HomeMy WebLinkAbout2015-1019 Study Session PACKET
CITY OF
ASHLAND
CITY COUNCIL STUDY SESSION
AGENDA
Monday, October 19, 2015
Siskiyou Room, 51 Winburn Way
5: 30 p.m. Study Session
1. Public Input (15 minutes maximum)
2. Introduction of Recology Ashland General Manager, Gary Blake
3. Look Ahead review
4. Reeder Reservoir Water Quality Issues
5. Discussion of financial software replacement
6. Upgrade of Council Chamber video and audio equipment
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this
meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735-
2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to
ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1).
COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9. STARTING APRIL 15, 2014,
CHARTER CABLE WILL BROADCAST MEETINGS ON CHANNEL 180 OR 181.
VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US
CITY OF
ASHLAND
Council Communication
October 19, 2015, Study Session
Introduction of Recology Ashland General Manager Gary Blake
FROM:
Dave Kanner, city administrator, dave.kanner@ashland.or.us
SUMMARY:
Recology Ashland has hired a new general manager, Gary Blake, replacing Steve DiFabian, who
retired last spring. Mr. Blake will attend the October 19 study session for a brief introduction and
answer any questions the Council might have. A news release sent out earlier this month by Recology
is attached.
BACKGROUND AND POLICY IMPLICATIONS:
N/A
COUNCIL GOALS SUPPORTED
N/A
FISCAL IMPLICATIONS:
N/A
STAFF RECOMMENDATION AND REQUESTED ACTION:
N/A
SUGGESTED MOTIONS:
N/A.
ATTACHMENTS:
Recology Ashland news release
Page 1 of I
~r,
logy
P'shland
October 1, 2015
Press Release:
Recology Ashland is pleased to announce its new general manager, Gary
Blake. Gary has more than 14 years experience in the solid waste and
recycling industry in Oregon. Most recently, he served Allied Waste and
Republic Services in multiple roles, including Region Controller, General
Manager, and as Division Manager in the Grants Pass/Rogue Valley area.
Prior to that, Gary served as CFO and Controller for two Oregon
semiconductor companies.
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CITY OF
ASHLAND
Council Communication
October 19, 2015, Study Session
Reeder Reservoir Water Quality Issues
FROM:
Michael R. Faught, Public Works Director, Public Works Department, faughtm@ashland.or.us
SUMMARY
Dr. Jacob Kann will present and answer questions about his technical report, "Reeder Reservoir
Stratification Related to Water Quality, Nutrients and Reservoir Drawdown." There is no Council
action required.
BACKGROUND AND POLICY IMPLICATIONS:
Two years of severe drought have led to changes in the way staff manages Reeder Reservoir levels.
The current strategy is to keep the reservoir fill for as long as possible so there is sufficient water
supply for Ashland citizens until winter rains hit. Given the current weather patterns, this strategy is
working very well for the community. East and West Fork flows are at 2.69 mgd and our daily
demand is 3.3 mgd. The daily demand combined with meeting the in stream water rights has the
reservoir dropping about 3/4 of a percent per day. Staff projects that at the current demand rate, supply
should last us through to the rainy season.
Keeping the reservoir full during drought years is not only important to ensure that we have sufficient
water supply through a long warm and dry fall, but it also important for water quality reasons. Staff
uses Aquatic Ecosystem Sciences LLC, Jacob Kann, PhD, to monitor and recommend strategies to
manage water quality in Reeder Reservoir. To that end, Dr. Kann has submitted a technical
memorandum, "Reeder Reservoir Stratification Related to Water Quality, Nutrients and Reservoir
Drawdown" (see attached) for the City Council's review. In his report, Dr. Karin discusses the
importance of using water from the 30 foot level vs. drawing water from the 60 fool level.
Dr. Kann will attend the Council Study Session on October 19, 2015, to present the findings in his
technical report and answer any questions the Council may have regarding Reeder Reservoir water
quality issues.
COUNCIL GOALS SUPPORTED:
N/A
FISCAL IMPLICATIONS:
N/A
STAFF RECOMMENDATION AND REQUESTED ACTION:
N/A
Page 1 of 2
~r,
CITY OF
ASHLAND
SUGGESTED MOTION:
N/A
ATTACHMENTS:
Technical Memo
Page 2 of 2
Ir,
Aquaft Ecosystem Sclwmes LLC
www.aquatic-ecoselences.com JACOB KANN, Ph.D.
AQUATIC ECOLOGIST
y 295 East Main St., Suite 7
=r Ashland, OR 97520
Voice: 541-482-1575
Fax 541-552-1024
z >F' Email: jacob@aquatic-ecosciences.com
Y. ~
Technical Memorandum
Reeder Reservoir Stratification Related to Water Quality, Nutrients and
Reservoir Drawdown
Prepared for: City of Ashland
Prepared by: Jacob Kann, Ph.D.
Date: October 12, 2015
This intent of this memo is to provide a brief description of Reeder Reservoir stratification
dynamics and how water quality and nutrients change with depth in the reservoir. Such dynamics
then have implications for drawdown of the reservoir during the year.
Stratification in lakes and reservoirs develops with seasonal warmingI of surface waters that leads
to stable water column conditions that generally persist until late fall. In Reeder Reservoir this
pattern occurs annually, and data collection indicates that three discrete stratification layers begin to
form in June and persist until late November when seasonal mixing occurs (Figure la). These three
layers are termed "Epilimnion", "Metalimnion", and "Hypolimnion" and each are associated with a
set of environmental conditions and water quality. The epilimnion is in the upper water column and
consists of a mixed layer that has access to sunlight and tends to be the zone where algae can
photosynthesize. The metalimnion is a zone of rapidly changing temperature which tends to have
higher nutrients and is a transition zone to the deeper hypolimnion where dissolved oxygen (DO) is
very low to anaerobic, and nutrients are very high (nitrogen and phosphorus which are important for
algal growth).
As noted the upper epilimnion is the zone where algae proliferates in Reeder Reservoir and
recurring annual blooms of blue-green algae (Cyanobacteria) have led to taste and odor issues
(Figure 2). These cyanobacteria also have the potential to produce algal toxins and the City
regularly monitors for such toxins. Fortunately the characteristics of inflowing water to the
reservoir are such that the type of cyanobacteria currently growing are much less likely to produce
toxins. The East and West Fork inflows typically have moderate phosphorus concentrations and
very low nitrogen concentrations which leads to a particular type of cyanobacteria that can garner
nitrogen from the atmosphere (termed nitrogen fixation) through a specialized cell called a
heterocyst (Figure 2).
' Usually beginning in June for regions near our latitude.
z The stability is related to temperature related density differences such that warmer and less dense surface water
overlies more dense water lower in the water column. Once these differences occur in the water column a significant
amount of energy and/or cooling is required to overturn (mix) the reservoir.
