1997-09-16 CCPD Packet City of Southiake, Texas — —
MEMORANDUM
September 12, 1997
TO: Shana Yelverton, Assistant City Manager
FROM: Billy Campbell, Director Public Safety
SUBJECT: Budget Estimate Adjustments for Southiake Crime Control and Prevention District
The preliminary budget estimates presented for review of the Southiake Crime Control and
Prevention District were based on acquisition costs and land sites available at that time. The
adjusted budget estimates reflect a modified assessment of projected costs based upon a myriad of
factors, including the revision of available land sites and inflation costs of purchases made at
future dates over a three year period. The details contained herein explain each cost estimate.
LAND ACQUISITION
Site#1 Central Facility
(16,04e preliminary budget estimate reflected the acquisition costs of eight (8) acres at $1.75 per
quare foot, resulting in an estimated expenditure of$609,000 However, the land acquisition cost
did not include the extension of utilities to the location and any projected increase in land prices.
The revised estimates reflect a $3.50 per square foot estimate for land, which includes the
extension of utilities and initial site preparation. Although there may be some budgetary savings
at the actual time of land negotiations, the revised estimates are adjusted to $1,218,000
(8 X 43,500 X $3.50 = $1,218,000).
Site#2 Sub-station #1
The $3.50 per square foot preliminary estimate reflected the acquisition costs of three (3) acres of
property available at the time the analysis was conducted. The adjusted estimate of$652,500
reflects the current land costs of$5.00 per square foot. (3 X 43,500 X $5.00 = $652,000)
Site#3 Sub-station #2
The preliminary budget estimate of$3.50 originally projected was based on the actual purchase
price of available land for sale at the desired site at the time the analysis was conducted.
However, that property is currently under contract negotiations and not currently available. The
optional location available reflects a $5.00 per square foot sale price. The adjusted budget
projection of$652,500 reflects the actual cost of available property at $5.00 per square foot.
(1 X 43,500 X $5.00 = $652,000)
tor
•
`liana Yelverton, Assistant City Manager
udget Estimate Adjustments for Southlake Crime Control and Prevention District
September 12, 1997
Page 2
BUILDING DESIGN AND CONSTRUCTION
Site #1 Central Facility
The preliminary $8,081,720 budget projection provided an opportunity to review the total project
costs for all programs based on acquisition at today's cost. Subsequent revenue projections
necessitated the review and prioritization of individual projects, resulting in a recommendation to
delay construction of the central facility until the third fiscal year for the district. The adjusted
figure of$8,888,792 reflects the anticipated impact of a 5% annual inflation rate.
Site #2 Sub-station #1
The $1,680,000 preliminary project estimate reflected the current construction costs of a 12,000
square foot facility. With consideration of the actual construction being delayed until 1999,
annual inflationary costs of 5% per year provide for an adjusted budget projection of$1,848,000.
to#3 Sub-station #2
The $1,680,000 preliminary project estimate reflected the current construction costs of a 12,000
square foot facility. With consideration of the actual construction being delayed until 1999,
annual inflationary costs of 5% per year provide for an adjusted budget projection of$1,848,000.
Furnishings
The costs for furnishings is estimated at 10% of the total project costs for any single new location.
The adjusted budget allocations are based on inflationary increases generated by delayed
construction of the central facility and acquisition of the related furnishings.
ENHANCED TECHNOLOGY AND EQUIPMENT
The cost estimates provided in the initial program budget indicated acquisition at today's market
price. The adjustments include annual inflationary costs associated with the delayed acquisition.
L
Lhana
Yelverton, Assistant City Manager
udget Estimate Adjustments for Southlake Crime Control and Prevention District
September 12, 1997
Page 3
PROFESSIONAL DEVELOPMENT
The preliminary budget projections incorporated much of the costs associated with this
component as a part of the building design and construction, which provides for enhanced
training and research facilities. The volatility in costs associated with computerized training
modules, combined with the exponential rate of innovations in training technology, does not lend
itself to any current realistic budgetary projections for acquisitions occurring in the forth and fifth
years. Therefore, no budgetary projections are included beyond those associated with the
building design and construction.
PERSONNEL
The personnel costs identified in the preliminary budget estimates reflected only the first-year
costs. The adjusted budget extends those costs over the three fiscal years shown.
Lshould be noted that the most significant adjustments rest in the land prices and the extension
of personnel costs over a three year period. The availability of land, in conjunction with the
escalating costs, dictate a necessity in focusing the initial efforts towards land acquisition in
order to avoid any future adverse ramifications.
I am available should there be any additional questions or comments.
BC/mwj
L
City of Southlake,Texas
SOUTHLAKE CRIME CONTROL
AND PREVENTION DISTRICT
CD ORDER NO. 97-1
AN ORDER OF THE TEMPORARY BOARD OF THE SOUTHLAKE
CRIME CONTROL AND PREVENTION DISTRICT ESTABLISHING
RULES FOR THE ADOPTION OF THE CRIME CONTROL AND
PREVENTION DISTRICT BUDGET AND ESTABLISHING THE FISCAL
YEAR.
