02162018 - State of the City (Feb. 2018) -4��r FOR IMMEDIATE RELEASE
DENTONJessica Rogers • (940) 349-7531 • Jessica.Rogers@cityofdenton.com
City of Denton Holds 2nd Annual State of the City
DENTON, TX, Feb. 16, 2018—Yesterday, Feb. 15, the City of Denton held the 2nd annual State
of the City event at the newly opened Embassy Suites by Hilton Denton Convention Center.
Around 250 residents,business owners, and community leaders joined City Council Members
and staff to learn about City services,upcoming events, and ways to get involved in local
government.
Mayor Chris Watts delivered the keynote address, highlighting major milestones from the past
year and key priorities for the future. The address focused on changes and improvements in four
key areas—personnel, processes,projects, and partnerships—and looked ahead to what the City
has planned for 2018, including major traffic and mobility improvements and a renewed effort to
deliver projects from the 2012 and 2014 bond programs. Following the keynote address, a
question and answer session was held, giving all attendees a chance to ask about a variety of City
projects.
"The State of the City event is a great way to engage with citizens and provide information about
what is going on in Denton," said Mayor Watts. "This event is an opportunity for residents to
learn more about the City organization and major projects, ask questions, and find ways to get
involved in their community."
Throughout the event, attendees were able to learn about City departments, their operations, and
a wide variety of programs and services through an engagement fair.
"I'm proud of the work that City staff continues to do to provide exceptional customer service
and I'm happy that we can highlight the high quality programs,projects, and services that
provide so much value to the Denton community through this great event," said City Manager
Todd Hileman.
In addition to the Mayor's remarks, the inaugural issue of the City of Denton Annual Report was
available to attendees. The report includes major accomplishments from the previous year,
business process improvements and cost containment strategies, and upcoming projects to better
serve residents and businesses.
A copy of the Mayor's State of the City presentation and the Annual Report is available on the
City's website at www.cityofdenton.com.
Visit www.cityofdenton.com for more news and to stay updated.
OUR CORE VALUES
Integrity•Fiscal Responsibility•Transparency• Outstanding Customer Service
ADA/EOE/ADEA www.cityofdenton.com TDD(800)735-2989
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CITY OF DENTON
ANN AL REPORT
2016-17
RESPONSIBILITYINTEGRITY I FISCAL OUTSTANDING CUSTOMER
DENTON CITY COUNCIL
,
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y
Mayor Mayor Pro-Tern Gerard Hudspeth Keely G. Briggs
Chris Watts Sara Bagheri District 1 District 2
At Large Place 6
may`
Don Duff John Ryan Dalton Gregory
District 3 District 4 At Large Place 5
1
A MESSAGE FROM THE MAYOR
I believe 2017 will be remembered as a year of change and transition for
our city; most notably the hiring of a new City Manager, Todd Hileman.
Working together, the City Council and City Manager focused on ��-�;�►
increased transparency and the delivery of high quality services, programs,
and projects. I am particularly proud of the changes we made to the
budget development process, that provide more input from City Council
and the public. We were able to lower the tax rate by almost seven
percent while maintaining and improving services to the community.
Additionally, we prioritized voter approved bond projects to ensure that
they were completed in a timely manner and within budget. Yes, traffic
and road conditions have been a challenge, but we are making great
progress and you will continue to see the results of those efforts in the
coming year. As you read the annual report, please join me in celebrating
our City's achievements that improve the quality of life for our community. I look forward to
2018 and the opportunities that will arise to continue to make our city even better.
CITY OF DENTON
ANN AL REPORT
2016-17
A MESSAGE FROM THE CITY MANAGER
I'm happy to present to you the 2016-17 Annual Report. Throughout this
report, you'll find our top accomplishments from the past year,
information about business process improvements and cost containment
strategies, and projects and initiatives we will undertake in 2018. In 2017,
1 launched our core values—integrity, fiscal responsibility, transparency,
and outstanding customer service—which have become the driving force
in everything we do and, as you read the Annual Report, you'll find these
core values represented in each City department's activities. I'd also like
to thank the City staff who continue to provide exceptional service, using
your tax dollars and utility fees to create an excellent quality of life here
/ in Denton. As we continue to move forward in 2018, the executive
team is confident these core values will continue to drive us to provide
outstanding services for residents and visitors throughout Denton.
2
ORGANIZATIONAL CHART
CITY MANAGER
DEPUTY CITY MANAGER/ ASSISTANT CITY MANAGER DEPARTMENTS REPORTING
CHIEF OPERATING OFFICER TO THE CITY MANAGER
HUMAN RESOURCES UTILITIES POLICE
WATER L ANIMAL SERVICES
TECHNOLOGY SERVICES WASTEWATER
SOLID WASTE
ENVIRONMENTAL SERVICES FIRE
GAS WELL INSPECTIONS
PARKS AND RECREATION L COMMUNITY
TRANSPORTATION IMPROVEMENT SERVICES
AIRPORT DENTON MUNICIPAL
LIBRARY FACILITIES ELECTRIC
FLEET SERVICES
CITY SECRETARY CAPITAL PROJECTS DEVELOPMENT SERVICES
ENGINEERING BUILDING INSPECTIONS
STREETS PLANNING
ECONOMIC DEVELOPMENT DRAINAGE
TRAFFIC PROCUREMENT AND
BIKE/PEDESTRIAN COMPLIANCE
FINANCE L MATERIALS MANAGEMENT
tC
CCOUNTING
UDGET/TREASURY
USTOMER SERVICE
MUNICIPAL COURT
PUBLIC AFFAIRS/ --
INTERGOVERNMENTAL
RELATIONS
COMMUNITY DEVELOPMENT CITY
COMMUNICATIONS OF
DENTON
3
DEPARTMENT UPDATES
& ACCOMPLISHMENTS
CAPITALPROJECTS ................................................................................. 5
WATER ......................................................................................................... 7
WASTEWATER ............................................................................................9
SOLID WASTE & RECYCLING.................................................................11
DENTON MUNICIPAL ELECTRIC ......................................................... 13
DEVELOPMENT SERVICES .................................................................... 15
ECONOMIC DEVELOPMENT................................................................ 17
TRANSPORTATION ................................................................................. 19
FIRE ............................................................................................................ 21
POLICE ......................................................................................................23
PARKS & RECREATION...........................................................................25
LIBRARY.....................................................................................................27
FINANCE ...................................................................................................29
SUSTAINABILITY ...................................................................................... 31
ENVIRONMENTAL SERVICES................................................................32
COMMUNITY IMPROVEMENT SERVICES ..........................................33
CITY MANAGER'S OFFICE .....................................................................34
PUBLIC AFFAIRS 0 INTERGOVERNMENTAL RELATIONS ...............35
PROCUREMENT 0 COMPLIANCE .......................................................36
HUMAN RESOURCES .............................................................................37
TECHNOLOGY SERVICES......................................................................38
LEGAL ........................................................................................................39
MUNICIPAL JUDGE'S OFFICE...............................................................40
FLEET SERVICES......................................................................................41
FACILITIES MANAGEMENT....................................................................42
4
CAPITAL PROJECTS
The Capital Projects Department was created in 2017 as part of an organizational restructuring
to facilitate the efficient implementation of the City's infrastructure improvements. The
Department is made up of the Engineering, Streets, Drainage, Traffic, Real Estate, and
Development Review operations.
TOP ACCOMPLISHMENTS
• Started construction on Mayhill Road and Bonnie Brae Street projects, a combined
$49 million investment in our infrastructure.
• Initiated monthly coordination meetings with our partners, including TXDOT, Denton
County, UNIT, TWU, and emergency services providers.
• Secured funding for capacity improvements at six congested intersections.
• Began the City's first design-build project, the McKinney Street Widening Project.
• Completed traffic signal
replacements at the intersections
of Oak and Locust Streets; and
Western Boulevard and
Cindy Lane, and completed
capacity improvements at
FM 1830 and Ryan Road.
G
• Completed reconstruction of -�
42 bond-funded road segments, or
13.74 lane miles, and conducted
operation and maintenance activities .�
on 57 street segments, or 18.32 lane
miles. -
• Completed coordination of utility
relocations associated with TxDOT projects on FM 2181 and Fort Worth Drive.
• Adopted new Design Criteria Manuals for Water and Wastewater, in the process of
considering Drainage and Transportation Criteria Manuals, and adopted new Guidelines for
Perimeter Street Paving.
REPLACED 4.61 MILES OF
SIDEWALK AND 1 ADA RAMPS
5
SERVING YOU BETTER
• Started a program to bundle projects for construction—such as street segments—taking
advantage of economies of scale achieved in larger procurement packages.
• Increased coordination with the Communications Office to improve communication
practices regarding project planning and construction notifications.
• Placed a greater emphasis on coordinating with underground utilities in order to clear streets
for construction and increase speed of project delivery.
• Issued a request for qualifications in order to pre-qualify engineering firms for project
management and design services to reduce project timelines.
REMOVED REPLACED SOUARE YARDS
OF • • ' THE EQUIVALENTOF
3.5 FOOTBALL FIELDS. RECONSTRUCTED
OF
• ' THE EQUIVALENTOF • •
LOOKING AHEAD
• Implement a Project Management Office to coordinate projects across all departments
and functions.
• Develop a departmental and divisional business plan that is in line with the goals and
objectives of the City's Strategic Plan.
