HomeMy WebLinkAbout09-07-2021 City Council Work Session Packet
CITY COUNCIL WORK SESSION
Mayor
Amáda Márquez Simula
Councilmembers
John Murzyn, Jr.
Connie Buesgens
Nick Novitsky
Kt Jacobs
City Manager
Kelli Bourgeois
Public Safety Bldg—Training Room, 825 41st Ave NE
Tuesday, September 07, 2021
6:30 PM (or Immediately Following EDA)
AGENDA
ATTENDANCE INFORMATION FOR THE PUBLIC
Members of the public who wish to attend may do so in-person, by calling 1-312-626-6799 and
entering meeting ID 891 4134 4862 or by Zoom at https://us02web.zoom.us/j/89141344862. For
questions please call the Administration Department at 763-706-3610.
CALL TO ORDER/ROLL CALL
WORK SESSION ITEMS
1. Information Technology Strategic Plan Presentation
2. Joint Agreement and Contract Between the City of Columbia Heights and the City of
Hilltop for Rental Licensing Services
3. 2021 - 2025 Capital Planning and Infrastructure Projects
4. Overview of Proposed 2022 Budget
5. Noise Ordinance Discussion
6. Youth Commission
ADJOURNMENT
Auxiliary aids or other accommodations for individuals with disabilities are available upon request when the request is
made at least 72 hours in advance. Please contact Administration at 763-706-3610 to make arrangements.
1
CITY COUNCIL WORK SESSION
AGENDA SECTION WORK SESSION ITEMS
MEETING DATE 9/7/21
ITEM: IT Strategic Plan Presentation
DEPARTMENT: Administration and Finance BY/DATE: Kelli Bourgeois, 9/2/21
CITY STRATEGY: (please indicate areas that apply by adding a bold “X” in front of the selected text below)
_Safe Community _Diverse, Welcoming “Small-Town” Feel
_Economic Strength _Excellent Housing/Neighborhoods
_Equity and Affordability X Strong Infrastructure/Public Services
_Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population
BACKGROUND:
As Council is aware, earlier this year the City contracted with Sciens Consulting to conduct an assessment of
the City’s IS functions and to provide a strategic plan to guide information technologies moving into the
coming years. Sciens has completed their analyses and provided the City with their final strategic plan report.
As you may recall from the August discussion, the consultants are recommending a number of hardware and
software upgrades as well as significant staffing changes, including the addi tion of an IT Director and an
Applications Support Specialist. The 2022 proposed budget includes $225,000 additional budget to begin
implementing the Strategic Plan with the addition of the IT Director position and additional hardware or
software to be determined once the Director is in position.
The consultants will be attending the Work Session via Zoom on Tuesday to present their findings and high
level recommendations.
ATTACHMENT(S):
Final Draft Strategic Technology Plan
Information Technology Director Job Description
2
Item 1.
The City of Columbia Heights
Strategic Technology Plan
Plan of Action for the Next 5 Years
September 3rd, 2021 3
Item 1.
Strategic Technology Plan | 2
Executive Summary | 3
Goals and Projects | 10
Standardize and Simplify the Technical Environment to Reduce IT Complexity | 12
Modernize End User Functionality to Promote Better Operational Efficiencies | 17
Transform the IT Organization to Focus on Better Customer Service and Building Relationships | 22
Develop Internal Processes to Enhance IT’s Delivery of Service | 29
Secure the Technical Environment to Further Safeguard the City’s Systems | 33
Plan Implementation | 37
Appendix A: Digital Government and Enterprise Architecture | 45
Contents
4
Item 1.
Executive Summary
5
Item 1.
Strategic Technology Plan | 4
Project Background
The City’s technology requirements have grown dramatically
over the last decade. Like many municipalities, Columbia Heights
has been faced with changing demographics and an increased
demand for 365 services. In response, the City has adapted,
increasing its technology use to improve services and
responsiveness to citizens. The City has also utilized technology
to manage the increased demands on staff, improving efficiency
and effectiveness while maintaining a high level of service.
With the maturity of digital technologies, their use has become
pervasive and ubiquitous. As a result, citizens have come to
expect cities to provide the same level of access to services
provided by Amazon. The City is learning how to leverage
technology to fulfill these expectations and to provide citizens
the information they need in an effective manner. This not only
builds a solid relationship, but also develops a trust and
confidence in local government.
This Plan provides that vision to implement a technical path
forward to meet the needs of the City.
About the Strategic Technology Plan
The City of Columbia Heights engaged Sciens LLC to assist in the
development of a Five-Year Strategic Technology Assessment and
Plan. The phases in the development of this Plan were conducted
to assess the current state of the City’s technology and its ability
to support that technology. A technology strategy was developed,
and initiatives were identified that moves this strategy forward
over the next five years. This Plan is the culmination of this effort.
Introduction to the Project
The City’s Technology Vision
To be the technology leader in the local government community
while exceeding the service expectations of our customers (City
departments, Citizens, and businesses) through the innovative
and cost-effective use of technology.
IT’s Mission Statement
Provide quality support, technology advisement and stable
technology systems to address the requirements of our
customers, the operational departments, enabling them to better
serve the City's residents.
6
Item 1.
Strategic Technology Plan | 5
Past Technology Strategy
Overall, IS strategy is somewhat simple; they see themselves as technology
maintainers but not as enablers for technology change. While the
department has been focused mostly on backend infrastructure support
which has resulting in a fairly solid network, end users do not always receive
timely support for application issues. Due to this lack of support, one
department has even hired their own in-house technology staff. This inward
approach has left the department isolated from the rest of the City, where
trust and confidence will need to be rebuilt.
Future Technology Strategy
With the infrastructure reaching an established mature state, the
department can begin to shift their focus to more customer-centric
functions. These include rebuilding their relationships with the end users,
providing more comprehensive customer support to include applications,
and become an advisor driving the decisions around technology in the City.
This new path forward should be acted on based on the guiding strategies
detailed to the right.
Strategy
Overall Technology Vision for the City
Guiding Strategies
•Adopt enterprise standards that reduce technical
complexity and overall support costs without significantly
compromising service quality.
•Provide end-to-end technology support to operational
departments.
•Develop a partnership between the City Departments and
the IT Department in the governance of technology
throughout the City.
•Enhance the City’s access of information to citizens by
providing them with easy-to-understand self-service tools.
•Empower citizens, businesses and visitors to be self-
sufficient in their transactions with the City through the
deployment of appropriate technologies.
•Enhance integration, collaboration and data analytics
capabilities among City systems.
•Promote technical competency of the City staff.
•Support City management with technology advisory
services.
•Partner with innovative technology providers in the
deployment of Digital Government initiatives.
7
Item 1.
Strategic Technology Plan | 6
Effective Technology Governance
As technology has become more integrated into City processes,
the process used to ensure that technology acquisition, upgrades
and support must remain in alignment with the City’s business
strategy, i.e., governance, needs to be redefined. Technology
Governance is focused on ensuring that the City receives the
maximum value from its technology investments. It is also able to
make smarter, well-informed decisions which considers the big
picture and sets IT priorities as they relate to business priorities.
City’s Current Governance Process
The current process for technology decisions occur mostly
internally within the departments with some input from City
Management but IS is often not involved in the application
decisions of the City, or if they do become involved, it is late in
the implementation process. Each department runs as if they are
their own entity and therefore make technology decisions on
their own; this in turn results in a disjointed applications
architecture that is complex and difficult to manage
Governance
How the City Manages Strategy Implementation
Ideal Governance Framework
Going forward, the City’s governance process will need to be
formalized and documented. Departments and IT must work closely
together to define and control the City’s technology priorities and
requirements. Governance needs to be established as a coherent
process that incorporates end users, senior management, and IT in
the decision-making process.
8
Item 1.
Strategic Technology Plan | 7
Developing a Solid Infrastructure
The City has made significant progress with regards to its core
infrastructure build-out; it has deployed a stable data center
and has implemented a solid hyperconverged environment for
the City’s servers. One area that needs improving is the
network, as it only has one path of connection to secondary
sites. In the event of an emergency, the network would most
likely fail and would not allow for the continuation of operations
in the City.
Complex, Best-of-Breed Applications
The City has mostly left application decisions in the hands of
the operational departments resulting in a best-of-breed
environment. While this approach may appear to be a sound
strategic direction as it gives end users top-end functionality, it
can fall short when it comes to integration and data sharing
capabilities. Though integration can be achieved, significant
time and resources are required to develop and maintain these
interfaces. Unifying on common core systems (e.g., BS&A) will
be critical to ensure that the environment is manageable and
beneficial for data sharing.
Architecture
Technology Infrastructure & Applications Supporting the Vision
Moving Forward Strategy
The network will need to be upgraded to ensure disaster
recoverability. The City will also begin standardizing and
simplifying the applications deployed. Utilize the added
resources detailed on the next page to begin increasing end
user support, applications management, and technology
leadership to promote a holistic, integrated technical approach
that is maintainable.
City of Columbia Heights Future Network Design
9
Item 1.
Strategic Technology Plan | 8
Break-Fix Mentality
IS is primarily a break-fix organization. In most cases, it is only
when something breaks or needs repaired that departments will
reach out to TS. Consultation and advisement functions within
the organization are lacking leaving departments to make
technology decisions on their own. Even the break fix efforts lack
professional solutioning and usually simply focus on restoring
existing functionality with little to no root cause analysis, incident
prevention, or seeking a better way to address the reported
issue.
The department needs to transition from their current way of
doing business to a proactive well-rounded approach. Staff needs
to begin collaborating with departments on a continuous basis to
not only provide better support, but also consult and guide end
users on their needs. Governance also needs to be put in place
so technology decisions have one voice. Building these
relationships is key to achieving a more unified, cohesive
environment for the City and servicing the end users in a more
meaningful way.
Organization
Structure of Technology Support in the City
Insufficient Resources to Perform Today’s Tasks
After extensive analysis of the staffing levels vs. demand
requirements of IS, it has been determined that there are not
enough resources to meet the growing requirements from the rest
of the City. The technological environment is highly complex which
results in a high level of IT Intensity. Benchmarking analysis revealed
that several areas are understaffed in the department to include
Applications, Business Analysis, and Network. These functions
should be brought up to benchmark levels in order to meet the
rising demands of the operational departments.
In addition, the organization should be restructured to provide
clearer, defined roles for all staff, and rebranded to IT (Information
Technology) to allow the organization to change the way they think
about technology support.
In order to meet these needs, it is recommended that the City add
the following positions over the next 5 years:
•An Applications Support Specialist
•A Network Administrator
10
Item 1.
Strategic Technology Plan | 9
Plan Investment Outline
The 5-year investment summary related to the strategic goals
and initiatives is shown to the right. It contains the current
baseline budget, grown year over year at a five percent
increment for planning purposes. In addition, the investments
shown for the Initiatives are shown grouped by associated
Goal.
The total investment of the Plan is just over $2 million over
the five-year period. The investment increases until FY 2024-
25 where it begins to slow down as projects are nearing
completion and maintenance/support turn to be the focus.
The details for these investments are found in the following
sections of this Plan.
Resourcing for each of the initiatives is also included in the
details on the following pages.
Investment Summary
IT Operational Budget with Plan Investments
11
Item 1.
Goals and Projects
12
Item 1.
Introduction to Goals and Projects
This section details the specific goals and associated initiatives identified as a part of this
5-year strategic plan. The following goals were established as a result of the assessment
process to fill the gaps of where the City currently is and where it wants to be over the
course of the next several years.
Standardize and Simplify the Technical Environment to Reduce IT Complexity
Modernize End User Functionality to Promote Better Operational Efficiencies
Transform the IT Organization to Focus on Better Customer Service and Building
Relationships
Develop Internal Processes to Enhance IT’s Delivery of Service
Secure the Technical Environment to Further Safeguard the City’s Systems
The following pages outlines these goals with their recommended projects. Each project
has a background of what was discovered, a short strategy to address the finding, a long-
term vision of what the City wants to achieve, and associated investments, timelines, and
required resourcing in order to accomplish the initiative.
Strategy &
Planning
Efficiency &
Effectiveness
Technology
Investments
Plan
Development
Auditing
Prioritization
Strategic
Direction
Project
Management
Vendor
Selection
RFP
Development
Organization
Policies
& SOPs
Strategic Technology Plan | 11
13
Item 1.
Standardize and Simplify the Technical
Environment to Reduce IT Complexity
Today’s IT environments are incredibly complex. Basing your technical
architecture on prominent standardized systems is a practical strategic
decision. Standardizing platforms and applications drives down costs and
improves the simplicity of managing the architecture. There should be
integrated platforms and standards in the network, applications,
databases, development languages, and end-user devices. The internal IT
team can easily become knowledgeable of standardized systems –if they
aren’t already –without requiring ongoing specialized training or
external vendor support.
The following projects outline the technical environment
recommendations with associated initiatives in the goal of achieving a
simpler, easier to mange hardware environment.
14
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 13
Standardize and Harden the Network
Simplify and Standardize the Technical Environment to Reduce IT Complexity
Assessment Findings
•The City’s network currently operates in an environment that does not
allow for the continuation of operations in the event of an emergency
•The network uses diverse network infrastructure providers. Since each
of these systems require unique hardware systems management
knowledge, this diversity makes it increasingly difficult to maintain
product knowledge
Short Term Strategy
•Standardize network infrastructure on 1-2 manufacturers over time
•Deploy a 2nd internet POP (Point-of-Presence) at the new City Hall
building that has a different ISP
•Deploy POPs and associated hardware (routers, firewalls, etc.) at each
City site that requires internet, then utilize VPN tunnels to access City
hosted systems if the fiber went down
Long Term Vision
•Quality communications and internet experience with improved
reliability and performance
•Full disaster recoverability in the event of network interruption
Required Resourcing
1 IT Director for 12 months
1 Network Administrator for 12 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Additional POPs (3)$31,800 $28,800 $28,800 $28,800 $28,800
Firewalls (3)$9,000 $0 $0 $0 $0
VPN Tunnel Subscription $5,000 $5,000 $5,000 $5,000 $5,000
Total Project Cost $45,800 $33,800 $33,800 $33,800 $33,800
Timeline
Deployment
Maintenance
15
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 14
Standardize the Business Application Environment
Simplify and Standardize the Technical Environment to Reduce IT Complexity
Assessment Findings
•The City has a several different versions of Microsoft Office deployed
throughout the City (e.g., MS Office Pro 2010, 2016, 2019)
•In addition, older versions of MS Office do not provide the internal
management functionality IT needs in order to automate many of these
current manual processes
Short Term Strategy
•Standardize and simplify the City’s business application environment by
upgrading all PCs and laptops to Microsoft 365 Government
•When deploying 365, review email filtering to address complaints
within the departments
•Deploy Intune, a Microsoft 365 option, to actively track and manage
PCs and mobile devices
Long Term Vision
•Keep current with business application updates, better automate the
security of the email, and more efficiently manage the desktops and
mobile devices in the City
Required Resourcing
1 Applications Support Specialist for 12 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
MS 365 Subscription $48,000 $48,000 $48,000 $48,000 $48,000
Total Project Cost $48,000 $48,000 $48,000 $48,000 $48,000
Timeline
Deployment
Maintenance
16
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 15
Implement ESRI’s Local Government Data Model
Simplify and Standardize the Technical Environment to Reduce IT Complexity
Assessment Findings
•GIS functions in the City are outsourced to a 3rd party provider who
does not utilize the standard ArcGIS platform which most municipalities
use for its seamless integration with other common applications
•In addition, they do not have a standardized data model in place which
increases the complexity for multi-vendor GIS integration
Short Term Strategy
•Implement ArcGIS for the City mapping backend as it is the standard to
integrate with other core City applications
•Fully adopt ESRI’s Local Government Data Model as the means to input
data in a structured, standardized form
Long Term Vision
•Better equip operational departments with up-to-date, integrated
mapping functionality to promote automation of business processes
and tracking of City assets
Required Resourcing
1 GIS Analyst for 18 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
ArcGIS Online Subscription $0 $0 $9,000 $9,000 $9,000
Total Project Cost $0 $0 $9,000 $9,000 $9,000
Timeline
Deployment
Maintenance
17
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 16
Deploy a Document Management and Retention Strategy
Simplify and Standardize the Technical Environment to Reduce IT Complexity
Assessment Findings
•There is no process or procedure currently for document management
or retention; departments store files and images in a variety of ways
•The City Administrator would like to organize this effort by developing a
strategy and guidelines for document storage
Short Term Strategy
•Here are the steps the City should implement:
o Formulate a plan that can be managed in parts. Develop goals
based annually
o Develop a taxonomy moving forward with any new files. Ensure
the naming structure fits the type/department
o Train/enforce the new naming structure throughout the
departments. Ensure end users follow the outline developed
o Work with Laserfiche/OPG3 to integrate the new ERP system.
Setup automatic workflows to metatag and store files within
Laserfiche that can be linked to data in BS&A (e.g., purchase
orders)
o Slowly work to scan old paper files into Laserfiche and discard any
that is outside of retention
Required Resourcing
City Administrator for 36 months
Operational department’s effort and collaboration
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
None $0 $0 $0 $0 $0
Total Project Cost $0 $0 $0 $0 $0
Timeline
Deployment
Maintenance
18
Item 1.
Modernize End User Functionality to
Promote Better Operational Efficiencies
Over the last two decades, there has been a shift in how work is
performed within local governments. Siloed departments with separate
functions and outputs have evolved into to a cooperative system of
connected processes that cross functions and link organizational
activities.
Today, with increasingly tight budgets, business units are looking to
improve their operational efficiency through the use of modern systems
that help to manage the operations of the City. End users benefit from
increased application functionality to efficiently manage their workloads.
The following projects outline the recommendations with associated
application initiatives to achieve enhanced functionality in the core
business processes.
19
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 18
Work with BS&A to Implement the New ERP System
Modernize End User Functionality to Promote Better Operational Efficiencies
Assessment Findings
•The City is currently implementing the BS&A ERP system to improve
service delivery and operational efficiencies
•The 6-month implementation timeline provided by BS&A appears
aggressive since complex ERP installation typically require 12-18
months to complete
Short Term Strategy
•Work closely with BS&A to ensure they are executing the following:
o Data Conversion of legacy data into the new system
o Business Process Analysis to configure the software to the City’s
needs, instead of an out-of-the-box solution
o Interface Development to integrate other City core applications
o Chart of Accounts Development to improve the City’s existing
CofA using new system functionality
o Sufficient time for system testing to be done by City staff after the
system has been configured and actual City data has been loaded
Long Term Vision
•A successfully implemented ERP system that works for both the
Citizenry and the City’s staff
Required Resourcing
1 Applications Support Specialist for 12 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
(Already Funded)$0 $0 $0 $0 $0
Total Project Cost $0 $0 $0 $0 $0
Timeline
Deployment
Maintenance
20
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 19
Provide End User Training on the Phone System
Modernize End User Functionality to Promote Better Operational Efficiencies
Assessment Findings
•The City has recently implemented a new Mitel VoIP phone system
•The Mitel 3300 Controller is a flexible phone system/media gateway
that can utilize both VoIP capability with a traditional PBX system; if the
internet was to go down, the City would still be able to have phone
service
•End users need more comprehensive training to utilize new
functionality (e.g., call forwarding and remote voicemail)
Short Term Strategy
•Work with Mitel to provide end user training to the City staff and focus
on educating the new feature set these phones offer
Long Term Vision
•Better end user phone training to enable staff to utilize the full feature
set of the phone system Required Resourcing
1 Network Administrator for 6 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Vendor End User Training $10,000 $0 $0 $0 $0
Total Project Cost $10,000 $0 $0 $0 $0
Timeline
Deploy.
21
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 20
Modernize the City’s Website Functionality
Modernize End User Functionality to Promote Better Operational Efficiencies
Assessment Findings
•The City is in the middle of modernizing their website for better citizen
engagement and more streamlined business processes
•A 3rd party provider, Revise, is handling most of the project
•Departments have expressed the need for easier webpage updating
and intuitive features (e.g., dropdown lists)
•Currently, the “concerns page” sends Citizen requests to the City’s
general email and not to the specific department
Short Term Strategy
•Work with Revise to address these issues and develop an easy-to-use
backend for updating of department specific pages
•Redevelop the City’s “concerns page” to include a dropdown selection
for individual departments to contact (e.g., Public Works for a pothole
complaint)
Long Term Vision
•A more modern, intuitive website that engages the Citizenry and
promotes streamlined business processes
Required Resourcing
Communications Staff for 6 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Website Modifications $20,000 $0 $0 $0 $0
Total Project Cost $20,000 $0 $0 $0 $0
Timeline
Deploy.
22
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 21
Deploy Tablets to Building Inspectors
Modernize End User Functionality to Promote Better Operational Efficiencies
Assessment Findings
•The Building Inspector does not have mobile capability in the field
•Inspection notes are hand-written and then retyped back into
PermitWorks later
Short Term Strategy
•Deploy mobile tablets for the building inspector to record notes and
reduce the amount of duplicative data being entered in PermitWorks
•Engage with PermitWorks to see if their software can work in a mobile
environment so that inspections can be completed in the field
Long Term Vision
•Mobile functionality enabling inspectors to automate their workflows
and capture data better
Required Resourcing
1 Help Desk Technician for 6 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Tablets $0 $800 $0 $0 $0
Total Project Cost $0 $800 $0 $0 $0
Timeline
Deploy.
23
Item 1.
22
Transform the IT Organization to Focus
on Better Customer Service and Building
Relationships
You may develop a brilliant strategy complete with the perfect
technologies and processes; but without an organizational culture that
strives for improvement and proactive leadership, the plan will still fail to
meet expectations. Successful IT organizations make the effort to foster a
culture of performance. At the core of a performance culture is staff that
is willing and able to take proactive actions towards achieving business
objectives.
The following projects outline the new organizational chart and staffing
recommendations with associated organization initiatives in the goal of
achieving a more effective workforce.
