY SERVICE 35
8.0 MODIFICATION, RELOCATIONS AND CONVERSIONS 37
9.0 LIGHTING (ALSO SEPARATE MANUAL) 39
10.0 METERS 40
11.0 POINT(S) OF DELIVERY 42
12.0 CUSTOMER’S ELECTRICAL LOAD 44
13.0 DISTRIBUTED/CUSTOMER OWNED GENERATION INTERCONNECTION (ALSO SEPARATE
MANUAL) 48
14.0 SMALLCELL (5G) INTERCONNECTION (ALSO SEPARATE MANUAL) 50
15.0 ELECTRIC VEHICLES 51
16.0 TRANSMISSION & SUBSTATION REQUIREMENTS 52
17.0 APPENDIX/EXHIBITS 53
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1.0 INTRODUCTION
1.1. Purpose
The purpose of these Electrical Service Standards is to provide criteria, guidelines,
definitions, and descriptions approved by the City of Denton City Council for the design
and installation of the Customer’s electric facilities that will be served by Denton Municipal
Electric, hereinafter referred to as DME.
1.2. Limitations
The information contained in these service standards is to be used for the design and
installation of electrical services in the DME service area. These service standards do not
attempt to cover all the situations that might be encountered, required, or requested
concerning the construction/installation of an electric service. Specific design
requirements and final approval of any installation shall be coordinated directly with
DME’s Engineering personnel. Any apparent discrepancy, omission, error, or requirement
necessitating further explanation or interpretation should be referred to DME Engineering
personnel for final explanation or determination of the requirements.
1.3. Key Contacts
Electric Engineering 940-349-7173
Development Review for Electric 940-349-7168
Key Accounts 940-349-7137
Construction 940-349-7669
Line Design / New Projects 940-349-7509
Streetlights (or use Denton website at https://dentontx.citysourced.com/) 940-349-7666
1.4. Authorization
The Electric Service Standards have been authorized for publication at the
recommendation of DME’s Staff. The requirements, practices and conditions set herein
have been established based on good utility practice and to appropriately identify and
delineate the responsibilities and obligations of Customers, DME, and other affected
parties.
1.5. Applicability
The Electric Service Standards shall supplement the specific Code of Ordinances presently
in force within the City, requirements of the National Electric Code (NEC), National Electric
Safety Code (NESC), and any other local, state, or federal regulation.
DME shall only connect or reconnect electric service to meter loops or other equipment
that meet or exceed the requirements of the NEC, NESC, any authorities having
jurisdiction, and the minimum standards established in this Electric Service Standards.
These standards are to be administered by knowledgeable, licensed electricians, qualified
to understand all applicable codes and standards, and assure its proper application.
104
Responsibility to ensure compliance with all codes and standards remains with the
customer.
DME shall not be deemed to have assumed any responsibility with respect to any such
action herein authorized or taken by DME, with respect to proper construction or
compliance with any code or standard.
1.6. Revisions Process
The Distribution Standards Committee of DME controls the issue and distribution of the
Electric Service Standards and the updates to this document. Any request for revision from
any user of the manual are to be initiated by a written proposal forwarded to the Standards
Committee. Each request will be evaluated.
105
2.0 DEFINITIONS / GLOSSARY
2.1 Accessible (as applied to wiring methods):
Capable of being removed or exposed without damaging the building structure or finish,
or not permanently closed in by the structure or finish of the building. (Applicable
Reference – NEC 100)
2.2 Accessible (as applied to equipment):
Admitting close approach; not guarded by locked doors, elevation, or other effective
means. (Applicable Reference – NEC 100)
2.3 Accessible, Easily (as applied to distributed generation):
Capable of being quickly approached for testing, service, inspections, disconnects, or
connects, regardless of fence location. Doors, gates, or other barriers must be unlocked,
unless DME personnel are furnished with convenient means to bypass the barrier for full
and safe access to equipment.
2.4 Accessible, Readily:
Capable of being reached quickly for operation, renewal, or inspections, without requiring
those to whom ready access is requisite to climb over or remove obstacles or to resort to
portable ladders, chairs, and so forth. (Applicable Reference – NEC 100 Section 2)
2.5 Accessory Dwelling Unit:
A subordinate dwelling unit added to, created within, or detached from a single -
family residence, that contains a dwelling th at is subordinate to a principal single -
family detached dwelling and that provides basic requirements for living, sleeping,
cooking, and sanitation. A HUD -Code manufactured home shall not be considered an
accessory dwelling unit.
2.6 Aid-in-Construction:
A fee required to offset the cost of construction of facilities outside those normally allowed
for installation of electric service.
2.7 Approved:
Acceptable to Denton Municipal Electric (DME) or other Authority having jurisdiction.
(Applicable Reference – NEC 100)
2.8 Authority:
Any person or organization with the legal right to control or regulate the devices or actions
under discussion.
2.9 Building:
"Building" referred to in these standards includes all occupancies within the same outside
walls under a common roof. Individual occupancies separated by firewalls or fire barriers
do not constitute separate buildings for the purpose of receiving electric service drops or
laterals.
106
2.10 Cabinet:
An enclosure that is designed for either surface mounting or flush mounting and is
provided with a frame, mat, or trim in which a swinging door or doors, or can be hung.
(Applicable Reference – NEC 100)
2.11 Cable:
A solid conductor with insulation, or a stranded conductor with or without insulation and
other coverings (single-conductor cable), or a combination of conductors insulated from
one another (multiple-conductor cable). (Applicable Reference – NESC Section 2)
2.12 Certification Area:
See “Service Area” below.
2.13 Conductors Considered Outside of Building:
Conductors shall be considered outside of a building or other structure if they are installed
under any of the following conditions (Applicable Reference – NEC 230.6):
2.13.1 Where installed under not less than two-inches of concrete beneath a building or
other structure; or
2.13.2 Where installed within a building or other structure in a raceway that is encased
in concrete or brick not less than two inches thick; or
2.13.3 Where installed in any vault that meets the construction requirements of NEC
Article 450, Part III; or
2.13.4 Where installed in conduit under not less than twenty-four (24”) inches of earth
beneath a building or other structure.
2.14 Conductor, Electric:
A material usually in the form of a wire, cable, or bus bar, suitable for carrying an electric
current. (Applicable Reference – NESC Section 2)
2.15 Conduit:
A single channel designed and approved specifically for electrical conductors.
2.16 Customer:
Any individual, partnership, association, joint venture, firm, public or private corporation
or governmental agency who is applicant for, or who is receiving the benefit of electric
service at a specified Point of Delivery from DME. This term also includes any authorized
representative who designs or constructs the service and meter installation.
2.17 Customer’s Installation:
With the exception of DME meter installation, all wiring, devices, apparatus and appliances
of any kind or nature useful in connection with Customer’s ability to take electric service
that are installed on Customer's side of the DME determined Point of Delivery.
2.18 Demand:
Demand is a measure of electrical power magnitude, not total energy usage. The term
"demand" as used herein shall mean the maximum electrical load during any specified time
107
interval, sometimes also referred to as “peak demand.” The anticipated maximum
demand for new or additional services will be determined by appropriate DME personnel
and will be used to determine the size and rating of all equipment used in the DME service
installation. Demand may be expressed in terms of amperes, watts, or volt-amperes.
Demand is used in two contexts in these service standards; 1) metering demand which is
the power used by the Customer averaged over a time interval and 2) electrical demand
which is the actual power flowing through the distribution facilities. These values will be
determined by DME Engineering for the purposes of sizing DME owned service equipment
and may differ significantly from the Customer’s undiversified total connected load which
is the sum total of manufacturer’s name plate/equipment watt or ampere ratings for all of
the Customer’s electrical load.
2.19 Denton Municipal Electric (DME):
The municipal electric utility owned and operated by the City of Denton, Texas.
2.20 Disconnecting Means:
A device, or group of devices, or other means by which the conductors of a circuit can be
disconnected from their means of supply. (Applicable Reference – NEC 100)
2.21 Dwelling, One-Family:
A building that consists solely of one dwelling unit. (Applicable Reference – NEC 100)
2.22 Dwelling, Two-Family:
A building that consists solely of two dwelling units. (Applicable Reference – NEC 100)
2.23 Dwelling, Multi-Family:
One or more buildings on a single lot containing five or more dwelling units. This definition
includes single room occupancy, co-housing, and residential condominiums developed on
a single lot. This definition does not include duplex, triplex, fourplex, or tiny home
development.
2.24 Dwelling Unit:
A single unit, providing complete and independent living facilities for one or more persons,
including permanent provisions for living, sleeping, cooking, and sanitation. (Applicable
Reference – NEC 100)
2.25 Enclosure:
The case or housing of apparatus, or the fence or wall that surrounds an installation to
prevent personnel from accidentally contacting energized parts, or to protect the
equipment from physical damage. (Applicable Reference – NEC 100)
2.26 Enclosure, Meter:
An enclosure whose purpose is housing the DME kWh or kW meter(s). (See 2.34 and 2.35
herein)
2.27 Enclosure, Instrument Transformer:
An enclosure whose purpose is housing the DME instrument transformers (voltage or
current transformers).
108
2.28 Energy, Electric:
Electrical power (kilowatts) consumed over a given amount of time. The unit of energy as
used herein shall be the kilowatt-hour. (a Kilowatt-hour is 1000 watt-hours).
2.29 Garage:
A building or portion of a building in which one or more self-propelled vehicles can be kept
for use, sale, storage, rental, repair, exhibition, or demonstration purposes. (Applicable
Reference – NEC 100)
2.30 Ground:
A conducting connection, whether intentional or accidental, between an electrical circuit
or equipment and the earth, or to some conducting body that serves in place of the earth.
(Applicable Reference – NEC 100)
2.31 Grounded:
Connected to the earth or to some conducting body that serves in place of the earth.
(Applicable Reference – NEC 100)
2.32 Grounded Effectively:
Intentionally connected to the earth through a ground connection or connections of
sufficiently low impedance and having sufficient current-carrying capacity to prevent the
buildup of voltages that may result in undue hazards to connected equipment or to
persons.
2.33 Meter:
The device or any auxiliary equipment installed by DME to measure customer electric
energy and demand. Meters are classified as either single-phase or three-phase and are
either self-contained or transformer-rated. Self-contained meters operate directly from
the service voltage and load current. Transformer-rated meters require current
transformers (“CT's”) or voltage transformers (“VT's”), or both, to reduce the service
current or voltage when they are beyond the measuring capacity of self-contained meters.
2.34 Meter Loop:
All wiring and connections within the meter or instrument transformer enclosure or meter
socket required to connect metering equipment to a Customer's residence or place of
business. This equipment usually consists of service lateral or service entrance conductors
within the meter or instrument transformer enclosure or meter socket for connection to
the line and load side of metering equipment.
2.35 Meter Base:
A DME-approved enclosure of weather resistant design used for mounting a detachable
type self-contained meter. (See Appendix C)
2.36 National Electrical Code (NEC, ANSI/NFPA-70):
An American National Standard published by the National Fire Protection Association for
the purposes of safeguarding persons and property from hazards arising from the use of
electricity and setting forth provisions considered necessary for safety. Electrical
contractors must abide by the NEC for internal and external wiring of buildings and
109
structures. This National Electric Code shall be referred to herein as the NEC and it shall
be the latest edition. Some NEC data referred to herein may be modified from time to
time as determined by the National Fire Protection Association or its successors. The more
stringent requirements shall apply where there is a difference between DME service
standards and the NEC.
2.37 National Electrical Safety Code (NESC, ANSI C2):
An American National Standard published by the Institute of Electrical and Electronics
Engineers, Inc. (IEEE).
The most current revision of the National Electric Safety Code shall be referred to herein
as the NESC. Some NESC data referred to herein may be modified from time to time as
determined by the IEEE or its successor(s). The more stringent requirements shall apply
where there is a difference between DME service standards and the NESC.
2.38 Permanent Electric Service
Electric service that is installed for use at Customer site and will be used continuously for
at least 2 years.
2.39 Point of Delivery:
The point where the electric energy first leaves the conductors or devices owned by DME
and enters the service entrance, other conductors, or devices owned by customer. See
also “Service Point” below.
2.40 Property Owner:
The owner of the real property where electric structures, equipment, or easements are
located.
2.41 Raceway:
An enclosed channel of metal or nonmetallic materials designed expressly for holding
wires, cables or buss-bars, with additional functions as permitted by NEC 100. "Raceway"
as used herein will mean one or more above ground conduits.
2.42 Service area
DME is authorized to provide electric service to customers within the city limits and some
nearby areas outside of the city limits. Regardless of authorization to serve customers
within the service area, service may or may not be readily available depending on factors
such as existing distribution facilities, overhead vs. underground service, number of
phases, voltages and configurations (Wye vs. Delta), etc.
The Certification Map (see Appendix A) shows the areas within DME’s service area that are
Single, Double, or Triple Certified. Single Certified means that only one service provider
(DME) is authorized to provide electric service to the area. Double Certified means that
two providers (DME and another company) are authorized to compete for and provide
electric service to the area, and so on.
2.43 Service Conductors:
The conductors from the Point of Delivery to the service disconnecting means. (Applicable
Reference – NEC 100)
110
2.44 Service Drop:
The overhead service conductors extending from the DME overhead distribution system
to the Point of Delivery where the connection is made to the Customer’s service-entrance
conductors at the building. (Applicable Reference – NEC 100)
2.45 Service-entrance Conductors – Overhead System:
The service conductors between the terminals of the service equipment and a point usually
outside the building, clear of building walls, where joined by taps or splice, to the service
drop. (Applicable Reference – NEC 100)
2.46 Service-entrance Conductors – Underground System:
The conductors between the terminals of the service equipment and the point of
connection to the service lateral. (Applicable Reference – NEC 100)
2.47 Service Equipment:
The necessary equipment, usually consisting of a circuit breaker(s) or switch(es) and
fuse(s), and their accessories, connected to the load end of service conductors to a building
or other structure, or an otherwise designated area, and intended to constitute the main
control and cutoff of the supply. (Applicable Reference – NEC 100)
2.48 Service Installation:
The service drops or laterals and meter, together with auxiliary devices and poles, if any,
owned and installed by DME used to connect the DME electric supply lines to Customer's
installation.
2.49 Service Lateral:
The underground service conductors between the utility source, including conductors from
any risers at a pole or other structure or from pad-mount transformers, and the first point
of connection to the service entrance conductors in a terminal box or meter or other
enclosure inside or outside the building wall. (Applicable Reference – NEC 100)
2.50 Service Outlet – Overhead Services:
That portion of Customer's installation that includes the service raceway, Weatherhead
and service entrance conductors. This term is used to describe that portion of the service
that is installed, owned and maintained by Customer.
2.51 Service Point
The point of connection between the facilities of the serving utility and the premises wiring
(Applicable Reference – NEC 100). See also “Point of Delivery” above.
2.52 Service Raceway:
The conduit that contains the service entrance conductors. "Raceway" as used herein
refers to above-ground installations.
2.53 Shall, or Must, or Will:
These terms signify mandatory compliance with the Articles in the DME Electric Service
Standards.
2.54 Structure:
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That which is built or constructed. (Applicable Reference – NEC 100)
2.55 Temporary Service
Electric service that is installed for use at Customer site and will be used continuously for
less than 2 years.
2.56 Transformer Vault (Room):
A space for housing DME-owned distribution transformers that supply electric service to
Customer's premises. DME does not provide service to transformer vaults on any new
construction for safety reasons. Existing vaults and rooms shall be maintained in
accordance with NEC and DME standards, be suitable for the purpose intended, and shall
be readily accessible as defined in paragraph 2.2 herein.
2.57 Transmission Line:
Any line operating at a nominal line-to-line voltage equal to or greater than 60,000 volts.
2.58 Underground Distribution System
Underground distribution installation/system consisting of any combination of the
following – conduit, conductor cable, pull-boxes, risers, and pad-mounted equipment,
vaults, etc..
2.59 Vault:
A structurally solid enclosure, including all sides, top, and bottom, that is (1) associated
with an underground electric supply or communications system, (2) located either (a)
above or below ground or (b) in a building and (3) where entry is limited to personnel
qualified to install, maintain, operate, or inspect the equipment or cable enclosed. The
enclosure may have openings for ventilation, personnel access, cable entrance, and other
openings required for operation of equipment in the vault (NESC Section 2. See also NEC
450-III).
2.60 Voltage, Nominal:
A nominal value assigned to a circuit or system for the purpose of conveniently designating
its voltage class (e.g. 120/240 volts, 120/208 volts, and 277/480 volts). The actual voltage
that a circuit supplies can vary from the nominal value within a range that permits
satisfactory operation of equipment (applicable reference NEC 100).
2.61 Weatherhead:
A weatherproof service drop entry point where overhead cable or conductors transition
into a building or from overhead to underground cables.
2.62 Weatherproof:
Constructed or protected so that exposure to the weather will not interfere with successful
operation. (Applicable Reference – NEC 100)
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SECTION 3.0 – BASIC CHARACTERISTICS OF ELECTRIC SERVICES QUICK REFERENCE
Section Topic
3.1 Service Characteristics
3.2 Nominal Voltages
3.3 Number of Services
3.4 Availability of Service
3.5 Ownership & Maintenance of Facilities
3.6 Continuity of Service
3.0 BASIC CHARACTERISTICS OF ELECTRIC SERVICE
3.1 Service Characteristics
The electric service provided by DME is alternating current at a nominal frequency of 60 hertz.
3.2 Nominal Voltages
Overhead Primary Service Underground Primary Service
Three Phase Three Phase
13,200 GY/7,620 V 13,200 GY/7,620 V
Overhead Secondary Service Underground Secondary Service
Single Phase Three Phase Single Phase Three Phase
120/240 V 208Y/120 V 120/240 V 208Y/120 V
240/480 V 240/120 V 240/480 V 240/120 V
240 V 240 V
480/277 V 480/277 V
480 V 480 V
3.3 Number of Services
3.3.1 For each Customer account, DME will supply service at one point, through one
meter, at one voltage class under its rate schedules, and in accordance with these
Service Standards.
3.3.2 A building, other structure, or property served shall be supplied by only one service.
(Applicable reference - NEC 230.2).
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Where exceptions are made, Customer and DME must agree to the exception, and
all costs for additional services will be the responsibility of the Customer. In each
case, DME engineering should be consulted early in the design process to avoid
delays or revisions to the service.
3.3.3 Exceptions to this rule are found in NEC 230.2 (A) – (D) and include the following:
3.3.3.1 Special conditions requiring emergency systems, fire pumps, standby
systems, enhanced reliability systems, or parallel power production.
3.3.3.2 Multiple-occupancy buildings where there is no available space for service
equipment accessible to all occupants; or a single building or other
structure sufficiently large to make two or more services necessary.
3.3.3.3 Where the capacity requirements of the customer are in excess of 2000
amperes at 1000V or less; or in excess of the current and voltages that
DME normally supplies.
3.3.3.4 Where the power requirements include different voltages, frequencies, or
phases, such that multiple services are warranted.
3.4 Availability of Service
Service may not be readily available in all areas served by DME. The Customer shall consult
with DME prior to requesting service to determine possible costs, and timelines for
extension. See Appendix A for a map of the DME certification area. DME provides electric
service at DME's standard nominal voltages. Not all standard voltages are available at
every location. If a Retail Customer requests a voltage that is non-standard or not available
for a specific load or location, such voltage may be provided by DME at the expense of the
requesting party. The Customer should obtain from DME the phase and voltage of the
service availability before committing to the purchase of motors or other equipment.
3.5 Ownership & Maintenance of Facilities
DME shall retain the ownership of all material and facilities on the utility side of the Point
of Delivery for the distribution of electric energy, whether or not the same have been fully
or partially paid for by the Customer through Aid-in-Construction at the time of
installation. All lines and facilities constructed or installed by DME or by the customer for
DME are the property of DME. DME will install or direct installation and maintenance of
the electric supply lines and service installations on DME’s side of the Point of Delivery.
DME will not install, maintain, or own any facilities or devices except meters, on customer's
side of the Point of Delivery.
3.6 Continuity of Service
3.6.1 Reasonable Diligence
DME uses reasonable diligence in accordance with standard utility practices to provide
continuous and adequate service in accordance with the Electric Service Standards, as set
forth herein, but does not warrant or represent that irregularities or interruptions will not
occur.
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3.6.2 Service Interruptions
3.6.2.1 Service interruptions may occur. Customer is responsible for installing and
maintaining protective devices as are recommended or required by the
most current edition of the National Electrical Code as are necessary or
advisable to protect Customer's equipment or processes during irregular
or interrupted service including, but not limited to, voltage and wave form
irregularities, or the failure of part or all of the electrical service. When
interruptions do occur DME shall re-establish service as soon as
practicable.
3.6.2.2 DME may interrupt service to provide necessary civil defense or other
emergency service in the event of a national emergency or local disaster.
DME may also interrupt service as necessary for maintenance, repairs,
construction, moving of buildings or oversized objects, relocation or
changes of facilities, to prevent or alleviate an emergency which may
disrupt operation of all or any portion of DME's system, to lessen or
remove risk of harm to life or property, to aid in the restoration of electric
service, on occasions when any DME wholesale power suppliers fails to
deliver sufficient power and/or energy to DME, if ordered to do so by the
Electric Reliability Council of Texas, and on failure of all or part of the
electric transmission grid of Texas.
3.6.3 Investigation of Service Interruptions & Irregularities:
DME will investigate service interruptions and irregularities reported by a
Customer. Such investigation normally terminates at the Point of Delivery. If
standard service voltage exists at this point and DME's service facilities are in good
condition, the Customer shall be so advised. DME shall not be obligated to inspect
Customer's conductors, installation, or equipment.
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SECTION 4.0 – GENERAL PROVISIONS QUICK REFERENCE
Section Topic
4.1 Location Limitations
4.2 Easement Requirements
4.3 Clearances
4.4 Security & Safety (Locks, Seals, Attachments To DME Facilities, Radio Towers)
4.5 NESC
4.6 Separate Services Supplied
4.7 One Building or Other Structure Not To Be Supplied Via Other
4.8 Single Phase Residential Service Length
4.9 Access To Equipment
4.0 GENERAL PROVISIONS
4.1 Location Limitations
DME does not allow DME owned conduit or cable, or un-metered Customer conductors,
under or through a building or permanent structure.
4.2 Easement Requirements
In all cases where primary electric lines which feed adjacent properties are installed on
private property, the following standards shall prevail:
All easements shall be dedicated as public utility easements and shall be sized per Table 4A,
Table 4B, and Table 4C. The general criteria to define typical easement widths and sizes are
listed as follows:
TABLE 4A – TYPICAL OVERHEAD ELECTRIC LINE EASEMENT WIDTHS
Line Type Along Lot Frontage Through Interior of Lot
138 KV Transmission Lines As required to accommodate clearance 75 feet (Line to be centered in
easement)
69 KV Transmission Lines As required to accommodate clearance 60 feet (Line to be centered in
easement)
13.2 KV Distribution As required to accommodate clearance (May be
reduced by DME Engineering when clearance is
accommodated by building setback)
35 feet (Line to be centered in
easement)
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TABLE 4B – TYPICAL UNDERGROUND ELECTRIC LINE EASEMENT WIDTHS
Line Type Along Lot Frontage Through Interior of Lot
13.2 KV Distribution 8 feet (Line typically installed 3-4' from R.O.W.
line)
16 feet (Line typically installed 3-4' from
edge of easement)
13.2 KV Distribution Duct
Bank (Multiple Feeders)
20 feet (Duct bank typically centered in
easement)
20 feet (Duct bank typically centered in
easement)
Transmission Duct Banks 20 feet 20 feet
TABLE 4C – TYPICAL PAD-MOUNTED ELECTRIC EQUIPMENT EASEMENT SIZES
Equipment Type Equipment Easement
Single Phase Distribution Transformer 10 feet by 10 feet
Three Phase Distribution Transformer 16 feet by 16 feet
Distribution Switchgear 18 feet by 30 feet
Other Pad-Mounted Equipment As Needed
4.2.1 Easement Requirements
DME may require easements for the safe, reliable, and efficient installation,
operation, and maintenance of electric facilities. These easements will be
determined when the final layout of the development and electrical load
requirements are provided in accordance with the City of Denton Municipal Code,
Denton Development Code and all subsequent resolutions and ordinances adopted
by the City Council of the City of Denton, Texas.
4.2.2 The property owner is responsible for maintaining all existing electric and public
utility easements on the property free of structures and in accordance with current
City of Denton ordinances or other directives.
4.2.3 Standard Easement dimensions will apply in the majority of situations. Any
variations to standard Easement widths and sizes to accommodate atypical
installations require approval by DME. DME may require atypical Easement sizes
depending on the situation.
4.2.4 Fences within utility easements are generally prohibited, subject to the following:
4.2.4.1 Fences shall not be built within or across dedicated utility or electric
easements. DME, at their discretion, may allow fences to be built across
an easement if access gates at least 12 feet wide are built.
4.2.4.2 Any existing fence located within dedicated utility or electric easements
that conflicts with the purpose and intent of the easement may be
removed by DME or the City of Denton at any time.
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4.2.4.3 DME is under no obligation to repair or replace any fence that is damaged
or removed that encroaches within a dedicated easement for the
purposes of installing, operating, maintaining, inspecting, repairing, and
replacing electric facilities within the dedicated easement.
4.2.5 DME employees shall have the authority to enter premises at any reasonable time
in the regular line of duty for the purpose of installing, operating, maintaining,
inspecting, repairing, and replacing any DME owned electric line or electric meter,
etc. The property owner and occupant are responsible for any construction
activities occurring over or within any on-site utility in a utility easement.
4.2.6 If utility inspection or repair or reconstruction is necessary, any pavement,
structure, or improvement damaged within a dedicated utility or electric easement,
shall not be the responsibility of DME for any repairs, but shall be the sole
responsibility of the owner.
4.2.7 The landowner assumes responsibility for any and all improvements placed within
a utility or electric easement at their own risk. Additionally, the provisions of this
section do not permit or supersede the limits and restrictions prescribed by the
conditions of any existing utility easement for allowing improvements to be placed
within utility easements.
4.2.8 The following shall not be installed or planted within a utility or electric easement
without approval from DME Engineering:
4.2.8.1 Trees; and
4.2.8.2 Any structures, including retaining walls and signs. No part of a structure,
including its underground foundation, shall encroach into an easement.
4.2.9 The following items are typically allowed to be installed within a utility or electric
easements:
4.2.9.1 Drive approaches and parking lots (alignment within drive aisles is
preferred)
4.2.9.2 Sidewalks; and
4.2.9.3 Grass and small shrubbery.
4.3 Clearances
4.3.1 Overhead Distribution Lines & Facilities
Vertical clearance shall meet or exceed the distances shown in Appendix B, Figure
B1. Horizontal clearance shall meet or exceed the distances shown in Appendix B,
Figure B2.
4.3.2 Underground Lines & Pad-mount Equipment
DME requires a clearance from all underground lines and pad-mounted equipment.
Distances vary and details of DME’s required clearances are provided in Appendix
B, Figures B3, B4, B5, B6, B7 & B9. Service will not be connected without adequate
clearances.
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For equipment in service, in non-emergency situations, when availability of electric
service to Customers is not in immediate jeopardy, DME will provide written notice
of a clearance violation and allow the property owner seven (7) days to remedy the
situation. If that does not occur, or the property owner has not demonstrated to
DME’s satisfaction that he is making a reasonable attempt to provide the necessary
clearance(s) in a timely fashion, DME will either remove the obstruction at the
property owner’s expense or terminate service. In the case of an outage to
Customers or an emergency, DME reserves the right to immediately, without notice
to the property owner, remove any item or obstruction that restricts access to
electric facilities at the property owner’s expense. DME is not responsible for any
items or obstructions removed from easements.
4.3.3 Customer Equipment & Facilities -
The Customer's facilities/installations shall maintain clearances from DME electric
distribution overhead facilities as required in Section 234 of the NESC. In addition,
the Customer’s facilities shall not be installed under or over DME overhead
distribution facilities and shall maintain minimum clearances as shown in Appendix
B, Figures B1 thru B9 from overhead and underground DME distribution facilities.
See the NESC, DME and the OSHA/TxHSC Working Clearance Envelopes for
clearances from Customer facilities. These include, but are not limited to,
clearances from Customer’s buildings, parking garages, light poles, signs, billboards,
chimneys, radio and television antennas, tanks, swimming pools and other
installations. If required by DME, the Customer shall provide DME with a survey
showing the proximities of the Customer’s existing and/or proposed facilities to
existing DME primary voltage facilities.
4.3.4 Power Line and Pad-mount Equipment Clearance from Trees and Vegetation
4.3.4.1 For reasons of safety and system reliability, DME requires ten (10) feet
clearance in all directions from overhead power lines with a nominal
voltage of 600 volts to 24,900 volts (3 phase) and a minimum of three (3)
feet for voltages 599 volts or less. DME will, at its discretion, trim or
remove all trees or other vegetation that grow within this distance. When
vegetation is found to be a hindrance to the distribution system or
maintenance operations and is removed by DME, DME will not be
responsible for the replacement of vegetation that has been removed and
will not provide additional landscaping or compensate for loss of
vegetation. When trimming trees, DME will follow ANSI A300 standards
and make reasonable efforts to preserve the health of trees in accordance
with accepted utility industry practice and any applicable legal
requirements.
4.3.4.2 Street trees planted within overhead distribution line clearance zones
shall be of a species having a mature height of less than 30 feet per the
DME Electric Tree Trimming Program guide. Other trees may be allowed
within the clearance zone and/or easement of distribution lines if
specifically approved by DME Engineering.
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4.3.4.3 Trees shall not be planted within the clearance zone and/or easement area
(whichever is greater) of transmission lines without written permission
from DME Engineering.
4.3.4.4 Vegetation shall follow clearances from pad-mount equipment as shown
in Appendix B, Figure B8.
4.3.5 Clearance Zones General Requirements
Unobstructed and adequate space shall be provided for all clearance zones required by this
section that will allow ingress and egress for utility-related personnel and equipment to
install, operate, maintain, inspect, repair, and replace electric supply and communication
lines. Such clearance zone provisions shall be included in the design and construction when
real property is developed or altered.
Such clearance zones shall be recorded by the property developer or by the record owner
on subdivision plats; or shall be evidenced by written instrument, duly recorded, in the
Public Records of Denton County, Texas.
4.3.6 Clearances Statement
The following statement shall be stamped on all Final Plats: “The City of Denton (CoD) has
adopted the National Electrical Safety Code (the “Code”). The City of Denton Development
Code generally prohibits structures within 17.5 feet on either side of the center line of
overhead distribution lines (CoD Development Code, 7.13.5) and within 37.5 feet on either
side of the centerline of overhead transmission lines (CoD Development Code, 7.13.4).”
In some instances the Code requires greater clearances. Building permits will not be issued
for structures within these clearance areas. Contact the building official with specific
questions.
4.4 Security & Safety (Locks, Seals, Attachments to DME facilities, Radio Towers)
Tampering with the meter, metering network, instrument transformers, any conductors
carrying un-metered current or the unauthorized breaking of the DME seal is prohibited by
law.
Only DME may make the connections (and disconnections) of the Customer's wiring to
DME's facilities. In addition, only DME personnel may remove DME meters or break City
seals except in cases specifically authorized by DME or its designee. The following will be
inspected by DME, or its designee, prior to or at the time of the connection of metering
equipment as indicated:
Meter Socket(s)
Service Distribution Enclosure
CT Meter Services
Old service check (no meter at location)
Turn on the meter (meter existing)
Read and change meter
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4.5 NESC
The Customer, Developer, and Property Owner are responsible for maintaining the level of
care set forth by the currently published National Electrical Safety Code for existing and
planned electric utilities in all developments.
4.6 Separate Services Supplied
For all commercial and industrial installations, external disconnects shall be installed by the
customer at the building service entrance. Where more than one service is supplied in
accordance with 3.3 herein, a permanent tag or directory made of brass and approved by
DME, shall be installed at each service disconnect location denoting all other services or
feeders, the supplying building or structure, and the area served by each. (Applicable
reference - NEC 225.37, NEC 230.2(E))
4.7 One Building or Other Structure Not to be Supplied Through or Under Another
DME owned service conductors shall not pass through the interior or beneath any building
or other structure to provide service to another building.
4.8 Single Phase Residential Service Length
The maximum service length permitted is based upon several technical factors including
voltage drop, size and type of conductor, and load. The maximum Service distance shall not
exceed 250 feet unless reviewed and approved by DME Engineering. See sections 2.44
and 2.49 for the definition of Service Drop and Service Lateral, respectively.
4.9 Access to Equipment
Where DME’s equipment is located on the Customer’s premises, the Customer shall be
responsible for maintaining a clear route for access and ensuring that all DME equipment is
Readily Accessible for operation, maintenance, inspection, testing, repair and replacement.
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SECTION 5.0 – REQUESTING ELECTRIC SERVICES QUICK REFERENCE
Section Topic
5.1 Service Area
5.2 Initiation of Service or Increase in Service Requirement
5.3 System Protection and Interruptions of Service
5.4 Contract for Service
5.5 Developer and DME Responsibilities
5.0 REQUESTING ELECTRIC SERVICE
5.1 Service Area
See Appendix A for the DME service area.
5.2 Initiation of Service or Increase in Service Requirement
It is the responsibility of the customer requesting new or increased (voltage, current, load)
service to provide DME Engineering with all required service information prior to design.
Based on the type of service, the customer must provide DME Engineering an appropriate
and complete Customer Requirement Form (not required for single dwelling residential).
These forms are included as Appendix D of this document. All information must be filled
out and the form signed and dated by the customer prior to DME Engineering beginning
any design work on their project.
Application for service, including applications for switching to DME from an electric provider
in a multi-certified area, can be made at the City of Denton’s Customer Service office:
Main Office
601 East Hickory Street
Suite F
Denton, TX
or by phone during normal business hours at (940) 349-8700.
5.2.1 Electric service is provided to Customers in DME's certified service area (see
Appendix A) who have satisfactorily established credit and have met all conditions
contained herein.
5.2.2 If a line extension is required or if facilities are not readily available, DME shall
inform the Customer within 10 business days following receipt of the application
and give the Customer an estimated completion date.
5.2.3 Any construction cost options such as rebates to the Customer, sharing of
construction costs between the utility and the Customer, or sharing of costs
between the Customer and other applicants shall be explained to the Customer
following assessment of necessary line work.
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DME will follow the PUC Chapter 25 Substantive Rules Applicable to Electric Service
providers, Subchapter B, Paragraph 25.27 for Full Switchovers and will not allow for
partial switchovers.
5.3 System Protection and Interruptions of Service
5.3.1 DME does not guarantee service against interruptions, irregularities, or
fluctuations.
5.3.2 DME is not liable for any damages caused by interruptions, irregularities, or
fluctuations.
5.3.3 It is the Customer’s responsibility to protect their equipment against any service
irregularity including, but not limited to, over-currents, unbalanced loads,
unbalanced voltages, single phasing conditions, over-voltages, under-voltages,
surges, blackouts, or any other service irregularity.
5.4 Contract for Service
5.4.1 Acceptance of Service under any rate schedule constitutes acceptance of and
agreement to these Electric Service Standards.
5.4.2 Customer’s request for electric service of the character and type available from
DME are granted within the limitations of the applicable rate schedule for electric
service, the availability of DME facilities, the characteristics of Customer’s electrical
load, and these Electric Service Standards.
5.4.3 DME may require special contractual arrangements, which may include additional
charges, prior to DME providing electric service if the electric service requested by
Customer is 1) not readily available at the service location, 2) is other than that
which DME provides under its standard service options or 3) if the service requested
is not adequately compensated for by the applicable rate schedule.
5.4.4 By completing and submitting an application for service the customer is agreeing to
purchase electric service and abide by DME’s Electric Service Standards.
5.4.5 All of the applicable requirements located in the General Provisions section and
throughout the remainder of these standards shall apply.
5.4.6 Any Customer taking electric service from DME, in consideration of DME’s supplying
electric service and regardless whether or not such Customer has made application
for such electric service, is bound by these Electric Service Standards and is liable to
DME for payment for such electric service under the applicable rate schedule.
5.4.7 Customer assumes all responsibility on Customer's side of the Point of Delivery,
excluding DME’s meter (when applicable), for the service supplied or taken as well
as for the Customer's installation including appliances and apparatus used in
conjunction therewith.
5.5 Developer and DME Responsibilities
5.5.1 The latest edition of all applicable building and safety codes shall be followed in
the installation of the electrical - distribution system. These codes include, but are
not limited to the following:
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Local City of Denton Building and Fire Codes or any other applicable codes or
ordinances for the project location.
National Electrical Safety Code (NESC)
National Fire Protection Association (NFPA) 70 / National Electric Code (NEC)
U.S. Occupational Safety and Health Act of 1970 (OSHA)
5.5.2 DME Responsibility – The following shall be performed by, and are the
responsibility of DME:
5.5.2.1 Upon the receipt of all necessary information from the Developer, DME
Engineering will provide a project drawing showing the route of the
conduit line(s), transformer/equipment pad locations, and other
pertinent information.
5.5.2.2 Please note, the Developer is responsible for providing all material
including conduit, spacers, joints, glue, pulling vaults, pull boxes,
switchgear bases, poured in place concrete pads, etc. per DME
specifications to install all civil work associated with the project. Pre-cast
concrete pads for single phase equipment are permissible.
5.5.2.3 DME’s inspector is to inspect all conduit installations prior to the placing
of the backfill. If DME’s inspector is not allowed to inspect the backfill,
the Developer can be asked to remove the backfill so a proper inspection
of the civil work can be done.
5.5.2.4 DME’s inspector is responsible for approving all field changes and
coordinating changes with DME’s Engineering office.
5.5.2.5 DME’s inspector is to inspect all poured concrete pads installations prior
to the laying of concrete.
5.5.2.6 After approval of the installed transformer pad(s) and conduit system by
the DME inspector, and after the Contractor has signed all appropriate
contracts, agreements, easements and has paid any required AIC (Aid-in-
Construction), DME will make final electrical connections.
5.5.3 Developer Responsibility – The following shall be performed by, and the
responsibility of, the Developer for DME owned facilities on the customer owned
property:
5.5.3.1 The Developer is required to provide a completed Customer
Requirements Form to DME with all requested information.
5.5.3.2 Unless otherwise noted by DME, the Developer is responsible for the
installation of any, and all, civil work required by DME.
5.5.3.3 The Developer is to provide DME a Site Plan, a Dimension Control Plan,
an Elevation Plan, and a Grading Plan, in AutoCAD format and load
information.
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5.5.3.4 The Developer is responsible for providing DME either easement(s) or
platted right-of-way, as determined by DME, prior to DME installing any
electrical facilities. Easements and/or filed plats shall be done at no cost
to DME.
5.5.3.5 Prior to construction starting, the Developer shall attend a pre-
construction meeting to discuss and coordinate construction and
inspection with DME Engineering and Construction.
5.5.3.6 The Developer is to coordinate with the DME inspector to review the
work plan prior to any civil work beginning and again for inspection prior
to backfilling of trenches and pouring of concrete transformer pads.
5.5.3.7 The Developer is to provide personnel and vehicular access to the project
work site, for DME at all times.
5.5.3.8 The Developer is to be held responsible for the full direction and
supervision of all work being performed by his employees, agents, or
contractors. The Developer shall also be responsible for the area at all
times prior to acceptance, particularly in the prevention of damage to the
electrical distribution system by the activities of other trades or utilities.
5.5.3.9 All three phase pads for any type of development are to be poured in-
place concrete and are to be constructed by the developer according to
DME specifications.
5.5.3.10 All testing of concrete and backfill which is deemed necessary by DME is
to be performed by an independent testing laboratory at Developer’s
expense.
5.5.3.11 The Developer is to replace, at his expense, any damaged equipment or
correct any work not in compliance with the requirements of these
specifications, the project sketch, or as specified by DME.
5.5.3.12 The Developer is to furnish equipment and labor to lay out ditch, set
grade, dig ditches, place conduit in trench, backfill trench with approved
fill to proper compaction, set or pour transformer pads and place
electrical connection boxes. The trench lines shall run in as straight
alignment as practicable.
5.5.3.13 The Developer is to complete rough site grading, establish final grade at
pad-mounted equipment locations and clear these locations of any
obstructions. Any change in final grade which requires the lowering or
raising of electrical conductors or associated equipment will be done at
the expense of the Developer.
5.5.3.14 Developer will be responsible to set base or ground sleeves for fuse
cabinets, primary connection cabinets, and streetlight boxes.
5.5.3.15 Minimum vertical crossing clearance of electrical conduits from other
utilities’ conduits, pipes, cables and wires is twelve (12) inches. Any
exception to this requirement will need to be discussed and agreed upon
with DME prior to installing the conduit.
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5.5.3.16 Minimum vertical and/or horizontal longitudinal clearance from other
utility’s conduits pipes, cable and wires is twelve (12) inches. Any
exception to this requirement will need to be discussed and agreed upon
with DME prior to installing the conduit.
5.5.3.17 No foreign pipes, conduits, wires, or cables are permitted under DME’s
transformers or other pad mounted equipment pads.
5.5.3.18 Joint use trench will be determined by DME on a case-by-case basis. In
no case shall other utilities be longitudinally installed directly above DME
electric facilities, but shall be offset per DME requirements.
5.5.3.19 Backfilling of conduit trenches under paved areas, around conduit bends
at riser poles and under transformer pad area is to be compacted to 95%
of the density of the surrounding undisturbed soil as per ASTM D 698.
Stabilization must be uniform to bottom of ditch. Alternative
stabilization methods for backfilling around conduit bends under
transformer pads consist of two (2) sacks of cement mixed with earth
backfill or the pouring of concrete backfill with transformer pad.
An alternative method for backfilling around conduit bends consists of
concrete backfill with bend. The method used will be at the discretion of
DME.
5.5.3.20 Poured concrete transformer pads are to be installed such that the top of
the pad is a minimum of six (6”) inches above finished grade. No
transformer pad shall be installed below finished grade of the
surrounding area.
5.5.3.21 Pre-cast transformer pads are to be installed such that the top of the pad
is a minimum of four (4”) inches above finished grade. No transformer
pad shall be installed below finished grade of the surrounding area.
5.5.3.22 Transformer pads are to have a clear area surrounding the pad
installation for safety, operation, and maintenance purposes. Reference
clearances for distribution equipment in Appendix B.
5.5.3.23 Piers may be required on all transformer pads as determined by DME
Engineering. The depth of piers shall extend to rock or a change in soil
conditions sufficient to bear the load of pad and transformer to prevent
settlement due to undercutting for conduit bend installations or washing
due to drainage.
5.5.3.24 The Developer has the option of installing manufactured transformer
pads or poured in-place pads for single phase residential subdivisions.
However, where the terrain will not permit the installation of a
manufactured transformer pad as determined by DME, the Developer is
to install a poured in place transformer pad. For commercial installations
all three-phase pads must be poured in place.
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5.5.3.25 Concrete forms are to be tight and aligned so that when forms are
removed the finished surface shall require little, if any, corrective
measures. Concrete work is to have an acceptable finish free of
honeycombs, sharp, or irregular surfaces.
5.5.3.26 Developer is to pull a mandrel through each conduit to check and clear
blockage and leave a pull tape in each conduit. Mandrel shall be
furnished by Developer. Conduit shall be plugged at both ends.
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SECTION 6.0 – TYPES OF PERMANENT ELECTRIC DISTRIBUTION SERVICES
QUICK REFERENCE
Section Topic
6.1 Overhead Service
6.2 Underground Service
6.3 Reserve Capacity
6.0 TYPES OF PERMANENT ELECTRIC DISTRIBUTION SERVICE
6.1 Overhead Service
6.1.1 Residential
6.1.1.1 General
Electric service from overhead distribution facilities is available to
Customers who meet the requirements of these Electric Service
Standards. DME may refuse to provide overhead service in any area
where DME has or expects to have substantial investment in underground
distribution facilities or is required by City codes or guidelines to place new
service underground.
6.1.1.2 Accessibility
The service drop conductors must be attached to a permanent building or
structure nearest DME’s designated facilities (poles). Where DME’s
equipment is located on the Customer’s premises, the Customer shall be
responsible for clearing the route for access and making all equipment
Readily Accessible for operation, maintenance and replacement. DME
facilities (except meters) will be placed only in locations that are always
vehicle accessible. This includes along public streets / rights of way, in
alleys, along private streets and drives and should be at least 20 feet wide
and have 35 feet of vertical clearance.
6.1.1.3 Grounding & Bonding
Electric services must be grounded/bonded in accordance with the NEC.
This includes but is not limited to service equipment, raceways, service
distribution enclosures, junction boxes wireways, enclosures and service
conductors.
6.1.1.4 Meter Loop Location
6.1.1.4.1 Building – the meter location is normally located on the
exterior of the building on the first floor or ground level. Meter
loops must not be installed on portable buildings, mobile
homes, or similar structures not legally part of the property.
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6.1.1.4.2 Non-building – shall meet the following requirements:
6.1.1.4.2.1 Be installed on 6” minimum diameter pole/post
or on a rack
6.1.1.4.2.2 Pole/post or rack must consist of treated wood or
non-corrosive metal.
6.1.1.4.2.3 Poles/posts shall be installed a minimum of 3’
deep encased in concrete.
6.1.1.4.2.4 Racks shall be installed with sufficient bracing and
shall be stationery.
6.1.1.4.2.5 Does not apply to temporary services.
6.1.1.5 Conductors & Clearances
6.1.1.5.1 DME shall furnish and install conductors from DME supply line
to Customer provided service conductors. Customer provided
service conductors shall be at the Weatherhead or pole/rack
location. DME will make all connections to Customer’s
conductors.
6.1.1.5.2 Clearances for conductors and attachments shall meet the
NESC (Section 23) requirements and shall be maintained at all
times. (See Appendix B, Figures 1 and 2)
6.1.1.6 Anchorage – The Customer must make provisions for the dead-end
attachment to be securely attached to the structural frame of the building
using a minimum ½” diameter threaded bolt with nut and washers. (per
City of Denton Building Code)
6.1.1.7 Weatherhead - the Weatherhead shall be approved weatherproof
construction and installed to prevent the entrance of rain. Customer
conductors must extend a minimum of 18” from the Weatherhead.
6.1.1.8 Service Length – measured horizontally/radially from DME pole serving
load
6.1.1.8.1 Maximum 250 feet. Service drops in excess of 250 feet must
be approved be DME.
6.1.2 Accessory Dwelling Unit (ADU)
Denton Development Code, Subchapter 5.4.4, allows one ADU per lot where the
principal use is a single-family detached dwelling. The ADU may be attached or
detached from the principal service. For an ADU attached to or created within a
single-family dwelling, the ADU meter will be installed on the principal dwelling unit
within 10’ of the principal meter. The Point of Delivery will be the Weatherhead.
For detached ADU, the ADU meter may be installed on the principal dwelling unit
within 10’ of the principal meter, or on the detached ADU. For meter installation on
a detached ADU, all Residential Overhead Service requirements apply. The Point of
Delivery will be the Weatherhead.
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6.1.3 Commercial Service
6.1.3.1 Accessibility
The service drop conductors must be attached to a permanent building or
structure nearest DME’s designated facilities (poles). Where DME’s
equipment is located on the Customer’s premises, the Customer shall be
responsible for clearing the route for access and making all equipment
Readily Accessible for operation, maintenance and replacement.
Access requirements are provided in Appendix B. DME facilities will be
placed only in locations that are always vehicle accessible. This includes
along public streets / rights of way, in alleys, along private streets and drives
and must be at least 20 feet wide and have 35 feet of vertical clearance.
6.1.3.2 Grounding & Bonding
Electric services must be grounded/bonded in accordance with the NEC.
This includes but is not limited to service equipment, raceways, service
distribution enclosures, junction boxes wireways, enclosures and service
conductors.
6.1.3.3 Meter Loop Location
6.1.3.3.1 Building – the meter location should normally be on the exterior
of the building on the first floor or ground level. Meter loops
must not be installed on modular or manufactured housing,
portable buildings, mobile homes, or similar structures not
legally part of the property.
6.1.3.3.2 Non-building – shall meet the following requirements:
6.1.3.3.2.1 Be installed on 6” minimum diameter pole/post or
on a rack
6.1.3.3.2.2 Consist of treated wood or non-corrosive metal.
6.1.3.3.2.3 Poles/posts shall be installed a minimum of 3’ deep
encased in concrete.
6.1.3.3.2.4 Racks shall be installed with sufficient bracing and
shall be stationery.
6.1.3.4 Conductors & Clearances
6.1.3.4.1 DME shall furnish and install conductors from DME supply line to
Customer provided service conductors. Customer provided
services conductors shall be at the Weatherhead or pole/rack
location. DME will make all connections to Customers
conductors.
6.1.3.4.2 Clearances for conductors and attachments shall meet the NESC
(section 23) requirements and shall be maintained at all times.
6.1.3.5 Anchorage – The Customer must make provisions for the dead-end
attachment to be securely attached to the structural frame of the building
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using a minimum ½” diameter threaded bolt with nut and washers. (per
City of Denton Building Code)
6.1.3.6 Weatherhead - the Weatherhead shall be approved weatherproof
construction and installed to prevent the entrance of rain. Customer
conductors must extend a minimum of 18” from the Weatherhead.
6.1.3.7 Service Length – measured horizontally/ radially from DME pole serving
load
6.1.3.7.1 Maximum 250 feet. Service drops in excess of 250 feet must be
approved be DME.
6.1.4 Multi-family / Apartment
For multi-family dwellings with two (2) or more units on a single, common
lot/parcel/tract of property, the Point of Delivery will be the Weatherhead serving a
bank of meters for the individual residences in each building. Residential services to
multi-family dwellings where each residence is located on its own separate
lot/parcel/tract of land, a separate service drop will be provided to each residence
(see Section 6.1.1 above).
6.2 Underground Service
6.2.1 Residential
6.2.1.1 General
Electric service from underground distribution facilities is available to
Customers who meet the requirements of these Electric Service
Standards. In areas served by DME's underground distribution system,
phase and voltage of electric service may be limited to that which can be
provided from existing facilities. The location and routing of
underground distribution facilities will be determined by DME. A
Customer may be required to provide, at their expense, pads for pad-
mounted transformers, conduit, and other associated equipment prior to
commencement of construction.
6.2.1.2 Accessibility - Where DME’s equipment is located on the Customer’s
premises, the Customer shall be responsible for clearing the route for
access and making all equipment readily accessible for operation,
maintenance and replacement. Access requirements are provided in
Appendix B.
6.2.1.3 From Secondary Riser – Customer shall dig and backfill trench from meter
location to riser pole and shall be a minimum of 24” deep to top of service
conduit. Riser conduit at the pole and meter shall be rigid metal or
schedule 40 PVC and shall be 2”, 3”, 4” or 6” only. All 900 bends shall be
24” minimum radius.
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6.2.1.4 From Pad-mounted transformer - Customer shall dig and backfill trench
from meter location to the pad-mounted transformer or secondary
pedestal and shall be a minimum of 24” deep to top of service conduit.
Riser conduit at the pole and meter shall be rigid metal or schedule 40
PVC, meet NEC requirements and shall be limited in size to 2”, 3”, 4” or
6” only. All 900 bends shall be 24” minimum radius.
6.2.1.5 DME inspections – DME shall inspect service lateral conduit, risers,
sweeps. Before the installation of underground distribution facilities, a
Customer will complete rough site grading, establish final grade along
conduit route, clearly mark or, if required by DME, expose to view any
underground installation including gas lines, water lines, wastewater
lines, communication lines, etc., and clear the area of all obstructions.
Following installation, no change shall be made in the grade along the
conduit route without the consent of DME.
6.2.1.6 Grounding / Bonding - Electric services must be grounded/bonded in
accordance with the NEC. This includes but is not limited to service
equipment, raceways, service distribution enclosures, junction boxes
wireways, enclosures and service conductors.
6.2.1.7 Meter Loop Location
6.2.1.7.1 Meter socket(s) are to be mounted 4’ – 6’ of center above the
finished grade, as measured at 3’ in front of the meter, with a
minimum of 4’ working space in front of and to either side of
the meter.
6.2.1.7.2 Building – the meter location should normally be on the
exterior of the building. Meter loops must not be installed on
portable buildings, mobile homes, or similar structures not
legally part of the property.
6.2.1.7.3 Non-building – shall meet the following requirements:
6.2.1.7.3.1 Be installed on 6” minimum diameter pole/post
or on a rack
6.2.1.7.3.2 Consist of treated wood or non-corrosive metal.
6.2.1.7.3.3 Poles/posts shall be installed a minimum of 3’
deep encased in concrete.
6.2.1.7.3.4 Racks shall be installed with sufficient bracing and
shall be stationary.
6.2.1.8 Clearances for conductors and attachments shall meet the NESC (section
23) requirements and shall be maintained at all times.
6.2.1.9 Service Length
6.2.1.9.1 Maximum 250 feet. Service laterals in excess of 250 feet must
be approved be DME.
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6.2.2 Accessory Dwelling Unit (ADU)
Denton Development Code, Subchapter 5.4.4, allows one ADU per lot where the
principal use is a single-family detached dwelling. The ADU may be attached or
detached from the principal service. For an ADU attached to or created within the
principal single-family dwelling, the ADU meter will be installed on the principal
dwelling unit within 10’ of the principal DME meter. The property owner is
responsible for intercepting the existing service entrance conductors prior to the
principal dwelling unit meter, installation of a junction box, meter socket, and
necessary conduits and cables from the junction box to the new ADU meter. The
installation must meet all applicable codes and DME specifications. DME will
inspect, and if accepted, DME will own and maintain the service lateral to the ADU
meter after installation and the ADU Point of Delivery will be the DME meter.
For detached ADU, the ADU meter may be installed on the principal dwelling unit
within 10’ of the principal meter, or on the detached ADU. For meter installation on
a detached ADU, the property owner will install meter socket, conduit and cables
from the DME transformer or pedestal to the new ADU meter. DME will inspect, and
if accepted, DME will own and maintain the service lateral to the ADU meter after
installation and the ADU Point of Delivery will be the DME meter.
6.2.3 Multi-family / Apartment
For multi-family dwellings with two (2) or more units on a single, common
lot/parcel/tract of property, the Point of Delivery will be the secondary spades of the
DME owned pad-mount transformer or secondary pedestal. The developer will be
responsible for the secondary conduits and cables from the pad-mount transformer
to the meter bank or individual meter sockets.
6.2.3.1 The number and size of secondary connections available in DME
transformers is dependent on the size and voltage of the transformer to
be installed, which is determined by DME. If the Customer-owned
secondary cables exceed the transformer limit, a secondary connection
cabinet may be required (see section 6.2.6).
6.2.3.2 Where more than one meter is installed, or the meter is not within the
boundaries of the premise served, each meter socket shall be clearly and
permanently marked by the person installing it to plainly show locations
served (e.g. the apartment number, suite number or address) by the
meter. It shall be the responsibility of the customer/contractor to ensure
the accuracy of the markings with respect to the service location. At
DME’s option, the customer shall demonstrate and DME shall witness
verification of the accuracy of these markings.
6.2.4 Commercial
6.2.4.1 General
Electric service from underground distribution facilities is available to
Customers who meet the requirements of these Electric Service
Standards. In areas served by DME's underground distribution system,
phase and voltage of electric service may be limited to that which can be
provided from existing facilities.
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The location and routing of underground distribution facilities will be
determined by DME. A Customer will be required to provide, at their
expense, pads for pad-mounted transformers, conduit, and other
associated equipment prior to commencement of construction.
6.2.4.2 Accessibility - Where DME’s equipment is located on the Customer’s
premises, the Customer shall be responsible for clearing the route for
access and making all equipment readily accessible for operation,
maintenance and replacement. Access requirements are provided in
Appendix B.
6.2.4.3 From Secondary Riser – DME will install a pedestal at the base of the riser
pole and install the secondary riser, cable and pedestal. The Point of
Delivery will be secondary pedestal at the base of the riser pole.
6.2.4.4 From Pad-mounted transformer – The Point of Delivery will be the
secondary spades of the pad-mounted transformer. The customer is
required to install the primary conduit(s) from a DME owned riser pole,
pad-mount switch or vault to the customer installed transformer pad per
DME specifications. Where only one commercial customer is served from
a pad-mounted transformer and cannot be metered with a self-contained
meter, DME may install metering current transformers in the secondary
compartment of the pad-mounted transformer (see Section 10.2 for
further details).
6.2.4.4.1 The number and size of secondary connections available in DME
pad-mounted transformers is dependent on the size and voltage
of the transformer to be installed, which is determined by DME.
If the Customer-owned secondary cables exceed the
transformer limit, a secondary connection cabinet may be
required (see section 6.2.6).
6.2.4.4.2 Where more than one meter is installed, or the meter is not
within the boundaries of the premise served, each meter socket
shall be clearly and permanently marked by the person installing
it to plainly show locations served (e.g. the suite number or
address) by the meter. It shall be the responsibility of the
customer/contractor to ensure the accuracy of the markings
with respect to the service location. At DME’s option, the
customer shall demonstrate and DME shall witness verification
of the accuracy of these markings.
6.2.4.5 Grounding / Bonding - Electric services must be grounded/bonded in
accordance with the NEC. This includes but is not limited to service
equipment, raceways, service distribution enclosures, junction boxes
wireways, enclosures and service conductors.
6.2.4.6 Meter Loop Location
6.2.4.6.1 Building – the meter location should normally be on the exterior
of the building on the first floor or ground level. Meter loops
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must not be installed on, portable buildings, mobile homes, or
similar structures not legally part of the property.
