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2002-06-05SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT ANNUAL PROGRAM EVALUATION The Southlake Crime Control and Prevention District was created by Southlake voters in November 1997 and a half -cent sales tax to fund the District was authorized. Voters dictated that the City Council appoint an independent Board of Directors to oversee the District. The Board of Directors was subsequently appointed by the City Council for the District and began its work in December with the identification of specific strategies for addressing public safety within the city and the development and adoption of a budget to accomplish the strategies. During the course of the initial five- year authorization of the District, the Board and staff worked diligently to address the strategies, as shown below. In February 2002, Southlake voters approved a 15 -year extension of the District. Continuation of the District will provide the funding necessary to pursue the full accomplishment of each of the strategies. State law requires the District to fund an annual evaluation program to study the impact, efficiency, and effectiveness of new or expanded crime control and prevention programs. This report examines each identified strategy for the Southlake Crime Control and Prevention District. Annual Program Evaluation Approved - May 8, 2002 -1- Strategy One: Enhancing Community Safety Through Modern, Efficient Facilities This strategy promotes a safer environment for the community through an increased police presence, particularly in neighborhoods, to deter crime and to reduce the response time for calls for service. Although the geographical size of the city is large at 23 square miles, until recently Department of Public Safety personnel operated out of one facility. The District's initial plan identified the purchase of three sites and the development of two district facilities as its highest priority for the use of crime control funds. Evaluating the District's efficiency and effectiveness in achieving this strategy involves analysis of five major tasks for the District's first four years, including: 1) site evaluation and budgeting, 2) site selection, 3) land acquisition, 4) concept planning, and 5) facility construction. An examination of the District's efforts on these tasks reveals that the District is operating effectively and efficiently, although quantitative measures (i.e., reduction in Part I crimes or response times) cannot yet be analyzed. This evaluation will review the District's initial efforts for acquiring land for the new facilities, planning for their development, and construction. Animal Progi-ain Evaluation Approved - May 8, 2002 -2- Site Evaluation Process. Work began with staff identifying a step-by-step process to determine response times and corresponding target areas, and continued to the selection of twenty-five sites. Upon identification of sites and mapping of response times, all suitable and available tracts were identified for evaluation. Each potential site was evaluated using the following criteria: ■ Access - arterial street capacity, direct site access, proximity to parking, visibility to public/sight lines, proximity to response location, access to two streets; ■ Physical Characteristics - configuration, zoning restrictions, easements, topography, physical constraints, site evaluation, drive-through bays; ■ Environmental - noise, tree loss, contamination potential, risk factors (e.g., flooding), lighting; ■ Site Development - compatibility with adjacent uses, complex planning issues, expansion potential, site assemblage, time constraints, utility availability; ■ Functional - shared services potential, building footprint flexibility; ■ Financial - property values, demolition costs, energy criteria. An evaluation matrix assigning points for each criterion was prepared for each potential site, which helped determine the appropriate sites for serious consideration. Site Selection Process. The District Board and staff reviewed the sites, evaluating each with the identified criteria. Staff then initiated conversation with property owners to determine their willingness to sell, to ascertain purchase terms, and to identify other issues which might affect the ultimate purchase and development of the site. Specific Annual Program Evaluation Approved - May 8, 2002 -3- sites for each of the target areas were identified, and staff was instructed to negotiate purchase contracts for each. Land Acquisition. The Board has been able to successfully purchase tracts of land for two of the three needed sites. Approximately 4.8 acres were purchased for the west site and a 32 -acre tract was purchased for the north site. Acquisition of a three -acre site on the east side of the city has been delayed for the present time, although continued funding through District continuation will provide the needed funds to acquire the site in the near future. This will be accomplished upon completion of an updated risk assessment, currently being conducted by Department of Public Safety personnel. Please see Exhibit A for a location map of sites. Concept Planning_ To determine the utility of the smaller sites, an architectural consultant was hired to assist with site evaluations, as well as to develop conceptual drawings showing the layout of the facility on the sites. These drawings were particularly needed for the smaller southern sites to ensure their viability. Additionally, the Board approved funding necessary to enter into an agreement with an architectural firm to design a facility in compliance with city regulations at the west site. Initial design concepts were presented to the Board in April 2000, and were formally submitted to the City for zoning and concept plan approval. The