24
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 23
Rebrand and Restructure the IS Department
Transform the IT Organization to Focus on Better Customer Service and Building Relationships
Assessment Findings
•The name of the IS Department does not reflect the modern role that
digital computing technology plays in a variety of areas (e.g., Internet of
Things, Cloud Computing, Wireless Communications, Mobility Systems).
With this mindset, operational departments do not consider the IS
Department as a partner in solving their unique technology needs.
•The department structure does not effectively segregate specific job
functions (e.g., end-user support is distributed throughout various
organizational areas) with no effective way of doing business and
distributing tasks
Short Term Strategy
•Rebrand the existing Information Services Department to become the
more expansive Information Technology (IT) Department
•Modify the existing organization to form a more agile structure that
transforms the department from a reactive break-fix shop to a proactive
leading technology partner for the outside departments
Long Term Vision
•Driving and enabling change throughout the City and becoming a value-
added service provider to both the City staff and the Citizenry
Required Resourcing
1 IT Director for 12 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
None (Internal Rebrand)$0 $0 $0 $0 $0
Total Project Cost $0 $0 $0 $0 $0
Timeline
Rebrand
Restructure
25
Item 1.
Strategic Technology Plan | 24
Rebrand and Restructure the IS Department
Transform the IT Organization to Focus on Better Customer Service and Building Relationships
Current IS Organization Future IT Organization
City of Columbia Heights
Future
IT Organization Chart
Help Desk
Technician
(1 FTE)
System
Administrator
(1 FTE)
Proactive Reactive
Restructured
Position
Added Position
Applications
Support Specialist
(1 FTE)
IT Director
(1 FTE)
Network
Administrator
(1 FTE)
26
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 25
Add an IT Director
Transform the IT Organization to Focus on Better Customer Service and Building Relationships
Assessment Findings
•The restructuring of the IT Department requires an IT Director to
manage the internal organization and the technology needs of the City
•This staff will lead the implementation of this Plan over the next 5 years
Short Term Strategy
•Hire an IT Director to manage the newly structured department
•They will be responsible for the following:
o Managing the IT Department and its staff to enable technology
use for the operational departments
o Overseeing technical projects in alignment with organizational
goals
o Directing the effective delivery of networks, development, and
disaster recovery systems and processes
o Preparing financial budgets and presenting proposals for capital
projects to senior executives
o Leading efforts to improve IT processes
Long Term Vision
•Effective management of the IT Department to implement this Plan will
allow for greater success in technology throughout the City
Required Resourcing
City Management and IT for 6 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
IT Director $168,750 $173,813 $179,027 $184,398 $189,930
Total Project Cost $168,750 $173,813 $179,027 $184,398 $189,930
Timeline
Hire
Train
*This position has a base salary of $125,000 with 35% benefits added
27
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 26
Add (1) Applications Support Specialist
Transform the IT Organization to Focus on Better Customer Service and Building Relationships
Assessment Findings
•The department is utilizing fewer resources than the average
organization in several areas including Applications Support
•In addition, there are no internal resources for applications customer
service currently, leaving the outside departments to figure out issues
on their own
•This soiled approach to applications support/investment has led to a
segregated architecture that is difficult to pull meaningful data out of
Short Term Strategy
•Hire one (1) Applications Support Specialist to the IT Department
•This staff will be responsible for assisting operational departments with
not only application issues, but also implementation of any new
systems
•They will work with outside vendors to resolve problems that arise and
assist end users extract data for reporting
Long Term Vision
•Better internal applications management to support operational
department’s business needs
Required Resourcing
1 IT Director for 18 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Applications Support (1)$0 $87,750 $90,383 $93,094 $95,887
Total Project Cost $0 $87,750 $90,383 $93,094 $95,887
Timeline
Hire
Train
*This position has a base salary of $65,000 with 35% benefits added
28
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 27
Implement IT Service Management Software
Transform the IT Organization to Focus on Better Customer Service and Building Relationships
Assessment Findings
•The current Help Desk software is an open-source application called
Liberum Help Desk
o The software does not provide the functionality (e.g., asset
management) that can assist IT in expediting service resolution
Short Term Strategy
•Deploy an IT Service Management software to accomplish the
following:
o Provide users with easy to use on-line and call-in service request
tools that provides detailed service resolution status
o Expand help desk system functionality to include configuration
and change management capabilities
Long Term Vision
•Better support the operational departments providing transparency
and accountability to rebuild relationships with the rest of the City
Required Resourcing
1 Applications Support Specialist for 12 months
1 Help Desk Technician for 12 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
IT Service Management
Software $13,000 $13,000 $13,000 $13,000 $13,000
Vendor Configuration $4,000 $0 $0 $0 $0
Total Project Cost $17,000 $13,000 $13,000 $13,000 $13,000
Timeline
Deployment
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Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 28
Form a Technology Governance Committee
Transform the IT Organization to Focus on Better Customer Service and Building Relationships
Assessment Findings
•The current process for technology decisions occur mostly internally
within the departments with some input from City Management, but IS
is often not involved
•Because of this lack of formal governance in the City, departments have
been procuring mostly Cloud-based, single functionality systems with
little integration amongst them; this in turn results in a disjointed
applications architecture that is complex and difficult to manage
Short Term Strategy
•Form a Technology Governance Committee that is comprised of City
Management, select department heads, and IT
•Meet on a regular basis (e.g., quarterly) to discuss business priorities
and potential initiatives; perform due diligence when selecting
applications and assess whether multiple departments can benefit from
a single or integrated solution
•Focus on simplifying the overall applications environment and promote
data sharing across systems
Long Term Vision
•Enable the City to make better, long lasting technology decisions
Required Resourcing
1 IT Director for continuous effort and collaboration
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
None $0 $0 $0 $0 $0
Total Project Cost $0 $0 $0 $0 $0
Timeline
Continuous Engagement
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Item 1.
Develop Internal Processes to Enhance
IT’s Delivery of Service
All services are built on processes that help us complete projects and
fulfill customer needs. The purpose of process is to ensure that work
quality is consistent –regardless of who is performing the work. In other
words, processes should be function-dependent, not person-dependent.
If only one person knows how to do something that may be critical to
overall organizational operations, the organization is at risk. Consistent
performance, then, requires that processes –especially critical ones –
are documented. Once processes are clearly defined, documented and
followed, only then can IT truly enhance its service delivery to its
customers providing real-time results.
The following projects outline the IT related process recommendations
with associated initiatives to achieve a better framework for the entire
organization.
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Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 30
Develop an IT Service Catalog
Develop Internal Processes to Enhance IT’s Delivery of Service
Assessment Findings
•Business Continuity is at the core of the City’s disaster recovery plan; it
allows for critical business to remain operable in the event of an
emergency and systems were to fail
•Several weaknesses were identified in the City’s business continuity
strategy and the main finding is the lack of an IT Service Catalog which
outlines the continuity of service requirements for the operational
departments
Short Term Strategy
•Develop an IT service Catalog that details the priorities of each business
function/department, what applications are critical to their operation
and basic recovery options in the event of a loss of key components
•Work with an outside provider who specializes in disaster recovery to
assist developing this Catalog
Long Term Vision
•Provide a guideline for DR and set operational priorities in the event of
an emergency
Required Resourcing
1 IT Director for 9 months
1 Applications Support Specialist for 9 months
1 Systems Administrator for 9 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
3rd Party Consultant $0 $0 $50,000 $0 $0
Total Project Cost $0 $0 $50,000 $0 $0
Timeline
Develop
Maintain
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Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 31
Develop a Process for Deploying Mobile Devices
Develop Internal Processes to Enhance IT’s Delivery of Service
Assessment Findings
•Some users expressed dissatisfaction with how long it takes for tablets
to be deployed and many times the hardware is not loaded with the
correct software
•IS often does not have the inventory on hand when end users request
new devices, and it can take several months to procure these tablets
•This is due to a lack of management and tracking of mobile devices
throughout the City
Short Term Strategy
•Develop a process to purchase, store, load software, and deploy mobile
tablets to the operational departments; the goal should be to supply
end users with the mobility they need in a time effective manner
o Ensure IT has an inventory of pre-configured tablets inventory
o Keep track of what applications are installed on which tablets and
preload software on each tablet before deployment
Long Term Vision
•Provide better mobile operational support to the end users who require
tablets for their daily workload
Required Resourcing
1 Applications Support Specialist for continued effort
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
None (Internal Effort)$0 $0 $0 $0 $0
Total Project Cost $0 $0 $0 $0 $0
Timeline
Continued Effort
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FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 32
Develop Internal and External IT Policies
Develop Internal Processes to Enhance IT’s Delivery of Service
Assessment Findings
•IS policies are a mix of both internally-focused and externally focused
guidelines to assist the IS Department in managing the operations, and
allowing users to self-manage their behavior with regards to technology
•Policies were developed by IS with input from departments and
approved by City Management
•Most areas are already covered by the existing policies, but some
important policies have not been written due to the limited resources
in IS being allocated to other areas
Short Term Strategy
•Develop and regularly maintain internal and external IT policies to
address the following areas currently not covered:
o BYOD Acceptable Use (City Staff)
o Patch Management (IT)
o Systems Maintenance (IT)
o Computer Software (IT)
o Change Management (IT)
o IT Standards (IT)
o Physical Access (IT)
Required Resourcing
1 Systems Administrator for 6 months
1 Network Administrator for 6 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
None (Internal Effort)$0 $0 $0 $0 $0
Total Project Cost $0 $0 $0 $0 $0
Timeline
Develop
Maintain
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Item 1.
Secure the Technical Environment to
Further Safeguard the City’s Systems
As technology becomes more integrated into the way local government
operates, the systems managed by IT become more critical. Keeping the
systems safe from threats has become one of the key functions that IT
must perform.
Although threats to information systems are evolving and abundant,
they can all be broken down into three categories: natural, intentional,
and unintentional threats. IT must plan for each of these types of threats
with systems and procedures that address and recover from the breech
or failure. With evolving mobile technologies, the threats are becoming
ever more complex and difficult to contain.
The following projects outline the recommendations with associated
initiatives for securing the environment and the City’s data.
35
Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 34
Install a Fire Suppression System in the Data Center
Secure the Technical Environment to Further Safeguard the City’s Systems
Assessment Findings
•The current main data center has most of the features or modern data
centers with the exception of fire suppression capabilities
•Fire suppression includes both wet (sprinklers) and dry (gas); for data
centers, it is recommended to deploy a dry, chemical fire suppression
system to avert the risk of causing damage to the servers
Short Term Strategy
•Install a dry fire suppression system at the new data center that will be
housed in City Hall
Long Term Vision
•Protect the City’s hardware assets from a fire-related event
Required Resourcing
1 IT Director for 9 months
1 Systems Administrator for 9 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Dry Fire Suppression $0 $0 $30,000 $0 $0
Total Project Cost $0 $0 $30,000 $0 $0
Timeline
Deploy
Maintain
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Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 35
Implement a Disaster Recovery as a Service Solution
Secure the Technical Environment to Further Safeguard the City’s Systems
Assessment Findings
•While the City boasts two data centers, their close proximity to one
another limits their ability to serve as disaster recovery sites, but this
can be resolved with a cost-effective Disaster Recovery (DRaaS) solution
putting City systems in the Cloud
•The City does not have a viable solution to recoup their systems and
data in the event the data center goes down
Short Term Strategy
•Implement a DRaaS solution for core City systems
o (e.g., VMware Cloud Disaster Recovery)
o If systems are able to be backed up and run from the Cloud, this
will greatly reduce the risk for system recoverability in the event of
an emergency
•The City will also need to ensure that the network to the main user sites
is solid and reliable enough to run core systems from the Cloud
Long Term Vision
•Ensure City systems are backed up and recoverable in the event of a
critical event
Required Resourcing
1 IT Director for 6 months
1 Systems Administrator for 6 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
DRaaS Solution $0 $20,000 $20,000 $20,000 $20,000
Total Project Cost $0 $20,000 $20,000 $20,000 $20,000
Timeline
Deploy
Maintain
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Item 1.
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Strategic Technology Plan | 36
Implement a Network and Systems Monitoring Tool
Secure the Technical Environment to Further Safeguard the City’s Systems
Assessment Findings
•IS is currently using Host Monitor for their network and systems
management
•Host Monitor is a fairly rudimentary tool that most likely does not
provide the analytics or diagnostics functionality most Cities need
•Staffing is also deficient in this area and more resources should be
added to perform these essential functions
Short Term Strategy
•Procure a more comprehensive management tool (e.g., SolarWinds)
that will allow IS to actively monitor, manage, and resolve issues with
the City’s systems
Long Term Vision
•Ensure City systems are actively monitored for detect intrusion, viruses
and malware which put the City’s data at risk Required Resourcing
1 IT Director for 12 months
1 Network Administrator for 12 months
5-Year Investment
Cost FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
IT Management Tool $0 $18,000 $18,000 $18,000 $18,000
Total Project Cost $0 $18,000 $18,000 $18,000 $18,000
Timeline
Deploy
Maintain
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Item 1.
Plan Implementation
39
Item 1.
Strategic Technology Plan | 38
Introduction to Plan Implementation
This section details the investments, resourcing and timeline for the implementation
of this plan.
Calendarized Investments
The calendarized investment schedule is shown in the diagram below. It contains the
current baseline budget, grown year over year at a five percent increment for
planning purposes. In addition, the investments shown for the Initiatives are shown
grouped by associated Goal. A Detailed Calendarization of Initiatives is also provided.
Resource Utilization
The IT Department’s available resource hours were evaluated against the demands of
normal workload combined with that of the initiatives included in this Plan. The
detailed hours allocation is shown by initiative in Detailed Calendarization of IT Staff
Time Allocation by Initiative.
Recommended Implementation Schedule
The recommended implementation schedule for the goals and related initiatives in
this Plan is presented in this GANTT chart.
80,000
90,000
100,000
110,000
120,000
130,000
140,000
150,000
160,000
170,000
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
IT Department Available Resources
Staffing Demand Staffing: Baseline Operations Staffing: Additional Requested
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Item 1.
Strategic Technology Plan | 39
Calendarized Investments
41
Item 1.
Strategic Technology Plan | 40
Detailed Calendarization of Initiatives
One-Time Recurring One-Time Recurring One-Time Recurring One-Time Recurring One-Time Recurring
A1 Standardize and Harden the Network $ 40,800 $ 140,200 $ 40,800 $ 5,000 $ - $ 33,800 $ - $ 33,800 $ - $ 33,800 $ - $ 33,800 $ 181,000
A2 Standardize the Business Application Environment $ - $ 240,000 $ - $ 48,000 $ - $ 48,000 $ - $ 48,000 $ - $ 48,000 $ - $ 48,000 $ 240,000
A3 Implement ESRI’s Local Government Data Model $ - $ 27,000 $ - $ - $ - $ - $ - $ 9,000 $ - $ 9,000 $ - $ 9,000 $ 27,000
A4 Deploy a Document Management and Retention Strategy $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
B1 Work with BS&A to Implement the New ERP System $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
B2 Provide End User Training on the Phone System $ 10,000 $ - $ 10,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 10,000
B3 Modernize the City’s Website Functionality $ 20,000 $ - $ 20,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 20,000
B4 Deploy Tablets to Building Inspectors $ 800 $ - $ - $ - $ 800 $ - $ - $ - $ - $ - $ - $ - $ 800
C1 Rebrand and Restructure the IS Department $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
C2 Add an IT Director $ - $ 895,917 $ - $ 168,750 $ - $ 173,813 $ - $ 179,027 $ - $ 184,398 $ - $ 189,930 $ 895,917
C3 Add (1) Applications Support Specialist $ - $ 367,113 $ - $ - $ - $87,750 $ - $ 90,383 $ - $ 93,094 $ - $ 95,887 $ 367,113
C4 Implement IT Service Management Software $ 4,000 $ 65,000 $ 4,000 $ 13,000 $ - $ 13,000 $ - $ 13,000 $ - $ 13,000 $ - $ 13,000 $ 69,000
C5 Form a Technology Governance Committee $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
D1 Develop an IT Service Catalog $ 50,000 $ - $ - $ - $ - $ - $ 50,000 $ - $ - $ - $ - $ - $ 50,000
D2 Develop a Process for Deploying Mobile Devices $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
D3 Develop Internal and External IT Policies $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
E1 Install a Fire Suppression System in the Data Center $ 30,000 $ - $ - $ - $ - $ - $ 30,000 $ - $ - $ - $ - $ - $ 30,000
E2 Implement a Disaster Recovery as a Service Solution $ - $ 80,000 $ - $ - $ - $ 20,000 $ - $ 20,000 $ - $ 20,000 $ - $ 20,000 $ 80,000
E3 Implement a Network and Systems Monitoring Tool $ - $ 72,000 $ - $ - $ - $ 18,000 $ - $ 18,000 $ - $ 18,000 $ - $ 18,000 $ 72,000
TOTAL $ 155,600 $ 1,887,230 $ 74,800 $ 234,750 $ 800 $ 394,363 $ 80,000 $ 411,209 $ - $ 419,292 $ - $ 427,616 $ 2,042,830
Standardize and Simplify the Technical Environment to Reduce IT Complexity
Modernize End User Functionality to Promote Better Operational Efficiencies
Secure the Technical Environment to Further Safeguard the City’s Systems
Transform the IT Organization to Focus on Better Customer Service and Building Relationships
Develop Internal Processes to Enhance IT’s Delivery of Service
#Goal / Initiative
One-Time
Costs 5-Year TCO
Recurring
Costs
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
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Item 1.
Strategic Technology Plan | 41
Resource Utilization
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Hours Requirements
Baseline Operations 8,000 8,000 8,000 8,000 8,000
Additional Staffing Requirements from Initiatives 2,640 2,760 2,680 1,840 1,720
Staffing Demand 10,640 10,760 10,680 9,840 9,720
Hours Availability
Staffing: Baseline Operations 7,360 7,360 7,360 7,360 7,360
Staffing: Additional Requested 2,000 4,000 4,000 4,000 4,000
Staffing Availability 9,360 11,360 11,360 11,360 11,360
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Strategic Technology Plan | 42
Detailed Calendarization of IT Staff Time Allocation by Initiative
STAFF TIME ALLOCATION BY INITIATIVE FY 2021-22 FY 2022-23
#Goal / Initiative MGMT PM APP INF CS MGMT PM APP INF CS
Standardize and Simplify the Technical Environment to Reduce IT Complexity
A1 Standardize and Harden the Network 120 - - 240 - - - - 160 -
A2 Standardize the Business Application Environment 80 - 240 - - - - 120 - -
A3 Implement ESRI’s Local Government Data Model - - - - - - - - - -
A4 Deploy a Document Management and Retention Strategy - - - - - - - - - -
Modernize End User Functionality to Promote Better Operational Efficiencies
B1 Work with BS&A to Implement the New ERP System 120 - 240 - - - - 240 - -
B2 Provide End User Training on the Phone System - - - 160 - - - - - -
B3 Modernize the City’s Website Functionality - - - 200 - - - - - -
B4 Deploy Tablets to Building Inspectors - - - - - - - - 240 -
Transform the IT Organization to Focus on Better Customer Service and Building Relationships
C1 Rebrand and Restructure the IS Department 240 - - - - - - - - -
C2 Add an IT Director 280 - - - - 160 - - - -
C3 Add (1) Applications Support Specialist - - - - 280 - - - -
C4 Implement IT Service Management Software - - 200 - 200 - - - - -
C5 Form a Technology Governance Committee 200 - - - - 200 - - - -
Develop Internal Processes to Enhance IT’s Delivery of Service
D1 Develop an IT Service Catalog - - - - - - - - - -
D2 Develop a Process for Deploying Mobile Devices - - 120 - - - - 120 - -
D3 Develop Internal and External IT Policies - - - - - - - - 320 -
Secure the Technical Environment to Further Safeguard the City’s Systems
E1 Install a Fire Suppression System in the Data Center - - - - - - - - - -
E2 Implement a Disaster Recovery as a Service Solution - - - - - 200 - - 360 -
E3 Implement a Network and Systems Monitoring Tool - - - - - 120 - - 240 -
SUBTOTAL INTIATIVES 1,040 - 800 600 200 960 - 480 1,320 -
SUBTOTAL FISCAL YEAR 2,640 2,760
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Strategic Technology Plan | 43
Detailed Calendarization of IT Staff Time Allocation by Initiative
FY 2023-24 FY 2024-25 FY 2025-26
MGMT PM APP INF CS MGMT PM APP INF CS MGMT PM APP INF CS
A1 - - - 160 - - - - 160 - - - - 160 -
A2 - - 120 - - - - 120 - - - - 120 - -
A3 120 - 240 - - - - 240 - - - - 120 - -
A4 - - - - - - - - - - - - - - -
-
B1 - - 240 - - - - 240 - - - - 240 - -
B2 - - - - - - - - - - - - - - -
B3 - - - - - - - - - - - - - - -
B4 - - - - - - - - - - - - - - -
-
C1 - - - - - - - - - - - - - - -
C2 - - - - - - - - - - - - - - -
C3 160 - - - - - - - - - - - - - -
C4 - - - - - - - - - - - - - - -
C5 200 - - - - 200 - - - - 200 - - - -
-
D1 120 - 200 200 - 40 - 80 80 - 40 - 80 80 -
D2 - - 120 - - - - 120 - - - - 120 - -
D3 - - - 120 - - - - 120 - - - - 120 -
-
E1 80 - - 200 - - - - 40 - - - - 40 -
E2 - - - 160 - - - - 160 - - - - 160 -
E3 - - - 240 - - - - 240 - - - - 240 -
680 - 920 1,080 - 240 - 800 800 - 240 - 680 800 -
2,680 1,840 1,720
CALENDAR YEAR
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Strategic Technology Plan | 44
Recommended Implementation Schedule
Initiative
Standardize and Simplify the Technical Environment to Reduce IT Complexity
Standardize and Harden the Network
Standardize the Business Application Environment
Implement ESRI’s Local Government Data Model
Deploy a Document Management and Retention Strategy
Modernize End User Functionality to Promote Better Operational Efficiencies
Work with BS&A to Implement the New ERP System
Provide End User Training on the Phone System
Modernize the City’s Website Functionality
Deploy Tablets to Building Inspectors
Transform the IT Organization to Focus on Better Customer Service and Building Relationships
Rebrand and Restructure the IS Department
Add an IT Director
Add (1) Applications Support Specialist
Implement IT Service Management Software
Form a Technology Governance Committee
Develop Internal Processes to Enhance IT’s Delivery of Service
Develop an IT Service Catalog
Develop a Process for Deploying Mobile Devices
Develop Internal and External IT Policies
Secure the Technical Environment to Further Safeguard the City’s Systems
Install a Fire Suppression System in the Data Center
Implement a Disaster Recovery as a Service Solution
Implement a Network and Systems Monitoring Tool
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
46
Item 1.
