legistarweb-production.s3.amazonaws.com · 2020-07-01 · i 2nd Quarter Business Plan Update Table of Contents Champion Great Neighborhoods Project Number Project Name Page Department(s)

FY 2020 Business Plan 2nd Quarter Update

i

2nd Quarter Business Plan Update Table of Contents

Champion Great Neighborhoods Project Number

Project Name Page Department(s)

1.1.1 Short Term Rental of Residential Properties 1 Planning, Code

1.1.2 Short Term Rental Inspections Progress 2 Code Compliance

1.1.3 Hotel Inspections 3 Planning

1.1.4 Neighborhood Enhancement Team Progress 4 Code Compliance

1.1.5 Petco Grant to Reduce Cat Intake 5 Code Compliance

1.2.1 Housing Needs Assessment 6 Strategic Initiatives

1.2.2 HUD Five‐Year Consolidated Plan 7 Strategic Initiatives

1.2.3 Tax Credit Pilot Program 8 Housing

2.1.1 Community Engagement 9 Police

2.1.2 Community Connections 10 Library

2.1.3 Cable Channel Enhancements 12 CLA

2.1.4 Annual Homeownership Fair 13 Strategic Initiatives

2.1.5 Neighborhood Engagement Program 14 Strategic Initiatives

2.2.1 Neighborhood Matching Grant Program 15 Strategic Initiatives

2.2.2 Unified Development Code (UDC) Downtown Master Plan Amendments 16 Planning

2.2.3 Park Improvement Projects 17 Parks

Enhance Regional Mobility Project Number


1.1.1 Via On‐Demand Rideshare 21 Strategic Initiatives

2.1.1 Update Street Condition 22 PWT

2.1.2 IH‐30 and SH‐360 Interchange 23 PWT

2.2.1 Street Rebuild Projects 24 PWT

Invest in Our Economy Project Number


1.1.1 Redevelopment of Texas Ranger Golf Course 27 AM, Parks

1.1.2 East Arlington Recreation Center and Library Complex 28 AM, Library, Parks

1.1.3 Southeast Arlington Recreation Center 29 AM, Parks

1.1.4 South Cooper Street Master Plan 30 Strategic Initiatives

1.1.5 TIRZ Districts 31 Economic Development

1.2.1 Business Recruitment and Retention 32 Economic Development

ii


Invest in Our Economy (cont.) 1.2.2 Small Business Initiative 33 Economic Development

1.2.3 Expansion of Foreign Direct Investment Promotion 34 Economic Development

1.2.4 Targeted Marketing Campaign 35 Economic Development

1.2.5 Economic Development Projects 36 Economic Development

1.2.6 ED Marketing Campaign 38 CLA, ED

1.2.7 Land Banking 39 Economic Development

Put Technology to Work Project Number


1.1.1 ERP System Plan and Assessment 43 Finance, HR, IT

1.1.2 Enterprise IT Project (FY 2019) – Right‐of‐Way Process Improvements 43 IT, ED

1.1.3 Enterprise IT Project (FY 2019) – PDS Health Workflows in AMANDA 44 IT, Planning

1.1.4 Enterprise IT Project (FY 2019) – Laserfiche Replacement 45 IT, Court

1.1.5 WWC Data Certification 46 Strategic Initiatives

1.1.6 Enterprise IT Project – ESRI’s Parcel Fabric and Information Model 47 IT

1.1.7 Enterprise IT Project – APD Request and Issue Management Solution 47 IT, Police

1.1.8 Enterprise IT Project – APD Asset Management Solution 48 IT, Police

1.1.9 Implement CourTools Performance Management 49 Municipal Court

1.1.10 Open Arlington 50 Strategic Initiatives

1.2.1 Body Worn Camera Program Impact 51 Police

1.2.2 Enterprise IT Project – Delphi+ Upgrade 52 IT, CES

1.2.3 Enterprise IT Project – Fire Staffing Solution 52 IT, Fire

1.2.4 Enterprise IT Project – Police Dashboards 53 IT, Police

1.2.5 SCADA Integrator 53 Water

1.2.6 Work Order Management and Inspections 54 Aviation

1.3.1 Enterprise IT Project (FY 2019) – City’s Website Redesign/Build 55 CLA, IT

1.3.2 Electronic Plan Review Implementation 56 Planning, IT

1.3.3 Enterprise IT Project (FY 2019) – Inspection Scheduling 57 IT, Planning

1.3.4 Enterprise IT Project (FY 2019) – Permits Website Enhancements 58 IT, Planning

1.3.5 Launch Citibot Pilot Project 59 CLA

1.3.6 Enterprise IT Project – Courtroom Audio/Visual Equipment Refresh 60 IT, Municipal Court

1.3.7 Enterprise IT Project – APD Content Management/Citizen‐Facing Portal 61 IT, Police

iii


Support Youth and Families Project Number


1.1.1 Youth Investment Programs 65 Police

1.1.2 Early Literacy Focus 67 Library

1.1.3 AISD Natatorium Partnership 68 Parks

1.1.4 Envision Center 69 Housing

1.2.1 Arlington Urban Design Center 70 Strategic Initiatives

1.2.2 Hometown Recruiting Program 71 Police

Culture/Recreation/Education Project Number


1.1.1 Camp DREAM 75 Parks

1.1.2 Active Adult Center 76 AM, Parks

1.1.3 Harold Patterson Sports Center 77 AM, Parks

1.1.4 Texas Rangers/Loews/Texas Live! Partnerships 77 Parks

1.1.5 Golf Training Facility at Texas Ranger Golf Club 78 Parks

1.1.6 Sponsorship Program Redesign 79 Parks

Financial/Economic Development Project Number


1.1.1 Review of Citywide Financial Policies 83 Finance

1.1.2 Implement Applicable GASB Statements for FY 2020 83 Finance

1.1.3 Availability and Disparity Study 84 Finance

2.1.1 Internal Engineering Services for Water Utilities 85 Water

2.1.2 Development Process Improvements 86 Planning

2.1.3 Open Records Requests/Intergovernmental Agency Requests 87 Police

2.1.4 Third‐Party Workers’ Comp Administrator Transition 88 Human Resources

3.1.1 Employee Training 89 Water

3.1.2 Library Staff Development 90 Library

3.1.3 Human Resources Rebrand 92 Human Resources

3.1.4 Organizational Succession Planning 93 Human Resources

3.1.5 Training Program Redesign 94 Human Resources

3.2.1 Drug and Alcohol Compliance 95 Human Resources

iv


Financial/Economic Development (cont.) 3.2.2 Employee Benefits RFP 97 Human Resources

3.2.3 Employee Resources for Mental Wellness 98 Human Resources

3.2.4 Performance Management Process 99 Human Resources

Infrastructure Project Number


1.1.1 Reduce Percentage of Fleet Beyond Service Life 105 Asset Management

1.2.1 Station 1 Rebuild 106 AM, Fire

1.2.2 Fire Training Upgrade 107 AM, Fire

1.2.3 Tierra Verde Golf Course HVAC System 108 AM, Parks

1.2.4 Exhibit Hall Painting 109 Convention Event Svcs.

1.2.5 HVAC VAV Unit Replacement 109 Convention Event Svcs.

1.3.1 Air Traffic Control Tower Soft Joint Seal Replacement 110 Aviation

2.1.1 Advanced Metering Infrastructure 111 Water

2.1.2 Water Conservation Program 112 Water

2.1.3 Wastewater Collection Initiatives 112 Water

2.1.4 Recycling 113 Asset Management

2.1.5 Mitigation of North Fleet Shop 114 Asset Management

Public Safety Project Number


1.1.1 Crime Reduction 119 Police

1.1.2 Traffic Safety 121 Police

1.1.3 Victim Services Response 123 Police

1.1.4 Project RAISE (Risk, Assessment, Intervention, Safety, and Engagement) 125 Police

1.1.5 Mental Health Calls for Service 126 Police

1.1.6 Community Court 128 Municipal Court

1.2.1 Mosquito Surveillance 129 Planning

1.2.2 Vision Zero 130 PWT

1.2.3 Public Outreach for Unmanned Aircraft Policies 131 Aviation

2.1.1 Stormwater Projects 132 PWT

2.2.1 Watershed Studies 133 PWT

2.2.2 Stormwater Education Outreach 134 PWT

Champion Great Neighborhoods Goal 1: Foster Healthy and Attractive Neighborhoods

Objective 1: Gain Compliance of Property Maintenance, Health, and Animal Codes Project Performance Measure(s) City Service Team (Department)

CGN 1.1.1

Short Term Rental of Residential Properties Implementation

Project Completion Economic Development and Capital Investment (Planning) and Neighborhood Services (Code Compliance)

Summary:

On April 23, 2019, the City Council enacted two ordinances establishing a framework for permitting short‐term rentals (STRs). One ordinance amended the Unified Development Code to allow STRs as a temporary residential use in certain zoning districts and a special STR Zone. The second ordinance set regulations and procedures for permitting STRs. Both ordinances were made effective August 1, 2019. STR operators may begin applying for permits on that date.

Update: On February 13, 2020, the Texas Court of Appeals Second District denied plaintiffs’ motion to stay enforcement of the STR ordinance pending appeal.

Thirty permits were issued for apartments at 101 S. Center on February 27. This was a changefollowing an earlier determination in December2019 that the ground lease for 101 S. Center didnot allow STRs.

Milestone Estimated Completion

Actual Completion

Process first batch of applications Oct. 2019 Nov. 2019

Code Compliance begin enforcement on unpermitted non‐HOT STRs

Jan. 2020 Nov. 2019

3rd notification to HOT registrants of grace period deadline

Jan. 2020 Jan. 2020

Code Compliance begin enforcement on unpermitted HOT STRs

Feb. 2020 Feb. 2020

Update Council on STR Program Feb. 2020

Update Council on STR Program May 2020

Notify permitted STRs of upcoming expiration and renewal

July 2020

1

Champion Great Neighborhoods

Goal 1: Foster Healthy and Attractive Neighborhoods Objective 1: Gain Compliance of Property Maintenance, Health, and Animal Codes

Project Performance Measure(s) City Service Team (Department)

CGN 1.1.2

Short‐Term Rental Inspections Progress

Compliance Rate of Short‐Term Rentals

Neighborhood Services (Code Compliance)

Summary: Council adopted a Short‐Term Rental (STR) Chapter ordinance on April 23, 2019. STR operators have been provided operational discontinuance dates, unless they have received a permit from the City to operate. Staff has begun enforcement for unpermitted STRs that are not paying the Hotel Occupancy Tax (HOT). Beginning on February 1, 2020, staff will begin enforcement for all unpermitted STRs, whether they have been paying HOT or not. Code Compliance will work with the STR monitoring vendor and community groups to identify and investigate unpermitted STRs. Update: During the 2nd quarter, 15 STR advertisements were removed, 13 unpermitted STRs stopped operating and 3 unpermitted STRs changed their status to long‐term rentals. Additionally, 54 STRs were issued permits with the majority being issued for apartment units at 101 S. Center Street. While complaints received for unpermitted STRs and associated property violations have leveled off, Code Compliance is still addressing several repeat offenders. These property owners continue to operate illegally despite being issued numerous citations and in some cases, in addition to having been found liable by a judge at their civil hearing.

161

10284

70 63

395 4 9 7 40 7 ‐

50

100

150

200

Oct. Nov. Dec. Jan. Feb. Mar.

Short‐Term Rental Activity

Inspections STR Permits

50

8

29

13 13 81

20

318

29

7 ‐

10

20

30

40

50

60

Oct. Nov. Dec. Jan. Feb. Mar.

Citations Issued

Civil Criminal

2




CGN 1.1.3

Hotel Inspections Project Completed Economic Development and Capital Investment (Planning)

Summary:

The Hotel Premise and Sanitation Ordinance was adopted by Council in May 2019. The provision aims to protects public health and promote healthy, successful businesses. Health Services will build partnerships with hotel operators by serving as subject matter experts on health and sanitation topics through inspection, consultation, and in person technical assistance. Staff will perform guest room inspections as an extension of their routine annual inspections that already take place for those establishment that hold a permit for a food or beverage service. Those establishments who do not offer food or beverage service will receive a stand‐alone annual health sanitation inspection of the facilities. Staff will inspect a random selection of 5‐10% of the total number of hotel rooms at a minimum of one time per year. Additional inspections may be performed should the inspection official deem necessary to protect public health and safety. Staff will also respond to sanitation complaints. A multi‐departmental task force will be set up to address chronic underperforming, hazardous establishments. Inspection results will be made available on Open Arlington in the same manner as all other inspection program’s data. Update: In January and February, IT worked with Health staff to complete the inspection folder development, testing, and live production of the hotel sanitation inspection folders in Amanda. The hotel sanitation inspection folders went live in late February after completion of a data clean‐up of hotel COs. The inspection program launch is currently delayed due to COVID‐19’s catastrophic impacts to the hotel industry. However, Health staff are continuing to prepare by focusing on creating SOPs and completing health and sanitation training objectives related to implementation of the hotel inspection program. Additionally, Health, IT, and Office of Strategic Initiatives are working together to ensure that the Open Arlington data portal will be configured to accept hotel inspection data once the program is initiated.


Actual Completion

Meet with Hoteliers Group

July 2019 12/18/2019

Establish Inspection Checklist

Aug. 2019 10/02/2019

Develop an Inspection Folder with IT

Jan. 2020 02/22/2020

Create SOPs for Hotel Sanitation Inspections

Mar. 2020

Complete in‐house training for Inspection Staff

July 2020

Complete first annual inspection of establishments (with health permit)

TBD

Complete first annual inspections of establishments (without existing health permit)

Sept. 2020

Provide year‐to‐date data on sanitation inspection results

July 2020

Provide 4th quarter data on sanitation inspection results 4th quarter

Oct. 2020

3




CGN 1.1.4

Neighborhood Enhancement Team Progress

Percent of Cases Resolved Through Voluntary Compliance

Neighborhood Services (Code Compliance)

Summary: The Neighborhood Enhancement Team (NET) establishes a rapport between residents and their neighborhood Code Compliance Officer to facilitate connections to other city services and programs. It also works with the Office of Strategic Initiatives, neighborhood groups and volunteers to host community clean‐up events. NET uses education and communication with residents in order to enhance public safety and improve beautification efforts. Update: During the 2nd quarter, NET completed their second clean‐up event in the Lake Arlington Highlands neighborhood. At the beginning of the project in early February, Lake Arlington Highlands, a neighborhood composed of 299 homes, had a 38% code violation rate. NET held a town hall meeting on February 6th to promote the event and provided educational information to 114 residents who had code violations. On February 22nd, NET hosted the clean‐up event and removed 4 tons of debris and litter. There were 35 Lake Arlington Highlands residents in attendance at the event. By the project’s end on March 27th, the code violation rate was reduced to 6%. Due to COVID‐19, the Turf Club Estates neighborhood meeting and clean‐up event were cancelled. To increase volunteer effort, NET attended a Kiwanis pancake breakfast where 13 members signed‐up to volunteer and met with the members of the Arlington Clergy and Police Partnership program where 10 members signed‐up. Moreover, NET proactively contacted the Arlington/Mansfield Boy Scout organization and plans to present at a meeting to provide volunteer opportunities for the Scouts. NET is working on a wrap design for the trailer that will function as the main base for the tool‐sharing program. NET plans to partner with Lowes who is eagerly assisting with the tool‐sharing program and clean‐up events. NET met with the City of The Colony to discuss the successes and learning experiences they have noted during their first year offering a tool‐sharing program.


Percent Completed

Establish volunteer effort 07/01/2020 30%

Implement tool‐sharing program for NET clean‐ups

07/01/2020 25%

Complete 4 neighborhood clean‐ups

09/30/2020 50%

Complete 8 neighborhood visits

09/30/2020 25%

4




CGN 1.1.5

Petco Grant to Reduce Cat Intake

Increase Live Release Rate Neighborhood Services (Code Compliance)

Summary: Animal Services’ management submitted a grant request to Petco Foundation in the amount of $32,100 on September 22, 2019. If approved, we will use these funds to reduce cat intake by partnering with the Texas Coalition for Animal Protection (TCAP) to host a monthly domestic cat and feral cat spay‐neuter clinic at our animal shelter for 50 feral and owned cats – 600 over a 12‐month period. We believe this will have the biggest impact on reducing the number of cats coming into the shelter. The monies will provide 600 sterilizations ($24,000); 600 rabies vaccinations ($3,000) and the additional medical needed for cats pregnant, in‐heat or cryptorchid ($5,100). Update: Petco Foundation approved the grant request on 2/13/2020 in the amount of $35,000 ($2,900 more than requested) and funds were deposited on 3/6/2020. TCAP created promotional materials including flyers, Facebook ads and Instagram ads, which were approved by the Petco Foundation. TCAP began transports on 3/13/2020. As of the end of the 2nd quarter of FY 2020, 35 cats have been sterilized with funding from the grant.

3,764 3,7043,381

3,866

1,500

‐

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

FY 2016 FY 2017 FY 2018 FY 2019 FY 2020YTD

Cat Intake

5


Goal 1: Foster Healthy and Attractive Neighborhoods Objective 2: Provide for a Variety of Housing Options


CGN 1.2.1

Housing Needs Assessment and Analysis of Impediments to Fair Housing

Completion of Study to Inform Five‐Year Consolidated Plan

Shared Services (Office of Strategic Initiatives)

Summary: To meet the City’s Comprehensive Plan goal to provide a mix of quality housing for a diverse population, the Office of Strategic Initiatives will oversee the development of a Housing Needs Assessment and Analysis of Impediments to Fair Housing using a consultant. The report will inform the public, policy makers, industry representatives, interest groups and community‐based organizations about housing conditions and trends, analyze fair housing and affordable housing issues. This report will include a comprehensive demographic and socio‐economic profile of Arlington, an inventory of housing stock and associated housing programs, and a market study. The results of the Assessment are intended to provide City staff and officials implementation tools and strategies to guide future development of housing stock that meets the needs of Arlington residents, as well as develop the City’s 2020‐2024 Consolidated Plan for use of federal CDBG, HOME, and ESG funds. The plan is expected to be approved in the Spring of 2020. Update: During the 2nd quarter of FY 2020, Phase I and II of the Housing Needs Assessment were completed. The final drafts of the Housing Needs Assessment and the Analysis of Impediments to Fair Housing have been received and are currently under review. The finalized HNA and AI reports will be completed early in the 3rd quarter. The assessment will provide City staff and officials implementation tools and strategies to guide future development of housing stock and inform the City’s 2020‐2024 Consolidated Plan for use of federal funds. The Con‐Plan will be submitted to HUD during the next quarter.


Actual Completion

Issue RFQ Apr. 2019 Apr. 2019

Identify Most Qualified Firm

May 2019 June 2019

Community and Neighborhood Development Committee Review

June 2019 June 2019

Council Action June 2019 June 2019

Contract Signed June 2019 June 2019

Phase I completed Aug. 2019 Mar. 2020

Phase II completed Nov. 2019 Mar. 2020

Final report received Dec. 2019 In process

6




CGN 1.2.2

HUD Five‐Year Consolidated Plan

Completion of Plan Shared Services (Office of Strategic Initiatives)

Summary: The 2020‐2024 HUD Consolidated Plan will identify the City’s housing and community development needs and priorities for the next five years. The Consolidate Plan provides a road map for future use of federal CDBG, HOME, and ESG funding in combination with other city and community resources. The plan will outline goals that maximize community impact. Update: During the 2nd quarter of FY 2020 the Consolidated Planning process continued with public input and additional consultations with constituency groups and community stakeholders. One of three public hearings on Con Plan goals and objectives was held with 10 organization representatives present. The Grant Review Committed completed its review and scoring of the RFPs and provided the final report to the CND Committee for funding recommendations. The 2020‐2024 Con Plan and PY 2020 Action Plan draft summaries were released for 30‐day public comment with funding recommendations for 22 non‐profit organizations. During the next quarter, we will complete the public input process, finalize funding recommendations and submit final plans to HUD.


Actual Completion

Community Input June – Oct. 2019 Ongoing

Action Plan RFP released

Oct. 2019 Oct. 2019

Action Plan Application deadline

Dec. 2019 Dec. 2019

GRC review of applications

Dec. 2019/Jan. 2019

Jan. 2020

CND review and recommendations

Feb. 2020/Apr. 2020

Mar. 2020

Council Review May 2020

7




CGN 1.2.3

Tax Credit Pilot Project Maximize Use of Federal Funding Allocated to Assist Qualified Persons to Reside in Safe, Decent Housing

Shared Services (Housing)

Summary: The City Council approved Consolidated Plan, and the Housing Needs Analysis identify a need for affordable rental housing in Arlington. To address this need, a framework for reviewing and approving housing tax credit proposals, as well as a Housing Tax Credit policy was developed and approved by City Council. The Spanish Park redevelopment is undertaken as a pilot project to evaluate the use of tax‐exempt financing and housing tax credits as tools for improving aging housing stock in Arlington. After review and vetting through the Community and Neighborhood Development Committee, City Council approval of a Resolution of No Objection for both projects. Next, the redevelopment proposal was reviewed by the Arlington Housing Finance Corporation (AHFC) and a Memorandum of Understanding was approved, indicating the AHFC’s willingness to provide the financing. The developers applied to the Texas Department of Housing and Community Affairs for an allocation of tax credits and to the bond review board for bond cap, and a formal partnership with the AHFC was developed. The Spanish Park project proposes a $14 million rehab of an existing 350‐unit apartment complex that was originally built in the 1960’s. The project is currently an affordable housing development and will remain so. The project proposes new signage, lighting, windows, stairs, railings, interiors exterior finishes and improvements to the sidewalks and parking lot. Update: The transaction closed in December 2020 and rehab began immediately and is anticipated to be complete by the 1st quarter FY 2021. Staff and the developer met with the Heart of Arlington Neighborhood Association who are supportive of the proposed improvements. To date, 9.45% of the construction spend has been with minority or women owned businesses.

8


Goal 2: Expand and Enhance the City’s Image Objective 1: Promote Community Engagement


CGN 2.1.1

Community Engagement APD Volunteer Hours

Virtual Neighborhood Participation

ACAPP/Citizen Police Academy Graduates

Neighborhood Services (Police)

Summary:

The Police Department’s main goal is to provide public safety service to the Arlington community. This goal can only be achieved through key collaboration with residents and business partnerships. Local volunteer groups work closely with the department to achieve this goal. These groups include Community Watch Groups, Citizen Patrol groups, Citizen Police Academy graduates, COPS mobile members, and Arlington Clergy and Police Partnership graduates. The department also relies on local business alliances, apartment managers, and youth mentoring programs to serve as crime deterrents and offers opportunities for community involvement. These partnerships provide positive interactions and enhance trust between the public and the department. Continued communication and interaction with the community are crucial to establish genuine relationships to resolve issues within our community. Update: In the 2nd quarter, the Police Department was active in its community engagement efforts. Our focus this fiscal year will be to continue to increase the graduates for our Citizen Police Academy, Hispanic Citizen Police Academy and Arlington Clergy and Police Partnerships. We have over 290 accepted volunteers. Many of those volunteers are integrated into the organization assisting units in day to day operations. Due to COVID‐19 precautions, volunteers were instructed to cease their assignments. Trainings and classes were cancelled. The unit is looking at alternative ways to stay linked in with the community and their groups. Our goal will be to increase our CWG’s by utilizing social media, dynamic message boards and face to face contact with our community members (when it is safe to do so). Our team will also keep our current members better engaged by keeping them connected with APD.

‐

2,000

4,000

6,000

8,000

10,000

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Volunteer Hours

FY 2018 FY 2019 FY 2020

9




CGN 2.1.2

Community Connections Contact Hours for Community Connections

Increase Visitor Count by 3%

Keep a Net Promoter score of 75 or Above

Increase the # of New Library Card Holders with Activity in the Last 12 Months

Neighborhood Services (Library)

Summary: Community relationships play a vital role in the success of the Library Department and the City. In FY 2020, the Library Department will continue to formalize community connection expectations for various staff positions to emphasize the importance of engaging with citizens and organizations outside the library building. It is essential for library staff to create and nurture relationships to better understand and meet the community’s needs. Library staff will function as advocates to communicate Library and City resources.

Update: In the 2nd quarter, Library staff provided outreach to 186 different groups within Arlington. These connections resulted in 156 hours of outreach at schools, universities and colleges, retirement homes, local businesses, and community resource groups. Activities include library card sign up, information presentations, off‐site programming, and partnership connections. Late in the 2nd quarter, all library all programs, including all outreach, were suspended, and all locations were closed for in‐building service effective March 16 due to the Covid‐19 virus pandemic. This closure will result in a significant drop in these measures. The in‐building visitor count was down by 69% in March when compared to March of last year. There is also a 4% decrease in the number of the new library holders used their account when compared to the 1st quarter. During the closure, library staff quickly began working on ways to implement virtually programs such as, adult literacy classes, virtual storytimes, craft tutorials, mask making resources. Staff promoted the various online virtual resources

‐

100

200

300

400

500

600


Community Contact Hours

FY 2018 FY 2019 FY 2020

‐

50,000

100,000

150,000

200,000

250,000

300,000


Visitor Count

FY 2018 FY 2019 FY 2020

10

available through their library account. Some were offered in late March, but most will be launched in the April. Beginning in FY 2020, the Library Department is monitoring our net promoter score (NPS) to measure the loyalty of our patrons and gauge how likely they are to share their positive experiences at the library. This measure is achieved through a weekly survey sent to a random selection of recent patrons to gain immediate and continuous feedback. The NPS is categorized as Promoters (80+), Passives (79‐71), and Detractors (70‐). This continuous feedback allows staff to thank our promoters and invite them to share their positive experience on social media as well as contact the detractors to see how we can improve their experience in the future. In the 2nd quarter, the library achieved an NPS of 86.

‐ 10 20 30 40 50 60 70 80 90

100


Net Promoter Score

0%

10%

20%

30%

40%

50%

60%

70%


Percent of New Library Accounts with Activity in the last 12 Months

FY 2019 FY 2020

11




CGN 2.1.3

Cable Channel Enhancements Shared Services (Communication and Legislative Affairs)

Summary: Update equipment used to broadcast on the City’s Cable Channel to enhance the programming quality. Improvements in technology will be made in the following areas:

City Council Chamber

Office of Communications Studio

City Council Briefing Room

Office of Communications Control Room/video editing equipment

Update: During the 2nd quarter, the closed captioning system was installed. Implementation of the system was hampered by a few technical glitches which have pushed back the launch timeline. Currently the service the closed captioning service available for content streamed through the City’s website. During the 3rd quarter, the final phase of the implementation will be complete with closed captioning content on the City’s cable channel.

