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JANUARY 19, 2011 CITY COUNCIL BRIEFING AGENDACERTIFICATION

This certification is given pursuant to Chapter XI, Section 9 of the City Charter for theCity Council Briefing Agenda dated January 19, 2011. We hereby certify, as to thosecontracts, agreements, or other obligations on this Agenda authorized by the CityCouncil for which expenditures of money by the City are required, that all of the moneyrequired for those contracts, agreements, and other obligations is in the City treasury tothe 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 otherpurpose.

Date

City Manager

Edward ScottCity Controller



General Information

The Dallas City Council regularly meets on W e d n e s d a ~ s

beginning at 9:00 a.m. in the Council Chambers, 6th floor, ~ I t y

Hall, 1500 Marilla. Council agenda meetings are broadcast liveon WRR-FM radio (101.1 FM) and on Time Warner City CableChannel 16. Briefing meetings are held the first and thirdWednesdays of each month. Council agenda (voting) meetings

are held on the second and fourth Wednesdays. Anyone wishingto speak at a meeting should sign up with the City Secretary'sOffice by calling (214)670-3738 before 9 : 0 ~a.m. on the r:teetlngdate. Citizens can find out the name of their representative andtheir voting district by calling the City Secretary's Office.

Sign interpreters are available upon request with a 4 8 ~ h o u r

advance notice by calling (214) 670-5208 V/TDD. The City ofDallas is committed to compliance with the Americans withDisabilitiesAct. The Council agenda is available in alternativeformats upon request.

If you have any questions about this agenda or comments orcomplaints about city services, call 311.

Rules of Courtesy

City Council meetings bring together citizens of m a n ~variedinterests and ideas. To insure fairness and orderly meetings, theCouncil has adopted rules of courtesy which apply to ~ I I

members of the Council, administrative staff, news media,citizens and visitors. These procedures provide:

That no one shall delay or interrupt the proceedings, orrefuse to obey the orders of the presiding officer.

All persons should refrain from private conversation, eating,drinking and smoking while in the Council Chamber.

Posters or placards must remain outside the CouncilChamber.

No cellular phones or audible beepers allowed in CouncilChamber while City Council is in session.

"Citizens and other visitors attending City Council meetings shallobserve the same rules of propriety, decorum and good conductapplicable to members of the City Council. Any person makingpersonal, impertinent, profane or slanderous remark.s or w ~ o

becomes boisterous while addressing the City Council or whileattending the City Council meeting shall be removed f r o ~~ h e

room if the sergeant-at-arms is so directed by the presidingofficer, and the person shall be barred from furthe.r a U d i e n ~ e

before the City Council during that session of the City Council

Informacion General

EIAyuntamiento de la Ciudad de Dallas. se reune regularr:nentelos rnlercolesen la Camara delAyuntamiento en el sexto prsodela Alcaldfa, 1500 Marilla, a las 9 de la manana. Las reunionesinformativas se lIevan a cabo el primer y tercer rniercoles delmeso Estas audiencias se transmiten en vivo por la estaci6n deradio WRR-FM 101.1 Y por cablevisi6n en la estaci6n TimeWarner CityCable Canal 16. EI Ayuntamiento Municipal sereune el segundo y cuarto rnlercoles del mes paratratar a s u ~ ~ o s

presentadosde manera oficial en la agenda para su aprobacion.Toda persona que desee hablar durante la asamblea d ~ 1

Ayuntamiento, debe inscribirse lIamando a la SecretanaMunicipal al telefono (214) 670-3738, antes de las 9 de lamanana del dla de la asamblea. Para enterarse del nombre desu representante en el Ayuntamiento Municipal y el distritodonde usted puede votar, favor de lIamar a la SecretariaMunicipal.

lnterpretes para personas con impedimentos auditivos estandisponibles si 10 solicita con 48 horas de anticipaci6n !Iamandoal (214) 670-5208 (aparato auditivo V/TDD). La Ciudad deDallas se esfuerza por cumplir con el decreto que protege a laspersonas con impedimentos, Americans with Disabilties Act. Laagenda del Avuntamiento esta disponible en formatosalternos s i 10 solicita.

Si tiene preguntas sobre esta agenda, 0 si desea hacercomentarios 0 presentar quejas con respecto a servicios de laCiudad, lIame al 311.

Reglas de Cortesia

Las asambleasdel Ayuntamiento Municipalreunena ciudadanosde diversos intereses e ideologfas. Para asegurar laimparcialidad y el orden durante las asambleas, el Ayuntamientoha adoptado ciertas reglas de cortesia que aplican a todos losmiembros del Ayuntamiento, al personal administrativo, personalde los medios de comunicaci6n, a los ciudadanos, ya visitantes.Estos reglamentos establecen 10 siguiente:

Ninguna pesona retrasara 0 lnterrurnpira los procedimientos, 0 seneqara a obedecer las 6rdenes del oficial que preside la asamblea.

Todas las personas deben de abstenerse de entablarconversaciones, comer, beber y fumar dentro de la carnaradel Ayuntamiento.

Anuncios y pancartas deben permanecer fuera de lacarnara del Ayuntamiento.

No se permite usar telefonos celulares 0 enlaceselectr6nicos (pagers) audibles en la carnara delAyuntamiento durante audiencias del AyuntamientoMunicipal.

"Los ciudadanos y visitantes presentes durante las asambleasdel Ayuntamiento Municipal deben de obedecer las mismasreglas de comportamiento, decoro y buena conducta que se



AGENDACITY COUNCIL BRIEFING MEETING

WEDNESDAY, JANUARY 19, 2011CITY HALL

1500 MARILLADALLAS, 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 andduties of board and commission members (List of nominees is available in the CitySecretary's Office)

ITEMS FOR INDIVIDUAL CONSIDERATIONCity Secretary’s Office

3. Consideration of appointments to the Dallas/Fort Worth International Airport Boardof 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, 2008between 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 ExhibitB of the Oil and Gas Lease to describe a total of approximately 703 acres of land;




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 Safety2. Economic Vibrancy3. Clean, Healthy Environment4. Culture, Arts & Recreation5. Educational Enhancements6. E 3 Government

Lunch

C. Radio Technology Overview

PUBLIC HEARINGS AND RELATED ACTIONS

Sustainable Development and Construction

DESIGNATED ZONING CASES - UNDER ADVISEMENT - INDIVIDUAL5. 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 anIR Industrial Research District on the south side of Jefferson Boulevard, east ofHardy Road adjacent to the water canal in the westernmost quadrant of the HensleyField Airport and Naval BaseRecommendation 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 conditionsRecommendation of CPC: Denial without prejudiceZ090-211(WE)Note: This item was considered by the City Council at a public hearing on January12, 2011, and was taken under advisement until January 19, 2011 with the public




WEDNESDAY, JANUARY 19, 2011

Open Microphone Speakers 6ES



A closed executive session may be held if the discussion of any of the above agenda itemsconcerns one of the following:

1. Contemplated or pending litigation, or matters where legal advice is requested of theCity Attorney. Section 551.071 of the Texas Open Meetings Act.

2. The purchase, exchange, lease or value of real property, if the deliberation in anopen meeting would have a detrimental effect on the position of the City innegotiations 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 openmeeting would have a detrimental effect on the position of the City in negotiationswith 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 tohear a complaint against an officer or employee. Section 551.074 of the TexasOpen Meetings Act.

5. The deployment, or specific occasions for implementation of security personnel ordevices. Section 551.076 of the Texas Open Meetings Act.

6. Deliberations regarding economic development negotiations. Section 551.087 of theTexas Open Meetings Act.



DATE

Memorandum

JANUARY 14, 2011 CITY OF DALLAS

ro HONORABLEMAYORAND

MEMBERS OF THE CITY COUNCIL

SUBJECT BOARD AND COMMISSION NOMINEESIRENOMINEES

The following Board and Commission nominee will be considered onWednesday, 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.

I f you need additional information, please advise.

)O~ a ~

:tJ-t P eborah WatkinsCity Secretary

c: Mary K . Suhm, City ManagerThomas P. Perkins, Jr., City Attorney



CITY OF DALLAS BOARDS AND COMMISSIONS

NOMINEES FOR DFW BOARD APPOINTMENT

CLEARED FOR COUNCIL ACTION

DFW DALLAS-FORT WORTH INTERNATIONAL AIRPORT BOARD

01 BETTY CULBREATHB F 05 CPlace 01 Dallas Member Term Exp 01/31/2013

Co-nominated by: V.HILLand ATKINS

RENOMINATEDREC 11/11/2010Member since: 02127/2009 Terms served:

05 BEN MURO RENOMINATEDREC 11/11/2010

H M 11 C Member since: 05/31/2005 Terms served: 3Place 05 Dallas Member Term Exp 01/31/2013

Co-nominated by: MEDRANOand SALAZAR, JASSO

11 BRENDAE. REYESH F 14 CPlace 11 Dallas Member Term Exp 01/31/2013

Co-nominated by: JASSO and ATKINS

91 JESUS G. GARCIAH M 03 CNominated For Pos . 11

Co-nominated by: MEDRANOand SALAZAR

RENOMINATEDREC 11111/2010Member since: 02128/2009 Terms served:

NOMINATEDREC 11/11/2010



AGENDA ITEM # 4KEY 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 betweenthe City of Dallas, “Lessor”, and XTO Energy, Inc., “Lessee” by: (1) extending theprimary lease term by 30 months; (2) modifying Exhibit A and Exhibit B of the Oil andGas Lease to describe a total of approximately 703 acres of land; (3) modifyingParagraph 5 by limiting drill sites to a maximum of three sites, each of which will notcontain more than four acres; and (4) adding a provision requiring the pre-disclosure ofall chemicals that would be used at the drill sites - Financing: No cost consideration tothe City

BACKGROUND

This item authorizes an amendment to the Oil and Gas Lease dated February 27, 2008between the City of Dallas, “Lessor”, and XTO Energy, Inc., “Lessee”, to (1) extend theprimary term by 30 months, from 36 months to 66 months; (2) modify Exhibit A andExhibit 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 andno 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 consideredby the City Plan Commission or City Council, Lessee will provide an accurate inventoryof chemicals to be injected into the well bore for the purpose of drilling or hydraulicfracturing, or related well bore activities.

PRIOR ACTION/REVIEW (COUNCIL, BOARDS, COMMISSIONS)



OWNER

ExxonMobile Corporation

XTO Energy, Inc.Louis G. Baldwin, Chief Financial Officer & DirectorBrent W. Clum, Treasurer

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COUNCIL CHAMBER

January 19, 2011

WHEREAS, on February 27, 2008, the City of Dallas entered into an Oil and Gas Leasewith XTO Energy, Inc.; and

WHEREAS, the City of Dallas and XTO Energy, Inc., agree to modify the Oil and GasLease;

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 bythe City Attorney, to execute an amendment to the Oil and Gas Lease, dated as ofFebruary 27, 2008, with XTO Energy, Inc., a Delaware Corporation, as Lessee, and theCity 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 30months, from 36 months to 66 months.

(2) Exhibit A and Exhibit B of the Oil and Gas Lease are modified byeliminating all tracts except Tracts 1, 2, 3, 4, 5, 7, 8, and 9 for a totalacreage of approximately 703 acres of land, located at Hensley Field.

(3) Paragraph 5 is modified by the addition of language limiting drill sites to amaximum of three at Hensley Field and no drill site can contain more thanfour acres.

(4) Adding a provision to the Lease that the Lessee will provide a list ofchemicals to be injected into the well bore for the purpose of drilling orhydraulic fracturing, or related well bore activities and the disclosure shall

include every chemical to be used, along with the data sheets of thechemicals to be used.



COUNCIL CHAMBER

January 19, 2011

SECTION 3. That this resolution shall take effect immediately from and after itspassage in accordance with the provisions of the Charter of the City of Dallas, and it isaccordingly so resolved.

APPROVED AS TO FORM:THOMAS P. PERKINS, JR.CITY ATTORNEY

By: _---'-'--- __ - - = - = - - - ' - _

Assistant City Attorney



AGENDA ITEM # 5KEY 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 ordinancegranting a Specific Use Permit for gas drilling and production on property zoned an IRIndustrial Research District on the south side of Jefferson Boulevard, east of HardyRoad adjacent to the water canal in the westernmost quadrant of the Hensley FieldAirport and Naval BaseRecommendation of Staff: Approval for a ten-year period with eligibility for automaticrenewal of additional ten-year periods, subject to an existing site plan, operation plan fordrilling, operation plan for production and conditionsRecommendation of CPC: Denial without prejudiceZ090-211(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 hearingopen.



HONORABLE MAYOR AND CITY COUNCIL WEDNESDAY, JANUARY 19, 2011

ACM: A. C. Gonzalez

FILE NUMBER: Z090-211 ryvE) DATE FILED: May 25, 2010

LOCATION: South side of Jefferson Boulevard, east of Hardy Roadadjacent to the water canal in the westernmost quadrant of theHensley 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 CothrumMASTERPLAN

REQUEST: An application for a Specific Use Permit for gas drilling andproduction on property zoned an IR Industrial ResearchDistrict.

SUMMARY: The purpose of this request is to allow for the drilling, andproduction of natural gas on a site at Hensley Field.

CPC RECOMMENDATION: Denial without prejudice

STAFF RECOMMENDATION: Approval for a ten-year period with eligibility forautomatic renewal of additional ten-year periods, subject to an existing site plan,operation plan for drilling, operation plan for production and conditions.



Z090-211(WE)

BACKGROUND INFORMATION:

• The applicant’s request for a Specific Use Permit will allow for the operation andproduction of natural gas on Hensley Field, a de-commissioned naval air base. Theapplicant 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. Theapplicant could propose up to 9 additional drill sites on Hensley Field depending onthe success of this site. Additional sites will require Specific Use Permits.

