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2008-04-08 Red Light Camera Citizens Advisory PacketSOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT 1/2% SALES TAX REPORT 2008 Collected Budget Balance Budget to Date Balance Percent $ 4,467,750 $2,654,655 (1,813,095) 40.58% MONTH Fiscal Year 2006 Actual Percent Increase/ Decrease Fiscal Year 2007 Actual Percent Increase/ Decrease Fiscal Year 2008 Actual Percent Increase/ Decrease October $461,119 120.83% $304,276 -34.01 % $334,143 9.82% November 258,824 9.91 % 308,020 19.01 % 376,231 22.14% December 371,963 10.52% 523,323 40.69% 536,434 2.51% January 246,180 11.18% 290,761 18.11% 362,682 24.74% February 235,970 14.60% 301,199 27.64% 299,335 -0.62% March 336,357 13.96% 382,088 13.60% 382,776 0.18% April 303,289 22.98% 311,411 2.68% 363,054 16.58% May 314,379 27.94% 359,218 14.26% - -100.00% June 422,323 50.52% 389,658 -7.73% - -100.00% July 255,215 15.79% 348,010 36.36% - -100.00% August 311,137 23.07% 329,686 5.96% - -100.00% September 340,310 23.270% 374,5027 10.05°/u - -100.00% $4,222.177 $2,654,655 TOTAL $3 857 066 Three Year Revenue Comparison by Month $600,000 $500,000 $400,000 $300,000 $200, 000 $100,000 $0 O� O� 01 0o O`b Oo 00 00 00 0o O§1 SP OPT \o� o�c �a� ��� lac PQr �a� Iss"ZI �� P�� IPQ 0 Fiscal Year 2006 Actual 0 Fiscal Year 2007 Actual ❑ Fiscal Year 2008 Actual Actual Budget 2007 2008 October $ 304,276 $ 321,974 $ November $ 308,020 $ 325,935 $ December $ 523,323 $ 553,761 $ January $ 290,761 $ 307,672 $ February $ 301,199 $ 318,718 $ March $ 382,088 $ 404,311 $ April $ 311,411 $ 329,524 $ May $ 359,218 $ 380,111 $ June $ 389,658 $ 412,322 $ July $ 348,010 $ 368,251 $ August $ 329,686 $ 348,861 $ September $ 374,527 $ 396,311 $ TOTAL $ 4,222,177 $ 4,467,750 $ Actual Estimated (budget-est.) % 2008 2008 Difference Change 334,143 $ 334,143 $ 12,169 3.78% 376,231 $ 376,231 $ 50,296 15.43% 536,434 $ 536,434 $ (17,327) -3.13% 362,682 $ 362,682 $ 55,010 17.88% 299,335 $ 299,335 $ (19,383) -6.08% 382,776 $ 382,776 $ (21,535) -5.33% 363,054 $ 363,054 $ 33,530 10.18% - $ 380,111 $ - 0.00% - $ 412,322 $ - 0.00% - $ 368,251 $ - 0.00% - $ 348,861 $ - 0.00% - $ 396,311 $ - 0.00% 2.654,655 $ 4,560,511 $ 92,761 CITY OF SOUTHLAKE MEMORANDUM To: Crime Control & Prevention Board of Directors From: Jim C. Blagg, Assistant City Manager/Director of Public Safety Subject: Administrative Comments • Update on DPS Headquarters Public Art - Public Art proposals. Members of the Crime Control subcommittee for Public Art for the new DPS facility met last Tuesday (6/17) to review proposals by 20 artists. There are two components to the art that was requested for proposal and that includes sculptures (bronzes) for the front entrance to the facility and an internal courtyard. It also includes paintings or a mural in the main lobby area of the facility. The Crime Control Board had asked for DPS (Fire/Police/EMS) related concepts, but the first phase was to identify artists that we would like to see specific proposals from. A "Call to Artists" was released in April and proposals were due by May 30th, and as indicated above 20 artists responded. We asked that all the proposals (and resume) be included in a PowerPoint presentation on CD or DVD. The proposals were then placed on a webpage http://catalog.southlake.lib.tx.us/polaris/dpsart for review by the committee. Seven artists were picked to provide specific proposals to the committee and that includes several artists that are painters and the remainder sculpts. Letters will be sent out this week to each of the 20 artists that applied either thanking them for providing a proposal or asking the seven chosen ones to provide a more specific proposal. The general timeline is as follows: Artists that were chosen will be given until the end of August to respond with a specific proposal for the project. September the Crime Control Subcommittee chooses artist(s) for the project and contracts drawn up to be reviewed Crime Control and the Southlake Arts Council advisory board. October the Crime Control Board and Southlake Arts Council review chosen artists and recommend to City Council for one of their November meetings. November City Council receives recommendations and contract to be approved. Following signing of contract the artist(s) begin work on the project for future delivery to site. This timeline would give the artist(s) at least a year to complete the project. This project is a coordinated effort between the Crime Control Board and the Southlake Arts Council advisory board. The Artists that have been asked to provide a specific proposal are the following: Liz Bonham (Southlake resident) Dennis Farris Archie St. Clair Rachel Black Eric Kaposta Yinq Qian Susie Chisholm CITY OF SOUTHLAKE MEMORANDUM To: Crime Control & Prevention District Board of Directors From: Jim C. Blagg, Assistant City Manager/Director of Public Safety Subject: Discussion and Direction from Board Regarding Design of North DPS Facility Action Requested: Direction from the Board to negotiate a contract for the design of the North DPS Facility Background Information: In 2005 when the decision was made to move the location of the DPS Headquarters from the North DPS property to Town Square it was understood that DPS still needed a training facility at the North site. Along with the North training facility, there is a need for a third Fire and EMS facility in order to reduce the response times to areas north of SH 114. The Crime Control Board has contract with RPGA Design Group, Inc. for the architectural and engineering services for the DPS Headquarters which is under construction currently. DPS has had a tremendous relationship with RPGA. They have been responsive to every issues we have raised and have worked with us to resolve any problem. Financial Considerations: ANTICIPATED PRELIMINARY PROGRAM: Fire Station: 3 drive through apparatus bays - 5,000 sf Living 6,000 sf Class room Training: 10,000 sf (5,000 sf per floor — 2 story) Below Grade Firing Range 11,000 sf Training Course 75,000 sf outdoor pavement Training Tower 1,400 (4 story) TOTAL BUILDING SQUARE FOOTAGE 33,400 SF For this exercise we will use the average of $267.50 per square foot. 33,400 x $267.50/sf = $8,934,500.00 TYPICAL FEES: III. Compensation: A. Based on our understanding of the scope of services to be performed the fees are as stated below. If during the development of the project changes are made to the scope and/or construction budget of the project, the fees will be subject to revision. Fees as quoted are good for a period of (90) ninety days from the date of the formalized proposal. Consultant Fees Owner agrees to pay the Architect for all professional services rendered under this agreement. The Architect's fee for Basic Services shall be 8% of the Final Owner Approved Construction Cost plus Owner requested Alternates not included in the Final Construction Cost; plus reimbursable expenses. Pre -Design Services Needs Assessment/Validation - Assume NOT needed for this project Programming Survey/Re-Survey $ OWNER Platting/Re-Platting $ OWNER Basic Services — 8% of $8,934,500.00 (Construction Budget) Program Verification Architectural Interior Design (excluding FF&E) Structural Engineering M.E.P. Engineering Construction