RAMSEY COUNTY STRATEGIC FACILITY PLAN...RAMSEY COUNTY STRATEGIC FACILITY PLAN 2014-2024 Susan...

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Provide the right services in the right locations, and in facilities that meet the needs of County staff and residents. RAMSEY COUNTY STRATEGIC FACILITY PLAN 2014 - 2024 April 15, 2014

Transcript of RAMSEY COUNTY STRATEGIC FACILITY PLAN...RAMSEY COUNTY STRATEGIC FACILITY PLAN 2014-2024 Susan...

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Provide the right services in the right locations, and in facilities that meet the needs of County staff and residents.

RAMSEY COUNTY STRATEGIC FACILITY PLAN

2014 - 2024

April 15, 2014

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 2014-2024

Susan Nemitz, Library

Mark Oswald, Property Records and Revenue

Carol Roberts, Community Corrections

Karen Saltis, Community Human Services

Jim Tolaas, Public Works

Maria Wetherall, Veterans Services

Scott Williams, Emergency Communications

Susan Winslow, Community Human Services

Cameron Counters, Community Human Services

Mark Herzfeld, Community Human Services

Susan Keskinen, Community Human Services

Chris Ulrich, Information Services GIS

Report prepared for Ramsey County Matt Bostrom, County Sheriff

Patricia Brady, Workforce Solutions

Kim Boyce, University of Minnesota Extension Service

Diane Carlson, 2nd Judicial District Court

John Choi, County Attorney

Judd Freed, Emergency Management and Homeland Security

Lori Hedican, Medical Examiner

Diane Holmgren, Public Health

Laurie Lindahl, Community Corrections

Greg Mack, Parks and Recreation

Monty Martin, Community Human Services

Michael McGee, Medical Examiner

Rina McManus, Public Health

Lee Mehrkens, Finance

Dave Metusalem, County Sheriff

Blake Huffman - District 1

Mary Jo McGuire - District 2

Janice Rettman - District 3

Toni Carter - District 4

Rafael Ortega - District 5

Jim McDonough - District 6

Victoria Reinhardt - District 7

Bruce Thompson, Property Management

Ryan O’Connor, Policy and Planning

Carol Morphew, Property Management

Special Thanks to

Julie Kleinschmidt, County Manager

Mary Karcz, Policy and Planning

Johanna Berg, Information Services

Gail Blackstone, Human Resources

Report prepared by RSP i_SPACE

Mike Lyner, Principal-in-Charge

Alan Edgar, Project Manager and Facilities Strategist

Ellison Yahner, Planning Strategist

Shannon Crenshaw, Workplace Strategist

Jon Commers, Real Estate Strategist (Donjek)

Blaine Hackett, Geospatial Strategist (Flat Rock Geographics)

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TABLE OF CONTENTSVeterans Services 58Workforce Solutions 592nd Judicial Courts 61

Service Demand 63

Demographics Overview 64Service Areas, Including Concentrations of Extreme and High Poverty 69Transit, Bikeways, and Pedestrian Connections 70

Facilities Evaluation Report 75

Recommendations 85

Objectives 88Recommendations 89Guiding Principles 87Next Steps 87

Endnotes and Sources 99

Appendix Attached

Executive Summary 1

Visioning Workshop 9

Discovery Phase Findings 15

Core Services 19Service Delivery 22Departmental Adjacencies 24Common Interview Themes 25

Department Interview Summaries 29

Community Corrections 30Community Human Services 32County Attorney 36County Manager 38County Sheriff 39Emergency Communications (911 Call Center) 41Emergency Management and Homeland Security 42Extension Services, University of Minnesota 43Finance 44Human Resources 45Information Services 46Library 47Medical Examiner 49Parks and Recreation 50Property Management 51Property Records and Revenue 52Public Health 53Public Works 57

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EXECUTIVE SUMMARY

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EXECUTIVE SUMMARY

DIVERGENT IDEAS COMBINED WITH PARALLEL EFFORTS BRINGS FOCUSED VISION.

STRATEGIC PLANNING

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EXECUTIVE SUMMARY

Ramsey County, Minnesota commissioned the consultant team, led by RSP i_SPACE, to assist in developing a Strategic Facility Plan (SFP) to provide a framework for facility-related decisions over the next ten years. The recommendations derived from this study are formulated using criteria that includes the initial goal of positioning the right services in the right locations, and in facilities that meet the needs of County residents and staff.

Specifically, the aim of the Strategic Facility Plan is to align the County’s overall mission with a long-term plan for the County’s owned and leased facilities. Unlike Master or Tactical Plans that study and provide general design guidelines for a facility, floorplan or campus, this Strategic Facility Plan provides a high-level county-wide recommendation that combines the needs of County departments.

PROCESS

The six month process to complete the Strategic Facility Plan for Ramsey County was divided into three phases:

1. A Visioning Workshop with the County Board held November 26, 2013;

2. A Discovery Phase that included a review and analysis of existing County materials (including building condition reports, lease agreements, service areas, modes of transit, fiber optic routes, concentrated areas of financial poverty information, and population projections) as well as interviews with department leaders and real estate professionals;

3. A Recommendation Phase for the next ten years. Decisions were based upon objectives established during the Visioning Workshop and Discovery Phase.

KEY THEMES / CONSIDERATIONS

Key themes and considerations emerged from the Visioning Workshop and Discovery Phase. Three overarching themes form the basis for the objectives used to make facility decisions. These include the importance of access to services, an interest in department co-location (both department staff, as well as co-locating with other departments)

and the impact of facilities located on sites that have the potential to generate private sector development and economic development.

“Welcome to County Services” was a frequent expression for how department leaders and several County Board described how facilities should feel and help serve County citizens, as well as provide a good environment for employees. Facilities should be visible, easy to find civic spaces with respectful, clean and attractive spaces that represent pride in public service. Access to facilities can be defined as central locations near freeways, proximity to high-frequency transit (within quarter mile), and convenient parking.

Given the relatively small geographic size of Ramsey County and the population density, most department interviews indicated drive time is not a barrier to service, but a few department leader interviews indicated providing and/or

accessing services could be improved by different facility locations. Transit access to services is a more important factor as there are limited current and future high-frequency routes (service every 15 minutes or less).

� Welcoming access and the efficient provision of services

� Department Co-location

� Economic Development

Public facing facilities should be highly visible civic spaces that represent the County’s

pride in public service.

MOUNDSVIEW

ARDENHILLSNEW

BRIGHTON

SHOREVIEW

NORTHSAINTPAULMAPLEWOOD

LITTLECANADA

NORTHOAKS

FALCONHEIGHTS

GEMLAKE

ROSEVILLE

SAINTPAUL

VADNAISHEIGHTS

WHITE BEARTOWNSHIP

WHITEBEARLAKE

16 m

iles

12 miles

170 square miles (152 square miles

of land area)

Context for County Driving Distance

Access to services extends to updates and efforts with technology that the majority of department leaders expect to evolve and make service delivery more efficient. The needs for fiber optic and broadband connections are important considerations for County locations as connectivity needs increase. And, public facing facility locations need to align with services that require in-person visits

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(i.e. the Minnesota Family Investment Program). Most financial assistance programs through Community Human Services do not require in-person visits, but translation services and eligibility assistance provide a need for face-to-face contact. As technology advances and more services become available on-line County facilities have the opportunity to add telepresence stations for connections to services closer to where citizens live, especially for households without a vehicle in areas with limited transit options.

Department Co-location was a recurring theme during department interviews, especially among the largest departments: Community Human Services leadership stressed the importance of financial assistance staff being located together if moved from the Government Center East Building; Public Health leadership indicated a desire to bring their staff together from the Plato Building, 555 Cedar and Environmental Health; Workforce Solutions talked about combining offices for the benefit of one consolidated location; and the County Attorney expressed an interest in co-locating criminal and civil divisions.

In addition to several large departments interested in keeping and bringing staff together, the same departments recognize benefits in regards to co-locating with other County departments. Community Human Services, Public Health, Workforce Solutions, Community Corrections and several smaller departments were open and interested in closer adjacencies to share professional expertise and work with citizens who are currently accessing, or could be accessing multiple County services.

Families receiving MFIP benefits were referenced in multiple department leader interviews. The program provides resources for low-income families with children under the age of eighteen and requires caregivers to apply in person at the Community Human Services financial assistance office, return with work logs, and attend workshops at a Workforce Solutions site and/or vendor locations (MFIP recipients comprise 10% of Workforce Solutions annual visitors). MFIP eligibility aligns with eligibility for a number of Public Health services including Women Infant and Children (WIC) Clinics, Child and Teen Check-ups (CTC), and Mother’s First programs located in separate facilities. Community Corrections department leadership stated

Department Co-location and Family Services

DEPARTMENTSERVE FAMILIES WITH LOW-INCOME ELIGIBILITY

Community Human Services

� Financial Assistance (MFIP) X

� Case Management X

Public Health

� WIC Clinics X

� Mother’s First Program X

� Child and Teen Check-up X

Community Corrections

� Juvenile Offenders (many a part of families receiving MFIP benefits) X

Workforce Solutions

� MFIP Recipients required to visit Workforce Solutions (10% of all visitors) X

University of Minnesota Extension

� Nutritional Programming X

the majority of juvenile offenders are from families receiving MFIP benefits. Mental Health staff talked about the connections between mental health and child protection cases. A facility grouping multiple programs for healthy, working

families can improve access and visibility of these services. During interviews staff indicated accessing multiple services during one visit is unlikely due to the need to make appointments and the length of time for services.

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Areas of Concentrated Financial Poverty

Families with MFIP low-income eligibility understandably live in areas where low-income housing is readily available. The County Manager’s Office is undertaking an initiative to reverse the Concentrated Areas of Financial Poverty that are known to “place additional burdens on poor families that live within them, beyond what the families’ own individual circumstances would dictate.”1 In a County that anticipates service needs to increase at a higher rate than the overall population, efficient access and provision of services is critical.

Ten percent of the Ramsey County population is living under the Federal poverty line, yet twenty-six percent of children are living in poverty. Departments are the experts in their service areas, and the department co-location feedback supports the ability for families to access multiple services in fewer locations (with the exception of WIC Clinics and several suburban locations that staff say need to be within the community).

Another way facilities can help reverse the trends of concentrated areas of financial poverty is to understand that in Ramsey County “Available land is a

key wealth generation factor.”2 With the highest percentage (six percent) of institutional land in the Metro Area and having the “lowest proportion of undeveloped land to use for future expansion,...the intensity of use on that available land matters more than any county in the region.”3 At the beginning of this study, the County provided the past experience of moving out of the Adult Detention Center and Government Center West facilities to align opportunities for the private sector to invest and the tax base to increase. Based upon land values, riverfront property, as well as most waterfront properties, carry high values due to the amenities and views.

In addition to the value of waterfront properties, a large economic development opportunity is possible along Central Corridor light rail stations. Prior to the opening of this route there has been a boom in development especially at station locations. Proximity to fixed-high frequency transit should be a goal for County facilities (especially those with public facing services), but County services can consolidate to allow for more private development at station locations. (Ramsey County facilities are currently located on or very near five Central Corridor light rail stations.)

Along with light rail, investments in downtown Saint Paul such as new housing, pedestrian and bike improvements, local restaurants and retail, farmers’ market, the opening of a high-end grocery store, etc. are continuing to attract residential and private development; especially in the Lowertown neighborhood. This is a local example of a nationwide trend of private investment in downtown areas.

STRATEGIC FACILITY PLAN OBJECTIVES

Objectives

Based upon the Visioning Workshop and Discovery Phase research, three objectives were developed and prioritized to guide facility recommendations:

1. Service First – (People Strategy) Make it better and easier for the public to receive services and for the staff who provide them.  

The public will have an easier time receiving services if public-facing facilities are easy to access (near to high-frequency transit and/or to freeways and convenient parking), highly visible, and organized so that services for associated needs are consolidated. Staff providing services

need to be located in facilities that minimize work-related travel time and/or internal department visits (e.g. near freeways and convenient parking).

Public-facing facilities should inspire dignity and the pride in public service that is readily expressed by staff.

2. Choose Ramsey County facility strategies that actively contribute to reversing conditions that are associated with Concentrated Areas of Financial Poverty.   

“Every development and redevelopment opportunity in the County and its partner cities should contribute to both initial and ongoing economic development.”4 County facilities, by their location, their configuration, and their operation must be a good neighbor to and in some cases partner with commercial interests to encourage investment and maximize economic and human resource potential in the County. County facilities should occupy waterfront, fixed-transit station locations, or other highly desirable sites only if the provision of services warrants the cost of the location, as well as the missed opportunity cost of economic development and increased tax revenue.

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Community Human Services, Public Health, and several other County departments focus on services for families with children and low-income eligibility. In addressing concentrated areas of financial poverty, facilities that support serving children living in poverty are critical.

3. Service First – (Facility strategy) Give priority to facility strategies and investments that both maximize service delivery efficacy and contribute to reducing need.  

Facility decisions should fundamentally be based upon the County’s main purpose - providing service to citizens. Locations, facilities, individual spaces, equipment, furnishings, management, and service delivery configurations should be continuously evaluated for the ability to contribute to the mission and to maximize the County's finite resources.    

RECOMMENDATION FRAMEWORK

The Ramsey County Strategic Facility Plan objectives and findings led to an overarching framework for the next decade. During the ten year time frame, adjustments are expected for individual facilities as County needs and other factors change. The

recommended framework includes:

� Co-located Public-Facing Services This single facility or group of facilities (potentially within a large building, buildings acquired side-by-side or along the same block, or on a campus setting) will be the publicly recognized place for residents to visit to access multiple County services. Services are likely to be accessed during separate visits, but the known location minimizes effort of visitors returning. Many of the services are family-focused. The location is centrally located in Saint Paul at or within two blocks of the Central Corridor/Green Line light rail station, ensuring high frequency transit and pedestrian connections. It is highly visible and prominent signage helps visitors navigate the exterior and interior spaces. Departments and their corresponding services that could be co-located include, but are not limited to:

» Financial Assistance, Community Human Services

» WIC Clinic, Lab, Immunization Clinic, Public Health

» Child and Teen Checkup, Public Health

» Mother’s First, Community Human Services

» Nutritional Programming, University of Minnesota Extension

» Workforce Solutions (Separate entrance requested)

» Veterans Services

» Mental Health (non-crisis appointments), Community Human Services

» Vital Records, Public Health

» Passports, titles, tax payments, etc., Property Records and Revenue

» Shared drop-off childcare

» Shared small and large conference rooms

The consolidated services provide a shared geographic location for County staff to exchange professional knowledge and best practices, as well as encouraging the dedication to public service expressed by staff.

� Long-term space needs in and surrounding the Courthouse. The Ramsey County Courthouse is expected to house the County’s Courts, County Board, and County Manager’s office indefinitely. The County Attorney and 2nd Judicial Courts staff associated with the Courts, County Manager and Finance Department expressed that there is little room to grow and expand. Over the ten year time-frame, its likely additional space will be desirable very near the Courthouse.

� Community Locations Given the nature of the services, WIC Clinics, Probation Offices and Hazardous/Yard Waste Sites will remain close to the neighborhoods they serve.

� Telepresence Stations With relatively small costs and space needs, telepresence stations are an option for the County to extend services and information access to the suburbs. Department leaders indicated technological changes will continue to make more services available on-line, and already many services do not require visiting a facility, but the complexity of program eligibility, disparities in access to the internet, and the need to offer translation

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services led to recommendations for telepresence stations at several County libraries. These installations could minimize staff duplication and extend the County’s personal level of customer service.

� Sale of County SitesAt the beginning of the Strategic Facility Plan, the history of vacating the Adult Detention Center and Government Center West Building illustrated the County’s actions to allow significant private development to occur on sites previously owned and occupied by the County. In addition to these two facilities, this study takes a similar approach for the County to occupy and own sites highly-desirable by the private sector — only if the provision of services warrants the cost of the location, as well as the missed opportunity cost of economic development and increased tax revenue.

CountyWide 1 Scenario (Facility Recommendations)

The Strategic Facility Plan used the three objectives and the framework to compile a scenario of facility-by-facility recommendations. This scenario, titled

CountyWide 1, is provided as a ‘straw-man’ to demonstrate one way a series of facility actions (‘buy,’ ‘sell,’ ‘lease,’ and ‘remodel’) can meet the Strategic Facility Plan objectives and act in the interest of the County overall vs. on a department by department basis. The details and facility actions of the CountyWide 1 scenario begin on page 89 of this report.

For the Strategic Facility Plan to be successful, the Objectives (listed below) as well as the Guiding Principles on page 95 of this report need consensus prior to addressing the CountyWide 1 scenario. If agreed upon the Objectives and Guiding Principles will then be useful for making facility decisions over the next decade as the real estate market, site selection, financing, and other factors not involved in this study will require altering the recommendations.

1. Service First – (People Strategy) Make it better and easier for the public to receive services and for the staff who provide them.

2. Choose Ramsey County facility strategies that actively contribute to reversing conditions that are associated with Concentrated Areas of Financial Poverty.  

3. Service First – (Facility strategy) Give priority to facility strategies and investments that both maximize service delivery efficacy and contribute to reducing need.  

This study considered the master plans for the Library and Parks and Recreation Departments. In a few instances small additions or renovations are suggested.

Community Corrections is undergoing a complete study of the continuum of juvenile services. While the results of this study will likely have an impact on select County facilities (Boys Totem Town and the Juvenile and Family Justice Center) the timing and scope of this study precluded gathering the meaningful information from which to draw conclusions. At the request of Property Management, RSP i_SPACE does not provide facility recommendations for Community Corrections in this report.

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 8

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VISIONING WORKSHOP

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VISIONING WORKSHOP

VISION DISCOVERY RECOMMENDATIONS

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VISIONING WORKSHOP PRESENTATION

Setting the vision for this study involved an interactive Visioning Workshop with Ramsey County Board of Commissioners, County Manager and staff on Tuesday, November 26, 2013. The session explored how county facilities are able to support or hinder providing services, as well as how the County’s mission, values and goals should be realized through an evolving portfolio of facilities. The following report summarizes the Visioning Workshop presentation, Ramsey County Board key aspirations and additional considerations as the study moves forward.

Facilitated Questions

Following the brief presentation regarding the project’s background and Strategic Facility Plan definition, RSP i_SPACE presented the Board of Commissioners with five questions:

1. How do you see facilities meeting Ramsey County Mission/Vision/Goals? (Which facilities represent Ramsey County’s Mission/Vision/Goals and why?)

2. How are your facilities currently helping or hindering your delivery of services?

3. Describe the Ramsey County facility of the future.

4. What will it take to provide best in class service while attracting and maintaining the best and brightest?

5. How would you define “success” for this Strategic Facility Planning initiative?

Commissioner McDonough raised a sixth question:

6. What are the Commissioner’s feelings about a centralized service delivery approach?

The subsequent facilitated discussion highlighted Commissioners’ key aspirations and how they define a successful Strategic Facility Plan outcome. Additional, useful but not directly relevant, comments have been recorded in this report as they are likely relevant to future efforts beyond this project. Commissioners demonstrated a keen understanding of the ability for facilities to help or hinder services and how facilities are a critical part of Ramsey County’s operations to deliver services as well as citizens’ ability to access services. Additionally, facilities are recognized to be a physical representation of the County and its many functions, influencing the County’s reputation.

Key Aspirations

Suitable, convenient access to public services must be inclusive to all citizens. Access was defined differently by the Commissioners during the Workshop. One definition focuses on the need for citizens to access information in a multitude of ways, whether a physical location such as a front desk, private staff office, in residential homes or another form of communication by telephone, on-line, or mail. Other Commissioners measured access as a shared sense by urban and suburban residents that County services are available within relatively close distance. Beyond geography, another Commissioner focused upon county services welcoming all ages, so that facilities meet multi-generational requirements, such as accommodating the elderly, an individual or large family, and/or making childcare available. Because county locations act as beacons for where services are available, consistent visible signage would help citizens recognize, navigate and find county services (several current facilities are essentially unmarked). Similarly the names of facilities should demonstrate services provided, but avoid negative connotations such as the term

“jail,” when the actual purpose may be a short term detention center. While the Commissioners gave greatest emphasis to the experience of visitors/citizens, Commissioners also highlighted the importance of welcoming and natural-lit environments for staff and the incoming workforce, to attract talented and energetic staff now and in the future.

Throughout the Workshop, Commissioners stressed the significance of making facilities that work within the capabilities and resources of citizens. Part of this task involves careful attention for how citizens travel and use the internet to access services. To do so, it has been requested that the Strategic Facility Plan illustrate the bus lines shown in comparison to the locations of county facilities. While some citizens will be taking public transportation, others will be dependent upon cars that necessitate parking. Options presented should be based upon what is realistic, such as high-frequency public transportation options and minimal transfers. Similarly, while for many citizens on-line/web access is expedient

“Welcome to County Services”

“Citizens should have service options that match their

capabilities and resources”

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and an efficient way to access county services, it must be considered that many citizens do not have easy or consistent access to a computer or internet access.

Commissioners challenged the consultant team and staff to develop a Strategic Facility Plan that serves to advocate on behalf of the community. Comments alluded to fitting into the fabric of neighborhoods where a facility is located, or purposefully adding services to an area of concentrated poverty as a catalyst for prosperity. Commissioners recognized that while not every building needs to work for every citizen, county-wide efficiencies such as incorporating more sustainable building practices, getting county facilities back on the tax rolls, and multi-purpose facilities are valuable.

The “County without walls” statement from the Visioning Workshop started with the idea that technology can provide

self-service stations in public spaces, not necessitating county office buildings for certain services. Other commissioners used this quote to address their aspirations and ideas pertaining to having a facility plan that encourages communication, connections, and challenges perceived neighborhood boundaries, physical separation of departments, and standard methods of communication.

From a user’s and department perspective, comprehensive services (“one-stop shop”) within a single facility can be very convenient. Adjacent facilities and/or departments within a single facility encourage interdepartmental communication, so Commissioners request that the Strategic Facility Plan respects the necessary adjacencies of various county departments. Additional requests are to incorporate in the Strategic Facility Plan the County’s current initiatives to provide expanded broadband data and communications services and address areas with concentrated fiscal poverty.

Observations surrounding “a county without walls” also referenced a concept of innovative thinking and not necessarily continuing to do things as they have been done in the past. Decisions relating to facilities going forward should serve to broaden the reach and effectiveness

of county efforts recognizing that integration occurs across many services.

Commissioners discussed the geographic location of County services during the workshop. Services are accessed in downtown Saint Paul and in the suburbs, with each geography associated with trade-offs. Successful facilities will have transportation components integrated, perhaps to the extent of having a transportation stop located within the facility. Some Commissioners talked about moving staff out of their offices and into the community. Others discussed the successes of having two Workforce Solutions locations (Midway and North Saint Paul) to provide more proximity to the populations using these services and workforce housing. Beyond physical proximity to the residential areas of county services, Commissioners mentioned that particular county departments also value proximity to other key sites such as the County Courthouse, downtown Saint Paul, and Regions Hospital.

Define Strategic Facility Plan Success

When asked how they would define success for the Strategic Facility Plan, Commissioners expressed interest in innovative recommendations, creative solutions, and new ideas. A suggestion of public/private partnerships (including the example of the Moorhead City Hall occupying the upper level of a shopping mall), or partnerships with other governmental agencies entered the conversations. The plan should be flexible and adaptable, yet have consistent guiding elements. The plan will be successful if it connects countywide and departments’ initiatives.

Additional remarks fit into the majority of Ramsey County’s Operational Goals (listed on the following page), which one Commissioner referenced as his definition of success for the Strategic Facility Plan. Commissioners asked that attention be directed at effective service delivery (service first operational goal), appreciation of the incredible workforce and need to attract new talent (valuing

VISIONING WORKSHOP

“Figure out what is best for the community (ranging from the

neighborhood to across the County)”

“County without walls”

“Inspirational, Exciting, Achievable”“Where and how you provide

services is just as important as the service you are providing”

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employees), property strategies that can deliver real returns on investment while being within the means of the population (fiscal accountability), strengthening interaction between departments for upcoming needs (communication), and that the Strategic Facility Plan outlines the trade-offs for facility decisions (results focused).

Considerations

Additional County Locations. The Strategic Facility Plan contract asks for a study of county owned and leased facilities. While looking at maps of owned and leased facilities, it was noted in the Visioning Workshop that

the County contracts with a plethora of contractors driven by departmental service delivery models. These contracted services may be separate from the County’s owned and leased facilities.

Concentrated Campus Model. Commissioner feedback was mixed in regards to centralized, interdisciplinary, concentrated services in an accessible location. While touring other municipalities, they have seen several goals accomplished by a central campus model. Some mentioned this model would contradict an accessible, neighborhood/community-based services model, and therefore run counter to the County’s overall vision and goals. Others agreed a modification of a centralized model, with several main locations like the library model would be a useful to provide services in multiple, distributed locations. It was pointed out that the relatively small geographic size of the County lends itself to a centralized model, especially if supplemented by satellite locations. A benefit of thinking in terms of the centralized model, would be the efficiency of the “one-stop-shop” where citizens could access a number of services in one location. Commissioners also stressed that centralization works for some departments and services, but not all. A final comment reminded the group to

focus on the quality of service, rather than the model for how to provide services.

