03-28-2015 City Council Special Meeting Packet
City of Grand Island
Saturday, March 28, 2015
Council Retreat Packet
City Council:
Linna Dee Donaldson
Michelle Fitzke
Chuck Haase
Julie Hehnke
Jeremy Jones
Vaughn Minton
Mitchell Nickerson
Mike Paulick
Roger Steele
Mark Stelk
Mayor:
Jeremy L. Jensen
City Administrator:
Marlan Ferguson
City Clerk:
RaNae Edwards
8:30 AM
Nebraska Building State Fair Board Room, Suite 200
501 E. Fonner Park Road
Grand Island Council Retreat - 3/28/2015 Page 1 / 64
City of Grand Island Saturday, March 28, 2015
Call to Order
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.
Invocation
Pledge of Allegiance
Roll Call
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.
Grand Island Council Retreat - 3/28/2015 Page 2 / 64
City of Grand Island
Saturday, March 28, 2015
Council Retreat
Item -1
City Council Retreat Agenda & Packet
Staff Contact: Marlan Ferguson
Grand Island Council Retreat - 3/28/2015 Page 3 / 64
CITY COUNCIL SPECIAL STUDY SESSION
(COUNCIL RETREAT)
Saturday, March 28, 2015
8:15 a.m.
Nebraska State Fair Building
Board Room
AGENDA
1.Call to Order
2.8:15 Coffee and Rolls
3.8:30 Welcome & Overview of Retreat Marlan Ferguson
4.Opening Comments Mayor Jensen
5.8:40 Team Building/Communications Bill Podraza
6.10:10 Break
7.10:25 Food/Beverage Tax Mayor Jensen, Marlan
Ferguson
8.11:15 Grow GI/Grander Vision Nicki Stoltenberg
9.12:00 Lunch/Joint meeting with County Supervisors Mayor Jensen
10.Alternative 911 Location Jon Rosenlund
11.Interlocal Agreements Marlan Ferguson
12.Break
13.1:20 Utility Billing/Budget Tim Luchsinger, Billy
Clingman
Grand Island Council Retreat - 3/28/2015 Page 4 / 64
14.2:15 Discuss new Council Laptops/Tablets Mayor Jensen, Marlan
Ferguson, Billy
Clingman
15.3:00 Future Study Session Topics Mayor Jensen, Marlan
Ferguson
16.3:30 Adjourn
______________________________
RaNae Edwards
City Clerk
Public comment is provided for at the conclusion of the presentations. Members of the public may voice opinions on all Agenda items.
When recognized by the Mayor, please approach the Council and give your name and address. Please remember that there is a three
minute limit for any member of the public, unless extended by the governing body.
A continuously current agenda is maintained in the office of the City Clerk. Inquiries and correspondence concerning the City Council
Agenda may be addressed to:
RaNae Edwards, City Clerk
P.O. Box 1968
Grand Island, Nebraska 68802-1968
(308)385-5444, extension 111
Grand Island Council Retreat - 3/28/2015 Page 5 / 64
ADMINISTRATIONFood & Beverage TaxGrand IslandCouncil Retreat - 3/28/2015Page 6 / 64
ADMINISTRATIONOBJECTIVESClarify current tax expiration dateHistory SunsetTimeline November 8, 2016Grand IslandCouncil Retreat - 3/28/2015Page 7 / 64
Council Memo –August 19, 2014Independent Article – February 22, 2015Grand IslandCouncil Retreat - 3/28/2015Page 8 / 64
Tax Expiring at end of Lease Purchase Agreement - July 1, 2017 Estimated time to pay-off early / No benefit (see Debt Service Schedule) Ordinance #9315 – Use of Surplus Funds Grand IslandCouncil Retreat - 3/28/2015Page 9 / 64
HistoryDateSept. 9, 2008 Ord. 9189: 1.5% fund construction of Community Fieldhouse (Nebraska State Fair). Sunset once construction debt is paid-off. $5,062,500 June 30, 2009 Ord. 9224: Added additional $1.6M. Veteran’s Athletic fields Aug. 11, 2011 Ord. 9315: Nebraska State Fair Support & Improvement Fund (avg. $355,630) & ‘additional voluntary payments on the City’s debt’ (Council designate)July 18, 2012 LB 745: No ‘new’ or increase ($700,000); vote of people Sept., 2012 Veteran’s Athletic Field Complex paid-offJuly 18, 2014 LB 474: Defined taxing on manufacturing & wholesale of alcohol Grand IslandCouncil Retreat - 3/28/2015Page 10 / 64
Nebraska State Fair Support & Improvement FundPaid quarterly. 10% of the Nebraska Lottery donationYear Total2010 $311,2212011 $332,7932012 $389,0882013 $394,8292014 $350,223Grand IslandCouncil Retreat - 3/28/2015Page 11 / 64
Where are we today?Sunset when Fieldhouse debt paid-off = July, 2017 Avg. Annual Collection $1,410,019LB 745: Any new revenue designation would need vote.General/Presidential Election = November 8, 2016OPTIONS: Poll 11/2016 or let expire??? Grand IslandCouncil Retreat - 3/28/2015Page 12 / 64
Food & Beverage Excess Cash EstimateEstimated cash balance as of November 20161,753,028.81$ Remaining State Fair Building Payments 753,111.57$ Paid off on 7/1/2017ESTIMATED EXCESS CASH AFTER DEBT PAYMENT999,917.24$ SUMMARYGrand IslandCouncil Retreat - 3/28/2015Page 13 / 64
Other Nebraska Communities with Food & Beverage TaxGrand Island 1.5%Kearney 1%Lincoln 2% (includes alcohol) Norfolk 2% (includes alcohol)Omaha 2.5% (includes alcohol) Grand IslandCouncil Retreat - 3/28/2015Page 14 / 64
