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Home My WebLink AboutR-00-0490J-00-490 5/29/00 r RESOLUTION N0.' - 490 A RESOLUTION OF THE MIAMI CITY COMMISSION AUTHORIZING THE CITY MANAGER TO ENTER INTO COMPETITIVE NEGOTIATIONS WITH DAYSTAR INC., DECISION MANAGEMENT INC., XEROX CORPORATION, AND ANY OTHER PROVIDER OF A COMPREHENSIVE INTEGRATED DOCUMENT MANAGEMENT AND INFORMATION RETRIEVAL SYSTEM DESIGNED TO SUPPORT THE LEGISLATIVE PROCESS IN THE CITY OF MIAMI, FOR USE BY THE OFFICE OF THE CITY CLERK AND OTHER DEPARTMENTS; FURTHER DIRECTING THAT UPON COMPLETION OF THE PROCESS, AN AGREEMENT, IN A FORM ACCEPTABLE TO THE CITY ATTORNEY, BE SUBMITTED TO THE CITY COMMISSION FOR CONSIDERATION. WHEREAS, Resolution No. 99-905, adopted November 16, 1999, directed the City Clerk to research the implementation of a computer- program known as Legistar, a legislative and agenda information management tracking system, and submit its findings to the City Commission by February 1,.2000; and WHEREAS, the City Clerk prepared a preliminary draft document in proposal form detailing background information, statement of the problem, methodology used in assessment study, scope, objectives, along with a flowchart of the current agenda process, and the impact Legistar would have on the process, together with findings and recommendations regarding same; and CITY COMMON MEETING OF J U N - 8 2000 Resolution No. �3- X90 WHEREAS, the City Clerk and project manager from Information Technology Department conducted a product evaluation of the legislative comprehensive integrated document and information retrieval system, and presented a flowchart regarding the impact of Legistar on the agenda process; and WHEREAS, prior to the deadline of February 1, 2000, the City Clerk discussed findings, recommendations, and potential benefits of having a comprehensive integrated document management information retrieval system designed to support the legislative process in the City of Miami and also discussing an appropriate procurement strategy in order to effectuate same with affected departments and individual City Commissioners; and WHEREAS, after a review of the feasibility of using an existing government contract from the City of Pittsburgh regarding the Legistar system, the Chief Procurement Officer recommended that due to variations in unit price, terms, organizational structure, process and functionality, the City would be better served if it would administer its own selection process regarding same; and WHEREAS, pursuant to Section 18-80 of the Code of the City of Miami, Florida, as amended, its is both practicable and advantageous to enter into competitive negotiations with Daystar Inc., Decision Management Inc., Xerox Corporation and any other provider, for the purpose of providing evidence of its ability to 490 Page 2 of 4 perform document management and information retrieval functions; and WHEREAS, it is the intent of the City Manager with input from the City. Clerk to negotiate the most advantageous contract for the City and make recommendations to the City Commission; NOW THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The results and findings contained in the Preamble of this Resolution are hereby adopted by reference thereto and incorporated herein as if fully set forth in this Section. Section 2. The City Manager is hereby authorized to enter into competitive negotiations with Daystar Inc., Decision Management Inc., Xerox Corporation, and any other provider of a comprehensive integrated document management and information retrieval system designed to support the legislative process in the City of Miami, for the Office of the City Clerk and other departments; further directing that upon completion of the process an agreement, in a form acceptable,to the City Attorney, be submitted to the City Commission for consideration. Page 3 of 4 no - 490 Section 3. This Resolution shall become effective immediately upon its adoption and signature of the Mayor.''-/ PASSED AND ADOPTED this 8th day of June , 2000. JOE CAROLLO, MAYOR In accordance with Miami Code Sec. 2.36, since the Mayor did not Indicate approval of this legislation by signing it in the designated pl ce provided, said legislation " ;w ii 2comes effective with the elapse of ten (10) da rom the date of Com R ron ct.�_on ding same, without the Mayc�Aercisr R. 4:3 ATTEST: WALTER J. FOEMAN CITY CLERK APPROAS FORM A-LEJ RO VITI CITY TTORNEY 449:RCL CCOORRECTNESS:t/ �i If the Mayor does not sign this Resolution, it shall become effective at the end of ten calendar days from the date it was passed and adopted. If the Mayor vetoes this Resolution, it shall become effective immediately upon override of the veto by the City Commission. "A- 490 Page 4 of 4 TO: Honorable Mayor and Mem)Ors of the Commission FROM: Walter J. I . City Clerk RECOMMENDATION r— CITY OF MIAMI, FLORIDA INTER -OFFICE MEMORANDUM 21 DATE: May 17, 2000 FILE: SUBJECT: Comprehensive Integrated Legislative Agenda Preparation and Information Tracking REFERENCES: System ENCLOSURES: It is recommended that the Commission approve the attached resolution, which would authorize and direct the City Clerk, City Manager or his designee to enter into competitive negotiations with Daystar Inc., Decision Management, Inc., Xerox Corporation and any and all other providers of a comprehensive integrated document management and information retrieval system designed to support the legislative process. BACKGROUND On November 16, 2000, the City Commission directed the City Clerk to research the potentiality of implementing a comprehensive legislative and agenda information management tracking system and submit said findings to the City Commission by February 1, 2000. Prior to the aforementioned deadline, the City Clerk submitted a preliminary report and met individually with each member of the Commission and discussed recommendations, findings and a procurement strategy as it pertained to a comprehensive integrated document and information retrieval system. After a review of the feasibility of "piggybacking"-- utilizing an existing governmental contract from the City of Pittsburgh for a most recent upgrade of the Legistar system, our Chief Procurement Officer, in consultation with the City Attorney's Office, recommended that due to the variation in unit price, terms, organizational structure, process and functionality, the best interest of the City would be better served if the City Clerk would administer its own selection process for the aforementioned legislative and agenda information management tracking system. Consistent with Section 18-80 of the City Code, the City Clerk and City Manager or his designee are desirous of interviewing the aforementioned three firms, as further evidence of their ability to provide the document management and information retrieval function to the City of Miami. In closing, request is hereby made that you authorize the City Clerk and the City Manager or his designee to negotiate and complete a most advantageous contract to the City. Whereupon completion of said negotiations, the City Clerk, City Manager or his designee will come back before the City Commission to seek its consideration, review and approval of same. (,.JL Z tl U V' � JL Q.:7 TO Honors Mayor and McMW I of th-c-Commis FROM : alter , F City Clerk RECOMMENDATION 0 REVISED 0 CITY OF MIAMI, FLORIDA INTER -OFFICE MEMORANDUM DATE : May 17, 2000 FILE SUBJECT: Comprehensive Integrated Legislative Agenda Preparation and Information Tracking REFERENCES : System ENCLOSURES: It is recommended that the Commission approve the attached resolution, which would authorize and direct the City Clerk, City Manager or his designee to enter into competitive negotiations with Daystar Inc., Decision Management, Inc., Xerox Corporation and any and all other providers of a comprehensive integrated document management and information retrieval system designed to support the legislative process. BACKGROUND On November 16, 1999, the City Commission directed the City Clerk to research the potentiality of implementing a comprehensive legislative and agenda information management tracking system and submit said findings to the City Commission by February 1, 2000. Prior to the aforementioned deadline, the City Clerk submitted a preliminary report and met individually with each member of the Commission and discussed recommendations, findings and a procurement strategy as it pertained to a comprehensive integrated document and information retrieval system. After a review of the feasibility of "piggybacking"-- utilizing an existing governmental contract from the City of Pittsburgh for a most recent upgrade of the Legistar system, our Chief Procurement Officer, in consultation with the City Attorney's Office, recommended that due to the variation in unit price, terms, organizational structure, process and functionality, the best interest of the City would be better served if the City Clerk would administer its own selection process for the aforementioned legislative and agenda information management tracking system. Consistent with Section 18-80 of the City Code, the City Clerk and City Manager or his designee are desirous of interviewing the aforementioned three firms, as further evidence of their ability to provide the document management and information retrieval function to the City of Miami. In closing, request is hereby made that you authorize the City Clerk and the City Manager or his designee to negotiate and complete a most advantageous contract to the City. Whereupon completion of said negotiations, the City Clerk, City Manager or his designee will come back before the City Commission to seek its consideration, review and approval of same. An Overview of Prepared by Walter J. Foeman City of Miami City Clerk 6" 490 • TABLE OF CONTENTS I. INTRODUCTION.................................................................................................Page 3 A. Background.................................................................................................Page 3 B. Statement of Problem...............................................................................Page 4 C. Methodology Used in Assessment Study ...................................................Page 5 D. Objectives of Study...................................................................................Page 5 E. Scope of Study..........................................................................................Page 6 II. OVERVIEW OF CURRENT AGENDA PROCESS ..............................................Page 6 A. Creation of Agenda.....................................................................................Page 6-7 B. Flow Charting of Agenda Process.............................................................Page 6.a -6g 1. Primary Users...................................................................................Page 7-8 a. Agenda Office (Office of the City Manager) ......................Page 7-8 b. Law Department..................................................................Page 7-8 c. City Clerk's Office..............................................................Page 7-8 2. Secondary Users (Other Departments and the Public).....................Page 8-9 III. LEGISTAR: LEGISLATIVE AGENDA TRACKING AND INFORMATION MANAGEMENTSYSTEM....................................................................................Page 9 A. Description..................................................................................................Page 9-10 B. Results in Brief ...................... .......................................................................Page 10 1. In-house Demonstration of Legistar System ...................................Page 10 2. Customer Evaluation (City of Gainesville, City of Milwaukee and City of Lombard, Illinois) .................................................Page 11 I Product Evaluation (Review of Software Application consistent with primary departmental/office user requirements .............................. Page 11-12 C. Flow Charting of how Legistar will impact on Agenda Process ..............Page 12-19 IV. FINDINGS.............................................................................................................Page 19-20 V. RECOMMENDATIONS......................................................................................Page 20-22 A. Potential Benefits.........................................................................Page 22 U— �U B. Potential Challenges................................................................. Pace 72 C. Future Studies............................................................................Page 22-23 VI. ACTION PLAN^' ....................................................................................................Page 2) A. Procurement Strategy...................................................................Page 23 B. Proposed Implementation Plan and Cost Factors ..................................Page 23-25 C. Funding Possibilities....................................................................Page M-27 VII. APPENDICES Attachment A: Resolution 99-905 (Directing for research and possible implementation of Legistar System Attachment B: Customer Satisfaction Questionnaires (City of Gainesville, City of Milwaukee and City of Lombard, Illinois) Attachment C: Needs Assessment Tables (Agenda Office, City Clerk's Office, Law Department and GSA Department) Attachment D: Legistar Project Planning Guide, Daystar Software License Agreement, Legistar Software Support Agreement, and Legistar Installation Cost Tables Attachment E: Legistar Report Samples (Meeting Agenda, Certified Copy, Hearing Notice, Master Report, Meeting Minutes, Meeting Attendance, Office Information, Referral Notice, Subject Matter Index and Voting Record) Attachment F: Sample Public Notice for Request for Proposals Attachment G: Activity Timetable Attachment H: Legistar Training Schedule Attachment I: Core Initiatives Attachment J: Subscriber List (Agenda Office) Attachment K: Distribution List (GSA) 2 REPORT ON THE POTENTIALITY OF IMPLEMENTING LEGISTAR (A LEGISLATIVE AND AGENDA INFORMATION AND MANAGEMENT TRACKING SYSTEM I. INTRODUCTION A. BACKGROUND Pursuant to Resolution 99-905 (See Attachment A), the Miami City Commission directed the City Clerk to research the potentiality of implementing a computer program known as "Leaistar" (Legislative and Agenda Information 'and Management Tracking System) and submit said findings to the City Commission by February 1St, 2000. Legistar represents one option to the way in which we may prepare our. agenda and track legislation. It is a comprehensive, integrated document management and information retrieval system designed specifically to support the legislative process. From the drafting of ordinances, resolutions, and other legislative matters through assignments given to the Administration by the City Commissioners to minutes coverage of Commission meetings, Legistar supports legislative operations, tracking every action taken on each matter, .along with dates, free form notations, and votes taken where appropriate. An agenda can be defined as an outline or list of subjects to be considered at a Commission Meeting. An agenda packet contains memoranda, support documentation, including any attachments (i.e. contracts, agreements), or simply put, it contains the detail which accompanies each agenda item. Currently, all Agenda Items come through the City Manager's Office. The .Agenda Coordinator, located in the City Manager's Office, is responsible for preparing the Draft Agenda, which is reviewed by the City Manager and the Agenda Coordinator. Generally speaking, the regular agenda format contains the following: (a) Invocation and Pledge of Allegiance; (b) Approval of prior meeting minutes; (c) Presentations and Proclamations; (d) Memo regarding Mayoral Vetoes (and accompanying veto message and legislation, if any action is taken); (e) Specially Scheduled Items; (f) Public Hearing Items; (g) Personal Appearances; (h) Consent Agenda; (i) Ordinances (Emergency, First and Second Reading); 0) Resolutions; (k) Board Appointments; (1) Discussion Items; (m) Mayor (Citywide) and Commission Items (by district); (n) Supplemental Agenda (when necessary); and (o) Planning and Zoning Items (on the 4t" Thursday of every month). Special Commission Meeting Agendas Pursuant to section 2-330) of the Miami Code, Special meetings may be called when it is deemed necessary by the Commission. The format for a Special Commission Meeting is somewhat different in that it is issue focused and no other business may be brought before the meeting other than what was advertised on short notice. Workshop Meeting Agendas Workshops are meetings wherein extended discussion, debate and inquiry may take place, but at which no vote or official action is taken. Workshop meeting agendas are similar to regular 3 G0-- , i meeting agendas and may be scheduled at the convenience of the Mayor, Commission or Manager. Pursuant to Emergency Ordinance No. 11865, the City Commission meetings are held on the 2nd and 4`h Thursday of every month. B. STATEMENT OF PROBLEM The agenda process is fragmented and is one of the most paper intensive areas of our organization. There is an inordinate amount of paper that is passed between departmental areas . A significant number of proposed items are sent to the City Manager for inclusion on the agenda. If there are any changes after the City Manager's review of the draft agenda, those changes may be passed between the department and the Agenda Office at another time. Secondly, there is a lot of redundancy based on the fact that the same information typed on the agenda is also entered into the Law Department's database. Thirdly, a single agenda packet may consist of hundreds of pages2. In addition, 41 copies of the official and finalized agenda are mailed to parties involved, including private subscribers (See Attachments J and K)3. In order to accommodate different phases of the agenda format (i.e. including supplemental agenda, when necessary), the printing of same is quite often done on a piecemeal basis - the initial forwarding of the non -controversial items to the print shop, and finally accommodating any last minute items that may be provided. This results in massive paper generation. Furthermore, there is the issue of primary user departments (the Agenda Office, City Clerk's Office and Law Department) being involved in a labor-intensive legislative process. Agenda -related information is also created and entered into a Word document residing on a single workstation. The Clerk's Office is not able to do key word multiyear researches of legislation from labels (which describes each issue considered by the Commission) from the verbatim minutes document in a manner that ties it into a specific meeting agenda in order to go to the particular pages within said meeting document. Modifications to legislation oftentimes require the City Attorney's Office to make special transcript requests to the Clerk's Office for pertinent excerpts from the minutes document. In short, there is a need to consolidate the typed information along with the existing database into a database on a network server. The current workstation used to store the existing agenda file is limited on space, response time is slow, and data retrieval and research is also slow. ' Pursuant to Motion 99-863, at the City Commission Meeting of November 16, 1999, the Commission instructed the City Attorney to come back at the meeting of December 14, 1999 with a draft Ordinance (effective January 2000) changing the meeting dates to the second and fourth Thursday of every month. Pursuant to the passage of Emergency Ordinance 11865, the meeting dates were changed from the 2nd and 4d' Tuesday of every month to the 2nd and 4t' Thursday of every month, effective January of 2000. 2 The average number of pages per agenda is approximately 900 pages for large agendas and approximately 400 pages for small agendas. 3 The total number of packets mailed by the Agenda Office to private subscribers is approximately 41. The total number of agenda packets distributed by the GSA Department is approximately 39 for Regular Meetings and approximately 43 for Planning and Zoning Meetings. 4... L1eJ� C. METHODOLOGY In order to ascertain whether Legistar would be the appropriate system for automation of our agenda process, we used the following approach: (a) A review of the current agenda process. (b) Defining what are our primary departmental users' needs. (c) Analysis and Product Evaluation of Legistar. (d) How Legistar would impact on our current agenda preparation and legislative tracking system. The latter steps [(c) and (d)] included assistance from our Information Technology Department (ITD), namely Mr. Leo Lyttle, Information Technology Project Manager, who assisted our office in the conduct of vendor interviews regarding Legistar, as a result of a live Internet demonstration of said legislative management and tracking system. Secondly, Mr. Lyttle of ITD, assisted the City Clerk with a product (Legistar Software) evaluation of said system by jointly looking at the following criteria: (1) Desired and required features expected from Legistar. (2) Assignment and weighing of factors according to their level of importance*. [Note: See Attachment — table for departmental user needs]. (3) Client interviews with Miami -Dade County and Gainesville. (4) Customer satisfaction surveys (Lombard, Illinois, Milwaukee, Wisconsin and Gainesville, Florida) from various municipalities who are currently using Legistar. (5) Site visits to witness product first-hand (Gainesville). (6) Primary city departmental user interviews to ascertain what are the key departmental needs. (7) Checking technical support and hours of assessability. (8) Financial conditions to verify that there will be support for the product (see funding section). (9) Checking the space on the City Clerk's Office hardware to make sure that the new software and data will -fit. D. OBJECTIVES OF THE STUDY The primary objectives of this study are as follows: ■ Determine whether the Legistar software package is the appropriate system for automation of the agenda process. ■ Determine whether Legistar software supports the desired platforms. • Determine whether the Legistar system will minimize redundancy (significant reduction in paper generation), centralize data in one location and make it available to all affected areas in our organization, thus reducing typing and providing for instant access. E. SCOPE OF THE STUDY To effectively administer our organization's resources, the scope of this report focused primarily on whether or not the Legistar Agenda. and Information Management Tracking System, through an automated approach, will accomplish the following: ■ Shorten the Agenda compilation and review. ■ Simplify and minimize the amount of time spent by the City Administration, Law Department and City Clerk's Office in the coordination of the agenda and legislative tracking process. ■ Eliminate much paper redundancy and allow for easy access to all areas within our organization. ■ Provide the Commission with electronic access to agenda items before a meeting and to be timely apprised of staff's proposed recommendations. ■ Simplify the research process through a centralized database. ■ Allow for a review of supplemental materials. ■ Allow for a smoother workflow of the additional items (supplemental agendas) by the Commission II. OVERVIEW OF CURRENT AGENDA PROCESS The agenda document consists of a title, a date, location of meeting, sections for each of the aforementioned item categories, item numbers, title summation and J number (Law Department's internal referencing number). The title and date fields are simply the agenda title and date of the meeting. A section is an area where a group of items originated (i.e. Public Hearings, Personal Appearances, Commission Items, etc.). After a Commission Meeting, the outcome of any item may vary. The item may be taken up, resolved and considered complete or the item can be deferred to be discussed and taken up at a later time. It can be removed from the Agenda (withdrawn) and considered a dead issue. In addition, items can be amended before or modified during the meeting, or tabled or discussed at a later time. The agenda item title is a summary description of the item. Once the actions are taken by the City Commission following completion of the meeting, all public documents will be given to the City Clerk (See the following pages, 4a through 4f, which flow charts the legislative process including the process undertaken by the Clerk's Office after the meeting). A. CREATION OF AGENDA Any department can submit agenda items to the Agenda Coordinator 15 days prior to the agenda distribution (See the following pages, 6a through 6g, which flow charts the Agenda Process). There are currently 26 Departments (which includes offices), 45 Advisory Boards and Committees, 5 Commission Offices, and the Office of the Mayor. All agenda items, which include a signed original hardcopy departmental memoranda containing recommended action for the Commission's guidance, supporting documentation, must initially be approved by the City Attorney. However if items have a budgetary impact, they must be approved by the Department of Management and Budget as to funding availability. Items involving the procurement of goods 6W `tau Agenda Process r ONE WEEK PRIOR TO AGENDA OFFICE'S DEADLINE FOR SUBMISSION (20 WORKING DAYS BEF0[2E AGENDA DISTRIBUTION) Depts. submit all items requiring budgetary approval to the Department of Management and Budget Departments submit Procurement Items to the Purchasing Dept. with all necessary budget approvals if applicable. Depts. Submit to Law, draft legislation that has legal and/or Financial impact. 15 WORKING DAYS PRIOR O THE AGENDA DISTRIBUTION Depts. Submit COMPLETE AGENDA PACKETS to the Agenda Office & Law Department AGENDA COORDINATOR PREPARES DRAFT AGENDA TWO DAYS AFTEWSUBMITTAL OF ITEMS Agenda Review between City Manager and Agenda Coordinator FOLLOWING REVIEW, ITEM ACCEPTED? Within one day of review, notify dept. of revised or rejected item CLOSE AGENDA Depts. resubmit revised (NO ADDITIONS WILL items to Agenda Office BE ACCEPTED) Draft agenda submitted to the City Commission, City Clerk, & Law Dept. 15 DAYS PRIOR TO MEET City Clerk advertises all Sole Sources 10 DAYS PRIOR TO MEETING City Clerk advertises all public hearings and proposed second reading ordinances See page 2 z. Page 6a i TWO DAYS PRIOR TO PRINTING FINAL AGENDA Lav dept. finalizes & signs off on ail agenda legislation ONE DAY PRIOR DISTRIBUTION Final agenda including all complete packets submitted to Print Shop by 8 AM Graphic Reproductions completes printing of agenda packets (printing duration=approx. 14 hrs.) FIVE DAYS PRIOR TO MEETING Distribute agenda packets to City Commission, depts., & public Copies of Agenda made available it City Clerk's Office (City Hall) an( Agenda Office (NIRC, 10th Floor) NOTES Summary of agenda backup documentation submitted to City Manaoer and staff Agenda Office gives City Clerk's Office Original Legislation for Commission Meeting ® Page 6b U LAW I r J Dept. creates Agenda item on floppy with Supporting Documents. ri- Yes i j LAW DEPT. receives from Dept., draft copy of Legislation on floppy and hard j copies of memoranda to the Commission and any attachments. LAW enters item in log and assigns J#. mplete Legislation subm Dept. ? 1. Review Legal impact. 2. Write Agenda Legislation Title Summary. 3. Sign off legislation. Send Legislation to Agenda Office to be included in the Agenda. Aece of Legislation prepar the Commission Agenda? Yes Prepare Legislation Summary Log for the Commission Agenda Send Summary Log to the Agenda Office Pa/ ge 6c LAW holds Legislation No I until the packet is complete with all documentation No T Ph Copies of AGEND� ,� COMMISSION MEETING Page 6d r-► Note: Minimum 2 Commission avaialable �/ meetings per month i City Clerk Agenda V. Process TAPE MEETING Transcribe DRAFT MINUTES (1 HOUR TAPE = 8 HOURS TRANSCRIPTION) i V r-- Labels for minutes are prepared by ASST.CLERK (1D - 3D) Review labels by City Clerk (1 D) I Proof read transcript. (CLERK/ASST. CLERK/DEPUTY CLERK) I V Apply corrections (1 D to 5D) I LEGISLATION I LATION AND LABELS ARE INSERTED (1 D to 2D) i Format, Merge and Link Index Prepare the INDEX, then merge file into ISYS SYSTEM TXBASE FILE NOTE: Key words are entered DATABASE manually;it takes approximately one day. Print 20 copies of minutes in final form. MARKED -UP (4HR) AGENDA STOP t, U CITY COMMISSION MEE , i I ADJOURNED I Page 6e ` MARKED - assignments to Type the LEGISLATION NUMBER and Direction to the UP UP RECONCILIATION AGENDA / CLERK, ASST. CLERK, DEPUTY j/ ! / CLERK etc review notes and (8HR) prepares a MARKED -UP AGENDA i with LEGISLATION NUMBERS and MANAGER and DEPTS. ACTIONS TAKEN (IHR to 4HR) j CLERK, ASST. CLERK, DEPUTY CLERK prepare CITY CLERK Follow-up REPORT (Compilation of directions to on of completion the Manager, the Administration, the I ATTORNEY and/or the CLERK, along with all of the non -agenda actions taken by the COMMISSION LEGISLATION (3D) fPROCESS i I i � Assign staff MARKED -UP AGENDA assignments to Type the LEGISLATION NUMBER and Direction to the I action into the TYPED AGENDA administration I NOTE: A COLUMN IS CREATED ON nct: THE RIGHT SIDE OF EACH PAGE discussed at After I (8HR) Action Meeting i Assign staff assignments to appropriate personnel according to City Copy and distribute MARKED Clerk's Report. AGENDA and City Clerk's Report to the MAYOR, COMMISSIONERS, CITY MANAGER and DEPTS. NOTE: 50 COPIES (4HR) Follow-up on of completion assignments. I Type special items letters, along with executed legislation and forward to designated parties (ie. plats, legislative priorities, board appointments, elections, etc (D3 to D20 subject to volume of legislation) Send MARKED -UP AGENDA, CLERK REPORT, MINUTES and SUPPORT DOCUMENTS to microfilm NOTE: THIS IS DONE MUCH LATER (3HR) STOP Review, read and attach legislation to ( Page 6f L 1 ►' agenda backup paper work (4HR to 1 D) I Non -agenda items, modified, deferred or withdrawn (1D to 2D) I Request non -agenda items and modified items from Law Department (2D) File in pending file legislation deferred (hold for the Commission meeting, item will be heard again) (1 HR) Send back withdrawn items to the Law Department (IHR) STOP Type (on typewriter) in meeting date on legislation, ie: resolutions and ordinances (4HR to 1D) Get Department signatures for legislation during Commission Meeting (if possible) (1 D to 5D) Manually stamp each piece of legislation with appropriate number ( 1 -.2 days) are there any exceptions? (4HR) Match legislation with corresponding agenda item numbers and put in folder for Mayor signature (0.5 HR to 1 HR) Type (on computer) running list of legislation numbers to give to Mayor to sign as receipt of receiving legislation in a timely manner (0.25 HR) Type (on computer) memorandum to Mayor for 10 day Mayoral veto deadline (with/without signatures on legislation) or Veto message and vetoed legislation that is submitted to Clerk. (0.25 HR) As non -agenda and modified items are received from the Law Department Note: FOLLOW LOOP I. C Go- I&-. UU r f�J After receiving legislation back ` C from Mayor's Office, City Clerk attests the signature (0.25 HR to 0.5 HR) FINAL ADOPTION Copies of legislation is made and placed in master folder for public/ department use (0.5 D to 1 D) j Copies of legislation distributed to affected departments (0.5 D to 1 D) I Place original legislation in corresponding Commission Meeting File (0.5 D to 1 D) STOP U— ¢Pv and services must also be approved by the Chief Procurement Officer within a prescribed deadline. If there are any items that are not accepted, or modifications to legislation (both substantive and nonsubstantive) that have to be made, then the department, following review of same, can resubmit within 1 day, the revised item(s) to the Agenda Office or they will remain rejected. Items requiring substantive changes are subject to another review by the Manager. The Law Department prepares all original legislation, reconciles any differences between the departmental memoranda, which accompanies each agenda item and the prepared legislation. The City Attorney's signature on original hard copy is a prerequisite before completion of any original legislative document. A summary log of all legislation is prepared which is given by the City Attorney's Office to the Agenda Office, once the agenda packets are complete, along with the original legislation. A Draft Agenda is provided to the City Commission, City Clerk and Law Department two days after the City Manager's review of the Draft Agenda. However, the Law Department simultaneously reviews same before finalization, and attachments, such as appropriate correspondence or other agenda exhibit material(s) are also reviewed. Additionally, the City Clerk's Office advertises notice of all public hearings, bids, proposed second reading ordinances ten days prior to City Commission Meeting and sole -source items 15 days prior to City Commission Meeting. A hard copy request in memorandum form submitted by the department to the City Clerk and signed off and approved by the Agenda Coordinator is required before the Clerk can advertise any item. Two days prior to printing of the Agenda, the Law Department signs off on all original agenda legislation and the final agenda and accompanying agenda packets (with supporting documentation) are forwarded to the Graphic Reproduction Division of G.S.A. (print shop). Graphic Reproductions completes printing the Agenda packets (approximately 39 packets per meeting are produced internally for City departments) and said packets are distributed to the Mayor, City Commission, Departments and Public (50 mail -outs of the agendas only for subscribers, individuals, groups and organizations, newspapers, who are forwarded same) 5 days prior to the meeting. Approximately 280 extra agenda copies, per meeting, are sent to the Clerk's Office for public access. 