HomeMy WebLinkAboutCity Council Packet 06-12-1995 SpecialPLYMOUTH CITY COUNCIL
SPECIAL COUNCIL MEETING
MONDAY, JUNE 129 1995
7:00 P.M.
Public Safety Training Room
I. City Computer System
H. Private Streets
DATE: June 8, 1995
TO: Mayor and City Council
FROM: Kathy Lueckert, Assistant City Manager
SUBJECT: June 12 Special Council Meeting --Delete Citizen Survey from
Agenda
I've just learned that we will not receive the final report on the Citizen Survey until
early next week. We will postpone discussion of the survey results until later in the
summer.
Thanks for your forbearance.
William Pucel
Craig Swanson
Bass Lake Improvement Association
5705 Evergreen Ln.
Plymouth, MN 55442
Dear. Bill and Craig:
This letter is intended to summarize the City of Plymouth's responsibilities related to
the construction of a boat ramp on Larch Heights Lagoon as well as the City Staff'sunderstandingofhowyouintendtoregulateoperationoftheramp.
As I indicated to you last week, if your Association constructs a boat ramp only, theywillnotneedapermitfromtheCity. The City does not regulate or only minimallyregulateselementssuchasdrivewaysandpatiosthatarenotconsideredstructures. However, if the Association wants to build a fence in conjuction with the boat ramp, they will need to obtain a fence permit from the City. Furthermore, to meet Cityregulation, such a fence could not exceed six feet in height. In addition, if theAssociationwantstousetemporarysignsaroundthetimeofthelaunchdates, this willalsorequireapermit.
The Association may need a permit from the Department of Natural Resources and I
suggest you contact them immediately to avoid any delays in your construction process.
While the City does not have a large formal role in this matter, we are concerned thattheboatrampfunctionasagoodneighborinthecommunity. Consequently, City staffispleasedthattheAssociationintendstocloselyregulatetheoperationoftheramp. Asweunderstandit, 1) use will be limited to Bass Lake Improvement Association
members who have paid for boat launch privileges, 2) primary use will be limited tosixdaysinthespringandfivedaysinthefall, 3) emergency use will involve additionalfeesandmustbeprearranged, 4) no parking of vehicles and trailers will be allowed ontheramporthestreetand5) access to the ramp will be strictly controlled by agatekeeper.
A
If the Association changes any of these key guidelines, we would kopreciate it if youcouldinformtheCityaccordingly. The City is in a much better position to respond to
We Listen • We Solve • We Care
3400 PLYMOUTH BOULEVARD • PLYMOUTH, MINNESOTA 55447 TELEPHONE (612) 550-5000
questions and concerns of neighbors when we are fully informed. Changes in the status
of the proposed operation could also prompt further regulatory review by the City.
We appreciate your willingness to meet with our staff on this matter. In addition, your
willingness to work with adjacent homeowners in addressing concerns will go a long
way toward making the boat ramp a good neighbor on the lake.
Please contact me at 550-5052 if you have any further questions or concerns.
Sincerely,
PIZ*— N
Barbara G. Senness
Planning Supervisor
cc: Mayor and City Council `
Joseph Cohen, Larch Heights Improvement Association
M
DATE: June 8, 1995 for June 12, 1995 Study Session
TO: Mayor and City Council
FROM: Dwight Johnson, City Manager
Fred Moore, Public Works Director
Kathy Lueckert, Assistant City Manager
SUBJECT: Conceptual Plan for Possible Inclusion of Private Streets into
City Street System
ACTION REQUESTED: Consider the conceptual plan for the inclusion of private streets
into Plymouth's street system.
BACKGROUND: The City has 4.2 miles of privately owned streets, for which the City
provides no maintenance services or reconstruction. Periodically the private street.
owners (generally homeowner's associations) inquire about the possibilities of having
the City take over the streets. The major issue in taking over the streets has been to
balance the financial interests of the City and its taxpayers while being fair to tax
paying citizens who live on private streets.
DISCUSSION: Staff has developed a conceptual plan for the inclusion of private streets
into Plymouth's street system. Listed below are the preliminary guidelines for the
program.
Petition. Homeowners along private streets must petition the City and request that
the City take over maintenance responsibilities for the street. A minimum of 70 %
of the property owners must sign the petition. A 70 % petition does not guarantee
city acceptance of a private street, but will show sufficient neighborhood interest to
justify City analysis and review of the request. This follows our general policy for
stop signs and snowmobile trails.
