Strategy_Map

Photo by Darren Huski Strategic Plan Public Safety Economic Development Clean, Healthy Environment Culture, Arts & Recreation Educational Enhancements Effective, Efficient, Economical (E3) Government nalP cigetartS Strategic Plan Dallas City Council Mayor Tom Leppert Mayor Pro Tem Dwaine Caraway - District 4 Deputy Mayor Pro Tem Pauline Medrano - District 2 Delia D. Jasso District 1 David A. Neumann District 3 Vonciel Jones Hill District 5 Steve Salazar District 6 Carolyn R. Davis District 7 Tennell Atkins District 8 Sheffie Kadane District 9 Jerry R. Allen District 10 Linda Koop District 11 Ron Natinsky District 12 Ann Margolin District 13 Angela Hunt District 14 Table of Contents Dallas’ Strategic Plan Introduction and Background for Dallas Strategies Plan from Mary Suhm Mission, Vision, and Core Values City Council Key Focus Areas Key Focus Area: Public Safety Key Focus Area: Economic Vibrancy Key Focus Area: Clean, Healthy Environment Key Focus Area: Culture, Arts and Recreation Key Focus Area: Educational Enhancements Key Focus Area: Efficient, Effective and Economical Government 3 4 6 7 8 11 14 19 23 25 Dallas’ Strategic Plan Tom Leppert Dallas Mayor I am pleased to introduce the City of Dallas’ Strategic Plan covering the 2010-11 timeframe. Now, there are plenty of good plans sitting on the shelves of City Hall, corporate boardrooms, and university libraries that haven’t seen the light of day since being written, either because they read like scholarly publications or because the plans were never tied to actions. So we have written this small work to tell a simple and clear story about where this organization – your City of Dallas – is headed and how we intend to get there. More than 12,000 City of Dallas employees, including your elected and appointed officials, are covered by this document. In fact, they wrote it. It all began with a simple idea. My colleagues on the City Council and I committed to identifying a handful of shared priorities that cut across district boundaries. We call them our Key Focus Areas, or KFAs. City Manager Mary Suhm then drafted up a game plan for bringing our KFAs to life. She delivered a set of innovative strategies and a sensible funding package that Council adopted as the FY 2010 Annual Budget. You will find the results of our work in the following pages of this Strategic Plan, but it can be boiled down to a series of commitments we are making to you, our stakeholders in the Dallas community: Dallas is committed to: • Strengthening Public Safety. • Fostering Economic Vibrancy. • Maintaining a Clean, Healthy Environment. • Promoting Culture, Arts & Recreation. • Offering Educational Enhancements that will help us achieve all of our other commitments. • Becoming an Efficient, Effective and Economical Government. As you read through the pages of the Strategic Plan, understand that it is a snapshot in time – our perspective of the future from where we stand in the present moment. View the Plan as a living document that we will need to update frequently as new information becomes available and as the City adapts to changing conditions. I want to thank my colleagues on the City Council for having the foresight and dedication required to develop a shared vision and to thank the City Manager and her staff for rising to the challenge we have given them. Finally, I want to thank you, the Dallas community, for supporting our efforts and for doing your part to make Dallas the finest city in America! 3 Introduction and Background for Dallas’ Strategic Plan Mary K. Suhm City Manager Simply stated, the City of Dallas’ Strategic Plan is a blueprint to drive decision-making and produce actions that determine what kind of an organization the City is (and wants to be), what it is that the City does (and should be doing), and why the City does it. BACKGROUND The current strategic planning process was initiated in 2004 with the City Council’s establishment of community goals, known as Key Focus Areas (KFAs). In July 2007, under the leadership of newly-elected Mayor Tom Leppert, the City Council confirmed six Key Focus Areas for the City of Dallas. Council directed City staff to achieve progress in the areas of Public Safety; Economic Vibrancy; a Clean, Healthy Environment; Culture, Arts & Recreation; Educational Enhancements; and an Effective, Efficient, Economical (E3) Government. To ensure that each of the Council’s priorities is reflected by and supported within the organization, City government has been restructured so that each KFA is managed as a portfolio by an Assistant City Manager. In addition, the annual budget is no longer organized by department, but has been reorganized to indicate funding and staffing levels allocated to each Council Key Focus Area. The City of Dallas Annual Budget can be viewed at www.dallascityhall.com The City has more than 300 services allotted across City department. Departments monitor the services they provide to customers through performance indicators that give relevant and objective data to decision makers so they can make better-informed choices. Performance indicators are also an accountability tool for ensuring that departments continually seek ways to become more efficient and effective in meeting customer expectations. (Dallas Measures) BUDGETING FOR OUTCOMES To provide a cohesive structure to its decision-making process, the City of Dallas links its strategic plan to the annual budgeting process, termed “Budgeting for Outcomes.” The integration of strategic planning and budgeting is accomplished through a judicious funding strategy that allocates resources to select City services that hold the greatest potential for achieving the results our citizens want at a price that they are willing to pay. In the Budgeting for Outcomes process, the City Council determines up front the total “price” of government that residents are willing to pay. City staff builds a budget around the