WHEREAS, Section 363.204 of the Local Government Code permits the temporary
board of the Crime Control and Prevention District to develop and adopt procedures for
adopting a budget different from the procedures outlined in the statute,
NOW THEREFORE, BE IT ORDERED BY THE BOARD OF DIRECTORS OF
THE SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT,
Section 1
Adoption of Budget
The following rules are hereby established for the adoption of the annual budget for the
Southlake Crime Control and Prevention District (the "District").
a. Public Hearing. The Temporary Board of the Crime Control and Prevention
District (the "Board") shall hold a public hearing on the proposed annual
budget. Any resident of the district is entitled to be present and participate at
the hearing.
b. Notice of Public Hearing. The Board shall publish notice of the public hearing
in a newspaper with general circulation in the district not later than the tenth
(10th) day before the date of the hearing.
c. Inspection of Proposed Budget. The draft of the proposed budget shall be
made available for public inspection at least ten (10) days prior to the public
hearing.
d. Adoption of Budget. After the public hearing, the board may make any
changes in the proposed budget that in its judgment, is in the interest of the
taxpayers of the District. The board may adopt the budget immediately
following the public hearing or at any time within ten (10) days following the
public hearing.
e. City Council Public Hearing and Approval. The board shall submit the
budget to the City Council of Southlake for consideration. The City Council
may approve or reject the budget, but may not amend it. If the City Council
rejects the budget, the City Council and the board shall meet and together
amend and approve the budget before the beginning of the fiscal year.
f. Amendment. The budget may be amended after the beginning of the fiscal year
upon approval of the board and the City Council.
Section 2
Fiscal Year
The fiscal year for the Crime Control and Prevention District shall begin on October 1
of each year and end on September 30 of each year; provided however, the first fiscal year
shall begin on the date the district is created and end on September 30.
PASSED AND APPROVED BY THE TEMPORARY BOARD OF DIRECTORS
OF THE SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT this the
day of , 1997.
President
Attest:
Board Secretary
City of Southlake,Texas
CRDIE-MNTRO_A.ND-PREVENTION DIS-TRLCT TEMPORARY BOARD_MEETING
TUESDAY, SEPTEMBER 16, 1997
5:00 P.M.
LOCATION: City Council Chambers of City Hall
667 North Carroll Avenue, Southlake, Texas
AGENDA
1. Call to order.
2. Consider: Approval of Minutes of September 2, 1997 Temporary Board Meeting.
3. Consider: CD Order 97-1, Establishing rules for the adoption of the Crime Control
and Prevention District budget and establishing the fiscal year.
4. Consider: Adoption of Crime Control Plan and Budget
PUBLIC HEARING
5. Consider: CD Resolution 97-1, Calling an Election to determine whether the voters
desire to create a Crime Control and Prevention District in the City and
Levy a Sales and Use Tax to Support the Crime Reduction Programs of
the District.
6. Adjournment.
CERTIFICATE
I hereby certify that the above agenda was posted on the official bulletin boards at City Hall,
667 North Carroll Avenue and the Administration Building, 1725 East Southlake Boulevard,
Southlake, Texas, on Friday, September 12, 1997, at 5:00 p.m., pursuant to the Texas
Government Code, Chapter 551.
```����►N u n u r r 1!i,Z.
'0 F SOU rye
Sandra L. LeGrand •m'
•aAr
City Secretary
If you plan to attend this public meeting and have disability that requires special needs, please
advise the City Secretary 48 hours in advance at 481-5581 extension 704, and reasonable
accommodations will be made to assist you.
City of Southlake,Texas
MEMORANDUM
September 12, 1997
TO: Temporary Board of Directors
Southlake Crime Control and Prevention District
FROM: Shana K. Yelverton, Assistant City Manager
SUBJECT: Temporary Board Meeting -- September 16, 1997
As you know, we will be holding the temporary board meeting to address issues related to the
proposed Crime Control and Prevention District on September 16, 1997. Due to the way the
public hearing was advertised, the meeting will begin at 5:00 p.m.
Minutes were not completed in time for inclusion in your packet, but will be provided to you on
Tuesday. There are three items you will be asked to address during your meeting. Two of them
relate to adopting procedures for the board as the law requires, and are fairly routine.
We will also be holding the public hearing and asking you to adopt the Crime Control Plan and
Budget. You will recall that the plan and budget must be adopted at this meeting to meet the
deadlines specified in the legislation. We have not changed the plan as discussed with you on
September 2, however, Director Campbell will be making a formal presentation for videotaping
and airing on Cablevision 25. This will provide a mechanism for publicizing the proposal.
