Celebrity Drive: Cary Deuber of “The Real Housewives of Dallas”

Quick Stats: Cary Deuber, nurse/star of The Real Housewives of Dallas
Daily Driver: 2018 Porsche Panamera GTS (Cary’s rating: 9 on a scale of 1 to 10)
Other cars: See below
Favorite road trip: Texas to Colorado
Car she learned to drive in: 1994 Jaguar XJ Vanden Plas
First car bought: 2002 Acura TL

The Real Housewives of Dallas star Cary Deuber grew up with eclectic cars in her family garage, and when it comes to her 2018 Porsche Panamera GTS, the apple doesn’t fall far from the tree.

"We’re kind of a Porsche family. My dad collected cars growing up. I remember the Austin-Healey always ran out of gas because the gas gauge didn’t work," she says, laughing. "We’d sit on the side of the road for hours. But the Corvettes were always very reliable. He was an aerospace engineer, he worked with turbine engines, and he was always very into cars. He still is he, drives a 911 now."

Deuber originally had a Panamera but switched to a Cayenne because the Panamera’s back seat was a bit too small for a child car seat. Later she settled on the smaller 2016 Macan Turbo. Then last year, she switched from her Macan back to a 2018 Panamera.

She rates her current Panamera a 9, and her old Panamera would’ve been a 7 on a scale of 10. Although she found visibility out of the older model to be not very good, she says the new one improves on that. Plus, she says the new model is "better, faster, peppier."

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Meet Scott Griggs, candidate for Dallas mayor

NEWS

WFAA invited each of the nine candidates for Dallas mayor to answer questions for voters before the May 4th election.

WFAA invited each of the nine candidates for Dallas mayor to answer the following questions to help inform voters before the May 4th election.

Here are Scott Griggs’ responses:

Occupation:

Attorney, Partner at Griggs Bergen LLP

Education:

J.D., University of Texas (Austin, Texas)

B.A. Chemistry, Texas A&M University (College Station, Texas)

How long have you lived in the city of Dallas?

Life-long resident, 43 years

Why are you running for mayor?

This year Dallas will elect a new mayor, but a new mayor will not ensure the change we need to move our city forward. Dallas needs a new kind of mayor. We need a mayor we can trust to champion our neighborhoods and our diverse communities — a mayor who will lead us to reclaim Dallas for the people of Dallas. I am ready to be the new kind of mayor our city needs. I have a deep understanding of our city’s challenges and opportunities. With the powers of mayor, I can lead our city to create transformative change and bring a higher quality of life to every part of our city.

Prior political experience or civic leadership involvement?

Dallas City Council, (2011 – Present)

Vice Chair, Government Performance & Financial Management Committee (2017 – Present)

Member, Economic Development & Housing Committee (2017 – Present)

Member, Arts, Culture & Libraries Committee (2015 – Present)

Dallas Police & Fire Pension System, Member, Board of Trustees (2012 – 2017)

Chair, Housing Committee (2015 – 2017)

Member, Budget, Finance & Audit Committee (2011 – 2017)

Member, Ad Hoc Legislative Committee (2015 – 2017)

Chair, Ad Hoc Judicial Nominations Committee (2013 – 2015)

Member, Education Taskforce (2013 – 2015)

Vice Chair, Housing Committee (2011 – 2015)

Member, Economic Development Committee (2013 – 2015)

Member, Public Safety Committee (2013 – 2015)

Member, Quality of Life & Environment Committee (2013 – 2015)

Member, Trinity River Corridor Project Committee (2011 – 2013)

President, Fort Worth Avenue Development Group (2007 – 2011)

Board of Directors & Executive Committee, Oak Cliff Chamber of Commerce (Board 2008 – Present, Executive Committee 2008 – 2011)

Board of Directors & Executive Committee, Oak Cliff Transit Authority (2008 – 2011)

Board of Directors, North Texas Chapter of the Congress for the New Urbanism (2009 – 2011)

Advisory Member, Board of Directors, The Kessler School (2010 – 2011)

City of Dallas Appointee, Reinvestment Zone 15 – FWA TIF District (2007 – 2010)

City of Dallas Appointee, FWA TIF District Design Review Committee (2007 – 2010)

Vice President, Fort Worth Avenue Development Group (2006)

Member/Alternate Member, City of Dallas Board of Adjustment (2005 – 2007)

Managing Member, Citizens for Responsible Beverage Sales LLC (2005 – 2008)

President, Stevens Park Estates Neighborhood Association (2005)

There are a lot of candidates in this race, why should voters choose you over someone else?

