The City of Bismarck is celebrating its ongoing wave of improvements across departments as part of an initiative delivered by Mayor Michael Schmitz that focuses staff efforts on efficiency, accessibility and delivery of service.
“When I was elected, I shared with staff a memo highlighting three words: ‘Simplify, Streamline, Serve’ that I hoped would become the cornerstone of my time as an elected official,” said Schmitz. “With the Labor Day holiday around the corner, it is a perfect time to celebrate the excellence of staff and their accomplishments to save time, make resources easier to access, and the time they dedicate to the community of Bismarck.”
Many of these advances have only been possible through embracing technology as necessary components in workflows. Through incorporation of artificial intelligence and new software platforms, which require training and sometimes steep learning curves, a return on a project might not be immediate, but when applied across a department or organization, it can begin to save hundreds, if not thousands of hours a year.
Creativity and adaptability are also hallmarks of this initiative. For instance, in 2024 when it became apparent that multipack garbage trucks would no longer be available for purchase, the monthly bulk item pickup service was created as a response for people who may not have the means to haul larger items to the landfill but could not wait for the annual Spring Clean Up Week’s curbside pickup. Another example is after the Police Department implemented body cameras, it became apparent how the software could be used to augment reports and save countless hours across the department. In the Administration Department, the Communications Strategist adapted a software platform that was being used by Information Technology to track work tickets for items like news releases, social media requests, talking points requests, and communications support for other departments that are messaging to the community.
“These efforts are more than just operational upgrades—they’re a reflection of our commitment to serving the people of Bismarck with excellence,” said Schmitz. “When we simplify and streamline how we work, we create more time and space to serve our residents better. That’s what this initiative is all about and I am proud of the work that has been completed so far.”
Department Highlights
Administration
- Moved the emergency management role into the department for broader collaboration opportunities.
- Centralized communications assets for all staff via SharePoint
- Implemented a support platform used by IT to allow departments to request communication support.
Airport
- Launched daily direct flights to Chicago
- Split operations director into two roles: Operations director and marketing director, allowing for more focus on day-to-day operations and to increase marketing efforts.
Community Development
- Released the Together 2045 plan and initiated zoning code updates.
- Updated the Consolidated Plan and hosted a Housing & Homelessness Forum.
- Enhanced public engagement through redesigned websites, postcards and open development project portals.
- Streamlined zoning and pre-application processes.
Engineering
- Implemented online project management and bidding systems for improved contractor communication and bid accuracy.
Event Center
- Digitized ticketing and improved concession logistics, increasing revenue.
Finance
- Standardized assessment workflows and implemented GASB 96.
- Built internal billing and assessment tracking systems.
- Introduced online payment options and automated document workflows.
- Created dashboards and GIS integrations for better data access and public transparency.
Fire
- Strategic planning for a new station and fire engine.
- Standardized mobile food truck safety enforcement.
- Improved childcare inspection workflows and applicant testing processes.
- Overhauled department website for better public access.
Human Resources
- Launched training programs and newsletters.
- Streamlined onboarding/offboarding with NeoGov.
- Centralized HR SharePoint and safety plans.
Library
- Upgraded website and email marketing, increased reach and efficiency.
- Implemented incident tracking software and door security.
- Simplified access to services with new calendar software and borrower guides.
- Expanded inclusive programming and community partnerships.
Municipal Court
- Enabled online parking ticket payments with QR codes.
Police
- Saved $350K annually via jail cost reductions.
- Deployed body-worn cameras and Axon Standards for accountability and training.
- Launched drone program for tactical support and transparency.
Public Health
- Opened new facility.
- Digitized registration and enrollment processes.
- Expanded food pantry and garage-based services.
Public Works Service Operations
- Launched bulk item pickup and landfill expansions.
- Offered free compost, woodchips and firewood.
- Installed new fuel islands and full implemented the FASTR fleet management.
- Upgraded lighting, traffic signals and built new facilities.
- Implemented Maintenance Connect for asset tracking.
Public Works Utility Operations.
- Standardized meter reading dates.
- Replaced Electra Watchman with SCADA with $14/k savings and improved remote control.
Complete List of Simplify, Streamline, Serve Accomplishments
Administration
- Moving Emergency Management from under the Fire Department structure to under the Administration structure to allow the position to more freely interact across the organization.
- Utilizing Communications SharePoint page as a hub for a vault for assets to be accessed by the organization including templates for department letterheads, news releases, media advisories, PowerPoints, as well as the Weekly Highlights, analytics reports, etc.