City Council approved the zoning and site plan for the west site facility on July 18, 2000. Additionally, zoning and concept plan approval was achieved for a 35,813 square -foot residual lot to be sold as a commercial tract. Please see Exhibit B, approved site plan (DPS site), and approved concept plan for the residual lot. Awnial Progr= Evaluation Aprroi,ecl - May 8, 2002 -4- / lO��- During FY2001-02, space planning for the North facility began in earnest. Initial concepts were presented to the board during the February 2001 meeting. This process should be finalized by the end of the fiscal year. Facility Construction. Once approval of the site plan for the West facility was achieved (showing a proposed one-story 21,573 square foot DPS building), city staff, the District Board of Directors, City Council, and Phillip Swager and Associates (architect) went to work to finalize construction plans for the west building. A construction budget of $3,863,681 was approved for the project. Exhibit C shows the final plans developed for the facility. A total of $4.2 million (including architectural fees) was allocated for facility construction. On October 10, 2000, the City opened sealed bids for construction of the project. Eleven bids were received. The low bidder, CMPA, Inc., submitted a base bid of $3,194,000. The District Board approved funding for the project in an amount not to exceed $3.4 million (base bid plus alternatives and contingencies) and City Council entered in to a contract on November 7, 2000 with CMPA, Inc. The City took possession of the building in April 2002, celebrating its grand opening on April 13. Total estimated cost for the building including land, architecture fees, furniture and equipment was $5,100,000. Of that cost, $3,375,000 was approved or construction of the facility, and it is anticipated that the actual cost for construction /S below the budgeted amount by =.r $25,000. Note that funding to staff the facility was requested through the City of Southlake's general fund and, upon approval, provided for staff acquisition and training in advance of the opening of the new facility. Annual Program Evahiation Al)proved - May 8, 2002 As noted previously, a quantitative analysis of the effectiveness and efficiency of the Board's program to meet this strategy cannot be performed at this time. However, the first important steps toward realizing the benefits to be derived from the district facilities have been taken. The first goal set for accomplishing strategy one (evaluating and acquiring sites for optimum delivery of public safety services) is moving toward completion. The opening of DPS West is the first completed project of the district, clearly meeting the objectives of strategy one. Strategy Two: Enhancing Community Safety Through the Use of Modern Technology & Equipment The District Board allocated funding in Year One for the purchase of two fully equipped police patrol vehicles, as well as portable radios and other related equipment needed by the School Resource Officers. The vehicles were purchased through a cooperative purchasing agreement between the Houston -Galveston Area Council of Governments (HGAC). Working through HGAC allowed the City to take advantage of "bulk" buying opportunities. As such, the vehicles were purchased and equipped well within the budget parameters established by the Board. The District has also funded the purchase of portable radios for police use, and recently commissioned a study for the development of a radio master plan for DPS. This plan will guide the development of the city's ultimate radio infrastructure to ensure reliable communication for officers in the field. With renewed attention to homeland security following the terror attacks of September 11, the District has contemplated future funding of equipment to address these Annual Program Evaluation Approved - Maj, 8, 2002 M types of threats. The continuation of District funding will allow the Department to address these equipment needs as well. These equipment needs include field analysis equipment to determine the nature of any chemical, biological, or radiological threat; personal Protective gear to allow officers to function safely in hazardous environments; and intelligence gathering and community notification systems. Strategy Three: Enhanced Community Safety Through Professional Development the District's commitment to land acquisition and facility development have prevented a direct allocation of funds for professional development initiatives. However, continual and advanced training of public safety personnel must be a priority to maintain in-service training requirements in such a manner that the skills, knowledge and abilities of each individual remain at peak levels for both present and future job assignments. In order to meet the objectives of this strategy, the District incorporated training needs into its evaluation of potential sites and in construction plans for the West district facility. Targeted sites were of at least three acres in size to ensure adequate space for training activities. Having training facilities available in the district stations will ensure that most 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, and use of the indoor training facility has already begun. Special attention will be given to developing both of the future facilities in a manner conducive to meeting the training needs of the entire Department. Awwal Program Ei aluatiori Approved - May 8, 2002 Strategy Four: Enhance Community Safety through Special Police Initiatives The establishment of a crime control and prevention district in Southlake provides an opportunity to establish police initiatives that enhance the community's quality of life. Such programs might otherwise be set aside for lack of