0
a 2 Temp (°C)
~
r Epilnnni i1 1
❑ 25
❑ 23
8
s 21
19
Metalimnion 17
14 6 E15
018 13
20 Hypolimnion 11
22 i 9
24 ❑ 7
26 ❑ 5
28
5 6 7 8 9 10 11 12
b) Month
a o )u o
3
Epilimnion 10
3 Epilimnion Y -
fi . 20 fi .1.._........... _ . _ 20
[
g 30 e g aft
r r t
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-.w..1__..--•_---•-4-••-- Yli.`. .y.......~-. ......l... ~.-.r..1_--~.
! t I _a _Q
= L
3 S
r~s
G
~yC « Metalimnion IJ ..-.1..... .5.t .Y-.4_ f.. R... ~...r W-h
a Metalimnion
18 r..... Y......r fi0 .1 t8 ti fr f• z ..}..{..4.. fip
!
«
21 70 21 - _ - , - 7t1
24 f-----•j- - Hypolimnion Be 24 _F._.c .i. gp
R , . _ . Y:. ,
• • • ] lypolimnion
27 90 27 9I1
3 fi 9 12 15 is 21 a t 2 3 4 5 8 T 8 9 tc tt 12
Temp (°C) Dissolved Oxygen (mg/L)
Figure 1. Reeder Reservoir typical stratification pattern; a) seasonal heat map, b)individual summer
temperature profile, c) individual summer dissolved oxygen profile.
• rr 200x
s r Aphanizo~
- . i` n flas-txc{tta ,rs
• i
71
Y~ 400x
.
' hn rib 1,
hoeno)
Figure 2. "Typical blooms of nitrogen fixing cyanobacteria in Reeder Reservoir. These two genera
(Aphanizomenon and Dolichospermam/Anabaena) are most common and to date have not produced algal toxins
in Reeder Reservoir.
As these cyanobacteria grow (usually beginning in June) they bring a significant amount of nitrogen
into the system (through nitrogen fixation) as the season progresses. As algal cells die and settle out
of the water column nitrogen begins to build up in the lower hypolimnion layer (Table 1). The issue
with this nitrogen buildup with respect to reservoir drawdown is that should the reservoir get to the
point where there is enough sunlight for photosynthesis to occur in the lower levels where nutrients
are high (particularly nitrogen in the form of ammonia) algal blooms would be much more prolific.
However, the greatest risk is that the species present would likely shift from the currently dominant
nitrogen-fixing genera that rarely produce toxins to a non-nitrogen fixing cyanobacterial species
that very commonly produces toxins. This species is called Microcystis and tends to bloom under
conditions of both high nitrogen and high phosphorus.
Table 1. Reeder Reservoir nutrient concentrations 8/12/2015.
TOTAL-P SRP AMMONIA N03+N02 TOTAL-N
SJtMPLE ID (M-9m (mgll) M94) (r®glf) EmgA]
REFER Rt IM 0_029 0-016 <0_010 <0-010 0-081
REEDER RI 4M 0.037 0-116 <0.010 <0_010 0.123
REEDER R1 8.5M 0.032 0-020 0 t1.... ....4p. 10 0.067
REEDER RI 17_5M 0_120 0_071 - 0_113 0-057-"--, 0244
REEDER R1 24M 0246 0.091 0285 0.013 0.425
3 When the reservoir is high photosynthesis is restricted to the upper water column.
Microcystis is a common bloom-former in our region and is responsible for public health advisories
throughout Oregon when nitrogen is prevalent. Given the desire to decrease the risk of these blooms
in Reeder Reservoir, it is important to minimize photosynthesis from occurring in the high nutrient
hypolimnion. The temperature and dissolved oxygen profiles (Figure Ib,c) indicate that the stable
lower hypolimnion layer (with higher nutrients) generally begins around the 18 meter (60 ft.) depth;
and given sunlight penetration that is typically 6-10 meters, the drawdown level to avoid
photosynthesis in the hypolimnion would be about 9 meters (30') or the depth of the upper most
water intake to the treatment plant. Previous data indicates that the stable layer of low dissolved
oxygen extends from the reservoir bottom upwards to ---16 meters regardless of depth.
The most recent 2015 profiles show that dissolved oxygen is quite low from the 12 m level to the
reservoir bottom (Figure 3). Maintaining the reservoir above the 9 meter (30 ft.) level has the added
benefit of allowing the treatment plant to take water from the 30' intake level and avoid use of the
60' intake level (see Figure 1 b and c) that would entrain water containing anaerobic decomposition
products such as hydrogen sulfide. In addition, taste and odor compounds from algae tend to be
higher towards the surface so maintaining some distance from the plant intake to the surface is also
beneficial. Thus, if possible, an optimal drawdown regime would minimize risk of toxic
cyanobacteria blooms and avoid entraining anaerobic water. As the fall progresses and air
temperatures cool, greater water column mixing occurs until eventually the reservoir "turns over"
and anaerobic conditions dissipate. In addition, when the nutrient-rich bottom waters are mixed
upward later in the season, temperatures and sunlight generally inhibit algal growth. As such,
reservoir drawdown at that time does not pose the same risk as earlier in the season.
.
. .
.
.
. .
.
.
12
F
2
p 15
18
. .
21
24
O T
27 DO
d 2 4 6 8 10 12 14 16 18
T (deg C); DO (mg/L)
Figure 3. Reeder Reservoir temperature and dissolved oxygen profile; 9/23/2015.
CITY OF
ASHLAND
Council Communication
October 19, 2015, Study Session
Discussion of financial software replacement
FROM:
Lee Tuneberg, administrative services/finance services director, tuneberl(a ashland.or.us
SUMMARY
The City of Ashland's financial software (EDEN) is a Tyler product and is nearing end of life. Tyler
has submitted an attractive proposal for the city to migrate to its MUNIS product, saving time and
money. This conversion is not budgeted in this biennium but the opportunity and savings are
significant enough that staff recommends it be considered and, if acceptable, a supplemental budget be
adopted to move the project up on its timeline.
BACKGROUND AND POLICY IMPLICATIONS:
Ashland purchased the EDEN software via a bid process in 1999. In response to many operational
issues and to auditor comments on security, the city purchased Springbrook utility billing software in
2010. EDEN software is nearing end of life and will no longer receive upgrades or support.
Springbrook software has been a costly solution including higher than anticipated bank and portal
charges.
Tyler purchased competitor EDEN in 2002 and has offered the MUNIS financial software for years as
the advanced product to migrate to when ready. MUNIS also includes utility billing software that
appears more functional and less costly than Springbrook. Cities of Bend, Forest Grove and Grants
Pass were EDEN users and have chosen to migrate to MUNIS. Tyler has offered MUNIS to the City
of Ashland at an attractive price to promote migration from EDEN to MUNIS, keeping Ashland as a
customer and not having to support EDEN for the City. The cost to migrate to MUNIS is $725,500,
which is offset by saving in licensing and banking charges in future years.