Milestone Target Completion

Status

Upgrade the microphone system in the CBR

Apr. 2017 100%

Install new video server for the Cable Channel

Nov. 2017 100%

Purchase and install a new bulletin board messaging system for the Cable Channel

Nov. 2017 100%

Purchase new teleprompters in the OOC Studio

May 2018 100%

Purchase and install two playback/confidence monitors to ensure quality broadcast for the cable channel and bulletin board system

May 2018 100%

Rewire studio cable to provide cable to the studio cameras

May 2018 100%

Upgrade to the latest Adobe Edit Suite

June 2019 100%

Coordinate purchase, design and commission of AV equipment for the new City Council Chamber

Mar. 2018 100%

Train staff on City Council Chamber AV equipment

Mar. 2018 100%

Make necessary adjustments to City Council Chamber AV equipment

Apr. 2018 100%

Upgrade field cameras to 4K Aug. 2019 100%

Commission share‐file hard drive Feb. 2019 100%

Install closed captioning technology for the City’s cable channel and streaming videos

June 2020 75%

12




CGN 2.1.4

Annual Homeownership Fair Connect Arlington households to homeownership resources and opportunities


Summary:

The goal of the 5th Annual Homeownership Fair is to provide a community event for current and potential homeowners. The event provides resources to assist current homeowners with improvements to their property and prospective homeowners with information to help them navigate the buying process. Information about fair housing will also be a focus of this event. Homeownership stabilizes neighborhoods and helps families access an important investment in which they can take pride. Update: Plans are underway for the 5th Annual Homeownership Fair which will take place in the spring of 2021 at the George W. Hawkes Library, City Hall, and City Center Plaza. The rooms have been reserved for two possible dates during the month of April 2021.


Actual Completion

Reserve Venue June 2020 Mar. 2020

Convene Planning Committee

July/Aug. 2020

Secure Sponsorships Sept. – Mar. 2021

Market Event Sept. – Apr. 2021

Event Preparation Mar. – Apr. 2021

Host Event Apr. 2021

13




CGN 2.1.5

Neighborhood Engagement Program

Communication with neighborhoods

Impressions via social media


Summary: The Neighborhood Engagement Program seeks to engage Arlington citizens with their neighborhoods and with the City. The goals of the program are to help residents Know Your City through communication and education initiatives; Know Your Neighbors through growing social capital; and Build‐Up Neighborhoods Together through investing in neighborhood infrastructure. Initiatives include the Champion Great Neighborhoods newsletter, expanding the use of NextDoor and other social media to reach residents, creating a Neighborhood Leadership Network, hosting semi‐annual Neighborhood Leadership summits, the Block Party Trailer program, the Arlington Home Improvement Incentive program, the Neighborhood Matching Grant program, among other efforts. OSI anticipates at least 50,000 impressions on NextDoor each quarter. Update: In the 2nd quarter, there were 88,062 impressions on ten neighborhood engagement NextDoor posts. NextDoor membership continues to climb, now at nearly 85,000 users and is an effective means of communication for neighborhood related dialogue with residents.

‐

20,000

40,000

60,000

80,000

100,000


Neighborhood NextDoor Impressions

Target Actual

14


Goal 2: Expand and Enhance the City’s Image Objective 2: Develop a Sense of Place


CGN 2.2.1

Neighborhood Matching Grant Program

Grants awarded (number and funding amount)


Summary: The goal of the Neighborhood Matching Grant (NMG) Program is to provide financial support for resident and community‐based programs and activities that foster civic pride, enhance and beautify neighborhoods, and improve neighborhood vitality and participation. The program benefits the City of Arlington by making neighborhoods more attractive, raising the level of community pride, increasing civic participation by residents, and encouraging collaboration and formal organization of and among neighbors, neighborhoods, and city government. Update: City Council approved seven new Neighborhood Matching Grant projects on February 11, 2020. Grantee training was conducted with neighborhood representatives on February 29, 2020. Contract execution is underway at the end of the 2nd quarter, with four contracts executed. It may take a longer for some neighborhoods to complete due to the coronavirus situation. In general, all projects are anticipated to be complete within one year after receiving a notice to proceed on the projects.


Actual Completion

Issue Call for Projects Sept. 2019 Sept. 2019

Council Approval of Grants Jan. 2019 Feb. 2020

Execution of Contract Mar. 2019 Mar./Apr. 2020

All Funds Granted May 2019

15




CGN 2.2.2

Unified Development Code (UDC) Downtown Master Plan Amendments

Project Completed Economic Development and Capital Investment (Planning)

Summary:

The new Downtown Master Plan was adopted on November 27, 2018. The implementation plan identifies action items geared towards the execution of the newly adopted plan. A number of these items require amendments to the Unified Development Code (UDC). Update: This project is on hold at this time.

Milestone Target Completion

Actual Complete

Set up a Downtown Advisory Committee

TBD

Set up a meeting with Downtown Advisory Committee

TBD

Involve Developer’s Focus Group

TBD

Meet with Chamber of Commerce

TBD

Present proposed Ordinance Amendments at P&Z Work Session

TBD

P&Z Regular Session TBD

Present proposed Ordinance Amendments at City Council Work Session

TBD

City Council 1st Reading TBD

City Council 2nd Reading and Adoption

TBD

16




CGN 2.2.3

Park Improvement Projects Timeliness of completion

Overall satisfaction with programs and facilities

Neighborhood Services (Parks)

Summary: Julia Burgen Park /TxDOT Grant (New Development): There is an existing 1.06 miles of trail currently in Julia Burgen Park. This project involves adding approximately .3 miles of concrete trail that will provide a connection from the existing trail to the on‐street bike path along Pecan Street, ultimately linking to the UTA campus. Project includes the preparation of bid documents and construction of new trail. Consultant has been selected through RFQ process. Design process is estimated to take approximately 1‐1/2 years to complete due to TXDOT requirements associated with the hydraulic and environmental review. Construction is scheduled to begin in the 2nd quarter of 2021. Update: In coordination with the University of Texas at Arlington (UTA), city staff has developed a new trail alignment that would provide enhanced trail connectivity to the parts of UTA campus, surrounding neighborhoods and connections to the existing hike‐bike trail system. Over the next several weeks staff will coordinate this information with TXDOT and design consultant to understand the necessary steps required to begin the engineering phase of this project. Current expected construction bidding date is June 2021. River Legacy Park (Re‐development): Realignment of approximately 1.3 miles of 12’ wide concrete trail. Project includes the preparation of bid documents and construction of new trail. Project has been delayed pending the completion of a wetland delineation associated with the new proposed trail alignment. It is estimated the project could be delayed approximately 90 days from the original schedule. Update: The USACE determined in March 2020 that an additional permit and survey would be required.

The design consultant has been performing studies/survey to provide the required information. Once this data is submitted and an approval is received, staff can continue towards 100% design completion and submittal to CDC exemption process can begin. The current expected construction bidding is November 2020. Lynn Creek Linear Park/TxDOT Grant (New Development): Construction of approximately 1.5 miles of 12’ wide trail from Butter Cup Lane to New York Avenue. Construction contract has been approved by Council and contract execution is complete. Construction began June 2019. Update: There was change order issued for the addition of gabions under the Collins Street bridge adding 90 days to the schedule, however the project is now nearing completion. The contractor is installing park benches, trash cans, and signage and will complete clean up by the end of May. The trail is currently in use. Bowman Branch Linear Park (New Development): Construction of approximately 1.4 miles of 12’ wide trail from Webb Community Park to New York Avenue. Construction documents are complete. Construction scheduled to begin October 2019. Update: The surety proposed hiring North Rock Construction to complete the project, and staff concurs. City Council has approved dissolving the original construction contract and accepting the new construction contract. Construction is expected to recommence in May 2020.

Milestones Estimated Start

Actual Start

Estimated Completion

Actual Completion

Julia Burgen Park TxDOT

Jan. 2019 Feb. 2019

Aug. 2022

River Legacy Park

Apr. 2018

Oct. 2021

Lynn Creek Linear Park

Feb. 2019 June 2019

Mar. 2020

Bowman Branch Linear Park

Apr. 2020 Oct. 2019

17

18

City of Arlington Council P

riority:

Cham

pion Great Neighborhoods

Dept.

Goal

CategoriesKey Measures

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Gen

eral

Overall citizen satisfaction rating for neigh

borhood in

terms

of quality of life [annual survey]

73%

69%

69%

71%

70%

70%

70%

Gen

eral

Would recommen

d Arlington as a place to live [an

nual

surve y]

77%

71%

71%

73%

72%

72%

72%

Gen

eral

Citizen

perception that Arlington is a great place to raise

child

ren [an

nual survey]

67%

64%

59%

61%

59%

59%

59%

Gen

eral

Citizen

perception that Arlington is a bea

utiful p

lace to live

[annual survey]

58%

59%

55%

57%

51%

51%

51%

Gen

eral

Citizen

perception that Arlington provides an excep

tional

quality of life [annual survey]

61%

61%

57%

59%

55%

55%

55%

Gen

eral

Citizen

perception that Arlington has a variety of housing

options [annual survey]

78%

79%

73%

75%

75%

75%

75%

Housing

Maxim

ize use of federal funding allocated to assist qualified

persons to reside in safe, decen

t housing [rep

orted

quarterly]

100%

104%

105%

99%

104%

92%

99%

105%

104%

103%

93%

92%

90%

Housing

Substan

dard owner‐occupied homes reh

abilitated to m

eet

local codes [reported

by program

yea

r]87

67

65

63

20

12

63

74

93

27

Housing

Retain High Perform

er status for HUD SEM

AP rep

orting

[rep

orted

annually]

High

Perform

er

High

Perform

er

High

Perform

er

High

Perform

er

High

Perform

er

OSI

First time homeb

uyers assisted with down paymen

t an

d

closing costs [rep

orted

annually]

11

76

14

14

OSI

Achieve CDBG goals in PY 2019 Action Plan by en

suring that

CDBG expen

ditures are spen

t in a tim

ely man

ner according

to HUD req

uirem

ents before M

ay 1, 2

020 [reported

by

program

year]

100%

100%

100%

100%

100%

OSI

Achieve HOME go

als in PY 2019 Action Plan by committing

100% of HOME funds received

through

prior program

yea

rs

for ap

proved housing activities by July 31, 2

020 [reported

by

program

year]

100%

100%

100%

100%

100%

Code

Number of code ins pection activities completed

87,290

81,867

87,474

80,000

22,263

20,783

83,000

8,168

7,273

6,822

7,286

7,625

5,872

Code

Number of graffiti complaints abated

(city/owner)

257

144

104

200

46

22

148

20

21

58

311

Code

Number of an

imal licenses sold in

Arlington

6,553

6,020

5,171

5,941

1,194

1,166

3,500

447

390

357

413

447

306

Code

Live Relea

se Rate

77%

79%

80%

79%

83%

91%

85%

80%

81%

87%

87%

92%

93%

Code

Average number of days from in

itial code complaint to first

action

21

23

11

11

11

11

1

Code

Percent of cases resolved

through

voluntary compliance

82%

47%

48%

58%

62%

68%

65%

68%

65%

53%

60%

70%

73%

Code

Percent of inspection activities that are proactive

37%

25%

36%

35%

34%

29%

30%

24%

32%

45%

36%

27%

25%

Code

Compliance rate of short‐term ren

tals

100%

23%

31%

25%

39%

14%

16%

27%

54%

11%

Code

Number of Anim

al Services' volunteer hours

13,892

15,376

14,723

10,000

2,670

2,355

8,000

815

839

1,016

816

700

839

HR

City‐wide Volunteer Recruitmen

t Expan

sion

124,186

119,855

116,034

116,500

23,488

17,301

116,500

23,488

17,301

Library

Volunteer service hours

24,002

19,654

18,390

20,000

3,612

2,857

10,000

1,532

1,162

918

1,051

1,324

482

OSI

Number of Im

pressions on Nextdoor by Neigh

borhood

Engagemen

t Program

292,315

200,000

29,503

88,062

200,000

18,035

4,298

7,170

31,417

37,989

18,656

OSI

Number of neigh

borhood grants awarded

[mea

sured

annuall y]

14

10

10

OSI

Amount of neigh

borhood grants awarded

[reported

annuall y]

$150,000

$125,000

$100,000

Parks

Volunteer Hours [mea

sured quarterly]

38,495

41,568

43,743

42,000

8,114

5,565

42,000

8,114

5,565

Police

APD Volunteer Hours

29,443

33,577

28,991

35,000

6,812

6,689

35,000

2,510

2,228

2,074

2,107

3,336

1,246

Police

Community Watch Groups

227

234

217

230

218

141

230

217

218

218

183

183

141

Police

Citizen

on Patrol (COP) Mem

bers

43

28

25

30

24

18

30

25

25

24

18

18

18

Police

National Night Out Group Participation [mea

sured in

October]

196

223

223

200

252

252

252

Police

COP M

obile M

embers

55

54

49

60

51

49

60

56

56

51

47

49

49

Police

Nextdoor Participation

32,851

60,096

77,312

+45,000

80,876

84,232

+45,000

78,821

79,698

80,876

81,807

83,214

84,232

Police

Citizen

Police Academ

y Graduates

78

50

24

45

40

45

40

Police

Hispan

ic Citizen

Police Academ

y Graduates

27

40

11

45

13

45

13

Police

Arlington Clergy an

d Police Partnerships (ACAPP) Graduates

85

12

14

12

95

Citizen Survey Code Compliance Community EngagementHousing

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2020

New

Mea

sure

in FY 2018

19

20

Enhance Regional Mobility

Goal 1: Explore Creative, Alternative Transportation Opportunities Objective 1: Promote Regional Connectivity


ERM 1.1.1

Via On‐Demand Rideshare

Ridership Shared Services (Office of Strategic Initiatives)

Summary: This item supports the Council's "Enhancing Regional Mobility" priority by improving access between Arlington and the rest of the North Texas region. The Via on‐demand rideshare service was launched on December 11, 2017 to offer an additional mobility option for residents, employees and visitors. The app‐based rideshare service uses a fleet of fifteen 6‐passenger vehicles, a smart phone application and dynamic routing to provide efficient on‐demand trips and access to a wide range of destinations. The turn‐key operation is being operated and maintained by Via through an annual contract based on City Council approval. The service area is roughly bounded by Lamar Blvd on the north, Fielder on the west, 360 on the east and I‐20 on the south and includes major destinations such as UTA, Downtown, the hospital district, the entertainment venues, the Parks Mall, Arlington Highlands and the CentrePort TRE Station. Update: Via ridership continue to be strong through the 2nd quarter, up to the start of the coronavirus pandemic. A total of 56,992 rides were given in the 2nd quarter of FY 2020 and there are a total of 32,128 accounts. There are currently 22 6‐passenger vehicles actively in service, and two of these vans are wheelchair accessible.

52,000

53,000

54,000

55,000

56,000

57,000

58,000


Via Ridership

26,000

27,000

28,000

29,000

30,000

31,000

32,000

33,000


Via Active Accounts

21


Goal 2: Plan, Manage, and Maintain Public Transportation Infrastructure Objective 1: Optimize Effectiveness and Efficiency of Existing Transportation System


ERM 2.1.1

Update Street Condition

Citizen perception of overall road condition as “good” or “excellent”

Lane Miles with Overall Condition Index (OCI) <50

Economic Development and Capital Investment (PWT)

Summary: In February 2013, City Council approved a new “Do Worst First” street condition philosophy through which to prioritize street projects. Fundamental elements of this philosophy are:

Streets with an Overall Condition Index (OCI) below 50, called red streets, are in failure, and should be addressed first

Street maintenance work will be prioritized toward the worst streets first

Rebuild work will be done on both thoroughfares and residential streets, with thoroughfares given higher priority when choices between the two must be made

With the passage of the 2018 Bond Election and continued focus on maintenance of red streets, the target is to reduce the FY 2015 baseline number of 326 red lane miles to achieve a more balanced network. Update: The overall number of lane miles with an OCI <50 increased from 311 to 324. This increase is due to 122 road segments moving from yellow to red.

240260280300320340

FY19Q1

FY19Q2

FY19Q3

FY19Q4

FY20Q1

FY20Q2

FY20Q3

FY20Q4

OCI Progress – Current and Previous Fiscal Years

0 ‐ 49.99 Baseline

240

260

280

300

320

340

FY 2017 FY 2018 FY 2019 FY 2020

OCI Progress – Three Year History

< 50 OCI Baseline

10.94% 9.34% 9.32% 9.42% 9.89% 10.26% 10.68%

26.18% 31.63% 32.82% 33.57% 34.80% 35.71% 36.41%

62.87% 59.03% 57.86% 57.01% 55.31% 54.03% 52.92%

0%

20%

40%

60%

80%

100%

Baseline FY19 Q1 FY19 Q2 FY19 Q3 FY19 Q4 FY20 Q1 FY20 Q2 FY20 Q3 FY20 Q4

Distribution of Total Lane Miles by OCI Category

0 ‐ 49.99 60‐69.99 70‐100

22


Goal 2: Plan, Manage, and Maintain Public Transportation Infrastructure Objective 1: Optimize Effectiveness and Efficiency of Existing Transportation System


ERM 2.1.2

IH‐30 and SH‐360 Interchange

Overall satisfaction with the management of traffic flow during peak hours


Summary: The purpose of this project is to improve traffic safety and reduce traffic congestion at the interchange of Interstate 30 and State Highway 360. Formerly a toll road loop interchange, the new infrastructure will include main lane improvements and direct connection ramps to each facility. This project is split into the following five construction phases:

Package A: Reconstruction of the Six Flags Drive Bridge over IH‐30

Package B: IH‐30/SH‐360 interchange improvements

Package C: Great Southwest Industrial District railroad bridge crossing just south of Randol Mill Road

Package D: Randol Mill Road interchange improvements

Package E: Improvements from Abram Street to IH‐20.

Packages A and B will be bid as a joint project. Update: Texas Department of Transportation contractors continue to make progress on Packages A, B, and E. No changes in the construction schedule occurred during the 2nd quarter.


Actual Completion

Package A Construction Spring 2022

Package B Construction Spring 2022

Package C Construction Pending

Package D Construction Pending

Package E Construction Summer 2020

23


Goal 2: Plan, Manage, and Maintain Public Transportation Infrastructure Objective 2: Complete Construction Projects in a Timely Manner


ERM 2.2.1

Street Rebuild Projects Overall satisfaction with the management of traffic flow during peak hours


Summary: Capital street projects are funded with Street Bonds and are funded through inclusion in the annual capital budget. The projects listed to the right are expected to receive construction funds in March 2020. The projects listed below include carry‐over projects from FY 2019 that have not completed construction, as well as the planned FY 2020 projects. Project milestones listed in the table will be updated as they occur during the year. Update: Due to projected budget impacts resulting from COVID‐19, funding for the projects expected to receive construction funds in March has been placed on hold and the estimated construction start dates have been delayed. The design phase of the 2018 Residential Rebuild and Bowman Springs (IH20 to Enchanted Bay Boulevard) projects are substantially complete.

Roadway Capital Improvements Project Lane Miles

2018 Residential Rebuild 2.6

Avenue E (SH360 to Great Southwest Parkway) 3.9

Bowman Springs Road (IH20 to Enchanted Bay Blvd)

1.2

Poly Webb Road (Pleasant Ridge Road to Shorewood Drive

1.0

Turner Warnell Road (Matlock Road to Cooper Street)

6.2

2020 CDBG Vanderbilt & Hanover 1.0

The 2019 CDBG Residential Rebuild project, which included East Second Street (Center Street to Mary Street) and Kelly Terrace (Collins Street to Park Row Drive) and the Collins Street (IH20 to Mayfield Road) project completed major construction and are currently proceeding through the project close‐out phase. The 2020 CDBG (Vanderbilt and Hanover) Project will use 2019 CIP Residential Rebuild funds to supplement CDBG funds. Advertisement for construction bids is tentative on Council Approval of CDBG funds for this project.

Roadway Capital Improvement Project Estimated Bid Date

Actual Bid Date


Actual Completion

Abram Street (Cooper Street to Collins Street) Feb. 2018 Feb. 2018 Mar. 2020

Eden Road (US287 to Calender Road) June 2018 Aug. 2019 July 2021

2017 Residential Rebuild Phase 2 Mar. 2019 Feb. 2019 Mar. 2020

2019 CDBG Residential Rebuild Mar. 2019 Feb. 2019 Nov. 2019 Mar. 2020

Collins Street (IH20 to Mayfield Road) Apr. 2019 Feb. 2019 Dec. 2019 Feb. 2020

Calender Road (Harris Road to Eden Road) Apr. 2019

Avenue H (SH360 to Great Southwest Parkway) May 2019 Sept. 2019 June 2021

Harris Road (Calender Road to Cooper Street) May 2019

Collins Street (Pioneer Parkway to Park Row Drive) June 2019 July 2019 May 2021

2019 CDBG Residential Rebuild (Kimberly Drive) June 2019 May 2019 Mar. 2020

2018 Residential Rebuild May 2020

Bowman Springs Road (IH20 to Enchanted Bay Blvd.) June 2020

Turner Warnell Road (Matlock Road to Cooper Street) Aug. 2020

Avenue E (SH 360 to Great Southwest Parkway) Aug. 2020

24


riority:

Enhan

ce Regional M

obility

Dept.

Goal


FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

PWT

Citizen

perception of overall condition of streets/road

s as

"excellent" or " good" [annual survey]

42%

43%

40%

40%

44%

44%

44%

PWT

Citizen

perception that traffic levels in

Arlington are

acceptable [an

nual survey]

39%

43%

39%

39%

39%

39%

39%

PWT

Citizen

perception of excellent or go

od for traffic flow

man

agem

ent in the En

tertainmen

t District [annual survey]

43%

41%

37%

37%

41%

41%

41%

PWT

Citizen

perception of overall satisfaction with the

man

agem

ent of traffic flow during pea

k hours as "excellent"

or"good"[annualsurvey]

40%

43%

39%

39%

39%

39%

39%

OSI

Transportation

Services

Via On‐Dem

and Rideshare Ridership

233,717

195,000

54,264

56,992

195,000

20,764

17,610

15,890

19,706

21,820

15,466

PWT

Travel tim

e on northbound Cooper from Turner‐W

arnell to I‐

30 (go

al: 2

1 m

in 9 sec) [m

easured quarterly]

19:57

21:44

21:54

21:09 (+/‐ 2

min 7 sec)

20:38

21:04

21:09 (+/‐ 2

min 7 sec)

20:38

21:04

PWT

Travel tim

e on southbound Cooper from I‐30 to Turner‐

Warnell (go

al: 2

1 m

in 4 sec) [m

easured quarterly]

20:30

19:46

21:49

21:04 (+/‐ 2

min 6 sec)

19:57

22:39

21:04 (+/‐ 2

min 6 sec)

19:57

22:39

PWT

Travel tim

e on northbound Collins from South Green

Oaks

to North Green

Oaks (goal: 1

9 m

in 38 sec) [m

easured

quarterly]

19:27

19:23

19:42

19:38 (+/‐ 1

min 58 sec)

20:11

20:06

19:38 (+/‐ 1

min 58 sec)

20:11

20:06

PWT

Travel tim

e on southbound Collins from North Green

Oaks

to South Green

Oaks (goal: 1

9 m

in 34 sec) [m

easured

quarterly]

18:50

19:06

18:27

19:34 (+/‐ 1

min 57 sec)

19:33

18:04

19:34 (+/‐ 1

min 57 sec)

19:33

18:04

PWT

Travel tim

e on eastbound Division from Bowen

to SH‐360

(goal: 1

0 m

in 24 sec) [m

easured quarterly]

10:58

10:47

11:36

10:24 (+/‐ 1

min 2 sec)

11:07

10:07

10:24 (+/‐ 1

min 2 sec)

11:07

10:07

PWT

Travel tim

e on westbound Division from SH‐360 to Bowen

(goal: 1

0 m

in 52 sec) [m

easured quarterly]

11:19

11:04

11:21

10:52 (+/‐ 1

min 5 sec)

10:49

7:10

10:52 (+/‐ 1

min 5 sec)

10:49

7:10

PWT

Travel tim

e on eastbound Pionee

r Parkw

ay from Green

Oaks

to SH‐360 (go

al: 1

3 m

in 49 sec) [m

easured quarterly]

12:49

13:26

13:49

13:49 (+/‐ 1

min 23 sec)

13:57

13:14

13:49 (+/‐ 1

min 23 sec)

13:57

13:14

PWT

Travel tim

e on westbound Pionee

r Parkw

ay from SH‐360 to

Green

Oaks (goal: 1

4 m

in 12 sec) [m

easured quarterly]

13:09

13:14

13:40

14:12 (+/‐ 1

min 25 sec)

12:24

15:03

14:12 (+/‐ 1

min 25 sec)

12:24

15:03

PWT

Lane Miles with Overall Condition In

dex (OCI) <50 (FY 2013:

a pprox. 320 lane miles) [mea

sured quarterly]

273

277

300

300

311

324

324

311

324

PWT

% of traffic sign

als receiving an

nual preventative

maintenan

ce compared

to goal of 535 [mea

sured quarterly]

115%

110%

100%

100%

18%

27%

100%

6%

6%

6%

8%

4%

15%

PWT

% of sign

s replaced that do not mee

t minim

um standards

compared

to annual goal of 3,000

119%

80%

112%

100%

32%

18%

100%

16%

6%

10%

8%

5%

5%

Citizen Survey

New

Mea

sure in

FY 2019

Traffic Management

25

26

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 1: Foster Development and Redevelopment in Targeted Areas


IOE 1.1.1

Redevelopment of Texas Rangers Golf Course

Overall Satisfaction of Project Management

Project Completion on Time and at Budget

Citizen Satisfaction with Overall Quality of Parks and Recreation Programs and Classes

Shared Services (AM) and Neighborhood Services (Parks)

Summary: The redevelopment of Texas Rangers Golf Course is one of many redevelopment efforts in North Arlington. The golf course master plan approved by City Council includes a complete renovation of the golf course, new clubhouse and maintenance building, expanded driving range and a practice facility. The golf course improvements will provide a high‐quality playing experience at an affordable price point for Arlington residents while providing another destination for visitors to the Entertainment District. The project is constructed in the following phases: Phase 1 – Golf Course construction Phase 2 – Maintenance, on‐course restrooms; temporary clubhouse and parking lot Phase 3 – Clubhouse Phase 3, the Clubhouse, is the only phase remaining to complete. The estimated completion timeframe for this phase was revised from July 2019 to December 2019 due to rebidding the construction contract to keep the cost within budget. In December, the completion date was extended until June 2020 due to weather and changes in the work. Update: In the 2nd quarter of FY 2020, the contractor maintained the current schedule to complete work by June 2020 even though we continued to have significant rain fall during the 2nd quarter as well as the 1st quarter. Significant work on Clubhouse included roof installation; electrical conduit and wiring plumbing; HVAC ductwork and installation of kitchen hoods.

Milestone Estimated

Completion Actual

Completion

Phase 1 construction drawings complete

June 2016 July 2016

Phase 1 project bid Aug. 2016 Oct. 2016

Phase 1 construction begins

Nov. 2016 Jan. 2017


June 2017 June 2017

Phase 2 project bid July 2017 Aug. 2017

Phase 2 construction contract award

Sept. 2017 Sept. 2017


Sept. 2017 Nov. 2017


Oct. 2017 Oct. 2017

Phase 1 construction complete

Nov. 2017 Oct. 2017

Phase 3 project bid Nov. 2017 Nov. 2017

Phase 3 construction contract award

Dec. 2017 Dec. 2017


Mar. 2018 Mar. 2018


Aug. 2018 Apr. 2019

Golf course grand opening

Sept. 2018 May 2019


June 2020

Overall project completion

June 2020

27



Objective 1: Foster Development and Redevelopment in Targeted Areas Project Performance Measure(s) City Service Team (Department)

IOE 1.1.2

East Arlington Recreation Center/Library



Citizen Satisfaction with Overall Library and Parks Services

Shared Services (AM) and Neighborhood Services (Library and Parks)

Summary: Working collaboratively with other city departments, as well as with architectural and construction management professionals, to build a new East Arlington Recreation Center and Library Complex. Update: In the 2nd quarter of FY 2020 the construction was at 60% complete. Exterior wall veneer; interior walls; ductwork; roof top HVAC units installed; electrical and plumbing wiring and piping; indoor pool foundation was completed.