Street Reconstruction. For general street reconstruction projects, property owners
will be assessed all costs except for credits listed in this section. Property owners
will be given an assessment credit for the street reconstruction levy from the time it
was imposed. In addition, property owners will be given an assessment credit for
general street maintenance services (such as sweeping and plowing) for which they
have paid through property taxes. However, this credit will extend only to the
current ownership of the property. This will avoid a situation in which a new
property owner might receive assessment credits which date back to the
construction of the home. An example of how these credits might work is attached.
Extensive Improvements. Property owners along private streets taken over by the
City will be assessed the full cost of improvements such as curb, gutter, storm
sewer, utilities, or street widening, in accordance with present policies for public
streets. It is recognized that many existing private streets cannot reasonably be
widened to meet City standards for new streets.
Assessment Agreement. Property owners along private streets will have their
property assessed prior to the start of construction. On advice of the City Attorney,
all property owners will sign an assessment agreement in which they agree not to
appeal their assessment for the improvements.
Easement. The owners of the property on a private street must grant a street
easement to the public.
Street Rating Program. Private streets which are taken over by the City will be
incorporated into the City's overall street reconstruction rating program. The
private street will be rated and placed into the City's overall reconstruction
program, according to the priority rating it receives.
FISCAL IMPLICATIONS. Since the City has 247 miles of public streets, the eventual
addition of up to five more miles of private streets (2.5 % increase) will not strain the
finances of our Street Reconstruction Fund. Funding for the Street Reconstruction
Fund was increased in 1994, partially because of the private street issue.
We believe these guidelines provide a good foundation for a program to incorporate
private streets into the City's system, should property owners request the action. If you
concur with the general guidelines, we will develop a policy or ordinance for you to
adopt.
Attachments: Assessment Credit Discussion Sheet
Map showing private streets in Plymouth
lTM
Assessment Credits for Property Owners Along Private Streets
Street Reconstruction Credit
The Street Reconstruction Levy has been in existence since 1988. In 1995, the owner
of a home valued at $120,000 contributes around $24.50 of the city tax bill to the street
reconstruction levy. The proposal for a street reconstruction levy credit is to give
property owners a credit of a set dollar amount for each year they have owned the
property:
Example: Property owned for 8 years; flat credit fee of $25 for each year of
ownership.
25 X 8 = $200.00 street reconstruction assessment credit
Street Maintenance Credit
Private street property owners have paid for street maintenance services through their
property taxes, but have not received services. A possible means of recognizing this is
to calculate a credit based on the City's cost per foot to provide street maintenance
service and the property owner's frontage feet. Over the last fifteen years, it has cost
an average of $1.15 per centerline foot to maintain the City's street network. The
credit would calculate the frontage feet, multiply it by the average cost per foot and by
the years of property ownership. The property owners on each side of the street would
receive credit for half of the cost of maintenance per centerline foot.
Example: $0.575 credit per front foot, 100 front feet, property owned for 10 years
0.575 X 100 X 10 = $575 street maintenance credit
Impact on Total Assessment
On recent street reconstruction projects, the average total construction cost per home
owner is around $3,000. Using the credits in the example above, the homeowner on a
private street would receive a total credit of $775, and thus would be assessed $2,225
on the project.
Other Considerations
Some long-time owners could possibly receive enough credit that their assessment
would be less than other Plymouth residents (currently $936). Therefore, a cap on the
total assessment credit given to any property owner should be enacted so that no
property owner pays less than the City's standard assessment.
In some neighborhoods where homes are roughly equal in value, an average assessment
could be applied to each property owner. This would tend to equalize the assessments
for all property owners. It also could provide a mechanism to account for common
areas which might be maintained by the homeowner's association.
Areas with Private Streets
Look for corresponding numbers on attached map
1. Plymouth Creek
2. Plymouth Hills 3
3. Cimarron East
4. Chelsea Woods
5. Cimarron Ponds
6. R.L.S. 684
7. Mission Ponds 1 & 2
8. Fox Forest 2nd
Al
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STREET MAP - - -. DECE1" M
The following materials are provided in preparation for Council review of issues re-
lated to developing our information systems. No action is needed at the June 12 meet-
ing. All action items will appear on the regular agenda for June 20.
Summary of memo
1. Describes proposal to pur-
chase Unisys equipment
Proposed resolution(s)
Replace current system at a cost of
281,000 (plus tax)
2. Describes proposal to imple- Join LOGIS as an "associate member"
ment GIS system (without on-going obligation) to pur-
chase GIS -related services
3. Describes proposal to upgrade Upgrade existing server and add a
and expand Plymouth com- second server at a cost of $70,300
puter networks (plus tax).
