RESILIENT DALLAS
RESILIENT DALLAS RESILIENT DALLAS RESILIENT DALLAS RESILIENT
DALLASDALLAS’ PATH TO SHARED PROSPERITY About 100 Resilient Cities Pioneered by the Rockefeller Foundation, 100 Resilient Cities (100RC) is dedicated to helping cities around the world become more resilient to the physical, social, and economic challenges that are a growing part of the 21st century. 100RC supports the adoption and incorporation of a view of resilience that includes not just the shocks—earthquakes, fires, floods, etc.—but also the stresses that weaken the fabric of a city on a day to day or cyclical basis. By addressing both the shocks and the stresses, a city becomes more able to respond to adverse events, and overall, is better able to deliver basic functions to all populations in good times and bad. The City of Dallas thanks The universities, nonprofits, and businesses, as well as the 100RC platform partners, whose contributions of research, science, and data were invaluable to the development and success of this Resilience Strategy. That work greatly expanded the capacity of City staff and was foundational to the analysis and recommendations put forward in this report. Additional thanks go to the 100RC City Solutions team, who marshaled resources and leveraged 100RC's platform of tools and services to bolster the work undertaken in each Discovery Area. CONTENTS 01LETTERS 05INSPIRATION 07 PURPOSE
DEVELOPING THE STRATEGY PARTNERSHIPS RESILIENCE 10 15 16 GOALS
EQUITY 51 INDICATORS 52 APPENDIX LETTERS FROM MAYOR RAWLINGS AND 100RC
LETTERS LETTER FROM T.C. BROADNAX
T.C. Broadnax, City Manager Although I’ve served as the City Manager for just over a year, I have quickly grown ethnic lines. The residents to love my new hometown and am very proud of the workforce I am honored to impacted are the working poor, lead. From our librarians who spend their weekends sharing the joys of reading people who struggle to make with children, to our sanitation workers leaving the yard before sunrise, to our 911 ends meet despite full-time operators assisting frightened residents late into the night, the public servants of employment. Dallas are committed to improving the lives of Dallas residents. These are residents who offer Our work is challenging, yet gratifying. We strive to deliver service with four core us an opportunity to make a values in mind—empathy, ethics, excellence and equity. We recognize we are difference in their quality of life, first and foremost a service organization and always cognizant of our primary to help neighborhoods flourish, focus, the people. The people and families who call Dallas home and strengthen and businesses prosper. To our neighborhoods deserve and expect the highest level of customer service. The secure Dallas’ position as businesspeople and investors who have chosen to make their livelihoods here and the economic powerhouse of build a prosperous economy drive us to be innovative and find efficient, data-driven north central Texas, we must solutions to vexing problems. The artists who offer their talents to enrich our lives eradicate the barriers that and the faith leaders who nourish our souls call on us to govern with compassion and prevent hardworking residents respect. Dallas is fortunate to be home to a diverse and thriving population. from achieving economic mobility and build pathways Dallas is a prosperous community, and we are blessed with the continued prospect for those who strive to achieve of sustained economic growth. Yet despite an optimistic outlook, large segments prosperity. This is the critical T.C. Broadnax, City Manager of our community are not thriving. Too many of our residents are confronted work of resilience building that every day by challenges to simply exist—homelessness, poverty, unemployment, must be done for our community and our residents to succeed. underemployment, social and racial inequity, gun violence, food insecurity, access to quality education. This is Dallas’ true resilience challenge: overcoming the social and True public service lies in equitable service delivery to our most vulnerable residents. economic challenges that deny many of our residents’ social justice and economic It is a spirit of excellence that drives this passion for public service within me. I well-being for themselves and their families. challenge myself and will continue to challenge my staff to be excellent public stewards and to serve with empathy for our residents, to maintain the highest ethical As the hard work of this Resilience Strategy and the Mayor’s Task Force on Poverty standards, and strive to achieve equity for all Dallas residents. has shown, disparity in our community continues to escalate at a rate and scale that surpasses our peer cities. Not surprisingly, this disparity falls along racial and Sincerely,
RESILIENT DALLAS 1 Network Inspiration Dallas drew inspiration from the incredible work being done in other cities within the 100 Resilient Cities network.
MONTREAL, BEC BOSTON NORFOL AT ENS, REECE Norfolk’s Retain Your Rain Montreal is supporting multiple Boston is committed to advancing ight 100RC Member Cities convened workshops engage individuals and efforts to train residents in equity in City government through the in Athens in 201 to collaborate on neighborhoods in learning to build emergency readiness, including risk Mayor’s Diversity Task Force and migration as a key component of small scale projects, such as rain awareness, first aid, water supply improved human resources practices, urban planning and put forward barrels and gardens, that help management, and communication including a review of its recruitment, practical solutions for absorbing mitigate flooding and build during emergency situations. screening, and hiring practices. immigrants and refugees. environmental resilience.
ITTSB R
Pittsburgh has committed to B BLOS, LEBANON converting underutilized land and vacant building stock in vulnerable Byblos is connecting old and new places into community assets for with pedestrian linkages between achieving other resilience goals, the Old City and modern Byblos, including affordable housing, social enabling residents to navigate the cohesion, and emergency sheltering. whole city by foot, instead of by car.
LOS AN ELES AMMAN, ORDAN
Los Angeles is developing innovative Amman is designing an urban mobility policies in collaboration with observatory to collect smart data for Welcoming America and local the creation of an integrated mobility partners to ensure immigrants, plan and to share research and migrants, and refugees are welcome knowledge on urban mobility. in all Los Angeles neighborhoods.
MEXICO CIT MELBO RNE
Mexico City has embarked on a series of In conjunction with The Nature flood prevention projects using Conservancy, Melbourne is blue green infrastructure, including a developing a metropolitan urban skatepark in the Coyoacan neighborhood forest strategy to protect its 700 —the first park designed to double as a million forests and improve water catchment structure. ecosystem health and services through partnerships.
NE ORLEANS MEDELLIN, COLOMBIA LO IS ILLE BOSTON
New Orleans has launched The Network Medell n built a new and innovative Louisville has undertaken pioneering Boston is devising an conomic Mobility for conomic Opportunity to address public transit system to connect poor work in public health and equity with Lab that will analyze existing programs employment and training gaps by and disenfranchised neighborhoods its 2017 Health quity Report, and policies, outline gaps in the connecting disadvantaged job seekers to formal employment opportunities designed as a tool for policy makers economic ecosystem, highlight and with sector specific job training and and public services in the city center and residents. The report reviews 21 expand the most effective interventions, partnerships with anchor industries, large and create greater social cohesion. health outcomes, from infant and pilot innovative, scalable solutions employers, and public projects. mortality to homicide to heart that promote economic security. disease, and demonstrates how root causes impact outcomes at every stage of life.
RESILIENT DALLAS 2 LETTER FROM 100RC
Michael Berkowitz, 100 Resilient Cities On behalf of the entire 100 Resilient Cities family, I want to congratulate Mayor Mike disparities between rich and poor, Rawlings, City Manager T.C. Broadnax, and the City of Dallas on the release of between those with opportunity and Resilient Dallas. This is a major milestone for the city and our partnership with it. those without, Resilient Dallas helps advance an understanding that for a city One of the fastest growing and dynamic cities in the U.S., Dallas is the heart of the to be resilient, these gaps must North Central Texas region. The Dallas-Fort Worth Metroplex is the fourth largest in be addressed. the country, with more than 7.2 million people. Its vibrant economy continues to grow and contribute to Texas’ impressive figures in job growth, which have led the country Chief Resilience Officer Theresa since the Great Recession. O’Donnell has helped shape and guide this work. She has boldly and tirelessly However, this prosperity has not reached all of Dallas’ residents. Many communities, sought to impress the importance especially those of color, continue to struggle with endemic poverty that severely of confronting Dallas’ severe social Michael Berkowitz, President limits their opportunities and ability to participate in civic life. Alongside Dallas’ inequities. She has also collaborated impressive wealth are some unsettling figures, such as one of the highest child with the partners in the 100 Resilient Cities network, such as 4th Economy and poverty rates in the country. While the city faces similar acute shocks as other cities Citymart, to help the city better understand its public health and workforce challenges in the network, such as extreme weather and natural disasters, it is these stresses and chart a path to address them. In partnership with the CUNY Institute for State & related to equity that stand to undermine Dallas’ chances for a vibrant future and Local Governance and other university partners, she is designing an equity indicator which this Strategy addresses. framework to measure Dallas’ progress toward achieving greater equity over time. And she has collaborated extensively with other city leaders, such as Regina Central to Dallas’ success is the fate of its working poor and other communities that Montoya, who leads the Mayor’s Task Force on Poverty. Through their work and do not benefit from the city’s wider positive trajectories. Many stresses combine the Strategy, the city is well-poised to make great strides toward bridging the gaps and are caused by this inequity: poor public health; lack of access to education keeping so many residents from the opportunities they need to make themselves, and employment opportunities; poor mobility and public transportation options; and and Dallas, stronger. a major gulf between the city’s anglophone, and mostly white, population and its Hispanic communities, which comprise 41% of the city. Almost a quarter of the city is This Strategy is an incredible achievement, but in many ways, the hard work is just foreign-born, and 42.5% of people speak a language other than English at home. As beginning. We are excited to see the goals and initiatives in these pages take shape the city grows, it must cultivate the opportunities available to these communities and and lead Dallas toward a vibrant future in which all its citizens thrive and contribute to address their particular needs. its success.
This Strategy sets out a pioneering vision for addressing inequity as one of the major Sincerely, challenges of the 21st century. As cities across the country grapple with widening
RESILIENT DALLAS 3 INSPIRATION
INSPIRATION INSPIRATION
Regina Montoya, Mayor’s Task Force on Poverty While watching the play LBJ All the residents—and the tremendous gaps created Way, I was moved by one of the when these systems fail our vulnerable and opening scenes that recounts our marginalized residents who need them most. “The analysis that former President’s early days as a teacher in south Texas. During that Our leading academic institutions and think undergirds the impressionable time in his life, LBJ tanks have studied and analyzed these recommendations in taught the young Hispanic children of gaps. Leaders in our community—from the migrant workers. During the school Federal Reserve Bank of Dallas, to business this Strategy confirms year, he observed the formidable leaders and major employers, to the Mayor the tremendous transformation in these children as the of Dallas —have opined on the impacts of light in their eyes drained away under these trends. Journalists, commentators, impact public policy the harsh realities of growing up in and media partners have covered stories of has on the everyday poverty. His early experiences watching family struggles, displaced neighborhoods, lives of the working these families struggle to maintain their and ramifications for the broader community. Regina Montoya livelihood and well-being shaped LBJ’s families of Dallas.” It is time for government to listen. commitment to public service, which brought us many of the anti-poverty programs that still exist today. Business leaders, nonprofits, and philanthropic organizations are doing meaningful work in our community that My work on the Mayor’s Task Force on Poverty and Resilient Dallas has moved requires collaboration and coordination with local government partners to maximize me in much the same way. I am troubled by the statistics and stories we have its potential impact. Local governments play a necessary leadership role by uncovered and reported during these important efforts. Dallas’ numbers on providing vision and direction in partnership with the community as we respond to childhood poverty are staggering. The data on disparity are equally distressing. the factors contributing to the growing economic and social disparity in Dallas. However, we cannot get mired in the data and forget the real people behind these numbers. Peoples’ lives are burdened under the heavy weight of poverty and I believe the goals and initiatives identified in the Resilient Dallas Strategy provide disparity, and their opportunities for a better life are foreclosed. These conditions a solid roadmap to begin this effort. By undertaking these recommendations, Dallas endanger the resilience of the individual, the family, and our community. can align with anchor institutions and other key partners to bolster efforts and find new solutions that allow hard-working families to defy the constraints imposed by Although difficult, this work has been rewarding as I have been inspired by the their zip code. Let’s work together to change the trajectory of these trends, start to hundreds of organizations committed to helping these families find pathways out of close this gap between the haves and the have-nots, restore opportunity to hard- poverty. I have also gained fresh insight into the obligation of our local government working families, and bring the light back to the eyes of the children of Dallas. to its vulnerable and marginalized residents. The analysis that undergirds the recommendations in this Strategy confirms the tremendous impact public policy has Sincerely, on the everyday lives of the working families of Dallas. More importantly, it illustrates the success of these governmental systems when they function in service to our
RESILIENT DALLAS 5 PURPOSE
PURPOSE PURPOSE
L N EST LI T RAIL S STE IN T E .S. Leading the Region The North Central Texas population grew an eye-popping 35% between 2000 and 2014 and is projected to reach 10 million by 2040, overtaking Chicago as the nation’s third largest metro area. Per capita income soared by 46% during RE I N RE T AN the same period. DFW consistently ranks as one of the top destinations for corporate relocations because of its central location, expansive transportation infrastructure, low tax rate, and business-friendly regulatory climate. Other 7 ILLI N trends driving this super-charged growth are the diversity and strength of thLAR EST ETR RESIDENTS the economy and the relatively low cost of living, especially in housing. EC N E ECTED T R T ILLI N Dallas is the Economic Engine Downtown Dallas is the heartbeat of this prosperity, boasting finance, real DA S NE L ENT S NS INE estate, insurance, banking, and silk stocking law firms housed in architecturally RATE LESS T AN distinctive Class A office buildings. Dallas is the residential destination of choice for millennials and immigrants willing to work hard and gamble on an innovative business venture, or baby boomers eager to enjoy an enriched quality of life in the center of art, culture, and fine dining. Given this tremendous prosperity and these strong competitive advantages, Dallas’ economic resilience and dominance should be unquestioned. However, in-depth examination reveals several disturbing trends that could compromise Dallas’ ability to lead the region in the future. RT NE C ANIES th RT NE LAR EST ETR AREA Resilience Challenges C ANIES IN .S. LATI N A growing number of Dallasites live on the edge of economic failure. Dallas has nearly 4,000 homeless individuals. Census numbers indicate poverty has increased 42% during the past 15 years, and more than 36% of Dallas households struggle financially. The problems these residents grapple with are numerous and intertwined: low skills or language barriers limit employment opportunities, D IS T E rd lack of health insurance often leads to poor health as medical concerns spiral SIEST .S. AIR RT into medical emergencies, and lack of reliable transportation restricts access to jobs, education, and even healthy food. Dallas’ biggest resilience challenge is not the devastation of a tornado, flood, or other natural disaster. Nor is it the tragedy E T E DALLAS C S, DALLAS A ERIC S, DALLAS STARS, of a horrific event such as the July 7th attack on the Dallas Police Department. AND T E TE AS RAN ERS Rather, it is the economic vulnerability of Dallas’ poor who struggle to provide for themselves and their families, weakening the community’s resilience.
RESILIENT DALLAS 7 PURPOSE
Disparity in Dallas The data uncovered during this study tell us what Dallas has intuitively known incident of civil unrest when experienced by marginalized for decades. White Dallasites earn more money and live in more affluent or disadvantaged residents. Understanding the neighborhoods with better amenities and services than their counterparts interdependent relationships between catastrophic A resilient, who are African American or Hispanic. On average, African Americans earn events or prolonged stresses and the impacts on 54 cents for every dollar their white counterparts earn, and they are more Dallas’ most vulnerable residents shaped the early equitable than six times as likely to be poor even with a full-time job. White children research and informed the development process. This are better prepared for elementary school, better prepared for college or the Resilience Strategy examined a number of systems Dallas must workforce, and far less likely to go to bed hungry at night. Hispanics are four that are not attuned or responsive to the needs of have the times as likely to be uninsured, and only 56% of their children are enrolled in Dallas’ vulnerable or marginalized residents―systems pre-kindergarten. All too often, people who live this disparity have little hope that, if acclimated to those needs, would work more trust of its their future will look different than it does today. Moreover, history tells them effectively for all Dallas residents. The Strategy the disparity that threatens the well-being of their families today will only be contemplates the current functioning of a number of residents. worse tomorrow.This disillusionment is fueled by a basic lack of trust―trust that those institutional and governmental systems and offers those with the power to change the current inequities have the will to do so. practical initiatives to improve upon them, such as:
A resilient, equitable Dallas must have the trust of its residents. While Dallas Building economic mobility for Dallas’ working poor has made some significant inroads toward equity, progress has been slow and Nurturing healthy children much work is left to be done. A deep and abiding cynicism exists. If Dallas is Investing in Dallas’ low-income neighborhoods ready to begin down a path of building trust and advancing equity, this Strategy Expanding access to opportunity through improved public transport offers suggestions on the partnerships and actions necessary to begin the hard work of examining interconnected systems of public policies and institutional Only when Dallas residents are provided the opportunity to build their individual practices that perpetuate inequity in Dallas and trap people in poverty. resilience will Dallas become a resilient and equitable city. While widening disparities may appear to be an insurmountable challenge, Dallas has a long These systems, functioning independently or in combination, often exacerbate history of pursuing radical ideas and daring approaches to achieve results that the impact of a weather-related disaster,a fluctuating economic cycle, or an elude the less ambitious. After all, the Dallas ethos is Big Things Happen Here!