outcomes that the Council and residents want at the established price. City departments submit “bids” to provide services at a particular price that support the goals of the City, and those bids are ranked in descending order as to their effectiveness until available funds are allocated to the desired services. CITIZEN SURVEY In a further endeavor to hear our citizens’ voices about their priorities, the City conducts a biannual citizen survey. City residents are surveyed regarding their perceptions about Dallas, the quality of City services and the customer service they received from the City of Dallas. The 2009 citizen survey also asked residents to prioritize the City services they receive. These priorities serve as an additional guide to our strategic planning and budgeting processes. (Citizen Survey) 4 DEPARTMENTAL PLANS Several City departments have strategic plans or master plans that guide their priorities and performance, such as the Aviation Master Plan, Dallas Fire-Rescue Plan, Forward Dallas!, the Library Master Plan, Economic Development Strategic Plan, Trinity River Corridor Project Plan and Water Supply Strategy. These plans fit within the Key Focus Areas and support the City’s overall direction. ACTION PLAN The City’s tactical plan, known as the Citywide Action Plan, outlines specific activities outside of day-to-day operational services that the City pursues to carry out the Strategic Plan. As with the budgeted services, Action Plan activities support strategies for achieving Council’s priorities and objectives so that all of the major guiding documents for the City of Dallas are aligned. The tactics in the Action Plan are specific, focused on major departmental activities, measurable, on a timetable, and assigned to a lead agency/individual. The Action Plan covers a 3-5 year planning timeframe and includes quarterly reporting on progress towards completion of the specific activities. STRATEGIC PLAN This Strategic Plan lays out the City of Dallas’ mission which describes the purpose of the organization; the City’s vision which outlines what the City aspires to be; and the City’s values which detail the shared set of principles to which the City is committed. These values are the foundation of the leadership competencies used to evaluate the performance of city staff. The Strategic Plan also reports the specific, measurable objectives within each Key Focus Area that the City Council uses as a measure of progress. 5 Mission Vision Values MISSION To enhance the vitality and quality of life for all in the Dallas community This statement speaks to the nature of public service. The City’s every action should be geared towards serving the public in a way that seeks to promote the common good for a society comprised both of individuals (residents, workers and visitors), as well as organizations (businesses and community-based groups). VISION The City That Works: Diverse, Vibrant, Progressive From an internal perspective, a “City That Works” implies not only that processes and procedures are in place allowing for smooth functioning of day-to-day operations, but also that the organization is flexible enough to meet new challenges. Perhaps more important is the external implication that reflects the public service orientation of the City’s mission. A “City That Works” is one in which challenges are met with a common purpose. Diversity of background, experience, and point-of-view is welcome in the City of Dallas and helps to maintain balance in decision-making. Vibrancy says that the City is vigorous and spirited in nature and seeks to help people get the most out of life—both in their professional lives by its business-friendly approach and in their personal lives by the vitality of their neighborhoods and the City’s culture. Progressiveness means the City is always moving forward and welcomes new ideas that promote continuous improvement. CORE VALUES Accountability: connecting performance with consequence Commitment: following an issue through to the end Customer Service: striving to deliver value to the customer Environmental Stewardship: ensuring a healthy legacy for current and future generations Innovation: welcoming new ideas and opportunities for improvement Integrity: taking actions, not based on expediency, but because they are the right thing to do Leadership: moving the organization forward by anticipating, rather than reacting to changing times Sensitivity: valuing diversity in experiences, backgrounds and points of view Teamwork: accomplishing more together than could be achieved alone The City expects each and every employee to adhere to these shared values and promotes such behavior by including the values as expectations and leadership competencies in employee performance plans, as well as within recognition and rewards programs. 6 City Council Key Focus Areas Because a sense of security attracts both families and investment, we commit to protecting our residents and businesses from harm. Dallas is committed to improving Public Safety. Because Dallas is a leading force in the North Central Texas region with an economy larger than that of most countries, we commit to a balanced and sustainable pattern of growth that will allow the entire Dallas community to share in the benefit. Dallas is committed to fostering Economic Vibrancy. Because citizens are increasingly aware of human impacts on their surroundings, the City commits to continuous improvement in environmental stewardship. Dallas is committed to maintaining a Clean, Healthy Environment. Because participation in the creative fabric that surrounds a community defines a shared culture, and that culture is expressed in arts and physical pursuits, the City commits to providing opportunities for such expression. Dallas is committed to promoting Culture, Arts & Recreation. Because life-long learning and applying new skills for the greater good is the key to shaping a sustainable community, the City commits to supporting local educational institutions by filling in learning gaps. Dallas is committed to offering Educational Enhancements that will help the city achieve all of its other commitments. Because government must work collectively to provide taxpayers with better value and good customer service, be innovative in its service delivery, and adapt to increasing technological complexity, the City commits to continuous improvement in how day-to-day activities are carried out. Dallas is committed to becoming an Efficient, Effective, and Economical Government. 