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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
Special Presentations
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
Lunch
2
AGENDA
CITY COUNCIL BRIEFING MEETING
WEDNESDAY, JANUARY 19, 2011
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.
3
A closed executive session may be held if the discussion of any of the above agenda items
concerns one of the following:
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
Memorandum
ro HONORABLEMAYORAND
MEMBERS OF THE CITY COUNCIL
) O ~a~
. :tJ-tP eborah Watkins
City Secretary
COUNCIL DISTRICT(S): 3
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.
City Council approved Resolution No. 08-0720 authorizing Oil and Gas Leases on
February 27, 2008.
FISCAL INFORMATION
ExxonMobile Corporation
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COUNCIL CHAMBER
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,
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.
(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.
(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
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
COUNCIL DISTRICT(S): 3
MAPSCO: 51A Q R
SUBJECT
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.
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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:
Land Use:
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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Z090-211(WE)
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:
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:
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.
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Maker: Anglin
Second: Tarpley
Result: Failed: 6 to 7
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Maker: Peterson
Second: Wally
Maker: Peterson
Second: Schwartz
Result: Carried: 10 to 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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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:
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.
(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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Z090-211(WE)
(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.
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.
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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).
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:
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.
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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Memorandum
TO
Honorable Mayor and Members of the City Council
This briefing provides an overview of the major issues the City will be facing as the
upcoming FY2O1 1-12 budget is developed. The FY2O1 1-12 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.
Jeanne Chipperfield
Chief Financial Officer
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
1
Purpose
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
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
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.
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.
8
Expenditure Outlook
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)
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PUBLIC SAFETY
FY 11 - 12 BID PROCESS
Presented to the Dallas City Council
January 19, 2011
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
3
Public Safety Vision
4
Vision Statement
Dallas City
Council ACHIEVE RESPONSE TIMES
5
Council Objectives
Dallas City
Council INCREASE LEVEL OF CONFIDENCE
IN LAW ENFORCEMENT
FY 09 FY 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
Continuing education
Strategy Map
Human
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
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
Master: 24 27 31
DFR inspector
certifications Adv: 7 9 11
Inter: 23 26 22
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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
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
FY 07 - 08 FY 08 - 09 FY 09 - 10
Smoke detector installations
7,767 7,429 6,457
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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.
12
Strategies
Resource Management
Measures
STRATEGY MEASURES
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.
14
Strategies
Neighborhood Vitality
Measures
STRATEGY MEASURES FY 07 - 08 FY 08 - 09 FY 09 - 10
15
Strategies
Linkages to Other
KFAs
16
Linkages
ECONOMIC
VIBRANCY
Council Briefing Presentation
January 19, 2011
Team Roster
• Vision Statement
• Council Objectives
• Overarching Considerations
• Strategy Map
• 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
Redevelop 4% of aging Over 6% of the aging multifamily stock was demolished & the sites
prepared for redevelopment by mid-year 2010
multifamily housing
annually. Focused multifamily redevelopment efforts underway in North Oak Cliff,
Skillman Corridor & Walnut Hill/Central area
4
Council Objectives
Establish at least one Since indicator was established, three new water bottling production
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
5
Overarching Considerations
6
Strategy Map
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PP
m
N
en
O A thriving economy
t
sustained by a
healthy mix of business
opportunities, housing
choice, visitor attraction
D & City services.
ST EVE RE
T U
IN AN LO C
C DA PM U
R ITY ce
De EN R E T i
D v L o
e
Pro vel lop
e TI DS NT
VE & AS UA i li ty C h
Co c o m S FR Q ob tion
de es pm en IN /M ta ies
s
E n s E e nt t S t r t
es po tili
fo ffic In an c
c s U
rc ie ce da A ran lic
em nc n rd T b
en y tive s Pu
t s
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
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
15
Ed
uc
ati
Strategy Map on Linkages
y al
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Im cr na S e
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Af f u s
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rie ga
N R R IN
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s ge
S
U TU N IO S
O
H OR TI N
P O &
m
P N
en
O A thriving economy
t
sustained by a
healthy mix of business
opportunities, housing
Gove
tion &
D & City services.
ST EVE RE
s
E3
Rec e, Art
TU
rnme
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r ea
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De EN R E ic
tur
D v T L o
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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.
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 unemploym ent 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)
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.
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.