Appendix A:
Digital Government and Enterprise
Architecture
47
Item 1.
Digital Government and Enterprise Architecture
Introduction
This appendix provides a basis for understanding the underlying elements of the Enterprise
Architecture that support the transition to Digital Government.
Definition of the Enterprise Architecture
Over the past 20 years, one of the major emphases of government Information Technology
planning has been the adoption of an enterprise architecture to help align IT standards
with business needs. Enterprise-wide standards in local governments have been used to
help achieve some of the prescriptive goals of digital government such as sharing and
integration of information. Since many digital government applications (e.g., ERP, GIS) tend
to be cross-departmental in nature and involve secure transactions, it is important to have
enterprise-wide standards in place before implementing specific digital government
measures. There are also infrastructure standards that are especially important to many
digital government applications such as online transactions including the establishment of
credit card payment capability and associated policies, technologies to support secure
transactions such as public key infrastructure, and the establishment of common software
standards.
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Data Architecture
Application Architecture
Infrastructure Architecture
Network Architecture
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Item 1.
Digital Government and Enterprise Architecture
Definition of the Enterprise Architecture
The concept of an Enterprise Architectures was originally defined by the National Institute
of Standards (NIST) in their Memorandum 97-16 (Information Technology Architectures). In
this guidance, a five component model was adopted by NIST that consisted of:
Business Architecture
Business Processes: This component of the Enterprise Architecture describes the core
business processes which support the organization's missions. The Business Processes
component is a high-level analysis of the work the City performs to support its mission,
vision, and goals, and is the foundation of the EA. Analysis of the business processes
determine the information needed and processed by the City. This aspect of the EA must
be developed by senior managers in conjunction with IS managers. Without a thorough
understanding of its business processes and their relation to the City’s missions, the City
will not be able to use its EA effectively. Business processes can be described by
decomposing the processes into derivative business activities. However, the processes
remain at a high enough level to allow a broad focus, yet sufficiently detailed to be useful in
decision-making as the City identifies its information needs. Examples would include the
payroll process, purchase requisition process, permit request process etc.
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Item 1.
Digital Government and Enterprise Architecture
Definition of the Enterprise Architecture
Workflows and Relationships: This component analyzes the information utilized by the City
in its business processes, identifying the information used and the movement of the
information within the City. The relationships among the various flows of information are
described in this component. These information flows indicate where the information is
needed and how the information is shared to support mission functions. Examples include,
the workflow for receiving a certificate of occupancy. The workflow will touch multiple
processes including the submission of a request for inspection, and review by multiple city
departments such as Fire and Community Development.
Information Architecture
Application Architecture: The Applications component identifies, defines, and organizes the
software systems that capture, manipulate, and manage the business information to
support mission operations. It also describes the logical dependencies and relationships
among business activities. Examples may include the Utility Billing Module, Applicant
Tracking Application, or the Permit Tracking Application.
Data Architecture: This component of the Enterprise Architecture identifies how data is
maintained, accessed, and used. At a high level, the City defines the data and describes the
relationships among data elements used in the City’s information systems. In order to
achieve the data architecture, the following models must be developed and incorporated
within application design.
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Item 1.
Digital Government and Enterprise Architecture
Definition of the Enterprise Architecture
•The conceptual model contains key entities and relationships and presents a high level
look at all of the entities within an organization. The Enterprise data model follows on
the fundamentals created by the Conceptual Model by providing an entity relationship
diagram that adds additional details. This model is part of the business model and
shows what classes of information are required to support management and business
intelligence purposes.
•An enterprise logical model (EDM) is a fully attributed entity relationship diagram (ERD),
which shows each entity, its relationship to other entitles and specifies the applicable
business rules.
•Dimensional Model, represents facts and dimensions, which are used for reporting and
analytical purposes.
•Physical Data Model, is the final representation of the data base structures that will be
generated from the model. It contains the detailed specifications for the database
design and, in a model driven environment. Physical data models specify the data base
design and should always be synchronized 100% with the database.
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Infrastructure Architecture
Network Architecture
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Item 1.
Digital Government and Enterprise Architecture
Definition of the Enterprise Architecture
Technology Architecture
In the subsequent 20 years, the NIST EA framework has been further modified to address
the evolving needs for the management of the delivery of information services. These
include:
•The Zachman Framework for Enterprise Architectures —Although described as a
framework, it is actually more accurately defined as a taxonomy and thus difficult to
actualize.
•The Open Group Architectural Framework (TOGAF) —Although called a framework, is
actually more accurately defined as a process and provides only a methodology for
approaching EA.
•The Federal Enterprise Architecture —Can be viewed as either an implemented
enterprise architecture or a proscriptive methodology for creating an enterprise
architecture.
The history of the field goes back 20 years, but the field is still evolving rapidly. We have
adopted the fundamental NIST model due to its straightforward simplicity and extensive
adoption.
The following provides a description of how the Enterprise Architectures have evolved over
the past 40 years and the current state of the art of City Application Architecture.
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Item 1.
Digital Government and Enterprise Architecture
Evolution of the Enterprise Architecture
Centralized Proprietary Architecture
The early days of computing were dominated by centralized
mainframes. These centralized behemoths provided for
computation, storage, and input/output through separate major
components. These systems supported the Business Architecture
with completely defined Information and Technology
Architectures provided by a single vendor (e.g., IBM AS/400
(iSeries), IBM MVS, DEC VAX/VMS). These systems were first
offered in the early 1970s and provided a more economical
computing approach through utilization of the central processor
for both computation and I/O, and by offering easier to use
software systems requiring less user support. Such proprietary
systems are now on the wane. Although systems such as the IBM
iSeries remain popular, sales are declining, and some vendors are
rapidly exiting the arena. Indeed, the IBM iSeries is the only older
proprietary minicomputer which remains viable today.
Client/Server Architecture
The mainframe systems evolved towards the more distributed
Client/Server (C/S) architecture. Client/Server involved the
segregation of the single mainframe application so that it
operated between a client application operating at the desktop
and a server application executing at the backend server. The user
application provides a graphical (GUI) with an "intelligent front
end" user workstation (client), communicating over a local area
network (LAN) or wide area network (WAN) to access the shared
"back end" processor (server).
This architecture consists of four logical layers: the application, the
server, the client and the network.
Application: The first and most important component of the
architecture is the application. The application is the program that
runs on either the client or the server. It determines how the user
perceives the O/S system. An application exploits the client's user
interface for presentation to the user, and exploits the server for
data services and some processing. However, the shifting of
application logic to the client side has thrown the Operating
System (O/S) model off balance forcing ever increasing processing
requirements on the client.
Strategic Technology Plan | 51
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Item 1.
Digital Government and Enterprise Architecture
Evolution of the Enterprise Architecture
Server: The back end system, the server platform, must be
selected in conjunction with the database server software. Critical
issues in this platform include server capacity, database software
meeting user performance requirements, and the server
operating system supporting the chosen database software.
Operating systems such as Windows Server and UNIX provide
advanced features such as pre-emptive multitasking,
multithreading, virtual memory management, and high
performance Input and Output, which are critical to allowing high
performance databases to operate.
Client: The client is one of the most important aspects of the
overall Operating System (O/S), yet most often overlooked. The
client is where most of the application processing occurs and
where the user perceives the overall system. Important aspects to
consider when designing the client are the selection of a front-end
development system that meets the programmer, database server,
and user needs. Tools such as Visual Basic and SQL server are
instrumental in providing effective applications; however, these
tools must be selected in conjunction with the processor,
operating system, and user interface.
Network: A common characteristic of distributed clients and
servers is their communications capability provided by the
Internetwork. Within the integrative role provided by the
Internetwork, the concept of the Operating System (O/S)
computing is to assure that end users have transparent access to
any computing resource needed across the City.
Internetwork: The Internetwork which consist of a Local Area
component or LAN, removes requests from the client to the
server, and then transports the results back to the client. The
Operating System (O/S) design requires the selection of the type
of network, (e.g., Gigabit Ethernet, T-1), a transport protocol, and
the networking equipment.
Strategic Technology Plan | 52
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Item 1.
Digital Government and Enterprise Architecture
Evolution of the Enterprise Architecture
This architecture combines a variety of closely integrated
commercial products to establish a fully supported system
solution. The major benefits of Open Systems Client/Server
Architecture are:
•Flexibility -client pieces can be added or changed without
disturbing existing server data and services.
•Interoperability with legacy systems –Existing systems can find
a server role (or a client role if appropriate). This allows old and
new systems to retain connectivity and integrity.
•Speed of new application deployment –Given a stable server
core, most new applications will boil down to deploying a
client piece that supports a new process or product concept.
This can be accomplished very fast with today’s advanced
client development tools.
These advantages of durability and flexibility of architecture drive
the guidelines for good client server design. In essence, core,
fundamental data and programs (objects) should reside on the
server, whereas presentation, process models, end calculations,
etc. should reside on the client. The client side then typically
gathers and validates data and gives visual feedback, while the
server side responds to client requests for data and services.
Workgroup with
Ethernet Switch
Workgroup with
Ethernet HubEthernet
Switch
Router
To Internet Service Provider
(ISP) & Internet
High Bandwidth
Users
Client / Server and Internet Access
over a LAN / WAN
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Item 1.
Digital Government and Enterprise Architecture
Evolution of the Enterprise Architecture
However, to obtain these advantages, one must deal with the
higher complexity of Open Systems (O/S) because they have many
more components than centralized predecessors. The networks,
operating systems, database servers, user interfaces, front-end
development tools, middleware, processor types, standards, and
design methodologies all complicate the client/server strategy.
Critical issues with Client/Server architecture implementation are:
•Design –Most benefits from client server depend upon getting
the functional split right. The server side must be stable and
fundamental (should model true business objects), and
communications between client and server should be minimal
to accommodate network bandwidth constraints.
•Change Management –Changing to client server requires a
new way of thinking about systems development, with
emphasis on what to reuse and what to buy, rather than on
what to build. Accomplishing this change in thinking can be a
major challenge.
Web Services Architecture
Web Services merges the strengths of the centralized mainframe
with the flexibility of distributed client/server. Applications are
resident on a central server and are accessed through thin clients
or browsers on the desktop. However, these applications do not
go out over the Internet; they reside on a server on an
organization's network and operate within its intranet. These
applications utilize the latest technologies, such as .NET, Java and
HTML5, to maximize interoperability and data sharing capabilities.
Though WEB services is where the general industry has been
heading, the advent of mobility and tablets has altered the
direction towards HTML5 based WEB services. However, vendors
are not expected to make the full migration to HTML5 web
services for another 5 years.
Web Services systems, like client/servers, utilize a client based
“front-end” application called a web browser (e.g., Internet
Explorer, Chrome). The application requests discrete information
“pages” from the Web server and displays them on the browser at
the user workstations. Users do not have to know how to connect
to a server, or even where a server is located on a network. Older,
powerful mainframe or client/server applications become easier
to use.
Strategic Technology Plan | 54
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Item 1.
Digital Government and Enterprise Architecture
Evolution of the Enterprise Architecture
There are several distinguishing features of Web Services
applications:
•Use TCP/IP (transmission control protocol/Internet protocol)
for both wide-area and local-area transport of information,
•Use HTML (hypertext markup language), XML (Extensible
Markup Language), SMTP (Simple mail transport protocol) and
other open Internet-based standards as the means of moving
information from clients to servers
•Are based on Web services standards such as Web Services
Description Language; SOAP (Simple Object Access Protocol);
and Universal Description, Discovery and Integration, or UDDI
•Are completely owned by the City and not accessible from the
Internet-at-large by the general public.
Many government organizations have already implemented
intranets and have begun to realize some of the following benefits
by using the web services technology.
Reduced Operating Costs
•Cost -effective solutions. Intranet applications can be
developed more quickly than conventional applications, so the
costs are lower and the time to completion is shorter-even
when legacy databases are involved.
•Lower cost of ownership. Complex networks-those that involve
a greater number of network protocols, vendors, and
applications-are more expensive to own than simple ones.
Intranets lead to reduced network complexity and can
ultimately result in lower network ownership costs.
•Lower cost of training. Intranet applications share a common
interface-easy -to-use web browser-so employee application
training is easier and less expensive.
•Electronic processing saves money. The price of a paper-based
purchase request is $58, compared with about $10 when done
electronically. (Source: Concur Technologies).
Improved Communications
Make it easier to for employees to send and receive information
by providing e-mail services to the entire staff. Create an internal
website for posting staff information such as eligibility guidelines
for health and human services programs, technology support
information, benefit information, worker safety information,
policies regarding vacations and leaves, and agency guidelines and
procedures. Strategic Technology Plan | 55
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Item 1.
Digital Government and Enterprise Architecture
Evolution of the Enterprise Architecture
More Efficient Forms Delivery
Reduce the cost of printing and distributing forms by posting
them-in a format suitable for downloading-on an internal website.
Introducing a revised form is also easier, because you simply have
to post the new version instead of replacing the current inventory.
Simplified Report Generation
Make it easier for employees to generate reports by providing
intranet -based applications that query the database to answer the
most frequently asked questions. Creating a report can be as
simple as "point and click" when the applications themselves
perform the actual database query.
Easier Applications Deployment
•Human Resources: Manage payroll, time keeping, personnel,
and benefits electronically on a government-wide basis, not
agency by agency. Also track training and professional credits
in the same way.
•Purchasing: Use standardized and easy-to-develop electronic
forms to handle routing, approval, processing, and payment.
•Emergency Services: Maintain specific local information for
community initiatives. Also integrate community-specific
information with data from other departments, such as
transportation, public works, social services, probation and
parole, and motor vehicles.
•When citizens or customers can get the information and forms
they need on their own, government employees have more
time to address complex problems.
These application transitions have caused a similar transition in
the network environment, such that the network traffic will be
dramatically altered.
In such a dynamic environment, the Transport Network both LAN
and WAN must support high-speed transmission to satisfy the
response time requirements of the applications. Given the
growing trend of traditional as well as new applications to send
large quantities of burst-oriented data from LANs across the WAN,
the network must now be able to provide high-capacity bandwidth
on demand.
Strategic Technology Plan | 56
58
Item 1.
Digital Government and Enterprise Architecture
Evolution of the Enterprise Architecture
Intranet Web Services Systems Integration
Data as we know it today is usually completely different in every
single system we use. Each software system has its own database
and internal “business logic” that means nothing to an external
system. Because of this, we have to go to a lot of work in order to
translate the data into either a common format, or to another
form that the external system will understand. This translation
layer can be very difficult to implement as well as time consuming
(re: processor intensive) depending on the technology being used.
Since there are so many distinct systems in use today, this data
translation layer has become more important in the integration of
the various criminal justice systems. That is what WEB services
and the intranet protocol XML (eXtensible Markup Language) is all
about.
Web services use standard Internet protocols and data formats to
extend a component-based programming model across the Web.
HTTP (the method used today by Microsoft Internet Explorer) is
used to access Web services, which are Web-based components
and applications built on four core technologies: XML; Simple
Object Access Protocol (SOAP); Web Services Description
Language (WSDL); and Universal Description, Discovery, and
Integration (UDDI).
XML, a self-describing tag-based language, is the foundation of the
Web services architecture. Its main value lies in the fact that it is a
platform-independent data-transport mechanism. SOAP is an XML
grammar that specifies how data and commands are sent
between applications. WSDL is another XML syntax that
applications can use to query one another about the names and
properties of the Web services that they support. UDDI is a
directory mechanism for Web services that fills a role much like
Active Directory's (AD's) role on a LAN. UDDI lets a Web services
application dynamically discover available Web services that it can
use.
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Item 1.
Digital Government and Enterprise Architecture
Evolution of the Enterprise Architecture
Intranet Web Services Systems Integration
WEB service and XML makes it possible to easily share data
with anyone. This can be accomplished by a translation layer
at each agencies system. While conceptually not much
different than today’s method of data transformation, XML
makes this process very easy to implement as well as very fast.
An XSLT (or XML Stylesheet Transformation) is an XML
document that maintains a data mapping scheme to
transform one set of data into another. Each agency wishing to
share data with another simply needs to publish their schema
so that the other agencies will understand their data. XML
allows data from any database to be described in a universal
format irrespective of vendor.
Architecture Strengths Weaknesses
Mainframes/
Minicomputers
Simple architectural solution
Maximum systems management and
control
Response times dependent upon system
usage
Unappealing user interface
Proprietary solution
High backlogs
High maintenance and supporting
resource costs
Client/Server Scalability
Openness
Maximum response time and
performance
Appealing graphical user interface
Solves some weaknesses of mainframe
Can be a complex solution
Can put a high demand upon network
bandwidth.
Web Services Leverages best of both mainframe and
client/server systems
Reduced operating costs
Improved communications
More efficient forms delivery
Simplified report generation
Easier applications deployment
Evolving technology
Some municipal application vendors have
fully implemented the architecture
Strategic Technology Plan | 58
60
Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Enterprise Resource Planning
The integrated suite of applications provided by the ERP comprise
the Applications Architecture for the City’s Administrative
operations. They have been used by government over the years,
operating in mainframe, client/server and now operating over
Web Services architectures. The ERPs consist of an integrated
suite of applications, as illustrated here.
These applications address the specific Architecture functions and
have been developed by software vendors to encompass the
Business and Information Architecture elements specified by NIST.
The extensive development effort provided by the software
vendors address many of the complex issues that the EA defines,
and it provides the City with a defined architecture.
Alternatively, the City would define and develop all of the
functional applications in a common platform, such as Microsoft
SharePoint. However, an internal development approach will
require the City to expend extensive time and resources in
developing and supporting an Information Architecture. In an
environment of limited resources, especially within a municipal IT
Department, it is not recommended that substantial resources be
dedicated in this manner.
It is important to note that some, limited applications
development resources will be needed in an architecture
dominated by commercial, off-the-shelf (COTS) applications; these
systems will meet most, but not all of the specific functional
systems needs of the City. To close these gaps, typically in areas
such as GIS, document search, integrated web applications, and
systems interfaces, applications development will be needed.
The applications provide integrated process with e-commerce
features to replace the existing paper routing process for functions
such as: vendor interaction, bidding, requisitions, approvals,
purchase order generation, fixed asset/inventory logging and
accounts payable. Human Resource modules provide for applicant
tracking, and payroll and personnel functions such as salary
negotiations, step/range tables and pension processing. Systems
currently available on the market today provide functions such as
those described in the table below.Strategic Technology Plan | 59
61
Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Function Description/Components
Executive Management Provide the ability for viewing overall and departmental actual budget status in an easy-to-use and easy to manipulate “dashboard” format.
Finance & Accounting General Ledger:Provide displays and drill-downs. Allow the ability to track projects and grants across multiple fiscal years with an automated link to the general ledger
chart of accounts.
Budget:Allow the creation of the budget by using your current year’s fiscal information as a starting point. Allow the ability to perform what if analysis by departments
or Citywide. Allow to link personnel details to budgeted line items and associate items, such as a computer and a desk for new employees.
Purchasing (including Bid Management, Requisitions, and Contracts Management):Allow user access to enter requisitions with full access to available vendors,
commodities, budget balances, and frequently requested items and automatically notify all approvers by e-mail. Elimination of paper routing should be key allowing
purchasing staff to view all approvals and any attachments, and with one step can convert requisitions into purchase orders and encumber the funds. The system
should allow for Purchase Orders to be sent to the vendor via hardcopy, e-mail, or fax. When the item arrives, the system should automatically notify Accounts
Payable. Additionally, all items purchased from certain accounts or over the fixed asset dollar threshold should automatically create a Fixed Asset record and place it in
a file for review with all associated purchasing and accounts payable information.
Fixed Assets:Track all information for depreciation costs to post to the General Ledger and adhere to GASB reporting requirements.
Accounts Receivable/Cash Receipting:Track all payments made to the City, and provide for a single collection point for all cash receipts from peripheral systems,e.g.,
Parks & Recreation, Courts. This single collection point should allow citizens utilizing self-service to see all financial transactions they have with the City, and make a
single payment to close them out.
Treasury:Allow for tracking and management of financial assets of the City.
Accounts Payable:Allow payment of existing encumbrances by choosing a purchase order, having the details default, and adjust any differences. Any new invoices
should be easily added to the system and charge to the appropriate accounts.
Human Resources Applicant Tracking:Accept job applications over the Internet, from a kiosk, or by completing a traditional application. The system should allow applicants to open
positions as a link on the City's web site and allow applicants to enter their own information on a web application form with an attached resume. Allow departments
can review, creation of an applicant database, run reports, and track interview information. Once hired, all information from the applicant’s record should flow
through the system to create the base for their employee file without any need for staff to re-enter the information.
Personnel:Given the proper security, allow personnel to have access to all the information they need to know about an employee. This will facilitate their ability to
answer employee or supervisor questions regarding absences, training, certifications, and emergency contact information. Personnel would also include:
Strategic Technology Plan | 60
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Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Function Description/Components
Human Resources Position Control: Allow to account and identify all the budgeted positions within the City. It should provide information on the number of Full Time Equivalents
(FTEs) assigned to positions, and a description of the duties. The system should allow the ability to track the details regarding the positions and the personnel
who held them.
Personnel Budgeting and Projections: Allow the ability to create the next year’s budget allowing increasing employee salaries for the rest of the current year.
Along with the salaries, the system should allow the addition of fringe benefits so all information is considered. The system should allow salary projections to be
done using an existing employee or a group of employees attached to a salary schedule and allow the calculation using percentage, dollar amount, or both, an
increase or decrease to those employees’ schedules, and provide a series of reports.