Actual Completion

Initial Project Schedule/Development Phase

Sept. 2015 Sept. 2015

Architect/Engineer RFQ Aug. 2015 Aug. 2015

Architect/Engineer Selection Process

Nov. 2015 June 2016

Design Development Mar. 2018 Mar. 2018

Finalize construction documents

Fall 2018 Dec. 2018

Construction contract award Fall 2018 Feb. 2019

Permit Process Fall 2018 Jan. 2019

Construction begins Fall 2018 Mar. 2019

Finalize selection of furniture and equipment

Fall 2019 Dec. 2019

Recreation Center construction complete

Fall 2020

Move In – Recreation Center Fall 2020

Library construction complete Fall 2020

Move In – Library Dec. 2020

28



Objective 1: Foster Development and Redevelopment in Targeted Areas Project Performance Measure(s) City Service Team (Department)

IOE 1.1.3

Southeast Recreation Center



Citizen Satisfaction with Overall Quality of Parks and Recreation Programs and Classes


Summary: Working collaboratively with other city departments, as well as with architectural and construction management professionals, to build a new Southeast Arlington Recreation Center. Update: In the 2nd quarter of FY 2020 the building wall veneer was ongoing; the roof installation was completed. Roof top HVAC equipment was installed. The elevator installation is 99% complete. Overall completion is at 60%.


Actual Completion


Jan. 2017 Jan. 2017

Architect/Engineer RFQ Feb. 2017 Feb. 2017


Feb. 2017 Mar. 2017

Design Development June 2017 June 2018


Summer 2018 Dec. 2018

Construction contract award Fall 2018 Dec. 2018

Permit Process Fall 2018 Jan. 2019

Construction begins Fall 2018 Feb. 2019


Fall 2019 Dec. 2019

Construction complete Summer 2020

Move In Fall 2020

29





IOE 1.1.4

South Cooper Street Master Plan

Completion of Plan Shared Services (Office of Strategic Initiatives)

Summary: The South Cooper Street corridor between Mitchell and Bardin has not ever been the focus of a corridor redevelopment plan. Originally developed between 40‐50 years ago, the corridor needs attention to address design standards, retail and commercial mix, vacancies, and underutilized property. The Office of Strategic Initiatives will undertake a year‐long master planning effort to develop strategies for redevelopment and reinvigoration of the corridor. Update: This project is currently on hold due to the coronavirus pandemic. Prior to being put on hold, the Community Advisory Committee was formed, and significant progress was made on the existing conditions analysis for the project.

Milestone Estimated

Completion Actual

Completion

Issue Request for Proposals Sept. 2019 Oct. 2019

Select and Contract with Consultant

Nov. 2019 Dec. 2019 – Jan. 2020

Draft Plan July 2020

Final Plan Nov. 2020

30





IOE 1.1.5

TIRZ Districts Recruitment Leads

Leads to Prospects Percentage of Agreements in Compliance

Economic Development and Capital Investment (ED)

Summary: There are three Tax Increment Reinvestment Zones (TIRZ) in Arlington: (TIRZ) #1 – Downtown 2019 Taxable Value: $302,972,769 Update: Participation agreements have been approved by Tarrant County, Tarrant County Hospital District and City Council. Remaining items are approval of participation agreement by Tarrant County College District. Staff is maintaining communication with DAMC to stay updated on downtown businesses affected by the coronavirus. (TIRZ) #5 – Entertainment District 2019 Taxable Value: $1,267,912,453 Update: Participation agreements have been delivered to Tarrant County for County and Hospital District consideration. Participation agreement has also been delivered to Tarrant County College District for consideration. TCCD plans to take up consideration of TIRZ #1 and TIRZ #5 participation agreements at their regular meeting in June 2020. (TIRZ) #6 – Viridian 2019 Taxable Value: $597,326,687 Update: Staff is currently working with developer on modifying the development agreement for TIRZ #6 to accommodate an exchange of properties between the City and the developer, adjacent to the Trinity River, to accommodate an ADA compliant river access point east of the newly constructed bridge to the island.

TIRZ #1 Date

TIRZ 1 Amended and Restated Participation Agreement – Tax Increment Reinvestment Zone Number One Tarrant County

Feb. 2020

TIRZ 1 Amended and Restated Participation Agreement – Tax Increment Reinvestment Zone Number One Tarrant County Hospital

Feb. 2020

TIRZ #5 Date

Amended Project Plan and Financing Plan

Dec. 2019

Economic Development Performance Agreement

Dec. 2019

Economic Development and Reimbursement Agreement

Dec. 2019

First Amendment to the Economic Development Incentive Agreement for Hotel Project

Dec. 2019

TIRZ #6 Date

Development Agreement TBA

31



Objective 2: Build a Strong and Diverse Business Community Project Performance Measure(s) City Service Team (Department)

IOE 1.2.1

Business Recruitment and Retention

Recruitment Leads



Summary: The Office of Economic Development is participating in recruitment efforts related to the City’s identified targeted industry clusters. The adopted clusters are 1) Aerospace, 2) Automotive Products, 3) Business and Professional Services, 4) Medical Devices, and 5) Industrial Machinery and Manufacturing. As outlined in the Economic Development Strategy, the Office works to generate leads and recruit companies within these industry clusters, which will assist in reaching one of the City’s primary economic development goals – competitive positioning, allowing the City to capture a larger share of high‐wage, high‐impact growth. As recruitment leads are generated and projects arise, they will be identified and tracked under their respective clusters. Staff will continue to develop knowledge of the business climate that may lead to a compelling case for industry prospects to locate in Arlington. Update:

Targeted Industry Leads

Aerospace

Automotive

Products

Medical

Devices

Industrial

Man

ufacturing

Business an

d

Professional

1st Quarter 1 1 1

2nd Quarter 2 1

3rd Quarter

4th Quarter

Approved Agreements Date

Downtown Arlington Management Corporation Economic Services Contract

Oct. 2019

Downtown Arlington Management Corporation – First Amendment to the Professional Management and Improvement Services

Oct. 2019

Six Flags Entertainment Corporation Chapter 380 Program Agreement

Oct. 2019

Exeter Bardin Land, L.P. – Agreed Termination of Chapter 380 Program Agreement

Oct. 2019

United Parcel Service – First Amendment to Amended and Restated Chapter 380 Program

Oct. 2019

International Bowling Campus, LLC – Agreed Termination of Chapter 380

Nov. 2019

Tax Increment Reinvestment Zone Number Five Term Extension and increasing the percentage of City tax increment First Reading

Dec. 2019

Tax Increment Reinvestment Zone Number Five Amended Project Plan and Financing Plan First Reading

Dec. 2019

Hotel and Convention Center Economic Development Performance Agreement

Dec. 2019

Mixed Use, Residential, and Office Development Economic Development and Reimbursement Agreement

Dec. 2019

Economic Development Incentive Agreement for Hotel Project – First Amendment

Dec. 2019

Amended and Restated Participation Agreement – Tax Increment Reinvestment Zone Number One Tarrant County

Feb. 2020

Amended and Restated Participation Agreement – Tax Increment Reinvestment Zone Number One Tarrant County Hospital

Feb. 2020

Viridian MMD Board Reappointment Mar. 2020

32




IOE 1.2.2

Small Business Initiative Interactions with Existing Businesses


Small Business Initiative Established in 2018, the small business initiative committee focuses on responding to small business requests, managing the small business website, and staying up to date with partner organizations including the Tarrant County Small Business Development Center, SCORE Fort Worth, TechFW and EpicMavs. Representatives from the Planning and Development, Purchasing, Library and OED departments serve on the committee. Update: In late February, the OED Staff met with partner organizations to discuss implementing a small business competition. Due to COVID‐19, Staff changed directions in March to focus on researching and providing resources for small businesses impacted by the pandemic on the City’s website and answering questions by phone and email. Economic Development Business Incubator In conjunction with Community Development & Planning, Economic Development, Water Utilities, and UT Arlington, the City will work to develop a Business Incubator. The collaboration of these key institutions to address this pressing need should both enhance the financial stability and the prominence of these institutions and benefit the private sector organizations in the Community. A Business Plan has been developed and is currently under review by City management and the university. The Business Plan is based on the analysis of various incubator facilities throughout the country as well as dialogue with incubator directors. Update: Contracts have been completed and signed. A construction meeting with staff has been scheduled for April.

Small Business Initiative Date

Coronavirus Small Business Resource Website Implemented

Mar. 2020

Small Business Incubator Date

Contracts Completed Feb. 2020

33




IOE 1.2.3

Expansion of Foreign Direct Investment Promotion

Recruitment Related Events Attended


Summary: Economic Development Staff continues to conduct research, gain industry intelligence, and forge relationships with international industry decision makers, as well as site selectors in the targeted international markets. Within the past few years, Staff has expanded foreign direct investment efforts by attending trainings, conferences and expos known to result in the generation of viable leads. Staff will also work to establish partnerships with affiliate organizations and local brokers to assist in the promotion of Arlington as a prime location for global investment. Staff’s progress in the expansion of its international efforts will be tracked and reported, and any resulting relocation or recruitment projects will be identified. Update: The OED continues to maintain relationships with select international organizations and networks to capitalize on existing opportunities and attract foreign direct investment. Currently, OED staff are members of and associated with the International Economic Development Council (IEDC), Business Retention and Expansion International (BREI), the Transatlantic Business Investment Council (TBIC) and North American Strategy for Competitiveness (NASCO). Just recently, Arlington was the host location for NASCO’s quarterly meeting. The meeting took place at Texas Live! where other members from around the region joined to hear the latest international updates and explore Arlington. The OED staff gave a welcome and overview of the Entertainment District activity and other happenings in and around the city.

International Tradeshows/Conferences

Date

NASCO Quarterly Meeting Feb. 2020

34




IOE 1.2.4

Targeted Marketing Campaign Marketing Partnership Visits


Summary: Based on the Economic Development Strategy, the City continues to focus its marketing efforts on targeted industries, aiming at these businesses through their trade associations, related publications, and attendance and sponsorship of trade shows/expos. Additionally, enhanced general marketing efforts will promote the city at the regional, state, and international levels, through participation and increased involvement in key marketing and corporate real estate groups. In keeping with the City’s brand, advertisements will be designed with a consistent theme for placement in a variety of print and electronic publications. An assortment of materials will be produced in keeping with this theme. The Office’s webpage is an effective marketing tool for the City and will continue to be updated to reflect the service/incentives provided by the City as well as highlighting Arlington businesses making significant investments in the economy. E.D. Staff will track their outreach efforts via presentations and partnership events with local organizations. Update: In coordination with the CVB and OOC, OED Staff finalized the following marketing materials with the contracted agency HZ:

RFI template

Folder

Email marketing template

Digital banner ads

Direct mail concept The new, “We Can, We Do” brand will assist ED Staff with recruitment and retention and will be utilized in business related advertising campaigns.

Ads Placed Issue

Arlington Chamber Directory Fall 2019

Business Beyond the Battlefield Directory

Fall 2019

DRC Annual Economic Development Guide

Mar. 2020

Tradeshows/Conferences Attended Date

IEDC Annual Conference Oct. 2019

Business Beyond the Battlefield Nov. 2019

SCR Expo – Ft. Worth

NTCAR Expo – Dallas

IEDC Annual Conference – Dallas

35



Objective 2: Build a Strong and Diverse Business Community


IOE 1.2.5

Economic Development Projects

Recruitment Leads



Summary: To build and sustain Arlington’s tax base, Economic Development staff will remain focused on developing Arlington’s remaining greenfield sites with the highest and best uses. Additionally, redevelopment efforts will continue within the Entertainment District, Great Southwest Industrial Park, and Downtown and Lamar‐Collins areas, among other areas identified as suitable for redevelopment. Per the Economic Development Strategy, redevelopment projects will be supported and prioritized when considered as transformational and having high community impact, both being primary economic development goals for the City. These projects must be game changers, introducing new product into an unproven area, have the ability to stimulate future change, and must be a desired use. Urban Union Type: Redevelopment of buildings near the intersections of Division St., East St., and Front St in Downtown Arlington Capital Investment: $20 million Size: 60,000 sq. ft. Deal: Located in Tax Increment Reinvestment Zone #1, the project will receive TIRZ #1 funding to assist in the public improvement costs associated with the development. Update: Developer has submitted plans and request for TIRZ 1 participation in next phase of the project. Project includes four new buildings and associated infrastructure. Developer request for $1.4 million for associated infrastructure was approved by the TIRZ 1 Board of Directors on February 3rd. Currently awaiting development agreement from the City Attorney’s office and opportunity to have a subsequent TIRZ 1 meeting to consider the development agreement in light of the coronavirus. TIRZ 1 meeting may be possible in May. Columbia Medical Center of Arlington Subsidiary, LP (MCA) (Healthcare/Medical) Type: Medical Hospital Capital Investment: $90 million

Urban Union (Phase 3)

Date

Building Permit Issued May 2018

Certificate of Occupancy Issued Sept. 2019

Urban Front (Phase 4)

Date

Agreement Drafted Mar. 2020

Agreement Approved by Council TBA

Building Permit Issued TBA

Columbia Medical Center of Arlington (MCA) Project

Date

Building Permit Issued (Phase I) May 2016

Certificate of Occupancy Issued (Phase I)

June 2019

Building permit Issued (Phase II) July 2016

Phase II Project Complete (CO Issued)

Pending

General Motors Date

Building Permit Issued June 2013

Certificate of Occupancy Issued Oct. 2019

Sewer Line Design Complete Pending

Agreement drafted by Legal TBA

Conveyor Line TBA

UPS Date

Building Permit Issued Aug. 2017

Certificate of Occupancy Issued Pending

Medal of Honor Museum Date

Architecture Firm Selected Jan. 2020

Board of Directors Selected Jan. 2020

Building Permit Issued

Certificate of Occupancy Issued

36

Size: 20,000 sq. ft. expansion Employees: 50 Deal: The City provided a real property tax abatement to offset some of MCA’s construction costs. Update: The project is still moving forward despite the COVID‐19 pandemic. They are an essential business, and one of the medical institutions now designated to take care of COVID‐19 patients in the region. Medical personnel have been added to help provide optimal care for a potential increase in number of patients due to the coronavirus outbreak. Current construction projects will add permanent capacity for both doctors and patients. They are also contemplating future projects at this location to optimize operations; however, those decisions will likely be delayed until things settle down. The current project is anticipated for completion in late Summer 2020. General Motors (Assembly) Type: Assembly Plant Renovation and Expansion Capital Investment: $1.4 billion Size: 1,200,000 sq. ft. expansion Employees: 4,000+ retained Deal: To assist GM, the City offered an incentive package including tax abatements to real and business personal property and fee waivers. Update: All work for the building expansion has been completed. Last remaining item is issuance of a fire permit for a single conveyor line within the plant. Presently working with GM on a new 21‐inch sewer line to serve the plant and to replace the existing 15‐inch line. Also working with GM and the NCTCOG on a dedicated finished product conveyor line to deliver finished vehicles to the rail head on the east side of SH 360. United Parcel Service (UPS), Inc. Type: Regional Distribution Center Capital Investment: $200 million Size: 1,100,000 sq. ft. Employees: 1,400 Deal: The Arlington City Council approved a Chapter 380 grant that provides a tax rebate of 85% over seven years on business personal property. Update: UPS has been testing and optimizing equipment onsite and is on the final stretch for CO to ramp up operations. They have addressed items of concern per the last set of comments and are in the process of installing a fire sprinkler system that will extend into the new office space. A permit to install a new illuminated wall sign was issued

on March 12th. Also, a permit was issued on March 16th to allow for installation of above ground CNG tanks and equipment that will be fenced in and have protective bollards. The new anticipated timeframe to be fully operational is now late Spring/early Summer 2020 due to some construction delays and other factors. Medal of Honor Museum Type: Museum In October 2019, the NMOH Museum announced that Arlington would be the home of their new museum. The site will be in the Entertainment District. Update: The MOH Board of Director’s selected an architecture firm during the second quarter and announced their new board of directors. The building design is underway and a meeting with staff has been scheduled in April.

37




IOE 1.2.6

ED Marketing Campaign Shared Services (Communication and Legislative Affairs) and Economic Development and Capital Investment (ED)

Summary: Develop a marketing campaign to raise the profile of the City of Arlington Office of Economic Development. After a search process, in June 2019 the CVB contracted with HZ, an integrated creative agency that specializes in branding and advertising. The firm conducted a site visit in July 2019 and developed with “We Can. We Do.” marketing campaign. It includes a host of marketing/branding tools included print ad designs, messaging, digital ads, media relations and promotional materials. In September 2019, a series of photoshoots were coordinated throughout Arlington with key business leaders to tell the “We Can. We Do.” story. Those ads were completed in Oct. 2019. The campaign launched at the 2019 State of the City. Update: The 2nd quarter brought about the conclusion of most of the outstanding items from this project including the branded folder, brochure, email template and community profile. Some digital ads were created to be used at a later date.

Milestone Target Date Status

Pick advertising firm 2nd Qtr. FY 2019 100%

Develop campaign theme/ED brand

3rd Qtr. FY 2019 100%

Develop materials needed for print and digital ads

4th Qtr. FY 2019 100%

Launch campaign 1st Qtr. FY 2020 100%

Launch media relations campaign including news release and two targeted “ask the expert” style editorial stories

1st Qtr. FY 2020 100%

Launch the digital and print ad campaigns

4th Qtr. FY 2020 50%

Develop community profile

2nd Qtr. FY 2020 100%

Develop ED brochure 2nd Qtr. FY 2020 100%

Develop trade show booth uses the new theme

2nd Qtr. FY 2020 100%

Develop an RFI template

2nd Qtr. FY 2020 100%

Develop an email template

1st Qtr. FY 2020 100%

Continue earned media campaign

2nd Qtr. FY 2020 50%

38




IOE 1.2.7

Land Banking Economic Development and Capital Investment (ED)

Summary: Land Banking (previously Real Estate) is part the Economic Development department. Staff manages minerals and leasing, city‐owned property, cell tower leasing, easement acquisitions for PWT and WU, right‐of‐way permit approvals and small cell right‐of‐way permits which includes inspections and management of the public right‐of‐way. Pierce Burch Active Adult Community Description: Arlington voters approved general obligation bonds in the amount of $45 million in a special election on May 6, 2017, to build an Active Adult Center. Facility membership will be for those 50 years of age or older. Update: Developer selected through RFQ process has resigned from the project. ED Staff will work with area developers on future development of the entire 36 acres. Small Cell Permits Staff manages applications/yearly fees from public service providers such as AT&T, Sprint, T‐Mobile and Verizon. Shot clocks are enforced under this program. Update: During the first quarter, staff completed 222 right‐of‐way permits which include small cells and 175 in the second quarter. Verizon made significant progress on new installations for small cell right‐of‐way permits. There are 380 total small cell permits. Right‐of‐Way Permits IT is working closely with the department to create an online ROW permit submittal process to streamline processing and management. Goals will always be to collect past due damages from current contractors and public service providers. Staff works closely with the Risk Dept. the total Collection for FY 2020 is $20,000.

Pierce Burch Active Adult Development

Date

Property Survey Sept. 2017

Contour Survey Sept. 2017

Title Commitment July 2017

Reserved Easements for Pierce Burch Plant Operations

Dec. 2019/ May 2020

Small Cell Right‐of‐Way Permits

Submitted

1st Quarter 41

2nd Quarter 26

Right‐of‐Way Permits Submitted

1st Quarter 181

2nd Quarter 149

39

40


riority:

Inve

st In

Our Economy

Dept.

Goal

Categories

Key Measures

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual

Target

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

EDCitizen

perception that Arlington is a great place to operate a

business [annual survey]

58%

53%

46%

60%

50%

50%

50%

EDCitizen

perception that Arlington is a great place to work

[annual survey]

60%

51%

51%

60%

54%

54%

54%

Planning

Turnaround tim

e for commercial construction plans within

12 business days

88%

98%

99%

95%

100%

100%

100%

99%

100%

100%

100%

99%

100%

Planning

Turnaround tim

e for build

ing inspections within 24 hours

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Planning

Improve customer satisfaction by maintaining 90% or higher

"Excellent" customer rating

94%

97%

95%

90%

100%

93%

96%

100%

100%

100%

91%

93%

94%

EDMarketing partnership visits [cumulative totals]

60

40

17

32

40

713

17

23

30

32

EDRecruitmen

t lead

s [cumulative totals]

95

85

15

23

85

712

15

17

21

23

EDLead

s to prospects [cumulative totals]

46

20

617

20

24

610

16

17

EDInteractions with existing businesses [cumulative totals]

118

80

26

44

80

10

18

26

34

39

44

EDPercentage of agreem

ents in

complianc e

97%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

EDRoyalties from rea

l estate holdings [cumulative totals]

$7,020,775

$5,700,000

$1,035,017

$2,132,083

$5,700,000

$321,497

$673,830

$1,035,017

$1,443,418

$1,823,279

$2,132,083

EDRecruitmen

t related events atten

ded

[cumulative totals]

20

15

311

15

23

34

10

11

Citizen Survey Foster DevelopmentBusiness Retention &

Expansion

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2019

New

Mea

sure in

FY 2019

41

42

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services Objective 1: Provide for the Efficient Access and Appropriate Management of the City’s Data Project Performance Measure(s) City Service Team (Department)

PTW 1.1.1

ERP System Plan and Assessment

Finance (Purchasing), Shared Services (HR and IT)

Summary: The City of Arlington’s current ERP solution will become unsupported within the next 4 years. City staff have been informed that the next version of Lawson will be a rewritten program package that will require a full‐scale conversion as opposed to a standard upgrade/migration. Through a standardized method, the Finance and Human Resources Departments will conduct a full process and needs review to determine what is the best ERP solution for the Finance and HR staff to perform their day‐to‐day operations and interactions both inside and outside of the City. Update: The City received 16 proposals from various software firms in response to the RFP. Staff is currently evaluating all proposals with the intent to short list and score the vendor product demonstration phase. Project is on track to award a new contract in September.


Actual Completion

Solicit RFQ for Consultant Services

10/1/2018 12/5/2018

Award contract to firm for ERP consulting services

2/19/2019 3/19/2019

Needs Assessment Begins 6/10/2019 10/1/2019

Present Final Assessment Report to Council Committee

9/13/2019 10/29/2019

Solicit RFP for an ERP Solution 12/2/2019 1/15/2020

Conduct and Score Product Demos

6/30/2020

Award contract for new ERP provider

9/15/2020

Begin implementation of new solution

10/1/2020


Goal 1: Ensure Availability of Information, Programs, and City Services Objective 1: Provide for the Efficient Access and Appropriate Management of the City’s Data


PTW 1.1.2

Enterprise IT Project (FY 2019) – Right‐of‐Way Process Improvements in AMANDA

Project Completion Shared Services (IT) Economic Development and Capital Investment (ED)

Summary:

Permitting and tracking work in the City’s right‐of‐way is managed with a combination of multi‐department meetings and information recorded in AMANDA. This project will update the process in AMANDA and improve documentation of work in the right‐of‐way areas.

Update: Right‐of‐Way Process Improvements work is slated to begin when development of the “Health Workflows Project in AMANDA” ends in May 2020. Charter Development is in progress.


Charter Development 3rd Qtr. FY 2020 Delayed

Project Planning 3rd Qtr. FY 2020

Design / Develop 1st Qtr. FY 2021

Implementation / Go live

1st Qtr. FY 2021

Project Close 1st Qtr. FY 2021

Notes: Due to resource constraints from our AMANDA team, the schedule has been adjusted based on the Health Workflows Project slated to be completed in May 2020.

43




PTW 1.1.3

Enterprise IT Project (FY 2019) – PDS Health Workflows in AMANDA

Project Completion Shared Services (IT) and Economic Development and Capital Investment (Planning)

Summary: Planning & Development Services (PDS) Health Services uses AMANDA to track registrations, plan reviews, complaints, permits and inspections for food establishments, childcare facilities, temporary food establishments, and mobile food units. Since the original configuration of AMANDA for CD&P Health Services in 2006, there have been minimal folder updates. The current folder schematic has not kept pace with operational business needs or industry demands. By aligning existing features of the customer facing online permitting tools on arlingtonpermits.com with improved Health Services folder functions in AMANDA, online capability expansion will provide immediate access for customers, simplify application and billing processes along with improving customer service efficiency. Update: The work is being performed in Sprints in order to deliver functionality throughout the project. The Sprints are:

Sprint 1 – HLTH (Health Division Complaint) and HMBL (Health Mobile) AMANDA folder. AP.com, and Accela Request type updates (delivered 11/11/2019)

Sprint 2 – HREG (Health Registration) AMANDA folder and Ap.com updates (delivered 12/19/2019)

Sprint 3 – HTFE (Health Temporary Food Permit) AMANDA folder updates (delivered 1/6/2020)

Sprint 4 – OSSF (On‐site Sewage Facility) new AMANDA folder (delivered 3/7/2020)

Sprint 5 – RCCF (Retail Child Care and Food) new AMANDA folder which replaces and updates the functionality of AMANDA folders HCCF (Health Childcare Facility Permit) and HFEP (Health Food Establishment Permit)


Charter Development 1st Qtr. FY 2019 Complete

Project Planning 2nd Qtr. FY 2019 Complete

Sprint 1 Go Live 1st Qtr. FY 2020 Complete

Sprint 2 Go Live 1st Qtr. FY 2020 Complete

Sprint 3 Go Live 2nd Qtr. FY 2020 Complete

Sprint 4 Go Live 2nd Qtr. FY 2020 Complete

Sprint 5 Go Live 3rd Qtr. FY 2020 Delayed

Project Close 3rd Qtr. FY 2020

Notes: When the project resumed in September 2019, the schedule was revaluated, refined and approved. After the first Sprint for HLTH and HMBL the project schedule was further refined and approved. OSSF was moved to later in the project and HCCF and HFEP work will be combined into a new folder RCCF. OSSF and RFCC have required more development time than initially estimated. A schedule refinement has been proposed and approved for Sprint 5, RFCC development completion May 2020.

44




PTW 1.1.4

Enterprise IT Project (FY 2019) – Tyler Content Management (Laserfiche replacement)

Project Completion Shared Services (IT and Municipal Court)

Summary: The Court Tyler Content Management project will oversee the planning and implementation of Tyler Content Manager (TCM) application suite, the conversion and migration of millions of Court records to the new system and to retire the Courts Laserfiche system. Update: The project team and vendor continue to hold bi‐weekly work sessions to plan and execute the project. To date – the virtual applications servers have been built and made current with Microsoft updates by IT. Tyler is scheduled to load their base TCM software onto the virtual servers in April. The TCM installation has been complete and IT is working on server, conversion, storage, and backups. TCM will be fully integrated into Incode during our setup and training phases.



