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Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
1
Economic development grant proposal to support emerging development opportunities in
North Oak Cliff
Economic Development Committee
December 6, 2010
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
2
Purpose
Review the proposed economic development grant agreement in support of the initial phase of the Bishop Arts Village project.
Obtain Economic Development Committee approval for consideration of the agreement by City Council on December 8, 2010.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
3
Overview
Urban revitalization is underway in the North Oak Cliff area as seen in the success of the Bishop Arts retail district and new businesses throughout North Oak Cliff.The area is still transitioning and City support will be needed to encourage new housing and mixed-use development.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
4
Overview
Getting “in front of the market” in emerging areas will allow for more coordinated development.A potential multi-phased project would build on the success of the Bishop Arts District and provide linkages to the Jefferson Boulevard and Davis Street corridors is in the conceptual stages.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
5
Bishop Arts Village – Phase I
Bishop Arts Village, LLC (an affiliate of Exxir Capital) has already invested $5 million in property acquisition in the area.The initial phase of a
proposed Bishop Arts Village project involves project feasibility evaluation, due diligence, and land assembly.Locations throughout the
“garden district area” of North Oak Cliff are being considered.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
6
Economic Development Grant Agreement
A proposed Chapter 380 economic development grant in the amount of $2,000,000 from 2006 General Obligation Bond (Prop 8) Funds would support Phase I of the Bishop Arts Village project.Funds would be used for the acquisition of real property and related due diligence costs.The grant is conditional and subject to the following:
• Developer agrees to assemble property for future development, conduct due diligence as required, and develop a project scope for Phase II vertical development.
• The City and Owner will work to finalize the project scope and future phasing upon completion of the above.
• If the developer does not move ahead with a Phase II vertical development or cannot reach an agreement with the City on the vertical project scope and phasing by December 31, 2015.
• Developer agrees to give the City collateral property or the cash equivalent equal to the $2 million City grant.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
7
Economic Development Grant Agreement continued
This conditional grant allows for continued negotiations towards a larger pedestrian oriented village project.Additional incentives will be needed for future phases to support redevelopment costs such as utility upgrades, streetscape and public open space improvements, demolition, and historic façade restoration.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
8
Future Programs to Consider
During the course of Phase I, staff and the developer will evaluate the potential to create a tax increment financing district (TIF District).Other financing programs that may be considered include additional general obligation bond funding, the City of Dallas Regional Center (CDRC), New Markets Tax Credits (NMTC), and programs through the City’s Housing Department.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
9
Bishop Arts Village, LLC –Background
Bishop Arts Village LLC (BAV) has been incorporated in Texas for the sole purpose of developing the Bishop Arts area of North Oak Cliff, Dallas.BAV’s principals, designers and city planners share an average experience of over 30 years in all aspects of real estate (acquisition, finance, development, construction, management and syndication) in markets the world over.The BAV team has collectively sponsored, structured or executed real estate transactions, in Europe, Asia and USA, totaling 25 million square feet and approximately $3 billion in value, involving residential, retail, office, and multifamily (See Appendix for more background).
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
10
Bishop Arts Village, LLC –Background continued
One example of the BAV group members’ involvement in a successful public-private partnership includes the Paseo Nuevo project in Santa Barbara, CA.In partnership with the City’s Redevelopment Authority, an overall vision was set to create a shopping and gathering destination in a once blighted area of downtown Santa Barbara.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
11
Bishop Arts Village, LLC –Background continued
Paseo Nuevo, according to City staff, has been an economic engine for the City of Santa Barbara and property tax revenues in the downtown corridor have continued to grow.The new retail buildings were designed to be integrated into the existing downtown urban fabric.Both residents and tourists visit this destination.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
12
Recommendations
The following actions are recommended:• Approval of an economic development grant agreement
pursuant to Chapter 380 of the Texas Local Government Code in accordance with the City’s Public/Private Partnership Program – Business Development Grant Program with Bishop Arts Village, LLC related to the acquisition of real estate and development of property in the City of Dallas.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
13
Appendix
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
14
Bishop Arts Village LLC – Additional Background
Principals behind the Bishop Arts Village, LLC (BAV) are a family investment trust in partnership with many enterprises, experts, and professionals and have successfully instigated, financed, and invested in a host of projects including buying, renovating, developing real estate, as well as funding, seeding and investing in new ventures. The group has structured over 25 million square feet of real estate transactions around the world with an approximate $3 billion in value through family-owned vehicles.BAV is also a family investment company which has been formed in the same manner to partner with the best professionals and experts while bringing its own expertise and investment resources to infill neighborhoods in Dallas’s southern sector.
Office of Economic DevelopmentWWW.DALLAS-ECODEV.ORG
15
Bishop Arts Village LLC – Additional Background continued
Notable Development/Re-Development Projects include:• Harrow on the Hill – Office Development (Harrow, London, UK) • 7 Old Park Lane – Mixed-Use Renovation (Mayfair, London, UK) • Paseo Nuevo – Mixed-Use Town Center (Santa Barbara, CA) • The Charles – Residential Condo Tower (Upper East Side, NYC, NY) • Picachio Ln – High-End Residential (Montecito, CA) • Archstone Tech Ridge – Multi-Family (Austin, TX)
Other Companies: • Blue Rock Real Estate – A national real estate firm (A family corporation) • New World Coffee/Einstein Bros – Concept/Funding/IPO/Acquisition/Disposition (639
Coffee/Bagel Franchises - Publically Traded) • Vsource Inc. – Venture Capital/BPO/Disposition (Global B2B process outsourcing )
Memorandum
CITY OF DALLAS
Dale: December 3, 2010
To: City Council Economic Development Committee: Ron Natinsky (Chair) , Tennell Atkins (Vice Chair), Jerry R. Allen, Dwaine Caraway, Sheffie Kadane, Linda Koop, Ann Margolin, Steve Salazar
Subject: Building Inspection Enterprise Fund
On Monday, December 6, 2010, the Economic Development Committee will be briefed on the recommended adjustments to the Building Inspection Enterprise Fund. A copy of the briefing Material is attached for your review.
If you n ed further information please call Theresa O'Donnell at 214 670-4127 .
