Jul 17, 2018 City Council on 2018-07-17 10:00 AM

July 17th 2018 it is 10.01 a.m. I'll say that again 10.01 a .m. we're going to go through our agenda for our work session reports we've got agenda item number one is citizen comments on consent agenda items do we have any blue cards for consent agenda item comments don't think so then we've got two requests for clarification of agenda items list on the agenda for July 17th 2018 Councilmember Briggs all right so I was just going through this on the consent agenda item F so is this it's his mowing service and maintenance is any part of this right away maintenance that we heard that CIS is responsible for or is this something different it is a different section of right-of-ways we work closely with our community improvement services to make sure that we're not duplic ating so they do have almost a kind of an allotment of right-of-ways and we also have right-of-way that we maintain separately okay yes thank you one more yes okay the item G on playground equipment I'm just curious what we do with the old playground equipment I know some of them by some standards are still pretty good and they are usable and I'm wondering if we could donate them or sell them to Denton ISD I know that the playground equipment that they have on it some of their schools is really bad and the PTA sometimes are responsible for replacing those and as you can see they're pretty expensive so I'm just curious about what we do with them yeah I don't know specifically Denton's history of all the equipment obviously some of the equipment replacing is damaged and there's wear and tear typical lifespan of a plate structures about 15 years and a lot of our plate structures are exceeding that already so it probably wouldn't be a recommendation from our part to recycle that and reuse it typically one in my past history when contractors take that equipment they may use that for whatever they want on their own whether it's recycling the metal or not but we've never kept that in the past with an organizations I've been at I can look further for Denton's history but that equipment has exceeded its lifespan and I probably wouldn't recommend that that be a direction we'd want to head just for safety reasons okay thanks yes thank you mayor I'd like to ask that we pull out items G H and M just for brief presentations because they're visible and I think the public would be interested in hearing what 's happening could you get a little bit more specific I mean how general or how specific do you want the presentation because I mean when they come to give it need to give them some guidance what what are you thinking about brief all right anybody else anybody other clarification which one is that which one is 5c 5c okay yeah I'll be recusing myself on agenda item 5c so at that time mayor pro tem will handle the days okay no other requests for clarification on agenda seeing none we'll move on to our work session reports work session 3a received report hold discussion give staff direction regarding solid waste department's cost of service and rate design study provided by the new gen strategies and solutions good morning mayor members of City Council my name is Ethan Cox I'm the director of solid waste for the city of Denton it's my pleasure to visit with you this morning I'm gonna be seating the podium here in just a moment to mr. Dave Yankee with new gen strategies before we do I want to kind of do a little bit of groundskeeping and kind of just leave this out there in terms of what we've been through of in the last 12 to 13 months we 've basically just kind of done a complete retooling of the solid waste budget this effort began about 13 14 months ago basically took the budget apart put it back together and I think what you'll see today and as we move forward with the rates is a very clear picture of where we track our cost and what is the what the rates are basically composed of I'd be remiss if I did not think and point out the contributions by our staff our managers have done a tremendous amount of work in the past 14 months particularly Tina Eck Lee Rodriguez Scott Lipsack Nick Benson and several other members of our staff they've done a tremendous amount of work along with Dave Yankee and his team in terms of the today's presentation Dave will come up and kind of go through new gen strategies findings and then I'll return to the podium with a major response at the end but we're certainly both happy to answer questions as we go along and so with that I'll introduce Dave good morning for the record my name is Dave Yankee I'm president of the environmental practice with new gen strategies and solutions real quick I'm going to give you a little background where we come from as far as our qualifications so new gen strategies and solutions we're a 35 person financial consulting firm we focus on working with solid waste water wastewater and electric utilities in conducting cost service studies financial analysis feasibility studies so that's what we focus on I'm actually out of our Austin office real quick on my background just to give you a little background here I was the project manager for this engagement I've been conducting cost of service studies in the solid waste area since about 1993 so I've been doing it for about 25 years and that's what I focus on for a lot of clients so I come to this with a few years of doing this just a little background so let me touch briefly on the scope of analysis or the scope of what we were asked to do first of all we were asked to conduct a comprehensive cost of service study that allocates cost to all of your different solid waste services I'll show those services to you a little bit later on another slide and then develop a five year revenue requirement basically using the fiscal year 2019 budget and forecasting out through 2023 and then we calculated the revenues realized by the current rates versus the projected five-year forecast of what costs would be then we allocated those cost or calculated the rates for the residential and the commercial customers by the type of service they're provided we also looked at a market analysis specifically there we were looking at your wholesale rates you have about a hundred thousand tons of garbage a year that comes in from non-city sources your residential or commercial it's from other folks so we looked at pricing in the market and I'll talk about that and then finally we presented this presentation last week at the public utility board and so we're presenting it again today just to go into a little more detail on the test year we use the as Ethan said we use the preliminary the fiscal year 2019 budget spent a lot of time with staff and looking at those costs key part of that was forecasting out capital improvement plan for the next five years with your rolling stock etc and then allocating the cost to the different service categories this involves going in and allocating every person every piece of equipment across the different services which takes a lot of time and yes we worked with Tina and late quite a bit on that we then allocate those to the customer class classes look at your billing units and then again cost calculate the cost of service a couple highlights with regard to in developing the five-year forecast just a couple things I want to emphasize again we used the 2019 proposed budget as a starting point we made adjustments you know as necessary in looking at things as far as and again nothing major but you know again our costs gonna be a cost that continues on in the next five years or is it something that's gonna phase out we looked at everything to make sure it was representative if a normal year and going forward into the next five years key thing and this is a huge positive for the utility your annual debt service payments will decrease by about three point eight million dollars per year over the next five-year period from fiscal year 2019 to 2023 so that is a huge positive for the utility gives you some flexibility of a slide that shows that in a little more detail and then complementing that what that allows you to do is the last bullet it allows you to look at beginning to fund equipment on a pay-as-you-go basis or with cash versus short-term debt so you have the interest savings so that's a huge positive to be able to couple those two and again I have a slide that will show that in a little more detail these are the different service categories you have 22 service categories you probably didn't know you had all these service categories a lot of these services they're provided people take them for granted they don't realize everything that's there so I'm not going to go through them but under residential you have everything from the refuse collection to bulky items recycling the yard waste e-waste collection all those things under commercial front load refuse collection recycling roll-off containers etc and then over on the far right you have your disposal operations the landfill the Murph etc so again what we did is we allocated when I mentioned all the personnel and equipment they were allocated to these specific 22 service categories so everybody got allocated yes you may not know the answer to this I was surprised to see that keep getting beautiful is funded under solid waste have we always done that or is that a novel we don't do it I can address that we we did make a change to move KDB to solid waste several years ago I want to say 2011 or 12 2012 is when that was changed so prior to that it had been a general fund expense something we can certainly have additional discussions on later as well no it's a it's a good question and just to clarify that's actually very common for cities to incorporate that into the solid waste utility so we see it there quite a bit so so I'm not going to go through all of the numbers I mean I can but I don't think you want me to but what I want to highlight are some key things here and let's just focus on the bottom line so 2019 for fiscal year 2019 your net revenue requirement or operating costs these are your operating costs cash capital outlays debt service everything is right at 30 just 33 million sixty seven thousand dollars the key thing I want to highlight on this slide over the next four years that goes to thirty four point three million the bottom right corner so it's right at a 1% increase per year so it's a very very nominal increase of 1% a year the utility is able to do that in part because of some of the debt service that's rolling off and some of these other things they've been looking at but it does show and highlight what it cost to provide all the different services with regard to residential refuse recycling commercial front load you know all of those things in looking at this basically what we do we get on this slide here with the red and green we basically took the prior slide but then we allocated the cost so I'll give you an example residential collection services if you looked at the prior slide it was about 11 million it's now 12.3 million we've allocated over their portion of the landfill disposal costs about 10% of the ton nage that comes into the landfill is collected by your residential refuse trucks so the cost of disposing you know basically 10% of the landfill costs are allocated to the residential customers and incorporated into their rate we 've done that for all these if you look at a couple things I'll just mention the green and the red the green are the utilities or the services you're providing where you're over recovering with your current rates versus your cost of service the red is where you're under recovering we'll talk more about that towards the end of this presentation but I will say it's actually very common when you go in you have rates that are in place but until you actually go in and allocate every person every piece of equipment across the utility you don 't always know where you're gonna be but we'll talk about that in just a few minutes this is what I talked about if you look at the annual debt service and revenue funding you can see your current debt or the outstanding debt it's about the 8.9 million it actually declined significantly by 2023 to just under three and a half million dollars there's only new debt service phasing in that tot als by 2023 about 1.6 million so again the debt service is declining from about just under 9 million in 2019 to about 5.1 million in 2023 thank you just if you could just give us generally an idea why is that what is it that we're that we're getting done paying for it okay so it's a combination of debt for both landfill rolling stock that is rolling off in other words that especially with equipment you know a lot of times it's short-term debt five to seven year notes what have you to match the life of equipment so that is debt that's rolling off and then if you look at the bottom line which I'll talk about a little bit just shortly on the replacement fund we're moving towards equipment being paid for with cash versus debt service okay so but you can see the debt service goes down from about 9 million to 5.1 so about 3.8 million and so then what we 're incorporating and I will emphasize we spent a lot of time with staff where we looked at all the equipment that the utility has what's the life of it how frequently do you have to replace it and so we put together a capital improvement plan that forecasts out when equipment has to be replaced how much it costs so what we're showing here is and these numbers are all embedded in that revenue requirement I showed you that 33 million you can see that we're going from six hundred and twenty thousand dollars to be funded on a cash basis for equipment and we're getting it up to 750 to a million and a quarter a million eight and then to 3.3 million so this 3.3 million by that point is funded through the rates put into a reserve to purchase equipment I'll say it's a very common practice that cities strive towards to pay for their equipment on a cash basis versus issuing short-term notes final thing I'll mention on the slide with all of that going on the really good thing to look at is the bottom line fiscal year 2019 it's 9.6 million and it still is decreasing by about 1.1 1. 2 million dollars by fiscal year 2023 down to just under eight and a half million question yes so that bottom is it says total but that's total of the debt service with the replacement fund so what's the well I'm not sure what the significance of that is other than show that we're just basically reversing money's not going to debt service it's going into cash funding exactly so when you talk about that the cash funding or the replacement fund is being funded with the rates so when I look at the differences in the numbers from total debt service of 9 million to 5 million and then the replacement fund if we if we just kept rates the same in other words there's this basically a turnover a transformation from instead of those money's going to the debt service it goes into the replacement fund so you're not saying that we 're having to raise rates in order to fund that replacement fund no okay all right yeah to clarify and thank you for bringing that up to clarify when we're at 2019 and this nine million six hundred thousand dollars is in that thirty three million dollar revenue requirement that I showed you on the earlier slide so all these are incorporated into that overall cost so this is one of the benefits of moving from debt service to cash is for instance you don't have to pay interest expense on all that so it allows you to decrease the overall cost for the equipment so let's look at overall where the utility is based on the revenue requirement again that top line I showed you earlier it's about 33 million growing about 1% per year to 34.3 million then we're looking at revenues realized under your current rates so your current rates that you're charging you're under recovering about three hundred and four thousand dollars so a little less than 1% is is an under recovery in 2019 going forward with current rates your utility is going to be over recovering going forward you know next year it's about 750 thousand and then growing to about 3.7 by 2023 couple key assumptions in here is that's based on the continued growth rates occurring customers you know that are taking additional services so it's based on continued growth that you've you know been realizing but so overall the key thing I want to emphasize the utility from a cash flow standpoint and projected going forward is in good shape with the current rates there 's a little tweaking we'll talk about but overall the utility is in good shape and I'll stop right there question so when I look at this and I see that in 2023 we've had an you're calling it an over recovery so I'm what I'm gonna call it an over recovery of eight point one million dollars and within that is this transformation from debt service to cash funding right so that means when we get all when that last slide that showed that we've got three point three million in cash funding or something to that effect is that cash that 's not part of that eight point one million in other words this over recovery is that 's already been accounted for this is above and beyond so why would we not try to in those years begin to think about a rate decrease if all these assumptions pan out the way that we anticipate just sure no it's a great question so because that's almost that's almost when you look at the last year you have a tent you have an over 10% recovery of what you're projecting your revenue requirement is right so yeah let me answer that and it's a it's a very good I'd ask the same question so if we're looking at the utility again we've got all that debt service and capital is baked into that top line to 33 million grown to 34 million so that's there so this is forecasting continued growth in the system it implies no recession occurring over the next four years our crystal ball is not that good where we can project when the recess ions are going to occur the reason I mentioned that that is especially relevant to your roll-off business commercial roll-off business we've seen with cities when a recession does hit depending on the severity since a lot of the roll- off business is C&D construction demolition related you can see that business get cut to a third of its current status or half and so that would have a huge impact on this forecast so my point is this is based on going forward with current growth rates if it were to develop exactly like this that may be something you want to look at I mean that's that's up to to you folks to look at but it's definitely something worth looking at so in in whatever slide number this was slide nine you mentioned specifically commercial roll-off and so in the forecast commercial roll-off is you know 2.7 million basically give or take you know a hundred thousand or so so even if you did away with all of it you still might be so I guess it's a question for management am I correct in seeing this over and under sort of like a fund balance yes okay and we 're Ethan Cox is gonna address some of this and his presentation so okay Mr. Yankee concludes he's got a few slides and we'll talk a little bit about our approach to that but you're right all else equal you would certainly have a lot of flexibility but there are certainly risk in the future so we'll talk to you about that a little bit so then the assumptions for the forecast and revenue is this annual growth rate for front-end load commercial recycling customers is forecast 0.7 well that's recycling so what is the assumption on the forecast is it you said it's a 1% increase based based upon the slide is that what you're saying is we may experience a 1% increase in growth of customers or demand no we have the growth at a higher rate and I don't have that I think it was at about two or two and a half percent growth on the system so it's not you know outlandish or anything but yeah this is forecasting continued growth on the system and you know then over recovery in future years if everything were to play out like that so then help me understand how these were constructed then so when I see brush you revenue requirement which one of my revenue realizing okay I'm just gonna say revenue requirement so you've got about a 1% increase yes but if you have an assumption of about a 2 or 3 percent increase in growth help me understand and I'm sure it's a very easy explanation why we're only increasing revenue requirements by percent but we may be forecasting a 2 or 3 percent growth help me understand yeah so if you've got growth there a lot of the costs for a utility are fixed costs in nature right so where some of this money drops to the bottom line to allow your over recovery perfect example is the landfill if you start taking ten or twenty thousand more tons a year into that landfill it's a fixed cost business you know the compaction ratio it actually can help with that depending you know how you're getting that material so that drops to the bottom line yeah so you're saying that the the growth because it's such there's such a large fixed rate component in other words if we didn't have any trash requirements we're gonna be paying X amount of dollars just for the system so then you've got a capacity built in there that those fixed costs can absorb before you have to really begin to increase the cost based upon the growth that is exactly right yes so but that's the the where the utility is from a financial standpoint so here are the key recommendations we make we have two slides and then I'll be done we don't wreck I know you had done a recent residential rate decrease we would not recommend at this time to do any further decreases in the residential rate maintain them where they are right now we would recommend on your wholesale tonnage that comes in from say private contractors there's about a hundred thousand tons a year that comes in there we would recommend you increase that rate from twenty three dollars to twenty four fifty it would increase the revenue about a hundred and fifty thousand dollars another example that would go straight to the bottom line from that standpoint our basis for saying that are recommending that we looked at the market and most of the landfills up in this area are in the thirty to thirty five range now the caveat that's your posted gate rate but you they will landfills will cut deals with big haulers say well if you're gonna bring me 20,000 tons a year 30,000 tons a year you know we're not gonna charge you the posted gate rate of $30 will charge you $24 or whatever so in looking at the market we'd recommend that increase to 2450 councilmember Briggs so is this a section where we are receiving and accepting other cities trash because I know that that we do that and it was my understanding that they paid a lesser rate than the actual citizens so is this where where you're speaking to that yes there's there's folks like the waste connections is the biggest one and they're bringing tonnage in and so they pay this rate and then wherever they get their garbage from and so your suggestion is that we increase their rate yes okay thank you councilmember Meltzer so if if you're saying that you know we're over recovering and you know which gives us some some cushion for unknowns in the future but you're keeping two components the same and increasing one you're gonna increase over recovery versus what you just showed us is that right well if if you go and look at that over recovery this is by about a hundred and fifty thousand dollars a year to increase that cost the the reason for recommending that is that gives some financial benefit to the city these are folks that are bringing trash in from outside the city using a city asset they are still below the market rate so we'd recommend moving it up I understand that part and sounds well advised really the point of my question is whether there might be a little more room for a rate decrease on residential you know if we but it sounds like you're saying it's 150,000 which might not be noticeable in a rate right more or less we're going correct correct and and going back to that slide where we have that over recovery let me emphasize I am NOT against rate decreases but that 2019 you're still under recovering 300, 000 I'd really wait to get to 2021 before you start looking at just to make sure things are lining up the way it's looking yes question if this recommended rate increase applies to entities from outside of city of Denton why not and and I'm just asking this because I generally am wondering what would be the pros and cons why not increase it even more if that would help offset our debt if that does strictly if that increase does strictly apply to outside entities bringing trash in that you know increases our no it's it's that's a very good question because this is an issue that comes up for cities that have landfills what kind of rate do you want to charge for waste coming into the city asset from elsewhere and there's a balance there's not when we do a cost service to say here's what the cost of services for residential rates or commercial front load it's very exact because we have all the costs this is one of these when you start pricing it it's market based you know how much what's the market out there you know are we the cheapest you know what have you and then there's a balance because going back to what I said a landfill is a very fixed cost operation you got a lot of costs there before you put a ton of garbage into it and so when you get tonnage like this in it can help with covering some of the small minor incremental costs and drop revenue to the bottom line the reason we're recommending just a dollar and fifty increase versus more is we always recommend to clients that when you do this type of change you do it incrementally nothing too major because it is the market you don't want to all the sudden lose that tonnage and have someone said well it 's too expensive I'm going down the highway somewhere else that's why we recommend typically smaller incremental increases like a dollar dollar fifty that's my brief and what did you say the area around the market is comparable it's generally around thirty to thirty five dollars is the posted gate rate but again you know someone hauling large volumes will get something less than that but we're not privy to that information okay thank you sure so just a couple of quick what is our gate rate it's forty four dollars okay and do we know because I know when I've talked to people here in town who've done work for me that you know some people drive to Lewisville some city business city-owned businesses here in Denton drive to the Lewisville landfill because and I don't know if it's Louis well that owns it but it's the one out there in I believe it's waste management but it's do we know what they're getting I'm sure we looked at their costs to do in the comparisons on this do we yeah what are I don't have that handy I believe they were around the 30 I 'm again I'm gonna I'm going from memory on that so we're not I will tell you the ones we got information from no one was below where Denton is with the twenty three dollars on the wholesale on the wholesale okay gotcha yeah okay yes I'm not quite sure how to think about this but I imagine you can help to what extent is it to our benefit to be bringing in that outside tonnage I get that we're largely a fixed cost operation so that it helps fund our operation but it's also a finite resource we want to extend the life of the landfill as long as possible from a sustainability point of view so you know how do you how do you look at that trade-off you're in the environmental practice of your firm right so you know how do you weigh that it's it is a question that cities will wrestle with how much do we want to bring in and it's something that has to be decided by you know the elected officials and meeting with management and how you want to do that I will give you a couple examples though I mean we see a lot of cities that they will take some waste because it helps to cover those fixed costs to give you a point of ref I'm gonna give you two examples I was just on the phone with York County South Carolina yesterday we're doing a rate study for them they have a transfer station takes 120,000 tons a year they need to raise their rates but they 're sensitive to the market because if they go up too much some of that waste is gonna go to some competing landfills so they're increasing it they're looking at like a dollar and a half every other year for two years for them they're a county it's a little different they get waste from all over but they're balancing what that rate is because they don't want to chase off business because they have debt service on a transfer station so they want it let me give one that's probably more relevant to your situation we're working with the city of Tucson in fact we're issuing their final report Friday they take about five hundred thousand tons a year into the Los Real's landfill it's a city owned operated landfill they have a put or pay contract I was about ready to talk about put or pay contracts they have a put or pay contract with Republic for a hundred and sixty five thousand tons a year going into the city landfill and they 're paying eighteen dollars and sixty six cents a ton and the post to gate rates like thirty five dollars a ton so people look at that and there there have been discussions there what is the right balance for that city they realize they get a benefit they get over three million dollars a year from Republic that goes towards the fixed costs of the business give you a point of hopefully clarification one of the things we did for Tucson we looked at the increment what is the incremental cost to put one more ton of garbage into the landfill okay what's it cost so you're looking at cell development cell development costs the closure post closure costs you know all of those costs for that city it was about two dollars about two and a half dollars per ton is the hard cost for every new ton so they get that 1866 that other helps to cover fixed costs it 's a balance on what you want to do they have a lot of cell life they're in a huge area that they can grow so you do have to balance how much tonnage do you want to take in with how much life do you have there it is a balance yes sure thanks I don't know if that helped or not well it leads the next question okay is it conceivable based on other markets I don't know exactly how you do it to create a demand curve where you could say you know how high could you go and what penalty and tonnage would you bear you know so that you might get the same let's say the magic great answer would be if you could let's say double your price and get half the tonnage you'd still get the same revenue right right and you know and considering that you have a finite resource in the landfill you'd prefer that now now if it's now if the reality is you double your price and you get no tonnage that's not good right so is there a way to model a demand curve that would kind of keep our you know revenue intact but minimize the tonnage it's yeah it's a it's a very good point there one of the problems in dealing with garbage there are so many different haulers out there that can move haulers that get acquired and then they sell their firm and they start up a new one and it can be a one-person truck or it can be 20 trucks or 200 trucks but the garbage is it's a very fluid market actually if you look at I kind of like this stuff but if you were to look at North Central Texas C ogs map of where landfills are and transfer stations it's all moving around and depending what the price is that may move otherwise or different areas so bottom line absent the ability of doing a demand curve because you got to be able to track every person or haulers garbage where it's going and then you'd have to know what they're getting for a gate you know a rate below the gate rate because they're getting something better than the gate rate and then you have to factor in transportation costs because that's your big killer on hauling is is that piece so bottom line there are so many variables out there it's really hard to do that and with any confidence that's why we recommend doing a small incremental but you know increase over time a dollar dollar fifty per ton per year yeah councilmember Bragg's and councilmember Armitage yeah so for clarification so currently our wholesale customers are charged $23 a ton but our gate rate is $44 and so is that what our actual citizens and city of Denton businesses if they were coming to do the same thing the wholesalers are doing would pay yes okay CC I have an issue with that and I don't like the fact that our citizens are driving all the way to another landfill and then the outside people are getting an extremely better rate so I'd like to have a conversation about that and that and if I can just I I totally understand where you're coming from and so I'm not I am certainly not going to be setting policy or saying what you should do but I'll give one example then if you said okay we're gonna put it at $35 you know starting fiscal year 2019 2020 what have you you probably will lose most of that tonn age and then going back to again a fixed cost business a hundred thousand tons at $23 a ton is gonna be 2.3 million dollars of revenue you lose that again the business the cost of operating the landfill doesn't really change so there's a balance I understand what you're saying there's a balance yes my robert yeah I will second councilwoman Briggs concern about that and I would be curious to know maybe not right now from you but at some later point how could these you know rates be be played with to best serve our residents so that if anybody gets the better deal it's the residents who are also of course the citizen known the owners of our of our public utility my question and then I'm gonna follow up question based on what the answer is is that the rate our rate for tonnage is that the same rate for non recyclable weight solid waste and recyclable alike no I mean as far as your what it costs to to dispose for the carrier recyclables for commercial okay for wholesale so this is just about garbage non recyclable yes okay and and is there a difference in the cost for wholesale commercial recite from a recycling standpoint the recycling services you're providing on the commercial side you're providing commercial recycling services within the city so you have your commercial front load you have some commercial roll off you know with the big roll off containers that are taking their recyclables to the material recovery facility operated by crap so we've identified those costs totally different costs I see I see because this oh go ahead because the landfill has all the costs associated with cell construction closure post closure costs which you have to fund and then you know the big heavy equipment that operates at the landfill versus and so we identify all those costs to come up with here's the cost service and then in comparison for the recycling we look at okay Pratt they have their contract to take the recyclables what is the cost of all the different pieces of equipment the city operates front load trucks roll off to take the recyclables to Pratt and so those costs create a different guy got it so two different operations obviously in this same department with different kinds of service costs and also as I understand it different customers and so is it correct that we generally don't accept recycling from outside entities that are the commercial recycling tends to be people who use our facility for commercial recycling tends to be from in the city I think I know but I'm gonna let okay okay yeah from a recycling standpoint we actually have a partnership with an on-site Murph it's material processing facility Pratt and so they deal with a lot of commercial recycling from outside the work outside the city we don't process it as a department okay just just one kind of just to follow up statement request for for staff something to look into you I'm wondering if we were to expand our recycling and do more recycling on site getting you know whole set basically doing for recycling what we do for garbage I wonder if that's a situation where we could offer a super competitive rate to get more customers to get a lot of customers there and then up the rate even higher here so you know so we would become you know more of a basically it would be a different emphasis on the service that we do less garbage coming in from else from outside the city and more recycling sure so on the recycling side one of the challenges right now and I was just speaking to a city in New Mexico two weeks ago that they want us to do a recycling feasibility study what would it cost to get into that business right now the markets are at all-time worse levels because of China and they're banning recycl ables that they don't want the recyclables that the Murph's you know your material recovery facilities here a lot of that material would be shipped overseas to China China doesn't want to take it anymore they've cut back drastically as a result OCC cork cork getting cardboard prices are pretty good but mixed paper you know your newspapers for anybody that still reads a newspaper I read to every day but for mixed newspapers and and white paper the prices are down at like five dollars a ton it had been at eighty dollars a ton a year ago point is the recite the recyclable market is so terrible right now that the ones that are successful and that's a good thing with Pratt they have ties to end markets where they take their materials so they need the material but the pricing for commodities is really challenging right now so that's one of the challenges I would mention the other is with Pratt with their contract they operate the Murph and my understanding is they operate it they you know you the city got a very good deal to have it put there and your recyclables taken care of at a very good deal but it gives them flexibility to bring in other materials so if you were to bring in more material you wouldn't necessarily benefit from it because you already got a really good deal from them if that kind of helps yes thank you sure I will just tell you this market issue it is one that cities will wrestle with do we want to be a major collector of waste from other parts around you know outside the city or do we just want it just have our waste and no more and it's it's something that has to be decided ultimately by by council a couple questions on your slide we spent a lot of time talking about outside trash so on your slide nine is is that figure part of the disposal operations but wherein here is is the wholesale is the trash that's dude let me let me back up do we have a figure for what revenue is generated by citizen gate presence other words people who bring citizens of Denton who are bringing the trash and they're paying the gate rate do we have that number and secondly where in this revenue requirement is the number you're talking about as far as the wholesale sure so let me answer in couple pieces so in looking at this revenue requirement this is the 33 million dollars and 33 million sixty seven thousand dollars all operating costs cash capital outlays debt service all your costs to operate your solid waste utility okay so that disposal operations number that's seven million two hundred eighty two thousand that you see for disposal that is the cost of operating the landfill so that's your cash capital outlays debt service that's the cost of operating the landfill then that cost gets recovered right from everyone we're talking about yeah so and and I think these are good questions because I certainly understand the concern with a gate rate you know if I take a pickup full of debris or a trader full of furniture or something out there and I'm paying 44 bucks a ton and then people who are hauling in but you've got to you've got to look at this not in that kind of piecemeal fashion because we could lower the gate rate we could raise the other one and the effect you got to find where the effect of that could be that we have to raise rates because we don't have enough revenue so it's a delicate balancing act of understanding okay what is our mission we have to obviously define our mission and do we want the citizens to pay more for a change of mission or an increase in cost so to me it's about cash flow so yeah we could if we could lower the rates for citizens at the gate rate and it's a zero-sum game between raising the rate for wholesale trash well that's that's but that's just what we don't know and so that's that's I think what they're asking for is some kind of analysis of that because if you're taking and that's why I want to know the number for how much revenue do we get from citizen brought trash paid at the gate rate you got that okay well you can wait to present it when you come up yeah so I don't want to get ahead of it yes come from a Melzer I think where we'd want to end up as a next step on the wholesale piece first we ought to know geographically where most of that outside stuff is coming from and and we ought to be able to have some idea then of that their transportation cost for their next best alternative so I think where we'd want to be is you know the other guys rate plus the transportation cost so they'd be indifferent you know right and as a first step and then you know because I get your point about not wanting to sort of shock the market you know you want to see if you can push the revenue up and push the rates up and keep the revenue right and and I and I think we want to keep moving in that direction you know monitor closely are we keeping the revenue and losing tonnage but you know without that's shocking them into making alternative decisions yes small point added on to that I agree and I would recommend some form of a survey to our wholesale dumping customers on why D on why they come to Denton you know why they use Denton as opposed to elsewhere that that would give us some really interesting feedback I mean my assumption would be that you know location is a big determinant you know I don't know maybe for some of them there's some things that we can expect so if there's not if that would be something simple to do I'd be curious what the results would be and then we could factor that in as we think about who our customers are and why they come here instead of trying to second-guess okay so the the sub bullet there one of the things we've mentioned with the wholesale contracts then is we would recommend also that you consider the benefit of putting in place put or pay contracts if you're familiar with taker pay contracts for water put or pay is the same thing so let's say waste connection says hey we're gonna bring 70,000 tons a year to you and you say okay fine we'll let you do that for 2450 and they only bring 65,000 they still pay you for 70,000 tons it's a very common practice in the industry again we'd recommend maintaining the commercial dumpster rates and maybe looking at some other options with what we call a traditional matrix Ethan will talk about that here in a little bit and then just finally some other things is inventorying cut container counts just double checking container counts for the customers residential but also the commercial refuse and recycling since those are key to your billing and revenue forecasts and then tracking the tonnage as well at the BMR and composting facility we would recommend any over recoveries to the extent you get into 2020-2021 and you're over recovering we'd recommend that that money be set aside in a separate fund or replacement fund was what we'd recommend for equipment so you can again pay cash versus debt service keeping in mind it also could be used you've got a new landfill cell you'll be developing in 2024 and those were really all the the key things I wanted to address questions comments thank you very much appreciate it thank you the presentation I'm glad that Dave got all the hard questions save the softballs for me please so thank you Dave again tremendous amount of work on his part our staff's part to get to the point to where we are now and it's as you can tell there's a number of complex issues here by no means is this discussion finished I think this is just kind of the first step and more involved process so I do have a few slides today just kind of in response to new Jen's recommendations mr. mayor you asked a second ago what's the mission and I wanted to kind of put this on the board is our goal is staff and we were certainly open to changes in this is we have a rate design that has cost recovery through equitable rates for everyone that we're doing business with doesn't mean that subsidization doesn't exist but we want to make sure that it's targeted where counsels comfortable with in a manner that benefits our citizens our ratepayers the folks that we want to take care of so there is some sub rate subsidization that's happening between and within rate classes I'll provide just a snippet of those here in just a moment but you all hit on one that has our attention as well that's the gate rate versus the wholesale rates and I'll just emphasize that as staff we agree 100% with everything that's been put on the record I think the question becomes is how do we get there and the market is going to respond as we make adjustments to rates and we have to be sensitive to that and like like Dave said make those incremental adjust adjustments so we protect the the financial health of the fund so our approach if we're all on the same page of equitable rate design our approach is to maintain the funds financial health we've reduced our reliance on debt funding we'd like to continue to do that it affords us a lot more flexibility essentially we're not going to be issuing debt for the next two years and a lot of the accelerated equipment purchases and stuff that you'll hear about from Terry in just a moment we're all doing that with existing debt and so we are in a very enviable position from a financial standpoint at the fund it should give us enough flexibility to address some of the issues that we put out there today as a follow-up to the Blue Ridge discussion that you all had a couple weeks ago we are going to be looking to improve operational efficiencies that may be an area where we can achieve additional rate decreases as well as evaluating subsidized programs and services note that doesn't mean that we're talking about eliminating things it may be that we need to retool something or that we take a different approach in terms of our rate design essentially what's happening with some of these and I'll just kind of transition to that here in just a moment is we have programs that everyone's paying for but only a small fraction or percentage of our customers are using and we're not saying that's good bad or otherwise but that is certainly a strategy policy decision and we just want to make sure that that's all on the table and that we take council direction on where we want to go with those I want to thank councilmember Melcer he brought this up and this is actually a question that kind of spurred the cost of service study to begin with it was you know what is the cost for curbside disposal versus the disposal that's crossing the scales and so what we put up here on the board is basically proportionate tonnage versus proportionate revenue by customer classes and so the green bar there is your tonnage that we accept at the landfill and then the blue bar is the proportionate revenue that we realize from each of those customer classes for simplicity we've combined wholesale and retail here we've talked about that already ideally what we like to see is that these are pretty close waste handling waste at the landfill not all waste is created equally so there's not always a direct correlation between tonnage and revenue I'll give you an example is accepting regular municipal solid waste it can be fairly dense and so the weight on that might be heavier than say a mattress that you may be accepting but the cost to process the mattress and dispose of that is actually much higher and so there's not always a one-to-one correlation on this Councilmember Braggs and then Councilmember Milner my question was on the last the page before you were talking about programs and services I'm just wondering if you could give us the public and a couple of what what you're specifically talking about I will have two slides on that in just a minute oh it's in the okay thank you go ahead Councilmember Nolte yeah I was you know nodding as if I understood then I realized I did not really understand what's the difference between commercial and wholesale retail I get the point of the slide that you know commercial is in effect and residential to a lesser extent is subsidizing wholesale and retail but I don't actually know what the difference is between they sound like the same thing okay yeah I'll carve out that distinction so residential and commercial this is what our trucks collect curbside this is the tonnage that is entered into the facility via city of Denton truck wholesale and retail is basically customers showing up at the scales with their own vehicle in the case of wholesale that's your large outside haulers with retail it can be a mix in some cases that will be your residents in some cases it's local businesses and other cases it may be smaller haulers from outside the community and so that's that's kind of the distinction there does that make sense I want to make sure I'm tracking so commercial is what our trucks bring in it is but they're bringing in residential trash but what you're calling residential is individuals coming to the gate yes residential we have two different collection systems in our department that's okay it's a good question our residential routes they collect from all the single-family homes in the community our commercial routes collect from multi- family businesses institutions like the city of Denton those are all collected via commercial routes anyone that shows up at the scales outside of the city of Denton they get classified either as wholesale or retail okay thank you so I think the other question that came up was where would we like to see this mix okay where would we like to see this mix at an aggregate level you'd like to see your tonnage be somewhat close tracking with your revenue from a proportionate basis it doesn't mean that there won't be some subsidization but we want that to be targeted subsidization and that it benefits the folks that we want to benefit from this namely our residences and our businesses yeah and I just want to point out for the members of the public who are here and anybody watching that you know if you look at this and this is just to pat our residents on the back if you look at this chart I mean yes it shows that you know commercial and wholesale bring in a lot more revenue for the landfill but you can see obviously how little we as residents how little trash we produce compared to also percentage wise in our landfill you know compared to commercial operations and of course the same is true in in our electric department as well and I just mentioned this to you know pat our residents on the back because there's so much emphasis on what we can do as consumers and residents you know to stop wasting and make a difference in the environment and all that is really great but when you look at this you can see really what that we have a pretty small foot we as individual residents have a pretty small footprint so I just think it's important that that people understand that and that we you know figure out a way to to go back to the point councilwoman Br iggs was making before that we can reward our find a way to in terms of that balance that you were talking about as well to reward our residents for their really relatively low consumption small contributing to our our landfill and our small production rather of trash you know in a way that keeps their rates low so do you have the figure for the I do I do and so again I combine wholesale and retail here for simplicity but if you were to break those two apart essentially what you're looking at from a tonnage standpoint retail is about 41% of the tonnage but makes up about 57% of our revenue at the scales that's about 3.1 million dollars and as Dave said when he was at the podium our wholesale is about 2.3 million dollars on an annual basis from revenues what's the tonnage on that on the wholesale 101 thousand 662 sorry percentage because you said the retail was 41% so that the wholesale would be 59% yes all right so in terms of our approach of addressing rate subsidization this is kind of what we're proposing for each rate class and tracks very similar to what Dave said at the podium for residential we do recommend maintaining rates at existing levels I will address kind of some of the programs and operational efficiencies on the next slide just as a refres her and Terry cater from our fleet department is going to come up speak to this in just a moment we do have some areas of opportunity in both residential refuse and recycling improved routing fleet maintenance we can probably reduce some operational costs there in addition we also want to assess and seek direction on some of the underperforming programs that are being subsid ized for commercial we have a lot of areas of opportunity here we want to simplify the rate structure address the over recovery that's happening as they put up on the screen short term what we plan to do on that is utilize some of our excess reserves to reduce some of the over recovering rates that are most substantial we'll be bringing that forward to counsel in the next few weeks as we bring our proposed rates long term as recommended is we will slowly adjust those rates toward cost recovery and essentially the leverage that you use there is not only reducing expenses and cost but also adjusting to the market on your pricing in some areas of the operation it's not just landfill that's exposed to market risk we also compete commercial recycling that's a competitive market and we also have a lot of special types of waste like sludge and some other things that get brought into our facility we believe there's some areas of opportunity there that we can leverage and perhaps accelerate some of the rate correction strategies councilman breaks has a question so on the on the chart commercial was tonnage was really high and then I'm looking and I think we are we overcharging for commercial recycling was that part of the rate study I'm not sure I'd have to take a look at that that the challenging part about commercial at an aggregate it's over collecting but within the commercial rate structure some fun some rates are over collecting some are under collecting so it's not a blanket answer that's something that we intend to address and kind of fold into this rate correction strategy ultimately I think one of the questions that came through an email was what's the timeline for this the answer right now is we're not sure we're still unpacking our existing rates trying to do a gap analysis to see where we need to be and then I think once we get there then we'll bring back the the correction strategy for you all to consider well just looking at the the tonnage for residential being so much lower I feel like it's because we have a really great recycling program and and rate for our residential customers and so I'd also kind of like to to see that figured in as well okay with the commercial sure we can certainly look at that in terms of landfill we've talked a bit about this already address subsidization while remaining competitive in the market I do think it when you look out three to four years this discussion of do we accept outside waste if so what's the price we do have quite a bit of flexibility financially as you can see with the the bottom line as you get to the out years what that will afford us the opportunity to do is have that type of policy discussion with council is do you want to accept it right now we probably can't contend with a 2.3 million dollar hole in our budget if we were to step away from wholesale but two or three years from now we will certainly have that leverage if that's what we want to do and it really becomes a strategic discussion for council on where do we want to be and if we want outside waste in here what's the price for utilizing our asset in addition there are some additional subsidized operations still at the landfill we talked about those during the the Blue Ridge discussion BMR and rubble processing to kind of give you an idea of how cost of service kind of tracks this is one of our residential cart services and it kind of gives you a pie chart and a breakout of where a monthly bills cost go by and large most of this is centered around recycling collection and refuse collection which we consider core services and then you fold in disposal so landfill cost for a resident with a large cart it's about two dollars and eighty nine cents a month down to a small cart it's about a dollar forty five then you get into some of your ancillary services like yard waste and brush collection on chemical collection bulky items here's the BMR and rubble I have that highlighted red because understand residents don't necessarily get any benefit out of that service however when we have an operation that's that's losing financially or is not recovering its cost basically that gets allocated out to the other service categories we also have the KDB which was mentioned earlier at 64 cents a month and then you have your franchise fees and administrative overhead so as we go through kind of and talk about some of these programs and such really what we want to look at is how do we balance the value of it we want to put it on the table to make sure that the council understands here's the benefit here's the purpose of this program here's the value it's providing how many people are using it and here's the associated cost and again that discussion is not necessarily to curb a program or to remove it and maybe do we want to try to tackle a different way of providing that service and trying to get a little bit more efficient councilman Ryan the councilman Riggs when you have up there the disposal cost does that include is that simply what goes into the landfill or does that include where is the so I guess the yard waste the cost of processing the yard waste is built into that 539 we don't actually process the yard waste that's with beneficial reuse and they recover their costs through the dino dirt and composting operation this is strictly for the collection okay councilman Briggs on keep it beautiful public outreach do other keep whatever city beautifuls do that is that normal for that to come out of residential rates I mean is this typical of what other cities are doing we typically try to allocate you know where we're the benefits being derived and we can certainly go back and I think this is is this allocated directly to commercial as well or just residential so it's allocated across the board is spread as overhead am I misremembering or did we not discuss BMR and what my recollection is is that we concluded that that that evaluation would go through the environment committee but that in the interim that we would revert to the status quo ante and and have self sorting you know rather than do the current the current process is that is that still the direction or it is it is in the Friday report I provided an update on on that so if you pull that out it we're planning to launch that next Monday in terms of the public disposal area as well as the recycling drop-off the downside to the the kind of temporary approach to that is you don't really get to extract much cost now understand too much like landfill mining even if we had direction today that we're gonna step away from this operation it's kind of the effect of debt service it takes a little while for that to taper off and so just a rough estimate would be that we would be able to extract ourselves from 67 to 70 percent of this cost within the next three to five years and that's just kind of the step down effect of the debt service so question I think we used to now correct me if I'm wrong when I see bulky items and I see I guess HCC is household chemical collection also can like paints and stuff like that they also do electronic pickup appliances things of that nature so did we used to charge for that specific individually I thought there are some charges now home chemical collection does not have a charge that's provided as a bundle service right for certain pieces of electronics televisions things like that there is a reason because it's like if they have free on or something like that for refrigerators yes and then electronics I believe there's a $25 service fee at the curb and bulky item is not that's free of charge okay I guess the reason I say that I asked the question is because obviously I mean you probably have the data how many of those types of pickups we do based upon our residential count right and and I don't know what that number is so my thought was if that number is real low then in essence everybody's sort of subsidizing this small program whereas if you don't need it you're paying for it and then if you did need it you're paying for it in the subsidy and if you don't need it you're still paying for it in the substance I think at one point we had maybe not with household chemical but I thought with bulky items maybe you 're allowed some and if you have more than that you get there's a fee yeah typically with bulky items and that's what actually one of our ancillary services that's that's performing very well kind of the trade-off there and why it 's built like it is today is you try to curb illegal dumping is really what sure no understand that yeah that's not a criticism I'm just trying to understand no no no but that's that's a good example of a program even if it has a small percentage it helps the cost is relatively low to the value you delivered so as you look at some of these other programs we certainly have participation numbers on it I think the thing that we would come back to counsel with on an analysis is how much do you save by ret ooling and trying to make a different approach on chemical collections a great example if we just do drop-off instead of coming by and picking it up you're really not going to save that much money but what you try to do then is expand your your reach and how do we get more participation out of this program to up the value of it I think yard waste is an interesting study because it has a very seasonal effect but it's it's a lot of fixed costs and so the cost is kind of there year-round and so I think all these are going to be kind of an interesting discussion and we want to make sure that we kind of put some options on the table for council to consider yes I want to say regarding the home chemical collection I would strongly encourage and this is reiterating something I said last time with the blue ridge study that where we have underperform ing programs that are important to us that we value as a city that we up education and make sure that we are retaining staff who do education and who are reaching out to the community to to up those levels and I would also add that even even at the current level and I admit it is too low and we need more people to know about our hazardous chemical collection services these services are still benefiting everybody all of us because we're all benefiting in a way that's hard to quantify but by not having these hazardous chemicals in in our in our water in our air having a go to you know places where it can be contained and disposed of safely so that's something that we all benefit from so you mentioned I think is a couple months back about a pilot program where you were gonna because I know what the home chemical collection you're limited I mean let's say you're dealing with paint you can put out I think I think the maximum at each time is I think 10 gallons or something like that but I thought we were gonna look at a pilot program where it was a drop-off somebody had more than that that you know if his commercial instead of them throwing in the dumpster which then goes in the landfill that if they want to come by and drop it off somewhere they can do that did we ever we do and I don't have the data with me mr. mayor but we're seeing about 10 drop-offs a day give or take and that's just out at the landfill and that's just out at the landfill we have some signage out there that directs and we'll be also instit uting some signage for the public disposal and for soccer thank you so in terms of the programs again this is just kind of a rehash of what we talked about Blue Ridge however we want to reiterate our proposed approach for each of those programs is we are gonna be performing additional analysis that includes feasibility what's the purpose of the program is it meeting those needs as well as kind of the financial analysis which we've gotten a lot of today we'll also present the results to the committee of the environment public utilities board council at your direction and then we'll also kind of move forward from there the schedule discussions that we have is posted up here on the board as well we do want to read this at the BMR and the rebel processing what we'd like to do is have about three months under our belt with the new configuration see how that's working come back and get some guidance from the council yard waste is also in the first quarter as well as recycling and then we have the home chemical collection and bulky items in quarter two and the enhanced leachate recirculation system in quarter three councilmember Melzer I would just like to offer a thought for preparation for when you come back on the home chemical collection if they're maybe you've already done this I'll put it out there when you think about the communication strategies I think probably you know 99 percent plus of the time people aren't thinking about their home chemicals nor nor will they no matter how loudly we talk about it because it's only gonna matter when you've got home chemicals to dispose of your so if there's you know if there are strategies and I'm not saying I know what they are yet but I'm kind of putting this out as a as a maybe like a challenge you know think of strategies but I think of strategies that would target maybe citizens at the point where they consume chemicals just some way to speak to them when right when they actually care about it because you know putting stuff in the you know the electric rate the electric bills and so on it's you know I think it's largely not hitting people at a time where they're gonna be receptive to them I think that's a great point and in the area the areas of opportunity or something we want to be sensitive to is you know we're to University town and not not that a college students tend to accumulate chemicals but when you move in or you move out of a home that's typically when the garage gets cleaned out and some of that stuff is available for disposal and we definitely have some opportunities we acknowledge that in terms of the outreach and communication and so we're definitely gonna ramp that up in addition we also have the possibility of going regional and introducing a revenue stream into that we wanted to kind of get our feet under us with our citizens first to make sure we can service them and then we can certainly go back and explore that down the road point will take us just for right now anyway I really like that idea of expanding home chemical collection as an added source of revenue and in in in addition to increasing customer awareness it just kind of two suggestions about ways to increase awareness one advertising on you know television and radio and then another through our schools and and I don't mean just educating children for the future generations but I mean so that kids are because kids love recycling and science teachers love having projects especially with this new I mean we're doing it with roots and shoots programs you know the root the Jane Goodall program that we're doing through the schools something where kids are coming home saying guess what mom and dad you know these these medicines and and paints that you have here you know this you know you're disposing them wrong here's how you need to do it right I mean there's nobody like a kid to guilt trip you into to doing things the right way so I would strongly suggest that as well and I think the teachers would love having that opportunity you know to elementary I'm thinking some elementary bit of high school to partner with the city in addition to the universities on that thank you in terms of next steps like I mentioned earlier we do need to complete the rate design we're in process of that right now we should be circling back with the council within the next few weeks to have that discussion new gen is also gonna be wrapping up the market study in addition to studying some of the landfills are also gonna be looking at some of our special ways some of the things that require some special handling for us we're gonna partner with Nugent as well to kind of craft that rate correction strategy that'll be complete with timelines and kind of the incremental adjustments and we definitely want to get council input on how do we want to go about that and implement it in addition our department budget will be going to the public utilities board on July 23rd and then we will be circling back with council in early August to have our budget discussion as well and with that I'll stand for any additional questions you have any additional questions yes just a request because the the chart that you showed is not in our backup and I didn't see it if you could just send that to us or or upload it to the backup on the agenda