City of Arlington, Texas 2021 Recovery Plan Performance Report 0

City of Arlington, Texas 

Recovery Plan 

State and Local Fiscal Recovery Funds

2021 Report
City of Arlington, Texas 2021 Recovery Plan Performance Report 1

City of Arlington, Texas

2021 Recovery Plan

Table of Contents

General Overview.................................................................................................................................. 2

Executive Summary ........................................................................................................................... 2

Uses of Funds.................................................................................................................................... 2

Promoting Equitable Outcomes.......................................................................................................... 5

Community Engagement.................................................................................................................... 6

Use of Evidence................................................................................................................................. 6

Table of Expenses by Expenditure Category...................................................................................... 7

Project Inventory.................................................................................................................................. 10

Current Reporting Periods ............................................................................................................... 10

Proposed FY 2022 Use .................................................................................................................... 13

Ineligible Activities: Tax Offset Provision ............................................................................................. 15

Appendix 

FY 2022 Business Plan and Scorecard ........................................................................................... 16
City of Arlington, Texas 2021 Recovery Plan Performance Report 2

GENERAL OVERVIEW

Executive Summary

The 2021 Recovery Plan Report is intended to provide the general public and the U.S. Department of 

the Treasury (Treasury) with information on the planned use of use State and Local Fiscal Recovery 

Funds (SLFRF) awards by the City of Arlington, Texas. This initial Recovery Plan, the first in an 

installment submitted to comply with reporting guidelines to use the funds, will cover the period from the 

date of award to July 31, 2021 as well as provide some discussion of intended future use of the funds. 

The City’s initial plan for these funds during this reporting period will be focused on the Revenue 

Replacement expenditure category EC6 as defined by Treasury’s “Compliance and Reporting 

Guidance.”

The City intends to use SLFRF to replace lost revenue to strengthen support for vital public services 

and help retain jobs. In the coming years, the City plans to use approximately 65% of funds awarded in 

this category, with a focus on employment, hiring, and strengthening public safety. The remaining 

funds will be programmed towards expenditures in other categories such as public health, negative 

economic impacts, and/or services to disproportionately impacted communities. These programs are 

still under consideration and further information will be provided as the City continues the process of 

programming the remaining funds to maximize the benefits to our citizens. 

Uses of Funds

To put the City’s experience into context, and to understand why these funds are initially being used in 

the Revenue Replacement expenditure category EC6 to provide government services, it is helpful to 

revisit the economic environment just prior to the onset of the pandemic. 

As the City of Arlington entered Fiscal Year 2020 in October of 2019, the City was well-positioned to 

benefit from the steady revenue growth it had experienced over several years since the end of the 

Great Recession. By January, revenues were tracking at adopted budget levels; the 1st Quarter BAR 

(Budget Analysis Report) showed property taxes, sales taxes, and franchise fees at $407,000 better 

than budget in the aggregate, and the General Fund’s expected revenues were projected to be 

$347,000 higher than budget. The City was also anticipating the April 2020 opening of Globe Life Field, 

the new home of MLB’s Texas Rangers.

The pandemic brought a significant financial downturn almost overnight. By March and April of 2020, 

the City’s sales tax revenues were projected to fall short of budget for the year by as much as 20%, and 

all revenues related to entertainment, hospitality, new development, and construction were at risk. For 

a city that receives an estimated 52% of its sales tax dollars from visitors, the prospect of fewer visitors 

created additional financial challenges. The suddenness with which the downturn occurred was 

unparalleled; the outlook for sales and hotel occupancy tax revenues declined so quickly that traditional 

revenue projection models lost much of their predictive value.

In this environment, the City approached budgeting and spending in the same way citizens and 

businesses confronting these challenges would operate. Initial estimates forecasted revenue losses to 

the City’s General Fund at $18.3M. As revenues declined, the focus shifted to preserving essential 

services while finding ways to reduce expenditures wherever possible. Strict expenditure controls were 

implemented to constrain spending for the duration of FY 2020. In April 2020, the City Manager and 

Chief Financial Officer addressed the potential revenue impact of the pandemic with City Council and
City of Arlington, Texas 2021 Recovery Plan Performance Report 3

announced several City-wide expenditure reduction initiatives designed to respond quickly to the financial 

crisis. Reductions implemented included: 

• A 2% compensation increase for employees, planned for April 6th, was cancelled. This resulted 

in $1.7M in expenditure savings in the General Fund.

• Vacant positions were frozen from early March through the end of the year. Position vacancies 

provided substantial salary and benefit savings in FY 2020. The vacancy rate in the General 

Fund showed signs of levelling off during FY 2019 and early in FY 2020 after declining throughout 

the previous 18 months. However, the rate began to trend back upward with the hiring controls 

that were implemented mid-year. The assumptions used in developing the FY 2020 Budget 

included an anticipated average of approximately 44 civilian vacancies; actual vacancies in the 

General Fund averaged 66 civilian positions during the year. 

• Delaying the hiring for recruit academies in both the Police and Fire departments to save 

$520,000.

• Suspending or freezing projects in the City’s Information Technology Department. These projects 

were primarily focused on enhancements and upgrades to technology in Public Safety areas. 

Foregoing these expenditures saved $1.1M. 

• Canceling planned purchases of Library books and materials, which saved $500,000.

• Additionally, departments were tasked with submitting an additional $7.8M in department-specific 

expenditure reductions. These included cuts to overtime and part-time hiring; capital 

maintenance and building repair; employee training, development, and professional 

memberships; spending on consultants, software licenses, and computer hardware.

As the above reductions remained in place for the duration of FY 2020, the City was also preparing to 

adopt a budget for FY 2021. The public health concerns created by the COVID-19 pandemic had not yet 

been resolved, and coronavirus cases were still increasing across the country and throughout Texas. 

The economic impact of the pandemic was far from over; many cities and states were forced to slow or 

even reverse their business reopening plans, resulting in substantial revenue declines for state and local 

governments. 

Balancing the FY 2021 Budget would not have been achievable without substantial expenditure 

reductions. The City had faced financial situations that required expenditure reductions in the past, but 

the exercise that departments completed during the spring of 2020 was perhaps the most aggressive 

Arlington has ever undertaken. Departments were asked to submit expenditure reductions they could 

absorb without a substantial loss of service provision (“voluntary” cuts) and were also asked to submit a 

list of cuts in their respective departments that would total 10% and 25% of their departmental budgets. 

The “voluntary” reductions, totaling $7,910,889 in impacts to the General Fund, were incorporated in the 

FY 2021 Budget. 

This historical perspective of the economic conditions during the onset of the pandemic to the present

brings us to the American Rescue Plan Act of 2021, specifically the State and Local Fiscal Recovery 

Funds (SLFRF). These funds provide the City of Arlington an opportunity to fund recovery efforts as we

begin to emerge from the impacts of the COVID-19 pandemic. In June of 2021, to address the reductions

taken in the FY 2020 budget, the City of Arlington City Council approved spending $11,974,932 in SLFRF

in the Revenue Replacement expenditure category (EC6). The planned use of these funds is discussed 

below in the following operating funds:
City of Arlington, Texas 2021 Recovery Plan Performance Report 4

General Fund

The City plans to direct $6,100,000 to the General Fund’s appropriations to address the employee 

compensation adjustments that were suspended in April of 2020 as well as to lift the hiring freeze that

was put into place at the outset of the pandemic in spring of 2020. The funding will support a 2 percent 

one-time payment to employees to address the compensation increase that was foregone up until that 

point, as well as a 2 percent recurring compensation increase to restore the raise going forward. The 

raise and the one-time payment were effective June 14, 2021 but have not yet been transferred to the 

grant fund. Additionally, the funding will be used to lift the hiring freeze that was put into place at the 

outset of the pandemic in the spring of 2020. 

Convention and Event Services Fund

In FY 2020, revenues in the Convention and Event Services Fund, which are primarily tourism driven 

revenues such as hotel occupancy taxes and event revenues at the City’s Convention Center, were 

$6.5M lower than budgeted. To address the revenue losses in this fund, the City suspended payments 

to the Arlington Convention and Visitors Bureau in FY 2020 and FY 2021. Additionally, revenues in FY 

2021 were not sufficient to balance the fund. As a result, the City Council approved a plan to use 

$4,227,684 in SLFRF in the Convention & Event Services Fund’s appropriations to provide an 

additional $2,500,000 of support for the City’s Convention and Visitors Bureau and to help cover an 

operating revenue shortfall in the fund of $1,800,346. 

Street Maintenance Fund

The Street Maintenance Fund primarily receives its revenues through a 1⁄4 cent sales and use tax 

specifically approved by the voters for street maintenance. FY 2021 sales taxes in this fund were 

estimated to be $1,647,248 below FY 2019 actuals. The City plans to use that amount in SLFRF in the 

Street Maintenance Fund which will be spent on street and sidewalk maintenance and repair. 

The table below summarizes the City’s plan to use SLFRF before the end of the fiscal year, September 

30, 2021. All funds will fall under the Revenue Replacement expenditure category EC6. 

Fund Amount

General Fund $6,100,000

Convention and Event Services Fund $4,227,684

Street Maintenance Fund $1,647,248

Total $11,974,932

As this report is being submitted, the City of Arlington is preparing to adopt the FY 2022 Budget. If 

approved by City Council in September of 2021, the planned use of SLFRF funds in the FY 2022 

budget will be directed towards 1) restoring $7.2M in expenditure reductions that were taken in the FY 

2021 Adopted Budget; 2) investing in our Fire Department, including heavy fleet equipment, additional 

firefighters, and staffing in public health; 3) investing in our Police Department, including information 

technology projects previously foregone due to revenue restrictions, hiring additional officers as well a 

Police Chaplain, purchasing police fleet vehicles (also previously foregone due to budget cuts), and 

investing in building expansion, remodeling and secure storage. 

The above planned use of SLFRF funds in the FY 2022 Budget total $19.7M and will fall under the 

Revenue Replacement expenditure category (EC6) of the SLFRF guidelines.
City of Arlington, Texas 2021 Recovery Plan Performance Report 5

Promoting Equitable Outcomes 

The initial spending plan for the SLFRF awarded to the City of Arlington is limited to the Revenue 

Replacement expenditure category EC6, which allows for the provision of government services to the 

extent of the reduction in revenue due to the COVID-19 public health emergency. Treasury’s interim 

final rule gives recipients broad latitude to use funds for the provision of government services, to the 

extent of this reduction in revenue. 

As described in the Uses of Funds section, in the current reporting period the City of Arlington plans to 

focus SLFRF on recovery and restoration of the significant expenditure cuts taken at the onset of the

pandemic in 2020. As a result, the funds used in this period are focused on expenditures that are 

stimulative in nature, such as employee compensation, creating City jobs, promoting tourism and street 

maintenance.

In future fiscal years, beginning with FY 2022, the City will use the SLFRF funds on further restoring 

City budget cuts taken during the pandemic and investing in public safety. This will allow Arlington to 

use its existing, recurring funding on programs that provide and expand services in a fair and equitable 

manner to all citizens. For example, in FY 2022 the City was able to support the following programs:

Public Transportation – Considerable investment is included in the FY 2022 budget for the City’s ondemand public transit service, VIA Rideshare. Arlington and Via launched Via Rideshare on a limited 

basis in 2017, becoming one of the first cities in the country to use on-demand technology as their 

primary public transportation solution to expand access to affordable, efficient, and convenient transit 

solutions. VIA is a public-private partnership that offers customers a flat fee per trip ($3 to $5 per trip 

depending on miles traveled) unlike traditional ride-hailing services, which charge for mileage or other 

factors. Services like Via Rideshare represent an opportunity to introduce equitable and flexible public 

transportation offerings that can fill the gaps where transportation is needed most to serve the 

community. In FY 2022, the increased funding will mean that VIA will now be able to reach all 

neighborhoods, shopping centers, offices, restaurants, medical facilities, and other key destinations 

across the City. 

Behavioral Health Unit – Significant funds are also programmed to support a new, hybrid model of 

public safety response that focuses on incidents that involve a mental health component. Nine 

positions were funded in the FY 2022 budget and include an equal mix of sworn staffing and crisis 

intervention clinicians. This approach will be an additional tool for public safety response that is 

intended to provide a more effective intervention and recommend resource options that focus on 

mitigating negative outcomes. These units will follow-up with citizens that may pose a high risk to the 

community as well as connect with family, friends and neighbors who have concerns about individuals 

in mental health crisis. Additionally, these units will provide training to patrol officers on effective 

interventions for citizens in mental health crisis and serve as a resource to officers for consultations as 

issues arise. This emerging best practice approach is intended to improve the quality of life for citizens 

with challenges related to behavioral health issues. 

Fire Light Response Vehicle Squad Conversions – Fire Department workload in Arlington is shifting in 

focus from fire suppression to health-related incidents and increasing EMS service demand. Demand 

for EMS services is rising, particularly in the Central District which is an older and sometimes 

underserved area of the City. The FY 2022 budget adds 39 new firefighter positions that will convert 5 
City of Arlington, Texas 2021 Recovery Plan Performance Report 6

part-time rescue units to 24-hour squad units in light response vehicles which will allow Arlington to 

increase response capacity and improve response times to underserved areas of the City. 

Social Equity funding in Parks and Recreation – For the past several years, Arlington has been 

gradually investing in a more permanent solution to address social equity, ensuring that all Arlington 

citizens have access to the benefits of local parks and recreation. Social equity, along with Health & 

Wellness and Conservation make up the three pillars of the National Recreation and Park Association. 

Inherent in a public parks and recreation agency is the ideal that base services should be available to 

the general public regardless of financial resources. A majority of our low-income residents do not have 

the ability to access our programs due to the cost recovery structure that currently guides our business. 

Award of ongoing funding would free up resources to be able to adjust fees and develop sliding scale 

fees for underserved populations. In FY 2022, a significant ongoing investment was made towards this 

program, essentially accelerating and fully funding what was initially intended to be a five-year gradual 

increase in support. 

Additional items funded in the FY 2022 budget that impact underserved communities and enhance 

equity include increased spending on playground equipment, library books and materials, and staffing 

for communicating with citizens. Funding for these items and all the programs described above would 

not have been possible if the City did not have the SLFRF award available to restore the budget and 

service reductions that were taken in response to the pandemic and its impact on the economy. 

Community Engagement 

During this initial phase, community engagement for the use of funds in the revenue replacement 

expenditure category has been solicited as part of the annual budget process. The City is inviting input 

from the public in the form of three “Town Hall” style meetings, two of which will be in-person meetings 

open to the public at City facilities. The third town hall will be a “Tele-Town Hall” which will allow those 

that are unable or unwilling to attend an in-person event to provide input as well. Additionally, a Public 

Hearing on the proposed budget is scheduled with City Council prior to their final vote on the budget. 

Labor Practices 

Describe workforce practices on any infrastructure projects being pursued (expenditure category EC 5)

- Not applicable, all projects are in category EC 6. 

Use of Evidence 

As discussed earlier, initial spending of SLFRF award by the City of Arlington is limited to the Revenue 

Replacement expenditure category EC6, which allows for the provision of government services to the 

extent of the reduction in revenue due to the COVID-19 public health emergency. Treasury’s interim 

final rule gives recipients broad latitude to use funds for the provision of government services, to the 

extent of this reduction in revenue. 

However, as part of regular reporting and operations, the City of Arlington develops and reports on an 

annual Business Plan to highlight specific projects and activities directly reflected in the City’s Budget. 

These projects are determined by departments and the City Manager’s Office, approved funding 

requests, and City Council priorities. The Business Plan runs on a fiscal year, beginning October 1st 

and ending September 30th of the following year. 

Each year, the Arlington City Council has a retreat to strategize on priorities for the next fiscal year 

based on needs within the community. These needs are determined by various means including citizen 
City of Arlington, Texas 2021 Recovery Plan Performance Report 7

satisfaction ratings, feedback from residents and businesses, and development trends. Once Council 

establishes their priorities for the following year, the City as an organization develops the Budget and 

Business Plan to address the adopted priorities. 

For FY 2022, those priorities are:

• Build Unity

• Champion Great Neighborhoods

• Enhance Regional Mobility

• Invest in Our Economy

• Put Technology to Work

• Support Youth and Families

In addition to the priorities, the City has four core service areas represented in the Business Plan:

• Culture/Education/Recreation

• Financial/Economic Development

• Infrastructure 

• Public Safety

The Business Plan Projects are represented by departments in the ten categories defined above. All 

projects theoretically could be represented in the core service areas because all core services are 

represented. However, projects related directly to a Council priority are elevated to reflect the 

respective priority. 

Scorecards for the Council priorities and the core service areas have been developed to represent the 

day-to-day business operations in departments. The performance measures are represented on 

scorecards in the back of each section in the project portion of the Business Plan.

The City of Arlington’s FY 2022 Business Plan and Scorecards are included as Appendix 1 in this 

document. 

Table of Expenses by Expenditure Category

As discussed in the “uses of funds” section, in June of 2021 Arlington City Council approved the City to 

use $11,974,932 of the SLFRF award. All expenses will be from the Revenue Replacement Category 

EC6. For the purposes of this report, no expenses have been made directly from or charged to the 

grant fund as of July 31, 2021. It is anticipated that by the end of this fiscal year, September 30, 2021, 

most or all the funds approved by Council will spent out of the grant fund and therefore will be reported 

in upcoming reporting periods. 
City of Arlington, Texas 2021 Recovery Plan Performance Report 8

Note: For the purposes of this table, funds have not been spent from the grant account as of 

7/31/21. 

Category Cumulative

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

1 Expenditure Category: Public Health

1.1 COVID-19 Vaccination

1.2 COVID-19 Testing

1.3 COVID-19 Contact Tracing

1.4 Prevention in Congregate Settings (Nursing 

Homes, Prisons/Jails, Dense Work Sites, 

Schools, etc.)

1.5 Personal Protective Equipment

1.6 Medical Expenses (including Alternative Care 

Facilities)

1.7 Capital Investments or Physical Plant Changes 

to Public Facilities that respond to the COVID19 public health emergency

1.8 Other COVID-19 Public Health Expenses 

(including Communications, Enforcement, 

Isolation/Quarantine)

1.9 Payroll Costs for Public Health, Safety, and 

Other Public Sector Staff Responding to 

COVID-19

1.10 Mental Health Services

1.11 Substance Use Services

1.12 Other Public Health Services

2 Expenditure Category: Negative Economic 

Impacts

2.1 Household Assistance: Food Programs 

2.2 Household Assistance: Rent, Mortgage, and 

Utility Aid 

2.3 Household Assistance: Cash Transfers 

2.4 Household Assistance: Internet Access 

Programs

2.5 Household Assistance: Eviction Prevention

2.6 Unemployment Benefits or Cash Assistance to 

Unemployed Workers

2.7 Job Training Assistance (e.g., Sectoral jobtraining, Subsidized Employment, Employment 

Supports or Incentives)

2.8 Contributions to UI Trust Funds*

2.9 Small Business Economic Assistance (General)

2.10 Aid to nonprofit organizations

2.11 Aid to Tourism, Travel, or Hospitality
City of Arlington, Texas 2021 Recovery Plan Performance Report 9

Category Cumulative

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

2.12 Aid to Other Impacted Industries

2.13 Other Economic Support 

2.14 Rehiring Public Sector Staff

3 Expenditure Category: Services to 

Disproportionately Impacted Communities

3.1 Education Assistance: Early Learning 

3.2 Education Assistance: Aid to High-Poverty 

Districts

3.3 Education Assistance: Academic Services 

3.4 Education Assistance: Social, Emotional, and 

Mental Health Services 

3.5 Education Assistance: Other 

3.6 Healthy Childhood Environments: Child Care 

3.7 Healthy Childhood Environments: Home Visiting 

3.8 Healthy Childhood Environments: Services to 

Foster Youth or Families Involved in Child 

Welfare System 

3.9. Healthy Childhood Environments: Other 

3.10 Housing Support: Affordable Housing 

3.11 Housing Support: Services for Unhoused 

persons 

3.12 Housing Support: Other Housing Assistance 

3.13 Social Determinants of Health: Other 

3.14 Social Determinants of Health: Community 

Health Workers or Benefits Navigators 

3.15 Social Determinants of Health: Lead 

Remediation

3.16 Social Determinants of Health: Community 

Violence Interventions 

4 Expenditure Category: Premium Pay

4.1 Public Sector Employees

4.2 Private Sector: Grants to other employers 

5 Expenditure Category: Infrastructure

5.1 Clean Water: Centralized wastewater treatment

5.2 Clean Water: Centralized wastewater collection 

and conveyance

5.3 Clean Water: Decentralized wastewater

5.4 Clean Water: Combined sewer overflows

5.5 Clean Water: Other sewer infrastructure

5.6 Clean Water: Stormwater

5.7 Clean Water: Energy conservation

5.8 Clean Water: Water conservation
City of Arlington, Texas 2021 Recovery Plan Performance Report 10

Category Cumulative

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

5.9 Clean Water: Nonpoint source 

5.10 Drinking water: Treatment

5.11 Drinking water: Transmission & distribution

5.12 Drinking water: Transmission & distribution: 

lead remediation

5.13 Drinking water: Source

5.14 Drinking water: Storage 

5.15 Drinking water: Other water infrastructure

5.16 Broadband: “Last Mile” projects

5.17 Broadband: Other projects

6 Expenditure Category: Revenue Replacement

6.1 Provision of Government Services

7 Administrative and Other

7.1 Administrative Expenses 

7.2 Evaluation and data analysis 

7.3 Transfers to Other Units of Government

7.4 Transfers to Nonentitlement Units 

(States and Territories only)

PROJECT INVENTORY

For the current reporting period of this report, from the date of award to July 31, 2021, $11,974,932 in 

SLFRF funds is planned in the Revenue Replacement expenditure category EC6 prior to September 

31, 2021 as follows:

General Fund

The City added $6,100,000 to the General Fund’s appropriations to address the employee 

compensation adjustments that were suspended in April of 2020 as well as to lift the hiring freeze that 

was put into place at the outset of the pandemic in spring of 2020. The funding supported a 2 percent 

one-time payment to employees to address the compensation increase that was forgone up until that 

point, as well as a 2 percent recurring compensation increase to restore the raise going forward. The 

raise and the one-time payment were given effective June 14, 2021. Additionally, the funding was 

used to lift the hiring freeze that was put into place at the outset of the pandemic in the spring of 2020. 

Convention and Event Services Fund

In FY 2020 revenues in the Convention and Event Services Fund, which are primarily tourism driven 

revenues such as hotel occupancy taxes and event revenues at the City’s Convention Center, were 

$6.5M lower than budgeted. To address the revenue losses in this fund, the City suspended payments 

to the Arlington Convention and Visitors Bureau in FY 2020 and FY 2021. Additionally, revenues in FY 

2021 were not sufficient to balance the fund. As a result, the City Council approved the use of 

$4,227,684 in SLFRF to be added to the Convention & Event Services Fund’s appropriations to provide 
City of Arlington, Texas 2021 Recovery Plan Performance Report 11

an additional $2,500,000 of support for the City’s Convention and Visitors Bureau and to cover an 

operating revenue shortfall in the fund of $1,800,346. 

Street Maintenance Fund

The Street Maintenance Fund primarily receives its revenues through a 1⁄4 cent sales and use tax 

specifically approved by the voters for street maintenance. FY 2021 Sales taxes in this fund were 

estimated to be were $1,647,248 below FY 2019 actuals. This amount was budgeted and 

reprogrammed into the Street Maintenance Fund and will be spent on street and sidewalk maintenance 

and repair. 

The table below summarizes planned use of the City of Arlington’s SLFRF as approved by City Council 

in June of 2021. To date, no expenses have been made directly from the grant fund. All planned use 

of the funds approved in June will fall under the Revenue Replacement expenditure category EC6. 

Fund Amount

General Fund $6,100,000

Convention and Event Services Fund $4,227,684

Street Maintenance Fund $1,647,248

Total $11,974,932

The Treasury Department’s Interim Final Rule gives recipients broad latitude to use funds for the 

provision of government services to the extent of reduction in revenue. As such, project numbers are 

included below for tracking purposes, however pending final guidance from the Treasury Department 

expenditures in this category may not need project inventory numbers. 

Project FY 2021 Amendment Item 1: Restore Employee Compensation

Funding amount: $4,150,940 

Project Expenditure Category: EC6.1, Revenue Replacement, Provision of Government Services

Project overview

• The City added $4,150,940 to the General Fund’s appropriations to address the employee 

compensation adjustments that were suspended in April of 2020. The funding supported a 2 

percent one-time payment to employees to address the compensation increase that was 

forgone up until that point, as well as a 2 percent recurring compensation increase to restore the 

raise going forward. The raise and the one-time payment were given effective June 14, 2021. 

Use of Evidence

• Initial spending of SLFRF funds by the City of Arlington is limited to the Revenue Replacement 

expenditure category EC6, which allows for the provision of government services to the extent 

of the reduction in revenue due to the COVID-19 public health emergency. Treasury’s interim 

final rule gives recipients broad latitude to use funds for the provision of government services, to 

the extent of this reduction in revenue. 
City of Arlington, Texas 2021 Recovery Plan Performance Report 12

Project FY 2021 Amendment Item 2: Lift hiring freeze 

Funding amount: $1,949,060

Project Expenditure Category: EC6.1, Revenue Replacement, Provision of Government Services

Project overview

• The City added $1,949,160 to the General Fund’s appropriations to lift the hiring freeze that was 

put into place at the outset of the pandemic in spring of 2020. 

Use of Evidence

• Initial spending of SLFRF funds by the City of Arlington is limited to the Revenue Replacement 

expenditure category EC6, which allows for the provision of government services to the extent 

of the reduction in revenue due to the COVID-19 public health emergency. Treasury’s interim 

final rule gives recipients broad latitude to use funds for the provision of government services, to 

the extent of this reduction in revenue. 

Project FY 2021 Amendment Item 3: Convention and Event Services Fund, Restoring Revenue 

Shortfall 

Funding amount: $4,227,684

Project Expenditure Category: EC6.1, Revenue Replacement, Provision of Government Services

Project overview

• In FY 2020 revenues in the Convention and Event Services Fund, which are primarily tourism 

driven revenues such as hotel occupancy taxes and event revenues at the City’s Convention 

Center, were $6.5M lower than budgeted. To address the revenue losses in this fund, the City 

suspended payments to the Arlington Convention and Visitors Bureau in FY 2020 and FY 2021. 

Additionally, revenues in FY 2021 were not sufficient to balance the fund. As a result, the City 

Council approved the use of $4,227,684 in SLFRF to be added to the Convention & Event 

Services Fund’s appropriations to provide an additional $2,500,000 of support for the City’s 

Convention and Visitors Bureau and to cover an operating revenue shortfall in the fund of 

$1,800,346. 

