Home | Dakota County...Facilities Management CEP Work Order System Project not complete 100,752.00...

A G E N D A

Dakota County Board of Commissioners General Government and Policy Committee of the Whole

August 6, 2019

9:30 AM (or following County Board meeting)

Conference Room 3A, Administration Center, Government Center, Hastings, MN 1. Call To Order And Roll Call

Note: Any action taken by this Committee of the Whole constitutes a recommendation to the County Board.

2. Audience

Anyone in the audience wishing to address the Committee on an item not on the agenda or an item on the consent agenda may come forward at this time. Comments are limited to five minutes.

3. Approval Of Agenda (Additions/Corrections/Deletions) 4. Introduction Of New Employees

CONSENT AGENDA 5. County Administration - Approval Of Minutes Of Meeting Held On July 23, 2019 6. Operations, Management And Budget

6.1 Budget Office – INFORMATION - Report On Budget Amendments, Contracts, And Year-End Projections For Operations

REGULAR AGENDA

7. County Board/County Administration

7.1 County Administration – INFORMATION - Consideration Of Proposal For Changes To Management And Financing Of The Dakota Communications Center

7.2 County Administration – INFORMATION - Quarter Two Update On 2019 Board Priorities

7.3 County Administration – INFORMATION - Legislative Update

8. Public Services And Revenue

8.1 Library - Authorization To Revise Library Meeting Room Policy 9. County Manager's Report 10. Adjournment

For more information, call 651-438-4417. Dakota County Board meeting agendas are available online at

https://www.co.dakota.mn.us/Government/BoardMeetings/Pages/default.aspx

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DAKOTA COUNTY GENERAL GOVERNMENT AND POLICY COMMITTEE OF THE WHOLE

Meeting Minutes

July 23, 2019

Conference Room 3A, Administration Center, Government Center, Hastings, MN 1. Call To Order And Roll Call

Commissioner Mike Slavik Commissioner Kathleen A. Gaylord Commissioner Thomas A. Egan Commissioner Joe Atkins Commissioner Liz Workman Commissioner Mary Liz Holberg Commissioner Chris Gerlach

Also in attendance: Matt Smith, County Manager; Jay Stassen, First Assistant County Attorney; and Jeni Reynolds, Sr. Administrative Coordinator to the Board.

The audio recording from this meeting is available upon request. The meeting was called to order by Chair Gaylord at 10:42 a.m.

2. Audience

Chair Gaylord asked if there was anyone in the audience who wished to address the Committee of the Whole on an issue not on the agenda or to discuss an item on the consent agenda. No one came forward.

3. Approval Of Agenda (Additions/Corrections/Deletions)

On a motion by Commissioner Thomas A. Egan, seconded by Commissioner Mike Slavik, the agenda was unanimously approved with the addition of Revisions to the following items:

Item 6.1 – Award of Bid goes to Pember Companies, Inc. Item 6.2 – Attachment includes updated numbers. Item 9.2 – Attachment includes updated numbers.

4. Introduction Of New Employees

Jess Belisle was introduced. Jess is a Senior Administrative Services Assistant in County Administration.

Gao Yang was introduced. Gao is an Employee Relations Generalist.

CONSENT AGENDA

On a motion by Commissioner Thomas A. Egan, seconded by Commissioner Chris Gerlach, the consent agenda was unanimously approved as follows:

5. Approval Of Minutes Of Meeting Held June 4, 2019

6. Physical Development

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July 23, 2019 Page 2

6.1 Award Of Bid And Authorization To Execute Contract With Pember Companies Inc., For Lake

Byllesby Regional Park Master Plan Improvements Project Component No. 2

WHEREAS, the Lake Byllesby Regional Park Master Plan Improvements Project (Project) was approved in the 2019–2023 Parks Capital Improvement Program (CIP) Adopted Budget; and WHEREAS, by Resolution No. 18-056 (January 23, 2018), the County Board approved the updated Lake Byllesby Regional Park Master Plan including five priority project components; and WHEREAS, by Resolution No. 18-633 (December 12, 2018), the County Board approved the Project schematic design; and WHEREAS, the four Project priority components were packaged for bid separately to take advantage of the State Contract discount prices, specific trades involved, and preferred time of construction; and WHEREAS, the Project components were organized as follows:

• Component No. 1: Cannon River Access, Campground expansion, Echo Point, Beach Plaza/Splash Pad, and West Park Trailhead

• Component No. 2: Beach Nature Play Area • Component No. 3: Playground Replacement • Component No. 4: Interpretation Elements

; and WHEREAS, the bid documents for Project Component No. 2 were prepared by staff and SRF Consulting Group, Inc., and the Project was competitively advertised for three weeks; and WHEREAS, five bids were received on July 11, 2019; and WHEREAS, the lowest responsible bid received for Project Component No. 2 was $480,295.50; and WHEREAS, staff and the project architect have reviewed the low bidder’s qualifications; and WHEREAS, all Project components will be completed by September 2020. NOW, THEREFORE, BE IT RESOLVED, That the Dakota County Board of Commissioners hereby authorizes the Parks, Facilities, and Fleet Management Director to execute a contract with Pember Companies Inc., N4449 469th

St. Menomonie, WI 54751 for the Lake Byllesby Regional Park Master Plan Improvements Project Component No. 2, Beach Nature Play Area, in an amount not to exceed $480,295.50 subject to approval by the County Attorney’s Office as to form.

6.2 Authorization To Purchase Playground Equipment For Lake Byllesby Regional Park Master Plan

Improvements Project Component No. 3

WHEREAS, the Lake Byllesby Regional Park Master Plan Improvements Project (Project) was approved in the 2019–2023 Parks Capital Improvement Program (CIP) Adopted Budget; and WHEREAS, by Resolution No. 18-056 (January 23, 2018), the County Board approved the update Lake Byllesby Regional Park Master Plan including priority components; and WHEREAS, by Resolution No. 18-633 (December 12, 2018), the County Board approved the Project schematic design; and

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WHEREAS, the four Project priority components are as follows:

• Component No. 1 Cannon River Access, Campground expansion, Echo Point, Beach Plaza/Splash Pad, and West Park Trailhead

• Component No. 2 Beach Nature Play Area • Component No. 3 Playground Replacement • Component No. 4 Interpretation Elements

; and WHEREAS, the Project components were packaged for bid separately to take advantage of the State Contract discount pricing, specific trades involved, and preferred time of construction; and WHEREAS, per Dakota County Policy 2751, staff solicited proposals from Minnesota Department of Procurement, State Cooperative Purchasing Contract P-949(5) vendors of park playground equipment; and WHEREAS, four proposals were received on June 28, 2019; and WHEREAS, staff from Parks, Facilities Management, and Grounds Maintenance evaluated the proposals based on accessibility, provision for swinging/sliding/climbing, fit with park surroundings, theme, uniqueness, and the variety/quantity of play for the allocated budget; and WHEREAS, staff recommends the proposal of Landscape Structures Inc., in the amount of $280,000, including all necessary playground equipment, installation, permits, and applicable taxes; and WHEREAS, use of the Minnesota Department of Procurement, State Cooperative Purchasing Contract program discount, the County will save $9,787 (3.5%) on the direct purchase of the playground equipment, and $16,800 in reduced sales tax, for a combined purchase savings of $26,587; and WHEREAS, all Project components will be completed by July 2020. NOW, THEREFORE, BE IT RESOLVED, That the Dakota County Board of Commissioners hereby authorizes the Parks, Facilities, and Fleet Management Director to purchase replacement playground equipment from Landscape Structures Inc., 601 7

th St. S., Delano, MN 55328 for the Lake Byllesby Regional Park Master Plan

Improvements Project, Component No. 3, including all necessary playground equipment, installation, permits, and applicable taxes, in an amount not to exceed $280,000 subject to approval by the County Attorney’s Office as to form.

REGULAR AGENDA

7. Public Safety

7.1 Update On Dakota County Sheriff's Office Policy 448 For Body Worn Recorders And Public

Comment Period

Sheriff Tim Leslie and Chief Deputy Sheriff Joe Leko briefed this item and responded to questions. This item was on the agenda for informational purposes only. The Sheriff’s office will provide an opportunity for public comment at the August 20, 2019 Board of Commissioner’s meeting. The public will also be able to comment via email, mail, or during a feedback session that will be held on August 7, 2019, at the Empire Township Public Works Building.

8. Operations, Management And Budget

8.1 Update On 2018 Year End Financial Summary And 2018 Audit

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Finance Director Peter Skwira briefed this item and responded to questions. This item was on the agenda for informational purposes only.

8.2 Update On Investment Outlook

Finance Director Peter Skwira and Brian Johnson with PFM Asset Management LLC briefed this item and responded to questions. This item was on the agenda for informational purposes only.

8.3 Update On 2020 Budget Process

Budget Manager Paul Sikorski briefed this item and responded to questions. This item was on the agenda for informational purposes only.

9. Physical Development

9.1 Approval Of Renovations To The Dakota County Lawshe Memorial Museum

Motion: Thomas A. Egan Second: Kathleen A. Gaylord

WHEREAS, the Historical Museum building was completed in 1976, is owned by Dakota County, and has not been renovated since it’s opening; and

WHEREAS, the Dakota County Historical Society is the sole building occupant and is a 501(c)(3) non-profit organization that has been engaged in discussion since 2015 to evaluate needed building changes; and

WHEREAS, a draft Final Needs Assessment Report was presented at the Physical Development Committee of the Whole meeting on December 1, 2015, as information and preliminary review; and

WHEREAS, a presentation was also made to the Dakota County Historical Society Board on December 5, 2015, to receive their comments and recommendations concerning the report; and

WHEREAS, a Final Needs Assessment Report was presented to the Physical Development Committee of the Whole on January 12, 2016, for acceptance and direction on options presented; and

WHEREAS, by Resolution No. 16-061 (January 19, 2016), the County Board accepted the final report submitted and directed staff to engage the City of South St. Paul and the Historical Society in a discussion of future options for the site; and

WHEREAS, staff then engaged both City of South St. Paul and Historical Society staff in discussion regarding future options for consideration through the spring of 2016 regarding those options; and

WHEREAS, by Resolution No. 16-207 (April 19, 2016), the County Board accepted the final report submitted and directed staff to delay any decision on facility improvements; and

WHEREAS, In July 2019, the HSB communicated they prefer Option B from the 2015 study. This option had an estimated cost of $3.69 million in 2015; with escalation in construction costs, the estimated cost for 2020 would be approximately $4.87 million; and

WHEREAS, subsequent to all the above history the building has continued to age and staff has determined that improvements to the museum are needed for the continued preservation of this facility; and

WHEREAS, the 2019–2023 Building Capital Improvements Program Adopted Budget includes $1,200,000 for a limited accessibility-focused project to be developed in the 2020 Building Capital Improvements Program year;

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and

WHEREAS, a proposed construction project that provides upgrades to exterior signage and parking areas, renovates interior office and meeting areas, and brings spaces into compliance with accessibility compliance issues was presented to the General Government and Policy Committee of the Whole on July 23, 2019; and

WHEREAS, the July 23, 2019, presentation requested of the County Board the direction to revise the 2020 Building Capital Improvements Program Adopted Budget for this project with an additional $400,000 to deliver a broader project scope.

NOW, THEREFORE, BE IT RESOLVED, That the Dakota County Board of Commissioners hereby approves the proposed revised project scope and recommends the County Manager’s Recommended 2020 Building Capital Improvements Program Budget include $1,600,000 for museum improvements. Ayes: 2 Nays: 5 Chris Gerlach, Mike Slavik, Liz Workman, Joe Atkins, Mary Liz Holberg Motion fails.

Following additional discussion with staff; a new motion was presented: Dakota County Lawshe Memorial Museum Future Options Motion: Joe Atkins Second: Liz Workman BE IT RESOLVED, That staff is hereby directed to research potential location options and related costs for the Lawshe Memorial Museum and return to the General Government and Policy Committee on September 9, 2019 for further discussion on this topic. Ayes: 7 Nays: 0 9.2 Award Of Bid And Authorization To Execute Contract With Peterson Companies, Inc., For Lake

Byllesby Regional Park Master Plan Improvements Project Component No. 1

Senior Project Manager Josh Kinney briefed this item and responded to questions.

