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07-21-2009 City Council Study Session PacketCity of Grand Island Tuesday, July 21, 2009 Study Session Packet City Council:Mayor: Margaret Hornady City Administrator: Jeff Pederson City Clerk: RaNae Edwards T u 7:00:00 PM Council Chambers - City Hall 100 East First Street Larry Carney Scott Dugan John Gericke Peg Gilbert Chuck Haase Robert Meyer Mitchell Nickerson Bob Niemann Kirk Ramsey Jose Zapata Call to OrderCity of Grand Island City Council A - SUBMITTAL OF REQUESTS FOR FUTURE ITEMS Individuals who have appropriate items for City Council consideration should complete the Request for Future Agenda Items form located at the Information Booth. If the issue can be handled administratively without Council action, notification will be provided. If the item is scheduled for a meeting or study session, notification of the date will be given. B - RESERVE TIME TO SPEAK ON AGENDA ITEMS This is an opportunity for individuals wishing to provide input on any of tonight's agenda items to reserve time to speak. Please come forward, state your name and address, and the Agenda topic on which you will be speaking. MAYOR COMMUNICATION This is an opportunity for the Mayor to comment on current events, activities, and issues of interest to the community. Call to Order Pledge of Allegiance Roll Call This is an open meeting of the Grand Island City Council. The City of Grand Island abides by the Open Meetings Act in conducting business. A copy of the Open Meetings Act is displayed in the back of this room as required by state law. The City Council may vote to go into Closed Session on any agenda item as allowed by state law. City of Grand Island City Council Item -1 Presentation of Lincoln Park Pool Study Tuesday, July 21, 2009 Study Session City of Grand Island Staff Contact: Steve Paustian City of Grand Island City Council Council Agenda Memo From: Steve Paustian, Parks & Recreation Director Meeting: July 21, 2009 Subject: Presentation of Lincoln Park Pool Study Item #’s: 1 Presenter(s): Steve Paustian, Parks & Recreation Director Background Lincoln Park Swimming Pool was built in 1975 and has served this community for 34 years. Over the past several years, with the water circulation system not functioning properly along with other issues, operating the pool has become more and more problematic. It has reached a point that it is no longer possible to guarantee day to day operation. This pool playes a key role in providing a place for swmimming lessons and recreational swimming for the neighborhood. Discussion Attached is the study of Lincoln Park Pool. The study was developed by Olsson Associates at the request of the Parks and Recreation Department. A formal analysis of the pool condition has been done to quantify the cost of options. Continuing on with present operation is not an option. Conclusion This item is presented to the City Council in a Study Session to allow for any questions to be answered and to create a greater understanding of the issue at hand. Lincoln Park Pool Facility Evaluation Facility Evaluation and Recommendations for the City of Grand Island June 2009 Page 1 of 9 PURPOSE AND SCOPE This report is prepared by Olsson Associates who investigated the existing Lincoln Park Pool constructed in 1975. This report includes: • An assessment of the existing facilities related to physical condition, current codes and design trends. • A cost analysis to remodel existing facilities. • A conceptual design for a replacement pool at Lincoln Park, and a new Pool Facility at Lions Club Park. • A cost analysis for a replacement pool. LINCOLN PARK POOL Lincoln Park Pool is located at 716 North Lambert St. within the Lincoln Park. Also located at the Lincoln Park are a playground, a splash pool, restrooms, picnic tables, and tennis courts. Lincoln Park Pool has approximately 11,500 square feet within the fenced-in area, of which 3,625 square feet are the pool. The pool has a capacity of 155,800 gallons with a maximum depth of 12 feet and a minimum depth of 2 feet. The analysis of the existing pool identifies any deficiencies and design issues with the Filter System, Recirculation System, Chemical Treatment System, Deck Area, Pool, Bathhouse, and Site Improvements. Deficiencies were identified using Nebraska Health and Human Services, Title 178, NAC 4 standards. A. Analysis of Existing Facilities 1. Filter System – the pool currently has two horizontal high rate sand filters in a stacked configuration. The filters were installed within the last 10 years and appear to be in good condition. Each filter has a capacity of 394 gpm (gallons per minute) for a maximum flow rate of 788 gpm. This meets the current