Use of Evidence

• Initial spending of SLFRF funds by the City of Arlington is limited to the Revenue Replacement 

expenditure category EC6, which allows for the provision of government services to the extent 

of the reduction in revenue due to the COVID-19 public health emergency. Treasury’s interim 

final rule gives recipients broad latitude to use funds for the provision of government services, to 

the extent of this reduction in revenue. 

Project FY 2021 Amendment Item 4: Street Maintenance Fund, Restoring Revenue Shortfall 

Funding amount: $1,647,248

Project Expenditure Category: EC6.1, Revenue Replacement, Provision of Government Services

Project overview

• The Street Maintenance Fund primarily receives its revenues through a 1⁄4 cent sales and use 

tax specifically approved by the voters for street maintenance. FY 2021 Sales taxes in this fund 

were estimated to be were $1,647,248 below FY 2019 actuals. This amount was budgeted and 

reprogrammed into the Street Maintenance Fund and will be spent on street and sidewalk 

maintenance and repair. 
City of Arlington, Texas 2021 Recovery Plan Performance Report 13

Use of Evidence

• Initial spending of SLFRF funds by the City of Arlington is limited to the Revenue Replacement 

expenditure category EC6, which allows for the provision of government services to the extent 

of the reduction in revenue due to the COVID-19 public health emergency. Treasury’s interim 

final rule gives recipients broad latitude to use funds for the provision of government services, to 

the extent of this reduction in revenue. 

Future Projects (FY 2022)

If approved by City Council in September 2021, the budget plan for the following projects will be 

SLFRF awards under the Revenue Replacement Category EC6. The projects on this list fall into 

two categories 1) Restoring budget cuts taken in the FY 2021 budget (all requests have the word 

“Restore” in the title) or 2) investing in Public Safety. The Treasury Department’s Interim Final Rule 

gives recipients broad latitude to use funds for the provision of government services to the extent of 

reduction in revenue. As such, project numbers are included below for tracking purposes, however 

pending final guidance from the Treasury Department expenditures in this category may not need 

project inventory numbers. 
City of Arlington, Texas 2021 Recovery Plan Performance Report 14
City of Arlington, Texas 2021 Recovery Plan Performance Report 15

Ineligible Activities: Tax Offset Provision (States and territories only)

For the initial reporting year, States and territories will report the following items related to the Tax 

Offset Provision 31 CFR 35.8. Baseline revenue or revenue-increasing covered charges are not 

required at this time.

Item Amount

a. Revenue-reducing Covered Changes NOT APPLICABLE
City of Arlington, Texas 2021 Recovery Plan Performance Report 16

Appendix 1: FY 2022 Business Plan

Champion Great Neighborhoods

Goal 1: Foster Healthy and Attractive Neighborhoods 

Objective 1: Gain Compliance of Property Maintenance, Health, and Animal Codes

Project Performance Measure(s) Department(s)

CGN

1.1.1

Hotel Inspections Project Completed Planning & Development Services

Summary:

The Hotel Premise and Sanitation Ordinance was adopted 

by Council in May 2019. The provision aims to protects 

public health and promote healthy, successful businesses. 

Health Services will build partnerships with hotel operators 

by serving as subject matter experts on health and 

sanitation topics through inspection, consultation, and in 

person technical assistance. Staff will perform guest room 

inspections as an extension of their routine annual 

inspections that already take place for those establishment 

that hold a permit for a food or beverage service. Those 

establishments who do not offer food or beverage service 

will receive a stand-alone annual health sanitation 

inspection of the facilities. 

Staff will inspect a random selection of 5-10% of the total 

number of hotel rooms at a minimum of one time per year. 

Additional inspections may be performed should the 

inspection official deem necessary to protect public health 

and safety. Staff will also respond to sanitation complaints. 

A multi-departmental task force will be set up to address 

chronic underperforming, hazardous establishments. 

Inspection results will be made available on Open 

Arlington in the same manner as all other inspection 

program’s data. 

The inspection program launch was delayed due to COVID19’s catastrophic impacts to the hotel industry during FY 

2020. The program is being shifted to FY 2021.

Milestone Estimated 

Completion

Actual 

Completion

Create SOPs for Hotel 

Sanitation Inspections

Feb. 2021 Mar. 2021

Complete in-house 

training for Inspection 

Staff

Feb. 2021 Mar. 2021

Complete first annual 

inspection of 

establishments (with 

health permit)

Dec. 2021

Complete first annual 

inspections of 

establishments (without 

existing health permit)

Apr. 2021 Apr. 2021

Provide year-to-date data 

on sanitation inspection 

results 

Sept. 2021 Mar. 2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 17

Champion Great Neighborhoods

Goal 1: Foster Healthy and Attractive Neighborhoods 

Objective 1: Gain Compliance of Property Maintenance, Health, and Animal Codes

Project Performance Measure(s) Department(s)

CGN

1.1.2

Tool Sharing Program Increase percent of cases resolved 

through voluntary compliance

Code Compliance

Summary:

Code Compliance Services implemented a Tool Sharing 

Program in late FY 2021. The goal of this program is to 

encourage citizens to improve their properties by 

providing the tools and equipment needed free of charge. 

The program makes it possible for homeowners who don’t 

have a vehicle large enough to transport equipment, or 

who don’t have the funds to purchase/rent equipment to 

complete beautification projects at their home. 

The Tool Sharing Program offers a variety of tools and 

equipment that Arlington residents may rent free of 

charge to assist with property cleanup and improvement. 

Tools and equipment are available for mowing, yard 

maintenance, fence repair, landscaping, tree and shrub 

trimming, pressure washing, painting and household 

repairs. Code Compliance Services will contact local 

businesses in order to expand inventory to increase 

voluntary compliance and beautification efforts. 

Milestones Estimated 

Completion

Percent 

Complete

Create video for the 

website 

01/31/2022

Reach 200 rentals 09/30/2022

Reach 100 

beautification efforts

09/30/2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 18

Champion Great Neighborhoods

Goal 1: Foster Healthy and Attractive Neighborhoods 

Objective 1: Gain Compliance of Property Maintenance, Health, and Animal Codes

Project Performance Measure(s) Department(s)

CGN

1.1.3

Unified Development Code 

(UDC) Annual Update

Project Completion Planning & Development Services

Summary:

The City Council last approved a general update to the 

Unified Development Code on October 16, 2018. Since 

then, significant amendments have been made covering 

the following subjects:

• Short-Term Rentals (April 2019)

• Hotel Design Standards (May 2019)

• Ballfield Lighting (June 2019)

• Plat Shot-Clock and Exterior Materials (October 

2019)

• Parking Requirements for Independent Senior 

Living (June 2020)

• Multi-Family Unit Size (June 2020)

• Tree Preservation & Mitigation (November 2020)

The Annual Update in 2021 will clarify certain 

requirements, provide minor amendments to certain 

standards, and correct minor discrepancies in the UDC. 

Milestones Estimated 

Completion

Actual 

Completed

CMO Jan. 2021 Jan. 2021

Developer’s Roundtable 

Initial Presentation 

Jan. 2021 Jan. 2021

P&Z Work Session Feb. 2021 Mar. 2021

MPC Committee Mar. 2021 Mar. 2021

P&Z Action Apr. 2021 Apr. 2021

CC Work session Apr. 2021 Apr. 2021

CC First reading Apr. 2021 Apr. 2021

CC Final reading May 2021 May 2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 19

Champion Great Neighborhoods

Goal 1: Foster Healthy and Attractive Neighborhoods 

Objective 1: Gain Compliance of Property Maintenance, Health, and Animal Codes

Project Performance Measure(s) Department(s)

CGN

1.1.4

2021 International Codes and 

2020 NEC Code Adoption

Completed adoption of the codes and any 

local amendments deemed appropriate

Planning & Development Services

Summary:

We will be working to adopt the 2021 family of 

International Codes along with the 2020 National Electrical 

Code. This code adoption will also include any appropriate 

and allowable amendments. 

We strive to adopt codes every other code cycle to be 

fiscally responsible to our development community while 

also maintaining the proper level of minimum code 

standards for life and health safety. We normally do not 

deviate from this code adoption practice unless State law 

mandates a code be adopted out of sequence.

Also, with the adoption of each new code addition, new 

materials and processes are included that can ultimately 

benefit the development community. 

Milestones Estimated 

Completion

Actual 

Completed

Preparation of code 

amendments

Feb. 2022

Advertisement of the 

proposed adoption of 

the codes and 

amendments

April – May 

2022

Acceptance of the 

adoption of the codes 

and amendments by the 

various code boards

July – Sept. 

2022

Presentation of the 

ordinance to the MPC

Sept. – Oct. 

2022

First reading of the 

ordinance

Nov. 2022

Second reading of the 

ordinance

Dec. 2022

Implementation date set 

with ordinance reading

Feb. 2023
City of Arlington, Texas 2021 Recovery Plan Performance Report 20

Champion Great Neighborhoods

Goal 1: Foster Healthy and Attractive Neighborhoods 

Objective 1: Gain Compliance of Property Maintenance, Health, and Animal Codes

Project Performance Measure(s) Department(s)

CGN

1.1.5

Animal Socialization and 

Enrichment Program

• Increase volunteer hours

• Increase live release rate

Code Compliance

Summary:

During the 2020 COVID-19 pandemic, volunteerism was 

very limited at the shelter. Since re-opening, volunteer 

hours have not recovered. The Animal Socialization and 

Enrichment Program is designed to address this issue by 

engaging volunteers and promoting volunteer retention. 

Additionally, socialization and enrichment programs are 

proven to shorten the length of stay and increase the live 

release rate by reducing kennel stress in animals because 

they are provided a variety of sensory and intellectual 

activities.

Volunteers will be required to complete a specified 

number of training modules and socialization hours to 

promote through the three tiers of the socialization and 

enrichment program. As volunteers progress through the 

tiers, their designated work areas will expand from meet 

and greet rooms, to the play yard, to trail walking and 

finally to the dog park. Staff will be able to recognize 

which volunteers are allowed in different locations based 

on the color of their shirts, which will match their training 

tier (green, yellow, red).

14,723

7,331

4,277

 -

 4,000

 8,000

 12,000

 16,000

 20,000

FY 2019 FY 2020 FY 2021

YTD

FY 2022

Volunteer Hours
City of Arlington, Texas 2021 Recovery Plan Performance Report 21

Champion Great Neighborhoods

Goal 1: Foster Healthy and Attractive Neighborhoods

Objective 2: Provide for a Variety of Housing Options

Project Performance Measure(s) Department(s)

CGN

1.2.1

UDC Amendment for Infill and 

Redevelopment Standards

Project Completion Planning & Development Services

Summary:

Recent cases coming before City Council have shown 

that the latest residential subdivision formats and 

housing product trends are unable to meet the City’s 

lot dimensional or design standards. Council asked 

staff to take a surgical approach to the UDC provisions 

and make amendments such that some flexibility is 

created for infill developments/redevelopments.

At the Council Retreat held on April 30, Council 

discussed the project scope in greater depth.

SCOPE:

• Residential standards (SF and MF)

• Redevelopment/additions/renovations to 

homes/developments built earlier than 1984

• Citywide: encouraging teardowns of “underdemolished” properties/ 

incentives/covenants for long-term 

maintenance

• Allowing creativity/flexibility

• Encouraging home ownership

• Generational housing within a development

• Allowing different ownership models all on 

one parcel

Milestones Estimated 

Completion

Actual 

Completed

Identify stakeholders and 

create Focus Group

May 2021

Kick-off with Focus Group June 2021

Focus Group meeting* July 2021

Developers Round Table July 2021

Update ISR to Council Aug. 2021

P&Z briefing Sept. 2021

MPC briefing 1 Oct. 2021

Developers Round Table Oct. 2021

P&Z work session Nov. 2021

MPC briefing 2 Dec. 2021

Draft standards to P&Z Feb. 2022

Developers Round Table Feb. 2022

Council work session Mar. 2022

P&Z public hearing Mar. 2022

Council public hearing 

(first reading)

Apr. 2022

Council final reading Apr. 2022

*Focus Group meetings or briefings will take place monthly as 

needed
City of Arlington, Texas 2021 Recovery Plan Performance Report 22

Champion Great Neighborhoods

Goal 2: Expand and Enhance the City’s Image

Objective 1: Promote Community Engagement

Project Performance Measure(s) Department(s)

CGN

2.1.1

Annual Homeownership Fair Connect Arlington households to 

homeownership resources and 

opportunities

Office of Strategic Initiatives

Summary:

The goal of the 6

th Annual Homeownership Fair is to 

provide a community event for current and potential 

homeowners. The event provides resources to assist 

current homeowners with improvements to their 

property and prospective homeowners with information 

to help them navigate the buying process. Information 

about fair housing will also be a focus of this event. 

Homeownership stabilizes neighborhoods and helps 

families access an important investment in which they 

can take pride.

Milestone Estimated

Completion

Actual

Completion

Convene Planning 

Committee

July/Aug. 2021

Secure Sponsorships Feb. – May 2022

Market Virtual Events Mar. – June 2022

Virtual Event 

Preparation

Jan. – June 2022

Host Virtual Events Apr. and June 

2022

Champion Great Neighborhoods

Goal 2: Expand and Enhance the City’s Image

Objective 1: Promote Community Engagement

Project Performance Measure(s) Department(s)

CGN

2.1.2

Neighborhood Engagement 

Program

• Communication with neighborhoods

• Impressions via social media

Office of Strategic Initiatives

Summary:

The Neighborhood Engagement Program seeks to 

engage Arlington citizens with their neighborhoods and 

with the City. The goals of the program are to help 

residents Know Your City through communication and 

education initiatives; Know Your Neighbors through 

growing social capital; and Build-Up Neighborhoods 

Together through investing in neighborhood 

infrastructure. 

Initiatives include the Champion Great Neighborhoods 

newsletter, expanding the use of Nextdoor and other 

social media to reach residents, creating a Neighborhood 

Leadership Network, hosting semi-annual Neighborhood 

Leadership summits, the Block Party Trailer program, the 

Arlington Home Improvement Incentive program, the 

Neighborhood Matching Grant program, among other 

efforts. OSI anticipates at least 35,000 impressions on 

Nextdoor each quarter.
City of Arlington, Texas 2021 Recovery Plan Performance Report 23

Champion Great Neighborhoods

Goal 2: Expand and Enhance the City’s Image

Objective 1: Promote Community Engagement

Project Performance Measure(s) Department(s)

CGN

2.1.3

Department Communication 

Campaign

Communication & Legislative Affairs

Summary:

The Office of Communication in collaboration with City 

departments is working to revamp City-wide customerfacing communications in order to create communication 

that is sleek, easily digestible by residents, informative and 

timely. 

The City has completed its updates to Public Works & 

Transportation Construction and Water Construction 

communications. These two campaigns build off of the 

“your money in action” tagline and have similar looks. 

Code Compliance communication also has a friendlier look 

and is nearing its completion.

Milestone Target Date Status

Construction 

Communication

4

th Qtr. FY 2019 100%

Water Construction 

Communication

1

st Qtr. FY 2020 100%

Code Compliance 

Communication

2

nd Qtr. FY 2020 100%

Court 

Communication

2

nd Qtr. FY 2020 Canceled 

Housing Authority 

Communication 

2

nd Qtr. FY 2022

Garbage & Recycling 

Communication

1

st Qtr. FY 2022

Water Customer 

Service 

Communication

3

rd Qtr. FY 2022

Office of Business 

Diversity

1

st Qtr. FY 2022

Champion Great Neighborhoods

Goal 2: Expand and Enhance the City’s Image

Objective 2: Develop a Sense of Place

Project Performance Measure(s) Department(s)

CGN

2.2.1

Neighborhood Matching 

Grant Program

Grants awarded (number and funding 

amount)

Office of Strategic Initiatives

Summary:

The goal of the Neighborhood Matching Grant (NMG) 

Program is to provide financial support for resident and 

community-based programs and activities that foster civic 

pride, enhance and beautify neighborhoods, and improve 

neighborhood vitality and participation. The program 

benefits the City of Arlington by making neighborhoods 

more attractive, raising the level of community pride, 

increasing civic participation by residents, and encouraging 

collaboration and formal organization of and among 

neighbors, neighborhoods, and city government.
City of Arlington, Texas 2021 Recovery Plan Performance Report 24

Champion Great Neighborhoods

Goal 2: Expand and Enhance the City’s Image

Objective 2: Develop a Sense of Place

Project Performance Measure(s) Department(s)

CGN

2.2.2

Park Improvement Projects Overall satisfaction with programs and 

facilities

Parks & Recreation

Summary:

Julia Burgen Park Trail – UTA Connection

There is an existing 1.06 miles of trail currently in Julia 

Burgen Park. This project involves adding approximately .3 

miles of concrete trail that will provide a connection from 

the existing trail to the on-street bike path along Pecan 

Street, ultimately linking to the UTA campus. Project 

includes the preparation of bid documents and 

construction of new trail.

River Legacy Park Trail Replacement:

Realignment of approximately 1.3 miles of 12’ wide 

concrete trail due to river encroachment. Project includes 

the preparation of bid documents and construction of new 

trail.

River Legacy Park Trail Development

Extension of 12’ wide concrete trail westward to meet Fort 

Worth’s Trinity Trail system. Project includes the 

preparation of bid documents and construction of new 

trail.

River Legacy Park Trail Replacement – Phase 2:

Realignment of approximately 1.1 miles of 12’ wide 

concrete trail due to river encroachment. Project includes 

the preparation of bid documents and construction of new 

trail.

Mineral Well Plaza:

Development of a new monument in the downtown City 

Plaza. Project includes the preparation of bid documents 

and construction of new monument.

Korean War Memorial:

Development of a new monument in Veterans Park. 

Project includes the preparation of bid documents and 

construction of new monument.

Richard Simpson Park Improvements – Phase 2:

Improvements at Richard Simpson Park. Project includes 

the preparation of bid documents and construction of new 

improvements.

Description Estimated 

Completion

Actual 

Completion

Julia Burgen Park Trail –

UTA Connection

Apr. 2023

River Legacy Park Trail 

Realignment

Apr. 2023

River Legacy Park Trail 

Development 

Aug. 2022

River Legacy Park Trail 

Replacement – Phase 2

July 2023

Mineral Well Plaza Aug. 2022

Veterans Park Korean 

War Memorial

Dec. 2022

Richard Simpson Park 

Improvements – Phase 2

Sept. 2023
City of Arlington, Texas 2021 Recovery Plan Performance Report 25

Champion Great Neighborhoods

Goal 2: Expand and Enhance the City’s Image

Objective 2: Develop a Sense of Place

Project Performance Measure(s) Department(s)

CGN

2.2.3

Human Rights Campaign 

Municipal Equality Index

Communication & Legislative Affairs

Summary:

The Human Rights Campaign “Municipal Equality Index 

(MEI) examines how inclusive municipal laws, policies, 

and services are of LGBTQ people who live and work 

there.” 

In 2009, the City received a final score of 58 out of 100

points. The City strives to reach a HRC MEI score of 

100. 

Milestone Target Date Status

Anti-Bullying Language to 

Parks and Recreation and 

Arlington Public Library 

3

rd Qtr. FY 2021 75%

City provides services 

to/supports LGBTQ elders

1

st Qtr. FY 2022 0%

Present ISR to City Council 

about the HRC MEI

2

nd Qtr. FY 2021 100%

Weave the responsibilities of a 

Human Rights Commission 

into an already existing 

standing committee

3

rd Qtr. FY 2021 50%

Submit HRC MEI application 

for 2022 

4

th Qtr. FY 2022

Champion Great Neighborhoods

Goal 2: Expand and Enhance the City’s Image

Objective 2: Develop a Sense of Place

Project Performance Measure(s) Department(s)

CGN

2.2.4

Unity Council Recommendation –

Citizen Survey Enhancement

Finance 

Summary: 

On June 23, 2020, the Arlington City Council created 

the Unity Council tasked with creating an equity plan 

which includes strategies to eliminate racism and 

other forms of discrimination and to advance unity in 

Arlington. The Unity Council began meeting in July of 

2020 and presented its recommendations to the City 

Council in February 2021. 

One finding of the Unity Council was that the “City of 

Arlington needs an adequate data source for 

monitoring racial and ethnic disparities.” To address 

this, the Unity Council recommended to “Enhance 

Arlington’s “City Services Satisfaction Surveys” to 

include a wider range of important variables such as 

race/ethnicity, income, and education.”

These efforts will be undertaken in FY 2022 in 

preparation for the 2021 City Services Satisfaction 

Survey.

Milestone Estimated

Completion

Actual

Completion

Work with Survey 

Consultant to Enhance 

Survey

11/30/2021

Gather Feedback on Survey 

Enhancements

12/31/2021

2021 Survey Preparation 02/28/2022

Conduct 2021 Survey 03/31/2022

Present 2021 Survey 

Response to City Council

04/30/2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 26

Champion Great Neighborhoods Scorecard

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

General

Citizen Survey

Overall citizen satisfaction rating for 

neighborhood in terms of quality of life 

[annual survey] 69% 70% 74% 71%

General Would recommend Arlington as a place to 

live [annual survey] 71% 72% 72% 73%

General Citizen perception that Arlington is a great 

place to raise children [annual survey] 59% 59% 62% 61%

General Citizen perception that Arlington is a 

beautiful place to live [annual survey] 55% 51% 58% 57%

General Citizen perception that Arlington provides an 

exceptional quality of life [annual survey] 57% 55% 57% 59%

General Citizen perception that Arlington has a variety 

of housing options [annual survey] 73% 75% 76% 75%

Parks Citizen satisfaction with maintenance of 

street medians and ROW [annual survey] 58% 61% 62% 80%

Housing

Housing

Maximize use of federal funding allocated to 

assist qualified persons to reside in safe, 

decent housing [reported quarterly] 105% 96% 99% 98%

Housing Customer Service – customer satisfaction 

score of excellent/good New Measure in FY 2021 92% 90%

OSI First time homebuyers assisted with down 

payment and closing costs [reported 

annually] 6 8 14 14

OSI Achieve CDBG goals in PY 2021 Action Plan by 

ensuring that CDBG expenditures are spent in 

a timely manner according to HUD 

requirements before May 1, 2022 [reported 

by program year] 100% 100% 100% 100%

OSI Achieve HOME goals in PY 2021 Action Plan 

by committing 100% of HOME funds received 

through prior program years for approved 

housing activities by July 31, 2022 [reported 

by program year] 100% 100% 100% 100%

OSI Number of persons served with CARES Act 

funding New Measure in FY 2022 2,000

OSI Number of Arlington Residents using United 

Way's 211 line New Measure in FY 2022 4,000

Code 

Code Compliance

Number of code inspection activities 

completed

87,474 83,309 73,913 80,000

Code Number of animal licenses sold in Arlington 5,171 4,200 4,000 5,189

Code Live Release Rate 80% 86% 90% 89%

Code Average number of days from initial code 

complaint to first action 2 1 2 3

Code Percent of cases resolved through voluntary 

compliance 48% 71% 78% 65%

Code Percent of inspection activities that are 

proactive 36% 27% 21% 29%
City of Arlington, Texas 2021 Recovery Plan Performance Report 27

Champion Great Neighborhoods Scorecard (cont.)

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

Code 

Community Engagement

Number of Animal Services' volunteer hours 14,723 7,331 4,800 10,000

HR City-wide Volunteer Recruitment Expansion 116,034 61,710 60,000 60,000

Library Restoring volunteer service hours (restore 

25% of lost volunteer service hours due to 

COVID-19) New Measure in FY 2022 25%

OSI Number of Impressions on Nextdoor by 

Neighborhood Engagement Program 292,315 338,342 200,000 140,000

OSI Number of neighborhood grants awarded 

[measured annually] 14 7 10 10

OSI Amount of neighborhood grants awarded 

[reported annually] $150,000 $100,225 $100,000 $100,000

Parks Volunteer Hours [measured quarterly] 43,743 24,254 25,000 40,000 

Police APD Volunteer Hours 28,991 16,545 9,218 9,600

Police Community Watch Sector Meetings New Measure in FY 2021 1 12

Police Citizen Graduations for Community Based 

Policing Outreach Programs [Bi-Annual] New Measure in FY 2021 60 60

Police Citizen on Patrol/COP Mobile Hours New Measure in FY 2021 1,080 600
City of Arlington, Texas 2021 Recovery Plan Performance Report 28

Enhance Regional Mobility

Goal 1: Explore Creative, Alternative Transportation Opportunities

Objective 1: Promote Regional Connectivity

Project Performance Measure(s) Department(s)

ERM

1.1.1

Via On-Demand Rideshare Ridership Office of Strategic Initiatives

Summary:

This item supports the Council's "Enhancing Regional 

Mobility" priority by improving access between Arlington 

and the rest of the North Texas region. The Via on-demand 

rideshare service was launched on December 11, 2017 to 

offer an additional mobility option for residents, employees 

and visitors. 

The app-based rideshare service uses six-passenger 

vehicles, a smart phone application and dynamic routing to 

provide efficient on-demand trips and access to a wide 

range of destinations. As of January 19, 2021, Via serves the 

entire City of Arlington and the CentrePort TRE Station. The 

turn-key operation is operated and maintained by Via, 

Transportation, Inc. through an annual contract based on 

City Council approval. Partial funding is provided through 

the Federal Transit Administration.
City of Arlington, Texas 2021 Recovery Plan Performance Report 29

Enhance Regional Mobility

Goal 1: Explore Creative, Alternative Transportation Opportunities

Objective 1: Promote Regional Connectivity

Project Performance Measure(s) Department(s)

ERM

1.1.2

RAPID On-Demand 

Autonomous Vehicle Pilot

Trips completed Office of Strategic Initiatives

Summary:

This item supports the Council's "Enhancing Regional 

Mobility" priority by improving access within Arlington 

while complementing the Via On-Demand Rideshare 

service. The City of Arlington was awarded a $1.7M grant 

from the FTA for this project (60% federal, 40% local match 

including in-kind participation). 

The Arlington RAPID project will combine the City’s 

expertise with on-demand rideshare and AV testing to 

demonstrate the integration of a shared, dynamically

routed Level 4 AV fleet into an existing public rideshare 

transit system. Via will continue to provide the rideshare 

service and May Mobility will provide the AV technology 

and fleet. Both the rideshare fleet and the AV fleet will 

include a wheelchair accessible vehicle, making this service 

more widely accessible. In partnership with the University 

of Texas at Arlington, the service will operate in 

coordination with UTA’s fare payment system, allowing 

students to ride for free. This project will create a onestop-shop for mobility needs in the service area 

concentrated around UTA’s campus and Downtown, 

providing a seamless trip planning, booking, and payment 

experience across modes. 

The project will span two and a half years, with the first 

year dedicated to programming, route mapping, testing, 

and customer education. The second year will include a 12-

month deployment of the integrated services, along with 

continued customer education, data sharing and analysis,

ridership surveys, and service evaluation. The final six 

months of the project will wrap up evaluation and focus on 

final reporting and widely sharing lessons learned. 