Questions?Grand IslandCouncil Retreat - 3/28/2015Page 15 / 64
Grand Island Council Retreat - 3/28/2015 Page 16 / 64
Grow Grand Island / Grander Vision Grow Grand Island
Grand Island Council Retreat - 3/28/2015 Page 17 / 64
AGENDA
•Grow Grand Island / Grander Vision
Summary
•Goals
•Implementation Schedule, Potential
Partners, Grid
•Leadership
•Pillar Metrics & Performance Stats
Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 18 / 64
Background
•Grow Grand Island / Grander Vision
•December – Implementation pre-planning
meetings held
•January - Memo to all Grow Grand Island &
Grander Vision Steering Committee
Members
•February - Implementation Kick-off
•Implementation Committee Members
(40+) Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 19 / 64
Background cont.
Grow Grand Island
Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 20 / 64
Background cont.
Grander Vision
LIVE
WORK
PLAY
LEARN
UNITE Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 21 / 64
And then they were one…
Grand Island Council Retreat - 3/28/2015 Page 22 / 64
Goals by 2020
Job Creation
Elevate Standards of Living
Talent Attraction & Retention
Improve Educational Attainment
Increase Volunteerism & Community
Engagement
Help Existing Businesses Grow Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 23 / 64
Implementation Schedule
Implementation Committee
Don Smith, Chair
Cindy Johnson & Nicki Stoltenberg, key contacts
Monthly Meeting Dates
Re-Brand
Present Implementation Grid
Measure Performance / Success
$$
Implementation (2015) Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 24 / 64
Implementation Schedule
Cont.
Implement High Priorities
Quarterly Meetings of IC
Continue $$
Build Volunteer Capacity
Assess Progress Reports
Adjust Strategic Priorities as Necessary /
as New Opportunities Arise
Implementation (2016) Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 25 / 64
Implementation Grid &
Potential Partners
Role of Implementation Committee (IC) and that of the Chamber, EDC, and CVB
Potential Implementation Partners
Abbreviations used in the “grid” Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 26 / 64
Grid (see handout)
Grander Vision Recommendation Framework:
Live, Work, Play, Learn, Unite Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 27 / 64
Grid
GGI/GV Recom. Implnt. Partners Start Cost
1.1 / #7
Work
Launch a
collaborative
Business
Retention and
Expansion
(BRE) outreach
program that
seeks to
facilitate
expansions
and mitigate
layoffs by
conducting a
series of site
visits and
surveys with
existing
businesses in
and around
Grand Island.
IC (COC &
EDC)
NDED,
NDOL,
UTIL, GI,
LGs, BIZ
2015 $15,000 -
$30,000 Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 28 / 64
Grid
GGI/GV Recom. Implnt. Partners Start Cost
5.12 / #9 &
#17 Play
Develop
entertainm
ent
strategies
for the
area.
Community
Arts
Groups
GI, FP,
MAHC,
GIPS,
GINW, GT,
GILT, CP,
GICF
2015 n/a
Grand Island Council Retreat - 3/28/2015 Page 29 / 64
Questions / Thoughts ??
Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 30 / 64
Champion / Staff
Potential Partners
Develop Workgroups
Implementation Efforts
Leadership Commitment Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 31 / 64
Pillar Metric &
Performance Stats Grow Grand Island … A Grander Vision for the Heartland PILLAR: IMAGE
•#_____________of positive press mentions in non-local or national media outlets
•#_____________of gateway beautification projects completed
•#_____________of hits and page views for the Chamber, EDC, and CVB websites
•#_____________of hits and page views for a new Grow Grand Island website
Grand Island Council Retreat - 3/28/2015 Page 32 / 64
(cont.) Performance Stats Grow Grand Island … A Grander Vision for the Heartland Image stats monitored annually include but are not limited to:
Hotel occupancy rates
Retail sales per capita
Food and beverage occupation tax revenues
Amount of new investment in downtown Grand Island
Occupancy rate (retail, office) in downtown Grand Island
Grand Island Council Retreat - 3/28/2015 Page 33 / 64
Goals by 2020
Job Creation
Elevate Standards of Living
Talent Attraction & Retention
Improve Educational Attainment
Increase Volunteerism & Community
Engagement
Help Existing Businesses Grow Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 34 / 64
QUESTIONS?? Grow Grand Island … A Grander Vision for the Heartland Grand Island Council Retreat - 3/28/2015 Page 35 / 64
Potential IMPLEMENTATION PARTNERS
Effective and efficient implementation will require the support and participation of numerous partners.