6.2.4.6.2 Non-building – shall meet the following requirements:
6.2.4.6.2.1 Be installed on 6” minimum diameter pole/post or
on a rack
6.2.4.6.2.2 Poles/posts shall consist of treated wood or non-
corrosive metal.
6.2.4.6.2.3 Poles/posts shall be installed a minimum of 3’ deep
encased in concrete.
6.2.4.7 Racks shall be installed with sufficient bracing and shall be stationery and
approved by DME or per DME standards.
6.2.5 Subdivisions (2+ detached single-family dwelling)
All new Subdivisions consisting of two (2) or more detached single-family dwellings
will be designed by DME as underground electric distribution in accordance with
Section 8.4.9 of the Denton Development Code utilizing front lot construction. All
conduits, switch pads, transformer pads and pedestals will be installed by developer
per DME design and specifications. DME will install all cable, switches, transformers
and associated electrical equipment at the Developer’s cost through Aid-in-
Construction. All Developer responsibilities noted in Section 5.5.7 apply.
6.2.6 Secondary Cabinets
When the number and size of secondary cables cannot be connected to DME owned
transformers or the number and size of secondary conduits cannot be installed in
the secondary enclosure of the DME owned transformer, a separate secondary
cabinet, owned by the owner/developer, must be installed. Cables from the
transformer to the secondary enclosure may be sized for transformer full load
capacity. The secondary enclosure must be lockable. DME will install a lock on all
secondary enclosures.
6.3 Reserve Capacity
Reserve Capacity on a second feeder may be available to commercial customers to provide
the capability for automatic transfer from a primary distribution feeder to a second
distribution feeder. The customer will be responsible for all costs associated with an
engineering study, infrastructure installation/upgrade costs and a monthly charge for the
reserve capacity. Customers desiring to Reserve Capacity should contact DME Engineering.
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SECTION 7.0 –TEMPORARY/SHORT-TERM SERVICE QUICK REFERENCE
Section Topic
7.1 General Conditions
7.2 Overhead Service
7.3 Underground Service
7.4 Location
7.0 TEMPORARY/SHORT-TERM SERVICE
7.1 General Conditions
7.1.1 Temporary – supplying electric service to a site with an active duration of no more
than 2 years
7.1.2 Short-term – supplying electric service to a site with an active duration of no more
than 90 days.
7.1.3 Availability – DME will provide temporary or short-term (single phase or three phase)
services where facilities are available and in DME’s opinion is reasonable and
practical.
7.1.4 Cost – see Line Extension Policy for applicable costs / aid-in-construction.
7.1.5 Seasonal Service – For services which may be considered as short-term, such as snow
cone stands, food stands, Christmas tree lots, festivals, exhibitions or firework
stands, etc.
7.1.6 Designations-
7.1.6.1 Home Builder Loops – Are construction service single-phase meter loops
to be used exclusively for the construction, addition or remodeling of a
single or duplex residence.
7.1.6.2 Temporary Power Loops – Are temporary service single-phase or three-
phase meter loops to be used for construction, addition or remodeling of
multifamily residence, commercial buildings, temporary offices, signs,
seasonal services.
7.1.7 Interim Service – is required for speculative buildings and long-term temporary
service.
7.2 Overhead Service
See Section 6.1 for service requirements. See Appendix E for temporary meter construction
details.
7.3 Underground Service
See Section 6.2 for service requirements. See Appendix E for temporary meter construction
details.
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7.4 Location
The temporary power loop shall be located on the property being served and for which
application for service has been made. The service line path shall avoid areas where
vehicular traffic will occur unless service pole height is sufficient to provide adequate
clearance.
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SECTION 8.0 – MODIFICATION, RELOCATIONS AND CONVERSIONS
QUICK REFERENCE
Section Topic
8.1 Relocation of Facilities
8.2 Overhead to Underground Conversions
8.0 MODIFICATION, RELOCATIONS AND CONVERSIONS
8.1 Relocation of Facilities
DME will relocate its facilities on Customer’s premises at Customer’s request provided that
Customer has (1) provided a satisfactory easement for the new facilities if needed; and (2)
paid in advance the estimated costs for the removal of the old facilities, and all costs for the
construction of new facilities.
If DME determines it is necessary to move its facilities because Customer fails or refuses to
allow DME access to DME’s facilities at any time, then Customer will be responsible for all
costs associated with the relocation.
If development requires the relocation of existing electrical facilities, the
Customer/Developer will be responsible for all costs associated with the relocation.
The Customer/Developer may elect to use either the estimated cost provided by DME or
the actual costs of the relocation. The choice must be made before any work will commence
and may not be changed once work has begun. DME will provide an estimate of the
relocation cost, which must be paid in full prior to DME commencing work on the relocation.
If the estimated cost option is selected and the estimated cost exceeds actual cost, the
difference between actual and estimated costs will not be refunded to the Customer. If the
actual cost exceeds the estimated cost, there will be no further contributions required of
the Customer. If the actual cost option is selected and the estimated cost differs from the
actual cost by 10% or more the excess will be refunded or shortages billed to the
Customer/Developer.
8.1.1 Line Relocation for Oversized Loads
DME will assist in the transportation of oversized objects under DME overhead
facilities by temporarily de-energizing DME facilities or temporarily relocating or
raising electric facilities provided that DME receives compensation for all actual
costs incurred.
Actual cost shall mean:
8.1.1.1 Total construction costs including but not limited to DME or contract labor
(including overheads); materials used, vehicle usage (including mileage);
engineering, right of way acquisition and clearing;
8.1.1.2 Cost for Administrative and Billing related activities.
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8.2 Overhead to Underground Conversions
8.2.1 Service Conversions. Customer shall be responsible for the full cost of conversion
from overhead service to underground service in an area primarily served by
overhead power. DME reserves the right to determine whether or not to make the
conversion based on location, interferences, and other applicable factors.
8.2.2 Other Conversions. When a Customer or Developer requests a conversion of an
existing overhead facility to underground, the Customer or Developer shall be
responsible for the full cost of the conversion from overhead to underground. DME
reserves the right to determine whether or not to make the conversion based on
location, interferences, and other applicable factors. If easements are required to
accommodate the conversion, the Customer or Developer shall provide the
easements at no cost to DME.
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SECTION 9.0 –LIGHTING (ALSO SEPARATE MANUAL) QUICK REFERENCE
Section Topic
9.1 Street Lighting
9.2 Area/Security Lighting (Customer Requested)
9.0 LIGHTING
9.1 Street Lighting
DME will install street lighting on public roads, or streets only at the request and approval
of the City of Denton Street Department as required to meet local lighting regulations,
including, but not limited to, requirements defined in the Denton Municipal Code an d
Development Code. Developers will be required to pay 100% of the estimated cost of the
street lighting facilities in advance of construction within their development areas. Street
lighting facilities will include poles, fixtures, controls, conduit, wiring, and other electric
equipment and devices required for the lighting system. Developers will be required to
install the conduit and civil work for the lighting system within the development. Poles and
fixtures will be of one of the DME standard poles and fixtures available at the time. The
estimated cost for the lighting system shall mean the total cost of all construction, including
not only the labor and materials used in construction but also engineering, right of way
acquisition and clearing, and all other costs directly attributable to the installation.
9.2 Area/Security Lighting (Customer Requested)
DME will construct one overhead span of secondary wire up to 80’ and install a wood pole
and lighting fixture (refer to DME rate ordinance, Schedule DD) to provide security lighting
per a customer request. The cost of this installation is covered by the monthly lease rate of
the lighting fixture. Any Customer requirements beyond this standard shall be at the
expense of the Customer. Customer shall pay in advance as non-refundable Aid-in-
Construction any excess costs of such lighting construction. For underground services to
security lighting, the Customer shall pay in advance as a non-refundable Aid-in-Construction
the difference in such costs between the cost of a standard installation and the cost of the
underground service installation.
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SECTION 10.0 –METERS QUICK REFERENCE
Section Topic
10.1 Residential
10.2 Non-Residential
10.3 Location and Installation of Meter
10.4 Type of Meter and Ownership
10.5 Limitation of Service from Single Meter
10.6 Old, Damaged, Obsolete Equipment
10.0 METERS
10.1 Residential
10.1.1 Customer’s meter shall be installed at a suitable location as determined by DME.
10.1.2 The meter base shall be furnished, owned and installed by the Customer (see
Appendix C attached hereto for sizes).
10.1.3 All service taken at the same Point of Delivery will be metered with one meter, or
in the case of multiple occupancy, with grouped meters.
10.1.4 Where it is necessary for DME to supply service with more than one transformer,
and Customer arranges his service entrance to receive all services at one location,
DME may provide totalizing metering at DME’s discretion.
10.1.5 Where additional transformers are used for Customer’s convenience to supply
their demand load, and the transformers are not located together, separate
meters will be installed. If the transformers are located together and totalizing
equipment is used, the totalizing equipment shall be installed at Customer’s
expense.
10.2 Non-residential
10.2.1 DME will not allow customer meter bases to be mounted on DME owned pad -
mounted transformers or other equipment. For service to one non-residential
Customer from a pad-mounted transformer, the Customer shall install a one-inch
conduit from the pad-mounted transformer’s secondary compartment to a
remotely mounted meter socket. The Customer shall install pull tape in this
conduit for DME’s use.
10.2.2 Where it is necessary for DME to supply service with more than one transformer,
and Customer arranges his service entrance to receive all services at one location,
DME may provide totalizing metering at DME’s discretion.
10.2.3 Where additional transformers are used for Customer’s convenience to supply
their demand load, and the transformers are not located together, separate
meters will be installed.
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If the transformers are located together and totalizing equipment is used, the
totalizing equipment shall be installed at Customer’s expense.
10.2.4 For all commercial and industrial installations, a jaw clamping lever bypass handle
will be required on each meter base.
10.3 Location and Installation of Meter
Meters and service switches in conjunction with the meter shall be installed in accordance
with the latest revision of American National Standards Institute, Incorporated Standard
C12 (American National Code for Electricity Metering), and will be Readily Accessible for
reading, testing and inspection, and where such activities will cause minimum interference
and inconvenience to the Customer. Customer shall provide, at a suitable and easily
accessible location, a minimum of four (4) feet of clearance in front of and on either side
of the meter base space for installation of meters and other apparatus of DME.
10.3.1 The Customer will be required to furnish and install, without cost to DME, other
necessary metering equipment including: (1) meter board, (2) meter loop, (3)
meter base, gang or rack (see Appendix C attached hereto for acceptable
equipment), (4) metering enclosure, (5) safety service switches, (6) adequate
earth ground, (7) an adequate anchor for service drops with centerline of meter
height between four (4) and six (6) feet above final grade ground level. All meters
shall be located as set forth herein. To meet these requirements, vertical pack
meter sets will be limited to a maximum of four (4) positions.
10.3.2 When applications are made to replace meters that have been removed from
service, DME may require changes in meter locations should DME find that the
existing location is no longer suitable or safe.
10.3.3 Where a change in the meter location on the Customer’s premises is required by
DME, changed at the request of the Customer, or changed due to alterations on
Customer’s premises, the Customer shall provide and have installed at his
expense, all wiring and equipment necessary for relocation the meter.
10.4 Type of Meter and Ownership
DME shall provide, install, own, and maintain all meters necessary for the measurement
of electrical energy. Such meters shall be of a standard type, which meet industry
standards; however, special meters not conforming to such standards may be used for
investigation or for experimental purposes.
10.5 Limitation of service from single meter
No business shall be served from a meter serving a residence unless the residence and
business are combined under a single roof. Under those conditions, Commercial rates shall
apply to all metered service.
10.6 Old, Damaged, Obsolete Equipment
When DME identifies old, obsolete or damaged meter installations, the Customer will be
notified of the conditions. If damage has been caused by Customer, a 90-day duration will
be allocated to make necessary repairs. If repairs are not completed and accepted, DME
may disconnect service. As determined by DME, DME may replace old, obsolete metering
equipment at DME expenses.
142
SECTION 11.0 – POINT(S) OF DELIVERY QUICK REFERENCE
Section Topic
11.1 POD for Non-Primary Metered Customer
11.2 POD for Primary Metered Customer
11.0 POINT(S) OF DELIVERY (POD)
11.1 POD for Non-Primary Metered Customer
DME shall determine points of delivery for all electric services to be provided by DME. The
Point(s) of Delivery listed below are intended to be applicable to the majority of services.
Isolated circumstances not covered in this document may require delivery at a point other
than as specified herein which point must be approved by DME.
11.1.1 Overhead Areas
Where DME provides service via overhead, the Point of Delivery will be the point
of junction between DME service-drop conductors and customer's service-
entrance conductors at the Weatherhead.
11.1.2 Underground Areas
11.1.2.1 The Point of Delivery for commercial and industrial facilities will be the
secondary terminals of pad-mounted transformers or secondary
pedestals.
11.1.2.2 For single-family detached dwellings, or where the single-family
dwelling of an attached building is located on a single lot/parcel/tract
of land, the Point of Delivery will be at the line side of the meter
socket.
11.1.2.3 The Point of Delivery for multi-family dwellings on a single common
lot/parcel/tract of land will be the secondary terminals of pad-
mounted transformers or secondary pedestals.
11.1.2.4 Other Points of Delivery will be as determined by DME as needed.
11.2 POD for Primary Metered Customer
11.2.1 Overhead Areas
The Point of Delivery will be at the load side terminals of the primary metering
set.
11.2.2 Underground Areas
The Point of Delivery will be at the load side of the primary metering cabinet for
underground equipment.
143
11.2.3 Point of Delivery – Primary-voltage Cable to Transformer Vaults:
DME does not allow primary voltage to transformer vaults on any new projects
for safety reasons. Where DME-owned primary-voltage cable serves existing
transformer vaults with transformers supplying secondary-voltage service to
grouped or individual meters, the Point of Delivery will be at the secondary
spades of the transformer. All DME owned conductors shall be effectively outside
the building.
144
SECTION 12.0 – CUSTOMER’S ELECTRICAL LOAD QUICK REFERENCE
Section Topic
12.1 Load Balance
12.2 Equipment Necessary to Limit Adverse Effects
12.3 Motors
12.4 Changes in Customer’s Electrical Load
12.5 Access
12.6 Protection of Utilities Facilities on Customer Property
12.7 Customer’s Main Disconnect
12.8 Power Generation Interface
12.9 Grounding
12.0 CUSTOMER'S ELECTRICAL LOAD
12.1 Load Balance
DME requires Customer to control the use of electric energy so that DME's electrical load
at the Point of Delivery is in reasonable balance.
12.2 Equipment Necessary to Limit Adverse Effects
12.2.1 DME may require Customer to provide, at Customer's expense, suitable
apparatus to limit the effects on DME’s distribution system of voltage fluctuations
caused by electric equipment in Customer's installation where Customer is found
to be operating electrical equipment which produces voltage fluctuations,
interference or distorted wave forms which adversely affect electric service
provided by DME to Customers.
12.2.2 In lieu of requesting Customer to install special equipment limiting such adverse
effect, DME may, at its option, install at Customer's cost, additional transformer
capacity (which may or may not be dedicated solely to the Customer) or other
equipment specially designed to reasonably limit such adverse effects.
12.3 Motors
12.3.1 The Customer shall exercise extreme care in the proper selection of motors in
order that successful operation and good service will result. The customer shall,
prior to ordering or installing any polyphase motors (50 hp or larger) or large
single-phase motors (15 hp or larger), notify DME Engineering in order to
validate the adequacy of the available electrical service.
12.3.2 Single-phase motors to be served with 120/240V supply lines should be
connected for 240V whenever practical to minimize voltage drop in the
Customer's wiring system and the supply system. All motors shall have a
nameplate and voltage rating compatible with the nominal supply voltage.
145
They shall also be designated to operate successfully at rated load with variation
in the supply voltage of not more than 10 percent above or below the nameplate
voltage rating in accordance with National Electrical Manufacturers Association
(NEMA) Specifications.
12.3.3 Motor Starting Current and Other Special Equipment Requirements. When
planning service, the Customer should consider the current required to start a
motor that is appreciably greater than that required for operation at full load
after normal speed is reached. While this increase in current is short, it is often
enough to cause serious fluctuations in voltage to the Customer using the motor
and to other Customers as well. These fluctuations cause objectionable light
flickering and disturbances to other types of equipment.
12.3.4 Customers are required to inform DME about any major motor loads that might
create a voltage sag or flicker during operation. Generally, motor loads over
50kW/HP are considered to fall in this category. The Customer may be required
to take corrective actions to alleviate the service deterioration that may result
from the operation of such loads.
12.3.5 If the Customer has primary service of 13.2 kV and motor load(s) exceeding
50HP, the following studies shall be performed and IEEE standards satisfied:
12.3.5.1 Short Circuit and Coordination Study. A Short Circuit and Coordination
Study shall be performed by the Customer to determine how to set
protective devices in order to minimize the extent of an outage. The
choice of the protective devices shall be determined by the
requirement that a fault is interrupted within the effected circuit,
thereby, minimizing power disruption. Customer shall perform this
study starting from their smallest circuit and working their way back
to the main breaker. The main breaker shall fully coordinate with
DME's feeder/circuit and substation equipment. DME Engineering will
provide the relay settings for those feeders/circuits as
needed/requested.
12.3.5.2 A Short Circuit and Coordination Study is one of the most important
tasks that a Customer can perform that ensures the safety and
protection of their personnel and electrical equipment. When an
electrical fault or overload causes currents in excess of the
interrupting rating of the protective device(s), the consequences can
be devastating including injury, damaged electrical equipment, and
expensive facility downtime.
12.3.5.3 The IEEE Electrical Power Distribution for Industrial Plants (Red Book)
describes the purpose of Electrical Coordination Studies.
12.3.6 Polyphase/Single-Phase Motors. Three-phase service is not readily available in
all areas. Before any application of three-phase equipment is made, it is
imperative that DME Engineering is consulted to verify service availability. There
is no specific rule on allowable starting currents of polyphase or single-phase
motors. Poly-phase motors of 50 horsepower and larger and single-phase
motors of 15 horsepower and larger may require installation with reduced-
voltage starters.
146
12.3.7 Protective Devices. All motors shall be equipped with effective protection,
installed by the Customer, for the motors, the machines they drive, and the
wiring. DME strongly recommends that the Customer’s protective devices
conform to the requirements of the latest version of the NEC.
12.3.8 For example: The NEC requires that when installing three-phase motors, the
Customer should use devices to prevent single-phasing (the loss of one phase
either in the Customer’s facilities or DME supply lines). Regardless of the
precautions taken by DME and the Customer, this single-phasing may occur;
therefore, the Customer should install equipment to protect the Customer’s
motor(s). DME is not liable for equipment damage due to single-phasing.
12.4 Changes in Customer’s Electrical Load
12.4.1 DME requires information concerning the nature of a customer’s load and
electric service requirements as well as the expected duration of the load.
Customer shall give written notice to DME fifteen (15) days in advance of
connecting any motors or other devices, which might increase load above the
rated capacity of transformer(s) servicing said Customer. If Customer fails to
give such notice and an overload condition causes damage to the transformer(s)
servicing Customer, then Customer shall pay DME the replacement costs of such
transformer prior to the time it was damaged less salvage value.
12.4.2 If in the judgment of DME there is an increase in any electric service requirement
for which, under standard engineering practice, it would be desirable to
construct additional facilities, then DME may charge Customer for Aid-in-
Construction or set an increased minimum rate, up to an amount not to exceed
the actual cost of such facilities together with any fixed cost increase charged by
DME’s wholesale power supplier as a result of the Customer’s increased load.
DME may require the Customer to execute a new contract for electric service
specifying appropriate terms including the maximum load, increased minimum
load or Aid-in-Construction.
12.5 Access
Customer will allow access to personnel authorized by DME to Customer's premises at all
hours to inspect, install, remove, maintain, or replace DME's property, to read DME's
meter, and to perform other activities necessary to provide electric service, including tree
trimming and tree removal where such trees, in the opinion of DME, constitute a hazard
to DME personnel or facilities, or jeopardize the provision of continuous electric service.
Refusal on the part of Customer to provide access for the above purposes may, at DME's
option, be sufficient cause for discontinuance of service. If services are discontinued by
DME due to Customer’s refusal to provide proper access, service will not be restored until
the facilities are relocated to provide DME proper access. Such relocation will be at
Customers expense.
12.6 Protection of Utilities Facilities on Customer Property
12.6.1 Customer shall use reasonable diligence to protect DME personnel and facilities
on Customer's premises.
147
12.6.2 In the event of loss of or damage to DME facilities on Customer's premises
caused by or arising out of carelessness, neglect, or misuse by Customer or
unauthorized persons, DME may require Customer to reimburse DME the full
costs of such damage.
12.7 Customer’s Main Disconnect
The Customer’s main disconnect switch(es) shall be located on the load side (behind) and
next to the DME meter(s) on the outside of the building. However, where the Customer is
the only Customer served from a transformer, the meter and disconnect may be located
so that they are accessible from outside the Customer’s building by means of a lockbox
with a DME lock. The lockbox location shall be clearly visible from the transformer location.
In addition, the Customer’s main disconnect location shall also meet the City of Denton
Electrical Code Requirements.
12.8 Power Generation Interface
Customers may have many variations in electrical circuits and a multitude of electrical
generator types and capacities (including renewable sources) for Customer applications.
Therefore, each request for interconnection of Customer-owned power generation
facilities with the electrical system must be individually reviewed and approved by DME.
This is to ensure that suitable protective devices will be installed and operating procedures
for joint use will be followed.
For more information, contact DME and see the DME Distributed Generation Manual.
12.9 Grounding
Electric services, including, but not limited to, service equipment, raceways, service
distribution enclosures, junction boxes, wire-ways, enclosures, and any service conductor
to be grounded/bonded, shall be grounded/bonded in accordance with the latest edition
of the NEC.
EXCEPTION: The grounding/bonding conductors for all services shall be copper only, with
a minimum size of #6 AWG copper.
148
SECTION 13.0 – DISTRIBUTED/CUSTOMER OWNED GENERATION
INTERCONNECTION QUICK REFERENCE
Section Topic
13.1 General/Agreements
13.2 Visible and Lockable AC Disconnects
13.3 Interconnection and Parallel Operations
13.4 Stand-Alone Distributed Generation
13.5 Distributed Generation Manual
13.0 DISTRIBUTED / CUSTOMER OWNED GENERATION INTERCONNECTION
(Also see DME Distributed Generation Manual:
https://www.cityofdenton.com/.../FY2021-DG-Manual.pdf)
13.1 General/Agreements
Customers requesting interconnection and parallel operation of Distributed Generation
(DG) must complete the DME approved Application for Interconnection. DME will allow
interconnection for a DG facility, subject to the provision of these Service Standards and
all other applicable rules and regulations.
13.2 Visible & Lockable AC Disconnects
Customer must install a manual safety disconnect within four (4) feet of DME’s meter that
has a visual break and is easily accessible by DME personnel. Under no circumstances will
DG disconnect, equipment, or wire be attached to or inside any DME facilities, including
meter sockets, transformers, and switchgears.
13.3 Interconnection and Parallel Operations
13.3.1 Specific information and additional requirements for Distributed Generation are
contained in the Distributed Generation Manual located online at the DME
website.
13.3.2 DME will conduct internal studies that may include evaluation of electric grid
impacts, verify accessibility of equipment, and verify that no direct connection to
DME’s meter is used. DME will also review the necessary documents to assure all
installs meet current NESC, DME Service Standards, UL1741, and IEEE 1547
Standards.
13.3.3 Distributed Generation over 500 kW will be subject to the necessary pre-
interconnection studies, which may include a service study, coordination study,
and utility system impact study, as needed in compliance with PUCT Substantive
Rules 25.211 and 25.212 or its successor(s).
149
In instances where such studies are deemed necessary, the scope of such studies
shall be based on the characteristics of the particular distributed generation
facility to be interconnected and DME’s distribution system at the specific
proposed location. The Customer is responsible for all costs associated with the
pre-interconnection studies.
13.3.4 Once the study is completed and/or the project has been reviewed by DME, the
Customer will pay all necessary costs estimated for construction or extension of
DME’s facilities required for interconnection and/or parallel operation.
13.3.5 DME may prevent or disconnect any interconnection of DG facilities, at its sole
discretion, due to reasons related to safety concerns, reliability issues, power
quality issues, or break of interconnection agreement. No prior notice will be
provided to Customer of any disconnection.
13.3.6 Customer must notify DME in writing thirty (30) days in advance of making any
change affecting the characteristics, performance, access, or protection of the DG
facility, safety disconnect, or meter.
13.3.7 Any connection to the Distribution or Transmission system without proper prior
notice and execution of interconnection agreement will result in the immediate
disconnection of service. Service will not be restored until any required studies
are completed, the installation has been inspected and approved by DME, and an
interconnection agreement has been executed.
13.4 Stand-Alone Distributed Generation
Distributed Generation that is not connected to the DME Electric System in any way shall
be installed in a manner that no generated power will export to the DME electric system.
13.5 Distributed Generation Manual
Specific information and additional requirements for Stand-Alone Distributed Generation
are contained in the Distributed Generation Manual located online at the DME website.
150
SECTION 14.0 – SMALL CELL INTERCONNECTION QUICK REFERENCE
Section Topic
14.1 Purpose/General Conditions
14.2 Pole Loading Analysis
14.3 Standards
14.4 Metering
14.5 Application for Connection
14.0 SMALL CELL (SG) INTERCONNECTION
14.1 Purpose / General Conditions – Section 14.0 applies to the attachment of
communications equipment to DME facilities.
14.2 Pole Loading Analysis – Applicant shall provide pole loading analysis for each location to
DME for review.
14.3 Standards – Applicants shall follow construction standards and will be required to secure
separate easements. Equipment will not be allowed above the neutral conductor or in
the utility space on the pole.
14.4 Metering – each site shall be separately metered.
14.5 Application for connection – Applicants shall submit required documentation for review
and approval prior to installation of equipment.
151
SECTION 15.0 – ELECTRIC VEHICLES QUICK REFERENCE
Section Topic
15.1 Residential
15.2 Commercial
15.3 Inspections
15.0 ELECTRIC VEHICLES
15.1 Residential
At home - Level 1 charging involves powering via a 120 volt typical wall socket. Level 2
charging is from a 240 V AC outlet, and typically with higher amperage. Level 3 charging,
also known as DC fast charging, and typically 480 volts, is not allowed at a Residence.
DME does not require notification of installation, but Customer should follow all
applicable standards and regulations.
15.2 Commercial
15.2.1 Level 1, 2, 3 chargers – all levels are permitted at commercial sites or as stand-
alone operations. When Level 3 chargers are installed, Customer must notify
DME by using the “Level 3 Charger” application. DME will review and evaluate
the application to determine if DME equipment or facilities will require upgrade.
If upgrades are required, Customer will be required to pay 100% of upgrade costs.
15.2.2 City owned – the City of Denton reserves the right to construct, own and operate
vehicle charging stations.
15.3 Inspections – Periodic inspections may be performed by DME.
152
16.0 TRANSMISSION & SUBSTATION REQUIREMENTS
16.1 Customers requesting electric service greater than 7 MW may require new facilities to be
constructed. Facilities may be distribution, substation and transmission or a combination
thereof.
16.2 Commercial or industrial customers with significant electric power requirements should
notify DME well before, possibly 36 months, the need for permanent power.
16.3 DME will work with existing and potential customers to meet the electric power
requirements.
16.4 Costs for new facilities will be estimated and may lead to negotiated rates and Aid in
Construction.
153
SECTION 17.0 – APPENDIX/EXHIBITS QUICK REFERENCE
Section Topic
17.1 Appendix A – System Map/Certification Area
17.2 Appendix B – Clearances
17.3 Appendix C – Meter Installation Details
17.4 Appendix D – Forms
17.6 Appendix E – Temporary Power
17.0 APPENDIX/ EXHIBITS
APPENDIX A
SYSTEM MAP/CERTIFICATION AREA
Figure A1 – Denton Municipal Electric Service Area
154
155
156
157
158
159
160
161
162
163
APPENDIX C
METER INSTALLATION DETAILS
WIRES PHASE VOLTS SERVICE TYPE INSTALLATION TYPE SOCKET TERMINAL SPECIFICATIONS: PREFERRED MANUFACTURER
3 1 120/240 RESIDENTIAL OR
COMMERCIAL
SELF-CONTAINED OH
ONLY RINGLESS, 4 TERMINAL, 200 AMP OVER-HEAD CutlerHammer, Milbank,
Midwest, and Eaton
3 1 120/240 RESIDENTIAL SELF-CONTAINED UG
ONLY RINGLESS, 4 TERMINAL, 200 AMP UG SIDE WIREWAY CutlerHammer, Milbank,
Midwest, and Eaton
3 1 120/240 RESIDENTIAL OR
COMMERCIAL
SELF-CONTAINED UG
ONLY
RINGLESS, 4 TERMINAL, 320 AMP, UG SIDE WIREWAY, [JAW CLAMPING
LEVER BYPASS ON COMMERCIAL BASES REQUIRED]
CutlerHammer, Milbank,
Midwest, and Eaton
3 1 120/208 RESIDENTIAL OR
COMMERCIAL
SELF-CONTAINED OH AND
UG
RINGLESS, 5 TERMINAL 200 AMP, NETWORK, [JAW CLAMPING LEVER
BYPASS ON COMMERCIAL BASES REQUIRED]
CutlerHammer, Milbank,
Midwest, and Eaton
3 or 4 Any 120/480 RESIDENTIAL OR
COMMERCIAL
INSTRUMENT RATED OH
AND UG DME provided. CutlerHammer, Milbank,
Midwest, and Eaton
4 3 120/208 RESIDENTIAL OR
COMMERCIAL
SELF-CONTAINED OH AND
UG
RINGLESS, 7 TERMINAL, 200 AMP, [JAW CLAMPING LEVER BYPASS ON
COMMERCIAL BASES REQUIRED]
CutlerHammer, Milbank,
Midwest, and Eaton
4 3 120/240 RESIDENTIAL OR
COMMERCIAL
SELF-CONTAINED OH AND
UG
RINGLESS, 7 TERMINAL, 200 AMP, [JAW CLAMPING LEVER BYPASS ON
COMMERCIAL BASES REQUIRED]
CutlerHammer, Milbank,
Midwest, and Eaton
3 1 120/240 APARTMENT SELF-CONTAINED OH AND
UG
RINGLESS, 2 GANG, 4 TERMINAL, 200 AMP PER POSITION (Vertical or
Horizontal)
CutlerHammer, Milbank,
Midwest, and Eaton
3 1 120/240 APARTMENT APPLICATION METER SOCKET CutlerHammer, Milbank,
Midwest, and Eaton
3 1 120/240 APARTMENT SELF-CONTAINED OH AND
UG
RINGLESS, 4 GANG, 4 TERMINAL, 200 AMP PER POSITION (Vertical or
Horizontal)
CutlerHammer, Milbank,
Midwest, and Eaton
3 1 120/208 APARTMENT SELF-CONTAINED OH AND
UG
RINGLESS, 2 GANG, 5 TERMINAL, 200 AMP PER POSITION (Vertical or
Horizontal)
CutlerHammer, Milbank,
Midwest, and Eaton
3 1 120/208 APARTMENT SELF-CONTAINED OH AND
UG
RINGLESS, 3 GANG, 5 TERMINAL, 200 AMP PER POSITION (Vertical or
Horizontal)
CutlerHammer, Milbank,
Midwest, and Eaton
3 1 120/208 APARTMENT SELF-CONTAINED OH AND
UG
RINGLESS, 4 GANG, 5 TERMINAL, 200 AMP PER POSITION (Vertical or
Horizontal)
CutlerHammer, Milbank,
Midwest, and Eaton
164
APPENDIX D
FORMS
Customer Requirement Forms
Commercial – Short form
165
Commercial – Long form
166
167
Multi-family Residential
168
Single Unit Residential
169
Residential Subdivisions
170
171
172
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT
Provide an update regarding the Parks, Recreation and Trails Master Plan to City Council ahead
of the January 4, 2022, Work Session presentation to gain preliminary feedback to allow staff to
adjust or conduct edits as necessary.
EXECUTIVE SUMMARY
The Parks, Recreation and Trails Master Plan is a document that will guide the Parks and
Recreation Department over the course of the next decade. A new Master Plan is necessary given
the age of the current plan which was adopted in 2001 and updated in 2009. In January 2019, Parks
and Recreation began the master plan process internally with an experienced landscape architect.
The process involves strategically examining the community’s existing services, facilities, and
resources; and assessing future needs concerning parks, recreation, open space, and greenways. In
February 2020, the staff member who managed the master plan project left the organization, and
shortly after, COVID-19 impacted city operations. The project was paused except for the planning
of the city-wide trails system.
Halff Associates was hired to assist PARD to complete the master plan with an anticipated
completion in January 2022.
DISCUSSION
To date, the department has hosted over 60 community meetings to gather public input for the
master plan. The meetings solicited resident input on a range of topics such as trails, parks,
facilities, trees, dog parks, athletics, aquatics, spray grounds, inclusive playgrounds, programming,
accessibility, sustainability, maintenance, capital improvements, and more. In addition to
meetings, two surveys were completed, one before and one during COVID-19. Results from both
surveys are being incorporated into the master plan to assist in the changing environment due to
the pandemic.
To date, Halff Associates has provided feedback on all work performed by staff, conducted site
visits, studied park system service levels, and conducted additional community meetings and
surveys. Halff Associates and Parks and Recreation staff have also worked with Development
Services staff, who are currently working on the Denton 2040 Comprehensive Plan, to ensure the
two plans coalesce.
Halff Associates and City Staff continued to communicate progress on the Master Plan to the
public. A public meeting was held on November 18 at 6:00 p.m. via Zoom to present the draft
summary and recommendations to the community.
Exhibits 1-3 provides, for review and consideration, drafts of all Master Plan Chapters, as well as
the current implementation plan that outlines actions to achieve Master Plan goals.
Previous Action with Council, Board and the community: Parks and Recreation presented updates
to the Parks, Recreation and Trails System Master Plan to the City Council twice during the
173
planning process on November 10, 2020, and May 11, 2021. Both presentations were based on the
trails portion of the master plan. City Council received an additional update on October 4, 2021,
via an Informal Staff Report.
In addition, updates on the plan were presented to the Parks, Recreation and Beautification Board
on March 4, 2019; January 6, 2020; October 12, 2020; February 22, 2021; September 13, 2021;
November 1, 2021; and December 6, 2021.
CONCLUSION
Please make sure to review the implementation plan recommendations for this is a critical
document for PARD as we move forward to implement the final master plan. The master plan
process is scheduled to be completed and presented to Council in January 2022.
ATTACHMENTS
Exhibit 1 – Draft Master Plan Document (Ch. 1-9)
Exhibit 2 – Draft Implementation Plan
Exhibit 3 – Presentation
STAFF CONTACT:
Gary Packan, Parks and Recreation
Gary.Packan@cityofdenton.com
REQUESTOR:
Staff Initiated
PARTICIPATING DEPARTMENTS:
Parks and Recreation, Facilities Management, CIP, Engineering, Public Works, Development
Services, Finance, Grants and Real Estate
174
UNITE, GROWUNITE, GROW
CITY OF DENTONCITY OF DENTON
PARKS, RECREATION, AND TRAILS SYSTEM
MASTER PLAN
DRAFT DECEMBER 2021
DRAFT 12.08.2021
175
ii City of Denton Parks, Recreation, and Trails System Master Plan
The following individuals are recognized for their significant contributions to the preparation
of the City of Denton Parks, Recreation, and Trails System Master Plan.
ACKNOWLEDGMENTS
MASTER PLAN FOCUS GROUP
Kevin Bell, Jr.
Mondo Castillo
LaTroy Cornish
Monet Franklin
Aiden Hawley
Chivonne Kiser
Jennifer Lane
Dr. Lu Liang
Rhonda Love
Phyllis Minton
Ruben Perez
Zarian Presly-Boone
Alana Presley Taylor
Frances Punch
Nathan Richardson
Suzi Rumohr
Ralph “Smitty” Smith
Carol Soph
Ed Soph
Clay Thurmond
Bob Tickner
Val Vera
Dr. Joseph Walker
Tim Wentrek
PARKS & RECREATION STAFF
Gary Packan
Drew Huffman
Nikki Sassenus
Caroline Seward
John Whitmore
Monica Martin
Jason Barrow
Richard Cannoe
Heather Gray
Autumn Natalie
CONSULTANT TEAM
Halff Associates Inc.
Lenny Hughes, PLA
Kendall Howard, AICP
Brennan Kane, Associate AIA
Kailey Saver, AICP
Haley Carruthers
PROS Consulting
Mike Svetz
DENTON PARKS,
RECREATION, AND
BEAUTIFICATION BOARD
Jerry Dooley
James G Emerich
George M Ferrie
Kwami H Koto
Frances Punch
Alana Taylor
DENTON CITY COUNCIL
Gerard Hudspeth (Mayor)
Paul Meltzer (Mayor Pro Tem)
Deb Armintor
Vicki Byrd
Brian Beck
Jesse Davis
Alison Maguire
DRAFT 12.08.2021
176
iii
DRAFT 12.08.2021
177
iv City of Denton Parks, Recreation, and Trails System Master Plan
06
TRAILS
115 INTRODUCTION
116 BENEFITS OF ACTIVE TRANSPORTATION
117 EXISTING TRAILS NETWORK
123 NEEDS ASSESSMENT
129 RECOMMENDATIONS
148 OPPORTUNITIES
TABLE
OF
CONTENTS
03
COMMUNITY VISION
27 INTRODUCTION
28 INPUT STRATEGIES
29 KEY FINDINGS
32 PLAN VISION AND GOALS
01
INTRODUCTION
03 DENTON CONTEXT
03 PLAN PURPOSE AND BACKGROUND
04 QUALITY PARKS
06 PLANNING PROCESS
06 PLAN STRUCTURE
07 WHO USES THE MASTER PLAN
08 TPWD COMPLIANCE AND
CAPRA ACCREDITATION
04
PARKS
35 INTRODUCTION
35 PARK CLASSIFICATIONS
39 PARK INVENTORY
57 NEEDS ASSESSMENT
77 OPPORTUNITIES
02
COMMUNITY CONTEXT
11 CITY HISTORY
13 PLANNING AREA
14 NATURAL RESOURCES
15 POPULATION PROFILE
20 REVIEW OF RELEVANT PLANS & STUDIES
05
INDOOR RECREATION
AND AQUATICS
85 INTRODUCTION
85 INVENTORY
101 NEEDS ASSESSMENT
105 SUMMARY
111 OPPORTUNITIES
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v
APPENDICES
XX OUTREACH INFORMATION
XX PARK CONDITIONS ASSESSMENTS
XX RELEVANT STUDIES LIST
XX PARK DESIGN GUIDELINES & STANDARDS
07
PROGRAMS AND SERVICES
155 INTRODUCTION
159 AGE SEGMENT ANALYSIS
160 LIFECYCLE ANALYSIS
162 COST OF SERVICE
165 OTHER KEY FINDINGS
166 OPPORTUNITIES
08
MAINTENANCE
169 INTRODUCTION
169 PARK MAINTENANCE FUNCTIONAL WORK AREAS
170 MAINTENANCE MODES AND STANDARDS
171 KEY FINDINGS
173 OPPORTUNITIES
09
IMPLEMENTATION
179 INTRODUCTION
179 IMPLEMENTATION ACTION PLAN
199 POTENTIAL FUNDING SOURCES
205 PLAN ADMINISTRATION
206 CONCLUSION
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vi City of Denton Parks, Recreation, and Trails System Master Plan
LIST OF FIGURES & TABLES
FIGURES
Figure 1.1, Attributes of Quality Parks……...............................................................................................................................….4
Figure 1.2, Complete Parks…....................................................................................................................................................…5
Figure 2.1, Timeline of Denton from 1857 to 2010….............................................................................................................11
Figure 2.2, Location of the City of Denton…….........................................................................................................................13
Figure 2.3, Natural Features in Denton...............................................................................................................................…..14
Figure 2.4, Historical Growth in Denton, 1950-2019……........................................................................................................15
Figure 2.5, Age and Gender, 2019….........................................................................................................................................16
Figure 2.6, Household Income, 2019…....................................................................................................................................18
Figure 2.7, Labor Force Participation Rate, 2019…................................................................................................................19
Figure 4.1, Parkland Inventory Breakdown by Development Status, 2021….......................................................................39
Figure 4.2, Current Denton Parks System….........................................................................................................................….40
Figure 4.3, City Parks…................................................................................................................................................................41
Figure 4.4, Community Parks…..................................................................................................................................................43
Figure 4.5, Neighborhood Parks….............................................................................................................................................45
Figure 4.6, Pocket Parks…….....................................................................................................................................................…47
Figure 4.7, Preserves….............................................................................................................................................................…49
Figure 4.8, Linear Parks…….........................................................................................................................................................51
Figure 4.9, Special Use Parks…..............................................................................................................................................…..53
Figure 4.10, Cemeteries……........................................................................................................................................................55
Figure 4.11, 10-Minute Walkshed…............................................................................................................................................59
Figure 4.12, Gaps in 10-Minute Walkshed Service Area…....................................................................................................…60
Figure 4.13, Neighborhood Parks Service Area…....................................................................................................................61
Figure 4.14, Community Park Service Area…............................................................................................................................63
Figure 4.15, City Park Service Area….........................................................................................................................................65
Figure 4.16, Resource Based Assessment…............................................................................................................................76
Figure 5.1, Aquatic Facilities and Indoor Recreation Centers…............................................................................................86
Figure 5.2, MLK Jr. Rec Center….................................................................................................................................................87
Figure 5.3, American Legion Senior Hall….............................................................................................................................…88
Figure 5.4, Denia Rec Center…................................................................................................................................................…89
Figure 5.5, Senior Center….........................................................................................................................................................90
Figure 5.6, Civic Center…….........................................................................................................................................................92
Figure 5.7, North Lakes Rec Center…........................................................................................................................................93
Figure 5.8, Natatorium….............................................................................................................................................................94
Figure 5.9, Water Works Park…..............................................................................................................................................….97
Figure 5.10, Civic Center Pool…................................................................................................................................................…99
Figure 5.11, Carl Young Jr. Sprayground….............................................................................................................................…100
Figure 5.12, Recreation Center Growth Areas….....................................................................................................................107
Figure 6.1, Trail Widths…..........................................................................................................................................................118
Figure 6.2, Trail Surface Types…..............................................................................................................................................118
Figure 6.3, Existing Trails..........................................................................................................................................................120
Figure 6.4, Regional Veloweb Trails........................................................................................................................................121
Figure 6.5, Denton Paddle Trail Launch Locations...............................................................................................................122
Figure 6.6, Trail Recommendations….....................................................................................................................................130
Figure 6.7, Recommended Internal Park Trails…..................................................................................................................131
Figure 6.8, Recommended Creek/Drainage Corridor Trails….............................................................................................133
Figure 6.9, Recommended Easement Trails….......................................................................................................................135
Figure 6.10, Recommended Sidepaths…................................................................................................................................137
Figure 6.11, Recommended Other Trails…….......................................................................................................................…139
Figure 6.12, High Emphasis Intersections…........................................................................................................................…142
Figure 7.1, Lifecycle Stages Comparison…..............................................................................................................................160
Figure 7.2, The Cost Recovery Continuum…...........................................................................................................................164
Figure 9.1, Future Park System Opportunities…….................................................................................................................184
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TABLES
Table 2.1, Race & Ethnicity, 2010-2019…..............................................................................................................................…17
Table 2.2, Household Characteristics, 2010-2019……............................................................................................................18
Table 4.1, City Park Inventory….............................................................................................................................................…42
Table 4.2, Community Parks Inventory….................................................................................................................................44
Table 4.3, Neighborhood Parks Inventory…........................................................................................................................….46
Table 4.4, Pocket Parks Inventory….....................................................................................................................................….48
Table 4.5, Preserves Inventory……...........................................................................................................................................50
Table 4.6, Linear Parks Inventory…......................................................................................................................................…52
Table 4.7, Special Use Parks Inventory…..............................................................................................................................54
Table 4.8, Cemeteries Inventory…...........................................................................................................................................56
Table 4.9, Park Type LOS Range….......................................................................................................................................….58
Table 4.10, Park Type Service Area…..................................................................................................................................……58
Table 4.11, Current and Benchmark LOS for Neighborhood Parks............................................................................…..62
Table 4.12, Current and Benchmark LOS for Community Parks…....................................................................................64
Table 4.13, Current and Benchmark LOS for All Parks…....................................................................................................66
Table 4.14, Current and Target LOS for Park Amenities…...................................................................................................67
Table 5.1, Recreation Facility Inventory...............................................................................................................................…..85
Table 5.2, Denton Aquatic Facility Attendance…...................................................................................................................102
Table 5.3, Recreation Center LOS and Delivery Schedule….............................................................................................…109
Table 5.4, Recreation Center & Aquatics Project Schedule……...........................................................................................110
Table 6.1, Trail Inventory…….................................................................................................................................................…119
Table 6.2, Planned Trails…..................................................................................................................................................…..129
Table 6.3, Recommended Internal Park Trails…...................................................................................................................132
Table 6.4, Recommended Creek/Drainage Corridor Trails…...............................................................................................134
Table 6.5, Recommended Easement Trails…........................................................................................................................136
Table 6.6, Recommended Sidepaths…...............................................................................................................................…138
Table 6.7, Recommended Other Trails…..........................................................................................................................….140
Table 7.1, Program Area and Description….....................................................................................................................….159
Table 7.2, All Programs: Lifecycle Stage…...............................................................................................................................160
Table 9.1, Implementation Action Plan – Complete Park System…....................................................................................182
Table 9.2, Implementation Action Plan – Park System Amenities…....................................................................................186
Table 9.3, Implementation Action Plan – Programming and Events…................................................................................188
Table 9.4, Implementation Action Plan – System Connectivity….........................................................................................190
Table 9.5, Implementation Action Plan – Sustainability........................................................................................................192
Table 9.6, Implementation Action Plan – Maintenance and Operations….........................................................................194
Table 9.7, Park System Metrics….............................................................................................................................................197
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viii City of Denton Parks, Recreation, and Trails System Master Plan
LIST OF ACRONYMS
AASHTO – American Association of State Highway and Transportation Officials
ADA – Americans with Disabilities Act
ATV – All-Terrain Vehicle
CAPRA – Commission for the Accreditation of Park and Recreation Agencies
CIP – Capital Improvement Plan
CM – Capital Maintenance
CMAQ – Congestion Mitigation and Air Quality
CMP – Capital Maintenance Plan
CPR - Cardiopulmonary Resuscitation
CPTED – Crime Prevention Through Environmental Design
CVB – Convention and Visitors Bureau
DCTA – Denton County Transportation Authority
DISD – Denton Independent School District
DFW – Dallas-Fort Worth
ETJ – Extraterritorial Jurisdiction
FTE – Full-Time Equivalent
GIS – Geographic Information Systems
HOT – Hotel Occupancy Tax
HUD – U.S. Department of Housing and Urban Development
IPM – Integrated Pest Management
IT – Information Technology
KDB – Keep Denton Beautiful
LED – Light-Emitting Diode
LLPT – Lewisville Lake Paddling Trail
LOS – Level of Service
MLK – Martin Luther King Jr. Recreation Center
MUTCD – Manual on Uniform Traffic Control Devices
NACTO – National Association of City Transportation Officials
NCTC – North Central Texas College
NCTCOG – North Central Texas Council of Governments
NRPA – National Recreation and Parks Association
PARD – Parks and Recreation Department
PDR – Purchase of Development Rights
PID – Public Improvement District
RAISE - Rebuilding American Infrastructure with Sustainability and Equity
ROW – Right-of-Way
SF – Square Feet
STBG – Surface Transportation Block Grant Program
STEM – Science, Technology, Engineering, and Math
TDR – Transfer of Development Rights
TIF – Tax Increment Financing
TOT – Transient Occupancy Tax
TPL – Trust for Public Land
TPWD – Texas Parks and Wildlife Department
TWU – Texas Women’s University
TxDOT – Texas Department of Transportation
UNT – University of North Texas
USACE – U.S. Army Corps of Engineers
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1
1
City of Denton Parks, Recreation, and Trails System Master Plan
Courthouse Square Courthouse Square
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• DENTON CONTEXT
• PLAN PURPOSE & BACKGROUND
• PLANNING PROCESS
• PLAN STRUCTURE
• WHO USES THE PLAN
• TPWD COMPLIANCE & CAPRA ACCREDITATION
INTRODUCTION
South Lakes ParkSouth Lakes Park
Cross Timbers South Park Cross Timbers South Park
2
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3 City of Denton Parks, Recreation, and Trails System Master Plan
PLAN PURPOSE AND BACKGROUND
The purpose of this plan is to guide the development of parks, recreation, and trails in Denton over the next ten
years, focusing on improving the existing system and expanding the system to meet growing demand. By also
including an implementation action plan to guide future expenditures for parks and recreation, this master
plan complies with Texas Parks and Wildlife Department (TPWD) and the Commission for Accreditation of Park
and Recreation Agencies (CAPRA) requirements (see page 08 for more on TPWD and CAPRA accreditation).
A compliant master plan provides opportunities for grants and additional funding resources for recreation
improvements.
City of Denton staff have been proactively analyzing the city’s entire recreation system for the last decade
since the last Parks, Recreation, & Trails System Master Plan was adopted in 2009. Multiple staff reports and
studies inform the present Master Plan including the Trails Analysis (2020), Urban Forest Master Plan (2020),
the Parks and Recreation Subsidy Allocation Study (2020-21), the Indoor Recreation Study (2019), and other
similar reports and studies. Furthermore, the Mobility Plan, Comprehensive Plan, and ADA Transition Plan are
currently being updated concurrent with this plan. These plans will continue to enhance the quality of life for
Denton’s residents. See Chapter 2 for more discussion on relevant studies.
DENTON CONTEXT
The City of Denton lies on the northern edge of
the Dallas Fort-Worth Metroplex (DFW Metroplex)
approximately 40 miles northwest of Dallas
and 38 miles northeast of Fort Worth. Denton’s
unique environment provides its residents
with a variety of opportunities to explore and
provides its residents a variety of opportunities
for exploration and leisure. With access to the
Clear Creek Natural Heritage Center, Lewisville
Lake, and numerous parks and trails, Denton
residents have access to one of the most unique
park and open space systems in the DFW
Metroplex. In addition, Denton boasts a thriving,
historic downtown, a cultural district with arts
and music, and entertainment centers providing
its residents with everything needed to live,
work, and play. Denton is a vibrant and growing
community. Population estimates anticipate the
community to grow by an additional XX% in the
next 20 years.
As Denton continues to grow and develop,
maintaining and expanding the unique and
quality park system will be crucial for sustaining
a high quality of life for Denton residents. Quality
parks, recreation, open space, and trails are vital
quality of life amenities that make communities
attractive for present and future residents.
University of North Texas Campus University of North Texas Campus
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1 | Introduction 4
Figure 1.1 Attributes of Quality Parks
MAINTAINED
Quality parks are well maintained
with high-quality facilities,
playgrounds, and trails. A well-
maintained parks system encourages
use and can sustain or improve
property values.
ACCESSIBLE
Quality parks accommodate users of
all ages, abilities, and socio-economic
status. They are connected to the
community, and equitably distributed
throughout the city.
SAFE/COMFORTABLE
Quality parks are safe and comfortable
for all residents. Residents who feel
safe and comfortable will make good
use of park facilities and those facilities
will improve the neighborhoods in
which they are located.
SOCIAL
Quality parks provide engaging
public spaces that appeal to a variety
of users. They offer places for play,
education, social gatherings, public
art, and cultural opportunities.
ACTIVATED
Quality parks are activated, meaning
they provide a variety of activities and
experiences for all ages and ability
levels. They include a wide range of
facilities which encourage active use
by city residents
ATTRIBUTES OF QUALITY PARKS
QUALITY PARKS
This plan will create a quality of life enhancing park system. A well designed and equitable park system
provides opportunities for the community to unite, grow, and play by utilizing educational opportunities,
providing access to recreational resources, and creating spaces for outdoor recreation and socialization for
residents of all abilities, ages, and socio-economic levels.
Quality parks are well maintained, accessible, safe, activated, and offer opportunities for socialization. They
facilitate active lifestyles, provide educational opportunities, and support the community.
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5 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 1.2 Complete Parks
MAINTENANCE
Quality parks are well maintained,
clean, usable, and have working
equipment.
REJUVENATION
Quality parks allow patrons to relax
and reset. They provide a reprieve
from everyday life and allow the
users to play, exercise, and have fun.
LOCATION
Quality parks are distributed as
equitably as possible, throughout the
city. Ideally, no resident should be
more than a 10-minute walk from a
city park or trail.
CONNECTIVITY TO & THROUGH
A quality parks system is easily accessible
with good connectivity between parks
and to the surrounding community.
These connections enhance accessibility
and usability throughout the park
system.
VISIBILITY/ACTIVITY
Quality parks are comfortable,
attractive, and remain highly visible
to encourage feeling of safety.
USER ORIENTED
Quality parks are designed to meet
the needs of their intended users.
MULTI-GENERATIONAL
Quality Parks are designed to engage
a variety of users of all ages.
ENGAGING & LAYERED
Quality parks provide a dynamic
atmosphere for patrons offering a
variety of opportunities to enjoy arts,
culture, and learning. Quality parks
reflect unique, local community pride.
FACILITIES & AMENITIES
The facilities and amenities in a
quality park are diverse. The facilities
should be designed in a manner that
is sustainable and reflective of the
surrounding area.
ACTIVITIES, EVENTS & PROGRAMMING
The programming for a park should
be flexible, diverse, and allow the
greatest utilization of the park for all
users.
BUILDING BLOCKS OF QUALITY PARKS
Quality parks rely on a number of important
building blocks. The following building blocks
encourage the development of a parks system that
is multi-dimensional, equitable, and universally
accessible.
Providing adequate access to parks, open space,
and natural resources will ensure a healthy, happy,
and economically viable community for residents
today and in the future.
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1 | Introduction 6
COMMUNITY UNDERSTANDINGCOMMUNITY UNDERSTANDING
Review existing data, plans, and inventory
PLANNING PROCESS
The development of this plan spanned about 24
months, with a brief pause in plan development
during the COVID-19 pandemic. The City began
the update process in 2019 with a statistically valid
survey and numerous community engagement
opportunities such as stakeholder meetings, public
meetings, and web-based discussions. The first
step in any planning process is understanding the
community’s needs and desires for the recreation
system. This dialogue shapes the vision and goals
for the master plan itself.
Creating this master plan involved considering
Denton’s park system as it exists today against
national benchmarks of best practices. Adding
resident input regarding present and future parks
needs helped frame the implementation action plan
that prioritizes all master plan recommendations.
Throughout the process, City staff, focus groups,
stakeholders, City leaders, and residents guided
the master plan recommendations. The resulting
community-driven vision forms the foundation for
the future of parks, recreation, open space, and
trails in Denton for the next decade.
11
COMMUNITY VISIONCOMMUNITY VISION
Confirm vision and goals22
NEEDS ASSESSMENTNEEDS ASSESSMENT
Park conditions assessment and level of
service review 33
PARKS, RECREATION & TRAILS PARKS, RECREATION & TRAILS
SYSTEMSYSTEM
Development of recommendations 44
DRAFT PLANDRAFT PLAN
Implementation action plan and draft
report 55
PLAN ADOPTION PLAN ADOPTION
Plan approval and publishing 66
PLAN STRUCTURE
The Denton Parks, Recreation, and Trails System Master Plan is separated into eight chapters.
1. Introduction – Defines the purpose of the Plan, reviews the Plan’s goals and objectives, and describes the
planning process.
2. Community Context – Analyzes the attributes that influence Denton’s parks and recreation system such
as history, natural and cultural resources, demographic trends, and other planning efforts.
3. Community Vision – Reviews public and stakeholder input throughout the Plan process and establishes
the overall vision and goals for the plan.
4. Parks – Establishes the inventory of existing parks and identifies needs for additional park sites and
amenities based on the overall needs assessment.
5. Indoor Recreation & Aquatics – Analyzes indoor recreation and aquatic needs in Denton and recommends
improvements to existing facilities and potential new facilities.
6. Trails – Identifies existing trails in Denton and identifies the need for additional trails throughout the City.
7. Programs & Services - Provides an analysis of the performance of existing programs within the parks and
recreation system.
8. Maintenance – Assesses existing maintenance procedures and makes recommendations to improve
efficiency.
9. Implementation – Summarizes key priorities, policy recommendations, and implementable action steps
resulting from the Plan.
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7 City of Denton Parks, Recreation, and Trails System Master Plan
WHO USES THE MASTER PLAN
The Master Plan is designed to provide readers with an overall vision of the present state and future
goals for Denton’s Parks system. It also provides recommendations regarding how best to implement the
short and long range priorities indicated within the plan. The plan is designed to be used by individual
residents, community organizations, Mayor and Council, and city departments as they work together to
implement the plan.
Parks and Recreation: The Master Plan helps the
Parks Department determine what steps to take in
order to improve and advance the Parks system.
These steps include planning, land acquisition,
development, programming, maintenance, and
management.
City Departments: Other city departments will
refer to the Master Plan to understand Parks
priorities and to recognize opportunities for
meaningful inter-departmental collaboration that
can achieve multiple goals and best make use of
city resources.
Community Leaders and Decision Makers:
Community leaders will use the master plan to
determine budget priorities, land acquisition, and
guide overall policies for parkland development
and dedication. They will also determine how parks
can be integrated with other growth aspects, such
as floodplain policies, transportation systems,
development, and utilities planning.