Staff believed Ashland could wait to go through a bid process (using a consultant) in BN 2017-2019
thus reducing pressure on funding for other programs in the BN 2015-2017 process. Tyler's offer
came in too late in the budget process this spring to consider but it is good until January 1, 2016. Staff
sees it as an opportunity to start a conversion earlier, thus saving on a consultant, and RFP process, and
paying higher than acceptable banking charges and licensing fees related to Springbrook software.
See the attached report. The actual proposal from Tyler is omitted because it was extended to the city
under confidential cover.
COUNCIL GOALS SUPPORTED:
Any goal referencing monitoring, costing, funding, financial tools or financing an activity will benefit
from up-to-date financial software.
Administration and Governance ,goal:
Page 1 of 3
~r,
CITY OF
ASHLAND
Provide high quality, effective and efficient city services and governance in an accessible,
collaborative and fiscally responsible manner including goals 40 - 51
FISCAL IMPLICATIONS:
A conversion is not budgeted for BN 2015-2017 however there are certain amounts budgeted that, if a
migration were done, would go toward the new software rather than maintaining the old software.
These include software licensing, customization costs and third-party upgrades that would be absorbed
or not needed in the new software.
The net shortfall between what is budgeted this biennium and what will be spent for the migration is a
minimum of $322,111. In order to do the migration at least that amount would need to be borrowed,
presumably from the Equipment Fund. Only the actual amount needed of a higher amount authorized
would be used for the migration. Initial cash funding for the project should come from the excess
ending fund balance carried forward in the Central Service Fund, shown below reducing the amount
needed to be borrowed.
If the migration is done, the annual net savings per year in utility banking and portal fees and licensing
costs are estimated at $106,000 to $112,000. Depending on the timing of the migration, savings could
be realized during the second half of this biennium. These annual savings would be used to repay the
loan over the following four years (ending no later than FY 2019-2020) resulting in NO increase in
internal charges for this project and operational savings each year after that, in addition to avoiding
consultant costs for selection and conversion in BN 2017-2019. An overview of the budget
implications are as follows:
Software conversion costing
BN 2015-17 BN 2017-19
Year 1 Year 2 Year 1 Year 2
Operational Software Budget: Existing Appropriations Projected No conversion
Status Quo Subtotal $ 371,845 $ 334,440 $ 706,285 $ 371,124 $ 394,658 $ 765,782
Less:
Operational Costs Existing/Projected: $ 330,165 $ 149,687 r$ 479,852 $ 161,054 $ 173,283 $ 334,337
Costs with Proposed Migration: $ 360,427 $ 365,073 725,500 $ 104,141 $ 109,348 $ 213,489
Appropriations Shortfall:
BN 2015-17 $ (318,747) $ (180,320) $(499,067)
Savings in Appropriations
Available for Payback $ 105,929 $ 112,027 $ 217,956
Carry forward from BN 2013-15 $ 176,956 3 - 4 year payback to be
Internal borrowing - minimum $ (322,111) complete no later than FY21
The new software is expected to last between ten and twenty years if maintained as recommended
through internal licensing charges. All departments and utility customers will benefit from this
migration.
Page 2 of '3
rr,
CITY OF
-ASHLAND
STAFF RECOMMENDATION AND REQUESTED ACTION:
Staff requests direction on bringing forth a formal proposal for consideration including the necessary
internal or external funding of the project.
SUGGESTED MOTION:
N/A. This item is for discussion and direction to staff only.
ATTACHMENTS:
Internal memo dated September 21, 2015 from Administration Services/Finance Director
Conversion Costing worksheet
Internal memo dated August 12, 2015 from Finance
Internal memo dated August 15, 2015 from Community Development
Software timeline
Note: confidential information (details) omitted
Page 3 of 3
CITY OF
ASHLAND
Me~o
DAT : September 21. 2015
TO: Dave Kanner. City Administrator
I~ROM: Lee `l'uncber{u. I=inance Director
DEPT: Administrative Services
Attachments. Memo from Accounting. Customer Service & ComDev.Tentative proposal from Tyler
SU43,11 C : Soffiv4ire replacement
During the budget process last spring Nve discussed that the existing general ledger sofiivare and
integrated products used by Ashland are approaching their end-of=life. That means eventually there is
no support from the provider (1:DEN) with no updates or improvements. The no updates and
improvements condition occurs first and exists today. Staff is concerned that our functionality will not
be maintained into the next biennium as was first thcni~11ht vNhen we discussed whether the replacement
must occur this biennium or could wait until the next due to all the other pressing budget requests.
E.-,en though the MEN soft\\arc: ma\ still be around by the next biennium rye believe the city mill regret
Nyaiting until then to start a selection process or a conversion since it is likely to take several nears for it
to be complete. Staff recommences Nye take action to convert as scion as is operationally feasible.
The primary reason to consider changing notia even thoutu.h hmited money has been budgeted in 2015-
2017 is the current potential for a timely migration to a related software nacka<-:e with little hassle and at
a reasonable cost. Other tractors that would contribute to a decision to start the selection and conversion
no\y are as folio%%s:
1. Funetionalit-v: The basic reason to chane sooner is functionality. If I DL" was reliable to fix,
customize or improve the existing software there would be less t\orrv but without any
enhancements staff lyill be doing more ork-:grounds" as time goes on to accomplish existing
tasks and meet new demands. This is lost time and money and does nothing to extend this
software.
2. Customer Serer ice: As support diminishes our customers. both internal and external. will be
underserved. Even today some things are not possible and any time. effort and money spent oil
fixes or alternate approaches could also be considered r\astc.
Software cost: Current custtainization and related maintenance colts are incrc'asttti~, as much as
a year l\'ith no increased functionality. El. EN's limited support will diminish and still cost
more-
ADMINISTRATIVE SERVICES DEPARTMENT
D. L. Tuneberg, Director Te 541 H {s .
20 East Maha,~eet Fax:`Ai-5 2's9 ME
Asnantl Ore4cr:9752 T7 8wv'-7,~5-29X
vrfnv_as or-'is
CITY OF
ASHLAND
Me
4. Bank/portal fees: Ashland's bank and portal charges are exorbitant and climbing. A change
needs to occur If we want to reduce portal fees and banking charges and to,,et the process back
under reasonable control.
Delay's in advances: New softx\are brines enhancements and the potential for increased
functionality. N'aiting to change delay's these benefits, accepts inefficiencies and can only cost
more in the lonp, run. An example is online payment processing. The current sofmare LDEN
does not alloxx online payments with credit cards which negatively impacts many departments.