7 Key Focus Area: Public Safety Ensure public safety where people live, work and play. STRATEGIES Human Resource Development Strengthen citizen confidence through the development of human resources • Ensure appropriate staffing levels • Promote continuing education programs • Encourage employee development and retention • Enhance recruitment strategies to attract high quality applicants Community Outreach Enhance community outreach by increasing involvement, communication, and education • Strengthen disaster preparedness planning through marketing and media relations • Sustain public warning and notification systems • Mobilize community stakeholders to proactively assist with public safety initiatives • Reduce recidivism through education & re-entry programs • Provide public education and prevention programs Resource Management Secure and effectively deploy resources for improved service delivery • Implement new technologies • Deploy staff to ensure visibility of public safety personnel • Develop and exercise critical pre-incident plans • Promote equipment procurement and maintenance Neighborhood Vitality Expand interdepartmental collaboration and community partnerships to cultivate thriving neighborhoods • Form partnerships with other agencies to streamline multi-agency collaboration • Encourage public/private partnerships and community activities • Collaborate with community groups to foster safer neighborhoods OBJECTIVE 1 Reduce Dallas’ position in nation on crime INDICATOR Stay out of the first spot in national crime level • Get out of the top five by 2011 • Get out of the top eight by 2013 PROGRESS • 2008 FBI statistics show Dallas dropped to second place with crime reduced from 78.45 per thousand in 2007 to 68.13 per thousand in 2008 • Dallas’ 2008 position on violent crime list down from 4th to 5th (of 10 largest US cities) 8 Key Focus Area: Public Safety OBJECTIVE 2 Improve response times INDICATOR • Improve DPD response times for emergency calls answered within 8 minutes from 60% in 2007 to 75% by FY 10 • Improve Fire response time (1st Company) within 5 minutes to 92% by FY 10 • Improve EMS response time within 8 minutes to 92% by FY 10 PROGRESS DPD response to Priority One calls in 8 minutes or less: Year Percentage 2009 72% 2008 71.7% 2007 61.7% 2006 58.9% Fire response time within 5 minutes Fiscal Year Percentage FY 09 72.03% FY 08 72.3% FY 07 77.8% EMS response time within 8 minutes Fiscal Year Percentage FY 09 91.2% FY 08 84.7% FY 07 86.6% OBJECTIVE 3 Reduce the overall reported crime rate INDICATOR Reduce the overall reported crime rate by 10% in CY 10 PROGRESS Year Percentage 2009 reduced 10.7% 2008 reduced 10.3% 2007 reduced 3.4% 2006 reduced 3.6% 9 Key Focus Area: Public Safety OBJECTIVE 4 Increase level of confidence in law enforcement INDICATOR • Increase perception that police are effective in dealing with neighborhood problems to 75% by 2011 • Increase perception that police are prompt in responding to calls to 75% by 2011 • Enhance communication between DPD and the public through social media by increasing the number of DPD followers by 20% annually PROGRESS Public Confidence & Trust survey conducted August 2008: • 64.9% of public feel police are “somewhat” to “very effective” in dealing with neighborhood problems • 64.7% of public feel police are “a somewhat” to “very prompt” when responding to calls for assistance • 80% of public feel police are doing “somewhat” to “very good job” in fighting crime in their neighborhood • As of 1/12/10 DPD has 1,496 Twitter followers and 2,191 Facebook fans • DPD is now on Nixle.com; police news and information sent directly to mobile phones and email 10 Key Focus Area: Economic Vibrancy A thriving economy sustained by a healthy mix of local and international business opportunities, housing choices, visitor attractions and city services. STRATEGIES Business Attraction & Retention Sustain and attract targeted industry firms and small businesses • Recruit targeted industries in Southern Sector • Facilitate land and commercial structure development /redevelopment • Grow economy through international and regional engagement • Expand retail in underserved areas • Support small business creation • Promote image as a “green” city and convention/visitor destination • Partner with local agencies toward market-driven workforce development • Create funding sources to facilitate development Housing Opportunity Facilitate a range of housing choices across the income and geographic spectrum • Redevelop multifamily housing • Promote housing infill and rehabilitation • Integrate workforce housing with market rate housing • Promote mixed use / transit-oriented developments • Increase percentage of home ownership • Encourage housing that is accessible to job opportunities • Develop affordable housing downtown Infrastructure Quality Create and maintain the fundamental infrastructure systems necessary for economic growth • Promote access and mobility • Expand transportation choices and connectivity between alternative modes • Plan, manage and maintain public infrastructure to support economic growth Development Standards and Incentives Ensure standards and incentives are in place to promote economic development • Manage a timely and efficient regulatory process • Promote standards that ensure high quality development • Implement incentives