Motion: Thomas A. Egan Second: Mike Slavik WHEREAS, the Lake Byllesby Regional Park Master Plan Improvements Project (Project) was approved in the 2019–2023 Parks Capital Improvement Program (CIP) Adopted Budget; and

WHEREAS, by Resolution No. 18-056 (January 23, 2018), the County Board approved the update Lake Byllesby Regional Park Master Plan including priority components; and

WHEREAS, by Resolution No. 18-633 (December 12, 2018), the County Board approved the Project schematic design; and

WHEREAS, the Project priority components were packaged as follows:

• Component No. 1: Cannon River Access, Campground expansion, Echo Point, Beach Plaza/Splash Pad, and West Park Trailhead

• Component No. 2: Beach Nature Play Area • Component No. 3: Playground Replacement

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• Component No. 4: Interpretation Elements

; and

WHEREAS, the project components were packaged separately to take advantage of the State Contract discount prices, specific trades, and preferred time of construction; and

WHEREAS, in an effort to provide flexibility with the award and keep within the approved budget, the Project includes these bid alternates: the Cannon River Access, 11 additional campsites, and select plantings; and

WHEREAS, the budget for construction is $3,400,000; and

WHEREAS, the award was determined using the Base Bid plus those Alternates whose total is closest to the budget while maximizing the content of the Project; and

WHEREAS, the bid documents for the Project were prepared by staff and SRF Consulting Group, Inc., and competitively advertised for three weeks with five bids were received on July 11, 2019; and

WHEREAS, the Base Bid plus Alternates combination bid meeting the construction budget is $3,313,824 including Alternate items for 11 additional campsites and select plantings; and

WHEREAS, staff and the project architect have reviewed the low bidder’s qualifications; and

WHEREAS, all Project components will be completed by July 2020.

NOW, THEREFORE, BE IT RESOLVED, That the Dakota County Board of Commissioners hereby authorizes the Parks, Facilities, and Fleet Management Director to execute a contract with Peterson Companies, Inc., 8326 Wyoming Trail, Chisago, MN 55103 for the Lake Byllesby Regional Park Master Plan Improvements Project Component No. 1, including Alternate items for 11 additional campsites and select plantings, in an amount not to exceed $3,313,824 subject to approval by the County Attorney’s Office as to form.

Ayes: 7 Nays: 0 10. County Manager's Report

County Manager Matt Smith gave a brief overview of what will be on the agenda for the August 6, 2019 General Government and Policy Committee.

11. Adjournment

On a motion by Commissioner Joe Atkins, seconded by Commissioner Mike Slavik, the meeting was adjourned at 1:19 p.m.

Respectfully submitted, Jeni Reynolds Sr. Administrative Coordinator to the Board

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DAKOTA COUNTY GENERAL GOVERNMENT AND POLICY COMMITTEE

Report On Budget Amendments, Contracts, And Year-End Projections For Operations

Meeting Date: 8/6/2019 Fiscal/FTE Impact: Item Type: Consent-Information None Other Division: Operations, Management and Budget Current budget Amendment requested Department: Budget Office New FTE(s) requested Contact: Sikorski, Paul Board Goal: A successful place for business and jobs Contact Phone: (651) 438-4612 Public Engagement Level: N/A Prepared by: Cater, Karen PURPOSE/ACTION REQUESTED Receive quarterly and year-end updates on budget amendments, contracts, and the year-end financial projections for 2019. SUMMARY The summary of budget amendments completed from April 1, 2019 through June 30, 2019, is included as Attachment A. Budget amendments identified in this attachment include administrative amendments that would have gone to Board prior to the adoption of the Budget Compliance Policy by Resolution No. 18-485 (September 18, 2018). Attachment B is a summary of contract activity completed April 1, 2019 through June 30, 2019. The summary includes all administratively approved contracts and contract amendments that would have needed Board approval prior to the adoption of the Solicitation, Bid, and Contract Policy by Resolution No. 18-485 (September 18, 2018). Initial, early financial projections for operations year-end 2019 included as Attachment C. Financial projections will be adjusted quarterly as new information becomes available. RECOMMENDATION Information only; no action required. EXPLANATION OF FISCAL/FTE IMPACTS None.

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8/1/2019 2:30 PM Page 2

Supporting Documents: Previous Board Action(s):

Attachment A: Budget Amendment Summary 18-485; 09/18/18 Attachment B: Professional Services Contracts Attachment C: Year-end Forecast RESOLUTION Information only; no action requested.

County Manager’s Comments: Reviewed by (if required):

☐

☐☐

☐ Recommend Action ☒

☒☒

☒ County Attorney’s Office

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Do Not Recommend Action ☒

☒☒

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Financial Services

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☐☐

☐

Reviewed---No Recommendation ☒

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Risk Management

☒

☒☒

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Reviewed---Information Only ☐

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Employee Relations

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☐☐

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Submitted at Commissioner Request ☐

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Information Technology

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Facilities Management

County Manager

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GL/JL FTE

GL 0

0

NOTES: Reallocate visitor services misc revenue to Lebanon Hills Campground rentals

GL/JL FTE

GL 0

NOTES: Sheriff's Office 2018-2019 Carryover

GL/JL FTE

GL 0

NOTES: County Attorney's Office 2018-2019 Carryover

GL/JL FTE

GL 0

0

0

0

NOTES: Physical Development Division Operating 2018-2019Carryovers

GL/JL FTE

GL 0

0

NOTES: Public Service and Revenue Division 2018-2019 Carryovers

GL/JL FTE

GL 0

NOTES: County Administration Division 2018-2019 Carryovers

GL/JL FTE

GL 0

0

0

0

0

0

NOTES: Operation Management & Budget Division 2018-2019 Carryovers

GL/JL FTE

GL 0

0

0

0

0

0

NOTES: Community Services Division 2018-2019 Carryovers

GL/JL FTE

GL 0

NOTES: Evidence Based Home Visiting (EBHV) Grant Carryover

GL/JL FTE

GL 0

0

0

NOTES: 2018-2019 Carryovers

GL/JL FTE

GL 0

0

NOTES: Transfer Parks set-aside to Rose Bluffs II project

13,547,695 0

Dakota County

Budget Amendment Summary

Reporting Dates Apr 1, 2019 through Jun 30, 2019

PARKS Reallocate Lebanon Hills Campground Revenue 80,194 0

Extension 18 to 19 Carryover (See Carryover Detail) 26,109 26,109

18 to 19 Carryover (See Carryover Detail)

06/20/2019 CIP-PARKS Set Aside (291,000) -291,000

CIP-PARKS Rose Bluffs II 291,000 291,000

Information Technology 18 to 19 Carryover (See Carryover Detail) 200,000 200,000

13,547,695

BA20190078

Environmental Resources 18 to 19 Carryover (See Carryover Detail) 22,530 22,530

Set ID Effective Date Department Reference Description Revenue Expense

Report Totals

Revenue Expense

BA20190062 06/07/2019 Communications 10,766 10,766

BA20190059 06/01/2019 PUBLIC HEALTH 134,817 134,81718 to 19 Carryover (See Carryover Detail)

Set ID Effective Date Department Reference Description

CIP IT Data Networks 18 to 19 Carryover (See Carryover Detail) 1,898,398 1,898,398

Veterans Services 18 to 19 Carryover (See Carryover Detail) 18,108 18,108

359,800


BA20190047 04/30/2019 Social Services 1,526,468 1,526,468

Community Corrections 18 to 19 Carryover (See Carryover Detail) 19,425 19,425



Employment & Economic Assistance 18 to 19 Carryover (See Carryover Detail) 462,537 462,537

Public Health 18 to 19 Carryover (See Carryover Detail) 359,800


BA20190049 04/30/2019 Office of Risk Management 18 to 19 Carryover (See Carryover Detail) 1,733,157 1,733,157

BA20190044 04/30/2019 EMPLOYEE RELATIONS 18 to 19 Carryover (See Carryover Detail) 78,209 78,209

Library 18 to 19 Carryover (See Carryover Detail) 715,309 715,309

BA20190039 04/30/2019 Facilities Management 18 to 19 Carryover (See Carryover Detail) 100,752 100,752




BA20190040 04/30/2019 Public Service and Revenue Admin 32,000 32,000

BA20190038 04/30/2019 ATTORNEY 18 to 19 Carryover (See Carryover Detail) 57,695 57,695


BA20190037 04/30/2019 SHERIFF 18 to 19 Carryover (See Carryover Detail) 216,050 216,050


Financial Services 18 to 19 Carryover (See Carryover Detail) 83,559 83,559

BA20190036 05/03/2019 PARKS Reallocate Visitor Services Misc Revenue (80,194) 0

Environmental Resources 18 to 19 Carryover (See Carryover Detail) 1,097,173 1,097,173

CJN 18 to 19 Carryover (See Carryover Detail) 115,280 115,280

Information Technology 18 to 19 Carryover (See Carryover Detail) 1,299,569 1,299,569

Office of Performance and Analysis 18 to 19 Carryover (See Carryover Detail) 94,928 94,928


Environmental Legacy Fund 18 to 19 Carryover (See Carryover Detail) 3,000,000 3,000,000

PARKS 18 to 19 Carryover (See Carryover Detail) 245,056 245,056


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6.1 - Attachment A .pdf

Department Program Description Amount Requested

Sheriff Food Service Contract Late 2018 Invoice that didn't make the 2018 cutoff 22,487.00

Sheriff Alcohol Compliance Dedicated Funds 2,584.00

Sheriff ARES Radio Correct missed 17-18 Carryover 500.00

Sheriff CEP - Correctional Health Software Dedicated Funds 144,656.00

Sheriff EMS Grant - Radios Unspent EMS Grant Proceeds 18,330.00

Sheriff EMS Grant - Radios Unspent EMS Grant Proceeds 18,330.00

Sheriff Uniform Allowance Unspent Employee Uniform Allowance 4,758.00

Sheriff Uniform Allowance Unspent Employee Uniform Allowance 777.00

Sheriff Uniform Allowance Unspent Employee Uniform Allowance 2,866.00

Sheriff Uniform Allowance Unspent Employee Uniform Allowance 762.00

216,050.00

Carryover Detail - Sheriff

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6.1 - Attachm

ent A .pdf


Attorney Case Management System Upgrades Project Not Complete 57,695.00

57,695.00

Carryover Detail - Attorney

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6.1 - Attachm

ent A .pdf


Facilities Management CEP Work Order System Project not complete 100,752.00

Parks CEP - Natural Resource Equipment Operations planned to have been started and completed in

2018, which were started but not completed;

4,866.00

Parks CEP - Parks CEP Admin Operations planned to have been started and completed in

2018, which were started but not completed;

20,750.00

Parks Marketing Campaign Grant Unspent Grant Proceeds 100,000.00

Parks Visitor Services CEP Operations planned to have been started and completed in

2018, which were started but not completed

44,440.00

Parks VS Met Council Grant Existing FTE Positions Unspent Grant 75,000.00

Environmental Resources School Programs Projects-Planned not completed 20,000

Environmental Resources Business Recycling Program Projects-Planned not completed 162,516

Environmental Resources Consulting Projects-Planned not completed 29,075

Environmental Resources Public Education Projects-Planned not completed 6,828

Environmental Resources HHW - Recycling Zone Set aside Projects-Planned not completed 243,815

Environmental Resources Low Income SSTS Upgrades Projects-Planned not completed 16,819

Environmental Resources Environmental Assessment Projects-Planned not completed 300,000

Environmental Resources Groundwater Protection Projects-Planned not completed 48,785