Springbrook should be replaced as part of any newv GI_ system so that all the issues mentioned
above are addressed. This vyould auto the Current. monthly. manual integration required with
Springbrook.
6"Iigration pricing: Tyler has offered a straight-forward migration ofall needed applications to
Munis (another Tyler product) that is reasonable. he pricing is likely to not he there or be
higher in two years or if we decide to utilize a full-blown bid process to determine our path.
7. Piggybacking/not bleeding edge: T akin,, this direct selection process is not unheard of or
uncommon. Other. similar Oregon agencies have already done the steadies or xveighed the
options and upgraded. Ashland could "piggyback`' offol'their work. Ashland will benefit from
the foundation work being laid by these other agencies. This benefit may not exist for Ashland
from other soft~N are providers.
8. Better use of existing budget: Finally, the BN 2015-17 includes payments for the higher costs
of I". EIN and Sprinubrook that will not reduce until a transition is made. Some of these fiends
would be better spent on the nevv software instead of maintaining less than optimal software.
Additionally. the Central Service Fund has it lar,,er fiend balance carry forwarc (approximatck
$175,000) than anticipated. ALL, departments and funds will get a benefit from an upgrade to
budgeting. financial reporting. costing etc. so what better use of these funds!
It. Timing: It could be nrucfa better to have the general ledger and budgeting applications in place
before the next budget process (Spring 2017) so that staff can be more efficient. accurate and
effective.
Summary
A transition takes time. Started by January 2010 means critical part,, will be done by June 2t)17. Some
lesser parts will carry into the 2017-2019 BN and that budget will require added appropriations !or it but
they va Ill be diminished if a migration is done with the lion share occurring before then. If a migration is
not done the city will need to budget added amounts for consulting -work. purchase and migration costs
in 2017-2019 with carry over into 2019-2021. Staring sooner hedges against future problems and
probable higher costs and has the great potential to use savings from exorbitant bank charges to help pay
off am borrm\Ing and conversion costs.
ADMINISTRATIVE SERVICES DEPARTMENT
D.1. Tuneberg, Director Tei; 547-488-53&1
K,,
East e.9ain Street Fa= 547-552 2;,5°
Ashland Oregor)9752G TT'r 80'_1-735-29Q-,
www.asheand onus
CITY OF
ASHLAND
Me
We have a known. current advantage right now. Follovving closeIN behind other Oregon governments.
especially those from southern Oregon will provide more clout to Ashland, Oregon's XNav of doing,
things and state-wide. common operational issues and practices will help Ashland suet the software
providers attention and create allies when steering the direction and functionality of commonly used
sol-m are.
Finally. staff is frustrated bN soltiN'arc companies that offer great products and services only to fall short
ofthe mark leaving little for a single agency to do. This is compounded iyhen the software company
implements proprietary practices that prohibit the customer from seeking alternatives in order to saVc
money. Springbrook has done both ofthese to the City of Ashland and other agencies. For better or-
rwrse E DENT software is rticrely aged and old technology. They did not take advantage ofthe situation
like Springbrook has and it would be good to transition away from Springbrook. All softwarc, good or
bad. a~gcs and eventually gets to cnd-of=line due to technolo(rv changes and competition. LDFN El as
bought out b\ 'l vier vears ago and Tyler is offering a path aN\ay from an aged product. Ashland can
resolve these issues in one fell swoop.
:attached is a budgetary worksheet comparing the costs of doing a migration from FT)EN arid
Springbrook to a comprehensive 'I'vler Munis package in 13N 2015-2017 as compared to waiting to BN
2017-2019 to go through a bid/Ri'P process. It is recommended that a bid process NvilI rewire outside
help in the form Of a consultant and that consulting service may need to extend through the award and
into implementation. The estimated savings from doing a migration sooner than a bid is approximatcly
5750.000.
Actual savings will be different depending on use ofa consultant and timing but the potential saving's
and improved operational efficiencies are Such 111,11 staff recommends the city take action no\. for
potential efficiency and costs sayings sake.
%N'hen considering the budget impact for migration there will be a need to adjust I3N 2015-2017. It is
estimated that tip 10 5350.000 would be needed as an inter-fiend loan from the J'quipmetu Fund in
addition 10 the utilization of the excess carry forward from 2013-2015 to fund the project. It is passible
the inter-fund loan could be paid offin 2017-2019 with budgetary savings in Central Services.
minirniz.ing the impact to other departments' internal service charges.
Consult the attachment for mare details on the city's use of these products. viable replacement software.
conversion costs and other information related to this recommendation.
- - - - - - - - - -
D. L. T e rNE SERVICES DEPARTMENT
D. L. Tunebneberg, Director Tel, 54'-d$8-53uG
23 East Main Street Fax 541-552-2j59
Ash'ana tlrenon97520 TTY. 800-735-2u990
wm,as)land c-.us
Software RFP Conversion Costinlo
B\ 2015-17 B\ 201 7-19
bear I fear 2 1"car I 1 car 2
Lxisting Budget: Fxktine Appropriations %oor conversion in rear 1
Sol'ttt aic Been iste Purchase. ink-,ration S 9()0,0()()
I DI \ S!ii?port C '+1,8-15 S 82.4-111 S 8((.%2
Sprin brook Suppott S 3(1,000 S 3(1.1(,1() S 1.5(1(1
\cvk SA'ttcare support S 1$2,000
13:onkna., tcC.(cstatlt)%.3'(1. c.u 13\ !.`-!7) f85.00U 185.{1(111 4 21-1.212 S 17.+,_'83
Cottsttliine scrccies - estimate S 100.000
Portal ch;.r+az _17,0(10 S 110(1 S 28, 350 S 28.350
SttttGtarc pu chase'conccnion - caimt ite
IVR czmtersion S ?t1.00t) S 10.000 Total S 10,500 S 11,025 Total
Total S 371,845 S 334,440 S 706,28, S 1.371,124 S 394,658 S 1,765,782
I-stitmncd at 5650.000 phis $259.000 ti?r iwl':Clsi„n costs. Ctc. lo be bid-
Fstitnated at 28%ofsolmare cost.
li constltant heeded to >clcct sol-tsrare. Slat he nccded thu LIL11 comci-ion,' :add 550.000 its year 2.
Conversion to 1VR a\ stem in 2015-2016 maiwt imcd. not purchased with ne+C ;;olwa re sn C • s} stem alrcadt put in place.
If Selection?Concersion approved 111/2016
Soli\\a-C licettsi1w llklrclln~c:
S ?I'ttEare sttppttri S 79.845
tic ilto:tre stapport S 26,000
Ban6in chat_))c - e tintatc S 197.320 S 149.681 S 161.054 5 17;.283
Portal Charges S 21.00(!