My experience and record of service for the City of Dallas is unmatched by my opponents and makes me uniquely qualified to lead our city as its next mayor. My accomplishments include:

· Increasing pay for our First Responders in the FY2018-2019 Budget, including increasing starting pay from $48,000 to $60,000

· Increasing wages for workers at Love Field, temporary workers at the City of Dallas, sanitation workers, third-party contractors and others

· Killing the Trinity Tollroad boondoggle

· Successfully championing a competitive bid process for Fair Park

· Settling the decades old Police & Fire Pay Referendum litigation

· Saving the Dallas Police & Fire Pension

· Drafting and implementation of the first City of Dallas Comprehensive Housing Policy

· Successfully championing the selection of an outside City Manger

· Successfully championing the selection of an outside City Attorney

· Successfully championing the selection of new administration at the Dallas Police & Fire Pension System

· Oak Cliff Gateway Rezoning

· Jefferson Corridor Rezoning and Completion of Jefferson Corridor Streetscape Plan

· Facilitating sale of Dallas County Schools facility at Davis and Zang to encourage redevelopment on the streetcar line

· Encouraging historic preservation of the Kessler Theater, Kiest Park Pergola, Cannon’s Village, and Winnetka Heights 12th Street Church, Zang Historic Church

· Implementation of the first Group Home Ordinance in the City of Dallas

· Stakeholder-driven Redevelopment Plan and initial redevelopment of the Parks at Wynnewood & Wynnewood Shopping Center

· Completed phases I & II solution at the Parks at Wynnewood to remove the 40-year low income deed restriction cycle

· Reduction of term of deed restrictions, as part of the City’s legislative agenda, to end low income deed restriction cycle

· DHA-City of Dallas partnership to redevelop the Lakewest Shopping Center and Singleton/Hampton intersection

· Historic landmark status and protection for Sharrock Settlement and Cabin, the oldest structure in north Texas still located on its original site

· Bringing a grocery store to Mountain Creek/The Woods

· Obtaining approximately $80-million dollars in funding to the Oak Cliff-downtown Dallas streetcar line

· Preventing gas drilling in Dallas parks

· Completing the first tennis court to soccer field conversion at Lake Cliff

· Partnering with the community to build a disc golf course at Founder’s Park

· Building the first Complete Street (Mary Cliff) in Dallas, the first physically separated bicycle lane (Jefferson Viaduct) in Dallas, building and/or planning more than 12 miles of trail at Kiest Park, Elmwood the Coombs Creek Trial, and the Trinity Skyline Trail

· Developing plans for complete streets at Sylvan Avenue and Beckley Avenue

· Reducing crime by closing Passions Sports Bar

· Passage of the Fort Worth Avenue Tax Increment Finance District

In your view, what are the three biggest challenges facing Dallas? Specifically, how do you plan to address them?

Three big challenges the city of Dallas has are public safety, housing and transportation.

Public Safety. We have too few police officers and firefighters. While we’ve added hundreds of thousands of residents, our number of Dallas Police officers has decreased from 3,600 in 2011 to 2,900 today. The collapse of the Dallas Police & Fire Pension System coupled with low pay has decimated our uniform totals. Fewer officers means high priority calls, like Priority 1 and Priority 2 calls, are not being timely answered. Fewer officers means fewer neighborhood patrol officers to build relationships with the community.

In 2018, I led the effort to increase police and fire starting pay from $48,000 to $60,000 and provide across-the-board raises. We need to increase the pay further; it’s not enough that we went from the lowest pay in North Texas to average pay in North Texas. We need to have the highest paid first responders in north Texas, and we need to improve health benefits to increase retention and recruitment of the highest quality of officers. As mayor, I will make sure these changes occur.

Housing. As Mayor, I’ll put the programs, strategies and tools within our Comprehensive Housing Policy into action. When I was elected to the Council in 2011, the City of Dallas did not have a housing policy. As chair of the housing committee for two years from 2015 – 2017, I led the effort to create Dallas’ first Comprehensive Housing Policy with the goals of:

(1) Maintaining our existing affordable housing and creating more affordable housing;

(2) Offering more choice to residents on where to live; and

(3) Overcoming patterns of segregation and poverty through investment.