Payroll:Allow setting up the parameters of the pay run and timecard entry, as well as calculating and running reports. In addition, allow exceptions-based payroll
reporting so as to allow efficient default all of your employees’ time and pay run information, leaving only the entry of personnel information who have worked
outside the typical scope of their jobs.
Employee Expense Reimbursement:Allow employees to electronically submit expenses for reimbursement. This should interface to payroll for payments. Features
may include receipt image submission using a phone application.
Benefits:Track and manage benefits information for staff, allowing for adjustments allowed.
Employee Reviews:Provide a workflow for performing reviews, including templates and supervisory approval, and reporting on uncompleted reviews.
Training:Track training and certification requirements for each position, with expirations. Allow for notification of employee and supervisor prior to expiration. Allow
for the tracking of training and certifications taken by employees, with imaging and attachment of verifying documentation.
Employee Self-Service:Allow access to all employees with a convenient web site so they can access their own employment information –anytime, anywhere. Either
over the City Intranet, or from home over the Internet, the employees should have secure access to their payroll and personnel information through a web browser
interface.
Community Development Electronic Plan Review:Provide real-time review of detailed plans and regulatory documents with online examination, markup, commenting, electronic stamping and
signature of plans, architectural drawings or licenses. Compare updated plans side by side or as an overlay to easily identify proposed changes.
Licenses:Provide licensing management capabilities that utilize industry standards and templates for license type (e.g., business, occupational) and best practices
workflow.
Permits:Provide ability to complete a commercial or residential building permit and keep multiple departments informed in real time. Ability to configure workflow
from application to issuance of a Certificate of Occupancy, including ability to route task lists and alerts, perform fee calculations, track collections.
Strategic Technology Plan | 61
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Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Function Description/Components
Community Development Inspections:Provide Inspectors with real-time access to information, including list of inspections for the day, routing, current plans, historic permits, Code details, GIS,
zoning and enforcement data.
Code Enforcement:Provide Code Enforcement officers with the ability to create and manage cases, including attaching pictures, drawings or sketches, notes, video
and sound files. Provide officers with real-time access to information, including daily job list, routing, current plans, historic permits, Code details, GIS, zoning and
enforcement data. Ability to track/update status, communicate status and violations to citizens.
Citizen Self-Service:Provide citizens with Web-based capability to submit plans, permit applications and fee payments, schedule inspections, and submit complaints.
Field Mobility:Provide inspectors and code enforcement officers with the ability to manage cases and results for inspections using their mobile device. Ability to
schedule inspections, plan routes and attach notes and photos. Provide store-and-forward capability for low/no connectivity areas.
Citizen Relationship Management Citizen Relationship Management (CRM) solutions are designed to provide a single issues management database. The database contains all City issues and is available
for use by all key City departments. Furthermore, it would be integrated with other key City systems, such as GIS, Utility Billing and Code Enforcement, so the
maintenance of the data would be seamless and not require additional effort by department. Whether the issue was captured by a call center or by another
department, all issues would be maintained in this single database for reference by any department.
The CRM software solution must include address validation. Since the key for nearly all issues is the location of the issue, the system must capture accurate location
information to ensure field coordinators, inspectors, monitors, etc. can locate the problem. Also, address validation is essential for identifying if the issue has already
been input and is being addressed.
The CRM software needs to be integrated with the core operational systems of the City. At a minimum, bi-directional interfaces should be implemented to:
Community Services service request/work order management system.
Code Enforcement application.
The CRM solution should include the capability to extend the CRM system to the City web. Citizens should be able to input issues and check status via the Internet.
Internet access allows citizens to be “self-served” anytime from any Internet capable computer. It should also include address validation and prompting for the closest
addresses found. The citizen should be notified of status via email as an option. Given the availability to access GIS over the Internet, the system might also link the
citizen to GIS to locate the street, intersection or specific address.
Strategic Technology Plan | 62
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Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Function Description/Components
Asset Management Asset Tracking:Ability to enter, track and manage City assets, including attributes, cost, value (considering depreciation), location and maintenance history.
Work Orders: Ability to issue work orders for installation, repair, replacement, or preventative maintenance. Ability to turn service orders into work orders. Ability to
track performance against work orders, including time and resources used, and mark completed.
Fleet:The system should allow tracking how much it costs to maintain equipment and vehicles. The system should allow the tracking of all costs associated to a service
order for any vehicle or equipment serviced by the City. The orders should integrate with the inventory system to pull from the existing stock in warehouse inventory
to complete routine maintenance or scheduled maintenance. Costs must be integrated to the general ledger so that the user can generate reports on items that are
overdue for maintenance as well as the total costs associated with a specific item.
Inventory:This function should be fully integrated with the general ledger, purchasing, and service request/work order system.
Field Mobility:Manage work orders, establish calendars. Provide field personnel direct access to this functionality.
Utility Billing Premises and Customer Accounts:Setup accounts, premises and owners, person responsible for the account. Add/change individuals, services, deposits.
Meters:Inventory and track meters, order installations, track readings.
Rate Structures:Ability to create and manage rate structures.
Billing, Payments & Collections, Adjustments:Control billings, payment recognition, collection processing, adjustments, mailings, delinquency notices.
Citizen Self-Service:Provide utility clients with web-based access to their utility account for real-time information, including: billings, payments, and consumption
history. Also provide for credit card payments.
Service Requests & Field Mobility:Manage service orders, establish calendars, cut-off-lists, assign on/off fees. Provide field personnel direct access to this
functionality.
Strategic Technology Plan | 63
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Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Electronic Document Management Systems
Electronic Document Management Systems (EDMS) provide an
automated approach for controlling document-based information.
These systems organize and manage collections of information in
the form of electronic objects and provide access within
workgroups and across the organization. EDMS is a combination of
five components: Document Management, Imaging, Electronic
Forms, Content Management and Workflow. These can be
grouped into Imaging, Document Management and Content
Management Applications.
Electronic document management (EDMS) software constitutes a
set of services for organizing electronic documents; managing
content; enabling secure access to documents and unstructured
data; routing documents and automating related tasks; and
facilitating document distribution. Core EDMS functionality
includes library services (check-in/check-out, version control, and
document-level security); cross-repository searching; common
system administration; and unified system management.
Recent product introductions point to an increased leverage of
Web technologies and standards (HTML, XML); the addition of
Web publishing and enhanced information retrieval capabilities,
and support for managing documents at a granular, component
level. The EDMS market is in transition as core library services and
repositories become commodities. The leading EDMS vendors—
DOCUMENTUM, FileNet, and Laserfiche, and Microsoft SharePoint
—continue to morph their products into content management or
knowledge management solutions.
Selection Guidelines
Application focus, implementation scale, and scope are general
considerations in selecting EDMS software. In addition, the City
should look for EDMS vendors that comply with industry standards
and that have direct expertise in their business applications and
specific industry or that have partnerships with system integrators
who have that expertise.
Other decisions in selecting EDMS software include the following:
The document management product's interfaces with the City’s
application infrastructure (e.g., ERP, Public Safety Systems).
Strategic Technology Plan | 64
66
Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Geographic Information Systems (GIS)
Understanding basic application architecture, relationships between
integrated municipal applications and the component interfaces required
to support GIS solutions provides a foundation for understanding
distributed GIS applications which would be implemented in the City. The
GIS can serve as a primary integrating database which ties all of the
operational departments as shown to the right.
The Client Server GIS Architecture combines a variety of closely integrated
applications to establish a fully supported system solution.
Environmental Health
Metadata
Server
Fire Police
Police
Planning
Traffic Solid Waste
Water
Embedded UserCasual User
Public UsersDepartmental Users
Local
Data
Edit /
Update
Business
Critical
Apps .
Enterprise Repository
Enterprise
Data
Warehouse
QA/QC
Insert/
Extract
IMS Internet
Publishing/Access/Shared Apps .
Desktop User
Desktop GIS GIS ViewerWeb Browser
Strategic Technology Plan | 65
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Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Geographic Information Systems (GIS)
The Integrated GIS architecture can be configured in three tiers:
Client Tier
•PC workstations that provide user access to the GIS System.
•The Workstation displays and controls application processes,
which could be running X-emulation software, Windows
terminals, or Web browser clients.
•Client functions include general spatial query and analysis
studies, simple map production tools for general users and
commercial map productions for professional users, general-
purpose query and analysis operations, and spatial data
maintenance.
•In single tier architectures the client application server and
desktop user workstation may be the same platform
Application Tier
•Application servers that handle application processing.
•GIS applications are supported within the distributed
configuration by hardware platforms that execute the GIS
functions. This tier supports access to the database tier and
Web transaction servers that provide transaction-based map
products to Intranet and Internet browser clients
•GIS applications can provide interfaces to custom business
solutions that support specific business needs such as the
permitting and inspections systems. End users do not require
geographic expertise and use applications to support standard
business functions
•The application server processes all spatial and attributes data
requests received from the GIS client application. A transaction
request is prepared by the GIS application client and sent to
the server for processing. The server process completes the
transaction query to the database server and returns the
response back to the client for processing. There is no
requirement in this configuration to map the database server
disk to the GIS client.
Strategic Technology Plan | 66
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Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Geographic Information Systems (GIS)
•The server can also provide a communication interface between
the City’s applications and an Internet Web server.
•In a two-tier architecture, the application server and central data
server may be on the same platform
•In a centralized solution, application servers can be UNIX or
Windows NT platforms that provide host-computing services to a
number of GIS clients.
Database Tier
•Servers that house the supporting database.
•The GIS System relational database is the central repository for
storing all of the City’s spatial and attribute data into a single
standard commercial DBMS such as Oracle or MS SQL server.
•Interacts with the application server for displaying, retrieving,
and analyzing data, and generating maps and reports.
Integrated Database
(Virtual)
Enterprise Data
Warehouse
Department 1
Edit Transactions
Department 1
Database
Department 2
Database Department 2
Edit Transactions
Department 3
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s
Retrieve Layers/Attributes
Insert Authorized Updates/Synchronize
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Strategic Technology Plan | 67
69
Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Public Safety Systems
The combined CAD (Computer Aided Dispatch) and Records
Management Systems comprise the City’s Public Safety
Applications Architecture. The CAD system is the system that
processes and initiates an incident. This system integrates
internally with the E911 telecommunications system and provides
call details such as the name and address of a caller so that the
proper unit can be dispatched. Additionally, this is the application
used to send information about the particular circumstances of
the incident to the police officer. Data flows from the CAD system
to the RMS where all of the necessary details are then stored if a
report is ultimately required.
The RMS (Records Management System) contains all of the data
from the numerous types of reports that any law enforcement
agency must deal with. These reports which are primarily entered
by field patrol officers might include an incident report, a booking
sheet or arrest report, a witness statement or any other relevant
report.
From here, data must be shared with several other internal and
external applications. If an incident generated a report that
requires further investigation by a detective, then the information
would be sent to the Case Management System where the
detective could maintain a collection of reports and other data
that may be pertinent to an ongoing investigation that may
include numerous different incidents.
Institutions/
Businesses
Persons
Vehicles
Linkage Details
Linkage Details
Linkage Details
Charges/Summons
Event
Offense /
Occurrence
Addresses
Arrests
Stolen
Property
Narrative Text Details Follow-Ups Conclusion Block
Narrative Text Narrative TextMissing Persons
Sudden Death
Seized/Towed
Stolen Vehicle
B&E MO
Fraud Doc
Sobriety Test
Use of Force
Victim Assistance
Family Crisis
Strategic Technology Plan | 68
70
Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Public Safety Systems
Data from the RMS would also be shared with the Crime Analysis
System so that an analyst could determine crime patterns and
trends as well as report all crime data to the FBI. The RMS’s
Property Management System is yet another component of the
RMS that tracks of the chain of evidence of a given incident or
crime. It too receives data from the RMS but can also exchange
data with the detective case management as well as externally
with the DA’s CMS.
The RMS would also need to send data to the Jail’s JMS (Jail
Management System) anytime a person is arrested and booked
into the jail. The Department of corrections (DOC) RMS sends data
to both the RMS and the DA’s CMS whenever a change occurs in a
given individuals incarceration status.
The Jail needs to share data with four different external agencies.
Its own JMS contains all of the functionality that it requires such as
reports, accounting, commissary information, purchasing, etc. It
initially receives data from the Police RMS which is typically
contained in a booking report. From there, the Jail must process
the arrestee into their system. This involves taking information
from the booking report and then integrating that data with that
from other sources. DOC RMS is queried to obtain a record of any
prior convictions or periods of incarceration. It is also important to
obtain any public health data on the prisoner since this individual
is now under the full care of the government. This information is
obtained from the Health Department and included in the
individual’s record.
The Jail is closely tied to the Court since the Court will ultimately
decide the disposition of the arrestee. The flow of data between
the Jail and Court is a two-way link since they need to share
information on the status of the prisoner and schedule court
dates. When the case has been decided, the Court will notify the
Jail to remand custody of the individual to the DOC, keep the
prisoner in custody for a set period of time or release the prisoner.
Strategic Technology Plan | 69
71
Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Public Safety Systems
In addition to facilitating the Intra-and Inter-agency information
flow, the entry of reports electronically can yield a multitude of
benefits. These can include:
•Clerical: Since the officer would be directly linked into the
system, he/she would not need to maintain a paper trail of
data and there would be no need to have anyone else enter
data.
•Errors: By using an on-line real-time access to the central
database the incidence of errors would be significantly
reduced. Since the system would give the officer immediate
feedback, errors would be reduced. It is possible that the
significant personnel savings would offset the acquisition and
maintenance of the system.
•Costs: In the short run, this option is costly. However, when
one calculates the savings over five years for reduced
dispatchers, reduced clerical work due to less redundant data
entry, less redundant statistical tracking, and fewer corrections
required in data entry.
•Redundancy: This approach provides the least amount of
redundant or duplicated data entry and database
maintenance.
•Dispatchers: This is the only viable system that would allow
officers to inquire directly into NCIC or other databases
without having to tie up a dispatcher on voice communication
and database searching. Currently, the officer has to call the
dispatcher and the dispatcher has to enter the query into a
system (while the officer is waiting for a response) and then
the dispatcher has to call the officer, and the officer has to
write the data onto paper for future reference. With a direct
linkage the officer could key into a the database without the
assistance of a dispatcher and then immediately retrieve data
(without waiting and wasting time) and then have the data
directly entered into his/her incident database or word
processing document or printed immediately on the portable
car based printer. The unique advantage of this technology
would reduce the need for additional dispatchers/data clerks
on every shift.
Strategic Technology Plan | 70
72
Item 1.
Digital Government and Enterprise Architecture
City Applications Architectures
Public Safety Systems
•Delay in data entry: If data were entered directly, there would
be no need for extra clerical assistance to enter data.
•Feedback: This is the only option which provides on-line real-
time feedback. Thus if an officer keys the wrong code for an
incident he/she can correct his/her error before it gets logged
or posted to the system incorrectly.
•User Satisfaction: This would probably give the officers the
highest user satisfaction.
•Statute Statistics: Since this technology will provide for the full
access to the tables of codes, officers would not have to carry
books to identify codes.
•Audit Trail: Since the system would provide immediate recall
and validation of data, this electronic audit trail would
minimize or eliminate much of the paper capturing of data.
•Training: Since this approach would have the required Statutes
data elements already imbedded in the system, the officer's
learning curve would be significantly reduced.
In summary, the new integrated systems will provide the police
with the ability to come closer to the “paperless” agency ideal. For
example, a more effective incident entry and case management
process would include key elements such as:
•Electronic Report Capture (Notebooks and Desktop
Workstations)
•Electronic Supervisor Report Review
•Automated Case Assignment, with Supervisor Override
•Automated Assignment of Solvability Factors
•Automatic Report Distribution, with Logging
•Electronic Report Distribution to Outside Agencies
•Imaging Capture of Non-System Generated Documents and
Photographs
Strategic Technology Plan | 71
73
Item 1.
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Item 1.
August 30, 2021 1 of 3
INFORMATION TECHOLOGY (IT) DIRECTOR
SUMMARY
Plans, designs, coordinates, directs, and reviews the information technology related activities
and operations of the City's IT Department. This position defines and implements IT policies and
procedures in accordance with industry best practices. The position p rovides highly responsible
and complex administrative, strategic and technical counsel to the City Manager, City Council
and Technology Governance Committee. Coordinates activities with other City departments,
divisions and outside agencies. Work is performed with considerable independence under the
general supervision of the City Manager.
ESSENTIAL JOB FUNCTIONS
1. Leads the IT Department in fostering innovation, planning projects, and organizing and
negotiating the allocation of resources. Develops business case justifications and
cost/benefit analyses for IT spending and initiatives.
2. Advises the City Management and Technology Governance Committee in the
development of strategies, policies, and action plans for the introduction of new
technology and services for City departments and citizens to achieve the City strategic
goals.
3. Advises the City Management and Technology Governance Committee on the risks
associated with projects, identifies technical resource availability, and assists with
prioritizing potential projects.
4. Establishes IT Department goals, objectives, plans and budgets to implement the
technology strategy and successfully complete projects.
5. Directs and coordinates with other City departments and divisions, outside agencies,
vendors and consultants the implementation and support of technology solutions.
6. Develops and implements policies, procedures and security standards to ensure
integrity and security of City information systems, mitigate cyber-attacks and risks,
strengthen defenses, and reduce vulnerabilities.
7. Formulates and implements business continuity and disaster recovery plans.
8. Establishes and maintains direct, regular written and in -person communications with
the City Manager, Division Heads, and end users regarding pertinent IT activities.
9. Manages IT staff, including recruitment, supervision, scheduling, development,
evaluation, and disciplinary actions.
10. Oversees and assists the Network Engineer and Systems Administrator with installation,
configuration, administration and troubleshooting of critical components of the City IT
infrastructure. Resolves Help Desk tickets related to same (remotely and onsite at
different locations).
11. Coordinates and responds to urgent after-hours system issues and user requests,
including on weekends as needed; using remote (telecommuting) means when possible.
12. Performs other duties related to the position as required.
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Item 1.
August 30, 2021 2 of 3
REQUIRED QUALIFICATIONS
Equivalent to a Bachelor's degree in business or public administration, computer science
or a related field.
Six years of increasingly responsible experience in information services and
telecommunications administration, including at least three years of increasingly
responsible supervisory experience.
Valid Driver’s License.
DESIRED QUALIFICATIONS
Equivalent to a Master’s degree in business or public administration, computer science
or a related field.
Experience providing IT services in a local government setting.
Certification in the project management or information technology field.
KNOWLEDGE, SKILLS, AND ABILITIES
Knowledge of computer hardware, software and telecommunications capabilities,
including future trends, integration of products, and their applicability to the
organization.
Knowledge of e-government practices and principles, including technology, security and
privacy issues.
Knowledge of strategic planning and policy development.
Knowledge of municipal organizational structure, functions and operations, principles
and practices of municipal government budget preparation and administration.
Knowledge of principles and practices of organization, administration and personnel
management.
Knowledge and skills to install, configure, administer and troubleshoot physical and virtual
servers, specialized network appliances, storage, firewalls, routers, wireless networks, group
policies, DNS and DHCP services, certificates, firewall rules, web and email filtering, databases,
multi-factor authentication, endpoint protection, VPN and WAN connections, remote access,
backup policies, IS monitoring.
Skills to analyze problems, identify alternative solutions, project consequences of
proposed actions and implement recommendations in support of goals.
Skills to analyze, interpret, summarize and present administrative and technical
information and data in an effective manner to both technical and non-technical staff.
Skills to develop plans, proposals, policies, and strategies involving the use of
technology.
Skills to evaluate and develop improvements in operations, procedures, policies, or
methods.
Skills to supervise, train and evaluate assigned staff.
Skills to prepare and administer municipal department budget.
Ability to plan, organize, assign, and coordinate the activities of the department in a
manner conducive to full performance and high morale.
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Item 1.
August 30, 2021 3 of 3
Ability to identify and respond to public and City staff issues and concerns.
Ability to deal constructively with conflict and develop a consensus.
Ability to establish and maintain cooperative working relationships with those contacted
in the course of work including the general public, staff, employees, committee
members, and public officials.
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Item 1.
CITY COUNCIL WORK SESSION
AGENDA SECTION WORK SESSION ITEMS
MEETING DATE 9/7/21
ITEM: Joint Agreement and Contract Between the City of Columbia Heights and the City of Hilltop for
Rental Licensing Services
DEPARTMENT: Fire BY/DATE: Charles Thompson, 9/7/21
CITY STRATEGY: (please indicate areas that apply by adding a bold “X” in front of the selected text below)
_Safe Community _Diverse, Welcoming “Small-Town” Feel
_Economic Strength X Excellent Housing/Neighborhoods
_Equity and Affordability _Strong Infrastructure/Public Services
_Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population
BACKGROUND:
In the fall of 2020, Hilltop city representatives approached the fire chief with a proposal to hire the CHFD to
conduct property maintenance inspections in designated Hilltop rental properties. The Fire Chief consulted
with City Manager Kelli Bourgeois for direction in proceeding with the proposal. Finance Director Joe Kloiber
aided in determining cost factors with the assumption of these additional duties. Once finalized, rates for
providing this service and additional project details were presented to the Hilltop City Attorney, who then
brought them before the Hilltop City Council for evaluation.
ANALYSIS:
The proposed scope of service covers 11 properties in Hilltop, comprising 130 dwelling units. Properties
included are 4 duplexes and 7 multi-unit buildings ranging from 16 to 23 units.
Management judges that the time required of the inspectors and the Assistant Chief for the proposed services
can be completed within the current budgeted hours for those positions, through a combination of using
hours available under the existing workload and/or prioritizing the proposed activity over other activities.
Management judges that the proposed services will require increasing the budgeted hours for the Clerk Typist
II assigned to the current city of Columbia Heights licensing program. $15,000 of program revenue would fund
approximately 10 more hours per week for the position, above the existing 20 hours per week currently
budgeted.