RESILIENT DALLAS 8 DEVELOPING THE STRATEGY
DEVELOPING THE STRATEGY RESILIENT DALLAS 9 DEVELOPING THE STRATEGY
What Is Urban Resilience? TER LONG EE Resilience is the capacity of individuals, communities, institutions, ERS TS OST ATED TEGR ASI businesses, and systems within a city to adapt, grow and thrive in the face IN D NNING NEE of both shocks (sudden traumatic events like earthquakes and floods) and OA PLA DS R S L P A IV P more long-term, chronic stresses, like poverty and housing shortages. S E O R O S E LI R E E R H T City resilience is about making a city better, in both good times and bad, G E P O S N LD GY HE LO O O A O E A Y D P R H AT LT S for the benefit of all its citizens, particularly the poor and vulnerable. E R H E T EN A S T T S P E I P L I L H H S S P R E E R E Qualities of Resilient Systems and Cities E T I D E N N V N S L A I S E D G E I E T R L A R V H When looking at individual systems, it is helpful to think about what qualities of E E E S I E L E E G S A T A E E L those systems enhance their resilience. 100RC has identified a set of qualities S O N T
A H
that describe the behavior or performance of resilient systems that enable O
R them to withstand, respond, and adapt more readily to shocks and stresses: P
P
R D
O E O I
G V N
REFLECTIVE: Using past experience to inform future decisions A I S S D E G E E R T I N S T N O A E I O I R N RESOURCEFUL: Recognizing alternative ways to use resources S E O I A L E L T T I R I A Y V T I P I O T Y R S N L E E O ROBUST: Well-conceived, constructed, and managed systems E S I H T O O REDUNDANT: Spare capacity purposely created to accommodate disruption R S L E IA Y E IT O N Y O R R N S E S I T N S FLEXIBLE: Willingness and ability to adopt alternative strategies in response to T I R V O E E I N ES IR N R S E A O O L IT N E S Y TI changing circumstances S Y EN IT S E O ENT IL R V TA I AIN S INCLUSIVE: Prioritizing broad consultation to create shared ownership in ES EN TAIN ERS HA S AND OST N E I decision-making S NA NO AN T RAL E O A RITY DE ASS OSPE INTEGRATED: Bringing together a range of distinct systems and institutions ETS PR
The City Resilience Framework, created by Arup in partnership with the Rockefeller Foundation, is a tool to help us understand the many drivers that can contribute to building resilience in a city. In the Resilience Strategy process, we often use this framework as a lens to diagnose where the city has gaps to improve upon its capacity or opportunities to build upon.
RESILIENT DALLAS 10 DEVELOPING THE STRATEGY
How We Got Here This Community Stakeholder Committee Civic Engagement worked through several key exercises and engaged in dynamic discussions The extensive Along with a wealth of economic, physical, and environmental resources, to define an early set of priorities and Dallas is enriched by an abundance of residents and businesses, professional resilience issues, setting the stage involvement and technical experts, philanthropic foundations and social service providers, for the first phase of discovery. and multiple academic institutions, all of whom are committed to effectual by Dallasites civic involvement to improve local governance. Expert and community strengthened leaders obligated themselves to countless hours of stakeholder workshops, Phase I oversight committees, and topic area work groups. Together they articulated our knowledge To explore and expand on the Dallas’ ambitions and recognized its potential for a brighter future. recommendations of the Agenda Setting base and built The Dallas Resilience process relied heavily on extensive community Workshop, staff undertook an intensive data genuine community collection effort, combined with insights participation by everyday residents, as well. This Resilience process collected from more than 100 stakeholder integrated the insight and wisdom gained through many forms of participation support and trust interviews with the public, nonprofits, private that acknowledged and respected the similarities, as well as the notable enterprises, and government agencies. differences inherent in Dallas’ economically and socially diverse population. Data collected included more than 130 “resilient actions” already occurring within the City, an asset inventory, and broad While desktop research, academic studies, best practices, and other analytic background research on municipal government. Additionally, staff conducted a tools are instrumental in understanding the trends and conditions present in the resilience perception exercise to identify the similarities and differences between Dallas community, this Strategy is about people. Essential to this process of resident perceptions and City initiatives. A deep examination of the data and knowledge building was the valuable step of validating research findings and insights revealed a series of trends that intersected multiple quadrants of the general assumptions through “ground truth” obtained during interviews and City Resilience Framework, helping formulate the early iterations of the Dallas listening sessions with people who experience the challenges and opportunities Discovery Areas—key resilience topics requiring further investigation. Those explored in this study. This inclusive perspective was used to identify gaps early iterations were taken back to the public for vetting and further refinement that would normally go unobserved by more traditional research methods. in several small group settings, as well as a second full-day stakeholder Although many of these conversations were difficult, this type of honest reflection workshop with more than 120 multi-sector professionals and technical experts. and open dialogue is foundational to building a common understanding of The experts validated findings, refined staff understanding of challenges and the challenges facing many Dallasites and exploring potential solutions. issues, and identified collective efforts that reinforced the program goals.
The Office of Resilience also consulted with the City’s top executive staff and Agenda Setting Workshop the City Council’s Quality of Life committee and Human and Social Needs committee at all key decision points throughout this process, keeping elected The collective work of creating the Resilience Strategy began with and administrative officials abreast of the analysis and findings. The synthesis convening more than 120 participants from across local government, of this work resulted in a lengthy report, the Dallas Preliminary Resilience the private sector, philanthropic institutions, nonprofit organizations, Assessment, that articulates Dallas’ four Discovery Areas: Inclusive Economy, academia, and civic groups, representing more than 80 organizations. Healthy Communities, Neighborhood Infrastructure, and Transportation Equity.
RESILIENT DALLAS 11 DEVELOPING THE STRATEGY
R A S I S I A C P D L I I D A E T R A E D O S D H I H P C H C C C E S A P A G T L O N P H E D H D F P T S N R R E S C
A I R D City Staff and D L
C
RESILIENT DALLAS 12 DEVELOPING THE STRATEGY DEVELOPING THE STRATEGY
department and consisted of Dallas’ Discovery Areas six to 10 members of City staff and key external community INCLUSIVE ECONOMY: Harnessing the power of the robust North Central Texas ILT partners. The leaders of each ENVIRON ENT economy to be more inclusive and create economic resilience for Dallas residents working group coalesced into HEALTHY COMMUNITIES: Exploring opportunities to improve public health an effective Steering Committee E ONO Y outcomes and decrease health disparities that met weekly with the Chief HEALTH Resilience Officer to advance their NEIGHBORHOOD INFRASTRUCTURE: Assessing conditions in Dallas independent work and ensure neighborhoods to drive equitable public sector investments and understanding each of the four groups were TRANSPORTATION the impacts of climate change on the natural and built environment to improve cognizant of the intersections environmental health and opportunities in other study areas. The purpose of the Steering E ITY TRANSPORTATION EQUITY: Preparing for a 21st-century urban mobility by Committee was to synergize the leveraging the region’s transportation investment to expand mobility options and work by each individual groups improve transportation equity to support and reinforce the overarching goals of the effort.
Phase II All this work culminated in the development of RESILIEN E The Discovery Areas became the basis of an extensive Phase II scope cross-cutting goals, of work. For several months, staff worked with internal and external initiatives, and actions that correspond with each of the four Discovery stakeholders to build and strengthen partnerships, explore opportunities, Areas and are intended to move Dallas toward greater equity on a number analyze research, and review programs currently underway to comprehend of intersecting social and economic measures. In addition to the four the challenges that constrain Dallas’ resilience now and in the future. Discovery Areas, the Dallas Resilience Strategy also includes goals and A Community Advisory Committee, appointed and chaired by Regina Montoya, initiatives on the important and timely issues of equity and immigration. oversaw the Phase II work. Dedicated to civic leadership on a variety of important While the goals, initiatives, and actions are organized into six distinct topical subjects, Ms. Montoya also serves as the Chair of the Mayor’s Task Force on areas, they all work to address the city’s crucial need to advance equity. The Poverty. For the past two years, this Task Force has built an extensive community data and information documented in this Strategy reveal deep, long-standing education and engagement process with subject matter experts, service providers, disparity in Dallas. It is worth noting many highly regarded community leaders and philanthropic organizations. The efforts and successes of the Task Force have voiced their concern that if this disparity continues to persist and grow, informed and undergirded the work of the Community Advisory Committee and it will erode the strength and resilience of the city as a whole. The robust supplemented the substantial work of the Discovery Area Working Groups. The economy of Dallas and the North Central Texas region rely on the city’s Committee’s role was to bring a broad perspective and ensure the cross-cutting overall vigor and adaptability, particularly the readiness and capability of its challenges confronting Dallas’ most vulnerable residents are not combated workforce, the reach and effectiveness of its transportation system, and its with single-focus programs, but with comprehensive multi-benefit solutions. ability to afford residents the opportunity to live healthy, productive lives. Four Discovery Area Working Groups were also created to do the hard, technical work of building new knowledge through research and analysis within four distinct focus areas. These working groups were led by a collaborating City
RESILIENT DALLAS 13 PARTNERSHIPS
PARTNERSHIPS RESILIENT DALLAS 14 PARTNERSHIPS
Partnerships Dallas is enriched by an abundance of residents and businesses, professional shape this Strategy and the possibilities it contains. Experts and community and technical experts, philanthropic foundations, nonprofits and social service leaders obligated themselves to countless hours of stakeholder workshops, providers, and multiple academic institutions―all of whom are committed to oversight committees, and topic area work groups. Together they articulated effectual civic governance. The success of this Strategy is due entirely to Dallas’ Dallas’ ambitions and recognized our potential for a brighter future. many thought leaders who dedicated their time, expertise, and research to
RESILIENT DALLAS 15 GOALS AND INITIATIVES
A RESILIENT DALLAS IS DALLAS IS AN WELCOMING WHEN EQUITABLE WE EMBRACE RESILIENCE DALLAS OUR DIVERSITY Goal 1: Advance Goal 2: Ensure Dallas equity in City is a Welcoming City government. to immigrants and GOALS all residents. DALLAS WORKS DALLAS DALLAS IS DALLAS THRIVES WHEN OUR WHEN OUR MOVES WHEN HEALTHY WHEN NEIGHBORHOODS THRIVE PEOPLE WORK OUR PEOPLE OUR PEOPLE Goal 6: Invest Goal 7: Promote Goal 3: Increase CAN MOVE ARE HEALTHY in neighborhood environmental economic mobility Goal 4: Ensure Goal 5: Leverage infrastructure sustainability to for Dallas’ vulnerable Dallas provides partnerships to to revitalize improve public and marginalized residents with promote healthy historically health and residents. reasonable, communities. underserved alleviate adverse reliable, and neighborhoods. environmental equitable access. conditions.
RESILIENT DALLAS 17 GOALS AND INITIATIVES INTRODUCING GOALS
Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6 Goal 7
Advance Ensure Increase Ensure Dallas Leverage Invest in Promote equity in City Dallas is a economic provides partnerships neighborhood environmental government. Welcoming mobility residents with to promote infrastructure sustainability City to for Dallas’ reasonable, healthy to revitalize to improve immigrants vulnerable and reliable, and communities. historically public health and all marginalized equitable underserved and alleviate residents. residents. access. neighborhoods. adverse environmental conditions.
RESILIENT DALLAS 18 GOALS AND INITIATIVES
INITIATIVE ACTION LEAD HOW TO READ Steps the City plans to Specific policies or programs The agency or take to tackle each goal. the City and its partners will agencies taking the THIS SECTION deploy within each initiative to lead on each action. Resilient Dallas help achieve resilience goals. includes seven goals, 20 initiatives, and 49 GOALS AND INITIATIVES actions for residents, neighborhoods, the City, and our partners A Resilient Dallas is an equitable Dallas to implement. These The poverty rate in Dallas is outpacing its overall population growth. Unless we commit to understanding the root causes of disparity and the inequities it creates, we will be naive to the burdens imposed on our marginalized actions, some of residents. More importantly, we must examine the governmental policies and programs that reinforce these which are already disparities and trap Dallas residents in poverty. underway, build on Goal 1: Advance equity City Manager’s Office Support and partner in City government. Equity consultant 1B with anchor institutions existing efforts or Fall 2018 and community-based
efforts to advance equity initiatives S EG EA T L A T E T S E I L L S E I E E N D G A E L ff
Empowers a Broad Range of Stakeholders Confront the disparities that challenge
I N
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S T T E I T O S E E E N V O I N O O N E E ENT address program and our marginalized residents by committing Fosters Long-Term & Integrated Planning across Dallas by recognizing and Promotes Cohesive & Engaged Communities to understanding, identifying and reconciling a history of inequity and fostering communication of policy gaps to further measuring inequity, tracking it over 1A.2 Examine administrative policies time, and adopting data-driven policy and programs through a shared learning social differences between diverse resilience in Dallas. solutions to close the disparity gap. process that includes trainings, data communities and individuals. collection, and monitoring. 1B.1 Engage in external community Build an equitable City City Manager’s Office conversation with Dallas Truth, Racial Healing and Transformation through intentional City of Dallas departments 1A administration and listening, examination of institutional racism in workplace culture. Spring 2019 policies, and commitment to timely change.
S EG EA T L A T E T S E I L L S E I E E N D G A E L ff
Empowers a Broad Range of Stakeholders
I N
A
S T T E I T O S E E Conduct an internal audit of City policies E N O 1A.1 V N I O O N E E E NT Dallas Truth, Racial Healing and Transformation KEY to develop a common understanding of equity Fosters Long-Term & Integrated Planning within the organization as an employer and Promotes Cohesive & Engaged Communities City of Dallas as a service provider to our residents. Fall 2018
S EG EA T L A T E T S E I L L S E I E E N D G A E L ff
Promotes Cohesive & Engaged Communities
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S T T E I T O S E E E N V O I N LEAD O O N E E ENT Ensures Social Stability, Security & Justice Promotes Leadership & Effective Management
PARTNERS RESILIENT DALLAS 19
LAUNCH TIMEFRAME
S PARTNERS LAUNCH TIMEFRAME RESILIENCE VALUE EG EA T L A T E T S E I L L S E E I E N D G A E L ff
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S T T E I RESILIENCE VALUE T O S E E E N V O I N O O Key public, private, nonprofit, An estimate of when each How the action will make Dallas N E E ENT and civic collaborators that action will begin. stronger and better able to withstand will implement Resilient Dallas multiple shocks and stresses. actions in the years ahead. Partnership is not exclusive and is meant to be a starting point.
RESILIENT DALLAS 19 GOAL 1: ADVANCING EQUITY RESILIENT DALLAS 20 GOALS AND INITIATIVES
A Resilient Dallas is an equitable Dallas
The poverty rate in Dallas is outpacing its overall population growth. Unless we commit to understanding the root causes of disparity and the inequities it creates, we will be naive to the burdens imposed on our marginalized residents. More importantly, we must examine the governmental policies and programs that reinforce these disparities and trap Dallas residents in poverty.