The Comprehensive Housing Policy identifies areas ready for redevelopment, areas to protect from gentrification, and areas of Dallas in need of infrastructure investment. The Comprehensive Housing Policy has programs, tools and strategies for meeting Dallas’ affordable housing needs, which includes the creation of 20,000 units of single- and multi-family housing. A Market Value Analysis (MVA) data driven approach supports the programs, tools and strategies, which benefit renters, single-family homeowners, landlords, and developers. Best practices from across our country incorporated such innovative ideas as utilizing Dallas’ land bank to rebuild neighborhoods, establishing and funding a Housing Trust Fund, protections from source of income discrimination, relocation assistance, first time home buyer assistance, home repair assistance, renter relocation assistance, low income housing placement guidelines, minimum housing standards, and inclusive zoning bonuses, for example.

Today, there is no longer a Housing Committee; rather there is a combined, Economic Development and Housing Committee. This has caused a bottleneck at the council committee level on the number of tools, programs and strategies we can implement. As mayor I will implement a new kind of committee structure that will end the bottleneck and allow us to put the tools, programs and strategies to work.

Transportation. As Mayor, I will implement a City of Dallas transportation policy. For far too long, we lived under the tyranny of DART’s transportation system, where people can’t get to work from point A to point B on time because of the terrible service. We need a transportation policy to set our expectations for the DART board: safety and cleanliness, level of service to get people to work on time, and ridership goals. DART needs to end its sole focus of building the largest light rail system in America and focus on building the best bus system for the City of Dallas. Right now, we are paying $280 million a year to DART — more than half of its budget collected from member cities. And since DART’s creation, the city of Dallas has given DART $5.8 billion dollars.

With growing property taxes, it gets more expensive to live in Dallas every year. If elected, what specifically would you do to address that?

We should hold the line on local taxes and expand the tax base; end wasteful spending projects that are meant to enhance the postcard of Dallas and focus on projects that will improve the quality of life for the people of Dallas to attract new residents and businesses. We should work to bring opportunities and high-wage jobs and implement the Comprehensive Housing Policy.

Examples of eliminating wasteful spending projects include the second Calatrava bridge and the fake white water rapids. Both multi-million dollar projects I opposed. Expensive corporate give ways like the recent $300,000 to ESPN for a football game the day after Christmas need to end. Operationally, the fraud, waste and abuse at VisitDallas needs to stop and we need to use a large portion of the $30 million in annual tax payer money at VisitDallas to improve our city’s arts and culture, rather than as a rental subsidy for holding conventions in the City-owned convention center.

Dallas now has hundreds of fewer police officers than five years ago. Emergency response times have increased, as well. How do you solve this problem?

We have too few police officers and firefighters. While we’ve added hundreds of thousands of residents, our number of Dallas Police officers has decreased from 3,600 in 2011 to 2,900 today. The collapse of the Dallas Police & Fire Pension System coupled with low pay has decimated our uniform totals. Fewer officers means high priority calls, like Priority 1 and Priority 2 calls, are not being timely answered. Fewer officers means fewer neighborhood patrol officers to build relationships with the community.

In 2018, I led the effort to increase police and fire starting pay from $48,000 to $60,000 and provide across-the-board raises. We need to increase the pay further; it’s not enough that we went from the lowest pay in North Texas to average pay in North Texas. We need to have the highest paid first responders in north Texas, and we need to improve health benefits to increase retention and recruitment of the highest quality of officers. As mayor, I will make sure these changes occur.

There is a growing homeless population in Dallas. Prior administrations have struggled to address it. What would you do differently?

Housing is the solution to homelessness. I will ensure the funding, governance, and public-private partnerships are present to help individuals experiencing homelessness. We need to ensure funding by continuing our audits of Metro Dallas Homeless Alliance (MDHA) and the Bridge. A recent audit by the City of Dallas showed we were missing out in millions in federal aid because of a bad data tracking system.

On governance, I support the City of Dallas Homeless Commission that comprises Dallas residents including financially disinterested parties. The Homeless Commission should report to the Housing Committee of the Dallas City Council more often and advise the Council on matters of Dallas homeless funding, planning and progress for handling tent cities, and the homeless voucher program, for example. The Homeless Commission should interface and cooperate with regional entities such as Dallas County on comprehensive strategic matters. Lastly, we need to actively look for partnerships with other agencies and non-profits to build on the efforts at the Bridge and other facilities.