Administration with Basic Services ADA Compliance TAS (TDLR) Compliance COMcheck Compliance Additional Services Civil Engineer with Construction Administration ,$ 714,760.00 $ 129,500.00 Landscape Architect / Irrigation with Construction Administration $ 12,500.00 Geotechnical Engineering $ OWNER Environmental Phase 1 and Phase 2 (If Required) $ OWNER Total Anticipated Consultant Fees S 856,760.00 Reimbursable Expenses — As needed for Project Furniture, Fixtures and Equipment (FF&E) 33,400 x $18.00/sf $ 601,200.00 Selection, Specification and Procurement $ 24,300.00 TOTAL FF&E $ 625,500.00 Initial Total Project Estimate Citizen Input/ Board Review: N/A Legal Review: N/A $11,131,520.00 Alternatives: Select another architect to negotiate with Develop a RFP and select an architect to negotiate with Supporting Documents: N/A Staff Recommendation: Negotiate a contract for the North facility design with RPGA Design Group, Inc. ANTICIPATED PRELIMINARY PROGRAM: Fire Station: 3 drive through apparatus bays - 5,000 sf Living 6,000 sf Class room Training: Below Grade Firing Range Training Course pavement Training Tower 10,000 sf (5,000 sf per floor — 2 story) 11,000 sf 75,000 sf outdoor 1,400 (4 story) TOTAL BUILDING SQUARE FOOTAGE 33,400 SF For this exercise we will use the average of $267.50 per square foot. 33,400 x $267.50/sf= $8,934,500.00 TYPICAL FEES: M. Compensation: A. Based on our understanding of the scope of services to be performed the fees are as stated below. If during the development of the project changes are made to the scope and/or construction budget of the project, the fees will be subject to revision. Fees as quoted are good for a period of (90) ninety days from the date of the formalized proposal. Consultant Fees Owner agrees to pay the Architect for all professional services rendered under this agreement. The Architect's fee for Basic Services shall be 8% of the Final Owner Approved Construction Cost plus Owner requested Alternates not included in the Final Construction Cost; plus reimbursable expenses. Pre -Design Services Needs Assessment/Validation - Assume NOT needed for this project Programming Survey/Re-Survey Platting/Re-Platting Basic Services — 8% of $8,934,500.00 (Construction Budget) Program Verification Architectural Interior Design (excluding FF&E) Structural Engineering M.E.P. Engineering Construction Administration with Basic Services ADA Compliance TAS (TDLR) Compliance COMcheck Compliance Additional Services OWNER OWNER .$ 714, 760.00 Civil Engineer with Construction Administration $ 129,500.00 Landscape Architect / Irrigation with Construction Administration $ 12,500.00 Geotechnical Engineering $ OWNER Environmental Phase 1 and Phase 2 (If Required) $ OWNER Total Anticipated Consultant Fees $ 856,760.00 Reimbursable Expenses — As needed for Project Furniture, Fixtures and Equipment (FF&E) 33,400 x $18.00/sf $ 601,200.00 Selection, Specification and Procurement $ 24,300.00 TOTAL FF&E $ 625,500.00 Initial Total Project Estimate $11,131,520.00 ANTICIPATED PRELIMINARY PROGRAM: Fire Station: 3 drive through apparatus bays - 5,000 sf Living 6,000 sf Class room Training: 10,000 sf (5,000 sf per floor — 2 story) Below Grade Firing Range Training Course pavement Training Tower TOTAL BUILDING SQUARE FOOTAGE For this exercise we will use the average of $267.50 per square foot. 33,400 x $267.50/sf= TYPICAL FEES: M. Compensation: 11,000 sf 75,000 sf outdoor 1,400 (4 story) 33,400 SF $8,934,500.00 A. Based on our understanding of the scope of services to be performed the fees are as stated below. If during the development of the project changes are made to the scope and/or construction budget of the project, the fees will be subject to revision. Fees as quoted are good for a period of (90) ninety days from the date of the formalized proposal. Consultant Fees Owner agrees to pay the Architect for all professional services rendered under this agreement. The Architect's fee for Basic Services shall be 8% of the Final Owner Approved Construction Cost plus Owner requested Alternates not included in the Final Construction Cost; plus reimbursable expenses. Pre -Design Services Needs Assessment/Validation - Assume NOT needed for this project Programming Survey/Re-Survey $ OWNER Platting/Re-Platting $ OWNER Basic Services — 8% of $8,934,500.00 (Construction Budget) .$ 714,760.00 Program Verification Architectural Interior Design (excluding FF&E) Structural Engineering M.E.P. Engineering Construction Administration with Basic Services ADA Compliance TAS (TDLR) Compliance COMcheck Compliance Additional Services Civil Engineer with Construction Administration $ 129,500.00 Landscape Architect / Irrigation with Construction Administration $ 12,500.00 Geotechnical Engineering $ OWNER Environmental Phase 1 and Phase 2 (If Required) $ OWNER Total Anticipated Consultant Fees $ 856,760.00 Reimbursable Expenses — As needed for Project Furniture, Fixtures and Equipment (FF&E) 33,400 x $18.00/sf $ 601,200.00 Selection, Specification and Procurement $ 24,300.00 TOTAL FF&E $ 625,500.00 Initial Total Project Estimate $11,131,520.00 July 2, 2008 Mr. Jim Blagg City of Southlake 1400 Main Street — Suite 460 Southlake, Texas Re: Southlake DPS Southlake, Texas Construction Update Dear Mr. Blagg: The office staff part of the project team has been concentrating on processing Requests for Information (RFI's) and issuing that information to the affected trades working on the site. We have a new employee on site, Michelle Hathaway, and we want to welcome her to the project team. A new project schedule now exists and is hanging on the field office wall and will be issued to all sub contractors involved in the project. I transmitted this schedule to you yesterday. The foundation work at the bottom level is progressing nicely. The under ground plumbing and utilities are just about complete in this area. Underground electrical is going in as well. One of two lifts of lime stabilization is done on the new Division Street with the second lift scheduled for next week. Roads are one of our priorities due to required access to jobsite. We are pleased with the response of all the trades working at this time and we appear to be on schedule at this point. We will be seeing the large basement wall construction in the next weeks which will allow us to backfill and start the foundation on the ground or street level under Firehouse #1. Division Street construction will continue. It is hard to see the progress from Carroll and so much of it is underground, but we are progressing nicely and it will not be long until we will see structure in the air. In the mean time we plan to make good use of this dry weather that has been predicted. Please see the attached photos for your use and distribution. Respectfully Submitted Lee Lewis Construction, Inc. Mike Morgan Senior Project Manager y h Wh m' Y 2 _ - t a x Page 1 of 1 file://C:\Documents and Settings\mrodriguez\Local Settings\Temporary Internet Files\OLK... 7/2/2008 Page 1 of 1 file://M:\Phot #3 7/2/2008 9 CITY OF SOUTHLAKE MEMORANDUM July 3, 2008 TO: Crime Control and Prevention Board FROM: Jim Blagg, Assistant City Manager/Director of Public Safety SUBJECT: Approval of contract with Red Moon, Inc for the purchase, installation, and