4. Describes current progress on
establishing systems migration
work plan as well as connect-
ing our network to the Inter-
net.
Issue RFP to upgrade physical net-
work (estimated cost of $25,000).
None at this time. We will likely ask
the Council to review a resolution at
the July 11 meeting calling for issuing
an RFP to engage consulting help in
selecting a successor system to our
existing Unisys -based software. The
attached chart provides an initial draft
of a conceptual overview for the mi-
gration timetable.
Agenda Number:
TO: Dwight D. Johnson, City Manager
FROM: Stan Birnbaum, IMS Manager, through Dale E. Hahn, Finance Director
SUBJECT: PROPOSAL TO PURCHASE UNISYS EQUIPMENT
DATE: June 8, 1995 for City Council Meeting June 20, 1995
1. ACTION REQUESTED: Adopt the attached resolution authorizing purchase of a new
Unisys computer system at a cost of $281,000 plus sales tax.
2. BACKGROUND: The City continues to rely on its Unisys model A-5 computer
hardware and software package purchased in 1987. The City has outgrown the capabilities
of the software, which though well suited to our needs a decade ago, is unable to meet our
current and emerging needs. We are launching an aggressive process to locate and
implement new software systems. At best, the process of replacing our applications will
require thirty months. Because our current software can only run on Unisys' "A series"
equipment, we need to continue to provide "A series" capability for at least thirty months.
The projection of a minimum of thirty months to replace all systems includes recognizing a
need to perform the following steps with each major system migration we manage:
1. Perform comprehensive needs analysis and preparation of requirements document
2. Issue requests for proposals to appropriate vendors
3. Evaluate responses to RFPs, visit vendors and visit reference sites
4. Establish direction for obtaining appropriate hardware and systems capability (this
step might also involve issuing additional RFPs)
5. Install and configure system
6. Design and implement data migration strategy (for some systems, this will be the
single most difficult step)
7. Train users and launch new system
While some of this work can overlap as we deal with multiple systems, it is not feasible to
perform all system migrations simultaneously.
Dwight D. Johnson, City Manager
May 30, 1995
Page Two
Because of Unisys' pricing strategy, our continuing operating costs have become
prohibitive. These operating costs, which include "use" licenses for the system software,
update" subscriptions for the system software and maintenance of the hardware currently
amount to about $12,000 per month. Including a conservative estimate of increases we
anticipate with contract renewal this fall, we are estimating operating costs for our current
environment at $382,600 for the last half of 1995 through the end of 1997.
Unisys' pricing strategy includes significant incentives for replacing systems and
significant disincentives for keeping older equipment in service. As a result of their
pricing strategy, we have a cost-effective opportunity to save costs by replacing our
equipment.
3. ALTERNATIVES: Four alternatives have been identified:
1. Make no changes, continuing to operate the "A-5" we currently own, with estimated
operating costs of $382,600 during the next thirty months.
2. Replace our current system with a Unisys Series A-14 Model 311. This solution would
provide modest gains in capacity and performance at a thirty -month cost of $353,800.
The thirty -month cost includes a one-time cost of $281,000 and operating costs of
72,800.
3. Replace our current system with a Unisys Series A-14 Model 511. This solution would
provide a 40% gain in performance along with modest gains in capacity at a thirty -
month cost of $392,100. The thirty -month cost includes a one-time cost of $306,100
and operating costs of $86,000.
4. Purchase used hardware from an equipment broker at an estimated capital cost of
50,000 with operating costs roughly equivalent to our current operating costs. This
would result in a thirty -month cost of approximately $432,600.
The table at the top of the next page provides the details supporting these estimated thirty -
month costs.
Dwight D. Johnson, City Manager
May 30, 1995
Page Three
Estimated Costs for "A -series" Unisys Equipment
July 1995 -December 1997
Option 1 One-time 0 0 0 0
do nothing) Annual recurring 71,200 150,300 161,100 382,600
Total 71,200 150,300 161,100 382,600
Option 2 One-time 281,000 0 0 281,000
upgrade to Unisys Annual recurring 11,400 27,800 33,600 72,800
A14 Model 311) Total 292,400 27,800 33,600 353,800
Option 3 One-time 306,100 0 0 306,100
upgrade to Unisys Annual recurring 12,900 32,600 40,500 86,000
A14 Model 511) Total 319,000 32,600 '' 40,500,1 392,106,
Option 4 One-time 50,000 0 0 50,000
purchase used on Annual recurring 71,200 150,300 161,100 382,600
secondary market) Total 121,200 150,300 '; 161,100 432,6001
4. DISCUSSION: Formal pricing from Unisys (based on State contract) was reviewed for
option 2 and 3. We have estimated the cost of option 1 using the best possible scenario we
can expect. While it is possible that we might receive less favorable pricing from Unisys for
maintenance costs on our current "A-5" equipment in future years, maintenance costs with
new equipment can be guaranteed in a contract. Option 4 was quickly eliminated from
consideration, as we would have the disadvantage of a one-time expense for equipment in
addition to incurring operating expenses much like our current pricing structure. Two specific
scenarios were priced out; each scenario resulted in operational costs within 5 % of our current
experience.
