JANUARY 19, 2011 CITY COUNCIL BRIEFING AGENDA CERTIFICATION
This certification is given pursuant to Chapter XI, Section 9 of the City Charter for the City Council Briefing Agenda dated January 19, 2011. We hereby certify, as to those contracts, agreements, or other obligations on this Agenda authorized by the City Council for which expenditures of money by the City are required, that all of the money required for those contracts, agreements, and other obligations is in the City treasury to the credit of the fund or funds from which the money is to be drawn, as required and permitted by the City Charter, and that the money is not appropriated for any other purpose.
Date City Manager
Edward Scott City Controller
General Information Informacion General
EI Ayuntamiento de la Ciudad de Dallas. se reune regularr:nente The Dallas City Council regularly meets on Wednesda~s los rnlercolesen la Camara del Ayuntamiento en el sexto prsode beginning at 9:00 a.m. in the Council Chambers, 6th floor, ~Ity la Alcaldfa, 1500 Marilla, a las 9 de la manana. Las reuniones Hall, 1500 Marilla. Council agenda meetings are broadcast live informativas se lIevan a cabo el primer y tercer rniercoles del on WRR-FM radio (101.1 FM) and on Time Warner City Cable meso Estas audiencias se transmiten en vivo por la estaci6n de Channel 16. Briefing meetings are held the first and third radio WRR-FM 101.1 Y por cablevisi6n en la estaci6n Time Wednesdays of each month. Council agenda (voting) meetings Warner CityCable Canal 16. EI Ayuntamiento Municipal se are held on the second and fourth Wednesdays. Anyone wishing asu~~os to speak at a meeting should sign up with the City Secretary's reune el segundo y cuarto rnlercoles del mes para tratar presentados de manera oficial en la agenda para su aprobacion. Office by calling (214) 670-3738 before 9:0~ a.m. on the r:teetlng d~1 date. Citizens can find out the name of their representative and Toda persona que desee hablar durante la asamblea Ayuntamiento, debe inscribirse lIamando a la Secretana their voting district by calling the City Secretary's Office. Municipal al telefono (214) 670-3738, antes de las 9 de la manana del dla de la asamblea. Para enterarse del nombre de Sign interpreters are available upon request with a 48~hour su representante en el Ayuntamiento Municipal y el distrito advance notice by calling (214) 670-5208 V/TDD. The City of donde usted puede votar, favor de lIamar a la Secretaria Dallas is committed to compliance with the Americans with Municipal. DisabilitiesAct. The Council agenda is available in alternative formats upon request. lnterpretes para personas con impedimentos auditivos estan disponibles si 10 solicita con 48 horas de anticipaci6n !Iamando If you have any questions about this agenda or comments or al (214) 670-5208 (aparato auditivo V/TDD). La Ciudad de complaints about city services, call 311. Dallas se esfuerza por cumplir con el decreto que protege a las personas con impedimentos, Americans with Disabilties Act. La agenda del Avuntamiento esta disponible en formatos alternos si 10solicita.
Si tiene preguntas sobre esta agenda, 0 si desea hacer comentarios 0 presentar quejas con respecto a servicios de la Ciudad, lIame al 311. Rules of Courtesy Reglas de Cortesia City Council meetings bring together citizens of man~ varied Las asambleas del Ayuntamiento Municipal reunen a ciudadanos interests and ideas. To insure fairness and orderly meetings, the de diversos intereses e ideologfas. Para asegurar la Council has adopted rules of courtesy which apply to ~II imparcialidad y el orden durante las asambleas, el Ayuntamiento members of the Council, administrative staff, news media, ha adoptado ciertas reglas de cortesia que aplican a todos los citizens and visitors. These procedures provide: miembros del Ayuntamiento, al personal administrativo, personal de los medios de comunicaci6n, a los ciudadanos, ya visitantes. That no one shall delay or interrupt the proceedings, or Estos reglamentos establecen 10 siguiente: refuse to obey the orders of the presiding officer.
All persons should refrain from private conversation, eating, Ninguna pesona retrasara 0 lnterrurnpira los procedimientos, 0 se neqara a obedecer las 6rdenes del oficial que preside la asamblea. drinking and smoking while in the Council Chamber. Todas las personas deben de abstenerse de entablar Posters or placards must remain outside the Council conversaciones, comer, beber y fumar dentro de la carnara Chamber. del Ayuntamiento.
No cellular phones or audible beepers allowed in Council Anuncios y pancartas deben permanecer fuera de la Chamber while City Council is in session. carnara del Ayuntamiento. "Citizens and other visitors attending City Council meetings shall No se permite usar telefonos celulares 0 enlaces observe the same rules of propriety, decorum and good conduct electr6nicos (pagers) audibles en la carnara del applicable to members of the City Council. Any person making Ayuntamiento durante audiencias del Ayuntamiento w~o personal, impertinent, profane or slanderous remark.s or Municipal. becomes boisterous while addressing the City Council or while attending the City Council meeting shall be removed fro~ ~he "Los ciudadanos y visitantes presentes durante las asambleas room if the sergeant-at-arms is so directed by the presiding del Ayuntamiento Municipal deben de obedecer las mismas aUdien~e officer, and the person shall be barred from furthe.r reglas de comportamiento, decoro y buena conducta que se before the City Council during that session of the City Council. aplican a los miembros del Ayuntamiento Municipal. Cualqui~r If the presiding officer fails to act, any member of the City Council persona que haga comentarios impertinentes, utilice vocabulano th~ may move to require enforcement of rules, an.d the obsceno 0 difamatorio, 0 que al dirigirse al Ayuntamiento 10 haga affirmative vote of a majority of the City Council shall require the en forma escandalosa, 0 si causa disturbio durante la asamblea presiding officer to act." Section 3.3(c) of the City Council Rules del Ayuntamiento Municipal, sera expulsada de la carnara si el of Procedure. oficial que este presidiendo la asamblea asl 10 ordena. Adernas, se Ie prohlbira continuar participando en la audiencia ante el Ayuntamiento Municipal. Si el oficial que preside I.a asambl~a. no toma acci6n, cualquier otro miembro del Ayuntamiento Municipal puede tomar medidas para hacer cumplir las reglas establecidas, y el voto afirmativo de la mayorfa del Ayuntamiento Municipal precisara al oficial que este presidiendo la sesi6n a tomar acci6n." Segun la secci6n 3.3(c) de las reglas de procedimientos del Ayuntamiento.
AGENDA CITY COUNCIL BRIEFING MEETING WEDNESDAY, JANUARY 19, 2011 CITY HALL 1500 MARILLA DALLAS, TEXAS 75201 9:00 A.M.
9:00 am Invocation and Pledge of Allegiance 6ES
Special Presentations
Open Microphone Speakers
VOTING AGENDA 6ES
1. Approval of Minutes of the January 5, 2011 City Council Meeting
2. Consideration of appointments to boards and commissions and the evaluation and duties of board and commission members (List of nominees is available in the City Secretary's Office)
ITEMS FOR INDIVIDUAL CONSIDERATION
City Secretary’s Office
3. Consideration of appointments to the Dallas/Fort Worth International Airport Board of Directors for Places 1, 5 and 11 (Closed Session, if necessary, Personnel, Sec. 551.074, T.O.M.A.) (List of nominees in the City Secretary's Office)
Sustainable Development and Construction
4. Authorize an amendment to the Oil and Gas Lease dated February 27, 2008 between the City of Dallas, “Lessor”, and XTO Energy, Inc., “Lessee” by: (1) extending the primary lease term by 30 months; (2) modifying Exhibit A and Exhibit B of the Oil and Gas Lease to describe a total of approximately 703 acres of land; (3) modifying Paragraph 5 by limiting drill sites to a maximum of three sites, each of which will not contain more than four acres; and (4) adding a provision requiring the pre-disclosure of all chemicals that would be used at the drill sites - Financing: No cost consideration to the City
AGENDA CITY COUNCIL BRIEFING MEETING WEDNESDAY, JANUARY 19, 2011
Briefings 6ES
A. Budget Workshop #2: FY 2011-12 Preliminary Outlook
B. Objectives and Strategies for FY 2011-12 - Key Focus Area Team Presentations 1. Public Safety 2. Economic Vibrancy 3. Clean, Healthy Environment 4. Culture, Arts & Recreation 5. Educational Enhancements 6. E3 Government
Lunch
C. Radio Technology Overview
PUBLIC HEARINGS AND RELATED ACTIONS
Sustainable Development and Construction
DESIGNATED ZONING CASES - UNDER ADVISEMENT - INDIVIDUAL
5. A public hearing to receive comments regarding an application for and an ordinance granting a Specific Use Permit for gas drilling and production on property zoned an IR Industrial Research District on the south side of Jefferson Boulevard, east of Hardy Road adjacent to the water canal in the westernmost quadrant of the Hensley Field Airport and Naval Base Recommendation of Staff: Approval for a ten-year period with eligibility for automatic renewal of additional ten-year periods, subject to an existing site plan, operation plan for drilling, operation plan for production and conditions Recommendation of CPC: Denial without prejudice Z090-211(WE) Note: This item was considered by the City Council at a public hearing on January 12, 2011, and was taken under advisement until January 19, 2011 with the public hearing open.
Closed Session 6ES Attorney Briefings (Sec. 551.071 T.O.M.A.) - Legal issues regarding Larry Bankston Trial Board Hearing - Eneida Martinez, Claim No. 10271686 - Benjamin Booker III v. City of Dallas, Cause No. 10-04250-H - Marcus Wood, et al. v. Tom Leppert, et al., Cause No. 10-14835-M
2 AGENDA CITY COUNCIL BRIEFING MEETING WEDNESDAY, JANUARY 19, 2011
Open Microphone Speakers 6ES
The above schedule represents an estimate of the order for the indicated briefings and is subject to change at any time. Current agenda information may be obtained by calling (214) 670-3100 during working hours. Note: An expression of preference or a preliminary vote may be taken by the Council on any of the briefing items.
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A closed executive session may be held if the discussion of any of the above agenda items concerns one of the following:
1. Contemplated or pending litigation, or matters where legal advice is requested of the City Attorney. Section 551.071 of the Texas Open Meetings Act.
2. The purchase, exchange, lease or value of real property, if the deliberation in an open meeting would have a detrimental effect on the position of the City in negotiations with a third person. Section 551.072 of the Texas Open Meetings Act.
3. A contract for a prospective gift or donation to the City, if the deliberation in an open meeting would have a detrimental effect on the position of the City in negotiations with a third person. Section 551.073 of the Texas Open Meetings Act.
4. Personnel matters involving the appointment, employment, evaluation, reassignment, duties, discipline or dismissal of a public officer or employee or to hear a complaint against an officer or employee. Section 551.074 of the Texas Open Meetings Act.
5. The deployment, or specific occasions for implementation of security personnel or devices. Section 551.076 of the Texas Open Meetings Act.
6. Deliberations regarding economic development negotiations. Section 551.087 of the Texas Open Meetings Act.
4 Memorandum
JANUARY 14, 2011 DATE CITY OF DALLAS
ro HONORABLEMAYORAND MEMBERS OF THE CITY COUNCIL
SUBJECT BOARD AND COMMISSION NOMINEESIRENOMINEES
The following Board and Commission nominee will be considered on Wednesday, January 19,2011 for appointment.
The list represents the following category for your consideration:
• DFW Board Nominee (applications attached)
The nominee meets all qualifications for service on this board.
Ifyou need additional information, please advise. O ~a~ ). :tJ-tP eborah Watkins City Secretary
c: Mary K. Suhm, City Manager Thomas P. Perkins, Jr., City Attorney
"The Only ReasonYou And I AreHereIs To ServeThe CitizensOf Dallas" CITY OF DALLAS BOARDS AND COMMISSIONS NOMINEES FOR DFW BOARD APPOINTMENT CLEARED FOR COUNCIL ACTION
DFW DALLAS-FORT WORTH INTERNATIONAL AIRPORT BOARD
01 BETTY CULBREATH RENOMINATED REC 11/11/2010 BF 05 C Member since: 02127/2009 Terms served: Place 01 Dallas Member Term Exp 01/31/2013 Co-nominated by: V.HILL and ATKINS
05 BEN MURO RENOMINATED REC 11/11/2010 HM 11 C Member since: 05/31/2005 Terms served: 3 Place 05 Dallas Member Term Exp 01/31/2013 Co-nominated by: MEDRANO and SALAZAR, JASSO
11 BRENDA E. REYES RENOMINATED REC 11111/2010 HF 14 C Member since: 02128/2009 Terms served: Place 11 Dallas Member Term Exp 01/31/2013 Co-nominated by: JASSO and ATKINS
91 JESUS G. GARCIA NOMINATED REC 11/11/2010 HM 03 C Nominated For Pos. 11 Co-nominated by: MEDRANO and SALAZAR
City ofDallas Nominees Ready City Secretary's Office 01/13/2011 AGENDA ITEM # 4 KEY FOCUS AREA: Economic Vibrancy
AGENDA DATE: January 19, 2011
COUNCIL DISTRICT(S): 3
DEPARTMENT: Sustainable Development and Construction
CMO: A. C. Gonzalez, 671-8925
MAPSCO: 51A H L M R 51B E J ______
SUBJECT
Authorize an amendment to the Oil and Gas Lease dated February 27, 2008 between the City of Dallas, “Lessor”, and XTO Energy, Inc., “Lessee” by: (1) extending the primary lease term by 30 months; (2) modifying Exhibit A and Exhibit B of the Oil and Gas Lease to describe a total of approximately 703 acres of land; (3) modifying Paragraph 5 by limiting drill sites to a maximum of three sites, each of which will not contain more than four acres; and (4) adding a provision requiring the pre-disclosure of all chemicals that would be used at the drill sites - Financing: No cost consideration to the City
BACKGROUND
This item authorizes an amendment to the Oil and Gas Lease dated February 27, 2008 between the City of Dallas, “Lessor”, and XTO Energy, Inc., “Lessee”, to (1) extend the primary term by 30 months, from 36 months to 66 months; (2) modify Exhibit A and Exhibit B of the Oil and Gas Lease to eliminate all tracts except Tracts 1, 2, 3, 4, 5, 7, 8, and 9 for a total acreage of approximately 703 acres of land, located at Hensley Field; (3) modify Paragraph 5 by limiting drill sites to a maximum of three at Hensley Field and no drill site can contain more than four acres; and (4) add a provision that the Lessee agrees that at least seven days before a Special Use Permit application is considered by the City Plan Commission or City Council, Lessee will provide an accurate inventory of chemicals to be injected into the well bore for the purpose of drilling or hydraulic fracturing, or related well bore activities.
PRIOR ACTION/REVIEW (COUNCIL, BOARDS, COMMISSIONS)
City Council approved Resolution No. 08-0720 authorizing Oil and Gas Leases on February 27, 2008.
FISCAL INFORMATION
No cost consideration to the City OWNER
ExxonMobile Corporation
XTO Energy, Inc. Louis G. Baldwin, Chief Financial Officer & Director Brent W. Clum, Treasurer
MAPS
Attached
Agenda Date 01/19/2011 - page 2 LA FAIRFAX FAIRFAX 24 ASH SUMMIT 16'}-_-r-'-r-..J..-y
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DALLAS '"~ ~~ 51AG 51
copyrighte 2006 MAPSCO, Inc, 51A-H L M R 51B-E J OMi I ~~O.~51Mi Scale 1 : 16 332 SUBJECT SlTt HTS COUNCIL CHAMBER
January 19, 2011
WHEREAS, on February 27, 2008, the City of Dallas entered into an Oil and Gas Lease with XTO Energy, Inc.; and
WHEREAS, the City of Dallas and XTO Energy, Inc., agree to modify the Oil and Gas Lease;
Now, Therefore,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF DALLAS:
SECTION 1. That the City Manager is hereby authorized, upon approval as to form by the City Attorney, to execute an amendment to the Oil and Gas Lease, dated as of February 27, 2008, with XTO Energy, Inc., a Delaware Corporation, as Lessee, and the City of Dallas, as Lessor.
SECTION 2. That the modifications to this lease are:
(1) Section 2 of the Lease is modified by extending the primary term for 30 months, from 36 months to 66 months.
(2) Exhibit A and Exhibit B of the Oil and Gas Lease are modified by eliminating all tracts except Tracts 1, 2, 3, 4, 5, 7, 8, and 9 for a total acreage of approximately 703 acres of land, located at Hensley Field.
(3) Paragraph 5 is modified by the addition of language limiting drill sites to a maximum of three at Hensley Field and no drill site can contain more than four acres.
(4) Adding a provision to the Lease that the Lessee will provide a list of chemicals to be injected into the well bore for the purpose of drilling or hydraulic fracturing, or related well bore activities and the disclosure shall include every chemical to be used, along with the data sheets of the chemicals to be used. COUNCIL CHAMBER
January 19, 2011
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.
APPROVED AS TO FORM: THOMAS P. PERKINS, JR. CITY ATTORNEY
By: _---'-'---__--=-=---'- _ Assistant City Attorney AGENDA ITEM # 5 KEY FOCUS AREA: Economic Vibrancy
AGENDA DATE: January 19, 2011
COUNCIL DISTRICT(S): 3
DEPARTMENT: Sustainable Development and Construction
CMO: A. C. Gonzalez, 671-8925
MAPSCO: 51A Q R
SUBJECT
A public hearing to receive comments regarding an application for and an ordinance granting a Specific Use Permit for gas drilling and production on property zoned an IR Industrial Research District on the south side of Jefferson Boulevard, east of Hardy Road adjacent to the water canal in the westernmost quadrant of the Hensley Field Airport and Naval Base Recommendation of Staff: Approval for a ten-year period with eligibility for automatic renewal of additional ten-year periods, subject to an existing site plan, operation plan for drilling, operation plan for production and conditions Recommendation of CPC: Denial without prejudice Z090-211(WE) Note: This item was considered by the City Council at a public hearing on January 12, 2011, and was taken under advisement until January 19, 2011 with the public hearing open.
HONORABLE MAYOR AND CITY COUNCIL WEDNESDAY, JANUARY 19, 2011 ACM: A. C. Gonzalez
FILE NUMBER: Z090-211ryvE) DATE FILED: May 25, 2010
LOCATION: South side of Jefferson Boulevard, east of Hardy Road adjacent to the water canal in the westernmost quadrant of the Hensley Field Airport and Naval Base
COUNCIL DISTRICT: 3 MAPSCO: 51A-Q, R
SIZE OF REQUEST: Approx. 3.67 acres CENSUS TRACT: 159.00
APPLICANT: XTO Energy Inc
OWNER: City of Dallas
REPRESENTATIVE: Dallas Cothrum MASTERPLAN
REQUEST: An application for a Specific Use Permit for gas drilling and production on property zoned an IR Industrial Research District.
SUMMARY: The purpose of this request is to allow for the drilling, and production of natural gas on a site at Hensley Field.
