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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 29 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 30 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. 31 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 32 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 33 Item 1. 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 34 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 36 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 37 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 38 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 40 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 42 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 43 Item 1. 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 44 Item 1. 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 45 Item 1. 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. En t e r p r i s e A r c h i t e c t u r e Business Architecture Information Architecture Technology Architecture Data Architecture Application Architecture Infrastructure Architecture Network Architecture Strategic Technology Plan | 46 48 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. En t e r p r i s e A r c h i t e c t u r e Business Architecture Information Architecture Technology Architecture Data Architecture Application Architecture Infrastructure Architecture Network Architecture Strategic Technology Plan | 47 49 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. En t e r p r i s e A r c h i t e c t u r e Business Architecture Information Architecture Technology Architecture Data Architecture Application Architecture Infrastructure Architecture Network Architecture Strategic Technology Plan | 48 50 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. En t e r p r i s e A r c h i t e c t u r e Business Architecture Information Architecture Technology Architecture Data Architecture Application Architecture Infrastructure Architecture Network Architecture Strategic Technology Plan | 49 51 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. En t e r p r i s e A r c h i t e c t u r e Business Architecture Information Architecture Technology Architecture Data Architecture Application Architecture Infrastructure Architecture Network Architecture Strategic Technology Plan | 50 52 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 53 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 54 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 Strategic Technology Plan | 53 55 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 56 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 57 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. Strategic Technology Plan | 57 59 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 62 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 63 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 64 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 65 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 67 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 68 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 Application De n i e d I n s e r t (No w r i t e p r i v i l e g e s ) Re t r i e v e L a y e r s /At t r i b u t e s Retrieve Layers/Attributes Insert Authorized Updates/Synchronize Retrieve Layers/Attributes Retrieve Layers /Attributes Insert Authorized Updates /Synchronize Insert Authorized Updates/Synchronize Insert Authorized Updates/Synchronize Retrieve Layers /Attributes 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. 74 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. 75 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. 76 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. 77 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. 78 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 80 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. 81 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. 