The proposed budget will also be discussed during this time. We have revised the budget (as
noted in the attached memo from Director Campbell), but did not include the revised figures in
your plan. We will need to finalize this exhibit on Monday when the entire staff will have an
opportunity to discuss the approach we wish to recommend to you. Since we are focusing on
major capital investments, the projects we are hoping to fund through the district involve
expenditures which exceed anticipated revenues. This raises a number of issues we must address:
Will the district issue short term debt? If so, how will it be financed and for how long? Do we
prefer to "pay-as-you-go," investing in land, facilities, equipment and staff only as funds become
available? If this is our preference, how should we prioritize the budget components?
It is our intention to bring a recommendation to you at the meeting on Tuesday. Please note that
we have not added or deleted budget components, but will clarify at what point we expect to pay
for them (a difficult task when your funding source may or may not be "permanent").
Please let us know if you have any questions in the meantime, and thanking you for indulging our
I need for one more staff review.
City of Southlake, Texas —
MEMORANDUM
September 12, 1997
TO: Shana Yelverton, Assistant City Manager
FROM: Billy Campbell, Director Public Safety
SUBJECT: Budget Estimate Adjustments for Southlake Crime Control and Prevention District
------------------------------------------------------------------------------------------------------------------
The preliminary budget estimates presented for review of the Southlake Crime Control and
Prevention District were based on acquisition costs and land sites available at that time. The
adjusted budget estimates reflect a modified assessment of projected costs based upon a myriad of
factors, including the revision of available land sites and inflation costs of purchases made at
future dates over a three year period. The details contained herein explain each cost estimate.
LAND ACQUISITION
Site#1 Central Facility_
Ivor The preliminary budget estimate reflected the acquisition costs of eight (8) acres at $1.75 per
square foot, resulting in an estimated expenditure of$609,000 However, the land acquisition cost
did not include the extension of utilities to the location and any projected increase in land prices.
The revised estimates reflect a $3.50 per square foot estimate for land, which includes the
extension of utilities and initial site preparation. Although there may be some budgetary savings
at the actual time of land negotiations, the revised estimates are adjusted to $1,218,000
(8 X 43,500 X $3.50 = $1,218,000).
i
Site#2 Sub-station #1
The $3.50 per square foot preliminary estimate reflected the acquisition costs of three (3) acres of
property available at the time the analysis was conducted. The adjusted estimate of$652,500
reflects the current land costs of$5.00 per square foot. (3 X 43,500 X $5.00 = $652,000)
Site#3 Sub-station #2
The preliminary budget estimate of$3.50 originally projected was based on the actual purchase
price of available land for sale at the desired site at the time the analysis was conducted.
However, that property is currently under contract negotiations and not currently available. The
optional location available reflects a$5.00 per square foot sale price. The adjusted budget
projection of$652,500 reflects the actual cost of available property at $5.00 per square foot.
(3 X 43,500 X $5.00= $652,000)
i
Shana Yelverton, Assistant City Manager
Budget Estimate Adjustments for Southlake Crime Control and Prevention District
September 12, 1997
Page 2
BUILDING DESIGN AND CONSTRUCTION
Site#1 Central Facility
The preliminary $8,081,720 budget projection provided an opportunity to review the total project
costs for all programs based on acquisition at today's cost. Subsequent revenue projections
necessitated the review and prioritization of individual projects, resulting in a recommendation to
delay construction of the central facility until the third fiscal year for the district. The adjusted
figure of$8,888,792 reflects the anticipated impact of a 5% annual inflation rate.
Site#2 Sub-station #1
The $1,680,000 preliminary project estimate reflected the current construction costs of a 12,000
square foot facility. With consideration of the actual construction being delayed until 1999,
annual inflationary costs of 5% per year provide for an adjusted budget projection of$1,848,000.
Site#3 Sub-station #2
�r The $1,680,000 preliminary project estimate reflected the current construction costs of a 12,000
square foot facility. With consideration of the actual construction being delayed until 1999,
annual inflationary costs of 5% per year provide for an adjusted budget projection of$1,848,000.
Furnishings
The costs for furnishings is estimated at 10% of the total project costs for any single new location.
The adjusted budget allocations are based on inflationary increases generated by delayed
construction of the central facility and acquisition of the related furnishings.
ENHANCED TECHNOLOGY AND EQUIPMENT
The cost estimates provided in the initial program budget indicated acquisition at today's market
price. The adjustments include annual inflationary costs associated with the delayed acquisition.
Shana Yelverton, Assistant City Manager
Budget Estimate Adjustments for Southlake Crime Control and Prevention District
September 12, 1997
Page 3
PROFESSIONAL DEVELOPMENT
The preliminary budget projections incorporated much of the costs associated with this
component as a part of the building design and construction, which provides for enhanced
training and research facilities. The volatility in costs associated with computerized training
modules, combined with the exponential rate of innovations in training technology, does not lend
itself to any current realistic budgetary projections for acquisitions occurring in the forth and fifth
years. Therefore, no budgetary projections are included beyond those associated with the
building design and construction.