In the 2022 Fire Department budget, the Fire Chief proposed expanding the Clerk Typist II from a 20 -hour
position to a fulltime position. This proposal was based on the assumption that the City of Columbia Heights
and the City of Hilltop would enter into an agreement for the Fire Department to provide the City of Hilltop
with Property Maintenance Services. Additionally, this expansion is to keep pace with the accelerating
inspections program, which has resulted in a sharp increase in required administrative time of the Clerk Typist
II to date.
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Item 2.
City of Columbia Heights - Council Letter Page 2
CONCLUSION:
The City of Hilltop reviewed the rental license proposal from Columbia Heights at the August 16, 2021 City
Council meeting. The Council approved the proposal from Columbia Heights, as well as adopting the fee
schedule put forth by the City of Columbia Heights.
RECOMMENDATIONS:
Staff recommends the City Council enter into a joint agreement and contract between the City of Columbia
Heights and the City of Hilltop for rental licensing services.
ATTACHMENT(S):
Joint Agreement and Contract between the City of Columbia Heights and the City of Hilltop for Rental
Licensing Services.
79
Item 2.
RESOLUTION NO. 2021-71
A resolution of the City Council for the City of Columbia Heights, Minnesota,
WHEREAS, Hilltop is desirous of contracting with Columbia Heights for the performance of
various services within the municipality related to enforcement of Hilltop’s rental licensing
ordinance to include;
WHEREAS, Columbia Heights Fire Department presently provides rental licensing services in
Columbia Heights; and,
WHEREAS, Columbia Heights, by and through the Columbia Heights Fire Department, is
agreeable to rendering services on the terms and conditions hereinafter set forth.
THEREFORE, in consideration of the covenants herein contained , the parties hereto agree as
follows: Enter into a joint agreement and contract between the City of Columbia Heights and
the City of Hilltop for rental licensing services.
IN WITNESS WHEREOF, the parties have duly executed this Agreement by their duly authorized
officers and caused their respective seals to be hereunto affixed.
Passed this _________ day of ______________________, 2021
Offered by:
Seconded by:
Roll Call:
Amáda Márquez Simula, Mayor
Attest:
Kelli J. Bourgeois, City Manager
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Item 2.
1
JOINT AGREEMENT AND CONTRACT
BETWEEN THE CITY OF COLUMBIA HEIGHTS
AND THE CITY OF HILLTOP
FOR RENTAL LICENSING SERVICES
This agreement made and entered into by and between the City of Columbia Heights,
hereinafter referred to as “Columbia Heights” and the City of Hilltop, hereinafter referred to as
“Hilltop;”
WITNESSETH:
WHEREAS, Hilltop is desirous of contracting with Columbia Heights for the
performance of various services within the Municipality related to enforcement of Hilltop’s
rental licensing ordinance to include;
WHEREAS, Columbia Heights Fire Department presently provides rental licensing
services in Columbia Heights; and,
WHEREAS, Columbia Heights, by and through the Columbia Heights Fire Department,
is agreeable to rendering services on the terms and conditions hereinafter set forth.
THEREFORE, in consideration of the covenants herein contained, the parties hereto
agree as follows:
SECTION I
That during the term of the agreement, Columbia Heights by and through its Fire
Department, shall furnish rental licensing services to Hilltop to the same extent as is afforded to
Columbia Heights by the Fire Department of Columbia Heights, with some administrative
differences as provided herein.
SECTION II
That Columbia Heights Fire Department shall provide the required enforcement and
administration of Hilltop’s currently adopted Rental Housing Regulations and Licensing
Ordinance, work in conjunction with the Columbia Heights Police Department to enforce the
Crime Free Housing Program contained within the Rental Housing Regulations and Licensing,
and represent Hilltop as its Rental Inspector.
SECTION III
This section is set forth to clarify the responsibilities of Hilltop and Columbia Heights
and to establish procedures for performing Residential Rental Housing inspection services.
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Item 2.
2
A. Responsibility of Hilltop:
1. Administer the Residential Rental Housing Program.
2. Complete all periodic reports and government surveys.
3. Prosecute all violations, by and through its City Attorney, as it deems necessary and
appropriate.
4. Provide Residential Rental Housing Regulation and Licensing Ordinance
information to citizens and/or refer citizens to the Columbia Heights Fire
Department for complaints and additional information.
B. Responsibility of Columbia Heights:
1. Perform all on-site inspections required for Rental Housing Regulation and
Licensing Ordinance enforcement.
2. Bill licensees for established license fees and other program charges, collect
payment, and remit collected fees and charges to Hilltop.
3. Provide inspection reports, accounting reports, and other information for the
permanent records kept by Hilltop.
4. Assist in all Rental Housing Regulation and Licensing Ordinance prosecutions
and/or with the fire department’s time, testimony as required, and records and
provide nuisance abatement services related to rental properties for Hilltop.
5. Respond to citizen inquiries and provide education to residents related to Rental
Housing Regulation and Licensing Ordinance enforcement.
6. Investigate rental complaints as requested by Hilltop.
7. Recommend updating of Rental Housing Regulation and Licensing Ordinances.
8. Represent Hilltop as its Rental Inspector.
9. Serve as authority to administer and enforce the Rental Housing Regulation and
Licensing Ordinance.
10. Provide Hilltop with timely reports as reasonably requested by Hilltop which include
but are not limited to; a monthly summary of the inspections performed.
11. Assist Hilltop on City Rental Housing Regulation and Licensing Ordinance related
issues.
12. Attend City Council Meetings, as requested, to discuss issues related to the Rental
Housing Regulation and Licensing Ordinance, rental inspections, and program
administration.
13. Columbia Heights shall be responsible for maintenance of required or appropriate
certification and continuing education as Rental Inspector under the laws of the
State of Minnesota and shall be responsible for supplying any and all technical
manuals and reference materials.
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Item 2.
3
14. Columbia Heights shall provide, at its sole expense, all necessary equipment,
vehicles and supplies to carry out its obligations under this agreement.
SECTION IV
That as for compensation for these contracted services, Hilltop shall pay to Columbia
Heights for rental licensing services as described the amount of $15,000 covering the period
corresponding thereto.
SECTION V
That the contract is for a one-year term commencing September 1, 2021. This Agreement
shall remain in force and effect from the effective date of service for a period of one year (the
“initial term”). Following the initial term, this agreement shall automatically renew for
subsequent one-year terms, with a compensation increase of the base fee and annual inflation on
the base fee equal to the inflation factor in the Fire Fighting and Emergency Medical Services
contract with Hilltop, unless either party gives written notice to the other party at least sixty (60)
days prior to the expiration of the initial term. Should substantial and material changes in
conditions occur which are beyond the control of either Columbia Heights or Hilltop, Hilltop and
Columbia Heights agree to good faith renegotiations of the Contract terms. Should substantial or
material changes occur such that performance by Columbia Heights or Hilltop becomes
impossible, then this Agreement can be terminated by Columbia Heights or Hilltop upon sixty
(60) days’ written notice by either city and remit to Hilltop a prorated amount of the contract fee.
SECTION VI
That Hilltop shall pay the contract compensation in full upon commencement of the
contract.
Payment made after the due date shall bear interest at the rate of 8% on the delinquent
balance until paid.
SECTION VII
That Hilltop shall indemnify Columbia Heights and hold it harmless from all claims,
actions, suits, proceedings, costs, expenses, damages, and liabilities arising out of rental licensing
services furnished by Columbia Heights to Hilltop. However, such indemnification liability of
Hilltop to Columbia Heights shall specifically exclude workers’ compensation claims, motor
vehicle no-fault claims (PIP), health and medical care costs for Columbia Heights employees.
Hilltop has obtained insurance coverage from LMCIT to cover this contractual liability.
Hilltop’s liability to Columbia Heights shall be limited to the coverage afforded by this insurance
policy, except that the $10,000.00 deductible provision of the policy shall not apply to Hilltop’s
responsibility to indemnify Columbia Heights. Hilltop shall name Columbia Heights as a
certificate holder on said insurance policy, and the policy shall bear a provision that requires that
83
Item 2.
4
insurer give Columbia Heights not less than thirty (30) days’ written notice of termination,
cancellation, or any change in coverage under the policy. The cancellation provision may not
bear a disclaimer limiting the obligation of the insurer to only “endeavor” to give notice and may
not contain a disclaimer that the insurer shall bear no responsibility by failing to provide such
notice.
Columbia Heights shall have the right to examine and inspect any policies of insurance
issued to cover Hilltop’s contractual liability established by this Agreement, including the first
policy to be issued hereunder. Columbia Heights shall further have the right to demand
reasonable assurances from Hilltop’s insurers that Hilltop’s insurers will not attempt to invalidate
the indemnity provisions of the contract.
Hilltop agrees to use its best efforts to maintain the same or similar liability insurance
during the term of this Agreement.
This Agreement to indemnify and hold harmless does not constitute a waiver by either
Columbia Heights or Hilltop of limitations on liability provided by Minnesota Statutes, Chapter
466.
SECTION XI
Notwithstanding any provision herein to the contrary, in the event that Hilltop fails to
maintain and furnish to Columbia Heights required policies of insurance as satisfactory to
Columbia Heights or if Hilltop’s insurer fails to provide the assurances required, Columbia
Heights may at any time during the term of this Agreement terminate this Agreement effective
upon sixty (60) days’ written notice to Hilltop.
SECTION XII
Columbia Heights and Hilltop agree to resolve all disputes among them arising from this
Agreement by arbitration and without the time and expense associated with court proceedings,
pursuant to the terms of the Minnesota Arbitration Act, Minnesota Statutes Chapter 572, et seq.,
and in agreeing to refrain from bringing suit against each other for the duration of this
Agreement, the arbitration established by this Agreement shall be conducted according to the
rules of the American Arbitration Association.
84
Item 2.
5
IN WITNESS WHEREOF, the parties have duly executed this Agreement by their duly
authorized officers and caused their respective seals to be hereunto affixed.
Dated this ___________ day of ____________________________, 20__.
Approved as to form: CITY OF COLUMBIA HEIGHTS
A Municipal Corporation
By _______________________________ By ________________________________
Jim Hoeft, City Attorney Amáda Márquez Simula, Mayor
For Columbia Heights
and ________________________________
Kelli J. Bourgeois, City Manager
Approved as to form: CITY OF HILLTOP
A Municipal Corporation
By _______________________________ By ________________________________
Peggy Larkin, City Attorney Terry Wiggin, Mayor
For Hilltop
and ________________________________
Ruth Nelsen, City Clerk
85
Item 2.
CITY COUNCIL WORK SESSION
AGENDA SECTION WORK SESSION ITEMS
MEETING DATE SEPTEMBER 7, 2021
ITEM: 2021 - 2025 Infrastructure Projects
DEPARTMENT: Various BY/DATE: Kelli Bourgeois, Kevin Hansen, Joe Kloiber,
Aaron Chirpich / September 3, 2021
CITY STRATEGY: (please indicate areas that apply by adding a bold “X” in front of the selected text below)
_Safe Community _Diverse, Welcoming “Small-Town” Feel
X Economic Strength _Excellent Housing/Neighborhoods
_Equity and Affordability X Strong Infrastructure/Public Services
X Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population
BACKGROUND:
With the City Hall project shell now under construction, and final plans reconstituted for the interior buildout
for an early 2022 bid letting, staff has prepared a list of other capital projects either under development or
that may be considered by the Council to initiate development.
ANALYSIS/CONCLUSIONS: The following projects are listed in year of construction and have project funding,
including any grant funding listed in ( ):
2022
1. Zone 6 and 7 Street Rehabilitation program:
This will conclude three iterations of our Street Zone Rehabilitation program. Zone 6 is south of 44th to 40th
Avenue and west of Central; Zone 7 is 40th to 37th Avenues and west of Central Avenue and west of
University Avenue. The scope of work includes mill and overlay and full depth reclamation. Funding
includes assessments and the City of Columbia Heights infrastructure and utility funds. It is estimated that
the City’s share is $375,000.
Current site layout attached
2022 Construction
2. Sanitary Sewer Rehabilitation:
As part of the Alatus / City Hall development, a portion of the sanitary sewer must be upsized from 8 -inch
to 12-inch sewer main on Central Avenue and on Gould Avenue. In addition, with the development along
Central Avenue, the sanitary mains should be lined and manholes replaced or repaired to extend their
useful life. The overall project is estimated at $1.2 million and will be funded by the ARPA or American
Rescue Plan funds (Federal).
2022 Construction
39th to 44th Avenues
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Item 3.
City of Columbia Heights - Council Letter Page 2
3. Sanitary Sewer Rehabilitation:
As part of the proposed redevelopment of the former HyVee site, the mainline sanitary sewer serving this
area must be upsized from 8-inch to 12 and 15 inch diameter along 44th Avenue to provide sufficient
capacity for future development. The estimated project cost is $2.5 million and will be funded through
Development TIF and ARPA funds.
Proposed site layout attached
2022 and/or 2023 Construction
4. Water Main Clean and Line or Replacement Program:
As part of the proposed reconstruction of 37 th Avenue from Central Avenue to Stinson Boulevard, City
utilities were evaluated for condition. The water main from Central Avenue to Lincoln Street should either
be replaced or lined. Due to the history of water main breaks and the extensive underground ut ilities, this
segment will be structurally lined. The project has initiated final design with a January 2022 bid date.
Current site layout attached
2022 Construction
5. Van Buren Parking Ramp (Fairview Ramp) Major Maintenance:
Based on the parking ramp analysis conducted by the City in 2018, the ramp is due for major maintenance
including: lighting replacement (LED), rebar/concrete repair, elevator repair, security upgrades, floor
coating on upper deck(s). The estimated cost of the work is $485,000, with funding provided through the
downtown maintenance fund.
2022 Construction
2023
6. 37th Avenue Reconstruction from Central Avenue to Stinson Boulevard (Regional Solicitation):
This project has moved from the 30% design phase to final design. Grant funding supports up to $7 million
of the estimated $9.8 million dollar (total) project. This was a joint application with the City of
Minneapolis. The City of Columbia Heights share is estimated to be $1.2 - $1.5 million total, depending on
other grant applications.
Current site layout attached
2023 Construction
Funding will be provided by a combination of assessments, State Aid, Infrastructure, Utility and
other City funds.
7. 53rd Avenue Traffic Improvements from Central Avenue to Medtronic/Target west entrances (HSIP):
This project has begun preliminary surveying and site layout approvals. The grant funding supports
$731,000 of a $980,000 dollar project. This is a joint project with the City of Fridley. The City of Columbia
Heights share is estimated at $180,000.
Current site layout attached
2023 Construction
Funding will be provided by a combination of assessments, State Aid and Utility funds.
87
Item 3.
City of Columbia Heights - Council Letter Page 3
8. 53rd Avenue Trail and Roadway Improvement from Medtronic to University Avenue (LRIP):
(Staff was informed in July of this year that this project received funding).
This project has just been awarded. The grant funding supports $1,255,000 of a $2,300,000 dollar project.
This is a joint project with the City of Fridley. The City of Columbia Heights share is estimated at $525,000.
The project will be jointly designed and administered by both Cities .
Application site layout attached
2023 Construction
Funding will be provided by a combination of assessments, State Aid and Utility funds.
2024
1. 49th Avenue Area sidewalks (SRTS):
This project was awarded Safe Routes to School (SRTS) funding in 2020 for 2024 construction. Based on
pedestrian studies serving the schools along 49th Avenue, safety improvements including sidewalks,
crosswalks and signage are included. The project will require a Joint Powers Agreement with the City of
Hilltop. The grant funds $485,000 of the $610,000 estimated project cost.
Current site layout attached
2024 Construction
2. 44th Avenue Rehabilitation – Central to University Avenues:
This project was originally scheduled in two phases for 2021 and 2022 construction, but was delayed due
to the redevelopment of the former HyVee site. Work would include storm sewer rehab, curb and gutter
repairs, pedestrian ramps and a mill and overlay. The estimated project cost of $630,000 would be funded
by assessments and City funds (infrastructure and utility). Depending on the development timeline, it may
make sense to construct the west half (Jefferson to University) with the Sanitary sewer project.
2024 Construction
Funding will be provided by a combination of assessments, State Aid and Utility funds.
3. Water Main Clean and Line or Replacement Program:
As part of the water main rehabilitation program, water main in the SE quadrant has been evaluated for
condition. The water main on both Pierce and Lincoln Streets should either be replaced or lined. Due to
the history of water main breaks, these segments will be replaced or structurally lined. The project is
planned to follow the 37th Avenue reconstruction.
Current site layout attached
2024 or 2025 Construction
Funding provided by the Water Construction Fund
FUTURE PROJECTS FOR CONSIDERATION:
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Item 3.
City of Columbia Heights - Council Letter Page 4
1. Concrete Alley Rehabilitation Program:
The City of Columbia Heights has just over 17 miles of alleys, 7 miles of bituminous and 10 miles of
concrete construction. Major rehab work was first conducted in 1999 with the completion (previously
gravel) or the reconstruction of 15 alley segments (by block). The policy the Council established at that
time was that new or fully reconstructed alleys would be constructed of concrete. Many alley segments
are deteriorating at an accelerated pace. Staff has been providing patching, or thin overlays to extend
their life – really on the premise to buy some time until full reconstruction.
Two subsequent cycles of alley reconstruction have occurred – one in 2014 and the other in in 2020, with
each reconstructing three alley segments. The last update in 2019/20 to the City’s Street Rehabilitation
Program provided that three alley segments would be reconstructed on a 4 -year repeating cycle, with the
next programmed for 2024.
Due to the growing list of alleys in poor to near failing condition, an expanded alley reconstruction
program could be considered. Staff would propose five alleys per year in 2024 and 2025. Based on 2020
bid pricing, construction costs are calculated at $195,000 per alley. Five alleys with 3% inflation are
estimated to cost $1,065,500 (each year). The annual cost share between assessments and City funding
would be:
$479,500 assessments
$586,000 City funds
For years 2024 and 2025 staff would recommend funding the City share with excess City Hall funding
sources and Refuse Fund Balance, respectively.
2. Municipal Service Center Master Plan:
Attached is a draft of the Municipal Service Center Master Plan. The plan looks at the existing staffing and
equipment, and how we use the building. An analysis of the condition was also conducted considering how
we use the building and referencing in dustry standards. The condition analysis examined the structural
and functional components of the building including the roof, the main floor structural, the building
exterior and walls, overall accessibility, and mechanical and electrical components of the building and yard
area including the fueling station.
The narrative report is in draft format for review, and a review of building siting and orientation is on -
going.
Estimated cost: $12 -$15 million (range)
Internal funding sources (partial)
Internal loan (partial)
Bonding (partial)
3. Park Redevelopment:
The City of Columbia Heights owns and maintains 15 parks, ranging in size from ‘pocket’ parks at several
thousand square feet such as Gateway Park to the City’s largest park, Huset Park at 30 acres. Be ginning in
2008, the City has fully or partially redeveloped six parks including; Sullivan Lake, Silver Lake Beach, Huset
89
Item 3.
City of Columbia Heights - Council Letter Page 5
West (partial), Ramsdell, LaBelle, Keyes and Silver Lake Boat Landing. Funding has been provided through
Park Development funds, City funds and grants. The park development fund currently has a near zero
balance, with Wargo Court scheduled for 2022, following completion of the Master Plan.
In 2019, the Park and Recreation Commission completed a park inventory and Parks CIP. In 2021, st aff
updated the CIP to reflect current costs – copy attached.
In the past 12 years, $4,700,000 has been invested in the redevelopment of City Parks identified above. As
our Park Development fund is nearly depleted, other funding sources need to be identi fied to complete
the redevelopment of the parks system. 2021 estimated construction costs are $7.5 million, plus design, to
complete the remaining parks.
Park CIP – 2021 Update
Funding Option: Bonding for Park Redevelopment Construction
Park Development Fund: Architectural costs
4. Murzyn Hall Expansion/Renovations:
Murzyn Hall was originally constructed under the WPA in the late 1930’s , completed in 1939. The last
major addition was completed in 1986 consisting of adding the bar and lounge area, moving the kitchen
and other areas. In 2008, Honeywell provided HVAC system updates, improved the building envelope with
doors and windows, and re-roofed as part of their contracted services, which ended in 2017.
Murzyn Hall is a vital community resource and conside red by many as a “community center,” but beyond
the main hall and rooms for rental, community services are limited to senior and recreation programming
and services. More traditional common community center facilities include an indoor play area, fitness
center, indoor courts (such as pickle ball) or aquatic features.
Due to the age of the building, known deficiencies such as the main hall floor, and daily or ongoing repairs,
staff recommends the following:
Conduct a facility assessment with a cost estimate
Conduct a community survey to gage interest and support
Funding Option: Bonding based on facility recommendations
5. Street Rehabilitation Program (continuation):
The work in Zones 6 & 7 in 2022 completed 3 cycles of an ongoing program for preserving and extending
the life of city streets. Due to the large projects described herein and other work on our State Aid system,
the annual program will need to be suspended until State Aid funds are sufficiently available to continue
supporting the work, or additional funding is provided to support the City cost share. Currently staff
projects that State Aid funds will be available in 2026 or 2027 to restart our Street Zone p rogram.
STAFF RECOMMENDATION: None – informational update.
90
Item 3.
City of Columbia Heights - Council Letter Page 6
ATTACHMENT(S):
Site Layouts
MSC Master Plan – draft
Parks CIP
Project Funding Summary Listing
91
Item 3.
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PROFT PL
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TITLE
LEGEND
Mill and Overlay
Street
Feasibility Study
City of
Columbia Heights
ZONE 6 AND ZONE 7
FEASIBILITY STUDY
FOR
2022 CONSTRUCTION
(T
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4
7
)
®CITY OF COLUMBIA HEIGHTS
GIS / ENGINEERING DEPT
Map Date:
Map Author:
March 2021
K Young
(T
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6
5
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92
Item 3.
93
Item 3.
37th Avenue Watermain Replacement
Water Valve
Water Main
Open Trench (2021)
Open Trench (2022)
Pipe Burst (2022)
Home Service Lines
Fire Hydrants
94
Item 3.