• Establish a public engagement process and educational program to better communicate
with citizens and business owners throughout Denton, and establish regular communications
with railroads, schools, and franchise utilities impacted by infrastructure improvements.
• Complete all design work and property acquisitions from the 2012 and 2014 Bond Programs.
• Reconstruct 68 bond-funded (19.79 lane miles) street segments, replace four miles of
existing sidewalk, and add new sidewalks on Mulberry, Congress, McKinney, and
Oakland Streets.
• Design and construct six intersection improvements: Loop 288 and Colorado Boulevard,-
Country Club and Hickory Creek Roads; Dallas Drive and Teasley Lane; Bell Avenue and
McKinney Street; Carroll Boulevard and Sherman Drive; and University Drive and
Old North Road.
• Finish design and begin construction on drainage projects and major water lines.
6
WATER
The Water Department provides high quality water services at an affordable cost while striving
for exceptional customer service and environmental stewardship. The Department
produces, distributes, and meters potable water for the City of Denton, and must meet or
exceed all state and federal regulations.
TOP ACCOMPLISHMENTS
• Utilized latest pipeline condition assessment technology to identify the overall condition
of a critical water system asset, which successfully identified locations for repair.
• Experienced a decrease in the number of pipe breaks per mile for the fifth year in a row,
signifying a healthy water distribution system.
• Began a 10-year update of the Water Master Plan to ensure the Water Department is
prepared to meet future demand.
• Began implementation of a contract to design improvements to the Lake Lewisville
Water Treatment Plant and install control measures for zebra mussel management at the
Lake Lewisville and Lake Ray Roberts Treatment Plants.
• Initiated several capital projects to increase system
redundancy and reliability, and initiated design efforts INSTALLED
to bring increased water supply and redundancy to NEARLY 15,000
the growing industrial area near the airport.
• Successfully completed Phases I and II of the Water FEET •
F NEW PIPE
Distribution component of the Hickory Street Project.
• Relocated water assets to accommodate the 1-35E
expansion and the new Brinker underpass.
SERVING YOU BETTER
• Implemented an asset management software, part of the asset management plan,
keeping the water system reliable and functioning, and lowering emergency repair costs.
• Extensively analyzed the source water metering at Lake Ray Roberts Treatment Plant,
and replaced equipment to improve precision and provide a more accurate water audit.
• Increased efficiency through strengthened coordination with other City utilities and
improved public communication through an online projects map on the City's website.
7
DEPARTMENTIN 2017, THE WATER PRODUCED
BILLION6.3 • OF •
INSTALLATIONMORE THAN 3,000 WORK ORDERS RELATING TO THE
OF
LOOKING AHEAD
• Complete construction of upgrades, including a chemical addition to the Lake Lewisville
raw pump station to control zebra mussels, add a new electrical building to improve
reliability and meet current code requirements, and complete upgrades to the
Lake Lewisville raw intake.
• Relocate utility lines for the FM 2181 highway expansion project.
• Prioritize completion of Phase III and IV of the Hickory Street Project.
• Continue Water Distribution's in-house
service line replacement program.
• Begin rehabilitation of the 30-inch
Lake Lewisville raw water line to extend �.
its useful life.
• Complete bid process for construction
of major waterline improvements
on South Bonnie Brae Street to improve
water supply to the growing southwest
portion of the city and maintain a
high service level for our customers.
THE WATER METER • ' CHANGED OUT
ROUGHLY 4,000
TESTED MORE , 200 LARGE METERS
IN ORDER TO MAINTAIN METER ACCURACY
8
WASTEWATER
The Wastewater Department supports 125,000 sanitary sewer customers through daily
operation and maintenance of the wastewater collection system, sewer manholes, sanitary
sewer lift stations, and compliance with the Clean Water Act. The Wastewater Department is
where you'll find our Beneficial Reuse Division, home to Denton's Dyno Dirt program. The
Department also manages the Pecan Creek Water Reclamation Plant, which treats about
15 million gallons of wastewater per day.
PECAN CREEK WATER RECLAMATION PLANT WAS
RECOGNIZED AS THE TEXAS PLANT OF THE YEAR BY THE
WATER ENVIRONMENT ASSOCIATION OF TEXAS IN 2016
TOP ACCOMPLISHMENTS
• Had a record-breaking year for Dyno Dirt, including surpassing $500,000 in sales and
winning the Water Environment Association of Texas Ronald B. Sieger Biosolids
Management Award for 2017.
• Completed the construction of the Pecan Creek Interceptor IV project, a $1 million
infrastructure investment, which consisted of 2,894 feet of sewer line.
• Processed bids for the Cooper Creek Interceptor Sewer Phases I and II, which includes
7,100 feet of sewer line and is a
$3.6 million infrastructure investment.
r
• Completed design of the FM 2181 and
Fort Worth Drive utility projects, and began old r t
construction on the FM 2181 portion. _
• Achieved less than three overflows perN`
100 miles of sewer line and less than one
sewer main choke per 1,000 customers.
• Met all regulatory discharge permit
requirements at the Wastewater
Treatment Plant.
REPLACED MORE THAN
15,000 OF EXISTING SEWER LINES
9
SERVING YOU BETTER
• Completed implementation of the Collection System Asset Management Plan. The Plan won
the WEAT Sidney Allison Award for its significant contributions to the engineering, science,
and/or operation and maintenance of wastewater pumping stations resulting in substantial
reductions in sewer main chokes, line overflows, and customer calls for sewer backups,
and represented major improvements in customer service and reliable operation of the
sewer system.
• Completed a priority ranking of the sewer system, allowing the Department to target high
priority sewer lines for maintenance and keeping them in optimal operating condition.
• Implemented a computerized maintenance management system for all maintenance activities
in the wastewater plants and pumping stations, improving efficiency and reducing down time.
• Completed a criticality assessment of all plant processes, plant equipment, and equipment
components.
CLEANED MORE THAN 760,000 OF SEWER LINES
(27 PERCENT OF THE TOTAL SEWER SYSTEM)
LOOKING AHEAD
• Continue to evaluate if population growth
will require more treatment plant capacity.
• Work on two peak flow management
projects that will begin construction in
2019 to ensure peak flows are contained
during large storm events. Xzm-
-- -
• Manage rates while continuing to expand ;
capacity to meet growth demands and -
maintain aging infrastructure.
• Improve the asset management plan
for the wastewater collection system as
technologies evolve and products come into the market.
10
SOLID WASTE Et RECYCLING
The Solid Waste & Recycling Department offers solid waste management for our community
and is responsible for residential trash and recycling collection, landfill operations, and offers
commercial recycling services as well. The Department is also home to the Building Materials
Recovery operation and the Home Chemical Collection Center.
TOP ACCOMPLISHMENTS
• Disposed of 399,556 tons of waste and reused/recycled an additional 120,598 tons of
waste materials.
• Successfully reused/recycled 30 percent of the waste collected through curbside
collection and landfill operations, with resident yard waste accounting for 27,044 tons
of diverted material.
• Re-evaluated the Department's investments in landfill mining, a liquid disposal operation,
and compressed natural gas vehicles, resulting in the phase out of unsustainable
operations and creating annual savings of $870,000.
41.5 PERCENT OF APARTMENTS • OFFER
TO
40-PERCENT INCREASE . • THE PREVIOUS YEAR
SERVING YOU BETTER
• Finished the fiscal year with net income of $2 million, achieved by scaling back ineffective
programs and improving operational efficiency.
• Partnered with the Customer Service Department to improve call routing, making the
experience simpler and more cost effective for ratepayers.
• Working to "right size" the Department's investments in vehicles, equipment, and capital
improvement projects in order to ,
fund operations for the next two years
without requiring any debt issuance.
• Implemented a Project Management , .� .
Office that is responsible for project
approvals and oversight.
• Restructured to improve transparency
S _
and accountability, more effectively ;
monitor costs, and maximize value for '
our citizens and ratepayers.
11
DIVERTED1 1 1 TONS OF • •
THROUGHBUILDING MATERIALS
RECOVERY
LOOKING AHEAD
• Conduct a comprehensive operational review in 2018, including evaluating the Department's
existing operations, comparing them to industry best practices, and implementing
improvements where necessary.
• Complete evaluation of customer rates,
including a thorough review of the
Department's operational costs and rate
design, and propose rate decreases. `
• Complete construction on a compressed Is
natural gas fueling station to provide fuel
for many trucks in the Solid Waste fleet '`
and reduce annual fuel expenses by
approximately $400,000.
• Complete construction on several new
landfill cells, providing enough space to
accommodate community waste disposal for the next six to eight years.
• Improve waste diversion and commercial recycling adoption, with a goal to improve
recycling adoption among apartment complexes by at least 10 percent in 2018, which
would increase adoption rate to approximately 50 percent.
12
DENTON MUNICIPAL ELECTRIC
Denton Municipal Electric (DME) is your hometown electric provider. Since 1905, DME has
maintained high quality, reliable electric service for our friends and neighbors in the greater
Denton area.
TOP ACCOMPLISHMENTS
• Developed the Denton Renewable Resource Plan to position the City to meet its goal of
using 100 percent renewable energy.
• Reduced the Energy Cost Adjustment portion of the rates, saving ratepayers over
$4 million in FY 2017.