Staff Report Approval by Council

4th Qtr. FY 2019 Complete

Procurement 4th Qtr. FY 2019 Complete

Project Planning 1st Qtr. FY 2020 In Progress

Implementation / Document Conversion and Migration

3rd Qtr. FY 2020 In Progress

Staff Training / Go Live 4th Qtr. FY 2020

Project Close 4th Qtr. FY 2020

Notes: The remaining milestones will be updated after vendor statement of work and project schedule has been negotiated. This schedule refinement extended the overall timeline for project closure.

45




PTW 1.1.5

WWC Data Certification Achieve Gold Certification (62%‐84%)

Shared Services (Strategic Initiatives)

Summary: The City of Arlington participated in the What Works Cities program from July 2017 to February of 2018. The focus of our work was data management, open data and performance management and analytics. As a next step for cities interested in ensuring that they are using their data to its best effect, the What Works Cities program offers the What Works Cities Certification for cities to improve data usage in four areas – commit, measure, take stock and act. Arlington’s goal is to improve our level of achievement from our baseline established when we began the What Works Cities process, to achieve progressively higher certifications and to exceed the achievements of other cities our size as measured by What Works Cities. Update: While not officially announced yet, Arlington has received notification that it has fulfilled 67% of criteria, thus ensuring a gold certification in 2019. Areas of improvement include Evaluations, Results‐Driven Contracting, and Stakeholder Engagement with an increased emphasis on training and outreach opportunities as well as evidence‐based decision‐making structures using quasi‐experimental evaluation techniques. Since results have not been made officially public, updated percentages for comparable cities are not yet available.

Data Governance

City of Arlington – 60% Cities our size – 26%

Evaluations


General Management

City of Arlington – 67%

Cities our size – 47% Open Data


Performance Analytics


Repurposing


Results‐Driven Contracting

City of Arlington – 14%

Cities our size – 17% Stakeholder Engagement


Certification Level – Gold at 67% ***NOTE – preliminary results (official public results published early spring)

46




PTW 1.1.6

Enterprise IT Project – ESRI’s Parcel Fabric and Local Government Information Model

Project Completion Shared Services (IT)

Summary: Select a vendor to review the City’s Esri data, plan the project, clean/correct errors in the data, perform geometric corrections, add road polygons (right of way) and migrate and implement the City’s data to the Partial Fabric and LGIM. The work will be performed in conjunction with OSI and the City’s GIS team. Update: Project charter is in development.


Charter Development 2nd Qtr. FY 2020 In Progress

Project Planning 2nd Qtr. FY 2020 In Progress

Design/Development 4th Qtr. FY 2020

Implementation 4th Qtr. FY 2020





PTW 1.1.7

Enterprise IT Project – APD Request and Issue Management Solution

Project Completion Shared Services (IT) and Neighborhood Services (Police)

Summary: For internal issue and request tracking, the Arlington Police Department (APD) staff communicates problems and needs verbally and through email to units within the department. The department seeks a software solution to provide an efficient way to track and manage issues. Implementing a solution to track issues, requests, assignments, and monitor associated tasks will streamline current processes with tools that assist in resource allocation, time accounting, priority management, and oversight workflows for accountability. Update: Due to the COVID‐19 pandemic, this project was delayed until the next fiscal year to save funds.


Charter Development 4th Qtr. FY 2020

Project Planning 1st Qtr. FY 2021

Design / Develop 2nd Qtr. FY 2021


2nd Qtr. FY 2021

Project Close 2nd Qtr. FY 2021

Note: The start date for this project was delayed due to the expected budgetary constraints and impacts of COVID‐19 Pandemic. The project may be funded in FY 2021.

47




PTW 1.1.8

Enterprise IT Project – APD Asset Management Solution


Summary: The Arlington Police Department (APD) must track assets for warranty, life cycle, maintenance, grant compliance, asset condition, CALEA, and auditor requests. The department has multiple functional units, and each has its method of managing their assets. With PD use of various non‐integrated solutions, it is difficult to track or provide a comprehensive inventory of assets and reporting necessary for the Commission on Accreditation for Law Enforcement Agencies (CALEA) accreditation. Also, APD utilizes grants from multiple organizations to obtain necessary items. Each of these organizations has different rules and regulations related to the use of grant funds. The ability to track grant purchased items will help APD adhere to the stringent rules on obtaining, application, reporting, and disposal of grant‐funded assets. With a comprehensive asset management solution, APD will improve accuracy, thoroughness, and organization of documentation of its assets providing the means to save time preparing reports for CALEA accreditation, grant compliance, and auditor requests. Update: Due to the COVID‐19 pandemic, this project was delayed until the next fiscal year to save funds.


Charter Development 4th Qtr. FY 2020

Project Planning 1st Qtr. FY 2021

Design / Develop 2nd Qtr. FY 2021

Implementation / Go Live

2nd Qtr. FY 2021

Project Close 2nd Qtr. FY 2021


48




PTW 1.1.9

Implement CourTools Performance Management

Refine and Implement into Business Practices

Shared Services (Municipal Court)

Summary: The Municipal Court strives to be a high‐performance court by exemplifying best practices in court management and performance assessment using CourTools. CourTools are ten performance measurements designed by the National Center for State Courts to provide a structured means of statistical measurement to quantify and evaluate court performance. Update:

CourTool #1: Access and Fairness

CourTool #2: Clearance Rates: The Municipal Court is addressing case backlogs and has a clearance rate of 172.84% for the 18/19 fiscal year.

CourTool #3: Time to Disposition 70% disposed within 60 days

CourTool #4: Age of Active Pending Caseload

CourTool #5: Trial Date Certainty

CourTool #6: Reliability and Integrity of Case Files

CourTool #7b: Management of Legal Financial Obligations (LFO)

CourTool #8: Effective Use of Jurors

CourTool #9: Court Employee Satisfaction: The Municipal Court completed an employee satisfaction survey and had a response rate of 97.37%. The 18/19 engagement score was 74%.

CourTool #10: Cost Per Case: The Municipal Court had a baseline cost per case of $49.73. The Court cost per case came in at $29.04 and showed a disposition efficiency of $20.69.


Planning/Feasibility & Utility

1st Qtr. FY 2020 Complete

CourTool #2 1st Qtr. FY 2020 Complete

CourTool #8 1st Qtr. FY 2020 In Progress



CourTool #3 2nd Qtr. FY 2020 Complete

CourTool #4 2nd Qtr. FY 2020 In Progress

CourTool #5 3rd Qtr. FY 2020 In Progress


CourTool #7b 3rd Qtr. FY 2020 In Progress


Review and Interpret Results

4th Qtr. FY 2020 In Progress

Notes: CourTool measurements are individual assessments, and do not have to be completed in any specific order. Measurements have been spread out to account for timing and resources. Court redirected resources during COVID‐19 and still expects to complete all ten performance assessments this fiscal year.

49




PTW 1.1.10

Open Arlington Open Datasets Published/ Year


Summary: The goal of Open Arlington is to provide the public with a platform for accessing, visualizing and interacting with City data. It acts as a conduit between technical and non‐technical users and increases transparency between the City and the public. The Open Arlington Open Data Portal provides residents with interactive web maps as well as downloadable datasets in spreadsheet or geospatial format. In an effort to provide the public with relevant and insightful information about the City, the Office of Strategic Initiatives continues to research opportunities for developing and publishing new datasets and/or interactive web maps onto the Open Data Portal. In order to assess the use and effectiveness of the Open Arlington Open Data Portal, the Office of Strategic Initiatives tracks use metrics through Google Analytics. By understanding patterns of use such as number of page views, user patterns, top datasets, etc., OSI can continuously augment the ease and usefulness of Open Arlington. Update: The number of Open Data Portal users increased to 1,304 in the 2nd quarter of FY 2020 from 1,150 in the 1st (both greater than the target of 600 users per quarter). February also saw the addition of one new dataset, the Current Via Service Area Boundary, which was published in response to the Via service area expansion in January.

‐

200

400

600

800

1,000

1,200

1,400


Open Data Portal Users

Target Actual

50


Goal 1: Ensure Availability of Information, Programs, and City Services Objective 2: Implement New Technology


PTW 1.2.1

BWC Program Impact on Internal Affairs

Internal Affairs investigations related to BWC’s


Summary: The Body Worn Camera (BWC) Program provides officers with a reliable recording of contacts with the public in accordance with the law. The BWC Program seeks to increase accountability for both officers and citizens. BWCs allow for accurate documentation of police‐public contacts, arrests, and critical incidents. Officers are directed to activate the BWC during all calls for service or self‐initiated activity where enforcement‐related activities may occur such as:

any enforcement stop

investigation

arrest

search

use of force

critical incident

pursuit

any encounter that becomes confrontational The Internal Affairs Division coordinates the investigation into allegations of Police Department employee misconduct. The video obtained from officers who activate their BWC may provide an expedited resolution to citizen complaints. The cameras are instrumental in complaint investigation to assist in determining a fair and impartial finding. Studies have suggested that BWC deployment influence officer and citizen behavior. When people know they are being recorded, they tend to exhibit more positive actions. The use of the cameras promotes socially desirable outcomes which may lead to a decrease in citizen complaints. Update: Body Worn Camera review continues to increase and have an impact on Internal Affairs (IA). During the 2nd quarter, IA reviewed a total of 94.25 hours of BWC Footage. These BWC reviews included Formal Investigations, Citizen Complaints reviewed prior to assignment to the Chain of Command, case Technical Review by the Lieutenant and video redaction.

‐

20

40

60

80

100


Hours Reviewing BWC Video

51




PTW 1.2.2

Enterprise IT Project – Delphi+ Upgrade

Project Completion Shared Services (IT) and Economic Development and Capital Investment (CES)

Summary: The Convention & Event Services department (CES) has been using the Delphi+ Hospitality software for approximately 20 years. Delphi+ is an end‐to‐end venue sales and catering management solution designed exclusively for the management of meeting and event space. The vendor has stopped making current product improvements and version releases and announced that all support will end for the current software architecture in June 2021. The existing software solution has been re‐engineered to a solution built on the Salesforce platform.

CES will transition to the upgraded sales & event management solution provided by the vendor. Update: Project charter is in development. In response to the COVID‐19 pandemic, CES has submitted this project to the City Manager as one of their voluntary FY 2020 budget cuts.



Project Planning 2nd Qtr. FY 2020 In Progress

Design / Develop 3rd Qtr. FY 2020


4th Qtr. FY 2020





PTW 1.2.3

Enterprise IT Project – Fire Staffing Solution

Project Completion Shared Services (IT) and Neighborhood Services (Fire)

Summary:

Implement Kronos TeleStaff staffing solution to create and maintain AFD personnel schedules that support and manage vacation requests, overtime, daily shift changes for multiple shifts, rotating positions and special event assignments. Update: Project charter has been completed. AFD Telestaff implementation will begin after the required Kronos Work Force Central timekeeping system upgrade has been completed.


Charter Development 2nd Qtr. FY 2020 Complete


2nd Qtr. FY 2020 Complete

Project Planning 2nd Qtr. FY 2020



4th Qtr. FY 2020


52




PTW 1.2.4

Enterprise IT Project – Police Dashboards


Summary: The Police Department is seeking a software solution that provides management analytics capable of connecting, manipulating, overlaying, and securing large amounts of Police data in real‐time from multiple sources into interactive map‐capable dashboards for internal and external use. Dashboard‐Based data monitoring software will enable the department to detect, diagnose, report, and resolve law enforcement issues. It will significantly aid executive management with comprehensive tools for oversight. It will improve the department’s public reporting capacity. Update: Project charter is in development. Due to the COVID‐19 pandemic, this project was delayed until the next fiscal year to save funds.






4th Qtr. FY 2020






PTW 1.2.5

SCADA Integrator Update Treatment Production Facilities – SCADA

Economic Development and Capital Investment (Water)

Summary: As the Water Department Treatment Division is substantially updating its production facilities over the next five years, the need for a comprehensive Supervisory Control and Data Acquisition (SCADA) integration project was identified. This project will set programming and hardware standards and modernize the Human Machine Interface (HMI) platform utilized for all water treatment operational processes. Update: Water Utilities is in the early stages of this project and the estimated completion dates have been revised since the 1st quarter.


Actual Completion

PBWTD Hydrogen Peroxide System

Nov. 2020

SCADA Standards and Governance

June 2020

JKWTP Chemical Project Sept. 2022

JKWTP Backwash Improvements

May 2022

PBWTP Chemical Clearwell and PS Improvements

Sept. 2024

LARWPS Shared Operations Improvements

Nov. 2024

53




PTW 1.2.6

Work Order Management and Inspections

Operating Cost Recovery Economic Development and Capital Investment (Aviation)

Summary: In FY 2019, Airport converted from a Microsoft Access database to a new Workorder Management System utilizing SharePoint Online. The platform provides better asset tracking and inspection reporting. Going forward, the FAA‐required Airfield Inspection and Wildlife Tracking forms will be converted from paper copies to fillable forms. Mobile devices will be requested to allow Operations personnel to enter real‐time condition reports, photos, and video, as pavement inspections and wildlife counts are completed. Update: The Airport is working closely with IT to develop the electronic Airfield Inspection and Wildlife Tracking forms. IT has also initiated the procurement process of the mobile devices by reaching out to vendors for quotes.

Engage IT to build fillable forms

Procure mobile devices

Implement real‐time inspectionreporting

Test application, adjust proceduresas needed

1/20 3/20 5 /20 7/20

Workorder Management and Inspections

54


Goal 1: Ensure Availability of Information, Programs, and City Services Objective 3: Increase Convenience for the Customer


PTW 1.3.1

Enterprise IT Project (FY 2019) – City’s Website Redesign/Build Phase II

Project Completion Shared Services (Communication and Legislative Affairs) and Shared Services (IT)

Summary: The City’s Website Redesign/Build project has selected and engaged the website development firm CivicLive to design and build a new City Website through the RFO process. CivicLive is providing the following services:

Evaluation of the City’s overall and department needs

An innovative new web presence

An intuitive, citizen friendly design

A user‐friendly Web content management system

Building, hosting, and implementation of the new City Website

The first phase of the project in FY 2018 selected the vendor and began the design process. Update: CivicLive recoded the home and department page designs to improve site speed in the 1st quarter of the fiscal year. The project officially closed through the IT governance system in the 1st quarter as well. OOC and the department administrators continue update content and make minor improvements to the design through the CivicLive support help desk.


Website Design / Build 2nd Qtr. FY 2019 Complete


3rd Qtr. FY 2019 Complete

Project Close 1st Qtr. FY 2020 Complete

Note: CivicLive is recoding home and department page designs to improve site speed and will provide the recoded pages for testing October 2019. The Project Close Target Date changed from 4th quarter 2019 to 1st quarter 2020 due to schedule adjustments needed to address testing and implementation of the revised code.

55




PTW 1.3.2

Electronic Plan Review Implementation

Turnaround time for commercial construction plans within 12 business days

Economic Development and Capital Investment (Planning) and Shared Services (IT)

Summary: City Council approved the purchase and implementation of an Electronic Plan Review (EPR) solution for Planning & Development Services, the system was procured at the end of the 2017 – 2018 budget with implementation starting in March 2019. The goal of the technology investment was to streamline the review process as it relates to the development process for platting, zoning, engineering site plan and building plan review. By implementing the EPR program customers can submit plans electronically. This eliminates the need for plans to be printed therefore saving cost incurred by the customer. Multiple staff members can review the submittals simultaneously thus reducing the turnaround time. This allows Planning and Development Services (P&DS) the opportunity to promote consistency and enhance customer service. Update: With the continuous efforts of PDS and the IT department, the resubmittal process has now been integrated between AMANDA and EPR. Staff efforts will continue as some enhancements and upgrades that will further streamline the comment reporting and file rendering as well as the system operation as a whole are scheduled to happen Spring of 2020. With a survey being pushed out in May/June of 2020, we hope any feedback received from our development community will help to further clarify any questions or concerns in the on‐going task to become fully paperless.

Milestone Estimated Actual Make Site Plan, Public Improvement, Zoning and Plat applications available online for electronic submittal

July 2019 June 2019

Achieve minimum of 10% of applications available via EPR

Oct. 2019 34%

Achieve minimum of 25% of applications available via EPR

Feb. 2020 76%

Performance Metric Target Actual

Provide 3rd quarter Percentage of users rating EPR process as “Satisfactory” or better

50%

Provide 4th quarter Percentage of users rating EPR process as “Satisfactory” or better

60%

56




PTW 1.3.3

Enterprise IT Project (FY 2019) – Inspection Scheduling


Summary: Planning & Development Services (PDS) will implement the Contractor Application (App) within the AMANDA Application. The Contractor App will allow builders and residents to utilize a mobile device to request and view permits, schedule and reschedule inspections, view status of permit/inspection requests, receive next‐in‐line notifications and results via text or email. Update: Preparing to re‐engage with vendor to schedule services call to integrate the CSDC Contractor Application with AMANDA.



Project Planning 2nd Qtr. FY 2019 Complete

Design / Develop 2nd Qtr. FY 2020 In Progress


4th Qtr. FY 2020


Note: This project has been delayed due to the unplanned redesign to address potential security vulnerabilities with the Arlington Permits Website Enhancement Project.

57




PTW 1.3.4

Enterprise IT Project (FY 2019) – Arlington Permits Website Enhancements


Summary: Arlington Permits website, arlingtonpermits.com, (ap.com) is a valuable tool for customers of Planning & Development Services (PDS), Fire (FD), Police (PD), and Code Compliance Services (CCS) to obtain information and request services; however, there are deficiencies and improvements that would enhance the overall customer experience. PDS would like to provide customers the opportunity to pay fees that are not part of the default list and generate payment reports to aid them in reconciling payments. The Arlington Permits website provides customers with the opportunity to pay for permits, request and cancel inspections, update information, retrieve permit and license information. Update: Enhancement requirements were provided to the Unisys vendor for review and development of a Statement of Work. During the Unisys review of the site, they reported operational deficiencies and recommended options to correct the issues identified. The option selected was to upgrade the site to Civic Portal (Smart Guide 8). The project scope was modified to include the Civic Portal upgrade in the project. Unisys completed the initial development of Arlington Permit in Civic Portal. IT performed Unit Testing on the site and the site is in User Acceptance Testing with department users. Penetration (Security) Testing is in progress and due to complete testing April 21st and reporting May 7th.


Project Charter Development


Project Planning /Requirements


Vendor SOW 2nd Qtr. FY 2020 Complete

Civic Portal Upgrade Development


Civic Portal Upgrade Implementation / Go Live


Enhancement Development

3rd Qtr. FY 2020

Enhancement Implementation / Go Live

4th Qtr. FY 2020


58




PTW 1.3.5

Launch Citibot Pilot Project

Shared Services (Communication and Legislative Affairs)

Summary: In 2019, the Arlington Tomorrow Foundation funded a one‐year pilot program with Citibot, a messaging system that allows residents to text in their concerns and questions and receive immediate feedback. Project development launched in spring 2019 and included developing the resident concerns/issues to be included on the platform, coordination with the City’s website and search engine, and integration with the Accela dashboard for routing of resident workorders. Simultaneously to the design/development work, a marketing campaign for Citibot has been developed working with Obviouslee Marketing. It will launch with Citibot and be sustained throughout the pilot program and includes digital advertising, video PSA, social media posts and branding. Update: With the January 2020 launch, Arlington became the second city in the state, the first city in North Texas and the largest city in Texas to debut Citibot. For the most part, the service has worked as described, but user engagement continues to be low even with a significant marketing campaign. Additionally, multiple cell carriers changed their spam filters when the coronavirus pandemic started which caused the service not to work on AT&T and Sprint. We have since changed the number to an 888 number which resolved the issue, but required changing all marketing materials to reflect the new telephone number.


Obtain ATF funding 2nd Qtr. FY 2019 Complete

Integrate Citibot programming with Accela dashboard

1st Qtr. FY 2020 75%

Integrate Citibot programming with CivicLive/website search engine

4th Qtr. FY 2019 100%

Test Citibot product 1st Qtr. FY 2020 100%

Develop Citibot marketing campaign

1st Qtr. FY 2020 100%

Maintain Citibot marketing campaign throughout FY 2020

4th Qtr. FY 2020 25%

Launch Citibot 2nd Qtr. FY 2020 100%

59




PTW 1.3.6

Enterprise IT Project – Courtroom Audio/Visual Equipment Refresh

Project Completion Shared Services (IT and Municipal Court)

Summary: The project will replace the audio/visual equipment and lighting controls in the CAR and all the five courtrooms to meet the specific needs of jury or bench trial settings. The project will also address issues with video signage and replace the existing signage solution. Update: Digital Resources, Inc. has ordered and delivered equipment for installation in Courtrooms 1‐5 and the Court Assembly Room. The schedule for installation is:

Courtroom 5 – The week of April 27

Courtroom 3 – The week of June 8

Courtroom 4 – The week of June 15

Courtrooms 1 and 2 – The week of June 29

Court Assembly – The week of July 6 Training will be provided after the installation in Courtroom 5.


Charter 1/3/2020 Complete


1/14/2020 Complete

Equipment installation 4th Qtr. FY 2020 In Progress


60




PTW 1.3.7

Enterprise IT Project – APD Content Management/Citizen‐Facing Portal


Summary: The Arlington Police Department (APD) stores over 60 terabytes of unstructured data in the City’s file shares and the large and increasing volume of data is a challenge for the department to maintain appropriately. Also, APD has hundreds of daily interactions with citizens and needs a solution that allows citizens to easily upload digital media evidence or documents related to incidents or cases. The Police Department is seeking a software solution that easily allows citizens to upload electronic content such as documents, videos, and photos from computers and mobile devices into a repository that can appropriately manage digital media evidence. The project intends to expand the City’s use of its enterprise content management system, Laserfiche RIO, to the Police Department. The software solution will alleviate the digital evidence collection pain point for officers by significantly modernizing the collection process and reducing the amount of time the officer and citizens spend managing digital evidence. The software solution will also considerably improve the document management capabilities of the department by providing tools for data classification, retention schedules, electronic forms, full‐text search and retrieval, and enhanced security and repository structure. Update: Due to the COVID‐19 pandemic, this project was delayed until the next fiscal year.






4th Qtr. FY 2020



61

62


riority:

Put Te

chnology to W

ork

Dept.

Goal


FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

ITFile server availabilit y

100%

99.98%

99.99%

99%

100%

100%

99%

100%

100%

100%

100%

100%

100%

ITGIS system availability

99.94%

99.75%

99.9%

99%

99.96%

99.98%

99%

99.92%

99.98%

99.97%

99.98%

99.98%

99.99%

ITNetwork uptime

99.66%

99.92%

99.72%

99%

100%

99.79%

99%

100%

100%

100%

99.97%

100%

99.4%

ITWeb

site availability

99.92%

99.78%

99.9%

99%

99.97%

99.77%

99%

99.95%

99.98%

99.98%

99.32%

99.99%

99.99%

ITAman

da availability

99.62%

99.9%

99%

99.54%

99.97%

99%

99.92%

99.20%

99.5%

99.97%

99.98%

99.97%

ITKronos availability

99.79%

99.9%

99%

99.98%

99.99%

99%

99.98%

99.98%

99.97%

99.99%

99.98%

99.99%

ITEm

ail Phishing/Sn

ag Rate

5.3%

2.46%

2%

3.53%

2.20%

2%

2%

2.6%

6%

2.9%

3.1%

0.6%

OSI

Datasets or Interactive Web

Map

s Published

[reported

annuall y]

5

5

OSI

Open

Data Portal Users

2,400 1,150

1,304

2,400

438

386

326

460

449

395

Parks

% of onlin

e registrations

4.6%

20.7%

15.1%

25%

11%

33%

20%

11%

4%

9%

13.3%

71.2%

14.4%

Parks

Total w

ebsite sessions (naturallyfun.org)

482,148

419,278

364,157

465,000

39,030

48,622

350,000

17,854

11,474

9,702

15,261

15,411

17,950

CLA

Increa

se YouTu

be view

s to rea

ch 3,000,000 views per yea

r1,309,299

3,381,966

3,570,801

3,000,000

1,019,127

1,157,365

3,000,000

339,801

362,490

316,836

598,520

381,293

177,552

CLA

Increa

se Social M

edia Follo

wers ‐ FaceBook, In

stagram, and

Twitter [rep

orted

quarterly]

4.4%

24.2%

18%

25%

1.6%

4.70%

25%

1.6%

4.7%

CLA

Increa

se Visits to M

yArlingtonTX

.com and Arlingtontx.gov

(Baseline = 518,623 visits)

(1.9%)

(6.3%)

(11%)

20%

(10.66%)

49.4%

20%

(10.66%)

49.4%

CLA

Ask Arlington App Download

s ‐ based

on percent of

population

1.39%

0.3%

1%

5%

0%

0%

1%

0%

0%

0%

0%

0%

0%

CLA

Ask Arlington App Satisfaction ‐ Number of 5‐star ratings

278

74

1,032

500

64

66

500

22

23

19

23

19

24

Parks

Total impressions (APRD m

ain Twitter/FB

profiles) in

millions

6.321

4.107

6.137

71.07

1.92

70.427

0.303

0.344

0.341

0.557

1.024

Police

Facebook ‐ Im

pressions

3,141,300

2,240,500

1,881,310

3,141,300

391,300

976,000

873,200

294,165

675,124

912,021

Police

Facebook ‐ En

gagemen

ts833,400

283,400

285,083

833,400

44,800

125,000

113,600

72,465

116,124

96,494

Police

Facebook ‐ Posts Published

1,620

135

243

1,620

31

52

52

47

112

84

Police

Facebook ‐ Perform

ance Views

109,275

26,775

31,102

109,275

7,962

9,496

9,317

8,425

10,265

12,412

Police

Twitter ‐ Organ

ic Im

pressions

2,154,700

1,879,700

2,659,721

2,154,700

386,100

658,000

835,600

678,555

968,812

1,012,354

Police

Twitter ‐ To

tal Engagemen

ts213,900

76,100

75,079

213,900

13,700

24,800

37,900

16,450

25,984

32,645

Police

Twitter ‐ Tw

eets Published

515

185

187

515

36

82

67

39

67

81

Police

YouTu

be ‐ Video

Published

31

95

31

12

62

21

Police

Instagram ‐ Pictures Published

185

41

49

185

13

15

13

12

16

21

New

Mea

sure

in FY 2018

New

Mea

sure

in FY 2018

New

Mea

sure

in FY 2018

TechnologySystem Availability

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

Social Media

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

63

64

Support Youth and Families

Goal 1: Partner with Local Organizations to Educate and Mentor Objective 1: Strengthen Education and Enrichment Programs


SYF 1.1.1

Youth Investment Programs Volunteer and participation hours Neighborhood Services (Police)

Summary: In the last several years, the national media has highlighted stories showing the lack of trust between the community, especially the youth, and their police departments. Nationally, youth mentoring programs consisted with effective implementation of the President’s Task Force on 21st Century Policing offer promising approaches to building trust. The department is one of 15 cities participating in the 21st Century Policing program to serve as a model of community policing for other police departments. The department continues to be focused on youth engagement and has increased programs to directly engage the youth of the City. The following are the programs in the department dedicated to increasing youth engagement:

Police Explorer: Program aimed at giving teens exposure to law enforcement careers through competition headed up by local law enforcement officers.

Police Activities League (PAL): Youth crime prevention program that uses recreational activities to create trust and understanding between youth and police officers.