standard for a 6 hour turnover rate of 433 gpm. 2. Recirculation System – the pool currently utilizes one main drain and six surface skimmers for pool circulation. Current regulations do not allow surface skimmers on a pool wider than 30 feet. Lincoln Park Pool is 35 feet wide. Current regulations require a perimeter overflow system. The pool now utilizes a direct suction pumping system. Current design standards require a gravity type main drain with a wet well. The present flow rate of 325 gpm at the existing circulation pump does not meet the current regulation for a 6 hour turnover rate. 3. Chemical Treatment - the existing building does not meet current standards for housing chlorine equipment. Chemical treatment for the pool is automated and meets the current regulations. Water quality is a major problem with the existing pool facility. Page 2 of 9 4. Deck Area - the existing pool deck appears to be in fair condition with deck widths ranging from 4 to 10 feet around the pool. The deck currently drains directly towards the pool; current regulations require all deck drainage to be directed away from the pool and into a drainage system. Hose bibs are not provided for deck washing in accordance with the current standards. 5. Pool - the concrete of the pool basin is in good condition, concrete tests on the pool basin yielded strengths greater than 5000 psi. The diving well meets the depth criteria for a one meter board. Handicap access consists of a chair lift and requires staff to assist ADA patrons at the existing facility. Current design trends include a zero depth entrance for ADA access. 6. Slide and Water Features –The existing slide is in poor condition due to the existing steel structure and slide deterioration. The current suction outlet device for the slide does not meet current standards. The pool does not have any other interactive water features. 7. Bathhouse - The existing bathhouse does not meet handicap accessible requirements. The bathhouse does not have the required ventilation, and the guard and first aid area does not meet the current standards. The entrance office is not of sufficient size to handle the required personnel and does not have adequate storage or basket storage on site. Current regulations require ventilation (not direct draft as is present) and proper storage of the first aid equipment. There is no storage on site except in the pump room. 8. Site Improvements – Off street parking is in place and sidewalk access is provided from all directions. Page 3 of 9 B. Proposed Improvements and Opinion of Costs The following are opinions of cost for the proposed improvements. The proposed improvements presented are such that the costs may be combined into various improvement programs for project comparisons. 1. Filter System and Chemical Treatment (Exhibit 1) It is proposed to build a new filter house and filtration system which includes a wet well, new pumps, utilize existing filters, new piping and valves, relocated pool heater, new chemical treatment equipment and accessories. Chemical treatment equipment will be located adjacent to the new filter system in a separate secure area for safety. Opinion of Construction Costs $203,000.00 Add For: Legal Bond Issue, Engineering, Construction, Administration and Construction Contingencies (Overhead) $51,000.00 Total $254,000.00 2. Circulation System, Deck Area, Pool, Slide, & Water Features a. New Circulation System & Renovate Pool Deck (Exhibit 2) The proposed recirculation system is to be accomplished with a stainless steel perimeter overflow system, thus eliminating all buried perimeter piping. The main drain will be checked and reconstructed, as necessary. A proper hydraulic balance will be designed into the new recirculation system. It is proposed to remove and replace the deck area around the pool and provide adequate deck drains, deck washing system, and new deck equipment. The existing pool basin will need some repair and new paint. Opinion of Construction Costs $388,000.00 Overhead $97,000.00 Total $485,000.00 Page 4 of 9 a. Zero Depth Swimming Addition (Exhibit 3) An -extension to the existing pool on the east side could be incorporated to provide a zero depth swimming area, which would provide handicap entrance. This addition would require the relocation of existing utilities and sidewalks. Opinion of Construction Costs $122,000.00 Overhead $31,000.00 Total $153,000.00 b. New Pool (Exhibit 4) A proposed layout for a new pool would take into account the current design trends for swimming pools. This pool would incorporate the diving well, a slide area, a play area, and a zero depth entrance. The proposed pool includes a one and three meter diving board, new