IVR CO!I% ton Lxistine S S - Total
Subtotal S 330,165 S 149,687 S 479,852 S 161,054 S 173,283 S 334,337
Plus:
Proposed Changes to Budget: llalfdossn
l icensina purchase S 164.315 S 82.158 5 82.158
;Annual liven inf. (51u pcr year increa~ S 92.916 S 42.1116 S +)7,{62 S 101410 S 107.%2
fltird par1N S 3.992 S 1,49( S 1.996
Itnple-mentation S 243,525 S 121.763 S 121.763
1 ormsr portinv,'dashboard setup S 40,000 S 20,000 S 20,000
Data comersiim 5 63.300 S 31,(1;50 S 31.65()
Consulting xrsius
Potl a! charees
IVR collNersion S 19,890 S 9.9115 S 9.915 Total S 1.7t)i S 1.786 Total
Subtotal S 627,938 S 360,127 S 365,(173 S 725,500 S 104.111 S 109,348 S 213.489
total S 690.592 S 514,760 S 1,205,352 S 265,195 S 282,631 S 547,826
Mi«ration in B\ 215-2017!. Bid in B\ 2017-21)19
Biennium Biennium Pour N Car-
2015-2017 2017-2019 total
Mizration in 13\ 2015-2017 S 1,205,352 S 547,826 S 1,753,178
tlelas to bid it in BV 2017-2019 S 706,285 S 1,765,782 S 2,472,067
Added cost to wait tsco sears tc, use consultant to bid softs%arc: S 718,889
Pritnars reasons for differential:
T NIer pro iding sAINNare discount for migration from ( DEA to Mums S 11.7?O
Consultant costs S 100.000
Spring -brook banking/portal fecs S ? 11,49 1
1'stintated liccnsing~coascrsion/other costs S 57.Ca48
S '18.889
CITY OF
- SHLAND►
Memo
DAME:: August 17. 2015
-1'0: lee -1 uneberg, Finance Director
17R(t\1: Hill Molnar, Community Development Director
DEPT: Community Development Department
RI: Pcrtnittin<g and inspection software upgrades
The Community Development Department began using. EDEN ystelns Permitting, and inspection
software in 1999 and it remains a core component of our department's daily activities, EDEN
Permitting is used as the primary means of entering permit review results by all City staff with review
responsibilities. The tracking of all planning actions. building, permits, Public Works permits; and the
recording of daily inspection results is conducted through the use of this software. Additionally the
receipting of all revenue associated with permits and fees within the Community Development
Department and Public Works Department is conducted in EDEN Permitting. allowing direct
coordination with the City's general ledger to ensure, efficient and accurate collection of payments.
Eden Permitting has not had substantial advancements in the last 15 years and lacks the web based
functionality and GIS integration that has become standard in modern permitting software. Further the
parent organization. Tyler Technologies Inc, acquired another more robust pennitting software company
(FnerGov) with the intent of offering such technological advancements. making any future
enhancements to EDEN Permitting unlikely.
The Community Development Department aims to increase efficiencies as well as provide ready access
to information to our customers and citizens at large. upgrading Ashland's permitting and inspection
software will serve to improve; the clarity, responsiveness and certainty of the development review
process. Transitioning to a more effective permitting system, with online c-permitting and electronic
plans review abilities. is expected to increase efficiencies as follows:
Contractors and other applicants can submit permit requests online saving them time and
expense. Mobile capability available in current building permit software options allows
Community Development Department
Bill Molnar, Director Te:541-468-5305 VAN
20 East Main Street Far: 541-552-2050
Ashland, Oregon 97520 TTY: 800-735-2800
www.ashland.or.us
CITY OF
-AS H LAN D
Me o
contractors to use mobile devices to apply for a permit. submit plan addendurns, and request
inspections right from the construction site. 'I'hcSe functions are increasingly demanded by our
customers.
• The ability for customers to check the status of a permit, or request inspections, via a web-based
interface will create efficiencies for contractors and residents, and our department.
• The ('ity's extensive: existing City Geographic Information Systems (GIS) data could be
integrated with Penilits. This functionality would help facilitate zoning verification, slope
analysis. location of floodplains. historic district overlay review. building permit and code
compliance history` all within the permitting software.
• City Staff conducting inspections could use mobile tablets to instantly access permit information
remotely, in the field at construction sites. and instantly record inspection results.
• Utilizing software that creates efficiencies in all steps of the process means we would he less
likely to experience backlogs when construction ramps up.
• With a transition to electronic plans review enabled by enhanced permitting software, both
penttit intake and inspections can be managed fully within the program. Automatic updates and
scheduled Ibllow-ups will ensure that paper filing systems can be phased out over time.
The Community Development Department recognizes that our existing permit software, is becoming
increasingly obsolete after having served the community well for the last 15 years. With Eden Systems
Permitting as it stands, we are unable to meet the expectations of citizens and customers in providing
ready access to information online- and we are unable to begin the transition to a paperless permitting
and inspection process which would increase overall efficiency.
We have evaluated multiple permitting software options over the last) vcars in anticipation ofthe
eventual need to upgrade our software. We found that each permitting software package reviewed could
be configured to meet the City's needs, and would constitute a dramatic improvement over the Eden
Permitting software we currently use. In ex-allating the Oregon State Accela e-pernnittin system we
found that to address Ashland's permitting and planning application processes Accela Automation
would need to be acquired and customized. We also evaluated Tyler Technologies ne-vvest permitting
software, EnerGov. which could readily be configured to meet our expectations of having web access
for customers and citizens. mobile access for inspectors, electronic plans review capability. GIS
integration. and general ledger compatibility.
In examining each software package independently we found that implementation costs and annual
licensing of these software packages were largely comparable as shown in the table below. The parity
between the competing software packages is largely achieved due to a discount from Tyler Technologies
Community Development Department
Bill Molnar, Director Tel: 541-488-5305
20 East Main Street Fax: 541-552.2050
Ashland, Oregon 97520 TTY: 800-735-290ro
www.ashland Or, US
CITY OF
ASHLAND
o
I:nerGov afforded to existing Eden Systems customers'. which offsets the State of Oregon subsidy of the
Accela software for Building Division related licensing and initiation Costs.
Accela Automation Customized EnerGov
(March 2013 estimate) (January 2015 estimate)
Initiation Costs Annual Costs I Initiation Costs Annual Costs
Licensing Cost $67,063 $21.795 $58,779 520,796
Totals
Configuration/Setup $107,505 $0 $121,000 $0
Cumulative Totals $174,568 $21,795 $179,779 $20,796
Oregon State BCD program subsidizes Building Includes $45000 Credit toward Licensing
Notes Permit software costs only, not Planning, Public initiation costs for existing Eden Permits and
l Works or Code Compliance. Land Management users.
