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HomeMy WebLinkAbout03/01/2010 Council PacketREVISED WORK SESSION AGENDA CITY OF LINO LAKES Monday, March 1, 2010 CITY COUNCIL WORK SESSION Community Room (not televised) 5:30 P.M. Special Closed Council Session beginning at 5:30 p.m. will precede the regular work session 1. Blue Heron Update Staff was instructed to keep on doing what you are doing and report back to council with questions or need for resources. 2. Council Support of Broadband Connectivity This item will be on the consent agenda for Monday evening, along with a similar request from Anoka County for their request for federal grant money. 3. Budget • Response to council questions (delivered with Friday Update) Staff will send out responses to Councilmember O'Donnell's budget questions. • Storm Water Utility Staff will contact SEH to update the original study. Staff will prepare FAQ's and related information for the public. Staff will establish parameters for the utility fees. • Grant Update (delivered with Friday Update) Staff will keep the council appraised of future grant applications and opportunities. • Budget Session Outline (delivered with Friday Update) Staff will continue to keep council appraised of 2010 finances and budget issues in addition to preparation for 2011 budget work Staff will begin the search for a consultant to assist with strategic planning in advance of 2011 budget work. • Employee Health Insurance Ongoing discussion on this item. 4. Economic Development Update REVISED Staff will meet with Mayor Reinert and Councilmember Roeser for marketing brainstorming session. 5. Lino Lakes Post Office Tabled for the time being. 6. CSAH 34 (Birch Street) Corridor Study Discussion This item will be brought to the next work session. Staff will investigate putting traffic signals on a referendum for this fall. 7. Sergeant Promotion This will be on Monday evening's agenda. (oral report) 8. Joint Powers Agreement — Anoka/Hennepin Gang, Drug and Violent Offender Program The JPA is currently being reviewed by our city attorney. 9. Update on Diversion Program (oral report) Staff will proceed with implementation of this program. 10. Future Meeting Dates Staff will schedule City Administrator interviews as soon as possible. 8 April — Mayor will attend Charter Commission meeting and invite the commission to a council work session. 19 April — Special work session for Comprehensive Plan 14 April — Council will meet with the P &Z in the community room after the P &Z meeting — ap . 7:30 p.m. 11. Regular Agenda Items Adjourn REVISED WORK SESSION AGENDA CITY OF LINO LAKES Monday, March 1, 2010 CITY COUNCIL WORK SESSION Community Room (not televised) 5:30 P.M. Special Closed Council Session beginning at 5:30 p.m. will precede the regular work session 1. Blue Heron Update 2. Council Support of Broadband Connectivity 3. Budget • Response to council questions (delivered with Friday Update) • Storm Water Utility • Grant Update (delivered with Friday Update) • Budget Session Outline (delivered with Friday Update) • Employee Health Insurance 4. Economic Development Update 5. Lino Lakes Post Office 6. CSAH 34 (Birch Street) Corridor Study Discussion 7. Sergeant Promotion (oral report) 8. Joint Powers Agreement — Anoka/Hennepin Gang, Drug and Violent Offender Program 9. Update on Diversion Program (oral report) 10. Future Meeting Dates 11. Regular Agenda Items WS — Item 1 WORK SESSION STAFF REPORT Work Session Item #1 Date: March 1, 2010 To: City Council From: Marty Asleson Re: Update on The Great Blue Heron Rookery on Peltier Island Background The management of the Peltier Island Heron Rookery is an annual approved goal of the Lino Lakes Environmental Board. Each year stake holders meet to discuss a management plan of action that would favor nesting success of the Herons. Stakeholders include our Environmental Board, citizen volunteers, Anoka County Parks, Lino Lakes environmental staff, and Eagle Brook Church. I have been given permission from Andy Van Duyke to summarize some of his Masters Thesis work on the Island heron colony. Included in this summary is some background history of the island heron colony, findings, and recommended management techniques. Requested Council Direction This is a requested update report. Attachment(s) 1. A Summary Of Andy Van Duyke's Work 1 A Summary of Andy's Research CONSERVATION AND RESTORATION OF A GREAT BLUE HERON BREEDING COLONY IN EAST CENTRAL MINNESOTA A THESIS SUBMITTED TO THE FACULTY OF THE GRADUATE SCHOOL OF THE UNIVERSITY OF MINNESOTA By ANDREW LEE VON DUYKE IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF SCIENCE Adviser: Dr. Francesca J. Cuthbert January January 2009 A Great Blue Heron (Ardea herodias) colony located at Peltier Lake, in east central Minnesota, was formerly one of the states largest. Beginning in 2000, the nesting birds abandoned this site for the first of five consecutive seasons. Because of its regional ecological importance and high community value, the conservation of the Peltier Lake colony was prioritized by the Minnesota Department of Natural Resources. Early management efforts focusing on anthropogenic disturbance mitigation were unsuccessful in halting colony abandonment. At its lowest point, the nesting population at Peltier Lake dropped >90% from an estimated maximum of >1,100 nesting pairs. To determine the cause(s) of colony abandonment, I used intra -nest video surveillance to monitor nesting behavior and document events occurring within the colony. Video data demonstrated that, while human disturbance rates at Peltier Lake were similar to those at another regional colony, predation by raccoons (Procyon lotor) was an important cause of chick mortality. Great Horned Owl (Bubo virginianus) depredation was also confirmed using physical evidence, but the impact of owls on the colony was not determined. Based on these results, a strategy of predator management was recommended for Peltier Lake. Methods included installing predator guards and relaxing furbearer trapping restrictions within the county park where this colony is located. Scratches on the predator guards demonstrated that raccoons attempted to climb trees containing active nests significantly more often than inactive trees. Following predator management, the productivity of the Peltier Lake colony increased significantly. Continued lack of productivity in unprotected nest -trees demonstrated the efficacy of the predator guards; and also suggested that, despite removal efforts, enough predators remained present to opportunistically exploit unguarded active nest - trees. The events at the Peltier Lake colony and model results demonstrating the disproportionately large impact that a small population of arboreal mesopredators can have support the predation hypothesis as a cause for colony abandonment. The implications of this study underscore the value of strong empirical evidence as well as the importance of predation to the success of colonial waterbird conservation efforts. Based upon video evidence, the sole cause of chick mortality directly observed at Peltier Lake was raccoon predation (n = 9), accounting for the confirmed loss of 10 out of the 15 chicks detected. Video showing a raccoon feeding upon chicks in the nest (though no predation event was observed) suggested predation of two other nestlings. Finally, footage showing a single chick that appeared to be chased from its nest onto a limb from which it fell, also suggested raccoon activity. This interpretation is supported further by the observation that two other chicks from the same nest had been killed earlier by raccoons. Based on these observations, raccoon predation was responsible for a minimum of 66.7% and possibly as much as 86.7% of heron chick mortality in the study trees at Peltier Lake. Physical evidence found during surveys suggested that avian predators were present and active on Peltier Island. Great Horned Owl predation (n = 3) was confirmed when the remains of at least two Great Blue Heron chicks were found in an active Great Horned Owl nest; also, a Great Horned Owl fledgling was observed perched among the remains of another heron chick which it presumably had just consumed (Figure 21) Heron eggs with holes pecked in the sides (n = 2) were found on the ground, suggesting that American Crows (Corvus brachyrhynchos) had preyed upon these eggs (Figure 22). Based on aerial survey data (MN -DNR, unpubl. data) the Peltier Lake colony had a maximum estimated total of 180 active nests in 2004. An aerial survey conducted on 25 May, 2004, documented a large number of abandoned nests. This observation took place only six days prior to the increased disturbance rate detected on video. A ground survey confirmed that all nests at the Peltier Lake colony were abandoned by 15 June, 2004. Predation Predation has been documented as the primary cause of avian nest failure for many species of birds (Ricklefs 1969) and a cause of waterbird colony abandonment (Kadlec 1971, Shealer and Kress 1991, Whittam and Leonard 1999, D Mock pers. comm.). Presence of predators near and within the heron nests at Peltier Lake was a clear difference from Pigs Eye Lake. All monitored nests failed at Peltier Lake, 75% of which were visited or attacked by a raccoon at least once. Video evidence showed that raccoon predation was the cause of chick mortality in up to 87% of deceased chicks. Cameras on three separate occasions also recorded the presence of >1 raccoon foraging in a single nest -tree (Figure 27). Video and ground survey results also demonstrated that Great Horned Owls at Peltier Lake preyed upon heron chicks. And, two incidences of egg predation were documented during ground surveys (possibly caused by American Crows). The importance of opossum foraging behavior upon heron nest productivity, specifically egg predation, is not known because cameras were not installed until after eggs hatched. However, the ensuing furbearer management in the park (Chapter 3) suggested that opossum density may be higher on the island than raccoon density and could also be important to nest productivity. Protection of active nests and nestlings via a strategy of mesopredator management was recommended based upon the results of this study. Two primary approaches include: (i) preda exclusion from nest -trees and bridge -trees (i.e., those trees providing access to nest - trees) by means of "predator guards "; and (ii) predator removal by means of trapping and /or hunting. for Two primary approaches for predator management were available: (1) predator exclusion and (2) predator removal. Beginning in 2000, a formerly large mixed - species waterbird colony, located at Peltier Lake (Lino Lakes, Minnesota), failed to fledge chicks over five consecutive nesting seasons. During this same time period the number of nesting pairs declined by 74% and two of the original three resident species stopped nesting at Peltier Lake. Previous management efforts, from 2001 to 2003, focused upon anthropogenic noise mitigation but did not prevent subsequent colony abandonment or population decline at Peltier Lake. These initial attempts to protect the colony yielded little information useful for determining the cause(s) of abandonment and provided no constructive insights to guide further colony management. Considering its precarious status, a rapid and fairly aggressive intervention was deemed necessary to stem the further decline and possible loss of the Peltier Lake colony. prior management of wader colonies has almost exclusively focused on habitat management However, because these two strategies had previously proven ineffective at Peltier Lake, an alternative plan for predator management was proposed. Two primary approaches for predator management were available: (1) predator exclusion and (2) predator removal. Predator exclusion as a means of wader nest colony management has been rarely used and remains largely untested. Predator removal via trapping and removal of furbearers is problematic for several reasons. Trapping is not an effective means of population control in raccoons (Ratnaswamy et al. 1997, Rosatte 2000, Frey et al. 2003) and Prange et al. (2003) found that whatever small gains were achieved via trapping were quickly lost in the absence of control efforts. This suggests that trapping and removal needs to be an ongoing effort, yet, trapping is not an economically viable management tool (Chesness et al. 1968). From a public relations standpoint, trapping is controversial (Gentile 1987, Andelt et al. 1999); and the possibility of non - target captures, particularly of pets also adds to the challenges associated with predator removal. The Peltier Lake colony resides on public land and pet owners, though not permitted (Anoka County Parks Ordinance #2000 -1), regularly exercised their dogs off -leash on the island (A Von Duyke, pers. observ.). If a pet was injured or killed in a trap, the potential for a strong negative reaction from the community would be high. However, if raccoon densities on the island were low, and if only a few were responsible for most of the predation, and if non - target captures (pets) could be prevented, then trapping could make a difference. Theoretically, through reducing the overall local population of furbearers, some if not all of the raccoons that had presumably become conditioned to exploit heron nests could also be removed. Given the challenges associated with trapping and removal of mesopredators, this predator management option was not utilized for the 2005 season. Predator guards appeared to be the best option. Predator exclusion had no negative connotations and was safe for pets. And if correctly installed, predator guards should operate independently of mesopredator density and with less labor. During the winter of 2004 -05, all trees with intact nests were wrapped at breast height with sheet metal (aluminum roof flashing). the following modifications were implemented: (1) wrap additional "bridge trees" with metal flashing; (2) raise the metal flashing on multi- stemmed trees to the height at which the stems were separated by at least 24 inches (60 cm); (3) rotate the seam on the metal flashing to the downward side of the trunk if possible; and (4) fell "suckers ", as needed, near the main trunk of the tree (typically on basswoods, Tilia americana). Colony status With only 36 active nests in 24 trees, the 2005 season marked the lowest population of the Peltier Lake colony since 1990. In 2005 only four Great Blue Herons fledged from three nests located in two trees. However, these juveniles represented the first confirmed productivity from Peltier Lake since at least 2003 and possibly since 2000. From 2006 to 2008, ground survey data (Table 5) indicated a general increase in the size and productivity of the Peltier Lake colony. In 2008, a minimum of 29 active trees, 54 active nests, and 70 chicks were documented. This represented an increase above 2007 levels by 7.4 %, 28.6 %, and 29.6% respectively (Figure 31). As of 8 July 2008, a minimum of 58 surviving chicks (presumed to have fledged) were documented; this estimate was a 34.9% increase above that recorded for the 2007 season. Since 2005, the Peltier Lake colony experienced significant growth in the number of successful trees An examination of the metal flashing on the two successful trees in 2005 showed no sign of mesopredator climbing activity on one tree, but the second tree appeared to have been climbed successfully (i.e., „breached ") despite having a predator guard. Given that this tree produced fledglings, I assumed that the raccoon climbed past the predator guard after the chicks fledged. Scratch patterns in the painted sheet -metal suggested that raccoons attempted to climb 47% (n = 81) of all protected trees during the 2005 season, 60% (n = 49) of which appeared to be successful (Figure 32). Overall, 28% of the protected trees were successfully climbed. Thirty -nine trees showing evidence of climbing attempts contained intact nests. Of the 19 active nest trees within the colony, 79% (n = 15) showed evidence of attempted climbs and 58% (n = 11) appeared to have been successfully climbed. Trees containing active nests were scratched disproportionately more than those containing inactive nests (Chi- squared test, X2 = 11.15, df = 1, p = 0.0008). Based on nest status (active vs. inactive), no significant difference in predator guard failure rate was detected. Furbearer removal In the fall of 2005, a total of 10 raccoons (3 ?) and 7 opossum (4 y) were harvested over a total of 181 trap nights. During the fall of 2006, a total of four raccoons (4 ?) and 14 opossum (only 2 9 were recorded) were harvested over a total of 324 trap nights (Figure 34). During both seasons, trapping activity was temporarily halted when island access became impossible during the lake°`s winter "freeze -up" and as raccoon activity decreased with the temperature. An interesting example of the benefits of tree guards is illustrated by the history of a specific large basswood which was composed of three large trunks in close proximity (tag numbers #708, #709, #999). This tree complex contained five and four active heron nests in 2005 and 2006 respectively. Raccoon predation caused all of these nests to fail during both seasons. Raccoons were able to thwart the predator guards by pushing off of one trunk to gain climbing traction on its neighbor (Figure 29B). Prior to 2007, a concerted effort was made to secure this tree complex by raising the metal flashing to a height at which the trunks were angled too far apart to offer a climbing advantage. This tree complex had high nest occupancy during the 2007 and 2008 seasons (six and five nests respectively). However, no successful climbs or nest predation by mesopredators was documented. This tree complex produced a total of 17 fledglings during the 2007 and 2008 seasons. Another tree ( #714), which produced fledglings annually since 2005, provides a different perspective. Its configuration and distance from other trees made it easy to protect. In 2005, an audio recorder attached to the base of this tree clearly recorded the sound of an animal attempting to climb past the metal flashing. In the background, the alarm calls of Great Blue Heron chicks were also clearly audible. Upon inspection the following morning, muddy tracks and scratches indicated that a raccoon had attempted but failed to circumvent the flashing. This securely guarded tree was one of only two that produced fledglings in 2005. This appears to be the first time since Hjertaas (1982) that a tree nesting wader colony has been successfully protected using predator exclusion. Because no trapping has occurred since the 2007 nesting season, I anticipated that evidence of raccoon foraging activity might increase. Alternately, residual effects from trapping may have resulted in a continued decline in tree climbing activity through elimination of the learned foraging behavior in resident mesopredators. If predator guards made tree climbing sufficiently difficult within the colony, then the learned association between climbing and the reward of an available food source should weaken in the absence or reduction of positive reinforcement (Thorndike 1911). took place prior to the 2008 nesting season. Nest fate data (Table 6) demonstrated that active nest trees with no predator guards were extremely vulnerable to predation and had a very low probability of success. Discussion Colony status Survey data demonstrated that, while brood size has remained consistent at Peltier Lake since 2005 (Figure 31D), the ratio of fledglings to chicks detected has increased and overall chick survival (i.e., number of fledglings per nest) has increased significantly. Predator guard performance Initially, the results of this methodology were unsatisfactory. In 2005, widespread nest failures and scratch data, collected during end of season surveys, suggested that the climbing ability of raccoons was underestimated. Given the decreasing proportion of successful climbs per attempt, refinements to the tree guarding techniques appear to have made some difference. This reduction in climbing success was not significant however, which underscores the challenge of colony -wide tree protection. Additionally, scratches on the flashing likely underestimated raccoon climbing success given the forest density, the abundance of climbing routes available, and raccoon Table 6 - Fate of nests in unguarded trees. (A) Over four seasons, all nine unprotected trees (i.e., no predator guards) that were occupied by herons failed to produce fledglings. (B) In contrast, over the same time period, 53.2% (n = 58) of active protected trees produced 136 fledglings Number of nests 1200 1000 800 600 400 200 12 8 c1 0 co c- 120 70 r 500 600 1137 554 625 ri N M cr it lD N 00 cl c C1 c1 c1 c1 cl o Ql 01 cl c, cl c1 Cr) c1 Q1 c1 cl e-i ri .