CPC RECOMMENDATION: Denial without prejudice
STAFF RECOMMENDATION: Approval for a ten-year period with eligibility for automatic renewal of additional ten-year periods, subject to an existing site plan, operation plan for drilling, operation plan for production and conditions.
DESIGNATED ZONING CASE
1 Z090-211(WE)
BACKGROUND INFORMATION:
• The applicant’s request for a Specific Use Permit will allow for the operation and production of natural gas on Hensley Field, a de-commissioned naval air base. The applicant proposes to drill approximately 12 wells on a 3.67 acre site.
• The request site is one of several proposed gas well sites on Hensley Field. The applicant could propose up to 9 additional drill sites on Hensley Field depending on the success of this site. Additional sites will require Specific Use Permits.
• In September 2007, the City Council approved Ordinance No. 26920 requiring a Specific Use Permit for gas drilling and production in all zoning districts.
• The City of Dallas has entered into an agreement with the applicant to lease the property for gas drilling and production.
• The request site is zoned an IR Industrial Research District. An open channel water canal separates the proposed gas drilling site from the single family uses. The proposed wells are approximately 898 feet from the nearest residential use.
Zoning History: There has not been any recent zoning changes request in the area.
Thoroughfares/Streets:
Thoroughfare/Street Type Existing Proposed ROW ROW Jefferson Boulevard Principal Arterial 100 ft. 100 ft.
Land Use:
Zoning Land Use Site IR Decommissioned Naval base North IR Undeveloped, Hensley Field South IR, R-7.5(A) Undeveloped, Lake East IR, R-7.5(A) Undeveloped, Hensley Field West IR Undeveloped
Comprehensive Plan: The comprehensive plan does not make a specific land use recommendation related to the request, however the forwardDallas! Vision Illustration is comprised of a series of Building Blocks that shows general land use patterns. They are generalized patterns without well-defined boundaries that indicate where certain types and densities of development might logically occur.
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The request site lies within an Industrial Area Building Block. This Building Block offers important employment opportunities, occupy large areas of land and usually are near major roads and heavy rail lines. Evolving technology and the need for freight movement through Dallas to the rest of the country and internationally means this sector can offer good opportunities for jobs. Logistics and warehousing, a growing industry with strong potential for upward mobility of skilled workers, would thrive in such areas. Examples include Southport and the Agile Port, parts of West Dallas along I-30, and the Stemmons industrial area. These areas include a mix of low- and medium-density industrial buildings and industrial yards and have large surface parking for cars and trucks. Industrial Areas rely on quality road access and may be linked to rail for freight purposes. Street lanes are wide and intersections are large. Transit, sidewalks and other pedestrian improvements are limited
STAFF ANALYSIS:
Land Use Compatibility: The 3.67 acre site is undeveloped and is located on Hensley Field, a de-commissioned Naval air base, and is in close proximately to the City of Grand Prairie. An open channel water canal, which is west of the request site, will act as a buffer between the proposed gas site and an existing residential development. The nearest single family development is approximately 898 feet from the proposed site.
The applicant’s request for a Specific Use Permit will permit the operation and production of gas drilling and extraction. In the Development Code, gas drilling and production means the activities related to the “the extraction of any fluid, either combustible or noncombustible, that is produced in a natural state from the earth and that maintains a gaseous or rarefied state at standard temperature and pressure conditions, or the extraction of any gaseous vapors derived from petroleum or natural gas.”
The Development Code requires the applicant to provide the following site plans for a gas drilling and production use:
• Site plan showing existing/original conditions; • Site/operation plan for the drilling phase; and • Site/operation plan for the production phase.
The applicant has submitted the following plans for the Specific Use Permit application: an existing conditions plan, an operations plan for the drilling phase, and an operations plan for the production phase. The operation plan for the drilling phase addresses the natural-gas drilling. The plan shows the location of several temporary construction trailers, water tanks, mud tanks, and drilling equipment. A drilling rig with an approximate height of 160 feet will be on site during this phase. The building official will consider this as a temporary structure, similar to a crane used in constructing a tall building. The SUP conditions will limit the drilling phase for 90 days per calendar year,
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because drilling (with lighting) will be done 24 hours a day, and noise could impact the surrounding uses.
There are two methods for drilling: an open-loop system and a closed-loop system. An open-loop system uses a lined mud-pit to hold mud. The mud-pit may be a safety hazard and may have a negative impact on adjacent property. In contrast, a closed- loop system uses tanks to hold the mud. There are fewer environmental concerns with a closed-loop system and the applicant is providing a drilling phase plans that will include a closed-loop system. The applicant is proposing to drill approximately 12 wells on site in an area that is 70 feet by 170 feet.
The production plan shows an area in the southwest quadrant of the pad site that will store the equipment (e.g., horizontal separators, water tanks and gas lift compressors). The SUP area will be enclosed by an eight-foot-high chain link fence that will have a vinyl coating. The equipment being used for the drilling phase consists of water pumps, rigs floor, pumps, tanks generators and centrifuge.
The location of the request site is located on an undeveloped portion of land within a de- commission naval air field. The request site is adjacent to an open channel water canal and is near the City of Grand Prairie. The applicant proposes to drill approximately 12 wells to extract natural gas from the site. There are several measures that are in place pursuant to the Dallas Development Code that requires the applicant to restore the site back to it natural state after the wells have been capped. In addition, there are additional provisions in the Code that require the right-of-ways (infrastructure) to be restored.
Staff has reviewed the applicant’s request for a SUP for gas drilling and production and is recommending approval for a time period of 10 years with eligibility for automatic renewal of additional 10 year periods, subject to the attached plans and conditions. The City Plan Commission had concerns regarding the potential health of the general public and discussed holding the case under advisement until further studies/reports were concluded by the City of Fort Worth and TECQ. The recommendations from the proposed reports are projected to be released next year. The applicant requested that the City Plan Commission vote on the zoning request because of their obligations under the lease agreement. As a result of the applicant’s request, the City Plan Commission recommended denial without prejudice.
The general provisions for a Specific Use Permit in Section 51A-4.219 of the Dallas Development Code specifically state: (1) The SUP provides a means for developing certain uses in a manner in which the specific use will be consistent with the character of the neighborhood; (2) Each SUP application must be evaluated as to its probable effect on the adjacent property and the community welfare and may be approved or denied as the findings indicate appropriate; (3) The city council shall not grant an SUP for a use except upon a finding that the use will: (A) complement or be compatible with the surrounding uses and community facilities; (B) contribute to, enhance, or promote the welfare of the area of request and adjacent properties; (C) not be detrimental to the
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public health, safety, or general welfare; and (D) conform in all other respects to all applicable zoning regulations and standards. The request does not appear to have an adverse impact on the surrounding zoning and land uses.
Development Standards:
Lot Special DISTRICT SETBACKS Density Height PRIMARY Uses Front Side/Rear Coverage Standards 30’ adjacent to 2.0 FAR overall Industrial, wholesale 200’ Proximity Slope IR residential 15’ 0.75 office/ retail 15 stories 80% Visual Intrusion distribution & storage, Industrial research OTHER: 0.5 retail supporting office & retail No Min.
Landscaping: The proposed pad site for a gas drilling and production use will not trigger any landscaping requirements that pertain to landscape requirements in Article X, as amended. The request site is heavily screened with vegetation along the southern and western portion of the Property. Due to the naval base being an emergency air base for commercial aircraft, any additional planting materials around the request area would not be recommended. Additional planting materials may attract birds to the area and could cause problems, if the de-commissioned air base becomes operational in the future.
Traffic: The Engineering Section of the Department of Sustainable Development and Construction has reviewed the request and determined that it will not impact the surrounding street system for the proposed development. The applicant proposes to access the site from W. Jefferson Boulevard. Upon entering the naval base, the large trucks will use the west taxiway to deliver the necessary equipment to the site. A proposed 30 foot gravel access road will be constructed from the west taxiway to the request site.
Miscellaneous – Conditions: Staff incorporated additional regulations in the Specific Use Permit conditions that were proposed by the commissioner of the district even though the City Plan Commissioners did not recommend approval of the request. These additional conditions included: maximum number of wells, Chemical Additive Reports, Evaporation and Land Farming, Dehydration Operations, Water handling, Noise Management Plan, Leaks and Air and Production Samplings.
CPC Action (October 21, 2010)
Motion I: It was moved to recommend approval of for a Specific Use Permit for gas drilling and production for a ten-year period with eligibility for automatic renewal of additional ten-year periods, subject to an existing site plan, operation plan for drilling, operation plan for production and conditions (including conditions distributed at briefing) on property zoned an IR Industrial Research District on the south side of Jefferson Boulevard, east of Hardy Road adjacent to the water canal in the westernmost quadrant of the Hensley Field Airport and Naval Base with the following additional changes to the conditions
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distributed at the briefing: 1) Condition 14, NOISE MANAGEMENT PLAN (c) to read as follows: “detail how noise impacts will be mitigated (e.g., including the providing of acoustical absorption walls around the site to shield neighboring uses), considering specific site characteristics, including, but not limited to, the nature and location, proximity and type of adjacent development, seasonal prevailing weather patterns, including wind directions, vegetative cover on or adjacent to the site, and topography of the site.” 2) Condition 15, LEAKS to read as follows: “All flow lines, compression equipment and shut-off valves shall be inspected for leak detection at least annually, using infrared cameras, filtered and tuned for the wavelengths of sunlight absorbed and re- emitted by natural gas hydrocarbons, or other equally effective detection devices. Reports of such inspections shall be delivered to the Gas Inspector within 15 days of inspection, and no later than 90 days following the date of the preceding annual report. The Gas Inspector shall promptly forward such report to the Director and notify the Director of any potential violation.” 3) Condition 16, AIR SAMPLING to read as follows: “Ambient air sampling, prior to a drilling permit being issued and drilling activity commencing, must be performed to establish a baseline sample for air quality. A second sampling must be taken within 60 days of the first well entering a production phase and annually there after. Air samples must be taken by a qualified firm approved the director of the office of environmental quality. Samples will be analyzed by a qualified 3rd party laboratory, certified by industry standards, and all results will be provided to the city Gas Inspector within 15 days of issuance of the report. The Gas Inspector shall promptly forward such report to the Director and notify the Director of any potential violation.” and 4) Condition 17, PRODUCTION SAMPLING to read as follows: “Within 60 days of the first well entering production, gas samples must be taken and analyzed by a qualified 3rd party laboratory, certified by industry standards, and all results provided to the city Gas Inspector within 15 days of issuance of the report. The Gas Inspector shall promptly forward such report to the Director and notify the Director of any potential violation. Results must provide a thorough breakdown of the gas and record any presence of benzene, hydrocarbons or other constituents.”
Maker: Anglin Second: Tarpley Result: Failed: 6 to 7
For: 6 - Anglin, Bagley, Tarpley, Bernbaum, Wolfish, Schwartz,
Against: 7 - R. Davis, Wally, M. Davis, Rodgers, Lavallaisaa, Shellene, Peterson Absent: 1 - Alcantar Vacancy: 1 - District 6
6 Z090-211(WE)
Substitute Motion: In considering an application for a Specific Use Permit for gas drilling and production on property zoned an IR Industrial Research District on south side of Jefferson Boulevard, east of Hardy Road adjacent to the water canal in the westernmost quadrant of the Hensley Field Airport and Naval Base, it was moved to hold this case under advisement until April 21, 2011
Maker: Peterson Second: Wally
Commissioner Peterson withdrew his motion. Commissioner Wally withdrew her second.
Motion: It was moved to recommend denial without prejudice for a Specific Use Permit for gas drilling and production on property zoned an IR Industrial Research District on south side of Jefferson Boulevard, east of Hardy Road adjacent to the water canal in the westernmost quadrant of the Hensley Field Airport and Naval Base.
Maker: Peterson Second: Schwartz Result: Carried: 10 to 3
For: 10 - R. Davis, M. Davis, Rodgers, Bagley, Lavallaisaa, Tarpley, Shellene, Bernbaum, Schwartz, Peterson
Against: 3 - Wally, Anglin, Wolfish Absent: 1 - Alcantar Vacancy: 1 - District 6
Notices: Area: 1000 Mailed: 48 Replies: For: 0 Against: 3
Speakers: For: Dallas Cothrum, 900 Jackson St., Dallas, TX, 75202 Walter Dueease, 810 Houston St., Fort Worth, TX, 76102 William Cothrum, 900 Jackson St., Dallas, TX, 75202 Against: Raymond Crawford, 2647 Southwood Dr., Dallas, TX, 75233 Mariana Griggs, 1803 Marydale Dr., Dallas, TX, 75208 Marc McCord, 7660 La Bolsa Dr., Dallas, TX, 75248 Jennifer Land, 3905 Weeburn Dr., Dallas, TX, 75229 Timothy Ruggiero, 415 Star Shell Rd., Decater, TX, 76234 Cherelle Blazer, 4815 Darko Dr., Dallas, TX, 75232 Darryl Baker, 2606 Woodmere Dr., Dallas, TX, 75233 Molly Rooke, 5825 Palm Ln., Dallas, TX, 75206
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Jim Schermbeck, P.O. Box 253, Slaton, TX, 79369 Jeffery Jacoby, 5920 La Vista Dr., Dallas, TX, 75206 Michele R. Vaughan, 5920 La Vista Dr., Dallas, TX, 75206 Lynn Rooks, 4413 Worth St., Dallas, TX, 75246 Kathryn Rowe, 3140 N. Hall St., Dallas, TX, 75204 Against (Did not speak): Peter Wilson, 8650 Southwestern Blvd., Dallas, TX, 75206 Kevin Vilbig, 8780 Park Ln., Dallas, TX, 75231 Ana Badillo, 4208 Lafayette, Dallas, TX, 75204 J.W. Fain Sr., 3134 Carlson, Dallas, TX, 75235 Daryel McCortt, 4509 Club Estates, Mesquite, TX, 75150 Emily Gammage, 1000 Liberty Cr., Hurst, TX, 76053 Joshua Rollins, 7575 Frankford, Dallas, TX, 75252 Cynthia Gaertner, 8033 Forest Trail, Dallas, TX, 75238 Jane Hoffman, 10720 Sandpiper Ln., Dallas, TX, 75230 Leslie Durlham, 9920 Ridgehaven Dr., Dallas, TX, 75238 Tony Nuncio, 1511 Briarcrest Dr., Dallas, TX, 75224 Justen Ray, 7407 Fair Oaks Ave., Dallas, TX, 75231 David McFatridge, 101 S. Mountain Ridge, Cresson, TX, 76035 Alisa Livingstone, 4207 Live Oak St., Dallas, TX, 75204 Anna Rowe, 5723 Charlestown Dr., Dallas, TX, 75230 Maralyn Hamaker, 1139 Haines Ave., Dallas, TX, 75208 Anita Hamakert, 1137 Haines Ave., Dallas, TX, 75208 Eric Harvey, 4216 Glenwood Ave., Dallas, TX, 75205 Noel Navarrete, 2019 Cloudcroft, Dallas, TX, 75224 Giovanni Salazar, 4420 Fair Vista, Dallas, TX, 75227 Alberto Nunez, 7106 Lovett Ave., Dallas, TX, 75227 Lauren Wyatt, 1240 Dalhart Dr., Richard, TX, 75080 Erica Peterson, 4421 Worth St., Dallas, TX, 75246 Sarah Semrad, 108 S. Rosemont Ave., Dallas, TX, 75208 Thao Reeves, 5804 Kenwood Ave., Dallas, TX, 75206 David Griggs, 13214 Glad acres Dr., Dallas, TX, 75234 Joen Mein, 1415 San Saba Dr., Dallas, TX, 75218 Emily Gossett, 7223 Fenton Dr., Dallas, TX, 75231 John Prude, 6967 Helsem Way, Dallas, TX, 75230 Patty Ballard, 8235 Hunnicut Rd., Dallas, TX, 75228 Roydrick West, 2309 Rexlawn Dr., Dallas, TX, 75227 Crisel Vargas, 6715 Overpark Ct., Dallas, TX, 75217 Amber Bynum, Address not given Nicole Horn, 826 ½ N. Clinton Ave., Dallas, TX, 75208 Susan Read, 508 Edgeview, Grand Prairie, TX, 75052 Canoace Weinberg, 3930 McKinney Ave., Dallas, TX, 75204 City Staff: Bonnie Meeder, Sustainable Development and Construction Kris Sweckard, Office of Environmental Quality
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XTO ENERGY INC OFFICERS
• Bob R. Simpson Chairman of the Board • Keith A. Hutton Chief Executive Officer • Vaughn O. Vennerberg II President • Louis G. Baldwin Executive Vice President and CFO • Timothy L. Petrus Executive Vice President – Acquisitions • James L. Death Senior Vice President – Land • Edwin S. Ryan, Jr. Senior Vice President – Land Administration • Mark J. Pospisil Senior Vice President of Geology • Timothy Mcllwain Vice President of Operations – FW Division • Lindsey Dingmore Vice President of Government and Regulatory Affairs
PELOTON LAND SOLUTIONS, LLLP
• Aric A. Head Managing Partner • Richard R. Payne Managing Partner • Patrick A. Smith Managing Partner
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STAFF’S PROPOSED SUP CONDITIONS
1. USE: The only use authorized by this specific use permit is gas drilling and production.
2. SITE/OPERATION PLANS: Use and develop the Property must compliance with the following attached site and operation plans:
(a) Site plan showing existing/original conditions; (b) Site/operation plan for the drilling phase; and (c) Site/operation plan for the production phase.
3. TIME LIMIT: Except as provided in Paragraph (4)(b), this specific use permit expires on (ten year from passage of ordinance), but is eligible for automatic renewal for additional 10-year periods pursuant to Section 51A-4.219 of Chapter 51A of the Dallas City Code, as amended. For automatic renewal to occur, the Property owner must file a complete application for automatic renewal with the director before the expiration of the current period. Failure to timely file a complete application will render this specific use permit ineligible for automatic renewal. (Note: The Code currently provides that applications for automatic renewal must be filed after the 180th but before the 120th day before the expiration of the current specific use permit period. The Property owner is responsible for checking the Code for possible revisions to this provision. The deadline for applications for automatic renewal is strictly enforced.)
(b) The Operator shall notify the building official in writing at least 10 days before permanently stopping gas production (abandoning the well). Once the Operator permanently stops production, this specific use permit expires after the Operator restores the Property in accordance with Article XII. After the Operator restores the Property, a new specific use permit is required for any other gas drilling and production operation.
4. HEIGHT: Except temporary structures authorized by the building official, no structure may exceed 24 feet in height.
5. TIME LIMITS ON OPERATIONS: The following limits on operations apply to the gas drilling and production use:
(a) DRILLING PHASE: Gas drilling activities may occur 24 hours a day, seven days a week. If a residential use is located within 600 feet of the operation site, the Operator shall begin drilling all of the wells approved by the SUP within one year after receiving a gas well permit for the first well. See Section 51A- 12.105(d)(6).