• In September 2007, the City Council approved Ordinance No. 26920 requiring aSpecific 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 theproperty for gas drilling and production.

• The request site is zoned an IR Industrial Research District. An open channel watercanal separates the proposed gas drilling site from the single family uses. Theproposed 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 ExistingROW

ProposedROW

Jefferson Boulevard Principal Arterial 100 ft. 100 ft.

Land Use:

Zoning Land Use

Site IR Decommissioned Naval baseNorth IR Undeveloped, Hensley FieldSouth IR, R-7.5(A) Undeveloped, LakeEast IR, R-7.5(A) Undeveloped, Hensley FieldWest IR Undeveloped



Z090-211(WE)

The request site lies within an Industrial Area Building Block. This Building Block offersimportant employment opportunities, occupy large areas of land and usually are near

major roads and heavy rail lines. Evolving technology and the need for freightmovement through Dallas to the rest of the country and internationally means this sectorcan offer good opportunities for jobs. Logistics and warehousing, a growing industrywith 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 theStemmons industrial area. These areas include a mix of low- and medium-densityindustrial buildings and industrial yards and have large surface parking for cars andtrucks. 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 andother pedestrian improvements are limited

STAFF ANALYSIS:

Land Use Compatibility: The 3.67 acre site is undeveloped and is located on HensleyField, a de-commissioned Naval air base, and is in close proximately to the City ofGrand Prairie. An open channel water canal, which is west of the request site, will actas a buffer between the proposed gas site and an existing residential development.The nearest single family development is approximately 898 feet from the proposedsite.

The applicant’s request for a Specific Use Permit will permit the operation andproduction of gas drilling and extraction. In the Development Code, gas drilling andproduction 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 andthat maintains a gaseous or rarefied state at standard temperature and pressureconditions, or the extraction of any gaseous vapors derived from petroleum or naturalgas.”

The Development Code requires the applicant to provide the following site plans for agas 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



Z090-211(WE)

because drilling (with lighting) will be done 24 hours a day, and noise could impact thesurrounding uses.

There are two methods for drilling: an open-loop system and a closed-loop system. Anopen-loop system uses a lined mud-pit to hold mud. The mud-pit may be a safetyhazard 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 witha closed-loop system and the applicant is providing a drilling phase plans that willinclude a closed-loop system. The applicant is proposing to drill approximately 12 wellson 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 willstore 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 avinyl 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 canaland is near the City of Grand Prairie. The applicant proposes to drill approximately 12wells to extract natural gas from the site. There are several measures that are in placepursuant to the Dallas Development Code that requires the applicant to restore the siteback to it natural state after the wells have been capped. In addition, there areadditional provisions in the Code that require the right-of-ways (infrastructure) to berestored.

Staff has reviewed the applicant’s request for a SUP for gas drilling and production andis recommending approval for a time period of 10 years with eligibility for automaticrenewal of additional 10 year periods, subject to the attached plans and conditions. TheCity Plan Commission had concerns regarding the potential health of the general publicand discussed holding the case under advisement until further studies/reports wereconcluded by the City of Fort Worth and TECQ. The recommendations from theproposed 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 underthe lease agreement. As a result of the applicant’s request, the City Plan Commissionrecommended denial without prejudice.

The general provisions for a Specific Use Permit in Section 51A-4.219 of the DallasDevelopment Code specifically state: (1) The SUP provides a means for developing



Z090-211(WE)

public health, safety, or general welfare; and (D) conform in all other respects to allapplicable zoning regulations and standards. The request does not appear to have an

adverse impact on the surrounding zoning and land uses.

Development Standards:

SETBACKSDISTRICTFront Side/Rear

Density Height LotCoverage

SpecialStandards

PRIMARY Uses

IR Industrial research

15’

30’ adjacentto

residentialOTHER:No Min.

2.0 FAR overall0.75 office/ retail

0.5 retail

200’15 stories 80% Proximity Slope

Visual Intrusion

Industrial, wholesaledistribution & storage,supporting office & retail

Landscaping: The proposed pad site for a gas drilling and production use will nottrigger any landscaping requirements that pertain to landscape requirements in ArticleX, as amended. The request site is heavily screened with vegetation along thesouthern and western portion of the Property. Due to the naval base being anemergency air base for commercial aircraft, any additional planting materials around the

request area would not be recommended. Additional planting materials may attractbirds to the area and could cause problems, if the de-commissioned air base becomesoperational in the future.

Traffic: The Engineering Section of the Department of Sustainable Development andConstruction has reviewed the request and determined that it will not impact thesurrounding street system for the proposed development. The applicant proposes toaccess 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. Aproposed 30 foot gravel access road will be constructed from the west taxiway to therequest site.

Miscellaneous – Conditions: Staff incorporated additional regulations in the SpecificUse Permit conditions that were proposed by the commissioner of the district eventhough 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)



Z090-211(WE)

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 shieldneighboring uses), considering specific site characteristics, including, but notlimited to, the nature and location, proximity and type of adjacent development,seasonal prevailing weather patterns, including wind directions, vegetativecover 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-offvalves shall be inspected for leak detection at least annually, using infraredcameras, filtered and tuned for the wavelengths of sunlight absorbed and re-

emitted by natural gas hydrocarbons, or other equally effective detectiondevices. Reports of such inspections shall be delivered to the Gas Inspectorwithin 15 days of inspection, and no later than 90 days following the date of thepreceding annual report. The Gas Inspector shall promptly forward such reportto the Director and notify the Director of any potential violation.” 3) Condition16, AIR SAMPLING to read as follows: “Ambient air sampling, prior to adrilling permit being issued and drilling activity commencing, must beperformed to establish a baseline sample for air quality. A second samplingmust be taken within 60 days of the first well entering a production phase andannually there after. Air samples must be taken by a qualified firm approvedthe director of the office of environmental quality. Samples will be analyzed bya qualified 3rd party laboratory, certified by industry standards, and all resultswill be provided to the city Gas Inspector within 15 days of issuance of thereport. The Gas Inspector shall promptly forward such report to the Directorand notify the Director of any potential violation.” and 4) Condition 17,PRODUCTION SAMPLING to read as follows: “Within 60 days of the first wellentering production, gas samples must be taken and analyzed by a qualified3rd party laboratory, certified by industry standards, and all results provided tothe city Gas Inspector within 15 days of issuance of the report. The GasInspector shall promptly forward such report to the Director and notify theDirector of any potential violation. Results must provide a thorough breakdownof the gas and record any presence of benzene, hydrocarbons or otherconstituents.”

Maker: AnglinSecond: TarpleyResult: Failed: 6 to 7

For: 6 - Anglin, Bagley, Tarpley, Bernbaum, Wolfish,



Z090-211(WE)

Substitute Motion: In considering an application for a Specific Use Permit forgas drilling and production on property zoned an IR Industrial Research District

on south side of Jefferson Boulevard, east of Hardy Road adjacent to the watercanal in the westernmost quadrant of the Hensley Field Airport and NavalBase, it was moved to hold this case under advisement until April 21, 2011

Maker: PetersonSecond: Wally

Commissioner Peterson withdrew his motion.

Commissioner Wally withdrew her second.

Motion: It was moved to recommend denial without prejudice for a SpecificUse Permit for gas drilling and production on property zoned an IR IndustrialResearch District on south side of Jefferson Boulevard, east of Hardy Roadadjacent to the water canal in the westernmost quadrant of the Hensley FieldAirport and Naval Base.

Maker: PetersonSecond: SchwartzResult: Carried: 10 to 3

For: 10 - R. Davis, M. Davis, Rodgers, Bagley,Lavallaisaa, Tarpley, Shellene, Bernbaum,Schwartz, Peterson

Against: 3 - Wally, Anglin, WolfishAbsent: 1 - AlcantarVacancy: 1 - District 6

Notices: Area: 1000 Mailed: 48

Replies: For: 0 Against: 3

Speakers : For: Dallas Cothrum, 900 Jackson St., Dallas, TX, 75202Walter Dueease, 810 Houston St., Fort Worth, TX, 76102William Cothrum, 900 Jackson St., Dallas, TX, 75202

Against: Raymond Crawford, 2647 Southwood Dr., Dallas, TX, 75233



Z090-211(WE)

Jim Schermbeck, P.O. Box 253, Slaton, TX, 79369Jeffery Jacoby, 5920 La Vista Dr., Dallas, TX, 75206

Michele R. Vaughan, 5920 La Vista Dr., Dallas, TX, 75206Lynn Rooks, 4413 Worth St., Dallas, TX, 75246Kathryn Rowe, 3140 N. Hall St., Dallas, TX, 75204

Against (Did not speak): Peter Wilson, 8650 Southwestern Blvd., Dallas, TX, 75206Kevin Vilbig, 8780 Park Ln., Dallas, TX, 75231Ana Badillo, 4208 Lafayette, Dallas, TX, 75204J.W. Fain Sr., 3134 Carlson, Dallas, TX, 75235Daryel McCortt, 4509 Club Estates, Mesquite, TX, 75150

Emily Gammage, 1000 Liberty Cr., Hurst, TX, 76053Joshua Rollins, 7575 Frankford, Dallas, TX, 75252Cynthia Gaertner, 8033 Forest Trail, Dallas, TX, 75238Jane Hoffman, 10720 Sandpiper Ln., Dallas, TX, 75230Leslie Durlham, 9920 Ridgehaven Dr., Dallas, TX, 75238Tony Nuncio, 1511 Briarcrest Dr., Dallas, TX, 75224Justen Ray, 7407 Fair Oaks Ave., Dallas, TX, 75231David McFatridge, 101 S. Mountain Ridge, Cresson, TX, 76035Alisa Livingstone, 4207 Live Oak St., Dallas, TX, 75204Anna Rowe, 5723 Charlestown Dr., Dallas, TX, 75230Maralyn Hamaker, 1139 Haines Ave., Dallas, TX, 75208Anita Hamakert, 1137 Haines Ave., Dallas, TX, 75208Eric Harvey, 4216 Glenwood Ave., Dallas, TX, 75205Noel Navarrete, 2019 Cloudcroft, Dallas, TX, 75224Giovanni Salazar, 4420 Fair Vista, Dallas, TX, 75227Alberto Nunez, 7106 Lovett Ave., Dallas, TX, 75227Lauren Wyatt, 1240 Dalhart Dr., Richard, TX, 75080Erica Peterson, 4421 Worth St., Dallas, TX, 75246Sarah Semrad, 108 S. Rosemont Ave., Dallas, TX, 75208Thao Reeves, 5804 Kenwood Ave., Dallas, TX, 75206David Griggs, 13214 Glad acres Dr., Dallas, TX, 75234Joen Mein, 1415 San Saba Dr., Dallas, TX, 75218Emily Gossett, 7223 Fenton Dr., Dallas, TX, 75231

John Prude, 6967 Helsem Way, Dallas, TX, 75230Patty Ballard, 8235 Hunnicut Rd., Dallas, TX, 75228Roydrick West, 2309 Rexlawn Dr., Dallas, TX, 75227Crisel Vargas, 6715 Overpark Ct., Dallas, TX, 75217Amber Bynum, Address not givenNicole Horn, 826 ½ N. Clinton Ave., Dallas, TX, 75208



Z090-211(WE)

• 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

• Aric A. Head Managing Partner• Richard R. Payne Managing Partner• Patrick A. Smith Managing Partner

XTO ENERGY INCOFFICERS

PELOTON LAND SOLUTIONS, LLLP



Z090-211(WE)

1. USE: The only use authorized by this specific use permit is gas drilling andproduction.

2. SITE/OPERATION PLANS: Use and develop the Property must compliance withthe 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 permitexpires on (ten year from passage of ordinance), but is eligible for automaticrenewal for additional 10-year periods pursuant to Section 51A-4.219 of Chapter51A of the Dallas City Code, as amended. For automatic renewal to occur, the

Property owner must file a complete application for automatic renewal with thedirector before the expiration of the current period. Failure to timely file acomplete application will render this specific use permit ineligible for automaticrenewal. (Note: The Code currently provides that applications for automaticrenewal must be filed after the 180th but before the 120th day before theexpiration of the current specific use permit period. The Property owner isresponsible for checking the Code for possible revisions to this provision. Thedeadline for applications for automatic renewal is strictly enforced.)

(b) The Operator shall notify the building official in writing at least 10 daysbefore permanently stopping gas production (abandoning the well). Once theOperator permanently stops production, this specific use permit expires after theOperator restores the Property in accordance with Article XII. After the Operatorrestores the Property, a new specific use permit is required for any other gasdrilling and production operation.

4. HEIGHT: Except temporary structures authorized by the building official, nostructure may exceed 24 feet in height.

5. TIME LIMITS ON OPERATIONS: The following limits on operations apply to thegas drilling and production use:

STAFF’S PROPOSED SUP CONDITIONS



Z090-211(WE)

(b) FRACTURING and REWORKING PHASE:

(1) Except as provided in this subsection, fracturing may occur duringdaylight hours, seven days a week, except that flowback operationsmay 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 24hours 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 any365 day period.

(c) PRODUCTION PHASE: Gas production may occur at any time of day, butthe Operator must make any repairs or improvements, other than fracturing orreworking, between 6:00 am to 9:00 pm, Monday through Saturday, except thatemergency repairs may be made at any time.

6. MANEUVERING SURFACE: Vehicle maneuvering surfaces must be gravel or asimilar material in the locations shown on the site/operation plans.

7. PERMITS: The building official may not issue a certificate of occupancy for agas drilling and production use until the Operator obtains all required permitsfrom the Railroad Commission of Texas, Texas Commission on EnvironmentalQuality, and all other state, federal, or city agencies.