--I r-I e-i ri r1 r-1 r-I Year 696 o Success ■ Abandonment ® Partial success 545 300 300 O 180 0 .--1 N CO cf 0 0 0 0 0 0 0 0 0 0 N N N N N s 1-14 w, S_ 00 Year % change 2005 2006 2007 2008 2006 2007 2008 Active 24 33 27 29 37.5 -18.2 7.4 Trees Failed 22 20 10 9 -9.1 -50.0 -10.0 Successful 2 13 17 20 550.0 30.8 17.6 Active 36 41 42 54 13.9 2.4 28.6 Nests Failed 33 24 11 12 -27.3 -54.2 9.1 Successful 3 17 31 42 466.7 82.4 35.5 Nestlings 53 68 63 73 28.3 -7.4 15.9 Chicks Deceased 49 36 20 15 -26.5 -44.4 -25.0 Fledglings 4 32 43 58 700.0 34.4 34.9 Chicks /nest* mean 1.52 1.59 1.42 1.56 4.6 -10.6 9.5 var 0.592 0.460 0.355 0.446 -22.3 -22.8 25.7 n 36 41 42 54 13.9 2.4 28.6 SE 0.128 0.106 0.092 0.091 -17.4 -13.2 -1.1 mean 0.10 0.72 0.94 1.14 620.0 30.6 21.3 Fledglings /nest var 0.173 1.108 0.755 0.961 539.0 -31.9 27.4 n 36 41 42 54 13.9 2.4 28.6 SE 0.069 0.164 0.134 0.133 136.9 -18.5 -0.5 Nests /tree mean 1.50 1.24 1.56 1.86 -17.3 25.8 19.2 var 0.96 0.38 1.03 2.05 -60.4 171.1 99.0 n 24 33 27 29 37.5 -18.2 7.4 SE 0.20 0.11 0.19 0.27 -45.0 72.7 42.1 Table 5 - Census data from the Peltier Lake colony (2005 -08): Ground based survey data was collected at least once per week from hatch to fledging. *This value was based solely upon visual detection, typically after chick age 21 days, and is not indicative of actual clutch size. 82 1)1sl- 4611,4 w,s Heron Actions and Needs on Peltier Lake March 1, 2010, Wayne LeBlanc 11 I I'v Summary • Flashing trees with aluminum bands against predators needs to continue. • Proactive action by hunting and/or trapping raccoons and opossum probably helps. • Signage around the island could be more specific about avoiding the wildlife refuge. • Continued vigilance is needed to prevent any future human disturbance. • What I'd really like to see is a return of the Black - Crowned Night Herons. Further Detail, Flashing Trees and Hunting I believe the problem with the Black - Crowned Night Herons and Great Blue Herons on Peltier Lake involved 2 phases: human disturbance causing greatly reduced numbers and subsequent predation. It seems the best thing we can do for the herons right now is to keep predation to a minimum while heading off any possible future human disturbance. Flashing on the trees seems to be the best defense against the most threatening predators: raccoons (and possibly opossum). Here is a picture taken Mar 1, 2010 of Marty Asleson and Tim Payne installing flashing on a tree to thwart predators. In 2005, trapping occurred on the island and along private property directly to the east of the island. In 2006, trapping was on the island only. Andy Von Duyke said despite the large number of trap nights invested, harvest was relatively small. Trapping and hunting poses problems of exposure to non - targeted species, pets and humans, but if done right, could help the herons. Further Detail, Signs WILDLIFE REFUGE LANDING ON ISLANDS PROHIBITED P. Bs 4 -8 Signs around the island currently say, "DO NOT DISTURB BIRD NESTING AREA, POSTED BY: ANOKA COUNTY PARKS." However, on Lake of the Isles in Minneapolis (see picture), signs around the island there say, "WILDLIFE REFUGE, LANDING ON ISLANDS PROHIBITED, F.B. 4 -8." I suggest the stronger language of "prohibited" or some other such words to keep people from walking on the island in summer. The herons are there from about March 17 through September. Just saying "do not disturb" can mean different things to different people. I think it needs to have stronger language such with such words as prohibited or keep out. Page 1 Further Detail, Continued Vigilance and Further Data I'd like to illustrate one aspect of the herons that is seldom discussed. In 1998, an entire species was wiped out, my favorite, the Black - Crowned Night Herons. They existed in substantial numbers on the island but the first year the ski course was installed, they ALL disappeared. Art Hawkins, noted biologist watching the island, also made note of this. 120 100 80 60 40 20 0 Number of Nests, Black- Crowned Night Heron First Time Ski-Course Nextto Nom. In addition, the Great Blue Herons were greatly affected the first time the ski course was installed, and then they really got hammered with it was installed again, against the agreement set by Anoka Parks, the DNR and others. I do not believe these are coincidences but rather, causes. Anoka Parks is doing a great job of installing the no -wake zone buoys before or shortly after ice out so there is no delay identifying the no -wake zone for the boating season. 14V l0 120 0 6fk0 20x0 .1._ Number of Nests, Great Blue Herons r �SkiCoursetioxf to WSW- a..._ Sid Coin Rums k!'e 1-a r Cel +s+ 74 CI% CO GI c sue. C4 tai (i1 c k —. 7.1 1"1 --I 1-4 -I N `J fyr "1 tit Ci Cy Cy rV fJ V i J Page 2 Further Detail, Chicks and Nest Counts 60 60 50 40 30 20 10 0 Number of Chicks Number of Nests 2005 2006 2007 2008 2009 Here is a chart on the number of chicks observed in each year shown. The increase in these years is due to work by Andy Von Duyke and others by managing the predators, In 2008, a tornado touched down less than a mile from the colony. I believe they were very lucky. In 2009, I suspect a wind storm took out many of the chicks, however, it could have been predation or most likely, part of both. The nest count continues to rise so hopefully, the decline in 2009 is not too much of a factor. In addition, realize, these numbers are not perfect as chicks are difficult to see in the foliage. The number of nests in this chart is shows a continued increased over the years. In the winter, the nests can be seen and counted very well and this should be a primary statistic for the future, provided of course the nests are active. In a given year, the herons move the nests around some and steal sticks from on nest making another in a different place. This dynamic is easily observed in the winter. Although far from pre -1998 levels, I am hopeful that the colony is slowly increasing in numbers. For more information see, WWW.PELTIERLAKE.ORG or http:/ /www.peltierlake.org/Herons.htm For detail, see http:// www. peltierlake .org/WhyHeronsLeft.pdf "Rookery Blues" is still available at :http: / /www.dnr.state.mn.us /volunteer /marapr04 /rookery.html. Page 3 Minnesota Department of Nature Rookery Blues Empty nests spur efforts to bring back Peltier Lake's beloved great blue herons. By Gustave Axelson The great blue herons of Peltier Lake have no idea how much they're admired. They adorn the city seal in their hometown of Lino Lakes, just north of the Twin Cities. When they leave their nests on fishing expeditions, they sometimes fly over Blue Heron Elementary School. Pts1(WS "3�� 7e['tiN1�11 n139,V11IN IAKI Iks!`7 \O t_Y1 -11M hit{tltwllYki, 41."trt,1.11. 111E1' AIX71.'ti 17#11 CI 1:1.■ :.IK 111;_11,, i1... ti'; Aii CWItlEIVIM Csnl'.un111411t • LLR.1;.11110N :. NUST .. . Y+-.11 , Herons have been a part of this community since 1945, when they established a breeding place, or rookery, in what is now Rice Creek Chain of Lakes Regional Park Reserve in Anoka County. Generations of local residents have watched the long- legged, gray anglers stalking along quiet shorelines. Art Hawkins enjoyed watching these herons and their compatriots, great egrets, fly back and forth from the rookery during the spring of 1999. From his post in a farmer's field a half -mile away, he set up his spotting scope to monitor hundreds of heron and egret nests on a 30 -acre island at the north end of Peltier Lake. Hawkins, a retired U.S. Fish and Wildlife Service biologist, volunteered to help the Minnesota Department of Natural Resources keep watch over these herons because of concerns over growing disturbances in this area. In March and April, he watched the herons and egrets gather sticks to repair their ramshackle nests atop the island's basswood and maple trees. In May the birds turned their attention to foraging for frogs and fish for their young. By August the chicks fledged, and the raucous rookery quieted down. In March of 2000, Hawkins returned to the farmer's field for a second season of watching herons. Everything seemed to be going fine until one June day when he peered through his spotting scope and saw ... nothing. No silhouettes of six -foot wingspans with gangly legs dragging in the wind. Hawkins heard no calls from chicks hungry for regurgitated fish. The air around the rookery was empty. When the DNR sent in tree climbers to investigate the nests, they found them empty. Cracked eggshells on the ground indicated there had been a hatch. But all that was left was a pile of feathers in some of the nests. Hawkins watched this scenario play out again in 2001 and 2002. For three consecutive years, the herons prematurely abandoned their nests in June. "Only something unusually drastic could account for the abandonment of a colony of birds sitting on eggs or young," Hawkins wrote in his notes after the 2000 failure. In his mind, that most likely meant human disturbance. Vagabond Birds It was, in large part, human disturbance that pushed the herons to this island in the first place, according to DNR nongame wildlife specialist Joan Galli. "These herons are victims of urban sprawl and our love of living on lakeshores," says Galli. "The only place these herons could get away from people was on this island." Around the Twin Cities, it appears heron rookeries are facing similar pressure on their habitat. Of the 11 known active heronries in the seven - county metro area, nine are on islands. "We don't have the resources to properly analyze great blue heron populations," says Galli, "but the Minnesota heron population isn't growing by leaps and bounds, that's for sure. There are certainly fewer colonies." In 2002 herons abandoned another island rookery north of the Twin Cities, along the Mississippi River. Unlike the Peltier Lake herons, these did not return the following year. The DNR determined teenagers holding island beer parties and shooting off fireworks caused the abandonment. In other words, human disturbance. Citizens Meet On Peltier Lake the suspected source of human disturbance was a slalom water -ski course, set up in 1998 in the shallow and quiet northern end of the lake. Even though the course had a permit from Anoka County, the DNR and some lakeshore homeowners were concerned that high -speed boating would disrupt sensitive herons on their nests. After receiving phone calls from residents who said they were seeing fewer herons around the lake, Peltier Lake Association president Wayne LeBlanc called a meeting in April 1999 to discuss the rookery issue with officials from Anoka County, as well as Lino Lakes and Centerville -the two towns that straddle Peltier Lake. Also present was one of the ski - course permit holders, Jerry Lindner. According to Anoka County park operations manager Jon Oyanagi, the consensus was to "voluntarily keep any water - skiing to the main body of the lake south of the island. There was agreement to avoid skiing in the area north of the island." Yet, according to some people who live on the lake, water - skiing continued. Possible Explanations As the issue moved to the Lino Lakes and Centerville city councils in March 2002, it ignited a debate that pitted the community's beloved herons against the local passion for boating and water skiing. As the councils considered a proposal to establish a formal slow no -wake zone near the Peltier Lake heronry, Scott Lanyon -a local resident, ornithologist, and director of the University of Minnesota's James Ford Bell Museum of Natural History- presented a list of 10 potential disturbances causing rookery abandonment. In addition to high -speed boating, Lanyon offered a variety of humanmade and natural reasons. Some were dismissed, such as harassment by the island's resident bald eagles. There has never been a reported incident of an eagle acting aggressively toward a heron on Peltier Lake. One year, four heron nests even shared the same tree with an eagle nest. Other possible reasons only partially explained the abandonment. For example, highway construction on nearby Interstate 35W during spring 2000 could not have caused rookery failure in 2001 and 2002. Lindner, vice president of the Minnesota Water -ski Association, cited the closing of a nearby fish hatchery and the removal of bullheads and carp from Peltier Lake as possible reasons because both might have been food sources for the birds. Jeff Perry, natural resources specialist for Anoka County Parks, doubts food scarcity caused the herons to leave. "The whole corridor of wetlands within the Rice Creek chain of lakes provides very high - quality habitat for feeding. It's full of fish, invertebrates, and amphibians," he says. "These herons were documented flying as far away as 20 kilometers to feed." Herons Come Back Council meetings deliberated on the slow no -wake zone for two months, and never did unanimously agree on water - skiing as the primary cause for rookery abandonment. But the potential for disturbance from high -speed boating was the cause they acted on. "Of all the potential causes presented to the council, that was the one we could do something about," says John Bergeson, mayor of Lino Lakes. The slow no -wake zone measure carried unanimously in both councils, and it was in place just after March. But the buoys were placed by Anoka County Parks in June 2002 -too late to save the nesting season for that year. n 2003, with the slow no -wake zone in place, the herons came back to nest. And this time they stayed. The DNR estimates more than 300 pairs of great blue herons and 12 pairs of great egrets successfully nested in the Peltier Lake rookery in 2003. That's about half of the rookery's nesting population four years ago. But at least there's hope it will remain active. Another Season A sunset clause was included in Lino Lakes' slow no -wake zone ordinance. As a result, the council will reconsider the issue next fall. Bergeson says he thinks the slow no -wake zone will be extended or made permanent. Lindner agrees, though he hopes the terms are changed. "I don't have a problem with the great blue herons. I want to protect them like everyone else," he says. "I expect the no -wake zone will stay in effect, but I think it should be moved [north of the island] ... and it should only be April through July. It doesn't have to be the entire year." Perry disagrees. "Research shows that herons are flushed off nests when humans come within 300 yards," he says. "The current buffer starts 200 yards south of the island. We've already compromised so there would be minimal impact on recreational activities on the rest of the lake, but the buffer can't move in any more. "We can't adjust the timing either, because all summer long the no -wake zone also protects sensitive aquatic vegetation in the area. When motorboats rip up those plants, they release phosphorus that degrades the water quality. And that's a regionwide problem, because Peltier Lake is the headwaters for the entire Rice Creek chain of lakes, and it eventually flows into the Mississippi River. So herons aside, clean water throughout the northern Twin Cities is another important reason for maintaining this no -wake zone." As far as the herons are concerned, Hawkins is optimistic he will see an unprecedented comeback in the rookery. "In 30 years of monitoring bird colonies, I never saw one that kept coming back after three years of disruption," he says. That may be because the Peltier Lake herons have no other choice. "In the Twin Cities and suburbs, our herons have been reduced to literally nesting on islands of suitable habitat," says Galli. "They have nowhere else to go." Gustave Axelson is a freelance writer who lives in Minneapolis. © 2010 MN Department of Natural Resources copyright notice I accessibility I linking I privacy mfrtnssr star Questions? 1 -888-MINNDNR 651- 296 -6157 in metro mailto:info.dnr@state.mn.us WORK SESSION MEMORANDUM To: City Council From: Al Rolek Date: March 1, 2010 Re: Resolution of Support for Broadband Stimulus Funding cc: Lino Lakes contracts for IT support from the City of Roseville through the Metro -INET. Metro -INET is a consortium of 19 metropolitan area municipalities and service organizations that formed to address the IT needs of the members to provide these services in an organized, efficient and cost - effective manner. Metro -INET has been approached by American Fiber Systems (AFS) to support an application for a through the Broadband Technology Opportunity Program (BTOP) of the Federal Stimulus Plan for the installation of a fiber -optic network. By cooperating with this effort the communities of the INET would receive a long -term operating lease for use of the fiber network. There would be no cost to the city to participate in the cost of construction should the grant be awarded. The only cost to the city, via our INET charges, would be a share of annual maintenance costs of the fiber network, estimated at $49,000. Attached is a report and proposed resolution prepared by Terre Heiser, Network Manager for the City of Roseville and Executive Director of Metro -INET, supporting the grant application. Supporting documentation from AFS is also attached. Terre will be in attendance at the work session to explain the grant request, the need for such a network, and the benefits to be derived by its construction. Since the grant application must be submitted by March 15, Council will be asked to act on the resolution supporting the application on March 8. Terre will answer any questions you may have relative to this matter on Monday evening. Page 1 Council Member introduced the following resolution and moved its adoption: CITY OF LINO LAKES RESOLUTION NO. 10 -21 RESOLUTION SUPPORTING AMERICAN FIBER SYSTEMS APPLICATION FOR A BROADBAND TECHNOLOGY OPPORTUNITY PROGRAM (BTOP) GRANT FOR THE DEVELOPMENT OF A COMPREHENSIVE COMMUNITY NETWORK TO BENEFIT PUBLIC INSTITUTIONS IN THE NORTH EAST TWIN CITIES METROPOLITAN AREA. WHEREAS, the National Telecommunications and Information Administration (NTIA) agency has BTOP grants available for the deployment of broadband infrastructure, and WHEREAS, the NTIA will award infrastructure grants focusing on middle mile broadband networks to benefit key community institutions including public safety, and WHEREAS, the NTIA encourages the development of public /private partnerships in the application for these grants, and WHEREAS, American Fiber Systems (AFS) seeks public support of their application to receive funding for deploying broadband infrastructure in the north east Twin Cities Metropolitan Area, and WHEREAS, AFS will dedicate a portion of the infrastructure as a Community Fiber Network to benefit community institutions within the AFS service area as described in the letter of intent. NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Lino Lakes that: The Lino Lakes City Council adopts this resolution supporting the grant application by American Fiber Systems for the development of a comprehensive community network to benefit public institutions in the north east Twin Cities metropolitan area. Adopted by the Lino Lakes City Council this 8th day of March 2010. Jeff Reinert, Mayor ATTEST: Julianne Bartell, City Clerk The motion for the adoption of the foregoing resolution was duly seconded by Council Member _ and upon vote being taken thereon, the following voted in favor thereof: The following voted against same: 111(31EN CONFIDENTIAL February 23, 2010 Mr. Terrance Heiser Network Manager City of Roseville 2660 Civic Center Drive Roseville, MN 55113 Re: BTOP Round 2 Comprehensive Co unity Infrastructure Project Dear Terre, American Fiber Systems, Inc. (AFS) is pleased to present you with the following summary of the ARRAiNTIA/BTOP Comprehensive Community Infrastructure (CCI) for providing connectivity to the facilities of the identified communities in Ramsey County and the southern portion of Anoka County. The Round 2 application route that AFS is proposing is designed to provide multiple ring architectures for all the identified buildings plus it incorporates the INET route while providing ring architecture for the INET route end points. All of the Anchor Institution buildings provided by you will be connected to the main backbone with fiber including penetration into the building with a fiber panel. The only exception to the laterals for the buildings connected is the buildings that are on the INET route which are already on-net through INET or the two occurrences where the communities have connected' their libraries and public safety facilities. AFS will provide three pair of dark fibers to each community plus configure them to the meet the community requirements and also provide an additional three pairs on the entire route for connectivity to meet the needs of INET and the communities. Additionally. AFS will provide three pair of fibers