Programs & Goals

Continue strong support for police, fire and EMS by providing personnel, training, equipment and facilities commensurate with needs dictated by our unprecedented growth.

Ease the property-tax burden on residential property owners by establishing a sustainable source of revenue for an Economic Development Fund. Concurrently, create Economic Development Fund policies that will enable us to compete successfully with other neighboring cities—that do have ED funds—in attracting large businesses that will provide quality jobs and make substantial contribution to the tax base.

We are missing strong growth and job creation because economic development in Denton is stagnant.

Open the door to upgrades and enhancements of S. Elm and S. Locust between the Square and Eagle Dr. This area currently is federally designated as floodplain, which greatly limits opportunities for development.

Removing the designation will require (1) funding Phases 3 & 4 of the Pecan Creek Tributary drainage project and (2) a Letter of Map Revision from FEMA.

Closely examine density transfers, including the role they play in achievement of our goals, and be on guard for unintended consequences. Density transfers frequently allow development more dense than that permitted by the underlying zoning.

Adequate legal protections for designated greenspace in density transfers must be ensured, so that greenspace is not developed in future years, after institutional memory fades and developments are resold.
Recognize that one size does not fit all as we manage growth. Some want more density while others desire a more traditional residential experience. It will take all diverse interests working together to maximize the result.

Explore new, innovative entertainment and recreational opportunities identified and funded by local and regional public/private partnerships. These include a multipurpose entertainment venue and more global thinking (Denton in toto) when planning new parks and recreational facilities.

Create a program for incentives, available to builders or buyers, for installation of residential electric charging stations in new single- and multi-family residential developments; could also be structured as a requirement.
Continue migrating City inventory of vehicles from gasoline-powered to electric-powered, when practical.

Craft better policies to balance transportation infrastructure and property development. These include continuing to rebuild salvageable roads and replace aging roadways beyond repair while incorporating bicycle and pedestrian connectivity.
Continue our partnership with DCTA to ensure our 1/2 cent sales tax – $14 million/year to DCTA – is spent for efficient, cost-effective and convenient public transportation. Today, GoZone, DCTA’s highly successful, on-demand service, is moving more than four times the number of riders that use Denton Connect Bus routes.

Recognize that A-Train ridership will grow only when convenient, frequent connectivity between DCTA and DART is available. Today, A-Train ridership for all three cities is averaging only about 230 people per day.

Create a City-created Public Financing Corporation (PFC) to partner with affordable housing developers seeking state tax credits. This partnership will allow the City to have more input on rental rates and the size and number of affordable units. A PFC will allow us to tailor our affordable housing projects to specific needs of our community, instead of just having to agree to that offered by the developer.

City Council members will serve as board members of the PFC, which will create more accountability and transparency. Because the City can negotiate development fees, revenues available to the PFC can provide funding for additional affordable housing.

Continue promoting effective, affordable initiatives for those experiencing homelessness while opposing City-sponsored homeless encampments that place people in tents and sheds with no supportive infrastructure.