The hardware configurations developed for options 2 and 3 increase our data storage space by
about 25 %, resolving a critical resource shortage in our current systems. The amount of
system memory is doubled, which should relieve some of the congestion in our current mix of
computer tasks. Finally, these solutions also include an automated tape system, offering a
much more efficient approach to operations and better protection of our data while providing a
substantial reduction in operator attention.
Dwight D. Johnson, City Manager
May 30, 1995
Page Four
Option 1, the "do nothing" option, is not in the City's financial interests. Option 3 might be
preferable if we planned to see continued growth in our requirements for Unisys A -series
capability. However, because we believe we will be moving systems off the mainframe as
rapidly as possible, we expect to see incremental drops in the demand for this resource over
the thirty -month time period. Our stated strategy to reduce our reliance on this resource makes
option 3 unattractive.
Option 2 has been identified as the preferred option for the City. Unisys' pricing gives us an
opportunity to achieve moderate gains in computing and operational resources while saving
28,800 during a thirty -month period. This is a minimum projection of savings. If we need
A series" capability for thirty-six months, for example (instead of thirty months), total
savings are estimated at $75,000.
This analysis focuses only on known costs, with a conservative approach to developing each
cost estimate. There are two other advantages to purchasing a replacement system, which are
harder to predict with any precision. The first advantage is in the sharply reduced power
consumption and cooling requirements of the new hardware. We estimate energy savings of
about $1500-2000 per year. We can also expect modest resale value of the hardware at the
end of thirty months, which can be estimated conservatively at $20,000 or more.
5. BUDGET IMPACT: Funds are available within the computer reserve to cover the cost
of the recommended purchase.
6. RECOMMENDATION:I recommend the City Council adopt the attached resolution
authorizing purchase of a Unisys series A-14 Model 311 computer system at a cost of
281,000 (plus sales tax)
CITY OF PLYMOUTH
RESOLUTION NO. 95 -
PURCHASE OF A REPLACEMENT
UNISYS A -SERIES COMPUTER SYSTEM
WHEREAS, the City will continue to need Unisys "A -series" computer capability for at least
the next thirty months, and
WHEREAS, the City can enhance this capability at lower cost by replacing its current model
A-5 system with a series A-14 Model 311 system;
NOW, THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF THE
CITY OF PLYMOUTH, MINNESOTA, THAT THE Finance Director is authorized to
enter into an agreement with Unisys for a Series A14 / Model 311 computer system with one-
time hardware and software costs of $281,000 (plus sales tax).
BE IT FURTHER RESOLVED, that the funding for the Unisys computer system be
provided from the Computer Reserve.
Adopted by the City Council on June 20, 1995.
Agenda Number:
TO: Dwight D. Johnson, City Manager
FROM: Stan Birnbaum, IMS Manager, through Dale E. Hahn, Finance Director
SUBJECT: GIS UPDATE / PROPOSAL TO JOIN LOGIS
AS AN ASSOCIATE MEMBER
DATE: June 8, 1995 for City Council Meeting June 20, 1995
1. ACTION REQUESTED: Adopt the attached resolution authorizing the. City of Plymouth
to join LOGIS (Local Government Information Systems Association) as an "associate"
LOGIS requires a council resolution to accept a city as a member).
2. BACKGROUND: The City is moving aggressively on its plans to implement
Geographical Information Systems technology (GIS) at the City Center complex. GIS
technology makes it possible to incorporate geographic information with other data to
facilitate a broad range of planning and analytical activities. During the past year, the City
relied Dahlgren, Shardlow and Uban (DSU) to help acquire basic information to support
the City's GIS requirements. This step will be completed during the summer. IMS staff
are working closely with an implementation team that includes a key professional from
each department to provide the benefits of this technology city-wide. The total costs
associated with this project are estimated at $36,000 and are included in the 1995 general
fund budget.