Environmental Resources Aquatic Invasive Species Grant Proceeds 173,678

Environmental Resources Well Seal Grants Projects-Planned not completed 2,000

Environmental Resources Riparian State Buffer Aid Grant Proceeds 93,657

ELF BV-LAND ACQUISITION, ASSBLY Projects-Planned not completed 1,150,000.00

ELF COATES-WATER STUDY Projects-Planned not completed 10,000.00

ELF IGH-HERITAGE VILLAGE PARK Projects-Planned not completed 850,000.00

ELF RMT-HORSESHOE LAKE PARK DEV Projects-Planned not completed 250,000.00

ELF RMT-CARROLS WOOD-SCHWARTZ PND Projects-Planned not completed 71,300.00

ELF RMT-GREENWAY CORRIDOR-DUNMORE Projects-Planned not completed 23,900.00

ELF RMT-GREENWAY CORRIDOR-HORSESHOE Projects-Planned not completed 32,100.00

ELF SSP-KAPOSIA LANDING PHASE TWO Projects-Planned not completed 612,700.00

Environmental Resources Aerial Photography Projects-Planned not completed 22,530

4,442,981.00

Carryover Detail - Physical Development Division

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6.1 - Attachm

ent A .pdf


PS&R Administration Art in Public Places Project Not Completed 32,000.00

Library DHS Accessibility Grant Unspent Grant Funds 77,316.00

Library MELSA Collection Development Unspent Grant Funds 16,324.00

Library Robert Trail Specific Gifts Unspent Gift Funds 13,920.00

Library Inver Glen Specific Gifts Unspent Gift Funds 8,702.00

Library Burnhaven Specific Gifts Unspent Gift Funds 17,897.00

Library Pleasant Hill Specific Gifts Unspent Gift Funds 18,313.00

Library Wescott Specific Gifts Unspent Gift Funds 33,963.00

Library Farmington Specific Gifts Unspent Gift Funds 9,477.00

Library Wentworth Specific Gifts Unspent Gift Funds 22,509.00

Library Galaxie Specific Gifts Unspent Gift Funds 27,804.00

Library Heritage Specific Gifts Unspent Gift Funds 26,500.00

Library Non-Specific Gifts Unspent Gift Funds 1,764.00

Library MELSA Formula Grant Unspent Grant Funds 142,778.00

Library CEP-Library Administration Unspent Grant Funds 54,673.00

Library CEP-Materials Handling System Project Not Completed 15,600.00

Library CEP-MELSA Phase Funds Unspent Grant Funds 156,732.00

Library CEP-Lib Admin-CEP Tech/MELSA Unspent Grant Funds 71,037.00

747,309.00

Carryover Detail - PSR Division

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6.1 - Attachm

ent A .pdf


ER Dispute Resolution 2018 Expenses billed in 2019 41,966.00

ER HRD Leadership Development 2018 Expenses billed in 2019 16,278.00

ER HRD EDGE 2018 Expenses billed in 2019 19,965.00

Communications Volunteer Recognition 2018 Expenses billed in 2019 10,766.00

88,975.00

Carryover Detail - County Admin Division

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ent A .pdf


Risk Actuarial Costs Project Not Complete 4,183.00

Risk MESB Radio Grant CEP Unspent Grant Funds 15,400.00

Risk Employee Safety Training Project Not Complete 4,734.00

Risk 800 MHz CEP Other County Board Approval 934,643.00

Risk UASI 2017 Unspent Grant Funds 154,539.00

Risk UASI 2018 Unspent Grant Funds 214,000.00

Risk UASI 2017 CEP Unspent Grant Funds 169,658.00

Risk UASI 2018 CEP Unspent Grant Funds 236,000.00

Information Technology Consulting Project Not Complete 247,931.00

Information Technology Software Maintenance Project Not Complete 147,428.00

Information Technology Information Security Project Not Complete 86,000.00

Information Technology CEP-Privileged Access Management System Project Not Complete 58,000.00

Information Technology CEP-MS Windows for Library Project Not Complete 86,390.00

Information Technology CEP-Server Data Refresh Project Not Complete 29,936.00

Information Technology CEP-Email Management Systems Project Not Complete 300,000.00

Information Technology CEP-Real Estate Management System (REMS) Project Not Complete 335,816.00

Information Technology CEP-Vermont Systems Inc Contract Project Not Complete 8,068.00

OPA Residential Survey Every other year expense 37,729.00

OPA State Standard Measures Unspent Grant Funds 40,837.00

OPA Process Improvement Training Project Not Complete 16,362.00

CJN Consulting Other 80,000.00

CJN Anthrotech Project Not Complete 35,280.00

Finance Sungard Contract Project Not Complete 83,559.00

I.T.-Data Networks Well Monitoring Fiber Connection CIP Projects Not Complete 92,922.00

I.T.-Data Networks Fiber Materials CIP Projects Not Complete 67,699.00

I.T.-Data Networks Fiber Projects Set-Aside CIP Projects Not Complete 643,071.00

I.T.-Data Networks Dakota Electric CIP Projects Not Complete 21,034.00

I.T.-Data Networks Fiber Repair Projects CIP Projects Not Complete 14,250.00

I.T.-Data Networks DC Broadband Gap Projects CIP Projects Not Complete 892,455.00

I.T.-Data Networks Redundant Cable Spring Lake Park CIP Projects Not Complete 161,275.00

I.T.-Data Networks Lakeville Phase II CIP Projects Not Complete 5,692.00

Information Technology CEP-Website Redesign and Content Management

System

Project Not Complete 200,000.00

5,424,891.00

Carryover Detail - OMB Division

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6.1 - Attachm

ent A .pdf


Social Services Pohlad Foundation Grant Unspent Grant Funds 10,876.00

Social Services Community Living Infrastructure Unspent Grant Funds 206,124.00

Social Services VCA-CP (Child Protection) Unspent Grant Funds 756,719.00

Social Services MN Housing FHPAP Unspent Grant Funds 156,395.00

Social Services IEIC Part C Unspent Grant Funds 16,102.00

Social Services Family Housing Fund Unspent Grant Funds 3,990.00

Social Services County Funded Shelter Services Other County Manager Approved 193,284.00

Social Services MH Crisis Alliance Other County Manager Approved 100,000.00

Social Services CTY Supportive Housing Invest Project Not Complete 82,978.00

EEA State Dislocated Worker Unspent Grant Funds 192,000.00

EEA WIOA Dislocated Worker Unspent Grant Funds 87,000.00

EEA WIOA Adult Unspent Grant Funds 18,900.00

EEA Minnesota Youth Unspent Grant Funds 26,597.00

EEA WIOA Youth Unspent Grant Funds 47,745.00

EEA DWP Unspent Grant Funds 81,059.00

EEA SNAP 100% Unspent Grant Funds 1,985.00

EEA SNAP 50% Unspent Grant Funds 7,251.00

Public Health Birth to 8 Unspent Grant Funds 10,029.00

Public Health Birth to 8 Data System Unspent Grant Funds 109,248.00

Public Health Ucare Asthma Grant Unspent Grant Funds 15,252.00

Public Health Ucare Unspent Grant Funds 23,217.00

Public Health EBHV Grant Unspent Grant Funds 14,464.00

Public Health SHIP Grant Unspent Grant Funds 70,475.00

Public Health Community Mental Health Unspent Grant Funds 7,505.00

Public Health DHF Unspent Grant Funds 59,610.00

CS Admin to PH Birth to 8 Unspent Grant Funds 50,000.00

Veteran Services MDVA Enhancement Grant Unspent Grant Funds 18,108.00

Community Corrections Safe Streets DVS Grant Unspent Grant Funds 14,901.00

Community Corrections Juvenile Detention (JDAI) Unspent Grant Funds 4,524.00

Extension Youth Teaching Youth Project Not Complete 26,109.00

Public Health Evidence Based Home Visiting (EBHV) Grant Unspent Grant Funds 134,817.00

2,536,388.00

Carryover Detail - Community Services Division

-18-

6.1 - Attachm

ent A .pdf

OneSolution - Professional Services Contracts Between $50,000 - $100,000Contracts Starting Between: 4/1/2019 to 6/30/2019As of Report Date: 7/29/2019

Contract No Vendor Name Purpose Department Start Date End Date Amount

C0031415 Lutheran Social Service Of Minnesota Guardian and Conservatorship Services SOCIAL SERVICES NORTH 05/01/2019 12/31/2021 100,000.00$

C0031272 GATEWAY HEALTH SERVICES INC TCM - Targeted Case Management SOCIAL SERVICES NORTH 04/01/2019 12/31/2019 99,000.00$

C0031428 EMPOWERING FAMILIES LLC In Home and Community Based Services SOCIAL SERVICES WEST 05/01/2019 12/31/2019 90,000.00$

C0031397 C2 IT SOLUTIONS LLC MS 10 Project Management INFORMATION TECHNOLOGY 04/15/2019 9/30/2019 90,000.00$

C0031244 YOUR VISION ACHIEVED LLC Sex Offender Treatment and Brief Counseling Community Corrections -Brenda 04/01/2019 12/31/2020 80,000.00$

C0031407 FISHEL INFORMATION SYSTEMS INC Professional/Technical Services for CJN CJIIN 04/08/2019 7/29/2119 80,000.00$

C0031360 RBA INC Professional/Technical Services for CJN CJIIN 04/02/2019 7/29/2119 80,000.00$

C0031607 ON-DEMAND SERVICES GROUP INC Oracle Report and Programming Venkat Kotla INFORMATION TECHNOLOGY 06/24/2019 12/31/2019 70,000.00$

C0031585 INSIGHT REALTY ADVISORS INC CP 91-25 Appraisal Services CIP-TRANSPORTATION 06/07/2019 3/21/2020 61,500.00$

C0031603 TRC ENVIRONMENTAL CORPORATION SHPO Approval & Addendum Turbine Upgrade CIP-BYLLESBY DAM 06/17/2019 12/31/2022 59,000.00$

C0031444 DAHM, BARBARA R OS 19.2 upgrade Systems Analysis services INFORMATION TECHNOLOGY 05/01/2019 12/31/2020 55,195.00$

C0031401 TIERNEY BROTHERS INC LASER LIGHT PROJECTOR AT HLC AS PER #21406 R1 LIBRARY-TECHNICAL 04/17/2019 6/14/2019 54,157.36$

C0031402 TIERNEY BROTHERS INC LASER PROJECTOR AT LLC AS PER #21928 LIBRARY-TECHNICAL 04/17/2019 6/28/2019 53,785.26$

C0031500 LIFE DEVELOPMENT RESOURCES JSC and Campus Therapeutic Services Community Corrections -Brenda 06/01/2019 12/31/2019 52,000.00$

-19-

6.1 - Attachm

ent B .pdf

Dakota CountyContract Amendments

Entered Between: 4/1/19 - 6/30/19

Contract Number Contractor Name Contract Description Contract Type

Contract Original Amount

Contract Amendment

TotalContract Current Maximum Total Dept

Amendment Date CO

Amendment Amount Amendment Change Description Amendment Item Description - Per One Solution Notes

C0030321 HARDRIVES INC CP 46-47 CSAH 46 & TH 61 road improvements Construction $3,347,340.65 $86,259.99 $3,433,600.64 7094 06/05/2019 4 $4,232.64 Increase Dollars/Additional Work CP 46-47 CONSTRUCTION SIGN SPECIAL QUANTITY 96

$10,378.18 Barrier One, Signage, Lounge 127 Soffit, Hydronic Piping

$33,535.93Coil Coat Wood Grain Ceiling, Eliminate SST Doors, Cut Slab at Bookshelves Data, Grilles at Children's Bench, Dywall Soffit at Teen's Area, etc.

$10,752.89Plumbing changes, Eliminate Door 121-1, Temperature Controls, Steel Channel Removal & Mech at Interior Columns, Acoustical Ceiling, etc.

1 $1,634.36 Increase Dollars/Additional Work Extra Work - revision of signal systems A-D, F-K and N-Q.

2 $4,644.00 Increase Dollars/Additional Work Extra Work - revision of signal systems A-D, F-K and N-Q (Work Order No. 2).

3 $11,584.73 Increase Dollars/Additional Work Extra Work - Fiber Optic Cable installation (Work Order No. 3).