Major strides have been made in Dallas’ southern sector but challenges remain. What are the two biggest opportunities you have identified?

On the balance of Southern Dallas, the City is not performing well when it comes to revitalization as the majority of the revitalization effort is not self-directed by Southern Dallas for Southern Dallas. Southern Dallas needs to be given additional control of its future.

And the City needs to focus more on what the City controls, which is how it spends its money and where:

Include Small Projects. In addition to large infrastructure projects, I will continue to encourage and include small infrastructure projects “between the buildings” that benefit people that live and work in a community. Dallas presently has a one-dimensional approach to new infrastructure, which is new infrastructure must follow new development. I support infrastructure-driven redevelopment as well. By way of example, 15 years ago, $2.6M was invested in the Bishop Arts District, which was worth $1.7M at the time. The $2.6M was spent in between the buildings on water improvements, parallel parking, street trees, and wider sidewalks. No money was spent on developer subsidies. Money was only spent on improvements that can be enjoyed by people that live and work in the community.

A short 10 years later, in 2013, the same area of land is worth $6.2M, which represents a 13% growth per year. And this remarkable increase in value has continued. Additionally, for some establishments, Dallas now collects more sales tax in one Saturday night than previously in an entire year. The Bishop Arts District was not an accident, but rather a success story waiting to be repeated. During my time on the Dallas City Council, I repeated this success on Jefferson with further improvements planned for Tyler/Polk and Elmwood. This successful strategy can be implemented throughout Dallas from suffering commercial corridors to aging strip shopping centers.

Use proportional infrastructure spending to ensure we spend money on small projects. Large infrastructure expenditures should be stepped-down and connected to neighborhood level infrastructure projects, particularly in the Southern Dallas where a focus is stabilizing existing neighborhoods and enhancing existing character. By way of example, the first Calatrava bridge ($182M) was built adjacent to the La Bajada neighborhood. As part of this project, a deck park was built on the decommissioned Continental Bridge ($10M), now the Ronald Kirk Pedestrian Bridge. The residents of La Bajada say that they need a neighborhood park upgraded, an internal street repaired, and a community-center roof rebuilt. Infrastructure spending should be proportional such that when a $182M bridge and $10M deck park are built adjacent to a neighborhood, a small amount of money (e.g., $500K) is reserved for neighborhood level improvements that enhance the existing community and encourage neighborhood buy-in by demonstrating city buy-in of the neighborhood.

Geography matters. In 2000, when the City of Dallas tax rate was 66.75, the City of Dallas had 18 Racially and Ethnically Concentrated Areas of Poverty (RECAPs). In 2010, the City tax rate grew to 79.70 and the City of Dallas had 33 RECAPs in Southern Dallas and throughout our City. Since 2011, Grow South, Housing Plus, Neighborhood Plus, and Neighbor Up have not targeted enough investment in these RECAPs.

We must target our federal funds for battling poverty, our infrastructure money, strategies from our Comprehensive Housing Policy, and our service delivery into our RECAPs to undue decades of neglect and lift our entire City. We cannot allow more than 10% of our City to be in RECAPs. We have the opportunity and obligation to change this.

For example, we should direct as much of our $30M received per year from the federal government to rebuild communities into improving our RECAPs. We should also utilize the City Landbank. The City Dallas owns hundreds of lots in some of our most impoverished neighborhoods. The City of Dallas should partner with developers and non-profits to use our landbank to rebuild our neighborhoods.

Have you ever been arrested, charged with a crime or faced criminal proceedings in a court? If yes, please explain:

Yes, during my freshman year of college, I was arrested by Texas A&M University Police for trespass and given probation.

Have you ever been involved in any lawsuits or declared bankruptcy? If yes, please explain:

I have never been involved in any lawsuits outside my role as a Dallas City Councilmember and Dallas Police & Fire Pension System Trustee. I have never declared bankruptcy. I have been involved in numerous civil suits in my official capacities as a Dallas City Councilmember and Dallas Police & Fire Pension System Trustee.

Favorite Dallas restaurant – or night out?

As a family with young kids, we enjoy walking to Nova — there are great dishes, and we can get plain noodles for the kids. Plus, they are stroller-parking-friendly.

Have you ever ridden DART?