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%
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
35
35
30
30
30
30
20
20
26
Appendix: Economic Vibrancy Statistics
Despite additional road space, Dallas travel time increases
Long-Term Change
Washington, DC – VA – MD 16 52 59 62 46 1
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
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
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
Other - - - - - - 0%
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
3
Vision For The Future:
Creating a Better Tomorrow
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
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: 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 11
4
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)
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
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 15
synergies of a similar nature
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
Environmental Management
Sustainability
Clean Air
Environmental
Initiatives Clean Water
Solid Waste
Community Outreach
19
KFA Linkages
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
8-Hour Historic Trends
95
91
Highest Average
90
86 86
80
bin/compliance/monops/8hr_exceed.pl
70
60
Background Ozone
50
**
**
*
0
9*
00
00
00
00
00
00
00
00
00
0*
1*
00
01
01
-2
-2
-2
-2
-2
-2
-2
-2
-2
-2
98
01
02
05
99
00
03
04
06
-2
-2
07
08
09
19
19
20
20
20
20
20
20
20
20
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
bin/compliance/monops/8hr_exceed.pl
29
29 1 3
30 22
29
26 24 8
28 2 8
20
10
8
23 21 23
10 20 20
15 17
14 14 13
11 10
0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Ozone Season (Year)
* Per the 1997 8-Hour Ozone Standard
24
** 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
Gallons per Capita per Day (GPCD)
Actual
Actual + Industrial
Budgeted Goal
205
2011
185
2016
165
FY 04-05
FY 05-06
FY 06-07
FY 07-08
FY 08-09
FY 09-10
FY 10-11
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
180000
160000
Total number of requests
140000
120000
100000
Service Request Trend
80000
Total Number of Requests
60000
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
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
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
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
6
Council Objectives
Objective #2 Most Current Data
7
Council Objectives
Objective #3 Most Current Data
8
Council Objectives
Objective #3 Cont. Most Current Data
Downtown parks:
Take steps to
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
10
Council Objectives
Objective #5 Most Current Data
Improve citizen
• Target - 65% of citizens rate parks
“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
ons
ra
m
inati
s
Dest
eti ng
M a rk
13
Destinations
ns
Council Objectives
natio
1: Continue to develop Fair Park as a
successful, year round venue by
Desti
6: Implement Trinity River Project
STRATEGY
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 Pr
Council Objectives og
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
eti ng
Attract & engage local, national and international
audiences through effective marketing and M a rk
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
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.
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
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.
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
*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
*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
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
E3 GOVERNMENT
KEY FOCUS AREA TEAM
1
E3 Government Team Members
2
Roadmap
3
E3 Government
Vision Statement
5
Council Objectives
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”
6
FY 2011-2012 E3 PERFORMANCE
Government COMPLIANCE
MEASUREMENT
RESPONSIVENESS
ACCOUNTABILITY
COLLABORATION CUSTOMER
INTERACTION
LEADERSHIP COMMUNITY
OUTREACH
ENHANCED
MARKETING & LONG-
LONG-RANGE CUSTOMER
BRANDING STRATEGIC To be an innovative, COMMUNICATION MEDIA
STREAMLINE DIVERSITY
CONTINUOUS
PROCESSES RESOURCE
WORKFORCE
MANAGEMENT
FINANCIAL
DEVELOPMENT HIRING
STRATEGIES
RESOURCES
MANAGING
RISK & MOTIVATION
LIABILITY
PHYSICAL PROFESSIONAL
INFRASTRUCTURE CAPACITY TO TOTAL DEVELOPMENT
DELIVER SERVICES COMPENSATION
7
Accountability
PERFORMANCE
MEASUREMENT
COMPLIANCE
RESPONSIVENESS
COUNCIL
COUNCIL OBJECTIVES
OBJECTIVES
BENCHMARKING TRANSPARENCY
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
Accountability
ENSURE BUSINESS PRACTICES ARE CONDUCTED
IN A PROFESSIONAL MANNER
UTILIZE
UTILIZEPROVIDE Dallas
AN
continues to participate in the International City /
OPEN
County Management Association Center for
BENCHMARKING
BENCHMARKING IN
IN
AND TRANSPARENT
Performance Measurement (ICMA) 5
PERFORMANCE
PERFORMANCE
MEASUREMENT BUSINESS
Underway: Global City Indicators Program (Globally
MEASUREMENT standardized methodology that allow for comparability
ENVIRONMENT
of city performance / knowledge sharing)
PROVIDE
PROVIDE AN
AN OPEN
OPEN Citizens now have access to Citizen Surveys, Service