maintenance of a security camera and archival system in the amount of $328,362. Action Requested: Approval of contract with Red Moon, Inc for the purchase, installation, and maintenance of a security camera and archival system in the amount of $328,362. Background Information: With the growth and development of Town Square, a security camera system is needed to monitor events and deter crime in this high density area or retail and residential development. This contract is the second phase of a comprehensive camera system that will be used to monitor and record the activities in the Town Square area. The system defined in this contract is a twenty seven (27) camera system utilizing 80gHz wireless transmission and an archival system that will maintain up to 30 days of video. The system is intended to deter crime, assist in monitoring special events, deploying officers during times of high activity, and recording data for criminal prosecution. We advertised for bid proposals and held a pre -bid meeting. Three companies attended the pre -bid meeting but only one (Red Moon, Inc.) submitted a bid. Red Moon Inc. performed the work for Phase I of this project and has installed similar camera systems in Grand Prairie and Highland Village. They have a good reputation in the area and have been good to work with in the first phase. July 3, 2008 Page 2 Financial Considerations: The cost for the camera system is $313,361.73. An additional cost for cleaning and maintenance of the cameras for one year is $15,000 making a total cost of 328,362. This includes a total of 27 cameras (both pan -tilt -zoom and fixed) with an archival system that holds up to thirty (30) days of video. The total cost also includes semi-annual cleaning of the cameras for the first year, and manufacturers warranty on all equipment. This is within the budgeted amount for this project. Citizen Input/ Board Review: Crime Control and Prevention District will provide funding for this project. The Crime Control and Prevention District Board has provided input and recommended approval for the funding of this purchase. Legal Review: Legal staff has reviewed, modified, and approved the contract with Red Moon, Inc. Alternatives: Alternatives that exist are; (1) Deny the purchase of the camera system. (2) Modify the proposed contract and scope of system. Supporting Documents: Contract Staff Recommendation: Approve the contract with Red Moon, Inc. for the purchase, installation, and maintenance of a security camera and archival system. CONTRACT FOR PURCHASE OF GOODS AND/OR SERVICES THIS CONTRACT is made and entered into this the day of 2008, by and between the City of Southlake, Texas, a Municipal corporation located in Tarrant and Denton Counties, Texas, (hereinafter called City), acting through its duly authorized City Manager, Shana Yelverton and RedMoon, Inc., located in Plano, Collin County, Texas, (hereinafter called Company), acting by and through its duly authorized agent. WITNESSETH: That for and in consideration of the mutual covenants hereinafter set forth, the City and Company agree as follows: I. DESCRIPTION OF GOODS AND/OR SERVICE The City agrees to purchase and the Company agrees to provide all of the goods and/or services as specified in the contract documents, such goods and/or services generally described as follows: Expansion of Existing Video Camera System — Purchase, Deliver, and Install Video Cameras, Video Monitoring and Archival System Citywide and Provide `On -Site' Training on Equipment and System BRN.• RFB0803C32OWG800019 for the total bid sum of Three Hundred Thirty Thousand Nine Hundred Eighty Six dollars and Seventy Three cents ($330,986.73), paid in current funds at the unit or total prices, at COMPANY'S own proper cost and expense, including all materials, supplies, machinery, equipment, tools, superintendence, labor, insurance, bonds and other accessories and services necessary to complete delivery of same, in accordance with the contract documents, hereinafter defined, and subject to such additions and deductions as provided therein. II. CONTRACT DOCUMENTS The Contract Documents shall consist of this written agreement or Contract, the attached Request for Bids (RFB 0803C320WG800019) and Addendum Number 1, and the attached bid submitted by Company. The Contract Documents constitute the entire agreement between the City and Company, and all are as fully a part of the Contract as if attached to and repeated in this agreement. The Contract Documents may be altered, amended or modified only as provided herein. III. PURCHASE/WORK ORDER The goods and/or services to be provided under this Contract shall be commenced by Company upon final execution of this Contract and on a date to be specified in a written "Purchase Order" or "Work Order"(whichever applicable), in accordance with the Contract Documents. Time is of the essence for this Contract. 1 IV. DELIVERY OF PRODUCTS AND/OR SERVICES A. Payment Terms: All payments shall be net 30 days upon receipt of invoice. B. Warranty of Products and Services: All products furnished under this Contract shall be warranted to be merchantable and good quality and fit for the purposes intended as described in the Contract Documents, to the satisfaction of City and in accordance with the specifications, terms, and conditions of the Scope of Services, and all services performed shall be warranted to be of a good and workmanlike quality, in addition to, and not in lieu of, any other express written warranties provided. C. Late Delivery or Performance: If Company fails to deliver acceptable goods or services within the timeframes established in the Project Schedule, the City shall be authorized to purchase the goods or services from another source and assess any increase in costs to Company, who agrees to pay such costs within ten days of invoice. D. FOB (delivery charges): All products offered shall be FOB final destination, with all delivery charges to be prepaid by Company. The City does not accept C.O.D. or collect shipments. The contract price includes all charges, including delivery, installation and set-up fees. All packing, crating, or other debris resulting from the delivery or set-up of the commodity purchased shall be removed and properly disposed by Company at no additional cost to the City. E. Excess or Incorrect Commodities: Products or materials delivered in error or in excess of the quantity ordered shall be returned at the Company's expense, unless otherwise agreed to in writing by the City. F. Title to Goods and Risk of Loss: For goods to be provided by Company hereunder, if any, the title and risk of loss of the goods shall not pass to City until City actually receives, takes possession, and accepts the goods and the installation of such goods, has tested the system, and determined that it is in good and acceptable working order. V. FINANCIAL RESPONSIBILITY A. Insurance: Company, consistent with its status as an independent contractor, shall carry, and shall require any of its subcontractors to carry, at least the following insurance in such form, with such companies, and in such amounts (unless otherwise specified) as City may require: i. Worker's Compensation and Employer's Liability insurance, including All States