thank you I will do that any other questions yeah to what extent now we received something about this on our council Friday report can you speak to to what extent are the plans for for staff restructuring to what extent do they factor into projections you know both in this response presentation and and the previous presentation in terms of budget projections expenses so when we come back with our budget we'll be recommending a reduction in of 10 FTEs now the vast majority of that was achieved through programs that we just continued last year so you had landfill mining being the big one and so we do want to maintain some budget flex or some personnel flex ibilities we go through our restructure as a matter of fact fleet service is going to come up in a moment we have an existing vacancy that we're going to be proposing converting to a fleet technician we'll certainly dive into that as we get through the budget discussions but all that is fully baked into these projections that you received today yeah that's thank you that's my understanding and you know because I know that that that there things have happening now and even you know plans for towards the end of June to begin this restructuring process I want to take this opportunity since it is factored into these calculations just to say you know I'm I 'm concerned about about staff morale of course you know anytime you talk about restructuring there's going to be a crisis in staff morale so I just want to emphasize not just me happen myself but for all of our citizens who value so much the services that our landfill provides even the ones that are that are being being underused that that that care be taken to retain the the talent that we have and to keep up morale to try to raise morale as we're rest ructuring and letting people know that we really value their talent and that we don't see staff as just a burden and an extra cost but really is essential to what we do I'd like to take this moment to emphasize that in no way shape or form do we see our staff as a as a burden or an expense our staff is what makes what we do every day possible and so I understand the concerns in terms of a restructuring these are always difficult processes to get through and I think we've done our best to take the ultimate cares we kind of work through this doesn't mean it's going to be easy I think the end goal in terms of the rest ructuring is to allocate our resources where we need them the most I think you'll get some of that when Terry comes up and as it kind of relates back to Blue Ridge is we have positions that are needed in some areas of the organization that aren 't currently being funded and so we're using this as a means to address those issues in addition to that I would just say that as we go through the even I 've just gotten word from the city attorney that we're sort of getting we're sort of getting into more personnel issues and and so I think the budget question was addressed as far as it baked in and isn't only a personnel issue if you mentioned specific personnel well the the personnel issue it's starting to get into the budget discussion which in my understanding you're coming before the council on August 2nd when these questions about personnel restruct uring would probably be the best time to address those issues rather through a the cost of service and rate design study that's being presented today okay well I was well anyway thank you for answering that and I was just since I know that that that that restructuring is already beginning I wanted to just have that opportunity to address in public but thank you thank you so much for that appreciate it thank you all right we're gonna take a five minute break before we come up for the next one welcome everybody back to this meeting of the Dent City Council on Tuesday July the 17th 2018 it is 1137 and we're on agenda item number two receive report hold discussion of our work session excuse me agenda item number two of our work session receive report hold discussion give staff direction regarding an action plan in response to solid waste fleet maintenance recommendations contained in an operational review performed by Blue Ridge Services good morning mayor one of members of council as promised I'm Terry cater fleet services superintendent I'm going to continue discussion on solid waste but I'm gonna shift gears here a little bit and talk about refuse truck maintenance so we want to address some of the recommendations that came about as a result of the Blue Ridge study there were a couple of areas that they looked at that that we want to address they made some recommendations and we want to bring a couple of the solutions to you that we've come up with both immediate and some long-term areas as well so one of the things that we looked at was reducing truck overloading we know it some trucks come across the scales on some routes they're overweight and this of course is very harsh on the trucks and damaging to the suspension system so we want to monitor that scale data on a daily basis and Ethan's group is working on some performance measures to put in place to remind operators that there is a weight limit on the truck and to keep them within that weight limit as they come across the scales on the pre and post-trip inspections we currently use a paper system and what we're proposing to do is upgrade that to an electronic format and what that will do is give us real-time notification us fleet services as well as their supervisors that there are issues with the truck and we could get those queued up and get the parts ordered in and queue those in place for the maintenance activity that needs to be performed and we think that'll just give us a little bit of heads up and and allow us to schedule those in better so it'll really enhance the repair process we've looked at revising our repair processes just to the whole focus here is to reduce the downtime of the trucks and to give Ethan's group better availability of the refuse truck so in light of the fact that we have limited repair space in the shop our base base is maxed out we were looking at double teaming trucks as they come into the shop using an experienced technician along with one of the inter-level folks that we have on staff that'll do two things it'll get the truck out quicker it'll also allow us to cross-train and bring those young technicians up to speed a little bit quicker as well we want to be looking at the use of our overtime and making sure that we can do that productively make sure we have the parts in stock before we schedule over time on the trucks and also if a trucks in the shop just extend the shift for those technicians that are currently working on the truck to get the truck out and especially in a case where we have parts in hand we 're just short of time we can allow those texts to stay over finish the truck and it could be back on the route the next morning we're also looking at implementing a quick service lane what that will do is allow the drivers to come by the shop in the mornings as they pull out when they find a minor or safety related issue with their truck we can if it takes less than 15 minutes we'll dedicate technicians to that quick service lane and allow them to change out light bulbs mirrors headlights those kind of things that could be a safety issue on the route we want to make sure that that's first and foremost and then any non safety related stuff we can schedule schedule them at a later time and that'll also allow us to get those parts up and schedule the trucks so we'll have advanced notice on that as well we've we currently outsource some repairs to mobile technicians on the chassis side but the major problem that we're having right now with the refuse collection trucks is on the body side of the truck so we've contacted the manufacturer of the trucks as well as their local distributor and we partnered with them to provide us with some local technicians a couple of times a month to come out and do repairs on site and that would be at a time when the trucks are normally not on route as well so it'd be after their normal service hours and they've agreed to provide us with some help on that one of the recommendations is that we open communications up between operators and technicians and see how that we could work together to help each other better maintain the trucks and I think opening some dialogue on that we're going to schedule some meetings with tax and operators fleet services currently schedules quarterly meetings with all of our operating department supervisors and managers we're going to extend this down to the next level for our technicians so that we can understand what their operators are going through they can understand what our technicians are going through when it comes to maintaining their vehicles and then scheduling periodic vehicle inspections with the vendor the OEM of the vehicle and matter of fact they've already done that they've came out and done a study on the current fleet situation and so we're in process of prioritizing those repairs so that we could queue them up and get the trucks in and get them back in service one of the things that we are looking at is addressing the staffing levels and so we yesterday was a big day for fleet we became fully staffed for the first time since 2016 so we just brought another young technician on staff so we've been working with HR on some incentives to get technicians to come to the city to go to work for us experienced technicians as well as retaining the technicians that we do have the ones that we're currently working with and training so we've got several recommendations that we will bring before management on how to attract and maintain the technicians there's a nationwide shortage of technicians right now dentin is not unusual in the fact that we can't get people to apply for positions we've also looked at how we advertise those positions what incentives can we or can't we put in place to make that more attractive for technicians part of it is just getting the word out to people and maybe advertising in different areas that we normally wouldn't advertise in and I'll talk a little bit more about working with some of the local schools and technical colleges to partner with them to bring that realization to those to those folks as well so over time this didn't happen overnight but over time we've had a tendency to keep some of our older trucks longer than we need to and we're spending quite a bit of maintenance time and money on the on the spare refuse fleet if you will and we would like to retire six of those trucks as quickly as we can and get those out of the fleet that's going to reduce maintenance costs first of all but secondly it will allow us to allocate the current technician time to more frontline units because even though they're not frontline units we still spend a lot of time working on these trucks and money as well and we'll talk about how we would like to retire those trucks and what we're going to replace them with in a minute one of the things is the leasing or rental of six new trucks and we can do that over one year period there are short-term leases that we can engage in there are also some rental options on a month-to-month basis and working with manufacturers recently because we thought the purchase process would be quite extensive to get new trucks into the queue into the build queue but we found out that there are some chassis on the ground that we could take advantage of and we could get some trucks in here really in just a couple of months council member Ryan thank you mayor are any of these six that you're talking about retiring are they part of the CNG fleet these are not these are more units than the CNG these would be 2013 models and some 2012's primarily 2013 and 2014 thank you because my bricks and on that I'm wondering so if we if we lease the six new vehicles then if they have an issue would they go back to the dealership and not use some of our maintenance time that's correct they're under full warranty for the year they will either come on site repair the trucks we were we would be responsible for the normal preventative maintenance right so oil changes and tires things like that and so to his question about the fuel what type of fuel will these use lease and rental trucks are both going to be diesel the fact is that there's just not enough entities out there that are leasing CNG vehicle so there's no CNG trucks to my knowledge that are available for lease or rental okay thank you so the longer term solutions we've looked at and recommending are accelerating the refuse truck replacement schedule we've looked at this year because we're so late in the year purchasing the current year model trucks combining those purchases for this year next year and purchasing an entire group of trucks at the same time that would get rid of the not only those six trucks but you know another six or seven trucks behind it as well and then in the long term procuring a contract so that when we do go out to purchase trucks we have like we have with some of our other vehicles the light duty vehicles and some construction equipment we have contracts in place where we can just go out for three years it's a one- year contract with a couple of renewals and we're able to just buy off from that contract for the next three years and say it's real time saver when it comes to ordering equipment one of the recommendations were that we were short on technicians we we realize that so we are advocating dedicating five technicians just to the solid waste fleet we have currently approximately the equivalent of three full-time technicians working on that sort of on that side of the fleet so we would be actually adding two technicians to provide that service and one of the one of the ways it's easy to say hire technicians but if they're not out there then that makes it a lot more difficult so even though we 'll be advertising we don't look at that as a next 30-day thing it's going to take some time to get some candidates in and even if we do they're probably going to be younger folks that are less experienced so experienced refuse truck technicians are just about non-existent and so our councilmember Briggs has a question and with the five technicians is that what you recommend even with the lease trucks that you're proposing I mean is that go hand-in-hand it it does because the actual recommendation from Blue Ridge was up to eight technicians that we needed dedicated I kind of paired that back to five I think that's more reasonable number especially in light of the fact that we 're going to be retiring a lot of the older vehicles in the next year and it just makes more economic sense to me and I think we'll still be able to stand top the program and it's my understanding that solid waste built a mechanical building out at the landfill is that where these are going to be housed or is all going to be in the same that's a discussion that we're gonna have because we're gonna present a discussion on how we're gonna expand the fleet facility and whether we expand on site whether we go off to solid waste and propose a bit of building out there or look at some new site so that will be coming up all right thank you so to get time to get technicians we're looking at targeting some of the technical schools there's a couple here that are local just reaching out to them with some materials on the city let them know that we are an entity that does the exact kind of work that they're being trained for let them know what the opportunities and benefits are for working for the city and spend some time at some of their career career days at these schools and you know bring them up to speed on the city of Denton fleet and then looking at the onboarding timeline it it really depends on the initiatives we put in place to attract technicians to apply we've had positions open since January of this year and they've been very difficult to fill just with any kind of experience at all so very few applications come in we're also looking at salary considerations especially when it comes to specifically dedicated refuse technicians that 's an area of repair that's not very appealing to a lot of folks and so we want to try to see what we can put in place to make that more appealing and typically that has to do with salary yeah has any thought been given into given to what the the costs would be to train here in house to have some sort of city sponsored you know tech job training program that actually has been discussed initially because what we're proposing in light of the fact that we don't feel I don't feel that even in the next 18 months the technician shortage is gonna get any better it's just gonna get worse frankly so we've actually talked about the possibility of bringing an on-site trainer and to take the entry-level tech from entry-level basic whether it has tech school or not if he has the aptitude and bring him from entry-level up to master certified over a period of time and I think that's certainly worth looking into that just to follow up yeah thank you I would I would support that and to do you know outreach to you know if we could if we could do that to get that and then outreach to all kinds of people who in our community who need jobs we're pretty good for jobs here and it but but but I know there are a number of people who would categories of people who would benefit by something like this I think that would be really great to have city sponsored something and advertising at the rec centers and all around town thank you we're gonna be looking at the feasibility of the implementation of a transfer station at solid waste and what a transfer station is basically it's a dumping pad that's away from the working face that allows operators to bring trucks in and dump them in an environment that's not as hazardous to the truck itself because going in and out of the landfill every day with a refuse truck fully loaded that's 40 to 60 thousand pounds that's really hard on tires it's hard on steering suspension components and there are a number of and indeed number of cities that operate landfills that actually have transfer stations or dumping pads that so they don't allow their trucks to go in the landfill at all and I think it would help increase the life of our trucks the longevity of the trucks and reduce the maintenance costs on the trucks over the life cycle and then question on that Terry quick question so currently the trucks go up to the edge of the landfill they dump it and then the bulldozers or whatever come in and spread it out so forth and so on so with a transfer station they just dump it somewhere let's just say it's a big either concrete pad or something then you have to have equipment that moves that to the working face to the to the landfill to the so I guess they would be in close proximity to one another typically there well they can be or they don 't have to be you could have a central location where the transfer station is where all the truck routes can meet up and dump there's a lot of different ways looking at it I'm certainly not an expert on the transfer stations or how solid waste is operated but I'm just trying to think of different actions we can take to reduce maintenance costs and increase longevity and then that would be compared with what are the additional costs for the transfer station and maintaining the yes sir you'd have to do a cost study on that okay yes exactly yes to that point when you are considering those and if you bring something back to council if you could just include if that type of thing would increase the smell since we're dumping twice and if there's any environmental concerns of just dumping everything on a large pad about runoff and whatnot okay thank you and then we've talked a little bit about additional base base we know that our shop was has reached capacity basically and we're doing a lot of work on the outside so we do have a presentation being developed that will bring forth the council with some such alternatives that we can use in terms of increasing base base whether that's our current facility or at Ethan's location or another location that's convenient so just a summary the quick solutions basically we've already started on some of these things to get them implemented and you know improving communication you can never go wrong without one we want to want to look at the lease of six trucks and or the purchase of trucks if we can accomplish that through a contract fairly quickly the main objective is to increase the uptime of the trucks and that's going to involve getting rid of the six old trucks that we have at least six trucks and yeah I'm sorry do any of those the six kind of trucks that we need come in electric models I don't think they're fully electric that I'm aware of there are hybrids out there now that are in the refuse industry so they're they're hybrid electric but not fully electric vehicles at this point thanks yeah I'd be I would support looking into that and also looking into projections for when fully electric I wouldn't be surprised if there's some in test on the west coast right now that's where you're gonna see him show up first and I wouldn't be surprised if they're already in the testing but I don't think they're out for production at this point so it will be coming though thank you so we already talked about the long-term accelerating replacements and dedicating technicians base base so be happy to answer any questions any other questions councilmember Hudson yeah so just to on the electronic monitoring on the vehicle itself have we talked to anyone that has utilized that I know I read something easy they're easily damaged maybe that's a different model different version but just trying to understand you're talking about scales that are that are on the vehicle itself yes we've actually tried in several different solutions when it comes to scales and we've talked to a number of entities that have tried that as well where it works best is where you don't go into the landfill environment like a transfer station because the all the stuff that gets kicked up under the chassis tears those systems up and so for us for our application it really became a maintenance nightmare because we couldn't keep them functional so they weren't reliable calibration is another issue entirely keeping them calib rated and how you know how accurate are they that seemed to be a problem as well but we have tried fork scales we've tried chassis scales where it weighs the entire body of the truck we've decided and the other thing that's they're very expensive systems too so what we found is we've expended a lot of funding for that and then it didn't realize the potential and so the other thing you touched on was can you is there a fixed time as far as at least truck being repaired so we report an issue with the least truck do they have a fixed time if they reply to you or is it just kind of as business demands I believe that we can specify that in the contract with them the lease contract would have to go through a legal department of course but those those type of things can be addressed if we're the lease or rent a truck in the contract itself and I'm assuming that it's in most cases it's gonna be slower or cost prohibitive versus if we did it in-house that's that's what I'm trying to measure that's the trade-off typically you're gonna wait on them rather than we do it and there may be a case if it's something minor we just do it and get the truck back in service and build them on the back end of that okay and that's an option it's some depends on the manufacturer so manufacturers allow us to work on trucks and build them for it which we do now and some won't we have to be authorized to do that okay and so that would be my preference that as we whenever it comes back that we either one allow us to do the work find someone that sourced someone that'll allow us to do the work second to that if there's someone that just will swap the trucks right just hey if there's a way to build in a contract you bring us one take this one back bring it back to us yes sir that's an excellent idea yeah that's my preference if understanding that's gonna cost more but it's it's worth it to then just have the ability to have a runner or something even on our end that just kind of swaps them out exactly thank you down time is the key yeah any questions yes yeah to follow up on that on the scales I think in one of your beginning slides you mentioned that the trucks become overweight and is that a skill issue or is that because we need more trucks out collecting I would have to defer that question to Ethan actually that's okay yeah I think it's more of just an operational issue to be honest with you I mean it's we took a look at our commercial loads and about 16% over about a month we're overweight a lot of times that happens because our drivers are out on the route trying to beat traffic you know they're trying to get into the commercial and the businesses before business opens we may have to trade that off and say you know the average weight of a load or of a container is this once you hit this mark you need to be working your way back to the facility we can that we can add complicated scale systems and all that it's going to add a lot of cost to it I think we can take a less scientific approach to it and say operators when you get to this number of containers typically you need to start planning your route back to the facility to the point that Terry had on the slide earlier is we can implement performance measures that will kind of track that we have those weights on a daily basis because they're crossing the scales two or three times we just haven't used that data to kind of manage our weights in the past and so that would be what we would recommend moving forward and in our discussions about downtown collection we talked about maybe some of the solutions needed different types of vehicles or types of trucks and I assume that by leasing vehicles that may be better for us in case we do decide later on to use a certain different kind of truck we didn't factor that into the plans I think the least that we're doing right now and we can always reconfigure I would guess the lease at a later point is to try to get us kind of out of the the downtime situation that we're in with our vehicles we 're carrying a lot of backup fleet right now because we have so many issues with our vehicles being down and unavailable to us that we really didn't factor that into this round of leases but that's something we can look at in the future I think the councilmember Briggs question though we have looked at a couple different systems and the companies that provide those solutions also provide the equipment that's on the truck so it's sort of you you can't really plan for that until you know what system you're buying and because they have different pickup mechanisms any other questions thank you very much appreciate it all right we'll move on to agenda item 3c receive report hold discussion give staff direction regarding homelessness initiatives and update from the Denton County homelessness leadership team and if we could when once we get into the presentation I believe from United Way is when we want to you know take a couple slides two or three slides let them get through two or three or four of them and then accumulate the questions try to get through it comprehensively hi mayor Watts City Council my name is Sarah Keckler I'm the director of public affairs and today we're gonna be doing a presentation to give you an update on the homelessness initiatives we last presented to the City Council in February of 2018 at that time we showed this graphic on a slide I didn't describe it then and don't worry I'm not gonna describe it now but just as way of a reminder homelessness is a very complex social problem that we face that there's many factors that contribute to homelessness and then there are very many organizations and agencies involved in trying to address homelessness to help navigate that complexity and to unite all of the organizations that are working on it we have taken a collective impact approach in the county and in our community and so leading that collective impact approach for us is the Dent on County homeless leadership team and the United Way of Denton County is the backbone agency supporting that team and they're here today with us to share updates on what that team has been working on but really over the last two years they've been able to put into place the foundation necessary in a housing crisis response system I think that word system is very important prior to 2016 all these agencies were working independently of each other and now we're all on the same page we're all in the same system we all under the same data same measures able to understand what is our outcome what are our gaps what do we need so our objectives today for the presentation I'm going to turn it over to Courtney Cross with the United Way she's gonna go through the first half of the presentation provide updates and then I'll come back up provide some other general updates that we're doing things that we're working on and then as well as give some background on research we've done on other homeless employment programs so I'll turn it over to Courtney. And Courtney as you're going through if you think in two or three slides if that's a good stopping point for you to take questions I'll just sort of let that be at your discretion. Some little numbers on the top of the slides we sectioned it off so when we get to the end of a section I'll let you know. Okay good thank you appreciate that. Good afternoon thanks for the introduction Sarah my name is Courtney Cross I'm the director of homelessness initiatives with the United Way of Denton County I always do this when I come up here. There we go. I'd like to start with a few thank yous first to Mayor Chris Watson Councilwoman Keely Briggs they have served on our county wide collective impact initiative to make homelessness rare brief and non-recurring for the past two years and so we just like to thank them for their dedication and service and we'd like to thank the City of Denton for your investment in this issue and the staff that we work with on a regular basis Sarah Keickler and Danny Shaw and just you know the city as a whole and the leadership for making this a priority issue we work with multiple cities throughout the county and we've talked with cities throughout the US just about you know people with different perspectives at different levels of their housing crisis response system and Denton is really light years ahead of many other communities so I'm sure you'll have plenty of really great questions for me today about what we're doing and how we can make it better I just want to start off by letting you know that Denton does a lot and to even you know have the infrastructure in place to address some of these needs and these really complex issues like homelessness you know it's I think you guys should give ourselves a pat on the back and just know that we're really grateful to be able to play a part so there are a lot there 's a lot of progress being made and Denton County right now and from United Way's perspective and support of the Denton County homelessness leadership team to support the city and the county and reducing homelessness and today we'd like to focus on really three key progress updates for council we're going to talk about our coordinated entry system and what's happened as a result of that implementation we're going to review our 2018 point -in-time count report and then we'd like to give you an update on our our newly established Denton County Barriers Fund and request support for a landlord outreach initiative called doors for Denton County there is some information provided and backup about the additional progress updates but just to let you know we are working on a community facing data dashboard to include some system performance measures how long are people experiencing homelessness is it their first time homeless are they experiencing an increasing income as a result of receiving assistance things that really let us know how we're performing as a community how to better allocate resources and and where we can mobilize additional resources we are working on some standards of excellence really it's a mixture of best practice and also you know incorporating in those those data points in those metrics to really be informed by best practices you know and by by the data and what's really happening in our community and this includes some long-term long-term planning for our shelters as well and then additionally we've the leadership team has formed an ad hoc work group or committee centered on new housing and we know that our county is growing we consistently have a very high occupancy rate which I'll talk about again later but you know we're not as the mayor said before we're not gonna really be able to build our way out of this but we can build some and then we know that in addition to increasing accessibility to existing housing stock we are gonna need to be mindful of how much housing quote-unquote affordable or work what you would hear called workforce housing is developed and not only in Denton but in the county and realizing the whole purpose of this initiative is to make it a county or regional initiative and just to be mindful of developing and placing affordable housing equitably across the county so that's not Denton kind of carrying that burden as Sarah mentioned we serve as the backbone support United Way of Denton County serves as backbone support to the Dent on County homelessness leadership team our mission is pretty simple to make homelessness rare brief and non-recurring we primarily you know we oversee strategic planning and implementation coordination of services training and support of our Denton County homeless and housing service providers from shelters to financial and rental assistance and other supportive services and the utilization of data to improve our performance and make recommendations and mobilize resources Gary Henderson is our CEO and I'd like to introduce Katherine Gonzalez she's our she's our coordinated entry and HMIS support HMIS is our database where we put all our data in and I'll talk about that in a moment but she's what you gave us the last time we were here and and I'm excited to kind of get into the the progress we've made since the last time we spoke so two and a half years ago we sat down and said let's take a look at our data and make some informed decisions on homelessness and housing solutions and then we realized we didn't really have any data to pull from and what we did have was not reliable and it was a lot of comparing apples to oranges there was no uniformity and so that's that's what led to the implementation of coordinated entry and we kind of realize and collectively agree as a community to start consistently collecting data across our programs and so that's how coordinated entry came in into being it's also a tiny little unfunded mandate from the federal government so that was helpful to have some necessary participation but didn't counties coordinated coordinated entry system I'm just gonna stay pretty high level but if you have more questions let me know and that utilizes a common assessment tool to really meet people where they're at and quickly refer them to the most appropriate housing intervention based on their level of vulnerability what it really says is how can we responsibly and you know fiscally responsibly prioritize the resources we have in our community to house those most vulnerable of dying on the street and what this process allows us to do is to capture uniform data in a shared database and follow our referrals from start to finish so when someone enters our system to the point when they get housed how long is it taking and what is that experience like and that is that information is housed in our homeless management information system it's a shared database that providers use and agree to share information it helps us to it cuts down on time when a family is coming into an agency and having to give their information and it also helps us track their journey from homeless to housed and like I mentioned and I will continue to mention it helps us analyze performance it also coordinated entry also helps us really know the needs of people experiencing homelessness through that common assessment tool we get to learn about their mental health needs or physical health needs and then things like that how long they've been homeless if they're a family or if they're on their own it 's led to improved coordination and performance across our agencies you know when you're sharing information and sharing a process you know there's a lot more conversation and communication and you can kind of it's a really great tool not only the database itself but the process itself is a great tool for fostering increased and improved communication across our agencies and it allows us to develop a working prioritized list of every person experiencing homelessness in Denton County the current focus of coordinated entry is literal homelessness so the folks who are living in an emergency shelter living out of their car in the woods that kind of thing a place not meant for human hab itation we have established two new front door or entry points and front door agencies into our coordinated entry system as of this year of 2018 so the Sal vation Army in Louisville is now a front door for folks experiencing literal homelessness further south in the county and also the Goodwill Denton Job Resource Center the next phases include expansion of coordinated entry throughout the county just access to to the process and access to housing resources and that includes you know heading up towards Sanger making sure they're set up to be able to access and operate the system it includes working with Little Elm Police Department has reached out to our street outreach team recently and so we're getting in contact with that community so just really working to establish those relationships and connect with agencies throughout the county and then additionally we would really like to see coordinated entry expand to our at-risk population so the same way we've seen not only an increase in data but streamlined and more efficient processes and getting people in the door and pointed in the right direction you know more quickly we'd like to see that for our at-risk population and when I say at risk we're really talking about homeless prevention and if we kind of say on a daily basis if we could accurately track those numbers people to walk through the door and truly in need you know we I think we'd be a little surprised and we'd you know we'd like to have that data as well to improve our processes I've got one more slide and then we'll take some questions so basically what this slide outlines is our most current homelessness data so like I mentioned coordinated entry has resulted in the improved quality and accuracy of our homelessness data for the county as a result of coordinated entry implementation we are now actively managing a prioritized list of every known person experiencing homelessness in Denton County we know who enters our system we know who exits our system and we're prioritizing and preparing the most vulnerable households for as housing units become available how we cleaned up our data significantly and we continue to work with our homeless and housing service providers and is something a little new to our community of it's called case confer encing so what this tool has really provided us is we can sit down as a community you know with all of the various programs and resources available and know who are the top 20 50 people in our community in need of housing assistance experiencing literal homelessness and and collaborate as a community of providers and know you know who's accountable for reaching out to a certain person or a certain family you know how are we mobilizing resources how are they getting housed how soon are they getting housed and that sort of thing this happens about every two weeks providers meet to review the list discuss like I mentioned you know who's responsible for who and it's a really great sharing of resources and ideas as well we began these meetings about March of 2018 and we've seen a really big increase in communication among our providers and performance improvements no shocker that when you sit down and look at a list of names and you know what agency is doing what that they kind of start to realize that people are looking at the work they're doing and so it's been a great tool to kind of have the allow the community the the agencies to support each other and also hold each other accountable initially this really helped us to clean up our data I don't know if you remember but I think one of the last times we talked we had around 800 people told in total on our list and we sat down and on our first case conferencing meeting and took about a hundred off because the providers were able to tell us they're leaving they love the community they were housed and that that discussion itself directly led to you know us going back to our database and not to get too far in the weeds but to be able to really say and more accurately consistently say you know who's coming into and who's leaving our system and what's happening so just to review the numbers a little bit I apologize the toll the grand total of people experiencing homelessness is not on this slide but it is 608 the reason we divide it this way and this information was provided in backup and I can just very very briefly overview it if you like but diversion so when someone's assessed they're referred based on their eligibility you know and how you know how they were just this their level their level of need so what this tells us is 161 households were eligible for what's called diversion or what we kind of call a lightest touch intervention so this is you know not quite eligible for short or long-term financial rental assistance that's available in the community but really all many of these households are good candidates for maybe some mediation or redirection or provision of smaller amounts you know a financial assistance maybe that through the agency they went to or another community partner but to really kind of keep them from having to even enter our housing crisis response system and really utilize those resources for the folks who are have a higher level of need rapid rehousing the way this works in our community it's pretty short-term it's three to six months of assistance and this is the folks who are literally homeless let's get them rapidly rehoused back into housing and this involves like I mentioned you know assistance with deposit and about three to six months of rent and that that case management support so there's about three about 345 households eligible for that level of housing intervention in our community and then permanent supportive housing these are the folks who are likely experiencing chronic homelessness which just means they've been homeless for an extended period of time in total at least about a year and they're also living with some sort of disability be it mental physical there's the there are federal programs that operate that have the chronic homeless requirement which is that extended length of time and living with the disability of some sort and we've estimated about a hundred and two households in our community are experiencing homelessness and eligible for those programs and then you'll see in the last column since November of 2017 our community has housed a total of 54 households and now I'll stop for questions just one quick one just for clarification is this this is countywide correct all right customer breaks and it's countywide and I asked one of the meetings if it was possible to separate out the dent and it's not it's not that easy to not quite to do not quite yeah we we are that is a question we've submitted to the agency that oversees our database and so we hoped you would have that by today but it's not not quite there okay so a few questions on your previous slide the last little bullet thing was that housing priority list and so we hear a lot about list in our community didn't housing authority has a long list and then we see list here and it's my understanding that these are separate this housing priority is strictly for those that are homeless and I I like that you mentioned at risk because when I look and hear of that 600 number and in my mind I think that's gonna increase it's because we're not reaching the at risk population who we who needs help just staying in their home so I'm glad to hear you say that but as far as the priority list and the dent housing authority list can can you just speak to those so that the public is is aware of the difference sure so our housing priority list is directly refers to the people experiencing literal homelessness in our community who have entered through our system and presented as literally homeless so like I mentioned they're living in a place either an emergency shelter or a place not meant for human habitation the housing authorities list homelessness you know is not a someone could be experiencing homelessness and beyond their list but it's not a requirement to be eligible for what's called a housing choice voucher through the housing authority and so their list would include you know probably more of those folks like you mentioned who may be at risk they have their own criteria income and disability and that sort of thing so right now those lists are separate and and are they on do they use the same system that we're asking everyone else to use okay so they're not a front door at the moment not the moment we we had attempted I think about a year ago to try and see you about bringing them on and just it wasn't within their capacity at the moment so at this time the housing authorities not a front door okay all right thank you yes go to the data slide yes just to understand the difference between the rapid rehousing population and the permanent supportive housing do you think that those hundred and two families in the permanent supportive housing those be in your opinion more likely the kinds of people would benefit from those sort of collective housing arrangements we've seen other communities with rudimentary shelter and you know collective eating areas and that sort of thing potentially I think you're referring to some more traditional permanent supportive housing projects or for instance we went to Austin and saw a refab I think it was a best Western or a motel or something that was kind of turned into a community living center so they have their own you know participants have their own individual rooms but a community kind of kitchen and eating area and living areas and things of that sort and that is an option and yes those folks would be according to the way we 've set up our process would be eligible for that type of program yes yes yeah I want to related to this to thank staffer recently sent sending out a press release about cooling stations and how our libraries and fire stations and police provide spaces in our Civic Center where people who are experiencing homeless are actually welcome and you know allowed to use these public spaces if I was wondering if you could address some possibilities for other ways of that the city can provide places for people to rest during the day and I don't know if this is the whatever point in the presentation I just wanted to make sure are you coming back after okay that can wait we could just log these yep absolutely member great question so I have a number about the question about the numbers here so total households or total need is 447 and and is that the 54 is that of that or is that no that's who's been housed and taken out of that 447 number okay all right and so do we know or have we followed through because we do use the same system if those 54 are still housed I couldn't say off the top of my head but we we can find that out it's a matter of kind of exit planning and follow-up on the providers that is some reports that we could pull from our system but I couldn't say for sure today because it would be a good it would be good to follow up to know because of just how important the supportive of housing and the the supportive groups around to help that person stay house would you be getting into the percent that are currently holding down jobs and and is that different between these two populations so I'll be getting into that one as it pertains to our point-in-time count we we don't quite have that information readily available in HMIS we're working on how we can track that better but I'll be getting to that here in just a moment okay so now about another another piece of data in our community which used to really be our only measure of our county's homeless population the annual point-in-time count this is an annual census of everyone experiencing little homelessness in the in the county and now that we have our kind of more consistent and collected data throughout the year we like to look at the annual point-in-time count really is a snapshot of anyone experiencing homelessness on any given day in our county or a sample size really again the focus is literal homelessness so who's staying in an emergency shelter who's staying in a place not living crap for not meant for habit human hab itation excuse me and this really relies heavily on or primarily on volunteers so the din county homeless coalition is another entity here in the county it's primarily networking body there are they do kind of serve a purpose for some of our federally funded programs to do things like oversee this count and and a support or coordinated entry implementation as well but that group really relies heavily on on volunteers throughout the county and as you can kind of imagine that fluctuates from year to year and having enough volunteers to canvas the entirety of the county can also pose a challenge but nevertheless it does give us some really a really good picture of or a snapshot of you know the homeless experience in our county so this year's count resulted in 255 people experiencing homelessness that's an 11% increase from from last year about 238 last year and this is a national trend so this this count is done nationally the last week of January across the US and across across the country there was an observed increase in homelessness just kind of the snapshot demographic of our homeless population is majority white male 25 to 64 and living on the streets the average age is about 48 one thing I didn't want to mention our majority white homeless population and that 's a little bit different than what we see around the country especially on larger more urban areas there is a racial disparity of people experiencing homelessness so for instance in Dallas they have more minorities experiencing homelessness you know kind of as it compares to their general population but consistently then has result has that in this point in time didn't counties point in time count has resulted in a majority white homeless population we did count 11 individuals under the age of 18 just about 4% almost half of our homeless population is their first time homeless and this is this is a big data point because if we can prevent someone from ever entering our system we can you know significantly affect the likelihood that they will you know fall into things like substance abuse or develop any kind of physical disabilities or that sort of thing and so that kind of just touches on the necessity for homeless prevention in addition to this response to our little homeless population 53% be reported becoming homeless in Denton and last year we saw a slight increase in this number and any excuse me an increase in the number of people who reported becoming homeless outside of Denton you might remember last year Dallas closed some tent encampments under 45 and our community did experience kind of a wave of an increase in homeless population this year we've seen it kind of go back down a level out to match prior years 44% reported living with a physical disability and 33% reported living with a serious mental illness and to your point council councilman Meltzer about working the working homeless population it's not a question that was asked on the survey this year and we do not have full control over what is exactly asked on the survey and but last year's count there was just under 50% of our homeless population had a job of some sort and I'm sorry I don't have a top of my head but a good majority of those were working full-time and then part-time but but 50% of our homeless population as of last year's count was was working in some capacity and still unable to afford somewhere to live do you happen to remember last year the percentage of people in the point-in-time count we were living with the physical disability but I might my guess is that would be somewhat consistent with with this year because if and I know that it you know that the statistics don't quite work this way but it's it's quite stunning if you consider that about half are employed and you know of course we'd want to see what overlap of those employed have physical disability but I know that a number of people with who have physical disabilities have a hard time getting employed and even qualifying for disability even though they have disability so if you factor that in that could be at least a significant chunk of that other half right there which you know there goes the myth that that homeless people don't work okay so the top five reasons for homelessness and this is self-reported data from our from our annual survey were unemployment and ability to pay a rent or a mortgage domestic violence crisis a criminal record and maybe kept them from finding employment or housing and then physical health to your point councilman or mentor there are some additional reasons for becoming homeless in the supportive documentation but some other top reasons included eviction mental illness and conflicts with family members and then you'll see the little graphic on the right side of the screen like we just like I mentioned before about half of our homeless population is experiencing homelessness for the first time 2% reported becoming homeless because of a natural disaster we didn't see a ton a huge influx after Harvey about a quarter have some sort of social security disability benefits 18% reported being victims of domestic violence and this could have been the reason for their homelessness or could have happened after they became homeless we know from national trends that women who are experiencing homelessness are at higher risk of domestic violence than than not homeless 45% have some sort of GED or high school diploma and then even 40% have education beyond high school any other questions do we know anything about the geographic origins of the 10 County homeless population you know one one hears kind of conventional wisdom that people come to dent and because our services are generous we also hear that people are taken to the border by you know police forces and other communities is there any truth to either of those it's really hard to say definitively I will say Denton the city of Dent on is very resource rich it is somewhat of a hub of resources that you know someone experiencing homelessness might benefit from but at the same time you know our county is growing as a whole you know we're projected to grow 350% in the next 30 years you know we do see pockets further out throughout the county I will say the focus of our street outreach locally is primarily in Denton we do work in Louisville and now more recently in Little Island but it's kind of difficult to say definitively you know if why folks might come to Denton that sort of thing so I answer your question well I mean do you have a general idea of in fact have they come to Denton or are they from Denton so from our account would tell us that 53% became homeless in Denton roughly half our population you know originate in Denton our homeless population there is a slight transient nature to you know people experiencing homelessness in general but from what our data tells us about about half or you know from Denton originally so looking at the data with that 53% became homeless in Denton and then going back to your top five reasons for homelessness so these are reasons they became homeless and reasons they continue to be homeless correct yes I believe the question was you know in your what would you consider the reason that you became homeless so when we look at this these are the things that are happening in our community which are causing people to be become homeless and then when I look at the criminal record I know that that is a main issue keeping people homeless because they can't get a job which leads to many other things so that's my offer oh yeah I just wanted to say there are for any public watching and you know this and colleagues know this that in addition to this presentation there were some other items in the backup about different programs that that the city is doing some of the different things being done to help people experiencing homelessness I want to add just kind of speaking to these statistics considering that we all consider you know fact oring in in our minds anyway you know if not here in the backup the way in which something like for instance if you look at that unable to pay rent mortgage twenty seven point eight percent and if you factor that in if you think about the 53 percent experiencing homelessness and dentin so we've got people who that 53 percent and I realized by the way that you know the point in time count is not it's it's the best we can do to come up with a number but but there are all kinds of holes in it and we all know this and I volunteer with the point in time count so I know that but just working with the with those statistics you know that shows that there are a significant number a significant percentage of people who are having a hard time paying their house either house payments and paying their landlords here in the city of Denton and that that is an issue that's directly related to homelessness in Denton so when we think about considering a homestead exemption and I know that sound like getting off the topic but it's not because I'm saying you know if if we could find a way to do that that that would be a factor that we could consider as one of the ways that we're help trying to help prevent homelessness also you know ways in which we can in in addition to the barrier fund which is you know describe about you know kind of having caseworkers and there's a very good description of that you know in a chart of that in our in our backup on this item having our legal department partner with services with a nonprofit service that provides legal assistance to renters to help them stay in their homes and negotiate with their landlords to prevent evictions these are also and that was something I called for last time there's going to be a future work session on but I mentioned this just to say that we can think and I think should think of all these things as other ways in which we can help to prevent homelessness question well first of all want to make sure I understand what you're what you said just then you're saying that you think that our legal team on city time should be representing private citizens no no no no no so the city of San Antonio well I just I wanted to make sure I and we'll talk about it but I just wanted to make sure I understand so I have a question okay yeah no let me ask you this question when you talk about homelessness prevention which is people can apply to different nonprofits for rent subsidies but when you but when the federal government and the state government looks at your statistics for grant funding now correct me if I'm wrong because I think I heard this in an earlier meeting of the didn't homelessness County homelessness leadership team that they don't care how many people you prevent from becoming homeless it's are you meeting the metrics like for our emergency services grant are you meeting the metrics where people are homeless and you're putting them in housing to where they're not homeless that if you prevented 70% from being homeless that that really doesn't count in some of these grant form ulations am I right on that is am I off on that I'm gonna say yes and no okay so homeless prevention is a program within our emergency solutions grant and it is factored into our overall score you know depending on the percentage or number of people that we say we're going to commit to preventing from becoming homelessness throughout the year you know we're scored in a certain way based on what we can commit to as a community and that affects how much funding we get but I think what I hear you saying is if we prevent this many and you know rehoused this many they're not really going to take that into consideration if the number you prevent is significantly larger you know or more extensive than you know your homeless population in general they don't really take that into consideration yeah they want to see you moving people from homelessness into housing that that's the predominant mission for at least that particular grant right yeah and and especially other other federal funding like permanent supportive housing or other rapid rehousing programs that okay yeah all right because I I agree with you that you can prevent a lot of people you know it's just with a little bit of help right the problem is that prevention comes in the form of dollars right and if somehow your grants aren't taking that into consideration well then it's very difficult to get those resources I think that's a lot of pressure on the local community to come up with the resources to help you want to respond to her yeah Council man Armitage to your question about you know learning how to kind of operate as a tenant in relationship with your landlord I'm going to get to it just a few minutes but our doors for didn't County initiative that we developed within our work group has taken into account things like you know legal assistance and other and even to your point Councilwoman Briggs about you know criminal background that may pose a barrier to even getting housed our landlord initiative that we've collaboratively collaboratively developed with our work group seeks to address some of those things through some landlord outreach education tenant education and really kind of mitigating some some of those risks which you know the ultimate goal is long-term helping people people stay in there and their units thank you okay anybody else on this section good thank you okay moving forward moving on so in our efforts to make homelessness very brief and non-recurring we've implemented solutions to increase the number of housing units that are accessible and available to individuals and families who face barriers to housing part of the solution has been to establish what's called the Denton County barriers fund this fund is governed by the Denton County homeless coalition as I mentioned they and United Way of Denton County access fiscal agent the coalition came to United Way and requested that they act as fiscal agent for this fund we've observed it in other communities and how it's been effective in some of what you mentioned Mayor Watson prevention and as we'll get into in just a moment mitigating some some risks for folks that have barriers to housing and then the our barriers fund the mission as you can see right there is to promote housing stability through self sufficiency and there are really three major components to this fun the first being family support so families working towards self-s ufficiently you know what are some smaller preliminary costs that maybe a federal grant can't cover such as you know help with transportation just keep their job while they're in shelter trying to save up and get placed into housing or that sort of thing landlord outreach and I'll get to that in just a moment but as I mentioned outreach to landlords who may be limited and their ability to rent to families with poor rental histories or criminal record and then the last piece is really that continued outreach and community awareness about the homeless experience in our community so supporting things like the point-in- time count as needed and that sort of thing since May of this year we have the the Dent County homeless coalition has a steering committee that governs this fund so they approve every request that steering committee has approved seven requests so far since May totaling about $2,600 requests range for for things from transportation assistance like I mentioned to overcoming some fair market rate barriers so some of our federal federal grants have some somewhat outdated fair market rate limitations or maximums on you know on units that people experiencing homelessness can can move into based on the type of assistance they're receiving and so this fund has been helpful and kind of if it's ten bucks over our fair market rent and it's gonna cost us 120 bucks to lower their rent for the year you know that's a that's a short-term solution but really more helps them more in the long term and then we've also helped to provide assistance for a veteran moving from a temporary to permanent housing solution I was gonna talk about this later in the report but I did want to say I think it was maybe last time we were here we had a $7,500 pledge from a community member to get this fund up and running off the ground and it was meant to be a match pledge and I'm very glad to say we have matched it and reached that and so I'll talk more about a bit about that later but the United Way of Denton County and the Denton County Homeless Coalition are working together to actively promote this fund we're this close to having information on both websites about detailing kind of successes of the funds so that you know kind of like I just mentioned what's worked and how has it impacted families abilities to get housed or stay housed a primary component like I mentioned of this barriers fund is to make housing available through landlord outreach and that's where our doors for Denton County initiative comes in as I mentioned this was collaboratively developed by the Denton County homelessness leadership teams housing work group their strategic goal is to increase access to housing and so we've researched programs in Austin Houston Seattle you know programs really in larger communities who are a step ahead of us in that they've experienced a very limited rental market vacancies and a growing population and so we've been able to kind of look to them and learn about some kind of innovative solutions and as I mentioned before Denton County has consistently has about a 96 to 98 percent occupancy rate for rental units so what this initiative really seeks to do is you know to assist those with barriers to housing to really overcome those barriers it's modeled after some of the programs we observed acknowledges the limitations that landlords may have renting to families with like I mentioned a poor rental history or a credit background and seeks to to mitigate those risks really key to this model is a housing navigator this is and I'll get to kind of to more of it here in just a moment the specifics about their position but right off the bat they really are intended to liaise between the nonprofit and the real estate communities kind of realizing that the variety and requirements of different types of rental subsidies are numerous in the community and it you know it takes some you know some some close attention to be able to stay knowledgeable of all those different eligibility requirements and also that there are a number of you know local landlords and property managers out there who want to help people want to get people housed but they have a business model that you know it's their it's their source of income it's their business they're running so how can we kind of meet in the middle to say you know we've got the housing navigator has this working knowledge of available rental subsidies you know and a working relationship with landlords throughout the county so the same way that we've kind of streamlined access into our housing crisis response system this housing navigator will be really key in streamlining getting people out and getting them placed into housing and a lot of that has to do with the housing search and placement process which I'll just skip around a little bit but as you can kind of see here I know you can't really read it but right now all the blue and the white down there at the bottom one case manager is kind of expected to do all that with with the family and it includes kind of meeting their basic needs getting them housing ready when I say that I mean do they need identification you know they need to get anything off of their credit record or they need to get into to work so they can sustain their living situation what do they need to do you know do they need health care or mental health care that sort of thing and the blue is all housing search and placement so how do you know how do we develop a land relationship whether find a landlord who will take someone that maybe has an eviction or two on their record not you know in somewhat recent years or a criminal background or things of that sort right now you know kind of a single case manager is expected to do all of those things and and the model of the doors for Denton County landlord outreach model really seeks to kind of those blue boxes take take those away from the existing case managers thus increasing their capacity by about 25% and really kind of housing those responsibilities of partnerships relationship networking with landlords