AND Performance Reports, City Auditor’s reports,
AND TRANSPARENT
TRANSPARENT
Comprehensive Annual Financial Report, Annual
BUSINESS
BUSINESS Adopted Budget Book and Performance Measures
ENVIRONMENT
ENVIRONMENT books through the City’s website
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
Enhanced Customer Communication
ENGAGE CUSTOMERS THROUGH INNOVATIVE METHODS OF COMMUNICATION
INCREASE
INCREASE INTERACTION
INTERACTION According to the Communication and Information Services
Department, the City’s websites received approximately
WITH
WITH THE
THE COMMUNITY
COMMUNITY 35,000 page views per day in 2010 6
USE
USE EFFECTIVE
EFFECTIVE Traditional methods: Newsletters ● Mass emails ● City
METHODS
METHODS OF
OF website / cable channel ● Radio advertising ● Dallas
Delivers District Update ● E-Alerts
COMMUNICATION
COMMUNICATION
Non-traditional methods: Electronic billboards ● Facebook /
(TRADITIONAL
(TRADITIONAL AND
AND Twitter pages ● Graphic art on City vehicles
NON
NON--TRADITIONAL)
TRADITIONAL) Provide verbal/written communication in various languages
11
Continuous Workforce Development
COUNCIL
COUNCIL OBJECTIVES
OBJECTIVES
DIVERSITY
VALUE FOR TAX DOLLARS CONTINUOUS
WORKFORCE
PERCEIVED DISPARITY IN LEVEL OF DEVELOPMENT
HIRING
STRATEGIES
SERVICE
CITIZEN SATISFACTION MOTIVATION
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
Continuous Workforce Development
PROVIDE A KNOWLEDGEABLE AND CUSTOMER-FOCUSED WORKFORCE
THAT REFLECTS THE DIVERSITY OF THE CITY
FOCUS
FOCUS ON
ON FREQUENT,
FREQUENT, 857 employees recognized through the Wall of
SPECIFIC,
SPECIFIC, AND
AND TIMELY
TIMELY Honor Program in 20108
EMPLOYEE
EMPLOYEE 1,148 W.O.W. Cards presented to employees in
RECOGNITION
RECOGNITION 2010
13
Resource Management
COUNCIL
COUNCIL OBJECTIVES
OBJECTIVES
STREAMLINE
VALUE FOR TAX DOLLARS PROCESSES
RESOURCE
PERCEIVED DISPARITY IN LEVEL OF FINANCIAL
MANAGEMENT
RESOURCES
SERVICE
MANAGING
CITIZEN SATISFACTION RISK &
LIABILITY
BUSINESS CUSTOMER SATISFACTION
PHYSICAL
INFRASTRUCTURE CAPACITY TO
BOND RATING 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
Resource Management
PROCURE AND MANAGE RESOURCES TO DELIVER
EFFICIENT AND ECONOMICAL SERVICES
COUNCIL
COUNCIL OBJECTIVES
OBJECTIVES
LEADERSHIP
VALUE FOR TAX DOLLARS
LONG-
LONG-RANGE
PERCEIVED DISPARITY IN LEVEL OF MARKETING &
STRATEGIC
BRANDING
SERVICE 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
Long-Range Strategic Planning
ESTABLISH A CLEAR DIRECTION FOR CITY GOVERNMENT
Forward Dallas!
LONG
LONG RANGE
RANGE Strategic Engagement Plan
STRATEGIC
STRATEGIC PLANNING
PLANNING Fair Park Comprehensive Development Plan
Dallas Trail Network Master Plan
Underway: Citywide Aquatic Facilities Master Plan
ENSURE
ENSURE STRONG
STRONG ISO MANAGEMENT SYSTEMS: Street Services increased its
LEADERSHIP
LEADERSHIP THROUGH
THROUGH pass rate on Internal Quality Assurance inspections from 88.5%
in FY 08-09 to 97.5% in FY 09-10, thus avoiding rework
IMPLEMENTATION
IMPLEMENTATION OF
OF
GROW YOUR OWN: Grant awarded to Library to provide funding
SUCCESSION
SUCCESSION PLANS
PLANS AND
AND for staff towards earning a Masters degree. 10 staff members
ISO completed program with 6 promoted to Librarian
ISO MANAGEMENT
MANAGEMENT
SYSTEMS
SYSTEMS
17
Links to Other Key Focus Areas
18
FY 2011-2012 E3 PERFORMANCE
Government COMPLIANCE
MEASUREMENT
RESPONSIVENESS
ACCOUNTABILITY
COLLABORATION CUSTOMER
INTERACTION
LEADERSHIP COMMUNITY
OUTREACH
ENHANCED
MARKETING & LONG-
LONG-RANGE CUSTOMER
BRANDING STRATEGIC To be an innovative, COMMUNICATION MEDIA
STREAMLINE DIVERSITY
CONTINUOUS
PROCESSES RESOURCE
WORKFORCE
MANAGEMENT
FINANCIAL
DEVELOPMENT HIRING
STRATEGIES
RESOURCES
MANAGING
RISK & MOTIVATION
LIABILITY
PHYSICAL PROFESSIONAL
INFRASTRUCTURE CAPACITY TO TOTAL DEVELOPMENT
DELIVER SERVICES COMPENSATION
19
E3 Government
Vision Statement
21
Sources
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
Links to Other Key Focus Areas
• 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
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
450 – 512 MHz 700 MHz*** 800 MHz
MHz 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
.0125
MHz
11
Project 25 (P25)
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.)
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
16
Console Patching
Dispatch Console
Dispatch Center
17
Challenges
18
The Challenges Facing the City
19
FCC Narrowbanding Mandate
• FCC mandates that all Public Safety radio systems be “narrowbanded”
by January 1, 2013.
• 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
21
City’s Radio Network
22
Current State of City’s Radio Network
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
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
30
Funding Sources for Achieving
Narrowbanding
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.
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.
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
38
Summary Funding Sources
State of Texas P25
Estimated Cost and Funding Source
Radios $ 8,729,329
Step 2: Continue Narrow Banding
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
39
QUESTIONS?
40