Coach 5‐0 Program: In partnership with AISD, officers assist in coaching athletics and attend the students’ games.

Mentoring Arlington Youth (MAY) Program: Mentoring program for middle school boys and girls.

Hometown Recruiting Program: Based in AISD high schools, this program relies on volunteers from the department to assist in real training scenarios for future APD officers.

Geographic/Community Partnerships: Providing neighborhood‐centric opportunities allow for communities to tailor education and mentorship activities within areas of the city. Partnerships with groups like AISD Elementary School Mentoring and the Boys and Girls Club of Arlington are examples of such partnerships.

Update: In January, 4 of our Explorers (Julia, Clay, Mallory, and Grayson) won first place overall at the Grand Prairie

‐

500

1,000

1,500

2,000

2,500


Officer Participation Hours in Youth Investment Programs

‐

20

40

60

80

100


Officer Mentors in Youth Investment Programs

65

competition. We had 4 events and placed in each, winning 3rd in Accident Investigation, 2nd in Domestics, Bomb Scene, and Misdemeanor Traffic stops. This was a large event, so the teams were divided into two groups (A and B). APD took 1st in the A group, Plano took 1st in the B group. In February, 7 explorers participated in cross training at Ft Worth’s Public Safety Training Center. Multiple agencies, including Ft. Worth, participated in a mock competition that allowed them to learn from and apply what they had learned from Explorer advisors and here advise from advisors of other departments. There was one meeting in March and activities were then suspended due to COVID 19 precautions. Students in the May program experienced an Accountability—School & Community event. The rationale behind the game and how accountability plays a part: Adolescents often blame other people for their problems and assume that everyone is out to ruin their lives. Most have trouble accepting responsibility for their actions. They often believe that adults should be able to read their minds and have trouble asking for help. Blaming only leads to more conflicts. Statements including the words always and never, as well as statements like “Nobody understands” and “It is their entire fault,” are examples of blaming statements that prevent people from taking responsibility for their actions or seeking help when facing difficulty. In this activity, the girls will play The Blame Game and become aware of the amount of blaming they do. In February, the May students also got to experience a Career Day filled with presenters from many different disciplines who shared a wealth of knowledge and life experiences with the students. They also shared with them the importance of staying in school, making good grades, making good choices, becoming leaders and following their dream. Guest speakers included local business owners, Lockheed Martin Engineers, AISD Administrators, Bankers, Business owners, Mental Health Counselors, and Motivational Speakers. Volunteer Hours for the following programs included: ‐ Police Explorer: 323 ‐ Police Activities League (PAL): 0 ‐ Coach 5‐0 Program: 35 ‐ Mentoring Arlington Youth (MAY) Program: 377 ‐ Hometown Recruiting Program: 124

66




SYF 1.1.2

Early Literacy Focus Increase circulation of early literacy materials

Increase program attendance of early literacy programs

Neighborhood Services (Library)

Summary: The Arlington Public Library offers targeted programs, library materials, and educational and fun environments that support families as they introduce their children to early literacy. This age group begins at birth and goes up to when a child enters Pre‐K. Early literacy is not just about reading; it is the natural development of skills through the enjoyment of books and the enriched experiences provided through Library programming that include reading, song and creativity, physical play environments, and even social interaction with other children. The goal is to inform parents and others about the importance of early literacy and to provide them with resources they need to develop skills in their children to prepare them as they enter Kindergarten and beyond. Update: In the 2nd quarter, 74,666 early literacy books, 2,609 1000 Books Before Kindergarten backpacks, and 2,740 Read It Again kits were checked out. The 1,000 Books Before Kindergarten backpacks are 100 different theme‐ based backpacks, each contains ten books. Read It Again kits are full of educational toys and games, music, videos, and books. Kits have themes such as favorite authors, shapes, letters, numbers, and animals, to enhance a child’s enjoyment of learning. The Library provided 285 programs designed for children birth to Pre‐K:

84 regularly scheduled Storytime programs at all locations

3 field trips for Pre‐K

3 Little Messy Art programs

24 movement and music programs

2 STEM‐focused programs These measures are down significantly due to the COVID‐19 closures. Library staff quickly adapted and started to develop virtual programs to help parents continue to support their children's education, even with school and daycare closures.

‐

20,000

40,000

60,000

80,000

100,000

120,000


Increase Circulation of Early Literacy Materials

FY 2018 FY 2019 FY 2020

‐

2,000

4,000

6,000

8,000


Increase Attendance of Early Literacy Programs

FY 2018 FY 2019 FY 2020

67




SYF 1.1.3

AISD Natatorium Partnership

Percent of classes filled

Customers Served



Summary: In partnership with the AISD, the City of Arlington produced an aquatics facility equipped with a 50‐meter pool, a diving area, warm‐up pool, and seating for up to one thousand spectators. The joint use agreement provides an opportunity for considerable expansion to the already high level of aquatics programming offered by the Parks and Recreation Department. The agreement will allow over 2,500 annual usage hours in the 50‐meter and warm‐up pools. A variety of year‐round programs such as swim lessons, water aerobics, and lifeguard training classes will be held at the natatorium. Update: Construction continues for the new AISD Natatorium. In March, the AISD provided the cable routing plan. A budget request for FY 2021 was submitted to lay the cable before receiving the updated drawings; thus, the budget request may not cover the entire cost of the new cabling route. Under consideration are alternatives for staff networking capabilities.

68




SYF 1.1.4

Envision Center HUD approval

Official opening of EnVision Center

Fund and implement tracking software

Number of partner agencies

Number of households served

Shared Services (Housing)

Summary: The EnVision Center Demonstration Program is an initiative of the U.S. Department of Housing and Urban (HUD) Development to assist families to move out of poverty. The EnVision Center demonstration is premised on the notion that financial support alone is insufficient to solve the problem of poverty. Intentional and collective efforts across four pillars are needed to implement a holistic approach to sustainable self‐sufficiency. The four pillars of the Envision Center are:

1. Character and Leadership, 2. Health and Wellness, 3. Economic Empowerment, and 4. Educational Advancement

The City of Arlington, with the Arlington Housing Authority applied to HUD to become an EnVision Center in early 2018. By the fall of 2019, HUD began working with staff to create an Action Plan, conduct a site visit, and to prepare for the official launch of the Arlington EnVision Center which will be co‐located with the Arlington Housing Authority.

Update: During the 2nd quarter, the following objectives accomplished.

Digital resource board purchased and installed.

Stakeholder meeting held 2/13/20, supported by 17 local agencies attendance.

Well attended EVC Dedication Ceremony on 2/27/20; widely covered through social media.

Applied for CDBG funding for P‐T staff to serve clients through the EnVision Center.

69


Goal 1: Partner with Local Organizations to Educate and Mentor Objective 2: Retain Arlington Graduates and Improve Department Recruitment Pools


SYF 1.2.1

Arlington Urban Design Center (AUDC)

Number of projects completed


Summary: The Arlington Urban Design Center, a partnership between the University of Texas at Arlington and the City of Arlington, opened in June 2009. The Design Center provides conceptual renderings to businesses and neighborhoods in Arlington free of charge. Since 2009, the Design Center has completed over 400 projects and has employed 56 interns. OSI anticipates completing at least 6 projects per quarter. Update: The AUDC is currently staffed with 4 interns and continues to work on multiple different types of projects at all times.

‐

2

4

6

8

10


AUDC Projects Completed

Target Actual

70


Goal 1: Partner with Local Organizations to Educate and Mentor Objective 2: Retain Arlington Graduates and Improve Department Recruitment Pools


SYF 1.2.2

Hometown Recruiting Program

Hometown Recruiting Students Enrolled in AISD, UTA, and TCC


Summary: The Police Department views Arlington’s secondary and higher educational partners as a vital source of candidate pools for future officers. In Fiscal Year 2015, the Police Department, in partnership with the Arlington Independent School District (AISD) and the University Texas at Arlington (UTA), began the inaugural class of the Hometown Recruiting Program. This program is focused on vocational education and real‐world experiences with the department. This program also offered AISD students the ability to earn college credit towards a bachelor’s degree in criminal justice through dual credit courses. Open to high school seniors, the program is a yearlong capstone class on policing and is taught by an APD officer. During the year, students can participate in training with APD officers on a variety of scenarios, including training with APD’s specialized units. Success of the program will be monitored as student’s move through degree programs at UTA and Tarrant County College, culminating with a fast track hiring process with the Arlington Police Department. Update: The Hometown Recruiting Program continues to provide support and resources to its members during the current Covid‐19 Crisis. Many of our members have moved home from college and are currently utilizing online platforms for their schooling and interactions. APD Officers continue to volunteer to instruct and mentor the HRP Members. 120 hours were logged over the 2nd quarter. Instruction and involvement ran the gambit. SWAT officers ran students through building search tactics at an offsite location, patrol officers assisted with acting and instructing during Traffic Stop Scenarios, and several detectives ran students through ground‐fighting and introduction to investigation. These officers continue to provide students with the most updated training in policing practices that are currently available. During the 2nd quarter APD continued the use of its force simulator for standardized use‐of‐force training by officers. An additional 150 officers were trained during the AISD Spring Break. The force‐simulator is currently

being updated with additional new scenarios and required maintenance performed during the brief training break. The HRP continues to expand its online presence making interaction more available to students and members from past and present. HRO is working to place instructional material on Canvas for students to learn from home. Zoom meetings are being utilized for the remainder of the quarantine to connect students and HRO for weekly workouts and instruction. Continued effort to update members by Remind and Twitter are being made in order to provide some stability to all members working and learning from home. HRP/AISD Police Academy is going online and operational as of April 20th. The expectation of AISD is that I continue to learn how to place curriculum/instruction online and have a rudimentary 6th 6 weeks ready for students to participate with on that date. Optional online HRP Workouts are going to be held twice a week through "Zoom" online meeting application starting next week. This will be provided to the current class, as well as all existing HRP members that are at home with online college or from jobs they cannot work, etc.

‐

5

10

15

20

25

30

FY183rdQtr

FY184thQtr

FY191stQtr

FY192ndQtr

FY193rdQtr

FY194thQtr

FY201stQtr

FY202ndQtr

Hometown Recruiting Program Participants

AISD UTA TCC

71

72


riority:

Support Youth and Fam

ilies

Dept.

Goal


FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Library

Citizen

satisfaction with overall lib

rary services [annual

surve y]

89%

92%

92%

93%

96%

96%

96%

Library

Library Customer satisfaction with overall East Arlington

Branch librar y services [surveyed

quarterly]

96%

88%

96%

85%

86%

81%

86%

86%

81%

Librar y

Overall Library facility satisfaction rating (excellent)

91%

97%

93%

80%

75%

76%

80%

75%

76%

Librar y

Visits per cap

ita [rep

orted

quarterly]

3.2

2.7

2.9 5.5 0.7 1.2 5.5

0.7

1.2

Library

Early Learning program

atten

dan

ce

20,983

21,109

26,599

31,901

5,825 5,356 31,901 2,784 1,502 1,539 1,995 2,461 900

Library

% of total registered borrowers with account activity in

the

last 12 m

onths

28%

25%

40%

58%

45%

40%

58%

45%

Library

% of new

library account with active use in

the last 12

months

32%

62%

50%

40%

36%

50%

40%

36%

Library

Community connections contact hours (community

outrea

ch program

ming, in

form

ation sessions, and

communitymee

tings)

1,385.4

2,074

1,385

203

144

1,385

108

59

36

54

71

20

Librar y

Library m

aterials per cap

ita [rep

orted

quarterly]

1.7

1.33

1.4

1.8

1.6

1.5

1.8

1.6

1.5

Library

Circulation per cap

ita [rep

orted

quarterly]

5.67

5.61

5.6

6.5

1.3

2.7

6.5

1.3

2.7

Library

Circulation of Digital m

aterials

226,929

224,268

238,758

250,000

59,846

62,396

250,000

20,704

19,889

19,253

20,825

19,103

22,468

Library

Circulation of Picture, Easy, & Board Books

365,326

361,734

361,948

372,586

85,771

74,666

372,586

31,768

28,859

25,144

26,901

25,881

21,884

Library

Circulation of Early Learning Kits

2,148

3,115

4,354

3,200

4,914

5,349

3,200

1,777

1,667

1,470

1,871

1,673

1,805

Fire

AISD Fire Academ

y Completion Rates [reported

at en

d of

school yea

r]83%

56%

100%

94%

94%

OSI

Number of Arlington Urban

Design Cen

ter Projects

Completed

40

24

94

24

52

21

12

Police

Police Explorer Mem

bers

18

22

23

20

18

24

20

23

18

18

24

24

24

Police

New

Police Athletic League (PAL) Participan

ts [reported

in

summer m

onths ]

87

93

134

120

120

Police

Hometown Recruiting Studen

ts Enrolled in

AISD

31

24

20

30

20

20

30

20

20

20

20

20

20

Police


ts Enrolled in

UTA

16

95

95

59

55

55

55

Police


ts Enrolled in

TCC

11

27

11

27

27

11

27

27

27

27

27

27

New

Mea

sure

in FY 2018

New

Mea

sure

in FY 2018

Satisfaction

Ratings

New

Mea

sure

in FY 2018

Library Materials Mentoring

New

Mea

sure in

FY 2019

Library Usage

73

74

Culture/Recreation/Education

Goal 1: Provide Activities, Educational Opportunities, and Services that Meet the Needs of the Community

Objective 1: Develop and Implement Programming Based on the Needs of the Community Project Performance Measure(s) City Service Team (Department)

Core CRE 1.1.1

Camp DREAM Number of participants

Customer surveys

Revenue generation to maintain the program


Summary: The Parks and Recreation Department offers a weekly themed, full‐day camp program for Arlington youth, ages 5‐12. Campers enjoy games, crafts, swimming, field trips and much more. Lunch and an afternoon snack are provided. Camp Dream launched the summer of 2017 at Hugh Smith Recreation Center. Camp DREAM is aimed at children whose guardians are not financially able to afford the registration fee for such an activity. There is no monetary requirement for the program, but each family is required to attend a minimum of three days per week. Parks and Recreation collaborates with AISD’s Office of Student Development and Support Services (SDSS) to identify children who are in transition and without Camp Dream likely remain alone during the summer workday. Applications are collected at Hugh Smith and through the SDSS liaison. Over 300 participants registered in 2018 exceeding the target by 25. In 2018 Elevate Dream was established for the teen population providing services for 106 Arlington teens. It is the department’s attempt to address social equity, ensuring Arlington citizens regardless of financial means have access to their local parks and recreation programming. This program is in alignment with the National Recreation and Park Association three pillars of social equity, health and wellness. Camp Dream is not a self‐sustaining summer program. It requires funding from an outside source. Initially, revenue was provided by the Parks and Recreation Sponsorship Program. Currently, CDBG funding is in place.

Update: Due to low interest the previous year, Camp Dream scholarships were not offered for spring break camps. All funds are to provide funding for summer programming.

‐

10

20

30

40

50

60

Camp DREAM Participants

2018 2019 2019 ‐ Teen 2020

75




Core CRE 1.1.2

Active Adult Center Overall satisfaction of project management

Project completion on time and at budget

Citizen satisfaction with overall quality of parks and recreation programs and classes


Summary: Working collaboratively with other city departments, as well as with architectural and construction management professionals, to build a new Active Adult Center. Current plans are for the facility to be across the street from the West Police Station and located on the southwest corner of the Pierce Burch Water Treatment site on Green Oaks Boulevard between W. Arkansas Lane and W. Pioneer Parkway. From February to April of 2019 the City investigated alternative delivery methods for the project. A determination was made to proceed with a request for qualifications. Bond funding for building construction is anticipated Spring 2021. Update: In the 2nd quarter of FY 2020, PSC Architects contract was approved by City Council and contract execution began. An RFQ for a Construction Manager‐at‐Risk was issued in the 2nd quarter. Responses are due April 16, 2020.


Actual Completion


Jan. 2019 Jan. 2019

Architect/Engineer RFQ July 2019 July 2019

Architect/Engineer RFQ July 2019 July 2019


Oct. 2019 Dec. 2019

Council Approval of Architect Contract

Dec. 2019 Mar. 2020

Construction Documents May 2020 – May 2021


Spring 2021

CMAR approved delivery method to Council

Apr. 2020 Mar. 2020

Permit Process Spring 2021

Guaranteed Maximum Price to Council

Summer 2021

Construction begins Summer 2021


Summer 2022

Construction complete Spring 2023

76




Core CRE 1.1.3

Harold Patterson Sports Center

Overall satisfaction of project management



Neighborhood Services (Parks) and Shared Services (AM)

Summary: Working collaboratively with other city departments, as well as with architectural and construction management professionals, to build improvements to the Harold Patterson Sports Center. Update: The construction project is currently out for bid, with a bid opening date in May. Construction is anticipated to begin at the end of July.

Description Estimated Completion

Actual Completion

Establish Phasing Plan Aug. 2017 Nov. 2017

Phase I – Schematic Design

Fall 2018 Fall 2018

Phase II – Design Feb. 2020 Feb. 2020

Phase III – Construction May 2021




Core CRE 1.1.4

Texas Rangers/Loews/Texas Live! Partnerships

Number of rounds sold

Revenue collected



Summary: With the expansion of the entertainment district, the new Texas Rangers Golf Club will utilize partnerships with Loews, a luxury hotel, and Texas Live! to bring visitors to the city and increase use of the golf course year‐round. Loews Hotel will open in August 2019. Booking services and packages will offer group rates and booked through concierge services. This will improve efficiency and offer a luxury feel for visitors to the area.

Update: At this time, Loews has the ability book clients through their concierge and have the client billed through their rooms. Up to this point, Clients have elected to pay through our point of sale system.

77




Core CRE 1.1.5

Golf Training Facility at Texas Ranger Golf Club

Sales (merchandise and course fees)

Cost recovery


Summary: With the expansion of the entertainment district, the new Texas Rangers Golf Club will utilize partnerships with Loews, a luxury hotel, and Texas Live! to bring visitors to the city and increase use of the golf course year‐round. Loews Hotel will open in August 2019. Booking services and packages will offer group rates and booked through concierge services. This will improve efficiency and offer a luxury feel for visitors to the area. Update: The contract intended by this goal will be revisited in FY 2020 through a competitive process. The current contract is a temporary use agreement which does not include the construction of a facility. The company at this time has elected to not place a temporary building at the site.

Milestones Estimated Start

Actual Start


Actual Completion

Construction of Facility

Aug. 2019 Nov. 2019

Crown occupancy of facility

Dec. 2019

78




Core CRE 1.1.6

Sponsorship Program Redesign

Funds collected/offset



Summary: The Parks and Recreation Department is restructuring its current department sponsorship and marketing program. The goal is to better utilize Parks and Recreation physical and digital assets to maximize potential revenue streams through sponsorships and marketing partnerships from local and corporate entities. These funds are utilized to provide programs, events and services that lack sufficient funding through traditional means. A comprehensive list of assets that APRD will include in the sponsorship and marketing program will be identified. These assets may include advertisement within individual facilities, events and digital and print resources. It will also include facility naming rights opportunities. Analyzing both the digital and physical assets of the department and determining value of each asset will be a priority. This evaluation will allow the department to be consistent in the pursuit of sponsorship and marketing packages as it relates to the pricing of each individual asset or group of assets. Work will occur with the contracted sponsorship and marketing agencies to establish revenue goals, in total as well as for specific asset type categories. Categories could include areas such as digital media, department events, facility advertisement, and naming rights. Industry specific goals will also be set to identify partnerships with specific industry types. Examples could include auto dealerships, health care, energy, beverage, real estate, sport retail, as well as others. Tools to better evaluate and measure the overall success of the program, along with reporting from contracted agencies to better evaluate their performance.

Update: APRD’s sponsorship and marketing agency has been selected and the agreement is being finalized. Meetings with vendor have occurred to begin the selection of APRD assets to be included in the sponsorship & marketing program. Discussions have begun on specific industries and businesses to pursue. Goals for program will be formulated and finalized by May 2020. List of assets is complete. Valuation of park assets is almost complete but waiting on some specifics as it relates to industry standards to complete. Monthly meetings are on‐going. Developing and finalizing the measuring tools in April and May. Should have working document bye June 1st.

Milestone Estimated Start

Actual Start


Status

Create list of APRD marketable assets

Oct. 2019 Dec. 2019 Jan. 2020 100%

Valuation of park assets

Nov. 2019 Jan. 2020 Apr. 2020

95%

Educate asset valuation with Youth Sports Associations

Feb. 2020 Sept. 2020

Set revenue goals per asset type

Feb. 2019 Apr. 2020 May 2020 25%

Set revenue goals per industry type

Feb. 2019 Apr. 2020 May 2020

Meet monthly with contracted sponsorship and marketing agency.

Dec. 2019 Dec. 2019 On‐going 50%

Develop program and measuring and reporting tools to evaluate successfulness of program

Oct. 2019 Mar. 2020 May 2020 50%

79

80

City of Arlington Core Service Area:

Culture/R

ecreation/Education

Dept.

Goal


FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Parks

Citizen

satisfaction with quality of park an

d recreation

program

s an

d classes [an

nual survey]

85%

84%

87%

85%

85%

85%

85%

Parks

Quality of program

s an

d services [rep

orted

quarterly]

92%

96%

94%

90%

98%

97%

98%

98%

97%

Parks

Quality of facilities [rep

orted

quarterly]

94%

96%

91%

90%

98%

96%

98%

98%

96%

Parks

Active Fitness an

d W

eigh

t Room M

emberships

12,901

10,586

10,395 11,000 2,402 1,319 10,000 810 816 776 513 383

423

Parks

Participation in

program

s an

d classes [reported

quarterly]

40,124

37,721

150,617

40,000

5,865

5,396

40,000

5,865

5,396

Parks

Cam

p Participation [reported

quarterly]

4,492

5,620

6,159 5,500

279

173

5,500

279

173

Parks

Swim

Lesson Participation [reported

quarterly]

3,180

1,799

2,375 3,000

160

428

3,000

160

428

Parks

Outdoor Pool A

dmissions

108,308

99,697

105,224 100,000

100,000

Parks

Rounds of go

lf played

98,904

84,806

61,285

115,000

20,017

14,346

111,000

8,858

6,723

4,436

4,136

4,225

5,985

Parks

Ren

tals (Lake Room, B

ob Duncan, R

ec Cen

ters, P

avilions,

Aquatics)

25,610

7,190

14,783 13,000

1,381

2,154

13,000

1,381

2,154

Parks

Number of unplayable golf days (M

on‐Thurs)

34

44

55

30

17

25

35

46

7 7

11

7

Parks

Number of unplayable golf days (Fri‐Sun/H

olid

ays)

31

40

44

30

11

930

24

6 4 2 3

Citizen

SurveyProgram Participation

81

82

Financial/Economic Development

Goal 1: Continue Responsible Fiduciary Emphasis for the Organization and Council Objective 1: Comply with all Financial Regulations and Policies


Core FED 1.1.1

Review of Citywide Financial Policies

Rating agencies ratings on City debt Finance

Summary: On a regular basis, The City reviews its Financial Policies and Principles to adjust for market changes, changes in best practices, and overall economic conditions to maintain fiscal prudence. The last update to the principles was in 2008. The economy has substantially changed in many ways and this initiative will take a comprehensive look at updating or refining the policies and principles to maintain our conservative financial approach in the current economy. Update: The proposed financial policy edits are currently under review by CMO.


Actual Completion

Review all Policies 02/28/2018 Mar. 2018

Develop draft changes 03/31/2018 Mar. 2018

Review by CMO 06/30/2020

Make presentation to Fiscal Policy Committee

08/31/2020

City Council Adoption 09/30/2020




Core FED 1.1.2

Implement Applicable GASB Statements for FY 2020

GFOA Certificate of Excellence CAFR with clean opinion

Finance (Accounting)

Summary: The Governmental Accounting Standards Board (GASB) has issued multiple GASB statements that must be implemented over the next several fiscal years. The Finance department will review and analyze each statement and identify and implement reporting requirements timely and accurately. The GASB statements include:

FY 2020 GASB 84 Fiduciary Activities

FY 2021 GASB 87 Leases GASB 89 Accounting for Interest Cost GADB 90 Majority Equity Interests

The City has not yet determined the impact of implementing the above new pronouncements. Update: Currently reviewing GASB statements.


Actual Completion

Read/analyze GASB Statements

5/31/2020

Identify reporting, disclosure, and RSI requirements

6/30/2020

Draft changes need for CAFR 8/31/2020

External auditor review of proposed CAFR updates

9/30/2020

83




Core FED 1.1.3

Availability and Disparity Study

MWBE Participation: Good‐faith effort on applicable City procurements to include construction and professional services

Finance (Purchasing)

Summary: The project purpose is to hire a subject matter consulting expert to assess whether minority and woman‐owned businesses face discrimination in the pursuit of city’s contracting opportunities. Based on the consultant’s results and recommendation, the City can implement a goal‐based program to increase MWBE participation toward the City’s overall MWBE goal. Update: CHA has completed data collection from city’s prime contractors and filling in missing information to complete the final contract data file. They are now in the process of performing their legal review on the data.


Actual Completion

Sign Interlocal Agreement with DFW Airport

1/31/2019 1/30/2019

Award Contract 1/29/2019 1/29/2019

Project Overview Meeting 2/28/2019 2/11/2019

Consultant Hold Initial Meetings with Internal Staff

6/10/2019 In process

Provide Consultants with Prime/Subcontractor Data

7/31/2019 10/1/2019

Business Owner Interview Process

1/23/2020 1/23/2020

City Staff Interview process 2/6/2020 2/4/2020

Provide Status Update to CMO

5/31/2020

Recommendation Report Presented to Council

9/1/2020

84


Goal 2: Improve Operational Efficiency Objective 1: Organize to Improve Operational Efficiency


Core FED 2.1.1

Internal Engineering Services for Water Utilities

Design 28,000 Linear Feet in FY 2020


Summary: The City of Arlington Water Utilities has historically outsourced design phase services to private professional engineering firms. It has been determined that utilizing internal engineering staff for design of specific projects would result in a lower design cost per foot of water and/or sanitary sewer lines. In FY 2014, Water Utilities began performing design utilizing internal engineering staff. The projects proposed for the internal design team consist of small diameter water and sanitary renewal projects. Update: The In‐House Design team has provided sealed plans for 1,973 linear feet in the 2nd quarter. The total amount designed to date in FY 2020 is 6,216 linear feet.

‐

5,000

10,000

15,000

20,000

25,000

30,000

FY 2020Total


Linear Feet Designed

85




Core FED 2.1.2

Continue Development Process Improvements

Completion of Meetings and Workshops

Economic Development and Capital Investment (Planning)

Summary: Developers Roundtable FY 2020 represents the fourth year of positive interaction and in‐depth dialog with the Developers Roundtable (DRT) and staff. The DRT is structured with new and seasoned developers, architects and contractors, to reflect a good blend of experienced development professionals. The main purpose is to draw upon our developer’s experiences and reactions to our existing development processes. The open and free discussions of the group typically generate ideas and provides a wealth of information to our organization, while providing an excellent platform to allow staff direct contact with the developer community to provide updates to a variety of processes and implemented improvements to our ever‐changing business environment. In February of 2019, members of the Greater Chamber of Commerce joined the Developers Roundtable.