. Gonzalez istant City Manager
c: The Honorable Mayor and Members of the City Council Mary K. Suhm, City Manager Deborah Watkins, City Secretary Thomas Perkins, City Attorney Craig Kinton, City Auditor Judge C. Victor Lander, Judiciary Ryan S. Evans, First Assistant City Manager Forest Turner, Assistant City Manager Jill A. Jordan, P.E ., Assistant City Manager Jeanne Chipperfield, Chief Financial Officer Theresa O'Donnell. Director Sustainable Development & Construction Karl Zavitkovsky, Director, Office of Economic Development Hammond Perot. Assistant Director, Office of Economic Development Helena Stevens-Thompson, Assistant to the City Manager
1
Sustainable Development and Construction –
Enterprise Fund
December 6, 2010
Building Inspections Enterprise Fund Task Force
2
Purpose
To review the BI Task Force discussions and recommend adjustments to the existing Building Inspection Enterprise Fund fee ordinance
3
Covered in this briefing
Background
Committee Work
Recommendations
4
What is the Building Inspection Enterprise Fund?
Building Inspections Enterprise Fund is used to pay for functions in:
Building Inspections Office
Zoning/Historic Division
This fund is distinct and separate from the General Fund.
It is a fund that is fully supported by the fees that are collected for the services it provides
Each year, the Enterprise Fund establishes revenue-based fees to provide service to the development and construction industry and support the operation of the department
The Enterprise Fund consists of 146 employees with an annual budget of $16.5M
5
Overview Building Inspection
The Building Inspection Office is approximately 122 employees who work to keep the public safe by ensuring compliance with construction standards
Services provided include:−
Issuing building permits and Certificates of Occupancy−
Reviewing and approving site and construction plans for compliance with zoning and building codes
−
Researching information about development activity, past uses on property, allowed uses, etc.
−
Performing construction inspections−
Responding to Open Records Requests
6
Overview Zoning/Historic Division
This division consists of 24 employees who facilitate growth and
development in Dallas by: −
Reviewing and processing-
zoning requests, SUPs, variances, special exceptions, street name changes, plats, development code amendments and other miscellaneous land use applications
−
Maintaining the official zoning maps and providing all legally required notification
−
Providing staff support for the Council Transportation and Environmental Committee, City Plan Commission, Board of Adjustment, Landmark Commission, the Zoning Ordinance Advisory Committee, and other affiliated subcommittees and task forces
(Long Range Planning is not included division and is funded thru
the GF)
7
Impact of the Economic Downturn on the Enterprise FundFunding and revenues declined much greater and
faster than workload, from 2007−Overall permit workload decreased by 9.27 %−Construction valuation decreased 45.42 %−Staffing levels were reduced by 51%
$1,000,000,000
$1,500,000,000
$2,000,000,000
$2,500,000,000
$3,000,000,000
$3,500,000,000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Tota
l Per
mit
Valu
atio
n
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Tota
l Num
ber o
f Per
mits
Total ValueTotal Permits
8
Impact of the Economic Downturn on the Enterprise Fund
9
Impact on the Current Budget and Staffing Levels
With a staff reduction of 51% and an overall workload reduction of 9.27%;
−Staffing assignments and allocations were adjusted to address most critical workload
−Core functions were prioritized
−All specialized services were eliminated
10
Impact on current budget and staffing levels
Significant and sudden reduction in staff has resulted in a sharp increase in customer complaints and dissatisfaction− Length of time to review and approve
construction plans increased − Length of time to review and process zoning
cases increased − Length of time to provide inspections increased−Staff not readily accessible for consultation,
information requests and reviews−Continued demand/expectation for services that
were eliminated
11
Zoning/Historic Division
Additional impact of uncompensated work
Accounts for 27% of regular agenda items on zoning docket (09/10 budget year)
Plus there exists a multi-year backlog of authorized zoning requests
Plus entire Landmark Commission docket, accounting for approximately $600,000 worth of staff resources
The difference between zoning revenues and zoning costs is more than $2M annually
At the same time, paying customers are experiencing longer and longer delays
12
Professional Staff / Fee Caseload Levels
07/08 09/10 Change
Zoning staffcaseload
6214
3152
-50%-29%
Plat staffcaseload
3447
1211
-
66%-
52%
BDA staffcaseload
1.5192
1129
-
33%-
33%
Historic staffcaseload
7722
2507
-
71%-30%
13
Uncompensated vs. Revenue Zoning Case Load
13
0
50
100
150
200
250
'06/07 '07/08 '08/09 '09/10
TotalNo Fee
14
Uncompensated Landmark Case Load (CA’s)
14
0
100
200
300
400
500
600
700
800
'06/07 '07/08 '08/09 '09/10
TotalNo Fee
15
Compounded impacts
Growing number of paid cases outstrips staff capacity to process
Delays for accepting and scheduling paid zoning cases has peaked at 4 months, extending the overall time to almost 1 year to completion
Uncertain and unpredictable hearing date schedules have frustrated customers and jeopardized important economic and public projects
16
Direction from Council
During the budget deliberations in late September 2010, Council suspended fee adjustment and directed staff to continue meeting with industry representatives to discuss proposal
Fee adjustments have not been enacted
17
Building Inspections Taskforce
Appointed by the City Manager in late September
Began meeting in early October
5 large committee meetings were convened
Smaller subgroups were created to have in-
depth discussions on specific topics
In all, more than 20 city hosted meetings have taken place
Industry has met privately many more times
18
Building Inspections Taskforce
TREC
GDHBA
Texo
Black Contractors
Hispanic Contractors
Preservation Dallas
Zoning Consultants
Permit Consultants
Landmark Commission
South Dallas representative
Meadows Foundation
AIA
CEC
NTCAR
NAIOP
USGBC
CHDOs
ISDs
Oak Cliff Chamber
Greater Dallas Chamber
Dallas Black Chamber
Hispanic Chamber
North Dallas Chamber
19
Major findings of the committee
Resources were reduced much more than workload resulting in significant problems
Pressures on the general fund budget have resulted in the enterprise funds paying for all services they receive from other city forces
Not all work performed by enterprise fund employees is paid for
Questions were raised regarding appropriateness of some fees
20
Major findings of the committee
Enhancements to this operation will take months, if not years, to adequately address
Immediate changes are possible and advisable
At this time, volume of backlogged work dictates that priorities must be established
Most of the recommendations received consensus
21
Major Findings
In order to stay focused on this issue, a standing industry committee is recommended
Same composition as current committee structure
Guided by 2 co-chairs (one staff/one industry)
Ability to offer joint or minority recommendations
Monthly meetings for initial year
*(Additional committee information provided in the appendix)
22
Immediate Actions
Reconstitute a modified expedited processing menu for customers to use if they so choose
Hire all existing vacancies
Institute a “chess clock”
timing procedure for
building plan review and zoning cases
Refine production metrics and desired response times
Prioritize backlog of work for processing
23
Establishing Priorities
Due to the volume of work and lengthy processing times, the backlog of work must be prioritized to ensure key economic projects and important public projects are not jeopardized
As a stop gap measure, cases in both zoning and building permits will be given priority in scheduling and processing
The criteria for these projects is being developed. Committee input is being sought at this time.