and placing families into housing kind of in a centralized process like I like I mentioned really increasing the the capacity of our case managers that we have today are we yeah okay yeah sorry and so when we presented to council last July we requested support for coordinated entry and also included the need for a housing navigator at that time and when council asked us to prioritize our ask we selected coordinated entry and as I mentioned in the previous slides the support has led to the development of an active managed list of everyone experiencing homelessness in our county and has provided the tools necessary to quickly identify the most vulnerable for housing since our last discussion we've developed the framework for a landlord outreach initiative that was provided in your backup and we 're now ready to deploy this program and what we need now is a housing navig ator and that's what we kind of want to talk to you about today as I mentioned the position is really intended to increase access to the private market knowing that to some extent and this is happening on smaller scales throughout our agencies but we're still not meeting our metrics for for example for emergency solutions bring out the metrics we've committed to and our contingent upon our continued funding from the federal government you know we're housing people but not quickly enough and it really is a capacity issue on the part of our providers to be able to have you know the dedicated case management staff to to like I mentioned kind of streamlined placement of people into housing so this position really will support housing search and placement for eight agencies across the county six of them primarily operate here in Denton and as you'll see our request is not the full amount it's a portion of it we are we have gone to city of Louisville we're talking to the county and other smaller cities around the county and we're also applying for various forms of grant funding to support and sustain this position in the long term you know we really see United Way as an incubator for this position the long term is really to prove the validity of this model and incorporate it into or you know increase other forms of funding sources in the future so over time we'd like to you know incorporate a housing navigator into our existing grant grant program so all the way from our emergency solutions grant to city of Denton Human Services that sort of thing and as we continue to increase case management capacity you know at individual agencies the goal is to eventually implement a uniform housing navigation process similar to the way we've done with coordinated entry you know we know primarily from agency to agency the experience in the process for someone coming into our system now let's streamline you know the very crucial part of getting them into housing and this is something that we 've seen especially in Austin they've got a really great robust program and it's it's led to you know a significant number of people being housed in their community and as I mentioned right now this is happening on small levels but agencies are still struggling and so this position really will you know kind of free up some of their capacity and help them get people placed into housing I did want to mention that as far as like a housing navigators maybe day to day or time spent we imagine about 60 to 70 percent is really building those partnerships especially at the very beginning building those partnerships with the landlords and we see a programs like this really successful with the smaller kind of mom-and-pop operations versus the larger kind of corporate complexes or multifamily units that might have some more set in stone policies but really spending the bulk of their time not only networking with but educating landlords it's not as scary as they might think to take someone on that might have eviction on their record you know what does it mean to take you know to accept us you know some kind of subsidy and then the rest of their time really contributing to that case conferencing like I mentioned it really is the missing piece we know who's coming in we know who's assessing them and referring them to services but but this role will be really key and kind of like I mentioned getting people off our list into permanent housing I think that's mostly it for now so a few questions yes you say it's one time but it's an ongoing position so maybe you can describe for us why that would be one time because we realize the the so really sustain a position you know we need to be able to incorporate it into funding outside of the cities realizing that you know in the past we've come to the cities and asked for support city councils and asked for support for these kind to sustain these positions and realizing that over time if we want to really see these innovative solutions being sustained and grown in an effective way that it needs to be incorporated back into other grant structures so for now that's why we just came with a one- year ask at the same time and then you see the goal is for homelessness to be rare brief and non-recurring correct do you have a definition of rare would something like a hundred be rare a hundred versus we've got a 400 families now so it's not rare now so what would rare be that's a really good question um I'm not sure that I could say for a community of our size like I mentioned Denton is really ahead of the curve and collecting these numbers in this way so we don't really have a lot to compare it to I know best practices you know really refer to things like 90 days or less of length of time experiencing homelessness and that sort of thing but as far as setting that kind of benchmark or that metric that's something that we're incorporating into our standards of excellence like I mentioned within our work groups to really set those goals as a community to say you know over time where we want to see this production you know what number do we or do we are we envisioning all right well just for argument's sake I'll say a hundred but also if you want if you want it to be brief and non-recurring right then then you're talking strictly about the you know the ones left after we've had a long successful set of programs they would be in the rapid rehousing category right because the folks needing permanent supportive housing that's not brief it's chronic sure right so so you know it's complex puzzle a lot of arms and legs but you know clearly that that needs a different kind of solution than this right I mean because those are folks who need something different than just ordinary kinds of housing and as we said before they might be more suitable for some kind of you know collective transitional well not transitional but some kind of collective housing that's different so if so so let's say that hundred those hundred two families you're gonna come to us with some different kind of proposal for so now if this is targeted toward the 300 smart families that are in the rapid reh ousing kind of category do you have a point of view obviously can't know exactly but you have a point of view of about how much of that population we might be able to realistically hope to address through this program funded at this level I mean our goal would be all of them there's a lot of factors that come into play of course everybody's journey you know to self-sufficiency is different but additionally it also depends on the market and just the availability of housing so I mean ideally the goal is to to first and foremost meet our our metrics per some of our larger federal grants to really sustain those but then beyond that you know we don't quite have specific numbers at this time about you know what weren't how many numbers were envisioning reaching but I do know that we didn't include it in this slideshow we have in the past but we have about I think 12 or 13 families a month on average that we need to see rapidly re-housed so that's our first goal but then anything over and above that would kind of have to be a collective decision of our work group. I think you mentioned that it's like a 25% increase in the capacity of current caseworkers you do this yeah so what is the capacity for current case managers you know in other words where does it ask me about this the one time I don't include that chart in my presentation say that again with the class well you know I'm trying to get an idea of like if let's say we're ultimately shooting for ending up at no greater than a hundred that's a number I'm completely making up it's not part of the hundred and two families that need permanent supportive housing because this isn't that so you know the question would be ultimately you know you said hopefully all but I mean there's a capacity that you 're sure that you have so is it realistic to assume based on the capacity of current case managers with a 25% increase could we rehouse 200 families in a year I think that is reasonable like I mentioned I don't have those numbers in front of me but we estimate about 30 families per case manager annually for rapid rehousing 30 to 40 and so whatever that percentage increase over the course of a year would be I can't do that math on top of my head but it is reasonable to say that we'd see an significant increase in the number of folks being rapidly rehoused I do want to mention briefly was something that's called functional zero so getting our system to a place where we have enough resources to meet the need because you know there there may still be folks that are experiencing homelessness that for whatever reason you know are hesitant to access resources or things like that we won't get into you know the brain chemistry of someone who's living on the street for 15 years and then going into you know an apartment unit but functional zero really seeks to achieving functional zero is really a matter of saying you know we know how many veterans we know how many chronic we know how many rapid you know clients are experiencing homelessness in our community do we have the resources to meet that need so to your point that 25% increase for our current case managers I would say that hundred ballpark is safer than about 200 for the course of a year okay so so then we might need some other tactics to get further into the population I mean I'll take all the solutions and resources we got it's a this isn't gonna be the be-all and end-all yeah but it is you know it's kind of our logical next step as a community where we come to build and grow and improve our system you know it's it's seen as our logical next step to really support what's already happening instead of coming and create something completely brand-new how can we build on and improve what already exists so that's I guess I'm coming from is I want to support you in seriously taking seriously the goal right and you know to see if we've got a plan that in its entirety gets to the goal right so so that that's the point of my asking how much of it does this achieve no it's all good questions yeah they're all good questions so I just wanted to mention for the people watching exhibit three in our backup has a lot more detail on the housing navigator in the barriers fund for what it can be spent on risk mitigation barriers and buy down specifically so if there's something that is missing from the presentation exhibit three is probably where you'll find that and so for me looking at the 54 individuals who have been housed and then the housing navigator I assume is going to be working off the housing priority list that our front doors are all contributing to so if you're on that list no matter if you what type housing you need you will be getting the attention right right so supportive housing and in rapid rehousing all of those would be looked at for the housing navigator yeah the way the case conferencing happens right now you know all of our various programs the case managers respective case managers get in a room and review the list as a whole so those eligible for current supportive housing we review you know the top folks on the list and then those eligible for rapid rehousing review the top folks on those on that list and then just kind of collaborate as a community of case managers today so I just want to make nobody's getting left off if they're on the list they they are going to be looked at okay and so any idea for this position as far as kind of to his point counselor Metzler's for this housing navigator position like a goal say so since November we've housed 54 if we were to have this navigator how many more you know will we get not and I assume that that data if this person is hired would be very good to have especially if you're applying for the grant so maybe since it's a one-time that's maybe why it's considered one time we have a full year to work on and see how productive yeah and absolutely and that would have been really good numbers to include in this presentation but I can say that as we go out and apply for other grant funding and we're asked questions exactly like that how many people are we expected to serve you know we're taking closer looks at our data and how many people enter our system on a regular basis on a monthly average on a quarterly average and then that in addition to you know our grant metrics will all be taken into account as we really establish a logic model and some of those outcome expected outcome measures and metrics to measure throughout you know like you said the first year I like this idea of the house of having having the housing navigator and working with helping people get into spaces that that we already have I'm wondering so first I have a question for Todd would the housing navigator be covered under the ethics ordinance as it's good as it's currently written or maybe for Aaron because you know we're sharing this position with other cities so yeah I'm thinking about just kind of screening for and don't get me wrong this isn't I'm not I'm not again I approve of this but to make sure that we don't have conflicts you know conflicts of interest and that if that conflict of interest does arise because you're talking about lots of apartment one person you know lots of apartments if this is someone from around here that conflict is bound to arise I'm trying to determine exactly the nature of the conflict if this council as a whole is is authorizing through the budgets certain type of amount to go towards this position everybody here is making that decision so I don't see the conflict there between funding it as far as individual council members having a potential conflict with the end user or the no no no I'm sorry so no I mean in terms of so this is not in terms of council but but the housing navigator will be dealing placing people in in apartment buildings and dealing with you know there will be money exchanged it with landlord so if the housing navigator has a you see where I'm going with a landlord etc just simple simple you know thing I just just wondering how we so this would be a contract with the United Way where the city is providing funding through a contract for United Way to hire that person so United Way of Denton County would have hiring personnel decisions over that person they would probably be subject to their ethics policy under the United Way of Denton County okay yeah yes okay so I would so which means that they wouldn't be covered under our I'm having a hard time understanding what you're really asking I mean are you saying if let's say I'm the housing yeah and you're an apartment owner yeah that you're saying that somehow if you and I have some kind of special relationship am I getting a kickback am I funneling people to you because it's financially beneficial no no no I'm just well no no I'm just talking about the appearance just the appearance of conflict of interest just I'm not talking about whether there really is something no no but I'm still trying to understand what what is the oh yeah sure sure yeah so in other words yes so if just so there's disclosure I think you I don't know Todd if you just does that make sense I think are you are you envisioning a scenario where perhaps United Way brings on a housing navigator and maybe they're related to a landlord yeah I think that we I think I probably have to first of all you know defer to Gary Henderson to make sure I understand how United Way would treat that and we could certainly look for consistencies within our own ethics policies but my guess is that your ethics policy would likely handle that because of the detrimental impact of something like that getting out of hand yeah I can think of three areas where this employee would be bound by a set of ethics first would be our own United Way of Denton County code of ethics secondarily would be our board approved anti-disc rimination policy or policy against discrimination and the third would be if this employee were a licensed social worker they would be bound by social work licensure ethics does that help yeah yes thanks yeah and I just want to make sure that if there is a conflict that that's not preventing people from getting housed in there you know so that there's somebody else like backup how you know a backup housing navigator that can make the arrangement to avoid the appearance of conflict of interest but that's it's so sorry I had such a hard time explaining that but that's but just because we're thinking about the ethics ordinance I just wanted to make clear I just wanted to be clear that there's you know at least it's kind of something in place and then along those lines to say that I would like to have you know assuming that we do approve this have the housing navigator at the end of the year you know not not just United Way but not United Way in conjunction with the new housing navigator report back to council and and and also I'd like to see you know probably many many pages you know pages of at least as far as City of Denton is concerned where people have not just numbers on how many people have been housed but where they 've been housed is there yeah and to your point we do have some governing policies in place specifically to the barriers fund and any any source where these funds might be coming from we'll have a lot of eyeballs on this both internally at United Way and through the homeless coalition steering committee you know governing over this you know every every you know a request that's chucked off on and reviewing the financials and that sort of thing so in addition to all of the you know ethical guidelines that Gary mentioned we have some other measures in place as well just a quick point we would be happy to do that and we'll also do that in a way where we maintain client confidence yeah of course of course yeah no yeah we wouldn't not to see the name the names of the individuals so the numbers of how many but where you know where in the city they're getting hat what what prices they're paying for absolutely etc and also you know be nice to have and I assume you planning on that doing this also feedback presumably to United Way that would then be shared with Denton and the other cities that are partnering feedback from the people who are helped absolutely every every policy and procedure document that we developed takes in to account the client experience and you know avenues for providing feedback or expressing any grievances so we would absolutely include that in this thank you so Sarah I have another ask of you I 'd like to see a map if you consider the rail station is kind of if you're looking at a map of them all you are here right and then like a city of map aerial view whatever nothing too detailed but then points out kind of the stops along the way right so our daily bread or our daily our daily protein as I renamed them it's a long story but but there or you know the months in your king you know I just want to kind of see this this path right understanding the the obvious places they'll go I want to kind of see that pathing and and kind of then you utilize that as a tool again when talking to people or when we're looking at scenarios about where things should be placed it'll just be good for me to have to kind of understand and try to bring that closer together and it's all over the place right now so I want to try to understand how we can kind of circle the wagon so it again just not a problem we can create a map that shows us that shows the social service agencies and centers and where they're located at right okay thank you and then if I may mr. city manager can we work with I don't know which department it would be I guess it'd be Carolyn kind of department but I'd love to see some sort of 380 agreement that allows us to leverage I think we're right at the tipping point based on the people I've talked to about you have these legacies apartments that are now filling kind of a a law in rented renters during this time of year when schools out right and so there's I think there's as the new apartments come online I think we're gonna see some pain points start to bubble to the top I'd love to see some sort of agreement where and what I kind of noted is we give them the promise that hey you can keep the same amount of parking there's some obviously tax incentive that we're not gonna raise your your your valuations but what I'd like to see is those older units be replaced so we say if you make certain amount of units available for housing for emergency housing in exchange will out will maybe give you a height increase allow you to freeze your taxes and allow you to maintain the same parking so now I'm incentivizing hopefully this older cement city to say hey now is the time I'm losing units anyway I'm not jam-packed as always now is the time for me to rebuild and maybe try to if there's I don't know you know I yield to them on what they see and if that's if that's viable at this point but I feel like we're right on the edge of that yeah there are cities in the country that are giving density bonuses that sort of thing for providing affordable housing to certain income levels so we can certainly take a look at that and investigate how we might be able to offer that as a tool in the DDC rewrite okay and then lastly so I'll just tell you my hang up on the navigator is simply this I mean and maybe it's just I've worked in Commission too long but you eat what you kill and sometimes you get hungry and so I would I'd be all for the program I want to understand guaranteed money versus incentivized I want to create a true meritocracy right so it's important to me that you that it's not a position that here's the base salary and I'll do the best I can I want to and so my quick math says at 40k a year and then we hold out that other that other 20k divide that over 12 months that's a that's a one thousand six hundred sixty seven dollar Commission if you will based on on how you produce and I don't know if there's any traction for that I'm just telling you moreover my concern is that would position would get there and not function at a level and there's no way to it's it's harder to walk that back or to you know separate from someone go find someone else and so I'd like to find you want to see actual preset measures well you know and metrics to be reached yeah well not even as I just don't want I want someone to be motivated not that they're not motivated but I want them to for example I can go to a lunch every day and talk to a lot of people and never get anything done or I can know I've got to close this to get to the to the carrot at the end of the line and that's so I just there's there's there's busy work and then there's productivity and my concern in this position is that you can go to lunch with everyone and show that you're busy and then if that doesn't produce there's no pun itive consequence to that and when we're talking and like it or love it this is a very sensitive subject and it just needs to be in my in my opinion it needs to be something that is is incentivized and that's just I could be absolutely wrong and I could be absolutely alone in that and so but that's just my that's what's going in going on in my head and in my question at the end of all this is if you can go to the slide about the the figures how did we arrive at because Denton County is the biggest of those three and they're paying the least and so I just don't understand how that was divided up this was based on previous support when our community lost our emergency solutions grant funding the these percentages are based on the percentages that the respective communities listed on this slide contributed to making up for that loss okay thank you as far as the reporting on rents and locations and all that not only is the confidentiality of the tenant important the confidentiality of the landlord is important too because they don't he or she may not want number one to people to know that they're doing that not because they're afraid but because that's just something that they like to keep private and so I think before we start searching out and talking to these people we need to have a clear understanding of what we need to share with them will be reported what level that data will be reported because that may come into play sure with with with that and if you could go back to the barriers fund and the yeah I don't even know I had you go to that this is more what everybody is missing in this equation is something that it's it's it's it's obvious it's it's like air in front of us we can and I support the navigator position and I think what at least what I heard councilmember Huss was saying was hey we're gonna pay this but we were paying we're wanting this to achieve this very specific goal of number one off loading some of these tasks from the case managers and what is the ultimate goal we have putting people in units there's another part of that equation and that is you have to find the units and that to me is is is the challenge because and I think you've you know I have had a conversation about on the the landlord outreach doors for Denton County is every landlord has a different set of criteria and I think there's plenty of landlords out there probably more the mom -and-pops than the large organizations because they they have maybe a different set of policies and procedures they have to go by so that's that's the real key now I will say councilmember Huss but I mentioned this to the city manager and I think you know it's sort of along the same lines you talked about about incentivizing I don't know about incentivizing people to tear down existing ones because I know right now nobody's empty I mean for you to be empty in this city you've got to have something that's almost uninhabitable which that's not a good thing because people are living in but having looked at and talked to some of my friends about the project that you know was the housing authority project where it's tax exemption you know nine hundred thousand dollar a month there are apartment owners already providing affordable housing to our community in the form of what rents are categorized as affordable housing so you know maybe we can explore in tangent with yours how do we you know maybe enter into collaborative agreements with landlords to say okay if you maintain this level of rent and we are able to come in and double check and we are able to get some kind of data that you know not you know breaching vice confidentiality that we can provide some kind of incentive at our level we can't speak to the school district or the county but how can we do it for because we 're already we have a ton of affordable housing units in this city I mean that are being rented for less than the affordable less than you know some of the 60 70 80 percent area median income so really our challenge is how do we help people maintain those as well as expand the opportunity for to take clients that you know some may have a policy that if you have an eviction you don't even get a look I mean there's some and that's they're right I mean there's some apartment owners that may say if you've if you had an eviction within 12 months or 24 months but if you had it longer than that we're okay with it that's really I think where we're missing the data I think we're missing the data on what is the the processes and procedures for application approval because they're all different except for your standards fair housing laws I mean you do have a you have a floor in federal law that you that you have to maintain because I really do believe that as you get out there and start talking to people you 'll find individual owners maybe small shop owners that you know they may provide one or two units because let's face it because out of the goodness of their heart it's not not necessarily be because of a financial situation but yet it may not be that big of a financial burden for them to do that with a lot of this support so I think this is I don't think we're ever gonna know if we can really pull this off without having this position because you just can't keep doing it as piecemeal as we've been doing it I mean you've you've had experiences with the doors for Denton County with larger landlords that there's very little flexibility and flexibility is right because you have to treat every client you know the same as far as per your procedures and per federal law standards you have some flexibility in some of those things like evictions and criminal maybe criminal convictions and things such as that but as far as your fair housing laws there is no flexibility so this is really the key you said we're gonna build our way out we will not build our way out of this problem if that's what we're expecting to do number one nobody's got that kind of money to do that and when you say you build it they will come you're always going to have a population that needs help especially as we grow so I think this the doors for Denton County is really one of the major initiatives that can help really provide some really quick solution and well I'm gonna I'm gonna promote the Denton County's the Barriers Fund this fund is not subject to grant regulations it's subject to the homelessness coalition board of directors or the steering committee who approves this so this is a way we're people can truly financially contribute to directly help people get from living in a car to live in somewhere that's a little bit more permanent without all the necessary regulations that I think so many ways kicks people out of the system so I think we're on the right path I think there are some very creative ways that we can continue to do the difficult part and the challenging part this all takes money and it's how can we find the way to maximize the money that we have to to apply to this this problem and maximize it so I'm for this I am for the reporting I'm for the data gathering with some conditions as far as confidentiality I certainly am for looking at some other alternative methodologies to incentivizing for me it'd be more I mean that's a voluntary basis what you're talking about it's not you're saying we 're gonna create a regulation that does it's a will you volunteer to move into this program and I think once we get going and those those lunches can occur and people can make contacts I get calls from organizations hey do you have anything and it's just a batter getting more people who they can pick up the phone and call and I mean how many rentals do we have in this town and in this county a ton a ton and I can only speak for Denton a lot of them are small owners they're not the big corporate student housing it's small yes yes so several things addressing points that have already been made before first just adding on to Councilman Hutzpeth said about the map if bus routes bus routes could be on that map that would be really good idea second about because I agree we've got a lot of these you know and I don't know exactly how many but these mom-and-pop landlords in this city already and there are and not only would the job of this housing navigator be or partly include finding out who are the landlords who are already offering you know low rent without all this red tape but also in addition to that seeing of those who don't do that why they don't do that and what the barriers are in their way and if and this is where it kind of turns to that this the city are there things we can do and and I know that other cities do things to try to keep rents low outside of rent control things that can remove some of the obstacles that are in the way of these mom-and-pop landlords for instance code enforcement you know if you're mom pop landlord and you know you might have a place that's kind of not up to code but then if you renovate it you know you're not going to get grandfathered in under the new codes and then that that adds costs so you know what can what can we do at the the level of our code enforcement to make sure that that we are not as a city raising rents because unnecessarily you know and if there are repairs that need to be made to get up to codes that we don't have an unrealistic timeline or that we give breaks to and I don't mean lower our standards but that we make sure that our standards are not too high that they're driving up the cost of rent because I I hear anecd otally that that's the case so so that is that's one concern also electricity for those landlords who have utilities included I mentioned electricity but all utilities you know we the city we can and other cities do give discounts to you know landlords who are providing a certain percentage under market value whatever we want kind of like what you were saying you know we're not and what I find so exciting about this is that when when we're not subject to somebody else's red tape we get to decide what we consider truly affordable rent what our values are right so if it's that important to us and if the cost of utilities is a big prohibitor well that's something that we the city can control so I would I would be open to that to that too and to looking at ways in which other cities have you have have scaled back on rates code enforcement and other kinds of things in the city control one question very specific question just about the community partners for the on the exhibit I think it's exhibit three for the Barriers Fund and earth for the Navigator and you list the costs you know the salary health insurance dental is this the this is health insurance this is the health insurance for the person who's the housing navigate oh okay got it thanks okay are you yeah before we know well we're gonna need to take a break here a minute I think one of the natural breaks would be between your presentation presentation so I'm gonna let I think council member Messler has a question so we'll take his question and then that's the natural break we'll take a break yeah I guess it's it's more of a comment and you know what I would like I'd like to support this and I would I would like it to have a reasonably derived goal that thinks realistic and so there's some kind of accountability and whether it's you know through an incentive which I think is very worth considering or just somehow you know have something to measure progress against not not so that later we can say did work or didn't work but so we can see hmm we thought it would work this way but if it fell short what were the problems we learned otherwise we just don't know whether what happens is good or bad you know we 're just gonna sort of like whatever we get and then secondly I'd like it to be ideally within the context of a kind of a master plan we're not talking about solving thousands and thousands of families worth a problem I mean we didn't have the data for years now we have the data thank goodness well done so we're trying to solve this 400 family issue and you know maybe we're only solving it down to a hundred so once we establish a reasonable goal for this you know I want to at least start identifying the tactics against the other pieces of it and particularly against the the permanent supportive housing group you know there was an excellent film that was distributed to council members I don't know if you all watched it it was distributed by a member of our Community Development Board that was about solutions not San Antonio but it was like in Oregon and places like that where they have rud imentary structures pardon me probably Seattle they do everything rudimentary structures that are more like $2,500 not you know $20,000 you know that are managed by the residents not done by neighborhoods not done by retail areas that address this people who are some of whom will move through but a lot of them are just gonna stay in some kind of supervised housing but you know have sanitary conditions and have security and so on so you know that's a piece of it support a master plan is my second point and my third point and it'll be the last one is when we have this sort of plan it'll take us a while to achieve you know we're gonna be looking at still the emergency housing needs you know and I don't know if anyone here knows that when senior King was originally established to just deal with inclement weather you know and here we are now looking at you know I when I initially raised the request to have this review you know I was looking at inclement weather thinking about freezing temperatures and now we're looking at 100 degree plus for many days on end so you know do we at least have an eye on that do we know for instance if maybe this is our week to learn it you know do we have enough capacity to handle the people who will need to be sheltered on an emergency basis in 100 degree plus weather you know do we need to be able to support volunteers at the Civic Center for overnight shifts or something you know so those to me are the pieces it's having a clear goal identifying a goal for this tactics against the other pieces and then having at least a game plan for dealing with any if there is any unmet emergency shelter need in the meantime to me that would be a comprehensive master plan okay just a comment it can be the next presentation it's just generally so I'm good we got it I think they're wanting direction some direction at least some idea of direction on the housing navigator position or the funding because we have upcoming budget discussions so I think it's so I think I heard you say you're supportive of it but you'd like to see these other things developed as we move forward with it is that right yes and I want to say gold put on this reasonably derived okay go all right in a perfect world it 'd be three three and I can then negotiate my fourth position to be sold to the highest bidder so I'm not so your position is so yes no I'm for it but again I think I want to see what it looks like I'm for it but I would ask those that are filling a position to be forewarned that I'm gonna be very sure a tense third I think that's that's the best I can do is tell you in advance it's coming yeah yeah good all right appreciate that and with all their respect we recognize that but realize this position is starting at less than a first- year teacher in Denton ISD okay and so am I am I getting a consensus to move forward with what some of the caveats of you know to make sure that there's going to be a sense of you know let's make have some results even though understanding that it's first year right and this is brand new initiative and what are our goals and master plan these go ahead and go ahead and make your comment so the city of Louisville and the county both have an amount there have you spoken to them and invite we've spoken to the Louisville City Council and they are in support okay we are still in conversation with the county okay well I am in support okay yes just one more just following up on what what Gary just said about you know that is a modest salary for someone with a very very very big job and I know you already have you know staff in the United Way but I would encourage you know looking at our universities and other areas where interns can be found who can get course credit help pay off their college loans you know all kinds of things who could help out people who really care and have it and also have the skill set to help this person do their big job because it's a very big job that was actually gonna be my next point is that we do rely heavily on interns and so we will definitely have multiple interns supporting this position and just one final comment in response to all of your requests for some kind of clear outcome measures and metrics we will take that we hear it and we will you know set some some some clear realistic goals based on our grant metrics and our community needs and be in consistent communication with Council and the community at large in our attempts to reach those goals and then lastly to your point Councilman Meltzer about you know a master plan we've said before and we fully realize this is gonna take a diverse set of solutions there's no one answer to solve this we're not gonna build our way out of it you know we're always gonna need more hands to do the helping and that sort of thing but we are strategically both on paper and just in conversation working to ensure that the types of funding and the amount of funding we're bringing in is really reflective of our needs so we're looking at existing federal grants especially in regards to our permanent supportive housing population we have two programs right now and they're consistently at capacity one of those programs is looking to expand its eligibility criteria to be able to accept you know more folks and then both of those programs over time you know we're looking at the community to see how can we leverage existing resources to expand those those programs and the capacity of those programs to meet the needs so we are in full agreement about you know the master plan approach and ensuring that with everything that we're we're doing and implementing that the results are not you know our first and foremost to see people getting housed but to ensure that you know we're using that knowledge and that experience and that data to improve and expand upon what's already happening. So if I can borrow Gary again please. I just want to and we can talk offline but I want to be very clear I 100% get it but I'm trying to tell you my salary is way less than this now I make commission that I do very well but my point is this I don't think that I'm I think if we're gonna help further even if you look at the barriers fund and you look at the example of hey there's a $7,500 match out there that serves as an incentive to get people to hey if you if you're on the if you're on the verge hey let's let this allow to push you over the edge and so that 's my that's my focus is that I think there's ways to if we come back and imagine the conversation the navigator was so successful they were able to house 30 people in two quarters we need an additional X amount because we're having great success that that's my motivation it's it's it I need a number to go back to push some people over the edge sure and and for those that would say why this versus that I can say there's a number to support that and I'm not saying all things are that straight line right but I but I am saying that that 60k is a lot just under 60k is a lot to me it may not be a lot to anyone else and I may stand alone in that I'm okay but that's just because I look at my text up and my base salary does not match 60k sure or 50 you know but there's other mode there's other carrots out there and so when I when I criticize that number it is just because reality in my world and those that I would talk to is precious few people that I talked to that are you know at that range and I'm not saying that's a bad range good range and different I'm just saying the people I talked to that that is that that is a lofty range and so I understand teachers make that and and Lord knows they need double that for hazard pay but but I get it so so excellent point you're really describing the way we would approach writing a grant in the first place and our veterans navigator program which was funded by a Health and Human Services grant in that grant we committed to serve 200 veterans in crisis and with two full -time case workers at a different salary level but at two case workers they serve 260 veterans in crisis in a 10-month period so having that going in number we knew 260 was a phenomenal year and that's a great program and you're gonna see it sustained through other measures not in the nonprofit community but in the public sector so I love the benchmarks so we know whether we missed the mark or we exceeded the mark I just want to clarify that what you're looking at councilman is a fully loaded number that includes taxes as well as benefits so my comment was directed to a base salary of 40,000 not to a total cop package including payroll taxes of 60 okay thank you yep one final question I 'll get the final last question on the fifth on the no Ryan can 54 families does that include the 10 veteran bash vouchers so that's it so we were able to how we were able to get those housed using that system so it doesn't that that's in addition to the 54 is that correct okay and then go ahead oh I thought it's councilman Ryan I'm sorry well then for sure so on that to the to the data point and the the questions that have been asked so our homeless leadership team does receive backup information with the the amount of people say the 54 have been housed in the 400 that are still on the list they we know exactly how many units are needed and what that would cost and where the gap is and what we have and what we need so that data is there and I've asked that that be shared with the rest of council so you have that that to start with yeah okay anything else thank you very much great presentation great great work says we 'll come back with Sarah's here in about 10 minutes on our jail and police issues related to to homelessness that we would be saving if we if we didn't have those numbers of homeless because obviously that has a lot to do with public safety as well correct yes okay and this slide there's just a few updates in terms of what our other agencies and partners in the community are doing to contribute to homelessness initiatives so this isn't the city directly but I just wanted to highlight a few just to show the collaborative approach that really this the community has taken the Denton Housing Authority appointed 250 thousand dollars of funds to United Way of Denton County for a supportive services community impact fund that 250,000 was broken up and granted to three local agencies to provide housing services and programs for those families that are struggling with housing stability additionally the Denton Housing what are those three and that is giving a hope Denton County Friends of the Family and Christian Community Action receive those funds from United Way and then the Denton Housing Authority also received 10 additional vast vouchers so those are for veterans so we went from a total of 10 to 20 that we have available in our community for veterans DCTA recently increased the discount for nonprofits that are purchasing pass transportation passes for their clientele from 25% to 50% as of June 1st our daily bread also has mobile showers available at their facility and they just increased that from on Fridays only to Tuesdays and Fridays so two days a week they are providing mobile showers to the clients that are visiting them and then the last point here is MK OC and our daily bread are also partnering to have a full-time case manager and that's very important because both of them see the same individuals that may be going back and forth from their facilities each day and really trying to help connect them to the services that they need on an individual basis any questions okay so the last part of my presentation is in regards to homeless employment programs and we staff was asked to do some research research on homeless employment programs of municipalities around the nation and really seeing if we could restart our employee to empower pilot program and so this first slide I just want to kind of do a quick background review of what was the employee to empower a pilot program so this this was a program that had the goal of employing ten participants five for the first six months and another five in the second month it was through an MOU was served dentin they would be the main program organizer and also partner with other nonprofits that would provide in-kind services so that MOU was in an amount of forty two thousand dollars it was split between two fiscal years 16 17 and 17 and 18 and the employees were earned nine dollars per hour working on Tuesdays and Wednesdays and doing various jobs for the city mostly litter cleanup and removal but also some parks maintenance work that didn't require heavy equipment operation so that launched the MOU was done in June of 2017 and the first employees went to work in September of 2017 there were a lot of individuals that were interested in participating in this program however through the various processes of interviewing doing the drug testing and then reporting for work there were four participants that did participate in the program all of them left early to did secure employment one move to another city and the other left because of child garnishments child support garnishments so served that and came back to the city in February of 2018 and requested to terminate that pilot program they felt it was a fiscally responsible thing to do realizing that the program design that they had structured wasn't working and they really wanted to kind of take some time to refresh and see is there a different model that could be more effective in meeting the goals councilmember Briggs and then councilmember Horta so for me success is defined differently because I think if the goal was five and we got four that's not a big stretch and if two of the four which is half secured employment then that's a 50% I mean success rate I mean which to me is good because now you have two people working that were not and so I just kind of wanted to put all those big giant you start out with 50 and then you have this but still if you look at the scope and you narrow it down I mean on success I mean you have two people working that generally didn't so I just wanted to throw that out there that's my doctor yeah I would you know I see in Fort Worth and I believe Austin you know where they've done this more successfully you know I would like to see a study of what they have done you know that that we haven't done and to reconsider doing this including you know to consider having this be a program that is that is run by the city where the city where it would be up to the city to control you know what our metrics for first success are and aren't you know one thing that I would like to see considered is you know the drug testing requirement all right you know why you know to me that's not important and to me it seems to go against the the whole housing first I realize this isn't about how just I hate to interrupt you I think they've got a few slides on some recommendations that are gonna address some of what you're describing so okay yeah yeah and that's true that's true yeah yeah so this is just kind of review of the pilot program and so what I'd like to transition well let's first we'll talk about the review of the challenges after the pilot program this is in discussion with served at and the other nonprofits that participated we did as mentioned we did have some limited success and recruiting and hiring participants the lack of stable housing was a significant barrier the program was established thinking that the same five individuals would come to work over a six month period to have that consistent employment without a house to go home or a roof over your head every day was a significant barrier to participation and then I think the other the last bullet point here these nonprofit agencies and served at and we're trying to provide this at their existing capacity and with a new initiative there was limited resources and attention that could be provided to a brand new program unemployment program for the homeless so going into what staff has done since we've researched other programs around the nation that information was provided in your backup in exhibit 7 there's actually a spreadsheet I think of six or seven different municipalities we looked at and we really tried to break it down to understand the program dynamics so what was the city who was their partner what were the program goals what was what did the city provide the city's role the budget breakdown what were the outcomes overall so that we could try to glean some lessons from some of those other municipalities and so reviewing that what we learned is all of those municipalities had a strong nonprofit program lead that nonprofit was in charge of managing the program providing the supervision and they're also the fiscal agent so there were the ones taking on the liability and they're also paying the employees it's also very important because in the nonprofits are closely connected to providing that case management and the support of services that the homeless individual needs to move on to self-sufficiency so we thought that was one aspect that is common amongst all the programs that we saw is having that strong nonprofit program lead where the city provides funding or other resources but they manage and implement the program going forward and then as well as when we looked at the program budgets not only did they have funding for the program participant weight for those participants and their wages but they also provided funding for other things that were needed such as case management driver supervisor tools protective equipment so really trying to build an all-inclusive program and make sure that it can be successful and have the attention that it needs the program goal for some of these programs was slightly different than what ours was in the past most of them stated it was to provide a work opportunity whether that be for the day a few weeks for whatever time it might be so a little less focused on the structured you're gonna participate for six months but if you're able to work for the day and can work and pass whatever is required by that nonprofit you can come out and work and really the theory behind that is that you're engaging with those folks on a regular basis and trying to connect them to supportive services and help them move on to self-sufficiency so that was a little different than our program had been in the past and then the last one we saw was examining lowering barriers to work now this would be dependent on the nonprofit that we would partner with trying to understand what things are flexible and what things are not flexible to them any questions on the research that was provided or things that do you have do your following slides go into the specific kind of proposals that you're asking for okay yeah so we think after reviewing all that information we think it's quite possible to restart a pilot program where we could go through a process to see what nonprofits might be interested in being our partner and really understanding how they would structure it what are their ideas to be successful how do they define success looking at some of the other models that we've seen however we think annual program budget estimate is more around 70,000 and that's to provide for as mentioned previously the program participant wages but also for all the other support that is needed such as case management and a driver and a supervisor and just overall program administration and this would provide for five participants working 16 hours per week may not always be the same five individuals but you'd have five spots each week and so really what staff is hoping to understand today from council is this something you'd like us to explore further knowing that we think it would take $70,000 plus or minus to make this program successful for the community just understand you know really what the what the requirement would be potentially are we talking about work that we would need to get done one way or another anyway you know these in other words you know the wages wages that we would be budgeting one way or another with or without this program it might be in part some of the litter cleanup is not budgeted and things that we do on a regular basis but would help to beautify the community some of it might be such as our parks maintenance we do use seasonal day labors to do planting of flowers and some other work that we might actually be able to instead of doing that that contract for day laborers we could use this crew to go out and do things for parks maintenance as well I mean just as a follow-up I mean could could could we consciously steer it more toward kind of already budgeted items so that your total really incremental ask would be something like 33,000 we could and we can go back and look at that further and really try to pinpoint what do we think the reduction and our contract for day laborers would be to really get to that what's your net budget we just didn't dive that for that much into details yet so I thank you for doing all of this I I definitely support this initiative you know we talked about wanting to create more jobs and this this creates this is a double duty thing that if if we do this right and that creates more jobs and also helps to prevent homelessness so just kind of going back to what I was saying before the drug testing I would hope that that wouldn't be a part of this or if it does end out to be maybe there's some you know law or something that I'm not thinking of where you need to where you need to do that that if this is somebody who has an addiction problem that we help them with treatment you know instead of seeing it as a disqual ification seeing it as this is another this is another thing that our case worker can help with so where are they going to so we're not providing a place under this model the 70,000 model to for them to sleep no that would not be provided as part of this program yeah so I would like to and for me this is not a all or nothing I'm not saying I won't vote I'd say yes and because I say yes to this as is but I would like to see it also us to try to find a place for each of these people to sleep and I don't mean build a barracks for the you know workers but work you know talk to landlords and see hey we've got this person doing this this program you know would you be willing to you know if if we pay this much for it said we're looking at all different kinds of whatever the possibilities they are because that's essential and as you mentioned before that's a huge preventative and one reason why some people don't come back to work because they don't know where they're going to be and people don't sleep well and then my you know final thing would be seeing if there's are things that some of our homeless with disabilities can do you know for those who either just know in advance that they can't do the trash collection or who try and it's just too hard on them physically you know is there something that they could do in this operation that would not be so strenuous on them physically something we can look at that's my brief thank you for all your research looking into this I I too am in favor of bringing this back I think it could be really successful and beneficial for our community and I would like for us to engage with a nonprofit who is familiar with the population and establishes those relationships because I think that is extremely important but I also want to just say that when you see the budget down there is seventy thousand also remember the amount of weight that is put on our public safety and our EMS and our police department with all those calls and I know that five people is really not that much but if this program can be successful and five can turn into ten and ten to twenty then you know we're we're paying up front and you you hear that you know it's sometimes be it's better to pay up front and be proactive than it is to start paying at the end you know when they end up in the emergency rooms and in ambulance services of course and they can't pay that bill so I'd like for everybody to keep that in mind as well so the number does look large but then when you think about all the other ways that we do pay in our community after the fact it it makes it look a little bit less customer right thank you mayor having to look through the other cities and what they've all done I think I like the Tucson plan the best because it has a very small amount that the city puts forward in the community as a whole puts forward the rest and so if we're going to look at that I think that's the way to go I think better route for resources is my personal thought is to look more into the funding of MHMR or substance abuse you know anybody can be employed for a day but the number one reason people lose their job whether it's directly or indirectly is alcohol and substance abuse and until we can get them off of those items we can't get them gainfully long-term employed and completely self-sufficient so that's that's my two cents on it that I think we've got some great organizations here in town that could really we could partner with to help out in those areas yeah when I read this I mean we in every program we've talked about today we've all I think almost all of us have desired to have well what's the goal and what's the end result that we're hoping to achieve and that's where I really struggled with not wanting to help but in this what is it I mean if we're just saying hey come we're gonna pay you nine dollars an hour eight hours at seventy two dollars end of the day I don't know how you get paid I don't know if you get paid daily or if you get paid there you go and they just wander off somewhere and that I mean that I don't understand that because I don't see that there's really a goal there I don't see that it's I mean if we're just wanting to give people a chance to earn some money okay that's fair enough but can we do a better job of it because when you say five turns to ten and ten turns to fifteen well what I'm hearing is does that mean we multiply that 70,000 times five we double it again we double it again so I certainly am for doing something but I would like to see more of a an outcome based approach to this because like councilmember Briggs said well two was successful because they came employed became employed but we just talked about in the last conversation on housing did the people who got housed are they still housed so to me it would be we before we can say that successful are those people still employed so there's a it's a matter of philosophically for me what is it we're really trying to achieve with this program and if it's really we're just trying to say we're just gonna give people opportunity pick them up drop them off pick up from trash plant some flowers we'll pay you 70 bucks and we'll drop you back wherever you want to go okay well that I would hope to think we'd have something and this isn't directed towards you obviously I mean I'm looking at you but yeah I don't want you to think I'm saying what are you doing I mean come on no so obviously you know that Sarah so I would like to see a little bit more flushing out of what if there isn't a more of an objective than what I just described because what I see is half of it almost half of it is for administration and truthfully if all we're doing is what I described you could take that other 32,000 and I'm sure we've got somebody in the city can supervise three or four people I just I would like to parse the numbers a little bit and have a little bit more clear objective of what we 're trying to achieve here because our goal in housing is to not just give somebody a shelter for one day is to try to give them an opportunity to stay sheltered you know permanently whatever that means for them and here how do we you know so those are just some of my thoughts I'm not opposed to it I don't think it's the best use of our money if it stays in this form of sort of unstructured without a whole lot of kind of tangible goals and and outcomes that we're trying to achieve it's just sort of our way of saying we're gonna take $70, 000 give it to a nonprofit and they're gonna pay some they're gonna pay five per system it's $37,000 over some amount anything if we go through a process process to try to identify if there's a nonprofit partner what how did they define what those outcomes are that's fair enough just hard for me to comments on that because I don't know exactly how they were defined that and put that together they also might have some ideas to save on costs or to really add more service enhanced service to this as well but we just didn't have an approach them yet we wanted to see if this is something that council even wanted to look into restart so what you're saying is as you put it out there then those nonprofits will have maybe their own set of goals and criteria correct to to to move into the program we're not defining the we're not saying here do this program we're saying we have these funds available what can you propose as a program that can best utilize these correct we'd like to hear their creative ideas and thoughts and their synergies with the other agencies understood that I appreciate that yeah I agree I mean I just I there has to be an end goal to define what what success is and stable shelter shelter is a main a main goal for this and it we would have to have it for it to be successful because that's it's really hard for somebody to have a full-time job and not have a place to shower or to sleep and so those are those are known issues so I I was thinking it would be somebody on the housing priority list or someone who was just housed because I have come to realize that people get into an apartment and are not working and so then that means that they may end up back on the street if they can't keep you know once this original support runs out they don't have a job so this would be a way to help those people stay in in their apartments so there are creative ways I mean you know or before I think we were partnering with with the shelter or the nonprofit was to guarantee that there were that many beds available so no I mean I I'm in agreement I don't think that spending $70,000 and then just saying here's your $70 by see you another day is is what I had in mind of being a successful program I think just as far as the connection between this program and housing is concerned concerned if somebody has a minimum wage job or this is what was it nine dollars an hour that on its own is not going to help keep them in an apartment unless the rent is low enough and so I would say you know that making sure that we're working with landlords to help lower rents and do what we can ask them what their costs are and doing what we can to lower them so that people can stay there on nine dollars an hour because given the the current cost of rent you know fair market value and even what counts federally as affordable housing and and what we would consider relatively affordable it's still hard on a minimum wage anyone that would participate in the program we'd want to have that case management and those wraparound services to really understand what is what do they need and what are their challenges even if they currently are have just been placed in housing how do we maintain that housing environment for them just to chip in I think the idea of taking proposals from a number of nonprofits is great I think we'll learn a lot I agree and I want to make sure I understand this because there's been a couple of comments about people who are in apartments keep them in their apartment is this for people who are help in so this is just gonna come through the program proposals from the nonprofit okay gotcha because I thought this was for people who are actually homeless but I could be wrong based upon the target of most of the programs for those individuals that are experiencing literal homelessness so if they're still in a shelter environment that they are picked up from that shelter taking for the day to work and maybe return to the shelter and have at least a secured bed for the evening however we don't know that I'd want to put parameters on it maybe there's some creative ideas to hear for those that may have just moved from homelessness to house councilmember yeah I'm gonna start where you in it because I think that's spot-on I think that as I'm listening that's that's my question what's the focus it's focused to get them at homes for focus to put money in their pocket you know I see those two very different things one's huge and not going to fit in this small box right and the other is I think achievable and it's it's a value to the community in this what's the question I would have is and I think that's maybe where we can partner with some people and find out how much you making per day panhandling because if you're telling me I can go work and I don't want it but I can go make more not working that's competition right and we need to understand what that is right so I think there's some baseline questions steeped in reality I mean and again it's asking that population what type of work you know have you done before what do you what are you used to what type of hours what you know those kind of conversations but but I think so that's kind of that that baseline we've talked to those that are potential to take advantage this program and here's the feedback we've gotten that's kind of what I would like to hear versus us sitting in this room you know putting labels on and then also I'd like to take a different approach to that I'd like to ask that we find a company for example what a lawn care service because the perfect job for me that I see that that fits this that that I could get behind today is we have so much overgrown growth