14-21 - Attachment P- Resilient-Dallas-Strategy-Reduced-PDF.pdf

RESILIENT

DALLAS

RESILIENT DALLAS

DALLAS

RESILIENT

DALLAS’ PATH TO SHARED PROSPERITY

About 100 Resilient Cities Pioneered by the Rockefeller Foundation, 100 Resilient Cities (100RC) is dedicated to helping cities around the world become more resilient to the physical, social, and economic challenges that are a growing part of the 21st century. 100RC supports the adoption and incorporation of a view of resilience that includes not just the shocks—earthquakes, fires, floods, etc.—but also the stresses that weaken the fabric of a city on a day to day or cyclical basis. By addressing both the shocks and the stresses, a city becomes more able to respond to adverse events, and overall, is better able to deliver basic functions to all populations in good times and bad.

The City of Dallas thanks The universities, nonprofits, and businesses, as well as the 100RC platform partners, whose contributions of research, science, and data were invaluable to the development and success of this Resilience Strategy. That work greatly expanded the capacity of City staff and was foundational to the analysis and recommendations put forward in this report. Additional thanks go to the 100RC City Solutions team, who marshaled resources and leveraged 100RC's platform of tools and services to bolster the work undertaken in each Discovery Area.

CONTENTS

LETTERS01 05 07

DEVELOPING

THE STRATEGY10

PURPOSE

INSPIRATION

16 RESILIENCE

GOALS

APPENDIX

51 EQUITY

INDICATORS

PARTNERSHIPS

LETTERS FROM MAYOR RAWLINGS AND 100RC

LETTERS

LETTER FROM T.C. BROADNAX

T.C. Broadnax, City Manager Although I’ve served as the City Manager for just over a year, I have quickly grown to love my new hometown and am very proud of the workforce I am honored to lead. From our librarians who spend their weekends sharing the joys of reading with children, to our sanitation workers leaving the yard before sunrise, to our 911 operators assisting frightened residents late into the night, the public servants of Dallas are committed to improving the lives of Dallas residents.

Our work is challenging, yet gratifying. We strive to deliver service with four core values in mind—empathy, ethics, excellence and equity. We recognize we are first and foremost a service organization and always cognizant of our primary focus, the people. The people and families who call Dallas home and strengthen our neighborhoods deserve and expect the highest level of customer service. The businesspeople and investors who have chosen to make their livelihoods here and build a prosperous economy drive us to be innovative and find efficient, data-driven solutions to vexing problems. The artists who offer their talents to enrich our lives and the faith leaders who nourish our souls call on us to govern with compassion and respect. Dallas is fortunate to be home to a diverse and thriving population.

Dallas is a prosperous community, and we are blessed with the continued prospect of sustained economic growth. Yet despite an optimistic outlook, large segments of our community are not thriving. Too many of our residents are confronted every day by challenges to simply exist—homelessness, poverty, unemployment, underemployment, social and racial inequity, gun violence, food insecurity, access to quality education. This is Dallas’ true resilience challenge: overcoming the social and economic challenges that deny many of our residents’ social justice and economic well-being for themselves and their families.

As the hard work of this Resilience Strategy and the Mayor’s Task Force on Poverty has shown, disparity in our community continues to escalate at a rate and scale that surpasses our peer cities. Not surprisingly, this disparity falls along racial and ethnic lines. The residents impacted are the working poor, people who struggle to make ends meet despite full-time employment.

These are residents who offer us an opportunity to make a difference in their quality of life, to help neighborhoods flourish, and businesses prosper. To secure Dallas’ position as the economic powerhouse of north central Texas, we must eradicate the barriers that prevent hardworking residents from achieving economic mobility and build pathways for those who strive to achieve prosperity. This is the critical work of resilience building that must be done for our community and our residents to succeed.

True public service lies in equitable service delivery to our most vulnerable residents.

It is a spirit of excellence that drives this passion for public service within me. I challenge myself and will continue to challenge my staff to be excellent public stewards and to serve with empathy for our residents, to maintain the highest ethical standards, and strive to achieve equity for all Dallas residents.

Sincerely, T.C. Broadnax, City Manager

RESILIENT DALLAS 1

RESILIENT DALLAS 2

ATHENS, GREECE

Eight 100RC Member Cities convened in Athens in 2016 to collaborate on migration as a key component of urban planning and put forward practical solutions for absorbing immigrants and refugees.

AMMAN, JORDAN

Amman is designing an urban mobility observatory to collect smart data for the creation of an integrated mobility plan and to share research and knowledge on urban mobility.

BYBLOS, LEBANON

Byblos is connecting old and new with pedestrian linkages between the Old City and modern Byblos, enabling residents to navigate the whole city by foot, instead of by car.

PITTSBURGH

Pittsburgh has committed to converting underutilized land and vacant building stock in vulnerable places into community assets for achieving other resilience goals, including affordable housing, social cohesion, and emergency sheltering.