Yes. My family frequently uses DART and I believe we can make DART much better for so many of our Dallas residents. I lived car-free during 2008 and 2009, when I used DART for work and other transportation needs.

Tell us something about yourself – unrelated to politics or this race – that voters probably don’t know.

I am an avid chess player.

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Notes from the Under Armour Dallas Camp

Sunday morning, a few hundred players gathered in Arlington, TX to participate in the Under Armour Dallas Camp at Martin High School. Some of the best players in the DFW area participated, including the Bears lone commitment for the 2020 class and many more Baylor targets and offers.

Some of the bigger names for the Bears included Longview High School quarterback Haynes King, Cedar Hill wide receiver Quin Bright, Lancaster High School defensive back Lorando Johnson, Arlington high school corner Jahari Rogers, Waco Connally High School corner Korie Black and his teammate offensive lineman Trent Pullen, Cedar Hill High School lineman Courtland Ford, Reedy High School lineman Nate Anderson, Lancaster running back Kevontre Bradford, and West Mesquite High School running back Ty Jordan.

The camp started at 9am, with players entering the indoor practice facility to be measured and tested. After a brief media availability, the players went outside for position drills. With the UA staff, along with Deion Sanders there for his son Shedeur Sanders (2021 QB), gave the players instructions and coaching over a few hours.

While not a camp designed for colleges to attend, several high profile coaches were there along with their son. Baylor offensive coordinator Jeff Nixon was there supporting his son (William Nixon, 2020 WR Midway High School). Oklahoma State head coach Mike Gundy was also in town for the event as his son Gunnar Gundy (2020 QB, Stillwater High School). Finally, Arkansas head coach Chad Morris was there with his son Chandler Morris who attends Bishop Dunne Catholic High School.

While the focus of the event was on the 2020 class, several players from the 2021 class were represented in Arlington as well. Savvion Byrd, a 2021 lineman from Duncanville was possibly the biggest name in town, making the short drive across DFW. Brothers Blaine Green and Bryson Green were also in town from Allen High School.

VIP 2021 NAMES TO WATCH

Keep checking back to BearsIllustrated as we continue to dive into the notes, quotes, and follow ups from the camp this morning.

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Flights into Dallas halted after reports of smoke at FAA facility

Scott Mills finishes fueling up an American Airlines jet at Dallas/Fort Worth International Airport in Grapevine, Texas.

(Photo: AP)

Flights into Dallas have been halted and departing flights are showing significant delays Wednesday afternoon due to the evacuation of a building housing air traffic controllers.

FAA spokeman Lynn Langford said air traffic controllers were forced to evacuate from the DFW Terminal Radar Approach Control (TRACON), which manages airspace across North Texas, due to reports of smoke, possibly due to nearby construction.

A ground stop has been issued to manage traffic. That means all inbound flights are being held at their originating airport. The ground stop currently runs through 2 p.m. Dallas time.

At Dallas/Fort Worth International Airport, a major hub for American Airlines, the FAA is reporting departure delays of at least an hour and says the delays are increasing.

At Dallas Love Field, home to Southwest Airlines, Southwest says some arriving and departing flights have been diverted or cancelled. Travelers are encouraged to check their flight status before heading to the airport.

Langford said the facility that was evacuated was a radar room. The two control towers at DFW are still staffed and operational. Under the FAA’s contingency plan, controllers from the radar room are relocating to the control towers at DFW to resume limited service in the affected airspace for both DFW and Dallas Love Field.

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How to Manage Environmental Risks at Commercial Real Estate Properties

Legionella, mold and vapor intrusion are among potential environmental problems commercial real estate owners should try to plan for and prevent.

Whether directly or vicariously, real estate companies face a wide range of pollution liability exposures. From legionella to mold to vapor intrusion, there is no shortage of environmental hazards that can cause death, serious bodily injury, property damage or diminution in value (DIV), and create costly liability claims.

Real estate companies are frequently held liable for historical contamination they did not create or knew little about. To manage these various exposures, which can be financially devastating, property managers and owners need a solid understanding of environmental exposures, including regulatory standards. They should also work with experts to develop a comprehensive environmental risk management plan that addresses potential liabilities and claim drivers.

When evaluating your organization’s environmental risk readiness, consider the following:

Environmental insurance market challenges

Due to the potential for large losses, general liability insurers tend to stay away from environmental risks. While many commercial

general liability (CGL) and property policies contain an absolute pollution exclusion, this often creates gaps in coverage for real estate companies.