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(b) FRACTURING and REWORKING PHASE:
(1) Except as provided in this subsection, fracturing may occur during daylight hours, seven days a week, except that flowback operations may occur 24 hours a day, seven days a week. See Section 51A- 12.105(m)(1).
(2) Except as provided in this subsection, reworking may occur 24 hours a day, seven days a week.
(3) If a residential use is located within 600 feet of the operation site, fracturing and reworking may occur no more than 90 days in any 365 day period.
(c) PRODUCTION PHASE: Gas production may occur at any time of day, but the Operator must make any repairs or improvements, other than fracturing or reworking, between 6:00 am to 9:00 pm, Monday through Saturday, except that emergency repairs may be made at any time.
6. MANEUVERING SURFACE: Vehicle maneuvering surfaces must be gravel or a similar material in the locations shown on the site/operation plans.
7. PERMITS: The building official may not issue a certificate of occupancy for a gas drilling and production use until the Operator obtains all required permits from the Railroad Commission of Texas, Texas Commission on Environmental Quality, and all other state, federal, or city agencies.
8. SIGNS: Signs must comply with the provisions for non-business zoning districts in Article VII and gas drilling and production in Article XII.
9. MAXIMUM NUMBER OF WELLS: No more than 12 wells may be on this site.
10. CHEMICAL ADDITIVE REPORTS: At least 10 days prior to commencement of drilling or hydraulic fracturing operations, the Operator will deliver to the Gas Inspector (both as defined in Sec. 51A-12.102.b) a completed Material Safety Data Sheet ("MSDS") containing an accurate inventory of chemicals to be injected into the well bore for the purpose of drilling or hydraulic fracturing, or related well bore activities. Such MSDS reports shall disclose every chemical to be used, including quantity, concentrations, combinations, and formulations, sufficient to satisfy the Gas Inspector that full disclosure has been made. All such reports shall be reasonably available to the public upon request. Any failure or refusal to provide such MSDS reports to the Gas Inspector as provided herein shall be a violation as defined in Sec. 51A-12.105(h) and Sec. 51A- 12.109.
11. EVAPORATION AND LAND FARMING: No open holding or evaporation pits or "land farming" processes (as that term is commonly understood in the industry)
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shall be allowed on the site, and all operations shall be conducted on a "closed loop system" basis, as that term is defined in Sec. 51A-12.102(5).
12. DEHYDRATION OPERATIONS: Unless other equivalent means are proposed by Operator and approved by the Gas Inspector, all gas dehydration operations shall be handled by zero-emission separators to minimize fugitive emissions.
13. WATER HANDLING: Within a reasonable time (to be determined by the Director) the Operator shall transmit a certified disclosure to the Gas Inspector stating the amounts and sources of all water actually used in any hydraulic fracturing operation. Within a reasonable time (to be determined by the Director) the Operator shall transmit a certified disclosure to the Gas Inspector stating the quantity of all flow-back or produced fluids recovered from each will. Within a reasonable time (to be determined by the Director) the Operator shall transmit a certified disclosure to the Gas Inspector stating the final destination of all fluids, slurries and muds removed from the site for disposal or reprocessing.
14. NOISE MANAGEMENT PLAN: Prior to the issuance of a gas well permit and the commencement of operations, the Operator shall submit a Noise Management Plan detailing how the equipment used in the drilling, completion, transportation, or production of the well(s) complies with the maximum permissible noise levels set forth in the applicable city ordinance. The noise management plan must:
(a) identify operation noise impacts; (b) provide documentation of a professional 72-hour study establishing the Ambient Noise Level prior to construction at the site; and (c) detail how noise impacts will be mitigated (e.g., the providing of acoustical absorption walls around the site to shield neighboring uses), considering specific site characteristics, including, but not limited to, the nature and location, proximity and type of adjacent development, seasonal prevailing weather patterns, including wind directions, vegetative cover on or adjacent to the site, and topography of the site.
The Operator shall be responsible for verifying to the Gas Inspector compliance with this condition and with the noise management plan after the installation of noise generating equipment. Approval of such Noise Management Plan by the Gas Inspector shall be a prerequisite to issuance of a gas well permit for the site.
15. LEAKS: All flow lines, compression equipment and shut-off valves shall be inspected for leak detection at least annually, using infrared cameras, filtered and tuned for the wavelengths of sunlight absorbed and re-emitted by natural gas hydrocarbons, or other equally effective detection devices. Reports of such inspections shall be delivered to the Gas Inspector within 15 days of inspection, and no later than one year following the date of the preceding annual report.
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16. AIR SAMPLING: Ambient air sampling, prior to a drilling permit being issued and drilling activity commencing, must be performed to establish a baseline sample for air quality. A second sampling must be taken within 60 days of the first well entering a production phase and annually there after. Air samples must be taken by a qualified firm approved the director of the office of environmental quality. Samples will be analyzed by a qualified 3rd party laboratory, certified by industry standards, and all results will be provided to the city.
17, PRODUCTION SAMPLING: Within 60 days of the first well entering production, gas samples must be taken and analyzed by a qualified 3rd party laboratory, certified by industry standards, and all results provided to the city. Results must provide a thorough breakdown of the gas and record any presence of benzene, hydrocarbons or other constituents.
18. MAINTENANCE: The Property must be properly maintained in a state of good repair and neat appearance.
19. GENERAL REQUIREMENTS: Use of the Property must comply with all federal and state laws and regulations, and City of Dallas ordinances, rules, and regulations, including the gas drilling regulations.
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EXISTING CONDITIONS
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DRILLING PLAN Closed loop mud system
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PRODUCTION PLAN
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Undeveloped
Undeveloped
Single Family
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CPC RESPONSES
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Notification List of Property Z090-211
48 Property Owners Notified 3 Property Owners Opposed 0 Property Owners in Favor Vote Label Address Owner 1 2233 MOUNTAIN CREEK PK MARNAT CREEK LTD PTNSHP 2 2233 MOUNTAIN CREEK PK TEXAS UTILITIES ELEC CO 3 2600 MOUNTAIN CREEK EXTEX LAPORTE L P 4 1774 NINA BEAZER HOMES TEXAS LP 5 1916 COURTSIDE DERRICK MAXWELL & KRYSTAL 6 1901 COURTSIDE TCIF LLC 7 1905 COURTSIDE ROJAS ADELA & 8 1909 COURTSIDE VARGAS FELIX SR 9 1913 COURTSIDE SAYER JENNY 10 1917 COURTSIDE PADILLA OCTAVIANA J & 11 1921 COURTSIDE ALONSO ROXANNA & X 12 1925 COURTSIDE TOMASZEWSKI SERGIO & X 13 1929 COURTSIDE ALLEN FREDERICK E 14 1933 COURTSIDE HAWKINS IRVIN 15 1937 COURTSIDE BIRDOW AMERA M 16 1941 COURTSIDE NUNEZ CARLOS 17 1945 COURTSIDE SECRETARY OF HOUSING & URBAN DEV 18 1949 COURTSIDE MOCTEZOMA ANGELICA 19 1953 COURTSIDE MAYORE DUKE O 20 1957 COURTSIDE GALLARDO PATRICIA A 21 1961 COURTSIDE DIEFER INVESTMENTS 22 1965 COURTSIDE ALVAREZ CRECENCIO III 23 1969 COURTSIDE MITCHELL MARTHA 24 1973 COURTSIDE KALENA KAREN M 25 1977 COURTSIDE BREINDEL TONI 26 1981 COURTSIDE ARENAS RICHARD
Friday, October 22, 2010
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Vote Label Address Owner 27 1985 COURTSIDE CROCKETT CHARLES B & 28 1993 COURTSIDE MAE FANNIE 29 1997 COURTSIDE MARUPUDI KUMARA S 30 1602 NINA MARUPUDI LAKSHMI D 31 1606 NINA MARUPUDI LASKSHMI & 32 1926 COURTSIDE MARTINEZ IMELDA 33 1930 COURTSIDE ARRUBLA LUIS X 34 1934 COURTSIDE WILSON COREY J 35 1938 COURTSIDE RAMIREZ ALFONSO & 36 1942 COURTSIDE HAYES SARITA 37 1946 COURTSIDE LOPEZ MARIA & 38 1950 COURTSIDE TREVINO FRANCISO & JUANA 39 1954 COURTSIDE MARTINEZ JOSE 40 1958 COURTSIDE UME GENEVIEVE 41 1962 COURTSIDE COLBERT MILTON 42 1966 COURTSIDE SHAMSHOIAN SID B 43 1970 COURTSIDE WILLIAMS TASHA 44 1974 COURTSIDE CONEJO TOMAS M & 45 1978 COURTSIDE URUETA ALEJANDRO 46 1982 COURTSIDE KIMBLE DONALD W & 47 1986 COURTSIDE DINH MAI & TUAN NGUYEN 48 1990 COURTSIDE GONZALEZ MARIO A & BLANCA
Friday, October 22, 2010
21
Memorandum
CITY OF DALLAS DATE January 14, 2011
TO Honorable Mayor and Members of the City Council
SUBJECT Budget Workshop #2: FY 2011 -12 Preliminary Outlook
This briefing provides an overview of the major issues the City will be facing as the upcoming FY2O11-12 budget is developed. The FY2O11-12 revenues and expenditures discussed in the briefing are preliminary estimates provided as a range of forecasts to illustrate potential impact on the City’s budget. We will be updating and refining these estimates as we receive more data. Additional briefings on the status of the budget will be provided during the upcoming months.
Please let me know if I can provide any additional information.
Jeanne Chipperfield Chief FinancialOfficer
C: Mary K. Suhm, City Manager Thomas P. Perkins, Jr., City Attorney Craig Kinton, City Auditor Deborah Watkins, City Secretary Ryan S. Evans, First Assistant City Manager A.C. Gonzalez, Assistant City Manager Jill A. Jordan, RE., Assistant City Manager Forest Turner, Assistant City Manager Jack Ireland, Director, Office of Financial Services
“Dallas, the City that works: diverse, vibrant and progressive” Budget Workshop #2: FY 2011-12 Preliminary Outlook
City Council Briefing – January 19, 2011
1 Purpose
Review schedule for development of FY 2011-12 budget Provide a preliminary outlook of general fund and debt service budgets for FY 2011-12
2 Budget Schedule
Development of FY 2011-12 budget is year-long process
Began Oct 2010 with update of Strategic Plan and ends with budget adoption in Sep 2011
Budget being developed is for FY 2011-12 and covers
period from Oct 1, 2011 through Sep 30, 2012
Oct 19 Budget Workshop #1: Update on results of citywide Strategic Plan Jan 19 Budget Workshop #2: (A) preliminary outlook of general fund and debt service fund and (B) City Council confirm objectives and strategies for six Key Focus Areas (KFA) Jan 25 Departments are invited to submit bids to accomplish City Council goals and objectives Feb 16 Budget Workshop #3: Set overall “price” of government for FY 2011-12 Feb 25 Departments submit bids to CMO, OFS, and KFA Teams for funding consideration Feb 28 “Price” (available funding) is allocated to each KFA Mar 1-31 KFA Teams evaluate and prioritize bids/offers submitted by departments based on Council confirmed objectives and strategies; and “draw the line” when money allocated to KFA Team runs out
3 Budget Schedule
Mar 9 Public Hearing Apr 1-30 City Manager’s Office reviews and refines rankings established by KFA Teams May 18 Budget Workshop #4: Preliminary rankings May 25 Public Hearing May 26 Preliminary tax roll Jun 15 Budget Workshop #5: Rankings and budget review Jul 26 Certified tax roll Aug 8 Budget Workshop #6: City Manager’s recommended budget Aug 8–Sep 6 Begin town hall meetings Aug 22 Budget Workshop #7: Topics TBD Aug 24 Public Hearing Sep 7 Budget Workshop #8: Topics TBD Sep 14 Adopt Budget at First Reading Sep 19 Budget Workshop #9: Council Amendments Sep 21 Budget Workshop #10: Council Amendments (if necessary) Sep 28 Adopt Budget at Second Reading
4 Preliminary Outlook
Preliminary outlook is provided as range of forecasts to
illustrate potential impact (“lesser” to “greater”) that various scenarios may have on revenues and expenditures Forecasts are very preliminary and will change before
FY 2011-12 budget is recommended by City Manager on Aug 8 Forecasts are being made 9 months in advance of beginning of the 12-month fiscal year that runs through Sep 30, 2012 (21 months in future) Limited new information is available since adoption of FY 2010- 11 budget in Sep 2010 (3 months ago)
5 Revenue Outlook
Revenues – Possible Adjustments – In Million Dollars “Greater “Lesser Impact” Impact” Property Tax – Decline of property tax base value forecast for FY 2011-12. ($27.1) ($1.7) Possible range from 4.23% value loss to 0.27% value loss. Sales Tax – Increase above current year budget may range from 1.2% +$1.7 +$5.0 growth to 2.5% growth. Landfill Revenues – Decline in landfill revenue is forecast. Revenue decline ($4.4) +$12.8 could be offset and revenue could increase with implementation of “flow control” for 12 full months of FY 2011-12. Other Revenues - Includes franchise fees, fund balance, sale of surplus ($14.9) ($13.1) property and abandonments. Total Possible Revenue Adjustments ($44.7) +$3.0
6 Expenditure Outlook
Expenditures – Possible Adjustments – In Million Dollars “Greater “Lesser Impact” Impact” Police and Fire – Meet and Confer Requirements (assumes revenue triggers +$8.4 +$8.4 are not met for FY 2011-12). •Retention incentive for recently hired officers. •Restore overtime pay in-lieu of comp time at mid-year. •Reduce mandatory city leave days from 5 to 3 for uniform personnel. Public Safety adjustments include – +$13.2 +$13.2 •Hire police officers for half of attrition in FY 2011-12. •Purchase 200 replacement marked squad cars. •Purchase 19 ambulances. •Full-year-funding for truck at Fire Station #10 (Frankford at Tollway). •O&M for Fire Station #50 (Keeneland at Walton Walker). •Purchase replacement protective equipment for firefighters. •Fund assessment center for police and fire promotional exams. Sanitation – Implementation of “flow control” at landfill will require increased n/a +$4.0 expense including equipment, personnel, permitting, infrastructure and enforcement of ordinance.
7 Expenditure Outlook
Expenditures – Possible Adjustments – In Million Dollars “Greater “Lesser Impact” Impact” Electricity and Fuel – +$9.3 +$3.2 •Oncor has filed rate case which will impact transmission and distribution cost. •Per gallon cost of fuel is expected to increase. Civilian personnel – reduce mandatory city leave days. Range indicates +$4.1 +$2.4 reducing days from 8 to 3 or from 8 to 5. (Meet and Confer requires reduction of mandatory city leave days from 5 to 3 for uniform employees.) Assume no restoration of salary reductions implemented in current year for civilian employees.
Employee/Retiree Health Benefits – Increased expense assumed at 4% and +$5.8 +$3.8 10%. City’s share of total cost is 50%. Miscellaneous expenditure adjustments include – zoo obligation, HR total +$2.4 +$0.9 compensation study, transfer to State for Super Bowl, TIF adjustments, ATTPAC, zoning and historic preservation. Operation and Maintenance cost associated with capital improvement projects +$3.6 +$3.6 include – Woodall Rodgers tunnel maintenance/lighting, White Rock Hills Branch Library, and Elm Fork Soccer fields.
8 Expenditure Outlook
Expenditures – Possible Adjustments – In Million Dollars “Greater “Lesser Impact” Impact” Debt Service adjustments include – +$4.5 +$4.5 •Decreased cost associated with debt issued prior to Dec 2010. •Increased cost for full-year funding of commercial paper interest. •Assumed issuance of GO Bonds to retire commercial paper. Total Possible Expenditure Adjustments +$51.3 +$44.0
9 Outlook – Summary
Possible Adjustments – “Greater Impact” “Lesser Impact” In Million Dollars Revenue adjustments ($44.7) +$3.0 Expenditure adjustments +$51.3 +$44.0 Differential ($96.0) ($41.0)
Preliminary outlook for FY 2011-12 indicates a
differential between revenues and expenses ranging from $41.0m to $96.0m Differential will be eliminated by Aug 8 when City
Manager recommends balanced budget Council feedback and confirmation of Key Focus Area
objectives and strategies will be used in budget development and balancing FY 2011-12
10 Other Considerations
Federal Government’s efforts to address current year spending levels which are still not final and FY 2011-12
budget (coming out on Feb 25), will possibly impact City’s budget Areas likely to be affected are non-defense, non-homeland security discretionary spending, including core local government grant programs such as CDBG, HOME, and local law enforcement assistance State Legislative action to close State’s significant budget gap may possibly affect City’s budget
Potential impacts include loss of franchise fees, loss of red light camera revenue, loss of transportation funding, TCEQ fee increases, additional State court costs tacked onto City issued citations, and unfunded mandates
11 llas City Council 12 BID PROCESS January 19, 2011 PUBLIC SAFETY FY 11 - Presented to the Da Public Safety Team Members Andy Acord, Dallas Police Department Cassandra Wallace, Office of Emergency Management Cyndi Mendez, Court and Detention Services Daniel DeYear, Dallas Fire-Rescue Jennifer Cottingham, Dallas Water Utilities Ken Pyland, Parks & Recreation LaVerna Mitchell, Communication and Information Services Michelle Gonzalez, City Manager’s Office Rodney Burchfield, Human Resources Ryan Rogers, Office of Financial Services Sonya Batts, Public Works & Transportation Tracy Curts, City Manager’s Office Vernon Young, Sustainable Development and Construction William Madison, Office of Environmental Quality 2 Public Safety Road Map
1 2 3 4 5
VISION COUNCIL STRATEGY STRATEGIES LINKAGES STATEMENT OBJECTIVES MAP
3 Public Safety Vision
Ensure public safety where people live, work, and play.