PERSONNEL
The personnel costs identified in the preliminary budget estimates reflected only the first-year
costs. The adjusted budget extends those costs over the three fiscal years shown.
,,• It should be noted that the most significant adjustments rest in the land prices and the extension
of personnel costs over a three year period. The availability of land, in conjunction with the
escalating costs, dictate a necessity in focusing the initial efforts towards land acquisition in
order to avoid any future adverse ramifications.
I am available should there be any additional questions or comments.
BC/mwj
City of Southlake,Texas
SOUTHLAKE CRIME CONTROL
AND PREVENTION DISTRICT
CD ORDER NO. 97-1
AN ORDER OF THE TEMPORARY BOARD OF THE SOUTHLAKE
CRIME CONTROL AND PREVENTION DISTRICT ESTABLISHING
j RULES FOR THE ADOPTION OF THE CRIME CONTROL AND
PREVENTION DISTRICT BUDGET AND ESTABLISHING THE FISCAL
YEAR.
WHEREAS, Section 363.204 of the Local Government Code permits the temporary
board of the Crime Control and Prevention District to develop and adopt procedures for
adopting a budget different from the procedures outlined in the statute,
NOW THEREFORE, BE IT ORDERED BY THE BOARD OF DIRECTORS OF
THE SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT,
Section 1
Adoption of Budget
The following rules are hereby established for the adoption of the annual budget for the
Southlake Crime Control and Prevention District (the "District").
a. Public Hearing. The Temporary Board of the Crime Control and Prevention
District (the "Board") shall hold a public hearing on the proposed annual
budget. Any resident of the district is entitled to be present and participate at
the hearing.
b. Notice of Public Hearing. The Board shall publish notice of the public hearing
in a newspaper with general circulation in the district not later than the tenth
(loth) day before the date of the hearing.
C. Inspection of Proposed Budget. The draft of the proposed budget shall be
made available for public inspection at least ten (10) days prior to the public
hearing.
d. Adoption of Budget. After the public hearing, the board may make any
changes in the proposed budget that in its judgment, is in the interest of the
taxpayers of the District. The board may adopt the budget immediately
! following the public hearing or at any time within ten (10) days following the
public hearing.
e. City Council Public Hearing and Approval. The board shall submit the
budget to the City Council of Southlake for consideration. The City Council
may approve or reject the budget, but may not amend it. If the City Council
rejects the budget, the City Council and the board shall meet and together
amend and approve the budget before the beginning of the fiscal year.
f. Amendment. The budget may be amended after the beginning of the fiscal year
upon approval of the board and the City Council.
Section 2
Fiscal Year
The fiscal year for the Crime Control and Prevention District shall begin on October 1
of each year and end on September 30 of each year; provided however, the first fiscal year
shall begin on the date the district is created and end on September 30.
PASSED AND APPROVED BY THE TEMPORARY BOARD OF DIRECTORS
OF THE SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT this the
day of , 1997.
(W
President
Attest:
Board Secretary
City of Southlake
Crime Control. and
Prevention istr 'ict
1��� p p,RTMFIs,
Plan
• Budget
SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT
Plan and Budget
Adopted September 1997
INTRODUCTION
The City of Southlake finds itself contending with significant growth bringing
unprecedented demands for a wide range of city and public safety/police services. Southlake
has historically maintained one of the lowest per-capita crime rates of the area. However, growth
inhibits the ability to continue the level of service the Department of Public Safety and the
community desires, unless adequate steps are taken in conjunction with that growth.
The City of Southlake incorporated in 1956, and remained primarily a rural community
until 1990 when the development of public infrastructure spurred growth in this small city.
Today, the City of Southlake has emerged as one of the fastest growing communities in the
Dallas/Fort Worth area and Texas. From 1990-1997, Southlake led the area in population
growth, with more than a 100 percent increase from 7,082 to 16,750 residents. In 1996,
commercial retail growth began in earnest, changing the face of the community significantly and
presenting new concerns, including issues dealing with public safety, as this "sleepy" residential
town began to develop economically.
This growth has posed many challenges to both city officials and residents. Elected
officials must constantly balance a multitude of priorities and demands as they contemplate use
of limited city resources to provide services in a growing city. These demands include meeting
infrastructure needs, managing traffic problems, and providing a safe environment, among
others. The rapid growth of any city has the potential to seriously compromise the quality of life
for residents if proper steps are not taken to ensure that the growth is well managed.