Fortunately, the environmental insurance market, which is made of specialty underwriters, remains very dynamic. There are many environmental insurance policies currently on the market offering site-specific pollution coverage with a wide range of terms and conditions. Underwriters generally have a lower risk tolerance for habitational exposures, compared to commercial risks, and will conduct due diligence on individual properties to understand any new or historical exposures.

Common environmental exposures and risk mitigation considerations

Legionella

Even though most pollution policies cover legionella as a “pollutant,” increased claims have led to greater underwriting scrutiny of potential risk. General liability insurance policies may have pollution and/or bacteria or viral agent exclusions.

Locations with water features, such as indoor spas, swimming pools, hot tubs, fountains, humidifiers and cooling towers, have a higher risk for legionella. While many legionella outbreak settlements have been kept confidential, recent class action lawsuits have sought compensatory and punitive damages between $190 million and $600 million. In 2015, the Center for Disease Control and Prevention (CDC) reported that the disease is fatal for one in 10 victims, which increases to one in four for healthcare facilities.

Companies can create a formal risk management plan for legionella that can be used to structure meaningful insurance protection against this exposure and greatly reduce the risk.

MoldMold can cause health problems that range from allergic reactions and irritations to potentially toxic effects, and it can be expensive to clean up. Mycotoxin producing mold can have a much greater health impact on individuals that are young, elderly and those with impaired immune systems.

Due to high claim volumes, underwriting of mold has become more stringent, with potential coverage limitations in the form of specialized exclusions, due diligence requirements or conditions precedent to coverage. The average cost of mold remediation is between $2,000 and $6,000 per room, but can climb to as high as $20,000 if there is complete replacement of drywall, wood, carpeting and furnishings.

To minimize mold exposure, real estate companies must be prepared to create a properly developed, formal, written Water Intrusion, Mold & Moisture Management Plan (WIMMP), which must include managing atmospheric moisture (DP/RH) in indoor air. Building a formal WIMMP will support the development of a meaningful insurance program design that will minimize the risk for the property owner and/or manager.

Vapor intrusionVapor intrusion can occur when chemicals, mostly volatile organic compounds (VOCs), or petroleum products, are spilled on the ground or leak from an underground storage tank. VOCs can migrate through soil and geologic structures, ultimately entering the groundwater. As they volatize, they enter the indoor building environment, putting the occupants at risk of chronic long-term, low-dose exposures.

The first step to mitigating vapor intrusion is identifying whether potential conditions for vapor intrusion exists on a specific site. This can be done through a Phase I Environmental Site Assessment (ESA), which may need to be followed by a Phase II ESA to fully assess the potential impact to the indoor building environment and occupants. Once the potential is affirmed, a vapor mitigation system and/or remediation may be required.

Urban fill

Urban fill has been found to contain toxicants (VOC’s, Heavy Metals, etc.), and depending on the exposure dose, these potentially harmful materials can cause bodily injury or property damage. The presence of these substances can lead to expensive claims, unexpected cleanup costs and construction delays.

Meanwhile, pollution insurance coverage for urban fill is limited because of its unpredictable, often uncharacterized nature. There are several ways to mitigate exposure from urban fill, such as ESAs, soil management and worker safety plans, and utilizing government programs like Brownfields.

Partnering with knowledgeable experts

To illustrate the importance of having an environmental risk management plan in place, consider a real estate developer active in the demolition of old industrial properties and development of new multi-use buildings. After partnering with a team of environmental risk management professionals to evaluate a newly acquired development site, the team determined that remediation was needed for vapor intrusion due to past usage of chemicals on the site. Once the remediation was completed, the team was able to secure pollution coverage for the potential vapor intrusion liability cost of $2.5 million.

By partnering with an experienced environmental risk management and mitigation assessment team prior to the acquisition of a property, real estate companies can effectively augment existing maintenance or due diligence programs in advance, review and improve insurance requirements for newly hired contractors or consultants in accordance with regulatory standards and help to implement a customized environmental risk management plan.

Gregg Roberts serves a senior vice president and national managing director for USI’s environmental risk mitigation group, based in Houston, Texas. He can be reached at Gregg.Roberts@usi.com.

Brian Dove is the national real estate practice leader at USI Insurance Services, based in Dallas, Texas. He can be reached at Brian.Dove@usi.com.