• Launched the MyDME dashboard, a user-friendly
web-based tool that allows customers to view and PROVIDED
track their energy usage and cost information.
• Launched a streetlight outage reporting tool, 461 REBATES TO
enabling residents to report streetlight issues. CUSTOMER FOR
• Initiated a vegetation management program ENERGY EFFICIENCY
to clear rights of way, comply with regulatory UPGRADES .
standards, minimize tree-related outages, and
provide a safe electric system environment for
1 REBATES
residents. SOLAR PANEL
• Retired a 69kV transmission line, including the INSTALLATIONS
removal of 88,224 feet of conductor from
McKinney Substation to Denton North Substation.
• Began construction of the Denton Energy Center,
currently 89 percent complete, on schedule, and under budget.
SERVING YOU BETTER
• Developed a consolidated application for solar installations, creating a single
point-of-contact for DME customers, reducing confusion, simplifying the application
process, and reducing time for system approvals.
• Integrated the Advanced Metering Infrastructure with the Outage Management System,
providing DME with real-time outage detection capabilities, and allowing System Operations
to reduce the length of customer outages.
• Initiated the Mobile Workforce Management System, creating a paperless ticket system for
field maintenance and reducing employee driving time and service down time by sending
maintenance orders directly to field personnel laptops.
• Initiated the Meter Management Application, allowing Customer Service staff to remotely
reconnect DME customers, accelerating the reconnection process.
• Initiated a rate model application, facilitating research, analysis, and projections of customer
volume, rates, and demand, and enhancing efficiency and productivity.
• Completed the Advanced Distribution Management System communication loop, allowing
remote access and control of intelligent electrical devices on the distribution system.
13
IN SEPTEMBER, A CREWOF 1 DME TEAMMEMBERS
TRAVELED TO OCALA, FLORIDA TO HELP RESTORE
POWER TO APPROXIMATELY 30,000 FLORIDA
MUNICIPALASSOCIATION CUST• •
AFFECTED BY HURRICANE IRMA
LOOKING AHEAD
• Assist with updates to the Denton Development Code, including improving the rules and
zoning codes related to distributed generation.
• Complete an updated cost of service study
to analyze and allocate the costs required
to serve customers among each customer t
class in a fair and impartial manner.
• Acquire a new energy trading risk
management software system to support P# TON t
energy portfolio management and serve i 1 F
as a system of record for all transactions.
• Implement the Denton Renewable Resource (. .;
Plan and continue evaluation of various
resource options to move toward using
100 percent renewable energy.
• Begin commercial operation of the Denton Energy Center to provide a 'hedge' against
electric market price spikes.
• Update the Energy Risk Management Policy to include increased renewable energy and
Denton Energy Center operations.
• Continue installation of enhanced wildlife protection equipment in a focused effort to
decrease outages caused by squirrels and birds.
COMPLETED 1CAPITAL IMPROVEMENT PROJECTS,
AND PROVIDED SERVICE TO 788 NEW RESIDENTIAL
LOTS AND 288MULTI-FAMILY
14
DEVELOPMENT SERVICES
Development Services includes the Planning and Building Inspections Divisions. Together
these operations provide growth management and development review, neighborhood
preservation and revitalization, property inspection and maintenance, and other programs
and business development services intended to ensure the health, safety, and quality of life
of residents.
TOP ACCOMPLISHMENTS
• Changed service delivery philosophy to "continuous process improvement," enhancing the
customer experience and creating a "One-Stop-Shop" mission to meet the development
community's needs in one visit.
• Improved the development review processing
time by reducing documentation requirements,
decreasing the number of reviews, and "
shortening the review timeline by at least
50 percent.
• Conducted an operational survey of
27 comparable cities across Texas to better
align ourselves with state-wide best practices
{�
to save time and money for our customers.
• Eliminated the requirements for construction drawings during the site plan review,
including giving customers the option for reclined conditional approvals, creating cost
savings to applicants and the City.
• Completed Phase I of the Oak Gateway Small Area Plan, which included the inventory and
database development component of the project.
A PROGRAM TO INCREASE CUSTOMER
COMMUNICATION
RESPONDING TO ALL APPLICATIONS
PROVIDING48 HOURS AND , PERSONAL CONTACT
FOR ASSISTANCE THROUGHOUT THE DEVELOPMENT
AND PERMITTING PROCESS
15
SERVING YOU BETTER
• Created an in-house workstation where customers can make online payments and access
zoning information and the eTrak-It portal, adding new ways for them to do business.
• Created easier customer access by relocating staff to different office spaces, centralizing
teams for efficiency, and aligning staff areas with the "One-Stop-Shop" philosophy.
• Consolidated permit applications to reduce confusion, and created online finable forms.
• Expedited communication to applicants by providing review comments earlier in
the process and cleared the backlog of project applications for review.
8,735 1 .
BUILDINGPERMITS PLANS INSPECTIONS
PROCESSED REVIEWED COMPLETED
LOOKING AHEAD
• Complete the updates to the Denton Development Code (DDC).
• Develop a comprehensive public education program for the development community on
the new DDC requirements and promote services provided by Development Services.
• Solicit and evaluate a request for proposals to procure a simplified solution for permitting
and project software.
• Improve the navigation and content of the Development Services webpages in order to
reduce customer confusion and
facilitate ease of access to
applications and information.
• Update the Building and Fire
Codes to the most current editions. r
• Increase transparency by
expanding outreach and F j
notification to neighborhoods `
through public meetings for pending
development and rezoning cases.
• Complete development of the
Oak Gateway Small Area Plan.
16
ECONOMIC DEVELOPMENT
The Economic Development Department offers support and services to businesses of all
sectors and sizes through a variety of strategic efforts, including new business recruitment
and current business retention; fostering Denton's thriving culture, technology, innovation,
and artistic creation; attracting, developing, and retaining skilled and talented workers; and
building relationships with Denton businesses and residents through outreach, education,
and engagement.
TOP ACCOMPLISHMENTS
• Assisted in opening the Embassy Suites by Hilton Denton Convention Center, a
318-room LEED Gold certified property, creating a unique and vibrant space for large
meetings and conventions.
• Located new businesses to Denton, including Upventur—a tech startup with a platform
for people who love the outdoors to plan, book, and review outdoor adventures—and
Med Trans, a national air medical transport leader.
• Transitioned the management of the Stoke Entrepreneur Center to Hickory & Rail Ventures,
a Denton-owned company with deep ties to Denton's tech community, creating a total
savings to the City of more than $240,000 annually.
• Increased year-over-year participation in the Shop Here on Purpose (SHOP) Denton
program by 50 individuals and businesses during two events: a free small business workshop
during National Small Business Week and Shop Small Saturday.
• Launched new outreach programs, including the "Denton Developments" video series—
an ongoing look into how economic development affects our community—and contributing
an economic development column to the Denton Business Chronicle.
• Responded to 30 requests for proposals from the Governor's Office of Economic
Development and the Dallas Regional Chamber of Commerce for new business locations.
• Made four grants totaling $100,000 under the Downtown Reinvestment Grant Program,
with a return on investment of $26 in private money for each $1 of public money spent.
IN 2017, DENTON WAS DESIGNATED AS AN
OFFICIAL MUSIC FRIENDLY COMMUNITY
BY THE TEXAS MUSIC OFFICE
17
SERVING YOU BETTER
• Crafted a Department-level strategic plan that aligns with the City's strategic plan, focusing
on transparency, accountability, and responsiveness, and reflecting best practices for a
comprehensive economic development program.
• Created a customized customer relationship management database to consolidate and
manage information about business recruitment and retention, and provide a single location
for data, improving documentation and facilitating reporting.
• Integrated true cost-benefit analysis into the review of applications for economic incentives,
allowing staff to analyze both the fiscal and economic impact of projects on the community.
• Implemented a cross training program internal to Economic Development and
between Economic Development and Finance, primarily in the area of incentive
administration, allowing staff to gain additional competencies while ensuring redundancy of
critical functions.
• Developed customized instructions for when complex incentive applications are initiated
to provide customers necessary information and clarity regarding City processes.
18 PROPERTIES REDEVELOPED
IN DOWNTOWN DENTON
LOOKING AHEAD
• Revise the Tax Abatement and Incentive Policy to improve clarity and readability,
and incorporate lessons learned in the process of administering recent incentives.
• Revise the Public Improvement District Guidelines to clarify the City's position on the use
of residential and commercial public improvement districts.
• Create contract templates to standardize documents for incentive agreements and better
regulate critical elements of agreements.
• Explore Denton's participation in the Texas Commission on the Arts' Cultural Districts
program and the Texas Film Commission's Film Friendly Certified Community program.
• Implement a business retention and expansion program, which is a systematic effort
focused on supporting existing businesses, helping them meet their goals, and retaining
them in Denton.
18
TRANSPORTATION
The Transportation Department oversees the Denton Enterprise Airport, active transportation,
and regional mobility projects in coordination with the North Central Texas Council of
Governments (NCTCOG) and the Texas Department of Transportation (TxDOT). The goals of
the Department include providing safe and convenient transportation options, increasing
mobility in and around Denton, and continuing to offer premier general aviation services.
TOP ACCOMPLISHMENTS
• Coordinated with TxDOT Aviation to
secure a $5.9 million grant for the
funding of the West Parallel Runway
Project, adding increased safety to
Denton Enterprise Airport operations.