1
Paramount among growth issues is that of public safety. Providing a safe environment is
critical to the continued economic and social vitality of the city. The cost of providing these
services includes items such as personnel, capital project funding, equipment acquisition,
training and development, and others. As the city has grown and responsibilities of the
Department have increased, these costs have also grown. The majority of the service indicators
for Southlake's Department of Public Safety Police Services Division show steady increases over
the last three years, as shown below:
Service Indicator 1994-95 1995-96 1996-97 est
Alarm Calls 2221 2866 2805
Traffic Accidents (Total) 308 457 540
Citations Issued 9814 9614 13656
Arrests 580 792 834
Part I Crimes 304 379 396
Burglaries 147 81 78
Cases Assigned for Investigation 656 699 1029
Cases Cleared 458 550 807
11
LEGISLATIVE AUTHORITY
During the 1989 Texas Legislative session, legislation was passed giving Tarrant County
the ability to call an election to create a crime control district within the county. The original
legislation was bracketed specifically for Tarrant County. During the 1993 session, HB22 was
introduced containing amendments to the original legislation that eliminated the exclusive
bracket for Tarrant County and allowed other counties with population of 130,000 or more
persons to call an election to create a crime control district within their jurisdictions. During the
2
course of this legislative process, HB22 was amended to allow certain municipalities located in
counties where the county population was one million or more to also have the ability to create
crime control districts. Therefore, cities in Bexar, Dallas, Harris, and Tarrant counties are
eligible to the extent that they do not exceed the legislative cap on sales tax collections, which is
currently set at 8.25 percent.
The legislation provides for the establishment of a local crime control and prevention
district for a period of five years. Continuation of the district must be reestablished at the end of
this term by referendum. If such a referendum is not called, the district automatically sunsets, or
terminates, and the sales tax ceases to be collected.
The City of Southlake began considering the creation of a crime control and prevention
district in late 1996, as a means of funding much needed public safety facilities and equipment,
thereby enhancing community safety. The tax will allow those funding costs to be shared with
non-residents who spend money in Southlake. The temporary board of directors was formed in
February 1997 to develop a plan and budget for the proposed district.
FUNDING AVAILABILITY
When considering the possibility of implementing a crime control and prevention district
for the City of Southlake, the Board examined historical sales tax data and discussed anticipated
commercial retail growth and its impact on collections. One source of information is the
Southlake Park Development Corporation(SPDC) which operates with funds from a half cent
sales tax which was first levied in May 1994. The 1996-97 budget for the SPDC estimated that
$923,000 would be collected for the fiscal year. This projection has since been revised to a total
3
of$1,357,500. Exhibit A illustrates the historical collection of SPDC sales tax revenues since
collection began. Projections for the two-year planning period for the proposed Southlake Crime
Control and Prevention District, however, anticipate increased revenues which will be generated
through the additional commercial retail establishments recently opened or slated to open in the
city during the next two fiscal years. These businesses include Home Depot, PetsMart, and
businesses locating in Phase I of Southlake Towne Center, among others. Exhibit B shows that
projected half cent sales tax revenues through the two and one-half year planning period (the
first fiscal year of collections will be a partial year) will exceed $4 million. Staff has projected
that the initial five year life of the District, the half cent sales tax could generate approximately
$9 million.
STRATEGIES / EVALUATION DESIGN
Legislative requirements for a proposed crime control and prevention district include the
identification of strategies for addressing public safety and the inclusion of mandatory
evaluations of the effectiveness and efficiency of each strategy. This process is one which builds
accountability within the program, assuring voters that their funds are being expended
appropriately. The Board of Directors for the Southlake District will be responsible for
monitoring the implementation of the strategies and evaluating their effectiveness.
When considering initial objectives for Southlake's district, the temporary board
established the following:
► Provide funding for land acquisition and facility construction as the highest priority
► Provide funding for large scale equipment(technology) purchases
L
4
► Support policing initiatives not sustainable through the traditional budget process
► Implement only programs and purchases that can reasonably be sustained, or eliminated,
if the tax is not reapproved in five years.
These objectives reflect the Board's philosophical approach to funding projects through district
funding and were the cornerstone for the establishment of strategies for the proposed district.
Str_ategyQne:-Enhancing Community-Safely Thraugh-Modern,-Efficient_Eacilities -
This strategy involves the provision of services which promote a safe environment and reduce
fear of crime for the residents and businesses of Southlake. Achieving a safer and more secure
environment for the community occurs through increased police presence, particularly in
neighborhoods, to deter and eliminate crime and to reduce the response time to calls for service.
Although the geographical size of the city is large at 23 square miles (the third largest in Tarrant
County), Police Services currently operate out of one location.
Police Services has been co-located with City Hall for more than two decades. Numerous
renovations and expansions have been undertaken over the years, but these changes have done
little to relieve the overcrowded conditions in the jail, communications dispatching center, and
office areas. Additionally, the segment of City Hall dedicated to Police Services has poor
ventilation and traffic circulation and is not conducive to providing efficient and modern
services. In some instances, programs and activities cannot be undertaken because of the lack of
space. City management has discussed the need for more appropriate facilities with elected
officials on numerous occasions, but the need to add personnel and equipment to keep pace with
the growth of the city has effectively prohibited the city from pursuing facility options through
traditional funding methods.