Texas Woman’s UniversityTexas Woman’s University
Community Groups: The Master Plan will help
community groups determine how they can help
support parks development through funding,
volunteering, and other efforts aimed at supporting
the parks and recreation system.
Residents: The Parks Master Plan is designed to
help Denton residents stay informed about the
direction of the parks and recreation system,
including future projects and priorities for funding.
Other groups: Other groups can use the master
plan to promote economic development and
tourism, create partnerships, and to determine
the needs for private and educational recreation
facilities.
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1 | Introduction 8
Ernest W. Dallas Jr. Park and TrailErnest W. Dallas Jr. Park and Trail
TPWD COMPLIANCE AND CAPRA ACCREDITATION
COMPONENTS
This Plan was developed to be consistent with the Texas Parks and Wildlife Department’s (TPWD) eligibility
requirements for Outdoor Recreation grants as well as the Commission for Accreditation of Park and
Recreation Agencies (CAPRA) requirements for accreditation for excellence in operation and service. This
section describes where the required elements for both TPWD and CAPRA can be found in this Master Plan
document.
TPWD COMPLIANCE
To receive bonus points on applications for TPWD
funding, the agency requires that a municipality
submit an updated park master plan every five
years and a completely new plan every ten years.
Minimum requirements include:
• Summary of accomplishments since previous
plan (Chapter 2)
• New pertinent public input (Chapter 3)
• Inventory data (Chapter 4)
• Needs assessment (Chapters 4, 5, and 6)
• Priorities (Chapter 9)
• Implementation plan (Chapter 9)
• Demographics (Chapter 2)
• Goals and objectives (Chapters 3 and 9)
• Standards (Appendix)
• Maps (Throughout document)
CAPRA COMPLIANCE
This recognition sets parks and recreation agencies
apart for excellence in operation and service. The
Parks Master Plan is one required element of the
accreditation process and plans must include the
following items:
• Agency mission and objectives (Chapter 3)
• Recreation and leisure trends analysis (Chapter
4)
• Needs assessment (Chapters 4, 5, and 6)
• Community inventory (Chapter 2)
• Level of service standards (Chapters 4, 5, and
6)
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9 City of Denton Parks, Recreation, and Trails System Master Plan
Evers Park Evers Park 2
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10
Nette Shultz Park Nette Shultz Park
North Lakes Recreation Center North Lakes Recreation Center
• CITY HISTORY
• PLANNING AREA
• NATURAL RESOURCES
• POPULATION PROFILE
• REVIEW OF RELEVANT PLANS & STUDIES
COMMUNITY CONTEXT
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11 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 2.1 Timeline of Denton from 1857 to 2010
CITY HISTORY
Denton County was established in 1846 when
Texas became the twenty-eighth state. Nine years
later in 1857, the City of Denton was founded
as the County seat - its location chosen for its
position near the center of the county and for its
proximity to Hickory and Murphy springs. Initial
development focused around the downtown area,
and by 1866 Denton totaled 100 acres of land with
361 residents. In these early years, Denton grew
considerably because of its significance as a county
seat and agricultural trade center. Transportation
links provided by the Texas and Pacific railway
spurred additional growth. With this growth came
significant commercial development in areas
such as Fry Street and the establishment of the
City’s enduring institutions of higher education,
University of North Texas (established as North
Texas Normal College in 1890) and Texas Women’s
University (founded in 1903 as Girls’ Industrial
College).
The population in Denton steadily increased
heading into the early twentieth century and
the community began to establish its form and
character. Downtown adopted a gridded street
system with a mix of uses. Development began
to expand outward from downtown with the
establishment of new, residential neighborhoods.
The 1960s marked the beginning of a substantial
boom for Denton. The completion of Interstate 35
connected Denton to Dallas, Fort Worth, and other
communities. Due to its location on Interstate 35,
Denton greatly benefited from regional growth
extending outward from Dallas and Fort Worth.
Regional trade encouraged the development
of Denton’s manufacturing sector in the 1970s,
and with the completion of Dallas Fort Worth
International Airport in 1974, Denton became even
more deeply connected to the global marketplace.
Today Denton’s community continues a historic
trajectory of growth that began soon after the
city’s founding in the nineteenth-century.
COMMUNITY
HISTORIC TIMELINE
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2 | Community Context 12
Denton County CourthouseDenton County Courthouse
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13 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 2.2 Location of the City of Denton
McKenna ParkMcKenna Park
City of Denton
PLANNING AREA
Denton is located approximately 40 miles
northwest of Dallas, 38 miles northeast of Fort
Worth, and 165 miles south of Oklahoma City.
The City of Denton is located northwest of Dallas
and northeast of Fort Worth. As a result of this
geographic positioning, Denton is the pinnacle
of the “Golden Triangle of North Texas” (Dallas
and Fort Worth form the other two points). It lies
on the northern edge of the DFW (Dallas-Fort
Worth) Metroplex as seen in Figure 2.2. There
are major amenities within and surrounding
the City including Lewisville Lake, DCTA (Denton
County Transportation Authority) rail, and
Interstate 35 and US 380. Denton has managed
the challenge of development and growth my
focusing on a connected trail system and the
continued improvement and beautification
of parks and recreational facilities. Denton’s
natural amenities, arts and music cultural scene,
transportation options, and rapid growth make
it a standout community in the region.
DCTA Rail Trail DCTA Rail Trail
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2 | Community Context 14
Figure 2.3 Natural Features in Denton
NATURAL RESOURCES
Denton prides itself on its diverse natural areas
and open space. Denton has a park system
encompassing 6,000 acres of parkland under the
jurisdiction of the Denton Parks and Recreation
Department. Denton is located within the Cross
Timbers and Blackland Prairies ecoregions of
Texas.
Natural resources within the City include forests,
lakes, and floodplains with diverse aquatic habitats.
Denton’s Clear Creek Natural Heritage Center
offers ecological, educational and recreational
opportunities for residents and visitors to
experience the ecological diversity of North Texas.
Figure 2.3 depicts the location of natural features
in Denton.
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15 City of Denton Parks, Recreation, and Trails System Master Plan
Source: U.S Census Bureau
Figure 2.4 Historical Growth in Denton, 1950 - 2019
POPULATION PROFILE
GROWTH TRENDS
Similar to neighboring cities in the DFW metroplex,
Denton experienced a significant population
increase during the 1950s then again in the 1970s.
Denton’s growth has remained steady over the
decades. From the years 1940 to 1970 Denton saw
a 76.7% increase in population. By 2010, Denton
surpassed 100,000 people and since 2000 has seen
a 69.1% increase in its population. As of 2019, the
population of Denton is 136,195, which constitutes
16.3% of the total population for Denton County.
Figure 2.4 shows historic population growth in
Denton.
[Population Projection Placeholder]
The demographic makeup of a community is important to understand at the beginning of the planning
process. Demographic characteristics such as age, gender, race and income can help determine the need for
different parks and recreation amenities. It is also important to consider recent growth trends and how those
will impact parks and recreation developments.
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2 | Community Context 16
Figure 2.5 Age and Gender, 2019
Source: 2015-2019 American Community Survey 5-Year Estimates
AGE AND GENDER
CHARACTERISTICS
Compared to other cities in the Metroplex, Denton
has a younger population. In 2019, individuals
between the ages 15 – 26 made up 35.1% of the
population. “The chart below shows that residents
aged 20-24 years old represented the largest single
age group in the city. The prevalence of college-
aged residents reflects the presence in Denton of
two large, public universities. The next largest age
group is between the ages of 25-29, making up
10.3% of the overall total. The third largest resident
group is children between the ages 15-19, equaling
9.9% of Denton’s population.
Overall, the population in Denton is much younger
than the average population in Texas, as a whole.
In 2019, the median age in Denton was 27.4 years
old. In the same year, the median age statewide
was 34.6 years, while the national median age
was 38.5 years. Figure 2.5 illustrates the current
population composition.
In terms of sex, Women are a very slight majority
of Denton’s population (51%). Women outnumber
men in most age groups, with the greatest
disparity in favor of women occurring in the 15-19
and 85+ age groups. Men outnumbered women
in the following age ranges: 5-9, 10-14, and 30-34.
Spc. Ernest W. Dallas Jr. ParkSpc. Ernest W. Dallas Jr. Park
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Table 2.1 Race & Ethnicity, 2010-2019
2010 2019 Percent Change
Total Population 113,383 136,195 20.1%
White 73.8%78.7%28.1%
Black 10.3%9.6%11.2%
American Indian and Alaska Native 0.8%0.7%6.8%
Asian 4.1%4.2%22.8%
Native Hawaiian and Other Pacific Islander 0.1%0.1%59.5%
Other Race 7.6%3.0%-52.4%
Two or More Races 3.2%3.7%35.6%
Hispanic or Latino (of any race) 22.5%24.5%30.7%
Source: 2015-2019 American Community Survey 5-Year Estimates; 2010 Decennial Census
17 City of Denton Parks, Recreation, and Trails System Master Plan
RACE AND ETHNICITY
In 2019, most of Denton residents (78.7%) identified
as white, followed by 9.6% of residents identifying
as Black and 4.2% identifying as Asian. As Denton’s
population has increased, the overall population
has become more diverse over time.
The percentage of residents that identify ethnically
as Hispanic or Latino is 24.5%. This represents an
increase from 2010 when 22.5% of city residents
identified as ethnically Hispanic or Latino. Cooper Creek TrailCooper Creek Trail
Road ConstructionRoad Construction
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2 | Community Context Table 2.2 Household Characteristics 2010-2019
2010 2019
Total Housing Units 43,097 51,244
Occupied Housing Units (%)90.6%91.1%
Vacant Housing Units (%)9.4%8.9%
Owner-Occupied Housing Units 18,488 22,747
Median Mortgage Cost $1,545 $1,698
Renter-Occupied Housing Units 47.7%46.7%
Median Rent $782 $1,082
Total Households 95,794 126,100
Median Household Income $44,415 $60,018
Source: 2015-2019 American Community Survey 5-Year Estimates; 2006-2010 American Community Survey 5-Year Estimates
18Source: 2015-2019 American Community Survey 5-Year Estimates
Figure 2.6 Household Income, 2019
only 8.9% were vacant. This reflects anticipated
population growth. Table 2.2 presents a summary
of key household characteristics since 2000.
The median household income for the City of
Denton in 2019 was $60,018, which has significantly
increased since 2010. This is less than the median
household income of Denton County ($86,913) but
higher than the median household income of Dallas
County ($59,607). Figure 2.6 depicts household
income in Denton.
Compared to the state of Texas, the housing stock
in Denton has a higher percentage of occupied
housing units, totaling 91.1%. The the housing
units in Denton are almost evenly split between
owner-occupied (44.4%) and rental units (46.7%).
Over time the percentage of owner-occupied
and renter-occupied housing units has remained
consistent. The percentage of rental properties in
the city has remained steady over time.
Most homes in Denton (71.5%) were occupied by
families, and of the total available units in 2019,
HOUSING CHARACTERISTICS
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19 City of Denton Parks, Recreation, and Trails System Master Plan
67%
of Denton’s
population
that is 16 years
and over is
participating
in the labor
force.
Source: 2015-2019 American Community Survey 5-Year Estimates
Source: 2015-2019 American Community Survey 5-Year Estimates
POPULATION 25 YEARS AND OVER (2019)
Figure 2.7 Labor Force Participation Rate, 2019
EDUCATIONAL ATTAINMENT
In 2019, 37% of residents in the City of Denton
were high school graduates, and this percentage
has decreased slightly since 2010. However, 25%
of residents 25 years and older earned their
bachelor’s degree in 2019. In total, the number of
Denton residents who have received a bachelor’s
degree has increased since 2010. This percentage
of Denton’s population is higher than the national
average. The national average for those that have
received their bachelor’s degree is 20.3% of the
population.
EMPLOYMENT
In 2019, 67% of Denton’s population that is 16 years
old and over participated in the labor force. This is
a slight increase from 2010 where the total labor
force participation rate was 66.5%. Of the total
population in 2019, the largest cohort of individuals
in the labor force was between the ages of 35 and
44 (86.7%). The second largest was individuals
between the ages 30 to 34 (83.8%), and the third
largest included individuals between 25 to 29 years
old (83%). Denton is a young community, and this
data shows that the younger residents are taking
an active role in the area labor force. Figure 2.7
illustrates the labor force participation rate across
age groups in 2019. Denton’s unemployment rate
in 2019 was 5.2% which has decreased since 2010
(7.7%).
University of North TexasUniversity of North Texas
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2 | Community Context 20
REVIEW OF RELEVANT PLANS & STUDIES
PARKS, RECREATION, AND TRAILS
SYSTEM MASTER PLAN (2009)
The previous Parks, Recreation, and Trails
System Master Plan was adopted in 2009 and
provided direction on the goal of balancing park
system amenities throughout the community.
Upon gathering facts and conducting research,
gaps within the existing conditions of the parks,
recreation, and trail system were identified. The
2009 plan identified the role parks play within
Denton, future development of parkland, areas
for acquisition, and established priorities for
consistent planning and development. These
strategies aimed to elevate existing assets while
looking towards the future. The image to the
right graphically displays the 10-year action plan
promoted in the 2009 document. Recommended
actions included a mixture of park and recreation
projects that leveraged existing resources. The
plan included for each recommended action its
priority, location, budget estimates, and funding
sources.
Since the plan was adopted in 2009, the City
has made significant progress with acquisition
and master planning for Southwest Park, trail
development, and additional parkland acquisition.
CLEAR CREEK MASTER PLAN
(2014)
Clear Creek Heritage Center is located on the
northeastern edge of Denton and was established
to protect and restore rare bottomland and
upland prairie ecosystems. The Clear Creek
Heritage Center is a diverse natural setting of
approximately 2,835 acres that was recently placed
under the oversight of the Parks and Recreation
Department. Clear Creek provides great ecological,
educational, and recreational opportunities
to people in the area. The Clear Creek Master
Plan guide future development for this area.
The plan continues to direct the development
of educational programming, maintaining
an emphasis on ecological sustainability and
celebrating the region’s unique natural heritage. A
major recommendation of the Clear Creak Master
Plan is to build a larger, multi-use facility to replace
the existing 3,000 square foot facility currently that
houses nature and sustainability programming.
The 2014 plan continues to remain relevant
as it helps parks planners to prioritize future
developments, maintain a cohesive vision for Clear
Creek, and enhance the future visitor experience.
Proposed Clear Creek Educational CenterProposed Clear Creek Educational Center
2009 Master Plan 10-Year Action Plan2009 Master Plan 10-Year Action Plan
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21 City of Denton Parks, Recreation, and Trails System Master Plan
Plan Themes
DENTON PLAN 2030 (2015)
The Denton Plan 2030, a citywide
master plan initiated in 2015, sought to
coordinate city services in the interest
of managing growth and improving the
overall quality of life for city residents.
This plan established an optimal
pattern of growth while retaining
Denton’s unique identity, improving
the quality of life, and enhancing
the economy. The Denton 2030 plan
centered recommendations around
eight focus areas that staff determined
were most critical to guiding the city’s
future development. These elements
included: land use; fiscal and economic
vitality; community character and
urban design; parks, conservation, and
environment; mobility; housing and
neighborhoods; community health;
safety and services; and Infrastructure
and utilities. Together these formed an
overarching framework to empower
specific actions across the City. The
goals outlined in the plan that were
specific to parks make commitments to
sustainability, safety, and community.
The Denton Plan 2030 reflected a deep
focus on sustainability and sought to
create a cohesive green infrastructure
and adjust city practices with careful
attention to environmental impact. As
of 2021, the City is embarking on an
update to the 2030 comprehensive
plan.
PUBLIC ART MASTER PLAN (2016)
In 2016, City Staff and community stakeholders
considered the future direction of Denton’s public
art program and drafted the Public Art Master
Plan. This plan helps create a cohesive vision and
promotes placemaking throughout the city to
elevate the City of Denton’s character and identity
as a community. The plan incorporated citizen
survey data and included a series of guidelines
and recommendations that emphasized a
program public art that reflected Denton’s
cultural diversity, outlined prospective locations
for public art, and promoted a five-year action
plan for implementing specific public art projects.
Public Art at Robertson & BellPublic Art at Robertson & Bell
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2 | Community Context 22
SPONSORSHIP AND
DONATION POLICY (2019)
The Sponsorship and Donation Policy created
guidelines for the solicitation, administration,
and acceptance of sponsorships and donations
received by the City of Denton. Under the terms
of this policy, sponsorship and donations are
accepted if they serve the public interest with the
aim that they will help defray city departments’ cost
of providing services. The policy details specific
criteria for accepting or rejecting a sponsorship.
Furthermore, the policy outlines specific staff
responsibilities, guiding principles for approving
sponsorships and donations, offers a workflow
for approval, and lists the kinds of donations and
sponsorships supported by the policy.
URBAN FOREST MASTER PLAN
(2020)
The primary purpose of the Urban Forest Master
Plan is to guide the management, enhancement,
and growth of Denton’s urban forest over the next
20 years. The Urban Forest includes all the trees
and shrubs within the City of Denton, on public
and private land.
As of 2016, the urban tree canopy covered 28%
of the city’s surface area. This equates to an
estimated 3.3 million trees with a replacement
value of $344 million. While this plan primarily
established best management practices, goals,
and a cohesive organizational structure, it also
promoted community outreach and engagement
in support of the Urban Forest.
INDOOR RECREATION STUDY
(2019)
The Indoor Recreation Study examined the
existing indoor recreation system and made
recommendations that anticipated future indoor
recreation needs. The framework provided by the
study guides future planning, budgeting, pricing,
and resource allocation for indoor recreation
facilities. The study included short, medium, and
long-term strategies to extend the life of existing
facilities and to provided criteria for determining
when and where to build new facilities. Currently,
indoor recreation facilities provide 1.06 square
feet of space per resident. The Indoor Recreation
Study recommended a benchmark of between
1.15 and 1.25 square feet per resident to meet the
demands of future growth. For more information
on indoor recreation needs and recommendations
look in Chapter 5.
ADA TRANSITION PLAN (2021)
ADA Transition plans are required to evaluate
accessibility of all city facilities, identify barriers,
and prepare a plan to address these barriers over
time. The City of Denton’s ADA Transition Plan
provides a comprehensive review of City facilities
including buildings, parks, trails, sidewalks, curb
ramps, and signalized intersections. During
the evaluation phase, common issues found in
parks included accessible parking, accessible
routes, and access to restrooms, while common
issues along trails included surface material and
condition and access to trail amenities. Based
on the evaluation of barriers, a prioritized list of
needed improvements was developed. The draft
2021 ADA Transition Plan identified approximately
$3.05M in needed park improvements, $1.48M
in needed park paved trail improvements, and
$48.6K in park unpaved trail improvements.
These improvements are prioritized into high,
medium, and low priority categories to guide
implementation over time. Addressing these
barriers will help ensure that residents of all ages
and abilities have equitable access to community
facilities.
Cross Timbers ParkCross Timbers Park Denton NatatoriumDenton Natatorium
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23 City of Denton Parks, Recreation, and Trails System Master Plan
South Lakes ParkSouth Lakes Park
CONSOLIDATED PLAN FOR
HOUSING AND COMMUNITY
DEVELOPMENT (2020)
The U.S. Department of Housing and Urban
Development (HUD) requires that entities receiving
federal funds produce a Consolidated Plan every
three to five years in order to continue receiving
federal funds. The report focused on housing
development, rehabilitation and preservation,
planning, and program administration. The City
of Denton has a strong record of performance in
housing and community development, meeting
most of its 2015-2019 Consolidated Plan five-
year goals, including those related to homeless
assistance and prevention. Looking forward,
Denton’s 2020-2022 Consolidated Plan for Housing
and Community Development offers a detailed
action plan that leverages federal funding to
improve our local community.
TRAILS ANALYSIS (2020)
The Trails Analysis represented a first step
toward the creation of a Comprehensive
Trail Plan. The purpose was to identify areas
and corridors for potential trail or bikeway
development. From there the City of Denton
could develop strategies to implement
a connected trail and bikeway system to
increase accessibility and service across the
city. The analysis outlined that by 2030 in
order to accommodate Denton‘s growing
community, Denton’s trail system should
have a total of 210 miles of trails. More
information on the existing and proposed
trail system is included in Chapter 6.
MOBILITY PLAN (2020)
Denton’s 2020 Mobility Plan addressed city-
wide transportation needs in a multi-modal
study that considered vehicles, transit,
bicycles, and pedestrians. The four primary
objectives of the project included engaging
with the community to understand mobility
issues, building on previous plans to foster a
cohesive vision, utilizing reliable data sources
to weigh mobility issues, and developing an
implementation strategy. Together these
objectives will help guide short, mid and long
range mobility planning efforts. As of 2021,
an update to Denton’s Mobility Plan was in
progress.
PARKS & RECREATION
SUBSIDY ALLOCATION STUDY
(2020, 2021)
This study centered around budgeting, revenue
streams, and the development of a coherent
pricing policy for the city’s parks, facilities, and
programs. The goal of the study was to create
a fair, equitable, and transparent approach for
establishing and adjusting fees. The study outlines
criteria for establishing fees and charges. Key
findings and recommendations in the report
guide future decision-making to encourage service
sustainability.
MARKETING PLAN (2020)
Denton’s Parks and Recreation marketing plan
explained the purposes and methods of public
communication used by the department. The
purpose of the plan is improve staff’s ability to
reach out to the general public and meet its
communication goals and metrics. This plan
promotes five guiding principles that serve as
a to shape the department’s future efforts at
communication and outreach.
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2 | Community Context 24
DENTON PLAN DIAGRAM
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25 City of Denton Parks, Recreation, and Trails System Master Plan
North Lakes ParkNorth Lakes Park 3
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26
Cross Timbers Park Cross Timbers Park
Morse RdMorse Rd
• INTRODUCTION
• INPUT STRATEGIES
• KEY FINDINGS
• VISION AND GOALS
COMMUNITY VISION
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27 City of Denton Parks, Recreation, and Trails System Master Plan
INTRODUCTION
The Parks, Recreation, and Trails System Master Plan relies heavily on the input of Denton residents. Public
outreach for the master plan began in 2019 with a series of community workshops and a statistically valid survey.
In 2021, the Master Plan Focus Group was established to help guide the vision of the plan, review plan drafts, and
provide recommendations to department staff. Two additional public meetings and a post-COVID-19 abbreviated
perception survey were provided additional feedback for the plan’s visions, goals, and recommendations.
MASTER PLAN FOCUS GROUPMASTER PLAN FOCUS GROUP
The Master Plan Focus Group is the reviewing
body that provided continued guidance as the
plan developed. The Focus Group was comprised
of representatives from the Parks Board, Texas
Woman’s University, University of North Texas,
the Denton Independent School District, the
Committee on Persons with Disabilities, members
of other City committees, and engaged community
members. Throughout the plan’s development they
confirmed the vision and goals, reviewed concepts
and recommendations, and provided feedback on
the draft plan. The focus group met three times
throughout the Plan process.
MEETING 1: Introductory meeting that explained
plan development efforts to date and solicited
additional visioning input.
MEETING 2: Presented findings from the additional
engagement efforts and needs assessment and
discussed draft goals.
MEETING 3: Discussed the draft recommendations
for the overall master plan.
VISIONING RESULTS: VISIONING RESULTS:
The Master Plan Focus Group wanted a parks
plan that creates a cohesive vision for Denton’s
recreation system. Denton should have an equitable
park system that celebrates cultural arts and natural
history, is well-connected both internally and to the
surrounding community, provides opportunities for
passive and active recreation in a natural setting,
supports sustainability practices, and maintains
the quality of life for Denton residents. The Master
Plan Focus Group understands that as Denton’s
population grows, it will be important to acquire
and develop additional parks and trails to maintain
citizen’s quality of life.
STAKEHOLDER GROUPSSTAKEHOLDER GROUPS
In addition to the Master Plan Focus Group, the City
The City held over 35 stakeholder group meetings
in early 2020 to garner feedback on specific parks
and their uses. Some of the focus group meetings
centered around specific interests such as skate
parks, dog parks, aquatics, spraygrounds, trails,
recreational centers, and gardening. Key questions
asked at the stakeholder meetings related to
satisfaction with current city facilities, trends for
the specific sport/activity, and needs not being
met.
PROJECT WEBSITE PROJECT WEBSITE
Residents were encouraged to stay up to date on
events related to the Master Plan process and to
provide additional input using the project website
(www.discussdenton.com). The website hosted
community surveys, informational videos, meeting
fliers, links to virtual meetings, and updates to the
planning process.
Focus Group Meeting FliersFocus Group Meeting Fliers
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3 | Community Vision28
INPUT STRATEGIES
City staff actively sought out resident input in forming the Master Plan using a variety of strategies. This
included a master plan focus group, stakeholder focus groups, community surveys, public meetings
PUBLIC MEETINGSPUBLIC MEETINGS
Between April and August 2019, City staff held five
community meetings. These meetings involved
a variety of exercises designed to encourage
public input, including dollar voting stations and
additional stations on facilities, recreation centers,
programming, park furnishings, trails & open
space, parks, and technology in parks.
Two additional meetings were held in 2021, the
first was held virtually to confirm the community’s
vision and the second to review the draft plan.
MARCH 2021: A Zoom public meeting was held
to re-orient residents to the master plan process
since initial public engagement was conducted
in mid-2019. The planning team presented an
overview of the efforts completed to date and
asked participants a series of Zoom poll questions
to solicit feedback for the plan’s vision.
NOVEMBER 2021: An additional Zoom public
meeting was held towards the end of the process
to present the draft plan and seek feedback on the
draft recommendations.
COMMUNITY SURVEYS COMMUNITY SURVEYS
In 2019, the City of Denton hired National Service
Research to conduct a statistically-valid survey on
preferences for parks, recreation, and trails. The
purpose of the survey was to determine needs
and provide guidance to City staff regarding the
community’s priorities for their overall recreation
system. A total of 2,028 responses were collected
online and via direct mail. A summary of the
statistically-valid survey results is included in the
Appendix.
During the COVID-19 pandemic, a follow-up,
abbreviated online survey was conducted to
determine if the desires of the community were
consistent with the results from 2019. The survey
received 1,283 responses.
Key survey responses are found in Chapter 4 –
Needs Assessment.
Project WebsiteProject Website
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29 City of Denton Parks, Recreation, and Trails System Master Plan
KEY FINDINGS
The public input process revealed that residents
would like to see an inclusive park system that is
accessible, connected, sustainable, and provides
for a variety of uses and facilities. Denton
residents would like to see more open space and
tree preservation, nature programs, more trails
to connect residents to key destinations, splash
pads throughout the community, and more fitness
equipment and classes. Residents suggest that the
biggest challenges facing the parks and recreation
services include responding to growth and its
impact on the system, a lack of adaptive play
features, addressing gaps in the parks system, and
meeting funding need for parks. In their discussions,
residents demonstrated the importance of parks
especially during the COVID-19 pandemic, when
residents altered exercise patterns and relied to
an even greater extent on the open space parks
provide.
Public input is critically important to the planning
process as it allows residents a say in future
plans for recreation opportunities and highlights
important challenges facing Denton in the future.
MOST USED FACILITIESMOST USED FACILITIES
NATATORIUMNATATORIUM
WATER WORKS PARK WATER WORKS PARK
DOG PARK DOG PARK
CLEAR CREEK NATURE CLEAR CREEK NATURE
PRESERVEPRESERVE
SENIOR CENTERSENIOR CENTER
TOP REASONS FOR NOT USING FACILITIESTOP REASONS FOR NOT USING FACILITIES
NOT CONVENIENTLY LOCATED NOT CONVENIENTLY LOCATED 11
NOT AWARE OF PROGRAMS OR NOT AWARE OF PROGRAMS OR
FACILITIESFACILITIES22
NO PERSONAL TIMENO PERSONAL TIME33
DO NOT MEET MY NEEDSDO NOT MEET MY NEEDS44
SURVEY KEY FINDINGS
Key findings from the 2019 statistically valid
survey indicated reasons certain facilities were
underused, indicated the city’s most-used
facilities, and provided guidance about what new
facilities residents wanted most. Additional survey
key findings are in Chapter 4 - Demand Based
Assessment.
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3 | Community Vision30
TOP DESIRED AMENITIESTOP DESIRED AMENITIES
TRAILSTRAILS OPEN SPACE OPEN SPACE
& TREE & TREE
PRESERVATION PRESERVATION SPLASH PADSSPLASH PADS
NATURE NATURE
PROGRAMSPROGRAMS
OUTDOOROUTDOOR
EVENTSEVENTS
FITNESS FITNESS
EQUIPMENT & EQUIPMENT &
CLASSESCLASSES
VISIONING KEY FINDINGS
Visioning meetings were held with the Parks Board, the Master Plan Focus Group, and at the first public
meeting. Key findings from these visioning meetings show what the attendees want Denton’s park system to
be in the future, and what challenges they anticipate to achieving that vision.
What is one word you would use to describe What is one word you would use to describe
the park system now? the park system now?
What is one word you would use to describe What is one word you would use to describe
how you envision the parks system in the how you envision the parks system in the
future? future?
Today, respondents feel like the park system
is diverse, spacious, and wonderful, however
not connected enough to other parks and
neighborhoods.
Looking towards 2040, they want the park system
to be larger, accessible more inclusive, and better
connected.
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31 City of Denton Parks, Recreation, and Trails System Master Plan
What are the biggest challenges denton faces now and in the future for parks and recreation? What are the biggest challenges denton faces now and in the future for parks and recreation?
When asked about challenges to parks and recreation in Denton, respondents said their biggest concerns were
related to sustained growth, accessibility of the parks, connectivity/achieving the 10-minute walk standard,
and funding the necessary park improvements to maintain a high quality park system.
What do you consider to be the most important priority for denton parks and recreation? What do you consider to be the most important priority for denton parks and recreation?
An overwhelming majority of respondents during the visioning meetings stated that trails were their top
priority for Denton parks in the future. Other significant priorities included land acquisition, developing indoor
amenities, and additional parks.
When asked what they would like
Denton to be like in ten years, top
response words included accessible,
usability, inclusive, and connected.
Other common responses used
the words popular, walkable,
accommodating, sustainable, and
family-friendly.
How do you envision Denton in 10 years? How do you envision Denton in 10 years?
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Quakertown Park Quakertown Park 3 | Community Vision32
PLAN VISION AND GOALS
The following goals and objectives provide a framework for structuring recommended improvements to the
parks system and will help determine the implementation plan and priority projects for Denton.
PARKS AND RECREATION
STRATEGIC PLAN
The Parks and Recreation Department (PARD)
Strategic Plan (2017) provided a vision and
objectives to create a park system that supports
the community and achieves its vision for the
future. The PARD strategic plan parallel’s the City’s
efforts by building on the key focus areas, listed
below, and provides initiatives to implement the
overall plan.
PARKS AND RECREATION
MISSION
UNITE internally and within the community
GROW lives physically, mentally, and emotionally
PLAY we work hard, so you can PLAY hard
The PARD Strategic Plan outlined initiatives based
on five key focus areas. Key initiatives that are being
addressed as part of this master plan include:
• Develop 2020 Capital Improvement Projects
(Strategic Initiative 2.1)
• Develop operational and capital standards
(Strategic Initiative 2.3)
• Revise park dedication and development
ordinance (Strategic Initiative 2.4)
• Develop Master Plan (Strategic Initiative 4.1)
• Supporting Strategic Initiative 4.4 – Adopt a
resolution setting a 10-minute walk to parks
MASTER PLAN GOALSMASTER PLAN GOALS
GOAL 1: COMPLETE PARK SYSTEM GOAL 1: COMPLETE PARK SYSTEM
Create a complete, equitable, and easily
accessible park, recreation, and trail system for
all current and future residents of Denton as well
as visitors.
GOAL 2: PARK SYSTEM AMENITIES GOAL 2: PARK SYSTEM AMENITIES
Incorporate quality and cost-effective park
system amenities that are responsive to
community needs and desires.
GOAL 3: PROGRAMMING & EVENTS GOAL 3: PROGRAMMING & EVENTS
Enhance the diverse program and event offerings
to cater to varying ages, abilities, and interests of
the community.
GOAL 4: SYSTEM CONNECTIVITY GOAL 4: SYSTEM CONNECTIVITY
Connect key destinations throughout the
community through a comprehensive system of
trails and bikeways.
GOAL 5: SUSTAINABILITY GOAL 5: SUSTAINABILITY
Integrate sustainable practices in acquiring,
designing, constructing, maintaining, and
operating facilities and amenities in the park
system.
GOAL 6: MAINTENANCE & OPERATIONS GOAL 6: MAINTENANCE & OPERATIONS
Provide for systematic maintenance and efficient
operations to ensure quality and safety today
and in the future.
TO UNITE AND GROW LIVES TO UNITE AND GROW LIVES
BY PRESERVING PARKS AND BY PRESERVING PARKS AND
ENCOURAGING PLAY. ENCOURAGING PLAY.
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33 City of Denton Parks, Recreation, and Trails System Master Plan
4Owsley ParkOwsley Park
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34
• INTRODUCTION
• PARK CLASSIFICATION
• PARK INVENTORY
• NEEDS ASSESSMENT
• OPPORTUNITIES
PARKS
Joe Skiles ParkJoe Skiles Park
Quakertown Park Quakertown Park
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35 City of Denton Parks, Recreation, and Trails System Master Plan
North Lakes ParkNorth Lakes Park
INTRODUCTION
The purpose of this chapter is to establish an existing inventory of developed and undeveloped parks in Denton,
assess the overall needs of the park system today and in the future, and create system-wide recommendations.
A classification system for the parks is defined and is tied to the park design and development standards
found in the Appendix. The needs assessment clarifies how the parks individually and collectively serve the
city and provides the framework for the ultimate recommendations.
PARK CLASSIFICATION
PARK TYPOLOGIES
The City of Denton has eight park typologies
• City Parks
• Community Parks
• Neighborhood Parks
• Pocket Parks
• Preserves
• Linear Parks
• Special Use Parks
• Cemeteries
Each park typology has a particular standard size range, typical amenities, and service area that is based
on guidelines from the National Recreation and Parks Association (NRPA). Service area refers to the typical
driving distance that patrons are willing to travel to visit each type of park. It is important to define park
typologies as part of a master plan process to determine if there are any deficiencies in a certain type of park
and if a park is missing amenities typical for its category. The following pages describe each park type in more
detail and inventories how many parks fall within each category.
Figure 4.2 on page 40 illustrates the location of the existing parks in Denton.
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4 | Parks 36Owsley ParkOwsley ParkNette Shultz ParkNette Shultz Park
Quakertown Park Quakertown Park Mack ParkMack Park
CITY PARKS
A City Park is a larger park that draws residents
from across the City and is often used to host
citywide events. City Parks generally contain
active and passive amenities, recreation center(s),
athletic complexes, pool, trails, landscaping,
playgrounds, open space, benches, pavilions,
and/or public art.
Size: 30 to 500 acres (typically greater than 50
acres and could be larger than 550)
Service Area: 0-10 miles
Size: 0-3 acres
Service Area: 0-0.5 mile
Size: 3 to 20 acres (typically falls between 3-5
acres)
Service Area: 0-1 mile
Size: 20 to 50 acres (typically falls between 30-50
acres)
Service Area: 0-5 miles
COMMUNITY PARKS
A Community Park is a larger park that serves
multiple surrounding neighborhoods. Community
Parks typically contain active and/or passive
amenities, such as, but not limited to, sports fields,
courts, aquatics, trails, landscaping, playgrounds,
open space, benches, pavilions, and/or public art.
POCKET PARKS
A Pocket Park is a small park accessible to the public
that often fills in gaps in park coverage. Pocket
parks are frequently created on small, irregular
pieces of land, in vacant building lots, along the
centers of broad avenues, or even in parking spots.
Pocket parks usually feature passive amenities
such as seating, and may be ideal locations for
signage or beautification. Pocket parks generally
do not contain restrooms.
NEIGHBORHOOD PARKS
A Neighborhood Park is a small to medium sized
park within walking distance of the immediate
service population. Neighborhood parks typically
contain passive amenities such as, but not
limited to, landscaping, playgrounds, open space,
benches, pavilions, and sculptures or similar public
art. Neighborhood parks generally do not contain
restrooms or parking lots.
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37 City of Denton Parks, Recreation, and Trails System Master Plan
Clear Creek Natural Heritage CenterClear Creek Natural Heritage Center Cooper Creek Linear ParkCooper Creek Linear Park
LINEAR PARKS
A Linear Park, often called Greenways, are
stretches of open space that can vary in size and
length but are typically longer than they are wide.
This tract of parkland may contain passive and/or
active amenities such as, but not limited to, green
space, trails of various tread types, and trailheads.
Linear parks often connect to larger parks, schools,
neighborhoods, and business districts.
PRESERVE
A Preserve is an area of land that is protected and
managed to preserve a particular type of habitat
and its flora and fauna which are often rare or
endangered. Structures for environmental learning
may be included in a context-sensitive manner.
Size: Varies
Service Area: City-Wide
Size: Varies
Service Area: City-Wide
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4 | Parks 38
Oakwood CemeteryOakwood CemeterySkate Works ParkSkate Works Park
CEMETERY
A Cemetery consists of burial plots, roads,
storage, signage, and trails. Cemeteries also offer
opportunities of the public to celebrate the history
of the cemetery.
SPECIAL USE PARKS
A Special Use Park generally has a dedicated and
unique use such as a historical site, skate park, or
bike park.
Size: Varies
Service Area: City-Wide
Size: Varies
Service Area: City-Wide
Spc. Ernest W. Dallas Jr. Veterans Memorial ParkSpc. Ernest W. Dallas Jr. Veterans Memorial Park
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39 City of Denton Parks, Recreation, and Trails System Master Plan
PARK INVENTORY
Creating an inventory of existing parks provides City staff with a greater understanding of current park
uses and amenities that will help to guide and determine future needs. In a rapidly growing large city like
Denton, significant park development and acquisition can occur within a single year, so any given inventory
will represent the Parks System as it exists in one moment in time. For the purpose of this master plan, an
inventory date of May 12, 2021 was established.
There is a total of 5702 acres of developed, undeveloped, and future parkland throughout the City. Of the
total parkland, 73% (4,145 acres) is developed parkland, meaning there are park amenities located on this
parkland. Undeveloped parkland refers to land that is designated as city parkland but currently has no
amenities. Future land refers to calculated acreage identified in large master plan developments that will be
parkland in the future but do not have a specified site identified yet. Currently, Preserves make up more than
half of the developed park acreage followed by City Parks. Figure 4.1 depicts the breakdown of total parkland,
developed parks, undeveloped parks, and future parks by park classification.
As Denton continues to grow, City staff should prioritize developing a diverse and accessible offering of parks
to meet the needs of a dynamic community. One primary opportunity of this master plan is to better connect
existing parks to future developments as more parks and trails are developed. Capitalizing on greenspace will
be extremely important for providing an extensive and integrated parks network as the city grows.
Figure 4.1 Parkland Inventory Breakdown by Development Status, 2021
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4 | Parks 40
Figure 4.2 Current Denton Parks System
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41 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 4.3 City Parks
CITY PARKS
A City Park is a larger park that draws residents from across the City and is often used to host citywide events.
City Parks generally contain active and passive amenities, recreation center(s), athletic complexes, pool, trails,
landscaping, playgrounds, open space, benches, pavilions, and/or public art.
As of May 2021, the City of Denton has three City Parks in the central part of or community - North Lakes Park,
South Lakes Park, and Quakertown Park. Collectively, these properties account for over 600 acres of parkland.
Southwest Park is currently undergoing a master plan process to guide the design of the future park. The Mills
Property will provide additional acreage in the eastern part of the City. Finally, there are two future City Parks
identified with large master planned developments in the southwest portion of Denton.
Table 4.1 provides an inventory of City Parks in table format.
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MAP
ID PARK NAME DEVELOPED
ACREAGE
UNDEVELOPED
ACREAGE
FUTURE
LAND TOTAL ADDRESS
1 Mills Property 71.34 5573 Mills Rd
2 North Lakes Park 389.49 2001 W
Windsor Dr
3 Quakertown Park 32.32 700 Oakland St
4 South Lakes Park 184.43 556 Hobson Ln
5 Southwest Park Property 198.97 4300 S Bonnie
Brae St
N/A Cole Ranch CP #1 50 TBD
N/A Hunter Ranch CP #1 50 TBD
TOTAL ACREAGE 606.24 270.31 100 976.55
Note: Inventory current as of May 12, 2021 4 | Parks 42
North Lakes Park North Lakes Park
Quakertown Park Quakertown Park
South Lakes Park South Lakes Park
Table 4.1 City Park Inventory
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43 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 4.4 Community Parks
COMMUNITY PARKS
A Community Park is a larger park that serves multiple surrounding neighborhoods. Community Parks are
generally between 20-50 acres however, typically fall between 30-50 acres, and contain active and/or passive
amenities, such as, but not limited to, sports fields, courts, aquatic facilities, trails, landscaping, playgrounds,
open space, benches, pavilions, and/or public art.
As of May 2021, there are five Community Parks within Denton– Mack Park, Denia Park, Evers Park, Lake
Forest Park, and Cross Timbers Park - North – that together total 203.87 acres of parkland. These parks are
distributed throughout the central part of Denton running from the north to the south. There is a lack of
Community Parks on the west and east side of Denton. Denia, Mack, and Evers Park each have sports fields
which represent a major use for these parks.
Table 4.2 provides an inventory of Community Parks in table format.
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MAP
ID PARK NAME DEVELOPED
ACREAGE
UNDEVELOPED
ACREAGE TOTAL ADDRESS
1 Cross Timbers Park-North 45.98 7601 Waterside Pl
2 Denia Park 23.52 1001 Parvin St
3 Evers Park 32.01 3201 N Locust
4 Lake Forest Park 64.81 1760 Ryan Rd
5 Mack Park 37.55 1800 E McKinney St
TOTAL ACREAGE 203.87 N/A 203.87
Note: Inventory current as of May 12, 2021
Denia Park Denia Park Evers Park Evers Park
Cross Timbers Park Cross Timbers Park 4 | Parks 44
Table 4.2 Community Parks Inventory
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45 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 4.5 Neighborhood Parks
NEIGHBORHOOD PARKS
A Neighborhood Park is a small to medium sized park within walking distance of its intended service population.
Neighborhood Parks are generally between 3-20 acres, but typically fall between 3-5 acres. Neighborhood
Parks contain amenities such as, but not limited to, landscaping, playgrounds, open space, benches, pavilions,
and/or public art. Neighborhood Parks generally do not contain restrooms.
As of May 2021, there are 18 developed Neighborhood Parks that total 181.67 acres of parkland. Currently the
City has 93.54 acres of parkland allocated to future Neighborhood Parks across the city. Neighborhood Parks
make up 14% of the total of future parkland. Because Neighborhood Parks serve local neighborhoods within
a walking distance of the park, having equitable distribution of these parks throughout the City will help make
Denton a more active community.
Table 4.3 provides an inventory of Neighborhood Parks in table format.
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MAP
ID PARK NAME DEVELOPED
ACREAGE
UNDEVELOPED
ACREAGE
FUTURE
LAND TOTAL ADDRESS
1 Avondale Park 18.23 2021 Devonshire Dr
2 Bowling Green Park 17.88 2200 Bowling Green St
3 Briercliff Park 9.07 3200 State School
4 Carl Gene Young Sr. Park 6.76 327 S. Wood St
5 Cooper Glen Park 9.61 3330 N Locust St
6 Cross Timbers Park -
South 22.64 8402 Clear River Ln
7 Fred Moore Park 9.69 500 S Bradshaw St
8 Frontier Park 4.89 3001 Frontier Dr
9 Joe Skiles Park 5.78 1721 Stonegate Dr
10 Martin Luther King Jr.
Park 4.74 1300 Wilson St
11 McKenna Park 15.03 700 N Bonnie Brae St
12 Nette Shultz Park 8.7 1517 Mistywood Ln
13 North Pointe Park 10.34 1400 W Hercules Ln
14 Pebblebrook Open
Space 23.41 201 S Loop 288
15 Rayzor Ranch Park 9.86 3230 Heritage Tr
16 Robson Ranch Property 17.04 11200 H Lively Rd
17 Sequoia Park 5.54 1404 E University Dr
18 Sherman Open Space 7.7 1400 Stuart Rd
19 Spc. Ernest W. Dallas Jr.
Veterans Memorial Park 4.99 6100 Sun Ray Dr
20 Township II Park 10.22 1561 Angelina Bend
Dr
21 Villages of Carmel
Property 6.42 5493 Edwards Rd
N/A Eagle Creek 43.3 TBD
N/A Sagebrook Property 15.26 TBD
N/A Parkside Property 22.93 TBD
N/A Audra Property 5.2 TBD
N/A Cole Ranch NP (2 total) 10 TBD
N/A Hunter Ranch NP (2
total) 10 TBD
N/A Donnelly Property 20 TBD
N/A Village Vintage Property 25.41 TBD
TOTAL ACREAGE 181.67 62.13 93.54 337.23
Note: Inventory current as of May 12, 2021 4 | Parks 46
Table 4.3 Neighborhood Parks Inventory
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47 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 4.6 Pocket Parks
POCKET PARKS
A Pocket Park is a small park accessible to the public that often fills in gaps in park coverage. Pocket Parks
are frequently created on small, irregular pieces of land, in vacant building lots, along the centers of broad
avenues, or even in parking spots. Pocket parks usually include only passive amenities, such as seating.
Given their small size, Pocket Parks generally do not contain restrooms.
As of May 2021, there are five developed Pocket Parks that total 4.21 acres. Currently the City has 33 acres of
future parkland alloted for pocket parks, with most of them planned for the Cole and Hunter Ranch Master
Planned communities.
Table 4.4 provides an inventory of Pocket Parks in table format.
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MAP
ID PARK NAME DEVELOPED
ACREAGE
FUTURE
LAND TOTAL ADDRESS
1 Industrial Street Park 0.11 108 Industrial St
2 Jimmy Carter Park 0.31 2603 N Bell Ave
3 Miliam Park 1.86 256 Mockingbird Ln
4 Owsley Park 0.53 2425 Stella St
5 Carnegie Ridge Property 1.40 6500 Riglea Ct
N/A Cole Ranch PP (16 total)16 As Property Develops
N/A Hunter Ranch PP (17 total) 17 As Property Develops
TOTAL ACREAGE 4.21 33 41.21
Note: Inventory current as of May 12, 2021 4 | Parks 48Milam Park Milam Park
Industrial Street Park Industrial Street Park
Owsley Park Owsley Park
Table 4.4 Pocket Parks Inventory
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49 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 4.7 Preserves
PRESERVES
A Preserve is an area of land that is protected and managed to support and maintain a particular type of habitat
and its flora and fauna which are often rare or endangered. Preserves are often the site of environmental
education and may house context-sensitive learning facilities.
In 2020 the Parks and Recreation Department took over operation of the Clear Creek Natural Heritage Center
which added a significant amount of acreage to the city’s parks system. In addition to the Clear Creek Natural
Heritage Center, the City manages one other Preserve, the Pilot Knob Conservation Easement. This preserve
is in the Southeast part of the City and incorporates the prominent geological feature known as Pilot Knob. It
is important to note that, even though the Clear Creek and Mayhill Preserves are categorized as developed,
the level of development is purposefully minimal in order to maintain the natural environment to the greatest
extent possible.
Table 4.5 provides an inventory of Preserves in table format.
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MAP
ID PARK NAME DEVELOPED
ACREAGE
UNDEVELOPED
ACREAGE TOTAL ADDRESS
1 Clear Creek Natural
Heritage Center 2835 3310 Collins Rd
2 Mayhill Preserve
Property 4.55 2929 Spencer Rd
3 Pilot Knob Conservation
Area 73
Hunter Ranch - to be
determined during the
development process
TOTAL ACREAGE 2869.55 73 2942.55
Note: Inventory current as of May 12, 2021 4 | Parks 50
Mayhill PropertyMayhill Property
Clear Creek Natural Heritage Center Clear Creek Natural Heritage Center
Clear Creek Natural Heritage Center Trail Clear Creek Natural Heritage Center Trail
Table 4.5 Preserves Inventory
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51 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 4.8 Linear Parks
LINEAR PARKS
Linear Parks, often called greenways, are stretches of open space that can vary in size and length but are
typically longer than they are wide. These tracts of parkland may contain passive and/or active amenities such
as green space within trail, trails of various usage types, and trailheads. These parks often connect assets such
as parks, schools, neighborhoods, and business districts. Linear Parks generally do not contain restrooms.
As of May 2021, there are four developed Linear Parks in Denton totaling 61.48 acres of parkland. The DCTA
Rail Trail is the most significant of the Linear Parks in terms of size and connects Denton residents to nearby
destinations in Lewisville and Highland Village. Many of the other Linear Parks in Denton are associated with
greenbelts, and are designed to provide trail connections between trail connections.
Table 4.6 provides an inventory of Linear Parks in table format.
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Table 4.6 Linear Parks Inventory
MAP
ID PARK NAME DEVELOPED
ACREAGE
UNDEVELOPED
ACREAGE
FUTURE
LAND TOTAL ADDRESS
HICKORY CREEK LINEAR PARK SYSTEM
1 Airport Road
Property 42.07 3820 Airport Rd
2 Bent Creek Park 21.47 4000 Fort Worth Dr
3
Bonnie Brae/
Hickory Creek
Property
61.33 5500-5560 S Bonnie
Brae St
4 Country Club
Terrace Property 34.1 5551 Country Club Rd
5 Glenwood
Meadows Property 31.98 TBD
6 Hickory Creek-
Vintage Property 34.89 4111 Vintage Blvd
N/A Hickory Creek-
Burch Property 400 TBD
WHEELER RIDGE LINEAR PARK SYSTEM
7 Wheeler Ridge
Park 7.84 3100 Lipizzan Dr
KATY TRAIL LINEAR PARK SYSTEM
8 Katy Trail-
DCTA Rail Trail 31.63 604 E Hickory St
9 Preserve at Pecan
Creek 15.4 4701 Lakeview Rd
PECAN CREEK LINEAR PARK SYSTEM
10 Woodrow Open
Space 11.05 722 S Woodrow Ln
11 Pecan Creek-
Linear Park 232.89 South Mayhill Rd
12 Pebblebrook Open
Space -
COOPER CREEK LINEAR PARK SYSTEM
13 Cooper Creek-
Linear Park 3.65 1511 Stuart Rd
14 Cooper Glen Park -
15 Sherman Open
Space -
CLEAR CREEK LINEAR PARK SYSTEM
16 Greenway-
Greenbelt 2.96 E University Dr
TOTAL ACREAGE 61.48 469.78 400 931.26
Note: Inventory current as of May 12, 2021 4 | Parks 52
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Figure 4.9 Special Use Parks
53 City of Denton Parks, Recreation, and Trails System Master Plan
SPECIAL USE PARKS
A Special Use Park generally has a dedicated and unique use , for example as a as historical site, skate park,
or bike park.
As of May 2021, Denton has three developed Special Use Parks totaling 211.92 acres of parkland. All
developed parks are located on the north side of Denton and are a favorite amongst Denton residents based
on community engagement feedback.
Table 4.7 provides an inventory of Special Use Parks in table format.
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MAP
ID PARK NAME DEVELOPED
ACREAGE
FUTURE
ACREAGE TOTAL ADDRESS
1 Hartlee Field Mountain
Bike Trail Property 195 5387 Hartlee Field Rd
2 Skate Works 1.16 2400 Long Rd
3 Water Works Park 15.76 2400 Long Rd
TOTAL ACREAGE 211.92 0 211.92
Note: Inventory current as of May 12, 2021 4 | Parks 54
Water Works ParkWater Works Park
Skate Works Park Skate Works Park
Table 4.7 Special Use Parks Inventory
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Figure 4.10 Cemeteries
55 City of Denton Parks, Recreation, and Trails System Master Plan
CEMETERIES
A Cemetery consists of burial plots, rand roads, storage, signage, and trails related to the
cemetery’s function as a place to remember the dead. Cemeteries also offer educational
opportunities to remember and celebrate local history.
The Parks and Recreation Department oversees two city Cemeteries totaling 36 acres: Oakwood
Cemetery and I.O.O.F Cemetery. These cemeteries are both located within the south central area
of Denton. The two Cemeteries tell a lot about community history within Denton and represent an
opportunity for residents to interact with history through interpretive signage and activities.
Table 4.8 provides an inventory of Cemeteries in table format.
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MAP
ID PARK NAME DEVELOPED
ACREAGE ADDRESS
1 IOOF Cemetery 24.52 711 S Carroll Blvd
2 Oakwood Cemetery 11.50 747 E Prairie St
TOTAL ACREAGE 36.02
Note: Inventory current as of May 12, 2021
Oakwood Cemetery Oakwood Cemetery
I.O.O.F. CemeteryI.O.O.F. Cemetery 4 | Parks 56
Table 4.8 Cemeteries Inventory
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57 City of Denton Parks, Recreation, and Trails System Master Plan
Avondale ParkAvondale Park
NEEDS ASSESSMENT
The residents of Denton have shown that the parks, recreation, and trails system is extremely important
to them through their continued support and involvement in the planning process. Their continued use of
Denton’s facilities show that maintaining and improving the system is necessary to preserve their quality of
life. City residents understand that continued growth means an increased demand on the existing recreation
system. How residents participate in recreational activities is also changing as user preferences evolve,
new amenities are introduced, or unforeseen circumstances change user behaviors, such as the COVID-19
pandemic.
This section also provides an analytical means of determining what new facilities and amenities, or changes
to existing facilities and amenities, are most desired by Denton residents. The needs assessment provides
recommendations for Park System improvements that are prioritized based on quantitative and qualitative
data.
The Needs Assessment used a three part approach to determine future and current parks needs in Denton.
Standards Based Approach
The Standards Based Approach compares current and future population figures to acreage of parks within the
City. With this analysis, access to and distribution of parks is also mapped throughout the City to identify gaps
in park coverage. This approach compares the City facilities to national standards established by the National
Recreation and Parks Association (NRPA).
Demand Based Approach
The Demand Based Approach analyzes public input and facility use statics to determine what facilities are
most used within the City and what residents most desire. This analysis was completed through online surveys,
public meetings, focus groups, and an assessment of facility usage data.
Resource Based Approach
The Resource Based Approach identifies current amenities and assesses potential locations for future park
amenities. These opportunities typically include creating additional preserves for natural systems, taking
advantage of underused land in floodplains, collaborating with schools and other local entities to identify
parkland for possible multi-use agreements, repurposing vacant open spaces, and identifying future
development areas.
Each of these three approaches provides important information regarding the current and possible future
configuration of the parks system, but only when taken together to do they provide a complete picture of
park system needs. The assessment and recommendations resulting from these analyses help the Parks
and Recreation department determine what types of recreation facilities, amenities, and parks are needed
in Denton. Denton residents provided their input in the needs assessment process during public meetings
and through online surveys. By including resident insight, the Needs Assessment clarifies which parkland,
recreational facility, and trail needs the city should address now and in the future.
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PARK TYPE LEVEL OF
SERVICE RANGE
NEIGHBORHOOD PARK 1-2 acres per
1,000 residents
COMMUNITY PARK 5-8 acres per
1,000 residents
OVERALL PARK SYSTEM
(FOR COMMUNITIES WITH
100K-250K POPULATION)
9.9 acres per
1,000 residents
NATIONAL MEDIAN 8.9 acres per
1,000 residents
Table 4.9 Park Type LOS Range 4 | Parks 58
STANDARDS BASED APPROACH
The Standards Based Approach compares
acreage and level of service metrics to national
standards as a starting point for parks planning.
This assessment is used to understand if the
current acreage and amenities are adequate or
if the overall acreage needs to be increased or
decreased. By comparing City of Denton data to
national benchmarks, Parks staff can determine
which facilities, programs, or amenities are
currently under- or overused. Considering these
statistics alongside estimates of projected growth,
helps city staff determining where to make future
investments in park infrastructure. It is important
to keep in mind that national “one size fits all”
standards are helpful, but are not necessarily
representative of a community’s specific needs
and must be fine-tuned to meet local conditions.
ACREAGE LEVEL OF SERVICE
Acreage Level-of-Service (LOS) is generally shown
as a per-capita figure, such as “X acres per 1,000
population.” The National Recreation and Parks
Association (NRPA) has developed averages for
park acreage LOS for different types of parks. Table
4.9 shows the NRPA LOS range for neighborhood
parks, community parks, and the entire park
system. These level of service benchmarks are
used to determine Denton’s acreage surplus or
deficit based on each park type category.
PARK TYPE DRIVING SERVICE
AREA
CITY PARK 0-10 miles
COMMUNITY PARK 0-5 miles
NEIGHBORHOOD
PARK 0-1 miles
POCKET PARK 0-0.5 miles
PRESERVES City-Wide
LINEAR PARK City-Wide
SPECIAL USE PARK City-Wide
CEMETERIES City-Wide
Table 4.10 Park Type Service Area
PARK SERVICE AREA
A park’s service area refers to the typical driving
distance a patron is willing to travel to reach a
particular park. In addition to the defined driving
service areas, the City of Denton also uses an
additional standard defined by the Trust for Public
Land (TPL), a nonprofit organization focused on
land conservation, that suggests everyone should
ideally be within a ten minute walk to a park or
open space. Together, these standards help the city
determine gaps in park access and where to locate
future parks. The City of Denton has established
park driving service areas, as shown in Table 4.10.
Some park types have varied service areas, based
on how large the park is and its function.
McKenna ParkMcKenna Park
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Note: Map zoomed in to city center is provided in Appendix xx.