The table that follows is a non-exhaustive list of potential implementation partners, accompanied by
abbreviations for each organization/entity. These abbreviations are used in the “implementation grids”
that follow to help identify lead implementers and supporting partners for each individual
recommendation. Many other organizations can and should be engaged in implementation and the
Implementation Committee will be responsible for identifying and engaging additional partners as
needed.
Acronym Organization Acronym Organization
AN Accelerate Nebraska GT Grand Theatre
BEA Beautification Group (Men/Women of Year) HC Hall County
BEL Bellevue University HNWI High Net Worth Individuals
BIZ Business Community/Private Employers HUW Heartland United Way
CCC Central Community College IC Implementation Committee
CD Community Development IN Invest Nebraska
CNRA Central Nebraska Regional Airport ITA U.S. International Trade Administration
COC Grand Island Chamber of Commerce LCOC Lincoln Chamber of Commerce
CP College Park LGs Local Governments (Alda, Cairo, Don, WR, etc.)
CPI Career Pathways Institute LT Leadership Tomorrow
CRA Community Redevelopment Authority MAHC Moonshell Arts & Humanities Council
CTNVC Crane Trust Nature and Visitors Center MC Multicultural Coalition
CVB Grand Island/Hall Co. Conv. & Visitors Bureau NBDC Nebraska Business Dev. Center
DBID Downtown Business Improvement District NDED Nebraska Dept. of Economic Dev.
DGI Downtown Grand Island NDOE Nebraska Department of Education
DOANE Doane College NDOL Nebraska Department of Labor
EDC Grand Island Area Economic Dev. Corp. NDOR Nebraska Department of Roads
ELF Edward Lowe Foundation NEDCO Nebraska Economic Dev. Company
EXIM Export-Import Bank of the United States NEF Nebraska Enterprise Fund
FI Financial Institutions NIFA Nebraska Investment Finance Authority
FNDNs Various Foundations NSF Nebraska State Fair
FP Fonner Park NTC Nebraska Tourism Commission
GGIF Grow Grand Island Foundation REAP Rural Enterprise Assistance Program
GI City of Grand Island RPC Regional Planning Commission
GIAMPO Grand Island Area Metropolitan Planning Org. SBA U.S. Small Business Administration
GICF Grand Island Community Foundation SCEDD South Central Economic Dev. District
GIEF Grand Island Education Foundation SLBID South Locust Business Improvement District
GILCA Grand Island Livestock Complex Authority USCOCF U.S. Chamber of Commerce Foundation
GILT Grand Island Little Theatre UN University of Nebraska
GINW Grand Island Northwest Public Schools UTIL Utilities
GIPS Grand Island Public Schools YEA Young Entrepreneurs Academy
GOV Governor’s Office YP Young Professionals
03/20/2015
Grand Island Council Retreat - 3/28/2015 Page 36 / 64
IMPLEMENTATION GRID: EXISITING BUSINESSES
GGI / GV Recommendation
Potential
Lead
Implementer(s)
Potential
Implementation
Partners
Implementation
Start
Potential
Cost Cost Notes
1.1 / #7 Work
Launch a collaborative Business Retention and
Expansion (BRE) outreach program that seeks to
facilitate expansions and mitigate layoffs by
conducting a series of site visits and surveys with
existing businesses in and around Grand Island.
IC (COC & EDC)
NDED, NDOL,
UTIL, GI, LGs,
BIZ, SLBID
2015 $15,000-
$30,000
Primary cost will be staff-time. The cost
estimate captures customized CRM
software for BRE outreach and
surveying, communications, travel for site visits, and a wide variety of potential costs associated with mitigating closures
and alleviating barriers to expansion.
1.2 / #7 Work
Launch the Grow Grand Island Export Initiative to
support the development of new international trade
relationships for Grand Island area manufacturers.
IC (EDC) NDED, ITA,
EXIM, SBA, BIZ 2016 $20,000-
$35,000
Primary cost is staff time. Estimated
costs cover event hosting and
coordination, travel expenses, etc.
associated with hosting a "Trade
Development Day" and a "Reverse Trade
Mission."