- Freshservice, a cloud-based platform was initially implemented as a tool by the City’s Information Technology (IT) Division to provide a way for IT to delegate and track progress with internal tasks and larger projects. The City of Bismarck Communications Strategist adapted a similar workspace to what IT had developed but instead featured communications-based offerings (i.e. helping departments generate news releases, social media posts, communications plans, etc.)
Airport
- New direct flight daily flight to/from Chicago as of June 5.
- Operations Director position has been split into two positions: the operations supervisor provides more oversight focus to the day-to-day operations at the airport and a marketing position to help increase marketing efforts to bring in more passengers to the City of Bismarck.
CenCom
- Until recently, 911 voice calls have utilized analog network connections between voice service providers (wireless, wireline, VoIP) and North Dakota’s 911 system. These connections carried the caller’s voice well, but they were extremely limited in their ability to carry data or other types of media. Additionally, these connections were circuit-switched (aka point-to-point) connections and any disruption (cut, failed equipment, etc.) between a voice service provider and the state’s 9-1-1 system would mean that the voice service provider’s customers would be unable to reach 9-1-1. The transition from analog to IP connectivity established a new packet-switched network which now leverages multiple paths between voice service providers and the 911 network, thus insulating the voice service providers customers from many of the traditional problems associated with circuit-switched networks.
- This technology also serves as the foundation for more rich media (videos, pictures, location, data, etc.) to be exchanged directly between the public safety answering point and the caller. At this point, most of the North Dakota’s traffic is on IP technologies and North Dakota is leading the nation in this area.
Community Development
- Development and completion of Together 2045 plan – Addresses Simplify, Streamline, and Serve
- The document identifies the proposed direction of the built environment the community should work toward over the next 20 plus years
- Numerous objectives are identified through the document to simplify, streamline, and serve
- Initiation of the Land Development Code Update – Simplify and Streamline
- The last significant overhaul of Bismarck’s zoning and subdivision regulations occurred in the mid-1980’s
- This update was one of the significant recommendations that came from the Together 2045 plan to help align the built environment desires of the community with land development regulations
- 2025 Consolidated Plan Update – Serve
- The HUD 5-year Consolidated Plan update is currently under development and is a mechanism to identify the priority needs for low- and moderate-income persons and families in the community
- The priorities developed by this plan are intended to focus federal funding that is received for Bismarck on an annual basis
- Bismack Housing and Homelessness Forum - Serve
- In 2024 members of the Community Development Department partnered with members of Public Health to host a housing and homeless forum to understand the unmet needs of the community
- Several unmet housing needs and priorities were defined throughout the process and will help influence elements such as the 2025 Consolidated Plan update and the Land Development Code
- Completion of the Metropolitan Transportation Plan – Serve
- Adoption of State and Local Building Code – Serve and Simplify
- Every three years the State and local jurisdictions of North Dakota adopt changes to building codes to align with updates to the International Code Council model building code updates.
- This opportunity allows local and state building code to create enhanced life safety standards while also identify potential opportunity to simplify existing ordinance
- Bismarck Community Development staff are in the process of working with members of the local building community to get involved and have their opinions considered as part of the State code adoption process
- Enhanced Public Engagement Efforts – Simplify, Streamline, and Serve
- Switching from letter format adjacent property owner notifications to a post card
- Creation of new or expanding business webpages to provide guidance for businesses with development processes
- Redesigned Planning webpages to create a more user-friendly experience
- Creation of an Open Development Projects website
- Contractor engagement efforts that include meeting on regular intervals with members of the local contractor community to identify and discuss issues of importance to the contractor community
- Exploring the use of public notification signs on properties to provide additional notification to passersby of public hearing opportunities associated with development proposals
- Pre-application Meeting Enhancement – Streamline and Simplify
- Pre-application meetings are now requested through an online form, which distributes information and documents to all relevant staff.
- Pre-application meetings are now pre-set in a block to simplify scheduling.
- Zoning Verification Letter Enhancement – Streamline and Simplify
- Zoning verification letter requests are now processed faster by using an online form that does not require the creation of a new customer account.
- Notify Me
- Faster Program (asset management system)
Engineering
- Implemented online project management through virtual project manager in 2023. All shop drawings, daily logs, construction photos, progressive estimates, and other project management documentation are housed in this online service. This provides improved communication with the contractors working on projects, ensuring all relevant project documents are easily accessible and not buried in an email inbox somewhere.
- Implemented online bidding for all projects starting in 2024. Improve accuracy of bid, enhanced communication with bidders pre- and post-award.