that will be connected to the project route along our existing AFS network spanning Minneapolis and St. Paul. AFS proposes that these dark fiber strands be contractually provided under a no charge IRU, except for maintenance, for an initial term of 30 years with an option for an additional 30 year term. To meet the needs of the BP/CCI application, AFS is considering adding buildings that would connect Community Colleges and possibly the awarded University of Minnesota Public Computing Center (PCC) grant from Round 1. The estimated total project costs for this route is $8,068.680 excluding any additions for Community Colleges or the University of Minnesota PCC facilities. If there is a need to connect a few county or other facilities, AFS is willing to include them in the current estimated total project cost. AFS will solely provide all necessary matching funds to meet the needs of the BTOP/CCI application requirements. American Fiber Systems, Inc. 100 Meridian Centre, Suite 300, Rochester. New York 14618 Mobile: (585) 721 2815, Phone: (585) 785-5815, Fax. (585) 785-5816 wwv—AFSNetworks coin The only fees AFS is requesting, if the grant is awarded, are a $350 Route Mile/Year in Maintenance Fees which based on the project I0() Route Mile Network plus providing 3 pair on the existing AFS network at 40 route miles these amount to $49,000/year payable on a monthly basis or AFS will consider yearly payments. This $49,000/year is the cumulative costs payable by all the communities in other words if there are 20 communities on average each community would pay $2,450/year, obviously a nominal amount for the number of fibers on a 140 route mile network. The AFS Maintenance agreement does include that the MU has a provision which states that the impacted community would pay the pro-rata amount, based on the communities strand count divided by the total strands for unreimbursed expenses required for relocations, 1 he eommunitie.s' assistance would be helpful to provide input to the path the route takes in the communities to minimize any anticipated or probable relocations, which input would not be needed until much later when we are collectively sure the grant will be awarded. The AFS standard practice is that we are responsible for all locates on the Al constructed or existing routes as well as providing NOC services for the same routes for actively monitoring for fiber cuts all within the maintenance agreement. AFS is asking for your support of this proposal and to be viewed by the NTIA as a Partner by indicating in writing each community's need or problem and how this project solves that need. Also, we need you to state that the conununities participated in developing the route and that if awarded you will commit to utilizing the network for the benefit of the community. I hope this answers any items or concerns you or the communities have regarding this proj ect. I want to thank you for allowing AFS to present to the involved communities last *week and strongly believe that we have a winnable grant application. We again thank you for this opportunity and if there are any questions my best point of voice contact is my mobile at 585-721-2815 or email. Sincerely, American Fiber Systems, Inc. avid N. Danchak Sr. Vice President of Corporate Development Page 2 of 2 FOR COUNCIL NCIL A Date: 02:=1903/01/2010 Item No.: Item Description: Report on Broadband Stimulus Funding 1 BACKGROUND 2 The American Recovery and Reinvestment Act (ARRA), commonly called the Federal Stimulus Plan, has grants available provides grantee for deploying broadband infrastructure through the Broadband 4 Technology Opportunity Program (BTOP). The purpose of the BTOP grant is to increase broadband penetration rougboginto -tense and -art. Iersevveft -areas t>1 _the United States,-an4l4o- a1se to enhance • broadband capacity at public computer learning centers and to a ditio zaliy promote sustainable broadband projects. The U.S Department of Commerce through the National Telecommunications and s Information Administration (NTIA) agency has been charged with g policy guidelines and ✓ applietttion proe- et1ures . toree-eive tcntf- revie}r app c aims: and +a-the distribution of distribute $4.7 ,0 billion to affectfor these programs. 11 The STOP grant program originally provided three rounds of funding. with Round 1 that was completed 12 in 2009 with awards still to be distributed. Round 2 was announced in January 2010 with the application 13 period between February 15th and closing March 15th, 2010. Round 3 has been cancelled. Round I 14 locured011 unserved and underserved areas and Round 2 focuses on._Mmiddle,_Mtnile£_ community i s tlnfrastructure the rfbti opening _up the grants to _ �;..._ urban/ suburban areas, REPORT On January 22, 2010 the Department of Commerce published the Notice of Fund Availability for the 1 s second round of the BTOP grant process to award $2.35 billion through the NTIA. .These funds -anal ,s diieeted -that these -hinds will be awarded by September 30, 2010. In thine second round the NTIA has 20 adopted a "comprehensive communities" approach as its top priority in awarding infrastructure grants, 21 focusing on middle mile broadband projectscommunity infrastructure that connect key community 2:: anchor institutions — such as libraries, hospitals, community colleges, universities, and public safety 23 institutions. 24 25 The City of Roseville manages an established technology partnership with 19 metro area municipalities and service organizations including fire service districts and a watershed management district. 27 Collectively the group is called Metro -INET to identify the transitive relationship that has developed 28 amongst the participants of the network. Metro -INET is a communications network comprised of 67 2 public facilities located within 4 metro counties. Of these facilities, 39 are police and fire stations s:. making Metro -INET one of the largest public safety networks in the State of Minnesota. Currently the s agencies of Metro -INET rely almost exclusively on the use of the Comcast provided Institutional 32 Network (INET) to provide the facility network interconnections necessary to cost share information • technology services. But -while the current-The INET is nearly all fiber based, however. it does not reach to all facilities within the Metro -INET. Most of these unserved facilities are fire stations that are a • critical component of the Metro -INET public safety network. Additionally recent changes in cable regulations have brought into question the requirement of cable operators to provide services such as intuitional networks. This uncertainty makes it difficult to develop long range technology plans given an unknown variable for interconnection costs. With 67 facilities on the network it is reasonable to expect that absent the INET we would need to lease service lines. The -the annual connection costs for leased Page 1 of 3 ..... ............. _ ............ Formatted: Centered 40 I service could exceed $300,000 to lease-service lilies that and would provide less than 1/10 the bandwidth 41 42 43 44 45 45 47 48 50 51 52 6a 54 57 58 59 60 61 62 63 of the current fiber based INET. American Fiber Systems (AFS) is a privately held communications company that owns fiber optic networks in 9 metropolitan areas including St. Paul, MinnesotaN. AFS owns over 76,000 fiber miles with a primary business of providing dark fiber to telephone carriers, government. and businesses. AFS also provides managed network services to businesses in the communities where they operate. The AFS — Saint Paul network ends betweenconnects the downtown areas of St. Paul and into Minneapolis and provides servicersprovidinn: service to businesses within this area. AFS is seekingseelzs to expand their network to serve and service:; to businesses in the north -east metro area and is pursuineseekittg federal funding through the BTOP grant to accomplish this goal. As mentioned two of i:heprincipal goals of.'the BTOP grant arei -s to develop a public /private partnership and to provide community benefit to anchor institutions within the service area of the proposed network. AFS was aware at-approached the Metro -INET collaborative and is seeking our support of their application to the NTIA. Their grant request is the construction of a 100 mile fiber optic ring throughout the northeast metro area to serve business and our public safety institutions,_ -1 topsider Lion -af-a 13101 >. aot-toc- on';trtteta -100- i1e- #=thert3ptie- r'ing4k &ughotit4..he northeast metro area to serve business and our public safety institutions. AFS is the grant applicant. Members of Metro -INET will be public sponsors of the grant and the public beneficiary by virtue of a the grant to use the AFS network to interconnect the public safety facilities and other public buildings within our- communications networknetworking- grflup. Additionally AFS will provide dark fiber capacity-to on their existing fiber ring locate; =that connects -St. Paul and Minneapolis. In total, AFS is proposing to provide to Metro -INET access to 140 route miles of fiber. C4 FINANCIAL IMPACTS The BTOP grant will cover up to 70% of the cost of the project. AFS estimates the total cost to be 66 approximately $9 million. AFS has indicated that the remaining 30% will be covered by AFS in so exchange for public sponsorship and support of the AFS grant. AFS has requested a contribution to the se annual maintenance of the 140 route miles in the amount of $49,000 per year. This cost will be divided 65 amongst the members of Metro -INET on an equitable basis using the a -cost sharing methodology o developed by the Metro -INET Users Group. 72 6 74 75 76 81 STAFF RECOMMENDATION Staff recommends supporting the efforts of AFS in obtaining federal funding to expand fiber based broadband opportunities within our community. Given the uncertainty over the continued use of the Comcast INET provided fiber optic n:tworlc it is importantnccessary that Roseville and its partner agencies take advantage of any opportunity that can provide low cost(_ high speed connectivity between our public institutions_ 1+s- fweserve the -cost sharing relationships and operational efficiencies-read over the past 12 years. REQUESTED COUNCIL ACTION Adopt resolution pledging public support for American Fiber Systems application to the National Telecommunications and Information Administration for the construction of a Community Broadband network within the Twin Cities North East Metropolitan area- to- itelude the- ity of Rosen ills. Prepared by: Terre Heiser, Network Manager Page 2 of 3 Attachments: American Fiber Systems Program Description Page 3 of 3 AMERICAN RECOVERY AND REINVESTMENT ACT 2009 Q H z z 0 Q w H co E _ U 0 O a z o --O Lu 0 < c w ce 2O 2a O z O .0 c o (13 zz w0 1-1- < 0 w z 0 2 2 0 0 w J w 1- -J Q Z 0 Q Z a 0 m 2 4 cc 0 0 a N E n 1- 0 a a 0 0 0 z 0 w I- 0 Z Q M 0 Q 0 ec m 0 U L11 cc H 0 cc 1— (1) Q cc L. z N E 2 0 0 w w 1 w Lt a 2 0 0 N i 0 W Metro-INET & AFS February 11,2010 AFS Strategic Focus a)- a)— U'j a)O (1) Z Z o j Q 0 c Z tn- (6 N •0 rn ca a) a`)u) _a a, ;= J cO as D 2 N 0Y o 3 i IU ail00) cu) c g CD Y 3_E C-0- co . .Q to 0> aU_c CD C (t0 0 Q aiU C 0'0I) 75 a) (a N E'. 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G� , m O G1 � > i O cv)0 Ec_c 0D _o Qa Strictly Private and Confidential WS — Item 3 WORK SESSION STAFF REPORT Work Session Item 3 Date: 1 March 2010 To: City Council From: Dan Tesch and Directors Re: Budget Questions Background The council had raised some questions regarding budget issues. The directors have prepared responses to each issue. Staff will be prepared to discuss these items Monday evening if there are still questions. Also attached is an outline of grants the city has received over the past 10 years. Requested Council Direction Attachment(s) Responses to Questions Addendum Fire Budget Revenue Page Clerk's Office — Polling Questions Spread sheet/ Grants 1 Lino Lakes City Ongoing Budget Ideas Dave Roeser 12/1/09 Staff Responses 25 Feb. 10 Per our discussions last night, below is a start on ideas to research and implement ideas that work all year, every year to properly fund services we want to provide while eliminating services that we don't need to provide or could provide in a more cost effective manner. My intent here isn't to advance any pet project, but to open the discussion and thought process with city staff about what is possible or not and hopefully spawn additional ideas and solutions. Revenues; Fees can have the same effect as new taxes, so we have to be mindful of the effect to the family budget with items we enact. No one needs a tax increase in this economy. 1. Sell or rent underutilized city property. Review a list of property, prioritize, decide on most likely space to be successful to rent or sell. The City owns approximately 220 parcels. City ownership can be generalized into approximately five use categories: 1) Park %Open Space land. 2) Utility. 3) Street/Trail. 4) Public Buildings, and 5) .Economic Development. The majority of properties fall within the first 4 categories and are generally being used for their intended purposes. Additionally, many of these properties are deed restricted meaning that they can only be used for their intended purpose or otherwise revert hack to the State or underlying fee owner. 3 parcels, totaling approximately 3 acres are available for sale (77th and Lake .Dr). However, given the current market it is not an optimum period to sell. The city'. future recreational complex site (68 acres), located al Birch Street and Centerville Road is currently renting out the site, for agricultural purposes. The city charter does require that any sale proceeds be used to retire any outstanding debt on the property. If excess funds are available the council can decide where to allocate. These would be one time Ands however. It has also been past practice to reserve sale proceeds f<)r additional economic development activities. 2. Could Ramsey Cty library rent space in city hall for a satellite branch until the new library is built? .Anoka County purchased 9 acres of land in the southwest quadrant of 351"t' and Lake .Drive for a future regional libraiy. However, an existing county library servicing the area is located, ,lust south on Lake Drive, in Circle Pines. The county does not need or have funding for a satellite branch. Additionally, there is no available leasable space in city hall. 3. Water towers; aggressively go after renting space to cell phone companies. Look into "stimulus funds" to install solar panels on towers and "sell" back electricity. Jfe currently pursue leasing space on our water towers and monopoles. 6j''itll the recent approved lease agreement with Clear Wireless. we have eight lease flgreelrlc'nt.• in place. The e minlrilllrn footprint required to ustl/1 installing and maintaining solar panels does not exist on the It cllt r" totters. (,easing agreements continue to be the best method to rna.,, late e revenue. 4. Snowplowing; Would it be more cost effective to have the SE corner of the city plowed by Hugo or WBL, and at the same time would it be profitable for LL to plow some Blaine, Shoreview, FL or Centerville streets at a rate that works for those cities? Don't get hung up on just this department, this is just an example. .Plowing is just one aces oft the essential d2liiesibr street maintenance Staff. Contracting services for a plot,, truck and operator are $125 -5150 per hour. in- house hourly vi'ages for street maintenance workers are $34.77 (including wages, benefits, FICA, workers comp.. etc). I assume the intent of contracting out snowplowing is to reduce our work, force. If this is done, we would then need to address hove, the other essential services such as street and trail patching, street sweeping, catch basen repair. sign maintenance, tree trimming, boulevard maintenance, pedestrian crosswalk painting, etc. would he taken care c)f. A fee s- Pears ago. the City Of Hugo decided 10 hire a private contractor 10 plow their streets'. That experirnent_Jailed if e don 't have the manpower or equipment 10 explore providing pea ing services 10 other cities. 5. Could we take over police dispatch for Centerville using our economies of scale to make a "profit" for LL at the same time be a cost reduction to Centerville? Anoka County currently dispatches for the entire county through a Joint Law Enforcement Council initiative that was instituted in the .1970s. This joint venture has been used as a model throughout the state as it has been proven to be fiscally responsible, efficient and effective. There may be economies of'scale should the quad communities decide to combine resources for one police and fire department 10 serve all four- communities agency but the merger issues have not been resolved. Both Mayor Reinert and Council Member O'Donnell have served during the merger discussions and may be able to she'd some light on the issues presented at that ante. 6. Are there other city functions (i.e. water billing) that we could do for other cities that our size gives us a competitive cost advantage to take on and make a profit while being a cost reduction for that city. Reverse of that would be outsourcing something like water billing to the City of St. Paul? Not to pick on water billing, I have my own well, so this is just a non -bias example. We clo continually look for opportunities to partner with other communities for providing services. I'or• example, we partner with White Bear Township as a backup for building inspection services or in some joint powers agreements we currently have for providing sewer and water services to bordering cities. We could also look into other opportunities to share or provide services. f:Iowever, Some aspects are unique to cities. such as rate strue -es etc... and may need to he studies to .See if providing Services' or outsourcing services truly results in Cost savings. 7. More hours for police protection may force more OT pay time. Does the rate we charge for billed services such as Eaglebrook, account for OT pay it must cause, overhead and supervision? Yes, we charge a fee that covers the actual cost of the service including an Administration, Supervision and an Overhead Fee. The current OT rate is .91.00 for sergeant and $81.00,firr patrol. 8. Are we providing services or infrastructure to county or state departments (i.e. LL Jail) that we can effectively bill for (i.e. Storm water)? At this time we are not providing billable services to either state or county departments other than sewer and/or water services to buildings within city limits. If for example, a storm water utility is implemented, all properties belonging; to those entities would be subject to the utility fee per the fee schedule. T e also lease 10,000 square, feet of space to The Centennial School District lbr the Early Childhood Learning Center. We are in our 11th year of this arrangement. 9. Do permits cover the cost of i.e. building permits covering the several trips, calls to city hall, staff time to answer questions, etc? Can we audit the permit cost for every permit we issue to ensure it completely funds the purpose? Our entire file schedule, including permit fees are reviewed annually with the City Fee ordinance. Fees are evaluated based on time incurred, inspection requirements. and overhead as well as current "Market" prices i.e„ adjacent city charges. 10. Does the fire department bill insurance companies for fire services they perform? Do they bill enough? ChiefS'treich has included in his 2010 Budget a number of Fees fin- services — for example response to vehicle fires on the freeway --- hazardous material ,spills etc... (see attached) 11. Can a staff member become an expert on government grants, stimulus, etc. funds? Whether we agree on the stimulus program or not, we need to make sure we bring home our share. City staff members have been successful in obtaining grants Jbr local prgjects. Staff review grant opportunities as they become available to determine if local projects are eligible. On the Agenda for :March 8 is a resolution of support fur county wide stimulus liinds finr broadband connectivity. See attached a list of grants received by the city over the past 20 _years, Earlier this year staffworked with the Anoka County health Department on a "i1'ulkablity" grunt We decided not to participate as it proved to have no real value to the community. 12. Are there "shovel ready" projects like the bike path that could get stimulus funds as transportation? It really pains me to ask this, but we need to get our share because we know other cities are getting more than their fair share! The city did apply for A.RRA funding, in conjunction with Anoka County, for the 35E/14 interchange. S6.8 million was awarded to the project. The City does not have any other "Oualifing" projects. 