Figure 4.11 10-Minute Walkshed
59 City of Denton Parks, Recreation, and Trails System Master Plan
10-MINUTE WALKSHED ANALYSIS
The City of Denton is partnering with the Trust for Public Land (TPL) to ensure that all Americans have access
to a quality park within a 10-minute walk from home. According to the TPL database, only 48% of Denton
residents (around 64,000 people) currently have a park or trail within a 10-minute accessible walk of where
they live. This means that approximately 72,000 Denton residents do not have a park or trail within walking
distance of where they live. As of 2021, Denton is below the national average of 54%. In March 2019, the
Denton City Council unanimously passed a resolution adopting the 10-Minute Walk to a Park as a goal and
standard for parks and recreation. When determining the service area for the parks in Denton, a 10-minute
walkshed will be used to show where gaps in the system currently exist. Figure 4.11 depicts the areas of the
City that are within a 10-minute walk to a park in yellow. The 10-minute walkshed metric takes into account
major barriers to park access such as railways, highways, and waterways.
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4 | Parks 60
Major gaps in the park service area are generally located in the less densely developed portions of the City,
including natural systems, like the floodways and greenways, and future master planned communities. Some
of these gaps will be filled in the future with the development of the master planned communities. There are
also smaller gaps in the 10-minute walkshed in the central city where no parks currently exist. Figure 4.12
depicts the areas outside of the 10-minute walkshed area in red.
Figure 4.12 Gaps in 10-Minute Walkshed Service Area
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Figure 4.13 Neighborhood Park Service Area
61 City of Denton Parks, Recreation, and Trails System Master Plan
NEIGHBORHOOD PARK LEVEL OF SERVICE
Denton has 17 developed Neighborhood Parks which are located mainly east of I-35E; there are also three
undeveloped parks and eight future parks. Based on current park acreages, there is a 103 acre deficit within
the City of Denton to meet the high-end benchmark LOS of two acres per 1,000 residents. Table 4.11 provides
additional information about the Neighborhood Park Level of Service.
Figure 4.13 shows the service area for Neighborhood Parks, including a 10-minute walk and a 1-mile drive
service area. Less than a third of the City lies within the defined service area for Neighborhood Parks (see
Table 4.10 for defined park service areas).
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2021 (DEVELOPED
PARKS)
2021 (ALL
PARKS)*
2040 (DEVELOPED
PARKS)
2040 (ALL
PARKS)**
Population 139,869 139,869
Acreage 176.78 acres 223.65 acres
Current LOS 1.30 acres per 1,000
population
1.64 acres per 1,000
population
Benchmark LOS
(Low range) 1 acre per 1,000 population
Acreage to
acquire to meet
Benchmark LOS
41.8 acre surplus 103.9 acre surplus
Benchmark LOS
(High range) 2 acres per 1,000 population
Acreage to
acquire to meet
Benchmark LOS
98.1 acre deficit 35.9 acre deficit
*Includes developed and undeveloped park acreage
**Includes developed, undeveloped, and future park acreage
Table 4.11 Current and Benchmark LOS for Neighborhood Parks
PLACEHOLDER PLACEHOLDER
(2040)(2040)4 | Parks 62
Joe Skiles ParkJoe Skiles ParkNorth Pointe ParkNorth Pointe Park
Cross Timbers Park South Cross Timbers Park South
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Figure 4.14 Community Park Service Area
63 City of Denton Parks, Recreation, and Trails System Master Plan
COMMUNITY PARK LEVEL OF SERVICE
For the purposes of the Level of Service Analysis, Community Parks and City Parks were considered together
because they offer similar amenities to Denton residents. As shown in Table 4.12, in 2021 there is currently
a surplus to meet the five-acre per 1,000 residents low-end benchmark and a deficit of land needed to meet
the eight-acre per 1,000 higher benchmark.
Figure 4.14 shows the service area for Community Parks. Around 60% of Denton’s residents are within a
5-mile drive service area of a Community Park, gaps are mainly in the undeveloped lands to the southwest and
northeast, which will eventually be served with parks included within future Master Planned developments
(see Table 4.10 for defined park service areas).
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Table 4.12 Current and Benchmark LOS for Community Parks* 4 | Parks 64
2021 (DEVELOPED
PARKS)
2021 (ALL
PARKS)**
2040 (DEVELOPED
PARKS)
2040 (ALL
PARKS)***
Population 139,869
139,869
Acreage 810.11 acres 1080.42 acres
Current LOS 5.94 acres per 1,000
population
7.93 acres per 1,000
population
Benchmark LOS
(Low range) 5 acres per 1,000 population
Acreage to
acquire to meet
Benchmark LOS
110.8 acre surplus 381.1 acre surplus
Benchmark LOS
(High range) 8 acres per 1,000 population
Acreage to
acquire to meet
Benchmark LOS
308.8 acre deficit 38.5 acre deficit
*Includes parks classified as Community and City Parks
**Includes developed and undeveloped park acreage
***Includes developed, undeveloped, and future park acreage
Evers ParkEvers Park
PLACEHOLDER PLACEHOLDER
(2040)(2040)
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Figure 4.15 City Park Service Area
65 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 4.15 shows the service area for city parks, this includes a 10-minute walk and a 10-mile drive service
areas. Around 95% of Denton is within a 10-mile drive of a developed city park. Areas that are not within a
10-mile drive include the far southwest corner and far north Denton (reference Table 4.10 for defined park
service areas).
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4 | Parks 66
Table 4.13 Current and Benchmark LOS for All Parks
2021 (DEVELOPED
PARKS)
2021 (ALL
PARKS)*
2040 (DEVELOPED
PARKS)
2040 (ALL
PARKS)**
Population 139,869
139,869
Acreage 1,110.41 acres 2,092.37 acres
Current LOS 8.15 acres per 1,000
population
15.35 acres per
1,000 population
Benchmark LOS
(Low range) 8.9 acres per 1,000 population
Acreage to
acquire to meet
Benchmark LOS
59.02 acre surplus 840.69 acre surplus
Benchmark LOS
(High range) 9.9 acres per 1,000 population
Acreage to
acquire to meet
Benchmark LOS
77.26 acre deficit 704.41acre surplus
*Includes developed and undeveloped park acreage
**Includes developed, undeveloped, and future park acreage
OVERALL PARK SYSTEM LEVEL OF SERVICE
Denton’s parks currently provide 8.15 acres of parkland per 1,000 residents, which does not include the
preserve park classification in the overall calculation. This is less than the national average of 9.9 acres per 1,000
residents and less than the national median of 8.9 acres per 1,000 residents for communities of similar size.
Denton has approximately 5,004 acres of developed and undeveloped parks, and an additional 1,000 acres
of future parks. Future parks are parks required through development agreements in planned communities
or park land that is currently being donated or purchased. Of the existing 5,020 acres, 58%, or 2,912 acres, is
designated as Preserve. For the purpose of establishing the overall park system LOS, the Preserve designation
has been removed from the calculations because of the few amenities that exist within Preserves.
The recommended benchmark LOS goal for the overall park system is between 8.9 and 9.9 per 1,000 residents.
As shown in Table 4.13 in 2021 there is a 130-267 acre deficit of overall developed parkland to reach the
desired LOS and a surplus of land when including undeveloped parkland.
PLACEHOLDER PLACEHOLDER
(2040)(2040)
REGIONAL BENCHMARKS
The Level of Service metric (acres per 1,000 residents) provides a useful measure to compare Denton Parks
to other similar communities in our region. . When comparing park acreage, the overall park system was
used, less any natural/preserve lands. Preserve lands are not included due to the limited amenities they offer.
Denton has a LOS that is average when compared to five similar communities in the region.
Denton Current Parks LOS: 8.15 acres per 1,000 Residents
58% of parkland is preserve/natural area
McKinney Parks LOS: 8.1 acres per 1,000 Residents
38% of parkland is preserve/natural area
Plano Parks LOS: 15.0 acres per 1,000 Residents
30% of parkland is preserve/natural area
Lewisville* Parks LOS: 12.8 acres per 1,000 Residents
68% of parkland is preserve/natural area
Frisco Parks LOS: 7.2 acres per 1,000 Residents
20% of parkland is preserve/natural area
Arlington Parks LOS: 11.3 acres per 1,000 Residents
51% of parkland is preserve/natural area
*Does not include LLELA
Source: Trust for Public Lands, Community Master Plans
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67 City of Denton Parks, Recreation, and Trails System Master Plan
AMENITY CURRENT
NO.
CURRENT
LOS FUTURE LOS TARGET LOS
CURRENT
NEED
FUTURE
NEED
Baseball Fields (Youth) 14 1 per 9,991 1 per 14,810 1 per 12,914 0 3
Softball Fields (Youth) 11 1 per 12,715 1 per 18,849 1 per 26,073 0 0
Basketball Courts*11 1 per 12,715 1 per 18,849 1 per 8,477 6 14
Soccer Fields (Youth) 14 1 per 9,991 1 per 14,810 1 per 12,646 0 3
Football Fields 3 1 per 46,623 1 per 69,111 1 per 51,719 0 2
Multi-purpose Fields 9 1 per 15,541 1 per 23,037 1 per 10,792 4 11
Tennis Courts (Outdoor)17 1 per 8,228 1 per 12,196 1 per 5,818 8 19
Multi-Purpose Courts 12 1 per 11,656 1 per 17,278 1 per 36,979 0 0
Playground Units 26 1 per 5,180 1 per 6,911 1 per 4,804 3 17
Cricket Fields 0 1 per 0 1 per 0 1 per 110,936 2 2
Skate Park 1 1 per 139,869 1 per 207,334 1 per 109,798 1 1
Swimming Pools (Out-
door) 2 1 per 69,935 1 per 103,667 1 per 67,004 1 2
Dog Parks 2 1 per 69,935 1 per 69,111 1 per 76,610 0 1
*Does not include half courts
AMENITY LEVEL OF SERVICE
The NRPA provides standards for levels of service for facilities and park amenities as well as overall park acreage. For
facilities and amenities the Level of Service for a particular amenity or facility type is defined as the total population
figure divided by the number of that particular amenity or facility found in the City. Table 4.14 below shows current
and future needs to achieve LOS targets. The target LOS is based on the NRPA 2021 Agency Performance Review for
communities with a population between 100,000 to 250,000.
The NRPA provides benchmarks for park acreage and amenities based on the population size of the community. By
2040, Denton will likely exceed 250,000 in population, therefore moving to another classification for population size
according to the NRPA. Within NRPA guidelines, as a city’s population increases so too will the number of residents
served by each facility, meaning there are fewer facilities per resident. Based on NRPA standards, if the City builds the
amenities needed to satisfy the NRPA standards for cities between 100,000 - 250,000 residents, the City will exceed
the 250,000 amenity targets.
Table 4.14 Current and Target LOS for Park Amenities
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Carl Young Jr. Park Carl Young Jr. Park Mack ParkMack Park
Milam ParkMilam Park 4 | Parks 68
STANDARDS BASED NEEDS ASSESSMENT STANDARDS BASED NEEDS ASSESSMENT
KEY TAKEAWAYSKEY TAKEAWAYS
• The current developed parks meet the low benchmark for Neighborhood and Community
Parks and do not meet the high benchmark for the overall park system. There is a deficit in
acreage to meet the high benchmark for the park system.
• There is a current need for multi-purpose fields, basketball courts, tennis courts, cricket fields,
skate parks, and outdoor swimming pools.
• There is a future need for most amenities based on the target LOS defined by the NRPA.
• The Hunter and Cole Ranch Master Planned Communities have development agreements
which require them to provide parks and trails within their development. This plan assumes
they will be built out by the 2040 planning horizon to meet developed park benchmarks.
• Only 48% of the residents are within a 10-minute walk to a park. Constructing additional
parks and trails where gaps currently exist will increase the overall accessibility of the parks
system.
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69 City of Denton Parks, Recreation, and Trails System Master Plan
Public Meeting Activity Public Meeting Activity
DEMAND BASED APPROACH
A community’s parks and recreation system should be in alignment with the preferences of the system’s users
and members of the community. Their input is essential in planning and designing park facilities, open spaces,
and recreational programs that are desired by and serve the unique needs of all community members. The
demand-based approach utilizes the community’s needs and desires to determine improvements to the park
system. This analysis was completed through online surveys, public meetings with residents and specific
stakeholder groups, and discussions with the Master Plan Focus Group. This section highlights key findings
from the engagement process, revealing what facilities and amenities residents most desired. Additional
discussion on the overall public input findings can be found in Chapter 3.
COMMUNITY MEETINGS
The Master Plan process included five public
meetings in 2019 and two in 2021. These
meetings were designed to solicit feedback from
the community for their vision of the parks,
recreation, trail, and open space system in
Denton. The meetings allowed residents a variety
of opportunities to participate and provide their
input on current and future park needs.
• April 22, 2019 (in person)
• April 24, 2019 (in person)
• April 25, 2019 (in person)
• April 25, 2019 (in person)
• May 18, 2019 (in person)
• March 18, 2021 (virtual)
• September 16, 2021 (virtual)
• November 10, 2021 (virtual)
STAKEHOLDER MEETINGS
In addition to the larger community meetings,
the Parks and Recreation Department held
meetings throughout 2019 for specific park
users. The different groups included, but were
not limited to:
• ADA Accessibility Group
• Adaptive Recreation
• Adventure Sports
• Aquatics
• Athletics
• Baseball
• Denton ISD
• Master Gardner Naturalist
• Mountain Biking
While these meetings focused specific interests, sports, and programming needs, there were commonalities
in their requests, including: inclusive facilities for all ages and abilities, improved multi-modal connectivity to
the parks and nature, increased amounts of open space, and new and improved indoor facilities.
Additional visioning meetings were held during the process with City Council, the Parks Board, the Public Art
Committee, and Committee on Persons with Disabilities. These meetings provided useful and actionable input
on the current status of the park systems and its facilities, as well as direction regarding how to shape the
system in the future to best serve all residents in the community.
• Neighboring Cities
• Carnegie Ridge
• Recreation Center
• Senior Center
• Skate Park
• South Lakes
• Soccer
• Texas Womens University (TWU)
• Trails
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4 | Parks 70
PUBLIC SURVEYS
In addition to in-person and virtual public meetings, two public surveys solicited inclusive feedback from the
wider community. The first survey effort began in 2019, prior to the COVID-19 pandemic from February – July.
National Survey Research (NSR) mailed the survey to 10,000 randomly selected residents to reach the response
rate required to ensure the results were statistically valid. Once this was achieved, the survey was offered on
the City’s website and through various social media platforms for the greater public to respond to. The survey
ultimately received 2,028 responses.
A second survey and was conducted entirely online and received 1,283 resident responses during six weeks
from March to May 2021. Both surveys asked residents a series of questions about how they currently used
the Parks System and what they would like to see included in future improvements. Due to the COVID-19
pandemic, the second survey also looked at how parks were used since the pandemic began and determined
how usability and preferences in the parks had changed since the pandemic.
PRE-COVID 19 PANDEMIC SURVEY KEY FINDINGS
Survey respondents who lived within the City
Limits of Denton were nearly evenly distributed
across all districts, with District 2 having the most
respondents.
Respondents were asked to indicate which Parks
facilities they used at least monthly or even more
often:
• Parks (63%)
• Playgrounds (44%)
• Trails (40%)
• Recreation Center (24%)
• Natatorium (18%)
• Water Works Park (18%)
• Dog Park (15%)
• Clear Creek Natural Heritage Center (13%)
• Senior Center (12%)
• Civic Center (9%)
• Skate Park (7%)
• Sprayground (6%)
• Community Garden (5%)
• Disc Golf Course (5%)
Survey results indicated the following top reasons for not using Denton’s recreation facilities:
Residents indicated that classes and programs they were interested in included: outdoor concerts/movies,
outdoor nature programs, kayaking, rock climbing, archery, fitness equipment, group exercise and health/
wellness.
Where respondents live:
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71 City of Denton Parks, Recreation, and Trails System Master Plan
Overall, residents felt the parks were well maintained. Facilities that need the most maintenance improvements
include:
2021 SURVEY KEY FINDINGS
The number of respondents who indicated that they used parks daily or a few times a week decreased after
the onset of the COVID pandemic. Respondents may have visited Parks facilities less frequently during the
pandemic because indoor recreation was limited in the interest of public health. As a result, residents may
have found other ways and places to work out while the recreation centers were closed.
How often did you visit parks or recreation facilities in Denton?
The 2019 survey was conducted prior to the COVID-19 pandemic, and many improvements have been made
to parks in Denton. The follow-up survey in 2021 was used to determine if user preferences had changed
during or due to the COVID-19 pandemic.
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4 | Parks 72
Security and safety were a much higher concern post-COVID-19, likely due to concerns about being in close
proximity indoors. Other reasons preventing people from using parks in Denton are hours of operation,
facilities not meeting resident needs, and a preference for other recreational providers.
What reasons prevent you or other members of your household from using the parks, trails, or
recreation programs offered?
Top outdoor events you or someone from your
household would be interested in attending:
Where respondents live:
Residents want family fun events and access to
locally produced goods.
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73 City of Denton Parks, Recreation, and Trails System Master Plan
Parks and Recreation Trends
Park and recreation trends continuously evolve over time, but since the start of the COVID-19 pandemic access to parks and trails has become even more important. Some recent trends identified by the NRPA include a continued focus on trail connectivity with city parks systems, recognition of the connection between parks and recreation and physical and mental health, a move toward more open passive space and less programmed recreational activities, and a growing interest in multi-purpose spaces that can be used for a variety of activities. The opportunities discussed later in this chapter incorporate these recent trends as well as resident preferences gained from community input.
TRAILSTRAILS
RESTROOM FACILITIES RESTROOM FACILITIES
AQUATICS AQUATICS
The top three outdoor amenities most
important to your household:
When asked what outdoor amenities were
important, the top ten responses were:
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4 | Parks 74
Survey Needs Word Cloud In the word cloud word size
reflects frequency, the larger the
word, the more frequent the term
was mentioned. When asked for
additional input on parks, recreation,
and trails in Denton, residents
recommended they be accessible,
safe, and shaded. They also noted
that trails, tree preservation, outdoor
spaces, and restrooms are important
for the parks system.
Age Groups Represented in your Household
(Select all that apply):
DEMAND BASED ASSESSMENT KEY TAKEAWAYS
• Based on the results of the surveys and outreach, the amenity residents are most eager to see
is an interconnected trail system across the city.
• Additional aquatic facilities and splash pads are also desired by the community.
• Top outdoor facilities desired include trails, restrooms, and aquatics.
• Survey results also suggest residents want park amenities such as playgrounds, open space,
restrooms, benches, and shade trees.
• When asked what amenities they favored in new recreation centers, residents named space for
group classes, indoor playgrounds, and a walking track.
The chart to the left shows the
age distributions within surveyed
households. A total of 348
households (19.5%) indicated they
included children under ten, while
a total of 608 households (34%)
included children under 18 years old.
A majority of survey respondents
(1035 households and 58% of the
total) lived in households with
no children. Finally, the fewest
respondents fell into the 75+ age
group (83 households, or 4.6% of the
total). The amenities, facilities, and
programming residents look for in
their parks changes according to their
age and lifestyle. This is important
to consider when prioritizing future
growth.
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75 City of Denton Parks, Recreation, and Trails System Master Plan
RESOURCE BASED APPROACH
The third element of the needs assessment is the resource based approach. This method identifies existing
resources that have the potential to be utilized as future parks, recreation, trails, and open spaces. These
spaces can help fill the gaps in the park service area and increase accessibility for all residents. For the City of
Denton, strategies for future growth that would provide the most benefit to residents include: transforming
city owned land into park land, utilizing and preserving existing natural features to expand the park system,
working cooperatively with schools to allow resident use of their playgrounds and fields, and continuing to
include a parks component in future.
These strategies aim to make use of land within Denton that is currently underutilized and presents the best
opportunity to increase access for underserved areas and improve the overall system. Figure 4.16 shows how
incorporating these park resources would expand Denton’s parks network.
CITY OWNED LAND
The City owns land throughout Denton. This is
land that could potentially be utilized for public
services and to create future parkland. There are
opportunities to create joint use facilities on public
property through departmental coordination and
site design. Opportunities could include stormwater
management, easements, rights-of-way design,
schools, libraries, and civic buildings. Figure 4.16
shows the location of city owned parcels in the city.
There are numerous city owned parcels in areas
not currently within the 10-minute walk service
area.
NATURAL FEATURES
The City of Denton contains within its borders
a number of significant natural features. These
include:
• Clear Creek Heritage Park
• Floodplains
• Creeks
• Easements (Conservation and Access)
Preserving these natural features in the parks
system will allow opportunities for passive
recreation, education, flood management, and
maintaining connections between existing parks
assets. Figure 4.16 maps the city’s natural features. SCHOOLS AND RELIGIOUS ORGANIZATIONS
Another strategy to increase park accessibility
in underserved areas is to partner with schools
through shared use agreements to allow city
residents to use their playgrounds and fields.
Through shared use agreements between the City
and school district, school playground areas can
be used by the community during specified times,
such as after school hours, therefore improving
access to recreational amenities. By continuing to
partner with the school district, these facilities can
continue to improve access to parks and recreation
in Denton. The City could also potentially partner
with other religious or secular organizations that
might provide residents with access to additional
gyms, parks, and open space.
MASTER PLANNED COMMUNITIES
Future Master Planned developments in Denton
include Hunter Ranch and Cole Ranch. Currently
these sites are mostly undeveloped land outside
the current parks service area. Existing agreements
between the City and developers ensures that
these communities will include extensive parkland,
including trails, local parks, community parks, and
greenways. The incorporation of these parks and
trails will create a more complete and accessible
park system.
RESOURCE BASED
APPROACH KEY
TAKEAWAYS
• Continued partnerships with Denton
ISD can increase access to recreation in
areas where there are currently gaps in
the system.
• Floodplains can be integrated into the
recreation system in Denton to help
preserve open space and to provide for
context-sensitive recreational amenities
that are sensitive to maintaining natural
features.
• Master Planned developments in existing
undeveloped areas can integrate parks
and trails into their site plan to serve
residents of the community.
• Current vacant and underutilized
city owned property can incorporate
recreational amenities to improve access
to parks, recreation, trails and open
space.
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Figure 4.16 Resource Based Assessment
4 | Parks 76
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Southwest Park Undeveloped Parkland Southwest Park Undeveloped Parkland
77 City of Denton Parks, Recreation, and Trails System Master Plan
OPPORTUNITIES
Based on the needs assessment and community engagement, a series of opportunities have been identified
The needs assessment process together with citizen input provided through survey data revealed a number of
opportunities to further enhance the park system and expand its offerings as the City continues to grow. The
themes presented here are incorporated into the action plan as specific strategies in Chapter 9.
INCREASE ACCESS TO PARKS
The City of Denton is expected to grow by an additional XX% by 2040; with this anticipated growth, the need
for more park facilities will also increase. There are a number of strategies that can improve access to parks.
Develop and program currently undeveloped parkland.
The City currently has approximately 1,000 acres of undeveloped parkland; this is acreage that is owned and
maintained by the Parks and Recreation Department but is not yet developed with amenities. While some
undeveloped parkland is intended to be more passive, natural space, the spaces that are meant to be active
parks like Neighborhood or Community Parks should be prioritized for development to increase overall park
coverage.
Fill in gaps in the 10-minute walk to a park service area.
As presented earlier in the chapter, roughly 52% of current residents in Denton live further than a 10-minute
walk to a park. Many portions of the City that are outside of the 10-minute walkshed are sparsely developed
areas or areas that are part of a future Master Planned developments. These Master Planned areas are required
to provide parkland to serve their residents. Because these service gaps in currently undeveloped areas of
the city will be alleviated by master plan development, efforts to increase the 10-minute walkshed should
focus on more developed parts of the city, including areas to the south and west of downtown and areas in far
southern Denton. Additionally, the city should improve the 10-minute walk service area by acquiring access
easements where possible.
Continue to require parkland dedication with new development.
Denton currently has a parkland dedication ordinance that requires that developers either dedicate a portion
of their development to parkland or pay a fee in lieu of this allotment that is then directed toward new park
development. This is a critical tool that cities use to ensure that new development helps pay for growth.
The parkland dedication ordinance should be reviewed and updated every few years to ensure that the
requirements reflect the true cost to acquire land and develop park amenities.
Explore partnerships for access to park areas.
There are other entities within Denton that have park spaces and associated amenities such as the school
district, universities, religious establishments, and the County. The Parks and Recreation Department already
has existing partnerships with the school district such as at the aquatics center. Additional partnerships could
include, for example, shared use agreements to use playground areas associated with schools at certain times
of day.
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Clear Creek Natural Heritage Center Clear Creek Natural Heritage Center 4 | Parks 78
BALANCED NATURAL AREAS AND PROGRAMMED SPACES
Situated at the crossroads of the Blackland Prairie and Cross Timbers ecoregions, Denton has a diverse
natural habitat that both residents and city leaders prioritize preserving. The parks system offers several
opportunities to preserve and celebrate the natural beauty of Denton.
Emphasize open space and tree preservation.
Throughout this plan process, a key theme that has
emerged is the desire to preserve open space and
trees. In a community that is rapidly growing like
Denton it can be difficult to strike a balance between
accommodating new growth and maintaining natural
areas. Of the roughly 5,000 total acres in the parkland
system, 58% are categorized as preserve, meaning
that these sites are intended to be kept in a natural
state with limited passive amenities. This percentage
is higher than peer communities of Arlington, Frisco,
Lewisville, McKinney, and Plano. In order to ensure that
open space preservation remains a priority, a target
should be set that corresponds to the percentage of
park space that is continually maintained as a natural
preserve. According to the Urban Forest Master Plan,
the current tree canopy accounts for approximately
28% of the City’s land area and the goal for 2040 is for
the citywide tree canopy to be 40%. Parks, especially
nature preserves, can play a critical role in increasing
the tree canopy in a community.
Incorporate opportunities for outdoor education.
Hand’s-on, outdoor learning is a great way to expose
students and staff to the beauty and benefits of the
natural environment. Parks, particularly natural areas,
can serve as an outdoor laboratory for students
learning about native flora and fauna. Amenities
that can be added to park spaces to help encourage
outdoor learning include interpretative signage,
outdoor classrooms, and nature centers.
Implement recommendations for the Clear Creek
Natural Heritage Center.
The Clear Creek Natural Heritage Center is a 2,835-
acre preserve located in the northeastern corner
of Denton that was recently brought under the
purview of Parks and Recreation. In 2014, the City
prepared a master plan for the site to help guide the
development of future programming and amenities.
The master plan proposed a 20,000 SF multi-use
facility to accommodate nature and sustainability
classes, programs, workshops, and events. The facility
is intended to be designed with sensitivity to the
surrounding landscape. In terms of programming, the
2014 plan recommended educational programming
that focused on the local environment and its
conservation and restoration, sustainability, and the
cultural heritage of the region.
Integrate sustainability initiatives into the
parks system.
There is an intrinsic connection between
sustainability and parks and recreation, particularly
as it relates to environmental sustainability. A
simple definition of sustainability is to meet the
needs of today without comprising the ability of
future generations to meet their needs. Parks and
recreation can help achieve broader sustainability
in several ways, many of which the City of Denton
is already doing or actively pursuing:
• Parks and open space provide a respite from
urbanized areas and can attribute to better air
quality and health outcomes for residents.
• Parks can serve as a prime example for
integrating green infrastructure opportunities
and energy-efficient features within the
community.
• Tree canopy coverage can help reduce the heat
island affect that is prevalent in urban areas.
• Transportation alternatives like trails and
bikeways can help reduce the overall carbon
footprint in a community.
• Interpretative signage can help educate and
celebrate the natural habitat and wildlife found
within Denton.
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Morgan’s Wonderland, San AntonioMorgan’s Wonderland, San Antonio
Sensory Wall, PlayGrand, Grand Prairie Sensory Wall, PlayGrand, Grand Prairie
Accessible Swing, Fred Moore Park Accessible Swing, Fred Moore Park
79 City of Denton Parks, Recreation, and Trails System Master Plan
DEVELOP EQUITABLE AND ACCESSIBLE PARK SPACES
As shown in the overall goals for this plan, equity and access are two key components that were emphasized
by the public and stakeholders during this process. Equity refers to ensuring all residents have the opportunity
to experience similar parks and amenities. Access refers to the ability of all patrons to reach parks facilities
safely and travel within park space with ease.
Make strategic accessibility improvements both to and within park spaces.
The 10-minute walk service standard requires a walk to the park that is safe and accessible by everyone.
Accessibility and safety improvements could include sidewalks, trails, and safe intersection crossings. Making
strategic improvements to accessibility immediately surrounding certain parks would increase the 10-minute
walkshed service area. Access is not only important to get to a park but is also crucial once you are inside a
park. In the park audit review that was completed as part of this master plan process, several deficiencies
were noted related to amenities within parks that were not accessible to all patrons. In order to conduct a
comprehensive analysis of ADA accessibility issues, the City is currently working on an ADA Transition Plan
that will identify and prioritize accessibility changes to public facilities.
Prioritize the addition of more all-inclusive play features.
Standard play equipment cannot safely be used by all children; those with physical, cognitive, or sensory
needs require different types of equipment to be able to safely play. All-inclusive play equipment allows all
children to play on the same equipment together. There is all-inclusive play equipment, such as swings, at
several parks in Denton, but residents and stakeholder groups expressed an interest in additional inclusive
play amenities on both the north and south side of Denton.
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Carl Young Sr. Park Carl Young Sr. Park
Toyota Music Factory Performance VenueToyota Music Factory Performance Venue 4 | Parks 80
UPDATE AND ENHANCE AMENITY
OFFERINGS
With 43 developed parks and multiple facilities,
there are needs at any given time to replace,
repair, or enhance amenities within parks.
The following opportunities represent needed
amenities based on the needs assessment, public
input from residents, and recent trends and best
practices.
Prioritize amenities residents want the most.
Through the two surveys and various in-person
public meetings, city residents identified those
amenities they most wanted the city to add to
its parks. Two amenities that residents wanted
but the city currently lacks in sufficient supply
are spraygrounds and performance venues.
Spraygrounds are a very popular amenity
for children and are much less expensive to
maintain than a traditional swimming pool.
Many communities are beginning to transition
older outdoor pools to spraygrounds. In Denton
today there is only one sprayground located
in Carl Young Sr. Park, but more are planned
for future parks. Given the size of Denton, the
community could likely support an additional 3-4
spraygrounds distributed throughout the system.
Current planned spraygrounds in Denton include:
• Expanding Carl Young sprayground
• Briercliff
• Rayzor Ranch
• Denia Park
• Southwest Park
• Cole/Hunter Ranch
Additionally, the City is seeking to incorporate
performance venues of various sizes throughout
the system to encourage concerts and other
events in parks. In conjunction with this master
plan process, a series of opportunities for
additional performance venues within the park
system were identified at Quakertown Park,
Rayzor Ranch Park, and within the downtown
area. See the Appendix for a summary of the
performance venue assessment and associated
recommendations.
Integrate unique amenities that do not exist in
Denton today.
Parks and recreation trends are continuously
evolving. Some recent trends that could be
incorporated into parks in Denton include fitness
stations within parks and along trails, bocce courts,
and mazes. Installing outdoor fitness stations
adjacent to playgrounds would encourage adults
to stay active while watching their children on the
playground. Bocce courts are long, narrow courts
(roughly 90 x 13 feet) that are either natural soil or
asphalt surface. The sport originated in Europe but
has become popular in the United States. Finally,
creative ways to get residents out into nature such
as a labyrinth built into a park could be a unique
amenity.
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Statue in North Lakes Dog ParkStatue in North Lakes Dog Park
Wi-Fi in Park (Plano, TX) Wi-Fi in Park (Plano, TX)
New Denton SignageNew Denton Signage
81 City of Denton Parks, Recreation, and Trails System Master Plan
Incorporate technology into parks.
Our world is becoming more digital; while parks
should primarily be a place to interact with nature,
there are strategic technology improvements that
can be incorporated into parks to enhance the overall
experience. Examples include:
• Installing wi-fi hotspots within parks to encourage
students to study or adults to remote work within
parks;
• Adding QR codes in parks and along trails so
visitors can scan and learn about what is offered
at the site or learn about the unique natural or
historical elements of the park;
• Installing digital kiosks in high traffic areas that
incorporate interactive displays about what the
park features; and,
• Integrating gaming opportunities like geocaching
or virtual reality in parks.
Integrate arts and culture into the parks.
Denton has a vibrant arts and culture scene, which
is evident in many areas of the City, particularly
downtown and near the universities. Parks are another
public area to foster artistic and cultural endeavors.
Public art like the sculptures at Quakertown Park are
a great way to showcase local artists and allow people
to interact with art within a park. Interpretative
signage is another way to educate visitors about local
history and culture. Finally, continuing to host events
at parks is one of the best ways to showcase local
culture.
Implement a consistent brand throughout the
parks system.
Since many of the parks within Denton were built at
different times, some of the entry signs and signage
within the parks are not consistent. In order to
portray a unified brand, the City should incorporate a
consistent branding package for all entry, regulation,
and directional signage to be implemented over time.
Increase shade opportunities throughout parks.
Given the warm climate, shade is an important
element within parks to create a comfortable and
healthy environment. Building shade structures at
playgrounds, adding more pavilions, and planting
additional trees are all useful ways to provide shade.
Some of the existing playgrounds within the park
system have shade structures but many do not;
adding shade structures would allow the equipment
to be used for more hours of the day during the
summer months. Additionally, many pavilions within
Denton are outdated and should be replaced with
updated, larger structures. Finally, adding more trees in parks would also increase the overall tree canopy
coverage which is consistent with citywide goals.
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Parks and Rec Logo Parks and Rec Logo 4 | Parks 82
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83 City of Denton Parks, Recreation, and Trails System Master Plan
5North Lakes Rec CenterNorth Lakes Rec Center
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84
• INVENTORY
• NEEDS ASSESSMENT
• RECOMMENDATIONS
• SUMMARY
• OPPORTUNITIES
INDOOR RECREATION &
AQUATICS
Denia Rec CenterDenia Rec Center
Water Works ParkWater Works Park
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85 City of Denton Parks, Recreation, and Trails System Master Plan
MAP
ID FACILITY SIZE (SQ FT)YEAR BUILT
(ADDITIONS)ADDRESS
1 MLK Jr. Recreation Center 21,560 1989 1300 Wilson St.
2 American Legion Senior Hall 7,600 1957 (2003, 2021)629 Lakey St.
3 Denia Recreation Center 17,415 1979 (1999)1001 Parvin St.
4 Senior Center 19,430 1977 (1990, 2010) 509 N. Bell Ave.
5 Civic Center 27,741 1966 321 E McKinney St.
6 North Lakes Recreation Center 17,417 1979 (1999) 2001 W. Windsor Dr.
7 Natatorium 36,896 2003 2400 Long Rd. 8 Water Works Park
9 Civic Center Pool N/A 1966?, (2016)515 N. Bell Ave.
10 Carl Young Sr. Sprayground N/A 2017 327 S Wood St.
Table 5.1 Recreation Facility Inventory
INVENTORY
There are ten indoor recreation and aquatic
facilities in Denton, located primarily within the
288/I-35 Loop. The facilities include three main
recreation centers, two senior centers, a civic
center, one natatorium, and three outdoor aquatic
facilities. Figure 5.1 shows the location of the
existing facilities and their general service area and
Table 5.1 inventories the existing facilities. The map
shows the underserved areas of Denton, including
southern and southwestern Denton, northern
Denton, and eastern Denton. This section details
observations and opportunities to improve each of
the facilities. Denton’s three recreation centers act
as hubs for community life; Denia is the outdoor
programming hub, North Lakes is the fitness hub,
and MLK Jr. is the community center hub. The City
has taken a neighborhood approach to providing
recreation centers that serve the immediate area,
rather than large centers that draw people from
across the city and beyond. Moving forward the
focus is to have each center have components of all
elements of indoor recreation including inclusive
and adaptive recreation.
INTRODUCTION
Indoor recreation and aquatic facilities are
important to the residents of Denton; the
facilities are well used and they provide a variety
of programs and activities, as noted in the needs
assessment page 102. The purpose of this chapter
is to establish an inventory of existing indoor
recreation and aquatic facilities in Denton, assess
the overall needs for these facilities today and in
the future, and create recommendations to meet
future needs and demands. The inventory and
recommendations included in this project are
largely based on the 2019 Indoor Recreation Study.
INDOOR FACILITIES
The following pages offer a catalog of existing facilities and their current conditions in Denton. While there
are numerous facilities in Denton, many need expansion and repair to better serve the community.
There are underserved areas of Denton where new facilities would help fill the gaps and improve the
overall level of service as the community grows.
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5 | Indoor Recreation & Aquatics86
Figure 5.1 Aquatic Facilities and Indoor Recreation Centers
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Cardio-Weight RoomCardio-Weight Room
GameroomGameroom
MLK Jr. Rec Center EntryMLK Jr. Rec Center Entry
87 City of Denton Parks, Recreation, and Trails System Master Plan
Figure 5.2 MLK Jr. Rec Center (1)MLK JR. RECREATION CENTER
The MLK Jr. Recreation center is located just to
the southeast of downtown. It was built in 1989
and is approximately 21,500 square feet. Over
19,000 residents live within a 5-minute drive from
the facility which prior to COVID, had an average
of 70,000 visitors per year. The facility provides a
variety of programs and services for the users.
Amenities
• Wood Floor Gymnasium
• Combined Cardio-Weight Rooms
• Game Room
• Three (3) Multi-Purpose Rooms
• Small Kitchen
Recommendations
Based on the expected population growth, the
industry LOS standard, and the 2019 needs
assessment results, the following facility
enhancements are recommended:
• Expansion of the site by approximately 28,000
square feet to meet the 1.25 square feet per
resident industry standard. Expansion could
include:
› A larger gymnasium
› Additional storage areas
›Separate fitness area
› Lockers rooms, and
›Office space.
• The expansion could also include the addition
of an indoor playground which was identified
as a desire of the community via the 2019
needs assessment.
Facility Assessment
The following issues and deficiencies were
identified during an assessment of the facility:
• Lack of storage space for program equipment
and supplies.
• Lack of sufficient office space for employees.
• Cardio-weight room is not large enough to
accommodate needs.
• Minor ADA compliance issues throughout
facility.
• The roof was replaced in 2020.
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Legion Senior Hall Legion Senior Hall
Figure 5.3 American Legion Senior Hall (2)AMERICAN LEGION HALL SENIOR CENTER
The American Legion Senior Hall is currently
undergoing renovations. When completed, the
north building will be 2,600 square feet and the
new south building will be 5,000 square feet
for a total of 7,600 square feet. The facility is a
community gathering place for seniors. Sewing,
exercise classes, table games, puzzles, and bingo
are offered as social activities for seniors; health
benefits include lunches for seniors, health
screenings, and health seminars. The renovations
will offer seniors more health and wellness
opportunities. The computer room will increase
educational opportunities, the cardio room will
provide opportunities for health and wellness,
and small meeting rooms will allow for a variety
of programming and networking. The outdoor
patio will allow social opportunities and extend to
outdoor events in the park.
Amenities
• Cardio Room
• Large Multi-Purpose Room
• Prep Kitchen
• Outdoor Patio
• Computer Room
• Classroom
Recommendations
The property is currently undergoing renovations;
therefore there are no proposed recommendations
for the facility at this time. 5 | Indoor Recreation & Aquatics88
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Figure 5.4 Denia Rec Center (3)DENIA RECREATION CENTER
The Denia Recreation Center is located just south
of I-35 in Denia Park. It was built in 1979 and
expanded in 1999 to make the facility 17,400 SF.
Over 12,000 residents live within a 5-minute
drive of the facility which is heavily used by the
community with an annual average of 76,000
visitors. There is currently insufficient storage
space throughout the building. The gymnasium is
also in need of improvements and expansion, and
new amenity offerings not found in Denton could
increase usage of the facility.
Amenities
• Combined Cardio-Weight Room
• Indoor Basketball Court
• Game Room with Public Computer
• Indoor Rock-Climbing Wall
• Wildflower Garden
• Three Multi-Purpose Rooms
• Outdoor Recreation Programming Recommendations
The neighborhood around Denia Rec Center is
expected to add an additional 700 households by
2040. To accommodate the anticipated growth and
to meet the industry LOS standard, and the 2019
needs assessment results, the following facility
enhancements are recommended:
• Expansion of the site by approximately 23,000
square feet to meet the 1.25 square feet per
resident industry standard. Expansion could
include:
› A larger or second gymnasium,
› Additional storage areas,
›Separate fitness area,
› Lockers rooms,
›Office space,
›Expanded rock climbing wall,
›E-Sports programming, and
›Dedicated computer lab.
• Several upgrades and renovations are needed
to address the issues listed above and bring
the facility to the industry LOS. However, a full
facility assessment including a structural
assessment, should be conducted to decide
if renovation or rebuilding is more cost
efficient.
Facility Assessment
The following issues and deficiencies were
identified during an assessment of the facility:
• Lack of storage space for program equipment
and supplies.
• Lack of sufficient office space for employees.
• The gymnasium is in need of improvements
including a new floor, new basketball goals,
additional spectator seating, and lighting
upgrades.
• The combined cardio-fitness room is undersized
for the number of residents it serves, lacks
sufficient air circulation and ventilation, and
needs new flooring.
• General maintenance and upgrades are needed
throughout the facility including, electrical
upgrades, converting lighting fixtures to LEDs,
cabinet and counters upgraded.
• Minor ADA compliance issues throughout
facility.
• Restrooms are undersized, no locker room or
sufficient changing space.
• Poor identification for the facility, lacks curb
appeal.
• Roof replacement completed in April 2021.
• Currently adding an ESports room to the
existing center.
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LibraryLibrary
Senior Center HallwaySenior Center Hallway
Senior Center Entry Senior Center Entry
Figure 5.5 Senior Center (4)DENTON SENIOR CENTER
The Denton Senior Center is located in downtown
Denton and is approximately 19,000 SF. It was
originally constructed in 1977 and was expanded
in 1990 and 2010.
Over 27,000 residents live within a 5-minute
drive of the facility which is heavily used by the
community with an annual average of 118,000
visitors.
Amenities
• Fitness Room
• Woodshop
• Game Room
• Library
• Multi-Purpose Rooms
Facility Assessment
The following issues and deficiencies were
identified during an assessment of the facility:
• Lack of storage space for program equipment
and supplies
• Lack of sufficient parking, especially during the
summer hours when the adjacent Civic Center
Pool is in operation.
• The facility is disjointed from the expansions
completed over time, there are multiple grade
changes, inconsistent flooring types and
textures, awkward passageways and overall
lack of flow through the facility.
• Lack of sufficient space in the kitchen.
• The combined cardio-fitness room is undersized
and awkwardly shaped.
• The social spaces are undersized while the
hallways and library and underutilized square
footage.
• Outdoor spaces and amenities are limited.
• There is no gym space and lack of programmable
space for fitness programs.
• The multipurpose room which is used for
gatherings and special programs is uninviting
and lacks natural light.
• Minor ADA issues throughout the facility.
• Front desk/reception area is positioned
awkwardly off to the side.
• Lighting upgrades needed throughout.5 | Indoor Recreation & Aquatics90
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Recommendations
The trend in the industry is moving towards large active aging and wellness centers for those 50+. Active
adults are no longer content to sit in a room and play bingo, they are seeking recreational facilities which offer
a multitude of amenities to promote a mind, body, and community approach to aging and wellness. In light of
the issues identified above and the feedback gathered through the numerous community engagement events
and needs assessment, serious consideration should be given to rebuilding and relocating the center. It
is recommended a new facility consider the following:
• Fitness room - Equipment provided should focus on maintaining strength and balance.
• Gymnasium - the gymnasium space should be as flexible as possible to accommodate a variety of activities.
Some possible amenities include basketball hoops, soccer goals, striping for pickleball courts, volleyball
systems, and golf practice nets. A wood floor or a poured in place poly floor with a thicker padding should
be considered.
• Locker rooms and changing facilities sufficient to meet the size of the facility.
• Pool- warm water swimming facilities provide space and opportunity for low impact fitness classes,
therapeutic classes, and lap swim. Equipment which provides currents could also be considered.
• Classroom/multipurpose room space - to meet the needs of teaching classes, offering programs,
reservable space. These areas should incorporate technology and include space for computer usage.
• Multi-functional social spaces - areas should be incorporated into the design to promote formal and
informal social interaction.
• Outdoor space - outdoor patio and garden space should be considered to provide additional
programming space and space for passive activities.
• Child Care - Incorporating a childcare facility for those active adults who care for their grandchildren
could be a key attraction.
A new facility would need to be built before the existing senior center could close to ensure continuity in
recreation offering for the older adult community.
Multi-Purpose RoomMulti-Purpose Room
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Civic Center CourtyardCivic Center Courtyard
Civic Center Entry Civic Center Entry
Civic Center ParkingCivic Center Parking
Figure 5.6 Civic Center (5)DENTON CIVIC CENTER
The Denton Civic Center is located in downtown
Denton, next to the Senior Center within
Quakertown Park. This facility was built in 1966
and is approximately 27,700 SF. It was designed
by Texas architect O’Neil Ford as a venue for
weddings, banquets, community events, trade
shows, and private events.
As a cultural arts and music destination, this facility
could be better utilized as a fully functioning “civic
center” and event space. It is in good condition,
with a kitchen and meeting rooms. The current
function of the facility is primarily for storage to
meet the needs from other PARD facilities. There
is a general lack of gymnasium space in Denton, so
this center is sometimes used to facilitate indoor
sports needs such as soccer, pickleball, dance, and
summer camps.
Amenities
• Indoor Rotunda
• Outdoor Covered Plaza
• Three (3) Meeting Rooms
• Full Catering Kitchen
• Walking Track
Recommendations
In the future, the Center should function as a
true civic center, not for department storage.
Improvements and expansions to other recreation
centers in the city will reduce the need to use
the center for storage and gymnasium spaces.
Programming and marketing can bring new life to
the civic center.
Facility Assessment
The following issues and deficiencies were
identified during an assessment of the facility:
• Lack of sufficient office space for employees.
• General maintenance and upgrades are needed
throughout the facility including converting light
fixtures to LEDs and audio/visual equipment
upgrades including new larger screen.
• Catering kitchen upgrades are needed to allow
for more efficient use by rentals including,
warming ovens, open shelving, and new
flooring.
• Water damage issues identified along upper
windows need to be assessed and addressed.
• When a large event is being held, it is difficult to
access the other meeting rooms. 5 | Indoor Recreation & Aquatics92
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Figure 5.7 North Lakes Rec Center (6)NORTH LAKES RECREATION CENTER
The North Lakes Recreation Center is located in
northwest Denton within North Lakes Park. The
recreation center was constructed in 1979, was
expanded in 1999, and is approximately 17,400 SF.
This facility operates at full capacity; the facility
is small compared to the population it is meant
to serve and does not meet the needs of the
community. Over 15,000 residents live within a
5-minute drive of the facility which operates at
full capacity with an average of 100,000 visitors
annually. North Lakes is the only facility in Denton
to offer therapeutic recreation services, and the
needs exceed the ability to provide the service.
There is ample parking at the facility, and it is
adjacent to the Goldfield Tennis Center and the
North Lakes Driving Range.
Amenities
• Cardio Room
• Weight Room
• Indoor Basketball/Volleyball Court
• Three Multi-Purpose Rooms
Recommendations
To accommodate the current programming needs,
accommodate the anticipated growth, and to meet
the industry LOS standard, the following facility
enhancements are recommended:
• Expansion of the site by approximately 19,000
square feet to meet the 1.25 square feet per
resident industry standard. Expansion could
include:
› A larger or second gymnasium,
› Additional storage areas,
›Separate fitness area,
› Lockers rooms,
› Elevated walking/running track,
›Separate free weight and cardio areas,
›Studio fitness rooms,
›Crossfit area,
›Office space,
›Outdoor lighted basketball courts
›Covered outdoor fitness area, and
›Outdoor fitness equipment.
• Several upgrades and renovations are needed
to address the issues listed above and bring
the facility to the industry LOS. However, a
full facility assessment including a structural
assessment, should be conducted to decide if
renovation or rebuilding is more cost efficient.
Facility Assessment
The following issues and deficiencies were
identified during an assessment of the facility:
• Lack of storage space for program equipment
and supplies.
• Lack of sufficient office space for employees.
• The gymnasium is in need of improvements
including new basketball goals, additional
spectator seating, and lighting upgrades. The
gymnasium is undersized for the volume of
users it serves.
• The combined cardio and fitness rooms are
undersized and need new flooring.
• General maintenance and upgrades are needed
throughout the facility including, electrical
upgrades, converting lighting fixtures to LEDs,
and upgraded cabinets and counters.
• The multi-purpose rooms lack storage and are
undersized for the programs they house.
• Minor ADA compliance issues are present
throughout the facility.
• Restrooms are undersized, no locker room or
sufficient changing space.
• Poor identification for the facility, lacks curb
appeal.
• Roof replacement was completed in June 2021.
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Figure 5.8 Natatorium (7)DENTON NATATORIUM
The Denton Natatorium is located in northern
Denton, on the same site as the Skate Park and
Water Works Park. The facility was built in 2003
and encompasses approximately 37,000 SF. It is a
shared facility with the Denton Independent School
District (DISD) and serves varying grades, abilities,
programs and swim teams. When the Natatorium
was built, there were two high schools, now there
are four, which limits public swim abilities during
the ISD’s swim season.
The Natatorium, including admissions, programs,
spectators and contractors, serves over 110,000
annual guests (based on the 18-19 FY Annual
Report).
Amenities
• 25-meter x 25-yard Competition Pool (10
lanes)
• Stadium Seating and Observation Area
• Leisure/Therapy Pool
• Three (3) Diving Boards
• Water Slide
• Locker Rooms with Showers
• Restrooms
• Two Family Changing Rooms
• Classroom
• DISD Locker Room
Recommendations
Based on expected population growth, the industry
LOS standard, 2019 aquatic assessment, and the
2019 needs assessment results, the following
facility enhancements are recommended:
• Expansion of the site to add approximately
60,000 SF multi-generational recreation center.
Expansion could include: indoor playground,
family changing rooms, fitness areas, party/
training classrooms, expanded locker rooms,
office space, additional pool areas, additional
pool amenity/play structure, flex space for
rentals/DISD class usage/programming.
• Evaluate building structure to address cracking.
• Renovate pump room to address aging
equipment, underground piping, filter/pump/
heater upgrades, and mechanical upgrades.
• Expand stadium seating area and include
additional/separate HVAC.
• Create CMP/CIP guidelines and establish annual
funding to support CM needs for preventative
maintenance, ADA compliance, technology
upgrades, lifecycle replacement on equipment,
signage and facility enhancements.
• Increase facility safety by adding cameras and
integrated sound system throughout building.
Facility Assessment
The following issues and deficiencies were
identified during an assessment of the facility:
• Lack of storage space for program equipment
and supplies
• Lack of sufficient office space for employees
• Programmable/rentable classroom space is
limited and thus limits revenue capabilities
• Lack of space for expanded DISD school district
students/athletes
• ADA compliance issues throughout facility
• Spectator seating is too small without adequate
HVAC circulation over it
• Cracks in exterior walls
• No CMP/CIP planning guidelines in place to
address allocation of needed funds for repairs/
upgrades/signage/renovations
• Lacks safety controls in cases of incident/
accident and theft 5 | Indoor Recreation & Aquatics94
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Denia Group Class RoomDenia Group Class Room
Denia Rock-Climbing WallDenia Rock-Climbing Wall North Lakes Cardio RoomNorth Lakes Cardio Room
Natatorium Water SlideNatatorium Water Slide
MLK Jr. Wood Floor GymMLK Jr. Wood Floor Gym North Lakes Rec CenterNorth Lakes Rec Center
Denia Indoor Basketball CourtDenia Indoor Basketball Court
Natatorium PoolNatatorium Pool
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Water Works Park Wave PoolWater Works Park Wave Pool
Civic Center PoolCivic Center Pool 5 | Indoor Recreation & Aquatics96
OUTDOOR AQUATICS
Denton has three outdoor aquatic facilities: the Water Works Park, Civic Center Pool, and the Carl Young Jr.
Sprayground. These are heavily used facilities that are open seasonally for Denton residents and surrounding
communities. These facilities have not had significant investment in recent years and need lots of
improvements to continue to serve the community.
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97 City of Denton Parks, Recreation, and Trails System Master Plan
Water Works Park Children’s Pool Water Works Park Children’s Pool
Water Works Lazy RiverWater Works Lazy River
Water Works Park EntryWater Works Park Entry
Figure 5.9 Water Work Park (8) WATER WORKS PARK
The Water Works Park is a regional water park
located on the same site as the Natatorium. This park
attracts residents from Denton and surrounding
communities. Average yearly attendance for all
admissions, events, and programs exceed 110,000
guests between its 12-13 week summer season.
Amenities
• Concessions
• Splash Pads
• Open Swim
• Wave Pool
• Water Slides
• Lazy River
Facility Assessment
The following issues and deficiencies were
identified during an assessment of the facility:
• Children’s Interactive Play Structure is sinking
on one side causing drainage to the gutters to
be unlevel. Structure is too small for its overall
use and popularity.
• Lazy River has cracks and expansion joints that
are separating.
• Slides are at the end of their lifecycle and are
creating safety concerns for riders.
• Slide tower has safety concerns with the
platform decking, rail height, and narrow stairs
leading to second platform. No shade on the
tower for riders waiting in line or staff.
• Large areas of concrete exist throughout the
park with no shade or structures to cool it
down. Guests experience discomfort on their
feet when having to cross or standing in lines
for gift shop, concessions or traveling from one
amenity to the next.
• Only one amenity addition since its opening in
2003 (wave pool).
• Lack of adequate space for staff in break room.
• Lack of privacy for first aid or emergency care.
• Lack of safety controls in case of incident/
accident and theft.
• Lack of technology in park to assist with reducing
ticket times, foot traffic in over-used areas, and
aiding the increase of revenue streams.
• No CMP/CIP planning guidelines in place to
address allocation of needed funds for repairs/
upgrades/signage/renovations.
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5 | Indoor Recreation & Aquatics98
Recommendations
The following recommendations are needed to
improve the quality, usability, and funding of the
Water Works Park.
• Improvements to slide tower which could
include a new structure with updated slides.
• Construct one to two new amenities that could
include a multi-rider attraction and/or a ride
that could be used for additional year-round
supplemental revenue streams.
• Renovate lazy river to address foundation
movement, cracking, and expansion joint
separation.
• Replace existing children’s interactive play
structure with a larger feature that can support
a larger range of age-appropriate activities/
amenities. This will help with the abundant
concrete concern.
• Expand rentable areas for parties/cabanas.
• Construct new employee office/break room
to accommodate growing staffing levels and
giving them a way to secure their personal
property while at work.
• Convert existing First Aid/employee office into
a dedicated First Aid space.
• Absorb Skate Park property and build a
maintenance office that could house large
equipment, tools, furniture storage, and
provide office space to Parks employees.
• Add a permanent digital screen/structure
to wave pool for events, advertisement,
promotions, sales, and aiding per cap increases.
• Add cameras and integrated sound system
to the park to increase safety and address
vandalism, theft, and incident/accident control.
• Create CMP/CIP guidelines and establish annual
funding to support CMP needs for preventative
maintenance, ADA compliance, technology
upgrades, lifecycle replacement on equipment,
signage and facility enhancements.
• Add a shade structure to provide respite from
sun in large concrete areas.
Poolside Rental CabanasPoolside Rental Cabanas
Water Works Wave PoolWater Works Wave Pool
Lazy River FloatsLazy River Floats
Water Works Splash PadWater Works Splash Pad
Water Works Park EntryWater Works Park Entry
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Figure 5.10 Civic Center Pool (9) CIVIC CENTER POOL
The Civic Center Pool is located in the heart of
Denton within Quakertown Park and next to the
Senior Center and Civic Center. It was Denton’s
first public pool and had minor renovations in
2016. This pool is open for 12-13 weeks a year
during the summer months and operates as a
community pool.
Amenities
• Zero-Depth Entry Play Pool
• Water Slides
• Seating
• Concessions
Recommendations
Based on expected population growth and
feedback from assessment results, the following
facility enhancements are recommended:
• Erect structure around pump room equipment
that includes storage space for chemicals.
• Evaluate concession/bathhouse building to
address code compliance and ability to properly
store concession product.
• Add camera system to the park to address
vandalism, theft, and incident/accident control.
• Create CMP/CIP guidelines and establish annual
funding to support CM needs for preventative
maintenance, ADA compliance, technology
upgrades, lifecycle replacement on equipment,
signage and facility enhancements.
Civic Center PoolCivic Center Pool
Facility Assessment
The following issues and deficiencies were
identified during an assessment of the facility:
• Lack of space for equipment/furniture/
concession storage.
• Pump room and equipment is exposed for all
weather conditions year round.
• Lack of safety controls in case of incident/
accident and theft.
• No CMP/CIP planning guidelines in place to
address allocation of needed funds for repairs/
upgrades/signage/renovations.
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Sprayground Pump Room and Restrooms Sprayground Pump Room and Restrooms
Sprayground Sprayground
Figure 5.11 Carl Young Sr. Sprayground (10)CARL YOUNG SR. SPRAYGROUND
The Carl Young Sr. Sparyground is located within
the Carl Young Sr. Park and is heavily used during
the summer months by surrounding residents.
Amenities
• Sprayground equipment including flower
shower, ground sprays, and rain sticks.
• Benches
Facility Assessment
The following issues and deficiencies were
identified during an assessment of the facility:
• Lack of spray features/amenities.
• Lack of shade.
• Pump Room is exposed and vulnerable to
weather and theft.
• Lack of signage.