24
The Differences
Additional staff recommendations not receiving consensus
Institute fees as originally proposed, with the exception of reducing Historic/Conservation fee increases by one-half and instituting the Q-Team related fees as described in the appendix
Additional fee modifications will be proposed in the upcoming budget deliberations.
25
The DifferencesAdditional recommendations of citizen members
Institute the recommended fee increases proposed by staff (and modified with respect to the Q-Team) provided that:
−
Historic Preservation fees not be imposed, but costs to be absorbed by the General Fund in the current fiscal year; and
−
In the following fiscal years, the Council is to provide for a funding source outside the BI/Planning fees sufficient to cover services being provided by the department which are not currently charged, such as authorized hearings, other governmental zoning cases, and historic preservation.
26
Staff Recommendation
To adopt the consensus recommendations for immediate action and fee adjustments
To adopt additional recommendations as proposed by staff in regards to “differences”
27
Questions?
Effective Business Strategies for Sustainable Growth
28
Appendices−BI Task Force Committee report−Summary of fee changes− Proposed fees−Current fee schedules−Workload indicators−Current uncompensated workload
29
BI Task Force Recommendations
The City’s planning and building inspection functions are critical to a successful economic development program. As such, these activities must be adequately funded, efficiently run, and appropriately priced.
Currently, these functions are overwhelmed causing unacceptable delays in processing, unreasonable expectations of performance, and frustrations for all involved.
Industry representatives and key staff recognize this situation will require a commitment to a sustained effort to work through these issues, some immediately actions to provide some relief, and acceptance of some guiding principles.
To this end, this report includes recommendations for:−
The creation of a staff/industry work group which will continue the efforts to improve the delivery of services in this area,
−
The adoption of immediate action steps,−
The request that the following guiding principles be recognized by all involved:
The development/construction industry should pay for the services rendered in this area provided that there are clear expectations of performance, efficiently provided, and are priced to cover the costs associated with the service delivered
The issue that there are significant amounts of service rendered
that are not currently charged nor provided with funding to provide them must be addressed−
All services should pay their fair share
As the work continues, the resources needed to develop additional recommendations will need to be provided by all of the participants, recognizing this
effort further burdens a very strained system
30
BI Task Force RecommendationsSpecific Recommendations
Create a standing Development and Construction Industry committee −
Follow the basic structure used with the current study group
Same representative organizations as are now in place
Two Co-Chairs (one staff, one from the industry)
Ability to have joint and/or minority recommendations
Monthly meetings for first year and then determine frequency in future years−
Topics to be addressed could include, as examples:
Work flow streamlining opportunities
Annual budget review/analysis
Privatization
Current year’s progress
Market comparison of fees
Furlough day management
Water and Sewer permitting process timing
Technology enhancements
Applicant education
Pre-development meetings
Help desk
Staff rewards program
Interdepartmental fees
Progress on production metrics
Cost for Authorized hearings
Quality and timeliness of services
Methodology of plan reviews
Funding for authorized hearings, Historic Preservation management, Governmental entities’
zoning changes, etc
Determining appropriate size of a fund balance for this enterprise fund
31
BI Task Force Recommendations
Reconstitute a Modified Expedited Processing Menu consisting with the following:−
A new Q-Team Review (replaces Express Plan) immediately where all trades
(10 trades or as needed for particular review) would meet with customer concurrently to review plans at a rate of $1,000/hr
Max fee will be set by category of work
See appendix
Fee will be assessed through contract until fee ordinance is approved−
A new Pre Q-Team Review Fee and Service
Flat fee to be developed by category
Availability of staff uncertain−
A Selected Review where the customer pays an hourly rate per trade ~ $200/hr−
Customer MUST request at time of permit application and only applies to regular plan review staff
−
An OT Review where customer would pay and hourly rate per trade for staff to work overtime for review ~ $250/hr above other applicable fees.
Considering supplementing with 3rd party for selected trade reviews
Coordinated through the City−
All Hourly fees are to cover face time (unless otherwise agreed by both parties) when services are rendered and will have a maximum charge
Other privatized work –
Green building plan review and inspections
32
BI Task Force Recommendations
Hire all existing vacancies immediately including the 14 new hires
Institute a “chess clock”
timing procedure for building permits and zoning cases
Refine production metrics and desired response times by January 30th−
Staff estimates for metrics have been provided (See BI performance improvement spreadsheet), but more work is needed to determine consistency
As a stop gap measure, prioritize top 20 “front of the line”
zoning projects−
Possible criteria:
Jobs created
Committed Investment
Signature project
Targeted investment areas
Governmental projects
Etc.
Recommendation to be developed
As a stop gap measure, prioritize top 20 “front of the line”
Building inspection projects−
Possible criteria:
Jobs created
Value of permit (construction costs)
Signature project
Targeted investment area
Governmental project
Etc.