1. Primary Users Primary Users have been previously identified as the Agenda Office, Law Department and the City Clerk's Office. Their needs vary. The Agenda Office needs quick access to actions taken by the Commission in order to prepare the next meeting agenda. Additionally, there is an immediate need for the Agenda Office to assist the administration in identifying departmental staff assignments. To this end, the administration relies on the final draft of the City Clerk's Report for same, since it contains directives and non -agenda legislation made by the Commission. Some follow-up report is also necessary to ensure that the administration's compliance with the aforementioned directives have been met. There should be some method of informing the Clerk of same in order that he may update and supplement his City Clerk's meeting file. Quick access to documents received by the Clerk's Office on the floor during the Commission meeting has also been requested by the Agenda Office, along with any request for legislative history research. The City Clerk's Office needs to be certain that any information which is distributed on the dais during the meeting is also received by him. 00— 490 The Law Department needs quick access to departmental draft legislation, a timely logging (i.e. J number) internally referencing method to access revisions of draft legislation, a summary legislation log reporting template or boiler plate, and quick access to draft minutes to assist in the timely preparations of any modifications to legislation. The City Clerk's Office needs updated research and utility procedures enabling it to do multiyear searches; the capacity to do signature reports; generate certified copies; timely publish notices; internal viewer access only to draft minutes; timely receipt and standardization of format for advisory board minutes; automatic generation of numbers assigned to legislation which passes; transmission and viewer access to the Financial Oversight Board of all legislation which passes, and posting of a monthly calendar, Clerk's Report and Marked -up Agenda to our home page. Any production, pursuant to public informational requests of legislation and/or, supportive documentation is a manual process requiring staff to make a duplicate copy from our electronic filing system and refile same. 2. Secondary Users Secondary Users may be identified as all other departments either requesting to place items on the agenda or make public informational inquiries following City Commission meetings and adjournment. This category of users interest in the agenda and/or legislation is issue(s) specific. An exception to this categorical definition would be the Department of Management and Budget and the Purchasing Department. Management and Budget is necessary for any department submitting an agenda item which has fiscal impact to receive authorization as to the availability of funds from the respective department. Thus, an approval as to the availability of said funds should form part of the agenda packet. Our Purchasing Department, on the other hand, also requires departments desirous of soliciting goods and services to submit a cover memoranda, draft legislation (title only) and any supportive documentation (i.e. bid tabulation, etc.) that has to do with a particular item. By the same token, if this is a sole -source item and there is a decision not to go through an open competitive process, a department must submit a singular memoranda requesting that this be a sole -source item and provide an explanation as to why the department needs this item to be a sole -source, how much said item will cost, any additional cost tables and any services or discounts that would be afforded to the customer. There is also a public notice requirement which should be done concomitantly with the submittal of the department memoranda for sole -source. Other secondary departments routinely require specific types of services, for example the Department of Public Works, which often times requires from the Clerk's Office to provide certified copies of legislation as it relates to plats, etc. The GSA/Graphic Reproduction Division is an integral part of the agenda production process. The timeliness of receipt of the agenda is very critical to the production timetable.. If the City considers an automated electronic system, it is also necessary to address the feasibility of whether 8 Ou— automation of the agenda process and resulting reduction in paper volume would warrant some technological upgrade of printing equipment to interface with said automation. The cost benefit impact of said investment should be the subject of a future study. III. LEGISTAR: LEGISLATIVE AGENDA TRACKING AND INFORMATION MANAGEMENT SYSTEM A. DESCRIPTION Since 1983, Daystar, the creator of the Legistar. System, has had extensive experience in the design, development, installation, and support of customized office automation software for local government. Daystar focuses its work exclusively on the delivery of comprehensive software systems, consulting, and training for the legislative branches of city and county government, water and school districts and other legislative commissions. Legistar for Windows is a comprehensive, integrated document management and information retrieval system designed specifically to support the legislative process in cities, towns, and counties. From the drafting and introduction of ordinances, resolutions, and other legislative matters through assignment to various committees, offices and Commission Meetings, to final disposition, Legistar parallels and supports the customary flow of legislative operations, tracking every action taken on each matter, along with dates, free -form notation, and individual votes where appropriate. Legistar was designed from the ground up to completely automate all the information management functions of the City Clerk's office, Law Department, Agenda Office, City Departments and of the City Commission into one smooth and coherent system reducing or eliminating the paper process to whatever degree one desires. Legistar performs all of the necessary legislative functions of primary users in one integrated and consistent system, eliminating the overhead of redundant data entry, the cost of learning and maintaining multiple systems, and the stress of attempting to make several partially compatible software products communicate with each other. Text and data are entered only once and then organized and stored by the system so that it can be retrieved and formatted for display or for any of Legistar's standard or custom reports. Meeting agendas, public hearing notices, referral notices, overdue notices, minutes of meetings, journals of proceedings, subject matter indexes, and other reports are automatically generated directly from the tracking of data. The text of the legislative documents can be composed using the built in text editor or almost any popular word -processor and then imported into Legistar using the system's dynamic text linking functions. Legislative records may also include scanned images such as diagrams, maps, plans, and correspondence, which can be retrieved and printed or displayed along with legislative text and tracking data. U 9 U All important data about a legislative file can be viewed in tandem with the file text or with its line by line event history. Information is accessed through screen -form searches, subject index look -ups, full -text word searches, or preformatted reports. Data is retrieved and presented in sorted order. Easy lookup and access to any information, even during a meeting, further reduces paper handling, however, where paper copies are needed, sort orders for reports are user determined or table driven. Numerous typing shortcuts make data entry procedures fast enough to record minutes on-line during a meeting, and have them printed and ready for distribution soon after final draft of minutes is completed. All reports are automatically formatted with the Windows font set before being directed to a standard desktop laser printer for camera-ready copy. Customized reports can include the City logo, official signatures, and other graphics. Help text is available on each field, screen, and menu in the system. Pop-up windows display lists of valid commands and data entry codes for all applicable fields, eliminating the need to memorize lists of codes. All data access is protected by password security. Legistar for Windows employs standard Microsoft Windows graphical user interface conventions for ease of use and fast learning. The Legistar system proposed here includes report customization, installation, training, documentation, and support. B. RESULTS IN BRIEF 1. In-house Demonstration of Legistar System On November 29, 1999, Daystar Computer Systems Inc. conducted an in-house demonstration on the Internet, using NET MEETING, which is a medium used for on-line system demonstrations through computer connection over telephone lines. Representatives from the City Clerk's office, Agenda office, Law, and Information Technology departments attended the demonstration. The presentation demonstrated the order and flow of the agenda process, showing the sequence in which items would be entered by departments, including attached documents such as contracts, correspondence to the Commission and draft legislation. Searches of several meeting agendas and meeting minutes were also conducted. In summary, we felt at the end of the presentation, it would be better to get a closer examination of the operational aspects of the Legistar System, from a participating municipality. The City of Gainesville was chosen because it was the nearest operation that had implemented the most recent version of Legistar. Please note that Miami -Dade County uses a customized version of Legistar, which is maintained by five County ITD personnel. We strongly recommend remaining on the Legistar base code, which allows us the benefit of free future upgrades and annual support and maintenance at a minimal cost. 10 0 - 'SUU C7 C 2. Customer Evaluation (City of Gainesville, City of Milwaukee and City of Lomard, Illinois) In attempting to assess the overall satisfaction with the Legistar product, we noticed that there were certain variations in verbal responses between the user and the procurer. An example involving the city of Gainesville revealed that its Purchasing division indicated that the legislation product was not a user-friendly software system. On the contrary, the user, City Clerk Kurt Lannon, was very satisfied with same, as reflected in his responses contained in the customer satisfaction survey (See Attachment B). Gainesville relies on technical support and maintenance through a professional services agreement with the vendor Daystar, Inc. and thus the support provided by the I.T.D. is minimal. Furthermore, the degree of interactivity between Daystar and other departments is also minimal. The Gainesville example is somewhat factually distinguishable from the City of Miami example in that our primary focus will be to provide organization -wide access to data on a local area network, subject to a determination being made whether a professional services agreement would be a feasible alternative rather that impacting solely on resources from our Information Technology Department (I.T.D.) to provide said support. The City of Milwaukee (see Attachment B) and the City of Lombard, Illinois (also see Attachment B) echoed similar sentiments to Gainesville, in that the user is very satisfied with the impact that automation, through Legistar, has made on its legislation process. Lombard, Illinois, as distinguishable from the other two cities has a larger user group (30 personnel). Despite this, very few problems exist. All three cities have the Legistar System centrally located, with the Systems Administrator located in the Clerk's office. Finally, all agree that the system is easily adaptable to change, subject to the needs of the administrator. They are very interested in continued paper reduction through screen viewer access and posting of data on the internet and the intranet. In short, the overall services provided by Daystar, Inc., of its Legistar product has been received satisfactorily. 3. PRODUCT EVALUATION OF THE LEGISTAR LEGISLATIVE TRACKING SYSTEM EVALUATION TEAM The evaluating team consisted of Walter Foeman, City Clerk, and Leo Lyttle, Project Manager. The visit was conducted on December 7, 1999, at the City of Gainesville. 11 PURPOSE The purpose of the visit was to determine the capabilities of the Legistar system, and to assess the impact the system has on the creation, monitoring, security and disseminating of the Agenda and legislative tracking to all departments, and to assess the impact on the network. PRODUCT EVALUATION The Legistar system has the capability to achieve the desired requirements, such as reducing paper handling, better monitoring and control of the agenda process, and provide centralized storage and retrieval of the complete packet. HARDWARE AND SOFTWARE REQUIREMENTS (See Attachment C) Hardware Server: Pentium PC, 400MHz computer, 2GB memory, 18GB Hard drive, SVGA monitor and keyboard. Work stations: Pentium PC's, 400 -MHz computer, 64MB RAM, 1GB Hard drive, SVGA monitor and keyboard. Software Operating System: Windows NT 4.0 Database: Microsoft SQL 7.0 PC Anywhere is implemented in the City Clerk's office, and at home and by ITD project team, for the monitoring and assisting user clients in trouble shooting the Legistar system. SECURITY The system allows security to be defined and controlled at several levels. (eg. Department, Agenda office, Law, Manager's office and at the City Clerk's office). C. NARRATIVE AND FLOWCHARTING OF HOW LEGISTAR WILL IMMPACT ON AGENDA PROCESS Legistar will automatically produce the agenda document with title, date, location of meeting, and all sections for each of the item categories needed. The agenda can also display item numbers, title summation and J numbers (Law Department's internal referencing number). The system will then record all actions taken at a Commission Meeting, including motion, mover and seconder and voting information. Depending on the stenographic equipment used, verbatim meeting minutes can easily be entered as part of the on-line meeting record (draft for internal screen viewing only). Once the actions are taken by the City Commission following completion of the meeting, a summary of the meeting minutes can be produced shortly afterwards followed ., 12®'� U No LEGISTAR AGENDA 0 � Page12a PROCESS Agenda office opens the Agenda and enters the Title, date and location of meeting, then opens security access to depts.for the entering and compiling of agenda items. Depts. enter legislative item using template provided and include other supporting documentation which may be scanned or included with a file item# generated by Legistar. Funding required ? Yes Management and Budget reviews packet online and approves same by including signed scanned letter or electronic signature. nent of goods services? Yes Procurement reviews packet online and approves same by including signed scanned letter or electronic signature 22 Law Dept. reviews and approves drafl legislative items online, and approves by including signed scanned letter or Dept. cut off date? Yes Agenda Office or office designated with Legislative function, terminates dept. security access. Agenda items are reviewed by authorized office. An Item is rejected by changing the item status, this will notify the department of the item status. Final Agenda? Yeses Page12b 15 DAYS PRIOR TO MEETINGPage e�2b ® City Clerk advertises Sole Source 10 DAYS PRIOR TO MEETING City Clerk advertises second reading ordinances and Public Hearings. I An Agenda Summary Log of legislation sent by Law Dept. to Agenda Office. Systems Administrator terminates security access to ALL but City Clerk's office and Law Dept. Graphic Reproductions completes printing of agenda packets for City Commission and public. Agenda office releases Agenda to the Internet for general inquiry access and re -print only. COMMISSION MEETING During Commission meeting the Stenographer takes verbatim minutes which can be formatted as draft minutes for review. During Commissiom meeting the Law Dept. can modify an agenda item directly into Legistar, as directed by the Commission meeting. mission meeting Yes City Clerk's office, enters/receives from City Attorney authorized modifications to legislation. City Clerk sends original legislation to Mayor's Office for 10 day veto deadline which is attested and ultimately filed by the Clerk's Office. Page 12c r later by the complete formal minutes and referral notices. Like all reports, the finished minutes report can automatically be converted to HTML format (Hypertext Markup Language) by Legistar for posting on the City's home page. Any authorized department will be able to use Legistar to draft and submit agenda items to the Agenda Coordinator prior to the agenda compilation and distribution. Any City department, Advisory Board, Committee and Commission Offices, along with the Mayor's Office, will be able to track an item's status at any time. All supporting document items, which includes scanned or electronically prepared original departmental request; recommended action for the Commission's guidance; memoranda signed by the departmental head; supporting documentation, and draft legislation can be included as an on-line attachment for review and approval by the City Manager. Other issues, such as items that have a budgetary impact and must be approved by the Department of Management and Budget as to funding availability, can be directed to that department with a single click of the mouse button. Likewise, items involving the procurement of goods and services can be directed to the Chief Procurement Officer in the same fashion. After review, any submitted items that are not accepted, or if modifications (both substantive and non -substantive) have to be made, then the reviewing administrator can redirect the item back to the appropriate department along with any notes or recommendations. After making the required changes, the department can, then resubmit with one button for another review by the Manager. The Law Department can prepare all original legislation using the integrated word processor and standard boilerplates, and reconcile any differences between the departmental memoranda, which electronically accompanies each item and the prepared legislation. The security levels of Legistar will authenticate the City Attorney's ID and his signature and approve as to the form and correctness on the legislative document. If the City still desires a signature on an original hard copy of any legislative document, then Legistar can automatically print a signature report for signing which can, then be scanned as an attachment. A Draft Agenda- of all pending legislation can be produced in seconds for on-line review by the City Attorney's Office. The Draft Agenda can also be viewed by the City Commission, City Attorney, City Clerk and other departments after the City Manager's and Law Department simultaneous review, prior to finalizing the agenda and attachments (i.e. correspondence or other exhibit material. Legistar can then, automatically, produce the public notice of all public hearings for publication and posting to the Internet home page. During the entire submittal and review process of any legislative item, wherever a current pen and ink signature is required, it is possible that Legistar can manage these authorizations via security log -in and password. Other authorization options can include a custom feature to allow a digital signature to be captured or a scanned copy of the authorization document can be attached as a supporting document. After Law Department approves all original agenda legislation and the final agenda and accompanying agenda packets (with support documentation), this information can be made available on-line to all concerned or printed out in preformatted report styles to be forwarded to the print shop. i i Page 12c City CommissionVerbatim minutes are reviewed and finalized, then inserted into the respective Legistar agenda item. City Clerk's office security lock meeting agenda package. System Administrator terminates security access to City Clerk's office City Clerk's Office releases completed Marked -up agenda, Clerk's report, and Verbatim minutes. Stop 60- X90 The City currently prints 280 copies per meeting of the Agenda documents for paper distribution to Commission members, staff and departments, subscribers and for distribution to the public at the meetings. It is possible to greatly reduce or eliminate much of this printing through the ability to view all information on-line. Furthermore, all Legistar display information can be projected on screen or channeled through the local cable network if available. In this way, the text, motions, history, votes and supporting attachments are available for everyone both in the Commission Chambers as well as at home. Finally, the ability for Legistar to track, manage, and provide all legislative materials electronically will allow the City of Miami to move toward a paper reduced process that tradition or law will allow. Much of the current legislation handling and approval process is paper based and many steps can be streamlined or eliminated through the use of Legistar. In addition, because Legistar manages the entire process and virtually eliminates redundant typing or data entry, errors associated with retyping, cut and paste or lost paper files, are also eliminated. For each new legislative file in the system, the program generates a unique legislative control number for the document. Any department can enter draft agenda items and electronically submit completed items to the Agenda Coordinator prior to Agenda distribution. A separate automatic numbering series may be maintained for ordinances, resolutions, general file numbering or the operator may enter a unique identifier. A number of key data fields are available for entering pertinent record information. Some of these fields are: n File Type and current File Status; in Text Version Number; o Reference File Number and/or separate Legislative ID number; • Introduction, Final Action and Variable Dates; u Associating Costs to Matters; ■ Controlling Committee; ■ Legislative Sponsors or Author (one or more); ■ Requesting Department or Organization; ■ Variable User Defined Data and Date Fields; ■ File Name and Description (variable length); and ■ Indexed Subject Matter Keyword cross-references (one or more). Each of the data fields above is automatically indexed by the system and may be used by itself or in combination with any other field for fast information retrieval. Legistar creates and maintains a dynamic link between the legislative tracking data described above and the text file for each resolution, proclamation, appointment, and other type of file upon which the Commission, committees, and boards take actions. The free -form text of each legislative file may include the 14�y title, the analysis or summary, the body of the document, a fiscal note, staff recommendations. suggested motions, and any other supplementary notes and background information. With the appropriate hardware connections, legislative text may also be entered in any of several different ways: ■ Title and body text may be typed directly into a variable length text file incorporated into the record using the system's built-in text editor and boilerplate; ■ Text files created with Microsoft Word, WordPerfect, Microsoft Windows Notepad, and almost any other popular word processor may be imported into the system; ■ With the appropriate hardware communications, text files may be transmitted by electronic mail and imported into the system; ■ Text files that have already been typed on a PC by another department may be loaded into the system from a floppy disk; ■ Printed text may be read in through an OCR scanner, if available, and imported into the system. In processing a batch of files for any meeting, any method may be used interchangeably by any number of operators who are simultaneously entering file information. Legistar enables the City to index and retrieve documents stored on magnetic or optical media devices connected to the computer system. Where the full text of the documents is also stored on the database server's magnetic or optical disk devices, the Legistar software can optionally retrieve and display the document text itself, allowing the user to review it page by page on the computer terminal. While legislative matters are the substance of what the Legistar system stores, the actions taken by the Commission, by its advisory committees, boards, authorities, trusts, agencies and commissions at meetings, as well as follow up actions taken by departments on those legislative matters are the essence of what Legistar tracks. Hence, the system provides means to record meeting information, generate agendas and minutes, and provide other supporting documents. Legistar tracks the path of each ordinance, resolution, and other legislative matters through the legislative process with a series of history records marking the steps along the way. For each history record, the system captures all of the following data, as appropriate: ■ Legislative body, person, or department taking the action; ■ Action taken and date of the action; ■ Version of the text file that was current when the action was taken; ■ . Target of the action (e.g. to whom a referral is being sent); ■ Due date if any (mostly used for referrals); ■ Date returned (mostly used for referrals); and ■ Mover, seconder, and individual votes (where appropriate). 15Go— 0 . 0 Each history record may also have any free form notation of unlimited length to describe the directions on a referral, the response on a referral, the reason that an action was taken, or perhaps any discussions or background information that led up to the action. Legistar uses the same data entry screens for both entry and retrieval of all Legislative File information, by using the SEARCH mode and entering any combination of known search parameters into the same fields used by the operator to enter the information when ADDING new records. The indexing and fixed field information about the document are displayed in tandem with the legislative history and voting information. A single keystroke will display the full text of the legislative document in a pop-up window. With appropriate security access, an operator may edit either the data fields or the text of any legislative documents retrieved and displayed on the screen. Legistar also stores and tracks all prior text versions of each legislative file for easy reference, retrieval, or replacement of a more recent version. Because minutes can be taken live during a committee or Commission meeting, an overhead display can easily be connected to a networked PC in the Commission Chambers. This will allow not only the instant display of votes and tally, but also the capability to project text of the file, on-line history, scanned images or plats or any other database or text information on-screen for the benefit of the members and the public. Once a legislative file has been entered, Legistar allows the operator to create a reference to associated files as `attachments' that can be viewed concurrently with the original legislative file text or data. The attachments may be word processing files, spreadsheet or database reports, e- mail or other stored images. Images may be acquired across the local network (i.e. scanned plats or surveys from our Planning/GIS division in standard Windows file format), scanned in from a local scanner attached to the PC workstation or network scanning station, imported images from the Internet, including audio/video (.avi) or most other standard media file types (i.e. tiff, gif, wpd, doc, jpg, html, etc.). These attachments are dynamically linked for seamless import from other applications with just the click of a mouse button. The Legistar system then utilizes the workstation default file viewer to display and view the attachment on screen. The user may also define the native file application to view each attachment. Imported attachments may be designated as permanent or temporary and date flagged if necessary. These attachments may then be viewed at the click of a mouse button. A permanent attachment is one that will always be referenced to this file and be readily available as a part of the permanent record. A temporary attachment can be periodically reviewed for deletion or flagged for deletion after a certain period of time. The Legistar system has the capability to access unlimited document storage including imaged documents or other materials. The quantity and type of imaged files that will be stored as 16 Go- 490 attachments will have a significant effect on the type and size of data file storage devices required for this purpose. If needed, Daystar Computer Systems, Inc. will make recommendations addressing this during the Specifications Analysis phase of the project. [Note: See attached planning schedule, Attachment D, which would become effective subject to a procurement process and approval by the Commission to purchase Legistar]. The Legistar system proposed here does not include scanning hardware. The City would be responsible for acquiring any such equipment requited for scanning imaged files to be integrated with the Legistar system. Legistar's search utilities include key number look -up, screen forms based, multi -field search -by - example and full -text document search. The system's high-speed data search can use any number of simultaneous search parameters to do any complex inquiry in a single pass. Legistar's powerful, information retrieval functions enable any number of users to simultaneously perform selected field searches, multi -field searches, relational searches, and various combinations of the above. Document searches may be based on either discrete data fields or on variable length text. In addition to multi -field search capabilities, Legistar maintains a user -controlled list of topical keywords that may be used to index legislative matters for retrieval and for the generation of a printed Index of Legislative Matters. Screen forms based searches allow the operator to type search parameters into blank formatted fields in the same screen form used to initially enter the data. When the operator then executes the search command, the system finds only those records that simultaneously match all of the search parameters entered, displays the number of records found, and allows the operator to page through the records sequentially or skip around by page or record number. Optionally, Legistar uses a version of the ISYS full text search program from Odyssey Development Corporation to round out the query capabilities of the Legistar system by enabling operators to do Boolean and other complex full text searches of legislative files, municipal codes, and correspondence directories. Once the data is entered, the system will also use its built-in sort and formatting routines, which are defined by the documents that they are intended to produce, to obtain the correct information and then produce all requested documents in their different formats, such as Commission Meeting and Committee Agendas, Supplements, Hearing Notices, Referral Notices, Commission and Committee Minutes, and many other standard Legistar reports. System generated reports may be displayed on the terminal, directed to any printer normally available on the PC network, saved to a text or, exported to HTML format for later use or for transmission to other departments via electronic mail or media transfer. This feature allows the City to post these reports directly to its home page for immediate viewing via the Internet. The operator may also specify the printing of any subset(s) of pages of a report, rather than the entire report. — 49U 17 Copies of`Legistar's standard format documents are attached as an Appendix of this proposal. They may be used in their present formats, or customized to look more like the template formats currently in use by the Agenda Office. Other standard reports generated by Legistar include the Master Report, Signature Report, Certified Copy, Meeting Action Summary, Referral Report, Matters in Standing Committee, Legislative Status Summary, Hearing Notice, Matters Introduced by Commission Members, and Subject Matter Index. Sample copies of these reports are also included in the Appendix (see Attachment E). In addition, several system status reports help the system administrator to maintain and optimize the functioning of the software. With some customization, Legistar can automatically generate each of the documents currently produced by the City directly from the tracking data, the legislative file text, and the base table information stored in the system. It has been Daystar's experience that most clients request the installation of the standard Legistar report formats with some minor customization, rather than an exact replication of the document formats currently in use. All customization required by the City, and costs thereof, will be determined during a Specifications Analysis Phase (see attached Attachment D regarding Legistar Project Planning). All of the standard report documents produced by the Legistar system allow the user the option of printing directly to a laser printer or automatically producing the document in HTML format. This feature allows the City to post these reports directly to the City's home page for immediate viewing via the Internet. Legistar incorporates its own dynamic full text search function for all legislative text tracked by the system. However, to further complement these functions, Daystar can provide a version of the ISYS full text search program from Odyssey Development Corporation to round out the query capabilities of the Legistar system. This product enables operators to do full text searches of legislative files, municipal codes, and correspondence directories via the Internet or across an Intranet environment. The ISYSweb package is integrated with Legistar through its use of a similar Windows user interface and by its integration with the Legistar menu and security systems. ISYS is designed for fast retrieval and ease of use. The program creates and maintains an index of all text files in user specified libraries Significant features of ISYS are: o Low index overhead. e Ability to combine wildcard, proximity operators, and partial word patterns. o Integrated full -text file browsing and editing. • Fast and automatic index maintenance. ISYSweb if included can round out the full text search functions of Legistar and to expand full text search access via the Internet. Optionally, this product may be installed and trained at a later 18 'l►U— 4 a, 0 0 date or deleted from the proposal if it is considered unnecessary or redundant. Alternately, there is also a network version of this product available. Because Legistar is usually customized to meet local specifications upon installation, any system report formats, sorting parameters, security system set-up, and several computer environment definitions must receive the City's design approval prior to installation. To accomplish any required customization and to ensure the successful installation and optimal use of the software system, Daystar would go through a series of carefully planned phases in close coordination with the Office of the City Clerk, beginning with the Analysis and Specification. An outline of the steps and milestones in the software customization and delivery process is presented in the section of the Legistar Project Planning Table entitled "Schedule of Completion" section (Attachment D). Based on Daystar's experience with the size and type of installation proposed here, Daystar has included an estimated allowance of Customization and Programming hours to be included in the Cost Tables (see Attachment D). In the event that, as a result of the findings of the Analysis, the customizations requested or required exceeds the number of hours in the allowance, then the City may: 1. Prioritize the customizations and Daystar will deliver those modifications up to the total number of hours listed in the Cost Tables, or 2. Deliver customization services up to the total hours listed in the Cost Tables and the City will execute a work order for additional hours beyond those included here. In the event that, as a result of the findings of the Analysis, the customizations requested or required is less than the number of hours in the allowance, then the City may: 1. 