LOUISVILLE

Louisville has undertaken pioneering work in public health and equity with its 2017 Health Equity Report, designed as a tool for policy makers and residents. The report reviews 21 health outcomes, from infant mortality to homicide to heart disease, and demonstrates how root causes impact outcomes at every stage of life.

NORFOLK

Norfolk’s Retain Your Rain workshops engage individuals and neighborhoods in learning to build small-scale projects, such as rain barrels and gardens, that help mitigate flooding and build environmental resilience.

MONTREAL, QUÉBEC

Montreal is supporting multiple efforts to train residents in emergency readiness, including risk awareness, first aid, water supply management, and communication during emergency situations.

NEW ORLEANS

New Orleans has launched The Network for Economic Opportunity to address employment and training gaps by connecting disadvantaged job seekers with sector-specific job training and partnerships with anchor industries, large employers, and public projects.

MEXICO CITY

Mexico City has embarked on a series of flood prevention projects using blue-green infrastructure, including a skatepark in the Coyoacan neighborhood —the first park designed to double as a water catchment structure.

MEDELLIN, COLOMBIA

Medellín built a new and innovative public transit system to connect poor and disenfranchised neighborhoods to formal employment opportunities and public services in the city center and create greater social cohesion.

MELBOURNE

In conjunction with The Nature Conservancy, Melbourne is developing a metropolitan urban forest strategy to protect its $700 million forests and improve ecosystem health and services through partnerships.

LOS ANGELES

Los Angeles is developing innovative policies in collaboration with Welcoming America and local partners to ensure immigrants, migrants, and refugees are welcome in all Los Angeles neighborhoods.

BOSTON

Boston is committed to advancing equity in City government through the Mayor’s Diversity Task Force and improved human resources practices, including a review of its recruitment, screening, and hiring practices.

BOSTON

Boston is devising an Economic Mobility Lab that will analyze existing programs and policies, outline gaps in the economic ecosystem, highlight and expand the most effective interventions, and pilot innovative, scalable solutions that promote economic security.

Network Inspiration Dallas drew inspiration from the incredible work being done in other cities within the 100 Resilient Cities network.

RESILIENT DALLAS 3

Michael Berkowitz, 100 Resilient Cities On behalf of the entire 100 Resilient Cities family, I want to congratulate Mayor Mike Rawlings, City Manager T.C. Broadnax, and the City of Dallas on the release of Resilient Dallas. This is a major milestone for the city and our partnership with it.

One of the fastest growing and dynamic cities in the U.S., Dallas is the heart of the North Central Texas region. The Dallas-Fort Worth Metroplex is the fourth largest in the country, with more than 7.2 million people. Its vibrant economy continues to grow and contribute to Texas’ impressive figures in job growth, which have led the country since the Great Recession.

However, this prosperity has not reached all of Dallas’ residents. Many communities, especially those of color, continue to struggle with endemic poverty that severely limits their opportunities and ability to participate in civic life. Alongside Dallas’ impressive wealth are some unsettling figures, such as one of the highest child poverty rates in the country. While the city faces similar acute shocks as other cities in the network, such as extreme weather and natural disasters, it is these stresses related to equity that stand to undermine Dallas’ chances for a vibrant future and which this Strategy addresses.

Central to Dallas’ success is the fate of its working poor and other communities that do not benefit from the city’s wider positive trajectories. Many stresses combine and are caused by this inequity: poor public health; lack of access to education and employment opportunities; poor mobility and public transportation options; and a major gulf between the city’s anglophone, and mostly white, population and its Hispanic communities, which comprise 41% of the city. Almost a quarter of the city is foreign-born, and 42.5% of people speak a language other than English at home. As the city grows, it must cultivate the opportunities available to these communities and address their particular needs.

This Strategy sets out a pioneering vision for addressing inequity as one of the major challenges of the 21st century. As cities across the country grapple with widening disparities between rich and poor, between those with opportunity and those without, Resilient Dallas helps advance an understanding that for a city to be resilient, these gaps must be addressed.

Chief Resilience Officer Theresa O’Donnell has helped shape and guide this work. She has boldly and tirelessly sought to impress the importance of confronting Dallas’ severe social inequities. She has also collaborated with the partners in the 100 Resilient Cities network, such as 4th Economy and Citymart, to help the city better understand its public health and workforce challenges and chart a path to address them. In partnership with the CUNY Institute for State & Local Governance and other university partners, she is designing an equity indicator framework to measure Dallas’ progress toward achieving greater equity over time.

And she has collaborated extensively with other city leaders, such as Regina Montoya, who leads the Mayor’s Task Force on Poverty. Through their work and the Strategy, the city is well-poised to make great strides toward bridging the gaps keeping so many residents from the opportunities they need to make themselves, and Dallas, stronger.