• Updated the Airport development -
process to ensure timely review of
proposals and issuance of lease
agreements.
• Completed a financial audit of all
I
Airport land lease agreements to ensure
accurate lease rates are being collected.
• Received approval for a $953,000 grant through NCTCOG and TxDOT for the Sycamore
and Welch Transportation Set-Aside Project.
• Received approval for a $296,461 grant through NCTCOG and TxDOT for the Safe Routes to
School Program as part of the Transportation Set-Aside Program.
• Received a grant commitment of $757,912 from NCTCOG and TxDOT for the
US 380 Sidepath Project, allowing the City to construct a 10-foot-wide sidepath from
Mayhill Road to the Greenbelt Trail along US 380.
• Secured a funding commitment of more than $14 million to add a bridge over the A-train
rail, part of the second phase of the Mayhill Road Improvement Project.
• Secured funding and construction commitment for the enhancement of the Mayhill/1-35E
intersection in order to reduce congestion at one of the City's busiest intersections.
AIRPORTTHERE WERE APPROXIMATELY 130,000 TAKEOFFS
AND LANDINGS AT THE
THIS LEVEL OF OPERATION RANKS THE DENTON
ENTERPRISE AIRPORT AS ONE OF THE
TOP 10 BUS1 EST Al • RTS I N TH E STATE OF
19
SERVING YOU BETTER
• Reorganized the Airport Division, reducing expenditures by $282,000, eliminating one
full-time position, prioritizing or removing capital projects, and moving the Airport closer
to financial self-sufficiency.
• Revised the site location for the proposed Quebec Restroom project at the Airport to use
an existing structure, reducing the construction budget by up to 50 percent.
• Revised Airport administrative financial procedures to improve oversight of expenditures
and enhance financial tracking.
• Enhanced delivery of Bike and Pedestrian infrastructure through improved interdepartmental
coordination and communication between Transportation and Capital Projects, Engineering,
and Streets.
LOOKING AHEAD
• Begin construction of the West Parallel Runway, enhancing airport safety by allowing the
separation of aircraft types (prop. vs. jet), and providing a secondary runway for use when
the primary runway is unavailable due to maintenance.
• Re-organize Airport staff to focus on additional safety and security needs relating to the
second runway, allowing for quicker responses to safety and security issues and reducing
the City's risk exposure.
• Update the Airport Business Plan by conducting a rates and fees appraisal and legal lease
compliance review in an effort to explore additional revenue opportunities to assist in the
effort to achieve airport financial self-sufficiency.
• Improve airfield safety by developing
an airfield lighting and signage
enhancement program, utilizing a
TxDOT 50/50 grant to leverage local
dollars and replace all outdated airfield
lighting and signage.
• Establish and maintain positive
communication plans for the
1-35E Phase 1B project and the
US 377 project.
• Implement railroad Quiet Zones at
Hickory, McKinney, Sycamore, and
Prairie Streets.
20
FIRE
Since 1874, the Denton Fire Department has provided first-responder support to the greater
Denton community. The Department is responsible for fire suppression, fire prevention and
education, emergency medical services, and disaster preparedness.
TOP ACCOMPLISHMENTS
• Improved the Insurance Services
Office rating from three to two,
resulting in lower insurance premiums
for businesses and residents. -
• Formed a partnership with Medical
City Denton to lease a temporary site
for a Medical Unit, expanding service
in southeast Denton.
• Led a multi-department team to iv
evaluate and enhance 911 call
processing technology.
• Completed the rebuild of
Fire Station 2.
• Partnered to complete a legacy �+
art project, providing the
9/11 Memorial at Central Fire Station.
• Purchased land at Colorado Boulevard - — —
and Brinker Road for a future fire station.
DEPARTMENTLAST YEAR, THE FIRE
RESPONDED
TO 14,335 EMERGENCY CALLS..
_ w
68
PERCENT OF
WERE RELATED TO EMERGENCY
MEDICAL SERVICES
21
SERVING YOU BETTER
• Introduced a station alert system to enhance call processing and response times,
with the new system receiving requests from the computer-aided dispatch system,
and transmitting information to fire stations with a computerized voice notification and
visual display boards.
• Introduced a Power-LOAD system for all Medical Units, reducing the risk of injury to
firefighters in the field.
• Established a 911 Public Safety Governance Board, providing oversight for the
Communications Division.
THE FIRE DEPARTMENT
$1.3 MILLION SAFER GRANT, ■ ■
OVIDING FUNDING
■ SIX NEW ■ ■ POSITIONS
LOOKING AHEAD
• Select and implement a new public safety computer aided dispatch and records
management system.
• Add a new Fire Drill Tower facility to provide a platform for regional training and enhance a
future partnership with Denton Independent School District for fire service recruiting.
• Expand the reach of the outdoor emergency warning system from 16 to 19 sirens, with the
new sirens to be located in the
Billy Ryan High School area, the
C.H. Collins Stadium area, and
the Pecan Creek Elementary area.
• Complete the rebuild of
Fire Station 4 in northeast Denton '` �'�'_'� '� J L
as part of the 2014 bond program. . t y
• Select and implement a new '
i,I
emergency medical services
billing service along with a new M
electronic patient care reporting
, j
system.
• Place an additional Medic Unit
at Fire Station 4.
22
POLICE
The Denton Police Department has a long-standing tradition of working with citizens to make
our neighborhoods safe. DPD has been on the forefront of creating partnerships, solving
community concerns, and being involved in non-traditional policing roles. DPD is committed
to forming partnerships with the mutual goals of resolving problems, reducing fear, preserving
the peace, and enforcing the law.
POLICE69,846 CITIZEN-INITIATED CALLS
CAME IN REQUESTING
TOP ACCOMPLISHMENTS
• Solved several high-profile crimes through the Criminal Investigation Division, including the
arrest of a serial rapist, the arrest of a serial robbery suspect, and the arrest of several
suspects involved in a series of robberies targeting pizza delivery drivers.
• Continued to offer the Basic and Advanced Rape Aggression Defense (RAD) Program,
an empowering and proactive self-defense course offered to women throughout the
community, and offered a new course designed for senior women through the Denton
Senior Center.
• Hosted more than 400 attendees
for Midnight Hoops, a community
outreach program that includes a ! —
basketball tournament, job fair, health =-
fair, and a scholarship essay contest for
graduating seniors. _ Q -
• Dedicated staff to work with T tPoi«
representatives from Giving Hope, Inc.,
MHMR, and paramedics from Denton
Fire Department in forming the
Homeless Outreach Team, and served
as liaisons with homeless individuals to
help provide access to medical assistance, housing, mental illness treatment, and
vaccinations for pets living in homeless camps.
DA MCNATT AN I MAL CARE
ADOPTION CENTER FOUNDHOMES
• ' 3j,156 DOGS
23
SERVING YOU BETTER
• Continued shifting crime lab/forensics tasks to highly-trained civilian specialists, resulting
in a higher quality of work at a reduced personnel cost.
• Hired a trained and experienced civilian crime analyst, shifting responsibilities for crime
analysis and allowing the supervisors to spend significantly more time working on problem
solving using data collected by the civilian expert.
• Expanded the use of body camera
video recording to enhance the quality of !
reporting and case preparation, providing R
greater transparency into police actions,
and fostering better relationships and 1
higher trust with community members.
• Expanded the use of the Public Safety
Training Center by hosting high quality
training programs in Denton, including
hosting advanced training classes, as
well as two Basic Police Officer academy
classes each year, significantly reducing
training costs.
• Completed renovation of the police lobby, allowing for the combination of the front duty
desk and the Department's Records section into a single working space.
• Reorganized supervisor roles within the Communication Center, adding capacity for the
creation of an in-house training function specifically for communications officers and
reducing training time from a nine- to 12-month process down to six to eight months.
LOOKING AHEAD
• Complete a new staff study, focusing on patrol and communications staffing levels
to ensure staffing meets the needs of the Department and the community.
• Complete Department strategic plan, which will be a comprehensive look at the
five year operational plan, including a SWOT analysis of each functional work division.
• Implement a reorganization plan designed to enhance service delivery to the public
and realign work groups to place emphasis on customer service, problem solving,
and quality control.
• Complete remodel of Communications Center and CIB areas to significantly enlarge the
working space for the Center employees, and renovate and expand the work space for the
investigators, including enhancements to interview rooms and meeting spaces.
• Complete the improvements of the shooting range, including upgrading the exterior fencing
and adding an entry gate.
• Upgrade the CAD/RMS system software, which serves both Police and Fire dispatch,
to facilitate better customer service to our citizens.
24
PARKS & RECREATION
The Parks and Recreation Department offers a variety of fun and accessible experiences
to people of all ages and abilities. The Department is responsible for the City's park system,
numerous trails, three general use recreation centers, the Natatorium, Denton Civic Center,
and the Denton Senior Center. The Department also manages youth and adult sports leagues,
multiple childcare activities and youth camps, and facility rentals.
TOP ACCOMPLISHMENTS
• Completed installation of a new 13,308-square-foot wave pool at Water Works Park,
increasing park capacity by over 800 and increasing revenues by 26 percent.
• Improved multiple park facilities, including the construction of a new sprayground at
Carl Gene Young Sr. Park and replacing
the playground at Evers Park.