1.3
Launch an Economic Gardening program in
partnership with NDED and the Edward Lowe
Foundation.
IC (COC),
NDED, ELF NBDC 2017 $10,000
-$20,000
The cost to participate in Edward Lowe’s pilot program is roughly $5,000 per firm.
Costs will presumably be shared
between NDED and local funding
sources (ICF). Cost estimate reflects the
provision of assistance to between 2 and
4 companies each year.
1.4 / #7 Work
Launch a local-sourcing campaign - The Grow Grand
Island Challenge - that challenges businesses to
identify at least one non-local supplier of goods
and/or services and switch to a local provider of that same good or service.
IC (COC) BIZ, NBDC 2015 $10,000-$15,000
Primary cost will be staff time. The cost
estimate covers the expense associated
with developing a database of local
companies and their areas of expertise
utilizing membership (COC, EDC, etc.)
and proprietary (Dun & Bradstreet,
ReferenceUSA) databases, and program
promotion/marketing.
1.5 / Unite /
#10 Learn
Work with neighboring communities in Central
Nebraska to evaluate the potential benefits of
developing regional cluster councils to address sector-
specific issues and challenges that are common
throughout Central Nebraska.
IC (EDC) REAP, SCEDD,
LGs, IC Ongoing Highly
variable
There is minimal cost associated with
setting up councils. Once convened, any
councils' annual expenditures will
depend heavily upon the actions that
they chooses to pursue.
1.6 / #21
Learn
Launch ENGINE - Engaging the Next Generation of
Grand Island, Nebraska - a comprehensive leadership
development and community service program that
cultivates the next generation of business leadership in
Hall County.
IC (COC) BIZ, LGs, IC, LT,
YP, GICF 2016 $20,000-
$40,000
Cost estimate reflects a presumed cost
per participant of roughly $1,000 but
program costs should be covered by
tuition/fees that will ideally be
supported by sponsorships from the
participants’ employers.
Grand Island Council Retreat - 3/28/2015 Page 37 / 64
IMPLEMENTATION GRID: ENTREPRENEURS / #16 WORK
GGI
/
GV
Recommendation
Potential
Lead
Implementer(s)
Potential
Implementation
Partners
Implementation
Start
Potential
Cost Cost Notes
2.1
Develop a comprehensive database of small
businesses in the community that can be used to
support a survey-based component of the
community's Business Retention and Expansion (BRE)
outreach program that specifically targets small
businesses.
IC (COC) SLBID, GI 2015 N/A
Primary cost is staff time. Costs associated with database development using proprietary sources are already covered in 1.1 and/or 1.4.
2.2
Establish a privately-financed pre-seed microloan
fund providing small loans to existing and potential
future entrepreneurs that currently lack access to
traditional bank financing.
IC (EDC)
NEDCO, IN, FI,
NBDC, NEF,
REAP, DBID,
SLBID
Ongoing $50,000-
Variable
Cost estimate reflects a reasonable initial
capitalization and annual investment
level for a modest microloan program
issuing loans ranging from $5,000 -
$25,000 per company.
2.3
Launch an angel investment fund and complementary
forum for entrepreneurs to pitch their business to the
fund's investors.
IC (COC), IN BIZ, HNWI, IC,
DBID, SLBID In progress Variable
Cost to develop the fund will depend
largely on methods for recruiting
investors; costs associated with fund
management and administration will be
incurred by investors.
2.4
Establish a comprehensive entrepreneurship
program(s) and a complementary student business
incubator to promote student entrepreneurship.
IC (COC), GIPS,
GINW, CPI
YEA, USCOCF,
CCC, DC, BIZ, FI,
SLBID, IC
2017 $7,600-
$10,000
Young Entrepreneurs Academy, Inc.
requires chamber commitments of $7,600
annually for three years to launch the
program. USCOCF awards $2,500 grants.
Most chambers require modest tuition
($300 - $500 per student) to cover
remaining costs.
2.5
Evaluate the viability of developing a Fabrication Lab
(also known as a FabLab, TechShop, or MakerSpace)
to provide budding entrepreneurs with a place to
develop prototypes and advance concepts for
marketable goods that could become viable
businesses.
CCC, IC IC (COC), BIZ,
SLBID, FNDNs 2019 Highly
variable
Cost associated with developing a
FabLab, TechShop, MakerSpace, etc can
vary tremendously depending upon the
tools, equipment, and staff that is
included in the space. Startup costs can
range from as little as $150,000 to $1.5
million. Any donated equipment from
local employers will greatly reduce
startup costs. Other costs savings should
be pursued through solicitation of in-
kind services, physical space, etc.