Constructing a new and properly designed police facility will enhance the department's
5
ability to meet the service requirements of Southlake. Benefits derived from a new facility
include 1) the ability to safely transfer prisoners to the city's temporary holding facility through a
sally port, which provides a secure area in which to move prisoners from police vehicles into the
booking area, 2) the ability to more effectively monitor processing, interviewing, and booking
using up-to-date audio and video recording technology designed to provide maximum coverage
for this area of the building, 3) enhanced criminal investigation operations by providing
interview areas and adequate offices to ensure maximum victim privacy, safety and comfort, 4)
appropriate training facilities to provide for local training, and testing 5) improved
communications dispatch areas to improve efficiency and take advantage of the utilization of
modern technology, and 6) the inclusion of an emergency operations center(EOC) which
currently does not exist.
The budget for this strategy includes land acquisition, facility design and construction,
and equipment. Please see Exhibit C for a detailed budget for strategy one.
This strategy is the highest priority for Southlake Crime Control District Funds.
Until this objective is met, the District will pursue other strategies cautiously.
The goals for this strategy will progress in sequential order. The first goal is to evaluate
and acquire three specific sites from which police, as well as fire and emergency medical
services, could be provided based upon the optimum service delivery criteria for public safety
operations: primarily rapid responses to emergencies. The central facility will consist of a six to
eight acre site on which the primary public safety operations would function, including
communications dispatch, criminal investigations, prisoner holding facilities, EOC, training
center, administrative services, and meeting rooms available for use by various city, civic, and
public organizations, in conjunction with basic police, fire, and EMS functions. The substation
6
[ sites provide enhanced response capabilities for basic public safety related operations.
The second goal is the development of facility designs that are ergonomically sound, as
well as functional and aesthetically pleasing. This process will entail visiting other facilities to
determine what components best fit the city's needs, both today and in the future. Additionally,
the design needs to accommodate for future changes with minimal adverse impact.
The actual construction of the facilities in pre-planned increments serves as the third goal.
Construction management from time of bids to move-in, must focus on maximizing quality at the
least reasonable cost.
Strategy--T-wo-:-Enhancing Community-Safety-Thro-ugh_the_Use oflModern
Technology_and-Equipment. - Given the life and death importance of fast, accurate, and clearly
understandable information and communications, attention to technology and equipment issues
remain critical for effective police performance and officer safety. Computer equipment,
communication equipment, vehicles and other equipment are integral for computer aided
dispatch, police records management, booking, crime scene search, property/evidence control,
and electronic mail, all of which allow officers to maximize time spent fighting crime.
A significant number of emergency operations and critical incidents involve a
coordinated effort among a variety of city departments, including police services, fire/EMS
services, the water division, street division, and others. In such cases, the ability to communicate
both within a specific department and across department lines is an integral element of effective
operations.
Computerized technology continues to expand at an exponential rate. In addition to the
need to be able to operate basic data operations, computerization affords an opportunity to
minimize duplicity and maximize productivity. For example, technology exists today to permit
7
positive identification of subjects through electronic fingerprint files. The Texas Department of
Public Safety is initiating drivers licenses with a magnetic strip to permit quick computer access
to history and information. Multi-agency interlinks can be established at the local, state and
national computer sources to facilitate the identification and tracking of criminals. The
traditional manual FBI Uniform Crime Report is being replaced by the Incident Based Reporting
System in which computerized statistical data is electronically transmitted to the FBI reporting
centers for faster and more accurate reporting details. Agencies improve their opportunity to
share criminal intelligence and criminal investigation information between one another through
the use of computers. Each of these components permit more effective and efficient police
operations.
Additionally, attention to changing department needs will necessitate the purchase of
additional equipment in the near future. For example, the development of a major park on the
north side of the city which will include an extensive trail system will require "non-traditional'
patrol vehicles. Technology and equipment must be updated as needed to facilitate efficient
service provision. The Department is also anticipating the need for a multi-purpose mobile
command and communication center to provide a "rolling" facility for incident command,
disaster operations, neighborhood store-front operations, and special events.
The true success of programs involving equipment acquisition are difficult to quantify as
there are many positive results which do not specifically lend themselves to numerical
measurement. However, there are some identifiable steps and quantifiable components to assist
in determining if the fundamental goals and objectives of the program are being achieved.
The first measure of success rests in conducting research and evaluation of the specific
technology profiles to be achieved and equipment specifications. The Department must establish
8
a two year and a five year equipment plan. In doing so, acquisitions are conducted in such a
manner as to permit compatibility of the various components, while allowing flexibility for
future technology.
Acquisition of the equipment in accordance with the plan represents the second measure
of success. Southlake's primary focus remains the full conversion to the 800 MHz system to
permit intra-departmental and inter-departmental radio communication.
Completion of in-house computer networking and upgrading represents the third
achievement desired of the program. This phase results in the utilization of E-mail, rapid access
to data files and information.