• Installed three new public art pieces:
the 9/11 Memorial at Central Fire Station,
the Surls sculpture at the Civic Center,
and the decorative medallions at 1-35E
and North Texas Boulevard.
• Completed the installation of a
multipurpose field and covered pavilion ►
at Fred Moore Park.
• Renovated North Lakes softball infields
for better rain absorption, improving the
fields' playability by reducing the turnaround time after inclement weather.
• Received Texas Recreation and Park Society Regional Lone Star Programing Award for
Junior Master Naturalist and Gardner Camp.
• Added two miles of trails with the Northwest Trail Extension Project.
THE AFTER SCHOOL ACTION SITE PROGRAM
HAS 111 PARTICIPANTS AND PROVIDES
TRANSPORTATION FROM 15 DISD SCHOOLS
25
SERVING YOU BETTER
• Implemented a new recreation software, CivicRec, allowing customers to easily access
Parks and Rec services online, such as registering for programs and booking facilities.
• Installed new LED light fixtures in the Natatorium and Water Works Park parking lots to
reduce energy costs.
• Installed remote cameras at Wiggly Field in Lake Forest Park to improve security.
• Partnered with a local nonprofit to provide the Summer Food Program at a savings of
$17,283 in staff time.
• Restructured the field allocation formula for sports associations based on program
enrollment to improve management of field use and meet the growing demand for
field rentals.
• Leveraged a change in law allowing Parks and Rec to apply for Hotel Occupancy Tax grant
funding and received $20,610 for field
improvements at North Lakes Softball.
• Partnered with AmeriCorps Summer
Vista Program to supplement the number
of camp counselors in the summer camp
program, improving the ratio of camp
counselors to the number of children. *?i
• Hosted a Summer Seasonal Hiring Day
with 82 interviews conducted in four hours, n'
improving the timeliness and efficiency of
summer program hiring.
LOOKING AHEAD
• Perform an assessment of the Aquatic Center's operations, including completing an
analysis and inventory of the current aquatics facilities" operational and financial models
and determining current and anticipated demand for aquatic facilities and programming.
• Begin construction of the Vela Athletic Complex, a part of the 2014 Bond Program.
• Continue to update new facilities to provide better services, including renovating the
American Legion Hall, and beginning the design process for the new North Lakes Park
Tennis Center.
• Open a 1,425-square-foot full service concession stand at Water Works Park, expanding
the menu selection and enhancing customer service.
• Continue the playground replacement initiative by adding new playgrounds at Denia Park,
Milam Park, and Fred Moore Park.
• Host the Texas Amateur Athletic Federation State Youth Basketball Tournament.
• Update the Parks, Recreation, and Trail System Master Plan.
26
LIBRARY
The Denton Public Library (DPL) builds community by promoting lifelong learning,
encouraging human connections, and sharing resources. DPL strives to fulfill its role as a vital
community resource by providing safe and welcoming places to meet, work, and learn; and by
offering a current collection of materials in both electronic and traditional forms. DPL has three
branches, Emily Fowler Central Library, South Branch Library, and North Branch Library.
TOP ACCOMPLISHMENTS
• Hosted the 2017 Summer Reading Challenge in which the Denton community read over
2 million minutes, exceeding the goal by 1 million minutes.
• Upgraded the Library webpage and online
catalog interface, making it easier to check your
account, discover new materials, find reading 11183,208
recommendations, and register for classes and LIBRARY
events.
• Distributed over 1,200 solar eclipse viewing WERE CHECKED OUT
glasses and hosted over 750 people at Library LAST YEAR.
programs about the solar eclipse, including AVERAGES
watch parties at North and South Branch
Libraries. ALMOST N IN E ITEMS
• Completed the annual inventory of all CHECKED OUT TO
280,650 library collection items to ensure that RESIDENTEVERY
items are accounted for, in the correct location,
and display the correct status and location in
the library online catalog.
• Hosted the 2017 ELEVATE: Conference Celebrating Women in Business where
125 attendees learned business plan development, marketing, and business economic skills,-
networked,- and shared stories about how they navigate the business environment.
• Expanded StoryTime programming, including hosting Sensory StoryTimes, Bring-a-Blanket
StoryTime, and Spanish StoryTime for Library visitors.
LIBRARY RESPONDED 1
,157 REFERENCE
AND TECHNOLOGY ASSISTANCE REOU
27
SERVING YOU BETTER
• Received $20,246 from the Texas State Library and Archives Commission's FY2017
ILL Lending Reimbursement Program to reimburse a portion of library staffing costs to
provide Interlibrary Loan Services (ILL).
• Received two $1,000 grants from the University of North Texas Portal to Texas History to
digitize 320 items such as photographs, documents, Denton Doings community newspaper,
and two books published in the early 1900's by local organizations.
• Received new books valued at $11,000 for the 2017 Summer Reading Challenge from the
Friends of the Denton Public Libraries organization to promote literacy and provided those
books as prizes to Summer Reading Challenge participants who read at least five hours
during the program.
• Renegotiated renewal costs for the online catalog enhancement service to reduce the
proposed cost by $1,750.
• Implemented CollectionHQ, a collection evaluation service to analyze and evaluate the age,
currency, and popularity of the library collection, funded by canceling an under-performing
reference product and reallocating those funds to CollectionHQ.
LOOKING AHEAD
• Launch The Legacy Lab at Emily Fowler
Central Library to allow customers to
digitize photographs, slides, VHS tapes,
and film to save family and local history. ,
• Update the youth services area at
Emily Fowler Central Library and
soxo
North Branch Library, featuring DENTON PUBLIC LIBRARY
family-friendly furniture, early literacy NORTH BRANCH
play areas, and welcoming layouts VIM
to encourage caregiver and child
interactions.
• Launch an online registration and ow
tracking system for reading programs,
including the 2018 Summer Reading Challenge.
• Move more services online, including an online library card sign-up process and an online
donations portal.
• Launch a library-wide program and event planning process to increase diversity in library
programs and events, utilize staff expertise and experience, and involve more staff in
library programs, classes, and events.
28
FINANCE
The Finance Department is comprised of the Accounting, Budget, Treasury, and Finance
Administration Divisions, and the Customer Service and Municipal Court operations. The
Department is responsible for a variety of important financial functions, including producing
the City's annual budget, CAFR, and other financial reports. Customer Service provides
assistance for all of the City's utility functions, including signing up new utility customers
and managing monthly billing, and overseeing the Municipal Court operations.
TOP ACCOMPLISHMENTS
• Implemented "chip and pin" credit card acceptance, providing extra security for financial
transactions.
• Completed the new debt report to maintain compliance with state law, and published the
report on the City's website, increasing financial transparency.
• Streamlined the utility reconnect process, resulting in reduced turnaround time in restoring
customer utilities, and expanded responsibilities to include additional customer calls,
creating a more seamless experience for customers.
• Created new dockets in the Municipal Court to provide defendants with additional
payment options and opportunities,
Custar Portal
including extended payment plans and ne�)j:,NTON
community service. A«o�tl
•
Received multiple awards for outstanding AWAalwnt
�Pay My Bilk
service, including the Distinguished Budget Acccunl tnrprmatmn
AutoP.y
Presentation (31 consecutive years) and the '_'
A(count Number
Certificate of Achievement in Excellence in SRIHist"y
'+ Street Number
Financial Reporting (33 consecutive years). LlPa�nt Nlstnry
• Received recognition from the National Myw.kk.t Papedess0 .
Coalition for At-Risk Children and
My Prolilc
Youth as a model court program and from Te ms&Conditions
C_'♦
the International Council for Children and Iagroeto the TVM5 rcNmom,
Youth as an international model program, Pew
B.xk to Accounts
both for 17 consecutive years.
LAUNCHED A NEW ONLINE PAYMENT PORTAL
TO ENHANCE CUSTOMER • PROVIDE"
MORE OPTIONS. SINCE AUGUST 2017, APPROXIMATELY
19,000 CUSTOMERS H"E REGISTERED
29
SERVING YOU BETTER
• Implemented multiple reductions in printing, including eliminating paper checks for
employees and discontinuing in-house printing of W-2s, saving staff time and reducing
supply costs.
• Improved the Capital Projects reporting process in order to facilitate project delivery,
including holding monthly meetings with city management to review status of projects,
identify challenges, and develop strategies to complete projects.
• Identified funding solutions to improve parking lots at various City facilities, improve traffic
mobility at various intersections, and improve lighting and sidewalks in the downtown area.
• Implemented the Automation Platform which allowed Customer Service to automate a
number of manual processes in the cash/credit and collections areas, and resulting in
an annual cost savings of $37,674 and reduction of 1,323 work hours.
• Implemented court policies that meet or exceed statutorily mandated procedural changes
related to the warrant and collection process.
• Improved the warrant confirmation and release processes for defendants arrested by
other area agencies, without requiring bail, by assigning the defendant a new court
date upon release.
INCREASED ' • NIC BILLING ADOPTION
(INCREASED45.4 PERCENT ' • 8,155 CUSTOMERS
TO i • RESULTING COSTS
ASSOCIATEDPRINTING
LOOKING AHEAD
• Implement a number of business process improvements, such as awarding a contract and
implementing a budget software solution to automate the annual budgeting process and
completing implementation of automated timekeeping system for public safety personnel.
• Streamline the City-wide cash handling policy and training for employees, to ensure financial
resources are managed in a prudent manner.