filtration and circulation system, stainless steel gutters, optimum deck widths with drains, a sunbathing area and deck equipment. Opinion of Construction Costs $1,119,000.00 Overhead $280,000.00 Total $1,399,000.00 Page 5 of 9 c. Slide & Water Features A new slide with regulation suction outlet and additional water features recommended to add recreation value and meet current design trends. Slide Feature (similar to existing) Opinion of Construction Costs $210,000.00 Overhead $53,000.00 Total $263,000.00 Water Feature (water sculptures) Opinion of Construction Costs $15,000.00 Overhead $4,000.00 Total $19,000.00 Water Tower w/ Bridges Opinion of Construction Costs $115,000.00 Overhead $29,000.00 Total $144,000.00 Water Cannons Opinion of Construction Costs $36,000.00 Overhead $9,000.00 Total $45,000.00 Page 6 of 9 3. Bathhouse Options & Site Improvements a. Remodel Existing Bathhouse (Exhibit 5) Remodeling the existing bathhouse facility would require the construction of the new filter and chemical treatment facility. Remodeling the bathhouse would provide handicap accessibility, new water efficient fixtures, additional office space and new basket storage for the pool, removing and replacing the roof which would include providing adequate ventilation and heating, and provide additional sitting within the changing rooms. Opinion of Construction Costs $170,000.00 Overhead $43,000.00 Total $213,000.00 b. New Bathhouse (Exhibit 6) A new bathhouse facility should be erected to provide a modern and efficient facility which will meet today's standards. The building will provide improved patron circulation, a family changing room, checking control, operation and office space, first aid room, clothing storage and handicap access. Construction will include razing and grading of the existing bathhouses. Opinion of Construction Costs $414,000.00 Overhead $104,000.00 Total $518,000.00 c. Site Work and Demolition Building a new pool will require the removal of the existing basin and backfill of the site. Building a new bathhouse will require the demolition of the existing bathhouse and the relocation and/or removal of the existing utilities. Site Work/Demolition of Existing Basin $46,000.00 Site Work/Demolition of Existing Bathhouse $25,000.00 Page 7 of 9 d. Site Improvements (Lions Club Park) Patron access will be provided along the north side of the pool to allow access from East 6th Street. Proposed off-street parking will accommodate approximately 18 vehicles. Opinion of Construction Costs $55,000.00 Overhead $14,000.00 Total $69,000.00 Page 8 of 9 C. Options and Recommendation a. Renovate Existing Pool & Bathhouse Option (Exhibit 7) The following items would be required to renovate and remodel the existing pool facility to operate properly and meet the current regulations. Item Opinion of Cost New Filter and Chemical Treatment Facility $254,000.00 New Circulation System and Renovate Deck Area $485,000.00 New Zero Depth Entrance $153,000.00 Remodel Bathhouse $213,000.00 New Slide $263,000.00 Total Opinion of Costs $1,368,000.00 b. Lincoln Park Pool Renovation with New Bathhouse Recommendation (Exhibit 8) Should it be decided to rehabilitate the existing facilities, it is recommended that the City of Grand pursue the following construction program. Item Opinion of Cost New Filter and Chemical Treatment Facility $254,000.00 New Circulation System and Renovate Deck Area $485,000.00 New Zero Depth Entrance $153,000.00 New Bathhouse $518,000.00 New Slide $263,000.00 Site Work $25,000.00 Total Opinion of Costs $1,698,000.00 c. New Lincoln Park Pool & Bathhouse Option (Exhibit 9) The following items would be required to remove the existing pool and bathhouse and replace with a new pool and bathhouse. Item Opinion of Cost New Pool $1,399,000.00 New Bathhouse $518,000.00 New Slide $263,000.00 Site Work $71,000.00 Total Opinion of Costs $2,251,000.00 Page 9 of 9 d. Lincoln Park Wading Pool Integration Option (Exhibit 10) The following items would be required to remove the existing pool and bathhouse and build a new pool and bathhouse next to the existing wading pool. Item Opinion of Cost New Pool $1,399,000.00 New Bathhouse $518,000.00 New Slide $263,000.00 Site Work $71,000.00 Total Opinion of Costs $2,251,000.00 e. New Lions Club Pool & Bathhouse Option (Exhibit 11) The following items would be required to remove the existing pool and bathhouse and replace with a new pool and bathhouse. Item Opinion of Cost New Pool $1,399,000.00 New Bathhouse $518,000.00 New Slide $263,000.00 Lincoln Park Site Work 71,000.00 Lions Club Park Site Work $69,000.00 Total Opinion of Costs $2,320,000.00 Item -2 Review of Final Draft Result Maps Tuesday, July 21, 2009 Study Session