Workplace Strategies. Workplace is a critical component to how the County provides services, but is outside the scope of the Strategic Facility Plan project for Ramsey County at this time. When asked about the success of facilities, it is natural to place emphasis on the workplace as it is the space staff and citizens occupy on a daily basis. Commissioners’ comments about the workplace need to be recorded for overarching recommendations or future studies. Comments fell into the following major categories: accounting for and respecting the changing workforce, interest in best practices for staff work environments (perhaps to the extent of partnering with HealthPartners), use of technology to lessen the workload of staff (e.g. voice recognition software), as well as how technology can help communicate to citizens accessing services prior to working with departments.

The Roseville Library, 402 University Mental Health Crisis Center, and Union Depot were praised during the Visioning Workshop as recent facilities successfully representing the County. The Roseville Library was converted to an accessible, sustainable facility with good programing for all ages. It is known to be used broadly, both by neighborhood residents, as well as citizens beyond the boundaries of the County. It is the busiest library in the State and is an iconic representation of Ramsey County’s vision for providing services in an integrated fashion. The added natural light, outdoor landscaping/amenities are attractive and the coffee shop, while now considered a standard amenity, was innovative at the time of renovation. The 402 University Mental Health Crisis Center is known to induce collaboration between departments and service types due to its design, but is not as integrated into the community as some Commissioners would have liked. Union Depot is revered as a recent project incorporating historical preservation as well as serving as a regional transportation hub and public gathering place.

RAMSEY COUNTY OPERATIONAL GOALS

� Service Excellence

� Valuing Employees

� Fiscal Accountability

� Communication

� Responsiveness

� Collaboration

� Results Focused

FACILITIES THAT MIRROR THE BOARD’S ASPIRATIONS

� Roseville Library

� 402 University, Mental Health Crisis Center

� Union Depot

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 14

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15

DISCOVERY PHASE FINDINGS

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 16

DISCOVERY PHASE FINDINGS

Most department leaders began interviews by stating their departments serve the entire County, yet later in the conversation indicated that many of their clients are from particular neighborhoods and work is focused in given County areas. A considerable discovery is that the three largest departments in the County: Community Human Services, Public Health, and Community Corrections acknowledged the majority of their services and clients are within three Saint Paul areas – north of University Avenue (known as Frogtown), the East Side, and the area north of downtown Saint Paul. These areas align

with the geographic areas of low-cost rental housing and a considerable number of households with incomes below the Federal poverty level (see map on the right - High and Extreme Areas of Poverty). It is worthy to note these areas are more densely populated relative to other residential areas in the County.

CORE SERVICESRAMSEY COUNTY’S CORE SERVICES AND SERVICE AREAS

Core Services and Service Areas Summary

The Strategic Facility Planning process requires an understanding of Ramsey County’s core services and service areas. The County provides numerous services: ranging from delivering services for a single individual to regional emergency planning; ranging in size from managing large regional parks to microscopic lab tests; and ranging in severity between hosting a summertime plant exchange to caring for an individual in the midst of a mental health crisis. In preparation for facility recommendations spanning all departments and the many services, the County’s core services have been grouped into five general categories. These categories were formed from information presented by department leader surveys and interviews. The categories include:

1. Financial assistance

2. Social services

3. Countywide systems with universal need and appeal

4. Justice

5. Ramsey County internal support

St. PaulSt. Paul

MaplewoodMaplewoodRosevilleRoseville

ShoreviewShoreview

Arden HillsArden Hills

North OaksNorth Oaks

White Bear Twp.White Bear Twp.

New BrightonNew Brighton

White Bear LakeWhite Bear Lake

Vadnais HeightsVadnais Heights

Little CanadaLittle Canada

Mounds ViewMounds View

North North St. PaulSt. Paul

St. St. AnthonyAnthony

Falcon Falcon HeightsHeights

Gem Gem LakeLake

LauderLauder-dale-dale

Data Sources:-Ramsey County-MetroGIS-Ramsey County GIS Department, Ramsey County Department Leader Interviews

High and Extreme Areas of Poverty (Percentage of the Population Living Below the Federal Poverty Level) and Referenced Service Areas

Ramsey County Strategic Facilities PlanMap Date: February 2014

0 1 20.5

Miles

High Poverty (19.9 – 39.9% of people living below the poverty level)

Extreme Poverty ( > 40% of people living below the poverty level)

Neighborhood Districts

East Side

Frogtown

County Facilities by Department

Sheriff

Human Services

Public Health

Libraries

Misc Building

Major Building

Public Works

Parks and Recreation

Workforce Solutions

Corrections

High and Extreme Areas of Poverty (Percentage of the Population Living Below the Federal Poverty Level) and Referenced Service Areas

See Appendix A for full size map. Note: The area of Extreme Poverty in Arden Hills is considered

an outlier as the majority of individuals below the poverty level are in a seminary setting.

Community Human Services, Public Health, and Community

Corrections provide the majority of their services to residents withing

very similar geographic areas.

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17

ST. ANTHONY

LAUDERDALE

ST. PAUL

MAPLEWOOD

ROSEVILLE

SHOREVIEW

ARDEN HILLS

NORTHOAKS

WHITEBEAR LAKE

VADNAIS HEIGHTS

NEW BRIGHTON

WHITE BEAR TOWNSHIP

LITTLE CANADA

MOUNDS VIEW

NORTH ST. PAUL

FALCON HEIGHTS

GEM LAKE

I 35E

I 94

HW

Y 61

I 494

HWY 10

CEN

TUR

Y AV

E N

CORD E E

HWY 36 E

7TH ST E

I 694

RO

BER

T ST

S

ARC

AD

E ST

HW

Y 28

0

SNEL

LIN

G A

VE N

MINNEHAHA AVE E

I 35W

I 94

HWY 36 E

I 694

HW

Y 61

I 35E

7TH ST W

UNIVERSITY AVE

1

72

5

36

4

Prepared by Ramsey County CHS Research and Evaluation, s:\eval\GIS_files\FAS_2012\Cash Programs 2012.mxd

0 1 20.5Miles

Cash Recipients Per CapitaPer 1000 Pop

1 - 79 80 - 159160 - 239

240 - 319320 - 438

LegendCitiesMain HighwaysCommissioner District

Water or No Population

Total persons receiving a cash benefit = 58,136Total 2010 Population = 508,640Cash recipients per 1,000 Population = 114

Note: Tract level data do not include thosewith addresses thatcould not be mapped.Actual rates may behigher in some tracts.

Date Saved: 1/14/2014 10:21:26 AM

MFIP, DWP, GA, MSA, MSA, RC, and GR Programs, Displayed by U.S. Census Tracts

Cash Benefit Recipients, 2012Per 1,000 Total Population, 2010 CensusCash Benefit Recipients, 2012 Per 1,000 Total Population, 2010 Census

MFIP, DWP, GA, MSA, MSA, RC, and GR Programs, Displayed by U.S. Census Tracts

See Appendix B for full size map.

Financial Assistance

A large number of financial assistance programs (such as medical assistance, general assistance, and supplemental nutritional assistance) are allocated by the County to a large number of Ramsey County residents. More than one billion dollars were paid to residents in 2012 and in that same year, medical assistance was provided to more than 60,000 residents. The majority of County staff within the Community Human Services department are assigned to allocate these funds despite an efficient process that expends less than three percent of the funds paid out.

Financial Assistance Service Area. Given that program eligibility for financial assistance is often dependent upon income, the areas where people receive financial assistance are understandably in areas of the County where households have low incomes and low-cost rental housing is located. The following maps show the concentration of individuals receiving financial assistance benefits.

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 18

DISCOVERY PHASE FINDINGS

Social Services

Ramsey County is a provider of social services across several departments. Community Human Services is responsible for many social services across the County including the Ramsey County Care Center (nursing home) and the Lake Owasso Residence housing the intellectually disabled. Community Human Services staff provide case management for residents needing assistance across the County. A majority of Community Human Services social services are provided by contracted vendors. One example of a contracted service is with Meals on Wheels that makes and delivers food to the elderly who continue to live in their homes. The Public Health department provides social services by dispatching public health nurses and by staffing WIC clinics. The University of Minnesota Extension staff provides nutritional programs to low-income communities. Workforce Solutions provides job training and assistance, often in conjunction with or as a requirement of receiving financial assistance from Community Human Services. Some social services such as therapy and chemical dependency rehabilitation within Correctional facilities are provided to juvenile and adult offenders.

ST. ANTHONY

LAUDERDALE

ST. PAUL

MAPLEWOOD

ROSEVILLE

SHOREVIEW

ARDEN HILLS

NORTHOAKS

WHITEBEAR LAKE

VADNAIS HEIGHTS

NEW BRIGHTON

WHITE BEAR TOWNSHIP

LITTLE CANADA

MOUNDS VIEW

NORTH ST. PAUL

FALCON HEIGHTS

GEM LAKE

I 35E

I 94

HW

Y 61

I 494

HWY 10

CEN

TUR

Y AV

E N

CORD E E

HWY 36 E

7TH ST E

I 694

RO

BER

T ST

S

ARC

AD

E ST

HW

Y 28

0

SNEL

LIN

G A

VE N

MINNEHAHA AVE E

I 35W

I 94

HWY 36 E

I 694

HW

Y 61

I 35E

7TH ST W

UNIVERSITY AVE

1

72

5

36

4

Prepared by Ramsey County CHS Research and Evaluation, s:\eval\GIS_files\FAS_2012\Cash Programs 2012.mxd

0 1 20.5Miles

LegendCommissioner DistrictMain Highways

Cities

Medical Assistance Clients 2012(Includes those on any cash for food program)

Note: Tract level data do not include thosewith addresses thatcould not be mapped.Actual densities may behigher in some tracts.

Total persons receiving Medical Assistance = 128,199Total 2010 Population = 508,640Recipients per 1,000 Population = 252

Date Saved: 12/27/2013 10:21:41 AM

One dot represents two persons receiving assistance in any month of the year, randomly distributed within census tracts.

Medical Assistance Clients 2012(Includes those on any cash for food program)

See Appendix C for full size map.

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19

See Appendix D through Appendix I for Community Human

Services Social Services service area maps.

Social Services Service Area. While a number of services are provided across the entire County, by staff or vendors traveling to clients’ homes, the majority of social services are provided within densely populated areas within the City of Saint Paul.

The diagram below highlights the density of services for the following programs:

� Adult Mental Health Clients in ACT Managed by County and Vendors

� Alleged Victims in Child Maltreatment Reports

� Children Receiving Mental Health Case Management Services

� Children Receiving Delinquency Case Management

Countywide Systems – Universal Need and Appeal

To take advantage of efficiencies of scale and coherent systems, several departments are grouped into a category of providing countywide systems. According to the department interviews, services are aimed at wide-ranging population of all ages, socio-economic groups and ethnicities. Examples of departments that fit well into this category include Parks and Recreation and the Library who advertise and work to appeal to the County’s overall population. Property Records and Revenue assesses properties across the County for tax purposes. The 911 Call Center dispatches calls from individuals who live in all areas of the County. Emergency Management and Homeland Security acts on behalf of planning for disasters within the County, as well as coordinating with emergency responders across the State. Public Works is responsible for County roads and associated signals.

MOUNDSVIEW

ARDENHILLSNEW

BRIGHTON

SHOREVIEW

NORTHSAINTPAULMAPLEWOOD

LITTLECANADA

NORTHOAKS

FALCONHEIGHTS

GEMLAKE

ROSEVILLE

SAINTPAUL

VADNAISHEIGHTS

WHITE BEARTOWNSHIP

WHITEBEARLAKE

Countywide Systems Service Area. The services provided are intended to serve the residents of Ramsey County, but they often also serve residents outside of the County. County roads are traveled by people who live outside of Ramsey County. Similarly, the Roseville library is the busiest library in the State, in part because it draws visitors from surrounding counties. Several departments that manage the countywide systems have a large share of their facilities in the northern half of Ramsey County, north of the Saint Paul boundary. One reason for these geographic locations is that the County has done so to avoid redundancies with the City of Saint Paul.

One clear-cut example is that all Ramsey County libraries are located outside of the City of Saint Paul. The City of Saint Paul has its own library system and the City and County share materials and offer library card reciprocity. Another instance is the Public Works contract for the Saint Paul to maintain County roads within the City of Saint Paul (a partnership that has worked well as city snow plows are sized for urban streets and there is easier coordination to have snow emergencies when the City is providing snow plowing for both City and County roads).

Justice

Ramsey County has a responsibility to protect its residents, put laws into effect and act on the interest in rehabilitating offenders. This core service category includes the work of Community Corrections, Sheriff, Courts, and the County Attorney.

Justice Service Area. All of Ramsey County is considered to be the service area, but there are specific sections of the County where it possible to see groups of clients reside (the maps provided by Community Corrections on the following page illustrate the density of offender residences). The Sheriff contracts its patrolling services to seven cities in the northern Ramsey County suburbs and offenders are found in all corners of the County, yet the Sheriff’s interview revealed that eighty percent of those they bring into custody are brought to them by the City of Saint Paul Police Department.

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 20

Adult Probation Density

The map above shows relative hot spots of residences reported as locations of adults on probation. The high density circle in the center of

Saint Paul results from a high number of adults at a single location, the UnionGospel Mission on University.

Created by Ramsey County Enterprise GIS. January 2014

MOUNDSVIEW

ARDENHILLSNEW

BRIGHTON

SHOREVIEW

NORTHSAINTPAULMAPLEWOOD

LITTLECANADA

NORTHOAKS

FALCONHEIGHTS

GEMLAKE

ROSEVILLE

SAINTPAUL

VADNAISHEIGHTS

WHITE BEARTOWNSHIP

WHITEBEARLAKE

Adult Probation Density

See Appendix J for full size map.

DISCOVERY PHASE FINDINGS

Another important focus of this core service category is the need for departments to be near to the County Courthouse. The County Attorney is immediately adjacent and has access through a skyway. Community Corrections administration is within walking distance at Metro Square and the Sheriff’s Law Enforcement Center is within close proximity so individuals in custody can be escorted to the Courts.

The map above, provided by the Community Corrections department, shows relative hot spots of residences reported as locations of adults on probation. The high density circle in the center of Saint Paul results from a high number of adults at a single location, the Union Gospel Mission on University.

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21

Ramsey County Department Support

Multiple departments at Ramsey County provide internal support and infrastructure to Ramsey County – Information Services, Finance, Property Management, and the majority of Human Resources staff support the County from within. The County Attorney Civil Division also provides internal support to the County. These departments have little direct access with County residents (with the exception of interviews by the Human Resources department and front desk staff at the County Manager’s Office). These departments work in conjunction and/or support other County departments.

Ramsey County Department Support Service Area. Dedicated to supporting Ramsey County as an organization, the departments in this core service category are predominantly located within downtown Saint Paul. Facilities are downtown in part to be close to the administration of the largest departments and staff, and to support the County Manager’s Office. Metro Square is a large facility that houses Human Resources, Property Management, and Information Systems.

SAINT PAUL

MAPLEWOODROSEVILLE

SHOREVIEW

NORTH OAKS

VADNAIS HEIGHTS

ARDEN HILLS

WHITEBEAR LAKE

NEW BRIGHTON

WHITE BEAR

TOWNSHIPMOUNDS VIEW

LITTLE CANADA

NORTH SAINT PAUL

FALCON HEIGHTS

GEM LAKE

Juveniles under Community Supervision Density

This map displays clusters of residence locations for juveniles ona community supervision status. 491 out of 514 program addresseswere converted to points on the map to the right and serve as the

base data for this heat map. High density circles in the center of St.Paul (to the north of Interstate 94 and along 35E) represent a high

number of juveniles in a one-mile search radius.

Juvenile Density Per Sq. Mile

High : 10

Low : 0

Juveniles Under Community Supervision Density

See Appendix K for full size map.

The map above, provided by the Community Corrections department, shows clusters of residence locations for juveniles on a community supervision status.

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 22

DISCOVERY PHASE FINDINGS

SERVICE DELIVERY

DEPARTMENT/BUILDING FACILITY LOCATION Num

ber o

f Sta

ff

Clie

nts/

Publ

ic V

isit

Coun

ty F

acili

ties

Clie

nts/

Publ

ic S

tay

at C

ount

y Fa

cilit

ies

Staf

f go

to

Clie

nts/

Publ

icSt

aff g

o to

Non

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ient

Fie

ldw

ork

Inte

rnal

Cou

nty

Adm

inis

trat

ion

Depa

rtm

ent S

ervi

ces

Adm

inis

trat

ion

COMMUNITY CORRECTIONSAdmin, Probation 121 E. Seventh Place - STP 130 X X

Boys Totem Town 398 Totem Road - STP 54 X X

RCCF Workhouse 297 S. Century Ave. - MP 128 X X

Juvenile & Family Justice/ JFJC 25 W. Seventh Street - STP 45

X X

Juvenile Probation 90 W. Plato Blvd.- STP 48 X

Adult Probation 1600 University Ave. - STP 45 X

Adult Probation 800 Minnehaha Ave. -STP 33 XCOMMUNITY HUMAN SERVICESGovernment Center East 160 East Kellogg Blvd. - STP 934 X X X

Mental Health Crisis Center 402 University Ave. E. - STP 119 X X

Family Service Center 2001 N. Van Dyke St. - MP N/A X

Lake Owasso Residence 210 N. Owasso Blvd. - SV 24 X

Ramsey Care Center 2000 White Bear Ave. - MP 165 X

Mental Health Center 1919 University Ave. - STP 93 X X

Bigelow Bldg 450 N. Syndicate St. - STP 69 X X X

Project Enhance/FAS 1910 County Road B - RV 13 X X

CHS Workforce Center 2098 11th Avenue - NSP 2 XCOUNTY ATTORNEYCivil Div. (Child Support) 121 E. Seventh Place - STP 217 X

Criminal Div. (Prosecution) 425 Grove Street - STP 15 X

Admin/Criminal Prosecution 345 Wabasha Street - STP 118 X XCOUNTY MANAGERCourthouse 15 W. Kellogg Blvd. - STP 19 X X XCOUNTY SHERIFFAdministration/Jail 425 Grove Street -STP 243 X X X

JFJC Security/Courts 25 W. Seventh Street -STP 6 X X

Water Patrol/Impound Lot 5 S. Owasso Blvd. - LC 6 X

CHCH Security/Courts 15 W. Kellogg Blvd. - STP 25 X X

SERVICE DELIVERY

The Strategic Facility Plan is tasked with providing recommendations for facilities to be in the right locations to best provide services. In addition to identifying where services are delivered, it is also worthy to understand how they are delivered. A service delivery matrix, shown on the right, outlines the County’s departments and how their services are delivered. The vast majority of locations are visited by clients on a regular basis. The security needs and modes of transportation vary by department services, but when clients visit a County facility it should be conveniently located and properly represent the pride in public service exhibited by staff.

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PROPERTY MANAGEMENTAdministrative Staff 121 E. Seventh Place - STP 12 X X PROPERTY RECORDS & REVENUEAdmin/Elect'ns/Recorder 90 W. Plato Blvd. - STP 130 X X X

Elections Storage 5 South Owasso Blvd. - LC 0 X PUBLIC HEALTHAdministration 90 W. Plato Blvd. - STP 78 X X

Environmental Health 2785 White Bear Ave. - MP 45 X X

Public Health Center 555 Cedar Street - STP 95 X X X

West Side WIC 153 Cesar Chavez St. - STP 3 X

Family Health Section 1670 Beam Avenue - MP 68 X X

Midway WIC 409 Dunlap Street -STP 5 X

New Brighton WIC 400 10th Street -NB 3 X

Eastside WIC 1075 Arcade 16 XPUBLIC WORKSAdministration 1425 Paul Kirkwold Dr. - AH 113 X X XVETERANS SERVICESAdministrative Staff 90 W. Plato Blvd. - STP 5 X X XWORKFORCE SOLUTIONSAdult/Dislocated Workers 160 E. Kellogg Blvd. - STP 40 X X

Administration 2098 11th Avenue - NSP 44 X X

West Suburban Resource Center 540 Fairview Avenue - STP 2

X

2ND JUDICIAL COURTSCivil&Criminal Courts/Admin 15 W. Kellogg Blvd. - STP 214 X

Courts (Civil) 2050 White Bear Ave. - MP 23 X

Courts (Adult Pre-Adjudicat'n) 425 Grove Street - STP 18

X

Courts (Juvenile Pre-Adjud'n) 25 W. Seventh St. - STP 39 X

Civil Commitment Court 402 University Ave. E.- STP 5 X

SERVICE DELIVERY, CONTINUED

Patrol Station 1410 Paul Kirkwold Dr. -AH 84 X X

Civil Processing Unit 25 West Seventh St. - STP 12 X EMERGENCY COMMUNICATIONSAdmin/911 Dispatch Center 388 13th Street - STP 146 X

CADD Support 425 Grove Street STP 5 X EMERGENCY MANAGEMENT & HOMELAND SECURITYPlato Building 90 W. Plato Blvd. - STP 8 X X EXTENSION SERVICESBarn 2020 White Bear Ave. - MP 14 X X FINANCE Courthouse 15 W. Kellogg Blvd. - STP 28 X X

Metro Square 121 E. Seventh Place - STP 5 X HUMAN RESOURCESAdministrative Staff 121 E. Seventh Place - STP 32 X X

Staff serving CHS 160 E. Kellogg Blvd. - STP 4 X INFORMATION SERVICESAdmin/Technical Services 121 E. Seventh Place - STP 75 X

Communications 1425 Paul Kirkwold Dr. - AH 0 X LIBRARYShoreview Library/ Administration 4570 N. Victoria St. - SV 30

X X

Maplewood Library 3025 Southlawn Dr.- MP 18 X

Mounds View Library 2576 County Rd 10 - MV 4 X

New Brighton Library 400 Tenth Street - NB 3 X

North St. Paul Library 2300 North St. Paul Dr.-NSP 3 X

Roseville Library 2180 N. Hamline Ave. - RV 35 X

White Bear Lake Library 4698 Clark Avenue - WBL 7 XMEDICAL EXAMINERAdministrative Staff 300 University Ave - STP 20 X PARKS & RECREATIONAdministrative Staff 2015 N. Van Dyke St. - MP 80 X X X

DEPARTMENT/BUILDING FACILITY LOCATION Num

ber o

f Sta

ff

Clie

nts/

Publ

ic V

isit

Coun

ty F

acili

ties

Clie

nts/

Publ

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DEPARTMENT/BUILDING FACILITY LOCATION Num

ber o

f Sta

ff

Clie

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 24

DISCOVERY PHASE FINDINGS

911-

Adm

in/9

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/Tec

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anag

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iff-A

dmin

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n/Ja

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iff-C

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Secu

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nit

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rans

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s-Ad

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part

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911-Admin/911 Dispatch Center N N N NCHS -Administration C SB NCHS -Bigelow BldgCHS -CHS Workforce Center CCHS -Mental Health Center SBCommunity Corrections-Admin/Probation SB SB C c C c c SB SB SB SBCounty Board c c C cCourts (Adult Pre-Adjudicat’n) cCourts (Civil) nCourts (Juvenile Pre-Adjud’n)Courts-Civil Commitment CourtCourts-Civil&Criminal Courts/Admin c c c cCounty Attorney-Admin/Criminal Prosecution SB NCounty Attorney-Civil Division (Child Support) c C c c c c SB NCounty Attorney-Criminal Division (Prosecution) N N N N N cEmergency Communications C C N N cExtension-Master Gardeners/Nutrition SB n SB PFinance-Administrative Staff c c SB C cFinance-Payroll Staff c c c c cHuman Resources -Administrative Staff C C C C C nHuman Resources-Staff serving CHS CInformation Systems-Admin/Technical Services* c c C C CProperty Management-Administrative Staff c c C C CPublic Health-Administration SB c SB SBPublic Health-Environmental HealthCounty Manager-Administrative Staff C c SB C SB c CPublic Records and Revenue-Admin/Elect’ns/Recorder c c c XSheriff-Administration/Jail C c SBSheriff-CHCH Security/Courts c c c c CVeterans Services-Administrative Staff SB c C XWorkforce Solutions-Administration SB SB SBWorkforce Solutions-Adult/Dislocated Workers C c P

See Appendix L for unabridged version.

DEPARTMENTAL ADJACENCIES (ABRIDGED)

SB

N

C

c

n

x

Proposed - same building

Proposed - nearby

Proposed - maintain current adjacency

current adjacency

currently nearby

Do not co-locate

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routes as they know some of their clients do not have access to vehicles. Another debate was in regards to the balance between stringent security and welcoming spaces (noting that metal detectors give the impression of prohibiting criminal behavior). Many department leaders articulated the hope for technology to be a more useful, more economic, and efficient way of providing services. Finally, overall staff are content with where they

work and their employee’s workspaces. Many spoke of Ramsey County’s facilities improvements in recent years.

Centralized vs. Community Facility Locations

Multiple Department Leaders recognize the benefits of having all of their staff in one location for management purposes and sharing professional knowledge. More importantly it is favorable for clients/public to “know the building” in terms of having a fixed location that is easy to access and is a trusted place to come for assistance, such as the Community Human

No departments were able to reference recent studies about how clients travel to receive County services.

COMMON INTERVIEW THEMES

Summary of Common Interview Themes

Through the exercise of gathering facility related information from department leaders, there was a noble and across-the-board expression of dedication to public service and serving clients’ needs above the conveniences of the staff. Key aspirations shaped at the Visioning Workshop by the County Board were commonly referenced, especially wanting clients to feel welcome to County services. Department leaders discussed the balance between centralized operations (efficient for staff supervision) vs. the need for smaller scale facilities in high-need neighborhoods. Identifying the preferred or most necessary mode of transportation to a facility (automobile vs. transit) was often debated. Department leaders stated the need for facilities to be close to freeways and large surface parking lots (ideally offering free parking). They also expressed needs to be centrally located downtown Saint Paul where facilities would be well served by frequent transit

Services’ Mental Health Crisis Center in the 402 Building or the public visiting hazardous waste sites. Not knowing where a facility is located or having difficulty traveling to access a service is considered a barrier to providing service.