8. SIGNS: Signs must comply with the provisions for non-business zoning districtsin 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 GasInspector (both as defined in Sec. 51A-12.102.b) a completed Material SafetyData Sheet ("MSDS") containing an accurate inventory of chemicals to beinjected into the well bore for the purpose of drilling or hydraulic fracturing, orrelated well bore activities. Such MSDS reports shall disclose every chemical tobe used, including quantity, concentrations, combinations, and formulations,



Z090-211(WE)

shall be allowed on the site, and all operations shall be conducted on a "closedloop system" basis, as that term is defined in Sec. 51A-12.102(5).

12. DEHYDRATION OPERATIONS: Unless other equivalent means are proposedby Operator and approved by the Gas Inspector, all gas dehydration operationsshall be handled by zero-emission separators to minimize fugitive emissions.

13. WATER HANDLING: Within a reasonable time (to be determined by theDirector) the Operator shall transmit a certified disclosure to the Gas Inspectorstating 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 thequantity of all flow-back or produced fluids recovered from each will. Within areasonable time (to be determined by the Director) the Operator shall transmit acertified 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 andthe commencement of operations, the Operator shall submit a NoiseManagement Plan detailing how the equipment used in the drilling, completion,transportation, or production of the well(s) complies with the maximumpermissible noise levels set forth in the applicable city ordinance. The noisemanagement 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), consideringspecific site characteristics, including, but not limited to, the nature andlocation, proximity and type of adjacent development, seasonal prevailingweather patterns, including wind directions, vegetative cover on oradjacent to the site, and topography of the site.

The Operator shall be responsible for verifying to the Gas Inspector compliancewith this condition and with the noise management plan after the installation ofnoise generating equipment. Approval of such Noise Management Plan by theGas Inspector shall be a prerequisite to issuance of a gas well permit for the site.



Z090-211(WE)

16. AIR SAMPLING: Ambient air sampling, prior to a drilling permit being issuedand drilling activity commencing, must be performed to establish a baseline

sample for air quality. A second sampling must be taken within 60 days of thefirst well entering a production phase and annually there after. Air samples mustbe taken by a qualified firm approved the director of the office of environmentalquality. Samples will be analyzed by a qualified 3rd party laboratory, certified byindustry standards, and all results will be provided to the city.

17, PRODUCTION SAMPLING: Within 60 days of the first well enteringproduction, 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 presenceof benzene, hydrocarbons or other constituents.

18. MAINTENANCE: The Property must be properly maintained in a state of goodrepair and neat appearance.

19. GENERAL REQUIREMENTS: Use of the Property must comply with all federaland state laws and regulations, and City of Dallas ordinances, rules, andregulations, including the gas drilling regulations.



Z090-211(WE)

EXISTING CONDITIONS



Z090-211(WE)

DRILLING PLAN

Closed loop mud system



Z090-211(WE)

PRODUCTION PLAN



Z090-211(WE)



Z090-211(WE)

Undevelo ed

Single Family

Undevelo ed



Z090-211(WE)

CPC RESPONSES



Z090-211(WE)

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



Z090-211(WE)

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



Memorandum

DATE January 14 , 2011 CITY OF DALLAS

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 theupcoming FY2O1 1-12 budget is developed. The FY2O1 1-12 revenues and expendituresdiscussed in the briefing are preliminary estimates provided as a range of forecasts toillustrate potential impact on the City’s budget. We will be updating and refining theseestimates as we receive more data. Additional briefings on the status of the budget willbe provided during the upcoming months.

Please let me know if I can provide any additional information.

Jeanne ChipperfieldChief Financial Officer

C: Mary K. Suhm, City ManagerThomas P. Perkins, Jr., City AttorneyCraig Kinton, City AuditorDeborah Watkins, City SecretaryRyan S. Evans, First Assistant City ManagerA.C. Gonzalez, Assistant City Manager

Jill A. Jordan, RE., Assistant City ManagerForest Turner, Assistant City ManagerJack Ireland, Director, Office of Financial Services



1

Budget Workshop #2:FY 2011-12 Preliminary

Outlook

City Council Briefing – January 19, 2011



2

Purpose

Review schedule for development of FY2011-12 budget

Provide a preliminary outlook of generalfund and debt service budgets for FY2011-12



3

Budget Schedule

Development of FY 2011-12 budget is year-long process

Began Oct 2010 with update of Strategic Plan and ends withbudget adoption in Sep 2011

Budget being developed is for FY 2011-12 and coversperiod from Oct 1, 2011 through Sep 30, 2012

Oct 19 Budget Workshop #1: Update on results of citywide Strategic PlanJan 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 2011-12Feb 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 onCouncil confirmed objectives and strategies; and “draw the line” when money allocatedto KFA Team runs out



4

Budget ScheduleMar 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 HearingMay 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 budgetAug 8–Sep 6 Begin town hall meetings

Aug 22 Budget Workshop #7: Topics TBD

Aug 24 Public Hearing

Sep 7 Budget Workshop #8: Topics TBDSep 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



5

Preliminary Outlook

Preliminary outlook is provided as range of forecasts toillustrate potential impact (“lesser” to “greater”) thatvarious scenarios may have on revenues andexpenditures

Forecasts are very preliminary and will change beforeFY 2011-12 budget is recommended by City Manager onAug 8

Forecasts are being made 9 months in advance of beginning of

the 12-month fiscal year that runs through Sep 30, 2012 (21months in future)

Limited new information is available since adoption of FY 2010-11 budget in Sep 2010 (3 months ago)



6

Revenue Outlook

Revenues – Possible Adjustments – In Million Dollars “GreaterImpact”

“LesserImpact”

Property Tax – Decline of property tax base value forecast for FY 2011-12.Possible range from 4.23% value loss to 0.27% value loss.

($27.1) ($1.7)

Sales Tax – Increase above current year budget may range from 1.2%growth to 2.5% growth.

+$1.7 +$5.0

Landfill Revenues – Decline in landfill revenue is forecast. Revenue declinecould be offset and revenue could increase with implementation of “flowcontrol” for 12 full months of FY 2011-12.

($4.4) +$12.8

Other Revenues - Includes franchise fees, fund balance, sale of surplusproperty and abandonments.

($14.9) ($13.1)

Total Possible Revenue Adjustments ($44.7) +$3.0



7

Expenditure Outlook

Expenditures – Possible Adjustments – In Million Dollars “GreaterImpact”

“LesserImpact”

Police and Fire – Meet and Confer Requirements (assumes revenue triggersare 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.

+$8.4 +$8.4

Public Safety adjustments include – •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.

+$13.2 +$13.2

Sanitation – Implementation of “flow control” at landfill will require increased

expense including equipment, personnel, permitting, infrastructure andenforcement of ordinance.

n/a +$4.0



8

Expenditure Outlook


“LesserImpact”

Electricity and Fuel – •Oncor has filed rate case which will impact transmission and distribution cost.•Per gallon cost of fuel is expected to increase.

+$9.3 +$3.2

Civilian personnel – reduce mandatory city leave days. Range indicatesreducing days from 8 to 3 or from 8 to 5. (Meet and Confer requires reductionof mandatory city leave days from 5 to 3 for uniform employees.) Assume norestoration of salary reductions implemented in current year for civilianemployees.

+$4.1 +$2.4

Employee/Retiree Health Benefits – Increased expense assumed at 4% and10%. City’s share of total cost is 50%.

+$5.8 +$3.8

Miscellaneous expenditure adjustments include – zoo obligation, HR totalcompensation study, transfer to State for Super Bowl, TIF adjustments,ATTPAC, zoning and historic preservation.

+$2.4 +$0.9

Operation and Maintenance cost associated with capital improvement projectsinclude – Woodall Rodgers tunnel maintenance/lighting, White Rock Hills

Branch Library, and Elm Fork Soccer fields.

+$3.6 +$3.6



9

Expenditure Outlook


“LesserImpact”

Debt Service adjustments include – •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.

+$4.5 +$4.5

Total Possible Expenditure Adjustments +$51.3 +$44.0



1 0

Outlook – SummaryPossible Adjustments –In Million Dollars

“Greater Impact” “Lesser Impact”

Revenue adjustments ($44.7) +$3.0

Expenditure adjustments +$51.3 +$44.0Differential ($96.0) ($41.0)

Preliminary outlook for FY 2011-12 indicates adifferential between revenues and expenses rangingfrom $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 Areaobjectives and strategies will be used in budget

development and balancing FY 2011-12



1 1

Other Considerations

Federal Government’s efforts to address current yearspending levels which are still not final and FY 2011-12

budget (coming out on Feb 25), will possibly impactCity’s budget

Areas likely to be affected are non-defense, non-homelandsecurity discretionary spending, including core local government

grant programs such as CDBG, HOME, and local lawenforcement assistance

State Legislative action to close State’s significantbudget gap may possibly affect City’s budget

Potential impacts include loss of franchise fees, loss of red lightcamera revenue, loss of transportation funding, TCEQ feeincreases, additional State court costs tacked onto City issuedcitations, and unfunded mandates



PU B L I C SA FET Y FY 11 - 12 BID PROCESS

Presented to the Dallas City Council January 19, 2011



2

Public Safety

Team MembersAndy 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



3

Public Safety Road Map

VISION

STATEMENT

COUNCIL

OBJECTIVES

STRATEGY

MAPSTRATEGIES LINKAGES

1 2 3 4 5



4

Public Safety Vision

Ensure public safety where people live, work, and play.

Vision Statement



5

Dallas City CouncilObjectives

ACHIEVE RESPONSE TIMES

Maintain DPD response times for Priority 1calls answered within 8 minutes at 75% orbetter

CY 08 71.7%

CY 09 74.0%

CY 10 80.8%

Achieve Fire response time (1st Company) of

5 minutes, 20 seconds for 90% of calls( New National Fire Protection Association 1710 standards)

FY 07-08 NA

FY 08-09 NA

FY 09-10 80.53%

Achieve EMS response time (1st Company) of9 minutes for 90% of calls( New National Fire Protection Association

1710 standards)

FY 07-08 91.0

within 9minutes

FY 08-09 90.6%within 9minutes

FY 09-10 90.1%within 9minutes

REDUCE THE OVERALL REPORTEDCRIME RATE

Reduce crime rate by 7.25% in CY 11 CY 08 -10.3%

CY 09 -6.4%

CY 10 -10.1%

Council Objectives

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 2 nd in CY 08 and 3 rd 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



6

Dallas City CouncilObjectives

Council Objectives

INCREASE LEVEL OF CONFIDENCEIN LAW ENFORCEMENT FY 09 FY 10

Increase perception that police are effectivein dealing with neighborhood problems to75% by 2011

64.9% Next survey in 2011

Increase perception that police are promptin responding to calls to 75 % by 2011 64.7% Next survey in 2011

Enhance communication with the public viasocial media, increasing the number ofDPD followers by 20% annually

FacebookDPD has 4,348 followers as of 10/01/10

Twitter

DPD has 2,803 followers as of 10/01/10NixleDPD has 1,361 followers as of 10/01/10

YouTubeDPD has 38 videos on as of 10/01/10

REDUCE GRAFFITI FY07 - 08

FY08 - 09

FY09- 10

Reduce the number of graffiti servicerequests 5,168 5,888 5,641

Provide anti-graffiti education to kids NA NA Activities in18 libraries



7

Public Safety Strategy Map

Strategy Map

• Staffing• Continuing education

• Employee development and retention• Recruitment strategies

• Strong media relations• Sustain public warning systems• Mobilize community stakeholders

• Public education programs• Reduce recidivism

• Pre-incident planning• Equipment procurement• New technologies• Visible staff

• Inter-agency collaboration• Public-private partnerships• Collaboration with

community groups

HumanResource

Development

NeighborhoodVitality

CommunityOutreach

Improve response times

Reduce the overall reportedcrime rate

Reduce graffiti

Reduce Dallas’ position in thenation on crime

ResourceManagement

Increase level of confidence inlaw enforcement



8

Human Resources Development

Strategies

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

2) Promote continuing education programs

3) Encourage employee development and retention

4) Enhance recruitment strategies to attract high qualityapplicants

Strategy Measures

• Officers per 1,000 residents• DPD officer certifications• DFR firefighter and inspector certifications• DPD Job Enrichment Program• Caruth Police Institute Leadership Development



9

Human ResourcesDevelopment Measures

Strategies

STRATEGY MEASURES FY 07 - 08 FY 08 - 09 FY 09 - 10

Police officers per 1,000 residents:Goal – 3.00 2.60 2.77 2.78

DPD officer certifications

Master: 1,859 1,872 1,892

Int./Adv: 583 859 1,024

Basic: 693 684 730

DFR firefightercertifications

Master: 153 714 735

Adv: 74 110 116

Inter: 470 256 224

DFR inspectorcertifications

Master: 24 27 31

Adv: 7 9 11

Inter: 23 26 22



10

Community Outreach

Strategies

STRATEGY

Enhance community outreach by increasing involvement, communication, and education.

SUB-STRATEGIES

1) Strengthen disaster preparedness planning throughmarketing and media relations

2) Sustain public warning and notification systems3) Mobilize community stakeholders to proactively assist

with public safety initiatives

4) Reduce recidivism through education and re-entryprograms

5) Provide public education and prevention programs

Strategy Measures

• Fire safety and code inspections• Number of Volunteers in Patrol (VIP)• Community Emergency Response Team (CERT)• Citizen Fire Academy participation• Number of smoke detectors installed• Number of students impacted through outreach

programs

COUNCIL OBJECTIVES


Reduce Dallas’ position in the nation on crime


Reduce graffiti



11

Community OutreachMeasures

Strategies

STRATEGY MEASURES

Fire safety and code inspectionsconducted

FY 07 - 08 63,647

FY 08 - 09 71,188

FY 09 - 10 106,288

Volunteers in Patrol (VIP) participantsCY 08 2,240

CY 09 2,723

CY 10 2,345

Community Emergency ResponseTeam members (CERT)

CY 08 390

CY 09 682

CY 10 921

Citizen Fire Academy classesconducted per year

FY 07 - 08 2

FY 08 - 09 1

FY 09 - 10 1

Smoke detector installationsFY 07 - 08

7,767FY 08 - 09

7,429FY 09 - 10

6,457

Fire prevention and educationprograms

FY 07 - 08 9,401

FY 08 - 09 9,634

FY 09 - 10 10,269



12

Resource Management

Strategies

STRATEGY

Secure and effectively deploy resources for improved service delivery.