4 Vision Statement Dallas City Council ACHIEVE RESPONSE TIMES Objectives Maintain DPD response times for Priority 1 CY 08 CY 09 CY 10 calls answered within 8 minutes at 75% or 71.7% 74.0% 80.8% better
Achieve Fire response time (1st Company) of 5 minutes, 20 seconds for 90% of calls FY 07-08 FY 08-09 FY 09-10 (New National Fire Protection Association NA NA 80.53% 1710 standards) Achieve EMS response time (1st Company) of 9 minutes for 90% of calls FY 07-08 FY 08-09 FY 09-10 (New National Fire Protection Association 91.0 90.6% 90.1% 1710 standards) within 9 within 9 within 9 minutes minutes minutes REDUCE THE OVERALL REPORTED CRIME RATE CY 08 CY 09 CY 10 Reduce crime rate by 7.25% in CY 11 -10.3% -6.4% -10.1% REDUCE DALLAS’ POSITION IN THE NATION ON CRIME Short term: Stay out of the number one spot . Among the nation’s most populated cities, Dallas ranked 2nd in CY 08 and 3rd in CY 09. . 2011 – Drop out of the top five spots in violent crime among most populated cities Long term: 2013 – Drop out of the top eight spots in violent crime among most populated cities 5 Council Objectives Dallas City INCREASE LEVEL OF CONFIDENCE Council FY 09 FY 10 IN LAW ENFORCEMENT Objectives Increase perception that police are effective in dealing with neighborhood problems to 64.9% Next survey in 2011 75% by 2011
Increase perception that police are prompt 64.7% Next survey in 2011 in responding to calls to 75% by 2011
Enhance communication with the public via Facebook social media, increasing the number of DPD has 4,348 followers as of 10/01/10 DPD followers by 20% annually Twitter DPD has 2,803 followers as of 10/01/10 Nixle DPD has 1,361 followers as of 10/01/10
YouTube DPD has 38 videos on as of 10/01/10 FY FY FY REDUCE GRAFFITI 07 - 08 08 - 09 09- 10 Reduce the number of graffiti service 5,168 5,888 5,641 requests
Activities in Provide anti-graffiti education to kids NA NA 18 libraries
6 Council Objectives Public Safety • Staffing Human • Continuing education Strategy Map Resource • Employee development and retention Development • Recruitment strategies
• Inter-agency collaboration • Public-private partnerships Improve response times • Collaboration with community groups Reduce the overall reported crime rate
Neighborhood Community Reduce Dallas’ position in the Vitality nation on crime Outreach
Increase level of confidence in law enforcement • Strong media relations Reduce graffiti • Sustain public warning systems • Mobilize community stakeholders • Public education programs • Reduce recidivism • Pre-incident planning • Equipment procurement Resource • New technologies Management • Visible staff
7 Strategy Map Human Resources Development
COUNCIL OBJECTIVES Reduce the overall reported crime rate Increase level of confidence in law enforcement
STRATEGY Strengthen citizen confidence through the development of human resources.
SUB-STRATEGIES 1) Ensure appropriate staffing levels Strategy Measures • Officers per 1,000 residents 2) Promote continuing education programs • DPD officer certifications 3) Encourage employee development and retention • DFR firefighter and inspector certifications 4) Enhance recruitment strategies to attract high quality • DPD Job Enrichment Program applicants • Caruth Police Institute Leadership Development
8 Strategies Human Resources Development Measures
STRATEGY MEASURES FY 07 - 08 FY 08 - 09 FY 09 - 10
Police officers per 1,000 residents: 2.60 2.77 2.78 Goal – 3.00
Master: 1,859 1,872 1,892
DPD officer certifications Int./Adv: 583 859 1,024
Basic: 693 684 730
Master: 153 714 735 DFR firefighter Adv: 74 110 116 certifications Inter: 470 256 224
Master: 24 27 31 DFR inspector certifications Adv: 7 9 11
Inter: 23 26 22
9 Strategies Community Outreach
COUNCIL OBJECTIVES Reduce the overall reported crime rate Reduce Dallas’ position in the nation on crime Increase level of confidence in law enforcement Reduce graffiti
STRATEGY Enhance community outreach by increasing involvement, communication, and education.
SUB-STRATEGIES Strategy Measures 1) Strengthen disaster preparedness planning through marketing and media relations • Fire safety and code inspections • Number of Volunteers in Patrol (VIP) 2) Sustain public warning and notification systems • Community Emergency Response Team (CERT) 3) Mobilize community stakeholders to proactively assist • Citizen Fire Academy participation with public safety initiatives • Number of smoke detectors installed 4) Reduce recidivism through education and re-entry • Number of students impacted through outreach programs programs
5) Provide public education and prevention programs 10 Strategies Community Outreach Measures
STRATEGY MEASURES
FY 07 - 08 FY 08 - 09 FY 09 - 10 Fire safety and code inspections 63,647 71,188 106,288 conducted
CY 08 CY 09 CY 10 Volunteers in Patrol (VIP) participants 2,240 2,723 2,345
Community Emergency Response CY 08 CY 09 CY 10 Team members (CERT) 390 682 921
Citizen Fire Academy classes FY 07 - 08 FY 08 - 09 FY 09 - 10 conducted per year 2 1 1
FY 07 - 08 FY 08 - 09 FY 09 - 10 Smoke detector installations 7,767 7,429 6,457
Fire prevention and education FY 07 - 08 FY 08 - 09 FY 09 - 10 programs 9,401 9,634 10,269
11 Strategies Resource Management
COUNCIL OBJECTIVES Improve response times Reduce the overall reported crime rate Reduce Dallas’ position in the nation on crime Increase level of confidence in law enforcement
STRATEGY Secure and effectively deploy resources for improved service delivery.
SUB-STRATEGIES Strategy Measures 1) Implement new technologies • DPD % response rate for Priority 1 calls within 8 minutes • Overall crime rate reduction 2) Deploy staff to ensure visibility of public safety personnel • Position in the nation for crime rate 3) Develop and exercise critical pre-incident plans • DFR 1st Company % response rate within 5.2 minutes for 90% of calls 4) Promote equipment procurement and maintenance • EMS % response rate within 9 minutes for 90% of calls
12 Strategies Resource Management Measures
STRATEGY MEASURES
DPD % response rate for Priority 1 calls CY 08 CY 09 CY 10 within 8 minutes Goal: 75% 71.7% 74.0% 80.8%
Overall crime rate reduction year over year CY 08 CY 09 CY 10
- 10.3% -6.4% -10.1%
Position in the nation for crime rate CY 08 CY 09 CY 10 2nd 3rd NA
DFR 1st Company % response rate within 5 minutes, 20 seconds for 90% of calls FY 07 - 08 FY 08 - 09 FY 09 - 10 (New National Fire Protection Association 1710 standards) NA NA 80.53%
EMS % response rate within 9 minutes for FY 07 - 08 FY 08 - 09 FY 09 - 10 90% of calls 91.0% 90.1% 90.1% (New National Fire Protection Association 1710 standards)
13 Strategies Neighborhood Vitality
COUNCIL OBJECTIVES Reduce the overall reported crime rate Increase level of confidence in law enforcement Reduce graffiti
STRATEGY Expand interdepartmental collaboration and community partnerships to cultivate thriving neighborhoods.
SUB-STRATEGIES Strategy Measures 1) Form partnerships with other agencies to streamline multi- • Number of DPD 10-70-20 and Operation Restoration agency collaboration programs established 2) Encourage public/private partnerships and community • Number of crime watch groups established activities • Dallas Emergency Response Team (DERT) • Number of special event permits reviewed 3) Collaborate with community groups to foster safer neighborhoods
14 Strategies Neighborhood Vitality Measures
STRATEGY MEASURES FY 07 - 08 FY 08 - 09 FY 09 - 10
Number of DPD 10-70-20 and 13 18 29 Operation Restoration programs
Number of crime watch groups 864 740 848
Dallas Emergency Response 876 580 753 Team members (DERT)
Special event permits reviewed 705 651 583 by DPD
15 Strategies Linkages to Other KFAs
NEIGHBORHOOD HUMAN RESOURCES COMMUNITY OUTREACH VITALITY Strengthen citizen Enhance community outreach by increasing involvement, communication, and Expand Interdepartmental confidence through the education. collaboration and community development of human resources. partnerships to cultivate Example: Example: Example: thriving neighborhoods. Example: . 10-70-20 program . Super Bowl . Volunteers In Patrol (VIP) Example: . 911 CIS improvements . Operation and maintenance Restoration . Graffiti reduction . Dallas Police Department
partnerships with
Downtown Dallas
16 Linkages ECONOMICECONOMIC VIBRANCYVIBRANCY Council Briefing Presentation
January 19, 2011 Team Roster
4 Hector Reynoso (Lead, Trinity Watershed Management) 4 Richard Ngugi (Budget, Office of Financial Services) 4 Cynthia Rogers-Ellickson (Housing) 4 Daniel Halter (Dallas Water Utilities) 4 Kirk Hemphill (Sanitation) 4 Regina Foster (Sustainable Development & Construction) 4 Robert Durham (Public Works & Transportation) 4 Samonia Jordan (Street Services) 4 Sushil Mathew (Aviation) 4 Tiffany Cherry (City Controller’s Office) 4 Tim Glass (Economic Development) 4 Zena Ayala-Fernino (DPD) 1
Table of Contents
• Vision Statement
• Council Objectives
• Overarching Considerations
• Strategy Map
• Strategies & Data
• Linkages
2 Vision Statement
A thriving economy sustained by a healthy mix of local & international business opportunities, housing choices, visitor attractions, & city services
3 Council Objectives Objective Current Data / Progress Convention center hotel . Achieve substantial completion phase of hotel construction open and operational by . Current projected opening: February 2012
Q1 2012. . Hotel project is on schedule & on budget
Establish or reinvigorate . Redeveloped 257,000 SF in 2009-2010 at Crest Plaza Shopping Center on Lancaster Rd. & the Torre Vista Shopping Center on Lake June Rd. & 100,000 SF annually of Masters Dr. retail space in the . Approved in 2010 redevelopment of Big T Plaza, 161,000 SF at I-35E and Southern Sector by Ledbetter Dr. . Southwest Center Mall - Fiesta Mundo construction anticipated 2011. completion by March 2011 (former Dillard’s property, Approx. 180,000SF) . Southwest Center Mall – Investor-owner entered into a joint venture with a retail group to pursue new tenants for the inline store space Redevelop 4% of aging . Over 6% of the aging multifamily stock was demolished & the sites multifamily housing prepared for redevelopment by mid-year 2010 annually. . Focused multifamily redevelopment efforts underway in North Oak Cliff, Skillman Corridor & Walnut Hill/Central area Streetcar . Council approved construction contract in August 2010 to complete the McKinney Avenue Trolley extension on Olive Street Implementation Plan . Comprehensive streetcar system plan to serve the Central area of Dallas (3 mile radius around Downtown) is being developed
4 Council Objectives
Objective Current Data / Progress Increase the percentage . 85% of businesses rate Dallas as a “good” or “excellent” place to do business in 2008, with 42% rating Dallas as an “excellent” place to do of customers rating the business.(Source: Dallas Business Survey)
City’s responsiveness . 78% of citizens rate Dallas as a “good” or “excellent” place to do business in 2009 while 69% of citizens rated the city’s responsiveness as “good” or “excellent” as “good” or “excellent” (Source: 2009 Citizen’s Survey) to 70% in FY10-11. . Conduct Citizen Survey in FY10-11 . Since indicator was established, three new water bottling production Establish at least one facilities have been secured (Nestle, Niagara Bottling & Advanced H2O) production facility with 428 associated new jobs employing no less than . City facilitated the expansion of the Solo Cup manufacturing facility with 110 jobs - $13M investment 300 people in the . In 2010, Council approved two projects in the Southern Sector resulting
Southern Sector. in 130 new jobs and $12.8M in investment Increase the appraised value in the ten . From 2005-2010, real taxable property value in the ten opportunity areas increased by 21.44% (about $2.01B) opportunity areas by
$200M per year from 2009 to 2011.
5 Overarching Considerations
Consistency with Long Range Development Plans
. forwardDallas! Plan (Long Range Planning)
. Long Range Water Master Plan (Dallas Water Utilities)
. Mayor’s Southern Dallas Task Force (Economic Development)
. Strategic Engagement Plan (Economic Development)
. Balanced Vision Plan (Trinity River Corridor)
. Bond Programs (Public Works & Transportation)
. Downtown Dallas 360 Plan (Economic Development)
6 Strategy Map
s e s m b Im o o R a c J e g n o R c e I t e r d R g u B e ty i i u e x li e o t i c i i Wo ta n t ld i M ib i a a i o s r l l/ rg n h & s k & In e g C e t t ty c F S e I g li c o m rn n n i rc a a d i b /A e l t u s a y A B l io s u d it T U D B n t o r TR e u a ri H o im G Y S v s l e ff x N IT R IN e i E s A I E A l n n ro S N TE C E o e g P U U TI S p s a T N S m s g O R O e e e H T N n s m O IO e P & t n P N t O A thriving economy sustained by a healthy mix of business opportunities, housing choice, visitor attraction D & City services. E E S V R T E U A L T IN N O C D C D P U Y e e E A M R IT ic D v N R E T L o e e T D N S A ty h P v lo I S T A li C r e p V R i C o lo m E & F QU b n o c p S N o io d e m e I /M t s e s n s ta ie s e t s r it E E n S e o il n ff t ta c p t fo i In n c s U r c c d A n c c ie e a ra li e n n r m c t d T b y iv s u e e P n s t 7 Business Attraction & Retention Council Objectives . Convention center hotel & ancillary open & operational Q1 2012 . Establish or invigorate two retail centers in the Southern Sector by 2011 . Have at least one production facility development by 2011 . Increase appraisal value in ten development opportunity areas by $200M/year
Strategy Sustain & attract firms in targeted industry sectors and small businesses
Sub-Strategies 1) Recruit targeted industries in the Southern Sector 2) Facilitate land & commercial structure development/redevelopment 3) Grow economy through international & regional engagement 4) Expand retail in underserved areas 5) Support small business creation 6) Promote image as a “green” City & convention/visitor destination 7) Partner with local agencies toward market driven work force development
8) Create funding sources to facilitate development 8 Business Attraction & Retention Council Objectives . Convention center hotel & ancillary open & operational Q1 2012 . Establish or invigorate two retail centers in the Southern Sector by 2011 . Have at least one production facility development by 2011 . Increase appraisal value in ten development opportunity areas by $200M/year
Selected Sub-Strategies & Data . Grow economy through international & regional engagement . Conducted several trips abroad to recruit City of Dallas Regional Center investors in 2010 . Recruited nine foreign corporations to open Dallas offices, creating 101 jobs in FY 09-10 . Create funding sources to facilitate development . City of Dallas Regional Center – FY 10-11 goal to raise $80M to finance development in Dallas, and $100M to $150M annually thereafter . New Markets Tax Credits – Allocated $55M by HUD for low income neighborhoods . Section 108 - HUD Funding for mixed-use affordable housing projects in Downtown, the Southern Sector, and proximate to DART transit stations . HUD Community Challenge Grant - $2.25M awarded for planning and land acquisition related to development of affordable housing near DART stations
9 Housing Opportunity Council Objectives . Redevelop 4% of aging multifamily housing by 2011 . Establish or invigorate two retail centers in the Southern Sector by 2011
Strategy Facilitate a range of housing choices across the income & geographic spectrum
Sub-Strategies 1) Redevelop aging multifamily housing 2) Promote housing infill & rehabilitation 3) Integrate workforce housing with market rate housing 4) Promote mixed-use/transit-oriented developments 5) Increase percentage of home ownership 6) Encourage housing that is accessible to job opportunities 7) Develop affordable housing downtown
10 Housing Opportunity Council Objectives . Redevelop 4% of aging multifamily housing by 2011 . Establish or invigorate two retail centers in the Southern Sector by 2011 Selected Sub-Strategies & Data . Promote mixed use development/transit-oriented development . Approved Transit-Oriented Development TIF - linking development, jobs, transit & housing . Lancaster Sub-District – Lancaster Urban Village project: $26.8M Mixed-Use Facility, Phase I is expected to begin Fall 2011 with 98 affordable housing units, 14,000 SF of retail and a parking garage, Phase II will be a 50,000 SF skills training center for the Dallas Urban League . Cedars West Sub-District . Mockingbird/Lovers Lane Sub-District . Cedar Crest Sub-District . Develop affordable housing downtown
. Mercantile Continental Building . Minimum 40 affordable residential units . $18M TIF funding approved by Council . Atmos Complex . Minimum 117 affordable residential units . $23M TIF funding approved by Council
11 Infrastructure Quality Council Objectives . Convention center hotel & ancillary open & operational Q1 2012 . Establish or invigorate two retail centers in the Southern Sector by 2011 . Have at least one production facility development by 2011 . Increase appraisal value in ten development opportunity areas by $200M/year
Strategy Create & maintain the fundamental infrastructure systems necessary for economic growth Sub-Strategies 1) Promote access & mobility 2) Expand transportation choices & connectivity between alternative modes 3) Plan, manage, & maintain public infrastructure to support economic growth
12 Infrastructure Quality Council Objectives . Convention Center hotel & ancillary open & operational Q1 2012 . Establish or invigorate two retail centers in the Southern Sector by 2011 . Have at least one production facility development by 2011 . Increase appraisal value in ten development opportunity areas by $200M/year Selected Sub-Strategies & Data . Promote access & mobility . Love Field Modernization Program (LFMP) – construction began in March 2009 for new terminal & aviation facilities that will accommodate passenger & flight traffic increases at Love Field; Customs & Border Protection (CBP) facility will open in January 2011 to service international flights by general aviation aircrafts (20 Passengers or less) . Woodall Rodgers Deck Park will provide walking access between CBD & Uptown area & recreation areas; Phase III-final phase to include landscape & other visual aesthetics - completion summer 2012 . Santa Fe Trestle Trail – Multi-purpose hike & bike trail that promotes access to Trinity River Corridor, construction began July 2010; anticipated completion May 2012 . Plan, manage & maintain public infrastructure . Dallas Water Utilities . East Bank/West Bank Interceptor was advertised for bids, completion will allow for future abandonment of Cadiz Street pump station and free-up the 60-inch forced main to be used as a water source for the Trinity lakes . Awarded the 20-inch recycled water pipeline Phase I & II construction contracts; will result in 5.5 miles of pipeline to provide recycled water to Zoo & Stevens Park Golf Course . Trinity Watershed Management . Awarded the new Pavaho Pump Station $27M construction contract; construction began August 2010; anticipated completion Aug 2012 13
Development Standards & Incentives Council Objectives . Increase percentage of business customers that rate the city’s responsiveness as good or excellent to 70% by 2011 . Have at least one production facility development by 2011 . Establish or invigorate two retail centers in the Southern Sector by 2011
Strategy Ensure standards & incentives are in place to promote economic development
Sub-Strategies 1) Manage a timely & efficient regulatory process 2) Promote standards that ensure high quality development 3) Implement incentives that promote beneficial development 4) Ensure fair enforcement of city codes
14 Development Standards & Incentives Council Objectives . Increase percentage of business customers that rate the city’s responsiveness as good or excellent to 70% by 2011 . Have at least one production facility development by 2011 . Establish or invigorate two retail centers in the Southern Sector by 2011
Selected Sub-Strategies & Data . Promote standards that ensure high quality development . forwardDallas! Plan . Green Building Ordinance . Trinity River Corridor Project . Transit-Oriented Developments . Form Based Zoning . Urban Forest Advisory Committee . Sustainability Task Force . Downtown Dallas 360 Plan
15 E du ca tio Strategy Map y na Linkages t l E fe s n Sa e s ha m b Im nc lic o o R a e b c J e g m u n o R c e en P I t e r t d R g u B s e ty i i u e x li e o t i c i i Wo ta n t ld i M ib i a a i o s r l l/ rg n h & s k & In e g C e t t ty c F S e I g li c o m rn n n i rc a a d i b /A e l t u s a y A B l io s u d it T U D B n t o r e u a ri H o im G Y TR S v s l e ff x N IT R IN e i E s A I E A l n n ro S N TE C E o e g P U U TI S p s a T N S m s g O R O e e e H T N n s m O IO e P & t n P N t O A thriving economy sustained by a healthy mix of business opportunities, housing G
o choice, visitor attraction
v & D & City services. er E E E s t n 3 S V R n r T E U o m T A i A L t I O C , N N a en D C D P U Y e e A M R T c r e e E T I i r t D v N R E L u e e T D N S A ty ho t c P v lo I S T A li C l e V i u r e p R R C o lo m E & F QU b n o c p S N o io C d e m e I /M t s e s n s ta ie s e t s r it E E n S e o il n ff t ta c p t fo i In n c s U r c c d A n c c ie e a ra li e n n r m c t d T b y iv s u e e P n s t
Clean, Healthy Environment 16 Links to Other Key Focus Areas Public Safety E3 Continuous Work Force Development Long-term Resource Management Hiring Strategies Employ process improvement methods Resource Management Business Attraction & Retention through a high-service low-cost government Enhanced Customer Communication Community Outreach Clean, Healthy Environment Resource Management Educational Enhancements Buy "green" & environmentally friendly Resource Management goods & services Meet maintenance & replacement Enhanced Customer Communication schedules Encourage Best Practices for companies & Enhanced Customer Communication residents to minimize their environmental Community Outreach footprint to promote the “green” goals of Mayor & Council
Culture, Arts & Recreation Provide Quality Infrastructure Ensure economic growth in tandem with cultural growth Public facilities such as parkland, cultural centers & libraries 17 Appendix
4 Unemployment Rate Gap – Slide 19
4 Labor Force Data – Slide 20
4 Leading Economic Indicators – Slide 21
4 Dallas Unemployment Rates – Slide 22
4 Total Taxable Property – Slide 23
4 Taxable Property Values (Personal, Commercial & BPP) – Slide 24
4 Real Taxable Property Value by Opportunity Area – Slide 25
4 Multifamily Development & Demolition Map – Slide 26
4 Dallas Travel Time – Slide 27
4 Dallas Love Field Total Passengers – Slide 28
4 Long Range Development Plans – Slide 29
18 Appendix: Economic Vibrancy Statistics Monthly U.S. – City of Dallas Unemployment Rate Gap
In October 2010, Dallas is 0.6 points better than the U.S.