Milestone Estimated

Completion

Actual

Completion

Project Kickoff Mar. 2020 Mar. 2020

AV Route Mapping Oct. 2020 Oct. 2020

Service Testing Feb. 2021 Feb. 2021

Begin Rideshare Operations Mar. 2021 Mar. 2021

Project Completion Aug. 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 30

Enhance Regional Mobility

Goal 2: Plan, Manage, and Maintain Public Transportation Infrastructure 

Objective 1: Optimize Effectiveness and Efficiency of Existing Transportation System

Project Performance Measure(s) Department(s)

ERM

2.1.1

Update Street Condition • Citizen perception of overall road 

condition as “good” or “excellent”

• Lane Miles with Overall Condition 

Index (OCI) <50

Public Works & Transportation

Summary:

In February 2013, City Council approved a new “Do Worst 

First” street condition philosophy through which to 

prioritize street projects. Fundamental elements of this 

philosophy are:

• Streets with an Overall Condition Index (OCI) 

below 50, called red streets, are in failure, and 

should be addressed first

• Street maintenance work will be prioritized 

toward the worst streets first 

• Rebuild work will be done on both thoroughfares 

and residential streets, with thoroughfares given 

higher priority when choices between the two 

must be made

With the passage of the 2018 Bond Election and continued 

focus on maintenance of red streets, the target is to 

reduce the FY 2015 baseline number of 326 red lane miles 

to achieve a more balanced network.
City of Arlington, Texas 2021 Recovery Plan Performance Report 31

Enhance Regional Mobility

Goal 2: Plan, Manage, and Maintain Public Transportation Infrastructure 

Objective 1: Optimize Effectiveness and Efficiency of Existing Transportation System

Project Performance Measure(s) Department(s)

ERM

2.1.2

IH-30 and SH-360 Interchange Overall satisfaction with the 

management of traffic flow during 

peak hours

Public Works & Transportation

Summary:

The purpose of this project is to improve traffic safety 

and reduce traffic congestion at the interchange of 

Interstate 30 and State Highway 360. Formerly a toll 

road loop interchange, the new infrastructure will 

include main lane improvements and direct 

connection ramps to each facility.

This project is split into the following five 

construction phases:

• Package A: Reconstruction of the Six Flags 

Drive Bridge over IH-30 

• Package B: IH-30/SH-360 interchange 

improvements

• Package C: Great Southwest Industrial 

District railroad bridge crossing just south of 

Randol Mill Road

• Package D: Randol Mill Road interchange 

improvements

• Package E: Improvements from Abram 

Street to IH-20

Milestone Estimated 

Completion

Actual 

Completion

Package A Construction Spring 2022

Package B Construction Spring 2022

Package C Construction Pending

Package D Construction Pending

Package E Construction Summer 2020 Apr. 2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 32

Enhance Regional Mobility

Goal 2: Plan, Manage, and Maintain Public Transportation Infrastructure 

Objective 1: Optimize Effectiveness and Efficiency of Existing Transportation System

Project Performance Measure(s) Department(s)

ERM

2.1.3

TxDOT Southeast Connector 

Project (I-20 / I-820 / US-287) 

Interchange

Overall satisfaction with the 

management of traffic flow during 

peak hours

Public Works & Transportation

Summary:

The purpose of this TXDOT project is to improve mobility 

and safety and provide transportation options for 

travelers through the area. The project will reconstruct 

the interchange of Interstates I-20, I-820, and Highway 

US-287. The new infrastructure will include additional 

main lanes, bi-directional or reversible barrier separated 

express or managed lanes, entrance and exit ramp 

adjustments, frontage road intersection improvements 

and bicycle and pedestrian accommodations.

• The first public meeting was held July 19, 2018. 

Information collected during the public meetings 

and hearing was used to develop safe 

transportation solutions that minimize impacts 

to the communities

• A virtual public hearing was held on June 4, 2020 

to present the proposed reconstruction and 

widening of I-20, I-820 and US-287 including the 

three major interchanges. The meeting allowed 

citizens and communities to voice their concerns 

via e-mail.

• Following the meeting on June 4, TxDOT, the 

compiled questions and comments were used to 

modify the Environmental Assessment (EA).

• A Finding of No Significant Impact (FONSI) was 

issued on September 4, 2020.

• Have requested for TxDOT to host a town hall 

meeting for Council Districts 2 and 4.
City of Arlington, Texas 2021 Recovery Plan Performance Report 33

Enhance Regional Mobility

Goal 2: Plan, Manage, and Maintain Public Transportation Infrastructure 

Objective 1: Optimize Effectiveness and Efficiency of Existing Transportation System

Project Performance Measure(s) Department(s)

ERM

2.1.4

Airport Layout Plan Narrative 

Update

Total Aircraft Operations Aviation

Summary:

The Airport Layout Plan, or ALP, serves as a critical planning tool for the airport to depict both existing and planned 

improvements. Any airport that has received federal grant funding is obligated by grant assurances to keep the ALP up to 

date. Recently completed new development, along with the plan for Center Street construction to begin soon, 

necessitates an update to the Airport ALP and an assessment of future needs for development on the airport’s west side.

The Airport will select a Plan Advisory Committee (PAC) comprised of Airport Tenants, Commercial Operators, Aviation 

professionals, City Planners, City Council Members, and representatives from neighborhoods adjacent to the Airport. 

The PAC will work with the consultants, and Airport personnel on the Plan.

Council Approval of the Grant

Execution of the Grant

Consultant Selection

PAC Kickoff Meeting

Phase #1

PAC Meeting/Tenant Forum

Phase #2

PAC Meeting/Tenant Forum

Final Draft Development

Presentation to Council

10/21 1/22 4/22 7/22 10/22 12/22 

ALP Narrative Update
City of Arlington, Texas 2021 Recovery Plan Performance Report 34

Enhance Regional Mobility

Goal 2: Plan, Manage, and Maintain Public Transportation Infrastructure 

Objective 2: Complete Construction Projects in a Timely Manner

Project Performance Measure(s) City Service Team (Department)

ERM

2.2.1

Street Rebuild Projects Overall satisfaction with the 

management of traffic flow during 

peak hours

Public Works & Transportation

Summary:

Capital street projects are funded with Street Bonds 

and are funded through inclusion in the annual capital 

budget.

The projects listed to the right are expected to receive 

construction funds in March 2021. The projects listed 

below include carry-over projects funded in prior years

that have not completed construction, as well as the 

planned FY 2021 projects. Project milestones listed in 

the table will be updated as they occur during the year.

Roadway Capital Improvements Project Lane 

Miles

2018 Residential Rebuild (Daniel Dr.) 1.5

2018 Residential Rebuild (Miriam Ln.) 1.4

2019 Residential Rebuild 0.8

2020 CDBG Vanderbilt Dr. & Hanover Dr. 1.2

Avenue E (SH-360 to Great Southwest Pkwy.) 4.0

Avenue H (SH-360 to Great Southwest Pkwy.) 4.6

Bowman Springs Road (IH-20 to Enchanted Bay 

Blvd.)

1.1

Calender Road (Harris Rd. to Eden Rd.) 1.4

Eden Road (US-287 to Calender Rd.) 2.0

Harris Road (Calender Rd. to Cooper St.) 2.2

Poly Webb Road (Pleasant Ridge Rd. to 

Shorewood Dr.)

Sublett Road (City Limits to Joplin Rd.) 1.2

Turner Warnell Road (Matlock Rd. to Cooper St.) 6.0

Roadway Capital Improvement Project Estimated 

Bid Date

Actual Bid 

Date

Estimated 

Completion

Actual 

Completion

Eden Road (US-287 to Calender Rd.) June 2018 Aug. 2019 July 2021

Calender Road (Harris Rd. to Eden Rd.) Apr. 2019 May 2020 Nov. 2021

Avenue H (SH-360 to Great Southwest Pkwy.) May 2019 Sept. 2019 June 2021

Harris Road (Calender Rd. to Cooper St.) May 2019 Nov. 2020 Oct. 2022

2018 Residential Rebuild (Daniel Dr.) May 2020 Oct. 2020 Aug. 2021

2018 Residential Rebuild (Miriam Ln.) Oct. 2020 Oct. 2020 Nov. 2021

2020 CDBG Rebuilds (Vanderbilt Dr. & Hanover Dr.) July 2020 Sept. 2020 Dec. 2021

Avenue E (SH-360 to Great Southwest Pkwy.) Aug. 2020 Nov. 2020 July 2022

2019 Residential Rebuild Apr. 2021 Apr. 2021 Feb. 2022

Poly Webb Road (Pleasant Ridge Rd. to Shorewood 

Dr.)

Oct. 2021

Turner Warnell Road (Matlock Rd. to Cooper St.) Oct. 2021

Bowman Springs Road (IH-20 to Enchanted Bay Blvd.) Nov. 2021

Sublett Road (City Limits to Joplin Rd.) Nov. 2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 35

Enhance Regional Mobility Scorecard

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

PWT 

Citizen Survey

Citizen perception of overall condition of 

streets/roads as "excellent" or "good" [annual 

survey] 40% 44% 46%

Maintain or 

Increase 

PWT Citizen perception of traffic levels are 

acceptable as "strongly agree" or "somewhat 

agree" [annual survey] 39% 39% 48%

Maintain or 

Increase 

PWT Citizen perception of excellent or good for 

traffic flow management in the 

Entertainment District [annual survey] 37% 41% 47%

Maintain or 

Increase 

PWT Citizen perception of overall satisfaction with 

the management of traffic flow during peak 

hours as "excellent" or "good" [annual 

survey] 39% 39% 47%

Maintain or 

Increase 

OSI Via On-Demand Rideshare Ridership 233,717 179,995 195,000 300,000

PWT

Traffic Management

Travel time on northbound Cooper from 

Turner-Warnell to I-30 (goal: 21 min 9 sec) 

[measured quarterly] 21:54 20:54 20:43

21:09 (+/- 2 

min 7 sec)

PWT Travel time on southbound Cooper from I-30 

to Turner-Warnell (goal: 21 min 4 sec) 

[measured quarterly] 21:49 21:50 19:24

21:04 (+/- 2 

min 6 sec)

PWT Travel time on northbound Collins from South 

Green Oaks to North Green Oaks (goal: 19 

min 38 sec) [measured quarterly] 19:42 20:44 19:31

19:38 (+/- 1 

min 58 sec)

PWT Travel time on southbound Collins from North 

Green Oaks to South Green Oaks (goal: 19 

min 34 sec) [measured quarterly] 18:27 19:45 18:04

19:34 (+/- 1 

min 57 sec)

PWT Travel time on eastbound Division from 

Bowen to SH-360 (goal: 10 min 24 sec) 

[measured quarterly] 11:36 11:00 10:44

10:24 (+/- 1 

min 2 sec)

PWT Travel time on westbound Division from SH360 to Bowen (goal: 10 min 52 sec) 

[measured quarterly] 11:21 8:17 9:30

10:52 (+/- 1 

min 5 sec)

PWT Travel time on eastbound Pioneer Parkway 

from Green Oaks to SH-360 (goal: 13 min 49 

sec) [measured quarterly] 13:49 13:49 12:41

13:49 (+/- 1 

min 23 sec)

PWT Travel time on westbound Pioneer Parkway 

from SH-360 to Green Oaks (goal 14 min 12 

sec) [measured quarterly] 13:40 14:04 12:45

14:12 (+/- 1 

min 25 sec)

PWT Lane Miles with Overall Condition Index (OCI) 

< 50 [measured quarterly] 300 347 377

Maintain or 

Decrease

PWT % of traffic signals receiving annual 

preventative maintenance compared to goal 

of 535 [measured quarterly] 100% 99% 52% 100%

PWT % of signs replaced that do not meet 

minimum standards compared to annual goal 

of 3,000 112% 95% 100% 100%
City of Arlington, Texas 2021 Recovery Plan Performance Report 36

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 1: Foster Development and Redevelopment in Targeted Areas

Project Performance Measure(s) Department(s)

IOE

1.1.1

TIRZ Districts • Recruitment Leads

• Leads to Prospects

Economic Development 

Summary:

There are three Tax Increment Reinvestment Zones 

(TIRZ) in Arlington:

(TIRZ) #1 – Downtown

2020 Taxable Value: $

(TIRZ) #5 – Entertainment District 

2020 Taxable Value: $

(TIRZ) #6 – Viridian 

2020 Taxable Value: $

(TIRZ) #7 – International Corridor

2020 Taxable Value: $

TIRZ #1 Date

TIRZ #5 Date

TIRZ #6 Date

TIRZ #7 Date

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 1: Foster Development and Redevelopment in Targeted Areas

Project Performance Measure(s) Department(s)

IOE

1.1.2

South SH-360 Corridor 

Development Strategy

Completion of Plan Office of Strategic Initiatives

Summary:

The South SH-360 Corridor Development Strategy will 

establish a vision for SH-360 from I-20 to the southern 

City Limit. The terminal build-out of SH-360 is an eightlane divided highway, and this plan will develop a vision 

with the community for the optimal use of remaining 

development opportunities along the corridor, while 

protecting established residential areas.

Milestone Estimated

Completion

Actual

Completion

Issue Request for 

Qualifications

Jan. 2021 Jan. 2021

Select and Contract with 

Consultant

Apr. 2021 Mar. 2021

Draft Plan Jan. 2022

Final Plan Mar. 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 37

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and 

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 2: Build a Strong and Diverse Business Community

Project Performance Measure(s) Department(s)

IOE

1.2.1

Business Recruitment and 

Retention

• Recruitment Leads

• Leads to Prospects

Economic Development 

Summary:

The Office of Economic Development is participating in 

recruitment efforts related to the City’s identified 

targeted industry clusters. The adopted clusters are 1) 

Aerospace, 2) Automotive Products, 3) Business and 

Professional Services, 4) Medical Devices, and 5) 

Industrial Machinery and Manufacturing. 

As outlined in the Economic Development Strategy, the 

Office works to generate leads and recruit companies 

within these industry clusters, which will assist in reaching 

one of the City’s primary economic development goals –

competitive positioning, allowing the City to capture a 

larger share of high-wage, high-impact growth. 

As recruitment leads are generated and projects arise, 

they will be identified and tracked on a hit list reported to 

the City Management Office every month. The list will 

track potential capital investment, jobs created and 

details about each project in order of priority. Staff will

continue to develop knowledge of the business climate 

that may lead to a compelling case for industry prospects 

to locate in Arlington. 

Approved Agreements Date

Targeted 

Industry 

Leads

Aerospace

Automotive 

Products

Medical 

Devices

Industrial 

Manufacturing

Business and 

Professional 

Service

1

st Quarter 

2

nd Quarter

3

rd Quarter

4

th Quarter
City of Arlington, Texas 2021 Recovery Plan Performance Report 38

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and 

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 2: Build a Strong and Diverse Business Community

Project Performance Measure(s) Department(s)

IOE

1.2.2

Small Business Initiative Interactions with Existing Businesses Economic Development 

Small Business Initiative

Established in 2018, the small business initiative committee 

focuses on responding to small business requests, managing 

the small business website, and staying up to date with 

partner organizations including the Tarrant County Small 

Business Development Center, SCORE Fort Worth, TechFW 

and EpicMavs. Representatives from the Planning and 

Development, Purchasing, Library and OED departments 

serve on the committee. In 2021, Staff will focus on 

business outreach and continue to stay up to date on 

resources to assist businesses affected by the pandemic.

Economic Development Business Incubator

In conjunction with Community Development & Planning, 

Economic Development, Water Utilities, and UT Arlington, 

the City will work to develop a Business Incubator. The 

collaboration of these key institutions to address this 

pressing need should both enhance the financial stability 

and the prominence of these institutions and benefit the 

private sector organizations in the Community. 

A Business Plan has been developed and is currently under 

review by City management and the university. The 

Business Plan is based on the analysis of various incubator 

facilities throughout the country as well as dialogue with 

incubator directors.

Small Business Updates Date

Small Business Incubator Date
City of Arlington, Texas 2021 Recovery Plan Performance Report 39

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and 

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 2: Build a Strong and Diverse Business Community

Project Performance Measure(s) Department(s)

IOE

1.2.3

Expansion of Foreign Direct 

Investment Promotion

Recruitment Related Events Attended Economic Development 

Summary:

Economic Development Staff continues to conduct 

research, gain industry intelligence, and forge relationships 

with international industry decision makers, as well as site 

selectors in the targeted international markets. 

Within the past few years, Staff has expanded foreign 

direct investment efforts by attending trainings, 

conferences and expos known to result in the generation 

of viable leads. Staff will also work to establish 

partnerships with affiliate organizations and local brokers 

to assist in the promotion of Arlington as a prime location 

for global investment.

Staff’s progress in the expansion of its international efforts 

will be tracked and reported, and any resulting relocation 

or recruitment projects will be identified.

International 

Tradeshows/Conferences

Date
City of Arlington, Texas 2021 Recovery Plan Performance Report 40

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and 

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 2: Build a Strong and Diverse Business Community

Project Performance Measure(s) Department(s)

IOE

1.2.4

Targeted Marketing Campaign Marketing Partnership Visits Economic Development 

Summary:

Based on the Economic Development Strategy, the City 

continues to focus its marketing efforts on targeted industries, 

aiming at these businesses through their trade associations, 

related publications, and attendance and sponsorship of trade 

shows/expos. Additionally, enhanced general marketing 

efforts will promote the city at the regional, state, and 

international levels, through participation and increased 

involvement in key marketing and corporate real estate groups. 

In keeping with the City’s brand, advertisements will be 

designed with a consistent theme for placement in a variety of 

print and electronic publications. An assortment of materials 

will be produced in keeping with this theme.

The Office’s webpage is an effective marketing tool for the City 

and will continue to be updated to reflect the 

service/incentives provided by the City as well as highlighting 

Arlington businesses making significant investments in the 

economy. 

ED Staff will track their outreach efforts via presentations and 

partnership events with local organizations. 

Ads Placed Issue 

Tradeshows/Conferences Attended Date

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and 

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 2: Build a Strong and Diverse Business Community

Project Performance Measure(s) Department

IOE

1.2.5

Economic Development 

Corporation

All Economic Development Measures Economic Development 

Summary:

On November 3, 2020, Arlington voters approved the adoption 

of an additional quarter-cent City sales and use tax during the 

General Election. The quarter-cent sales and use tax will fund 

Arlington's Economic Development Corporation to undertake 

such projects as authorized by Chapter 505 of the Texas Local 

Government Code. The sales tax will become active in April 

2021 and is estimated to generate $15-17 Million per year.

Milestones Date
City of Arlington, Texas 2021 Recovery Plan Performance Report 41

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 2: Build a Strong and Diverse Business Community

Project Performance Measure(s) Department(s)

IOE

1.2.6

Economic Development 

Projects

• Recruitment Leads

• Leads to Prospects

Economic Development 

Summary:

To build and sustain Arlington’s tax base, Economic 

Development staff will remain focused on developing 

Arlington’s remaining greenfield sites with the highest and 

best uses. Additionally, redevelopment efforts will 

continue within the Entertainment District, Great 

Southwest Industrial Park, and Downtown and LamarCollins areas, among other areas identified as suitable for 

redevelopment. Per the Economic Development Strategy, 

redevelopment projects will be supported and prioritized 

when considered as transformational and having high 

community impact, both being primary economic 

development goals for the City. These projects must be 

game changers, introducing new product into an unproven 

area, have the ability to stimulate future change, and must 

be a desired use. 

Urban Union

Type: Redevelopment of buildings near the intersections of 

Division St., East St., and Front St in Downtown Arlington 

Capital Investment: $20 million

Size: 60,000 sq. ft. 

Deal: Located in Tax Increment Reinvestment Zone #1, the 

project will receive TIRZ #1 funding to assist in the public 

improvement costs associated with the development. 

Columbia Medical Center of Arlington Subsidiary, LP 

(MCA) (Healthcare/Medical) 

Type: Medical Hospital 

Capital Investment: $90 million

Size: 20,000 sq. ft. expansion

Employees: 50

Deal: The City provided a real property tax abatement to 

offset some of MCA’s construction costs. 

General Motors (Assembly)

Type: Assembly Plant Renovation and Expansion

Capital Investment: $1.4 billion

Size: 1,200,000 sq. ft. expansion

Employees: 4,000+ retained

Urban Union

(Phase 3)

Date

Building Permit Issued May 2018

Certificate of Occupancy Issued Sept. 2019

Urban Front

(Phase 4)

Date

Agreement Drafted Mar. 2020

Agreement Approved by TIRZ 

Board.

June 2020

Agreement Approved by Council June 2020

First Amendment to Purchase 

Option Agreement 

Sept. 2020

Building Permit Pending

Columbia Medical Center of 

Arlington (MCA) Project

Date

Building Permit Issued (Phase I) May 2016

Certificate of Occupancy Issued 

(Phase I)

June 2019

Building permit Issued (Phase II) July 2016

Fire Permit Dec. 2020

Fire Permits Issued Feb. 2021

Phase II Project Complete (CO 

Issued)

Pending 

General Motors Date

Building Permit Issued June 2013

Certificate of Occupancy Issued Oct. 2019

Sewer Line Design Complete Pending 

Conveyor Line TBA

Medal of Honor Museum Date

Architecture Firm Selected Jan. 2020

Board of Directors Selected Jan. 2020

Lease Agreement Jan. 2021

Zoning Approved Pending

Building Permit Issued Pending

Certificate of Occupancy Issued Pending
City of Arlington, Texas 2021 Recovery Plan Performance Report 42

Deal: To assist GM, the City offered an incentive package 

including tax abatements to real and business personal 

property and fee waivers. 

Medal of Honor Museum 

Type: Museum 

In October 2019, the NMOH Museum announced that 

Arlington would be the home of their new museum. The 

site will be in the Entertainment District. 

United Parcel Service (UPS), Inc.

Type: Regional Distribution Center

Capital Investment: $200 million

Size: 1,100,000 sq. ft. 

Employees: 1,400

Deal: The Arlington City Council approved a Chapter 380 

grant that provides a tax rebate of 85% over seven years 

on business personal property.

Main 7

Type: Housing Development

Capital Investment: $14.7 million

Townhomes: 53

Deal: The Arlington City Council approved a Tax Increment 

Reimbursement Agreement by and between Savannah

Main 7, LLC relative to the construction of the 

development at the corner of W. Main Street and Cooper 

Street in June 2020.

PHC Equities, LLC.

Type: Industrial Warehouse and Office Facility

Capital Investment: $15-20 million

Size: 162,000 sq. ft. 

Employees: 50

Deal: The Arlington City Council approved a Chapter 380 

grant agreement that provides a tax rebate of 80% over 

seven years on real property.

UPS Date

Building Permit Issued Aug. 2017

Certificate of Occupancy Issued Pending

Main 7 Date

Building Permit Issued Dec. 2020

Certificate of Occupancy Issued Pending

PHC Equities, LLC Date

Building Permit Issued Pending

Certificate of Occupancy Issued Pending
City of Arlington, Texas 2021 Recovery Plan Performance Report 43

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and 

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 2: Build a Strong and Diverse Business Community

Project Performance Measure(s) Department(s)

IOE

1.2.7

Land Banking Economic Development 

Summary:

Land Banking (previously Real Estate) is part the Economic 

Development department. Staff manages minerals and 

leasing, city-owned property, cell tower leasing, easement 

acquisitions for PWT and WU, right-of-way permit approvals 

and small cell right-of-way permits which includes inspections 

and management of the public right-of-way.

Small Cell Permits 

Staff manages applications/yearly fees from public service 

providers such as AT&T, Sprint, T-Mobile and Verizon. Shot 

clocks are enforced under this program.

Right-of-Way Permits

IT is working closely with the department to create an online 

ROW permit submittal process to streamline processing and 

management. Goals will always be to collect past due 

damages from current contractors and public service 

providers.

Small Cell Right-of-Way 

Permits

Submitted

1

st Quarter

2

nd Quarter

3

rd Quarter

4

th Quarter

Right-of-Way Permits Submitted

1

st Quarter

2

nd Quarter

3

rd Quarter

4

th Quarter
City of Arlington, Texas 2021 Recovery Plan Performance Report 44

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and 

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 2: Build a Strong and Diverse Business Community

Project Performance Measure(s) Department(s)

IOE

1.2.8

State and Federal Legislative 

Agendas

Communication & Legislative Affairs

Summary:

The Office of Intergovernmental Relations is 

responsible for developing the City’s State and Federal 

Legislative Agendas every two years. The development 

of these legislative agendas involves gathering the 

input of all department directors, approval by CMO, 

feedback from the City Council Municipal Policy 

Committee and final approval and adoption from the 

City Council. 

Milestone Target Date Status

Adoption of 2019-2020 

Legislative Agendas

1

st Qtr. FY2019 100%

Share 2019-2020 

Legislative Agendas 

with entire Arlington 

Delegation

1

st Qtr. FY2019 100%

Gather input from 

Directors and CMO

4

th Qtr. FY 2020 100%

Adoption of 2021-2022 

Legislative Agendas

1

st Qtr. FY 2021 100%

Share 2021-2022 

Legislative Agendas 

with entire Arlington 

Delegation

1

st Qtr. FY 2021 100%

Gather input from 

Directors and CMO

4

th Qtr. FY 2022

Adoption of 2023-2024 

Legislative Agendas

1

st Qtr. FY 2023

Share 2023-2024 

Legislative Agendas 

with entire Arlington 

Delegation

2

nd Qtr. FY 2023
City of Arlington, Texas 2021 Recovery Plan Performance Report 45

Invest in Our Economy

Goal 1: Enhance Economic Impact Through Development and 

Redevelopment Efforts, Partnerships, and Investment Opportunities

Objective 2: Build a Strong and Diverse Business Community

Project Performance Measure(s) Department(s)

IOE

1.2.9

Workforce / Small Business / 

Entrepreneur Support Services

• #of Programs

• #of Attendees

• #of IET training opportunities

• #of Completions

Library

Summary:

The Library provides resources and services to support 

workforce readiness and upskilling, small business and 

entrepreneurship and digital literacy. These are 

provided to patrons through hands-on skill building 

classes, programs with experts, adult education, one on 

one appointments and database resources, and job 

training fairs. The Library seeks to support individuals in 

achieving economic stability and the opportunity for 

advancement through increased job skills or 

entrepreneurship. Working in partnership with other 

City departments, community organizations and support 

agencies to facilitate access to job resources.