SUB-STRATEGIES

1) Implement new technologies

2) Deploy staff to ensure visibility of public safety personnel

3) Develop and exercise critical pre-incident plans

4) Promote equipment procurement and maintenance

Strategy Measures

• DPD % response rate for Priority 1 calls within 8 minutes• Overall crime rate reduction• Position in the nation for crime rate• DFR 1st Company % response rate within 5.2 minutes

for 90% of calls• EMS % response rate within 9 minutes for 90% of calls

COUNCIL OBJECTIVES

Improve response times


Reduce Dallas’ position in the nation on crime




13

Resource ManagementMeasures

Strategies

STRATEGY MEASURES

DPD % response rate for Priority 1 callswithin 8 minutesGoal: 75%

CY 08

71.7%

CY 09

74.0%

CY 10

80.8%

Overall crime rate reduction year over year CY 08

- 10.3%

CY 09

- 6.4%

CY 10

-10.1%

Position in the nation for crime rate CY 08 2nd

CY 09 3 rd

CY 10 NA

DFR 1st Company % response rate within5 minutes, 20 seconds for 90% of calls( New National Fire Protection Association 1710 standards)

FY 07 - 08

NA

FY 08 - 09

NA

FY 09 - 10

80.53%

EMS % response rate within 9 minutes for90% of calls( New National Fire Protection Association 1710 standards)

FY 07 - 08 91.0%

FY 08 - 09 90.1%

FY 09 - 10 90.1%



14

Neighborhood Vitality

Strategies

STRATEGY

Expand interdepartmental collaboration and community partnerships to cultivate thriving

neighborhoods.

SUB-STRATEGIES

1) Form partnerships with other agencies to streamline multi-agency collaboration

2) Encourage public/private partnerships and communityactivities

3) Collaborate with community groups to foster saferneighborhoods

Strategy Measures

• Number of DPD 10-70-20 and Operation Restorationprograms established

• Number of crime watch groups established• Dallas Emergency Response Team (DERT)• Number of special event permits reviewed

COUNCIL OBJECTIVES



Reduce graffiti



15

Neighborhood Vitality Measures

Strategies

STRATEGY MEASURES FY 07 - 08 FY 08 - 09 FY 09 - 10

Number of DPD 10-70-20 andOperation Restoration programs 13 18 29

Number of crime watch groups 864 740 848

Dallas Emergency ResponseTeam members (DERT) 876 580 753

Special event permits reviewedby DPD 705 651 583



16

Linkages to OtherKFAs

Linkages

COMMUNITY OUTREACHEnhance community outreach by increasing involvement, communication, andeducation.

HUMAN RESOURCESStrengthen citizenconfidence through thedevelopment of humanresources.

NEIGHBORHOODVITALITY

Expand Interdepartmentalcollaboration and communitypartnerships to cultivate

thriving neighborhoods.

Example:

Dallas PoliceDepartmentpartnerships withDowntown Dallas

Example:

911 CIS improvementsand maintenance

Example:

10-70-20 program

OperationRestoration

Example:

Super BowlExample:

Volunteers InPatrol (VIP)

Graffiti reduction



ECONOMICCONOMIC

VIBRANCYIBRANCYCouncil Briefing Presentation

January 19, 2011

Team Roster



1

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)

Table of Contents



2

Table of Contents

• Vision Statement

• Council Objectives

• Overarching Considerations

• Strategy Map

• Strategies & Data

• Linkages

Vision Statement



3

Vision Statement

A thriving economysustained by a healthy mix of

local & international

business opportunities,housing choices, visitorattractions, & city services

3

Council Objectives



4

Council Objectives

Objective Current Data / ProgressConvention center hotelopen and operational byQ1 2012.

Achieve substantial completion phase of hotel construction

Current projected opening: February 2012

Hotel project is on schedule & on budget

Establish or reinvigorate100,000 SF annually ofretail space in theSouthern Sector by2011.

Redeveloped 257,000 SF in 2009-2010 at Crest Plaza Shopping Centeron Lancaster Rd. & the Torre Vista Shopping Center on Lake June Rd. &Masters Dr.

Approved in 2010 redevelopment of Big T Plaza, 161,000 SF at I-35E andLedbetter Dr.

Southwest Center Mall - Fiesta Mundo construction anticipatedcompletion by March 2011 (former Dillard’s property, Approx. 180,000SF)

Southwest Center Mall – Investor-owner entered into a joint venture witha retail group to pursue new tenants for the inline store space

Redevelop 4% of agingmultifamily housing

annually.

Over 6% of the aging multifamily stock was demolished & the sitesprepared for redevelopment by mid-year 2010

Focused multifamily redevelopment efforts underway in North Oak Cliff,Skillman Corridor & Walnut Hill/Central area

StreetcarImplementation Plan

Council approved construction contract in August 2010 to completethe McKinney Avenue Trolley extension on Olive Street

Comprehensive streetcar system plan to serve the Central area of Dallas(3 mile radius around Downtown) is being developed

Council Objectives



5

Council Objectives

Objective Current Data / ProgressIncrease the percentageof customers rating theCity’s responsivenessas “good” or “excellent”to 70% in FY10-11.

85% of businesses rate Dallas as a “good” or “excellent” place to dobusiness in 2008, with 42% rating Dallas as an “excellent” place to dobusiness.(Source: Dallas Business Survey)

78% of citizens rate Dallas as a “good” or “excellent” place to dobusiness in 2009 while 69% of citizens rated the city’s responsivenessas “good” or “excellent” (Source: 2009 Citizen’s Survey)

Conduct Citizen Survey in FY10-11

Establish at least oneproduction facilityemploying no less than300 people in theSouthern Sector.

Since indicator was established, three new water bottling productionfacilities have been secured (Nestle, Niagara Bottling & Advanced H2O)with 428 associated new jobs

City facilitated the expansion of the Solo Cup manufacturing facility with110 jobs - $13M investment

In 2010, Council approved two projects in the Southern Sector resultingin 130 new jobs and $12.8M in investment

Increase the appraised

value in the tenopportunity areas by$200M per year from2009 to 2011.

From 2005-2010, real taxable property value in the ten opportunityareas increased by 21.44% (about $2.01B)

Overarching Considerations



6

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)

Strategy Map



7

gy p

I m a g e B u i l d i n g

R e c r u i t t a r g e t I n d u s t r i e s

R e g i o n a l / I n t e r n a t i o n a l E n g a g e m e n t

R e t a i l & S m a l l B u s i n e s s e s

W o r k F o r c e D e v e l o p m e n t

D e v e l o p m e n t S t a n d a r d

s

D e v e l o p m e n t I n c e n t i v e s

P r o c e s s E f f i c i e n c y

C o d e E n f o r c e m e n t

A c

c e s s

/ M o b i l i t y

T r a

n s p o

r t a t i o n C h o

i c e

P u

b l i c U t i l i t i e s

H o u

s i n g C h o

i c e

A f

f o r d a b

i l i t y & M i x e

d I n c o m

e s

P r

o x i m i t

y / A c c

e s s i b i l i t y t

o J o b s

A thriving economysustained by a

healthy mix of businessopportunities, housing

choice, visitor attraction& City services.

I N F R A S T

R U C T

U R E

Q U A L I

T Y

D E V E L O P M E N T

S T A N D A R D S &

I N C E N T I V E S

H O U S

I N G

O P P O

R T U N

I T Y B U S I N E S S

A T T R A C T I O N &

R E T E N T I O N

Business Attraction & Retention



8

StrategySustain & attract firms in targeted industry sectors and small businesses

Sub-Strategies

1) Recruit targeted industries in the Southern Sector2) Facilitate land & commercial structure development/redevelopment

3) Grow economy through international & regional engagement

4) Expand retail in underserved areas5) Support small business creation

6) Promote image as a “green” City & convention/visitor destination

7) Partner with local agencies toward market driven work force development8) Create funding sources to facilitate development

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

Business Attraction & Retention



9

Council Objectives





Selected Sub-Strategies & Data

Grow economy through international & regional engagement

Conducted several trips abroad to recruit City of Dallas Regional Centerinvestors 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 financedevelopment in Dallas, and $100M to $150M annually thereafter

New Markets Tax Credits – Allocated $55M by HUD for low incomeneighborhoods

Section 108 - HUD Funding for mixed-use affordable housing projects inDowntown, 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

Housing Opportunity



10

g pp y

Council Objectives

Redevelop 4% of aging multifamily housing by 2011


StrategyFacilitate a range of housing choices across the income & geographicspectrum

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

Housing Opportunity



11

g pp y

Council Objectives

Redevelop 4% of aging multifamily housing by 2011



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-UseFacility, 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 trainingcenter 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

Infrastructure Quality



12

Q y

Strategy

Create & maintain the fundamental infrastructure systems necessary foreconomic growth

1) Promote access & mobility

2) Expand transportation choices & connectivity between alternative modes

3) Plan, manage, & maintain public infrastructure to support economic growth

Sub-Strategies

Council Objectives





Infrastructure Quality



13

y

Council Objectives

Convention Center hotel & ancillary open & operational Q1 2012





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 flightsby 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 futureabandonment of Cadiz Street pump station and free-up the 60-inch forced main to be used as awater source for the Trinity lakes

Awarded the 20-inch recycled water pipeline Phase I & II construction contracts; will result in 5.5miles 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 August2010; anticipated completion Aug 2012

Development Standards & Incentives



14

p

Council Objectives

Increase percentage of business customers that rate the city’s responsivenessas good or excellent to 70% by 2011



Strategy

Ensure standards & incentives are in place to promote economicdevelopment

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

Development Standards & Incentives



15

Council Objectives

Increase percentage of business customers that rate the city’s responsivenessas good or excellent to 70% by 2011




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

fe t y

E d u c a t i o n a l EStrategy Map Linkages

s



16

P u b l i

c S a f e l E n h a n c e m e n t

s

Clean, Healthy Environment

C u l t u

r e , A r t s &

R e c r e a t i o

nE 3

G o v e r n m e n t

I m a g e B u i l d i n g

R e c r u i t t a r g e t I n d u s t r i e s

R e g i o n a l / I n t e r n a t i o n a l E n

g a g e m e n t

R e t a i l & S m a l l B u s i n e s s e s

W o r k F o r c e D e v e l o p m e n t

D e v e l o p m e n t S t a n d a r d s

D e v e l o p m e n t I n c e n t i v e s

P r o c e s s E f f i c i e n c y

C o d e E n f o r c e m e n t

A c

c e s s / M

o b i l i t y

T r a

n s p o

r t a t i o n

C h o i c e

P u

b l i c U t i l i t i e s

H o

u s i n g C

h o i c e

A f

f o r d a

b i l i t y & M i x e d

I n c o m

e s

P r o x

i m i t y / A

c c e s

s i b i l i t y t o J

o b s

A thriving economysustained by a

healthy mix of businessopportunities, housing

choice, visitor attraction& City services.

I N F R A

S T R U

C T U R

E

Q U A L

I T Y

D E V E L O P M E N T

S T A N D A R D S &

I N C E N T I V E S

H O U S I N G

O P P O

R T U N I T Y

B U S I N E S S

A T T R A C T I O N &

R E T E N T I O N

Links to Other Key Focus Areas



17

Public Safety

Continuous Work Force DevelopmentHiring Strategies

Resource ManagementEnhanced Customer Communication

Community Outreach

Educational EnhancementsResource Management

Meet maintenance & replacement

schedulesEnhanced Customer Communication

Community Outreach

E3

Long-term Resource ManagementEmploy process improvement methodsBusiness Attraction & Retention through ahigh-service low-cost government

Clean, Healthy EnvironmentResource Management

Buy "green" & environmentally friendlygoods & services

Enhanced Customer CommunicationEncourage Best Practices for companies &residents to minimize their environmentalfootprint to promote the “green” goals ofMayor & Council

Culture, Arts & RecreationProvide Quality Infrastructure

Ensure economic growth in tandem withcultural growth

Public facilities such as parkland, culturalcenters & libraries

Appendix



18

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

Appendix: Economic Vibrancy Statistics



19Source is U.S. Bureau of Labor Statistics.

In October 2010,Dallas is 0.6 points

better than theU.S.

Monthly U.S. – City of Dallas Unemployment Rate Gap




20

Household Employment - Labor Force Data - Annualized

12.0

6,7777,871Change1.27.0 8.2Texas

598,53044,947FY 2009

1.07.3 8.3DFW MSA 605,30752,818FY 2010

1.18.7City of Dallas

Labor ForceUnemployedPointChange

FY2009

FY2010

Table 2.CITY OF DALLAS LABOR FORCEANNUAL AVERAGE(PERSONS)

Table 1.ANNUAL AVERAGE UNEMPLOYMENT RATES

1.117.5% Change1.28.5 9.7U.S.

SOURCE: TEXAS WORKFORCE COMMISSION, U.S. BUREAU OF LABOR STATISTICSVALUES 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.

Largest U.S. CitiesAvg.**

10.4 1.6

7.6




21

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-monthaverage (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) & isabove 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 ConsumerExpectations Index of the Conference Board, & the City of Dallas calculated Stock Index.




22

Dallas Unemployment Rates - Historical

COD unemployment rate US unemployment rateSource: U.S. Bureau of Labor Statistics (BLS) * Reflects BLS revisions as of April 2010** Percentages are non-seasonally adjusted

Year (CY) 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010Jan-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%

P e

r c e n t a g e

* *

The unemployment rate reflects the percentage of City of Dallas resident labor force actively seeking employment. The Dallas (COD) annual average (calendaryear) 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 outperformed (less in value than) the U.S. unemployment rate** (see above chart). Unemployment levels rose in 2008 & continued rising through 2010. This is asmuch 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.