Event Center
- Last year we turned that over from paper copies to digital. This new process is streamlined due to subscribers handling their seat selection and payments all online.
- We have increased our number of registers for ordering trying to cut back on lines at the main concession stand and moving our “Hot Items” pickup lane to the last window to help and streamline those just picking up soda, candy, popcorn, ice cream so they can get in and get out faster.
- Increased our revenue in concessions, catering and alcohol sales.
Finance
- Assessing
- Created a manual for consistency in workflow when gathering and entering data in CAMA for valuation purposes
- Established a 6-year review cycle to meet reappraisal standards. Starting a 3-year cycle for the 2026 assessment.
- Completed the review of property information imported into Vanguard from prior database. Reviewed property record cards and physical reviews.
- Fiscal
- Cross Training of staff to provide backup and support to one another to provide service to citizens and City departments in a timely and accurate manner.
- Implement GASB 96 standards for subscription-based information technology assessments. Collect all subscription-based agreements across the organization, enter into the software, and calculate and record the liability/assets.
- IT/GIS
- Evaluating Paymentus as the payment processor and expanding capabilities to allow for more online customer-facing web payments for invoices and services.
- Internally built an electronic interdepartmental billing system allowing departments to bill each other and transaction import into New World ERP, rather than ordering carbon paper supplies and manually writing out billing and passing to various City departments through inter-office mail.
- Internally built a program for spreading and tracking special assessments, payments, etc. for land parcels within the city of Bismarck, replacing an antiquated program from the AS400.
- Change electronic document management provider from OptiView to Tyler Content Manager. This new program is a standalone product as well as fully integrated into New World ERP. This created efficiency of document access and management to allow for access within our current ERP.
- Public Works Service Operations Contacts Library notification automation for expirations.
- GIS curb stop excavation survey alert automation.
- Assessing splits and combos alert automation and Freshservice ticket automation.
- Special Assessments PowerBI Map App-Citizens can now check special assessment total online which reduces incoming phone calls.
- Added Park Loyalty, a new parking ticketing system which allows citizens to pay parking tickets online and creates workflow improvements for Municipal Court.
- Configured the Jail Tracker interface to display mugshots to Police to Citizen page.
- Converted City to use ESO and retired ER to allow firefighters to use the system on iPads while in the field. Similar conversion for fire engines.
- Created a report to export arrest data to MCOIC, saving the organization $32,000 plus yearly maintenance fees.
- Implemented digital evidence capture, storage and sharing workflows with use of smartphones, Axon, PBK to reduce amount of time and steps for PD and Legal.
- IT management of AppleIDs and phones/tablets helps to make device upgrades, onboarding/offboarding, new app rollouts and locating lost equipment easier and faster.
- Standardization of desktops, laptops, Getac lifecycles and warranty to make computer repairs less costly with less downtime allows easier budgeting for departments.
- Consolidation of printers has helped save money on toner, which has become more expensive since the COVID pandemic.
- Utilization of Cyrasync to make looking up phone numbers for City employees easier.
- Utilization of RMS send to PBK button eliminates paperwork between Police and Legal departments.
- Centralized door access control reduces the use of physical keys and rekeying when keys aren’t returned, ease and efficiency of onboarding/offboarding and integrates cameras throughout the organization to share.
- Streamlined HR’s Comp Statement report through automation and reduced the department’s time spent on the report by 95%. This also freed the department from needing to hire a consultant each year for the report.
- Implementation of ‘Police to Citizen’ platform, allowing the public to make reporting of minor issues to the Police Department easier.
- Upgrade and consolidation of fax machines.
- Moving the organization off analog phone lines.
- Migrating cable away from Midcontinent, who no longer provides free services to the City/County building.
- Upgrade GPS base station site at Bismarck State College to help community with construction projects.
- Updated City conference rooms with Teams kits to help streamline communication workflows for individuals booking meetings and using meeting rooms.
- Utilize the NeoGov platform to improve job application process, onboarding and offboarding with IT and a training data repository area.
- SIRN radio can now be updated through Wi-Fi and not individually one by one.
- Updated GIS system to automatically include property information instead of assessors needing to manually enter addresses and latitude and longitude for properties.
- Moved organization-wide documents and plans that had been linked in GIS to SharePoint to reduce duplication of documents.
- Wrote expressions to automate link updating using the document name with a common directory/URL.
- Created a process of automatically emailing scanned parcel sheets to staff and adding an indicator when GIS is completed.
