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 that will enable us to compete successfully with other neighboring cities 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.
Complete the last stage of PEC 4 drainage project that will remove much of downtown out of the floodplain allowing for new development.

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 greater density 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.

Continue migrating City inventory of vehicles from gasoline-powered to electric-powered, when practical.
Ensure effective renewable energy resources while providing affordable utility rates.
Analyze benefits and risks to ratepayers for Data Centers prior to approval.
Allow public input during process.
Provide greater transparency for utility costs and services.

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 – $18 million/year to DCTA – is spent for efficient, cost-effective and convenient public transportation. Today, GoZone, DCTA’s highly successful, on-demand service, is providing data that maximizes ridership through efficient integration of fixed bus routes and GoZone ridership zones.Recognize that A-Train ridership will grow only when convenient, frequent connectivity between DCTA and DART is available.

Created 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 initiatives.

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.