City of Grand Island Staff Contact: Jeff Pederson City of Grand Island City Council Council Agenda Memo From: Jeff Pederson, City Administrator Meeting: July 21, 2009 Subject: Review of Final Draft Result Maps Item #’s: 2 Presenter(s): Jeff Pederson, City Administrator Background A City Council Special Study Session Retreat was held June 1 and 2 to initiate the process of Achieving Fiscal Health & Wellness with specific emphasis on the Prioritization process. International City/County Manager Association Consultants Chris Fabian and Jon Johnson facilitated a strategic retreat through a mapping exercise that identified six major result areas for Grand Island City Government. The exercise defined overall strategic results, set by City Council, utilizing idea cards to suggest specific objectives as well as define results for staff direction. Discussion Draft Goal Maps with defined results are presented for Council discussion. The completion of mapping exercise is a major step necessary for staff to gain council guidance for the budget process and overall service delivery. The discussion before Council should concentrate on the language defining the Results and Sub-Results to solidify Councils strategic goals. The idea cards are not part of the adopted Result Maps, but will continue to be referenced for specificity when necessary. The goals, results and outcomes set direction for City management to develop and undertake specific strategies, initiatives and projects in support of these broad, high-level objectives. Integration of prioritization in the budget process includes: · Council approval of Result Maps · Council valuation of Results · Program Scoring · Peer Review · Program Ranking · Decision making on priority funding through the budget process Prioritization offers council and staff an evaluation tool for services provided. It also gives a greater understanding of services in the context of the cause-and-effect relationship on the organizations strategic goals. Furthermore, the process articulates to the organization and the public how services are valued, how priorities are invested, and how the city divests itself of lower-priority services. Recommendation City Administration recommends that the Council discuss the draft result maps for needed changes necessary for adoption on the July 28 agenda. Result MapsCity of Grand Island, Nebraska Summary of Council RetreatJune 1stand 2nd2009 Community Results Quality of Life Programs/FacilitiesCIP Funding‐AdequacyCommunity BeautificationState Fair resource needs /managementLong range focus planningAffordable Housing/impact costs(Community) Build out & ExpansionInfrastructure Growth/Strategic & SustainableCode compliance mission/adequacyPublic Safety – postureIntegrated Solid Waste ManagementGroundwater Mitigation/ Maintenance/ExpansionSanitary/Storm WaterEnergy efficiency/environmental stewardshipCustomer Improved GovernmentTechnology for EfficiencyOperational funding for programs/facilitiesFinancial Stability to Sustain City ProgramsPrioritizing resourcesQuality of LifeQuality of Life Programs/FacilitiesCommunity BeautificationStewardship of the EnvironmentIntegrated Solid Waste ManagementGroundwater Mitigation/ Maintenance/ExpansionSanitary/Storm WaterEnergy efficiency/environmental stewardshipSafe CommunityCode compliance mission/adequacyPublic Safety – postureStrategic, Sustainable and Maintained DevelopmentCIP Funding‐AdequacyState Fair resource needs /managementLong range focus planningAffordable Housing/impact costs(Community) Build out & ExpansionInfrastructure Growth/Strategic & SustainableNo Cash DeficitsCitizen ParticipationTransparentCity of Grand Island’s Goals Community Results Quality of LifePromotes and maintains an attractive place to liveDevelops and maintains safe, reliable and efficient roadway, storm water and public transit infrastructureOffers services that foster and sustain the personal health, safety, wellbeing of its citizens where the live, work and planPromotes cultural enrichment and diversity, supports the arts, and encourages events and activities that stimulate the community Provides opportunities and facilities for safe, inclusive and diverse recreational activitiesSupports and encourages access to quality employment and educational opportunities to sustain the community Stewardship of the EnvironmentEncourages energy conservation and efficiency through education, incentives and the provision of alternative solutions Provides for the renewal of the environment through recycling and reuseManages and mitigates factors that impact environmental quality and sustainabilityPromotes and regulates a clean, orderly and ecologically balanced communityControls and abates