The advantages of a centralized location were opposed with the need for community based facility locations. With community based facilities, staff may better serve areas in greater need by reducing travel time to services and having a neighborhood presence. Some staff mentioned the concept of a one-stop-shop so that clients may access multiple services at one time and minimize travel between County facilities. Further discussion of this concept revealed that several service types require appointments that would be difficult to schedule around the same time. Some County services would be strenuous for clients to complete during one visit (as an example clinical visits, therapy, and financial paperwork during one visit may prove too exhausting for families with small children).

DEPARTMENTAL ADJACENCIES

The Strategic Facility Plan must incorporate how County departments work together. The adjacency diagram on the previous page illustrates responses from the department leader surveys and interviews. While some departments (especially those that support the County from within such as Human Resources) tend to work with many departments, other departments with a specialized service area, such as Parks and Recreation, have less need for physical adjacencies with other County departments. Naturally, departments have current and proposed adjacencies that are important to consider when planning for a move to another facility. Through the interviews, department leaders were open and positive about co-location and opportunities to be adjacent to other County departments. Few department adjacencies were considered a hindrance to service, but several adjacencies were recognized as incompatible in regards to public perception.

Deliberate co-location can make it easier for clients to know where to go and return to access services.

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parking ramps was a concern for staff, especially relative to other County staff having access to free parking in suburban locations. One department leader believes the added expense of contract parking in downtown Saint Paul discourages job applicants.

All departments that discussed staff working in the field referenced the relatively small size of Ramsey County and how staff drive times from one part of the County to another are not problematic.

Public Transportation

The survey and interviews polled department leaders regarding the importance of public transportation for their clients and staff. Responses varied and are outlined in the table below. For departments serving low-income areas, public transportation was indicated to be very important for clients.

Several department leaders shared their enthusiasm for the Green Line

Driving/Parking

All interviews discussed parking. Although the Strategic Facility Plan does not include a parking study, the parking comments were recorded as they clearly impact access to services and the County’s operations. No departments were able to reference recent studies about how clients travel to receive County services. Department leaders estimated the majority of clients drive to County facilities, yet a sizable number of clients do not have access to cars and need public transportationon.

The cost of parking can be a barrier for clients seeking services especially at the Community Human Services Government Center East Building. Clients travel to this location for financial assistance and free parking is not available. Other departments discussed the need for surface lot parking for highly mobile staff because coming and going from a facility is less efficient through parking within ramps. The cost of downtown

light rail service starting this summer, but did not know the extent of clients who would ride the train to access services. Of the responses indicating transit is important, staff recommended a focus on high frequency routes.

Security

Departments have varying needs to secure spaces for clients and staff, as well as different needs for how security measures are perceived.

Buildings that contain 2nd Judicial Court Functions (CHCH, JFJC, the Law Enforcement Center, and Suburban Courts) have very visible security protocols which include metal detectors, cameras, and uniformed Sheriff department deputies.

The perception of safety in staff and public service spaces is important for both staff and clients. During interviews, leadership mentioned there is some concern of staff security in terms of the perception of safety walking to and from cars, especially on second and third shifts. These locations include the Law Enforcement Center campus and leased WIC Clinic sites.

In several County facilities, staff mentioned the presence of metal detectors and uniformed security officers increases the perception that a space

is unsafe, or that a client is at risk of being arrested. In these cases, staff feels passive security measures should be used. Examples include library and Workforce Solutions facilities that want to give the impression of a welcoming space, but still require some monitoring of the environment. On the other hand, some spaces don’t have enough interior or visible security which can put staff at risk. Community Corrections services in leased buildings lack higher-level security measures, exposing staff to potential risk.

The proximity of public safety agencies to each other can be beneficial in times of emergency, as an example, the 911 Emergency Call Center is adjacent to the Saint Paul Police Department and the County Sheriff’s Department on the Law Enforcement Center Campus. For some department services, it is better to be purposely placed apart in order to provide more flexibility in emergency situations should the main service location no longer be able to function.

Several departments have a need for their facilities to withstand extreme weather events or other disasters, either because they have a critical emergency function such as communications or they house a vulnerable population.

DISCOVERY PHASE FINDINGS

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There is a general concern that the County is behind in attracting a younger, more diverse workforce. Baby Boomers will be retiring, leaving a knowledge gap in the workplace. The County’s reputation as a great place to work, benefits and amenities will be important recruitment tools.

According to the department leader survey, County staff are engaged sixty to ninety-five percent of the time, which is well above corporate standards. The departments work behind the philosophy of client service first and appreciate an opportunity to make a difference.

Technology

The majority of department leaders anticipate that technology will continue to change the way that Ramsey County provides services. The ways in which technology will help provide services is not completely clear however. With technological advances, department leaders stated the importance and need for more bandwidth and broadband or fiber-optic connections.

Most department leaders mentioned that paper file management and forms will or are being transitioned to be on-line. This will reduce the need for storage space and staff time. When staff telecommute or routinely meet with clients in the field, there may be less need for dedicated personal workspaces at the main department’s office. Some department staff now telecommute and share space for paperwork, made possible by accessing client information on-line. This trend may develop in other departments as the departmental culture changes to support more mobile work.

Staff anticipates that some services such as classes or one-on-one counseling will be available on-line and will become an important part of their service delivery model. This will reduce the need for classroom spaces or client meeting rooms. Other departments anticipate that more meetings will be held on-line instead of face-to-face. Video teleconferencing from transit-serviced locations is anticipated for family and friends of those incarcerated in correctional facilities.

Some departments are exploring alternative media like smart phone applications, texting, and social media to reach clients to promote services or for clients to communicate with departments

Workplace

While the Ramsey County Strategic Facility Plan scope does not include the level of detail necessary for space programming standards, comments regarding the workplace and staff needs were solicited to determine the workplace suitability of facilities and how facilities meet the needs of staff now and in the future.

More than sixty percent of the departments have studied an alternative way of working, including mobile work and telecommuting, although the

majority of staff currently have dedicated workspaces. Some departments have staff that primarily work in the field and some staff currently telecommute (Community Human Services). For departments with staff working in the field, touchdown spaces located north of downtown in the suburbs would be helpful.

The majority of County facilities meet department needs, are comfortable, pleasant and clean. Lack of expansion space (or additional parking options) could be a concern with major staff increases, but at this time staff growth is expected to be flat. Flexible environments are preferred to accommodate changing programs and service delivery models.

Department leaders are overall pleased with where they and their staff work.

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DEPARTMENT INTERVIEW SUMMARIES

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COMMUNITY CORRECTIONSNumber of Staff

500 full-time staff

� Manage volunteers at multiple sites

Staff Projections

No significant staffing changes expected.

Services Provided

Community Corrections provides correctional facilities and probation services to adult and youth offenders that have been convicted of a crime or have been accused of a crime and are waiting for a trial in the Courts. The department works with the Courts to process and intake offenders some of whom are incarcerated in the correctional facilities. Upon completing terms at correctional facilities, staff connects offenders with resources provided by the County and other non-profits.

There are three adult probation offices in Ramsey County: Administration/Probation at Metro Square; Adult Probation at the Spruce Tree Building (including specialized case management for sex offenders); and Adult Probation at 800 Minnehaha (including specialized case management for DWI and domestic assault cases).

Probation officers receive client visits and go out into the community for home visits.

Community Corrections manage a residential correctional facility for boys from 12-18 years old that have been adjudicated by the Courts at the Boys Totem Town, the facility was originally built to house 85 boys but is currently staffed to house 38, as well as the Ramsey County Correctional Facility (detaining adult men and women for up to one-year).

The Juvenile Detention Center (JDC) serves per-adjudicated youth, averaging about 20 youth a day in the facility. Youth are brought to JDC by the police, assessed and a determination is made regarding whether they need to be held at JDC or can be released.

Service Area and Population Served

Community Corrections services are countywide, but offenders are primarily concentrated in Saint Paul’s Frogtown neighborhood and the East Side. Clients are often very mobile due to limited incomes and difficulty finding housing with a criminal background.

Community Corrections work with primarily adult and juvenile men. Juvenile status offenders, or offenders that have committed an age-related crime

such as truancy or under-age drinking are now under case management by Community Human Services.

Offenders and probationers often receive other County services including mental and chemical health services, developmental disability services, and Workforce Solutions. Offenders do receive financial assistance, though it is less common for single men to qualify for assistance such as General Assistance (GA). Juvenile offenders are likely to have a parent receiving financial assistance, such as the Minnesota Family Investment Program, from Community Human Services.

Boys Totem Town and the Ramsey County Regional Correctional Facility are located outside of Saint Paul boundaries, which have been presented as a problem as family and friend visits have been cited in research to aid in offender’s success upon release. The Community Corrections department provided maps (on page 20 and 21) illustrating offender residences (within neighborhoods aligned with neighborhoods with many households living below the Federal poverty line).

Overall comments

Community Corrections would like to be more integrated within the community, and have more opportunities to collocate

with other Community Human Services divisions, but stated in the interview some co-locations are cost-prohibitive. Staff also referenced the reliance on non-county community agencies such as non-profits like Model Cities, who help offender’s transition as they are released into the community.

Staff is interested in co-location with Mental and Chemical Health, Community Human Services Case Managers, and other services that would help offenders. Suggestions included Clinical Services and Workforce Solutions. Staff suggested that it might be interesting to partner with community agencies. The County currently refers offenders to multiple locations where services are provided, and it would be useful to have these services more concentrated. Disadvantages of this co-location model would be working out administrative and infrastructure support and managing short-term vendor contracts.

Staff noted that if the County were to build a centralized service center, security and offender interaction with other building users would have to be carefully managed.

There is currently an exploration of a joint Ramsey County and Hennepin County Juvenile Justice Redesign. Next steps for the County are contingent on interest in the facility by Hennepin County. Their

DEPARTMENT INTERVIEW SUMMARIES

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BUILDING ADVANTAGES DISADVANTAGESMetro Square

121 E. Seventh Place, Saint Paul130 staff(County Owned)

� Nice workspace, 2011 remodel. � Collocated with the County. Attorney (Civil Child Support) and Human Resources.

� Close to County Board.

� Would like to be closer to court functions.

� Parking is a primary area of concern.

Adult Probation

Adult Probation1600 University Ave., Saint Paul45 staff(Leased)

Adult Probation 800 Minnehaha Ave, Saint Paul45 staff(Leased)

� Good public transportation. � Ample parking. � Secured parking for probation officer vehicles.

� Public transportation. � Surface lot works well for traveling probation officers.

� Need for better security measures � Services here should be decentralized and in communities.

� Probation officer vehicles are kept at the Plato building for security.

Boys Totem Town

398 Totem Road, Saint Paul54 staff(County Owned)

� Attractive property. � Successful program located within the County.

� Older facility that falls short of contemporary best practices for juvenile detention.

� Difficult for offenders families to visit.

RCCF Workhouse

297 S. Century Ave, Saint Paul128 staff(County Owned)

� Large training room. � On the bus line. � Facility designed for its use

� Bus line is not high frequency, difficult for families to visit.

Juvenile Probation

90 W. Plato Blvd, Saint Paul48 staff(County Owned)

� Provides storage for probation officer cars. � Free parking.

� Limited transit connections. � Not highly visible.

Juvenile and Family Justice Center 25 W. Seventh Street, Saint Paul45 Staff(County Owned)

� Downtown and easy to access with public transportation.

� Due to service model changes, the design does not meet current best practices.

interest will impact the type of facility built and the services provided.

Expected department or service delivery changes

Staff anticipates Courts will be moving toward increased services via the Internet. Staff sees an opportunity for increasing options for face-to-face meetings with families on a computer interface. This will require increased bandwidth and reliable Internet service provision.

Referenced Plans/Reports Ramsey County Minnesota Juvenile Justice

Redesign, by Husky & Associates in association

with Kimme & Associates, January 2013

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COMMUNITY HUMAN SERVICES Number of Staff

1,230 staff

� Significant Social Service Vendor Contracts

� Volunteers

Staff Projections

Changes in staffing are unknown at this time, though it is possible that increased staff may be needed to meet the demand for health care services. Staff thinks it is also possible that a staff increase may be unnecessary in light of increased on-line service delivery.

Services Provided

Delivers social services more than 128,000 people a year, or twenty-five percent of Ramsey County’s population. Service demand is highest for medical assistance, followed by food support. Community Human Services has several divisions and buildings that provide a range of services.

The Government Center East Building provides residents with financial services and employment counselors. It is also houses offices for the social work staff

and eighty percent of the Community Human Services administrative staff. Financial Assistance serves ninety percent of the building’s visitors. Staff helps families apply for medical assistance, cash assistance, and food assistance, Minnesota Family Investment Program, MSRA, and GRH. Clients meet with intake staff, financial counselors, and Workforce Solutions. Services are often, but not always, contingent on meeting with employment counselors. Social workers primarily work in the field. There are approximately 120 telecommuters that visit the office perhaps once or twice per week. Case Management providers and ACT are also located at the Government Center East Building.

The Bigelow Building houses the Mother’s First Program serving pregnant women who are at risk of abusing chemicals, a financial assistance hub, and child protection services.

Lake Owasso Residence (LOR) is a residential treatment facility for 64 adults with developmental disabilities. Resident stays are usually very long term. It is operated by Ramsey County and is assisted by volunteers and community members in offering special services and opportunities to adults with developmental disabilities.

With 178-beds, Ramsey County Care Center is the only county-subsidized nursing home facility in Ramsey County. The center’s direct care staff work on site, and specialize in direct and transitional care. Some administrative staff come and goes from this site. Residents receive visits from families and friends.

The Maplewood Family Service Center is an emergency shelter for families that is managed by Catholic Charities (no Ramsey County staff). Staff notes that the facility is always full, but could be closer to populations it serves. Clients visit and stay at the facility as an emergency crisis shelter. It is in the 14th year of a 20-year agreement.

402 University is primarily a behavioral health facility. The facility has several departments including a 50 bed detoxification unit, Civil Commitment Court, Mental Health Crisis staff, and specialized treatment rooms. Patient needs are urgent, either immediate or to be seen within a few days. Detox patients usually stay at the facility from two to four days, though a new residential treatment program will may offer services that provide an option for longer stays. The facility also houses Mental Health Urgent Care, a treatment center with a focus on preventing long-term hospitalization.

The Mental Health Center provides individual and group therapy, mental and chemical health treatment services, partial hospitalization, and short-term case management, psychiatric services, therapy, and referrals to longer-term County and community services. The services at this location differ from the Mental Health Crisis Center as patients may need to wait up to two weeks for an appointment.

The Workforce Center in North St. Paul houses a several Community Human Services financial assistance staff; the Fairview Community Center houses the Project Enhance-Fairview Community Center (FAS) West Suburban Resource.

Service Area and Population Served

Community Human Services clients are primarily low-income, homeless, at risk of abuse or neglect, elderly, physically or intellectually disabled, mentally ill and/or chemically dependent individuals from Ramsey County.

The highest demand for services is in Saint Paul’s East Side and along the University Avenue corridor. These areas have high population densities and are also areas of low-cost rental units.

DEPARTMENT INTERVIEW SUMMARIES

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and used by a variety of staff. The call center, telecommuters, IT, evaluators, accountants and financial staff are not location dependent, but access to broadband / fiber-optics is very important.

Expected department or service delivery changes Community Human Services expects that demand for services will respond to an increase in immigrant populations, aging population, and the availability of health care through the Patient Protection and Affordable Care Act. Staff sees a continued demand for medical support and food assistance while the economy recovers from the recession. By 2016, these issues—along with increasing poverty levels—may lead to serving 150,000 people a year, a seventeen percent increase from current service levels. Low-income areas are expected to stay within the geographic areas of the East Side and Frogtown given the low-cost rental housing. The nationality of future immigrant populations is unknown.

Staff anticipates increased reliance on automated service delivery will help address the demand for services.

Approximately two thirds of clients are minorities and immigrants. Demand for in-house interpretive services are currently highest at Community Human Services Saint Paul facilities.

Overall comments

Staff emphasized the overall need for facilities to be welcoming to clients. Staff envisions many opportunities and benefits for more Community Human Services staff and departments to be co-located in multiple locations. While they see an economic advantage to having one service center, this would not serve the need for Community Human Services to be working in the community. Their primary concern is developing locations that are near the clients, and provide transportation access for public transit users and parking for drivers.

Co-locating mental and chemical health staff in other high-need departments such as the Community Corrections department would better serve high-need populations in the County. They noted that mental health staff could be beneficial to aiding Workforce Centers, and that WIC and Mothers First could

be a beneficial adjacency. They have been very pleased with the current co-location of mental health and chemical dependency services at 402 University.

Improving client access to resources is important to Community Human Services staff. Staff sees a need for Ramsey County to provide child care and cafeteria options for staff and clients, which would increase access for parents with children. It is important to provide spaces that are welcoming to a diverse clients. Staff gave examples of providing space for large families, and minimizing barriers to entry like prominent and invasive security screenings at the entrance of buildings. To best serve the clients, Community Human Services prefers to have central service hubs that provide multiple services embedded in the community. Access to the downtown building is very difficult for clients, and staff suggested that the consolidation of administrative offices downtown could be beneficial.

Due to the constant changes in social service programming, staff feels that their buildings need larger group areas and more flexible spaces that can be used for multiple purposes, converted easily,

Referenced Plans/Reports Ramsey County Community Human Services

2012 Annual Plan to the Board of Commissioners,

accessed at http://www.co.ramsey.mn.us/NR/

rdonlyres/052FA6DD-7F19-4187-8838-5686D3EF

7245/36046/2012AnnualReportComplete2.pdf

Scatter Diagrams, Produced by Community

Human Services Program Evaluators,

Ramsey County Research and Evaluation

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BUILDING ADVANTAGES DISADVANTAGESGovernment Center East Building

160 East Kellogg Boulevard, Saint Paul934 staff(County Owned)

� Access for public transportation users. � Staff co-location helpful. � Known as the “place to get help.”

� Street difficult cross (skyway to ramp may help). � Cost of parking prohibitive for clients. � Beneficial to have Public Health staff in the same building. � The lobby could be enhanced to be more welcoming to clients. � High need for flexible workspaces (allowing client privacy.)

Lake Owasso Residence

210 N Owasso Boulevard, Shoreview24 staff(County Owned)

� Beautiful property. � 15 year old facility. � Nice space.

� Does not fit current approaches to inclusive community environments for the intellectually disabled.

Ramsey County Care Center

2000 White Bear Avenue, Maplewood165 staff(County Owned)

� No comment � Too many double rooms; lower level needs remodeling.

Maplewood Family Service Center

2001 N. Van Dyke Street, MaplewoodStaff Numbers N/A, Operated by Catholic Charities(County Owned)

� High use facility � There is a shortage of beds and the site will not expand. � On bus line, but most homeless families are not from Maplewood.

Mental Health Center

1919 University Avenue,Saint Paul93 staff(Leased)

� Transit access (staff believe 70% of clients use transit)

� Free ample surface parking. � Building has completed a partial re-model, and has planned additional phases.

� Confusion by County residents about the service differences at this facility and 402 University.

Bigelow Building

450 N. Syndicate Street, Saint Paul69 staff(Leased)

� Good access to transit (soon LRT). � Overall it is not an ideal space, as it doesn’t fit the program.

DEPARTMENT INTERVIEW SUMMARIES

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BUILDING ADVANTAGES DISADVANTAGESMental Health Crisis Center

402 University Avenue E, Saint Paul119 staff(Owned)

� New, specialized facility. � Good connection to bus line.

� Staff wishes this building was bigger, but overall happy with functionality.

Workforce Center

2098 11th Avenue, North Saint Paul2 staff(Leased)

� No comment � No comment

Project Enhance-Fairview Community Center (FAS) West Suburban Resource

1910 County Road B2 staff(Leased)

� Affordable rent. ($15/sf) � Housed in a former school, the layout is awkward and not designed for the current purpose.

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COUNTY ATTORNEY Number of Staff

350 staff

� 217 staff (Civil Division: Child Protection and Child Support) are located at Metro Square.

� 118 staff are located at The Lowry Building’s Administrative and Criminal Prosecution Division.

� 15 staff at the Law Enforcement Center Criminal Prosecution Division.

Staff Projections

Staffing is likely to remain stable, but is dependent on levels of criminal and juvenile delinquency cases. The interview response suggested that future-staffing levels will respond to crime trends rather than demographic changes. Examples include the increase in financial fraud and need for child protective services (not necessarily related to the number of children in the County).

Services Provided

The County Attorney is responsible for prosecuting adult-felony, and juvenile offenders who have committed crimes in the County, including providing victim and witness advocacy and services related

thereto, establishing and collecting child support, litigating civil commitment and children in need of protection proceedings, and representing County Agencies in all civil legal matters.

Service Area and Population Served

The majority of the County Attorney’s Office serves the Courts. About eighty percent, or four in five of adult criminal prosecution cases come from Saint Paul, with similar percentages for juvenile criminal prosecutions. Prosecution represents the County, and does not provide public defender services. Therefore, client visits are primarily from victims or witnesses that arrive through the Courthouse. In cases where the County is involved in litigation, County staff and divisions are represented by the County Attorney’s Office.

Overall comments

The County Attorney primarily works within the Courts system and needs to be within close walking distance to the Courts. Access via the skyway is very beneficial to attorneys. It would be beneficial for staff to be in one location, with the exception of staff at the Law Enforcement Center. It would be beneficial to be close to law enforcement agencies (including the City of Saint Paul), the

Juvenile and Family Justice Center, and County Manager’s Office. In general, Civil court adjacencies are working.

It could be beneficial to have satellite locations where a person, such as an individual paying child support could visit to pay bills. Staff suggested that Frogtown and the East Side of Saint Paul areas in need and that while a suburban location would be beneficial it is not critical. There is some concern that multiple locations lead to duplicate administrative staff. Proximity to the Courthouse is critical for the staff at the Lowry Building. Staff suggested that Saint Paul’s City Hall Annex could be a good location for a “Justice Center.” An ideal scenario would be to have staff, Public Defenders, Attorney General, City Attorney and Sheriff all in one location.

Expected department or service delivery changes

Overall, the department and service delivery will not change. All cases need to stay near the Courts. Staff anticipates that more electronic paperwork and the ability to process secure child support transactions could lead to less paper. This could reduce the need for paper storage both on and off-site.

DEPARTMENT INTERVIEW SUMMARIES

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BUILDING ADVANTAGES DISADVANTAGESMetro Square / Civil Div. (Child Support, child protection)

121 E. Seventh Place, Saint Paul217 staff(County Owned)

� Downtown. � Would like to be closer to Courthouse.

Law Enforcement Center Criminal Div. (Prosecution)

425 Grove Street, Saint Paul15 staff(County Owned)

� Critical location given the Courts within the facility.

� New facility.

� No comment

Admin/Criminal Prosecution - Lowry Building

345 Wabasha Street, Saint Paul118 staff(Leased)

� Key location for staff due to proximity of the Courthouse.

� Skyway to Courthouse efficient for attorneys to transport evidence and escort victims.

� Recently renovated interview rooms, are currently meeting the needs of clients.

� No metal detectors, but multiple card readers, security glass around receptionist, check in / escort required.

� Unusual layout � Staff separated on multiple floors. � Incompatible uses within the building (apartments, hotel, and restaurant requiring high levels of security).

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COUNTY MANAGER Number of Staff

19 staff

Staff Projections

County Manager staffing will likely remain stable, however, the department relies on a certain amount of elasticity to accommodate the needs of ‘incubator’ departments. Incubators are new county initiatives supported by the County Managers Office until they are transferred into another department.

Services Provided

The County Manager is appointed by the County Board. The County Manager manages county departments that do not have leaders who have been elected (such as the Sheriff). The County Manager’s office is the public interface for visitors and all incoming phone calls to the County. The office relays public concerns to the County board and acts as an intermediary between departments.

The County Manager’s Office is the central administration for the County, and provides several functions including policy and planning, intergovernmental relations / lobbying, countywide communications, and central rule-making.

Divisions of the County Manager’s Office include the Housing Redevelopment Authority (HRA), Community Development, Clerk to the Board, Human Resources, Finance and Emergency Management and Homeland Security.

Service Area and Population Served

Appointed by the Ramsey County Board, the County Manager indirectly represents the entire County through these elected positions. The County Manager’s office is considered to be the face of the County as the public will stop in or call with requests for information. The County Manager’s Office is considered a switchboard for the entire County.

Overall comments

The County Manager’s Office current location is important for the public perception of the county as a governmental authority. While the County Manager is relatively happy with their current location, they are open to a different location that has more space flexibility for their incubator arm.

Staff at the County Manager’s Office anticipates several key trends for the overall county, including an increase of poverty in the suburbs and an enhanced transportation infrastructure that will be beneficial to staff, clients, and the region as a whole.

DEPARTMENT INTERVIEW SUMMARIES

BUILDING ADVANTAGES DISADVANTAGESCourthouse

15 W. Kellogg Boulevard, Saint Paul19 staff(County Owned)

� Location is important to the public perception of the County.

� Close proximity to County Board. � Proximity to the City of Saint Paul’s offices.

� Current space is not very adaptable and does not have room to grow.

� Often need to borrow space from other departments for new initiatives.

The County Manager staff has considered a centralized campus for Ramsey County, but is unsure of the make-up of this model. An in-depth analysis of this option is crucial. They would like to see facilities that have easy access to public transportation and the consolidation of services when appropriate.