 -

 50

 100

 150

 200

 250

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Business Programs Offered

 -

 100

 200

 300

 400

 500

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

# of Attendees
City of Arlington, Texas 2021 Recovery Plan Performance Report 46

 -

 50

 100

 150

 200

 250

 300

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

IET Training Opportunities Offered

 -

 50

 100

 150

 200

 250

 300

 350

 400

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

IET Training Completions
City of Arlington, Texas 2021 Recovery Plan Performance Report 47

Invest in Our Economy Scorecard

Dept. Key Measures FY 2019

Actual

FY 2021

Actual

FY 2021

Estimate

FY 2022

Target

General

Citizen Survey

Citizen perception that Arlington is a great 

place to operate a business [annual survey] 46% 50% 47% 60%

General Citizen perception that Arlington is a great 

place to work [annual survey] 51% 54% 51% 60%

ED

Foster Development

ROW Permits Issued [cumulative totals] New Measure in FY 2021 600 2,200

ED ROW Permit Damage Investigations 

[cumulative totals] New Measure in FY 2021 40 40

ED ROW Complaints Investigated/Resolved 

[cumulative totals] New Measure in FY 2021 80 100

PDS Turnaround time to 1st comments for 

commercial construction plans within 12 

business days 99% 100% 96% 95%

PDS Turnaround time for building inspections 

within 24 hours 100% 100% 100% 100%

PDS Improve customer satisfaction by maintaining 

90% or higher "Excellent" customer rating 95% 95% 100% 90%

ED

Business Retention & Expansion

Marketing partnership visits [cumulative 

totals] 60 95 80 95

ED Recruitment leads [cumulative totals] 95 47 75 95

ED Leads to prospects [cumulative totals] 46 35 40 49

ED On-Site Business Visits [cumulative totals] 118 96 80 95

ED Royalties from real estate holdings 

[cumulative totals] $7,020,775 $3,584,198 $4,325,000 $4,325,000

ED Recruitment related events attended 

[cumulative totals] 20 15 7 15

Library # of business programs offered New Measure in FY 2022 110

Library # of IET opportunities offered New Measure in FY 2022 30
City of Arlington, Texas 2021 Recovery Plan Performance Report 48

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 1: Provide for the Efficient Access and Appropriate Management of the City’s Data

Project Performance Measure(s) Department

PTW

1.1.1

Open Arlington Open Data Users / Quarter Office of Strategic Initiatives

Summary:

The goal of Open Arlington is to provide the public with a 

platform for accessing, visualizing and interacting with City data. 

It acts as a conduit between technical and non-technical users 

and increases transparency between the City and the public.

The Open Arlington Open Data Portal provides residents with 

interactive web maps as well as downloadable datasets in 

spreadsheet or geospatial format. In an effort to provide the 

public with relevant and insightful information about the City, 

the Office of Strategic Initiatives continues to research 

opportunities for developing and publishing new datasets 

and/or interactive web maps onto the Open Data Portal. 

In order to assess the use and effectiveness of the Open 

Arlington Open Data Portal, the Office of Strategic Initiatives 

tracks use metrics through Google Analytics. By understanding 

patterns of use such as number of page views, user patterns, top 

datasets, etc., OSI can continuously augment the ease and 

usefulness of Open Arlington.

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 1: Provide for the Efficient Access and Appropriate Management of the City’s Data

Project Performance Measure(s) Department(s)

PTW

1.1.2

Phase 2 ERP System 

Implementation – Payroll Module

Finance

Summary:

In FY 2020, the City issued an RFP for a new Enterprise 

Resource Planning (ERP) system. Phase 1 Implementation 

of the new system started/was completed in FY 2021. 

Phase 3 is scheduled to begin in FY 2023. 

Phase 2 – Human Capital, Payroll, and Budget Modules

(1/03/2022 – 01/31/2023)

Phase Two will begin during the 2nd quarter of FY 2022. 

During Phase 2, the City’s Payroll Module will be 

implemented with a go-live date January 1, 2023.

Milestone Estimated

Completion

Actual

Completion

Business Process Analysis 01/01/2022

Planning 03/01/2022

Architect 04/01/2022

Configure/Prototype 06/01/2022

Testing 09/01/2022

Parallel Payroll 10/01/2022

Deploy/Training 12/01/2022

Go Live 01/01/2023

Post Go Live Support 01/01/2023
City of Arlington, Texas 2021 Recovery Plan Performance Report 49

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 1: Provide for the Efficient Access and Appropriate Management of the City’s Data

Project Performance Measure(s) Department(s)

PTW

1.1.3

Phase 2 ERP System 

Implementation – Planning & 

Budget Module

Finance

Summary:

In FY 2020, the City issued an RFP for a new Enterprise 

Resource Planning (ERP) system. Phase 1 Implementation 

of the new system started/was completed in FY 2021. 

Phase 3 is scheduled to begin in FY 2023. 

Phase 2 – Human Capital, Payroll, and Budget Modules

(1/03/2022 – 01/31/2023)

Phase Two will begin during the 2nd quarter of FY 2022. 

During Phase Two the City’s Planning and Budget Module 

will be implemented with a go-live date January 1, 2023.

Milestone Estimated

Completion

Actual

Completion

Business Process Analysis 01/01/2022

Planning 03/01/2022

Architect 04/01/2022

Configure/Prototype 06/01/2022

Testing 09/01/2022

Deploy/Training 12/01/2022

Go Live 01/01/2023

Post Go Live Support 01/01/2023

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 1: Provide for the Efficient Access and Appropriate Management of the City’s Data

Project Performance Measure(s) Department(s)

PTW

1.1.4

Enterprise IT Project (FY 2022) –

Cartegraph Enhancements

Project Completion Information Technology and Asset 

Management

Summary:

Asset Management would like to procure consulting services 

from Cartegraph to minimize their use of the Cartegraph system. 

This initiative will allow them to improve operational efficiencies 

and service to the organization; better plan and budget for 

future capital improvements; and provide training for the team 

administrators to maintain and expand Cartegraph functionality 

and customization.
City of Arlington, Texas 2021 Recovery Plan Performance Report 50

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 1: Provide for the Efficient Access and Appropriate Management of the City’s Data

Project Performance Measure(s) Department(s)

PTW

1.1.5

Enterprise IT Project (FY 2022) –

Content Management System for Police

Project Completion Information Technology and Police

Summary:

This project will expand use of the City’s enterprise 

document management solution Laserfiche Rio by 

engaging DocuNav to configure a Laserfiche Rio 

environment for the Police Department (APD). This will be 

a multi-phased/multi-year project that will also include 

configuring Laserfiche to manage,

• Structured and unstructured data

• A Citizen-facing portal for data submissions

• Forms and workflows

• Request and issue management

• Asset management, and 

• Training and file management.

APD currently stores over 60 terabytes of unstructured 

data in the City’s file shares. For data stored in an 

unstructured manner, there is not an effective search 

solution, document hold process or enforceable retention 

policy.
City of Arlington, Texas 2021 Recovery Plan Performance Report 51

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 1: Provide for the Efficient Access and Appropriate Management of the City’s Data

Project Performance Measure(s) Department(s)

PTW

1.1.6

Enterprise IT Project (FY 2022) –

AMANDA Redesign for Planning

Project Completion Information Technology and Planning & 

Development Services

Summary:

The AMANDA system was created in 2006 to automate 

inspections, capture reviews and track projects through 

the development process. Since implementation in 2006, 

minimal updates have occurred. As a result, the business 

procedural changes have not been captured in AMANDA, 

to align with changes made to the Unified Development 

Code, adopted in 2014, and State Legislation (Local 

Government Code). Due to the lack of updates to the 

AMANDA system, City staff manually adjusts business 

processes in AMANDA to mirror the current process. 

PDS would like to update Zoning Case (ZC), Plat (PL), Site 

Plan (SP) and Public Improvement (PI) folders in AMANDA 

and arlingtonpermits.com (ap.com). The updates will 

include changes, deletions, and updates to AMANDA 

folders, reporting, fees, and ap.com. PDS would also like to 

create folders/work types for processes not currently 

captured in AMANDA including zoning verification letter 

applications and Plat Pre-Application meetings. Both 

processes require an application fee and are manually 

tracked via spreadsheets. 

While updating the existing PDS Land Development folders 

(ZC, PL, SP and PI) in AMANDA, this project will also 

provide an opportunity to define, document, change, and 

prioritize PDS business processes aligned with the 

AMANDA system best practices. This will require the 

support of a third-party consultant that will lead the 

mapping of current and future state business processes, 

facilitate stakeholder engagement, identify gaps and 

process improvements that will result in the development 

of the AMANDA folders master plan. 
City of Arlington, Texas 2021 Recovery Plan Performance Report 52

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 1: Provide for the Efficient Access and Appropriate Management of the City’s Data

Project Performance Measure(s) Department(s)

PTW

1.1.7

Enterprise IT Project (FY 2022) –

eDiscovery Software 

Replacement

Project Completion Information Technology and City Attorney’s 

Office

Summary:

This project will replace the existing DA solution with a 

new discovery tool that will allow for searching the 

Microsoft’s Cloud storage (OneDrive, Emails, SharePoint, 

personal cloud drives, etc.) and on-premise network 

storage (documents, spreadsheets, etc.) efficiently. The 

project will use CAO’s business requirements to identify 

and purchase a discovery tool that meets their needs.

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 2: Implement New Technology

Project Performance Measure(s) Department(s)

PTW

1.2.1

Enterprise IT Project (FY 2020) 

– Fire Staffing Solution

Project Completion Fire and Information Technology

Summary:

To deal with the growing demand of Fire and EMS 

service more effectively in the City of Arlington, the 

Arlington Fire Department has partnered with 

Information Technology to purchase a new staffing 

software. Telestaff will offer a modern software 

solution to assist in staffing the Department’s daily 

operations, schedule vacation, and manage 

unscheduled leave. The current solutions used by 

AFD are based on spreadsheets which are more than 

10 years old. 

Milestone Target Date Status

Charter Development 2

nd Qtr. FY 2020 Complete

Staff Report Approval 

by Council

2

nd Qtr. FY 2020 Complete

Project Planning 3

rd Qtr. FY 2021

Design / Develop 3

rd Qtr. FY 2021

Implementation / Go 

Live

4

th Qtr. FY 2021

Project Close 1

st Qtr. FY 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 53

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 2: Implement New Technology

Project Performance Measure(s) Department(s)

PTW

1.2.2

SCADA Integrator Update Treatment Production Facilities –

SCADA

Water Utilities

Summary:

As the Water Department Treatment Division is 

substantially updating its production facilities over the 

next five years, the need for a comprehensive Supervisory 

Control and Data Acquisition (SCADA) integration project 

was identified. This project will set programming and 

hardware standards and modernize the Human Machine 

Interface (HMI) platform utilized for all water treatment 

operational processes.

Milestone Estimated 

Completion

Actual 

Completion

PBWTP Hydrogen 

Peroxide System

Nov. 2020 July 2021

SCADA Standards and 

Governance

June 2020 Dec. 2020

JKWTP Chemical 

Project

Sept. 2022

JKWTP Backwash 

Improvements

May 2022

PBWTP Chemical 

Clearwell and PS 

Improvements

Sept. 2024

LARWPS Shared 

Operations 

Improvements

Nov. 2024
City of Arlington, Texas 2021 Recovery Plan Performance Report 54

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 2: Implement New Technology

Project Performance Measure(s) Department(s)

PTW

1.2.3

Traffic Management 

Technology Improvements

• Implementation: Installing devices at 

locations and bringing them online

• Management: Using device data to 

improve traffic flow

Public Works & Transportation

Summary:

Implementing smart traffic management technology 

will assist the city in developing a more efficient 

transportation system that enhances regional 

mobility and increases the quality of life for residents 

and visitors.

Some of the benefits resulting from implementing 

new technology include:

• Reduced traffic congestion

• Prioritized traffic based on real-time 

conditions

• Quicker response to traffic incidents

• Reduced pollution

During FY 2022, work to implement new traffic 

management technology will focus on the following 

projects:

• Installation of additional connected vehicle 

devices on major corridors

• Installation of additional CCTV cameras for 

traffic monitoring

• Increasing the number of intersections 

evaluated by the Automated Traffic Signal 

Performance Measures (ATSPMs) 

monitoring system.

Corridor Travel Time Goals Actual

Travel Time

NB Cooper St. (Turner-Warnell Rd. to IH-30)

21:09 (+/- 2 min 7 sec)

SB Cooper St. (IH-30 to Turner-Warnell Rd.)

21:04 (+/- 2 min 6 sec)

NB Collins St. (S. Green Oaks Blvd. to N. Green 

Oaks Blvd.) 

19:28 (+/- 1 min 58 sec)

SB Collins St. (S. Green Oaks Blvd. to N. Green 

Oaks Blvd.)

19:34 (+/- 1 min 57 sec)

EB Division St. (Bowen Rd. to SH-360)

10:24 (+/- 1 min 2 sec)

WB Division St. (Bowen Rd. to SH-360)

10:52 (+/- 1 min 5 sec)

EB Pioneer Pkwy. (Green Oaks Blvd. to SH-360)

13:49 (+/- 1 min 23 sec)

WB Pioneer Pkwy (SH-360 to Green Oaks Blvd.)

14:12 (+/- 1 min 25 sec)

NB Cooper St. (Turner-Warnell Rd. to IH-30)

21:09 (+/- 2 min 7 sec)
City of Arlington, Texas 2021 Recovery Plan Performance Report 55

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 2: Implement New Technology

Project Performance Measure(s) Department(s)

PTW

1.2.4

Cable Channel Improvements Communication & Legislative Affairs

Summary:

Purchase and commission of a new video 

server/bulletin board system for our cable station. 

With technology updates to this equipment, it will 

allow us to effectively communicate with Arlington 

residents. This new system will be automated to 

allow us to fully schedule content for everyday of the 

week.

Milestone Target Date Status

Research & Receive Quotes 

with the approval from 

Purchasing

2

nd Qtr. FY 2021 100%

Implement Digital 

Resources Contract

2

nd Qtr. FY 2021 100%

Update CBR AV Equipment 2

nd Qtr. FY 2021 100%

Update Studio Control 

Room

3

rd Qtr. FY 2022

Update Studio Set 3

rd Qtr. FY 2022

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 2: Implement New Technology

Project Performance Measure(s) Department(s)

PTW

1.2.5

CodeRED Citizen Notification 

Tool 

Communication & Legislative Affairs 

and Information Technology

Summary:

The Departments of Communication and Legislative 

Affairs and Information Technology are working 

together to implement a new citizen notification tool 

to better communicate directly to residents. This tool 

is in addition to the work that the Office of 

Communication and other departments are already 

doing to connect with their customers and Arlington 

residents. 

Milestone Target Date Status

Contract with a Citizen 

Notification Tool

2

nd Qtr. FY 2021 100%

Create a Standard 

Operating Procedure on 

how to use CodeRED

3

rd Qtr. FY 2021 90%

Train Department 

Directors and Key Staff on 

how to use CodeRED 

3

rd Qtr. FY 2021 25%

Utilize CodeRED to 

communicate to residents

3

rd Qtr. FY 2021 Ongoing
City of Arlington, Texas 2021 Recovery Plan Performance Report 56

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 2: Implement New Technology

Project Performance Measure(s) Department(s)

PTW

1.2.6

Citywide Broadband 

Deployment

Completion of citywide broadband 

network

Asset Management, Planning & 

Development Services, and Economic 

Development

Summary:

In Summer 2021, the City Council approved a license 

agreement with SiFi Networks to that grants it access to 

use the Public Right-of-Way to install, operate, and 

maintain a citywide fiber optic network system. 

Additionally, SiFi will seek and contract with Internet 

Service Providers to offer internet service over the 

system to residents and businesses.

The network system would be comprised of 10.2 million 

linear feet of fiber, underground chambers, aboveground cabinets, and shelters. SiFi projects installing 

fiber optic cable adjacent to approximately 156,000 

residential and 16,000 business premises once the 

network is complete. When a homeowner or business 

owner becomes a paid subscriber, then connection is 

made from the network to the premises.

Milestone

Estimated

Completion

Actual 

Completion

City Council Approval of 

License Agreement

May 2021 May 2021

Execution of Agreement Summer 2021

Creation of Escrow 

Account

Summer 2021

Develop Communications 

Plan

Summer 2021

Launch New Webpage Fall 2021

Pilot Project Fall 2021

Design Network Summer 2023

Construction 2028

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 2: Implement New Technology

Project Performance Measure(s) Department(s)

PTW

1.2.7

Enterprise IT Project (FY 2022) –

Electronic Dashboards for Police

Project Completion Information Technology and Police

Summary:

This project will identify and acquire a solution that will ingest/analyze 

data from the sources listed above and others to provide dashboards and 

reporting tools to APD. This solution will

• Connect to multiple active data sources

• Monitor data sources and provide alerts

• End-user friendly allowing simple configuration of dashboards, 

and 

• Allow for separation of APD data from City data.

APD is a client of Tyler Technologies unitizing their Records Management 

System. During the pandemic, Tyler offered one of their projects, Socrata, 

to cities and agencies free for dashboarding and tracking of COVID-19

issues (Tyler acquired Socrata – a data analytics and storage system in 

2018). APD is in the process of implementing Socrata for use in their 

COVID-19 reports and dashboard
City of Arlington, Texas 2021 Recovery Plan Performance Report 57

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 2: Implement New Technology

Project Performance Measure(s) Department(s)

PTW

1.2.8

Phase II ILS Platform 

Implementation

Complete Milestones Library

Summary:

In FY 2021, an in-depth study was conducted of the 

Library’s current integrated library system (ILS) 

platform to consider improvement opportunities and 

possible challenges. The ILS platform handles all the 

core business processing for the Library, including 

circulation, inventory control, catalog, and customer 

account management. Phase I research included 

working in concert with the two cooperative library 

partners (Mansfield Public Library and Kennedale 

Public Library) and City IT staff. Phase II will formalize 

and implement the outcome of the (ILS) platform 

research project completed in FY 2021. Based on the 

results from Phase I, Library will review the structures 

and features of the ILS to ensure the integrity of data 

and implementation of applicable features, with a 

focus on extracting maximum value from the product 

implemented.

Milestone Estimated

Completion

Actual 

Completion

Review available ILS features 

(back end and front end) and 

determine applicability to 

Library.

Dec. 2021

Implement or modify 

functionality to improve 

efficiency and usability of staff 

client and public catalog.

Mar. 2022

Review system structure of ILS 

to ensure proper integration of 

APL data with consortium 

partners. Initiate training of 

partner libraries to empower 

them to manage tasks related 

to their systems.

June 2022

Review and clean up ILS data to 

ensure consistency and 

accuracy

Sept. 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 58

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 3: Increase Convenience for the Customer

Project Performance Measure(s) Department(s)

PTW

1.3.1

Post COVID-19 Jury Trial 

Implementation

In-Person Jury Trial 

Reimplementation 

Municipal Court

Summary:

The Texas Supreme Court and Office of Court 

Administration have issued Emergency orders and 

guidance to Courts in response to the COVID-19. 

In its Seventeenth Emergency Order Regarding the 

COVID-19 State of Disaster issued on May 27, the 

Supreme Court prohibited courts from holding jury 

proceedings, including jury selection or a jury trial, 

prior to August 1. This prohibition was extended 

and was lifted in the 36th Emergency order that 

lifted restrictions on in-person hearings and Jury 

trials but had to follow certain safety protocols. 

Over the past year, the Municipal Court has over 

1,000 cases waiting to be scheduled for Jury Trial 

hearings. The Court will follow the Supreme 

Court’s authority and OCA guidance in 

reimplementing in-person Jury Trials. 

Milestone Target Date Status

Incorporate Stakeholders 

(Judges, prosecutors, Clerks, 

and Bailiffs) into a Jury 

committee to create a Jury 

implementation Plan. 

4

th Qtr. FY 2021

Implement any physical/social 

distancing needs for 

courtrooms

4

th Qtr. FY 2021

Conduct Jury trial runs with 

limited dockets to create best 

practices. 

1

st Qtr. FY 2022

Highlight and promote Jury 

Trials reintegration with 

attorneys and defendants. 

1

st Qtr. FY 2022

Resume Jury trials increased 

capacity

2

nd Qtr. FY 2022

Reevaluate and Adjust 3

rd Qtr. FY 2022

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 3: Increase Convenience for the Customer

Project Performance Measure(s) Department(s)

PTW

1.3.2

Enterprise IT Project (FY 2022) –

Inspection Scheduling Phase II

Project Completion Information Technology and Planning & 

Development Services

Summary:

Planning & Development Services (PDS) would like to 

enhance the inspections process in AMANDA and 

arlingtonpermits.com (ap.com) by grouping inspections by 

phases, to provide a simplified, mobile-friendly view to 

enhance the overall customer experience. 

Enhancements would include collapsing, adding or 

renaming inspections in AMANDA to minimize the number 

of categories in the customer viewing list and autopopulate certain minimum required inspections in 

Residential Permits (RP), Commercial Permits (CP) and

trade permits (Mechanical, Electrical and Plumbing). 
City of Arlington, Texas 2021 Recovery Plan Performance Report 59

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 3: Increase Convenience for the Customer

Project Performance Measure(s) Department(s)

PTW

1.3.3

Enterprise IT Project (FY 2022) –

Citizen Reporting Tool 

Replacement

Project Completion Information Technology and 

Communication & Legislative Affairs

Summary:

Support for the City’s citizen reporting mobile application, 

Ask Arlington, will be dropped by the vendor, Accela, 

sometime in 2021 (we have not been provided a specific 

date). This project is to replace the Ask Arlington app with 

a new mobile application that is usable on Apple and 

Android devices and provide web platform and texting 

capabilities. The tool will interface with the City’s existing 

applications that the Action Center (AC) agents utilize for 

their daily business operations.
City of Arlington, Texas 2021 Recovery Plan Performance Report 60

Put Technology to Work

Goal 1: Ensure Availability of Information, Programs, and City Services

Objective 3: Increase Convenience for the Customer

Project Performance Measure(s) Department(s)

PTW

1.3.4

Enhanced Interactive 

Development Process Guide

Project Completion Planning & Development Services 

Summary:

With the changes that happened in the last few years 

concerning technology and COVID-19 restrictions, all 

permitting activity is now online. Many of our 

customers can conduct business with the City at the 

tips of their fingers and in the convenience of their 

homes/offices. However, we still receive several 

phone calls regarding how to move through the 

permitting process. Our staff are always willing and 

able to help these customers. 

Currently, we have technical bulletins and short

videos in different locations across our website. 

However, there still seems to be a disconnect with 

our customers and these resources. With the 

Interactive Development Process Guide, we plan to 

bring all the how-to videos for each process together 

in a very streamlined process flowchart thereby

making it more easily available on google searches so 

that our customers can get to the specific item they 

are looking for. We will seek input from our 

customers and DRT concerning what would be most 

helpful. We will also be seeking guidance from OOC 

both on which tools to utilize for the website and for

the shooting/editing of some of our how-to videos 

and interviews.

Milestone Estimated

Completion 

Actual

Completion

Department brainstorming 

session

Aug. 2021

Seek input from 

development customers on 

permitting process

Sept. 2021

CMO update on the 

permitting DRAFT

Nov. 2021

Seek input from health 

services customers

Dec. 2021

CMO update on the health 

DRAFT

Mar. 2022

Seek input from contracting 

customers on inspections

Apr. 2022

CMO update on the 

inspections DRAFT

June 2022

Seek input from land 

development customers

July 2022

CMO update on the land 

development DRAFT 

Sept. 2022

Overall update to Council Oct. 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 61

Put Technology to Work Scorecard

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

IT

System Availability

File server availability 99.99% 100% 99% 99%

IT GIS system availability 99.9% 99.99% 98.6% 99%

IT Network uptime 99.72% 99.88% 99% 99%

IT Website availability 99.9% 99.81% 98.3% 99%

IT Amanda availability 99.9% 99.85% 98.6% 99%

IT Kronos availability 99.9% 99.99% 98.6% 99%

IT

Technology

Email Phishing/Snag Rate 2.46% 3% 2% 2%

Library Circulation through ELaRC Chromebook 

Kits New Measure in FY 2022 1,800

OSI Datasets or Interactive Web Maps 

Published [reported annually]

New 

Measure in 

FY 2020 6 5 5 

OSI Open Data Portal Users New 

Measure in 

FY 2020 10,453 2,400 16,000 

Parks % of online registrations 15.1% 42% 18% 18%

Parks Total website sessions (naturallyfun.org) 364,157 323,282 300,000 300,000

CLA

Social Media

Increase YouTube views to reach 

3,000,000 views per year 3,570,801 3,678,224 2,500,000 3,000,000

CLA Increase Social Media Followers -

FaceBook, Instagram, and Twitter 

[reported quarterly] 18% 12% 10% 25%

CLA Increase Visits to MyArlingtonTX.com and 

Arlingtontx.gov (Baseline = 518,623 visits) (11%) 427% 50% 20% 

CLA Ask Arlington App Downloads – based on 

percent of population 1% 1% 1% 5%

CLA Ask Arlington App Satisfaction – Number 

of 5-star ratings 1,032 336 500 500

Parks Total impressions (APRD main Twitter/FB 

profiles) in millions 6.137 7.18 7 7
City of Arlington, Texas 2021 Recovery Plan Performance Report 62

Support Youth and Families

Goal 1: Partner with Local Organizations to Educate and Mentor

Objective 1: Strengthen Education and Enrichment Programs

Project Performance Measure(s) Department(s)

SYF

1.1.1

Youth Investment Programs Volunteer and participation hours Police

Summary:

In the last several years, the national media has 

highlighted stories showing the lack of trust between 

the community, especially the youth, and their police 

departments. Nationally, youth mentoring programs 

consisted with effective implementation of the 

President’s Task Force on 21st Century Policing offer 

promising approaches to building trust. The department 

is one of 15 cities participating in the 21st Century 

Policing program to serve as a model of community 

policing for other police departments. The department 

continues to be focused on youth engagement and has 

increased programs to directly engage the youth of the 

City.

The following are the programs in the department 

dedicated to increasing youth engagement:

Police Explorer: Program aimed at giving teens 

exposure to law enforcement careers through 

competition headed up by local law enforcement

officers.

• Police Activities League (PAL): Youth crime 

prevention program that uses recreational 

activities to create trust and understanding 

between youth and police officers.

• Coach 5‐0 Program: In partnership with AISD, 

officers assist in coaching athletics and attend 

the students’ games.

• Mentoring Arlington Youth (MAY) Program: 

Mentoring program for middle school boys 

and girls.

• Hometown Recruiting Program: Based in AISD 

high schools, this program relies on 

volunteers from the department to assist in 

real training scenarios for future APD officers.

• Geographic/Community Partnerships: 

Providing neighborhood‐centric opportunities 

allow for communities to tailor education and 

mentorship activities within areas of the city. 

Partnerships with groups like AISD Elementary 

School Mentoring and the Boys and Girls Club 

of Arlington are examples of such

partnerships.

 -

 200

 400

 600

 800

 1,000

 1,200

 1,400

 1,600

 1,800

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Officer Participation Hours in Youth 

Investment Programs
City of Arlington, Texas 2021 Recovery Plan Performance Report 63

Support Youth and Families

Goal 1: Partner with Local Organizations to Educate and Mentor

Objective 1: Strengthen Education and Enrichment Programs

Project Performance Measure(s) Department(s)

SYF

1.1.2

AISD Natatorium Partnership • Percent of classes filled

• Customers Served

• Overall satisfaction with programs 

and facilities

Parks & Recreation

Summary:

In partnership with the AISD, the City of Arlington 

produced an aquatics facility equipped with a 50-

meter pool, a diving area, warm-up pool, and 

seating for up to one thousand spectators. 