threats to the environment caused by nature Proactively prepares, promptly alerts and swiftly responds to emergencies Protects its citizens, proactively prevents crime and enforces the law Encourages a community that feels safe, accepting and connectedFacilitates and enhances safe transportation and mobility optionsSafeguards the physical and environmental health of the community Strategic, Sustainable and Maintained DevelopmentEncourages sustainable and affordable development supported by “first class” city services and infrastructureEnhances its identity as a regional trade center and encourages tourism opportunitiesDevelops, expands and revitalizes a business community that recruits, retains and regenerates a skilled, quality workforceLeverages regional and community partnershipsPromotes well-regulated, strategically planned and future -focused development Governance and Quality Management Results Result: Stewardship of the EnvironmentControls and abates threats to the environment caused by natureProvides for the renewal of the environment through recycling and reuseChemical & Hazardous MaterialsAir & Water PollutionConservation EducationAlternative Energy Threats from the Environment Regulated Development Trash and Clutter Waste Disposal and RecyclingResponse to Hazardous Materials ReleasesStop Pollution from SwiftPromote Cranes and Wildlife ConservationEncourages Use of Alternative EnergyInsect ControlRequire Green Space for all New SubdivisionsClean Parks, HighwaysAdequate storm water run off managementStrong Regulation for Haz Mat StorageStop Polluting the Outfall DitchPromotes Energy and Water ConservationDecrease Wait Time at Train (to encourage it's use)Control of Stray Cats and Dogs Take Care of Our Trees Sweep Streets Dry BasementsSafe Transport of Chemicals / FertilizerSwift ‐ Be a Better CitizenPublic Education ‐ Efficient UtilitiesImprove Technology to Decrease Need for PaperAbate Bird Nuisance Zoning ‐ Buffer Zones Regulate Alleys (weeds, junk) Maintain drainageEncourage Less Use of Harmful ChemicalsMonitor Groundwater at LandfillIncentives for Efficient Use of UtilitiesBike Lanes on the Streets Control Mosquitoes Plant Trees Eliminate Smoking Control water problemsAdequately Treat Sewage Safe Environment Fuel Efficient Vehicles Deal with Algae on Lakes Green Areas vs. Cement No Dumping Trash in Ditch Incentives for RecyclingProtects Groundwater Use of Wind Energy Promote Beautification Discourage Bagging of GrassMinimize Waste Material Going to LandfillClean Lakes Solar Powered Golf Carts Rain Gardens Enforce Litter Laws Reuse of BuildingsRDX Plume Promote "Green" LivingPlans for Development with Ecological Focus"Adopt a Park" ‐ Litter Pick upEliminate Open BurningEncourage "Green" TechnologyRegulates Construction to Stop Silt Runoff"Adopt a Street" ‐ Litter Pick upMonitor Air QualityResearch Converting Trash to EnergyPreserves and Enhances Parks and Promotes RecreationPride in NeighborhoodHold Swift Accountable Promote Energy Efficiency Increase Density of Housing Reduce Visual ClutterControl Noxious Odor / FumesAudit City Buildings for Energy UsePlanning for Industrial ExpansionClean Air EmissionsGeo‐thermal Heating / Cooling in FacilitiesAttract Clean IndustriesClean Low‐Sulfur CoalInvest in Power Alternatives for CoalLimit Number of Septic SystemsUtility Usage Besides CoalMeet WWTP Discharge Permit LimitUse of CFL BulbsSub D Landfill Expansion / ComplianceAlternative Forms of TransportationCompliance with EPA, State / Fed Regs"GO GREEN" Movement City‐wideStorm Sewers and DrainageReduce Sewer Back‐upsFuture Water Supply is SafeLimit Private Drinking Water WellsProtect Overall Animal and Plant HealthRETREAT EXERCISE Manages and mitigates factors that impact environmental quality and sustainabilityEncourages energy conservation and efficiency through education, incentives and the provision of alternative solutions Promotes and regulates a clean, orderly and ecological balanced communityRESULTS & SUB‐RESULTS Result: Safe CommunityEncourages a community that feels safe, accepting and connectedProactively prepares, promptly alerts and swiftly responds to emergencies Safeguards the physical and environmental health of the communityFacilitates and enhances safe transportation and mobility optionsProtects its citizens, proactively prevents crime and enforces the law Safe Parks Culture of Preparedness Restaurant Inspections Safe Pedestrian Crossings Reduce "Eyesore" PropertiesGood Place for Kids Civil Defense Safe Drinking Water Organized Traffic Flow Fight CrimePeople Feel Secure in their NeighborhoodsSirens Work Prevent Harm to Citizens Accident Reduction Drug ControlCultural Tolerance Disaster Recovery Strong Public Health