'Bank' the remaining hours and apply the value of those hours toward additional training and other services or products, or 2. Apply the dollar value of any unused customization hours toward the cost of the annual support agreement. IV. FINDINGS The net result from using an integrated comprehensive system is one of organizational wide viewer access to information, along with a reduction in the amount of paper that is passed between different areas of our organization, which may accommodate an internal fax mechanism (i.e. e-mail, etc.). It must be noted that the key operating assumption in implementing an automated agenda process should be that such automation reduces the paper intensity, however, there is still some need for agenda packets. ■ Legistar fosters better communications throughout our organization. 19i .— 4 ■ Legistar would reduce the amount of paper that is passed between different areas of our organization through an on-line push-button process, based on logged in security authorizations and editing of items. ■ Interdepartmental involvement with the agenda process necessitates further study as to the appropriate security levels. ■ The server platform for Legistar will depend on the type of desired software selected. The desired hardware will be the Pentium PC, 400 megahertz computers, 2 gigabytes, 18 gigabyte hard drive, SVGA maintenance and keyboard. ■ It is recommended that the operating software will be Windows NT 4.0 and the database will be Microsoft SQL 7.0. ■ Legistar will substantially reduce paper generation by replacing the paper production of agenda packets through automatically preparing same and posting of said packets in HTML for the internet. ■ Substantial reduction in printing time, paper cost can be achieved through on-line viewing of information [Note: Most Departments' concerns regarding the agenda itself are issue(s) specific., Therefore, any additional printing becomes unnecessary, and viewer access is recommended]. ■ Independent numbering systems (i.e. Law Department's J number for internal tracking of legislative documents and City Clerk assignment of legislative numbers to denote actions taken by the City Commission) can now be automatically generated by the Legistar System. ■ Multi -word searches of the verbatim transcripts can be done directly from the document via document search thus eliminating the cumbersome task of label preparation. ■ The level of staff resources necessary to provide maintenance and support must be weighted against the recommendation for no major changes to the Legistar software, leaving "as is". Requiring minimal upgrading of the Legistar system minimizes maintenance and support by our IT Department. The recommended service level should also be weighed against other alternative maintenance and support options, beyond what we may be able to provide in-house which may be the basis of a future study. ■ Further study is also needed to determine the appropriate hardware and software needed to upgrade our print shop to accommodate the Legistar automated agenda process. V. RECOMMENDATIONS ■ Legistar should be used in reducing a paper based agenda production and approval process if implemented: ■ All data in connection with the agenda preparation and legislative tracking process should be centralized in one location to foster better organizational communications, provide for easy viewer access, and reduce redundant typing. ■ The City should go out with a request for proposals in connection with an automated electronic legislative and agenda information tracking and workflow management system (see Attachment F, Sample Public Notice for RFP). ■ *A project management team, consisting of a Project Manager (who would support users and Daystar on technical issues, such as hardware, networking, operating systems, etc.), a Technical Systems Administrator (authority to schedule project tasks, develop and 20 Go- 4U maintain delivery schedule, work out and plan changes, etc.) and a Database Administrator (to support users', the Legistar System, security, etc.), should be established to review citywide the levels of functionality as it relates to the agenda process to proportionally assign a corresponding level or security access for an electronic agenda process. • *Project management team should analyze the potential benefits of an electronic agenda process with a view toward what is considered a feasible reduced optimal number of hard copies of the agenda. ■ *A network server may be located at the IT Department building or in the location of the responsible Agenda Coordinator for maintenance and support. ■ *The recommended client platform is Windows NT 4.0 simply for the reason that it has been proven to be user-friendly and allows for clients to communicate directly. ■ *The desired hardware will be the Pentium PC, 400 megahertz computers, 2 gigabytes, 18 gigabyte hard drive, SVGA maintenance and keyboard. ■ *It is recommended that the operating software will be Windows NT 4.0 and the database will be Microsoft SQL 7.0. ■ *Supportive documentation .(including departmental memoranda) manually produced for the agenda packet can be initially digitized either through a scanning device or eventually upgraded to a digital notepad with the capacity for electronic signatures. ■ *The established agenda deadlines should correspond to °the termination by the primary and secondary users security access, thus disallowing any additional items to be included in the agenda following closure of same. ■ *Utilizing Legistar base code, would allow the City to benefit from future upgrades and annual support. ■ *Joint memorandum by the City Manager and City Clerk be prepared on the appropriate utilization of the strategic reserves as outlined in the Five Year Recovery Plan as it pertains to legislative technology development. ■ *The Commission approve the attached potential list of subscribers (see Attachment J) for the purpose of transferring to our web site venue, in order to access the proposed Legistar System. It is further recommeded that an additional study be conducted regarding possible expansion of the subscriber base to include possible lobbyist, recipients of goods and services from the City, as well as any interested agency or member of the public. ■ *The annual maintenance and support software of the Legistar software application be funded from the Lobbyist Registration monies. A portion of the customization, as it relates to electronic signature, be funded from a Special Capital Improvement Project entitled, "Integrated Text and Image Management System Project", established by the Clerk's office. ■ An internal project management team should be established to work with Legistar on technical issues such as hardware, networking, operating systems, support issues, project tasks delivery schedules, etc. ■ *A cost benefit analysis in connection with the impact to the Department of Information Technology (ITD) as it pertains to its service level (including personnel and financial resources) and technical support for the proposed Legistar technology, as well as any alternative support options beyond what the City is willing to provide in-house. 21 �_" n 9 *[Note: The above asterisks references those recommendations that are contingent upon the Commission recommending Legistar as the appropriate automated legislative and agenda information tracking and workflow management system.] A. Potential Benefits ■ Automation of the City of Miami agenda process will not only simplify the amount of time spent by the agenda office in coordinating the agenda but it will also, through the potential use of the Legistar application, perform all legislative functions by the primary users into one comprehensive system. Such implementation will foster better communication throughout our organization and the public at large as well as eliminate redundancy in paper generation in the agenda process. ■ Potential annual savings to city taxpayers through reduced personnel and printing costs ■ Improve quality of staff services and information given to City Commission, City departments and agencies and the public at large. ■ Improve research in speed and accuracy. ■ Itemizes specific tasks and help organize the City's legislation process. B. Potential Challenges ■ The primary challenge in implementing an electronic legislative process utilizing Legistar would be to ensure that security access is maintained through each step in the legislative process. ■ This would require a project management team as previously mentioned to study primary and secondary departmental participation in the agenda process based on degrees of functionality, thus disallowing any possibility of data entry after established agenda deadlines. ■ Institutional resistance in adapting to new legislative business work flow. ■ Timeliness in receiving adequate funding for the Legistar System. 22 C. Future Studies ■ The need to study the appropriate printing technology (for digital printing and document management in automating the agenda process). ■ A feasibility study is necessary to consider electronic document management as part of the agenda process with electronic signatures for the legislation and contract/agreement approval as well as inclusion of the support documentation of departmental signatures serving as an alternative to the paper driven original signature requirement (for departmental memoranda) which currently exists. ■ Cost benefit analysis regarding service level impact to the Information Technology Department in providing technical support for Legistar technology, as well as alternative support options beyond what the City may be willing to provide in-house. VI. ACTION PLAN A. PROCUREMENT STRATEGY If in fact the Commission accepts the findings and recommendations proffered by the City Clerk, then the issue of an appropriate procurement procedure is necessary at this point. The Office of the City Clerk is currently researching the availability of existing governmental contracts with Daystar Computer Systems, Inc. The purpose of said research is to ascertain whether or not services provided to any of the governmental entities appearing in its list of entities who have purchased the Legistar System are the same or similar to what is being sought by the City of Miami in order to determine the feasibility of piggybacking on same. More specifically, what is being requested includes a copy of request for proposals, responses, any rankings and awards (requiring action by the governing body) an executed contract (including the date issued). If in fact there is no example of contracts which provide similar services being sought by our city, then we have to proceed by going through a competitive bidding process. B. PROPOSED IMPLEMENTATION PLAN AND COST FACTORS The implementation consist of five (5) phases (see Attachment G), namely: Phase 1 - Preparation (duration 4-5 weeks) F. Initial Planning Daystar will assign a project manager who will work along with the City of Miami project manager during the entire project. The role of the managers is to make sure that all aspects of the installation, training, and implementation occur as flawlessly as 23 _ 4 U U possible. The project managers will participate in all phases, develop and maintain the delivery schedule, monitor progress, work out and plan changes, and ensure that everyone has a clear understanding of expectations. ■ The City of Miami Legistar Project Team will include: ■ A senior systems analyst who will have authority to schedule project tasks, review and approve services and software delivered, approve system specifications, negotiate any changes in the installation plan, and authorize payments for invoices; ■ A technical system administrator who will be able to support the users and Daystar on technical issues such as network, operating system, communications, user accounts, etc; ■ A database administrator who will maintain Legistar system tables, security, and user accounts. Phase 2 — On-site installation and analysis (duration 2-4 weeks) ■ Depending on the scope of the project, Daystar will send a team of specialists for this first visit, which will include a Project Manager, Trainer/Analyst and Programmer/Analyst. They will work with the city's team and users in conducting Event Plan Review, Survey review, Installation check, Core User training needs and Procedure interviews. ■ It must be noted, that the City of Miami has already conducted a detail analysis, and has prepared flowcharts of the current Agenda process and the proposed Legistar Agenda process. Phase 3 — Customization and Roll Out Planning (duration 1-6 weeks) ■ Customization of the Legistar system will be kept to a minimum. The cost of customization and the impact it can have on the maintenance of a software packet can be costly and cumbersome. Phase 4 — Final Installation and Training (duration 2-6 weeks) Installation will include the following tasks: ■ Daystar will install Legistar on the designated server, including the set up of the file system and permissions: ■ Daystar will install Legistar on the workstations Iisted in the contracted statement of work, and will instruct and supervise the City's technical support staff on the installation 24 of Legistar on the set workstations, and will provide technical support as needed to the City's technical staff as they install the rest of the City's workstations. The installation of Legistar on workstations is an automatic operation and is done from the Legistar server. ■ There are no diskettes or CDs to carry around. ■ Daystar will install, set-up, and test any contracted third party software such as ISYS or remote control systems. . ■ Daystar will do an initial. installation of the training database software in the training room computers provided by the City of Miami. Data Conversion We strongly recommend that conversion of historic legislative data be frozen in the old system, and a cut-off date be established. Training ■ Legistar training will be conducted for the staff of the Mayor, Commissioners, City Clerk, Hearing Board, Law, Agenda Office and Departments. There will be specialized training for system administrators whose responsibility will be to control and maintain security at various access levels and at date cut-off points (see Attachment H). ■ The training will consist of the Legistar System Overview, which takes between 45 to 90 minutes depending on the amount of time needed for the Question and Answers segment. The System administrator and the User training sessions will take up to 90 minutes per class. ■ The help desk training session will require one to two days. Phase 5 — Rollout/Performance Period (duration 4 weeks). ■ This period ends with the end of the six week performance period or upon the City's discontinuance of the current agenda process, and reliance on the Legistar software for agenda preparation, whichever comes first. ITD and users will perform a series of planned tests of the software with live data in order to exercise every aspect of the system's functionality. We will log any problems or required software adjustments that must be addressed for the software to be 100% useful and effective for the City. During this time, the City will typically run parallel operations with both Legistar and our current methods for producing and tracking our legislative data and documents. The City's primary acceptance and approval of the software occurs when we complete at least two cycles of the agenda process, which takes a minimum of six weeks. 00- 40 25 ■ During the Performance Period, Daystar will continue to provide technical and procedural assistance, as needed to the Legistar users and system administrators, as they are implementing full use of the system. ■ This period ends with the City's discontinuance of the current Agenda process, and reliance on the Legistar software for full daily operational use. C. FUNDING POSSIBILITIES In considering funding proposals in connection with automation of the legislative process, reference should be made to the core initiatives contained in the revised Five Year Financial Recovery Plan. In said document dated December 20th, 1997, it calls for the strengthening of management and its legislative oversight. This initiative (more particularly identified as core initiative #5, see Attachment I), specifically proposes to utilize a portion of revenue from the solid waste fee to strengthen and enhance the Office of the City Clerk. Said revenue source may be used to defray a portion of the initial costs for hardware of the Legistar System (the cost for the proposed Legistar System is approximately $132,000). Other alternative revenue sources may include a review of the state legislative budget for Calendar Year 2000 in order to ascertain whether a particular county received funds for any demonstration pilot projects. The university system may also be a viable partner to any proposed projects, since, there is a possibility that their focus would be on a state-wide database and would include provisional language calling for demonstration pilot projects. If in fact there are such named projects, a plan of action and a plan of inclusion should be immediately prepared to seek appropriate funding. Additionally, in the City's legislative FY `2000 budget request, an itemization and review of departmental requests should also be considered in order to ascertain whether there is a project that would fit within the municipal laundry list. Thirdly, the Office of the City Clerk would consider a portion of any customization as it pertains to future upgrades of said application which would further enhance our workflow. Once implemented, such additional features as electronic imaging and document workflow would possibly receive a contribution from our capital improvement project fund entitled "Integrated Text and Imaging Management System Project". Finally, the Office of the City Clerk is recommending that a portion of the Lobbyist Registration Fee be used to cover the annual maintenance of the Legistar application. 26�- 490 IMPLEMENTATION COST The project cost is as follows: PROJECT COSTS TABLE SUMMARY Cost Description Total Charges Annual Maintenance Application Software $49,175 $7,350 Project Services & Options $35,810 $600 Training Services $29,370 N/A Product and Services sub -total $114,355 $7,950 Special Discounts or Adjustments ($2,000) Product and Services Total $112,355 $7,950 Estimated Project Travel Expenses and Direct Costs _ $11,910 Total $124,265 Annual Maintenance (Due 90 days after implementation $7,350 Total charges $131,615 Note: Additional staff cost for the Information Technology Department must be considered. 27�� (ATTACHMENT A) J-99-973 11/16/99 RESOLUTION NO. A RESOLUTION OF THE MIAMI CITY COMMISSION DIRECTING THE CITY CLERK TO RESEARCH :THE POTENTIALITY OF IMPLEMENTING A COMPUTER PROGRAM KNOWN AS LEGISTAR, A LEGISLATIVE AND AGENDA INFORMATION AND MANAGEMENT TRACKING SYSTEM; FURTHER DIRECTING THE CITY CLERK TO PRESENT A REPORT OF HIS FINDINGS TO THE CITY COMMISSION BY FEBRUARY 1, 2000. WHEREAS, the City Commission wishes to explore the feasibility of acquiring the Legistar system, a computer software application for legislative and agenda information and management tracking; NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The recitals and findings contained in the Preamble to this Resolution are hereby adopted by -reference thereto and incorporated herein as if fully set forth in this Section. Section 2. The City Clerk is hereby directed to research the potentiality of implementing a computer program known as m'' W, • • "44 •1 N10V 1 6 1999 1 Legistar, a legislative and agenda information and manaciemenz tracking system. Section 3. The City Clerk is hereby directed to present a report of his findings to the City Commission by February 1, 2000. Section 4. This Resolution shall become effective immediately upon its adoption and signature of the Mayor.!/ PASSED AND ADOPTED this 16th day of November 0.1999. JOE CAROLLO, MAYOR In accordance with Miami Code Sec. 2-36, since the Mayor diu not indicate approval of this legislation by signing it in the designated place provided, said legislation no"., becomes effective with the elapse of ten (10) days fr the date of Commissic actic:1 regarding same, without the Mayor exercising t ATTEST: 1Malier Foe Clerk WALTER J. FOEMAN CITY CLERK APPRO DA O F AND CORRECTNESSt, C7 TTORNEY W3 4:RCL:BSS y If the Mayor does not sign this Resolution, it shall become effective at,:. the end of ten calendar days from the date it was passed and adopted. If the Mayor vetoes this Resolution, it shall becomeeffecbv immediately upon override of the veto by the City Commission , CITY OF GAINESVILLE — (ATTACHMENT B) Customer Satisfaction Questionnaire NAME: Kurt Lannon DEPARTMENT/AGENCY: City of Gainesville TITLE: Clerk of Commission PHONE/FAX: (352)384-5015 Please complete the following statements based on Legistar's purchasing performance. Items 18- 19 are: 1 -strongly disagree; 2- disagree; 3 -agree; 4 -strongly agree; 5 -not applicable STATEMENT RATING COMMENT 1 How frequently does your 1 Rarely staff work with Legistar? 2 Several times a year 3 Approximately monthly 4 several times each month very few days 2 1 Now important are services provided by Daystar to the successful operation of your job? 3 1 Not Important 2 Nice to have, Not Critical Moderately Important 4 ery Important 5 Critical ONLY INFO SERVICES • 0 departments use Daystar 2lhtarely services? 3 Occasionally 4 Frequently 5 Regular contact ma=y 4 When you request help, to what degree does the technical support staff try 1 Almost Never 2 Sometimes 3 As needed to understand your needs and expectations? frequently onsistently ONLY INFO SERVICES • 0 CITY OF GAINESVILLE — (ATTACHMENT B) 5 How would you evaluate 1 Very Weak the technical knowledge 2 Fair and expertise of the 3 Acceptable Daystar staff.4 Very Knowledgeable Excellent 6 How promptly does 1 Very Unsatisfactorily Daystar Technical support 2 Somewhat Unsatisfactorily staff carry out your 3 Acceptable requests? A Very Satisfactorily 5 utstanding 7 How well do the results 1 Very Unsatisfactorily that Legistar yields, meets 2 Somewhat Unsatisfactorily your expectations? 3 Acceptable 4 ery Satisfactorily 5 Outstanding 8 To what degree does I Almost Never Legistar provide options 2 Sometimes and alternatives to help s needed you make better requently decisions? 5 Consistently 9 Does Daystar support l Almost Never staff "go the extra mile" 2 Sometimes to find ways to meet your s needed needs? requently 5 Consistently r1 CITY OF GAINESVILLE — (ATTACHMENT B) 10 How promptly does the 1 Almost Never Daystar support staff 2 Sometimes return your phone 3 As needed WITHIN AN HOUR NORMALLY calls? requently Nonsistently I 1 How well does the 1 Almost Never Daystar support staff 2 Sometimes keep you updated on As needed the progress of projects 4 Frequently that they are working on for you? 5 Consistently y 12 How flexible are the I Very Unsatisfactorily departmental staff to 2 Somewhat changes that occur after Unsatisfactorily you have submitted the 3 Acceptable Request for Very Satisfactorily Solicitation? 5 utstanding 13 Does Daystar support 1 Almost Never staff find appropriate 2 Sometimes ways to say "yes to 3 As needed your request, instead of "no"? Frequently saying 5 Consistently 14 When Daystar support 1 Almost Never staff says "no", do they 2 Sometimes express concern, As needed courtesy, and 4 Frequently helpfulness to find other options? 5 Consistently Cid C] r� CITY OF GAINESVILLE — (ATTACHMENT B) 15 To what degree do you 1 Very Unsatisfactorily feel you receive value 2 Somewhat for Daystar's services Unsatisfactorily for integrated 3 Acceptable document management 4 Very Satisfactorily and informational 5 utstanding retrieval system, compared to what is available outside? 16 Do you see evidence of 1 Almost Never commitment to 2 Sometimes continuous 3 As needed improvement to 4 Frequently technology as it 5 Consistently impacts on the legislative process? 17 If your primary support I Almost Never contact is not available 2 Sometimes when you call, do you 3 As needed feel there is teamwork 4 Frequently behind the scenes 5 Consistently which assures you that your request will be promptly and effectively handled? 18 Does Legistar enable 1 (') 2 ( ) 3 ( ) 4 ( ) 5 (X ) the staff to respond to telephone messages in a timely manner? 19 Is Daystar's staff 1 O 2 (X) 3 ( ) 4 ( ) 5 ( ) accessible to the users WE DO NOT ENCOUNTER OTHER DEPARTMENTS CALLING departments of Legistar. C] 0 CITY OF GAINESVILLE — (ATTACHMENT B) 20 What services do you want from Daystar that N/A you are not offered currently? , 21 If you had a situation in the past where your CONVERSION OF needs / expectations UPGRADE- SOME were not satisfactorily FEATURES WERE met by Daystar staff, NOT INCLUDED please describe what happened, (what, when, who was involved, and what was the outcome). 22 What area(s) do you think are the greatest KEEP TRACK OF strength(s) of the HISTORY ITEMS existing Legistar application? 23 What areas of your City's Legislative N/A process do you think offer the greatest opportunity for the improvement in the future? 24 Please add any other comments which may N/A be helpful in evaluating and improving service delivery and customer relations, as it relates to the Legislative process. r1 I CITY OF MILWAUKEE — (ATTACHMENT B) Customer Satisfaction Questionnaire NAME: Ronald D. Leonhardt DEPARTMENT/AGENCY: City of Milwaukee TITLE: City Clerk PHONE/FAX: (414)286-3781/3456 Please complete the following statements based on Legistar's purchasing performance. Items 18- 19 are: I -strongly disagree; 2- disagree; 3 -agree; 4-stronly agree; 5 -not applicable STATEMENT RATING COMMENT How frequently does your l Rarely CONTACTS ARE BY TELEPHONE, RELATED TO MINOR PROBLEMS, staff work with Legistar? 2 Several times a year QUESTIONS REGARDING POSSIBLE ENHANCEMENTS OR pproximately monthly AGREEMENTS FOR VERSION UPDATES, PERFOMED OVER THE 4 everal times each month INTERNET 5 Every few days 2 How important are 1 Not Important services provided by 2 Nice to have, Not Critical LEGISTAR IS THE EHART OF OUR LEGISLATIVE OPERATIONS. WE Daystar to the successful 3 Moderately Important HAVE A 17- MEMBER COUNCIL WITH 7 STANDING COMMITTEES. operation of your job? 4 Very Important WE PROCESS ABOUT 2200 COUNCIL FILES PER YEAR. S�ritical 3 How frequently do otherever departments use Daystar 2 arely services? 3 Occasionally DEPARTMENTS HAVER MADE A FEW REQUESTA IN THE PAST FOR 4 Frequently CUSTOMIZATIONS OR REPORTS FOR THEIR SPECIFIC NEEDS. 5 Regular contact 4 When you request help, to 1 Almost Never what degree does the 2 Sometimes THEY ARE VERY GOOD AT THIS technical support staff try 3 As needed to understand your needs frequently and expectations? onsistently 0 C] CITY OF MILWAUKEE — (ATTACHMENT B) 5 How would you evaluate t Very Weak the technical knowledge 2 Fair THEY SEEM TO HIRE GOOD PEOPLE WHO KEEP UP WITH THE and expertise of the 3 Acceptable TECHNICAL DEVELOPMENTS. Daystar staff? Very Knowledgeable 5 xcellent 6 How promptly does t Very Unsatisfactorily Daystar Technical support 2 Somewhat Unsatisfactorily MOST REQUESTS HAVE VERY QUICK TURN AROUND, staff carry out your 3 Acceptable —)Very ESPECIALLY IF WE HAVE A PROBLEM AFFECTING IMIDIATE requests? ('4Satisfactorily BUSINESS NEEDS. Outstanding 7 How well do the results I Very Unsatisfactorily that Legistar yields, meets 2 Somewhat Unsatisfactorily GENERALLY THEY GET IT DONE CORRECTLY THE FIRST TIME. your expectations? 3 Acceptable 4 ery Satisfactorily 5 Outstanding 8 To what degree does I Almost Never Legistar provide options 2 Sometimes THEY ARE GOOD AT ANALYZING PROBLEM SITUATIONS BEFORE and alternatives to help you 3 As needed WORKING ON SOLUTIONS make better decisions? Frequently 5 onsistently 9 Does Daystar support staff I Almost Never "go the extra mile" to find 2 Sometimes CUSTOMER SATISFACTION IS VERY IMPORTANT TO THEM. ways to meet your needs? 3 As needed Frequently 5 onsistently • • CITY OF MILWAUKEE — (ATTACHMENT B) 10 How promptly does the l Almost Never Daystar support staff 2 Sometimes THEY HAVE A GOOD SYSTEM IN .PLACE TO MAKE SURE return your phone 3 As needed SOMEONE GETS BACK TO YOU WITH IN A FEW HOURS. calls? requently Nonsistently I I How well does the 1 Almost Never Daystar support staff 2 Sometimes WE SOMETIMES HAVE TO CHECK WITH THEM. THEY DO NOT keep you updated on As needed HAVE A SYSTEM IN PLACE FOR REGUKAR STATUS REPORTING the progress of projects Frequently ON PROJECTS. that they are working 5 Consistently y on for you? 12 How flexible are the 1 Very Unsatisfactorily departmental staff to 2 Somewhat GENERALLY, OUR STAFF HAS BEEN VERY POSITIVE TO USING changes that occur after Unsatisfactorily LEGISTAR. THEY RECOGNIZE THE BENEFITS IN TIME SAVED you have submitted the Acceptable AND THE QUALITY OF THEIR WORK PRODUCT. Request for 4)Very Satisfactorily Solicitation? Outstanding 13 Does Daystar support 1 Almost Never staff find appropriate 2 Sometimes THEY WILL ALWAYS KEEP LOOKING AT ALTERNATIVE ways to say "yes to 3 As needed SOLUTIONS UNTIL A SATISFACTORY APPROACH IS FOUND. your request, instead of "no"? Frequently saying �5Consistently 14 When Daystar support 1 Almost Never staff says "no", do they 2 Sometimes WE HAVE HAD A HANDFUL (1N 13 YEARS) OF SUCH SITUATIONS express concern, 3 As needed AND THEY HAVE ALWAYS ASSISTED US IN LOOKING courtesy, and 4 Frequently ELSEWHERE WHEN NEEDED. helpfulness to find 5 Consistently other options? i C!� C CITY OF MILWAUKEE — (ATTACHMENT B) 15 To what degree do you 1 Very Unsatisfactorily feel you receive value 2 Somewhat WE HAVE NOT MADE OUR OPERATIONS MORE EFFICIENT AND for Daystar's services Unsatisfactorily COST- EFFECTIVE, BUT WE HAVE EXTENDED ACCESS TO for integrated document management 3 Acceptable 4 Very Satisfactorily LEGISLATIVE INFORMATION FAR BEYOND PREVIOUS EXPERIENCE. and informational 5 utstanding retrieval system, compared to what is available outside? 16 Do you see evidence of 1 Almost Never commitment to continuous 2 Sometimes THEY ARE CONSTANTLY WORKING ON SOFTWARE 3 As needed IMPROVEMENTS, CHECKING WITH USERS ON BUSINESS NEEDS improvement to 4 Frequently AND OFTEN PROMPTING US TO NEW WAYS OF DOING THINGS. technology as it . impacts on the 5 Consistently y legislative process? 17 If your primary support 1 Almost Never contact is not available 2 Sometimes ESPECIALLY AS THE FIRM HAS GROWN OVER THE YEARS. when you call, do you 3 As needed feel there is teamwork 4 Frequently behind the scenes which assures you that 5 Consistently your request will be promptly and effectively handled? 18 Does Legistar enable 1 ( ) 2 ( ) 3 ( ) 4 ( ) 5 (X ) the staff to respond to IT IS MUCH EASIER TO LOOK UP INFORMATION ON A COUNCIL telephone messages in FILE ON THE COMPUTER AND PROVIDE QUICK RESPONSES. a timely manner? 19 Is Daystar's staff 1 ( ) 2 () 3 ( ) 4 (X) 5 ( ) accessible to the users WE COORDINATE ALL SUPPORT THROUGH OUR OWN NETWORK departments of STAFF. DAYSTAR WORKS DIRECTLY WITH USER STAFF UPON Legistar. OUR REQUEST. 0 CITY OF MILWAUKEE — (ATTACHMENT B) 20 What services do you want from Daystar that WE WOULD LIKE TO BE ABLE TO EMAIL LEGISTAR REPORTS. WE you are not offered ARE NOT AT THE CURRENT SOFTWARE VERSION (BUDGETED FOR currently? 