Grand Island Council Retreat - 3/28/2015 Page 38 / 64
IMPLEMENTATION GRID: IMAGE
GGI / GV Recommendation
Potential
Lead
Implementer(s)
Potential
Implementation
Partners
Implementation
Start
Potential
Cost Cost Notes
3.1 / #6 Work
Launch a comprehensive internal marketing
campaign to develop a positive self-image,
encourage the community's own residents to be its
best ambassadors, and increase resident
engagement in community improvement initiatives.
IC (CVB) BIZ, GI, LGs, CT,
GICF Ongoing Highly
variable
Some program costs are already covered by the existing CVB budget. New program costs will be associated with the development of the recommended Ambassadors Program and the
recommended Community Improvement
Ideas contest (matching grants, contest
promotion, etc.). Variability of costs will depend heavily on the scale of the
Community Improvement Ideas contest
and associated grant monies.
3.2 / #6 Work
Launch a national public relations campaign to
promote positive stories about Grand Island and
Central Nebraska in national media outlets.
IC (CVB) NTC, BIZ, FP, GT 2015 $40,000-
$60,000
Cost estimate reflects the expenditure
associated with retaining an experienced
public relations consultant to proactively
seed stories, as well as costs associated
with inbound events hosting national
media representatives.
3.3 /#12 &
#18 Play
Develop long-range Corridor Improvement Plans
and signature gateway beautification projects to
promote positive first impressions upon entering
the community.
BEA, RPC, IC
NDOR, GI, HC,
LGs, CNRA, BIZ,
SLBID, CVB, YP,
VF, GICF, CD
2016 Highly
variable
Cost to develop Corridor Improvement
Plans can vary tremendously, from as little
as $20,000 and staff time if developed
internally to in excess of $300,000 if a
consultant is retained for design services.
Cost associated with signature
beautification projects can also vary
widely depending on scale. A reasonable
budget for such projects is, on the low
end, $10,000 for certain artwork and
upwards of $200,000 for “landmark”
landscaping and beautification projects.
3.4
Proceed with planned updates to the Grand Island
Area Economic Development Corporation and Grand Island Chamber of Commerce websites, and
regularly update websites with relevant information
demanded by internal and external audiences, consistent with the findings of the Marketing
Review.
EDC, COC N/A Ongoing N/A Costs associated with website updates
and maintenance are already captured by
existing organizational budgets.
Grand Island Council Retreat - 3/28/2015 Page 39 / 64
IMPLEMENTATION GRID: IMAGE (CONTINUED)
3.5
Realign marketing expenditures at the Grand Island
Area Economic Development Corporation in a manner
that is consistent with the findings of the Marketing
Review, such that expenditures primarily focus on the
most effective techniques including inbound marketing
trips.
EDC N/A 2015 N/A
No cost associated with expenditure
realignment. Recommendation simply
relates to shifting expenditures to more
productive uses.
3.6 /
#6
Work
Proactively maintain strong relationships with NDED
staff overseeing business recruitment and regional
business development to ensure that state partners are
well-informed of the assets in the Grand Island area,
and the planned investments in the Grow Grand Island
Business Development Strategy.
IC (EDC) NDED, CD Ongoing N/A
Minimal costs are associated with relationship maintenance. Travel expenses
will be the primary cost and such expenses
are already captured in the budget of the
EDC.
3.7
Evaluate a variety of mechanisms to facilitate the
acquisition and assemblage of tax-delinquent or
otherwise vacant parcels and the subsequent return of
these parcels to revenue-generating uses.
IC, GI HC, RPC, CD 2016 N/A
Minimal costs are associated with the
evaluation process. Costs to acquire and
either demolish or revitalize properties
should be largely recouped through the
resale of any acquired or “banked” land,
but such costs will not be incurred by
Grow Grand Island or its Foundation as
they will not directly administer such a
program.
IMPLEMENTATION GRID: WORKFORCE / #6 WORK
GGI /
GV Recommendation
Potential
Lead
Implementer(s)
Potential
Implementation
Partners
Implementation
Start
Potential
Cost Cost Notes
4.1 /
#22
Learn
Continue to work with regional employers to
optimize career pathways and programs offered in
public schools, including but not limited to those at
Career Pathways Institute (CPI).
CPI, GIPS,
GINW
IC, BIZ, COC,
EDC, CCC, AN,
USCOCF, ELF
Ongoing N/A
Cost associated with soliciting input from
regional employers should be minimal
and captured within costs associated with
BRE outreach and surveying
(recommendation 1.1).
4.2
Evaluate short-term and long-term opportunities to
expand the availability of two-year and four-year
degree options in Grand Island, with consideration
given to the potentially catalytic redevelopment role
of a higher education presence and accompanying
student population on downtown Grand Island.