This Strategy is an incredible achievement, but in many ways, the hard work is just beginning. We are excited to see the goals and initiatives in these pages take shape and lead Dallas toward a vibrant future in which all its citizens thrive and contribute to its success.

Sincerely, Michael Berkowitz, President

LETTER FROM 100RC

INSPIRATION

RESILIENT DALLAS 5

Regina Montoya, Mayor’s Task Force on Poverty While watching the play LBJ All the Way, I was moved by one of the opening scenes that recounts our former President’s early days as a teacher in south Texas. During that impressionable time in his life, LBJ taught the young Hispanic children of migrant workers. During the school year, he observed the formidable transformation in these children as the light in their eyes drained away under the harsh realities of growing up in poverty. His early experiences watching these families struggle to maintain their livelihood and well-being shaped LBJ’s commitment to public service, which brought us many of the anti-poverty programs that still exist today.

My work on the Mayor’s Task Force on Poverty and Resilient Dallas has moved me in much the same way. I am troubled by the statistics and stories we have uncovered and reported during these important efforts. Dallas’ numbers on childhood poverty are staggering. The data on disparity are equally distressing.

However, we cannot get mired in the data and forget the real people behind these numbers. Peoples’ lives are burdened under the heavy weight of poverty and disparity, and their opportunities for a better life are foreclosed. These conditions endanger the resilience of the individual, the family, and our community.

Although difficult, this work has been rewarding as I have been inspired by the hundreds of organizations committed to helping these families find pathways out of poverty. I have also gained fresh insight into the obligation of our local government to its vulnerable and marginalized residents. The analysis that undergirds the recommendations in this Strategy confirms the tremendous impact public policy has on the everyday lives of the working families of Dallas. More importantly, it illustrates the success of these governmental systems when they function in service to our residents—and the tremendous gaps created when these systems fail our vulnerable and marginalized residents who need them most.

Our leading academic institutions and think tanks have studied and analyzed these gaps. Leaders in our community—from the Federal Reserve Bank of Dallas, to business leaders and major employers, to the Mayor of Dallas —have opined on the impacts of these trends. Journalists, commentators, and media partners have covered stories of family struggles, displaced neighborhoods, and ramifications for the broader community.

It is time for government to listen.

Business leaders, nonprofits, and philanthropic organizations are doing meaningful work in our community that requires collaboration and coordination with local government partners to maximize its potential impact. Local governments play a necessary leadership role by providing vision and direction in partnership with the community as we respond to the factors contributing to the growing economic and social disparity in Dallas.

I believe the goals and initiatives identified in the Resilient Dallas Strategy provide a solid roadmap to begin this effort. By undertaking these recommendations, Dallas can align with anchor institutions and other key partners to bolster efforts and find new solutions that allow hard-working families to defy the constraints imposed by their zip code. Let’s work together to change the trajectory of these trends, start to close this gap between the haves and the have-nots, restore opportunity to hard-working families, and bring the light back to the eyes of the children of Dallas.

Sincerely, “The analysis that undergirds the recommendations in this Strategy confirms the tremendous impact public policy has on the everyday lives of the working families of Dallas.”Regina Montoya

PURPOSE

RESILIENT DALLAS 7

DFW IS THE

BUSIEST U.S. AIRPORT

DAYS OF

SUNSHINE

FORTUNE 1000

COMPANIES

LARGEST METRO

HOME OF THE DALLAS COWBOYS,

DALLAS MAVERICKS, DALLAS STARS,

AND THE TEXAS RANGERS

ECONOMY

3rd

4th

UNEMPLOYMENT

RATE OF LESS THAN

4%

LARGEST METRO AREA

IN U.S. BY POPULATION

4th

FORTUNE 500

COMPANIES

LONGEST LIGHT RAIL SYSTEM IN THE U.S.

REGION OF MORE THAN

RESIDENTS

EXPECTED TO GROW TO 10 MILLION BY 2040

7 MILLION

Leading the Region The North Central Texas population grew an eye-popping 35% between 2000 and 2014 and is projected to reach 10 million by 2040, overtaking Chicago as the nation’s third largest metro area. Per capita income soared by 46% during the same period. DFW consistently ranks as one of the top destinations for corporate relocations because of its central location, expansive transportation infrastructure, low tax rate, and business-friendly regulatory climate. Other trends driving this super-charged growth are the diversity and strength of the economy and the relatively low cost of living, especially in housing.

Dallas is the Economic Engine Downtown Dallas is the heartbeat of this prosperity, boasting finance, real estate, insurance, banking, and silk stocking law firms housed in architecturally distinctive Class A office buildings. Dallas is the residential destination of choice for millennials and immigrants willing to work hard and gamble on an innovative business venture, or baby boomers eager to enjoy an enriched quality of life in the center of art, culture, and fine dining. Given this tremendous prosperity and these strong competitive advantages, Dallas’ economic resilience and dominance should be unquestioned. However, in-depth examination reveals several disturbing trends that could compromise Dallas’ ability to lead the region in the future.