Goal 1: Advance equity City Manager’s Office Support and partner in City government. Equity consultant 1B with anchor institutions Fall 2018 and community-based efforts to advance equity initiatives S EG EA T L A T E T Empowers a Broad Range of Stakeholders Confront the disparities that challenge S E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N across Dallas by recognizing and O Fosters Long-Term & Integrated Planning O N E E ENT our marginalized residents by committing Promotes Cohesive & Engaged Communities to understanding, identifying and reconciling a history of inequity and fostering communication of measuring inequity, tracking it over 1A.2 Examine administrative policies time, and adopting data-driven policy and programs through a shared learning social differences between diverse solutions to close the disparity gap. process that includes trainings, data communities and individuals. collection, and monitoring. 1B.1 Engage in external community Build an equitable City City Manager’s Office conversation with Dallas Truth, Racial Healing & Transformation through intentional City of Dallas departments 1A administration and listening, examination of institutional racism in workplace culture. Spring 2019 policies, and commitment to timely change.
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S T T E I Conduct an internal audit of City policies T 1A.1 O S E Dallas Truth, Racial Healing & Transformation
E E N V O I N O O N E E ENT to develop a common understanding of equity Fosters Long-Term & Integrated Planning within the organization as an employer and Promotes Cohesive & Engaged Communities City of Dallas as a service provider to our residents. Fall 2018
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RESILIENT DALLAS 21 GOALS AND INITIATIVES
1B.2 Support the efforts of Dallas ISD’s Racial Truth, Racial Healing Equity Office by acknowledging race and & Transformation place matter in educational achievement and collaborating on strategies and actions to drive In 2016, the Kellogg Foundation developed a timely change in neighborhoods where disparate Truth, Racial Healing & Transformation (TRHT) conditions impact a child’s ability to learn. framework to guide communities in identifying Dallas ISD Racial Equity Office and removing barriers to racial equity and reconciliation, as well as dismantling racism City of Dallas and the hierarchy of human value. Dallas is Summer 2018
one of 14 recipients of a Kellogg Foundation S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T O S E grant to conduct our own TRHT effort, led by E E N V O I N O O N E E ENT Promotes Cohesive & Engaged Communities a community-based Steering Committee. Empowers a Broad Range of Stakeholders “The time is at hand for all of us to acknowledge our collective pain, challenge our perceptions Incorporate an Equity Lens about race and race relations, promote 1C into the citywide visioning authentic relationship building and establish equitable policies that serve and benefit all, process for Goals for Dallas and not just a few. For our city to thrive, this 2030, creation of the City’s Strategic is the transformation we all must seek.” Plan, and development of the biennial budget. Joli Robinson Co-Chair of the Dallas TRHT 1C.1 Review City policies and programs Steering Committee to assess opportunities for progress in achieving equity in service delivery. 1C.2 Integrate Equity Indicators into Dallas Jerry Hawkins City Manager’s Office 365 to demonstrate effectiveness in achieving Dallas Truth, Racial Healing City of Dallas departments, equity in service delivery over time. &Transformation philanthropic organizations In early 2018, the Dallas Truth, Office of Resilience, Office of Budget Fall 2018 Racial Healing & Transformation City of Dallas departments S G E E A AT LT E T S E I L L S E I E E N D G A E (TRHT) Steering Committee L ff
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S T T E I T O S E E E N V O I N O O N E E ENT Summer 2018 selected Jerry Hawkins as the Promotes Cohesive & Engaged Communities
S G E E A AT LT E T S E I L L S E I E E N Director of Dallas TRHT. Hawkins is the former D G A Empowers a Broad Range of Stakeholders E L ff
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S T T E I T O S E E E N V O I N O O N E E ENT Project Director for Bachman Lake Together, a Empowers a Broad Range of Stakeholders “collective impact” initiative that brings community- Fosters Long-Term & Integrated Planning led early childhood education, family engagement programs, and additional neighborhood resources to the residents of northwest Dallas. What is Dallas 365? To increase transparency, the City of Dallas has developed performance measures around six strategic priorities to guide the work of City staff.
RESILIENT DALLAS 22 GOALS AND INITIATIVES
Commit to identifying Poverty in Dallas 1D and measuring inequity to drive collaborative action across sectors. 1D.1 Work with the City University of New York (CUNY) Institute for State and Local Governance and the University of Texas at Dallas (UTD) Institute for Urban Policy Research to design and publish Equity Indicators that measure and assess progress toward achieving greater equity in Dallas over time.
Office of Resilience CUNY Institute for State and Local Governance, UTD Institute for Urban Policy Research Winter 2017
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1D.2 Work with the Community Council of Greater Dallas, universities, philanthropic foundations, nonprofits, and service providers to develop and maintain an open-access platform for curated, community-wide data to foster collaboration, align resources, drive actions, and measure outcomes in pursuit of shared community goals. Dallas ISD Racial Equity Office Department of Communication and Information Services, Community Council of Greater Dallas Dallas ISD has established a Racial Equity University and nonprofit data curators Office (REO) with the charge to eliminate systemic disparities and inequitable practices Fall 2018 within the school district, removing barriers to
S G E E A AT LT E T S E I L L S E I E E N D G achievement for all student groups, with an A E L ff
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S T T E I T O S E E E N V O I N O O N E E ENT emphasis on African American and English- Empowers a Broad Range of Stakeholders Promotes Cohesive & Engaged Communities Language Learner Students. The REO will also identify and establish best practices for creating equitable, responsive, and culturally competent work and learning environments.
RESILIENT DALLAS 23 GOAL 2: WELCOMING CITY GOALS AND INITIATIVES
Dallas is welcoming when we embrace our diversity
Immigrants are a growing economic force in Dallas. From 2011 to 2016, immigrants accounted for more than 40% of Dallas’ total population growth, and they comprise almost 32% of the employed labor force. Their contribution to the Dallas economy is equally impressive; immigrant households earn more than $7.9 billion in total income and wield $5.4 billion in spending power.
Given the uncertainty of immigration reform at the federal level and the rancorous tenor of the national debate, it is incumbent upon local leadership to allay fears and promote the successful inclusion of immigrants in the social and economic fabric of our community.
2A.1 Audit City policies concerning 2A.2 Assist in the development Goal 2: Ensure Dallas government leadership, equitable access, civic and implementation of a multi-use engagement, cultural inclusion, education, identification card for Dallas residents. is a Welcoming City to economic development, neighborhood development, and public safety for implicit Office of Welcoming Communities immigrants and all residents. bias and ensure equitable consideration and Immigrant Affairs of immigrant residents and visitors. Office of Community Care, Welcoming Promote and advance the economic, America, New American Economy civic, and social inclusion of What is implicit bias? Spring 2018
immigrants and refugees living in S G E E A AT LT E T S E I L L S E I E E N D G A E Attitudes or stereotypes that affect our L ff
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S T T E I T O S E E E N O V N I O O N E E E NT understanding, actions, and decisions Dallas by implementing welcoming Supports Livelihoods & Employment without our conscious knowledge. policies and initiatives. Empowers a Broad Range of Stakeholders Partner with Welcoming Office of Welcoming Communities and Immigrant Affairs 2A America to become a Certified Welcoming City, Welcoming America, New American Economy a national best practices program Ongoing
that assesses and scores a city’s S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N O O strengths and achievements toward N E E ENT Empowers a Broad Range of Stakeholders becoming an inclusive, welcoming Ensures Social Stability, Security & Justice place for immigrants.
RESILIENT DALLAS 25 GOALS AND INITIATIVES
DA A I IG ANTS IN T E ELIGI ILIT DALLAS ET O OLITAN A EA A E DA A ELIGI LE O DA A ELIGI LE I IG ANTS A E E LO ED
Office of Welcoming Communities and Immigrant Affairs Welcoming America, Welcoming Plan Task Force, Cities for Action, Cities for Citizenship, New Americans Campaign Ongoing
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S T T E I T O S E E E N V O I N O O N E E ENT Promotes Leadership & Effective Management Develop a community 2B.2 Develop a community awareness 2B.4 Assist in developing models of workforce 2B leadership partnership campaign about the economic, social, and cultural contributions immigrants development and educational training that strategy with a focus and refugees make in Dallas. help grow under-resourced communities. on immigration reception and Office of Welcoming Communities Office of Welcoming Communities increasing immigrant participation and Immigrant Affairs and Immigrant Affairs in civic life. Welcoming America, Welcoming Plan Welcoming America, New American Economy 2B.1 Recruit and develop a diverse Task Force, Cities for Action, Cities for Ongoing Citizenship, New Americans Campaign S G E E A AT LT E T S E I L L S base of “community ambassadors” to E I E E N D G A E L ff
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S T T E I T O S E E E N O V N I O O N E E E NT Ongoing guide and inform people about available, Promotes Leadership & Effective Management
S G E E A AT LT E T S E I L reliable services and resources. L S E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N O O N E E ENT Promotes Leadership & Effective Management Office of Welcoming Communities Improve immigrant access and Immigrant Affairs 2C to government, nonprofit, 2B.3 Encourage immigrants to participate Welcoming America, Welcoming Plan in all facets of Dallas civic life and harness and educational services Task Force, Cities for Action, Cities for and resources to foster well-being Citizenship, New Americans Campaign the significant population of residents who have been recently naturalized. and prosperity. Fall 2018
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RESILIENT DALLAS 26 GOALS AND INITIATIVES
2C.1 Collaborate with educational, community, and faith-based organizations 37.9% in the development of multi-purpose Immigrants welcoming hubs located at various play a critical welcoming spaces around Dallas. 69.6% 27.2% role in several CONSTRUCTION Office of Welcoming Communities and Immigrant Affairs key industries Welcoming America, Welcoming Plan in the city. Task Force, Cities for Action, Cities for Citizenship, New Americans Campaign Share of workers in the industry Summer 2018 who were foreign-born in 2016
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S T T E I T O S E E E N V O I N O O N E E ENT PROFESSIONAL ACCOMMODATION Fosters Economic Prosperity Empowers a Broad Range of Stakeholders SERVICES + RECREATION Gateways for Growth 2C.2 Increase the number of Dallas immigrants 43.5% who become naturalized U.S. citizens by Dallas is one of 25 U.S. cities, counties, and 41.1% hosting citizen workshops on an annual basis. regional agencies to receive a Gateways for Growth award for its efforts to welcome and Office of Welcoming Communities and Immigrant Affairs recognize the contributions of immigrants to the community and its strong public- Welcoming America, Welcoming Plan private commitment to the development Task Force, Cities for Action, Cities for of a community-wide strategic plan. Citizenship, New Americans Campaign Spring 2018 The Gateways for Growth Challenge is a
S EG EA T L A T E T S competitive opportunity for local communities E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N O O N E E ENT to receive direct technical assistance from Fosters Economic Prosperity Empowers a Broad Range of Stakeholders New American Economy and Welcoming America to develop multi-sector plans for 2C.3 Inform the Dallas immigrant and welcoming and integrating immigrants. MANUFACTURING GENERAL refugee community of the 2020 Census SERVICES and the importance of their participation. “While Congress debates the value of immigration, in city after city, the evidence is Office of Welcoming Communities already in: immigrants revive neighborhoods and Immigrant Affairs and drive economic growth. The Gateways BY 2016, IMMIGRANTS LIVING IN THE CITY for Growth Challenge offers local leaders HAD HELPED CREATE OR PRESERVE Welcoming America, Welcoming Plan Task Force, Cities for Action, Cities for blueprints for attracting immigrant talent LOCAL Citizenship, New Americans Campaign and jump-starting their economies.” MANUFACTURING JOBS Ongoing John Feinblatt 14,617
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President of New American Economy
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S T T E I T O S E E E N V O I N O O N E E ENT Fosters Economic Prosperity VANISHED OR MOVED ELSEWHERE. Empowers a Broad Range of Stakeholders
RESILIENT DALLAS 27 GOAL 3: ECONOMIC MOBILITY GOALS AND INITIATIVES
Dallas works when our people work
Since the Great Recession, the city of Dallas has consistently maintained an unemployment rate below the national average, and the robust regional economy continues to boom beyond all expectations. Last year, the DFW metropolitan area generated the highest job growth rate in the country, only 7,000 jobs shy of New York’s total, a metropolitan area with triple our population.
Numerous factors coalesce to explain this economic phenomenon―low cost of living, business-friendly regulatory environment, minimal tax burden, central location and temperate climate, a well-diversified economic base―all similarly impressive. But these superlative features belie an insidious poverty rate and the swelling ranks of the working poor.
This paradox of crushing poverty in the face of a consistently strong economy is due to a mix of national and global trends coupled with Dallas’ unique economic characteristics and circumstances. For the prosperity of our residents and our city, Dallas must expand economic mobility to move the working poor into the comfort and security of middle-income life.
3A.1 Embed robust workforce development Goal 3: Increase What is economic mobility? strategies and community development The ability of an individual, family or policies, programs, and projects as economic mobility for other group to change their economic primary components of the City’s new status—usually measured in income. Dallas’ vulnerable and Economic Development Strategy. Prioritize workforce Office of Economic Development marginalized residents. 3A readiness and training, Workforce Solutions of Greater Dallas, skills development, small Community Council of Greater Dallas, Reduce income inequality and increase Economic Development consultant economic mobility by removing barriers business capacity-building, and access to wrap-around services to Fall 2018 S G E TE AL A T and strengthening access to workforce E T S E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N provide marginalized populations O V I N O O N E E ENT development, support services, and Fosters Long-Term & Integrated Planning financial coaching for people who seek access to living wage jobs and Promotes Cohesive & Engaged Communities to secure living wage employment. career pathways.
RESILIENT DALLAS 29 GOALS AND INITIATIVES ILLION IDDLE S ILL O S A E N ILLED IN D
OSTING T E EGION AN ESTI ATED ILLION IN GD
What is a living wage? An approximate income needed to meet a family’s basic needs given the local cost of living.
3A.2 Create an advisory board of primary institutional partners to serve as an inclusive economic growth collaborative with a charge to create a regional workforce ecosystem by identifying gaps in current systems, convening additional partners and service providers, encouraging collaborations and partnerships significant barriers to living wage in advocacy initiatives, aligning funding and Community Council of resources, and establishing outcome measures. employment. Greater Dallas Office of Economic Development 3B.1 Create a database of services and In its nearly 80 years of operation, the Community Council of Greater Dallas, resources and a user-friendly portal for Community Council of Greater Dallas (CCGD) Workforce Solutions of Greater Dallas, Dallas people to find skills training, certification/ has mobilized public, private, and nonprofit County Community College District, Dallas and credentialing programs, and support services Richardson ISDs, Dallas Regional Chamber by service type, provider, or location; partners to address a range of social issues, establish a navigator service to facilitate from health care to child care. CCGD’s Spring 2019 access to these services and resources. collaborative model of leadership has led to
S G E E A AT LT E T S E I L L S the creation of numerous human services E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N O O N E E ENT programs that address high-priority needs Community Council of Greater Dallas Fosters Economic Prosperity in the community, including the Dallas Area Supports Livelihoods & Employment Office of Community Care, Office of Agency on Aging, Dallas County Family Court Economic Development, Communities Services, and Head Start of Greater Dallas. Collaborate with the Foundation of Texas
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S T T E I T O S E E E N V O I N O O N E E ENT Greater Dallas to develop Fosters Long-Term & Integrated Planning Promotes Leadership & Effective Management outreach strategies, programs, and workforce services for Dallas residents who experience
RESILIENT DALLAS 30 GOALS AND INITIATIVES
3B.2 Build out referral networks and Dallas ISD partnerships that provide individuals with skills “We Over Me” Farm at City of Dallas, Mayor and City Council and training opportunities in conjunction with Paul Quinn College services that remove barriers to accessing Ongoing
S those opportunities, i.e. child care, language G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T O Much of southern Dallas is a federally S E E acquisition skills, and transportation services. E N V O I N O O N E E ENT Fosters Long-Term & Integrated Planning recognized food desert. Many of the residents Supports Livelihoods & Employment Community Council of Greater Dallas also rely on public transportation and face the difficult choice of spending hours on a Office of Community Care, Office 3C.2 Support the Dallas County Promise of Economic Development scholarship program by aligning the City’s bus to purchase basic staples like fruit and
vegetables or buying processed, packaged S G E E A AT LT E T S E I L L education initiatives with the Dallas County S E I E E N D G A E L ff
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S T foods from a convenience store closer to home. T E I T O S E E E N V O I N O O N E E ENT Community College District’s efforts, increasing Promotes Leadership & Effective Management Empowers a Broad Range of Stakeholders awareness of the program among students, The We Over Me farm at Paul Quinn College parents and educators, encouraging civic is filling this void and transforming the and business community engagement Champion community health of its community through increased and promoting mentorship programs. food security, economic empowerment, and 3C efforts that ensure (a) environmental stewardship. Paul Quinn’s Dallas County Community College District all Dallas students have student-employees engage in every level of access to a quality education that City of Dallas, Mayor and City Council operations, from planting and harvesting to Ongoing marketing and financial planning, combining provides the skills and knowledge a liberal arts education with hands-on work S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T necessary to succeed in the 21st- O S E E E N V O I N O O N E E ENT Fosters Long-Term & Integrated Planning ready to reinvest in their community. century workforce; and (b) high Supports Livelihoods & Employment school graduates are career- and/ “Someone’s going to figure out the urban or college-ready with access to 3C.3 Advocate with chambers of issues. Why shouldn’t it be the people who commerce, leading employers, and the came from those urban communities that have post-secondary opportunities for Dallas business community in support of a vested interest in those neighborhoods?” education, certification, apprenticeships, paid internships, and or employment. other on-the-job training models that offer Michael Sorrell employment to target populations, such as President of Paul Quinn College 3C.1 Establish joint partnerships with Dallas out-of-school youth and single parents. ISD for elected officials and executive-level administrative staff to meet routinely to Mayor and City Council What is a food desert? identify and discuss policies, programs, and Business community An area where at least one-third of services of common interest that promote Ongoing the population lives more than one the well-being of Dallas students, such as mile from a supermarket or other S G E E A AT LT E T S E I L L S E I E E N D G A E L ff source of healthy, affordable food.