- Replaced Engineering and GIS plotters and consolidated with Engineering and Community Development departments.
- Removed duplicate layers in GIS such as garbage pickup addresses, MPO functional classification and truck route designations to attributes within the master layer maintained in maps.
- Streamlined property address updates to use GIS address layer as a primary source to feed CAMA, eliminating the need for assessing staff to duplicate effort and conflicts.
- Created automated tasks for data integrations and other systems that were moved to a server for increased reliability.
- Provided more access and training to City staff regarding simple attributes and corrections within their own data, instead of sending revisions marked up on paper.
- Provide dashboards to staff to find missing/incorrect information.
- Tracing lead service materials in GIS, allowing multiple field staff to update information in real time. This also allows consultant access for aggregating data on behalf of the organization to provide State DEQ.
- Create a field mapping app for Public Works Utility Operations staff to quickly assess the paint conditions of all hydrants, identify which need painting and create work orders.
- Provide dashboards for staff to find answers to commonly asked questions (like quantities) using real-time information and interact with data/filters.
- Integrated oblique imagery (Pictometry) into CAD and online maps.
- Updated the crash dashboard to display a chart symbol and percentages of crash severity within clusters for better understanding of data at different locations.
- Move permitting system to cloud and allow integrations with ARCGIS Online. The retirement of Trakit will allow for a new online system that feeds data automatically.
- Deploy an asset management system that integrates with ArcGIS Online.
- Develop a surface layer for staff to find area/perce4ntage of parcels that will allow staff to not need to manually measure parcels.
- Encourage staff to utilize GIS applications like StoryMaps, Survey123, and Dashboards to analyze data instead of printing paper maps or even static PDF maps.
- Finance
- Evaluate budget process with new Budget Committee to create efficiencies while creating more transparency to improve decision making and improve communication to City Commission.
- Approved by the City Commission the Procurement Officer position to assist departments to monitor the compliance over taxpayer spending.
- Recently hired a procurement officer, starting in April 2025. With this hire, the process of writing the procurement policy has begun through information gathering on how existing procedures are conducted.
- Adjust the salary increase worksheet to mirror the policies and expectations of the City for salary increases.
Fire
- Strategically plan for the construction of a new station and ordered a new fire engine. This has saved the taxpayers significant dollars and will allow BFD to increase the level of service to our community
- A popular component of public events such as street fairs and community gatherings is mobile food trucks. To ensure safety the fire code has specific requirements for these operations. When applying those safety codes, the resulting discussions involved emotional responses and claims of differing rules. Through education and collaboration we have achieved the intent of SSS. Fire Officials and Food licensing regulatory agencies on a local, regional and state level have aligned processes and communications to ensure that all mobile food truck vendors adhere to the same rules and provisions for safety.
- In order for a child care facility operator to be licensed they have a number of requirements including an annual fire inspection. We implemented better practices and workflows to simplify the process for them. Since the implementation the feedback has been extremely positive.
- To better accommodate firefighter applicants we expanded our testing process into nights and weekends. The testing components have been consolidated where possible to minimize applicant travels to Bismarck. Through HR we have a better communication process with potential applicants.
- For incidents involving multiple jurisdictions and disciplines, we regularly analyze communications and resource utilization for an efficient and safe response.
- The department website has been overhauled and is much more customer friendly.
Human Resources
- Provide quarterly Supervisor Essential training and update all applicable forms that are impacted by this training.
- Employee and Supervisor required annual training.
- Communication Development training
- Leadership Development training.
- Utilize a benefits consultant from Gallagher to provide expertise, benefit and cost analysis, and recommendations for staff.
- Provide HR & Payroll newsletter for staff.
- Created RFP for LTD & Life Insurance for vendor to streamline billing and claims response.
- Worked with IT to create report to pull pension and total comp statements.
- Reformatted and organized organization policy plan.
- Streamlined and increased timeliness of VIA actuary.
- Created RFP for flex and COBRA to increase customer service.
- Created an HR SharePoint page for City staff, providing a one-stop location for forms and information.
- Utilize NeoGov to help with onboarding, offboarding and attracting staff. This process is now faster and provides more options than prior processes. NeoGov also provides education modules for staff and e-forms.
- Create a safety plan and evacuation policy for the City/County Building.
- Assess the Human Relations Department through the assistance of Gallagher.
- Create a monthly newsletter, HR Department Connect.
Library
BVMPL is Bismarck's “front porch” for many newcomers to the area, and the library is often the first face-to-face contact new residents have with a City of Bismarck employee. We continually strive to simplify and streamline processes to maximize department efficiency and ensure seamless access to library services for new and existing citizens.