Resilience Challenges A growing number of Dallasites live on the edge of economic failure. Dallas has nearly 4,000 homeless individuals. Census numbers indicate poverty has increased 42% during the past 15 years, and more than 36% of Dallas households struggle financially. The problems these residents grapple with are numerous and intertwined: low skills or language barriers limit employment opportunities, lack of health insurance often leads to poor health as medical concerns spiral into medical emergencies, and lack of reliable transportation restricts access to jobs, education, and even healthy food. Dallas’ biggest resilience challenge is not the devastation of a tornado, flood, or other natural disaster. Nor is it the tragedy of a horrific event such as the July 7th attack on the Dallas Police Department.

Rather, it is the economic vulnerability of Dallas’ poor who struggle to provide for themselves and their families, weakening the community’s resilience.

RESILIENT DALLAS 8

A resilient, equitable

Dallas must have the trust of its residents.

Disparity in Dallas The data uncovered during this study tell us what Dallas has intuitively known for decades. White Dallasites earn more money and live in more affluent neighborhoods with better amenities and services than their counterparts who are African American or Hispanic. On average, African Americans earn 54 cents for every dollar their white counterparts earn, and they are more than six times as likely to be poor even with a full-time job. White children are better prepared for elementary school, better prepared for college or the workforce, and far less likely to go to bed hungry at night. Hispanics are four times as likely to be uninsured, and only 56% of their children are enrolled in pre-kindergarten. All too often, people who live this disparity have little hope their future will look different than it does today. Moreover, history tells them the disparity that threatens the well-being of their families today will only be worse tomorrow.This disillusionment is fueled by a basic lack of trust―trust that those with the power to change the current inequities have the will to do so.

A resilient, equitable Dallas must have the trust of its residents. While Dallas has made some significant inroads toward equity, progress has been slow and much work is left to be done. A deep and abiding cynicism exists. If Dallas is ready to begin down a path of building trust and advancing equity, this Strategy offers suggestions on the partnerships and actions necessary to begin the hard work of examining interconnected systems of public policies and institutional practices that perpetuate inequity in Dallas and trap people in poverty.

These systems, functioning independently or in combination, often exacerbate the impact of a weather-related disaster,a fluctuating economic cycle, or an incident of civil unrest when experienced by marginalized or disadvantaged residents. Understanding the interdependent relationships between catastrophic events or prolonged stresses and the impacts on Dallas’ most vulnerable residents shaped the early research and informed the development process. This Resilience Strategy examined a number of systems that are not attuned or responsive to the needs of Dallas’ vulnerable or marginalized residents―systems that, if acclimated to those needs, would work more effectively for all Dallas residents. The Strategy contemplates the current functioning of a number of those institutional and governmental systems and offers practical initiatives to improve upon them, such as:

�� Building economic mobility for Dallas’ working poor �� Nurturing healthy children �� Investing in Dallas’ low-income neighborhoods �� Expanding access to opportunity through improved public transport

Only when Dallas residents are provided the opportunity to build their individual resilience will Dallas become a resilient and equitable city. While widening disparities may appear to be an insurmountable challenge, Dallas has a long history of pursuing radical ideas and daring approaches to achieve results that elude the less ambitious. After all, the Dallas ethos is Big Things Happen Here!

DEVELOPING THE STRATEGY

RESILIENT DALLAS 9

DEVELOPING

THE STRATEGY

RESILIENT DALLAS 10

What Is Urban Resilience?

Resilience is the capacity of individuals, communities, institutions, businesses, and systems within a city to adapt, grow and thrive in the face of both shocks (sudden traumatic events like earthquakes and floods) and more long-term, chronic stresses, like poverty and housing shortages.

City resilience is about making a city better, in both good times and bad, for the benefit of all its citizens, particularly the poor and vulnerable.

Qualities of Resilient Systems and Cities When looking at individual systems, it is helpful to think about what qualities of those systems enhance their resilience. 100RC has identified a set of qualities that describe the behavior or performance of resilient systems that enable them to withstand, respond, and adapt more readily to shocks and stresses:

REFLECTIVE: Using past experience to inform future decisions

RESOURCEFUL: Recognizing alternative ways to use resources

ROBUST: Well-conceived, constructed, and managed systems

REDUNDANT: Spare capacity purposely created to accommodate disruption

FLEXIBLE: Willingness and ability to adopt alternative strategies in response to changing circumstances

INCLUSIVE: Prioritizing broad consultation to create shared ownership in decision-making

INTEGRATED: Bringing together a range of distinct systems and institutions

The City Resilience Framework, created by Arup in partnership with the Rockefeller Foundation, is a tool to help us understand the many drivers that can contribute to building resilience in a city. In the Resilience Strategy process, we often use this framework as a lens to diagnose where the city has gaps to improve upon its capacity or opportunities to build upon.