that promote beneficial development • Ensure fair enforcement of city codes 11 Key Focus Area: Economic Vibrancy OBJECTIVE 1 Convention center hotel & ancillary development open and operational by Q1 2012 INDICATOR • Hotel open by Q1 2012 • Secure development on 2 acres immediately east of hotel by 2012 • Present options for Reunion Arena site in FY 10 PROGRESS Hotel bonds sold, contracts executed and construction underway; hotel completion scheduled for Q1 2012 OBJECTIVE 2 Redevelop aging multifamily housing INDICATOR Redevelop 4% of aging multifamily housing by 2011 PROGRESS • By mid year 2009, just over 5.2% of the aging housing stock was demolished and the sites prepared for redevelopment • Focused multifamily redevelopment efforts underway in North Oak Cliff, Skillman Corridor and Walnut Hill/Central area OBJECTIVE 3 Production facility development INDICATOR Have at least one production facility with an established supplier network by 2011 employing no less than 300 people in the Southern Sector PROGRESS • 2 new or expansion projects secured and approved by City Council: • Advanced H20 ($28M investment and 100 jobs) • Solo Cup expansion ($13M investment and 110 jobs) • In 2008, Council approved 7 projects in the Southern Sector, resulting in 388 new jobs and a total investment of over $220,000,000 • In 2009, Council approved 3 projects in the Southern Sector, resulting in 150 new jobs and a total investment of $30,500,000 OBJECTIVE 4 Increase appraised value in the 10 opportunity areas INDICATOR Increase appraised value by $200 million per year for 2009, 2010 and 2011 in the following 10 opportunity areas: • Central Business District • Asian Trade District • Fair Park & Surrounding Areas • LBJ Corridor • Westmoreland DART Station Area • Vickery Meadows Central Corridor • UNT Campus • Stemmons-Harry Hines Corridor • NAFTA Corridor • West Dallas-Oak Cliff PROGRESS • From 2005 to 2008 commercial and residential property valuation in the 10 opportunity areas increased by approximately $2.474 billion • From 2008 to 2009 commercial and residential property valuation in the 10 opportunity areas dropped by $2.26 billion 12 Key Focus Area: Economic Vibrancy OBJECTIVE 5 Continue the streetcar implementation plan INDICATOR • Complete the McKinney Avenue Trolley Extension by 2012 • Develop a plan for Central Business District/Oak Cliff extension in preparation for next bond program PROGRESS • Construction of the McKinney Avenue Trolley Extension is scheduled to begin in May 2010 • Dallas Streetcar Business Plan was adopted December 2009; will identify the starter line, outline the governance structure & make funding recommendations for initial system implementation, operations & maintenance OBJECTIVE 6 Increase the percentage of business customers that rate the city's responsiveness as good or excellent INDICATOR Increase responsiveness rating from 68% in 2007 to 70% in 2011 PROGRESS • 85% of businesses rate Dallas as a “good” or “excellent” place to do business in 2008 and 42% rate Dallas as an excellent place to do business (Dallas Business Survey) • 78% of citizens rate Dallas as a “good” or “excellent” place to do business in 2009 while 69% of citizens rated the city’s responsiveness as “good” or “excellent”(2009 Citizen Survey) OBJECTIVE 7 Establish or re-invigorate retail in Southern Sector INDICATOR • 2 new or redeveloped retail centers by 2011 • Develop an approach for Southwest Center Mall by FY 11 PROGRESS • Redevelopment of the 112,000 sq. ft. Crest Plaza Shopping Center at South Lancaster Rd. and E. Saner Ave. with $1M private investment and new facility for Save-A-Lot • Council approved $5M to support land assemblage & project development along Lancaster Corridor, with particular emphasis on the VA Hospital/Urban League Headquarters • Southwest Center Mall owner has entered into a joint venture with a retail group to pursue new tenants for the inline store space; new developers are in due diligence phase for redevelopment of the Dillard’s property; City has secured an option contract on the former JC Penney building at the mall and is pursuing redevelopment partners • Mayor’s Southern Sector Task Force: • City applied for a $125M New Market Tax Credit Allocation for low income neighborhoods • Working Teams are putting together action plans and final budgets for the projects with a deadline of March 31, 2010; cost of projects is likely to come from Public Private Partnership fund with no funding expected from the General Fund • Urban Land Institute (ULI) Advisory Services panel issued initial findings and recommendations in June; issued final report in October 2009 13 Key Focus Area: Clean, Healthy Environment Dallas provides a Clean, Healthy Environment meeting the needs of the present while enhancing opportunities for future generations. STRATEGIES Municipal Leadership Support environmental efforts through the enforcement of and adherence to health and environmental regulations • Enhance and effectively enforce City Codes and ordinances regarding health and the environment • Improve City operations and purchasing policies to reduce environmental impact • Comply with all federal, state and local regulations regarding health and the environment • Identify services that will create and establish collaborative efforts and synergies of a similar nature Regional Collaboration Work with surrounding municipalities and businesses to improve the quality of the environment • Enhance community livability through sustainable transportation solutions • Take a leadership role in implementing and tracking control strategies for emissions reductions in the SIP approved in 2008 • Encourage development which connects pedestrian, bike, transit and road facilities, and expand transportation modal choices • Utilize a regional approach to enhance current water resource planning • Partner and support provision of cost-effective health services by Dallas County and other