Recommendation to be developed
Use $250,000 from fund balance to fund three additional planners
to deal with the backload
33
BI Task Force Recommendations
Additional actions/recommendations of staff, not receiving a consensus of the committee:
−
Institute the fees as originally proposed, with the exception of
reducing the Historical preservation fee increases by one half and instituting the Q-
Team related fees as described. Additional fee modifications will be proposed in the upcoming budget deliberations
Additional actions/recommendations of the citizen members of the
committee:
−
Institute the recommended fee increases proposed by staff (and modified with respect to the Q-Team fees) provided that:
Historic Preservation fees not be imposed, but costs to be absorbed by the General Fund in the current fiscal year; and
In following fiscal years the Council is to provide for a funding source outside the BI/Planning fees sufficient to cover services being provided by the department which are not currently charged, such as:−
Authorized Hearings−
Other governmental zoning cases−
Historic Preservation
34
Summary of Fee Adjustments
FY 10-11 Proposal –
Building Inspections
−
Full list of proposed fee adjustments included in the appendix
−
Core fees have NOT increased−
Limited number of specific fees have been analyzed and adjusted to move toward full cost recovery, i.e. re-
inspections−
Introduces a few new fees for work previously provided at no charge to the customer
35
Summary of Fee Adjustments
FY 10-11 Proposal –
Zoning
−
Create new fees to allow for accelerated zoning review−
Adjust fees to realize full cost recovery on “under-valued”
work, such as PD amendments−
Eliminate fee exemptions for certain types of uses, i.e. schools.
36
Building Inspection Proposed Fees for FY10-11
Permit Service/Justification
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)
Multi Family Development Permit Fee is based on the number of units
$215 per unit
$225 per unit $20,000
Register new types of contractors similar to those currently registered. Annual registrations to be required for: residential general, commercial general, concrete/ asphalt /paving, demolition, landscape contractors, commercial pool, fence, back flow testers contractors and energy code providers $0 $120 $457,200
37
Building Inspection Proposed Fees for FY10-11
Permit Service/Justification
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)Single Trade Permits $60 $100 $852,960
Building Inspection Board Fees for appeals to BI Board (Consistent with Board of Adjustment fees) $0 $600 $1,200Reinspection fee $25 $75 $144,760
Unauthorized cover up fee for any work concealed without first obtaining the required inspection $0 $200 $10,000
Expedited Priority Inspection (same day call BEFORE 2:00PM) $0 $250 $25,000
38
Building Inspection Proposed Fees for FY10-11
Permit Service/Justification
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)
Expedited Priority Inspection (same day call AFTER 2:00PM). Replaces current after hour inspection $173 $300 $30,000 After hour release for gas and electric $0 $50 $10,200
Record change on registrations $10 $30 $3,000
Temporary Certificate of Occupancy (CO) Extension (record change) $0 $30 $7,200
39
Building Inspection Proposed Fees for FY10-11
Permit Service/Justification
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)
Duplicate CO $0 $30 $4,500Parking agreement amendment/termination $0 $100 $600
Zoning determination letter (similar to zoning verification letter). This fee is only for the letter. Includes up to one hour of research time. $0 $100 $1,200
Zoning research only fee $0 $50 per hour $600
40
Building Inspection Proposed Fees for FY10-11
Permit Service/Justification
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)Plan reviews, site verification and inspections for installation or construction of signs $0 $75 $138,750 Pre-Development meetings: structure is less than or equal to 25,000 sq ft. $0 $250 $13,750 structure is greater than 25,000 and less than 50,000 sq ft. $0 $500 $27,500 structure is greater than or equal to 50,000 sq ft. $0 $750 $37,500
41
Building Inspection Proposed Fees for FY10-11
Green Plan Review/Conservation District Plan Review/Other Consultation/Zoning/Building
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)Consultations -
Fee per hour after free 20 minutes (in person meetings). Staff time required to guide applicants requiring this level of service. These fees do not apply to customers that come in to discuss an active permit application. $0
$50 per hour $7,500
42
Building Inspection Proposed Fees for FY10-11
Plan Reviews
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)Conservation District reviews when building permit is required; Covers cost of performing review (checking ordinance, copying plans, entering Posse information, correspondence with applicant) $0
5% of building permit valuation per application $30,000
Conservation District review when building permit is not required. *Online permit will be available free of charge for simple permit requests. $0
$25 per application $3,000
43
Building Inspection Proposed Fees for FY10-11
Plan Reviews
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)Overtime (OT) Review -
per trade (no meeting with staff required). Pays staff OT for plan reviews. Work assignments based on criteria that qualifies plan reviewer to work OT. $0
$250 per hour $12,500
Expedited Plan Review per trade $0$200
per hour $25,000
Historic District -
building permit surcharge for performing review (check ordinance, copy plans, etc.) $0
5% of valuation $12,000
44
Building Inspection Proposed Fees for FY10-11
Plan Reviews
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)Expedited Plan Review (no meeting with staff; partial team, less than 3 trades) $500 $600 $38,000Express Plan Review (includes meeting with all trades simultaneously, plus coordinator's time. Does not include permit application fees. (matrix sets caps) $500
$1,000 per hour $30,000
45
Current Planning Inspection Proposed Fees for FY10-11
Current Planning
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)
Eliminate fee exemptions for schools and governmental entities $0 varies $30,000Historic Districts -
Certificate of appropriateness review for "full process" (Task Force, Landmark Commission) cases only. $0
$150 SF/ $300 Com per case $39,000
Historic Districts -
Certificate of appropriateness review for Routine Maintenance cases only $0
$15 per case $4000
46
Current Planning Inspection Proposed Fees for FY10-11
Current Planning
Current Minimum Fee ($)
Proposed Fee ($)
Projected FY10-11
Additional Revenue
($)
Amendment to planned development district or institutional overlay district site plan and/or conditions only $0 varies $25,000
Certificate of demolition $0 $500 $15,000
47
Q-Team Maximum Fee Based on Square Footage
Square Footage Maximum Fee Hours−
0-10,000 $2,000 2hours−
10,001 -
50,000 $12,500 12.5 hours−
50,001 -
100,000 $27,500 17.5 hours−
100,001 and greater $50,000 50 hours
Flat Fee for Pre Q-Team Review by Square Footage
Square Footage Maximum Fee−
0-10,000 $500−
10,001 -
50,000 $750−
50,001 -
100,000 $1,000−
100,001 +
$1,250
48
Building Inspection Current Fees Schedule
49
Building Inspection Current Fees Schedule
50
Building Inspection Current Fees Schedule
51
Workload indicators
Fiscal Year 08/09 Fiscal Year 09/10
56 staff that completed 166409 inspections
42 staff that completed 156606 inspections
27 Permit Center staff served 31656 customers
17 Permit Center staff served 31848 customers
Staffing Variance
Workload Variance
25% 5.89%
37.04% 0.61%
17 Permit Center staff issued 27135 over the counter permits
27 Permit Center staff issued 26667 over the counter permits
28.36%
1.75%
67 staff issued 32749 total permits
48 staff issued 34197 total permits
37.04%
4.42%
67 staff processed 7105 CO applications
48 staff processed 6558 CO applications
28.36% 7.70%
52
Workload Indicators (continued)
Fiscal Year 08/09 Fiscal Year 09/10
35 staff served 9769 customers in Technical Services
Staffing Variance
Workload Variance
22.86 17.32%
17 staff completed 1184 regular plan reviews
100%
16.39%35.29%
68.81%
100.% undetermined
27 staff served 8077 customers in Technical Services
11 staff completed 990 regular plan reviews
10 staff completed 388 express plan reviews
0 staff completed *655 regular plan reviews
*During FY10 express plans reviews were absorbed by the same staff responsible for regular plan review.