200), SO THIS PROBLEM MAY BE ADDRESSED IN THE LATEST VERSION 21 If you had a situation in the past where your DURING ONE PERIOD WHEN WE EXPRESSED SOME CONCERN needs / expectations ABOUT LACK OF RESPONSIVENESS FROM DAYSTAR STAFF (A were not satisfactorily PERSON WHO IS NO LONGER WITH THEM), THE DAYSTAR met by Daystar staff', PRESIDENT MET PERSONALLY WITH US TO HEAR OUR CONCERNS please describe what AND MODIFIED THEIR PROCEDURES. happened, (what, when, who was involved, and what was the outcome). 22 What area(s) do you think are the greatest 1) VERY EFFICIENT PROCEDURES FOR UPDATING RECORDS AND strength(s) of the PRODUCING REPORTS existing Legistar 2) EASE OF USE IN RETRIEVING INFORMATION. application? 23 What areas of your City's Legislative 1) WE TAKE HANDWRITTEN MINUTES AT MEETINGS, THEN ENTER process do you think THEM AFTERWARDS INTO LEGISTAR. I WANT TO START ON - offer the greatest LINE MINUTE TAKING. opportunity for the 2) WE NEED TO REPLACE EXCESSIVE PRINTING AND improvement in the DISTRIBUTION OF REPORTS WITH INCREASED POSTING OF future? INFORMATION ON CITY INTRA AND INTERNETS 24 Please add any other comments which may WE HAVE BEEN WORKING WITH DAYSTAR SINCE 1986. 29,000 FILES be helpful in evaluating HAVE BEEN PROCESSED IN LEGISTAR. WE HAVE SUCCESSFULLY and improving service CONVERTED FROM UNIX TO WINDOWS VERSIONS. COUNCIL delivery and customer OPERATIONS HAVE NEVER BEEN INTERRUPTED BY ANY PROBLEMS relations, as it relates to WITH LEGISTAR. the Legislative process. C7 n u CITY OF LOMBARD, ILLINOIS — (ATTACHMENT B) Customer Satisfaction Questionnaire NAME: Barbara Johnson DEPARTMENT/AGENCY:. Village of Lombard, Illinois TITLE: Deputy Village Clerk PHONE/FAX: (630) 620-5700/8222 Please complete the following statements based on Legistar's purchasing performance. Items 18- 19 are: 1 -strongly disagree; 2- disagree; 3 -agree; 4-stronly agree; 5 -not applicable STATEMENT RATING COMMENT 1 How frequently does your I Rarely staff work with Legistar? 2 Several times a year 3 Approximately monthly DAILY 4 Several times each month 5 Every few days How important are services provided by Daystar to the successful operation of your job? 3 I How frequently do other departments use Daystar services? 4 When you request help, to what degree does the technical support staff try to understand your needs and expectations? 1 Not Important 2 Nice to have, Not Critical 3 Moderately Important Very Important 5 Critical I Never 2 Rarely 3 Occasionally 4 Frequently 51Regular contact I Almost Never 2 Sometimes 3 As needed WE DON'T HAVE MANY OCCASSIONS TO CALL THEM. WHEN WE FIRST STARTED USING LEGISTAR, THEIR SERVICES WERE VERY IMPORTANT v 0 CITY OF LOMBARD, ILLINOIS — (ATTACHMENT B) 5 How would you evaluate 1 Very Weak the technical knowledge 2 Fair and expertise of the 3 Acceptable Daystar staff? Very Knowledgeable 5 xcellent 6 How promptly does I Very Unsatisfactorily Daystar Technical support 2 Somewhat staff carry out your Unsatisfactorily requests? 3 Acceptable 4 Very Satisfactorily 5 Outstanding 7 How well do the results 1 Very Unsatisfactorily that Legistar yields, meets 2 Somewhat your expectations? Unsatisfactorily 3 Acceptable 4 Very Satisfactorily 5 Outstanding 8 To what degree does 1 Almost Never Legistar provide options 2 Sometimes and alternatives to help you 3 As needed make better decisions? 4 Frequently 5 Consistently 9. Does Daystar support staff i Almost Never "go the extra mile" to find 2 Sometimes ways to meet your needs? 3 As needed 4frequently Consistently • LI CITY OF LOMBARD, ILLINOIS — (ATTACHMENT B) 10 How promptly does the 1 Almost Never Daystar support staff 2 Sometimes return your phone 3 As needed calls? Frequently 5 Consistently 11 How well does the 1 Almost Never Daystar support staff 2 Sometimes keep you updated on 3 As needed N/A the progress of projects 4 Frequently that they are working on for you? 5 Consistently 12 How flexible are the l Very Unsatisfactorily departmental staff to 2 Somewhat I DON'T UNDERSTAND THIS QUESTION changes that occur after Unsatisfactorily you have submitted the 3 Acceptable Request for 4 Very Satisfactorily Solicitation? 5 Outstanding 13 Does Daystar support I Almost Never staff find appropriate 2 Sometimes ways to say "yes to 3 As needed your request, instead of "no"? Frequently saying 5 Consistently 14 When Daystar support 1 Almost Never staff says "no", do they 2 Sometimes express concern, 3 As needed courtesy, and Frequently helpfulness to find other options? 5 Consistently • • CITY OF LOMBARD, ILLINOIS — (ATTACHMENT B) 15 To what degree do you 1 Very Unsatisfactorily feel you receive value 2 Somewhat for Daystar's services . Unsatisfactorily for integrated Acceptable document management !)Very Satisfactorily and informational 5 Outstanding retrieval system, compared to what is available outside? 16 Do you see evidence of I Almost Never commitment to 2 Sometimes continuous As needed improvement to 4 Frequently technology as it 5 Consistently impacts on the legislative process? 17 If your primary support 1 Almost Never contact is not available 2 Sometimes when you call, do you 3 As needed feel there is teamwork Frequently behind the scenes 5 Consistently which assures you that your request will be. promptly and effectively handled? 18 Does Legistar enable 1 O 2 ( ) 3 ( ) 4 ( ) 5 ( ) the staff to respond to YES telephone messages in a timely manner? 19 Is Daystar's staff 1 () 2 ( ) 3 ( ) 4 ( ) 5 ( ) accessible to the users N/A WE ONLY HAVE THE SYSTEM ADMINISTRATOR (MYSELF) departments of OR IS STAFF CALL DAYSTAR Legistar. CIO • CITY OF LOMBARD ILLINOIS — (ATTACHMENT B) 20 What services do you want from Daystar that NONE you are not offered currently? 21 If you had a situation in the past where your N/A needs / expectations were not satisfactorily met by Daystar staff, please describe what happened, (what, when, who was involved, and what was the outcome). IT IS RELIABLE, EASILY "PROGRAMMED" BY US AS CHANGES ARE 22 What area(s) do you think are the greatest strength(s) of the existing Legistar application? NEEDED. GREAT RESEARCH CAPABILITLES SAVES TIME GENERATING AGENDAS, MINUTES SAVES ON FILING AND RETRIEVAL TIME 23 What areas of your City's Legislative process do you think offer the greatest opportunity for I DON'T UNDERSTAND THIS QUESTION the improvement in the future? 24 Please add any other comments which may be helpful in evaluating and improving service delivery and customer relations, as it relates to the Legislative process. 11 C AGENDA OFFICE - (ATTACHMENT Q NEEDS ASSESSMENT DEPARTMENT CURRENT ACTIVITIES SPECIFIC NEEDS FUTURE EQUIPTMENT: -NEEDS AGENDA OFFICE 1) Creation of digital copy and 1) Electronic access to print 1) At least 128 MB of hard copy of Regular shop for printing purposes. computer memory. Commission Agenda 2) Constant communication 2) Timely access to Minutes 2) Scanner With all departmental and Clerk's Reports as well agenda liaisons through as past legislation especially email and phone. after 5 p.m. for research purposes. 3) Commission Directives 3) Access to documents 3) Extensive noted on laptop computer entered as public record on sof tware/hard ware. during Commission Meeting the floor at Commission Meetings 4) After Action report printed from laptop. 5) Staff . assignment distributed through email system 0 LAW DEPT - (ATTACHMENT Q NEEDS ASSESSMENT DEPARTMENT:. CURRENT ACTIVITIES SPECIFIC NEEDS, -,. • QUICK ACCESS TO DRAFT FUTURE EQUIPTMENT NEEDS LAW DEPARTMENT ' . SCANNER MINUTES FROM • DIGITAL NOTEPAD COMMISSION • SERVER TO ACCOMODATE PROCEEDINGS, TO LEGISLATION PROCESS ASSIST WITH ONLY MODIFICATIONS • LAPTOP COMPUTER • LEGISLATIVE SUMMARY HARDWARE LOG • PENTIUM PC, 400 MHZ • CONTRACTUAL/ COMPUTER AGREEMENT SUMMARY • 2 GB MEMORY LOG . 18 GB HARD DRIVE • DRAFT LEGISLATION LOG . SUGA MONITOR AND AND J NUMBER KEYBOARD (INTERNAL REFERENCING SOFTWARE NUMBER) ASSIGNMENT . WINDOWS NT 4.0 • AFTER ACTION REPORT • DATABASE MICROSFT SQL 7.0 .7 • CITY CLEKR'S OFFICE — (ATTACHMENT C) NEEDS ASSESSMENT C: is DEPARTMENT CURRENT ACTIVITIES` SPECIFIC NEED5 FUTURE EQUIPMENT NEEDS CITY CLERK'S OFFICE ° MARKED -UP AGENDA s STANDARDIZATION OF . SCANNER • PREPARE CITY CLERK ADVISORY BOARD DIGITAL NOTEPAD REPORT MINUTES • LABELS • PUBLIC NOTICE TEMPLATE ° SERVER TO ACCUMULATE • BOARDS MEETINGS 0 COURT REPORTING LEGISLATION PROCESS CALENDAR TRANSCRIBER SOFTWARE ONLY • SIGNATURE. REPORT 0 RESEARCH ENGINE WHICH • MEMORY (AUTHORIZED IS RELIABLE • LAPTOP COMPUTER SIGNATURES ON FILE) 0 FULL TEXT RESEARCH (TO HARDWARE • PROPOSED LEGISLATION INCLUDE ENTIRE • PENTIUM PC, 400 MHZ BY INDIVIDUAL MINUTES) COMPUTER COMMISSIONERS ° DIGITAL RECORDING e 2 GB MEMORY • PROPOSED LEGISLATION HARDWARE (TO REPLACE FOR BOARD CURRENT SONY BMX 18 GB HARD DRIVE APPOINTMENTS RECORDING EQUIPMENT) ' MONITOR AND • RESEARCH SUBJECT MATTER INDEX KEYB KEYBOARD • MONITOR BOARD SOFTWARE MEMBERS' TERMS, • WINDOWS NT 4.0 ABSENCES • DATABASE MICROSOFT • PREPARE SPECIAL ITEMS SQL 7.0 PURSUANT TO DIRECTIVES CONTAINED IN LETTERS (RANGE OF 50-150 PIECES OF CORRESPONDENCE PER MEETING) • CERTIFIED COPY REPORT C: is GSA DEPT - (ATTACHMENT Q NEEDS ASSESSMENT DEPARTMENT CURRENT ACTIVITIES SPECIFIC NEEDS . :` FUTURE EQUIPTMENT NEEDS GSA DEPARTMENT PROVIDING, PRINTING AND DISTRIBUTION OF ADDENDS AUTOMATE AGENDA PROCESS BY UTILIZING EXISTING COMPUTER XEROX DIGIPATH AND 1600 PRINTER - THIS TECHNOLOGY IS ESSENTIALLY A AND PACKETS UTILIZING AN NETWORK TO RECEIVE AND PRINT DESKTOP COMPUTER AND SCANNER UNCONNECTED XEROX ADDENDS VIA DIGITAL NETWORK RUNNING XEROX SOFTWAR DOCUTECH 135 DIGITAL COPIER PRINTER. CONNECTED TO A 600 DPI HIGH 5PEIFF LASER PRINTER OPERATING AT 1 PRINTS PER MINUTE. THIS SYSTEM OFFERS ENDLESS POSSIBILITIES FOR DIGITAL PRINTING AND DOCUMENT MANAGEMENT. THE GRAPHIC REPRODUCTIONS DIVISIONS WILL HAVE THE ABILITY TO PRINT, TAPE, BIND, COLLATE, AND STAPLE JOBS FOR ANY USER CONNECTED TO THE CITY'S NETWORK UTILIZING THE 6100 PRINTER. USERS CONNECTED TO THE CITY'S NETWORK CAN SEND FILES CREATED ON WINDOWS, MACINTOSH, OR SUN PC'S UTILIZING ANY SOFTWARE AND SEVERAL PRINTING LANGUAGE THIS SYSTEM WILL ALSO PRODU VARIABLE DATA PRINTING AND SERVE AS A BACKUP FOR PRINTING NOTICES AND BILLS FOR THE COMPUTER DEPARTMENT. THIS REPROGRAPHIC SYSTEM WILL REPLACE THE CURRENT XEROX DOCUTECH 135 LOCATED IN THE GRAPHIC REPRODUCTION DIVISION. DEC_ z-99 T H U 10:46 DAYSTAR / B E S T REPORTS P _ 03 0 (ATTACHMENT D) Legistsr'M Project Planning Guide INTR.Or)11CI-ION... ........................ .......................... ..................................................... .................2 P11ASF 1: PRF:P.AWt•CIO . . ....................... . ........ . ..................... InitialPlanning ............................ .......................... ...................................................................3 Anaaysis Survey and Workshcete................................................................................ ...3 Davatar'sInlernal Preparutian..............................................................................!........................3 Ci(v'v Internal Preparation....................................................................................... s RemoteInstallation .............................................. ....................................................................4 PF•IASE. 2:QN-St'l'I+. 1NS'1'Al d.t\'1'IU�1 ANI) A\ 11.1'Sf , .. .............................................5 Installation/.analvsi.e %Farr ..................................... ...... .. . .........................................................5 lnstal/alinn/Andli'.�i.�.�'Nr 17x1/ �trvkx...............................................................................................6 AnalysisReport. Drgfft................................ ..................... , ........ ,........................................... 7 Analwi. Report, f nal ...................................................................................................................... 7 PnASF 3: AAr)17'IONAI, CIfSTOMIXNf-T NS ANf) Rl)!1, ( t cr Pt.ANNINC;....................................................ii ImplementationPlannil?; ....................... ... . ...........................................,...............,...................'i petailed Spec:ific:stions..................1....... ............................... ..................................... ...................... N Pr&grantnzing arzd f�!gung.............................................................................................................9 k'*ware Presentattun.......................................:...............................................................................9 WorkFlaw R4view..............:....."... ..............................................................................9 final Installation Planning............................................................................................................10 PHASEAV: Rol.I.OM.............................................................................................................................10 FinalBeta Installation .......................................................................•....................................... /0 Data(;onversion:..... ..... .............................................................................. .......................10 Legristar Wlorkgroufm...................................................................................................................11 7rainlng:.......................................................................................................................................11 7'raini44 Envirortnunt:..................................................:................................................................ 13 Designing and Scheduling the 7ruiniv 1 vent:...............................................................................1. llelpdes!<:...................................................................................................................................14 On -Site l,ulrc>w-up:.....................................................................................................................14 NiAsl;5; PERFORMANCI•: Pl::iif01)......................................................................................................... 15 ParallelOperaticins........ ............................................... , ................,.........................................15 1%inal Ac{iusttner+ts............................................................... .................................................... 15 GENERALISSUES...........................................................................................................................15 TRAW11.......................................... I ............ ....., ................................ ..... _..................... I ....I..............13 V® Chicago, Onols 312.559-0900 001999 Daystar Computer Systems, t»c. sepsomnvr; 11999 Dec- 2- 9 9 T H U 10:47 DAYSTAR $EST REPORTS P.04 - - Page 2 Introduction The objective of Legistar Project Planning is to make the transition to your new Legistar System as efficient, successful, and painless as possible. Whon Legistar installation, data conversion, testing, badrling, and helpdesk are Completed, your staff should know exactly what to do in Legistar to perform their jobs as well as or better than they did in your current process. Legistar is designed to be simple and user friendly. Legistar training uses your data, and is based on your staff procedures. However, because Legistar is a comprehensive legislative tracking and management system, with many Powerful features, the suc- cessful installation of a system tailored to your organizational procedures, your techni- cal environment, and your personnel will take careful planning and work to implemont. This Planning Guide will describe the steps and the various tasks that Daystar and your City or County will undertake during the installation and training phases of the Legistar Project. It will also provide recommendations on how to prepare for this Kon Out of your new software. Some of the steps described below may be expanded, shortened, combined, or even eliminated altogether depending on what will be most effective for your installation. Important Language Conventions: In reading this Guido, any reforonce to "City" should be understood to also refer to County, Village, Town, Parish, Borough, District, or other government name appropriate to your installation. Llkewise, any reference to "Council" should also be understood to include Board, Commission, Legislature, or other gov- erning assembly. And, finally, any non -referenced use of a pronoun of one gender should be understood to include both genders. Duration Times: Next to each major section heading is an -estimated event duration time indicated in weeks. These estimates are providad only for general projections and cannot in any way bd taken as a guaranteed delivery schedule. Because of Client and Daystar staff schedules and other issues that will need to bd wordinated for the suc- cessful delivery of this project, the tinal delivery schedule and duration of tnese events may vary considerably. 4W goo Daystar COMMItar Systems, MC. Chicago, 0111 fa 312-56 OWO 490 DEC— 2-99 THU 10:48 DAYSTAR -BEST REPORTS P.O5 Phase 9: Preparation (duration 4-5 weeks) Initial Planning Daystar's first step in a new project is typically to (assign a project managor, who will work directly with you during the entire implementation. I lis role is to make sure that all aspects of the installation, training, arid roll( ut occur as fiawlessly as possible. The Project Manager will participate in all phases, develop and maintain the delivery sched- ule, monitor progress, work out and plan changes, and ensure that everyone has a clear understanding of expectations. The Project Manager will contact you by phone soon after being assigned to the project in order to describe the initial tasks and to begin developing an implementation sched- ule Mth you. You also need to select an internal Legistar Project Team, including: • the project officer who will have authority to schedule project tasks, review and approve services and software delivered, approve system specifications, nego- tiate any changes in the installation plan, and authorize payments for invoices.; a the technical system administrator who will tad able to support the users and Daystar on technical issues such as hardware, network, operating system, communications, peripherals, user accounts, etc.; and • the database administrator who will maintain Legistar systern tables, security, and user accounts. Note that in some cases, there may be two persons in each of the roles above, and in some cases, the same person may be assigned two or all three of the roles. Analysis Survey and Worksheets , In preparation for our first site visit, Daystar will send you, preferably by e-mail, an Analysis Planning Kit, which includes: • A copy of this Project Planning Guide, • An Analysis Survey form with procedural questions, • A request for sample documents, farms, and graphics that you use now, t agistar Set-up Worksheets, and • A government rate request letter. Please complete all of the forms as best you can. This information will be used by Daystar to gain an understanding of your legislative procedures, to initialize the data- base for installation, and to alert us to any aspects of your operation that will require special attention. The requestod information should be returned to Daystar in digital format wherever possible. You may take as long as you need to return the completed forms and data requests, but the ritixt steps cannot be started until this preparation material is returned to Daystar. Daystar's Internal Preparation After all requested materials have beer! received and reviewed internally, your Daystar team will use that information which you submitted to initialize a Legistar database, to refine questions and open issues for the site visit, and to plan with you the format and participants for the first site visit ots03 Daystar Compuror Systems, Inc Chicago, Onois 312-559-0900 DEC- 2-99 THU 1 0 : 48 DFiY Sl`F1FZi8EST REPORTS • P. 06 ri The operation of the Legistar software itself is substantially determined by a series of City -defined tables and environment variables. Upon installation, these will be initial- ized by Daystar to conform to the data provided by you in your responses to the Analy- sis Survey and Worksheets. The administration tables may be easily modified later by Daystar or by the City's system administrator ba.gpd on the training included with the installation by Daystar. In addition, Daystar will integrate into the Legistar system the City logo, standard signatures, and other unique olomonts which you have provided in appropriate formats. Depending on your responses to the survey forin, you may be asked for additional clarifications or additional sample data via a -mail. At this time, we will also scnedule with you the next steps, remote software installation, travel plans, and Analysis site visit details. atv's Intenrial Preparation The City must have its environment ready for the Legistar installation prior to schedul- ing the installation. Elements that should be completed • Network software installed and tested, including security access by workgroups and individuals. • Daystar's remote installation and tull response software support requires either a direct TCP/IP connection through the Internet (preferred) or a dial-up modem access to at least one workstation on the Legistar network with dial up commu- nication speed of 56.5 kbps. • Workstations installed with Windows 95(98/NT and user training completed for Windows and MS/Word. Remote Installation After initializing the Legistar database with your system information, a Daystar techni- cian will arrange to do the installation of the system via the internet or direct dial-up to your server. This usually requires our working with your teennical staff for communica- tion and application set up. Depending on the components in your installation plan, there may be, certain hardware and software requirements that have to be completed by your technical staff prior to our installing the Legistar system. Installation includes the following Daystar tasks - a.) Daystar will install Legistar on the server, including the set up of the file system and permisslons through d remote connection to your server. Tho Daystar tech- nicians will work with your technical staff to work out the details of this connec- tion onnation and installation. b. ) Daystar will instruct your technical staff on the installation of Legistar on the workstations that Wil be used during the Analysis site visit. This usually means at least two and probably no more than four workstations. The installation of Legistar on workstations is pretty much an automatic operation and is done as a download from the Legistar server. In rare situations, it is not possible to do Ow remote installation. In thoso cases, the in- stallation will be done on-site as one of the first steps in the Analysis site visit. in either case, this Alpha installation of the Legistar Software completes the Preparation Phase of the project. Of 009 Daystar computer Systems. Inc. Chk-ago, Wait 392-SS"900 DEC— 2-99 THU 10:49 DAYSTAR -BEST REPORTS P.07 Guide C Phase 2: Ort` -site Installation and Analysis (duration 2-4 weeks) 5 The main purpose of this phase is to ensure the best fit between Legistar and your pro cedural and functional needs. Daystar has found that the best way to do that is to pre- sent the software as thoroughly as passible by using your data to walk through a basic sequence of leglslative procedures meetings and to produce the printed or web pub- lished documents that you will be using. Often, this Alpha Installation, along with some immediate on-site adjustments by the analysis team can provide a fully functional production system that you can begin using immediately. At the very least, this initial installation can also achieve the ancillary goal of demonstrating some immediate results to the decision makers who have contracted for the software. There are several c:ompunerits and steps to the Ora -sits Installation and Analysis. Installation/Analysis Team Depending on the scope of the project, Daystar will send -a team of specialists for this first site visit. Project Manager The Project Manager is responsible for the overall event, for tho management of Daystar personnel, and for the production of the Analysis report. He will plan and conduct most of the meetings. Also, as your representative to the Daystar devel- opment team, the Proiect Manager will make sure that any customization specifications are fully understood and accu- rately implemented. Trainer/Analyst The Trainer/Analyst will deliver user training on the installed Legistar system to your core group of two to six staff members in order for thRm to experience how the Legistar software will perform in their environment with their data so that the sugges- tions, recommendations, and customization requirements they provide to us are done within the context of well -understood capabilities and functions of the Legistar software. Thu Trainer/Analyst will also take notes, participate in interviews, plan your Roll Out training and Help Desk, and modify the sys- tem setup tables to reflect any refinements in our understand- ing of your operations. Programmer/Analyst The most tecnnically experienced team member will be re5pon- sible to assure that the installation was done correctly, to par- ticipate in any meetings or interviews having to do with cus- tomization requests, and to make on-site cosmetic modifica- tions to the Legistar report formats that may bp requested by the core group and authorizod by you_ Depending on the scope or the project ana the experience of the team members as- signed, the installation team may be made up of two, three, or four members. 600- 490 04999 Daystar Compuunr System, Inc. Chk&gro, 0iinois 312-539.11900 DEC_ 2_9,9 T H U 10 :50 D A Y S T A R BEST REPORTS P. 08 Legister ,9 Guide Installation/Analysis Site VisiLTasks • 6 Event Plan Review The Project Manager's first task is to meet with you to review the plan for the event, including tasks, schedules, interview groups, event environment and equipment. Survey Form Review The Project Manager will want to review your answers to the Analysis. Survey form with you. Most typically there are addi- tional questions or matters that require some clarification. Installation Check One of the Analysis Team members will want to do a check of the installation that was done remotely two to ten days before the Analysis visit. The system should be installed on the server and several workstations. Core User Training The Trainer/Analyst will deliver a modified form of our user traininq to the core group. The training will be thorough enough to cover the essential aspects of the legislative process without going into all of the ancillary capabilities that one might want to use. The training sessions will be informal and flexible so that either the trainer or another team member can make rttirror ad- justments to the software as needs arise. And the training will only take half of each day for only three days, so that the Trainer/Analyst can use the rest of the time to participate in in- terviews and to make further adjustments to the Legistar sys- tem tables bated on input from the core group. Procedure Interviews Daystar Analysis Team members will conduct interviews with representatives of the different legislative work groups that you identify. These would typically include the City Clerk, Mayor's Office, City Manager's Office, Agenda Coordinator, City Attor- ney or Legislative Drafting Departmont, Committoo Support Staff, Council Members' Support Staff, Legislative Research Department, Records Manager, Information Systems Office, and the City's Webmaster, This list may not be exhaustive in some -cases, and in others, all of the embodied functions may be covered by one or two offices. Solo or group interviews typically require 30 to 90 minutes. In some cases, especially where the group interview requires do- ing some software demonstration, it may take longer. Rules of thumb to organize interviews: 1) any department that is part of the legislative process should probably be represented; 2) if some software. demonstration is required as part of this analysis event, then it should be done once for all who need it, rather than at each interview; 3) it is better to schedule interviews for 30-45 minutes with an allowance for free time consultation later in the week for anyone who could not finish during the sched- uled time; and Q) the interviewers cannot accurately digest any more than about five interviews a day. 01999 Daystar CoMAuter systerrrs, Inc. Chicago, Illinois 392.5,59-v9vo DEC- 2-99 THU 10 :51 DAYSTAR -BEST REPORTS P.09 tegisfar Project PIA Guide Page 7 Sample Mark-ups The Analysis team, usually the Project Manager and the Pro- grammer/Analyst; will review with you the standard formats of each of the Legistar reports. All requested changes will be marked directly on the report samples, which, whenever possi- ble, are printed ori your printers with your sample data. This process usually.takes about six hours. Special Issues The toom will address your specific situation and needs in a number of content areas, including data conversion, key calen- dar dates in your legislative year, integration with other software and da;abases, your training environment, your network setup, etc. Phase Planning The Analysis teesit witi use the data and customization requests gathered trom you,. your core group, and the Interviewees to make ball park estimates of the scope of effort and time re- quired to fully implement the Roll Out of the application. They will use that, along with their knowledge of Daystar's current project load and resource availability, to draft a tentative schedule to complete the project. Project Status Finally, the Project Manager will do an event evaluation and project status review with you to summarize what was learned from the event and to make sure that everyone has clear ex- poctations for the rest of the project. Analysis Regort, Draft The first version of the Analysis Report is due back to your office within two weeks of the site visit. This version will have the list of requested customizations but without any time and cost estimates associated. The purpose of this first draft is to maks sura that your procedures and needs are accurately described. The two weeK interval also al- lows you and your core group enough time to reflect on the work done during the analysis site visit and to further work with the software with the expectation that there may be additional issues that you may have discovered which would require attention. This version is composed in MS/Word 97 and e-mailed to you with the request that you do your markup and comments as Tracked Changes within the Word document. Analysis Report, Final After incorporating your responses to the first; draft,. the Project Manager will submit the customization specifications to the development team for their design work and cost estimating. Their numbers will be incorporated into the final draft along with any proce- dural recommendations from Daystar's senior design staff. This final version is sub- mitted to you as an a -mail attachment and the hard copy is express -mailed at the same time. The submission of this final version of the Analysis Report concludes the Phase 2, On- site Analysts. 04999 Daystar Computer SyStems, ine. - Chicago, Nfinois 393-669-0940 +.'