Traffic Signal Network Arrest Drug DealersConnected in CommunityConfidence in Emergency ResponseAdequate Sanitary Sewer SystemSmooth, Quality StreetsCitizens Have Confidence in Police and Justice System"Good" Neighborhood Swift Emergency Response Dry Basements ‐ Groundwater Snow and Ice Removal Criminal ProsecutionNeighborhood Watch EMSSafe Building Construction MethodsSignage ‐ traffic control Control Gang ViolencePedestrians Safe from Fear Timely Response to Emergency Reasonable Speed Limits Protection from FireCultural AcceptanceWell‐trained Emergency RespondersAdequate Street Lighting Reduce CrimeSafe Schools Adequate Staffing Ease Traffic Congestion Enforce the LawReduce Eyesore PropertiesReliable Emergency Response VehiclesPublic Sidewalks Proactive Law EnforcementTraffic Moves Well and SafelyReduce Rioting and Fighting in CommunityEliminate GraffitiPolice ProtectionAnimal ControlRESULTS & SUB‐RESULTS RETREAT EXERCISE Result: Quality of LifePromotes and maintains an attrative place to liveProivdes opportunities and facilities for safe, inclusive and diverse recreational activitiesPromotes cultural enrichment and diversity, supports the arts, and encourages events and activities that stimulate the community Health & Welfare of CitizensAffordable HousingPersonal SafetyEnvironmental QualityBeautification & CleanlinessRecreation & ParksCultural Enrichment Transportation & InfrastructureGroundwater & Storm WaterJob OpportunitiesEducational OpportunitiesHelp Senior Citizens Safe rental propertiesComfortable place to live & raise familyProvide a protected environmentMow right‐of‐wayAdequate recreational opportunities & activitiesSustainable activitiesTraffic flow ‐ railroad crossings ‐ methods to get to workAdequate storm water run off managementHigh paying jobsSupports education opportunitiesPhysical Wellness Quality housing NeighborlyAccess to healthy environmentsWell‐tended neighborhoods (mow the grass)Clean, safe recreational parksInclusive of new populationsTransportation for seniors and disabledDry BasementsAssist in providing increased employment opportunitiesProvides education & entertaining books, other materials and electronic resourcesProactive Health departmentAffordable Housing (more)Able to walk the streets without fearSafe drinking water Flags on light polesHiking & biking trail system (connecting)Shopping & Restaurants Requires wide streets Maintain drainage Low unemploymentHigher high school graduation ratesNo one homelessFocus on lower & lower/middle income housingSafe neighborhoodsCommunity clean from odors, litterClean downtownFamily recreational opportunitiesStrong downtown ‐ business/entertainment Public TransportationControl water problemsJobs that support familiesInstills love of learning & readingHealth Support Safe Place to liveGround water mitigationHandles eye‐sore propertiesOpportunities for physical activitySuccessful public events & entertainmentInvest in infrastructure Adequate job opportunitiesSchool/community partnershipsMental wellnessSafe & updated facilitiesClean air & water (quality)Allows 2 free trips to the dumpInclusive recreational programmingCultural awareness & acceptanceWell‐maintained & reliable infrastructure Expand economic baseSound education systemStrong community programs (United Way; Senior Center)No train noise Clean & orderlyMore things for young people to do (events, sports)Provides cultural opportunities for all agesSafe sidewalks & roads for travel Jobs that equal cost of living No one hungry Clean, card for underpasses & walkwaysDiversity of recreational opportunitiesCultural opportunities & activities ‐ theater, music, art galleries, balletBuilds ADA compliant sidewalks BeautifiedCommunity recreational facilitiesYouth activities & programsQuality infrastructure Property appearance codesAdequate parks & green spaceYouth Center Amenities ‐ parks, & cultural opportunitiesSupports the arts Recreating for many tastes & interestPublic ArtWell‐maintained parksCultural enriching eventsExpand hiking & biking systemRegular events at the Heartland Event CenterSafe recreational facilities Safe and adequate trail system RETREAT EXERCISE Supports and encourages acccess to quality employment and educational opportunities to sustain the communityOffers services that foster and sustain the personal health, safety,and welllbeing of its citizens where they live, work and play Develops and maintains safe, reliable and efficient roadway, stormwater and public transit infrastructureRESULTS & SUB‐RESULTS Result: Strategic, Sustainable and Maintained DevelopmentDevelops, expands and revitalizes a business communtiy that recruits, retains, and regenerates a skilled, quality workforce Promotes well‐regulated, strategically