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RESILIENT DALLAS 31 GOALS AND INITIATIVES
Partner with key community 3D.2 Assess potential repurposing of stakeholders, including What is a financial empowerment center? underutilized City facilities as locations for 3D The purpose of these community- financial empowerment centers, informed by the Dallas County Community based centers is to provide education, the Community Needs Assessment developed information, and services that improve the College District, community-based financial stability of low- and moderate- by the Community Council of Greater Dallas. income residents through services organizations, and local foundations such as financial coaching and other Office of Community Care to explore successful financial resources for navigation out of poverty at a community/neighborhood level. Dallas County Community College District, empowerment center models that Community Council of Greater Dallas, Dallas leverage municipal engagement and Richardson ISDs, Communities Foundation or support. Office of Community Care of Texas, Workforce Solutions of Greater Dallas Dallas County Community College District, 2019
S G E E A AT LT E Formalize a partnership with key T S 3D.1 E I L L S E I E E N D G A E Community Council of Greater Dallas, Dallas L ff
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S T T E I T O S E E E N V O I N O O N E EN E stakeholders to develop a strategy for T and Richardson ISDs, Communities Foundation Promotes Cohesive & Engaged Communities creating and implementing a financial of Texas, Workforce Solutions of Greater Dallas Fosters Economic Prosperity empowerment center; identify roles and responsibilities of each stakeholder. 2019
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RESILIENT DALLAS 32 GOALS AND INITIATIVES
Dallas County Promise
The Dallas County Community College District (DCCCD) Foundation is bringing meaningful change and opportunity for students through its Dallas County Promise program. Starting this year, seniors at participating high schools will receive a full tuition scholarship to any DCCCD college, regardless of income or high school GPA. To help them navigate the ins and outs of the college experience, scholars are paired with a success coach, who provides support from the end of their senior year through college completion. Scholars are also eligible for transfer scholarships to UNT Dallas and Southern Methodist University, and DCCCD expects even more universities to participate in the future.
“The cost of college can be a deciding factor in whether or not students attend college. This program helps to remove that barrier and ensures that our students are even more prepared to join the ranks of an educated, well-trained workforce.”
Dr. Michael Hinojosa Superintendent of the Dallas Independent School District
RESILIENT DALLAS 33 GOAL 4: EQUITABLE ACCESS GOALS AND INITIATIVES
Dallas moves when our people can move
21st-century urban mobility will be defined by accessibility, not lane miles designed and constructed for single- occupant vehicles. A superior mobility system will provide convenient, affordable access to all aspects of urban living―employment, education, health care, shopping and services, and recreation. While our current transportation systems and infrastructure were adequate for the past century, Dallas must embrace rapidly advancing technology to meet the mobility demands of this century and improve transportation equity for all Dallas residents.
This will necessitate changes in transportation priorities and investments, as well as a new approach to city building and urban design. Dallas has already What is accessibility? The relative ease of reaching a meaningful begun the transformation to higher density with a mix of land uses. Our destination, such as work, school, shopping or services. Accessibility transportation planners have also acknowledged the need to reclaim portions measures should focus on equity in service of our expansive rights-of-way to accommodate the range of mode choices delivery, affordability, health and safety. within the public realm. Streets must be physically redefined to safely Who is transit-dependent? accommodate pedestrians, cyclists, shared mobility vehicles, and public transit, Individuals with limited automobile access who rely on public transportation in addition to the private automobile. The gradual and successful transition of for daily activities, usually because all these aspects will build not only a superior transportation system, but also of age, income or ability. economic and social equity for transit-dependent people who today are denied opportunities available to their more mobile counterparts.
housing opportunities, and quality 4A.1 Incorporate extensive community Goal 4: Ensure Dallas conversations with system users and services that foster well-being. transit-dependent populations into provides residents with the plan development process. reasonable, reliable, and Ensure the Strategic Department of Transportation 4A Mobility Plan incorporates Transit users equitable access. transportation equity into Summer 2018
S all elements of the plan, including G E E A AT LT E T S E I L L S E I E E N D G A E L ff
Ensure our local and regional transit Promotes Cohesive & Engaged Communities
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S T T E I T O S E E E N V O I N O O N E E ENT the vision, goals, guiding principles, system provides transit-dependent Provides Reliable Communication & Mobility residents with reasonable, reliable, partnerships, resource allocation, and equitable access to employment, and funding priorities.
RESILIENT DALLAS 35 GOALS AND INITIATIVES
4A.2 Identify and rely on advocacy groups to expand outreach efforts and IN TES O LESS UTA Transportation deepen understanding of barriers and O A O TO E ONSIDE ED Equity Study challenges confronting transit users. A ESSI LE T ANSIT Department of Transportation Dr. Shima Hamidi at the University of Texas Transportation advocacy groups at Arlington is producing groundbreaking Summer 2018 research by analyzing transportation equity within the city, including affordability, job and S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N O O N E E ENT Dr. Shima Hamidi Promotes Leadership & Effective Management Provides Reliable Communication & Mobility E E T AN O O S A ESSI LE Institute of Urban Studies, T ANSIT O A O IT O ESIDENTS University of Texas at Arlington Regularly convene Dallas IN T E T ANSIT DE ENDENT O E Dr. Shima Hamidi is director of 4B members of the Dallas the Institute of Urban Studies and Assistant Professor of Urban Area Rapid Transit Department of Transportation Planning at the University of Texas at Arlington. She also serves as the director of (DART) Board to establish and Dallas DART Board members formalize City goals and policy the Center for Transportation Equity, Decisions & Ongoing Dollars, a consortium of five universities funded
recommendations to guide decision- S G E E A AT LT E T S by the U.S. Department of Transportation to E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N O O N E EN E T conduct transportation policy research that leads
making and align representation Effective Management with Dallas’ priorities. Fosters Long-Term & Integrated Planning to innovative policy making. Dr. Hamidi’s research has been published in multiple planning journals and cited by regional and national news outlets.
RESILIENT DALLAS 36 GOALS AND INITIATIVES
Improve transportation 4C access to employment, housing, education, health care, and other essential services for Dallas residents by addressing neighborhood infrastructure and system operational standards. 4C.1 Collaborate with the UTA Center for Transportation Equity, Decisions & Dollars (CTEDD) on the Opportunity Score Study to advance research at the neighborhood level and use GIS analysis to identify system gaps and deficiencies.
Department of Transportation UTA CTEDD, Department of Communication and Information Services Summer 2018
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S T T E I T O S E E E N V O I N O O N E E ENT Provides & Enhances Natural & Manmade Assets 4C.2 Collaborate with DART and major Fosters Long-Term & Integrated Planning employers and stakeholders to create What is first mile/last mile? mechanisms to fund and operationalize When transportation accessibility first mile/last mile mobility solutions is limited because transit stops are located beyond a “comfortable walking What is GIS analysis? for major employment centers. distance” (usually ¼ to ½ mile). Geographic Information System (GIS) applications allow users to create Department of Transportation interactive searches, analyze spatial 4C.3 Create a joint DART/City transit information, edit data in maps, and present DART, major employers at the infrastructure needs inventory and urban the results of all these operations. International Inland Port of Dallas design standards to guide capital investment in Ongoing transit facilities and supporting infrastructure.
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S T T E I T O S E Department of Transportation E E N V O I N O O N E E ENT Fosters Economic Prosperity Provides & Enhances Natural DART, Department of Planning and Urban & Manmade Assets Design, Department of Public Works Fall 2019
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RESILIENT DALLAS 37 GOAL 5: HEALTHY COMMUNITIES GOALS AND INITIATIVES
Dallas is healthy when our people are healthy
“The strength of a community can be measured by how well it cares for its youngest and most vulnerable residents…” ―Christopher J. Durovich, President and CEO of Children’s Health System of Texas
For the past 15 years, Children’s Health has produced a comprehensive report, Beyond ABC, that examines the quality of life of children in North Texas. Childhood well-being is measured not only by the physical, emotional, and mental health of an individual, but also by broader social and economic determinants that impact the lives of children.
Beyond ABC observes that despite recent improvement in many measures, significant disparity persists. Dallas has double the national average of uninsured. Nearly one-third of Dallas children live in poverty, and more than 160,000 lack sufficient nutrition to lead active, healthy lives.
Dallas was recently selected as only one of five cities to participate in a national collaborative with public health experts and researchers from the Milken Institute School of Public Health at George Washington University in Washington, D.C. This program has enriched and deepened our understanding of the adversities facing Dallas’ children in their homes and neighborhoods. Moving forward, Dallas will partner with governmental agencies (city, county, and school district), health providers, and community-based partners to share data, align programs, develop strategies, and advocate for improved health outcomes for our youngest and most vulnerable residents.
Develop new collaborative What are social and Goal 5: Leverage economic determinants? 5A strategies and align The complex, integrated, and overlapping partnerships to promote resources to address social structures and economic systems in which people live that are responsible health disparities for children and for most health inequities. These include healthy communities. factors like socioeconomic status, families living with the toxic stress education, the physical environment, Strengthen partnerships with anchor employment, and social support networks, generated by adverse economic, as well as access to health care. institutions to understand and address social, and environmental the social determinants of health and conditions of poverty and blight. improve the well-being of Dallas residents in neighborhoods of concentrated poverty.
RESILIENT DALLAS 39 GOALS AND INITIATIVES
5A.1 Work with the Milken Institute Office of Community Care/ School of Public Health to identify and Building Citymart Partnership understand the health disparities produced Community Resilience by adverse community environments. In 2017, the City of Dallas opened a new Office of Community Care with the mission to provide social Office of Community Care, Milken The Building Community Resilience (BCR) and supportive services that improve the quality Institute School of Public Health model focuses on identifying and strengthening of life for seniors, children, and other economically National Association of City and County Health buffers against negative public health outcomes insecure residents. Because people’s lives are Officials, Children’s Health, Childcare Group, associated with Adverse Childhood Experiences so heavily impacted by access to quality health Dallas County Health & Human Services in the context of Adverse Community care, the staff sought to better understand the Environments (“the Pair of ACEs”). Dallas, one Ongoing City’s role in working with health care providers of only five cities selected to test and implement
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S T T E I T O S E E E N V O I N O O N E E ENT Fosters Long-Term & Integrated Planning initiatives, including Family University, which Citymart developed the Dallas Opportunity connects parents in the Early Head Start Builder, a web app that allowed community 5A.2 Collaborate with Dallas County Health & program to parenting resources and support stakeholders and subject matter experts to Human Services, the Community Council of in the community, and Integrated Behavioral share innovative opportunities for improving Greater Dallas, Children’s Health, Parkland Health, which seeks to make behavioral health service delivery across the City. The City tested Health & Hospital System, and the American care an integral part of everyday pediatric care. these ideas in a Problem Framing Workshop Heart Association to share data and conduct a ―with key stakeholders and social service geospatial analysis of health disparities; identify The five BCR test sites are supported by the providers―to identify and prioritize strategies. specific areas of need, available resources, and Doris Duke Charitable Foundation, the Milken gaps in services available for Dallas residents. Family Foundation, and the Kresge Foundation. Four Opportunity Reports were produced that covered topics from job creation for disadvantaged Community Council of Greater Dallas communities to data-driven decision making Wendy Ellis and service delivery. The reports provided best Dallas County Health & Human Services, City Building Community Resilience of Dallas, Children’s Health, Parkland Health & practices and actionable recommendations. Hospital System, American Heart Association The BCR process and the “Pair of ACEs” concept are based Fall 2018 on the research of Wendy Ellis,
S G E E A AT LT E T S the Project Director of the BCR E I L L S E I E E N D G A E L ff
Fosters Long-Term & Integrated Planning
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S T What is toxic stress? T E I T O S E E E N V O I N O collaborative at the Milken O N E E ENT Ensures Public Health Services Toxic stress can occur when a child Institute School of Public Health Promotes Leadership & Effective Management experiences strong, frequent, and/or at George Washington University. Ellis’ work in prolonged adversity—such as physical children’s health and public health policy research or emotional abuse, chronic neglect, and development has been noted by a number of caregiver substance abuse or mental national organizations, and she frequently advises illness, exposure to violence, and/or the legislative staffers in Washington, D.C. In 2017, she accumulated burdens of family economic was named a Doris Duke Fellow for the Promotion hardship—without adequate adult support. of Child Wellbeing for her innovative research in strategies to prevent child abuse and neglect.
Ellis’ article detailing the BCR process, “A New Framework for Addressing Adverse Childhood and Community Experiences: The Building Community Resilience Model” was published in the September 2017 Journal of Academic Pediatrics.
RESILIENT DALLAS 40 GOALS AND INITIATIVES
NACCHO AVE E E IEN ED A A E E T E E A IL DISO DE LEADING E ONO I TO DIVO E SE A ATION A DS I S A key goal of the Kresge Foundation is to advance a partnership between the Building AVE LIVED IT Community Resilience (BCR) collaborative SO EONE O AD and the National Association of City and AL O OL D G County Health Officials (NACCHO), which O LE partners with and advocates for change for local health departments across the U.S. Through a strategic planning process AVE E E IEN ED facilitated by NACCHO―Mobilizing Action T E DEAT O through Planning and Partnership (MAPP) A ENT ―the Dallas BCR team is strengthening its ties with local public health organizations. A E AVE EEN A 5A.3 Use a data-driven approach to determine IN DALLAS service needs, establish targets and metrics, VI TI ITNESS O form partnerships, and align funding to further NEIG O OOD meaningful program outcomes for federally VIOLEN E funded programs, such as Community Development Block Grants (CDBG), Emergency Solutions Grants (ESG), and Housing AVE A A ENT O Opportunities for Persons With AIDS (HOPWA). AS SE VED TI E IN AIL AVE ITNESSED DO ESTI VIOLEN E Office of Community Care IN T E O E Philanthropic funders, service providers AVE LIVED IT 2019 SO EONE O AS
ENTALL ILL S I IDAL S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N O O N E E ENT Ensures Public Health Services Promotes Leadership & Effective Management 5B.1 Implement Rapid Integrated Group Dallas Fire-Rescue Healthcare Team (RIGHT) Care, a Dallas County Health & Human Services, Advance operational response team of specially trained and equipped paramedics, police officers, and Dallas Police Department, Dallas-Fort Worth 5B strategies and public mental health professionals dispatched Hospital Council, North Texas Behavioral Health Authority, Mayor’s Grow South for behavioral health emergencies. education models that will Initiative, community behavioral health service effectively reduce non-emergency providers, hospital systems, key data partners EMS calls and improve public January 2018
S G E E A AT LT E T S E I L L S E I E E N D G A E L ff health outcomes.
