Item 6E (2) This project has its roots in the campaign to approve the Crime Control tax back in 1997. The need for 3 sites was identified in the literature of that campaign as shown on this slide.
During 1998 and 1999 several key tasks were completed including a site selection process that evaluated an number of sites based on the following criteria: Access Physical characteristics
Environmental criteria Site development criteria Functional criteria Financial criteria Eventually the site at Dove and White Chapel was chosen, although more land had to be purchased
than was originally needed. It was always the intent of the Crime Control Board to do something with the other 22+ acres In 2004 a needs assessment was completed which included the all
of the current elements of the project In 2005 the first homes in Oak Pointe were occupied * Also in 2005 the Matrix consulting group recommended that the DPS HQ be relocated to
the current site, so the development of the North Training Facility was pushed back In 2008 the Crime Control Board and City Council approved funding for the North Training Facility
and selected an architect. In 2009 the Crime Control Board and City Council selected the construction manager at risk and approved the funding for construction. * In November 2009
a joint SPIN Meeting was held on the DPS Training Facility and the North Park project In January 2010 the Planning and Zoning Commission approve the North DPS Facility and because
there were still some community concerns about the project an additional Neighborhood meeting was held * In that meeting there were a number of concerns from the community that we heard
and here is how we have attempted to respond to those concerns. * * * I would like to call on Chief Finn and Chief Starr to discuss the costs of this project and how the community benefits
of this project . Allows practice and shooter improvement programs for weak shooters. Officers remain in city and are available for immediate emergency response. Ability to host specialized
firearms training at no cost to our agency. Improved shooting skills for officers. Allows fire personnel to remain in the city and are available for immediate emergency response. Strategic
recommendation by the Accreditation peer assessment team. Allows fire personnel to train on all aspects of the job, not just live fire training. Multiple purpose facility can be used
by Fire and Police. * * * CCPD campaign highlighted need for three public safety sites - discuss original intended uses for site (fire, police, communications, parking, outdoor training)
From CCPD Evaluation document: “In order to meet the objectives of this strategy, the District incorporated training needs into its evaluation of potential sites and in conceptually
planning the district facilities. Targeted sites were of at least three acres in size to ensure adequate space for both indoor (classroom) and outdoor (field) training activities.
Having training facilities available in the district stations will ensure that training programs can be coordinated without requiring officers to leave their assigned posts. This maximizes
the time available for training. The design of the west facility has fully incorporated training needs. While it is not anticipated that the central facility (located on the north site)
will be built within the initial five-year life of the District, it is anticipated that special attention will be given to developing a facility conducive to the training needs of the
entire Department.” * * * * * * * * * * * Item 7A: North DPS Training Facility Jim C. Blagg Chief Robert Finn Chief Mike Starr Agenda Project Overview and Objectives Background Community
Input and Our Response Community Benefits Questions City of Southlake Strategy Map The City of Southlake provides municipal services that support the highest quality of life
for our residents and businesses. We do this by delivering outstanding value and unrivaled quality in everything that we do. Fulfill Our Mission Live Our Core Values Promote Learning
and Growth Provide Financial Stewardship Serve Our Customers C1 Achieve the highest standards of safety and security C3 Provide attractive and unique spaces for enjoyment of personal
interests C4 Attract and keep top-tier businesses to drive a dynamic and sustainable economic environment C2 Provide travel convenience within City and region B6 Optimize use of technology
B1 Achieve best-in-class status in all City disciplines B5 Improve performance of delivery and operational processes B4 Provide high quality customer service B2 Collaborate with select
partners to implement service solutions F1 Adhere to financial management principles and budget F3 Achieve fiscal wellness standards F4 Establish and maintain effective internal controls
F2 Invest to provide and maintain high quality public assets Manage the Business Safety and Security L2 Enhance leadership capabilities to deliver results L3 Attract, develop and
retain a skilled workforce L1 Ensure our people understand the strategy and how they contribute to it L4 Recognize and reward high performers C5 Promote opportunities for partnerships