=a-- 1"W 1ka:ZD11 REPORTS P. 10 Legister Project P!a»GGuide 0 Page 8 Phase 3: Additional Customizations and Roll Out Planning (duration 0-6 weeks) Unless there are additional Report Customization Requests that could not be accom- modated by the InstallationlAnalysis Team during the first on-site event, this phase will only require your review and approval of the Analysis Report and the completion of the last two tasks listed below, Work flow Review, and final Installation Planning. Since l egistar was first introduced in 1987, the system has gone through continuous improvement in functionality, ease of use, and flexibility iii adapting to different legisla- tive procedures. In its current form, almost allot the variability that we encounter from ona installation to another can be accommodated in the system's tables of procedural rules. This means that, although report formats and styles change from place to place, there is little or no need to change the underlying data structures or program logic. Of the custamization requests that result from a typical analysis, the greatPst majority are for report formal changes. Some requests will be for changes in procedural rules that can be made accommodated by changes entries in the system tables. A few will be suggestions or requests for functional program enhancements or chdngas to the database structure. Although we cannot make program modifications to the current software version, we will review these requests during the design stage for inclusion in the next version release and rw...ommend the best procedural work -around for your use of the current system. Your input on the importance of these enhancements will be critical to our development plans, Implementation Planning Typically the Analysis Report will require some docision-making on your part with re- spect to the list of customizatiuri requests, tach of the reouests for report format modification will have an associated time esti- mate. If the total of these time estimates is less than the allowance in the installation contract, then you will probably have to execute a change order to either bank the bal- ance of the customization hours for later use, trade those hours for other services like additional training or help desk, apply the cost difference to the software support con- tract for the following year, or reduce the final payment on the installation contract for the unused programming hours. Likewise, if the total of these time estimates is greater than the allowance in the instal- lation contract, then you will have to either eliminate your lower priority requests from the wish list so that your requests are equal to or less than the allowance, or execute a change order to increase the contract cost to cover the added customization requests. Once these decisions are made and approved, you and the Daystar Project Manager will finalize the project schedule for development, installation, and traininq. The result of this effort will be an approved Project Plan. Detailed Specifications With the approved Project Plan, the development team will know exactly which cus- tomization requests will be implemented. In most cases, the customization description in the Analysis Report will be sufficient to perform the modifications. Some requested changes may require more detailed written descriptions. In detailing these specifica- tions, the Project Manager and perhaps one of the programmers may be in touch with you for clarifications. The detailed sped ications will be submitted to you for review and approval prior to development work heginning. al."9 Daystar computer systems, Jnr.. Chicago, Iminota 312.559.0900 DEC— 2-9S THU 10:52 DAYSTAR,'EEST REPORTS P. 11 Legistar tro/ect PPig Guide Dago 9 Programming and Testing All approved report customizations that have not been performed on-site during the first site visit will be done in Daystar's office in Chicago. The development and testing teams will work with the data that you have previously provided. Completed customi- zations must be approved by the Project Manager on our site. Depending on the proj- ect plan, some or all contracted data cottversiLni may also be done at this stage. Once all programming work has been completed and tested, the Project Manager will arrange for a second installation and a presentation to you of the work that has been done. Software Presentation One or two members of the original InstallationlAnalysis team, usually the Project Man- ager and the Trainer, will make a site visit to install the completed beta version of your customized software on your server and one or two workstations, although in some cases, the software installation itself will be done through a remote connection. They Wit test the application in your environment. They will then demonstrate all of the forms, functions, and reports that have been customized to your specifications. This demonstration will typically use data that you have provided and will include the gen- eration of reports in your requested formats, At the end of this presentation, you will be asked to approve the software customiza- tions and to authorize Daystar to proceed with the next step, the final installation and training. There ate often minor adjus-tments that you might want Daystar to make to the t egistar report formats or to the data in the procedural rules base tables. Again, the Daystar team may be able to make these minor adjustrncants ort the spot. If not, these should be noted on or attached to your approval form. The proposed Project Schedule is usually set up to allow at least two weeks between this Software Presentation and the Final Installation to make any of these needed adjustments. If there are major pmhiems to be fixed or significant new modifications which you dis- cover that you need at this time, then you should not sign this approval or conditional approval, but instead Daystar will schedule a second follow-up Software Presentation to occur after the major revisions have been made. In this caro, the Project Schedule will have to be revised to acmumu Sate the additional time. The installation, testing, and presentation of the customized software will usually take one to two days and will most often be done in conjunction with a Work Flow Review, described below. Work Flow Review Before installation, it is recommended that Daystar staff meet on site with at least one represontative from each Legistar work group to review current worst procedures and report generation. Tints step is to make sero that the training covers all required func- tions and to identify specific training for individual departments. The Work Flow Re- view, which may take one to two days, is usually done in conjunction with the custom- ized Software Presentation, about two to four weeks before the Installation and Train- ing. The Work Flow Review will usually take one to two days and will most often be done in conjunction with the Final Installation Planning, described below. ot999 Daystar Cramputar Systems, inc. W CiNcego, Winols 372-0"WO DEC— 2-99 THU 10:53 DAYSTAR. -BEST REPORTS P.12 Gufda Final Installation Planning • 10 Assuming that you nave given approval or conditional approval with some adjustments at this stage, this site visit should also be used to plan or confirm the details of the final installation, data conversion, training, help desk, and performance period. This in- cludes tasks, dates, responsibilities, assignment of personnel, performance tests, and travel plans. This planning usually takes no more than one half day. Depending on the scope of the software customizations, date conversion, roll out phases, work group training, and performance period planning, this second on-site event could take from three to five days. Phase IV: Final Installation & Training (duration 2-6 weeks) After Daystar has made any final adjustments to the software based on your feedback during the Software Presentation, Daystar will mako a site visit to do the final installa- tion and system testing or we may perform this task through a remote connection. At this time, Daystar will also to any contracted conversion of data that the City has extracted from its current legislative information system database for loading into the new Legistar system. _ The Legistar user and system administrator training will be scheduled to coincide with or occur very shortly after the data conversion so that the users will be able to immedi- ately bogin working on the new system after training. The installation, data conversion, and training steps will be an intense time for your staff. It is ofton helpful if these steps can be scheduled at a time when there is some sort of break in the legislative schedule of council and committee meetings. Final Beta Installation Installation includes the following uaystar tasks: c.) If not completed in an earlier phase, Daystar will install Legistar on the server, in- cluding the set up of the file system and permissions. d.) Daystar will install Legistar on tha workstations listed in the contracted statement of work. Daystar will usually install and test the first set of two to four worksta- tions. Daystar will instruct and suporvise the City's technical support staff on the installation of Legistar on the set of workstations, and will provide technical sup- port as needed to the City's technical staff as they install the rest of the City's workstations. The installation of Legistar on workstations Is pretty much an automatic operation and is done from the Legistar server. There are no disk- ettes or CDs to carry around. This plan is designed to maximize the City's own technical expertise with the installation process at a time that Daystar installers are on site to provide tutorial assistance. re.) Daystar will install, Set-up, and test any contracted third party software such as full text search or remote control systems. f.) Daystar will do an initial installation of the training database software in the training room computers provided by the City. 0999 Deyster Computes Systoms, Inc. Chicago, 011hals 312-559-0900 DEC— 2-99 THU 10:54 DAYSTAR -BEST REPORTS P-13 Legistar Project PlaoGuide Piga 11 Data Conversion: Your installation plan may call for the loading of historic legislative data from whatever system your are now usiviq to track this information. These data may consist of only the current word processing documents holding your ordinances and resolutions and perhaps your meeting agendas and minutes. Or perhaps you have some sort of legis- lative tracking data in your own database. This is the time that all of those documents and data will have to be frozen for the time it takes to load and test the Legistar data- base and to train your users to access it. Many Legistar clients elect not to attempt to move historic tracking data into the new system. This is mostly because they decide that it is not cost effective for the amount of access that they will need to the old data. At the very least, Daystar will help your staff move the resolutions, ordinances, and other legislative matters that are currently in the legislative process, i.e. those that have been introduced and no final action has been taken on them yet by the council or board. If the Legistar Installation Plan speci- fies data conversion by Daystar, then we wit) move these files for you. Legistar Workgroups: In most Legistar installations, the different legislative support functions that are man- aged by the Legistar softworo are the assigned responsibilities of several different workgroups within the city staff. For example, the following list of work flow tasks are often Cone by different staff members or different deparuvients within the city: • Legislative research and drafting; • Legislative file tracking, management, response to queries, certified copies; • Preparation of Council agendas, referral notirp-q, public notices, pending legis- lation; • Generation of Council ineetiing minutes and/or Journals of Proceedings; • Preparation of committee meeting agendas and action reports; • Assignment of enactment numbers, archiving, publishing, coditying; Administrative and supervisory functions. It is most helpful to identify those workgroups with the most similar tasks who will be working with Legistar is similar ways, so that perhaps they can be trained together in participant groups. This way, the Legistar trainer can focus primarily on their actual work flow responsibilities and only briefly demonstrate other Legistar functions. Day= star will assist with this workgroup planning during the Work Flow Review meeting de- scribed above in the previous phase. Trainin : Legistar training may include: a) one or two Legistar System Overview sessions for de- partment heads, council members, system administrators, and general users; b) the appropriate user training for the number of participants identified during the Analysis Phase; and c) system administrator training for two to four participants. All user training sessions, with the exception of tho Legistar System Overview, are de- signed for up to eight hands-on participants per session with up to four 90 minute ses- sions per day. System aaministrator training is designed for two to four participants. The Legistar System Overview takes between 45 and 90 minutes depending on the extensiveness of the installation, the level of detail requesteC by the participants, and the amount of time needed for the O&A session. The number of participants in this session is limited only to the number of seats in the facility. 61".0 X90 Of 999 Daystar Computer Systema, Inc. Chicago, Ilpnels 312-669-090 DEC— 2-99 THU 10:55 DAYSTAR. -BEST REPORTS P.14 Guide ® Page t2 Daystars trainers will work with the City to create a training schedule that will accom- modate the regular work schedules of the participants, the various experience levels of the participants, the availability of the training room, the procedural responsibilities of each group of participants, and the budget limitations of the Legistar contract. Most often, we have found that it is best to design a training schedule that combines claso- room training, tutorial assistance, and on-call Helpdesk during the same week(s), so that the participants can bogin working on the system in the afternoon after receiving training in the morning. The table below lists the kind of training and the expected amount of time required to train a representative pattem of workgroups: Work Grou �Le istar Topic or Module Number of 90 -minute Madules Managers, Coun- Legistar Overview. Non -experiential, Approximately one hour. cil Members { auditorium style snftware demonstra- tion and Q&A for non-users or occa- sional users. Query Users General Introduction, - � One training module. LookklD & Searches no data entry) Full User Data Entry, Six to eight training modules, Legislative File Maintenance, depending on each workgroup's Agendas, functional responsibilities, fol - Minutes, lowed by individualized Help Referral Tracking, desk, Administrative Reports-— eports_.,....._.._System SystemAdmini- System Security, Seven training modules. stration User Accounts, Full User Training described Base Table Review, above is a prerequisite. Database Maintenance It is assumed that the participants in this on-site Legistar training will have a working familiarity with the standard Microsoft Windows conventions and terminology and with the word processing software that will be used in conjunction with Legistar. If this is not so, then either the participants must be trained in these essentials prior to the Legistar training, or else the City must modify its Legistar installation agreement to allow for the extra time it will take during training to bring these participants up to speed. Legistar hands-on classroom training combines instructional presentations, function demonstrations, group activities,' Individual, exercises, and daily reviews to enable the participants to begin immediately using Legistar with their live data. Each participant will receive a training manual. Training is delivered in modules, and is customized according to the needs of the City, the department managers, the function profile of the user workgroups, and the specifi- cations of the installation contract. Training modules are usually about 94 minutes long, A Daystar trainer will deliver up to four training modules in any one day and up to fifteen modules in any one five or six day work week. Our trainers can be available to deliver training on Saturdays when appropriate, Daystar's software training is designed to accommodate up to eight students at a time. If more than eight participants must be accommodated at the same time, allowance must be made for either longer training times or the assistance of a co -trainer as well as the required additional equipment. 01999 Daystar Compdar systems, Inc. Chicago, iiUscls 342-5590900 DEC- 2-99 THU 10:56 DAYSTAR -BEST REPORTS P.15 ® Pago 13 Training in third party software, it necessary, is sometimes delivered by Daystdr trainers and sometimes under subcontract with the software manufacturer. Training It is important that each participant have his own computar for use during the training. Upon request, Daystar has delivered training in which the shortage of computers in the classroom has rosulted in participants sharing computers in pairs and taking turns do- ing the exercises. Our experience is that this arrangement takes almost twice as long to do the training and results in less than adequate skill levels for the participants. It is usually up to the City to provide an appropriate classroom environment for the on- site Legistar training. The recommended training environment would have the follow- ing: a.) Eight to ten late model PCs in a local network with one additional PC for the trainer. PCs should have a similar hardware configuration and the same ver- sions of tho operating system, word processor, and network as the participants own PCs. b.) A projected display so that all participants can see what the trainer is demon- strating. c.) One or two laser printers in the training room on the local area network. d.) Whiteboard and markers. Daystar needs arcess to the training room computers for installation and testing of the training database and applications. This task is usually done either at the time of the Software Presentation or at the time of the Final Installation It takes between two and six hours to do this training room set-up. In addition, the Legistar trainer will need up to three hours in the training mom foo preparation and testing immediately prior to the first training session. Designing and Scheduling the Training Eyant: There are so many variables that impact training that no two Legistar training events ever look exactly the same. Legistar training is most successful when attention is paid to each of the following issues: a.) Try not to schedule training all day for any one person or group. Staff members still have other work to do and there is usually only so much that each of us can effectively learn in any one day. Training is usually most effective in the morning when most of us are welt -rested. b.) A training schedule that works well often has the trainer working with the data maintenance group during the first two mornings and the system administrators during the first two afternoons. Thereafter, mornings are devoted to training and afternoons are used for Helpdesk so that immediately after training, the staff can begin working with their live data, while the training is fresh and the trainer is available to help. c.) 1t is often better to arrange tho training for a large staff in two different events. The first would focus on the system administrators and the core group of staff responsible for managing Me legislative files and for genorating and tracking all of the meeting documents for the council and its wmmittees. The second event might be scheduled far one month later and would focus primarily on the query only users with perhaps a quick review for the data maintenance group trained earlier. Cr1999 Dayster ComPrter systoms, Inc. Chicago, lifinols 392-6694900 G0- 4 V0 DEC— 2-99 THU 10:56 DAYSTAR, -BEST REPORTS P.16 Guide ® F%ga 44 d.) it is better to schedule installation and initial training close to a break in the leg- islative calendar. Training should be scheduled to take place immediately after installation and data conversion (if any). Training that takes place sometime prior to installation is often forgotten if the participants do not have the opportu. nity to begin working with tho software immodiatcly. Helpdesk: Individualized Helpdesk is perhaps the most important part of Legistar training. Work- ing on live data, the Daystar trainer assists each depai'Latent work group in mastering Its particular tasks: creating Legistar tiles, setting up Agendas and Minutes, running re- ports. At this stage, many specific questions come up, which the trainer can immedi- ately clarify. During this stage, the trainer and student also write step-by-step instructions for each department to reinforce new procedures. It is usually most effPr..tive to schedule Help- desk to coincide with one complete legislative cycle, to make sure all departments un- derstand new procedures. The number of days of contracted Helpdesk is usually teased carr Daystar's experience with Legistar installations in similar sized cities and on the number of users being trained and on the number of departments or workgroups that have different functional responsibilities. A starting rule of thumb would be two days for the system plus one day for every four full users The City should arrange for temporary office space for the Daystar trainer VAV will also be providing a few days of on-site Helpdesk during the Roll Out period. On -Site Follow -un: Many cities have found it helpful to have Daystar's trainer return after one to two legis- lative cycles to review how Legistar is being used and to offer any follow-up training and suggestions. A follow-up site visit is usually done one to three months after the initial training and usually takes about two days. See the recommendation to do a two- phase training under the section headed Designing and Scheduling the Training Event above. The completion of the contracted on-site training and hAipdesk completes this phase of the project. VJ$# Daystar Computer Sysiome, ►no. Chicago, IlHnols 912-559-090 ) r 4 DEC— 2-99 THU 16:57 DAYSTAR-BE'ST REPORTS P.17 I Guide ® pa" 16 Phase 5: RollotWPerformance Period (duration 4 weeks) Parallel Operations The Performance Pedud is a one to four week period during which your staff will per form a series of planned tests of the software with live data in order to exercise every aspect of the system's functionality. You will be asked to log any problems or required software adjustments that must be addressed for the software to be 100% useful and effective for the City. During this time, you will typically run parallel operations with both Legistar and your current methods and tools for producing and tracking your legislative data and docu- ments. Your primary acceptance and approval of the software occurs when you do ei- ther of the following: a You complete your functional tests to your satisfaction; or a You cease parallel operations and rely solely on Legistar. It is often helpful, espe6ally when there are a number of new Legistar custornizations, for the usor community to think of this period as a beta test of the customizations. Daystar will provide on-site Helpdesk during the first part of this period in accordance with the Installation contra -LA and the schedule you have designed with the Legistar trainer. During the Performance Period, Daystar will continue to provide technical and proce- dural assistance as needed to the Legistar users and system administrators as they are implementing full use of the system. This period ends with the City's discontinuance of the use of the current tools and procedures for creating Council Agendas and sole reli- ance on the Legistar software for full daily operational use. Final Qdlustments Daystar will review the software adjustment log that your staff Mmpiied during the Performance period and will make any final adjustments that it determines are neces- sary. A final version of the software will be downloaded to the City's Logistar server for automatic distribution to the users' workstations. General Issues Travel When scheduling on-site events that require our staff to travel, we request government rates at hotels and 14 -day advances on air travel. Your cooperation with this effort will help keep the City's expenses for our travel to a minimum. Furthermore, if you need to reschedule any ovent within two weeks of the planned event, we can usually accom- modate that, and any cost of changing or returning any restricted airline tickets will have to be charged against the installation contract. Daystar's Travel Reimbursement Policy is included as an Attachment to this Guide. 01939 Daystar Qwnputur 3y3tmm3, inc. chica". 111lnols 343-359.0900 DEC— 2-99 THU 10:5S DAYSTAR ---BEST REPORTS R. IS 0 • Daystar Software License Agreement This Agreement entered into this _ day of , 19 by and between Daystar Computer Systems, Inc., an Illinois corporation (Daystar), with its principal place of business at 222 South Riverside Plaza, Chicago, IL 60606, and with its principal place of business at WHEREAS, Daystar is the owner of certain software system designed to manage and support the logiolotive prod for municipal governments; and WHEREAS, Licensee desires to obtain a license, and Daystar desires to grant a license, for the software system specified horein based on the terms and conditions spaded herein; and WHEREAS, Licensee has requested Daystar to modify such software system in certain specified respects so as to reflect Licensee's particular needs; and WHEREAS, Licensee has requested Daystar to install and provide training, support and other related services for such software system; NOW THEREFORE, Daystar and Lioen000-mutually ogrc© as follows: 1. The Software System This Agreement and the license granted herein applies to the Legistsrlegislative management system and associated software (the 'Software System j delivered as is or as modified as mutually agreed to in writing. Ali modifications: changes, enhancements, converslons, upgrades, or additions made to the Softwars System, whether made by Daystar, Licensee, or a thlyd party, eholl bo tho proporty of Daystar, shahI be considered a part of the Software System, and the Licensee snail receive a licen6e to Pi me in accordance with Paragraph 2. 2. LIGen" Subjectto al of the terms and conditions hereof, Daystar hereby agrees to grant and Licensee hereby accepts a perpetual, nonexclusive, and non -transferable license (the "License") to use the Software system, terminable as specified herein. The Licenae shall also include any mocii cations or enhancements to the Software System provided by Daystar pursuant to any other agreement between Daystar and Licensee. 3. License and Use The Software Systern, or portions thereof, shalt be used by Licensee only. The Software System shall be used only for the proee"rig of Licensee% own business. licensee shell not use the Software System in the operation of a serice bureau or in any other manner that would permit or Allow the use of the Software System, or any portion thereof, in conrection With transactors in which Licensee is not involved. Licensee shag under no dreunristartces assign or sublicense the License to any other entity. (Licensee) 5. Copies The License includes the right to make two security backup copies of the Software System provided that (a) reasonable security precautions are taken to prevent the unauthorized copying or disclosure of the SoUvre System or any part thereof, aiW (b) that at all tinges Daystar'ii ownership of the Software System is disclosed by prominent display of Daystar proprietary and copyright notiooa. 6. Price and Payment Licensee shall make payment to Daystar for the Software System License and related serices in full within thirty (30) days of receipt of invoice from Daystar or in the amount and at such times as otherwise agreed to In writing Failure of Licensee to make any payment within forty-five (45) days of receipt of the Invoice may be deemed to be a material breach of this Agreement and shall be sufficient cause for the immediate termination of the License. 7. Software Ownership Daystar reprasantc that it is the owner of the Software System and that it has the right to modify and to grant the License for use of the Software System. S. Cooperation Both Daystar and Licensee acknowledge and agree that successful Implementation of the software System so as to become operational in the licensee's environment shall require their full and mutual good faith cooporaton, including, without limitation, the futtiliment by Licensee of the obligations set forth in paragraph 4 below S. Licensee ObAgadons In addition to providing Daystar with full, good faith cooperation and such information as may be required by Daystar In order to customize and implement the Software System, Licensee shall (a) make available to Daystar the appropriate computers, office and classroom space, and personnel of Licensee for installation and testing the Software System including the training of users and system administrators; (b) assure that the proposed users and system administrators of the, Softvrvars System, prior to training by Daystar In the use of the Software System, have the appropriate level of competence in the use of Windows® operating system, word processing software, and any networking software in use by the Licensee; 00 n*-nr camp t" syltaw Inc, Nees I Software 1je se Agreemeaf DEC— 2-99 THU 10:59 DAYSTAR, -BEST REPORTS IL (c) appoint one or two employcou of Liconoou who shall havo sufficient computer Systeme experience and organizational authority to act as coordinator of Al l..OAMPA activities in connection with the implementation of the Software System, and to supervise all tasks undertaken by Licensee in connection with the modification, preparation, installation, use, and support of thA Software System; (d) bad and test all new revisions and updates of Software System within fiRpen (1S) days of receipt by Licensor; (e) perform any software tests requested by Daystar support pursoilnel who may be investigating any roportod problorne; (f) provide written statements or descriptions of software problems at Daystar's request; (g) provide Daystar with suitable scratrh media and Supplies, which media will be returned upon request, to investigate reported problems: and (h) provide Daystar with the ability to remotely login to the Software System in accordance with the Software Support Communication specifications the Daystar Software Support ,Agreement 10, Conficluntlailigr The Software System, the Customization Specifications, and any modifications, changes, enhancements, conversions, upgrades or additions made to the Software System, and all related documentation, whether made by Daystar, Licensee, or a third party, is and shall be the sole and exclusive property of Daystar. including all applicable rights to patents, copyrights, trademarks and trade secrets inherent therein and appurtenant thereto. Licenses that! not sell, tranidw, publish, disclose, display or otherwise make available to others any source code, object code, documentation or other material relating to the Software System. Liconoce shall use Ito best offs is to assist nayntar in identifying and preventing any unauthorized use or disclosure of the source coda or object code of the Software System or of any portion of the Software System, or any of the algorithms or logic contained therein. Without limitation of the foregoing, Licensee advise Dayor immediately In the event that Licensee teams or has reason to believe that any person who has had access to the Software System, or any portion thereof, has violated or intends to violate the terms of this Agreement and the Licensee will couwrate with Daystar in seeking injunctive or other equitable relief in the name of Licensee or Daystar against any such porton. Licensee acknowledges that the Software System contains proprietary trade secrets of Daystar and hereby agroos to maintain the confidentiality of the Software System in a manner using at least as groat a degree of cadre as the manner used to maintain the confidentiality of Licensee's own most confidential Information. LlcensAs acknowledges that the disclosure of any aspect of the Software System, of any of the confidential Information referred to herein or any information which, at law or equity, ought to remoln confidential, will give rise to irreparable injury to Daystar inadequately compensable in damages. Accordingly, Daystar may seek or obtan injunctive rellef against the breach or threatened breach to any of the foregoing undertakinyu, in addition to any other legal rarnedies that may be available, and Licensee hereby consents to the obtaining of such injunctive reW. J P. 19 Oaystar acknowledges that in the caume ref impiAmenting the Software System for Licensee dwill necessarily be supplied with confidential or proprietary information of licensee concerning its business affairs, property, methods of operation, processing systems, or other information. Daystar hereby agrees to maintain the confldentiality of any "ch Information which iti clearly marked or labeled as confidential and to treat such information with the same degree of care and security ass Doyetar treats its own most confidential information. All of the undertakings and obligations relating to conflCentlallry and non -disclosure, whether contained in this paragraph or elsewhere in tills AgreemunL, acrd whether of Daystar or of the Licensee shall survive the termination of this Agreement for any reason. Nothing in paragraph 10 shag prevent the operation of any local Sunshine Ordinance requiring thet contracts with the Licensee be open to public inspection. 11. Software Support During the first ninety (90) days after Acceptance, the Daystar will provide, with the cooperation and sip ort of Licensee, remote software support for the Software System as described in the Daystar Software Support Agreement. Thereafter, Licensee may subscribe to the Software Support Agreement for an additional annual maintenance fee. Licensee may request; In addition to the services indicated above, additional training, programming, or consulting services. Ifso, the services shall be paid for at the rates In effect at arta time of the request 12. Acceptance Licensee eholl havo thirty (30) days after instalWeln of the Software System by the Daystar to perform acceptance testing to determine if the Software System performs substantially in conformance with the descriptions and specifications of the Software System, Licensee's acceptance of the Software System shag occur at the earliest or the fonovang. (a) the provision of written notice of acceptance, or (b) on the epiration of the thirty (30) days from this installation date unless Liconaoa provides Daystar with written notice of any unacceptable defects or defrcienciee in tho Software System, which defaft shag be limited to the failure of the Software System to conform to published specifications or as mutually agreed to in writing. Upon receipt of such written description Daystar shall proceed immediately to remedy the same. Acceptance shall occur upon satisfactory correction of stated defects or deficiencies. 