Memorandum

DATE TO SUBJECT

September 2, 2011 Honorable Mayor and Members of the City Council Follow up to BUdget Workshop

CITY OF DALLAS

Attached please find responses to questions asked during the August 8 th Budget Briefing. Please let me know if you have any questions.

1)U

u:xf Mary K.
1

COl1JJM.L fupfuvutFJ
Thomas P. Perkins, Jr., City Attorney Rosa Rios, Acting City Secretary Craig Kinton, City Auditor judge C. Victor Lander, Judiciary A.C. Gonzalez, First Assistant City Manager Ryan Evans, Assistant City Manager Jill A. Jordan. P.E., Assistant City Manager Forest E. Turner, Assistant City Manager Joey Zapata, Interim Assistant City Manager Jeanne Chipperfield, Chief Financial Officer Helena Stevens-Thompson, Assistant to the City Manager Jack Ireland, Director, Office of Financial Services

Suhm City Manager

c:

"Dallas, The City That Works: Diverse, Vibrant And Progressive."

FY 2011-12 - City Council Questions - August 8, 2011 1) What is the funding level for street maintenance for FYlO, FY11, and FYl2? Department of Street Services 3 Year Budget Allocation

Fiscal Year

Street Maintenance Budget

* Other Street Services Budget

Total Department Budget

$ Millions
2009-10 2010-11 2011-12 $14 $28 $28

$ Millions
$14 $21 $44

$ Millions
$28 $49 $72

* Other maintenance activities not directly affecting the street satisfactory rating include: mowing, sweeping, alley repair, emergency/weather response, transportation operations, street lighting, etc.
2) Is there any change in the number of lane miles of street maintenance planned for FYl2 compared to FY11? No, the total lane miles remain the same. 3) What would be the optimal funding level for street maintenance? Achieving and maintaining the City Council goal of 87% street satisfactory rating citywide and minimum 80% satisfactory in all council districts requires bond programs approximately every four years and the requisite yearly street maintenance allocation. The FY 2011-12 street maintenance allocation of $28M in conjunction with the $118M Capital budget allocated to street improvements is consistent with achieving these goals. 4) What reductions account for the change in funding level for Right-of-Way maintenance on page l1S of the budget book? Funding level for FY12 was adjusted to reflect the reduction of one-time cost for remedial clean up of TxDOT rights-of-way and less than estimated bid price of micro and slurry treatments. S) What is the level of service for mowing medians? Proposed budget funds 18 cycles of mowing during the growing season. 6) Is privatization of traffic signal repair more cost efficient than using city employees for this purpose? A comparison of the hourly rates private contractors charge to other cities in the Dallas-Ft. Worth area for this type of service was conducted. It was determined that City staff would cost less per hour compared to a private contractor. In addition, using City staff reduces response times. Most private sector signal maintenance contracts allow the contractor 2 hours to travel to the site of the request for service.

7) What technology improvements are being made in 311? The current CRMS (Customer Service Request System) used by 311 was originally purchased in 2001 and implemented in 2002. While some workarounds have been implemented until a permanent or proper solution has been implemented, it is important to note that further fixes will strain the system beyond its original design. Some of the shortcomings include the following: The system does not automatically update GIS (Geographical or Geospatial System). This is critical to assuring that Service Requests (SRs) are assigned properly. Old records are not automatically archived. This may lead to non-compliance of the Records Retention policies. The system does not allow for integration with various mobile applications such as Smart Phones. The system does not allow for the incorporation of social media tools such as Facebook, Twitter, etc. Citizen web interaction is minimal as the system does not allow for real-time querying on existing Service Requests for updates. Robust reporting is non-existent and ad hoc reports are cumbersome.

A CRMS upgrade will address all of the above issues as well as improve the overall citizen experience by making it easier to request city services. Citizens will have the ability to look up information in a new information directory, access FAQs, and provide instant feedback regarding their experience or engagement.

8)

What is the funding for cultural programs in FV12 and what reductions are proposed? The funding for cultural programs in FY12 is $2,679,745. This represents a 10% reduction ($296,169) from FY11 budget ($2,975,914).