• Lack of safety controls in case of incident/
accident and theft.
• No CMP/CIP planning guidelines in place to
address allocation of needed funds for repairs/
upgrades/signage/renovations.
Recommendations
• Based on expected population growth and
feedback from assessment results, the following
facility enhancements are recommended:
• Add additional spray features that could include
interactive features
• Add additional shade structures over seating
areas/splash area
• Erect structure around pump room equipment
that includes storage space for chemicals
• Add camera system to the park to address
vandalism, theft, and incident/accident control
• Create CMP/CIP guidelines and establish annual
funding to support CM needs for preventative
maintenance, ADA compliance, technology
upgrades, lifecycle replacement on equipment,
signage and facility enhancements
• Identify standards to address the addition of
future splash parks, their scope of work, and
minimum baseline budget requirements
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Water Works ParkWater Works Park
101 City of Denton Parks, Recreation, and Trails System Master Plan
Denton Recreation LOS:
1.04 Square Feet per Person
McKinney Recreation LOS:
0.72 Square Feet per Person
Plano Recreation LOS:
1.08 Square Feet per Person
Lewisville Recreation LOS:
0.88 Square Feet per Person
Frisco Recreation LOS:
0.65 Square Feet per Person
Arlington Recreation LOS:
0.48 Square Feet per Person
It is important to consider population growth in future parks planning. Understanding where and how the
city will grow will help planners proactively address underserved areas, ensuring equitable access to the
parks system for all Denton residents. The recommended future square footage to meet a population of
approximately 325,000 beyond 2040 is 1.15 to 1.25 SF/person, which equates to a total of over 400,000 square
of indoor recreation space feet beyond the year 2040. Recommendations to increase the level of service are
found in the recommendations section of this chapter.
LEVEL OF SERVICE
Currently, the City of Denton’s indoor recreation facilities offer 145,461 square feet of space. Based on the
2020 population of 139,869 the 2020 level of service was 1.04 square feet per person. While the existing
level of service is high, the quality of the facilities is relatively dated comparable North Texas cities. Based on
current population projections, the population will increase by xx%, which will increase the demand on the
already strained indoor recreation centers. The NRPA offers another useful metric that compares cities of
similar size by dividing the total population by the number of indoor recreation facilities in a particular city.
For cities similar in population to Denton this median figure was 53,550 residents per indoor recreation
facility in 2020. Denton is currently slightly ahead of this NRPA median, with 45,243 residents per indoor
recreation facility.
NEEDS ASSESSMENT
The following needs assessment evaluates existing facilities based on two sets of values: A level of service
metric based on facility number and facility square feet per resident that allows for comparisons with peer
cities, and resident demand derived from survey data. Based on these indicators, this section offers an
assessment of system-wide needs for indoor recreation and aquatic facilities.
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Additional items for consideration based on population growth and citizen feedback:
Denton needs to consider the addition of a competition swim facility to accommodate large events, meets,
and offer expanded lap lane space to users and programs. Spectator seating need to be able to accommodate
the large events. This could be done through future partnerships with the DISD, a large sponsor, etc. Examples
include: Westside Aquatic Center, Texas Ford Aquatics, Northwest ISD Aquatic Center.
Based on future planning and council direction, the Civic Center Pool at Quakertown Park could be renovated
and opened as a splash park, keeping the existing pump room and bathhouse to accommodate users. A
second facility in the same general area would need to be constructed for residents that need access to pool
space, swim lessons, and other aquatic options.
RECREATION CENTER ATTENDANCE TRENDS
The following table shows the attendance records for Denton’s recreation centers based on the fiscal year
from 2017 through 2021. The average does not include the fiscal year 2020-2021, and the attendance records
were generally lower during 2020 due to the COVID-19 Pandemic. The average does not include FY 2019-2020. 5 | Indoor Recreation & Aquatics102
FACILITY 2017-2018
ATTENDANCE
2018-2019
ATTENDANCE
2019-2020
ATTENDANCE
2020-2021
ATTENDANCE AVERAGE
North Lakes 47,643 137,740 112,130 49,230 99,171
Denia 23,243 132,486 71,700 3,920 75,810
MLK 31,797 122,705 51,938 35,525 68,813
Senior Center 48,388 188,361 116,555 16,839 117,768
Natatorium 104,035 113,149 49,211 19,625 78,936
Water Works Park 91,401 105,177 - 74,390 90,323
Civic Center Pool 20,093 22,966 - 14,963 19,341
Table 5.2 Denton Aquatic Facility Attendance
DEMAND BASED ASSESSMENT
As part of the 2019 Indoor Recreation Study, residents were asked about their hopes and dreams for the
facilities in Denton. Here are statements provided during the indoor recreation public engagement:
Capacity and
Programming
limits use of
centers
Recreation centers are 30+ years
old! Expansions/renovations to the
centers are needed!
Better multi-
modal
connectivity is
needed
Better
programming at
Denia Park
Retain
COMMUNITY
feel!
Revitalize the
Civic Center
Increase summer
camps, boot
camps, and
outdoor events
Address short-
term needs
at recreation
centers
Renovate existing spaces to function
better, create visual appeal, and
create more of a community feel
Use balanced
system-wide
approach
Improve
outdoor fitness
equipment and
courts
Parks & Rec should be a priority,
especially with population growth
placing pressure on the existing
system.
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North Lakes Children’s RoomNorth Lakes Children’s Room
103 City of Denton Parks, Recreation, and Trails System Master Plan
KEY TAKEAWAYS FROM THE 2019 SURVEY:
Yes the centers meet their needs
No the centers do not meet their needs
They don’t use recreation/senior centers
When asked about the recreation and senior centers, most of the respondents who use the facilities
stated the facilities met their needs.
The top facility needs for a new indoor recreation center include:
In addition to the facilities needed for a new indoor recreation center, survey respondents noted they
also wanted a childcare room.
36%
19%
45%
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5 | Indoor Recreation & Aquatics104
The chart above shows the level of support for a variety of funding mechanisms for recreation centers from
the 2019 survey. The survey respondents had the most support for advertising/sponsorship opportunities,
voter approved bond programs, and increasing various fees.
If a new recreation center was built or we expanded an existing one, how would you prefer the building
operations and programs be funded?
KEY TAKEAWAYS FROM THE 2021 SURVEY INCLUDE:
The top facility needs for a new indoor recreation center include, the top three are outlined:
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105 City of Denton Parks, Recreation, and Trails System Master Plan
RECOMMENDATIONS
To address the needs of the community, Denton can repair, renovate, or replace existing facilities, and
construct new facilities. It is important to note that the Facilities Management Group within the City is currently
undergoing a facility assessment of all city buildings. The resulting findings may impact whether or not to
repair, renovate, or replace existing facilities.
REPAIR EXISTING FACILITIES
Regular repair of existing facilities will help maintain attractiveness and utility
for users. Examples of repairs include:
• Painting
• Replacement of fixtures, furniture, and equipment
• Repairs to surfaces
• Electrical repairs, and
• Upgrading the buildings to meet current building codes, ADA requirements,
technology, and health and safety standards.
RENOVATE AND EXPAND EXISTING FACILITIES
Renovations and expansions at the various facilities will help to modernize and
increase the activity and administrative space. Examples of renovations include:
• Repair, restore, or upgrade older buildings
• Expansion of the facilities to incorporate new or enhanced programming
needs
• Upgrading buildings to meet current building codes for safety, accessibility,
or technology.
• Renovations and expansions to facilities to modernize fixtures, furniture,
and equipment.
• Renovation or expansion for dedicated teenager space.
Specific renovation and expansion projects to consider include:
• Increasing space to offer more programs at MLK Jr., North Lakes, and Denia
Recreation Centers. These facilities all need:
›Expanded gymnasiums
›Multi-purpose classrooms
›Fitness Space
› Storage
›Offices spaces
› Renovations to the kitchen
›Lobby renovations
›Control desk improvements
›ADA accessibility improvements
›Landscaping and beautification
› Better community connectivity
›Dedicated teen space
›Walking tracks
• Renovations to MLK’s children’s classroom and an indoor playground is
recommended
• North Lakes would benefit from adding a walking track, child watch room,
community room, and outdoor classrooms and garden.
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NatatoriumNatatorium 5 | Indoor Recreation & Aquatics106
REPLACE FACILITIES
Staff should consider replacing outdated facilities when they no longer meet
the needs of the community and renovation is not a feasible alternative. The
American Legion Hall Senior Center is currently being replaced. Renovation
needs at the Senior Center and North Lakes Recreation Center are so extensive
that replacing the facility all together may prove more economical.
BUILD NEW FACILITIES
The City will need to address gaps in the existing recreation center service
area, especially as the city grows, by constructing new recreation centers. New
facilities can balance the system needs, respond to new trends, and maximize
efficiency of the system. As it is not feasible to construct several new facilities
simultaneously, the summary at the end of this chapter provides a short,
mid, and long-term construction schedule. The three major growth areas that
will need new recreation centers are in southeast, southwest, and northern
Denton, as shown on Figure 5.11.
Southeast Denton:
• Construct a new 70,000 – 90,000 SF multi-generational recreation center
›Project would include: gymnasium, walking track, fitness room,
classroom space, outdoor fitness, and potential aquatic uses.
›Partnership with the Library to include an educational component to
the new recreation center.
• Construct a new 43,000 SF field house
Southwest Denton:
• Construct a new 70,000 – 90,000 SF multi-generational recreation center
›Project would include: gymnasium, walking track, fitness room,
classroom space, outdoor fitness, and potential aquatic uses.
• Construct a new library
North Denton:
• Construct a new 45,000 SF multi-generational recreation center at the
Natatorium to make it a full service recreaction center in north Denton.
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Figure 5.12 Recreation Center Growth Areas
107 City of Denton Parks, Recreation, and Trails System Master Plan
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5 | Indoor Recreation & Aquatics108
Page left blank intentionally.
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Having fun at the Water Works Park Having fun at the Water Works Park
109 City of Denton Parks, Recreation, and Trails System Master Plan
Table 5.3 Recreation Center LOS and Delivery Schedule
YEAR TOTAL SQUARE FEET POPULATION
2019 145,500 136,268
2030 (Short Term)
• 1.20 sqft/pp LOS
• Add 70,000 (new rec) + 33,500 (renovation &
expansion)
249,000 207,500 (52% increase)
2040 (Mid Term)
• 1.15 sqft/pp LOS
• Add 70,000 (new rec) + 43,250 (field house)
362,250 315,000 (52% increase)
2040+ (Long Term)
• 1.25 sqft/pp LOS
• Add 45,000 (new recreation center at
Natatorium)
407,250 325,000 (ultimate build out)
Source: Indoor Recreation Study
SUMMARY
Denton’s indoor facilities are all over 30 years old. Various renovation, expansion, and new construction
projects are recommended to improve the level of service in the short, mid, and long-term. Renovations can
modernize the system and improve the quality of existing facilities. Expansions and new facilities will increase
the available square footage per Denton resident.
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5 | Indoor Recreation & Aquatics110
Table 5.4 Recreation & Aquatics Project Schedule
PROJECT TYPE
FY21-22 TO 25-26
ANTICIPATED FUNDING
TOTAL
FY26-27 TO 30-31
ANTICIPATED FUNDING
TOTAL
Maintenance $9,799,913.40 $1,003,018.59
Construction $51,785,096 $60,053,000
Planning $2,500,000 $6,000,000
PLANNED/NEAR-TERM IMPROVEMENTS
Denton has established a Comprehensive Maintenance Plan (CMP) and Capital Improvement Plan (CIP) to
identify projects to improve the quality of the parks system over the next 15 years. Planned, though potentially
not funded, projects for indoor recreation centers and aquatic centers through 2031 are listed in Table 5.4.
These projects include routine and required maintenance to existing facilities and a few identified construction
projects to increase amenities at existing facilities.
The CMP/CIP includes a variety of projects related to indoor recreation and aquatic centers. This section
briefly discusses the anticipated projects over the next decade. The CMP/CIP is a living document and should
be updated regularly as projects are completed or new priorities are identified.
A majority of the high priority projects are related to routine maintenance of facilities, including replacement
of HVAC units and roofs, and other critical equipment. New construction high priority projects include the
installation of public art and new play structures at existing facilities. Eight of the 14 priority projects are
currently unfunded.
There are 25 funded projects that are designated as medium priority. These include routine maintenance of
existing centers. One new construction medium priority project is the construction of an indoor playground at
MLK Recreation Center. The remaining 16 projects are unfunded and include a mixture of new construction,
planning, and maintenance projects. The major unfunded projects in the next five years include construction
at the new Southwest Park. These projects are anticipated to be funded by bonds, and will amount to nearly
$49,000,000.
There are 25 low priority projects identified through 2031. Of these, 17 are funded maintenance projects
for aquatic facilities and one is a renovation project for the Civic Center kitchen. The remaining low priority
projects are also mainly maintenance related aquatics projects, and the construction of the Wave Oz/ Flow
Rider amenity at the Water Works Park Facility.
Beyond 2031, identified projects include the construction or major renovation to Denia Recreation Center,
MLK Recreation Center, and North Lakes Recreation Center. Identified funded projects within the CMP include
routine maintenance and replacements, as necessary, for aquatic facilities.
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Fitness ClassesFitness Classes
Aerobics SpaceAerobics Space
Indoor Track SpaceIndoor Track Space
Indoor Turf for SportsIndoor Turf for Sports
Cardio RoomCardio Room
111 City of Denton Parks, Recreation, and Trails System Master Plan
OPPORTUNITIES
REPAIR, RENOVATE, AND EXPAND
EXISTING FACILITIES
The three existing recreation centers were
built between 30 and 40 years ago, with minor
renovations over the years. Although some
renovations have occurred over time, as indicated
in this chapter, additional repairs, renovations,
and expansions are recommended to update
aging facilities, expand facilities to meet new
program needs, and better utilize existing space.
Denia is one of the oldest centers and would
benefit from renovation and expansion, especially
the gymnasium and fitness area. MLK Center is
approximately 30 years old and requires expansion
for a larger gymnasium, multi-purpose room, and
additional support spaces. Finally, North Lakes is
currently at capacity, and would benefit from an
expansion that adds support areas, childcare, and
an indoor walking track. As for aquatics, there are
improvements recommended for the Water Works
Park to further enhance that popular outdoor
amenity and a master plan for Quakertown Park
should include an assessment of whether or not
to move the senior center and Civic Center Pool to
another location.
BUILD NEW CENTERS TO MEET
DEMAND
Denton is expected to grow by XX% by 2040, with
much of that growth anticipated to occur in three
major growth areas: northern Denton outside
the 288 loop, southeast Denton, and southwest
Denton. Major master planned developments
such as Hunter Ranch and Cole Ranch are already
planned for these areas. In order to keep up with
this anticipated growth, this plan recommends a
significant amount of additional square footage
over time (see Table 5.3). This will keep Denton on
par with benchmark communities in terms of the
amount of space available for indoor recreation
opportunities. Figure 5.12 on page 106 depicts the
short, medium, and long-term priorities for future
indoor recreation centers in each of Denton’s
growth areas. Based on the anticipated pace of
future development, a recreation center in the
southwest part of Denton is recommended as a
short-term priority (5 to 10 years), a center in the
southeast is recommended as a medium-term
priority (10-20 years), and a center in the north is
recommended as a long-term priority (20+ years).
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Epic Waters, Grand Prairie Epic Waters, Grand Prairie
Indoor Leisure PoolIndoor Leisure Pool
Weight RoomWeight Room
Epic Waters, Grand PrairieEpic Waters, Grand Prairie
Water Works Park Splash PadWater Works Park Splash PadLewisville Multi-Generational Rec CenterLewisville Multi-Generational Rec CenterLewisville Rec Center Social SpacesLewisville Rec Center Social Spaces 5 | Indoor Recreation & Aquatics112
INCORPORATE AMENITIES IN
HIGH DEMAND
Through this master plan process, significant
community input was gathered based on desired
indoor recreation amenities. Survey respondents
indicated a desire - in both new and renovated
facilities - for expanded indoor fitness and
exercise areas, indoor walking/jogging tracks,
childcare rooms, classrooms for group exercise,
and additional aquatic facilities. As the three
new recommended recreation centers are being
designed, these features should be considered
a high priority for inclusion. Indoor aquatics was
also brought up as a high priority need for indoor
recreation.
CONSIDER A MULTI-
GENERATIONAL APPROACH
Denton’s existing recreation centers are largely
separated by age groups, with older residents using
dedicated senior centers. A recent trend in parks
and recreation system planning focuses on multi-
generational recreation center opportunities.
A multi-generational recreation center includes
amenities and programming for all ages under
one roof. This type of center is typically larger
and draws residents from a larger portion of
the community. Some recent examples of multi-
generational centers in the Metroplex include the
Thrive Center in Lewisville and the Epic in Grand
Prairie. As Denton continues to grow, the City
should consider a multi-generational approach
to providing recreation services and consider
potential partnership opportunities to realize this
shift in service provision.
Overall, a more stable, dedicated funding source
is needed to maintain existing facilities as well as
new ones that are built over time to accommodate
growth.
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113 City of Denton Parks, Recreation, and Trails System Master Plan
6Spc. Ernest W. Dallas Jr. Veterans Memorial ParkSpc. Ernest W. Dallas Jr. Veterans Memorial Park
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114
• INTRODUCTION
• BENEFITS OF ACTIVE TRANSPORTATION
• EXISTING TRAIL NETWORK
• NEEDS ASSESSMENT
• RECOMMENDATIONS
• OPPORTUNITIES
TRAILS
DCTA Trail DCTA Trail
Riney Road SidepathRiney Road Sidepath
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115 City of Denton Parks, Recreation, and Trails System Master Plan
KEY OBJECTIVES
The objectives identified for Denton’s trail system are the following:
• Identify future greenbelt and creek corridors for trails;
• Identify future trail corridors to increase total miles of trail by 100%;
• Improve connectivity and linkages to parks by 30%;
• Increase accessibility to trails in all city zones by 20%;
• Provide design criteria for trails; and,
• Provide recommendations for road crossing standards.
INTRODUCTION
The purpose of this chapter is to take inventory
of Denton’s existing trails, assess the network,
provide design guidelines for facilities, and create
system wide recommendations. Over the last
five years there have been significant increases
in the amount of non-motorized transportation
options throughout the city. While significant
improvements have been made, there continues
to be a need to increase the overall accessibility
and connectivity of trail infrastructure throughout
the city. Trails continue to rank at the top residents’
priority lists, therefore this master plan includes a
list of recommended trail improvements.
This chapter includes:
• Identifies future trail corridors, gaps, and
linkages to destinations to increase the overall
system mileage;
• Provides standards for trail construction; and,
• Provides recommendations for roadway
crossings.
The information in this chapter provides guidance
towards comprehensive trail plan that the City
should consider initiating at a later date. A
thorough trails master plan must involved a
more detailed trail network development strategy
and close collaboration with Denton County
Transportation Authority and other stakeholders.
Each trail segment identified will eventually need
individual engineering plans and construction
documents. A detailed trails master plan would
also consider components such as land acquisition,
easements, and amenities associated with specific
trail corridors
University of North Texas Campus University of North Texas Campus
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6 | Trails116
HEALTH BENEFITS
By providing a safe and connected trails and
bikeways system, walking and biking becomes
more convenient. It is easier to incorporate
physical activity into daily life when there
is an accessible system of safe users. Active
transportation can help combat obesity,
improve mental health, and improve moods.
ECONOMIC BENEFITS
Proximity to parks and trails can have a
positive impact on property values. Walking
and biking can reduce costs associated with
vehicle ownership, like routine maintenance,
gas, and wear and tear on tires.
SOCIAL BENEFITS
Trails and bikeways can connect residents to
neighborhoods, parks, schools, entertainment
areas, and surrounding communities. By
activating the public realm, you can create
social spaces that encourage interaction, and
increase safety along corridors. Trails
and bikeways provide safe, equitable
transportation options.
SAFETY BENEFITS
Roadways can be designed to be safer for all
roadway users. Safety improvements include
reducing the number or width of travel lanes,
setting stricter speeds, and improving intersection
and mid-block pedestrian crossings. These safety
improvements can lead to less severe crashes,
increased comfort, and usability of the roadway
system for all users and a roadway system
that is more comfortable and hospitable for all
users.
BENEFITS OF ACTIVE TRANSPORTATION
Source: https://www.saferoutespartnership.org/healthy-
communities/101/facts
Source: Active Transportation and Health Economic Impact Study,
Southern California Association of Governments
Source: “Impact Speed and a Pedestrian’s Risk of Severe Injury or Death,” Brian Teft, September 2011, http://aaafoundation.org/wp-content/
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117 City of Denton Parks, Recreation, and Trails System Master Plan
EXISTING TRAIL NETWORK
EXISTING TRAILS INVENTORY
Trails provide recreational opportunities and
contribute to the non-motorized transportation
network throughout the city. Denton’s existing
trail network includes a mix of trails within parks,
linear trails through greenways, rails-to-trails, trails
within developments, and trails along roadways.
Surfaces for the trails vary based on their location
and use. Trails are generally used for biking,
walking, running, and hiking.
As of October 2021, Denton has approximately
65 miles of existing trails, both concrete and soft
surface, providing one mile of trail for approximately
every 2,200 residents. However, some trails are
narrower than the standard ten feet minimum
that is recommended by the American Association
of State Highway and Transportation Officials
(AASHTO) to be multi-use. When considering
concrete trails ten feet in width or greater, Denton
provides one mile of trail per approximately every
15,270 residents. Figure 6.3 shows the existing
trail and bikeway network in Denton and Table 6.1
is the inventory of the existing network.
TRAIL TYPES
Creek Trail: Concrete or soft-surface trails located
adjacent to creeks. There are a total of 22.58
miles of trails adjacent to creeks within Denton
today. Most of Denton’s creek trails are along the
Greenbelt Trail in the northeast part of town.
Easement: Trails located in utility or railroad
easements. There are a total of 11.75 miles of
trails within easements today, the longest being
the DCTA Rail Trail.
Historical Trail: Trails located in cemeteries or
associated with memorials. Today there are a total
of 1.04 miles of historical trails in Denton.
Park Trail: Trails located internal to parks, often in
a loop or to connect to amenities within the park.
There are 20.6 total miles of park trails in Denton
today, the majority of which are concrete.
Sidepath: Trails adjacent to roadways that are
wider than standard sidewalks and typically have a
buffer from the roadway to increase user comfort
and safety. There are 5.24 total miles of sidepaths
in Denton today.
Other Trail Types: Other trails include on-street
bikeways, paddling trails, and special use trails.
There are 35 miles of on-street bike facilities in
Denton today, five miles of special use trails, and
no paddling trails. Because this section focuses on
off-street trails, the bikeways are not included in the
overall mileage metrics for determining LOS.
CREEK TRAILCREEK TRAIL
EASEMENT TRAILEASEMENT TRAIL
HISTORICAL TRAILHISTORICAL TRAIL
PARK TRAILPARK TRAIL
SIDEPATHSIDEPATH
OTHER TRAIL TYPESOTHER TRAIL TYPES
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Oakwood Cemetery Historical TrailOakwood Cemetery Historical Trail 6 | Trails118
TRAIL WIDTHS AND SURFACE TYPES
Denton has a variety of trail widths and surfaces.
Different trail types are often purposefully to
certain users and usages. It is important to keep
in mind the various purposes trails serve when
making decisions about the future of Denton’s
trail system.
Trail Widths The following inventory catalogs all
trails between four feet and 12 feet in width. Given
the greater inherent utility of trails eight feet and
wider, it is recommended that the city use only
eight feet and wider trails in its inventory mileage
calculations.
Trail Surface Types include concrete, dirt, and
gravel. Concrete trails are found in parks, along
creeks, and sidepaths. The paved surfaces of
concrete trails make them ideal for a variety of
users of all ages, including walkers, joggers, and
bicyclists. Dirt and gravel trails are soft-surface
trails that may be appropriate in preserves, in
historical parks, or other environmentally sensitive
areas. Users of soft-surface trails include walkers,
joggers, mountain bikers, and equestrian users.
Figure 6.1 Trail Widths
Figure 6.2 Trail Surface Types
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MAP
ID TRAIL NAME TRAIL TYPE TRAIL
MILEAGE
TRAIL
WIDTH TRAIL SURFACE
1 Avondale Park Trail Park Trail 0.40 8’Concrete
2 Bowling Green Park Trail Park Trail 0.29 8’Concrete
3 Briercliff Park/Unicorn Lake Trail Park Trail 1.46 6 Concrete
4 Carl Young Park Trail Park Trail 0.29 5 Concrete
5 Carroll Trail Sidepath Trail 0.5 4 Concrete
6 Clear Creek Natural Heritage
Center Trails Park Trail 7.71 6 Dirt/Gravel
7 Cooper Creek Trail Creek Trail 1.55 8 Concrete
8 Crawford Trail Phase 2 Sidepath Trail 0.32 8 Concrete
9 Cross Timbers Park North Trail Park Trail 2.37 6 Concrete
10 Cross Timbers Park South Trail Park Trail 0.95 8 Concrete
11 DCTA Rail Trail Easement Trail 8.39 8 Concrete
12 Denia Park Trail Park Trail 1.63 8 Concrete
13 Evers Park Trail Park Trail 0.75 8 Concrete
14 Fred Moore Park Trail Park Trail 0.85 5 Concrete
15 Frontier Park Trail Park Trail 0.26 9 Concrete
16 Greenbelt Trail Creek Trail 10.5 10 Gravel
17 Hartlee Field Mountain Bike Trail
Special Use
Trail 5.32 10 Dirt
18 IOOF Cemetery Trail Park Trail 0.48 12 Gravel
19 Lake Forest Park Trail Park Trail 1.74 8 Gravel/Dirt/Concrete
20 Mayhill Trail Phase 1 Sidepath Trail 3.47 10 Concrete
21 Mingo Trail Phase 1 Sidepath Trail 0.13 8 Concrete
22 Nette Shultz Park Trail Park Trail 0.56 8 Concrete
23 North Lakes Dog Park Trail Park Trail 0.29 8 Granite
24 North Lakes Park Trail Park Trail 4.01 8 Concrete
25 North Lakes Wildflower Trail Park Trail 0.86 10 Granite
26 North Pointe Park Trail Park Trail 0.68 10 Concrete
27 Northwest Denton Trail Easement Trail 1.25 10 Concrete
28 Oakwood Cemetery Trail Park Trail 0.29 12 Gravel
29 Preserve at Pecan Creek Sidepath Trail 0.56 8 Concrete
30 Quakertown Park Trail Park Trail 1 8 Concrete
31 Rayzor Ranch Trail Park Trail 0.8 8 Concrete
32 Sequoia Park Trail Park Trail 0.41 8 Concrete
33 South Lakes Park Trail Park Trail 3.76 10 Concrete
34 Spc. Ernest W. Dallas Jr. Veterans
Memorial Trail Park Trail 0.27 8 Concrete
35 Wheeler Ridge Park Trail Easement Trail 0.5 5 Concrete
TOTAL MILEAGE 64.60
TOTAL CONCRETE MILEAGE FOR TRAILS 8’ OR GREATER 31.44
TOTAL CONCRETE MILEAGE (INCLUDES ALL IDENTIFIED TRAILS) 37.41
TOTAL SOFT SURFACE TRAIL MILEAGE 26.708
Note: Inventory current as of November 2021
Table 6.1 Trail Inventory
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Figure 6.3 Existing Trails
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121 City of Denton Parks, Recreation, and Trails System Master Plan
REGIONAL CONNECTIONS
REGIONAL VELOWEB
The Regional Veloweb is an expansive network of ten feet minimum, paved, off-street, shared-use paths that
can accommodate multiple user groups including bicyclists, pedestrians, and other non-motorized modes
of transportation. The Veloweb is compiled and continuously updated by the North Central Texas Council
of Governments (NCTCOG), a voluntary association of local governments that helps guide regional planning,
among other things. The latest version of the regional network is included in the NCTCOG Mobility 2045 plan
and contains 1,883 miles of off-street trails. The Veloweb provides connections in North Texas for 105 cities
within 10 counties. Cooperative planning efforts between NCTCOG and local jurisdictions encourages the
development of regionally aligned trails. Individual cities are responsible for securing funding and constructing
trail segments within their jurisdiction with varying levels of assistance provided by NCTCOG.
The NCTCOG Mobility 2045 Plan has established a hierarchy of existing, funded, and planned Veloweb trail
segments. The Veloweb segments in Denton include the existing DCTA Trail, which connects Denton to cities
to the south including Corinth, Lake Dallas, Highland Village, and Lewisville. Many of the trails in Denton
are categorized as ‘planned,’ and will ultimately provide connectivity throughout Denton and to the rest of
the region. Many of Denton’s proposed trails align with planned Veloweb routes, ultimately creating trail
connections throughout the City and into surrounding cities with the wider metroplex.
Figure 6.4 Regional Veloweb Trails
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DENTON COUNTY GREENBELT PLAN
The Denton County Greenbelt Plan was commissioned to analyze greenbelts along the County’s major
waterways and to identify opportunities for expanding greenbelt assets while protecting Denton County’s
watersheds and reservoirs. Greenbelt opportunities in the City of Denton include vacant land in the southwest
and the northeast. These corridors would provide additional recreational opportunities and greater non-
motorized connectivity throughout the city and to surrounding areas.
LEWISVILLE LAKE PADDLING TRAIL CONSORTIUM
Lewisville Lake is a major recreational asset for communities within Denton County. The lake is around 29,500
acres in size and connects Denton to Highland Village, The Colony, Lewisville, Hickory Creek, Little Elm, and
Crossroads. A coalition of these cities has been working with the Texas Parks and Wildlife Department (TPWD),
the Trinity Coalition, and the Army Corps of Engineers (USACE) to create a comprehensive paddling network
within Lewisville Lake and its connecting streams. This effort has identified 38 kayak/canoe launch sites to
provide for a paddling trail system. Six launch sites have been identified within the City of Denton primarily
along the Elm Fork of the Trinity River that connects Ray Roberts Lake to Lewisville Lake.
This effort is in its preliminary stages of identifying launch sites. Future efforts will include the creation of a
plan, finalized routes, signage, and safety plans for the usage of the trails. These waterways will provide non-
motorized recreational opportunities for Denton’s residents to access other cities, parks, and key destinations
around Lewisville Lake. The group will also work collectively to identify grant funding opportunities to
implement launch sites and routes.
Figure 6.5 Denton Paddle Trail Launch Locations
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Based on the current population and trail mileage, an additional 114 miles of trails is needed to reach the
target LOS of 1 mile per 1,200 residents. It is projected that Denton’s population will increase to 207,334
people by 2030. Based on the population projections and the current trail mileage, the LOS in 2030 would be
one mile for every 3,387 residents, requiring approximately 173 miles of additional trails to reach the regional
LOS benchmark.
ALTERNATIVE TRAILS TARGET LEVEL OF SERVICE
The NRPA does not provide target level service for alternative soft-surface trails, such as hiking, biking,
equestrian, and paddling trails, but these trails are important for diversity in the overall trails system.
Alternative trails should be designed for and properly maintained to meet the needs of the identified users.
These trails, which may not account for level of service, increase connectivity and encourage recreation,
leading to healthier lifestyles. Alternative surface trails can be designed to compliment the area in which they
are located and minimize disruption to the natural environment.
Lake Forest TrailLake Forest Trail
123 City of Denton Parks, Recreation, and Trails System Master Plan
Denton Trails System LOS: 1 mile per 2,227 residents (all trails) 1 mile per 15,270 residents (10’ or greater, paved)
McKinney Trails LOS:
1 mile per 3,737 residents
Plano Trails LOS:
1 mile per 1,489 residents
Lewisville Trails LOS:
1 mile per 5,681 residents
Frisco Trails LOS:
1 mile per 4,274 residents
Arlington Trails LOS:
1 mile per 7,384 residents
NEEDS ASSESSMENT
TRAIL LEVEL OF SERVICE
Trail Level of Service (LOS) is a method used to compare the miles of trails within a community to the total
population to determine if the community is being optimally served compared to other communities. The
LOS calculation is based on quantity, not quality of the trails, and includes trails that are of various surfaces
and widths. A lower population-per-mile is representative of more miles of trail per capita and a higher LOS.
For the DFW region, a regional benchmark of 1 mile per every 1,200 residents has been established; this LOS
figure will serve as a target for this analysis.
Denton’s trail system in 2021 has a level of service of one mile for every 2,227 residents for all trails, and
one mile for every 4,061 residents based on paved trails greater than eight feet in width. It is important to
compare Denton’s trail system to those of peer communities. When comparing this to other communities in
the region, Denton is providing fewer miles of trails to its residents.
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MAJOR DESTINATIONS
When designing a community’s trail system, it is important to understand where residents are traveling. Trails
should connect residents to key locations in the city, including public facilities, major destinations, and future
growth areas.
FUTURE GROWTH AREAS
Several large residential projects will begin
construction in Denton in the near future.
Developments such as Cole Ranch and Hunter
Ranch will include thousands of homes and retail
establishments in southwest Denton. These
planned communities will include a comprehensive
trail network to connect the neighborhoods to
surrounding amenities like schools, parks, and
shopping. Other identified future growth areas are
northeast Denton, west of Clear Creek Heritage
Preserve. These areas are undeveloped, so there are
opportunities to incorporate plans for future trails.
As Denton continues to grow, trails and bikeways
can provide safe alternative transportation options
and reduce traffic congestion in the City.
PUBLIC FACILITIES
Public buildings in Denton include City Hall,
the Civic Center, parks, recreation centers, and
libraries. Many of these facilities are accessible via
sidewalks or trails, but not all.
Denton has 43 existing parks, and a total of 105
existing, planned, and future parks. While trails are
included in most of the existing parks,additional
trails are needed to link parks to their surrounding
communities and to other parks in the citywide
parks system. As future development occurs,
trails will remain critical to providing access to
parks and increasing opportunities for passive
recreation.
SCHOOLS
There are 54 schools in and around Denton,
including public, private, and charter schools, and
two universities. The trail network can help provide
a safe connection from neighborhoods to schools,
allow for alternative access to schools, and provide
recreational and educational opportunities for
students. A well-provisioned trail network can
increase accessibility to the schools in Denton and
allow children to safely walk to school.
MAJOR DESTINATIONS
Major destinations are places that attract residents
and visitors, including retail areas, downtown,
universities, and parks. Some significant
destinations in Denton include Clear Creek Nature
Center, North Lakes Park, Quakertown Park, South
Lakes Park, Texas Women’s University, University
of North Texas, Rayzor Ranch, Downtown, and the
Cultural District. These places provide a variety of
amenities, as well as cultural and entertainment
attractions that draw residents not only from
Denton, but from around the region. Retail and
employment areas are dispersed throughout the
city, and represent major weekday commuting
destinations. By improving trail coverage and
linkages to these destinations, the city can improve
resident access to safe, non-motorized methods
of travel.
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125 City of Denton Parks, Recreation, and Trails System Master Plan
MAJOR BARRIERS
There are natural and man-made barriers to trail construction in Denton. When designing trails, it is important
to address identified barriers and ensure safe access for all trail users.
TRAIL DESIGN AND ACQUISITION
The American Association of State Highway and
Transportation Officials (AASHTO) recommends
that multi-use trails be at least 10’ wide to ensure
enough room for multiple users. Current trails in
Denton range from five feet to 12’, with a majority
of trails being eight feet or less in width or of an
alternative surface material. This means that
many trails are not wide enough to accommodate
multiple users. Trails can be in existing right-of-
ways or utility easements, however, there may not
be enough room to widen trails to meet current
standards. In order for Denton to improve trail
mileage, design, and width, City staff will need to
consider additional utilization of right-of-ways and
easements.
VISUAL BARRIERS
This type of barrier is present when users are
unable to see potential obstacles along a trail,
making it difficult to plan ahead to avoid conflicts.
Type of visual barriers include hills, sharp turns,
unmaintained vegetation, and parked cars. Where
trails intersect roadways, intersection and mid-
block crossings should be designed to reduce
visual impediments.
IMPEDIMENTS TO ACCESSIBILITY
This barrier addresses the general accessibility,
safety, and comfort experienced on a trail.
Obstacles such as uneven surfaces, the presence
of debris, steepness of slope, and overall
infrastructure quality can discourage or deter
people from using bicycle and pedestrian facilities.
Trails should be designed to meet Americans
with Disabilities (ADA) requirements. Accessible
routes provide continuous unobstructed paths
connecting all accessible elements and spaces of a
building, facility, or site.
CONNECTIVITY BARRIERS
This barrier refers to areas where connectivity is
disrupted due to an unsafe or nonexistent crossing
point. These barriers are typically located along
highways where traffic is high-volume, moving at
high speed, and spans long distances. Significant
connectivity barriers exist, including crossing
roadways such as I-35, Loop 288, two railways, and
numerous six-lane heavy volume roads. Above or
below-grade crossings will be required for any
trails that traverse I-35 or Loop 288.
Connectivity Barriers Connectivity Barriers
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PERTINENT CITIZEN INPUT
The City hosted various community meetings
and stakeholder meetings, worked with the City’s
Mobility Plan, and utilized opinion surveys to
determine interest in trail development.
Residents and community groups expressed a
deep interest in connecting Denton through a
comprehensive trail network that would offer
its own unique wayfinding system. There was a
desire to provide a variety of trail types to meet
the needs of all comfort levels and users (off-
street, on-street, mountain biking, and paddling),
and related programming for the various trails.
In the post-COVID survey, 53% of respondents
said that nature trails were one of their top three
priorities for outdoor amenities.
As part of this outreach, it was determined that
the current park and recreation trail uses, in
order, are:
Active Users in DentonActive Users in Denton
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127 City of Denton Parks, Recreation, and Trails System Master Plan
USER GROUPS
Walkers – Pedestrians and moms with strollers typically use trails for recreational
purposes and most trail users fall into this category. Walking is a great passive
recreation option because it is affordable and accessible for most people. Therefore,
it is crucial that trails provide connectivity for walkers between neighborhoods and
nearby destinations. When developing trails for pedestrians is it important to design
them to be safe, enjoyable, and comfortable.
Joggers/Runners – Trail systems are also ideal for runners and joggers who seek
opportunities for sports, leisure, and fitness. Multi-use trails with minimum widths of
10’-14’ provide space for runners and joggers to safely and comfortably pass walkers or
other, slower users and offer enough space for running groups and meet-ups.
Children and Seniors Bicyclists – Both youth and seniors are the most vulnerable
user groups. They require easily accessible trail routes that are simple and easy to
navigate. When developing trails it is important to provide spaces that are safe and
comfortable for users at both ends of the age spectrum.
Basic Bicyclists – Bicyclists who ride for leisure and recreation prefer off-street bike
trails and shared-use paths adjacent to roadways. This user group is less likely to ride
as a mode of transportation since these users are generally less confident riders.
However, they will more likely ride on-street within residential neighborhoods and
within parks and open space areas.
Advanced Bicyclists – Typically, experienced bicyclists see riding as a mode of
transportation and are more comfortable using on-street bicycle facilities with adjacent
motor vehicle traffic. These bicyclists are confident on roadways and undeterred by
various roadway conditions. However, dedicated bike lanes and bikeway networks are
preferred and supported by these riders. Users within this group may be members of
a cycling organization or commuters within the City of Denton. If advanced riders use
trails, the implementation of speed control measures may prove necessary to ensure
that these faster, advanced users don’t pose a danger to slower bicyclists, joggers, and
walkers.
Equestrian Users – Equestrian trails are enjoyed by people on horseback as a way to
explore nature and ride in a different environment than arena riding. These trails are
often soft-surface and natural. These trails may be designed primarily for horseback
riding, or they may be shared for soft-surface walking, jogging, and biking. In addition
to the standard safety measures featured on other trials, these trails should include
etiquette information about sharing the trails with horses, for those who aren’t on
horseback.
Paddle Sports – Kayakers and canoers utilize a network of waterway trails. These trails,
sometimes called blueways, are accessed through launch points along a river, creek,
lake, or other body of water. Paddlers may consist of people in kayaks, canoes, small
non-motorized boats, or paddle boards and may have varying experience levels.
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Basic Bicyclist in Nette Schultz ParkBasic Bicyclist in Nette Schultz Park
Mountain Bikers , DentonMountain Bikers , Denton
Jogger, North Pointe ParkJogger, North Pointe Park
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TRAIL TYPE LENGTH
Internal Park Trail 13.22
Creek/Drainage Trail 46.77
Easement Trail 17.07
Sidepath Trail 133.14
On-Street Bikeway N/A*
Special Use Trails 2.6
TOTAL 212.8
Table 6.2 Planned Trails
129 City of Denton Parks, Recreation, and Trails System Master Plan
RECOMMENDATIONS
Recommendations of this plan include the addition
of 212.8 additional miles of trails to the existing
network. These recommendations are based on
outreach, the need to connect major destinations
like parks, shopping centers and communities, and
demand-based opportunities. Planned trail mileage
is shown in Table 6.2.
The recommended trail network provides connectivity
to schools, parks, major destinations, and increases
active transportation and recreation. The proposed
trail system connects 22 parks and 12 additional
schools to neighborhoods throughout Denton. The
network expands and completes portions of the
Veloweb and provides for better connectivity to
adjacent cities.
RECOMMENDED TRAIL TYPES
The proposed trails in Denton are classified by type
according to location, scope, and use-orientation.
Creek Trails are trails
within existing waterway or
preservation corridors and
provide for off-road linkages
to destinations.
Easement Trails are trails
located in utility or railroad
easements.
Internal Park Trails are
those found within existing
and planned parks. They can
include a variety of widths and
surfaces based on park type,
location, and environmental
constraints.
Paddling Trails are trail
routes for various paddle
sports that use waterways,
also known as blueways.
Special Use Trails are trails
specifically for the use of
people on horseback or
mountain biking.
On-Street Bikeways are
bike lanes, cycle tracks,
shared lanes, and other on-
road bicycle facilities. These
facilities provide dedicated
connections throughout the
city on the road.
Sidepaths are paths
adjacent to roadways within
the right-of-way limits. These
paths provide connections to
neighborhoods and increase
access to key destinations
throughout the city.
RECOMMENDED NETWORK
A proposed network of trails has been developed based on community input and a needs assessment, with
the guidance of the master plan’s overall goals in mind. Figure 6.6 illustrates the recommended trail network
to be implemented in Denton to increase connectivity for Denton’s residents.
* Planned on-street facilities are not included in this plan, the
Mobility Plan will address proposed on-street facilities
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Figure 6.6 Trail Recommendations
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131 City of Denton Parks, Recreation, and Trails System Master Plan
PLACE HOLDER FOR PLACE HOLDER FOR
recommended MAPrecommended MAP
INTERNAL PARK TRAILS
Internal park trails are trails within parks that are typically paved, shared-use paths but may also include a variety
of widths and surfaces based on the intended users of the trail. These trails are intended to accommodate
passive and active recreation and should be a minimum width of eight feet. Areas with higher usage should
be at least 10’ wide. Trails can be asphalt, concrete, or soft-surface. Soft surface includes decomposed granite
or compacted earth. Maintenance of surfaces should be taken into account when determining trail surface.
Aside from the traditional multi-use trails in parks, trails may be soft/natural surface for walking/jogging,
natural trails, mountain biking, equestrian trails, or ATV/motor-cross trails (when motorized uses are allowed).
Table 6.3 shows internal park trails that are under construction or proposed for future development. These
trails will add 13.22 miles to Denton’s overall trail system.
Figure 6.7 Recommended Internal Park Trails
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MAP ID TRAIL NAME PLANNED MILES SURFACE TYPE
1 Audra Oaks Trail 0.28 Concrete
2 Briercliff Park / Unicorn Lake Extension 0.21 Concrete
3 Country Club Terrace Trail 1 Gravel
4 Denia Park Loop Trail Expansion 0.23 Concrete
5 Joe Skiles Park Loop Trail 0.28 Concrete
6 Mack Park 0.56 Concrete
7 McKenna Park Loop Trail*0.6 Concrete
8 Mills Property Trail Loop 1.72 Soft
9 Nette Shultz Trail Expansion 0.1 Concrete
10 Quakertown Park Loop Trail 0.25 Concrete
11 Sagebrook Property Trail 0.56 Gravel
12 Township II Trail 0.38 Concrete
13 Villages of Carmel Property Trail 0.33 Concrete
14 Vintage Village Property 0.6 Gravel
15 Welch Property Trail 1.45 Soft
16 Southwest Park Trail 4.1 Varies
17 Bowling Green Park Trail 0.57 Concrete
TOTAL MILEAGE 13.22
Total Concrete Mileage 7.29
Total Soft Surface Mileage 5.33
*Trails with segments currently under construction
Note: Inventory current as of November 2021
Table 6.3 Recommended Internal Park Trails
6 | Trails132
Denia Park Internal TrailDenia Park Internal Trail
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133 City of Denton Parks, Recreation, and Trails System Master Plan
PLACEHOLDER MAPPLACEHOLDER MAP
CREEK/DRAINAGE CORRIDOR TRAILS
Creek and Drainage corridor trails, which are often also called greenway trails, provide off-street connectivity
to parks and other destinations. These are located in easements or right-of-ways dedicated to a creek, river
corridor, or greenway. These trails should be a minimum of 10’ in width if appropriate and sensitive to the
trail’s context. Greenways provide for preservation of green space in urbanized and urbanizing areas, increase
passive recreational opportunities, and provide land for flood mitigation. The preservation of greenways
helps to protect the water quality for run-off into streams, creeks, and lakes.
Proposed creek/drainage corridor trails will add 46.77 miles of trail to Denton’s system and are shown in
Table 6.4.
Figure 6.8 Recommended Creek/Drainage Corridor Trails
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Table 6.4 Recommended Creek/Drainage Corridor Trails
MAP
ID TRAIL NAME PLANNED MILES SURFACE TYPE
1 Bryant Branch Trail 0.79 Dirt
2 Clear Creek Trail East 2.3 Gravel
3 Clear Creek Trail West 0.52 Gravel
4 Cooper Creek Trail 4.51 Concrete
5 Cross Timbers North and South Trail Connection 0.1 Concrete
6 Don Carter Property Trail 2.08 Concrete
7 Dry Fork Hickory Creek Trail 4.84 Dirt
8 Fincher Branch Trail 0.37 Dirt
9 Hickory Creek Trail 12.97 Varies
10 Loving Branch Trail 0.37 Dirt
11 Milam Creek Trail 2.13 Dirt
12 Pecan Creek Trail 11.6 Concrete
13 Roark Creek Trail 3.22 Dirt
14 South Hickory Creek (Creek to Wolfe)0.97 Dirt
TOTAL MILEAGE 46.77
Total Concrete Mileage 23.01
Total Soft Surface Mileage 23.76
Note: Inventory current as of November 2021 6 | Trails134
Pecan Creek TrailPecan Creek Trail
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135 City of Denton Parks, Recreation, and Trails System Master Plan
EASEMENT TRAILS
Easement trails provide off-street connectivity to parks and other destinations through railroad and utility
easements. These trails should be a minimum of 10’ in width, and in some cases may need to be wider and
more robust to accommodate heavy vehicles accessing utility lines. Easement trails preserve green space in
urbanized and urbanizing areas and increase passive recreational opportunities.
Proposed easement trails will add 17.07 miles of trail to Denton’s system and are shown in Table 6.5.
Figure 6.9 Recommended Easement Trails
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Table 6.5 Recommended Easement Trails
MAP
ID TRAIL NAME PLANNED MILES SURFACE TYPE
1 Collins Stadium Loop Trail 3 Concrete
2 Discovery Trail 1 Concrete
3 Eagle Creek Trail 0.65 Gravel
4 North Denton East-West Trail 3.44 Gravel
5 Northeast Denton Trail 2.11 Concrete
6 Oak Leaf Trail (Sagebrook)0.27 Concrete
7 Pecan Creek Trail 2.92 Concrete
8 Post Oak Trail 0.75 Gravel
9 Seven Oaks Trail 1.77 Gravel
10 South Lakes Park Trail Expansion 1.16 Gravel
TOTAL MILEAGE 17.07
Total Concrete Mileage 9.3
Total Soft Surface Mileage 7.77
Note: Inventory current as of November 2021 6 | Trails136
Powerline Easement Powerline Easement
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137 City of Denton Parks, Recreation, and Trails System Master Plan
SIDEPATHS
Sidepaths are shared-use paths adjacent to roadways. They are wider than sidewalks and should be set
back from the roadway by at least three feet. The minimum width of these trails should be 10’. Due to their
location, there are more conflicts between trail users and roadway users than on off-street trails that are set
further away from roadways. Safe crossings at driveways and intersections are a necessary component of
future sidepath design.
Proposed sidepaths will add 133.14 miles of trail to Denton’s system and are shown in Table 6.6.
Figure 6.10 Recommended Sidepaths
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Table 6.6 Recommended Sidepaths
MAP ID TRAIL NAME PLANNED MILES SURFACE TYPE
1 2499 Trail 0.5 Concrete
2 288 Loop 11.14 Concrete
3 377 Trail*3.98 Concrete
4 428/Sherman Trail 7.67 Concrete
5 Bonnie Brae Trail*7.57 Concrete
6 Carroll Trail 1.35 Concrete
7 Cole Ranch Trails 26 Various
8 Country Club Trail 2.62 Concrete
9 Crawford Trail*1.15 Concrete
10 East Mission Trail 0.34 Concrete
11 Hickory Creek Road Trail*5.41 Concrete
12 Hunter Ranch Trails 32 Various
13 Jim Christal/Oak St/Hickory St. Trail 5.76 Concrete
14 John Paine Trail*1.27 Concrete
15 Mayhill Trail 0.59 Concrete
16 McKinney Trail*5.51 Concrete
17 Mingo Trail 5.52 Concrete
18 Ryan Road 2.04 Concrete
19 Sycamore Trail 1 Concrete
20 Teasley Trail 1.1 Concrete
21 University Trail 9 Concrete
22 Vintage Trail 1.62 Concrete
TOTAL MILEAGE 133.14
Total Concrete Mileage 133.14
Total Soft Surface Mileage 0
*Trails with segments currently under construction
Note: Inventory current as of November 2021 6 | Trails138
Sidepath ConstructionSidepath Construction
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OTHER TRAILS
Other trails include on-street bikeways, paddling trails, and special use trails. Other trails are shown in Table
6.7.
On-street bikeways are located within the pavement area of a road. These facilities can include shared lane
markings, bike lanes, buffered bike lanes, and cycle tracks. Facilities should be chosen based on the speed,
volume, and classification of the roadway. On-street bikeways can be included in the redesign of roadways,
designed for new roadway projects, or retrofitted on existing streets. Future planned bikeways should be
incorporated into larger transportation master plans and are not included in Table 6.7.
Paddling trails, or blueways, are designated routes along creeks, rivers, and lakes specifically designed
for people using small boats like kayaks, canoes, single sailboats, or rowboats. The trails are the aquatic
equivalent of hiking trails. Paddling trails feature well-developed access and launch points, are typically near
Figure 6.11 Recommended Other Trails
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Table 6.7 Recommended Other Trails
MAP ID TRAIL NAME PLANNED MILES SURFACE TYPE
1 Hartlee Field Phase 2 2.6 Dirt
2 Cooper Creek Paddling Trail LLPT 2.15 Water
3 Elm Fork Paddling Trail LLPT 17.71 Water
4 Hickory Creek Paddling Trail LLPT 3.54 Water
5 Pecan Creek Paddling Trail LLPT (LL to Treatment
Plant)3.89 Water
6 Lewisville Lake Paddling Trail LLPT (Various
locations)*100 Water
TOTAL MILEAGE 130.29
Total Concrete Mileage 0
Total Soft Surface Mileage 2.6
Note: Inventory current as of November 2021
* Includes trail segments in other communities within Lake Lewisville 6 | Trails140
ADDITIONAL CONSIDERATIONS
Additional considerations like trailheads, trail access points, paddle sport launch points, inter-jurisdictional
connections, and roadway crossings should be taken into account when designing a trail corridor. Trail design
standards and amenities can enhance safety, usability, and accessibility of the network for all users.
WILDLIFE CROSSINGS
When designing new roadway corridors, it is
important to consider how the facilities will
interact with the wildlife in the area. Roadways
through natural areas pose risks not only
to drivers, but to the natural environment.
Roadways can cut animals off from the resources
they need to survive, and force them to cross
roadways, creating conflicts between animals and
automobiles, leading to crashes and roadkill. As
future corridors are designed, the protection of
wildlife habitats should be maintained by building
natural corridors that allow wildlife to move
across trails safely. As new highways are designed
in Denton, it will be important to consider areas
for wildlife crossings. The Loop 288 freeway,
which traverses greenways in the western part of
Denton, may be a suitable location for a wildlife
crossing.
Wildlife Crossing , Netherlands Wildlife Crossing , Netherlands
historical, cultural, or environmental points of interest, and often include amenities such as camping and
parks, and in some cases hotels and restaurants. Proposed paddling trails will add 127.08 miles of blueways
to Denton’s system.
Special Use trails include mountain biking and equestrian trails.
• Mountain biking trails are soft surface trails designed for recreational riders. These trails can use the
natural environment to create diverse and challenging courses. An example of this kind of facility in
Denton is the Hartlee Field Mountain Bike Trail, opened in October, 2021.
• Equestrian trails are for use of people on horseback. They are designed to meet the needs of horses
and their riders, can be used to protect natural resources, and achieve sustainability. When designed for
multiple users (walkers and bikers), these trails should consider horse behavior to maintain the safety of
trail users who are on horseback as well as those who are on foot.
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DESIGN CONSIDERATIONS
TRAIL DESIGN
In order to create an accessible and safe trail network, it is important to use best practices and standardized
design techniques for trails. These best practices will vary based on the location, type, and desired overall
experience for trail users.
The proposed network is comprised of a variety of trail types. Design standards are important to outline the
recommended minimum requirements for safety and convenience of users and to meet local and regional
non-motorized transportation goals. It is important to note that all trails, bikeways, and sidewalks should at
a minimum meet the American Association of State Highway Transportation Officials (AASHTO) and Texas
Department of Transportation (TxDOT) standards and should exceed those standards if and where possible.
The Design Guidelines and Standards appendix of this master plan outlines standards for the development
of various types of trails, include multi-use trails, blue trails, mountain bike trails, and equestrian trails. The
appendix reviews the following trail design considerations:
• Accessibility
• Types of Users
• Speed
• Configuration
• Length
• Width
• Clearance (horizontal and vertical)
• Grading and Drainage
• Furnishings
• Safety and Security
• Maintenance
• Wayfinding
ADDITIONAL CONSIDERATIONS
ADA ACCESSIBILITY CONSIDERATIONS
The Americans with Disabilities Act (ADA) of 1990 mandates that newly constructed facilities that are open to
the public must be accessible and usable by individuals with disabilities. Accessible routes should have a firm,
stable surface with minimal grade changes. An accessible route is one that provides an unobstructed path
connecting all accessible elements and spaces of a building, facility, or site. All trails and trailheads, including
paddling trails, should meet ADA standards.
SAFE CROSSINGS
Roadway crossing design is a critical component of a trail system. Trails should be designed with roadway
crossings that minimize the potential of conflict between motorized traffic and trail users. Signage, roadway
markings, lights, and other physical design elements can be used in tandem both to alert drivers of a trail
crossing and to let trail users know they are approaching an intersection with motorized travel. These elements
can improve awareness, access, usability, and safety of the roadway crossings. Crossings should be designed
using national and local best practices provided by organizations, such as AASHTO, National Association of
City Transportation Officials (NACTO), and Manual on Uniform Traffic Control Devices (MUTCD) guidance.
Crossing standards will vary based on location, user, and roadway classification. Greater emphasis should
be placed on roadways with higher traffic volumes. When crossing roads owned and maintained by TxDOT,
state regulations for safe crossings should be used. In addition to planning for safe crossings for current trails,
it is crucial to the future success of this plan that City and State staff work together on roadway design and
development within the city limits to ensure that pedestrians and cyclists are considered within wider efforts
at road construction and resurfacing.
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Tools to meet safe crossing standards include signage, warning beacons, pavement treatments, and traffic
calming methods such as rumble strips, pavement coloring, and speed tables/humps.
As part of previous trail planning efforts, challenging intersections have been identified that are in need of
improvements for safer pedestrian and cyclist access. The majority of these areas identified are along TxDOT
roadways, including I-35 and Loop 288. Further coordination and partnerships are needed with TxDOT,
railroads, private property owners, HOAs, and other governmental agencies to develop safe crossings in these
areas. Figure 6.12 shows high emphasis intersections when designing future trails and roadway crossings.
Figure 6.12 High Emphasis Intersections
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TRAIL AMENITIES
Trail amenities can enhance the overall user experience along trails. This section includes a description of
trail amenities that should be considered throughout the trail system in the City. Ultimately, the Parks and
Recreation Department will need to determine the placement of each throughout the trail system based on
resident input and programming goals for each trail.
TRAILHEADS
Trailheads are located at key entrances to the
trail system allowing users to access a trail.
Features typically found at a trailhead include
parking, restrooms, information on trail rules and
regulations, drinking fountains, benches, bike
repair stations, and trash receptacles.
LIGHTING
Lighting is important to consider when designing
trails. Properly installing and maintaining lighting
along a trail improves nighttime safety for trail
users. Lighting can improve visibility, increase
access and convenience, and give trail users a
sense of safety when using trails outside of daylight
hours. Because nighttime etiquette is not always
followed, proper lighting can help to increase
visibility and reduce the likelihood of crashes.
It can also promote commuting and recreation
during the night when someone may otherwise
not want to cycle.