providers • Identify services that will create and establish collaborative efforts and synergies of a similar nature Environmental Initiatives Promote positive environmental behaviors and practices by the City of Dallas and its residents • Develop and implement initiatives to increase public awareness, education and training related to the City’s environmental program • Enhance natural settings and preserve open space such as parks and natural environments • Engage businesses and residents to promote sustainability and environmental stewardship, and reduce emissions and other environmental pollutants • Identify services that will create and establish collaborative efforts and synergies of a similar nature Community Enhancement Enhance the health of Dallas residents and the quality and livability of their neighborhoods • Improve neighborhood cleanliness by promoting citizen involvement in code compliance and environmental crime prevention • Encourage sense of community pride in neighborhoods through programs such as home repairs and street beautification projects • Provide education on healthy lifestyles and natural resource stewardship • Create safe/secure environment for the homeless, including housing opportunities and support services • Identify services that will create and establish collaborative efforts and synergies of a similar nature 14 Key Focus Area: Clean, Healthy Environment OBJECTIVE 1 Increase household recycling INDICATOR Increase from 8.2 lbs per month in 2006 to 30 lbs per month by end of FY 11 PROGRESS • All households have been converted to OneDay Dallas • Household recycling has increased from 21.4 lbs in FY 08 to 24 lbs per household for FY 09 OBJECTIVE 2 Reduce water consumption INDICATOR • Reduce from 212 gallons per capita per day (GPCD) in 2004 to 197 GPCD by 2011, with an additional 5% reduction by 2016 • Educate the public about Dallas’ water conservation & achievements; make 8,500 face-to-face contacts per year and achieve 12 million media impressions per year • Complete update of Water Conservation strategic plan in FY 10 to include additional methods that encourage reduced consumption PROGRESS • GPCD was: • 180 in 2009 (surpassing 2016 goal) • 197 in 2008 (meeting 2011 goal) • 190 in 2007 (due to high rainfall) • 224 in 2006 (due to drought) • Dallas Water Utilities, Sanitation Services and Public Works & Transportation partnered to present environmental educational programs & tours attracting over 10,700 participants • Dallas teamed with Tarrant Regional Water District on the “Save Water” campaign, leveraging an additional $650K towards 238 million “media impressions” on TV, internet, billboards & print OBJECTIVE 3 Produce a “Cleaner” city INDICATOR 7% reduction in Top 3 Code Compliance Requests by end of FY 11 PROGRESS • Top 3 Code Compliance service requests FY 09: • High Weeds: 37,723 • Litter: 21,723 • Obstruction Alley/Sidewalk/Street: 13,907 • Total Code Compliance cases worked—124,810 • Change in requests from FY 08: • High Weeds increased 9.5% • Litter increased 7% • Loose Aggressive Animals increased 27% • Dead Animal reduced 10.9% (was in top 3 for FY 08) 15 Key Focus Area: Clean, Healthy Environment OBJECTIVE 4 Green Initiatives INDICATOR • Award the MEEA: Mayor’s Environmental Excellence Award • Provide educational seminars and kits to 1,200 residents • Maintain renewable energy purchase at 40% • Craft city policy to facilitate community gardens • Weatherize 400 low-income homes by FY 11 • Reduce greenhouse gas emissions by 7% (from 1990 levels) by 2012 • Meet State-mandated 30% energy reduction by 2013 (from 2006-2007 baseline) PROGRESS • First “MEEA” given in April 2009 to encourage environmental responsibility in schools, businesses & communities • Through Sustainable Skylines Initiative: • Energy Efficiency and Water Conservation kits to be provided to Dallas citizens to encourage conservation of resources and assist in reducing household costs. Through FY 09, 293 citizens have participated in educational seminars and received kits • 10 Silver LEED green homes completed with Habitat for Humanity at Frazier Court (40 total to be built) • Lake Highlands Community Garden expanded 1400 sq ft from 32 to 90 plots and added a donation garden to support local charities • Dallas is nation’s 2nd largest municipal purchaser of “green” power; continued commitment to purchase 40% renewable power or nearly 334 million kilowatt-hours (kWh) • Continued GreenDallas.net, a resource for citizens to encourage & promote Dallas’ green efforts • Awarded $12.8M in Recovery Act funds to establish a residential weatherization/ energy efficiency program and a municipal facility retrofit program • Drafted a greenhouse gas emission inventory on GreenDallas.net to determine the source and location of City of Dallas emissions and community-wide emissions • Reduced energy usage at City facilities (accumulated reduction from 2007 baseline): • FY 08 (-0.5%) • FY 09 3.6% OBJECTIVE 5 Reduce chronic homeless INDICATOR • Reduce chronic homelessness by 10% each year through 2014 • Develop permanent supportive housing: Year # of Units 2009 250 2010 150 2011 100 2012 100 2013 100 PROGRESS • In January 2009, Dallas had 601 chronically homeless; in 2008, there were 611 chronically homeless individuals • 50% reduction in the number of chronic homeless individuals in Dallas since 2004 16 Key Focus Area: Clean, Healthy Environment OBJECTIVE 6 Green Building INDICATOR Adopt and implement wider green build policy PROGRESS • Council passed the Green Building Ordinance in April 2008 • Following the path that Council set for the Green Building Ordinance: • Phase 1 effective October 1, 2009 • Phase 2 to be effective October 1, 2011 • Green Building Policy for City-owned facilities (adopted 2003): All buildings over 10,000 sq ft are designed to LEED Silver standards; • FY 09 LEED Certifications: 2 Gold 1 Silver Total since 2003: 10 LEED Certifications 4 Gold 5 