13. Are there polling places that would pay the city to have the increased traffic to their business (coffee shop, Target, etc)? I don't now if this is feasible or legal. See attached response titled 2048.16 Polling Place Designation 14. I understand we use Roseville for IT services. What is within our core competency that we could provide and bill out for other cities? Initially the city personnel provided much of our IT hack up services. The level of expertise required today due to networks and security requires us to look outside the organization. We do however, have enough internal personnel to considerably, reduce the cost of this service. 15. Without cheapening the city parks, water towers, buildings, etc. but have we ever looked into "naming rights" for city assets? We don't have a TCF Stadium structure, but are there other assets that could provide an income stream without over commercializing the city property and having ill effects on the cities image? There have been instances where a city has sold or permitted advertising on park benches or ball fields, or even squad cars for a fee. 1 haven 't heard of a city selling naming rights fin' a particular municipal faciliti -. This is really addressing a policy decision on the part of the city council whether they desire to use public property in this way and if there are any ordinances or laws in place that restrict the city's ability to do this. It would also entail the logistics of how these are hid out or sold, negotiating of contracts with prospective advertisers, etc... to implement such a policy The city sign naming rights concerns' signage but also non-sign advertising. Off premise advertising signs are prohibited by the sign ordinance. The city cannot modify' the ordinance such that it provides itself special treatment with respect to signs on city property. Additional research would be required to determine if there is any kind of distinction between the name of a structure and alj- prenuses advertising i.e. "Target Park '. 16. Aggressively court developers to get business development in our city to increase property tax revenue. Comprise list of advantages our city has like the new reduced paperwork for Army Core of Engineers water studies. As a frame of reference, the Cub store at Centerville Rd and 96 pays over $250,000 in property taxes which also includes over $34,000 in school levies. Staff continues to work with developers and real estate brokers to promote business development. Staff is currently working with developers and property owners in the 35E interchange areas on both site ,specific and area wide plans as well as the Town Center Area and 49-]. Commencement of construction on the interchange is the single largest economic development initiative. The City is working with the Army Corp and Rice Creek Watershed District on the Special Area Management Plan that will provide sonre streamlining of wetland permitting requirements when completed (Summer 20.10 ?). A core question that remains unanswered is what businesses are we marketing 10? Cost avoidance; Make sure we aren't penny wise and pound foolish in what we do here. 17. Use technology; We (council) should move to use technology right away as an example. Have a city email address set up for city business only. This will save on record retention and possible future legal issues by managing all city business email through these addresses and systematic deleting old emails in a uniform manner. Secondly, set up voice mail box to send notification to your email alerting of calls coming in. This uses technology we already have to replace the work the receptionist was doing for us. This is just one example of great ideas that the staff has if we just challenge them by asking the right questions. This has been implemented Additionally swills Continually i.vcitclringf01 ways in which proven technology -v may be employed to more cost effectively pereform operations or delivery, services. 18. Are city employees paid OT to attend city meetings? If so, could there be arranged comp time during that week to reduce hours equal to the OT? Union issues? City employees are not paid OT to attend city meetings. Staff available at council meetings are typically personnel exempt, from the Fair Labor Standards Act. hourly wage workers attending city meetings to,tulfill work responsibilities 1.e.. board minutes, are scheduled to avoid overtime. Only contract employees' i.e., City Engineer, City Attorney, and consultants are paid, for meetings. 19. Faxes are becoming obsolete. Don't replace any. Cut maintenance contracts and move toward email faxing. — We should provide cm array of avenues for residents to communicate with city staff .ticiy folks still rely on the US mail and fax machines. The Building Department and Recreation Department still receive a significant number of faxes. Since providing laves are very inexpensive, Lve suggest that this communication tool remains in place. There is no maintenance contract. 20. Large garbage trucks wear out our roads more than any other single source. Is there a way we can organize neighborhoods (not mandate) to consolidate garbage collection and reduce the number of trucks on our streets to one per week? No. The city would need to regulate this through ordinance. The (City currently limits haulers licensing to four firms. The previous attempt to obtain one hauler was denied through city referendum. We currently provide for ((free market .system for haulers and users have the ability to change as they deem necessary. At hest we could only :suggest neighbors collectively hargairr for hauler deals, however the city ii ould likely end up between disgruntled haulers and neighbors• opposed to consolidation. 21. Attrition; As city employees leave, could there be restructuring of jobs to handle and then plug in an outsourcing solution. Employees have other costs like pensions, etc. that could be avoided in future expenses if outsourced. This would require a lot of flexibility of employees, but a policy in place would give us time to prepare. The city evaluates each position when a vacancy occurs. The decision to maintain the position or oulsource is evaluated on the basis of cost, expertise required and customer service. A'1ost City positions have 0 variety of functions to perform. however, in some ClrcunzskrnceS specialized .services are required that are limited in scope or are not frequently needed. These types of services are the hest candidates to outsource. For example, the city contracts with Metro -Inet (Roseville) for IT services. 77w time expenditure needed for these services does not warrant a full tune staff position. 22. Can we compare our city staff model to other cities? Is the ratio of supervision correct? Are there more efficient alignment of staff based on function vs. dept.? The city continually reviews our organizational structure. The first major restructuring took place in 1 993 -1 994 which recognized that Lino Lakes was no longer a small town but a metropolitan suburb. The second major restructuring carne in .1998 (with the assistance ollabor Relations Associates -- now associated with Springsted). This reduced the number of departments and consolidated services. Subsequent restructuring ofdepartmenis and jobs has taken place in 2001, 2004, 2006 and 2009 -2010. While each city is different . -- depending on the services they decide to provide --- we are not inconsistent with other cities. Most of our positions are single incumbent positions. 23. Does not having a full time city administrator actually cost the city money? While there are inefficiencies due to the vacancy of this position. the cost is difficult to quantify. 24. Would it be more cost effective to get some road maintenance done now while contractors are cutting costs just to stay alive, and pay for those expenses later? This is a strategy that might have a bigger effect if one believes that inflation is coming due to massive federal government spending. Pay those construction bonds with cheaper future dollars. The city, does annual road maintenance in accordance with its .Pavement Management Policies and budget allocations. The city is currently preparing plans and specifications .for the annual overlay and seal coating projects. Approximately 5400K is budgeted this year jot. these projects. 25. Why off year voting? Is it even possible to end off year elections? We could basically save that expense every other year. The City Charter prescribes that city elections be held in odd numbered years. Changing the municipal elections ,from odd to even years would save the city approximately 512,000.00 as that is tlae estimated cost of odd-year elections (election judges, tivcr ( s, postage, supplies. printing & publishing of notices and ballots) Fre Service Revenue 2010 - � 585,645.00 ���� ___ $ 143'Q45OO ''-'_ 112,753.00 $ 1127G30O - ' - Lino _ ___ �_ - - - Circle Pines � - ------ Centerville City Total � ' `� ` `�� '' ' � =41~43~0 -_-_-' - Charges for Service - Fir�Gerv�e�e�buao men_ o Fk�tA�Tran| /Ckanees ------ -' .--' _ Safety p�� (In) - -.-' --_'__'_______-_ North --- --- ---------' Fire Prevention visits, tours, "= - _-� ' Fire Alarm / Detection ($3 �35A�rPace@) Flammable/Con-ibustible Storage. ___-- ---__- _ Hazardous Materials - �^�.�� ~~~~~~ . Fire InspeionS (50 x __-_ ---- = -- --�---' -- - - - per) _ ______ __ ($100) - Parades, .~. Carnivals, Amusement _-~-~ . $ - $ 5.000. O O $ -_ - � �� '���� 150.00 $ �5D $ - _- ' - $ ' - $ _ - ' $ 6,250.00 $ 250.00 $ 20O �O _- _ _ �_____ $ 1OODQ $ 200.00 ����� � �_�:� $ 250.00 ' 2,100.00 '� 2 -__-__ � SOODB - _-� _- --._-_ $ 300 0 -� $ 1,200 ' _-'- Bum Permits $50I 0 SO _ _- 'x'"=~ "~~` ' ~~-'-- display `- �-' _ Fhework�Pernn�- RmbuU __-__ ----- ----'-�� square ^---= ------'----- --'---- $50 structure. _ _ _ _ _ __ - ' __ '----- _--__-_--___'_-- . � ' Response to ------'-----'------'----'— -- =~~' highways, and freeways x Spill / ($300.00 per hr.) Hazardous Materials -----'� ------ hr Response hit to gas line __ _�_ ---_---- '---'-�-- ---� ' -- C20 x $150 per hour. Min one hour) --- --- - - - - _ Illegal (4x hour) _ _ ________________ __ � � �� ``. ����! �� | � -�-,,���,��c��^" :^^`�',�� ~� ' '� � ` ���D�D�o - Miscelaneous Revenue ' - _ Interest on _ _ ' ' - - - Donations ��_ -��_ - -- --___ --__' - Total Fund Revenue $ 750l0 - -___ $ 50D�D - $ 204B.16 Polling Place Designations • Polling place shall be located within the boundaries of the precinct or within one mile of one of those boundaries... • No polling place shall be designated in any place where intoxicating liquors or malt beverages are served or in any adjoining room. • Under HAVA (Help America Vote Act) polling places must be accessible to voters with disabilities. • It shall be of sufficient size to accommodate all election activities within the building (approx. 1500 -2000 voters) and parking lot. • Agreeing to be a polling place must be a Tong -term commitment • Having a polling place in a place of business (heavy traffic) may be an unpleasant experience for voters. • Election Judges must gain entrance to polling place at 6 a.m. and remain until 9:30 p.m. • Public Works must deliver supplies /equipment and set up each polling place the day before the election and pick up supplies the morning after. Upon delivery to polling place, the supplies must be secured as there is confidential information in the supply box. • Signage..bumper stickers, posters etc. are not allowed with 100 feet of the building on election day. Customers would not be allowed to wear campaign material such as buttons, t -shirts etc. while shopping in the store. An election judge would have to stand watch at the entrance(s) and turn them away on election day. • Subd. 7 (part) The space must be separated from other activities within the building. • We are in need of a polling place in the southern portion of the city..Target, Kohl's, the hotel , are too near our Northern precincts. • Changing the municipal elections from odd to even years would save the city approximately $12,000. as that is the estimated cost of odd -year elections(Election judge wages, postage, supplies, printing & publishing of notices and ballots). CITY OF LINO LAKES AWARDED GRANTS 2000 -2009 Amount O O o o 111 71' i/} N M M -cry O O 0 Lfl N ,-1 i!T IOOL'ZZ$ O 0 0 0 Lfl N i!T O 0 0 Lfl N N i1T O 0 0 O N N i/)• O 0 0 O Lf1 c--1 'VT O O 0 ct Li) i!T O 0 0 o Lf1 N VT O 0 0 O M I� ih O 0 0 ih O 0 0 L11 N. Lf1 VT O 0 0 O o d' ill- cr 0 CO Li; if)- N 00 0 N c-I i/T 0 0 0 Lfl r"1 VI- 0 0 0 00 i/T 1000'008'9$ I D., 00 LID N M ifT 000'51$ O t- r� O N i/T Purpose Support Mixed Income Housing Downtown Fund Purchase Of Tire Deflation Devices Development Of Clearwater Creek Park Blackduck Trail Connection To Regional Trail Land Acquisition - Tagg Property Affordable Housing Downtown Affordable Housing Downtown YMCA Funding To Implement a Volunteer Coordinator To Increase Volunteer Involvement 35E /CSAH 14 Interchange Preliminary Design 35E /CSAH 14 Interchange Final Design Funds in support of enforcing snowmobile regulations 35W /Lake Drive Interchange 35W/Lake Drive Interchange Funds To Support Neighborhood Watch, Reserves and Explorers Funds To Support The Implementation Of A Community Emergency Response Team Funds To Purchase 3 Digital Sgaud Videos And The Associated Computer Server Oak Savanna /Scouts /Centennial Reconstruct 35E/14 Interchange Coordinated DWI Enforcement Efforts By Anoka County Law Enforcement Agencies Develop And Update Zoning /Sudb. Ord Relating To Natural Resource And Environmentally Sensitive Areas Purchased 15 - 800MHz Radios Description Livable Communities Demonstration Account Minnesota Dept of Public Safety MN DNR Outdoor Recreation Grant MN DNR Cooperative Trail Linkage Grant Livable Communities Demonstration Account Local Housing Incentive Account HOM Funds CBDG Grant Homeland Security Congressional High Priority Project (HPP) Funding Congressional High Priority Project (HPP) Funding MN DNR MN DOT Cooperative Agreement Grant MN DOT Local Road Improvement Grant Homeland Security Homeland Security Minnesota Dept of Public Safety MN DNR Metro Greenways Grant ARRA 35E Funding DWI Task Force MN DNR Community Conservation Assistance Grant PSIC Sub -Grant 7r Lf1 LSD (� 00 00 2009 0-1 on 01 O 0 0 0 0 O O 0 0 Ye 201 201 201 201 201 201 201 201 0 N 0 N 0 N 20' 20 20 0 N 0 N O N 20 0 N 0 N 0 N 0 0 0 0 V} 0 0 N r----- t/} 0 Ct N Lt").- V} $4,2751 $2,630 0 CO Cr ri trl- 0 0 c' V} Financial Support Of Crime Mapping Seminar As Well As Crime Mapping And Analysis Function 'MN State Patrol - Enforcement Of Aggressive Driving Violations Reimbursement For Purchase Of Hardware And Software For County -Wide Crime Mapping And Analysis State Coordinated DWI Enforcement Effort Funds To Replace Bullet Proof Vests That Have Reached Their Expiration Date Funds To Support Ongoing CERT Training 1 Automatic External Defibrillator Century College 1— Q W Anoka County Emergency Management Safe And Sober Bullet Proof Vests Homeland Security Take Heart Anoka County Grant 0 O N Cr) O N 0 0 N 0 0 N Cr) 0 N 0 0 N 2009 0 Ln lD N O c-i V} 0 0 O V} 0 0 0 O C}' L.!) V} 0 0 0 Lfi N V} 0 0 0 L(i co t/} O 0 0 Ln N ,--I V} 0 0 0 Lfl N N V} 0 N LID r-i V} 0 0 0 Lr; V} 0 O 0 w lD try 0 O 0 lD fn M V} $12,425,3721 Funding Of Officers To Implement And Advance Community Policing Initiatives Create Preservation Development Program Including Process And Ordinance Amendments Reimbursement for School Resource Officer position at the Centennial Middle School Assistance With Oak Wilt Control Assistance With City Recycling Funding Of One Officer To Work With The Elementary Schools Funding For 3 Sworn Officers In Support Of Community Policing Use Of 2 Harley Davidson For $1 Per Year Funds For Conducting Alcohol Compliance Checks Funds For Use In National Night Out And Family Violence Prevention Funding In Support Of Assigning A Sworn Officer To The Metro Gang Strike Force Retention Of Sworn Personnel In Support Of Crime Mapping And Analysis TOTAL COPS Office CDBG Grant Centennial School District (School Resource Officer contract) DNR Forest Health Grants SCORE Recycling Grants COPS Office COPS Office Zylestra Harley Davidson MN Alcohol and Gambling Enforcement Target Corporation Minnesota Dept of Public Safety Office Of Justice Programs 0 0 N O 0 0 N 2000 -2001 O") 0 0 N O O O N O r-I 0 N O O 0 N O 0 N O O 0 N 2001- 2002 2004 -2007 2005 -2006 1 2005 -2006 a> 0 0 N I� 0 O N C) 0 0 N c0 O 0 N T--i 0 N a, 0 0 N WS — Itemll--" WORK SESSION STAFF REPORT Work Session Item 1 Date: Council Work Session, March 1, 2010 To: City Council From: Michael Grochala, Al Rolek Re: Stormwater Utility Background In response to city council budget questions enclosed is the Executive Summary from the 2006 Financing Storm Water Management feasibility study and a 2007 report prepared by the Metropolitan Council regarding the same. Included in the Met Council report is the status of storm water utilities within the seven county metro area as of 2007. Blaine, Centerville, Circle Pines, Shoreview, and White Bear Township are surrounding cities that have implemented a utility. The basic premise behind the storm water utility is that users pay including tax exempt properties. Charges are based on the volume of storm water runoff and land use, not property value. The base unit or "Residential Equivalent Unit" (REU) represents a single family residential home. Multi- family, commercial, industrial and intitiutional properties are assigned multiple REU's based on the land use and size of property. The 2006 report included an estimated average Stormwater Utility Budget of $988,688 which included funding for 100% of stormwater expenditures related to street reconstruction. Based on that budget amount the estimated monthly fee per REU was $4.35. Two other budget alternatives were included that reduced the street reconstruction costs to 75% and 50 %. These budgets resulted in estimated monthly fees of $3.75 and $3.10 respectively. For discussion purposes staff has developed a revised budget that meets the City's storm water management needs but excludes capital expenditures related to street reconstruction. This budget is estimated at $502,500 and includes approximately $155,000 in additional funding to meet current needs. These needs include an increase of $55,000 in improvement funding and $58,000 annually for equipment debt service. This budget amount would result in an estimated monthly fee of $2.20 per month ($26.40 /year) for a single family residence. In comparison, for a median valued home in Lino Lakes, the tax impact for our current level of service is approximately $3.51 per 1 month ($42.17 /year). To finance the estimated budget of $502,500 through the tax levy would have a tax impact of $5.08 per month ($60.98 /year). Staff estimates that a Storm Water Utility could be implemented within 6 -9 months from the date council initiates the project as follows: 1. Revise feasibility study including budgets, revenue forecasts and rate determination — 2 months. 2. Public Education Meetings — 1 to 2 months 3. Public Hearings and ordinance adoption — 1 to 2 months 4. Implementation of the Utility -2 to 3 months. If the council proposes to move forward with the utility staff would recommend retaining the services of SEH, Inc. to update the study. SEH prepared the original study in 2006. Staff has requested an estimate from SEH to perform these services. Council Direction Staff is requesting council direction to move forward with updating the feasibility study. Attachments 1. Executive Summary, 2006 Storm Water Utility Feasibility Study 2. Metropolitan Council "Financing Water Quality Management Executive Summary As the City of Lino Lakes continues to develop and grow, the impact of urbanization on the City's surface water resources continues to increase. In an effort to maintain and improve the existing drainage system, mitigate the impacts of past and future development and meet the anticipated needs of the National Pollutant Discharge Elimination System (NPDES) storm water regulatory program, Lino Lakes realizes the need to continue to develop and implement a comprehensive surface water management program to meet their goals. The surface water management planning process typically involves four steps. 