13. Warranty olystar represents to Licensee that: (1) during the first ninety (90) days after Acceptance, the Software System shall function In confonnity with the Legistor U w Manual, or as modiflo d per. mutual written agreement, and (2) upon written notification to Daystar within the ninety day warranty period of any material failure of the Software System to function in conformity to said specifications. Daystar will, during its normal business hours and at no cost to Licensee, use reasonable efforts to correct such errors which are reproducible and verifiable by Daystar, excluding any errors caused by users or the Software Syotom which were not in accordance with the Specifications. in the event that the Software System is found to be defectfva in such respect, and that notice with respect to such defect has been given ac provided above, Daystars sole obligation under this warranty is to remedy such defect within a reasonable time. D"dw Co>Mpu�er .Fy.rML Inc Pal; r. 2 ' v 4,wg Licriwt AAt rarienr vEC— 2-99 THU 1 1 :00 LFiYSTF1RiSEST REPORTS THE WARRANTY STATED A50VE iS A LIMiTED WARRANTY AND IT IS THE ONLY WARRANTY MADE 8Y DAYSTAR. DAYSTAR DOES NOT MAKE, AND LICENSEE HEREBY EXPREts£LY WAIVES, ALL OTHER WARRANTiES EXPRESS OR IMPLIED INCLL1171ING ALL WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. DAYSTAR SHALL HAVE NO LIABILITY WITH RESPECT TO ITS OBLIGATIONS UNDER THIS AGREEV EN l OR OTHERWISE FOR CONSEQUENTiAL, EXEMPLARY, INCIDENTAL, OR PUNITIVk DAMAGES EVEN IF IT HAS BEEN ADVISED OF THE POSSIS+LITY OF SUCI I DAMAGES. THE STATED EXPRESS WARRANTY IS IN LIEU OF ALL LIABILITIES OR OBLIGATIONS OF DAYS IAR FOR DAMAGES ARISING OUT OF OR IN CONNECTIO14 WiTH THE DEVELOPMENT, DELIVERY, USE, OR PERFORMANCE OF THE SOFTWARE SYSTEM. iN ANY EVENT, THE TOTAL LIABILITY OF DAYSTAR TO LICENSEE FOR ANY REASON AND UPON ANY CAUSE OF ACTION WHATSOEVER SHALL BE LIMITED TO THE AMOUNT THEN PREVIOUSLY PAid TO DAYSTAR BY LICENSEE. The express Warranty containvd herein, but not tho oxoiu"n, and walvwti of warranties contained horein, shall terrninaw and become null and void if any unauthorized modifications are made by Licensed to the Software System. 14. Indemnity by Daystar Daystar will at its own expense defend any action brought against Licensee to the extent that such wton is based on a claim that any aspect of the Software System used within the scope of this License Agreement infringes any patents, copyrights, licenses of tradd becrets: provided that Dayclar is immediately notified in writing of any ouch claim; and provided further that Daystar shag have the exclusive right to rnntrol such deforms. In no event shat Licenw. cattle any such Claim, lawsuit or proceeding v flout Daystar's prior written approval, If, as a result of any such ciairri, litigation or threat thereof, Daystar or Licensee io permanently enjoinod from using the Soflwdre System by a final, non -appealable decree. Daystar at its sole option and expensa may procure far Licensee the right to continue to use the SoftwarA System. or at Its sole option and expense, may replace or mod1N the Software System so as to settle such claim, litigation or the threat thereof. if such settlement or such modifications of the Saltware System m not reasonably practical in the sole opinion of Daystar, after giving due consideration to al factors including financial expense, Deystar may discontinue and terminate the License upon written notice to Licensee and uhall refund to Licenooe the unamofted portion of the fees payable horounder based upon a live (5) year soaigWAne depreciation, such dapreciaMn to commence on the date horoof. The foregoing states the entire IabiAly of Daystar with rocpeat to Infringomont of any copyrights, patents of trade adcrets by thA Software System or any parts thereof, and LicAnsee hereby expressly waives any other such IlaNlOiAs. % Termination Either party shall have the rightto terminate this Agreement after No (5) days written notice upon: (a) violation or breach by either party. their o%cers or employees of any material provision ur this Agreement, including, but not tnlitted to, cvi'rfidentiality and payment; (b) Licensee's becoming insolvent or making any assignment for the benefit of creditors. r P.2© The terminaaon of thin Agreement shag automatically terminate the LMAnSe. in the event of the termination hereof, Daystar shall have the right to take immediate possession, of the Software System, and all copies thereof wherever located, and all documentation thereto, without notice or demand. Within five (G) days ,after the termination of the license granted hereundor, Licensee small retum to Daystar the Software Syctem, or upon request by Daystar destroy the Software System and all copies thereof and cortify in writing that the samA have been destrcved. Notwithetanding the foreoning. al! tnovislons hereof relating to confdentiality of the Software System shall survive the tArmination of this Agreement. to. Taxes Licensee shall, ;n addition to the payments required nereunddr, pay all sales, use, transfer or other taxes, wnethmr federal, state or local, however designated, which are levied or imposed by reason of the transaction wntrrmplatod hereby; oxc!udina, however Federal anti Illinois State income taxes on profits which rrtW be levied against Daystar. Licensee shah ne irnhume Daystar for rho amount Of any such ta%PA paid or accrued by Daystar as a result of this transaction. 17. Gustornkution, Installation, and Testing if required, the Software System shall be customiZed, installed, and tested in accordance with written mutual agreement; provided, however, that any Oates or times nt which Daystar ie scheduled to make specified performance under this Agroern®nt shall be autornaWdyy postponed to the extent that Daystar is prevented from meetinq such dates or times by UcenR#m or by causes boyond Daystars reasonahle contra!; and provided further that the sofa AffAct of any delay by Licensee shall be a concomitant delay in the payment schedule set forth in Parag=h 6 herein or as otherwise mutually agreed to in wiing, 18. Daystar Employees and Subcontractors No continuing relationship between Daystar and Licensee Is intended to be created by this Agreement Neither party shall represent itself to be an agent, or employee of the other, nor shall either party transact any business in the name of the other. Daystar may rine subcontractors for the installation and training nArvices provided under this Agreement Daystar warrants that ail subcontractors will have at least one year experience working with the Software System and will be qualified to perform the services required. LicQnsAA recognizes that the employees and subcontractors of Daystar. and such employees' and subcontrecWts' loyalty and service to Daystar, constitute a valuagle asset of Daystar. Accordingly, Licensee agrees not to make an offer of employment to, nor to enter Into a consulting relationship with, any porton who was employed by or in a eonsutting relationship with, Daystar within ono (1) year of such person's employment by Daystar without vM tdn consent of Daystar. 19. Force Majeure NedhAr party shall be liabe to the other for any delay or failure to perform due to causes beyond its reasonable control. Performance times shall be considered extended for a poriod of time equivalent to the time lout because of only such delay Daystar veil attempt to meet such adondod pviformance times. DOWN Inc 1%Xr 3 Sofrwre.s l rem��e ,4�amexr DEC— 2-99 THU 11:01 DAYSTAR, -BEST REPORTS N such extended performance times convict wnn uaystar's pre- Castirtg contracIluad cormmhments to ottter licensees. Daystar kulu Licensae shell usb Mair beet efforts to agree to an alternative implementation schedule. If the parboo ore unable to agroo upon an alternative implementation schedule, or H the delay continues for a period of (3) months or mmm, this Agreement may be tArminatAd by either party and nether party shall be gable to the other for such termination provided Licensee pays daystar for afi work performed and expenses incurred prior to termination in accordance with this Agreement. 20. Cpnpral (or) This Agreement evidences the complete underblendiriy be id ayit vmas"d of the parties with respect to the subject mater P. 21 tb) Tnis Ag;eemerrt may nut be mcidMed accept in writing subscribed to by both pe6oe. (c) This Agreement and performance hereunder shall be governed by the laws of the state or Illinois. (d) Daystar and i. iransee herety agree or behalf of themselves and any persons claiming by or through them that the sole location and venue for any litigation which may arse hereunder shall be an appropriate federal or state court located in the City of Chicago. The Licensee may not assign or sub -license, without the prior written consent of Daystar. its rights, duties or obligations under ft Agreement to any person or entity, in whole or in part. hereof and supersedes and morgoo ony prior (f) No action, regardloso of form, arising out of this Agreement underallandings or agreements. shall be brought by Licensee more thar twn yaars after ituch eau.." of actors shall have accrued. IN W[TNESS WHEREOF the parties hereto have set thair hands. For Daystar: Daystar Computer Systems. tnc. Signed: _ Name: Title: For Licensee-, Signed: Name: Title: for c s eras. rte. DORw i Jafbwra' r,jcm# AirrremdW 4Yi V+t V QJ " `A o ! DEC— 2-99 THU 11=01 DAYSTAR. -BEST REPORTS P.22 40 0 ...................... .......... ...... .................... ...... ,...:........................................._.....,...................._.._....,,,...... .:.._.._............. ....... ... . . ... ..... LEGISTAR .SOFTWARE SUPPORT AGREEMENT Daystar Computer Systems ("Daystar), an Illinois corporation located at 222 South Riverside Plaza, Suite 2360, Chicago, iL 60606, does hereby extend software application support under the terms of this Software Support Agreement ("Agreement's to the governmental entity identified as `Client" in Section 7 of this Agreement. 1. TERM: The term of this Agreement is defined by the Effective. and Renewal Dates listed In Section 7. Al the Renewal Date and at trduh subsequent anniversary of the Rencwal Doto, this Agreement shall be outomoticolly renowed for the foltowng one (1) year period at the Daystar charge in effect at that time for similar maintenance, un*% Aithar party gives written notice at least thirty (30) days prior to the end of the current Agreement period that it wishes to modify or cancel this Agreement. 2. SCOPE OF SERVICES: Daystar shall provide software support services requested by Client in relation to Client's use of the software listed hereln, This Agreement inOUdes support services Umar tire olovAng classifications: CLASSIFICATION (A) Unlimited services: --a. Investigation and cuirtiction of any I.EGISTAR software problems reported by Client or discoverod by Daystar, b. In house application maintenance imludiry duplicate customized systarn upkwep; c, LEGISTAR version updates as they are made available, d,Technicai assistance on the use and maintenarce of the software; CLASSIFICATION (8) Billable services and expenses; a. Report modifications and remote database maintenance; b, Installation services tot LEGISTAR updates, c. Expenses beyond normal operational costs related to the delivery of any services as described in this Agreement; d. Training Services; e. Travel time and travel related expenses. Unless special arrangements are made, Daystar shad provido ;software support by phony during it's regular business hours (9 AM to S PM Central Time). When doomed ri"Rsary by Daystar or requested by Client, Daystar will make arrangements to provide face-to-face support services either on Client's site or at Daystar's offices. Daystar will respond to telephone inquiries within two (2) business hours. During tho course of this Agroement. Daystar will provide oopies of any upgrades or new feature releases of the software at nn cost to the Client other than the costs of installation. The programming time associated with any such installation may be charged against this Agreement as a Classification (9) service. Daystar wits not perform any Classiriration (B) services without written authorization to perform such services from Client. Daystar will provide written or Faxed estimates of any Classification (8) services when such estimate is requested by the Client. 3. CLIENT'S OBLIGATIONS: As conditions to receiving support under this Agroement, Client agrees to: a. toad and test all new revisions and updates of Daystar software within fifteen (15) days of receipt by Client, b. Perform any software tA%ts requested by Daystar sipport p mnnnAl who may be investigating any reported problems. c. Provide written statamants or descriptions of software pmhlAms at Daystar's request. d. Provido Doystar with suitable scratch media and supplies to investigate reported problems These will be returned upon roqumt e, Provido Dayctar with the ability to remotely Ingin to the system running the Daystar software using Internet T1 or DSt. amass or a phone modern at a communication rate of no less than 56k bps. 4. CHARGES: 1 ne initial charge for this Su(lwar'e Support Agreement aholl be due aria payable on or before tho first day of the Agreement period. All support services described herein may be onargod 3gainct this support AgreemAnt The charge for this Sof rare Support Agreement and the hourly charges fnr Classification (B) services provided under this Agreement are listed In Section 7. Dayalai will invoice Client monthly and provide detailed accounting for all Classification (6) services and AYpanses providod. Client agrees to pay invoice. within 30 calendar days of receipt. Client reserves the right to revitm, reject end deny autno=tion for payment of any charges and costs which have irut Eisen previously authoriaod under tha terms of this agreement, provided that the Ciient provides Cwystar written or Foxad notice of any such determination within 10 days of receipt of the invoirA The balance of the invoice will remain due within 30 calendar days of the invoice date. Unreturned equipment or media chargos shall be added to inwit;ee at Daystars provading charge at thA time of delivery to Chont, Client shall pay All sales, use and other taxon, and all shipping and handling costs, phone modem time costs assoeieted with Classification (B) support servicex, and duty applicable to the charges. Such items shall be included on invoices and billed at direct cost without mark-up. invoices remaining unpaid beyond 30 calendar days may be subject to 1,5% interest per munth, QUO DrMT COMWAW swWT' s. lase. DEC— 2-99 THU 11:02 DAYSTAR-SEST REPORTS ® tzcurAR somwARE sLlppolxT AGREFURa (CONnINUS 3. LIMITATIONS TO LIABILITY: DAYSTAR DUES NOT WARRANT THAT ITS PRODUCTS OR SERVICES ARE ERROR FREE AND DISCLAIMS ALL OTHER WARRANTICS WITH RESPECT TO ITS SOFTWARE PRODUCTS AND SGRVIC.ES, FITHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT OF THIRD PARTY RIGHTS. IN NO EVENT SHALL DAYSTAR BE LIABLE FOR ANY LOSS OF DATA OR PROFITS, CONSEQUENTIAL, INCIDENTAL OR ANY SPECIAL INDIRECT DAMAGES OF ANY KIND AS A RESULT OF DAYSI AR'S DELIVERY, PERFORMANCE, OR FAILURE TO PERFORM SERVICES UNUER THIS AGREEMENT OR FOR ANY USE, THE RESULTS OF SUCH USE, OR INABILITY TO USE ANY SOFTWARE OR 5CRVI0ES FROM DAYSTAR, EVEN IF DAYSTAR HAS BEEN ADVISED OF TNF POCCIBILITY OF SUCH DAMAGES. IN NO EVENT WILL DAYSTAR'S LIABILt'Y FOR ANY CLAIM, WHETHER IN CONTRACT, TORT OR ANY OTHER THEORY OF LIABILITY, EXCEED THE FEE PAID BY CLIENT UNDER THIS AGREEMENT. Pm 2S 0. MISCELLANIEOUS: a. If any provision of this Agreement shall be held invalid, illegal, or unenforceable for any reason the validity, legality, and enforceability of the remaining provisions shall ,n no way be affected or impaired thereby. b. Failure to pay any invoice on the date due, or failure by Client to perform an obligation or covenant under this Agreement shall be a default under this Agreement, Upen default Daystar, in its sole discrelivn, may terminate this Agreement Immediatal7 upon written notiec ct Client. c. Neither party may assign this Agreement, Support Identification Number (SID), or any riyrris hereunder, without prior written approval of the other party, d. Failure by elither party on one occasion to insist on full or timely performance by the other party of any obligatiurs under Agreement shalt not be deemed d waiver of such performance, arta shall nvt prevent enforcemont of Such oolrgetion, on other oeeasiono or at a subsequent ti n rv. e. The terms and conditions of this agreement shall supersede any conilicsting terms or conditions contained In any purchase orders, work ordem, or other Instructions or orders to dolivor any products or seivicPA under this agrcomont. 7. SOFTWARE IDENTIFICA [ION & CLIENT SITE SPECIFICATIONS Client 510M. Client tilt' Modern Phom ( 1 ENedive Data'. 019 Version: wW n�574_ . T Lic. Class:-----... Leglstar Serial #: Renewal Date: Client Name: Address 1: Address 2: City,st.Zip: _. SOFTWARE DESCRIPTION (or ldentif9cation) 1) Legistar_fciz Windows V4.x 2) Customizations as oricinal."y specifieci 3 _.. ... Primary Cant -%4: Department: Phone Number: ( —} FAX Number: { ) SUPPORT AGREEMENT COST The Cost Of this Software Supl;%Kt Agreement for the Daystar -installed I_EGISTAR system and Components described herein and as of Effective Date above is s SUPPORT HOTLINE SERVICE The Client may report any Classification (A) or Ciassiiication (S) service requests to Daystar Via fax transmittal to (312) E59-0929 or voice at (312) 559-0900 or (ODD) 875.2489. FEES SCHEDULE The following table lists Daystar's standaN rates for various service in effect at the time of this Agreement: CanfsultatioltrTratnln8.51801hou>' Ae><atysltrJProBra�mmin9411601111 our �. Clerical Support Time - s 301hour i ..... : During the effective period of this Agreement, all services not covered by the terms of this Agreement will be bill ed at a cost no greater than Daystar's rates indicated above. The Client will pay Daystar reasonable travel and other ou"f pc> kat expenses associated with any services pmvlded uilder this agreomont. ACCEPTANCE Far Dayst For CCmnt ar Signature: Signature: Printed: Pnnted: Title, Date: Title: _ Date: yj p�,�r 061W" SY0110 s, fat. DEC— 2-99 THU 11:04 IDAYSTAR�SEST REPORTS P.25 0 • (312) 559.0900 LEGISTAR INSTALLATION CVSI TABLES Daystar Cuniputer Systems, Ino. SYSTEM ESTIMATE WAIMARY FOR CITY OF MIAMI, FLORIDA Pace t of 3 Thp hahlo atnve nVmsanto an aahmated cost fango for the purchase of ,he t mistar wrztem and Waited Software produCts & services. This summery indlCates the total estimated costs as detailed on the supporting Motes based ors the information available to Daystar at this time. The top portion Indicates deliverable products and services and the bottom sectlon lids esttmated travel costa and first year of maintenance. The estimates are provided for budget forcast rig only and ARE NOT IN "tNUED TO SERVE AS AN AGR=BfvltENT TO DELIVER ANY PRODUGT UK SERVICES. Product anal service unit prices wd be valid fur 30 days from date of printirg but arc thoreaRer subject to chenye without fukhar notice. • The cost estimates above do not include rm Clients state or tical taxes N applicable. H this transaction Is subject to any such tastes then TARES CHARGED FOR THIS TRANSACTION ARE IN ADDITION TO THE ESTIMATES INDICATED ABOVE. Unless otherwise specified and added to the estimates total; the Client Is responsible for payment of any State or local Income taxes, sales, service or use tam resulting from this Z<srtsaction, beyond those taxes normally incurred by Daystar as a corporation In the state of IArnele. If the Client Is a tact exempt envy or otherwise not subject to twww Daystar may require written prwr ur such exemption. — Mae travel is required beyond 30 miles of Chleago, trsvel time to billed at 1 ri hourly rate for tl* sec ni time spent traveling. Expenses are eetimatoc only and all roaaenable out-of.poetwt travel Rin ,as will be billed to the Client wlthart markup. Daystar uses current fun -fare efarh amts, hotel rates, and government approved per diem to calculttte this estimate and Will wprk with the, client to take advantage of . atiowable government rates and discounts for travel and lodging, If this proposal requires a filled cost for expenses, then Daystar wig use the fixed experm amount of $47,886 legwksht,wk4 All information contained herein shall be considered confidential Printed 1//30199 DEC— 2-99 THU 11:05 DAYSTAR. -'BEST REPORTS P.26 0 16 31 559-0900 LEGISTAR INSTALLA t WN COST TABLES Daystar Computer System, Inc. SYSTEM COST TA 13L FOR THE 9M QF. MIAMI. FLORIDA Page i of J APPLICATION SOFTWARE Table A =CnTotal Annual of Application or product Per unit tfilntoeano Legistar v4.x 32Ut NetNoA* Site Uc, 0-50k population 15000 Leg mar V4.x 32blt Netwuik Site Lic. 50.75k population 15000 Legrstar Y4.x 321Dtt Network Site Lic. 75-100k pupuiation 24000 Legistar v4.x 32011 Network Site Lia 100-;25k pope lAon 30000 Legtatar v4.x 32bi1 Network Site Lic. 125-175K pupulaWn 36000 Legistar v4.x 321M NetworK Site Lic. 175-250K populabun 42000 Logistar v4.x 32bit Network Site Uc. 250-500k population 1 49000 49,000 7;350 I Legistat v4.x 32bii Network Site Lic. 50pk-1 m population 72000 States Provinces or CitierXeunties over 1m 22pulaton 96000 LegisUr v4.x - Speakers List Module (w/Legistar) 4500 Legistar v4.x - Speakers List Module (post add-on to Legistar) 5000 Legistar v4.x - Referral Tracking Module (w/Legistar) 4500 Legistar v4.x - Referral Tracking Module (post add-on to Legistar) I 5000 I PoiRtar v4.x - Extended Security Module (w/Legistar) { 5500 i Legistar v4 x - Ritanded Security Module, (Dost add-on to Legistar) f 5000 L v4.x ReM. rt Source Code Site License 3500 1600 MS-SOUServer v7.0 5-uspr NAMork Base Lic. w/media MS-SCUServer v7.0 Client License Additional 5 urar pac 800 MS$QUSorvor J7.0 Client License additional 20 itser ea 2500 ConTreck Conotituont Tracking Network SaselSingle Slut n/a ConTreck Y2.5 32W Network S.tc Lic. 0-50k population 4500 ConTraek v2.5 32bit Network Sito Lic. 50-75K pooulabon 6500 ConTreck v2.5 32bit Network Site Lic. 75-100k population 8000 ConTraek v2.5 32uit Network Site Lic. 100-125k population 050A ConTMok v2.5 321* Nertwui K Site Lic. 125-175 population 11500 ConTreck v2.5 32OK NetworK Site Lic. 175k -250k popvlaton 13000 ConTraek v2.5 32bit Network Site Uc. 250kS00K puputat ern 15000 ConTraek v2.5 3210It Network Site Uc. 300k-1 m poputaboo 17500 States, Provinces ar CitlesGounties over 1 rn population 210001 ISYS Full Text Search Single -User 435 ISYS Full Text Search 3 -user LAN Pack 1100 ISYS Full Text Search 5 -user LAN Pack 1800 ISYS Full ext Search 10 -user LAN Pack 3300 I YS WFEJ Server Site License w/ HTML support 7300 Crystal R�oRs Writer Pro -Single User 400 Crystal Reports Writer Pro - 5 -user 1500 i Re rte Writer Pro 50 -user 10000 it N1 Roal time Communicationx goftware License 1 175 TOTAL: $49175 $7 350 ALaPLICAT" sonww AL SERVICES, ®ISCOUNTS OR ADJUSTMENTS Table D Deserlptw Oxy Prim Told Annual of Discount! or Credit per untt Malnteaanoe e/LieensA Format Acceptance Discount (If Appicabie) 1 20u0 -2,000 N1� Sofb+ware UnAnse Trade-in ANowance (if Applicable) r Source -Code Lir-Anse Escrow i 3uo mlami.xkv All information nentained herein shall be considered confidential Printed 11/30/99 ..` U DEC— 2-99 THU 11:05 IIAYSTAR-BEST REPORTS P_27 312 509-0900 �LEGISTAR 1NSTALLATiON COST TABLES ® Daystar Computer Systems, inc. fjw 3 v! 3 PROJECT SERVICES & OPTIONS Table S Service or Option DrscrlrAkrn Qh Ut1lt Price Tota! Annual Maintenamo Cornprehensve Spec:�udliun Analysis and Initial Installation 1 f 20500 2(],500 8 500 o"ite reportCustomlzation Progidrnmic►g 1 40Co 4,000 600 ork NOW Anarysis Supplemental Report ! 7500 5e35 325 Dai{ Legislative Procedures An 32 30 1206 W Mileage (if applicable) 0.30 Customized Software Integration is installation (Daily) oellaneoudirtret cosh shi in , ro oduction etc Race: 0 n 750 Training Database On -Site Setup 8 Inswation (Daily) 1 750 750 Travel Hours Billed At Half Rate 64 75 4,300 150 Customization and Standard Programming Allowance (Hourly) Customizations Testing and Integration 150 Project Manangement (Daly) 6 960 5,760 Custom Data Conversion Da _ _ _ ge0 PROJECT SERVICES OPTIONS TOTAL: 35,1310 600 TIMATED PROJECT TRAVEL EXPENSES & DIRECT �� pey�ghon G03T5 Tot:w a Qty unit Price Total nd Trip Air Fare 8 500 4,000 Dion 40 40 1,600 of 32 150 4,800 Rental 5e35 325 ittie, Taxi & other local ground transportaron 32 30 960 W Mileage (if applicable) 0.30 oellaneoudirtret cosh shi in , ro oduction etc Race: 0 n 225 .e®�uaMl�N OAA lef-r WOMI 1 eYorueee r =rrT MATS TOTAL': $11.910 rniambds All information icon tained herein shall be considered Confidential Printed 11/30199 ,ry�JU City of Columbia 222 South Riverside Plaza Suite 2360 Chicago IL 60606 Meeting Aqenda Tuesday, January11, 2000 7:00:00 PM City'Council Chambers - 3rd Floor City Council (ATTACHMENT E) Go- 490 0 City Council Meeting Agenda • Call to Order - Pledge of Allegiance, Invocation, Roll Call January 11, 2000 Cub Scout Troop #14 will do a Flag presentation as a part of the Scouts 'Know Your City Government Week' program. II Minutes - To Approve III First Reading - To be Introduced and Assigned to Committee A) Ordinances B) Resolutions 921167 Amending the Standing Rules of the City Council, Rule 35, relating to the annual review 920379 Amending Chapter 21 of the Code of General Ordinances, Licenses and Miscellaneous Business Regulations, Article IV, Vehicle Licenses, by repealing Section 21.410 and enacting in lieu thereof a new section to be known as Section 21.410 License Fees relating to the same subject; submitting such license fees. Sponsors: Richard Wainright 921048 . Vacating N.E. 80th Street lying south of and adjoining Lots 18, 19 and 20 of Block 11. V Consent Agenda A) Ordinance City of Columbia Page 2 Printed on 12127199 of the appointive positions. 921168 Amending Article X of the Administrative Code by repealing Division 10, entitled "South African Related Contracts" consisting of Sections A11.90-1 through A11.90-8 and enacting in lieu thereof a new Division 10 consisting of Sections Al 1.90-1 through Al 1.90-8, and establishing the effective date thereof. Legislative History Signed 930065 Approving and designating the 40th and Mill Project of the Midtown Redevelopment Tax Increment Financing Plan as a Redevelopment Project and adopting tax increment financing therefor and establishing an effective date. 930155 Stating the City Council's policy on studying riverboat gambling issues. 980074 AN ORDINANCE TO SET FORTH A STATEMENT OF MUNICIPAL SERVICES TO BE PROVIDED TO THE AREA CONTAINED IN THE PROPOSED ANNEXATION OF 1.6+/- ACRES FROM JEFFERSON TOWNSHIP TO THE CITY OF GAHANNA; REQUESTED BY DANIEL L. MILLER, ET AL. Sponsors: Silas Merzk Legislative History Signed 984239421 A substitute ordinance to make uniform the rates of pay of offices and positions in the City service under the control of the Council of the City of Columbia. Sponsors: Mayor IV Debate Items 920379 Amending Chapter 21 of the Code of General Ordinances, Licenses and Miscellaneous Business Regulations, Article IV, Vehicle Licenses, by repealing Section 21.410 and enacting in lieu thereof a new section to be known as Section 21.410 License Fees relating to the same subject; submitting such license fees. Sponsors: Richard Wainright 921048 . Vacating N.E. 80th Street lying south of and adjoining Lots 18, 19 and 20 of Block 11. V Consent Agenda A) Ordinance City of Columbia Page 2 Printed on 12127199 �_- I .7 City Council Meeting Agenda January 11, 2000 921136 Authorizing acceptance of a HUD Section 108 Loan Guarantee in the amount of $2,000,000.00 for the GEM Theater Redevelopment Project and authorizing execution of contract for said loan; estimating revenue in the amount of $2,000,000.00 in Account No. 254-055-7711; appropriating $2,000,000.00 from the Unappropriated Fund Balance of the Section 108 Fund to Account No. 254-055-2138; and designating requisitioning authority. B) Resolutions 921057 Amending the Standing Rules of the City Council by repealing Rule 30 entitled "Attendance at Council Meetings," and adopting in lieu thereof a new Rule 30, of like subject. Legislative History 5/11/98 Signed 971463 Approving the plat of Bristol Highlands 3rd Plat, an addition in the City of Columbia ; accepting various easements; establishing grades on public ways; and authorizing the City Clerk to file this ordinance. VI Items for Immediate Adoption 920111 That the developer of Homan Square ,Charles Shaw Company be recognized for their outstanding achievement in the developement of Homan Square. Snonsors. Mayor Legislative History - 4/23/98 City Clerk Immediate Adoption ' 981523 FOR the purpose of authorizing the construction and maintenance of a handicapped ramp and protective awning projecting no more than 5 feet into the public right-of-way on the south side of the property known as 3509 Eastern Avenue. Sponsors: Richard Wainright Legislative History 4/22/98 City Clerk Immediate Adoption VII Items in Council 920379 Amending Chapter 21 of the Code of General Ordinances, Licenses and Miscellaneous Business Regulations, Article IV, Vehicle Licenses, by repealing Section 21.410 and enacting in lieu thereof a new section to be known as Section 21.410 License Fees relating to the same subject; submitting such license fees. SODOM- Richard Wainright 921,048 Vacating N.E. 80th Street lying south of and adjoining Lots 18, 19 and 20 of Block 11. VIII Items awaiting Signature 920383 An ordinance relating to parking lots and driveways of establishments selling alcohol beverages. Sponsors: Community Relations and Mathew Block Legislative History 4/22/98 Finance Committee Advance And Do Pass Mayor 980076 City Codes Regarding Block Parties, Downtown Zoning Regulations, & Fireworks Sponsors: Mathew Block and Arthur Speigle City of Columbia Page Printed on 12127/99 9' • • City Council Meeting Agenda January 11, 2000 IV Items Passed 980066 AN ORDINANCE GRANTING VARIATIONS PURSUANT TO TITLE 15, CHAPTER 155, SECTIONS 706,208 and 406 OF THE LOMBARD ZONING ORDINANCE Legislative History 4/23/98 City Clerk Introduced Finance Committee RE -0853 Resolution relative to the cost participation and installation of traffic control devices in conjunction with the Urban Aid paving of Austin Ave. from 800 north to 1600 1900 north. Sponsors: Elizabeth Bangs, Ann Southern and David Selznac Legislative History 2/11/97 City Clerk Introduced City Council 2/12/97 City Council Referred Department of Traffic Engineering 3/13/97 Department of Traffic Recommend Favorably City Council Engineering 4/23/97 City Council Referred Planning And Development Committee 5/28/97 Planning And Recommend Favorably City Council Development Committee 6/11/97 City Council Advance And Do Pass Mayor As Amended - 7/24/97 Mayor Signed City Clerk 8/28/97 City Clerk Publish Daily Herald V Adjournment City of Columbia Page 4 Pn'nted on 12127/99 City of Columbia 222 South Riverside Plaza •j•: r Suite 2360 -? Certified Copy Chicago IL 60606 x:1983 FELE Number: RE -0853 Resolution relative to the cost participation and installation of traffic control devices in conjunctionwith the Urban Aid paving of Austin Ave. from 800 north to 1600 1900 north. Whereas, The Federal Highway Act includes appropriations for traffic control improvements along with the paving of highways located on the Federally aided Urban Highway System; and Whereas, The total estimated cost of this project is $32,700 $38,700 for the alteration of traffic control signals and relocation and upgrading of traffic control signs; and Whereas, Twenty-five percent of the participating costs or $5,025 and one -hundred percent of the nonparticipating cost of temporary work or $2,000 are non -reimbursable and are included in the Bureau's 1991 Capital Purpose Account #31064 0001; and Whereas, Seventy-five percent of the participating project cost or $15,075 is Reimbursable from the State Department of Transportation and the remaining non -participating cost of $16,600 is reimbursable and these amounts are not included in Bureau accounts, and should be earmarked for this project in the 1987 Capital Grant and Aid Projects Fund #32-010-0000; now, therefore, be it Resolved, that the Commissioner of Public Works be and hereby is authorized and directed to enter into an agreement with the Department of Transportation, subject to the approval of the State's Attorney's Office, pertaining to the cost participation for the installation and/or modification of traffic control facilities in conjunction with the improvements of Austin Ave. from 800 north to 1600 north with approved unit prices based on a predetermined estimate prepared under the Federally aided highway program; and, be it Further Resolved, That upon execution of the agreement, the Commissioner of Public Works is authorized and directed to have installed traffic control facilities necessary in conjunction with the paving of this Federally aided Urban Highway improvement; and, be it Further Resolved, That upon acceptance of this Grant Agreement, the Comptroller is hereby authorized to create within the Capital Grant and Aid Projects Fund the appropriate sub -accounts for the program, titled and transfcr to these accounts the amounts required under the Grant Agreements but not to exceed a ten percent increase in those amounts set aside for the Grantor's Share. Clerk's Signature Date Certified City of Columbia Page 1 Printed on 11/17199 �y U �m City of Columbia 222 South Riverside Plaza Suite 2360 Hearing Notice Chicago IL 60606 City Council Elizabeth Bangs Transmitted: 12127/1999 123 Oak Street Columbia, IL 95814 A public hearing will be held on 1/11/00, at 7:00:00 PM at City Council Chambers - 3rd Floor 921167 STANDING RULE 35 Amending the Standing Rules of the City Council, Rule 35, relating to the annual review of the appointive positions. 921168 SOUTH AFRICA Amending Article X of the Administrative Code by repealing Division 10, entitled "South African Related Contracts" consisting of Sections Al 1.90-1 through Al 1.90-8 and enacting in lieu thereof a new Division 10 consisting of Sections Al 1.90-1 through Al 1.90-8, and establishing the effective date thereof. 930065 MIDTOWN REDEVELOPMENT Approving and designating the 40th and Mill Project of the Midtown Redevelopment Tax Increment Financing Plan as a Redevelopment Project and adopting tax increment financing therefor and establishing an effective date. 930155 Riverboat Gambling Stating the City Council's policy on studying riverboat gambling issues. 980074 Downtown Zoning Regulations An ordinance relating to parking lots and driveways of establishments selling alcohol beverages. 984239421 Pay raises and position A substitute ordinance to make uniform the rates of pay of offices and positions in the City service under the control of the Council of the City of Columbia. 