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LEGEND
95
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LEGEND
96
Item 3.
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SAFE ROUTES TO SCHOOL
CITY OF COLUMBIA HEIGHTS, MN
49th Avenue Area Improvements
APRIL 2020
R
COLUMBIA
HEIGHTS
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VIEW
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49TH AVENUE NE
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LEGEND
SIDEWALK
PAVEMENT
CONCRETE PEDESTRIAN RAMP
CROSSWALK PAVEMENT MARKINGS
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VAN BUREN
JACKSON
CENTRAL AVE. NE
ULYSSES ST
PL
CITY OF MINNEAPOLIS
COURT
WARGO
OSTRANDER PARK
2005
Map Name: 20201214_WaterSystem_MainReplacement_11x17.mxd
WATER SYSTEM MAIN REPLACEMENT2021-2023
Map Date: December 14, 2020
0 290 580 870145
Feet
1:3,903
1 inch = 325 feet
Map Sources - Columbia Heights:Public W orksEngineeringGIS
Legend
Valves
!(Hydrant Lead Valves
!(Main Valves
2021 Water Main Replacement - 2,400 Ft.
2022 Water Main Replacement Pierce & Lincoln - 1,200 Ft.
2022 Water Main Replacement 37th - Buchanan to Polk - 1,000 Ft.
2022 Water Main Replacement 37th - Central to Polk - 1,000 Ft.
2023 No Water Main Replacement
Future Water Main Replacement Needs - 39,281 Ft.
Lined Water Main
Water Main
Water Pressure Zone
City Limits
Right of Way
²
2022Extend Lincoln St. NEWatermain to loop system
102
Item 3.
PREPARED BY:
OERTEL ARCHITECTS, Ltd.
1795 St. Clair Avenue
St. Paul, MN 55105
(651) 696-5186
www.oertelarchitects.com
1795 St. Clair Avenue, St. Paul, MN
(651) 696-5186 x 303
COLUMBIA HEIGHTS
MUNICIPAL SERVICE CENTER
MASTER PLAN
103
Item 3.
August 30, 2021 DRAFT
Mr. Kevin Hanson, Public Works Director
City of Columbia Heights
637 38th Ave NE, Columbia Heights MN 55421
Columbia Heights, MN 55421
RE: CITY OF COLUMBIA HEIGHTS MUNICIPAL SERVICE CENTER ASSESSMENT
INTRODUCTION
In March 2021, our firm was hired to perform an assessment of the Municipal Service Center by the City of
Columbia Heights. Our firm has met with staff, toured and reviewed the facility, prepared a space needs
program, developed planning options, and prepared this report.
As part of this report, we have included a project budget estimates for potential planning option
components. Please note that the costs indicated herein are based on current and past costs for similar
projects. Since our firm plans and designs numerous similar projects each year, we have a good reference
point of current and prevailing costs. This includes not only estimated construction costs but related
project costs as well, so that the city can better understand the full scope and cost of a project.
The results of this study are included herein and summarized in a brief format. This includes the following:
Basis of Assessment
Overview of existing conditions
Summary of Space Needs
Project Cost Estimates / Budget
Master Plan Options – two sites (graphic format)
Space Needs Program (as an attachment)
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Item 3.
TABLE OF CONTENTS
BASIS OF ASSESSMENT ................................................................................................................................. 4
POPULATION GROWTH ............................................................................................................................ 4
STAFFING .................................................................................................................................................. 4
FLEET MAKE-UP ........................................................................................................................................ 5
LANE MILE DEMAND ................................................................................................................................ 5
CURRENT INDUSTRY DESIGN STANDARDS .............................................................................................. 6
ON-SITE TOURS AND STAFF INTERVIEWS ................................................................................................ 6
METHODOLOGY ........................................................................................................................................ 6
EXISTING SITE AND FACILITY EVALUATION ................................................................................................. 6
Accessibility Issues .................................................................................................................................... 7
Office Area ................................................................................................................................................ 8
Vehicle Maintenance Area ........................................................................................................................ 9
Vehicle Storage Area ............................................................................................................................... 11
Main Building Façade .............................................................................................................................. 12
Mechanical and Electrical ....................................................................................................................... 13
Yard Area ................................................................................................................................................. 13
Security and Control................................................................................................................................ 16
BUILDING OPTIONS .................................................................................................................................... 16
COST PROJECTIONS AND BUDGETS ........................................................................................................... 17
CONCLUSION ................................................................................................. Error! Bookmark not defined.
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Item 3.
BASIS OF ASSESSMENT
The assessment of the facility was based on an evaluation of past, current, and future operations using the
following general criteria:
Population Growth
Staff/Fleet/Facility Make-Up
Current Industry Design Standards
On-Site Tours and Staff Interviews
POPULATION GROWTH
Columbia Heights is a built-out inner-ring suburb of Minneapolis. The 2010 Census lists the population at
19,496 and the 2020 Census lists the population at 21,973 which shows a 1.27% annual growth.
STAFFING
The current staffing breakdown is as follows:
Streets and Parks = 15
Utilities = 8
Urban Forestry = 1
Mechanics = 2
Administration = 2
Refuse = 1
Seasonal = 12-15
Engineering/ PW Director = 1 (4 moving to the new City Hall, PW Director to remain)
Facilities Maintenance = 0 (one FT and four PT moving to the new City Hall)
Total:
Full time staff = 33
Seasonal 10-12
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Item 3.
SITE / ZONING
The current site is zoned Public Land and Open Space which automatically permits publicly owned and
operated facilities. The adjacent SACA building land is zoned Industrial which permits a government
maintenance facility. The setback requirements between the two zones are slightly different, but unlikely to
be a cause for re-zoning. The setbacks are shown on the proposed site plans.
The site size, including the existing building lot, SACA lot, and the yard lot totals 4.94 acres. To accommodate
all the programmed elements, the ideal site would be a minimum of 7.56 acres. The tightness of the site
would require compromises to be made. If the three properties on the south side of 38th Avenue NE are
available for purchase, which would add .75 acres to the site for a total of 5.69 acres. Still not ideal, but closer.
FLEET MAKE-UP
The city has a fleet of vehicles and equipment that ranges from small park equipment such as lawn mowers, to
road vehicles such as departmental pick-ups, to large equipment such as excavators and large tandems for
snow removal. The Public Works facilities store all vehicles and equipment specifically used for streets, parks
utilities, engineering, signs and lighting, urban forestry, building maintenance and refuse departmental
activities.
For storage purposes, we have divided the equipment into three primary categories: Large, medium and
small. Large pieces of equipment include the single and tandem axle trucks used for snow removal and
material hauling, large construction implements (excavator and loader), and other specialized maintenance
vehicles (vactor truck, sweepers, bucket trucks, etc.). Small sized vehicles range from standard size pick-up
trucks to any small specialized implements, such as skid steers (Bobcats), mowers, floor scrubbers, etc.
Medium sized vehicles include the equipment in-between, rollers, sweepers, augers, ect. The large pieces are
typically the items that have the highest initial capital investment. They also are typically the vehicles that
require the most amount of day to day maintenance. Because of this investment level, it is critical that they
be stored securely and in heated areas to reduce wear and prolong the use and value of the city’s investment.
The medium or smaller pieces are generally the easiest to service, and therefore often vary greatly in terms of
age, condition, etc. However, they are also easier to resell and purchase new as these pieces have a lower
initial capital investment. Vehicles such as pick-up trucks serve a similar work purpose to the larger trucks,
and therefore should also be stored indoors. Some pieces are seasonal and can be stored within non-
tempered storage facilities such as mowers, or outside such as trailers. A city’s vehicle fleet is the group of
tools in which the city personnel provide the essential services to its residents. These tools are a large
expenditure / investment made by city leadership on behalf of the residents and needs to be protected and
maintained to provide the best possible return on that investment.
LANE MILE DEMAND
Approximate lane miles = 132
The City of Columbia Heights is an inner-ring developed suburb with little lane mile growth expected.
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Item 3.
CURRENT INDUSTRY DESIGN STANDARDS
As a firm, we have completed over 50 studies and 40 public works related buildings in the last ten years. Over
this time, we have refined and adapted our programming spread sheet using practical “real-world” examples
from across Minnesota. This program is used to provide a “snapshot” of how the facility compares to others
in terms of site area, building size, fleet size, building services, and general layout.
ON-SITE TOURS AND STAFF INTERVIEWS
In our mind, the most critical part of any building needs analysis is staff interviews. Learning what is currently
working well and what isn’t working populate a list of potential needs but also are indicative of underlying
operational practices and philosophies. These conversations are critical to discovering and working through
departmental synergies and conflicts and identifying alternate options for perceived problems. Some or most
of the strategies discussed in this report have been shaped and informed by these meetings.
METHODOLOGY
The process for this study project is condensed into the following steps:
1. Project Kick-off meeting and Information Gathering
2. Existing Facility Site and Building Photo documentation
3. Existing Facility Written Evaluation
4. Building Program Development
5. Building and Site Expansion Options
6. Project Cost Estimate Development
7. Draft Report Development and Review
8. Final Report
EXISTING SITE AND FACILITY EVALUATION
Based on on-site reviews and discussions with staff, the following items were identified as key items for
inclusion in a future facility. Please note that these items also involve a combination of immediate space
needs and space needs projected for the next ten or more years. The basis for this is a combination of
elements such as improved productivity, the need for more space, minimizing double-handling, safety,
building codes, OSHA, and related items.
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Item 3.
Accessibility Issues
The main entry to the office area is not accessible as there is no
elevator to reach the office mezzanine level. Previously a
handicapped person would enter the break room on the main level
and use the designated phone to call the front desk for help.
Currently, due to covid restrictions, there is a ‘Do Not Enter’ sign
on the break room door. Additionally, the main offices and entire
engineering department are housed on the inaccessible mezzanine
level.
On the main level, the restrooms do not meet current accessibility
code. The accessible stalls are 6” too narrow, and there are no
ambulatory stalls as required by code. The mirrors and accessories
are mounting too high, out of allowable reach range. The adjacent
locker rooms have no accessible benches with required 20” depth
and backs. Due to the accessibility issues and the size limitations,
the restrooms should be remodeled and expanded.
A majority of door hardware on all levels have door knobs vs levers
and should be replaced.
Stair handrails do not have the proper 12” extension at the top and
bottom, or the continuation at the switchback. The handrails
should be replace.
The flammable materials room is adequately sized, with spill
protection, but the curb for protection negates the accessibility of
the room. The room should be relocated to the lower level where
a recessed slab could be installed.
Storage areas have been created where possible, but with limited
space, the configuration of a few storage areas is too narrow to be
accessible, as in the adjacent photo with a 20” access space to
storage goods.
No accessible access to office area
Stair handrails not code compliant
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Item 3.
Office Area
The reception area has no view of the exterior front door, and no security from visitors arriving at the front
desk. The waiting area has a non-functional seating area and no space for coats or lockers for visitors or office
staff other than in the unsecured stairway. The offices and cubicles are overcrowded, with files, storage,
printers, ect on every surface eliminating any communal space to review plans or a project, or have a small
meeting. With the impending move of the Engineering Department and Refuse Coordinator to the new City
Hall, space can be reallocated for more efficient work space, but the amount of current office space remains
less than needed for remaining staff.
Currently, the only conference room space is also shared by the engineering department for work spaces and
the fitness room. The varied uses do not allow for any scheduling overlap and therefore limit the usefulness of
any of the occupancies. The spaces need to be separated and enclosed for best use.
The current size of the lunchroom does not allow for the entire staff to utilize simultaneously. This has led to
multiple break area spaces being created in work areas, using space that should allocated for equipment and
limiting the interaction amongst the staff. The breakroom size should be increased to accommodate 40
people +/- to allow for all fulltime staff plus space for part-timers and/or future additional employees.
Figure 2Storage not accessible due to narrow width Figure 1Chemical room not accessible due to curb
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Item 3.
Vehicle Maintenance Area (Main Floor)
The vehicle maintenance area is on the main level, which is a
supported floor level that was not designed for the current
large vehicles utilized by the department. The floor was
repaired in 2005 and reinforced in 2013, but at only two of
the three work bays, leaving one work bay, the welding bay
and the wash bay unusable by large vehicles. Also, the drive
lane was not reinforced to allow for backing out of the
maintenance bays, thus large vehicles need to back all the
way out of the overhead door. For this reason, large vehicles
such as fire trucks, have scheduled maintenance during
months when work can be performed outside, which does not
work for unscheduled maintenance. This also creates a safety
hazard if a driver is not aware of, or not paying attention to,
the limited ‘safe’ area for the larger vehicles. Further reinforcing the slab for use by all vehicles was estimated
in 2010 by Stork Twin City Testing to cost $700,000 to $900,000. Construction cost increases would put this at
$950,000 to $1,250,000 in 2021 dollars.
The concrete floor was tested in 2010 by Stork Twin City Testing Corporation. Their findings, in addition to the
capacity issues noted previously, Chloride Ion testing indicated increased potential for corrosion of the
structural reinforcing steel. Widespread concrete delaminations were also noted, mainly along beam lines and
at the overhead door entries. Corrective measures at the time included concrete topside delamination repair,
replacement of deteriorated reinforcing steel, underside concrete repair or replacement, and a new traffic
coating. The recommended repairs were estimated to last 10-15 years which puts the slab in the timeframe
for complete replacement in 2025.
The concrete columns on both the lower and main levels have been patched and repaired multiple times over
the life of the building. And while the concrete has been patched, significantly deteriorated rebar had been
exposed. With the tight parking areas, the columns are bumped frequently and may have lost some structural
integrity. If the building remains in use, an updated structural analysis should be performed on the columns,
beams and supported slab.
Figure Vehicle Maintanance
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Item 3.
Due to the amount of equipment serviced from this shop, the number of repair bays is substantially less than
industry standard. Three large vehicle bays, two small vehicle
bays and a welding/small engine repair area should be
accommodated to serve the amount of equipment maintained
by the department and provide standard working space for the
mechanics. The existing stalls are sized for small to medium
size vehicles. The bays are 28’ deep while the larger plow
trucks, when outfitted, are 31+’ long. To allow for walking and
working space, the vehicles stick out in the drive lane creating a
hazard for the mechanics and for other drivers.
Due to the column lines, shifting the drive lane is not possible.
The clear height to structure is also less than recommended. A
20’ clear height to structure allows for a crane, above a truck
on a lift. The existing maintenance area has a clear to structure
height of 16’ which limits the ability to fully lift a truck box for
maintenance.
There is a wash bay at the end of the maintenance bays, on the
supported level. This stall is no longer utilized for a wash bay due to the area drain and the limited floor
structure. This type of drain does not allow for sand to settle out of the waste water, flows into the drain, and
clogs the drain. A ring was situated around the drain to minimize sand particles from entering the drain but
has not proven to be effective.
Ideally, the maintenance area would be on a slab on grade
area. The lower level of the building was reviewed for a
relocated maintenance area but the lower level of the
building has only a 14’ clear to structure height, which
would further limit the vehicles to be serviced. As a
priority, a new maintenance and wash bay area should be
constructed.
Wash bay on elevated slab - no trench drain for cleanout
Vehicle Maint - unused exhaust system
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Item 3.
Vehicle Storage Area (Lower Level)
The vehicle storage areas are challenging for public works
vehicles. The multi-story design utilizes columns that are
not optimally spaced for turning radii of the public works
vehicles. The columns have a 20’ spacing, where-as a
large vehicle such as plow trucks need 16’-18’ width for
parking. The additional space is utilized by small
equipment where possible, but in other cases is simply
wasted space. Medium vehicles such as an F350 need a
12’ wide parking stall. Again, additional space is used for
small equipment, but each bay can only house one
vehicle. In the summer, plow trucks are parked double
deep, requiring double handling if needed, but in the
winter, the trucks need additional space due to the front
plows.
The existing building is unsprinklered. This met building code at the time of construction, but does not meet
current code. Any addition to the building will need to be sprinklered and depending on the amount of work,
could require a retrofit of the entire building to be protected.
Several vehicles and pieces of equipment are stored in the cold buildings in the yard area. As current code
does not allow for commercial vehicles to be stored in
unsprinklered buildings without floor drains, this
equipment should be accounted for in additional new
vehicle storage space. Additional space will also minimize
double/triple handling of equipment creating efficiency in
work flow.
Due to a lack of space, the current wash bays are used for
vehicle storage limiting the use of the wash bays. Also,
having two bay without a center dividing wall minimizes
the use as two bays as the operators would be
spraying/overspraying at each other if both were in use.
Also, note the condition of the column in the wash bay
photo. Due to the lack of space, and need for tight turns
and backing large vehicles, the columns have been hit by vehicles numerous times, with column maintenance
and repainting happening regularly. As mentioned above, new wash bays should be included with new
maintenance bays.
Double deep vehicle parking
Wash bay double wide with column but no dividing wall
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Item 3.
The brine making and storage currently happens inside the vehicle storage area. Due to the corrosive nature
of the materials, this function to be relocated to an enclosed concrete space, minimizing salty air and salt
drainage in the main vehicle area.
Main Building Façade (Exterior)
The main structure consists of two levels plus a
mezzanine. The exterior is single wythe cmu, with
concrete columns and floor structure, and concrete
double T roof. With the exterior cmu, there is no
existing insulation, or air barrier, as required by
current energy code. The majority of the cmu is a
break-off block style. Many of the break-off blocks
have edges that have chipped off. The chips
themselves are not a structural issue, but the chips
have allowed moisture into the block causing
additional deterioration of areas, particularly along
the east façade. The cmu has been painted which
traps moisture in the block and is likely causing
peeling paint as seen in the adjacent photo, and
adding to or causing additional deterioration. In
2005, 30% of the existing cmu were replaced due to
deterioration. If left as-is, the deterioration will
continue and block will again need to be replaced.
Alternatively, the exterior could have an insulated
metal panel cladding added, with a weather barrier
to protect the cmu. The additional thickness of the
panel would require extensive work window and
door openings, and at the parapet.
The existing windows are single pane and well past their expected life span. Replacing the windows at the
time of additional cladding is recommended.
The roof was replaced in 2005 with an asphalt built-up roof. In 2018, Central Roofing Company provided an
inspection report with maintenance recommendations which would add 5-10 years of life to the roof. With
that maintenance, the life span of the roof is now 2-7 years. The cost of a new roof should be accounted for at
the time of a major renovation if that is the option selected.
Exterior masonry with step cracks
Exterior - east elevation
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Item 3.
Mechanical and Electrical
See attached reports from Paulson and Clark Engineers for analysis of existing hvac, electrical and plumbing
systems.
Yard Area
The small existing stormwater retainage area east of
the cold storage building overflows during large rains
and does not meet the requirements of the Mississippi
WMO. If greater than one acre is disturbed for a
construction project, the requirements will need to be
met, which include:
· Rate control: Maintain existing
discharges rates for the 2, 10, and 100-
year Atlas 14 rainfall events.
· Water Quality/Volume control: 1.1
inches from the new and fully
reconstructed impervious surfaces.
o Using infiltration BMPs are the
preferred option, or filtration
practices can be used if there are
poor soils on the site.
If needed, the area in the NE corner of the yard will likely be used for retention and/or infiltration. Soil
borings will be needed prior to full design as soil contamination in this area is likely and infiltration may
not be possible.
There is an existing watermain under the main building. If the building is to be demolished, the watermain
must be relocated out of any new construction area. The main does at minimum feed the public works
facility, but more investigation will be needed to verify if other properties are also served to ensure
continued service.
There is a considerable amount of stockpiling of materials on the back of the site, including plows and pipe
which would benefit from a covered storage arrangement. The current condition uses no concrete barriers
and is not on any type of slab. This result is washing out of the materials and potential contamination to the
surrounding site. To meet state and federal regulations, a solution to this is to include tall (8’-0” – 10’-0”)
heavy duty concrete bins with an overhead cover to avoid washout and spillage
Attachments stored outside - provide cover for longevity
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Item 3.
The salt/sand storage building is a pole barn structure with
a plywood interior liner and metal panel exterior. The size
has been sufficient for the current needs. With the vast
amount of salt, the exterior metal panels should be
reviewed annually for signs of deterioration.
The west cold storage building is a pole barn structure
with racking and a small mezzanine for storage. There is
also a small office for the public recycling area to the
north. If the recycling area is relocated, a small office will
need to be accommodated in the new location. This
building is currently for storage of lumber, city
decorations, and parks materials.
The east cold storage building houses currently houses a
few utilities vehicles which per current building code
should be storage in a space with a fire suppression
system and floor drains.
The fuel island is currently accessible to the immediate
east of the main building. Due to the age of the island and
the lack of a canopy, the equipment is significantly
weathered. The exposure of the island also leads to vapor
lock of the pumps. The below ground tanks are the oldest
fuel tanks in the Metro area, they are out of compliance
for monitoring, and with the combined issues,
replacement of the tanks will be required and a full
replacement of the system is recommended. A full
replacement will also provide options to relocate the
island if a larger redesign project is selected. the
relocation of the entire island may be recommended if a
new location creates a better use of the site. The island
should remain outside of the gated yard area to allow
access for other City employees.
Staff parking is also located at both the east and south
sides of the main building. The amount of staff parking is
adequate for full time employees, but the three guest
parking spaces are often not adequate. Interdepartmental
meetings, pre-bid or project kick-off meetings, and
summer temp staff overload the current parking areas.
Salt storage
Cold storage - east, with vehicles
Original fuel island
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Item 3.
The area for residential recycling is just north of the 6,400 s.f. cold storage building. The space for recycling
receptacles is crowded and limits the vehicles that can be serviced at one time. The receptacle area should be
20% larger than existing, maintain a small office space adjacent for the employee access, and maintain a drive-
through layout as exists currently.
Recycling area
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Item 3.
Security and Control
In the past ten years, security and access control have become extremely important items relative to a
municipal maintenance / public works campus. We have worked with multiple agencies on improvements in
this area of concern relative to their existing facilities. The topic involves both the protection of assets and of
people.