BVMPL embodies its tagline, “You Belong Here,” by fostering a truly inclusive, welcoming, safe space for all. We lead with kindness and extend compassion to all who enter our doors by being not only friendly but truly welcoming and interested in connecting and assisting citizens.
- Streamline
- The library upgraded its website presence along with the other city departments. This action has resulted in improved site functionality and a uniform design across departments. Our annual website maintenance expense decreased by about 50% by moving to the city’s site.
- Implementing a new online email marketing platform has expanded our reach with our monthly email newsletter from 550 to over 22,000 recipients, which has brought about a significant increase in program attendance and utilization of library services. Moving the newsletter to a completely digital format also saves the library money on printing costs.
- Library Administration instituted monthly 1:1 meetings for supervisors and staff. This streamlines the communication process and ensures all staff have ongoing opportunities to provide feedback, builds stronger relationships, and allows for early identification of issues and development opportunities. The 1:1 meetings result in more efficient, informed, and productive annual evaluations.
- A Borrower’s Guide was designed and is provided to all new cardholders. The guide includes all borrower information in one publication to streamline common questions and to ensure all new cardholders receive the same information. In 2024, the library received national recognition for this publication through the American Library Association.
- The library was able to add door security to the majority of external and internal doors in 2024. This update, which included the addition of key fobs for most of the doors has increased efficiency in handling door access for the library’s 58 employees. Instituting door security software streamlines tasks associated with safety and security.
- The adoption of incident software in 2024 has greatly increased the effectiveness of staff awareness of issues relating to service disruptions. This computerized hub is a one-stop interactive database that allows security personnel and staff to update incident reports with developments as needed, corroborate information amongst each other, and assist in being informed of critical information. Previous methods, including reliance on email correspondence and Excel spreadsheets, required much more time and energy from security and staff to stay properly aware of everything. This software has improved communication between the library, the City Attorney’s office, and the Bismarck Police Department. We can easily share incident reports with them, which include dates, times, descriptions, documentation, and photos.
- Youth Services staff moved beginning reader books to one area versus spread throughout the Children’s Library collection. This streamlines the browsing experience for parents and children.
- The Teen Services Librarian reviewed and organized existing resources in Teen HQ. This has resulted in increased, streamlined usage of Teen HQ by area teens because they can easily find and access everything available to them.
- Technical Services staff discovered that processing invoices for books from our vendors is less burdensome if done frequently rather than bundled together for a once-a-week delivery. This modification was made after a personnel change and represents an instance where it is more efficient to break a large recurring task into smaller units.
- The library serves as the hub of Central Dakota Library Network (CDLN) and we previously housed the computer hardware for CDLN’s integrated library system (ILS). CDLN upgraded the ILS to cloud-based. This streamlines and simplifies the tasks our staff are responsible for. We no longer need to spend time and money to maintain the on-site equipment.
- Our library catalogs items for some of the smaller CDLN libraries for a fee. The process has been streamlined by having the originating library create a spreadsheet of items instead of sending physical items to our library to be cataloged. This saves staff time on both sides, as well as transit time, money, and environmental costs.
- Simplify
- The library’s new Library Calendar software, implemented in 2024, has simplified patron access to library services and programs and streamlined routine tasks and procedures for library staff. Library Calendar provides functionality for patrons to interact with library programs and services online, whereas previously, they would have had to call or visit the library in person. Patrons can now register for programs and classes, reserve a study room, or request a public meeting room reservation online, which has improved and simplified the public’s access to these services. The Library Calendar software also provides functionality to automate many tasks that staff no longer have to spend time doing manually, such as registering patrons for programs, sending automated confirmation and reminder messages, managing program waiting lists, and compiling program attendance and room usage data needed for the library’s annual reporting.
- The library purchased snow equipment with grant funds for ongoing grounds clean-up and smaller snow events that fall outside the City’s snow contract. Having the equipment on site and allowing the library to handle these situations internally versus outsourcing simplifies the process, saves time and money, and ensures clear walkways for greater safety for citizens and staff.
- Through grant funding, Youth Services staff created genre-based browsing bins in the Children’s Library picture book area to simplify the enjoyment and browsing experience of that collection for pre-readers.
- Youth Services and Building and Grounds staff are shifting books up from the bottom shelves of picture book and junior nonfiction collections. Children visit the library not only with parents but also with caregivers, including grandparents. This change will serve patrons who have difficulties bending and seeing books that are low to the floor.