1. Assessment of the current situation; 2. Analysis of existing and proposed management strategies; 3. Development of program goals and policies, and 4. Identification and Implementation of Capital Improvements. In order to finance this program the City has requested this study of a Storm Water Management Utility. The purpose of this study is to identify how the city might utilize the utility to finance their Storm Water Management Program. For this study, we have evaluated six (6) alternative methods of funding the Lino Lakes Storm Water Management Program: 1. General Funds/ Ad Valorem Taxes 2. Special Assessments 3. Impact Fees 4. Grants 5. Special Tax Districts 6. Storm Water Utility Program Implementation Through an integrated, comprehensive planning approach, Lino Lakes can effectively manage existing and new development without degrading the valuable water resources. Without proper funding, the program can become vulnerable when competing against other general fund items or budget constraints. The Financing Dilemma The cost of constructing, operating, and maintaining storm water facilities continues to increase along with other municipal costs. In fact, the storm drainage system is often the last and most expensive public utility for cities to develop. Traditional methods of financing storm water improvements have become more complex in recent years. Faced with increasing costs and continuous pressure to minimize property taxes, cities may lack the financial resources to undertake a multi -year storm water management program. In Lino Lakes, general funds, special assessments and the City's Storm Water Management Fund have typically financed most of the necessary improvements in the past. Feasibility Study A- LINOL0602.00 City of Lino Lakes, Minnesota The Storm Water Utility (also referred to in other communities as a Surface Water Utility) is a funding source that can address the financing dilemma without increasing property taxes. Service charges, which have been used by communities to finance sanitary sewer and water utilities, are now being applied to surface water management (Jouseau, 1983). The storm water utility approach is gaining recognition as the most equitable way to finance storm water management activities (Honchell, 1986). Selecting the Best Option In evaluating financing options, the following criteria were considered: Fair • Charges are based on the volume of storm water runoff, not property value. • Land Use (Intensity of Development). • Sound Engineering Basis. Utilizes commonly accepted engineering formulas for calculating runoff utilizing runoff Curve Numbers (CN). This methodology is known as Equivalent Hydraulic Area. • The fee should represent a "users pay" philosophy. The more runoff a user property contributes, the more they should pay. • Operation and Construction Maintenance costs increases yearly placing increased pressure on the general levy (ad valorem) vs. a utility fee based on users pay and the actual budget based upon these costs. Dependable • No competition with the general fund. • Consistent source of revenue. • Separate, dedicated fund. • Helps increase the score in the finance section (matching funds) of grant applications. Acceptable • No increase in property tax. • A "user fee ", the more you contribute...the more you pay. • Small service charge vs. large, one time assessment. • Understandable rational for the charge and engineering sound. Simple and Flexible • Use current billing system • Includes credits, exemptions and appeals process Feasibility Study A- LINOL0602.00 City of Lino Lakes, Minnesota The following tables identify how the rating criteria are applied to the seven funding alternatives. Storm Water Funding Alternatives Comparison Feasibility Study City of Lino Lakes, Minnesota A- LINOL0602.00 Ad Valorem Taxes Special assessments Impact Fees Grants Special Tax District User Fee Storm Water Utility Fair Charge Based on runoff NO MAYBE MAYBE NO NO YES Charge not based upon property value NO MAYBE MAYBE YES MAYBE YES Engineering sound and defendable NO YES YES YES YES YES "Users Pay" NO NO YES NO YES YES Can finance the maintenance of the entire system YES NO NO NO NO YES Dependable Does not compete with the general fund NO YES YES YES NO YES Consistent source of funding NO NO NO NO YES YES Separate Dedicated Fund NO YES YES YES YES YES Increase score in finance section of grant applications (matching funds) NO MAYBE MAYBE NO MAYBE YES Acceptable No increase in Property Tax NO YES YES NO MAYBE YES User Fee NO NO YES NO MAYBE YES Not a Tax NO NO YES YES NO YES Understandable and explainable rationale YES YES YES YES YES YES Feasibility Study City of Lino Lakes, Minnesota A- LINOL0602.00 Simple and Flexible Uses current billing system YES YES MAYBE NA MAYBE YES Includes a credit, exemptions and appeals process NO MAYBE MAYBE NA MAYBE YES Cost effective to bill YES YES YES NA YES YES Legally defendable YES YES YES NA NO YES The Proposed Methodology: A Storm Water Utility As the previous chart demonstrates, the Storm Water Utility is the optimal choice as the funding mechanism for Lino Lakes Storm Water Management program. The Storm Water Utility is a proven methodology that is fair, dependable, and acceptable and is relatively simple to implement and flexible enough to incorporate the needed credits and exemptions to support the storm water program goals and objectives. What is a Storm Water Utility? Let's start with what the utility is not. The utility is not a new level of government, nor is the utility a new tax. The utility is simply a method of financing the administration, planning, implementation, and maintenance of storm water management programs (surface water plan) and NPDES program costs. This utility does not replace existing funding sources —it complements them. The utility is a service charge or fee. A utility fee is typically charged against all developed parcels based on the premise of "contributors pay ". Where land is in a natural state, most rain soaks into the ground or is retained in small depressions. Where development has been prevalent, rooftops, driveways, and parking lots prevent rainfall from soaking into the ground. The rain runs off into streets, ditches, ponds and lakes, creating the need for drainage systems to protect the quality of our water resources. Therefore, the fee is based on how much storm water runoff a particular land use contributes. This consistent, dependable revenue source provides a dedicated fund to manage the drainage system and water quality improvements without increasing property taxes or using assessments. A utility also provides the means to handle the increasing costs through small adjustments in the utility charges. Rate Structure The utility approach is based on the concept "contributors pay ". The rate structure is based on land use type, density, parcel size, and the amount of runoff and/or pollution load contributed by a particular parcel. The general runoff equation is: Q= (P - 0.2S)2 P + 0.8S Q = Actual P = Potential Maximum Runoff S = Potential Maximum Retention Runoff S = (1000 /CN) - 10 Feasibility Study A- LINOL0602.00 City of Lino Lakes, Minnesota The "S" term can be expressed in terms of the runoff index, or curve number (CN). The graph below, demonstrates the increased amount of runoff generated by different land use types. This chart clearly demonstrates why a parking lot (with runoff of approximately 1.7 inches) should pay more per acre than a single - family home with runoff of approximately 0.3 inches. The calculations below are based upon a 2 inch rainfall in an area with sandy soils. Runoff (Inches) 1.80 - 1.60- 1.40 1.20 1.00- 0.80 0.60 0.40 0.20 0.00 NRCS /SCS Runoff Model 4 3 3� , o to 4, f. o �e keR ,� .F, k`D Ze ^e e �0 3,o p� co of vs wee (e -,, c" e m `e a J" a ov a F � VoF Qm Assumptions: P_2„ Type B Soil Soil Mosture Condition II How Will the Utility Benefit Lino Lakes? The utility benefits the community by providing a dedicated fund for surface water management activities, including the required activities under the National Pollutant Discharge Elimination System (NPDES) Storm Water Permit Program. In addition to the required Storm Water Pollution Prevention Plan (SWPPP) activities, benefits may also be realized more generally in the following areas: • Flood reduction and protection; • Water quality improvements; • Wetland protection and enhancement; • Erosion and sediment control; • Drainage system construction and maintenance; • Community education; • Improved fish and wildlife habitat; and • Enhanced recreational opportunities. Feasibility Study A- LINOL0602.00 City of Lino Lakes, Minnesota NPDES Phase II Considerations The National Pollutant Discharge Elimination System (NPDES) is the enforcement action taken by the Environmental Pollution Agency (EPA) to meet the Clean Water Act. Phase II of this program is directed towards cities with populations greater than 10,000 or cities with designated or concern waters such as the Mississippi River. Lino Lakes is a "designated" Municipal Separate Storm Sewer System (MS4) and currently has a permit that is governed by the City's Storm Water Pollution Prevention Plan (SWPPP). For the storm water budget, a figure of $25,000 per year has been included to address the planned activities. The Storm Water Utility Utilizes: • The "Residential Equivalent Unit" (REU). The REU is the "billing unit" that represents the residential, single - family homes, which make up approximately 90% of Lino Lakes current billing. The REU is easily understood and facilitates billing by allowing the billing department to enter in one value (the REU) for all homes vs. nearly 7,000 individual bills that may differ by only a few cents. The suggested REU for Lino Lakes residential units would be $4.35 per month per address. • Intensity of Development (Land Use). As the intensity of development increases, so does the amount of impervious surfaces, leading to more runoff. • Equivalent Hydraulic Area (Curve number) This engineering methodology is used to measure the amount of impervious surface and is utilized in calculating the amount each property should pay based upon "contributors pay ". • Program budget. What are the anticipated costs? What must you do? What do you want to do? Below is the estimated Storm Water Budgets for years 2007 through 2011. Feasibility Study A- LINOL0602.00 City of Lino Lakes, Minnesota Lino Lakes Storm Water Utility Budget 2/15/2006 2007 2008 2009 2010 2011 Sweeping /Cleaning /Repairs 85,000 90,000 95,000 100,000 105,000 Equipment (1) 42,500 44,625 46,856 49,199 51,659 Personnel - 1.5 GMW 95,000 99,750 104,738 109,974 115,473 SWM Projects 50,000 51,500 53,045 54,636 56,275 Pipe Inspections /maint 50,000 51,500 53,045 54,636 56,275 Ditch & Pond Cleaning 50,000 51,500 53,045 54,636 56,275 Street Reconstruction (2) 525,000 540,750 556,973 573,682 590,892 NPDES Requirements 25,000 25,000 25,000 25,000 25,000 Total Budget 922,500 954,625 987,701 1,021,764 1,056,851 1) Equipment Needs Sweeper 135,000 Average Budget: = 988,688 Jetter /Vac - 1/2 of cost 140,000 Single Axle Dump 150,000 425,000 Estimated 10 service life /10 Annualized cost 42,500 2) Avg. Storm Sewer portion of Street Reconstruction per PMP The above example assumes 100% funding of the storm water costs of the forecasted street reconstruction by the Storm Water Utility. Feasibility Study A- LINOL0602.00 City of Lino Lakes, Minnesota Utilizing the land use data, a storm water utility utilizing the "users pay" philosophy of land use and utilizing the estimated runoff appropriate for the land use would generate an estimated $994,473 per year for the Lino Lakes Storm Water Management program. This estimate reflects a fully funded program by the Storm Water Utility and incorporates a number of credit assumptions that may alter the actual revenue generated. Lino Lakes SWU Revenue Forecast Land Use Surface Area (ac) Utility # Monthly Charge Factor Address Total Revenue Revenue Credit Credit Factor Assumptio $8 (monthly) n Estimate (per acre) Curve Runoff Retention Index (inches) (S) (CN) Runoff Runoff Depth Vol. (inches) (Q) (ac -ft) (QA) Residential 7576 1.00 6940 54.35 $30,189 NA 50 $17.40 70 4.29 0.24 152 HiSh Density Residential 18 3.30 Per Acre 51,035 20% $207 $57,50 85 1.76 0.80 1 Commercial 402 5.14 Per Acre $35,963 40 11u $14,385 $89.46 92 0.87 1.24 41 Industrial 209 401 Per Acre 514,589 25% $3,647 $69.80 88 1,36 0.97 17 Institutional 554 4.01 Per Acre $38,672 50% $19,336 569.80 88 1.36 0.97 45 Agricultural, Vacant EXEMPT Road Right -of- Way E X E M P T Urban Transitional EXEMPT Open Water EXEMPT Total 8,759 I I 1 1 5120,448 I I S37,576 1 1 256 Inputs: ERU Rainfall (ERU) Residential Lot Size $4.35 20 /mo. inch 0.25 acre Gross Eot. Credits Net Annual Resznnc 151,445,379 1 8450,906 I $994,473 Feasibility Study A- LINOL0602.00 City of Lino Lakes, Minnesota Alternative Funding Options The City Council may wish to consider the following funding options were the storm water related costs for the street reconstruction projects are funded by a combination of the Storm Water Utility and the General Fund and /or Assessments. 75 % SWU Funded Scenario: If the storm water related costs of the forecasted average street reconstruction costs were paid 75% by the Storm Water Utility the rate for the SWU would be $3.75 per REU /month. City of Lino Lakes Estimated Storm Water Utility Budget 2/15/2006 2007 2008 2009 2010 2011 Sweeping/Cleaning /Repairs 85,000 90,000 95,000 100,000 105,000 Equipment (1) 42,500 44,625 46,856 49,199 51,659 Personnel - 1.5 GMW 95,000 99,750 104,738 109,974 115,473 SWM Projects 50,000 51,500 53,045 54,636 56,275 Pipe Inspections /maint 50,000 51,500 53,045 54,636 56,275 Ditch & Pond Cleaning 50,000 51,500 53,045 54,636 56,275 Street Reconstruction 75% SWU Funded 393,750.00 405,562.50 417,729.38 430,261.26 443,169.09 NPDES Requirements 25,000 25,000 25,000 25,000 25,000 Total Budget 791,250 819,438 848,458 878,344 909,128 Average 849,323 1) Equipment Needs Sweeper 135,000 JetterNac - 1/2 of cost 140,000 Single Axle Dump 150,000 425,000 Estimated 10 service life /10 Annualized cost 42,500 Storm Sever portion of Street Reconstruction per PMP 525,000 540,750 556,973 573,682 590,892 Lino hakes SWII Revenue Forecast Land Use Surface Area (cc) Total Utility 8 Monthly Revenue Credit Credit 88 Address Charge (monthly) Assumption F..sti m ate Factor Revenue Factor (per acre) Curve Runoff Runoff Runoff Retention Depth Vol. Index (inches) (inches) (a. -ft) (('N) (S) (Q) (QA) RLsidential 7576 1.00 6940 53.75 526,025 NA $0 515.00 70 4.29 0.24 152 Hid Density18 Residential 3.30 Per Acre $892 20% $178 549.57 85 1.76 0.80 1 Commercial 402 5.14 Per Acre 531,003 40% 512,401 $77.12 92 0.87 1.24 41 Industrial 209 4.01 Per Acre 512,577 25% 53,144 560.18 88 1.36 0.97 17 lnstinxional 554 4.01 Per Acre 533.338 50% $16.669 .$60.18 88 1.36 0.97 45 Agricultural, Vacant E X E M P T Road Right -of -Way EXEMPT Urban Transitional EXEMP T Open Water EXEMPT Total 8,759 I 1 1 1 x 103,830 I I $32,393 I 1 I 206 Inputs: IRU Rainfall (ERU) Residential Lot Size 53.75 2.0 /mo inch 0.25 acre Gross Est. Credits Net Annual Revenue 1$1,246,l7 1 5388,712 I 5857,304 Feasibility Study City of Lino Lakes, Minnesota A- LINOL0602.00 5 0% SWU Funded Scenario: If the storm water related costs of the forecasted average street reconstruction costs were paid 50% by the Storm Water Utility the rate for the SWU would be $3.10 per REU /month. City of Lino Lakes Estimated Storm Water Utility Budget 2/15/2006 2007 2008 2009 2010 2011 Sweeping /Cleaning /Repairs 85,000 90,000 95,000 100,000 105,000 Equipment (1) 42,500 44,625 46,856 49,199 51,659 Personnel - 1.5 GMW 95,000 99,750 104,738 109,974 115,473 SWM Projects 50,000 51,500 53,045 54,636 56,275 Pipe Inspections /maint 50,000 51,500 53,045 54,636 56,275 Ditch & Pond Cleaning 50,000 51,500 53,045 54,636 56,275 Street Reconstruction 50 %SWU Funded 262,500.00 270,375.00 278,486.25 286,840.84 295,446.06 NPDES Requirements 25,000 25,000 25,000 25,000 25,000 Total Budget 660,000 684,250 709,215 734,923 761,404 1) Equipment Needs Sweeper 135,000 Jetter /Vac - 1/2 of cost 140,000 Single Axle Dump 150,000 Estimated 10 sense life Annualized cost 425,000 /10 42,500 Axerage 709,959 Storm Sewer portion of Street Reconstruction per PMP 525,000 540,750 556,973 573,682 590,892 Lino Lakes SWU Revenue Forecast Land Use Surface Area (acl Total Revenue Utility # Monthly Revenue Credit Credit Factor $$ Charge (monthly) Assumption Estimate (per acre) Factor Address Curve Runoff Runoff Runoff Retention Depth Vol. Index (inches) (inches) (ac -ft) (CN) (S) (Q) (QA) Residential 7576 1.00 6940 $3.10 $21,514 NA $0 $12.40 70 4.29 0.24 152 High Density Residential 18 3.30 Per Acre $738 20% $148 540.98 85 1.76 0.80 1 Commercial 402 5.14 Per Acre $25,629 40% $10,252 $63.75 92 0.87 1.24 41 Industrial 209 4.01 Per Acre $10,397 25% $2,599 $49.75 88 1.36 0.97 17 Institutional 554 4.01 Per Acre $27,559 50% $13,780 $49.75 88 1.36 0.97 45 Agricultural. Vacant EXEMPT Road Right -of -Way EX EM P T Urban Transitional EXEMPT Open Water EXESIPT Total 8,759 1 1 1 1 $85,837 I 926,778 I 1 1 256 Inputs: ERU Rainfall (ERU) Residential Lot Size 0.25 acre 83.10 1 2.0 inch Gross Est. Credits Net Annu:d Revenue 1$1,030,040 1 $321,335 I 9708.705 Feasibility Study City of Lino Lakes, Minnesota A -LI NOL0602.00 Conclusions and Recommendations Conclusions From the material presented in this report, the following conclusions have been made: 1. A basic principle of a SWU should be that revenues equal costs. 2. The Storm Water Utility method is the best financing option because it is fair, dependable, acceptable, and flexible. 3. A Storm Water utility, supported by the service charge, provides financing for storm water management improvements, based on a particular property's contribution of runoff water to the drainage system. 4. The utility benefits a community by providing a dedicated fund for drainage system improvements and maintenance and water quality enhancement. 5. The key elements to the utility approach are: a. All properties benefit; and b. All developed properties should pay. c. Contributors Pay. Recommendations 1. A storm water management utility (Storm Water Utility) should be utilized to help pay for Lino Lakes' storm water management program. 2. Fees should be based on runoff contributed to the drainage system, following NRCS criteria and a two -inch rainfall, and utilizing the curve number values (CN) for a type "B" soil. 3. An ordinance should be prepared as the legal basis for the utility. 4. The existing land use (vs. zoning) should be used to determine the storm water management utility fees. 5. The recommended rate for the Lino Lakes Storm Water Utility is a $4.35 /month REU. This rate is projected to fund 100% of the forecasted Storm Water Budget Costs. Feasibility Study A- LINOL0602.00 City of Lino Lakes, Minnesota • C I T Y' ; `lO F IN KSE • • ws- WORK SESSION MEMORANDUM To: City Council From: Al Rolek Date: March 1, 2010 Re: Budget Session Outline cc: Attached is an outline to begin the discussion on budget - related matters. Because of the extent of the outline, it is suggested that the discussion be spread over multiple work sessions. On Monday night it is staff s intent to cover the bullet points listed under first two major headings. I am also attaching a general budget preparation schedule that we follow in our budgeting process. I have highlighted the statutory deadlines. We can discuss further at the work session the times for continued discussions and the actual dates for review, hearings and adoption of the proposed budget. Page 1 City of Lino Lakes • 2011 Budget Preparation Calendar • • • Jan -May — City Council provides direction on budget parameters. • June 1 — Budget worksheets and calendars distributed to Directors. • July 10 — Departmental budget requests are prepared and submitted. • July 10 -July 31 — Interim Administrator and Finance Director review requests with Directors and develop proposed 2011 Budget. Proposed budget distributed to City Council. • August 1 - 31 — Budget work sessions - City Council reviews proposed 2011 Budget. • September 1 — Dept. of Revenue certifies 2011 levy limit • September 7 — Follow -up City Council budget work session. • September 13 — City Council approves proposed 2011 Budget and Tax Levy and sets Truth in Taxation hearing dates. • By September 15 - I -oposed Budget, Tax Levy and "Truth in Taxation hearing dates are certified to Anoka County Auditor. • Mid- November— County mails Truth in Taxation notices to taxpayers. • December 6 — City Council holds Truth in Taxation Hearing. • December 13 — City Council holds Continuation Hearing, if necessary. City Council adopts final 2011 Budget and Tax Levy at Subsequent Hearing. • By December 28 - City certifies final 2011 Budget and Tax Levy to Anoka Count ,Auditor. B -11 General Fund Revenues Expenditures cktit Lk' (2 / I City of Lino Lakes 2009 Preliminary Budget Recap 3/1/2010 Budget Actual Variance $9,782,362 $ 9,438,155 $ (344,207) 9,782,362 9,636,551 (145,811) Total Budget Surplus /(Deficit) - (198,396) Approved Unbudqeted Expenditures Retirement Incentive /Retirement Severance Payouts ✓Charter Legal Investigation Administrator Search House Demolition Legacy Street Lights Repair Personnel Litigation Settlement Recreation Complex Interfund Loan Repayment Total Unbudgeted Expenditures (funded from General Fund Balance) Actual Budget Surplus /(Deficit) 99,242 7,570 5,000 12,708 6,258 37,500 55,000 223,278 $ 24,882 CITY OF LINO LAKES, MINNESOTA STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE - GOVERNMENTAL FUNDS Year Ended December 31, 2008 G.O. Area and Legacy Improvement Unit Woods Edge Revenue: General Bonds 2005A Charge Improvement General property taxes $ 7,691,576 $ - $ $ Tax increments - Licenses and permits 802,135 Intergovernmental 517,242 - Special assessments 4,323 480,932 Charges for services 449,555 239,194 Fines and forfeits 133,531 - Investment earnings 134,521 3,885 91,695 66,357 Refunds and reimbursements 8,637 - - Miscellaneous 172,750 Total revenue 9,914,270 3,885 811,821 66,357 Expenditures: Current: General government 2,046,500 Public safety 3,806,389 - - Public works 1,368,630 91,563 3,668,378 Parks, recreation and forestry 847,542 - - Conservation of natural resources 178,254 Community development 745,127 Capital outlay: General government 2,944 Public safety 41,441 - Public works - 36,403 Parks, recreation and forestry .24,000 - - Conservation of natural resources 1,397 Community development 224 Debt service: Principal 275,000 Interest and fiscal charges 263,092 Total expenditures 9,062,448 538,092 91,563 3,704,781 Revenue over (under) expenditures 851,822 (534,207) 720,258 (3,638,424) Other financing sources (uses): Transfer in 468 25,000 - 2,188,729 Transfer out (806,180) (542,911) (1,200,000) Sale of property Issuance of debt Total other financing sources (uses) (805,712) 25,000 (542,911) 988,729 Net increase (decrease) in fund balance 46,110 (509,207) 177,347 (2,649,695) Fund balance - Beginning of year 5,538,031 510,276 2,471,616 3,245,015 Fund balance - December 31 $ 5,584,141 $ 1,069 $ 2,648,963 $ 595,320 The accompanying notes are an integral part of these basic financial' statements. 