Ensures Continuity of Critical Services
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RESILIENT DALLAS 41 GOALS AND INITIATIVES
5B.4 Expand the community paramedic program and explore an enhanced community health worker program to improve health and access to health care for high-frequency users by providing patient navigation, advocacy, and education services.
Dallas Fire-Rescue City of Dallas, health care partners
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S T T E I T O S E E E N V O I N O O N E E ENT Provides Reliable Communication & Mobility
Strengthen the Office of 5C Emergency Management’s capacity to plan for, prevent, respond to, and ensure recovery from pandemic public health emergencies and events.
5B.2 Partner on land acquisition and infrastructure improvements for the What is a health care desert? What is a pandemic? development of the Integrated Health Clinic Areas where doctors and facilities are An epidemic of an infectious disease that in southern Dallas, providing access to isolated (or nonexistent) and patients have has spread across a very wide area. mental and behavioral health resources to travel long distances to receive care. and alleviating the adverse health impacts 5C.1 Develop and adopt a comprehensive 5B.3 Fully implement Priority Dispatch program of living in a health care desert. patient tracking system capable of tracking that evaluates and prioritizes the appropriate patients from EMS/triage through the Ed Cor Health level of response to 911 calls; use data to hospital system and temporary housing until evaluate future staffing and resource needs. Meadows Mental Health Policy Institute, UNT patients are reunified with their families; this Dallas, Paul Quinn College, TH+A Architects, Dallas Fire-Rescue system would be scalable to other cities in Metrocare Services, Parkland Health & the region that use the Bio-Tel system. Hospital System, GrowSouth Fund, United City of Dallas
S Way, Dallas Police Department, Dallas G E E A AT LT E T S E I L L Office of Emergency Management S E I E E N D G A E L ff
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S T T E I T O S E County Health & Human Services, Dallas E E N V O I N O O N E E ENT Fosters Long-Term & Integrated Planning ISD, UT Southwestern, Momentus Institute, Department of Housing and Neighborhood Ensures Public Health Services Children’s, Baylor, Homeward Bound Revitalization, Office of Community Care, Dallas County Health & Human Services 2018
Spring 2018 S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
Ensures Public Health Services I N S A S G E E A T T L T A E T T S E I E T I L O L S S E E I E E E N D G E N A O V E N I O L O ff N E E E N T Provides Reliable Communication & Mobility I N A
S T Provides & Enhances Natural T E I T O S E E E N V O I N O O N E E ENT & Manmade Assets Fosters Long-Term & Integrated Planning Ensures Continuity of Critical Services Ensures Public Health Services
RESILIENT DALLAS 42 GOALS AND INITIATIVES
Office of Emergency Management What is the Bio-Tel system? Emergency Department of Housing and Neighborhood Secondary dispatch that evaluates hospital Preparedness Seminar capacity to match emergency patients with Revitalization, Office of Community Care, the hospital system that can provide the most Dallas County Health & Human Services appropriate care in the timeliest manner. Spring 2019 In December, the City’s executive leadership
S participated in a seminar conducted by the G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N Center for Homeland Defense and Security V O I N O O N E E ENT Identify and plan for housing options in 5C.2 Ensures Continuity of Critical Services (CHDS) Mobile Education Team (MET). During the event (a) a large number of individuals Ensures Public Health Services are displaced for extended periods of time the seminar, the MET guided participants or (b) a pandemic public health emergency through a realistic scenario designed to creates the need for quarantine housing for a improve the city’s resilience strategies large number of people receiving treatment. in the event of a public health crisis.
RESILIENT DALLAS 43 GOAL 6: NEIGHBORHOOD INFRASTRUCTURE GOAL 7: ENVIRONMENTAL SUSTAINABILITY GOALS AND INITIATIVES
Dallas thrives when our neighborhoods thrive
Resilient neighborhoods nurture relationships, foster social cohesiveness, and strengthen civic engagement. As Dallas prepares to spend more than $1 billion from the 2017 Bond Program, we must ensure public investment supports healthy and sustainable communities.
6A.1 Partner with the Trust for Public Land in Goal 6: Invest in leveraging the robust GIS platform it created Smart Growth to analyze and assess the long-term resource for Dallas neighborhood infrastructure and funding commitments necessary to build and maintain open space infrastructure to revitalize historically with additional GIS-based datasets such as Smart Growth for Dallas is a partnership the Market Value Analysis, socioeconomic between The Trust for Public Land, underserved neighborhoods. demographics, and social determinants of the Texas Trees Foundation, and health; commit to using this analytic tool buildingcommunityWORKSHOP that uses GIS- Improve the quality of the natural to evaluate significant public investment in based mapping and community engagement to and built environment through infrastructure, housing, economic development drive smart, equitable, and impactful investment sustained and intentional public- projects, and environmental initiatives. in green assets to improve the city’s social, environmental, and economic resilience. sector commitment of services, Department of Communication and resources, and infrastructure funding. Information Services, Trust for Public Land Robert Kent Department of Public Works, Office of The Trust for Public Land Economic Development, Policy Solutions Recognize and Robert Kent is the North Texas Area Director at the Reinvestment Fund, Department of 6A institutionalize the need Housing and Neighborhood Revitalization, for the Trust for Public Land―a national for a multi-pronged, Department of Planning and Urban Design nonprofit working to bring high-quality parks, trails, and green spaces within a coordinated, place-based approach October 2018 10-minute walk of every Dallas resident. The
S G E E A AT LT E T S E I L L S E E I E N D G organization is helping the City integrate data A E L ff
and the long-term commitment Provides & Enhances Natural
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S T T E I T O S E E E N V O I N O O N E E ENT into sustainable public policy solutions to our necessary to achieve holistic & Manmade Assets Fosters Long-Term & Integrated Planning most pressing environmental health issues. revitalization in low- and moderate- Ensures Public Health Services income neighborhoods. What is the Market Value Analysis? A data-based tool to assist policymakers, residents, and other stakeholders in understanding the local residential real estate market and inform City policy around housing program design, production levels, and incentives.
RESILIENT DALLAS 45 GOALS AND INITIATIVES
Dallas Leading the Way
Dallas has been an environmental leader in North Texas for decades. In the 1960s, the City conducted the first emissions inventory for the region, and today has the largest and most robust local air program in Texas. In June 2017, Mayor Rawlings joined 392 U.S. Climate Mayors to pledge Dallas would honor its commitment to improve air quality and reduce carbon emissions in accordance with the Paris Climate Agreement.
Dallas Bond Program
In November 2017, Dallas voters approved a $1.05 billion Bond Program to address critical infrastructure needs, including upgrades to the city’s aging traffic signals and drainage projects 6A.2 Create a cross-departmental City Manager’s Office to control flooding and erosion. Bond funds committee with executive-level leadership and representation from the Department of Department of Housing and Neighborhood will also pay for quality of life improvements Revitalization, Department of Public Works, such as new parks and recreation facilities. Housing and Neighborhood Revitalization, the Department of Public Works, the Department Department of Transportation, Department of Transportation, the Department of Code of Code Enforcement, Office of Economic Development, Office of Fair Housing, Office Enforcement, the Office of Economic of Environmental Quality, Office of Homeless What is a place-based approach? Development, the Office of Fair Housing, Solutions, Office of Community Care Bottom-up approach to community the Office of Environmental Quality, the development that aims to address the unique Office of Homeless Solutions, the Office of Spring 2019
S needs of a neighborhood―such as poor G E E A AT LT E T S E I L L S E I E E N D G A E L ff Community Care, and the Office of Resilience
Meets Basic Needs
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S T T housing, social isolation, poor or fragmented E I T O S E E E N V O I N O O N E E ENT service provision, or limited economic to establish common goals, strategies, and Promotes Leadership & Effective Management opportunities―by collaborating with people at actions that address the disparities and Fosters Long-Term & Integrated Planning the local level to identify the best resources. adverse community conditions (economic, social, physical, and environmental) present in low- and moderate-income neighborhoods.
RESILIENT DALLAS 46 GOALS AND INITIATIVES
Dallas Innovation Alliance
The buzzword at DIA is “smart”―smart lighting, smart parking, even smart water―efforts that sit at the intersection of data, technology, and community. DIA’s most recent endeavor, the West End “Living Lab,” will showcase these and other smart city elements, serving as a scalable model for Dallas to increase economic development, conserve resources, and improve the quality of life for all residents.
Jennifer Sanders Dallas Innovation Alliance As co-founder and executive director of DIA, Jennifer Sanders has assembled a network of 30 organizations to design and execute an aligned smart city strategy. Sanders, brings more than 12 years of experience in a broad range of industries, including energy, Office of the Bond Program technology, and economic development. DALLAS O NT AS ONE O Office of Economic Development, Department T E IG EST ILD OS ITALI ATION of Housing and Neighborhood Revitalization, ATES O AST A IN T E STATE 6A.3 Strategically target public commitment of Department of Public Works, Department AND T E IG EST IN T E EGION resources and investment using data-driven of Park and Recreation, Trinity Watershed analysis that leverages and supports the Management, Department of Equipment and work of the nonprofit and philanthropic sector Building Services, Office of Homeless Solutions and serves as a catalyst for private-sector 2019
investment to unlock development potential S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T for housing and neighborhood services. O S E E E N V O I N O O N E E ENT & Manmade Assets Ensures Continuity of Critical Services Fosters Economic Prosperity AST A
T E ATES O ILD OOD AST A DIAGNOSES IN DALLAS A E T E NATIONAL AVE AGE
RESILIENT DALLAS 47 GOALS AND INITIATIVES
7A.2 Work with The Nature Conservancy, Goal 7: Promote Trust for Public Land, and Texas A&M AgriLife The Nature Conservancy Research to compile existing flooding and environmental sustainability drainage analyses across the City into a comprehensive map to identify gaps and The Nature Conservancy is leading the effort to improve public health nature-based solutions to reduce flooding. to solve Dallas’ most pressing environmental Office of Environmental Quality health challenges. During the last six months, and alleviate adverse the Conservancy brought together more Trinity Watershed Management, The than 50 community leaders in identifying environmental conditions. Nature Conservancy, Trust for Public four problem areas: air quality, urban heat, Land, Texas A&M AgriLife Research water quality and quantity, and access to Embrace nature-based solutions Spring 2019 green space. In line with its vision of a “cool,
S clean, resilient Dallas,” the Conservancy and G E E A AT LT E T S E I L L to the environmental and public S E I E E N D G A E L ff
Ensures Continuity of Critical Services
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S T T E I T O S E its core partners―the City of Dallas, Texas Trees E E N V O I N O O N E E ENT Fosters Long-Term & Integrated Planning health challenges impacting Dallas’ Foundation and The Trust for Public Land―are Provides & Enhances Natural marginalized communities. now developing a framework to address these & Manmade Assets issues comprehensively and collaboratively. Support and leverage the 7A.3 Conduct a greenhouse gas emissions 7A leadership of academic inventory to identify largest emissions sources, Laura Huffman institutions, nonprofit set reduction goals, and develop innovative, The Nature Conservancy market-driven approaches to improve air quality organizations, and philanthropic Laura Huffman is state director for The Nature and mitigate the impacts of climate change. Conservancy in Texas and founding director of foundations working to fill science the Conservancy’s North America Cities program, Office of Environmental Quality and data gaps to bring best created to support cities as they integrate natural practices to Dallas and North Texas. Environmental conservation organizations infrastructure into local planning and development. Spring 2018 Dr. Kathy Jack Work with The Nature Conservancy, 7A.1 S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T O S Dallas ISD, and a health partner to conduct E E E N V O I N O O N E E ENT an air quality study that assesses the & Manmade Assets Dr. Kathy Jack has more than 15 years of Ensures Public Health Services experience using environmental technology impact of poor air quality on childhood Fosters Long-Term & Integrated Planning asthma and asthma-related absenteeism. to identify nature-based solutions to resource problems―energy, food and water. As Office of Environmental Quality What are nature-based solutions? Dallas Urban Conservation Associate, Dr. Jack has mobilized public, private, The Nature Conservancy, Dallas Actions that protect, sustainably manage, and ISD, health partner restore the environment while addressing and nonprofit partners, to engage in this major social and economic challenges problem-solving effort at a citywide level. Fall 2018 effectively and innovatively, including climate
change, water and food security, human S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N O O N E E ENT Provides & Enhances Natural & Manmade Assets Supports Livelihoods & Employment
RESILIENT DALLAS 48 GOALS AND INITIATIVES
Promote partnership efforts The Texas Trees Foundation 7B to implement green infrastructure projects in O DALLAS NON E E GEN SEDAN LEET IS O OSED The Texas Trees Foundation uses research, neighborhoods disproportionately O ELE T I AND ALTE NATIVE technology, and education to strategically vulnerable to the impacts of the EL VE I LES protect, plant, and care for trees and ensure urban heat island effect, poor water a return on investment for projects that support growth and livability. Far more than quality, and poor air quality. a tree-planting organization, Texas Trees 7B.1 Collaborate on Cool, Clean, Resilient IT O E ATIONS collaborates with urban planners, landscape N ON Dallas, a pilot project to identify ecologically architects, developers, corporations, and vulnerable neighborhoods for targeted tree municipalities to improve the quality of life I plantings, green stormwater infrastructure for citizens who call Dallas and North Texas IN ALTE NATIVE ENE G home. Critical research for the City of Dallas projects, and open space accessibility. ENE A LE ENE G includes the 2015 State of the Dallas Urban IND AND SOLA Office of Environmental Quality Forest Report and the 2017 Dallas Urban Heat Island Study, which set the baseline for four The Nature Conservancy, Texas major initiatives: Southwestern Medical District Trees Foundation Urban Streetscape Master Plan, Cool Schools, Fall 2019
NeighborWoods, and Downtown Dallas. S G E E A AT LT E T S E I L L S E I E E N D G A E L ff
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S T T E I T O S E E E N V O I N O O N E E ENT & Manmade Assets ALL NE IT Ensures Public Health Services ST T ES A E Janette Monear Fosters Long-Term & Integrated Planning Texas Trees Foundation ILT E TI IA LE Janette Monear, President/CEO of the Texas AS LEED SILVE O ETTE Trees Foundation, is dedicated to creating livable and resilient communities through trees, green What is green infrastructure? infrastructure, and sustainable design. Based in An approach to water management that protects, restores, or mimics the natural EarthX education, research, and creative vision, Monear water cycle by integrating the natural is a pioneer in urban forestry. She is a frequent environment and engineered systems. speaker at national and local conferences and Dallas is home to EarthX, the world’s largest a leader in organizational development. annual environmental expo, conference and film festival. Environmentalist and business man Trammell S. Crow founded EarthX as Earth Day Texas in 2011 to promote environmental awareness and action. Now a global platform, EarthX2018 convened approximately 138,000 participants, 700 exhibitors and 400 speakers, representing business, government, nonprofits and academia, from nearly every state and 20 countries, to collaborate on sustainable solutions for a resilient world.
RESILIENT DALLAS 49 EQUITY LENS EQUITY
EQUITY
INDICATORSRESILIENT DALLAS 50 EQUITY
The Dallas Equity Indicators project was developed The Equity Indicators will be used as a framework in collaboration with the City University of New York’s for residents, business and nonprofit leaders, City Institute for State and Local Governance (CUNY ISLG) and administrators, and elected officials to understand the the University of Texas at Dallas’ Institute for Urban Policy power of governmental policy in providing opportunity to Research (UTD IUPR) as a comprehensive tool to help all residents. More importantly, this tool can demonstrate Dallas understand and measure equity in our community. the effectiveness of current public policies and initiatives and highlight areas where new efforts may be needed The Equity Indicators tool is designed to measure to ensure all residents have access to opportunities disparities faced by marginalized or disadvantaged to improve their lives and provide for their families. groups, such as racial and ethnic minorities, immigrants, or individuals living in poverty, and whether those The indicators and findings will be publicly available so disparities are improving or worsening. Disparity is communities can hold the City accountable for its work measured across six thematic areas: Economic in analyzing the current barriers to opportunity and its Opportunity, Education, Housing and Neighborhood promises to advance equity and improve conditions Quality, Justice and Government, Public Health, for all its residents. The City is committed to increasing and Transportation and Infrastructure. transparency through the annual measurement and publication of this data, which will provide a clear view into the disparities in our community.