IC
DBID, DGI, GI,
CCC, DC, UN,
COC
2016 N/A Minimal cost associated with the evaluation process and outreach to potential public and private institutions.
Grand Island Council Retreat - 3/28/2015 Page 40 / 64
IMPLEMENTATION GRID: WORKFORCE (CONTINUED)
4.3 /
#22
Learn
Develop a comprehensive internship and
apprenticeship initiative - Learn and Earn - that
challenges all local businesses to develop at least
one internship or apprenticeship for high school
students (summer only) and recent college
graduates or work-ready individuals (year round).
IC (COC), BIZ EDC, CVB, LGs 2017 $10,000-
$25,000
Cost is primarily associated with retaining
an experienced web developer to create a
web-based portal to post internships and
apprenticeships, and resumes of those
interested in available opportunities.
Potential exists to receive in-kind web
development services forma local partner.
Some cost may be associated with
outreach and program promotion,
including marketing collateral.
4.4
Develop a Parent Academy and Parent Resource
Center to promote parental engagement in student
learning and school activities, while also supporting
basic adult skills attainment in areas of reading,
writing, mathematics, and English language to
improve employment prospects for interested
parents.
GIPS, GINW GIEF, GICF,
UW, FNDNs 2018 Highly
variable
The annual operating cost of maintaining a Parent Resource Center will primarily fit within the school system’s budget, with potential support from various foundations. Startup costs could be supported by a small grant from the Grow Grand Island Foundation as well as other
foundation with missions supporting
public education and adult learning.
4.5 /
#20
Learn
Establish a gap-financing scholarship program -
Grand Island Graduates (GI Grads) - that provides
partial scholarships to supplement all other forms of
financial aid for individuals interested in pursuing
training, certification, and degree programs offered
at Central Community College.
IC, CCC FNDNs 2020 Highly
variable
Cost will depend highly upon the chosen scale of the program, which should be determined in part by available funds. The ICF can provide some support but additional funds will need to be raised from other foundations to create a sustainable scholarship fund.
IMPLEMENTATION GRID: COMMUNITY ASSETS
GGI
/ GV Recommendation
Potential
Lead Implementer(s)
Potential
Implementation Partners
Implementation
Start
Potential
Cost Cost Notes
5.1 /
#3
Live
& #7
Work
Work with relevant state and local partners to
evaluate a variety of potential uses and
redevelopment projects for the Veterans Home site
that align with and support community
improvement and business development objectives.
IC, GOV, GI CD, Numerous 2015 N/A
Cost associated with advancing support
for identified ideal sues will largely be
staff and volunteer time. Some minimal travel expenses may also exist.
5.2 /
#7
Work
Continue to work with NDED and City of Grand
Island to develop industrial sites with updated
infrastructure that is considered "shovel ready" for
development.
IC (EDC), NDED UTIL, GI, CD Ongoing N/A
Cost associated with development of
potential Certified Ready Site program is
primarily staff time. Some minimal travel
expenses may also exist.
Grand Island Council Retreat - 3/28/2015 Page 41 / 64
IMPLEMENTATION GRID: COMMUNITY ASSETS (CONTINUED)
5.3
Evaluate the potential benefits of establishing a
Foreign Trade Zone to promote job creation in
target sectors such as Manufacturing,
Transportation and Distribution, and Repair, Reuse,
and Recycling.
IC (EDC) LCOC, NDED 2016 N/A
Cost associated with establishing a
foreign trade zone (subzone) is primarily
staff time. Some minimal travel expenses
may also exist.
5.4
Evaluate opportunities to utilize state-enabled
"enhanced employment areas" that generate
revenues to support redevelopment objectives in
targeted areas.
IC (EDC) NDED, RPC, GI,
HC 2017 N/A Cost associated with evaluating the use
of EEAs is primarily staff time.
5.5
Develop a local incentive fund to support the
attraction of large livestock shows, trade shows, and
other events to Grand Island based on their
potential economic impact.
IC (CVB)
GILCA, NTC,
BIZ, NSF, FP,
GICF
2015 $50,000-
Variable
Annual budget for the incentive fund should depend in part upon the success of fundraising efforts for the GGIF.
5.6
Continue to advance the development and
utilization of facilities in and around Fonner Park, as
well as other unique assets in the community such
as the Heartland Public Shooting Park.
IC, GILCA (CVB) FP, NSF, GI, HC,
LGs, CD Ongoing N/A
Cost is primarily staff time. Any
resources associated with development
of new facilities (such as new hotels or
amenities) will be incurred by the private
sector.
5.7
Support the implementation of Central Nebraska
Regional Airport's (CNRA) Capital Improvement Plan
and continue to advance the expansion of passenger air service to major markets.
CNRA, IC Numerous Ongoing N/A Costs associated with implementation of
the CNRA CAP will not be incurred by
the ICF.
5.8 /
Unite
Work with the City of Grand Island and all relevant
partners in the community to align implementation
efforts associated with Grow Grand Island and the
City's Grander Vision process.