Endorsement, to the extent required by federal law and complying with the laws of the State of Texas; ii. Commercial General Liability insurance, including Blanket Contractual Liability, Broad Form Property Damage, Personal Injury, Completed Operations/Products Liability, Premises Liability, Medical Payments, Interest of Employees as additional insureds, and Broad Form General Liability Endorsements, for at least One Million Dollars ($1,000,000) Combined Single Limit Bodily Injury and Property Damage on an occurrence basis; 2 iii. Comprehensive Automobile Liability insurance covering all owned, non -owned or hired automobiles to be used by the Company, with coverage for at least One Million Dollars ($1,000,000) Combined Single Limit Bodily Injury and Property Damage. B. Indemnification: Company agrees to defend, indemnify and hold harmless the City, all of its officers, Council members, agents and employees from and against all claims, actions, suits, demands, proceedings, costs, damages and liabilities, including reasonable attorneys' fees, court costs and related expenses, arising out of, connected with, or resulting from any acts or omissions of Company or any agent, employee, subcontractor, or supplier of Company in the execution or performance of this Contract without regard to whether such persons are under the direction of City agents or employees. The Company agrees to protect and indemnify the City, all of its officers, Council members, agents and employees, from all claims, actions, suits, demands, proceedings, costs, damages and liabilities, including reasonable attorneys' fees, court costs and related expenses, arising out of any alleged infringement of patents or copyrights arising from the Company's performance under the Contract, including attorneys' fees and court costs. C. Indemnity for Intellectual PropertX: Company hereby warrants that the use or sale of the products, materials and services delivered hereunder will not infringe on the rights of any trade secrets, patent, copyright, registered trademark, or other intellectual property by right covering such materials and Company agrees to indemnify and hold harmless the City for any and all costs, expenses, judgments, and damages which the City may have to pay or incur. D. Bond Requirements: Prior to the commencement of work under this Contract, Company shall deliver to the City the following bonds issued by a good and sufficient surety licensed by the State of Texas and satisfactory to the City: i. A performance bond in the amount of 100% of the total contract amount insuring full, faithful, and prompt performance of the responsibilities contained in this contract within the time parameters provided herein. VI. MISCELLANEOUS A. Independent Contractor: Company agrees that Company and Company's employees and agents have no employer -employee relationship with City. Company agrees that City shall not be responsible for the Federal Insurance Contribution Act (FICA) payments, Federal or State unemployment taxes, income tax withholding, Workers Compensation Insurance payments, or any other insurance payments, nor will City furnish any medical or retirement benefits or any paid vacation or sick leave. COMPANY further agrees that it shall at all times exercise reasonable precautions on behalf of, and be solely responsible for, the safety of its officers, agents, employees, subcontractors, licenses, invitees and other persons, as well as their property, while engaged in the delivery of such purchases and/or services pursuant to this Contract or while on City's premises where the services are being provided. It is expressly understood and agreed that CITY shall not be liable 3 or responsible for the negligence of COMPANY, including but not limited to its officers, agents, employees, subcontractors, licensees, invitees, and other persons. B. Assi ents: The rights and duties awarded herein shall not be assigned to another without the written consent of the Purchasing Manager. Such consent shall not relieve the assignor of liability in the event of default by the assignee. C. Liens: Company shall indemnify and save harmless the City against any and all liens and encumbrances for all labor, goods, and services which may be provided to the City by Company, or Company's vendor(s), and if the City requests, a proper release of all liens or satisfactory evidence of freedom from liens shall be delivered to the City. D. Gratuities / Bribes: Company certifies that no bribes in the form of entertainment, gifts, or otherwise, were offered or given by Company, or its agent or representative, to any City officer, employee or elected representative, with respect to this RFB or any contract with the City, and that if any such bribe is found to have been made this shall be grounds for voiding of the contract E. Financial Participation: Company certifies that it has not received compensation from the City to participate in preparing the specifications or RFB on which make up the Contract Documents and acknowledges that this Contract may be terminated and/or payment withheld if this certification is inaccurate. F. Required Licenses: Company certifies that it holds all licenses required by the State of Texas for a provider of the goods and/or services described in the Contract Documents. G. Compliance with Applicable Law: Company agrees that this Contract will be subject to, and Company will strictly comply with, all applicable federal, state, and local laws, ordinances, rules, and regulations. H. Condition of Premises: City assumes no responsibility or liability for harm, injury, or any damaging events which are directly or indirectly attributable to premise defects, real or alleged, in the vicinity where the purchases and/or services are to be delivered by Company under this Contract, which may now exist or which may hereafter arise upon the premises, responsibility for any and all such defects being expressly assumed by Company. Company understands and agrees that this indemnity provision shall apply to any and all claims, suits, demands, and/or actions based upon or arising from any such premise defects or conditions, including but not limited to any such claim asserted by or on behalf of Company, including but not limited to its officers, agents, employees, subcontractors, licensees, invitees, and other persons. It is further agreed with respect to the above indemnity, that City and Company will provide the other prompt and timely notice of any event covered which in any way, directly or indirectly, contingently or otherwise, affects or might affect the Company or City, and City shall have the right to compromise and defend the same to the extent of its own interests. I. Governing Law and Venue: The parties agree that the laws of the State of Texas shall apply to and govern this Contract and venue for any legal proceeding shall be in Tarrant County, Texas. Modification: This Contract may not be altered; modified or amended except in writing properly executed by the parties. 