that code enforcement then tries to reach these owners then we have to send city staff or contracts out someone to go out there and cut it and then try to recoup our money well if we're investing in that segment then it's okay because it's hard enough to recoup our money from these people that don't come cut it anyway it beautifies our city and if we do recoup then then that's great this program almost pays for itself by receiving those funds back from from the labor they did so now it's self-sustaining it's beautifying our city and so I see it as a different component of focusing on a company that a lawn tree maintenance company that can then quote-unquote hire day laborers and kind of manage it that way with the wraparound services or hey if you want someone you to talk to about these services you can that that's kind of I see it a little different than going through a so the it's almost this company serves as that that in between management if you will that's associated with a nonprofit and I could be absolutely wrong that couldn't work but that's just how I see it and then I have one Aaron I'd love for you to send us an email because I don't think that I think there's some legal liability that I'm not comfortable with if you're talking about the city being associated with someone and it's one thing to say we didn't if we know someone I don't know whatever that drug test scenario looks like just lay it out I mean here here's the liabilities here's the non liabilities and and just but that's just let's just be clearly right or wrong early versus wondering later so if you can send us some sort of report on your research on that area that that'll already have that noted down yeah go ahead it's getting it's getting late it's not even 230 yet councilmember hudspeth kind of prompted a thought with your mentioning of code enforcement just another possible area of work you may or may not have already considered I understand that code enforcement does graffiti removal at no cost I don't know why it's at no cost but it is at no cost and I don't know what kind of resources are currently employed to do that but there might be another area where you know these resources could be targeted okay so it sounds like you have direction to continue with the proposals and then as they come forward we'll come back and have a conversation sort of flush this out a little bit more as far as whether we want to move forward there some of these other programs that were talked about lawn care and graffiti removal and things like that sounds good thank you thank you appreciate it thank you all right great all right move on to agenda item D I believe it is yes receive a report from staff and the Denton Parks Foundation give staff direction regarding the city's proposal agreement with the Denton Parks Foundation good afternoon mayor and council Brian Langley deputy city manager I want to visit with you this afternoon about Parks Foundation agreement this is something that we had presented to you as you may recall back in the May timeframe to get some direction of how to proceed on this I want to take a moment to recognize Tim Smith and Molly Tamkey with the Parks Foundation they're here I'm gonna have a very short presentation and then turn it over to Tim to make some comments I think he has a short presentation that he'd like to go through with you as well so just in terms of the presentation overview for today we'll be talking about briefly the process that we've been through the progress made today talk about the key components of the Parks Foundation agreement that we've prepared for you today for discussion again there'll be an additional request from the Parks Foundation that they want to talk to you about specifically about the pay for the executive director position and they'll brief be coming forward to discuss that and then we'll give you some options at the end to give us direction on terms of just a little bit of history here as you may recall back in October of 2017 we did suspend our relationships with the Parks Foundation as we conducted a comprehensive review of that arrangement in February 2018 the results of that review were presented to the City Council and we worked over a period of months to implement many of those recommendations and then in May of 2018 we came forward with a status update for you and then talked about options to proceed and the council at that time directed us to go forward and and to work on an agreement that can be brought forward for consideration there is a 13 page agreement that 's in your backup that's been provided that we've worked very carefully with the Parks Foundation on in our legal department I'm going to go through some highlights of that the responsibilities for the Parks Foundation that we've come up with and then the responsibilities for the city again one of the not ations from the review that we had was just blurred lines of responsibility there weren't clear expectations for either the city or the Parks Foundation so one of the tenants of this agreement is that this does lay out those things very click very carefully and very deliberately so it is a little bit lengthy but we think it meets that purpose so one of the first expectations of the Parks Foundation would be that they would present and receive approval of an annual plan a fundraising plan that would be brought forward to the City Council on an annual basis and the Parks Board as you may have noticed in your your backup that is not included that's something that they're working on right now and would be presented with any final version of the agreement that would also include a report of their current year financial information all their donations and contributions received they would prepare quarterly reports on items related to scholarship dollars donations their disbursement all other activities they will prepare gift and pledge records in accordance with their policy gift acceptance and financial procedures policy again that was one of the recommendations of the review that we had that they did that we presented that to you back in May of their recommendations they would raise funding for youth scholarships something they've done for many years and remit the current balance of those funds almost $13,000 to the city they would also remit the remaining balance of the youth sports enhancement fees and what's known as the morale fund to the city as well those are dollars that are on their balance sheet they would support and fundraise for seasonal programs such as Juneteenth Cinco de Mayo these are ones that are unaffili ated with the city but the agreement would allow them to do that provided it didn 't have any interaction with us and they would engage an independent firm to do an audit on an annual basis so that's it I'm gonna keep going the role and expectations of the city one of the things that we talked about with you back in May is providing some office space for the executive director or any kind of presence the Parks Foundation might need to meet with potential donors or conduct their business there's an office that was used previously for that in City Hall East it's approximately a hundred square feet so that would be part of the agreement we would provide all the operating utilities Wi-Fi service those kinds of things as well parks maintenance planning and installation support for equipment and legacy items so if there was something that was donated we would provide the maintenance for that and work through those issues with them we would help identify projects initiatives where they can help us with fundraising support we would record donations and any related expenses into our record-keeping software so we 'd have good accurate records of all the types of things that have been done and we'd allow the Parks Foundation support and fundraise for seasonal programs or projects on affiliated with the city again these are the Juneteenth Cinco de Mayo type events that we've talked about before and ensure that the accepted gifts are used in accordance with the donor agreements that we have yes Councilmember Brisman was there is there an amount that's tied to that top square there about the use of office space in operating utilities we didn't we didn't look at that on a per square foot basis and I'm struggling to remember the number off the top of my head I want to say it's about two to three thousand dollars is what we estimated Gary I ask you if I'm misstating that but I think it's two to three thousand dollars on an annual basis of what we thought was a market kind of base rent for that okay you're going to go further into the agreement I'm one I have a sort of alternative concept I'd like to float away to an appropriate point if you've got kind of more you want to say about this proposal yeah let me make sure so you've got a presentation then Tim Smith has a presentation that's right from the Parks Foundation so what let's wait and see the comprehensive presentation then allow you some opportunity to share that okay fair enough so there is a potential for additional agreements what we would call additional service agreement so if there was a particular large project say Eureka 3 McKenna Park that the Parks Foundation wanted to raise funds for and it was a significant undertaking that was outside of any kind of annual fundraising plan then we would bring that back as a separate agreement and ask the council to approve that with the Parks Foundation there were certainly any resources that need to be committed for the city in terms of staff support or anything like that we would ask the council to approve that separately so it preserves that option for us down the road if we needed to do that we also have a provision as well that donor sponsorship recognition programs that those that have to be separately approved by the City Council as well so in other words if the foundations sought to have some kinds of advertising or naming rights to facilities or any of those kinds of things then we would want to bring that back and have a separate agreement govern that or a separate policy that governs that and that's something I've been working with Gary Packing on and director of parks to bring some type of naming policy forward to the City Council in general but anything in particular related to that we would have to come back and cover with a separate agreement in terms of the contract term what we've proposed here and again I'm sorry yes so pertains to this slide in particular that in the agreement it talks about that and this is I've shared this with you beforehand about a must or a shall but it talks about approved in writing by the city manager his designee but it does not mention council approval so we may want to make sure that gets added into the agreement yes sir we can certainly do that thank you and it's meant to be discretionary I think there's a wording question about shall be required it's really discretionary item on the part of council so we can make that clear in terms of the contract term what we propose for you is initial initial term of one year again with an annual plan that would be associated with it and then to one your options so that we would be able to come back after 12 months show you the progress that we've made what the foundation could describe for you the activities they've had and you could see that relationship and decide if you want to renew it again each entity the city and the parks foundation have the option to terminate it within 30 days of written notice very standard procedure that we have and pretty much all of our agreements the foundation does have a request as I mentioned to you to include pay for the executive director I want to be clear that the current draft agreement that that's in your backup does not include that provision that's something that there was quite a bit of discussion on with the council the last time we spoke in May there was not a consensus on that and so we've not included that in the base agreement again Tim's going to talk in a moment about his request related to that but they have requested funding to cover that executive directors pay $75,000 for the current fiscal year and then prospectively going forward councilmember Briggs so we had the discussion a little bit ago about base and all in so is this just base or is this I think that's a question that Tim probably should answer about what is what is in that what's included in that figure for the city 's point of view it would be $75,000 contractual payment I don't know what kind of benefits would be provided with that okay thank you okay okay so the options that we have before you really we came down to three options option one would be no actions don't proceed with any type of agreement option two would be proceed with finalizing the draft agreement again it does not include any kind of provision related to pay for the executive director may include any council modifications or discussion that we have today we bring it back for action later and option three would be to free to consider the executive directors pay at $75,000 or whatever amount that you would you would want to look at for that so that concludes my presentation again Tim is here and be happy to answer questions now on my comments or if you'd like Tim to go through that we'll be happy to do that do you want to go ahead and okay okay okay any other questions Brian seeing none thank you yes sir mr. Smith try to make sure I get the right one yeah this one yeah awesome thank you afternoon my name is Tim Smith I'm the board president for the parks Foundation a couple other things before I get into this I think it'd be important to note about myself before we go into this one by trade I'm a financial planner my technical title is I'm a certified fraternal financial manager I've been financial planning for the last six years it's important for me to note before I go into this because a lot of this is going to be very analytical as I'll go through a lot of this this presentation was predicated by requests from a couple of City Council people as well as Mayor Watts to give an analysis of return on investment in regards to executive director pay both past and going forward into the future so I will break down and go into some some financial conversations here so I'm more than willing to dumb it up as much as I need to or to go in as deep detail as you'd like to so I'm looking at John Ryan there but awesome great so quick overview we we did an analysis of the ED stipend that was requested by the City Council members we were directed to do an return on investment for the city providing for a stipend for our staff as well as going into an analysis of the efforts and benefit of the the parks foundation prior to the 2014 agreement for an executive director as well as after so we'll go into that also requested from Councilman Councilman Nutsmith was a delineation between our organizations was other community organizations I know Councilman Briggs Councilman Briggs requests that as well and so we want to be able to go through that we're also going to address our annual fundraising plan we've got some pretty pretty high- level overviews of that that's not including your backup as well as a talk about our executive director the past pay the fiscal year 2017 2018 pay as well as a recommendation for future pays and what we would like to see as a foundation as well as giving you guys an update on why the executive director what the executive director has been doing since the end of really since the beginning of the end investigation all the way till now before I move into this and get to the numbers I do want to be able to address a couple of the questions are brought up during assistant manager Langley's presentation one in regards to office we did not include the what you'd call the marketable cost of the office and to this analysis reason why and this is something that actually came from a conversation with offline conversation with Council Hutzp eth after the last the last presentation I did now was that the city's no longer paying for that building it could be it very easily could be leased out to another tenant as it currently sits the city is not leasing it out nor has had any attempts to lease it out it's actually sitting full of all of our stuff and it's just been sitting there we have not had the executive director of Molly Tampy going into that office until we have the MOU drafted so and done so just a heads up on the office space lastly we'll address before we get into speaker spend most the time talking about pay the the money that's given Councilman Briggs is contractual that's not not there's not an all-in it's just that there's no benefits gonna come along with it and it's actually gonna be split between an executive director and then a part-time assistant and that's mirrors what we had approved for last fiscal year's budget ed amount to be given which is that 56 76 5 which is gonna be given 61 5 is gonna be given to Molly Tampy the 15,000 was before a part-time assistant and that was approved in last year's fiscal budget so that's what we're requesting this time as well any questions I have a question about that no no you are yes no I'd get the light if you want so that's helpful information so in on the retroactive pay yes sir so you're asking for not only the executive directors retroactive pay but also the assistants retroactive pay the assistant has not been working since January if I'm correct I'm looking at our executive director so no we were actually only requesting the executive directors which would be the 61 something on five okay okay all right a couple of analysis notes here almost all the note all the numbers that we pulled were sourced from within city staff whether it's from from Gary pack in the D part director or there was given a source from the books or numbers that were provided during the BKD report so just to give you an idea of where we're sourcing our information it's not us we're just making up numbers out of nowhere are we internally sourcing it it's it's being sourced from books that have been looked over by a professional auditor that you guys hired as well as has been sourced by the city staff so these these numbers are coming from a trustworthy source one statistic was not there is one statistic we're to use in here and that is volunteer hours we're direct we're using a twenty three point five six dollars an hour average that was sourced from independent sector it's a nonpartisan non-governmental nonprofit organization that conglomerates multiple nonprofits and they've put that out as that is what the value of a volunteer hour is for nonprofits so that is the one statistic that we are using for this analysis it's not internally sourced now about return on investment so the conversation that was had in regards to ROI specifically in regards to the the BKD report was that the ROI underneath the underneath the old D par director was miscalculated in the eyes of the BKD report that it wasn't looking at truly return on investment and this is a little bit different than you look at in my world of investments where if you have money that's sitting in a cash account that money isn't earning you nothing whereas if you use that money you purchase a say a stock that money then can have possibility for return in this case it's not that's not the exact same the organization exists and was creating fundraisable dollars that was given to the city for use prior to us having an executive director so there needed to be a new statistic that need to be used here so you're gonna see a conversation between ROI and what is called what I'm calling weighted ROI I'll get into the calculation part of that in a minute and how we how you formulate the formulaic conversation regards that well you will see this W ROI or the weighted ROI within this so the BKD report did make note of total fundra ise dollars that was reported on our 990 I will say that while yes those are as money that we were raised in those current years those aren't reflective of money that was raised for specific city projects that's also including income that was for the pass-throughs that we are helping support as well as through scholarships and a number of different projects that didn't directly affect city of Denton facilities didn't directly affect city of Denton Parks and Rec Department so we will see me also use a CTFR which is basically stands for city total funds raised so money that we raised specifically for for for projects on city property does that make sense Chris is already wiping his eyes falling asleep I know I'm sorry so for clarification on that what you're saying is the total fundraised dollars from what we had in our report is not the correct amount not that's not correct that you actually raised more but it wasn't on your IRS filing no no we actually so we what we was shown on our 990 our is filing is the most that we raised as a whole organization okay well so so and I'll show you numbers will make more sense in a minute but you know in one of those and one of those 990s so we raised a hundred thousand dollars well really that year only 12,000 of that went to city projects does that make sense the rest of that was going to non non city uses there were some of that was money that we raised and took in from the pass- through organization some of that money was money we raised and was using for specifically for scholarships so they weren't for it wasn't like it was being used for city facilities does that make sense okay councilmember Melter I 'm gonna paraphrase to see if I'm tracking so in the ROI up against the expense of the director's salary you're gonna look at this is all a question you're gonna look at city specific funds raised less the baseline of what was raised before you had the director so it's incremental city specific funds raised I'm gonna show you the formula in a minute but essentially yes that's what it's gonna be we're gonna we're gonna there's gonna be a different yes and sure answer yes we're gonna get more in time yeah don't you okay to get into this the the pre I call this the pre-ed post-ed and you know sometimes they work on a project to get so into your own jargon someone doesn't even know what you're talking about half the time so if I get a little bit too far in please stop me but pre executive director post executive director so we analyze our financial reports it was 2007 was when we had a treasurer change I'm I'm sad to admit that prior 2007 well before me being involved in the organization if you want to date yourselves I was still in high school in 2007 so you know let that sink in but but but but in two hours before 2007 we had we didn 't have very good record-keeping so we have changed that and you've seen that in the in the financial in our in our financial guide that you've been giving your backup but we're doing 2007 till September of 2017 which is when the investigation started and not beginning of October so a couple of data points we 're gonna be going over income wise the total funds raised you'll see the city city project specific project funds raised the CTFR you'll also see monetary value for in kind and volunteer hours so just a heads up on that and expenses you 'll see us talk about Civic Center expense room cost deep hard staff time actually just to make note I didn't put in the presentation that staff time is calculated off of current 2018 salaries so all we might go back and say you know per hour of what this is what the the foundation was taking away from the deep hard directors time was X amount of dollars an hour that's actually based off of 2018 salary not necessarily what the salary was in 2011 which is probably less than what it was today so we did we did take a lot of shots against ourselves in this analysis as well as additional city cost including when we get to Eureka - we'll talk about the the poor in play and the equipment that was purchased and then we'll also go into the executive director and assistant support that we received from the city so our first graph as you can see here this is a basic general overview you will see the big out the outlier there which is 2015 that is the that is the main fundraising year that we had for Eureka - you can see the other years in there as you'll see here that this red box these are the years in which we had the executive director involved and then of course the blue and the orange differences are just the total city cost versus what we totally raised for the city so you'll see in some of these earlier years that yes there's still we're raising more than what was costing to the city later years it was different in the big outlier year it's very clear that we raised more money that was was spent by the city and so just to let you guys see this is there any questions about this graph that I can break down for you while we're on it yeah I'm sorry I'm sure you're very clear about it but I lost track of what you meant by total city cost that that that's I think you had it a slide ago that's the director the cost of the director plus some yeah let me go back let me go back real quick yeah it is right here the expenses is the Civic Center room cost the deep hard staff time additional city costs that come through like on a per project basis specifically when we get to this the big blue bar there but it's all costs that are somehow driven by Parks Foundation costs to the city driven by Parks Foundation yes okay all right so so you're so you know if the orange bar exceeding the blue bar is the is it in essence the return on the investment correct yeah we're about to get in a given period correct yes any other questions on that sure sure okay so now we are gonna be comparing return on investment versus the city total funds raised here so you can see all back to 2007 that orange line that's moving that is the moving the moving point of return on investment for us whereas the blue the blue bar is actually the funds that were raised in those current years so it'll be easier when I break it down this way and show you sorry show you pre executive director and post executive director the the money that was raised you can see the trend lines there the dotted lines are in the middle of those two graphs you can see that before the executive director we had a negative trend line of a negative return on investment for the city that what we are costing by having the deep hard director sit in on our meetings us not paying for the Civic Center that we were using as a meeting location for our board meetings staff other staff time that was used to consult with the board and what we were actually returning back to city projects because we didn't have so much of an incentive to be looking at specific city projects to be helping out on you can see a negative trend line and return on investment so you 're using allocations of kind of fixed city salaries as if they were expenses in the past incremental expenses so if you okay so debatable right well no so let's let's pretend that you know Gary makes no I won't disclose what Gary actually makes but you guys probably actually know but 500,000 just to see a 500,000 start there Gary what you doing for dinner you got any plans or a hundred hundred thousand dollars to say Gary makes hundred thousand dollars and we're taking 38 38 hours a year from from Gary we're gonna split that down and we did I don't have him on this presentation but how many hours 38 hours a year does that equal to of his salary that we're taking away from the city be able to use those 38 hours that year for something else for city purposes does that make sense still debatable because it's not what way is it because we don't save when when you don't take his time we don't get the 38% back there you have his time value right but it's not a cash it's not a cash out no but I'm not fixed expense sure and I guess I'll guess I'll preface it because the reason why this is in the presentation is because the predecessor who sat in your seat actually directly asked us to bring that back and said that how would it what value of city time is being lost to the foundation so here I am it attaches to the seat go ahead do you okay that works so the the you see the next the post ED that city total fundraise and the ROI trend line shows that from 2014 was the start of Molly Tampke is our executive director through 2017 the funds raised as well as the return on investment I will go I'm not one to when it looks at we're looking at data to try to hide blemishes but you will see in 2014 there was a negative ROI of 79% that can directly be attributed to the fact that you're hiring a fundraiser who is trying to gain traction and get going and then start gaining you know organize how we're gonna fundraise how we as a organization or start operating and then for there you can see that it makes up for it after that could you go back to the slide where it showed the orange go back one more right there okay so I'm looking at your numbers here so 11 is 2017 yeah I'm sorry those those numbers when I pulled okay so 10 is tennis tennis 16 9 is for 9 is 15 and 8 is 14 and I'll actually show you a total summary of this in a minute but if you want to see year by year technically year one is 2007 okay alright customer breaks on the I guess you could go back to go back to where you were in the year like 2014 so at some point I don 't think it was 61,000 I think it was half that at 35,000 we adjusted for that okay which year 2014 20 it wasn't until 2016 that it was adjusted correct Molly correct okay so at 2015 in 2015 at that 98% return on investment it was Eureka and it was 35,000 okay and that's when the most money was raised at that correct yes okay thank you the last thing I will do is is because there were whenever you're looking at it from a statistical standpoint if you have out liers you should you should at least try your data with the outlier taking out so 2015 I'll count as an outlier because we had a big capital project and within the 31 year history of didn't parks foundation within the last 18 years we've had two large capital projects actually we'll talk about both in a minute but that was waterworks parking that was Eureka - and so I took Eureka - out just to show you that the non outlier if we were to remove that year where we had a lot of fundraising because we had a huge capital campaign that people can get behind here are the years around it but here are the years where we're not pushing for that capital campaign and here still is the trend line so you can see the funds raised as well as the return on investments okay questions about that all right now the ROI versus the weighted ROI so just so you see how we calculated this it's taking of course regular return on investment is ending value minus your original investment divided by original investment that equals ROI weighted ROI like I said this is Tim Smith mathematics so you pick and choose if you want to trust it or not but there is no the closest thing I can look at in the financial and the financial industry is what 's called internal rate of return and so what I could do is I could take out previous final values of fundraising prior to the executive director being hired and I could subtract that from what we had what we had prior and so those previous final values was about $12,000 a year was our average and so what we were giving to money that we were giving to city projects taking that from the final value we had after the executive director and giving an ROI for that so that this lets you see what that weighted ROI is you do see the ROI is diminished for every single year of course because you're taking out money that was raised so the 2015 for example it was 98% once it 's weighted it takes out about 3% rate of return you can see it in 2014 where we had bad year going there it added to it so add to it quite a bit okay any questions about weighted ROI customer Melser I want to call it incremental ROI but so cumulatively your plot you're positive cumulative your positive that's why this trend line exists there yeah trend trend is necessary make you cumul atively yeah and actually I'll show you here's the here's the positive here 's the overall so we can see it just so it's nice and bite-size for everybody so in the seven years prior to the executive director we fundraised for specific city projects we fundraised $90,000 90 90 thousand ninety thousand eight hundred and sixty nine to be exact that average annual was 12,000 981 once we had an executive director hired so the four years after that we raised a little over a million dollars between in kind donations volunteer hours an actual straight hard cash an annual average about two hundred fifty five thousand dollars a year and that ROI once annualized is 35% once weighted is 15% now we 'll say for a mathematical financial person like me this is a small data set and so you're gonna see big swings between the ROI and the weighted ROI but these are numbers on you okay if you could go back a couple slides that show the because I need to make sure I understand need some clarification on something the one that I had you go back to before the costs and the revenue this is very the next one back one but I'm very simple so the blue line that represents not just hard cost but soft cost or is that actual cash no the blue line represents like I said it represents us not paying for the Civic Center room we were giving that for free and volunteer hours volunteer hours volunteer hours from from the part staff I guess said before all these all these expenses that are listed here is what it's including okay but it's not volunteer time for the people who are volunteering for the parks foundation no no no the blue line okay all right yes go ahead yeah I think a number that might help everyone go back to the formula stop please thank you what you're calling weighted ROI can you just tell us underweighted ROI just the numerator what's the total dollars so it would be the incremental dollars minus the original investment just how many dollars cumulatively were raised above all those costs including the the allocations how much how much are we how much an expenditure instead of expressing it as a percent right you late sure in this time city laid out I don't know hundred thousand dollars including allocations for in X so what's the net is how many cumulative sure incremental dollars above I don't have I don't have that total number for all these fans I do it's just over my computer it's not on this presentation okay that'd be an easy number to understand I can pull it if you want me to give you give me a minute I go pull it okay it's gonna be good go back to the graph that I like to go back to that Chris is still stuck on that graph no but it were like five or six around for long years but what you're at maybe I don't understand what you're at what you're saying is how much add up those numbers and then subtract out the you know the total raised minus the total expenses that's the number you're wanting is that right okay so you got 800 you got to 2 million you got about 1.1 million and whatever else you got there so that's what that's that's all yeah that's the big bag of money that was delivered over and above the okay yep correct yeah that's the that 1.02 million is what was delivered in value correct yeah and that's and you know to you know your credit for conservatism that's over and above even allocations of staff time no this is included is that's all right that's this is in this no no I'm sorry this is the costs correct so the excess over yes the costs you know to credit from a point of view of conservatism is even you know taking into account alloc ations of staff time correct no you're fine I'm sorry thank you miss you got some in that's our appreciate and I know that Brian whenever he found out I was doing 24 slots he was a little mad but sorry yeah we're getting we 're getting there just to just to let you know I think I think the points being made okay the points being made here the we did I did an analysis of Eureka 2 versus with the DPF versus without us I did make some very liberal assumptions especially especially here what I was looking at was if we were to have a total amount of funds that were raised from the parks foundation between volunteer hours and kind donations and cash donations I'm sorry that line on this is cash and in kind should be deleted just to cash donations I apologize that's a typo there total about six hundred ninety three thousand dollars for the Eureka 2 project and then with the equipment expense the poor put the poor employee and the equipment that was purchased those brought from the equity BKD airports the city man hours that were calculated from the B KD report and it's the temp season staff seasonal staff that was hired by the city altogether that that project altogether was about seven hundred ninety six thousand dollars cost okay in in relations of us take just the equipment I went through and found our general ledger okay I think we've got I mean no no no I'm not telling you so I'm just saying with the Eureka 2 project we 've already said that's an outlier so the analysis on that sort of is isolated in a sense you're you're trying to say that when you look at those three years excluding that one or those three years excluding that one that given the cost that the city pays either in cash or all these other things that we derive a benefit greater than that to this X percentage of these dollars and that and that's what that's basically your point in the presentation is you are receiving greater rate of return based upon your investment when you take out the 2014 which was the first year you take out the Eureka 2 which is an isolated project I mean we might have another one come up in another ten years but that's not what y'all typically that's not what you typically that's not the typical the typical year so but so sorry and I'm gonna skip I did some work on that and this doesn't work like comparing the capital projects between water works and Eureka 2 I'm gonna skip that too I'm just gonna move right if you guys want to talk to me about it feel free I'll sit over there and have a conversation with you I will go into just briefly I think I think ROI calculations I think the recommendation that we would make from a did parks foundation is that that ROI should be measured on a per project basis with a traditional ROI calculation this whole weighted weighted not weighted ROI is one confusing two is gonna eventually be inaccurate for 10 15 20 years down the road in this relationship and we're still using a weighted ROI based off of numbers that we had for a five-year span or seven-year span before we hired an executive director that's it's it's archaic and so we would we would ask to to look at it on a per project basis with a traditional ROI calculation is there any conversation that needs to be had or questions about that and how we're gonna we're gonna calculate that ROI this man oh yes go ahead that seems fair to me I think that's a very good argument I was gonna ask could we I know you've had to slip a skip over some slides but can we all have a copy of this presentation of course yeah I'm not saying you got a necessarily skip over a thing but I think the whole point was oh no no I understand yeah no no that makes sense since since Eureka's an outlier in terms of for the sake of time I I just wanted to have not only those slides but all of but all of these okay just yep thanks yep you guys aren't rushing me Brian's got a hook back there he just keeps putting behind them he's trying to okay any other questions for Tim I've got a couple more I'm sorry okay just to go over a fun annual fundraising plan we do believe and I'll just get right to the meat of this but we are gonna be working with with Gary packing on on doing getting the fundraising started for the new dog park we do have money that's still allocated to Eureka - that is the way that our board sees it in the way that we feel is that that money cannot be used for reimbursement for city cost and expense on the equipment rather that we accepted those donations from our donors to be used for improvement to Eureka - and so we're going to use that money and we're going to find ways to go out there and and build whether it 's it's it's new equipment do any type of maintenance that needs to be done out there any type of fixes and so we're gonna we're gonna have a very hard conversation about how we can take this $35,000 and make it go to work for what it was raised for instead of sitting in our bank account we also did raise about $70,000 for the accessible playground that was supposed to be built at McKenna Park that never came to fruition and so we do need to have conversations with one our donor base and to a city staff to give a direction of what we should do with that money we would like to keep it used for McKenna Park and so we have that money on hand so those are kind of our initial primary projects Molly T ampke our executive director in the interim while being unpaid and being a phenomenal sport of toughening it out and doing a lot of work for an unpaid un paid position for last seven months has has been working in a secured $100, 000 IOOF cemetery donation to help pay for the the new fence and so she has received part part of that money half of it and we're gonna be closing up the other half so for if you want to talk about ROI infinity is a pretty good one we 're not paying somebody to raise 100,000 for him yes sir is that hundred thousand dollar for the faint part of the fence that we're constructing now the wrought-iron fence I'm gonna let Molly answer that because just huh oh yeah yeah yeah I just want to understand if it's if it's a reimbursement if it's wait I mean I think the cost for the IOOF was three hundred something thousand dollars to the city and go ahead the hundred thousand dollars isn't related to the fence that's going in right now along with the columns and all in the ar ches the hundred thousand dollars is related to a capital improvement plan we did over an eight-year plan for this both cemeteries and it covers additional fencing that has not been improved repairs to the storage building and I OOF additional headstones roads a little bit of everything on that plan there's more than one area that it's focusing on if I may while he's there I just saved him a few steps Gary so I just want you to be heard so you so your fresh eyes to this relationship you know so I just want to know just open- ended question your thoughts kind of experience before and in your previous positions your experience working with Tim I'm sorry you had to suffer through that but but just kind of your thoughts on on this working relationship path forward just want to give you an opportunity to be you know to kind of share whatever you have to say not every community has a parks foundation that 's out raising money for their organization in the past it's usually done by most most departments by committee where staffs out there trying to figure out how to pay for athletic shirts and getting sponsors on shirts or paying for a special event a July 4th type of enter so on so forth in Arlington where I came from we actually hired a firm to go out and do fundraising for us and sponsorships and they got a percentage of their proceeds we didn't pay a stipend or anything like that so and that was that was successful so it's fortunate I think we're fortunate to have an organization that that has that direction obviously there's some some structure that needs to be improved which can happen but it's not all departments have park foundations okay thank you so again the hundred thousand is for a sort of a strategic plan or a master plan we have for I think is it Oakwood and yeah we put a cemetery plan together for both cemeteries and it's you know ranges between 60 70 thousand dollars a year and that money is going towards some of those initiatives so is that so will it be parsed out on a yearly basis or do they just give you the full hundred and that covers a two years worth of the plan or how does that have you all figured that out we we're working on that third party agreement now with the city attorney's office okay to line out exactly what's gonna happen but it could cover two years or it could cover you know three years if if the city contributed somebody towards it you know that type of okay good councilmember breaks is that for refurbishing headstones and things like that yeah there was there was money in there for resetting headstones because we saw some work to do there and then an annual like 12,000 15 thousand dollars a year that we could keep up with that process any other questions yes councilmember I'm sorry I'm sorry I was a question for Tim so would you say you know representing the Parks Foundation do you feel satisfied with the new MOU yeah it's a councilman arm towards that I've been I've been really lucky to work to work closely with Brian during this process and feel like that that we worked really well together and have definitely come to an agreeable MOU that definitely there's there's more structure than what we were used to I was on the board prior to this whole process and there's a lot of volunteers we've had since the early 2000s who've been there and it's gonna be more structure more checks and balances than they were used to because a lot of it was handshake agreement it's how we're gonna do it and you know I think us as an entire board if I could speak for them feel like that the structures are not not overly overly burdensome they're not something that is gonna gonna stress us out as volunteers and we feel like it's something we can definitely work with the city staff and it's certainly needed because as much as protecting the city it's protecting us and so we do we do agree with the MOU as it sits right now yep thanks yes so just one last question and first thank you again for your time just kind of independent of this process to kind of understand better one new question came up what how does it work if a donor says I want to donate to to your director I think she's doing a fabulous job and I want the my donation to go to her would that just be Trent because I just need to I need to understand how that's what because because then can she get up to whatever that position or the assistant position can those numbers increase or does the organization say can't do that you got to pick a project to donate to how do we how do we manage sure sure so we we mean just like every other nonprofit or foundation would have any 501 c3 we would have a spot for a general fund that can be used for whatever discretionary use and expense we want it to be I just don't know how much experience folks in the room have with fundraising but there's not a whole lot of donors who walk up and say I want my money to just go to pay for somebody rather than say I want my money to be something of use that I can see done in the community you 're it could happen I'm not gonna sit here and say that it can't but we do have a general fund that's there and that we have board board approved we have to vote on expenses out of that general fund we do have somebody that's given to that every single year as you guys will be given in quarterly reports but it's not it's not a not a large amount of money no does answer your question yes sir and and so thank you for that and then for me mr. city manager I just would like that when we get those reports I'd like that kind of capture just just if there's a one-time anomaly giant number I just want to know before you know the question comes back to us why you know if this is approved $70,000 tax dollars are going to this and this giant other check went there I mean I'm not saying it happens but if it does I want to be in front of it you know just kind of a because I think I think I think there's value in that I think there's absolutely value in a key person and just kind of hey there may be someone that just says hey I appreciate what you do and it's well deserved I'm certain I just want to be educated on it not that I'm against it just want to know before you know comes to me through other champs and this does turn into something council has was bring us that we do have it to wear in the MOU I don't know if Brian online in his presentation Gary will be sitting as an ex officio member on our board you'll be there for every board meeting every board meeting our treasurer provides a Treasurer's report that we vote on and I've encouraged Gary he actually was late to the last one because he was working with Brian on the MOU let's strike one Gary but if but you know I even gave him the Treasurer's report said here you go putting your files if anybody needs to see it here it is here's that here's the books you have access to it so that is something we do I think we can certainly clarify the MOU though that that it's it's noted in an annual report if dollars are donated for specific purpose where they went so to your point if it's to a capital equivalent of a park in a specific project it's fine if somebody were to donate for a salary or something like that you know as well and I think that's a simple way of structuring the donation report any other questions for Tim yeah okay the just so you guys know because we are requesting for future funding of her of her of her pay but we are we are requesting for the currently budgeted amount that is in fiscal year 17 18 to be released so just so you guys know how this traditionally has worked I don't know if I put it in here let me ask you though I asked you that question and are you asking for seventy five thousand or sixty one thousand sixty one five the release for the executive directors pay correct the but the recent release of those funds to be done because those are currently budgeted but they they have not been released traditionally what happens is they're released along with congruently with our calendar year fiscal year and so during the investigation of course that which happened between October and February doesn't that money was never released and until the mo us signed the city staff felt like it would be best if we waited till an approved mo you by you guys was done before they released that money and so we are requesting with this mo you to have not only that those funds to be released but also to have future funding as well and if you guys want to just for sake of time here's everything Molly's been doing but you want to ask more questions about it I certainly can I'll go back to that this sure Kim Councilmember Romter yes yeah so I just want to make a comment with wondering if if you could speak to this and I appreciate so much the work you put into you know coming up with this whole argument for a return on on investment and the focus here for obvious reasons is on the return on investment in terms of dollars and cents right but we there is so much more that we're getting in return on investment when we you know when we support our our parks and so I was wondering kind of if you just wanted to speak to you I mean I know we all know council knows what parks foundation does maybe if you could just speak a little bit to what our parks would look like you know when you show those figures about here's the money that the city puts in for the intangibles essentially yeah the intent or actually some of them are our tangible but where there's not a nest where the quantifiable you know dollars and cents on it but you talked about the amount of money that the city would be putting in on its own or getting back on its own without the parks foundation if you could talk about you know how much the city what our parks would look like and in programs would look like without the parks foundation the the park the parks foundation was originally created 31 years ago to be for the benefit of paying for scholarships for summer programs for underpriv ileged children who couldn't afford it that's what we got our start as it morph ed into more than that over the 31 years and so that alone is one piece and into into to answer your question with brevity I would point to just one project and that'd be Eureka 2 I think that's probably a great example of what we are able to provide to the community is that we get to turn around and reach back out to the community and introduce projects and opportunities for them to be able to go put nails and boards at a place that they play at and be able to have a community build like Eureka 2 was where you have kids and young adults and you have college kids and you have older adults who played on Eureka 1 and and did the the first community build on Eureka 1 back in the 90s and now they're coming back out and they're helping do the community build on Eureka 2 that's the intangible difference that we can make by providing those opportunities for our citizens in the city of Denton so sure okay so I may be the only one who feels this way and you might tell me all why this is all wrong but it seems like the activities are not really in question they're awesome and the you know effort in the community is beautiful and what it does to the parks is great and it's great that so many people want to contribute above and beyond what we levying taxes to parks the questions arise because of this strange structure of having you know positions that are paid for that are not accountable through the city and funds that get spent for the city but sometimes not you know that's where the confusion can come it's not just Parks Foundation we've got you know a number of relationships like this where where parts of the community really want to support above and beyond our tax levies libraries first responders you know and I think it's great to live in a community where people want to do that I just want to throw out for your Rotten Tomatoes the premise of having something called the Denton Foundation or if you like the Denton Excellence Foundation and it has a director and that's a city employee and money can be raised and it's it's all transparent the ethics rules apply it has all the benefits of being part of the city the citizen participation well you know we're we're awesome at having groups of citizens participate all these unpaid boards and commissions and advisory committees you know and I I throw out for your consideration that structure where then there's no question about gee how do we count account for space that's provided and a person that does a job you know we do that every day so submitted for your consideration sorry responding to what counselor Meltzer said and then talking about the giving direction early on the part about the yeah the giving direction so I like I like the sound of that idea as far as what we're kind of talking about today I like how the new MOU addresses those precisely those issues about transparency and then corrects or seems you know seems to correct oversights that occurred in the past and I'm pleased that you know for me it's critical to know that the Parks Foundation is pleased that so that we're going to be the City Parks Foundation working together so for now while we've got this partnership I I really like what I see and I'm sorry it that it that it took so long I don't mean to say that people weren't working fast I should say I'm sorry that it takes so long you know that that but work takes a long time so but it looks really good and and I'm I'm very pleased and so and I'm going to be recommending the the option three plus with the back pay because I am a firm believer in paying people for their labor if labor was exerted and it clearly was then I want to make sure people are are paid for it so for me that's just kind of an ethical you know labor issue and and I want to say you know as far as the return on investment and the investigation now I obviously wasn't on council at the at the time but I was following and I was reading and I read you know at the time of the investigation when you know when it came out I read the report and clearly there were new rules in place under new management that the Parks Foundation had not been also the Parks Department was not aware of now they're aware and also working together with the city and I love seeing that relationship so I see this is extremely positive so your direction is option number my option number three plus back pay right plus plus back pay there are some other things that that I would say to defend that decision but I'll wait to see if if everybody else agrees then I don't need to defend it so I'll wait to see okay any other comments direction oh I'm sorry yeah we need to let Aaron speak a little bit or do you want me to bring this this is the first time I've heard about a request for back pay I was aware of the Sony 5000 I'd like to if if the council could hold off on the back pay until we can do some legal research regarding that and I'm thinking back about the you know we didn't have an agreement in place we just had a budget amount I know there was a cease and desist that was sent out that was subsequently lifted I just want to make sure that this council is in a good position to be able to provide the back pay so I whenever this comes here we can get you that answer okay yeah so you there needs to be some kind of foundation for that some kind of agreement or some type of policy or rule or you just want to research that legal that's correct it may end up being proportional as I understand it and you can correct me Aaron but between the time the cease and desist was put in place when it was lifted so there may be okay all right to deal with the Texas gift laws that's correct all right so I want to make sure I understand this is the first that you heard about the retroactive request yes I knew about the request or so but the retroactive is the first you saw it was in this meeting today yes okay all right well that's sort of a anyway okay well I can give direction I don't have a problem moving forward with the funding for the 75,000 based upon the city attorney's opinion I'll wait on that but if it comes back that we can do that I don't have an issue with that at whatever level based upon proportion ality or something that seems to be appropriate I'm real okay with that and I think the agreement is is good moving forward we're gonna probably have some tweaks we need to do maybe but it sounds like we're in a place to where we have continued renewed relationship to move forward in a way that will avoid some of the you know legacy kind of things that happen in any relationship you know you get 30 years you know things just so I get it so I'm okay with option 3 with the back pay however it's decided if it's decided that that's available legally so that's my direction yes I'm okay with the one-year agreement and I would also like for it to say sixty one five instead of seventy five thousand because that's not really what it is the the executive director salary is sixty one five I think and and I'm completely okay with that I think there was the request if I recall correctly with sixty one five for the executive director and then perspectively another fifteen thousand for administrative support that correct yes okay so that's the question okay well I'm in favor of the executive director salary which is sixty one five so you you wouldn't support the additional fifteen thousand for the assistant which is okay I just what yeah because I'm not even really sure what what they do and if that was included in the return on investment was all of that included okay okay yes the the system was included in the return on investments and that was that was part of the original that was part of the agreement that was that was done for this fiscal year of 1718 okay I'm sorry can't remember how to comment no I'm I'm good with option three I think you know we can take a take a look at it I think the the new leadership staff new parks department I think it's it's earned the the opportunity to give us new data new look you know and kind of explore that further right yeah I'm happy with you know with funding it but I'd like to know if my colleagues would object to staff vetting the concept of a for some time down the road of a centralized Denton Foundation Councilmember Ryan I'm in favor of option three I'm assuming that what was in the report eight who's kind of a high level overview of exhibit two correct and so we'll get a more detailed exhibit twos it comes forward to us and I do request that the city attorney investigate the current year and bring that back to us yes just one one qualified Brian you have my notes on that standard language I just want to ask that when it comes back that be considered you know on some of the documents there were a few provisions that you looked at so we'll go back and look at that and try to work with the city attorney's office and get that in the final agreement thank you as a council member Ryan was mentioning there would be an exhibit for the annual plan and then we would have the rules and procedures that were approved by the park board so we'll excuse me about the foundation so we'll put all those in there thank you yes ma'am breaks yeah and going back to the the administrative assistant when we saw the list we just saw the things that Molly had been doing right correct okay and so if if I could just get a list of what the assistant does and the job responsibilities that would be great that 's all I'd like to know I can give you I can give you that for the request for the future pay we're not asking for the the back pay on the assistant because after January we let our assistant go because we realized that that we or she changed jobs she moved or she resigned that there we go that's the that's the word I'm looking for she so that was that's we're not asking for the assistant because we didn't have an assistant this year we've only had Molly this year so that's that's where that that number comes from and so I'm sorry for the presentation being off and not being exact with what it's being 75,000 for the executive director and for the assistant in the future I can give you I can give you a list of what their duties are well thanks for clarifying that the back pay is not for the assistant because I had known that you didn't knew that she wasn't there any longer so it didn't quite make sense to me but I appreciate it thank you and can I just as Council man Ryan brought up for an investigation into the legality of the back pay can I just inquire if we would get results from that that inquiry prior to us bringing it back to City Council again we will attorney okay great all right and I 'll just wait for Brian to let me know what's gonna happen thank you all right any questions comments you have your direction yes sir thank you for your time we'll try to bring that back as quickly as we can okay thanks thank you thank you thank you all right we're gonna move on to our next agenda item and we've got about two and a half hours to get through these next agenda items including a closed session so I just say that to my colleagues for for brevity in the next agenda items agenda item e which is received porthole discussion received departmental presentations which departmental presentations for the FY 2018-19 proposed budget good afternoon mayor members of council I'm Nancy toll I'm the budget manager and we're going to continue on with our department presentations for today we have parks and Rec public affairs City Manager's Office community development and materials management and up first will be Gary with parks and rec good afternoon mayor City Council Gary pack and director of parks and recreation today I want to spend some time talking to you about some accomplishments we we did over the past year in some vision that we're looking forward to next year as we work through the budget process my last three months with the organ three plus months with the organization has been a lot of learning and getting up to speed on what's going on as well as planning for the future some of our key focus areas that we're working on right now is assessing the organization and evaluating our current resources that we're providing to the community looking at reorganiz ational opportunities we've conducted some reorganization already which I'll get to in a few slides in the future here but continue evaluating what we've done in regards to some restructuring and then rebuilding internal and external trust and communication throughout the organization and through the community last year we went through and created a strategic plan for the department there's four main focus areas for the strategic plan manage our assets efficient efficiently and effectively implement comprehensive community strategies achieve and maintain the standard of excellence in the park system and pursue organizational excellence through staff development community outreach through those four initiatives we've created a number of objectives that will help achieve those and they include such as a capital maintenance plan cost of service model enhancing communication marketing strategies redevelopment of our 915 916 fund ordinance our IPM program our CAPRA accreditation process our cultural service and developing our staff some of our goals that we've accomplished and things that we're working on obviously I just mentioned reorganization in the strategic plan we hired pros consulting to do an analysis on our aquatics facility which we're working through starting this fall to get those items implemented we dedicated our first spray ground which was really a crowd-sourced initiative with the community there's a large swell of of interest in that project and it showed in our attendance of our dedication as well as our continued use of that facility sports tourism has been a big initiative for us we 've hosted 16 tournaments generated approximately 12 million dollars in community impact and that's not just to Denton but that's a regional figure and then for future goals this year we're really paying a lot of attention and put a lot of time into enhancement of our projects and getting those things off the shelf and on the ground they include the ALH Center our dog park which Tim had mentioned earlier we're going to be coming to you in August with plans for that our industrial park which we're in June here we have a public meeting on Thursday for the redevelopment of that parcel our tennis center which you'll see in August as well a concept plan there velas under construction a few restroom facilities are being rebuilt playground repl acements and much much more our master plan will also be a major initiative starting in January for the department as that sets the vision for the next ten years that'll include everything from looking where our parks are located and where they need to be located for future growth in the community as well as setting operational standards evaluating community needs and identifying those capital improvements that will meet those needs as well as replacement for playgrounds cemetery enhancements parking lots those types of things our work management system we hope to implement next year will allow us the platform specifically for work orders for our park maintenance as well as our aquatics and that would also track all the assets that we have within our inventory from a sprinkler head to a play structure across a service model will allow us to figure out exactly what our programs cost the city whether it's replacing a tree repairs to playgrounds or offering a camp for kids and then marketing a marketing plan not only for the Civic Center but for the whole organization so we can set a vision of how we're going to move forward with marketing all the assets and all the stories that we provide to the community and all the stories that are generated from what we provide to the community some cost containment strategies mowing it's actually on your agenda today we did some detailed work in regards to creating better maps and square footages so when we went out to bid there was a more accurate numbers that actually resulted in a lower bid than what we're paying for which is that doesn't always happen where you get things cheaper that allowed us to reallocate that money to actually include some additional park space that we could include into the contract for mowing so that gave us a lot of flexibility there to reall ocate that staff who would used to do the mowing back to other projects internal design you've seen it on a few projects whether it's the Mew Street the medallions on I 35 or industrial park we have an internal staff that member that's doing a great job Glenn McLean on helping us design concepts for our projects as well as he'll become a certified landscape architect here in the next few months and he'll be able to stamp those so we can actually use that for construction drawings and go out on the street with that that'll save us a lot of money from a savings standpoint for instance the dog park our proposal for that to be outsourced was $80,000 that's an immediate savings by us doing it internally plus we can react quicker and change designs at council or staff's need I would like to this is actually linking in a comment that councilmember Hutzbeth made earlier I would like staff to consider the possibility of reducing those costs on lawn maintenance even more or even if not reducing them at least kind of filling it a double purpose by having you know by by working with the I'm forgetting what it's called employed to whatever we're gonna call the new employee to empower plant you know having people who are experiencing homelessness people with criminal records who have hard times getting work elsewhere you know and we pay them pay them for their for their labor but that would do double duty and could lower costs as well and and and I would also add that I would like to see factored in something which I didn't see here in the budget and that is a way to lower the cost