• Complete the renovation of the Customer Service lobby to better serve customers, while
providing enhanced safety and security for staff.
• Implement the Prepaid Billing Program that gives customers the ability to "Pay as you go,"
allowing customers to avoid paying service deposits, delinquent fees, late fees, and overdue
interest, while providing greater awareness and control of their electric bills.
• Continue to refine and improve Court forms and processes and, when possible, automate
processes through software and technology to save staff time.
30
SUSTAI NABI LITY
The City of Denton is committed to improving our quality of life and protecting our
environment. The Sustainability Department is implementing strategies to work with
the community to consciously use resources through a variety of programs.
TOP ACCOMPLISHMENTS
• Increased the number of programs and participants in the Learn to Conserve and
Sustainability education series.
• Completed the STAR Community Rating System (a national certification program for
municipal sustainability) and earned a 3-STAR Community Rating for national leadership
in sustainability out of a possible five stars.
• Planted 640 trees through the various programs that make up the Denton Tree Initiative, a
campaign from Keep Denton Beautiful and the City of Denton to plant new trees on public
and private land in Denton.
• Completed the City of Denton's Greenhouse Gas Inventory and implemented a program to
complete the inventory on an annual basis.
THE 2017 GREAT AMERICAN •
HAD
2,106 VOLUNTEERS ' : + TONS •
LITTER AND 1,095 BAGS OF TRASH AND RECYCLING
SERVING YOU BETTER
• Consolidated the Recycling Education and Outreach Division with the Sustainability
Department to enhance customer programs.
• Began developing a utility wide communication plan to improve public outreach.
• Tracked City facility energy and water to identify facilities with opportunities to implement cost
effective efficiency upgrades.
LOOKING AHEAD
• Complete update of the Sustainability Plan, incorporating
the STAR rating elements into community goals.
• Launch a Green Business Program that will recognize `
businesses that are leading the way in sustainable practices
and provide education to those that are just starting. '' 1
• Complete the Nature Explore Classroom and
Trailhead facilities at Clear Creek Natural Heritage Center.
• Work with the City "Green Team" to help promote the goals
of Denton's Sustainability Plan.
31 • Examine ways for KDB to better compete for beautification and environmental grants.
ENVIRONMENTAL SERVICES
Environmental Services oversees the compliance of the City"s drinking water and wastewater
plants, landfill, and storm water alongside State and Federal environmental regulatory agencies.
The Department monitors the water quality of our streams and lakes, administers the mosquito
control program, manages the protection of habitats designated as environmentally sensitive
areas, and promotes environmental education for our citizens.
TOP ACCOMPLISHMENTS
• Launched an outreach campaign for residents to raise awareness for proper use and
maintenance of septic sewer systems.
• Achieved the highest compliance score possible from the Texas Commission on
Environmental Quality at the landfill for the fifth consecutive year.
• Completed drafting revisions of the Environmentally Sensitive Areas subchapter of the
Denton Development Code to streamline their protection.
• Established new methods for analyzing phosphate in wastewater and added a new ion
chromatograph in the municipal laboratory, improving analytical accuracy.
• Achieved the National Environmental Laboratory Accreditation Program certification
for bacteriological testing for water samples.
SERVING YOU BETTER
• Completed a comprehensive review of water quality sampling efforts to eliminate
redundancies, resulting in a savings of $19,000.
• Restructured fees for private waste haulers to reduce costs.
• Installed a permanent odor control vapor system at the landfill, reducing the number of
odor complaints.
• Implemented electronic inspections forms for Stormwater Inspections, increasing
staff efficiency.
COMPLETED APPROXIMATELY
3,100 CONSTRUCTION SITE INSPECTIONS
LOOKING AHEAD
• Partner with the Solid Waste Department to provide educational tours at the ECO-W.E.R.C.S.
facility and Pecan Creek Wastewater Reclamation Plant.
• Implement educational campaign for pollution prevention from dental facilities and work to
ensure compliance with new EPA rules.
• Work with TCEQ on an amendment to the municipal solid waste permit and ensure the
landfill meets all requirements for environmental monitoring and reporting.
32
COMMUNITY IMPROVEMENT SERVICES
The City of Denton works with residents and businesses to preserve the health, beauty, safety,
and property values of the community. To achieve this goal, Community Improvement Services
(CIS) addresses property maintenance violations such as tall grass and weeds, trash and debris,
junk vehicles, illegal outside storage, and dilapidated structures.
TOP ACCOMPLISHMENTS
• Performed a major clean-up of the Denton railyard, enhancing the beauty of downtown.
• Created a detailed inventory of City-owned properties in order to develop a plan to address
unmaintained properties.
• Worked with Union Pacific Railroad to address graffiti abatement and mural painting on the
Dallas Drive railroad bridge.
• Completed second year of the enhanced right-of-way maintenance program.
SERVING YOU BETTER
• Updated, standardized, and reformatted departmental templates to increase content
accuracy; expedite the creation, issuance, and filing processes; and improve understanding.
• Created a callback option for online complaints, allowing customers to be updated on
case statuses.
• Reviewed current administrative fee structure for accuracy and validity.
EXTERIORWORKED 11,940 VIOLATIONS AND OBTAINED AN
88.86 PERCENT VOLUNTARY COMPLIANCE RATE
FACILITATED 460 HOME REPAIRS,
21 DANGEROUS BUILDING DEMOLITIONS,
SEVEN DANGEROUS BUILDING RENOVATIONS
REMOVEDOF GRAFFITI
LOOKING AHEAD
• Update the Denton Property Maintenance Code to address gaps and clarify language.
33
CITY MANAGER'S OFFICE
The City Manager's Office serves under the policy direction of the City Council and
provides leadership and management over day-to-day operations to ensure residents
and businesses receive exceptional City services. The City Secretary's Office supports the
City Council and the City Manager by safeguarding the records management process,
enhancing access to municipal records, and overseeing the election process.
TOP ACCOMPLISHMENTS
• Launched four core values for the organization—Integrity, Fiscal Responsibility,
Transparency, and Outstanding Customer Service—to guide all employees in service delivery.
• Advanced priorities of the City Council, including having a more transparent budget process,
minimizing the tax levy and utility rate increases, advancing capital project planning and
implementation, reforming the development process, increasing transparency, and
improving customer service.
• Held quarterly work plan review meetings with department directors to increase
accountability and review accomplishments, planned projects, timelines, and budgets.
• Standardized all agendas and minutes for City Council Committees and Boards and
Commissions, and added City Council voting history and candidate statements to the
City's website.
THE CITY • OFFICE PROCESSED
1,064 OPEN RECORDS •
SERVING YOU BETTER
• Restructured and reduced staffing, including reduction of two assistant city managers,
the administrative services manager, and an executive assistant to generate a savings of
$656,793.
LOOKING AHEAD
• Continue to support and manage the review and analysis of programs, projects, and service
delivery models.
• Continue to seek outside resources and funding to accelerate projects.
34
PUBLIC AFFAIRS &
INTERGOVERNMENTAL RELATIONS
The Public Affairs and Intergovernmental Relations Department oversees city-wide
communication efforts; maintains partnerships with our local, state, and federal elected
officials; manages special projects and initiatives; and implements the City's strategic planning
and performance management program. The Department includes both the Communications
Office and Community Development Division.
TOP ACCOMPLISHMENTS
• Launched the Resident Update, a bimonthly newsletter that delivers up-to-date information
about City programs to 50,000+ readers.
• Launched two new citizen engagement programs—an annual State of the City event and the
Citizen's Academy—both designed to help residents learn about their local government.
• Coordinated the annual Point-In-Time Homeless Count in order to reach out and assess the
needs of persons experiencing homelessness.
• Leveraged CDBG, HOME, ESG, and other funds to assist low- and moderate-income people
by providing safe and affordable housing and critical public improvements.
• Utilized emergency funding to prevent more than 90 families from losing their housing.
COMMUNITY • '
TOTAL OF THROUGH VARIETY
OF PROGRAMS AND SERVICES
SERVING YOU BETTER
• Centralized and consolidated communications-related staff positions to leverage efficiencies,
improve coordination, and develop a unified approach in all City communications, marketing,
and media relations.
• Conducted a citizen survey to gather resident feedback and determine areas for improvement.
• Streamlined reporting processes for grant recipients to improve reporting and monitoring.
LOOKING AHEAD
• Improve communications and notifications on bond program implementation and
construction activities.
• Implement an online citizen service request system.
• Enhance the City's performance management program, including the collection, analysis,
and regular reporting on key metrics.
• Continue work on the North Texas Regional Housing Assessment to identify, evaluate, and
address fair housing issues.
35
PROCUREMENT & COMPLIANCE
The Procurement and Compliance Department includes the Purchasing, Distribution Center,
and Compliance Divisions. Together, these areas manage the acquisition of commodities and
services; the storage and distribution of applicable commodities; and the mitigation of
risk through compliance with policies, procedures, and applicable regulations.
TOP ACCOMPLISHMENTS
• Utilized Laserfiche system to post formal solicitation documents to the City's website,
increasing transparency and competition to achieve the best value for the City.
• Created a repository of contracts available on the City's website to increase transparency
for negotiated contracts.
• Presented continuous improvement principles at the Denton Small Business Workshop
and encouraged vendors to register for solicitation notifications.