6,600 of this budget includes using GIS services available from LOGIS to help achieve
the implementation as well as to provide on-going data acquisition services to the City.
LOGIS is a consortium owned and operated by approximately twenty municipalities in the
metropolitan area. LOGIS' original model was to provide municipalities with access to the
mainframe hardware and customized software. In recent years, LOGIS has added a
number of related services, including developing expertise in GIS and hiring a full-time
GIS specialist.
LOGIS has developed a proven process for coordinating the acquisition of changes from
Hennepin County and incorporating them in our database. LOGIS' GIS consultant would
also be available to help Plymouth IMS staff manage the implementation.
Dwight D. Johnson, City Manager
May 30, 1995
Page Two
3. ALTERNATIVES: Alternatives include the following:
using DSU for on-going assistance and maintenance of the data
using other third parties for'assistance and maintenance of the data
investing in additional equipment and staff time at the City to do our own data
acquisition.
4. DISCUSSION: LOGIS has developed a membership category called "associate" which
permits cities to purchase limited services with no on-going commitment. The City's
primary interest in joining LOGIS as an associate is to purchase GIS services on a month-
to-month basis. Secondary benefits include the ability to purchase additional types of
service from LOGIS on an "as needed" basis, including network engineering and support.
Finally, LOGIS has negotiated an extremely advantageous contract, as the result of a
comprehensive, annual bid process, that can help the city acquire much of its computer
equipment at lower prices with better service and support. The City can cancel its
agreement with LOGIS at any time.
Among the alternatives, acquiring our own equipment and investing in additional staff time
is the least attractive item because the costs are higher (ranging from $25,000-40,000) and
the type of staff expertise needed to handle the tools cannot be developed quickly. DSU
has proven highly successful at the large-scale task they were contracted for last year; they
are less well equipped to handle incremental maintenance and support for the type of
transition we anticipate this summer and fall. We have identified no other third parties
who can provide a cost-effective solution to our current needs.
IMS staff are recommending the LOGIS solution is the lowest -cost option for acquiring the
support necessary for an effective GIS implementation in the City.
5. BUDGET IMPACT: Funds have been budgeted in the 1995 operating budget to cover
these expenses..
6. RECOMMENDATION:I recommend the City Council adopt the attached resolution
authorizing the City of Plymouth to join LOGIS as an associate.
CITY OF PLYMOUTH
RESOLUTION NO. 95 -
JOIN LOGIS AS AN ASSOCIATE
WHEREAS, the City is incorporating GIS technology into its on-going information systems
network, and
WHEREAS, the City requires external assistance to ensure a smooth implementation and to
maintain the integrity of its GIS data
NOW, THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF THE
CITY OF PLYMOUTH, MINNESOTA, THAT THE City Manager is authorized to enter
into the joint and cooperative agreement with Local Government Information Systems
originally dated May 1, 1972 and amended Dec. 3, 1993) with the status of "associate."
BE IT FURTHER RESOLVED, that all costs for these services will come from the 1995
general fund (finance budget).
Adopted by the City Council on June 20, 1995.
J
Agenda Number:
TO: Dwight D. Johnson, City Manager
FROM: Stan Birnbaum, IMS Manager, through Dale E. Hahn, Finance Director
SUBJECT: PROPOSAL TO PURCHASE ADDITIONAL NETWORKING
HARDWARE AND SOFTWARE
DATE: June 8, 1995 for City Council Meeting June 20, 1995
1. ACTION REQUESTED: Adopt the attached resolutions that 1) authorize the purchase of
additional networking hardware and software at a cost of $70,300 (plus tax); and
2) authorize the issuance of a request for proposals to enhance the city's physical data net-
work.
2. BACKGROUND: The City first established its PC network in June 1992 with a to-
tal of 17 users. Since that time, the network has grown to just over 100 users, with about
10% annual growth anticipated for each of the next two years. In addition to the increase
in user count, we are facing far more aggressive uses of the PC network as users become
more involved with data -intensive applications. The GIS implementation will place fur-
ther, significant strain on network resources. To address these concerns, the city needs to
a) increase the capacity and range of network resources, and b) resolve the physical limita-
tions of the current network.
a. Increase the capacity and range of network resources
We have for some time outgrown the capacity of our Novell server (Novell refers to the
vendor of the tools that manage the network and provide service to PC users). The hard-
ware technology has also proven less reliable as the number of users grows, resulting in
excessive interruptions to the network. Finally, we have emerging needs for data service
that cannot be met well by Novell systems. The chart on the next page identifies the pur-
chases we are ?ecommending to make the network responsive to current and intermediate-
term future needs.