1 $3,683.44 Increase Dollars CP 08-20 PAVEMENT INCENTIVE

2 $1,560.00 Increase Dollars/Additional Work CP 08-20 LABOR, EQUIP & MATERI

3 $2,900.00 Increase Dollars/Additional Work CP 08-20 LABOR, EQUIP & MATERI

4 $3,721.10 Increase Dollars/Additional Work CP08-20 RETAINING WALL MONUMEN

5 $15,775.50 Increase Dollars/Additional Work CP08-20 STORM STRUCTURE

C0031154 Pember Companies Inc LHRP Site Improvements - CIP #P61001 Construction $337,975.00 $10,283.03 $348,258.03 7095 05/15/2019 1 $10,283.03 Increase Dollars/Additional Work Upgrade decking material, change roof sheathing, add handrail & reset boardwalk down on helical piles

C0030414 TIERNEY BROTHERS INC 2018 Conference Room Videoconferencing ProjectNon

Construction$674,964.24 $47,197.83 $722,162.07 6003 06/20/2019 6 $6,018.05 Increase Dollars/Extend Contract Amendment #4 - additional services and extend

C0030737 BRENNAN CONSTRUCTION OF MN INC 2018 Countywide Office Space RemodelNon

Construction$676,000.00 $21,987.00 $697,987.00 6099 05/13/2019 3 $16,749.00 Increase Dollars/Additional Work Carpet, furniture, electrical and ACT revisions for County Wide Remodel

C0030239 AVIAT US INC Digital Communications Microwave ProjectNon

Construction$419,800.00 ($2,289.00) $417,511.00 6002 04/23/2019 1 ($2,289.00) Decrease Dollars/Additional Work Amendment #1 - Change orders 1, 2, 3, 4

C0030413 SRF CONSULTING GROUP INC CP 26-56 Engineering ServicesNon

Construction$299,530.00 $23,000.00 $322,530.00 7094 04/29/2019 1 $23,000.00 Increase Dollars/Additional Work To increase contract amount by $23,000 for additional tasks.

C0029969 DERAU CONSTRUCTION LLC WSC Counter & JSC Entry ImprovementsNon

Construction$179,400.00 $17,408.00 $196,808.00 6099 05/15/2019 1 $17,408.00 Increase Dollars/Additional Work

Add door frames, carpet, casework revisions, storefront, solid surface, access panel, trim, soffit, ect.

C0029922 DERAU CONSTRUCTION LLC Waste Enclosure Replacements at WSC & WLCNon

Construction$178,600.00 $2,965.00 $181,565.00 6099 04/16/2019 1 $2,965.00 Increase Dollar/Extend End Dat

Add Bond Beam, Irrigation Main Line Relocation, Ext. Encl & Credit Paint Test for Waste Enclosure Project

C0031398 HILLER STORES INC WSC 3rd Floor PDD & 1st Floor CC Carpet ReplacemenNon

Construction$139,628.00 $5,768.00 $145,396.00 6099 05/20/2019 1 $5,768.00 Increase Dollars/Additional Work Replace Carpet in three conference rooms on third floor

1 $3,569.00 Increase line itmem $3,569.00 Amendment 1- Increase amount by $5,075 New contract Max = $120,903.00.$3,569.00 4770130130/55920$2,136.00 4770930131/59160/BD00008/59160

2 $2,136.00 Increase line item $2,136.00 Amendment 1- Increase amount by $5,075 New contract Max = $120,903.00.$3,569.00 4770130130/55920$2,136.00 4770930131/59160/BD00008/59160

MANAGER APPROVED AMENDMENTS

Increase Dollars/Additional Work 1C0030790 EBERT INC Pleasant Hill Library Renovation and Expansion Ser Construction $2,944,000.00 $54,667.00 $2,998,667.00 6099 05/30/2019

7094 05/14/2019

C0028684 MAX STEININGER INC CP 8-20 roundabout on CSAH 8 & CSAH 73 WSP Construction $1,039,149.06

C0030643 EGAN COMPANY CP 31-87 Fiber Optic Cable on CSAH 46 & 31 Construction $1,085,378.00 $17,863.09 $1,103,241.09

$27,640.04 $1,066,789.10 7094 06/05/2019

C0030847 WORTHINGTON PRODUCTS INC Byllesby Dam-Design & Fabrication of Safety BuoysNon

Construction$115,198.00 $5,705.00 $120,903.00 7013 05/13/2019

-20-

6.1 - Attachm

ent B .pdf

Object Category Actuals % Budget Budget Amended Forecast

Forecast %

of Budget Variance PY Actuals PY Budget

41 - Property Taxes 37,626,116 28% 136,465,104 136,465,104 100% 0 133,049,684 131,157,546

42 - Charges for Services 12,879,909 43% 30,216,227 32,209,051 107% 1,992,824 32,424,402 29,167,605

43 - Other Revenues 7,571,627 65% 11,677,142 16,701,068 143% 5,023,926 14,633,883 9,558,970

44 - FINES AND FORFEITURES 12,484 42% 30,000 26,072 87% -3,928 27,003 30,000

45 - Licenses & Permits 1,226,293 90% 1,355,535 1,444,351 107% 88,816 1,462,731 1,327,894

46 - Federal Revenue 10,210,009 30% 33,568,963 32,311,119 96% -1,257,844 32,929,277 34,018,724

47 - State Revenue 12,292,932 25% 48,477,193 47,438,465 98% -1,038,728 48,364,177 48,375,367

48 - Other Intergovernmental Rev 2,232,231 38% 5,943,446 5,652,373 95% -291,072 4,944,759 5,793,433

49 - Other Financing Sources 3,287 0% 6,822,161 5,435,866 80% -1,386,295 3,467,496 10,168,983

Revenue $84,054,888 31% $274,555,770 $277,683,470 101% $3,127,700 $271,303,412 $269,598,522

51 - Salaries 65,757,429 46% 142,880,957 136,196,610 95% 6,684,347 130,470,929 135,448,230

52 - Benefits 20,671,399 45% 45,746,932 42,460,544 93% 3,286,388 39,263,857 41,180,875

53 - Dept/County Support 11,445,294 46% 24,790,022 24,651,201 100% 138,821 23,361,251 25,198,563

54 - Travel/Training 875,976 44% 1,986,354 1,814,031 91% 172,323 1,875,422 1,964,156

55 - Office Support 1,057,126 37% 2,834,518 2,487,523 88% 346,995 2,334,569 2,847,801

56 - Materials/Supplies 1,120,088 50% 2,220,917 1,989,380 90% 231,537 2,162,104 2,446,961

57 - Citizen/Client Related Service 18,852,788 36% 51,967,703 50,031,067 100% 1,936,636 43,123,694 51,513,179

58 - Interdepartmental -1,942,913 19% -10,065,813 -10,020,603 100% -45,210 -9,111,428 -9,108,450

59 - Capital, Debt, Other Financing 3,685,149 30% 12,194,181 9,335,400 79% 2,858,781 7,526,184 18,107,207

Expense $121,522,336 44% $274,555,770 $258,945,153 95% $15,610,617 $241,006,582 $269,598,522

Contribution to Fund Balance ($37,467,448) $0 $18,738,317 $18,738,317 $30,296,830 $0

Prior Year (PY) Actuals do not include audit entries. Actuals and budget will change after entries are posted.

Revenues

Charges for Services - Host fees projecting $1.55 million above budget. Park Fees $100K over Budget.

Other Revenues - Interest on Investments projecting $4.1 million above budget.

Federal Revenues - Deficit offset by Salary and Benefits savings in EEA and Social Services.

State Revenues - Deficit offset by Client Related surpluses in Social Services and Public Health.

Other Intergovernmental - Projecting Dakota Broadband Board revenues lower until final amount confirmed.

Other Financing Sources - Planned contribution to Levy Management Account and surpluses in BIP and CEP spending.

Expenses

Salaries/Benefits - Surplus related to current vacancies projected out to year-end. Planned surplus of 3%.

County Support - Fleet unleaded and diesel fuel budget projecting $100K below budget.

Materials/Supplies - Transportation traffic signal maintenance and traffic marking projecting below budget.

Citizen/Client Related Services - Surplus in spending offset by state grant deficits. Unspent grant dollars carried over.

Capital - Projected surplus in BIP and Capital Equipment spending.

Dakota County

Year End ForecastAs of 6/30/19

County Summary

-21-

6.1 - Attachm

ent C.pdf


Consideration Of Proposal For Changes To Management And Financing Of The Dakota Communications

Center Meeting Date: 8/6/2019 Fiscal/FTE Impact: Item Type: Regular-Information None Other Division: County Administration/County Board Current budget Amendment requested Department: County Administration New FTE(s) requested Contact: Smith, Matt Board Goal: Excellence in public service Contact Phone: (651) 438-4590 Public Engagement Level: N/A Prepared by: Jermeland, Alex PURPOSE/ACTION REQUESTED Consider proposal for changes to management and financing of the Dakota Communications Center (DCC). SUMMARY The DCC operates under a joint powers agreement (JPA) that was established in 2005, arising from a 2004 High Performance Partnerships (HiPP) project that identified the need for a centralized public safety answering point (PSAP) and 911 dispatch center. The HiPP project was a joint study by the cities and Dakota County (County). The development of the DCC was structured around several core benefits that were shaped from the HiPP report (reduced costs, availability to all jurisdictions and opportunities for future service enhancements) and collaborative discussions of the Dakota County Board of Commissioners with the 800 MHz Policy Working Group. The DCC Board of Directors (DCCB) serves as the governing body with representation from each of the 12 jurisdictions. The DCCB is supported by the Executive Committee, which is comprised of city administrators/managers and the County Manager as well as a Joint Operations Committee (fire and police agency representatives). Prior to formation of the DCC, six PSAPs operated in the County (five owned and operated by cities). Cities without their own PSAP contracted for services from cities or the County. In 2015, the Executive Committee formed a work group to examine strategic goals for the DCC. One outcome from the group was to explore a more streamlined governance model. Work towards this goal continued through 2017 until efforts were redirected to comply with the Federal Bureau of Investigation (FBI) Criminal Justice Information Services requirement that non-criminal justice agencies must have oversight from a law enforcement agency in order to access the services. The Dakota County Sheriff’s Office agreed to assume this responsibility (Resolution No. 18-269; May 22, 2018.). In August 2017, the Executive Committee agreed to evaluate the possibility of the County assuming further control of dispatch operations. At the February 2018 DCCB meeting a work group of the Executive Committee presented a memorandum recommending that discussions with the County Manager be initiated on development of a possible governance transition plan. The Executive Committee was directed to begin discussions. In August 2018, two reports relating to the DCC were completed. Dakota County staff completed a report on PSAP governance models (Attachment A). Winbourne Consulting, LLC, completed the Operational and Technical Assessment Report for the DCC (Attachment B). In February 2019, the Executive Committee formed a new work group to re-examine potential governance changes. The work group developed a resolution that was recommended and adopted by the DCCB on May 16, 2019. The County received a letter and DCC Resolution (Attachment C) from the DCCB asking the County Board of Commissioners to “consider assuming ownership and management duties of the DCC” and “that this matter be publicly discussed by the Dakota County Board of Commissioners”. The DCC’s 2020 budget includes $10 million in total expenditures, a 2.6 percent increase from the 2019 budget. Member fees (Attachment D) are allocated based on a 3-year average of computer-aided dispatch (CAD) incidents. RECOMMENDATION Information only for County Board direction; no action requested by staff. EXPLANATION OF FISCAL/FTE IMPACTS None from this item. If the County assumes ownership and management duties of the DCC, the County’s cost increases from $696,056 (7.52%) to $9,255,005 (100%) in order to cover all current membership fees, based on the 2020 DCC budget. County costs for the DCC are financed from the property tax levy.

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8/2/2019 9:19 AM Page 2


Attachment A: DCC Governance Model Research Report Summary 18-269; 05/22/18 Attachment B: Winbourne Consulting, LLC Report Executive Summary Attachment C: DCC Letter and Resolution No. 2019-04 Attachment D: DCC 2020 Membership Fees RESOLUTION Information only; no action requested. County Manager’s Comments: Reviewed by (if required):

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7.1 - RBA.docx

Dakota Communications Center: Governance Model Research Report Summary

Prepared by the Dakota County Office of Performance and Analysis

August 2019

In 2018, the Office of Performance and Analysis (OPA) completed a study that provided a comparative

overview between the Dakota Communications Center (DCC) and identified multi-jurisdictional Public

Safety Answering Points (PSAPs) throughout the United States. This included entities that are governed

by a Joint Powers Agreement (JPA), entities that are governed at the County level but share operational

costs, and an example that is governed and paid for entirely by the County. The cases selected for this

study were identified as best practices by DCC staff, Dakota County staff, and Winbourne Consulting,

LCC. In addition, regional PSAPs were included as well as agencies recognized by trade publications. The

study included cases and examples that were most pertinent to the discussion of governance models

and cost allocation arrangements as they relate and compare to the DCC.