Lighting options vary based on location and type
of trail, overhead clearance, trail purpose, and
weather. Lighting can be wired, battery powered,
or solar powered. Lighting form factor (bollard,
pole, etc), placement, and design should all be
carefully considered during the trail planning
process. Additional elements, such as reflective
striping, can supplement existing lighting on a
trail. AASHTO recommends lighting be installed at
a minimum:
• Always in a tunnel or overpass
• At trailheads
• Bridge entrances and exits
• Public gathering places
• Along streets
• At crosswalks
• Path and sidewalk intersections
• To illuminate signage
Lighting design along a trail raises a number of
issues that deserve close consideration. First, any
lighting design should carefully account for the
maintenance burden of replacing damaged bulbs
or fixtures. Additionally, lighting design requires
close collaboration with community members
adjacent to a trail who may not want the light
pollution that comes with trail lighting, or may
not want to encourage trail use at night. City staff
should work toward reasonable compromises that
balance the safety advantages of good lighting and
respect the wishes of trail-adjacent communities.
TrailheadTrailhead
Trail Lighting Trail Lighting
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6 | Trails144
SAFETY MEASURES
In addition to lighting, safety can be increased
along the trails by having them monitored by bike
patrol services. Patrol services can provided by
municipal workers or staffed by volunteers. These
patrols report hazards and obstacles for trail users,
and can assist in the care and transportation of
trail users who may be sick or injured.
Safety call boxes can also be provided along trails.
These allow trail users to contact emergency
services when needed by connecting to centers
for public safety. These can be placed strategically
along the trail with designated mile markers to
help emergency services know where to access
the trail to provide services. It is recommended
that these include motion-based video systems to
record use and deter potential vandalism.
CRIME PREVENTION THROUGH
ENVIRONMENTAL DESIGN (CPTED)
CPTED is a widely-accepted approach to
reducing crime through thoughtful design of
built environments. CPTED maintains that the
incidence of crime can be reduced solely by
adhering to the following design guidelines:
• Natural Surveillance. Use of lighting and
landscaping to provide surveillance of
areas.
• Natural Access Control. Use of walkways,
fences, lighting, and signage to guide
people and vehicles to proper entrances
and exits.
• Territorial Reinforcement. Clear
distinction between public and private
areas to show control of areas.
• Maintenance. Avoidance of prolonged
nuisances such as neglected or poorly
maintained properties.
It is important that CPTED principles are
considered and incorporated when designing
new trails, trail amenities, and trailheads.
SIGNAGE/WAYFINDING
A comprehensive signage system can not only
improve the usability of a trail, but can also help to
brand a trail system. Wayfinding helps trail users
identify their location on a trail, determine distance
to key destinations, and provide directional
guidance for preferred routes. Signs are typically
provided at trailheads and at key decision-making
points along a trail. Signage can mark access
points to the trail, provide directional and distance
guidance for trail users, help users locate locations
of key amenities along the trails, and help establish
branding for the trail system.
Trail Visibility Trail Visibility
Safety Call Box Safety Call Box
Wayfinding Signage Wayfinding Signage
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145 City of Denton Parks, Recreation, and Trails System Master Plan
TRAIL FURNISHINGS
Additional furnishings which may be found along trails include the following. Refer to the Design Guidelines
and Standards section in the Appendix for specific recommendations regarding minimum standards for
furnishings along trails.
Benches provide a place to rest along the trails.
Trash receptacles improve the overall cleanliness of the trail system. They allow users of the trail to dispose of trash in areas where there is a demonstrated need. Typically, these are found only at trailheads.
Dog waste stations also contribute to the overall cleanliness of trails. They should be placed at key locations such as trailheads to allow for the disposal and easy collection of pet waste.
Water bottle fill stations are important to ensure that trail users and their pets can remain hydrated while using the trail. Water bottle fill stations should be located at all trailheads and trail overlook points.
Trail overlooks are meant to celebrate areas of natural beauty or areas of historic/cultural significance. An overlook could be placed along a trail so as to not require removal of additional trees, and can be placed in an area which is generally shaded. The design of individual overlooks varies based on unique site conditions.
Fitness stations along trails are particularly useful for joggers and cyclists seeking to stretch, warm up, and cool down before or after a run or bike ride. Similar to fitness stations located within a park, a fitness station offers trail users an opportunity to engage with static machines that target different muscles.
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6 | Trails146
Bike repair stations are self-service stations that include tools to perform basic repairs and maintenance to bicycles, including filling deflated tires or changing a flat tire. Such stations should be placed near bicycle parking found at key destinations like parks, schools, and commercial areas.
Bike racks are particularly important in areas where the trail intersects with key destinations such as parks, schools, or commercial areas. Racks allow for trail users to safely secure their bicycles while stopping at destinations along the trail.
TRAIL MAINTENANCE
Trail management and maintenance is important to ensure the continued safe usability of the trail system.
Maintenance requirements vary by trail tread type.
Pavement includes asphalt and concrete, and is typically designed to last for years, however, weather and other stresses can cause damage to the pavement. Maintenance is often needed to repair cracks and replace sections.
Gravel/Crushed Rock/Granite can be used in rural areas or for more naturalistic look. Regular maintenance is required to maintain surface quality and ADA accessibility.
Dirt/Natural Earth trails are inexpensive to maintain, with typical maintenance involving drainage, repairing eroded areas, and removing vegetation.
Boardwalks are typically used through segments of wetlands. They can be expensive to maintain due to the materials and time needed to replace boardwalk elements.
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South Lakes ParkSouth Lakes Park
147 City of Denton Parks, Recreation, and Trails System Master Plan
Paddling Trails while these trails do not have surfaces, maintenance requirements include signage and kayak launch maintenance.
TRAIL FUNDING
The proposed trail network is expansive and will require multiple funding sources for its implementation. The
following represent possible funding sources for realizing the trail system recommended in this master plan,
additional information regarding funding can be found in Chapter 9.
• Municipal Bond Program
• General Fund
• Private Development
• Public/Private Partnerships
• Regional Funding Sources
› NCTCOG
• State Funding Sources
› TxDOT Funding
›Texas Parks and Wildlife Funding – Recreational Trail Grants
• Federal Funding Sources
›RAISE Transportation Discretionary Grant Program
›Surface Transportation Block Grant Program (STBG)
›Congestion Mitigation and Air Quality Improvement Program (CMAQ)
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Trail Crossing, Grand Prairie Trail Crossing, Grand Prairie
Rayzor Ranch Development TrailsRayzor Ranch Development Trails
Greenway Crossing, Flower Mound Greenway Crossing, Flower Mound
Internal Park Trail, Carl Young Jr. Park Internal Park Trail, Carl Young Jr. Park
Paddling TrailsPaddling Trails 6 | Trails148
OPPORTUNITIES
EXPAND THE TRAIL NETWORK
During the various community engagement
opportunities, the community continually identified
trails as one of the top recreational facilities they
wanted to see more of in the future. As Denton
continues to grow, it will be important to increase
trail availability throughout the entire City. As
shown in the overall goals for this plan, residents
emphasized, especially, the goals of accessibility
and connectivity for the future trail system. A
more expansive trails system will better connect
residents to key destinations, neighborhoods, and
surrounding communities.
Increase trail LOS. The City has identified
approximately 375 miles of new trail corridors
to add to the existing trail system. Constructing
additional trail mileage will increase accessibility
of the trail system for all users. The following
opportunities have been identified for increasing
trail LOS:
• New Developments – As new developments
such as Hunter Ranch and Cole Ranch are
developed, there will be opportunities to
integrate a robust trail network not only for
residents of the developments, but also for the
wider community. As with parks, the City can
require the developers to build trails as part of
the development process.
• New Roadway Construction – The City of
Denton and TxDOT have identified new roadway
corridors in the City. As these new corridors
are designed and constructed, there will be
opportunities to include trails and bikeways
within the right-of-way. These accommodations
should be fully fleshed out in the roadway
design phase to properly incorporate trails and
bikeways.
• Greenway Utilization – Floodplains and creeks
run throughout the City; these undevelopable
greenways provide opportunities to improve
the trail network and connect people to
nature. Greenways can link residents to
major destinations, support biodiversity, and
include interpretive signage for education and
exploration.
• Underutilized Land – Throughout the City there
are underutilized right-of-ways, easements, and
parkland. New trails can be incorporated into
underutilized land to provide for more trail
connections for residents.
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The Woodlands Town CenterThe Woodlands Town Center
Legacy TrailLegacy Trail
TWU CampusTWU Campus
UNT CampusUNT Campus
Equestrian TrailEquestrian Trail
149 City of Denton Parks, Recreation, and Trails System Master Plan
Fill in gaps in the existing trail system. The
existing trail network has numerous gaps,
which inhibits connectivity throughout the City.
Identifying, prioritizing, and constructing trails
to fill the gaps will help create a more complete
transportation system. Filling in the gaps may be
a more feasible way to improve LOS, as additional
land or easements may be required. Continuous
trails provide better connectivity, access, and
safety for users.
Implement regional connections. As discussed
earlier in the chapter, regional trail connections
have been identified throughout the City to connect
residents to surrounding communities. Funding
may be available through NCTCOG, TxDOT, or
federal funding sources that support regionally
significant trails. Pursuing funding opportunities
through alternative sources can help extend the
City’s own dedicated trails funding.
Connect to key destinations. Trails and bikeways
can provide connectivity to key destinations
throughout the City, including civic facilities such
as schools, libraries, and parks, and entertainment
destinations such as downtown, the Cultural
District, employment centers, and shopping
centers. By improving multi-modal access to these
places, reliance on automobile travel may be
reduced.
Identify partnerships for trail development.
Partnerships can be critical to the development
of a complete trails and bikeways system. While
the City or developers traditionally provide funds
for the construction of trails, property owners can
use conservation easements over floodplains to
increase open space and area for trails. Larger
employers can include trails in their overall site
development and provide connections to the trail
system to encourage their employees to actively
commute to work or walk during lunch breaks. Land
trusts can help acquire land for the preservation
of open space; these lands can be utilized for
trails and blueways. Educational institutions, such
as TWU and UNT can help with the construction
of trails connecting to their campuses and to
encourage healthier lifestyles for their students.
DISD can utilize trails with interpretive signage for
educational opportunities for students.
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6 | Trails150
INCORPORATE DIVERSE TYPES OF TRAILS
The vision for the trails and bikeways system in Denton is to have a dynamic system that provides opportunities
for multi-use, off-road, on-road, and alternative trails. Denton has diverse natural habitat that is suitable for
various trail types, users, and opportunities. Providing for alternative trail users will help expand the system,
draw in new users, and improve recreation access in non-traditional ways. Non-traditional trail offerings
recommended in this plan include:
Paddling trails can be incorporated in Denton’s waterways,
including creeks and lakes. These trails may provide regional
connections, such as on Lewisville Lake, or may be focused within
the City’s limits. Developing designated paddling trails can help
reduce potential conflicts between water users such as boaters,
swimmers, and paddlers. Launch points may be in established
parks or where there are shallow waters with flat banks to allow
for short launches.
Equestrian trails are unpaved trails either along a right-of-way
or through a naturally wooded area. These trails are important
to provide opportunities for people on horseback to enjoy riding
in a more natural setting. Incorporating these facilities into the
overall plan adds variety to the system and can attract users from
around the region. If there are multiple users for an off-road
system, having unpaved navigable shoulders can help reduce
conflicts between users.
Mountain biking attracts users from all over the Dallas-Fort Worth
area. These soft-surface trails meander through natural settings
for a challenging course for avid riders. Using design elements
such as adequate sight distance, speed control features, and
passing spaces can help reduce conflicts between users for soft-
surface natural trails.
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Interpretive SignageInterpretive Signage
Trail Crossing, Grand Prairie Trail Crossing, Grand Prairie
Wayfinding Signage, Flower MoundWayfinding Signage, Flower Mound
Trail AmenitiesTrail Amenities
Wildlife Culvert, NetherlandsWildlife Culvert, Netherlands
151 City of Denton Parks, Recreation, and Trails System Master Plan
INTEGRATE DESIGN
CONSIDERATIONS
The trails and bikeways system should be safe,
accessible, and provide for a variety of experiences.
The following considerations should be taken into
account when expanding the system:
Enhance roadway crossings. Most trails and
bikeways in a developed community encounter
roadways at some point. It is critical to plan for
safe roadway crossings in the design of a trails
system. Intersections should be designed to bring
attention to the users crossing the roads, provide
for ADA accessible crossings, and reduce barriers
for crossings. This can be accomplished through
thoughtful ramp design, highly visible crosswalks,
enhanced signage, pedestrian signals, and
pedestrian refuge islands, among other strategies.
There is not a one-size fits all solution for roadway
crossings, however, nationally recognized best
practices should be used to design crossings.
Improve system accessibility. Establishing more
connections to the system throughout the City will
allow more residents to use trails for active and
passive uses, including both recreation and active
transportation. Providing access points to the trails
from neighborhoods, parks, and destinations can
create a system that reaches more users.
Improve trail amenities. Amenities along trails
can improve user experience, attract new users,
and create a sense of place. Trailheads at key entry
points to the system can help brand the trail and
create points of interest. Other trail amenities
that are common are pet waste stations, trash
receptacles, benches, and bike racks. Incorporating
public art into the trail system can support
community placemaking initiatives, strengthen
the connection between residents and trails, and
provide unique experiences.
Provide wildlife crossings. Often times highways
run through natural lands without consideration
being given to the native flora and fauna. These
barriers to natural connectivity can be dangerous,
especially in areas that are less developed where
collisions between large mammals, such as
deer, and automobiles occur. Conflicts between
wildlife and automobiles can be reduced through
the provision of wildlife corridors. These can be
overpasses or underpasses for the movement of
wildlife. Not only can these reduce crashes, they
help restore ecosystem connectivity.
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Celebration Park, AllenCelebration Park, Allen
Heritage Park Nature TrailHeritage Park Nature Trail
Epic Waters, Grand Prairie Epic Waters, Grand Prairie 6 | Trails152
Increase wayfinding throughout Denton.
Wayfinding signage is important to increase
usability of a trail and bikeway system. Signage
can be used to increase comfort levels,
provide navigation for users through diverse
environments, and warn users about roadway
crossings. In addition to the navigation benefits,
wayfinding signage can also be used to brand
the system and create community placemaking.
Signage may include directions, trailheads, kiosks,
interpretive signage, pavement markers, and
regulatory signage.
Encourage exploration. A well thought out and
interesting trail system can encourage curiosity,
growth, and creativity for kids and adults.
Interpretive signage can educate trail users on
water systems, ecology, biology, and conservation.
In a world where people are indoors most of the
time, having opportunities to explore nature can
lead to healthier and happier lives.
Maintain corridors. Trail and bikeway usability
is directly tied to maintenance. In order for a
system to be user-friendly, it must have routine
maintenance to ensure there is no vegetation
encroachment, that trail surfaces are cared for to
fix cracks and holes in trail surfaces, and that all trail
amenities are maintained. Trails should be cleared
of debris and may need continuous attention.
Having dedicated staff or volunteers to ride the
trail and identify maintenance concerns can help
ensure the system is efficiently maintained.
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Carl Young Jr. ParkCarl Young Jr. Park
City of Denton Parks, Recreation, and Trails System Master Plan
7
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RC Airfield, North Lakes ParkRC Airfield, North Lakes Park
NatatoriumNatatorium
154
• INTRODUCTION
• AGE SEGMENT ANALYSIS
• LIFECYCLE ANALYSIS
• COST OF SERVICE
• OTHER KEY FINDINGS
• OPPORTUNITIES
PROGRAMS & SERVICES
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Downtown DentonDowntown Denton155City of Denton Parks, Recreation, and Trails System Master Plan
INTRODUCTION
The purpose of this chapter is to evaluate Denton’s programs and services. It evaluates the existing systems
in place, including staffing, program availability, and opportunities Denton’s residents have for exploring and
enjoying the recreation system. The analysis also looks at partnerships, volunteer opportunities, and other
collaborations the City can explore to continue improving it’s offerings to Denton residents.
OVERVIEW OF PRIORITIES AND CORE PROGRAM AREAS
The Denton Parks and Recreation Department has a professional staff that annually delivers a comprehensive
parks and recreation program to Denton residents. Department staff are responsible for the management
and implementation of a diverse array of recreation programs, community-wide events, services and the
operation of multiple facilities. The City of Denton Parks and Recreation Department offers an expansive
offering of services to Denton residents including: after-school activities, outdoor recreation, environmental
education, aquatics, sports, health and fitness services, community events, cemetery oversight, volunteer
opportunities, resident outreach, and facility rentals. In addition to the provision of services provided directly
by the Department, PARD works closely with other organizations to extend its service reach. By establishing
partnerships with the Denton Independent School District (DISD), various nonprofit organizations, and other
community stakeholders, PARD enhances access to its services to many more residents.
CORE PROGRAM APPROACH
The vision of the Parks Department is to be a premier regional provider of parks, recreation, open space,
and trails. The goal of the parks department is to provide all residents access to high quality programs and
experiences. Part of realizing this vision involves identifying Core Program Areas, and understanding how
those will continue to grow and adapt to better serve current and future needs. Prioritizing Core Program
Areas helps staff, policy makers, and the public focus on what is most important. Definitionally, Core Program
Areas meet a majority of the following categories:
• The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the
community.
• The program area consumes a relatively large portion (5% or more) of the agency’s overall budget.
• The program area is offered 3-4 seasons per year.
• The program area has wide demographic appeal.
• There is a tiered level of skill development available within the offerings of a program area.
• There is full-time staff responsible for the program area.
• There are facilities designed specifically to support the program area.
• The agency controls a significant percentage (20% or more) of the local market providing this service.
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After School Programs/Activities
Recreational child care programs after-
school and during school breaks. These
programs emphasize general recreation and
socialization rather than specific instruction
or skills.
Aquatics
Includes drop-in (monitored) facility access,
instruction-based programs, coached leagues,
fitness classes, safety training/certification
classes, special events, and community
outreach partner programs such as Splish
Splash Storytime, Doggie Dive in, etc.
Athletics
Recurring group recreational and/or
instructional sports leagues, programs and
activities operated, taught, or managed by
the department through contract or staff or
volunteers throughout a season.
Camps
Camps with a recreational and instructional
focus which may include field trips. Some
camps have a specific instructional or skills
programs.
Cemetery Services
Grave location services, plot preparation and
marking, maintenance of cemetery grounds,
researching previous burial locations,
preparing deeds for pre-need locations.
Community Events
Themed activities and events that may
or may not require registration as well as
events planned and implemented by outside
organizations that are co-sponsored at various
levels by the City. These events are of the
magnitude that require City permits of some
type and use of City facilities. City sponsorship
typically includes fee discounts, fee waivers,
in-kind services.7 | Programs and Services156
DENTON PARKS AND RECREATION DEPARTMENT CORE PROGRAMS/SERVICE AREAS
The Department currently offers programs and services in 13 Core Program Areas. These core program areas
are listed below:
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Enrichment
Group or individual recreational and/or
instructional sports classes, clinics and
activities, special interest classes, clinics, and
activities for all ages operated, taught, or
managed by the department through contract
or staff.
Environmental Education
Environmental, nature, and conservation
education programs and classes for children,
youth, adults and active adults.
Fitness and Wellness
Health & wellness classes and programs and
classes for children, youth, teens, adults and
active adults.
Outdoor Recreation
Group or individual recreational and/or
instructional outdoor recreation classes and
activities for all ages operated, taught, or
managed by the department through contract
or staff.
Outreach Services
Community-wide programs that deliver
public education, information, resources, and
opportunities through free projects, events,
activities, that maintain a focus on improving
residents’ quality of life.
Rentals and Reservations
Rental of facilities, parks, and other amenities
for exclusive use of full or partial facility on a
one-time basis by the general public. Specific
facility policies may include discounted fees
for specific types of users such as other
government entities or community groups.
Volunteer Services
Individual and group volunteer programs and
projects managed by department staff
157 City of Denton Parks, Recreation, and Trails System Master Plan
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North Lakes Dog ParkNorth Lakes Dog Park Evers Park Baseball FieldsEvers Park Baseball Fields 7 | Programs and Services158
ENSURING THE RIGHT CORE PROGRAM MIX
The Core Program Areas provided by Denton currently appear to meet some of the community’s major needs
as identified in the survey results, but the program mix must be evaluated on a regular basis to ensure
that the offerings within each Core Program Area – and the Core Program Areas themselves – align with
changing leisure trends, demographics, and resident needs. The National Recreation and Parks Association
(NRPA) recommends that six determinants be used to inform what programs and services are provided by a
municipal parks department. According to NRPA, those determinants are:
Conceptual foundations of play, recreation, and
leisure. Programs and services should encourage
and promote a degree of freedom, choice, and
voluntary engagement in their structure and
design. Programs should reflect positive themes
aimed at improving quality of life for both
individuals and the overall community.
Organizational philosophy, mission, and vision.
Programs and services should support the City’s
and the Department’s vision statements, values,
goals, and objectives. These generally center on
promoting personal health, community well-being,
social equality, environmental awareness, and
economic vitality.
Constituent interests and desired needs.
Departments should actively seek to understand
the recreational needs and interests of their
constituency. This not only ensures an effective
(and ethical) use of taxpayer dollars, but also helps
to make sure that programs perform well and are
valued by residents.
Creation of a constituent-centered culture.
Programs and services reflect a departmental
culture where constituents’ needs are the prime
factor in creating and providing programs. This
should be reflected not only in program design, but
in terms of staff behaviors, architecture, furniture,
technology, dress, forms of address, decision-
making style, planning processes, and forms of
communication.Experiences desirable for clientele. Programs
and services should be designed to provide the
experiences desirable to meet the needs of the
participants/clients in a community and identified
target markets. This involves not only identifying
and understanding the diversity of needs in
a community, but also applying recreation
programming expertise and skills to design,
implement, and evaluate a variety of desirable
experiences for residents to meet those needs.
Community Opportunities. When planning
programs and services, the Department should
consider the network of opportunities afforded by
other organizations such as nonprofits, schools,
other public agencies, and the private sector.
Departments should also recognize where gaps in
service provision occur and consider how unmet
needs can be addressed.
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159 City of Denton Parks, Recreation, and Trails System Master Plan
AGE SEGMENT ANALYSIS
The table below depicts each program along with the age segments they serve. Recognizing that many
programs serve multiple age segments, Primary and secondary markets were identified.
CORE PROGRAM
AREA
PRESCHOOL
(5 AND
UNDER)
ELEMENTARY
(6-12)
TEENS
(13-17)
YOUNG
ADULT
(18-34)
ADULT
(35-49)
ACTIVE
ADULT
(50-64)
SENIOR
(65+)
After School Programs/
Activities P
Aquatics P P S P P P P
Athletics P P P S S S
Camps P P P
Cemetery Services P P
Community Events S S S P P S S
Enrichment P P S S S P P
Environmental
Education S P S P P P P
Fitness and Wellness S P P P P
Outdoor Recreation P P S S S S S
Outreach Services S S P P P
Rentals and
Reservations S P P S
Volunteer Services S P P P P S
Primary Market
Totals 4 7 3 6 7 8 6
Table 7.1 Program Area and Description
P = Primary; S = Secondary
AGE SEGMENT ANALYSIS - CURRENT SEGMENTS SERVED
Findings from the analysis show that the Department provides a strong balance of programs across all age
segments. All segments are targeted as a primary market for multiple core program areas, with teens having
the least number of core programs (three) and active adults having the most (eight). This balance should be
maintained moving forward, and the Department should update this Age Segment Analysis every year to note
changes or to refine age segment categories. Given the growing population trend for residents ages 55 and
over and the growing demand for services in this age bracket, it is also recommended that the Department
further segment this group into 65-74 and 75+. These two sub-segments will have increasingly different needs
and expectations for programs and services in coming years, and program planning will be needed to provide
differing requirements.
Age Segment Analyses should ideally be done for every program offered by the Department. Program
coordinators/managers should include this information when creating or updating program plans for individual
programs. An Age Segment Analysis can also be incorporated into Mini Business Plans for comprehensive
program planning.
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North Lakes Driving RangeNorth Lakes Driving Range 7 | Programs and Services160
LIFECYCLE ANALYSIS
A lifecycle analysis involves reviewing every program identified by City of Denton staff to determine the stage
of growth or decline for each as a way of informing strategic decisions about the overall recreation program
portfolio. The various stages of program lifecycles are as follows:
• Introduction - New program; modest participation.
• Take-Off - Rapid participation growth.
• Growth - Moderate, but consistent participation growth.
• Mature - Slow participation growth.
• Saturated - Minimal to no participation growth; extreme competition.
• Decline - Declining participation.
This analysis is not based on strict quantitative data, but rather is based on staff’s knowledge of their
program areas. The table below shows the percentage distribution of the various lifecycle categories of the
Department’s recreation programs. These percentages were obtained by comparing the number of programs
in each individual stage with the total number of programs listed by staff.
PERCENTAGE NUMBER
Introduction 14%33
Take-Off 8%19
Growth 31%75
Mature 28%68
Saturated 11%26
Decline 8%18
Totals 100%238
Table 7.2 All Programs: Lifecycle Stage Figure 7.1 Lifecycle Stages Comparison
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Natatorium Natatorium
Sand Volleyball CourtSand Volleyball Court
161 City of Denton Parks, Recreation, and Trails System Master Plan
RECREATION PROGRAM
LIFECYCLE ANALYSIS -
CURRENT DISTRIBUTION AND
RECOMMENDATIONS
Overall, the lifecycle analysis results indicate a
slightly unbalanced distribution of all programs
across the life cycle. Approximately, 53% of all
programs offered by Denton Parks and Recreation
are in the first stage of their lifecycle, which is in
line with the best practice guideline of 50-60%.
While it is important to provide new programs to
align with trends and help meet the evolving needs
of the community, it is also important to have a
stable core segment of programs that are in the
Mature stage. Currently, only 28% of programs are
in this category. It is recommended that this be
approximately 40% so as to provide stability to the
overall program portfolio, but without dominating
the portfolio with programs that are advancing to
the later stages of the lifecycle. Programs in the
Mature stage should be tracked for signs they are
entering the Saturation or Decline stages. There
should be an ongoing process to evaluate program
participation and trends to ensure that program
offerings continue to meet the community’s needs.
A total of 18.4% of programs/services are saturated
or declining, which is above the best practice
recommendation of 10%. It is recommended
to keep as few programs as possible in these
two stages, but it is understood that programs
eventually evolve into saturation and decline.
If programs never reach these stages, it is an
indication that staff may be “over-tweaking” their
offerings and abbreviating the natural evolution of
programs. This prevents programs from reaching
their maximum participation, efficiency, and
effectiveness. For departments challenged with
doing the most they can with limited resources,
this has the potential to be an area of concern. The
core program area that contributes most to the
Saturated and Decline stage is Athletics; 50% of all
programs in this category are Athletic programs.
As programs enter into the Decline stage, they
must be closely reviewed and evaluated for
repositioning or elimination. When this occurs,
staff should modify these programs, heavily
if necessary, so that they continue to respond
to resident needs. This revision will begin the
program lifecycle anew, at the introductory stage.
Lifecycle reviews should occur annually with staff
trying to maintain an ideal percentage distribution
of programming between the three lifecycle
stages.
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7 | Programs and Services162
COST OF SERVICE
The Parks and Recreation Department Cost of Service Model and Strategy was developed in 2021 with
guidance from 110%, a consulting firm that works specifically with Parks and Recreation departments to
refine their programming. This exercise provided a baseline measurement of the cost of services, the balance
between tax subsidy and fees/charges, and the philosophy behind funding strategies. Services are listed
on a continuum, by service category, to demonstrate the different pricing strategies based on the service
having more community-wide benefit, or more individual benefit. The Cost of Service model reflects the City’s
philosophy of funding services, and is intended to be dynamic and change over time based on City resources
and priorities.
SERVICE CATEGORIES
The following provides an overview of the service categories defined in consultation with 110% consultants.
Beginner & Introductory Activities
Activities that introduce a skill/practice
or provide a basic understanding of the
fundamentals of a skill. These services require
little to no experience in order to participate.
(Examples: sports clinics, water tots intro swim
Level 1 and 2, sports leagues 6-8U, blastball,
“learn to” activities (examples: chess, archery,
fishing, arts/crafts, Dolphins white team)
Community Events
Large-scale events that appeal to a broad
portion of the community regardless of age,
ability/skill, family composition, etc. These
events are highly intensive and typically occur
on an annual basis. Registration is generally not
required. (Examples: Arts and Jazz Fest, Blues
Fest, Cinco De Mayo, Fourth of July Parade and
Jubilee, National Night Out, Halloween Carnival
and Harvest, Movies in the Park, Juneteenth,
Red Bud Festival, Tree Giveaway, Black History
Month Celebration, Martin Luther king Jr. Day
Celebration)
Community Outreach Services
Services offered internally or through
community partnerships, intended to address
life challenges through maintaining quality
of life, independence, and connection to the
community by providing resources for those in
need. (Examples: Meals-on-Wheels, resource
seminars, support groups, benefits counseling,
job fairs, health fairs, warming shelters,
showers)
Enrichment Activities
Activities designed to develop and/or enhance
life skills and self-sufficiency and promote
socialization. These activities are led and/
or supervised by staff and/or volunteers.
(Examples: tutoring, after school care, day
trips to museums, farms/gardens, theaters,
hiking, kayaking, computer skills programs,
STEM classes/camps, Clear Creek education
programs, master naturalists, CPR, and social
crafting classes)
Equity Services
Services that focus on addressing community
inequities providing for improved access to
leisure opportunities (examples: Play in the
Park/Mobile Recreation, Adapted Rec)
Intermediate/Advanced/Competitive Level
Activities
Activities which provide a structured format
in order to advance or master a skill/practice,
or to compete. (Examples: sports leagues 10U
and up, Adult Sports Leagues, tennis classes
Middle and High School, LTS Level 3 and 4,
Dolphins swim team Red and Blue, specialized
fitness programs)
Monitored/Drop-in Access
Parks, recreation facilities, and activities
available for drop-in use which do not require
registration. Activity is self-directed by the
user. (Examples: lap swim, open swim, fitness
rooms, open gym, computer lab, game rooms,
walking track, woodshop)
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163 City of Denton Parks, Recreation, and Trails System Master Plan
Non-Monitored/Open Access
Open access to parks, park amenities, and
recreation facilities that does not include staff
and volunteer supervision or oversight. Activity
is self-directed by the user. (Examples: multi-
purpose courts, playgrounds, fishing ponds,
trails, airfield, public art, disc golf, community
gardens, outdoor athletics courts, cemeteries)
Private/Semi-Private Activities
Activities conducted in a one-on-one or small
group setting designed to ensure maximum
gain related to a specific topic or skill.
(Examples: sport private lessons, personal
training, genealogy)
Rentals
Space and facility rentals which provide
exclusive use of public spaces and places by an
individual or group. (Examples: multi-purpose
rooms, gyms, parks, pavilions, amphitheaters,
athletic fields/courts, pools, cabanas. This also
includes contracts and/or short-term leases
for concessionaires, youth sports associations,
and vendor permits.)
Resale
Consumable and non-consumable goods for
purchase at various parks and/or recreation
facilities. (Examples: food sales, beverage
sales, pro shop items like fitness accessories)
Special Events
Events designed for a target market, market
niche’, or specific interest. Registration is
typically required. (Examples: in-house athletic
tournaments, fun runs, MLV Dance, Extended
Trips, Adapted Rec Sweetheart Ball, Family
Campout, Kids Fishing Tournament, Dive-In
Movies)
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Source: 110%7 | Programs and Services164
11
22
Develop Pricing Strategies
As the Department potentially embarks on the implementation of a new pricing policy, it will be
necessary to expand upon and implement pricing strategies that will not only increase sales but
also maximize the utilization of the City’s parks, programs and recreation facilities. By creating
pricing options, customers are given the opportunity to choose which option best fits their
schedule and price point. It is recommended that the Department continue to explore pricing
strategies that create options for the customer. Examples of pricing options include:
• Primetime
• Non-primetime
• Season and Off-Season Rates
• Multi-tiered Program Pricing
• Group Discounting and Packaging
• Volume Pricing
• Incentive Pricing
• Length of Stay Pricing
• Cost Recovery Goal Pricing
• Level of Exclusivity Pricing
• Age Segment Pricing
• Level of Private Gain Pricing
COST RECOVERY GOALS
The following chart provides an overview of the service categories and the corresponding cost recovery goals
for each.
Figure 7.2 The Cost Recovery Continuum
COST OF SERVICE RECOMMENDATIONS
To more accurately track cost of service and cost recovery, the consulting team recommends the following:
Develop New Pricing Policy Based on Classification of Programs and Services
If a shift in philosophical approach is embraced, it is important to refocus The Department on
cost recovery goals by service category. Pricing based on established operating budget recovery
goals will provide flexibility to maximize all pricing strategies to the fullest. Allowing the staff to
work within a pricing range tied to cost recovery goals will permit them to set prices based on
market factors and differential pricing (prime-time/non-primetime, season/off-season rates) to
maximize user participation and also encourage additional group rate pricing where applicable.
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OTHER KEY FINDINGS
Program Evaluation
Assessment and evaluation tools to measure the
success of programs and services are in place,
however, they are not utilized consistently across
all core program areas.
Customer Satisfaction
The Department does currently track customer
satisfaction ratings.
Staff Training/Evaluation
The Department has a robust staff training
program and excellent staff evaluation methods
in place.
Public Input
The Department uses several program survey
tools to continually gather feedback on quality of
and the community’s needs and unmet needs for
programming.
Marketing
The Department develops a best practice
comprehensive and targeted marketing plan
annually that utilizes a number of marketing
strategies to inform City residents of the offerings
of the community. The Department should
continue to update its current Marketing Plan
and ensure the inclusion of targeted marketing
strategies such as:
• Mass marketing: The target market for this
kind of strategy is a large, varied group of
people such special events that appeal to all
City residents.
• Differentiated marketing: The target
market for this strategy is large groups of
people within a targeted market who share
specific character traits such as age specific
programming.
• Niche marketing: For this kind of target
marketing, the Department targets a smaller,
select group of people who share particular
interests in a specific type of program or
service, such as swim lessons.
• Micromarketing: This strategy involves
offering customized and individualized services
to City residents, such as pavilion reservations
for birthday parties.
Volunteers
The Department has a strong volunteer program.
Partnerships
The Department utilizes a number of partner
providers to deliver programs to Denton residents
but lacks a formal partnership policy.
Competition
The Department does have a general
understanding of other service providers.
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OPPORTUNITIES
Participation Data Analysis
Through ongoing participation data analysis,
refine recreation program offerings to reduce
low enrollment or canceled programs due to no
enrollment.
Expand Programs and Services in the Areas of
Greatest Demand
Ongoing analysis of the participation trends of
programming and services in Denton is significant
when delivering high quality programs and
services. By doing so, staff will be able to focus
their efforts on the programs and services of the
greatest need and reduce or eliminate programs
and services where interest is declining. Specific
efforts should be made to increase programming
in the areas of greatest unmet need as identified
in the survey.
Public Input
The Department should seek to incorporate
opportunities to continually engage the residents
of Denton utilizing tools such as pre-program
surveys, focus group meetings, town hall meetings,
and bi-annual needs based surveys utilizing the
City’s robust website.
Partnership Policy
The Department should develop a partnership
policy to ensure that partnerships are equitable
and sustainable. A Partnership policy template has
been provided as an Appendix in the Master Plan.Ongoing Evaluation
The Department should continue to utilize its
current evaluation tools to measure the success
of its performance. As the Department does so, it
should ask itself three simple questions:
• Service Rationale: Do we need to provide this
service?
• Service Level and Scope: What quality and
quantity of service do we need to provide?
• Service Effectiveness: Is the service achieving
its intended outcomes?
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Nette Schultz ParkNette Schultz Park
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• INTRODUCTION
• PARK MAINTENANCE FUNCTIONAL WORK AREAS
• MAINTENANCE MODES AND STANDARDS
• KEY FINDINGS
• OPPORTUNITIES
MAINTENANCE
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169 City of Denton Parks, Recreation, and Trails System Master Plan
INTRODUCTION
In order to have a highly functioning and usable
park system, it must be maintained. This section
discusses maintenance requirements for Denton’s
park system.
Parks, facilities, and amenities that are clean and
functioning efficiently are a critical element to
delivering high quality programs and services.
The statistics below enumerate the acreage and
mileage of the parks and trails system that is
actively managed by the City of Denton’s Parks
and Recreation Department as of May, 2021.
The majority of medians and ROW’s that the
Department is responsible for is contracted out for
maintenance.
• Developed Parks - 1,095 acres
• Natural Area/Preserve Parks - 2,480 acres
• Trails - 61 miles
Further, the value of the assets, amenities and
infrastructure of the developed parks and trails
system, excluding the value of the land, in 2021
dollars, is approximately $627.6 million.
PARK MAINTENANCE
FUNCTIONAL WORK AREAS
Parks are a critical component in the quality of life
available to residents of the City of Denton. Today,
the park system consists of approximately 3,935
acres of developed, natural area, and green spaces
woven throughout the City. This figure does not
include undeveloped parkland, ROW’s, or medians.
The functional work areas that are provided by the
Park Maintenance Division are:
• General Parks and Grounds Maintenance
• Trades
• Response Team
• Cemetery
• Athletic Fields
• Urban Forestry
The Parks Maintenance Division does not have
a specific functional work group that focuses
specifically on trails maintenance. This function
is included within the responsibilities of General
Parks and Grounds Maintenance.
The core lines of service (functions) performed
by each of the functional work areas of the Parks
Maintenance Division are numerous. The detailed
lines of service can be found in Appendix X of this
document.
Pecan Creek Preserve TrailPecan Creek Preserve Trail
Oakwood CemeteryOakwood Cemetery
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MAINTENANCE MODES
AND STANDARDS
Regular maintenance involves quantifying
resource inputs in a way that helps to determine
changes in materials needed to maintain the parks
at their present standard. The City’s maintenance
efforts are expansive and address diverse aspects
of sustaining high-quality parks, amenities, and
infrastructure in order to preserve the integrity
of public assets and extend their interval of
meaningful use. The major objectives of park
maintenance include:
• Maintaining and improving the sites, grounds,
facilities, and structures of the City’s parks
system to provide optimal and enjoyable use.
• Providing landscaping and general maintenance
for a multitude of City amenities, including but
not limited to, landscaped beds and turf, urban
open spaces, urban forests, ROW’s, and City
properties.
• Maintaining the City’s open-space tracts, paying
particular attention to access points, trail repair,
erosion control, and trash removal.
• Protect and preserve the value of City assets so
that long-term maintenance costs are minimal
due to extending the service life of those assets.
Many of the objectives assigned to the Park’s
maintenance teams go beyond the traditional
responsibilities of park maintenance employees
such as supporting private events, managing illegal
dumping sites citywide, and maintenance of turf
across the City.
It is recommended that all park maintenance
functional work areas adopt a three-tiered service
structure, based on the maintenance needs of
each kind of park asset. These levels are referred
to as maintenance modes, and each has a unique
standard that dictates routine maintenance tasks
and their frequency. Each park asset is assigned
to one of the three maintenance modes, creating
a framework for organizing and scheduling tasks
and determining responsibilities at each location.
A description of each of the maintenance modes is
provided to the right.
MAINTENANCE MODE/LEVEL 1
Maintenance Mode/Level 1 applies to parks
or sites that require the greatest level of
maintenance. These parks or sites are
often revenue producing facilities, such as
athletic fields, where the quality and level
of maintenance has a direct impact on the
park facility’s ability to maximize revenue
generation.
MAINTENANCE MODE/LEVEL 2
Maintenance Mode/Level 2 applies to parks
or sites that require a moderate level of effort
and maintenance standards in the system.
These include developed and undeveloped
parks with amenities that are heavily used
such as trails, community and neighborhood
parks, and special-use facilities found in the
City’s parks system.
MAINTENANCE MODE/LEVEL 3
Maintenance Mode/Level 3 applies to parks
or sites that require a nominal level of effort
and maintenance standards in the system.
These generally include undeveloped parks
with minimal amenities such as Clear Creek
Preserve.
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171 City of Denton Parks, Recreation, and Trails System Master Plan
MAINTENANCE MANAGEMENT
PLAN
Through the review of data and workshops with
staff, the project team determined that the Park
Maintenance Division does generally operate
within the maintenance modes identified on page
170. The Parks Maintenance Division intuitively
follows a set of standards that determines when
and with what frequency various maintenance
tasks are performed. Currently, there is not
a documented and formalized maintenance
management plan that differentiates maintenance
modes and standards for each park asset.
Creating a formalized, tiered, maintenance plan
would allow easier tracking of performance against
substantive outcomes. A maintenance management
plan is typically includes an asset based work order
management system.
WORK ORDER MANAGEMENT
SYSTEM
Parks maintenance in the City of Denton does not
currently utilize a work order management system
and should consider the implementing such a
system to document maintenance and asset
replacement schedules as well as to track time
and resources required to perform work in the
field. A work order management system can also
determine the level of ancillary time expended by
staff (i.e. travel time to parks).
EQUIPMENT
Parks staff reports that current equipment and
materials resourcing are sufficient for current
maintenance levels.
COST OF SERVICE/THIRD PARTY
CONTRACTING OF SERVICES
Currently, the Parks Maintenance Division contracts
with private sector providers for approximately
$1.91 million in services annually, of which 88% (or
$1.67 million) is for mowing. The balance of private
contract spending (around $240,000 annually),
focuses on other services including, but not
limited to, dog waste cleanup, pond maintenance,
homeless encampment cleanup, and general park
improvements. The City does monitor and manage
these contracts in accordance with best practices,
however the Parks Maintenance Division does not
monetize its own unit activity costs and therefore
cannot compare the unit cost to perform work
internally against the unit cost to perform work by
a third-party vendor. Without this level of analysis,
the division is less able to determine which
functions might more efficiently be performed
by private sector contracting and which functions
are more effectively attended to by in-house
maintenance staff.
STAFFING LEVELS
Developed Parks and Trails:
The Parks Maintenance Division is comprised of
approximately 60.19 full-time equivalents (FTEs),
not including park planning positions, dedicated
to maintaining the developed parks and trails
system. Additionally, private sector contracting
provides approximately 14.2 FTEs of labor capacity.
Best practices in parks management recommend
an FTE ratio for a Level 2 standard of 1 FTE for every
12-15 acres of land under maintenance. Currently,
the Parks Maintenance Division does have the
staffing capacity to meet this standard, if private
sector FTEs are included. Including private sector
contracting, the current ratio of FTEs to developed
acres is 1 FTE for every 14.72 acres of parkland.
Counting only Park Maintenance Division FTEs
(60.19), this ratio changes to 1 FTE for every 18.19
acres of park property.
KEY FINDINGS
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ANNUAL PARK OPERATION AND MAINTENANCE FUNDING
Developed Parks and Trails: For the purposes of this analysis, it must be noted that the Parks Maintenance
Division does not track the cost to maintain its trails system separately from the costs to maintain its developed
parks system.
Based on analysis conducted by the project team, unit costs are in alignment with best practice
cost per acre/mile of trail.
• Annual General Parks Maintenance Operation Budget = $9.14 million
• Total Developed Acres Maintained = 1,095
• Total Trail Miles Maintained = 61
• Total Actual Cost per Acre/Mile of Trail = $8,343
The Level 2 Maintenance Standard per acre is developed by two data sources:
NRPA 2021 Agency Performance Review and approximately 25 years of PROS
Consulting’s cost of service analyses conducted across Texas.
Level 2 Maintenance
Standard = $7,500 per
acre
The Level 2 Maintenance Standard for Trails is determined by the cost of
service projects conducted by PROS Consulting in Texas over the past 25
years.
Level 2 Maintenance
Standard = $15,000 per
mile
City of Denton Parks Maintenance Division Funding should be approximately:
• Developed Park Acres at Level 2 Maintenance Standard: 1,095 acres X $7,500 per acre = $8.212 million
• Trail Miles at Level 2 Maintenance Standard: 61 miles X $15,000 per mile = $915,000
TOTAL ANNUAL FUNDING NEEDED = $9.13 million (which is equivalent to the current annual budget).
Natural Area Parks: Based on analysis conducted by PROS Consulting, the Parks Maintenance Division is
currently NOT funded to support maintenance of natural areas at the level recommended by best practice
data.
• Annual Natural Area Maintenance Operation Budget = $227,000
• Total Park Acres Actively Maintained = 2,840 acres
• Total Actual Cost per Acre = $80
Best Practice Cost as defined by park maintenance assessments completed
by PROS Consulting in Texas over the last 25 years.
$200 per Natural Park
Acre
Maintenance of natural areas is currently underfunded by approximately $340,000 annually. If this
funding were made available to the Natural Area Park Maintenance Operation, the following allocation
of funding is recommended:
• $204,000 for 2.5 additional FTEs
• $136,000 for non-personnel costs
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173 City of Denton Parks, Recreation, and Trails System Master Plan
OPPORTUNITIES
IMPLEMENT A GIS-BASED ASSET MANAGEMENT WORK ORDER SYSTEM
A work order system is recommended to track lifecycle maintenance requirements tied to weekly and monthly
work orders. This will help the staff to stay ahead of preventative maintenance and limit breakdowns. Further,
utilizing the system will provide staff important “actual cost” data for work being performed. A typical work
order management system provides the following advantages and efficiencies:
Schedule Work Activities
A detailed framework for asset management by
incorporating Geographic Information System
(GIS) mapping into the asset repository. This allows
for grouping assets by location, type, age, or other
key parameters. These groupings can then be used
to create maintenance activities such as preventive
work, reactive work, tests, or inspections.
Mapping Tools
Modern Work Order Systems, by integrating
mapping technologies, also allow for the creation
of map visualizations of database queries including
open work orders, service requests, or work
orders of a specific type and assignment. These
visualization tools empower both management
and staff to interact with asset data.
Data Mobility
A variety of tools to help maintenance staff access
and update valuable information while in the field.
Asset Management
The ability to track work performed on any asset
at any given time throughout its lifecycle. Users
can easily search for active work orders and view
them dynamically on the GIS map. Users can track
overdue work orders and monitor work associated
with a specific task, contractor, or project.
Track Ancillary Time
A key component of creating an efficient parks
maintenance operation is to minimize unproductive
time not directly related to asset maintenance or
repair, such as travel time between parks.
If travel time on average exceeds the maximum
threshold of 2.2 hours for every 8 hour day, it is
recommended that the Department evaluate
the following policies to reduce travel time:
• Organize work crews that focus only on a
particular geographic sector of the City.
• Develop satellite maintenance yards.Reporting & Analysis
An asset management work system can provide
invaluable data related to overall reporting of work
orders and analysis of productivity.
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COST OF SERVICE/SYSTEMATIC APPROACH TO CONTRACTING SERVICES
Through the development of management processes, the Parks Division must begin to track cost of service at
a unit activity level by implementing a work order management system. This, in turn, would allow a meaningful
comparison of maintenance costs provided by City staff versus private-sector equivalents.
DEVELOPED PARKS AND TRAILS MAINTENANCE FUNDING
It is recommended that the Parks Maintenance Division develop line item budgets for each functional area of
work, with specific focus on urban forestry and trail maintenance.
ANNUAL NATURAL AREA PARK MAINTENANCE FUNDING AND STAFFING
It is recommended that the Natural Area park maintenance operations be allocated an additional $340,000
annually for enhanced management and maintenance of natural area parks, in particular Clear Creek Preserve.
Of this funding, $204,000 should be allocated for the addition of 2.5 FTEs for this functional work area.
UPDATE WORK PLANS BASED ON MAINTENANCE STANDARDS
Maintenance standards are based on a three-level scale that clarifies tasks and their frequency for each
maintenance level. These maintenance levels are based on best practices established by the NRPA and can
be found in the Appendix of this document.
It is important to note that the best practice maintenance standards may differ from current City of Denton
park maintenance practices within each of its four functional areas and may include standards for assets that
are currently not a part of the City’s park system, but might be in the future. The division should update and
continue to customize maintenance standards based on current park needs and resident preferences.
Additionally, the maintenance standards adopted and implemented by City staff should also be
followed by private contractors.
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Eureka Playground Eureka Playground
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175 City of Denton Parks, Recreation, and Trails System Master Plan
COST AVOIDANCE
Maintenance operations usually do not have direct revenue sources that can offset expenditures. There are
opportunities, however, to reduce expenditures through the following strategies.
Adopt-a-Trail Programs
These are typically small-grant programs that fund new
construction, repair or renovation, maps, trail brochures, and
facilities (bike racks, picnic areas, birding equipment, etc.), as
well as providing maintenance support. These programs are
similar to the popular “adopt-a-mile” highway programs most
states utilize. Adopt-a-trail programs can also take the form of
cash contributions in the range of $12,000 to $16,000 per mile
to cover operational costs.
Adopt-a-Park Programs
These are small-grant programs that fund new construction and
provide maintenance support. Adopt-A-Park programs can also
take the form of cash contributions in the range of $1,000 to
$5,000 per acre to cover operational costs.
Operational Partnerships
Partnerships are operational funding opportunities formed
when two separate agencies, such as two government entities, a
non-profit and a public agency, or a private business and a public
agency jointly share risk, operational costs, responsibilities, and
asset management based on the strengths of each partner.
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Road into Clear Creek Heritage PreserveRoad into Clear Creek Heritage Preserve
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178
• INTRODUCTION
• IMPLEMENTATION ACTION PLAN
• POTENTIAL FUNDING SOURCES
• PLAN ADMINISTRATION
• CONCLUSION
IMPLEMENTATION
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179 City of Denton Parks, Recreation, and Trails System Master Plan
INTRODUCTION
Fully realizing the recommendations of this Master Plan requires the additional creation of an implementation
plan. This chapter provides an implementation action plan that includes the recommendations discussed in
previous chapters, designates priorities of action items, and reviews potential funding sources to provide a
framework for next steps.
IMPLEMENTATION ACTION PLAN
The implementation action plan is centered around the goals, objectives, and actions needed to accomplish
the community’s vision. The plan includes a series of objectives and actions aligned with the six plan goals
previously presented in this document. Each action item incorporates the type of action, timeframe for
completion, potential partners for implementation, and estimated costs where applicable. The implementation
action plan should serve as a checklist for the City to track progress over time. The following section describes
the major components of the implementation action plan in more detail.
GOALS
Broad statements that reflect the desired end state towards which implementation
efforts should be directed.
OBJECTIVES
More specific strategies to advance the goals.
ACTIONS
Specific implementation actions that advance the intent of the goals and objectives.
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INVESTMENT
New or adjusted capital or
operational expenditure.
STUDY
Requires further
analysis or investigation
to determine most
appropriate solution.
REGULATION
Requires Council approved
modification to City
ordinance.
OPERATIONS
Requires a new or
modified program or
staffing arrangement.
POLICY
Requires a new or
modified process or policy
to guide City decisions.
PARTNERSHIP
Formal agreement or
informal pursuit of shared
goals with external entity.
$
xxx
xxx
ACTION TYPES
Each strategy in the action plan is categorized into a distinct type, which will impact how and who will oversee
the implementation.
TIMEFRAMES
Each action item has an associated timeframe for completion which is noted in the timeframe column. Not
all action items can be implemented at once, so the established timeframes will allow the City to plan for the
implementation of these actions over the next twenty years.
Short-Term
Represents actions that should be completed within the first five years of plan implementation (2022-
2027). These are action items that are either high-priority or feasible to implement in a short period of
time.
Mid-Term
Represents actions that should be initiated in years five to ten of the plan (2027-2032). These are actions
that are less immediate or more complex than those that can be completed in the short-term.
Long-Term
Represents actions that should be initiated after year ten of the plan (2032+). These actions are part of the
longer-term vision and likely require additional planning studies or significant funding before they can be
implemented.
Continuous
Represents actions that don’t have a specific timeframe but rather should be continually implemented
over time through the plan horizon.
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Tree City USATree City USA
181 City of Denton Parks, Recreation, and Trails System Master Plan
PARTNERS
More than one department or entity may be
involved in implementing a particular strategy. This
column lists additional entities that could support
the Parks and Recreation Department, including
internal and external partners.
IMPLEMENTATION PARTNERS COULD
INCLUDE, BUT ARE NOT LIMITED TO:
• Parks, Recreation, & Beautification Board
• Public Art Committee
• City Council
• Committee on Persons with Disabilities
• City Departments
• Denton Parks Foundation
• Keep Denton Beautiful
• Sustainable Denton
• Master Naturalists
• Denton ISD
• TWU, UNT, and NCTC
• Denton County
• Texas Department of Transportation
(TxDOT)
• North Central Texas Council of
Governments (NCTCOG)
• Texas Parks and Wildlife Division (TPWD)
• US Army Corps of Engineers (USACE)
• Neighboring Cities
• Sports Leagues
• Special Interest Groups
COST ESTIMATES
Some of the action items will require additional funding to be implemented. The cost estimates column
presents planning-level cost estimates for the various actions. In some instances, an action doesn’t have a
cost estimate listed since they represent operational or policy changes. It is important to note that the costs
listed are based on 2021 planning-level estimates and will likely change over time as additional planning and
design occurs.
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364
Table 9.1 Implementation Action Plan - Complete Park System
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
1.1 Objective: Increase parkland level of service as Denton grows to meet or exceed
NRPA benchmarks.
1.1.1
Acquire approximately 2,500 acres of
parkland by 2040 to meet the targeted
level of service for all parkland.
Investment Ongoing
City Council,
Development
Services, Real
Estate
$137.5M
(assumes
$55K per
acre)
1.1.2
Purchase land within the ETJ shown
in Figure 9.1 to preserve future park
space as the City grows.
Investment Ongoing
City Council,
Development
Services, Real
Estate
Varies
1.1.3
Develop currently undeveloped
parkland as resources are available
with amenities appropriate for the park
classification.
Investment Ongoing
Parks Board,
City Council,
Master Plan
Focus Groups
Varies
1.1.4
Routinely review and update the
parkland dedication ordinance to
ensure that it reflects the true cost of
acquiring and developing parks.
Regulation Ongoing
Legal,
Development
Services, Legal
Developers
N/A
1.1.5
Continue to coordinate with developers
on new parks and amenities within
master plan developments.
Operations Ongoing
Development
Services,
Developers
N/A
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
McKenna ParkMcKenna Park 9 | Implementation182
GOAL 1: Complete Park System
Create a complete, equitable, and easily accessible park, recreation, and trail system for
current and future residents of Denton as well as visitors.
The City of Denton is a diverse and vibrant community, and the parks system should reflect that. A
‘complete’ park system is one in which there is something for everyone within the community to safely
recreate in a park or facility near their home. Increasing access to parks, recreation facilities, and trails
is paramount to any parks and recreation system; many of the actions associated with Goal 1 seek to
improve access to facilities by acquiring more parkland as the City continues to grow and strategically
filling in gaps in the 10-minute walk to a park service area. Parks and facilities should also be equitably
distributed throughout the community, so residents have equal access to use the parks. As assessed in
previous chapters, there is a deficit in certain types of parkland in the community today and that deficit
will grow as population growth continues. The objectives and subsequent actions in this goal focus on
increasing parkland level of service, increasing the percentage of residents that are within a 10-minute
walk to a park, and increasing access both to and within park facilities.
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365
Table 9.1 Implementation Action Plan - Complete Park System
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
1.2 Objective: Increase the percentage of residents that are within a 10-minute walk to
a park to 70% by 2040.
1.2.1
Provide consistent updates on progress
towards achieving the goal of residents
within a 10-minute walk to a park.
Operations Ongoing Parks Board,
City Council N/A
1.2.2
Consider strategic acquisition or
shared-use agreements with public
institutions within areas currently
underserved by parks as shown in
Figure 9.1.
Investment,
Partnership Short-Term
DISD,
Universities,
Churches,
Other Public
Entities
N/A
1.2.3
Utilize the Trust for Public Land's
ParkServe and ParkScore tools to
identify prime locations for new
parks or park expansions to improve
equitable access to parks.
Operations Short-Term
TPL,
Development
Services
N/A
1.2.4
Acquire property located within
downtown to stimulate economic
development and serve as a
downtown park space.
Investment Short-Term
Economic
Development,
Real Estate
$275K
1.2.5
Implement trail and sidewalk
connections to improve connectivity
and the 10-minute walk to a park
score.
Investment Ongoing
Engineering,
Public Works Varies
1.3 Objective: Increase access to and within parks and facilities as Denton grows.
1.3.1
Plan, design, and construct new
recreation centers with aquatic
components as appropriate in
underserved areas of the City as
identified in Figure 5.11.
Study,
Investment
Mid-Term,
Long-Term
Recreation
Center Users,
Development
Services, Real
Estate
$75M -
$100M
1.3.2
Conduct a feasibility study to
determine a centrally located
placement for the Denton Senior
Center to improve programming,
access, and parking.
Study Short-Term
Senior
Center Users,
Development
Services, Real
Estate
$50K
1.3.3
Implement accessibility improvements
and overcome barriers to access to
parks and facilities as identified in the
ADA Transition Plan.
Investment,
Operations Ongoing
Engineering,
Streets,
Committee on
Persons with
Disabilities
$4.5M
1.3.4 Provide equitable distribution of park
amenities throughout the City.
Investment,
Policy Ongoing Denton Parks
Foundation N/A
1.3.5
Maintain a benchmark of 5,000
residents per playground to provide a
high level of service in Denton.
Policy,
Investment Ongoing
Parks Board,
City Council,
Denton Parks
Foundation
Varies
1.3.6
Ensure seamless connectivity to other
city planning efforts such as, but not
limited to, the Denton 2040 Plan,
Mobility Plan, and Simply Sustainable
Plan.