23

Total Taxable Property

Fiscal Year 2002 2003 2004 2005 2006 2007 2008 2009 2010

Value(in billions)

$66.5 $66.5 $67.6 $70.8 $76.1 $84.5 $90.5 $87.3 $83.4

Change 0.0% 1.6% 4.8% 7.5% 11.0% 7.0% -3.6% -4.4%

Definition Sources: Census of Governments, U.S. Department of Commerce & ICMA

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 theproperty 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 livingunits, 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

Taxable Property Values




25

Real Taxable Property Value by Opportunity Area - 2005 to 2010

As investment & job creation occurs, taxable property valuations increase. Changesin the real taxable property values are a good indicator of economic vibrancy.

2005 2010 Change 2005-10(in 2010 Dollars) % Change 2005-10(in 2010 Dollars)

Opportunity AreaResidential

(2010)Non-Residential

(2010) ResidentialNon-

Residential ResidentialNon-

ResidentialResidenti

alNon-

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 & SurroundingArea 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.




26

Multifamily Development & Demolition Map

New development - 3,250 units

Demolition - 2,990 units

635

20

30

30

35

635

20

30

30

35




27

Despite additional road space, Dallas travel time increases

Urban Area

Annual Hours of Delay per Traveler

Long-Term Change

1982 to 2007

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




28

Dallas Love Field Total Passengers

CY 2009

Carrier Enplanements Deplanements Total Pax

American Eagle Airlines 23,033 23,386 46,419

Continental Airlines 98,903 98,728 197,631

Delta Airlines 19,136 20,184 39,320

Southwest Airlines 3,748,878 3,712,094 7,460,972

Other - - -

Totals 3,889,950 3,854,392 7,744,342

CY 2010

Enplanements Deplanements Total Pax % ChangeCY9 toCY10

- - - -100%

88,591 91,632 180,223 -9%

34,930 34,845 69,775 77%

3,851,003 3,813,660 7,664,663 3%

- - - 0%

3,974,524 3,940,137 7,914,661 2%



1

Clean, Healthy Environment City Council Planning Session

January 2011

Team Members



Team MembersDaley 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

R d M



• Vision for the Future


• Strategy Map

• Strategies & Data

• Links to other KFAs

Road Map

3

Vision For The Future:



To provide a Clean, Healthy Environment meeting the needs of the present while enhancing

opportunities for future generations

4

Vision For The Future:Creating a Better Tomorrow

Council Objectives



jIndicator Current Data

Produce a “Cleaner” City:7% reduction in Top 3 CodeCompliance Requests annually

Top 3 Code Compliance service requests FY 09-10:1. High Weeds: 37,4492. Litter: 20,1543. Obstruction Alley/Sidewalk/Street: 12,575Total 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:Increase from 8.2 lbs per monthin 2006 to 36 lbs per month byend of FY10-11

All households have been converted to OneDay Dallas.Household recycling has increased from 24 lbs per household in FY08-09 to 31.45 lbs per household for FY 09-10

•The City won second place in the Community Partnerships categoryof the North Texas Corporate Recycling Association Green3 Awards

5

Council Objectives




Reduce Water Consumption:Reduce from 212 gallons percapita per day (GPCD) in 2004to 195 GPCD by 2011, with an

additional 5% reduction by 2016

GPCD was:197 GPCD in 2008190 GPCD in 2009 surpassing the 2011 goal171 GPCD in 2010

Reduce Water Consumption:Educate the public about Dallas’water conservation &achievements; make 8,500 face-

to-face contacts per year andachieve 12 million mediaimpressions per year

Dallas’ Water Conservation efforts have achieved regional andnational recognition as evidenced by the EPA’s 2010 Water SenseAward. Dallas’ Save Water- Nothing Can Replace It campaignreaches 25% of the Texas population through our collaborative

efforts with the Tarrant Regional Water District.

6

Council Objectives




Improve Quality of Air:Take a leadership role workingwith regional partners to reducethe number of ozoneexceedence days by 5%

In August 2010, EPA issued a determination of non-attainment forthe DFW area and proposed the area be bumped up from moderateto serious with a new attainment date of June 15, 2013. The City ofDallas has taken a leadership role in regional coalitions, including

the North Texas Clean Air Steering Committee and the North TexasClean Air Coalition, which are working to reduce emissionscontributing to ozone in the DFW area. During the 2010 OzoneSeason (May 1 – October 31), the North Texas Air Quality Regionexceeded permissible levels for the criteria pollutant ozone a total of8 days. This number represents a 27% percent decrease from the2009 ozone season in which there were a total of 11 ozone standardexceedance days .

Improve Quality of Air:Reduce the use of cars viamaking the city more pedestrianand bicycle friendly bydevelopment and adoption ofComplete Streets Policy

City was awarded a federal grant that enabled expansion of scope toinclude development of a comprehensive complete streets manualand design for 15 demonstration projects.

• “The Bishop Ave. Improvement Project” is an example of a projectthat addresses the “complete street” concept. This project iscurrently under design and will be awarded for construction in thespring of 2011.

7

Council Objectives



Indicator Current DataReduce Chronic Homelessness:Reduce chronic homelessness by10% each year through 2014

In 2004, the City of Dallas adopted the 10-Year Plan to reducehomelessness

•Since 2004, the total number of chronically homeless individuals hasdecreased 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 yearor longer are in transitional housing or permanent supportive housing

Green Initiatives:Provide outreach programs andeducational kits to a total of 1,200residents

By Fall 2010, the City had provided 361 Dallas Citizens with EnergyEfficiency and Water Conservation kits that help conservation resourcesand assist reducing household costs

Green Initiatives:Maintain renewable energypurchase at 40%

Dallas is the nation’s 2 nd largest municipal purchaser of “green” powerby percentage purchased; continued commitment to purchase 40%renewable power or nearly 334 million kilowatt-hours (kWh)

8

Council Objectives



Indicator Current DataGreen Initiatives:Craft city policy to facilitatecommunity gardens

Both Zoning Ordinance Committee and City Planning Commissionapproved amendments to the Dallas Development Code regardingCommunity Gardens and are now awaiting City Council action and is onthe Council’s scheduled for February 9, 2011

Green Initiatives:All buildings over 10,000 sq ft aredesigned to LEED Silverstandards

FY09-10 LEED Certifications:

3 Gold6 SilverFor a total of 19 City buildings LEED certified to date

Green Initiatives:Reduce greenhouse gasemissions by 7% by 2012

On track to meet this commitment primarily through green powerpurchase and energy efficiency improvements

Green Initiatives:

Meet State-mandated 30% energyreduction by 2013 (from 06-07baseline)

Reduced energy usage at City facilities (accumulated reduction from

2007 baseline):FY 08-09 3.6%FY 09-10 7.5%

9



Municipal Leadership



Municipal LeadershipCOUNCIL OBJECTIVESCOUNCIL OBJECTIVES

•Produce a “Cleaner” City•Improve Quality of Air•Reduce Water Consumption

•Increase Household Recycling

SUBSUB --STRATEGIESSTRATEGIES

1 Communicate and coordinate environmental activities with other levels

of government and the private sector 2 Enhance and effectively enforce City Codes and Ordinances regarding

health and the environment

3 Creating pro-active initiatives and services to promote environmental conservation and sustainable development through collaborative efforts

4 Comply with all federal, state and local regulations regarding health andthe environment

STRATEGYSTRATEGY

Demonstrate environmental leadership through shared knowledge, green initiatives, and ensure compliance with health and environmental regulations

11

Municipal Leadership



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; Dallasmaintains one of the largest alternative-fueled fleet in Texas and in theUnited States

– Updated signal timings at 241 signals for efficient traffic flow; resulting inless 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 ownpolicies to reduce chemical usage and increase resource conservation

• Number of COD spills reported to OEQ decreased by 14% from FY 08-09 to FY09-10

• The certification allows the City to commit to the highest international standard forenvironmental management. 12

Regional Collaboration



Regional CollaborationCOUNCIL OBJECTIVESCOUNCIL OBJECTIVES

•Improve Quality of Air•Reduce Water Consumption•Green Initiatives


1Take a leadership role in working with regional partners on control measures for inclusion in the reconsideration of the State ImplementationPlan (SIP)

2 Encourage development which connects pedestrian, bike, transit and roadfacilities, and expand transportation modal choices

3 Utilize a regional approach to enhance current water resource planning

4 Partner and support provision of cost-effective services by Dallas Countyand other providers

STRATEGYSTRATEGY

Work with citizens, surrounding governmental entities, and businesses to improve the qualityof the environment

13

Regional Collaboration



Regional Collaboration• Continued involvement with Dallas Sustainable Skylines Initiativepartners

– 40 Habitat for Humanity homes at Frazier Court received LEED Silver energyefficiency upgrades yielding 10%-12% savings in three-bedroom homes and21%-22% savings in two-bedroom homes

• Working with regional and national partners to foster sustainablebehavior – 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 NCTCOGarea

• City staff worked as external EMS (Environmental ManagementSystem) auditors to facilitate regional participation in voluntarypollution 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



Environmental InitiativesCOUNCIL OBJECTIVESCOUNCIL OBJECTIVES

•Green Initiatives•Increase Household Recycling•Reduce Water Consumption


1 Develop and implement initiatives to increase public awareness,education and training related to the City’s environmental programs

2 Preserve open spaces for parks and community gardens

3Engage businesses and residents to promote sustainability andenvironmental stewardship, and reduce emissions and otherenvironmental pollutants

4Identify services that will create and establish collaborative efforts andsynergies of a similar nature

STRATEGYSTRATEGY

Promote positive environmental behaviors andpractices by the City of Dallas and its residents

15

Environmental Initiatives



16

•Water Conservation - Since the initiation of the DWUConservation Program in FY 02-03, water consumption ingallons 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 citywidebuildings 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 milestraveled; this prevented about 2,197.7 tons in harmful emissions (April 1st – October 1 st)

•Too Good to Throw Away – Beginning in 2007, an initiative to increase thequantity recycled from 8,000 tons a year to 43,600 by 2011 and double citizenrecycling participation from 25% to 50%

– In 2010, 44,713 tons were recycled and citizen participation increased to 62%

Community Enhancement



Community EnhancementCOUNCIL OBJECTIVESCOUNCIL OBJECTIVES

•Produce a “Cleaner” City•Reduce Chronic Homelessness•Improve Quality of Air


1 Improve neighborhood cleanliness by promoting compliance with codes and environmental regulations

2 Enhance pride in the community through involvement with neighborhood programs 3 Provide education on healthy lifestyles and natural resource stewardship

4 Continue to implement support services and housing opportunities that create a safe and secure environment for chronically homeless individuals

5 Identify services that will create and establish collaborative efforts andsynergies of a similar nature

STRATEGYSTRATEGYEnhance the lives of Dallas residents by improving the quality and livability of theirneighborhoods

17

Community Enhancement



Community Enhancement• The Bridge – Supporting strategies: establish central

entry point and street services for the homeless; increaseshelter capacity; provide array of health and humanservices; prepare the homeless for housing, employmentand assimilation into the community

• Illegal Dumping Surveillance Camera Program – a

proposed surveillance program to target frequent illegaldumping locations within the City

• Graffiti Abatement - The City received a gift of

$100,000 to fund anti-graffiti efforts. The funds will beused for public outreach, education, and supplies forgraffiti abatement projects

18

Links to Other KFAsCHE Strategies CHE Sub-Strategies

PublicSafety

EconomicVibrancy

Culture Arts& Recreation

EducationalEnhancement

E3Government



CHE Strategies g Safety Vibrancy & Recreation Enhancement Government

MunicipalLeadership

Environmental Management

Regulatory Compliance

Codes and Ordinances

City Services

RegionalCollaboration

Air Quality / The SIP

Water Resource Planning

Transportation Planning

Health Services

EnvironmentalInitiatives

Sustainability

Clean Air

Clean Water

Solid Waste

CommunityEnhancement

Community Outreach

Neighborhood Quality

Health and Well Being

Education

19

KFA Linkages



KFA Linkages

Having a Clean, Healthy Environment creates the favorable conditions necessary for the other KFAs to

succeed

20



AppendixReferences and Relevant Data

21

Air Quality



Air Quality58% of Dallas citizensconsider their air qualityto be fair or poor- Citizen Survey 2009

(67% in 2006 survey)

Dallas Metroplex isconsidered anon-attainment area

for ozone- EPA22



8-Hour Ozone Exceedance Days



8 Hour Ozone Exceedance Days

S o u r c e :

T e x a s

C o m m

i s s i o n o n

E n v i r o n m e n

t a l Q u a

l i t y :

h t t p : w w . t c

e q . s t a

t e . t x .

u s / c g

i -

b i n / c o m p

l i a n c e

/ m o n o p s / 8

h r_ e x c e e

d . p l

* 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)

1420

15 1411

2023

1713

21 23

10

26

29

2429

28

22

40

29

10

88

8

8

7

5

7

23

4

3

2

31

0

10

20

30

40

50

60

70

80

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010Ozone Season (Year)

N u m

b e r o

f E x c e e

d a n c e

D a y s

Purple (116-374 ppb)

Red (96-115 ppb)

Orange (85-95 ppb)

Orange (76-84 ppb)

24

Household Recycling Trends



Household Recycling Trends

0 5 10 15 20 25 30 35 40

FY 01-02

FY 03-04

FY 05-06

FY 07-08

FY 09-10

Average pounds/household/monthRecycling Goal

25

Water Consumption Trend



165

185

205

225

F Y 0 4

- 0 5

F Y 0

5

- 0 6

F Y 0

6

- 0 7

F Y 0 7

- 0 8

F Y 0

8

- 0 9

F Y 0

9

- 1 0

F Y 1

0

- 1 1

G a

l l o n s p e r

C a p

i t a p e r

D a y

( G P C D )