The County Manager Office benefits from being adjacent with the County Board, Finance, Information Services, Human Resources, and the County Attorney departments.

Expected department or service delivery changes

Expect fluctuations as initiatives begin and are transferred to other departments.

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COUNTY SHERIFFNumber of Staff

400 staff

� 150 Detention staff / 50 Courts staff / 60 Patrol staff

� 30 Investigative staff / 30 Special investigation staff

� 5 Water Patrol and Impound staff

� 200 volunteers Active volunteers (Army Reserves, Chaplain, Community Affairs, Explorers)

Staff Projections

Staffing is likely to remain stable, with the possibility of providing increased patrol services to smaller towns in the County. This would add some patrol staff and some administrative time, and perhaps a need for additional patrol station space. Current facilities allow for a twenty percent growth in staffing.

Services Provided

The Sheriff’s Office provides crime prevention, law enforcement, and courtroom security. This includes patrolling, detention, investigation and transport units. The office also operates a 24-hour pretrial detention facility.

Staff highlighted functions at the Law Enforcement Center and Water Patrol and Impound Lot: The Law Enforcement Center is a specialized facility that houses administrative offices, the jail, workout and training facilities for staff, a gun range, Courts, and a client service desk.

The Water Patrol and Impound lot provides indoor vehicle storage, a mobile command post, and serves as the County’s impound lot. It serves the central suburban area.

The County is contracted by suburban communities (including Shoreview, Arden Hills, North Oaks, White Bear Township, Little Canada, Vadnais Heights) to provide patrol services. Almost all transport is provided by Ramsey County, but sometimes there is cross-county coordination.

Service Area and Population Served

The service area includes Ramsey County and beyond. A major area of responsibility is their downtown circuit during the hours of six am to six pm. The circuit includes the Detention Center, 402 University, Regions Hospital, Courthouse, Juvenile Justice Center, Government Center East Building, Metro Square, and The Lowry at the County Attorney’s Office. In the future, the circuit may include the Depot Transit Station.

The Sheriff’s Office serves 70,000-80,000 residents per day from all over the county. Individuals arrested in the County are brought to the Law Enforcement Center or Juvenile and Family Justice Center. Approximately eighty percent of individuals held in custody are brought by the Saint Paul Police Department (the Saint Paul Police Headquarters are across the street from the Law Enforcement Center.)

Overall comments

Staff is happy with current locations and specialized training facilities. Their facilities provide critical adjacencies to the Courts and the Saint Paul Police Department. Moving correctional facilities and Courts would demand specialized security measures, however, staff is committed and open to sharing administrative space with other departments.

Additional needs include an indoor firing range that can handle long-range rifles (300 yards would be ideal) and a 10 acre property with a track to train Officers on Pursuit Intervention Tactics. Staff noted that the indoor storage for vehicles is adequate, but would take advantage of more indoor parking.

Expected department or service delivery changes

Service delivery is expected to remain the same, however, there is some anticipation that clients will be expected to communicate with the Sheriff’s Office using more on-line services. It is unknown how this will develop in the next ten years.

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BUILDING ADVANTAGES DISADVANTAGESLaw Enforcement Center

425 Grove Street, Saint Paul243 staff(County Owned)

� Specialized facility, great condition. Used for what was designed for.

� Fully secured. � Access to public transportation. � Courts currently co-located � 911 call center is next door

� Parking can be problematic during shift changes and those coming to the Courts.(Next door surface lot was developed recently)

� Beneficial to have Public Health nurses available to attend to minor injuries of those in custody. This would minimize transport for those at the jail to receive care.

Juvenile and Family Justice Center

25 W. Seventh Street, Saint Paul6 staff (County Owned)

� No comment � No comment

Water Patrol/Impound Lot

5 S. Owasso Blvd, Little Canada6 staff(County Owned)

� Indoor vehicle storage. Impound lot. Mobile Command Post.

� Central suburban area is beneficial because in an emergency it is separate from downtown locations.

� Major highway access. � Functional facility, well-built building. Staff appreciates the location, and the centralized nature of the equipment.

� No comment

Courthouse

15 W. Kellogg Boulevard, Saint Paul25 staff(County Owned)

� Courts and detention areas, private elevator to transfer those in custody.

� Fully secured. � Access to public transportation.

� No on-site parking, but close proximity to parking ramps.

� Courthouse security is outdated and would improve if security took place in a vestibule outside of the building (an incident could take place within the building prior to security).

Patrol Station

1410 Paul Kirkwold Drive, Arden Hills84 Staff(County Owned)

� Vehicle storage and service. � No comment

DEPARTMENT INTERVIEW SUMMARIES

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EMERGENCY COMMUNICATIONS (911 CALL CENTER)Number of Staff

151 full-time staff

� 146 in call center

� 5 in CADD support.

Staff Projections

Staffing levels in Dispatch are expected to be stable, but if staff were to increase there is enough space for growth.

Services Provided

Emergency Communications provides 911 dispatch to County residents and maintains the County’s 800 MHz inter-operable radio system.

Service Area and Population Served

While the service area is all of Ramsey County, the department has very little face-to-face time with County residents and businesses. All services are provided through radio, phone, and text based communication. Their location is important in terms of community perception, but the facilities could be anywhere in terms of technology.

Overall comments

Department leadership is pleased with current space and has little desire to move. The department anticipates a need for future space at the Law Enforcement Center building. During this expansion they also need security upgrades and to keep their current adjacencies. Staff noted that a co-location with Emergency Management would facilitate more staff collaboration.

Expected department or service delivery changes

Management expects that 911 Emergency Communications will need continuous upgrades to technology, more

BUILDING ADVANTAGES DISADVANTAGESAdmin/911 Dispatch Center

388 13th Street, Saint Paul146 staff(County Owned)

� Perception of being the seat of government. � Like proximity to County Manager.

� Employees have to pay for parking. � Limited room to expand.

Computer Aided Dispatch / CADD Support - Law Enforcement Center

121 E. Seventh Place, Saint Paul5 staff(County Owned)

� Cost effective � Adjacent to key. public safety partners.

� Perceived safety risk by some staff due to proximity of jail, detox, and mission.

� Insufficient space for future expansion.

Arden Hills Facility (Public Works Patrol Station)

1411 Kirkwood Drive, Arden Hills(County Owned)

� Training facility. � Allows emergency equipment testing.

� Meeting rooms are heavily booked.

communications bandwidth, and more reliance with other counties to support technology. There will be an increased need to be responsive to the type of electronic devices that can be used to call for emergency assistance such as responding to texts and cellular phone calls. While there may be a need for more equipment, there are no storage concerns because equipment is becoming smaller in size as technology advances.

The aging population and immigrant populations are expected to increase the need for emergency care and interpretive services.

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DEPARTMENT INTERVIEW SUMMARIES

EMERGENCY MANAGEMENT AND HOMELAND SECURITYNumber of Staff

5 FTE (8 staff including 4 full-time staff and 4 part-time staff).

� 30 Volunteers

Staff Projections

Expect staffing to be flat (do not anticipate increasing or decreasing staff).

Services Provided

The Emergency Management and Homeland Security Department is charged with preparedness, response, mitigation, and recovery from any out of the ordinary disaster and emergency. The department plans response coordination for disasters and acts as advisory support to other agencies.

The department responds to specialized incidents, including severe weather and natural disaster, utilities or infrastructure disasters, hazardous materials releases, SWAT calls, hostage negotiation situations, and potential acts of terrorism. The department works in close support of other public safety partner agencies throughout the county,

state, region, and nation on these and other related situations and activities.

Public Safety comprises ninety percent of their work. Continuity of business and government comprises the other ten percent of their services.

Service Area and Population Served

Emergency Management and Homeland Security Department serves the County area and beyond in planning for and during times of emergency. When a disaster takes place, the department serves people in the affected areas. The department also assists internal and external municipalities and counties in the 694-494 beltway. In cases of larger emergencies, the department works within the regional, 10-county metro area, and in extreme cases will assist counties in greater Minnesota and nationwide.

Overall comments

Emergency Management and Homeland Security leadership like the current location and space.

While leadership is open to moving, they stated a move would be considered wasteful as they have spent time and money to customize their current space.

The current co-location with Public Health is helpful to work together on a wide variety of planning and response issues. Since Public Health currently provides administrative support to Emergency Management and Homeland Security, the co-location is beneficial for performing everyday operations.

A major consideration for facility planning is that it is important for the department to be close to key departments that are needed during emergencies. Being close to the Courthouse and the downtown area would be beneficial, but not within the same building. Being

BUILDING ADVANTAGES DISADVANTAGESEmergency Management and Homeland Security

90 W. Plato Boulevard, Saint Paul8 staff(County Owned)

� Staff likes the current location and building.

� Want a backup generator. � Would like space to set up trucks in case of an emergency.

adjacent to the Emergency Preparedness Division in Public Health is a useful, but not necessary adjacency.

If the Department is moved, their needs include equipment storage, and secured space with power, radio communications, and other communication infrastructure. It would be useful for the department to have heated parking for emergency vehicles and surface lot parking for specialty vehicles. Beyond vehicle storage, surface parking lots allow large numbers of volunteers to come to the location in the case of an emergency.

Expected department or service delivery changes

The aging population and non-English speaking population are expected to impact workload and emergency response strategies. More use of storage space to respond to future emergencies would be beneficial. Technology is expected to drive changes.

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EXTENSION SERVICESNumber of Staff

0 Ramsey County staff

� 14 University of Minnesota Staff

� 180 volunteers

Staff Projections

Little to no staff number increase.

Services Provided

The Extension Services department focuses on Community Education primarily through their nutrition education programs, Cooking Matters and Simply Good, Horticulture and Environmental Education, and the Master Gardeners programs. Extension Services also works with 4-H Youth who have facilities at the University of Minnesota.

Service Area and Population Served

Nutritional programming takes place in community settings such as schools, churches, community centers, County composting sites, farmers markets, and other public facilities. Most of their programming is not facility dependent. Nutrition education seeks partners in areas where food nutrition is of concern

(primarily low-income areas within the City of Saint Paul), and provides services at Life track, Workforce Solutions, and the Kellogg building.

Overall comments

The location of extension services is not necessarily important. Staff sees that locations closer to WIC clinics would better meet the needs of clients, especially if given the chance to educate WIC staff.

From the perspective of the 4-H Youth Development and Nutrition Education programs, a facility situated along the Frogtown / University corridor given the existing programming works with individuals in these areas (educational programs are offered to areas meeting income requirements) and participants have access to transit. Extension

Services is amenable to a co-location near the Bigelow Building. For the Master Gardener program the facility location has greater flexibility and would not necessarily have to be in the Frogtown / University corridor. Other co-location opportunities would include Parks and Recreation (for the Master Naturalist and Urban Forestry programs).

Expected department or service delivery changes

Extension Service’s need for support space will not change dramatically. Staff anticipates that more specialized teaching spaces for nutrition education will be necessary, as will specialized storage spaces for fresh and frozen foods. The demonstration gardens and horticulture demonstration areas will be important.

The nutrition education program is going through a statewide re-structuring / reduction (tied to a reduction in Federal funding). It is unknown how this will change current staffing structures.

Extension services will need access to high-speed technology. Staff anticipates there will be greater on-line database collaboration and information exchange with the University of Minnesota Extension system and other counties.

Staff anticipates providing more nutrition education classes to families with limited resources and non-native English speakers. Staff is working toward creating culturally and linguistically sensitive programming.

BUILDING ADVANTAGES DISADVANTAGESMaster Gardeners/Nutrition (The Barn)

2020 White Bear Avenue, Maplewood0 Ramsey County staff (County Owned)

� Ample office space. � Kitchen and storage space. � Building on the National Register for Historic Places.

� On-site vegetable garden allows collaboration between nutrition and master gardeners.

� Most of the nutritional programming takes place in Saint Paul.

� No loading dock for food deliveries.

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FINANCENumber of Staff

31 staff

� 28 staff at the Courthouse

� 3 staff at Metro Square

Staff Projections

Staff numbers are likely to increase slightly, if additional services are requested by the County Board or County Manager.

Services Provided

Finance provides accounting, payroll, cash management and budget development for the County, and performs procurement and vendor payment processing.

Service Area and Population Served

Finance is an internal service provider to Ramsey County departments and procurement vendors. They have very little contact with the public outside of the procurement and vendor payment functions.

Overall comments

Finance is satisfied with their current location at the Courthouse but have limited space and are restricted in any growth options. The department would be

amenable to moving, particularly if it could increase adjacency to key management partners. Adjacency to the County Manager is important in their day-to-day operations. Procurement does not necessarily need to be within the Courthouse, but benefits from close proximity to Finance managers and accounting staff. Helpful adjacencies for all department functions include the County Attorney, IS. Property Management, and the County Manager (preferably on the same floor). Ideally they would have more free or lower-cost parking (because department leadership feels it is an amenity for attracting new staff).

While it would be possible to process procurements in multiple locations, it would

not be especially efficient as procurement staff specializes in a specific buying area. Providing the availability of temporary swing space at alternate locations for some bid openings may be helpful.

Expected department or service delivery changes

Staff anticipates that more information will available on-line and that an increase in public information requests for data will consume more staff time.

There may be some growth in vendor procurement and inclusiveness in contracting, as there is renewed interest in the County providing access to small business vendors, especially women and

minorities. However, their current office space takes this growth into consideration.

Finance will be contracting for hosting of major ERP systems, which will include countywide accounting and financial systems that manage budget, payroll, and accounting/financial. This may require a restructuring of duties and assignments in Finance, and a realignment of support staff in the IS department. One new manager has been retained to manage the new ERP model, and a reconsideration of related staffing models in the IS department is currently underway.

BUILDING ADVANTAGES DISADVANTAGESCourthouse

15 W. Kellogg Boulevard, Saint Paul28 staff(County Owned)

� Perception of being the seat of government.

� Like proximity to County Manager.

� Employees have to pay for parking. � Limited room to expand.

Metro Square

121 E. Seventh Place, Saint Paul5 staff(County Owned)

� Close to Human Resources, IS and other County departments.

� Payroll detached from other Finance operations.

DEPARTMENT SUMMARIES

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HUMAN RESOURCESNumber of Staff

38 staff

Staff Projections

Changes in staffing are unknown at this time.

Services Provided

The Human Resources Department provides service and support to Ramsey County departments, staff and applicants. This includes coordinating countywide recruitment, hiring and training, conducting contract negotiations and providing consultation on employee/department issues, administering employee benefits, compensation and job classification, and promoting and maintaining a diverse employee population.

Service Area and Population Served

Human Resources is primarily an internal support department, providing service to Ramsey County departments, employees and retirees, and externally to applicants for positions in Ramsey County. Eighty to ninety percent of external clients interact with Human Resources on-line.

Overall comments

Human Resources staff likes the current location, especially the proximity to public transportation and other departments. If Human Resources was moved to another location their basic requirements would include being safe and clean work environment, proximity to parking as well as public transportation for staff and clients. Important adjacencies include Finance (especially Payroll), Information Services, and the Civil division of the County Attorney’s Office. The location would

need to be walk-able to the Courthouse, County Manager, and the County Board. Currently Human Resources is near Riverprint that provides printing services which is useful. Other than a central location, leadership expressed an interest in having touchdown spaces when out providing services to other departments.

Expected department or service delivery changes

Human Resources continues to advocate for a more diverse workforce.

BUILDING ADVANTAGES DISADVANTAGESMetro Square

121 E. Seventh Place, Saint Paul32 staff(County Owned)

� Current department adjacencies. � Current proximity to skyway (visibility for applicants).

� Staff on one floor.

� Concern about downtown parking availability on heavy training days.

� Space is too small, and not enough offices for Human Resources Generalists to have private conversations.

� Need a bigger room for multi-unit Union bargaining, with free parking access.

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DEPARTMENT INTERVIEW SUMMARIES

INFORMATION SERVICESNumber of Staff

75 staff

� Consultants and contractors used on a regular basis.

Staff Projections

It is anticipated that staffing needs will increase over time.

Services Provided

Information Services (IS) provides the County’s information technology and telecommunications infrastructure and operational support including: desktop and help desk services, application services, project management, information security and records management programs, and procurement and contracting services for County technology acquisitions.

Service Area and Population Served

Information Services is an internal service provider to the County. Information Services also provides telecommunications services to the City of Saint Paul and

the 2nd Judicial District Court.

Overall comments

Information Services is expecting to grow in terms of staff. While their current location works well, they could be moved provided that technology and adjacency needs are met. If they were moved, they would need to be near a loading dock, technology infrastructure, and adequate equipment storage with some space downtown next to the Courthouse. Some staff would need to

be co-located with the data center. They would like to be adjacent to the County Manager’s Office, Property Management, Finance, and Human Resources

Expected department or service delivery changes

Ramsey County is in the early stage of planning for the consolidation of commodity IT services within IS.

BUILDING ADVANTAGES DISADVANTAGESAdmin/Technical Services (Metro Square)

121 E. Seventh Place, Saint Paul75 staff(County Owned)

� Staff is almost exclusively in this location. � Proximity of location to other departments, particularly Courthouse, and downtown.

� Easy come/go access for staff driving to provide services.

� Would like staging space close to a loading dock.

� Need space to expand. � Could use more project room space. � No touchdown space for staff.

Information Services has issued an RFP for broadband services to address Ramsey County business connectivity needs through a build/lease approach with the primary objective of providing redundancy to the County’s core sites.

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LIBRARY Number of Staff

100 staff

Many volunteers (performing 30,000 hours of core work per year)

Staff Projections

Unknown at this time.

Services Provided

Library management categorizes their libraries by service demand. Full service regional libraries (Shoreview, Maplewood, and Roseville) are characterized by their ability to warehouse books, and provide complete services for kids, teens, and adults. Gateway libraries are typically smaller libraries that are closer to local units of governments, and have lower usage rates.

The Ramsey County Public Library System provides print collections services (thirty percent staff interaction time), digital access (thirty percent staff interaction time), adult learning (twenty percent staff interaction time) and youth learning (twenty percent staff interaction time).

Service Area and Population Served

A goal of the library is to serve all people in the County by providing services that are interesting to every demographic and age group. Library visitors also come from the surrounding counties. Hennepin County and City of Saint Paul library cardholders can use their cards to check out materials from Ramsey County libraries. Because the City of Saint Paul has a library system, Ramsey County libraries are located within the County outside of the City of Saint Paul boundaries.

Overall comments

The service delivery model for libraries is changing, with higher demand for on-line services. The Library remains open to sharing spaces with other Ramsey County Service providers, especially when it can increase access for diverse populations.

If moved, locations need to be near to public transportation, housing, retail, and commercial nodes or corridors that make public transportation and parking convenient for users. Staff feels that regional sites are best for co-location, and that they would like to have branches near Community Human Services, Parks and Recreation, Public Health, Workforce Solutions, Records and Revenue (small service center), the Historical Society,

and Community Human Services. Ultimately, libraries would consider collocating with department services that do not require intensive security.

Their ideal scenario involves the re-development of older libraries that incorporates 21st century library features that increase the library relevance to the community. Older libraries need upgraded workrooms, staff areas, and book drops that promote efficient work flows. In the future, they would like to see computer access for clients in locations other than the library.

Expected department or service delivery changes

There will be an increased need for digital services, embedded social services, multi-use buildings, community spaces and more flexible hours. There is an increased demand for work and study space, as well as on-line service delivery. Library spaces are becoming more flexible to accommodate these needs. Library Services is taking a learning center approach to service delivery by providing quiet study spaces, less space for book collection, increasing programming for public (story time, genealogy, resume writing). There is a need to provide services that appeal to an aging

population, more diverse populations, and programming that draw young populations.

While client visits to the library are decreasing, the demand for on-line service delivery is increasing. Increasing demand for computer and internet services from libraries are making location less important than building hours. However, the demand for library services has far outpaced available resources. Demand for services may grow at the Shoreview location as more housing development takes place.

Referenced Plans/Reports Ramsey County Library Facilities Master

Plan, June 18, 2008. Prepared by HGA.

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 48

DEPARTMENT INTERVIEW SUMMARIES

BUILDING ADVANTAGES DISADVANTAGESShoreview Library/Administration

4570 N. Victoria Street, Shoreview30 staff(County Owned)

� High client usage � No comment

Maplewood Library

3025 Southlawn Drive, Maplewood18 staff(County Owned)

� MTC Transit Hub � No comment

New Brighton Library

400 Tenth Street, New Brighton3 staff(Leased)

� High client usage � No comment

North Saint Paul Library

2300 North St. Paul Drive, North Saint Paul3 staff(Leased)

� No comment � No comment

Roseville Library

2180 N. Hamline Ave., Roseville 35 staff(County Owned)

� Most used library in the State � Great building � Excellent location � Programming for all ages � Coffee shop

� No comment

White Bear Lake Library

4698 Clark Avenue, White Bear Lake7 staff(County Owned)

� Seen as a community library � Currently undergoing an expansion and renovation

� No comment

Mounds View Library

2576 County Road 10, Mounds View4 staff(County Owned)

� No comment � No comment

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MEDICAL EXAMINER Number of Staff

20 staff

� 4 pathologists

� 10 full-time investigators

� 3 forensic technicians

� 2 administrative office staff

� 1 chief investigator.

Staff Projections

There were no comments specific to staff projections, though demand for services is expected to increase.

Services Provided

Medical Examiner’s Office conducts death investigation and holds the deceased for the duration of the investigation operating 24-hours a day.

Service Area and Population Served

The Ramsey County Medical Examiner’s Office provides death examination services beyond Ramsey County, including Washington and 14 other Minnesota counties. Autopsy requests have been made to the Office from over 50 counties throughout Minnesota, South Dakota,

and western Wisconsin. These autopsies are conducted on a fee-for-service basis, with a portion of the fee going to Ramsey County for use of the facility. Dr. McGee is highly respected by law enforcement and the legal community for the thoroughness of his examinations and his expertise as a court witness. Outstate investigations involving the Saint Paul-based State Bureau of Criminal Apprehension often contact Dr. McGee as the nearest full-service Medical Examiner’s Office.

Overall comments

The Medical Examiner’s office is a 11,300 square foot County owned building, half administrative offices and half examination space including storage areas for medical specimens and bodies. The services are outgrowing the current space and are searching for a location that addresses the increased demand and duration of services. County disaster planning has pointed up the lack of site and building expandability to handle a man-made or natural disaster event resulting in a

high death count. Current storage space will not be able to accommodate the steadily rising volume of investigations anticipated over the next decade.

The most important facility need now and into the future is adequate storage space in the exam portion of the building, specifically coolers and freezer space. Factors that are critical to sighting any future Medical Examiners Office include: easy freeway access; an on-site traffic pattern with adequate short-term parking to handle a variety of fire rescue and police vehicles delivering bodies to the facility for examination, and parking for investigative staff and visitors including families of the deceased and medical colleagues.

Potential co-locations could include the Public Health Department, utilizing their laboratory services for certain testing and providing death certificates for public reference through the Vital Statistics service at the Public Health Center at 555 Cedar Street.

It would be beneficial for the Medical Examiner’s office to be located near Regions Hospital, but not Hennepin County Medical Center (HCMC). As long as the facility has convenient freeway access to Minneapolis, as the current facility does, then HCMC can be reached.

Expected department or service delivery changes

The current volume of investigations has been increasing one or two percent in recent years and the trend is expected to continue. The number of out-state coroners is declining, resulting in more referrals to large Medical Examiner facilities.

Relevant Plans/Reports

BWBR Architects is currently conducting a facility space study on the Medical Examiner’s Office at 300 University Avenue. (Not reviewed for this study.)

BUILDING ADVANTAGES DISADVANTAGESMedical Examiner’s Office

300 University Avenue, Saint Paul20 staff(County Owned)

� Near Region’s Hospital � Close to freeway access � Well utilized

� Services are outgrowing current space and want a location to address the increased demand and duration of services.

� Needs additional storage space in the exam areas (coolers and freezer space).

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 50

DEPARTMENT INTERVIEW SUMMARIES

PARKS AND RECREATIONNumber of Staff

81 full time staff

� 100 seasonal staff.

� Many Volunteers.

� Two of the five Department golf courses are fully contracted by third party vendors, contractors provide only golf professional and food/beverage services at the other three.

Staff Projections

Unknown at this time.

Services Provided

Ramsey County provides more than 6,500 acres of parks, open space, trails and recreation areas. The parks are used for hiking, biking, picnicking, nature discovery, swimming, fishing, cross-country skiing, archery, ice-skating, and golf.

The Administrative Center and Maintenance Center, a County owned facility at 2015 N. Van Dyke Street in Maplewood, is the primary office and central maintenance services building for the Parks and Recreation Department. The building houses parks offices and has

seasonal walk-in clients seeking facility rental services. There are eleven ice arenas, five golf courses with clubhouses and maintenance facilities, a nature center, an aquatics center, and picnic shelters and restrooms throughout the park system.

Service Area and Population Served

The parks are located throughout Ramsey County and in several urban and greater suburban municipalities. Note that the City of Saint Paul manages all of their own parks. The suburban park locations are a result of historic County land purchases based on the availability of natural resources. Constituent use and alignment with the Metropolitan Council’s masterplan are primary considerations when parks are re-designed.

County residents make up sixty percent of park visitors, and the remainder number of visitors are from outside the County.