In consideration of the Finance Department's evaluation of upgrading the. C'ite's core financial software
eve are supportive of efforts to coordinate the replacement of Eden Permitting as part of this effort.
Addressing each of these Cite software systems simultaneously should allow for lower implementation
costs. increased rollout speed, and enhance inter-departmental coordination.
In the event the City elects to hire a consultant to assess the needs of the City. the Community
Development department would like to participate on a inulti-departmcrltal panel to review proposals.
fLowe~er. given the ability to consolidate implementation efforts and realize costs savings in migrating
from Eden Systems to Tyler's upgraded financial and permit tracking soffivare offerings. the
Community Development department supports direct discussions with Tyler Technologies regarding
procurement of the upgraded software packages.
Community Development Department
Bill Molnar, Director Tel:541-488-5305 1
20 East Main Street Fax: 541-552-2050
Ashland, Oregon 97520 TTY; 804-735.2900
vrww.ashland_or.us
CITY OF
-ASHLAND
Me o
DATE: August 12. ?(l 15
TO: LCe Tuneberg_ Finance Director
FROM: Cindy Flanks, Accounting Manager
DEPT: Finance Department
RE: Nexv software
The Eden financial software, purchased in 1999, is going to sunset in the near future, meaning that the
provider will no longer support the system (-exact date to be determined). Eden was purchased by Tyler
Technologies in late 2003). At that point Tyler had acquired multiple govenimental software companies,
with the goal of eventually merging all to one multi-faceted software system for governmental
accounting. Although Tyler will continue to support the Eden software in the near term, no major
updates or enhancements to the system are planned.
The Cin° uses Eden for Financials. Pavroll. Budgeting. Purchasing, Fred Assets, Inventory, Human
Resources, Licensing, Project accounting and Permitting. These functions are all critical to meeting
state, federal and local requirements. Please note that there are still a few features to Eden tht have not
been implemented due to timing; and operational shortfalls. The Eden core software system (operating
system) hasn't changed since purchase. XVliilc the system is still functioning:, the demands placed on
this legacy system for more information. more reports and more functionality drive the need to move to
a more modern software system. Most software providers nova offer or are moving to a "cloud-based"
solution. NO such option is available for the current [,den system.
Cloud solutions utilize web based operations not normally hosted on a city-owned server.
I believe there are two realistic approaches to deal with our end-of-life financial system.
1) Path one is to hire a consultant to assess the needs of the City and each department as they relate
to each component of the Eden software and develop an RFP for the procurement ofa
replacement system. Assuming a reasonable response to the RFP. with the assistance of the
consultant, a multi-department panel would be created to review, rank and recommend the RFP
FINANCE DEPARTMENT
D. L. Tuneberg, Director Tel; 541488-5300
20 East Main Street Fax: 541488-5311
Ashland Oregon 97520 TTY: 800-735.2900
www.ashland or.us
CITY OF
ASHLAND
o
submittals. On-sight visits may be required, using a consultant would require competitively
bidding the service and is estimated to cost at least 550.000 anti perhaps in excess of S100,000.
Final bid for a comprehensive package is likely to exceed $1 million in addition to the cost of a
consultant to assess and possible assist along the way.
2) Path two is to stay with Tyler "technologies and migrate the current Eden software modules to
another product offered by Tyler. A probable solution is Tvlet's very robust system called
Munis. Tyler is offering the Muni system to existing customers at a reduced price most
assuredly to retair7 the client and to recognize the simplified approach required to migrate rather
than re-bid and lose the customer.
Both of'the above options have risks to them. There is no software that is perfect and that can meet all
of our needs. Ilov ever- 1 believe the best option would be to migrate to the Munis System. For the cost
and the below list of modules it makes the best use of City funds.
An initial discussion with Tyler regarding an upgrade to their complete, integrated system indicated a
cost of" purchase well under $200,000 with conversion and third party fees under $360.000. As with all
software providers there is an annual license for support on the applications and that is estimated to be
approximately $93.000. Ashland currently budgets and pays $141.000 in annual fees to Eden and
Springbrook so the entire new package would have $4$,000 positive (savings) impact each year beyond
the purchase/conversion price.
The total includes the modules listed below as vvell as data conversion from our existing Eden Systems
modules. Use of'a consultant by the City is optional.
Financials (General Ledgci 13udIn~Cntorr/Fixed Assets purchasing
- -
Pavroll Pmleq and Grant Accounting Accounts Receivable
Utility Billing IIuman Resources Employee Access Portal (HR)
Work Orders (P' /Lic. Operations) i Permits and Inspections Business Licenses
Fleet and Facilittc s M`~rnt Content Manager Citizen Access Portal
a_
User Dashboard Special Assessments
Report Writer
Some of the features of Munis are highlighted below. Much ol~the information described below is not
available to us in our current system.
Financial Core - This is the general ledger. purchasing and accounts payable. These functions
are more streamline 'r'SFith current business practices. They feature electronic approvals with each
FINANCE DEPARTMENT
D, L. Tuneberg, Director Tel 541 X188-5300
20 East Main Street Fax: 541488-5311 Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
CITY OF
ASHLAND
Memo
module. There support use of 'P cards which can streamline the purchasing process, providing
efficiencies. I"here is an auto correct feature that corrects all documents Nvithin the sub ledgers.
For example it 'a PO was issued to an incorrect account number and was paid to that incorrect
number, the single correction is documented in all systems and readily viewable by all users.
Dashboard This is a web based tool that allows users to launch programs and other applications
from a single xvork area, Wet) parts (think of apps on your smart phone) can be added to the
dashboard on a per user basis. It simplifies sharing information and shows critical data such as
workflow approval.. notifications and date-based alerts. Collections for Account Receivable,
track budgets against YTD figures.
Tvier Reporting; Services This is for reports and queries in formats that are unique and
customized to the City and helps provides the right information. This service trains staff on
using the standard reports and creating our own. The data is presented in a simplified structure
for staff to be able to use.
Content Manaa er This is product that is similar to Laserfiche. Ilowever. this module takes all
system generated processes such as accounts payable checks (Purchasing orders, V? s) and
links it to the vendor information. Also. it allows scanning of invoices and scanned documents
are linked to the vendor files, It supports query on any of the texts.
Pavroll - A true employee self service xveb portal where employees can see all their pay data
including bi-xveckly paychecks. they can make changes to their W-4. change dependents,
addresses, etc that integrates back to the HR application. There is a paycheck simulator. « iere
employees ca:n input data to come up with an estimate. This contains a true online timesheet
function as well.
I IIZ- This provides the ability to produce and track the status ofpersonnel action forms (I'AF"s)
from the system. This also coordinates with NF'OGOV. HR's current employment application
processing web app. Other features include the monitoring of open positions.. management of
events such as next per('ormance reviews, steep increases, etc.