ActualActual + Industrial

Budgeted Goal

2016

2011

26

Top Code Compliance



Service Requests

0

10000

20000

30000

40000

50000

60000

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

High Weeds

Litter

ObstructionAlley/Sidewalk/StreetBulkyTrashJunk Motor

Vehicle

Data Source: Customer Service Request Management System 27

Annual Code Compliance



Service Requests

0

20000

40000

60000

80000

100000

120000

140000160000

180000

200000

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

T o

t a l n u m

b e r o

f r e q u e s

t s

Data Source: Customer Service Request Management System

Service Request Trend

Total Number of Requests

28

Chronic Homelessness in Dallas since 2004



Chronic Homelessness in Dallas since 2004

0

200

400

600

800

1000

1200

2004 2005 2006 2007 2008 2009 2010

29

Environmental Outreach Efforts FY 09-10



30

Department/Program

Estimated # ofParticipants Target Message(s)

Code Compliance – AnimalServices

74,000 Reduce storm water contamination by picking up after pets.Reducing effects of overpopulation through spay/neuter

DWU - Wastewater577,000

Cease-the-Grease: proper fat, oil and grease disposal

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

Management

110,000 It Goes with the Flow: Stormwater pollution prevention,

pesticides, herbicides, fertilizers, yard waste, used oil, petwastes; water resource stewardship

Sanitation Services 105,786 OneDay Dallas: Reduce-reuse-recycle

Texas Discovery Gardens 138,293 Restore, conserve,and preserve nature; principles oforganic gardening, botany, ecology,

Underlining denotes specific campaign or program name

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 Bloghttp://cityhallblog.dallasnews.com/archives/2010/05/dallas-mayor-honors-environmen.html

32

Culture Arts & Recreation

http://www.dallascityhall.com/scs/customer_service_reports_archives_year.html

http://dallascityhall.com/dwu/water_interesting_facts.html

http://www.dart.org/about/expansion/expansionmaps.asp

http://www.greendallas.net/

http://cityhallblog.dallasnews.com/archives/2010/05/dallas-mayor-honors-environmen.html



http://www.greendallas.net/

http://www.dart.org/about/expansion/expansionmaps.asp

http://dallascityhall.com/dwu/water_interesting_facts.html

http://www.dallascityhall.com/scs/customer_service_reports_archives_year.html



Council BriefingJanuary 19, 2011

Culture, Arts & RecreationKey Focus Area

Team



TeamMembers

• 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



Roadmap• Vision Statement


• Strategy Map• Strategies and Data

• Links to other KFAs

3

Vision Statement



V s o State e t

A city where citizens and visitorsexperience and enjoy the

benefits of a vibrant, innovative,diverse, and collaborativesystem of cultural, arts, and

recreational opportunities4

Council Objectives



j

5

1. Continue to develop Fair Park as a successful, yearround venue

2. Complete the Library Master Plan

3. Take steps to establish a world class downtown

venue with activities4. 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

Council Objectives



jObjective #1 Most Current Data

6

Continue to developFair Park as asuccessful, yearround venue

• Increase non-State Fair attendanceby 2% per venue and bring at least 4additional events to the Cotton Bowl

• Develop an advertising plan for FairPark rental facilities resulting in a 5%increase (buildings, food andbeverage) annually

• Partner with Friends of Fair Park inpromoting events and marketing atFair Park museums and attractions

Council Objectives



Objective #2 Most Current Data

7

Complete theLibrary Master Plan

• Library Master Plan approved in 2001Funded with $101.7 million in 2003 and

2006 bond programs which is 90-95%complete

• Library improvement projects underwayin FY 10-11:

• Central L-1 and Children’s Center openingFebruary 2011• Central 1 st 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 forPolk Wisdom and Highland Hills branch libraries

• Approve architect and start design of the NorthOak Cliff Branch renovation

• Design Phase of the Fretz Park and North OakCliff Branch renovation

Council Objectives




8

Take steps toestablish a world-class downtownvenue with activities

Complete development of Arts District

Master Plan:• Annette Strauss Square openedSeptember 2010

• City Performance Hall work continues;projected completion in autumn 2012

Continued support of other downtowncultural destinations

Proceed with the analysis of another D2(Downtown Dallas) alignment:

• Adoption of a preferred alignment ison hold pending approval of federalplanning grant

Council Objectives



Objective #3 Cont. Most Current Data

9

Take steps toestablish a world-class downtownvenue with activities

Downtown parks:

• Continued construction of WoodallRodgers Deck Park and Belo Garden

• Renovate fountain at Ferris Plaza• Maintain viable partnership with

Downtown Dallas to provide enhancedand supplemental maintenance,events, programming and café inDowntown Parks

Enhance the position of the Dallas FarmersMarket as a destination venue.• Exploring alternative management

structure• Continue dialogue with stakeholders

• Continue stormwater improvements

Council Objectives




10

Develop marketingplan for City’s majorcultural and recreationalaspects by 2012

• Review and assess departments'

marketing efforts to determineefficiencies and partnershipopportunities in order to maximizeoutreach while remaining costeffective

• On hold due to current economicchallenges

• Continue use of social media(Facebook and Twitter) as well as viralvideo marketing and e-marketing tools

as cost effective delivery methods• Goal of doubling the number of socialmedia “fans” to 1,200

Council Objectives




11

• Target - 65% of citizens rate parks

“good” or "excellent"• FY08-09 Dallas Citizen Surveyfindings:

Park and recreation services ratedmost important are…

1. City Parks2. Walking/biking trails in the City3. 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

Improve citizenimpression of parks

Council Objectives




12

Implement Trinity RiverProject

• Projects scheduled to open in 2011include:

• Margaret Hunt Hill Bridge• Standing Wave whitewater feature• Santa Fe Trestle Trail

• Levee Remediation Plan ongoing

• Texas Buckeye Trail ADA access atRochester 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

Strategy



D e s t i n

a t i o

n s P r o

g r a m s

M a r k e t i n g

Map

13

DestinationsCouncil Objectives n

s



Develop, support and enhance the destinations wherepeople GO to encounter cultural and recreational

activities so as to ensure safety, upkeep and relevancefor the future.

Council Objectives

STRATEGY

Sub-Strategies

1: Continue to develop Fair Park as asuccessful, year round venue by

6: Implement Trinity River Project

D e s t i n

a t i o

n

14

a Provide appealing, accessible and safe venues

b Continue to foster inter-departmental collaboration and/or promote cooperation withpublic and private organizations

c Increase attendance throughout destinations as it relates to accessibility of programsand venues

d Continue to support the City's green initiatives

P r oPrograms

Council Objectives



Create and maintain signature programs that use allavailable human and material resources in traditionaland non-traditional ways to ENGAGE people and theirparticipation.

Sub-Strategies

o g r a m s

Council Objectives

2: Complete the Library Master Plan3: Take steps to establish a world class

downtown venue and activities

STRATEGY

15

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 thatbring unique talents to the citizens and visitors of Dallas

d Support cultural, art, and recreational programs that enhance the quality of life for allcitizens of Dallas

MarketingCouncil Objectives



Attract & engage local, national and internationalaudiences through effective marketing andcommunication efforts to CONNECT all aspects ofthe community.

Sub-Strategies

M a r k e t i n g

Council Objectives

4: Develop marketing plan for City's major culturaland recreational aspects by 2012

5: Improve citizen impression of parks

STRATEGY

16

a Provide accurate and accessible information using appropriate media

b Allow customers the opportunity to provide input on meeting their needs and makingprograms successful

c Promote programs to increase local, national and international exposure

d Promote and support volunteer opportunities and citizen participation

Strategies Recap



The way people CONNECT to Dallas’ Culture, Arts and Recreation programs and

destinations by cultivating awareness, participation and appreciation.

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.

The places people GO to experience Cultural, Arts and Recreationalactivities. These are places like Fair Park, Dallas Arts District or the

Central Library.

The Culture, Arts and Recreation Team is looking for bids that create, support, operate and improve Dallas services:

DESTINATIONS

PROGRAMS

MARKETING

17

Links to Other KFAs



Educational and outreach programsexist in the libraries, recreational outlets,after school programs, arts district andhistorical venues.

Vibrant culture, arts and recreation willattract visitors and business to the City.

Destinations, Programs and Marketingare efficient, effective and economical.

Parks and green spaces contribute to aclean and healthy environment.

Libraries, cultural and recreationalcenters contribute to neighborhoodsafety.

18



The citizens and visitors of Dallasexperience and enjoy the benefits of avibrant, innovative, diverse and

collaborative system of cultural, arts andrecreational opportunities.

19

GOENGAGE

CONNECT



Council Presentation

FY 11-12 January 19, 2011

EducationalEnhancements

KFA Team Members



Jessica Duebner

Code Compliance Services

Matina Garrett

City Manager’s Office

Cindy Harper

Equipment & Building ServicesMike 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



5

Objective Current Data/Progress

Build stronger engagement with DISD•Schedule joint meeting with City Council and DISD Trustees toidentify mutually beneficial strategies for the City and the District.

Support development of a public law school inNorth Texas

•UNT to open law school in new building in Fall 2012.•Renovation of 106 S. Harwood dependent on state funding.•City to award exterior renovation contract in early FY11-12.

Pursue Tier One research university in Dallas

by 2018

•Proposition 4 passed in November 2009 to create long-termfunding for the emerging research universities:

$50M in state funds to match $60M in privately raised funds.

UNT, UTA and UTD received 34% of Texas Research IncentiveProgram (TRIP) funds, a state program.

Continue After-School programs in parks andlibraries and Every Child Ready to Read (After-School program)

•3,260 students assisted in Dallas Public Library HomeworkHotline in FY09-10.•1,960 students per month in Park after-school programs(Recreation Centers); 29,900 programming hours provided inFY09-10, up 3% from FY08-09.•40,247 children affected in FY09-10 by Every Child Ready toRead, up 30% from FY08-09.

Strategy Map



6

Educational

Enhancements

Strategies s

A d ti



7

•

Accommodation•

Locations•

Marketing•

Security•

Technology Access

&

Facilities

EE

Strategy: Supporting Data



8

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

Strategies t i e

s

• Activities



9

•

Activities•

People•

Personal Development•

Rewards

Motivators

EE




10

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

Strategies s



11

•

Educational Institutions

•

Individuals•

Opportunities

•

Organizations

Community

Capacity

EE




12

Strategy: Community Capacity/Engagement

FY 08 ‐09 FY 09 ‐10Number 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”.

Strategies s



13

•

Families•

Job Skills•

Early Childhood•

Environmental Education

•

Lifelong Learning

Outside

The

Classroom

EE




14

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 program

30,241 40,247

Number in attendance at Bookmobiles 10,519 12,304

Number of computers available for public access in libraries

766 943

Number in

attendance

at

computer

classes 2,207 1,172

Linkages to other KFAs



15

•

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



1

EE33 GOVERNMENTGOVERNMENT

KEY FOCUS AREA TEAMKEY FOCUS AREA TEAM

EE33 Government Team MembersGovernment Team Members



2

• 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

RoadmapRoadmap



3

E3 GovernmentE3 Government

Vision StatementVision Statement



4444

An An innovative innovative ,, responsible and customer responsible and customer - - focused focused government working government working collaboratively collaboratively to provide to provide

excellent services excellent services that enhance the quality of life in Dallas that enhance the quality of life in Dallas

Photo credit:Photo credit: Mike Walker at Trammell Crow ParkMike Walker at Trammell Crow Park

Council ObjectivesCouncil ObjectivesOBJECTIVE CURRENT DATA



5

VALUE FOR TAX DOLLARS1

Increase the percent of residents stating theysomewhat to strongly agree that they receivegood value for their City tax dollars from 35%in 2007 to 75% by 2011, increase by 10% every

other year

-Review long-term effects of budget decisions–both increases and decreases

Next Citizen Survey will be conducted inFY 10-11

In the 2009 Citizen Survey, 39% of ci tizens“ Somewhat” to “ Strongly Agree” that they

receive good value for their tax dollars

PERCEIVED DISPARITY IN LEVEL OFSERVICE2

Reduce the citizen’s perception of the disparityin the level of service among the CouncilDistricts from 17 points in 2007 to 9 points in

2011

Next Citizen Survey will be conducted inFY 10-11In the 2009 Citizen Survey, data shows a15 point perceived disparity in level of service among council districts

BUILD PRIDE IN CITY’SNEIGHBORHOODSIncrease volunteerism by 2% annually

294,259 volunteer hours provided to theCity in FY 09-10; an 8.2% increase fromFY 08-09