As part of the Small Business Initiative, PDS is working on Simplifying the permitting and inspection processes, creating cost‐effectiveness, and time‐sensitivity for Small Businesses to succeed Permitting Workshop In February 2019, the first permitting workshop was held. The workshop was designed to educate small business owners on the building permit process and how to apply for a permit on Arlingtonpermits.com.

On August 29, 2019, the second permitting workshop was held. It was designated to educate residential homeowners on when and how to apply for a permit.


Actual Completion

Developers Roundtable Meeting 1st Quarter

Nov. 2019 11/07/2019

Developers Roundtable Survey

Dec. 2019 12/20/2019

Developers Roundtable Meeting

Jan. 2020 1/9/2020

Developers Roundtable Meeting 2nd Quarter

Feb. 2020 2/20/2020

Developers Roundtable Meeting 3rd Quarter

May 2020

Developers Roundtable Meeting 4th Quarter

Aug. 2020

Permitting 1st Workshop Feb. 2020 2/27/2020

Permitting 2nd Workshop Aug. 2020 Cancelled

Update: November’s Roundtable meeting included discussion regarding HB3167 and the change to the Plat process, introduction of the PAM Meeting, Fire Inspections and AP.Com improvements. January’s special roundtable meeting was held to discuss the survey results and group goals for 2020. February’s roundtable meeting included Fire’s response to the survey and P&DS’s tree preservation standards. On February 27, 2020, the third permitting workshop was held. It was designated to educate business owners, small businesses, and entrepreneurs on how to apply for a Certificate of Occupancy. No one attended this meeting, though there were a few RSVP’s. Due to low interest/attendance, permitting workshops have been cancelled.

86




Core FED 2.1.3

Open Records Requests/Intergovernmental Agency Requests

Number of Open Records Requests

Number of Intergovernmental agency requests


Summary: The Records Services Unit serves as the repository for the official records that document the activity of the Police Department. The Texas Public Information Act is a state law that gives any person the right to submit a written request asking for any document related to official city business. The department handles both ORR (Open Record Requests) from the public and IRR (Inter‐Agency Record Requests) from other law enforcement agencies or segments of the criminal justice system. The department must provide a response within 10 business days regarding the status of a request, including if it was submitted to the Attorney General to rule whether the material is exempt from disclosure. The department continues to look for ways to expedite information for citizens when possible, to provide information publicly without waiting for a specific request. Update: Open Records Requests for the 2nd quarter of FY 2020 were almost equal in number to the previous period. Down by only 47 requests, or 3%, the total was 1,500. Twenty percent (20%) or 307 requests were submitted by third‐party companies contracted to collect information for their customers. The most common requestors of open records are LexisNexis and Metro Reporting. Interagency requests for records dropped significantly (28%) in the 2nd quarter to 879 compared to 1,221 last quarter. The top three requestors continue to be the Department of Family & Protective Services (31%); parole/probation offices (20%); and pre‐employment checks (12.5%).

‐

200

400

600

800

1,000

1,200

1,400

1,600

1,800


Number of Open Record Requests

FY 2017 FY 2018 FY 2019 FY 2020

750

850

950

1,050

1,150

1,250

1,350

1,450

1,550

1,650


Number of Interagency Record Requests

FY 2017 FY 2018 FY 2019 FY 2020

87




Core FED 2.1.4

Transition of the Third‐Party Claims Administrator for Workers’ Compensation and Liability

Complete transition Shared Services (Human Resources)

Summary: The City’s contract for third‐party claims administrator for workers’ compensation (WC) and liability, with Cannon Cochran Management Services Inc. (CCMSI) expired December 31, 2019. Human Resources will work to effectively transition from CCMSI to AS&G prior to the effective date of the new contract. Update: Effective January 1, 2020, AS&G took over claim services. Both adjusters received training on AS&G systems and City expectations. HR staff were trained in the use of AS&G’s claim system. By end of January, all data transfers were complete and bank funding was fully operational.

Milestone Estimated

Completion Status

RFP Approval by Council


Contract Execution/Award


Transition Plan: CCMSI to AS&G


Communication to employees about change in TPA.


Implementation: Hiring AS&G adjusters


Implementation: Staff training


Claim Audit 3rd Qtr. FY 2020

88


Goal 3: Promote Organization Sustainability by Recruiting, Retaining, and Developing Outstanding Employees

Objective 1: Foster and Maintain a Work and Learning Environment that is Inclusive, Welcoming, and Supportive Project Performance Measure(s) City Service Team (Department)

Core FED 3.1.1

Employee Training Ensure each employee receives at least 10 hours of training


Summary: The City of Arlington Water Utilities believes its employees are intellectual capital, and it is important to invest in that capital. Arlington Water Utilities strives to ensure its entire staff receives training to enhance their job knowledge and job safety. Arlington Water Utilities has established a goal of 100% of its staff receiving at least 10 hours of training. Update: During the 2nd quarter, 2% of Water Utilities employees received at least 10 hours of training. To date, 25% of Water Utilities employees have received at least 10 hours of training. Due to the suspension of all paid training, as a result of the COVID‐19 pandemic, this performance measure will not be met in FY 2020.

0%

20%

40%

60%

80%

100%

TotalStaff


Percentage of Employees Receiving 10 Hours fo Training

89




Core FED 3.1.2

Library Staff Development Staff development hours Neighborhood Services (Library)

Summary: A key focus of the Library Department continues to be staff development. The way staff approaches their job makes a difference to library patrons, coworkers, and the organization. The Library team must strive to engage in our work and continue to enhance personal and professional growth. FY 2020 is the third year of this concerted effort to focus on staff development throughout the entire organization. By providing staff with a variety of opportunities to gain experience and expand their knowledge can only enhance the interaction staff has with our community. Update: The Library is only utilizing the “excellent” ratings collected in the overall customer satisfaction rating. In the past, this number included excellent and good. Redefining this goal will allow staff to grow and improve on the library service. The new analytics platform Savannah provides for more frequent feedback through a weekly automated survey sent to a random selection of recent patrons to gain immediate and continuous feedback. In the 2nd quarter, 76% of those responding rated the overall library services as excellent. In the 2nd quarter, 531 staff development hours were recorded. This measure includes in‐person and virtual training. Training taken covered topics such are Fire/Tornado Safety Awareness Training, various topics presented in the Public Library Association Virtual Conference 2020, TCALL ‐ I'm Taking My Classroom Virtual, Now What?, Teams Meeting and Teams Live Events, and the Reggio Emilia Method: an educational philosophy and pedagogy focused on preschool and primary education. A special note in the 2nd quarter, all library staff received access to a 4 ½ hour webinar The Librarian’s Guide to Homelessness: Reducing problems/conflict AND be inclusive developed by Ryan Dowd. Ryan Dowd has spent most of his career running the second largest

0%10%20%30%40%50%60%70%80%90%


Overall Customer Satisfaction Rating(Excellent)

FY 2018 FY 2019 FY 2020

0%

20%

40%

60%

80%


% of Registered Borrowers with activity in the last 12 months

FY 2019 FY 2020

90

homeless shelter in Illinois. Also, he is the founder of the Homeless Training Institute, which provides training to libraries and other organizations around the world. He is the author of the ALA book, “The Librarian’s Guide to Homelessness.” In addition to the online course, staff can sign up with weekly tips and watch mini webinars on focused topics such as Domestic Violence, Body Odor: The most dreaded conversation of all, and Advanced Body Language. Preliminary feedback from staff on the presentation of the training is that it is comprehensive; content is helpful and provided tools that are relevant to this role in the organization.

‐

500

1,000

1,500

2,000

2,500


Development Hours

FY 2018 FY 2019 FY 2020

91




Core FED 3.1.3

Human Resources Rebrand Completion of Milestones Shared Services (Human Resources)

Summary: The Human Resources Department has an emphasis on transforming the HR role from a traditional role to establishing HR as a partner. As a business partner, HR will evaluate how management functions will help accomplish the business goals and initiatives of the organization. HR professionals plan to partner with team members within the organization to implement the organization’s strategic plan. The desired outcome is the formation of aligned human resources functions to strategies linked to the organization’s strategic goals that help the organization adapt to change, meet the customer requirements, and achieve product/service delivery and financial objectives. Update: The HR team began reading the book The Experience in FY 2019 to establish a common foundation for the team to discuss departmental culture. Each month during the HR team meeting, groups of team members presented on a chapter of the book. Presenters volunteered and planned and prepared activities and presentations for the department. The team finished the book in December 2019. Through this process, the department established a simple vision for the team – Be Exceptional. The HR remodel began in the 4th quarter FY 2019 and was completed in the 1st quarter. The HR team hosted an open house for all employees to visit the new space and interact with the HR team. HR established an online survey that is included in signature lines of HR staff and is also sent out to employees that engage with our team. Management is evaluating the responses on a monthly basis and using the responses as feedback tools.


Status

HR Team Book Study: The Experience


Human Resources Remodel


Customer Service Survey Link


Implement a Coaching model within the HR department


Support HR professional certifications within the department


HR Communication Plan: Internal and External

4th Qtr. FY 2020 In Progress

92




Core FED 3.1.4

Organizational Succession Planning

Phase I: Establish protocol and process for succession plan. Phase II: Implementation FY 2021

Shared Services (Human Resources)

Summary: Succession planning is one of the most important HR strategic processes. It is the heart of the talent management process, which identifies key roles and mapping out ways to ensure the city has the right people with the right skills, capabilities, and experiences, in the right place at the right time. Organizations need to place focus on developing a plan for the number of people in leadership roles who plan to retire in the next few years and prepare the next generation of leaders. Update: HR established the protocol and process to implement and sustain an Organizational Succession Plan for the City of Arlington to launch in the 1st quarter of FY 2021. The following phases were identified as key steps to the succession planning process:

1. Identify Critical Roles, Key Leaders and Executives in the Succession pipeline.

2. Construct Success Profiles 3. Assess Staff 4. Create Development Plans 5. Develop Successors 6. Formalize Successor Readiness and Engagement 7. Review / Adapt Succession Plan, Roles and

Candidates Annually


Status

Prepare Succession Plan


Form the Succession Committee

3rd Qtr. FY 2020

Define Criteria of Critical Roles, Key Leaders and Executive Categories

3rd Qtr. FY 2020

Success Profiles Part 1 4th Qtr. FY 2020

Success Profiles Part 2 4th Qtr. FY 2020

93




Core FED 3.1.5

Training Program Redesign Participant numbers

Participant feedback


Summary: Organizational development is a key layer to different aspects of the HR fabric. The comprehensive view of employee training is broken into phases. In FY 2020, the focus is to establish core trainings that will be required for all employees to take, refresh current trainings and expand on online training opportunities. Update: Due to Covid‐19, we have shifted our in‐classroom setting to a virtual classroom environment. The OD team will host the first live‐web based learning session promoting professional development to the Supervisor Series class. Annual Sexual Harassment Training is in development and will be released during the 3rd quarter. Beginning the 3rd quarter, the OD team will begin an expansion of Cornerstone Learning Administration rights with the Public Works Department. This will assist with their department‐specific training and licensing tracking as well as reporting capabilities.


Status

Upload of CyberU Content


Redesign Training Portal Page


Activation of CyberU Content


Crucial Conversations Cert.


Supervisor Series 2020 Nomination/Selection


Supervisor Series Launch


Supervisor Series Live‐web sessions

3rd Qtr. FY 2020 Continual

Development of Sexual Harassment Training


Expansion of Cornerstone Administration


Supervisor Series Completion

4th Qtr. FY 2020

Data Trend Analysis 4th Qtr. FY 2020

94



Objective 2: Support and Promote the Health and Well Being of the COA Community Project Performance Measure(s) City Service Team (Department)

Core FED 3.2.1

Drug and Alcohol Compliance Compliance with Federally Mandated Regulations


Summary: Federal Motor Carrier Safety Administration (FMCSA) Clearinghouse Mandate FMCSA established the Commercial Driver’s License (CDL) Drug and Alcohol Clearinghouse. This new database contains information pertaining to violations of the U.S. Department of Transportation (DOT) controlled substance (drug) and alcohol testing program for holders of CDLs.

The Clearinghouse rule requires FMCSA‐regulated employers, Medical Review Officers, Substance Abuse Professionals, consortia/third party administrators, and other service agents to report to the Clearinghouse information related to violations of the drug and alcohol regulations by current and prospective employees.

It requires employers to query the Clearinghouse for current and prospective employees' drug and alcohol violations before permitting those employees to operate a commercial motor vehicle on public roads, as well as annually query the Clearinghouse for each driver they currently employ.

Update: HR staff drafted and proposed policy edits for review to align section 115.00 Drug & Alcohol Program with the new FMCSA Clearinghouse requirements. The proposed policy edits were approved, and FMCSA Clearinghouse implementation began on January 6, 2020. Department of Transportation (DOT) Requirements DOT requires that supervisors of safety sensitive employees receive 2 hours of training on reasonable suspicion. Employees in DOT safety sensitive positions are required to receive training on the effects of drugs and alcohol. In order to align with revised City job descriptions in accordance with policy definition, Appendix A – Safety

Federal Motor Carrier Safety Administration (FMCSA)

Clearinghouse Mandate


Status

Draft/Propose Policy Edits to Align with New FMCSA Clearinghouse requirements


Approval of Proposed Policy Edits


Communicate/Publish Policy Edits

1st Qtr. FY 2020 In Progress

FMCSA Clearinghouse Implementation


Department of Transportation (DOT) Requirements


Status

Draft/Propose Edits for of Appendix A – Safety Sensitive List


Approval of Proposed Edits

3rd Qtr. FY 2020

Communicate/Publish Policy Edits

1st Qtr. FY 2020 In Progress

Purchase Training Content/Upload into Cornerstone


DOT Reasonable Suspicion Training for Safety Sensitive Employees

3rd Qtr. FY 2020

FTA Triennial Review Handitran

1st Qtr. FY 2021 Postponed

95

Sensitive list will be reviewed and updated, submit for approval, communicated out to departments, and publish new list. Handitran will undergo a Triennial Review, which will have a specific focus on drug and alcohol program compliance. The FTA has postponed the Triennial Review until early Federal Fiscal Year 2021 Update: HR staff drafted and proposed policy edits for review of Appendix A – Safety Sensitive List. The proposed policy edits were approved, and departments with safety sensitive positions that were impacted from the revisions were notified of the changes. Content for DOT reasonable suspicion training was purchased and added to Cornerstone On‐Demand in preparation to assign and track completion of the required training. Note, additional training will be made available to all other non‐DOT regulated employees and supervisors.

96




Core FED 3.2.2

City of Arlington Employee Benefits RFP

Phase I: Complete the RFP process Phase II: (FY 2021): Implementation


Summary: In December of 2019, Council authorized the release of a Request for Proposal (RFP) to solicit competitive proposals from qualified firms for its employee benefit plan administration, pharmacy benefit administration, employee assistance program (EAP), life insurance, voluntary supplemental life insurance, long‐term disability insurance (LTD), voluntary short‐term disability insurance (STD) and leave administration professional services. Update: Proposals are currently being reviewed by the RFP evaluation team.


Status

City of Arlington Employee Benefits Presentation at Council Retreat


Prepare RFP for Release 1st Qtr. FY 2020 Complete

RFP Release 2nd Qtr. FY 2020 Complete

Last day for questions 2nd Qtr. FY 2020 Complete

Release of Addendum 1 2nd Qtr. FY 2020 Complete

Proposals Due 2nd Qtr. FY 2020 Complete

Short List Letter Issued 3rd Qtr. FY 2020

Repricing Analysis 3rd Qtr. FY 2020

Interviews 3rd Qtr. FY 2020

Mayor and Council Approval

3rd Qtr. FY 2020

Prepare for Next Steps 4th Qtr. FY 2020

97




Core FED 3.2.3

Employee Resources for Mental Wellness

Resources Available for Employees to Support Whole‐body Wellness


Summary: Over the years HR has provided initiatives that focus on raising awareness on the importance of health and safety at work. With a focus on whole body wellness, it is equally important to provide a platform for employees to engage in educational sessions and discussion surrounding the importance of mental health within the workplace as well. Update: HR Staff created a survey for Metroplex Cities and some private industry companies that was sent out for more research on program options. HR Staff is currently working through the RFP process.


Status

Secure UTA Internship 1st Qtr. FY 2020 Complete

Research Metroplex Cities


Meet with City Departments Have Programs to Support Mental Wellness


Upload Online Training into Cornerstone


Benefits RFP – Focus on EAP


Council Presentation: COA Employee Resources on Mental Wellness

2nd Qtr. FY 2020

Create a Resource on HR Portal

2nd Qtr. FY 2020

Schedule Lunch & Learn Sessions on Mental Wellness Topics

4th Qtr. FY 2020

98




Core FED 3.2.4

Performance Management Process


Summary: In this multi‐year project, we will implement meaningful changes that establish a Performance Management Process for the City of Arlington. We will conduct a needs analysis to ensure an effective solution is delivered to employees while providing a return on investment for leadership and operational objectives. We will utilize the selected ERP to deploy the Performance Management Process selected and conduct learning labs and educational classes on the new process. While we construct the process of Performance Management to launch FY 2022, we are also working to enhance the current and standalone performance evaluation process for FY 2020. Update:


Status

Conduct needs analysis 3rd Qtr. FY 2020

Identify Pay for Performance options

3rd Qtr. FY 2020

Process recommendation

3rd Qtr. FY 2020

Form PM Committee 3rd Qtr. FY 2020

ERP chosen 3rd Qtr. FY 2020

Impact Analysis 3rd Qtr. FY 2020

Establish review window

4th Qtr. FY 2020

Create process docs and forms

4th Qtr. FY 2020

Communications strategy

4th Qtr. FY 2020

Create learning resources

1st Qtr. FY 2021

Vetting of documentation, process pilot groups

2nd Qtr. FY 2021

Educational Classes 4th Qtr. FY 2021

Learning Labs 4th Qtr. FY 2021

Target Launch Date 1st Qtr. FY 2022

99

100


Finan

cial/Economic Deve

lopment

Dept.

Goal

Categories

Key Measures

FY 2017 Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Aviation

Operating cost recovery

88%

106.7%

110%

90%

209.89%

71%

100%

505%

68%

56.18%

81%

67%

65%

CES

Cost Recover y

86%

81%

51%

75%

47%

69%

50%

105%

55%

13%

152%

56%

6%

Parks

Cost recover y of Parks Perform

ance Fund

76%

78%

75%

78%

75%

75%

79%

75%

75%

74%

75%

77%

73%

Parks

Cost recover y of Golf Perform

ance Fund

87%

81%

86%

100%

100%

91%

100%

96%

96%

95%

91%

92%

91%

Aviation

Total aircraft operations

87,209

73,547

79,753

75,000

22,423

18,780

78,500

8,170

7,448

6,805

5,689

7,076

6,015

Aviation

Han

gar occupan

cy rate

97%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Court

Gross Reven

ue collected

$17,201,760

$16,401,847

$17,001,555

$17,168,520

$3,613,085

$4,256,986

$14,593,242

$1,334,111

$1,121,959

$1,157,015

$1,216,135

$1,512,408

$1,528,443

Court

Reven

ue Retained

$11,379,523

$10,775,588

$11,813,005

$11,372,319

$2,501,322

$3,317,953

$9,392,363

$915,915

$781,742

$803,665

$886,189

$1,191,904

$1,239,860

Court

% of revenue retained

(less state costs)

66%

66%

69%

66%

69%

78%

64%

69%

70%

69%

73%

79%

81%

Finan

ceDeb

t service expen

ditures to total expen

ditures of GF plus

Deb

t Service [m

easured quarterly]

17%

16%

16.9%

20%

16.9%

16.1%

16.1%

16.9%

16.1%

Finan

ceNet tax‐supported

deb

t per cap

ita [m

easured quarterly]

$997

$1,064

$1,110

$1,180

$1,110

$1,042

$1,042

$1,110

$1,042

Finan

ceNet deb

t to assessed valuation [mea

sured quarterly]

1.79%

1.74%

1.47%

2%

1.47%

1.39%

1.39%

1.47%

1.39%

Finan

ceActual Reven

ue % of varian

ce from estim

ates [an

nual

mea

sure]

0.33%

0.47%

0.5%

0.6%

0.6%

Fire

Homelan

d Securit y Grant Fu

nding Secured

$2,756,196

$2,683,011

$2,682,648

$3,100,000

$3,121,092

$3,121,092

$3,121,092

Library

Grant an

d gift funds as a percentage of total gen

eral fund

allocation

10.79%

21%

10%

6%

11%

11.34%

12%

11%

11.34%

Finan

ceCAFR

with "clea

n opinion"

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Finan

ceGFO

A Certificate for Excellence ‐ Accounting

Yes

Yes

Yes

Yes

Yes

Finan

ceGFO

A Certificate for Excellence ‐ Budget

Yes

Yes

Yes

Yes

Yes

Finan

ceAchievemen

t of Excellence in

Procuremen

tYe

sYe

sYe

sYe

sYe

s

Finan

ceRating agen

cies ratings on City deb

tAffirm &

Upgrad

e

Affirm &

Upgrad

eAffirm

Affirm

Affirm

Finan

ceCompliance with deb

t policy ben

chmarks

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Finan

ceMaintain Texas Transparen

cy Stars (5 Stars: T

raditional

Finan

ce, C

ontracts & Procuremen

t, Public Pen

sions, Deb

t

Obligation,andEconomicDevelopmen

t)5 Stars

5 Stars

5 Stars

5 Stars

5 Stars

Finan

ceMWBE Participation: G

ood‐faith effort on applicab

le City

procuremen

ts to in

clude construction and professional

services

19%

15%

25%

24%

23%

25%

24%

23%

Finan

ceAnnual percentage of best value aw

arded

contracts

25%

25%

Finan

ceAnnual procuremen

t cycle from sourcing process to contract

execution < 90 da ys

50%

50%

CLA

Legal d

eadlin

es m

et for City Council agenda posting

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

CLA

Register birth records in the Record Accep

tance Queu

e from

the State within one business da y

97%

99%

97%

95%

99%

100%

95%

97%

100%

99%

100%

100%

100%

HR

Workers' Compen

sation ‐ Frequen

cy (# claims)

367

360

332

355

79

100

360

37

22

20

31

20

49

HR

Workers' Compen

sation ‐ Severity ($/claim

s)$3,276

$3,344

$5,700

$3,706

$2,957

$1,470

$3,056

$2,719

$4,584

$1,606

$2,550

$1,803

$651

HR

FTEs eli gible for Wellness Rate [rep

orted

annually]

59%

52%

50%

60%

60%

Employee Tu

rnover Rate:

Civilian

6.3%

8.9%

9.9%

8%

2.6%

2.1%

8%

0.8%

1.1%

0.7%

0.7%

0.6%

0.8%

Sworn Fire

2.2%

2%

3%

2%

0.3%

0.3%

2%

0.3%

0%

0%

0.0%

0.3%

0.0%

Sworn Police

4.1%

3%

3.4%

3%

0.9%

1.5%

3%

0.1%

0.6%

0.1%

0.7%

0.4%

0.4%

HR

Percentage of all full‐time em

ployees enrolled in

the

401k /457 plans

75%

75%

74%

75%

73%

74%

75%

73%

73%

74%

74%

74%

74%

Fire

Percent of Firefigh

ters who score in

the catego

ries of

“Excellent” or “Superior” on annual Hea

lth Fitness

Assessm

ents

89.5%

88%

89%

90%

90%

Library

Staff Training Developmen

t Hours [reported

quarterly]

2,336

3,865

2,400

2,107

531

2,400

894

115

45

182

140

210

Water

Employee training hours (10 hours per employee)

100%

94%

97%

100%

23%

25%

50%

7%

8%

8%

0%

1%

1%

Water

Achieve an employee workplace in

jury of ≤ 2 in

juries per

1,000 hours

0.02

0.01

0.01

<20

00.006

00

00

0.004

0.002

HR

New

Mea

sure

in FY 2018

Cost

Recovery

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure

in FY 2018

Budgetary Issues BenefitsPolicy Compliance

101

102


Finan

cial/Economic Deve

lopment

Dept.

Goal

Categories

Key Measures

FY 2017 Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

ACVB

Convention Services ‐ Groups Serviced

290

345

342

325

106

116

325

30

35

41

23

30

63

ACVB

Booked Room Ni ghts ‐ Cen

ter

31,963

14,782

21,973

12,000

7,531

7,524

12,000

1,609

5,348

574

2,660

3,335

1,529

ACVB

Booked Room Ni ghts ‐ Hotel

63,547

82,005

100,117

97,000

22,422

35,184

97,000

139

1,666

20,617

11,811

8,986

14,387

ACVB

Confirm

ed Bookings ‐ Hotel

96

91

108

150

19

38

150

27

10

21

12

5

ACVB

Marketing/PR ‐ M

edia Value

$6,024,880

$23,329,424

$28,464,325

$9,500,000

$16,509,584

$3,189,887

$9,500,000

$1,719,951

$12,728,969

$2,060,664

$973,743

$1,828,040

$388,104

ACVB

Uni que Web

Visitors

658,754

749,703

691,256

550,000

281,357

124,381

550,000

79,737

84,615

117

,005

49,728

46,237

28,416

ACVB

Confirm

ed Bookings ‐ Cen

ter

47

29

34

20

613

20

33

03

46

ACVB

Percentage of Cen

ter Gross Reven

ue

56%

51%

42%

45%

52%

34%

32%

53%

19%

83%

49%

14%

80%

ACVB

Total Lea

d Volume

387

457

744

500

213

245

500

99

71

43

108

77

60

ACVB

Conversion Percentage

28%

30%

26%

28%

22%

21%

28%

22%

22%

22%

22%

21%

21%

ACVB

Total Partners

171

178

184

225

190

165

225

191

191

190

190

165

165

ACVB

Hotel Lea

ds ‐ To

urism

80

57

35

80

13

680

46

32

13

ACVB

Attraction Lea

ds (itineraries) ‐ Tourism

81

78

12

80

68

80

11

43

41

ACVB

Fam/Site To

ur Participation

53

69

67

65

16

065

00

16

00

0

CES

Even

t (Client) Satisfaction Rating (Overall)

4.71

4.73

4.7

4.8

04.7

4.5

00

04.43

4.96

5

CES

S quare Fo

ot Occupan

cy Percentage

53%

51%

50%

60%

43%

46%

60%

52%

53%

24%

60%

58%

12%

CES

New

Events Held During Ye

ar (Booked by Cen

ter)

31

22

13

12

20

52

00

00

0

CES

Return Events Held During Ye

ar (Booked by Cen

ter)

75

72

76

55

220

36

21

17

10

2

Convention and Tourism Sales

103

104

Infrastructure

Goal 1: Plan, Manage, and Maintain Public Assets Objective 1: Maintain City Standards for all Equipment


Core INF 1.1.1

Reduce Percentage of Fleet Beyond Service Life

Percentage of Fleet Beyond Service Life Shared Services (AM)

Summary: The City has set a target of having no more than 15% of the city‐wide fleet operating beyond recommended service life at any one time. Vehicles and equipment that are beyond recommended service life may have more down time and may have less functionality compared to what is currently available on the market. After the service life ends, maintenance and repair are at an extra cost, in addition to the annual contracted maintenance cost. The City pays an extra, hourly rate for:

Repairs Due to Accidents, Damage, Abuse

Adding or Removing Accessories such as light bars

Mechanical Failure for Vehicles Beyond Service Life

For FY 2020 the goal is to reduce Beyond Service Life to 15%. To help obtain this goal staff is looking to apply for Grant Funding to help Replace Vehicles to reduce Life cycle. Update: Fleet Beyond Life is at 17% for the 2nd quarter. New units that went into service for the quarter include nine (9) Water Utility trucks, three (3) Animal Services trucks and Public Works added two (2) Sign Trucks, one (1) Bucket Truck, and five (5) Dump Trucks. This reduced our out‐of‐life vehicle percentage to drop from 18% to 17%, allowing Fleet to move closer to the 15% goal.