The joint use agreement provides an opportunity for 

considerable expansion to the already high level of 

aquatics programming offered by the Parks and 

Recreation Department. The agreement will allow 

over 2,500 annual usage hours in the 50-meter and 

warm-up pools. A variety of year-round programs 

such as swim lessons, water aerobics, and lifeguard 

training classes will be held at the natatorium. -

 50

 100

 150

 200

 250

 300

 350

 400

 450

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

AISD Quarterly Update

Gate Count Scans Revenue
City of Arlington, Texas 2021 Recovery Plan Performance Report 64

Support Youth and Families

Goal 1: Partner with Local Organizations to Educate and Mentor

Objective 1: Strengthen Education and Enrichment Programs

Project Performance Measure(s) Department(s)

SYF

1.1.3

Chromebook/hotspot check 

out & digital literacy

• Circulation of technology

• #of Programs

• #of Attendees

Library

Summary:

Closing the digital divide is essential to provide 

economic opportunities for residents, and the residents 

with the greatest needs are those living in the 76010 zip 

code. ESRI Electronics and Internet Market Potential 

study on the four main census tracts in this area, only 

51% of households own a computer. Library data on 

internet usage by library branch also shows that 16% of 

all computer sessions among the seven library locations 

were at the East Library and Recreation Center (ELaRC), 

confirming that this community uses the library as a 

place with secure, reliable computer access. 

The final phase of the FY 2021 Innovation Zone grant 

funded the purchase of 200 Chromebook laptops 

currently available for checkout by the public at ELaRC. 

The ability to offer hotspots for check out are under 

investigation and it’s hoped that this can be included in 

the Chromebook kit. This service is accessible to anyone 

with a library card. 

Getting technology into their hands is only the first step. 

The Library will also provide digital literacy programs to 

help people move beyond just social media and google. 

Workshops will help participants learn how to:

• locate trustworthy and reliable information.

• understand good digital citizenship 

(appropriate, safe, and responsible use of the 

internet and technology).

• unlock new learning potentials and explore a 

wide range of topics.

• learn new workforce skills to help better their 

job opportunities.

While this is only 200 laptops, the marriage between 

providing access to technology and knowledge a person 

previously did not have access can only help them 

achieve their desire to learn and improve their access to 

new opportunities.

 -

 20

 40

 60

 80

 100

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Circulation of Chromebooks Kits

 -

 20

 40

 60

 80

 100

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Digital Literacy Programs Offered 
City of Arlington, Texas 2021 Recovery Plan Performance Report 65

Support Youth and Families

Goal 1: Partner with Local Organizations to Educate and Mentor

Objective 1: Strengthen Education and Enrichment Programs

Project Performance Measure(s) Department(s)

SYF

1.1.4

Coordinate with United Way to 

Improve 211 Outreach and 

Referrals in Arlington

Number of 211 calls and referrals 

from Arlington residents

Office of Strategic Initiatives

Summary:

City staff will work with United Way Arlington to improve 

the 211 Information and Referral hotline for Arlington 

residents. Improvements will include:

• increased number of providers in the 211 

database that serve Arlington residents;

• improved quality and accuracy of the database 

resources;

• increased number of Arlington residents using 

the 211 system for assistance; and

• increased number of callers from Arlington 

receiving referral matches. 

Milestone Estimated

Completion

Actual

Completion

UWA will include 211 

improvements in their PY21 

Work Plan

May 2021

City’s CDBG agreement 

with UWA will include 211 

improvement metrics

June 2021

UWA Program Year Begins July 2021

Track and report metrics on 

a quarterly basis

July 2021 –

June 2022

 -

 20

 40

 60

 80

 100

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Digital Literacy Program

# of Attendess
City of Arlington, Texas 2021 Recovery Plan Performance Report 66

Support Youth and Families

Goal 1: Partner with Local Organizations to Educate and Mentor

Objective 1: Strengthen Education and Enrichment Programs

Project Performance Measure(s) Department(s)

SYF

1.1.5

CARES Act Funding – City support 

of non-profit response to COVID19

Persons served and grant 

expenditures by program

Office of Strategic Initiatives

Summary:

The City will track the progress of CDBG CARES Act funds 

for each non-profit to determine the number of clients 

served by type of service, demographics of persons 

served, and expenditure rates.

Milestone Estimated

Completion

Actual

Completion

CARES Act CDBG 

agreements signed with 

local non-profits

May 2020 –

July 2021

Ongoing

Quarterly Reporting of 

Persons served and 

Demographics

Quarterly 

starting 

June 2021

Quarterly Reporting of 

Expenditures

Quarterly 

starting 

June 2021

Annual Reporting in CAPER Sept. 2021

Support Youth and Families

Goal 1: Partner with Local Organizations to Educate and Mentor

Objective 2: Retain Arlington Graduates and Improve Department Recruitment Pools

Project Performance Measure(s) Department(s)

SYF

1.2.1

Arlington Urban Design 

Center (AUDC)

Number of projects completed Office of Strategic Initiatives

Summary:

The Arlington Urban Design Center, a partnership between 

the University of Texas at Arlington and the City of 

Arlington, opened in June 2009. The Design Center 

provides conceptual renderings to businesses and 

neighborhoods in Arlington free of charge. Since 2009, the 

Design Center has completed over 420 projects and has 

employed 59 interns. OSI anticipates completing an 

average of 6 projects per quarter.
City of Arlington, Texas 2021 Recovery Plan Performance Report 67

Support Youth and Families Scorecard

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

Library

Satisfaction 

Ratings

Citizen satisfaction with overall library 

services [annual survey] 92% 96% 99% 95%

Library Overall Library facility satisfaction rating 

(excellent) 93% 88% 85% 80%

Library

Library Usage

Visits per capita [reported quarterly] 2.9 1.5 3.5 3.5 

Library % of total registered borrowers with account 

activity in the last 12 months [measured 

quarterly] 25% 32% 40% 40%

Library Recruitment of ELA, ABE, HIS students 

[measured quarterly] New Measure in FY 2021 475 475

Library Retention of ELA, ABE, HIS students 

(students achieve 40 hours of classes) 

[measured quarterly] New Measure in FY 2021 200 225

Library

Library 

Materials

Library materials per capita [reported 

quarterly] 1.4 1.4 1.8 1.8

Library Circulation per capita [reported quarterly] 5.6 5.4 5.5 5.5

Library Circulation of Digital materials 238,758 405,972 250,000 262,500

Library Circulation of Physical materials 1,817,747 1,817,747 1,393,270 1,850,000

Fire

Mentoring

AISD Fire Academy Completion Rates 

[reported at end of school year] 100% 94% 94%

OSI Number of Arlington Urban Design Center 

Projects Completed 40 24 24 24

Police Police Explorer Members 23 24 20 12

Police New Police Athletic League (PAL) Participants 

[reported in summer months] 134 120 120

Police Hometown Recruiting Students Enrolled in 

AISD 20 16 16 25

Police Hometown Recruiting Students Enrolled in 

UTA 5 6 7 6

Police Hometown Recruiting Students Enrolled in 

TCC 27 31 30 11
City of Arlington, Texas 2021 Recovery Plan Performance Report 68

Culture/Recreation/Education

Goal 1: Provide Activities, Educational Opportunities, 

and Services that Meet the Needs of the Community

Objective 1: Develop and Implement Programming Based on the Needs of the Community

Project Performance Measure(s) Department(s)

Core

CRE

1.1.1

Camp DREAM • Number of participants

• Customer surveys

• Revenue generation to maintain 

the program 

Parks & Recreation

Summary:

The Parks and Recreation Department offers a weekly 

themed, full-day camp program for Arlington youth, 

ages 5-12. Campers enjoy games, crafts, swimming, 

field trips and much more. Lunch and an afternoon 

snack are provided. Camp Dream launched the summer 

of 2017 at Hugh Smith Recreation Center. Camp DREAM 

is aimed at children whose guardians are not financially 

able to afford the registration fee for such an activity. 

There is no monetary requirement for the program, but 

each family is required to attend a minimum of three 

days per week. Parks and Recreation collaborates with 

AISD’s Office of Student Development and Support 

Services (SDSS) to identify children who are in transition 

and without Camp Dream likely remain alone during the 

summer workday. Applications are collected at EAST 

Library and Recreation Center and through the SDSS 

liaison. 

 -

 5

 10

 15

 20

 25

 30

 35

 40

 45

Camp DREAM Participants

2020 2021 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 69

Culture/Recreation/Education

Goal 1: Provide Activities, Educational Opportunities, 

and Services that Meet the Needs of the Community

Objective 1: Develop and Implement Programming Based on the Needs of the Community

Project Performance Measure(s) Department(s)

Core

CRE

1.1.2

Active Adult Center • Overall satisfaction of project management

• Project completion on time and at budget

• Citizen satisfaction with overall quality of parks 

and recreation programs and classes

Asset Management and Parks & 

Recreation 

Summary:

In a special election on May 6, 2017, Arlington 

voters approved obligation bonds to build an Active 

Adult Center. This new facility for residents 50 years 

of age and older will be located on the southwest 

corner of the Pierce Burch Water Treatment site on 

Green Oaks Boulevard between W. Arkansas Lane 

and W. Pioneer Parkway.

In April 2019, the City investigated alternative 

construction delivery methods for the project. A 

determination was made to proceed with a Request 

for Qualifications (RFQ) for a Construction Manager 

at Risk. However, with the onset of the COVID-19 

pandemic, this RFQ was ultimately canceled.

In July 2019, the City issued an RFQ for 

Architectural/Engineering firms to design the new 

facility. Parkhill, Scott and Cooper were selected as 

the A/E firm for the project and began verification 

of the project program.

Milestone Estimated

Completion

Actual 

Completion

Initial Project 

Schedule/Development Phase

Jan. 2019 Jan. 2019

Architect/Engineer RFQ July 2019 July 2019

Architect/Engineer RFQ July 2019 July 2019

Architect/Engineer Selection 

Process

Oct. 2019 Dec. 2019

Council Approval of Architect 

Contract

Dec. 2019 Mar. 2020

CMAR approved delivery 

method to Council

Fall 2021

Finalize construction 

documents

Spring 2022

Permit Process Spring 2022

Guaranteed Maximum Price to 

Council

Spring 2022

Construction begins Summer 2022

Finalize selection of furniture 

and equipment

2023

Construction complete 2024
City of Arlington, Texas 2021 Recovery Plan Performance Report 70

Culture/Recreation/Education

Goal 1: Provide Activities, Educational Opportunities, 

and Services that Meet the Needs of the Community

Objective 1: Develop and Implement Programming Based on the Needs of the Community

Project Performance Measure(s) Department(s)

Core

CRE

1.1.3

The Beacon • Number of participants

• Customer surveys

• Revenue generation to maintain the 

program 

Parks & Recreation

Summary:

The Beacon is a new facility in Southeast Arlington. FY 

2021 will be the first full year of operation for The 

Beacon. The facility will provide an opportunity for 

considerable expansion to the already high level of 

center programming offered by the Parks and 

Recreation Department. The Beacon will offer private 

rentals and a variety of year-round programs such as 

fitness classes, league play, party services, summer 

camp, after school activities, and fine arts classes. 

 -

 10,000

 20,000

 30,000

 40,000

 50,000

 60,000

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

The Beacon Quarterly Update

Gate Count Scans Revenue
City of Arlington, Texas 2021 Recovery Plan Performance Report 71

Culture/Recreation/Education

Goal 1: Provide Activities, Educational Opportunities, 

and Services that Meet the Needs of the Community

Objective 1: Develop and Implement Programming Based on the Needs of the Community

Project Performance Measure(s) Department(s)

Core

CRE

1.1.4

The EAST Library and 

Recreation Center

• Number of participants

• Customer surveys

• Revenue generation to maintain the 

program 

Parks & Recreation

Summary:

The EAST is a new facility in East Arlington. FY 2021 will be 

the first full year of operation for EAST. The facility will 

provide an opportunity for considerable expansion to the

already high level of center programming offered by the 

Parks and Recreation Department. The EAST is a unique 

facility because it is the only center in the system with an 

indoor pool and a partnership with Library services. It will 

offer private rentals and a variety of year-round programs 

such as fitness classes, party services, summer camp, after 

school activities, fine arts classes, and a full range of 

aquatics programming. 

 -

 10,000

 20,000

 30,000

 40,000

 50,000

 60,000

 70,000

 80,000

 90,000

 100,000

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

EAST Quarterly Update

Gate Count Scans Revenue
City of Arlington, Texas 2021 Recovery Plan Performance Report 72

Culture/Recreation/Education

Goal 1: Provide Activities, Educational Opportunities, 

and Services that Meet the Needs of the Community

Objective 1: Develop and Implement Programming Based on the Needs of the Community 

Project Performance Measure(s) Department(s)

Core

CRE

1.1.5

Passport Service Agency • # of passport sessions

• # of passport applications

• Activity based revenue generated

Library

Summary:

In FY 2020, the George W. Hawkes Downtown Arlington 

Public Library received pre-approval from the U. S. 

Department of State Password Services to serve as a 

Passport Acceptance Facility. In FY 2022, the library will 

implement and market the new service. 

The application process includes accepting in-person 

applications, submitting the paperwork for approval to the 

correct entities, monitoring and tracking documents 

regularly, and providing photographs when requested. A 

processing fee and photo fee, if requested, will be paid by 

the applicant generating new library revenue. Trained and 

certified Library staff will work in concert with the passport 

agency's assigned Passport Customer Service Manager. 

Once implemented, this service will provide the 

community with quick and convenient access to obtaining 

a passport, even during evenings and weekends. This new 

project will complement and enhance the services already 

provided by other local sources such as the U. S. Post 

Office and the Tarrant County Sub-Courthouse. This new 

value-added service will also bring new people to the 

library, providing the serendipitous opportunity to learn 

about other services at their library that can meet their 

needs.

 -

 50

 100

 150

 200

 250

 300

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Passport Sessions

 -

 50

 100

 150

 200

 250

 300

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Passport Applicants Processed
City of Arlington, Texas 2021 Recovery Plan Performance Report 73

Culture/Recreation/Education

Goal 1: Provide Activities, Educational Opportunities, 

and Services that Meet the Needs of the Community

Objective 1: Develop and Implement Programming Based on the Needs of the Community 

Project Performance Measure(s) Department(s)

Core

CRE

1.1.6

Implement Library Three-Year 

Strategic Plan

Citizen satisfaction with overall library 

services

Library

Summary:

The Strategic Plan is designed to position the Library as a 

relevant public service organization incorporating services 

and programs to improve the quality of life of Arlington 

residents and library users for the next three years. A 

comprehensive approach and communication strategies 

will inform and involve all levels of the library team to 

support a unified direction and gain the support of the 

guiding initiatives outlined in the new plan. The Library 

will utilize various channels to brand and communicate the 

new strategic plan to elevate the library’s presence and 

visibility to the community. Initiatives undertaken to 

support this project will include alignment with Council 

priorities, Library Advisory Board input, staff and 

leadership feedback and community engagement. The 

strategic plan goals aim to create places and experiences 

for our users and to make meaningful connections through 

engagement and partnerships in our community.

92% 92% 96% 99%

0%

20%

40%

60%

80%

100%

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022

Library Services Overall Rating

Citizen Satisfaction Survey 
City of Arlington, Texas 2021 Recovery Plan Performance Report 74

Culture/Recreation/Education Scorecard

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

Parks

Citizen Survey

Citizen satisfaction with quality of park and 

recreation programs and classes [annual survey] 87% 85% 89% 90%

Parks Quality of programs and services [reported 

quarterly] 94% 96% 95% 95%

Parks Quality of facilities [reported quarterly] 91% 91% 95% 95%

Parks

Program Participation

Participation in programs and classes [reported 

quarterly] 150,617 111,099 100,000 150,000

Parks Camp Participation [reported quarterly] 6,159 1,620 3,000 5,000

Parks Swim Lesson Participation [reported quarterly] 2,375 1,032 4,000 3,500

Parks Outdoor Pool Admissions 105,224 50,180 60,000 100,000 

Parks Rounds of golf played 61,285 110,138 123,500 123,000

Parks Rentals (Lake Room, Bob Duncan, Rec Centers, 

Pavilions, Aquatics) 14,783 10,598 12,000 14,000

Parks Number of unplayable golf days (Mon-Thurs) 55 57 46 33

Parks Number of unplayable golf days (Fri-Sun/

Holidays) 44 26 26.5 25

Parks Recreation Memberships Sold – Gold Package New Measure in FY 2022 6,600

Parks Recreation Memberships Sold – Green Package New Measure in FY 2022 13,200

Parks Recreation Memberships Sold – Blue Package New Measure in FY 2022 4,400
City of Arlington, Texas 2021 Recovery Plan Performance Report 75

Financial/Economic Development

Goal 1: Continue Responsible Fiduciary Emphasis for the Organization and Council

Objective 1: Comply with all Financial Regulations and Policies

Project Performance Measure(s) Department(s)

Core

FED

1.1.1

Unity Council Recommendation –

Implement Formal MWBE Program 

MWBE Participation Business Diversity Office

Summary:

Based on the recommendations from the City’s 

Availability & Disparity Study consulting firm CH 

Advisors, the city is implementing a MWBE Program 

Policy and Administration manual. The manual will 

provide information on the city department’s role to 

increase MWBE participation, City’s overall and project 

specific goals, MWBE contract compliance, prime 

contractor/consultant’s MWBE utilization, payment, 

etc.

Additional staff will be hired, and a MWBE compliance 

tracking & reporting software implemented to ensure 

prime meet their committed MWBE goals throughout 

the project.

Milestone Estimated

Completion

Actual

Completion

All formal contracts with 

project specific goals will be 

reported on B2Gnow

Mar. 2022

Host MWBE Program 

Introductory event

Dec. 2022

Conduct Doing Business 

workshop with minority 

chambers and business 

advocacy groups once a year

Sept. 2022

Work with Parks, PWT and 

Water Dept. to host Proposal 

Preparation workshop prior 

to Annual RFQ

Aug. 2022

Financial/Economic Development

Goal 1: Continue Responsible Fiduciary Emphasis for the Organization and Council

Objective 1: Comply with all Financial Regulations and Policies

Project Performance Measure(s) Department(s)

Core

FED

1.1.2

Worker’s Compensation Claims 

Audit

Completion of Final Report Human Resources

Summary:

The City contracts with a third-party claims

administrator; Abercrombie, Simmons & Gillette 

(AS&G), for worker’s compensation (WC), liability and 

subrogation. During FY 2022, Human Resources will be 

performing an audit of worker’s compensation claims 

to ensure effective claims handling. Timely investigation 

and resolution, compliance with appropriate 

statutes/ordinances, and measures taken to maximize 

excess/subrogation recoveries are some aspects the 

audit will review. The audit process is expected to start 

in May 2022.

Milestone Estimated

Completion

Status

Selection of claims for audit 3

rd Qtr. FY 2022

Review of claim files by 

auditor(s)

3

rd Qtr. FY 2022

Draft audit report 

submitted to HR

4

th Qtr. FY 2022

Claim audit report finalized 4

th Qtr. FY 2022

Final audit report reviewed 

with TPA

4

th Qtr. FY 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 76

Financial/Economic Development

Goal 1: Continue Responsible Fiduciary Emphasis for the Organization and Council

Objective 2: Organize to Improve Operational Efficiency

Project Performance Measure(s) Department(s)

Core

FED

1.2.1

Internal Engineering Services 

for Water Utilities

Design 30,000 Linear Feet in FY 2022 Water Utilities 

Summary:

The City of Arlington Water Utilities has historically 

outsourced design phase services to private 

professional engineering firms. It has been 

determined that utilizing internal engineering staff for 

design of specific projects would result in a lower 

design cost per foot of water and/or sanitary sewer 

lines. In FY 2014, Water Utilities began performing 

design utilizing internal engineering staff. The projects 

proposed for the internal design team consist of small 

diameter water and sanitary renewal projects.

 -

 5,000

 10,000

 15,000

 20,000

 25,000

 30,000

 35,000

FY 2022

Total

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Linear Feet Designed
City of Arlington, Texas 2021 Recovery Plan Performance Report 77

Financial/Economic Development

Goal 1: Continue Responsible Fiduciary Emphasis for the Organization and Council

Objective 2: Organize to Improve Operational Efficiency

Project Performance Measure(s) Department(s)

Core

FED

1.2.2

Open Records 

Requests/Intergovernmental 

Agency Requests

• Number of Open Records Requests

• Number of Intergovernmental 

agency requests

Police

Summary:

The Records Services Unit serves as the repository 

for the official records that document the activity of 

the Police Department. The Texas Public 

Information Act is a state law that gives any person 

the right to submit a written request asking for any 

document related to official city business. The 

department handles both ORR (Open Record 

Requests) from the public and IRR (Inter-Agency 

Record Requests) from other law enforcement 

agencies or segments of the criminal justice 

system. The department must provide a response 

within 10 business days regarding the status of a 

request, including if it was submitted to the Attorney 

General to rule whether or not the material is 

exempt from disclosure. The department continues 

to look for ways to expedite information for citizens 

when possible, in an attempt to provide information 

publicly without waiting for a specific request.

 -

 200

 400

 600

 800

 1,000

 1,200

 1,400

 1,600

 1,800

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Number of Open Record Requests

FY 2019 FY 2020 FY 2021 FY 2022

750

850

950

1,050

1,150

1,250

1,350

1,450

1,550

1,650

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Number of Interagency Record Requests

FY 2019 FY 2020 FY 2021 FY 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 78

Financial/Economic Development

Goal 1: Continue Responsible Fiduciary Emphasis for the Organization and Council

Objective 3: Seek New or Alternative Funding Sources

Project Performance Measure(s) Department(s)

Core

FED

1.3.1

Workers’ Compensation Network 

Analysis

Completed Analysis Human Resources

Summary:

The City may be able to recognize cost savings by 

establishing its own workers’ compensation network in 

accordance with Texas Labor Code allows a political 

subdivision to either enter interlocal agreements with 

other political subdivisions to establish or join workers’ 

compensation networks, by directly contracting with 

health care providers. The potential exists for overall 

reduced costs due to better utilization statistics and better 

control over medical expenses. 

Milestone Estimated 

Completion

Status

Assess available 

options

1

st Qtr. FY 2021 Completed

Review TDI 2020 

Network Report 

Scorecard for Existing 

Network performance

1

st Qtr. FY 2021 Completed

Review of existing 

claim data against 

current vendors 

networks

1

st Qtr. FY 2021 Completed

Conduct Cost/Benefit 

Analysis 

4

th Qtr. FY 2021 In Progress

Present findings to 

CMO during 

Comprehensive 

Financial Forecast

2

nd Qtr. FY 2022

Evaluate Next Steps 2

nd Qtr. FY 2022

Financial/Economic Development

Goal 1: Continue Responsible Fiduciary Emphasis for the Organization and Council

Objective 3: Seek New or Alternative Funding Sources

Project Performance Measure(s) Department(s)

Core

FED

1.3.2

Homeplate Restaurant and 

Banquet Facility at Texas Ranger 

Golf Course

• Percent Cost Recovery

• Gross Revenue Generated

Parks & Recreation

Summary:

Home Plate opened to the public March 8, 2021. FY 2022 

will be the facilities first full year in operation. Goals 

include overcoming operational hurdles and focusing fullservice hours in the restaurant and event space.

Performance

Gross 

Revenue

% Cost 

Recovery

1

st Qtr.

2

nd Qtr.

3

rd Qtr.

4

th Qtr.

Total
City of Arlington, Texas 2021 Recovery Plan Performance Report 79

Financial/Economic Development

Goal 1: Continue Responsible Fiduciary Emphasis for the Organization and Council

Objective 3: Seek New or Alternative Funding Sources

Project Performance Measure(s) Department(s)

Core

FED

1.3.3

Rental and Lake Services –

APARD Special Event Permit 

Application

• Number of Special Events 

Applications processed

• Number of applications approved

• Rental & lease revenue generated

Parks & Recreation

Summary:

The Rental and Lake Services (R&LS) Division receives 

many requests to host special events in our park system 

from outside organizations. These events include 

fundraising and community type events, but do not reach 

the attendance numbers to warrant the City’s Special 

Event Application. To streamline the process and recover 

administrative costs associated with processing such 

requests, R&LS will create the Arlington Parks and 

Recreation Department (APARD) Special Event Permit 

Application to process events meeting certain criteria. 

Application creation process will include:

• Establish fees for the processing of the Special 

Event Application. 

• Establish special event parameters that would 

warrant an APARD Special Event Application 

requirement. 

• Develop the process for application submission, 

payment of fees, application review, and 

notification for approval or rejection.

• Creation of the document with City Attorney’s 

Office approval. 

Description Estimated 

Completion

Actual 

Completion

Establish fee structure 

for Special Event Permit 

Application

Oct. 2021

Develop application 

template

Oct. 2021

Establish special event 

parameters for the 

application process

Nov. 2021

Review and approval 

process development 

Nov. 2021

Develop communication 

process for necessary 

internal & external 

stakeholders. 

Nov. 2021

City Attorney’s Office 

approval

Dec. 2021

Institute Special Event 

Permit Application 

process. 

Jan. 2022

Track number of permit 

applications submitted

Ongoing
City of Arlington, Texas 2021 Recovery Plan Performance Report 80

Financial/Economic Development

Goal 1: Continue Responsible Fiduciary Emphasis for the Organization and Council

Objective 3: Seek New or Alternative Funding Sources

Project Performance Measure(s) Department(s)

Core

FED

1.3.4

Procurement of Legislative 

Consultant 

Communication & Legislative 

Affairs

Summary:

The Office of Intergovernmental Relations is 

responsible for advocating on behalf of the City and 

City Council to other governmental entities. The City 

of Arlington hires state and federal legislative 

consultants to help advocate and represent the City 

at the State and National Capitols. These advocates 

help to maximize the work that the City does by 

providing expertise on legislative priorities and a 

direct contact to legislators. Every two years, the 

City of Arlington evaluates these contracts for 

renewal or procurement.

Milestone Target Date Status

Evaluate federal legislative 

consultant

4

th Qtr. FY 2022

Contract with federal 

legislative consultant

1

st Qtr. FY 2023

Evaluate state legislative 

consultant and open RFQ

3

rd Qtr. FY 2022

Review RFQ applicants and 

present potential 

candidates to Council

3

rd Qtr. FY 2022

Contract with state 

legislative consultant

1

st Qtr. FY 2023
City of Arlington, Texas 2021 Recovery Plan Performance Report 81

Financial/Economic Development

Goal 2: Promote Organization Sustainability by Recruiting, 

Retaining, and Developing Outstanding Employees

Objective 1: Foster and Maintain a Work and Learning Environment that is Inclusive, Welcoming, and Supportive

Project Performance Measure(s) Department(s)

Core

FED

2.1.1

Organizational Succession 

Planning

Phase III: Expansion of Implementation FY

2022

Human Resources

Summary:

Succession planning is one of the most important HR 

strategic processes. It identifies key roles and mapping 

out ways to ensure the city has the right people with 

the right skills, capabilities, and experiences, in the 

right place at the right time. The FY 2020 plan was to 

establish and implement a city-wide succession plan. 