Silver 1 Certified 28 other green facilities at various stages of design, construction, and certification OBJECTIVE 7 Graffiti Abatement INDICATOR Provide anti-graffiti education to kids through Library Teen Centers PROGRESS 300 students served during Q1 FY 10 through Neighborhood Libraries OBJECTIVE 8 High Speed Rail INDICATOR Draft initiative to support President’s national objective PROGRESS Draft and adopt Council resolution by end of FY 2010 17 Key Focus Area: Clean, Healthy Environment OBJECTIVE 9 Improve quality of air INDICATOR • Take a leadership role working with regional partners to reduce the number of ozone exceedence days by 5% • Reduce the use of cars via making the city more pedestrian & bicycle-friendly PROGRESS • EPA approved the DFW SIP in 2008 • Ozone Season (May 1—October 31) number of days exceeded permissible levels of the criteria pollutant ozone for the North Texas Air Quality Region: • 2009 Season: 12 days • 2008 Season: 30 days • Since 2001 there has been a 60% reduction in exceedence days • Continued City’s ozone & climate change reduction activities during Ozone Season: • “No Idling” ordinance in effect • GreenRide for City employees saved 11.6 million miles and 5,348 tons of emissions in 2008 and 12.2 million miles and 5,395 tons of emissions in 2009 • Recovery Act funding to establish Green Building Office in the Department of Sustainable Development & Construction • Complete Streets Policy in development; proposed adoption date is May 2010 18 Key Focus Area: Culture, Arts & Recreation A city where citizens and visitors experience and enjoy the benefits of a vibrant, innovative, diverse and collaborative system of cultural, arts and recreational opportunities. A city where people can GO and be enriched, ENGAGE in activities, can CONNECT with others. A city where people enjoy where they live, work and play. STRATEGIES Destinations Develop, support and enhance the destinations where people GO to encounter cultural and recreational activities so as to ensure safety, upkeep and relevance for the future • Provide appealing, accessible, and safe venues • Continue to foster inter-departmental collaborations and/or promote cooperation with public and private organizations • Increase attendance throughout destinations as it relates to accessibility of programs and venues • Continue to support the City’s green initiatives Programs Create and maintain signature programs that use all available human and material resources in traditional and non-traditional ways to ENGAGE people and their participation • Utilize City resources efficiently and effectively • Embrace continuous improvement, technological trends, and diverse experiences • Enhance programming by identifying and supporting individuals and organizations that bring unique talents to the citizens and visitors in Dallas • Support cultural, art and recreational programs that enhance the quality of life for all citizens of Dallas Marketing Attract & engage local, national and international audiences through effective marketing and communication efforts to CONNECT all aspects of the community • Provide accurate and accessible information using appropriate media • Allow customers the opportunity to provide input on meeting their needs and making programs successful • Promote programs to increase local, national and international exposure • Promote and support volunteer opportunities and citizen participation 19 Key Focus Area: Culture, Arts & Recreation OBJECTIVE 1 Continue to develop Fair Park as a successful, year round venue by FY 11 INDICATOR • Increase non-State Fair attendance 2% by FY 11 • Bring at least 4 additional events to the Cotton Bowl • Develop a marketing plan for Fair Park rental facilities resulting in a 5% revenue increase (buildings, food and beverage) by FY 11 • Partner with Friends of Fair Park in promoting events and marketing Fair Park museums and attractions by FY 11 PROGRESS • Fair Park total attendance for FY 09 5.5 million (increase of 1.96% over FY 08) • Renovations and New Openings Completed in FY 09: • African American Museum • Esplanade Fountain renovations • Hall of State renovations • Texas Discovery Gardens Butterfly House opened • Women’s Museum • Public Art pieces installed • DART Green Line opened • Aquarium Renovations to be completed in 2010 • 2010-2011 new events: • Baylor vs. Texas Tech football confirmed for Fall 2010 • Dallas Football Classic proposed for January 1, 2011 • Fair Park and Friends of Fair Park collaborated on the re-dedication and opening of the Esplanade in December 2009, which included press coverage of the new show fountain, re-installation of the Tenor and Contralto statues, and the opening of the Fair Park in Lights for 2009 OBJECTIVE 2 Complete the Library Master Plan INDICATOR Complete the master plan by 2012 • Plan approved in 2001 and $101.7M has been approved in bond funding PROGRESS Library Improvement Projects in FY 10: • Pleasant Grove replacement branch and Prairie Creek new facility both under construction with openings planned for Fall 2010 • White Rock Hills, Vickery Meadows, Highland Hills, Forest Green, North Oak Cliff, Polk Wisdom, Park Forest and various floors of the Central Library are in various stages of planning, site acquisition and/or design 20 Key Focus Area: Culture, Arts & Recreation OBJECTIVE 3 Develop marketing plan for City's major cultural and recreational aspects by 2011 INDICATOR • Review & assess departments’ marketing efforts to determine efficiencies and partnership opportunities in order to maximize outreach while remaining cost effective • Institute use of social media (Facebook & Twitter) as well as viral video marketing and e-marketing tools as cost efficient delivery methods for FY 11 PROGRESS • Executive Marketing Taskforce formed in September 2008 • City-wide Brand Identity assessment was conducted during Phase I of plan • Phase II is now underway which includes fundraising to