for admission for our water works park because I hear from a lot of people mostly moms you know that those costs are high I understand why they're high but if there's something we can do to offset those costs to make it more affordable for for families who don't have the money up front to buy the package deal okay some of the cost containment strategies will be working on this coming year we actually already started working on them is reviewing our organization determine the resources that we have and what we need as well as the capital that we have and that we need in that includes we've started to build a playground replacement plan so that outsource outlines the next third 20 years actually in regards to when we need to replace a piece of equipment what that anticipated cost is same thing with the cemetery and eventually we'll be doing that with all the assets within the organization and then one major initiative that we've already started working on is is our capra accreditation and that is a parks and rec industry accreditation process that we've embarked on we haven't officially applied yet we're intended to do that this winter with a visitation as early as next August and we go in front of the accreditation board next September during the annual Congress and we could be accredited by the close of next fiscal year for the organization there's a little over a hundred organizations in the country 150 or so that are accredited and it would be a great honor for us to achieve that as well as it gives us some some structure it makes sure is that we have best practices in place and that we're keeping up with those practices on a regular basis some process improvements as I mentioned earlier their aquatic study was completed this year that had a number of recommendations in it including the reinstatement of the Aquatics Committee which we had our first meeting in June we're meeting every month to make sure that we're moving forward on that we're going to start off with looking at the agreement as well as staffing allocation our time study analysis for staff to make sure we have people in the right place from a budgetary standpoint improving marketing our policy improvements enhancing technology and then implementing some business strategies with that as well if you could just send us who is on that Aquatics Committee just at a date that be interested in knowing thank you okay we implemented our new recreation software appointed sales system last year that's allowing us a little easier than class was to conduct online registration so we're into the 2000s taking online registration so that's very helpful that is one of our performance measurements that will be tracking is online registration because that's less people we have to deal with on the phone or at the counter by people taking care of it online so allows us to reallocate our staff time we're conducting a pilot study and shifting and looking at how we can shift some of our services that we provide specifically fitness is where we're starting at instead of providing everything from a center- based facility we're looking to more of a program based direction so we'll have one person that's our fitness guru that's making sure our fitness programs across the entire city are similar and at a higher standard as opposed to a programmer at each facility offering fitness programs so that's a pilot program we're doing this year as a way to enhance our marketing since we have people spread out all over the city and they're in place when their programs are taking taking active on a Saturday we may not have marketing staff or we only have one full-time marketing staff that can't can't be everywhere so they can actually you're being trained to take pictures of what's going on and post it on Facebook so we can have more people out on the street taking pictures and posting for our social media and then also creating a customer service training program in this heavy focus on that as one of the city's core values so yeah so the question about the online because you can register for online for the programs but is that also going to be for reservations of pavilions and things because as I understand it there's been a little bit of overlap and some issues with getting those double booked or maybe even triple booked sometimes so if that's done online with that eliminate that would it go in and just automatically block that time for a pavilion or is that just for the programs I'm just wondering what we can take reservations for facilities online okay some some facilities have a little bit more complications to them so that that may have to be handled in person but we do have the ability for online registration okay thank you from a performance measure measurement process we put some new measurements together this year rec center attendance actually the number of people that actually walk through the door whether they're there for a program or they're there for a special event or they're there for a rental we're still providing service to those people so we're actually putting counters at our doors so we can track people that are actually coming through the door percentage of programs meeting participation requirements making sure that we are not offering programs just to offer programs I mean there are times when we throw things out there to try it it's something new it's trendy it's off-the-wall type of thing and we're open to trying anything but we also don't want to keep trying if it's not working sometimes the day of the week the time the season all impact when things are offered but we look at that make sure that we're hitting our minimum capacity and making sure that we're not technically losing money if we want to from a cost of service standpoint that's a measurable that we're looking at and will continue to monitor our social media impressions in regards to our marketing and our outreach making sure that people are aware of what we do and we're able to tell the story that what we do for the community so they understand all the value that their parks and Recreation Department provides to them and then Capra number seven has achieved 92% of our Capra best practice standards that's the minimum that you need to do to get accredited so we're going straight to the top for the first year with the expectation is we're going to get accredited and then increasing percentage of online transactions and again that's a time saver for us if we can get more people to register at one o'clock in the morning because they're up and they're getting ready their kids for the summer camp that's great we can provide service 24 hours a day at that point in time and then our cost of service model that's something that we hope to get completed during the course of next year as well so what's different here is the increase of the budget from 17 18 to 18 19 of 3 million dollars what we've done this year and you'll see it in a couple of the pages and next slides we've worked with finance to collapse some of our HB use and HBU is our home business unit and so for instance a number of our rec centers all of our rec centers had a general fund side and a rec fund side so what we're doing is we're combining those work basically collapsing all the general fund budgets into the rec fund budgets so now there's only one budget instead of two separate budgets that money that was supporting those those HB use in the general fund is the tune of about three million dollars that will be a lump sum transfer into the rec fund as a general fund transfer so there's no increase the only increase that that there is is just for salaries and benefits what it would have been if it was still in the general fund but this is less business units for us to deal with and it's a little bit easier to see all the revenues expenses in one spot councilman breaks but there's not a decrease in the the maintenance or the amount of money that we're able to put into our our facilities no okay no it's just the collapse of the counting thing okay it's not calling thing yeah so the intention would be every year that would increase with the salaries and benefits or appropriations that council deems necessary I have a question about this right here where say I believe didn't boys baseball for instance pays $21,000 or did last year to the city for the use of their facilities where where does that income go into what would that be that money it was actually sent to the Park Foundation and then that would be turned around for field enhancements the city would work with the founder the associations to identify what improvements they wanted whether it was fencing or you know redoing the infield type of thing and then that would happen that's one of the items that field enhancement fund that was that's in the agreement that's going to be coming back to us it's kind of been sitting there once we get that we'll change the contracts that money will come back to the city and then we'll work with the associations to identify what needs they want and we'll reinvest that back into the parks okay okay thank you you're welcome so the recreation fund revenues as you can see here there's a three million dollar increase that is basically that general fund transfer coming over to the rec fund I know I know no I know we're not we're in a hurry but I just wanted to make notice there that the North Lakes rec center yeah so that is a really high revenue for that rec center and I just wanted to call that out because it's a great facility thank you okay and then so similar here you'll see from a baseline for our expenses comparable three million dollar increase to support those expenses from a gas well standpoint we are actually all three of the all four of these funds we are using for capital projects so the gas well doesn't generate a ton of revenue so we have fifty thousand dollars allocated there that's that's penciled in for field enhancement and that or potential potentially the dog park because we're a little bit short on funding there to make sure we can complete that project and then the McKenna trust fund we have eighty thousand dollars in that account as Tim had mentioned for the Parks Foundation that is an all-inc lusive playground that they were working on that we would earmark this towards that project we got a question from councilmember opportunity then council member can you explain what the gas well fund is and how that works so these are gas wells on private property that go underneath park property that we get a percentage of royalties from and how it's so what and what percentage of that that I'd have to get back to you I'm not aware of that I don't know Tony might know Tony pointed direct finance councilmember all of these are part of a pooling agreement so it's a 40 acre kind of track so depends on the size of that park it's usually probably around 10% of the total royalties potentially maybe a little bit less than that that comes to the city that's the city's piece so again the operator keeps the majority of that are the royalties that come from or the the other royalties and then they distribute the remaining to to all the owners of the actual properties okay so this is okay so the city has the mineral rights or the private owner owner we own the mineral rights but we by contract have given those some of the percentage of those to the operator so those are shared mineral interests okay yeah I would I would like to have a work session in the future just learning more about this and and deciding if we want to change the policy on that and what the percentage is could I I would suggest someone get with her also offline just to some of the basic oil and gas leases and all and then we can at least when we have the work session oh yeah oh absolutely absolutely yes yeah actually on the same line item so so what's the hundred thousand expenses and are those expenses against that revenue I mean because it doesn't sound like it right generally with these with these deals you just get a check you know because from the look you know on the surface it looks like it's a money-losing operation right but am I am I misunderstanding what you're showing us right so this hundred thousand dollars there was so we eventually had a balance of a hundred thousand with another estimated fifty one thousand dollars with spending a hundred thousand dollars this year and then what those spending hundred thousand dollars for what on the royalties that are coming in to spending in order what does it cost us to get the royalties nothing yeah I think what he's asking is we're spending he 's asking that hundred thousand we're taking it out of that to spend on some type of improvement for either that specific park or worse we're spending it on something with projects yes yes so that's okay okay okay let's see Park land dedication and park development fees there's you know roughly five and a half million dollars in there as of September 30th 2017 and we are working to put those resources into the community to pay for playgrounds pay for ALH pay for the dog park pay for the industrial park additional revenue for a Carl Young restroom and a number of other projects that are on the horizon mr. de Manning I think we can provide an ISR to kind of show how these funds are being used what probably would have helped is you know a projected fund balance as of 930 18 or something like that because I think we're looking at it is this it's really not tracking the movement of the fund balance through and I think that's confusing councilmember so if we can make that improvement and then just also talk about where these dollars are being spent with these respective areas I think it'll make a lot more sense but we can restructure this so it's easier to follow sure at some future point maybe as part of our strategic planning or whatever you know will you be coming back to us with your goals for parkland acquisition and development of different types like we're talking about offline yeah I mentioned earlier we'll be going through our master plan process and one of those is to look where we have our current parks in relation to our population and where our future population will be and where we need to put future parkland and what our standard is going to be if that standard is we want parkland one mile from every single resident then we can plot that out and identify where those parks strategically roughly need to be and then we can identify how this will be used obviously this is dictated on future development so as that development happens we can start looking and seeing where those parks need to be and how many acres and what assets we want to put in those parks based on all the assets we have throughout the community thank you looking forward from an organizational standpoint you know there's there's roughly 30 positions up here and approximately 30% of those people are new to the organization new to their position or even new to the industry so we've had a lot of change in the organization over the past year it provides some challenge that a lot of people are new and they're just learning the debt and way of how things work but at the other time it's it's new ideas and it's fresh ideas that are available to the organization so it's it's a blessing in disguise at some point in time including me I mean obviously I've been here for a little over three months and I've learned a lot and look forward to what we have to offer and what we're going to be doing over the next few years so it's very exciting we have a hard a hard bunch of employees that are working hard to make a difference in the community that love what they do and they've chose this profession for a reason and it's exciting to work with them so that's that's the organization in a nutshell with kind of our managers at our facilities our area managers and then our senior core leadership and then from a position allocation very similar to the budget as we made those general fund collapse we moved positions as well so you see a decrease of roughly 30 29.5 positions in the general fund and you see an increase of 29.5 FTEs in the rec fund as well questions comments I have just one I had a couple of constituents talk to me about the first of all they really enjoy the splash bar I mean I think that's just been a very great success and like anything else when you have such a good success they want more of sure so yeah as we move forward with our strategic plan if we could figure out you know and I've heard comments about you know different location different size you know make it a little bit larger because but just throw that out there just as part of the that'll be that'll that probably be one of your 915 allocation 915 16 allocation analysis that I'll be getting to you guys because we've earmarked some money for a potential location we haven't vetted that out yet but we're anticipating that need great thank you appreciate that councilmember Briggs I just want to give a shout out to our parks and our park staff you guys are doing a really great job and provide a really just a really good value to our community and so I appreciate that thank you very much yes staff member husband yeah so along those lines I just want to say with the splash park it was interesting to me I've been the different ones lately and so ours I think is is you never really think about splash parks slash features but the features and ours are very kid-friendly and I appreciate that and the rotating aspect of it and so I think there's a lot of good things to duplicate from what we've done and just kind of watching the habits and kind of watch how it's utilized and then I don't know if it's now or later but I do appreciate the the temporary restroom that's out there I think that is going to be pretty dynamic I think as is regardless of what direction we go I mean I think that's a really good good test case and I think it's it's well placed well done thank you thank you anybody else appreciate it thank you very much you bet back again all right I'm gonna try to go through this quickly so stop me with any questions I am Sarah Kichler I'm the director of public affairs I'm gonna be presenting the city manager's office and City Council budget and so on the slide is accomplished accomplishments listed for 17 and 18 just want to highlight a couple the city manager's office did initiate month reviews of capital programs with all the departments that have projects and this is really to understand where they're at in timeline and hold them accountable as well as review those budgets the other one I wanted to highlight is that when we have provided assistance in various management studies that have taken place over the organization as we constantly challenge ourselves how do we become more efficient more effective and provide better service to our residents so looking forward to 18 and 19 here's some of our key goals that are listed out again we're gonna be providing assistance to the departments there's a number of large things coming up for the next year including the many capital projects that we have going on as well as the debt and development code rewrite we'll also be coordinating and starting a 2020 census complete count committee in preparation for the census that will take place in April of 2020 so budget emphasis and cost containment and the city manager's office provides leadership and management over day-to-day operations some of our key emphasis here is to be responsive to City Council and the citizens implement policy direction we received from Council and the various boards and commissions as well as leading organizational assessments and then seeking outside resources and funding where we can to accelerate projects and this is a budget chart with some of the highlights just want to note a couple things in personnel services we did do a reorganization so some of that money did move from the city manager's office budget to public affairs and that'll be the next budget presentation so you will see that movement out to public affairs as well as procurement and compliance there's two positions that were moved from the city manager's office budget to materials management and Cassie will be giving that budget presentation later so you'll see that movement as well in materials and supplies the difference between the 17 and 18 budget and 18 and 19 baseline the hundred and fifty thousand was moved from the city manager's office to public affairs that's for our resident newsletter the bi-monthly newsletter that goes out and so really it's more just the movement of things to the different budgets any questions on this budget chart okay position summary again in that that top line the city manager's office the baseline five positions have moved out three for public affairs and two for procurement compliance going to material management that city manager's office baseline also does include a position and a half for the summer Mary's summer youth jobs program the mayor has as well so that is included in the city manager's office budget and then this is the City Council budget chart shown here so that first line item on personnel services that is for the stipends of a monthly amount of a thousand dollars for the mayor and seven hundred and fifty dollars for City Council members it's not an exact figure because it also includes FICA contributions as well in that number in the miscellaneous account number there that includes the City Council contingency so each City Council member received $1,600 for contingency funds and then operations is largely made up of travel to the different conferences that City Council members attend where are the under what category miscellaneous or operations do that food for all the for a council meetings where I believe that is through miscellaneous and it's us part of it is also in the city manager's office budget account as well for some of the boards and Commission yeah so I would like to see staff staff report it at some point on specifically you know there's food costs for council meetings and if there's anything we could do to bring those costs down just to primarily to show the public that we're that that's something that we're interested in you know bring those costs down while still you know keeping council fed so we can do do well and you know looking into kind of other possibilities I mean I would be fine if that would save the city enough money to to to help with something that would an area in which we're really lacking I could definitely bring food from home I can't bring coffee I feel like I need the coffee but I could bring food from home we can provide some information and one and a credit report thank you yeah I can't disagree more we had we've had two businesses one downtown one next to UNT that have closed we buy all local food from all restaurants that need it we vacillate between the two and then not to say and then it's also hey I may say hey I really like that I'm gonna go with that or tell someone else and so I mean to speak to plan to not spend money locally on restaurants when we have restaurants closing just makes me want to scream we'll just provide the information about what the budget is in an upcoming I'm not saying not to I'm just saying you can delete mine all right and that was the end of it so if you have any other questions any other questions comments all right thank you as public affairs up next public affairs okay video guys here's your problem so I'll go over the public now presentation okay okay all right I'm sorry so this is a relatively new department it was formed in December of 2017 we handle a couple different functions I just want to go over we handle all communications for the city we consolidated that it used to be spread out into the departments it's now in one office centralized that and that also includes our D TV and reprographics we do have an in-house print shop and then we also handle all of our intergovernmental communication or relations so that's federal state regional and all the other agencies that we work with we work a lot on special projects interdepartmental and also with external agencies and then the last is that we oversee community development division and their budget presentation will be coming up next so some accomplishments for 17 and 18 are listed on the slide here just want to highlight a couple we did launch the bimonthly newsletter resident update we received very positive feedback on that communication piece from our residents so we're gonna look to continue to provide that and potentially expand it where we need to have longer issues to explain maybe some capital projects that are going on in the community we also published the city's first annual report and this was a 40 page booklet that really just described everything that we're providing to our residents and how we're trying to serve them better continuously and that was provided during the state of the city event which was our second annual state of the city event for council to be able to share with the public what is being accomplished what is being worked on and what's planned we also launched a citizen service request system and a mobile app last month we've already had about 300 requests come through that app and we're seeing great success there and are planning to report those results to the committee on citizen engagement in August and then continue to look to enhance that app for a convenient option for our residents so goals for 18 and 19 one of our big goals will be to work on improving communications for capital projects we are working with tech services to create an interactive map where residents could go online click on a project learn about that project and where what is its status what's the funding amount who can they contact to get more information so we're hopeful to have that later this summer and then continue to expand it out into the future and next year we're also working to improve the navigation and functionality of the city's website we just did a survey widget on the website that gave us some great feedback as well as a heat map of what's being clicked on the most we're gonna take that data and really learn how we can redesign for the high-click navigation things so that's easier for residents to find what they're looking for and then last I want to highlight on here we do have a state legislative session coming up next spring so we're gonna be developing a program for City Council consideration and that would be considered in the fall so we can prepare for that session going into the spring so budget emphasis and what we did as a team is we really tried to create focus areas of what are we gonna accomplish in the next year what do we want to be focused on so that's improving resident and business satisfaction we want to tell our story better we want to improve the unity of communications make sure that's coming across as one team one city what are we providing to our residents want to provide outstanding customer service and then focused on collecting and using that data to our advantage so here's some cost containment strategies listed as I mentioned we did consolidate into one centralized office over the last year which has helped has helped tremendously in terms of being able to do more to expand the services that we're providing and the communications that we are providing that we hadn't been able to do in the past we also use a lot of volunteers and interns in DTV DTV to be able to produce videos in programs that inform the public of programs and services that are available so process improvements for 17 and 18 one of the big accomplishments was getting in place a process whereby that we ensure that every construction project that is happening a letter is mailed to the resident that it's on their street and they're impacted by it what's the estimated time frame can they park on the street can they not park on the street what are the details how do they get more information prior to this year we didn't have that consistent process to make sure that at least the directed impacted properties knew what construction project and what was going on so that was a big process improvement that we had and then looking forward into 18 and 19 as I mentioned we're really going to look upon building upon that citizen service request system and getting the reports that we can in terms of responsiveness and escalation and understanding that data and these are some of the performance measures that are included in our strategic plan under the key focus area one for organizational excellence and so one of them is the percentage of citizens rating the quality of the website as good or excellent we will be doing a citizen survey later this summer in the fall so we'll be able to get that updated figure of what that rating percentage is from our residents customer breaks and then I appreciate you following up with the website I know that there's still some issues and that I've heard from citizens and end with departments in the city so you've mentioned the citizens but I'm wondering are you also following up with the departments to see what they need how our website could could be better yes we are we do quarterly meetings with the departments on the website right now and we are focusing more on the departments that are high-click so for example police department parks and rec pay my bill there's are always our top clicked on websites so we 're focusing with them first to enhance the content that they have there but also provide it in a format that's more easily digestible for residents and I just want to comment on the website somebody a citizen did make a comment that it's hard to find individual people if you don't necessarily know the department they're in so I don't know how that would because we have so many employees and if somebody's specifically looking for someone that's kind of hard to to find them so I'm just kind of throwing that out there sure and maybe that's some more education we can do we do have a staff directory that you can click on through the departments but I'm not sure if it's searchable so I'll follow up on that one thank you councilmember Melzer yeah I would just like to ask if you know you think it's possible that we could aim higher than 65% you know 80% good or excellent what are successful well-liked websites rating you know I've been in other industries where say a new product you want it to be 80% or else it won't stay on the shelf if it's premium priced you want 90% or more it just seems like you know we're not asking for a lot of enthusiasm from our citizens no I think that's a very fair comment I think this is just for where yet where we are right now what is the next step in the next year of where we hope to get to but certainly would like to raise that higher and so this is the organization chart we have myself at the top and then Jessica Rogers is our deputy director of public affairs and she oversees our communications team and then community development division Barbara Ross will be up here next use our community development manager and then we also have Charlie Rosendahl who's a management analyst who helps us on a lot of projects and so this is a position summary breakdown as I mentioned in the last budget presentation from the city manager's office this is transfer in a personnel and then this is also a transfer in from the library and solid waste from that centralization that we had of the communications office and then budget highlights you'll see that the funding of those positions transferred in here from 1718 budget to the 1819 baseline and the second line of materials and supply that was that transfer of a hundred and fifty thousand from the city manager's office for the bi-monthly resident newsletter into this budget account and I think those are the major highlights as well as in the operations line item here we did have our legislative contracts in a separate miscellaneous finance account we thought to be more transparent they should be transferred into this budget account as well any questions questions okay I just want to quickly go over for cable TV the peg funds and so this stands for public education and government fund so pursuant to Texas utility code all cable providers are required to collect this peg fee from every cable subscriber each month there's three cable providers in Denton Charter Frontier and Grande and our current through current ordinance is 1% of the gross revenue of the video services provided as our peg fee so for 18 and 19 this is the major expenditure expenditures we have planned from the peg fund a hundred and ninety thousand for production and maintenance equipment this is to upgrade our cameras upgrades to the control room that are necessary encoders for streaming and some other miscell aneous equipment we also provide peg channel grants so it's ten thousand to each agency and that's to UNT public access DSD and TWU and then we allow for a contingency of a hundred thousand in case something were to happen to our equipment that we're able to quickly replace it and make sure that we still can produce recordings of the meetings so this is the budget chart for the peg fund we're at the beginning balance of about 1.2 you see the subscriber fees we've held flat with the change of some more online streaming we've we don't expect that to increase and we've held it flat for the revenues coming in for 18 and 19 and then this goes through the planned expenditures I was just discussing for the total of 330,000 any questions on the peg fun any questions okay any questions overall on our public affairs budget comments questions I do have one comment it's a little off topic I just still under still posting nevermind nevermind I just it's just bad when them it's just bad when the the staff of some of those groups are in very good shape and they seem to really make me look bad on certain days of the day anything we can do to help you mayor yes thank you mayor and members of the council actually I could be the most brief of anyone because I think I could just take you directly to our chart of the financial you know the increases in funding which is about if it's about 19,000 for community development so but your call I'll go ahead and just hit a few highlights here this showing the number of people that were assisted you have also heard about the activities to assist the homeless earlier today and of course community development is very involved in those activities our goals for 1819 are to expand programs and services if possible and most importantly to seek out other funding if possible we you know we received a small increase or what I consider a small increase in both the community development block grant program and the home investment partnership program this year which was which was great but if you look back over the years since the late 90s both of those programs funding has been decreasing pretty substantially so we hope to try to find some additional funds to support our programs and as we said work with the emergency solutions grant and our partners our agency partners to decrease the number of homeless in the community our mission is tied very closely to the US Department of Housing and Urban Development's mission which is to provide decent housing in a suitable living environment for persons of low and moderate income and we will be well we have a every five years we have a consolidated plan and to develop the plan what I think is most important is that we do outreach to our low-income communities we talk with the residents there about what the needs in the community are they give us input and of course that is incorporated into the activities that are funded through the city using the consolidated plan as a guide 2020 will be the year we will be developing a new consolidated plan for the next five years right now we're still working under the 2015-19 consolidated plan and our annual action plans so earlier we saw I think there's just two organizations within our community that help provide funding to those who need decent housing or a suitable living environment and that's is it giving hope and interfaith and so do do we give money to them to do to do our mission or do we specifically have money to help with that mission well and they primarily are working with with people who are homeless or potentially homeless the the city's housing programs are designed to ensure that people can remain in their housing particularly if you own a home maybe you're retired Social Security is paying all the bills and you have a lot of issues with your home the city's home improvement program can come in and assist you there we also have a minor repair program that can assist people and we also work with the Denton affordable housing corporation which is our only community housing organization that is eligible for the it's called a chodo they're eligible for funding under the home program so we work with our programs and the Denton affordable housing corporation to actually renovate and construct if possible if we get enough funding to construct housing to to help those that are in need and that just for clarification that Denton housing authority is something separately different than the affordable housing so yeah yeah just for clarification purposes for those listening they are a separate entity how do you how do you get the word out in the community about the the repair program forgetting what it's called but the repair program home repair we have newslet ters we actually in the past we actually went and put door hangers on on doork nobs a lot of it is people in the community talking with one another but we also put information up in the recreation centers and things like that and when we meet with the residents when we're working on an annual action plan or a consolidated plan we give them information on the programs that are available so thank you and just to follow up actually reiterating something that I had made earlier about kind of getting the word out I would encourage just because I know that not enough people you probably agree know about know about these services of course we only have so much money to spend on it but I would love for more people to be finding out about it so I would advise looking into that the city look into advertising on television and and also like I said before sending on on another topic sending information home with kids in school so they can go to their parents and say and I know you know that you know kids will bring back they bring so much material that sometimes it all gets lost but maybe if there would be a presentation at each of our schools and I know it's to the kids but not the parents but kids you know kids remember could even be like a career day thing here's what we do in the city and community development and they could see oh wow that could help my family my mom you know you know we've had it air conditioner not not working etc that's good idea I will mention too that it of course is on the city's website and the information is available to anyone who wants to take a look at it yeah we are trying to ramp up efforts to share those programs with our residents more widely it's going to be in the August September newsletter that goes out to all residents and then as well as we're working with DTV to shoot some short videos kind of fun before and after try to gain more interest in in those programs as well thanks and when you do those put new things on DTV it would be great to get for council to get or at least me you know to get a note about oh here's a new spot we have on DTV about such-and-such that's great yep we can definitely include those in the Friday report our cost containment strategies we we do have homeowners that we've assisted and they're paying a small amount back to the city as part of the project and we do work with them or we're working with them so that they can pay their invoice online something that's a little bit easier we've collaborated with other departments so that they don't have to hire anyone to do social services our as you know Danny Shaw she can assist with the plus one program in the utilities department and the fair share program in the police department so we tend to work with them and manage those programs so additional staff is not necessary our process improvements we're always looking for ways to make our application processes more well easier for the people that are coming in for assistance as well as for ourselves I might just mention too that we the community development advisory committee and Human Services Advisory Committee that we work with we also look at different ways to make that process easier as well as more successful in terms of them being able to choose which programs and projects and agencies are to be funded are the financial requirements set by city ordinance or federal requirements the financial requirements in terms of to be able to participate in our programs that that we offer yes it's federal regulations that we have to follow in order to serve or we serve the low and moderate income community and they provide us the regulations that explain to us what that means the income income levels thank you yes these are some of our performance or these are our performance measures you might look at that top one and go wait a minute you know they haven't served anywhere near 96 households but I will mention that what you may be aware of that we're working with Fair Oaks the senior housing facility and they have 41 units they have had to rebid we've had to they tried to bid it out earlier and we had some issues so they're rebidding that so that work should start in the next few weeks and that would be an additional 41 households that are assisted as well as we will be still working with the minor repair program and the home improvement program so it'll probably be up in the mid 80s something like that thanks just real basic question is the last column like two quarters of data so if I want to know how you're trending you know if I were to just project them I ought to double those or what percent of the year is this is through June 18th yeah no I see that and how much of a year is that for you I don't know when your starting point is that's two quarters our program year starts August 1st okay with the federal yes with the federal funds you're deep into quarter two or three by now right correct we're we're actually in quarter four but I will say this as far as our program year with the federal money starts August 1st however we don't always get what the agencies October 1st is when those contracts become valid and then we also as far as our housing programs we come to counsel with those program guidelines and ask for approval in the August September time frame so even though the funds are available in August generally we start in September with the new funding my question was way stupider than that I mean I really just want to sort of have an idea that like as far as trend it'd be kind of a third again yeah I think with I think what she said was though you've got she's got one project that's really gonna skew these numbers because it's one associations is working for that could have effect up to 40 some units 41 so it's not and and bidding projects out especially with nonprofits is sometimes a difficult task but as far as any of the other performance measures the number of person serves by federally funded public facilities and in infrastructure projects that's reported annually this year we will have Fred Morda nursery school playground there will be a number related to that and then the parks parks projects there will be a number related to that as well Councilman breaks so on the on the top one for the the households is there a specific monetary number that goes in with okay so we've helped 29 households so far how much money that that has been or we have spent to do that we can get you the amount that has been spent but because some of it would be the home improvement program where we could spend a significant amount of money actually rebuilding a structure a housing unit and then it could also be minor repair programs which right now are five thousand and less that's something that we're looking to come to counsel with as well as possibly an increase in the amount that can be spent on a minor repair project because five thousand these days is not it's not working very well so my question would just be is there a place where if somebody wanted to know how much is allocated or has been spent that the public could go to find that information oh yes that that information is very much available I'm gonna introduce Louisa Garcia she's works with our budgets and she also works with the Department of Housing and Urban Development in drawing federal funds back as quickly as we can after they're spent so yes that that is available yeah let me ask you question first thanks so can you help me understand why these are the targets that sort of peculiar you know peculiarly specific are we trying to achieve a certain percent of a need that's out there or is it or is it just sort of based on a run rate like we're trying to achieve something equal to a prior year or a prior year plus a certain percent why are these the targets it's based on the action plan which is developed on an annual basis and approved by council with the the activities that will be funded and the projected amount a number of households that would be served or individuals that would be served is there a general principle that applies to creating the action plan as far as what are you aspiring to achieve in the action plan you know I'm still kind of trying to feel my way to what are we how do we decide what we're trying to achieve well it's in the action plan how do we decide what to put in there again it's decided because we reach out to the community and request information on you know ideas on how they'd like the funds spent and then we put out a request for applications from different organizations who are interested in funding for various activities and then the Community Development Advisory Committee and Human Services Advisory Committee make decisions on what they they believe should be funded and they have the information from the public sorry we'll provide a breakdown of that 96 households by program so that you're able to see what that's really made up of I think that will help will provide that in an upcoming Friday report it's across the board not just the first item you know it's just I mean what I'm taking from ms. Ross's comments is that it's a cube these are cumulative responses from organizations in the city about what they can accomplish correct we'll do a little informal staff report on to describe these metrics a little bit more appreciate it with them Barbara I just want you to know I worth witness firsthand mayor Watts in DC and his he was so tenacious that's what I believe netted the extra money is just his his hard work in DC he was he was he was on it and it proved I can't wait to see what he can do this year I mean it's phenomenal he's on a roll we appreciate that thank you how much or what percentage of staff time would you say is spent applying for grants and writing grants you could ask what percentage of staff time yeah just roughly I I would say if you're looking at daily it would probably be like two to three percent very very low because I mean you know there are other activities that everyone has to take has to handle but that would be something that would be done you know if a grant or a program was available to request a grant that would take maybe two weeks you know blocked off to to work on that to get it ready to submit so okay yeah so in terms so say for a year or for and again I'm not asking for specifics but would you say you spent about 50% less than 50% of your time on that no no okay less okay good okay good because what I was going to what I was going to suggest is if because I know that so much time depends I mean so much resources depend on for this particular department depend on grant money from outside and receiving that grant money and I was going to suggest so I'll just suggest this for the future that if if this department ever finds itself strapped you know pressed for time because I realize you have you know very few paid full-time staff that we look into having interns being able to help with with with grant writing if that ever becomes a need just to most effectively use staff time but it sounds like that's not a not at this concern now so I think we have sufficient staff if you know something comes up that which does not occur very often but if something comes up that looks like it might be possible that the city would want to accept a grant or go after a grant and then accept it then I think we have sufficient staff to do that well that's that's wonderful to hear because it's something something I've been worried about I know that many of our nonprofits have that problem just to mention again no major changes in our general fund budget we did receive our the there's 15,000 of it is the increase in human services funding that was adopted and accepted by council and then we received that increase of 233,000 479 in CDBG and home funds and that allowed 16,000 555 additional dollars that were able to go to human services because of that increase so about 16,000 was able to be in included in the human services budget this is the budget highlights that show you again shows you there's a about a 19 well $20,000 increase in the budget and for personal services a large portion of the increase is human services contributions as you can say see the 322, 500 so it's it's pretty small increases in the budget and a significant percentage goes to human services contributions any questions about the questions comments yes a quick question about CDBG funds when is the last time when CDBG funds have been used to pay for roads to pay for roads not for a long long time well streets not not for a while that's true that you know we have spent funds on street improvements sidewalks the park improvements and but it has been a while since we've done any street okay because I would just put in there as this is just my personal take that I don't like the idea of CDBG funds being used for roads and sidewalks repairs for low-income communities where for simply because for all other communities in the city you know that comes from general general fund bond money whatever I would like to see roads and sidewalk repairs in our low-income communities come from the same funding sources that all other road and sidewalk repairs come from which would free up that CDBG money to be used for the purposes for which it's intended thanks all right position summary back in 2015 16 we did move one of our six employees from the CDBG and home funds into the general fund and it has remained that way since three staff members are paid from the general fund and here are the the highlighted are the three that are paid from the general fund any questions any further questions comments seeing none thank you very much thank you don't need a breaker how many more the buzzer presentation to one more I'm sorry you're ready yep I'm Kathy Ogden director of procurement compliance here to present the materials management budget for FY 19 so materials management is an internal service fund made up of the distribution center also known as the warehouse and purchasing and as Sarah mentioned earlier our two FTEs for compliance will be transferring into the fund in the proposed budget so our our budget focus this year is really shifting from manual processes which is the way we've always done things in purchasing and distribution center to more automated processes to increase efficiencies and ensure quality controls some of our responsibilities are listed the distribution center primarily assists the warehouse I'm sorry the utilities with inventory management of goods and then purchasing is involved in all stages of procurement including planning ordering managing contracts and disposal some few a few workload measures for you that we are that we track total sales you can see for the current year there's a slight decrease this is really based on the project the C IP project adjustments that happened in DME this year because we order their their parts for them and stock them in the warehouse that decreased our sales and then sale orders show the level of workload load for the warehouse operations as well as PO lines is really an inventory replenishment workload measure purchasing categories obviously the contract management the total number of contracts management includes the monitoring the spend the dates and the renew als or extensions of those contracts and then PO lines process or issued makes we we ensure that all policies and procedures are followed when a department enters a requisition and then solicitations include all include all formal bids so your request for proposals and also request for qualifications which is really the largest amount of time that purchasing as far as what purchasing does on a day-to-day basis and then p-card transactions are managed and monitored by purchasing for compliance with policies and procedures as well some of our goals and accomplishments accomplishments for the current year we did reorganize to include the DME logistics staff we basically eliminating a duplication of services they were doing the same thing at DME that we were doing at the warehouse so we combined our our efforts and we're able to streamline the processes we're in where we are in the process of implementing a new electronic bidding software that will allow us to reduce the amount of staff time we're spending on compiling solicitation documents and then our goals for the upcoming year to implement commodity codes in our financial software so in JD Edwards to identify expenditure trends and help us in planning future and upcoming solicitations and then we will be revamping the p-card program to include additional auditing and reporting functions and then as you've heard me say before we are working on updating our procurement manual to bring back to you for consideration really to make it easier for the end user to understand and then update to reflect the current policies and procedures cost containment strategies in order to better meet our customer needs we've been really trying to improve our coordination with city manager 's office and also city attorney's office specifically in the area of solicitation so we are working with legal on updating our current contract templates and solicitation documents to ensure and standardization and better we just produce a better quality product and then due to the high turnover and purchasing last year projects were assigned to buyers as needed and since we've been able to fill all the vacant positions this year we have reassigned the buyers to to specific departments to allow for an increased coordination between their customers and to help the buyers gain expertise in these specific areas we're also we also did a review of the product mix in the distribution center and we're able to eliminate some some products that were not adding value and we're really duplicating services and we're duplicating goods that were already on contracts for process improvements we're really centering around increasing our effective communication with customers so we've implemented disclosure requirement when employees are serving on evaluation teams to ensure that they understand their roles and responsibilities we are like I mentioned earlier improving our coordination with legal we are meeting now before a solicitation is advertised to make sure that the legal requirements are satisfied as well as the contract terms are discussed and then purchasing historically we've been very reactionary in what we measure it's based on what the department's bring us we have never really measured what how how long how long we are spending on an item when we're touching it in the process because it does go through several different stages and so what we're working on in the future is the the workflow tracking and then also the reporting of those so things like setting up vendors how long it's taking us to turn that around and then conversion of requisitions to POS so we will be implementing some tracking and reporting for those so we can bring you next year some specific goals and targets for those for those processes we're also forming user groups some of the the the feedback that we're getting from departments is when we change processes we don't always think about the end user so we're trying to think of a focus group for our end users to get to get the their their feedback before we implement the new process to make sure we're thinking through all of the all of the different facets of that change and communicating it before we implement that process so we 've we've revised our allocation methodology to kind of simplify and we're also using our reserves but since we are an internal service fund you'll see in the upcoming slide how we're bringing down the fund balance you'll also see that the fleet auction proceeds are being reduced because they're no longer collected through purchasing they're being collected through fleet the distribution center sales as I said that we're actually reducing the sales revenue projections for the upcoming year based on the changing adjustments and other departments projects primarily DME since that's our largest customer and then a total overall increase of FTEs from the current year to the proposed year they're not new positions like Sarah said two are being transferred from CMO and then three have been transferred from from DME and then we've also included the rental payment for the relocation to Mayhill that and you will see that in the upcoming slide so this is our revenues overall projection slightly increased from prior years this basically from the cost of service right here this number that's our allocation so what we're receiving from other departments and then this is our sales projections that I talked about we adjust that annually based on what we see IP the other project or other department CIPs and then also we're using our reserves since we are an internal service fund and don't really need a fund balance we're trying to draw that down expenses personal services you can see the the increase due to the five FTEs that were transferred in the inventory is what we purchase on inventory of goods and then the increase in the operations line is for the outsourcing of the insurance certificate management function right now purchasing does that function but we're wanting to outsource to ensure compliance and increase the reporting capabilities and I want to point out there is a mistake on this slide this 21 should be 18 so that would give you the five FTE increase we did take one position from the warehouse or the distribution center and move it over to purchasing for an admin assistant three do when we merged with DME we felt like we had additional capacity that could be better served in purchasing so we moved that position over and then just real quick is our organizational charts and if you have any questions um questions comments you can always tell what council knows very little about and material management is probably it's one I still working on so I'm glad that there 's people like you and your staff who have that all under control so thank you thank you so much for that presentation any comments questions thank you thank you very much okay we've got supplementals I believe is that within this same agenda item no it's oh it's a different one oh okay so we're going to agenda item F now let's take about a five minute break thanks good afternoon welcome back to this meeting of the Denton City Council it is 456 we're moving through our work session agenda items we're on a work session agenda item 3f receive report hold discussion give staff direction regarding the preliminary FY 2018-19 budget including supplemental and capital improvement funding requests mayor city council Tony point to direct to finance I it's been a long day for you just really quickly here are the kind of the objectives for today you know certainly one of the things that we wanted to talk to you about is the supplemental request so I I will with your permission skip to that you know I will mention that the preliminary forecast really hasn't changed is still very preliminary we anticipate receiving the final assessed values on the 25th and so once we get those assessed values certainly much of the slides that we provided to you will be updated certainly those that are related to the effective tax rate but I'll be happy to go through any of the forecast assumptions the forecast itself or the effective tax recal culation if that's your pleasure if not I'd like to just go ahead and skip to to the supplementals I will mention to you that we will come back to you on August 2nd as part of the budget workshop I have a more in-depth discussion with you about the budget and so if you have questions you can certainly shoot those to me and get those prepared for you I also want to mention to you that on August 2nd we also will have an action item an individual consideration on I'm on the agenda to set max tax rates and so based on you know hopefully based on your direction today we'll have an idea what that max tax rate so that'll really kind of set the ceiling for us when we go to publish the rates and set and set hearings for for the tax rate again it'll just simply be a ceiling that that by state law we have to to establish it could also be the calculated effective rate or the effective rate that we've presented to you which is the 61 cents again more on that on August 2nd so I want to go ahead and skip to the list of supplementals again we've established this preliminary budget based on the effective tax rates just housekeeping measure I apologize for interrupting because I didn't know that that dinners out there so we're gonna probably break about 530 just to grab it because you know this might be a robust discussion and just wanted to let everybody sort of understand what the game plan is sorry about that Tony that's good so what we want to do today is to have a discussion with you regarding the supplemental request that staff has submitted to the finance department that we've added to the city manager's office some of these supplemental requests were currently recommending to fund out of the current year from from projected savings additional revenues that were projecting in the 1718 fiscal year the ones that you have here in front of you are those that were currently considering and just a reminder we the council had already authorized a number of one-time expenditures related to some minor traffic improvements as well as the Vela project that were funded out of the current year so the so these funding requests is hundred ninety three thousand is on top of those amounts that the council had previously authorized and we've already amended the budget and many of those projects are already underway there's a number of staff people here from the various departments they have submitted these individual supplemental requests they'll if you have any specific questions regarding any of these that were recommending for the 1718 budget the 1819 budget or those that currently have aren't being proposed in discussions with the city management team will be happy to answer those questions for you so for the 1718 as I mentioned we're currently proposing about a hundred ninety three thousand dollars worth of supplemental request to be funded out of the current year for 1819 there is a net total of three point three million dollars that's being recommended to be included in the 1819 budget again based on your direction today and then finally the number of what we're currently considering unfunded supplementals that have been requested the net cost of those is about two point seven million dollars again those have not been included in the preliminary forecast about provided for you again based pending your direction today on these supplementals we'll certainly adjust those as needed for the August 2nd thank you Tony can can you give us some some sense of relationship between these lists and maybe already did between these lists and say the budgets we've seen so far with the expectation that it would be within the effective rate in other words could all of this be done including the budgets we've seen within the effective rate or which of the last three slides well which the last two slides would require us going over correct and let me let me just skip back really quick here to the to the forecast and so the 1.7 million and the 1.5 million basically makes up those supplemental requests for 1819 as you can see about 1.5 million of those are considered one time and those are really the ones that are associated with an actual drawdown in fund balances so we are proposing in staying with that effective tax rate to draw down the general fund fund balance the fund of those one-time expenses you know that's historically been our strategy for the last number of years I think it bodes well when we have conversations with the rating agencies that some of these that the planned drawdowns are actually for one time and not recurring expenses and so I so that's kind of the context of where those supplementals are in in this forecast so just to paraphrase me to make sure I'm getting it so we 'd still be within the context of an effective tax rate we'd be drawing on savings reserves sir I do have a question back on that slide on that slide there yes sir yeah okay and I think I sent you a question on 17 to 18 current estimate to base expenditures preliminary budget base expenditures is an increase of about almost seven a little over seven million dollars when I look at that forecast that's so help me understand what that increase is about and I don't have all the details for you mayor I can kind of cover kind of high level certainly within that base budget increase is our 3% merit also we have our step increases for our civil service employees we also have increases a 3% increase budgeted for health insurance also within that budget that base budget our increases to our economic some of our economic development agreements we have a couple of those that are kick-starting this year one of those being you know the Buc-E's there's also additional money for razor rights development the O'Reilly agreement also kick-starts this coming year so okay so what I'm hearing you say is those are in the base expenditures but those revenues that those are based upon are in either sales tax probably not property tax or other revenue included in one of those revenues up there yeah maybe just offline just send out something says oh here's the breakdown because that that's helpful that that makes sense because none of the other ones had that kind of increase but it's due to some of those programs coming on okay that 's correct thank you I appreciate that thank you very much so so again you know a mayor's the council we're here the departments are here at your pleasure if you have any specific questions regarding any of these supplemental requests if there's some Charlie some direction we'll be seeking your direction today if we can to get your thoughts about supplementals to be included in this proposed budget councilmember breaks yeah so I have a few general questions one is just the all the supplemental requests funded and unfunded that we are seeing are the ones that are all that you got is that correct that's correct okay so and then so my first question is about row maintenance because I know that there's an item on our agenda tonight about maintenance and then there's the row maintenance here and then there is tree trimming here and then I also know that hot funds are being spent downtown for that kind of thing so just generally I would like a list of all of the different departments that do maintenance right away yeah for right away and and just kind of a just one number because it seems like I'm seeing it everywhere all the time like just for different things and and I can't wrap my head around what the cost is for everything so like I'm I'm okay with it it with with what is here on that for now but I would just generally like to see what all we're spending and and on what my next question is about the park designer because we heard mr. Packins say earlier that we are doing a lot of the designs in-house and he specifically named one person that is doing it so I'm wondering is that the is that what this is or is this something different if he could that is correct that that's a current staff member that we had on staff that is now would be then promoted into this kind of disposition and will be an in-house designer I think the advantage is that or the thought process is that that person will be available not just to the parks department but potentially to some of the other you know internal departments you know for any type of design that might be so it's my understanding he is currently an employee so and I'm sure already working making a certain amount so would his position be hired and then this would be a new position or would that one dissolve and so it wouldn 't actually be completely 103 this would be a new position and so so when that person moves into this position then his position in the maintenance parks maintenance crew would be refilled okay all right so it isn't completely added and Gary's here he can he can elaborate more if you'd like well no I mean I know that we saved quite a bit of money by doing in-house and I'd like to see you know more of that done I just wanted to make sure that we weren't gonna add another person on top of the person that you mentioned earlier but if it's the same one who is getting his degree or certification then that makes sense to promote him yeah so the position that he's in now