920379 City Sticker Amending Chapter 21 of the Code of General Ordinances, Licenses and Miscellaneous Business Regulations, Article IV, Vehicle Licenses, by repealing Section 21.410 and enacting in lieu thereof a new section to be known as Section 21.410 License Fees relating to the same subject; submitting such license fees. 921048 Case No. 1053-V Vacating N.E. 80th Street lying south of and adjoining Lots 18, 19 and 20 of Block 11. If there are any questions concerning this notice, please direct them to the CITY CLERK. City of Columbia Page 1 Printed on 11/1711999 0 490 11 Department of Traffic 3/13/97 • Engineering o< c04, �m South Riverside Plaza 222 Sou City of Columbia Action Note: Suite 2360 r 1983 �:'^ Chicago IL 60606 Master Report Referred Planning And 6/2/97 6/2/97 Pass File Number: RE -0853 File Number: 'RE -0853 File Type: Resolution Status: Passed Version: 1 Reference: RE -2448-97 Controlling Body: City Council File Name: Paving and traffic control devices on Austin Avenue Introduced: 2/8/97 Requester: Planning And Development Cost: $ 38,700.00 Final Action: 8/28/97 Development Committee Committee Notes: Plat #9687-443 has been scanned and Title: Resolution relative to the cost participation and The committee recommends reducing the speed limit to 35 MPH and a gross vehicle weight of 5 tons. is on file for viewing. Original zoning installation of traffic control devices in conjunction plat is microfilmed on roll 144, frame with the Urban Aid paving of Austin Ave. from 800 17. north to 1900 north. Indexes: Zoning, Roads, Traffic Control Sponsors: Elizabeth Bangs, Ann Southern and David 6/11/97 Regulations Selznac Attachments: Route from Development Commission, Eagle Video As Amended Clip, Culdesac Plat, Tax Incremental Financing Action Note: Proposal, Street Map of Area History of Legislative File Acting Body: Date: Action: Sent To: Due Date: Retum Date: Result: Department of Traffic 3/13/97 Recommend City Council Engineering Favorably Action Note: Committee reccommends this with the following suggestions. City Council 4/23/97 Referred Planning And 6/2/97 6/2/97 Pass Development Committee Action Note: Council moves to amend this Legislative Matter. Planning And 5/28/97 Recommend City Council Development Committee Favorably Action Note: The committee recommends reducing the speed limit to 35 MPH and a gross vehicle weight of 5 tons. Farm use of the RI I frontage road will allow easier general local traffic flow, the speed limit will discourage thru traffic near the Endangered Species Nature Reserve. City Council 6/11/97 Advance And Do Pass Mayor As Amended Action Note: Council moves to pass, with the amendments. City Clerk 2/11/97 Introduced City Council Action Note: Sending to Council. City Council 2/12/97 Referred Department of Traffic 3/10/97 3/13/97 Pass Engineering City ojColumbia Page 1 Printed on 12/27/99 n o< co�G City of Columbia 222 South Riverside Plaza ' Suite 2360 Chicago IL 60606 1983 Master Report File Number: RE -0853 Action Note: Councilman Block expressed concern regarding the frontage road access point at Route 14. He says that he believes there has been increased traffic due to the opening of the new nature reserve last year. 'Councilman Stringer wanted to know if the Army Corps of Engineers had been contacted regarding potential storm run-off into the adjacent wildlife preserve and possible ground -water contamination. A motion was made that the City Council instructs the Department of Traffic and Engineering to conduct a survey to examine traffic flow. Mayor 7/24/97 Signed City Clerk Action Note: Mayor signed with the amendments. City Clerk 8/28/97 Publish Daily Herald 9/15/97 9/15/97 Action Note: City Clerk publishes this Resolution. City of Columbia Page 2 Printed on 11127/99 0- -000 • 11 City of Columbia 222 South Riverside Plaza Suite 2360 Chicago IL 60606 Meeting Minutes Tuesday, January 11, 2000 7:00:00 PM City Council Chambers e 3rd Floor City Council Go- 490 • City Council Meeting Minutes January 11, 2000 I Call to Order - Pledge of Allegiance, Invocation, Roll Call Cub Scout Troop #14 conducted a Flag presentation as a part of the Scout's Know Your City Government Week' program. Councilman Block commended the scouts on their public spirit and interest in the functions of city government. The Council as a whole recommended that the Mayor send a congratulatory letter to the Cub Scout's regional office. Present: 7 - Speigle, Bangs, Selznac, Block, Southern, Blaughbam, Davis Absent: 1 - Troxler Excused: 1 - Merzk Presided: 0 II Minutes - To Approve III First Reading - To be Introduced and Assigned to Committee A) Ordinances B) Resolutions 921167 Amending the Standing Rules of the City Council, Rule 35, relating to the annual review of the appointive positions. A motion was made that this matter be Advance And Do Pass to the Mayor. The motion carried by the following vote: Votes: Council Members Yes: 7 - Speigle, Bangs, Selznac, Block, Southern, Blaughbam, Davis Council Members No: 0 Council Members Abstain: 0 Council Members Excused: 1 - Merzk 921168 Amending Article X of the Administrative Code by repealing Division 10, entitled "South African Related Contracts" consisting of Sections Al 1.90-1 through A11.90-8 and enacting in lieu thereof a new Division 10 consisting of Sections A11.90-1 through Al 1.90-8, and establishing the effective date thereof. In acknowledging the current transitional state of affairs with the South African government and insofar the city does not currently have any direct or indirect contracts that would be affected by the items contained in this current legislative item, a motion was made to hold consideration of this item until the February meeting. A motion was made that this matter be Held in Council. The motion carried by the following vote: Votes: Council Members Yes: 6 - Speigle, Bangs, Selznac, Block, Blaughbam, Davis Council Members No: 1 - Southern Council Members Abstain: 0 Council Members Excused: 1 - Merzk 930155 Stating the City Council's policy on studying riverboat gambling issues. Council Instructs the Community relations Department to contact the 14 community homeowners associations to address the possible expansion of Riverboat gambling into the 4th District waterway. A motion was made that this matter be Referred to the Community Relations, due back on February 29, 2000. The motion carried by the following vote: Votes: Council Members Yes: 4 - Bangs, Selznac, Block, Southern Council Members No: 2 - Speigle, Davis Council Members Abstain: I - Blaughbam Council Members Excused: 1 - Merzk City of Columbia Page 2 Printed on 12127199 4VU City Council Meeting Minutes January 11, 2000 930065 Approving and designating the 40th and Mill Project of the Midtown Redevelopment Tax Increment Financing Plan as a Redevelopment Project and adopting tax increment financing therefor and establishing an effective date. A motion was made that this matter be Signed. The motion carried. 980074 AN ORDINANCE TO SET FORTH A STATEMENT OF MUNICIPAL SERVICES TO BE PROVIDED TO THE AREA CONTAINED IN THE PROPOSED ANNEXATION OF 1.6+/ - ACRES FROM JEFFERSON TOWNSHIP TO THE CITY OF GAHANNA; REQUESTED BY DANIEL L. MILLER, ET AL. Silas Merzk A motion was made that this matter be Signed. The motion carried. IV Debate Items 920379 Amending Chapter 21 of the Code of General Ordinances, Licenses and Miscellaneous Business Regulations, Article IV, Vehicle Licenses, by repealing Section 21.410 and enacting in lieu thereof a new section to be known as Section 21.410 License Fees relating to the same subject; submitting such license fees. Richard Wainright A motion was made that this matter be Signed. The motion carried. 921048 Vacating N.E. 80th Street lying south of and adjoining Lots 18, 19 and 20 of Block 11. A motion was made that this matter be Signed. The motion carried. V Consent Agenda A) Ordinance 921136 Authorizing acceptance of a HUD Section 108 Loan Guarantee in the amount of $2,000,000.00 for the GEM Theater Redevelopment Project and authorizing execution of contract for said loan; estimating revenue in the amount of $2,000,000.00 in Account No. 254-055=7711; appropriating $2,000,000.00 from the Unappropriated Fund Balance of the Section 108 Fund to Account No. .254-055-2138; and designating requisitioning authority. A motion was made that this matter be Postponed. The motion carried. Passed The Consent Agenda B) Resolutions 921057 Amending the Standing Rules of the City Council by repealing Rule 30 entitled "Attendance at Council Meetings," and adopting in lieu thereof a new Rule 30, of like subject. 971463 Approving the plat of Bristol Highlands 3rd Plat, an addition in the City of Columbia; accepting various easements; establishing grades on public ways; and authorizing the City Clerk to file this ordinance. VI Items for Immediate Adoption 920111 That the developer of Homan Square ,Charles Shaw Company be recognized for their outstanding achievement in the developement of Homan Square. Mayor City of Columbia. Page 3 Printed on 12/27/99 ll X90 • n City Council Meeting Minutes January11, 2000 981523 FOR the purpose of authorizing the construction and maintenance of a handicapped ramp and protective awning projecting no more than 5 feet into the public right-of-way on the south side of the property known as 3509 Eastern Avenue. Richard Wainright VII Items in Council 920379 Amending Chapter 21 of the Code of General Ordinances, Licenses and Miscellaneous Business Regulations, Article IV, Vehicle Licenses, by repealing Section 21.410 and enacting in lieu thereof a new section to be known as Section 21.410 License Fees relating to the same subject; submitting such license fees. Richard Wainright 921048 Vacating N.E. 80th Street lying south of and adjoining Lots 18, 19 and 20 of Block 11. VIII Items awaiting Signature 920383 An ordinance relating to parking lots and driveways of establishments selling alcohol beverages. Community Relations and Mathew Block 980076 City Codes Regarding Block Parties, Downtown Zoning Regulations, & Fireworks Mathew Block and Arthur Speigle IV Items Passed 980066 AN ORDINANCE GRANTING VARIATIONS PURSUANT TO TITLE 15, CHAPTER 155, SECTIONS 706,208 and 406 OF THE LOMBARD ZONING ORDINANCE RE -0853 Resolution relative to the cost participation and installation of traffic control devices in conjunction with the Urban Aid paving of Austin Ave. from 800 north to 1600 1900 north. Elizabeth Bangs, Ann Southern and David Selznac V Adjournment City of Columbia Page 4 Printed on 11127199 4 a U .. City of Columbia 222 South Riverside Plaza Suite 2360 r Meeting Attendance Chicago IL 60606 Criteria: Selected Office Holder(s): Bangs, Liz, Block, Mathew, Merzk, Silas, Troxler, Renee Date Meeting Body Attendance ELIZABETH BANGS 2%12/97 City Council Present 4/23/97 City Council Present 9/17/99 City Council Present 1/11/00 City Council Present MATHEW BLOCK 2/12/97 City Council Present 4/23/97 City Council Present 9/17/99 City Council Present 1/11/00 City Council Present SILAS MERZK - 2/12/97 City Council Present _ 4/23/97 City Council Present 9/17/99 City Council . Excused 1/11/00 City Council Excused RENEE TROXLER 2/12/97 City Council Absent 4/23/97 City Council Present 9/17/99 City Council Present 1/11/00 City Council Absent City of Columbia Page I Printed on 12127199 Department of Traffic Engineering Mathew Block Office Information 1/1/02 Councilperson 1.0 1 Member Type: Member City of Columbia Signature: No David Selznac 1/1/96 Legistar for Windows December 27,1999 1.0 2 Member Type: Member Legislative Tracking System Office Name From To Title In This Office Vote Weight Extra Text Sort City Clerk Chair 1.0 3 Member Type: Member Alison Page 1/1/97 1/1/02 Clerk of the Council 1.0 1 Member Type: Member Member Type: Member Signature: Yes Signature: No City Council Legistar Municipal Software Daystar Computer Systems, Inc. 312-559-0900 Arthur Speigle 1/1/62 1/1/02 Councilperson 1.0 1 Member Type: Member a Signature: No Elizabeth Bangs 1/1/94 1/1/02 Councilperson 1.0 2 Member Type: Member Signature: Yes David Selznac 1/1/97 1/1/02 Councilperson 1.0 3 Member Type: Member Signature: No Silas Merzk 1/1/58 1/l/01 Councilperson 1.0 4 Member Type: Member Signature: No Mathew Block 1/1/97 1/1/03 Councilperson 1.0 5 Member Type: Member Signature: No Ann Southern l/1/97 1/1/02 Persident 1.0 6 Member Type: Member Signature: No Dave Blaughbam 1/1/96 1/1/02 councilperson 1.0 7 Member Type: Member Signature: No Renee Troxler 1/1/96 1/1/02 Council Person 1.0 8 Member Type: Member Signature: No Eric Davis 1/1/96 1/1/02 Councilperson 1.0 9 Member Type: Member Signature: No Department of Traffic Engineering Mathew Block 1/1/96 1/1/02 Councilperson 1.0 1 Member Type: Member Signature: No David Selznac 1/1/96 1/1/02 Councilperson 1.0 2 Member Type: Member Signature: No Elizabeth Bangs 1/1/96 1/1/02 Chair 1.0 3 Member Type: Member Signature: No Francis Bulloc 1/1/96 1/1/02 Councilperson 1.0 4 Member Type: Member Signature: No Legistar Municipal Software Daystar Computer Systems, Inc. 312-559-0900 Page 1 Printed on 11/17/99 a ® 0 Office Name From To Title In This Office Vote Weight Extra Text Sort Mayor Richard Wainright 1/2/69 1/1/99 Mayor 1.0 1 Member Type: Member Signature: No Planning And Development Committee Ann Southern 1/1/97 1/1/02 Councilperson 1.0 1 Member Type: Member Signature: No Silas Merzk 1/1/58 1/1/99 Councilperson 1.0 2 Member Type: Member Signature: No Arthur Speigle 1/1/65 1/1/02 Chair 1.0 3 Member Type: Member Signature: No Richard Wainright 1/1/96 1/1/02 Councilperson 1.0 999 Member Type: Member Signature: No Legistar Municipal Software Page 2 Printed on 12/17/99 Daystar Computer Systems, Inc. 312-559-0900 of ColL�d City of Columbia 222 South Riverside Plaza c; i•• > Suite 2360 Referral Notice Chicago IL 60606 \...... .3I983 = — City Council To: Community Relations From: City Council Date: Tuesday, January 11, 2000 The following items are being referred to you for your review and response. Special instructions may follow each item. Please contact the City Clerk if you cannot respond by the due date listed. 930155 Stating the City Council's policy on studying riverboat gambling issues. Due Date: Tuesday, February 29, 2000 Instructions: The Common Council file or adopted resolution cited is being referred to you for: ❑ REPORT AND REPLY ❑ OPTION OF CITY LIABILITY ❑ RESOL-UTION PREPARATION 13 FISCAL NOTE ❑ OTHER: Special Instruction: Council Instructs the Community relations Department to contact the 14 community homeowners associations to address the possible expansion of Riverboat gambling into the 4th District waterway. NOTE: If there are any questions concerning this notice, please direct them to the City Clerk. City of Columbia Page 2 Printed on 12/27/99 00 0EtO City of Columbia 222 South Riverside Plaza � lid V D Suite 2360 r Subject Matter Index Chicago IL 60606 nw �._...... 3 Criteria: Selected Index(es): Adult Entertainment, Advertising, Building Code, Drug Policy Office, Easements, Garages and Parking Lots, Health Deparment, Hospitals Index File Number Title ADULT ENTERTAINMENT Resolution RE -0639' Regarding the building of the Williams Building on East 5th St and Austin. Status: First Reading BUILDING CODE Resolution 920379 Amending Chapter 21 of the Code of General Ordinances, Licenses and Miscellaneous Business Regulations, Article IV, Vehicle Licenses, by repealing Section 21.410 and enacting in lieu thereof a new section to be known as Section 21.410 License Fees relating to the same subject; submitting such license fees. Status: Passed Resolution RE -0639 Regarding the building of the Williams Building on East 5th St and Austin. Status: Fust Reading GARAGES AND PARKING LOTS Resolution 920379 Amending Chapter 21 of the Code of General Ordinances, Licenses and Miscellaneous Business Regulations, Article IV, Vehicle Licenses, by repealing Section 21.410 and enacting in lieu thereof a new section to be known as Section 21.410 License Fees relating to the same subject; submitting such license fees. Status: Passed HEALTH DEPARMENT Application RE -1680 Resolution relative to the denial of a request by Copley Hospital to relocate its facilities. Status: Killed Resolution RE -1688 Resolution relative to the denial of a request by Copley Hospital to relocate its facilities. Status: Killed HOSPITALS Resolution RE -678 Resolution relative to the denial of a request by Copley Hospital to relocate its facilities. Status: Killed Application RE -1680 Resolution relative to the denial of a request by Copley Hospital to relocate its facilities. Status: Killed Resolution RE -1688 Resolution relative to the denial of a request by Copley Hospital to relocate its facilities. Status: Killed City of Columbia Page I Printed on 12/27199 City of Columbia 222 South Riverside Plaza Suite 2360 + Voting Record Chicago IL 60606 Criteria: Selected Name(s): Blaughbam, David File Number Title Voting Record for DAVE BLAUGHBAM 920789 Designating Friday, Saturday and Sunday, July 24 - 26, 1992 as "Pizza Hut Days" in recognition of the efforts of area restaurants to raise funds for the Leukemia Society of America. 1/29/99 City Council Referred Voted: Excused 921167 Amending the Standing Rules of the City Council, Rule 35, relating to the annual review of the appointive positions. 1/11/00 City Council Advance And Do Pass Voted: Yes 921168 Amending Article X of the Administrative Code by repealing Division 10, entitled "South African Related Contracts" consisting of Sections A11.90-1 through A11.90-8 and enacting in lieu thereof a new Division 10 consisting of Sections A11.90-1 through Al 1.90-8, and establishing the effective date thereof. 1/11/00 City Council Held in Council Voted: Yes 930155 Stating the City Council's policy on studying riverboat gambling issues. 1/I1/00 City Council Referred Voted: Abstain 9700451 Right turn on red Ordinance 6/18/98 City Council Referred Voted: Excused RE -0853 Resolution relative to the cost participation and installation of traffic control devices in conjunction with the Urban Aid paving of Austin Ave. from 800 north to 1900 north. 2/12/97 City Council Referred Voted. Yes 6/11/97 City Council Advance And Do Pass As Voted: Yes Amended 4/23/97 City Council Referred Voted: Yes City of Columbia Page 1 Printed on 11/27/99 �0 490 (ATTACHMENT F) CITY OF MIAMI PUBLIC NOTICE 9c�c��xic�c�9c�r�c�c�cx�eicic�Fx�c��x��cx�7cdc The Office of the City Clerk for the City of Miami, located at 3500 Pan American Drive, Miami, Florida (City Hall) is currently seeking proposals for a comprehensive integrated Document Management and Information Retrieval System designed specifically to support the agenda preparation and legislative tracking process in the City of Miami. Successful proposers must demonstrate ten (10) years or more experience in the delivery of comprehensive software systems, consulting and training, design, development and support of customized office automation software for City, County government, school district or other legislative bodies. Proposals shall also include a description of the company's operation, its mechanism for automation and tracking all :agenda and information management functions, description of technical functions of technical support services (hours of operation), annual maintenance costs, commencement dates and site maintenance. Sealed proposals shall be submitted on or before noon 2000 to: Walter J. Foeman City Clerk Office of the City Clerk 3500 Pan American Drive Miami, Florida 33133 (305) 250-5360 Proposals submitted past such deadline and/or submitted to any other location shall be deemed non-responsive and will be rejected. The City of Miami, Office of the City Clerk shall reserve the right to accept any proposal deemed to be in the best interest of the City to waive any irregularities in any proposals or to reject any or all proposals. In making such determinations, the City of Miami, Office of the City Clerk will consider the proposed professional reputation, dollar amount proposed, the proposal, financial qualifications and the narrative information submitted in support or explanation of the proposed electronic legislative system. Minority firms and those who are intending to employ City of Miami residents are encouraged to apply. Successful proposers will be expected to comply with certain insurance and bond requirements. U—� YEAR ONE Jami nry 1- 2t1f10- Marrh 'ti mnn (ATTACHMENT G) 1 1%fun 4 w.r 0 --Q --- --- 1 9 - ---- -- -_, 2 Q ---- 3` Q. 4Q. our.uar I" Q. 1, &uut — lvtarcn 2" Q. It, `uut 3 ACTIVITY TIMETABLE 1. Submit to City Commission status report memo including draft report on the potentiality of implementing Legistar system, draft request for proposal to vendors for an electronic agenda and information management tracking system, training schedule and recommendations as emanating from said report. 2. Prepare legislation authorizing the City Manager to issue a request for proposals, for an electronic agenda and information and management and tracking system. 3. Establish an internal project management team. 4. Establish meeting between internal project management team and Daystar, Inc.'s Project Manager. 5(a). Phase 1 - Preparation (4-5 weeks) - Legistar Project Team Senior Systems Analyst to schedule project task, review and approve system system specifications, negotiate installation plan, and authorize payment for invoices, etc. 0 ACTIVITY TIMETABLE 1° 2° Q 3 rd Q. 4thQ. 5(b). Technical Systems Administrator - provide support to primary and secondary users on technical issues, operation system communications, etc. 50. Database Administrator - maintain Legistar system tables, security and user accounts. 6. Phase II - Site installation and analysis - duration 2-4 weeks. 7. Site visit by a team of Daystar Specialists (Project Manager Trainer/Analyst Programmer/Analyst. Activities include event plan review, survey review, installation check, assessment of core user training needs and procedure interviews. 8. Phase III. Customization and Rollout Planning (duration 1-6 weeks). Customization assessment including the cost of same and the impact it can have on the maintenance of a software packet. 9. Phase W. A final installation and training session of (2-4 weeks). Legistar as designated server, installed on designated work system as specified in the contracts; installation and testing of third party research software (ie. ISYS) or remote control systems; training for Departmental, Mayoral, CQmmissioners, City Attorneys and City Clerks N.."-, C;; ACTIVITY TIMETABLE 1' Q. 2" Q 3` Q. 4 Q. 1s1Q. 2" Q. 3� Q 4 Q personnel. Phase V — Rollout Performance Period (4 weeks). ITD and users will perform plan tests of software with workers in progress date to ensure systems functionality. The implementing of parallel operations by running both Legistar and our current legislative process at the same time. Technical and procedural support by Daystar to our Legistar users and our systems administrators. Discontinuance of current agenda process and complete reliance on legislative software for daily legislative operational use. t 0 i • CITY OF MIAMI OFFICE OF THE CITY CLERK Request for Legistar Training Date: Departments 1. Mayor's Office Time: ATTACHMENT H) Location: Phone Title Function Veto/Research/ Draft Leg. 250-5300 Chief of Staff x x x 2. Commissioner Gort 250-5430 Chief of Staff and x x Special Aide x x 3. Commissioner Regalado 250-5420 Admin. Asst. x x Admin.Officer x x 4. Commissioner Sanchez 250-5380 Chief of Staff 5. Commissioner Teele 250-5333 Chief of Staff x x 6. Commissioner Winton 250-5390 Aide to the City x x Commissioner CITY OF MIAMI OFFICE OF THE CITY CLERK Request for LegistarTraining Date: Time: Location: Department/Office Phone Title Function Approve Docs./Research/Draft Leg. Coordinator AGENDA OFFICE 416-1027 Assistant x x (Prepare Agenda) Legislative Coordtr. x x City Attorney x x x City Attorney's Office 416-1800 Asst City Attorney x x x City Clerk x x x Asst. City Clerk x x x Entire Office Staff x x x City Clerk's Office 250-5360 Director x x x Asset Management (Office) 416-1452 Director x x x Building and Zoning 416-1105 0 0 Department/Office Phone Title Function Approve docs./Research/ Draft Leg. Director x x x Asst. Directors x x Community Development 416-2088 Exec. Director x x x CRA Admttr. x x Comm. Redevelop.Agency 579-3324 Equal Opp./Divers.Progs. (Off.) 416-1988 Admttr. x x x Director x x x Asst. Dir. x x x Treasurer x x x Finance 416-1357 Director x x x Asst. Chief, Adm. x x Fire -Rescue 416-1601 Director x x x Asst. Director x x x Superintendent x x General Services Department 575-5130 Executive Sec. x x x Admin. Asst. x x x Hearing Boards (Office) 416-2038 Director x x x Asst. Director x x x Human Resources 416-2110 Director x x x Asst. Director x x x Support Staff (5) Information Technology 416-1505 Director x x x Asst. Director x x x Internal Audits (Office) 416-2052 0 r 90 Department/Office Phone Title Function Approve Does/Research/ Draft Leg. L.R. Officer x x A.L.R. Officer x Labor Relations (Office) 416-2060 Director x x x Res.Alloc.Mgr. x x Analysts (5) x x Management and Budget 416-1501 Director x x x Media Relations (Office) 416-1440 NET Coordtr. x x x NET- Administration 416-2179 Jose Cerdan Director x x x (M. Perez) Asst. Dir. x x x Charles Henderson Ed Blanco Susie Bermudez Parks and Recreation 416-1320 Director x x x Asst. Dir x x x Planning 416-1470 Police Chief x x x Asst. Pol. Chiefs x x x Police 579-6565 Director x x x Asst. Dir x x x Conf.& Conv. Adm. x x x Public Facilities 579-6341 Director x x x Asst. Dir. x x x Public Works 416-1227 Director x x x Purch. Suprv. x x Contracts. Suprv. x x Analysts ( ) Purchasing 416-1910 Director x x x Real Estate & Economic Dev. 416=1411 Department/Office Phone Title Function Approve Does/Research/ Draft Leg. Risk Mgr.Admttr x x x Risk Management 416-1604 Asst.Risk Mgr. Admttr. x x x Group Benefits (Office) 416-1740 Director x x x Asst.Dir. (2) x x x Solid Waste 575-5106 (Attachment I) Tovi of ian-d, , Iazta ARTHUR E. TEELE JR COMMISSIONER December 28, 1997 Dear Colleague: P.O. BOX 330705 MIAMI. FLORIDA 33233-0708 (305)250-5390 FAX (305) 250-5399 REVISED FIVE YEAR FINANCIAL RECOVERY PLAN THE PLAN) As you are aware, on December 15, 1997, Mayor Suarez, appointed me to serve as the liaison to the Governor's Emergency Financial Oversight Board (The Board). This appointment, has required that I spend significant hours with the interim City Manager (Frank Rollason), his staff, the City Attorney (A. Quinn, Jones), his staff, the External Auditors (Jose Rodriguez, KPMG, Peat Marwick), the Financial Advisor (David Kaplan, Prudential Securities), and the City's consultants (Nabors, Giblin & Nickerson, P.A.. Government Services Group, Inc., and David M. Griffin & Associates, Ltd.). I can personally attest to the professionalism, technical competence, and sincere dedication of all parties mentioned. I specifically, commend Bob Nachlinger, Assistant City Manager, Carlos Gimenez, Fire Chief, Deputy Fire Chief Wheeler, and George Wysong, Assistant City Attorney. I am equally impressed with the technical and administrative support staff provided to our effort by numerous City employees. Additionally, the City's pro bono financial advisor, external auditors and consultants, whose work is ongoing deserves commendation and accolades for their prompt and selfless response to the burden placed upon them during this holiday season. Many of our City employees, specifically, those mentioned earlier, have worked throughout Hanukkah, Noche Buena, Christmas, Kwanzaa, and the New Year's season. Their families deserve our gratitude and commendation for such sacrifice which was "above and beyond" the call of duty. In this regard, it should be noted that Mayor Suarez, Jose Garcia Pedrosa (the City Manager nominee), the financial advisor, and Rodriguez, Trueba and Company (the accountant consultant) have all offered valuable insights for The Plan. Further, they have been afforded the opportunity to "weigh in" on each and every element of The Plan. I understand that the Mayor may offer an alternative to portions of the proposed Plan. If so, collectively, I urge that we give serious consideration, and weigh carefully each proposal that the Mayor may submit for inclusion in the revised Plan. To date, the Office of Mayor has been reluctant to propose any changes or additions to the Plan; I believe this to be a serious mistake, in that, the Mayor's dynamic approach to address neighborhood and city wide issues is not included in The Plan (the Core Intiatives) which is before us today. U -t 0 2. neighborhood and city wide issues is not included in The Plan (the Core Intiatives) which is before us today. I invite your close attention to the "Core Initiatives" contained in The Plan at pages 4-6. The Core Initiatives are designed and intended to constitute the work plan for the Mayor, the Manager, the Commission, and all instrumentalities of the City. The Board expects and requires that if the City intends to ndertake an extensive effort in any area, particularly if it will incur a cost or expend considerable -city resources , it must be included in The Plan. This Dear Colleague letter is designed to memorialize and raise for your perusal and review, issues that the Office of the Vice Chairman, identified pursuant to the Board, the Mayor and City Commission's desire to expedite the City's financial recovery. Our overall goal was to maximize the City's revenue streams. This goal is achievable in a variety of ways: I. The implementation of the stated management and operational goals. (See Page 4, and Chapter III of The Plan) II. Enhance the City's recurring revenue streams. (See Page 6, 56-59 of The Plan) III. Pursue strategic investments for the City of Miami. (See Pages 63-65) IV. Establish a positive partnership with the Governor's Financial Emergency Oversight Board. (The Board) I. The Implementation Of The Stated Management And Operational Goals ADDITIONAL AND EXPANDED CORE INITIATIVES Currently, there are 15 stated Core .Initiatives. As we move toward implementation of The Plan, more initiatives are likely to evolve, and we must insure that The Board is fully apprised of these priorities in a timely manner. 1) The Mayor's Cleanup and Beautification Program The Mayor initiated a city wide "campaign" to make Miami the most beautiful city in the nation. It is clear that a majority of Miami residents and business owners enthusiastically support the Mayor's goal to clean and maintain, our streets and neighborhoods. I urge the City Administration to develop creative 0 0, The Mayor's Cleanup and Beautification Program (cont'd) 3. proposals, and concepts to adequately support this important quality of life initiative. It is appropriate to note that earlier this month the City Commission established funding priorities for the CDBG program whixh includes an allocation for physical improvements. To the extent that general funds and Coir munity Development Block Grants become available, and are eligible to fund beautification activities, we should continue to fund the Mayor's Clean up and Beautification Program as a Core Initiative. 2) CDBG Grant Compliance Review The City takes serious note of a draft U.S. Department of Housing and Urban Development (HUD), Office of Inspector General, Audit Report of the City of Miami's Community Development Block Grant (CDBG) Program. If left unresolved, the potential negative financial impact could be significant. I believe it is imperative that the City seek all available outside resources, including but not limited to the Governor, HUD officials (federal and local), and the private sector to undertake a comprehensive compliance review of the City's CDBG, HOME, and HOPE grant programs. This compliance review is critical to insure that the City remains an eligible grant recipient of federal, state, and foundation funds. Additionally, this effort will seek to minimize reimbursements to grantor agencies. Because of the time sensitivity of this issue, and the potential financial impact, I urge that the CDBG Grant Compliance Review be added to The Plan as a Core Initiative. 3) Extensive Training, Certification, Basic and Continuing Education Employee Initiative (see page 6 of the Plan) (A) The City must undertake an extensive "bottoms -up" training initiative, to insure that each City employee is afforded the opportunity to become computer/Internet literate, a high school graduate or General Equivalency Diploma, and have the opportunity for "certified" training programs, and professional licensing. Funds for this initiative are dependent upon general funds available from the proceeds generated by the Solid Waste Fee. (B) In addition to training our current workforce, it is important to study the feasibility of a tiered executive incentive r programs to recruit, and retain qualified candidates and employees. The External Auditor is directed to conduct a thorough study to determine the feasibility of a tiered Go- 490 0 .0 4) Boundaries Function to the Charter Review Committee: (See Page 5 of The Plan) This committee should include the review of proposed municipal boundary adjustments. The boundaries function of this committee should include a thorough review of the feasibility and financial impacts that the adjusted boundaries will have on the delivery of municipal services, and the City's revenue streams. This Committee should advise and gage the citizen, business, and governmental entity support and impediments to the boundary adjustments. It is important to note, that the boundaries of the Community Redevelopment Area should be expanded to capture the positive revenue streams that will result from the major development activities which will be commence immediately contiguous to the CRA's current boundary, over the next 12-18 months. 