complete Brand Identity project OBJECTIVE 4 Implement Trinity River Project INDICATOR • MDCP • Levee Remediation Plan • Phase II Trail Construction • Soccer Complex PROGRESS • Opened/Completed • Trinity River Audubon Center and Fast Track Overlook—October 2008 • Construction of Lower Chain of Wetlands—October 2008 • Forest Management Plan • Trinity Parkway Supplemental Draft Environmental Impact Statement (EIS) completed and Public Hearing Held; Work continues on the EIS • 1,400 acres Simpkins tract acquired • Construction continues on the Upper Chain of Wetlands; Margaret Hunt Hill Bridge; Moore Park Gateway Phase I; Texas Buckeye Trail (hard surface); Trinity Trail Phase I; Soft surface trails in Rochester Park • Design continues for Moore Park Gateway Phase II, Trinity Trail Phases II and III, IH-20 Gateway, Joppa Gateway • Design nearly complete for Baker and Pavaho Stormwater Pump Stations • Design complete for Standing Wave Whitewater Course OBJECTIVE 5 Improve citizen impression of parks INDICATOR Improve ratings of parks as “good” or “excellent” to 65% by 2011 PROGRESS • In the 2009 Citizen Survey: Park and recreation services rated most important are… 1. City Parks 2. Walking/biking trails in the City 3. Parks appearance/maintenance • 62% rated parks as “good” or above, up from 55% in 2007 • 65% rated accessibility of parks “good” or above • 59% rated appearance / maintenance of parks as “good“ or above 21 Key Focus Area: Culture, Arts & Recreation OBJECTIVE 6 Take steps to establish a "world-class" downtown venue with activities INDICATOR • Enhance the position of the Dallas Farmers Market (DFM) as a destination venue by 2012; increase attendance by 10% per year • Build the D2 light rail line by 2016; complete development of Arts District Master Plan • Open the UNT Law School in 2011; UNT Harwood facility renovation by 2012 • Build the downtown parks PROGRESS • DFM cumulative attendance estimate is two million; opened Shed 2 with 30% of shed under agreement; two restaurant spaces under construction; new applications for space have been accepted • DFM sheds 1, 3 & 4: Sale of total $6.6 million in bonds • Public Hearings on the preferred rail alignment began January 2010; DART adoption of D2 light rail planned in early 2010 • Arts District development is on time and on budget; major facilities opened in October 2009; City Performance Hall by 2011 • Downtown Parks: • Main Street Garden completed November 2009 • Woodall Rogers deck construction began October 2009; Park plans bidding in May 2010 • Belo Garden construction begins in 2010 • Land acquisition for Pacific Plaza complete by Summer 2010 22 Key Focus Area: Educational Enhancements Recognizing that education is the foundation for achieving prosperity, health and well-being, the City of Dallas supports lifelong learning opportunities through partnerships with agencies throughout the Dallas community and beyond. STRATEGIES Access & Facilities Promote access to information and learning opportunities and create sound infrastructure that can accommodate the learning needs of various populations • Utilize existing facilities for easy access and proximity (supplement to and partnership with neighborhood organizations and community centers to enhance continuous learning) • Enhance residents’ capability to use technology to access educational opportunities • Promote coordinated planning and alternative forms of transportation to allow increased physical access to educational facilities • Construct and maintain facilities (such as libraries, black box theaters and athletic venues) which are comfortable and appropriately equipped • Create and sustain a safe physical environment free of hazards and distractions • Increase opportunities for residents to provide input and/or feedback regarding accommodations/needs Motivators Provide or support positive opportunities (such as mentorship) to attract Dallas youth into learning environments • Offer direct programming (such as athletics, cultural and arts-based activities) • Promote mentorship and other positive role model development • Provide encouragement for completing formal education • Provide rewards for participation in learning opportunities, such as scholarships, internships or the prospect for high-quality employment Community Capacity Recognize and build upon existing community capacity to promote the value of learning • Solicit support from the business community • Plan for the future in conjunction with the various educational institutions in and around Dallas • Partner with similarly focused entities to solicit private, state and federal funding • Advocate and/or encourage individual and group volunteer opportunities • Provide opportunities for youth leadership and voice in the community decision-making process • Promote job training/work-study opportunities for high school students • Provide opportunities for retraining and workforce development for adults Outside the Classroom Prepare Dallas residents to actively engage in the learning process through targeted programming • Facilitate involvement of the entire family in a child’s education • Increase a child’s probability of success in school (e.g. pre-literacy) • Encourage partnerships between area educational institutions and informal learning venues (e.g. GED completion) • Provide quality, wide-ranging and outcome-based programming for children and youth • Enhance the community's ability to serve targeted populations by engaging parents and caregivers (PTAs, City liaison to Dallas Independent School District (DISD) ) 23 Key Focus Area: Educational Enhancements OBJECTIVE 1 Assist DISD INDICATOR • Develop staff committee to work with DISD in FY 10 on: • Truancy • Security • Infrastructure • Improve infrastructure to assist students with getting to school; utilize Safe Routes to School funding to complete sidewalk construction for 15 DISD schools by Jan 2012 PROGRESS • Daytime curfew ordinance