FOSTERS LONG-TERM

& INTEGRATED

PLANNING

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STAKEHOLDERS

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IP

EF

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MA

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& MOBILITY

COMMUNICATIONS

PROVIDES RELIABLE

CRITICAL SERVICES

CONTINUITY OF

ENSURES

& MAN-MADE ASSETS

ENHANCES NATURAL

MAINTAINS AND

PROSPERITYECONOMICFOSTERS & JU

STICE

STABILITY, SECURITY

ENSURES SOCIAL

CO

MM

UN

ITI

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CO

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SIV

E &

EN

GA

GE

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PR

OM

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ENSURES

PUBLIC HEALTH

SERVICES

SUPPORTS

LIVELIHOODS &

EMPLOYMENT

MEETS

BASIC

NEEDS

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

RESILIENT DALLAS 11

This Community Stakeholder Committee worked through several key exercises and engaged in dynamic discussions to define an early set of priorities and resilience issues, setting the stage for the first phase of discovery.

Phase I To explore and expand on the recommendations of the Agenda Setting Workshop, staff undertook an intensive data collection effort, combined with insights collected from more than 100 stakeholder interviews with the public, nonprofits, private enterprises, and government agencies.

Data collected included more than 130 “resilient actions” already occurring within the City, an asset inventory, and broad background research on municipal government. Additionally, staff conducted a resilience perception exercise to identify the similarities and differences between resident perceptions and City initiatives. A deep examination of the data and insights revealed a series of trends that intersected multiple quadrants of the City Resilience Framework, helping formulate the early iterations of the Dallas Discovery Areas—key resilience topics requiring further investigation. Those early iterations were taken back to the public for vetting and further refinement in several small group settings, as well as a second full-day stakeholder workshop with more than 120 multi-sector professionals and technical experts.

The experts validated findings, refined staff understanding of challenges and issues, and identified collective efforts that reinforced the program goals.

The Office of Resilience also consulted with the City’s top executive staff and the City Council’s Quality of Life committee and Human and Social Needs committee at all key decision points throughout this process, keeping elected and administrative officials abreast of the analysis and findings. The synthesis of this work resulted in a lengthy report, the Dallas Preliminary Resilience Assessment, that articulates Dallas’ four Discovery Areas: Inclusive Economy, Healthy Communities, Neighborhood Infrastructure, and Transportation Equity.

How We Got Here Civic Engagement Along with a wealth of economic, physical, and environmental resources, Dallas is enriched by an abundance of residents and businesses, professional and technical experts, philanthropic foundations and social service providers, and multiple academic institutions, all of whom are committed to effectual civic involvement to improve local governance. Expert and community leaders obligated themselves to countless hours of stakeholder workshops, oversight committees, and topic area work groups. Together they articulated Dallas’ ambitions and recognized its potential for a brighter future.

The Dallas Resilience process relied heavily on extensive community participation by everyday residents, as well. This Resilience process integrated the insight and wisdom gained through many forms of participation that acknowledged and respected the similarities, as well as the notable differences inherent in Dallas’ economically and socially diverse population.

While desktop research, academic studies, best practices, and other analytic tools are instrumental in understanding the trends and conditions present in the Dallas community, this Strategy is about people. Essential to this process of knowledge building was the valuable step of validating research findings and general assumptions through “ground truth” obtained during interviews and listening sessions with people who experience the challenges and opportunities explored in this study. This inclusive perspective was used to identify gaps that would normally go unobserved by more traditional research methods.

Although many of these conversations were difficult, this type of honest reflection and open dialogue is foundational to building a common understanding of the challenges facing many Dallasites and exploring potential solutions.

Agenda Setting Workshop The collective work of creating the Resilience Strategy began with convening more than 120 participants from across local government, the private sector, philanthropic institutions, nonprofit organizations, academia, and civic groups, representing more than 80 organizations.

The extensive involvement by Dallasites strengthened our knowledge base and built genuine community support and trust

RESILIENT DALLAS 12

Draft Discovery Areas Transportation

Education Disease Outbreak Housing Patterns Climate Change Energy Security Governance and

Leadership Public Health

Economic Development Fiscal Policy Regionalism

Inclusive Economies

Healthy Communities

Thriving Neighborhoods

Transportation Equity

Agenda Setting

Workshop 100+

Participants from 80+

Organizations

City Council

Acceptance August 8, More than 130 Resilient Actions Cataloged

What has the City done?

How is the City viewed?

Perceptions Inventory

State of the City

City Context

What does the City have?