would become vacant and we would refill that and this would be a new position that that person would be eligible okay so that that's good I just have a few more can I mayor I'm sorry I just have a few more all right so on police personnel there's four and that is good we need more than four but my question is will any of those are those specifically going to the animal shelter because I have heard constantly that it's short-staffed so is there any way to know if anybody that's hired or is going to that area I think the thought process here council members originally this request was for patrol officers I think with some of the some of the you know potential leadership changes that are happening the police department we want to kind of you know be able to talk with a new chief the new leadership about where do these four positions really fall is it within patrol are there other needs within the police department where these four positions would be better suited and so again you know that's the strategy with these four positions are necessarily identified as patrol officers currently it's just gonna be whatever the chief when you two comes in we'll be solic iting his feedback and all that on to Tony's explanation that we do have staff taking a look at the staffing out there right now we've been going through exit interviews that sort of thing trying to understand exactly what's happening and what kind of staffing requirements are out there so should that become a problem down the road we'll address it okay and into that on the police because I see the things that are not funded that were requested as a sex assault investigator and a victim advocate and I'm wondering is there can somebody tell me why those were not funded and if there's someone currently doing it now and if there's cases backed up and how does that fit into our everything you see on the currently unfunded I could make a very strong argument to fund both of those positions were relying upon grants and my understanding is that at least one of those has been funded Chris you want to help us out so you will likely see that change with us move asking to move those over but I do I know that one of them's gotten funded at least hello I'm Chris summit with the police department I'm a lieutenant the sexual assault investigator that's funded by the IACP grant that we were awarded so we have funding through two years the grant award was contingent that we would assume funding beyond the life of the grant the only thing that's required is we have to add a position now so that we're not in a suppl anting situation so but we're in process with that grant we're invoicing we should start receiving reimbursements anytime now on the victim advocate that's a grant that we applied for a cog we will not find out we scored well on the initial process I think we're number five of the new projects that went through but we won't find out I think until August if we were awarded that grant so okay so it's so those are in line to get grants and funded and so can I just ask that if those don't come through that you guys let counsel know we will do that the sex assault investigator will be funded it'll be recommended for funding since we've got the grant secured if the other one comes through we'll let you know we're also trying we're trying to identify workloads with all this as well and I think that was the other issue is you'd ask a question about are they behind on their workload that sort of thing we're still waiting to try to collect that data give you a better answer there but right now at least the sexual assault investigator will be recommended for funding now and removed off this list and we have that position to see ID she's been at work doing that role since January the end of January so thank you so much yep okay yes there's something like 50 items here and it's you know obviously we could spend days and it's hard to judge them all from two and three word descriptions I wonder if it would be possible to just group them into must needs and wants and maybe that's already done by the way it's sorted but for instance well first of all let me define what I mean by those you know must is something where we really can't operate presently without making that expenditure a need is something where we've got a gap you know versus how we want to operate you know want is you know something more aspirational but the one that catches my attention on the not currently funded would be the air truck which I understand to be a light and light and air truck for fire where if we're going to increasingly denser housing you know where you've got the possibility of just larger blazes and and response time you would be compromised or just just being able to keep firefighters on the scene would be compromised having to run back and get air you know to get air canisters them to take in and that strikes me as much more of a need you know so that that's why I asked for you know is that sorting been done in that way well the the sorting was done we can certainly break these down into almost all these are needs and a couple of them are service enhancements and I guess I would just basically say that I can make an argument for all those big needs I wouldn't say that there's any musts on there right now or else we would have funded it the discussion with fire was a fairly simple one we were trying to budget to the effective rate the strategy this year was to try to fund three more firefighters to get a jump on station 8 we've we've got the we've got the EMS operating out of the facility out of Medical Center so we're gonna we're gonna be a believe chief 6 short so it'd be six short and the idea is with the with three additional firefighters it would be their cost of large would be offset by about a hundred and fifty thousand dollars in overtime savings as well as there's a one-time recommendation in there in the bond package to fund the design of station 8 as well so that was the strategy to me that is the need is getting more presence out on the street rather than a truck that they've been able to operate without and also needed a little bit more research so that was the idea with fire you know and when you when you budget to the effective rate these are the decisions you make totally respect the fiscal discipline and that's why I started by asking director point a is this all achievable within the effective rate so now I'm a little bit unclear my understanding was this is all within the fact cover both in the evening but dipping into savings I 'll clarify that a little bit the recommended 2017-18 supplementals and the recommended funded supplementals are all within the effective rate the supplementals that are unfunded would require an addition to the supplemental rate I'm trying to be effective rate yeah and I apologize councilmember if I misspoke with that that's exactly correct got a question oh I'm sorry well go ahead just go ahead no sure so is there anything within the you know I get I guess this you know you've clearly said these are your recommendations right but you know is there any room for discussion in your mind between the funded and the unfunded list you know in terms of if you if you if you looked at must needs and wants within the funded list is it conceivable that you'd swap some items in and out because I share your view we ought to try to hit the effective rate if we can I'm very comfortable with the recommendations we made what I will tell you is Tony and Brian and I have had conversations that you know there's always some additional dollars that come in we close out the year just because Tony's so conservative and you know so my guess is that some of these one time needs especially the master plans as we're thinking about you know a couple years out and possibly starting to put some new propos itions together once we clean out the bond packages need to get done as well as we will likely recommend some other things the air truck would be a good example that definitely program replacements but we need to know what we're working with last year we closed out the books we had about three million dollar savings actually was some injection of revenues and some savings that were unaccount ed for so we recommended the council that we fund some small one-time street projects once we close out the fiscal year my guess is we're gonna be in that situation again we're gonna bring this list right back to you saying here's a few more things that we're gonna recommend funding for but I didn't I really felt it was more prudent right now given the fact that we've got bond programs that need to be shored up that sort of thing to really save any additional discussion for how to use additional capacity above and beyond the effective rate to leverage our road program and do some other things and I think that is really the policy discussion is do you want to head that direction or fund some of these items but I feel very confident with where we are some of these items I'm still don't feel like the the business case has been made strong enough there and it's not that it's not a need we need better data so we 're treating everybody the same and all the requests the same but I feel comfortable at the end of day that we've got a good plan for you that's my robber yeah I had a few questions about a few different items starting with the under public affairs the new resident packet well actually just kind of more of a comment than a question but if whoever is is representing public affairs might want to speak to this I like the idea of having a new resident packet I take it that this is something that we don't currently offer and so I just have a few suggestions number one that there be kind of Spanish language materials in there hi council member Oscar Rogers deputy director of public affairs so I'm happy to take any notes okay and request for that and I will say that on that particular item so we do have a contingency if it is not funded our plan would be to pursue that item next year actually in an online format that cost that you see associated up there is for printing and mailing so we would be able to still produce an online component a digital packet and then we could simply produce that in English and Spanish as well yeah well and I like the idea I mean as much as I love the idea of saving paper doing everything on the internet a lot of people aren't you know the internet it's there if you go and look for it paper absolutely so I do see the advantage of paper so there's that you know Spanish whatever Spanish language we can get into this paper materials because it ends up being if it's not understood by the people it's targeting then that's a big waste of you know waste of papers so even though be more paper to have or maybe maybe not even you know if we could be efficient about how much how much writing we have in there also I would like to see information about the community development home improvement grants put in there when I say information you know maybe even just a lot a lot in terms of resources because that's something that not enough people know about and getting new residents right when they come in that would be really good number three and these are not in any particular order of priority just as they occur to me I think it's really important that we have tenants rights information and that the tenants just be aware of what their rights are is you know it's not something that we have to do as a city but I think it's would be something that would be a really great service that we could provide what rights they have and also and then finally to let them know about the rental inspections service that we provide through this city I think it's still Donnie Denny who does it in code enforcement but that's another you know program that we have that really is helpful for residents that not enough people know about so if we're gonna fund that may as well see what we can what we can get in there and use that as a tool to to let people know about some of our underutilized programs so anyway but thank you I don't know if you had anything to add to that but those were my suggestions no we were simply in the planning phase and like I said regardless of whether this was funded or not we did plan to pursue this and we did have the contingency that we do already have funded in our regular operating budget those online platforms that we can produce it in a digital capacity and then we can also look at as we get into the next fiscal year if we can reallocate funds from project to project if a cost comes in under on one that we could have perhaps reallocate funding to this thank you did have some contingencies thank you very much and second question for the library representative or Jennifer okay thanks Jennifer Becker director of libraries thank you so much first of all I don't want you to be scared I'm an English professor so I live in libraries anyway so I'm simply asking this question because I can about this item because I can anticipate people saying what is that about and I want to have an answer for them right so and I assume because I know that the vet ting that things go through just to get up here that there's a good reason to have that on there I just wanted to put you at ease for so the lounge the North Branch lounge chairs you know I anticipate I can imagine somebody what you approve 16,000 $500 for for a lounge chair so so what do I tell them so it 's um for to replace ten lounge chairs they were original to the building when it opened in 2003 we have almost 2,000 people come in through that library monthly and there's a lot of activity up and down on those chairs so when we purchase furniture it's actually cheaper for us to purchase that commercial grade furniture as opposed to something that you might just order online and that way it 's going to last another 15 years hopefully so that's why they're where that cost is coming from okay so that's for the 10 commercial grade lounge chairs that are gonna what would you what would you guess is to the lifetime so our hope is for 12 to 15 years yeah okay thank you very much thanks so much yeah wait yes go ahead while you're up 35,000 dollars library master plan can you give me more than three words so um 10 so we the library had a master plan it 's over 20 years now years old now most master plans are anywhere from 10 to 20 years and it's a long-range planning document specifically focused on growth on development in the community where does the library need facilities in that growth and where do they foresee what the library needs might be we are currently experiencing and we believe that we're ready for an additional branch so we're looking for information about when do we need that branch where should it be and things like that so we're looking at a consultant to come in and do a master plan for us that would again be a 20-year master plan that helped guide us to the future for the library thanks go ahead council member Briggs library questions so I'm I did have another police one and I forgot to ask it has been funded it's the SRO response equipment and I'm wondering what that is because that is for the SROs or the DISD officers that's correct and camera for his name is something one of the staff members from the police department come and answer that so it happens Tony it's okay happens to me all the time lieutenant may some of us respect you thank you sir can I get a list nice David Mays police department what that what that kid is it provides the SROs currently they're only armed with a pistol like a typical police officer because of the fact that you've got school children that are you know in a situation where the only person is there that could actually to respond and help them is the SRO they're being provided with a rifle and a biometric safe that way we're not having to wait on officers to respond to the scene you actually have to engage and confronting type of an armed aggressor that has a rifle oh so it's like for safety for a school shooter type scenario yes ma'am okay all right so it's not to use on the children no man okay I just want to make sure we weren't adding like if I explained it that way I really did a poor job well no no I mean you know like I just meant I wanted to make sure we weren't adding more like artillery to to make it feel more uncomfortable for okay no ma'am and this is a rifle that will be taken back and forth by the officer as they come and go from their assignment okay that makes sense thank you yes and then I've got a question yes sir also about the SRO yes is how much does the ISD contribute to the cost for that equipment in this particular for the schools right in this particular case I believe we're funding the entire amount yeah we just really negotiated the deal with the ISD and they are essentially paying one half the salary of all the SROs now it used to be one half of half of them and the deal that we basically struck is you know we'll provide the equipment for these in the police cars they provide their workspace and that sort of thing so that's how we're doing it there we're sharing personnel costs but in terms of all the other equipment and in the space we're on our own on both entities okay thank you because I know I 'll just kind of throw this out there I know from talking to officers you know that there's that there is concern about that you know making sure that the ISD is paying their their share and that and that it's not draining the police force but I'm so I'm glad to see the these other these extra positions also in there and support them for the for the police so anyway thank you for for explaining how that balance was worked out because I think it's important that there be a balance yeah they increase their contribution about a quarter million dollars a share that's excellent thank you thank you lieutenant David Mays it may it may be but mostly it's our city manager so on the ones that are unfunded have we looked at other funds that we have like the the red light trap red light camera fund for any of the police or traffic have we looked to see if any of the funds that we have can absolutely we there's a number of these other one-time requests such as traffic traffic signal replacements there's two more in there this year about 750 or eight hundred thousand dollars which we took directly out of the red light camera fund so yeah anytime we get have an opportunity to to look at for safety enhancements or intersection improvements in those other funds that's exactly where we're going and Tony do you do you is there a slide that shows I do not have that slide will have it's only for the for the proposed budget discussion but but it is two signals that were that we will be proposing to draw down from that traffic safety fund in addition to that there's also a speed study as well that we're gonna recommend to come out of that and so freedom is here if if you have any questions on those specific but we'll certainly have that discussion with you on August 2nd let's go ahead take a real quick break grab our dinner and come back and I've got a question yeah sir yeah on the funded supplemental recommendations for 1819 mayor yes sir we're looking at permitting slash planning software yes of half a million dollars so if anybody's been around here very long they've known that one of my biggest pet peeves is we've spending a lot of money on software for planning over the years which hasn't been effective I mean I just I just don't think it has so just in very briefly share with me why this is different than when we bought software in the past that didn't meet our needs I mean I pull permits I do track it I do all these kind of things and it is just it is cumbersome cumbersome cumbersome thank you those are my words exactly well I and I will say that this is these are dollars that were already allocated previously but with that being said track it the software solution is probably the version that we have we're not able to necessarily update without going through an RFP process and replacing the software basically so that there's a there's a major upgrade in order to get past where we're at we're operating under a system and I don't I don't want to speak for IT but we're using if you want to talk about the XP part of this right as far as the server that we're using isn't necessarily where we need to be either so we're looking at going to a software as a service so it 'd be a cloud hosted solution it wouldn't be on our server it would be usable for our employees as well as the citizens from any device anywhere anytime as a as a potential to enhance service delivery we are using track it project docs and each racket so we have three software solutions that we're using which I think probably cost us over a million dollars when we purchased them if not more and we're going to update them that could very well be in its and it's been years so is this a soft is this a software upgrade or slash software hardware kind of in other words this is this gonna help example you go to submit a permit you've got to submit your your you're gonna upload your plans one page at a time now that may have nothing to do with the software it may just be our process or our procedure so is this going to how is this going to help what you're saying is cumbersome cumbersome cumbersome and this is a single this will be a single software solution that that ultimately designers will be able to submit directly so it wouldn't necessarily mean that the developer would have to do it so if we're working the design professionals they can submit in a variety of formats which it'll upload it and then we're able to look at the data in the format that we need will be will be able to do markups on the soft on the drawings that we receive and blue beam most likely it's just looking holistically at what we do across numerous departments so it's more than just planning building inspection we're also looking at including capital it would be water wastewater administration-wide correct correct and so is this either replacing supplanting augmenting our current planning software or is it meant to again replace some of those processes or no it is to replace everything that we have so oh it's to replace project docs eat racket and track correct and so we'll have some type of web-based training video to help people understand how they very intuitive the solutions that are available today are much more intuitive their dashboard driven their app driven simple easy transparent and we can get to the data fantastic and the bottom line with it is the city manager will have a dashboard he's able to look at the metrics citywide on on all aspects and then as it gets to each department then they have their own dashboard down to the level of the inspector so one final question on this because I remember a few years ago I asked okay can you generate a report that shows when a project first came in where it sat what city department for how many days when it came back to the applicant how long how long did take to come back in and so forth and so on that had to be done manually I didn't know that still does okay this won't solve that this will absolutely absolutely it actually it'll actually do prompts so the software solutions that we're looking at will prompt the employee and notify the manager of that program area that somebody is not meeting the timeline that they're required to get fantastic thank you very much yes appreciate that any other questions on the supplemental yes council member Ryan thank you mayor I agree with I agree with our city manager that the planning of the master thoroughfare plan mobility and the parks are very important as we look to future bond packages and on the traffic side of that as we're dealing with cog and trying to get funding from them if we don't have our ducks in a row we're not going to get the money so it's those to me are the money that Tony doesn't realize we're going to get this year maybe we can slide it in on that that will definitely be our that will be at the top of the list of our recommendations is getting those studies funded so we can go out with confidence and communicate to the public what we need done somebody helped me understand real briefly difference between a thoroughfare plan and a mobility plan and if it's long I'll get you offline in fact I'm gonna switch that I'll get with I'll get with you offline he's brief do what okay Todd as the city engineer the master thoroughfare plan basically lays out all the major roadways and small roadways throughout the city the mobility plan is the comprehensive plan of all modes of transportation including pedestrian by school okay all right thank you any other questions on the supplemental packages yes councilmember Br iggs I have a question about a supplemental package from way way back and I don't know that it's ever been used and I'm wondering when Kathleen was here she we approved a historic national money for some sort of historic plan or something and I don't know that anything has ever come of it does anybody know what's it was a large amount of money and it was budgeted and I don't know that it's ever been used but I haven't ever seen anything come up about it again and I don't know what the definition of a large sum of money is I can say that we do have some funds that were that were allocated and that we intend to use this year for for a consultant to come in and put together a historic preservation plan okay but but we're that was three years ago and that could very well be and I don't know who that was okay my understanding is that that money was to be used as a match for grants and that the grant was not received am I correct correct so that was the explanation provided to me if it's the same one we 're talking you're talking about okay okay thank you okay any other questions so is this where you want direction just tentatively on just this portion do you want to get through the rest of presentation and have a conference I think I think if the council is comfortable give this direction now that'd be great I do want to just just briefly kind of sit set at the stage for the next discussion and to address a councilmember Melser's question so if the council desired to fund all of these unfunded requests 2.7 million I just want to remind you that the one cent increase on the tax rates about a million dollars so that would be about two point you know seven cent increase on on the tax rate our proposal which will discuss in a little bit with you which is what we've discussed with you over the last several meetings is that we want to recommend to you to consideration to focus on getting some of the capital projects done and so the recommendation to go above that effective rate will be over on on the debt side and so so certainly you know we'll have some more discussions here a few minutes but if the council is wanting to give us direction regarding these supplementals we can certainly you know go with that council members just as kind of a rule of the road I don't I don't care for minimizing the taxpayer effect by calling it just two cents right yes sir how much is it on the typical bill let's say on a $250,000 house or something like that correct about about $50 a year so it's a $50 so it's a tax increase if it 's a tax increase I guess I would say I'm comfortable with how this looks after hearing it pressure tested you know by my colleagues and hearing your the city manager's comments I think I'm more interested in waiting to see your sandbag materialize at the end of the year than I am and you know going for a tax rate increase at this point every day and I'm I'm good with your recommendations because those are all within the effective tax rate at this moment that's correct so and some of the ones that we've discussed here as far as the funding for the sexual assault victim police officer so I'm good with what what I 'm saying yeah I'm good as well okay good thank you all all right so now on the dead side I kind of want to start this you know this conversation with you going back to the 2014 bond election you know we provided the language here for you within the information that the committee put together and the council ultimately approved in the notifications of both the voter guide and the bond program booklet we did notify our citizens that it could take up to a three-cent tax rate increase to get those projects completed I will remind you that at that time the tax rate was about 68 cents currently our tax rate is a little bit over 63 cents and so today we've not been able we've not had to do that overall increase we have you know shifted over the last couple years from the O&M side or from the operations debt a tax rate side to the debt side to get those projects completed again that's all been within the direction of the council to refocus on the effective tax rate I did want to mention to you that some that again a lot of forecasts has gone into some of these some of the numbers that I provided here for you just want to let you know where the forecast is you know there's a 10% increase for next year and values again we'll get that number we'll be able to refine that within the next week some of the interest rate assumptions I will tell you that at least based on the last bond sale that we did which back was back in June interest rates continue to be very favorable again I'm projecting based on a four and a half percent interest rate back in June on 20 year debt we received a 3.3 so there's some flexibility there that that certainly I think will will be able to take advantage certainly the you know the market is a changing environment and so part of our proposal today would be to seek direction from the council that if you are interested in funding some of these capital programs that we move with issuing those bonds which would be certificates of obligation this fiscal year and so so I like to kind of lay that out for you these are the the capital projects which what we're considering is phase one and and I'll and I'll talk a little bit more about that as it relates to the effective rate but basically this would amount to about a one point eight cent increase to from the effective rate to be able to fund all of these projects able to fund the debt service associated with these I will tell you that the of these phase one projects you know the most immediate one which we've had conversations with you about and Melissa can certainly talk a little bit more is the radio system replacement that is a critical system for the city certainly for our public safety of that amount of the six point five million that we anticipate would be needed about four point seven would be owned or be the responsibility of the general fund one point eight million would be distributed between electric water and wastewater so again we would seek to issue six point five six point six million dollars in certificates of obligation if the council gives this direction because of the immediacy of this project if the council chooses to to not do that then likely we would come back to the council make a recommendation to enter into a a capital lease arrangement that capital lease arrangement release give us the opportunity to take advantage of some of their pricing I think that tech services already talked to you about will be able to in a subsequent year a refund and and and debt finance the remaining portion of that capital lease but again but I wanted to put that out there for you these are the phase one projects it would take about a one one and one point eight cent increase from the effective rate to have to be able to fund all these projects the phase two projects it's a quick question yes Tony are these all 20-year debt the only one that's not mayor is the radio system that's a 10-year debt okay and Mayhill bridge at DCTA that 's the that ultimate configuration or alignment of Mayhill Road that we've talked about and is this our this is our match portion or something like that based upon the additional money that we received that's correct from the clock you're correct okay thank you so certainly there's number of staff members here president there you have any specific questions about any of these projects just please just let us know I'm sorry may not get thank you sorry thank you Billy there may not get completed right now and so that eleven point five million dollars represents the number it would take to make those bond packages whole so you've got two things happening with those bond packages the first one is these are the local streets that in my mind I'm viewing them as being promised in the next phase you've got some of the larger road projects that we just are simply not going to be able to handle Bonnie Bray's phases five six and seven that's we're going to be looking for additional dollars there but I wanted to put that out for councils consideration because not only was there full disclosure that the tax rate might need to be moved out to fund that bond package but this is what's short on the local roads and I think that's that's just the one thing I wanted to point out so you understood that I think most of these other items we've had workshops on these small transportation items I know council members armature and melts were not on the council at the time but last year I was asked specifically by councilmember Ryan and to bring forward a list of quick win projects and then the council had also given me some other areas that they wanted us to look at we got about half of those funded last year through one-time revenues that were left over when we closed the books in 1617 this represents funding to take care of the other half that we were not able to fund so I just wanted to make sure that you understood what those two were in particular so the idea with what a quick win was we've got a number of intersections in the community that with a small amount of money Carol and Sherman I guess to be an example that with a small amount of money you can really open up the ability to move traffic through those those intersections I know we're working at we've got a number of other projects that are gonna be ongoing right now but that fourteen and a half fifteen million dollars represents those two mindsets yes yes oh okay so we're gonna go that's the armature in there so Todd thank you for that but give us give us a turn time on those in your estimation if approved how quickly from how quickly can they get done 24 to 36 months Todd didn't turn extremely pale so the idea with 2014 and 12 packages is they will be cleaned out by 2020 2021 and that would give us the ability to deliver fully on those packages in the local roads and I did want to just piggyback a little bit on what the same Andrew communicated on that eleven point five million and Todd can certainly talk a little bit more about it about four point two million of that would be to complete those street segments from the 14 bond program about two point seven two point eight million of that would go to complete the street segments from the 2012 bond program and there's initial four and a half million that that the city engineers refer to as this connector so there's section segments where there's pieces of that that that could be done as well and so again you know Todd can talk a little bit more about that if you'd like but about four and a half million would be to complete some of that in between those segments sections of roads this is a question I'm gonna do with me just having recently joined the council this being my second meeting so just to verify have we missed the deadline to secure a homestead exemption increase for this year yeah yes ma'am okay thank you so it doesn't preclude the council the council wanted to make an increase it would then be effective for the 2019 tax year next year yes so I would like to propose and I'll probably need some help from my colleagues on kind of how to go about doing this you know if I should wait till concluding items my sense is that that that would be the right time to do it but I will just say because it's part of this discussion it makes me sad that we don't have that increased homestead exemption because I see that that that home that a number of homeowners are gonna be ending up paying you know they're gonna hear all this excitement about the effective tax rate even with this late increase and then they're gonna end up because they're just thinking about their bottom line and they're gonna be ending up paying more than they did last year in in taxes and so I would advocate you know and I'm going to propose a go ahead yeah just to propose that for next year and however early we need to get started on that on that discussion that would be great I wouldn't want to be too early but I want to make sure we don't miss the deadline because it because it's my understanding anyway that the effective tax rate together with the homest ead exemption could really work together nicely and kind of balance balance each other out in a way that both benefits homeowners and non homeowners well I don't know if I agree with that last point is we're gonna get it on the agenda and we'll look at it as soon as we can but right now we're trying to deal with the 2018 19 budget so once we get this completed we'll come back and talk about so as I mentioned these are the phase one projects the phase two projects are those that you have here in front of you again number of staff people here that can that can discuss that and I didn't want to go to to this slide unless you're sorry I miss councilmember Meltzer sorry about that thanks it's what express a point of view you know my first work session here that's the first time I saw proposals related to the new City Hall annex project and I know there may be a lot of sort of shared conviction on this project you know among others who've been here longer but you know that was kind of my first reaction now I've had some opportunity to think about it and and I'm opposed I'd just like to take a moment to say why knocked on a lot of doors I'm sure you know others of you have as well I never heard one citizen say that they had an issue with the fact that city services are in different places so I you know the the need is not compellingly expressed to me you know whereas streets you know you can't knock on three doors without hearing about that the trend is toward more of our citizen interactions to be online less in person it doesn't meet the the stated objective of putting everything in one place because at the same time we're building out the service center you know so we're kind of not even really doing that even if that were an objective the compelling thing just from a budget stewardship point of view is we do have that four hundred thousand dollar a year rental expense on the DATCO building but we're looking at four million dollars a year in debt service to fix a four hundred thousand dollar a year problem so then councilmember how soon we forget Gregory you know said well that you know that rents gonna go up but even if it quadrupled we'd still be better off you know than having a four million dollar a year expense I wonder if we have explored the opportunity or the possibility of buying the D ATCO building and that you know just from my having been in it it appears to have room for expansion too because it's got that two-story at rium so there's an opportunity for more floor space I just think that would be more prudent I say millions for streets not a penny for a palace that's a good sound bite okay so let's talk about so obviously phase two you're opposed to I mean I'm not gonna I think phase two you were saying in your presentation that these are sort of phase one is the first priority I'm okay with phase one I think phase two I agree that fifty five million dollars if we're gonna do that probably needs to go to a bond package that's that's not a big deal so the increase if I was correct you said it's 1.8 cents if we did that as you proposed on phase one funded all that 1.8 cents which a third of that or a fourth of that was approved by the voters to potentially have a rate increase on some of the bond programs but we've also done a lot of that without any tax increase in the rate that's correct now because of assessed values and tax rates stayed in the same yes they pay so the 1.8 cents on a two hundred fifty thousand dollar home it equates to forty five dollars in a year in additional taxes is what I calculated there right quickly that's correct and since they're all 20 year debt you start getting three point seven five percent interest I think we 're very lucky that that hasn't gone up yet because I think all other rates mortgage rates have gone up CD rates have gone up which means other interest rates are going up so if you're gonna do something if you're gonna incur debt for projects that are I don't know what needs or musts that aren't musts but are things that we really need then it's a good time for it but so I'm okay with that I mean I certainly I think you've done a great job of trying to balance all the supplemental requests really getting in what is a real need of the city and then combined with the phase one capital improvement programs it shows that we're making a commitment in the most fiscally responsible way in my opinion to do it so I appreciate that and marriage want to make sure the council understands to so if the council gives us direction to proceed with with issuing this debt that we would come back to you likely on August 7th we'll still have to publish a notice of intent we'll have to wait 31 days before we can come back to you to approve formally approve a bond ordinance for us to sell these bonds the reason part of the reason why we're asking for direction if the council wants to go ahead and move forward these projects the issue that debt now is it will help simplify how we calculate the effective tax rate because when you set the debt rate it's going to be based on what you have outstanding next year and so so rather than then having to raise the O&M rate and and look at shifting the rate next year that's that's the reason for our proposal just to be able to simplify that calculation going forward so okay yes so question about about taxes and kind of what citizens can expect so do you anticipate or would you say it's correct that that that homeowners should be be prepared for an increase in their city property taxes or in in in what they 're paying for their property this year yes it would it would be an increase from the effective rate yes I'd be about $44 more from the effective rate okay thank you and if I just want to make sure I understand so and if we had if we had a homestead exemption in place that would be lowered so so an increase of $5,000 to the homestead exemption is about a savings of about $30 so so again so roughly $12,000 increase to the homestead exemption would theoretically for this particular homeowner reduce that increase to roughly what they paid last year again we're talking average homeowner to average home owner sure you know that average homeowner to 1414 thousand last year is gonna see you know again a theoretical homeowner here would see a 9% increase in their value again so that's that's an average homeowners that's that's what we 're talking about here okay thank you and so what so what in terms of looking forward would you say that a $10,000 can you're talking about the homestead yeah I'm just trying to think about are you talking about for the next year budget well yes okay plus thinking about what citizens can anticipate this year well I think he just I think he just said that citizens get and you got to understand that some people's values might have dropped and if their value stayed the same if people's value stayed the same we're still even with the one dot one point eight cents if I'm looking correctly we're still dropping the tax rate from what it was this year this last year that's correct that's the difference between the six three and the six two so if you're if you 're if your assessed value stayed the same or went up slightly you may not be paying any additional taxes it just depends when you look at the average that's what you have to I mean that's just the number we have because we don't know everybody's individual tax but if you if your value stayed the same and you had the effective rate and we didn't even add the one point eight well you're you're you're still going down you're not gonna pay as much taxes as you did this last year so I really want to I mean we've got about 20 minutes before you have a meeting so I really want to concentrate we're gonna have plenty of time to talk about the impact for the next year homestead exemption so really want to keep us on track to get the direction you need so that if we need to do some things fairly expeditiously we can do that to be able to save some additional money correct so again mayor just to go back to the phase one again these would be all the phase one projects if we were to do these this does include the design component for that City Hall it's 800,000 okay so where is that yeah so what you're what we're saying is we can remove we could remove that unless we're fairly confident we're gonna be doing that in that next three or four or five or ten years which I don't I don't know if I see that happening so but I appreciate you pointing that out thank you councilmember Melcer and you councilmember husband go ahead yeah no I'm processing no so let me go to the shorter shorter statement first so if I understand you're kind of your factors it's it's the effective rate would be 2.7 cents lower than the current rate is that am I reading that right yeah and so then we're bumping that up to 1.8 here here's it I don't know that it matters anyone else so the difference is about point nine cents am I right so I in a perfect world I'd like to see us take that keep it even 1% that difference you know so then that means we have to eat more out of the the fund balance I don't know if that matters anyone else but me I just think that that's kind of a more simplistic way to approach it and that's you know both of us you know it's to me it's splitting the baby it's not 1.35 is exactly splitting the baby so we'll get three quarters of a baby but at the same time I just that's my preference I don't know if there's any other traction there but just to keep it yeah I don't know that I could say it properly so Tony you're tracking with me well I think if the council is wanting to remove 800,000 this project and and the market continues to be favorable if our values come in a little higher than we're anticipating that potentially we could be less than the one one one point eight cents you know increase on the debt side to fund that phase one projects go ahead and then Councilman Briggs but and so there's other stuff that I'd like to pull out I'd like to see us get the city hall done timely because I think it is important and there's a myriad of reasons but we'll go into those later and and and I don't and I don't have a catchy rhyme I didn't plan for it but so there's that and then on the phase yeah I'm not okay with I mean phase two I think we can get to later I like the time frame on the roads and finishing that commitment so yeah that would be my suggestion to somehow level it out too and I'm happy to pick a few things if you tell me a number to get to a flat like so instead of if we're 61 now if we get the 62 I mean pardon me we're 63 now we end up at 60 well and so we've ended up at 62 oh seven three eight at one cent right and so it's one cent above black if you will so that would be my preference and I can I can pick out some stuff if there's any traction for that okay customer breaks yeah I'm okay taking out the city hall designer even moving it to phase two if we need to my questions about the radio system did we talk to UNT and TWU and are they gonna help us pay for that at all because I remember the conversation was to talk to them next we've done lots of we've done lots of fire stations isn't there a design somewhere that's already done that that we can we can use let's do one question at a time Melissa yeah Melissa craft from chief technology officer for the radio systems if because UNT and TWU also use the the same if if anyone has spoken with them about shared cost so we've spoken to them about our intention of upgrading the radio system we have a meeting set for later this week and the next week to have those in depth discussions okay so there's potential for that to come down just a little bit possibly it would probably be more on the maintenance and the recurring costs okay okay was my okay thank you okay yeah your question on the fire station it's gonna be my understanding is a smaller station different design to story so get because of the site constraints so just fire chief correct it is a smaller site we're gonna be able to take some components out of the current existing stations this number represents probably about a 15% on design fees we know that's kind of high but we definitely won't come in under on funding right now so this is kind of preliminary number to go out for RFQ could we use our new park designer for that he would not have the skill set he's he's excellent like open space stuff though okay thank you I appreciate it yes sorry question for fire sorry I just want to make sure so we've got the fire station eight design in phase one and construction and engine in phase two I'm assuming I just just want you to verify so the reason for that is because that's the sequence in which right you know first you have the design and then correct you're looking at about six to nine month design time before you go into construction okay good so that fits with in other words it wouldn't make it wouldn't make sense chronologically to push the second phase up to phase one because you still need that time your practice okay great I just wanted to check thanks and I think that is a good question and just a further your point you see it you saw the three fire fire personnel that we added we've got six more in order to fully staff that station so the idea would be to probably add three more in the next two years so when it's opened you're fully staffed excellent excellent thanks can I have oh sure sure yeah just to add one thing to that you don't have to stay up there for that just I'll just throw this out there but it is about fire but that that as fire you know hires new new new staff I would want to be sure that that as in any department you know there there's consideration to representation and diversity you know women and women and minorities and to the extent to which I mean I know you guys are already thinking about this to which you can do kind of outreach and target hiring and and let us know what barriers you find are in the way of diversifying and how we can help with that thanks so to address council member hudspeth's comment if we have 1.8 cents right now if you take the 800,000 out it's going to drop it a little bit it may drop it to maybe 1.7 maybe 1.6 I don't know what the math is but let's just assume somewhere in that area so if you drift it drops it to 1.6 and you go to one you're going to need to take off is that 30% if you drop six cents from 1.6 or 0.6 it's about a 30 or 40% 35% so that means of and that's already taken out the 800,000 that means on this deal you'd have to knock off about 10 more million dollars to get to that penny is that am I am I playing with that right yeah and and why I appreciate that I do and I certainly think that's a I get that for simplicity when I look at the 0.6 when you take the 0.6 and then apply it to the average home value you're at probably 10 bucks or 12 bucks or something like that and 10 or 12 bucks is 10 or 12 bucks I mean I'm not making a lot of that but what you get for that if you do that then I just I think that's that's money well spent you get an uptick in a rate of a quarter percent or 10 basis points or 15 basis points or 25 basis points on 10 million dollars that's all gone and and then some so that's that's why I'm okay with that I certainly understand your logic I just think if we're gonna do it let's just do it and what we'll do mayor you know based on your direction today we'll be able to get with our financial advisor do some initial numbers runs that'll give us a better feel for where these numbers are gonna be and then when we come back to you with the notice of intent we can give you kind of where we think we're gonna land yeah and there may something pop up in the meantime that we can move some things around or we can you never know and the values what what are the values sitting at right now we know we're at about the last number we got was back on the 6th of July and we were a little bit over 14% it's not coming down to 10% yeah that'll be good so that will be we'll know in a couple of days a couple of days well on 25th yeah okay couple days so this whole discussion depending on the chain if it stays in 12% or 11 and a half or 12% not only does this discussion change but the effective tax rate discussion changes because if the values go up your effective tax rate goes down that's correct all right fantastic okay any other comments or questions on this you probably got some more slides don't you I do not I just want to make sure no no I just want to make sure because we're probably gonna either do a closed session after this after our public meeting or but yeah I just want to make sure that that I reiterate the direction that I'm hearing is that you're okay with all the phase one projects except for that City Hall design yes and we would pull out that 800,000 and if you could when you look at the numbers just give us back and just some figures of if we kept it at a penny here's what well you could find what that and of these if you had to make a choice in others if this council said keep it to a penny what would you do right and and in order for us to keep moving with the notice of intent we can go ahead again we can set the notice of intent to issue all these bonds but then once the council gives direction we can issue less yeah that's fair enough yeah because that's just a that's a formality that you need to do that to cover your timeframes that's correct okay all right thank you any other questions all right mayor before you leave I definitely want to thank Tony for all the work absolutely yes outstanding job this year and all the requests that came through were were excellent and well that is well and I think Keely and I councilmember Briggs and I may be the if I'm wrong tell me maybe the only ones here that have that have had budget presentations that were not of this new administration I think everybody else has had a budget presentation for you back yeah and I want to tell you it is light years light years ahead and it's very thorough I think it allows for more citizen and council input in the process with these budget presentations by staff so I really do appreciate it because it's very complicated a lot of people don't understand it but you've tried to make it as simple as possible and it's gone very smoothly so it's not always necessarily been like that that's not to be critical of anything in the past it's just I really do appreciate the time and effort to to improve the process and I just want to take just a quick second mayor just to thank all our finance staff Nancy and all the staff in the in the budget office finance department they've been very integral to putting all this together and so again live hours a lot of time in spent but again thank you for the call they the ones sitting in the conference room down the hall to legal that sit in that room they just sort of hud dle in there and cobwebs grow on them those can be our accountants yes okay special breed yes thank you thank you thank you all very much I appreciate it how long is the closed session okay we're gonna skip it we're gonna put it on the next agenda item yeah yeah we're gonna move agenda item G to another agenda well let's council's pleasure you want to you want to plow through the the closed session right quick yeah are you gonna be in the meeting up here okay so you're accusing yourself okay all right okay all right we'll go ahead then and we'll go ahead then and that's good that's right we'll go ahead and convene in closed session at 622 p.m. on July 17th 2018 we will consider the following items consultation with attorneys under Texas Government Code section 551.071 and deliberations regarding real property under Texas Government Code section 551.072 good evening everyone welcome to this meeting of the Denton City Council on July the 17th 2018 it is 642 if you would stand with me if you're able to pledge allegiance to the US and Texas flag honor the Texas flag. I pledge allegiance to the United States of America, one indivisible. okay our first proclamation is for the TW gymnastics team so if everyone would come down who's here for that please come on down don't be shy fantastic great group hey how are you all right well we are all here to celebrate a proclamation about the mayor for TW gymnastics national champions day so yes let's give them a big hand introduce themselves and tell us a little about the team and just the legacy of success that you guys have enjoyed thank you Mayor Watts my name is Shaleese Connors I'm the director of athletics proud to be a Texas women's University and proud of this fabulous set of young women this is just part of our team and I'll let them introduce themselves and then I 'll let our head coach talk about our success. Hi my name is Skylar Jones and I was a senior this past year and got to be a part of the past two championship wins. Hi my name is Abby and like Skylar I was a senior this past year and part of the last two championships. My name is Mallory and I was on the past two championship teams and I was a senior this past year. Hi I'm Madison I was a junior this last year and will be a senior this year. Hi my name is Brandi Lazar us and I was a senior this past year and also part of the last two national championship teams. Hi I'm Kristen Myers I am an assistant coach and also a part of the last two championships. And I am Lisa Bowerman the head coach and I just want to say how grateful we are that we have the opportunity to be here this evening to receive this honor and really our success is just a result of an incredible amount of support. It really is I cannot say enough about how supported we feel by the city of Denton by Denton County by our entire community and our university community. Shalice and Dr. Mendez-Grant and Dr. Faiton and Dr. Edwards and Dr. Utter and so many others from the university who are here with us and who are not here with us we receive an incredible amount of support and most importantly just to these student athletes and their teammates who are not here with us tonight and the rest of my coaching staff it is truly an amazing group of individuals who work toward a common goal and commit themselves every day to our program and to our university and we are proud to represent Denton so thank you. I'm Karine Faiton and I have the honor of being the Chancellor and President of Texas Women's University and to have these amazing women be at the university and represent us and I will say in addition to being amazing gymnasts obviously winning two championships two years in a row they also amazing students they're student athletes most and foremost and they they have had an incredible success academically very high GPA which we're very proud of and they also very good citizens they're very service oriented have done a lot of service in the community so all around they're just wonderful wonderful human beings so thank you for that ladies. I'm Monica Mendez-G rant and I serve as the Vice President for Student Life at Texas Women's University . Hello I'm Robin Head interim Vice President for University Advancement. Hi Alan Utter I'm the Provost Vice President for Academic Affairs. I'm Jason Toml inson I serve as the Vice President for Finance and Business Administration. I'm Don Edwards I'm on the faculty at TWU and I serve as the TWNCA faculty representative. I'm Pat Edwards and I'm past president of the TWU Alumni Association. I'm Bernadette Coleman and I'm a member of the Board of Regents. Well this is great I mean think about it national champions you know you hear that with other large schools in our state and around the country but not only once but twice but more than that as we're going to hear in the proclamation. So this is a proclamation by the mayor of the city of Denton whereas on April the 14 th 2018 the Texas Women's University gymnastics team won the US gymnastics collegiate national championship for the 11th time overall while defending their 2017 title. What a feat what a feat. Whereas TWU registered this championships highest ever score and shattered the program record with an incredible 196.525 team score Sunday evening inside Kitty McGee arena in front of their home fans and a record setting crowd of 1,273. And whereas 13 TWU All-American honors were awarded during team semifinals and whereas TWU gymnasts took to the podium on Sunday after the individual event finals to claim gold Skylar Jones 9.9125 and silver Mallory Morduck, I apologize for that, 9.8875 is that out of 10? Is that okay? Wow that's wow okay well that's about almost as perfect as you can get. And on vault silver Skylar Jones 9.825 and on bars gold Skylar Jones and Alyssa Kelly with 9.825 and bronze Aaron Alderman 9.8 and on beam oh that was on beam sorry and gold Skylar Jones 9.9 on floor and whereas senior Skylar Jones of Denton Texas won the USA gymnast gymnastics collegiate national all-around title by breaking a 21 year old school record with a mark of 39.60. And that's and that's out of 40. Wow. And was the highest finishing senior gymnast who was then recognized as the 2018 USA gymnastics outstanding senior and was also named the NCAA division two gymnast of the year. Congratulations congratulations what a banner year. And whereas members of the 2018 TWU gymnastics teams are Aaron Alderman, Jenna Cash more, Morgan Coley, Madison Dixon, Megan Gentry, Kaitlyn Hawley, Skylar Jones, Alyssa Kelly, Brandy Lazarus, Mallory Mordock, Brea Northrup, Hope Parkin, Brig idette Peterson and Paige Stoninski I apologize Abigail Versaman, Hunter Vincent and Taylor Vincent and leading the back-to-back national champions are head coach Lisa Bowerman, assistant coach Stephen Hood and assistant coach Kristen Myers who was named the NCAA division two co-assistant coach of the year. Let's hear it for the coaches. Now therefore I Chris Watts mayor of the city of Denton Texas do hereby declare and proclaim that July 17th 2018 be known as TWU gymnastics national championship day in Denton and encourage all citizens to celebrate with Texas Women's University and their amazing pioneers. Thank you ladies so much. Well and I have a stepdaughter that did high school gymnastics and so I would go and watch her practice and I know that this is a much higher level so hats off to you what tremendous commitment and not only to be great athletes but great student athletes and citizens of our community. Thank you so much and thank everyone at TWU for helping produce and to train such great students student athletes. Thank you all so much. [Pause] [Pause] That's quite an achievement so the next proclamation is citizens Academy. Denton citizens Academy graduation. So all who are here who are with the Denton citizens Academy come on down. You'll stand up here and get you to introduce yourselves and then we'll have Sarah talk about the citizens Academy. Would you be the one to talk about the citizens? Okay. Is this a great this is. [Pause] Okay yeah. All right we're gonna let Sarah here talk a little bit about the citizens Academy and then let everyone introduce themselves. Hi I'm Sarah Keekler I'm the director of public affairs. This is our second year doing the Denton citizens Academy. We're fortunate to have 25 citizens participate in the program with us this year and I'm really grateful for your participation and really honored to get to know you all. I'm really glad to have such engaged citizens the questions that you asked were tough and challenging but it was really a great opportunity for city staff and officials to be able to share what the city is working on to serve all of you better. So for those of you who don't know this program is a interactive you try to make it fun you get to go out you get to go to different city facilities tour them meet with staff ask us all the hard questions and you'll kind of see we do have a slideshow of pictures of some of the things that we were able to participate and show our participants. So I'd like to pass it down I would like everyone to introduce themselves and then just quickly share one thing you like most about the program or one interesting fact that you learned. I'm Belinda Summers and I think the one thing that I learned and found out most interesting was learning the interactions of the city and what I should be interested in. Hi my name is Steve Simpson and the one thing that I learned the most was or impressed me was just that I got to visit places lived here 10 years that I've never been to and I got to talk to experts in each of the fields and they answered my questions. Thank you for the opportunity. I'm Francois Descote from Springbok Academy. I am was impressed by all the changes happening in the city and I'm I'm excited by it I think it's great. Thank you. Anita Martina Strickland I honestly have lived in this city since I was six years old and didn't know how well it worked. It's very efficient I can't imagine being a firefighter or a policeman they run in as I'm running out so that just amazed me that we have such good staff able to handle such tough tough situations. Thank you. I'm Natalie and the one most interesting thing that I learned through the Citizen Academy is going to all the different facilities that Dent on has to offer and the city I am only been a resident for a few years to Texas so I've never heard of another place to have this program and I think that more communities should offer this to their citizens. Hi Maria Hendrix. Every Saturday that we met was great. I learned a lot every Saturday but I guess the one thing that kind of wow moment was when we visited the wastewater management I left with that wow I never thought about any of these things before so it was interesting. Hi I'm Ralph Smith. I think one thing I learned was when they say to dress comfortably they really mean it. Anyway thank you. Hi I'm Pat Edel. Like Maria I found every Saturday new things that I would never have thought of had I not been seeing them in person and I am very appreciative to this program and the people who put it on for providing me that opportunity. Hi I'm Russ Edel. I've lived here in Denton now for two years. I thoroughly enjoyed the program but most important of all I came away from the program with a feeling that my hard-earned tax dollars are being well spent by the city of Denton and for that I thank this council. I wish the school district would run a similar program because I would feel better about the money we spend on our education system. Thank you. My name is Bob Voss and I was probably impressed most by the amount of long-range planning it takes to run a city like this and the dedication of the people that help run it. I'm Nancy Voss and I was just proud to know that our city officials don't look just at the immediate needs but look into the future. I'm Heather Wiggins and this was just an incredible experience. I'm kind of a boomerang Dentonite. I lived here for 10 years moved away for about 14 and I'm back and it's super exciting to see the trajectory the upwards trajectory that this great city that I've always loved is on and it's just getting it better and better. I'm Eli Azation, Heather's fiance. Just moved here, just really learned how welcoming the city of Denton is and just wanted to thank the city for the opportunity to see how the city is run. I'm John White. I've been here about two years and you always go through civic classes in high school and college but to actually get to see it working and how it actually all comes together is just kind of mind-blowing . I am Sarah Nick, 20 year resident of Denton and I raised my kids here and just kind of been doing that. And now I'm realizing there's a lot of other things that went on in town and I love the water treatment plant for sure. Conservation and how important that is. Aaron Skinner. Just want to say it's pretty tough to follow a national champion up here but I think all my classmates have done a good job. I was just really impressed with how many people we have working for the city that are passionate about what they do . My name is Randy Skinner and I'm so grateful to the staff and the city for creating this opportunity. I echo everything that my classmates said. I will say I learned that I do not have a future with the fire department. So you know learning everything they do and getting to spray the hose and put on that equipment, it is impressive. And that is one thing that is so true. Everywhere that we went our staff is impressive. And I truly love learning more about what's happening in development and some of those efficiencies. So really grateful. Thank you guys for doing this. My name is Bob Kramer. I've lived here for five years. I think overall I was just impressed by everybody. Getting your management staff out on Saturday to visit us was probably a feat all by itself. But just the enthusiasm and encouragement of all the people we met was just outstanding. I'm just glad to say I'm a resident of Denton, Texas. Fantastic. Well thank you all so much and thank you so much for participating. And as you all have been talking, I've been looking at the photos. And one that sort of leaps out at me is it keeps coming back around. I don't know who it is but apparently you're demonstrating a fire extinguisher. There's some kind of fire station apparently and it starts out it looks a little small. And then it looks big and the fire personnel, they're standing back like this is the person. It'll come around here. But what a great experience. And thank you so much for participating. And thank you so much for your feedback because it's nice to hear that there's a lot of things going on in this city that people don't see. But that really are necessary for the efficient running and the comfortable and quality of life that we have here in the city. So thank you, Sarah, and thank you staff who came out on their Saturdays to talk with them and to share with them. Thank you so much because that's a commitment of your time as well. So I really do appreciate that. So it's with my pleasure that I read a proclamation. We have one for each of you here. Whereas the Denton Citizens Academy is a volunteer educational program offered through the different departments of the city of Denton consisting of five sessions, which encompass public safety, development and growth, utilities and quality of life, providing tours through many of the departments within these areas. Did I leave one off? No. Utilities. I did. I thought I didn 't read five. Utilities. What the utilities. Very important utilities. Whereas the Denton Citizens Academy objective is to give citizens an opportunity to acquire a better understanding of their city government and services through interactive sessions. And whereas the program helps provide a better understanding of how our leaders make decisions and deliver these services that affect our lives every day. And whereas the Denton Citizens Academy helped to create a cadre of informed citizens provided the tools to become involved in city boards, commissions and committees to help shape the future of the city of Denton. And whereas the program obtains feedback and new perspective from these citizens regarding governmental programs and services and opens the lines of communication and transparency. Now, therefore, I, Chris Watts, mayor of the city of Denton , Texas, do hereby recognize the 2018 graduating class of 22 citizens from the Denton Citizens Academy and applaud their commitment to Denton's betterment and all the benefits that it brings to our community. So thank you all so much. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you for your time. Thank you. Care next agenda item is presentation from members of the public if we could review roll the review of procedures for addressing the city council please. The Denton City Council has adopted rules of procedure, including a code of conduct that applies to citizens, as well as council members. These rules were enacted to promote an orderly process and to preserve decorum. Here is a brief review of the rules that apply to citizen reports. Citizens will have four minutes to give a scheduled citizen report and four minutes to give an open mic report. There will be an electronic bell when time has expired. If the remarks are not concluded by that time, the citizen will be asked to stop speaking. If the citizen does not cease and a second request is made, the mayor will request to have the citizen removed from the council chamber. Citizens are asked not to approach the dais. If a citizen has papers or other materials to hand out to the council, please let the city secretary know in advance. For scheduled citizen reports, the council may initiate discussion or questions following each citizen report. For non-scheduled open mic citizen reports, the council may listen to citizens speak. However, because no notice of the subject of the open mic report has been provided to the public in advance, the Texas Open Meetings Act limits any deliberation or decision by the council to a proposal to place the item on a future agenda, a statement of factual policy, or a recitation of existing policy. Citizens are asked to direct all remarks and questions to the council as a whole and not to any individual member. Please refrain from making abusive, personal, impertinent, profane, or slanderous remarks. Anyone who violates this council rule of procedure may be immediately removed from the council chamber. Thank you in advance. Copies of the rules of procedure are available from the city secretary. Okay, our first speaker is Mr. Ed Sofe regarding public health and safety concerns regarding the current gas well ordinances. Reverse setback distance. If you'll state your name and address, your time will begin . Good evening. My name is Ed Sofe, 1620 Victoria Drive in Denton, and I'm representing the Denton Drilling Awareness Group. I have a narrative for you. On December 17th, 2014, the New York State Department of Health published a report on the possible adverse public health effects of hydraulic fracturing. In response to this report, Dr. Howard Zucker, who at that time was a New York State health commissioner, wrote, "Until the science provides sufficient information to determine the level of risk to public health from fracking and whether the risks can be adequately managed, until then , the Department of Health recommends that high-volume hydraulic fracturing should not proceed in New York State." In 2014, Dr. Zucker acted with precaution. Insufficient information about fracking's public health impacts was grounds to ban it, not to allow it. Better safe than sorry. And Dr. Zucker was right. In just the past four years, the weight of evidence documenting the adverse health impacts of living within close proximity to gas well operations has not diminished. It has increased. In January 2015, a Yale University research team found that respiratory and dermal symptoms reported by residents in Pennsylvania increased in frequency the closer one lived to a gas well. In July 2016, a Johns Hopkins University study found that living near fracking operations significantly increases asthma attacks. Those who lived the closest to wells had the highest risk level. In July 2017, a research team from the University of Texas Health Science Center School of Public Health found evidence of a moderate positive association between residential proximity to gas well activity and increased odds of preterm birth. Also, that there was a suggestive association that fetal death increased with greater proximity to well operations within the 24-county Barnett Shale region. And now, in March 2018, research conducted by the Colorado School of Public Health reinforces and repeats that the closer that one lives to gas well operations, the greater the health risk posed by exposure to toxic air pollutants such as benzene, toluene, ethyl benzene, and xylene, all of which can and do cause cancer, childhood asthma, and childhood leukemia. Denton's current reverse setback of 250 feet does not address the potential harm, pardon me, does not address the potential human health impacts now associated with the toxic air emissions of gas well operations. It is imperative that the reverse setback requirements be reassessed, and the current gas well ordinance adopted in 2015 must be reviewed to ensure compatibility with the zoning revisions and updates in the Denton 2030 plan. We already know the dangers. After experiencing the fr acking nightmare of the vintage neighborhood, the chaos of the well explosion and fire in the Westgate neighborhood, and the well blowout that shut down the airport. Precaution is even more prudent now than it was in 2014. Thank you. Thank you, Councilmember Meltzer has a question I believe. Actually for the city manager. When will we have a work session for the public, this is the public will know on our current understanding of the public health and safety concerns with respect to distance from gas wells and possible policy options. We are scheduled to discuss this with counsel at a lunch workshop on August 6 I believe. Councilmember Amator. Thank you. That was going to be my question for, for, for staff, I would like to ask if Mr. So first of all thank you so much for that harrowing presentation. I want to know a little bit about what your understanding is of our last revision to the gas well ordinance and, and why your sense of, of whether it was improved or made worse . I know in my opinion, I want to know your, well, I mean, the, there were two versions, two drafts of the 2015 and the final version setbacks were reverse setbacks were reduced from 500 to 250 feet. And the general setback was reduced from 1200 to 1000. Even before then, planning and zoning recommended a smaller reverse setback and an even smaller general setback of 750 feet. But fortunately, council at the time came out with the larger numbers but then when the final draft came out those two had been dropped. So you would say that are the last time we revisited this, we made the gas well ordinance worse. I think it was a creature of the times really. And I think those times are passed and lots have has happened since 2015 and I think we need to revisit the ordinance for those reasons. Thanks so much I agree I'm looking forward to August 6. Thank you. Thanks very much for putting that on. Thanks. Thank you, Mr. So. Our next speaker is Christina Weber regarding food for the soul fighting childhood hunger in Denton or whoever wants to just state your name and address and your time will begin. Hi, I'm Kimberly Saller and this is my husband Bob Saller and we have a new warehouse space in Denton so we're really excited to be here. We fight childhood hunger, going school by school. So we're here to help Denton fight childhood hunger. Thank you. Here we are. The harsh reality is that in the United States, 14 million kids are going hungry. And we are here to help that problem what we do since 2009. You can't well I'm going to go right to here. SOS local said there's 350,000 North Texas children that are on the free and reduced lunch program food for the soul has a backpack program that we provide these students meals for over the weekend. We provide to breakfast to lunch to dinner for snacks, and what we do we're coming to Denton because one of your local business owners found out about us. And they said it was a main porter for lanko contacts and said, you know, we love what you do. How can you help Dent on, how can you help feed the kids and then, and I said well we need a warehouse space to start. So he calls us up and says, we have a warehouse space for you guys now. Can you come help feed our kids. So I talked to the DSP today and they said that 40, over 45% of the students in Denton ISD are on the free and reduced lunch program. So these kids that get breakfast and lunch at school could possibly go 65 hours over the weekend without food. And that's where we come in and provide the food for over the weekend. So we're here to say we're here in Denton. We want you to know who we are and what we do and how you guys can help get the word out because some people don't know there's hunger, and they don't know there's kids hungry in Denton. We are from Keller, Texas and we started in 2009 in Keller, and we've branched out to the Dallas ISD Arlington Keller we're in Denton, and we're just branching out to where the need is and the people that are receptive to it so we want you to know we're here to help. It only cost what you can do to help. We would like other business owners to get involved, and you know you can bring and you can help pack out, you can bring your family you can bring the school. There's a lot of kids that need volunteer hours in the school district, and it's a great way to get them because what we do we have food come in, we pack it out and then we put it in bins and take the bins to the schools and every Friday, the kids go home with this bag of food. It's $5 for a child per weekend $180 for the whole school year, and some people can do a whole school some organizations can. It's just a really wonderful time to get the city of Denton together to help its own community. This is who we are. Councilmember Hesbeth. So, where's your, what's the location and donation is it is it able to be done online. Online yes. And we're having an open house where you're all invited. And it's a Saturday from 11 into one is on North, I can't pronounce Mosh branch road. And it's awesome we have a purple floor for our colors, and it's really well organized and I can't wait to see what happens next year so and how many kids are affected, we have so many stories about. Thank you. Councilmember Amateur. So that's this Saturday. It's actually in August, okay. Yes ma'am from 11 to one. Okay, thank you. So I just wanted to say thanks for what you do. I had the pleasure of meeting both of you before earlier and talking with both of you earlier. And my family and I look forward to volunteering. Thank you with you so we'll be in touch about that. I was wondering if you could, if you could tell us a little bit about how you provide opportunities for children, not just to be the recipients of this food but to volunteer and to help provide food for other children who are not so fortunate. Thank you. I am Bob, and we, we've been very blessed to be part of this and we feel that it is a community thing that 's why we wanted to come here and actually meet you face to face and say, together we can make a difference and we really take that very personally so it's our families our families bring their families and friends bring their and bring their children so you do have an opportunity to come into this facility and actually help back out. I'm an engineer by trade so I lay out lines I come up with a way to be able to actually set the food in place, and then set a line out for distribution and pack it out. And we range from all different ages right so they can help with boxes they can help pack food they can help put things in place, and they get to see, they get to see it in action which is really incredible most of the time people come and say I had no idea, I had no idea there's hunger and dent and I had no idea that right here in the United States we could be struggling with hunger, and then the children get to come and participate. And what a great place to start right start that foundation in the family to be able to understand what this really means and, and, you know, like Kim said it's 65 hours of food insecurity from Friday afternoon when you have lunch to Monday morning where you actually have breakfast, I fasted for those 65 hours and I got to tell you, Friday night was wow okay Saturday I was hungry. And I didn't want to see another commercial about food or here where you went to eat Sunday I had a headache I was struggling. Now dial me back to 10 years old, put me in school. I'm a child who's a troublemaker I'm a child who doesn't listen I'm somebody who may or may not be progressing through the school system. We firmly believe that feeding these children through the weekend giving them hope, giving them, you know, a process where they understand it will actually improve their grades, and we're starting to see data that starts to show that now the improvement of the students in the class. Councilmember Briggs. So I just wanted to thank you for coming out. I'm glad you came in. Thank you for seeing the need in our community and stepping up to to help. If you could state your name and address and then the date where the open house is. We are food for the soul, and the address is 2321 Mosh Branch Road in Denton, Texas. It's Saturday, August 25 from 11 to one is our open house so please everybody come out. Thank you all so much thank you so much for coming and sharing with us. Thank you. Moving on to our consent agenda. Chair would entertain a motion for our consent agenda and I believe we've got some items that need to be pulled as well . Councilmember Ryan. Thank you, Mayor. approval of the consent agenda except for items G, H, and M . G, H, and M. Okay, Councilmember Briggs. Second. We have a motion and a second for approval of the consent agenda except for items G, H, and M. Let's vote on the board please. Motion carries six zero we will now take agenda item four G as an item for individual consideration consider adoption of the city of Texas and Texas Home Rule Municipal Corporation authorizing city manager executed contracts through by board cooperative purchasing network for the Milan Park, and the city of Texas. Thank you. Okay playground replacement projects, as you had mentioned, sorry. We have $890,000 from the 2014 CIP program to cover seven playgrounds, including these three playground structures. The project was already completed. We currently have the funding for the three Milan Fred Moore and Dina. Playgrounds are prioritized by need and mentioned earlier this afternoon that playgrounds typically last about 15 years, we are behind schedule. A couple of these were put in the late 90s. So they're 20 years old. This is a rendering of the Milan program Milan Park playground. Fred Moore and Dina. The three program. The program was bundled together to expedite the process for construction potential cost cost savings by buying more than one at a time. It's a little t ikes company brand does have various warranties associated with different parts of the structure itself. The bids were obtained through by board. It's Lee Park and play equipment was the lowest responsive bitter bitter for a total of $354,000. Councilmember breaks. What is the age of use for the new structure and is it compared to the ones that are there because I said that looked a little bit smaller people. I mean is it up, are they both up to a certain age. Yeah, they're two to five and five to 12. Okay, two different kind of sets. Okay, for each part. Yes. And what is the material for the ground cover. It's a it's a wood fiber. Okay, and the green. That's, that's just grass. Yeah, that's just grass. Okay. The concrete border. Thanks. You're welcome. Councilmember Ryan. Thank you, Mayor, move approval of item G Councilmember Mel zer second. Let's vote on the board please. Item 6060 agenda item for H considered option of notice of the city of didn't Texas Home Rules in a small corporation, rejecting any and all competitive bids under if the 6733 for the construction of Carl Young splash Park restroom for the city of it. This year, we dedicated our first spray ground and adjacent to that is planned, a restroom a permanent restroom structure. Currently we are using a portable restroom trailer out there until this structure would be built. So currently there's no full time restroom facility there. Funding is coming from a community development block grant of $85,000, plus any additional funding above that would come from park development fees. As I mentioned we have a mobile restroom and has three stalls in that structure. So the construction of this facility was 600 and 659 square feet. perspective bidders were notified, we received three. The lowest bid was $340,000 to the tune of 512 square feet. So staff felt that that cost seems excessive. And we decided to recommend to you to reject those bits into reevaluate either we read it at a later date, maybe one construction costs are a little bit more affordable, or we look at a prefabricated structure. So we're going to be looking at that. Councilmember has been. Yeah, I just want to thank staff for, again, I've seen the mobile restroom it's great, and I think it is a great placeholder, until we can find the right pricing so I appreciate staff's direction and kind of wisdom to not go down a path for the sake of not going down a path but to to hold off and make a better decision, because I think it benefits us now, and in the future not to to spend wisely. And so I appreciate that that decision. Councilmember Amateur. Do you know when is the last time that new restrooms were created for any of our parks. We have a construction with one right now at our Bella athletic complex. And what are the comparative costs. That is, I believe, probably almost double what we were paying. Double. This cost from comparative. Yeah, so looking at the bids the mobilization and the site, site construction was pretty high, so it seemed like they were front loading some of those costs. And it may be just too small of a project for some companies. I appreciate this. That would have been an interesting discussion. I still think my idea is not too bad about having our own construction company to build some of these projects holy cow $570 a foot. Thank you so much for your prudence in this and I think that I've seen the restroom out there as out there the other day just with some constituents and they're just loving this flash park and I think that more than adequately meets those needs until we can find some other cost effective so appreciate your diligence in this. Thank you. Any other questions, comments. Councilmember Meltzer. I do appreciate the judicious and effective solution. I move approval of item for each Councilmember Hudson. Second. We have a motion to second let's vote on the board please. Okay, carry 60 moving on to agenda item for him consider approval of a resolution amending resolution number are to 17 dash or 49 regarding extension of term for steering committee to consider and advise the city hall and Council on renovation operation. What's what's the presentation on this we talked about this . Is it just a real brief presentation. Very brief. Okay, because it's just given us a date. That's correct. My name is Mark Nelson director of transportation, Mayor members of Council, as stated this very brief presentation I do not actually have anything to come up on the electronic board but as presented at the end of June. The City Hall West committee is at a point where they're about 7580% through their deliberations, and the existing resolution will sunset. Five meetings that up to this point. And so what this resolution will do is extend that date until October 31 would allow them the committee to do is finalize some some conversations on proposed uses and designs, as well as have the opportunity interface with the general public with a meeting in the August or September timeframe and then bring back a recommendation to this body. Great customer husband. I move approval so that we can continue these, so he fell to mention five action packed meetings, and so we'll keep that going. Council member Ryan. Second. We have motion second let's vote on the board please. Motion carry 60 Thank you. Thank you, Mark. Moving on to agenda item five was your items for individual consideration agenda item five a con conduct the first of two readings of an ordinance of the city of Denton for voluntary annexation of approximately 47.466 acres of land, generally located on the south side of East Ryan road. Good evening Richard can only development services department. The item in front of you tonight is the first first reading of the annexation ordinance. If you recall, there were two public hearings on this item in June, I believe it was the 12th and 16th. It's approximately 47.6 acres. Just south on Ryan road. Single family development this was part of a pre annexation agreement that was done, I believe in 2016 sort of a little different than our normal process plat final plat was approved earlier this year for 137 single family lots. This is sort of the next stage as part of that, that pre annexation agreement. Once it is annexed then we will initiate a rezoning of this property to NR to. With that I'll go ahead and read the title and ordinance of the city of Denton Texas voluntarily annexing approximately 47.466 acres of land generally located on the south side of East Ryan road, east of the intersection of East Ryan road and Andrew Avenue by the city of Denton, Denton County, Texas, more specifically described in exhibit a and illustrated an exhibit be providing for a correction to the city map to include annex lands providing for a savings clause and an effective date. All right. Sorry, go ahead. That was it and this would be brought back for second reading on August 21. No action is required, I believe that is correct. All right . Thank you. Thank you. Okay, moving on to agenda item five be consider appointing a nominating committee to recommend appointees to serve on the economic development partnership board. Good evening, Mayor and council members I'm Caroline booth director of economic development, and this is going to be a very short item. As the mayor said, we're here before you this evening requesting that you nominate a nominating committee to name members of the economic development partnership board this is an annual process that is undertaken. And the nominating committee is comprised of two members of the city council and one member of the Denton Chamber of Commerce. And as you saw in your backup that member has been named a Lee Ramsey, this year by the Chamber of Commerce. So, that committee, after it is named tonight will meet and discuss with the potential eligible nominees their willingness to serve on the committee and then present its slate of nominees on August 21 for a vote of this body. So, what I am asking you for tonight is to choose to have your number. Okay. Anybody have an interest in being on the nominating committee. You need to council members exactly. Yes, sir. So, we need to. Okay, customer. I'd be willing to serve if no one. Okay, space is available. Sure, customer breaks. Does it matter if we're on the board already. No ma'am there are no parameters around who from the council can serve, because I, I will volunteer. I'm on the board. If that's okay. Council member Mel Sir. Okay. Well, I will, I'll step aside and. Yeah, I'm already on the board. Sure. All right. Okay. Do we need to take an official action on that Mr. City Attorney, as far as the, or is it just us choosing. No, consider appointing. Okay, so we don't need to make a motion to appoint or anything like that we're just appoint ing councils appointing council member on and council member Mel Sir. That is correct. Council portion of the nominating. Thank you. Okay, thank you. All right, Council. Agenda five see I have to recuse myself so may protein if you'll take the gavel. Thank you, Mayor. Item five see consider adoption of an ordinance, author izing the city manager execute a consent of assignment and assumption of obligations between the city of Denton North Denton pipeline LLC and Eagle Ridge midstream LLC. Good evening Paul Williamson real estate manager for you tonight is an ordinance. Considering this consent of assignment of a pipeline agreement. There's two crossings that are under consideration there. One is on crossing Westgate north the town is also North Bonnie Bray Street. Here's the segments in red illustrate the two street cross ings. In 2003 the city granted didn't North North didn't pipeline license agreement across those two locations, and it was renewed in February 2017. And they come today, asking for consent of the assignment, it's part of the terms of the original license agreement. And so, stand for any questions you might have. So if you could just help me for a second understand so is it, do they want to. Is it for new pipelines or is it just there to existing to existing and they just want to get permission to maintain them or actually it's my understanding that North didn't pipeline is selling their assets to Eagle Ridge midstream, which is an entity made up a pipeline, another pipeline company so it's really just a transfer the assets. These two license locations are part of their, all their assets. Okay. All right. And so, it's not going to be any, any new it's just a transfer of name from one owner to the other. And by in this agreement though they are allowed to do maintenance and inspections. Compel. Yes. Yes. Okay. Thank you. Councilmember Meltzer. Isn't it true that this particular pipeline hasn't been ins pected for four years. No, it actually has been expected in 2012 was the inspection of it that we found from the railroad commission and also the parties. So that's six years ago yeah six years ago yes okay. Is there a city attorney I think it was 2014. So the inspection. That's why I said yeah not in four years. It's 2014. Yes. There you go. So city attorney is there potentially liability that would accrue to the city in this. Now the pipelines, all the pipelines in Texas are regulated under the public utility code, which is in this case since they are gas pipelines the railroad commission has those, it's a state inspection that is done so if there is any potential liability that that liability is against the pipeline operator not the state or the city. That's my breaks. Wait, to that point, is there a requirement that they are supposed to inspect. So many years, yeah, I believe for this particular grades of pipeline I believe it's ever five years. Every five years and so commission yes, so they've missed an inspection. No, okay, for alleging that they missed an inspection just spent a long time and if it were liability attached us, and I'd be concerned. Councilmember Amateur. So, it would be the staff of Eagle Ridge responsible for for doing the maintenance and inspections. Now, is there any overlap, do you know and it can be staff between North Denton, between the North Denton pipeline people and Eagle Ridge people or just a different, not only a different corporation but different set of people who will be. My understanding is that North Denton pipeline is selling their that segment of the piece that they own to Eagle Ridge midstream. And so, my understanding when when something like that happens it's whatever the terms of their sale agreement is. Yeah, okay. Okay. Thanks. Councilmember right. So, generally, I'm okay with it my question is though I seem to recall some of the issues that we've had with the gas wells were from were Eagle Ridge operator, is this the same thing, or is this something different. It's my understanding that this company is Eagle Ridge mid stream, which is, is different than from the operating. Okay, that's good. Thank you. And I would venture that the original contract has language in it that says that we will reasonably accept future assignment. Yes, yes there are some provisions in the original agreement and really, basically what we have is just a new company stepping into the shoes of the old owner. Okay. Councilmember has moved. Motion to approve. Councilmember breaks. I'll second the motion and a second. Any further discussion. Let's vote on the board. And the motion carries four to one. And if someone can let the mayor I think I hear him coming down. Consider adoption of an ordinance approving an economic development agreement under Chapter three the local government code to promote economic development. Good evening again mayor and council members Caroline booth director of economic development, and I am here this evening to present an incentive request from us cold storage, and we do have a representative from the company on hand this evening. Adam Francis is the area manager with us cold storage who is also serving as the general manager for the Denton facility. So he will be available to answer any questions that you would prefer to direct to him. I'll give you some quick background here, us cold storage is a company that provides refrigerated and frozen food warehousing and transportation for clients it has 38 facilities in 13 states, and about 2500 employees. The project here in Denton is a distribution center on a 40 acre site on Jim Crystal Road and I will show you a slide so you can get a picture of where that is the total investment for the project is going to be about $34 million and it will add $28 million in new ad valorem value for the construction of the complex roles. The project is slated to have 67 new jobs by year three, and about 99% of the employees are going to be benefits eligible. The project will be a top 25 DME customer based on demand, and the project will kick off and in fact has kicked off phase two of the West Park tours improvements which include water and wastewater and drainage and road improvements. So you can see an aerial picture of the site, the road. See , I can't see my mouse there it is. This is Jim Crystal Road and West Oak Street here. And this is Western Boulevard here and the site in question is outlined in yellow. And just so that you can get an idea of what one of us cold storage is other facilities in the Metroplex looks like that is a shot of their Dallas facility. Caroline quick question. Yes sir. When you say it's kicked off phase of phase two of the West Park tours. What road improvements if any would be required on those perimeter roads that you're showing. There are not going to be any road improvements required by this project specifically the part that's that it's going to start are the water wastewater and drainage improvements and then the next project that comes in along Jim Crystal is probably going to kick off the roadway improvements that expansion it's going to expand to. Well I don't I don't want to say it incorrectly but I think it's going to be four lane divided and an engineer might correct me on that but we're not I mean if we're installing water and sewer. We're not digging up the current road and having to put it back is it's going outside of the at least the pavement area. The segment the segment of Jim Crystal that is west of the site up to Western that pavement is having to be removed in order to put in the water and waste water and it will be replaced. It will be. Oh OK. That was my question because I think it wouldn't be very prudent for us to tear the road up go back with this two lane road and in three or four years go back and have to widen it. So I'd like some conversation to occur about some of the efficiencies of taking care of that particular segment with the final alignment or the final design and just to see what that cost difference is and because I think we're way ahead of the schedule based upon the first phase. And so I just think that would be we are having conversations about the West Park Terps project plan right now with all of the relevant departments so you all will be hearing about that in the near future. Okay. So you all will be discussing that and bring something back with us on that. Okay. Yes sir. Any more questions on this one. Oh, I'm sorry. Council member Amator. So I know we have the airport and the gas plant over there too already. What what kind of noise comes from a cold cold storage facility both during the day we've got the traffic coming in and out. Is there any I think I don't think there's any significant amount of noise beyond what we would see with truff truck traffic which is a very compatible use there are many other facilities that do the same thing in the area so it's not a noise producing. Beyond freezer noise. I don't think so. Tim. No. Yeah, yeah, we do you would you like him to come up and answer the question since he's the expert if the answer if the answer is no. He says no. Thank you. Okay. Councilmember Melter. Are you just pausing now we're gonna hear more. Are you going to talk about the special energy requirements for the site. And I'm not going to go into details about that. Let me give you a sense of where I'm going with this. As I recall from the background materials, some of the rationale for the, the, the chapter 380 offer is the idea that they will incur some extra expense related to maintaining a high level of peak supply, something like that. I'm going to be blankly. That's not the rationale for offering the chapter 380 agreement. That is a reason why we anticipate that they'll be eligible for the DME economic growth writer, which I'm mentioning tonight because it's a part of a total incentive package but it's not what's up for discussion, because the DME economic growth writer that 's offered to certain utility users. If they meet the demand threshold, they're eligible to receive it that's part of the rate structure that's adopted by council for electric utility rates. So it's an incentive to use more. It's an incentive for a certain size of user. Thank you. What's the, the square footage proposed of the facility. The Dallas facility run off. Maybe it's a photo. I don't see a lot of structures on the roof. It doesn't look like there's a lot of obstructions, and it's a 250,000 square feet is a huge flat surface. And I, I wonder how much of the energy needs might be mitig ated through use of solar and wind on that huge flat surface . And if that, you know, that that's really my question if that's something that could be looked at and just to say a little more. I'm generally in favor of offers to companies that have other reasons to move other than our tax incentive, but if they were looking to be grid tied and contribute, mitigate their own use and contribute to our energy supply, you know , I'd be much more interested. I have had some conversations about the feasibility of rooftop solar on this particular project and my understanding is that because of the cooling system that they're going to be using. It's not feasible for this particular facility. He does tell me that a couple of other US cold storage sites in the US use solar but it's it's kind of more in a solar farm setup it's not rooftop, because they have to have accessibility to the rooftop to be able to work on and use the cooling system. So if you would like to have him tell you more about that I 'm sure he'd be glad to come up and discuss that. Okay, Tim, would you like to come and help us with that question. Good evening Mayor City Council, Tim Francis with United States cold storage for the record. So, our question about solar rooftop so in our industry. We're very concerned and we pay attention to what we put on our rooftops. We have solar out until air California. We also have a solar farm. It's attached to our Warsaw facility so this site, being that we don't have enough land that we can't use like we'd had in Warsaw as phase one as it stands right now we won't have solar on the roof. One of our biggest concerns is just damaging our roof. And also one of our concerns is putting solar panels up on the roof is also accessibility to the refrigeration system, we call the penthouses that are up on top of the units. We have to have accessibility to those in the event of, you know, an ammonia release or something. And it's something that that our companies always considered you can go to our website we have a web an entire page on our environmental friendly activities as a company that we continue to, you know, just just become more environment friendly company is, is, is this kind of thing where, as you learn more about with this particular facility is going to work that you would be able to reevaluate it or you know you've evaluated it, it's just never going to work there, because of the access issues. Sure, good question. So, phase one was built. This is the fastest our company has ever built a facility. And so we still have a phase two and a phase three so just to add to Caroline's comment so the 250,000 square feet is actually just phase one. And that's two additional phases so we're always evaluating like, you know, solar panels and other environmentally friendly, like HID lighting will have in the facility will have potentially ammonia cascade refrigeration system and some other things to, again, just take our facility the next level we have a lead certified facility in Coving ton, Tennessee attached to you know leave her plant. So, it's, it's a strong initiative within our company. I'll keep you up here for another minute. So, how, how will phase two and phase three be different from phase one in terms of, you know, will they also be basically serving the same kinds of purposes and it's just more capacity so you 'll have the same issues with cooling rooftop access etc. So are they doing performing different functions, potentially different functions so we have a blast freezing process, which actually we put pallets of product in a freezer and bring that temperature down to minus 40 degrees with about a 4050 mile an hour wind that requires us to modify our refrigeration system to an ammonia cascade system will have a traditional ammonia system for phase one but we have the engine room and everything built basically as a hybrid system. So, once we are. Once we build phase two and build those blast cells will be able to just retrofit our current system into that ammonia cascade system. And to connect the dots, you know, if you see where I'm going, you know, are the differences in phase two and phase three, such that they might enable you to use those, the additional 250,000 square feet for rooftop solar or rooftop wind. Sure. Yes, those are those are things that are engineering, our engineering team up in New Jersey is up will always consider, and what's the time frame for phase two and phase three, it all depends on it's all driven by the market. We are about 90% full and our facility isn't even built. So that's, it's a good sign, but it's hard to tell it's hard to predict the future. Thank you, sir. Councilmember Amateur. Question for Caroline about the 67 new jobs is, are they required to hire from within city of Denton. That's actually a component of the contract. We encourage the use of both local contractors and the hiring of local employees that's a segment of the contract. So is it is it encouraged or is it required. It's, it's encouraged. I think, I think it's hard to mandate that. I'm not sure if I'm wrong, but it's always a component of our incentive agreements. It has been for years. I will tell you that Tim and I and my staff have been working very closely together with their hiring fairs that they have been doing, they have been coordinating with local workforce development agencies with the colleges to really implement that local hiring so I can speak to their efforts along those lines personally. Councilmember Hudspeth. Thank you, Tim, if I may borrow you , please, sir. First I want to say thank you I'm excited about the project and I'm excited that you call us cold storage, purchase the property and then came to us. So, you know, already bought in, and with the project will bring to that area is going to be dynamic. And then I think, I guess, I guess my question would be, if you can kind of explain your service right because as I understand it, your energy is paramount to you, you want to be as efficient as possible because of your cooling systems , because that's a cost of service for your industry and the drive profits etc. I mean I think your company has to be hyper sensitive to that to that cost. Absolutely. First of all I want to, you know, thank the city staff. It's been great to work with Caroline and Scott. As I mentioned earlier our project is. It's the fastest our companies ever built a project in the entire United States. It wouldn't have been possible without without Charles help in terms of you know electric and power and being become being more efficient. You know I don't want to throw out exact numbers of what we spend in Dallas but it's a it's a six figure a month electric bill. So anything we can do to maintain our facility and utilize the least amount of electricity, the better. We, we maintain our facility at our dock is 34 degrees, 80% of our facility will be minus five. And the other 20% will be 34 degrees so on a day like today where it's 106 I think when I was driving over here. Obviously you can, you know, imagine the amount of energy it takes to keep that facility cold. Thank you. Thank you very much. And if I may, Mr. I don't know how this works Mr. City Manager but I would think before whenever phase two and three get here. Before we ask an applicant to process numbers rework plans. We have applicants through those gyrations it's just far too often we'll have an applicant come back and they say here's where we started here and we end up but we went through, you know, three different iterations of this to get back to this point so I don't know how that looks procedurally. I don't know if there's anyone solar as of just me asking if there if there's an opportunity for that I just, I'm hesitant to put people through the paces, only to find out it was, it was an exercise. Thank you. First, I just I want to thank, thank Carolyn and our economic development department for really raising the bar on the way these kinds of deals are made, and I see that and appreciated so much. And I'm going to be voting no on this, but I do recognize and appreciate the effort that went into this, and the improvements that have been made and the reason I'm going to be be voting no is because of the big carbon footprint of a, you know, for the six figure month. So I realize that that goes to DME that's our revenue for us, and so I'm not saying no it doesn't get to come here I 'm just saying I myself, I don't feel comfortable incentiv izing it. And I think that's a great way to welcome to build here because of that big carbon footprint right next to the gas plant and also because of the DME discount that they get with those commercial rates which in my view discourages the transition. And, you know, at the same time while our residential users are paying a higher rates for being more energy efficient. So anyway, that's the reason why I'm voting no but I want you to know and also want to thank the company and say I welcome you here, and it's, I just myself don't feel comfortable incentiv izing this, but thank you very much. I want to make sure I understand what we're talking about here at this agenda item. I just just have a quick question before us as an agenda item to approve or not approve maximum $70,000 sales tax rebate incentive. Yes, sir, and I can finish the presentation. I have a request to speak so I'm going to get through those . I just want to make sure I understand what we're here for and that is, yes, a maximum of $70,000 which should, if they talked it out 70,000 goes to them 70,000 comes to the city because they would be encouraged to spend those to order those materials within this, the city to in order to maximize their. So if they don't, if they if this fails, which is okay well whatever happens, if they don't get the incentive, then we don't really give them any encouragement to purchase those materials in the city either is that correct from local vendors and contractors and things such as that right this. This is revenue, we're giving back 50% of the revenue for local sales and use tax from the project. If they source it here which takes effort on their part in order to source it here, we would get to keep half of what they source here capped at $70,000. All right. Thank you. Councilmember Briggs. Yeah, just to that because I serve on the Economic Development Board and I voted no on that board but when it came to council, council looked at what the board had talked about and changed what they agreed upon a little bit so I was just wondering if you could. Okay, there it is. Go over that for us a little bit please the changes that were made. Okay, so I'm going to go back to this slide for just a second so that I can show you what the current conditions are. This is a what we call Greenfield site, as you saw in the picture there's nothing there. The current valuation of the land is slightly over $7,000 it has an agricultural exemption. The city gets $45 $45 worth of annual tax revenue from the land at this point in time. Below that you will see the projects ad valorem valuation and revenue estimate, and it's broken down by the estimated new valuation of $28.6 million, estimated gross annual city tax revenue of $182,000. And that goes into the TERS fund $65,000. And then net to the general fund annually from the project is $117,000. Okay. So that's, that's kind of the basic assumptions that we're making here to go through the prior action in response to your request. So, the city of Denton, and asked for the maximum available incentive under the incentive policy at that time. And so that broke down as a 35% tax abatement for six years . Also, we could offer them under their request, the maximum of 100% of the construction sales and use tax that they source here in Denton which we were estimating to be $140, 000. And then that DME economic growth rider, which again is something that is available to certain customers if they meet demand thresholds, and it's part of the rate structure that's adopted by council. So, the maximum request was slightly over $656,000. Staff analyze the project analyze the request. And I want to emphasize that those staff did not recommend ad valorem or construction sales and use tax rebates to this project. We think it's a good project for denton, but we have to look at these projects holistically, and the driver for our recommendation was that it's within an area that's already incentivized by the city of Denton, and that was the primary reason for our driver plus we knew they were going to be eligible to receive the DME economic growth rider at $300,000. So then you can see the staff recommendation. The EDP board heard our presentation heard the recommendation, and they chose to recommend something different, which is their prer ogative 25% for five years as an ad valorem tax abatement. $560,000 for construction sales and use tax and the economic development growth writer excuse me the DME growth writer. And that would have equated to an incentive of $569,000. When I came to council on March 5 to present the project and present all of the information. The council had a good discussion about it, acknowledge that it's a good project and felt comfortable with directing staff to move forward with a 50% rebate of the construction sales and use tax that's sourced here. One time payment. After we verify all of the expenditures, and that one time payment would be capped at $70,000. Plus, again, if they're eligible for the DME writer they would receive that as well and that would be a total incentive of $370,000. So again what we're talking about today is solely the chapter 380 construction sales and use tax rebate 50% of what they source here, capped at $70,000 it's a one time payment. And as the mayor pointed out the city would keep an equal amount in the construction sales and use tax revenue which otherwise would not have been sourced here. And as you can see, the agreement does have stipulations for local hiring for minimum added taxable value, the minimum number of jobs created, they have to submit an annual certificate of compliance and there are conditions. If those conditions are not met, then the agreement would be terminated. Before I recognize just a question of clarification on this because the agreement, the sales tax issue will be taken care of pretty much after construction that will all get leveled out. But if they don't comply, is there is it a clawback provision recapture. Okay. Councilmember Hudson. Yeah, that I mean thank you for going through that that that's a great refresher and I'll tell you I said it when we were talking about the homestead exemption, I'll reiterate it now because I want a very clear record when going forward. This council is going to consider and continue to ask for rebates for the residents of Denton the citizens, we have got to, which is terrible English, start to lift the burden for our residents of 60% right now 60%. This is a commercial project on a piece of property that is given us $45. They're hypersensitive to the community because that I mean to the environment because that's a huge cost in their business and for them to be profitable they've got to manage that they're they're hiring local, we're trying to incentivize them to buy local. That means the other businesses here locally that sell those materials like 84 lumber right behind them, or Peter built that has trucks that use that they have they have to utilize those tools so it's all self contained. It all benefits our citizens, and it goes from $45 to millions. And so I'm, I'm missing the downside of it, and I'm missing. And it's a frustrating point for me that we can't begin to shift to take the burden off the home owners, we can't, you can't leave it 60/40 without commercial development, you just cannot. So, if we're going to sit here and say, and again, local, I'm a big fan of local, local products, local hired. But, so very frustrating to hear. Again, I just want to thank them for being here, and I hope they know that there 's, and I want those that are out there that are looking for help on their homes to understand, we've got to, again terrible English, we can't begin to allow businesses to come here to be in a business park. And when you talk about noise there's a train that goes through the middle of our town. And we're worried about a truck on. What is that that's outside of 35 W I mean, it just is confusing to me, but my, my, that my question that I don't have a question, I was just thinking out loud trying to make sure I understand it right I think I'm, I'm thinking good. Okay, incentive is intended to change behavior and I, I don 't think this is a question, I don't think what's on the table is whether or not they'll come here. Right, and whether or not they'll pay taxes and debt and, as I'm understanding from the presentation. Now, right, I mean they're, they're going to come here. Is that not correct. That is correct there they're here and they're building already. Okay, so it's not a question of, you know, whether we're going to have this commercial entity contributing to the tax base and potentially taking some burden off residences. So this is to incent them to spend their construction, some future component to their construction costs locally what, what are, can you quantify the benefits, economic benefits to dentin of just the part that's being incentivized by this incentive. In other words, we're not debating the total merits of us cold storage which, by the way, I think are great. I think it's a right kind of business for dentin. I think the fact that, that these are benefits eligible jobs is great. I think the location is, is, is perfect. So, you know, I'm not questioning any of that. So, I just want to understand the $70,000 is to incentivize particular behavior with some economic benefits. Do you have some, you know, any kind of modeling or estimation of the return on that. Well, if they're incentivized to source their sales tax here. We have the ability to capture something that we weren't going to get otherwise, because if we don't incentivize them by giving back a portion of it. It's easier for them to just not do that. And so we stand to capture nothing. Order of magnitude okay it's nothing versus hundreds of thousands of dollars, tens of dollars. Well, we're estim ating that we will capture $140,000 of construction sales and use tax that would be eligible that and half of that is $70,000 that we would get back to them and we would keep half. However, they could source more than that here. And they would still only get $70,000 of it back. So our model tells us their project even or better. It's great timing. 100% rate of return. They spend 50,000. They spend $100,000. We get 50 of it. If they spend it in didn't they don't spend it in then we get zero. So if they spend 50, we get 50 if they spend 100 so that's how I look at it to 100% rate of return, if they spend it in then. Seeing no more request to speak Councilmember Hudson. I move approval. Councilmember Ryan second, vote on the board please. Motion carries five to one. Moving on to agenda item. Is that he. Yes, agenda item, five e consider nominations for appointments to the city board of ethics. Mayor and Council Brian Langley Deputy City Manager want to talk to you briefly about the board of ethics nomination process. Just in terms of background as you know you approve the ethics ordinance in May of this year, it requires a formal board be appointed nominated appointed by the city council. That would be seven regular members and three alternate members they'll have two year staggered terms. As mentioned in the ethics ordinance there's a preference for certain professions that have been articulated here, a minimum of three members who are attorneys or retired jur ists are required. I'll be before you on June 19 June 22 and then today to ask for nominations, I'll show you some of the ones that we received at this point. Following this item will actually ask you to point the board and to create the board of ethics. And the board will begin service on September 1 is the goal . So here are the nine different members that we have that have been nominated, and I believe I may have the wrong presentation excuse me there's one additional. My apologies. There was one additional member, Ben Clark, the council member husband had nominated, I believe that your desk, you do have that information so that's reflected on the slides or these are the 10 that have been nominated. Again, this is another opportunity for you to nominate additional members, and the next I don't I'll be asking you to make those appointments. Stand for any questions that you may have got a question for Councilmember armator care, aengstrom. I'm not sure if you had a professional experience was there was there not anything on that application or know why that 's blank I'll have to go back and look at her application. I just noticed that. Okay. Yeah, so we, we did not have that. Okay, that's fine and maybe we can. We can certainly get it by the time this vote we can maybe reconsider it next week or something like that so we're adding to that. I'm going to ask Ben Clark, which is a nomination of Councilmember husband. And I believe he's. Mr Clark is a realtor is that correct. Councilmember husband. Yes sir. Okay. Yeah. Okay. And I have just a couple of questions I think, and they may be for legal. This procedurally, not this vote but this process. And somebody says, and someone from the city appears before the Board of Ethics would, is there anything in our code or is there anything that would require that individual to rec use themselves because of that, that potential conflict of interest, not as we typically use it. And if not, I think that's something we need to maybe think about. So, that's my first question. And if you can't answer that right now that will get a white paper on it's possible. I mean if the ethics complaint is somehow tied to the actual adverse action act and the lawsuit. Yes, there definitely would be a conflict there. Okay, but otherwise you'll have to research it. Yes. Okay. Councilmember husband, Mayor if I. Oh, sorry, go ahead. I apologize if I could just mention the rules of procedure we 're in the process of working through that Alan Borquez is working through that. Okay, I'll bring that to that could be part of that they'll look at that they'll make some recommendations that can certainly be a topic, and when we bring that back the council will have to adopt those rules of procedure so we can certainly address it as part of that process. Okay, cast member. Quick question. My understanding is the experience between the seven and the three the three alternates, it would be all of that's going to be the same correct they'll go to the same meetings, same training and then we'll, we'll they be pulled as needed, because my, my question becomes they'll work out the details but my question is someone I appointed. I don't know that that would be right for them to sit during a question that would come up about me. And so, the two people there are kind of often so I just, I, I envision the entire group kind of functioning the same and then kind of being selected but I wanted to just kind of see what your thoughts were is that what you anticipate. We would envision that you know all 10. In this particular case would come to all the meetings, only seven would be there to deliberate on matters and vote, if something were to come up, but they would all receive the same training. The ordinance doesn't really specify how an alternate would be chosen. And again I think that's something in the rules of procedure that we would, we should address of if there were a potential conflict of interest issue, or someone who couldn't serve for some reason. We would choose the alternate and how would that be made and that's a little unclear but again I think that's something that will address in the rules of procedure. Great point. Thanks. Okay. Councilmember Armentor I heard you had a chance to review an application or have you. Oh yes I just did and she left her profession blank. On their application. Okay. So, is it possible to maybe, and I don't know, maybe. I don't know what the reason for that is it's not. I'm not trying to say she should or shouldn't have filled it in but maybe just to get some clarifying information on that. So what we'll do is we'll maybe we can go through with this current slate and put that one for the next agenda meeting where we can get some updated information is that is that okay. That sounds good. Just while we were talking I just okay, shut off an email to her. But yeah, I think it's important that people be able to see. Right. Okay. All right. So what we'll do then is we're looking at the slate is the, the one through eight on our list and the nominee for number nine we're going to get some later information for Miss is it is it in terms of that. And then we'll consider that at a later time but we're including Mr Clark, whose profession is realtor is nominated by Councilmember Huspeth for that third and final alternate position is that my understanding if anybody believes differently. Let me know. Okay, Councilmember Huspeth. I move approval of, as you've outlined it one on this list one through. Am I. Yeah, one through eight and then. Yeah, I was looking . Do I don't know actually. Well, yes, can I just make a clarification. This is for the nominations. So we'll have to call the next item which is for the appointment. Okay, I apologize. No, I'm sorry. I didn't. Gosh, I didn't know we even. All right, I missed it. I apologize. Okay. All right, so Councilmember Amateur. So this is the this is the the motion for the nominations. These are just the nominations, if there are any additional nominations from the council they can be done at this time. And assuming none, then we can go to the next item and I'll walk you through the appointment process to create the board. Okay, so is your motion to put forward the slate of nominees as presented with the one through eight, and then number your number 10. Yes, sir. Okay. And that's your second. All right. If there's no further discussion, let's vote on the board please. Motion carries six zero. I will call now agenda five F consider approval of a resolution appointing nomination of members to the Board of Ethics created in the code of ethics. Go to board and it says, okay, Mayor and Council just briefly again this is for the appointments to the Board of Ethics. We've had several discussions on this as you know, making different nominations and just just the item before that had other nominations of the nine candidates that you have. I also do want to make a point that this action would actually dissolve the council ethics committee as well. That was a committee that existed prior to the board so as you form the board that would dissolve that committee because that would be replaced by these functions. Again here is, I keep using the wrong chart so I'll bring that other one back up. So these are the, the nine, as we talked about Kara Ing strom, that would be something that can be brought forward at a future time, if the council wants to do that. But these would be the nominations that have been offered. So, any questions that I do have a question. So, once the board gets constituted. Would that, and would these be addressed in the creation of the rules of procedure being, if somehow one of the board members of the Board of Ethics ran into some trouble that didn't necessarily trigger an ethics complaint under the city's ordinances, but something else. We can all talk about different examples but in other words, I can't remember in our, and I don't remember in our ordinance, if there's a provision for removal. And if not then we need to just make sure we address that at some point. Not to say that any of those that we've just talked about would. It's just we want to make sure that we are as comprehensive as possible. Yes, Mr. City Attorney, and there is both in the charter and in article for I believe of the chapter two that actually deals with the removal of boards and commission members, it's for cause and after a hearing. If you could maybe submit, if you could just give us a primer on just a refresher on what that is and if it's applying to everyone across the board, just so that we'll know that these are the rules and if we wanted anything different for this specific board, because of the nature of this board, we could at least have that discussion and if not that's okay to. Councilmember Meltzer. Okay, so we have a motion for agenda item five F. Let's vote on the board please. Do you have a presentation now? All right, mayor to traditionally in a motion for reconsideration the person who's calling is the one who then states the reasons why they're bringing it forward and then if there's a motion made in the second thing we would proceed forward, could you just briefly describe the rules on who are able to make the motion on a motion to reconsider. That would be helpful. As written in your AIS, a motion for reconsideration allows the city set council to reconsider any previously adopted action not late in the next succeeding official meeting of the council. In this case that's tonight. Such a motion can only be made by a member who voted with the prevailing side so one of the four that voted in favor of the motion to elect John Ryan would have to make the motion. The such this motion can be seconded by any council member whether you want the prevailing side or not. And then if the motion is made in second and then the motion will then be had, it is a debatable motion. So after we call that discussion so and then once that is closed, then you vote on the motion. If it passes then the election is undone. If it does not pass, then the results from the election on June 26, Stan. Okay, and it's my understanding from practice and possibly rules that mayor. We don't make motions nor seconds from what my understanding is. Yeah, the mayor does doesn't make motions or seconds. That has been the practice of this council, but upon further research and consultation with a registered parliamentarian, a national registered parliamentarian a in a small board such as this that are under 12 members. The presiding officer is entitled the same rights and privileges of all of every other council member. In addition, charter also reinforces that that privilege and right. And so, while it has not been the practice, technically the presiding officer can make a motion. Okay. All right, well, and I'll discuss my thoughts on that as well. My rationale is very simple. Upon further deliber ation, and it's in its. Not withstanding any emails I received or any parliamentary kind of missteps. It's just, it's more with my values of honoring the process , it's not about any of the people. I will say that I'm going to adhere to the practice, simply because I don't know, I mean for the same reason I'm asking for the motion to reconsider, and that is to be true to the process I don 't want all of a sudden change the rules that I was not aware of in midstream on the day that that is taken. So I'm going to be true to that process as well. And so that that's my rationale for doing it. I just I just think it's important for the entire council to be here. When that when that vote takes place. So, that's my rationale and my comment on that. So then I guess it's a matter of, is there, what I'm hearing you say then given just my comments just made that of the ones sitting here. It's the ones who were on the prevailing side outside of myself that would have to make that motion and anybody can second it. That is correct. All right. Okay. Is it up for discussion right now, even can we discuss we can discuss it now, even without emotion or second is that not correct. Not until emotion is made. We can't we can't discuss the discussion usually occurs after emotion and second been made another. So, if you want to be technical to Robert's Rules of Order, that is the process if if you want to also use what we have done in past practice, you have actually had debate before the motion has been made. Okay, well, I'm going to if I'm going to abide by past practice in whether I decide to make emotion or second with and I'm also going to suggest and encourage and move forward as if we're going to abide by the practice. Because if we don't abide by that practice today, if all of a sudden we say we're not going to have discussion because there's not emotion or second thing from this day forward, we will never be debating emotion. An issue an agenda item unless there's been emotion. Does it have to be a second to discuss it or just emotion. That's a motion and second. Yeah. So that's how I see it. So if we want to choose a different path and we want to talk about different practices, according to Robert's Rules of Order, we can do that in a time when it's not so impactful either way. So I'm going to open the floor up for discussion unless I hear any objection. Don't hear any objection. Somebody may be jet to ask request to speak. Councilmember Meltzer. First, I appreciate the mayor's concern for proper procedure and I respect that. I'll just share my own thoughts that first of all, I've already expressed that. Currently Mayor Portem, Ryan is expecting to be highly capable and I've congratulated him and I would do so. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm happy to support the idea that they're going to be able to do that. I'm going to be trying to find, withdrawing that for now, if the others want to answer Councilman Meltzer's question, because you just posed that question. You had a question for me? Yes. I just wanted to make sure that I understood correctly. You were saying that you plan not to make the motion to reconsider, out of respect for past practice, what has been practiced in the past. Did I understand that correctly? That's correct, especially learning right now at this real- time moment, that that may not have been -- we all might have been operating under an incorrect perception of that rule, or the strength of that rule. So to be true to my value in even asking for the motion to reconsider, and to also allow discussion prior to a motion in a second, which is honoring past practice that we've done ever since I've been on Council, that's why I'm not going to all of a sudden change, literally in the blink of an eye on a rule change that I was not aware of, and leave it up to the colleagues who were part of that affirmative vote to make that decision. Okay, thanks. I have a follow-up question for Mr. Lael. So am I correct in understanding -- and maybe the answer is no -- is I understood it, putting this item G on the agenda, motion to reconsider the election of Mayor Pro Tem, et cetera, as I understood it, that was the way to signal to the public under TOMA that this motion was going to be -- motion to reconsider was going to be made, that this was an announcement. That's what I understood. And by the way, don't get me wrong, I'm not saying that this means that the mayor is bound -- I don't believe anybody should be bound to -- unless the law or the rules say so, but I just wanted to reiterate -- or to have a chance for you to confirm or explain why that is not the case, because that had been my understanding when it was explained by the parliamentarian. Or maybe it was explained by you in the memo about why it needed to be posted in this way. The memo didn't address the exact reason why it was posted in this way. This was just the practice that -- well, we have not had many motions to reconsider past council actions. The last one was last May, and before that was 2016, and before that was 2012. And so this has been the format that we've used in the caption. It does not mean that anyone, any member on the council is bound to make that motion. We could consider changing it to the wording in the future if the council desires that, but the AIS, as it spells out, it just basically -- that the item was asked to be on the agenda by the mayor. And then there's the paragraph that I read earlier, the sentences preceding where I started reading, where I talked about that this is one method for a member on the prevailing side to make a motion. So that's what we're doing. Nobody is bound to make a motion. It is up to one of the members on the prevailing side at the last meeting to make that motion. Okay. Okay. Thank you. Thank you very much. Thank you for explaining, and that helps for future reference. Thanks. Councilmember Hussbett. Thank you, Mayor. Yeah, I just want to make sure I'm tracking correctly, Mr. Attorney, Ms. City Attorney. The history is that the night of the 1st -- we can take it all the way back. When I first was seated in 2017, we voted for Mayor Pro Tem without the seventh party being sat. Then this year, I made that same motion. That motion was postponed to a date certain by Councilman M eldrum. Everyone knew the date that it was coming. Everyone knows an election. Everyone knows when the date when the vote is going to be there. There's no flexibility in that. We all knew, here's the date. I just want to make sure I'm right with that. That's my point to you, to make sure my history, my recoll ection is correct. Yes, based on what occurred on that night on May 20th, or the day on May 20th, in the subsequent investigation, yes, you are correct. Okay. Then to the six-week notice, now I'm just opining. So the six-week notice, we're going to have this vote. Everyone knows the date. My reply to Councilmember Meltzer is I don't know that we 're trying to change anything. And if you look at it, if we reflect back, then the question becomes what was truncated? And what was truncated was discussion. The vote portion was structurally sound, if you will. The unsound part was the conversation leading up to that. And so I disagree with your setting of the table, of the circumstances, and I'm glad for this opportunity for the discussion. But as far as to draw a straight line between those two scenarios, I don't do that, because it is unique in that everyone knew the date. There's unequivocally six-week notice undeniable. Everyone knew the date. And so that's where -- when we're going to vote, everyone knew six weeks in advance, we're going to vote on this date. And so we voted on that date. And so whatever consternation comes from not being able to have that discussion that night, I absolutely am sensitive to that. And I'm grateful for Mayor Watt's leadership to allow this conversation. But outside those confines, I think it's not being true and accurate to reflect upon what happened. So -- and that's just my opinion. I've been wrong before, but I think all those are -- that statement in and of itself is factual, and that's where I want to try to stay right on the lines. >> Councilmember Briggs. >> Okay. So I feel like I appreciate your motion to reconsider, Mayor. I do. I was absent that meeting, and I appreciate the vote to postpone on my behalf. My obligation to the National League of Cities was made several months prior. I didn't -- couldn't foresee the runoff. I had an obligation to be there on behalf of the city as my role as city councilor. It wasn't because I'm irresponsible at calendar planning. So I just wanted to respond to that, the comments that were made. So that's just what I wanted to say. Thank you. >> Before -- I'm going to take care of a housekeeping matter. We got a blue card from Jennifer Lane. And Ms. Lane, part of the rules which we've stayed pretty true to is when an item for individual consideration, the cards typically have to be in either before the item is called or shortly thereafter as people are coming, especially if there's a lot of people. We've been talking about this for -- we've been talking about this for several minutes now. So I'm inclined to just read -- you support the motion for reconsideration is what your card says. Motion for reconsideration, 1526 Willowwood Street. So I'm going to leave it up to my council members to -- because I don't want to set a precedent of people coming in in the middle of a debate, especially with one -- ma'am, I haven't recognized you yet. So I'm having a hard time figuring out how I can do that and stay true to the process that we have in that regard. So I just wanted to -- okay. I'm going to allow it this time. But I'm going to -- I don't like to say I'm going on the record because we're always on the record. This is an important discussion. It was truncated last time, I believe. So I'm going to allow it, but this is not going to be a precedent that I'm setting where we're having in the middle of a debate and people can come in and put in a blue card and then expect to get up and speak to sort of try to counteract or get into some kind of advocacy for the issue when it wasn't done at the beginning. So I'm going to allow you to speak. How many minutes is it, Jane? Three? All right. State your name and address and your time will begin. Jennifer Lane, 1526 Willowwood Street. Thank you very, very much for allowing me to speak. I didn't initially wish to speak because I believed that the agenda item was a statement of reconsideration -- motion to reconsider by yourself. Because I believed that I didn't think I needed to speak, I made my feelings about this clear in a variety of ways, including to several council members and including yourself. Having believed that you put this on the agenda as your motion to reconsider, I'm asking you to do that, to live up to that, that I would not have asked to speak if I had not thought that I had been fooled. I want you to be my mayor. Okay. I appreciate that. I've made my decision known. In no way was this -- I'm not sure how this agenda -- have you concluded your remarks? I don't know. Well, I'm going to -- you still have some time, so if you have some other things to say, you're certainly welcome to do that. Please ask the presiding officer who saw that this wasn't handled particularly well. Please do make a motion to reconsider and allow it to be seconded and allow that discussion to take place no matter how it falls. There are lots of reasons to do it. I wouldn't have time to enumerate them in three minutes, but I think you guys could have a really good discussion about it if you do it. So I'm asking you, Chris Watts, to please make the motion to reconsider and allow it to be seconded and allow the process to unfold as it should have on June 26th. Thank you so much. Thank you. Councilmember Meltzer. I don't actually remember for a fact, and we can get this fact, whether my own motion was to postpone to a date certain or an event certain. We can check the record. But clearly the intention was to have all councilmembers seated. So that's why actually in that meeting I stated as my reason for moving postponement a second time. Consistency was the reason, because that was my original intention. So, you know, I take your point that a date is a fact, and, you know, we all knew what that date was, but that was the principle. So I was being consistent with that principle. Councilmember Hadsman. Yeah, no, I absolutely respect that, and sure, I think I will go back and watch the video and just understand that better and see that you're easily cleared up. And I think just to be clear for myself, can someone help me understand, because it is an obvious disconnect for me, what is the connection with the City of Denton and the National League of Cities? Is there a connection succinct? I think the just of what I'm getting at is succinct enough, but I don't know how to phrase the question, but I don't see the National League of Cities and the City of Denton as one and the same, or I understand it's a resource, it's a tool. I just want to understand that relationship. Well, and I can appreciate that. I guess I'm going to need some advice from Mr. City Attorney. I just don't want to veer too far away from the posted agenda item, and let me say and be very clear, there was no, in no way did I have any understanding, both in practice or in process or by rule, that to ask for a motion to reconsider, be put on the agenda, is not in fact saying that I'm making a commitment to file a motion or to make that motion. In practice, you just ask for that and it's on there and then it's up for discussion and the rules that you enumerated. So that's, if there's a misinterpretation of that, I apologize for that, but that wasn't of my making. Council Member Briggs. Well, I was just going to, since it may be off posting, I could touch on it in the concluding items, but there was an ordinance or a resolution that approved me as a city council person from city council to be on that board. So that's the connection and somebody may want to share that with the rest of council just for future reference. All right, Council Member Romer. Okay, thank you. I wanted to apologize to Ms. Lane and for what was my apparent misinterpretation of this part of the rules and procedure and I just want to, and also to the mayor, I just wanted to say that it, and Mr. Layal has highlighted this part of the rules and procedure. It says, "In order to comply with TOMA, any council member who wishes to make such a motion at a meeting," this is under the subcategory reconsider ation, "any member who wishes to make such a motion at a meeting, succeeding the meeting where the action was taken shall notify the city manager to place the item for reconsider ation on the council agenda." So, and I'm not reading this to make the point that my interpretation was right and the other was wrong. It's up to the city attorney to determine what the meeting is based on precedent, et cetera. I just wanted to make sure that I was explaining that it wasn't out of nowhere, that it came from that word about wishes and so that is why I took that, because of that wording, that placement on the agenda as kind of an expression of that wish. So anyway, but I myself had interpreted it that way and I think it's a reasonable, it's reasonable, why one would interpret it that way. Thank you. Council Member Briggs. So I feel like this could go on forever and although that would be lovely, I'm sure everybody has a home to get home to. So there's two people here that can make a motion, neither has, so I'm wondering if we can, I mean, how does this end? Well, we've got one more request to speak and then we can move from there. Okay. Thank you very much. Council Member Meltzer. Just for what it's worth, I interpreted it the same way. I thought it meant you were going to make the motion. Just, you know, as a point of, just to inform you, you know , what, how it might be misinterpreted. So, you know, two reasonable people thought that, but I'm now corrected in my understanding. Well, and I'm corrected in my understanding that the mayor can't make motion. So that's why I would have never thought that putting it on the agenda would have been something I could do because I've lived under that. In fact, I've had prior city attorneys sit here and basically hold me down because they said I couldn't make a second or a motion. So that's, it's all just sort of, it's indicative that we need to make sure that we understand our rules and base them, our processes and policies and base them on rules and not practice. So we will be certainly examining this and making sure that we make changes accordingly. Okay. I don't see a motion or anybody moving. It sounds like the discussion has finalized. So this agenda item fails for lack of motion. I forgot for us to take a break. I apologize. Take about a 10 minute break because we've been going for about two hours to take a break. Good evening, everyone. Welcome back to this meeting of the Denton City Council of July 17th, 2018. It is 857. We're moving on to our public hearing portion of the agenda . We'll consider agenda item 6A hold a public hearing considered option of ordinance of the City of Denton, Texas regarding assignment of an initial zoning classification of neighborhood residential in our six on approximately 73.47 acres. I will now open the public hearing. Good evening, Richard Canoni, Development Services Department. Similar to the process that I explained in the previous item that I presented, this property annexed into the city in January of this year, so now they automatically get the RD5X, which is the holding district, and so now they're in front of us requesting the initial zoning of neighborhood residential six to the 73.47 acres. And it's the site outlined in yellow. As I mentioned, the current zoning RD5X, the proposed zoning NR6, if you see directly east or to the right of the orange property that's depicted on the map, that already has the zoning of NR4. That occurred some time ago when the city was annexing along various rights of way. It would annex the first five, I think it was the 500 feet back, and at that point in time it was assigned an NR4 zoning. So there is a split zoning ultimately within the entire parcel that's owned by the applicant. The land use plan has this area designated as rural areas, and it kind of gives the intent of to promote rural uses along with rural very low density residential and rural commercial uses. Within the comprehensive plan there is provisions, however, extra provisions that allow a zoning district to be inconsistent with that land use, and there's a number of factors. One, it relates to the annexation plan for the city given that this was recently annexed. That kind of sets the stage for that. Item two relates to public facilities and whether or not they're available and concurrent with this growth. And so again, looking at the compatibility component of it, the site is, there's some institutional NR3 to the south, NR4 to the east, and then RD5X to the north. Mobility, given the size of this site, the TIA was done prior to the plat being done, so we wanted to have an idea of what those impacts would be . Obviously there were some concerns with transportation. We expected 3,729 daily trips. This is expected to generate as part of that TIA. With that, there were three recommendations to improve access. Again, this will be done at time of platting, but we wanted to at least present it so that rationale was part of our decision making. Street A, which will serve as the main entry into the site, talks about a northbound left and a southbound right off of Sherman, including a D-cell lane. And then there were some additional widening and improvements of long drive. Again, all of these would be required anyways as part of the platting and the perimeter road improvements. In addition, there was some signalization at the loop in Sherman Road that would work currently operating at an F. I think at total build out with all the improvements, it would increase to a C, I believe our adopted level of service is D. They would not pay for the entire light, but they would pay their proportionate share. Again, this is being done, that will be done at time of platting. You're saying the, I don't know if you guys are requested to speak. I can't see the, let me just make sure somebody's not ahead of me. Okay. Are you saying that the amount of participation is determined at platting? In other words, how much monetary contribution is required at platting? At platting, that's correct. And again, as part of our analysis, moderate density residential neighborhoods are appropriate along collectors and arterials. Long Road and Sherman both provide adequate visibility and access. The existing land use surrounding the subject site includes single family, agriculture, open pastures to the north and east. The area is located at the edge of an urban area, close to the loop and undeveloped land. There is a lot of development pressure within this area. I know we are looking at a comprehensive, internally the city is looking at an overall transportation study specific to that general area. Again, the development must comply with all ESA tree preservation, buffer screening, tree canopy and lighting requirements. Again, that's reviewed at time of platting. And then wastewater and water service is also available to the site, as well as those TIA improvements mentioned. There were public notifications sent. We had one reply that represents 23% of the property and they were in favor. There was none in opposition. No one spoke in opposition at the P&Z. And the Planning and Zoning Commission did unanimously recommend approval with the following stipulation, that a condition be placed, putting in overlay on the property, restricting the use to single family detached at a maximum density of 4.7 units per acre. With that, I'd be happy to answer any questions. Councilmember Meltzer. I guess I'm sharing some information by way of asking you for confirmation. When I asked about the tree canopy, current tree canopy and the plans, and the initial response from staff was they've got to comply with the 35%. But just to be fully disclosing, at ethics training last night, I happened to speak with two members, not a quorum of P&Z, who said that in fact the plan is not to remove any trees, and in fact to add some. And one particular P&Z member said to me that this was the first project he'd seen where there was a net increase in trees. So I'm sharing that information by way of asking you to confirm that my information is correct. And there might be some confusion. There is an ESA on the property, environmentally sensitive area, and with that they are not proposing to touch that ESA. So in that regard, that is correct, that they will not be removing any or applying for an alternative ESA, which would adjust or modify any of the existing canopy related to the ESA. There might be some trees throughout the site, given it's 73 acres, that would need to be removed, but with respect to that ESA, right now it's not planned that that would be. I was told both that the ESA would not be touched and that there was a net increase in trees, but I guess it would be helpful to know if that's really true or not. We can ask the applicant during the public hearing portion. Councilmember Hudsbeth. Thank you, Mayor. Just, and forgive me if I missed it, but are we to the point where we would be considering the bus traffic down that road to the north? Because you have the C.H. Collins Stadium, and that is the venue for larger football games, and so I could see that the return configuration or in and out would have to consider that, I don't, I think three, four times a year, but it's still going to be significant enough that we can't block people from getting to their homes. I mean, I could see that being a real email generator. Correct. I do know, and I'll let the applicant speak to it, but I do know they have been in communication with the school district to try to address some of those impacts initially. We're just started the, they submitted their preliminary plat or resubmitted it, I should say, and in looking at it, that was a discussion point that we had with Pre-Tam earlier that we may need to look different from the TIA, but more of the operational analysis of how that will work, given the amount of traffic relating to game times. Thank you. Okay. Sure. So, Mr. City Manager, if we could make a note. So, September 28th, round numbers, Denton High plays Ryan High School, you know, so a couple of months out, and that would be a good lab rat to kind of just go look at, because it doesn't get much bigger than that, you know, so if we can get Pre-Tam out on a Friday night, I'll buy him some popcorn and he can count cars. That's an ethics violation. Okay, any more questions? Do you know, I'm sorry, do you know how, okay, how many acres, this is 73 acres? The rezoning is 73 acres, and I believe there's another, I want to say approximately 11 acres associated with the property that's already zoned, and are four. Okay. Throw that back up there, if you would. So, let me go to this one. Okay. And so, if you see where the RD5, where the RD5X, just to the right on the top map, there's a, from the north and south parcel lines, if you look at that, there's a brown sort of-- Can you use your cursor? Yeah, I'm sorry. So, this area here-- Okay. --will be part of that development. And that's NR4? That's already NR4. So-- So, they're requesting NR6. Part of the issue is there's a large electrical transmission line through there, as well as the ESA. So, they're increasing the debt. They're asking to go to, well, they're asking for NR6 because it really needed to go to 4.7, but when you stretch it out over the total area, I think it's 4.3. So, but for the zoning, it's 4.7, if that makes sense. Okay. It does? I'll save my questions for after the public hearing. Okay. Any other questions for staff? All right. Thank you, Richard. And this is a public hearing. We do have a card, the applicant, so we're going to call on the applicant first, but then you don't need a card to speak. Justin Bono, if you'll come down and state your name and address, your time will begin. Thank you, Mayor. I have a brief presentation that I think will answer your question. My name is Justin Bono, ASTER Development, 9219 Arbor Trail Drive in Dallas. We have this project under, property under contract from the current property owner. I have about four or five slides that I think will address many of the questions you've asked and happy to stand for others. So, our total project is 91 acres. You've seen the location. This zoning case covers 73 and a half of those acres. We voluntarily annexed those 73 acres into the city. That annexation was finalized back in January. The 17 acres that's currently zoned in are four that front Sherman Drive at the hard corner of Long is not included in this case, and we have no plans to rezone that as we've already filed our preliminary plat on the entire project. The property overall, and I have a diagram on the next page where all of this will become even clearer, but the property is impacted by power lines and a gas line easement, which is 125 foot wide that bisects the project, and there are two ESA areas on the site. We did, as Mr. Canone referenced, completed a traffic impact analysis in advance of these zoning hearings. We've included the recommendations from that TIA into our cost structure for the project. As you know, the P&Z recommended approval of the case 6-0. Here's the project. Sherman here, Long along the southern end. This is the existing NR4 zoning, which we aren't touching. The power line easement in pink, the gas line easement in yellow, and then these two ESA areas that come into the site on the north end. To answer the tree question, I think I referenced that earlier, without getting into the details of your tree ordinance, which we could stay here all night on, the plan is to comply with the tree ordinance completely through preservation without having to pay any tree mitigation fees. We will preserve enough trees on the site to comply with the mitigation preservation requirements. We're not requiring, by no means are we preserving 100% of the trees, but we will, our intent is to, and largely because they're sandwiched around these ESA areas is how we're able to do that by maintaining that habitat in and around those ESA areas. The plan is to meet the tree preservation, or the tree mitigation requirements through preservation. I will also say the property owner to the north that has supported our case, we're providing them some street stubs here, here, and here to aid in the future development of their project and provide some connectivity there. I will tell you one reason that they're excited about this project is because we're agreeing to preserve these areas as it feeds into those creeks that are on their property, so they're pleased that we're preserving the southern tip of that ESA area there. The zoning request is, in our six, we're leaving the on- site ESA areas intact. We've not filed and have no intention of filing for an AESA . We will result in the preservation of the majority of the trees on the property. This action is actually consistent with conservation development as envisioned by your current Denton plan, but with that preservation, the existing gas lining, power line easements, and keeping the existing NR4, we've requested NR6 zoning to yield an overall feasible density for this single-family residential subdivision. We've filed a preliminary plat concurrent with zoning as a good faith gesture to demonstrate what that density is going to be and what our project is going to be. That is now on its third round review with city staff. We've agreed to two conditions, which were recommended also as part of the P&Z vote, which is to cap density at 4.7 units per acre on this particular parcel, and then agreed to only single-family detached construction, even though NR 6 does allow for some attached uses. In summary, again, we have supported the case for our neighborhood property owner. I've talked about the ESA conservation preliminary plat. Our density piece would respectfully request approval per staff and P&Z recommendation and be happy to stand for any questions that anyone has. - Council Member Briggs. - Hi. - Hi. - So I'm glad to hear the ESAs are going to remain intact. But you did mention something about streets or pullouts for the neighboring property. - To the north. - To the north. Okay, and so I assume that since the ESA follows into that property, they will not line up with their ESAs. - That is correct. - Between, they are essentially, this is their property line. I think this is the, it's essentially one this side, one in the middle, and one, we have a street on the far western side of that. So that's where those, that's where those line up. - Okay, thank you. And so we did meet before, and we talked about the traffic for the high school games, and I recommended that you go attend one. Are you able to make it? - I have not. - No. Okay, all right, because Council. - I started working on this in the spring. - Council, Hatsbeth does bring up a really good point, as I mentioned, with the lots of traffic out there, and I see that most of the egress are onto long road. But I appreciate you doing a traffic study, because that helps me understand that it's been looked at. What were the traffic counts that they used? - They did two different traffic counts. So they did a traffic count, and our traffic engineer is actually here, so I can have them answer some of those detailed questions. But the city actually did ask them to go back out and do some additional counts during the first couple of weeks that the Aquatic Center was open. So those counts were added to the TIA as an addendum, but it didn't change any of the recommendations of the TIA itself. I will say, and related to the football game piece, obviously, if we're thinking about people exiting or accessing the subdivision, they'll have full ability to get anywhere in the subdiv ision through this main entrance off of Sherman Road. So if there's a backup on long getting to and from the subdivision, they don't need to go down long to get to their home. They can go in and out of the entry on Sherman to get to Sherman. Now, obviously, if there's a backup at the loop, that's a different story, but they can bypass any traffic on long on those few nights and go in and out of the entry on Sherman, which the TIA has required to be a divided entry with the median. So it'll be it'll be a nice wide median for them to get out on to on to Sherman. Additionally, we're building a recommended a diesel lane coming from the north and then a left turn lane into the subdivision on off of Sherman going in there. So we have those improvements factored into our into our plan as well. OK, thank you. Councilmember Husband, thank you, Mayor. So you you you make my point for me. Right. So if you can imagine the high school football team sitting on long, long road waiting for clearing and the residents are, you know, or vice versa. The bus gets out slow. I just I think it works. I'm absolutely certain it works. I think this development is outstanding because where else can you have an editorial right across the street from you? A skate park and a giant parking lot to do all the silly stuff you want to do as a teenager minutes fabulous. But I will tell you and you got a playground for smaller kids down on the other side of ATC. But I just want to make sure we plan for that so that on those worst nights, if it's just jam packed, that we have a good plan in place. And I'm sure you'll do that. Yeah, we just see, you know, we've had several meetings with with the ice day. I don't know if you have a plat in your package, but we've actually owns a site to the north of us as well. We have a common area basically in this portion of our site where we are stubbing water out to their future school site there. We're also putting a sidewalk stub there to to that site. So in the future, there's a school there. A kid doesn't have to go out on the Sherman walk up Sherman to get to that school site. They'll be able to, you know, stub out through that common area to get to the school site. So just an example of the cooperation with the school district. So met with Dr. Wilson, you know, on at least a couple of occasions and working very well with his staff to make sure we are a good partner with with them. So I've got a couple of questions. Do you have an aerial without the overlay of the zoning, just a flat area? I don't know. You got an aerial? I don't in this part. Do you have one? There you go. Can you blow that up a little bit rather than open it? I'm just going to zoom in at that. OK, that's good right there. OK, so let me tell you a couple of I don't know if they're called concerns yet, but it's their nuances in our code that I think sometimes we have one believe one impression. But then it's something different. It's not about you or the project. The reason I asked to be blown up is and I guess I need to ask that preservation of an essay and the trees in the essay. Our code says for residential over so many acres, we've gone through this. You have to preserve 20 percent of the trees. Of the quality trees and 10 percent of the secondary trees. Am I if you're if we're tracking, then is that you're correct. OK, so does the preservation of the essays count? Well, first of all, what I see is there's no trees on this property except around the essay. Is that is that my understanding? So that's the preservation of the essay. Yeah, the preservation of the essay pretty much preserves all the trees for that tract. That's correct. OK, that's that 35 percent. So my next observation is, is this whole density issue because it gets a little tricky. Because there's 73 acres there somewhat. Do you know how much acres the essay and the easements take up? I don't. Let's just assume for the sake of discussion, that 's it's one hundred twenty five feet long. Is that what you said? The easement? One hundred twenty five feet wide. Wide and it's probably what is that, half a quarter of a mile or something all the way across there. And we just bought I think we just bought that probably two or three years ago for the transmission line. So my point is, let's say there's a total of between the essay and the easement of about for the sake of discussion, you've got 73 acres. Let's say it's 10 acres. It's probably more than that. Let 's say 10 acres. So that leaves you sixty three acres for development. But you would think based upon sometimes how we present things, not you, but how we sort of we hear four point seven acres, four point seven units per acre. You think, well, that's of the acreage that's that you're able to develop on. Well, that's not that's not how we do it. Now, that might be how you guys are doing it. But so what I found is on these higher density zoning's, what that leads to is some very, very small lot sizes because you can stick. I think it's 73 acres at four point seven acres, four point seven units per acre is about three hundred and forty two or three hundred thirty something homes. Whereas if it was the if it was four points to ninety two. So you might be sticking three hundred forty something homes, not on seventy three acres, but on sixty three acres . And we don't have a minimum lot size. And we just looked at this in a current development, which I was shocked because we had lot sizes of forty and forty five foot widths, if not smaller, with the lot total lot size about four thousand to five thousand feet. That really I mean, I don't think when we think of in our four or in our six, especially four point seven units per acre. An acre is forty three thousand feet. You're not thinking that you're going to get lots that are four or five thousand feet with maybe forty feet wide. So you've already filed a preliminary plat, which means you 've laid out your lot sizes. Have we Richard, have you looked at that? I mean, is that what we're running into is the same one that we looked at the other time where we're putting a lot of we were able to get the density on there. But we're using because we're using less acres, we're putting more homes on less acres because of just the way our code does it, which to do that, you have to have smaller lots. And this isn't anything about an issue with the development . It's it's that I think what's happening is we're getting these subdivisions that are very small lots, smaller houses , and they're all just sort of, you know, placed very close together. And but they're not zero lot lines or they're not townhomes . So that's my concern. So are you are you all looking at it from the how many homes is on your preliminary plat? How many lots including the no, including the rest, you know, excluding the in our four already. Yeah, well, it's I mean, we backed into the four point seven number. It's four point six per acre and change. So we backed into that number based on the math. You just you just so do you know how many lots it is? Three forty five. Okay, so it's it's the it's the paradigm where you're taking the number you can get on the full acreage and putting it on the smaller acres because you're having to exclude easement in the essay. But I will tell you, if I could answer those questions, not to interrupt you. No, you're good. So because we're on our third round of Platte review, I mean, we were intentional about bringing that plat in up front so that these guys knew exactly what we were we're putting forth our minimum lot size on that plat fifty foot wide, not forty or forty five. And, you know, I think another interesting point for everybody to understand is and we followed your development plan work that that's ongoing. There's a draft zoning map that's out there. This is our three on that zoning map, which is high density residential, which allows for that fifty foot minimum. So, you know, we're not doing anything inconsistent with what is currently being contemplated for that site under the new under the new development code. So so anyways, I just want to be fully transparent about that. And I appreciate that was one reason for bringing forth and Richard and his staff asked for that plat up front so that they could get a feel for for what was going here to understand whether they could support the case. It's D and you already have the preliminary platform and that's not required. I mean, let's say up front that permanent class are required in zoning. That's not what I'm asking for. I don't think that's something that I appreciate you coming forth with that. So is the what was the rationale not to go in our four like the other one using the same paradigm of you could still get four units per acre on whatever acres you're able to use calculated by the seventy three. In other words, it's about thirty to forty lots less other than just an economic decision. Seven figure impact on our project. Okay. I mean, that was that was the difference. Okay. Councilman. I appreciate that. Thank you very much. Councilmember Melzer. He's got a question. I don't know if this is appropriate to bring up at this point in the life cycle of your project or even within our code. And this might be something for a concluding item. But, you know, I wonder why the priority on it being single family home. I think I'm kind of going along the same lines. You are I understand our desire to preserve existing single family home neighborhoods, but there's kind of a gap in the market for townhomes. And if there were, you know, if there were an exchange of density for open space and tree preservation, you know, might that not be a good deal for them. So, I guess it's might be too late for you to even rethink it. I don't know if our code would even permit consideration of it. So I guess I'm looking for a little guidance, maybe from the city attorney. You know, is that even relevant now or shall I save it for a concluding item? If you're looking at coming up with the alternative or more creative ideas on how to offset density for open space, you know, that legally can be done as a -- but I would rely on the planners to actually come up with that solution since that is what they do. I think it's something more appropriate for concluding items since that's not currently a code requirement to the best of my knowledge. I'm curious how that struck you when I said it, Mr. Applic ant. I mean, I understand your rationale. I would just, you know, understanding this. I don't know that I would pursue townhomes on this site. I mean, maybe some sort of patio home structure, but, you know, other -- certainly other sites that I've looked at that are maybe closer into the core of the city, we've certainly looked at -- looked for opportunities to do more of a townhome type structure. But this site was just not something that we felt there was a deep market for, but certainly these lots are, you know, we found success with. Thank you for sharing your thoughts. Yeah, you bet. So your average lot size is what you're anticipating? Our minimum is 6,000. I haven't gone through and calculated the average. Okay. Their minimum is 6,000, and, you know, of course, there's some larger with several -- I mean, we've had cul-de-sacs and -- No, no, I understand. Would you all -- would your company be -- obviously you're going to be developing it, and would you be the builder or are you just going to sell it to builders? I mean, what part of the development stage are you guys involved? Yeah, so we -- I do two things. I develop subdivisions into finished lots and sell finished lots to builders, or I entitle land and sell the land to larger builders. Okay. If they choose -- if they, you know, by the nature of the transaction decide, hey, we'd rather just develop this ourselves. Sure. That's a possibility as well. Yeah. So yeah, you're either going to -- if you get the rezoning, you'll make a decision on, well, is this something I want to develop myself into a subdivision and sell off, or just sell it as a package and let somebody else come in. So it's a large builder that has the capability to develop a project of this size themselves. Well, what's encouraging to me, honestly, is that you do -- you have got some 50-foot, you know, minimum lot widths, and if your minimum lot size is 6,000 feet, that's much better than what I've seen in some of these others where they were literally, I mean -- 4,000. -- 40 by 100. Okay. And if you don't do a development right with those small -- with that kind of configuration, it can turn on you fairly quickly, even before the whole thing gets built out. So that's my concern. So I appreciate you. And obviously, you're not bound to a preliminary plat at this moment. You could come back and change it at your leisure. And Richard and I already know we have some changes in the works. Yeah. Sure. Those are my thoughts, and I'm going to be voting to approve it and hoping that my observations are realized to some degree that if you hold to pretty much what you've said. Now, that means if you sell it off as raw land and entit lements, none of that matters because somebody else can do it at what they want. And so I understand that. That's my only concern. So it's not about you guys. It's just more I've seen this happen. And what I don't want to see is a lot of neighborhoods that develop into very small, small homes that we certainly want some affordable housing. But we also want to make sure that neighborhoods have a state, you know, have a degree of integrity long term. I would I would say if I could just add this concluding comment to that. I think one thing it's important to realize is that with the density restriction that we built based on this lot size any if you approve it with that density cap. And certainly the restriction on detached housing any smaller lot size that anybody were to develop by nature of how the math would work would immediately would have to result in more open space. Some smaller lots, but you would have to offset that by more open space because you can add to your lot count. So so I think that's an important protection, if you will, in that in that cap that's that's included in the recommendation. Okay. Councilmember Ryan. Thank you, Mayor. And I agree with your concerns, Mayor. Would you be opposed to adding the additional restriction beyond beyond the 4.7 to add that 50 foot lot width and 6000 square foot minimum. I certainly don't mind the 50 foot width I'd like to. I don 't think your current code has a minimum so I'd like to leave a little bit of flexibility there just in case on the on the size itself but I certainly don't have any problem with the minimum, the minimum I'd like to leave some flexibility just in case we end up, you know, backed into because we really hadn't planned our plat based on a minimum because your code doesn't require it generally that's where that is but I hate to get have our plat get backed into a corner we need something, you know slightly less, knowing that we're complying with the spirit of it being you know being a minimum of 50 foot wide. Right. I guess to kind of a follow up with as with staff that I thought we did have a square foot minimum. Is it not so. New code not upcoming code. Yeah, it's. No, if you're under, if you're under two and a half acres. Yes, if you're greater than no the only, the only limitations are setbacks. Otherwise, there are no minimum lot sizes, when you get over I think it's two and a half acres or two acres. Okay, because I'm looking at our backup. Yeah, I'm just not seeing it but on page three of the comparison chart the update comparison chart. It shows minimum lot 6000 square foot so that's just a part of in our six to begin with. So it wouldn't have to be added. I think that's the that tables just the general standard. So if you go further with within the code 30. I don't recall the exact section, but but if it is greater than, then I believe it's two acres, then those minimums are are in fact essentially waived. There are no requirements. Thank you. Councilmember Briggs. So, with a preliminary flat. Can, can the changes to the USA. I don't follow your question. So, with a real like if. So I 'm okay with the project with the TIA recommendations and the, the signalization and the construction. And both protecting both. Isas. So I didn't know if that had to be passed with the, with the restriction on density as well. The ease of protection. So, so I don't solve it. I mean, with the with the next people who are developing, take the same route, if they want to impact those I'm, you know, certainly defer to planners and city attorneys my understanding is that we would have to come to your they would have to come to you with an alternate USA plan that you would have to approve so you know there, you can't just go impact it without you all getting another another bite at that apple and, you know, so that would be my answer. But if I misspoke. Councilmember. I have a question for staff. And that is about this slide. It's the analysis denton plan 2030. About rural areas. And I'm curious, how does this relate to how this continues the present character of rural areas and denton. Yeah, as I had mentioned earlier, what the what the land use plan indicates is technically it's supposed to be consistent with the zoning is supposed to be consistent with the land use plan. And so it's not that they're creating a standalone development somewhere out out in the middle of nowhere. It is adjacent to development that's already occurring. Okay, got it. So, thank you. I remember you saying that I just wasn't sure. So this, this part here about the rural areas. It's just kind of by way of background. Right. One of the one of the criteria is consistency with the comprehensive plan and in the public public facilities. Got it. Okay. Thank you. Thank you. And I want to comment on that on that later. For now, I'll just say about the the the noted going to that where's the slide about the notification. This is just kind of a note for for planning. You know, the public. So I realized that the public notices rule requires 200 feet and 500 feet. You know, and I think a case like this shows that in in a rural area, you know, I mean, right here is next to the school, but it's no surprise that that, you know, 200 feet covers three. And then the, I guess, 500 feet is that another three in additional three. So a total of six. Six, six notices total that were sent. I believe no, I believe they're all the same. The same three. That's what I said. Same because it's such there's 500 there was just no. Yeah. So yeah, thank you. So I'm grateful to Councilwoman Briggs and Councilman Hutz with for raising the issue about the kind of the school traffic and to y'all for being in conversation with the ISD. And I would like to see in the future and I know this is coming on a future agenda. When we talk about our future work session when we talk about the spin program the South Lake kind of neighborhood. They have a more advanced neighborhood and notification program that's kind of more extensive and notification program like that would notify whole neighborhood so we could get, you know, families that go to the schools to come and give their input. And that's not speaking to you know the merits of this specific project. But just to say that you know this is a good case in point I think for how our notification processes could use improvement and back to the, the rural issue. So you know I truly appreciate the, that these, the ESA is going to be preserved. And, you know, like you said this isn't just kind of coming out of out of nowhere in this untouched pristine space, it 's adjacent to an already developed space so I'm, I'm okay, I'm okay with that. So, but, you know, just for for future consideration. We just need to stick with the issues that are at hand because we've been going at this almost 12 hours so if we 've got future things we want to discuss, we'll put them on concluding items and then we'll be able to discuss. It is it is with it with it, so I will be supporting this with the ESA is with kind of a heavy heart. And thinking back to raise razor went ranch which by the way I mean I frequent I shop there so I'm not anti razor ranch, but we've got these places that used to be ranches and farms, and then they're, they're turned into non ran ches and farms and they're kind of named after you know so this dark farms, and it's named after the thing that the kind of area that it used to be. So I will, I will leave it at that for now but but I don't mean to single out your, I mean this is, it's a sensible, it's sensible in this area. And I do like that it's kind of a tribute to the farming is of this area. But at one point, are we going to just lose all of our, our rural spaces in this city and I am concerned about that and there was an article recently about that so thank you. Thank you. Any more questions for the applicant. Thank you. Appreciate that says a public hearing anybody else was he's wishing to speak, come down state your name and address your time will begin. Anybody else wishing to speak. When I close the public hearing Councilmember Briggs. I move approval with the PNC recommendations and the TIA recommendations. With the overlay, I guess. Yes. Okay. Yeah. All right. Second. So that's a motion for the recommendations as displayed on the screen with restricted to single family detached housing at a maximum density of 4.7 dwelling in Sp raker, and the recommendations per the TIA is that right. That right. What's the traffic study recommendations. Mayor correct. I'm just want to confirm with the planners but it's my understanding that those are actually addressed during the planning stage that we required as part of the part of the part of the part of planning. So we're not including that condition wouldn't be needed. It's a requirement order to have the plan as long as it's required. Yeah, I'm good. So just okay. All right. So, would you like to restate your motion. Yeah, I will restate my motion. I would like to move approval of this item with the overlay proposed. The maximum density of 4.7 dwelling units per acre. Okay, and customer Ryan, I believe. Yeah, I will second that. All right, let's vote on the board please. Okay, moving on to agenda item six be hold a public hearing consider adoption of awareness regarding a request by climax enterprises for the expansion of the people's funeral home. Point of order. Okay, well, good. Yeah. See, it's been a long day folks. I'm going to move on to agenda item six, which is a motion to approve the approval of the city council. Okay, so this is the city council. This is a property that's owner occupied. It's an owner initiated request in the fully rehabilitated property. They purchased it. This is property is built around 1926 possibly a little bit before after a lot of research we couldn't pinpoint the builders that might have been Henry Stevens, or it could have been the owners jh and Mary Pearl boy, who's the boy family own the property for 70 years. And the boys were very influential in in Denton, and this is a property as it is it looks today I'll get back to the boys in a bit. So this property could have been designated because it's a nice example of the prairie style craftsman home, and, or it could have been designated because of the boys. And this is the interiors of fully rehabilitated nicely. So coming back to the boards. I just want to say a little about the Mr and Mr boards were Mr and Mrs. j h board were very active in the city of Denton as evidenced by dozens of reference to them in the local paper and the dental record Chronicle, and Mrs Boyd in particular held regular meetings of various clubs and organizations at 607 East College while Mr j h boy was an active member of at least two fraternal organizations in Denton. And at the time of this writing, we could not find out what he did for a living. We do know he declared bankruptcy, a little after the, the great depression started. We learned a little that Mrs Boyd had a family member in Kansas, that was his mother Mrs McAd ams. We learned that the daughter lived briefly in this home here in Dallas. Jane Boyd. Here are the fraternal organizations from 1945 that Mr Boyd was involved in the mate their Mason related organizations. Then, what was interesting in the research is a lot of people thought this house was built by judge boy who lived up on North Bell for his two daughters to attend TWU but that turned out not to be the case. And these, his daughters went to school elsewhere. And on the right you see that Mrs Eleanor Boyd became a member of George Washington University faculty and then later, the Dean of Women at Texas West Texas State College. This is a reference just to the connection up north you know there were people moving down to, to Texas from up north and the Mr Boyd had a brother that was a Reverend and another brother up in Geneva, New York. This home. And one of them want to say that so it's located to the east of TWU in this area, and one time was considered for historic district, and it still could be such but when TWA was in that real expansionist mode they did buy up a lot of properties and demolish them. So, it's nice and we might save one, we would save this one and recommend its designation because it meets three criteria that it's a home with distinctive characteristics of this style that it's a home, as in number 13 that shows example of pride in our city of Denton. And these are the reasons we recommend its designation. We did have sent out notices and we received one favorable email and in fact that owner would like to designate their property, and the owners this property are not here this evening. And but they're probably watching. Any questions for staff before we open the public hearing. Seeing none. Okay, thank you. Thank you, Roman. We will now open the public hearing. Anybody wishing to speak on this agenda item please come forward and state your name and address and your time will begin. Good evening. My name is Erica Basilio address is going to be 600 Grove Street, as well as 601 East College Street in Denton, Texas. Okay, so we object to the property located at 607 East College Street being deemed as historical property, our standpoint being that this land will become a college property at some point in the future, which internal benefit our city as a whole. Now I say this with firm belief that allowing this house to be deemed as historical land, demise the housing opportunity for potential productive members of society. I believe the owners of this homestead were made aware of the of a project in progress with TWA you. And ever since then they have been. They have been trying to stop this project for their sole benefit, rather than acknowledging this property could potentially provide additional prosperity education sustainability to our community as a whole, seeing as sustainable development is development that meets the needs of the president without compromising the ability of future generations to meet their own needs. I couldn't quite get it. You said you support the historic designation or you do not. Do not. Okay. Councilmember armator. So, can you say because this is this is news to me. What can you speak about. What was the intended purpose that you were just referring to. Okay, so the property that we are speaking on right here at six or seven each college street. She's the mean to make this historical. And therefore, that will I feel like it will take away from future housing for students. Okay, so, so there is plants at TWA you has plans for future housing in this in this area. And what, what kind of you mean a dorm or are there specific plans. I'm gonna have my, I'm the assistant property manager the property manager. Okay, sure, sure. Okay. If you could state your name and address one more time because I didn't get that either. Okay. All right. Okay. Thank you. Appreciate it. Yeah. Okay . So your comments you concluded your comments. Okay. Public hearing obviously you're up to speak. So if you state your name and address your town. Hello, I'm Mary Bricky and I have property there at 600 Grove Street and six oh one East College Street. So if you were to look at an aerial shot of that block right there. We own the two properties. I don't know which side of the street that is but facing TW U. This would be the neighboring property that would like to be considered historical. The property behind it, the entire block is owned by TWU. So basically there's three other homesteads right there. Our property there, which kind of like an L shape has been in the works of a progress or of a housing project with TWU , which would be like dorms. But it's not anything that's it's still like a couple years away from being there. But if this house were deemed historical, therefore we could not demolish it or reconstruct it. And so then there wouldn't be no way to develop that land for student housing. We got a council member requesting to speak so I want to make sure you concluded your comments before we took questions. Okay. Council member Meltzer. I have a question for staff. What is the impact of designating a property and historic landmark with respect to a state entity like TWU and you know whatever their rights might be or how it might affect their plans. Well, I'll say a couple of well no one I'll answer that directly that the TWU of course if they acquire a property property they do not have to even pull a building permit and they can demolish a historic landmark. In fact, in 1986 designation period that we had here in Denton, there was a home that was designated an historic landmark and it, it isn't there anymore it's property that TWU owns it's just a vacant lot. And this does this in any way, prevent to do you from acquiring the property. No. Okay, thank you. Okay. Anybody else. Councilmember Almitro. I'll just say, I mean, historic. Historic property and that's so valuable to our city. Our university is also really valuable to the city, and it's, and also having a good relationship, you know, good town gown relationship is really important and. So, I'm sorry to see that that there's this tension. And I would hope that this can be work, work through. Now there are people there. This house is currently inhabited is it. So, yeah, yeah, so I'm as, as sympathetic as I am to, you know, the issue of student housing and and wanting to have a good town gown relationship. This is, you know, there are people living here right now and it's a historic house so I've got to go with the, with the, the historic house and then the people living there. Unless, and the historicity of it unless I don't know maybe one of my colleagues could kind of talk me out of it but but I truly, you know, I'm sorry that there's this tension and I would hope that, I mean, I don't know what the timeline for the historic designation is. I would love to see if something could be worked out, you know, you can't always make everybody happy but I wish there could be some way. Because, you know, the university in this house are going to have to be neighbors no matter what. Anyway, I would I would also be okay with tabling while people can work it out but then again, you know, people can always work things out so nice there's just, you know, a disagreement but anyway I'm sorry there's that there's that tension. Anyway, that's all I wanted to say thank you. Thank you. Councilmember Melzer. I would underscore the point that we just heard that this doesn't have any impact whatsoever on any plans, TWU might have or on any prospects that folks have come here, might have for their property being developed or just it doesn't bear on it one way or the other. So, you know, I, but I appreciate it. Always, and citizens care enough to come and participate in city government night. Appreciate coming and listen to every word, but given that I think you're those concerns are not impacted. And the fact that I appreciate that nights who want to preserve historic homes and I want to call attention to, to the special character of Denton that our historical was provide. I move approval of this item. Councilmember Briggs. Yes, yes I will, I will second, and I. I gotta close the public hearing hold on. Anybody else wishing to speak please come down state your name and address I apologize. Thank you, ladies and gentlemen of city council Mr Mayor, I live at 613 East College Street, I live on the other side of the neighbors who are requesting historical status my name is Christina cram, and I just want to let you know that I am in favor of historical preservation of the property. I do know that TWA does have a lot of land but I also know that they have availability to eventually move out to the golf course which is now being closed, so I think they're going to have ample opportunities, and I do understand the concerns of my neighbors right here, but I think that they would still be able to redevelop the land, if they so choose. And thank you very much for letting me have the opportunity to speak. Okay, any questions. Yeah, no, no, we got yeah yeah come on down. Thank you. Thank you. See no further questions. Yeah, this public hearing. State your name and address and your time will begin. Jane Piper lunch 12 five North Austin. I think this is a very important opportunity to communicate the noticeable difference that's happened in just the past year between the parking garage apartments that are being built, you know the affordable housing that's being destroyed the historic symbolically, even if we can't protect it from TWA, that it 's important that we show citizens who are very concerned about this, that we do understand that we want to help preserve these homes. Thank you. Thank you. Anyone else wishing to speak. We will not close the public hearing I'm sorry we'll go back. So we have a motion by Councilmember Meltzer. I believe we had a second by Councilmember Briggs Is that correct. And that's okay to reiterate that after closing the public hearing. That's great. All right. Thank you. So we have a motion in a second. Let's vote on the board please. Motion carries six zero on the concluding items and given the status of time let's let's try to limit our concluding items to maybe two per council member. If you could indulge me in that that'd be great because we 've been going at this 12 hours. Councilmember Meltzer. I have to go to them. That's great. I would like us to have a discussion and work session about policy options to motivate greater density in exchange for open space and tree canopy. And second, I'd like to ask that our resources that that you know the work on homelessness have been so great at putting out word about the cooling shelters, they investigate whether there's a need during this inclement weather coming in these next few several days, whether there's a need for more overnight beds and whether we could facilitate the already organized volunteer groups to oversee cuts, you know like an emergency shelter in a city building, for instance, the Civic Center. Thank you customer breaks. Okay, so I have more than two, but I'm going to read really fast. I really would appreciate if you'd limited it to okay . Okay. So, I will. Okay, so, first of all we learned that the. There was a delay or an attempt to delay the inspection and maintenance of the enterprise pipeline, which serves a didn 't energy center, and that staff worked with their lobbyists Stuckey and Burgess and aircott and the railroad commission to get approval for the delay and I understand all the work that we've done before but I just would like to request that if any on matters of public safety that Council be kept in the loop through processes like that, all the way through rather than just in the end. Just for, for our own sake if anybody answered, you know, asked us questions for that and then I will skip to this one that we need a family shelter in Denton. Okay, there. Today we learned that there are 60 families, family households right now that are homeless, which means that they're more than likely on the street or in their car. And so I would like to see if if staff could explore public private nonprofit groups for partnerships and see if what we can, what can be done. Thank you. Councilmember husband. I have two that I'll give you but the two for this portion would be. I'd ask that we, and we've discussed this PNC there was a tie on 613 18 on a vote. And the item is a Z 18 dash 304 be. I'd like to have that brought to city council whatever that process is to make that happen. I think it's just important that we do the city's business and not have issues tied up in limbo. We have one PNC member that has recused himself and I think that should come to council, and I think it should come to council clean I'll tell you, I don't think it should come as as rejected because I think that incentivizes people to lock up things if that happens again. We've incentivized people to work towards resolution. So I 'd like to have it come here clean whatever that process looks like is as quickly as possible because again I'm very sensitive to whatever the decision, we need to make a decision and not have people just kind of vacillating in our processes, and then I emailed you a link in a kind of quote from my concern I need to make sure, and I'd like to see have the city start exploring blocking a website. From its computers I'm assuming that's a practice they've done regularly anyway this particular instance the courts just allowed an individual to. Produce plans on how to make print gun parts parts and assemble them using a 3D printer understanding we have a 3D printer at North Lakes, I don't want to be complicit in that and I want to make sure we have, we've, we've gone lengths to block that site or related sites as they, as they come up the ruling was just in the process of making sure that there will be kind of variations of that so I just want to make sure we're, we're kind of following that new cycle and stand in front of that . So, I get to concluding items of a longer list, and I just want to say first, I had made some, some promises which I'm just going to I'm going to have to break to certain citizens that I, and groups of citizens I promise I will get that I will get that out of the ruling items so I. So anyway, I'm gonna have to break a couple of those promises for tonight. But as long as for next time can we have more than two. Sure, well, we'll talk about that you can always send them to the city manager as well. I know I know it's not that no , that's the only way to get. There's you know the special place for saying it in public and, and having having witnesses having the video. So that 's why there are a number of. Anyway, so. So, first, and by the way and a couple of them were taken by Meltzer and and Briggs. So I appreciate their mentioning those items. I will say, I will use one of my items to add more to to Paul's okay so that counts as one of my concluding items. And that is kind of just to reiterate, we've got a big gap in our, the way that we meet the city meets the needs of our homeless and deals with our homeless population we do so much as a city. And this need is precisely as Councilman Meltzer was saying , and actually coupled with with with Achilles about about family, family housing shelter. There are these, there are a lot of people who don't have a place to still don't have a place to stay at night, or a place to sleep during the day, or a place to just be during the day, and to keep their stuff. So, I would second, and I'm open to just about any solution and even multiple solutions for what he mentioned about the civic center other ways that we can provide spaces. In addition to the, to the two shelters overnight shelters that we have now for people to be not just at night, but during the day, and keep their stuff. I'm open to just about anything but I would like to have to have kind of a work session on what are some possibilities for other cities done their models in Austin and elsewhere I know there have been at least one discussion that I can think of in the past about a tent cities model. That's just one option and also that was under previous council so I think because there's so much caring about the homeless in our community. And it is such a need that that it's pretty imperative we discuss that. The second is kind of under the category of meeting needs of disabled people in our community. I'm a citizen which I thought was a great idea to have a some sort of citizens committee on disabilities or mayor's task force or whatever, some sort of citizens body that would be recognized and kind of created by the, by the city and listen to, just to kind of give some ideas, just recommendations as to ways that the city can better serve our citizens with disabilities, which includes great number of.