9)

Provide information about the operation agreement with ATTPAC and the funding levels agreed to by the City. The long-term management agreement with AT&T PAC was approved in December 2005. The agreement included the terms for the development of the facilities, which specified that the Dallas Center for the Performing Arts Foundation would raise the funds to build the facilities, which would then become city property. The Foundation raised upwards of $300 million for the construction of the AT&T PAC Upon completion of the facilities, the terms of the long-term management call for the City to provide up to $2.5 million annually (subject to appropriation) to reimburse the AT&T PAC for utilities (water, sewer, gas and electricity) and ordinary maintenance and repair (including landscaping). The AT&T PAC is responsible for funding all other operational expenses. The City started appropriating funds to meet its funding obligation in FY09, the start-up year of the AT&TPAC The appropriation for FY09 and FYlO was $800,000 each; providing a total of $1.6 million for the first full year of operations of the AT&T PAC The FY11 budget included $0.5m and the FYl2 proposed budget has been increased to $1.5m. The AT&T PAC submits receipts of the eligible expenses on a quarterly basis for reimbursement.

10) What cost savings occurred from implementation of OneDay Dallas? Sanitation Services' expenses are $4.3m less in FY11 than prior to implementation of One Day Dallas.

11) What is the enhancement for Levee Patrol and why is it needed? There is currently a problem with illegal dumping, unauthorized motor vehicles entry (4-wheel drive/all terrain vehicles), and theft of critical pump station components (electrical/copper) in the Dallas levee system and trees from the Great Trinity Forest. Unauthorized motor vehicles and other trespassers are illegally dumping, rutting and damaging the levees, and damaging flood control infrastructure. This enhancement recommendation is to provide a presence of 2 additional Deputy City Marshals to reduce illegal dumping, illegal entry and property damage specifically in the Trinity River Corridor and to discourage criminal offenders who enter this area. These two positions, in cooperation with current funded positions on the Illegal Dump Team, will be assigned to patrol the Levee System and Pump Stations.

12) Are there any changes in funding for MlK Community Center? The total Community Center's funding change of $441,303 from FYll budget to FY12 proposed is primarily due to the State and federal Homeless Prevention and Rapid Re-Housing (HPRP) funding that will end August 2011. The HPRP funds were used to provide homelessness prevention subsidies to households who would otherwise become homeless and rapidly re-house persons who are homeless. Also the four staff members that were funded through HPRP will now be funded in the General Fund. There is no staffing reduction for the Community Centers. MLK & West Dallas Community Centers FYll General Fund MLK and WD Community Centers General Fund Total Other Grants HPRP TXU Energy DWU - Operation Water Share Prog. Reliant Energy Other Grants Total 974,251 209,684 $1,099,134 1,099,134 $1,512,082 1,512,082 $412,948 412,948 (974,251) FY12 Variance

a
209,684 90,000 30,000 329,684

a
90,000 30,000 (854,251)

a a
1,183,935

Total Senior Services

$2,283,069 $1,841,766 $(441,303) =====================-========

13) What is funding for seniors in FY12 compared to FYll from all funding sources? General Fund Senior Services Sr. Employment Initiative Contract Ombudsman Senior Services Sr. Dental Contract Sr. Transportation GF Total CDBG City Office of Senior Affairs Senior Services Contract City Crisis Assistance Dental Health (FY12 funding for youth up to 19 yrs and seniors, prior to FY12, Dental Health funded services for youth up to 19yrs only) CDBG Total Other Grants Sr. Transportation Total Senior Services 75,000 $795,243 165,347 85,000 135,450 160,000 85,000 137,004 $38,000 65,649 103,649 100,000 130,797 334,446 $38,000 68,486 106,486 100,000 202,355 408,841 FYll FY12

a
385,797

100,000 482,004

a
$890,845

14) How much money is allocated to Economic Development? The FY12 Proposed Budget for the Office of Economic Development by service is as follows:
~eneral

umer Funds Total

Service
Research and Information Services Area Redevelopment Business Development South Dallas/Fair Part Trust Fund Small Business Initiatives Film Commission International Business Development IIpaD