RESILIENT DALLAS 51 APPENDIX
APPENDIX APPENDIX
RESILIENT DALLAS 53 APPENDIX
A Resilient Dallas is an equitable Dallas
INI IA I E A I N EAD PA NE A N I E A E
Conduct an internal audit of City policies to develop a common understanding of equity within the organization as an Equity consultant all employer and as a service provider to our residents Build an equitable City administration City Manager’s ffice A and workplace culture. Examine administrative policies and programs through a shared learning process that includes trainings, data collection, City of Dallas departments Spring and monitoring.
Engage in external community conversation with Dallas Support and partner with anchor Truth, Racial ealing and Transformation through intentional Dallas Truth, Racial ealing institutions and community-based listening, examination of institutional racism in policies, and and Transformation all efforts to advance equity initiatives commitment to timely change where needed. across Dallas by recognizing and City of Dallas reconciling a history of inequity and Support the efforts of Dallas ISD’s Racial Equity ffice by acknowledging race and place matter in educational achievement fostering communication of social Dallas ISD Summer and collaborating on strategies and actions to drive timely change differences between diverse communities Racial Equity ffice (City collaboration and individuals. in neighborhoods where disparate conditions impact a child’s to begin Summer ) ability to learn.
Review City policies and programs to assess opportunities City of Dallas departments, Incorporate an Equity Lens into the City Manager’s ffice all for progress in achieving equity in service delivery. philanthropic organizations A citywide visioning process for Goals for Dallas 2030, creation of the City’s Integrate Equity Indicators into Dallas to demonstrate ffice of Resilience, Strategic Plan, and development of the City of Dallas departments Summer biennial budget. effectiveness in achieving equity in service delivery over time ffice of udget
ork with the City University of New York (CUNY) Institute for State Local Governance and the University of Texas at CUNY Institute for State and Dallas (UTD) Institute for Urban Policy Research to design and ffice of Resilience Local Governance, UTD Institute Spring implement Equity Indicators that measure and assess progress for Urban Policy Research toward achieving greater equity in Dallas over time. Commit to identifying and measuring D inequity to drive collaborative action ork with the Community Council of Greater Dallas, across sectors. universities, philanthropic foundations, nonprofits, and service Department of Communication providers to develop and maintain an open access platform for and Information Services, University and nonprofit all curated, community wide data to foster collaboration, align Community Council of data curators resources, drive actions, and measure outcomes in pursuit of Greater Dallas shared community goals.
RESILIENT DALLAS 54 APPENDIX
INI IA I E A I N EAD PA NE A N I E A E
Conduct an internal audit of City policies to develop a common understanding of equity within the organization as an Equity consultant all employer and as a service provider to our residents Build an equitable City administration City Manager’s ffice A A and workplace culture. Examine administrative policies and programs through a shared learning process that includes trainings, data collection, City of Dallas departments Spring and monitoring.
Engage in external community conversation with Dallas Support and partner with anchor Truth, Racial ealing and Transformation through intentional Dallas Truth, Racial ealing institutions and community-based listening, examination of institutional racism in policies, and and Transformation all efforts to advance equity initiatives commitment to timely change where needed. across Dallas by recognizing and City of Dallas reconciling a history of inequity and Support the efforts of Dallas ISD’s Racial Equity ffice by acknowledging race and place matter in educational achievement fostering communication of social Dallas ISD Summer and collaborating on strategies and actions to drive timely change differences between diverse communities Racial Equity ffice (City collaboration and individuals. in neighborhoods where disparate conditions impact a child’s to begin Summer ) ability to learn.
Review City policies and programs to assess opportunities City of Dallas departments, Incorporate an Equity Lens into the City Manager’s ffice all for progress in achieving equity in service delivery. philanthropic organizations A citywide visioning process for Goals for Dallas 2030, creation of the City’s Integrate Equity Indicators into Dallas to demonstrate ffice of Resilience, Strategic Plan, and development of the City of Dallas departments Summer biennial budget. effectiveness in achieving equity in service delivery over time ffice of udget
ork with the City University of New York (CUNY) Institute for State Local Governance and the University of Texas at CUNY Institute for State and Dallas (UTD) Institute for Urban Policy Research to design and ffice of Resilience Local Governance, UTD Institute Spring implement Equity Indicators that measure and assess progress for Urban Policy Research toward achieving greater equity in Dallas over time. Commit to identifying and measuring D inequity to drive collaborative action ork with the Community Council of Greater Dallas, across sectors. universities, philanthropic foundations, nonprofits, and service Department of Communication providers to develop and maintain an open access platform for and Information Services, University and nonprofit all curated, community wide data to foster collaboration, align Community Council of data curators resources, drive actions, and measure outcomes in pursuit of Greater Dallas shared community goals.
RESILIENT DALLAS 55 APPENDIX
Dallas is welcoming when we embrace our diversity
INI IA I E A I N EAD PA NE A N I E A E
udit City policies concerning government leadership, equitable elcoming merica, access, civic engagement, cultural inclusion, education, economic Partner with Welcoming America to New merican Economy ngoing A become a Certified Welcoming City, development, neighborhood development, and public safety for a national best practices program implicit bias and ensure equitable consideration of immigrant that assesses and scores a city’s strengths residents and visitors. ffice of Community Care, and achievements toward becoming an ssist in the development and implementation of a multi use inclusive, welcoming place for immigrants. elcoming merica, Spring identification card for Dallas residents. New merican Economy,
Recruit and develop a diverse base of community ambassadors to guide and inform people about available, reliable all services and resources.
Develop a community awareness campaign about the economic, social, and cultural contributions immigrants and ngoing Develop a community leadership refugees make in Dallas. partnership strategy with a focus on immigration reception and increasing E Encourage immigrants to participate in all facets of Dallas elcoming merica, elcoming immigrant participation in civic life. D civic life and harness the significant population of residents who ffice of elcoming Communities Plan Task orce, Cities for ction, ngoing have been recently naturalized. and Immigrant ffairs Cities for Citizenship, New mericans Campaign
ssist in developing models of workforce development and ngoing educational training that help grow under resourced communities. Collaborate with educational, community, and faith based organizations in the development of multi purpose welcoming Summer hubs located at various welcoming spaces around Dallas.
Improve immigrant access to Increase the number of Dallas immigrants who become government, nonprofit, and naturalized U.S. citizens by hosting citizen workshops on an Spring educational services and resources annual basis. to foster well-being and prosperity.
Inform the Dallas immigrant and refugee community of the Census and the importance of their participation. ngoing
RESILIENT DALLAS 56 APPENDIX
Dallas is welcoming when we embrace our diversity
INI IA I E A I N EAD PA NE A N I E A E
udit City policies concerning government leadership, equitable elcoming merica, access, civic engagement, cultural inclusion, education, economic Partner with Welcoming America to New merican Economy ngoing A become a Certified Welcoming City, development, neighborhood development, and public safety for a national best practices program implicit bias and ensure equitable consideration of immigrant that assesses and scores a city’s strengths residents and visitors. ffice of Community Care, and achievements toward becoming an ssist in the development and implementation of a multi use inclusive, welcoming place for immigrants. elcoming merica, Spring identification card for Dallas residents. New merican Economy,
Recruit and develop a diverse base of community ambassadors to guide and inform people about available, reliable all services and resources.
Develop a community awareness campaign about the economic, social, and cultural contributions immigrants and ngoing Develop a community leadership refugees make in Dallas. partnership strategy with a focus on immigration reception and increasing E Encourage immigrants to participate in all facets of Dallas elcoming merica, elcoming immigrant participation in civic life. D civic life and harness the significant population of residents who ffice of elcoming Communities Plan Task orce, Cities for ction, ngoing have been recently naturalized. and Immigrant ffairs Cities for Citizenship, New mericans Campaign
ssist in developing models of workforce development and ngoing educational training that help grow under resourced communities. Collaborate with educational, community, and faith based organizations in the development of multi purpose welcoming Summer hubs located at various welcoming spaces around Dallas.
Improve immigrant access to Increase the number of Dallas immigrants who become government, nonprofit, and naturalized U.S. citizens by hosting citizen workshops on an Spring educational services and resources annual basis. to foster well-being and prosperity.
Inform the Dallas immigrant and refugee community of the Census and the importance of their participation. ngoing
RESILIENT DALLAS 57 APPENDIX
Dallas works when our people work
INI IA I E A I N EAD PA NE A N I E A E Embed robust workforce development strategies and community orkforce Solutions of Greater Dallas, Community Council of Prioritize workforce readiness and development policies, programs, and projects as primary components of all A training, skills development , small the City’s new Economic Development Strategy. Greater Dallas, Economic Development consultant business capacity-building, and access to ffice of Economic wrap-around services to provide marginalized Create an advisory board of primary institutional partners to serve as an inclusive economic growth collaborative with a charge to create a Development Community Council of Greater Dallas, orkforce Solutions of populations access to living wage jobs and regional workforce ecosystem by identifying gaps in current systems, Greater Dallas, Dallas County Community College District, Dallas Spring career pathways. convening additional partners and service providers, encouraging and Richardson ISDs, Dallas Regional Chamber collaborations and partnerships in advocacy initiatives, aligning funding and resources, and establishing outcome measures.
Create a database of services and resources and a user friendly portal for people to find skills training, certification credentialing programs, ffice of Community Care, ffice of Economic Development, Collaborate with the Community Council and support services by service type, provider, or location establish a Communities oundation of Texas of Greater Dallas to develop outreach navigator service to facilitate access to these services and resources. strategies, programs, and workforce Community Council of Yet to be services for Dallas residents who experience uild out referral networks and partnerships that provide individuals Greater Dallas determined significant barriers to living wage employment. with skills and training opportunities in conjunction with services that ffice of Community Care, ffice of Economic Development remove barriers to accessing those opportunities, i.e. child care, language acquisition skills, and transportation services.
E Establish joint partnerships with Dallas ISD for elected officials and executive level administrative staff to meet routinely to identify and discuss policies, programs, and services of common interest that promote Dallas ISD City of Dallas, Mayor and City Council the well being of Dallas students, such as immigration issues, the public Champion community efforts that ensure health challenges of teen pregnancy, homelessness, and the growing D a) all Dallas students have access to a number of disconnected youth. quality education that provides the skills Support the Dallas County Promise scholarship program by aligning and knowledge necessary to succeed in the the City’s education initiatives with the Dallas County Community College Dallas County Community 21st-century workforce; and b) high school District’s efforts, increasing awareness of the program among students, City of Dallas, Mayor and City Council ngoing College District graduates are career- and/or college-ready with parents and educators, encouraging civic and business community access to post-secondary opportunities for engagement, and promoting mentorship programs. education, certification, and employment. dvocate with chambers of commerce, leading employers, and the Dallas business community in support of apprenticeships, paid internships, Mayor and City Council usiness community and other on the job training models that offer employment to target Partner with key community populations, such as out of school youth and single parents. D stakeholders, including the Dallas County Community College District, ormalize a partnership with key stakeholders to develop a strategy community-based organizations, and local for creating and implementing a financial empowerment center identify Dallas County Community College District, Community Council of foundations to explore successful financial roles and responsibilities of each stakeholder. ffice of Community Care Greater Dallas, Dallas and Richardson ISDs, Communities empowerment center models that leverage oundation of Texas, orkforce Solutions of Greater Dallas municipal engagement or support. ssess potential repurposing of underutilized City facilities as locations for financial empowerment centers, informed by the Community Needs ssessment developed by the Community Council of Greater Dallas.
RESILIENT DALLAS 58 APPENDIX
Dallas works when our people work
INI IA I E A I N EAD PA NE A N I E A E Embed robust workforce development strategies and community orkforce Solutions of Greater Dallas, Community Council of Prioritize workforce readiness and development policies, programs, and projects as primary components of all A training, skills development , small the City’s new Economic Development Strategy. Greater Dallas, Economic Development consultant business capacity-building, and access to ffice of Economic wrap-around services to provide marginalized Create an advisory board of primary institutional partners to serve as an inclusive economic growth collaborative with a charge to create a Development Community Council of Greater Dallas, orkforce Solutions of populations access to living wage jobs and regional workforce ecosystem by identifying gaps in current systems, Greater Dallas, Dallas County Community College District, Dallas Spring career pathways. convening additional partners and service providers, encouraging and Richardson ISDs, Dallas Regional Chamber collaborations and partnerships in advocacy initiatives, aligning funding and resources, and establishing outcome measures.
Create a database of services and resources and a user friendly portal for people to find skills training, certification credentialing programs, ffice of Community Care, ffice of Economic Development, Collaborate with the Community Council and support services by service type, provider, or location establish a Communities oundation of Texas of Greater Dallas to develop outreach navigator service to facilitate access to these services and resources. strategies, programs, and workforce Community Council of Yet to be services for Dallas residents who experience uild out referral networks and partnerships that provide individuals Greater Dallas determined significant barriers to living wage employment. with skills and training opportunities in conjunction with services that ffice of Community Care, ffice of Economic Development remove barriers to accessing those opportunities, i.e. child care, language acquisition skills, and transportation services.
E Establish joint partnerships with Dallas ISD for elected officials and executive level administrative staff to meet routinely to identify and discuss policies, programs, and services of common interest that promote Dallas ISD City of Dallas, Mayor and City Council the well being of Dallas students, such as immigration issues, the public Champion community efforts that ensure health challenges of teen pregnancy, homelessness, and the growing D a) all Dallas students have access to a number of disconnected youth. quality education that provides the skills Support the Dallas County Promise scholarship program by aligning and knowledge necessary to succeed in the the City’s education initiatives with the Dallas County Community College Dallas County Community 21st-century workforce; and b) high school District’s efforts, increasing awareness of the program among students, City of Dallas, Mayor and City Council ngoing College District graduates are career- and/or college-ready with parents and educators, encouraging civic and business community access to post-secondary opportunities for engagement, and promoting mentorship programs. education, certification, and employment. dvocate with chambers of commerce, leading employers, and the Dallas business community in support of apprenticeships, paid internships, Mayor and City Council usiness community and other on the job training models that offer employment to target Partner with key community populations, such as out of school youth and single parents. D stakeholders, including the Dallas County Community College District, ormalize a partnership with key stakeholders to develop a strategy community-based organizations, and local for creating and implementing a financial empowerment center identify Dallas County Community College District, Community Council of foundations to explore successful financial roles and responsibilities of each stakeholder. ffice of Community Care Greater Dallas, Dallas and Richardson ISDs, Communities empowerment center models that leverage oundation of Texas, orkforce Solutions of Greater Dallas municipal engagement or support. ssess potential repurposing of underutilized City facilities as locations for financial empowerment centers, informed by the Community Needs ssessment developed by the Community Council of Greater Dallas.
RESILIENT DALLAS 59 APPENDIX
Dallas moves when our people can move
INI IA I E A I N EAD PA NE A N I E A E
Incorporate extensive community conversations with system users and transit dependent populations into the plan development Transit users Summer process.