27 Statement 5 Other Total Governmental Governmental Funds Funds $ 863,173 $ 8,554,749 540,336 540,336 802,135 487,234 1,004,476 464,933 950,188 183,785 872,534 - 133,531 279,613 576,071 98 8,735 334,930 507,680 3,154,102 13,950,435 11,767 2,058,267 3,806,389 413,737 5,542,308 185,718 1,033,260 4,770 183,024 368,105 1,113,232 17,295 20,239 145,622 187,063 304,104 340,507 12,445 36,445 - 1,397 224 1,474,000 1,749,000 810,960 1,074,052 3,748,523 17,145,407 (594,421) (3,194,972) 2,549,194 4,763,391 (2,247,068) (4,796,159) 13,750 13,750 209,000 209,000 524,876 189,982 (69,545) (3,004,990) 7,425,046 19,189,984 $ 7,355,501 $ 16,184,994 28 CITY OF LINO LAKES, MINNESOTA Statement 8 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET ASSETS - PROPRIETARY FUNDS Year Ended December 31, 2008 Total Water Sewer 2008 Operating revenue: Charges for services $ 1,035,462 $ 1,465,001 $ 2,500,463 Hook -up charges 9,020 7,060 16,080 Water meter sales 12,898 - 12,898 Other operating revenue 1,113 32 1,145 Total operating revenue 1,058,493 1,472,093 2,530,586 Operating expenses: Personal services 185,970 167,782 353,752 Materials and supplies 166,023 13,496 179,519 Contractual services 104,604 62,431 167,035 MCES sewer charges - 565,801 565,801 Depreciation 411,992 432,366 844,358 Utilities 70,388 35,059 105,447 Other 20,066 11,008 31,074 Total operating expenses 959,043 1,287,943 2,246,986 Net income from operations 99,450 184,150 283,600 Other income (expense): Investment earnings 90,992 183,506 274,498 Special assessments 9,587 530 10,117 Bond interest (56,104) (56,104) Paying agent fees (5,623) (5,623) Total other income (expense) 38,852 184,036 222,888 Net income before contributions and transfers 138,302 368,186 506,488 Contributions and transfers: Capital contributions from primary government 551,965 409,469 961,434 Transfer in 57,768 57,768 Transfer out (25,000) (25,000) Total contributions and transfers 551,965 442,237 994,202 Change in Net Assets 690,267 810,423 1,500,690 Net Assets - January 1 16,356,188 21,544,570 37,900,758 Net Assets - December 31 $ 17,046,455 $ 22,354,993 $ 39,401,448 31 7 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 20,278,185 • 38,966% 56 8,866,956 8,866, 37,500% Tax Levy /Tax Base Relationship 21,071,000 20,096,572 — 44.000% 43.493% — 43.000% 18,167,30r 42.000% 2008 2009 2010 56 2011 — 41.000% — 40.000% — 39.000% — 38.000% — 37.000% — 36.000% — 35.000% 34.000% ■Tax Levy NISH Tax Base Tax Rate 1,200 1,000 800 600 400 200 Tax Impact Analysis 43.49 974 974 974 974 250 38 966°4. 260 500% 248 39 318% Year 1 Year 2 224 Year 3 Year 4 44.000% 43.000% 42.000% 41.000% 40.000% 39.000% 38.000% 37.000% 36.000% 35.000% 34.000% MN Property Value (000's) City Prop Tax Tax Rate $1,134 Historical Glimpse - City Tax on $300,000 Home 1,800.00 1,600.00 1,400.00 1,200.00 1,000.00 800.00 600.00 400.00 200.00 $1,593 2002 2003 2004 2005 2006 2007 2008 2009 2010 • • • Outline — City Finance Discussion Today's Situation • Where is the City Financially • Financial Condition • Explanation of Fund Accounting, Tax Rate calcs Dynamics Affecting City Costs /Finances • Budget Preparation • Statutory Timeline • Council Budget Goals and Objectives • Economic Factors Affecting Budget/Finances • State Budget /State Aids • Property Values /Tax Base /Tax Levies ■ Investment Rates • Building Activity/Permit Activity • Prior Financing Decisions that Impact Future Finances /Levies (show impacts) • City Hall • YMCA • Fire Station • Other • Successful Cost - Saving Measures /Joint Ventures • Centennial Fire District • Roseville/Metro I -net • Geographic Challenges • service impacts resulting from Anoka Co. Park Reserve, Interstate Highways, etc. Council's Role — What Staff Needs • Clear Council Direction • Goals and Objectives • Ability to fund • Clear Policy • Clear Priorities • On City Services /Service Levels • Long term perspective Staff's Role — What the Council Needs • Ideas and Alternatives for Service Delivery • Can -Do Attitudes • Goals — We are all working toward same goal — betterment of Lino Lakes • • • Long -term Financial Planning • Need to forecast for achieving future financial /city goals (Five Year Plan, CIP) • Need to review /revise on regular basis City Health Plans Final Overall Increase after Competitive Marketing Cl) O m n o N L D a) U C a) 0 • ° c c N o c0 E y N` 8 4) _ O L t rc r D c a) o ° 0 0 io CO o c o D I) c aai M j d�T m m f6 c m • 5° 3° o +d¢ m ai 1.0 c',) N t9 ° = 0 U N a1 .° C m f0 a3) a) g a a aIi • a�i Ts = To c L m c D C. c O • r U O E oto - O 0 0 0 0 0 O O In O co '- 4 O 6 M N: r M N aae plan changes move from P1 to HP Dian change O O O 0 Lfi L() CO c0 CO ea I O _0 O O N Lf) O a) 64 O 'o CO � U 2 i Dian change Dian change co O) O O O T- O O O N N N 1p The following summarizes your HealthPartners coverage. For exact terms and conditions, consult a Group Membership Contract, or call Member Services at (952) 883 -5000 or 1- 800 -883 -2177. Service Lifetime maximum Annual deductible Annual out -of- pocket maximum In- Network Out -of- Network When care is provided by a network provider Unlimited No deductible $1,500 per person; $3,750 per family When care is provided by out -of- network providers $1,000,000 $300 per person; $900 per family $4,000 per person Preventive Health Care ($300 annual maximum for out of network services does not apply to prenatal & postnatal care.) • Routine physical & eye examinations well -child care • Prenatal & postnatal care • Immunizations 100% coverage 100% coverage 100% coverage 80% coverage after deductible 80% coverage after deductible 80% coverage after deductible Office Visits ■ Illness or injury ■ Allergy injections • Physical, occupational & speech therapy • Chiropractic care (neuromusculo- skeletal conditions only) • Mental health care • Chemical health care $15 copayment 100% coverage $15 copayment $15 copayment $15 copayment $15 copayment 80% coverage after deductible 80% coverage after deductible 80% coverage after deductible 20 visits per year 80% coverage after deductible 20 visits per year 80% coverage after deductible 40 hours per year 80% coverage after deductible 130 hours per year In•atient Hospital Care • Illness or injury ■ Mental health care • Chemical health care 100% coverage 365 days per period of confinement 100% coverage 365 days per period of confinement 100% coverage 365 days per period of confinement 80% coverage after deductible 365 days per period of confinement 80% coverage after deductible 365 days per period of confinement 80% coverage after deductible 365 days per period of confinement Outpatient Care • Scheduled outpatient procedures • Outpatient Magnetic Resonance Imaging (MR1) and Computing Tomography (CT) 100% coverage 80% coverage 80% coverage after deductible 80% coverage after deductible Chola �S 160 Service In- Network Out -of- Network Emergency Care • Urgently needed care at an urgent care Clinic or medical center • Emergency care at a hospital ER • Ambulance $15 copayment $75 copayment 80% coverage $15 copayment 120 visits per year Home Health Care • Physical, speech, occupational & respiratory therapy & home health aides 80% coverage after deductible See In- Network benefit See In- Network benefit 80% coverage after deductible 60 visits per year Durable Medical Equipment • Durable medical equipment & prosthetic devices 80% coverage 80% coverage after deductible Dental Care • Treatment to restore damage done to sound, natural teeth as a result of accidental injury 80% coverage $50 deductible, then 80% coverage up to a $300 maximum Prescription Drugs (up to a 31 -clay supply; 93 -dui supplyIin- nail order) Tobacco cessation products are limited to a 180 clay supply per rear HealthPartners Participating Pharmacy Benefit Non Participating Pharmacy Benefit • Retail Pharmacy • Generic Preferred • Brand Preferred • Non - preferred • HealthPartners Mail Order Pharmacy • Generic Preferred • Brand Preferred • Non- preferred • Specialty Drugs $12 copayment $35 copayment $50 copayment $24 copayment $70 copayment $100 copayment 80% coverage up to a $200 maximum per prescription per month 80% coverage after deductible 80% coverage after deductible 80% coverage after deductible 70% coverage after deductible This plan is intended to qualify as a high deductible health plan that may be paired with an HSA; however, you should check with your tax advisor for guidance on your particular situation. The following summarizes your HealthPartners coverage. For exact terms and conditions, consult a Group Membership Contract, or call the Member Services Information Line at (952) 883 -7000 or call toll free at 1- 866 -443 -9352. Service Lifetime maximum Annual deductible Annual out -of- pocket maximum In- Network When care is provided by a network provider Unlimited $1,500 single contract; $3,000 family contract $3,000 single contract; $6,000 family contract Out -of- Network When care is provided by out -of- network providers $1,000,000 $3,000 single contract; $6,000 family contract $6,000 single contract $12,000 family contract Preventive Health Care ($300 annual maximum for out of network services does not apply to immunizations, prenatal & postnatal care.) • Prenatal & postnatal care, well -child care • Routine physical & eye examinations • Immunizations 100% coverage 100% coverage 100% coverage 60% coverage after deductible 60% coverage after deductible 60% coverage after deductible Office Visits • Illness or injury • Allergy injections • Physical, occupational & speech therapy • Chiropractic care (neuromusculo- skeletal conditions only) • Mental health care • Chemical health care 80% coverage after deductible 80% coverage after deductible 80% coverage after deductible 80% coverage after deductible 80% coverage after deductible 80% coverage after deductible 60% coverage after deductible 60% coverage after deductible 60% coverage after deductible 20 visits per year 60% coverage after deductible 20 visits per year 60% coverage after deductible 40 hours per year 60% coverage after deductible 130 hours per year Inpatient Hospital Care • Illness or injury • Mental health care • Chemical health care 80% coverage after deductible 365 days per period of confinement 80% coverage after deductible 365 days per period of confinement 80% coverage after deductible 365 days per .eriod of confinement 60% coverage after deductible 365 days per period of confinement 60% coverage after deductible 30 days per year 60% coverage after deductible 73 days per year Outpatient Care • Scheduled outpatient procedures 80% coverage after deductible • Outpatient Magnetic Resonance Imaging 80% coverage after deductible (MRI) and Computing Tomography (CT) Page 2 of 6 60% coverage after deductible 60% coverage after deductible C042 hstPs --00A-3(0(-0 Service In- Network Out -of- Network Emergency Care • Urgently needed care at an urgent care Clinic or medical center • Emergency care at a hospital ER • Ambulance 80% coverage after deductible 80% coverage after deductible 80% covera:e after deductible 60% coverage after deductible See In- Network Benefit See In- Network Benefit Home Health Care • Physical, speech, occupational & respiratory therapy & home health aides 80% coverage after deductible 120 visits per year 60% coverage after deductible 60 visits per year Durable Medical Equipment • Durable medical equipment & prosthetic. devices 80% coverage after deductible 60% coverage after deductible Dental Care • Treatment to restore damage done to sound, natural teeth as a result of accidental injury 80% coverage after deductible 75% coverage after in- network deductible; up to a $300 maximum Prescription Drugs (up to n 31 -day supply; 93-day supply, /a' mail order) Tobacco cessation products ar0 limited to a 180 date supply per rem' HealthPartners Participating Pharmacy Benefit Non Participating Pharmacy Benefit • Retail Pharmacy • HealthPartners Mail Order Pharmacy • Specialty Drugs 80% coverage after deductible 80% coverage after deductible 80% coverage after deductible up to a $200 maximum per prescription per month 60% coverage after deductible 60% coverage after deductible Vi P2 Health Partners® HealthPartners Choice 15- 100% The following is an overview of your HealthPartners materials, or call Member Plan highlights Partial listing of covered services coverage. For exact coverage terms and conditions, consult your plan Services at (952) 883 -5000 or 1- 800- 883 -2177. In- network Out -of- network Care from a network provider Care from an out -of- network provider Deductible and Out -of- Pocket Lifetime maximum Unlimited $1,000,000 Annual deductible No deductible $300 per person; $900 per family Annual out -of- pocket maximum $1,500 per person; $4,500 per family $4,000 per person Preventive Health Care • Routine physical & eye examinations, well- child care 100% coverage 80% coverage after deductible • Prenatal & postnatal care 100% coverage 80% coverage after deductible • Immunizations 100% coverage 80% coverage after deductible Office Visits • Illness or injury $15 copayment 80% coverage after deductible • Allergy injections 100% coverage 80% coverage after deductible • Physical, occupational & speech therapy $15 copayment 80% coverage after deductible • Chiropractic care (neuromusculo- skeletal conditions only) $15 copayment 80% coverage after deductible • Mental health care $15 copayment 80% coverage after deductible • Chemical health care $15 copayment 80% coverage after deductible Emergency Care • Urgently needed care at an urgent care Clinic or medical center $15 copayment 80% coverage after deductible • Emergency care at a hospital ER $75 copayment HealthPartners in- network benefit • Ambulance 80% coverage HealthPartners in- network benefit Inpatient Hospital Care • Illness or injury 100 % coverage 80% coverage after deductible • Mental health care 100% coverage 80% coverage after deductible • Chemical health care 100 % coverage 80% coverage after deductible Outpatient Care • Scheduled outpatient procedures 100% coverage 80% coverage after deductible • Outpatient Magnetic Resonance Imaging (MRI) and Computing Tomography (CT) 80% coverage 80% coverage after deductible Durable Medical Equipment • Durable medical equipment & prosthetic devices 80% coverage 80% coverage after deductible Prescription Drugs (31 -day supply; 93 -day supply far mail artier) HealthPartners Partici pating Pharmacy Benefit Non Participating Pharmacy Benefit a Retail Pharmacy Copayment for 1 month supply • Generic Preferred $12 copayment 80% coverage after deductible • Brand Preferred $35 copayment 80% coverage after deductible • NonPreferred $50 copayment _ 80% coverage after deductible 1 HealthPartners Mail Order Pharmacy Copayment for 3 month supply • Generic Preferred $24 copayment • Brand Preferred $70 copayment • NonPreferred $100 copayment i Specialty Drugs 80% coverage up to a $200 maximum per prescription per month 80% coverage after deductible 2Coct 100% coverage after deductible -=1P; Empowersm Embedded $2,500/100% Mel Health Partners® High Deductible Health Plan (HDHP) This plan is intended to qualify as a high deductible health plan that may be paired with an HSA; however, you should check with your tax advisor tor guidance on your particular situation The following is an overview of your HealthPartners coverage. For exact coverage terms and conditions, consult your plan materials, or call Member Services at (952) 883 -5000 or 1- 800 -883 -2177. Plan highlights In- network Out -of-network Partial listing of covered services Care from a network provider Care from an out -of- network provider Deductible and Out-of- Pocket Lifetime maximum Unlimited $1,000,000 Annual deductible $2,500 per person; $5,000 per family $5,000 per person; $10,000 per family Annual out -of- pocket maximum $2,500 per person; $5,000 per family $10,000 per person; $20,000 per family Preventive Health Care • Routine physical & eye examinations, well- child care 100% coverage 80% coverage after deductible • Prenatal & postnatal care 100% coverage 80% coverage after deductible • Immunizations 100% coverage 80% coverage after deductible Office Visits • Illness or injury 100% coverage after deductible 80% coverage after deductible • Allergy injections 100% coverage after deductible 80% coverage after deductible • Physical, occupational & speech therapy 100% coverage after deductible 80% coverage after deductible • Chiropractic care (neuromusculo - skeletal conditions only) 100% coverage after deductible 80% coverage after deductible • Mental health care 100% coverage after deductible 80% coverage after deductible • Chemical health care 100% coverage after deductible 80% coverage after deductible Emergency Care • Urgently needed care at an urgent care Clinic or medical center 100% coverage after deductible 80% coverage after deductible • Emergency care at a hospital ER 100% coverage after deductible HealthPartners in- network benefit • Ambulance 100% coverage after deductible HealthPartners in- network benefit Inpatient Hospital Care • Illness or injury 100% coverage after deductible 80% coverage after deductible • Mental health care 100% coverage after deductible 80% coverage after deductible • Chemical health care 100% coverage after deductible 80% coverage after deductible Outpatient Care • Scheduled outpatient procedures 100% coverage after deductible 80% coverage after deductible • Outpatient Magnetic Resonance Imaging (MRI) and Computing Tomography (CT) 100% coverage after deductible - 80% coverage after deductible Durable Medical Equipment • Durable medical equipment & prosthetic devices 100% coverage after deductible 80% coverage after deductible Prescription Drugs (31 day supply; 93 day supply for mail order) • Retail Pharmacy Coinsurance ea itni a Pharmacy Benefit Pharmacy Benefit 100% coverage after deductible 80% coverage after deductible a HealthPartners Mail Order Pharmacy 2o in q _9P- HealthPartners Choice 25 -80% :71a. HealthPartners® The following is an overview of your HealthPartners coverage. e. (952) xact cover rage terms and conditions, consult you plan materials, or call Member Services Plan hi Out-of-network In network ghlights Partial listing of covered services C a re tia fir•3.oe. m a network ork �ry� ,�- r i d er Care Y �4_ a , e 0 from a n out ofi netw o rk provider -T�c: ■ Chiropractic care (neuromusculo- skeletal conditions onl ) after deductible 60% covera _e 60% covera _e after deductible cline • Convenience clinics (retail l clinics , eVisits 60% coverage after deductible HealthPartners in-network benefit HealthPartners in- network benefit Urgently n_ ... needed care at an urgent care clinic or medical center >;k 60% coverage after deductible 60% coverage after deductible 60% coverage after deductible 60% covera • e after deductible 60% covera • e after deductible 60% covera •e err Fhaima �" r stn, „« after deductible Co ent for 1 month su Co ,u ent for 3 month su $24 co .a .sent $70 co .a ent a 60% 60% 60% coverage covera: covera: after deductible e after deductible e after deductible $100 co .a ent 60% coverage after deductible ZcIn ::: HealthPartners® Empowers'' Embedded $3,000/100 °i0 rdE High Deductible Health Plan (HDHP) This plan is intended to qualify as a high deductible health plan that may be paired with an HSA; however, you should check with your tax advisor for guidance on your particular situation The following is an overview of your HealthPartners coverage. For exact coverage terms and conditions, consult your plan Member Services at (952 883 -5000 or 1- 800 - 883 -2177. materials, or call Plan highlights In- network Out-of-network Partial listing of covered services Carefrom a network provider Care from an out-of-network provider '� ¢.', +��.