ACCOUNTABILITY ACCOUNTABILITY

FY 2011FY 2011--2012 E2012 E33GovernmentGovernmentStrategy MapStrategy Map

COMPLIANCECOMPLIANCE RESPONSIVENESSRESPONSIVENESS

TRANSPARENCYTRANSPARENCY

PERFORMANCE PERFORMANCE MEASUREMENTMEASUREMENT

BENCHMARKINGBENCHMARKING



7

To be an innovative,responsible and customer-

focused governmentworking collaboratively toprovide excellent services

that enhance the quality of life in Dallas

LONGLONG--RANGERANGESTRATEGICSTRATEGICPLANNINGPLANNING

COLLABORATIONCOLLABORATION

LEADERSHIPLEADERSHIP

MARKETING & MARKETING & BRANDINGBRANDING

STRATEGIC STRATEGIC PLANNINGPLANNING

SUCCESSION SUCCESSION PLANNINGPLANNING

ENHANCEDENHANCED

CUSTOMERCUSTOMERCOMMUNICATIONCOMMUNICATION

CUSTOMER CUSTOMER INTERACTIONINTERACTION

COMMUNITY COMMUNITY OUTREACHOUTREACH

MEDIAMEDIA

SURVEYS & SURVEYS & FEEDBACKFEEDBACK

RESOURCERESOURCEMANAGEMENTMANAGEMENT

CONTINUOUSCONTINUOUS

WORKFORCEWORKFORCEDEVELOPMENTDEVELOPMENT

STREAMLINE STREAMLINE PROCESSESPROCESSES

FINANCIAL FINANCIAL RESOURCESRESOURCES

MANAGING MANAGING RISK & RISK &

LIABILITYLIABILITY

PHYSICAL PHYSICAL

INFRASTRUCTUREINFRASTRUCTURECAPACITY TO CAPACITY TO

DELIVER SERVICESDELIVER SERVICES

PROFESSIONAL PROFESSIONAL DEVELOPMENTDEVELOPMENT

MOTIVATIONMOTIVATION

HIRING HIRING STRATEGIESSTRATEGIES

DIVERSITYDIVERSITY

TOTAL TOTAL COMPENSATIONCOMPENSATION

Accountability AccountabilityCOMPLIANCECOMPLIANCE

RESPONSIVENESSRESPONSIVENESS




8

SUBSUB--STRATEGIESSTRATEGIES1 Utilize benchmarking in performance measurement2 Adhere to legal and regulatory requirements and professional standards3 Provide an open and transparent business environment4 Manage information through use of technology and print records

COUNCIL OBJECTIVESCOUNCIL OBJECTIVESCOUNCIL OBJECTIVES

VALUE FOR TAX DOLLARS

PERCEIVED DISPARITY IN LEVEL OFSERVICE

CITIZEN SATISFACTION

BUSINESS CUSTOMER SATISFACTION


BENCHMARKINGBENCHMARKING TRANSPARENCYTRANSPARENCY

Accountability AccountabilityENSURE BUSINESS PRACTICES ARE CONDUCTEDENSURE BUSINESS PRACTICES ARE CONDUCTED

IN A PROFESSIONAL MANNERIN A PROFESSIONAL MANNER



9

MANAGEINFORMATION

THROUGH USE OFTECHNOLOGY ANDPRINT RECORDS

PROVIDE AN OPEN AND TRANSPARENT

BUSINESSENVIRONMENT

UTILIZEUTILIZEUTILIZEBENCHMARKING INBENCHMARKING INBENCHMARKING IN

PERFORMANCEPERFORMANCEPERFORMANCEMEASUREMENTMEASUREMENTMEASUREMENT

Dallas continues to participate in the International City /County Management Association Center for Performance Measurement (ICMA)5

Underway: Global City Indicators Program (Globallystandardized methodology that allow for comparabilityof city performance / knowledge sharing)

Citizens now have access to Citizen Surveys, ServicePerformance Reports, City Auditor’s reports,

Comprehensive Annual Financial Report, Annual Adopted Budget Book and Performance Measuresbooks through the City’s website

PROVIDE AN OPENPROVIDE AN OPENPROVIDE AN OPENAND TRANSPARENTAND TRANSPARENTAND TRANSPARENT

BUSINESSBUSINESSBUSINESSENVIRONMENTENVIRONMENTENVIRONMENT

The Office of Cultural Affairs has adopted a more efficientand streamlined online application system for its CulturalServices Contracts program

Stormwater Management implemented a paperless fieldinspection process that saves approximately $40,000 per

year

MANAGE INFORMATIONMANAGE INFORMATIONMANAGE INFORMATIONTHROUGH USE OFTHROUGH USE OFTHROUGH USE OFTECHNOLOGY ANDTECHNOLOGY ANDTECHNOLOGY ANDPRINT RECORDSPRINT RECORDSPRINT RECORDS

Enhanced Customer CommunicationEnhanced Customer CommunicationCOUNCIL OBJECTIVESCOUNCIL OBJECTIVESCOUNCIL OBJECTIVES CUSTOMER CUSTOMER

INTERACTIONINTERACTION

COMMUNITYCOMMUNITY



10

SUBSUB--STRATEGIESSTRATEGIES1 Increase interaction with the community2 Proactively use media outlets3 Provide high quality, timely information to decision makers4 Enhance internal and external customer service5 Implement new or enhanced technology6 Use effective methods of communication (traditional and nontraditional)7 Obtain and use customer feedback

VALUE FOR TAX DOLLARSPERCEIVED DISPARITY IN LEVEL OFSERVICE

BUILD PRIDE IN CITY’S NEIGHBORHOODS




MEDIAMEDIA


ENHANCEDENHANCEDCUSTOMERCUSTOMER

COMMUNICATIONCOMMUNICATION

Enhanced Customer CommunicationEnhanced Customer CommunicationENGAGE CUSTOMERS THROUGH INNOVATIVE METHODS OF COMMUNICATIONENGAGE CUSTOMERS THROUGH INNOVATIVE METHODS OF COMMUNICATION



11

INCREASE INTERACTIONINCREASE INTERACTIONINCREASE INTERACTIONWITH THE COMMUNITYWITH THE COMMUNITYWITH THE COMMUNITY

According to the Communication and Information ServicesDepartment, the City’s websites received approximately35,000 page views per day in 20106

In FY 09-10 City Secretary Office’s and Human Resourceslaunched new websites that make information more accessibl

3-1-1 continues to enable the City to increase customer servic

and enhance customer satisfaction. In FY 09-10, 394,055 or 95.7% of Service Requests were responded to on time7

ENHANCE INTERNALENHANCE INTERNALENHANCE INTERNAL

AND EXTERNALAND EXTERNALAND EXTERNAL

CUSTOMER SERVICECUSTOMER SERVICECUSTOMER SERVICE

Traditional methods: Newsletters●

Mass emails

●

Citywebsite / cable channel●

Radio advertising●

DallasDelivers District Update●

E-AlertsNon-traditional methods: Electronic billboards●

Facebook /Twitter pages●

Graphic art on City vehicles

Provide verbal/written communication in various languages

USE EFFECTIVEUSE EFFECTIVEUSE EFFECTIVEMETHODS OFMETHODS OFMETHODS OF

COMMUNICATIONCOMMUNICATIONCOMMUNICATION(TRADITIONAL AND(TRADITIONAL AND(TRADITIONAL ANDNONNONNON---TRADITIONAL)TRADITIONAL)TRADITIONAL)

Continuous Workforce DevelopmentContinuous Workforce Development

COUNCIL OBJECTIVESCOUNCIL OBJECTIVESCOUNCIL OBJECTIVES

VALUE FOR TAX DOLLARSCONTINUOUSCONTINUOUS

DIVERSITYDIVERSITY



12

SUBSUB--STRATEGIESSTRATEGIES1 Focus on frequent, specific, and timely employee recognition2 Continue the diversity training program

3 Utilize innovative recruiting strategies particularly focusing on achievingcomparability of workforce and community population percentages

4 Offer an appropriate total compensation package, including emphasis onwellness/fitness program

5 Provide innovative training and professional development6 Evaluate and analyze employee competencies






CONTINUOUSCONTINUOUSWORKFORCEWORKFORCEDEVELOPMENTDEVELOPMENT



Continuous Workforce DevelopmentContinuous Workforce DevelopmentPROVIDE A KNOWLEDGEABLE AND CUSTOMERPROVIDE A KNOWLEDGEABLE AND CUSTOMER --FOCUSED WORKFORCEFOCUSED WORKFORCE

THAT REFLECTS THE DIVERSITY OF THE CITYTHAT REFLECTS THE DIVERSITY OF THE CITY

FOCUSONFREQUENTFOCUSONFREQUENTFOCUSONFREQUENT 857 l i d h h h W ll f



13

FOCUS ON FREQUENT,FOCUS ON FREQUENT,FOCUS ON FREQUENT,SPECIFIC, AND TIMELYSPECIFIC, AND TIMELYSPECIFIC, AND TIMELY

EMPLOYEEEMPLOYEEEMPLOYEERECOGNITIONRECOGNITIONRECOGNITION

857 employees recognized through the Wall of Honor Program in 20108

1,148 W.O.W. Cards presented to employees in2010

9 departments completed the second of thethree-phase Diversity Training Program in 2010

with several departments moving into thirdphase9

CONTINUE THECONTINUE THECONTINUE THEDIVERSITY TRAININGDIVERSITY TRAININGDIVERSITY TRAINING

PROGRAMPROGRAMPROGRAM

Breeze (DPD in-service training): Approximately 4,500

individuals have been trained since 2008Summit (HR safety training): 2,804 City employees havebeen trained in FY 09-10

Stormwater training: 318 City staff trained on online

modules in FY 09-10

PROVIDE INNOVATIVEPROVIDE INNOVATIVEPROVIDE INNOVATIVETRAINING ANDTRAINING ANDTRAINING ANDPROFESSIONALPROFESSIONALPROFESSIONALDEVELOPMENTDEVELOPMENTDEVELOPMENT

Resource ManagementResource ManagementCOUNCIL OBJECTIVESCOUNCIL OBJECTIVESCOUNCIL OBJECTIVES


PERCEIVED DISPARITY IN LEVEL OFRESOURCERESOURCE

MANAGEMENTMANAGEMENT


FINANCIALFINANCIAL



14

SUBSUB--STRATEGIESSTRATEGIES1 Efficiently procure resources2 Utilize performance-based contract management

3Promote diversity among City vendors, including opportunities for smallbusinesses

4 Anticipate appropriate level of resources5 Address maintenance and replacement schedules6 Buy "green" and environmentally friendly goods and services7 Employ process improvement methods8 Forecast and manage revenues and expenditures9 Minimize risk and liability




BOND RATING

MANAGEMENTMANAGEMENTFINANCIAL FINANCIAL RESOURCESRESOURCES


LIABILITYLIABILITY

PHYSICAL PHYSICAL INFRASTRUCTUREINFRASTRUCTURE CAPACITY TO CAPACITY TO

DELIVER DELIVER SERVICESSERVICES

Resource ManagementResource ManagementPROCURE AND MANAGE RESOURCES TO DELIVERPROCURE AND MANAGE RESOURCES TO DELIVER

EFFICIENT AND ECONOMICAL SERVICESEFFICIENT AND ECONOMICAL SERVICES

Th Cit t li d h i d l hi hC OCEFFICIENTLYPROCUREEFFICIENTLY PROCURE



15

The City uses a centralized purchasing model whichenables control over the entire procurement process,allowing the City to purchase in the most efficient andeconomical manner 10

EFFICIENTLY PROCUREEFFICIENTLY PROCUREEFFICIENTLY PROCURERESOURCESRESOURCESRESOURCES

ANTICIPATEANTICIPATEANTICIPATEAPPROPRIATE LEVELAPPROPRIATE LEVELAPPROPRIATE LEVEL

OF RESOURCESOF RESOURCESOF RESOURCES

Equipment and Building Services’ Fleet Division achieved46% reduction in overtime from FY 08-09 to FY 09-10

Thru safety training, paid-injury claims were reduced byapproximately 54% from FY 08-09 to FY 09-10 (from$291,064 to $135,235)

EMPLOY PROCESSEMPLOY PROCESSEMPLOY PROCESSIMPROVEMENTIMPROVEMENTIMPROVEMENT

METHODSMETHODSMETHODS

Quality: Courts and Detention Services improved their docke

system resulting in $2.7 M additional in annual collections frFY 08-09 to FY 09-1011

Environment: 16,402 tons of waste were diverted by citywideresidential recycling program - generating $689,554 in revenuand $430,540 in landfill airspace savings

Safety: City vehicle collisions were reduced from 952 in FY 0to 873 in FY 09-10

15

LongLong--Range Strategic PlanningRange Strategic Planning

COUNCIL OBJECTIVESCOUNCIL OBJECTIVESCOUNCIL OBJECTIVESCOLLABORATIONCOLLABORATION



16

SUBSUB--STRATEGIESSTRATEGIES

1 Develop, implement and update long range strategic plans2 Ensure strong leadership through implementation of succession plans and

ISO management systems3 Create, promote, and maintain a positive image for the City of Dallas





BOND RATING






LongLong--Range Strategic PlanningRange Strategic PlanningESTABLISH A CLEAR DIRECTION FOR CITY GOVERNMENTESTABLISH A CLEAR DIRECTION FOR CITY GOVERNMENT

Forward Dallas!