Overall comments

While staff is pleased with the current office space, they expressed an interest in a northern maintenance service center. This service center would provide service to Long Lake Regional Park, Vadnais-Snail Lakes Regional Park, Bald Eagle- Otter Lakes Regional Park (including Tamarack Nature Center), northern tier regional

trails and several County parks. If there is ample space, the Shoreview Ice Area location may be an option for the northern maintenance service center. (A facility that is located in a north and south central location is desired to service all County, Regional Parks and Trails on the north and south half’s of Ramsey County to reduce drive times and provide a more efficient maintenance.)

Ice arenas are geographically located throughout the County and draw different populations depending upon their location. People living outside of the County are contractual customers at White Bear and Harding arenas, while the Highland Arena is highly used by the local community. The Pleasant Arena, home to the Saint Paul Figure Skating Club, attracts families with children whom are serious skaters to move to the area. Arenas with two or more ice rinks are attractive for tournaments as they allow games to be played concurrently. Arenas with multiple rinks can be maintained more easily, for less cost than separate locations.

In regards to co-location, the Parks and Recreation Department managers stated that they need to maintain their own vehicles given the logistics of daily and routine maintenance of specialized equipment.

Expected department or service delivery changes

Parks and Recreation staff expect new immigrant populations may have different facility needs than are currently offered from the park system. Staff is in the process of building ongoing relationships with Hmong community (near Keller Lake Regional Park) to better understand their needs and recreational activities.

Parks service delivery is impacted by participation in ice sports and golf and future interest levels in these sports is unknown.

Staff anticipates that facility reservations and program registration will transition to more on-line service delivery.

Relevant Plans/Reports

Ramsey County Parks and Recreation Department -

Tamarack Nature Center: Environmental Education

and Outdoor Recreation Strategic Plan Master (2003)

System Plan: Ramsey County Parks

and Recreation (May 2006)

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PROPERTY MANAGEMENTNumber of Staff

75 staff

� Vendors provide service when heavy-duty equipment is required.

Staff Projections

Staffing needs are likely to decline as the need for office space declines.

Services Provided

Property Management is responsible for all buildings within the Property Management Internal Service Fund. The department staff is comprised of building management staff that are located on-site or travel to provide everyday facility management and staff that provide project management, lease negotiation and capital planning services. The work performed by Property Management is allocated into: fifty percent project management (construction) services; twenty percent lease negotiation services; and five percent capital planning services.

Service Area and Population Served

Property Management is an internal service to Ramsey County. Employees primarily work in the City of Saint Paul, but several work at locations in suburban Ramsey County.

Overall comments

Property Management mentioned potentially being moved into the Courthouse, but anticipates staying within Metro Square especially if giving the option to be moved to a different space within the building.

Expected department or service delivery changes

Reduced industry standards for office space and increasing access to electronic information will reduce the need for property-managed buildings. If the County acquires small facilities would create a need to hire additional staff. Changing technology will require more connections to monitor building utilities and operations.

The need for security and increased signage and way-finding at the buildings likely to increase.

BUILDING ADVANTAGES DISADVANTAGESMetro Square

121 E. Seventh Place, Saint Paul12 staff(County Owned)

� Near County Attorney Civil division (for contracts)

� Adjacent to other departments that internally serve Ramsey County

� Within a few blocks of the Courthouse and County Manager.

� No comment

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 52

DEPARTMENT INTERVIEW SUMMARIES

PROPERTY RECORDS AND REVENUENumber of Staff

129 staff

� 52-60 staff in the assessor’s office

� 6 staff in the elections office

� 30 staff in the property taxes office

Staff Projections

Expected to be relatively flat

Services Provided

Property Records and Revenue preserve land title records for all real property within Ramsey County. They provide property ownership and encumbrance information as needed and requested. Accurately and equitably value and classify all real and taxable personal property located in Ramsey County.

Timely collection and assembly of accurate data in order to calculate property taxes, and use efficient processes for collection and distribution of property tax revenues. Provide accurate and timely information; collect and process all property taxes and miscellaneous County fees; manage delinquent tax accounts; maintain taxation and homestead records and

manage tax forfeited lands. Administer election in Ramsey County in an honest, impartial, accurate, and efficient manner.

Service Area and Population Served

The department draws clients from across the County. Visitors are typically voters, taxpayers, and title companies. Title companies make up the largest number of visiting clients and their office locations are dispersed across the County. The number of public visits to the office are largely cyclical and increase during polling times, ballot re-counts, tax season, and training sessions. The number of office visits ranges from 50 to 500 people per day.

Overall comments

Property Records has no real need to move or change facility locations.

If moved, they would need a high-density filing system, and a clear separation from other agencies that manage public records (due to passport services regulations).

Ideally staff would stay at Plato and add services in the suburbs. “Super clerks” would advise clients on various requests would staff suburban offices. Records staff feel that almost all of the services provided at the counter could be provided in the suburbs. However,

there is not a real demand from clients for suburban location to support the additional costs of duplicating services.

Expected department or service delivery changes

Staff foresees some changes in the current polling station model that allows for more early voting and absentee ballot voting. They also anticipate moving many services on-line, especially the title company requests. The permitting office may see an increase in applications due to new construction at the Twin Cities Army Ammunition Plant site.

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BUILDING ADVANTAGES DISADVANTAGESPlato Admin/Elect’ns/Recorder

90 W. Plato Boulevard, Saint Paul130 staff(County Owned)

� Facility meets their needs. � Located in a densely populated area (to assess personal property).

� Close to City of Saint Paul (partner on tax forfeited properties)

� Convenient location and free parking. � Elections division depends upon the Plato Conference Room.

� Close to highways, allows access for clients and staff traveling to assess properties.

� Close to County Attorney’s office (Civil division).

� Outside of downtown.

� A more central county location for assessors would reduce drive time.

� Need more parking for election manager. � Not adjacent to Public Works where plat paperwork compliments services (this may be managed on-line in the future).

Elections Storage

5 South Owasso Boulevard, Little Canada0 staff(County Owned)

� Administrative space, file storage, and a large training room (used for elections), storage areas for elections equipment.

� Option to pursue a small remodel to securely store elections equipment.

� Available space is limited

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PUBLIC HEALTHNumber of Staff

382 Public Health staff

� (340 Public Health staff at the locations listed below, 42 staff located at the four correctional facilities)

� No significant contract services or volunteers are housed on-site.

Staff Projections

Anticipate an increase in staff.

Services Provided

Public Health’s mission is to improve, promote and protect the health, environment, and well-being of people in our community. This is done in part by, working to prevent the spread of disease, protect against environmental hazards, prevent injuries, promote healthy behavior, respond to disasters, and assure accessibility of health services.

Public Health provides system-wide services that address issues on multiple scales. The Department estimates that over fifty percent of their staffs perform their work in the community on a daily basis through interaction with clients that include businesses, schools, individuals,

and groups. Other departmental staffs provide services from a Public Health site, or are not required to travel to carry out the responsibilities of their position.

Public Health staff, programs and services are housed in a variety of facilities including:

The Plato Building, 90 West Plato Blvd, provides space for staff in the following programs: policy, planning and evaluation; public health emergency preparedness and epidemiology; Child and Teen Check up (CTC) outreach; Healthy Communities programs focusing on chronic disease prevention, teen pregnancy prevention and violence prevention that work in the community; screening and case management, comprised of Public Health nurses, social workers and paraprofessionals working with elderly and disabled people in the community; and Administration, including personnel and finance. A significant portion of these services are provided by Public Health staff traveling into the community to work with individuals, community agencies or partner organizations. Individual clients generally do not come to the Plato Building; however community representatives come to the Plato building to attend meetings on a frequent basis.

The Environmental Health, 2785 White Bear Avenue, provides space for staff working in the following programs: solid waste; business and household hazardous waste; lead hazard control; environmental protection; the restaurant inspection division which works with suburban establishments; education staff, and support staff. Staff services primarily suburban areas of the County. Few clients access services at this location. Other Environmental Health services such as brush and yard waste sites and household hazardous waste sites are located throughout Saint Paul and Ramsey County.

The Public Health Center, Don Juenemann Building, 555 Cedar Street receives the highest number of client visits, with approximately 20,000 visitors accessing clinical services (Tuberculosis Control Clinic, Clinic 555, Immunization Clinic) at this location on an annual basis. The clinic draws from all over Ramsey County, with approximately half of the clients residing within the City of Saint Paul. Vital records (birth, death, marriage, notary and credentials of ordination), the lab, House Calls, some Administration services, Sexual Violence Services (SOS), and the Women, Infant and Children (WIC) administrative offices as well as a WIC clinic are also in this location. The WIC clinic at 555 Cedar has in

excess of 15,000 visits per year. The Public Health Center also houses staff providing administrative and employee health services to the department. Because of the nature of the services provided at this location, private space for medical exams, as well as individual and group counseling is necessary.

The four community-based WIC Clinics receive in excess of 65,000 public client visits each year. They are geographically located (West Side, East Side, Midway and downtown Saint Paul) to be accessible for the women and children that are eligible for this program. The East Side WIC is expected to grow.

The staff housed at Family Health Section, 1670 Beam Avenue provide home visiting services for pregnant and parenting families, with targeted programs serving pregnant teens, and an international population; and families affected by childhood lead poisoning. Public Health nurses use dedicated workspaces as touchdown space between home visits. Supervisory and support staff are also located in this building. Approximately 20,000 home visits are made each year by this staff. A majority the Family Health clients live in the City of Saint Paul.

DEPARTMENT INTERVIEW SUMMARIES

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Public Health staffs provide health services at four correctional facilities including the Juvenile and Family Justice Center, Boys Totem Town, Law Enforcement Center, and the Ramsey County Correctional Facility.

Service Area and Population Served

Public Health works countywide. The department has not completed a zip-code analysis to identify the residential location of recent client populations. They also have a focused service area for the Karen and Hmong populations.

Overall comments

There is a strong interest and business need to co-locate Public Health staff together at one or two locations. Having the staff together would provide better service to clients, as staff would be able to share professional knowledge and build a more coordinated and clients focused approach. The co-location of staff needs to take into consideration the convenience for clients to access community locations. Some services are strategically located in neighborhoods to serve client populations, as has traditionally been the strategy for WIC.

Two major Public Health locations, with consideration for WIC neighborhood locations, would place one large building to primarily group mobile staff (such as Public Nurses and Environmental Health) and some administrative staff in a location just north of Saint Paul. This location would have sufficient technology/ connectivity, on-site storage, surface lots making it easy for staff to get in and out and transport specialized equipment to clients, and be close to major highways. WIC would be very interested in having a clinic at this location since many WIC families live just north of Saint Paul. This might be an additional WIC clinic, or it might replace an existing WIC clinic.

The second facility would primarily group stationary staff and be located to provide easy transit access for clients. This facility would house clinical operations, laboratory, administrative services, House Calls and a WIC clinic. It would be helpful to have some Family Health nurses located at this facility as well. Clients know and trust the 555 Cedar Street location and WIC clinics, which is more important to Public Health than having the option to access multiple Ramsey County services from one place. Within these locations

it is important to include on-site storage and sufficient technology/connectivity.

The 555 Cedar location is highly desirable, but the building is small for its functions and aging. Staff suggests a tear down of the existing building and rebuilding a multi-story facility and parking to house more Public Health services on the site. Maintaining a designated Public Health building is a very high priority.

Expected department or service delivery changes

At this point it is somewhat unclear exactly how Health System Reform on the State and Federal level will change public Health services in a clinical setting and in the community. Public Health does anticipate an expansion of services in several program arenas including environmental health, family health and screening and case management. More records will be maintained electronically creating an increasing reliance on technology/connectivity.

Referenced Plans/Reports

Public Health is currently in the process of developing their five-year strategic plan, creating strategic goals and objectives.

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BUILDING ADVANTAGES DISADVANTAGESPlato – Administration

90 W. Plato Boulevard, Saint Paul78 staff(County Owned)

� Surface parking works well for nurses transporting equipment, and for on-site meetings.

� Location of the STAR room for Public Health emergency response which needs to be maintained

� Administration is also at 555 Cedar. � Currently planning modified work space to account for employee growth.

� Limited storage.

Environmental Health

2785 White Bear Avenue, Maplewood45 staff(Leased)

� Location works well to serve suburban areas.

� Good parking and access to freeways.

� Not well connected to the rest of the Public Health department.

Public Health Center

555 Cedar Street, Saint Paul95 staff(County Owned)

� Great transit for clients. � On Light Rail Green Line. � Known by immigrant populations. � Well established location

� Little room for expansion of staff or services.

� Small parking lot. � Need for additional meeting space for larger groups.

WIC (East Side, New Brighton, Midway, and West Side)

27 staff(Leased)

� In the communities they are serving. � Clients know and trust the clinics.

� Staff feels unsafe at East Side. � East Side WIC Clinic is too small (new location just north of Saint Paul would work for relocation).

Family Health Section Beam Avenue

1670 Beam Avenue, Maplewood68 staff(Leased)

� Easy freeway access, surface parking lot. � Adequate meeting space.

� Most clients served from this location live in Saint Paul.

� Inadequate technology/connectivity.

DEPARTMENT INTERVIEW SUMMARIES

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PUBLIC WORKSNumber of Staff

112 full time staff

� 60 maintenance staff

� 40 staff operating vehicles

Staff Projections

Staff is likely to remain stable.

Services Provided

Public Works is responsible for major and routine maintenance, construction, and snow removal of 294 miles of County roads, 790 lane miles, 326 signals and 71 bridges. They also provide fleet management for the Sheriff and other County departments.

Service Area and Population Served

Public Works serves all County residents and businesses and also provides internal services to Ramsey County. Fieldwork services impact the entire County and beyond as County roads serve many residents and business directly, and also connect local street systems to the trunk highway and interstate system. There has been an increase in driving on County roads as drivers choose to avoid congestion on roads within the State system. Public Works contracts

the City of Saint Paul to perform routine maintenance services on a significant number of County roads within the City. Public Works actively works on the larger roads within the City.

Overall comments

The specialized facility meets the needs of staff.

Expected department or service delivery changes

If the County ends its contract with the City of Saint Paul and needs to provide maintenance for County roads within Saint Paul City limits, a satellite office near Saint Paul will be required.

Referenced Plans/Reports

Ramsey County 2030 Comprehensive Plan,

Prepared by Policy Analysis and Planning,

County Manager’s Office, November 2009

BUILDING ADVANTAGES DISADVANTAGESAdministration

1425 Paul Kirkwold Drive, Arden Hills113 staff(County Owned)

� Specialized facility designed for its use. � Staff love the facility. � Easy access and parking for staff coming and going.

� Adjacent vehicle storage area. � If staff increases there is space for additional parking west of the existing parking lot.

� No comment

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DEPARTMENT INTERVIEW SUMMARIES

VETERANS SERVICESNumber of Staff

5 staff

� 3 Veteran service officers

� 2 Assistants

� 6-8 Volunteers

� 2 Work-study staff

Staff Projections

Staffing needs are likely to increase.

Services Provided

Veterans Services provides state-mandated services to Ramsey County veterans. The department helps people apply Veterans benefits from Federal, State and Community Veteran’s Programs. The department advocates for all state health care and economic assistance programs.

Service Area and Population Served

Veterans Services clients come from all parts of the County. There are no specific concentrations of veterans in the County. Veterans typically make initial contact through email or phone, referral through lawyers or the

VA Medical Center. Staff meet with veterans in their homes when needed.

Overall comments

The facility meets the needs of staff and veterans, including the surface parking lot making it easier for the elderly or those with disabilities to come into the office.

Veterans Services currently share clients with Community Human Services, Public Health, Libraries, and Community Human Services (noting it is an industry standard to be collocated with Community Human

Services). They are a strong partner with the Courts in programs such as the Veteran Court Track and the Veterans Justice Initiative. Veterans Services would like to be adjacent to these departments, as well as being close to the VA Medical Center and MN Veterans Affairs.

Expected department or service delivery changes

Veterans Services expects that the aging demographic will continue to drive increasing demand for their services. Veterans and their survivors seeking additional funds to pay for

BUILDING ADVANTAGES DISADVANTAGESPlato Building

90 W. Plato Boulevard, Saint Paul 5 staff(County Owned)

� Staff pleased with location. � Good parking and location that allows for high public visibility and easy access for veterans.

� Offices with acoustical privacy. � Current location is near VA, Capitol, Veterans and Military Services. (Veterans travel between these locations).

� The reception area, halls and offices accommodate veterans walkers, wheelchairs and family groups.

� During appointments some staff have security concerns.

Assisted Living or in-home care will continue to be a significant percentage of those served by the department. Additional staff may be required to meet demand in the future which means the department will need more space.

Staff anticipates that more outreach via social media and other technologies will be necessary to reach younger veterans. Outreach and marketing efforts in the department will focus on increasing the number of younger veterans being served.

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WORKFORCE SOLUTIONSNumber of Staff

84 staff

� Many contracted vendors.

Staff Projections

Little to no increase in staff.

Services Provided

Workforce Services aids adult and youth job seekers of which some are on public assistance or unemployment insurance. The department provides resume help, job training, and educational resources, supportive services that help job seekers upgrade their skill sets and find employment.

Programs in Workforce Solutions that provide services include the Diversionary Work Program (DWP), Minnesota Family Investment Program (MFIP) both welfare preventative programs helping the unemployed find work; Family Stabilization Services to aid people with disabilities who will be staying on assistance; The Adult or Dislocated Worker Program that serves low wage or unemployed obtain short-term training and return to work; and the WIA/Minnesota Youth

Program that supports low-income, at risk youth who need to complete high school, continue on to post-secondary education or find employment.

Service Area and Population Served

Workforce Center placement in the County is determined by the Ramsey City Workforce Investment Board (WIB), a thirty-three person board comprised of community leaders in business, community-based organizations, education, labor, and economic development, along with local elected officials and workforce system staff. When looking at Center placement, the board evaluates where clients are receiving services, areas of poverty, and public transportation routes, etc. Similar considerations are undertaken for suburban services, but suburban locations have been downsized due to state-level funding cuts.

Workforce Solutions oversees Youth, MFIP, Dislocated Work and Adult programs through direct staff or contracted vendors at various locations around the County. Many of these programs are provided through contracted vendors.

Youth programs are located at Workforce Centers and community locations where it is convenient for youth to use services.

Locations include YWCA, American Indian Centers, Hmong American Center, and other community-based programs.

State law requires one Workforce location in the County, but there are currently two in Ramsey County.

Workforce Solutions serves residents from Ramsey County. Eighty percent of their Workforce Center clients are not enrolled in any County or State programs. The other twenty percent of clients are enrolled in County and State programs. Clients coming to the Workforce Centers are referred from the Unemployment Insurance System, Financial Workers from Community Human Services, Probation Offices in the Community Corrections Department, etc.

Dislocated workers are assigned to a workforce center by their location after applying for unemployment on-line. High schools, foster care, and probation officers refer the youth population. MFIP participants are referred by Ramsey County Community Human Services.

Overall comments

Overall staff feels that there is redundancy having two Workforce Centers. Either Workforce Center could move and the location should be based on the universal

client – an unemployed individual. The new location should also consider adjacencies with Libraries, Community Corrections, and the WIC clinics (Public Health). The new location could be in a mixed-use space, perhaps near an employment center, or an educational partner (such as Saint Paul College). The new facility would need to be easily accessed by transit and provide free parking. Spaces should look professional and reinforce a positive message about a client’s value.

Beyond the Workforce Center, satellite (community partners/vendors) should be located near public services recipients, especially households who receive funds from the Minnesota Family Investment Program (Community Human Services). Satellite communities should also address being located to youth in Ramsey County who are in need of finding employment.

Expected department or service delivery changes

Workforce Solutions does not anticipate a need for more space or staff, however, they do anticipate increased reliance on internet based service delivery. Areas of focus will be on-line training models, vocational training for non-high school graduates, on-line counseling, and delivery via alternative technologies

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 60

DEPARTMENT INTERVIEW SUMMARIES

such as smart phones. It is unclear at this time how these technologies will change the need for physical space.

Services provided at Workforce Centers is largely determined by Federal and State funding.

BUILDING ADVANTAGES DISADVANTAGESGovernment Center East Building (MFIP Program)

160 E. Kellogg Blvd, Saint Paul40 staff(County Owned)

� Currently adjacent to Community Human Services and share clients referred by the Ramsey County Community Human Services financial assistance program.

� Parking is expensive.

North Saint Paul Workforce Center Administration

2098 11th Avenue, North Saint Paul44 staff(Leased)

� Good location for suburban job seekers. � Hard to find and access for City job-seekers.

� Building not created specifically for services provided.

� Not enough conference space.

Vendor / Satellite locations � Clients are familiar with locations. � Part of the community.

� No comment

Saint Paul Workforce Center/West Suburban Resource Center

540 Fairview Avenue, Saint Paul2 staff(Leased)

� No comment � Over-sized, poorly laid out space. � Expensive rent. � Location duplicates services.

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2ND JUDICIAL COURTSNumber of Staff

245* State employees (several staff still receive County benefits)

� * State of Minnesota requires Ramsey County to provide space for the 2nd Judicial Court staff.

Staff Projections

No significant staffing changes expected.

Services Provided

To provide a fair, impartial, accessible and open judicial forum for the efficient resolution of Criminal, Civil, Family and Probate legal matters.

Service Area and Population Served

The 2nd Judicial Courts provides services for all of Ramsey County.

Overall comments

Family Court is currently at the Courthouse and Juvenile and Family Justice Center. It would be more efficient and a better service model for the Family Court to be in one location.

They currently have a limited number of secured courtrooms.

For clients using services counters, parking has been reported as a problem in terms of the cost of parking downtown and parking tickets at metered spots.

Expected department or service delivery changes

The Courts are in the process of transitioning to a paperless system, which requires Wi-Fi and sufficient bandwidth infrastructure. Staff anticipates a need for increased interpreter services for non-English speaking populations. Translation during Court can double the length of a trial. While additional time may be necessary for court hearings, it is also possible for Courts to increase access to electronic services from multiple locations and for extended hours.

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SERVICE DEMAND

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SERVICE DEMAND

INTRODUCTIONThis section compares and contrasts information provided during the Ramsey County department leader surveys and interviews; mapped facilities and client locations; public transportation and bikeways; and demographics (such as population and poverty levels). The analysis of this information looks at how services and delivery requirements are projected to evolve. These projections, in turn, will be used in the next phase to inform the consultant’s recommendations for the intentional positioning of County facilities.

KEY FINDINGSDepartment leader surveys and interviews generally indicated their department’s facility locations support public access to County services and are suitable for County staff to provide services, but there are opportunities to improve service delivery by moving facilities to alternate locations or to co-locate departments. The opportunities to improve service delivery through facility locations are crucial given the competing influences of the County’s projected growth in population, households and need for services; even as staff and funding resources are expected to remain at or near current levels.

Department leader interviews, mapping client residences, review of population projections and information about concentrated areas of financial poverty extend the boundaries of the well-known high-need service areas such as Frogtown to also include areas in Saint Paul and selected areas within a few County suburbs. Concentrated areas of poverty exist within the area between downtown Saint Paul extending north into Little Canada and Roseville, the East Side of Saint Paul extending northeast into Maplewood and North Saint Paul, and the West Side of Saint Paul and, without focused investment and attention during coming years, poverty could continue to concentrate within those neighborhoods.

Despite the County’s small size, the geographic expansion of high-need areas makes it important to consider minimize the amount of time staff and residents travel to and from County facilities. Once further study confirms that clients travel by transit to County facilities, facility

locations adjacent to transit need to take advantage of proximity to high-frequency routes even as transit needs are balanced with the cost of facilities – which is likely to increase as Midway and downtown Saint Paul attract development.

As the high-need service areas expand and high-frequency transit provides more connections, it is important to avoid redundancies in service locations along dedicated transit routes.

The comparison of high-need service areas, limited public transit and private vehicle transit, and distance from County facilities indicates areas that may need attention such as immediately north of downtown Saint Paul, the northeast corner of Saint Paul’s East Side, and concentrations of poverty in the suburbs.

DEMOGRAPHICS OVERVIEWThe suitability of facility locations depends, in part, upon the context of current and future population and household distribution. This phase of the Strategic Facility Plan involved questioning department leaders about the locations of County facilities; especially in regards to serving youth (under the age of eighteen), the elderly (over the age of 65), and immigrant populations.

CURRENT AND PROJECTED POPULATION

Ramsey County had 546,400 residents in 2010, and is projected to grow overall to 585,360 residents by 2030. With the County’s size of 152 square miles of land area, the County has an overall population density of more than 3,300 persons per mile.5 The County therefore is intensely populated when compared to the Twin Cities Region (seven-county) of 978 people per mile.6 The map shown on the following page illustrates that the most populated areas are within the City of Saint Paul and the most sparsely populated areas are in the northern part of the County. This is due in part to the large regional parks and bodies of water spanning the suburban areas.

Areas of financial poverty extend the boundaries of the well-known high-need service areas such as Frogtown to also include areas

in Saint Paul and selected areas within a few County suburbs.

Minimize the amount of time staff and residents travel to and from County facilities.

Avoid redundancies in service locations along

dedicated transit routes.

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St. PaulSt. Paul

MaplewoodMaplewood

RosevilleRoseville

ShoreviewShoreviewArden HillsArden Hills

North OaksNorth OaksWhite White Bear Twp.Bear Twp.