Fund
-

Total

119,394 86,398 25,470 161,978 151,122 25,755 23,328 $593,445

543,396 747,841 953,335 238,906 227,238 209,765 289,705 78,616 $3,288,802

543,396 867,235 1,039,733 264,376 389,216 360,887 315,460 101,944 $3,882,247

15) When will the Court renovation be complete and how will the work be managed to limit the impact on services in the building? The Court renovation at 2014 Main St. is scheduled to be completed for occupation by the Courts in September 2012. Construction will be done in phases beginning on the unoccupied third and fourth floors of the bUilding. The majority of the work will be done at night between 6 PM and 6 AM. Some activities that do not generate noise and do not disrupt Court activities may be done during daytime hours. Courts staff will be relocated to areas as they are substantially completed in order to make way for construction in the vacated spaces. Patron circulation will be re-routed within the building as required to minimize the impact on Court functions and will include the use of signage. 16) What is projected for Courts revenues and how has this changed due to improvements made? What is projected for Court's revenue? Court and Detention Services' General Fund revenue projections for the current fiscal year (FYll) is estimated to be $15,923,388 and for next fiscal year (FYl2) is $17,822,014. Improvements implemented during FYll:

1.

Enhanced in-house delinquent collection efforts per Office of Court Administration (OCA) mandated requirements - Oct. 2010 a. b. c. A reminder postcard is sent to defendants that are 15 days in payment default Contact defendants by mail and by phone within 30 days of payment default 2
nd

written notification sent to defendants within 30 days of the first notification listed in b.

2. Implemented an Express Payment Line - Oct. 2010 3. Expanded programs eligible for on-line payments - Nov. 2010 4. Implemented Deferred (Probation) by Mail- Jan. 2011 In FYlO, the average amount collected per citation was $81, up from $69 in FY09.

As a result of the

improvements implemented in FYll, it is estimated that the average amount collected per citation will be $98. Improved revenue forecast for FY12 is due to:

1.

Court & Detention Services will manage the court check-in process for Dallas Police and other witnesses that will result in accountability of the witness court scheduling process and witness show rate. The goal for FYl2 is to reduce the number of court dismissals for "Witness Unavailable" by 40%, which will result in an estimated revenue increase of $390K.

2.

Court & Detention Services will hire two people to review existing case data and identify monies that are in escrow accounts that can be transferred to the general fund and close older non-active accounts. The data clean up will reduce the amount of active cases and increase revenue by $500K.

3.

Anticipating that DPD overtime will be restored during FY12, resulting in a 13% increase in traffic enforcement activity from FYl1. Restoration of traffic enforcement to its historic level will increase revenue by $875K.

4.

Increasing the on-line convenience fee from the current rate of $2 to $3.50. This increase will result in $36.5K of additional revenue.

17) Will the City still have 3 police officers per 1000 residents? Yes. The City will maintain a ratio of 2.94 officers per 1,000 residents.

18) Where will the cameras be located to address crime? Will additional staff be needed to monitor the cameras? What is cost to add more cameras? Cameras will be strategically placed in selected Targeted Area Action Grids (TAAGs). Twenty-seven of these "hot spots" have been identified throughout the city based on criminal offenses, calls for service, arrests, number of gang members and arrestees. Costs of the cameras are expected to range from $5000 - $7000 not including installation costs, which could vary by location. No additional staff will be required for the monitoring of the cameras. 19) Is the police crisis team restored in the proposed budget? The General Fund portion of the Crisis Assistance Team is fully maintained in FY12 proposed budget. 20) Will highly trained uniform personnel in the police department be performing jobs that could be done by civilians? No. Civilian layoffs were kept to a minimal level of 33 vacant positions eliminated and 16 Reduction in Force (RtF). The Police Department will maximize efficiencies and the duties will be absorbed by current civilian personnel. 21) Provide information about the 200 police officers being hired to offset attrition and the cost in FY12 and FY13. $2.68m is included in the FY12 proposed budget to hire 200 police officers. An additional $9.46m will be required for full-year-funding in FY13. 22) How many positions and staff will be reduced in Library and how will the work be managed with fewer staff to provide service? In FY12 there will be a reduction of 84 positions, 19 of which are filled. The use of streamlined processes and improved technology will assist staff in managing the workload in order to continue to provide services. For example, self-check technology will be available for customers to use at all branch locations, and a large number of materials will arrive "shelf-ready." However, customers can expect a reduction in the variety and number of programs offered and one-on-one service. 23) Provide information regarding historical funding for materials and staffing levels for the library. Materials General Fund $3,138,191 $2,508,790 $2,820,563 $3,370,577 $3,747,544 $3,954,313 $3,975,323 $3,993,850 $2,178,774 $930,805 $1,860,780 $2,000,000 Materials Other Funds