�� ,c�n Wa "ix... ,. n x..f 1 w , Si , yk'E- 4,i.:4. * . ., "�`, ,y r.i � 9P ,5 ��...n 3':`v.''�a __- vv, -.., , -a 1r ,',..., w rCaa^T.. YFSS ,«.m ..S _,.,sP. ." „u„r. .-.��'bY.Cr. — Lifetime maximum Unlimited $1,000,000 Annual deductible $3,000 per person; $6,000 per family $6,000 per person; $12,000 per family Annual out -of- pocket maximum $3,000 per person; $6,000 per family $12,000 per person; $24,000 per family ' '' V+,..f- �wmcr� iEki y� l'S �0 3 'G Orre a „�+. i E - i 1 +T (;,� .. l ,' .Ei�Y{. '1 L.� l r14{'i.:il,^J� it +?r '' �e._., >"+; �f_';ES:%..it as 9$1414'. i ,. r tp� `°7!:,:t�.�, "�,K; 'r ,,- F- K�rt'S.'i ,.. 1.F. Y;t _P�;+� l'.'•, -. bini .,"�u1^ne >'+�t+.'..4+'�,V� •' , • Routine physical & eye exams, well -child care ,5��i,ll.'LY'�w. 100% coverage 60% coverage after deductible • Prenatal & postnatal care 100% coverage 60% coverage after deductible • Immnm7atlons 100% coverage 60% coverage after deductible i i s U G uk -^�"5” t 4" . ' Y" ,^�£i d9 ?�� "'L '+ FF cJ v i . $' • n t � '� 6 J = ,-� ,E4' p.,.,.rk x, ,, r. lr>'id ; xx"'`"& k�„� }tea. rxr5u'Pii ' �r. , - dt�.�"':;:,_,_,, s ..,. r:^ 7�-r • Illness or injury 100% coverage after deductible 60% coverage after deductible • Allergy injections 100% coverage after deductible 60% coverage after deductible • Physical, occupational & speech therapy 100% coverage after deductible 60% coverage after deductible • Chiropractic care (neuromusculo- skeletal conditions only) 100% coverage after deductible 60% coverage after deductible • Mental health care 100% coverage after deductible 60% coverage after deductible • Chemical health care 100% coverage after deductible 60% coverage after deductible + tiffs ,x� v • 4;-1 t.' k l `, l e , '�.•.rec w m iig . • Urgently needed care at an urgent care clinic or medical center 100% coverage after deductible 60% coverage after deductible • Emergency care at a hospital ER 100% coverage after deductible HealthPartners in- network benefit • Ambulance 100% coverage after deductible HealthPartners in- network benefit '�'._ �N:.`�f1�i�� , � �-n.S . nC'C'..1+� _ ..... _ `M . .'k. _ ` :�4+:£': vyu _,., �`a� l -1' '�. . • Illness or injury 100% coverage after deductible 60% coverage after deductible • Mental health care 100% coverage after deductible 60% coverage after deductible • Chemical health care 1000/o coverage after deductible 60% coverag e after deductible s, '4f!;: m i I4 ,, ,, 1< i"4' 4 ;:' „ ,.0.4, 7{i, T— ' Q.,. • Scheduled outpatient procedures 100% coverage after deductible 60% coverage after deductible de du cti ble • Outpatient MRI and CT scan 1000/0 coverage after deductible deductible 60% c overs a aft,. Y • 23w' Y ' i ' �7 Y ' 71 i41Ag W F I }w ni L t` 'w Jg. � - er71 . T- Zear 1! .. 7 i , . _,;0 _ • Durable medical equipment & prosthetics 1000/o coverage after deductible 600/0 coverage after deductible T 21 S�ui r 1CI 3i s# "� ci D,GlfICILy s 3s Sxx " .n'�' f �'p j 11.1'1 �P�.�%�O_7_`9f1T33�F'm l�ffi�;� '.:s"7 r ��,�' a _o,� ^��'.`. "� ``r ',10! erg,, 1. ^ _ �'d��,7,., _,�.��.C7't �= aTy"a�4'�'i .. �� {, ,E7t� .1� {' _c - d �._.- .�';i.—. - -. • Retail Pharmacy • Preferred Coinsurance • Non Preferred Coinsurance 100% coverage after deductible No coverage 60% coverage after deductible No coverage • HealthPartners Mail Order Pharmacy • Preferred Coinsurance • Non Preferred Coinsurance 100% coverage after deductible No coverage • Specialty Drugs 100% coverage after deductible 60% coverage after deductible WS — Item 3 WORK SESSION STAFF REPORT Work Session Item 3 Date: March 1, 2010 To: City Council From: Mary Divine Re: Economic Development Marketing Program Background At the February work session Mayor Reinert requested a recap of economic development marketing efforts over the past three years, along with a discussion of potential mass marketing to selected prospects. The city has never undertaken a promotional mass mailing campaign. Professionally designed promotional materials would be an additional asset for use in economic development promotions. Currently, marketing efforts include: 1. Marketing Materials: Materials are sent via mail or email as requested, and what material is used is based on the type of development inquiry. General demographics and lists of available sites and contacts are included as a part of any packet sent out to the development community or commercial /industrial prospects. The developers of existing commercial projects generally produce their own marketing materials which are available to the city for promotional use. Site selectors of specific retailers that could potentially be interested in Lino Lakes, or retailers expanding in new Midwest markets are contacted and receive information. Leads are derived from business publications, trade magazines and other sources. Public agency sources send out bulletins regarding companies looking to locate (although those bulletins have all but dried up). Sources for demographic and market information include MetroMSP, MnPro, DEED, Association of Realtors, and the State Office of Demography. 2. Staff regularly develops relationships and coordinates with developers, brokers and building owners regarding available space, land, and potential prospects. While the level of development interest has significantly decreased since 2008, staff continues to have one -on -one meetings with developers, brokers and business prospects to give them an overview of the city and opportunities for development. Staff has most recently worked with include Kraus Anderson, Ryan Companies, Stonehenge USA, Robert Muir, Pentacle Properties, and Hans Hagen. 1 3. Tourism Bureau: the city is now participating in Minnesota Metro North Tourism, the new convention and visitor's bureau. Funds raised from a hotel tax within the eight participating cities will be used to promote the hotels, the city, its attractions and its amenities. City staff and a representative from the Lino Lakes Hampton Inn participate on the board of directors. The board is in the process of hiring a marketing director and branding consultant. The website and marketing materials produced by the CVB will provide greater visibility for Lino Lakes. 4. Business retention and expansion: EDAC developed a business survey in 2008, the second undertaken by the committee. Businesses who indicated potential future expansion were contacted by staff and those with specific problems were acknowledged, if not resolved. Staff maintains contact with companies within the community, serves on the board of directors of the Quad Area Chamber of Commerce and coordinates a business expo during Blue Heron Days, designed to promote small business within the city. 5. Website: staff maintains a listing of land and buildings for sale and for lease on the city website, and is currently in the process of redeveloping its economic development website to be more visible on the city website and to provide more comprehensive resources for the user. A business directory is listed for access to local retail /service by business type. Marketing materials were developed in the 1990's to promote the development of two industrial parks, and resulted in award winning marketing materials that were effectively used to attract manufacturing facilities to the Apollo Business Park and the Clearwater Creek Business Park on 35E. These materials were mainly used as part of a general information packet that was sent as a result of inquiries, and used by brokers and developers. Through that marketing effort, and marketing of the Town Center area, the current Comprehensive Plan goal of raising the commercial /industrial market value from 4% to 10% of total market value by 2010 was achieved. The next step was to set goals for beyond 2010, which the city council did in 2007 as part of a council goal setting session. One goal was to diversify, expand and enhance the city's tax base, and the discussion of "branding" arose. Council objectives included identifying appropriate development areas and preparing a market analysis as part of the city's Comprehensive Plan. The marketing analysis that was completed for the draft Comp Plan estimates the amount of commercial and industrial square footage that Lino Lakes can absorb over time. Upon approval of the Comprehensive Plan, a city council objective was to complete a marketing study to align economic development and marketing strategies to the Comprehensive Plan. This study was to define opportunities and expectations based on available land and existing development standards, and provide the city with direction to determine how to brand the city and what marketing materials should be developed. A further objective was to establish a public relations campaign that is consistently applied by city council, staff and city advisory boards to ensure a positive economic 2 development message reaches the development community. EDAC took first steps in 2009 to set up a project evaluation process to address hurdles as development projects were proposed. EDAC also updated its long range strategic plan and 2009 -2010 action plan. The action plan identifies the need for development of a branding program and promotional materials to communicate the opportunities available in Lino Lakes to developer leads, the media and targeted businesses. Requested Council Direction Staff requests direction from the council on how it would like to proceed with a marketing program. Attachment(s) 1. 10 -year overview of Lino Lakes Development Projects 3 Lino Lakes New Commercial/ Industrial Projects since 2000 (updated 2/2010) O O O O 0 O N 5,023,800 1,218,9001 0 O CO- CO 1 N— 2,253,7001 1,778,2001 12,143,2001 0 0 0) V 0 O x— 2,428,4001 0 0 N_ O M O (D- el 560,5001 0 O O 10 O CO 1,200,0001 1,704,000 1,588,1001 ;han Lake ;han Lake 3,620,100 55,567,000 lo 0 0 0 0 to 0 O 0 0 O Q Q Birch /Hodgson 0 0 0 0 Lake Drive Lake Drive [Apollo Drive 0 Town Center Pkwy Apollo Drive Q Q Q Q Q O 0 0 0 N 20011 N 20021 O CO 2002 O 2003 O 2004 20041 0 CO O N O O CO O N 0 0 0 O O N 2 N 2 2 (N 2 N N 3,420 13,700 0 O O C) 182,760 86,584 (0 ,— 0 0 (0 0 CO 0 (0 I� 15,763 0 O 25,872 25,856 57,486 O N CO 15,015 0 0 2, O 0, 4, 0, 5, 5, 2, 0, (!) 3.75 CO c0 �— 0 't CO N O V (C) CO CO 10 (C) N (f) N 'Apollo Landing (Hampton Inn) 1 Patriot Bank N Dairy Queen McDonalds 1 C6 Kohl's JADT multi- tenant Lake Dentistry isiness Center #7 -8 DQ Grill & Chill Mueller Office Bldg American Composites 1 Discount Tires Rud Surveyors Dution Alternatives 1 Metro Land Survey Country Inn & Suites SMW Credit Union ion /Keystone City Fabrication nit Fire (Super/) 12 L an's Foods 'Pomps Tires CO T 1 Ta o f... Commercial 1,237,9001 1,898,5001 469,200 1,282,6001 O O (0 f� r N 7,059,400 1,840,800 783,4001 3,310,200 1,555,2001 560,5001 0 O O 10 O CO 1,200,0001 1,704,000 1,588,1001 7,390,500 3,750,0001 3,620,100 55,567,000 35E /CSAH 14 Lake Drive 35E /CSAH 14 Town Center Town Center Town Center Town Center O 0 0 O Q Q Birch /Hodgson Town Center Town Center Apollo Drive Town Center Lake Drive Lake Drive [Apollo Drive Apollo Drive Town Center Pkwy Apollo Drive O 0 N 0 0 N 20011 2002 20021 O 0 N O O N 2002 2003 2003 2003 2004 20041 2005 CO O N 2005 CO O N CO O N r--- 0 N 3,420 13,700 0 O O C) 182,760 86,584 (0 ,— 0 0 (0 0 CO 3,487 (0 I� 15,763 0 O 25,872 25,856 57,486 O N CO 15,015 CO r r O N O <— O 10 Oj 2.2 (!) 3.75 c0 �— 0 't CO N O V (C) 'Apollo Landing (Hampton Inn) 1 Patriot Bank Mueller -Bies Dairy Queen McDonalds 1 Target Kohl's JADT multi- tenant Lake Dentistry Spirit Hills Center DQ Grill & Chill Mueller Office Bldg McCullough multi- tenant Discount Tires Rud Surveyors Wells Fargo Metro Land Survey Country Inn & Suites SMW Credit Union Total MSP Prospector: Economic Development Available sites, buildings, demographics, busin... Page 1 of 3 metro Minneapolis /Saint Paul Region Home Search Properties About Metro MSP Data Center FAQs Instructions Contact Us Report Center: 0 Town Center Pkwy Radius: 5 miles Population (2009) Total 2009 Population 55,934 Sex (2009) Legacy at Woods Edge Population (2014) 2014 Population Sex (2014) Total 57,431 Total % Total % Male 29,702 53.1% Male 31,720 55.2% Female 26,232 46.9% Female 25,711 44.8% Age Distribution (2009) Age Distribution (2014) Total % Total % 0-4 3,755 6.7% 0-4 4,327 7.5% 5 -9 4,499 8.0% 5 -9 3,937 6.9% 10 -19 8,905 15.9% 10 -19 8,717 152% 20 -29 6,200 11.1% 20 -29 6,511 11.3% 30 -39 8,684 15.5% 30 -39 8,141 14.2% 40-49 10,747 19.2% 40 -49 9,823 17.1% 50 -59 7,274 13.0% 50 -59 8,188 14.3% 60-64 2,208 3.9% 60 -64 2,902 5.1% 65+ 3,662 6.5% 65+ 4,885 8.5% Race Distribution (2009) Race Distribution (2014) Total % Total % White 50,365 90.0% White 51,683 90.0% Black 1,742 3.1% Black 1,751 3.0% American Indian 434 0.8% American Indian 710 1.2% Asian 2,289 4.1% Asian 2,613 4.5% Pacific Islander 13 0.0% Pacific Islander 13 0.0% Other 329 0.6% Other 210 0.4 % Multirace 762 1.4% Multirace 451 0.8% Hispanic 1,468 2.6% Hispanic 1,859 3.2% 2009 Total Households 2014 Total Households Total % Total % Households 19,400 Households 21,162 Families 15,310 78.9% Families 17,187 81.2% 2009 Household Income Distribution 2014 Household Income Distribution Total % Total % <$10 K 362 1.9% <$10 K 373 1.8% $10 -$20K 584 3.0% $10 -$20K 567 2.7% http : / /www.mspprospector.com /ed. asp ?thereport= on &cmd= print &vis= geoXml l &t =1 &for... 2/26/2010 MSP Prospector: Economic Development Available sites, buildings, demographics, busin... Page 2 of 3 $20 -$30K 687 3.5% $20 -$30K 641 3.0% $30 -$40K 860 4.4% $30 -$40K 755 3.6% $40 -$50K 1,393 7.2% $40 -$50K 1,157 5.5% $50 -$60K 1,477 7.6% $50 -$60K 1,647 7.8% $60 -$75K 2,339 12.1% $60 -$75K 2,133 10.1% $75 -$100K 3,921 20.2% $75 -$100K 3,840 18.1% > $100K 7,777 40.1% > $100K 10,049 47.5% 2009 Labor Force Status 2014 Labor Force Status Total % Total Labor Force 31,549 Labor Force 32,698 Employed 29,202 92.6% Employed 31,076 95.0% Unemployed 2,330 7.4% Unemployed 1,603 4.9% In Armed Forces 17 In Armed Forces 19 Not In Labor Force 10,549 Not In Labor Force 11,073 2009 Total Number of Housing 2014 Total Number of Housing Total % Total Total Dwellings 20,080 Total Dwellings 21,875 Owner - Occupied Dwellings 18,011 92.8% Owner - Occupied Dwellings 17,875 84.5% Renter - Occupied Dwellings 1,389 7.2% Renter - Occupied Dwellings 3,287 15.5% Housing Units Occupied 19,400 96.6% Housing Units Occupied 21,162 96.7% 2009 Education Attainment 2014 Education Attainment Total % Total % Population Age 25+ 35,825 Population Age 25+ 37,065 < Grade 9 456 1.3% < Gr 9 492 1.3% Grade 9 -12 1,173 3.3% Gr 9 -12 1,097 3.0% High School 9,308 26.0% High School 9,487 25.6% Some College 7,838 21.9% Some College 7,586 20.5% Assoc Degree 3,555 9.9% Assoc Degree 3,328 9.0% Bach Degree 9,431 26.3% Bach Degree 10,499 28.3% Grad Degree 4,064 11.3% Grad Degree 4,576 12.3% 2009 Size of Household 2014 Size of Household Total % Total % 1 Person 3,055 15.7% 1 Person 2,972 14.0% 2 Person 6,762 34.9% 2 Person 8,846 41.8% 3 Person 4,074 21.0% 3 Person 5,332 25.2% 4 Person 3,485 18.0% 4 Person 2,548 12.0% 5 Person 1,487 7.7% 5 Person 1,078 5.1% 6+ Person 397 2.0% 6+ Person 288 1A% Source: Applied Geographic Solutions, Thousand Oaks. CA, 2010 http: / /www.mspprospector.com /ed. asp ?thereport= on &cmd= print &vis= geoXml l &t =1 &for... 2/26/2010 MSP Prospector: Economic Development Available sites, buildings, demographics, busin... Page 3 of 3 Finn Farm c) °c Willowtrook Garden Wood St Andrews V Uaae ^rP m` F■WEFED CY ti* 1 rn^ I ,c Map data @2010 Google Linda Anderson Metro MSP landersona m i n n eaoolischamber.org (612) 370-9100 http : / /www.mspprospector.com /ed. asp ?thereport= on &cmd= print &vis= geoXml 1 &t= 1 &for... 2/26/2010 or more in ormation, .0 to our website at: www.cbre.com /linolakes21 acre z 111 0 z I C ° 15 8 E 1$ E It il ti Ej 1'1 11 ij E r or information contact. 'lc ar• ' • u' 'A 95 .• 4.4.0 E 0 E —6 c_ _c u UVIWOMICLSV E t c) Lr) c) 0) F 0 L.) lilk(n-, E R u...7 0.cr C \ I -1 -.0 0 u st:12": w _Q Ilri 0 u _c :tZ Lf ) • 1-. — F.- ti (r.2 N E 111 � 1 1 1) 17;c, tn L.r) tr) Cc: < c j - CO 0 -, c_ I--- u-- (,..) 0 0; c_ -,r- c o .,.-: ..- z 1 ce O 0. a 0 1 z W a 0 W W J 1 z W t/) LLI z a V W 0 v or more information, .0 to our website at: www.cbre.com /linolakes2l acre z J 0 z I+ The Lino Lakes Town Center offers the potential for a high - quality mix of retail, office, housing, F ( ti\ FORESr recreation, and community facilities with its LAKE 65 J ' good regional access and visibility from the i / -I� Lake Drive and Interstate 35W interchange. 1 " �,� BLAINE 1 auo� N. GROSS LAND AREA /� i/ tt LAKES i f • ±21.08 buildable acres (divisible) li ssr.- )‘ ACCESS ill '_ `'��^ i f' • Immediate access to I -35W and Lake Drive i ,��J �� (County Road 49) /T- -11---H' — ''''t 694 i li PROPERTY 7R ONlrAGE J , 1 � �� ��' '� "- 36 • I -35W and Lake Drive (County Road 49) j `, + R05E�f1t J j UTILITIES \__ it �' In street, stubbed at sites =711e j � i 494 -� /r 1 PAUL 7ONINC `-)� ��� J • PUD (Planned Unit Development) 94 1 AurAL__/ --Tr-- — - l� DEMOGRAPHICS 3 MILES 5 MILES 1D MILES Population (2009) 23,210 56,770 315,968 TRAFFIC COUNTS Average Household Income $91,480 $97,852 $83,273 I -35W: ±43,500 VPD Growth 2009 -2014 9.15% 9.21% 5.19% Lake Dr: ±10,500 VPD 11 D 11 o a or in ormation contact •1c and Pa ii • - : rian Pankr. -BR= CB RICHARD ELL 490 West 78th St - -I O LQ O M O co O N N '0 0 Lo -sr co `n N Z N CO N 0) 1!) a1- 10 O N c C ww.c re.cor 'al [53 _ MAINS � COLUMBUS TOWNSHIP ( 2.Y.`2."