Utility Billing - Please see attached memo from Customer Services Supervisor Bryn Morrison.
Report writer- Mums offers free report writing for any reports that take two hours or less of work
to produce.
FINANCE DEPARTMENT
D. L. Tuneberg, Director Tel: 541.488-5300 VIA
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or,us
CITY OF
ASHLAND
Me
Permits and Inspections - Please see attached memo from Community Development [department
Below is a summary of recent discussions with other jurisdictions in our area regarding their
current soft vare systems. their level of satisfaction, their Current or future plans for changes, and
what they are doing for their so tiware needs.
• City of Grants pass - Ifired a consultant and previewed Tyler and Springbrook.
Thee chose Tyler -'Tunis
• Citv of Medford - I lired a consultant and is in the process of reviewing T'yler-
Munis and One Solution.
• City of Corvallis - Selected One Solution but stopped mid-implementation and
dropped One Solution.
Citv of Bend - Hired a consultant and Selected Tyler - Munis
• Citv of Forest Grove - Currently evaluating Tyler Munis
• Benton Countv - Currently evaluating Tyler - Munis
The examples above seem to indicate that in the recent past a consultant approach for similar
organizations has resulted in a Munis selection in Grants Pass and Bend.. Also, similar sized
organizations with similar complexities like. Forest Grove consider Munis as a viable solution.
In my opinion, the City is at a point with the laden Systems software `.Vhere the current
deficiencies within Eden are becoming more prevalent. We cannot implement desired business
changes 'Within our current software. We cannot provide necessary- reports. We cannot meet
current demands [or data requests and many functions require a challenging amount of "work-
aroundsor manual effort from the Accounting staff and other departments.
It is mfr recommendation that staff consult with the Legal department to determine the
appropriate steps for a software upgrade,linigration to the Munis suite of software packages and.
if accepted; the City begin more detailed discussions with Tyler regarding a more formal quote
for the "path two" solution.
FINANCE DEPARTMENT
D. L Tuneberg, Director Tel: 541-488-5300
20 East Plain Street Fax: 541A88-5371
Ashland, Oregon 97520 TTY: 800-735-2000
www.ashiand.or.us
Timeline of Key CoA Software Milestones Primarily General Ledger and Utility Billing
1. About 1999 the city bid and awarded a financial software contract to EDEN. Conversion of
applications, as warranted, continued for multiple years. Some applications were never
employed due to timing and staffing direction.
2. Utility billing software remained "home grown" and was not included in the financial package
purchase and conversion.
3. About 2003 EDEN was acquired by Tyler.
4. About 2004 the city acquired Incode Courts software directly from Tyler.
5. During fiscal Years 2005-2012 the home grown utility software failed audit security and control
requirements. Efforts were ongoing to comply but eventually staff and auditors agreed it has to
be replaced by an outside software.
6. In 2010 the city bids utility services and awarded to Springbrook. EDEN bid its utility software
but functionality was stated by them to be lacking... there were things they felt they could not do
Springbrook said they could do the things requested with customization. The other bidder was
COG and its estimate for utility billing alone was well above $500,000.
7. City went live with Springbrook UB in 2012 but the software is clunky, costly to run and not very
efficient. Many of the bid features required customization and that has an ongoing cost. Staff
reviewed options with Legal and found little recourse so implementation and customization
continued.
8. June 2013 Tyler indicated no need to change from EDEN financials in the foreseeable future and
offered migration to Muni as a planned path whenever decided by the customer.
9. January 2015 staff raised the impending financial software conversion but does not budget
replacement due to all other financial demands, thinking that EDEN will last into the next
biennium with preliminary work for replacement being achieved by June 30, 2017..
10. Staff requested information on migration and received an estimate for migration good through
January 1, 2016, However, staff is unsure about functionality of Munis and the benefits of
migrating over going to bid.
11. Accounting staff attended Tyler conference to view Munis software and to discuss with other
users their plans to migrate or bid. Their first impression is that Munis is very viable and many
agencies are taking advantage of Tyler's offer to not charge additional licensing for migration, in
essence to keep pricing with the amounts currently contracted..
12. August 2015 staff submitted report reflecting history, feasibility, peer research and pricing of
migration including confirmation that Tyler is the sole provider/developer/modifier of Munis for
purposes of bidding or migration and/or maintenance.
13. September 2015 staff evaluates the potential of migrating to Tyler Munis sooner than planned
including the replacement of Springbrook due to the considerable customization, related costs
and less-than-efficient operations of the software and Springbrook customer service.
Note:
14. Support of EDEN financial software will eventually cease. The city has to migrate or bid new
software. Investment of additional time and money into EDEN and peripheral software should
be considered unworthy. Some may still be required if conversion is delayed to BN 2017-19.
15. Migration is very viable and perceived to be less costly than bidding and starting from scratch
with anew software provider. Migration within the software held by the same company seems
to be unfettered by the requirement to bid services.
16. Tyler, who owns EDEN has a well-known and perceived to be a very good product called Munis.
Tyler has planned for customers to easily migrate to Munis and offers incentives to do so.
17. Tyler has provided an estimate for migration from EDEN/Springbrook to Munis good to 1/2016.
18. Munis includes many other applications like utility billing that appear to be more comprehensive
than Springbrook.
19, Many similar government agencies in Oregon are in the same spot and already bidding,
negotiating or studying a migration to Tyler Munis . At least one has failed with bids to another
software provider and are considering Munis at this point.
20. Ashland Finance Department recommends the City consider the same migration,
CITY OF
ASHLAND
Council Communication
October 19, 2015, Study Session
Upgrade of Council Chamber Video and Audio Equipment
FROM:
Dave Kanner, city administrator, dave.kanner a ashland.or.us
SUMMARY:
Rogue Valley Community Television (RVTV) has provided the City with a proposal to upgrade video and
audio equipment in the Council chambers as well as a proposal to upgrade its regional network in order to
provide an HD-quality cablecast of Council meetings. Funds can be made available for this from the
Facilities Capital Improvement Fund. Council approval is not required, but given the interest expressed in
this subject by several members of the Council, staff will present the proposal for information only. If time
allows and information is available, Council will also be provided with an update on efforts to locate an air
quality monitor in Ashland.
BACKGROUND AND POLICY IMPLICATIONS:
The video and audio equipment in the Council chambers is quite dated and not compatible the higher-
quality digital equipment that is now the industry standard for live broadcasts, such as broadcasts of
Council meetings and other City meetings. The sound system has experienced chronic volume and
feedback problems that we have been unable to correct.
Last spring, staff asked RVTV to provide a proposal for upgrading the equipment in the Council chamber.