planned and future ‐focused development Leverages regional and community partnershipsEnhances its identity as a regional trade center and encourages tourism opportunitiesDevelop & Retain BusinessAffordable DevelopmentFinancially Sustainable DevelopmentInfrastructure to Support GrowthCity Services to Accommodate GrowthRegulation & Planning Partnerships TourismEconomic DevelopmentAbility to maintain projects in down economic timesLeverage CDBG fundsInfrastructure equals growth & expansionFire StationsDirectly orderly adjacent growth patternsCooperation/partnerships with many interest groupsVibrant DowntownActively assist with Business Recruiting and Retention ‐ keep industryWatch utility ratesManage the penny's and the dollars will fall into placeAdequate infrastructure development ‐ don't over or under buildHave an ISO rating of 2Assure completion of multi‐phase projectsInvolve & engage community partnersRemain constant as retail hubGrow exiting businessMake sure we are charging "non‐citizens" for use of city utilities at a higher rate than citizensOnly do projects that are financially sound and sustainableDevelop infrastructure (sewer/water) to edges of town to can be ready to install upon annexationCity Service Growth = Economic GrowthProvides a favorable building environmentBuild partnerships with schools, county, state/federal govts.Air Travel connections ‐ more flightsCreate industry friendly environment (ordinances, taxation, incentivesNo increase in taxes so people can afford retail and recreational spendingFully fund projects ‐ no half‐way measuresInfrastructure needs to keep a little ahead ‐ GI grows while other towns are stagnant or shrinkingExpansion of City workforce adequate to maintain new infrastructure and service demandsControl alcohol outlet densityPartner with Hastings, Kearney and other surrounding communities to develop regional growth planBetter, dependable air serviceStudy ways to provide incentives to new businessMaintain competitive pricing of servicesManage TIF programInclude digital connections in core upgrades (fiber)No project brought forward without a complete business plan including FTE & operating costs to supportPlan instead of react Regional CooperationState Fair Lottery match fundingCreate Jobs (Quality Jobs)Development of costs to pay for percentage of increased city service costsWatch overlapping debt with other entitiesAdequate Wastewater Treatment Plant capacityAnalysis of efficiencies to improve processes without adding or always replacement staffUniform Building CodesSupport EDC (Economic Development Corp??) and hold accountableState Fair SustainabilityAttract high‐paying jobs Affordable Housing (new)Maintain infrastructure capacity to meet unplanned needsManage conditional use permits with consistencyGet the State FairEducation & training for needed knowledge/skill sets for area businessAffordable building lots for housing and businessMaintain sewer linesHas reasonable development standardsDevelop programs to increase skill level of factory‐level workersAffordable utilitiesPlan ahead for necessary infrastructureStrategic growth planning ‐ linked to the world/community in which we liveDevelop ways to keep young people in G.I.Promote flood protection projectsEstablish a Capital Improvement PlanContinue development of base level manufacturing/production jobsGood street networkContinued growth of medical servicesDevelopment along South Locust St. to !‐80PlanningComplete development along 281 to I‐80Provides updated long‐range Comprehensive PlanEncourage revitalization of older areasBuild for the future not just the presentTurn old munitions plant to industrial developmentLong ‐range planningDevelop strategic plan to manage ground waterEncourages sustainable and affordable development supported by first‐class city services and infrastructureRETREAT EXERCISERESULTS & SUB‐RESULTS Enhances and facilitates accountability, efficiencies, best practices and trustProvides assurance of regulatory and policy complianceResponsive to the needs of internal and external stakeholdersSupports decision making with timely and accurate short term and long‐range analysis Fosters an environment that is open, accessible and trustworthyProvides for an effective, efficient and sustainable organizationFocuses on results and prioritiesDevelops community‐oriented, forward‐focused leadersCultivates community and regional partnerships that supports the city's missionControlled and Managed Quality Human ResourcesFinancial StabilityEfficiencies & Best PracticesLong‐range planning ‐SustainabilityAccessible & TransparentEffective, Efficient & Sustainable OrganizationResults Oriented Leadership PartnershipsControl personnel