Each jurisdiction reviewed had unique differences that reflected local preferences to the governing

model. Some differences among JPA and member collaboration models include: governing body

representatives (elected or appointed officials) and authority; supporting committees (authority, total

number, etc.); meeting frequency; and cost allocation. One difference for county governed and funded

models was that some counties organized their PSAP within their sheriff’s office while others organized

it within county administration or another division. One notable difference between JPA governance

models reviewed and the DCC was that the DCC operates with two supporting committees that report

directly to the Board of Directors. All other JPAs had one supporting committee reporting to their

governing board.

The cost allocation arrangements showed some variance between the PSAPs examined for this study.

While most utilize Calls for Service (CFS) to determine their member share of operations cost, some

incorporated staffing levels or jail size and another determined that population and tax base were most

appropriate. In this way, the DCC is not outside of the norm by basing their cost sharing arrangement on

CFS and computer aided dispatch (CAD) events. In some cases, the cost sharing arrangement at certain

PSAPs has been resistant to change; that is, other models were considered but rejected due to the level

of redistribution of costs between members. The redistribution can cause concern with PSAP leadership

that some members will no longer participate or reduce their participation in the offered services or

programs.

The following page provides a comparison of Metro Area County PSAP governance, level of

consolidation, funding, level of agency customization, and CAD technology.

Allocation Models

Calculating Factors Formula

South Bend 911 Calls for Service

Two year rolling average of CFS

Santa Cruz Regional 911 Calls for Service

Agency Staff Level

50% PSAP staff time, 25% total CFS, and

25% weighted CFS

REDCOM Calls for Service

Base fee and five year average of CFS

Dane County PSC Population and Equalized Tax Base

30% paid by County, 70% paid by users

(share based on population and tax base)

CLEMIS (Oakland

County)

Applications used

Law enforcement (# beds in jail, officer FTE)

Fire (# fire stations, # software licenses)

Tier based system, adjusted by multiple

factors

-25-

7.1 - Attachment A.docx

METRO AREA COUNTY PSAP COMPARISON

Governing Authority and Operational Characteristics of Metro Area County PSAPs1

Governance

Level of

Consolidation Funding

Level of

Agency

Customization2 CAD Technology

Anoka County - Administration3 All cities and townships County Levy; 911 Revenue Funds

3 TriTech - Inform

Carver County - Sheriff's Office All cities and townships except Chaska

County Levy; 911 Revenue Funds

54 Computer Information Systems (CIS) CAD System

Dakota JPA All cities and townships CFS Formula; 911 Revenue Funds

8 TriTech - Inform

Hennepin County - Sheriff's Office5

Approximately 2/3 of the County6

County Levy; 911 Revenue Funds

5 TriTech - Inform

Ramsey County - Administration All cities and townships

60% County (levy); 40% Cities (3-year rolling CFS average); 911 Revenue Funds

4 TriTech - Inform

Scott County - Sheriff's Office All cities and townships County Levy; 911 Revenue Funds

3 LETG (TriTech)

Washington County - Sheriff's Office All cities and townships County Levy; 911 Revenue Funds

2 TriTech - Inform

1 Information sourced from interviews with agency contacts.

2 Level of Customization: 1 - Full standardization throughout the dispatch system (no customization); 10 - Complete customization for each jurisdiction (no standardization).

Numbers were estimated by agency contact. 3 Reports to the County Board (final authority), Fire Protection Council (FPC), and Joint Law Enforcement Council (JLEC).

4 Applies to Fire Departments only; Carver County Sheriff covers all cities/townships with the exception of Chaska who run their own CAD system.

5 Member agency representatives can vote for policy changes that are pre-approved by the Sheriff’s Office via the User Advisory Board.

6 Does not include Eden Prairie, Bloomington, Edina, Richfield, Minneapolis, Saint Louis Park, U of M, MSP Airport, and Fort Snelling.

-26-

7.1 - Attachm

ent A.docx

Operational and Technical Assessment Report for

the Dakota County Communications Center

August 2018

-27-

7.1 - Attachment B.pdf

2

1.0 Executive Summary

1.1 Introduction

Winbourne Consulting Inc. (WCI) conducted an operational and technical assessment of

the Dakota County Communications Center (DCC). The focus of the review included:

▪ DCC Operations. Evaluate current policies, processes, procedures, workload (call

volumes), and quality assurance relative to industry standards.

▪ How the DCC Delivers Service. Evaluate single-stage versus two-stage dispatching

to assess advantages and disadvantages of both forms of operation.

▪ Technologies Supporting DCC’s Work. Evaluate capabilities of current technologies in reference to industry standards and current and future DCC goals and

objectives.

1.2 Methodology

The WCI Team’s approach for conducting the assessment involved four major steps, as

shown below:

1.3 Findings and Recommendations Summary

The following table presents an overview of the WCI Team’s findings from the

assessment. The findings are grouped in three areas:

▪ Operational efficiencies

▪ Stage dispatching

▪ Technology assessment

April

May

June

July

Final Report: August 2018

-28-


3

OPERATIONAL ASSESSMENT FINDING

The DCC is not setting targets or measuring, monitoring and reporting on Center’s

performance with a systems-thinking1 perspective. (Section 5.1 Performance)

The DCC’s current performance outcome

statements are outdated.

Outcomes are not systems-oriented to effectively

drive performance. They focus on discrete activities

(e.g., calls, dispatches), as opposed assessing the

broader flow (i.e., from contact-to-closeout).

RECOMMENDATIONS

1. Revisit/reset performance outcomes and

measures to drive the Center’s desired future

direction and to effectively assess the Center’s

capacity to meet its mission.

2. Clarify and codify roles and responsibilities

for managing and integrating performance data.

3. Develop a performance reporting plan (what

data do stakeholders need to know, when, how

often, best format) that targets messaging to the

various audience groups with a vested interest in

the DCC’s performance, with the goal of a)

informing and b) driving action.

Accountability for DCC performance is

diluted across multiple positions.

There is not a single position charged with

aggregating all views of performance into a cohesive

picture to gauge the Center’s effectiveness.

Information on the Center’s performance

is somewhat disjointed.

Given the number of sources where performance

information can be found, it is difficult to get a clear

sense of expectations or results achieved (i.e., the

bottom line).

FINDING:

Accountability for core work responsibilities, business results, and overall

performance is not clearly defined or consistently practiced. (Section 5.2 Accountability)

Accountability for performance and

contributions to results is challenged by:

▪ Number of accountabilities placed on

employees through policy and other

sources

▪ Expectations are inconsistent or are

inconsistently enforced

▪ Different shifts, different rules (e.g., some

shifts allow eating on the operations floor)

▪ Supervisors not having sufficient time to

oversee the work of their direct reports

▪ Behaviors that don’t meet expectations

may go unchecked

▪ People taking on responsibilities that

should have been completed by others

RECOMMENDATIONS

1. Clarify accountability as a core value of the

organization to create a culture of ownership for

behaviors and results.

2. Clarify roles to ensure all relevant

responsibilities and accountabilities are well-

defined for staff.

3. Formally communicate DCC goals and

standards for performance to all staff via an

annual meeting (by shift); share progress/results

on performance/goal achievement.

4. Employ constructive correction through direct

supervisor-to-employee conversations at the time

behaviors are observed.

1 Systems thinking involves the examination of relationships among the activities or events that directly or

indirectly affect each other as well as the final business outcome.

-29-


4

FINDING:

The Center’s organization structure does not account for all of the capabilities

needed to deliver on the mission; selected roles (e.g., supervision, operations

support) in the structure are ‘overloaded’. (Section 5.3 Structure & Roles) Executive and Operations Director roles

are appropriately defined.

There are clear lines of authority, consistent with a

Chief Executive and Chief Operations allocation of

responsibility. However, staff would like to see both

incumbents play a stronger role in managing the

Center’s forward direction and its day-to-day

operation.

RECOMMENDATIONS

1. Establish new organization structure to

account for necessary organizational functions

and enhance mission and mission support

capabilities:

a. Change focus of Operations Director

Position to planning support for Member

Agency needs. This would involve developing

a greater understanding of the strategic

direction and operational needs/plans of each

Agency, assessing the impacts on, proactively

designing a service delivery model (e.g., call

handling, protocols for dispatching), and

aligning Center resources in response to

these business needs.

b. Establish Three Officer-Level positions

reporting to the Operations Director to

close current operational capability gaps:

- Lead Communications Officer

- Service Performance & Data Quality Officer

- Learning and Development Officer

c. Establish three positions to close current

mission support capability gaps:

- Strategic Technologies Director

- Outreach & Workforce Services Director2

- Management Analyst

2. Allocate ancillary operational

responsibilities strategically, based on

capability to perform, with the duration of

assignment (permanent or rotational) determined

by whether continuity is a requirement to

successful performance.

HR Coordinator and Executive Assistant

role is overloaded.

This position handles budget, human resources,

performance reporting, communications, office

management and executive assistance -- duties not

typically grouped together in a single position.

IT capabilities are too tactically-focused.

As the Center is independent of a Chief Information

Officer capability, where emerging technologies are

typically explored and researched/tested, a

dedicated (vs. responsibility of the Director) strategic

technology planning role is lacking in the Center.

Operations Supervision is Diluted by

Administrative Responsibilities.

There are a number of ancillary duties matrixed to

Dispatch Supervisors (e.g., committee and user

group participation, requests for audio tapes,

inquiries) which limits time available for effective

real-time supervision on shifts.

Administrative Supervisor is a Fragmented

Collection of Operational Activities

Presently the Administrative supervisor’s role

involves Computer-Aided Dispatch (CAD) system

administration, quality assurance, performance

statistics and training of current DCC employees;

CAD responsibilities are overshadowing the other

duties.

Capability Gaps Exist in Operational

Responsibilities

The Center has, due to resource constraints, aligned

its commitment to member agency service/support,

quality assurance, performance analysis and

reporting, and learning and development to the time

available to perform them.

2 Alternatives for closing the Human Resources capability gap are presented in the body of the report (Section

5.3 Structure & Roles).

-30-


5

FINDING:

The Center’s workload is not measured (or monitored) strategically to inform the

business case for resource needs or to facilitate effective and efficient operational

planning for the assignment and scheduling of staff. (Section 5.4 Workload & Staffing) Resource planning does not adequately

address total workload or changes over

time.

While ‘CAD incidents’ is an indicator of the Center’s

workload, this statistic captures only a portion of the

activities that the staff performs. It does not address

call taking volumes, nor does it address information

services, or a number of mission support activities

necessary for the Center to function.

RECOMMENDATIONS

1. Develop Standard Methodology (Calculation

and/or Rule-Based) to Account for Total

Workload. The Center needs to develop a more

viable method of projecting its workload to

account for all of the activities requiring resource

support, e.g., Call Taking, Dispatching, Information

Services, mission support and executive,

governance, and administrative services.

2. Align DCC staffing to workload, ensuring

adequate coverage for peaks. While the new

shift schedule is being implemented (tested), DCC

leadership should adopt a methodology to

account for total workload (as noted in the

recommendation above) and begin to compile the

necessary statistics to make informed staffing

decisions for each position (Call Taking, Dispatch

and Information Services). The WCI Team has

provided recommended Call Taking staffing levels

for each shift-hour based on the data provided to

our Team.

3. Consider alternative approaches to

handling emergency and non-emergency

calls and information services. DCC

leadership and the governance group should

review alternatives to the present operating

model of universal staffing.

Combining 9-1-1 and non-emergency calls

complicates workload management.

Current process of bringing emergency and non-

emergency calls into a single position can adversely

affect handling of emergency calls and could impact

the Center’s ability to meet emergency call

processing standards.

The Center lacks a defined methodology

for projected workloads.

There is no formal methodology used by the Center

to calculate its workloads for Call Taking,

Dispatching and Information Services.