Ensure the Strategic Mobility Plan A incorporates transportation equity into Identify and rely on advocacy groups to expand outreach all elements of the plan, including the efforts and deepen understanding of barriers and challenges Transportation advocacy groups Summer vision, goals, guiding principles, confronting transit users. partnerships, resource allocation, and funding priorities. Dallas rea Rapid Transit, Regional Use community input and data to inform the creation of the Transportation Council, Texas Strategic Mobility Plan vision statement, goals, and policy Department of Transportation, North all recommendations. Texas Tollway uthority, Dallas County, North Central Texas Council of Governments
Regularly convene Dallas members of the Dallas Area Rapid Transit (DART) Regularly convene Dallas members of the Dallas rea Rapid E D Transit (D RT) oard to establish and formalize City goals and Board to establish and formalize City Department of Transportation Dallas D RT oard members ngoing goals and policy recommendations to guide policy recommendations to guide decision making and align decision-making and align representation representation with Dallas’ priorities. with Dallas’ priorities. Collaborate with the UT Center for Transportation Equity, Decisions Dollars (CTEDD) on the pportunity Score Study to UT CTEDD, Department advance research at the neighborhood level and use GIS analysis of Communication and Summer to identify system gaps and deficiencies. Information Services Improve transportation access to employment, housing, education, health care, and other essential Collaborate with D RT and major employers and D RT, major employers at the services for Dallas residents by addressing stakeholders to create mechanisms to fund and operationalize International Inland Port of Dallas ngoing first mile last mile mobility solutions for major employment centers. neighborhood infrastructure and system operational standards. Create a joint D RT City transit infrastructure needs D RT, Department of Planning and inventory and urban design standards to guide capital investment Urban Design, Department all in transit facilities and supporting infrastructure. of Public orks
RESILIENT DALLAS 60 APPENDIX
Dallas moves when our people can move
INI IA I E A I N EAD PA NE A N I E A E
Incorporate extensive community conversations with system users and transit dependent populations into the plan development Transit users Summer process.
Ensure the Strategic Mobility Plan A incorporates transportation equity into Identify and rely on advocacy groups to expand outreach all elements of the plan, including the efforts and deepen understanding of barriers and challenges Transportation advocacy groups Summer vision, goals, guiding principles, confronting transit users. partnerships, resource allocation, and funding priorities. Dallas rea Rapid Transit, Regional Use community input and data to inform the creation of the Transportation Council, Texas Strategic Mobility Plan vision statement, goals, and policy Department of Transportation, North all recommendations. Texas Tollway uthority, Dallas County, North Central Texas Council of Governments
Regularly convene Dallas members of the Dallas Area Rapid Transit (DART) Regularly convene Dallas members of the Dallas rea Rapid E D Transit (D RT) oard to establish and formalize City goals and Board to establish and formalize City Department of Transportation Dallas D RT oard members ngoing goals and policy recommendations to guide policy recommendations to guide decision making and align decision-making and align representation representation with Dallas’ priorities. with Dallas’ priorities. Collaborate with the UT Center for Transportation Equity, Decisions Dollars (CTEDD) on the pportunity Score Study to UT CTEDD, Department advance research at the neighborhood level and use GIS analysis of Communication and Summer to identify system gaps and deficiencies. Information Services Improve transportation access to employment, housing, education, health care, and other essential Collaborate with D RT and major employers and D RT, major employers at the services for Dallas residents by addressing stakeholders to create mechanisms to fund and operationalize International Inland Port of Dallas ngoing first mile last mile mobility solutions for major employment centers. neighborhood infrastructure and system operational standards. Create a joint D RT City transit infrastructure needs D RT, Department of Planning and inventory and urban design standards to guide capital investment Urban Design, Department all in transit facilities and supporting infrastructure. of Public orks
RESILIENT DALLAS 61 APPENDIX
Dallas is healthy when our people are healthy
INI IA I E A I N EAD PA NE A N I E A E ork with the Milken Institute School of Public ealth to identify and ffice of Community Care, understand the health disparities produced by adverse community National ssociation of City and County ealth fficials, Children’s Milken Institute School ngoing environments. ealth, Childcare Group, Dallas County ealth uman Services of Public ealth Develop new collaborative strategies and Collaborate with Dallas County ealth uman Services, the Community Council of Greater Dallas, Children’s ealth, Parkland ealth Dallas County ealth uman Services, City of Dallas, A align resources to address health Community Council ospital System, and the merican eart ssociation to share data Children’s ealth, Parkland ealth ospital System, all disparities for children and families living of Greater Dallas with the toxic stress generated by adverse and conduct a geospatial analysis of health disparities identify specific merican eart ssociation economic, social, and environmental conditions areas of need, available resources, and gaps in services, available for of poverty and blight. Dallas residents. Use a data driven approach to determine service needs, establish targets and metrics, form partnerships, and align funding to further ffice of Community Care Philanthropic funders and service providers meaningful program outcomes for federally funded programs, such as Community Development lock Grants (CD G), Emergency Solutions Grants (ESG), and ousing pportunities for Persons ith IDS ( P ).
Implement Rapid Integrated Group ealthcare Team (RIG T) Care, Dallas County ealth uman Services, Dallas Police Department, Dallas ort orth ospital Council, North Texas ehavioral ealth a response team of specially trained and equipped paramedics, police anuary officers, and mental health professionals dispatched for behavioral uthority, Mayor’s Grow South Initiative, community behavioral health health emergencies. service providers, hospital systems, key data partners Advance operational strategies and Partner on land acquisition and infrastructure improvements for the Neighbor Up, Meadows Mental ealth Policy Institute, UNT Dallas, public education models that will Paul uinn College, T rchitects, Metrocare Services, Parkland development of the Integrated ealth Clinic in southern Dallas, providing effectively reduce non-emergency EMS access to mental and behavioral health resources and alleviating the ealth ospital System, GrowSouth und, United ay, Dallas Police calls and improve public health outcomes. adverse health impacts of living in a health care desert. Department, Dallas County ealth uman Services, Dallas ISD ully implement Priority Dispatch program that evaluates and prioritizes the appropriate level of response to calls use data to Dallas ire Rescue City of Dallas ngoing evaluate future staffing and resource needs.
Expand the community paramedic program and explore an enhanced community health worker program to improve health and access City of Dallas, health care partners ngoing to health care for high frequency users by providing patient navigation, advocacy, and education services.
Develop and adopt a comprehensive patient tracking system capable of tracking patients from EMS triage through the hospital system and Strengthen the Office of Emergency temporary housing until patients are reunified with their families this system Spring Management’s capacity to plan for, would be scalable to other cities in the region that use the io Tel system. prevent, respond to, and ensure recovery ffice of Emergency Department of ousing and Neighborhood Revitalization, ffice of Community Care, Dallas County ealth uman Services from pandemic public health emergencies Identify and plan for housing options in the event a) a large number of Management and events. individuals are displaced for extended periods of time or b) a pandemic Spring public health emergency creates the need for quarantine housing for a large number of people receiving treatment.
RESILIENT DALLAS 62 APPENDIX
Dallas is healthy when our people are healthy
INI IA I E A I N EAD PA NE A N I E A E ork with the Milken Institute School of Public ealth to identify and ffice of Community Care, understand the health disparities produced by adverse community National ssociation of City and County ealth fficials, Children’s Milken Institute School ngoing environments. ealth, Childcare Group, Dallas County ealth uman Services of Public ealth Develop new collaborative strategies and Collaborate with Dallas County ealth uman Services, the Community Council of Greater Dallas, Children’s ealth, Parkland ealth Dallas County ealth uman Services, City of Dallas, A align resources to address health Community Council ospital System, and the merican eart ssociation to share data Children’s ealth, Parkland ealth ospital System, all disparities for children and families living of Greater Dallas with the toxic stress generated by adverse and conduct a geospatial analysis of health disparities identify specific merican eart ssociation economic, social, and environmental conditions areas of need, available resources, and gaps in services, available for of poverty and blight. Dallas residents. Use a data driven approach to determine service needs, establish targets and metrics, form partnerships, and align funding to further ffice of Community Care Philanthropic funders and service providers meaningful program outcomes for federally funded programs, such as Community Development lock Grants (CD G), Emergency Solutions Grants (ESG), and ousing pportunities for Persons ith IDS ( P ).
Implement Rapid Integrated Group ealthcare Team (RIG T) Care, Dallas County ealth uman Services, Dallas Police Department, Dallas ort orth ospital Council, North Texas ehavioral ealth a response team of specially trained and equipped paramedics, police anuary officers, and mental health professionals dispatched for behavioral uthority, Mayor’s Grow South Initiative, community behavioral health health emergencies. service providers, hospital systems, key data partners Advance operational strategies and Partner on land acquisition and infrastructure improvements for the Neighbor Up, Meadows Mental ealth Policy Institute, UNT Dallas, public education models that will Paul uinn College, T rchitects, Metrocare Services, Parkland development of the Integrated ealth Clinic in southern Dallas, providing effectively reduce non-emergency EMS access to mental and behavioral health resources and alleviating the ealth ospital System, GrowSouth und, United ay, Dallas Police calls and improve public health outcomes. adverse health impacts of living in a health care desert. Department, Dallas County ealth uman Services, Dallas ISD ully implement Priority Dispatch program that evaluates and prioritizes the appropriate level of response to calls use data to Dallas ire Rescue City of Dallas ngoing evaluate future staffing and resource needs.
Expand the community paramedic program and explore an enhanced community health worker program to improve health and access City of Dallas, health care partners ngoing to health care for high frequency users by providing patient navigation, advocacy, and education services.
Develop and adopt a comprehensive patient tracking system capable of tracking patients from EMS triage through the hospital system and Strengthen the Office of Emergency temporary housing until patients are reunified with their families this system Spring Management’s capacity to plan for, would be scalable to other cities in the region that use the io Tel system. prevent, respond to, and ensure recovery ffice of Emergency Department of ousing and Neighborhood Revitalization, ffice of Community Care, Dallas County ealth uman Services from pandemic public health emergencies Identify and plan for housing options in the event a) a large number of Management and events. individuals are displaced for extended periods of time or b) a pandemic Spring public health emergency creates the need for quarantine housing for a large number of people receiving treatment.
RESILIENT DALLAS 63 APPENDIX
Dallas thrives when our neighborhoods thrive
INI IA I E A I N EAD PA NE A N I E A E
Partner with the Trust for Public Land in leveraging the robust GIS platform it created to analyze and assess the long term resource and funding Department of Public orks, ffice of Economic Development, commitments necessary to build and maintain open space infrastructure with Department of Communication Policy Solutions at the Reinvestment und, Department of ousing additional GIS based datasets such as the Market alue nalysis, and Information Services, ctober and Neighborhood Revitalization, Department of socioeconomic demographics, and social determinants of health commit to Trust for Public Land Planning and Urban Design using this analytic tool to evaluate significant public investment in infrastructure, housing, economic development projects, and environmental initiatives.
Create a cross departmental committee with executive level Recognize and institutionalize the need for leadership and representation from the Department of ousing and I A a multi-pronged, coordinated, place-based Neighborhood Revitalization, the Department of Public orks, the Department of ousing and Neighborhood Revitalization, approach and the long-term commitment Department of Transportation, the Department of Code Enforcement, the Department of Public orks, Department of Transportation, necessary to achieve holistic revitalization in low- ffice of Economic Development, the ffice of air ousing, the ffice of City Manager’s ffice Department of Code Enforcement, ffice of Economic Spring and moderate-income neighborhoods. Environmental uality, the ffice of omeless Solutions, the ffice of Development, ffice of air ousing, ffice of Environmental Community Care, and the ffice of Resilience to establish common goals, uality, ffice of omeless Solutions, ffice of Community Care strategies, and actions that address the disparities and adverse community conditions (economic, social, physical, and environmental) present in low and moderate income neighborhoods. ffice of Economic Development, Department of ousing and Strategically target public commitment of resources and investment using Neighborhood Revitalization, Department of Public orks, data driven analysis that leverages and supports the work of the nonprofit and ffice of the Department of Park and Recreation, Trinity atershed Spring philanthropic sector and serves as a catalyst for private sector investment to ond Program Management, Department of Equipment and uilding Services, unlock development potential for housing and neighborhood services. ffice of omeless Solutions ork with The Nature Conservancy, Dallas ISD, and a health partner to conduct an air quality study that assesses the impact of poor air quality The Nature Conservancy, Dallas ISD, health partner all on childhood asthma and asthma related absenteeism.
Support and leverage the leadership of ork with The Nature Conservancy, Trust for Public Land, and Texas A academic institutions, nonprofit Trinity atershed Management, M griLife Research to compile existing flooding and drainage analyses ffice of organizations, and philanthropic The Nature Conservancy, Trust for Public Land, Spring P across the City into a comprehensive map to identify gaps and nature based Environmental uality foundations working to fill science and data Texas M griLife Research gaps to bring best practices to Dallas and solutions to reduce flooding. North Texas. Conduct a greenhouse gas emissions inventory to identify largest emissions sources, set reduction goals, and develop innovative, Environmental conservation organizations Spring Promote partnership efforts to implement market driven approaches to improve air quality and mitigate the impacts of green infrastructure projects in climate change. neighborhoods disproportionately Collaborate on Cool, Clean, Resilient Dallas, a pilot project to identify vulnerable to the impacts of the urban heat island ffice of ecologically vulnerable neighborhoods, for targeted tree plantings, green The Nature Conservancy, Texas Trees oundation all effect, poor water quality, and poor air quality. stormwater infrastructure projects, and open space accessibility. Environmental uality
RESILIENT DALLAS 64 APPENDIX
Dallas thrives when our neighborhoods thrive
INI IA I E A I N EAD PA NE A N I E A E
Partner with the Trust for Public Land in leveraging the robust GIS platform it created to analyze and assess the long term resource and funding Department of Public orks, ffice of Economic Development, commitments necessary to build and maintain open space infrastructure with Department of Communication Policy Solutions at the Reinvestment und, Department of ousing additional GIS based datasets such as the Market alue nalysis, and Information Services, ctober and Neighborhood Revitalization, Department of socioeconomic demographics, and social determinants of health commit to Trust for Public Land Planning and Urban Design using this analytic tool to evaluate significant public investment in infrastructure, housing, economic development projects, and environmental initiatives.
Create a cross departmental committee with executive level Recognize and institutionalize the need for leadership and representation from the Department of ousing and I A a multi-pronged, coordinated, place-based Neighborhood Revitalization, the Department of Public orks, the Department of ousing and Neighborhood Revitalization, approach and the long-term commitment Department of Transportation, the Department of Code Enforcement, the Department of Public orks, Department of Transportation, necessary to achieve holistic revitalization in low- ffice of Economic Development, the ffice of air ousing, the ffice of City Manager’s ffice Department of Code Enforcement, ffice of Economic Spring and moderate-income neighborhoods. Environmental uality, the ffice of omeless Solutions, the ffice of Development, ffice of air ousing, ffice of Environmental Community Care, and the ffice of Resilience to establish common goals, uality, ffice of omeless Solutions, ffice of Community Care strategies, and actions that address the disparities and adverse community conditions (economic, social, physical, and environmental) present in low and moderate income neighborhoods. ffice of Economic Development, Department of ousing and Strategically target public commitment of resources and investment using Neighborhood Revitalization, Department of Public orks, data driven analysis that leverages and supports the work of the nonprofit and ffice of the Department of Park and Recreation, Trinity atershed Spring philanthropic sector and serves as a catalyst for private sector investment to ond Program Management, Department of Equipment and uilding Services, unlock development potential for housing and neighborhood services. ffice of omeless Solutions ork with The Nature Conservancy, Dallas ISD, and a health partner to conduct an air quality study that assesses the impact of poor air quality The Nature Conservancy, Dallas ISD, health partner all on childhood asthma and asthma related absenteeism.
Support and leverage the leadership of ork with The Nature Conservancy, Trust for Public Land, and Texas A academic institutions, nonprofit Trinity atershed Management, M griLife Research to compile existing flooding and drainage analyses ffice of organizations, and philanthropic The Nature Conservancy, Trust for Public Land, Spring P across the City into a comprehensive map to identify gaps and nature based Environmental uality foundations working to fill science and data Texas M griLife Research gaps to bring best practices to Dallas and solutions to reduce flooding. North Texas. Conduct a greenhouse gas emissions inventory to identify largest emissions sources, set reduction goals, and develop innovative, Environmental conservation organizations Spring Promote partnership efforts to implement market driven approaches to improve air quality and mitigate the impacts of green infrastructure projects in climate change. neighborhoods disproportionately Collaborate on Cool, Clean, Resilient Dallas, a pilot project to identify vulnerable to the impacts of the urban heat island ffice of ecologically vulnerable neighborhoods, for targeted tree plantings, green The Nature Conservancy, Texas Trees oundation all effect, poor water quality, and poor air quality. stormwater infrastructure projects, and open space accessibility. Environmental uality
RESILIENT DALLAS 65 INI IA I E A I N EAD PA NE A N I E A E
Partner with the Trust for Public Land in leveraging the robust GIS platform it created to analyze and assess the long term resource and funding Department of Public orks, ffice of Economic Development, commitments necessary to build and maintain open space infrastructure with Department of Communication Policy Solutions at the Reinvestment und, Department of ousing additional GIS based datasets such as the Market alue nalysis, and Information Services, ctober and Neighborhood Revitalization, Department of socioeconomic demographics, and social determinants of health commit to Trust for Public Land Planning and Urban Design using this analytic tool to evaluate significant public investment in infrastructure, housing, economic development projects, and environmental initiatives.