Related

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NAPA Ventures Exits Four Apartment Complexes In Dallas – Fort Worth Metroplex Yielding Higher Than Projected Returns

DALLAS, Jan. 17, 2019 /PRNewswire/ — NAPA Ventures LLC an Austin, TX based multifamily and commercial real estate investment company co-founded by Shravan Parsi and Glenn Gonzales, announces the sale of four of their assets – Westwood Apartments, Ravenwood Apartments, Oates Creek Apartments and Brandon Mill Apartments.

Combined these units make up roughly 700 of NAPA’s nearly 4000-unit portfolio. These four assets are the latest dispositions done by the real estate investment firm.

"As simple as it sounds, we executed our business plan and sold the assets," said Glenn Gonzales, Co-CEO of NAPA. "A hot Dallas market coupled with years of experience has led us to great success here."

DFW is one of the top performing metro economies in the USA. NAPA off market portfolio acquisition put NAPA Ventures on the national scene in 2016 with the acquisition of eight off market deals all closed in nine months’ time.

NAPA is now reaping the rewards of its hard work in 2015-2017 as they leveraged relationships to purchase an eight property portfolio off market in the DFW MSA. After renovating the properties and implementing a precise value add business plan, the CEO duo decided it was time to sell some of its assets.

NAPA’s business plan going in was to renovate the exterior of buildings and interior units of each property to increase profitability and provide a great living experience for its residents. These updates include a tremendous improvement to amenities, makeover of landscaping, parking lots, exterior paint and upgrading the exterior lighting. Interior unit renovations include: upgrades to countertops, cabinets, floors, two-tone paint, and trendsetting black appliances.

"We do three things very well – we find value where others can’t, fix things that are broken and make our equity partner(s) happy. That is what we did here," said Shravan Parsi, Co-CEO of NAPA. "NAPA planned to exit (Ravenwood, Oates Creek, Brandon Mill and Westwood) in three to five years from acquisition, however, we exceeded our three-year projected returns and exited the deal with much higher multiples and IRRs."

Parsi added, "Ideas are great, but execution is everything: that’s exactly what NAPA did, right from acquiring the deals below the market value to implementing a capital improvements program on-time and capturing the value by bringing rents to market comparables."

With the disposition of Ravenwood, Oates Creek, Brandon Mill and Westwood, NAPA is set to sell its 650-unit Montecito Creek Apartment Homes in Mesquite, TX and its 159-unit Pleasant Creek Apartments in Lancaster, TX in Q1 2019.

NAPA has a strong pipeline of Multifamily & CRE deals with planned off-market acquisitions in all the major markets of Texas.

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New Dallas Listing Features Sleek Design, Modern Finishes

DALLAS, TX — Take a stroll to the Lake Highlands Town Center and the Watercrest Park from this stunning 4,122 square foot home in North Dallas. The home has a comfortable backyard with swimming pool and hot tub. Learn more about the listing below.

Price: $689,000 Square Feet: 4,122 Bedrooms: 4 Bathrooms: 3 full and 1 half baths Built: 1993 Features: GORGEOUS one-owner Lake Highlands GEM located in prestigious Merriman Park Estates! Location, location, location – this beautiful 4 bed, 3 bath stunner with two living areas and maximum curb appeal is just walking distance from the new Lake Highlands Town Center.

This listing originally appeared on realtor.com. For more information and photos, click here.

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Time Brokerage Turns To Sale Of Dallas AM

Sold

BUSTOS MEDIA HOLDINGS, LLC is selling Chinese KTXV-A (CHINA RADIO INTERNATIONAL/CHINA PLUS)/MABANK-DALLAS, TX to JAMES SU’s DALLAS MAJOR RADIO LLC for $1.8 million plus an existing time brokerage agreement; monthly brokerage payments of $25,000 under the TBA are being credited against the purchase, totaling $1.7 million, as is $100,000 from an option agreement from 2012.

In other filings with the FCC, applying for STAs were iHEARTMEDIA’s AMFM TEXAS LICENSES LLC and CAPSTAR TX, LLC as debtors-in-possession (KBKS-F/TACOMA and KJAQ and KZOK-F/SEATTLE, operation from auxiliary site due to antenna system failure) and CLARO COMMUNICATIONS LTD. (KBRN-A/BOERNE, TX, continued operation despite license cancellation; licensee contends that it never received notice of cancellation of license and has applied for reconsideration and reinstatement).