Asset Inventory

City Department

Interviews

2 City Department Workshops

20+ Department Directors

More than 80 Stakeholder

Interviews

2 Key Stakeholder

Input Meetings

4 Advisory Committee Meetings4 Quality of Life Committee

Reports

15 Reviews by City Staff and

Leadership

6 Human and Social Needs

Committee Reports

RESILIENT DALLAS 13

DEVELOPING THE STRATEGY

Dallas’ Discovery Areas INCLUSIVE ECONOMY: Harnessing the power of the robust North Central Texas economy to be more inclusive and create economic resilience for Dallas residents

HEALTHY COMMUNITIES: Exploring opportunities to improve public health outcomes and decrease health disparities

NEIGHBORHOOD INFRASTRUCTURE: Assessing conditions in Dallas neighborhoods to drive equitable public sector investments and understanding the impacts of climate change on the natural and built environment to improve environmental health

TRANSPORTATION EQUITY: Preparing for a 21st-century urban mobility by leveraging the region’s transportation investment to expand mobility options and improve transportation equity

Phase II The Discovery Areas became the basis of an extensive Phase II scope of work. For several months, staff worked with internal and external stakeholders to build and strengthen partnerships, explore opportunities, analyze research, and review programs currently underway to comprehend the challenges that constrain Dallas’ resilience now and in the future.

A Community Advisory Committee, appointed and chaired by Regina Montoya, oversaw the Phase II work. Dedicated to civic leadership on a variety of important subjects, Ms. Montoya also serves as the Chair of the Mayor’s Task Force on Poverty. For the past two years, this Task Force has built an extensive community education and engagement process with subject matter experts, service providers, and philanthropic organizations. The efforts and successes of the Task Force informed and undergirded the work of the Community Advisory Committee and supplemented the substantial work of the Discovery Area Working Groups. The Committee’s role was to bring a broad perspective and ensure the cross-cutting challenges confronting Dallas’ most vulnerable residents are not combated with single-focus programs, but with comprehensive multi-benefit solutions.

Four Discovery Area Working Groups were also created to do the hard, technical work of building new knowledge through research and analysis within four distinct focus areas. These working groups were led by a collaborating City department and consisted of six to 10 members of City staff and key external community partners. The leaders of each working group coalesced into an effective Steering Committee that met weekly with the Chief Resilience Officer to advance their independent work and ensure each of the four groups were cognizant of the intersections and opportunities in other study areas. The purpose of the Steering Committee was to synergize the work by each individual groups to support and reinforce the overarching goals of the effort.

All this work culminated in the development of cross-cutting goals, initiatives, and actions that correspond with each of the four Discovery Areas and are intended to move Dallas toward greater equity on a number of intersecting social and economic measures. In addition to the four Discovery Areas, the Dallas Resilience Strategy also includes goals and initiatives on the important and timely issues of equity and immigration.

While the goals, initiatives, and actions are organized into six distinct topical areas, they all work to address the city’s crucial need to advance equity. The data and information documented in this Strategy reveal deep, long-standing disparity in Dallas. It is worth noting many highly regarded community leaders have voiced their concern that if this disparity continues to persist and grow, it will erode the strength and resilience of the city as a whole. The robust economy of Dallas and the North Central Texas region rely on the city’s overall vigor and adaptability, particularly the readiness and capability of its workforce, the reach and effectiveness of its transportation system, and its ability to afford residents the opportunity to live healthy, productive lives.

BUILT

ENVIRONMENT

RESILIENCE

EQUITY

ECONOMY HEALTH

TRANSPORTATION

RESILIENT DALLAS 14

RESILIENT DALLAS 15

Partnerships Dallas is enriched by an abundance of residents and businesses, professional and technical experts, philanthropic foundations, nonprofits and social service providers, and multiple academic institutions―all of whom are committed to effectual civic governance. The success of this Strategy is due entirely to Dallas’ many thought leaders who dedicated their time, expertise, and research to shape this Strategy and the possibilities it contains. Experts and community leaders obligated themselves to countless hours of stakeholder workshops, oversight committees, and topic area work groups. Together they articulated Dallas’ ambitions and recognized our potential for a brighter future.

GOALS AND INITIATIVES

A RESILIENT

DALLAS IS AN

EQUITABLE

DALLAS

Goal 1: Advance equity in City government.

DALLAS IS

WELCOMING WHEN

WE EMBRACE

OUR DIVERSITY

Goal 2: Ensure Dallas is a Welcoming City to immigrants and all residents.

RESILIENCE

GOALS

DALLAS THRIVES WHEN OUR

NEIGHBORHOODS THRIVE

DALLAS

MOVES WHEN

OUR PEOPLE

CAN MOVE

Goal 4: Ensure Dallas provides residents with reasonable, reliable, and equitable access.

DALLAS IS

HEALTHY WHEN

OUR PEOPLE

ARE HEALTHY

Goal 5: Leverage partnerships to promote healthy communities.