Staffing levels are not effectively aligned to

workloads.

While the Center’s staffing levels have remained

relatively flat since its establishment, both call

volume and population levels have increased. The

staffing approach is primarily a coverage-based

approach that leverages the number of positions

available on shift to the specific needs of the shift.

The Center’s universal staffing model has

limitations.

The use of a Universal Dispatching position, while

providing staffing flexibilities, can prove to be a

costlier and less effective model to operate.

Note:

A complicating factor in the WCI Team’s analysis is that the Call Taker position manages two answering points

on a single console. As citizens can call 9-1-1 OR the administrative lines to report emergencies, it was not

possible to clearly isolate emergency calls from non-emergency calls. Our Team had to treat ‘all calls’ as

emergencies in its analysis to develop staffing estimates that account for call-taking performance standards.

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6

FINDING:

The Center’s current organization culture (i.e., how we do things around here) is not

effectively facilitating operations or work relationships. (Section 5.5 Culture)

Conflicting messages about “how we do

things around here”.

When asked to describe the Center’s culture, the

following words were used:

RECOMMENDATIONS:

For the DCC to effectively address its culture

issues, leadership should consider following

actions:

▪ Identifying cultural norms that are expected

of everyone in the Center (e.g., honesty)

▪ Identifying behaviors won’t be tolerated at

the Center (e.g., bullying)

▪ Defining the norms and behaviors so that

expectations are clear

▪ Specifying consequences for behaving

inconsistent with the culture

▪ Considering forms of recognition for those

who model the culture

STAGE DISPATCHING

FINDING:

DCC is currently operating as a two- stage dispatch center with call takers and

dispatchers. Prior to consolidation the four of the PSAPs ran as single stage dispatch

centers, Apple Valley operated as a two-stage dispatch center. (Section 6.0 Dispatching)

Number and Variety of Agency Protocols

Impedes Response Times.

Requiring call takers and dispatchers to remember

different protocols for Member Agencies makes it

very difficult for them to act quickly.

RECOMMENDATION:

1. Retain the two-stage dispatching model,

which is consistent with operational models

of similar centers.

2. Examine basic call types and reach agreement

on how these calls can be dispatched

consistently across Member agencies,

where possible.

3. Winbourne Consulting understands this

policy has been reviewed multiple times

through governance. If the decision is to

retain the policy, the WCI Team

recommends exploring other ways to

alleviate the burden to 9-1-1. One

example would be to implement on-line

reporting for basic crimes, for example;

stolen bicycle. Another option that would

include implementation of 3-1-1, with a

separate Call Taker pool.

Physical Layout of the Floor Impacts

Communications Among Call Takers and

Dispatchers.

Call takers are not assigned zones. Dispatchers are

assigned zones. This can result in them not being

aware of what the other person is working on except

for the information they see in CAD.

By recommending the public dial 9-1-1 for

everything, DCC is not meeting industry

standards and best practices (NENA 56-

005 Call Answering Models).

Call takers do not know if an incoming call is an

emergency or non-emergency until they answer the

call. This could result in a true emergency call being

delayed while a call taker handles a non-

emergency call.

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7

TECHNOLOGY ASSESSMENT

FINDING: DCC overall has good technology capabilities and a plan for the future. DCC

management keeps abreast of new technology by their involvement with the

Metropolitan Emergency Services Board’s Technical Committee, the services

provided by their CAD and mobile provider, LOGIS, and employees involvement in

their state APCO/NENA chapter. There are a few areas in both technology and

operational changes that will improve their current and future technology structure. (Section 7.0 Technology) DCC’s Vision statement states: “The

Dakota Communications Center will

enhance the ability of public safety

agencies to respond effectively to people

in need more efficiently than our current

communities can do on their own.”

DCC does not have a strategic operational

plan nor a documented technology plan.

A good mission statement should be accompanied

with a clear plan to reach this goal. The best

technology plans are driven by strong strategic

operational plans. DCC leadership should consider

developing a strategic operational plan that is

supported by a strong technology plan, that supports

the mission.

LOGIS hosts CAD for DCC, Mobile for all

of the agencies and Law Enforcement

Records Management for the following

agencies: Apple Valley, Eagan, Lakeville,

Rosemount.

This item should be discussed at a future executive

level meeting. There are distinct advantages and

disadvantages to both the hosted and on-premise

options, we recommend that a more in-depth study

be conducted to determine the budgetary and

operational impact of switching from the current

hosted model to an on-premise model.

Managing CAD and Mobile features and

functionality for DCC and the agencies it

serves can have its constraints.

The TriTech CAD and Mobile system has been in use

for the past two years by communications and the

agencies within Dakota County. We recommend that

a study be conducted that looks at the current usage

of the system and compares it to industry best

practices and the features and functionalities that are

available within the TriTech system.

DCC currently has two people trained as

the CAD Administrator, but one person is

not available for support due to other

duties. This could be problematic.

It is recommended that a second person also be

trained to the CAD Administrator level. This is a

critical job and one that requires training and hands on

experience with the CAD system.

The current Continuity of Operations

Plans could be improved by adding

additional operational plans, equipment

and conducting yearly live drills.

Recommended changes in the areas of: Transportation

to the back up center, Plan for equipment for the back

up center, Getting to work during a disaster, live

practice of a level 3 disaster.

DCC building security, safety and

redundancy is set up effectively.

No recommended changes needed.

There is no formal process or plan in place

for handling a new technology project

Having a formal process in place to manage any project

simply makes it easier for everyone to know the status

of the project, to ensure that any issues are managed,

and the project is kept on schedule. We recommend

that DCC leadership develop a process for technology

projects.

DCC has a basic cyber security plan in place

and relies on LOGIS for most of their cyber

security.

DCC needs to work with LOGIS to ensure their cyber

security covers the three elements: Monitoring,

Training and Protection. DCC also needs to train

their staff on recognizing malware email phishing

schemes.

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8

Century Link is responsible for re-routing

calls to their back up center (Ramsey

County Communications).

DCC should research the option of Century Link

placing a switch in their center to perform this action

without waiting for Century Link’s intervention.

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7.1 - Attachment C.pdf

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DCC 2020 Membership Fees The 2020 membership fees are adopted to be $9,255,055 which is a 1.9% increase over 2019. The member fees are allocated based on the 3-year average of Computer Aided Dispatch (CAD) incidents and covers both general operations as well as capital acquisitions.

Allocation% TOTAL

Apple Valley 11.17% 1,033,687 33,765 Burnsville 13.93% 1,289,529 (23,511) Dakota County 7.52% 696,056 (2,701) Eagan 15.71% 1,454,069 92,955 Farmington 3.29% 304,517 3,534 Hastings 5.65% 522,793 (29,932) Inver Grove Heights 8.39% 776,517 87,465 Lakeville 12.99% 1,202,492 (14,780) Mendota Heights 2.71% 250,471 35,398

Miesville 0.03% 2,582 307

Randolph Hampton 0.05% 4,737 99 Rosemount 4.65% 430,563 (9,884) South Saint Paul 7.13% 659,594 25,837 West Saint Paul 6.78% 627,398 (24,819)

Total 100.00% 9,255,005$ 173,733$

2020 Member Fees

Increase/(decrease)

The member fee represents an average cost of $28.32 per CAD incident.

PercentageChange

3.38%-1.79%-0.39%6.83%1.17%

-5.42%12.69%-1.21%

16.46%13.49% 2.13%

-2.24%4.08%

-3.81%

1.91%

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7.1 - Attachment D.pdf


Quarter Two Update On 2019 Board Priorities

Meeting Date: 8/6/2019 Fiscal/FTE Impact: Item Type: Regular-Information None Other Division: County Administration/County Board Current budget Amendment requested Department: County Administration New FTE(s) requested Contact: Smith, Matt Board Goal: Excellence in public service Contact Phone: (651) 438-4590 Public Engagement Level: N/A Prepared by: Hanson, Nathan PURPOSE/ACTION REQUESTED Receive an update on the second quarter performance of the 2019 Board Priorities. SUMMARY Each year, the Board identifies a number of priority projects to focus on and track throughout the year. The second quarter of 2019 is now complete and staff will provide an update on the status of these priorities (Attachment A). For the second quarter, two priorities were delayed in meeting their quarterly milestones: Byllesby Dam Water to Wire Hydropower Project and Countywide Law Enforcement Data Storage and Management. Staff will provide verbal updates on the delayed priorities, and will be available to answer questions on any of the remaining priorities RECOMMENDATION Information only; no action requested. EXPLANATION OF FISCAL/FTE IMPACTS None.

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7.2 - RBA.docx

8/1/2019 2:21 PM Page 2


Attachment A: 2019 Q2 County Board Priorities Update RESOLUTION Information only; no action requested.


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7.2 - RBA.docx

2019 County Board Priority Updates

Number Q1 Status Q2 Status123456789

10111213

14

15161718 Countywide Law Enforcement Data Storage and Management

Update Spring Lake Park Master Plan and Prepare Natural Resources Management Plan

Update Thompson County Park Master Plan and Prepare Natural Resources Management Plan

Develop Additional Communications About Economic DevelopmentJail Litigation Reduction Study and Measures

County Sheriff’s Office Body Camera Implementation

Eastern Dakota County Transit StudyGroundwater Plan Development

Metro Orange Line Extension StudyProvide a Second Household Hazardous Waste and Recycling Center

SMART Center Design Completion and Bidding

Information SecurityByllesby Dam Water to Wire Hydropower ProjectDakota County 2040 Transportation Plan Update

Priority TitleCoordinated Response Pilot

HousingPathways to Prosperity & Wellbeing

Develop Fund Balance Policies for Special Revenue Funds

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7.2 - Attachment A.pdf

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Priority Title Q2 Status1 Coordinated Response Pilot

Partners: West St. Paul Police; South St. Paul Police; County Attorney's Office; Adult Detention Alternative Initiative (ADAI); Executive Committee

Partner Update: With the retirement of WSP Police Chief, we are meeting with the Interim Chief and building relationships.

2 Housing

Partners: Dakota County Community Development Agency (CDA); Office of Performance and Analysis (OPA)

Partner Update: The CDA is in the research and development phase of a significant increase to levy-funded rental assistance.

3 Pathways to Prosperity and Wellbeing

Partners:Olmsted County; Future Services Institute; Kresge Foundation; MDRC; Federal: Administration for Children & Families; MN Dept. of Human Services; MN Management & Budget (MMB)

Partner Update: Dakota and Olmsted Counties collaborated with the Future Services Instittute (FSI) on developing a training manual. FSI will be transitioning from a county contractor to an evaluator.

Planned Milestones: Q3: Refine policies and procedures, track outcomes, and plan for sustainability. Q4: Evaluation; including the replicability of this effort across other Police Departments.

Planned Milestones: Q3: Refine 2020 budget asks and complete mid-year report on investment progress. Q4: Finalize 2020 budget asks.

Planned Milestones:Q3: Implement Pilot Service Experience ModelQ4: Test and refine Service Experience Model in preparation for January 2020 launch

2019 Q2 County Board Priority Updates

Q2 SummaryPurpose: Determine how Law Enforcement and Dakota County Social Services can provide a more effective and timely, coordinated response to people experiencing mental health and/or substance use challenges.Milestone: Operationalize policies and procedures, track outcomes and share early results with stakeholders.Report outcomes pre- and post-intervention. Narrative: Policies and procedures have been developed and are under review by the CAO. Staff met with the South St. Paul City Council, Dakota County City and County Managers, and Dakota County Commissioners. Outcomes are being tracked and a Q2 report is nearing completion. Staff is working with OPA on Evaluation Plan improvements.

Purpose: By increasing housing options and supports, Dakota County will increase the number of people successfully exiting the housing priority list. Milestone: Board Workshop in June, initial planning for 2020 budget asks. Narrative: The 2018 final report has been submitted and a presentation was made to the Board on June 11. Planning sessions for the Employment Wrap-Around Pilot were completed and the pilot began on July 10. OPA and staff finalized the Landlord Engagement Evaluation Tool. Staff is preparing for a 2020 Budget Request for Cahill Place service funding.