- We not only simplify and streamline our processes and workflows to provide the best possible service, but we also provide services that assist citizens with simplifying their lives. Citizens can check out material rather than spending money to buy on their own. This includes material not only in our traditional collection but also special collections, such as pickleball kits, our board game collection, radon kits, ND State Park passes, and family passes to Gateway to Science. Utilizing the library for personal enrichment is especially relevant when citizens are looking for ways to save money, downsize “stuff” in their homes, and overall simplify their lives.
- Serve
- In 2024, the library updated its values, which are listed in its Guiding Principles. The changes reflect the ways in which the library values inclusivity, access, the importance of community, learning and growing, stewardship, accountability, and integrity.
- Librarians assist patrons with tasks that can be a source of frustration. They print state tax forms that are only available online and is a barrier for many citizens. They assist citizens with NDDoT forms relating to vehicles, such as the printing of 30-day temporary registrations. They assist citizens with job-related tasks such as searching and applying for jobs, creating resumes, and submitting unemployment forms. These are tasks that many citizens are unfamiliar with, and easily frustrated by, if they rarely need to do them, while staff are ready to help them with these. Additionally, the library is centrally located and open on evenings and weekends, unlike most state agencies. Citizens often share that they prefer working with our librarians because they are approachable and kind, which is important when people may feel timid about asking for help on certain subjects.
- In 2024, a one-page “Welcome Letter” was created and shared with all residents through their water bill mailing. The letter includes translations to three common languages spoken in the Bismarck area: Spanish, French, and Ukrainian. The library will continue to share this letter with new residents through the Water Department’s new resident welcome packets. This is also a great example of how City departments work together to better serve our citizens.
- A Welcoming Guide summarizing library services available to Bismarck citizens was created and is given to new cardholders.
- At the library's request, the City added a link to the library’s department website under the City’s “I Want to” section. This provides an additional digital access point to the library’s site and increases our reach and engagement with the community.
- The library recently upgraded the exterior parking lot lights to LEDs, which are brighter and more energy-efficient and create a safer environment.
- Youth Services staff have increased after-school programs to better serve the elementary school population. They have also added a variety of regular programming opportunities incorporating dance, movement, and music, both during the day and evening. This programming supplements the multiple story time events that are available to better serve toddlers, preschoolers, and their families.
- We regularly and consistently offer programs and open hours in Teen HQ after school to serve area teens. We work with youth service organizations to better welcome and serve teens facing challenges.
- The Friends of the Bismarck Public Library funds an annual Librarypalooza event that brings several hundred citizens to the library to learn about our services and to promote a sense of belonging in our community.
- The library partners with several community organizations to increase the number of programs we offer and to enhance the range and impact of library services. Citizens have come to expect quality opportunities through the library for community connection and enrichment. Current examples of community partnerships:
- Families Around the World – a celebration of the diverse cultural representation in Bismarck-Mandan.
- Partnership with Bismarck-Burleigh Public Health for pop-up vaccination clinics at the library to keep our community healthy.
- Events in conjunction with Gateway to Science for astronomy related events.
- “What is a Powwow?” and Tiny Tots Dancing programs through Sacred Pipe Resource Center.
- Outreach opportunities and local tabling events to spread the word about teen library services through Bismarck Public Schools.
- Outreach service was provided at United Way’s day shelter and, most recently, at the Dream Center, ensuring that individuals of all ages with barriers and challenges getting to the library still have access to our services.
- Additionally, we have ongoing partnerships with several social service agencies: High Plains Fair Housing Center, Youth Works, American Foundation for Suicide Prevention, ND Job Service, and Missouri Valley Coalition of Homeless People.
- This list is really only the “tip of the iceberg,” and there are many other
- We are working with the City and Bismarck Library Foundation, Inc., to renovate the library’s restrooms. The renovation will result in restrooms that are built with quality material, ADA compliant, clean, and safe.
Municipal Court
- Beginning on June 2024, parking tickets could be paid online. The printed copy of the parking tickets included QR code you could scan with a smartphone, directing you to a pay portal. From there, you can enter your payment information and pay your ticket within minutes. Options for traditional methods of payment are still available for anyone who does not want to pay online. You may still mail a personal check or money order to the address listed on the ticket or visit the payment office in person during regular business hours. This options simplifies how payments can be made, giving individuals a 24-hour method to pay for tickets that previously did not exist.