FTEs FY01 Actual FY02 Actual FY03 Actual FY04 Actual FY05 Actual FY06 Actual FY07 Actual FY08 Actual FY09 Actual FYlO Actual FYll Estimate FYl2 Proposed 425.9 416.4 398.5 352.0 410.6 411.8 413.4 450.4 423.4 334.7 273.2 253.5

TOTAL $3,846,270 $2,880,171 $3,454,813 $4,074,376 $4,483,152 $4,533,336 $4,481,882 $4,684,826 $2,626,067 $1,298,945 $2,354,466 $2,459,190

$708,079 $371,381 $634,250 $703,799 $735,608 $579,023 $506,559 $690,976 $447,293 $368,140 $493,686 $459,190

* Other Funds include grants, trusts and gifts/donations

24) What is the cost to restore one Mandatory City Leave day?

The cost to restore each Mandatory City Leave day is $727,000 for the General Fund.
25) Provide chart showing how FY12 compares to last 10 years adjusted for inflation.

The below chart indicates the actual expenditures by fiscal year in million dollars, the FY11 budget, and the FY12 proposed budget. The chart also shows those same amounts as adjusted for inflation. After adjusting for inflation, the FY12 proposed budget is 13% less than the expenditures 11 years ago in FYOl.

General Fund Expenditures

$1,300

111

$1,200

0
0
0

0 0 0

$1,100
$1,000

$1,010

'0
0

..!l:!

...

111

$1,007 $1,032 $1,037 $1,015 $1,009 $1,010 $900 1 - - - - - - - - - - - - - - - - : : ; ; ; ; o l F - - - - - - - - - - - - - $800

$807

$823

$700

...... Actual

...... Adjusted for Inflation

26) How much does the City spend mowing privately owned properties?

In the current budget (FY11), $2,755,845 is dedicated to the mowing of privately owned properties (litter pickup is included). The Nuisance Abatement Unit bills the property owner and if not paid, places liens on the property for the costs of the mowing.
27) What is the process for addressing high weeds, how long does it take and are there any changes for FY12?

a.

A notice of violation is issued to the property owner for identified high weeds. The property owner has 10 days to eliminate the high weeds. If the owner does not eliminate the high weeds, Code Compliance will issue a citation to the owner then forward the property to their Nuisance Abatement Unit. The Nuisance Abatement Unit will mow the property and place a lien on the property for the cost of the mowing.

b. c.

The average time to abate once a property owner is deemed non-compliant is 15 days. The FY12 City Manager's recommended budget includes $150,000 and 5.3 FTEs for additional staffing to address abatement of code violations, including high weeds.

28) How much is the non-owner occupied registration fee and how much more revenue could be generated by increasing the fee by $5 or $10? Registration includes a one-time $25 fee. Registration is free for subsequent periods if the property is free of structural violations. An additional $125,000 in revenue will result from every $5 increase in the fee. FY 12 Budget Description Rental Registration $25 Fee $625,000 Increase Fee to $30 $750,000 Increase Fee to $35 $875,000

29) Provide a chart showing reduction of positions and RIFs for FY12. Positions Eliminated City Attorney's Office Auditor Code Compliance Police Civilians EBS Economic Development Housing Library Management Services Office of Cultural Affairs Public Works Parks Purchasing Sanitation Sustainable Development & Construction Grand Total 2 10 2 12 56 28 20 1 2 84 2

RIFs by Dept

RIFs

53
14 7 1 2 19

2 0
1

3
2 137

3 3 2 0
119

3
2 2 356

30) Provide a chart that summarizes the change in premiums for the employee health benefits program.

