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Special Board of Aldermen 02-09-2021 Page 6

| have to say that our HR Department specifically Nancy Trask, worked very hard on this as well as making
sure that all of our new employees this year had orientations which was very difficult to do in a COVID
atmosphere. We completed an RFP and obtained a vendor for the Dependent Audit which will begin later
this month. We hired a new Purchasing Manager and as we've said a new Chief Assessor.

Technology — there’s been many projects. We are lucky in the City to have a wonderful Technology Team.
They work very hard to make sure that we have access to the best technology and to make sure that all of
our systems are updated as well as secure. So the Assessing Software, as you all know, was upgraded to
AP5 and | will say without issues. We have had a successful website redesign earlier last spring; they
migrated the Telestaff which is the employee system for the Police Department. We had an upgrade to our
camera servers which service our City Hall Buildings. They created a new Cemetery Application, a
ClerkWorks Software for the City Clerk, a Solid Waste Billing System for DPW. They worked on the
relocation of all the computers for Public Health, Motor Vehicles, Tax, Assessing so that we could perform
the renovations. They have been working on Civic Gov with the City Clerk going live last October, now
working with Environment Health. They worked with the GIS Department on the planning for the ESRI
upgrade and Mr. Miseirvitch is currently working with ESRI on the update of the servers. And they
upgraded our Kronos timekeeping system.

One of the things that we were hoping to cover tonight was the various endeavors that the Division had to
perform under COVID-19. We have heard a lot about COVID-19, we cannot say enough about Director
Kates and the EOC. As a Division a few of us were speaking the other day and saying we have learned a
lot during COVID-19, starting way back to the shutdown last March and it seems hard to believe that it has
been almost a year. But with a very limited notice that everyone had, we were able to shut down City Hall
and secure the building. We worked on building signage and then worked with City Departments and
Divisions on who needed access to what buildings and when.

We led and operated the supply unit for the EOC and that consisted of providing all of our divisions
personal protective equipment and sanitation supplies. This includes Emergency Personnel, we had to
reach out and procure the supplies, track all of the costs. We did ordering and distribution to non-profits
and local city businesses. We converted the employee break room to a supply unit room where we had
inventory control and reporting. Thank you to Janet Graziano from Financial Services for assisting with that
inventory control. As you may know, during this time, there were a lot of vendors, a lot of emails, a lot of
people that reached out to peddle for lack of another word, different supplies. All of these vendors and
products had to be well researched; we had to make sure that we were living by City guidelines when we
were purchasing these products. And we had to make sure that they met the guidelines provided by the
State and the CDC.

At this time, we had just lost the current Purchasing Manager and | have to give a shut out to Amy Girard in
our Purchasing Department. She stepped up and led the way placing all these orders and with the help of
Risk Management and the Administrative Assistant here in Admin, we worked this out. We never went
without any supplies within the City. You can see here a limited list of wnat was sourced and ordered. And
we also worked with some Community Groups to get fabric for facemasks and they provided us with
facemasks when it was needed.

Here are a few pictures of the COVID-19 supply room at its fullest; and as you can see, everything from
gloves and masks were there. Divisions would order from us and we would arrange pick up on the City
Hall loading dock. It was very serious to make sure that all of our employees were well taken care of and
had protective equipment during a very difficult time.

Technology was a large item within the COVID-19 pandemic because we needed to make sure that City
Services were maintained. So as you can see on this slide, over 4,000 Help Desk Tickets were answered
by Technology since March 23” of last year. This is everything from service requests to Divisions
requesting different software or different hardware.

Special Board of Aldermen 02-09-2021 Page 7

We had 108 laptops that needed to be deployed and when those are deployed they need to be purchased,
brought into the City, loaded with City software and security systems. We transferred 125 phones to what
we call “soft phones” by Jabber. We deployed printers and web cams, monitors and remote access
throughout the City.

Rich Berube our Web Site Designer worked almost daily with the Joint Information Center through the
Mayor’s Office to keep our Web Site updated for all of the community. We set up the virtual public
meetings via Zoom. CTV worked with the Mayor’s (audio cuts out)

President Wilshire
Director Kleiner you are on mute.
Director Kleiner

| apologize. We also, during COVID-19, had to research and implement the Coronavirus Federal Policies
which included timekeeping and payroll policies as well as the COVID-19 Leave Policies which the Board of
Aldermen adopted. We administered over 200 of these Coronavirus Act and employee FMLA leaves. We
counseled managers on COVID-related issues and questions. We worked with all Divisions on quarantine
and we utilized a hybrid approach of both in-person and virtual meetings to hire and have employee
orientations throughout the pandemic. We hired 85 employees and 60 DPW and Cemetery Seasonal
Employees during this time. I'd like to recognize our HR Department that worked very hard. They were
very innovative at meeting employees, meeting potential employees in areas even outside of City Hall to
meet their needs.