Contracted Service Life – Summary

Criteria in Years Criteria in Units Vehicle

7 150,000 miles Marked Police Vehicle

10 120,000 miles Sedan, Compact & Midsize

10 150,000 miles SUV, Light Truck, Van

10 150,000 miles Truck, 3/4 Ton‐1 Ton

10 150,000 miles 4x4 Truck, 3/4 Ton‐1 Ton

10 120,000‐150,000 miles Mid‐sized Truck (ex. Bucket Truck, Dump Truck)

12 200,000 miles Fire Engine, Quint

15 8000 hours Equipment (ex. Backhoe, Loader, Gradall)

0%

5%

10%

15%

20%

25%

FY 2018 FY 2019 FY 2020

Percentage of Fleet Beyond Life(Goal is 15% or less)

105

Infrastructure

Goal 1: Plan, Manage, and Maintain Public Assets Objective 2: Maintain City Standards for all Municipal Buildings


Core INF 1.2.1

Fire Station 1 Rebuild Overall satisfaction of project management


Shared Services (AM) and Neighborhood Services (Fire)

Summary: To handle the growing needs of the community, and surrounding business districts, the Arlington Fire Department has partnered with Asset Management to re‐design the existing Fire Station #1 located at 401 W. Main St. Station #1 is at the heart of the City’s downtown area and one of the oldest facilities currently managed by the Fire Department and was most recently remodeled in 1987. Update: In the 2nd quarter of FY 2020 PGAL Architects was approved by City Council and began schematic design. Also, Steele and Freeman was approved by City Council to serve as the Construction Manager‐at‐Risk. PGAL and Steele and Freeman met with the Fire Department and Asset Management to begin schematic design options.


Actual Completion

Initial Project schedule/development phase

Dec. 2018 Dec. 2018

Architect/engineer RFQ Oct. 2019 Oct. 2019

Architect/engineer selection process

Nov. 2019 Dec. 2019

Architect/Engineer contract approval and execution

Dec. 2019 Jan. 2019

Manager at Risk contract approval and execution

Dec. 2019 Jan. 2020

Construction Management at Risk process

Fall 2020 Feb. 2020

Design Fall 2020

Guaranteed Maximum Price to Council

Fall 2020

Permit review process Fall 2020

Council approval Fall 2020

Vacate station Fall 2020

Demolition phase Fall 2020

Construction phase Fall 2020

Move in Fall 2021

106

Infrastructure Goal 1: Plan, Manage, and Maintain Public Assets

Objective 2: Maintain City Standards for all Municipal Buildings Project Performance Measure(s) City Service Team (Department)

Core INF 1.2.2

Fire Training Upgrade Overall satisfaction of project management


Shared Services (AM) and Neighborhood Services (Fire)

Summary:

To more effectively deal with the growing demand of Fire and EMS service in the City of Arlington, the Arlington Fire Department plans to make improvements at the Fire Department’s training center. The training field is located at 5501 Ron McAndrew Dr. and has not had significant improvements in over 15 years.

Update: In the 2nd quarter of FY 2020, the Fire Department continued to review the scope of the project to focus on the training tower.


Actual Completion

Initial Project schedule/development phase

Feb. 2019 Feb. 2019

Architect/engineer RFQ Dec. 2019

Architect/engineer selection process

Jan. 2020

Architect/engineer Contract Council approval

Feb. 2020

Architect/engineer Contract execution

March 2020

Design May 2020

Guaranteed maximum price sent to Council

June 2020

Permit review process May 2020

Construction contract execution

July 2020

Construction phase Dec. 2020

Move in Dec. 2020

107

Infrastructure



Core INF 1.2.3

Tierra Verde Golf Course / Ventana Grille – Geothermal HVAC System

Overall satisfaction of project management




Summary: The existing geothermal HVAC system currently operating at Tierra Verde Golf Clubhouse and Ventana Grille is beginning to fail causing insufficient cooling throughout the facility. Asset Management will collaborate with the Parks Department to determine the best cost‐effective approach to either improve the existing geothermal system or recommend replacement with a conventional HVAC system. As part of the project, temporary temperature control measures will be considered as needed. The time frame for the request for qualification for mechanical engineer was revised from February 2019 to May of 2019. Additional time was needed to complete a feasibility study to define the scope of work. Update: In the 2nd quarter of FY 2020, B & H Engineers issued documents for bidding. Bids were received and a contractor has been selected. A contract for the low bid firm will go to Council in April 2020. The project will include replacing the existing geothermal system and installing a new energy efficient Variable Refrigerant Flow system.

Milestone Estimated

Completion Actual

Completion

Identify location of existing piping and thermal wells

Jan. 2019 Feb. 2019

RFQ process for Mechanical Engineering firm

Feb. 2019 May 2019

Engineering firm selection process

Feb. 2019 June 2019

Council approval of Engineering firm

Aug. 2019 Aug. 2019

Design, including review of recommended options

Fall 2019 Jan. 2020

Bidding Process Spring 2020 Mar. 2020

Permit review process TBD 2020 Apr. 2020

Contractor Council approval TBD 2020 Apr. 2020

Construction phase Sept. 2020

108

Infrastructure



Core INF 1.2.4

Exhibit Hall Painting

Cost Recovery Event Satisfaction Rating

Economic Development and Capital Investment (CES)

Summary: Texture and Paint the 9" High EMU block wall around the perimeter of the Exhibit Hall. The EMU blocks in the Exhibit Hall gives the space a warehouse feel. Texture and paint will give the wall sections a "finished" look that will create a nicer focal point that will appeal to a wider range of clients. Update: In the 1st quarter, this project was planned, bid, and completed. It was a substantial upgrade to the look and feel of the exhibit hall and it should have a positive impact on our event sales efforts.

Milestone Estimated

Start Date Status

Develop Scope of Work 10/1/2019 100%

Bid Project 10/15/2019 100%

Project Walk‐Thru 11/15/2019 100%

Installation Begins 12/1/2019 100%

Project Completed 12/31/2019 100%

Infrastructure



Core INF 1.2.5

HVAC VAV Unit Replacement

Cost Recovery Event Satisfaction Rating

Economic Development and Capital Investment (CES)

Summary: Replace VAV air handler units in the meeting rooms. While replacing the Heating Valves with FY 2019 Business Issue money it was determined that the VAV units in the meeting must be replaced to enable the system to control the temperature in the rooms properly. Some units are non‐functioning while other are operating at less than 50% efficiency. Update: In the 2nd quarter, this project was cancelled because of budget reductions due to COVID‐19

Milestone Estimated Start Date

Status

Develop Scope of Work 10/1/2019 60%

Bid Project 10/15/2019 15%

Project Walk‐Thru 11/15/2019 0%

Installation Begins 12/1/2019 0%

Project Completed 12/31/2019 0%

109

Infrastructure

Goal 1: Plan, Manage, and Maintain Public Assets Objective 3: Maintain City Standards for all Public Infrastructure


Core INF 1.3.1

Air Traffic Control Tower Soft Joint Seal Replacement

Total Cost Recovery Economic Development and Capital Investment (Aviation)

Summary: The Airport’s Air Traffic Control Tower was built in 2006 as a part of the Federal Aviation Administration Contract Tower Program. A condition of the agreement is that the Airport will maintain the structural integrity of the facility and perform repairs as needed. In conjunction with Asset Management, an inspection in FY 2019 concluded that a replacement of the soft joint seal was required, due to normal aging of the building. Asset Management and the Airport have identified a firm offering these services under a government cooperative purchase agreement. The team will request a proposal in October 2019. If the pricing does not appear to represent the best value for the City, a Request for Bids will be released. Update: The Airport has engaged Asset Management to begin the process of replacing the ATCT soft joint seal. The bid process is complete. The start date for the vendor has not been determined due to the COVID‐19 outbreak.

Bid process and vendor selection

Replace soft joint seal on towercab

Replace soft joint seal fromcatwalk to tower foundation

Final inspection

01/2020 04/2020 05/2020 07/2020

ATCT Soft Joint Replacement

110

Infrastructure

Goal 2: Support and Expand Programs to Reduce Environmental Impacts Objective 1: Mitigate Operating Costs and Impact on Environment


Core INF 2.1.1

Advanced Metering Infrastructure

Install 9,000 meters and MIUs in FY 2020 Economic Development and Capital Investment (Water)

Summary: The City of Arlington Water Utilities will install 9,000 meters and MIU’s in 2020 through an ongoing meter replacement program and water line renewals. The MIU receives input from the meter register and remotely sends data to a fixed base data collector, located at one of five elevated storage tanks around the City. Top of the hour readings and other diagnostics are instantly forwarded to the network allowing for a greater awareness of the distribution system and possible on property leak conditions. In addition, the MIU stores up to 35 days of hourly consumption, providing the utility with the ability to extract detailed usage profiles for consumer education, such as water conservation, and billing dispute resolution. Update: A total of 1,902 MIUs were installed during the 2nd quarter of FY 2020. The total amount installed to date in FY 2020 is 4,973. Due the delay in funding as a result of the COVID‐19 pandemic, this performance will not be met for FY 2020. We have also reduced the number of installations to ensure we have enough unit available for developers.


Actual Completion

Wrap up FY 2019 Installs Sept. 2019 Sept. 2019

Begin MUI/Meter Installs Oct. 2019 Oct. 2019

Council Approval of Meter Replacement funding

Feb. 2020 Feb. 2020

Council Approval of Annual Meter Supply Contract

Sept. 2020

Complete MIU/Meter Installation for FY 2020

Sept. 2020

111

Infrastructure Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment Project Performance Measure(s) City Service Team (Department)

Core INF 2.1.2

Water Conservation Program

Maintain metered ratio rolling average above 88%


Summary:

The City of Arlington Water Utilities will maintain a metered ratio rolling average above 88%. In FY 2020, Arlington Water Utilities will proactively evaluate 25,000 linear feet of water line for leaks to catch them in the early stages before significant water loss occurs. Arlington Water Utilities will also evaluate and make recommendations to purchase additional leak detection technologies to accomplish this goal.

Update: The 2nd quarter ended with a 13‐month rolling average of 88.42% metered ratio.

.

Infrastructure Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment Project Performance Measure(s) City Service Team (Department)

Core INF 2.1.3

Wastewater Collection Initiatives

Clean 20% of sewer lines 6” through 15” Economic Development and Capital Investment (Water)

Summary:

The City of Arlington Water Utilities entered into the Sanitary Sewer Overflow (SSO) Voluntary Initiative established by the Texas Commission on Environmental Quality (TCEQ) in 2005. In order to participate, the City of Arlington agreed to evaluate its sanitary sewer system and develop an action plan that includes a schedule of dates detailing when corrective or preventative maintenance will occur. Arlington Water Utilities has also established a goal of cleaning 20% of sewer lines 6” through 15” annually.

Update: During the 2nd quarter 38.13% of 6” to 15” sewer lines were cleaned. Year to date, 47% of 6” to 15” sewer lines have been cleaned.

0%10%20%30%40%50%60%70%80%90%

100%

FY 2020Total


Metered Ratio

0%

10%

20%

30%

40%

50%

TotalFootage


6"‐15" Sewer Lines Cleaned(Linear Feet vs. Total Footage)

112

Infrastructure



Core INF 2.1.4

Recycling Residential Recycling Collected (Tons)

Shared Services (AM)

Summary: The City of Arlington continues to educate residents on proper recycling to lessen contamination rates, increase participation and improve the quality of residential recycling materials. Staff has actively been participating in a Regional Recycling Campaign through the North Central Texas Council of Governments, and along‐side other regional stakeholders, to decrease curbside contamination of residential recyclables and present a unified recycling message across the region. The City of Arlington also provides recycling drop‐off locations at each library, which can be used by residents who live in multi‐family developments that may not provide recycling services. Update: During 2nd quarter Solid Waste and Recycling staff completed the digital landfill coupon redemption process. Residents no longer need to print their two annual landfill coupons from home but can now redeem them with their valid TX drivers license or state ID directly at the landfill. Water account holders can also add authorized users living at the home. Residents experiencing any issues with the redemption process can contact the Action Center to verify account information and resolve any issues. Staff also:

wrapped up the annual leaf recycling program;

participated in a Solid Waste Regional Grant Scoring committee and a Recycling Roundtable with the NCTCOG;

provided recycling education at Ditto and Miller Elementary Schools;

presented to the Ambassadors for Aging Well;

spoke at a Crime Watch meeting for the neighbors of Randol Mill Park;

hosted the annual Master Composter Workshop with 32 residents in attendance. Class Satisfaction Survey results showed a 9.9 rating.

‐

500

1,000

1,500

2,000

2,500

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Apr.

May

June

July

Aug.

Sept.

FY 2020

Residential Curbside Recycled Tons Collected

‐

2

4

6

8

10

12

14

16

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Apr.

May

June

July

Aug.

Sept.

FY 2020

Library Recycling Drop‐off Locations

113

Infrastructure



Core INF 2.1.5

Mitigation of North Fleet Shop, 1015 W. Main St.

Completion of Site Mitigation Shared Services (AM)

Summary: In November 2015, a fuel release was detected from the on‐site aboveground storage tanks (ASTs). According to City fuel inventory records, approximately 317 gallons of diesel fuel was released. The source of the release was determined to be a broken product line. Emergency response actions were initiated to repair the line and abate the release and impacts to the nearby storm sewer. The City reported this event to the Texas Commission on Environmental Quality (TCEQ) and has been working with the state agency to monitor the property since. During this time, after several storm events, additional fuel product has been recovered from underground. To minimize the risk of additional such events, the City is taking steps to mitigate the property. Update: Work for the Mitigation of North Fleet Shop was completed at the end of January. Monitoring Well sampling around the excavated areas has started and will continue until sampling results show that they are at the level mandated by TCEQ for 12 consecutive months.

Objectives


Actual Completion

Conduct investigation, including soil drillings and optical subsurface imaging

Oct. 2018 Oct. 2018

Completion of investigation report

Nov. 2018 Nov. 2018

Review Report Recommendations and Develop Mitigation Plan

Dec. 2018 Dec. 2018

Council Approval for Contractor Sept. 2019 Sept. 2019

Area 2: Excavate (Former Fuel UST) soil and contaminated water. Have contained soil hauled away.

Nov. 2019 Nov. 2019

Areas 3 & 4: Excavate soil and contaminated water. Find source of contamination Back fill and Repave.

Dec. 2019 Dec. 2019

Areas 5 & 6: Remove oil Tanks (UST) Excavate soil any contaminated soil and repave

Jan. 2020 Jan. 2020

114


Infrastructure

Dept.

Goal


FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

AM

Citizen

perception of trash collection services [annual

surve y]

84%

83%

76%

80%

78%

78%

78%

AM

Citizen

perception of residen

tial recyclin

g services [an

nual

surve y]

84%

83%

81%

80%

75%

75%

75%

AM

Overall satisfaction of Construction M

anagem

ent’s services

“excee

ds” or “m

eets” expectations

100%

75%

92%

90%

100%

93%

90%

100%

93%

AM

Overall satisfaction of facility maintenan

ce and rep

air

services “exceed

s” or “m

eets” expectations [surveyed

quarterly]

87%

91%

92%

95%

98%

86%

95%

98%

86%

AM

Overall satisfaction of custodial services contractor

“excee

ds” or “m

eets” expectations

80%

87%

90%

100%

20%

90%

100%

20%

ITHelpdesk ab

andon rate

7.8%

8%

8%

7%

6%

8%

6%

9%

6%

6%

5%

6%

CLA

Action Cen

ter first call resolution

97%

98%

97%

98%

97%

95%

98%

97%

96%

98%

95%

96%

96%

CLA

% of Action Cen

ter calls aban

doned

16%

16%

17%

10%

18%

13%

15%

17%

15%

22%

16%

11%

12%

CLA

Action Cen

ter calls answ

ered

239,588

254,557

255,281

250,000

66,235

69,636

260,000

24,430

21,531

20,274

22,393

22,538

24,705

CLA

Percentage of citizens who agree

they receive the info they

nee

d when

callin

g a City facility [annual survey]

63%

64%

60%

60%

65%

65%

65%

AM

Maintain fleet availabilit y percentage

97%

95%

97%

95%

97%

98%

97%

97%

97%

97%

97%

98%

98%

AM

% of City‐wide Flee

t beyond service life

20%

21%

18%

15%

18%

17%

15%

18%

18%

18%

17%

17%

17%

AM

Percentage of customers satisfied or very satisfied

with fleet

services

62%

78%

80%

85%

87%

85%

73%

90%

93%

87%

AM

Recyclin

g Collected

Curbside (Tons)

23,879

23,242

24,126

Maintain or

Increa

se5,712

5,611

1,930

1,686

2,096

2,014

1,598

1,999

AM

Library Recyclin

g Collected

(To

ns)

155

180

172

Maintain or

Increa

se41

43

14

14

13

14

15

14

AM

Leaf Recyclin

g Program

(To

ns)

394

291

Maintain or

Increa

se233

67

67

166

48

19

AM

Number of multi‐family recyclin

g outrea

ch presentations

given

96

11

61

00

00

1

Major build

ing componen

ts operating within their designed

life [annual m

easures]:

Roofs:

Asphalt [25 Yea

rs of Service Life]

95%

88%

88%

88%

Metal [25 Yea

rs of Service Life]

95%

68%

68%

68%

Built‐up [25 Yea

rs of Service Life]

95%

68%

68%

68%

Modified [25 Yea

rs of Service Life]

95%

100%

100%

100%

Misc. [25 Yea

rs of Service Life]

95%

50%

50%

50%

HVAC [15 Yea

rs of Service Life]

85%

59%

59%

59%

Gen

erators [20 Yea

rs of Service Life]

95%

74%

74%

74%

Elevators:

High Usage [15 Yea

rs of Service Life]

85%

56%

56%

56%

Low Usage [35 Yea

rs of Service Life]

85%

80%

80%

80%

Boilers [25 Yea

rs of Service Life]

95%

63%

63%

63%

Water Hea

ters [15 Yea

rs of Service Life]

85%

18%

18%

18%

PWT

% of residen

tial stree

t lane miles that have bee

n swep

t

compared

to annual goal of 1,604 [reported

quarterly]

88%

121%

99%

100%

25%

24%

100%

16%

3%

6%

0%

15%

9%

PWT

Req

uests for pothole rep

air completed within 3 working

da ys of request

93%

90%

91%

90%

93%

97%

95%

88%

93%

97%

97%

100%

95%

PWT

Citizen

s called within two business days of request

94%

64%

97%

95%

97%

97%

97%

99%

95%

97%

98%

97%

95%

PWT

% of AWU concrete repair requests completed within 5

business da ys

82%

75%

91%

95%

93%

100%

97%

88%

100%

100%

100%

100%

100%

PWT

Excavate and rep

air 60,000 square yards of failed concrete

pan

els an

nually

34,787

46,549

70,399

60,000

4,440

14,107

60,000

2,587

1,538

315

3,437

4,782

5,888

New

Mea

sure in

FY 2019

AM

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

Satisfaction Ratings

New

Mea

sure

in FY 2018

New

Mea

sure

in FY 2018

Fleet

New

Mea

sure

in FY 2018

New

Mea

sure

in FY 2018

Customer Service Solid Waste Infrastructure Maintenance

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

New

Mea

sure in

FY 2020

115

116


Infrastructure

Dept.

Goal


FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Water

Clean

a m

inim

um of 20% of sewer lines size 6" ‐ 15"

estimated

to assure compliance with the TC

EQ San

itary

Sewer

OverflowInitiative

28%

16.4%

25%

20%

9%

38%

50%

4%

3%

3%

12%

12%

14%

Wate r

Rad

io Transm

itter installations

9,194

8,463

10,394

9,000

3,047

1,902

5,000

915

821

1,311

848

301

745

Water

Linea

r footage of water and sew

er lines designed

by the City

Enginee

ring staff

68,099

81,209

65,166

28,000

4,243

1,973

28,000

3,281

799

163

1,350

0623

Water

High hazard backflow assem

blies with certified

testing

completed

100%

100%

100%

100%

20%

35%

100%

8%

6%

6%

9%

11%

15%

Wate r

Avo

id any TC

EQ, O

SHA, SDWA and NPDES violations

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Water

Maintain m

etered

ratio rolling average ab

ove 88%

88.94%

91%

>88

88%

88%

88%

88%

88%

88%

88%

88%

88%

Water

Achieve ≤8 San

itary Sewer Overflows per 100 m

iles of sewer

main

6.86

<88.4

2.0

<80.5

0.7

1.0

0.9

0.7

0.4

New

Mea

sure in

FY 2019

New

Mea

sure

in FY 2018

117

118

Public Safety

Goal 1: Utilize Targeted Initiatives and Industry Best Practices and Policies to Foster a Safe Environment

Objective 1: Improve Quality of Life and Place


Core PS 1.1.1

Crime Reduction Crimes Against Person

Crimes Against Property

Crimes Against Society


Summary: The City of Arlington has experienced a reduction in crime for the past seven years. Sustaining this reduction in crime continues to be at the forefront of the mission for the Police Department. Geographic accountability, technology, intelligence, and community engagement all play a vital role when implementing a sustainable and conducive crime reduction strategy. Beginning in January 2017, the Police Department began reporting data as part of the National Incident‐Based Reporting System (NIBRS). This system captures more detailed information for each single crime occurrence rather than the traditional Summary Uniform Crime Report (UCR), which is based on a hierarchy summary reporting system. NIBRS data identifies with precision when and where a crime takes place, what type of crime occurred, and the characteristics of its victims and perpetrators. While the UCR data will be used for historical and overall benchmarking of crime statistics, NIBRS data will provide us with more defined, granular detail of the crime in our city. This will help the department’s overall crime reduction goal by giving crime analysts more data and allowing for more targeted, proactive policing. The department submits crime data in NIBRS format to the Texas Department of Public Safety and receives a Summary UCR (Part I) report in response. Update: In the 2nd quarter compared to the previous quarter,

Crimes Against Person decreased by 16%, including an 18% decrease in Aggravated Assaults.

Crimes Against Property decreased by 13%, driven by an 27% decrease in Auto Thefts.

Crimes Against Society increased by 8% overall.

Crime Reduction efforts for this quarter include:

1,000

1,500

2,000

2,500

FY182ndQtr

FY183rdQtr

FY184thQtr

FY191stQtr

FY192ndQtr

FY193rdQtr

FY194thQtr

FY201stQtr

FY202ndQtr

Crime Rate Reduction Project: Crimes Against Person*

3,0003,5004,0004,5005,0005,500

FY182ndQtr

FY183rdQtr

FY184thQtr

FY191stQtr

FY192ndQtr

FY193rdQtr

FY194thQtr

FY201stQtr

FY202ndQtr

Crime Rate Reduction Project: Crimes Against Property*

500700900

1,1001,3001,500

FY182ndQtr

FY183rdQtr

FY184thQtr

FY191stQtr

FY192ndQtr

FY193rdQtr

FY194thQtr

FY201stQtr

FY202ndQtr

Crime Rate Reduction Project: Crimes Against Society*

* Charts show the three crime code categories used in NIBRS.

Data extracted on 04/06/20

119

1. The Gun Crimes Unit continues its focus on

investigating crimes committed with firearms.

In the 2nd quarter, the unit was assigned 108

cases. In support of gun‐related

investigations, the Crime Scene Unit made

264 entries of shell casings into the National

Integrated Ballistic Information Network

(NIBIN) and received 29 investigative leads.

Overall, the department booked 15% more

firearms than the previous quarter.

2. Detectives referred 22 cases to APD’s federal

partners for prosecution.

3. Investigators continue to utilize Arlington

Tactical Investigative Unit (ATIU) as a

resource. ATIU deployed cameras at 14

different locations.

4. The community remains an integral partner in

our crime reduction efforts. This quarter, APD

received 259 Crime Stopper tips.

120

Public Safety


Objective 1: Improve Quality of Life and Place Project Performance Measure(s) City Service Team (Department)

Core PS 1.1.2

Traffic Safety Injury Crashes

DWI Crashes

CMV Inspections


Summary: Every year, millions of people travel the roadways throughout the city. Reaching their destination safely is of the utmost concern. In 2018, a total of 12,945 crashes occurred within Arlington city limits, a slight increase of 0.24% from 2017 (12,913). In order to continue crash reduction in the city, the department will continue using intelligence‐fed and focused enforcement to maximize efficiency to reduce crashes and crash severity. The department use the Data‐Driven Approaches to Crime and Traffic Safety (DDACTS) to operationalize enforcement efforts on a daily, weekly, and monthly basis. Effective enforcement and education efforts will be complementing factors to the data. The Department continues to receive a comprehensive traffic safety grant through the Texas Department of Public Safety. The Department continues to place emphasis on conducting safety inspections of CMVs as part of the Traffic Safety plan. The CMV inspection and enforcement program consists of a full time CMV unit. The CMV enforcement program is supplemented using a CMV grant through the Texas Department of Public Safety and United States Department of Transportation. Update: APD continues to focus on reducing the number of intoxicated drivers and the number of injuries, fatality, and DWI related collisions in the city. Traffic personnel conducted multiple traffic enforcement details as part of Operation Strategy Against Fatality Events (S.A.F.E.) on major roadways and freeways to reduce collisions caused by speeding, red light running, and road rage incidents caused by aggressive driving. Traffic personnel also conducted 46 presentations to schools and civic organizations, with over 1300 attendees, promoting safe driving and aimed at reducing the number of citizens operating vehicles while intoxicated.

‐

200

400

600

800

1,000

FY17 Q2

FY17 Q3

FY17 Q4

FY18 Q1

FY18 Q2

FY18 Q3

FY18 Q4

FY19 Q1

FY19 Q2

FY19 Q3

FY19 Q4

FY20 Q1

FY20 Q2

Injury Crashes

‐

50

100

150

200

FY17 Q2

FY17 Q3

FY17 Q4

FY18 Q1

FY18 Q2

FY18 Q3

FY18 Q4

FY19 Q1

FY19 Q2

FY19 Q3

FY19 Q4

FY20 Q1

FY20 Q2

DWI Crashes

‐

200

400

600

800

1,000

FY17 Q2

FY17 Q3

FY17 Q4

FY18 Q1

FY18 Q2

FY18 Q3

FY18 Q4

FY19 Q1

FY19 Q2

FY19 Q3

FY19 Q4

FY20 Q1

FY20 Q2

CMV Inspections

121

APD continues promoting the Road Rage Hot Line in the 2nd Quarter. The result was 74 phone calls reporting hazardous driving behavior and 51 notification letters being sent to the registered owners of the vehicles with several letters still pending. APD’s Commercial Vehicle Enforcement Unit continued to be active in the 2nd quarter. The total CMV enforcement activity of the unit for the 2nd quarter, including the FMCSA HP grant, resulted in 600 inspections.