Investment,
Operations Short-Term All City
Departments N/A
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
183 City of Denton Parks, Recreation, and Trails System Master Plan
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9 | Implementation184
Figure 9.1 Future Park System Opportunities
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185 City of Denton Parks, Recreation, and Trails System Master Plan
Table 9.2 Implementation Action Plan - Park System Amenities
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
2.1 Objective: Improve and enhance outdoor amenities in the park system.
2.1.1
Update old light fixtures within
the park system with new LED
technology, Dark Sky compliant,
and solar when applicable.
Investment Short-Term,
Mid-Term Utilities Varies
2.1.2
Incorporate all-inclusive
playgrounds in both north and
south Denton as the community
grows.
Investment Short-Term,
Mid-Term
Comm. on
Persons with
Disabilities,
Parks Board,
City Council
$2.5M per
playground
2.1.3
Design and construct
spraygrounds to be evenly
distributed throughout the City
(see p. 80 of Chapter 4).
Investment Short-Term,
Mid-Term
Neighborhood
Groups
$500K per
sprayground
2.1.4
Incorporate amenities within parks
that are not present to create
engaging placemaking.
Investment Ongoing
Parks Board,
City Council Varies
2.1.5
Continue routine playground
replacement for all parks once they
meet their intended lifecycle.
Operations,
Investment Ongoing Parks Board,
City Council Varies
2.1.6
Construct additional athletic fields
based on field deficit compared to
national benchmarks.
Investment Long-Term
Sports
Leagues, CVB Varies
2.1.7
Ensure stable funding sources to
maintain park infrastructure such
as irrigation, parking lots, fencing,
restrooms, concessions, facilities,
etc.
Investment Ongoing
Parks Board,
City Council N/A
2.1.8
Integrate outdoor fitness stations
and/or workout areas in key areas
within the park system.
Investment Mid-Term Fitness Groups $40K per
station
2.1.9
Construct a skate park to expand
adventure sport opportunities that
is located in the general vicinity
of downtown and convenient to
public transportation.
Investment Short-Term,
Mid-Term
Skate Park
User Groups,
Real Estate,
Development
Services
$2M
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
GOAL 2: Park System Amenities
Incorporate quality and cost-effective park system amenities that are responsive to
community needs and desires.
Amenities such as playgrounds, spraygrounds, and athletic fields are often what draws people to parks.
In order to determine the most appropriate amenities for the park system, community input is most
important, as well as benchmarking with other communities and assessing the condition of existing
amenities. Trends in parks and recreation also continuously evolve, so ensuring staff is up to date on
the latest trends to determine what is best for Denton is also important. Additionally, many system-wide
improvements and technological improvements can ultimately help make the park system more cost-
effective in the long run. The objectives and subsequent actions in this goal focus on improving indoor
and outdoor amenities, making system-wide enhancements, and introducing new technology into the
park system.
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Exercise Station, Flower MoundExercise Station, Flower MoundSpraygroundSprayground 9 | Implementation186
Table 9.2 Implementation Action Plan - Park System Amenities
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
2.2 Objective: Improve and enhance aquatic and indoor recreation amenities in the
park system.
2.2.1
Implement recommended
improvements to the MLK Rec
Center as noted in the Indoor
Recreation Study recommendations
(see page 87 in Chapter 5).
Investment Mid-Term
User Groups,
Neighborhood
Groups
TBD
2.2.2
Implement recommended
improvements to North Lakes
Rec Center as noted in the Indoor
Recreation Study recommendations
(see page 92 in Chapter 5).
Investment Mid-Term
User Groups,
Neighborhood
Groups
TBD
2.2.3
Implement recommended
improvements to Denia Rec Center
as noted in the Indoor Recreation
Study recommendations (see page
89 in Chapter 5).
Investment Mid-Term
User Groups,
Neighborhood
Groups
TBD
2.2.4
Incorporate indoor recreation
amenities identified as high
demand through the needs
assessment.
Investment Mid-Term,
Long-Term
User Groups,
Parks Board Varies
2.2.5
Implement recommended
improvements to Water Works Park
as noted in the Indoor Recreation
Study recommendations (see page
95 in Chapter 5).
Investment Short-Term
User Groups,
Neighborhood
Groups
$14.4M
2.2.6
Implement recommended
improvements to the Natatorium as
noted in the Indoor Recreation Study
recommendations (see page 93 in
Chapter 5).
Investment Mid-Term
User Groups,
Neighborhood
Groups, DISD
$3.5M
2.2.7
Implement recommended
improvements to the Civic Center
Pool as noted in the Indoor
Recreation Study recommendations
(see page 96 in Chapter 5).
Investment Short-Term
User Groups,
Neighborhood
Groups
$1M
2.2.8
Implement improvements and
expansion to the existing sprayground
at Carl Young Jr. Park (see page 100 in
Chapter 5).
Investment Short-Term
Neighborhood
Groups $525K
2.2.9
Ensure stable funding sources
to maintain aquatics and
indoor recreation facilities and
infrastructure.
Operations Ongoing Parks Board,
City Council N/A
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
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187 City of Denton Parks, Recreation, and Trails System Master Plan
Table 9.2 Implementation Action Plan - Park System Amenities
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
2.3 Objective: Make strategic system-wide improvements throughout the parks and
recreation system.
2.3.1
Complete a new park signage
plan to guide replacement of
park system signage to have a
consistent brand.
Study,
Investment Short-Term Public Affairs,
Consultant $45K
2.3.2
Develop a park security plan to
enhance safety and security in all
parks and facilities.
Study,
Operations Mid-Term Police TBD
2.3.3
Integrate Crime Prevention
Through Environmental Design
(CPTED) strategies in the design
and construction of park,
recreation, and trail facilities to
ensure a safe environment for all.
Policy,
Investment Ongoing
Police,
Engineering,
User Groups
Varies
2.3.4
Install public art within parks
and facilities to celebrate and
memorialize Denton's people,
history, and culture.
Investment Ongoing
Parks Board,
Public Art
Comm.
Varies
2.3.5
Continue to develop and
implement design standards to
guide future park development
Policy,
Operations Ongoing
Parks Board,
City Council,
Consultants
N/A
2.3.6
Implement beautification nodes,
median improvements, and
gateways throughout the City
to enhance aesthetics for a
welcoming atmosphere that is
distinctive to Denton.
Investment Ongoing
Public Works,
Engineering Varies
2.4 Objective: Expand and introduce new technology to the park system.
2.4.1
Incorporate Wi-Fi in heavily used
parks to increase broadband
access.
Investment Short-Term
Tech Services,
Internet
Providers
Varies
2.4.2
Integrate technology into the park
system to provide unique outdoor
education and experiences.
Investment Ongoing Tech Services Varies
2.4.3
Improve and upgrade software
and equipment to enhance
customer service and data
collection.
Investment Short-Term Tech Services Varies
2.4.4
Continue to maintain the utilization
of NRPA's Park Metrics to track
performance and standards.
Operations Ongoing Parks Board N/A
2.4.5
Select an asset management
software to track equipment,
inventory, and staff allocation to
improve budget, planning, and
project management.
Investment,
Operations Short-Term Tech Services Unknown
2.4.6
Improve data collection across the
department to support efficient
and effective operations and
communications.
Operations Short-Term Tech Services N/A
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
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9 | Implementation188
Table 9.3 Implementation Action Plan - Programming and Events
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
3.1 Objective: Improve offerings to hold events and festivals within parks.
3.1.1
Develop a master plan for
Quakertown Park to include
design of permanent performance
venues that provide flexibility in its
utilization.
Study Short-Term
User Groups,
Neighborhood
Groups, Event
Organizers
$100K
3.1.2
Enhance the infrastructure at Rayzor
Ranch to serve as a performance
venue.
Investment Long-Term
Utilities,
Neighborhood
Groups
TBD
3.1.3 Continue and expand annual special
events within parks and facilities.Operations Ongoing
Event
Organizers,
Marketing
N/A
3.1.4
Continue to provide coordination
and support to community-led
events and programs especially
those with an emphasis on arts,
music, and culture.
Operations Ongoing Event
Organizers NA
3.1.5
Enhance transportation
opportunities for special events
through community partnerships.
Operations Short-Term DCTA NA
3.2 Objective: Continue to evaluate program offerings as demands and trends evolve.
3.2.1
Conduct annual review of recreation
participation to refine offerings
and evaluate programs to consider
service rationale, scope, and service
effectiveness.
Operations Ongoing
User Groups,
Program
Providers
N/A
3.2.2 Expand programs and services in the
areas of greatest demand and need. Operations Short-Term
Program
Providers, Parks
Board
Varies
3.2.3
Develop key relationships to ensure
that partnerships for recreation
programs are equitable, fiscally
responsible, and of a high quality.
Partnership,
Policy Ongoing Program
Providers N/A
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
GOAL 3: Programming and Events
Enhance the diverse program and event offerings to cater to varying ages, abilities, and
interests of the community.
A community can have beautifully designed parks and facilities, but if there is a lack of programming the
parks may not be well-used. As presented in the Programs and Services Chapter, Denton has a great
variety of programs that serve different age groups and interests. Some of the key takeaways that were
expressed by the community was the desire for continued emphasis on events and festivals within parks
and opportunities to capitalize on recreation tourism. Large, formal events like the Arts & Jazz Festival
are popular events that take place in the parks system, but there could be smaller, more informal events
if additional performance venues were available throughout the system. Additionally, given the unique
natural environment in Denton, nature tourism is a component that the City could capitalize on for
increased economic development. The objectives and subsequent actions in this goal focus on expanding
event and festival offerings, evaluating program offerings as circumstances change, and capitalizing on
parks and recreation tourism opportunities.
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189 City of Denton Parks, Recreation, and Trails System Master Plan
Table 9.3 Implementation Action Plan - Programming and Events
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
3.2.4
Continue to promote environmental
education programming at Clear
Creek and throughout the park
system related to native flora
and fauna, sustainability, water
conservation, and watershed
management.
Operations Ongoing
Master
Naturalists,
DISD
N/A
3.2.5
Identify and implement programs to
help preserve Denton's history and
musical heritage.
Operations Short-Term
Parks Board,
Denton Parks
Foundation,
Library, Historic
Denton
Varies
3.2.6
Continue to offer scholarships to
provide low-income residents with
opportunities to access park and
recreation programs.
Operations Ongoing Denton Parks
Foundation Varies
3.2.7
Expand outdoor programming
in areas such as, but not limited
to, kayaking, biking, and hiking to
encourage healthy lifestyles.
Operations Mid-Term Program
Providers Varies
3.3
Objective: Identify a direction in which Denton can capitalize on parks and recreation
tourism to drive economic development while also providing services and facilities to
residents.
3.3.1
Install synthetic turf at athletic
fields to improve field availability,
operations, and attractiveness for
potential tournaments.
Investment Mid-Term,
Long-Term
Sports Leagues,
CVB $12.6M
3.3.2
Develop a plan to place Denton as
a competitor in the sport tourism
market.
Study Mid-Term
Sports Leagues,
CVB, Chamber,
Marketing
N/A
3.3.3
Review the utilization of field and
facility space to maximize usage to
accommodate both local and select
sports.
Study Short-Term Sports Leagues N/A
3.3.4
Partner with other local entities
such as the Convention and Visitors
Bureau, Main Street Association,
Chamber of Commerce, and local
businesses to support tourism.
Partnership Ongoing
CVB, Main
Street,
Chamber, Local
Businesses
N/A
3.3.5
Develop, plan, and implement
tourism related programs such as
heritage education programming,
historic tours, art shows, and other
cultural and art events throughout
the city.
Operations Long-Term
Public Art
Comm,
Historical
Groups
N/A
3.3.6
Promote nature and cultural tourism
efforts to celebrate the unique
natural habitats and the culture in
the community.
Operations Mid-Term Master
Naturalists, CVB N/A
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
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9 | Implementation190
Table 9.4 Implementation Action Plan - System Connectivity
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
4.1 Objective: Expand the existing trail system to create a more connected community.
4.1.1
Design and construct additional
miles of trail in accordance with the
recommendations in Chapter 6.
Investment Ongoing
Developers,
TxDOT,
NCTCOG,
Engineering,
Utilities
Approx.
$1.5M per
mile
4.1.2
Continue to coordinate with
developers and other departments
to ensure trails are incorporated
into new developments and
infrastructure improvements.
Operations Ongoing
Developers,
Development
Services,
Engineering
N/A
4.1.3
Work with surrounding communities
to implement regional trail
connections, particularly those
identified on the Regional Veloweb.
Partnership Long-Term
Surrounding
cities, Denton
County,
NCTCOG
N/A
4.2 Objective: Promote the inclusion of diverse types of trails.
4.2.1
Continue to work with the Lewisville
Lake Paddling Trail Consortium
on identifying launch sites and
paddling trails to connect to other
communities.
Operations Short-Term
Surrounding
cities, TPWD,
USACE
N/A
4.2.2
Continue to coordinate planning
efforts with the Mobility Plan,
associated departments, and
organizations to integrate on-
street bikeway accommodations on
appropriate roadways.
Operations Ongoing
Public Works,
Engineering,
Development
Services
N/A
4.2.3 Pursue grant funding to implement
the trails recommended in this plan. Operations Short-Term
NCTCOG,
TxDOT, Federal
Funding
Agencies
N/A
4.2.4
Identify potential design solutions
for the challenging intersections
identified in Figure 6.12.
Study,
Investment Short-Term Public Works,
Engineering N/A
4.2.5
Diversify the trail offerings in Denton
through increasing the number of
paddling, equestrian, and mountain
biking trails.
Investment Mid-Term Parks Varies
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
GOAL 4: System Connectivity
Connect key destinations throughout the community through a comprehensive system
of trails and bikeways.
A comprehensive trails and bikeways system that provides connections to key destinations like parks,
schools, and points of interest is an important part of a complete parks system. As discussed in the Trails
Chapter, Denton has a good start to a comprehensive trail system, but would benefit from additional
connectivity as the City continues to grow. There are opportunities for both internal connections to fill
in gaps in the existing system and more regional connections to connect to surrounding communities.
Furthermore, this action plan recommends diverse types of trails such as paddling trails, equestrian trails,
and mountain biking trails; these types of facilities aren’t found in every community and represent a
unique draw for Denton. The objectives and subsequent actions in this goal focus on expanding the trail
system, including more diverse types of trails, and incorporating design standards for trails.
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Pecan Preserve PropertyPecan Preserve Property
191 City of Denton Parks, Recreation, and Trails System Master Plan
Table 9.4 Implementation Action Plan - System Connectivity
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
4.2.6
Help ensure the preservation
of Denton County's history with
equestrian recreation by providing
trails that are available to horses.
Investment Mid-Term
Parks Board,
Equestrian
User Groups
N/A
4.2.7
Assure integration with the Mobility
Plan and Bicycle Plan to address
safety, mobility choices, connectivity,
neighborhood coordination, and
investment efficiency.
Operations Ongoing
Development
Services,
Engineering
N/A
4.3 Objective: Incorporate design standards to guide future trail development.
4.3.1
Implement a trails wayfinding
signage program to navigate people
to trails and direct users to key
destinations.
Study,
Investment Long-Term
User Groups,
Marketing,
Engineering,
Public Works
$75K
4.3.2
Establish design standards for
trailheads to include standard
amenities such as parking, seating,
signage, and waste receptacles.
Study Short-Term User Groups N/A
4.3.3
Update the design guidelines for
trails and bikeways to include
considerations such as intersection
crossings, amenities, wayfinding,
signage, surface type, and ADA
accessibility.
Study Short-Term
User Groups,
Streets N/A
4.3.4 Integrate technology into trails
through trail apps, QR codes, etc.
Investment,
Operations Mid-Term User Groups, IT Varies
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
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9 | Implementation192
Table 9.5 Implementation Action Plan - Sustainability
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
5.1 Objective: Support the preservation of Denton’s urban forest.
5.1.1
Implement a tree planting plan within
the parks system consistent with the
goals in the Urban Forestry Master
Plan.
Study,
Investment Short-Term
Sustainability
Comm, Parks
Board
Varies
5.1.2
Implement the goals, objectives,
and actions identified in the Urban
Forestry Master Plan.
Investment Ongoing
Sustainability
Comm, Parks
Board
Varies
5.1.3
Continue programs which educate
the community and support urban
forestry efforts.
Operations Ongoing
Sustainability
Comm, Parks
Board
N/A
5.1.4
Partner with City departments and
local organizations to implement tree
planting efforts to increase the tree
canopy.
Partnership Mid-Term
Neighborhood
Groups, Local
Businesses
N/A
5.2 Objective: Preserve natural areas and wildlife habitat in the parks system.
5.2.1
Research the opportunity of
implementing a pilot wildlife crossing
corridor to test the feasibility of using
such a feature.
Investment Long-Term
Public Works,
Engineering,
Traffic, TxDOT,
Environmental
Agencies
N/A
5.2.2
Acquire land and/or easements within
greenbelt areas in conjunction with
the Denton County Greenbelt Study to
protect the areas from development
and develop a connected open space
system.
Investment Ongoing
Denton
County, Real
Estate
Varies
5.2.3
Design and construct a nature center
at the Clear Creek property that is
context-sensitive to the surrounding
natural environment.
Investment Mid-Term
Master
Naturalists $11M
5.2.4 Balance natural, passive areas with
more active portions within parks.Policy Ongoing Parks Board N/A
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
GOAL 5: Sustainability
Integrate sustainable practices in acquiring, designing, constructing, maintaining, and
operating facilities and amenities in the park system.
A broad definition of sustainability is ‘meeting the needs of today without comprising the ability of future
generations to meet their needs’ (Bruntland Report for the World Commission on Environment and
Development, 1992). The parks system can help achieve greater sustainability via increased tree canopy
and green space, providing options to walk or bike instead of drive, opportunities to recreate for better
health outcomes, and protecting sensitive environmental resources, among other actions. The action
plan supports efforts from other city planning documents that focus on sustainability including the Urban
Forest Master Plan and the Simply Sustainable Plan. The objectives and subsequent actions in this goal
focus on supporting the urban tree canopy, preserving natural areas and wildlife habitats, and operating
the parks in an environmentally sensitive manner.
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McKenna Park McKenna Park
193 City of Denton Parks, Recreation, and Trails System Master Plan
Table 9.5 Implementation Action Plan - Sustainability
REF.
NO OBJECTIVE OR ACTION ACTION
TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
5.3 Objective: Explore opportunities to maintain the park system in an environmentally
friendly manner.
5.3.1
Maintain an Integrated Pest
Management (IPM) program that is
evaluated and updated on a regular
cycle.
Operations Ongoing
Environmental
Agencies,
Focus Group
N/A
5.3.2
Design parks and facilities in a manner
that reduce or eliminate negative
impacts to the environment.
Study,
Investment Ongoing
Sustainability
Comm,
Sustainability
N/A
5.3.3
Commit to the use and purchase
of environmentally and socially
responsible materials and products as
funding supports.
Policy,
Investment Short-Term
Sustainability
Comm,
Sustainability
Varies
5.3.4
Continue to research and implement
best practices and equipment that are
eco-friendly while also being efficient
and effective in the work environment.
Study,
Operations Ongoing
Sustainability
Comm,
Sustainability
N/A
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
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Table 9.6 Implementation Action Plan - Maintenance and Operations
REF.
NO OBJECTIVE OR ACTION ACTION TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
6.1 Objective: Provide stable funding sources for the development, maintenance, and
operations of the park system.
6.1.1
Develop a new pricing policy based
on classification of programs and
services to balance increased
operational costs.
Policy Mid-Term
City
Management,
City Council
N/A
6.1.2 Update and maintain a CIP/CMP for
the department. Operations Ongoing Parks Board,
City Council N/A
6.1.3
Seek alternative funding sources
for the park, recreation, and trail
system through grants, donations,
sponsorships, and public-private
partnerships.
Operations,
Partnership Ongoing
Funding
Agencies,
Private
Partners,
Finance
N/A
6.1.4
Implement the subsidy and resource
allocation strategy to balance
expenses within the Department.
Operations Mid-Term
City
Management,
City Council
N/A
6.1.5
Enhance marketing and outreach
to promote park system offerings
consistent with the Parks and
Recreation Marketing Plan.
Operations Ongoing Marketing,
Public Affairs Varies
6.1.6 Continue partnership with the
Denton Parks Foundation.Partnership Ongoing Denton Parks
Foundation N/A
6.1.7
Work with partners to establish
adopt-a-park and adopt-a-trail
programs to provide support for
construction and maintenance.
Partnership Mid-Term
Neighborhood
Groups,
Chamber, KDB
N/A
6.1.8
Increase the maintenance operations
funding for natural area parks to
correct the current deficient.
Investment,
Operations Short-Term
City
Management,
City Council
$340K
annually
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
GOAL 6: Maintenance and Operations
Provide for systematic maintenance and efficient operations to ensure quality and safety
today and in the future.
Aside from planning, designing, constructing, and programming the parks system, another major
component is maintaining the system over time to ensure that the facilities are good quality and safe.
As discussed in the Maintenance Chapter, overall Denton is very well-equipped in terms of staffing and
equipment, although there is a lack of funding for maintenance just like in many other communities.
This action plan includes operational changes and investments that could be made to improve the
overall efficiency of maintenance and operations of the parks system moving forward. The objectives
and subsequent actions in this goal focus on providing stable funding sources, enhancing maintenance
procedures, and ensuring appropriate staffing levels.
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Maintenance EquipmentMaintenance EquipmentWildflowersWildflowers195City of Denton Parks, Recreation, and Trails System Master Plan
Table 9.6 Implementation Action Plan - Maintenance and Operations
REF.
NO OBJECTIVE OR ACTION ACTION TYPE TIMEFRAME PARTNERS
COST
ESTIMATES
6.2 Objective: Enhance procedures to ensure long-term effective maintenance of the
park system.
6.2.1
Utilize the park development
standards included in the Appendix
to develop new parks.
Operations Ongoing
Developers,
Consultants,
Parks Board
N/A
6.2.2
Utilize friends of the park groups
for volunteer beautification and
programming opportunities.
Operations,
Partnerships Ongoing KDB, Volunteer
Groups N/A
6.2.3
Develop and implement a park and
facility evaluation process to assure
high maintenance standards.
Operations Short-Term City
Management N/A
6.2.4
Conduct ground penetrating radar at
the I.O.O.F. and Oakwood cemeteries
to identify existing burial lots.
Investment Short-Term
Historic
Groups $210K
6.2.5
Integrate more automated and
centralized controls for the parks
system.
Operations,
Investment Mid-Term Tech Services Varies
6.2.6
Track cost of service at a unit activity
level to analyze costs performed in-
house or by a third-party vendor.
Operations Mid-Term
City
Management,
Vendors
N/A
6.2.7
Develop line item budgets for each
functional area of work, including
urban forestry and trail maintenance.
Operations Mid-Term
City
Management,
Finance
N/A
6.3 Objective: Ensure appropriate levels of staffing and training for the department as
the system grows.
6.3.1
Annually review the staffing ratio
and budget for additional staff when
the ratio falls below the national
benchmark established by NRPA
each year.
Operations Ongoing City
Management Varies
6.3.2
Encourage staff at all levels of the
organization to attend training and
acquire certifications that pertain to
their area of expertise.
Operations Short-Term City
Management Varies
6.3.3
Continue to pursue department
awards and accreditations, including
the NRPA Gold Medal Award and
CAPRA accreditation.
Operations Ongoing
City
Management,
NRPA, CAPRA
N/A
Note: See pages 178-179 for discussion on action types, timeframes, partners, and cost estimates
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HIGH PRIORITY NEEDS
HIGH PRIORITY NEEDS LIST
• Action 1.1.1: Acquire approximately 2,500
acres of parkland by 2040 to meet the
targeted level of service for all parkland.
(See page 182 for more details). • Action 1.1.4: Routinely review and update
the parkland dedication ordinance to
ensure that it reflects the true cost of
acquiring and developing parks. (See page
182 for more details).• Action 1.3.3: Implement accessibility
improvements and overcome barriers to
access to parks and facilities as identified in
the ADA Transition Plan. (See page 183 for
more details).• Action 2.1.2: Incorporate all-inclusive
playgrounds in both north and south
Denton as the community grows. (See page
185 for more details). • Action 3.3.2: Develop a plan to place
Denton as a competitor in the sport
tourism market. (See page 189 for more
details).• Action 3.3.6: Promote nature and cultural
tourism efforts to celebrate the unique
natural habitats and the culture in the
community. (See page 189 for more
details).• Action 4.1.1: Design and construct
additional miles of trail in accordance with
the recommendations in Ch. 6. (See page
190 for more details). • Action 5.1.2: Implement the goals,
objectives, and actions identified in the
Urban Forestry Master Plan. (See page 192
for more details). • Action 6.1.2: Update and maintain a CIP/
CMP for the department. (See page 194 for
more details). • Action 6.2.3: Develop and implement a
park and facility evaluation process to
assure high maintenance standards. (See
page 195 for more details).
The implementation action plan presented in this
chapter represents a long-term action plan with six
goals, 19 objectives, and 103 actions. Since not all
of the actions can be achieved right away, a series
of high priority needs was developed. The high
priority needs list, shown to the right, represents
action items that are of critical importance to
initiate implementation in the near-term. This
list is also consistent with TPWD master plan
requirements.
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197 City of Denton Parks, Recreation, and Trails System Master Plan
MASTER PLAN METRICS
The goals, objectives, and actions identified in the implementation action plan will help create a more complete
park system over time. The metrics provided below are designed to help Parks staff assess the progress being
made toward achieving implementation goals. These values are primarily based off of the NRPA National
Agency Performance Review from 2021, a report that incorporates findings from park and recreation agencies
across the country each year to establish benchmarks for communities of all sizes.
Table 9.7 depicts the metrics summary for the master plan; each column is described in more detail below.
It is important to note that these metrics are supposed to be fluid and should also serve as a guide. The NRPA
updates the averages each year so the information in Table 9.7 should be updated annually to keep up with
best practice standards. Also, each community is unique so benchmarking is just one way to look at how the
City is performing; more qualitative metrics such as resident satisfaction surveys should also be used.
Table 9.7 Park System Metrics
METRIC NRPA AVERAGE (2021)
NRPA AVERAGE FOR CITIES BETWEEN
100K TO 250K
NRPA AVERAGE FOR CITIES
GREATER THAN 250K CITY OF DENTON CURRENT AND PLANNED METRICS
MEDIAN LOWER
QUARTILE
UPPER
QUARTILE MEDIAN LOWER
QUARTILE
UPPER
QUARTILE 2021 2025 2030 2035 2040
OVERALL
GOAL
Park Facilities
10-minute walk to a park1 55%n/a n/a n/a n/a n/a n/a 48% 55% 60% 65% 70% 100%
Total number of parks2 n/a n/a n/a n/a n/a n/a n/a 58 70 83 93 105 105
Total park acres2 n/a n/a n/a n/a n/a n/a n/a 5,020 5,900 6,550 7,050 7,550 7,550
Residents per park 2,277 3,104 2,042 5,869 5,765 2,760 13,146 2,351 2,500 2,551 2,584 2,560 2,500
Acres of parkland per 1,000
residents 9.9 8.9 4.6 15.9 10.6 5.6 17.5 16.054 15.23 14.95 15.25 15.50 17.50
Number of developed;
undeveloped parks2 n/a n/a n/a n/a n/a n/a n/a 42; 16 55; 15 68; 15 78; 15 90; 15
100%
developed
Number of playgrounds2 n/a n/a n/a n/a n/a n/a n/a 26 35 42 49 54 54
Residents per playground 3,607 4,804 n/a n/a 8,271 n/a n/a 5,246 5,000 5,042 4,904 4,977 5,000
Miles of trail 12 25.5 11.7 51.5 90 40 168 61 93 133 173 213 213
Indoor facility square feet per
person3 1.25 n/a n/a n/a n/a n/a n/a 1.07 1.65 1.59 1.58 1.70 1.25
Staffing
Parks and Rec FTEs 44.3 117 46 202 254 106 550 169 245 297 337 377 377
Parks and Rec FTEs per 10,000
residents 8.2 8 3.3 13.4 4.7 2.3 8.2 12.39 14.00 14.02 14.03 14.03 14
Table Notes:
1. Metric Source: Trust for Public Land
2. No associated metric included in the NRPA National Agency Performance Review
3. Metric source: Industry best practice standards
4. Includes Clear Creek Nature Preserve. Metric without Clear Creek Nature Preserve is 8.15 acres per 1,000 residents.
METRIC
Quantifiable metrics related to park facilities and staffing can be used to compare how Denton is performing
compared to other communities across the nation. Some of the metrics listed do not have an associated
NRPA standard, as noted in the table. However, these metrics are still important for staff to track over time to
monitor parks system progress as the City grows.
NRPA AVERAGE (2021)
The average values for the metrics below are provided by the 2021 NRPA National Agency Performance
Review (https://www.nrpa.org/siteassets/2021-agency-performance-review_final.pdf).
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Table 9.7 Park System Metrics
METRICNRPA AVERAGE (2021)
NRPA AVERAGE FOR CITIES BETWEEN
100K TO 250K
NRPA AVERAGE FOR CITIES
GREATER THAN 250K CITY OF DENTON CURRENT AND PLANNED METRICS
MEDIANLOWER
QUARTILE
UPPER
QUARTILE MEDIAN LOWER
QUARTILE
UPPER
QUARTILE 2021 2025 2030 2035 2040
OVERALL
GOAL
Park Facilities
10-minute walk to a park155%n/a n/a n/a n/a n/a n/a 48% 55% 60% 65% 70% 100%
Total number of parks2n/an/a n/a n/a n/a n/a n/a 58 70 83 93 105 105
Total park acres2n/an/a n/a n/a n/a n/a n/a 5,020 5,900 6,550 7,050 7,550 7,550
Residents per park2,2773,104 2,042 5,869 5,765 2,760 13,146 2,351 2,500 2,551 2,584 2,560 2,500
Acres of parkland per 1,000
residents 9.98.9 4.6 15.9 10.6 5.6 17.5 16.054 15.23 14.95 15.25 15.50 17.50
Number of developed;
undeveloped parks2n/an/a n/a n/a n/a n/a n/a 42; 16 55; 15 68; 15 78; 15 90; 15
100%
developed
Number of playgrounds2n/an/a n/a n/a n/a n/a n/a 26 35 42 49 54 54
Residents per playground3,6074,804 n/a n/a 8,271 n/a n/a 5,246 5,000 5,042 4,904 4,977 5,000
Miles of trail 1225.5 11.7 51.5 90 40 168 61 93 133 173 213 213
Indoor facility square feet per
person31.25n/a n/a n/a n/a n/a n/a 1.07 1.65 1.59 1.58 1.70 1.25
Staffing
Parks and Rec FTEs44.3117 46 202 254 106 550 169 245 297 337 377 377
Parks and Rec FTEs per 10,000
residents 8.28 3.3 13.4 4.7 2.3 8.2 12.39 14.00 14.02 14.03 14.03 14
Table Notes:
1. Metric Source: Trust for Public Land
2. No associated metric included in the NRPA National Agency Performance Review
3. Metric source: Industry best practice standards
4. Includes Clear Creek Nature Preserve. Metric without Clear Creek Nature Preserve is 8.15 acres per 1,000 residents.
NRPA AVERAGE FOR CITIES BETWEEN 100K – 250K
Because needs of cities will vary depending on their population, the NRPA breaks up the metric averages into
several different population sizes. Currently, Denton falls within the 100,000 – 250,000 population range. The
associated columns show the median, lower quartile, and upper quartile for each metric for that population
category.
NRPA AVERAGE FOR CITIES GREATER THAN 250K
By the year 2040, it is anticipated that the population of Denton will exceed 250,000. This will shift which
population size category Denton falls in according to the NRPA assessment. Therefore, the median, lower
quartile, and upper quartile for each of the metrics for this larger population size are shown for long-term
planning purposes.
CITY OF DENTON CURRENT & PLANNED METRICS
The final column depicts how Denton is performing related to the particular metric today (2021), and
enumerates goals for the next twenty years split into 5-year intervals. The populations associated with each
of these years are based on population forecasts. The overall goal represents what the City is ultimately
aiming for related to the metrics, even beyond the year 2040. These projections are substantially adjusted as
populations are finalized very five years.
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199 City of Denton Parks, Recreation, and Trails System Master Plan
POTENTIAL FUNDING SOURCES
INTERNAL FUNDING
There are diverse funding sources that can be used to implement the action plan. This section details internal
and external funding sources City staff should consider when planning for future enhancements to the overall
parks system. Funding sources that are most advantageous for the City to either continue using or to pursue
in the near-term are highlighted in gray.
ADVERTISING SALES
This revenue source is for the sale of tasteful and
appropriate advertising on park and recreation
related items such as in the city’s program guide,
on scoreboards, boards lining sports fields and
rinks, and other visible areas that expose the
product or service to many people.
ANNUAL APPROPRIATION/LEASEHOLD FINANCING
This is a more complex financing structure which
requires use of a third party to issue bonds,
construct a facility, and retain title until the bonds
are retired. The City enters into a lease agreement
with the third party, with annual lease payments
equal to the debt service requirements. The
bonds issued by the third party are considered
less secure than general obligation bonds, but
they do not impact the City’s debt limitations and
do not require a vote. However, they also do not
entitle the City to levy property taxes to service the
debt. The annual lease payments must come from
existing revenues.
CAPITAL IMPROVEMENT FEES
These fees are on top of the set user rate for
accessing facilities such as golf courses, recreation
centers and pool facilities and help support capital
maintenance for a given facility.
CATERING PERMITS AND SERVICES
Similar to user fees, this is a license to allow
caterers to work in the park system on a permit
basis with a set fee or a percentage of sales
returning to the city. Also, many cities have their
own catering service and receive a percentage of
dollars off the sale of their food. These funds can
be used to off-set debt service or fund a dedicated
capital improvement budget.
CONCESSION MANAGEMENT
Concession management revenue derives from
retail sales or rentals of soft goods, hard goods,
or consumable items. The City either contracts
for the service or receives a set amount of the
gross percentage or the full revenue dollars that
incorporates a profit after expenses.
CORPORATE SPONSORSHIPS
This revenue funding source allows corporations
to invest in the development or enhancement of
a new or existing facilities, or to support programs
in park systems. Sponsorships are also used quite
often to fund special programs and events.
EASEMENTS
The City raises revenue through easements by
allowing utility companies, or other businesses the
right to develop on City property for a set period
of time for a set price paid to the city either as an
annual or one-time payment.
ELECTRIC UTILITY PARTNERSHIPS
This type of partnership can be established for
the purpose of providing and enhancing linear
parks and trails along utility easements. This
partnership typically does not involve monetary
contributions. However, through use agreements
and/or easements, it makes land for trail corridors
accessible at little or no cost to the community.
EQUIPMENT RENTAL
This revenue stream comes from rental charges
for equipment such as tables, chairs, tents, stages,
bicycles, roller blades, boogie boards, etc.
FOOD AND BEVERAGE TAX
The tax is usually associated with convention
and tourism bureaus. However, since parks and
recreation agencies often manage the tourist
attractions, they can receive a portion of this
funding source for operational or capital expenses.
GENERAL FUND
A General Fund is the primary fund used by a the
City to pay for day-to-day functions. This fund is
used to record all resource inflows and outflows
that are not associated with special-purpose
funds. The activities being paid for through the
general fund constitute the core administrative
and operational tasks of the City.
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MCKENNA TRUST FUND
The McKenna Trust Fund is used to account for
interest received from the George McKenna
Trust, which was established in 1958 and is
currently managed by JP Morgan Chase Bank.
One half of the net income from this trust
is distributed to Cook Children’s Hospital in
Fort Worth and one half of the net income is
distributed to the City of Denton for use only
in maintaining, developing, preserving, and
improving the George McKenna Park in the City.
The fund balance is restricted to developing,
preserving and improving McKenna Park under
the terms of the trust.
GENERAL OBLIGATION BONDS
General Obligation bonds are issued with
the approval of the electorate for capital
improvements and general public improvements.
General Obligation bonds are the most common
form of municipal bond and the primary bond
type for park and open space projects.
GREENWAY UTILITY
Greenway utilities are used to finance acquisition
of greenways and development of the greenways
by selling the development rights underground
for utility use, such as for fiber optic data cables.
HOTEL OCCUPANCY TAX
Transient occupancy tax (TOT) or Hotel Occupancy
Tax (HOT) is charged to travelers who rent a hotel
room, motel room, or other temporary rental for
a period of less than 30 days. Revenue from TOT/
HOT taxes can only be used to support efforts that
directly support local tourism and local convention
or hotel business. Some of these approved uses
can help the parks system, such as the using these
funds to support sports facilities and events that
host regional or national tournaments.
INTER-LOCAL AGREEMENTS
Sharing costs between local government entities
or between a city and nonprofit organizations is
possible through the use of inter-local agreements.
These could, for example, define a contractual
relationship for the joint use and responsibility to
update and maintain, sports fields, regional parks,
or other facilities.
IRREVOCABLE REMAINDER TRUSTS
These trusts are set up with individuals who
typically have more than a million dollars in wealth.
They will leave a portion of their wealth to the city
in a trust fund that grows over time and allows
for a scheduled disbursement of a percentage of
interest gained to help pay for recreation facilities
or programs as designated by the trustee.
LAND TRUSTS
Land Trusts provide a valuable service to
municipalities across the country in helping to
acquire natural areas, open space, and other
land for public use. Typically, land trusts not
only assist in funding land acquisition but also
assist in managing the transaction and financing.
Often, each land trust will have a specific set of
requirements for the types of land they are willing
to help acquire and/or how that land will be used.
The Texas Land Trust Council can be contacted for
more information.
MUNICIPAL BONDS
Debt financing through the issuance of municipal
bonds is the most common way to fund park and
open space projects. In this type of funding a city
issues a bond, receives an immediate cash payment
to finance projects, and must repay the bond with
interest over a set period of time ranging from a
few years to several decades.
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201 City of Denton Parks, Recreation, and Trails System Master Plan
PARK DEDICATION AND DEVELOPMENT FEES
Park dedication are paid by developers as they
develop new neighborhoods. Dedication fees
directly provide acreage for neighborhood and
community parks, or a cash value equivalent. Park
development fees are also paid by developers and
are intended to pay the cost of turning open land
into developed parkland.
PARKS GAS WELL FUND
The Parks Gas Well Fund was established to record
the receipt of restricted gas well revenues on park
property. Expenditures from this fund will be
used for park system projects. The fund balance
is restricted to park system uses based on legal
requirements determined by the State of Texas.
PERMITS (SPECIAL USE PERMITS)
These special permits allow individuals to use
specific park property for financial gain. The
City either receives a set amount of money
or a percentage for the of the gross revenues
generated.
POURING RIGHTS
This revenue stream involves charging soft drink
companies that execute agreements with the City
for exclusive pouring rights within park facilities. A
portion of the gross sales goes back to the City to
off-set debt service or to fund a dedicated capital
improvement budget.
PRIVATE CONCESSIONAIRES
In this arrangement, the city contracts with a
private business to provide and operate desirable
recreational activities financed, constructed and
operated by the private sector, with additional
compensation paid to the City.
PRIVATE DEVELOPERS
These developers lease space on City-owned land
through a subordinate lease agreement that pays
out a set dollar amount plus a percentage of gross
dollars for recreation enhancements. Examples
of private, leased facilities include golf courses,
marinas, restaurants, driving ranges, sports
complexes, equestrian facilities, recreation centers
and ice rinks.
PRIVATE SPONSORSHIP PROGRAMS / NAMING
RIGHTS
Many cities and counties have turned to selling the
naming rights for new or newly renovated buildings
and parks to partially defray the development
cost associated with the improvement. Obtaining
private sponsorship for parks and recreation
facilities by selling naming rights can be an effective
tool for acquiring additional funds. The long-term
success of this financing tool depends greatly on a
concerted effort by the City to ensure the ongoing
prominence of the sponsored facilities through
appropriate marketing efforts and a commitment
to an excellent maintenance program.
PUBLIC IMPROVEMENT DISTRICT (PID)
New developments can establish a Public
Improvement District (PID) when authorized to do
so by the City Council under the guidelines of state
law. This type of taxing district provides funds
especially for the operation and maintenance
of public amenities such as parks and major
boulevards.
PUBLIC PARTNERSHIPS
Partnerships are agreements between two public
entities (e.g., adjacent cities), or between a public
and a private entity (e.g. a city and a nonprofit
organization), to share both the expenses and
revenues of a particular park or recreation facility.
Partnerships are a very effective method for
leveraging Denton’s resources to the greatest
extent possible. These partnerships should be
based on formal agreements and supported by a
policy approved by the Parks and Recreation Board
and City Council.
PURCHASE AND TRANSFER OF DEVELOPMENT
RIGHTS
Purchase of development rights (PDR) and transfer
of development rights (TDR) are programs for
landscape preservation whereby a municipality,
county, or other entity can pay landowners (typically
farmers and ranchers) to limit development on
their land. Through PDR, landowners are paid an
amount relative to the development potential of
their land, required to maintain their land generally
as-is (greatly limiting any future development), and
maintain ownership of the land and residence.
The land is thereby conserved, either in a natural
or cultivated state. Taking the PDR model a step
further, TDR programs conserve rural landscapes
through “trading” potential development intensity
between sending areas and receiving areas. Areas
to be protected (significant cultural, rural, or natural
landscapes) are designated as sending areas
while areas where more intense development
is desirable are designated as receiving areas.
In this model, landowners in sending areas are
allowed to sell their right to develop their land
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to developers in receiving areas. Developers, in
turn, receive special zoning enhancements such
as denser development, not available outside of a
TDR agreement. Both of these programs can offer
a financially competitive alternative to selling land
for development.
RECREATION SERVICES FEES
This is a dedicated user fee, which can be
established by a local ordinance or other
government procedures for the purpose of
constructing and maintaining recreation facilities.
The fee can apply to all organized activities, which
require a reservation, or for other purposes, as
defined by the local government. Examples of
such activities include adult and youth basketball,
volleyball, tennis, and softball leagues, and special
interest classes. The fee allows participants an
opportunity to contribute toward the upkeep of
the facilities they are using.
RESERVATIONS
This revenue source comes from the right to
reserve specific public property for a set amount
of time. Reservation rates are set in advance and
usually apply to park assets such as group picnic
shelters, and recreation center meeting rooms.
The general public is able to reserve these facilities
for weddings, reunions, gatherings, and other
similar events.
REVENUE BONDS
These bonds are used for capital projects that will
generate a revenue stream that aids debt service
by helping to repay the bond.
SALES TAX DEDICATION
The Texas Comptroller allows a maximum local
sales tax rate of 2.0% on top of the state tax rate
of 6.25%. Cities and counties can allocate sales
tax to various city and county improvement
districts, some of which could fund parks projects
in the future. Currently the City of Denton and
Denton county already allocate the 2.0% local tax
maximum. But this does not necessarily preclude
future changes to local taxes to support parks
funding.
SPECIAL REVENUE FUND OR RECREATION FUND
A special revenue fund is an account established
to collect money that must be used for a specific
project. Special revenue funds provide an extra
level of accountability and transparency to
taxpayers that their tax dollars will go toward an
intended purpose.
TAX INCREMENT FINANCING (TIF)
In a TIF the incremental increase in property
taxes above a certain threshold are dedicated
to improvements within the TIF district. These
improvements can include parks features such
as plazas, pocket parks, linear parks, and other
amenities.
TICKET SALES/ADMISSIONS
This revenue source comes from the price of
admission paid by users of pools, ice skating
rinks, ballparks, and other entertainment facilities.
These user fees help offset operational costs.
TREE MITIGATION FUNDS
The Tree Mitigation Fund is used to purchase, plant,
and maintain trees on public property, to preserve
wooded property that remains in a naturalistic
state in perpetuity, to perform and maintain a
citywide tree inventory, and to educate citizens and
developers on the benefits and value of trees. The
fund balance is restricted to purchasing, planting,
and maintaining trees and tree canopy related
programs.
USER FEES/CHARGES
User fees are primarily established to cover
operational costs but can be used for debt service
on revenue bonds. The Department must position
its fees and charges to be competitive against
other similar regional facilities – both public and
private. Through user charges and fees the City
should be able to recoup an amount consistent
with national trends for other parks departments,
or around 35% to 50% of operating expenditures.
UTILITY BILL CONTRIBUTIONS
In many cities, residents are allowed to electively
add a small amount to their utility collection bills
to fund park improvements. As an example, the
City of Colleyville has a Voluntary Park Fund, which
allows citizens to donate $2.00 per month through
their water utility bills. This results in approximately
$150,000 of revenue per year, which is used to fund
park improvements throughout their community.
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203 City of Denton Parks, Recreation, and Trails System Master Plan
FRIENDS ASSOCIATIONS
These groups are formed to raise money typically
for a single focus purpose that could include a
specific park facility or program that will better
the community as a whole and the organization’s
particular special interest.
LOCAL, STATE AND NATIONAL ORGANIZATIONS
/ASSOCIATIONS
Organizations like the Texas Recreation and Parks
Society and the National Recreation and Park
Association will periodically provide grants to
help with planning and park development. These
opportunities are situational and typically very
limited in scope and availability.
PRIVATE FUNDING
DENTON PARKS FOUNDATION
Denton currently maintains an independent
non-profit foundation whose purpose is to
raise funds for park and recreation projects.
These dollars are raised through tax exempt
private donations in promotion of specific
causes, activities, or issues. They offer a variety
of means to fund capital projects, including
capital campaigns, gifts catalogs, fundraisers,
endowments, sales of items etc.
MEMORIALS
Donations have become a popular way
to commemorate important occasions or
anniversaries or to memorialize a loved one who
has passed. These remembrances can be shared
with thousands of park users for many years to
come through a memorial donation. The donation
is actually three gifts in one—a gift to someone you
care for, one for future generations, and one that
beautifies a park area of the donor’s choice.
For tree donations, the Parks and Recreation
Department will work with the donor to choose an
appropriate location, help with the tree selection
and coordinate the planting of the living memorial.
Donations of park benches are also possible. First,
the monetary donation is deposited in a special
account. The Parks and Recreation Department
then proceeds to order, assemble, and install the
memorial bench on a concrete pad in a location
where it will best serve the public. The department
will work with the donor to locate the bench and
if the donor decides to purchase a bronze plaque
identifying the memorial, a plaque will be set in
concrete at the time the bench is installed.
PRIVATE DONATIONS
Private Donations may also be received in the form
of funds, land, facilities, recreation equipment,
art or in-kind services. Donations from local and
regional businesses as sponsors for events or
facilities should also be encouraged.
PRIVATE PARTNERSHIPS
Partnerships are a very effective method for
leveraging Denton’s resources to the greatest
extent possible. These partnerships should be
based on formal agreements and supported by
a policy approved by the Parks and Recreation
Board and City Council. Partnerships are joint
development funding sources or operational
funding sources between two separate agencies,
such as two government entities, a non-profit and
a City department, or a private business and a
City agency. Two partners jointly develop revenue
producing park and recreation facilities and
share risk, operational costs, responsibilities and
asset management, based on the strengths and
weaknesses of each partner.
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COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG)
The CDBG program provides resources to communities to address various community development needs
with the aims of creating transformative community impact, improving lives, and developing strategies to
bring partners and resources together. In particular, the CDBG program seeks to fund projects that improve
the lives of residents with low and moderate income levels.
TEXAS DEPARTMENT OF TRANSPORTATION – GREEN RIBBON PROGRAM
TxDOT administers the Green Ribbon funding program to allocate funds for landscaping and other
enhancements in areas that are in non-attainment for air quality. The funds can be used to add landscaping
to state highway right-of-ways to help mitigate effects of air pollution. The City of Denton has been successful
in the past with securing funding for Green Ribbon projects.
TEXAS PARKS & WILDLIFE DEPARTMENT (TPWD) - LOCAL PARKS GRANT
The TPWD administers several grant programs in which local governments are eligible to apply. The local
parks grant provides communities with 50% matching grants for land acquisition and park improvements.
The funds are distributed on a reimbursement basis to local communities each year.
STATE AND FEDERAL FUNDING
Owsley Park Owsley Park
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205 City of Denton Parks, Recreation, and Trails System Master Plan
PLAN ADMINISTRATION
The success of this plan will depend on the dedication of City staff, City leadership, continued public involvement
efforts, acceptance and commitment by municipal departments, plan integration into the CMP and CIP, and
ongoing monitoring and evaluation.
PARKS AND RECREATION DEPARTMENT
While numerous City departments may be
included in the implementation of this plan,
much of the monitoring and implementation will
be the responsibility of the Parks and Recreation
Department. Maintaining a tracking system for
parkland acreage, amenities, and projects under
construction will help ensure the City is meeting
their park system goals. Parks and Recreation
staff should track implementation progress
and provide annual reports to City leadership
focusing on the status of action items, park
progress metrics, and funding efforts. This
reporting regime will help prioritize projects in
the future to achieve the ultimate goal of an
equitable, connected, and safe parks system.
CITY STAFF
It will be the responsibility of City departments,
including Parks and Recreation, Public Works,
Planning, and the City Manager’s office to
continue to prioritize, fund, and implement
the Plan. There may be opportunities for
partnerships and coordination between
departments to complete action items and
achieve the goals of the plan.
ROLES AND RESPONSIBILITIES CITY LEADERSHIP
In order to implement the plan, City leadership
will need to also take ownership of the Plan and
endorse the action items. Their support will
ensure short- and long-term success of the Plan.
COMMUNITY ENGAGEMENT
The City should continue to engage the public
after adoption of the plan to ensure the
priorities and projects continue to support the
community’s needs. Public input, along with
data driven analysis, should continue to shape
the priorities and timeframe for implementing
the action items.
PARTNERSHIPS
The City should continue to encourage and
support partnerships with private and public
entities to achieve the goals identified in this
plan. Partnerships can be established for the
construction, maintenance, funding, and design
of parks, trails, and amenities.
Volunteer Tree PlantingVolunteer Tree Planting
BOARDS & COMMISSIONS
The various boards and commissions within
the community are vital partners to help guide
projects and implementation of the plan. In
particular, the Parks, Recreation & Beautification
Commission and Bond & Program Committee
will be important implementation partners.
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PLAN UPDATES
FIVE YEAR UPDATE
After the first five years of plan implementation, staff should undertake a minor update to the Plan to update
parkland inventory information, demographics, and incorporate any changes to the action plan. This will also
provide the opportunity to solicit additional public and stakeholder input, evaluate any new trends, and make
appropriate adjustments to the plan.
Public CommentsPublic Comments
TEN YEAR UPDATE
After ten years, there should be a significant amount of changes to the park system and development trends
in Denton. TPWD recommends that communities initiate a full update to their parks master plans every ten
years. At a minimum, these updates should include a summary of accomplishments since the previous plan,
new pertinent public input, as well as updates to inventory data, needs assessments, priorities, the overall
implementation plan, goals and objectives, standards, and maps.
TRACKING PROGRESS
City staff should use the implementation tables as a checklist to keep track of how the City is achieving the Plan.
Annual progress reports should be given to City Council and the Parks, Recreation & Beautification Board on
the progress of the Plan to inform them of upcoming needs and opportunities to enhance the overall system.
During this process, staff and elected and appointed officials can discuss any pertinent amendments to the
action plan based on recent developments or major changes.
CONCLUSION
Denton’s future is bright – there are numerous
opportunities to bring the Plan to fruition over
the next two decades. This Plan seeks to meet the
needs of the community today and in the future by
providing goals, objectives, and actions to create
a complete, unique, and equitable park system.
A comprehensive trail network will connect
people to parks, recreation facilities, schools,
and major destinations throughout the City and
to surrounding municipalities. This Plan provides
guidance on programming and maintenance to
keep Denton’s parks relevant, well-maintained, and
attractive. As Denton grows, it is the responsibility
of the City to proactively plan for quality of life
enhancing amenities throughout the City. A well-
defined parks, recreation, and trails system will
provide Denton’s residents with the opportunity
to unite, grow, and play in the City.
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1.1
1.1.1 Acquire approximately 2,500 acres of parkland by 2040 to meet the targeted level of service for all parkland. (HIGH PRIORITY) Investment Ongoing City Council, Development Services,
Real Estate
$137.5M (assumes
$55K per acre)
1.1.2 Purchase land within the ETJ shown in Figure 9.1 to preserve future park space as the City grows. Investment Ongoing City Council, Development Services,
Real Estate Varies
1.1.3 Develop currently undeveloped parkland as resources are available with amenities appropriate for the park classification.Investment Ongoing Parks Board, City Council, Master Plan
Focus Groups Varies
1.1.4 Routinely review and update the parkland dedication ordinance to ensure that it reflects the true cost of acquiring and
developing parks. (HIGH PRIORITY)Regulation Ongoing Legal, Development Services, Legal
Developers N/A
1.1.5 Continue to coordinate with developers on new parks and amenities within master plan developments. Operations Ongoing Development Services, Developers N/A
1.2
1.2.1 Provide consistent updates on progress towards achieving the goal of residents within a 10-minute walk to a park. Operations Ongoing Parks Board, City Council N/A
1.2.2 Consider strategic acquisition or shared-use agreements with public institutions within areas currently underserved by parks as
shown in Figure 9.1
Investment,
Partnership Short-Term DISD, Universities, Churches, Other
Public Entities N/A
1.2.3 Utilize the Trust for Public Land's ParkServe and ParkScore tools to identify prime locations for new parks or park expansions to
improve equitable access to parks. Operations Short-Term TPL, Development Services N/A
1.2.4 Acquire property located within downtown to stimulate economic development and serve as a park space.Investment Short-Term Economic Development, Real Estate $275K
1.2.5 Implement trail and sidewalk connections to improve connectivity and the ten-minute walk to a park score. Investment Ongoing Engineering, Public Works Varies
1.3
1.3.1 Plan, design, and construct new recreation centers with aquatic components as appropriate in underserved areas of the City as
identified in Figure 5.11. Study, Investment Mid-Term,
Long-Term
Recreation Center Users,
Development Services, Real Estate $75M - $100M
1.3.2 Conduct a feasibility study to determine a centrally located placement for the Denton Senior Center to improve programming,
access, and parking. Study Short-Term Senior Center Users, Development
Services, Real Estate $50K
1.3.3 Implement accessibility improvements and overcome barriers to access to parks and facilities as identified in the ADA Transition
Plan. (HIGH PRIORITY)
Investment,
Operations Ongoing Engineering, Streets, Committee on
Persons with Disabilities $4.5M
1.3.4 Provide equitable distribution of park amenities throughout the City. Investment, Policy Ongoing Denton Parks Foundation N/A
1.3.5 Maintain a benchmark of 5,000 residents per playground to provide a high level of service in Denton. Policy, Investment Ongoing Parks Board, City Council, Denton
Parks Foundation Varies
1.3.6 Ensure parks growth and planning efforts incorporate other city planning efforts such as, but not limited to, the Denton 2040 Plan,
Mobility Plan, and Simply Sustainable Plan.
Investment,
Operations Short-Term All City Departments N/A
Types of Actions: Timeframe:
Investment: New or adjusted capital or operational expenditure. Short-Term: 0-5 years
Study: Requires further analysis or investigation to determine most appropriate solution. Mid-Term: 5-10 years
Regulation: Requires Council approved modification to City ordinance. Long-Term: 10+ years
Operations: Requires a new or modified program or staffing arrangement. Ongoing: Actions that will continue throughout plan horizon
Policy: Requires a new or modified process or policy.
Partnership: Formal agreement or informal pursuit of shared goals with external entity.
Goal Statement: Create a complete, equitable, and easily accessible park, recreation, and trail system for current and future residents of Denton as well as visitors.
GOAL 1: COMPLETE PARK SYSTEM
Objective: Increase parkland level of service as Denton grows to meet or exceed NRPA benchmarks.
Objective: Increase the percentage of residents that are within a 10-minute walk to a park to 70% by 2040.
Objective: Increase access to and within parks and facilities as Denton grows.