4 VI. TERMINATION City shall have the right to cancel this Contract if Company fails to provide the goods and/or services in accordance with the Contract Documents after giving seven-(7) day's prior written notice. Irrespective of which parry shall effect termination or the cause therefore, City shall within thirty-(30) days of termination compensate Company for any delivery of goods and/or services made up to the time of termination. No amount shall be due for lost or anticipated profits. Notwithstanding anything in this contract to the contrary, all obligations of City under this contract are subject to the appropriation of sufficient funds for such obligations by City's governing body. If City's governing body shall fail to appropriate funds sufficient to pay for City's obligations under this contract for an upcoming fiscal year during the term of the contract, the contract shall terminate automatically at the conclusion of the last City fiscal year for which funds have been appropriated. IX. DISCRIMINATION REGULATIONS Company, in the execution of this Contract and particularly in the employment practices engaged in by Company, agrees that it will not discriminate on the basis of race, color, religion, national origin, sex, age, handicap or disability. X. NOTIFICATION All notices and communications required herein shall be personally delivered or mailed to the other parry by United States certified mail, return receipt requested. Unless otherwise changed in writing by the respective parry, notice intended for Company shall be sent to the Company's address as shown on Company's Proposal; notice intended for City shall be sent to: Attention; Purchasing Manager, City of Southlake, 1400 Main Street, Suite 440, Southlake Texas 76092. Mailed notices shall be deemed to have been received three-(3) days after mailing. IN WITNESS WHEREOF, City and Company have executed this Contract in six (6) counterparts, each of which shall be deemed an original, the day and year first written above. 5 CITY OF SOUTHLAKE (City) By: City Manager ATTEST By: City Secretary REDMOON, INC. (Company) By: Bryan Thompson Printed Name: Printed Title: Phase If Camera Locations .::............................... c7 _X....wr.e�..:.rr'4��_ .. _....... -lLs .�:r .-........._..._.._.._. "�'.-��'-Rye -'-�_•.-c..' Cf,'Y--''�'.y,Y :R_�.�i: - Z � vim: ► 4r.:::� �:...:: �yY AU Request for Resources Crime Control and Prevention District: Fiscal Year 2009 Manage the Business (B5) Manage the Business (B5) Provide Financial Stewardship Provide Financial Stewardship Manage the Business (B5) Manage the Business (B5) Surveillance Media Conversion System $ 35,000 Property and Evidence processing software $ 25,000 Continue the construction of DPS headquarters v $ 7,040,250 �V Fund Public Art forDPSV ' /40 7� headquarters building �_G 5 iv4 nll G! $ 285,000 Fund Fiber Optic Connection to DPS West $ 75,000 Fund Ten (10) Ruggedized Laptops $35,000 r_. SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT 1/2% SALES TAX REPORT 2008 Collected Budget Balance Budget to Date Balance Percent $ 4,467,750 $2,654,655 (1,813,095)-40.58% MONTH Fiscal Year 2006 Actual Percent Increase/ (Decrease) Fiscal Year 2007 Actual Percent Increase/ Decrease Fiscal Year 2008 Actual Percent Increase/ Decrease October $461,119 120.83% $304,276 -34.01% $334,143 9.82% November 258,824 9.91 % 308,020 19.01 % 376,231 22.14% December 371,963 10.52% 523,323 40.69% 536,434 2.51% January 246,180 11.18% 290,761 18.11% 362,682 24.74% February 235,970 14.60% 301,199 27.64% 299,335 -0.62% March 336,357 13.96% 382,088 13.60% 382,776 0.18% April 303,289 22.98% 311,411 2.68% 363,054 16.58% May 314,379 27.94% 359,218 14.26% - -100.00% June 422,323 50.52% 389,658 -7.73% - -100.00% July 255,215 15.79% 348,010 36.36% - -100.00% August 311,137 23.07% 329,686 5.96% - -100.00% September 340,310 23.27% 374,527 10.05% - -100.00% $4,222,177 $2,654,655 TOTALI $3,857,066 $600,000 $500,000 $400, 000 $300,000 $200, 000 $100,000 $0 Three Year Revenue Comparison by Month O I O� O'A 00 00 Q0 00 00 00 O� 00 00 x�aA ❑ Fiscal Year 2006 Actual ❑ Fiscal Year 2007 Actual ❑ Fiscal Year 2008 Actual Actual Budget 2007 2008 October $ 304,276 $ 321,974 $ November $ 308,020 $ 325,935 $ December $ 523,323 $ 553,761 $ January $ 290,761 $ 307,672 $ February $ 301,199 $ 318,718 $ March $ 382,088 $ 404,311 $ April $ 311,411 $ 329,524 $ May $ 359,218 $ 380,111 $ June $ 389,658 $ 412,322 $ July $ 348,010 $ 368,251 $ August $ 329,686 $ 348,861 $ September $ 374,527 $ 396,311 $ TOTAL $ 4,222,177 $ 4,467,750 $ Actual Estimated (budget-est.) % 2008 2008 Difference Change 334,143 $ 334,143 $ 12,169 3.78% 376,231 $ 376,231 $ 50,296 15.43% 536,434 $ 536,434 $ (17,327) -3.13% 362,682 $ 362,682 $ 55,010 17.88% 299,335 $ 299,335 $ (19,383) -6.08% 382,776 $ 382,776 $ (21,535) -5.33% 363,054 $ 363,054 $ 33,530 10.18% - $ 380,111 $ - 0.00% - $ 412,322 $ - 0.00% - $ 368,251 $ - 0.00% - $ 348,861 $ - 0.00% - $ 396,311 $ - 0.00% 2,654,655 $ 4,560,511 $ 92,761 SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT 1/2% SALES TAX REPORT 2008 Collected Budget Balance Budget to Date Balance Percent $ 4,467,750 $2,654,655 (1,813,095)-40.58% Fiscal Year Percent Fiscal Year Percent Fiscal Year Percent 2006 Increase/ 2007 Increase/ 2008 Increase/ MONTH Actual (Decrease) Actual (Decrease) Actual (Decrease) October $461,119 120.83% $304,276 -34.01 % $334,143 9.82% November 258,824 9.91% 308,020 19.01% 376,231 22.14% December 371,963 10.52% 523,323 40.69% 536,434 2.51 % January 246,180 11.18% 290,761 18.11% 362,682 24.74% February 235,970 14.60% 301,199 27.64% 299,335 -0.62% March 336,357 13.96% 382,088 13.60% 382,776 0.18% April 303,289 22.98% 311,411 2.68% 363,054 16.58% May 314,379 27.94% 359,218 14.26% - -100.00% June 422,323 50.52% 389,658 -7.73% - -100.00% July 255,215 15.79% 348,010 36.36% - -100.00% August 311,137 23.07% 329,686 5.96% - -100.00% September 340,310 23.27% 374,527 10.05% - -100.00% TOTALI $3 857 066 $4 222 177 $2 654 655 Three Year Revenue Comparison by Month ' $600, 000 $500,000 � I $400,000 $300,000 - - $200,000 - 1 $100,000 - $0 I Q) Q\ Q\ Q% Q% QQ 00 Q§1 QQ 00 00 QQ de �' Oeo _ems '(e� �mc PQt �a1 SJc 0 Fiscal Year 2006 Actual ® Fiscal Year 2007 Actual ❑ Fiscal Year 2008 Actual Actual Budget Actual Estimated (budget-est.) % 2007 2008 2008 2008 Difference Change October $ 304,276 $ 321,974 $ 334,143 $ 334,143 $ 12,169 3.78% November $ 308,020 $ 325,935 $ 376,231 $ 376,231 $ 50,296 15.43% December $ 523,323 $ 553,761 $ 536,434 $ 536,434 $ (17,327) -3.13% January $ 290,761 $ 307,672 $ 362,682 $ 362,682 $ 55,010 17.88% February $ 301,199 $ 318,718 $ 299,335 $ 299,335 $ (19,383) -6.08% March $ 382,088 $ 404,311 $ 382,776 $ 382,776 $ (21,535) -5.33% April $ 311,411 $ 329,524 $ 363,054 $ 363,054 $ 33,530 10.18% May $ 359,218 $ 380,111 $ - $ 380,111 $ - 0.00% June $ 389,658 $ 412,322 $ - $ 412,322 $ - 0.00% July $ 348,010 $ 368,251 $ - $ 368,251 $ - 0.00% August $ 329,686 $ 348,861 $ - $ 348,861 $ - 0.00% September $ 374,527 $ 396,311 $ - $ 396,311 $ - 0.00% TOTAL $ 4,222,177 $ 4,467,750 $ 2,654,655 $ 4,560,511 $ 92,761 Table of Contents I. Departmental Overview Il. Strategy and Planning III. Service Delivery IV. Request for Resources V. Department Work Plan 2 Departmental Overview Overview of Department: The City of Southlake began providing police services in 1956 protecting a small community. By the early 1970's the department was protecting a population of 4,000 people. As the city continued to grow, so did the