Employee Employee & Employee & Employee & Employee Employee & Employee & Employee &

Change in Employee Costs for Health Plans - Effective 11112012 CY 2012 CY 2011 Monthly Cost Increase Per Pay Monthly Monthly Period Increase Contribution Contribution HRA Plan $75 $80 $5 $2.50 Child(ren) $212 $226 $14 $7.00 Spouse $421 $448 $27 $13.50 Family $34 $539 $573 $17.00 $3,000 70%/30% PPO $39 $44 $5 $2.50 Child(ren) $14 $105 $119 $7.00 Spouse $330 $21 $10.50 $351 Family $396 $459 $63 $31.50

Proposed 2012 Pre-65 Retiree Premiums Current 2011 Retiree Premiums Proposed 2012 Retiree Premiums Premium Increase

Pre-65 Retiree HRA Plan

Retiree Only Retiree + Spouse Retiree +Child(ren) Retiree + Family Sp Only Sp + Child Surv Sp Only Surv Sp + Child Surv Sp Only Line Of Duty Surv Sp + Child Line of Duty Retiree Only Retiree + Spouse Retiree +Child(ren) Retiree + Family Sp Only

$408 $1,025 $693 $1,282 $667 $924 $667 $924 $75 $212 $314 $896 $540 $1,115 $632

$459 $1,116 $762 $1,389 $735 $1,008 $735 $1,008 $105 $251 $359 $978 $600 $1,211 $697

$51 $91 $69 $107 $68 $84 $68 $84 $30 $39 $45 $82 $60 $96 $65

Pre-65 Retiree 70/30 PPO Plan with $3,000 Oed.

Current 2011 Premium Contributions

Proposed 2012 Retiree Contributions

Premium Increase

AARP Plan C

Retiree Only Retiree + Spouse Spouse Only

AARP Plan F

$111 $321 $210 $111 $322 $211 $113 $327 $104

$110 $275 $200 $110 $275 $200 $120 $348 $111

($1) ($46) ($10) ($1) ($47) ($11) $7 $21 $7

Retiree Only Retiree + Spouse Spouse Only

AARP Plan J

Retiree Only Retiree + Spouse Spouse Only

AARP Plan K

Retiree Only Retiree + Spouse Spouse Only

$55 $159 $104

$55 $159 $104

$0 $0 $0

Current 2011 Premium Contributions Medicare Part 0 - Option I

Proposed 2012 Retiree Contributions

Premium Increase

Retiree Only Retiree + Spouse Spouse Only

Medicare Part 0 - Option II

$128 $327 $198 $64 $203 $139 $129 $373 $244 $84 $243 $150

$128 $310 $155 $64 $203 $139 $137 $396 $259 $89 $259 $160

$0 ($17) ($43)

Retiree Only Retiree + Spouse Spouse Only

HMO High

$0 $0 $0 $8 $24 $16 $5 $16 $10

Retiree Only Retiree + Spouse Spouse Only

HMO Low

Retiree Only Retiree + Spouse Spouse Only

31) Will the deductible for employees still be $3,000?

The deductible for the 70/30 PPO will remain at $3,000. The deductible for the HRA 75/25 Plan will remain at $2,500 with $1,000 Health Reimbursement Account provided by the City.
32) How much was added back in FY12 based on the Meet and Confer agreement?

The Meet & Confer Agreement includes the following items for FYl2 totaling $8.6m: Elimination of two Mandatory City Leave Days ($3.2m) Retention Incentive for recently hired police officers and fire fighters ($l.lm) Elimination of the "Comp Time for Overtime" provision of the agreement (effective 4/1/2012) ($4.3m)

33) How much will need to be added to the budget in FY13 as result of Meet and Confer agreement?

The Police and Fire Uniformed employees and their Associations made significant financial concessions in the first two years of the Meet and Confer Agreement to support the City during these difficult economic times. The savings in the first two years of the agreement amount to over $26.2m. The majority of these savings were from pay concessions including pay reductions, and the elimination of overtime. In addition, Merit Step increases were suspended in FYlO and FYl1. The provisions in the third year (FY13) of the Meet & Confer Agreement completely reinstate these pay concessions. This includes the following: Reinstatement of the Fire Wellness Program Elimination of the final three Mandatory City Leave days Full year funding for overtime

3% Across the Board pay increase Two additional holidays Increase in Education Pay