Our Payroll Department has never wavered and they have put tireless hours into making sure that all of our
City Employees had no interruption to their pay or their benefits during this time. And most of the time had
to be within the City building to get this done. We also had an Annual Open Enrollment which was
transitioned to virtual meetings and an online benefits selections process. And then we worked on the
safety team with the EOC and Director Kates. We helped provide Citywide Building Evaluations,
recommendations for Engineering, Administrative and PPE changes to those buildings. We worked in the
assisting and planning of the COVID-19 testing sites. And the implementation of protective barriers across
the City.

If you’ve been in City Hall, you will notice that everyone that enters City Hall, all employees all contractors
will go to the Risk Department when they enter the building. This is because we have a daily health
screening and temperature check on all employees. This includes 7 questions which are recommended by
the State as well as temperature checking also provides us being able to track employees should there be
an outbreak and should we have to conduct contact tracing.

We assisted Motor Vehicles with scheduling and appointments and we worked with the EOC on a Citywide
Reconstitution Plan which include the planning and procurement of supplies and technologies that our
Divisions would need to remain moving forward during COVID and after. Pam Andruskevich our GIS
support worked with the EOC providing maps and data. This was used not only for our EOC briefings that
were held daily but also for providing the public information via the website.

We worked with Economic Development and coordinated the moving of the Public Health Building to the
Landmark Building. As you know, the Public Health Building is under construction and several of us sit on
the Committee with Director Cummings on that project. Our Building Department worked with the City
Clerk with the setup of elections and temporary registration spaces. As you know, the City Clerk’s office
had a lot of work and scheduling and moving to different locations. And we also provide setting up of PPE
and working with them on recommendations for safety of temporary employees.

Request for Qualifications
RFQO0274-051917

By the City of Nashua
For an Intersection Improvement Project
Under The Federal Aid Surface Transportation Program
State Project #16314
Professional Engineering Services

Qualifications Statement Due By:

3:00 P.M.
May 19, 2017

Submit Qualifications Statement To:

City of Nashua
Purchasing Department
City Hall
229 Main Street
Nashua, NH 03060-2019

Special Board of Aldermen 02-09-2021 Page 8

During COVID-19 one of the areas that was probably most impacted by not having in-person capabilities is
our Arlington Street Community Center. Director Megan Caron has done an outstanding job in making sure
that the Community Center stayed relevant and provided services to Crown Hill and many others during
this time. You may have heard of the kits that they have offered the community; everything from STEM kits
to virtual painting. They had a New Year’s Eve activity for children and Holiday craft gifts. They did this
past December still get to give out the annual Christmas trees. It was just a little bit of a different approach
with drive up only.

We did purchase a Zoom Room Mobile Kit for the Center. That allows the Center to provide many of their
classes virtually. And you can see a list of programs there; everything from Dance to Adult Yoga is
provided. And these are all regular times and people can join in via Zoom. And really if you haven’t had a
chance to see one of these, it is a different experience than a Zoom Meeting such as this. | would
encourage you to take a look at one of her offerings. One of the probably largest accomplishments both
before COVID and now was the pre-kindergarten group. They wanted to keep that going; they had Rivier
students that worked with them to set up a virtual classroom. This has worked out very well with families
picking up their monthly kits at the beginning of the month. They have served 32 kids and 60% of them will
be attending a Title | School for Kindergarten this next year.

So one of the things that we looked at after the re-creation of the Administrative Services Division was
really bringing all of these Departments to collaborate and to work on issues and policies and procedures
with a lens that allowed everyone to participate because everyone had their special areas of expertise. We
developed some goals for Fiscal ’22 and we want to make sure that we are providing all of our Divisions
and our employees with the best that the City can offer. So this is just a short list of those goals, of course,
we want to ensure quality services. We always want to do that cost effectively. We want to analyze our
existing processes, increase our efficiency and our productivity. We want to enable an outstanding work
environment, build a high performing organization. One of the ways that we'd like to do this is through
workforce and leadership developmert.

A number of us have had opportunities to take these programs and we want to make sure that they are
made accessible to all employees. We want to build and sustain robust partnerships throughout the City.
We want to build a plan for the physical preservation of our assets. This is an area that Ross Dugas in Risk
Management has been out preparing what you saw for the Court Street Theater, the Condition Report. He
has been doing that Condition Report for every City Building. And we hope to put that together and look at
a long-term approach to make sure that all of our City Buildings and our City Assets are taken care of.

We want to use the Strategic Framework of guiding principles. So we have been looking at the different
Departments and how we function and how we can create one framework that defines how we
communicate and how we address shared processes and priorities. The group has worked extremely hard
this past year as has all of the City’s Divisions. We are very fortunate to have some very dedicated and
probably one of the best teams that I’ve ever seen. We just wanted to touch on some of the things that we
have worked on this past year. We thank the Board for allowing us the time to do so.