This proposal, unfortunately, was not received until after the BN 2015-17 budget had been adopted, so it
was not included in the budget as a separate appropriation. RVTV has since added to its proposal a plan to
upgrade its networks to improve the broadcast quality throughout its service area. This will require the
cooperation and financial commitment of Medford, Grants Pass, Jackson County (all of whom have already
agreed) and Ashland.
The cost to Ashland for the equipment upgrade is $38,270. The City's share of cost of the network upgrade
is $12,000. Funds are budgeted and available in the Facilities Maintenance Capital Improvements Fund.
The City routinely budgets unassigned funds for "City facility upgrades and maintenance." These are
funds that provide money for unforeseen repair, renovation and upgrade needs through the course of the
budget cycle. There is a total of $250,000 budgeted in the current biennium. The City has not spent all of
this money in any previous budget cycle, so even though this $50,000 expenditure represents a significant
piece of the available funds, history indicates that the risk of needing this money for other needs later in the
biennium is low.
COUNCIL GOALS SUPPORTED
2. Promote effective citizen communication and engagement
2.3 Evaluate existing communication tools currently in use, such as:
2.3.c RVTV
Page 1 of 2
1~,
CITY OF
ASHLAND
FISCAL IMPLICATIONS:
N/A
STAFF RECOMMENDATION AND REQUESTED ACTION:
N/A
SUGGESTED MOTIONS:
N/A. This item is for discussion only.
ATTACHMENTS:
Proposal from RVTV for Council chamber equipment upgrades.
Analog to Digital Transmission Upgrade Plan
Page 2 of 2
11FALAR
Southern Oregon University
Nicholas Brandt, Technology Consultant
1250 Siskiyou Blvd
Ashland Oregon 97520
(541) 292-7811
City of Ashland
20 East Main Street Ashland Oregon 97520
Phone: (541) 488-6002 Fax: (541) 488 5811
Dave Kanner, City Administrator
Southern Oregon University (SOU) is pleased to provide the following plan for the design and
build of the City Council Chambers Refresh Project. The principal object of this project is to
update the technology used in the chambers to reflect current High Definition audio and video
presentation standards. The complete scope of work is below:
SCOPE OF WORK:
Audio Reinforcement:
• Replace current speakers and power amplifier with a full range sound system to
adequately meet the needs of the presentation space with a 70 Volt speaker system
utilizing six (6) speakers in the chamber and two (2) speakers in the lobby using one (1)
low power amplifier to eliminate feedback.
• Take relevant measurements of the acoustical properties of the Chambers (e.g.
reverberation, resonances, reflectivity) and make adjustments to facilitate the best
possible sound-reproduction and minimize the risk of feedback. This will include active
feedback reduction and graphic EQ processing.
• Add one (1) 8-channel automatic mixers (Shure SCM810). Since feedback has been an
issue in the past, incorporate active feedback elimination via outboard gear, to maximize
gain before feedback.
• Provide audio outputs from the sound system to new SD card based recorder
• Provide audio press feed at presentation table.
• Pull new terminated wiring required for the audio and video systems using existing open
cable pathways.
Broadcast Recording System:
• Design and implement a High-Definition (HD) audio/video production system with a
Tricaster Mini and four (4) panasonic HE 40 HDMi Cameras with the required
controllers
• Install video-production equipment in the control room in the Council Chambers with
modified furniture.
• interface with current presentation through iVGA and provide a program output to all
existing displays
Presentation System:
• Provide and install two (2) 65 inch commercial grade flat panel TVs. Use UL approved
wall mounts to install one TV on each side of the chambers. Commercial grade monitors
are warrantied by the manufacturer to be used on government and commercial locations,
are built with higher quality parts and rated to run for long periods of time.
• Connect new monitors to the existing PC Presentation system.
• Connect new monitors to broadcast feed from the booth.
Design and Project Management:
• Manage all work with City Departments on all required physical room changes and
electrical additions.
• Provide design drawings for approval if requested.
• Provide as-built drawings and wiring diagrams upon completion.
• Provide training for Staff on all new technologies implemented in this project.
Total Council Chambers Project Cost: $38,270.75
Cost
• Audio Reinforcement ONLY $12,400
• Audio Reinforcement PLUS Broadcast System Upgrade $34,090.75
• Audio Reinforcement PLUS Broadcast System Upgrade PLUS 65" TVs $38,270.75
NOTE: All systems include upgrade to digital transmission to RVTV from the chambers.
Exclusions
• The City will be responsible for providing power at each camera and TV location and all
wiring not in surface mounted conduits,
• Permits (none required)
• Any work not expressly outlined in this proposal and subject to a change order.
Digital Media Center at Southern Oregon University (RVTV)
Analog to Digital Transmission Upgrade Plan
Prepared by Nicholas Brandt
Chief Consultant, Brandt Media
nick@brandtmediasolutions.com
(541) 292-7811
The Digital Media Center (DMC) on the campus of Southern Oregon University (SOU) has been
the public education and government provider forJackson and Josephine County since 1998. Known on
cablecast as Rogue Valley Community Television (RVTV) the station serves Jackson and Josephine
counties as well and the cities of Medford, Ashland, Grants Pass and Eagle Point.
In 2010, The DMC made upgrades to its internal master control and studio systems to be ready
for the transition to digital. The current system in place, a Telvue B1000 Hypercaster capable of digital as
well as High Definition (HD) acquisition and playback, was completed in 2011 alongside an HD studio
upgrade. On its own. the new master control system is digital and HD capable. However, due to the
required analog feed to Charter, the primary cable provider, most of the analog equipment was kept in
place and adapted to the new digital server.
To complete a full transition from analog to digital, RVTV will upgrade the following equipment
at RVTV to provide a digital signal to the regional cable providers:
1. One Blackmagic HD-SDI Router: All digital routing and switching in Master Control
2. Four Blonder Tongue HD Encoders: All HD encoding on all sources in Master Control
3. One Elemental Live Server: HD streaming optimized for all devices including phones and tablets.
4. Four Drake channel encoders: Both HD and SD channels for all cable outlets (Ashland Home Net
and Campus Cable will accept HD channels but Charter will not, due to a lack of contractual
obligation. However, the HD channels will be there when Charter is ready to accept them.)
For the City of Ashland and its constituents, the RVTV transition from analog to digital would have these
immediate effects:
1. Cleaner, clearer digital picture for all customers on Charter and Ashland Home Net.
2. A picture and sound quality optimized for Charter's new digital cable set top boxes.
3. HD Streaming and Video-on-Demand optimized for all devices including phones and tablets.
4. A system designed to take full advantage of the quality of the City's upgraded council chambers.
The cost of the RVTV transition to digital is approximately $48,000. This cost is being shared among the
four major partners served by RVTV, requesting approximately $12,000 from each partner.