New New BrightonBrighton Vadnais HeightsVadnais Heights

Little CanadaLittle Canada

Mounds Mounds ViewView

White White Bear Bear LakeLake

North North

St. PaulSt. Paul

St. St. AnthonyAnthony

Falcon Falcon HeightsHeights

Gem Gem LakeLake

LauderLauder-dale-dale

94 94

35W

35E

35E

494

694

35E

35W

10

10

10

61

52

61

5

51

51

3636

120

149

280

Data Sources:-Ramsey County-MetroGIS-MetCouncil-U.S. Census Beareau, Decennial Census 2010

0 1 20.5

Miles

Map Date: February 2014Ramsey County Strategic Facilities Plan

Ramsey County Population 2010

NOTE: The water and open areashave been masked toaccount for people notliving within their borders.

1 Dot = 125 Persons

County Facilities by Department

Sheriff

Human Services

Public Health

Libraries

Misc Building

Major Building

Public Works

Parks and Recreation

Workforce Solutions

Corrections

Ramsey County Population 2010

See Appendix M for full size map.

St. PaulSt. Paul

MaplewoodMaplewood

RosevilleRoseville

ShoreviewShoreviewArden HillsArden Hills

North OaksNorth OaksWhite White Bear Twp.Bear Twp.

New New BrightonBrighton Vadnais HeightsVadnais Heights

Little CanadaLittle Canada

Mounds Mounds ViewView

White White Bear Bear LakeLake

North North

St. PaulSt. Paul

St. St. AnthonyAnthony

Falcon Falcon HeightsHeights

Gem Gem LakeLake

LauderLauder-dale-dale

94 94

35W

35E

35E

494

694

35E

35W

10

10

10

61

52

61

5

51

51

3636

120

149

280

Data Sources:-Ramsey County-MetroGIS-MetCouncil-MetCouncil Regional Development Frameworkforecasts

0 1 20.5

Miles

Map Date: February 2014Ramsey County Strategic Facilities Plan

Ramsey County Projected Population 2030

NOTE: The population dot density data is created using the MetCouncil Regional Development Frameworkforecasts by community.Therefore the dots are distributed randomly across each municipalarea.

The water and open areashave been masked toaccount for people notliving within their borders.

White Bear Townshiphas NO DATA. 1 Dot = 125 Persons

County Facilities by Department

Sheriff

Human Services

Public Health

Libraries

Misc Building

Major Building

Public Works

Parks and Recreation

Workforce Solutions

Corrections

TCAAP Boundary

Ramsey County Projected Population 2030

See Appendix N for full size map. Note: population projections were provided by

municipality, so population patterns within city boundaries are not available.

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 66

The map to the right on the previous page presents a similar dispersal of the population with additional density in the City of Saint Paul, Lauderdale, Little Canada, Vadnais Heights, Gem Lake and Maplewood. Note: population projections were provided by municipality, so population patterns within city boundaries are not available. While department leader interviews referred to slow or steady population growth, the size of the current Ramsey County population with modest percentage gains results in seven percent population growth and 38,960 additional County residents by the year 2030; including 26,000 new residents within the City of Saint Paul.4 Despite the considerable number of new residents in the City of Saint Paul, another significant projection is the ten percent increase of households across the County. City of Saint Paul household percentage growth is projected to be approximately the same as the County average, but many of the suburban cities can expect large percentage increases in the number of households. The most notable 2030 household growth projections will be in:

� Maplewood with an additional 2,600 households (sixteen percent increase);

� North Saint Paul with an additional 900 households (seventeen percent increase); and

� Vadnais Heights with an additional 800 households (fifteen percent increase).

� Gem Lake with an additional 130 households (seventy-six percent increase5);

� The Arden Hills Twin Cities Army Ammunition Plant (TCAAP) site is outlined to display where future residential and commercial development will take place.

Facility location considerations and gaps

Minimizing travel-time to provide or access services is critical because of projections that the County’s population and households, including within the suburbs, will increase while staff counts are projected to be stable. This is contrary to many interview comments that

drive-time to reach various locations in the County is generally not considered a hindrance to service and may indicate an under appreciation for the projected level of accumulated population growth.

� Public Health nurses and Public Records assessors regularly go to households to provide services from the Plato Building. The Plato Building’s location at the southern end of the County means staff must cross the bridge and travel through downtown twice each day to reach the vast majority of Saint Paul clients and clients north of Saint Paul scattered throughout the County. If staff could be based at an alternative location north of downtown Saint Paul it would present an opportunity to reduce travel time and expense.

� Community Corrections Juvenile Probation Officers routinely travel to visit client locations as well as work with clients coming into their Plato location. And Veterans Services also has clients visit the Plato location. There is an opportunity to minimize travel time for clients and staff if they were re-positioned to an alternative location north of downtown Saint Paul.

� Public Health nurses travel from the Family Health facility in Maplewood to serve clients located throughout the County, but the majority of their visits are within the City of Saint Paul. There is an opportunity to minimize travel time for staff if they were relocated within Saint Paul.

� Workforce Solutions in North Saint Paul stated eighty percent of their visitors are a part of the general Ramsey County population. Given the population pattern in the County, their current office at Workforce Solutions in Maplewood is not central for many of the County’s residents. There is an opportunity to improve proximity to all residents by moving to an alternative location.

� The population and household growth indicate that Ramsey County facilities will have high levels of use; suggesting they will need to be durable and, even so, will need considerable ongoing maintenance and repair.

� The projected population and household growth in suburban areas will further the need for access to County services from suburban locations, but that increased service

SERVICE DEMAND

A significant projection is the ten percent increase of

households across the County.

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will not be spread evenly across all suburban areas within the County (it is likely that the greatest increased suburban demand will emanate from the southern tier of Ramsey County’s suburban cities).

RAMSEY COUNTY AGE DISTRIBUTION AND IMMIGRATION

When asked how services respond to the projections for age distribution and racial diversity, Ramsey County department leaders largely responded that the overall level and extent of services depends more upon funding, poverty, technology, the culture of new immigrant groups, and crime trends than the age or ethnicity of the County’s population. Departments were not able to provide detailed research on how available funding, technological improvements, immigration patterns and crime trends will impact services. Despite not being the primary driver of service delivery, County demographics are valuable for facility planning and co-location opportunities.

Within Ramsey County the age distribution and racial diversity follows current and projected population statistics. In 2010, people up to the age of fifteen comprised nineteen percent of the population, and people sixty-five years and older made

up twelve percent of the population. By 2030, people under the age of fifteen are expected to decrease slightly to eighteen percent of the population, while the number of people over the age of sixty-five years old will increase to eighteen percent. Ramsey County is and projects to continue to be the most racially diverse county in the metropolitan area. Thirty-three percent of residents were people of color in 2010, and by 2030 County projections expect forty-five percent of the population to be people of color – both native and foreign born.6

Facility considerations and service gaps for serving the elderly

The Courts, Libraries and Veterans Services departments indicated a need for accessible facilities with wide hallways and doorways, and level parking areas to best accommodate individuals with walking instability, and using wheelchairs and walkers. With a greater percentage of people over age 65, these facility needs will become more prominent.

Facility considerations and service gaps for more effectively serving immigrant populations

� Immigrant populations are expected to increase in several suburban areas within Ramsey County. Facilities therefore will need to accommodate the increasing needs for translation services and provide signage in multiple languages. Currently translation services are provided in person for financial assistance in downtown Saint Paul, but telepresence for translation services at County library locations, for example, would provide better County service access to non-native English speakers living in the suburbs.7

� Courts stated that trial time is typically doubled if translation services are required for the proceedings. Accommodating an increase in trials with translation services could be managed by increasing the Courts’ hours of operation. Staff interviewed did not anticipate a need to add Court space to accommodate expected growth in the need for translations.

� Parks and Recreation staff mentioned that research is occurring about how park programming and design can better appeal to a wider variety of cultures. For example, ice arenas which were very popular when Eastern Europeans comprised the immigrant neighborhoods on Saint Paul’s East Side, are now transitioning to support different recreational interests of the more recent immigrant groups.

Facility considerations and service gaps for serving youth and their families

Community Human Services provides a program called the Minnesota Family Investment Program (MFIP). This program is for parents and/or caregivers with children under eighteen years of age. Unlike the majority of financial assistance programs, MFIP participants are required to come in for an interview at the Government East Building in downtown

Telepresence for translation services at County library

locations, for example, would provide better County service access to non-native English

speakers living in the suburbs.

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 68

Saint Paul. Once enrolled, participants must travel to the MFIP provider agency, check in with an employment counselor, turn in job logs in-person, as well as attend workshops. The addresses of MFIP recipients are mapped in the graphic to the right. Individuals Receiving MFIP, DWP and WB in 2012. Because the program eligibility is based upon income, understandably the MFIP map mirrors areas of high and extreme poverty. While it is Community Human Services that provides MFIP benefits, the Community Corrections Department leadership indicated the majority of their juvenile offenders are in families receiving MFIP benefits.

SERVICE DEMAND

Workforce Solutions staff responded that 10% of their clients are MFIP recipients who are required to attend workshops at their locations. Given the program eligibility includes the family with dependents under the age of eighteen meeting low-income requirements, Public Health services at the Mothers First offices and WIC clinics are likely to share the same MFIP clients. Given this apparent sharing of clients, it is probable that co-locating services for low-income families would provide some efficiencies. Within such a co-located facility, Community Human Services staff identified the need for a drop-off childcare center for parents seeking County services.

Providing nutritional lessons to low-income families is the principal service of the University of Minnesota Extension Office housed within the historic Barn on the County’s White Bear Avenue Campus. Extension staff said a location within Saint Paul, near Frogtown or the East Side, would locate staff closer to where they provide the vast majority of their services.

See Appendix O for full size map.

Individuals Receiving Assistance through the Minnesota FamilyInvestmentProgram (MFIP), Diversionary Work Program (DWP) and Work Benefit (WB) in 2012

1 Dot = 20 Persons

Ramsey County Strategic Facilities PlanMap Date: February 2014

0 1 20.5

Miles

County Facilities by Department

Sheriff

Human Services

Public Health

Libraries

Misc Building

Major Building

Public Works

Parks and Recreation

Workforce Solutions

Corrections

Data Sources:-Ramsey County-MetroGIS-Ramsey County GIS Department, Ramsey County Department Leader Interviews

St. PaulSt. Paul

MaplewoodMaplewoodRosevilleRoseville

ShoreviewShoreview

Arden HillsArden Hills

North OaksNorth Oaks

White Bear Twp.White Bear Twp.

New BrightonNew Brighton

White Bear LakeWhite Bear Lake

Vadnais HeightsVadnais Heights

Little CanadaLittle Canada

Mounds ViewMounds View

North North St. PaulSt. Paul

St. St. AnthonyAnthony

Falcon Falcon HeightsHeights

Gem Gem LakeLake

LauderLauder-dale-dale

Individuals Receiving Assistance through the Minnesota Family Investment Program (MFIP), Diversionary Work

Program (DWP) and Work Benefit (WB) in 2012

10% of Workforce Solutions visitors are MFIP Recipients

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SERVICE AREAS, INCLUDING CONCENTRATIONS OF EXTREME AND HIGH POVERTYCONCENTRATIONS OF FINANCIAL POVERTY

According to the Ramsey County 2030 Comprehensive Plan, approximately one in ten (10.6%) County residents is currently living below the Federal poverty Level. Since the County provides many services based upon income eligibility, there is a direct geographic association between where services are provided and where people with low incomes reside. The map to the right highlights areas of high and extreme poverty, which are defined as areas having 19.9% - 39.9% and greater than 40% of households below the Federal poverty level, respectively. Within department leader interviews, multiple departments referenced providing a majority of services within Frogtown and the East Side, so these areas are identified on the map.

The historic Lowertown neighborhood, in downtown Saint Paul, is a local example of a national trend in residential growth

taking place in downtown areas. In prior decades downtown areas suffered from declining infrastructure and loss of amenities as more affluent households moved to the suburbs. In the 1970’s investment in Lowertown began with the redesign of Mears Park and organization of the Lowertown Redevelopment Corporation and designation of the Lowertown Historic District in 1984.8

In the past several years, Lowertown has added more than 2,000 residential units, housing prices have doubled9 and significant public and private investments will continue, including light rail, walkable neighborhood streetscapes, and the Saint’s Ballpark. A parallel, but inverse trend is that more individuals living under the poverty level are now living in suburbs rather than in urban areas.10

While the vast majority of households living below the poverty level are currently located within the City of Saint Paul boundaries versus the suburban northern half of the County, the areas adjacent to concentrations of poverty are the ones most apt to become the next areas where people in poverty will live if regional trends continue unabated.11 The most prominent areas of poverty in Ramsey County outside the City of Saint Paul include portions of the Maplewood, Falcon Heights, and Roseville suburbs. See Appendix A for full size map.

St. PaulSt. Paul

MaplewoodMaplewoodRosevilleRoseville

ShoreviewShoreview

Arden HillsArden Hills

North OaksNorth Oaks

White Bear Twp.White Bear Twp.

New BrightonNew Brighton

White Bear LakeWhite Bear Lake

Vadnais HeightsVadnais Heights

Little CanadaLittle Canada

Mounds ViewMounds View

North North St. PaulSt. Paul

St. St. AnthonyAnthony

Falcon Falcon HeightsHeights

Gem Gem LakeLake

LauderLauder-dale-dale

Data Sources:-Ramsey County-MetroGIS-Ramsey County GIS Department, Ramsey County Department Leader Interviews

High and Extreme Areas of Poverty (Percentage of the Population Living Below the Federal Poverty Level) and Referenced Service Areas

Ramsey County Strategic Facilities PlanMap Date: February 2014

0 1 20.5

Miles

High Poverty (19.9 – 39.9% of people living below the poverty level)

Extreme Poverty ( > 40% of people living below the poverty level)

Neighborhood Districts

East Side

Frogtown

County Facilities by Department

Sheriff

Human Services

Public Health

Libraries

Misc Building

Major Building

Public Works

Parks and Recreation

Workforce Solutions

Corrections

High and Extreme Areas of Poverty (Percentage of the Population Living Below the Federal Poverty Level) and Referenced Service Areas

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 70

Facility considerations and service gaps for serving low-income households

� The majority of facilities aimed at serving individuals living below the poverty level are located in downtown Saint Paul, along University Avenue and between the northeast corridor into North Saint Paul. On the High and Extreme Areas of Poverty Map on the previous page it is possible to see the West Side of Saint Paul, the northeast corner of the East Side, Mounds Park, and New Brighton are shown to have areas of extreme poverty, but less County facility presence. Where there is a presence, it is typically a WIC clinic. Introducing the use of telepresence to request financial assistance and access other County services may be a beneficial option for these areas.

� Within the mapped areas of extreme and high poverty, department leaders said their clients are often highly mobile; meaning they move multiple

properties to encourage economic development. Similarly, Ramsey County’s Comprehensive Plan 2030 states “Proximity to open space and recreational spaces is likely to be viewed as amenities that increase a property’s value.” The facility decisions for parks or County properties in areas of concentrated poverty have the ability to encourage investments.

TRANSIT, BIKEWAYS, AND PEDESTRIAN CONNECTIONSPUBLIC TRANSIT

Ramsey County Department Interviews referenced the importance of public transportation for County staff and residents. Currently a count of County-provided Metro passes identifies that 7.6% of staff, many of whom work in Community Human Services at the Government Center East Building, take public transportation to work. This percentage is higher than the Twin Cities Metro Area average of 6% of the population commuting to work by public transportation. The County does not have recent research listing the percentage of clients who use public transit vs. a private vehicle to access County services. In the

map shown on the following page, current and future transit routes are mapped with County facility locations. It is important to note that the high-frequency routes are highlighted because they offer service at least every 15 minutes, and are therefore a more reliable and convenient means of traveling to a County facility. Non-high-frequency routes may offer service at the beginning and end of the standard work day, or may provide service every half or full hour. The map illustrates that residents without vehicles live in all parts of the County. In addition, concentrations of residents without vehicles are found in areas of Saint Paul. The map displays the limitations of current public transportation routes in the County’s suburban areas and north-south connections within the City of Saint Paul. The four high-frequency bus routes that provide service in the County are planned for upgrades to provide high-frequency transit, by either Bus Rapid Transit or Light Rail fixed routes. The high-frequency route on the East Side is planned to extend north to Maplewood Mall and join the Central Corridor’s Green Line, providing better connections for these high service-need areas. Two of the four high-frequency routes traverse

times per year. The cost of housing or inability to find housing for those with a criminal record results in unstable housing conditions for individuals or families. When Ramsey County facility location decisions are made, it is important to note that clients’ movement patterns may mean that a facility location originally placed within an area of high service needs may need to be relocated to stay in sync with the highly mobile service population.

� Ryan O’Connor from the County Managers Office stated that “State Capitol Communities often have higher proportions of institutional land use. And, when combined with little undeveloped land, every development and redevelopment opportunity in the County and its partner cities is significant.12 When possible, County facilities can encourage private investment

and development by consolidating similar services within more intense land uses and allowing desirable

SERVICE DEMAND

Every development and redevelopment opportunity

in the County and its partner cities is significant.

7.6% of county staff take public transit to work (higher than the

metro area average of 6%)

Telepresence could be an effective way to serve households with limited transportation options outside the City of Saint Paul.

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Frogtown and the East Side, which are identified areas of concentrated financial poverty (Frogtown and the East Side), but the remaining areas of concentrated poverty do not currently have Bus Rapid Transit, Light Rail, or high-frequency bus routes which would make transit more convenient.

FACILITY LOCATION GAPS AND CONSIDERATIONS BASED UPON PUBLIC TRANSIT ACCESS

� The majority of Ramsey County public-facing facilities are placed near or on transit lines, but this does not mean that the origination point of residents is well-served by transit. Within the area north of downtown Saint Paul and the East Side, which are associated with significant MFIP or ‘corrections offender’ services, there are numerous city blocks between transit stops. A quarter mile distance to a transit stop is suggested as the most reasonable travel distance for most individuals.

� The County transit system currently utilizes downtown Saint Paul as a hub for main transit transfers. When County residents need to access a facility by transit, this hub designation makes the downtown a favorable location. In the future, with the extension of high-frequency routes and the connection of bus rapid transit and light rail lines, fast and reliable connections will allow individuals using public transit to conveniently reach more locations outside of the downtown area.

� Future high-frequency and dedicated routes may lessen the perceived barrier to accessing services outside of an individual’s immediate community. As an example, if the WIC clinic along University Avenue is several light rail stops away from the 555 Cedar WIC clinic, the two facilities may be considered redundant. Rather than duplicating services along high-frequency routes, facility location decisions should look at areas, such as the northern suburbs, which have fewer transit options and where clients may have more barriers to accessing services.

Current and Future Transit, Households with no Vehicles, and Ramsey County Facilities

See Appendix P for full size map.

94 94

35W

35E

35E

494

694

35E

694

35W

10

10

10

61

61

52

61

5

51

51

3636

120

149

280

0 1 20.5

Miles

Map Date: February 2014Ramsey County Strategic Facilities Plan

Data Sources:-Ramsey County-MetroGIS-MetCouncil-US Census, American Community Survey 2008-2012

Current and Future Transit, Households with No Vehicle,and Ramsey County Facilities

Hi-frequency Transit Stops (Service Every 15 min or less)Non-Hi-frequency Transit Stops

County Facilities Visited by PublicCounty Facilities Not Visited by Public

Future Hi-frequency, Fixed Transit

1 Dot = 10 Households

Households with No Vehicle

County Facilities by Department

Sheriff

Human Services

Public Health

Libraries

Misc Building

Major Building

Public Works

Parks and Recreation

Workforce Solutions

Corrections

St. PaulSt. Paul

MaplewoodMaplewoodRosevilleRoseville

ShoreviewShoreview

Arden HillsArden Hills

North OaksNorth Oaks

White Bear Twp.White Bear Twp.

New BrightonNew Brighton

White Bear LakeWhite Bear Lake

Vadnais HeightsVadnais Heights

Little CanadaLittle Canada

Mounds ViewMounds View

North North St. PaulSt. Paul

St. St. AnthonyAnthony

Falcon Falcon HeightsHeights

Gem Gem LakeLake

LauderLauder-dale-dale

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 72

BIKEWAYS AND PEDESTRIAN CONNECTIONS

The map to the right illustrates current connections in the concentrated areas of poverty are limited, and shows little dedicated bikeway access to the areas department leaders have identified as having the highest need, such as the East Side and Frogtown.) Proposed connections show dramatically improved connectivity within the most urban areas of the County, but the timeline and funding for these connections are unknown. Note: the map does not include sidewalks, which are widely available within the City of Saint Paul.

Facility location gaps and considerations based upon bike and pedestrian access

� Department leader interviews completed in December 2013 and January 2014 did not provide feedback that residents are using or need bike or pedestrian connections to access County services. County staff reported

that there is little information about how clients reach facilities.

� The suburban areas appear to currently have better bike access.

� Current County facility locations where clients visit appear to be well served by future bikeways.

� Given the size of the County, most pedestrian connections are too lengthy for most residents to use to walk to a County facility. But pedestrian routes serve as an important means of getting to and from public transit.

SERVICE DEMAND

See Appendix Q for full size map.

94 94

35W

35E

35E

494

694

35E

694

35W

10

10

10

61

61

52

61

5

51

51

3636

120

149

280

0 1 20.5

Miles

Map Date: February 2014Ramsey County Strategic Facilities Plan

NOTE:Facilities Frequented by Public was asked in theinterview and the responsewas recorded and displayedon this map.

Data Sources:-Ramsey County-MetroGIS-MetCouncil-US Census, American Community Survey 2008-2012

Current and Future Bike and Pedestrian, Households with No Vehicle,and Ramsey County Facilities

County Facilities Visited by PublicCounty Facilities Not Visited by Public 1 Dot = 10 Households

Households with No Vehicle

Footpa

ths

andT

rails

Bikeways

Curren

t

Propos

ed

Pedestrian

St. PaulSt. Paul

MaplewoodMaplewoodRosevilleRoseville

ShoreviewShoreview

Arden HillsArden Hills

North OaksNorth Oaks

White Bear Twp.White Bear Twp.

New BrightonNew Brighton

White Bear LakeWhite Bear Lake

Vadnais HeightsVadnais Heights

Little CanadaLittle Canada

Mounds ViewMounds View

North North St. PaulSt. Paul

St. St. AnthonyAnthony

Falcon Falcon HeightsHeights

Gem Gem LakeLake

LauderLauder-dale-dale

Current and Future Bike and Pedestrian, Households with No Vehicles, and Ramsey County Facilities

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FACILITIES EVALUATION REPORT

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 76

FACILITIES EVALUATION REPORT

FACILITIES EVALUATION REPORTEXECUTIVE SUMMARY

As part of the Ramsey County Strategic Facility planning project, RSP i_SPACE staff gathered relevant data describing the facilities themselves – both descriptive and current physical state, use of the facilities, suitability of the facilities for their current programmatic uses, and suitability of the facilities for the recommended ten-year strategic planning objectives.

The facilities evaluation was organized to provide a data resource which, when linked to the demographic and associated population-driven service requirements, would yield a model for traditional county government services, service logistics, and portfolio management that could be projected ten years into the future. However, during the discovery phase, recent research was introduced concerning the compounding dynamics of concentrated centers of financial poverty in the County and the many ways that poverty drives County-provided services. County leadership

and an analysis of all available factors, led to the conclusion that, in addition to providing traditional county-government services via facilities that are accessible, efficient, and lowest practical cost, the County’s Strategic Facility Plan can go beyond simply responding to projected population changes and service growth to also incorporate an intentional portfolio management strategy designed to contribute to slowing and/or reversing the poverty-related dynamic.

The Facilities Evaluation provides an inventory of facilities and enumerates up to forty-one data points about each. Each facility is also rated in four dimensions (e.g.: Facility Condition Index, Suitability, Utilization, and Mission Dependency). The evaluation analysis then uses the rating values to reveal opportunities and issues associated with the portfolio inventory both individually and as a whole.

The Facilities Evaluation also includes a review of lease sub-markets in the County and provides a comparison between County leases and average lease rates for each relevant sub-market.

SCOPE OF PROPERTY INVESTIGATIONS

The Facilities Evaluation is focused on buildings and leased spaces where Ramsey County delivers services and/or locates County staff.

The Facilities Evaluation includes buildings and leases in buildings but no undeveloped land parcels. Land parcels associated with some buildings are considered in the Facilities Evaluation and later within the scenario modeling recommendations.

Few recommendations include acquiring additional land parcels.

Park land and park facility planning are covered in the Ramsey County Parks and Recreation System Plan, May 2006.

Libraries planning is covered in the Ramsey County Library Facilities Master Plan, June 2008. However, the Strategic Facilities Plan does consider the needs of Ramsey County services that are delivered within library facilities.

RAMSEY COUNTY PROPERTY INVENTORY

The Ramsey County Strategic Facilities Plan included thirty-two owned buildings and thirty-four office-type, specialty, revenue, or no-cost leases. For each of these properties, depending on the property type, up to forty-one data points were recorded in seven categories.

These data points were chosen for their planned relevance during the analysis phase in which portfolio requirements would be balanced against future population and service delivery requirements, and policy objectives. Appendix V. Ramsey County SFP Property Catalog, contains the information collected about each property and about the departments which occupy each property.

Except for Ratings, values were extracted primarily from information provided by Ramsey County through several sources. In some cases additional research was required to fill gaps, including:

� Ramsey County Facility Profile and Building Condition Report, February 2013. “Originally provided to the Ramsey County Board

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Suitable, Neutral, and Suitable was assigned to each facility. Ratings were subjectively determined by the project Analysts based on facility site visits, interviews with occupants, and facility inventory data.

3. Building Utilization (BU) Rating. A subjective rating representing the degree to which the County-owned building or leased area is more or less fully utilized by County-related occupants. A rating scale of Not Well Utilized, Neutral, and Well Utilized was used. Ratings were determined by the Analysts based on facility site visits, interviews with occupants, and facility occupant data.