• Received the National Purchasing Institute Achievement of Excellence in Procurement Award
• Implemented an incentive policy for contracts to assist in expediting public works projects
that significantly impact the local community or economy.
THE DISTRIBUTION CENTER HELPED PROCURE
MATERIAL • . 231 CONSTRUCTION PROJECTS AND
INFRASTRUCTURE REPAIR TOTALING $14M
SERVING YOU BETTER
• Reorganized the Distribution Center to include Denton Municipal Electric logistics staff,
consolidating resources, creating efficiencies, and cross-training staff to better serve
citizens and ratepayers.
LOOKING AHEAD
• Implement a business process tool for the solicitation process to increase transparency and
visibility of the purchasing process.
• Implement a contract management software to automate tracking and reporting of contract
deliverables and expenditures.
• Implement commodity codes in financial procurement software, allowing staff to better
understand spending practices.
• Produce ethics and compliance training for all City staff, focusing on the City's core values
in everyday decision making and situations.
36
HUMAN RESOURCES
The Human Resources Department is a partner that provides departments within the
organization advice, support, and recommendations to effectively utilize and manage the
City's human resources. The Department's strategic role is to provide an avenue by which
managers can attract and retain quality employees.
TOP ACCOMPLISHMENTS
• Revamped the staff training program, including the addition of more online training options
and increased supervisor training requirements.
• Coordinated with Denton Police Department to conduct active shooter training for various
work sites.
• Fully implemented the online Risk Management Information System, Learning Management
System, and Performance Management System, to streamline processes, make information
more accessible, and save staff time.
• Remained a resource for participants of the Leadership Excellence and Enhancement
Program, a project-based professional development program for City staff.
HUMAN RESOURCES HELD 136 TRAINING CLASSES
FOR 1,902 PARTICIPANTS
SERVING YOU BETTER
• Developed online forms in an effort to improve efficiencies, eliminate redundancies, and
save staff time.
• Hired a new Claims Administrator and reviewed the liability claims process.
• Undergoing a comprehensive policy review of all Human Resources and Risk Management
policies, ensuring they are up to date, and making changes when needed.
LOOKING AHEAD
• Work with Technology Services to explore Human Resources information solutions.
• Explore long-term solutions for the City's employee clinic, ensuring that the space meets
our needs.
• Develop a strategic plan for the safety program to address challenges identified by
department heads.
37
TECHNOLOGY SERVICES
The Technology Services Department contributes to an efficient and productive City
government by integrating people, processes, and technologies. Technology Services
leverages state-of-the-art tools, methods, and strategic partnerships to provide solutions
that deliver quality services to our community.
TOP ACCOMPLISHMENTS
• Completed refresh of Cisco Network Phase II, enabling continued use of the network,
which provides mission critical support pathways for all departments.
• Decommissioned 38 applications, including consolidating software with existing
applications.
• Upgraded or replaced a number of software systems, including the DME customer
dashboard, the Parks & Rec payment system, and the public-facing streetlight outage map.
• Worked with the Water, Wastewater, Streets, and Communications Office to create a public
construction information portal and map.
• Completed an assessment to develop a digital roadmap to capture and explore initiatives
that will create value for stakeholders.
SERVING YOU BETTER
• Developed a centralized technology return on investment and business justification model.
• Reorganized staff to include GIS and DME communications teams to facilitate better
communication, organizational efficiency, and cost savings.
• Established a work priority system on incidents and services requests based on impact and
urgency.
YEAR,LAST THE CITY HAD 2,317,007,811
THREATS BLOCKED ON THE FIREWALL
LOOKING AHEAD
• Evaluate the radio/communications operation to include a five-year plan, cost allocation
methods, and fiber model.
• Upgrade the City's enterprise resource planning software to ensure availability of upgrades,
software fixes, and access to support resources.
• Complete Phase III of the Cisco Network refresh to provide better collaborative network
access, telecommunications, data communications, and computer performance.
• Install over 1,400 new computers at City facilities to maintain reliable operation and support
by the manufacturer.
38
LEGAL
The Legal Department serves as general counsel to the City of Denton and provides
transactional, advisory, and litigation services in support of the City Council, City Boards,
and City staff. The Department further approves all proposed ordinances before the
City Council, drafts all proposed ordinances granting franchises, and inspects and reviews
papers, documents, contracts, and other instruments in which the City may be interested.
TOP ACCOMPLISHMENTS
• Successfully resolved lawsuits in favor of the City of Denton on claims against City
departments, including handling many through an on-staff litigator.
• Awarded Municipal Law Certification by the Texas City Attorney's Association for both the
City Attorney's Office and all of the individual City attorneys.
MUNICIPALPROSECUTORS
PROSECUTING
MISDEMEANOR TRAFFIC, STATE LAW, AND
CITY ORDINANCE VIOLATIONS
SERVING YOU BETTER
• Worked with the City Manager's Office to develop a contract administration process to
prioritize all contract requests made through the City Attorney's Office, reducing the
average time to process requests.
• Worked with the Economic Development Department to create incentive agreement
templates to ensure developers understand the City's requirements and expectations.
• Moved all real estate transactions in-house, resulting in cost savings.
• Assisted the Procurement and Compliance Department with updating purchasing contracts
and strengthening provisions to better protect the City and expedite construction projects.
• Increased monitoring of projects referred to outside legal counsel, reducing legal
expenditures.
LOOKING AHEAD
• Work with the Technology Services Department to create an internal performance metric
system to evaluate staffing levels and efficiency.
• Work with Communications staff to design and create a City Attorney's Office webpage
to provide citizens information regarding the duties and responsibilities of the
City Attorney's Office.
39
MUNICIPAL JUDGE'S OFFICE
The Municipal Judge's Office performs all discretionary functions of an independent judiciary
on behalf of the City of Denton. As required by law, the judge presides over all trials or hearings
held in the Denton Municipal Court. Judicial functions include: jury trials, non jury (bench) trials,
pre-trials, bonds, summons, plea dockets, bond forfeiture hearings, "indigency" determinations,
payment plans, compliance and default hearings, and juvenile pleas.
TOP ACCOMPLISHMENTS
• Developed policies and procedures for warrant recall and appearance for any defendant
voluntarily appearing before the Court to dispose of outstanding cases, without arrest or
necessity of bond.
• Refined jail processes to streamline release of any defendants who have been arrested on
Denton Municipal Court warrants within 24 hours after arrest.
• Streamlined forms and instructions and developed less intrusive extension applications for
use by defendants requesting additional time to pay in conformity with changes in state law.
• Created additional "open dockets" for any defendant with business before the court,
without appointment or requirement of bond, regardless of case status.
• Identified critical need requirements for courtroom improvements and technological
solutions for evidence presentation and preservation.
SERVING YOU BETTER
• Continued to analyze and refine court case management software processes to minimize
possible duplications of effort.
• Defined Court practices and policies, eliminating surety and cash bond requirements in
order to open access to defendants without financial resources and reduce unnecessary
bond processing required of the Court Clerk's office.
• Increased judicial time allocations to increase judicial availability on all dockets while
minimizing impact on judicial personnel budgeted funds.
LOOKING AHEAD
• Explore any legal and technological impediments to an "online" or "virtual" court with the
goal of developing a court system through which a defendant can appear and dispose of
any pending case without physical appearance.
• Evaluate and revise jail processes, policies, and forms related to County and District Court
level cases for defendants arrested by the Denton Police Department to alleviate
unnecessary periods of detention and better evaluation of cases for bail considerations,
conditions of bond, and release where appropriate.
• Interact with Denton County to improve mental health processes for chronic
offenders and begin discussions regarding a pre-trial release program and nexus for
mental health care.
40
FLEET SERVICES
The Fleet Services Division is responsible for providing high quality, cost effective, preventive,
and corrective maintenance on all City vehicles and equipment. The Division also provides
an extensive preventive maintenance program to ensure dependability and safety while
minimizing downtime.
TOP ACCOMPLISHMENTS
• Adopted a green fleet policy and formed a committee to review vehicle replacements.
• Streamlined the vehicle disposal process, with Fleet Services staff now directly managing
all vehicle and equipment disposals.
• Received the Clean Cities Silver Award for the use of clean vehicle technologies, and the
reduction in petroleum use and emissions.
• Increased the number of alternative fueled vehicles to 284, or 37 percent of the City's
on-road fleet.
• Received Government Fleet Magazine's Leading Fleet Award and Governing Magazine's
"100 best Fleets" award for 2017, ranking 361" out of the top 100 fleets.
IN 2017, FLEET SERVICES TURNED
IN 1,275 TIRES AND 00 GALLONS OF
USED OIL TO BE RECYCLED
SERVING YOU BETTER
• Completed electronic integration between the parts contractor's software and Fleet's
FASTER Asset Management software, reducing duplicative data entry and improving
reconciliation reporting.
• Established an interlocal agreement with the Texas Department of Public Safety for the
maintenance and repair of their local vehicles, creating a revenue stream to help defer
costs to City departments.
• Transitioned City fleet to the use of synthetic fluids allowing for extended oil drain intervals,
reducing hazardous waste oil generation and disposal costs.
LOOKING AHEAD
• Expand motor pool rental fleet to reduce underutilized vehicles and operating department
expenses.
• Update the preventative maintenance program to extend vehicle life, increase residual
value, and reduce downtime for unexpected repairs.