department. Southlake experienced growth in the late 80's that demanded a larger, more involved public safety unit to provide services to 23 square miles. The City of Southlake consolidated police, fire and communications into a Department of Public Safety in October 1990. Today, Southlake DPS is composed of Fire Services, Police Services, and Support Services. Under the leadership of the Director of Public Safety, three divisionscurrently contain 113 employees serving a community of approximately 25,000 citizens. The department has 8 Public Safety Officers (PSO) that are cross -trained to conduct both police and fire functions. These personnel offer Southlake the unique aspect of a mobile delivery force to supplement the staff assigned to a fixed facility during their tour of duty. Crime Control and Prevention District Bud>:et: The Crime Control and Prevention District's budget has grown as the city has developed more retail shopping opportunities. The current adopted budget for FY 2008 is $ 298,605 with a historical growth as shown below: Department of Public Safety FY 2007 FY 2008 FY 2009 Requested $274,954 $ 298,605 $ 455,000 $7,040,250 (CIP) 3 Department's Onzanizational chart: DPSAnalyst/ EM Coordinator Fire Operations Fire Chief Fire Prevention Director of Public Safety Emergency Medical Services / Haz Mat Patrol Police Chief Divisional Assistant Police Operations Criminal Investigations Community Initiatives Professional Standards 2 Personnel Count: Police Services Personnel Number of Positions Police Chief 1 Police Captain 1 Police Lieutenants Police Sergeants Police Corporals Public Safety Officers School Resources Officers (SROs) Investigators Traffic Officers Patrol Officers Field Services Officer Administrative Assistant Investigative Aide Property/Evidence Technician Accreditation Coordinator Training Coordinator 1 Records Coordinator 1 Support Services Personnel Number of Positions DPS Director 1 DPS Analyst/EMS Coordinator 1 5 The Southlake Department of Public Safety will Department based on the foundation of trust. We z achieving the highest standards of safety and securitj those who conduct business in- the t We r a world class lain dedicated to ' r our citizens and vision by providing effective and efficient professional services in partnership with the citizens we serve, real respect and innovative problem solving, thereby the quality of life in our community. 0 Patrol Division: The Southlake Police Services' largest component is the Patrol Division. The Patrol Division is responsible for responding to calls for service, patrolling the streets of Southlake providing a police presence, providing traffic enforcement and presence and dealing with issues within each officer's assigned work area. The Patrol Division is the most visible component of the Police Services and consists of four shifts providing coverage 24 hours a day, seven days a week. Included in the Patrol Division is the Traffic Unit. The Traffic Unit is a seven -person motorcycle unit whose primary focus is traffic enforcement and traffic control. The Traffic Unit is responsible for investigating traffic accidents with serious or life threatening injuries. They investigate all traffic fatalities and have specialized training in accident investigation and reconstruction. The Traffic Unit is also responsible for traffic flow and control at special events or the scene of :accidents. . The Field Services Officer (FSO) is assigned to the Patrol Division and answers to the Patrol Lieutenant. The FSO provides animal control services to the City and responds to calls of animal bites, loose animals, captured animals and injured animals. The K-9 unit is also part of the Patrol Division. At this time, the Southlake DPS has one K-9 unit that provides added flexibility to the Patrol Division. Our K-9 officer and his dog are trained in drug detection and apprehension. They supplement Patrol in narcotics investigation, suspicious traffic stops and suspect apprehension. 7 Criminal Investigations Division: The Investigations Division is comprised of Criminal Investigations, the Property Room and Warrant Services. The Criminal Investigations Unit is comprised of one Sergeant and three Investigators. The Investigators are responsible for investigating offenses that are initially investigated by Patrol Officers. The Investigators try and develop criminal cases, prepare and serve warrants and file cases with the District Attorney's Office. The Property Room is managed by one Property and Evidence Technician and houses all of the evidence that is recovered and submitted by any officer or investigator of the department. The Property Room Technician also handles all found property and is responsible for ensuring that legal procedures are followed for the disposition of property. The Warrant Officer is responsible for serving warrants and serving as the Court Bailiff. The Court Bailiff maintains security in the courtroom and assists the Judge in performing courtroom duties. When not serving as Bailiff, the Warrant Officer attempts to serve warrants or solicits people to pay their fines before he has to serve a warrant related to their charge. The Investigations Division is also responsible for all aspects of Victims Assistance, providing emotional and educational support throughout the criminal prosecution process. Victims with financial aide needs are provided guidance and assistance in obtaining that aide. The Investigative Aide is responsible for the review and distribution of arrest related paperwork. Bonds, disposition paperwork and case filing paperwork are all reviewed and distributed to the appropriate personnel. Any discrepancies in paperwork are addressed with the jail operations supervisor. 8 Community Initiatives Division: The Community Initiatives Division is comprised of the Community Initiatives Unit and the School Resource Officers (SROs). Officers in this division also serve as the Public Information Officers for the department. The Community Initiatives Unit's primary purpose is to enhance the Police Services' relationship with the community of Southlake. This goal is accomplished through crime prevention programs, special programs and literature. It also serves as a point of contact between the community and the Police Services. The School Resource Officers (SROs) provide security in the schools and help to build relationships between students of the community and police services. ,The SROs assist in classroom instruction and provide guidance and leadership to both students and parents to ensure the law is enforced on school campuses. The role of the Public Information Officer (PIO) is to professionally represent the department with the media and the public. The members of the Community Initiative Unit share the role of Public Information Officer. The duties of the PIO include the issuance of news releases, providing news interviews and to ensure accurate information is released to the community. E The Support Services division provides administrative, analytical and emergency preparedness assistance to the Department of Public Safety. Support Services is comprised of 2 positions: Director of Public Safety and DPS Analyst/Emergency Management Coordinator. The Director of