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2.1
2.1.1 Upgrade outdated park light fixtures with the newest technology including LED, dark sky compliant, and solar powered fixtures where
applicable.Investment Short-Term,
Mid-Term Utilities Varies
2.1.2 Incorporate all-inclusive playgrounds in both north and south Denton as the community grows. (HIGH PRIORITY) Investment Short-Term,
Mid-Term
Committee on Persons with
Disabilities, Parks Board, City
Council
$2.5M per
playground
2.1.3 Design and construct spraygrounds to be evenly distributed throughout the City (see p. 80 of Chapter 4). Investment Short-Term,
Mid-Term Neighborhood Groups $500K per
sprayground
2.1.4 Incorporate new amenities within parks that are not present to create engaging placemaking.Investment Ongoing Parks Board, City Council Varies
2.1.5 Continue routine playground replacement for all parks once they meet their intended lifecycle. Operations,
Investment Ongoing Parks Board, City Council Varies
2.1.6 Construct additional athletic fields based on field deficit compared to national benchmarks.Investment Long-Term Sports Leagues, CVB Varies
2.1.7 Ensure stable funding sources to maintain park infrastructure such as irrigation, parking lots, fencing, restrooms, concessions,
facilities, etc. Investment Ongoing Parks Board, City Council N/A
2.1.8 Integrate outdoor fitness stations and/or workout areas in key areas within the park system. Investment Mid-Term Fitness Groups $40K per station
2.1.9 Construct a skate park to expand adventure sport opportunities that is located in the general vicinity of downtown and convenient to
public transportation.Investment Short-Term,
Mid-Term
Skate Park User Groups, Real
Estate, Development Services $2M
2.2
2.2.1 Implement recommended improvements to the MLK Jr. Rec Center as noted in the Indoor Recreation Study recommendations (see
page 87 in Chapter 5). Investment Mid-Term User Groups, Neighborhood
Groups TBD
2.2.2 Implement recommended improvements to North Lakes Rec Center as noted in the Indoor Recreation Study recommendations (see
page 92 in Chapter 5). Investment Mid-Term User Groups, Neighborhood
Groups TBD
2.2.3 Implement recommended improvements to Denia Rec Center as noted in the Indoor Recreation Study recommendations (see page
89 in Chapter 5). Investment Mid-Term User Groups, Neighborhood
Groups TBD
2.2.4 Incorporate additional indoor recreation amenities identified as high demand through the needs assessment.Investment Mid-Term,
Long-Term User Groups, Parks Board Varies
2.2.5 Implement recommended improvements to Water Works Park as noted in the Indoor Recreation Study recommendations (see page
95 in Chapter 5). Investment Short-Term User Groups, Neighborhood
Groups $14.4M
2.2.6 Implement recommended improvements to the Natatorium as noted in the Indoor Recreation Study recommendations (see page 93
in Chapter 5). Investment Mid-Term User Groups, Neighborhood
Groups, DISD $3.5M
2.2.7 Implement recommended improvements to the Civic Center Pool as noted in the Indoor Recreation Study recommendations (see
page 96 in Chapter 5). Investment Short-Term User Groups, Neighborhood
Groups $1M
2.2.8 Implement improvements and expansion to the existing sprayground at Carl Young Jr. Park (see page 100 in Chapter 5).Investment Mid-Term Neighborhood Groups $525K
2.2.9 Ensure stable funding sources to maintain aquatics and indoor recreation facilities and infrastructure. Operations Ongoing Parks Board, City Council N/A
2.3
2.3.1 Complete a new park signage plan to guide replacement of park system signage to have a consistent brand. Study, Investment Short-Term Public Affairs $45K
2.3.2 Develop a park security plan to enhance safety and security in all parks and facilities. Study, Operations Mid-Term Police TBD
2.3.3 Integrate Crime Prevention Through Environmental Design (CPTED) strategies in the design and construction of park, recreation, and
trail facilities to ensure a safe environment for all. Policy, Investment Ongoing Police, Engineering, User Groups Varies
Goal Statement: Incorporate quality and cost-effective park system amenities that are responsive to community needs and desires.
GOAL 2: PARK SYSTEM AMENITIES
Objective: Improve and enhance outdoor amenities in the park system.
Objective: Improve and enhance aquatic and indoor recreation amenities in the park system.
Objective: Make strategic systemwide improvements throughout the parks and recreation system.
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2.3.4 Install public art within parks and facilities to celebrate and memorialize Denton's people, history, and culture. Investment Ongoing Parks Board, Public Art
Committee Varies
2.3.5 Continue to develop and implement design standards to guide future park development Policy, Operations Ongoing arks Board, City Council, Consultan N/A
2.3.6 Implement beautification nodes, median improvements, and gateways throughout the City to enhance aesthetics for a welcoming
atmosphere that is distinctive to Denton. Investment Ongoing Public Works, Engineering Varies
2.4
2.4.1 Incorporate Wi-Fi in heavily used parks to increase broadband access. Investment Short-Term Utilities, Internet Providers Varies
2.4.2 Integrate technology into the park system to provide unique indoor and outdoor education opportunities, programs, and
experiences.Investment Ongoing Utilities Varies
2.4.3 Improve and upgrade software and equipment to enhance customer service and data collection.Investment Short-Term Utilities Varies
2.4.4 Continue to maintain the utilization of NRPA's Park Metrics to track performance and standards.Operations Ongoing Parks Board N/A
2.4.5 Select an asset management software to track equipment, inventory, and staff allocation to improve budget, planning, and project
management.
Investment,
Operations Short-Term IT Unknown
2.4.6 Improve data collection across the department to support efficient and effective operations and communications. Operations Short-Term IT N/A
Types of Actions: Timeframe:
Investment: New or adjusted capital or operational expenditure. Short-Term: 0-5 years
Study: Requires further analysis or investigation to determine most appropriate solution. Mid-Term: 5-10 years
Regulation: Requires Council approved modification to City ordinance. Long-Term: 10+ years
Operations: Requires a new or modified program or staffing arrangement. Ongoing: Actions that will continue throughout plan horizon
Policy: Requires a new or modified process or policy.
Partnership: Formal agreement or informal pursuit of shared goals with external entity.
Objective: Expand and introduce new technology to the park system.
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3.1
3.1.1 Develop a master plan for Quakertown Park to include design of permanent performance venues, additional parking, and better
pathways to traverse all areas of the park to provide flexibility in its utilization. Study Short-Term User Groups, Neighborhood
Groups, Festival Organizers $100K
3.1.2 Enhance the infrastructure at Rayzor Ranch to serve as a performance venue. Investment Long-Term Utilities, Neighborhood Groups TBD
3.1.3 Continue and expand annual special events within parks and facilities.Operations Ongoing Event Organizers, Marketing N/A
3.1.4 Continue to provide coordination and support to community-led events and programs especially those with an emphasis on arts,
music, and culture. Operations Ongoing Event Organizers N/A
3.1.5 Enhance transportation opportunities for special events through community partnerships. Operations Short-Term DCTA N/A
3.2
3.2.1 Conduct annual review of recreation participation to refine offerings and evaluate programs to consider service rationale, scope, and
service effectiveness. Operations Ongoing User Groups, Program Providers N/A
3.2.2 Expand programs and services in the areas of greatest demand and need. Operations Short-Term Program Providers, Parks Board Varies
3.2.3 Develop key relationships to ensure that partnerships for recreation programs are equitable, fiscally responsible, and of a high
quality.Partnership, Policy Ongoing Program Providers N/A
3.2.4 Continue to promote environmental education programming at Clear Creek and throughout the park system related to native flora
and fauna, sustainability, water conservation, and watershed management. Operations Ongoing Master Naturalists, DISD N/A
3.2.5 Identify and implement programs to help preserve Denton's history and musical heritage.Operations Short-Term
Parks Board, Denton Parks
Foundation, Library, Historic
Denton
N/A
3.2.6 Continue to offer scholarships to provide low-income residents with opportunities to access park and recreation programs. Operations Ongoing Denton Parks Foundation Varies
3.2.7 Expand outdoor programming in areas such as, but not limited to, kayaking, biking, and hiking to encourage healthy lifestyles.Operations Mid-Term Program Providers Varies
3.3
3.3.1 Install synthetic turf at athletic fields to improve field availability, operations, and attractiveness for potential tournaments. Investment Mid-Term,
Long-Term Sports Leagues $12.6M
3.3.2 Develop a plan to place Denton as a competitor in the sport tourism market. (HIGH PRIORITY)Study Mid-Term Sports Leagues, Chamber of
Commerce, Marketing N/A
3.3.3 Review the utilization of field and facility space to maximize usage to accommodate both local and select sports. Study Short-Term Sports Leagues N/A
3.3.4 Partner with other local entities such as the Convention and Visitors Bureau, Main Street Association, Chamber of Commerce, and
local businesses to support tourism. Partnership Ongoing CVB, Main Street, Chamber of
Commerce, local businesses N/A
3.3.5 Develop, plan, and implement tourism related programs such as heritage education programming, historic tours, art shows, and
other cultural and art events throughout the city. Operations Long-Term Public Art Committee, historical
groups N/A
3.3.6 Promote nature and cultural tourism efforts to celebrate the unique natural habitats and the culture in the community. (HIGH
PRIORITY)Operations Mid-Term Master Naturalists N/A
Types of Actions: Timeframe:
Investment: New or adjusted capital or operational expenditure. Short-Term: 0-5 years
Study: Requires further analysis or investigation to determine most appropriate solution. Mid-Term: 5-10 years
Regulation: Requires Council approved modification to City ordinance. Long-Term: 10+ years
Goal Statement: Enhance the diverse program and event offerings to cater to varying ages, abilities, and interests of the community.
GOAL 3: PROGRAMMING & EVENTS
Objective: Improve offerings to hold events and festivals within parks.
Objective: Continue to evaluate program offerings as demands and trends evolve.
Objective: Utilize the parks and recreation system and capitalize on facilities, parks, programs and amenities to drive economic development.
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Operations: Requires a new or modified program or staffing arrangement. Ongoing: Actions that will continue throughout plan horizon
Policy: Requires a new or modified process or policy.
Partnership: Formal agreement or informal pursuit of shared goals with external entity.
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4.1
4.1.1 Design and construct additional miles of trail in accordance with the recommendations in Ch. 6. (HIGH PRIORITY)Investment Ongoing Developers, TxDOT,
NCTCOG, Utility Providers
Approx. $1.5M
per mile
4.1.2 Continue to coordinate with developers and other departments to ensure trails are incorporated into new developments and
infrastructure improvements. Operations Ongoing Developers, Streets N/A
4.1.3 Work with surrounding communities to implement regional trail connections, particularly those identified on the Regional Veloweb. Partnership Long-Term Surrounding cities, Denton
County, NCTCOG N/A
4.2
4.2.1 Continue to work with the Lewisville Lake Paddling Trail Consortium on identifying launch sites and paddling trails to connect to other
communities. Operations Short-Term Surrounding cities, TPWD,
USACE N/A
4.2.2 Continue to coordinate planning efforts with the Mobility Plan, associated departments, and organizations to integrate on-street
bikeway accommodations on appropriate roadways. Operations Ongoing Public Works, Engineering,
Development Services N/A
4.2.3 Pursue grant funding to implement the trails recommended in this plan. Operations Short-Term NCTCOG, TxDOT, Federal
Funding Agencies N/A
4.2.4 Identify design solutions for the challenging intersections identified in Figure 6.12. Study, Investment Short-Term Public Works, Engineering N/A
4.2.5 Diversify the trail offerings in Denton through increasing the number of paddling, equestrian, and mountain biking trails. Investment Mid-Term Parks Board Varies
4.2.6 Help ensure the preservation of Denton County's history with equestrian recreation by providing trails that are available to horses. Investment Mid-Term Parks Board, Equestrian User
Groups N/A
4.2.7 Assure integration with the Mobility Plan and Bicycle Plan to address safety, mobility choices, connectivity, neighborhood
coordination, and investment efficiency. Operations Ongoing Streets, Engineering,
Development Services N/A
4.3
4.3.1 Implement a trails wayfinding signage program to navigate people to trails and direct users to key destinations. Study, Investment Long-Term User Groups, Marketing,
Engineering, Public Works $75K
4.3.2 Establish design standards for trailheads to include standard amenities such as parking, seating, signage, and waste receptables. Study Short-Term User Groups N/A
4.3.3 Update the design guidelines for trails and bikeways to include considerations such as intersection crossings, amenities, wayfinding,
signage, surface type, and ADA accessibility. Study Short-Term User Groups, Streets N/A
4.3.4 Integrate technology into trails through trail apps, QR codes, etc. Investment,
Operations Mid-Term User Groups, IT Varies
Types of Actions: Timeframe:
Investment: New or adjusted capital or operational expenditure. Short-Term: 0-5 years
Study: Requires further analysis or investigation to determine most appropriate solution. Mid-Term: 5-10 years
Regulation: Requires Council approved modification to City ordinance. Long-Term: 10+ years
Operations: Requires a new or modified program or staffing arrangement. Ongoing: Actions that will continue throughout plan horizon
Policy: Requires a new or modified process or policy.
Partnership: Formal agreement or informal pursuit of shared goals with external entity.
Goal Statement: Connect key destinations throughout the community through a comprehensive system of trails and bikeways.
GOAL 4: SYSTEM CONNECTIVITY
Objective: Promote the inclusion of diverse types of trails.
Objective: Expand the existing trail system to create a more connected community.
Objective: Incorporate design standards to guide future trail development.
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5.1
5.1.1 Implement a tree planting plan within the parks system consistent with the goals in the Urban Forestry Master Plan.Study, Investment Short-Term Sustainability Committee,
Parks Board Varies
5.1.2 Implement the goals, objectives, and actions identified in the Urban Forestry Master Plan. (HIGH PRIORITY)Investment Ongoing Sustainability Committee,
Parks Board Varies
5.1.3 Continue programs which educate the community and support urban forestry efforts. Operations Ongoing Sustainability Committee,
Parks Board N/A
5.1.4 Partner with City departments and local organizations to implement tree planting efforts to increase the tree canopy. Partnership Mid-Term Neighborhood Groups, local
businesses N/A
5.2
5.2.1 Research the feasibility of implementing a pilot wildlife crossing corridor to test the feasibility of using such a feature. Investment Long-Term
Public Works, Engineering,
Traffic, TxDOT,
Environmental Agencies
N/A
5.2.2 Acquire land and/or easements within greenbelt areas in conjunction with the Denton County Greenbelt Study to protect the areas
from development and develop a connected open space system. Investment Mid-Term Denton County, Real Estate Varies
5.2.3 Design and construct a nature center at the Clear Creek property that is context-sensitive to the surrounding natural environment. Investment Mid-Term Master Naturalists $11M
5.2.4 Balance natural, passive areas with more active portions within parks.Policy Ongoing Parks Board N/A
5.3
5.3.1 Maintain an Integrated Pest Management (IPM) program that is evaluated and updated on a regular cycle.Operations Ongoing ronmental Agencies, Focus Gr N/A
5.3.2 Design parks and facilities in a manner that reduce or eliminate negative impacts to the environment.Study, Investment Ongoing Sustainability Committee,
Sustainability N/A
5.3.3 Commit to the use and purchase of environmentally and socially responsible materials and products as funding supports. Policy, Investment Short-Term Sustainability Committee,
Sustainability Varies
5.3.4 Continue to research and implement best practices and equipment that are eco-friendly while also being efficient and effective in the
work environment.Study, Operations Ongoing Sustainability Committee,
Sustainability N/A
Types of Actions: Timeframe:
Investment: New or adjusted capital or operational expenditure. Short-Term: 0-5 years
Study: Requires further analysis or investigation to determine most appropriate solution. Mid-Term: 5-10 years
Regulation: Requires Council approved modification to City ordinance. Long-Term: 10+ years
Operations: Requires a new or modified program or staffing arrangement. Ongoing: Actions that will continue throughout plan horizon
Policy: Requires a new or modified process or policy.
Partnership: Formal agreement or informal pursuit of shared goals with external entity.
Goal Statement: Integrate sustainable practices in acquiring, designing, constructing, maintaining, and operating facilities and amenities in the park system.
GOAL 5: SUSTAINABILITY
Objective: Support the preservation of Denton's urban forest.
Objective: Preserve natural areas and wildlife habitat in the parks system.
Objective: Explore opportunities to maintain the park system in an environmentally friendly manner.
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City of Denton Parks, Recreation, and Trails System Master Plan Implementation Action Plan
(p. 6 of 6)
DRAFT 12.02.2021
Ref. No Objective or Action Action Type Timeframe Partners Cost Estimates
6.1
6.1.1 Develop a new pricing policy based on classification of programs and services to balance increased operational costs. Policy Mid-Term City Management, City
Council N/A
6.1.2 Update and maintain a CIP/CMP for the department. (HIGH PRIORITY)Operations Ongoing Parks Board, City Council N/A
6.1.3 Seek alternative funding sources for the park, recreation, and trail system through grants, donations, sponsorships, and public-
private partnerships.
Operations,
Partnership Ongoing Funding Agencies, Private
Partners, Finance N/A
6.1.4 Implement the subsidy and resource allocation strategy to balance expenses within the Department.Operations Mid-Term City Management, City
Council N/A
6.1.5 Enhance marketing and outreach to promote park system offerings consistent with the Parks and Recreation Marketing Plan. Operations Ongoing Marketing, Public Affairs Varies
6.1.6 Continue partnership with the Denton Parks Foundation.Partnership Ongoing Denton Parks Foundation N/A
6.1.7 Work with partners to establish adopt-a-park and adopt-a-trail programs to provide support for construction and maintenance.Partnership Mid-Term Neighborhood Groups,
Chamber of Commerce N/A
6.1.8 Increase the maintenance operations funding for natural area parks to correct the current deficient. Investment,
Operations Short-Term City Management, City
Council $340K annually
6.2
6.2.1 Utilize the park development standards included in the Appendix to develop new parks. Operations Ongoing Developers, Consultants,
Parks Board N/A
6.2.2 Utilize friends of the park groups for volunteer beautification and programming opportunities. Operations,
Partnerships Ongoing KDB, Volunteer Groups N/A
6.2.3 Develop and implement a park and facility evaluation process to assure high maintenance standards. (HIGH PRIOIRTY) Operations Short-Term City Management N/A
6.2.4 Conduct ground penetrating radar at the I.O.O.F. and Oakwood cemeteries to identify existing burial lots. Investment Short-Term Historic Groups $210K
6.2.5 Integrate more automated and centralized controls for the parks system.Operations,
Investment Mid-Term Tech Services Varies
6.2.6 Track cost of service at a unit activity level to analyze costs performed in-house or by a third-party vendor. Operations Mid-Term City Management,
Vendors N/A
6.2.7 Develop line item budgets for each functional area of work, including urban forestry and trail maintenance. Operations Mid-Term City Management, Finance N/A
6.3
6.3.1 Annually review the staffing ratio (XX FTEs per 10,000 residents) and budget for additional staff when the ratio falls below the
national benchmark established by NRPA each year. Operations Ongoing City Management Varies
6.3.2 Encourage staff at all levels of the organization to attend training and acquire certifications that pertain to their area of expertise.Operations Short-Term City Management Varies
6.3.5 Continue to pursue department awards and accreditations, including the NRPA Gold Medal Award and CAPRA accreditation. Operations Ongoing City Management, NRPA,
CAPRA N/A
Types of Actions: Timeframe:
Investment: New or adjusted capital or operational expenditure. Short-Term: 0-5 years
Study: Requires further analysis or investigation to determine most appropriate solution. Mid-Term: 5-10 years
Regulation: Requires Council approved modification to City ordinance. Long-Term: 10+ years
Operations: Requires a new or modified program or staffing arrangement. Ongoing: Actions that will continue throughout plan horizon
Policy: Requires a new or modified process or policy.
Goal Statement: Provide for systematic maintenance and efficient operations to ensure quality and safety today and in the future.
GOAL 6: MAINTENANCE & OPERATIONS
Objective: Provide stable funding sources for the development, maintenance, and operations of the park system.
Objective: Enhance procedures to ensure long-term effective maintenance of the park system.
Objective: Ensure appropriate levels of staffing and training for the department as the system grows.
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City of Denton Parks, Recreation, and Trails System Master Plan Implementation Action Plan
(p. 6 of 6)
DRAFT 12.02.2021
Partnership: Formal agreement or informal pursuit of shared goals with external entity.
398
Denton Parks,
Recreation and Trails
System Master Plan
Parks, Recreation & Beautification Board
December 6, 2021
399
Agenda
•Project Recap
•Master Plan Review
•Implementation Action Plan
•Discussion & Next Steps
2
400
Master Plan
Purpose
•Build upon previous efforts to provide a
Parks, Recreation, and Trails System Master
Plan based on citizen engagement and City initiatives
•Guide the development of parks over the
next ten years
•Improve the existing system
•Expand the existing system to meet
growing demand
•Provide an Implementation Action Plan to
guide expenditures for parks and recreation
3
401
Review existing data, plans, and inventory 1: Community
Understanding
Confirm vision and goals, seek additional input 2: Confirm
Community Vision
Park conditions assessment and level of service review3: Needs
Assessment
Development of recommendations 4: Parks, Recreation
& Trails System
Implementation action plan and draft report 5: Draft Plan
Plan approval and publishing 6: Plan Adoption
Master Plan Process
4
402
5Denton Parks, Recreation, and Trails System Master Plan
2019-2020
•Public Meetings (05)
•Stakeholder Focus Group Meetings (35+)
•Community Survey
2021
•Master Plan Focus Group Meetings (03)
•Interdepartmental Staff Review Group Meetings (03)
•Elected and Appointed Officials Briefings
•Public Meetings (02 – Virtual)
•Abbreviated Community Survey
Key Takeaways: Outdoor Amenities
Key Takeaways: Indoor Amenities
•Cardio/fitness room
•Group exercise studio
•Weight lifting room
•Indoor play structure
•Indoor track 403
•There is a deficit in parkland acreage for neighborhood and
community parks.
•Only 48% of residents are within a 10-minute walk to a park.
•There is a future need for amenities as the City grows.
•There is a great demand for trails, aquatic facilities and
spraygrounds, playgrounds, open space, and trees.
•Continued partnerships with public institutions like schools
and churches can increase access to park space.
•Natural features can be utilized to increase the amount of
open space and trails corridors.
6Denton Parks, Recreation, and Trails System Master Plan 404
7Denton Parks, Recreation, and Trails System Master Plan
Metric City of Denton (2021)National
Benchmark* Comparison Denton Long-Term Goal
10-minute walk to a
park 48% of residents 55% of residents 100% of residents
Acres of parkland per
1,000 residents 8.15 acres per 1,000 residents
(without nature preserve)
8.9 acres per 1,000
residents
17.5 acres per 1,000
residents
Residents per
playground 5,246 residents per playground 4,804 residents per
playground
5,000 residents per
playground
Residents per park 2,351 residents per park 3,104 residents per
park
2,500 residents per
park
Miles of trail 61 miles 25.5 miles Over 200 miles
Indoor recreation
facility SF per resident 1.07 SF per resident 1.25 SF per resident 1.25 SF per resident
*NRPA 2021 National Agency Performance Review –median for cities between 100K to 250K
405
8Denton Parks, Recreation, and Trails System Master Plan 406
9Denton Parks, Recreation, and Trails System Master Plan
1 INTRODUCTION
2 COMMUNITY CONTEXT
3 COMMUNITY VISION
4 PARKS
5 INDOOR RECREATION & AQUATICS
6 TRAILS
7 PROGRAMS & SERVICES
8 MAINTENANCE
9 IMPLEMENTATION
407
Denton Parks, Recreation, and Trails System Master Plan 10
Master Plan Goals
GOAL 1: COMPLETE PARK SYSTEM
Create a complete, equitable, and easily accessible park, recreation, and trail system for current and future residents of Denton as well as visitors.
GOAL 2: PARK SYSTEM AMENITIES
Incorporate quality and cost-effective park system
amenities that are responsive to community needs
and desires.
10
408
Denton Parks, Recreation, and Trails System Master Plan 11
Master Plan Goals
GOAL 3: PROGRAMMING & EVENTS
Enhance the diverse program and event offerings
to cater to varying ages, abilities, and interests of
the community.
GOAL 4: SYSTEM CONNECTIVITY
Connect key destinations throughout the
community through a comprehensive system of
trails and bikeways.
11
409
Denton Parks, Recreation, and Trails System Master Plan 12
Master Plan Goals
GOAL 5: SUSTAINABILITY
Integrate sustainable practices in acquiring,
designing, constructing, maintaining, and
operating facilities and amenities in the park
system.
GOAL 6: MAINTENANCE & OPERATIONS
Provide for systematic maintenance and efficient
operations to ensure quality and safety today and
in the future.
12
410
Overall Recommendations
13
Future Park System Opportunities
Recommended
to acquire an
additional 2,500
acres by 2040.
Sanger
411
Recommended
to construct an
additional
312,000 square
feet by 2040.
Overall Recommendations
14
Existing Recreation Facilities
412
Overall Recommendations
15
Future Trails System Opportunities
Recommended
to construct an
additional 213
miles of trail by
2040.
Elm Fork
413
16Denton Parks, Recreation, and Trails System Master Plan 414
Denton Parks, Recreation, and Trails System Master Plan
Implementation Plan Structure
17
Goals –Broad statements that reflect desired end
state towards which implementation efforts should
be directed.
Objectives –More specific strategies to advance
the goals.
Actions –Specific implementation actions that
advance the intent of the goals and objectives.
The recommendations are
aligned with the Denton
2040 Plan, Mobility Plan,
ADA Transition Plan, and
other citywide plans.
415
Denton Parks, Recreation, and Trails System Master Plan
Goal 1: Complete Park System
18
Ref. No Goal 1 Objectives & Actions (pg. 1 of 3)
1.1 Increase parkland level of service as Denton grows to meet or exceed NRPA benchmarks.
1.1.1 Acquire approximately 2,500 acres of parkland by 2040 to meet the targeted level of service for all parkland.
1.1.2 Purchase land within the ETJ shown in Figure 9.1 to preserve future park space as the City grows.
1.1.3 Develop currently undeveloped parkland as resources are available with amenities appropriate for the park
classification.
1.1.4 Routinely review and update the parkland dedication ordinance to ensure that it reflects the true cost of
acquiring and developing parks.
1.1.5 Continue to coordinate with developers on new parks and amenities within master plan developments.
416
Denton Parks, Recreation, and Trails System Master Plan
Goal 1: Complete Park System
19
Ref. No Goal 1 Objectives & Actions (pg. 2 of 3)
1.2 Increase the percentage of residents that are within a 10-minute walk to a park to 70% by 2040.
1.2.1 Provide consistent updates on progress towards achieving the goal of residents within a 10-minute walk to a park.
1.2.2 Consider strategic acquisition or shared-use agreements with public institutions within areas currently
underserved by parks as shown in Figure 9.1.
1.2.3 Utilize the Trust for Public Land's ParkServe and ParkScore tools to identify prime locations for new parks or park
expansions to improve equitable access to parks.
1.2.4 Acquire property located within downtown to stimulate economic development and serve as a park space.
1.2.5 Implement trail and sidewalk connections to improve connectivity and the ten-minute walk to a park score.
417
Goal 1: Complete Park System
20
Ref. No Goal 1 Objectives & Actions (pg. 3 of 3)
1.3 Increase access to and within parks and facilities as Denton grows.
1.3.1 Plan, design, and construct new recreation centers with aquatic components as appropriate in underserved areas
of the City as identified in Figure 5.11.
1.3.2 Conduct a feasibility study to determine a centrally located placement for the Denton Senior Center to improve
programming, access, and parking.
1.3.3 Implement accessibility improvements and overcome barriers to access to parks and facilities as identified in the
ADA Transition Plan.
1.3.4 Provide equitable distribution of park amenities throughout the City.
1.3.5 Maintain a benchmark of 5,000 residents per playground to provide a high level of service in Denton.
1.3.6 Ensure parks growth and planning efforts incorporate other city planning efforts such as, but not limited to, the
Denton 2040 Plan, Mobility Plan, and Simply Sustainable Plan.
418
Denton Parks, Recreation, and Trails System Master Plan
Goal 2: Park System Amenities
21
Ref. No Goal 2 Objectives & Actions (pg. 1 of 4)
2.1 Improve and enhance outdoor amenities in the park system.
2.1.1 Upgrade outdated park light fixtures with the newest technology including LED, dark sky compliant, and solar
powered fixtures where applicable.
2.1.2 Incorporate all-inclusive playgrounds in both north and south Denton as the community grows.
2.1.3 Design and construct spraygrounds to be evenly distributed throughout the City (see p. 80 of Chapter 4).
2.1.4 Incorporate new amenities within parks that are not present to create engaging placemaking.
2.1.5 Continue routine playground replacement for all parks once they meet their intended lifecycle.
2.1.6 Construct additional athletic fields based on field deficit compared to national benchmarks.
2.1.7 Ensure stable funding sources to maintain park infrastructure such as irrigation, parking lots, fencing, restrooms,
concessions, facilities, etc.
2.1.8 Integrate outdoor fitness stations and/or workout areas in key areas within the park system.
2.1.9 Construct a skate park to expand adventure sport opportunities that is located in the general vicinity of
downtown and convenient to public transportation.
419
Denton Parks, Recreation, and Trails System Master Plan
Goal 2: Park System Amenities
22
Ref. No Goal 2 Objectives & Actions (pg. 2 of 4)
2.2 Improve and enhance aquatic and indoor recreation amenities in the park system.
2.2.1 Implement recommended improvements to the MLK Jr. Rec Center as noted in the Indoor Recreation Study
recommendations (see page 87 in Chapter 5).
2.2.2 Implement recommended improvements to North Lakes Rec Center as noted in the Indoor Recreation Study
recommendations (see page 92 in Chapter 5).
2.2.3 Implement recommended improvements to Denia Rec Center as noted in the Indoor Recreation Study
recommendations (see page 89 in Chapter 5).
2.2.4 Incorporate additional indoor recreation amenities identified as high demand through the needs assessment.
2.2.5 Implement recommended improvements to Water Works Park as noted in the Indoor Recreation Study
recommendations (see page 95 in Chapter 5).
2.2.6 Implement recommended improvements to the Natatorium as noted in the Indoor Recreation Study
recommendations (see page 93 in Chapter 5).
2.2.7 Implement improvements and expansion to the existing sprayground at Carl Young Jr. Park (see page 100 in
Chapter 5).
2.2.8 Ensure stable funding sources to maintain aquatics and indoor recreation facilities and infrastructure.
420
Denton Parks, Recreation, and Trails System Master Plan
Goal 2: Park System Amenities
23
Ref. No Goal 2 Objectives & Actions (pg. 3 of 4)
2.3 Make strategic systemwide improvements throughout the parks and recreation system.
2.3.1 Complete a new park signage plan to guide replacement of park system signage to have a consistent brand.
2.3.2 Develop a park security plan to enhance safety and security in all parks and facilities.
2.3.3 Integrate Crime Prevention Through Environmental Design (CPTED) strategies in the design and construction of
park, recreation, and trail facilities to ensure a safe environment for all.
2.3.4 Install public art within parks and facilities to celebrate and memorialize Denton's people, history, and culture.
2.3.5 Continue to develop and implement design standards to guide future park development.
2.3.6 Implement beautification nodes, median improvements, and gateways throughout the City to enhance aesthetics
for a welcoming atmosphere that is distinctive to Denton.
421
Denton Parks, Recreation, and Trails System Master Plan
Goal 2: Park System Amenities
24
Ref. No Goal 2 Objectives & Actions (pg. 4 of 4)
2.4 Expand and introduce new technology to the park system.
2.4.1 Incorporate Wi-Fi in heavily used parks to increase broadband access.
2.4.2 Integrate technology into the park system to provide unique indoor and outdoor education opportunities,
programs, and experiences.
2.4.3 Improve and upgrade software and equipment to enhance customer service and data collection.
2.4.4 Continue to maintain the utilization of NRPA's Park Metrics to track performance and standards.
2.4.5 Select an asset management software to track equipment, inventory, and staff allocation to improve budget,
planning, and project management.
2.4.6 Improve data collection across the department to support efficient and effective operations and communications.
422
Denton Parks, Recreation, and Trails System Master Plan
Goal 3: Programming & Events
25
Ref. No Goal 3 Objectives & Actions (pg. 1 of 3)
3.1 Improve offerings to hold events and festivals within parks.
3.1.1 Develop a master plan for Quakertown Park to include design of permanent performance venues, additional
parking, and better pathways to traverse all areas of the park to provide flexibility in its utilization.
3.1.2 Enhance the infrastructure at Rayzor Ranch to serve as a performance venue.
3.1.3 Continue and expand annual special events within parks and facilities.
3.1.4 Continue to provide coordination and support to community-led events and programs especially those with an
emphasis on arts, music, and culture.
3.1.5 Enhance transportation opportunities for special events through community partnerships.
423
Denton Parks, Recreation, and Trails System Master Plan
Goal 3: Programming & Events
26
Ref. No Goal 3 Objectives & Actions (pg. 2 of 3)
3.2 Continue to evaluate program offerings as demands and trends evolve.
3.2.1 Conduct annual review of recreation participation to refine offerings and evaluate programs to consider service
rationale, scope, and service effectiveness.
3.2.2 Expand programs and services in the areas of greatest demand and need.
3.2.3 Develop key relationships to ensure that partnerships for recreation programs are equitable, fiscally responsible,
and of a high quality.
3.2.4 Continue to promote environmental education programming at Clear Creek and throughout the park system
related to native flora and fauna, sustainability, water conservation, and watershed management.
3.2.5 Identify and implement programs to help preserve Denton's history and musical heritage.
3.2.6 Continue to offer scholarships to provide low-income residents with opportunities to access park and recreation
programs.
3.2.7 Expand outdoor programming in areas such as, but not limited to, kayaking, biking, and hiking to encourage
healthy lifestyles.
424
Denton Parks, Recreation, and Trails System Master Plan
Goal 3: Programming & Events
27
Ref. No Goal 3 Objectives & Actions (pg. 3 of 3)
3.3 Utilize the parks and recreation system and capitalize on facilities, parks, programs and amenities to
drive economic development.
3.3.1 Install synthetic turf at athletic fields to improve field availability, operations, and attractiveness for potential
tournaments.
3.3.2 Develop a plan to place Denton as a competitor in the sport tourism market.
3.3.3 Review the utilization of field and facility space to maximize usage to accommodate both local and select sports.
3.3.4 Partner with other local entities such as the Convention and Visitors Bureau, Main Street Association, Chamber of
Commerce, and local businesses to support tourism.
3.3.5 Develop, plan, and implement tourism related programs such as heritage education programming, historic tours,
art shows, and other cultural and art events throughout the city.
3.3.6 Promote nature tourism efforts to celebrate the unique natural habitats in the community.
425
Denton Parks, Recreation, and Trails System Master Plan
Goal 4: System Connectivity
28
Ref. No Goal 4 Objectives & Actions (pg. 1 of 3)
4.1 Expand the existing trail system to create a more connected community.
4.1.1 Design and construct additional miles of trail in accordance with the recommendations in Ch. 6.
4.1.2 Continue to coordinate with developers and other departments to ensure trails are incorporated into new
developments and infrastructure improvements.
4.1.3 Work with surrounding communities to implement regional trail connections, particularly those identified on the
Regional Veloweb.
426
Denton Parks, Recreation, and Trails System Master Plan
Goal 4: System Connectivity
29
Ref. No Goal 4 Objectives & Actions (pg. 2 of 3)
4.2 Promote the inclusion of diverse types of trails.
4.2.1 Continue to work with the Lewisville Lake Paddling Trail Consortium on identifying launch sites and paddling
trails to connect to other communities.
4.2.2 Continue to coordinate planning efforts with the Mobility Plan, associated departments, and organizations to
integrate on-street bikeway accommodations on appropriate roadways.
4.2.3 Pursue grant funding to implement the trails recommended in this plan.
4.2.4 Identify design solutions for the challenging intersections identified in Figure 6.12.
4.2.5 Diversify the trail offerings in Denton through increasing the number of paddling, equestrian, and mountain
biking trails.
4.2.6 Help ensure the preservation of Denton County's history with equestrian recreation by providing trails that are
available to horses.
4.2.7 Assure integration with the Mobility Plan and Bicycle Plan to address safety, mobility choices, connectivity,
neighborhood coordination, and investment efficiency.
427
Denton Parks, Recreation, and Trails System Master Plan
Goal 4: System Connectivity
30
Ref. No Goal 4 Objectives & Actions (pg. 3 of 3)
4.3 Incorporate design standards to guide future trail development.
4.3.1 Implement a trails wayfinding signage program to navigate people to trails and direct users to key destinations.
4.3.2 Establish design standards for trailheads to include standard amenities such as parking, seating, signage, and
waste receptables.
4.3.3 Update the design guidelines for trails and bikeways to include considerations such as intersection crossings,
amenities, wayfinding, signage, surface type, and ADA accessibility.
4.3.4 Integrate technology into trails through trail apps, QR codes, etc.
428
Denton Parks, Recreation, and Trails System Master Plan
Goal 5: Sustainability
31
Ref. No Goal 5 Objectives & Actions (pg. 1 of 3)
5.1 Support the preservation of Denton’s urban forest.
5.1.1 Implement a tree planting plan within the parks system consistent with the goals in the Urban Forestry Master
Plan.
5.1.2 Implement the goals, objectives, and actions identified in the Urban Forestry Master Plan.
5.1.3 Continue programs which educate the community and support urban forestry efforts.
5.1.4 Partner with City departments and local organizations to implement tree planting efforts to increase the tree
canopy.
429
Denton Parks, Recreation, and Trails System Master Plan
Goal 5: Sustainability
32
Ref. No Goal 5 Objectives & Actions (pg. 2 of 3)
5.2 Preserve natural areas and wildlife habitat in the parks system.
5.2.1 Research the feasibility of implementing a pilot wildlife crossing corridor to test the feasibility of using such a
feature.
5.2.2 Acquire land and/or easements within greenbelt areas in conjunction with the Denton County Greenbelt Study to
protect the areas from development and develop a connected open space system.
5.2.3 Design and construct a nature center at the Clear Creek property that is context-sensitive to the surrounding
natural environment.
5.2.4 Balance natural, passive areas with more active portions within parks.
430
Denton Parks, Recreation, and Trails System Master Plan
Goal 5: Sustainability
33
Ref. No Goal 5 Objectives & Actions (pg. 3 of 3)
5.3 Explore opportunities to maintain the park system in an environmentally friendly manner.
5.3.1 Maintain an Integrated Pest Management (IPM) program that is evaluated and updated on a regular cycle.
5.3.2 Design parks and facilities in a manner that reduce or eliminate negative impacts to the environment.
5.3.3 Commit to the use and purchase of environmentally and socially responsible materials and products as funding
supports.
5.3.4 Continue to research and implement best practices and equipment that are eco-friendly while also being efficient
and effective in the work environment.
431
Denton Parks, Recreation, and Trails System Master Plan
Goal 6: Maintenance & Operations
34
Ref. No Goal 6 Objectives & Actions (pg. 1 of 3)
6.1 Provide stable funding sources for the development, maintenance, and operations of the park
system.
6.1.1 Develop a new pricing policy based on classification of programs and services to balance increased operational
costs.
6.1.2 Update and maintain a CIP/CMP for the department.
6.1.3 Seek alternative funding sources for the park, recreation, and trail system through grants, donations,
sponsorships, and public-private partnerships.
6.1.4 Implement the subsidy and resource allocation strategy to balance expenses within the Department.
6.1.5 Enhance marketing and outreach to promote park system offerings consistent with the Parks and Recreation
Marketing Plan.
6.1.6 Continue partnership with the Denton Parks Foundation.
6.1.7 Work with partners to establish adopt-a-park and adopt-a-trail programs to provide support for construction and
maintenance.
6.1.8 Increase the maintenance operations funding for natural area parks to correct the current deficient.
432
Denton Parks, Recreation, and Trails System Master Plan
Goal 6: Maintenance & Operations
35
Ref. No Goal 6 Objectives & Actions (pg. 2 of 3)
6.2 Enhance procedures to ensure long-term effective maintenance of the park system.
6.2.1 Utilize the park development standards included in the Appendix to develop new parks.
6.2.2 Utilize friends of the park groups for volunteer beautification and programming opportunities.
6.2.3 Develop and implement a park and facility evaluation process to assure high maintenance standards.
6.2.4 Conduct ground penetrating radar at the I.O.O.F. and Oakwood cemeteries to identify existing burial lots.
6.2.5 Integrate more automated and centralized controls for the parks system.
6.2.6 Track cost of service at a unit activity level to analyze costs performed in-house or by a third-party vendor.
6.2.7 Develop line item budgets for each functional area of work, including urban forestry and trail maintenance.
433
Denton Parks, Recreation, and Trails System Master Plan
Goal 6: Maintenance & Operations
36
Ref. No Goal 6 Objectives & Actions (pg. 3 of 3)
6.3 Ensure appropriate levels of staffing and training for the department as the system grows.
6.3.1 Annually review the staffing ratio (XX FTEs per 10,000 residents) and budget for additional staff when the ratio
falls below the national benchmark established by NRPA each year.
6.3.2 Encourage staff at all levels of the organization to attend training and acquire certifications that pertain to their
area of expertise.
6.3.3 Continue to pursue department awards and accreditations, including the NRPA Gold Medal Award and CAPRA
accreditation.
434
Next
Steps
•Finalize Plan Appendices
•Incorporate Final Comments
•City Council Meeting: January TBD
•Implementation!
37
435
38Denton Parks, Recreation, and Trails System Master Plan 436
Deputy Project Manager
Kendall Howard, AICP
khoward@halff.com
Denton Parks & Rec Contact
Gary Packan
Gary.packan@cityofdenton.com
(940) 349-7460
Project Manager
Lenny Hughes, PLA
lhughes@halff.com
39
Thank You!
437
Council Requests for InformationCompleted Council Member Requestor DateSummary of RequestStaff AssignedDepartmentComments1Council Member Davis11/09/21Could we get permission from the landowner we heard from last week to have our PreservationOfficer and other appropriate staff walk the property and survey the buildings for salvageablearchitectural items which might be of use to the City. I mentioned the Beaumont Mood terra cottalight shades during the meeting, but there could be other items as well.Scott McDonaldDevelopment ServicesInformation is provided in the December 10 Friday Report2Council Member Beck11/18/21I request we accelerate the request for an automated notification dashboard out of the PZC matrixand develop and implement this system and dashboard for weekly notifications.Tina FirgensDevelopment ServicesStaff will schedule the 2-minute pitch during the January 25 Councilmeeting3Council Member Byrd11/19/21Will staff provide additional signage in SED neighborhoods primarily relating to thru traffic issues?Daniel Kremer, Ethan Cox Public Works -StreetsStaff is assessing this request and will provide information to theCouncil Member in an upcoming Friday Report4Council Member Beck11/19/21Will staff provide various explanations of why segments align with NCTCOG/SRTS definitions, etc.in the area of Hanover and Glennwood?Rachel WoodCIP - Capital ProjectsInformation is provided in the December 10 Friday Report5Council Member Beck12/01/21Will staff look into trash building up along the Cooper Glen drainage easement? CM Beck would liketo know who owns and is responsible for the drainage along the sidewalk in the area.Daniel KremerPublic Works -DrainageInformation is provided in the December 10 Friday Report6Mayor Pro Tem Meltzer12/02/21Will staff look into the timing requirements that weigh on taking up impact fees again? And can youremind me please what the regulatory requirements are that govern the defining of service areas?Becky DivineyCIP - Capital ProjectsInformation is provided in the December 10 Friday Report7Council Member Byrd12/05/21Will staff assess the area around the Sunstone Village Apartments on Spencer? Turning right fromSunstone is a very tight turn. Many people exiting Sunstone find themselves veering into oncomingtraffic.Becky DivineyCIP - Traffic Engineering Information is provided in the December 10 Friday Report8Mayor Pro Tem Meltzer12/07/21Will staff double check the numbers below and update if necessary? so far this year the City has:•Acquired or prepared to acquire over 300 acres of parkland.•Built 11 miles of trails.•Through contractors or otherwise completed work on over 180 lane miles of streets—frommaintenance to complete reconstruction.•Patched (over) 6714 pot holes.Rachel WoodCIP - Capital ProjectsStaff is assessing this request and will provide information to theCouncil Member in an upcoming Friday Report9Mayor Hudspeth12/08/21Will staff follow up on payments to mowing contractor?Cassey Ogden, Gary Packan Public Works -ParksStaff is assessing this request, will contact the business owner, andfollow up with the Mayor.10Council Member Beck12/07/21Questions regarding DCTA outage and impacts of Route 3 changes on pedestriansBecky Diviney, Rachel Wood CIP - Capital ProjectsStaff is assessing this request and will provide information to theCouncil Member in an upcoming Friday Report438
439
December 2021 Sun Mon Tue Wed Thu Fri Sat 1 5:00 p.m. P&Z Commission 2 8:00 a.m. Agenda Committee CANCELLED - 4:00 p.m. Public Art 3 4 5 6 11:30 a.m. Council Luncheon 6:00 p.m. P & R Beautification Board 7 3:00 p.m. CC Work Session 6:30 p.m. CC Regular Session 8 CANCELLED - 11:00 a.m. EDPB 1:00 p.m. AAB 9 3:00 p.m. Health & Building Standards Commission 10 12:00 p.m. Community Services Advisory Committee 1:00 p.m. COE 11 12 13 9:00 a.m. PUB 5:30 p.m. Library Board CANCELLED - 3:00 p.m. Zoning Board of Ajustment CANCELLED - 5:30 p.m. HLC 14 2:00 p.m. 2nd Tuesday Session 15 9:00 a.m. Mobility Committee CANCELLED - 11:00 a.m. DCRC 5:00 p.m. P&Z Commission 16 17 1:00 p.m. Sustainability Framework Advisory Committee 18 19 20 21 No Council Meeting 22 23 Christmas Eve Holiday 24 Christmas Day Holiday 25 26 27 28 No Council Meeting 29 30 31 New Year’s Day Holiday 440
January 2022 Sun Mon Tue Wed Thu Fri Sat 1 2 3 6:00 PM- Parks Recreation and Beautification Board 4 5 6 4:00 PM- Public Art Committee 3:00 PM - Health and Building Standards Commission 7 8 9 10 9:00 AM – Public Utilities Board 5:30 PM – Historic Landmark Commission 11 12 3:00 PM – Airport Advisory Board 4:00 PM – Planning and Zoning 13 14 10:00 a.m. – Development Code Review Committee 15 16 17 18 19 9:00 AM - Mobility Committee Meeting 20 3:00 PM – Persons w/ Disabilities 3:00 PM - Health and Building Standards Commission 21 22 23 24 9:00 AM – Public Utilities Board 25 5:30 PM - Traffic Safety Commission Meeting 26 1:00 – Civil Service Commission (Tentative) 4:00 PM – Planning and Zoning 27 3:00 PM – Board of Ethics 28 10:00 a.m. – Development Code Review Committee 29 30 31 5:30 PM – Zoning Board of Adjustment 441
February 2022 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4:00 PM- Public Art Committee 3:00 PM - Health and Building Standards Commission 4 5 6 7 6:00 PM- Parks Recreation and Beautification Board 8 9 3:00 PM – Airport Advisory Board 4:00 PM – Planning and Zoning 10 11 10:00 a.m. – Development Code Review Committee 12 13 14 9:00 AM – Public Utilities Board 5:30 PM – Historic Landmark Commission 15 16 9:00 AM - Mobility Committee Meeting 17 3:00 PM - Health and Building Standards Commission 18 19 20 21 22 23 1:00 PM – Civil Service Commisson 4:00 PM – Planning and Zoning 6:00 PM – Police Chief’s Advisory Board 24 3:00 PM – Board of Ethics 25 10:00 a.m. – Development Code Review Committee 26 27 28 9:00 AM – Public Utilities Board 5:30 PM – Zoning Board of Adjustment 442
Meeting Date Item Legistar ID Departments Involved Type Estimated Time
Audit Follow-Up - Police Property Room Procedures 21-1803 Internal Audit Internal Audit Report 0:30
Housing 21-2406
Community Services
City Manager's Office
Development Services
Council Priority 1:00
Overview & Precursor of Changes to Comp Plan 21-2569 Development Services City Business 1:00
Criteria Manuals 21-2466 Development Services City Business 0:45
Closed Meeting Item(s) TBD Legal City Business 0:30
Total Est. Time: 3:45
December 21, 2021
December 28, 2021
January 3, 2022
Parks Master Plan 21-2423 Parks & Recreation City Business 1:00
Sidewalk Work Plan 21-2464 Engineering City Business 0:30
Audit Follow-Up of Utility Payment Assistance Program 21-2401 Internal Audit Internal Audit Report 0:30
Non-Discrimination Ordinance Follow-Up 21-2758 City Manager's Office
Legal Council Request 1:00
Two-Minute Pitch:21-2386 City Manager's Office Council Request 0:30
Closed Meeting Item(s) TBD Legal City Business 0:30
Total Est. Time: 4:00
Polling Locations for May 7, 2022 21-1765 City Secretary City Business 1:00
Sign Topper Program 21-2480 Development Services Council Request
Byrd ( 9/14/2021)1:00
Cannabis Follow-Up TBD City Manager's Office Council Request
Armintor (11/2/21)0:45
ETJ Boundary Adjustment 21-2653 Development Services City Business 0:45
Two-Minute Pitch:21-2387 City Manager's Office Council Request 0:30
Closed Meeting Item(s) TBD Legal City Business 0:30
Total Est. Time: 4:30
January 18, 2022
Comp Plan Update 21-2436 Development Services City Business 1:30
Mobility Plan Updated 21-2702
Engineering
Public Works, Development
Services
Council Priority 0:30
Two-Minute Pitch:21-2388 City Manager's Office Council Request 0:30
Closed Meeting Item(s)TBD Legal City Business 0:30
Total Est. Time: 3:00
Homestead Exemption 21-2155 Finance City Business 1:00
Roadway Impact Fees 21-2604 Engineering/Capital Projects City Business 1:00
Parkland Dedication and Park Development Fees 21-2142 Parks & Recreation City Business 1:00
Comprehensive Plan Update 21-2654 Development Services City Business 1:30
Mobility Plan Update TBD Engineering/Capital Projects City Business TBD
Two-Minute Pitch:21-2520 City Manager's Office Council Request 0:30
Closed Meeting Item(s) TBD Legal City Business 0:30
Total Est. Time: 5:30
Building Codes, International Residential Code, International Fire Code 21-2633 Building Inspections City Business 0:30
Audit of Energy Management Office Admin (or Closed Meeting) 21-2402 Internal Audit Internal Audit Report 0:30
Placeholder - Comp Plan Update TBD Development Services City Business TBD
Placeholder - Mobility Plan TBD Engineering/Capital Projects City Business TBD
Two-Minute Pitch:21-2523 City Manager's Office Council Request 0:30
Closed Meeting Item(s) TBD Legal City Business 0:30
Total Est. Time: 2:00
Meeting Date Item Legistar ID Departments Involved Type Estimated Time
CIP: Property Acquisition Follow-Up 21-2779 Internal Audit City Business 0:30
Facilities Maintenance: Follow-Up 21-2780 Internal Audit City Business 0:30
Annual Financial Audit 21-2786 Finance City Business 0:30
Update for City DCTA Board Representative 21-2804 City Manager's Office City Business 0:30
Placeholder - Comp Plan Update TBD Development Services City Business TBD
Two-Minute Pitch:TBD City Manager's Office Council Request 0:30
Closed Meeting Item(s) TBD Legal City Business 0:30
Total Est. Time: 3:00
March 15, 2022
January 25, 2022
Work Session (@2:00 p.m.)
Special Called Meeting
(Continuous Meeting)
Other Major Items for Meeting:
NO MEETING - Spring Break (March 14-18)
Other Major Items for Meeting:
Other Major Items for Meeting: NDO Public Hearing
February 1, 2022
Work Session (@2:00 p.m.)
Regular Meeting (@6:30 p.m.)
February 15, 2022
Work Session (@2:00 p.m.)
Regular Meeting (@6:30 p.m.)
March 1, 2022
Work Session (@2:00 p.m.)
Regular Meeting (@6:30 p.m.)
Other Major Items for Meeting:
January 4, 2022
Work Session (@2:00 p.m.)
Regular Meeting (@6:30 p.m.)
Tentative Work Session Topics and Meeting Information
Updated: December 9, 2021
Other Major Items for Meeting: Ordinance approval for Redistricting (if applicable)
January 11, 2022
Work Session (@2:00 p.m.)
Special Called Meeting
(Continuous Meeting)
December 14, 2021
Work Session (@2:00 p.m.)
Special Called Meeting
(Continuous Meeting)
NO MEETING - MLK Day Holiday
NO MEETING - Christmas Holiday
NO MEETING - Christmas Holiday
Other Major Items for Meeting:
Other Major Items for Meeting:
NO MEETING
*This is for planning purposes only. Dates are subject to change.443
Item Legistar ID Departments Type Estimated Work
Session Date
Electric Rates and Budget 21-2405 Finance City Business Date TBD
(45 minutes)
Economic Development Programs and Policy Discussion 21-1330 Economic Development City Business
Tourism Public Improvement District Update 21-1332 Economic Development City Business
Item Dates Departments Type Estimated Work
Session Date
FY 2022-23 Budget Development February -
October 2022
Finance
All other departments Budget Summer 2022
Mobility Plan (Multiple Sessions Likely)Ongoing - Fall
2021
Engineering
Public Works, Development
Services
Council Priority Fall/Winter 2021
Item Date Approved Department Estimated Hours to
Complete Requestor
Work Session Dates to be Determined
Approved Council Request Work Sessions to be
Scheduled
Council Priorities and Significant Work Plan
Items to be Scheduled
*This is for planning purposes only. Dates are subject to change.444
1 Street Closure Report: Upcoming ClosuresSCR Dec 13th - 19thStreet/ IntersectionFromToClosure StartDateClosure EndDateDescriptionDepartmentDepartment Contact1Bell AveTexas StWithers St01/07/22 02/11/22 Water Distribution will beinstalling a new water main lineand services.WaterTiffany Sherrane2Bell AveWithers StMingo Rd02/12/22 03/25/22 Water Distribution will beinstalling a new water main lineand services.WaterTiffany Sherrane3Bernard StHickory StChestnut St06/23/22 08/04/22 Water Distribution will bereplacing the water main lineand services.WaterTiffany Sherrane4Davis StJannie StHettie St01/26/22 03/01/22 Wastewater Collections will beinstalling a new wastewatermain line and services.WastewaterTiffany Sherrane5Hopkins DrTravis StHopkins Dr01/10/22 01/24/22 Wastewater Collections will beinstalling a new wastewatermain line and services.WastewaterTiffany.sherrane@cityofdenton.com6Long RoadW of LaGrone Academy School E of LaGrone Academy School 12/20/21 12/23/21 Replacing concrete road panels Private DevelopmentTucker EllerPage 1 of 1Exported on December 10, 2021 11:34:08 AM CST445
2 Street Closure Report: Current ClosuresStreet/ IntersectionFromToClosure StartDateClosure EndDateDescriptionDepartmentDepartment Contact1Allred RdJM Prosperity Farm Rustic BarnVenueBonnie Brae09/27/21 07/31/22 Storm Installation, CuttingGrade on AllredPrivate Development PublicWorks InspectionsJeremiah Tillman-David2AmherstGeorgetownMalone10/18/21 01/21/22 Street ReconstructionStreetsRobbin Webber3Archer TrailFoxcroft CircleEmerson11/08/21 12/23/21 Residential roadwayreconstruction and during theconstruction only resident trafficwill be allowed.EngineeringDustin Draper4Bell AveatMingo Rd11/22/21 01/06/22 Water Distribution will beinstalling a new water main lineand services.WaterTiffany Sherrane5Chestnut StreetSouth Welch StreetBernard Street10/18/21 01/03/22 Utility installations andpavement replacement.EngineeringScott Fettig6ElmHickoryEagle05/11/20 12/17/21 PEC 4 Utility ProjectEngineeringSeth Garcia7Hickory StreetWelchCarroll08/31/20 12/31/21 Construction is set to begin onWest Hickory Street between N.Welch Street and Carroll Blvd inOctober of 2020 and continuethrough September of 2021.Detailed lane closureinformation is forthcomingpending approval of thecontractor's phasing and trafficcontrol plans.EngineeringKyle Pedigo8Keystone CtEast of 1109 Keystone Court Stuart Road12/13/21 12/17/21 Replacing concrete road panels Private DevelopmentTucker Eller9Locksley LaneEmersonMaid Marion11/08/21 12/31/21 Residential Roadwayreconstruction, and during theconstruction resident traffic onlywill be allowed.EngineeringDustin Draper10MckinneyduchessGlengarry02/01/21 12/24/21 McKinney - Mayhill IntersectionThis project is widening theintersection and 600' each wayto match existing conditionsalong McKinney. Also includeswater, wastewater, anddrainage improvements.EngineeringTrevor Crain11Mingo RdShawnee StNottingham Dr12/13/21 12/17/21 Wastewater Collections will beinstalling a new sanitary sewermanhole.WastewaterJake George12MontecitoBuena VistaPalo Verde11/29/21 12/17/21 Concrete Sidewalk Repair.Remove failed sections andinstall new concreteStreetsRobbin Webber13North Texas Blvd.Eagle Dr to OakThere will be multiple phases ofclosures. Will not be all at one12/13/21 08/01/22 Utility installations andpavement replacement.Scott Fettig14Orr StreetElm StreetLocust Street10/25/21 12/30/21 Roadway Reconstruction thisproject only affects onebusiness and notification wasdirect with the business owner.EngineeringDustin Draper15Stella St.North Texas BlvdBonnie Brae10/29/21 03/15/22 Utility installations andpavement replacement.EngineeringScott Fettig16Warschun RDE Sherman Dr (FM 428) Sauls Rd12/08/21 01/03/22 Drainage pipe extension andTurn lane additionEngineeringDustin Draper17Welch StreetFannin StreetWest Collins St.11/29/21 12/17/21 Utility installations andpavement replacement.EngineeringScott Fettig18Williamsburg RowJamestown LnNottingham Dr10/26/21 01/07/22 Wastewater Collection will beinstalling a new wastewatermain line and servicesWastewaterTiffany Sherrane19WindsorBonnie BraeParkside08/09/21 12/31/21 Pavement RestorationPrivate Development PublicWorks InspectionsJeremiah Tillman-DavidPage 1 of 1Exported on December 10, 2021 11:35:31 AM CST446
3 Street Closure Report: Completed ClosuresStreet/ IntersectionFromToClosure StartDateClosure EndDateDescriptionDepartmentDepartment Contact1Country Club RdDavis Fort RdFM 183012/04/21 12/04/21 Oncor will be installingequipment from 8am-11am onSaturday, December 4thOther2Quail RidgeCooper Branch ELa Paloma Dr09/07/21 12/10/21 Street ReconstructionEngineeringDustin Draper3Welch StreetChestnut StreetMulberry Street09/27/21 11/14/21 University of North Texasexcavating street to connectservices to Art Studio BuildingPrivate Development PublicWorks InspectionsAlice Province4Western BlvdJim ChrystalAirport Rd08/16/21 12/31/21 Paving: Decal LanesPrivate Development PublicWorks InspectionsJeremiah Tillman-DavidPage 1 of 1Exported on December 10, 2021 11:36:00 AM CST447