5) Strengthen Management. Audit. and Legislative Oversight: Utilizing a portion of revenues from the solid waste fee, the City will strengthen and enhance the Office of the City Clerk, the Office of Budget, the Finance Department, Internal Auditing, the Office of Information Technology, and the creation of the Office of Legislative Budget and Support (LBO), and provide for additional contract compliance resources in the Departments of Solid Waste and Community Development. Pursuant to the City's Charter change a number of refinements to the organizational structure are necessary. Most notably in budget matters, the City Attorney, and City Clerk will require a greater degree of autonomy from the Office of the City Manager. Pursuant to the revised table of organization, these two offices are accountable to the City Commission. 6. The Creation of the Office of the Legislative Budget and Sunnort (LBO). This Office is required to effectuate the separation of powers between the executive and legislative branches of the City Government. The Legislative Budget Officer, 2 budget analysts, and administrative support and security will insure a check and balance as contemplated by the City Charter's change. Initially, the Legislative Budget Officer will focus on progress toward operational implementation, enhancement of recurring revenue through contract compliance and the analysis and evaluation of options to insure a reserve for strategic investments. The LBO will have primary oversight responsibility, in cooperation with the City Manager, for the coordination of budget submissions from the City Attorney, -City Clerk, Bayfront Park Trust, Miamit Exhibition and Sports Authority, Off -Street Parking, the Community Redevelopment Agency, Downtown Development Authority, and all other semi -autonomous City agencies. --The LBO will coordinate and report directly to the City Commission on the implementation of the annual findings and recommendations of the Extemal Auditor. --The LBO will monitor and apprise the City Commission of the recommendations of the City's Financial Advisors. --The LBO will monitor and coordinate, and jointly with the City Manager will insure that the City Commission is fully apprised of the financial Oversight Board's requirements. H. Enhance the City's Recurring Revenue Streams (A) Transfer Tag Exempt Properties to Taxable Status: (see page 6 of the Plan) Pursuant to the Mayor and City Commission's desire to maximize positive recurring revenue sources for the City of Miami, the City will initiate all prudent actions required to convert all ("County Land Use Code [Cloc 901) properties. The City currently has liens on between 350 to 375 CLUC 90 properties and has identified nearly 1,000 parcels of vacant government-owned land ("VGOL"). Conservatively, CLUC 90 properties cost the City approximately $100,000 to $200,000 per year in maintenance. For each sale of a CLUC 90 property, the City might realize: (1) a reduction of expenses of approximately $300, (2) the proceeds from the sale of approximately $7,000 less expenses of cost to quiet title and cost to close of approximately of $3,500 for net proceeds of approximately $3,500, (3) an addition to the tax rolls of a home with an approximate value of $50,000 yielding recurring property taxes of approximately $250, (4) an undeterminable increase in the property values of the homes in the surrounding neighborhoods, and (5) an addition to in -fill Initiatives. Multiply these amounts by the total amount of actual CLUC 90 properties that might be sold and the result is a formidable strike to combat urban blight. (B) The Laredo Texas Plan: The City Manager, jointly with the Community Redevelopment Agency, shall explore the feasibility of implementing the Laredo, Texas Plan to develop the converted Cloc 90 parcels to the City's active tax rolls. Federal assistance will be sought to fund the implementation of the "Laredo Texas Plan." This Plan utilizes a housing corporation to develop the Cloc 90 parcels. 0 5. • (C) Federal, State and Foundation Grant Monies ® 6. Pursuant to the City's desire to maximize all opportunities to avail itself of federal, State, and foundation grant monies, the Mayor, City Commission, and City Administration will, on an ongoing basis, commit the necessary resources to aggressively seek said grant opportunities in Tallahassee, Washington, D.C., and all other venues that are lucrative. The City will immediately establish a relationship with the Governor's Budget Office to craft a FY '98 legislative strategy to insure additional revenue streams for the City of Miami. (D) Proposed Fire Rescue Assessment: (see page 56 of The Plan) In recognition that the potential legal challenges by the assessed property owners in Miami, I strongly urge the establishment of a formal hearing process, with appointed Hearing Officers, to review all appeals to the assessed fire rescue fee. By ordinance, I recommend that the City of Miami create a hearing process in which 1-3 Hearing Officers, appointed by the City Commission, will be paid on an hourly basis, and their qualifications shall be established by ordinance. The Hearing Officers will render written opinions and recommendations to the City Manager. The City Manager will review the Hearing Officers' findings, and make recommendations to the City Commission. The City Commission may hear the appeal in a quasi-judicial forum, or absent a decision to hear the case, the property owner may seek remedy in the appropriate court of jurisdiction. I urge the establishment of a "no exemption, full collection" requirement for all buildings that receive fire rescue service, other than churches, synagogues, temples, health care facilities and social service agencies provided, said entities are not for profit, institutional tax exempt properties in accordance with Florida State statute. This provision specifically will not exempt federal, state, local, or governmental institutions, including, but not limited to the City of Miami's General Services Administration, the Miami Sports and Exhibition Authority, Downtown Development Authority, Off Street Parking. (E) Fire Inspection Fee (see page 57 of The Plan) Although the previously approved Plan assumed that the Fire Inspection Fees of approximately $1 million would not be collected, the City Commission reserves its option to repeal (as approved by the Oversight Board) or to leave the Fire Inspection Fee in place. 60 0 (F) Solid Waste Fee: (see page 56 of the Plan) • 7. The Solid Waste Fee is an independent fee assessed to property owners. Its increase or decrease is the prerogative of the City regardless of the imposition of any other fees or taxes. It is recommended that the Solid Waste Fee be reduced to $55 per year, with an annual Cost of Living Adjustment (COLA), from $160, instead of its complete abolition. The revenues generated from this fee mould yield approxiamtely $3.5.million. The receipts of the proposed solid waste fee can support in part, the costs associated with the Core Initiatives to provide "Extensive Training, Certification, Basic and Continuing Education Employee Initiative." Additionally, this fee will assist in the support of creation of the Office of Legislative Budget and Support.. This solid waste fee should be linked to the changes in the City's boundaries. (G) Restore the Community Redevelonment Authority to a Quasi -Autonomous Entity. (See Page 86 Of The Plan) A) The Community Redevelopment Authority (CRA) is restored to its status as a quasi -autonomous entity as contemplated under State law. The City Commission will continue to serve as the Board of Directors of the CRA. The CRA will primarily utilize the private sector and contract resources. Additionally, the City will fully reimburse the CRA for March 31, 1997, unilateral We of the Miami Arena land to the Miami Sports and Exhibition Authority. (see City Manager's memo dated December 5, 1997). This was intended as a loan to the City's general fund, which must be repaid to avoid the CRA's default on its bonds. B) A study and plan to adjust the CRA boundaries must be accomplished before September 30, 1998. (H) The Neighborhood Jobs Program exists as division of the Community Development Department. As the City of Miami, the fourth poorest city in the nation, is on the brink of transitioning thousands of welfare recipients to work program, it is wise to examine closely the roles, resources and responsibilities of the Neighborhood Jobs Program. M. Pursue Strategic Investments for the City of Miami: A) The City must re-evaluate and restructure its relationship with Off -Street Parking B) Parking Garage Number Four. Upon the defeasance of the Convention Center Bonds, the Parking Garage to the Convention Center would be an asset available for EM sale. The cost of the Parking Garage was $15 million in 1980. The sale of this asset could yield approximately $17 million. C) MRC Building. The MRC Building was purchased at a cost of approximately 18 million from the issuance of $22,000,000 City of Miami Special Obligation Bonds (the "FPL Bonds"). It is recommended that the City Manager examine the possibility of a sale -lease back of the property to a developer interested in leasing out the unused portions of the property. If the property were to yield $18 million, then the City could elect to use these funds to either defease a portion of the debt or for any other purposes permitted by the issuance. The City would become a tenant, but cash flow would improve dramatically as the principal and interest portions attributable to the building would no longer drain revenues and property taxes on the portion of the building not being utilized by the City would be added back into the budget. This sale -lease back must remain off budget until it can occur with certainty. IV. Establish a Positive Partnershia with the Governor's Financial Emereencv Overnight Board We must nuture our partnership with the Governor's Financial Emergency Oversight Board at this time it is one of the most important weapons in our arsenal to reestablish Miami's fiscal health and positive image. A positive working relationship with the Board requires the Office of the Mayor, the Office of the City Manager and the entire City Commission to immediately establish a renewed mindset and attitude. We are not alone in our journey, we must begin to view those who have an investment in our community, the residents of Miami, the citizens of Miami -Dade County, Federal and State Legislators, and the Governor's Oversight Board, as our partners. The Board shares our goal and quest to return the City to financial stability. I have personally observed the Board's frustration with the City's failure to apprise it of certain substantive federal audit findings. Many of the Board Chairman's concerns are similar to those expounded by Mayor Suarez. The Board Chairman wants to expedite Miami's financial recovery, and thereby, absolve the Board of its oversight responsibilities. Clearly, the Board does not have an interest to become a permanent fixture of the City of Miami government. With this realization, we must use the "good offices" of the Board to positively contribute to the City's reestablishment of our financial well being. More specifically: A) The Governor's Financial Emergency Oversight Board should be briefed and kept fully informed of the City's efforts to use the Uniform Method to collect the proposed Fire Rescue Assessment. B) In consultation and coordination with the Board, the City should insure that the State of Florida makes early and prompt payment of the City's proposed Fire Rescue I-l LJ Assessment which will be imposed on all State owned property which receive fire rescue service in Miami. C) The City Administration shall enlist the Board and the Office of the Governor to enlist the Board and the Office of the Governor to encourage the federal government, Miami -Dade County Government, and the Dade County School Board to voluntarily remit the proposed Fire Rescue Assessment fees which will be imposed on them. D) In consultation with the Board, the City will seek the support of the Governor's Budget Office to propose legislation in the upcoming session to address the cities unfunded mandates, and secure state support to assist in the City's recovery from its financial emergency The City's team of experts, staff, consultants, and the volunteers who produced the Stierheim Report, and the Blue Ribbon Task Force Reports, have dedicated thousands of person hours to outline the recovery efforts for the City of Miami. Ultimately, it is encumbent upon us as the City Commission to demonstrate the political courage to make, what may be unpopular decisions in our respective districts, but for the benefit of our citizens and those yet unborn citizens of Miami. Faithfully, Arthu . Tee , Vice -Chairman Miami City Commission Enclosure cc: The Honorable Xavier Suarez The Honorable Chairman and Members of the Governor's Emergency Financial Oversight Board Mr. Frank Rollason, Interim City Manager Mr. Walter Foeman, City Clerk Mr. A. Quinn Jones, III, City Attorney • • WRITE PAPER -- FOR DISCUSSION ONLY REVISED FIVE YEAR FINANCIAL RECOVERY PLAN Arthur E. Teele, Jr., Vice Chairman, Miami City Commission 1. The Department of Off -Street Parking. In each of the last three fiscal years, the Department of Off -Street Parking ("DOSP") has generated net income in excess of $2 million. The City currently has outstanding parking facility bonds (the "Parking Bonds") issued for the benefit of DOSP in the aggregate principal amount of approximately $15 million. It is recommended that the Parking Bonds be defeased in order to release the payment of excess net revenues to the City and to free itself of the onerous conditions of the Bond Legislation. DOSP maintains restricted reserves of approximately $10 million. Of this amount, DOSP has designated $3 million for debt service on the Parking Bonds and $5 million for a proposed parking garage in Coconut Grove. [It is recommended that] DOSP surrender $8 million of the $10 million in restricted reserves (placing the construction of the proposed parking garage in temporary abeyance) as a partial repayment to the City for its defeasance of the Parking Bonds. Assuming continued excess net revenues equal to the past three years, plus the amount of debt service that no longer would be required to be paid, the City could expect an annual return of approximately $3 million to $3.5 million. The City Manager is requested to have all calculations and assumptions verified by the City's Assistant City Manager for Finance and Administration in conjunction with the auditors of DOSP and concurrence of the City's Bond Counsel and the City's Financial Advisor. 2. City of Miami/University of Miami James L. Knight International Center. The Convention Center currently operates at a net operating gain of $1 million, but a net loss after debt service of approximately $5 million. The pledge used to pay the debt service on the Convention Center Bonds includes an excise tax and a tourist development tax. The proportional amount of the net loss attributable to each of these sources is approximately $3 million and $2 million, respectively. The market value of the Convention Center is approximately $20 million to $35 million, given its current condition and possible use. [It is recommended that] the City place into escrow for the repayment of the Convention Center Bonds an amount equal to approximately $20 million to be derived from the sale of the FEC property and the repayment of funds from the restricted reserves of DOSP as mentioned above. [It is further recommended that] the Convention Center be sold for an amount not less than the remainder required after such deposit to fully defease the Convention Center Bonds and make such repayments (see above) as may be deemed necessary to convey the property to the purchaser. The result to the City from the sale and the funding of the escrow would be the defeasance of the Convention Center Bonds, thereby reducing the total debt of the City, and the release from a net loss of $5 million per year, plus a one-time payment of any overage that might result from the sale over the amounts required to be deposited. The City Manager is requested to have all calculations and assumptions verified by the City's Assistant City Manager for Finance and Administration in conjunction with the auditors of the City and concurrence of the City's Bond Counsel and the City's Financial Advisor. 11 Parking Garage Number Four. Upon the defeasance of the Convention Center Bonds, the Parking Garage to the Convention Center would be an asset available for sale. The cost of the Parking Garage was $15 million in 1980. The We of this asset could yield approximately $17 million. • WHITE PAPER -- FOR DISCUSSION ONLY REVISED FIVE YEAR FINANCIAL RECOVERY PLAN Arthur E. Teele, Jr., Vice Chairman, Miami City Commission CLUC 90 Properties and Vacant Government -Owned Lands. The City currently has liens on between 3 50 to 375 County Land Usage Code •90 ("CLUC 90") properties and has identified nearly 1,000 parcels of vacant government-owned land ("VGOL"). CLUC 90 properties have fallen into states of extreme disrepair and should escheat to the appropriate municipal or county government. Collectively, CLUC 90 properties cost the City between $100,000 to $200,000 per year in maintenance. VGOL is underutilized property that generally serves no useful purpose. The result of the sale of CLUC 90 properties and VGOL would be the reduction of the expenditure per annum on such properties, a portion of the proceeds from the sale of such properties to flow to the City, the inclusion of such properties on the tax rolls, the provision of affordable housing in targeted areas and the overall reduction of urban blight. For each sale of a CLUC 90 property, for example, the City might realize: (1) a reduction of expenses of approximately $300, (2) the proceeds from the sale of approximately $7,000 less expenses of cost to quiet title and cost to close of approximately of $3,500 for net proceeds of approximately $3,500, (3) an addition to the tax rolls of a home with an approximate value of $50,000 yielding recurring property taxes of approximately $250, (4) an undeterminable increase in the property values of the homes in the surrounding neighborhoods, and (5) an addition to in -fill initiatives. Multiply these amounts by the total amount of actual CLUC 90 properties or VGOL that might be sold and the result is a formidable strike to combat urban blight. ��, piai�a, 2,�_, mwoarw- - fiwq 0 WHITE PAPER -- FOR DISCUSSION ONLY REVISED FIVE YEAR FINANCIAL RECOVERY PLAN Arthur E. Teele, Jr., Vice Chairman, Miami City Commission Budgeting For Asset Sales and Privatization. In order to facilitate possible near term asset sales and privatizations that may occur in more than six months from the date of this of this white paper, it is recommended that the City Manager withhold in a separate account $500,000 from the sale of the. FEC tract for the use by the City in hiring consultants to conduct appraisals and feasibility studies in order to prioritize and bid out asset sales and possible privatizations. This amount would be in addtion to those amounts suggested by the current draft of the five year plan. - 4.. 0 - b o 97- 9R I (ATTACHMENT I) Increase Management, Audit and Legislative Oversight - The City needs to strengthen and enhance the City Clerk, Budget Office, Finance Department, Office of Audit and Management and Information Technology to provide additional oversight and contract compliance to the City, primarily Solid Waste and Community Development. If not eliminated, the solid waste fee could be used for the funding for this initiative. Enhance the Partnership with the. Governor's Emergency Financial Oversight Board - The Governor's Emergency Financial Oversight Board is the most important weapon in the arsenal to reestablish Miami's fiscal health and positive image. The City must regain its cooperative partnership with the Board by creating a positive mindset and attitude within the Office of the Mayor, the City Manager and the entire City Commission toward the Board and our mutual objectives. Personnel Initiatives Fill Executive Positions - The City has a number of executive management positions that must be filled in order to provide the leadership for the Administration. Some of these positions, such as two Assistant City Managers, Internal Auditor and Finance Director, require specific skills and a recruitment effort needs to begin. Along with this recruitment effort, a study of salaries and executive benefits needs to occur so that the best persons may be attracted and retained. Create Mid -Management Core - The City must hire additional and train existing mid - management for proper management and succession planning within the Administration. Over half of the senior management level personnel in the City will be eligible for retirement within two years. This makes it imperative to create a cadre of managers to continue the progress of the City. Establish Training and Education Policy - A key factor in the development and retention of the employees of the City is the opportunity for them to grow and develop in their positions. To accomplish this goal, a citywide training and education must become a priority for the City workforce. This will provide the method for employees to become eligible for advancement to higher positions and will also provide the City with a higher skilled and more valuable workforce. Establish Policy and Goals for Labor Negotiations - The four labor contracts of the various city employee bargaining units are subject to negotiation in the next twelve months. The Administration needs policy direction from the Mayor and City Commission on the policy and goals of these negotiations. Since personnel costs comprise the largest category of costs for the City, the implications of these negotiations cannot be minimized. 6 MIAMI ® MANAGEMENT DIRECTION �'�j � �l - 8 111 INFORMATION TECHNOLOGY Clearly, information technology will constitute a critical element in any strategic plan formulated by the City. Without adequate technology the City will not be able to effectively perform its vital functions. Appropriately utilized information technology can result in significant efficiencies and reduced costs of operations. However, the changes in this field are rapid and the considerable attention must be given to detailed planning for the use and acquisition of this technology. 1. Initiative: Engage an experienced consultant to assist City staff and volunteer experts in drafting a strategic plan for information technology. Benefit: Improves efficiency. Timeline: The consultant will be employed by April, 1998. Cost: The funding is included in the consulting dollars included in the operating budget. 2. Initiative: Create a comprehensive disaster recovery plan for immediate preservation of all vital City functions and restoration of remaining City functions within a short period of time. Benefit: Necessary for prudent contingency planning. Timeline: This plan will be completed by July, 1998. Cost: No direct cost. 40 MIAMI • MANAGEMENT AND PRO DUCTIVITY INITIATIVES ��- 935 City of Miami Implementation Schedule - Management and Productivity Initiatives APPROXIMATE� TIME TO IMPLEMENTATION INITIATIVE Q4 97 Q1 98 Q2 98 Q3 98 FYI 999 FY2000 FY2001 FY2002 FY2003 OVERVIEW Reorganization - Expedite the completion of the City X X X Manager's reorganization by filling key personnel positions. Reorganization - Establish a task force to continue the X X X reorganization of City services and implement its recommendations. Reorganization - Revise the budget preparation and X X X X X X X tracking process to reflect the organizational changes resulting from the task force recommendations. Incorporate Benchmarking and Performing X X X Measurement Practices - Provide training to key personnel (classified and unclassified) in all departments to develop and implement benchmarks and performance measures. These benchmarks and performance measures will be used in the preparation of the budget. Need to Fill Middle Management Positions - Identify X X and fill critical middle management positions. MIAMI • MANAGEMENT AND P R I '1 C T I V I T Y I MITI ATI V F_ R • City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Ramon (Ray) Flores, Area Director BellSouth Telecommunications, Inc. 150 West Flagler Street, Suite 1820 Miami, Florida 33130 (Attachment J) • 0 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Tew Cardenas Rebak Kellogg Lehman DeMaria & Tague, L.L.P. Miami Center, 26th Floor 201 South Biscayne Boulevard Miami, Florida 33131-4366 Attn: Santiago D. Echemendia, Esq. • City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Don Pearson 6629 Poinsettia Avenue South St. Petersburg, Florida 33707 • 0 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Ms. Kathi Rutter Eller Media Company 9202 N.W. 101 Street Medley, Florida 33178 L� r� U City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Jeffrey S. Bartel, Esq. Steel Hector & Davis LLP 4000 First Union Financial Center 200 South Biscayne Boulevard Miami, Florida 33131-2398 t C] n City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Ms. Kay Hathaway BFI Waste Systems of North America, Inc. 2380 College Avenue Davie, Florida 33317 • L� City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Frank Sofia, Comptroller AK Media/FL 5800 NW 77th Court Miami, Florida 33166 • 11 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Pierre -Daniel Bize, Director Project Development Montenay International Corp. 3225 Aviation Avenue, 4th Floor Miami, Florida 33133 t • City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 • Mr. Eli Feinberg EMF & Associates, Inc. One Datran Center 9100 South Dadeland Boulevard, Suite 900 Miami, Florida 33156-7815 1 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Martin Tritt 5261 LaGorce Drive Miami Beach, FL 33140 C] CJ City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Ms. Patricia Allen Downtown Development Authority 200 S. Biscayne Blvd., Ste. 1818 Miami, Florida 33131 04. to CD 2000 JTilll 13 Ai; 10: 3 It CITY GIF t"U'r-H. FL 0 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Ira Katz Bayfront Park Management 301 N. Biscayne Blvd. Miami, Florida 33132 • City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 C Ms. Sandra Elenberg, Administrator GESE Pension Office 1000 Brickell Avenue, Suite 1010 Miami, Florida 33131 City of Miami City. Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Clark Cook, Director Off -Street Parking Authority 190 NE 3rd Street Miami, Florida 33132 0 11 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 AFSCME, Local #1907 Charlie Cox 4011 W. Flagler Street, Suite 405 Miami, FL 33134 I 2000 JA 1'! 13 A1' 1110: 3 11 cil, OF I V,Iil, FL • • City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 ,IV • Fraternal Order of Police Lodge 420 Tony Rodriguez 710 S.W. 12th Avenue Miami, FL 33130 r City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 International Association of Firefighters Local 587 Tom Gabriel 2980 NW, South River Drive Miami, FL 33125 n U a City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Robert H. Nagle, Administrator City of Miami Fire Fighters' and Police Retirement Trust 2828 Coral Way, Suite 101 Miami, Florida 33145-3214 c f 11 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 I,�DµCDWQEZS I6SDC,tH-TI b--mS Ilaynesworth Village Property Owners Association Monique Taylor 7751 N.C. I3ayshore Ct. #51) Miami, FL 33138 CITY UF kii"I J, FL • City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Coral Gate Homeowners Association Doris Scheer 1840 Coral Gate Drive Miami, FL 33145 • C City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Coral Gate Homeowners Association Grace Garrrido 3620 S.W. 20th Street Miami, FL 33145 V �I • 7 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 11 Coconut Grove Village Council, Inc. David Gell .. 4245 Braganza Ave. Miami, FL 33133 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 . 0 Coconut Grove Chamber of Commerce Amy Simons 2820 McFarlane Road Miami, FL 33133 t City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Belle Meade Homeowners Association Bob Grill 764 N.F. 73rd Street Miami, FL 33138 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Bayside Residents Association Miguel Seco 700 N.E. 72nd Street Miami, FL 33181 99 • City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 11 C South Grove Homeowners Association Louis Wechsler -� P. O. Box 33048 Miami, FL 33133 i' City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 • Shorecrest Homeowners Association Y.O. Box 380204 Miami, FL 33138 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Shorecrest Homeowners Association Donald Sanderson 789 N.E. 80th Street =.� Miami, FL 33138 F • • City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Vizcaya Roads Homeowners Association Barbara Samet 3645 S.W. 1 st Avenue Miami, FL 33145 11 16 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Southgate Homeowners Association Donald Benjamin 417 N.W. 6th Street Miami, FL 33136 1 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Venetian Causeway Neighborhood Alliance c/o Helen Marie Gordich 1000 Venetian Way, Apt. #21 Miami, FL 33139 L City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Biscayne -West Neighborhood Assoc. Ms. Carol Christine 7500 N.C. 5th Avenue Miami, FL 33138 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 C Rose Gordon 6400 S.W. 50th Street Miami, FL 33155 1? City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Mr. Mariano J. Cruz 1227 N.W. 26th Street Miami, FL 33142-7639 E • City.of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 • Mr. Thelbert Johnakin 1000 N. W. 62nd Street Miami, FL 33150 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Ms. Dorothy Quintana 263 N.W. 34th Street Miami, FL 33127 U • City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 C7 Coconut Grove Civic Club Joyce Nelson 2535 Inagua Avenue Miami, Florida 33133 t: City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 rl • Natoma Homeowners Association P.O. Box 331757 Miami, FL 33233 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 U r] Morningside Civic Association Herb Stannard 5949 N.E. 6th Avenue Miami, FL 33137 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 Drickell Homeowner's Association Mr. Tori Jacobs 195 S.W. 15th Road #203 Miami, FL 33129 t U 0 City of Miami City Manager's Office 3500 Pan American Drive Miami, Florida 33133 • O.E.O.W. Community Improvement Association Mr. Frank Martel 1 N.E. 19th Street, Suite 300 Miami, FL 33132-1030 1 Attachment K) 11 DISTRIBUTIMLIST FOR THE REGULAR AGE? A PACKETS 11 CITY MALL MRC MAILROOM PRINT SHOP 3 - Carollo 1 - City Manager 1 - Lule Brennan 7 - Alejandro Vilarello 2 - Gort 5 - City Manager's 1— CRA 5 - Law Department 2 - Sanchez Office Chsiss Ascott (Leave packets at 2 - Regalado Chip Iglesias Print Shop. Law 2 - Winton (wlholes) Dept. will pkk up) 2 - Toole Bertha Henry 3 - City Clerk (wl holes) (Foeman & Esther/public Frank Rollason w/ holes & City Clerk - (w/ holes) Packet without holes) Marva Wiley (w/ holes) F-Ivi (w/holes) 1 - Public/Date of Meeting (wlholes) 1 - Manny Dias 1 - Jorge L.Hemanda 1 -Judy Carter 1 - Miami Herald 1 - Miami Today I -Coconut Grove Times 1 - El Semanal 1 — Sun -Sentinel Clty Hall = 16 Packets MRC = 15 Packets Mailroom=2 Pks PrintShop = 6 Pks. a: 38 TOTAL PACKETS 1) CITY CLERK'S OFFICE GETS 3 PACKETS AND AT LEAST 80 AGENDAS FOR DAY OF DISTRIBUTION (WITHOUT EXCEPTION). 2) AGENDA OFFICE GETS 80 AGENDAS ON THE DAY OF DISTRIBUTION (WITHOUT EXCEPTION). 3) MAILOUTS (APPROX. 50) MUST BE SENT OUT ON DAY OF DISTRIBUTION (WITHOUT EXCEPTION). NOTE: Graphic Reproductions (Print Shop) will print 200 agendas for meeting. N for MRC/mallouts. (dab of diMbudon) updated 05/t 7/2000 G 490 DISTRIBUTION LIST FOR THE PLANNING & ZONING AGENDA PACKETS C/TY HALL MRC MAILROOM PRINT SHOP 3 - Caroilo 1 - City Manager 1 - Luis Brannan 1 - Alejandro Vilarello 2 - Gort 5 - City Manager's 1- Ans Gelabert- 6 - Law Department 2 - Sanchez Offke Sanchez (Leave packets at 2 - Regalado Chip Iglesias 1 - Lourdes RIM Shop. Law 2 - Winton (w/holes) Slaayk/Arleen Dept. vAll pick up) 2 - Teale Bertha Henry Welntrsub 3 - City Clerk (w/ holes) 1 - Termite (Foemen & Esther/public Fronk Rollason Fernandez w/ holes S City Clerk - (w/ holes) 1 —CRA Packet without holes) Marva Wiley Chess Ascoa (w/ holes) Elvi (w/holes) 1 - Public/Date of Meeting (w/Iroles) 1 - Manny Diaz 1 - Jorge L.Hemanda I -Judy Carter 1 - Miami Herald 1 - Miami Today 1 - Coconut Grove Times 1 - EI Semanal 1 - Sun4ontinel City Hall =16 Packets MRC - 15 Packets Mailroom -5 Pke PdntShop = 7 Pks, . 43 TOTAL PACKETS 1) CITY CLERK'S OFFICE GETS 3 PACKETS AND AT LEAST 50 AGENDAS FOR DAY OF DISTRIBUTION (WITHOUT EXCEPTION), 2) AGENDA OFFICE GETS 80 AGENDAS ON THE DAY OF DISTRIBUTION (WITHOUT EXCEPTION). 3) MAILOUTS (APPROX. 50) MUST BE SENT OUT ON DAY OF DISTRIBUTION (WITHOUT EXCEPTION). NOTE: Graphic Reproductions (Print Shop) wDl Print200 agendas for meeting. 9 for MRC/mallouts. updated 05/17/2000 (dab o4 distribution) Go- 490 �1 0 CITY OF MIAMI, FLORIDA ,4 INTER -OFFICE MEMORANDUM TO: Vice Cl#rman Wifredo " y" Gort DATE June 2, 2000 FILE SUBJECT: Time certain City Clerk Agenda Item, June 8, 2000 Commission Meeting. FROM: Walter J. REFERENCES City Clerk ENCLOSURES: The purpose of this memorandum is to respectfully request that the above-cited item be scheduled after 2:00 p.m. for the Commission Meeting of June 8, 2000. This item deals with authorizing and directing the City Clerk, City Manager or his designee to enter into competitive negotiations with Daystar Inc., Decision Management, Inc., Xerox Corporation and any and all other providers of a comprehensive integrated document management and information retrieval system designed to support the legislative process. There will be some representatives attending the meeting who wish to provide information to the Commission on this item. Due to the fact that at least two of these representatives will be coming arriving from out- of-state, I respectfully request that this item not be taken up until after 2:00 p.m.. C: Members of the Commission