Police
- Savings on people at County Jail
- $350,000 a year for the last few years
- Body Worn Cameras capture clear, firsthand footage of interactions. The videos are time-stamped and unfiltered, cutting through he-said-she-said situations. For the BPD, this means less time piecing together what happened and more time acting on it. Footage integrates with case management systems, like systems from Axon, so officers aren’t stuck writing reports from memory. They can tag key moments, use of force, witness statements, and let the video fill in the blanks. Internal affairs get a head start; misconduct probes go faster with objective data. Look at your Bismarck example: pair BWCs with that IA software, and you’ve got a tight loop for spotting and addressing issues early.
- BWCs protect officers by documenting their actions, and prove they followed protocol when complaints come to Admin. They also de-escalate encounters; people tend to behave better when they know they’re on camera. For the public, it’s a trust builder. Plus, in court, juries love video.
- Practically, BWCs save time and headaches. Docking them uploads footage automatically. Training from Axon is straightforward. If you tie them to Axon’s ecosystem (drones, early intervention tools), you’ve got a force multiplier: one officer’s camera clip could flag a pattern for supervisors.
- Axon Standards: This is an early intervention system to help supervisors, track officers’ involvement in critical events, such as pursuits, use of force, incidence, miss court dates, etc. Supervisors can use the data to ensure officers receive the training, counseling and discipline required to flourish in their careers and exceed the high standards that agencies and committees alike expect.
- Axon Standards is also an Internal affairs software that supports investigation of potential officer misconduct. This IA software works in conjunction with use of force reporting to provide a comprehensive picture of an officer’s conduct in the field. This leads to simplified workflows.
- Drones: Another force multiplier we have implemented from Axon would be our drone program. We have developed clear policies and procedures to address some of the public concerns about the use of drones and policing. To date we have had no issues. There have been no public concerns arisen since we have gone to the drone program and we hope to add to the program in the coming years.
- Drone program, what has provided to this point to serve and streamline:
- Aerial support for situational awareness and tactical planning
- Reduce risk to officers by using drones for preliminary assessments.
- Enhanced search and rescue capabilities, especially in difficult terrain.
- Foster community, trust, transparency, and demonstration of cutting-edge technology.
Public Health
The City of Bismarck paid $10 million for the Bismarck-Burleigh Public Health Building. Construction on the building began in 2022 and was completed in 2023 and staff moved into the facility in August of that year.
- Simplify & Streamline
- Electronic Registration: Implemented electronic registration for public health services, replacing paper forms. Currently, approximately 95% of services begin with digital intake, improving efficiency and data quality.
- Women’s Way Electronic Enrollment: Developed an electronic application for the Women’s Way program, eliminating paper-based enrollment. This change has sped up the process and allowed clients to receive timely cancer screenings.
- Integrated SNAP Outreach: Added a SNAP eligibility question into our client record system, streamlining referrals to Great Plains Food Bank outreach via this link: SNAP Outreach.
- Serve
- Wellness Pantry: Through our collaboration with the Great Plains Food Bank, we’ve continued to expand the BBPH Wellness Pantry, providing food support to clients who identify as food insecure. The attached report compiled by Katie shows a steady increase in visits, households, and individuals served in 2024. This rising demand reflects the ongoing challenges many residents are facing and highlights the importance of this vital service.
- New Facility/New Garage-Based Services: Utilized BBPH’s garage space for indoor drive-through immunization clinics, car seat safety checks, and food distribution events. These efforts enhanced access and comfort for residents, especially during harsh weather conditions.
- Community Integration Facilitator: Added a new staff role focused on welcoming and supporting newcomers to the community, helping connect them with essential services and promoting successful community integration.
Public Works Service Operations
- Implemented the Bulk Item Pickup Service.
- This service helps residents get rid of bulky items that do not fit in their 96-gallon garbage container. This allows them to call in and schedule a time for Waste Disposal staff to stop by and pick up the item and dispose of it for a nominal fee.
- We purchased over 300 acres of land for future Landfill expansion. This ensures Bismarck will have landfill space for many decades.
- We Constructed a new Subtitle D Cell at the Landfill in 2024 to accommodate the ever-increasing quantities of trash that we continue to take in.
- We permanently capped the old cell 1 at the landfill in 2024 to meet the NDDEQ requirements.
- We now offer compost to the public for free. In the past there was a charge for this.
- We now offer single grind woodchips to the public for free. In the past there was a charge for this.
- We now offer firewood to the public for free.
- We allow the public to take pallets from the landfill for free. In the past the public was not allowed to take any items from the landfill.