Dwight D. Johnson, City Manager
May 30, 1995
Page Two
Item Description Cost
1. New Novell Replace the old Novell server with current 16,900
server technology and added capacity, resulting in
significant gains in speed, capacity and re-
liability.
2. Add database Add a server designed for database per- 31,400
server formance (running the Windows/NT net-
work). Costs include hardware as well as
operating system and database management
software.
3. Provide inte- Disk capacity on the new servers will ex- 7,500
grated tape ceed the capacity of the tape backup solu-
backup tion purchased in 1992. The recommended
solution calls for a single tape backup sys-
tem serving both new servers.
4. Add network A complex network of over 100 users, 9,200
management spread over three buildings, is best main-
tained with "network management soft-
ware." The package recommended by
IMS can perform a wide variety of network
management tasks, including enabling di-
agnosis and solution of many user prob-
lems from a management workstation.
5. Add CD-ROM The proposed solution would make a 5,300
to the network bank" of CD-ROM devices available to
all 100 users on the network at low cost
per user. Increasingly, information re-
quired by the city is available at lower cost
and updated more regularly in CD-ROM
rather than print format.
Total 70,300
Note: all figures exclude sales tax
Dwight D. Johnson, City Manager
May 30, 1995
Page Three
The prices in the previous table reflect pricing from the LOGIS contract with OPM Infor-
mation Systems. This vendor, one of the metro area's leading networking specialists, won
the LOGIS contract as the result of a competetive bid process. OPM's contract with
LOGIS is based on a "cost-plus" formula, resulting in best available pricing with superior
design, delivery and supporting services.
b) resolve the physical limitations of the current network
In addition to acquiring replacement and additional network servers, we will also need to
enhance the physical network transporting the data. Typically, networks with a few dozen
users can move data from users to server and back with a simple "hub" technology (the
city has been using this type of "hub" technology for three years). As the number of users
grows and the nature of their data needs become more intense, relying just on the hub
technology cannot meet the total requirements for "bandwidth." Bandwidth refers to the
amount of data that can move at once, much like the diameter of a pipe governs how much
liquid can flow through the pipe. New implementations, such as GIS, will add even
greater challenge to our physical networking requirements.
Determining best products and pricing for the physical network is more complex. We rec-
ommend issuing a request for proposals, which should help us both identify the preferred
system design and most favorable price for the city. We are estimating a total cost of
about $25,000 to enhance the physical network. The target implementation date is late
summer or early fall 1995.
3. ALTERNATIVES: Alternatives include the following:
do nothing
add incremental capacity to the existing Novell server
implement some but not all of the suggested network enhancements
Dwight D. Johnson, City Manager
May 30, 1995
Page Four
4. DISCUSSION: The current limitations of Plymouth's network systems requires imme-
diate and significant action. Without resolving current problems, many of which are inter-
related, we will both hamper the effectiveness of staff and impede the city's progress in
downsizing" its information environment. While the "do nothing" option will save capi-
tal dollars today, a number of significant current projects and commitments are "at risk" if
we do not provide aggressive enhancements to our network environment, including:
GIS implementation (including integrating GIS with our current parcel database)
Replacing mainframe applications with "downsized" applications on the network
we are currently working on systems for the Inspections and Forestry divisions)
Standardizing all system users on current versions of office automation packages
such as word processing and spreadsheets)
Centralizing all data on servers so that we can protect all city information with a
tape backup solution
Other consequences of selecting the "do nothing" option include utilizing greater staff re-
sources to manage our networks, which will take away from staff availability to implement
new information systems and solutions.
Providing incremental additional capacity to the existing Novell system can provide only
extremely limited gains. We can provide some expansion of disk capacity, but would run
out of expansion capability within the next twelve months. We are unable to add enough
memory to provide significant performance improvements, and cannot upgrade the basic
speed of the machine.
The Novell environment is also poorly suited to providing the type of database service that
will be required by our GIS implementation. Should we choose not to add a Windows/NT
server, we would be faced by the need to acquire a UNIX minicomputer to handle our
longer-term GIS needs. The cost for the UNIX minicomputer would significantly exceed
the costs of the proposed Windows/NT server.
Without upgrading the physical network to better manage our "bandwidth" requirements,
we introduce the increasing likelihood that the physical networking (the cable and its man-
agement) will slow the network down, resulting in poorer response for users. A poorly
managed physical network can "eat up" more computing resources than a well-designed
server environment can provide.