4. Building Mission Criticality (MC) Rating. A subjective rating representing the degree to which the County-owned building or leased area has features (i. e.: configuration, fit-out, location) that are essential to the departmental mission and delivery of services. The Analysts recognize that although the function itself is critical to the mission, the facility housing the function could be substituted relatively easily with another. A

rating scale of Critical, Neutral, and Not Critical was used. Ratings were determined by the Analysts based on facility site visits, interviews with occupants, and facility occupant data.

Used together, these ratings provide a summary view of key facility-related dimensions. When combined with demographic, service type and delivery requirements, policy objectives, and financial objectives they provide a holistic rationale for making facility action recommendations. Because this approach gives a more well-rounded view of a property, it is the Analysts recommendation that this rating method, including updates for individual facilities and continual refinement, become part of Property Management’s annual routine and, further, that its use should be incorporated into ongoing property management planning processes.

of Commissioners in 1998, and periodically updated since, this report [was] fully updated as of February 2013…highlights the character of the unique portfolio of properties...and major factors that significantly affect how the portfolio is managed.”

� Ramsey County 2013 Comprehensive Capital Assets Management and Preservation Plan (CCAMPP). Contains the Facility condition survey details, planned expenditures for remediation of condition deficiencies, and identified capital renewal budget requirements for each facility.

� Ramsey County Property Management staff provided a new inventory prepared for the current Strategic Facility Plan project.

� Ramsey County Lease Report, August 2013. “Created In 1998, Property Management created the Ramsey County Lease Report as a comprehensive effort to establish a lease database for current Ramsey County leases and as a tool for County Board members and County staff. The Lease Report is a “snapshot in time” and continues

to be updated as the County experiences [lease-related] changes.”

FACILITY RATINGS

One empirical index and three subjective ratings were developed by the RSP i_SPACE facilities analyst. These are:

1. Facility Condition Index (FCI). The Facility Condition Index is an industry-accepted metric representing the cost of restoring the facility to as-new condition verses the current cost to replace the facility. The formula for calculating FCI is Deferred Maintenance cost plus Capital Renewal cost divided by the Current Replacement Value or (DM + CR) / CRV). Generally an index of 0 to .05 is considered ‘Good’, .05 to .10 is ‘Fair’, and greater than .10 is considered to be ‘Poor.’

2. Building Suitability (BS) Rating. A subjective rating representing the degree to which the facility is more or less appropriate for the functions housed in the facility. ‘Appropriateness’ includes the physical structure and spatial configuration, access, and environmental factors. For this project a rating value of Not

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RAMSEY COUNTY STRATEGIC FACILITY PLAN 78

FACILITIES EVALUATION REPORT

Ramsey County Owned Facilities with “Good” or “Fair” Facility Condition Index Rating

BUILDING CODE ASSET DESCRIPTION STREET ADDRESS CRV DM CR FCI

SUITABILITY RATING

UTILIZATION RATING

MISSION CRITICALITY

RATING HISTORIC-2 TO +2 1 TO 5 -2 TO +2 Y OR N

028 402 University Ave. Mental Health Crisis Center 402 University Ave East 8,492,000 0 257,000 0.03 2 5 2 N

018 Roseville Library 2180 Hamline Ave North 15,882,300 0 574,000 0.04 2 5 2 N

005 Correctional Facility / Workhouse 297 South Century Ave. 52,579,240 0 3,126,700 0.06 2 5 2 N

002 Metro Square 121 East Seventh Place 42,553,940 0 3,151,000 0.07 0 4 1 N

008 Law Enforcement Center 425 Grove St. 67,219,750 0 4,758,000 0.07 2 5 2 N

011 Sheriff's Water Patrol Station / 5 S. Owasso 5 South Owasso Blvd. 8,140,000 0 564,000 0.07 2 5 2 N

014 Maplewood Library 3025 Southlawn Dr. 6,957,000 0 508,000 0.07 2 4 2 N

027 Ramsey County Care Center 2000 White Bear Ave. 16,200,000 175,000 1,077,000 0.08 1 5 2 N

013 Landmark Center 75 West Fifth St. 33,300,000 0 2,880,000 0.09 2 4 0 Y

006 Emergency Communications Center 388-13th St. 6,977,280 0 643,600 0.09 2 5 2 N

007 Juvenile and Family Justice Center 25 West Seventh St. 36,112,400 0 3,283,000 0.09 1 3 1 N

032 Woodview/Volunteers of America Building 1771 Kent Street 5,600,000 0 0 0.00 2 5 -1 N

031 Union Depot 214 East Fourth St. 81,550 0 0 0.00 2 3 2 Y

FACILITY EVALUATION ANALYSIS

Observations about Portfolio Condition

Thirteen of the thirty County-owned and occupied properties are in ‘good’ or ‘fair’ condition as of the latest survey completed in January 2013. Fifteen of the

properties have a Facility Condition Index of .10 or greater; which indicates the need for considerable correction of deferred maintenance and the need for Capital Renewal funding. Fortunately, the County has an approved and funded Capital Repair and Improvement plan in place. Two large facilities, Government Center

West and the Adult Detention Center are vacant and awaiting County action.

By itself the Facility Condition Index is a well understood and accepted indicator of portfolio physical condition and the County is to be commended for commissioning the facility condition surveys and, perhaps more importantly,

funding the capital improvement plan. But Facility Condition should be placed within a context that also evaluates Suitability, Utilization, and Mission Criticality.

Ideally, a facility should score well on all four of these dimensions but this is not often the case and a strategic portfolio evaluation should balance and seek to optimize these factors.

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Ramsey County Owned Facilities with “Poor” Facility Condition Index Rating

BUILDING CODE ASSET DESCRIPTION STREET ADDRESS CRV DM CR FCI

SUITABILITY RATING

UTILIZATION RATING

MISSION CRITICALITY

RATING HISTORIC-2 TO +2 1 TO 5 -2 TO +2 Y OR N

001 Courthouse / City Hall 15 West Kellogg Blvd. 72,527,130 0 7,028,000 0.10 2 5 2 Y

019 Shoreview Library 4570 North Victoria St. 5,749,425 0 588,000 0.10 1 4 2 N

021 Public Works Facility 1425 Paul Kirwold Dr. 26,895,000 0 2,920,000 0.11 2 5 0 N

022 County Extension Services Center / Barn 2020 White Bear Ave 5,553,250 0 706,500 0.13 0 2 0 Y

012 Suburban Court Building 2050 White Bear Ave. 3,265,420 0 435,000 0.13 2 5 1 N

010 Sheriff's Patrol Station 1410 Paul Kirkwold Dr. 8,140,000 0 1,139,000 0.14 1 5 1 N

025 Government Center East 160 East Kellogg Blvd. 55,740,440 0 8,068,000 0.14 1 4 0 N

003 90 West Plato 90 West Plato Blvd. 9,608,280 0 1,469,000 0.15 0 5 1 N

004 Boys Totem Town Campus 398/400 Totem Rd. 15,275,000 245,000 2,197,000 0.16 -2 2 2 Y

024 Family Service Center 2001 North Van Dyke St. 3,600,000 0 605,000 0.17 2 5 0 N

026 Lake Owasso Residence 210 North Owasso Blvd. 5,118,000 8,000 923,000 0.18 -1 5 1 N

015 Mounds View Library 2576 County Road 10 1,449,890 0 297,000 0.20 -1 4 2 N

009 Medical Examiner's Office 300 University Ave. East 2,825,000 0 610,000 0.22 2 5 2 N

020 White Bear Lake Library 4698 Clark Ave. 2,421,200 40,000 524,000 0.23 0 4 2 N

023 Don Juenemann Public Health Center 555 Cedar St. 6,737,500 390,000 1,719,000 0.31 0 5 2 N

029 Adult Detention Center 14 West Kellogg Blvd. 27,542,250 0 0 -2 1 -1 N

030 Government Center West 50 West Kellogg Blvd. 85,837,535 0 0 -2 1 -2 N

The following are observations related to the assigned Facility Ratings. The recommended strategic portfolio actions described in the CountyWide 1 scenario will incorporate these observations as

well as recommendations that are derived from demographic data, departmental interviews, service delivery analysis, geographic, and real estate analysis.

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Ramsey County Leased Properties

BUILDING CODE ASSET DESCRIPTION STREET ADDRESS PRIMARY OCCUPANT ORGANIZATION

SUITABILITY RATING

UTILIZATION RATING

MISSION CRITICALITY

RATING-2 TO +2 1 TO 5 -2 TO +2

L101 CHS Lease_Mental Health Center 1919 University Ave Mental Health Clinic/Treatment 1 4 -1

L102 CHS Lease_Bigelow Building 450 No. Syndicate Street FAS & Mothers First & Child Protection -2 2 -2

L103 CHS Lease_Project Enhance 1910 County Road B Project Enhance -2 4 -2

L104 CHS Lease_CHS Workforce Center 2098 11th Ave FAS Work Resource Hub -2 4 -2

L105 CHS Lease_FAS Resource Center 1910 County Road B FAS Work Resource Hub -2 4 -2

L106 CHS Lease_HIRED 1821 University Ave HIRED Lease (CHS)

L201 Community Corrections Lease_Adult Probation 1600 University Ave Adult Probation 1 5 1

L204 Community Corrections Lease_Adult Probation 800 Minnehaha Ave Adult Probation 1 5 1

L301 Sheriff Dept Lease 311 Ramsey Street EAP Contract Services 0 3 0

L302 Sheriff Dept Lease 25 W. Fourth Street Civil Process 2 4 1

L303 Sheriff Dept Lease 55 Vadnais Blvd Water Patrol Vehicle Storage

L304 Sheriff Dept Lease County Rd J & Hwy 61 White Bear Township Antenna Lease

L401 Workforce Solutions Lease 2098 11th Ave Workforce Solutions Admin/East Suburban Workforce Center 0 4 1

L402 Workforce Solutions Lease 540 Fairview Ave West Suburban Workforce Resource Center 1 1

L501 Public Health Lease_Eastside WIC 1075 Arcade Street East Side WIC Clinic 2 5 -1L502 Public Health Lease_Environmental Health 2785 White Bear Ave Environmental Health Division 1 4 0

L503 Public Health Lease 1619 Dayton Ave Sexual Offense Services Unit

L504 Public Health Lease_Frank and Sims Yard Waste Frank & Sims Street East Side Yard Waste Site 2 5 2

L505 Public Health Lease_Summit Hill Yard Waste Pleasant & St Clair Ave Summit Hill Yard Waste Site 2 5 2

L507 Public Health Lease_West Side WIC 153 Cesar Chavez Street West Side WIC Clinic 2 4 1

L508 Public Health Lease_Family Health Section 1670 Beam Ave Family Health Section 0 4 -2

L510 Public Health Lease_Midway WIC 409 Dunlap Street Saint Paul WIC Clinic 2 5 1

L511 Public Health Lease_New Brighton WIC 400 Tenth Street New Brighton WIC Clinic 1 5 1

L601 Revenue Lease or Miscellaneous Roseville Library Dunn Brothers Coffee Shop 2 5 1

L602 Revenue Lease or Miscellaneous Maplewood Library JaMocha's Cafe & Bakery 2 1 -1

L603 Revenue Lease or Miscellaneous 1771 Kent Street Volunteers of America (Woodview Site) 2 5 -1

L605 Revenue Lease or Miscellaneous 15 West Kellogg Blvd 911 Communications Equipment 2 5 2

L606 Revenue Lease or Miscellaneous 640 Jackson Street Regions Hospital

L607 Revenue Lease or Miscellaneous City of St. Paul Public Works

L608 Revenue Lease or Miscellaneous 121 East Seventh Place Project Remand (CCOR Contractor) 1 5 2

L609 Revenue Lease or Miscellaneous 122 East Seventh Place State of MN (5 leases) and private/nonprofit lessors 2 4 0

L701 Library Lease_North Saint Paul 2290 North First Street Ramsey County North Saint Paul Library 2 5 1

L702 Library Lease_New Brighton 400 Tenth Street Ramsey County New Brighton Library 2 4 2

L801 County Attorney Lease 345 Wabasha Street RCAO Administration/Criminal Division 2 5 2

FACILITIES EVALUATION REPORT

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Observations Based on Facility Ratings

� 90 West Plato has a good Utilization rating but has a high FCI requiring $1,469,000 in capital renewal. The marginal Suitability and Mission Criticality ratings are largely attributed to the substantial and free parking at the site. The County should consider if the site is perhaps more valuable to the County as a commercial development site with associated economic development and employment opportunities.

� Medical Examiner’s Office - Though it is currently well utilized, and has good Suitability and Mission Criticality scores due to its specialized fit-out, the building has a very high FCI and there is concern that the facility is not capable of accommodating either anticipated growth or the requirements of a disaster situation. The County should consider the value this property may have for the adjacent medical facility, the opportunity to shed anticipated capital renewal expenses, to right-size the facility for growth, and the potential economic

development potential for the County tax base should the County relocate the Medical Examiners offices and allow adjacent occupiers to expand commercial operations.

� Government Center East has a high FCI due to anticipated Capital Renewal expense. The facility is not considered highly Mission Critical nor is it particularly well suited even though it has a high Utilization rating. Although located downtown and highly visible, staff stated the facility is not easily accessible for the public. River views and Lowertown redevelopment make this facility attractive to developers. Relocation would provide the opportunities for income, the consolidation of Financial services, and increased space efficiency as workspaces are more appropriately sized.

� Woodview/Volunteers of America building and site. A decidedly non-Mission Critical facility even though the Utilization and Suitability are high and the FCI is low due to recent capital renewal. The facility has been successfully leased to Volunteers of America for many years but VOA

does not need to be in this location and the lease revenue is little compared to the value of the site. The undeveloped property therefore is an opportunity for income and increase to the County’s tax base through commercial development. Note that the site is adjacent to the unused Kent Street Spoils site which the County may wish to retain in order to have access to undeveloped land located near the center of County. If the County decides to keep the land for future purposes, a land lease may generate more revenue than the current building lease.

� County Extension Services (Barn): High FCI, poor Utilization, only fair Suitability (appropriate best use for the County is unclear), and fair mission criticality – mostly due to historic status.

� Several facilities, such as the Courthouse, Public Works Facility, Suburban Court Building, Sheriff’s Patrol Station, and the Family Services Center have high FCI ratings but good or fair Suitability, Utilization and Mission Criticality

ratings. All of these are included in the County’s Capital Improvement Plan and it would appear that executing the Plan as anticipated is an appropriate course of action. The exception would be if programmatic changes suggested by departmental and/or workplace improvements provide justification for an alternative recommendation.

� L103, the Project Enhance lease at 1910 County Road B, is an example of a well utilized facility located in a non-mission-critical and not well suited location. A recommendation is to find a new location to lease that will service the apparently high need.

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FACILITIES EVALUATION REPORT

MARKET ANALYSIS FOR RAMSEY COUNTY CURRENT LEASED OFFICE PORTFOLIO

Compiled January 2014 COUNTY PORTFOLIOCURRENT MARKET FOR

AVAILABLE SPACEDIFFERENCE

BETWEEN COUNTY WEIGHTED

AVERAGE AND MARKET MEDIANSUB-MARKET

LEASE QUANTITY

TOTAL SPACE

LEASED

WEIGHTED AVERAGE

LEASE RATES

POSTED AVAILABILITIES

AVAILABLE SQUARE FOOTAGE

MEDIAN LEASE RATE

Suburban Ramsey County 11 56,196 sf $14.54 128 2,168,675 sf $16.90 ($2.36)

Midway 5 53,828 sf $16.28 54 1,117,741 sf $14.48 $1.80

Saint Paul Central Business District (CBD) 3 35,868 sf $18.75 32 2,239,932 sf $17.67 $1.08

Saint Paul City 7 16,115 sf $15.41 58 1,142,656 sf $16.00 ($0.59)

Source: CoStar; Ramsey County Assessor data; brokerage house listings.

SUB-MARKETS LEGENDSuburban Ramsey County Sub-market areas outside of City of Saint Paul

Midway West of Lexington, north of I-94, south of Larpenteur

Saint Paul Central Business District Downtown Saint Paul and Regions Hospital Area

Saint Paul City Areas of Saint Paul other than Midway and CBD

REAL ESTATE EVALUATION

The table below compares Ramsey County’s current leased office portfolio with current average sub-market rates. The analysis shows that Ramsey County leases align favorably with prevailing rates in each local sub-market.

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RECOMMENDATIONS

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RECOMMENDATIONS

The Ramsey County Strategic Facility Plan CountyWide 1 recommendation is based upon a ten-year time-frame. Over the next decade, adjustments are expected for individual facility plans as County needs and many other factors change. Despite the changes, the objectives of the strategic facility plan should remain constant. These objectives have been developed out of the information collected from the County Board at the November 26, 2013 Visioning Workshop and findings from the study’s Discovery Phase (such as department leader and real estate interviews, service areas, current and future population, facilities evaluation, and a review of County supplied information). From these objectives and overarching outcomes, a set of recommendations is presented in this section, each with a brief explanation.

Full reports of the financial and physical modeling are included within the Appendices S. Details for Each Property and Action Pair, Appendix T. Properties Grouped by Each Recommendation Action Type, and Appendix U. Financial Summary for CountyWide-1 Scenario.

OBJECTIVES

To guide upcoming facility decisions for the next ten years this Strategic Facility Plan has set three objectives. During this time-frame the costs, condition, service areas, and many other factors will alter facility decisions, but these objectives can serve as the framework:

Further definition of the objectives is included below to provide the context for facility decisions:

Service First – (People Strategy) Make it better and easier for the public to receive services and for the staff who provide them.

The public will have an easier time receiving services if public-facing facilities are easy to access (near to high-frequency transit and/or to freeways and convenient parking), highly visible, and organized so that services for associated needs are consolidated. Staff providing services need to be located in facilities that minimize work-related travel time and/or internal department visits (e.g.: near freeways and convenient parking). Public-facing facilities should inspire dignity and the pride in public service that is readily expressed by staff.

Aim for this objective. Overall, there are opportunities to improve service delivery by consolidating several facilities and services (still allowing for community locations for specific services). By co-locating departments, especially with client facing services for families allows for operational efficiencies, shared professional knowledge, and a consistent, centralized location for the public to easily access and navigate. The

opportunities to improve service delivery through facility locations are crucial given the competing influences of the County’s projected growth in population, households and need for services; even as staff and funding resources are expected to remain at or near current levels. (By 2030, Ramsey County will need to serve 38,960 additional County residents; including 26,000 new residents within the City of Saint Paul and an overall ten percent increase of households across the County.) Despite the County’s small size, the geographic expansion of high-need areas makes it important to consider minimizing the amount of time staff and residents travel to and from County facilities. Once further study confirms that clients travel by transit to County facilities, facility locations adjacent to transit need to take advantage of proximity to high-frequency routes even as transit needs are balanced with the cost of facilities – which is likely to increase as Midway and downtown Saint Paul attract development. As the high-need service areas expand and high-frequency transit provides more connections, it is important to avoid redundancies in service locations along dedicated transit routes. Facility visibility, way-finding and signage are inconsistent across

1. Service First – (People Strategy) Make it better and easier for the public to receive services and for the staff who provide them.  

2. Choose Ramsey County facility strategies that actively contribute to reversing conditions that are associated with the growth in Concentrated Areas of Financial Poverty.   

3. Service First – (Facility strategy) Give priority to facility strategies and investments that both maximize service delivery efficacy and contribute to reducing need.  

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County facilities and is a hindrance to the public finding and accessing services.

Choose Ramsey County facility strategies that actively contribute to reversing conditions that are associated with the growth in Concentrated Areas of Financial Poverty.   

Every development and redevelopment opportunity in the County and its partner cities should contribute to both initial and ongoing economic development in an effort to improve the tax base, job opportunities and economic activity. County facilities, by their location, their configuration, and their operation must be a good neighbor to and in some cases partner with commercial interests to encourage investment and maximize economic and human resource potential in the County.  

Aim for this objective. Highly concentrated low-income households in the County have been increasing and are beginning to appear more often in suburban areas. Projections show that the County cannot afford to continue to respond in the same way, but begin to take proactive actions aimed at slowing and reversing these trends. Services are the main tool that the county has to combat financial poverty,

so facilities must support providing and accessing services. Department leader interviews, mapping service areas and individuals living below the Federal poverty line illustrate the extent of high-need service areas beyond the well-known Frogtown and East Side neighborhoods. High-need areas also are found north of Saint Paul and several areas within a few County suburbs, so it is important for public facing facilities to be centrally located and some specific services (WIC Clinics and probation offices) to be based within communities. The Central Corridor light rail, as well as a resurgence of amenities and interest in living in Lowertown Saint Paul has increased private development interests. The County therefore has the opportunity to relocate some service delivery facilities and increase the intensity and density of land use, while at the same time allowing private development of some County facilities and/or properties to offset facility costs and increase the tax base.

Service First – (Facility strategy) Give priority to facility strategies and investments that both maximize service delivery efficacy and contribute to reducing need.

Facility decisions should fundamentally

be based upon the County government's main focus - providing service to citizens.  Locations, facilities, individual spaces, equipment, furnishings, management, and service delivery configurations should be continuously evaluated for both its ability to contribute to the mission and to maximize the County's finite resources.    

Aim for this objective. In balance with the first two objectives, facilities are an on-going cost to the County. Continuing to reduce deferred maintenance, right-size facilities, using County controlled land, and reducing the size of dedicated workspaces are ways the County can spend less on facilities, and continue to use funds mainly for providing services. In some instances, separate departments are leasing facilities in the same general area, consolidating lease agreements could lead to an opportunity to reduce lease rates or help with negotiations. Leasing could be more prominent to provide greatest flexibility and lowest risk.  

CountyWide 1 Scenario

The proposed direction of the CountyWide 1 scenario is to move towards:

� Ramsey County Public Facing Co-location After the County moves to a group of

new facilities in 2020, it will be a place the public recognizes as the place to go for the majority of County services. Ideally located between the Capitol and Dale near University Avenue it is highly visible and easy to find. It is easy to get to by car or by high-frequency transit. The design and location denotes civic pride with a welcoming entrance and atrium, and legible signage directing the public to the services they need. Separate entrances provide a level of distinction between departments and services. The facility/facilities will offer many services, but a focus will be placed on family-centered services and a drop-off childcare makes it possible for caregivers to conduct various appointments (financial services, mental health, medical appointments, and workforce solutions). Note: While visitors may not conduct multiple tasks during a single visit, returning to the same facility provides ease in accessing on-going and referred services. The consolidated services also provide a shared geographic location for County staff to exchange professional knowledge and best practices and further encourages the dedication to public service expressed by staff.

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The department leaders for Community Human Services, Public Health, and Workforce Solutions and several smaller departments indicated a strong interest in keeping all staff together. Preliminary calculations of space and parking needs for so many staff and visitors led to needing a site so large that visibility, high-frequency transit, and proximity to the highest-need areas would be extremely costly. In keeping with the Service First (people) objective the scenario adjusted to co-locate public-facing staff at one location and for the next ten years some of of the administrative, internal facing staff are located at Metro Square.

� Long-term space needs in and surrounding the Courthouse The Ramsey County courthouse is expected to house the County’s Courts,

County Board, and County Manager’s office. The County Attorney and 2nd Judicial Courts staff associated with the Courts, as well as the Finance Department that works closely with the County Manager have expressed there is little room to grow and expand upon services. Over the ten year time-frame, its likely additional space will be desirable near the Courthouse.

� Community Locations Given the nature of the services, WIC Clinics, Probation Offices and Hazardous/Yard Waste Sites will remain close to those they serve.

� Library, Parks and Recreation, and Juvenile Detention Facilities Plans “No action” has been recommended for libraries, park facilities and juvenile detention facilities given they have master plans and/or are in detailed planning stages. The plans for these facilities have been studied and considered for this study. In several instances, small additions or recommendations are provided for co-locating services.

� Sale of County Sites At the beginning of the Strategic Facility Plan, the history of the Adult Detention

Center and Government Center West Building explains a decision to allow significant private development to occur on County sites. Despite the vacancy of these two facilities, this study takes a similar approach for the County to occupy and own highly-desirable sites only if the provision of services warrants the cost of the location, as well as the opportunity cost of tax revenue. The CountyWide scenario recommendations to sell and vacate properties are aggressive, but are also expected to take place over the ten year period. An interest in maintaining ownership of a number of these properties is expected, and if so requires supporting arguments for doing so and revenue generating plans for the time they go unused.

� Telepresence With relatively small costs and space needs, telepresence stations are an option for the County to extend services to the suburbs. Department leaders indicated technological changes will continue to make more services available on-line, and many

RECOMMENDATIONS

services did not require visiting a facility. Although facility visits are not required, the complexity of program eligibility, disparities in access to on-line information, and the need to offer translation services suggest that the County consider telepresence stations located at several County libraries to minimize staff duplication and extend the County’s level of customer service.

Facility Recommendations

Given the objectives and overarching scenario plan, the individual facility recommendations are listed on the following pages.

This CountyWide 1 Scenario addressed the Service First (People)

objective by co-locating public-facing staff at one location and for the next ten years housed some administrative, internal facing staff at Metro Square.