Source is U.S. Bureau of Labor Statistics. 19 Appendix: Economic Vibrancy Statistics Household Employment - Labor Force Data - Annualized Table 1. Table 2. ANNUAL AVERAGE UNEMPLOYMENT RATES CITY OF DALLAS LABOR FORCE ANNUAL AVERAGE (PERSONS) FY FY Point Unemployed Labor Force 2009 2010 Change City of Dallas 7.6 8.7 1.1 FY 2009 44,947 598,530
DFW MSA 7.3 8.3 1.0 FY 2010 52,818 605,307
Texas 7.0 8.2 1.2 Change 7,871 6,777
U.S. 8.5 9.7 1.2 % Change 17.5 1.1
Largest U.S. Cities 10.4 12.0 1.6 Avg.** SOURCE: TEXAS WORKFORCE COMMISSION, U.S. BUREAU OF LABOR STATISTICS VALUES NOT SEASONALLY ADJUSTED. •LARGEST U.S. CITIES EXCLUDING DALLAS ARE: NEW YORK, LOS ANGELES, CHICAGO, HOUSTON, PHOENIX, PHILADELPHIA, SAN ANTONIO, SAN DIEGO, SAN JOSE & DETROIT.
20 Appendix: Economic Vibrancy Statistics Leading Economic Indicators
The leading index is a projection of the City’s economic performance three to six months in advance. When the index consistently grows above its 12-month average (the red line graph), the City’s economy will more likely continue to grow.
The index’s annual average reflected an economic downturn starting June 2007. The index declined for 22 months, then turned upward beginning March 2009. The upward trend continued through May 2010 & has since moved in an irregular pattern. As of September 2010, the leading index stands at 87.9 (1997=100) & is above the index’s 12 month average. The behavior since May 2010 reflects slowed economic growth.
Index elements consist of Single Family Building Permits, Monthly Regular Initial Claims for unemployment insurance, the West South Central Consumer Expectations Index of the Conference Board, & the City of Dallas calculated Stock Index. 21 Appendix: Economic Vibrancy Statistics Dallas Unemployment Rates - Historical Percentage**
Year (CY) 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Jan-Jun
Unemployed 29,109 40,228 55,915 55,212 48,634 33,233* 30,835* 27,398* 32,364* 48,433* 53,715
Change 11,119 15,687 -703 -6,578 -15,401 -2,398 -3,437 4,966 16,069 5,282
% Change 38.2% 39.0% -1.3% -11.9% -31.7% -7.2% -11.1% 18.1% 49.7% 10.9%
Source: U.S. Bureau of Labor Statistics (BLS) COD unemployment rate US unemployment rate * Reflects BLS revisions as of April 2010 ** Percentages are non-seasonally adjusted
The unemployment rate reflects the percentage of City of Dallas resident labor force actively seeking employment. The Dallas (COD) annual average (calendar year) unemployment rate in 2009 was 8.2 percent & the 2010 mid year average rate is 8.9 percent. Since 2007 the COD unemployment rate has equaled or out performed (less in value than) the U.S. unemployment rate** (see above chart). Unemployment levels rose in 2008 & continued rising through 2010. This is as much a reflection of the rise in the city’s working-age population through both in-migration & internal ageing as much as it is a reflection of the economy.
22 Appendix: Economic Vibrancy Statistics Total Taxable Property
Fiscal Year 2002 2003 2004 2005 2006 2007 2008 2009 2010
Value $66.5 $66.5 $67.6 $70.8 $76.1 $84.5 $90.5 $87.3 $83.4 (in billions)
Change 0.0% 1.6% 4.8% 7.5% 11.0% 7.0% -3.6% -4.4%
Source: City of Dallas Office of Financial Services.
This & the following slide contain the summarized taxable values of real & personal property within the City of Dallas. The next page presents the Residential & the Commercial subcategories of Business Personal Property (BPP) & Taxable Commercial Property. The taxable value of a property is the market value of the property minus any exemptions. Below are definitions for additional key terms on this & the following page.
. Real property - Consists of l& plus anything permanently attached to the l& or legally defined as immovable (i.e. Real Estate). . Residential Property - Non-farm detached, semidetached, or attached residence for one family (single family) & property that contains two or more living units, including duplexes, apartment houses, & cooperatives that are assessed as a single entity (multifamily). . Commercial Property - Any nonresidential real estate of a commercial enterprise. . Business Personal Property (BPP) - Office equipment, fixtures, furniture, & merchandise.
Definition Sources: Census of Governments, U.S. Department of Commerce & ICMA 23 Appendix: Economic Vibrancy Statistics Taxable Property Values
24 Appendix: Economic Vibrancy Statistics Real Taxable Property Value by Opportunity Area - 2005 to 2010
As investment & job creation occurs, taxable property valuations increase. Changes in the real taxable property values are a good indicator of economic vibrancy.
Change 2005-10 % Change 2005-10 2005 2010 (in 2010 Dollars) (in 2010 Dollars)
Residential Non-Residential Non- Non- Residenti Non- Opportunity Area (2010) (2010) Residential Residential Residential Residential al Residential
West Dallas - Oak Cliff $150,853,167 $326,137386 $188,089,831 $319,855,053 $37,236,664 -$6,282,333 24.68% -1.93%
Stemmons Corridor 144,089,518 1,733,121,075 234,291,306 2,374,244,619 90,201,788 641,123,544 62.60% 36.99%
Fair Park & Surrounding Area 279,877,217 596,565,626 350,769,657 683,557,744 70,892,440 86,992,118 25.33% 14.58%
Asian Trade District 121,260,152 1,091,771,977 95,017,508 1,054,611,942 -26,242,644 -37,160,035 -21.64% -3.40%
NAFTA Corridor 64,718,028 61,235,395 47,699,713 106,716,734 -17,018,315 45,481,339 -26.30% 74.27%
UNT Campus 40,452,796 9,116,996 30,844,923 7,758,045 9,607,873 -1,358,951 -23.75% -14.91%
Westmorel& Area 29,086,270 57,214,105 25,982,654 52,963,002 -3,103,616 -4,251,103 -10.67% -7.43%
Central Business District 78,352,033 2,629,761,727 172,062,156 2,695,124,390 93,710,123 65,362,663 119.60% 2.49%
Vickery Meadows 293,041,267 441,576,558 267,346,580 678,417,933 -25,694,687 236,841,375 -8.77% 53.64%
LBJ Corridor 353,921,141 2,623,955,192 326,864,346 2,375,883,979 -27,056,795 248,071,213 -7.64% -9.45%
Source: City of Dallas Department of Public Works & Transportation, CityGIS Division. Original data from Dallas Central Appraisal District Certified Values. Area definitions & calculations by Dallas Office of Economic Development, December 2010. 25 Appendix: Economic Vibrancy Statistics Multifamily Development & Demolition Map
New development - 3,250 units
Demolition - 2,990 units 635 635
35 35 30 30 30 30
20 20
26 Appendix: Economic Vibrancy Statistics Despite additional road space, Dallas travel time increases Long-Term Change
Annual Hours of Delay per Traveler 1982 to 2007
Urban Area 1982 1997 2006 2007 Hours Rank
Very Large Urban Area Average 21 43 52 51 30
Dallas – Fort Worth – Arlington, TX 10 34 55 53 43 2
Washington, DC – VA – MD 16 52 59 62 46 1
San Francisco – Oakl&, CA 23 47 58 55 32 11
Atlanta, GA 19 56 59 57 38 5
Boston, MA – NH – RI 12 32 44 43 31 15
Miami, FL 15 35 48 47 32 11
New York –Newark, NY –NJ –CT 12 32 45 44 32 11
Seattle, WA 12 52 45 43 31 15
Chicago, IL – IN 15 35 43 41 26 23
Detroit, MI 24 48 53 52 28 21
Los Angeles – LBch – Santa Ana, CA 44 69 72 70 26 23
Houston, TX 29 39 56 56 27 22
Philadelphia, PA – NJ – DE – MD 16 28 38 38 22 36
Phoenix, AZ 35 35 45 44 9 70 27 Appendix: Economic Vibrancy Statistics Dallas Love Field Total Passengers
CY 2009 CY 2010
Carrier Enplanements Deplanements Total Pax Enplanements Deplanements Total Pax % Change
CY9 to CY10
American Eagle Airlines 23,033 23,386 46,419 - - - -100%
Continental Airlines 98,903 98,728 197,631 88,591 91,632 180,223 -9%
Delta Airlines 19,136 20,184 39,320 34,930 34,845 69,775 77%
Southwest Airlines 3,748,878 3,712,094 7,460,972 3,851,003 3,813,660 7,664,663 3%
Other ------0%
Totals 3,889,950 3,854,392 7,744,342 3,974,524 3,940,137 7,914,661 2%
28 Appendix: Long Range Development Plans
Downtown Dallas 360 Plan (Economic Development) 360 is an action-oriented implementation plan crafted to build on recent momentum and make the Vision for Downtown Dallas a reality. The plan promotes housing throughout downtown, enhancing the pedestrian environment downtown, improving local & regional connectivity, concentrating energy & resources on Focus Areas and catalytic sites, and adopt policy language, symbols and messages to position Downtown as an inclusive, open, welcoming place. Balanced Vision Plan (Trinity River Corridor) The Balanced Vision Plan, adopted by City Council in December 2003, envisions the Trinity River as a new centerpiece for Dallas, creating an attraction that will support revitalization and renewal in the center of an urban area. It addresses flood protection, environmental restoration and management, recreation, transportation, and community and economic development. The key to this plan is that it successfully balances diverse and potentially conflicting goals for the Trinity River Corridor. forwardDallas! Plan (Long Range Planning) Adopted June 2006, the forwardDallas! plan is a collaboratively developed unified vision for the City. The Plan's core values are derived from broad-based public input, and a palette of desired building blocks establish the development vision. The plan is a guide for strategic and sustainable growth with policy guidance to encourage new development patterns, enhance the economy, make quality housing more attainable, promote strong and healthy neighborhoods, enhance transportation and infrastructure, and protect the environment. Strategic Engagement Plan (Economic Development) Strategic Engagement was adopted by the Council in September 2005 as Dallas’ official economic development strategy. The plan identifies priority development initiatives and programs and sets performance objectives. The plan is due to be revised this fiscal year. Long Range Water Master Plan (Dallas Water Utilities) Working in cooperation with the Texas Water Development Board Region C Water Plan and other studies for the area, DWU is in the process of implementing the 2005 Water Supply Master Plan to service the needs of the City of Dallas and DWU’s customer cities. The availability of quality and ample supply of water is critical to the long-term growth, both economic and pollution-wise, of the region and Dallas in particular. The 2005 Supply Plan plans for water supply until 2060. Bond Programs (Public Works and Transportation) The Citizens of Dallas authorize the City Council to issue debt in the form of bonds to finance infrastructure and construction projects. A bond package has a listing of specific projects such as street improvement projects, flood protection, storm drainage projects, and facilities improvement projects such as recreation centers and libraries. Authorizing the City to issue bond debt enables the city to invest in itself and improve the quality of life for its citizens. Southern Dallas Task Force (Economic Development) The Southern Sector Task Force is designed to identify, qualify, prioritize and recommend to the Mayor, City Council and the City Manager a range of implementable deliverables that support the achievement of redeveloping and repositioning Southern Dallas in the near-term (2 years), mid-term, (2-5 years) and long-term (> than 5 years). Key economic development priorities are: Manufacturing Facility (200 employees), Lancaster Corridor Transit-Oriented Development/Lancaster Kiest Shopping Center, two full service grocery stores, Southwest Center Mall, South Dallas/Fair Park TOD, Lake June Green Line TOD, Executive Airport, Illinois/Westmoreland TOD, International Inland Port of Dallas, Mountain Creek Industrial Park, Wynnewood Shopping Center, the Calatrava Bridge and West Dallas. 29 Clean, Healthy Environment City Council Planning Session January 2011 1 Team Members Daley Lehmann, CCO Tim Moody, PKR Renee Clay, DWU Gloria Perez, DPD Tayo Sokale, EBS Erica Molett, HOU Helena Stevens-Thompson, MCC Laurie Knirk, OEQ Haytham Hassan, PWT Gary Middleton, SAN Sirak Bahta, TWM Crystal Lee, TWM
Ryan Lawler, OFS 2 Road Map
• Vision for the Future
• Council Objectives
• Strategy Map
• Strategies & Data
• Links to other KFAs
3 Vision For The Future: Creating a Better Tomorrow
To provide a Clean, Healthy Environment meeting the needs of the present while enhancing opportunities for future generations
4 Council Objectives Indicator Current Data
Produce a “Cleaner” City: Top 3 Code Compliance service requests FY 09-10: 7% reduction in Top 3 Code 1. High Weeds: 37,449 Compliance Requests annually 2. Litter: 20,154 3. Obstruction Alley/Sidewalk/Street: 12,575 Total Code Compliance cases worked – 132,502
Change in requests from FY 08-09: • High Weeds decreased 0.07% • Litter decreased 7.2% • Obstruction Alley/Sidewalk/Street decreased 9.5% • Loose Aggressive Animals decreased 28.6% Increase Household Recycling: All households have been converted to OneDay Dallas. Increase from 8.2 lbs per month Household recycling has increased from 24 lbs per household in FY in 2006 to 36 lbs per month by 08-09 to 31.45 lbs per household for FY 09-10 end of FY10-11 •The City won second place in the Community Partnerships category of the North Texas Corporate Recycling Association Green3 Awards
5 Council Objectives Indicator Current Data Reduce Water Consumption: GPCD was: Reduce from 212 gallons per 197 GPCD in 2008 capita per day (GPCD) in 2004 190 GPCD in 2009 surpassing the 2011 goal to 195 GPCD by 2011, with an 171 GPCD in 2010 additional 5% reduction by 2016 Reduce Water Consumption: Dallas’ Water Conservation efforts have achieved regional and Educate the public about Dallas’ national recognition as evidenced by the EPA’s 2010 Water Sense water conservation & Award. Dallas’ Save Water- Nothing Can Replace It campaign achievements; make 8,500 face- reaches 25% of the Texas population through our collaborative to-face contacts per year and efforts with the Tarrant Regional Water District. achieve 12 million media impressions per year
6 Council Objectives Indicator Current Data Improve Quality of Air: In August 2010, EPA issued a determination of non-attainment for Take a leadership role working the DFW area and proposed the area be bumped up from moderate with regional partners to reduce to serious with a new attainment date of June 15, 2013. The City of the number of ozone Dallas has taken a leadership role in regional coalitions, including exceedence days by 5% the North Texas Clean Air Steering Committee and the North Texas Clean Air Coalition, which are working to reduce emissions contributing to ozone in the DFW area. During the 2010 Ozone Season (May 1 – October 31), the North Texas Air Quality Region exceeded permissible levels for the criteria pollutant ozone a total of 8 days. This number represents a 27% percent decrease from the 2009 ozone season in which there were a total of 11 ozone standard exceedance days. Improve Quality of Air: City was awarded a federal grant that enabled expansion of scope to Reduce the use of cars via include development of a comprehensive complete streets manual making the city more pedestrian and design for 15 demonstration projects. and bicycle friendly by • “The Bishop Ave. Improvement Project” is an example of a project development and adoption of that addresses the “complete street” concept. This project is Complete Streets Policy currently under design and will be awarded for construction in the spring of 2011.