and volunteer involvement Deliver on Our Focus Areas Integrity ● Innovation ● Accountability ● Commitment to Excellence ● Teamwork B3 Enhance resident quality of life and business
sustainability through tourism L5 Empower informed decision-making at all levels in the organization Infrastructure Quality Development Mobility Performance Management and Service
Delivery Partnerships and Volunteerism DPS Training / Driving Course UndergroundFiring Range Training Tower Main Building (Fire, EMS, Police, Training Rooms) Background 1997 CCPD campaign
highlighted need for three public safety sites within city 1998 - 1999 Site Selection Process 1999 31.33 Acre Site Purchased* 2003 Oak Pointe Subdivision Approved 2004 Space Needs
Assessment Completed 2005 First homes occupied in Oak Pointe * The site selected is larger than the minimum acreage needed for a central facility, but was the best overall site, and
the price was within budget for the site. Part of the Board’s evaluation included evaluating the possibility of developing the needed portion of the site and selling the remainder for
future other appropriate uses. Background 2005 Matrix Group recommended relocation of Headquarters 2008 CCPD and City Council approved funding for design 2008 CCPD and City Council selected
/ approved architect 2009 CCPD and City Council selected / approved construction manager at risk 2009 CCPD and City Council approved funding for construction Background November 9, 2009
SPIN Meeting (DPS and North Park) – 40 in attendance January 7, 2010 Planning and Zoning Commission recommended approval (6-0) January 28, 2010 Neighborhood Meeting regarding DPS Site
- 26 in attended May 18, 2010 City Council – 1st Reading Community Input and Our Response Residents Said City’s Response Cost “Tower is ugly and height does not fit neighborhood.” Modified
architecture to resemble main building and assessed height of tower $58,244 “Headlights are bright and will shine into house.” Added footwall and landscaping along parking area $78,216
“Driving training is too noisy.” Removed police driver training from site “I don’t want to see the site from my home.” Added solid masonry wall on north and west property lines $214,875
Community Input and Our Response Residents said City’s Response “Firearms range will be noisy and cause pollution.” Range will be underground with three-stage filtration and noise baffling.
“We don’t want to smell and see black smoke and flames from training tower.” Theatrical smoke created by fog machine dissipates quickly and no flames will be visible from the exterior.
Community Input and Our Response Residents said City’s Response “Site development is not in line with master plan.” Site is consistent with 2025 and 2030 land use plans. “Why can’t this
site be just a fire station?” City operates a consolidated Department of Public Safety. Community Benefits Item Cost Benefits Firing Range $2.6 million Cost Avoidance: $31,850 annually
Revenue: $82,250 annually Intangible Benefits Main Building – Fire, EMS $6,679,774 Response times to north district reduced by 6 minutes Fulfills Fire accreditation standards DPS Training
Tower $1.5 million Cost Avoidance: $36,250 Annually Intangible Benefits QUESTIONS? Site Selection Criteria Access Physical characteristics Environmental criteria Site development
criteria Functional criteria Financial criteria 2004 Space Needs Assessment Firing Range Training Tower Before After Modified Tower: 58 ft. Original Tower: 48 ft. 155 ft. Highest Ridge:
42 ft. Highest Ridge: 36 ft. Training Tower Height Comparison CLOSEST PROPERTY: 520 feet EQUIVALENT TO: 4.3: Football fields 11.5: Fire trucks 14.5: School busses
Training Tower North Side View TrainingTower View from Dove Street Honorable Mayor and Members of the City Council I am Jim Blagg ACM and Director of Public Safety – my address is 1400
Main St. Southlake, TX Tonight, Chief Finn, Chief Starr and I will together be making this presentation * Tonight's presentation will take a look at the North DPS Training Facility;
Project overview and objectives Background on how the project got to where it is today We will review the input we got from the community and how we have responded to that input Chief
Finn and Chief Starr will review the benefits that the community will realize from this project; and finally we will respond to any questions the Council may have * * The North DPS Training
Facility responds to a number of our strategic objectives as you see outlined in blue on the City’s Strategy Map including: Achieve the highest standards of safety and security Attract
and keep top-tier business to drive a dynamic and sustainable economic environment Promote opportunities for partnerships and volunteer involvement Invest to provide and maintain high
quality public assets Enhance leadership capabilities to deliver results: and, Attract, develop and retain a skilled workforce This slide shows the entire site development with all
