Active Projects
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ADA Web Accessibility & WCAG 2.1 Compliance Modernization
Digital Accessibility · Regulatory Compliance
High Priority
About this project
The City faces active ADA compliance mandates requiring website and document accessibility upgrades to meet WCAG 2.1 standards. Gaps in digital accessibility expose the City to legal and operational risk while limiting equitable public access to government services and information.
The opportunity
A state technology modernization grant explicitly funding disability-focused website accessibility improvements provides a clear funding path, and a strategic initiative deadline of August 2026 creates near-term urgency. Cooperative purchasing vehicles are confirmed, enabling faster, compliant procurement aligned with the current budget cycle.
State technology modernization grants
Discuss this project →City-wide Document Digitization and Records Modernization
Records Management · IT Modernization
High Priority
About this project
The City Council has formally approved a city-wide document scanning initiative, signaling an authorized and immediate need to transition physical records to digital formats. Delays in execution risk continued reliance on paper-based workflows, limiting staff efficiency, public access to records, and long-term operational continuity.
The opportunity
FY27 budget is approved and the initiative is Council-sanctioned, enabling procurement to move quickly within the current fiscal cycle. Cooperative purchasing agreements are already in place, reducing time-to-award and administrative burden for a compliant, cost-effective acquisition.
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Discuss this project →Fleet Vehicle Replacement and Expansion
Fleet Management · Public Works & Public Safety
High Priority
About this project
The City's aging fleet poses operational and safety risks across Public Works and Police departments, with solid waste, crew, and police units identified for replacement. Capital purchases are planned for FY27, and fleet safety has been cited as an active operational concern requiring near-term action.
The opportunity
FY27 budget approvals are in place across multiple departments, and established cooperative purchasing agreements enable streamlined, compliant procurement. Acting within the current planning cycle ensures continuity of public services and reduces liability tied to aging, high-use vehicles.
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Discuss this project →Fleet Telematics & Driver Safety Modernization
Fleet Management · Public Safety
High Priority
About this project
The City's aging fleet vehicles present growing safety and liability risks, with identified urgency around dash cameras, telematics, and driver monitoring. Existing public safety technology investments in the Police Department underscore the operational need for integrated fleet visibility and accountability.
The opportunity
Planned FY27 fleet vehicle replacements create a cost-effective integration point for telematics deployment at time of purchase, avoiding costly retrofits. Cooperative purchasing agreements are in place, streamlining procurement and supporting the Police Department's active re-accreditation priority.
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Discuss this project →EMS Billing System Replacement
Emergency Medical Services · Revenue Cycle Management
High Priority
About this project
The City's current EMS billing provider is discontinuing service, creating an immediate, non-discretionary need to procure a replacement. Without a functioning billing system, the City risks revenue disruption, compliance gaps, and interruption to critical public safety financial operations.
The opportunity
The provider's discontinuation sets a hard procurement deadline, removing typical delays and enabling rapid evaluation and award. With an active FY budget cycle and cooperative purchasing vehicles available, the City is well-positioned to act quickly and protect uninterrupted EMS revenue recovery.
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Discuss this project →Formalize Emergency Operations Plan and Notification Readiness
Emergency Management · Public Safety
High Priority
About this project
The City lacks a clearly documented Emergency Operations Plan, a dedicated Emergency Management Coordinator, and a formal mass notification system, leaving residents and staff exposed during critical incidents. Ad hoc Fire Department efforts partially address gaps, but the overall preparedness posture carries meaningful compliance and liability risk.
The opportunity
Ongoing leadership transitions create a timely opening to advance emergency preparedness initiatives, while cybersecurity and annex work already underway signals institutional readiness to invest. Formalizing the EOP and notification infrastructure now reduces operational liability and may align with state and federal preparedness funding available in the current cycle.
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