IC, GI Numerous In progress N/A
Cost is primarily staff and volunteer time
associated with coordination of
implementation efforts.
5.9 /
#4 &
#8
Live
Implement the recommendations of the Community
Housing Study for Grand Island to ensure that
ample, affordable, and attractive housing is
available to meet the diverse needs of existing and
potential future residents.
CRA, BIZ, GI,
HC
EDC, NIFA, LGs,
CD Ongoing Highly
variable
Cost associated with implementing the
recommendations of the study will come
from a variety of public and private
sources, but the financial burden
associated with implementation should not fall on the ICF.
5.10
/ #7
Work
Support reinvestment in the downtown area by
implementing the recommendations of the Grand
Island Downtown Redevelopment Study, focusing
on the advancement of three catalytic projects
identified in the Study: residential conversions, a
boutique hotel, and reuse of the Kauffman
Plaza/Park.
GI, DBID, DGI CD, Numerous Ongoing Highly
variable
Cost associated with implementing the
recommendations of the study will come
from a variety of public and private
sources, but the financial burden
associated with implementation should
not fall on the ICF.
Grand Island Council Retreat - 3/28/2015 Page 42 / 64
IMPLEMENTATION GRID: COMMUNITY ASSETS (CONTINUED)
5.11
/ #5
Learn
Create an early childhood education plan. GIPS
NDOE, Local
Schools, HUW,
Headstart, other
Education
Advocacy
Groups
2015 N/A
Ensure that all communities provide
quality pre-K education for students.
Examine the roster of programs for early
childhood education in Hall Co. Evaluate
available funding for pre-K education &
expansion of pre-K programs.
5.12
/ #9
&
#17
Play
Develop entertainment strategies for all of the
communities.
Community
Arts Groups
GI, FP, MAHC,
GIPS, GINW, GT,
GILT, CP, GICF
2015 N/A
An exchange of information could be
facilitated with existing staff & resources.
See a recommended list of Action Steps
in Grander Vision plan, page 28 & 36.
5.13
/ #11
&
#13
Live
Create a regional transportation plan to serve the
local communities and beyond. Provide public
transportation for all.
GI, HC GIAMPO,
NDOR, LGs 2015 N/A
Ensure transportation planning ties with
land use planning along key corridors.
Ensure plans for transit access for
various communities & various
population segments.
5.14
/ #14
Live
Encourage neighborhood associations to enhance
community safety, host community activities,
festivals, and reduce crime.
GI
Neighborhood
associations &
other local
advocacy
groups
Ongoing N/A
Conduct neighborhood assessments to
help identify neighborhood strengths,
weaknesses, & opportunities. Train
residents in the use of crime reduction
strategies. Strengthen the relationship
between neighborhoods & emergency
responders.
5.15
/ #15
Live
Provide support for the region’s most vulnerable
populations.
Heartland
United Way
GICF, CD, Grand
Generation
Center, Social
service
agencies, the
faith-based
community,
other local
advocacy
groups.
Ongoing N/A
Broaden the range of supportive services that are available to the impoverished, low-income, homeless & recently rehabilitated to include not only food,
but also clothing, housing, job training,
& health care.
5.16
/ #19
Learn
Enhance cultural engagement & understanding
Multicultural
Coalition, area
school districts
GICF, Numerous Ongoing N/A
Provide an emphasis on bi-lingual or
multi-cultural knowledge, learning &
cultural competencies for everyone.
Updated 03/20/15
Grand Island Council Retreat - 3/28/2015 Page 43 / 64
Resolving Alternate 911 Issues
Grand Island Council Retreat - 3/28/2015 Page 44 / 64
Agenda
•Current 911 Situation
•Capabilities Comparison
•Possible Solutions
•Costs and Considerations
Grand Island Council Retreat - 3/28/2015 Page 45 / 64
911 Dispatch Console
Grand Island Council Retreat - 3/28/2015 Page 46 / 64
911 Center
Grand Island Council Retreat - 3/28/2015 Page 47 / 64
Current Alternate 911
•Equipment stored in a closet of Fire
Station #1
•Mobilizing this equipment takes 30-45
minutes
•Equipment differs from main center
(radios, phones, etc.)