-Zr L MAIN ST tam I 23 ■ MAIN ST • it CIRCLE PINES ................... OOTH 57 t BOTH ST :- A wl F 'al 1 s-I BIRCH ST 1 HOLLY DR E SHOREVIEW ASH ST Legend NORTH OAKS N ON LAKF LINO LAKES PARKS LINO LAKES SCHOOLS RICE CREEK CHAIN OF LAKES REGIONAL PARK 1 CITY OF CENTERVILLE ■ MAINS 84 • I i ' ' • ' 84 Ntt HOAIS - WHITE BEAR TOWNSHIP ono , GEORGE ■".' ICH LAKE RICE CREEK REGIONAL NARK Lino Lakes Town Center on the I -35W /Hwy 23 interchange is designed for a mix of civic, commercial, retail, residential and light industrial uses. SuperTarget and Kohl's anchor the MarketPlace Shopping Center. McDonald's and Dairy Queen, plus other convenient shopping opportunities, make this the go -to place in Lino Lakes. Pad sites and redevelopment opportunities are available in and around MarketPlace. • MarketPlace is adjacent to the city's largest employers. Outstanding QFportunitie4 Legacy at Woods Edge, the city's innovative mixed -use downtown development, has a city hall, police station, school district center, bank, clinic, apartments, and one of the most successful YMCAs in the metro area. This site is ready for a developer to finish the dream. Pad sites and built leasable space for restaurants, retail and service uses are all available in this traditional neighborhood development. istinctly Different • Higher density housing is an integral part of the design plan, and the city welcomes townhome, senior and condo developers. People who chose to make this home have immediate access to 35W, and 3,500 acres of regional park out their back door. All infrastructure is in place, including a central community green with gazebo and fountain. Interchange improvements and bridge reconstruction are completed on 35W/ Hwy 23, heralding the anticipated growth and making this site a premiere location for investment. Live, work, Play Lorward J pinking A master redevelopment plan for this major gateway into Lino Lakes promises an exciting future for this neighborhood center that shares its borders with the City of Shoreview. This redevelopment area has a master plan which forecasts a mix of housing and business with an "urban" flavor, and lays out road and utilities plans. Incredible ,Paces Legend STORK SEY.ER = VA ERIAA,M SAHTARY SEWER FC €CEIAR M 9C(&elT rithl One of the largest undeveloped interchanges in the metro area is peaking the interest of major development groups and big box retailers. The Metropolitan Council forecasts this 35E Corridor to have the most significant growth in the metro area over the next 20 years. Commercial interchange opportunities abound and hundreds of acres are available for corporate campus environments. All that adds up to a premier mixed -use development opportunity in the years ahead. • The City of Lino Lakes completed an Alternative Urban Areawide Review (AUAR) for the entire 35E area, relieving developers of expensive environmental on large, master- planned projects. • A major reconstruction of the 35E/ County Rd. 14 interchange and bridge will be completed in 2011. It's time to get in before everyone else does. • utstanciina 0 ortunities Community Amenities Parks, golf, play, canoe, camp and more Lino Lakes' natural amenities and sporting oppor- tunities abound.With 13 lakes and many miles of local and regional trails, outdoor enthusiasts don't have to travel long distances to enjoy the best of Minnesota's natural beauty in every season. . • e Creek Regional Park The 3,500-acre Rice Creek Chain of Lakes Regional '-)ark Reserve is one of the largest in the seven-county metropolitan area and contains some of the most significant native wildlife habitat and water resources in the regional area.The chain of lakes offers some of the best canoeing and kayaking opportunities in the metro area. The park offers a wide variety of amenities for every- one. • Wargo Nature Center • Chomonix Golf Course Rice Creek Campground Centerville Lake Beach. Other amenities include picnic areas, boat launch facilities, biking and hiking trails, playgrounds and a fishing pier. 20 minutes nortk of downtown, with a north country feeling The Chain of Lakes YMCA, built in 2007, is a part of the Lino Lakes Town Center and is one of the most successful Y's in the metro area. City Parks The City of Lino Lakes park system includes 20 parks and more than 14 miles of paved trails, Transportation On the Ground, in the Air The City of Lino Lakes has the good fortune of having both I-35W and I-35E transect the city.This provides immediate interstate access for businesses and commuters to both Minneapolis and St. Paul. The City and Anoka County are making significant improvements to accommodate the influx of new development. Convenien-6 located Major transportation improvements on and around the 35W/Highway 23 (Lake Drive) interchange are complete. In 2010,a major reconstruction of the 35E/County Road 14 (Main Street) interchange will begin. The Anoka County-Blaine Airport—the largest reliever airport in the metro area—is just minutes from Lino Lakes Town Center.There is no substitute for person-to-person contact, and many successful businesses rely heavily on air travel to meet with clients, customers and colleagues. Corporate jet aircraft operators, recreational pilots and many antique aircraft owners call the airport home. Surfside Seaplane Base in Lino Lakes is the largest seaplane base in the lower 48 states. It is privately owned and operated, has an 1,900 foot grass runway with a full aircraft maintenance facility and fuel. Adventure Seaplanes is one of the few places in the country that offers instruction, rental and sales of this type of aircraft. Flights are available for sightseeing and photography. Metro Transit bus service to downtown Minneapolis and St. Paul is also available, Economic Vitality Twin Cities Economy Is 14th Largest in U.S. (2009) The Minneapolis /Saint Paul metro economy is the 14th largest in the nation, according to a 2009 report by the U.S. Bureau of Eco- nomic Analysis.The region, which ranks 16th largest in population, generated a gross metropolitan product of $193.9 billion in 2008. GMP measures the total output of goods and services within a given area in a given year. It is a small -scale equivalent of gross domestic product,the national measure of economic prowess. Minnesota Ranks in Top Third for Business, Says Forbes (2009) Lino Lakes named among Money Magazine's 2009 "Best Places to Live" Forbes magazine ranked Minnesota No.17 on its 2009 list of top states for business. Minnesota scored high in two of six categories: quality of life rank (No.6 in the nation) and the quality of its labor force (No.10). Forbes based its list on data drawn from several sources, including Moody'sEconomy.com, Sperling's Best Places, the U.S. Census Bureau and the U.S. Department of Education. Minneapolis and Saint Paul Dominate the List of Next CitiesTM forYoung,Talented Workers (2009) The Twin Cities dominate the list of 2009 -2010 U.S. Next CitiesTM with populations of 200,000- 500,000. Min- neapolis ranks second and Saint Paul is fifth in the "midsize magnets "category.The list was developed by Next Generation Consulting, a research and consulting company which evaluates cities based on characteris- tics that matter to young talent. Here's what matters, in order of importance: cost of lifestyle; earning; vitality; after hours; learning; around town; and social capital. Metro MSP Jumps Ahead in Forbes List of "Best Paces for Business and Careers" (2009) The Minneapolis -Saint Paul region moved up 27 slots on Forbes' annual list of "Best Places for Business and Careers" in 2009.The survey compared the 200 largest metro areas in the country based on 11 factors, includ- ing job and income growth, cost of doing business, cost of living, crime rate, educational attainment, pres- ence of four -year colleges, cultural and recreational opportunities, and net migration.The Metro MSP outper- formed most rivals in two areas: concentrations of colleges (fifth place) and culture and leisure (13th place). Twin Cities Named MarketWatch's "Best Metro for Business "for Second Year (2008) For the second consecutive year, the Minneapolis /Saint Paul region topped MarketWatch's list of the best metro centers for business.The Metro MSP region again won by wide margin, placing 20 points ahead of its nearest competitor, Boston. Despite an ailing national economy, "the concentration of (MSP) companies has stayed strong, and job growth continues while unemployment remains relatively Iow...The region seems prepared to handle whatever economic onslaught may be on tap. "The report compared 50 large metro regions in eight different objective metrics. WS — Item 4 WORK SESSION STAFF REPORT Work Session Item 4 Date: March 1, 2010 To: City Council From: Mary Divine Re: Post Office Background Mayor Reinert requested information regarding the steps a city must go through to get its own post office. This has been an interest of the city as far back as 1986, when representatives from the United States Postal Service (USPS) met with the Lino Lakes City Council to address the complaint that residents and business owners couldn't use Lino Lakes as their mailing address. Since that time, it has been acceptable to use Lino Lakes, MN, as long at the proper Zip code is used. Lino Lakes has five Zip codes within its boundaries. In 1994 the city looked into getting one Zip code to service Lino Lakes. The procedure for getting one Zip code required making a request to the USPS with proper justification. Proper justification did not include the desire for a stronger city identity. A city must be able to demonstrate that current services are inadequate and an additional point of service is needed. If the USPS finds proper justification, it completes a cost study and if the cost is justified the USPS surveys the residents. Fifty -one percent of the residents must agree to the change. In 1994, the USPS put out an RFP seeking a site for an expanded post office to cover the 55038 Zip code area. The City of Lino Lakes worked with a private landowner to complete a proposal to sell land east of 35E near County Road 14. As a part of that proposal the city offered to cover the special assessments for the street and utility upgrade. This would have provided a post office in Lino Lakes covering the east side of Lino Lakes and Hugo. The USPS did not choose that site and eventually leased space in Hugo. Also in 1994, the city council expressed a desire to have a Lino Lakes Post Office to give Lino Lakes a stronger identity. The USPS at that time informed the city that the Circle 1 Pines Post Office was designed to handle the area's growth for the foreseeable future and there was no justification for a new post office. According to the operations manager for the Northland District Office, Circle Pines currently has excess square footage compared to the volume of mail that is serviced through the facility, is one of the best facilities in the metro area, and will be able to handle the area's growth for the foreseeable future. According to the 2009 USPS Annual Report, mail volume was down by 13% and revenue declined 9.1%. It has offered early retirement to nearly a quarter of its workforce, eliminated about 3,000 positions, instituted a hiring freeze and placed an indefinite moratorium on new construction unless it is tied to remedying a significant safety situation. Requested Council Direction Council may provide direction regarding its interest in pursuing a Lino Lakes Post Office. Attachment(s) Letter from the USPS Northland District Office Operations Manager 2 DISTRICT MANAGER CUSTOMER SERVICE AND SALES NORTHLAND DISTRICT UNITED STATES POSTAL SERVICE February 23, 2010 Mary Alice Divine Economic Development Coordinator City of Lino Lakes 600 Town Center Pkwy Lino Lakes, MN 55014 Thank you for contacting the Postal Service regarding the request for a postal facility and a unique ZIP Code for the Lino Lakes community. I recognize that Lino Lakes would like to obtain community identity through the establishment of their own Post Office and unique ZIP Code. Local postal managers consider a great number of factors when determining the need for a new Post Office in an area under their jurisdiction. In general, however, a new facility is considered only when the area's current postal facilities are not adequate to provide proper service or when growth will soon make them inadequate. There are currently no plans to build a new Post Office in Lino Lakes. As a self - supporting agency, the Postal Service funds operations from revenue generated by the sale of our products and services — not taxpayer subsidies received through the Congressional appropriations process. Like many business, we are currently experiencing financial challenges, in our case due to the struggling world economy and the diversion of mail volume to electronic communications. In the wake of this downturn in mail volume we have taken a number of cost - cutting measures that includes the suspension of new Post Office construction except in extraordinary circumstances – like the loss of a facility to a natural disaster. Through technological advancements, increases in productivity, and declining mail volumes we foresee the Circle Pines Post Office will have the capacity to handle future growth. I would like to thank you for contacting me regarding a new facility in Lino Lakes, I regret that I cannot provide you with a more favorable response, but I must deny your request for a new Post Office. The situation in which a mail delivery address differs from the geographic or political name of a community is a common one throughout the country. As new housing developments emerge, political jurisdictions expand, or areas incorporate into separate communities, delivery is extended from a nearby established post office which is capable of accommodating the new territory. As a consequence, many communities throughout the nation have mail delivered from a Post Office with a different name than their community. It is too costly to establish a new Post Office or create new ZIP Codes for community identity purposes. ZIP Codes and mailing addresses are intended to help us provide prompt and accurate mail service. Your inquiry as to how to petition for one ZIP Code for a city was started by contacting me. I regret that my response cannot be more favorable, but I must deny your request. Post Offices and the delivery boundaries associated with them are established to ensure good service and the most economical use of postal resources. Changes are considered only if the operational requirements of the Postal Service and the interests of the community would be served. At a minimum, approval of requests like this requires the purchase or lease of a building, the relocation of carriers, changes in mail sorting schemes and transportation schedules, reprogramming our automated mail sorting equipment, revisions to directories, mail forwarding for customers whose addresses change, and significant administrative costs. 100 S 1ST ST RM 409 MINNEAPOLIS MN 55401 -9990 612 -349 -3500 FAx: 612 - 349 -6377 - 2 - I hope this information is helpful. If your office should have any further questions regarding this matter, please feel free to contact Natalie Sorvari, Manager of the Northland District Consumer Affairs Office at 612- 349 -4401. Sincerely, c Antho C. Williams WS — Item 5 WORK SESSION STAFF REPORT Work Session Item 5 Date: Council Work Session, March 1, 2010 To: City Council From: Michael Grochala Re: CSAH 34 Corridor Study Update Background Representatives of Anoka County and SRF Consulting Group were present at the February 1, 2010 council work session to review the draft corridor plan elements and implementation phases proposed as part of the corridor study. The overall objectives of the study are as follows: 1. Improve Safety 2. Improve Mobility 3. Coordinate Transportation Improvements and Land Use Decisions The work completed to date has resulted in the development of a corridor staging plan. Proposed improvements would not be completed immediately but staged, as needed over the next 30 plus years. The sequencing of improvements would be triggered by safety and capacity needs, corridor development, and availability of funding. The following phases were presented at the meeting: A. Intermediate Improvements Improvements such as roadway striping, left/right turn lanes at select intersections, and traffic signals (with raised medians) as warranted and as funding allows. B. Long Range Improvements Capacity improvements at major intersections, traffic signals (with raised medians) at intersections as warranted, and painted turn lanes throughout the remainder of the corridor as funding permits. 1 C. Ultimate Corridor Improvement Plan Four -lane divided roadway (with raised medians) on the western portion of the corridor (CSAH 49 to approximately Black Duck Drive), two -lane divided roadway (with raised medians) on the eastern segment of the corridor (Black Duck Drive to CSAH 54, trials on both sides of CSAH 34, traffic signals at all major intersections (CSAH 49, Ware Road, West Shadow Lake Drive, Black Duck Drive, CSAH 54, and CSAH 21), left and right -turn lanes at other intersections, and backage roads or local street connections. Following the presentation, there was some concern expressed over the ultimate design as proposed. Specifically, concerns were related to the proposed inclusion of a median along the length of the corridor. To better address the council's issues and to formulate a completed study that satisfies the corridor objectives, staff is requesting further council discussion. Specific direction regarding the following plan elements is requested: • Are painted turn lanes at major intersections acceptable? • Are the proposed signal locations acceptable? • Is the proposed ultimate design from Centerville Road to 20th Avenue (two -lane divided /limited access) acceptable? • Are the planned backage roads /local connections acceptable? • Are medians constructed at signal (with turn lane) locations acceptable? • Is a four lane roadway without median and /or painted median acceptable? • Are there any changes to the proposed landscaping /trail elements? Staff will have roadway design layouts available at the meeting to aid in the discussion. Council Direction Staff is requesting council direction regarding the above referenced design elements. Attachments 1. Existing and Future Condition Maps 2. Landscaping Layouts 2 hat are the future conditions of the corridor estimated t • • e? 3 enuany 4lOZ sio Wet oos'o, O O O n{ eII i uac 009`Z 009`P 0 peo P �� O°l K 13 2! 9)e1 uewJaySR O O yoryc7 )taer8 S eAV t& c 0 ..z. 000b L C 1-e 0 3Ili O€ It = US i 111! a>lel rn� N ui g 10' LL 004`£ -Q �5 :Iv peon aJeM c co it peon uos6p0 .L tA op °°"' .a Ili LL 0 N O LL 0 0 0 R • 0 O ei F r, 120' Right- af•Way PPufOL[ZLD-sMaouoa atlaaspuel 9Z99∎u5P0,10,0* 10W119Z991sper..:H • to c ea CO PPWO LO-sidaouoo-acie3spuel gzggw13■saanst31.0.0\V-K9Z99Wefaidk:H AL SECTION ATIVE LANDSCAPE LAYOUT PLAN AN E SEGMENT: REPRESEN 09 c 0 0 0 0 Chomonix Golf Course Rice Creek Reg Park Chomonix Golf Course Chomonix Goff Course Rice Creek Reg Park GLfNVIEW DR Gal awn Park EGRET LN Ric e Lake Rice Creek Chain of Lakes opyANAY-RD-E---- Centerville Lake Reshanau Lake Quail' Ridge Park minty Lakes Park R.ce Creek Reg Park Baldwin Lake Rice Creek Reg Park 1MitTE Pt II 34 B t1 • vy W4-11Tk RAVENSCT I+ i eifadoah P �.„ PINETR-4 E Park Grove Park LINDEN - i r N-RD_ � � I 62ND AVE CSAH 34 Corridor E-1 Lino Lakes City Limits 0 0.25 0.5 I Miles N HOLLOW Ltd 62ND AVEN Poplar Lake County Park. Caiitetery 11 U Celle Park Hardwood i$�1d Park �J Sai nt Geggyi ve Cemetery L I N O L A K E S Cedar Lake Wilkinson Lake Amelia Lake OTTER-6'k Ramsey County sir ere 0 cr <GO re co LEGEND Existing Signal Proposed Signal i� - Future Full Access Location (Unsignalized) Lake Coesc,.nxc Guor,' INC. Future Signal and CSAH 34 Corridor Plan Lino Lakes, Anoka County, M Full Access Access Locations N Work Session Staff Report Date: February 26, 2010 To: City Council From: David J Pecchia, Public Safety Director Re: Draft Proposal For Alternative Model for Petty Misdemeanor and Misdemeanor Citations BACKGROUND: The Lino Lakes Police Department continues to explore alternatives to our current operating procedure specifically as it relates to citations. In keeping with the tenets of the Lino Lakes Police Department mission statement of providing a safe community and promoting crime prevention partnerships, we are proposing the following program with the goal of achieving compliance with state laws and city ordnances through education. Staff conducted research on existing alternative models in other jurisdictions and created a program that is designed to: 1. reduce the number of repeat violations and encourage voluntary compliance, 2. provide an educational component to citations, 3. provide the motoring public with an alternative to expensive fines, court costs and surcharges. Please find attached a general overview of the program and sample documents and forms. RECOMMENDATION None - informational only. Overview of Procedure for ACE Traffic Program Achieving Compliance through Education • When a violator is issued a citation, they receive instructions on how to resolve the citation • In those instructions, we will include information on the Lino Lakes Police Department Achieving Compliance through Education (ACE) program • The violator will be informed that some offenses qualify for the program and if they are interested in participating, they should call the number provided • The Lino Lakes Police Department will set up an automated phone line prompting the violator to leave their name, citation number and phone number • A LLPD volunteer will then check the messages and arrange for staff members to conduct an evaluation of the violators driving record to see if the offense qualifies for the ACE program • Some of the factors that will be considered are if it is a first time offense in Lino Lakes and the violator does not have more than two of the same violations on their record • A volunteer will then call the violator back and inform them if they qualify (or not) and set up an appointment for the violator to come into the Lino Lakes Police Department. For scheduling purposes, these appointments will be available Tuesday through Thursday from 9:OOAM to 5:OOPM • The violator will then come into the LLPD and complete a short educational program tailored to their specific offense • Upon completion of the program and the payment of a predetermined fee, the LLPD will contact the city attorney who will dismiss the citation • There will be an entry into our records system documenting the offense that the violator was cited and that the ACE program was completed • If the violator does not complete the program, the citation proceeds to the court system as usual Ao o ,o n 3 a 0ADD `-< n 0 0 0 0 8• w )3 8.5e w n coo ^► c CD o r2 4,1CD 0 o o 0 s 1 o � .o '.. o 0 Cr cro CD - c')0.0 00 68bZ sn•uuu•samej- oull.p.AtA At 0 C7 C7 0 o o • cn w t.) o 4 d ',,,„ LA > c5o c5o 0 AEG ' - '� w�cD c w b M►d4, -z- ( 0.o - •te'•, w O A a E a' O 0 0 0 C, t� Z DAD ?' ❑ 0- o 5E' c == c0 'o °Po o -." a 0.0000°.0°Z a o %�yao 0' p a �C1�A ��o °o cDo..a tIlr) o 5 `° a p C • a 0 coo ' a• • , Z 0 caD ` 2 °- 0 w �'y ��p � 0� r' q 0 0 c� O o 5' o" o o a trig Z r• 8< ��o O CD } t w O v� 00 m .a. c�u y' Q k a T3 Lf ~ 00-4 p C O C O O, o C b w t3 O O 0 O O O co zi Z O y ^ w S. a c,`S.0 0 m raw 0 a�.`D �� p- �0�)0"g 0 •-• u • v"9w �u0o 0 0 =cxD r0°.0wa�ac oz `�,b�a °X.. • •O CD A 0 CD •*' CD "i w •r1 b O �"••• "' ��.. a A+ '» cr ACRD C a✓ G w° P.� ' M n t 5. 0 •^J c 0 I. 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