Dwight D. Johnson, City Manager
May 30, 1995
Page Five
All components of the enhanced network design are "scaleable," giving us opportunities to
add capacity as needed during the next three years. For example, both the amount of disk
storage and memory resources in each proposed system can expand by a factor of six to
ten. We believe that the capacity proposed in this memo will meet all of our needs for
eighteen months and that only incremental additions will be required in the second eighteen
months. The cost of anticipated, incremental additions can be managed within our current
level of spending in the general fund.
5. BUDGET IMPACT: Funds are available within the computer reserve to cover the cost
of the recommended purchases.
6. RECOMMENDATION:I recommend the City Council adopt the attached resolutions
authorizing the purchase of $70,300 in network products from OPM Information Systems
through OPM's contract with LOGIS) and authorizing the City to issue a request for pro-
posals for enhancing the City's physical network.
CITY OF PLYMOUTH
RESOLUTION NO. 95 -
PURCHASE OF ADDITIONAL
DATA NETWORKING TECHNOLOGY
WHEREAS, the City has experienced sustained and rapid growth in its utilization of PC net-
works during the last three years
WHEREAS, the City's PC networks can no longer meet the requirements of current and pro-
posed systems
NOW, THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF THE
CITY OF PLYMOUTH, MINNESOTA, THAT THE Finance Director is authorized to pur-
chase additional networking technology from OPM Information Systems at a cost of $70,300
plus tax).
BE IT FURTHER RESOLVED, that the funding for the added networking technology be
provided from the Computer Reserve.
Adopted by the City Council on June 20, 1995.
CITY OF PLYMOUTH
RESOLUTION NO. 95 -
ISSUANCE OF REQUEST FOR PROPOSALS
ENHANCE CITY'S PHYSICAL DATA NETWORK
WHEREAS, the City has experienced sustained and rapid growth in its utilization of PC net-
works during the last three years
WHEREAS, the City's physical network can no longer meet the requirements of current and
proposed systems
NOW, THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF THE
CITY OF PLYMOUTH, MINNESOTA, THAT THE Finance Director is authorized to is-
sue a Request for Proposals to provide new physical networking for the City.
Adopted by the City Council on June 20, 1995.
DATE: June 12, 1995
TO: Dwight Johnson, City Manager
FROM: Stan Birnbaum, IMS Manager, through Dale E. Hahn, Finance
Director
SUBJECT: Updates on information systems
1. We are making rapid progress on joining our network to the Internet. Achieving
this goal will enhance our ability to communicate with citizens, as well as provide
citizens with electronic access to Plymouth information. I am confident that the
implementation we are planning and services we expect to purchase will give us a
stable approach to providing this access. Once we have achieved the connection,
which I expect to see at the end of August or first part of September, we will be
able to proceed with our work on designing a World -Wide Web home page that can
provide significant external access to information. I am also confident that as an
organization, we are taking the right steps to secure our networks and protect
Plymouth data.
2. As we wrap up our work with the Information Systems Steering Committee (the
ISSC) to develop a sequence for migrating our major systems, we will next need to
proceed through a careful process of determining our requirements for new systems
and identifying software vendors. I believe that we can identify our requirements
and select vendors in a more timely way and at a higher level of quality by working
with a well qualified consultant. I look forward to working with the ISSC to design
a consultation that can enhance the quality of our work at an appropriate cost. I
believe that the cost of a well designed and appropriate -scale consultation is one of
the best investments we can make to control the risk of moving to new systems. I
would like to see the ISSC wrap up its discussions on this subject by the end of
June so that we can prepare a council report and resolution at the July 11 meeting.
I
DATE: June 8, 1995 for June 12, 1995 Study Session
TO: Mayor and City Council
FROM: Dwight Johnson, City Manager
Fred Moore, Public Works Director
Kathy Lueckert, Assistant City Manager
SUBJECT: Conceptual Plan for Possible Inclusion of Private Streets into
City Street System
ACTION REQUESTED: Consider the conceptual plan for the inclusion of private streets
into Plymouth's street system.
BACKGROUND: The City has 4.2 miles of privately owned streets, for which the City
provides no maintenance services or reconstruction. Periodically the private street
owners (generally homeowner's associations) inquire about the possibilities of having
the City take over the streets. The major issue in taking over the streets has been to
balance the financial interests of the City and its taxpayers while being fair to tax
paying citizens who live on private streets.