•Difficult to test & exercise regularly
•Update PC software, radios, paging
Grand Island Council Retreat - 3/28/2015 Page 48 / 64
Alternate 911 Set Up
Grand Island Council Retreat - 3/28/2015 Page 49 / 64
Radio Console on Cart
Grand Island Council Retreat - 3/28/2015 Page 50 / 64
Four Standard Office Phones
Grand Island Council Retreat - 3/28/2015 Page 51 / 64
Third Station (no radio) in Closet
Grand Island Council Retreat - 3/28/2015 Page 52 / 64
Capability Comparison
Function Main Current Alternate
Radio Consoles 4 Full Consoles 2 Limited Consoles
Radio Equipment High Traffic Control Stations Mobile Radios
Radio Antenna Tower Mounted Roof Mounted
Interoperability Statewide Radio & Paraclete None
911 Auto Name ID Full Capability None
911 Auto Number ID Full Capability Simple Caller ID
911 Auto Location ID Landline & wireless None
911 Trunk Lines 5 Dedicated 911 Lines Roll over lines
911 Mapping Full GIS & Pictometry None
Phone & Radio Recording 32 recorded lines/channels None
Grand Island Council Retreat - 3/28/2015 Page 53 / 64
Comparison Continued
Function Main Current Alternate
Weather Warning Full siren paging by zones Limited to county-all
Weather Warning NAWAS phone connection None
CAD and Records
Management
Full Spillman Network
Connectivity
Limited by slow speed
Law Enforcement
Support
Full teletype for state
records, weather, etc.
None
Hard Documentation Printer None
Other communication Fax None
Alarm monitoring Full monitoring of 300
customers
To Be Installed
Back up power UPS batteries and
Generator
Generator only
Grand Island Council Retreat - 3/28/2015 Page 54 / 64
Benefits of True 911 Alternate
•Maintain our obligation for continuity of
operations.
•Provide geo-diverse 911 system for redundancy.
•Provide full capabilities for 911 functions
•radio, telephone, teletype, alarm monitoring
and weather warnings
•Allow for expanded capacity in a disaster.
Overcoming the lack of “mutual aid” in 911.
Grand Island Council Retreat - 3/28/2015 Page 55 / 64
911 Option A: New Main
Pros
•Solves both alternate 911
and EOC needs.
•Provides new 911 with long
term potential (30+ years).
•Provides City Hall with room
to move staff.
Cons
•Most Expensive
Construction costs
•Long timeline
•Most complex planning
•Possibility of higher
ongoing costs for facility.
•Establish new, main 911 center.
•Install an alternate 911 in City Hall.
Grand Island Council Retreat - 3/28/2015 Page 56 / 64
New Main Facility:
•Design for call capacity in 2050 (Population est. 80,000)
•Dispatch, EOC, Multi-purpose Room
•Offices, Breakroom, additional room for IT, Equipment,
Storage
Amateur Rendition
Grand Island Council Retreat - 3/28/2015 Page 57 / 64
911 Option B: Alternate only
Pros
•Provides fully functional
alternate 911.
•Moderate cost for
renovation/construction
•Lower ongoing costs for
facility than Option A
Cons
•Does not provide long-
term solution to current
911.
•May not solve alternate
EOC issues.
•Suitable locations hard
to find.
•Build new or renovate alternate 911 location.
•Continue the Main 911 Center in City Hall.
Grand Island Council Retreat - 3/28/2015 Page 58 / 64
Alternate Facility:
•Design for current population est. 60,000
•Dispatch, Multi-purpose Room
•Approximately 2/3 size of new Main Facility
•911 Center sealed off and operational.
Grand Island Council Retreat - 3/28/2015 Page 59 / 64
Where?
•Stand Alone Structure
•Addition to current City Building
•Adjacent to current City Building
•Other areas likely to become City property
Other Considerations
•Approximately 1 mile from City Hall
•Avoid Flood Plain
•Connected to or Near City managed fiber
Grand Island Council Retreat - 3/28/2015 Page 60 / 64
911 Option C: Stay with Current
Pros
•Requires little more
than ongoing costs
Cons
•No more capabilities.
•Not likely sufficient in an
actual event.
•No solution to alternate
EOC.
•Remain with capabilities of current alternate 911
location.
Grand Island Council Retreat - 3/28/2015 Page 61 / 64
Costs & Considerations
•Equipment Costs near $600,000
•New radio system & geo-diverse 911 system
•Associated equipment (recorder, NAWAS, printers/copier,
fax, etc.)
•New alarm monitor equipment
•Purchase/Move furniture
•Equipment costs are about the same for Main or Alternate
•Improved network for Spillman.
•Increases in annual operational budget (phone lines,
network connectivity, ISP, tower, generator, etc.)
Grand Island Council Retreat - 3/28/2015 Page 62 / 64
Next Steps
•Release RFP for architectural designs
•Include options for various locations and types of
facility (Main Facility vs. Alternate)
•Receive recommendations from Interlocal
Committee
•Forward recommendation to City Council
Grand Island Council Retreat - 3/28/2015 Page 63 / 64
Conclusion
•The current situation is unacceptable
•Any solution will require serious investment
•Most costs for equipment are static, regardless
of the option.
•Majority of construction/renovation costs are
likely similar, regardless of option
•Architectural drawings & price estimates will
help guide future plans.
Grand Island Council Retreat - 3/28/2015 Page 64 / 64