7 Council Objectives Indicator Current Data
Reduce Chronic Homelessness: In 2004, the City of Dallas adopted the 10-Year Plan to reduce Reduce chronic homelessness by homelessness 10% each year through 2014 •Since 2004, the total number of chronically homeless individuals has decreased 57% •The 2010 Annual “Point in Time” Homeless count indicated a 14% reduction in chronically homeless to 609 in 2009, to 514 in 2010 • 64% of homeless who indicated they have been homeless for 1 year or longer are in transitional housing or permanent supportive housing Green Initiatives: By Fall 2010, the City had provided 361 Dallas Citizens with Energy Provide outreach programs and Efficiency and Water Conservation kits that help conservation resources educational kits to a total of 1,200 and assist reducing household costs residents
nd Green Initiatives: Dallas is the nation’s 2 largest municipal purchaser of “green” power Maintain renewable energy by percentage purchased; continued commitment to purchase 40% purchase at 40% renewable power or nearly 334 million kilowatt-hours (kWh)
8 Council Objectives Indicator Current Data
Green Initiatives: Both Zoning Ordinance Committee and City Planning Commission Craft city policy to facilitate approved amendments to the Dallas Development Code regarding community gardens Community Gardens and are now awaiting City Council action and is on the Council’s scheduled for February 9, 2011
Green Initiatives: FY09-10 LEED Certifications: All buildings over 10,000 sq ft are 3 Gold designed to LEED Silver 6 Silver standards For a total of 19 City buildings LEED certified to date Green Initiatives: On track to meet this commitment primarily through green power Reduce greenhouse gas purchase and energy efficiency improvements emissions by 7% by 2012
Green Initiatives: Reduced energy usage at City facilities (accumulated reduction from Meet State-mandated 30% energy 2007 baseline): reduction by 2013 (from 06-07 FY 08-09 3.6% baseline) FY 09-10 7.5%
9
Municipal Leadership
COUNCIL OBJECTIVES •Produce a “Cleaner” City •Improve Quality of Air •Reduce Water Consumption •Increase Household Recycling
STRATEGY Demonstrate environmental leadership through shared knowledge, green initiatives, and ensure compliance with health and environmental regulations
SUB-STRATEGIES Communicate and coordinate environmental activities with other levels 1 of government and the private sector Enhance and effectively enforce City Codes and Ordinances regarding 2 health and the environment Creating pro-active initiatives and services to promote environmental 3 conservation and sustainable development through collaborative efforts Comply with all federal, state and local regulations regarding health and 4 11 the environment Municipal Leadership • Leading Green Energy Purchaser – #2 on U.S. EPA’s Top 20 Local Government list – #10 on U.S. EPA’s National Top 50 list (includes all levels of government; businesses and Fortune 500 companies)
• Reducing Air Emissions – Alternative Fueled Vehicles comprise around 37% of the City fleet; Dallas maintains one of the largest alternative-fueled fleet in Texas and in the United States – Updated signal timings at 241 signals for efficient traffic flow; resulting in less fuel consumption and less air pollution. By the end of FY 10-11 a second project will update 117 more signals
• Environmental Management System – The City continues to manage and maintain an ISO 14001 certified Environmental Management System to help reduce operational costs and environmental impacts. • Green Purchasing Policy being updated; several Departments following their own policies to reduce chemical usage and increase resource conservation • Number of COD spills reported to OEQ decreased by 14% from FY 08-09 to FY 09-10 • The certification allows the City to commit to the highest international standard for environmental management. 12 Regional Collaboration
COUNCIL OBJECTIVES •Improve Quality of Air •Reduce Water Consumption •Green Initiatives
STRATEGY Work with citizens, surrounding governmental entities, and businesses to improve the quality of the environment
SUB-STRATEGIES Take a leadership role in working with regional partners on control 1 measures for inclusion in the reconsideration of the State Implementation Plan (SIP) Encourage development which connects pedestrian, bike, transit and road 2 facilities, and expand transportation modal choices 3 Utilize a regional approach to enhance current water resource planning Partner and support provision of cost-effective services by Dallas County 4 and other providers 13 Regional Collaboration • Continued involvement with Dallas Sustainable Skylines Initiative partners – 40 Habitat for Humanity homes at Frazier Court received LEED Silver energy efficiency upgrades yielding 10%-12% savings in three-bedroom homes and 21%-22% savings in two-bedroom homes • Working with regional and national partners to foster sustainable behavior – Working regionally to secure grant funds which drive green redevelopment such as TIGER grants, Bike Plan grant, Brownfields grant – Hosted four training workshops to aid with regulatory compliance and reporting requirements with attendees from across Dallas – Fort Worth and NCTCOG area • City staff worked as external EMS (Environmental Management System) auditors to facilitate regional participation in voluntary pollution prevention and environmental stewardship initiatives – City of Coppell (2009), City of Garland (2009), Next Era Energy (Forney Plant, 2010), and DFW International Airport (2010) • Hosted the 2010 Regional Water Quality and Green Infrastructure Conference with U.S. EPA – Attendees represented 20 municipalities in Texas, Oklahoma, Louisiana and Arkansas, as well as a number of architectural and engineering consulting firms, developers, landscape architects and academic institutions. 14 Environmental Initiatives COUNCIL OBJECTIVES •Green Initiatives •Increase Household Recycling •Reduce Water Consumption
STRATEGY
Promote positive environmental behaviors and practices by the City of Dallas and its residents
SUB-STRATEGIES Develop and implement initiatives to increase public awareness, 1 education and training related to the City’s environmental programs 2 Preserve open spaces for parks and community gardens Engage businesses and residents to promote sustainability and 3 environmental stewardship, and reduce emissions and other environmental pollutants Identify services that will create and establish collaborative efforts and 4 synergies of a similar nature 15 Environmental Initiatives
•Water Conservation - Since the initiation of the DWU Conservation Program in FY 02-03, water consumption in gallons per capita per day (GPCD) decreased by nearly 23% •Green Buildings - The number of LEED™ certified City-owned buildings in Dallas since last year has increased from 13 to 19. The number of registered citywide buildings went from 109 in 2009 to 152 in 2010, an increase of 39%
•Green Ride - During the 2010 Ozone Season, the online commute tracking system indicated that City employees have saved a total of 1.8 million miles traveled; this prevented about 2,197.7 tons in harmful emissions (April 1st – October 1st) •Too Good to Throw Away – Beginning in 2007, an initiative to increase the quantity recycled from 8,000 tons a year to 43,600 by 2011 and double citizen recycling participation from 25% to 50% – In 2010, 44,713 tons were recycled and citizen participation increased to 62%
16 Community Enhancement COUNCIL OBJECTIVES •Produce a “Cleaner” City •Reduce Chronic Homelessness •Improve Quality of Air
STRATEGY Enhance the lives of Dallas residents by improving the quality and livability of their neighborhoods
SUB-STRATEGIES
Improve neighborhood cleanliness by promoting compliance with codes 1 and environmental regulations Enhance pride in the community through involvement with neighborhood 2 programs 3 Provide education on healthy lifestyles and natural resource stewardship Continue to implement support services and housing opportunities that 4 create a safe and secure environment for chronically homeless individuals Identify services that will create and establish collaborative efforts and 17 5 synergies of a similar nature Community Enhancement
• The Bridge – Supporting strategies: establish central entry point and street services for the homeless; increase shelter capacity; provide array of health and human services; prepare the homeless for housing, employment and assimilation into the community • Illegal Dumping Surveillance Camera Program –a proposed surveillance program to target frequent illegal dumping locations within the City • Graffiti Abatement - The City received a gift of $100,000 to fund anti-graffiti efforts. The funds will be used for public outreach, education, and supplies for graffiti abatement projects
18 Links to Other KFAs Public Economic Culture Arts Educational E3 CHE Strategies CHE Sub-Strategies Safety Vibrancy & Recreation Enhancement Government
Environmental Management Municipal Regulatory Compliance Leadership Codes and Ordinances City Services Air Quality / The SIP Regional Water Resource Planning Collaboration Transportation Planning Health Services
Sustainability
Environmental Clean Air Initiatives Clean Water Solid Waste
Community Outreach Community Neighborhood Quality Enhancement Health and Well Being Education
19 KFA Linkages
Having a Clean, Healthy Environment creates the favorable conditions necessary for the other KFAs to succeed
20 Appendix
References and Relevant Data
21 Air Quality
58% of Dallas citizens consider their air quality to be fair or poor - Citizen Survey 2009 (67% in 2006 survey)
Dallas Metroplex is considered a non-attainment area for ozone 22 - EPA 110
100 8-Hour Historic Trends
90
102 101 100 100 99 96 96 95 80 91 86 86 onitor (ppb) 70 iven M iven Hi ghest Average 60 at G Any
Background Ozone 50 * * * 00 01 2 3 04 05 6 07 08 * ** ** http:ww.tceq.state.tx.us/cgi- : Quality Environmental on Commission Texas Source: bin/compliance/monops/8hr_exceed.pl 0 0 0 0 09 0 1 2 -2 -2 -2 0 1 1 8- 1-200 2-20 4-200 5-20 -2 20 9 0 0 0 0 06 9- 19 1999 2000-200 20 20 2003 20 20 20 0 2007 2008-20 20 Consecutive 3-Year Period
* Attainment Goal: Per EPA National Ambient Air Quality Standards, attainment is reached when 3-year average of the highest annual 8-hour average ozone concentration at each monitor is less than 86 parts per billion (ppb) 23 ** Attainment under 1997 Standard; current as of July 2009 ; *** Ozone Seasons have not yet occurred Note: EPA has not yet determined the attainment status for the DFW area. Designations are anticipated in March 2010; On January 6, 2010, EPA provided notice that they were considering implementation of a more stringent standard of 60-70 ppb. 8-Hour Ozone Exceedance Days
80
Purple (116-374 ppb) 70 Red (96-115 ppb) 4 Orange (85-95 ppb) 60 Orange (76-84 ppb) 7 50 7 3 8 3 40 5 40 2
29 29 1 3 30 22 29 26 24 8 28 2 8
Number of Exceedance Days 20 10 8 23 23 10 20 20 21 17 14 15 14 13 11 10 Source: Texas Commission on Environmental Quality : http:ww.tceq.state.tx.us/cgi- : Quality Environmental on Commission Texas Source: bin/compliance/monops/8hr_exceed.pl 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Ozone Season (Year) 24 * Per the 1997 8-Hour Ozone Standard ** Per the 2008 8-Hour Ozone Standard Exceedance level indicates daily maximum 8-hour average ozone concentration in parts per billion (ppb) Household Recycling Trends
FY 09-10
FY 07-08
FY 05-06
FY 03-04
FY 01-02
0 5 10 15 20 25 30 35 40 Average pounds/household/month Recycling Goal
25 Water Consumption Trend
225 Actual Actual + Industrial Budgeted Goal 205
2011
185 2016
Gallons per Capita per Day (GPCD) Day per Capita per Gallons 165 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY
26 Top Code Compliance Service Requests 60000 High Weeds
50000 Litter
Obstruction 40000 Alley/Sidewalk/Street Bulky Trash 30000 Junk Motor Vehicle 20000
10000
0 FY 01- FY 02- FY 03- FY 04- FY 05- FY 06- FY 07- FY 08- FY 09- 02 03 04 05 06 07 08 09 10
Data Source: Customer Service Request Management System 27 Annual Code Compliance Service Requests
200000
180000
160000
140000
120000
100000 Service Request Trend 80000 Total Number of Requests 60000
Total number of requests 40000
20000
0 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 Year
Data Source: Customer Service Request Management System 28 Chronic Homelessness in Dallas since 2004
1200
1000
800
600
400
200
0 2004 2005 2006 2007 2008 2009 2010 29 Environmental Outreach Efforts FY 09-10
Department/ Estimated # of Program Participants Target Message(s) Code Compliance – Animal 74,000 Reduce storm water contamination by picking up after pets. Services Reducing effects of overpopulation through spay/neuter DWU - Wastewater Cease-the-Grease: proper fat, oil and grease disposal 577,000
DWU - Water 165,209 Save Water. Nothing can replace it
Office of Environmental Quality 208,915 Green Dallas: Environmental Stewardship, Sustainable design, lifestyles, Green Dallas, Clean Air PWT – Storm Water 110,000 It Goes with the Flow: Stormwater pollution prevention, Management pesticides, herbicides, fertilizers, yard waste, used oil, pet wastes; water resource stewardship Sanitation Services 105,786 OneDay Dallas: Reduce-reuse-recycle
Texas Discovery Gardens 138,293 Restore, conserve,and preserve nature; principles of organic gardening, botany, ecology, Underlining denotes specific campaign or program name
30 Mayor’s Environmental Excellence Awards
31 References
• Dallas 2010 Annual Progress Report • Metro Dallas Homeless Alliance 2010 Annual “Point in Time” Homeless Count • 2009 Dallas Citizen’s Survey • Service Performance Reports FY 2008-09 (http://www.dallascityhall.com/scs/customer_service_reports_archives_year.html) • Dallas Water Utilities website (http://dallascityhall.com/dwu/water_interesting_facts.html) • DART website (http://www.dart.org/about/expansion/expansionmaps.asp) • Green Dallas website (http://www.greendallas.net/) • Dallas Morning News - Dallas City Hall Blog http://cityhallblog.dallasnews.com/archives/2010/05/dallas-mayor-honors-environmen.html
32 Culture, Arts & Recreation Key Focus Area
Council Briefing January 19, 2011 Team Members • Kevin Acosta – Strategic Customer Services • Gehan Asaad – Code Compliance Services • Brittany Burrell – Office of Financial Services • Genevieve Eversley – Human Resources • Mark Fleet – Dallas Water Utilities • Todd Gaston – Human Resources • Pam McDonald – Civil Service • Kevin Oden – Office of Emergency Management • Gary Sanchez – Office of Cultural Affairs • Laurietta Stewart – Code Compliance Services • Denise Thomas – Strategic Customer Services
2 Roadmap • Vision Statement • Council Objectives • Strategy Map • Strategies and Data • Links to other KFAs
3 Vision Statement
A city where citizens and visitors experience and enjoy the benefits of a vibrant, innovative, diverse, and collaborative system of cultural, arts, and recreational opportunities
4 Council Objectives
1. Continue to develop Fair Park as a successful, year round venue 2. Complete the Library Master Plan 3. Take steps to establish a world class downtown venue with activities 4. Develop marketing plan for the City’s major cultural and recreation aspects by 2012 5. Improve citizen impression of parks 6. Implement Trinity River Project
5 Council Objectives Objective #1 Most Current Data
Continue to develop • Increase non-State Fair attendance by 2% per venue and bring at least 4 Fair Park as a additional events to the Cotton Bowl successful, year round venue • Develop an advertising plan for Fair Park rental facilities resulting in a 5% increase (buildings, food and beverage) annually
• Partner with Friends of Fair Park in promoting events and marketing at Fair Park museums and attractions
6 Council Objectives Objective #2 Most Current Data
• Library Master Plan approved in 2001 Complete the Funded with $101.7 million in 2003 and 2006 bond programs which is 90-95% Library Master Plan complete • Library improvement projects underway in FY 10-11:
• Central L-1 and Children’s Center opening February 2011 • Central 1st Floor to become Downtown Branch design phase • Pleasant Grove replacement branch and Prairie Creek new facility both opened November 2010 • Acquire replacement sites for Preston Royal, Park Forest, and Forest Green branch libraries • Complete the design and start construction for Polk Wisdom and Highland Hills branch libraries • Approve architect and start design of the North Oak Cliff Branch renovation • Design Phase of the Fretz Park and North Oak Cliff Branch renovation
7 Council Objectives Objective #3 Most Current Data
Take steps to Complete development of Arts District Master Plan: establish a world- • Annette Strauss Square opened class downtown September 2010 venue with activities • City Performance Hall work continues; projected completion in autumn 2012
Continued support of other downtown cultural destinations
Proceed with the analysis of another D2 (Downtown Dallas) alignment: • Adoption of a preferred alignment is on hold pending approval of federal planning grant
8 Council Objectives Objective #3 Cont. Most Current Data
Take steps to Downtown parks: establish a world- • Continued construction of Woodall Rodgers Deck Park and Belo Garden class downtown • Renovate fountain at Ferris Plaza venue with activities • Maintain viable partnership with Downtown Dallas to provide enhanced and supplemental maintenance, events, programming and café in Downtown Parks Enhance the position of the Dallas Farmers Market as a destination venue. • Exploring alternative management structure • Continue dialogue with stakeholders • Continue stormwater improvements
9 Council Objectives Objective #4 Most Current Data
Develop marketing • Review and assess departments' marketing efforts to determine plan for City’s major efficiencies and partnership cultural and recreational opportunities in order to maximize outreach while remaining cost aspects by 2012 effective • On hold due to current economic challenges • Continue use of social media (Facebook and Twitter) as well as viral video marketing and e-marketing tools as cost effective delivery methods • Goal of doubling the number of social media “fans” to 1,200
10 Council Objectives Objective #5 Most Current Data
• Target - 65% of citizens rate parks Improve citizen “good” or "excellent" impression of parks • FY08-09 Dallas Citizen Survey findings: Park and recreation services rated most important are… 1. City Parks 2. Walking/biking trails in the City 3. Appearance/maintenance of parks 62% rate parks “good” or above 65% rate accessibility of parks “good” or above 59% rate appearance /maintenance of parks as “good” or above • Conduct Citizen Survey in FY10-11 11 Council Objectives Objective #6 Most Current Data
• Projects scheduled to open in 2011 Implement Trinity River include: Project • Margaret Hunt Hill Bridge • Standing Wave whitewater feature • Santa Fe Trestle Trail • Levee Remediation Plan ongoing • Texas Buckeye Trail ADA access at Rochester Park complete • Trinity Trail Phase I construction ongoing • Phase 2 under construction • Phase 3 in design process • FY 10-11 Projects: • Baker pump stations • Elm Fork Soccer Complex • Gateway parks at I-20, Joppa, Moore & Rochester • Sylvan Ave Bridge Replacement 12 s m
a g
r n g i
ro t
P ke
r
a
M
s
n
o i 13
t
a
n i
st e D Strategy Map Destinations Council Objectives s n
io 1: Continue to develop Fair Park as a t a
successful, year round venue by n i 6: Implement Trinity River Project t s
e STRATEGY D
Develop, support and enhance the destinations where people GO to encounter cultural and recreational activities so as to ensure safety, upkeep and relevance for the future. Sub-Strategies a Provide appealing, accessible and safe venues b Continue to foster inter-departmental collaboration and/or promote cooperation with public and private organizations c Increase attendance throughout destinations as it relates to accessibility of programs and venues d Continue to support the City's green initiatives 14 Programs P ro Council Objectives g ra m 2: Complete the Library Master Plan s 3: Take steps to establish a world class downtown venue and activities STRATEGY
Create and maintain signature programs that use all available human and material resources in traditional and non-traditional ways to ENGAGE people and their participation. Sub-Strategies
a Utilize City resources efficiently and effectively b Embrace continuous improvement, technological trends, and diverse experiences c Enhance programming by identifying and supporting individuals and organizations that bring unique talents to the citizens and visitors of Dallas d Support cultural, art, and recreational programs that enhance the quality of life for all citizens of Dallas 15 Marketing Council Objectives
4: Develop marketing plan for City's major cultural and recreational aspects by 2012 5: Improve citizen impression of parks
STRATEGY ting Attract & engage local, national and international arke audiences through effective marketing and M communication efforts to CONNECT all aspects of the community. Sub-Strategies a Provide accurate and accessible information using appropriate media
b Allow customers the opportunity to provide input on meeting their needs and making programs successful c Promote programs to increase local, national and international exposure
d Promote and support volunteer opportunities and citizen participation
16 Strategies Recap The Culture, Arts and Recreation Team is looking for bids that create, support, operate and improve Dallas services: DESTINATIONS
The places people GO to experience Cultural, Arts and Recreational activities. These are places like Fair Park, Dallas Arts District or the Central Library. PROGRAMS
The things people ENGAGE in for leisure, fulfillment, relaxation, and enrichment in Dallas. Programs come in all sizes- from an event for thousands of people to one-on-one activity. MARKETING The way people CONNECT to Dallas’ Culture, Arts and Recreation programs and destinations by cultivating awareness, participation and appreciation.