of the components that make up the training facility including the main training building, a fire/ems station, an underground firing range and a DPS training tower * Honorable Mayor
and Members of the City Council I am Jim Blagg ACM and Director of Public Safety – my address is 1400 Main St. Southlake, TX Tonight, Chief Finn, Chief Starr and I will together be making
this presentation * Tonight's presentation will take a look at the North DPS Training Facility; Project overview and objectives Background on how the project got to where it is today
We will review the input we got from the community and how we have responded to that input Chief Finn and Chief Starr will review the benefits that the community will realize from this
project; and finally we will respond to any questions the Council may have * * The North DPS Training Facility responds to a number of our strategic objectives as you see outlined in
blue on the City’s Strategy Map including: Achieve the highest standards of safety and security Attract and keep top-tier business to drive a dynamic and sustainable economic environment
Promote opportunities for partnerships and volunteer involvement Invest to provide and maintain high quality public assets Enhance leadership capabilities to deliver results: and, Attract,
develop and retain a skilled workforce This slide shows the entire site development with all of the components that make up the training facility including the main training building,
a fire/ems station, an underground firing range and a DPS training tower * This project has its roots in the campaign to approve the Crime Control tax back in 1997. The need for 3
sites was identified in the literature of that campaign as shown on this slide. During 1998 and 1999 several key tasks were completed including a site selection process that evaluated
an number of sites based on the following criteria: Access Physical characteristics Environmental criteria Site development criteria Functional criteria Financial criteria Eventually
the site at Dove and White Chapel was chosen, although more land had to be purchased than was originally needed. It was always the intent of the Crime Control Board to do something with
the other 22+ acres In 2004 a needs assessment was completed which included the all of the current elements of the project In 2005 the first homes in Oak Pointe were occupied *
Also in 2005 the Matrix consulting group recommended that the DPS HQ be relocated to the current site, so the development of the North Training Facility was pushed back In 2008 the
Crime Control Board and City Council approved funding for the North Training Facility and selected an architect. In 2009 the Crime Control Board and City Council selected the construction
manager at risk and approved the funding for construction. * In November 2009 a joint SPIN Meeting was held on the DPS Training Facility and the North Park project In January 2010 the
Planning and Zoning Commission approve the North DPS Facility and because there were still some community concerns about the project an additional Neighborhood meeting was held * In
that meeting there were a number of concerns from the community that we heard and here is how we have attempted to respond to those concerns. * * * I would like to call on Chief Finn
and Chief Starr to discuss the costs of this project and how the community benefits of this project . Allows practice and shooter improvement programs for weak shooters. Officers remain
in city and are available for immediate emergency response. Ability to host specialized firearms training at no cost to our agency. Improved shooting skills for officers. Allows fire
personnel to remain in the city and are available for immediate emergency response. Strategic recommendation by the Accreditation peer assessment team. Allows fire personnel to train
on all aspects of the job, not just live fire training. Multiple purpose facility can be used by Fire and Police. * * * CCPD campaign highlighted need for three public safety sites
- discuss original intended uses for site (fire, police, communications, parking, outdoor training) From CCPD Evaluation document: “In order to meet the objectives of this strategy,
the District incorporated training needs into its evaluation of potential sites and in conceptually planning the district facilities. Targeted sites were of at least three acres in
size to ensure adequate space for both indoor (classroom) and outdoor (field) training activities. Having training facilities available in the district stations will ensure that training
programs can be coordinated without requiring officers to leave their assigned posts. This maximizes the time available for training. The design of the west facility has fully incorporated
training needs. While it is not anticipated that the central facility (located on the north site) will be built within the initial five-year life of the District, it is anticipated that
special attention will be given to developing a facility conducive to the training needs of the entire Department.” * * * * * * * * * * *