122

Public Safety



Core PS 1.1.3

Victim Services Response to Crime Victims

Total Crime Victims Served

On‐scene Crisis Response Neighborhood Services (Police)

Summary: Victims of crime, including domestic violence, may be of any gender, age, sexual orientation, race, religion or ethnicity. Victimization may happen to an individual, family, group or community. The impact of crime on an individual victim, their loved ones, and their community depends on a variety of factors, but often crime victimization has significant emotional, psychological, physical, financial, and social consequences. Department investigators work quickly to expedite the most serious of cases and those with high risk indicators. While investigators work the criminal aspect of the case, the Victim Services Unit provides resources to victims and family members with the goal of lessening the short and long‐term trauma experienced as a direct result of the victimization. Victim Services provides crisis intervention and counseling, criminal justice support and advocacy, information and referral, notification of rights and transportation to shelters to all victims of violent crime reported to the Arlington Police Department. Victim Services Counselors are on duty 7 days a week to respond to requests for immediate crisis intervention for victims of domestic violence and other traumatic crimes. Update: During the 2nd quarter, counselors served a total of 2,829 crime victims (unduplicated numbers) with a total of 113 on scene response contacts. The decline was due to March numbers which dropped due to the directive to minimize in person contact. Victim Services Counselors provided hotel assistance for a total of 5 families and provided transportation vouchers for a total of 21 victims during the 2nd quarter. The Victim Services Counselors also provided direct case management services to a total of 1513 victims and family members for a total of 1199 hours. This number increased as the counselors were doing more over the phone due to the face.to.face limitation.

‐

50

100

150

200

250


Onscene Response

‐

1,000

2,000

3,000

4,000

5,000


Crime Victims Served

‐

500

1,000

1,500


Domestic Violence Victims Served and Outreach Hours

Domestic Violence Victims Served

Domestic Violence Outreach Hours

123

The Victim Services Unit worked with 3 human trafficking victims and offered 1 community outreach presentation for educational purposes. In addition, the Victim Services unit continued with helping to provide immediate housing support to the VICE unit for human trafficking victims.

Domestic Violence

Burglary/Robbery

Sex Crimes

Traffic Related

Assault/Non‐DV

Other

Victims Served

124

Public Safety



Core PS 1.1.4

Project RAISE (Risk, Assessment, Intervention, Safety, and Engagement)

High Risk Intimate Partner Violence (IPV) Victims

Outreach Hours Dedicated to IPV Victims


Summary: Project RAISE (Risk, Assessment, Intervention, Safety, and Engagement), consists of a victim centered Multi‐Disciplinary Team of social service, community, and criminal justice agencies partnering together to address the issues that high risk family violence victims face. Project RAISE offers a professional support system to help develop a safe and healthy climate for the victim. Project RAISE focuses on the intervention of the high‐risk intimate partner violence (IPV) locations within each geographic district per month. The safety risk of each location is evaluated by monitoring the number of calls, history of violence, and the severity of violence. An in‐depth assessment is completed for the victim including a history of violence, barriers to service, needs assessment, and previous resources. This is accomplished through a Co‐Responder Team onsite visit. The team consists of a Victim Services Crisis Counselor and a patrol officer. Safety planning and crisis intervention is provided to the victim in order to offer alternatives to a violence‐free household. Awareness of these ongoing situations provides an opportunity to intervene. Update: This quarter, the Victim Services team identified 1,292 victims of intimate partner violence and provided contact for referral options. The co‐responding team of a VS Counselor and a patrol officer provided on scene response for cases identified as high risk. They provided assessment, intervention, and referrals to decrease the risk of further violence within the home. Victim Services partnered with Safe Haven’s Domestic Violence High Risk Team. A total of 374 cases were referred to them for assessment and assistance. APD VS staffed 26 high risk cases using the Victim Centered Multidisciplinary staffing model. The team referred a total of 414 cases to One Safe Place for service delivery.

‐

500

1,000

1,500


RAISE Victims Served and Outreach Hours

RAISE Victims Served

RAISE Outreach Hours

125

Public Safety



Core PS 1.1.5

Mental Health Calls for Service Calls for Service with a Mental Health Component


Summary: Individuals with Mental Illness/Intellectual and Developmental Disabilities are vulnerable members of our community who deserve to be treated with dignity and respect. Police agencies are often the front‐line responders to those struggling with a mental health crisis. In addition to staff time and resources, these are dynamic environments that have potential for harm to both staff and those involved. Our partnership with the MHMR Law Liaison project provides APD an opportunity to interject a mental health professional into these encounters and work in conjunction with officers to achieve stabilization, develop positive rapport with law enforcement and provide connectivity to services. Mental Health Peace Officers (MHPO) on patrol are partnered with MHMR Law Liaisons to form a CIT. They conduct follow up and engage individuals struggling with Mental Health/IDD with resources. Update: The unit is working to further the objectives and goals of the Bureau of Justice Assistance (BJA) grant. This includes further development of the Co‐Responder Team, training, community collaboration, and the creation of an officer resource manual for use on patrol when faced with situations involving a mental health component. The unit continues to work with dissemination of information on high risk citizens and those deemed to be a Public Safety Risk. The Behavior Update Card (BUC) has been honed to provide officers with the most relevant information when a public safety risk due to behavioral health symptoms has been determined. ATIU assisted the unit with this format. The use of the BUC is only in the absence of an ATIU Bulletin. Three BUCs were distributed this quarter.

‐

500

1,000

1,500

2,000

2,500


Calls for Service – Mental Health Component

560

580

600

620

640

660

680

700


CIT Follow‐up Calls

380

390

400

410

420

430


Police Notification of Emergency Dentention

126

The Monthly Behavioral Health Report (eMBHR) provides mental health information to officers in the district of individuals they may come into contact with on their patrol shifts. The report provides guidance on the most effective interaction to gain voluntary compliance. The Bloomberg Harvard Initiative working group met to determine which stakeholder(s) will carry forth the following projects:

1) A Shared Medical Record System; 2) Improved Service Inventory and Delivery; and 3) Telehealth Options for Citizens. A final memo

of the direction of the projects is expected to be released in the next quarter.

127

Public Safety

Goal 1: Utilize Targeted Initiatives and Industry Best Practices and Policies to Foster a Safe Environment Objective 1: Improve Quality of Life and Place


Core PS 1.1.6

Community Court

Project Completion Strategic Support (Municipal Court)

Summary: In efforts to provide access and fairness to justice, the Municipal Court and Judge’s Office would like to bring the Court to the Community. This would be an outreach effort to bring about more compliance with traffic citations and overcome the barriers to access to justice by offering a neutral location for ticket resolution and added incentives to taking care of tickets with less police coercion tactics. Similar efforts have been occurring in neighboring cities and is a state‐wide effort. These events have been branded as Warrant Forgiveness or Warrant Resolution or Warrant Amnesty. Update: The Municipal Court, and Judiciary conducted a community court partnership event with Ft. Worth on February 13, 2020 Number of Defendants Screened: 87 Number of Defendants that saw a Judge: 42 Violations addressed: 277

Milestones


Status

Phase I – Pre‐Planning for Community Court and making sure the Technology components are in place

June 2019 Complete

Phase II – Test run of Community Court

Aug. 2019 Complete

Phase III – Implementation Mar. 2020 Complete

128

Public Safety


Objective 2: Protect Public Well‐being Project Performance Measure(s) City Service Team (Department)

Core PS 1.2.1

Mosquito Surveillance

Set a surveillance trap within a quarter mile of a confirmed human West Nile Virus case within the next trap setting cycle

Economic Development and Capital Investment (Planning)

Summary: West Nile Virus (WNV) is an endemic public health threat to our community. Additionally, North Texas is home to many species of mosquitos that are known to transmit a variety of mosquito borne illnesses such as Zika, ChikV, Saint Louis Encephalitis and Dengue Fever. The City of Arlington’s Integrated Mosquito Management Program (IMMP) is designed to reduce the threat of all mosquito borne illnesses through preparedness, public education, surveillance and targeted risk mitigation. As with any IMMP, preventing adult mosquitos from emerging is always the primary focus; however, targeted ground spraying of adult mosquitos is also a critical element to prevent the spread of disease. Trapping is the surveillance method used to quantify human risk. Fifteen traps are set, collected and prepared for analysis each week (April through November). When a trap results in a positive WNV carrying mosquito, targeted ground spraying/adulticide is conducted in a half‐mile area surrounding the location of the trap. This response plan involves immediate coordination with Tarrant County Public Health, several COA Departments and the third‐party contractor who conducts the spray mission. Update: Public Works stormwater crews resumed placing BTI during inlet inspections on 3/2/2020. The Health Services Manager attended the Tarrant County public health season opening meeting on 3/6/2020 and conducted preseason conference calls with TCPH and our third‐party vendor. Health received 1 complaint in the 2nd quarter and began larviciding the last week of March. The Office of Strategic Initiatives assisted Health staff with resetting and testing the vector field map for 2020 season data collection.

Target Target Measure

FY 2019 Actual

FY 2020 YTD

Respond to complaints within one business day

90% 84% 100%

Set a surveillance trap within a quarter mile of a confirmed human West Nile Virus case within the next trap setting cycle upon notification from Health Authority

100% NA NA

129

Public Safety


Objective 2: Protect Public Well‐being


Core PS 1.2.2

Vision Zero Reduce traffic related fatalities and serious injuries


Summary: Vision Zero is a traffic safety concept whose goal is to reduce fatalities and serious injuries on roadways to zero. An action plan including engineering, planning, education, enforcement, and prosecution was developed. Analysis actions, evaluation actions, engineering actions, other departmental actions, preparation actions, and safety preventative actions are included in the action plan. These actions lead into the ongoing development of the crash profiles and crash mitigation strategies. In FY 2020, the following programs will be implemented to reduce the FY 2017 baseline number of 6,085 city roadway crashes:

Safe streets;

Safe pedestrians;

Safe drivers;

Safe route to school (SRTS)

Update: The Safe Route to School Master Plans for Amos and Ashworth Elementary schools were completed this quarter. Staff is working on the master plans for Anderson, Berry, Charlotte Anderson, and Ditto elementary schools for the FY 2019 program. Total fatalities and total suspected serious injuries continued to drop during the quarter; however, pedestrian serious injury incidents increased.

‐

2

4

6

8

10

FY19Q1FY19Q2FY19Q3FY19Q4FY20Q1FY20Q2

Traffic Related Fatalties

Baseline All Fatal Accidents

‐

10

20

30

40

50


Traffic Related Serious Injuries

Baseline All Serious Injury Accidents

‐

2

4

6

8


Pedestrian Fatalities & Serious Injuries

Baseline Injuries Pedestrian Injuries

Baseline Fatalities Pedestrian Fatalaties

130

Public Safety


Objective 2: Protect Public Well‐being Project Performance Measure(s) City Service Team (Department)

Core PS 1.2.3

Public Outreach for Unmanned Aircraft Policies

Total Aircraft Operations Economic Development and Capital Investment (Aviation)

Summary: The Federal Aviation Administration (FAA) will be releasing new policies regarding Unmanned Aircraft Systems (UAS) in the Hobby category. Airport staff will review the new policies and develop strategies to educate the public on how to properly fly UAS. The Airport website will be updated with information about the new rules and regulations, including inks to register a UAS, and obtain waivers to fly. The North Central Texas Council of Governments (NCTCOG) has released a Request for Proposal for consulting services, to assist public agencies in developing community engagement regarding safe UAS operations. The Airport will partner with NCTCOG’s vendor to host workshops for UAS owners and teach the proper ways to operate a UAS in the region’s congested airspace. The Airport will continue to monitor FAA notices for policy changes and update educational materials as needed. Update: Airport staff continues to participate on the regional and national working groups to integrate UAS into the local airspace. The Airport has updated the website with the current regulations in place from the FAA and will continue to update as needed. Currently, NCTCOG workshops exceed the maximum occupancy level of the Airport Terminal Building. However, communication with NCTCOG staff will continue in the event a workshop can be accommodated by the Airport.

Review FAA rule changes

Develop communication strategy

Update Airport website

Host NCTCOG Workshops

Monitor FAA notices for additionalpolicy changes

6/19 8/19 10/19 12/19 2/20 04/20

UAS Public Outreach

131

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure Objective 1: Plan and Implement Stormwater Projects


Core PS 2.1.1

Stormwater Projects Implement projects that mitigate flooding concerns


Summary: Stormwater Projects are funded through the Stormwater Utility Fee and are included in the annual capital budget. The projects listed below are expected to begin or complete construction during FY 2020. Project milestones listed in the table will be updated as they occur during the year. Update: Construction of the Washington Drive Erosion Project began in March. The Country Club Channel and Drainage Improvements Project construction days were extended to include additional sanitary sewer work and to allow more phases in order to reduce lane closures. The new estimated completion date is September 2020. Construction on Matthews Court Phases 1 and 2 has been scheduled to begin in June. Phase 3 will be bid when stormwater infrastructure in Phase 1 and 2 are complete. Harvest Hills bid date was based on the conceptual study which was delayed. The project has been split into a channel project and a neighborhood improvements project. The first phase will not bid until 2021.

Kee Branch Trib 4 was delayed due to citizen concerns, easement acquisitions, and additional design for retaining walls. This project has been split into two phases. The first phase will include Deaver Park and will begin construction in the Fall of 2020. The second phase will include the segment of stream from Bradley to Andalusia and will begin construction in early 2021. Staff continued work on developing a new contract for Kee Branch Trib 1 to replace the contract that was terminated due to a lack of feasible alternatives for stream restoration withing the propose segment. The new contract will address areas of concern around failed in‐stream structures rather than the entire stream segment. The expected bid date is not until early 2021.

Stormwater Capital Improvement Project Estimated Bid Dates

Actual Bid Dates

Estimate Completion

Actual Completion

Sublett Creek Neighborhood Drainage Improvements Apr. 2018 Nov. 2018 Nov. 2019 Dec. 2019

Washington Drive Erosion Project Sept. 2018 Nov. 2019 Mar. 2021

Country Club Channel and Drainage Improvements Sept. 2018 June 2019 Apr. 2020

Matthews Court Drainage Improvements Phase 1 Dec. 2018 Dec. 2019 Dec. 2021

Matthews Court Drainage Improvements Phase 2 June 2019 Dec. 2019 Dec. 2021

Kee Branch Trib 4 Erosion June 2019

Kee Branch Trib 1 Erosion Aug. 2019

Harvest Hills Drainage Improvements Phase 1 Aug. 2019

Lower Johnson Creek Dredging Dec. 2019 Dec. 2019 Oct. 2020

2019 Ditches Project June 2020

132

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure Objective 2: Complete Watershed Studies for Each Watershed within the City


Core PS 2.2.1

Watershed Studies Completion of all watershed studies by the end of FY 2020


Summary: Comprehensive watershed studies are important to evaluate current and future flood risk and identify problem areas that will guide the stormwater program. These watershed studies:

Update the hydrology for current developed conditions

Update the hydraulic models based on the new flows and current creek conditions

Identify and prioritize problem areas and generate conceptual solutions for these areas

Assess the stream bank conditions for erosion

Update the Flood Insurance Rate Maps based on the new information

This data benefits the citizens of Arlington by informing them of the flood risk for their homes, so they can take protective action. It also identifies flood protection projects to be incorporated into the Stormwater Capital Improvement Plan. Arlington's nine major watersheds have been grouped into six major study areas. The Stormwater Division plans to include watershed studies in its budget each year until all the major watersheds in the City have been studied. This project will strategically plan mitigation tasks to proactively rectify deficiencies identified in the watershed studies completed in FY 2019. Update: Staff continues to compare the Repetitive Loss Area Analysis (RLAA) report with the mitigation strategies identified in each watershed study. Residential buyout locations from all watershed studies were identified for the 5‐year buyout plan.


Actual Completion

Create and file geodatabase for watershed features

May 2020

Incorporate RLAA Report into mitigation strategy identified in watershed studies

Aug. 2020

Create a residential buyout and 5‐year buyout plan

Sept. 2020

Create rating geodatabase for stream conditions from watershed studies and geomorphology reports

Oct. 2020

Buyout locations are being analyzed to determine prioritization based upon the flood hazard rating and flood depths to determine the criticality of each location. FEMA Analysis program is being installed to assist in the determination of the buyout priority. Geomorphology data from all watershed studies continues to be compiled into one geodatabase. Bowman Branch and Lynn Creek were incorporated into the geodatabase.

133

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure Objective 2: Complete Watershed Studies for Each Watershed within the City


Core PS 2.2.2

Stormwater Education Outreach

Participate in FEMA’s Community Rating System and achieve a 5 rating by 2020

Number of public education campaigns conducted

Number of stormwater pollution safety presentations given at elementary schools

Number of community events attended


Summary: Comprehensive watershed studies are important to evaluate current and future flood risk and identify problem areas that will guide the stormwater program. These watershed studies:

Update the hydrology for current developed conditions

Update the hydraulic models based on the new flows and current creek conditions

Identify and prioritize problem areas and generate conceptual solutions for these areas

Assess the stream bank conditions for erosion

Update the Flood Insurance Rate Maps based on the new information

This data benefits the citizens of Arlington by informing them of the flood risk for their homes, so they can take protective action. It also identifies flood protection projects to be incorporated into the Stormwater Capital Improvement Plan. Arlington's nine major watersheds have been grouped into six major study areas. The Stormwater Division plans to include watershed studies in its budget each year until all the major watersheds in the City have been studied. This project will identify and map flood risk for property owners which enhances the City’s score in the Community Rating System (CRS). The CRS is a federal program that provides flood insurance policy discounts based on community score for homeowners in communities that participate in the program.

Update: Due to the City’s response to COVID‐19, the schedule established for the release of the six outreach materials selected in the first quarter is being revised. The first outreach project is now anticipated to be implemented in May.

Outreach Task Number Achieved

1st Qtr.

2nd Qtr.

3rd Qtr.

4th Qtr.

Attend 10 Children’s Events targeting ages 12 & under. (Includes schools, library programs, after school programs, summer camps, etc.)

4 7

Placement of 350 “No Dumping” storm drain inlet decals

97 150

Attend 10 community events to provide stormwater education materials

4

3

134


Public Safety

Dept.

Goal


FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Fire

9‐1‐1 calls answ

ered

within 10 seconds

88.47%

89.36%

92.26%

90%

92.08%

94.70%

90%

90.85%

92.38%

93.07%

95.67%

92.91%

95.55%

Fire

Fire P1 and P2 (em

ergency) calls dispatched

within 25

seconds (average)

18.80

17.90

14.95

25.00

16.54

13.48

25.00

18.12

17.79

13.75

13.12

13.08

14.25

Fire

Average Total R

esponse Tim

e (Dispatch to First Unit On

scen

e in M

:SS Fo

rmat)

5:37

5:44

5:48

5:20

5:58

6:01

5:58

5:57

5:53

6:03

6:01

5:58

5:59

Fire

Emergency M

edical Service ‐ Response objective = 300

seconds or (5:00)

5:29

5:37

5:42

5:00

5:22

5:56

5:22

5:09

5:15

5:42

5:56

5:54

6:07

Fire

Fires ‐ Response objective = 320 seconds or (5:20)

5:12

5:18

5:22

5:20

5:49

5:10

5:49

5:44

5:45

5:56

5:01

5:23

5:03

Fire

Police E an

d P1 (em


within 2

minutes (average)

2.59

2.61

1.98

2.00

2.03

1.71

2.00

2.33

1.85

1.90

1.58

1.78

1.79

Fire

Police E an

d P1 (em


within 120

seconds

76.94%

79.65%

81.76%

80%

80.7%

83.99%

80%

78.9%

81.8%

81.4%

85.58%

81.87%

84.53%

Police

Response tim

e to priority 1 calls (minutes)

9.94

9.68

9.41

<9.3

11.56

10.51

9.3

12.55

10.95

11.17

10.30

10.90

10.32

Police

Citizen

satisfaction with police services [an

nual survey]

75%

73%

69%

75%

81%

81%

81%

Planning

% of routine food estab

lishmen

t inspections completed on

time

84%

95%

86%

98%

94%

87%

84%

88%

97%

98%

100%

Fire

Percent of Outdoor Warning Sirens Su

ccessfully Tested

73%

76%

69%

95%

61%

0%

61%

98%

0%

85%

0%

0%

0%

Fire

Fire Prevention Business Inspections

15,489

12,236

12,326

15,500

3,449

5,196

13,796

1,207

1,318

924

1,234

2,236

1,726

Fire

Fire Prevention Business Violations Addressed

4,889

3,452

3,603

927

1,313

3,708

350

377

200

438

580

295

PWT

Percent of City maintained

drainage inlets in

spected

compared

to goal of 7,678 [mea

sured quarterly]

100%

99%

92%

100%

22%

39%

100%

4%

8%

10%

9%

13%

18%

PWT

Percent of 360 concrete chan

nels inspected [mea

sured

quarterly]

100%

99%

97%

100%

37%

20%

100%

18%

12%

7%

6%

7%

7%

Planning

% of gas well o

peration componen

ts in

compliance

[re p

orted

quarterly]

100%

99%

99%

100%

100%

95%

98%

100%

91%

100%

95%

Court

% of cases completed

116%

102%

141%

105%

141%

153%

105%

135%

134%

153%

189%

143%

127%

Court

% of Warrants Cleared

89%

106%

155%

100%

114%

228%

120%

89%

122%

132%

290%

216%

177%

Court

% of Pa ymen

ts Collected

after 31‐day phone call

22%

20%

19%

20%

17%

17%

17%

17%

17%

16%

18%

17%

17%

Court

% of Paymen

ts uncollected

after 30‐day Post card

79%

63%

56%

55%

58%

39%

49%

54%

56%

65%

42%

42%

33%

Court

% of Citations Keyed W

ithout Error

97%

97%

96%

97%

98%

98%

97%

98%

99%

97%

98%

98%

98%

Court

% of Cashier Errors in

Case Man

agem

ent

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

Court

% of Citations en

tered within 5 days

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Police

Committed Tim

e to all calls (minutes)

93.7

71.36

70.1

<70

74.89

79.07

<70

73.84

76.38

74.49

76.94

76.62

83.66

Police

Arrests (target based

on historical estim

ate)

11,877

13,265

14,982

15,000

3,424

3,608

15,000

1,155

1,120

1,149

1,263

1,197

1,148

Police

DWI C

rashes

452

449

535

<450

129

146

<450

44

43

42

46

45

55

Police

Domestic Violence Victims Served

9,185

9,713

9,888

5,400

1,367

1,261

5,400

512

418

437

440

351

470

Police

Human

Trafficking Victims Served

20

46

12

10

79

10

23

23

33

Police

Injury Crashes

2,847

2,875

2,782

<3,084

823

680

<3,084

285

289

249

261

238

181

Police

Sustained

Complaints (Internal Affairs)

77

157

158

85

38

47

85

16

10

12

18

12

17

Police

Use of Fo

rce Inciden

ts

742

889

1,090

950

285

244

950

104

94

87

75

74

95

Police

Outrea

ch Hours Ded

icated

to Domestic Violence

3,938

4,091

6,977

3,600

1,168

1,070

3,600

398

393

377

342

330

398

Police

Outrea

ch Presentations Ded

icated

to Human

Trafficking

15

11

20

10

86

10

22

42

40

Police

Fatality Crashes

26

25

<24

75

<24

32

23

11

Police

CVE Inspections

3,074

2,381

2,000

457

600

2,000

181

118

158

236

182

182

Police

Crimes Against Persons

7,376

7,911

<8,400

1,991

1,768

<8,400

723

646

622

580

633

555

Police

Crimes Against Property

17,179

16,469

<22,200

3,985

3,712

<22,200

1,337

1,293

1,355

1,332

1,306

1,074

Police

Crimes Against Society

4,510

4,961

<4,500

1,128

1,213

<4,500

375

385

368

444

394

375

Prevention

New

Mea

sure

in FY 2018

New

Mea

sure in

FY 2019

Dispatch and Response

New

Mea

sure

in FY 2018

New

Mea

sure

in FY 2018

New

Mea

sure

in FY 2018

New

Mea

sure

in FY 2018

Crime and Compliance

135

136


Public Safety

Dept.

Goal


FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Annual Targe

t

FY 2020

1st Qtr.

Actual

FY 2020

2nd Qtr.

Actual

FY 2020 YE

Estimate

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Fire

9‐1‐1 Dispatch Cen

ter Calls for Service (calls from 9‐1‐1

phone sw

itch)

383,807

377,656

378,305

430,000

98,670

90,791

400,000

34,535

31,480

32,655

30,544

30,423

29,824

Fire

Police Calls for Service Han

dled and Processed

by PD

Dispatch

321,964

336,954

334,612

325,000

77,198

79,296

315,000

27,825

25,067

24,306

27,668

27,216

24,412

Fire

Emergency Calls

1,368

1,131

1,299

1,750

277

273

1,000

95

96

86

113

77

83

Fire

Priority 1 Calls

81,009

78,102

76,492

90,000

18,343

17,736

76,000

6,364

6,002

5,977

6,084

5,948

5,704

Fire

Priority 2 Calls

58,900

57,377

53,736

52,000

13,846

12,540

56,000

4,836

4,480

4,530

4,370

4,308

3,862

Fire

Priority 3 Calls

180,687

200,344

203,085

180,000

44,732

48,747

182,000

16,530

14,489

13,713

17,101

16,883

14,763

Fire

Officer In

itiated (not included

in total)

153,032

59,705

61,015

110,000

14,914

15,492

65,000

6,047

4,760

4,107

5,239

5,320

49,333

Fire

Ambulance Dispatched

Calls for Service

54,552

55,366

57,536

47,500

14,411

14,374

55,000

4,714

4,799

4,898

4,906

5,921

4,547

Fire

Fire Dispatched

Calls for Service

45,925

46,707

46,457

40,600

11,518

10,918

46,500

3,926

3,772

3,820

3,695

3,644

3,579

Fire

Fires

3,596

3,794

3,493

3,800

866

703

3,300

318

261

287

226

251

226

Fire

Emergency M

edical Service

36,481

36,560

36,992

32,500

9,276

8,871

37,000

3,130

3,044

3,102

3,030

2,989

2,852

Fire

Other

5,848

6,353

5,972

4,300

1,376

1,344

5,200

478

467

431

439

404

501

Fire

Dispatched

Anim

al Services After‐Hours Calls for Service

640

668

1,340

750

261

246

1,000

96

73

92

79

86

81

Fire

Fire Dep

artm

ent Inciden

ts (un‐audited

)43,897

44,352

44,134

49,322

10,876

10,482

43,850

3,686

3,639

3,551

3,557

3,516

3,409

Fire

Fires

871

1,003

1,333

1,000

210

198

850

73

68

69

65

73

60

Fire

Emergency M

edical Service

21,064

20,575

20,845

22,645

5,243

4,999

21,000

1,775

1,723

1,745

1,762

1,724

1,513

Fire

Other Emergency In

ciden

ts21,962

22,744

22,092

25,677

5,423

5,285

22,000

1,838

1,848

1,737

1,730

1,719

1,836

Fire

Fire Dep

artm

ent RMS Unit Responses (un‐audited

)58,782

62,285

61,511

64,942

15,448

14,541

61,792

5,289

5,019

5,140

4,847

4,877

4,817

Workload Measures

137