7 call center staff answered 7021 calls
0 call center staff/ voice messaging to various sections
53
Uncompensated workCurrent cases for government partners and
non-profit agencies−
Z090-215
Dallas Housing Authority−
Z090-219
Dallas ISD−
Z090-220
Charter School−
Z090-224
Dallas ISD−
Z090-227
Charter School−
Z090-236
Dallas ISD−
Z090-237
Dallas ISD−
Z090-241
Dallas Housing Authority−
Z090-258
Charter School−
Z090-259
Dallas ISD−
Z090-260
Dallas ISD−
Z101-103
Duncanville ISD−
Z101-121
Charter School
54
Uncompensated work – public hearings authorized by CC or CPC
Active cases −
Z090-225
PDD 145−
Z090-256
PDD 708−
Z090-242
Greenville Ave−
Z090-243
Post Office
Open cases−
Z067-203
Trinity Gateway−
Z067-204
La Bajada−
Z089-163
Stevens Park−
Z089-222
Disney Streets−
Z101-109
PDD 37
55
Uncompensated work – pending authorized hearings
Henderson Avenue
Downtown pedestrian core
PD 595
Glen Heights RR
Old Renner
Deep Ellum
Park Estates CD
East Kessler CD
Jefferson Street
1-20 Dowdy Ferry
Southern Gateway
Southward Industrial
Jappa
Rochester Heights
Pemberton Hill
Ideal Neighborhood
South Lamar
Cadillac Heights
Skyline Heights
Tenth Street Bottoms
West Commerce Riverside
Westmoreland Heights
Commonwealth/Trinity
Irving Blvd/Regal Row
Stemmons
Crossroads
Luna Road/Walnut Hill
Forest Heights
56
Uncompensated work – active code amendments and revisions
Convenience Store with Drive-through
Community Gardens
Alternative Financial Institutions
Parking Issues (15)
Article X Tree Preservation
Neighborhood Stabilization Overlays
Conservations Districts
57
090 089 078 067 056 Total
Conservation Districts 2 1 3 6
Historic Overlay
LC Auth Hrg 2 4 5 4 15
General Zoning Change
City of Dallas 2 2
CPC Auth Hrg 2 1 2 5
Neighborhood Stabilization Overlay 1 3 2 1 7
Planned Development Dist
City of Dallas 3 1 2 6
CPC Auth Hrg 3 3 1 11 3 21
Housing Authority 2 1 2 5
DISD 17 3 6 1 5 32
DART 1 3 3 7
Dallas Co. Comm. College 1 1
RISD 2 2
Charter School (error) 1 1
List of Non Paying Items
58
090 089 078 067 056 Total
Specific Use Permit
City of Dallas 1 1 3 3 8
CPC Auth Hrg 3 1 4
Housing Authority 0
DISD 1 1
Charter School 10 7 10 8 8 43
Private School 1 1 3 4 7 16
DART 1 1 2 6 10
City of Mesquite 1 1
Dallas County 2 2 4
Dallas Co. Comm. College 2 2
C/FB ISD 2 2
Handicapped Group Dwelling Unit 1 1 2
Foster Home 1 1
Deep Ellum - original cases 5 19 2 26
Error 1 1
Specific Use Permit - auto renewal
Charter school 1 2 1 4
C/FB ISD 1
Housing Authority 1 1
Total non paying 42 28 43 65 58 236
Total cases 152 186 187 248 238 1011
Percentage 27.63% 15.05% 22.99% 26.21% 24.37% 23.34%
List
of
Non P
ayin
g I
tem
s
1
Omni Dallas Convention Center Hotel
Omni Dallas Convention Hotel Update
Economic Development Committee
December 6, 2010
2
Vision for Overall Development
• Make the Dallas Convention Center (DCC) more competitive
• Build another destination for Dallas• Increase the economic impact of the DCC• Enhance convention attendee experience• Develop hotel, restaurant, retail, cultural and
entertainment elements• Create a Lamar entertainment corridor by
– Improving connectivity from the DCC through downtown to Victory
– Extending the DCC’s influence into the Cedars
3
Highlights
• Project status• Safety • Number of jobs created
• DCC City Wide Bookings
• Omni Dallas Bookings• M/WBE utilization/capacity
building for local companies• Commitments and interest in
ancillary development• Positive profile creation
On time/On budgetNo major injuries/low accident ratio3000+ project jobs created800 permanent jobs projectedDoubled after Hotel announcement; best year of city wides in DCVB historyBooked over $60M in salesSuccessful and achieving goals
Growing interest and pending lease
388 articles; 53 TV news stories; 441 hits: 357,655,462 impressions
4
Dallas Convention Center
5
Dallas Convention Center• $1B asset of the city• 2.1 million square feet • More than 1M square feet of exhibit space
– Largest column-free hall in the U.S.– 96 meeting rooms– 2 ballrooms: 26,992 and 19,134 square feet– 1,750 seat theater with state-of-the-art sound and lighting– 9,816 seat arena
• Generates over $306M annually of economic impact; spend on business that comes through the door; non polluting industry
• Overall impact; supports convention center & hospitality industry
• LEED Existing Building Silver Certification
6
Dallas Convention Center
LEED Silver (Leadership in Energy and Environmental Design) Projected to reduce 35% of electrical usage through equipment replacement and retrofitting
– Reduced water usage 18%, or 7 million gallons per year, by replacing installing low-flush plumbing fixtures & a more efficient cooling tower
– Uses solar energy, from 54 rooftop solar panels, to heat water
– Maintains temperatures in exhibit halls with high-speed dock doors that close automatically when there is no movement
– Revamped heating and air conditioning design to enhance efficiency
– Part of city-wide commitment to 40% of energy from renewable sources
– Uses green, environmentally safe cleaning supplies
7
Dallas Convention Center
For clients, expansion of recycling program all events
– We have greatly reduced the Center’s landfill usage
– Clients not charged to remove recycling dumpsters, unlike trash dumpsters
– We provide recycling collection containers for any event
8
Dallas Convention Center 2009
• Total events 117 • Attendance 961,287 • Peak room 51,815 • Total room night blocked 217,183 • Direct dollars over $103M• Economic impact over $306M
9
Dallas Convention Center• The DCC has initiated a capital
improvement program that will better serve its customers and compliment the hotel development by improving and upgrading the existing facility.