The cost for the above items is approximately $37.9m. In addition, if revenue triggers are met, Merit Steps will be reinstated. The revenue trigger requires that the City's property and sales tax revenues increase a combined $27.1m from the FYll base year. In FY12 revenues decreased $3.8m. This means that sales and property tax revenues will have to increase by almost $31m next fiscal year in order for Steps to be reinstated. While we are hopeful for a rebound in the economy, the current economic environment suggests that the City's revenues are not likely to recover to that extent in the next year and that the reinstatement of Merit Steps is unlikely. However, if they are reinstated, the cost is approximately $6.9m in FY13. While there is a substantial financial obligation to the City in FY13, it is important to view this expense in the context of historical expenses related to Police and Fire uniformed staff. Below is a chart with data since FY67 on Market Maintenance Adjustments (sometimes known as Cost of Living Increases (COLAs)) for uniformed staff. As you will see, up until the mid 1980s, COLAs were an annual practice for uniformed staff. After FY87, COLAs were provided on average every two years. When the COLA is provided in FY13, uniformed officers will have gone seven years without a cost of living increase.

Uniform Market Maintenance Adjustments (FY1966-67 thru FY201011)

14.0% 1M

:0="

12.0%

10.0% l-

"

..

% InqrlJll$8

I_
6.0% ~-

0/0

Increase'

4.0%

1011185 4% Incease All 2.0% June, 1986 Pay Decrease 1% - Hourly 2% - Salaried 100761/0 0 3I04765/06/07r08/09/10/1 ;1% - Execs Chart shows 3% Increase

0.0% 66/67/68 69 Omr12,73f74f75r76177f78179180 81/82 83184/85 86/87/88/89190/911'92/93794/95196197/98

Fiscal Year

In addition to the COLAs prOVided during this time frame, uniformed employees also received Merit Step increases. In fact, FYlO was the first time that merit step increases were not given to uniformed staff.

COLAs and step increases grow exponentially because they are not one time costs - the expense is on-going; and subsequent increases (via Merit Steps or COLAs) are calculated on the higher 'base' salary. Not providing Merit Steps for three years results in savings of over $64m. If even one COLA had been implemented during this same time frame, the City would have been obligated to at least an additional $17m for the first year the COLA was implemented and every year thereafter. Below is a table with a scenario of costs that very likely could have occurred without a Meet and Confer Agreement. It assumes Steps in each year and one COLA implemented in year two.

Potential Scenario for Uniformed Step and COLA Increases without M&C AQreement
Assumes SteD increases each Year' and a COLA of 3.7% in the 2nd Year

FY1 0-11 Step - 1st Year Cost FY10-11 Steo - Full Year Cost COLA FY11-12 FY11-12 Steo - 1st Yea r Cost FY11-12 Step - Full Year Cost COLA - Subsequent Year Cost FY12-13 Steo - 1st Year Cost

FY11 6,976,277

FY12

FY13 13,952,555

$ $ $

13,952,555 $ 17,177,023 7,325,091

$
Cumulative Total $

6,976,277 $ 99,537,602

$ $ $ 38,454,669 $

14,650,183 17,812,573 7,691,346 54,106,656

This conservative scenario illustrates that the cumulative expenses during the three year time frame would have resulted in almost $100m with an on-going obligation by the third year of more than $54m. Meet and Confer is an agreement that has provided concessions and protections for both the City and its public safety employees while allowing input from police and fire in decision processes. 34) Has PKR reduced administrative staff? Yes. Between the current year (FYll) operations and staffing proposed for next year (FY12), the department has consolidated several administrative functions, resulting in a reduction of 6 positions. 35) Provide information about the $2m reduction in Park Land Maintenance and how will this service differ in FY12 compared to FV13? A reduction of $2M in funding in FY12 will be addressed through privatization efficiencies, reduction of park furnishings replacements, and minor reductions in maintenance cycles such as mowing, litter removal and athletic field lighting. 36) What is the level of service for mowing parks? Park mowing is proposed to be provided, on average, on a 12 day cycle, increased from a 10 day cycle. This service is provided through a combination of city staff and contracts. A request to solicit bids for additional mowing is scheduled to go out for bid the week of August 15 th . 37) What is reduction in litter and mowing for parks? Litter removal is proposed to go from an average of 4.5 times a week to an average of 4 times a week. A request to solicit bids for the majority of this service is scheduled to go out for bid the week of August 15
th