However, as the team worked through the process, it 

was determined that a city-wide launch was not the 

best rollout of the program as there were too many 

aspects of the process that needed to be established 

before a city-wide implementation.

The Human Resources shifted from the original plan to

focus on establishing the process and implementation 

of a succession plan in the HR department first, to 

allow the team the opportunity to work out all the 

nuances of the process.

In FY 2020, Human Resources established the protocol 

and process to implement and sustain an 

Organizational Succession Plan for the City of 

Arlington

Milestone Estimated 

Completion

Status

Identify key milestones 

of the process

1

st Qtr. FY 2021 Completed

Assessments of HR 

Employees for 

Succession pipeline

2

nd Qtr. FY 2021 Launches in 

May

Launch Growth Wall 2

nd Qtr. FY 2021 In Progress

Guided performance / 

coaching discussions 

document (field guide)

2

nd Qtr. FY 2021 Completed

Selection of Succession 

Candidates

3

rd Qtr. FY 2021 In Progress

Begin Succession 

activities / mentorship 

etc.

3

rd Qtr. FY 2021 In Progress

OD holds one-on-one 

Quarterly Check-in on 

IDPs for HR employees

3

rd Qtr. FY 2021 In Progress

Review of program 

success: Review and 

Adapt

4

th Qtr. FY 2021 In Progress

Identify initial 

departments for FY

2022 Launch

1

st Qtr. FY 2022 In Progress

Evaluate programmatic 

measures from initial 

launch and recalibrate 

as needed for 

remaining departments

2

nd Qtr. FY 2022 In Progress

Launch Succession 

Planning Citywide

3

rd/4th Qtr. FY

2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 82

Financial/Economic Development

Goal 2: Promote Organization Sustainability by Recruiting, 

Retaining, and Developing Outstanding Employees

Objective 1: Foster and Maintain a Work and Learning Environment that is Inclusive, Welcoming, and Supportive

Project Performance Measure(s) Department(s)

Core

FED

2.1.2

Comprehensive Learning and 

Development Program

• Participant numbers

• Participant feedback

Human Resources

Summary:

Organizational development is a key layer to 

different aspects of the Human Resources fabric. 

The comprehensive view of employee training is 

broken into phases. In FY 2020, COVID-19 

interrupted the training plan because much of the 

Organizational Development team had to shift its 

focus on developing communication pieces for the 

pandemic.

The Organizational Development team revisited 

the training plan and reworked the comprehensive 

plan to align with the changes in the workplace, 

staffing levels, emerging needs, and changes in the 

philosophy of how learning and development is 

offered. 

Milestone Estimated 

Completion

Status

Supervisor Series 

Completion

1

st Qtr. FY 2021 Complete

Finalize the FY2021 

Training Plan

1

st Qtr. FY 2021 Complete

Present New Learning 

Focus and Direction

2

nd Qtr. FY 2021 Complete

Implement/Deliver New 

Learning Plan

2

nd – 4th Qtr. FY 2021 In Progress

Annual Sexual 

Harassment Training

3

rd Qtr. FY 2021 In Progress

Annual Ethics Training TBD

Annual PII Training TBD

AEEP Refresh and 

Preview

TBD
City of Arlington, Texas 2021 Recovery Plan Performance Report 83

Financial/Economic Development

Goal 2: Promote Organization Sustainability by Recruiting, 

Retaining, and Developing Outstanding Employees

Objective 1: Foster and Maintain a Work and Learning Environment that is Inclusive, Welcoming, and Supportive

Project Performance Measure(s) Department(s)

Core

FED

21.3

Communication and 

Workforce Engagement 

Completion of Milestones Human Resources

Summary:

In the past two years, the Human Resources had a 

goal to play a more central role in communicating HR 

information, and providing integrated resources, to 

employees with a focus on customer service 

excellence. The Human Resources rebrand was Phase 

I of this plan.

The next phase is for Human Resources to establish a 

palette of communication channels, specifically for 

our internal customers, that will highlight important 

information for employees to know and engage with; 

provide situationally-based communications 

regarding programs and policies that specifically 

affect employees; and provide access to an 

organized, easy to access platforms. Items related to 

this are noted in the Milestone section.

Milestone Target Date Status

HR Portal Redesign 2

nd Qtr. FY 2021 Complete/Ongoing

HR Interactive 

Newsletter

3

rd Qtr. FY 2021 In Progress

HR Employee Podcast 3

rd/4th Qtr. FY 

2021

In Progress

Integrated Employee 

Communications

Ongoing Ongoing
City of Arlington, Texas 2021 Recovery Plan Performance Report 84

Financial/Economic Development

Goal 2: Promote Organization Sustainability by Recruiting, 

Retaining, and Developing Outstanding Employees

Objective 1: Foster and Maintain a Work and Learning Environment that is Inclusive, Welcoming, and Supportive

Project Performance Measure(s) Department(s)

Core

FED

2.1.4

Compensation and Classification 

Structural and Strategic Review

Modification or validation of various 

compensation and classification 

components.

Human Resources

Summary:

The Organizational Development Team, 

specifically the OD Manager and Compensation 

Specialist, will conduct a full and comprehensive 

review of all current pay structures, strategies and 

philosophies. This will include an examination of 

comparative benchmark organizations, reviews of 

the City’s current pay philosophies and 

relatedness to strategy and execution, 

recalibration of structures or strategies to align 

with benchmark organizations, definitive 

guidelines on pay adjustments and 

reclassifications, and other items that would be of 

significant impact for a successful, equitable and 

sustainable compensation program.

Milestone Estimated

Completion

Status

Identification of 

Comparative Market 

Sources (Benchmark Cities 

and Organizations)

4

th Qtr. FY 2021 In Progress

Review of the City’s most 

recent compensation 

philosophy and its relative 

effectiveness or utility

1

st Qtr. FY 2022 In Progress

Identification and 

confirmation of City’s 

official pay philosophy, 

strategy and equity 

1

st Qtr. FY 2022 In Progress

Review of the City’s current 

pay structures and how 

they relate to pay strategy 

and identified goals 

2

nd Qtr. FY 2022 In Progress

Examine recommendations 

for creating equitable pay 

policies or practices

2

nd Qtr. FY 2022 In Progress

Development of official 

guidelines for 

Compensation and 

Classification-related 

practices

3

rd Qtr. FY 2022 In Progress
City of Arlington, Texas 2021 Recovery Plan Performance Report 85

Financial/Economic Development

Goal 2: Promote Organization Sustainability by Recruiting, 

Retaining, and Developing Outstanding Employees

Objective 2: Support and Promote the Health and Well Being of the COA Community

Project Performance Measure(s) Department(s)

Core

FED

2.2.1

Drug and Alcohol (D&A) 

Communication & Training for Safety 

Sensitive Positions

Completion of Milestones Human Resources

Summary:

To ensure compliance with City policy and US-DOT 

regulations, Risk Management began a project in 3rd

Quarter FY 2020 to ensure that every covered

employee receives the appropriate drug and alcohol 

training.

Milestone Target Date Status

Confirmation of 

required training for 

FTA triennial audit

1

st Qtr. FY 2021 Completed

Ensure employees 

hired and/or promoted 

between July 2020 –

May 2021 receive 

training

3

rd Qtr. FY 2021 In Progress

Process to identify new 

hires and/or 

promotions in safety 

sensitive roles for 

assignment of training

4

th Qtr. FY 2021 In Progress

Research the capability 

of Lawson transmitting 

employee data to 

Cornerstone to identify 

those needing training.

1

st Qtr. FY 2022 In Progress

Implement technologybased options to 

identify employees and 

assign appropriate 

training. 

2

nd Qtr. FY 2022 Not Started
City of Arlington, Texas 2021 Recovery Plan Performance Report 86

Financial/Economic Development

Goal 2: Promote Organization Sustainability by Recruiting, 

Retaining, and Developing Outstanding Employees

Objective 2: Support and Promote the Health and Well Being of the COA Community

Project Performance Measure(s) Department(s)

Core

FED

2.2.2

Unity Council Recommendation –

Officer Mental Health and Wellness

Police

Summary:

APD offers multiple programs to serve its officers 

with mental health and physical wellness services. 

The three primary programs are Peer Support, Blue 

Fit, and Blue Chip.

Peer Support is a peer counseling program composed 

of employees of the department that are trained in 

Critical Incident Stress Management and Peer 

Support.

Blue Fit is a unique program created to support the 

physical and mental well-being of APD’s officers. The 

program is led by a professional licensed fitness 

trainer and includes 90-minute health and wellness 

classes over the span of 12 weeks. The classes 

include exercise, nutrition, mental health topics, and 

more.

Blue Chip is a no-cost program to generate 

awareness and serve as a way for our officers to 

access the services of mental health providers. The 

services are anonymous and confidential.

 -

 20

 40

 60

 80

 100

 120

 140

 160

 180

 200

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Peer Support Services Provided

 -

 50

 100

 150

 200

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Blue Fit Participants 

(Cumulative)
City of Arlington, Texas 2021 Recovery Plan Performance Report 87

 -

 50

 100

 150

 200

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Blue Chip Counseling Appointments 

Provided
City of Arlington, Texas 2021 Recovery Plan Performance Report 88

Financial/Economic Development Scorecard

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

Aviation

Cost Recovery

Operating cost recovery 110% 113.07% 100% 100%

ED Recovery of Damage Claims New Measure in FY 2021 $75,000 $75,000

CES Cost Recovery 51% 10% 40% 75%

Parks Cost recovery of Parks Performance Fund 75% 73% 76% 78%

Parks Cost recovery of Golf Performance Fund 86% 85% 100% 100%

Aviation

Budgetary 

Total aircraft operations 79,753 90,204 82,000 82,000

Aviation Hangar occupancy rate 100% 100% 100% 100%

Court Gross Revenue collected $17,001,555 $14,456,446 $14,730,418 $15,466,939

Court Revenue Retained $11,813,005 $10,534,625 $8,829,183 $9,270,642

Court % of revenue retained (less state costs) 69% 73% 68% 68%

Finance Debt service expenditures to total 

expenditures of GF plus Debt Service (Net 

of Pension Obligation Bonds) [measured 

quarterly] 16.9% 16.95% 17.3% < 20%

Finance Net tax-supported debt per capita (Net of 

Pension Obligation Bonds) [measured 

quarterly] $1,110 $1,139 $1,121 $1,245

Finance Net debt to assessed valuation (Net of 

Pension Obligation Bonds) [measured 

quarterly] 1.47% 1.52% 1.46% < 2%

Finance Actual Revenue % of variance from 

estimates [annual measure] 0.5% 0.35% 0.6% 0.6%

Fire Homeland Security Grant Funding Secured $2,682,648 $3,121,092 $3,167,592 $3,100,000 

Library Grant and gift funds as a percentage of 

total general fund allocation 10% 13% 6% 6%

Library # of passport sessions New Measure in FY 2022 969

Library # of passport applications New Measure in FY 2022 969

Finance

Policy Compliance

Comprehensive Annual Financial Report 

with "clean opinion" Yes Yes Yes Yes

Finance GFOA Certificate for Excellence –

Accounting Yes Yes Yes Yes

Finance GFOA Certificate for Excellence – Budget Yes Yes Yes Yes

Finance Achievement of Excellence in 

Procurement Yes Yes Yes Yes

Finance Rating agencies ratings on City debt Affirm Affirm Affirm Affirm

Finance Compliance with debt policy benchmarks 100% 100% 100% 100%

Finance Maintain Texas Transparency Stars (5 

Stars: Traditional Finance, Contracts & 

Procurement, Public Pensions, Debt 

Obligation, and Economic Development) 5 Stars 5 Stars 5 Stars 5 Stars

Bus. 

Div.

MWBE Participation: Good-faith effort on 

applicable City procurements to include 

construction and professional services 15% 25% 25% 30%

Finance Annual percentage of best value awarded 

contracts

New 

Measure in 

FY 2020 20% 20% 20%
City of Arlington, Texas 2021 Recovery Plan Performance Report 89

Financial/Economic Development Scorecard (cont.)

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

Finance Annual procurement cycle from sourcing 

process to contract execution < 90 days

New 

Measure in 

FY 2020 85 < 90 days < 90 days

CLA Legal deadlines met for City Council 

agenda posting 100% 100% 100% 100%

CLA Register birth records in the Record 

Acceptance Queue from the State within 

one business day 97% 98% 95% 95%

HR

Benefits

Workers' Compensation – Frequency (# 

claims) 335 442 450 370

HR Workers' Compensation – Severity 

($/claims) $6,161 $2,468 $4,500 $3,500

HR FTEs eligible for Wellness Rate [reported 

annually] 50% 48% 60% 55%

HR Employee Turnover Rate:

Civilian 9.9% 8% 9% 9%

Sworn Fire 3% 1% 2% 2%

Sworn Police 3.4% 4% 4% 4%

HR Percentage of all full-time employees 

enrolled in the 401k/457 plans 74% 74% 74% 78%

Fire Percent of Firefighters who score in the 

categories of “Excellent” or “Superior” on 

annual Health Fitness Assessments 89% 91% 90% 90%

Water Achieve an employee workplace injury of 

≤ 2 injuries per 1,000 hours 0.01 0.012 0.001 ≤ 2

CES

Convention & 

Tourism

Event (Client) Satisfaction Rating (Overall) 4.7 4.7 4.5 4.8

CES Square Foot Occupancy Percentage 50% 24% 30% 52%

CES New Events Held During Year (Booked by 

Center) 13 6 6 12

CES Return Events Held During Year (Booked 

by Center) 76 27 20 55
City of Arlington, Texas 2021 Recovery Plan Performance Report 90

Infrastructure

Goal 1: Plan, Manage, and Maintain Public Assets

Objective 1: Maintain City Standards for all Equipment

Project Performance Measure(s) Department(s)

Core

INF

1.1.1

Reduce Percentage of Fleet 

Beyond Service Life 

Percentage of Fleet Beyond Service 

Life

Asset Management

Summary:

The City has set a target of having no more than 15% of 

its fleet operating beyond recommended service life at 

any one time. Vehicles and equipment that are beyond 

recommended service life may have more down time 

and may have less functionality compared to what is 

currently available on the market. After the service life 

ends, maintenance and repair are at an extra cost. The 

City pays an extra, hourly rate for mechanical failures

and wear and tear which increase with vehicle age.

Contracted Service Life – Summary

Criteria in Years Criteria in Units Vehicle

7 150,000 miles Marked Police Vehicle

10 120,000 miles Sedan, Compact & Midsize

10 150,000 miles SUV, Light Truck, Van

10 150,000 miles Truck, 3/4 Ton-1 Ton

10 150,000 miles 4x4 Truck, 3/4 Ton-1 Ton

10 120,000-150,000 miles Mid-sized Truck (ex. Bucket Truck, Dump Truck)

12 200,000 miles Fire Engine, Quint

15 8000 hours Equipment (ex. Backhoe, Loader, Gradall)

0%

5%

10%

15%

20%

25%

30%

FY 2020 FY 2021 FY 2022

Percentage of Fleet Beyond Life

(Goal is 15% or less)
City of Arlington, Texas 2021 Recovery Plan Performance Report 91

Infrastructure

Goal 1: Plan, Manage, and Maintain Public Assets

Objective 2: Maintain City Standards for all Municipal Buildings

Project Performance Measure(s) Department(s)

Core 

INF

1.2.1

Fire Station #1 Rebuild • Overall satisfaction of project 

management

• Project completion on time and at 

budget

Asset Management and Fire

Summary:

In November 2014, Arlington voters approved 

general obligation bonds for the reconstruction of 

Fire Station #1. The Arlington Fire Department has 

partnered with Asset Management to re-design the 

existing facility located at 401 W. Main St. The station

is at the heart of the City’s Downtown and one of the 

oldest facilities currently managed by the Fire 

Department and was most recently remodeled in 

1987. 

Milestone

Estimated 

Completion

Actual 

Completion

Initial Project 

schedule/development phase

Dec. 2018 Dec. 2018

Architect/engineer RFQ Oct. 2019 Oct. 2019

Architect/engineer selection 

process

Nov. 2019 Dec. 2019

Architect/Engineer contract 

approval and execution

Dec. 2019 Jan. 2019

Manager at Risk contract 

approval and execution

Dec. 2019 Jan. 2020

Construction Management at 

Risk process

Fall 2020 Feb. 2020

Design Sept. 2021

Guaranteed Maximum Price to 

Council

Sept. 2021

Permit review process Aug. 2021

Council approval Sept. 2021

Vacate station Sept. 2021

Demolition phase Dec. 2021

Construction phase Dec. 2021

Move in Dec. 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 92

Infrastructure

Goal 1: Plan, Manage, and Maintain Public Assets

Objective 2: Maintain City Standards for all Municipal Buildings

Project Performance Measure(s) Department(s)

Core

INF

1.2.2

Police Evidence Storage, Crime 

Lab & North District 

Substation

• Overall Satisfaction of Project 

Management

• Project Completion on Time and 

at Budget

Asset Management and Police

Summary:

In November 2018, Arlington voters approved 

general obligation bonds to design and build a new 

Police Evidence Storage Facility. In Winter of 2021,

City Council approved the purchase of a commercial 

property at 1715 E. Lamar Blvd. This property will be 

converted into a new facility for the Police 

Department that will house a North District 

substation, evidence storage and crime lab. 

Milestone Estimated 

Completion

Actual 

Completion

Initial Project 

Schedule/Development Phase

May 2021

Request for Qualifications for 

Architect/Engineer

June 2021

Architect/Engineer Selection 

Process

Sept. 2021

Council Approval of Architect 

Contract

Oct. 2021

Design Phase Nov. 2021

Finalize Construction Documents Jan. 2022

Permit Phase Jan. 2022

Bidding Phase Mar. 2022

Construction Begins Dec. 2022

Finalize Selection of Fixtures, 

Furniture, and Equipment

Sept. 2023

Construction Complete Jan. 2023
City of Arlington, Texas 2021 Recovery Plan Performance Report 93

Infrastructure

Goal 1: Plan, Manage, and Maintain Public Assets

Objective 2: Maintain City Standards for all Municipal Buildings

Project Performance Measure(s) Department(s)

Core

INF

1.2.3

Animal Services Center 

Generator

• Overall satisfaction of project 

management

• Project completion on time and at 

budget

Asset Management and Code 

Compliance

Summary:

In November 2020, City Council approved an Arlington 

Tomorrow Foundation Grant in the amount of 

$474,550 to design and install a new generator at the 

Animal Services Center located at 1000 SE Green Oaks 

Blvd. This project involves designing and installing a 

new generator and automatic transfer switch to 

assure electrical and mechanical systems in the kennel 

areas do not fail during electrical outages. This 

amenity is needed to make sure animals housed in this

facility are not left without air conditioning or heating 

in the event power is lost during a storm event. Code 

Compliance has partnered with Asset Management for 

this project.

Milestone Estimated 

Completion

Actual 

Completion

Initial Project 

Schedule/Development Phase

Jan. 2021 Jan. 2021

Design and Order Generator Apr. 2021 Apr. 2021

Generator Delivery Sept. 2021

Generator installation Nov. 2021

Project completion Dec. 2021

Initial Project 

schedule/development phase

Apr. 2021

Order generator Apr. 2021

Generator delivery Sept. 2021

Generator installation Nov. 2021

Project completion Dec. 2021

Initial Project 

schedule/development phase

Apr. 2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 94

Infrastructure

Goal 1: Plan, Manage, and Maintain Public Assets

Objective 3: Maintain City Standards for all Public Infrastructure

Project Performance Measure(s) Department(s)

Core

INF

1.3.1

Airfield Pavement Marking 

Rehabilitation

Total Aircraft Operations Aviation

Summary:

Rehabilitate all airport pavement markings to provide enhanced safety during low-visibility and night operations. The 

existing pavement markings have faded and begun to chip away due to normal degradation and are no longer in 

compliance with the latest FAA Advisory Circular. New pavement markings are necessary to provide pilots with the 

navigational assistance needed during low-visibility and night operations.

Council Approval of the Grant

Grant Execution and Consultant

Selection

Phasing Plan and Bid

Airfield Painting

Final Inspection

8/21 10/21 12/21 2/22 4/22

Airfield Pavement Marking Rehabilitation
City of Arlington, Texas 2021 Recovery Plan Performance Report 95

Infrastructure

Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment

Project Performance Measure(s) Department(s)

Core

INF

2.1.1

Advanced Metering 

Infrastructure

Install 10,000 meters and MIUs in FY 2022 Water Utilities 

Summary:

The City of Arlington Water Utilities will install 10,000 

meters and MIU’s in 2022 through an ongoing meter 

replacement program and water line renewals.

The MIU receives input from the meter register and 

remotely sends data to a fixed base data collector, 

located at one of five elevated storage tanks around 

the City. Top of the hour readings and other diagnostics 

are instantly forwarded to the network allowing for a 

greater awareness of the distribution system and 

possible on property leak conditions. In addition, the 

MIU stores up to 35 days of hourly consumption, 

providing the utility with the ability to extract detailed 

usage profiles for consumer education, such as water 

conservation, and billing dispute resolution.

Milestone Estimated 

Completion

Actual 

Completion

Wrap up FY 2021 Installs Sept. 2021

Begin MUI/Meter Installs Oct. 2021

Council Approval of Meter 

Replacement funding

Feb. 2022

Council Approval of 

Annual Meter Supply 

Contract

June 2022

Complete MIU/Meter 

Installation for FY 2022

Sept. 2022

Infrastructure

Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment

Project Performance Measure(s) Department(s)

Core

INF

2.1.2

Water Conservation Program Maintain metered ratio rolling average 

above 88%

Water Utilities 

Summary:

The City of Arlington Water Utilities will maintain a 

metered ratio rolling average above 88%. In FY 2022, 

Arlington Water Utilities will proactively evaluate 

25,000 linear feet of water line for leaks to catch them 

in the early stages before significant water loss occurs. 

Arlington Water Utilities will also evaluate and make 

recommendations to purchase additional leak 

detection technologies to accomplish this goal.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FY 2022

Total

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Metered Ratio
City of Arlington, Texas 2021 Recovery Plan Performance Report 96

Infrastructure

Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment

Project Performance Measure(s) Department(s)

Core

INF

2.1.3

Wastewater Collection 

Initiatives

Clean 20% of sewer lines 6” through 15” Water Utilities 

Summary:

The City of Arlington Water Utilities entered into the 

Sanitary Sewer Overflow (SSO) Voluntary Initiative 

established by the Texas Commission on Environmental 

Quality (TCEQ) in 2005. In order to participate, the City 

of Arlington agreed to evaluate its sanitary sewer 

system and develop an action plan that includes a 

schedule of dates detailing when corrective or 

preventative maintenance will occur. Arlington Water 

Utilities has also established a goal of cleaning 20% of 

sewer lines 6” through 15” annually.

0%

5%

10%

15%

20%

25%

30%

Total

Footage

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6" - 15" Sewer Lines Cleaned

(Linear Feet vs. Total Footage)
City of Arlington, Texas 2021 Recovery Plan Performance Report 97

Infrastructure

Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment

Project Performance Measure(s) Department(s)

Core

INF

2.1.4

Recycling Services Residential Recycling Collected 

(Tons)

Asset Management 

Summary:

The City of Arlington continues to educate residents on 

proper recycling to lessen contamination rates, increase 

participation and improve the quality of residential 

recycling materials. Staff has actively been participating in

a Regional Recycling Campaign through the North Central 

Texas Council of Governments, and along-side other 

regional stakeholders, to decrease curbside 

contamination of residential recyclables and present a 

unified recycling message across the region. 

The City also provides recycling drop-off locations at each 

library, which can be used by residents who live in multifamily developments that may not provide recycling 

services. 

 -

 500

 1,000

 1,500

 2,000

 2,500

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Apr.

May

June

July

Aug.

Sept.

Residential Curbside Recycling 

Tons Collected

 -

 2

 4

 6

 8

 10

 12

 14

 16

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Apr.

May

June

July

Aug.

Sept.

Library Drop-off Locations

Tons Collected
City of Arlington, Texas 2021 Recovery Plan Performance Report 98

Infrastructure

Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment

Project Performance Measure(s) Department(s)

Core

INF

2.1.5

Council Environmental Task 

Force Recommendation –

Reduce Carbon Footprint 

• Reduction in Building Energy 

Consumption 

• Reduction in City Vehicle Fuel 

Consumption 

Asset Management

Summary:

As part of the Council’s Environmental Task Force 

recommendations in July 2020, staff is working 

towards:

• continuing to build new facilities and 

integrate new building components into 

existing facilities to reduce energy 

consumption;

• including green energy sources in newly 

constructed facilities; 

• electrifying fleet services by replacing 

conventional fuel vehicles with electric 

vehicles when they are due for replacement, 

and installing new vehicle charging stations.

Milestone

Estimated 

Completion

Actual 

Completion

BUILDING CONSTRUCTION

New Facilities and 

Major Building 

Components to Comply 

with the 2017 

International Energy 

Code

Ongoing

Include Alternative 

Energy Source in At 

Least One Newly 

Constructed Facility 

2023

FLEET

Install up to 10 New 

Electric Vehicle 

Charging Stations

2022

Seek Grants & 

Partnerships to Electrify 

Fleet

2023

Replace BeyondService-Life Vehicles 

with Electric Vehicles*

2028

*Replacement of vehicles that are beyond service life is 

dependent upon funding availability.
City of Arlington, Texas 2021 Recovery Plan Performance Report 99

Infrastructure

Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment

Project Performance Measure(s) Department(s)

Core

INF

2.1.6

Council Environmental Task 

Force Recommendation –

Waste Management 

• Waste Diverted

• Completion of Resident Trash and 

Recycling Services Survey

• Completion of Strategy to Increase 

Awareness of Recycling Contamination

Asset Management 

Summary:

As part of the Council’s Environmental Task Force 

recommendations in July 2020, staff is working towards:

• improving waste diversion by expanding existing 

programs or adding new programs for residents;

• developing and conducting a resident survey to 

help improve trash and recycling collection 

services; and

• increasing community awareness about recycling 

contamination to deter the behavior.