Requesting extensions of Silent STAs were TWIN CITY BAPTIST TEMPLE (WCMX-A/LEOMINSTER, MA, water damage); MOREHEAD STATE UNIVERSITY/WMKY (W202BH/INEZ, KY, power surge); ROCKET RADIO CORPORATION (K246CH/TUBA CITY, AZ, interference issues and awaiting approval of applications for modified facilities); and AVAILABLE MEDIA, INC. (KNIZ/GALLUP, NM, financial and technical difficulties).

KENT D. SMITH’s DARBY ADVERTISING, INC. has closed on the sale of Classic Hits WUPN (EAGLE 95.1)/PARADISE, MI and booster WUPN-FM1/SAULT STE. MARIE, MI to TIMOTHY S. ELLIS’ TSE BROADCASTING LLC for $296,000.

DAVID L. SMITH has closed on the sale of Hot AC WMJT (96.7 FLASH FM)/MCMILLAN, MI to TRAVIS SUMBERA’s TWO HEARTED MEDIA, LLC for $100,000

SNAKE RIVER RADIO LLC has closed on the sale of K261DB/ST. ANTHONY, ID to FRANDSEN MEDIA COMPANY, LLC for $35,000. The primary station will be SANDHILL RADIO Classic Hits KQEO (ARROW 107.1)/IDAHO FALLS.

TRAVIS MARINER has closed on the transfer of his 100% interest in FORUM BROADCASTING, INC., licensee of News-Talk KDRN-A and Country KDLK-F/DEL RIO, TX, to LARRY MARINER for release of an APRIL 1, 2017 note.

And WALKER BROADCASTING & COMMUNICATIONS, LTD. has closed on the sale of Country KJDL-A and K254CI/LUBBOCK, TX to FLORES COMMUNICATIONS, LLC for $140,000 ($84.500 for the license and assets, $55,500 for Management Lease Agreement fulfillment).

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The CMI Group Hosts Game Drive to Benefit Ronald McDonald House of Dallas

CARROLLTON, Texas — During May 2018, The CMI Group (CMI) conducted a game drive to raise donations for Ronald McDonald House of Dallas.

The CMI Group and its employees donated over 50 board games, card games, and puzzles for the children and families at Ronald McDonald House and for their family rooms in various local hospitals. CMI is gratified to be able to provide a means to allow the children and their families served by Ronald McDonald House of Dallas to enjoy fun pastimes together during their hospital stays.

About Ronald McDonald House of Dallas

In an effort to lessen the burden, reduce stress, keep the family intact, and enhance the quality of life for these families, Ronald McDonald House of Dallas provides temporary housing in a caring home-like atmosphere. Ronald McDonald House program was built on the simple idea that nothing else should matter when a family is focused on healing their child – not where they can afford to stay, where they will get their next meal, or where they will lay their head at night to rest. Ronald McDonald House of Dallas is keeping families together, inspiring strength, and giving love and support to families whose children are receiving essential medical care. For more information, visit https://rmhdallas.org/.

About The CMI Group

Founded in 1985, CMI is a full-service receivable management firm providing leading-edge solutions to customers nationwide. Through its subsidiaries, CMI delivers innovative first-and third-party revenue cycle, accounts receivable management, and BPO solutions resulting in enhanced operational efficiency and increased revenue for its customers. Serving a multitude of industries, CMI has headquarters in Carrollton, TX, with satellite offices in Dallas and Rochester, MN. For more information, visit www.thecmigroup.com.

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Second transgender woman found dead in Dallas in same week

The Dallas Police Department is working to identify the body of a transgender female found floating in the water at White Rock Creek in Texas Saturday.

The victim, found dead by a kayaker, is the second trans woman to die unexpectedly this week, according to the Dallas Police Department.

Dallas Police say a body recovered May 12, 2018 in White Rock Creek belongs to an unidentified transgender female, the second trans woman to die unexpectedly in Dallas the past week. (CBS DFW via Facebook)

The case is classified as an "unexplained death pending a cause of death determination" from the Dallas Medical Examiner’s office, according to police.

Police found 26-year-old Carla Patricia Flores-Pavon unconscious in her apartment May 9, 2018 in the 6100 block of Lyndon B. Johnson Freeway, and she was pronounced dead at a local hospital. (Facebook)

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