DALLAS WORKS

WHEN OUR

PEOPLE WORK

Goal 3: Increase economic mobility for Dallas’ vulnerable and marginalized residents.

RESILIENT DALLAS 17

Goal 7: Promote environmental sustainability to improve public health and alleviate adverse environmental conditions.

Goal 6: Invest in neighborhood infrastructure to revitalize historically underserved neighborhoods.

INTRODUCING GOALS

Goal 1

Advance equity in City government.

Goal 4

Ensure Dallas provides residents with reasonable, reliable, and equitable access.

Goal 5

Leverage partnerships to promote healthy communities.

Goal 2

Ensure Dallas is a

Welcoming City to immigrants and all residents.

Goal 3

Increase economic mobility for Dallas’ vulnerable and marginalized residents.

Goal 7

Promote environmental sustainability to improve public health and alleviate adverse environmental conditions.

Goal 6

Invest in neighborhood infrastructure to revitalize historically underserved neighborhoods.

RESILIENT DALLAS 18

RESILIENT DALLAS 19

A Resilient Dallas is an equitable Dallas The poverty rate in Dallas is outpacing its overall population growth. Unless we commit to understanding the root causes of disparity and the inequities it creates, we will be naive to the burdens imposed on our marginalized residents. More importantly, we must examine the governmental policies and programs that reinforce these disparities and trap Dallas residents in poverty.

Goal 1: Advance equity in City government.

Confront the disparities that challenge our marginalized residents by committing to understanding, identifying and measuring inequity, tracking it over time, and adopting data-driven policy solutions to close the disparity gap.

1A Build an equitable City

1A.1 Conduct an internal audit of City policies to develop a common understanding of equity within the organization as an employer and as a service provider to our residents.

City Manager’s Office

Equity consultant

Fall 2018

Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

Empowers a Broad Range of Stakeholders Fosters Long-Term & Integrated Planning Promotes Cohesive & Engaged Communities

1A.2 Examine administrative policies and programs through a shared learning process that includes trainings, data collection, and monitoring.

City Manager’s Office

City of Dallas departments

Spring 2019

Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

Empowers a Broad Range of Stakeholders Fosters Long-Term & Integrated Planning Promotes Cohesive & Engaged Communities

1B Support and partner

efforts to advance equity initiatives across Dallas by recognizing and reconciling a history of inequity and fostering communication of social differences between diverse communities and individuals.

1B.1 Engage in external community conversation with Dallas Truth, Racial Healing and Transformation through intentional listening, examination of institutional racism in policies, and commitment to timely change.

Dallas Truth, Racial Healing and Transformation

City of Dallas

Fall 2018

Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

Promotes Cohesive & Engaged Communities Ensures Social Stability, Security & Justice Promotes Leadership & Effective Management

GOALS AND INITIATIVES

LAUNCH TIMEFRAME

An estimate of when each action will begin.

INITIATIVE

Steps the City plans to take to tackle each goal.

ACTION

Specific policies or programs the City and its partners will deploy within each initiative to help achieve resilience goals.

LEAD

The agency or agencies taking the lead on each action.

PARTNERS

Key public, private, nonprofit, and civic collaborators that will implement Resilient Dallas actions in the years ahead.

Partnership is not exclusive and is meant to be a starting point.

RESILIENCE VALUE

How the action will make Dallas stronger and better able to withstand multiple shocks and stresses.

RESILIENT DALLAS 19

HOW TO READ

THIS SECTION

Resilient Dallas includes seven goals, 20 initiatives, and 49 actions for residents, neighborhoods, the City, and our partners to implement. These actions, some of which are already underway, build on existing efforts or address program and policy gaps to further resilience in Dallas.

Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

KEY

LEAD

PARTNERS

LAUNCH TIMEFRAME

RESILIENCE VALUE

RESILIENT DALLAS 20

GOAL 1:

ADVANCING

EQUITY

RESILIENT DALLAS 21

A Resilient Dallas is an equitable Dallas The poverty rate in Dallas is outpacing its overall population growth. Unless we commit to understanding the root causes of disparity and the inequities it creates, we will be naive to the burdens imposed on our marginalized residents. More importantly, we must examine the governmental policies and programs that reinforce these disparities and trap Dallas residents in poverty.

Goal 1: Advance equity in City government.

Confront the disparities that challenge our marginalized residents by committing to understanding, identifying and measuring inequity, tracking it over time, and adopting data-driven policy solutions to close the disparity gap.

1A Build an equitable City

1A.1 Conduct an internal audit of City policies to develop a common understanding of equity within the organization as an employer and as a service provider to our residents.

City Manager’s Office

Equity consultant

Fall 2018

Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

Empowers a Broad Range of Stakeholders Fosters Long-Term & Integrated Planning Promotes Cohesive & Engaged Communities

1A.2 Examine administrative policies and programs through a shared learning process that includes trainings, data collection, and monitoring.