• Preserving the City's convention center physical investment: – Roofing/Waterproofing– Vertical transportation – Life Safety Systems - Fire Alarms,
Security – MEP systems renovations
10
Dallas Convention Center– Renovating existing space
• Public spaces • Meeting and exhibition• Directional Signage• Service and Support • Expand meeting room and assembly space• Upper D meeting • Convert existing space into meetings, service & support areas
– Projects underway to be completed in conjunction with the opening of the CC Hotel
• Skybridge between DCC and the Omni Dallas• Chilled Water Loop Repairs• Upper Level D Meeting space
11
Skybridge
• Strategically placed connection between DCC and Hotel– Moving crowds from Hotel ball rooms quickly and comfortably– Connecting in the middle of the DCC– Creating outstanding views
13
Omni Dallas Hotel
• Ideal headquarters hotel location
• 1.1M square feet• Accessible• Addition to the skyline• Contemporary design
celebrating Dallas• Opening early 2012
14
Guest Rooms
• 1,001 luxurious rooms• 363 King and 586
Queen/Queen• 3 Presidential Suites• 19 Luxury Suites• 19 Stately Suites• 15 Grand Suites• 11 Executive Suites• In-room technology will include
flat screen TVs as well as TV monitors embedded within the bathroom mirrors.
15
Meeting Space
• 110,000+ square feet of total usable function and meeting space
• 24 meeting rooms • Grand and junior ballrooms,
encompassing 32,000 and 15,000 square feet respectively
• The hotel will comfortably accommodate groups of 3,300+
16
Dallas Themed
• Luxurious, warm and sophisticated design which reflects the essence of Dallas with a contemporary, reflective glass exterior and native textures, art and other materials enriching the interior.
17
Restaurants
• The legendary Bob’s Steak & Chop House
• The Owner’s Box—a state-of-the-art interactive sports bar
• Texas Spice—an innovative farm-to- market restaurant
18
Amenities
• Omni’s signature Mokara Spa
• Terrace Rooftop Pool Deck
• State of the Art Fitness Center
Construction Update
20
Results/Update• On time and on budget
21
Results/Update• Safety Record
o 863,827 hours work hours to dateo Lost Time Incident Rate (LTIR) is .46o Recordable Incident Rate (RIR) is 4.17 o Both are well below the national average
22
Results/Update
• To date 2,366 workers have been part of the construction—will exceed 3,000 jobs by completion
23
LEED Silver New Design and Construction
• High reflective roof material (reflects heat; cooler in summer)
• Highly efficient mechanical systems with at least 14% reduced energy usage
• High performance insulated Low E glass systems
• Enhanced Commissioning of mechanical systems
• Indoor Air Quality Management plan during construction
• Use of recycled materials• Irrigation supplied by recycled water;
water-saving fixtures• Guest room energy management
systems
25
Convention Sales
• In the 15 months after the Hotel announcement doubled city wide bookings from the 15 months prior
• 2012: – Dallas has already confirmed 18 city-wide conventions—
historic average 14• 2013:
– Dallas has already confirmed 19 city-wide conventions
26
Convention Sales
• In 2010:– Bookings for 1,020,603 room nights for future years– Economic Impact of $1,500,898,773– No. 1 in Texas for room night bookings for the sixth
straight year
27
Hotel Sales TimingGroup Business:• 75% of annual business• Conventions/large meetings-typically books 2-5 years before arrival• Small meetings - under 400 rooms book 3-24 months before arrival
Transient Business:• 22% of annual business• Leisure Guest - 90% book less then 21 days before arrival• Managed Corporate Travel – booked 4th quarter for next year• Rack rate travel - typically books over high demand periods and/or short term
Contract Business:• 3% of annual business• Airline Crews - contracts short term for 1 to 2 years, set number of rooms 7
days per week but get the lowest rates• Training - corporations that have training needs sign long term agreements to
get a favorable rate (usually weekday business)
28
Omni Sales Effort
• Sales effort for the Omni Convention Center Hotel started September 2009
• The sales effort matches the locations of large association conventions, corporate hubs and is aligned with the DCVB and Omni Global Sales
29
Omni Sales Summary
• Selling since September 2009:– 2012 will require more short term group bookings and transient
rooms due to meeting planners not willing to book shortly after hotel opens
– 2013 with 12 more months to book group already has more contracted group revenue then 2012
– 2014 also looks very strong with 87% of the 2012 revenue with 24 additional months to book groups
• Booked from 2009 through November 30, 2010:– Total definite group room nights: 174,295– Total definite group room revenue: $31,788,713– Total hotel room revenue $60,000,000
• Inclusive of Food & Beverage Revenue
30
Omni Sales Effort
• Omni Dallas is projected at 75% of its room revenue in group sales (20% of the group is projected to book in the year for the year)
– 2012: Lagging slightly behind projections– 2013: Exactly on projections at 30% – 2014: Exceeding projections at 22%
31
Omni Dallas 2012 Total Projected Room Revenue
• Booked Group Revenue as of 11/30/10 $ 10,000,000– Contracts Executed $9,148,788
• Group Revenue to be booked in 2011 $ 11,000,000 • Group Revenue to be booked in 2012 $ 5,000,000• Transient Revenue booked in 2012 $ 10,000,000
• Total Projected Room Revenue $ 36,000,000
DCCH M/WBE Program
Utilization and Building Capacity
33
M/WBE Highlights
• Exceeding City’s Good Faith goal of 25% participation– Currently 29.53% – Outstanding outreach with over 2,000
companies contacted• Outstanding collaborations with successful
partnerships and mentoring relationships• Outstanding capacity building with
informative programs and workshops
34
Utilization and Building Capacity
• M/WBE utilization is an important goal, but Building Capacity is the
differentiator • Hotel project provides an exciting
opportunity • Successful results will have far
reaching impacts
35
DCCH M/WBE Program Goals
• Outreach: – Increase local M/WBE awareness and participation