82 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 86 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: 88 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. ST ST ST ST STSTSTST 45TH ST ST STSTST AVE STST AVE 45TH 7T H 5T H 3R D 2N D 6T H 4T H MA I N AVE44TH AVE44TH AVE43RD43RD AVE42ND 42ND ST AVE S T VA N B U R E N JA C K S O N QU I N C Y MO N R O E MA D I S O N JE F F E R S O N WA S H I N G T O N 7T H STSTSTST ST GOULD STSTST ST ST STST PKWY 41ST ST ST 6T H ST 4T H 5T H 3 R D 40TH S T ST 3R D AVE40TH L O O K O U T ST AVE 41ST SUM MIT H U S E T ST 39TH 38TH AVE M I L L PL P L CA L I F O R N I A E D G E M O O R AVE AVE 41ST WA S H I N G T O N 2 1 / 2 VA N B U R E N JA C K S O N QU I N C Y MO N R O E MA D I S O N JE F F E R S O N PL38TH VA N B U R E N JA C K S O N QU I N C Y 38TH ST MA D I S O N PL MA D I S O N AVE AVE ST MA I N 5T H 38TH 37TH 2 1 / 2 3R D 2N D AVE37TH STST ST CE N T R A L A V E . N E JEFFERSON UN I V E R S I T Y A V E . 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VIDEO VI D E O VID E O PT Z VIDEO VI D E O 10.00 4.50 11.00 11.00 10.00 11' 4.70 6.00 10.09 9.00 14.00 7.34 14.00 9.00 6.00 37TH AVE NE RE S E R V O I R B L V D TY L E R S T N E PO L K S T N E FI L L M O R E S T N E NE T A Y L O R S T 36 T H 12 A V E N E NE P O L K S T NE T Y L E R S T NE C E N T R A L A V E 3665 3656 3700 3 7 0 1 3665 3 7 1 7 37 2 1 3 7 2 7 3 7 3 3 9 6 1 3 7 0 4 37 0 8 3 7 1 0 3 7 1 4 3 7 2 0 37 0 1 37 1 3 37 2 3 3 7 2 5 3 7 0 2 3 7 0 4 3 7 1 0 37 1 2 3 7 1 6 37 2 0 3 7 0 9 101 9 3 7 1 3 3 7 1 7 3 7 2 3 3 7 2 7 1125 1131 1137 1201 1215 1219 3670 3664 3658 3654 3651 3655 3659 3663 1028 1100 1108 1114 3656 3662 3668 3669 36593660 3668 1101 1109 3669 3663 3657 3652 3658 3664 3670 KOREAN FIRST BAPTIST CHURCH CVS 10.00 9.00 13.00 13.00 9.00 6.00 10.00 9.00 14.00 7.34 14.00 9.00 6.00 VI D E O VIDEO VIDEO VI D E O PTZ 10.00 9.00 13.00 13.00 9.00 6.00 10.00 9.00 14.00 7.34 14.00 9.00 6.00 10.00 9.00 13.00 13.00 9.00 6.00 10.00 9.00 13.00 11.00 13.00 6.00 6.00 10.00 9.00 13.00 11.00 13.00 9.00 6.00 10.00 9.00 13.00 13.00 9.00 6.00 37TH AVE NE PI E R C E S T N E BU C H A N A N S T N E LI N C O L N S T N E JO H N S O N S T N E JO H N S O N S T N E LI N C O L N S T N E BU C H A N A N S T N E NE P I E R C E P L PI E R C E S T N E 1215 1219 1233 1305 1313 1317 1325 3701 3705 3713 3712 3720 3719 1411 3706 3712 3718 3719 3711 1505 1513 1529 3716 3715 3707 1605 1601 1611 1621 1625 3710 3720 3711 3719 3652 3658 3664 3670 3669 3663 3657 3656 3662 3668 3669 3665 3659 3653 3652 3658 3664 3668 1400 3663 3659 3653 3652 3656 3660 1414 3669 3663 3659 3653 3652 3656 3660 3664 1600 1606 1612 1618 1624 1630 3647 HAIR SALON 8/9/2021 Sa v e : 8/ 9 / 2 0 2 1 9 : 0 7 P M sg e r a g h t y P l o t : 8/ 9 / 2 0 2 1 9 : 2 7 P M X: \ K O \ M \ M N P L S \ 1 5 6 8 0 7 \ 5 - f i n a l - d s g n \ 5 1 - d r a w i n g s \ 1 0 - C i v i l \ c a d \ d w g \ e x h i b i t \ N e i g h b o r h o o d M e e t i n g A L T 1 T r a i l . d w g 0 feetscale 50 10050 25 FILE NO. DATE: 156807 37TH AVENUE NORTHEAST RECONSTRUCTION PROJECT MA T C H L I N E SE E B E L O W MA T C H L I N E SE E S H E E T 2 MA T C H L I N E SE E A B O V E POTENTIAL GREEN STORMWATER INFRASTRUCTURE LOCATION TURF ROADWAY CONCRETE SIDEWALK/MEDIAN/DRIVEWAY SHARED USE PATH SIGNALIZED INTERSECTION METRO TRANSIT STOP LEGEND 95 Item 3. 10.00 9.00 13.00 13.00 9.00 6.00 12.96 10.00 9.00 14.00 9.00 6.00 14.02 10.00 9.00 13.00 13.00 9.00 6.00 10.00 9.00 13.00 11.00 13.00 9.00 6.00 10.00 11.50 14.80 7.34 14.86 9.00 6.00 37TH AVE NE HA Y E S S T N E HA R T B L V D NE H O L L Y W O O D A V E HA Y E S S T N E 1625 1631 1637 1651 3712 3716 3703 1703 1711 1715 1725 1733 1739 1747 2105 1624 1630 1636 1642 1648 1701 1707 1713 1719 1700 1706 1712 1718 1724 1730 1736 1742 1748 1754 1760 1766 1772 1748 1754 1760 1766 1800 1804 1816 TOP VALUE LIQUOR SPEEDWAY VI D E O PTZ VIDEO VI D E O VIDEO 10.00 9.00 13.00 11.00 13.00 9.00 6.00 37TH AVE NE 37TH P L N E NE M C K I N L E Y S T ST I N S O N B L V D N E 2105 2301 3646 3647 3650 3639 2400 3642 3632 TOP VALUE LIQUOR SPEEDWAY MIDWEST AUTO REPAIR 8/9/2021 Sa v e : 8/ 9 / 2 0 2 1 9 : 0 7 P M sg e r a g h t y P l o t : 8/ 9 / 2 0 2 1 9 : 2 7 P M X: \ K O \ M \ M N P L S \ 1 5 6 8 0 7 \ 5 - f i n a l - d s g n \ 5 1 - d r a w i n g s \ 1 0 - C i v i l \ c a d \ d w g \ e x h i b i t \ N e i g h b o r h o o d M e e t i n g A L T 1 T r a i l . d w g 0 feetscale 50 10050 25 FILE NO. DATE: 156807 MA T C H L I N E SE E S H E E T 1 MA T C H L I N E SE E A B O V E MA T C H L I N E SE E B E L O W 37TH AVENUE NORTHEAST RECONSTRUCTION PROJECT POTENTIAL GREEN STORMWATER INFRASTRUCTURE LOCATION TURF ROADWAY CONCRETE SIDEWALK/MEDIAN/DRIVEWAY SHARED USE PATH SIGNALIZED INTERSECTION METRO TRANSIT STOP LEGEND 96 Item 3. 