38) What is being privatized in park land maintenance and what will happen to the employees? Mowing and litter removal services are scheduled to go out for bid the week of August 15 th . Depending upon the outcome of the bidding process there could be a potential mid-year reduction in force of up to 70 employees. 39) What change will there be for lighting in parks? There will be no impact on security lighting and a minimal impact to athletic field lighting. 40) What is O&M cost for Belo Gardens? Belo Garden's O&M is $138,000. 41) Will the City again attempt to sell Elgin B. Robertson Park, and if so, can appropriate communication be implemented so that voters will understand the proposition? Yes, and it is recommended that an organized advocacy campaign be implemented, including print advertising and an informative web site that details the background and merits of selling the land. The advocacy campaign for a referendum cannot be undertaken by the City so it must be a private initiative. Per the City Secretary's Office the City Council must call the election by February 22,2012 for the May 12, 2012 election. The election must be called by August 20, 2012 in order for the item to be on the November 6,2012 ballot. 42) How will senior services be impacted by closure of Marcus Annex? Senior services will not be impacted by the elimination of Marcus Annex management. All current programs being offered at Marcus Annex will continue to be offered by the Marcus Recreation Center. 43) What happens with staff during the time that recreation centers are closed for renovation? Staff that is currently assigned to recreation centers that will be renovated during FY12 will be temporarily reassigned to other centers. periods. 44) How does the City communicate with citizens regarding the closure of recreation centers due to renovations? Centers are posting notices at their locations on marquees, display boards, and active participants are also being informed by staff. Additionally, Dallas Park and Recreation Department will notify citizens via the City's website. 45) Which recreation centers will be closed in FY12? Marcus Annex and Fruitdale are proposed to be closed in FY12. 46) Will there be any change in the staffing or hours at the recreation centers? Of the 41 total centers, 23 will not be affected and staffing and hours of operation will remain the same. Fourteen centers will be under construction at various times throughout the year, therefore, those centers will not be open for business and staff will be reassigned to work at other centers during the construction phase. The 4 centers being operated by partnerships will maintain the current schedule and some staff will be reassigned dependent upon the programs being provided by the partner. During the current fiscal year, the Park Department stopped filling recreation center positions that were vacant or that became vacant to avoid being overstaffed during these construction

47) Provide a list of all recreation centers and their hours of operation for FYll compared to FY12. Hours of operation will remain the same except when under construction. Please see below.
PROPOSED FY 2011-12 RECREATION CENTER HOURS OF OPERATION

Arcadia Bachman Exall Exline Fireside Grauwyler J. C. Phelps J. C. Turner K. B. Polk Kiest Kleberg Rylie lake Highlands L. Johnson E.lundy Marcus Martin Weiss M. Nash / M. Davis Park In The Woods Reverchon Singing Hills T. Allen T. Marshall Timberglen
Boys & Girls Club Arlington Park MLK, Jr. Umphress Baylor Healthcare J. J. Craft

M 10:00 - 7:00 10:00 - 8:00 10:00 - 7:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00

T 10:00 - 7:00 10:00 - 8:30 11:00 - 8:00 10:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 9:00 10:00 - 9:00 10:00 - 9:00 9:00 - 9:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 9:00 9:00 - 9:00 9:00 - 9:00 9:00 -9:00

W TH 10:00 - 7:00 10:00 - 7:00 10:00 - 6:00 10:00 - 8:30 10:00 -7:00 11:00 - 8:00 10:00 - 9:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 10:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00- 8:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 9:00 Partnership Sites

2:30-6:30 10:00 - 6:00 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30

Sat Closed 8:30 - 4:30 Closed 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00

Sun Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed

9:00 - 9:00 9:00 - 8:00 10:00 - 7:00 9:00 - 8:00

10:00 - 9:00 9:00 - 9:00 11:00 - 8:00 9:00 - 9:00

9:00 - 9:00 9:00 - 8:00 10:00 - 7:00

10:00 - 9:00 9:00 - 9:00 11:00 - 8:00

2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30

9:00 - 2:00 9:00 - 2:00 Closed 9:00 - 2:00

Closed Closed Closed Closed

9:00 - 8:00 9:00 - 9:00 Under Construction 9:00 - 9:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 8:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 9:00 9:00 - 9:00 9:00 - 9:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 10:00 - 9:00