17 Links to Other KFAs
Educational and outreach programs exist in the libraries, recreational outlets, after school programs, arts district and historical venues.
Vibrant culture, arts and recreation will attract visitors and business to the City.
Destinations, Programs and Marketing are efficient, effective and economical.
Parks and green spaces contribute to a clean and healthy environment.
Libraries, cultural and recreational centers contribute to neighborhood safety. 18 The citizens and visitors of Dallas experience and enjoy the benefits of a vibrant, innovative, diverse and collaborative system of cultural, arts and recreational opportunities. GO ENGAGE CONNECT
19 Council Presentation FY 11-12 January 19, 2011 Educational Enhancements KFA Team Members
Jessica Duebner Code Compliance Services Matina Garrett City Manager’s Office Cindy Harper Equipment & Building Services Mike Jones Code Compliance Services Alyson Lawson Office of Financial Services Tommy Ludwig City Manager’s Office Bianca Moore Strategic Customer Service Christina Worden Dallas Public Libraries
2 Road Map
3 Vision Statement
Acknowledging that education is the foundation for achieving prosperity, health, and a better quality of life, the City of Dallas supports lifelong learning opportunities throughout the Dallas community and beyond.
4 Council Objectives
Objective Current Data/Progress
•Schedule joint meeting with City Council and DISD Trustees to Build stronger engagement with DISD identify mutually beneficial strategies for the City and the District.
Support development of a public law school in •UNT to open law school in new building in Fall 2012. •Renovation of 106 S. Harwood dependent on state funding. North Texas •City to award exterior renovation contract in early FY11-12.
•Proposition 4 passed in November 2009 to create long-term Pursue Tier One research university in Dallas funding for the emerging research universities: $50M in state funds to match $60M in privately raised funds. by 2018 UNT, UTA and UTD received 34% of Texas Research Incentive Program (TRIP) funds, a state program.
•3,260 students assisted in Dallas Public Library Homework Hotline in FY09-10. Continue After-School programs in parks and •1,960 students per month in Park after-school programs libraries and Every Child Ready to Read (After- (Recreation Centers); 29,900 programming hours provided in School program) FY09-10, up 3% from FY08-09. •40,247 children affected in FY09-10 by Every Child Ready to Read, up 30% from FY08-09.
5 Strategy Map
Educational Enhancements
6 Strategies s
• Accommodation • Locations • Marketing • Security • Technology Access &
Facilities
EE
7 Strategy: Supporting Data
Strategy: Access & Facilities
FY08‐09 FY 09‐10* Number of visitors at recreation centers 1,859,000 1,606,805
Number of visitors at libraries 1,407,037 1,240,553 Since 2006: Four new libraries have been completed Four libraries replaced with new structures Two floors renovated at Central Library
*Operating hours reduced in FY 09‐10
8 t Strategies s i e
• Activities • People • Personal Development • Rewards
Motivators
EE
9 Strategy: Supporting Data
Strategy: Motivators
FY08‐09 FY09‐10* Number in attendance in ESL classes 9,863 5,128
Number in attendance in GED classes 4,486 1,692 With the assistance of the business community, the Dallas Public Library has increased the number of Teen Centers from five to 26 locations and participation reached 4,100 teens in the last fiscal year.
*Operating hours reduced in FY 09‐10
10 Strategies s
EE
Community • Educational Capacity Institutions • Individuals • Opportunities • Organizations
11 Strategy: Supporting Data
Strategy: Community Capacity/Engagement FY 08‐09 FY 09‐10 Number of volunteers at libraries 42,253 52,391
Number of volunteers at recreation centers 6,548 6,678 Since FY08‐09, Dallas Businesses have contributed $636,490 to programs and services of the Dallas Public Library.
In the 2009 Citizen Survey, 67% of Dallas residents rated educational opportunities as “Excellent” or “Good”.
12 Strategies s
EE Outside The • Families • Job Skills Classroom • Early Childhood • Environmental Education • Lifelong Learning
13 Strategy: Supporting Data
Strategy: Outside the Classroom FY08‐09 FY09‐10 Number in attendance in Children's programs at libraries 80,645 109,389 Number in attendance in Every Child Ready to Read 30,241 40,247 program
Number in attendance at Bookmobiles 10,519 12,304 Number of computers available for public access in 766 943 libraries
Number in attendance at computer classes 2,207 1,172
14 Linkages to other KFAs
• Public Safety – Access & Facilities • Safe Environments • Prevention and preparedness • Economic Vibrancy – Community Capacity • Public‐Private Partnerships • Workforce Development • Clean Healthy Environment – Outside the Classroom • Environmental Education Programs • Civic Responsibility • Culture Arts & Recreation – Access & Facilities • Shared Facilities – Outside the Classroom • Programming for Children & Youth • E3 Government – Outside the Classroom • Employee Development 15
EE33 GOVERNMENTGOVERNMENT KEYKEY FOCUSFOCUS AREAAREA TEAMTEAM
1 EE3 GovernmentGovernment TeamTeam MembersMembers
• Bilierae Johnson – Team Lead – Office of Financial Services • Constance Reese – Code Compliance • Moin Ahsan – Dallas Police Department • Natasha Wade – Dallas Police Department • Maria Frosch – Dallas Water Utilities • Richard Wagner – Dallas Water Utilities • Joy Hayden – Equipment Building Services • Victor Kralisz – Library • Daisy Torres – Office of Intergovernmental Services • Kevin Hurley –Management Services; Environmental Quality • Susan Alvarez – Public Works & Transportation; Stormwater • Kamilah Thompson – Sanitation • Terry Ryan – Office of Financial Services
2 RoadmapRoadmap
3 E3 Government Vision Statement
An innovativeinnovative,, responsible and customer-focused government working collaborativelycollaboratively to provide excellentexcellent servicesservices that enhance the quality of life in Dallas
Photo credit: Mike Walker at Trammell Crow Park 4444 CouncilCouncil ObjectivesObjectives
OBJECTIVE CURRENT DATA VALUE FOR TAX DOLLARS1 Next Citizen Survey will be conducted in Increase the percent of residents stating they FY 10-11 somewhat to strongly agree that they receive good value for their City tax dollars from 35% In the 2009 Citizen Survey, 39% of citizens in 2007 to 75% by 2011, increase by 10% every “Somewhat” to “Strongly Agree” that they other year receive good value for their tax dollars
-Review long-term effects of budget decisions– both increases and decreases
PERCEIVED DISPARITY IN LEVEL OF Next Citizen Survey will be conducted in SERVICE2 FY 10-11 Reduce the citizen’s perception of the disparity In the 2009 Citizen Survey, data shows a in the level of service among the Council 15 point perceived disparity in level of Districts from 17 points in 2007 to 9 points in service among council districts 2011 BUILD PRIDE IN CITY’S 294,259 volunteer hours provided to the NEIGHBORHOODS City in FY 09-10; an 8.2% increase from FY 08-09 Increase volunteerism by 2% annually
5 CouncilCouncil ObjectivesObjectives
OBJECTIVE CURRENT DATA CITIZEN SATISFACTION1 Next Citizen Survey will be conducted in Increase the percent of residents rating the FY 10-11 overall quality of City services (and responsiveness) as “Good” or “Excellent” from In the 2009 Citizen Survey, 62% of citizens 48% in 2007 to 60% by 2011, increase by 10% rate the quality of services provided by every other year the City as “Good” to “Excellent”
-Meet Citizens expectations for FY 10-11 budget; re-examine Service Level Agreements in light of FY 10-11 budget and Citizen Survey
BUSINESS CUSTOMER SATISFACTION2 In the 2008 Business Survey, 85% of business customers rate Dallas “Good” to Increase the number of business customers 3 who rate the City of Dallas “Good” or “Excellent” as a place to do business “Excellent” as a place to do business to 90% by FY 11-12 BOND RATING4 The current GO Bond Ratings for the City Maintain Aa1 rating with a Stable Outlook. are Aa1 (Moody’s) and AA+ (Standard and Poor’s)
6 3 FY 2011-2012 E PERFORMANCE MEASUREMENT Government COMPLIANCE RESPONSIVENESS
TRANSPARENCY Strategy Map BENCHMARKING
ACCOUNTABILITY
COLLABORATION CUSTOMER INTERACTION
LEADERSHIP COMMUNITY OUTREACH ENHANCED MARKETING & LONG-RANGE CUSTOMER MEDIA BRANDING STRATEGIC To be an innovative, COMMUNICATION MEDIA PLANNING responsible and customer- STRATEGIC focused government SURVEYS & PLANNING working collaboratively to FEEDBACK SUCCESSION provide excellent services PLANNING that enhance the quality of life in Dallas
STREAMLINE DIVERSITY CONTINUOUS PROCESSES RESOURCE WORKFORCE MANAGEMENT DEVELOPMENT HIRING FINANCIAL STRATEGIES RESOURCES
MANAGING RISK & MOTIVATION LIABILITY PHYSICAL PROFESSIONAL INFRASTRUCTURE CAPACITY TO TOTAL DEVELOPMENT DELIVER SERVICES COMPENSATION
7 AccountabilityAccountability
PERFORMANCE MEASUREMENT COMPLIANCE RESPONSIVENESS COUNCILCOUNCILCOUNCIL OBJECTIVESOBJECTIVESOBJECTIVES BENCHMARKING TRANSPARENCY VALUE FOR TAX DOLLARS PERCEIVED DISPARITY IN LEVEL OF ACCOUNTABILITY SERVICE CITIZEN SATISFACTION BUSINESS CUSTOMER SATISFACTION
SUB-STRATEGIES 1 Utilize benchmarking in performance measurement 2 Adhere to legal and regulatory requirements and professional standards 3 Provide an open and transparent business environment 4 Manage information through use of technology and print records
8 AccountabilityAccountability ENSURE BUSINESS PRACTICES ARE CONDUCTED IN A PROFESSIONAL MANNER
Dallas continues to participate in the International City / UTILIZEUTILIZEUTILIZE PROVIDE AN OPEN BENCHMARKINGBENCHMARKINGBENCHMARKING INININ County Management Association Center for AND TRANSPARENTPerformance Measu rement (ICMA) 5 PERFORMANCEPERFORMANCEPERFORMANCE BUSINESSUnderway : Global City Indicators Program (Globally MEASUREMENTMEASUREMENTMEASUREMENT ENVIRONMENTstandardized methodology that allow for comparability of city performance / knowledge sharing)
PROVIDEPROVIDEPROVIDE ANANAN OPENOPENOPEN Citizens now have access to Citizen Surveys, Service ANDANDAND TRANSPARENTTRANSPARENTTRANSPARENT Performance Reports, City Auditor’s reports, BUSINESS Comprehensive Annual Financial Report, Annual BUSINESSBUSINESS Adopted Budget Book and Performance Measures ENVIRONMENTENVIRONMENTENVIRONMENT books through the City’s website
The Office of Cultural Affairs has adopted a more efficient MANAGEMANAGEMANAGEMANAGE INFORMATIONINFORMATIONINFORMATION and streamlined online application system for its Cultural THROUGHTHROUGHTHROUGHINFORMATION USEUSEUSE OFOFOF Services Contracts program TECHNOLOGYTECHNOLOGYTHROUGHTECHNOLOGY USE ANDANDAND OF Stormwater Management implemented a paperless field TECHNOLOGYPRINTPRINTPRINT RECORDSRECORDSRECORDS AND inspection process that saves approximately $40,000 per year PRINT RECORDS 9 EnhancedEnhanced CustomerCustomer CommunicationCommunication
CUSTOMER COUNCILCOUNCILCOUNCIL OBJECTIVESOBJECTIVESOBJECTIVES INTERACTION
VALUE FOR TAX DOLLARS COMMUNITY ENHANCED OUTREACH PERCEIVED DISPARITY IN LEVEL OF CUSTOMER
SERVICE COMMUNICATION MEDIA BUILD PRIDE IN CITY’S NEIGHBORHOODS SURVEYS & FEEDBACK CITIZEN SATISFACTION FEEDBACK BUSINESS CUSTOMER SATISFACTION
SUB-STRATEGIES 1 Increase interaction with the community 2 Proactively use media outlets 3 Provide high quality, timely information to decision makers 4 Enhance internal and external customer service 5 Implement new or enhanced technology 6 Use effective methods of communication (traditional and nontraditional) 7 Obtain and use customer feedback 10 EnhancedEnhanced CustomerCustomer CommunicationCommunication ENGAGE CUSTOMERS THROUGH INNOVATIVE METHODS OF COMMUNICATION
INCREASEINCREASEINCREASE INTERACTIONINTERACTIONINTERACTION According to the Communication and Information Services WITHWITH THETHE COMMUNITYCOMMUNITY Department, the City’s websites received approximately WITH THE COMMUNITY 35,000 page views per day in 2010 6
In FY 09-10 City Secretary Office’s and Human Resources launched new websites that make information more accessible ENHANCEENHANCEENHANCE INTERNALINTERNALINTERNAL ANDANDAND EXTERNALEXTERNALEXTERNAL 3-1-1 continues to enable the City to increase customer service and enhance customer satisfaction. In FY 09-10, 394,055 or CUSTOMERCUSTOMERCUSTOMER SERVICESERVICESERVICE 95.7% of Service Requests were responded to on time7
USEUSEUSE EFFECTIVEEFFECTIVEEFFECTIVE Traditional methods: Newsletters ● Mass emails ● City METHODSMETHODSMETHODS OFOFOF website / cable channel ● Radio advertising ● Dallas Delivers District Update ● E-Alerts COMMUNICATIONCOMMUNICATIONCOMMUNICATION Non-traditional methods: Electronic billboards ● Facebook / (TRADITIONAL(TRADITIONAL(TRADITIONAL ANDANDAND Twitter pages ● Graphic art on City vehicles NONNONNON---TRADITIONAL)TRADITIONAL)TRADITIONAL) Provide verbal/written communication in various languages
11 ContinuousContinuous WorkforceWorkforce DevelopmentDevelopment
COUNCILCOUNCILCOUNCIL OBJECTIVESOBJECTIVESOBJECTIVES
DIVERSITY VALUE FOR TAX DOLLARS CONTINUOUS WORKFORCE HIRING PERCEIVED DISPARITY IN LEVEL OF DEVELOPMENT SERVICE STRATEGIES
CITIZEN SATISFACTION MOTIVATION BUSINESS CUSTOMER SATISFACTION PROFESSIONAL TOTAL DEVELOPMENT COMPENSATION
SUB-STRATEGIES 1 Focus on frequent, specific, and timely employee recognition 2 Continue the diversity training program Utilize innovative recruiting strategies particularly focusing on achieving 3 comparability of workforce and community population percentages Offer an appropriate total compensation package, including emphasis on 4 wellness/fitness program 5 Provide innovative training and professional development 6 Evaluate and analyze employee competencies 12 ContinuousContinuous WorkforceWorkforce DevelopmentDevelopment PROVIDE A KNOWLEDGEABLE AND CUSTOMER-FOCUSED WORKFORCE THAT REFLECTS THE DIVERSITY OF THE CITY
FOCUSFOCUSFOCUS ONONON FREQUENT,FREQUENT,FREQUENT, 857 employees recognized through the Wall of SPECIFIC,SPECIFIC,SPECIFIC, ANDANDAND TIMELYTIMELYTIMELY Honor Program in 20108 EMPLOYEEEMPLOYEEEMPLOYEE 1,148 W.O.W. Cards presented to employees in RECOGNITIONRECOGNITIONRECOGNITION 2010
CONTINUECONTINUECONTINUE THETHETHE 9 departments completed the second of the three-phase Diversity Training Program in 2010 DIVERSITYDIVERSITY TRAININGTRAINING DIVERSITY TRAINING with several departments moving into third PROGRAMPROGRAMPROGRAM phase9
Breeze (DPD in-service training): Approximately 4,500 PROVIDEPROVIDEPROVIDE INNOVATIVEINNOVATIVEINNOVATIVE individuals have been trained since 2008 TRAININGTRAINING ANDAND TRAINING AND Summit (HR safety training): 2,804 City employees have PROFESSIONALPROFESSIONALPROFESSIONAL been trained in FY 09-10 DEVELOPMENTDEVELOPMENTDEVELOPMENT Stormwater training: 318 City staff trained on online modules in FY 09-10
13 ResourceResource ManagementManagement COUNCILCOUNCILCOUNCIL OBJECTIVESOBJECTIVESOBJECTIVES STREAMLINE VALUE FOR TAX DOLLARS PROCESSES RESOURCE FINANCIAL PERCEIVED DISPARITY IN LEVEL OF FINANCIAL MANAGEMENT SERVICE RESOURCES MANAGING
CITIZEN SATISFACTION RISK & LIABILITY BUSINESS CUSTOMER SATISFACTION PHYSICAL BOND RATING INFRASTRUCTURE CAPACITY TO DELIVER SERVICES
SUB-STRATEGIES 1 Efficiently procure resources 2 Utilize performance-based contract management Promote diversity among City vendors, including opportunities for small 3 businesses 4 Anticipate appropriate level of resources 5 Address maintenance and replacement schedules 6 Buy "green" and environmentally friendly goods and services 7 Employ process improvement methods 8 Forecast and manage revenues and expenditures 9 Minimize risk and liability 14 ResourceResource ManagementManagement PROCURE AND MANAGE RESOURCES TO DELIVER EFFICIENT AND ECONOMICAL SERVICES
The City uses a centralized purchasing model which EFFICIENTLYEFFICIENTLYEFFICIENTLY PROCUREPROCUREPROCURE enables control over the entire procurement process, RESOURCESRESOURCESRESOURCES allowing the City to purchase in the most efficient and economical manner10
Equipment and Building Services’ Fleet Division achieved a ANTICIPATEANTICIPATEANTICIPATE 46% reduction in overtime from FY 08-09 to FY 09-10 APPROPRIATEAPPROPRIATE LEVELLEVEL APPROPRIATE LEVEL Thru safety training, paid-injury claims were reduced by OFOFOF RESOURCESRESOURCESRESOURCES approximately 54% from FY 08-09 to FY 09-10 (from $291,064 to $135,235)
Quality: Courts and Detention Services improved their docketing system resulting in $2.7 M additional in annual collections from FY 08-09 to FY 09-1011 EMPLOYEMPLOYEMPLOY PROCESSPROCESSPROCESS IMPROVEMENT Environment: 16,402 tons of waste were diverted by citywide IMPROVEMENTIMPROVEMENT residential recycling program - generating $689,554 in revenue METHODSMETHODSMETHODS and $430,540 in landfill airspace savings Safety: City vehicle collisions were reduced from 952 in FY 07-08 to 873 in FY 09-10 1515 LongLong--RangeRange StrategicStrategic PlanningPlanning
COLLABORATION COUNCILCOUNCILCOUNCIL OBJECTIVESOBJECTIVESOBJECTIVES VALUE FOR TAX DOLLARS LEADERSHIP LONG-RANGE PERCEIVED DISPARITY IN LEVEL OF MARKETING & STRATEGIC BRANDING SERVICE PLANNING CITIZEN SATISFACTION STRATEGIC PLANNING BUSINESS CUSTOMER SATISFACTION SUCCESSION BOND RATING PLANNING
SUB-STRATEGIES 1 Develop, implement and update long range strategic plans Ensure strong leadership through implementation of succession plans and 2 ISO management systems 3 Create, promote, and maintain a positive image for the City of Dallas
16 LongLong--RangeRange StrategicStrategic PlanningPlanning ESTABLISH A CLEAR DIRECTION FOR CITY GOVERNMENT
Forward Dallas! LONGLONGLONG RANGERANGERANGE Strategic Engagement Plan STRATEGICSTRATEGICSTRATEGIC PLANNINGPLANNINGPLANNING Fair Park Comprehensive Development Plan Dallas Trail Network Master Plan Underway: Citywide Aquatic Facilities Master Plan
ENSUREENSUREENSURE STRONGSTRONGSTRONG ISO MANAGEMENT SYSTEMS: Street Services increased its LEADERSHIPLEADERSHIPLEADERSHIP THROUGHTHROUGHTHROUGH pass rate on Internal Quality Assurance inspections from 88.5% in FY 08-09 to 97.5% in FY 09-10, thus avoiding rework IMPLEMENTATIONIMPLEMENTATIONIMPLEMENTATION OFOFOF GROW YOUR OWN: Grant awarded to Library to provide funding SUCCESSIONSUCCESSIONSUCCESSION PLANSPLANSPLANS ANDANDAND for staff towards earning a Masters degree. 10 staff members ISOISOISO MANAGEMENTMANAGEMENTMANAGEMENT completed program with 6 promoted to Librarian SYSTEMSSYSTEMSSYSTEMS