97 Item 3. 98 Item 3. 99 Item 3. 100 Item 3. H: \ C O L H T S \ R 1 2 1 2 0 9 5 1 \ C A D \ C 3 D \ F I G R - 1 2 0 9 5 1 - I M P R O V E M E N T S _ 1 . d w g 4/ 7 / 2 0 2 0 5 : 4 4 : 0 1 A M R SAFE ROUTES TO SCHOOL CITY OF COLUMBIA HEIGHTS, MN 49th Avenue Area Improvements APRIL 2020 R COLUMBIA HEIGHTS HIGH SCHOOL VALLEY VIEW ELEMENTARY SCHOOL 49TH AVENUE NE CE N T R A L A V E N U E N E ( H W Y 6 5 ) MA D I S O N S T R E E T N E 47TH AVENUE NE JO H N S O N S T R E E T N E HIGHLAND ELEMENTARY SCHOOL COLUMBIA ACADEMY MO N R O E S T R E E T N E GR A N D A V E N U E N E FI L L M O R E S T R E E T N E F I L L M O R E S T R E E T N E 49TH AVENUE NE FEETSCALE 0 250 500 LEGEND SIDEWALK PAVEMENT CONCRETE PEDESTRIAN RAMP CROSSWALK PAVEMENT MARKINGS EXISTING SIDEWALK RETAINING WALL REMOVE EAST PEDESTRIAN CROSSING MARKINGS 101 Item 3. !(!( !( !( !( !(!(!(!(!(!(!(!(!( !( !( !( !(!( !(!(!(!(!(!(!(!(!(!(!( !( !( !( !( !(!(!(!( !( !( !(!(!( !(!(!( !(!(!(!(!( !(!( !(!( !(!( !( !(!(!( !( !( !(!(!(!(!(!(!(!(!(!(!(!( !( !(!(!(!(!(!( !( !( !( !( !(!(!(!( !(!( !( !(!( !( !( !(!(!(!(!( !( !(!( !(!(!(!( !(!( !( !( !( !( !( !( !(!( !( !( !( !( !(!(!(!(!(!(!(!(!( !( !( !(!(!(!( !(!( !(!(!(!( !( !(!(!( !( !( !(!(!( !(!( !( !( !( !(!( !(!( !( !( !( !(!(!(!( !( !( !(!(!(!(!(!(!( !( !(!( !( !( !( !(!( !(!(!( !(!( !( !( !(!(!( !(!( !( !( !( !( !( !(!( !( !( !( !( !( !( !( !( !( !(!( !(!( !( !( !( !( !( !( !(!( !(!(!(!( !( !(!( !( !( !( !( !(!(!(!( !( !(!( !( !( !( !( !(!( !( !( !( !( !( LABELLE POND 41ST AVE STSTST C I R C L E AVE40TH HAYES POLK TYLER RESERVOIR VAN BUREN GOULD ST ST ST BLVD AVE39TH ST STSTST ST ST PETERS AVE TERRACE BLVD 41ST HAYES ST PIERCE JOHNSON RESERVOIR AVE37TH LINCOLN BUCHANAN POLK TYLER 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) 104 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. 105 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 10-12 106 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. 107 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. 108 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 109 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 110 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 111 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 112 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 113 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 114 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 115 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 116 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 117 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. 118 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 119 Item 3. 120 Item 3. 121 Item 3. 122 Item 3. 123 Item 3. 124 Item 3. 125 Item 3. 126 Item 3. 127 Item 3. 128 Item 3. 129 Item 3. 130 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 131 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. 132 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. 133 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. 134 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. 135 Item 3. 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. 151 Item 5. 152 Item 5. 153 Item 5. 154 Item 5. 155 Item 5. 156 Item 5. 157 Item 5. 158 Item 5. 159 Item 5. 160 Item 5. 161 Item 5. 162 Item 5. 163 Item 5. 164 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. 168 Item 6. 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 169 Item 6. 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 170 Item 6. 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. 171 Item 6. 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. 172 Item 6. § 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. 173 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] 174 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? _______________ 175 Item 6.