• Collaboration:– Create meaningful M/WBE joint ventures and
partnerships• Training:
– Implement capacity building programs for local M/WBE firms
• Utilization: – Exceed the City’s goals for M/WBE participation
36
Outreach: Strategies
• Provide M/WBE certification assistance, conduct orientation on bid process, and coordinate collaboration between primes and subcontractors
• Communicate with local agencies to increase access to project information and bid process
• Provide easy access to potential M/WBE firms• Conduct and participate in networking events to
expand M/WBE participation
37
Outreach: Results
• M/WBE Certification and Technical Assistance– One-on-one meetings between M/WBE firms and the
Project Team representatives on weekly basis to learn about M/WBE certification assistance, project opportunities and the bidding process
– To date, have met with over 500 firms to provide assistance about project opportunities
– To date, have met with over 100 to assist in obtaining M/WBE Certification
38
Outreach: Results• Utilized online bidding specifications and bidding information via
www.ISQFT.com• Executed project update website: www.dallascchotel.com• Published a quarterly electronic newsletter sent to over 2,000 M/WBE firms
and professionals per distribution• Made available Bid Plans for review at the following locations:
– Black Contractor Association (BCA)– Dallas Black Chamber of Commerce (DBCC)– Greater Dallas Asian Chamber of Commerce (GDACC)– Greater Dallas Hispanic Chamber of Commerce (GDHCC)– DFW Minority Supplier Development Council (MSDC)– Regional Hispanic Contractors Association (RHCA)
• Solicited inclusion of project information in advocacy groups newsletters and websites
• Established an online vendor registration to do business with Omni Hotels• Advertised in local minority press to increase awareness and information
regarding project opportunities
39
Outreach: Results
• Coordinated major Networking events to increase awareness and distribute information for all MWBEs interested in working on project
• Developed a list of vendor opportunities for the new Omni Dallas Hotel
• Conducted over 500 meetings with MWBE firms to encourage participation in bidding process;
• Have participated in over 80 workshops, seminars and events to date
• Produced a large diversity vendor fair for M/WBE firms to meet with Omni senior management, corporate buyers, hotel buyers, procurement staff, hotel managers and hotel facility engineers
• Conducted the first of four M/WBE supplier fairs with Omni• Established an Omni Diversity Partners Program with local
chambers of commerce
40
Collaboration: Strategies
• Promote team-based relationships between prime contractors and M/WBE contractors
• Promote creation of meaningful M/WBE joint ventures and strategic partnerships
• Develop mentor-protégé relationships to encourage one- on-one capacity building training
• Encourage long-term strategic partnerships for future projects
41
Collaboration Results: Partner Program
• Implemented a joint venture between Balfour Beatty and two M/WBE firms: Pegasus Texas and H.J. Russell Co. (BRP JV)
• Instituted Partner Program to align primes/subcontractors and provide project management credentials: – LAZO Technologies & Walker Engineering – Low Voltage
Construction Management– TinMan Enterprises & Irwin Steel Erectors – Structural Steel
Supplier and Fabricator– Lawrence Engineering & Henley/Johnston & Associates –
Materials Testing– Trainor Glass Company & and Ventura Enterprises - Glass and
Glazing
42
Collaboration Results: Mentor/Protégé Program
• BRP JV promoted mentoring opportunities in the area of project management to:– Vendigm Construction
• Brandt promoted mentoring opportunities on a wide range of technical areas in the mechanical and plumbing field to:– Barbosa Construction– Beard Integrated Systems– Concepts Facilities Services– Echols & Sons Plumbing– Momentum Mechanical
43
Collaboration Results: Strategic Partnerships Going Forward
– Balfour and H.J. Russell (Parkland)– Balfour and Azteca Enterprises (Parkland) – Balfour and K Strategies Group (Parkland) – Balfour and H.J. Russell (DFW)– Balfour and Azteca Enterprises (DFW) – Balfour and K Strategies Group (DFW) – Balfour and Azteca Enterprises (Irving
Convention Center)
44
Training/Capacity Building: Strategies
• Expand opportunities for M/WBE involvement by alleviating bonding requirements
• Provide capacity building workshops to aid in development of strong business practices in the areas of: – Accounting– Business Development– Cost Control & Cash Flow Management– Estimating & Bidding– Safety
45
Training/Capacity Building: Results
• Instituted Subguard program helping small companies by– alleviating bonding and insurance barriers – providing access without requiring Payment &
Performance Bond– providing financial protection to the project
46
Training/Capacity Building: Results
• Focused 2010 workshops on a wide range of topics including:– iSqFt Preconstruction Software Utilization– Leadership Skills – Project Managers and
Superintendents (TWICE)– Estimating 101– Mentor-Protégé / Strategic Partnerships– Marketing / Business Development
• Will focus 2011 workshops on the financial stability of M/WBE firms
47
Training/Capacity Building: Results
• Partnered with the Regional Hispanic Contractors Association (RHCA), Occupational Safety and Health Administration (OSHA), and the Construction Association (TEXO) to provide a 10-hour OSHA Safety Training for contractors working on the DCCH– Offers 10-hour English and Spanish OSHA classes and 30-hour
safety training classes for its contractors on a monthly basis• Partnered with Hartford Financial Services to provide
leadership skills training for project managers and superintendents
• Developed internal supplier diversity training documents for annual training through Omni
• Held Omni supplier diversity training for hotel managers, facility engineers, buyers and other pertinent staff
48
M/WBE Utilization: Specific Goals
• Exceed City’s Good Faith goal of 25% • Achieve a Hotel operations M/WBE
overall spending goal 25%