Public Safety assumes full management responsibility for all DPS Services. The Director oversees the development and implementation of policies and procedures related to departmental services and operations. As manager of the Department of Public Safety, the Director has the authority and responsibility for the fiscal management of the department. He/she oversees the development and administration of the DPS budget; approves the forecast of funds needed for staffing, equipment, materials and supplies; and approves expenditures and implements budgetary adjustments. The DPS Analyst/Emergency Management Coordinator performs a variety of duties for the Department of Public Safety. DPS Analyst functions focus on providing statistics, research studies, cost/benefit analysis, management studies and,needs assessments in support of the department. The Emergency Management Coordinator oversees the Southlake Emergency Management program. Focusing on areas of disaster mitigation, preparedness and response' and' recovery, this position helps ensure Southlake is adequately prepared, for emergencies or disasters. ffil ey Hesueo Town Square: The Town Square area of Southlake is a unique, vibrant urban center. The Town Square area is a multi -faceted urban center ranging from residences to retail stores to restaurants to a movie theatre. The area serves as the "downtown" of Southlake, and the economic health of this area directly affects the economic health of the City. This area ranges from a few years in age to a few weeks old. At this point, the dynamics of the area are still developing. The Town Square area will present unique challenges to the Police Services in the coming years. Town Square is a high profile area sitting adjacent to a major highway and drawing visitors from miles away. While this is certainly desirable, it is' inevitable that criminals are also drawn to the area. Late night restaurants, movies and taverns coupled with permanent residences brings the possibility of crimes against persons occurring in late night hours. An increase in alcohol related calls can be expected as the number of businesses that serve alcohol increase. Maintaining the image of safety and security 'in the Town Square area is a critical focus for the Police Sf 11 Traffic: The region continues to grow at a rapid rate and the quantity of traffic on Southlake road- ways will continue to increase with the area growth. Southlake has two major through - fares through the City. State Highway 114 is becoming a major artery into Dallas and the Alliance corridor. We have seen dramatic increases in traffic volume on this highway and the volume will continue to increase. State Highway 1709 slices through the middle of Southlake and is used extensively by both local and regional residents. Highway 1709 has been re -surfaced and re -striped to add one additional lane of traffic in each direction. In the next couple of years, construction will begin on medians along the length of Highway 1709 and that construction will adversely affect traffic flow. The continued increase in traffic will result in additional congestion and more traffic accidents. The increase in development along both of the major through -fares will also increase congestion and challenges related to traffic safety and traffic flow. Neighborhood traffic also represents a challenge to the department. As the city has developed, the volume of traffic in neighborhoods has also increased. The safety of our neighborhoods is contingent in part to the adherence of drivers to the traffic laws. 12 Crime: The City of Southlake currently enjoys a very low rate of crime when compared to most cities in a major metropolitan area. As Southlake has developed, it has become higher profiled. While Southlake was once somewhat "invisible", it has become a high profile community of affluence. The development of Town Square draws visitors from many communities and also draws attention from the less desirable elements. As development along Highway 114 continues, the profile of Southlake becomes more prominent and more inviting to criminals. Maintaining a low incidence of crime will be a major challenge for the Southlake DPS. IN Demographics: Southlake has historically been a relatively young community. In 2006, 72% of the residents of Southlake were age 44 or younger and only 3% were age 65 or older. This resulted in a low medical EMS response with trauma and accidents driving ambulance call volume. In 2006 two significant changes occurred that will cause an increase in the older population. The opening of the Brownstones in Town Square will allow empty nesters to stay in Southlake. Also, current development of the Watermere project, a 400 resident adult living community along West FM 1709, will increase our percentage population of older citizens and the medical call volume for EMS. Another item causing a demographic change is the completion of the first hotel in the City. This Hilton property opened in late 2007 and will bring visitors and tourism to Southlake that the City has not realized in the past. 14 Strategy and Planning City Strategic Vision: The City of Southlake's Strategic Vision is defined as follows: SOUTHLAKE VISION Southlake is a vibrant, attractive, safe, healthy and fiscally sound community that epitomizes both economic and environmental sustaino bility. We offer quality neighborhoods and a high standard of living, with abundant opportunities for learning, shopping, working, recreation. and enjoyment of open spaces. City Values: The City of Southlake values are SO INTEGRITY - Being worthy of the pi honestly and respectfully with the following: 's trust in all things. We deal i other and the public at all times. INNOVATION - Valuing progressive thinking, creativity, flexibility and adaptability in service delivery. ACCOUNTABILITY - Taking personal responsibility for our actions or inaction while putting the interests of the taxpayer first. COMMITMENT to EXCELLENCE - Behaving responsively in our de- livery of service to the public. Our work is characterized by its quality and by the diligence with which it is carried out. We proactively seek to solve problems in advance. TEAMWORK - Recognizing the importance of working together to meet our citizen's needs, communicating clearly, sharing resources and information freely. 