Anita Martinez Beckley Saner Campbell Green Churchill Cummings Fretz Harry Stone Jaycee-Zaragoza Kidd Springs Pleasant Oaks Ridgewood Belcher

9:00 - 9:00 9:00 - 8:00 9:00 -8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 9:00 9:00 - 8:00 9:00 - 8:00 9:00 - 9:00 9:00 - 9:00

10:00 - 9:00 9:00 - 9:00 9:00 - 9:00 9:00 - 9:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 9:00 - 9:00 9:00 - 9:00 10:00 - 9:00 10:00 - 9:00

2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30 2:30-6:30

9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00 9:00 - 2:00

Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed Closed

8/15/11 10/24/12 10/23/119/28/12 10/24/114/25/12 4/6/111/11/12 8/21/116/19/12 6/10/11 2/12/12 10/24/11 11/19/12 4/8/112/11/12 5/25/11 3/17/12 1/13/12 2/8/13 4/7/1111-14-11

TH Under Construction

Sat

Sun

Samuel! Grand Walnut Hill W. B. Johnson

9:00 - 9:00 9:00 - 8:00 10:00 - 7:00

10:00 - 9:00 9:00 - 9:00 10:00 - 7:00

9:00 - 9:00 9:00- 8:00 10:00 - 7:00

10:00 - 9:00 9:00 - 9:00 10:00 - 7:00

Closures Closed Closed

2:30-6:30 2:30-6:30 2:30-6:30

9:00 - 2:00 9:00 - 2:00

Closed

Closed Closed Closed

12/12/1112/17/12 3/12/12 3/16/13 10/24/119/15/12

Marcus Annex Fruitdale

Closed Closed

Closed Closed

Closed Closed

Closed Closed

Closed Closed

Closed Closed

48) Provide additional information regarding West Dallas Community Court, how the service will be provided, what will happen to the staff, etc.?
The West Dallas Community Court is funded through September 30, 2011. The WDCC Docket will then be relocated to the South Oak Cliff Community Court starting in October. $80,000 of CDBG funds were allocated to the South Oak Cliff Court in FY12 in order to manage the duties of the West Dallas Community Court docket. The South Oak Cliff Court staff will manage the duties of the West Dallas Community Court Docket. Current West Dallas Community Court staff were given their RIF letters on Friday, August 12, 2011.

49) How many community prosecutors are employed now compared to number funded in the FYl2 budget, and how are they assigned to areas of the City?
FY11 Community Prosecution & Community Courts had 26.5 FTE's o 18 JAG Funded Positions 16 Attorneys 2 Management & Oversight Attorneys 14 Target Area Attorneys 2 Administrative positions (1 Paralegal) Community Court o 8.5 Community Court Positions (CDBG Funding) 1 Manager 2 Supervisors 1.5 Work Crew 2 Caseworkers 2 Coordinators

FY12 Community Prosecution & Community Courts is projected to have 22.5 HE's with a total of 12 Target Areal Division Attorneys funded through JAG and General funds. o 11 JAG Funded Positions 9 Attorneys 2 Management & Oversight Attorneys 7 Target Areal Division Attorneys 2 Administrative Positions (1 Paralegal) o 5 General Fund Target Areal Division Attorneys Community Court o 6.5 Community Court Positions (CDBG Funding) 1 Manager 2 Supervisors 1.5 Work Crew 1 Case worker 1 Coordinator

Prior to the re-organization, Community Prosecutors are still assigned to target areas across the city. There are 7 current Target Area Community Prosecutors serving in White Rock Hills, Jubilee Park, VA South Loop, West Oak Cliff, North Oak Cliff, Old East Dallas, and Bachman Lake. Community Prosecution also has a Section head and an assistant position. The VA South Loop Target area, and the Section Head of Community Prosecution positions will be open as of August 24, 2011. In October of 2011, Community Prosecution is scheduled to be re-organized to move from 14 Target areas to 7 divisions to align with the DPD Divisions, Code Districts, and CMO Service Areas. Community Prosecution is currently interviewing to hire a new Section Head and 7 attorneys.