- We installed new fuel islands at Public Works which allows us to sell both dyed and clear Diesel. This has resulted in two different efficiencies:
- By utilizing Dyed Diesel instead of Clear Diesel in our equipment that performs Roadway Maintenance, we are able to save $0.19 per gallon in fuel taxes. This will save the city thousands of dollars a year.
- The old fuel pumps only had two diesel nozzles, one was a high flow, and one was low flow for vehicles. With the addition of the new fuel islands, we now have three high flow and 1 low flow for each of the Dyed and Clear Fuel islands. In the past during winter snow events, it could take over an hour to refuel our equipment, now we have the ability to refuel in a fraction of the time getting the equipment back to clearing the streets more quickly, saving the taxpayers money.
- Full implementation of the FASTER Computer System. This allowed us to move to a paperless maintenance system for our Fleet Team and Technicians. They are now able to log into work orders via a laptop and have direct live time access to fleet data to help them expedite service and repairs. Inventory management has greatly improved to reduce costs and have the right items on hand when needed for service and repair functions. They are also able to track all part and labor expenses associated with each piece of equipment in real time. This allows for more efficient maintenance and billing for the repairs. True fleet data will drive efficiency in management decision making for the future.
- Implemented the use of Mastic to fill in the depressed cracks to improve the ride on our roadways. When roadways freeze and thaw, the pavements crack, which allows water to go down into the sub-base. While we crack seal the roadways in the spring, it does not completely seal off the crack. Over time water filters away the fines below the crack then the pavement drops creating a depressed crack. The mastic fills in the crack and depression in the pavement all while sealing the top of the pavement preventing water from entering back into the crack. This increases the ride of the pavement while prolonging the life of the pavement. In addition, there is less wear and tear on citizens’ vehicles.
- Construction of a new Salt Brine Building along with the addition of several new salt brine storage tanks. This allows us to make salt brine ahead of the storm so when we need it, it is readily available for us to respond. This will allow us to react to icy streets more quickly, saving the public money.
- We constructed a new Roads & Streets building and new Controlled Storage Building. This allows us to store more of our equipment inside and out of the elements to ensure the vehicle starts in the middle of the winter when we have a storm. It also protects it from the summer sun. Equipment is very expensive, and by storing it inside it will protect it from the elements and will prolong the life of the equipment and will also increase the resale value of that equipment.
- By the fall of 2025 we will have completed the HPS to LED Light Fixture conversion of the entire city. LED Light Fixtures use less than half the electricity as HPS lights, therefore we are saving the city money in our monthly utility bills, along with providing a brighter light for the safety of our residents.
- In 2023 the City of Bismarck worked with NDDOT to upgrade nine traffic signalized intersections along the State St. corridor that needed replacement due to rust & outdated equipment. The City of Bismarck has also upgraded three intersections since 2023 that had similar issues. By utilizing galvanized steel for the poles and mast arms we have doubled their life expectancy & the new equipment in the cabinets is more reliable and user friendly. With the introduction of this new equipment, we have been able to implement a traffic management system called Centracs. This allows us to better monitor, evaluate, adjust & troubleshoot the signalized intersections that we have communications with. This allows us to identify and address traffic related issues and move traffic through the City of Bismarck more efficiently. Currently we have 57% of our intersections on this system.
- We purchased a knuckle boom truck in preparation for when the Emerald Ash Borer (EAB) impacts our community. When a tree is infested with the Emerald Ash Borer, it makes the tree very brittle. The brittleness of the tree does not allow the tree to be dropped on the ground because it literally explodes. The Knuckle Boom Truck will allow us to safely cut the trees down and gently lower them to the ground without jeopardizing the lives of our employees or the public.
- We have fully implemented the use of our Maintenance Connect Software. This software allows us to input all our building assets into the system and track the number of service calls we receive; the amount of time we are spending to maintain the asset and the amount of money we spend maintaining it. This allows us to schedule routine maintenance more accurately and/or replace the necessary equipment, and to be able to show the savings of doing so.
Public Woks Utility Operations
- Meter readings have been set to a specific date based on requests and feedback from the public.
- WIMS Data Management was implemented to replace WTP and WWTP data entry. This process saves time by not entering data into multiple locations as the program pulls the information from different programs and enters in into multiple reports.
- Water Distribution and Collection relaced the Electra Watchman system with SCADA. The SCADA system now notifies the on-call person instead of CenCom. This system also allows remote access and control over the pump station and lift stations; allow staff to know what the potential issue is before getting on site. The new system provided $14,000/month savings.