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Build New, Buy and Remodel to Suit, or Lease

Co-located Public-Facing Services(approximately 200,000 sf)

Build new, buy and remodel, or lease a facility (or number of facilities) in 2020 where Interrelated Ramsey County Public Facing Services are offered. The single facility or group of facilities (potentially within a large building, buildings acquired side-by-side, along the same block, or on a campus setting) will be the publicly recognized place for residents to visit to access multiple County services. Services are likely to be accessed during separate visits, but the known location minimizes effort of visitors returning. Many of the services are family-focused. The location is centrally located in Saint Paul at or within two blocks of the Central Corridor/Green Line light rail station, ensuring high frequency transit and pedestrian connections. It is highly visible and has prominent signage to help visitors navigate the exterior and interior spaces. Departments and their corresponding services that could be co-located include, but are not limited to: Community Human Services, Financial Assistance; Public Health, WIC Clinic, Lab, Immunization Clinic, Child and Teen Checkup; Community Human Services, Mother’s First; University of Minnesota Extension Nutritional Programming; Workforce Solutions (Separate entrance requested); Veterans Services; Community Human Services, Mental Health (non-crisis appointments); Public Health, Vital Records; Property Records and Revenue, Passports, titles, tax payments, etc.; shared drop-off childcare; and shared small and large conference rooms. The consolidated services provide a shared geographic location for County staff to exchange professional knowledge and best practices, as well as encouraging the dedication to public service expressed by staff. Department leaders stated they want administrative staff to be co-located with public-facing staff, but in this scenario some administrative staff could continue to be housed at County facilities, such as Metro Square, given available sites and that the need for parking along prime transportation routes may be cost prohibitive.

New Building_Site adjacent to Roseville Library

Take advantage of the site adjacent to the Roseville Library to house telepresence stations, meet suburban client needs and/or future space needs as determined by the County Board. This location is well known, easily accessible by car and has transit connections.

New Building_Medical Examiner

The recommended action for the Medical Examiner is to move to a new facility if the market value plus the deferred maintenance of the current site makes a new location financially attractive. The new site needs to be located near the freeway, Law Enforcement Center and Saint Paul police station. Timing of the new building may align with the need for shared structured parking (once a parking study has been completed) on the site.

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RECOMMENDATIONS

Sell

Adult Detention Center14 West Kellogg Blvd.

Sell the land at the Adult Detention Center site after the building has been deconstructed. The site has been vacant for a number of years with the intention of attracting private development along the River. The complexity of deconstructing the structure creates unknown conditions for developers so the recommendation includes deconstruction prior to the site’s sale.

Government Center West50 West Kellogg Blvd.

Sell the land of the Government Center West site after the building has been deconstructed. The site has been vacant for a number of years with the intention of attracting private development along the River. The complexity of deconstructing the structure is likely to create unknown conditions for developers so the recommendation includes deconstruction prior to the site’s sale.

Don Juenemann Public Health Center555 Cedar St.

Public Health wants to be consolidated with majority of staff, there are efficiencies in being co-located with Community Human Services, and need parking for staff traveling to field. Relocate staff and services to a highly visible Saint Paul site along high-frequency transit. Light rail and freeway access, Lowertown redevelopment, and Capitol views make this site desirable for redevelopment. (ONLY relocate if it is possible to meet the criteria of a highly visible, Saint Paul, high-frequency transit site. And, consider a land lease to keep the property under the County’s control long term).

Government Center East160 West Kellogg Blvd.

Staff move to new Co-located Public-Facing Services site and Metro Square. Financial services, especially the MFIP program, is beneficial to co-locate with Public Health and Workforce Solutions. Although downtown and highly visible, staff stated the facility is not easily accessible for the public. The size of dedicated workspaces can be significantly reduced. River views, Lowertown redevelopment and proximity to Union Depot should make this facility attractive to developers.

Medical Examiner’s Office300 University Ave. East

Sell the Medical Examiner’s Office. The services are outgrowing the current space which will not accommodate the rising volume of anticipated investigations, the poor facility condition index makes the deferred maintenance plus capital renewal expensive for a building this size, and the site may be desirable given its proximity to Region’s Hospital. New facility should be near the Law Enforcement Center, Saint Paul Police Department and easy freeway access.

Woodview/Volunteers of America Building1771 Kent Street

Sell the Woodview site, adjoined to the unused Kent Street Spoils site. The facility is leased to Volunteers of America who do not need to be in this location and the lease revenue is small compared to the value of the site. The undeveloped property is an opportunity for revenue and increasing the County’s tax base. If the County decides to keep the land for future purposes, a land lease may generate more revenue.

90 West Plato90 West Plato Blvd.

Move staff to the Co-located Public-Facing Services site near/north of downtown Saint Paul for better visibility and high-frequency transit. Public Health wants to be consolidated with their staff from 555 Cedar. Staff from this facility travel regularly within the densely populated areas of Saint Paul. The deferred maintenance plus capital renewal makes keeping Plato expensive for a non-mission critical facility. The pleasant working environment and surface lot parking have been working well for staff, but the goal of consolidating public-facing services reduces the need to be in this location.

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Lease Exits

Community Human Services Lease1919 University Avenue

Exit the lease at 1919 University and move services to the new Co-located Public-Facing Services site. During Department interviews, co-location of Mental Health and Child Protection and Workforce Solutions was deemed beneficial. The County’s presence at multiple light rail stations does not allow for the full economic development that can improve the tax base in Ramsey County.

Community Human Services Lease450 No. Syndicate Street

Exit the lease at 450 North Syndicate Street and move services to the new Co-located Public-Facing Services site. Co-location of family services, especially low-income families with young children provides more access to a full range of County services (financial assistance, Child Protection, WIC Clinic, etc.) Staff indicated the facility space is not well suited to providing services.

Community Human Services Lease_Project Enhance1910 County Road B

Exit the lease and move staff to new location. According to department interviews the current facility is not suitable for the services provided.

Community Human Services Lease_CHS Workforce Center2098 11th Avenue

Exit the lease at 2098 11th Avenue and move staff and services to new Co-located Public-Facing Services site in 2020. Minnesota Family Investment Program requirements make co-location with Community Human Services beneficial. State requires one Workforce Solutions location in each County and anticipated funding cuts are likely to consolidate the Workforce Solutions locations.

Community Human Services Lease_FAS Resource Center1910 County Road B

Exit the lease for the FAS West Suburban Resource Center. Keep services in West suburbs and improve public transportation access.

Community Human Services Lease_HIRED1821 University Avenue

Exit the lease and move services to Co-located Public-Facing Services site in 2020. The location includes Community Human Services Financial Services (providing MFIP) and Workforce Solutions.

Workforce Solutions Lease540 Fairview Avenue Exit the lease and move to Co-located Public-Facing Services site in 2020 with consolidated Workforce Solutions.

Public Health Lease_Family Health Section1670 Beam Avenue

Exit the lease and move staff to new Co-located Public-Facing Services site in 2020. In Department Interviews, staff mentioned the Public Health nurses at this location provide the majority of their services in Saint Paul.

Revenue Lease or Miscellaneous1771 Kent Street Exit the lease with Volunteers of America. Site is recommended to be sold.

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No Action

Courthouse / City Hall15 West Kellogg Blvd.

No action is recommended for the Courthouse. The Courthouse will remain the home of the County Board, County Manager, Finance Department and Courts as an iconic and historic facility. The Sheriff's suggestion to add vestibule for increased security is supported but not modeled in the strategic facility plan. Consider moving probation services from Metro Square to the Courthouse to take advantage of security and proximity to the light rail Central Station transit hub.

Boys Totem Town Campus398/400 Totem Rd.

No action is recommended for Boys Totem Town Campus at this time as the County Board and the Community Corrections Department are currently making plans for this facility.

Correctional Facility / Workhouse297 South Century Ave.

No action recommended for the Correctional Facility / Workhouse over the next ten years. The specialized medium security detention facility is difficult and expensive to relocate and no reasons for relocation have been suggested.

Emergency Communications Center388 13th St.

No action is recommended for the Emergency Communications Center for the next 10 years. This facility is highly specialized and has the capacity to expand if more staff are hired. The location next to the Sheriff and Saint Paul Police Department useful.

Juvenile and Family Justice Center25 West Seventh St.

No action is recommended as the County Board and the Community Corrections Department are considering potential consolidation of juvenile detention centers with Hennepin County.

RECOMMENDATIONS

Remodel

Public Health Lease_East Side WIC1075 Arcade Street

Medium remodel the East Side WIC Clinic due to heavy use, need for more space and storage, as well as better security. Location works well for high-need service area and is located along the identified bus rapid transit route.

Metro Square121 East Seventh Place

Remodel Metro Square prior to 2020 to accommodate Community Human Services administration and other staff during the time the Co-located Public-Facing Services location opens and the Government Center East Building is sold. Lowertown has experienced an increased development and investment in recent years so an appraisal of Metro Square for sale should be considered prior to any remodeling.

Ramsey County Care Center2000 White Bear Ave.

Remodel the Ramsey County Care Center nursing home to reduce the number of double bed rooms, update finishes, and accommodate more direct and transitional care (revenue generating).

Public Health Lease_West Side WIC153 Cesar Chavez Street Remodel the West Side WIC to renew finishes from high levels of use and to add storage areas.

Public Health Lease_New Brighton WIC Plan for a small remodel at the New Brighton WIC Clinic due to high use and increased storage needs. The WIC clinic should provide a

good quality civic presence in a part of the County without ample transit accessibility. Add three telepresence stations for residents.

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Law Enforcement Center425 Grove St.

No action is recommended for this relatively new and highly specialized facility. The facility has the capacity to accommodate staff growth and was designed and built for the needs of the Sheriff's department. The location next to the Saint Paul Police Department is convenient since the Police bring 80% of the Law Enforcement Centers' detainees from Saint Paul.

Sheriff’s Patrol Station1410 Paul Kirkwold Dr.

No action is recommended for this specialized facility. The location in the northern suburbs works well for the Sheriff's department to provide contracted patrol services for suburban cities including Shoreview, Arden Hills, North Oaks, White Bear Township, Little Canada, Vadnais Heights.

Sheriff’s Water Patrol Station / 5 S. Owasso5 South Owasso Blvd.

No action is recommended for this facility. The site is very well located for the Sheriff's department for access off of a major freeway. The impound lot and command post are not visible due to the natural surroundings (good for security). The facility is well built and highly functional.

Suburban Court Building2050 White Bear Ave.

No action is recommended. The County is required by State mandate to have a court located within the suburbs and this space was designed and built for court standards after the City of Maplewood donated the land.

Landmark Center75 West Fifth St. No action is recommended for this iconic downtown facility due to its historic significance.

Maplewood Library3025 Southlawn Dr. No action recommended for this heavily used library. Reference 2008 library masterplan. Add three telepresence stations.

Mounds View Library2576 County Road 10

No action is recommended for the frequently visited Mounds View Library. Note that the site includes some undeveloped land. See Library Master Plan.

North Saint Paul Library2290 North First Street

No action is recommended. A small space within a Community Center, this facility is part of the Ramsey County Library Facilities Master Plan 2008. Facility can be accessed by public transit, and is near high-density residential units and a commercial district.

Roseville Library2180 Hamline Avenue North

No action is recommended for the Roseville Library facility. This facility attracts the most visitors of any library in the State of Minnesota. The Dunn Brothers Coffee Shop provides revenue to the County and the facility as a whole is regarded as a proud example of the County's facilities.

Shoreview Library4570 North Victoria St.

No action recommended for Public library and library administrative offices. The Library Masterplan will indicate remodeling or moving to new site.

White Bear Lake Library4698 Clark Ave.

No action is recommended. The White Bear Lake Library is currently undergoing a remodeling project.

Public Works Facility1425 Paul Kirwold Dr.

No action is recommended. The specialized facility was designed for its use and staff indicated the facility works well for their departments. The site has easy driving access and ample parking. There is an adjacent vehicle storage so if staff increases there is space for additional parking west of the existing parking lot. Given the poor facility condition index rating, the County should continue with their planned deferred maintenance and capital renewal plans.

No Action, Continued

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County Extension Services Center / Barn2020 White Bear Avenue

No action recommended. Extension services plans to move to new Co-located Public-Facing Services site in 2020. Barn can continue to house the gardening division on the site as well as meet other County space needs identified.

Family Service Center2001 North Van Dyke St. No action is recommended for the Maplewood Family Service Center. The emergency shelter for families is operated by Catholic Charities.

Lake Owasso Residence210 N. Owasso Blvd.

No action is recommended for Lake Owasso given its long term residents and specialized use for the time being. As further decisions are made by Community Human Services in regards to the approaches to inclusive community environments for the developmental disabled.

402 University Ave. E., Mental Health Crisis Center402 University Avenue East

No action is recommended for 402 University Avenue East. This highly specialized behavioral health facility is new and working well for staff. Strong co-location of a well regarded treatment program and Commitment Court.

Union Depot214 East Fourth St. No action is recommended for Union Depot. The historic train station was recently remodeled and will serve as a major transit hub.

Community Corrections Lease1600 University Avenue

No action is recommended for this location. The site is located at the intersection of two high-frequency routes, has ample parking, and secured parking for patrol officers vehicles.

Community Corrections Lease800 Minnehaha Avenue

No action recommended for this adult probation office. The location is on the bus line and provides a surface parking lot. Probation officer vehicles are stored off-site.

Public Health Lease_Environmental Health2785 White Bear Avenue

No action is recommended for this lease. Public Health leadership stated want all staff co-located together, but the Co-located Public-Facing Services site is not likely to be well positioned for this group that works primarily in the suburbs. Also, the Co-located Public-Facing Services site is near public transit for public access, and this group is likely to have many vehicles.

Public Health Lease_Midway WIC409 Dunlap Street

No action is recommended for the WIC Clinic. The one-time payment for tenant improvements allows four County staff to operate out of this facility for $1/year.

Revenue Lease or Miscellaneous_Dunn Brothers Coffee Shop in the Roseville Library

No action is recommended for the revenue generating amenity of the Dunn Brothers Coffee Shop.

Revenue Lease or Miscellaneous_Non-County leases at Metro Square County to retain leases at Metro Square.

Ramsey County Attorney Lease345 Wabasha Street

No action is recommended for the County Attorney Lease at the Lowry Building. The 10 year lease was recently signed after significant tenant build-out. The facility is connected to the Courthouse by skyway making it easy for the County Attorney staff to travel back and forth to Court. There is a need for County space adjacent to the Courthouse, so additional space in this facility may be of interest.

No Action, Continued

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» If yes, list the name and address of each building and/or land parcel associated with this request:

» If no, list the address for each building and/or land parcel as well as any commonly used title or description:

4. Provide a short (e.g.: two to three paragraph) summary description of the proposed project and the proposed total budget:

5. How will this project improve the delivery of County services (can include internal services to Ramsey County)?

6. Is the current facility functionally or physically obsolete? If yes, describe? (e.g.: it doesn’t work for its intended purpose, service delivery needs have changed dramatically.)

7. Provide descriptions for the current facility:

» How suitable is the current facility for its current and future use? (Suitable represents the degree to which the facility is more or less appropriate for the functions housed in the facility, and includes the physical structure and spatial configuration, access, and environmental factors.)

» How well utilized is the current facility? (Utilized represents the degree to which the County-owned building or leased space is more or less fully utilized by County-related occupants.)

» Is the current facility mission critical? (mission critical represents the degree to which the County-owned building or leased space has features that are essential to the departmental mission and delivery of services. For example, the 911 call center is mission critical and would be difficult to relocate compared to general office space.)

» Is the project located to efficiently access or provide access for the housed services?

8. How will this project enhance the goals of your department, multiple departments, or the County overall?

9. How will this project and associated service delivery help the property and surrounding properties reach their highest and best use?

10. Describe how this project will improve County staff satisfaction and productivity? Does it promote pride in public service and a respect for County visitors?

11. If the project is part of an existing County facility, does the price for renovations, additions and upgrades exceed [X%] of the replacement value?

12. If the project is part of an existing County facility, will the County incur higher or lower operating and maintenance costs?

13. Will this project result in consolidation of County staff and/or functions? How will it strengthen teams and enhance interdepartmental cooperation and efficiencies?

14. Describe how this project will impact County, Regional and State initiatives? (For example, the Riverfront Corporation plans envision connections to the Mississippi).

15. How can this project add to the State/County commitment to sustainability?

GUIDING PRINCIPLESTo guide facility decisions in the future, a standardized list of questions provide a set of guiding principles and the ability to compare projects against the Strategic Facility Plan objectives.

A draft of the questionnaire is below:

For Property Management to best represent the County’s needs, and to assure that upcoming facility requests are in alignment with the Strategic Facility Plan, please complete the following questions for the sale, purchase, lease or lease exit, remodeling or new construction of a building or land parcel owned or leased by the County, when the project cost is anticipated to exceed [$x].

1. Title of request:

(For example, “Complete remodel of Metro Square, 121 E. Seventh Place, Saint Paul”)

2. Type of request:

(For example, Sell, purchase, re-mediate, remodel, lease, lease exit, new building, or demolish)

3. Is the request for an existing County property: (yes/no)

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NEXT STEPSDepartments were not able to provide recent research about how the public travels to access services in County facilities. Department interviews stated the mode of transit to public facilities is unknown, as well as varying answers that a range of twenty to seventy percent of individuals take public transit to facilities. Further study of transportation needs and modes is necessary for planning for new locations.

The vast majority of County staff have dedicated personal workspaces. Workspaces that are traditionally much larger than current standards. Overall department leaders indicated an interest in continuing to have dedicated workspaces, often offices, for the majority of staff. Telecommuting and shared workspaces only appealed to a few department divisions, while most leaders felt offices and dedicated spaces are most productive and suitable for their staff.

traveling frequently to provide services surface lot parking is important to avoid delays in entering and exiting a ramp. And, in some instances parking will become a limitation to adding staff to a facility unless additional (structured) parking is made available. Given the expense of providing parking for staff and visitors at current and future facilities. A parking study will assist with separating the necessities and realities of available and effective parking options.

The leaders of the County’s largest departments indicated a strong interest in maintaining the adjacency or bringing together staff. There are many benefits to co-locating staff within each department, but for the purpose of more cost effective public service delivery (due to the size of site and parking needs near public transportation), this recommendation divides some administrative staff from the public facing staff. The relationship and adjacency needs of the group need further study to

Despite a likely continuation of the type of space used for County staff, a study of space utilization and the size of work spaces would help with planning for any moves and remodeling, as well as would be likely to plan for an overall improvement in the efficiency of County facility space.

Real estate assessment – the cost model includes average square foot pricing by County sub-market for the sale and purchase of County facilities. Given the prominent location of several sites along light rail, the river, and other favorable amenities, the land value of these sites warrants full appraisals.

Parking was frequently mentioned during department interviews. “No parking” or “parking is a problem” was stated for multiple reasons. Several comments showed a preference for free parking for staff, other comments indicated the cost of parking is a barrier for clients accessing services (especially clients visiting financial services). For staff

understand if staff co-location is critical to everyday and efficient operations.

Community organizations, such as the Wilder Foundation, are well connected to community groups and provide research and focus group work. For way-finding and deeper cultural resourcefulness in regards to facility planning, a future consideration may be working with an organization to better understand the publics needs, barriers to service and cultural norms.

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ENDNOTES AND SOURCES

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ENDNOTES

1. Erickson, Reid, Nelson, O’Shaughnessy & Berube, Eds.) Community Affairs Offices of the Federal Reserve; The Metropolitan Policy Program at the Brookings Institution. (2008, October). The Enduring Challenge of Concentrated Poverty in America.

2. Policy Analysis and Planning Division within the Office of the Ramsey County Manager. (2013, December 13). Building Our Future: Cultivating Economic Prosperity. Combating Concentrated Areas of Financial Poverty.

3. Ibid.

4. 2030 Regional Development Framework, Revised January 2014, http://metrocouncil.org/Data-Maps/DandMPublications/RDFForecasts_Jan2014.aspx

5. Ramsey County Strategic Facility Plan, Appendix E, Ramsey County Demographic Overview

6. Community Profile for Twin Cities Region (7-county) using 2012 figures, Metropolitan Council, accessed at: http://stats.metc.state.mn.us/profile/detail.aspx?c=R11000

7. 2030 Regional Development Framework

8. Ibid.

9. Ramsey County Strategic Facility Plan Request for Proposal, Appendix E, Ramsey County Demographic Overview

10. MetroGIS provided did not contain data for the category “Households that do not speak English “very well.”

11. Lowertown Landing, History of Lowertown, accessed at: http://lowertownlanding.com/lowertown-redevelopment/

12. Union Depot Activation and Development Strategy, Ramsey County Regional Railroad Authority, Prepared by HR&A Advisors, Inc., November 2010.

13. Metropolitan Policy Program at Brookings, Confronting Suburban Poverty in America

14. Policy Analysis and Planning Division within the Office of the Ramsey County Manager. (2013, December 13). Building Our Future: Cultivating Economic Prosperity. Combating Concentrated Areas of Financial Poverty.

15. Ibid.

16. Travel Behavior, The 2010 MSP Region Travel Behavior Inventory (TBI) Report Home Interview Survey, A Summary of Resident Travel in the Twin Cities Region, Metropolitan Council, October 2013.

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SOURCES

Belz, A., & Helgeson, B. (2013, June 6). Tom Stinson retires as Minnesota's state economist. Retrieved March 17, 2014, from Star Tribune: http://www.startribune.com/printarticle/?id=210019541

Biegler, C. (2013, July 12). Minnesota Budget Project. Retrieved March 17, 2014, from Growing wealth gap harms families and the economy: http://minnesotabudgetbites.org/2013/07/12/growing-wealth-gap-harms-families-and-the-economy/

Bishaw, A. (2011, December). Areas With Concentrated Poverty: 2006-2010. United States Census Bureau.

Constantini, A. (2013, January 28). Light rail plan could lead to more segregation. Retrieved March 27, 2014, from Kare 11: http://archive.kare11.com/news/article/1008260/396/Light-rail-plan-could-lead-to-more-segregation

de Costa Nunez, R., Anderson, D., & Bazerjian, L. (2013, July). A Theory of Poverty Destabilization: Why Low-income Families Become Homeless in New York City. Retrieved March 13, 2014, from Institute for Children, Poverty and Homelessness: http://www.icphusa.org/index.asp?page=16&report=111&pg=106

HGA, Inc., Kimberly Bolan & Associates. (2008). Ramsey County Library Facilities Master Plan, 2008-2018. Ramsey County Libraries

HR&A Advisors, Inc. (2010). Union Depot Activation and Development Strategy.

Huskey & Associates; Kimme & Associates. (2013). Ramsey County, MN Juvenile Justice Redesign, Final Report. Executive Summary.

Huskey & Associates; Kimme & Associates. (2013). Ramsey County, MN, Juvenile Justice Redesign, Final Report. Volume 5: Recommendations and 10 Year Plan.

Kneebone, E., & Alan, B. (2013). The Metropolitan Opportunity Challenge: Aligning Anti-Poverty Investments Region-wide. In Confronting Suburban Poverty in America. Metropolitan Policy Program at the Brookings Institution.

Melo, F. (2013, January 26). U lawyer raises new worry for light-rail line: segregation. Retrieved March 17, 2014, from TwinCities.com: http://www.twincities.com/ci_22453231/u-lawyer-raises-new-worry-light-rail-line

Mumford, K. J. (2012). Measuring inclusive wealth at the state level in the United States. In U.-I. a. UNEP, Inclusive Wealth Report 2012. Cambridge: Cambridge University Press.

Policy Analysis and Planning and County Manager's Office, et. al. (2009). Ramsey County 2030 Comprehensive Plan. Ramsey County.

Policy Analysis and Planning Division within the Office of the Ramsey County Manager. (2013, December 13). Building Our Future: Cultivating Economic Prosperity. Combating Concentrated Areas of Financial Poverty.

Ramsey County District Court, (n.d.). Retrieved November 17, 2013, from MN Second District: http://www.mncourts.gov/district/2/

Ramsey County Parks and Recreation Department, System Plan, Ramsey County Parks and Recreation (2006). Ramsey County Parks and Recreation Commission

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SOURCES, CONTINUED

Roberts, C. (2013). Ramsey County Board Workshop Agenda. Juvenile Justice Redesign: Narrowing Facility Options. Ramsey County Community Corrections.

Shapiro, T., Meschede, T., & Osoro, S. (2013). The Roots of the Widening Racial Wealth Gap: Explaining the Black-White Economic Divide. Institute on Assets and Social Policy.

Stiglitz, J. E. (2013, August 11). The Wrong Lesson from Detroit's Bankruptcy. Retrieved March 17, 2014, from The New York Times: http://opinionator.blogs.nytimes.com/2013/08/11/the-wrong-lesson-from-detroits-bankruptcy/?_php=true&_type=blogs&_r=0

Suburban Court. (n.d.). Retrieved November 17, 2013, from MN Second District: http://www.mncourts.gov/district/2/?page=56

The Mission of the Second District Court. (n.d.). Retrieved 17 November, 2013, from MN 2nd District: http://www.mncourts.gov/district/2/?page=820

Timberjay, T. (2013, August 2). MinnPost. Retrieved March 17, 2014, from Taxes and the economy: Retired state economist understood the value of an educated workforce: http://www.minnpost.com/community-voices/2013/08/taxes-and-economy-retired-state-economist-understood-value-educated-workfor

University of Minnesota Extension: Retrieved November 17, 2013, from http://www.extension.umn.edu/county/template/index.aspx?countyID=64

Zimmerman, F. (2013, July 29). Business Forum: Could a Detroit-style fall happen to MSP? Retrieved March 17, 2014, from Star Tribune: http://www.startribune.com/printarticle/?id=217195121

Civil Commitment. (2013). Retrieved November 13, 2013, from MN 2nd District: http://www.mncourts.gov/district/2/?page=40

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