Milestone

Estimated 

Completion

Actual 

Completion

WASTE DIVERSION

Inventory Existing 

Diversion Programs 

and Metrics

May 2021

Assess the Need to 

Improve or Expand 

Diversion Programs

Summer 

2021

Apply for Diversion 

Program Grants

Summer 

2021

Administer Grant, 

Monitor and Report 

Results

2022

RESIDENT SURVEY

Develop Resident 

Survey for Trash and 

Recycling Services

May 2021

Promote Resident 

Survey for Trash and 

Recycling Services

Summer 

2021

Complete Resident 

Survey for Trash and 

Recycling Services

Summer 

2021

Compile Results and 

Complete Report of 

Survey Findings

Fall 2021

RECYCLING CONTAMINATION

Review Recycling 

Contamination Data

Spring 2022

Conduct Resident 

Survey or Focus 

Group

Spring 2022

Inventory Available 

Educational 

Resources

Summer 

2022

Develop Strategy to 

Increase Awareness 

to Keep Recycling 

Stream Clean

Fall 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 100

Infrastructure

Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment

Project Performance Measure(s) Department(s)

Core

INF

2.1.7

Council Environmental Task 

Force Recommendation –

Natural Environment

• Recognition of Arlington Cross 

Timbers Region

• Expansion of Animal Sightings Map

Asset Management 

Summary:

As part of the Council’s Environmental Task Force 

recommendations in July 2020, staff is working towards:

• obtaining an appropriate designation to 

recognize the Arlington Cross Timbers Region 

which encompasses more than half of the City; 

and

• enhance mapping of wildlife animal sightings to 

increase community awareness of the region’s 

biodiversity and habitat.

Milestone

Estimated 

Completion

Actual 

Completion

CROSS TIMBERS 

REGION

Engage Potential 

Organizational 

Partners

Summer 

2021

Identify Necessary 

Resources

Spring 2022

Seek and Obtain 

Designation 

Fall 2022

WILDLIFE 

ANIMALS 

MAPPIN

G

Expand Animal 

Sightings Map

Spring 2022

Promote Map of 

Animal Sightings

Summer 

2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 101

Infrastructure

Goal 2: Support and Expand Programs to Reduce Environmental Impacts

Objective 1: Mitigate Operating Costs and Impact on Environment

Project Performance Measure(s) Department(s)

Core

INF

2.1.8

Council Environmental Taskforce –

Balance habitat protection and 

community needs 

Public Works & Transportation and 

Code Compliance

Summary:

This recommendation from the Council 

Environmental Task Force connects to several 

programs that the organization has in progress or 

is planning to begin. Those programs are briefly 

described to the right. 

Dept. Project Status

PWT Consideration of impact to 

and ways to re-establish 

native habitats (including 

Cross Timbers Ecoregion) on 

all projects

Implemented

PWT Implement native and 

adaptive plant outreach 

program

Implemented

PWT Establish Arlington Citizen 

Science Program

Nov. 2021

PWT Launch iNaturalist app for 

Arlington Citizen Science 

Program

Mar. 2022 

Planning UDC amendment to include 

Cross Timbers Tree 

Preservation Standards

Implemented

Code Implement Wildlife Education 

Program

Oct. 2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 102

Infrastructure Scorecard

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

AM

Satisfaction Ratings

Citizen perception of trash collection services 

[annual survey] 76% 78% 80% 80%

AM Citizen perception of residential recycling 

services [annual survey] 81% 75% 80% 80%

AM Overall satisfaction of Construction 

Management’s services “exceeds” or 

“meets” expectations 92% 92% 90% 90%

AM Overall satisfaction of facility maintenance 

and repair services “exceeds” or “meets” 

expectations [surveyed quarterly] 92% 93% 93% 95%

AM Overall satisfaction of custodial services 

contractor “exceeds” or “meets” 

expectations 87% 72% 94% 90%

IT

Customer Service

Helpdesk abandon rate 8% 6% 8% 8%

CLA Action Center first call resolution 97% 97% 98% 97%

CLA % of Action Center calls abandoned 17% 12% 8% 10%

CLA Action Center calls answered 255,281 265,015 250,000 250,000

CLA Percentage of citizens who agree they 

receive the info they need when calling a 

City facility [annual survey] 60% 65% 64% 60%

AM

Fleet

% of City-wide Fleet beyond service life 18% 98% 17% 15%

AM Percentage of customers satisfied or very 

satisfied with fleet services 78% 87% 95% 80%

AM Turnaround Time Standards:

Target Vehicles/Turnaround in 24 Hours New Measure in FY 2021 77% 80%

Target Vehicles/Turnaround in 48 Hours New Measure in FY 2021 48% 85%

Target Vehicles/Turnaround in 72 Hours New Measure in FY 2022 90%

AM

Solid Waste

Recycling Collected Curbside (Tons)

24,126 24,250 24,512

Maintain or 

Increase

AM Library Recycling Collected (Tons)

172 158 134

Maintain or 

Increase

AM Leaf Recycling Program (Tons)

291 300 300

Maintain or 

Increase

AM Number of multi-family recycling outreach 

presentations given 9 2 4 6

AM Missed collection calls per 10,000 services New Measure in FY 2022 < 2.5

AM Residue in Recycling (COG Survey) New Measure in FY 2022 < 39%

AM

Infrastructure Maintenance

Major building components operating within 

their designed life [annual measures]:

Roofs:

Asphalt [25 Years of Service Life] New 

Measure in 

FY 2020 88% 88% 95%

Metal [25 Years of Service Life] New 

Measure in 

FY 2020 68% 68% 95%
City of Arlington, Texas 2021 Recovery Plan Performance Report 103

Infrastructure Scorecard (cont.)

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

Built-up [25 Years of Service Life] New 

Measure in 

FY 2020 68% 68% 95%

HVAC [15 Years of Service Life] New 

Measure in 

FY 2020 100% 100% 95%

Generators [20 Years of Service Life] New 

Measure in 

FY 2020 50% 50% 95%

Elevators:

High Usage [15 Years of Service Life] New 

Measure in 

FY 2020 56% 56% 85%

Low Usage [35 Years of Service Life] New 

Measure in 

FY 2020 80% 80% 85%

Boilers [25 Years of Service Life] New 

Measure in 

FY 2020 63% 63% 95%

Water Heaters [15 Years of Service Life] New 

Measure in 

FY 2020 18% 18% 85%

PWT % of residential street lane miles that have 

been swept compared to annual goal of 

1,604 [reported quarterly] 99% 98% 44% 100%

PWT Percentage of pothole repairs completed 

within 3 business days 91% 96% 96% 90%

PWT Percentage of initial contact with citizens 

reporting street maintenance concerns 

occurring within 2 business days 97% 97% 98% 95%

PWT Number of square yards of failed concrete 

excavated and replaced 70,399 57,330 25,019 40,000

Water Clean a minimum of 20% of sewer lines size 

6"-15" estimated to assure compliance with 

the TCEQ Sanitary Sewer Overflow Initiative 25% 27% 22% 20%

Water Radio Transmitter installations 10,394 7,275 6,500 10,000

Water Linear footage of water and sewer lines 

designed by the City Engineering staff 65,166 31,099 30,000 30,000

Water High hazard backflow assemblies with 

certified testing completed 100% 100% 100% 100%

Water Avoid any TCEQ, OSHA, SDWA and NPDES 100% 100% 100% 100%

Water Maintain metered ratio rolling average 

above 88% 91% 89% 92% > 88%

Water Achieve ≤ 8 Sanitary Sewer Overflows per 

100 miles of sewer main 6.86 12.8 6.8 ≤ 8

Water Water line breaks per 100 miles of pipe New Measure in FY 2021 12 5.8

Water Interrupt time per customer New Measure in FY 2021 < 4 < 4
City of Arlington, Texas 2021 Recovery Plan Performance Report 104

Public Safety

Goal 1: Utilize Targeted Initiatives and Industry 

Best Practices and Policies to Foster a Safe Environment

Objective 1: Improve Quality of Life and Place

Project Performance Measure(s) Department(s)

Core

PS

1.1.1

Crime Reduction • Crimes Against Person

• Crimes Against Property

• Crimes Against Society

Police

Summary:

The City of Arlington has experienced a reduction in 

crime for the past seven years. Sustaining this 

reduction in crime continues to be at the forefront of 

the mission for the Police Department. Geographic 

accountability, technology, intelligence, and 

community engagement all play a vital role when 

implementing a sustainable and conducive crime 

reduction strategy. 

Beginning in January 2017, the Police Department 

began reporting data as part of the National IncidentBased Reporting System (NIBRS). This system 

captures more detailed information for each single 

crime occurrence rather than the traditional 

Summary Uniform Crime Report (UCR), which is 

based on a hierarchy summary reporting system. 

NIBRS data identifies with precision when and where 

a crime takes place, what type of crime occurred, and 

the characteristics of its victims and perpetrators. 

While the UCR data will be used for historical and 

overall benchmarking of crime statistics, NIBRS data 

will provide us with more defined, granular detail of

the crime in our city. This will help the department’s 

overall crime reduction goal by giving crime analysts 

more data and allowing for more targeted, proactive 

policing. The department submits crime data in 

NIBRS format to the Texas Department of Public

Safety and receives a Summary UCR (Part I) report in 

response. 

1,600

1,700

1,800

1,900

2,000

2,100

2,200

FY19

3rd

Qtr

FY19

4th

Qtr

FY20

1st

Qtr

FY20

2nd

Qtr

FY20

3rd

Qtr

FY20

4th

Qtr

FY21

1st

Qtr

FY21

2nd

Qtr

FY21

3rd

Qtr

Crime Rate Reduction Project: 

Crimes Against Person*

 -

 1,000

 2,000

 3,000

 4,000

 5,000

FY19

3rd

Qtr

FY19

4th

Qtr

FY20

1st

Qtr

FY20

2nd

Qtr

FY20

3rd

Qtr

FY20

4th

Qtr

FY21

1st

Qtr

FY21

2nd

Qtr

FY21

3rd

Qtr

Crime Rate Reduction Project: 

Crimes Against Property*

500

700

900

1,100

1,300

1,500

FY19

3rd

Qtr

FY19

4th

Qtr

FY20

1st

Qtr

FY20

2nd

Qtr

FY20

3rd

Qtr

FY20

4th

Qtr

FY21

1st

Qtr

FY21

2nd

Qtr

FY21

3rd

Qtr

Crime Rate Reduction Project: 

Crimes Against Society*

* Charts show the three crime code categories used in NIBRS.

Data extracted on 7/5/21
City of Arlington, Texas 2021 Recovery Plan Performance Report 105

Public Safety

Goal 1: Utilize Targeted Initiatives and Industry 

Best Practices and Policies to Foster a Safe Environment

Objective 1: Improve Quality of Life and Place

Project Performance Measure(s) Department(s)

Core

PS

1.1.2

Traffic Safety • Injury Crashes

• DWI Crashes

• CMV Inspections 

Police

Summary:

Every year, millions of people travel the roadways 

throughout the city. Reaching their destination safely 

is of the utmost concern. In 2019, a total of 13,111 

crashes occurred within Arlington city limits, a slight 

increase of 1.28% from 2018 (12,945). 

In order to continue crash reduction in the city, the 

department will continue using a new, multi-faceted 

approach that will overlay crash information with 

crime information. This approach is called the DataDriven Approaches to Crime and Traffic Safety 

(DDACTS). The goal of utilizing this data analytics 

approach is to decrease the number of vehicle crashes 

in the City. Effective enforcement and education 

efforts will be complementing factors to the data. The 

Department continues to receive a comprehensive

traffic safety grant through the Texas Department of 

Public Safety. 

The Department continues to place emphasis on 

conducting safety inspections of CMVs as part of the 

Traffic Safety plan. The CMV inspection and 

enforcement program consists of a full time CMV unit. 

The CMV enforcement program is supplemented using 

a CMV grant through the Texas Department of Public 

Safety and United States Department of 

Transportation. 

 -

 200

 400

 600

 800

 1,000

FY18 Q2FY18 Q3FY18 Q4FY19 Q1FY19 Q2FY19 Q3FY19 Q4FY20 Q1FY20 Q2FY20 Q3FY20 Q4FY21 Q1FY21 Q2

Injury Crashes

 -

 50

 100

 150

 200

FY18 Q2FY18 Q3FY18 Q4FY19 Q1FY19 Q2FY19 Q3FY19 Q4FY20 Q1FY20 Q2FY20 Q3FY20 Q4FY21 Q1FY21 Q2

DWI Crashes

 -

 200

 400

 600

 800

 1,000

FY18 Q2FY18 Q3FY18 Q4FY19 Q1FY19 Q2FY19 Q3FY19 Q4FY20 Q1FY20 Q2FY20 Q3FY20 Q4FY21 Q1FY21 Q2

CMV Inspections
City of Arlington, Texas 2021 Recovery Plan Performance Report 106

Public Safety

Goal 1: Utilize Targeted Initiatives and Industry 

Best Practices and Policies to Foster a Safe Environment

Objective 1: Improve Quality of Life and Place

Project Performance Measure(s) Department(s)

Core

PS

1.1.3

Victim Services Response to 

Crime Victims 

• Total Crime Victims Served

• On-scene Crisis Response

Police

Summary:

Victims of crime, including domestic violence, may be 

of any gender, age, sexual orientation, race, religion

or ethnicity. Victimization may happen to an 

individual, family, group or community. The impact 

of crime on an individual victim, their loved ones, and 

their community depends on a variety of factors, but 

often crime victimization has significant emotional, 

psychological, physical, financial, and social 

consequences. 

Department investigators work quickly to expedite 

the most serious of cases and those with high risk 

indicators. While investigators work the criminal 

aspect of the case, the Victim Services Unit provides 

resources to victims and family members with the 

goal of lessening the short and long-term trauma 

experienced as a direct result of the victimization. 

Victim Services provides crisis intervention and 

counseling, criminal justice support and advocacy, 

information and referral, notification of rights and 

transportation to shelters to all victims of violent 

crime reported to the Arlington Police Department.

Victim Services Counselors are on duty 7 days a week 

to respond to requests for immediate crisis 

intervention for victims of domestic violence and 

other traumatic crimes.

 -

 50

 100

 150

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Onscene Response

 -

 500

 1,000

 1,500

 2,000

 2,500

 3,000

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Crime Victims Served 

 -

 500

 1,000

 1,500

 2,000

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Domestic Violence Victims Served and 

Outreach Hours

Domestic Violence Victims Served

Domestic Violence Outreach Hours
City of Arlington, Texas 2021 Recovery Plan Performance Report 107

Public Safety

Goal 1: Utilize Targeted Initiatives and Industry 

Best Practices and Policies to Foster a Safe Environment

Objective 1: Improve Quality of Life and Place

Project Performance Measure(s) Department(s)

Core

PS

1.1.4

Project RAISE (Risk, 

Assessment, Intervention, 

Safety, and Engagement)

• High Risk Intimate Partner Violence (IPV) 

Victims

• Outreach Hours Dedicated to IPV Victims

Police

Summary:

Project RAISE (Risk, Assessment, Intervention, Safety, 

and Engagement) consists of a victim centered MultiDisciplinary Team of social service, community, and 

criminal justice agencies partnering together to 

address the issues that high-risk family violence 

victims face. Project RAISE offers a professional 

support system to help develop a safe and healthy

climate for the victim. 

Project RAISE focuses on the intervention of the highrisk intimate partner violence (IPV) locations within 

each geographic district per month. The safety risk of 

each location is evaluated by monitoring the number 

of calls, history of violence, and the severity of 

violence. An in-depth assessment is completed for 

the victim including a history of violence, barriers to 

service, needs assessment, and previous resources. 

This is accomplished through a Co-Responder Team 

onsite visit. The team consists of a Victim Services 

Crisis Counselor and a patrol officer. Safety planning 

and crisis intervention is provided to the victim in 

order to offer alternatives to a violence-free 

household. 

Awareness of these ongoing situations provides an 

opportunity to intervene.

 -

 500

 1,000

 1,500

 2,000

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

RAISE Victims Served and 

Outreach Hours

RAISE Victims Served RAISE Outreach Hours
City of Arlington, Texas 2021 Recovery Plan Performance Report 108

Public Safety

Goal 1: Utilize Targeted Initiatives and Industry 

Best Practices and Policies to Foster a Safe Environment

Objective 1: Improve Quality of Life and Place

Project Performance Measure(s) Department(s)

Core

PS

1.1.5

Mental Health Calls for 

Service

Calls for Service with a Mental Health 

Component

Police

Summary:

Individuals with Mental Illness/Intellectual and 

Developmental Disabilities are vulnerable members of 

our community who deserve to be treated with dignity 

and respect. 

Police agencies are often the front-line responders to 

those struggling with a behavioral health crisis. 

In addition to staff time and resources, these are 

dynamic environments that have potential for harm to 

both staff and those involved. 

Our partnership with the MHMR Law Liaison project 

provides APD an opportunity to interject a mental 

health professional into these encounters and work in 

conjunction with officers to achieve stabilization, 

develop positive rapport with law enforcement and 

provide connectivity to services. 

Arlington Police Department utilizes a hybridized 

approach in which Behavioral Health Response 

Officers (BHRO) on patrol are partnered with MHMR 

Law Liaisons to form a Co-Responder Team. They 

conduct follow-ups and engage individuals struggling 

with Mental Health/IDD with resources. BHROs are 

also paired together to form a Crisis Intervention 

Team for calls and follow-ups that have a higher threat 

level.

 -

 500

 1,000

 1,500

 2,000

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Calls for Service – Mental Health 

Component

 -

 20

 40

 60

 80

 100

 120

 140

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

CRT

 -

 50

 100

 150

 200

 250

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

CIT
City of Arlington, Texas 2021 Recovery Plan Performance Report 109

 -

 100

 200

 300

 400

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Police Notification of Emergency 

Dentention
City of Arlington, Texas 2021 Recovery Plan Performance Report 110

Public Safety

Goal 1: Utilize Targeted Initiatives and Industry 

Best Practices and Policies to Foster a Safe Environment

Objective 2: Protect Public Well-being

Project Performance Measure(s) Department(s)

Core

PS

1.2.1

Vision Zero Reduce traffic related fatalities and serious 

injuries

Public Works & Transportation

Summary:

Vision Zero is a traffic safety concept whose goal is to 

reduce fatalities and serious injuries on roadways to zero. 

An action plan including engineering, planning, education, 

enforcement, and prosecution was developed. Analysis 

actions, evaluation actions, engineering actions, other 

departmental actions, preparation actions, and safety 

preventative actions are included in the action plan. These 

actions lead into the ongoing development of the crash 

profiles and crash mitigation strategies.

In FY 2022, work will continue to implement the Safe 

Route to School (SRTS) Program, accident mitigation 

measures, and traffic calming measures to reduce the FY 

2017 baseline number of 6,085 city roadway crashes. 

Staff will also conduct a reassessment the baseline data.

Public Safety

Goal 1: Utilize Targeted Initiatives and Industry 

Best Practices and Policies to Foster a Safe Environment

Objective 2: Protect Public Well-being

Project Performance Measure(s) Department(s)

Core

PS

1.2.2

Year 2 of the 2nd Bunker Gear Set 

Implementation

Project Completion Fire

Summary:

The Arlington Fire Department has been working 

earnestly to implement cancer prevention initiatives to 

keep the men and women who protect the residents of 

Arlington safe. Part of those strategy to reduce the risk 

of employee exposure to harmful chemicals has been 

to increase the frequency and rigor of how firefighters 

clean and disinfect their personal protective 

equipment. FY 2022 will be year 2 of the 3-year project 

to implement a 2nd set of bunker gear for firefighters 

and is funded by a grant from the Arlington Tomorrow 

Foundation. 

Milestone Target 

Date Status

Size Employees Oct. 2021

Take Staff Report to 

Council

Nov. 2021

Purchase Bunker Gear Dec. 2021

Close out Grant with ATF Dec. 2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 111

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure

Objective 1: Plan and Implement Stormwater Projects 

Project Performance Measure(s) Department(s)

Core

PS

2.1.1

Stormwater Projects Implement projects that mitigate 

flooding concerns

Public Works & Transportation

Summary:

Stormwater Projects are funded through the Stormwater 

Utility Fee and are included in the annual capital budget as 

well as in the Comprehensive Stormwater Master Plan. 

The projects listed below include projects that began 

construction prior to FY 2022 as well as the planned FY 

2022 projects. Project milestones listed in the table will be 

updated as they occur during the year. These projects 

include larger drainage and erosion projects. Maintenance 

projects and small drainage improvement projects are not 

included in this report because they are typically bid in 

multiple phases.

Stormwater Capital Improvements 

Project

Structures 

Protected

California Lane (All Phases) 60

Harvest Hills (All Phases) 47

Kee Branch Trib 4 (All Phases) N/A

Matthews Court (All Phases) 74

Stormwater Capital Improvement Project Estimated 

Bid Dates

Actual Bid 

Dates

Estimate 

Completion

Actual 

Completion

California Lane Drainage Improvements Phase 1 June 2022

Harvest Hills Drainage Improvements Phase 1 Aug. 2019

Indian Trail Erosion Mar. 2020 May 2020 Oct. 2021

Kee Branch Trib 4 Erosion Phase 2 – Bradley to Andalusia Dec. 2020

Matthews Court Drainage Improvements Phase 1 and 2 June 2019 Dec. 2019 Mar. 2021

Matthews Court Drainage Improvements Phase 3 Dec. 2021

.
City of Arlington, Texas 2021 Recovery Plan Performance Report 112

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure

Objective 1: Plan and Implement Stormwater Projects 

Project Performance Measure(s) Department(s)

Core

PS

2.1.2

Council Environmental Taskforce –

Update Stormwater Pollution 

Prevention Code and Implementation of 

Private Stormwater Infrastructure 

Inspection Program 

Establish a Private Stormwater 

Infrastructure Inspection Program

Public Works & Transportation

Summary:

In 2020, the Environmental Task Force (ETF) completed a 

report that included recommendations for Stormwater 

Management to update the Stormwater Pollution Control 

Ordinance (SWPCO) to align with federal and state 

requirements and implement an inspection program of 

private stormwater infrastructure. Updating City stormwater 

rules to align with federal and state requirements, allows the 

City to mitigate flood risks, protect stormwater infrastructure, 

educate citizens, and protect water quality. 

Staff presented an overview of the code updates to the 

Municipal Policy Committee in June 2021. Regulated 

stakeholder outreach for the SWPCO updates began in the 

July 2021.

The Environmental Task Force Report Recommendations for 

Stormwater Management include the following tasks:

• Task 1: Update Stormwater Pollution Prevention 

Ordinance to require future maintenance of private 

stormwater infrastructure. 

• Task 2: Identify a minimum of ten (10) properties 

with post-construction BMPs (platted after 2003).

• Task 3: Develop an outreach program to notify 

responsible parties of post-construction BMP 

responsibilities.

• Task 4: Implement inspection program for private 

stormwater infrastructure after completion of Tasks 

1, 2, and 3.

Milestone Estimated 

Completion

Actual 

Completion

Task 1 Dec. 2021

Task 2 Mar. 2022

Task 3 July 2022

Task 4 Sept. 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 113

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure

Objective 1: Plan and Implement Stormwater Projects 

Project Performance Measure(s) Department(s)

Core

PS

2.1.3

Council Environmental Taskforce –

Implement a Comprehensive 

Stormwater Plan and examine 

long-term financial needs 

Present long-term financial options to 

City Council to consider possible 

Stormwater Utility Fee update.

Public Works & Transportation

Summary:

In 2020, the Environmental Task Force (ETF) completed a 

report that included recommendations for Stormwater 

Management to prepare a Comprehensive Stormwater Plan 

that prioritized stormwater programs and projects. A 

Comprehensive Stormwater Plan, along with updating City 

stormwater rules to align with federal and state requirements, 

allows the City to mitigate flood risks, protect stormwater 

infrastructure, educate citizens, and protect water quality. 

The Comprehensive Stormwater Plan was presented to 

Council in February 2021.

The Environmental Task Force Report Recommendations for 

Stormwater Management include the following tasks:

• Task 1: Examine long-term financial needs to support 

the CSP and present fee update options to City 

Council.

Milestone Estimated 

Completion

Actual 

Completion

Task 1 Oct. 2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 114

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure

Objective 2: Complete Watershed Studies for Each Watershed within the City 

Project Performance Measure(s) Department(s)

Core

PS

2.2.1

Watershed Studies Achieve FEMA acceptance of all 

watershed studies by the end of FY 2022

Public Works & Transportation

Summary:

Comprehensive watershed studies are important to evaluate 

current and future flood risk and identify problem areas that 

will guide the stormwater program. These watershed studies:

• Update the hydrology for current developed 

conditions

• Update the hydraulic models based on the new flows 

and current creek conditions

• Identify and prioritize problem areas and generate 

conceptual solutions for these areas

• Assess the stream bank conditions for erosion

• Update the Flood Insurance Rate Maps based on the 

new information

This data benefits the citizens of Arlington by informing them of 

the flood risk for their homes, so they can take protective 

action. It also identifies flood protection projects to be 

incorporated into the Stormwater Capital Improvement Plan. 

Arlington's nine major watersheds have been grouped into six 

major study areas. The Stormwater Division plans to include 

watershed studies in its budget each year until all the major 

watersheds in the City have been studied.

This project will strategically plan mitigation tasks to 

proactively rectify deficiencies identified in the watershed 

studies completed in FY 2019. During FY 2021, work will be 

concentrated on the following three tasks:

• Task 1: Provide community outreach on the City’s 

improvement to the Community Rating System. 

• Task 2 Provide community outreach for all FEMA 

approved LOMR data to be included in FEMA’s PMRs. 

• Task 3: Provide community outreach on the upcoming 

Flood Rating 2.0. 

Milestone Estimated 

Completion

Actual 

Completion

Task 1 Dec. 2021

Task 2 Jan. 2022

Task 3 Mar. 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 115

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure

Objective 3: Enhance Awareness of Stormwater Risk 

Project Performance Measure(s) Department(s)

Core

PS

2.3.1

Stormwater Education 

Outreach

• Number of public education campaigns 

conducted

• Number of stormwater pollution safety 

presentations given at elementary schools

• Number of community events attended

Public Works & Transportation

Summary:

The Stormwater Education program provides 

community education about the problems and 

solutions to stormwater pollution, floodplain 

development, flood safety and preparedness.

Community education can make a difference in 

both the quantity and quality of stormwater that 

reaches our local waterways. Community 

education includes programming with schools 

within the city limits to provide stormwater 

education to students.

Stormwater Education outreach efforts include,

but are not limited to, the following: 

• Provide the community with information 

on responsible development

• Provide property owners with 

information and tools to protect their 

families and property from flood damage 

through flood preparedness. 

• Education outreach to schools within 

AISD to provide stormwater education 

such as “Turn Around Don’t Drown”.

• Increase awareness of illicit discharges 

and improper disposal of materials.

Outreach Task Number Achieved

1

st

Qtr.

2

nd

Qtr.

3

rd

Qtr.

4

th

Qtr.

Attend 10 Children’s Events 

(Includes schools, library 

programs, after school programs, 

summer camps, etc.)