49
M/WBE Utilization: Strategies
• Increase local M/WBE awareness and participation throughout the project
• Create meaningful M/WBE joint ventures and partnerships
• Implement capacity building programs for local M/WBE firms
50
M/WBE Utilization: Results
• As of October 31, 2010– 98 MWBEs on the DCCH Project Team– Awarded 116 contracts to M/WBEs totaling $68 million– Contracts range in size from $10,000.00 to $7,729,000.00– This accounts for 29.53% of the project value for contracts
issued to date • Omni developed and published supplier diversity
commitment statement• Omni created corporate supplier diversity program
including written policies and procedures
51
Program Results— Goals are being achieved
• Outreach: – Enhanced communications and increased participation
• Collaboration:– Promoted meaningful M/WBE joint ventures & partnerships
• Training: – Provided capacity building programs for M/WBE firms
• Increase Utilization: – Exceeding City’s goals for M/WBE participation
52
Ancillary Development Update
53
Ancillary Development Update
54
Ancillary Development Update
55
Ancillary Development Background
• Hotel is serving as a catalyst for adjacent development:– Goal is to add additional restaurant, retail,
entertainment and commercial tenants– Sites have been identified and conceptual
plans created– Improve the surrounding areas with enhanced
connectivity and pedestrian enhancements– All resulting in developing a destination for
year-round activities
56
Ancillary Development Update
• Preliminary marketing package distributed to hundreds of retail tenants
• In final negotiations with a 30,000 sqft office tenant to occupy the top two floors of new four story building beside the Hotel
• Currently drafting a LOI for a 5,000 sqft restaurant/bar tenant for a portion for first floor of new building
• In discussions with a well know chef looking to expand to the Dallas area requiring approximately 4,000 sqft
• In discussions with a Business Center to locate adjacent to the Convention Center
• Currently undergoing a Demographic Study to include in marketing materials
• Continue to see interest from many local restaurant/bar operators looking to locate next to the Convention Center Hotel
57
Ancillary Development Update• Existing conditions:
58
Enhance S. Lamar Tunnel
• Create of pedestrian friendly environment• Enhance of existing DART Station—
eventual connectivity to Love Field/DFW• Establish store front activities along both
sides including retail, restaurant and entertainment
• Initial funding from NCTCOG Sustainable Development Grant ($2.695M)
59
S. Lamar Tunnel: Conceptual Designs
60
Build on Existing Connectivity
• Explore Skybridge to Reunion Parking
61
Future Development
Discussion
DATE
TO
SUBJECT
Memorandum
CITY OF DALLAS
December 3, 2010
Members of the Economic Development Committee: Ron Natinsky (ChairL Tennell Atkins (Vice-Chair), Dwaine Caraway, Jerry R. Allen, Sheffie Kadane, Ann Margolin, Linda Koop, Steve Salazar
TEFRA Bond Sale (Financing for McCommas Bluff landfill Gas Plant)
The December 8, 2010 Addendum includes an item for the Council's consideration of a request to the Mission Economic Development Corporation to issue $55 million of taxexempt solid waste disposal revenue bonds. The proceeds will be used by Dallas Clean Energy to construct improvements to the landfill gas processing plant at the McCommas Bluff Landfill.
The City of Dallas is not being asked to issue debt; nor will the bonds will be an obligation, a debt, or a liability of the City; and the City's name will not appear on the bonds. Further, the financing documents will include language that provide for the City's right to payments from the lease of gas revenues to be superior to those rights of any party receiving payments associated with the debt service on the bonds.
The McCommas Bluff Landfill generates large volumes of gas daily, and when treated, the gas is usable and salable as a green energy commodity. Dallas Clean Energy LLC (or, DCE) holds a lease with the City through 2024 with the obligation to manage the gas to its best use. The gas processing plant is now 12 years old, and new technologies have emerged that, once incorporated to the current plant, will allow the plant to handle the increasing volumes of gas the landfill is projected to produce - and to do so more efficiently.
DCE has determined that a capital expenditure of $55m is needed to effect the facility improvements and to refinance existing debt. They sought a low-cost financial instrument for this amount through the Mission Economic Development Corporation (or MEDC) of Mission, Texas, using the revenue from the sale of the gas as the means to repay the bonds. MEDC will issue revenue bonds as tax-exempt, provided that (1) the City requests the financing and approves the planned use of the funds as suitable for the work and that (2) a public hearing (a TEFRA hearing) meeting the statutory requirements is held on the matter.
"Dallas, the City that works: Diverse, Vibrant, and Progressive"
On the first matter, the City stands to benefit from the improved processing technology, as DCE remits royalty (lease) payments to the City quarterly - with an annual total of $1.3m in paid royalties for FYI0 and a projected FYll amount of $1.9m. Improving the processing will allow DCE to sell more of the gas, and so further the royalty payment due to the City.
On the second matter, DCE has scheduled the required TEFRA hearing for Wednesday, December 8th at 8:30 am at Dallas City Hall. The notice was published on November 24th; satisfying the 14 day minimum advance posting requirement.
Please let me know if you have any questions.
~~j) Jeanne Chipperfield Chief Financial Officer
C: Mary K. Suhm, City Manager Deborah A. Watkins, City Secretary Thomas P. Perkins, Jr., City Attorney Craig D. Kinton, City Auditor Judge C. Victor lander, Administrative Judge Ryan S. Evans, First Assistant City Manager Jill A. Jordan, P.E., Assistant City Manager Forest E. Turner, Assistant City Manager A.C. Gonzalez, Assistant City Manager Mary Nix, Director, Sanitation Services