Financial Soundness – Aa1 Bond Rating CREATE,CREATE,CREATE, PROMOTE,PROMOTE,PROMOTE, Recycling Program Initiatives ANDANDAND MAINTAINMAINTAINMAINTAIN AAA Investment in City’s streets and infrastructure POSITIVEPOSITIVEPOSITIVE IMAGEIMAGEIMAGE FORFORFOR Beautification Initiatives THETHETHE CITYCITYCITY OFOFOF DALLASDALLASDALLAS Mayor/Council partnerships: Back to School Fair, Mayor’s Summer Reading Program, Dallas Graffiti Wipeout, Earth Fest
17 LinksLinks toto OtherOther KeyKey FocusFocus AreasAreas
18 3 FY 2011-2012 E PERFORMANCE MEASUREMENT Government COMPLIANCE RESPONSIVENESS
Strategy Map BENCHMARKING TRANSPARENCY
ACCOUNTABILITY
COLLABORATION CUSTOMER INTERACTION
LEADERSHIP COMMUNITY OUTREACH ENHANCED MARKETING & LONG-RANGE CUSTOMER MEDIA BRANDING STRATEGIC To be an innovative, COMMUNICATION MEDIA PLANNING responsible and customer- STRATEGIC focused government SURVEYS & PLANNING working collaboratively to FEEDBACK SUCCESSION provide excellent services PLANNING that enhance the quality of life in Dallas
STREAMLINE DIVERSITY CONTINUOUS PROCESSES RESOURCE WORKFORCE MANAGEMENT DEVELOPMENT HIRING FINANCIAL STRATEGIES RESOURCES
MANAGING RISK & MOTIVATION LIABILITY PHYSICAL PROFESSIONAL INFRASTRUCTURE CAPACITY TO TOTAL DEVELOPMENT DELIVER SERVICES COMPENSATION
19 E3 Government Vision Statement
An innovative, responsible and customer-focused government working collaboratively to provide excellent services that enhance the quality of life in Dallas
20 Photo credit: Mike Walker at Trammell Crow Park 20 APPENDIXAPPENDIX
21 SourcesSources 1. National Research Center, Inc. The National Citizen Survey Report of Results for the City of Dallas, Texas. (CO: NCS, 2007 and 2009). 2. National Research Center, Inc. The National Citizen Survey Geographic Comparisons for the City of Dallas, Texas. (CO: NCS, 2007 and 2009.) 3. National Research Center, Inc. City of Dallas 2008 Business Survey (October 2008). 4. General Obligation Bonds, Series 2010. Official Financial Statement. (November 10, 2010.) 5. City of Dallas, Texas. Human Resources, Risk Management and Communication and Information Services briefing to the Finance, Audit & Accountability Committee. ICMA Benchmarking Project FY 2007 Data Report. (November 26, 2007). 6. City of Dallas, Texas. Communication and Information Services. (December 2010). 7. City of Dallas, Texas. 2010 Service Request Performance Report (2010). 8. City of Dallas, Texas. City Manager’s Office. (December 2010). 9. City of Dallas, Texas. Human Resource Department (December 2010). 10. “Chapter 3: Structure for Municipal Purchasing” In Municipal Purchasing: Organization, Techniques & Strategies for Public Procurement, (CO: Colorado Municipal League, 1996). 11. City of Dallas, Texas. ISO 9001 Surveillance 2 Audit. Courts & Detention Services briefing to City Council; (November 15, 2010)
22 LinksLinks toto OtherOther KeyKey FocusFocus AreasAreas
• Economic Vibrancy – Resource Management • Employ process improvement methods – Accountability • Benchmarking – Long-Range Strategic Planning • Marketing & Branding • Culture, Arts & Recreation – Resource Management • Physical Infrastructure – Enhanced Customer Communication • Community Outreach • Educational Enhancements – Resource Management • Address maintenance and replacement schedules – Continuous Workforce Development – Enhanced Customer Communication • Community Outreach • Public Safety – Continuous Workforce Development • Hiring Strategies – Resource Management – Enhanced Customer Communication • Community Outreach • Clean, Healthy Environment – Resource Management • Buy "green" and environmentally friendly goods and services
23
Radio Technology Overview
January 2011 Presentation Objectives
• The objective of this presentation is to: – Review terms as related to radio technology – Review the challenges facing the City o FCC mandate to Narrowband by January 1, 2013 o State’s goal to achieve P25 compliancy by January 1, 2015 – Explain the current state of the City’s Radio Network – Review how the City will address the two challenges o FCC mandate to narrowband by January 1, 2013 o State’s goal to achieve P25 compliancy by January 1, 2015
2 Terms and Definitions
3 Review of Terms as Related to Radio Technology
• Frequency • Analog vs. Digital • Digital’s Advantage • Narrowbanding (UHF / VHF) • P25 (Project 25) • Patching
4 Frequency
• Frequency – The location of a radio signal on the radio spectrum that contains desired information. Radio Frequency Spectrum Low Band * VHF **UHF “New 700” “800”
39 150 700 MHz*** 800 MHz MHz MHz 450 – 512 MHz
Definitions: * VHF – Ultra High Frequency (150 MHz) ** UHF – Ultra High Frequency (450 - 512Mhz) • Types of frequencies include: *** MHz denotes a measure of frequency that equals one million cycles completed in one second. – AM/FM radio – Wireless broadband – Television broadcast – Government radio • The current frequency spectrum is congested and new techniques are being developed to conserve it. 5 Frequency Coverage
• VHF (150 MHz) carries further in Rural Areas • UHF (450-512 MHz) works well in Suburban Areas • 700 / 800 MHz works better in buildings
6 Analog vs. Digital
• Analog • Digital – Is a process of taking audio – Is a process of taking an audio signal (human voice) signals and and breaking it up into a binary format represented as “1”s and “0”s. translating them into For example, it’s similar to the recent electronic pulses called change in televisions from the old “rabbit ear” (analog) antennas to the cable box frequency modulation. (digital) – The frequency modulation produces a continuous wave with the audio signal.
7 Digital Advantage • Digital features include: – Enhanced Audio Quality – Integrated Voice & Data Capability – Better Coverage – Spectrum Efficiency • Modifications / Changes can be made over the air through software updates – Easily – Inexpensively – Quickly • Allows for Ongoing Use of Investment – Hardware (e.g., transmitters, receivers, etc.) upgrades are very infrequent
– Software is updated
• Allows for GPS capability in the radios 8
Narrowbanding . Taking the current “wideband” frequencies and creating new narrower frequencies in order to relieve congestion. . Getting more capability out of the same space on the radio spectrum. . For example, it’s taking one large highway (“wideband”) and utilizing the same space, dividing it into narrower lanes which eliminates the congestion of one large highway.
9 Narrowbanding NEW Technology Narrow Lanes = MORE Lanes in the same space
10 Narrowbanding
FCC “Squeeze In More Talkpaths”…….
All of the City’s radios Frequency Frequency utilize .025 MHz per 1 2 frequency .025 MHz
FCC says: “2–to-1” Freq Freq 1 2
.0125 MHz
11 Project 25 (P25)
A digital industry standard developed by Homeland Security to ensure radios made by different manufacturers communicate with each other; these radios are interoperable.
12 P25 (Cont.)
Current Standard… • Developed between 1989 and 1995 • Government established requirements to: – Double the Talkpath capacity – Ensure interoperability among vendors…
so organizations can easily implement interoperable and
seamless joint communication in both routine and emergency circumstances – Allow P25 systems to communicate with data terminals and the public telephone network
– Provide common encryption technology
13 P25 (Cont.)
Proposed Future Standard… • Double channel efficiency over current P25 capabilities (4x’s more efficient than the City’s current radio system) • Provide ability to perform Over the Air Programming (OTAP) while the radio unit is in the field • Provide integrated GPS that will transmit location of radio unit
14 Why P25?
• Enables multiple vendors sourcing for cost effective and competitive procurements with no
compromise in system capabilities. • Enables Interoperability essential to multiple jurisdictions and joint operations.
• Enables ease of operation for more rapid adoption and training. • Enables planned migration of systems and equipment from old to new.
15 Console Patching
Console Patching is a manual connection from a computer which allows two different frequencies to communicate. – Console Patching is inefficient because: o All communications must come back to the dispatch center o Requires operator intervention per incident o Delayed transmission o Degraded voice quality
16 Console Patching
Police & Fire Non Public Safety 450 MHz System 800 MHz System
Dispatch Console
Audio Only Audio Only
Dispatch Center
17 Challenges
18 The Challenges Facing the City
• FCC Narrowbanding Mandate by 2013 • State of Texas P25 Goal by 2015 ̶ Cannot be achieved without modernizing the current radio network and replacing radios for non- public safety departments.
19 FCC Narrowbanding Mandate • FCC mandates that all Public Safety radio systems be “narrowbanded” by January 1, 2013.
• Failure to comply with the narrowband mandate by the January 1, 2013 deadline may result in the following:
– Substantial FCC fines – Revocation of FCC wideband licenses
– May overload narrowband receivers in adjacent municipalities
• The City of Dallas will achieve the FCC narrowband requirements by: − Replacing handheld and mobile (in-vehicle) radios. o 6000 Public Safety radios (currently replacing 850 radios) o 1000 DWU radios Note: DWU radios must be replaced because DWU is on the same segment of the radio network as DPD and DFR. − Reprogramming the radio network receivers and transmitters.
• All replacement radios must work with the current network as well as the future P25 network, regardless of the manufacturer. 20 State of Texas P25 Goal
• The State of Texas has set the goal that radio communications of all first responders will be P25 compliant by January 1, 2015. o To achieve this goal, the City will need to completely modernize its entire radio system, including: Adding new antennas and radio towers Replacing transmitters, receivers, and radios for non- public safety operations.
• State of Texas has mandated that no federal funds will be made available for procuring radio equipment unless the technology is P25 compliant.
21 City’s Radio Network
22 Current State of City’s Radio Network
− Is not narrowband compliant. − Is not P25 compliant. − Is over 40 years old. The network consists of: 11,000 Radios 700 Receivers 400 Antennas 250 Transmitters 23 Towers
− Is divided into two segments: •Public Safety and DWU •Other Civilian departments Note: The difference between these two segments is that they are on two different frequencies. i.e., they can’t talk to each other without console patching. 23 Why Does the City Need a New Radio Network?
• Current Radio System is not P25 Compliant • Current Radio Coverage is inadequate – Some areas have weak signal strength – Poor coverage inside buildings exists throughout the City
• Currently 70% of the radio equipment is not easily supported by the manufacturer while the other 30% will not be supported or easily acquired from third parties after 2012. – Non supported radio equipment means: The manufacturer will not provide maintenance
No new replacement parts will be made
Search internet and/or barter to replace any broken parts
• To achieve the State of Texas P25 compliancy goal for 01/01/2015.
24 State of Current Network Coverage Map
New Tower
New Site
25 Addressing the Challenges
26 How the City Will Address the two Challenges
To meet the challenges of the 2013 narrowbanding mandate and meeting the State’s 2015 P25 goal, the following must occur: • Purchase new radios for Public Safety and DWU • Replace the outdated Radio Network
27 Achieve the 2013 Narrowbanding Goal in 6 Steps
Step 1 2000 P25 Public Safety radios . December 2010 Council approved Master Agreement for 2000 Radios o 850 Radios for the Super Bowl — 772 portable radios (Complete) — 38 mobile motorcycle radios (Installation is in Progress) — 40 mobile radios (Complete) . January 2011 o Committee and Full Council Briefings o Purchase 1150 mobile radios . January 2011 – July 2011 o Install and configure 1150 Public safety mobile radios for narrowband
Step 2 Re-program Site Transmitters May 2011 – July 2011 re-program 23 site transmitters at the towers
28 Achieve the 2013 Narrowbanding Goal in 6 Steps
Step 3 Procure and Install the Remaining 5000 P25 compliant Radios for Public Safety & DWU June 2011, Issue RFCSP for bid September 2011, Committee Briefings November 2011, Council award contract for 5000 P25 compliant radios December 2011 – June 2012 o Install and configure 4000 Public Safety radios for narrowband • 772 mobile radios • 3228 portable radios March 2012– June 2012 o 1000 DWU radios • 600 mobile radios – Using Outside Contractors • 400 portable radios
29 Achieve the 2013 Narrowbanding Goal in 6 Steps
Step 4 Re-program Site Receivers June 2012 through November 2012 re-program 23 site receivers at the towers
Step 5 Re-program radios to match Receiver Configuration in Phase 4 July through November 2012 o 1922 mobile radios o 772 portable radios used for Super Bowl o 38 mobile motorcycle radios used for Super bowl o 40 mobile radios used for Super Bowl
Step 6 Submit narrowband license to FCC December 2012
30 Funding Sources for Achieving Narrowbanding
$27,029,450 in Public Safety Grant funds over the next 3 years and $4,000,000 in DWU funding. – Grant funds will pay for all Public Safety handheld and mobile radios and the industry radio expert consulting firm.
31 Achieve the 2013 Narrowbanding Goal in 6 Steps
In summary, •To achieve these 6 narrowbanding steps the following must occur: ̶ Procure the remaining 1150 radios off the current contract o Council awarded contract on December 10, 2010 for 2000 radios from Motorola. o 850 radios were purchased in December 2010 for the Super Bowl.
̶ Procure the remaining 5000 radios o Issues a bid (RFCSP) o The radios must work with the current system, and o Comply to the P25 standard
̶ Neither of these purchasing actions will preclude any manufacturer from bidding on the new radio network. 32 Achieve the State’s P25 Goal in 4 Steps
• Partnering with Dallas County and Adjacent Jurisdictions ̶ Dallas County is effected by the same challenges of upgrading their current radio network as the City. The City and County have the opportunity to partner in order to eliminate duplication and have a more robust system. ̶ The City has been in consultation with Dallas County for two years working on a consolidated plan to upgrade the City and Dallas County Radio Networks. ̶ Provide adjacent jurisdictions with subscriber access to the City and Dallas County consolidated Radio Network. ̶ The City and Dallas County will continue to explore options for upgrading both radio networks jointly and will provide Council updates in the future. ̶ The City and Dallas County are proposing to jointly hire an external radio consulting firm.
33 Achieve the State’s P25 Goal in 4 Steps
Step 1 Acquire Services of External Radio Consulting Firm . Issue RFCSP for bids – January, 2011 o Conduct Panel interview – March, 2011 o Public Safety briefing – May, 2011 o Finalize contracts – June, 2011 . June 2011 – Council awards External Radio Consulting Firm contract
Step 2 Develop P25 Radio Network requirements document . June 2011- November 2011-- Industry Radio Expert o Gather P25 radio network requirements from City of Dallas and Dallas County o Development of RFCSP for P25 Radio network replacement
Step 3 Selection of P25 radio network provider . January 2012 -- Issue RFCSP for bids . May 2012 -- Industry radio expert, City of Dallas and Dallas County review proposals . July 2012 -- Committee selects P25 radio network provider . September 2012 -- Industry radio expert assists in negotiating the P25 radio network system . September 2012 – Committee and full Council briefings . October 2012 – Council awards P25 radio network provider 34
Achieve the State’s P25 Goal in 4 Steps
Step 4 Procure and Install P25 radio network system . November 2012 – Bond election . March 2013 – December 2014: Project management and installation of the P25 radio system
35 External Radio Consulting Firm
Why do we need a consulting firm:
• To write the radio network requirements, which will become a key part of the bid (RFCSP) document.
• To ensure the vendor proposed design is not proprietary.
• Establish appropriate evaluation criteria.
• Assist the City in conducting a thorough evaluation of the vendor proposals.
36 External Radio Consulting Firm (Cont.)
Lessons learned from other cities: • Repeat the successes of other cities, such as Houston, which utilized the expertise of external radio consultants resulting in significant savings. This translates into added value that more than offsets the consulting expenses many times over.
• Risk reduction. For example, the City of Kansas City had to spend in excess of $5 million dollars more to correct the deficiencies that would have been mitigated by a qualified radio consultants review of the specifications.
37 Funding Sources for Achieving P25 Goal
• The new P25 Radio Network cost approximately $100,000,000, is a one time turnkey project which will require capital bonds or other funding sources. • Dallas County will contribute the funds for equipment that is outside of the City. • We will return at a later date with additional funding information as we continue to work with Dallas County on a consolidated radio network upgrade plan.
38 Summary Funding Sources State of Texas P25
Estimated Cost and Funding Source Grants Bonds/Other DWU Sources Step 1: Super Bowl and Narrow Banding . Radios $ 8,729,329
Step 2: Continue Narrow Banding . Radios $17,000,000 $4,000,000 . Consulting Services $ 1,300,000
Step 3: P25 . Public safety digital network $90,000,000 . 4000 Non‐public safety radios $ 7,000,000
. Non‐public safety digital network $ 3,000,000
Total Estimated Cost $27,029,329 $100,000,000 $4,000,000
39 QUESTIONS?
40