The following are our comments relative to this matter:
1. The cold storage building is currently secure with locked doors at all times, but the gate is manual. An
automatic gate would save time and ensure the gate was closed after each use.
2. The yard area is fenced with a gate. The gate is open during working hours, and has allowed for
instances of vandalism and has provided cover for access to the adjoining auto lot for theft. Thus,
maintaining a fenced yard area is a must. The addition of a card readered automatic gate that could
remain locked is recommended to reduce vandalism and theft.
3. The main building doors are currently left unlocked during the work day. Due to the location of the
reception area on the mezzanine and having several doors into the vehicle areas, visitors can roam
much of the building without being noticed. This becomes a safety issue for staff as well as visitors.
Providing card access at perimeter doors will limit guests from entering the building unfettered as well
as allow for simple access for staff. The card system also allows for the ability to know who is in the
building after hours and ability to lock out personnel no longer on staff, including seasonal staff. The
doors could also remain locked during the day when most staff is off site, with access by key card
when returning to the building.
4. Due to lack of exhaust systems, some overhead doors are left open during the day during acceptable
weather. With an open gate, this creates easy access to city equipment.
5. There are four existing security cameras on the main building. The camera clarity is low end and
should be upgraded as well as adding cameras for the yard gate and fuel island areas.
BUILDING OPTIONS
As with any building project, there are a number of factors “beyond the numbers” that need to be considered.
Cost considerations, building code, energy code, site limitations, construction staging, structural limitations,
and operational efficiencies all play a large role in dictating how a new building or buildings should be
configured. The design team worked through multiple options in an attempt to balance current needs and
future growth within the limitations of the existing site.
A set of graphic plan layouts for the site and building are included after this summary.
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Item 3.
COST PROJECTIONS AND BUDGETS
An executive summary of potential costs related to the scenarios discussed is included within the
attachments. These budget estimates are based on current costs known for the year 2021. Over the last year,
construction cost has increase 16%+/- due to in large part to supply chain issues. It is expected that costs will
continue to grow, but likely at a rate of 5-6% per year over the next few years. Consequently, it is advised that
a cost increase be added to the budgets or costs based on the expected or anticipated start of the project.
The existing site has potential earthwork cost implications due to unknown allowable soil bearing conditions
and possible soil contamination. Soil borings should be performed on site prior to a final confirmation of a
project estimate.
CONCLUSION
Due to limited office space, lack of vehicle storage space, security issues, accessibility issues, structural floor
issues, exterior cmu issues, electrical capacity issues, condition of roof, age of fuel island, ect, the existing
Municipal Service Center building is past it’s useful life. Providing a new campus masterplan will allow for
better use of the site by acquiring the SACA building land and the parking lot to the NE of the site. Even with
those additional properties, the total site size is smaller than recommended for the building, storage, parking,
bone yard and ponding required, so compromises will need to be made unless additional property is acquired.
ATTACHMENTS:
A. Two Concept Site and Building Plans
B. Building Program
C. Current Fleet Breakdown
D. Cost Estimate
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Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
Address: 637 38th Avenue N.E.
Columbia Heights, MN, 55421
Building Description: The original building was constructed in 1971. The building has a lower
level, main level, and second level. The building is approximately
53,000sf. The building underwent a significant renovation in 2005.
This renovation included a new electrical service and HVAC upgrades.
Date of Observation: April 27, 2021
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Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 2 of 11
ELECTRICAL SYSTEMS & OBSERVATIONS
Lighting
1. The office area was lit with mostly fluorescent T8 lights with acrylic lens and micro cube
louvers. They appeared to be in fair to poor condition.
2. The upper level Vehicle Area was served by Fluorescent High Bay fixtures. The fixtures
appeared to be in fair condition.
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Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 3 of 11
3. The lower level Vehicle Area was served by Fluorescent High Bay fixtures. The fixtures
appeared to be in fair condition.
4. There was no exterior egress lighting observed.
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Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 4 of 11
5. Egress and exit lighting appeared to be deficient. A more comprehensive review of
exit/egress lighting should be performed and upgraded as required.
6. There is a limited amount of exterior building lighting. Most appear to be HID and
appear in fair condition.
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Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 5 of 11
Power
1. Service was fed overhead from pole mounted transformers down to the basement into
The Main Switchboard.
2. The Main Switchboard is a 1200A, 120/208V, 3-phase, 4-wire manufactured by AMP in
2006. The switchboard has a 1200A Bolted Pressure Switch main. The switch board has
a digital meter (Shark #100) installed. The max current rating recorded was 330A. The
switchboard has a means of switching of to generator power to back up the entire
building.
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INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 6 of 11
3. The main level is served by (3) panelboards. (2) are Eaton Panelboards from 2005, (1) is
an older GE panelboard. The panels have no spare capacity left tin them. The LB
serving the new panels may be a code violation.
4. The Lower level is served by (2) panelboards. (1) is an Eaton Panelboard from 2005, (1)
is an older FPE panelboard. The panels have no spare capacity left tin them.
136
Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 7 of 11
5. Some original electrical equipment is still being utilized in the basement. It was
manufactured by Federal Pacific and is poor condition.
6. The roof has a panelboard Manufactured by Eaton in 2006. The panelboard appeared in
good condition.
7. Receptacles located throughout building are minimal and are in poor shape. All
receptacles locate in garages are now required to be GFCI protected.
137
Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 8 of 11
8. The facility has a Cummins generator and transfer switch which is wired to back up the
entire facility.
Fire alarm
1. Existing system was a Gamewell FCI by Honeywell. The system appeared to have
horns/strobes, smoke detectors, manual pull stations, etc. System appeared to be in good
condition.
138
Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 9 of 11
Security
1. There were some card readers and camera enclosures throughout the facility. Equipment
seemed to be dated, but no operational deficiencies were noted.
IT Equipment
1. IT Equipment was located in the open office space. It was not secured, but otherwise
seemed to be in good condition.
139
Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 10 of 11
Roof Mounted PV System
1. There is a large 85kW PV System on the existing roof. It is not Owned by the City, but
they are tied to a 15-year savings agreement with Apex Energy.
Recommendations
1. Fluorescent light fixtures are used throughout most of the facility. The fixtures appear to
be near the end of their useful life. We would recommend all the fixtures be changed out
LED fixtures. The Estimated cost of upgrading the existing lighting to LED on a one-for-
one basis would be $220,000
2. As part of the lighting replacement, the emergency egress lighting should be updated to
comply with current codes. The estimated cost of this recommendation is $37,000.
3. The original power distribution equipment(1972) is far beyond its useful life and should
replaced. Additionally, the existing power distribution system has little to no spare
capacity and will impede the addition of any electrical equipment. In order to
accommodate future electrical growth and replace the 1972 Equipment, we would
estimate the Electrical Cost at $90,000.
4. To accommodate a 5,800sf Maintenance Addition and a 25,000sf Vehicle Storage
addition, we believe a new electrical service would be needed. The estimated cost of
electrical work needed to complete the additions would be $600,000
5. The electrical work associated with the required Mechanical Recommendations is
estimated to be $75,000
140
Item 3.
INVESTIGATION REPORT - ELECTRICAL
Columbia Heights Public Works – Columbia Heights, Minnesota
June 7, 2021
Page 11 of 11
Disclaimers
1. The opinions stated in this report are based on limited visual observations only. No
physical testing was performed, no equipment was disassembled and no calculations,
other than as indicated in the report, have been made to determine the adequacy of the
systems or their compliance with accepted building code requirements. No warranty
expressed or implied as to the condition of the equipment or structures is intended.
2. The following services and responsibilities are specifically excluded from this report:
a. Discovery, testing, monitoring, clean-up or neutralization of pollutants and
hazardous substances.
b. Determinations or advertisement related to the existence or proportion of
asbestos or lead paint, or the modification, installation, abatement, or removal of
any product, material, or process containing asbestos or lead paint.
c. Compliance with current ADA standards/requirements.
141
Item 3.
2022-2027 Capital Improvement Plan
Parks Department
412-45200
Project 2019 2020 2021 2022 2023 2024 2025 2026 2027 Total Cost Notes
Huset Park Master Plan completed
Implement Master Plan including:$2,575,000 $2,575,000 Master Plan includes east and west
Site Grading, EC, landscaping and restoration $400,000
Pinwheel Ballfields (west), fencing and irrigation $700,000 3 or 4 fields in a pinwheel design
Remove block garage / Install concession & restroom bldg $775,000
Remove Jefferson bld & new picnic shelter $185,000
Install Baseball and Soccer Fields (East)$400,000
Playground Replacement (east)$115,000
JPM Parking lot and access drive Mill to Huset Prkwy $425,000 $425,000 Recon of lower JPM lot & access dr
Gauvitte Park *$1,045,000 $1,045,000 Potential cost share MWMO
Develop Master Plan / SWIA $25,000 $25,000
Construct storm water infiltration area (SWIA)$400,000 watershed funding (tbd)
Purchase property for site access to (SWIA)$250,000
Replace playground equipment $115,000
Building demolition / new picnic shelter $145,000
Site Grading, EC, landscaping and restoration $135,000
McKenna Park $640,000 $640,000
Develop Master Plan $18,000 $18,000
Remove wading pool $25,000 not replaced
Remodel parkhouse $225,000
Reconstruct Athletic Fields $175,000 ? Maintain 1 or 2 fields
Site Grading, Parking lot, EC, landscaping and restoration $215,000 new parking lot off 48th Ave
Sullivan Park $450,000 $450,000 Master Plan completed
Rehab park storage building $50,000 Doors, windows, locks
Reconstruct tennis courts $275,000 full reconstruction, soils
Inclusive Play area $125,000
53rd & Central
Construct entrance sign to city - yr TBD $40,000 ~$10k from former CH chamber
Ramsdall Park $525,000 $525,000 Master Plan completed
Remove wading pool / construct splash pad $415,000
Complete trail (shown in Master Plan)$25,000
Trail Lighting $85,000
Hilltop Park
Replace playground equipment $75,000 $75,000 No Master Plan - equip replace only
Silver Lake Park Master Plan competed
Construct pathway from Stinson Blvd to Benjamin St $165,000 $165,000 difficult install - ADA issues
Keyes Park Master Plan completed
Reconstruction based on Master Plan $0
North Sidewalk (46th and Reservoir)$115,000 $85,000
Complete trail (shown in Master Plan)$25,000 $25,000 City Staff
Ostrander Park $540,000
142
Item 3.
2022-2027 Capital Improvement Plan
Parks Department
412-45200
Project 2019 2020 2021 2022 2023 2024 2025 2026 2027 Total Cost Notes
Develop Master Plan $20,000 $20,000
Site Grading, ponding, EC, landscaping and restoration $150,000
Replace playground equipment $85,000
Remove Park Building $30,000
New Picnic Shelter $115,000
Reconstruct Hockey Rink $95,000
Paved Trail $65,000 Perimeter
La Belle Park Master Plan completed
Retrofit existing and add Lighting for walking trail $135,000 $135,000
Silver Lake Boat Landing Master Plan completed
Reconstruct boat landing $295,000 $0 completed, grant funded
Reconstruct stormwater retention pond ****completed, grant funded
Prestemon Park $407,500 $407,500
Reconstruct basketball court $75,000
Reconstruct Parking lots $100,000
Remove Park Building $22,500
Construct Picnic Shelter $95,000
Construct Dog Park $115,000
Lomianki Park
Replace playground equipment $85,000 $85,000
Rehabilitate Park Building / Grounds $150,000 $150,000
Edgemoor Park
Replace playground equipment $75,000 $75,000 No Master Plan - equip replace only
Wargo Court
Develop Master Plan $15,000 $18,500
Park Reconstruction based on Master Plan $385,000 $385,000 Wargo Estate funds (~150k)
Hart Lake
Install Trail west side of Hart Blvd $165,000 $165,000
Replace ped lighting west side of Hart Blvd $35,000 $30,000
2019 2020 2021 2022 2023 2024 2025 2026 2027
ANNUALLY:$25,000 $40,000 $15,000 $853,000 $915,000 $1,490,000 $2,595,000 $1,212,500 $450,000 $7,595,500
* Project budgeted in Storm Sewer CIP
** Park Master Plan completed (Wargo in process)
Costs are construction estimates only and do not include soft cost such as architectural, testing, and inspection.
Costs are 2021 Basis
143
Item 3.
No.
2022 2023 2024 2025 2026 2027 Comments
1
Zone 6/7 Street Rehabilitation Program - Rehab work consisting of
Mill & Overlay or Full Depth Reclamation (FDR), utility rehab and
pedestrian improvements.$1,500,000 Assessments, State
Aid, Utility Funds
1,025,000,
375,000,
100,000
2
Sanitary Sewer Rehabilitation - Central Avenue: Upsize pipe to 12-
inch, structural lining of pipe, replace manholes from 39th to 44th
Avenues $1,200,000 ARPA Funds
$1,200,000
3
Sanitary Sewer Rehabilitation - 44th Avenue: Place a new sanitary
mainline pipe in 44th Avenue from Central to Main street, 12 and 15
inch diameter $2,500,000 Redevelopment TIF,
ARPA Funds $2,500,000 Use ARPA Funds if necessary.
4
Water Main Rehabilitation - 37th Avenue: Clean and structurally line
the existing 6 -inch main in 37th Avenue from Central Avenue to
Lincoln Street $980,000 Water Construction
Fund $980,000
5
Van Buren Parking Ramp Improvements - Recommended major
maintenance to the Van Buren Parking Ramp including lighting
replacement to LED, repairs to the concrete decking/rebar, elevator
repair, security upgrades, and floor coatings of uncoated surfaces.
$485,000 Downtown
Maintenance Fund $485,000
6
53rd Avenue Safety Improvements - Central to Medtronic: Street
rehabilitation including reconstruction and mill & overlay, raised
concrete median, adding a turn-about, water quality, lane striping,
signage and restoration. Includes easement acquisition
$1,150,000
HSIP Grant, State-
Aid, Fridley (share),
Assessments
731,000,
180,000,
180,000
60,000
7
53rd Avenue Safety Improvements - Medtronic to University: Street
rehabilitation including reconstruction and mill & overlay, raised
concrete median, adding a turn-about, water quality, lane striping,
signage and restoration. Includes easement acquisition
$2,385,000
LRIP Grant, State-
Aid, Fridley (share),
Assessments
1,255,000,
525,000,
525,000
80,000
8
37th Avenue Reconstruction - Central to Stinson: Full Street
reconstruction including new roadway, new trail, sidewalk
reconstruction, storm water and water quality BMP's, street lighting,
signals, lane striping, landscaping and restoration.$9,800,000
Reg Sol Grant, State-
Aid, Minneapolis
(share),
Assessments, Grants
7,000,000,
1,500,000,
1,500,000
400,000
400,000
CIP
INFRASTRUCTURE IMPLEMENTATION PLAN
Project Description Total Cost
Estimate
Funding Sources Proposed Cost By Year
144
Item 3.
9
49th Avenue Area pedestrian improvements: New sidewalks,
retaining walls, crosswalks, striping and signage.
$610,000 SRTS Grant, State-
Aid, Hilltop (share)
485,000,
65,000,
50,000
10
44th Avenue street rehabilitation improvements: deep mill and
overlay, pedestrian ramp improvements, storm sewer, striping and
signage.$760,000
State-Aid,
Assessments, Utility
Funds
550,000,
155,000,
45,000
11
Water Main Clean and Line or Replacement: depending on condition
analysis, provide pipe rehabilitation or replacement of 2,050 feet of
water main. Area would be on Pierce and Lincoln streets.$695,000 Water Construction
Fund 695,000,
A
Concrete Alley Rehabilitation Program: fully reconstruct bituminous
alleys to the City's standard concrete section. Where storm sewer is
available, provide storage and infiltration. 10 alley segments would be
reconstructed over a 2 year period (5 ea year).
$2,130,000
Assessments, City
Hall funds (2024),
Refuse Fund (2025)
479,500
586,000
493,885,
603,600
B
Municipal Service Center Master Plan: following evaluation of space
needs, operations, building structural, mechanical and electrical
systems, construct a new facility on the existing site. Design in 2025,
construct in 2026.$14,500,000
City Hall funds,
Utility fund balance,
Excess LGA (4 yrs),
Capital Bldg Fund,
Internal Loan
2,000,000,
1,500,000,
4,000,000,
1,000,000,
6,000,000
Multiple funding sources. Excess LGA is
intended to be over a 4 year period
(2023-26). Internal loan will be 20 yr
debt serviced with Antenna revenue
(65k), Public Works department funds
($150k), and ___________ ($150k).
C
Completion of Park Redevelopment: based on the 2021 update to the
Parks CIP, complete the redevelopment of the remaining parks.
Master Planning and public review in 2022/23 construct in 2024-26.$7,650,000 Park Bonding, Park
Development Fund $75,000 $75,000 $2,000,000 $3,000,000 $2,500,000
D
Major Rennovation of Murzyn Hall / Community Center Survey:
Major update to the existing facility including a new main hall floor,
lighting (LED), roof, HVAC upgrades & controls, Hall expansion and
office relocation, and site landscaping. Use Park Development Fund for
community survey and facility design.
$3,095,000 up
to ??
Park Bonding, Park
Development Fund $45,000 $50,000 $3,000,000
12
Continue Street Zone Rehab Program: Continue 4th cycle of street
rehabilitation program beginning in Zone 1. Primary strategy will be
Mill and Overlay, with utility repairs.$950,000 Assessments, State
Aid, Utility Funds
550,000,
330,000,
70,000
TOTALS
$50,390,000
145
Item 3.
CITY COUNCIL MEETING
AGENDA SECTION WORK SESSION ITEM
AMEETING DATE SEPTEMBER 7, 2021
ITEM: Additional Information for Capital Project Planning
DEPARTMENT:Finance BY/DATE:Joseph Kloiber, Finance Director /Sept 3, 2021
CITY STRATEGY:(please indicate areas that apply by adding a bold “X” in front of the selected text below)
_Safe Community _ Diverse, Welcoming “Small-Town” Feel
_ Economic Strength _Excellent Housing/Neighborhoods
X Equity and Affordability X Strong Infrastructure/Public Services
_Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population
BACKGROUND:
Enclosed is a copy of the Summary of 2020 Financial Activity from pages 20-21 of the city manager’s 2021
proposed budget. For planning purposes, staff has added three columns to the right side of that summary.
These additional columns list the amount of these resources that staff estimates are potentially available for
the capital projects currently under consideration by the city council, without creating excessive risk for
current operations.
Attachments:
Summary of 2020 Financial Activity – with additional planning information
146
Item 3.
Resources Available For Future Capital Plans
Revenue Expenditures Interfund Increase (Decrease) in Fund Balance/Cash Committed Freely Assignable
Fund and Other and Other Transfers Fund Balance/Net Position Balance To New Assignable with Certain
Fund No.Sources Uses (Net)Net Position 12/31/2020 12/31/2020 City Hall Considerations
1 General 101 $13,321,554 $12,545,336 ($274,759)$501,459 $8,377,213 $8,169,075 $ -$1,000,000 $ -
2 Special Revenue:
3 Planning and Inspections Fund 201 351,058 402,669 115,500 63,889 417,132 425,617 - - -
4 Anoka County Comm. Dev. Programs 202 36,455 719,840 -(683,385)(616,546) - - - -
5 Cable Television 225 221,810 115,144 (65,400)41,266 1,101,638 1,048,693 - -500,000
6 Special Projects 226 142,297 73,489 (10,000)58,808 823,349 859,714 -400,000 -
7 Downtown Parking Fund 228 18,300 23,406 10,000 4,894 16,767 19,958 - - -
8 Library 240 1,023,801 994,636 (3,500)25,665 720,124 738,873 - -200,000
9 After-School Programs 261 1,636 2,895 -(1,259)104,077 99,083 - - -
10 Twenty-first Century Arts 262 47,180 47,180 - -7 - - - -
11 Police Forfeiture 265 4,189 - -4,189 20,948 31,956 - - -
12 Public Safety Grant 272 1,590,875 1,590,875 - - - - - - -
13 Contributed Projects - Recreation 881 23,900 7,980 -15,920 209,895 209,395 - -200,000
14 Contributed Projects - Other 883 24,326 24,621 -(295)221,541 221,041 - -150,000
15 Housing and Redevelopment Authority: -
16 Parkview Villa North and South 203/213 - - - - - - - - -
17 EDA:
18 Economic Development Authority Administration 204 253,407 168,334 (19,500)65,573 583,554 599,056 - -350,000
19 Debt Service:
20 G.O. Housing Improvement Area Bonds 2008A 315 107,796 99,198 -8,598 250,105 249,705 - - -
21 G.O. Public Facilities Bonds 2009A 344 - - - - - - - - -
22 G.O. Improvement/Revenue 2013A 345 1,000 50,513 41,572 (7,941)107,173 106,973 - - -
23 G.O. Library Bonds 2015A 346 470,608 458,202 -12,406 407,689 399,799 - - -
24 G.O. Public Safety Center Bonds 2017B 347 545,943 532,958 -12,985 459,592 450,142 - - -
25 G.O. Public Facilities Bonds 2018A 348 199,693 197,266 8,896 11,323 247,630 241,126 - - -
26 EDA: - - -
27 Tax Increment Bonds 376 12,879 5,930 -6,949 612,199 300,951 - - -
28 Multi-Use Redevelopment Plan 385 34,706 253,159 37,655 (180,798) - - - - -
29 TIF Transition Block 389 60,783 55,704 -5,079 76,307 102,954 - - -
30 TIF 47th and Central Avenue 371 6,200 496,796 (37,655)(528,251) - - - - -
31 TIF Huset Park Area Fund 372 791,317 725,098 -66,219 802,461 1,009,668 - - -
32 TIF Central Valu Center Fund 374 - - - -(2,638) - - - -
33 TIF 47th and Grand Fund 375 197,406 190,960 -6,446 5,404 119,060 - - -
34 TIF Scattered Site 391 43,906 6,320 -37,586 (102,656)100 - - -
City of Columbia Heights, Minnesota
Summary Financial Activity
For the Year Ended December 31, 2020
147
Item 3.