took effect with 2009-2010 school year: • DPD truancy pickups for September—December 2008 = 1,381 • DPD truancy pickups for September—December 2009 = 949 • City applied for funding for 15 additional schools under the Safe Routes to School Program: • Currently 12 sidewalk projects in design at 15 schools • Construction scheduled to start August 2010 OBJECTIVE 2 Pursue Tier One research university in Dallas by 2018 INDICATOR Encourage Texas Legislature to dedicate targeted resources to this effort by 2011 PROGRESS • Legislation signed June 2009 provides immediate funds to seven “emerging universities” to pursue Tier One status; group of seven includes UNT, UTD, and UTA. • Proposition 4 passed in November 2009 which created long-term funding for the seven “emerging universities” OBJECTIVE 3 Continue after-school programs in parks & libraries and Every Child Ready to Read INDICATOR Increase number of students in after-school programs by 2% in FY 11 PROGRESS • 5,291 students assisted in Library (Teen Centers, Homework Hotline, Job Resource Center) in FY 09 • 1,900 students per month in Park after-school programs; 29,000 programming hours provided in FY 09 • 18,224 children impacted in FY 09 by Every Child Ready to Read, up from 4,851 children in FY 08 (first year of program) 24 Key Focus Area: Efficient, Effective and Economical (E3) Government An innovative, responsible and customer-focused government working collaboratively to provide excellent services that will visibly enhance the quality of life in Dallas. STRATEGIES Accountability Ensure business practices are conducted in a professional manner • Utilize benchmarking in performance measurement • Adhere to legal and regulatory requirements and professional standards • Provide an open and transparent business environment • Manage information through use of technology and print records Enhanced Customer Communication Engage customers through innovative methods of communication • Increase interaction with the community • Proactively use media outlets • Provide high quality, timely information to decision makers • Enhance internal and external customer service • Implement new or enhanced technology • Use effective methods of communication (traditional and non-traditional) • Obtain and use customer feedback Continuous Workforce Development Provide a knowledgeable and customer-focused workforce that reflects the diversity of Dallas • Offer an appropriate total compensation package, including emphasis on wellness/fitness programs • Provide innovative training and professional development • Invest in frequent, specific, and timely employee recognition • Utilize innovative recruiting strategies particularly focusing on achieving comparability of workforce and community population percentages • Continue the diversity training program • Evaluate and analyze employee competencies Resource Management Procure and manage resources to deliver efficient and economical services • Efficiently procure resources • Utilize performance-based contract management • Continue to promote diversity among City vendors, including opportunities for small businesses • Anticipate appropriate level of resources • Address maintenance and replacement schedules • Buy "green" and environmentally friendly goods and services • Employ process improvement methods • Forecast and manage revenues and expenditures • Minimize risk and liability Long-Range Strategic Planning Establish a clear direction for City government • Develop, implement and update long-range strategic plans • Ensure strong leadership through implementation of succession plans • Market a unique brand that identifies and promotes the City of Dallas • Leadership training for Board and Commission members as future leaders 25 Key Focus Area: Efficient, Effective and Economical (E3) Government OBJECTIVE 1 Increase value for tax dollar INDICATOR • Increase the percent of residents stating they somewhat to strongly agree that they receive good value for their City tax dollars from 39% in 2007 to 50% by 2011, increase by 10% every other year • Review long-term effects of short-term budget decisions in February 2010 PROGRESS In the 2009 Citizen Survey, 39% of citizens “Somewhat” to “Strongly Agree” that they receive good value for their tax dollars OBJECTIVE 2 Reduce the perceived disparity of level of service INDICATOR Reduce the citizen’s perception of the disparity of the level of service among the Council Districts from 17 points in 2007 to 9 points in 2011 PROGRESS In the 2009 Citizen Survey, data indicates a 15 point disparity in level of service among council districts OBJECTIVE 3 Build pride in City’s neighborhoods INDICATOR Increase volunteerism by 2% in FY 11 PROGRESS 272,052 volunteer hours provided to City in FY 09 (FY 09 was the first year this was calculated) OBJECTIVE 4 Increase citizen satisfaction INDICATOR • Increase the percent of residents rating the overall quality of City services (and responsiveness) as “Good” or “Excellent” from 48% in 2007 to 60% by 2011, increase by 10% every other year • Recalibrate citizen expectations in service delivery due to budget changes in FY 10; review Service Level Agreements in consolidated services began Q1 FY 2010 PROGRESS In the 2009 Citizen Survey, 62% of citizens rate the quality of services provided by the City as “Good” to “Excellent” 26 Key Focus Area: Efficient, Effective and Economical (E3) Government OBJECTIVE 5 Increase business customer satisfaction INDICATOR Increase the number of business customers who rate the City of Dallas “Good” or “Excellent” as a place to do business to 88% by 2010 PROGRESS In the 2008 Business Survey, 85% of business customers rate Dallas “Good” to “Excellent” as a place to do business OBJECTIVE 6 Maintain bond rating INDICATOR Maintain the City's financial position of Aa1 in 2007 through 2011 PROGRESS City’s current General Obligation bond ratings are Aa1 (Moody’s) and AA+ (Standard and Poor’s) 27