Completion of the design and purchase of the mobile command center represents the first
phase of its use. Personnel must be trained in the operational systems and implementation
process, after which the center would be placed into "active duty" as the measure of success for
this goal.
Stratag -Thr_e_e:- nhanced_Community-SafetyThrough_ProfessionaLD_eYelopment -
The greatest advantage of a professional agency is the ability of its personnel to perform their
duties. This is achieved through continual and advanced training of the employee. Professional
development involves structuring a program to maintain in-service training requirements in such
a manner that the skills, knowledge and abilities of each individual remain at peak levels relative
to both present and future job assignments.
Achievement of this goal is represented through the establishment of a formal
professional development program that identifies and fulfills specific objectives. The program
consists of career planning and in-service training. Career planning identifies the abilities of
each individual relative to present and future job assignments, the necessary training in order to
9
perform at peak levels, and completion of specific training programs directed towards
achievement of those duties. The in-service training ensures compliance with minimal standards
established by law, but goes beyond that level by establishment of continual education and
training.
Strate ,y Eour:_Enhance Communi"akl Thr_oug pecial Police Initiatives - The
Southlake Department of Public Safety desires to establish specific programs within the
community that enhance the quality of life. However, the reality remains that such programs do
not come without costs, and such initiatives are often set aside for a lack of funding. Utilization
of crime control and prevention district revenues affords an opportunity to establish such
initiatives.
As an example, the City of Southlake encompasses four school districts. One School
Resource Officer(SRO) and two D.A.R.E. Officers provide limited services to those schools.
Not all of the elementary schools are able to receive the D.A.R.E. program and no officers are
assigned to any of the middle or intermediate school campuses. In order to address issues of
campus safety, student education, and deterrence for drug and gang related activity, the
Department has attempted the past two years to institute such a program. However, limited
funding has resulted in limited implementation of these vital programs.
The measure of success of special initiatives is represented in two phases. The first phase
is the identification of specific project initiatives to be slated for implementation. This process
includes discussions and input from the school districts, the various departments within the city,
and neighborhood citizens to clearly establish the specific programs that provide positive and
meaningful results.
The second phase involves the implementation of those programs in accordance with the
10
established plan.
CRIME CONTROL AND PREVENTION DISTRICT SUMMARY
The crime control and prevention district provides an important funding mechanism for
the City of Southlake's Department of Public Safety Police Services Division in order to provide
the necessary public safety services, and at the same time permit the non-resident users of those
services to share in the costs associated with their provision. As the city grows, it will be
necessary to enhance community safety through modern, efficient facilities, through the use of
updated technology and equipment, through professional development initiatives, and through
special police initiatives. With district funding, residents of this city will not bear the entire
financial burden as they do today.
CW A tremendous challenge exists in the ability to provide appropriate public safety services
to a growing community. The Department of Public Safety remains dedicated to the goal of
maintaining a pro-active and community-oriented co-active approach with the utilization of
modern technology and innovative programs in those efforts. Both philosophically and
realistically, it serves a better interest to plan for the future than to attempt to catch up to the
demands. The funding provided through a crime control and prevention district provides an
opportunity for the most effective and efficient operations possible.
11
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EXHIBIT C
THIS EXHIBIT WILL BE PROVIDED
TUESDAY EVENING
14
City of Southlake,Texas
SOUTHLAKE CRIME CONTROL
AND PREVENTION DISTRICT
I
CD RESOLUTION 97-1
AN ORDER AND RESOLUTION CALLING AN ELECTION TO
DETERMINE WHETHER THE VOTERS DESIRE TO CREATE A CRIME
i CONTROL AND PREVENTION DISTRICT IN THE CITY AND LEVY A
SALES AND USE TAX TO SUPPORT THE CRIME REDUCTION
PROGRAMS OF THE DISTRICT.
WHEREAS, Chapter 363 of the Local Government Code, Vernon's Texas Civil
Statutes Annotated, the Crime Control and Prevention District Act
("the Act"), provides for the creation of a crime control and
prevention district in the city; and
WHEREAS, the City Council has appointed a temporary crime control and
prevention district board of directors in accordance with the Act;
and
WHEREAS, the temporary board of directors of the Southlake Crime Control
and Prevention District has approved a crime control plan and a
budget plan; and
WHEREAS, the Act provides that an election shall be held to determine whether
the District will be permanently created and supported by a sales
and use tax; and
WHEREAS, the Act requires that the election be held not less than thirty-five
(35) nor more than sixty (60) days after the date on which the
election is ordered.
NOW, THEREFORE, IT IS ORDERED BY THE TEMPORARY BOARD OF
DIRECTORS OF THE SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT:
Section 1
Election Called
An election shall be held on Tuesday, November 4, 1997, to submit to the voters a
proposition to determine whether a permanent crime control and prevention district will be created
and whether one-half('/a) of one percent (1%) sales and use tax for the support of crime
reduction programs will be authorized in the city. This election shall be conducted by the City
of Southlake.