41
FACILITIES MANAGEMENT
Facilities Management is responsible for the preventative maintenance and care of
49 buildings, vertical construction and renovations of all City-owned facilities, card access
systems for 28 buildings, access ID cards for all employees, and janitorial services for
36 buildings. The Department also maintains construction contracts, which includes
supervision of architects, consultants, and contractors.
TOP ACCOMPLISHMENTS
• Completed construction of Fire Station 2, the splashpark at Carl Gene Young Sr. Park, and
the wave pool at Water Works Park.
• Installed an emergency generator at the Service Center, allowing operations to continue
during power outages.
• Completed remodels at City Hall East, including in Human Resources, Technology Services,
Parks and Recreation, and Police Department areas.
• Renovated two buildings for use by Development Services, creating more customer-friendly
service areas.
FACILITIES MANAGEMENT CURRENTLY
MAINTAINS 744,001 OF SPACE
SERVING YOU BETTER
• Examining a new work order system to better track requests for service and increase reporting
capabilities.
• Examine stocking high use items through the Distribution Center to increase staff efficiency.
LOOKING AHEAD
• Complete construction of Fire Station 4 and begin construction of Fire Station 3 and
Vela Athletic Complex.
• Complete fencing at IOOF and Oakwood Cemeteries, construction of the Fire Training
Tower and Classroom facility, and renovations at City Hall East.
• Establish a conceptual plan or design for the adaptive reuse of City Hall West.
• Complete the Civic Center parking lot replacement.
DEPARTMENTTHE •
14,565 WORKORDERS IN 2017
42
A PUBLICATION OF THE CITY OF DENTON •ADA/EOE/ADEA•TDD(800)735-2989•WWW.CITYOFDENTON.COMlov
I-
cl
46
DENTON
INTEGRITY I FISCAL RESPONSIBILITY I TRANSPARENCY I OUTSTANDING CUSTOMER SERVICE
2017
A YEAR OF TRANSITION
er onne
ce
CITY HALL
C I TY OF DENTON
t
Ix/
n e
• t"
1�p roj e ct
y •la•
■
PERSONNEL
New City Manager: Todd Hileman
New City Attorney
N ew Internal Auditor
New Deputy City Manager position
Reduction in Assistant City Manager positions
New Assistant City Manager
Personnel
M City Manager: Todd Hilema
n
New City Attorney: Aaron Leal
New Internal Auditor
New Deputy City Manager position
Reduction in Assistant City Manager positions
New Assistant City Manager
Personnel
M City Manager: Todd Hileman
New City Attorney: Aaron Leal
New Internal Auditor: Umesh Dalal
New Deputy City Manager position
Reduction in Assistant City Manager positions
New Assistant City Manager
New City Manager: Todd Hileman
New City Attorney: Aaron Leal
N ew Internal Auditor: Urnesh Dalai
N ew Deputy City Manager position : Bryan Langley
Reduction in Assistant City Manager positions
9 1
New Assistant City Manager: Mario Canizares
Personnel
Consolidated utilities under General Manager
Ne w Capital Projects Department and Director
New Directors of DME and Solid Waste & Recycling
New
Directors of Libraries, Development Services, & Finance
In Process : new Director of Parks & Rec and Fire Chief
Personnel
Con
solidated utilities under General Manager
New Capital Projects Department and Director
New Directors of DME and Solid Waste & Recycling
New Directors of Libraries, Development Services, & Finance
In Process : new Director of Parks & Rec and Fire Chief
Personnel
Con
solidated utilities under General Manager
New Capital Projects Department and Director
New Directors of DME and Solid Waste & Recycling
New Directors of Libraries, Development Services, & Finance
In Process : new Director of Parks & Rec and Fire Chief
Personnel
Con
solidated utilities under General Manager
New Capital Projects Department and Director
New Directors of DME and Solid Waste & Recycling
New Directors of Libraries, Development Services, & Finance
In Process : new Director of Parks & Rec and Fire Chief
Personnel
Formed new Procurement & Comp
liance Department
Formed new Public Affairs & Intergovernmental Relations Dept.
New Core Values
Formed new Procurement & Compliance Department
Formed new Public Affairs & Intergovernmental Relations Dept.
New Core Values
Formed new Procurement & Compliance Department
Formed new Public Affairs & Intergovernmental Relations Dept.
New Core Values
INTEGRITY FISCAL RESPONSIBILITY
TRANSPARENCY OUTSTANDING CUSTOMER
SERVICE
SSE PFZOCE
S
Listening and taking actions to respond to citizen concerns
Overhauled City budget process
Renewed focus on transparency & accountability
Improved Development Services operation
Strengthened focus on Capital Projects
Processes
Listening and taking actions to respond to citizen concerns
Overhauled City budget processArN6 I
Renewed focus on transparency & accountability
Improved Development Services operation
Ellngthened focus on Capital Projects
Processes
Overhauled City budget process
-Increased transparency of budget development
-Increased focus on cost containment strategies
-Decre ase
d tax rate (almost 7%) without cutting services
-No utility rate increases
-Added 6 police officers and a crime analyst
-Funded 6 additional firefighters & put new medic in service
Processes
Listening and taking actions to respond to citizen concerns
Overhauled City budget process
tRenewed focus on transparency & accountability
Improved Development Services operation
Strengthened focus on Capital Projects
Renewed focus on transparency & accountability
-Reduced number of closed session meetings
-Expanded number of televised public meetings
-Expanded access to information on website, including posting
public archives of Informal StafF Reports & Friday Staff Reports
Processes
Listening and taking actions to respond to citizen concerns
Overhauled City budget process
Renewed focus on transparency & accountability
mproved Development Services operation
Strengthened focus on Capital Projects
Processes
Listening and taking actions to respond to citizen concerns
Overhauled City budget process
Renewed focus on transparency & accountability
Improved Development Services operation
Strengthened focus on api al Projects
PROJECTS
Focus on providing exceptional customer service
Denton Energy Center and renewable energy
Traffic & mobility improvements
Terminating projects that don't make sense
Celebrating projects that do
Projects
Focus on providing exceptional customer service
Denton Energy Center and renewable energy
Traffic maility improvements
Terminating projects that don't make sense
Celebrating projects that do
Focus on providing exceptional customer service
Denton Energy Center and renewable energy
Traffic & mobility improvements
Terminating projects that don't make sense
Celebrating projects that do
Traffic & Mobility Improvements
-35Express project completed
-US 380/University Drive
-Major capital projects
-Reconstructed 42 bond funded street segments (13.7 mi)
-Conducted maintenance on 57 street segments (18.3 mi)
-Traffic signal replacements :
-Oak & Locust Streets
-Western Boulevard & Cindy Lane
-Better coordination with our partners
Focus on providing exceptional customer service
Denton Energy Center and renewable energy
Projects
Traffic & mobility improvements
Re-e xamining projects that don't make sense
Celebrating projects that do
Re-examined Projects:
-Landfill mining
-CNG project
Completed Projects:
-Fire Station No. 2
-Wave pool at Water Works Park
-Splash park at Carl Gene Young, Sr. Park
-Skate park
-Athletic field at Fred Moore Park
PARTNERSHIPS
Partnerships
Economic Development
Strategic Initiatives
Community Partners
Economic Development
Partnerships
-Open for business
-Rayzor Ranch development
-New Embassy Suites by Hilton Denton Convention Center
-Business retention and expansions
-Peterbilt and Tetrapak
Partnerships
Economic Developme1 1
nt
CEMOSMmmi
Community Partners
Partnerships
Strategic Initiatives
-Denton County Homeless Coalition
-Monsignor King Outreach Center
-Emergency Services Grant funding restored
Partnerships
Economic Development
Stra
tegic Initiatives
Community Partners : NCTC, TWU , UNT, DISD, Chamber of
Commerce & CVB
LOOKING AHEAD
Continued commitment to core values
Development of an ethics ordinance
Traffic & mobility improvements
Major capital projects
•
Continued commitment to core values
w W IV V
Development of an ethics ordinance
Traffic & mobility improvements
Major capital projects
•
Continued commitment to core values
Development of an ethics ordinance
Traffic & mobility improvements
Major capital projects
•
Traffic & mobility improvements
-I-35E Phase 1 B
-Increased main lane capacity and intersection enhancements
-Est. completion: early 2019
-U .S. 377/Fort Worth Drive
-$29M ; est. start Fall 2018
-FM 2181 /Teasley Lane
-$37.6M ; est. completion early 2020
-FM 2499/State School Road
-$35M ; est. completion early 2018
-Total TxDOT investment: $128 million
-Enhanced signage, lighting, and sidewalks around downtown
-Cedar Street parking lot project
•
Continued commitment to core values
Development of an ethics ordinance
Traffic & mobility improvements
Major capital p
rojects ME
•
Major capital projects :
-Mayhill Road
-$57.2M ; est. completion 2020
-Bonnie Brae Street
-$64M ; est. completion 2021
-Hickory Street
-$4. 1 M ; est. completion 2019
-Intersection Improvements:
-Loop 288 and Colorado Blvd. ; Country Club and Hickory Creek Rd . ;
Dallas Dr. & Teasley Ln. ; Bell Ave. & McKinney St. ; Carroll Blvd . &
Sherman Dr.
-Denton Energy Center
Questions ?
Thanks for joining us ,.