Purpose: Targeting families with parents 30 years of age or younger, this pilot aims to increase self-sufficiency. Strategies include: integrated case work, universal assessment, and evidence-based tools to support flexible management and distribution of benefits.Milestone: Refine Prototypes and move toward July Pilot Implementation Narrative: A PTPW Coordinator has been hired and a PTPW Manager position (Kresge Grant funded) is posted. Prototype work has been finished and the learnings used to shape the pilot. The intake process for the pilot has been developed and the Implementation Team is continuing to work towards pilot implementation.

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Priority Title Q2 Status Q2 Summary4 Develop Fund Balance Policies

for Special Revenue Funds

Partners: Physical Development; Budget; Financial Services

Partner Update: Physical Development and Budget will be advised of progress with policy.

5 Information Security

Partners: Auditors; State of MN; Info Tech Advisors and other consultants.

Partner Update: None

Purpose: Dakota County has a Fund Balance Policy for its General Fund but not for its Special Revenue Funds. Fund Balance Policies set the minimum level of funds to be maintained in the fund to ensure that sufficient reserves are maintained for planned uses of the fund, unanticipated expenditures and revenue shortfalls.Milestone: Policy language approved by the Senior Leadership Team and recommended to the Board of Commissioners.Prioritize, discuss, and draft Transportation, Parks, Building, and other fund policy. Narrative: Management approval will be sought. Policy will be brought to SLT and Board of Commissioners.

Planned Milestones:Q3/Q4: Review and approve policies with SLT and recommend to the Board of Commissioners.

Purpose: The County uses information in all of its business processes. The County is responsible for protecting non-public data, retaining data that are (or may be) needed for current or future litigation, making the data accessible when it is needed and only retaining data as long as necessary (according to data retention schedules or for the duration of a litigation hold). The County also has responsibility for protecting our information and infrastructure from intrusion. County IT, with its partners, is implementing high priority changes to enhance information security.Milestone: Quick but impactful security improvements: 1. Password Strengthening, 2. Cyber security insurance obtained, 3. Cyber security Training (knowB4), 4. Removal of Local Administrative Rights. Narrative: • Multi-factor Authentication (MFA) has been implemented for County employees to access Outlook Web Access (OWA) and Virtual Private Network (VPN) from outside the County network. • Testing phases of MFP for vendor access through Virtual Desktop Infrastructure (VDI) and VPN with plans to implement in August 2019. • Q2 Cyber Security Training (KnowB4) conducted.

Planned Milestones:Q2: Multi-factor AuthenticationQ3: Vender Access Management System, providing controls and safeguards, 3 types of vender in scope:1. System Vendors such as Central Square and Tyler who come in to work on servers for application updates2. Vendors who work on Facilities Management Systems such as fuel monitoring or HVAC updates, they often have hard coded credentials in batch processing3. Contracted Case Management workers, they work like an employee however they are outside our network accessing the network remotelyQ4: Improvement in local storage device

3-44-


Priority Title Q2 Status Q2 Summary6 Byllesby Dam Water to Wire

Hydropower Project

Partners: State/Federal Permitting Agencies; Design Team (Ayres, Voith, Gracon, and HDR); Minnesota DNR (Bonding Dollars administered by Dam Safety Group at DNR)

Partner Update: Permits have not been finalized due to additional needs for the State Historic Preservation Office requirements. Permits will be finalized before the project start date.

7 Dakota County 2040 Transportation Plan Update

Partners: Dakota County cities and townships, chambers, and School Districts, MnDOT, Metropolitan Council, Transit Providers, transportation system users and the public.


Purpose: Byllesby Dam is a high hazard hydroelectric dam located on the southern border of Dakota County on Lake Byllesby and the Cannon River. The dam currently has three original turbines and generators (fabricated in 1910 and 1915) that are well beyond the end of their expected service life. Based upon a study conducted by a consultant in 2014, the most feasible option is to upgrade the turbine equipment and powerhouse facility. Dakota County received bonding funding from the State of Minnesota in 2017 for approximately half the project cost. The County plans to self-finance the remaining portion. Milestone: Work toward developing a detailed schedule with developer, finalize overall project cost estimates, and start the process to develop bid packages to begin construction. Achieve final permits for the project except for Federal Energy Regulatory Commissioner dam safety and other permits that will be addressed at individual stages of construction. Narrative: Staff received initial estimates for the project and found that project construction costs are exceeding the project CIP budget. Staff is currently assessing utilizing a different contracting methodology as well as completing a value engineering process in order to reduce the overall project cost. Staff will be selecting a different contractor in Q3 in order to address the project cost-related issues. Permitting has also been delayed due to additional State Historic Preservation Office (SHPO) submittals being required. All major dam safety permitting concerns have been addressed at this point.

Purpose: Complete a Draft of the Dakota County 2040 Transportation Plan.Milestone: Form Plan goal working groups with internal and external partners. Obtain preliminary model results. Obtain background information and trends. Develop agency and public engagement plan. Narrative: Transportation Model is under contract with preliminary results received. The initial meeting with agency/public engagement steering team was held. Revenue history and preliminary projection work has been completed. Trends, background information, engagement approach, and Plan update focus areas were presented to the Board for discussion on July 9.

Planned Milestones:Q3: Hold first workshop with the Board to review background trends and information, and initial findings for topic areas. Begin agency and public engagement activities.Q4: Continue public and agency engagement. Complete preliminary recommendations for policy and Plan changes.

Planned Milestones:Q3: Begin construction of the project. Start accepting delivery of major turbine and generator components on-site. Coordinate storage needs for equipment while waiting for construction.Q4: On-going construction. Should be well into demolition and concrete work on the actual powerhouse to prepare for installation of the turbine and generator equipment.

4-45-


Priority Title Q2 Status Q2 Summary8 Eastern Dakota County Transit

Study

Partners: Metro Transit; MVTA; Cities of West St. Paul, South St. Paul, Inver Grove Heights, Rosemount and Hastings.


9 Groundwater Plan Development

Partners: Board of Water and Soil Resources (BWSR), State regulatory agencies, Soil and Water Conservation District (SWCD), LGUs/municipalities, and other County departments/units (Public Health, Land Conservation, Water Resources).


10 Metro Orange Line Extension Study

Partners: Metropolitan Council; MVTA; Metro Transit; MnDOT; City of Lakeville; City of Burnsville.


Planned Milestones:Q3: Complete ridership estimation; develop recommendations for capital and operating elements; develop recommended project development schedule; conduct final round of public involvement for feedback on recommendations; complete and finalize Study documentation.

Purpose: Complete the Eastern Dakota County Transit Study.Milestone: Present findings and draft recommendations to Planning Commission and County Board; finalize recommendations and technical memos; develop executive summary; complete second round of public and stakeholder outreach activities. Narrative: Draft service concepts were refined with input from the Technical Advisory Committee. These concepts were presented to the Planning Commission on March 28 and to the Physical Development Committee on May 14. A second stakeholder workshop was held on May 9 to review the study process and discuss the service concepts. All Study tasks and reports are now complete.

Purpose: Dakota County is highly reliant on groundwater for drinking water and industry. This important resource is vulnerable to contamination due to Dakota County’s unique geology. Many private wells within the county exceed health standards for one or more pollutants, either naturally occurring or of human origin. Many additional wells have been shown to be impacted by pesticides and other pollutants. Nitrate contamination is increasing and impacting deeper wells over time. In addition, the Metropolitan Council projects that areas within Dakota County will have depleted up to 50% of the available aquifers by 2040. Milestone: (1) Finalize Stakeholder Engagement Plan; (2) Prepare and start first round of stakeholder engagement; (3) Continue technical research; (4) Convene technical working group meetings Narrative: (1) Finalized Stakeholder Engagement Plan in April 2019(2) Completed first round of stakeholder engagement events which included two open houses, four workshops, and two nitrate clincs between April 30 - June 5(3) Technical research continued as planned(4) Convened two technical working group meetings (April 22 and May 28); next meeting scheduled for June 25.

Planned Milestones:Q3: Seek Board acceptance of the Study.Q4: None.

Planned Milestones:Q3: (1) Complete technical research and first round stakeholder engagement, and synthesize findings; (2) Update Planning Commission and PDC on key research findings and first round of stakeholder engagement; (4) Develop primary goals, objectives, and strategiesQ4: (1) Complete County Board Workshop on potential Plan goals, objectives, and strategies; (2) Prepare and start second round of stakeholder engagement

Purpose: Complete the METRO Orange Line Extension Study.Milestone: Reconvene Technical Advisory Committee and Project Management Team; resume work on station and operations planning; begin ridership estimation task. Narrative: The consultant contract was amended in March 2019 and work resumed in April 2019. Work towards developing ridership estimates has begun. Alternative layouts for stations have been developed and are being reviewed with the Technical Advisory Committee.

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Priority Title Q2 Status Q2 Summary11 Provide a Second Household

Hazardous Waste and Recycling Center

Partners: Scott County; Dakota County Capital Planning.


12 SMART Center Design Completion and Bidding

Partners: Crisis Intervention Team (CIT); Drug Task Force (DTF); Electronics Crimes Unit (ECU); Criminal Justice Network (CJN); Parks, Lakes & Trails Unit (PLT); City of Inver Grove Heights.


13 Update Spring Lake Park Reserve Master Plan and Prepare Natural Resources Management Plan

Partners: Master Plan and Natural Resource Management Plan consultant.


Planned Milestones:Q3: Board approval of Schematic Design and begin Design Development.Q4: Complete land purchase. Complete Construction Documents for competitive bidding in Q1 2020. This will allow occupancy the following year.

Planned Milestones:Q3: First round of public engagement and natural resource inventory. Q4: First round of public engagement complete, report to PDC with natural resource findings and public engagement results.

Planned Milestones:Q3: Identify potential site locations.Q4: Finalize agreement with Scott County. Seek County Board Authorization to secure preferred site and begin site development process.

Purpose: The existing plan is 15 years old and should be updated to meet the needs of park visitors. The updated plan will need to take into account the alignment of the recently completed Mississippi River Trail, and land acquisitions that have occurred since the previous plan was completed. The updated plan will reflect the County Board’s direction for County parks as established in the recently adopted Parks Visitor Services Plan and County-wide Natural Resource Management Plan.Milestone: RFP released, consultant selected. Narrative: The RFP for the Spring Lake Park Master Plan and Natural Resource Management Plan was released and the consulting firm 10x10 was selected, approved by the County Board, and is under contract.

Purpose: The SMART Center will foster critical partnerships with regional collaborators to provide an innovative, cost-effective solution to a growing national concern: First responders increasingly are the front-line response to people suffering from mental health crises. The SMART Center will host critical, State-required training by the Minnesota Crisis Intervention Team for first responders - law enforcement, firefighters and EMS – in a modern facility conveniently located for a regional client base. Milestone: Complete Design Team selection and continue with land purchase work with the City of Inver Grove Heights. Narrative: The design team led by Collaborative Design Group has verified the County generated Program and met with the stakeholders both separately and collectively as we began Schematic Design. Two options have been developed for further evaluation: a two story and a three story solution. Pricing of these options will inform a full presentation to the Board next quarter. The land purchase is now scheduled to close in late October 2019. It should be noted that the Criminal Justice Network (CJN) has decided that they will remain in their leased space for the foreseeable future and will no longer be included in the building’s design.

Purpose: The Maintenance Facility Optimization Study (MFOS) included a space needs assessment for the current Recycling Zone. This study found that the current site is insufficient to meet the current and future needs of the program. At the direction of the County Board, staff worked closely with the Capital Planning Unit to identify potential future sites and with Scott County staff to develop concepts for a possible joint Dakota/Scott County Household Hazardous Waste facility to supplement operations at the current Recycling Zone.Milestone: Present partnership concept to the Scott County Board of Commissioners. Narrative: Staff presented the partnership concept to the Scott County Board of Commissioners on May 7. The discussion was very positive and the Scott County Board directed their staff to work with Dakota County to further study the concept and return with options and cost projections.

Staff submitted a Minnesota Capital Budget request on June 12 for $10.44 million.

Capital Planning received a report from Colliers identifying several potential locations for the second household hazardous waste and recycling facility. Staff are reviewing the sites.