Resources Available For Future Capital Plans
Revenue Expenditures Interfund Increase (Decrease) in Fund Balance/Cash Committed Freely Assignable
Fund and Other and Other Transfers Fund Balance/Net Position Balance To New Assignable with Certain
Fund No.Sources Uses (Net)Net Position 12/31/2020 12/31/2020 City Hall Considerations
35 Capital Project:
36 MSA State Aid Street 212/402 259,984 357,988 310 (97,694)506,793 482,666 - -400,000
37 EDA Redevelopment Project Fund 408 1,887,459 181,876 -1,705,583 4,199,821 3,322,760 - -2,000,000
38 Capital Improvements General Government Buildings 411 771,700 237,223 623,000 1,157,477 6,045,437 6,037,283 4,500,000 -1,500,000
39 Capital Improvements PIR Fund 415 524,522 1,011,940 (49,019)(536,437)333,455 395,552 - - -
40 Capital Improvement Development 420 102,441 1,906 -100,535 966,844 690,084 - -500,000
41 Capital Improvement Parks 412 134,530 403,850 -(269,320)110,943 137,339 - -200,000
42 Infrastructure Replacement 430 71,000 746,280 -(675,280)875,999 872,499 - -400,000
43 Capital Equipment Replacement General Government 431 124,929 649,025 -(524,096)2,629,344 2,624,344 - - -
44 Enterprise:
45 Water 601 3,776,130 2,910,464 (102,000)763,666 8,196,123 958,232 - - -
46 Sewer 602 2,253,677 2,154,154 (102,000)(2,477)4,499,909 569,911 - - -
47 Refuse 603 2,225,685 2,029,859 (94,200)101,626 2,231,651 1,746,270 - -1,600,000
48 Storm Sewer 604 531,011 574,953 -(43,942)2,250,191 502,755 - - -
49 Liquor 609 7,605,574 7,357,604 (90,900)157,070 5,375,909 1,647,609 -800,000 -
50 Internal Service:
51 Municipal Service Center 701 896,216 899,698 -(3,482)1,983,346 1,025,495 - -500,000
52 Information Systems 720 413,200 444,464 12,000 (19,264)612,668 541,945 - - -
53 Risk Management 884 766,227 682,596 -83,631 1,396,282 1,338,534 - -300,000
54 Employee Benefits Fund 890 2,185,058 1,688,812 -496,246 (11,169,932)1,184,462 - - -
55 Total $44,062,368 $42,121,201 $0 $1,941,167 $45,887,748 $39,480,679 4,500,000 2,200,000 8,800,000
148
Item 3.
CITY COUNCIL MEETING
AGENDA SECTION WORK SESSION ITEM
A MEETING DATE SEPTEMBER 7, 2021
ITEM: Overview of Proposed 2022 Budget
DEPARTMENT: Finance BY/DATE: Joseph Kloiber, Finance Director /Sept 3, 2021
CITY STRATEGY: (please indicate areas that apply by adding a bold “X” in front of the selected text below)
_Safe Community _ Diverse, Welcoming “Small-Town” Feel
X Economic Strength _Excellent Housing/Neighborhoods
X Equity and Affordability X Strong Infrastructure/Public Services
_Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population
BACKGROUND:
A PowerPoint presentation on this topic will be shown at the work session, followed by a discussion facilitated
by the Finance Director. In particular, that discussion will provide additional information on the fiscal
disparities subsidy for 2022, which was not available when the proposed 2022 budget was prepared.
149
Item 4.
CITY COUNCIL WORK SESSION
AGENDA SECTION WORK SESSION ITEMS
MEETING DATE SEPTEMBER 7, 2021
ITEM: Noise Ordinance Discussion
DEPARTMENT: Police Dept BY/DATE: Capt Matt Markham/09-02-2021
CITY STRATEGY: (please indicate areas that apply by adding a bold “X” in front of the selected text below)
X Safe Community _Diverse, Welcoming “Small-Town” Feel
_Economic Strength _Excellent Housing/Neighborhoods
_Equity and Affordability _Strong Infrastructure/Public Services
_Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population
BACKGROUND:
In response to a request from a Council member, the Police Department conducted research into noise
ordinances in several other metro cities. Most of the cities we looked at establish quiet time hours, most
generally between 10 PM and 7 AM.
The information compiled is attached, including copies of the ordinances for the Cities of Edina, Richfield,
Fridley, St Louis Park and Roseville.
ATTACHMENT(S):
Memo dated 09-01-2021 Research regarding Noise Ordinances
Other cities Noise Ordinances
Edina, Richfield, Fridley, St Louis Park, and Roseville
Roseville Special Event License Application
Columbia Heights Noise Complaints chart – year-to-date 2021
150
Item 5.
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Item 5.
CITY COUNCIL WORK SESSION
AGENDA SECTION WORK SESSION ITEMS
MEETING DATE 9/7/2021
ITEM: Youth Commission
DEPARTMENT: Ben Sandell, Administration BY/DATE: 9/1/2021
CITY STRATEGY: (please indicate areas that apply by adding a bold “X” in front of the selected text below)
_Safe Community X Diverse, Welcoming “Small-Town” Feel
_Economic Strength _Excellent Housing/Neighborhoods
_Equity and Affordability X Strong Infrastructure/Public Services
X Opportunities for Play and Learning X Engaged, Multi-Generational, Multi-Cultural Population
BACKGROUND:
Previously, the Mayor, City Manager, and staff discussed the potential for a Youth Commission at the City. The
idea was first presented to the Council at the March 1, 2021, Work Session to gauge interest. The
Communications Coordinator then contacted a select group of government agencies with youth commissions
to get a better idea of how best to approach the project in the City of Columbia Heights , should the Council
choose to move forward with the initiative. The Communications Coordinator presented a set of details at the
May work session comparing four municipalities’ varied approaches to their youth commissions, and made an
initial recommendation based on that research. The Communications Coordinator then used direction from
the Council and input from other municipalities to develop drafts of Youth Commission by-laws and other
proposed language pertaining to the development of the City of Columbia Heights Youth Commission .
DETAILS:
At the May Work Session, the City Manager mentioned that the first year of a City of Columbia Heights Youth
Commission would be a work-in-progress, with many details in-flux and refined over the pilot year, particularly
pertaining to Youth Commission budget measures. The Communications Coordinator is moving forward with
the Youth Commission recommendation with this approach in mind. Member numbers, membership
qualifications, time commitments, budget, projects, and other details will be planned and prepared for as best
as possible, but are all subject for frequent revisions in the first year, with automatic annual reviews built into
the plan, and an expectation that the first two years of the Youth Commission will be a test run to gauge staff
and resident buy-in and the sustainability and long-term potential of a Columbia Heights Youth Commission .
The first two years will also be an on-going developmental and learning period for all involved. However, we
need to start somewhere, so the Communications Coordinator has developed an initial draft of by-laws
developed based on details and recommendations gathered from other municipalities’ approaches to their
respective Youth Commissions, particularly Rosemount, MN, which comes closest to matching what will likely
work best for Columbia Heights based on City Council members and staff input, expectations, and available
resources. Before bringing Youth Commission Ordinance language and final approval up for a vote at the Sept
27 City Council meeting, the Communications Coordinator would like to present drafts of these potential by-
laws, as well as proposed Youth Commission application wording, marketing strategy, and Ordinance language
before the Council for input, discussion, questions, and final recommendations.
165
Item 6.
City of Columbia Heights - Council Letter Page 2
RECOMMENDED ACTION:
After incorporating additional input from the City Council and City Manager, staff recommends moving
forward with the proposed draft language to produce final documentation and proposed City Ordinance
language as it pertains to the creation and management of a Columbia Heights Youth Commission for approval
at the Sept 27 City Council meeting.
ATTACHMENTS:
Youth Commission By-Laws Draft
Proposed Youth Commission City Ordinance draft language
Proposed Youth Commission Application format and questions
166
Item 6.
Columbia Heights YOUTH COMMISSION
BY-LAWS DRAFT
The purpose of the Columbia Heights Youth Commission is to serve as an advisory body to the Columbia
Heights City Council, and other Boards and Commissions as appropriate, inspire and bring to light new
ideas from a youth perspective, create an educational environment for youth looking to expand their
knowledge of government and leadership functions, and provide experience-building opportunities for
area youth seeking increased community and local government engagement. These By-Laws are
adopted to assist in these functions and establish clear guidelines for moving forward. They shall be
automatically reviewed annually by the Staff and Council liaisons in consultation with the Youth
Commission and updated with the approval of the majority of the City Council as needed, though the
Youth Commission may propose an update to the by-laws at other points during the year as need arises.
Section I. Membership
A. Size and Representation: The Commission shall be a minimum of 7 members,
with a maximum of 15. Ideally, the Commission should represent a diverse cross
section of the community, with participants selected from a variety of
backgrounds, cultures, ethnicities, and ages. Because this is an advisory group
pertaining to City functions, members must be residents of Columbia Heights.
B. Membership qualifications: Commission members shall be 14 to 18 years old at
the time of the start of their appointed term.
C. Term duration and limits: Members shall serve a one-year term. Active terms
shall run annually between Nov 1 through to the last City Council meeting in
May. However, members who continue to live in Columbia Heights will retain
membership status through the summer until the beginning of the following
term, and engage in City and Community events, sub-group activities, volunteer
projects, staff or City Council shadowing, field trips or tours in their Youth
Commission roles provided this does not violate any open meeting laws.
Members in good standing may be reappointed each October for an unlimited
number of terms provided they still meet the membership qualifications.
D. Monthly Meetings: Monthly Meetings will be the second Wednesday of the
Month, Nov through May, 6-7:30 pm, in the Columbia Heights Public Library,
Murzyn Hall, or City Council Chambers, provided space availability. Special
meeting revising date, time, and location is permitted.
E. The City Council shall designate a Council Member annually to serve as Council
Liaison to the Commission. Administration staff shall help coordinate the Youth
Commission logistics and budget and provide resources on behalf of the City.
Additionally, a staff representative who may or may not be one of the
aforementioned staff members, selected annually by the City Manager, shall
provide additional support for the Commission as the official Staff Liaison.
167
Item 6.
F. In the event a member ages out of the membership requirement, they will still
finish their current term
G. In the event a member moves out of town and no longer lives in Columbia
Heights, they shall notify the Staff Liaison and resign membership status. They
will be replaced with emergency mid-term appointment if their absence brings
the total number of members below seven.
Section II. Attendance
A. Regular attendance at Commission meetings is expected from all regular
Commission members and Liaisons.
B. Three absences are allowed per year for each regular Commission member.
After the third absence, the member will meet with the Staff Liaison to
determine if the member remains in good standing or will be recommended to
the City Council for removal from the Commission.
C. At least one member of the Youth Commission shall be present at each City
Council meeting. That member may be designated on a monthly or annual basis
by the Youth Commission. That member shall notify the City Clerk when and if
they would like to report to or update the City Council on behalf of the Youth
Commission on any matter pertinent to the Youth Commission as it relates to
the City.
Section III. Duties and Functions
A. The Youth Commission shall confer with and advise the Council on matters
concerning youth within the City, including:
1. building commitment and raising awareness for youth issues in the City;
2. promoting public interest in and an understanding of youth issues and
activities;
3. fostering youth involvement in municipal decision-making by creating a
forum or a focus group for youth to raise issues and provide input to City of
Columbia Heights Council Members, departments, and policy formulation;
4. fostering cooperation and interaction amongst social, health, and
recreational programs offered by the City;
5. developing realistic goals and outcomes for improving conditions and
prospects for youth in the City, including developing a methodology for
monitoring progress on achieving these improvements;
6. fostering and seeking educational opportunities outside of regular
Youth Commission meetings, including, but not limited to, field trips, tours, and
Staff, Commissioner, or Council shadowing.
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B. Take under advisement, study, hold public meetings, and make written
recommendations to the Council on all matters of youth interest or activities
referred to the Commission or initiated by the Commission.
C. Participate in the creation of community events or volunteer projects, or seek
out and take part in existing community events or volunteer projects as
availability allows.
D. Stay informed on activities and decisions made by the City Council and all
Columbia Heights Boards and Commissions
E. Reach out to and build relationships with other youth groups such as Keys Club
or student councils, and other youth involved in City activities, such as
Multicultural Advisory Committee youth liaisons.
F. Build partnerships with similar groups in neighboring cities or government
agencies
Section IV. Application Process
A. Members of the Commission shall be chosen or appointed through an
application and potential interview process similar to other Board and
Commission appointment processes. The City Council is responsible for both re-
appointment and appointment of new members for the new term year.
B. To correspond with the school year and allow time for area students to
acclimate to the new school year, applications will be available in late
September and due mid-October
C. Interviews and selections will be made in late October.
D. Application details shall include Name, Contact Info, Mailing Address, and Age.
Section V. Liaisons
A. Youth Commission members shall designate Youth Liaisons for all Columbia
Heights Boards and Commissions. To avoid over-burdening Youth Commission
members who may have busy school and activity schedules, these liaisons do
not have to attend every meeting of their respective board or commission, but
should keep abreast of the activities and decisions made by those boards and
commissions by reviewing the agenda packets and minutes of the meetings, and
report back any pertinent information at the regular Youth Commission
meeting.
B. Youth Commission members shall decide among themselves who will attend
which City Council meetings and create a schedule at the start of the term with
help from the Staff Liaison and City Council Liaison. Schedules may be updated
as circumstances dictate. At least one Youth Commission member shall be in
attendance at every City Council meeting between Nov and May. A missed
meeting will count as an absence against the member who was scheduled to be
present. The Youth Commission Chair or Vice Chair shall notify the City Clerk
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when and if they would like a Youth Commission representative to report to or
update the City Council on behalf of the Youth Commission on any matter
pertinent to the Youth Commission.
C. Staff Liaisons shall be present at all Youth Commission meetings to offer
guidance. The Staff Liaison will work with the Youth Commission City staff
coordinators, if different, for additional support. An Administration Staff
member shall be present in the event that the designated Staff Liaison cannot
be in attendance.
D. Staff Liaison and Youth Commission City staff coordinators, if different, will help
organize and schedule educational presentations at the Youth Commission
regular meetings. These educational presentations will be 10-30 minute
presentations from government and community experts selected by City staff in
consultation with the Youth Commission Chair.
E. Staff Liaison and Administration staff shall work in conjunction with the Youth
Commission Chief Secretary to create budget plans and manage money and
resources as they pertain to the needs of the Youth Commission.
F. Staff Liaison shall take rollcall, note absences, and assist Commission members
as needed.
G. Staff and Council liaisons shall help Youth Commission members take on the
regular responsibilities of running a City Council advisory commission and
operate as independently as possible. This includes, but is not limited to,
training Youth Commission members on effectively deploying Robert’s Rules of
Order.
H. Council Liaison shall provide a tie-breaking vote when needed, but otherwise act
in a non-voting role.
Section V. Officers
A. The officers of the Commission shall be Chair, Vice Chair, Second Vice Chair, and
Chief Secretary.
Section VI. Officer Duties
A. Chair.
1. The Chair shall be charged with the administration of the affairs of the
Commission with assistance from the Council and Staff Liaisons.
2. The Chair shall preside over all meetings of the Commission.
3. The Chair shall appoint committees when necessary to address issues
before the Commission.
4. The Chair will confer with City staff to help coordinate event and activity
involvement outside of the Youth Commissions’ regular meetings.
5. The Chair will confer with City staff to help coordinate guest educational
presentations at the regular Youth Commission meetings
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B. Vice Chair.
1. A Vice Chair shall assume the duties of the Chair during the Chair’s
absence.
2. A Vice Chair shall assist the Chair to perform duties when needed,
including presiding over sub-committee meetings
C. Second Vice Chair.
1. The Second Vice Chair shall assume the duties of the Chair and Vice
Chair in the event that both the Chair and Vice Chair are absent or otherwise
unavailable, and assist other officers with their regular duties
D. Chief Secretary
1. The Chief Secretary shall be responsible for record keeping and treasury
management under the guidance of the Staff Liaison
2. The Chief Secretary shall keep track of liaison designations and
important calendar dates
3. The Chief Secretary will confer with City staff on budgetary matters as
they pertain to the Youth Commission
E. Additional Officer Responsibilities
1. All four officers shall be familiar with the By-Laws and inform other
commission members of what needs to be adhered to
2. An annual report of the activities of the Commission shall be prepared
by the Chair and Chief Secretary near the end of a term.
3. The annual report shall be reported to both the Commission and to the
City Council at the end of the term by the Chair.
Section VII. Election of Officers
A. The Chair, First Vice Chair, Second Vice Chair, and Chief Secretary shall be
elected by the membership annually at either the first or second meeting of the
new term and shall serve until their successors have been duly selected and
sworn in. Last year’s Chair will run the first meeting prior to the vote. If last
year’s Chair is not present, last year’s Vice Chair will take on those duties. If
neither are present, a designated staff liaison shall run the meetings until new
officers are in place.
B. The officers of the Commission shall be elected by a majority vote provided that
two-thirds of the members are in attendance.
Section VIII. Meetings
A. Youth Commission members may choose to change the date and time for any
given month when necessary provided it does not conflict with any other City
Board or Commission meeting, and is approved by a majority of the commission
members as well as the staff and council Liaisons.
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B. The meetings shall include: review of proposed agenda, a guest presentation on
a topic of interest to the Youth Commission, minutes from the previous
meeting, and reports; and discussion of other issues before the Commission.
C. The Chair may call special meetings of the Commission with at least three days’
notice. The call shall state the subject matter to be considered at the meeting.
Section IX. General Rules
A. All meetings shall be conducted in general conformance with Robert’s Rules of
Order.
B. The presence of at least half of the membership shall constitute a quorum. A
quorum is necessary to transact official business at any meeting.
C. The Commission shall be responsible for its own procedures and order of
business and may initiate or carry out activities addressing community concerns
as they deem relevant and important, in consultation with Staff Liaison, with
City Council approval.
Section X. Role of City Council
A. The City Council shall communicate upcoming issues to the Commission so the
Commission may respond accordingly.
B. The City Council shall appoint a City Council Liaison(s) to the Commission.
C. The City Council shall work with the City Clerk and other Administration Staff to
coordinate application reviews, applicant interviews (if considered necessary),
and selections.
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§ 3.301 BOARDS AND COMMISSIONS GENERALLY.
(A) Except as otherwise provided with respect to a board or commission, the
provisions of this section shall apply to all boards and commissions except the
Economic Development Authority, the Housing and Redevelopment Authority, and the
Youth Commission….
[General Rules]…
…
…
…
§ 3.313 Youth Commission
(A) Establishment. A Youth Commission is hereby established to serve as an
advisory body to the Columbia Heights City Council, and other Boards and
Commissions as appropriate, inspire and bring to light new ideas from a youth
perspective, create an educational environment for youth looking to expand their
knowledge of government and leadership functions, and provide experience-building
opportunities for area youth seeking increased community and local government
engagement.
(1) The Youth Commission shall confer with and advise the Council, and other Boards
and Commissions as appropriate, on matters concerning youth within the City
(2) The Commission shall execute its duties and authority in accordance with the
Youth Commission By-Laws approved by the City Council and reviewed and
revised annually by the City Council, Staff Liaisons, and Youth Commission
members, and in accordance with the Youth Commission Statement of Purpose.
(B) Membership. The Youth Commission shall be composed of no less than seven
members and no more than 15 members. Members must be within the age range of 14-
18 years old and residents of Columbia Heights at the time of the start of their term.
Youth Commission members serve one-year, non-staggered terms. Terms run from
Nov 1 to Oct 31.Youth Commission members are not subject to term limits as they are
term limited by age requirements. Youth Commission members are allowed three
absences per term. A staff member from the Administration Department shall serve as a
non-voting ex officio member of the Commission. As an ex officio member of the
Commission, they shall be present at all or most regular meetings and may cast tie
votes. The same staff liaison may be appointed for unlimited consecutive terms.
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Item 6.
Columbia Heights Youth Commission Application
Youth Commission Mission Statement: The purpose of the Columbia Heights Youth Commission is to
serve as an advisory body to the Columbia Heights City Council, and other Boards and Commissions as
appropriate, inspire and bring to light new ideas from a youth perspective, create an educational
environment for youth looking to expand their knowledge of government and leadership functions,
and provide experience-building opportunities for area youth seeking increased community and local
government engagement.
Meetings:
Monthly meetings are held November through May, the second Wednesday of each month 6–7:30 pm.
Requirements:
Youth Applicants must be between 14 and 18 years old by the beginning the term they are applying
for and residents of the City of Columbia Heights.
Completed applications can be emailed sion@columbiaheightsmn.gov or mailed to:
Sara Ion, Columbia Heights City Hall 590
40th Ave S., Columbia Heights, MN 55421
Please fill out all questions on the following page. While it is not required, we encourage attaching a
letter of support with your application from a friend, colleague or teacher. If you have questions or
need additional information about this application or the Youth Commission, please feel free to
contact Ben Sandell at 763-593-3995, or email at bsandell@columbiaheightsmn.gov
[Youth Commission Graphic Here]
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Item 6.
Columbia Heights
Youth Commission Application
2021- 2022
Name
Mailing Address __________________________________________________
___________________________________________________ Zip: ________________
Telephone Home Work
e-mail:__________________________________
Your age as of Nov 1 of this year? ___
Please answer the following questions:
Do you currently reside in Columbia Heights or expect to be a resident of Columbia Heights by the start of the term
and for the remainder of the school year? _______________
Why do you want to be a member of the Youth Commission?
What interests, skills, knowledge, and/or life experiences do you bring to the Youth Commission?
What do you think are the most important issues facing young people in and/or near Columbia Heights?
Do you anticipate your academic and extra-curricular activities will accommodate at least one scheduled meeting
per month for at least one term, with no more than three excused absences per term? _______________
Have you reviewed the Youth Commission by-laws (you can find them at www.columbiaheightsmn.gov/
youthcommission, or request an emailed copy from sion@columbiaheightsmn.gov, or pick up a paper copy at City
Hall during office hours)? _______________
Do you understand the time commitment and general expectations? _______________
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Item 6.