Section 2
Crime Control and Budget Plan Summary
The temporary board of directors of the Southlake Crime Control and Prevention District
have approved a Crime Control District Plan which includes crime control strategies and a budget
plan. The plan and budget are summarized in Exhibit 1.
Section 3
Ballot
The official ballots for the election shall be prepared in accordance with the Texas Election
Code so as to permit the electors to vote "FOR" or "AGAINST" the proposition, with the ballots
to contain such provisions, marking and language as required by law, and with such propositions
to be expressed substantially as follows:
PROPOSITION 1.
FOR ( ) THE CREATION OF THE SOUTHLAKE CRIME
CONTROL AND PREVENTION DISTRICT
DEDICATED TO CRIME REDUCTION PROGRAMS
AGAINST ( ) AND THE ADOPTION OF A PROPOSED LOCAL
SALES AND USE TAX AT A RATE OF ONE-HALF
OF ONE PERCENT.
PROPOSITION 2.
FOR ( ) MEMBERS OF THE CITY COUNCIL MAY BE
APPOINTED TO BE THE BOARD OF DIRECTORS
OF THE DISTRICT.
AGAINST ( )
Section 4
Polling Place
The polling place for the election shall be at the Southlake City Hall, 667 North Carroll
Avenue, Southlake, Texas 76092. Voting shall be conducted between the hours of 7:00 a.m. and
7:00 p.m. on Tuesday, November 4, 1997.
Section 5
Election Judge
Aloha Payne is hereby appointed election judge and Karen Cienki is hereby appointed
alternate election judge. The assistant city manager shall, in accordance with Section 32.009 of
the Election Code, deliver to the election judge and the alternate election judge notice of their
appointment not later than twenty (20) days from the effective date of this resolution. The
presiding election judge shall appoint up to five (5) election clerks to serve at the polling place.
Section 6
Early Voting
a. Early voting by personal appearance. Early voting by personal appearance will
be conducted at the office of the City Secretary, Southlake City Hall, 1725 E. Southlake Blvd.,
Southlake, Texas 76092, between the following hours beginning on the 20th day of October, 1997
and ending on the 31st day of October, 1997:
October 20-24 Monday-Friday 8:30 a.m. to 5:00 p.m.
October 25 Saturday 10:00 a.m. to 4:00 p.m.
October 26 Sunday CLOSED
October 27-31 Monday-Thursday 8:30 a.m. to 5:00 p.m.
b. Early voting by mail. Applications for early voting mail ballots must be received
in the Southlake City Secretary's Office, 1725 East Southlake Blvd., Southlake, Texas 76092, no
later than 5:00 p.m. on the 28th day of October 1997.
C. Early voting ballot board. Applications for early voting by mail shall be
delivered to the City Secretary. Early voting, both by personal appearance and by mail, shall
be by optic scan machine and shall be canvassed by the early voting ballot board which is hereby
created. The presiding Election Judge and the alternate presiding Election Judge appointed by the
Temporary Board shall serve as the presiding officer and the alternate presiding officer,
respectively, of the Early Voting Ballot Board. The other election officers serving at the election
shall serve as the other members of the Early Voting Ballot Board.
Section 7
Election Precincts
In accordance with Section 42.061 of the Code, the City hereby establishes its election
precincts for this election, such precincts to be coterminous with the boundaries of the below listed
election precincts established by the Denton County and Tarrant County Commissioner's Courts,
to the extent such election precincts are within the corporate boundaries of the City:
Denton County Election Precinct No. 318
Tarrant County Election Precinct No. 3039
Tarrant County Election Precinct No. 3040
Tarrant County Election Precinct No. 3286
Tarrant County Election Precinct No. 3359
Tarrant County Election Precinct No. 3470
Section 8
Compensation of the Election Judge and Election Clerks
The Presiding Election Judge, Alternate Presiding Election Judge and each Election Clerk
shall be compensated at the rate of$6.00 per hour in accordance with Section 32.091 of the Code.
The Presiding Election Judge shall also be paid the additional sum of$25.00 for delivering the
returns of the election.
Section 9
Method of Voting
The City Secretary is hereby authorized and instructed to provide and furnish all necessary
election supplies to conduct the General Election, in accordance with this resolution. Voting at
the election shall be by electronic voting machines and shall be conducted in accordance with the
Code.
Section 10
Governing Law
The election shall be held in accordance with the constitution of the United States and the
Texas Election Code, and all resident qualified voters of the city shall be eligible to vote in the
election.
Section 11
Effective Date
This resolution shall be effective upon its adoption.
APPROVED THIS DAY OF , 1997.
President
Attest:
(W
Board Secretary
EXHIBIT 1
THIS EXHIBIT WILL BE PROVIDED
TUESDAY EVENING