6-47-


Priority Title Q2 Status Q2 Summary14 Update Thompson County Park

Master Plan and Prepare Natural Resources Management Plan

Partners: Master Plan and Natural Resource Management Plan consultant.


15 Develop Additional Communications About Economic Development

Partners: Dakota County CDA Partner Update: None

16 Jail Litigation Reduction Study and Measures

Partners: Other metro jails; Minnesota Sheriff's Association; National Center for Jail Operations; Americans for Effective Law Enforcement (AELE)


Planned Milestones:Q3: Report to PDC with community engagement findings and preferred plan. Q4: Present draft plan to PDC and release for public review. Plan adopted by the County Board in Q1 2020.

Planned Milestones:Q3: Complete review of Inmate Handbook to ensure compliance with federal and state statutes and administrative rules.Q4: Complete review of Custody Policy Manual to ensure compliance with federal and state statutes and administrative rules.

Purpose: As of September 18, 2018, the Sheriff's Office had eight pending litigious actions related to an inmate's stay in the Jail. Taking a proactive approach in looking at jail operations will help us to identify potential areas of liability and make necessary changes to minimize potential litigation.

The National Sheriff's Association created the National Center for Jail Operations because jails are one the most litigious concerns a Sheriff can face. Inmates and families file lawsuits for a variety of reasons including but not limited to medical care, use of force, personal injury, loss or damage to property, inmate-on-inmate violence, programs, suicide prevention, sanitation/living conditions, food services/nutrition/diet, disciplinary procedures, and discrimination.Milestone: Evaluate current programming offered as well as curriculum provided by contracted vendors and volunteers to ensure compliance with federal and state statutes and administrative rules. Narrative: Curriculums used in all programs offered within the jail were reviewed as was the process for screening jail volunteers. The jail is in compliance with all federal and state statutes and administrative rules.

Purpose: The existing plan is 13 years old and should be updated to meet the needs of park visitors. The updated plan will reflect the County Board’s direction for County parks as established in the recently adopted Parks Visitor Services Plan and County-wide Natural Resource Management Plan.Milestone: Summarize community engagement findings and prepare preferred and 10-yr plan. Narrative: Community engagement has been summarized and a preferred concept was presented to the Planning Commission in May. The Planning Commission reviewed 5 year and 10 year phasing and costs. The preferred concept and phasing was presented to the County Board at the June Physical Development Committee.

Purpose: Stakeholders have expressed a need for more of a “one-stop” source for information about economic development opportunities, needs, trends and resources in Dakota County. The County and CDA can help meet this need.Milestone: Finalize site architecture outline to determine what information should be included on the new site. Identify subject matter experts to help with content creation. Narrative: Communications staff has met with stakeholders of the Economic Development Steering Committee to discuss what information should be included in this web presence. The organization and structure of the information has been confirmed. Subject matter experts have been identified to help with content creation.

Planned Milestones:Q3: Write, edit and finalize content for each page of the new site.Q4: Build and launch the new website.

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Priority Title Q2 Status Q2 Summary17 County Sheriff’s Office Body

Camera Implementation

Partners: Board of Commissioners, County Attorney's Office and the general public. Dakota County cities as they relate to the countywide data storage initiative.


18 Countywide Law Enforcement Data Storage and Management

Partners: CJN; DCC; Dakota County Fire and Police Departments


Planned Milestones:Q3: Finalize policy and distribute. Pilot body cameras from multiple vendors in the patrol division.Q4: Selection and purchase of body cameras for the patrol division.

Planned Milestones: Q3: Update the County Board on the scope of a possible collaborative partnership and potential next steps. If directed by the Board, present the concept to Mayors, Managers and other public officials. Depending on direction, formalize the partnership as a HIPP (High Performance Partnership) type project.Q4: Present status and next steps to the County Board.

Purpose: The County Sheriff is evaluating implementation of body cameras in 2019. Implementation of body worn cameras will include scheduling time at a County Board meeting to allow for public comments, a public hearing regarding the proposed camera use, and a data retention policy. Once the policy is finalized, conducting a pilot of available vendors and the final selection of a vendor will follow.Milestone: Present the body camera policy draft to the Board of Commissioners for discussion in GGP and allow public comment at a scheduled Board meeting as required by statute. Narrative: Information on the body worn camera policy was presented to the Board of Commissioners on July 23 at the General Government and Policy Committee meeting. Public comment is tentatively scheduled for the August 20 Board meeting.

Purpose: The quantity of law enforcement data that needs to be stored is increasing dramatically as audio and video records are being added to evidence files as a result of the addition of web and body cameras and cell phone video. Currently three cities in Dakota County use body cameras and the County Sheriff is evaluating implementation of body cams in 2019. Now is the ideal time to evaluate the feasibility of a countywide solution to data storage and management. A countywide solution could provide integration with Cyber Law so that the County Attorney would not have to store duplicates of data stored in applications associated with dash and body cameras. A common solution might also allow for a single source of data management including responses to data practices requests and the associated redaction. Most solutions store data in a secure cloud which would also reduce the County’s investment in server storage. Milestone: Present Public Safety Data and Information Management concept, and a scope for a possible countywide partnership, to the City Manager/Administrator group. The scope will be built around a goal of improving the efficiency and overall cost-effectiveness of management of public safety data and information. Narrative: The Public Safety Data and Information Management concept was discussed with the City Manager/Administrator group in May. As cities have proceeded with purchase of body/dash cam systems, the possibility of a collaborative effort has diminished. One city, Rosemount, has expressed interest in partnering with the Sheriff on the release of an RFP. Integration of the data from different dash/body cam systems with the County Sheriff and County Attorney systems will be an issue we continue to address as is data storage for the Sheriff and County Attorney.

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Legislative Update

Meeting Date: 8/6/2019 Fiscal/FTE Impact: Item Type: Regular-Information None Other Division: County Administration/County Board Current budget Amendment requested Department: County Administration New FTE(s) requested Contact: Smith, Matt Board Goal: Excellence in public service Contact Phone: (651) 438-4590 Public Engagement Level: N/A Prepared by: Reynolds, Jennifer PURPOSE/ACTION REQUESTED

• Receive an update on legislative issues and the status of State and Federal legislative priorities.

• Discuss the potential issue of a request for proposals related to federal lobbying services, and the hosting of a legislative or policy-focused event.

SUMMARY This item will offer an opportunity for the Legislative Advisory Workgroup and staff to provide updates on legislative priorities and County activities. Update topics may include the status of Dakota County State and Federal legislative priorities. Staff from Congresswoman Angie Craig’s office will be present to provide a Federal update. In addition, staff seeks direction on the following:

• whether to issue a request for proposals (RFP) for Federal lobbying services, and the scope of such a request.

• a potential County hosted legislative or policy-focused event in the fall, for local elected officials and stakeholders.

RECOMMENDATION Information only; no action requested. EXPLANATION OF FISCAL/FTE IMPACTS None.

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RESOLUTION Information only; no action requested.


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7.3 - RBA.docx


Authorization To Revise Library Meeting Room Policy

Meeting Date: 8/6/2019 Fiscal/FTE Impact: Item Type: Regular-Action None Other Division: Public Services and Revenue Current budget Amendment requested Department: Library New FTE(s) requested Contact: Stone, Margaret Board Goal: A successful place for business and jobs Contact Phone: (651) 450-2930 Public Engagement Level: N/A Prepared by: Stone, Margaret PURPOSE/ACTION REQUESTED Authorize a change in the Library Meeting Room Policy to allow for-profit organizations to use library meeting rooms. SUMMARY Currently, the Library meeting room policy only allows non-profit organizations to reserve and use a meeting room in one of the libraries. In an effort to support the social and economic vitality of the community, the Library proposes changing the current policy to allow for-profit organizations to use library meeting rooms as well as non-profits and other community groups. The new library policy would continue to follow County Policy 4020 and not allow sales activities or solicitation in library spaces. Instead we are offering local business owners, freelancers or perhaps business start-ups to use the conference rooms or meeting rooms for meeting with a client, a mentor or consultant, or hold a staff meeting, training or other educational sessions. This proposed change will allow a new audience to take advantage of the meeting rooms at all locations and particularly the increased meeting spaces created in the recent remodels at Galaxie, Pleasant Hill and Heritage. The procedure for reserving a meeting room would remain the same as would the limitations on number of reservations in a day. This will allow us to continue to offer the rooms to as many different users as possible. No admission fees or other monies may be collected, except to defray the cost of presenting programs. The Library did a study of conference and meeting room usage which showed, while they are regularly booked in the evening, during the day they are not as busy; there is available capacity. This proposed change aligns with the Library’s strategic goal “to expand opportunities for the community to use the library as a place to meet, interact with and offer services to others”. With the many small business, contract workers and office-out-of-home workers in the County, the Library sees this as a way to support another segment of the community while expanding the use of library facilities. RECOMMENDATION Staff recommends changing the Library Meeting Room Policy to allow for-profit organizations to use library conference and meeting rooms. EXPLANATION OF FISCAL/FTE IMPACTS None.

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Attachment A: Draft Meeting Room Policy RESOLUTION WHEREAS, Dakota County Library has a current meeting room policy which restricts usage to non-profits; and WHEREAS, to support the social and economic vitality of the County, the Library recommends changing the policy to allow for-profit organizations to use library meeting rooms. NOW, THEREFORE, BE IT RESOLVED, That the Dakota County Board of Commissioners hereby authorizes the change in Library meeting room policy to allow for-profits to use meeting rooms in the nine library locations.


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Draft of proposed Library Meeting Room Policy

Public Use of Library Meeting Rooms

Public gathering places are intended to be commercial free environments where groups may

come together to learn and exchange information and ideas.

Meeting rooms are available to community organizations, not-for-profit groups and for-profit

business groups free of charge at all library locations. Library meeting rooms may not be used by

commercial groups or for commercial use for sales of merchandise, solicitation and non-library

fundraisers, social or celebratory events.

Granting permission to use library facilities does not constitute endorsement by Dakota County

Library its staff or Dakota County. No advertisement or announcement implying such

endorsement is permitted.

Please include the following statement on and/all promotional materials, including, but not

limited to, signs/posters, flyers/mailings. Press releases, online promotions etc.:

“This event is not sponsored by Dakota County Library. For more information please contact

(insert your organization’s contact information). Access to free meeting rooms is a service of

Dakota County Library.”

Meeting room application guidelines

Library meeting and conference rooms are available “on an equitable basis, regardless of the

belief and affiliations of individuals or groups requesting their use,” American Library

Association, Library Bill of Rights.

In the interest of making meeting rooms available to as many different users as possible, the

Library does not accept reservations more than 90 days in advance of desired meeting dates.

There is a maximum of two reservations per day and 10 active reservations.

Meeting rooms are available free of charge to not-for-profit groups. Meeting rooms are not

available for commercial groups or commercial use. No money may be collected, except to

defray the cost of presenting programs. Social events (e.g. weddings, birthday parties, showers,

etc.) are not permitted.

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Meeting rooms are available free of charge to community organizations, not-for-profit groups

and for-profit business groups. No money may be collected, except to defray the cost of

presenting programs.

The meeting rooms may not be used for sales of merchandise, solicitation, and non-library

fundraisers, social or celebratory events such as weddings, birthday’s parties or showers.

Library meeting rooms do not carry public performance rights or license. Copyrighted film or

video cannot be shown in a library meeting room without this license.

1. Meetings may not disrupt the use of the Library by other users. Persons attending

meetings are subject to all Library policies.

2. Meeting rooms are only available during the library’s open hours. Meetings must

conclude 15 minutes before library closing.

3. Each group is responsible for setting up the room and for returning the room to the

standard room arrangement. A sign detailing this standard room arrangement is

posted at each facility. Time for set up and restoring room to original order should be

included in the reservation request.

4. Each group is responsible for any damage to the room or its contents.

5. Light refreshments may be served but must be purchased from/prepared by a licensed

vendor (e.g. grocery store, bakery); no food may be cooked or prepared on site.

6. Meeting rooms may be released for use by another organization if the initial group

reserving the meeting space does not arrive within 30 minutes of the initial

reservation.

7. Manager has the option to restrict the number of reservations by any one group or

individual.

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