DISCUSSION: Staff has developed a conceptual plan for the inclusion of private streets
into Plymouth's street system. Listed below are the preliminary guidelines for the
program.
Petition. Homeowners along private streets must petition the City and request that
the City take over maintenance responsibilities for the street. A minimum of 70
of the property owners must sign the petition. A 70 % petition does not guarantee
city acceptance of a private street, but will show sufficient neighborhood interest to
justify City analysis and review of the request. This follows our general policy for
stop signs and snowmobile trails.
Street Reconstruction. For general street reconstruction projects, property owners
will be assessed all costs except for credits listed in this section. Property owners
will be given an assessment credit for the street reconstruction levy from the time it
I
was imposed. In addition, property owners will be given an assessment credit for
general street maintenance services (such as sweeping and plowing) for which they
have paid through property taxes. However, this credit will extend only to the
current ownership of the property. This will avoid a situation in which a new
property owner might receive assessment credits which date back to the
construction of the home. An example of how these credits might work is attached.
Extensive Improvements. Property owners along private streets taken over by the
City will be assessed the full cost of improvements such as curb, gutter, storm
sewer, utilities, or street widening, in accordance with present policies for public
streets. It is recognized that many existing private streets cannot reasonably be
widened to meet City standards for new streets.
Assessment Agreement. Property owners along private streets will have their
property assessed prior to the start of construction. On advice of the City Attorney,
all property owners will sign an assessment agreement in which they agree not to
appeal their assessment for the improvements.
Easement. The owners of the property on a private street must grant a street
easement to the public.
Street Rating Program. Private streets which are taken over by the City will be
incorporated into the City's overall street reconstruction rating program. The
private street will be rated and placed into the City's overall reconstruction
program, according to the priority rating it receives.
FISCAL IMPLICATIONS. Since the City has 247 miles of public streets, the eventual
addition of up to five more miles of private streets (2.5 % increase) will not strain the
finances of our Street Reconstruction Fund. Funding for the Street Reconstruction
Fund was increased in 1994, partially because of the private street issue.
We believe these guidelines provide a good foundation for a program to incorporate
private streets into the City's system, should property owners request the action. If you
concur with the general guidelines, we will develop a policy or ordinance for you to
adopt.
Attachments: Assessment Credit Discussion Sheet
Map showing private streets in Plymouth
Assessment Credits for Property Owners Along Private Streets
Street Reconstruction Credit
The Street Reconstruction Levy has been in existence since 1988. In 1995, the owner
of a home valued at $120,000 contributes around $24.50 of the city tax bill to the street
reconstruction levy. The proposal for a street reconstruction levy credit is to give
property owners a credit of a set dollar amount for each year they have owned the
property:
Example: Property owned for 8 years; flat credit fee of $25 for each year of
ownership.
25 X 8 = $200.00 street reconstruction assessment credit
Street Maintenance Credit
Private street property owners have paid for street maintenance services through their
property taxes, but have not received services. A possible means of -recognizing this is
to calculate a credit based on the City's cost per foot to provide street maintenance
service and the property owner's frontage feet. Over the last fifteen years, it has cost
an average of $1.15 per centerline foot to maintain the City's street network. The
credit would calculate the frontage feet, multiply it by the average cost per foot and by
the years of property ownership. The property owners on each side of the street would
receive credit for half of the cost of maintenance per centerline foot.
Example: $0.575 credit per front foot, 100 front feet, property owned for 10 years
0.575 X 100 X 10 = $575 street maintenance credit
Impact on Total Assessment
On recent street reconstruction projects, the average total construction cost per home
owner is around $3,000. Using the credits in the example above, the homeowner on a
private street would receive a total credit of $775, and thus would be assessed $2,225
on the project.
Other Considerations
Some long-time owners could possibly receive enough credit that their assessment
would be less than other Plymouth residents (currently $936). Therefore, a cap on the
total assessment credit given to any property owner should be enacted so that no
property owner pays less than the City's standard assessment.
In some neighborhoods where homes are roughly equal in value, an average assessment
could be applied to each property owner. This would tend to equalize the assessments
for all property owners. It also could provide a mechanism to account for common
areas which might be maintained by the homeowner's association.
Areas with Private Streets
Look for corresponding numbers on attached map
1. Plymouth Creek
2. Plymouth Hills 3
3. Cimarron East
4. Chelsea Woods
5. Cimarron Ponds
6. R.L.S. 684
7. Mission Ponds 1 & 2
8. Fox Forest 2nd
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