costs No cash deficits in fundsReceives national recognition for good thingsShort‐term vs. long‐term budgeting approachTransparentFinancial stability to sustain city programsFocus on outcomesElect good, open‐minded forward‐focused leadersManage wages fair to employees and taxpayersFinancial Stability Technology for efficiency5 yr vs. 1 yr budget (revenues & expenses for all funds)Citizen participation Technology for efficiencyAdequately fund priority results in all areasCommunity LeadershipSustainable staffing levelsMatches ongoing operational cost needs to one‐time projectsHas defined revenue sources for projectsPromotes open & interactive governmentOperational funding for programs/facilitiesPrioritizing resourcesRecruits & retains quality, bright and energetic employeesSpends (lives) within its meansTransparent strategic planning (open & visual process)Transparent strategic planning (open & visual process)Customer improved governmentAppropriate revenue sources ‐ Encourages communicationReduce non‐value added workIdentifies & defines programs in debt/benefit analysis style Spends (lives) within its meansPlaces ongoing expenses along with ongoing revenues Spend 95% of means ‐ allow for unplanned Pay more cash ‐ less bonding Balanced budgetBalanced budget without using reserves or borrowingStable recurring revenue sourcesProperly designed & appropriately staffed RETREAT EXERCISE Result: Governance Result: Quality ManagementProvides stewardship and manages sustainability over financial, human and physical AssetsRESULTS & SUB‐RESULTS Item -3 Review of Interlocal Agreement Proposal by the Hall County Board Tuesday, July 21, 2009 Study Session City of Grand Island Staff Contact: Jon Rosenlund City of Grand Island City Council Council Agenda Memo From: Jon Rosenlund, Emergency Management Director Meeting: July 21, 2009 Subject: Interlocal Agreement Proposal by County Board Item #’s: 3 Presenter(s): Jon Rosenlund, Emergency Management Director Background The Emergency Management Department is funded through interlocal agreement between the City and County. The interlocal agreement establishes an Interlocal Committee made up of members of both the County Board and the City Counc il to maintain and manage this agreement. According to the current agreement, all general fund expenses and revenues are divided equally, including the three functions of (1) Emergency Management, (2) 911 Communications and (3) the Hall County Local Emergency Planning Committee. In FY 2009, that 50/50 division of total costs after revenues meant a commitment of $434,784 from both the City and County. The County Board has approached the City through the Interlocal Committee to redefine the cost share of the Communications functional budget as listed below. Discussion Currently, all expenses and revenues to the Emergency Management Department general fund budget are divided equally between the City and County. This includes funding the three general fund functions of (1) Emergency Management, (2) 911 Communications, and (3) the Local Emergency Planning Committee (LEPC). The County has proposed, through the Interlocal Committee, to change the 50/50 cost share for the Communications function to a 70/30 City/County split as shown below: Budget Category City Share City Cost County Share County Cost Emergency Management 50% 74,798 50% 74,798 Communications 70% 553,178 30% 237,076 LEPC 50% 2,780 50% 2,780 Total $ 630,756 $ 314,654 In support of their proposal, the County Board sites Communications statistics from the Emergency Management Department such as: Radio Log (Spillman Activity Log) City Agencies 72% Non-City Local Agencies 28 % State, Other 1% Calls by Area (Adjusted for Geo-Code Error) City Agencies 76.1% Non-City Local Agencies 23.9% Calls by Area (Adjusted for Response Time) City Agencies 69% Non-City Local Agencies 31% Included with this memo are: 1. Attachment A - 911 Communication Center Statistics 2. Current Interlocal Agreement dated May 4, 2009. 3. Proposed Interlocal Agreement revision submitted by the County July 16, 2009. Conclusion This item is presented to the City Council in a Study Session to allow for any questions to be answered and to create a greater understanding of the issue at hand. It is the intent of City Administration to bring this issue to a future council meeting. Radio Log 2008 - YTD 2009 Other 1% In-County 8% County 19% City 72% Avg. Resp. Times 2008 00:08:16 00:12:02 City County Calls by Area/Zone Adjusted for Resp. Time City 69% County 31% Calls by Area/Zone GeoCoded None 26% County 18% City 56% Calls by Area/Zone Adjusted for Non-GeoCoded City 76% County 24% Attachment A 911 Communications Center Call Statistics for 2008 and portions of 2009