President Wilshire

Thank you Director Kleiner, that was very important. You are doing really a lot of good things so thank you
for the presentation this evening. Does anyone have a question before we wrap up this meeting?

Alderman Lopez
| have a question.
President Wilshire

Alderman Lopez?

Special Board of Aldermen 02-09-2021 Page 9

Alderman Lopez

Director Kleiner, with all the renovations that happened at City Hall on all the different floors, did you guys
manage to get that one light fixture that doesn’t match in the City Auditorium.

Director Kleiner

No, I’m not sure | know which fixture you are talking about but if you show me.
Alderman Lopez

It's been like that for like 10 years; | am getting used to it.
Director Kleiner

I'll take a look.

Alderman Lopez

Thanks.

Alderwoman Lu

Alderman Wilshire? Just a quick question. What is EOC?
Director Kleiner

Emergency Operation Center.

Alderwoman Lu

Thanks.

President Wilshire

Anyone else? Seeing no one, thank you very much Director Kleiner. We appreciate you bringing all of this
information to us this evening.

Special Board of Aldermen 02-09-2021 Page 10

ADJOURNMENT

MOTION BY ALDERMAN O’BRIEN THAT THE FEBRUARY 9, 2021, SPECIAL MEETING OF THE
BOARD OF ALDERMEN BE ADJOURNED BY ROLL CALL

A viva voce roll call was taken to adjourn the Board of Aldermen meeting which resulted as follows:
Yea: Alderman O’Brien, Alderman Klee, Alderwoman Kelly, Alderman Dowd,

Alderman Caron, Alderman Clemons, Alderman Lopez, Alderman Tencza,

Alderwoman Lu, Alderman Jette, Alderman Schmidt, Alderman Laws,

Alderman Cleaver, Alderman Harriott-Gathright, Alderman Wilshire

15

Nay: 0
MOTION CARRIED

The meeting was declared adjourned at 7:31 p.m.

Attest: Susan K. Lovering, City Clerk

City of Nashua — Administrative Services Division
Assessing, ASCC, GIS, Grants, HR, IT, Purchasing, Risk

Departments and Responsibilities 9 wr

The Administrative Services Division provides day-to-day support to all divisions within the City of
Nashua. This includes:

e Supply and equipment procurement e Safety, Security and Access Controls

e Building Management: including Repairs, Maintenance, and Custodial Services

e Records and Information Management e Mail Distribution e¢ Payroll and Compensation
e Benefit Administration ¢ Information Technology and Support ¢ CTV —Community and
Government channels’ e Assessing e Collective Bargaining § °¢ GIS (Geographic information
system) e Human Resource Management e¢ Copy and Print Shop e Bids and Request for
Proposals e Risk Mgmt. — Property & Casualty, Workmans Comp. e Policy Administration

e Budget and Forecasting Assistance

e Grant Writing e Arlington Street Community Center

Administrative

** Implementation of new Budget Narratives

** Support Mayor and Financial Services with Budget Preparation

** Updated Finance Committee Forms

¢* Purchasing Manual Update and Vendor List (in Process)

** Contracted with Shred-it for City Hall Shredding

** Implemented paperless bid record management; updated bid documents and issued 36 bids
** Docuware — scanning of property records (in process)

** New Contract Management System (to be complete in March)

** Bi-Weekly Admin. Division Meetings — for collaboration and communication

** Creation of the GIS Steering Committee — New Viewer to be released after ESRI upgrade
** Citywide Revaluation

** Policy Review Project

Grants

S Moe

** Joined the City in FY2020
** Shared position with the Nashua School District

** Worked to establish relationships with existing leadership at the schools and across city departments, to better
understand existing needs and to lay the groundwork for a potential quick turnaround of a grant application if an
opportunity for funding is identified.

** Created a method for prospecting and funding searches, utilizing grant databases and identified needs, to match
opportunities with capacity, establish and grow a grant calendar, and build grant applications.

** Received 12 grants to date, of 25 applications submitted, so far resulting in $141,800.00 for the Nashua School
District, and $1,228,016.00 for the City of Nashua, as well as writing the section of a larger grant for the United Way
which resulted in $440,000 for a regional kindergarten readiness program. This is a total of $1,809,816 brought into

reater Nashua.

LEED for Cities City/ Energy Covered costs of LEED certification, no cash award
Census minigrants (2) City/ Mayor's Office Census promotion $3,000
FTA No-Lo grant City/ Transit Replace vehicles, new charging station $356,000
EDA Cares Act Revolving Loan Fund City/ Economic Development Revolving loan fund $825,000
CTCL Election Grant City/ City Clerk Election expenses $44,016
Bloomberg Leadership Training City/ Mayor's Office Entrance to program, no cash award

“Participated as a part of EOC (Emergency Operations Center) Team during COVID-19