City Manager’s Office

City of Dallas departments

Spring 2019 Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

Empowers a Broad Range of Stakeholders Fosters Long-Term & Integrated Planning Promotes Cohesive & Engaged Communities

1B Support and partner

efforts to advance equity initiatives across Dallas by recognizing and reconciling a history of inequity and fostering communication of social differences between diverse communities and individuals.

1B.1 Engage in external community conversation with Dallas Truth, Racial Healing & Transformation through intentional listening, examination of institutional racism in policies, and commitment to timely change.

Dallas Truth, Racial Healing & Transformation

City of Dallas

Fall 2018 Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

Promotes Cohesive & Engaged Communities Ensures Social Stability, Security & Justice Promotes Leadership & Effective Management

RESILIENT DALLAS 22

1B.2 Support the efforts of Dallas ISD’s Racial Equity Office by acknowledging race and place matter in educational achievement and collaborating on strategies and actions to drive timely change in neighborhoods where disparate conditions impact a child’s ability to learn.

Dallas ISD Racial Equity Office

City of Dallas

Summer 2018 Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

Promotes Leadership & Effective Management Promotes Cohesive & Engaged Communities Empowers a Broad Range of Stakeholders

1C Incorporate an Equity Lens into the citywide visioning process for Goals for Dallas

2030, creation of the City’s Strategic Plan, and development of the biennial budget.

1C.1 Review City policies and programs to assess opportunities for progress in achieving equity in service delivery.

City Manager’s Office

City of Dallas departments, philanthropic organizations

Fall 2018 Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

Fosters Long-Term & Integrated Planning Promotes Cohesive & Engaged Communities Empowers a Broad Range of Stakeholders

GOALS AND INITIATIVES

Jerry Hawkins Dallas Truth, Racial Healing &Transformation In early 2018, the Dallas Truth, Racial Healing & Transformation (TRHT) Steering Committee selected Jerry Hawkins as the

Director of Dallas TRHT. Hawkins is the former Project Director for Bachman Lake Together, a “collective impact” initiative that brings community-led early childhood education, family engagement programs, and additional neighborhood resources to the residents of northwest Dallas.

In 2016, the Kellogg Foundation developed a Truth, Racial Healing & Transformation (TRHT) framework to guide communities in identifying and removing barriers to racial equity and reconciliation, as well as dismantling racism and the hierarchy of human value. Dallas is one of 14 recipients of a Kellogg Foundation grant to conduct our own TRHT effort, led by a community-based Steering Committee.

“The time is at hand for all of us to acknowledge our collective pain, challenge our perceptions about race and race relations, promote authentic relationship building and establish equitable policies that serve and benefit all, and not just a few. For our city to thrive, this is the transformation we all must seek.”

Joli Robinson Co-Chair of the Dallas TRHT Steering Committee

Truth, Racial Healing & Transformation

What is Dallas 365?

To increase transparency, the City of Dallas has developed performance measures around six strategic priorities to guide the work of City staff.

1C.2 Integrate Equity Indicators into Dallas 365 to demonstrate effectiveness in achieving equity in service delivery over time.

Office of Resilience, Office of Budget

City of Dallas departments

Summer 2018 Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en ga ge d

Pr om ot es

Ensures public health services

Supports livelihoods & employment

Meets basic needs

LE

AD

ER

SH

IP & STRATEGY HEALTH & WELL-BEING

INFRASTURCTURE & ENVIRONMENT ECONOMY & SOCIET

Y

Promotes Leadership & Effective Management Empowers a Broad Range of Stakeholders Fosters Long-Term & Integrated Planning

RESILIENT DALLAS 23

Dallas ISD has established a Racial Equity Office (REO) with the charge to eliminate systemic disparities and inequitable practices within the school district, removing barriers to achievement for all student groups, with an emphasis on African American and English- Language Learner Students. The REO will also identify and establish best practices for creating equitable, responsive, and culturally competent work and learning environments.

Dallas ISD Racial Equity Office

1D Commit to identifying

action across sectors.

1D.1 Work with the City University of New York (CUNY) Institute for State and Local Governance and the University of Texas at Dallas (UTD) Institute for Urban Policy Research to design and publish Equity Indicators that measure and assess progress toward achieving greater equity in Dallas over time.

Office of Resilience

CUNY Institute for State and Local Governance, UTD Institute for Urban Policy Research

Winter 2017 Fosters long-term

& integrated planning

Em pow ers a broad range of sta keholders

Pr om ot es le ad ers hip eff ec tiv e ma na ge me nt

& mobility communications

Provides reliable critical services continuity of

Ensures

& man-made assets enhances natural

Maintains and prosperityeconomicFosters & justic e stability , securit y

Ensures so cia l co mm un iti es co he siv e & en…