Placement of 360 “No Dumping” 

storm drain inlet decals

Attend 10 community events to 

provide stormwater education 

materials
City of Arlington, Texas 2021 Recovery Plan Performance Report 116

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure

Objective 3: Enhance Awareness of Stormwater Risk 

Project Performance Measure(s) Department(s)

Core

PS

2.3.2

Program for Public 

Information (PPI)

Develop and implement new projects listed 

in the PPI Plan adopted by Council and 

approved FEMA’s Community Rating System 

(CRS) in FY 2020

Public Works & Transportation

Summary:

City Council adopted the City’s Floodplain Program for Public 

Information (PPI) Plan in FY 2020. This PPI plan improves flood 

hazard outreach and education initiatives for the City’s CRS 

Program. CRS is a federal program that recognizes, encourages, 

and rewards – by using insurance premium adjustments –

community and state activities that go beyond the minimum 

requirements of the National Flood Insurance Program (NFIP). 

The development and implementation of outreach initiatives 

listed in the PPI plan will assist in improving flood insurance 

coverage in the City and strengthen and support the aspects of 

the NFIP. Developing and implementing PPI outreach projects 

include but are not limited to: 

• Task 1: Update and implement the Flood Response 

Preparation outreach as identified in the PPI Plan 

adopted by City Council for CRS. 

• Task 2: Prepare a post card for non-flood zone (SHFA) 

delineated area to be endorsed by the Mayor. 

• Task 3: Review flood outreach information to assess 

including additional languages. 

Outreach Task Estimated 

Completion

Actual 

Completion

Task 1 Oct. 2021

Task 2 Dec. 2022

Task 3 Mar. 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 117

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure

Objective 3: Enhance Awareness of Stormwater Risk 

Project Performance Measure(s) Department(s)

Core

PS

2.3.3

Stream Gauge 

Infrastructure Upgrade and 

Communication

Implement a flood hazard notification 

system based on stream gauge data

Public Works & Transportation

Summary:

The City of Arlington currently has six stream gauges. These gauges 

collect important information such has rainfall accumulation, 

rainfall increments, and water levels. The stream gauge uses the 

ALERT (Automated Local Evaluation in Real Time) 1 system which 

needs an upgrade as hardware improves. This real time data will 

assist in response time for activating barricade infrastructure, 

emergency operations, and engineering assessments. During FY

2021, the Floodplain Group will perform the following three tasks: 

• Task 1: Upgrade two existing stream gauges to Automated 

Local Evaluation in Real Time 2 (ALERT 2) system to 

increase the accuracy and performance of flood detection 

systems.

• Task 2: Identify low crossings based on watershed studies 

and Emergency Operations to determine two new 

locations to install stream gauges.

• Task 3: Identify grants and possible funding opportunities 

to assist in installing at least six additional gauges within 

the City limits. 

This data collected by the stream gauges benefits the citizens of 

Arlington by informing them about active flood risks to take

appropriate action. The implementation of a flood hazard 

notification system will reduce the potential loss of life or injury due 

to flood hazards from overtopped roadways. The collected data 

also assists in identifying flood protection projects to be 

incorporated into the Stormwater Capital Improvement Plan. 

Milestone Estimated 

Completion

Actual 

Completion

Task 1 Nov. 2021

Task 2 Jan. 2022

Task 3 May 2022
City of Arlington, Texas 2021 Recovery Plan Performance Report 118

Public Safety

Goal 2: Mitigate Flood Risks and Protect Stormwater Infrastructure

Objective 3: Enhance Awareness of Stormwater Risk 

Project Performance Measure(s) Department(s)

Core

PS

2.3.4

Council Environmental 

Taskforce – Implement a 

Comprehensive Stormwater 

Plan 

Implement a Comprehensive Stormwater 

Plan along with supporting construction 

policies and financial resources.

Public Works & Transportation

Summary:

In 2020, the Environmental Task Force (ETF) completed a 

report that included recommendations for Stormwater 

Management to prepare a Comprehensive Stormwater Plan 

that prioritized stormwater programs and projects. A 

Comprehensive Stormwater Plan, along with updating City 

stormwater rules to align with federal and state requirements, 

allows the City to mitigate flood risks, protect stormwater 

infrastructure, educate citizens, and protect water quality. The 

Comprehensive Stormwater Plan was presented to Council in 

February 2021.

The Environmental Task Force Report Recommendations for 

Stormwater Management include the following tasks:

• Task 1: Update Stormwater Pollution Prevention 

Ordinance require post-construction drainage surveys 

and future maintenance of private stormwater 

infrastructure. 

• Task 2: Implement outreach program and inspection 

program for private stormwater infrastructure after 

Stormwater Pollution Prevention Ordinance is updated.

• Task 3: Examine long-term financial needs to support the 

CSP and present fee update options to City Council.

Task Estimated 

Completion

Actual 

Completion

Task 1 Dec. 2021

Task 2 Mar. 2022

Task 3 Oct. 2021
City of Arlington, Texas 2021 Recovery Plan Performance Report 119

Public Safety Scorecard

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

Fire

Dispatch and Response

9-1-1 calls answered within 10 seconds 92.26% 92.9% 90% 90%

Fire Fire P1 and P2 (emergency) calls dispatched 

within 25 seconds (average) 14.95 15.14 25.00 25.00

Fire Average Total Response Time (Dispatch to 

First Unit On scene in M:SS Format) 5:48 6:06 6:22 5:20

Fire Fires – Response objective = 320 seconds or 

(5:20) 5:22 5:33 6:12 5:20

Fire Emergency Medical Service – Response 

objective = 300 seconds or (5:00) 5:42 5:59 5:33 5:00

Fire Police E and P1 (emergency) calls dispatched 

within 2 minutes (average) 1.98 1.75 2.00 2.00

Fire Police E and P1 (emergency) calls dispatched 

within 120 seconds 81.76% 83.68% 80% 80%

Police Call Response time to priority 1 calls (From 

Call is taken by Dispatch to First Unit on 

Scene) 9.41 10.56 11.25 9.3

Police Citizen satisfaction with police services 

[annual survey] 69% 81% 75% 75%

Police Unit Response Time (From First APD Unit is 

dispatched to First Unit on Scene) 92.26% 92.9% 90% 90%

Fire

Prevention

Percent of Outdoor Warning Sirens 

Successfully Tested New Measure in FY 2021 7.6 9.3

Fire Fire Prevention Business Inspections 69% 44% 95% 95%

Fire Fire Prevention Business Violations 

Addressed 12,326 16,513 4,478 15,500

PDS % of routine food establishment inspections 

completed on time 3,603 3,262 1,000 4,500

PDS % of non-compliant gas well site components 

corrected within 2 days following notification 

to operator New Measure FY 2021 100% 100%

PWT Percent of City maintained drainage inlets 

inspected compared to goal of 10,804 92% 100% 54% 100%

PWT Percent of 360 concrete channels inspected 97% 100% 51% 100%

Court

Crime and Compliance

% of Warrants Cleared 155% 301% 104% 100%

Court Municipal Court Clearance Rate New Measures in FY 2021 118% 100%

Court Time To Disposition within 30 days New Measures in FY 2021 60% 50%

Court Age of Active Pending Caseload [measured 

quarterly] New Measures in FY 2021 41 Days 50 days

Court Cost per Disposition New Measures in FY 2021 $47.39 $49.33

Court Reliability and Integrity of Case Files New Measures in FY 2021 100% 100%

Court Management of Legal Financial ObligationsRate New Measures in FY 2021 89% 70%

Court Annual Access and Fairness Survey Index 

Score [measured in 3rd quarter] New Measures in FY 2021 75% 75%

Police Committed Time to all calls (minutes) 70.1 76.97 77.15 < 84.5

Police DWI Crashes 535 456 582 < 450
City of Arlington, Texas 2021 Recovery Plan Performance Report 120

Public Safety Scorecard (cont.)

Dept. Key Measures FY 2019

Actual

FY 2020

Actual

FY 2021

Estimate

FY 2022

Target

Police Domestic Violence Victims Served 9,888 5,933 6,652 5,400

Police Human Trafficking Victims Served [measured 

quarterly] 12 33 12 10

Police Injury Crashes 2,782 2,753 2,542 < 3,084

Police Outreach Hours Dedicated to Domestic 

Violence 6,977 4,818 4,198 > 3,600

Police Fatality Crashes [measured quarterly] 25 31 42 < 24

Police CVE Inspections 2,381 2,192 2,450 > 2,000

Police Overall Crime New Measures in FY 2022 < 31,260

Fire

Workload Measures

9-1-1 Dispatch Center Calls for Service (calls 

from 9-1-1 phone switch) 378,305 376,047 380,000 430,000

Fire Police Calls for Service Handled and 

Processed by PD Dispatch 334,612 285,797 232,000 325,000

Fire Emergency Calls 1,299 1,122 1,300 1,500

Fire Priority 1 Calls 76,492 68,437 64,200 70,000

Fire Priority 2 Calls 53,736 48,514 45,000 52,000

Fire Priority 3 Calls 203,085 167,724 122,000 125,000

Fire Officer Initiated (not included in total) 61,015 55,103 36,240 37,000

Fire Ambulance Dispatched Calls for Service 57,536 56,563 62,400 65,000

Fire Fire Dispatched Calls for Service 46,457 43,971 51,250 53,000

Fire Fires 3,493 3,284 3,400 3,800

Fire Emergency Medical Service 36,992 34,511 38,000 40,000

Fire Other 5,972 6,176 10,000 5,000

Fire Dispatched Animal Services After-Hours Calls 

for Service 1,340 969 800 9,000

Fire Fire Department Incidents (un-audited) 44,134 41,068 47,750 50,000

Fire Fires 1,333 857 900 1,000

Fire Emergency Medical Service 20,845 19,271 20,000 20,000

Fire Other Emergency Incidents 22,092 20,940 28,000 28,000

Fire Fire Department RMS Unit Responses (unaudited) 61,511 58,335 72,000 72,000
City of Arlington, Texas 2021 Recovery Plan Performance Report 121

Unity Council Recommendations

Recommendations Implementation

1.1.A Establish a permanent task force charged with 

directly engaging local residents, organizations, and 

institutions on matters regarding race, ethnicity, and other 

forms of diversity in Arlington

Information was presented to the Council on May 4 and 

18, 2021. With Council direction, amendments to the 

Boards and Commissions Policy and the City Code will be 

made to establish the Unity Council as directed. Council 

action is anticipated in June, with appointments in August 

and the first meeting of the Unity Council occurring in 

September.

1.2.A Enhance Arlington’s “City Services Satisfaction 

Surveys” to include a wider range of important variables 

such as race/ethnicity, income, and education

The Finance Department will work with the City’s survey 

vendor, City staff and City Council to modify the survey to 

ensure that the annual survey includes a variety of 

diversity. Revised survey will be used in fall of 2021 for 

2022 survey release

1.3.A Establish a Chief Diversity Officer who will create 

various programs that aim to enhance diversity, equity, 

and inclusion 

Job description is being completed for the Chief Equity 

Officer. An item to approve the addition of this position 

will be on the Council agenda in June. Position will be 

advertised and recruited after that. 

1.4.A Develop a pilot-program for local residents who 

qualify for free or reduced rates on VIA Rideshare by 

collaborate with Tarrant County WIC and the Arlington 

Housing Authority 

Via pilot program is in place using three life shelters and 

the Housing Authority. Staff is also developing a reduced 

fare program – Council will be briefed on June 8th. City is 

providing Via and Handitran rides to receive the COVID-19 

vaccine at no cost to riders

1.5.A Establish anti-poverty programs in targeted 

neighborhoods that focus on job training, community 

clean-up, as well as public and private investment

This project will be led by the Chief Equity Officer. City 

staff will work to identify two to three neighborhoods 

which would benefit from focused attention from City and 

NGO programs. City staff explores case studies and best 

practices to target CDBG support programs in specific 

neighborhoods with needs related to income disparities. 

Results from pilot program are evaluated and refined for 

replication in other neighborhoods

2.1.A Establish different standards infill development Council discussed Unified Development Code (UDC) 

revisions at their April 30, 2021 retreat and directed staff 

to continue discussions with the Municipal Policy 

Committee and bring recommended amendments related 

to residential infill and redevelopment to the City Council 

for action.

2.2.A Examine existing ordinances to eliminate barriers to 

develop housing that is affordable

Work will start on this project after the completion of 

2.1.A. 
City of Arlington, Texas 2021 Recovery Plan Performance Report 122

Unity Council Recommendations

Recommendations Implementation

2.2.B Find tools to develop affordable neighborhoods with 

accessible services

Community and Neighborhood Development Committee 

will continue discussions on housing development tools. 

Based on those discussions, staff will create a menu of 

options for Council review, discussion and action. 

An ad hoc Council committee on project-based vouchers 

has asked that the Arlington Housing Authority Board 

move forward with developing an RFP for project-based 

vouchers that will focus on the use of project-based 

vouchers for demolition and rebuilding of affordable multifamily developments for buildings constructed before 1985 

and major renovations on those constructed later. 

The City Council may consider the creation of a Housing 

Strategic Plan.

2.3.A Work with educational institutions to include 

financial education to ensure that graduates are financially 

responsible

The Chief Equity Officer will convene a working group of K12 and higher education institutions to inventory universe 

of homebuying education resources

2.3.B Review homebuyer and renter education to see if it 

is sufficient

The Chief Equity Officer will review first time homebuyer 

and other existing City resources

2.3.C Seek to implement changes where resources are 

insufficient.

The Chief Equity Officer will review findings from 2.3.B. 

and determine appropriate next steps

2.4.A Research how to include household debt in the 

evaluation of housing cost burden

Staff will conduct research of best practices used in other 

cities to evaluate housing cost burden and present findings 

to the Community and Neighborhood Development 

Committee.

2.4.B Use the data in the Housing Needs Analysis and debt 

burden data to identify housing needs and target solutions 

to gaps

The City Council may consider the creation of a Housing 

Strategic Plan.

2.4.C Reduce barriers to renting Staff will focus economic development strategies on 

improving resident job skills and increasing availability of 

jobs with wages that would allow residents to afford 

existing housing stock.

2.5.A Examine possible reasons behind the current housing

map by race and ethnicity

City staff will work with partners in housing industry to 

examine strategies to achieve recommendation.

2.5.B Encourage development of proximate housing that 

varies by affordability and type with access to services 

throughout the city

City staff will work with partners in housing industry to 

examine strategies to achieve recommendation.

3.1.A Increase internet availability City will install "Neighborhood Wi-Fi" (free, publicly 

accessible wireless internet service) in census tracts in East 

Arlington and add additional capacity to Park, Recreation 

and Library facilities throughout the city to increase access. 

3.1.B Increase free public WIFI hot spots throughout 

Arlington

Staff will report to Council on the results of additional WiFi signal expansion at City facilities, adjust the strategies as 

needed and seek additional funding for expansion. 

3.2.A Create Community-Outreach-NetworkingEmpowerment-Communication-Tool (CONECT) –

centralized location for resources and assistance

Chief Equity Officer will convene a working group of K-12 

to explore this recommendation.
City of Arlington, Texas 2021 Recovery Plan Performance Report 123

Unity Council Recommendations

Recommendations Implementation

3.3.A Conduct “Education & Workforce Training Fair” twice 

annually in public areas throughout where needed the 

most

Chief Equity Officer will convene a working group of K-12 

and higher education institutions to explore this 

recommendation.

3.4.A Diversify lesson plans and curriculum to be inclusive 

of relevant culture and identity. 

Chief Equity Officer will convene a working group of K-12 

and higher education institutions to explore this 

recommendation.

3.5.A. Require diversity training for students and teachers 

& organize conversations on same.

Chief Equity Officer will convene a working group of K-12 

and higher education institutions to explore this 

recommendation.

3.6.A Hire additional guidance counselor resources for 

school districts.

Chief Equity Officer will convene a working group of K-12 

institutions to explore this recommendation.

3.7.A Add programs and resources such as college advisors 

and internship programs. 

The Chief Equity Officer will convene a working group of K12 and higher education institutions to explore this 

recommendation and examine ways to work with the NLC 

Post-Secondary Basic Needs group, composed of the City, 

United Way, TCC and UTA. This group is looking at this and 

is connecting with ISDs that serve Arlington. Their work 

continues for another 12-18 months with a goal to meet 

the needs of post-secondary students and keep them in 

school so they can graduate with degrees or certificates.

4.1.A Create dedicated city staff position of Chief Equity 

Officer to implement and monitor strategies targeted to 

erase disparity in healthcare for residents of Arlington. This 

position would report directly to the Arlington City 

Manager and work in collaboration with health care 

providers.

Chief Equity Officer will work with Fire Department to 

track key health data. The City is also working to expand 

the existing relationship with Tarrant County Public Health, 

JPS, THR and MCA to increase health resources available to 

Arlington residents.

4.2.A Leverage relationships with trusted providers to 

enable and support efforts in care delivery.

Chief Equity Officer will convene a working group of health 

care providers and non-profit agencies that provide 

healthcare to explore this recommendation.

4.3.A Support a mobile health care program to provide 

basic primary care, mental health care and referral by 

exploring funding sources and convening stakeholders to 

implement.

Meetings have been held with Texas Health Resources and 

the County's JPS Hospital to discuss possible solutions. 

Additional meetings will be needed along with a 

connection with MCA.

4.4.A Enact a program to provide free or subsidized rates 

on VIA for residents in need.

Via pilot program in place using three life shelters and the 

Housing Authority. Staff is also developing a reduced fare 

program - Council will be briefed on June 8th. City is 

providing Via and Handitran rides to receive the COVID-19 

vaccine at no cost to riders.

4.5.A Explore and implement alternative means of 

disseminating information to all communities.

Fire Department is working with Tarrant County Public 

Health to explore this recommendation to share health 

information with the public. Parks & Recreation 

Department will work with both Fire and TCPH to include 

appropriate wellness information in these 

communications.

4.6.A Investigate City ordinances and or policies to 

promote the presence of healthier food choices in areas 

determined in need or identified as food deserts.

Staff will bring research on possible solutions to Council 

committee for review and action.
City of Arlington, Texas 2021 Recovery Plan Performance Report 124

Unity Council Recommendations

Recommendations Implementation

4.7.A Create a city-wide awareness initiative involving city 

leadership as well as citizen leaders and organizations 

providing not only examples of healthy living practices, but 

opportunities to achieve them.

Chief Equity Officer will bring research on possible 

solutions to Council committee for review and action.

5.1.A Implement data collection

5.1.B Create an Office of Business Diversity

5.1.C Reduce barriers of communication with MWBEs

5.1.D Find solutions to reducing barriers to MWBEs being 

prime contractors

MWBE Policy has been approved with contract goal setting 

criteria. In process of hiring additional staff.

5.2.A Create an MWBE Department and develop 

contracting requirements and accountability for City 

departments and prime contractors

MWBE Manager hiring is currently in interview stage. 

MWBE Program is adopted, and staff is actively reviewing 

City contracts for MWBE participation.

5.3.A Increase lending to minority business by connecting 

MWBEs with banks, encouraging banks to lend more to 

MWBEs and recruit additional lenders with a track record 

of lending to MWBEs.

Staff is working with Arlington Chamber of Commerce and 

Arlington banks to explore ways to implement this 

recommendation locally. Meetings will be held with major 

depository banks to ask for their help in achieving these 

goals. Once resources are in place, they will be 

communicated to the public. 

5.3.B Conduct job and Arlington Resource Sharing Group 

fairs in east Arlington on an annual basis

Currently discussing with Workforce Solutions and 

exploring opportunities once they resume community 

outreach. Exploring other options as well. First Job Fair to 

be held on Saturday, August 7th 10am-2pm at East Library 

& Recreation Center. 

5.4.A Consider a pilot program that subsidizes VIA service 

for persons with certain income level.

Via pilot program in place using three life shelters and the 

Housing Authority. Staff is also developing a reduced fare 

program - Council will be briefed on June 8th. City is 

providing Via and Handitran rides to receive the COVID-19 

vaccine at no cost to riders

5.5.A Maintain the Unity Council, in some form, as a 

standing committee past delivery of February report.

Information was presented to the Council on May 4 and 

18, 2021. With Council direction, amendments to the 

Boards and Commissions Policy and the City Code will be 

made to establish the Unity Council as directed. Council 

action is anticipated in June, with appointments in August 

and the first meeting of the Unity Council occurring in 

September.

5.5.B Implement an independent MWBE public oversight 

committee chosen by the City council members.

Council recommended adding this to the duties of the 

permanent version of the Unity Council. 
City of Arlington, Texas 2021 Recovery Plan Performance Report 125

Unity Council Recommendations

Recommendations Implementation

6.1.A Expand the Police Athletic League to include sporting 

activities throughout the entire school year.

The Police Department has increased opportunities for 

young people. They are participating barber shop 

community events, expanded Coach 5-0 from traditional 

sports to Esports with the Game Up 5-0, and leveraging 

new opportunities as COVID risks lessen in the 

community. All School Resource Officers (SRO's) are 

assigned to the rec centers, Boys and Girls Club and YMCA 

this summer to serve as camp counselors. The City will 

host several events for kids, bike rodeo’s, basketball clinics, 

etc. Three Police Athletic League (PAL) Camps are on the 

schedule for this summer. A PAL Archery Team will be 

started this fall. SRO’s have already been certified as 

instructors. Parks Dept will provide space for a range. This 

will be a year-long PAL activity. Additional activities will be 

added incrementally. The Police Department is working 

with the Parks and Recreation Department to include 

basketball clinics as an option for the many recreational 

facilities located throughout the city. The two departments 

are also hosting community "show and tell" events with 

specialized units, feeding events, and candid interaction 

sessions. Archery sessions will also be held in these parks.

6.1.B Build upon the police ride along program to include 

students and young adults.

The existing ride along program will be expanded to create 

additional opportunities for teens to ride with officers, 

thereby allowing them opportunities to create positive 

relationships with youth and police.

6.1.C Start a program to connect K-12 students with APD 

related to similar interests or hobbies.

The Police Department and the Library have started the 

Badges and Books summer reading program. In the fall, the 

same program will be taken into the schools Covid 

Permitting. Other programs that connect police officers 

and students include Game Up 5-0, Coach 5-0., the MAY 

Program and Bridge Kids. 

6.2.A Pair new officers with officers a different race and 

background and directly engage with communities of a 

different race in their districts.

The Police Department strives to recruit diverse officers to 

serve in field training roles. This commitment to 

diversifying training options for field training officers will 

continue. More importantly, cultural diversity and 

relational policing priorities will be developed in officers 

who serve the community. Newly hired officers participate 

in community projects throughout their academy 

instruction experience. Upon graduation, they are assigned 

to field training. As a revamp to the department's field 

training program, the department will look for ways to 

have recruit officers and their training officers participate 

in more community events, visit stores, and restaurants in 

the beat areas that they will be assigned to develop deeper 

relationships with community members and businesses.
City of Arlington, Texas 2021 Recovery Plan Performance Report 126

Unity Council Recommendations

Recommendations Implementation

6.2.B Create a plan to encourage patrol officers to attend 

community events, patronize diverse restaurants, meet 

with different community leaders, and make connections 

with residents.

Newly hired officers participate in community projects 

throughout their academy instruction experience. Upon 

graduation, they are assigned to field training. As a revamp 

to the department's field training program, the 

department will look for ways to have recruit officers and 

their training officers participate in more community 

events, visit stores, and restaurants in the beat areas that 

they will be assigned to develop deeper relationships with 

community members and businesses. We have added 

community contact markouts to the dispatch system to 

track officer activity. We are also re-emphasizing the 

Community Service Award Bar. The department is in the 

process of restructuring the field training program that will 

include opportunities to incorporate diverse community 

interactions to broaden an officer's awareness of cultural 

aspects of the community they serve. The academy is also 

introducing community panels in its instruction process to 

represent diverse communities in Arlington.

6.2.C Create an immersion program for officers to connect 

to the communities they serve. Suggestions include having 

officers live in their beat for one week and connect with 

HOAs and other organizations that serve the area.

Police Department and CMO will review this 

recommendation and bring policy and budgetary changes 

to Council as needed while keeping the Council and the 

community up to date on progress towards this goal. The 

Police Department places an emphasis on holding beat 

officers accountable for knowing their beat and 

stakeholders.

6.3.A Revised psychological program to include racially 

diverse professionals, survey APD about adequacy of 

current program and implement indicated changes. 

The current Police psychological program is being reviewed 

by a consultant. The Police Department is also evaluating 

their current process and evaluating alternative options.

6.3.B Schedule regular psychological evaluations for all 

officers such as an evaluation administered every 3-5 years 

and a mandatory evaluation after a traumatic event. 

Consider hiring a full time APD Chaplain as a part of this 

process. 

The current Police psychological program is being reviewed 

by a consultant. The Police Department is also evaluating 

their current process and evaluating alternative options.

6.4.A. Institute a review process that includes City 

Manager’s Office and APD leadership, qualified 

professionals, and community members to review and 

evaluate high profile national incidents of police violence 

and misconduct to incorporate time sensitive changes in 

policy, training, or other processes.

The Police Department will share high profile national 

incidents that come across professional organizations that 

the department is a member of, including International 

Association of Chiefs of Police, Police Executive Research 

Forum, and Major Cities Chiefs Association. Conversations 

through meetings can occur as needed, depending on the 

magnitude of the national incident. The Department has 

also added members of Bridging the Gap to serve as actors 

in their Reality-Based Training exercises.

6.4.B Invite concerned members of the community to 

review training and add a member of the Unity Council to 

the Police Training Advisory Board.

Pending appointment of the Unity Council
City of Arlington, Texas 2021 Recovery Plan Performance Report 127

Unity Council Recommendations

Recommendations Implementation

6.4.C Institute a bi-annual review process that includes City 

Manager’s Office, APD leadership, qualified professionals, 

and community members to review current trends, 

training resources for possible inclusion into the APD 

training model.

The FY 2022 Budget is being developed and will be 

presented to the City Council June through September of 

2021. 

6.5.A Increase staff dedicated to analyzing data by hiring 

more in-house professionals or contracting to experts.

The FY 2022 Budget is being developed and will be 

presented to the City Council June through September of 

2021. 

6.5.B Implement periodic internal and external review of 

analyzed data to monitor officer behavior and trends (with 

respect to disparities) and adjust policies accordingly. 

The Police Department currently produces diversity 

information in the department's annual report. The 

Department will start breaking down this information by 

units and divisions for more meaningful analysis.

6.5.C Translate review into layman’s terms and 

disseminate to the public to seek feedback. 

The Police Annual Report delivered to the City Council on 

5/18/21 is the first step towards a transparent 

implementation process. We will also share this 

information with the public in other ways such as through 

social media and published stories in the Star Telegram. 

Progress on updates will also be shared with the 

permanent Unity Council at its meetings. The City 

welcomes feedback from the public as it works to 

implement the recommendations of the Unity Council.