funding. While the City of Southlake previously offered a School Resource Officer (SRO) to Carroll High School, no such officers were assigned to any middle school campus. To address issues of campus safety, student education, and deterrence for drug and gang - related activity, the Department has attempted to expand the program, but limited funding resulted in limited implementation of this vital program. The District's first special initiative involved hiring two additional School Resource Officers. Recruitment efforts began as soon as the Board approved the budget, but advertising was repeated when the initial process did not result in a successful hire. The two positions were successfully filled in December 1998, with one officer assigned to Carroll Junior High School and the other to Carroll Intermediate School. The School Resource Officer's presence in the aforementioned schools has resulted in: ■ Reduction in prank fire alarms, minimizing disruptions and danger to the public and DPS personnel when responding; ■ Deterrence of violence; and ■ Collection of valuable intelligence resulting in numerous arrests on and off campus for possession and use of alcohol and drugs as well as collection of Annual Program Evaluation Approved - May 8, 2002 -8- ��9-9 information regarding "copy cat" threats mirroring recent shooting events around the nation. Financial Considerations Collection of the Crime Control District sales tax began in April 1998, and the first allocation of sales tax from the Comptroller was received in June 1998. Through the fiscal year ending September 30, 2001, the District had collected $ 2,232,252 in sales tax, and $293,020 in interest. Expenditures for the same period total $4,379,562 with $126,846 for two School Resource Officers and related benefits for the year; $2,153,006 for construction costs related to the West facility $127,811 for leased radio equipment; and $1,971,899 for the debt service payment. Construction costs associated with the West facility were funded through bond proceeds from previous years. The City's annual' audit for the fiscal year ending September 30, 2001 was completed during March 2002. The Crime Control and Prevention District accounting records was part of that audit, 64 the report will be presented to the City Coudcil elate May. Funds received by the District are in ing toAe City's policy. The District's funds are pooled for investment purposes. For the quarter ending September 30, 2001, the District's yield to maturity on pooled investments was 3.47%. For the fiscal year that began October 1, 2001, an estimated $2,214,268 in sales tax is expected. $132,116 is budgeted for two School Resource Officers and related benefits, $127,811 for leased radio equipment and $2,253,715 is budgeted for debt service payments. Annual Program Evaluation Amroved - May S, 2002 -9- �,9 /D Conclusion The Board of Directors of the Southlake Crime Control and Prevention District has, during the first four years of the life of the District, successfully implemented the actions necessary to meet the strategies identified in its plan and budget. The Board's primary activity has been the acquisition of suitable public safety sites in targeted areas and construction of the West facility. Other initiatives are progressing as planned. During its first four years, the Southlake Crime Control and Prevention District has successfully accomplished its goals and with the successful outcome of the continuation election, the future implementation of District strategies is ensured. Anirual Prograni Evaluation Approl,ed - Mav 8, 2002 l X4-/1 Exhibit A Crime Control and Prevention District Department of Public Safety Facility Locations North Site r--� + y _ +r i West Site Proposed East Site No Scale Ge"Mphic Information Systems Annual Program Evaluation Approved - Mao" 8, 2002 Exhibit B 4 L Lj L i 1611 Annual Program Evaluation Approved - Ma.v 8, 2002 -12- Exhibit C Annual Program Evaluation Approved - Muv 8, 2002 -13- SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT 1/2% SALES TAX REPORT 2001-02 Collected Budget Balance Budget to Date Balance Percent $ 2,214,268 $ 1,391,089 823,179 37.18% $199,217 MONTH Fiscal Year 1999-00 Actual Percent Increase/ Decrease Fiscal Year 2000-01 Actual Percent Increase/ Decrease Fiscal Year 2001-02 Actual Percent Increase/ Decrease October $137,412 9.75% $169,140 23.09% $199,217 17.78% November 134,564 45.68% 157,886 17.33% 192,022 21.62% December 123,346 20.54% 162,373 31.64% 190,845 17.53% January 160,790 18.56% 237,687 47.82% 281,020 18.23% February 133,181 34.89% 157,640 18.37% 159,364 1.09% March 122,112 27.40% 147,534 20.82% 158,580 7.49% April 167,030 21.31% 206,912 23.88% 210,042 1.51% May 149,947 18.45% 185,555 23.75% 4,797 -100.00% June 149,028 23.05% 213,711 43.40% - -100.00% July 170,640 8.05% 223,490 30.97% - -100.00% August 153,942 27.19% 190,151 23.52% - -100.00% September 145,397 18.70% 180,172 23.92% - -100.00% September 180,172 178,720 TOTAL $1,747,389 - $2,232,251 $1,391,089 $2,232,251 $ 2,214,268 $ 1,391,089 $ 2,376,168 $ 161,900 6.45% Actual Budget Actual Estimated (budget -est.) % 2000-01 2001-02 2001-02 2001-02 Difference Change October $ 169,140 167,777 199,217 199,217 $ 31,440 18.59% November 157,886 156,614 192,022 192,022 35,407 22.43% December 162,373 161,065 190,845 190,845 29,780 18.34% January 237,687 235,772 281,020 281,020 45,248 19.04% February 157,640 156,370 159,364 159,364 2,994 1.90% March 147,534 146,345 158,580 158,580 12,235 8.29% April 206,912 205,245 210,042 210,042 4,797 2.32% May 185,555 184,060 - 184,060 - 0.00% June 213,711 211,990 - 211,990 - 0.00% July 223,490 221,690 - 221,690 - 0.00% August 190,151 188,619 - 188,619 - 0.00% September 180,172 178,720 - 178,720 - 0.00% $2,232,251 $ 2,214,268 $ 1,391,089 $ 2,376,168 $ 161,900 6.45%