15 [Gel Departmental Initiatives Manage the Business Strategic Corporate Objective — Optimize the use of technology ► DPS Police Services Initiative Improve the ability to identify suspects caught on video surveillance Focus Strategy Criminal investigations is currently having to utilize the digitizing equipment from a neighboring agency to review surveillance media and attempt to identify suspects caught in video ,surveillance from stores, ATM's and other devices. %y Accountability Indicator ➢ Improve our ability to identify and develop suspect leads gained from surveillance media. • Identify and develop suspect leads on 25% of the reviewed footage. ► DPSTolice Services Initiative Improve the ability to accurately track and inventory property and evidence Focus Strategy The Southlake Police Services handles and process several thousand pieces of property and evidence each year. Having the ability to accurately process, inventory, track, release, and destroy evidence are critical to the efficient and effective service of the properly custodian. The 17 purchase of a software package solely dedicated to property and evidence will ensure we are able to pass any audit conducted on the property room. %y Accountability Indicator Improve the ability of the property custodian to process, track and inventory property and evidence handled by Police Services. Target — Be able to pass an audit at 95% accuracy. Strategic Corporate Objective — Invest to provide and ► DPS Focus Strateg, Police Services`1. school on N. Ca of our new DPS public assets ervices of DPS y working out of temporary offices at a vacant This will allow us to continue the construction ters building. %y Accountability Indicator Continue the construction of the DPS headquarters building Target • Building completed to 90% ► DPS Police Services Initiative Invest in public art for DPS headquarters 18 Focus Strategy Public art is an integral part of the current design of the DPS headquarters building. This initiative will allow artists to be selected and commissioned to provide work for display at DPS headquarters. %y Accountability Indicator Select artist(s) and commission work for inclusion with the DPS headquarters building Target • 100% of artists selected by Q1 of FY 2008. • Final art selection by Q4 of FY 2008. Technology Plan Summary We will continue to use technology and technieal"data to manage our personnel services. We have implemented a new software package for our computer -aided -dispatch (CAD) and our records management system (RMS). We plan to focus on the data being recorded in this system and the data produced out of tile system to better manage our resources. Activity data will assist us in determining workloads, crime trends, staffmg needs and costs involved in special efforts. This data will provide better data in measuring performance and activity. 19 Departmental Work Plan Departmental Accountability Report Police Services has designed five sets of performance measures for patrol, traffic, criminal investigations, community initiatives and professional standards. Patrol Operations Measurements: These measures examine our agency's ability to effectively provide law enforcement service within our community, at the field level ',The goal is to reduce the crime rate within the community and provide unparalleled service to those we serve. We are pro active in our approach to the delivery of law-- enforcement services. We identify problems within the communi and develop attainable solutions to those problems. To accomplish this, effective strategies are developed to improve or maintain our response to crime and crime trends. Accountability is the key; we empower our personnel, assign area responsibilities and clearly define expectations. Traffic Operations Measurements: These measures examine our agencies ability to enhance the safety of our community through active'traffic law enforcement. Our goal is to respond to calls for service as expeditiously as possible; to identify problems and trends, analyze the problem and develop strategies to. effectively address the issue. We will continually re-evaluate our processes and make needed adjustments. Criminal Investigations Operations Measurements: These measures examine our ability to effectively investigate crime that occurs within our community. Our goal is to thoroughly investigate crime as expeditiously as possible. To improve our clearance rate and make appropriate arrests as needed as well as provide assistance to victims of crime, including keeping a victim informed of the process. Criminal Investigations will provide information to other divisions that will aid in reducing crime within our city. Community Initiatives Operations Measurements: These measurements examine our ability to reduce crime through establishing a partnership with the community we serve. Our goal is team building, establishing a connection with our community and developing that connection to attain citizen involvement. Crime prevention is key to the reduction of crime and the fear of crime within our community. Our ability to provide the members of our 21 community with effective crime prevention techniques, plans and solutions is invaluable. Communication is key to the development of a strong professional organization. Community Initiatives provides the department an effective liaison between the community, the news media and schools. Professional Standards Operations Measurements: These measures examine our ability to maintain or improve the professional image of our agency within the community we serve and within the professional community as a whole. The goal is to improve the delivery of law enforcement services by demonstrating our operations are in, and continue to be in compliance with nationally accepted professional standards. We as an agency empower our personnel to carry out specific duties and responsibilities. We as an agency hold ourselves accountable for our actions and inactions. We are open to the community we serve, providing processes for their comments, complaints and questions. We develop b trac q p our personnel y king behavioral trends and intervene when needed. We also provide the necessary training for the performance of their duties. To ensure the community con" id§10have'professional police services we will continually improve the process of recrurtrient and hiring of qualified personnel. 22 Police Services Per Measures Patrol Workload Total Calls for Service Part I Crimes Priority 1 Calls Effectiveness Response time to Priority 1 Calls at 80% Response time to non -emergency calls at 80% Tra tc Workload Motor Vehicle Accidents 2007 7992* 703 Citations 12,417 +6 (703/697) accident scenes 90% Not Tracked Total cases assigned * Data is from 04/01/07—12/31/07 due to CRIMES implementation 695 23 Effectiveness Clearance rate for assigned cases Community Initiatives Workload Community education and awareness presentations Neighborhood watch meetings attend Media releases generated Number of recruitment contacts Effectiveness Increase community participation in Volunteer hour Form new neighborhood watch progr,__ Workload 82% 48 Number of complaints. -.-again I st'DPS."employees 9 Number of commendations.on DPS employees 99 Number of internal training" .'programs provided 2640 Number of open records requests 1713 Number of alarm permits issued 4200 Number of accreditation files reviewed 429 Yo / 2945) Effectiveness Maintain accredited status for Police and Fire Maintained 24 Improve applicant turnout Compliance with mandated training standards In Compliance Compliance with mandatory accreditation standards In Compliance Conclusion The Southlake Department of Public Safety is committed to providing a high level of service to the community. As we continue to utilizeAthe Strategic Focus areas defined by the City Council and work toward meeting the rigorous standards set by DFAI this service delivery will continue. The growth of the City of Southlake will continue to''cause'the Department of Public Safety to face new challenges and we are committed to giving them the full attention they deserve to preserve the quality of life in this community. 25