Strategic Engagement PlanLONGRANGELONGRANGELONGRANGE



17

Strategic Engagement PlanFair Park Comprehensive Development Plan

Dallas Trail Network Master Plan

Underway: Citywide Aquatic Facilities Master Plan

LONG RANGELONG RANGELONG RANGESTRATEGIC PLANNINGSTRATEGIC PLANNINGSTRATEGIC PLANNING

ENSURE STRONGENSURE STRONGENSURE STRONGLEADERSHIP THROUGHLEADERSHIP THROUGHLEADERSHIP THROUGHIMPLEMENTATION OFIMPLEMENTATION OFIMPLEMENTATION OF

SUCCESSION PLANS ANDSUCCESSION PLANS ANDSUCCESSION PLANS ANDISO MANAGEMENTISO MANAGEMENTISO MANAGEMENT

SYSTEMSSYSTEMSSYSTEMS

ISO MANAGEMENT SYSTEMS: Street Services increased itspass rate on Internal Quality Assurance inspections from 88.5in FY 08-09 to 97.5% in FY 09-10, thus avoiding rework

GROW YOUR OWN: Grant awarded to Library to provide funfor staff towards earning a Masters degree. 10 staff memberscompleted program with 6 promoted to Librarian

Financial Soundness – Aa1 Bond RatingRecycling Program InitiativesInvestment in City’s streets and infrastructureBeautification InitiativesMayor/Council partnerships: Back to School Fair, Mayor’sSummer Reading Program, Dallas Graffiti Wipeout, Earth Fes

CREATE, PROMOTE,CREATE, PROMOTE,CREATE, PROMOTE,AND MAINTAIN AAND MAINTAIN AAND MAINTAIN A

POSITIVE IMAGE FORPOSITIVE IMAGE FORPOSITIVE IMAGE FOR

THE CITY OF DALLASTHE CITY OF DALLASTHE CITY OF DALLAS

17

Links to Other Key Focus AreasLinks to Other Key Focus Areas



18


FY 2011FY 2011--2012 E2012 E33GovernmentGovernmentStrategy MapStrategy Map

COMPLIANCECOMPLIANCE RESPONSIVENESSRESPONSIVENESS

TRANSPARENCYTRANSPARENCY


BENCHMARKINGBENCHMARKING



19

To be an innovative,responsible and customer-

focused governmentworking collaboratively toprovide excellent services

that enhance the quality of life in Dallas


COLLABORATIONCOLLABORATION





ENHANCEDENHANCEDCUSTOMERCUSTOMER

COMMUNICATIONCOMMUNICATION

CUSTOMER CUSTOMER INTERACTIONINTERACTION


MEDIAMEDIA


RESOURCERESOURCEMANAGEMENTMANAGEMENT

CONTINUOUSCONTINUOUS

WORKFORCEWORKFORCEDEVELOPMENTDEVELOPMENT


FINANCIAL FINANCIAL RESOURCESRESOURCES


LIABILITYLIABILITY

PHYSICAL PHYSICAL INFRASTRUCTUREINFRASTRUCTURE CAPACITY TO CAPACITY TO

DELIVER SERVICESDELIVER SERVICES




DIVERSITYDIVERSITY


E3 GovernmentE3 Government

Vision StatementVision Statement



2020

An An innovative innovative , responsible and customer , responsible and customer - - focused focused government working government working collaboratively collaboratively to provide to provide excellent excellent

services services that enhance the quality of life in Dallas that enhance the quality of life in Dallas

Photo creditPhoto credit: Mike Walker at Trammell Crow Park: Mike Walker at Trammell Crow Park



21

APPENDIX APPENDIX

SourcesSources1. National Research Center, Inc. The National Citizen Survey Report of Results for

the City of Dallas, Texas. (CO: NCS, 2007 and 2009).2 NationalResearchCenter Inc TheNationalCitizenSurveyGeographic



22

2. National Research Center, Inc. The National Citizen Survey GeographicComparisons 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 Communicationand Information Services briefing to the Finance, Audit & AccountabilityCommittee. 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: ColoradoMunicipal League, 1996).

11. City of Dallas, Texas. ISO 9001 Surveillance 2 Audit. Courts & Detention Servicesbriefing to City Council; (November 15, 2010)

• Economic Vibrancy – Resource Management

• Employprocess improvementmethods

Links to Other Key Focus AreasLinks to Other Key Focus Areas



23

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


• Public Safety – Continuous Workforce Development

• Hiring Strategies – Resource Management – Enhanced Customer Communication


• Clean, Healthy Environment – Resource Management

• Buy "green" and environmentally friendly goods and services



January 2011

Radio Technology Overview

Presentation Objectives



•

The objective of this presentation is to: –

Review terms as related to radio technology

–

Review the challenges facing the Cityo FCC mandate to Narrowband by January 1, 2013o 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 challengeso FCC mandate to narrowband by January 1, 2013o State’s goal to achieve P25 compliancy by January 1, 2015

2



Terms and Definitions

3

Review of Terms as Related to RadioTechnology



•

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 radiospectrum that contains desired information



spectrum that contains desired information.

• Types of frequencies include: –

AM/FM radio –

Wireless broadband

–

Television broadcast –

Government radio

•

The current frequency spectrum is congested and newtechniques are being developed to conserve it.

5

LowBand * VHF **UHF “800”

39MHz 800 MHz

150MHz 450 – 512 MHz 700 MHz***

“New 700”

Radio Frequency Spectrum

Definitions:

* VHF –

Ultra High Frequency (150 MHz)

** UHF – Ultra High Frequency (450 - 512Mhz)

*** MHz denotes a measure of frequency that equalsone million cycles completed in one second.

Frequency Coverage

• VHF (150 MHz) carries further in Rural Areas• UHF (450 512 MHz) works well in Suburban Areas



•

UHF (450-512 MHz) works well in Suburban Areas•

700 / 800 MHz works better inbuildings

6

Analog vs. Digital

• Analog– Is a process of taking audio

• Digital– Is a process of taking an audio signal



7

Is a process of taking audio(human voice) signals andtranslating them intoelectronic pulses called

frequency modulation. –

The frequency modulationproduces a continuous wavewith the audio signal.

Is a process of taking an audio signaland breaking it up into a binary formatrepresented as “1”s and “0”s.

For example, it’s similar to the recentchange in televisions from the old “rabbitear”

(analog) antennas to the cable box(digital)

Digital Advantage• Digital features include:

– Enhanced Audio Quality



Enhanced Audio Quality –

Integrated Voice & Data Capability

–

Better Coverage

–

Spectrum Efficiency•

Modifications / Changes can be made over the air throughsoftware 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

NarrowbandingTaking the current “wideband” frequencies and creatingnew narrower frequencies in order to relieve congestion



new narrower frequencies in order to relieve congestion.

Getting more capability out of the same space on theradio 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

NEW

Narrowbanding



10

Narrow Lanes=

MORE Lanesin the same

space

NEWTechnology

Narrowbanding

FCC “Squeeze In More Talkpaths”



11

All of the City’s radiosutilize .025 MHz per

frequency

Frequency1

Frequency2

.025 MHz

FCC says: “2–to-1”

.0125MHz

Freq1

Freq2

FCC Squeeze In More Talkpaths …….

Project 25 (P25)

A digit l i d t t d d d l d b H l d



A digital industry standard developed by HomelandSecurity to ensure radios made by differentmanufacturers communicate with each other; theseradios are interoperable.

12

P25 (Cont.)

Current Standard…• Developed between 1989 and 1995



Developed between 1989 and 1995

•

Government established requirements to: –

Double the Talkpath capacity

–

Ensure interoperability among vendors…so organizations can easily implement interoperable andseamless joint communication in both routine and emergencycircumstances

–

Allow P25 systems to communicate with data terminals and thepublic telephone network

–

Provide common encryption technology

13

P25 (Cont.)

Proposed Future Standard



Proposed Future Standard…•

Double channel efficiency over currentP25 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 radiounit

14

Why P25?

• Enables multiple vendors sourcing for cost



•

Enables multiple vendors sourcing for costeffective and competitive procurements with nocompromise in system capabilities.

•

Enables Interoperability essential to multiple jurisdictions and

jointoperations.•

Enables ease of operation for more rapid adoptionand training.

•

Enables planned migration of systems and equipmentfrom old to new.

15

Console Patching

Console Patching is a manual connection from acomputer which allows two different frequencies to



Console Patching is a manual connection from acomputer which allows two different frequencies tocommunicate.

– Console Patching is inefficient because:o All communications must come back to the

dispatch center o

Requires operator intervention per incidento Delayed transmissiono Degraded voice quality

16

Console Patching



17

Police & Fire450 MHz System

Non Public Safety800 MHz System

Audio Only Audio Only

Dispatch Console

Dispatch Center



Challenges

18

The Challenges Facing the City

• FCC Narrowbanding Mandate by 2013



•

FCC Narrowbanding Mandate by 2013•

State of Texas P25 Goal by 2015 ̶

Cannot be achieved without modernizing thecurrent 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.

l l h h b d d b h



•

Failure to comply with the narrowband mandate by the January 1, 2013deadline 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 thefuture P25 network, regardless of the manufacturer. 20

State of Texas P25 Goal

• The State of Texas has set the goal that radioi i f ll fi d ill b P25



g

communications of all first responders will be P25compliant by January 1, 2015.

o To achieve this goal, the City will need to completelymodernize 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 unlessthe technology is P25 compliant.

21



City’s Radio Network

22

Current State of City’s Radio Network

− Is not narrowband compliant.



23

p

−

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 areon two different frequencies. i.e., they can’t talk to eachother without console patching.

Why Does the City Need a New Radio Network?

• Current Radio System is not P25 CompliantC t R di C g i i d q t



24

y p•

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 easilysupported by the manufacturer while the other 30% will notbe 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.

State of Current Network Coverage Map



25

New Site

New Tower



Addressing the Challenges

26

How the City Will Address the two Challenges

To meet the challenges of the 2013 narrowbanding mandate andmeeting the State’s 2015 P25 goal the following must occur:



27

meeting the State s 2015 P25 goal, the following must occur:

•

Purchase new radios for Public Safety and DWU

•

Replace the outdated Radio Network

Achieve the 2013 Narrowbanding Goal in6 Steps

Step 1 2000 P25 Public Safety radiosDecember 2010 Council approved Master Agreement for 2000 Radios



28

Step 2

o 850 Radios for the Super Bowl—

772 portable radios (Complete)—

38 mobile motorcycle radios (Installation is in Progress)

—

40 mobile radios (Complete)

January 2011o Committee and Full Council Briefingso Purchase 1150 mobile radios

January 2011 –

July 2011o Install and configure 1150 Public safety mobile radios for narrowband

Re-program Site Transmitters

May 2011 –

July 2011 re-program 23 site transmitters at the towers


Procure and Install the Remaining 5000 P25 compliant Radios for PublicSt 3



29

Procure and Install the Remaining 5000 P25 compliant Radios for PublicSafety & DWU

June 2011, Issue RFCSP for bid

September 2011, Committee Briefings

November 2011, Council award contract for 5000 P25 compliant radiosDecember 2011 –

June 2012o Install and configure 4000 Public Safety radios for narrowband

•

772 mobile radios•

3228 portable radiosMarch 2012–

June 2012o 1000 DWU radios

•

600 mobile radios –

Using Outside Contractors•

400 portable radios

Step 3

Re program Site Receivers




30

Re-program Site Receivers

June 2012 through November 2012 re-program 23 site receivers at the towers

Re-program radios to match Receiver Configuration in Phase 4

July through November 2012o 1922 mobile radioso 772 portable radios used for Super Bowlo 38 mobile motorcycle radios used for Super bowlo 40 mobile radios used for Super Bowl

Submit narrowband license to FCC

December 2012

Step 4

Step 5

Step 6

Funding Sources for AchievingNarrowbanding

$27,029,450 in Public Safety Grant funds over the next 3



31

$ , , yyears and $4,000,000 in DWU funding. –

Grant funds will pay for all Public Safety handheld and mobileradios and the industry radio expert consulting firm.

Achieve the 2013 Narrowbanding Goal in 6 Steps

In summary,T hi h 6 b di h f ll i



32

•To achieve these 6 narrowbanding steps the followingmust occur:

̶Procure the remaining 1150 radios off the current contracto 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, ando Comply to the P25 standard

̶ Neither of these purchasing actions will preclude any

manufacturer from bidding on the new radio network.

Achieve the State’s P25 Goal in 4 Steps

• Partnering with Dallas County and AdjacentJurisdictions



33

̶ Dallas County is effected by the same challenges of upgrading their

current radio network as the City. The City and County have theopportunity to partner in order to eliminate duplication and have a morerobust system.

̶ The City has been in consultation with Dallas County for two yearsworking on a consolidated plan to upgrade the City and Dallas County

Radio Networks. ̶ Provide adjacent jurisdictions with subscriber access to the City andDallas 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 inthe future.

̶ The City and Dallas County are proposing to jointly hire an externalradio consulting firm.

Achieve the State’s P25 Goal in 4 StepsStep 1 Acquire Services of External Radio Consulting Firm

Issue RFCSP for bids – January, 2011o Conduct Panel interview – March, 2011

Public Safety briefing May 2011



34

Step 2

o Public Safety briefing –

May, 2011o Finalize contracts –

June, 2011

June 2011 –

Council awards External Radio Consulting Firm contract

Develop P25 Radio Network requirements document

June 2011-

November 2011--

Industry Radio Experto Gather P25 radio network requirements from City of Dallas and

Dallas Countyo Development of RFCSP for P25 Radio network replacement

Selection of P25 radio network provider

January 2012 --

Issue RFCSP for bids

May 2012 --

Industry radio expert, City of Dallas and Dallas Countyreview proposals

July 2012 --

Committee selects P25 radio network provider

September 2012 --

Industry radio expert assists in negotiating the P25radio network system

September 2012 –

Committee and full Council briefings

October 2012 –

Council awards P25 radio network provider

Step 3

Achieve the State’s P25 Goal in 4 Steps

Procure and Install P25 radio network system

Step 4



35

Procure and Install P25 radio network system

November 2012 –

Bond election

March 2013 –

December 2014: Project management and installation of theP25 radio system

Step 4

External Radio Consulting Firm

Why do we need a consulting firm:



36

•

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.

External Radio Consulting Firm (Cont.)

Lessons learned from other cities:• Repeat the successes of other cities, such as Houston, which



37

p

utilized the expertise of external radio consultants resulting insignificant savings. This translates into added value that more thanoffsets the consulting expenses many times over.

•

Risk reduction. For example, the City of Kansas City had to spendin excess of $5 million dollars more to correct the deficiencies

thatwould have been mitigated by a qualified radio consultants reviewof the specifications.

Funding Sources for Achieving P25 Goal

• The new P25 Radio Network cost approximately



38

pp y

$100,000,000, is a one time turnkey project which willrequire capital bonds or other funding sources.

•

Dallas County will contribute the funds for equipment thatis outside of the City.

•

We will return at a later date with additional fundinginformation as we continue to work with Dallas County ona consolidated radio network upgrade plan.

Summary Funding SourcesState of Texas P25

Estimated Cost and Funding Source

G t B d /Oth DWU



39

Grants Bonds/OtherSources

DWU

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



QUESTIONS?

Download - Dallas City Council Briefing January 19,2011

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