APPENDIX Create a cross departmental committee with executive level Recognize and institutionalize the need for leadership and representation from the Department of ousing and I A a multi-pronged, coordinated, place-based Neighborhood Revitalization, the Department of Public orks, the Department of ousing and Neighborhood Revitalization, approach and the long-term commitment Department of Transportation, the Department of Code Enforcement, the Department of Public orks, Department of Transportation, necessary to achieve holistic revitalization in low- ffice of Economic Development, the ffice of air ousing, the ffice of City Manager’s ffice Department of Code Enforcement, ffice of Economic Spring and moderate-income neighborhoods. Environmental uality, the ffice of omeless Solutions, the ffice of Development, ffice of air ousing, ffice of Environmental Community Care, and the ffice of Resilience to establish common goals, uality, ffice of omeless Solutions, ffice of Community Care Dallas thrives when our neighborhoods thrivestrategies, and actions that address the disparities and adverse community conditions (economic, social, physical, and environmental) present in low and moderate income neighborhoods. INI IA I E A I N EAD ffice of Economic Development,PA NE Department of ousing and A N I E A E Strategically target public commitment of resources and investment using Neighborhood Revitalization, Department of Public orks, data driven analysis that leverages and supports the work of the nonprofit and ffice of the Department of Park and Recreation, Trinity atershed Spring philanthropic sector and serves as a catalyst for private sector investment to ond Program Partner with the Trust for Public Land in leveraging the robust GIS platform Management, Department of Equipment and uilding Services, itunlock created development to analyze potentialand assess for housingthe long term and neighborhood resource and services. funding Department of Public ffice orks, of omeless ffice ofSolutions Economic Development, commitments necessary to build and maintain open space infrastructure with Department of Communication Policy Solutions at the Reinvestment und, Department of ousing additional GIS based datasets such as the Market alue nalysis, and Information Services, ctober ork with The Nature Conservancy, Dallas ISD, and a health partner and Neighborhood Revitalization, Department of socioeconomic demographics, and social determinants of health commit to to conduct an air quality study that assesses the impact of poor air quality Trust for Public Land The Nature Conservancy,Planning and UrbanDallas DesignISD, health partner all usingon childhood this analytic asthma tool and to evaluate asthma related significant absenteeism. public investment in infrastructure, housing, economic development projects, and environmental initiatives. Support and leverage the leadership of A academic institutions, nonprofit Create ork with a cross departmental The Nature Conservancy, committee Trust with for Publicexecutive level Land, and Texas Recognize and institutionalize the need for leadership and representation from the Department of ousing and ffice of Trinity atershed Management, organizations, and philanthropic M griLife Research to compile existing flooding and drainage analyses Spring I P A a multi-pronged, coordinated, place-based Neighborhood Revitalization, the Department of Public orks, the The Nature Conservancy, Trust for Public Land, foundations working to fill science and data across the City into a comprehensive map to identify gaps and nature based Environmental uality Department of ousing and Neighborhood Revitalization, approach and the long-term commitment Department of Transportation, the Department of Code Enforcement, the Texas M griLife Research gaps to bring best practices to Dallas and solutions to reduce flooding. Department of Public orks, Department of Transportation, necessary to achieve holistic revitalization in low- ffice of Economic Development, the ffice of air ousing, the ffice of North Texas. City Manager’s ffice Department of Code Enforcement, ffice of Economic Spring and moderate-income neighborhoods. Environmental Conduct a uality, greenhouse the ffice gas emissions of omeless inventory Solutions, to identify the ffice largest of Development, ffice of air ousing, ffice of Environmental Communityemissions sources, Care, and set thereduction ffice goals,of Resilience and develop to establish innovative, common goals, uality, fficeEnvironmental of omeless conservation Solutions, ffice organizations of Community Care Spring Promote partnership efforts to implement strategies,market driven and approaches actions that to address improve the air disparitiesquality and and mitigate adverse the impactscommunity of green infrastructure projects in conditionsclimate change. (economic, social, physical, and environmental) present in low and moderate income neighborhoods. neighborhoods disproportionately Collaborate on Cool, Clean, Resilient Dallas, a pilot project to identify vulnerable to the impacts of the urban heat island ecologically vulnerable neighborhoods, for targeted tree plantings, green ffice of fficeThe of Economic Nature Conservancy, Development, Texas Department Trees oundation of ousing and Strategically target public commitment of resources and investment using all effect, poor water quality, and poor air quality. stormwater infrastructure projects, and open space accessibility. Environmental uality Neighborhood Revitalization, Department of Public orks, data driven analysis that leverages and supports the work of the nonprofit and ffice of the Department of Park and Recreation, Trinity atershed Spring philanthropic sector and serves as a catalyst for private sector investment to ond Program Management, Department of Equipment and uilding Services, unlock development potential for housing and neighborhood services. ffice of omeless Solutions ork with The Nature Conservancy, Dallas ISD, and a health partner to conduct an air quality study that assesses the impact of poor air quality The Nature Conservancy, Dallas ISD, health partner all on childhood asthma and asthma related absenteeism.
Support and leverage the leadership of ork with The Nature Conservancy, Trust for Public Land, and Texas A academic institutions, nonprofit Trinity atershed Management, M griLife Research to compile existing flooding and drainage analyses ffice of organizations, and philanthropic The Nature Conservancy, Trust for Public Land, Spring P across the City into a comprehensive map to identify gaps and nature based Environmental uality foundations working to fill science and data Texas M griLife Research gaps to bring best practices to Dallas and solutions to reduce flooding. North Texas. Conduct a greenhouse gas emissions inventory to identify largest emissions sources, set reduction goals, and develop innovative, Environmental conservation organizations Spring Promote partnership efforts to implement market driven approaches to improve air quality and mitigate the impacts of green infrastructure projects in climate change. neighborhoods disproportionately Collaborate on Cool, Clean, Resilient Dallas, a pilot project to identify vulnerable to the impacts of the urban heat island ffice of ecologically vulnerable neighborhoods, for targeted tree plantings, green The Nature Conservancy, Texas Trees oundation all effect, poor water quality, and poor air quality. stormwater infrastructure projects, and open space accessibility. Environmental uality
RESILIENT DALLAS 66 INI IA I E A I N EAD PA NE A N I E A E
Partner with the Trust for Public Land in leveraging the robust GIS platform it created to analyze and assess the long term resource and funding Department of Public orks, ffice of Economic Development, commitments necessary to build and maintain open space infrastructure with Department of Communication Policy Solutions at the Reinvestment und, Department of ousing additional GIS based datasets such as the Market alue nalysis, and Information Services, ctober and Neighborhood Revitalization, Department of socioeconomic demographics, and social determinants of health commit to Trust for Public Land Planning and Urban Design using this analytic tool to evaluate significant public investment in infrastructure, housing, economic development projects, and environmental initiatives.
Create a cross departmental committee with executive level APPENDIX Recognize and institutionalize the need for leadership and representation from the Department of ousing and I A a multi-pronged, coordinated, place-based Neighborhood Revitalization, the Department of Public orks, the Department of ousing and Neighborhood Revitalization, approach and the long-term commitment Department of Transportation, the Department of Code Enforcement, the Department of Public orks, Department of Transportation, necessary to achieve holistic revitalization in low- ffice of Economic Development, the ffice of air ousing, the ffice of City Manager’s ffice Department of Code Enforcement, ffice of Economic Spring and moderate-income neighborhoods. 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Department of Public orks, Department of Transportation, necessary to achieve holistic revitalization in low- ffice of Economic Development, the ffice of air ousing, the ffice of North Texas. City Manager’s ffice Department of Code Enforcement, ffice of Economic Spring and moderate-income neighborhoods. Environmental Conduct a uality, greenhouse the ffice gas emissions of omeless inventory Solutions, to identify the ffice largest of Development, ffice of air ousing, ffice of Environmental Communityemissions sources, Care, and set thereduction ffice goals,of Resilience and develop to establish innovative, common goals, uality, fficeEnvironmental of omeless conservation Solutions, ffice organizations of Community Care Spring Promote partnership efforts to implement strategies,market driven and approaches actions that to address improve the air disparitiesquality and and mitigate adverse the impactscommunity of green infrastructure projects in conditionsclimate change. (economic, social, physical, and environmental) present in low and moderate income neighborhoods. neighborhoods disproportionately Collaborate on Cool, Clean, Resilient Dallas, a pilot project to identify vulnerable to the impacts of the urban heat island ecologically vulnerable neighborhoods, for targeted tree plantings, green ffice of fficeThe of Economic Nature Conservancy, Development, Texas Department Trees oundation of ousing and Strategically target public commitment of resources and investment using all effect, poor water quality, and poor air quality. stormwater infrastructure projects, and open space accessibility. 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RESILIENT DALLAS 67 APPENDIX
Resilient Dallas was made possible by the enormous support of our residents, as well as Dallas’ academic, nonprofit, faith-based, business and government communities. The City of Dallas is deeply grateful for their collective efforts, insights and energy, which led to a Strategy that is both practical and aspirational. This Strategy is a major milestone in our collaborative engagement, but it is only the beginning. We look forward to even greater achievements as our communities work together to advance resilience and equity in Dallas.
RESILIENT DALLAS STRATEGY TEAM COMMUNITY ADVISORY COMMITTEE Theresa O’Donnell, Chief Resilience Officer Regina Montoya, Mayor’s Task Force on Poverty (Chair) Kati Beth Wood, Management Assistant Timothy M. Bray, Ph.D., UTD, Institute for Urban Policy Research Chelsea Monty, Management Assistant Richie Butler, St. Paul United Methodist Church Teresa Jackson, Sharing Life 100 RESILIENT CITIES Mirjam Kirk, Family Gateway Cyndy Lutz, Dallas Area Habitat for Humanity Michael Berkowitz Leonor Marquez, Los Barrios Unidos Community Clinic Eric Wilson Miguel Solis, Dallas Independent School District Peter Jenkins Susan Hoff, United Way of Metropolitan Dallas Smita Rawoot Elizabeth Sobel Blum, Federal Reserve Bank of Dallas Yael Friedman Dr. Baranda Fermin, Faith in Texas Michelle Kinder, Momentous Institute STRATEGY PARTNER Duane Dankesreiter, Dallas Regional Chamber AECOM Eva Szalkai Csaky, Ph.D., MSF, SMU Hunt Institute Michael Gagne, appointed by DISD Board President Cortney Nicolato, The Senior Source CITY OF DALLAS DEPARTMENTS Javier E. Olguin, Ph.D., Dallas County Community College District Communication and Information Services Dallas Fire-Rescue ENGAGEMENT Dallas Police Department Dallas Water Utilities American Heart Association Housing and Neighborhood Revitalization American Institute of Architects Office of Budget American Planning Association Office of Community Care AT&T Office of Economic Development Atmos Energy Office of Emergency Management Brunk Government Relations Services Office of Environmental Quality Building Community Resilience Office of Homeless Solutions Childcare Group Planning and Urban Design Children’s Health Transportation Cities for Action Trinity Watershed Management Cities for Citizenship Welcoming Communities and Immigrant Affairs City University of New York Institute for State and Local Governance Citymart CitySquare STEERING COMMITTEE Commit Dallas Heather Lepeska, Office of Economic Development, City of Dallas Communities Foundation of Texas Dr. S. Marshal Isaacs, UT Southwestern Medical Center Community Council of Greater Dallas James McGuire, Office of Environmental Quality, City of Dallas Dallas Area Rapid Transit Monique Ward, Planning and Urban Design, City of Dallas Dallas Citizens Council Chelsea St. Louis, Mobility Planning, City of Dallas
RESILIENT DALLAS 68 APPENDIX
Dallas County North Texas Food Bank Dallas County Community College District North Texas Tollway Authority Dallas County Health and Human Services Oak Cliff Chamber of Commerce Dallas County Medical Society Oncor Electric Dallas Faces Race Parkland Center for Clinical Innovation Dallas Housing Authority Parkland Health and Hospital System Dallas Independent School District Paul Quinn College Dallas Innovation Alliance Regional Transportation Council Dallas Regional Chamber Revitalize South Dallas Coalition Dallas Women’s Foundation Richardson Independent School District Dallas Youth Commission San Diego State University National Center for Urban School Transformation Dallas Truth, Racial Healing and Transformation SMU Embrey Human Rights Program Dallas-Fort Worth Hospital Council SMU Hunt Institute for Engineering and Humanity Downtown Dallas, Inc. Society of American Military Engineers Earth Day Texas Southern Methodist University Federal Reserve Bank of Dallas Southfair Community Development Corporation Friendship-West Baptist Church Texas A&M AgriLife Research Greater Dallas Planning Council Texas Department of Transportation Habitat for Humanity Texas Trees Foundation Harvard Kennedy School Government Performance Lab Texas Workforce Solutions of Greater Dallas Health and Wellness Alliance for Children The Institute for Urban Policy Research at University of Texas at Dallas Heritage Oak Cliff The Nature Conservancy Lyda Hill Foundation The Senior Source Mayor’s LGBT Task Force Toyota Mobility Foundation Mayor’s Task Force on Homelessness Trinity Park Conservancy Mayor’s Task Force on Poverty Trust for Public Land Milken Institute School of Public Health U.S. Environmental Protection Agency National Association of City and County Health Officials U.S. Green Building Council Texas Chapter Neighbor Up United Way of Metropolitan Dallas New Americans Campaign University of North Texas New American Economy University of Texas at Arlington North Central Texas Council of Governments University of Texas at Austin North Central Texas Regional Emergency Managers Group UTA Center for Transportation Equity, Decisions & Dollars North Central Texas Trauma Regional Advisory Council Welcoming America North Texas Commission Welcoming Plan Task Force North Texas Fair Housing Center
RESILIENT DALLAS 69 APPENDIX COUNCIL CHAMBER 181026 August 8, 2018 WHEREAS, 100 Resilient Cities partners with cities around the world to help them become more resilient to the social, economic and physical challenges that are a growing part of the 21st century; and
WHEREAS, urban resilience is defined as the capacity of individuals, communities, institutions, businesses, and systems within a city to survive, adapt and grow despite chronic stresses and acute shocks; and
WHEREAS, the City of Dallas, through stakeholder engagement, focus groups, data collection and geographic analysis, has identified resilience goals and initiatives to build upon areas of strength and to address weaknesses/needs throughout the community; and
WHEREAS, a foundational principle of the Resilient Dallas plan is building an Equitable Dallas; and
WHEREAS, the first resilience goal is to advance equity in City government; and
WHEREAS, an analysis of city programs and administration will lead to greater equity in service delivery, strategic planning and budget allocation; and
WHEREAS, leading by example will enable the City of Dallas to engage its partner institutions and neighborhood organizations to address areas of inequality such as childhood poverty, access to quality education, transportation, housing, and greater participation in our robust economy; and
WHEREAS, implementation of equity initiatives and actions will allow the city to measure progress toward achieving greater equity in Dallas and move the community toward increased resilience.
Now, Therefore,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF DALLAS:
SECTION 1. That the Dallas City Council accepts the specific goals, initiatives and actions set forth in the Resilient Dallas Plan.
SECTION 2. That the City Manager is directed to move forward with these initiatives to further the goals of resilience and equity within the City of Dallas.
SECTION 3. That this resolution shall take effect immediately from and after its passage in accordance with the provisions of the Charter of the City of Dallas, and it is accordingly so resolved.